12/10/2013 NEIGHBORHOOD & AFFORDABLE HOUSING ADVISORY BOARD MEETING MINUTES
CITY OF CLEARWATER
December 10, 2013
Present: Peggy M. Cutkomp Chair
Linda Kemp Vice Chair
Lisa Hughes Board Member
Vicki Adelson Board Member
Vacant Seat Board Member
Vacant Seat Board Member
Absent: Michael Potts Board Member
Also Present: Geri Campos Lopez Economic Development& Housing Director
Michael Holmes Housing Manager
Patricia O. Sullivan Board Reporter
The Chair called the meeting to order at 9:08 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 — October 4, 2013
Member Hughes moved to approve the minutes of the regular Neighborhood and
Affordable Housing Advisory Board meeting of October 4, 2013, as recorded and submitted in
written summation to each board member. The motion was duly seconded and carried
unanimously.
4—Citizens to be Heard re Items Not the Agenda:
Kathy Russell, Pinellas Opportunity Council, Inc. thanked the board for supporting Chore
Services and recommended that Consolidated Action Plan application scores be weighted to
also favor homelessness prevention. She said Chore Services provides cleaning services to
low-income housing residents, who would be evicted and homeless if they failed inspection.
Support was expressed for the recommendation. Housing Manager Mike Holmes said
the item will be added to February's agenda.
5— Introduce New Member Vicki Adelson
6 —Consolidated Annual Evaluation and Performance Report
See Exhibit: FY 12-13 CAPER 2013-12-10
Mr. Holmes provided a PowerPoint presentation on the City's FY (Fiscal Year) 2012/13
CAPER (Consolidated Annual Performance and Evaluation Report), the principal administrative
report documenting City expenditures for HOME Investment Partnerships Program and CDBG
(Community Development Block Grant) programs to HUD (Housing & Urban Development)
Neighborhood & Affordable Housing 2013-12-10 1
Department. CAPER provides information on the City's: 1) Assessment of Year 3— 5 Goals
and Objectives; 2) Affordable Housing; 3) Continuum of Care; 4) Leveraging Resources; 5)
Affirmatively Furthering Fair Housing; 6) Citizens Comments; and 7) Self-Evaluation. Over
11,519 persons were assisted through Public Services, Public Facilities, Housing Rehabilitation
and New Construction, Fair Housing, and Economic Development projects and programs.
For FY (Fiscal Year) 2012/13, the City's budget was $1,021,555, with $719,995 from
CDBG and $301,560 from HOME. The report also summarized activities conducted with funds
from SHIP (State Housing Initiatives Partnership), Community Development Block Grant—
Recovery Program, Pinellas County Housing Trust Fund Program, and Neighborhood
Stabilization Program. Through CDBG and HOME, the City expended $1,842,416, which
included money from the prior year reprogrammed fund budget of$2,580,932. Funds not
expended from this year's budget will be reprogrammed in future budgets.
FY 2012/13 accomplishments: 1) closed on 7 owner-occupied rehabilitation loans -
$194,753; 2) closed on 18 down payment assistance loans - $488,100; 3) closed on $118,601
and $111,339 loans with Largo Area Housing Development Organization to build 2 single-family
homes; 4) provided $800,000 rehabilitation loan to Prospect Towers, Inc. to renovate 208 senior
housing units; 5) provided $304,446 rehabilitation loan to Pinellas County Housing Authority—
Norton Apartments to renovate 48 rental housing units; 6) provided $52,697 property acquisition
loan to Habitat for Humanity CHDO (Community Housing Development Organization) to
purchase 3 lots for housing and 2 loans of$97,500 each to build 2 of the 3 single-family homes;
7) provided $327,500 development loan from NSP3 to Habitat for Humanity of Pinellas County,
Inc. for vertical construction of 23 single-family homes on revolving basis plus $97,500 to build 1
single-family home; 8) provided $475,770 development loan from NSP3 to SP Country Club
Homes, Inc. to build 4 townhomes; 9) provided $346,451 development loan commitment from
NSP3 to Boley Centers, Inc. —Sunset Point Apartments, Inc. to build 14 rental housing units;
and 10) provided $56,825 to develop athletic field in North Greenwood.
Economic Development& Housing Director Geri Campos Lopez said HUD provided the
template for the report and is working on an electronic format. Staff will work with Public
Communications to add photographs to next year's report.
Staff was complimented on the PowerPoint presentation and its inclusion of summary
photographs of projects funded through the City.
Mr. Holmes said the City appreciated the work of non profits which have had
tremendous accomplishments. In response to questions, Mr. Holmes said the Norton
Apartments renovations have made a huge difference in reducing problems at the complex. An
average of one house a month has been constructed at Stevens Creek. It was stated the
Stevens Creek Habitat for Humanity project is a significant improvement over previous housing
on the site.
Member Kemp moved to recommend approval of the City's FY 2012/13 CAPER. The
motion was duly seconded and carried unanimously.
Ms. Campos Lopez suggested it would be beneficial to schedule a spring tour for
NAHAB members to visit the many new projects funded through the City.
Neighborhood & Affordable Housing 2013-12-10 2
Consensus was that a tour would be helpful.
7 — Distribution of Parking Passes
Mr. Holmes requested members turn in their expired parking passes at the January
meeting.
8 — Old /New Business
In response to a question, Mr. Holmes said a final decision has not been reached re
UNO Federation Community Services, Inc.; 2013/14 funds have not been distributed to the
agency.
Discussion ensued re importance of the Sadowski Housing Trust Fund to leverage funds
and construct community housing. Concern was expressed the legislature uses the funds for
other budget items. The item will be on January's agenda.
In response to a comment that some new construction is allocated to veterans. Ms.
Campos Lopez said several organizations are raising money to provide houses for disabled
veterans.
9 — Next Meeting — January 14, 2014
10 - Adjourn
The meeting adjourned at 9:38 a.m.
Chair, Neighborhood & Affordab e
Housing Advisory Board
Neighborhood & Affordable Housing 2013 -12 -10 3
EXHIBIT: FY 12-13 CAPER 2013-12-10
N ro,,
M Second Program Year CAPER
The City f Clearwater Florida FY 2012-13 CPMP Second
Y ,
o ' Consolidated Annual Performance and Evaluation Report includes
Narrative Responses to CAPER questions that CDBG, HOME, NSP3, 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 2012-13 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.
Second Program Year CAPER 1
EXHIBIT: FY 12-13 CAPER 2013-12-10
Please note that this CAPER is included under the goals and objectives identified in
the FY 2011-2016 Five-Year Consolidated Planning Period.
2. ASSESSMENT OF THE ONE YEAR GOALS AND OBJECTIVES
In June 2011, the City of Clearwater approved the FY 2011-2016 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 2011, 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 75 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 80 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 80
prospective low-income homebuyers.
During FY 2012-13 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
Second Program Year CAPER 2
EXHIBIT: FY 12-13 CAPER 2013-12-10
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 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. Three projects were either funded or under renovations during
the last reporting period. They included Sunset Point Road Apartments — Boley
Center, Norton Apartments — Pinellas County Housing Authority and Prospect
Towers, Incorporated.
1) Boley Centers, INC. — Sunset Point Apartments Development Project
In September 2011, the City of Clearwater placed a Notice of Funding Availability for
development of rental housing projects funded through the Neighborhood
Stabilization Program 3. Boley Centers, Inc. submitted an application on September
26, 2011 for the Sunset Point Apartments Acquisition/Development Project and
Catholic Charities submitted an application for the San Remo Apartments
Acquisition/Renovation Project. After careful deliberation, Boley Centers, Inc. was
awarded $180,000 on November 3, 2011.
On March 27, 2012, Boley Centers, Inc. submitted a request for an additional
$166,451 for additional construction costs and impact fees associated with the
Second Program Year CAPER 3
EXHIBIT: FY 12-13 CAPER 2013-12-10
project. The total requested for the project was $346,451 in Neighborhood
Stabilization Program 3 funds.
The Sunset Point Apartments is a proposed fourteen-unit development that will be
financed largely with a Section 811 Capital Advance Grant from the U. S. Department
of Housing and Urban Development. The HUD 811 grant will pay for a large portion
of the construction of the development. Additionally, the HUD 811 comes with a
Project Rental Assistance Contract which provides a project based rental subsidy.
Boley Centers, Inc.'s proposal was for the cost of the land at $175,000 and closing
costs estimated at $5,000. Boley Centers, Inc. estimated that the HUD 811 award
would be for $1,787,263. Boley Centers, Inc. would provide an additional $10,000 as
the initial capital advance. The total project cost is estimated at $1,975,687.
Boley Centers, Inc. acquired the vacant land with a bridge loan from the Bessie Boley
Foundation. The bridge loan allowed Boley Centers, Inc. the ability to acquire
property in advance of the HUD application process, but must be repaid in order to
allow the foundation to continue providing such advances.
The project, located at 1401 and 1443 Sunset Point Road, consists of one eight-unit
building and one six-unit building with a two story design. All units are one bedroom
for individuals who are very low-income and are diagnosed with a mental illness.
Each one-bedroom unit is approximately 540 square feet with all common areas
handicap accessible. Two of the units were designed for accessibility and
adaptability for various types of disabilities, including wheelchair usage. An
additional unit was designed for an individual with a sight and/or hearing
impairment. The units have been designed to implement Green initiatives.
The housing provided through this project is intended solely for adults with a chronic
and persistent mental illness who have very low-income (most will have less than
35% AMI). All of the units will be provided to individuals whose income is 50% of
AMI or below. Their primary diagnoses are schizophrenia or major mood disorder.
Most have a long history of psychiatric hospitalization. Many also have had substance
abuse problems. The development of permanent, independent housing units provides
opportunities for clients who desire and need restrictive housing options than they
would have in group homes or supervised apartments.
Boley Centers, Inc. is the leading provider of residential services in Pinellas County
for adults with a severe and persistent mental illness and the only provider for the
non-elderly. Boley Centers, Inc. currently has 275 supported housing beds with 23
under development. There are currently 557 individuals on Boley Centers, Inc's
waiting list for HUD 811 housing. There are 317 people on the Boley Centers, Inc's
tenant based rental housing vouchers waiting list.
The project construction began in this reporting period and is to be completed in the
next reporting period.
2) Pinellas County Housing Authority — Norton Apartments
On September 14, 2012, Pinellas County Housing Authority, Inc. (PCHA) submitted
an application for funding to renovate Norton Apartments. The requested funds of
$304,466 were used for roofing, flooring, kitchen & bathroom cabinets with counter
replacements, and energy efficient fixtures to include hot water heaters, new
Second Program Year CAPER 4
EXHIBIT: FY 12-13 CAPER 2013-12-10
lighting, and ceiling fans as all of these items have reached or are beyond their
useful life. These improvements will benefit the residents whose income is at or
below 50% of AMI, both in energy efficiency and improved living standards.
Norton Apartments is a HUD-subsidized, project-based Section 8 property located at
1450 South Martin Luther King, Jr. Avenue. The property consists of 48 units serving
residents at or below 50% AMI (currently 87% of the residents are extremely low-
income at or below 30% AMI). PCHA acquired the property on March 15, 2011. The
previous property owner filed bankruptcy and during their ownership, HUD had
threatened termination of the Housing Assistance Payments contract on the property
due to three failed REAC inspections. PCHA has secured a 20-year Housing
Assistance Payments contract to ensure the units remain HUD-subsidized. PCHA has
infused over $3.4 million into the acquisition and rehab of Norton Apartments.
Further improvements are needed to finish the needed rehab.
No. of Buildings: 6 residential plus 1 community space
Unit mix:
Bedroom No. of One or Sq Ft Rents*
Size Units of Two No. of
This Type Story Baths
1 8 1 1 556 $725
2 15 1 1 784 $899
3 16 2 11/2 1,065 $984
4 6 2 2 1,284 $1,120
ADA 3 1 1 784 $899
*Rents are subject to HUD-approved annual renewal amounts
PCHA has the capacity and resources to see this project to completion. Construction
commenced on October 1, 2012 and Phase 1 was completed. The agency also
requested additional funds to complete other renovations. The City provided another
$130,000 for those renovations that are now underway.
3) Prospect Towers of Clearwater, Inc.
On April 4, 2012, Prospect Towers of Clearwater, Inc. submitted an application to the
City in the amount of $800,000 to renovate Prospect Towers located at 801 Chestnut
Street. The renovations included replacing the water tanks, air handlers, pipe
insulation, modernize the elevators, and other eligible improvements.
Prospect Towers is a 208-unit apartment building that is comprised of 96 efficiency
units and 112 one-bedroom units. The property includes a seventeen-story building
and parking lot. The features include utilities (Electric, Gas, Water and Sewer) in the
rent, 24/7 on-site Desk Clerks, Emergency Call Buttons, Community Library, and an
on-site Wellness Center.
Prospect Towers was originally funded through HUD's Section 231 Mortgage
Insurance Rental Housing for the Elderly Program, which required the project to
remain an affordable housing development. The Section 231 Program was designed
to increase the supply of rental housing specifically for the use and occupancy of
elderly persons and/or persons with disabilities. Prospect Towers' residents must be
Second Program Year CAPER 5
EXHIBIT: FY 12-13 CAPER 2013-12-10
at least 62 years of age or have a disability and the capability to care for the
apartment in which they reside. Prospect Towers repaid the loan to HUD, which no
longer obligates Prospect Towers to remain affordable.
By approving a 30-year loan with a five-year defined repayment at $6,000 payable
for year one and $12,000 payable for years two through five and an amortized 25-
year loan on the remaining balance at one percent interest rate per annum, the City
will ensure that the housing units remain affordable over the next thirty years. The
City required Prospect Towers to enter into a land use restrictive agreement for a 30-
year affordability period on the HOME-assisted units (total of 20 units). As with the
original obligation, Prospect Towers has indicated their intent is to keep not only the
HOME-assisted units affordable, but all units affordable.
The Articles of Incorporation state in Article Third the purposes of the corporation
including "to provide for elderly families and elderly persons on a non-profit below
cost basis rental housing....". Similar language is found in the Bylaws, Article II,
Section 1(a). The City of Clearwater will base affordability upon rents being at or
below the Fair Market Rent level, as adjusted annually by HUD and will monitor the
loan on a yearly basis. The Prospect Towers Board of Directors unanimously
approved the term sheet at their meeting on May 22, 2012.
The water tanks, air handlers, and piping installation have been completed. The
elevator work is to be completed during the next reporting period.
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.
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
households.
During FY 2012-13, the City made a total of seven owner-occupied rehabilitation
loans with CDBG, HOME and SHIP Program funds. There were four CDBG loans, one
SHIP loan and two HOME/SHIP loans.
During this reporting period, four CDBG-only were provided to families between 50-
80% of area median income (AMI). One SHIP-only loan was provided to a low to
moderate-income family. There were six loans made to families at 50-80% of
Second Program Year CAPER 6
EXHIBIT: FY 12-13 CAPER 2013-12-10
median income. One HOME/SHIP loan was made to a family at less than 50% of AMI
while one was between 50-80% of AMI.
Homeowner rehabilitation produced $97,483.29 in expenditures from the CDBG
Program with an additional $60,835.95 in SHIP funds and $44,435.32 in HOME
funds. The total expenditures from all funds were $202,754.56.
HOMEOWNER REHABILITATION PROGRAM FY 12-13
ti l
CDBG Program 0 4 0 4
SHIP Program 0 1 0 1
HOME/SHIP 1 1 0 2
Tota 1 1 6 0 7
In addition, the City worked on the following homeownership new construction
projects:
1) Pinellas County Habitat for Humanity Community Housing Development
Corporation, Inc.
A Community Housing Development Organization is a private non-profit, community-
based service organization whose primary purpose is to provide and develop decent,
affordable housing for the community it serves. To assist in achieving these
purposes, the City of Clearwater, under the HOME Investment Partnership (HOME)
Program, must reserve not less than 15% of their HOME allocations for investment in
housing to be developed, sponsored, or owned by Community Housing Development
Organizations (CHDOs).
Pinellas County Habitat for Humanity Community Housing Development
Organization, Inc. (PC Habitat for Humanity CHDO) is a Florida not-for-profit
corporation established in August 2010 to provide decent housing that is affordable
to low to moderate-income families and to further the affordable housing mission of
Habitat for Humanity of Pinellas County, Inc.
On September 11, 2011, PC Habitat for Humanity CHDO applied for a designation as
one of the City's eligible CHDOs and for funding to develop affordable housing. On
December 20, 2011, the City entered into a CHDO agreement with PC Habitat for
Humanity CHDO to provide funding in the amount of $225,808.36 to develop
affordable housing. The funding provided through FY 2007, 2009 and 2010 HOME
Program CHDO set-aside allocations were $52,697.26, $88,352.85, and $84,758.25,
respectively.
Second Program Year CAPER 7
EXHIBIT: FY 12-13 CAPER 2013-12-10
The CHDO agreement had a one-year effective term from October 1, 2011 through
September 30, 2012. Due to delays outside the scope of the organization, the
agency was unable to meet its obligations. The agency has obtained the necessary
approvals and is now ready to move forward with the project. The agency has
requested to enter into a new two-year agreement to purchase three vacant parcels
in the Stevens Creek Subdivision to build new single family homes and to recertify
the agency as a CHDO for an additional year. HOME Program regulations require
grantees to recertify CHDOs annually or each time they receive additional set-aside
funds.
2) Pinellas County Habitat for Humanity - Stevens Creek Housing Development
Project
Habitat for Humanity of Pinellas County, Inc. (Habitat) originally submitted an
application on December 19, 2008 for funding in the amount of $600,000 to acquire
real property that will be used to build single family homes for low to moderate-
income families. The funding was approved through the Pinellas County Housing
Trust Fund in the form of a deferred payment loan with no interest. The funds will be
repaid when each home is sold to an eligible homebuyer. After purchase, Habitat
obtained a $124,000 grant from the City through CDBG funds to demolish the
structures.
The said property is located at 1884 Betty Lane and contains approximately 8.81
acres of land. The site is the former Homer Villas, a rental community previously
owned by the Clearwater Housing Authority. The acquisition is subject to Habitat
building affordable housing units for mixed-income families. A minimum of 50 units
must be for families whose income is less than 80% of median income. The property
acquisition cost was $1,189,350 which equals $20,158 per unit acquisition cost.
Other investments in the acquisition/development process included financing from
Pinellas County and Neighborhood Lending Partners of West Florida, Inc. On
September 29, 2008, Pinellas County provided a HOME Investment Partnership
Program loan in the amount of $1.425 million to Habitat for a portion of the
acquisition costs and site improvements. Other Pinellas County investments in the
development of the housing units included $730,000 in funding through the
Neighborhood Stabilization Program 2 on July 29, 2011.
Also on July 29, 2011, Neighborhood Lending Partners of West Florida, Inc. provided
a revolving line of credit in the initial amount of $500,000 with a maximum principal
indebtedness, including future advances of $1 million.
To facilitate funding for the completion of 25 units in the subdivision, Habitat
requested funding from the City through its Neighborhood Stabilization Program 3 for
construction financing. The City closed on the loan for $327,500 on January 18,
2013. In this reporting period, nine homes were constructed.
3) SP Country Club Homes, LLC - Housing Development Project
On March 17, 2008, SP Country Club Homes, LLC (the Borrower) entered into a
contract with the City of Clearwater to purchase a 2.07 acre parcel to construct and
sell a 31-unit townhouse project named "Country Club Homes". The units would vary
from two to three-bedroom units and would be sold between $142,000 and
Second Program Year CAPER 8
EXHIBIT: FY 12-13 CAPER 2013-12-10
$156,000 to eligible homebuyers whose income is less than 120% of area median
income.
The funding involves an initial commitment from the City utilizing Community
Development Block Grant Program in the amount of $700,000. An additional funding
commitment from the Suncoast Partnership with funding through the Neighborhood
Stabilization Program 2 was also required. This included funding though Pinellas
County and Neighborhood Lending Partners.
To stimulate construction and home sales, the Borrower requested additional funding
in the amount of $475,770 through the Neighborhood Stabilization Program 3 for the
development of four town home housing units to build a four-unit building located at
1281, 1283, 1285, and 1287 Sawgrass Street, Clearwater. The loan was closed on
November 9, 2012.
The developer has completed the four units identified in this loan. Three of the four
units has been sold to NSP3 eligible homebuyers. The final unit will be sold in the
next reporting year.
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 2013 Median Income for a
family of four (4) in the Tampa/St. Petersburg/Clearwater Area is $56,800. The low-
income threshold is $45,450 for households at 80% of area median income and
$28,400 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. Abilities, Inc. — Homes for Independence
2. Habitat for Humanity of Pinellas County
3. Habitat for Humanity of Pinellas County — Community Housing Development
Organization
4. Largo Area Housing Development Corporation
5. Tampa Bay Community Development Corporation
The funds will be leveraged against private sector financing to provide affordable
housing.
Second Program Year CAPER 9
EXHIBIT: FY 12-13 CAPER 2013-12-10
The five-year goal for homebuyers calls for assisting 100 homebuyers with down
payment and closing cost assistance and providing 80 homebuyers with educational
services in regards to purchasing a home.
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.
Eighteen (18) participated in both TBCDC Programs (Homeownership Counseling and
Homebuyer Education 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, $52,716 in CHDO HOME funds was expended by Pinellas
County Habitat for Humanity Community Housing Development Organization. These
funds were used to purchase three lots to build new single family homes. Two homes
were built on the lots.
The City's Down Payment and Closing Cost Program provided new homebuyer
opportunities to Eighteen (18) families. All of the families assisted had incomes
between 50-80% of area median with the exception of three SHIP-only loans. The
average purchase price of the homes was $100,021.
HOME BUYER PROGRAM FY 12-13
i
Home Program 0 0 0 0
SHIP Program 3 1 0 4
HOME/SHIP/ PCHTF Program 0 11 0 11
NSP3 0 3 0 3
Tota 1 3 15 0 18
Note: HOME Program funds require a local match, unless it is a CHDO Project. SHIP Program funds do not
require a local match.
The funds committed for the homebuyer strategy during this reporting period are as
follows:
Program Acquisition Construction Down Total
Payment
Assistance
Second Program Year CAPER 10
EXHIBIT: FY 12-13 CAPER 2013-12-10
HOME Program $52,697 $275,205 $204,766 $532,668
SHIP Program 0 0 $106,650 $106,650
Housing Trust Fd. Prog 0 $ 59,235 $ 11,250 $ 70,485
NSP3 0 $1,247,221 $165,434 $1,412,655
Total $52,697 $1,581,661 $488,100 $2,122,458
The City maintains a goal of trying to leverage resources. Through the commitment
of $709,803 in funding through the HOME, SHIP and Housing Trust Fund, the city
was able to leverage $1,662,104 in private sector financing. This has resulted in a
2.34 ratio, for every dollar the city committed another entity committed more than
two dollars.
In terms of NSP3, the City provided better results. The City provided $1,066,204 in
NSP3 funds and leveraged $1,629,336 with the Sunset Point Apartments,
$5,528,304 with the SP Country Club Townhomes, and $2,655,000 through the
Habitat for Humanity Stevens Creek Project.
d. Homeless Strategy
Policy Direction
The Pinellas County Homeless Leadership Board (HLB) is the lead agency for the
Pinellas County/St. Petersburg/ Clearwater/ Largo Continuum of Care. It was created
on February 1, 2012 and it assumed that role from the Pinellas County Coalition for
the Homeless when it merged with the Homeless Leadership Network.
Its mission is to prevent, reduce, and end homelessness in Pinellas County. The HLB
was created by an Interlocal Agreement among: Pinellas County; the Cities of
Clearwater, Largo, Pinellas Park, St. Petersburg, and Tarpon Springs; the School
Board of Pinellas County; the Pinellas-Pasco Public Defender's Office; and the
JWB/Children's Services Board.
The HLB has a minimum of 15 members and a maximum of 21 members, of which
seven are elected officials. The remaining members represent business, service
providers, the faith-based community; hospitals/medical care, a community leader,
and a homeless/formerly homeless person.
The roles and responsibilities of the Homeless Leadership Board are:
• Policy: Set and implement policies for the homeless services system and
ensure the system and its parts adhere to them.
• System Planning: Plan, implement, and advocate for design and critical
activities of the Pinellas County system of services.
• Oversight: Monitor and report on system and provider performance
towards adopted community-wide goals/outcomes
• Accountability: Design, track, and report on outcomes and accountability
measures to ensure resources are used effectively and homeless persons
gain stable housing.
Second Program Year CAPER 11
EXHIBIT: FY 12-13 CAPER 2013-12-10
• Operations: Perform all 'Lead Agency' responsibilities for federal and state
homeless funding, such as the HUD Continuum of Care and the state's
homeless grants.
• Financial: Administer funding from federal, state, and local public and
private resources for homeless services, provide strategic alignment of
local funding to best meet the county-wide service system needs, and
secure additional resources.
• Coordination: Coordinate planning, funding, and activities with existing
bodies as much as possible, such as the Juvenile Welfare Board, the Low
Income Housing and Health/Behavioral Health Networks, HUD-funded
County and City Emergency Solutions Grants and CDBG funds, Pinellas
County Health & Community Services, the Public Housing Authorities, etc.
• Advocacy: Advocate for effective homeless/at-risk services at the local,
state, and federal levels.
There are two major Councils under the HLB with very specific roles. The Providers
Council (made up of public and private homeless and at-risk service providers)
develops recommendations to the HLB on issues affecting the homeless services
system, addresses the needs of all target groups, and coordinate planning and
recommendations with other community-wide planning groups. The Funders Council
(composed of representatives from local and state governments, businesses,
foundations, and other funders of services that affect all homeless/at-risk target
groups) was put together in August 2013 and develops recommendations to the HLB
on funding of homeless/ at-risk programs and services and on strategically aligning
funding resources available for homeless/ at-risk programs and services based on
HLB-approved priorities, to make the most effective use of scarce resources.
During the summer of 2013, the HLB began the process of developing a strategic
plan for the upcoming two years. The preliminary SWOT Analysis (Strengths /
Weaknesses / Opportunities / Threats) for the HLB was completed in September
2013. Some of the Strengths (internal characteristics that give the HLB an advantage
over other organizations) are the diversity of its Board members, their knowledge of
homeless issues, and designation of the HLB as the "lead" agency at Federal and
State levels. Some of the Weaknesses (internal characteristics that place the HLB at
a disadvantage relative to other organizations) are the lack of Board cohesiveness,
small municipal representation, lack of staff, and funding and enforcement power.
Some of the HLB's Opportunities (external in nature) are the social media campaign
that will be unveiled next fiscal year by Representative Kathleen Peters, and willing
and able community partners. Finally, some Threats (external elements in the
environment that could cause trouble for an organization) are the lack of predictable
funding, changing political priorities, and the economy (produces more need for
services but less funding).
Some major accomplishments of the HLB during this fiscal year are the following:
1) Funders Council (HLB subcommittee) was created in an effort to get local
funders of homeless services to work together to create seamless funding of
needed projects.
2) HLB System Quality Improvement Committee was created and was assigned
the responsibility of developing performance outcome measures and goals for
the CoC.
Second Program Year CAPER 12
EXHIBIT: FY 12-13 CAPER 2013-12-10
3) The TBIN (Tampa Bay Information Network) became an open, shared system
in which all participating organizations can view basic data and record of
services for individuals and families who have received or are receiving
homeless services. Currently, TBIN covers 95% of homeless consumers in
Pinellas County.
4) The Family Coordinated Intake, Assessment, and Referral subcommittee was
created in an effort to respond to changes in the federal HEARTH Act.
The City of Clearwater has embarked on a new effort to address the root causes of
homelessness in our community. We have initiated a comprehensive, holistic
approach in an effort to reduce the number of homeless individuals and families in
Clearwater by placing them into programming that will assist them in getting off the
street.
According to the 2013 Point-In-Time Survey and Count of the homeless population in
Pinellas County, the total number of homeless was 6,594. Out of the total, 1,783
were in shelters, 2,316 were unsheltered adults and 2,495 were families with
children. In Clearwater, volunteers counted 1,094 total homeless, out of which 342
were in shelters, 510 were unsheltered adults, and 204 were homeless families with
children.
The national best practice has proven the key is to move from an "enabgement
model" to a comprehensive system of"engagement". In Clearwater, there are three
shelters that engage homeless individuals and families: H.E.P. (Homeless
Emergency Project), RCS (Religious Community Services) and The Salvation Army
Transitional Living Center. We need to dramatically expand on the success of these
three agencies by engaging each and every homeless individual in our community.
Additionally, Pinellas Safe Harbor and Pinellas Hope are two temporary shelters that
serve the homeless population of Pinellas County. In addition to providing shelter
and food which meet a homeless person's basic needs, all these programs also
provide life-skill classes, transportation for employment, job training, mental health
and other services.
In August 2012, the City created the Clearwater Homeless Street Outreach Team,
which comprises of a Clearwater Police Officer and a social worker from Directions for
Living. The team reaches out to homeless individuals and/or families on the street or
at feeding sites and provides assistance to them (either by placing them in a shelter,
or by providing transportation to Daystar Life Center, or by referring them to other
services in Pinellas County). Between May 2012 and May 2013, the Clearwater
Homeless Services Street Outreach Team transported 148 homeless to Pinellas Safe
Harbor, 71 to Pinellas Hope, 14 to H.E.P., and 13 to Daystar.
For FY 2012-2013, the City of Clearwater, through its General Fund, committed
$100,000 to Pinellas Safe Harbor, $50,000 to HEP, $25,000 to the Homeless
Leadership Board, $25,000 to Pinellas Hope, $25,000 to RCS, and $25,000 to The
Salvation Army of Upper Pinellas.
Operational Support
The City provided CDBG funding to three agencies assisting the homeless in this
Second Program Year CAPER 13
EXHIBIT: FY 12-13 CAPER 2013-12-10
reporting period - Religious Community Services, Inc. , Homeless Emergency Project
and Westcare Florida.
The chart below illustrates the non-housing homeless allocations and expenditures
for FY 2012-13 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 12/13 Budget FY 12/13 Expended
Westcare of Florida $15,000 $15,000
RCS — The Havens $273,197 $90,836
Homeless Emergency 18,000 $18,000
Project
TOTAL $306,197 $123,836
Homeless Housing Actions
Public Services and Facilities
The City provided funding in the amount of $15,000 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 $15,000 and assisted 183 homeless Clearwater individuals.
The City provided funding in the amount of $273,197 to Religious Community
Services, Inc. for construction related costs to develop an office building for the
Havens of RCS. The Havens of RCS is a facility that offers housing and supportive
services for victims of domestic abuse. The agency's goal was to serve 10,000
domestic violence victims (women and children). The agency expended $90,836 and
assisted 8,844 families.
The City provided funding in the amount of $18,000 to Homeless Emergency Project
for salary support to operate the transition housing program for the homeless. 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 agency expended $18,000.
The City provided funding in the amount of $12,000 to Catholic Charities for salary
support and to purchase tents for homeless individuals in the Pinellas Hope
Transition Housing Program. Catholic Charities assisted 279 individuals. The agency
expended $12,000.
Homeless Housing
1) HEP Veterans Housing
Second Program Year CAPER 14
EXHIBIT: FY 12-13 CAPER 2013-12-10
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.
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 32 fully-furnished, single occupancy
apartment for male and female 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 was presented and
approved by the Neighborhood and Housing Advisory Board on November 22, 2011.
The Clearwater City Council approved the project on December 1, 2011. The Ribbon
Cutting Ceremony took place on October 25, 2012.
e. Non-Homeless Special Needs Strategy
Public Services and Facilities
CDBG funds were provided in the amount of $12,000 to Pinellas Opportunity Council
to administer their Chore Services Program. Through this program, various chore
services were provided to forty (40) elderly, frail elderly, developmentally-disabled
and physically-disabled individuals to assist them in remaining in their home.
Non-Homeless Housina
1) Boley Centers, Inc. Sunset Point Apartments Development Project
In September 2011, the City of Clearwater placed a Notice of Funding Availability for
development of rental housing projects funded through the Neighborhood
Stabilization Program 3. Boley Centers, Inc. submitted an application on September
26, 2011 for the Sunset Point Apartments Acquisition/Development Project and
Catholic Charities submitted an application for the San Remo Apartments
Acquisition/Renovation Project. After careful deliberation, Boley Centers, Inc. was
awarded $180,000 on November 3, 2011.
On March 27, 2012, Boley Centers, Inc. submitted a request for an additional
$166,451 for additional construction costs and impact fees associated with the
Second Program Year CAPER 15
EXHIBIT: FY 12-13 CAPER 2013-12-10
project. The total requested for the project was $346,451 in Neighborhood
Stabilization Program 3 funds.
The Sunset Point Apartments is a proposed fourteen-unit development that will be
financed largely with a Section 811 Capital Advance Grant from the U. S. Department
of Housing and Urban Development. The HUD 811 grant will pay for a large portion
of the construction of the development. Additionally, the HUD 811 comes with a
Project Rental Assistance Contract which provides a project based rental subsidy.
Boley Centers, Inc.'s proposal was for the cost of the land at $175,000 and closing
costs estimated at $5,000. Boley Centers, Inc. estimated that the HUD 811 award
would be for $1,787,263. Boley Centers, Inc. would provide an additional $10,000 as
the initial capital advance. The total project cost is estimated at $1,975,687.
Boley Centers, Inc. acquired the vacant land with a bridge loan from the Bessie Boley
Foundation. The bridge loan allowed Boley Centers, Inc. the ability to acquire
property in advance of the HUD application process, but must be repaid in order to
allow the foundation to continue providing such advances.
The project, located at 1401 and 1443 Sunset Point Road, consists of one eight-unit
building and one six-unit building with a two story design. All units are one bedroom
for individuals who are very low-income and are diagnosed with a mental illness.
Each one-bedroom unit is approximately 540 square feet with all common areas
handicap accessible. Two of the units were designed for accessibility and
adaptability for various types of disabilities, including wheelchair usage. An
additional unit was designed for an individual with a sight and/or hearing
impairment. The units have been designed to implement Green initiatives.
The housing provided through this project is intended solely for adults with a chronic
and persistent mental illness who have very low-income (most will have less than
35% AMI). All of the units will be provided to individuals whose income is 50% of
AMI or below. Their primary diagnoses are schizophrenia or major mood disorder.
Most have a long history of psychiatric hospitalization. Many also have had substance
abuse problems. The development of permanent, independent housing units provides
opportunities for clients who desire and need restrictive housing options than they
would have in group homes or supervised apartments.
Boley Centers, Inc. is the leading provider of residential services in Pinellas County
for adults with a severe and persistent mental illness and the only provider for the
non-elderly. Boley Centers, Inc. currently has 275 supported housing beds with 23
under development. There are currently 557 individuals on Boley Centers, Inc's
waiting list for HUD 811 housing. There are 317 people on the Boley Centers, Inc's
tenant based rental housing vouchers waiting list.
The project construction began in this reporting period and is to be completed in the
next reporting period.
The project, located at 1401 and 1443 Sunset Point Road, consists of one eight-unit
building and one six-unit building with a two story design. All units are one bedroom
for individuals who are very low-income and are diagnosed with a mental illness.
Each one-bedroom unit is approximately 540 square feet with all common areas
handicap accessible. Two of the units will be designed for accessibility and
Second Program Year CAPER 16
EXHIBIT: FY 12-13 CAPER 2013-12-10
adaptability for various types of disabilities, including wheelchair usage. An
additional unit will be designed for an individual with a sight and/or hearing
impairment. The units will be designed to implement Green initiatives.
The housing provided through this project is intended solely for adults with a chronic
and persistent mental illness who have very low-income (most will have less than
35% AMI). All of the units will be provided to individuals whose income is 50% of
AMI or below. Their primary diagnoses are schizophrenia or major mood disorder.
Most have a long history of psychiatric hospitalization. Many also have had substance
abuse problems. The development of permanent, independent housing units provides
opportunities for clients who desire and need restrictive housing options than they
would have in group homes or supervised apartments.
Boley Centers, Inc. is the leading provider of residential services in Pinellas County
for adults with a severe and persistent mental illness and the only provider for the
non-elderly. Boley Centers, Inc. currently has 275 supported housing beds with 23
under development. There are currently 557 individuals on Boley Centers, Inc's
waiting list for HUD 811 housing. There are 317 people on the Boley Centers, Inc's
tenant based rental housing vouchers waiting list.
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.
Second Program Year CAPER 17
EXHIBIT- FY 12-13 CAPER 2013-12-10
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On April 19, 2013, 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.
Second Program Year CAPER 18
EXHIBIT: FY 12-13 CAPER 2013-12-10
a. Sale or Rental of Housing
Fair Housing complaints received by the Pinellas County Office on Human
Rights/Human Relations indicate that discrimination 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.
Second Program Year CAPER 19
EXHIBIT: FY 12-13 CAPER 2013-12-10
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.
On July 22, 2010, the cities of St. Petersburg, Largo and Clearwater and Pinellas
County procured the services of]-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
Impediment: Impacts of the Sub-prime Mortgage Lending Crises and increased
Foreclosures.
Remedial Action: Continue to work with the State, National Non-Profit Housing
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.
Remedial Action: Continue homebuyer outreach and education efforts. Expand
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.
Remedial Action: Continue to encourage financial institutions to assist low to
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
Second Program Year CAPER 20
EXHIBIT: FY 12-13 CAPER 2013-12-10
Impediment: Poverty and low-income among minority populations.
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.
Neighborhood Conditions Related Impediments
Impediment: Limited resources to assist lower income, elderly and indigent
homeowners maintain their homes and stability in neighborhoods.
Remedial Action: Continue to support and expand program of Self-Help Initiatives
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 2012-13 include:
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• 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 funding in the amount of $18,000 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 178 individuals
• Provided funding in the amount of $8,750 to Community Service Foundation
to administer a fair housing program. The agency assisted 75 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 (including providing bonus densities for creating affordable
housing).
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, Tampa Bay Community Development Corporation
provides homeownership counseling to support our housing programs.
The funds committed for the homebuyer strategy during this reporting period are as
follows:
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EXHIBIT: FY 12-13 CAPER 2013-12-10
Program Acquisition Construction Down Total
Payment
Assistance
HOME Program $52,697 $275,205 $204,766 $532,668
SHIP Program 0 0 $106,650 $106,650
Housing Trust Fd. Prog 0 $ 59,235 $ 11,250 $ 70,485
NSP3 0 $1,247,221 $165,434 $1,412,655
Total $52,697 $1,581,661 $488,100 $2,122,458
The City maintains a goal of trying to leverage resources. Through the commitment
of $709,803 in funding through the HOME, SHIP and Housing Trust Fund, the city
was able to leverage $1,662,104 in private sector financing. This has resulted in a
2.34 ratio, for every dollar the city committed another entity committed more than
two dollars.
In terms of NSP3, the City provided better results. The City provided $1,066,204 in
NSP3 funds and leveraged $1,629,336 with the Sunset Point Apartments,
$5,528,304 with the SP Country Club Townhomes, and $2,655,000 through the
Habitat for Humanity Stevens Creek Project.
S. 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.
A total of $273,197 was provided to Religious Community Services — The Havens for
construction related cost to build a new office/Outreach Center. The Havens facility
provides housing, case management and a variety of services for victims of spouse
abuse. The Havens provided spouse abuse services to 8,844 families.
CDBG funds were provided in the amount of $12,000 to the Pinellas Opportunity
Council to administer their Chore Services Program. Through this program, various
chore services were provided to 40 elderly, frail elderly, developmentally-disabled
and physically-disabled individuals to assist them in remaining in their home.
The City provided funding in the amount of $15,000 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 $15,000 and assisted 183 homeless Clearwater individuals.
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EXHIBIT: FY 12-13 CAPER 2013-12-10
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.
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 2012-13 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
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EXHIBIT: FY 12-13 CAPER 2013-12-10
• Sidewalk and Street Requirements
• Regulatory Review Processes
• Inventory of Lands Suitable for Affordable Housing Development
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.
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EXHIBIT: FY 12-13 CAPER 2013-12-10
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.
7. The allowance of flexible lot configurations, including zero-lot-line
configurations for affordable housing.
S. 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
December 31s' 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
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EXHIBIT: FY 12-13 CAPER 2013-12-10
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
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 Expedited Processing. 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 affordable housing project receives approval,
the Building Division notifies the Director who, in turn, will document the timeframe
for the application process.
iii. Planning Department
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EXHIBIT: FY 12-13 CAPER 2013-12-10
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
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
Second Program Year CAPER 28
EXHIBIT: FY 12-13 CAPER 2013-12-10
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.
The City places information about lead based paint and safety on the City's Housing
Division website.
Program activities include:
• 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
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EXHIBIT: FY 12-13 CAPER 2013-12-10
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
initiatives.
During this reporting period, the Clearwater Housing Authority assisted 1,095
families per month through their Housing Choice Voucher Program. Also through this
program it expended $8,797,400 in Housing Assistance Payments. Clearwater
Housing Authority assisted 1,030 families through its Public Housing Program and
listed $1.8 million dollars in expenditures.
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
Housing Objective One: Build 25 new mixed-income rental units in conjunction with
ongoing redevelopment/revitalization projects.
• Federal Funds: HOME/CBDG
• State/Other Funds: SHIP, FHFC programs
Housing Objective Two: Acquire and/or rehabilitate 40 units in small rental
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 50
units owned by low-income owner households.
Second Program Year CAPER 30
EXHIBIT: FY 12-13 CAPER 2013-12-10
• Federal Funds: HOME/CBDG
• State/Other Funds: SHIP
Housing Objective Four: Preserve the existing housing stock by funding the
acquisition and rehabilitation/expansion of 25 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 80
low and moderate-income homebuyers.
• Federal Funds: HOME
• State/Other Funds: SHIP, HFA Bonds
Housing Objective Six: Construct 80 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 80 perspective low-income homebuyers.
Committed Proiects
Goals Actual Actual Actual Actual Actual Total
FY FY FY FY FY
2011/12 2012/13 2013/14 2014/15 2015/16
Build Mixed 25 5 14 19
Income
Rentals
Acquire/Rehab 40 256 0 256
Mixed Income
Rentals
Rehab Low- 50 14 7 21
Income
Owner
Housing
Acquire/Rehab 25 3 3
Low-Income
Housing
Down 100 14 18 32
Payment
Assistance
Low-Income
Housing
Build New 80 26 12 38
Affordable
Second Program Year CAPER 31
EXHIBIT: FY 12-13 CAPER 2013-12-10
Housing
Housing 80 13 18 31
Counseling
Total Housing 320 315 54 369
Units
c. Housing Accomplishments
During FY 2012-13, the City made a total of seven owner-occupied rehabilitation
loans with CDBG, HOME and SHIP Program funds. There were four CDBG loans, one
SHIP loan and two HOME/SHIP loans.
During this reporting period, four CDBG-only were provided to families between 50-
80% of area median income (AMI). One SHIP-only loan was provided to low to
moderate income families. There were six loans made to families at 50-80% of
median income. One HOME/SHIP loan was made to a family at less than 50% of AMI
while one was between 50-80% of AMI.
Homeowner rehabilitation produced $97,483.29 in expenditures from the CDBG
Program with an additional $60,835.95 in SHIP funds and $44,435.32 in HOME
funds. The total expenditures from all funds were $202,754.56.
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, providing down payment and closing cost assistance to
purchase new and existing homes 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:
• Habitat for Humanity of Pinellas County
• Habitat for Humanity of Pinellas County Community Housing Development
Organization, Inc.
• Largo Area Housing Development Corporation
• Tampa Bay Community Development Corporation
In this reporting period, $52,716 in CHDO HOME funds was expended by Pinellas
County Habitat for Humanity Community Housing Development Organization. These
funds were used to purchase three lots to build new single family homes. Two homes
were built on the lots.
The City's Down Payment and Closing Cost Program provided new homebuyer
opportunities to eighteen (18) families. All of the families assisted had incomes
between 50-80% of area median with the exception of three SHIP-only loans. The
average purchase price of the homes was $100,021.
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.
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EXHIBIT: FY 12-13 CAPER 2013-12-10
Eighteen (18) participated in both TBCDC Programs (Homeownership Counseling and
Homebuyer Education Programs).
9. HOME Program
a. Assessment of Relationship of HOME Funds
The City received an allocation of $301,560 in HOME Entitlement Funds for
FY 2012-13. 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:
Activity Budget Expended
Subrecipient Housing Pool $226,170 0
Community Housing Development
Organizations $45,234 0
Program Administration $30,156 $30,156
TOTAL $30 156 $30 156
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 were awarded to
Habitat for Humanity of Pinellas County Community Housing Development
Organization, Inc. The table lists the activities by which the funds were committed
expended during this reporting period with the FY 2012-13 entitlement allocation,
program income and reprogrammed funds from prior years.
Activity Committed Expended
Rehabilitation Owner-Occupied $218,640 $44,435
Administration/Program Delivery Costs $59,368 $44,762
Rental Housing Rehabilitation $304,466 $228,83
Community Housing Development Organizations $45,234 $153,391
Down Payment and Closing Costs Assistance $470,534 $201,223
New Construction/Single Family $325,902 $189,840
New Construction/Rental $346,451
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EXHIBIT- FY 12-13 CAPER 2013-12-10
$193,029
Acquisition/Rental $82,500 $82,942
Total $1,853,095 $1,138,45
The City has two (2) certified Community Housing Development Organizations
(CHDOs); Pinellas County Habitat for Humanity Community Housing Development
Organization, Inc. and Largo Area Housing Development Corporation. The City is
currently soliciting other organizations to become eligible as a CHDO.
FY2012-2013
Consolidated Annual Performance&Evaluation Report(CAPER)
Community Development Block Grant
And
HOME Investment Partnership Programs
Budget and Expenditure Summary
Prior Year plus
Reprogrammed Remaining
Activity Budget Funds Expenditures Balance
HOME Program Administration' $ 30,156 $ 14,606 $ 44,762 $ 0
HOME Program Housing(Housing Pool) $ 226,170 $ 995,949 $ 711,469 $ 510,650
HOME Acquisition,Transitional Housing $ - $ - $ -
Community Housing Development Org.(CHDO) $ 45,234 $ 359,527 $ 153,391 $ 251,370
Rental Housing Development-HOME $ - $ 228,834 $ 228,834 $ -
TOTAL"" $ 301,560 $1,598,916 $ 1,138,456 $ 762,020
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
Twelve rental housing developments were or will be subject to HOME monitoring
inspections. The housing developments include Wellington Apartments, Fulton
Avenue Apartments, Lexington Apartments, Homeless Emergency Project - SRO 1,
Second Program Year CAPER 34
EXHIBIT: FY 12-13 CAPER 2013-12-10
Homeless Emergency Project - SR02, Abilities at Morningside 1, Abilities at
Morningside 2, Homeless Emergency Project - Veterans Apartments, Prospect
Towers, Inc., Norton Apartments, Pine Berry Senior Apartments, and Alpine. All
housing developments provided affordable housing to low to moderate-income
tenants.
The monitoring visits did not show any areas of non-compliance.
10. OTHER HOUSING PROGRAMS
a. State Housing Initiatives Partnership (SHIP) Program
During FY 2012-13, the City committed the following dollars in association with the
development and preservation of loans for housing units for low to moderate-income
families with down payment and closing cost assistance for new and existing units.
Down Payment and Closing Cost Assistance Loan Program
SHIP Funds Expended $142,775
Other Public Funds Expended $0
Owner/Private Funds Expended $1,126,371
TOTAL $1,269,146
The City's Down Payment and Closing Cost Program provided new homebuyer
opportunities to Eighteen (18) families. All of the families assisted had incomes
between 50-80% of area median with the exception of the three SHIP-only loans. All
of the other non SHIP-only had some form of SHIP assistance as a match.
The average purchase price of the homes was $100,021.
Rehabilitation Loan Program
SHIP Funds Expended $137,093
TOTAL $137,093
One SHIP-only loan was provided to a low to moderate-income family with income of
less than 50% of area median income. One SHIP-only loan was provided to low to
moderate income families. There were six loans made to families at 50-80% of
median income. One HOME/SHIP loan was made to a family at less than 50% of AMI
while two were between 50-80% of AMI.
The remaining SHIP expenditures of $55,711 were used for the administration of the
program.
A total of $322,577 in total revenues (allocation, program income and recaptured
funds) was deposited into the SHIP Fund during FY 2012-13. These funds were
generated through the following:
Second Program Year CAPER 35
EXHIBIT: FY 12-13 CAPER 2013-12-10
State Annual Distribution $200,898
Program Income $121,679
TOTAL $322,S77
b. Emergency Shelter Grants Program
The City does not receive any Emergency Shelter Grant Funds.
d. Neighborhood 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 incorporate 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
• Coordinate planning and resources
• 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. The City utilizes its
funding in the following manner:
Activity Amount # of Units
Redevelopment $1,247,221 20
Administration $138,580
TOTAL $1,385,801 20
Second Program Year CAPER 36
EXHIBIT: FY 12-13 CAPER 2013-12-10
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 focus of these proposed activities is to continue construction financing for
projects already underway to ensure their success and timely completion. The
benefit for moving funding to construction financing is that once the loans are repaid,
the City can use those funds as program income for downpayment assistance for
these and other properties.
The NSP3 funds were allocated to the following projects:
Sunset Point Apartments - Boley Centers
On March 27, 2012, Boley Centers, Inc. submitted a request for an additional
$166,451 for additional construction costs and impact fees associated with the
project. The total requested for the project was $346,451 in Neighborhood
Stabilization Program 3 funds.
The Sunset Point Apartments is a proposed fourteen-unit development that will be
financed largely with a Section 811 Capital Advance Grant from the U. S. Department
of Housing and Urban Development. The HUD 811 grant will pay for a large portion
of the construction of the development. Additionally, the HUD 811 comes with a
Project Rental Assistance Contract which provides a project based rental subsidy.
Boley Centers, Inc.'s proposal was for the cost of the land at $175,000 and closing
costs estimated at $5,000. Boley Centers, Inc. estimated that the HUD 811 award
would be for $1,787,263. Boley Centers, Inc. would provide an additional $10,000 as
the initial capital advance. The total project cost is estimated at $1,975,687. The
loan closed on June 13, 2013.
Construction is now underway and the units are projected to be completed in the
next reporting period.
SP Country Club Homes
On March 17, 2008, SP Country Club Homes, LLC (the Borrower) entered into a
contract with the City of Clearwater to purchase a 2.07 acre parcel to construct and
sell a 31-unit townhouse project named "Country Club Homes". The units would vary
from two to three bedroom units and would be sold between $142,000 and $156,000
to eligible homebuyers whose income is less than 120% of area median income.
The funding involves an initial commitment from the City utilizing Community
Development Block Grant Program in the amount of $700,000. An additional funding
commitment from the Suncoast Partnership with funding through the Neighborhood
Stabilization Program 2 was also required. This included funding though Pinellas
County and Neighborhood Lending Partners.
To stimulate construction and home sales, the Borrower requested additional funding
in the amount of $475,770 through the Neighborhood Stabilization Program 3 for the
development of four town home housing units located at 1281, 1283, 1285, and
1287 Sawgrass Street, Clearwater. The loan closed on November 9, 2013.
Second Program Year CAPER 37
EXHIBIT: FY 12-13 CAPER 2013-12-10
The developer has completed the four units identified in this loan. Three of the four
units have been sold to NSP3 eligible homebuyers. The final unit will be sold in the
next reporting year.
Habitat for Humanity of Pinellas County, Inc.
Habitat for Humanity of Pinellas County, Inc. (Habitat) originally submitted an
application on December 19, 2008 for funding in the amount of $600,000 to acquire
real property that will be used to build single family homes for low to moderate-
income families. The funding was approved through the Pinellas County housing
Trust Fund in the form of a deferred payment loan with no interest. The funds will be
repaid when each home is sold to an eligible homebuyer. After purchase, Habitat
obtained a $124,000 grant from the City through CDBG funds to demolish the
structures.
The said property is located at 1884 Betty Lane and contains approximately 8.81
acres of land. The site is the former Homer Villas, a rental community previously
owned by the Clearwater Housing Authority. The acquisition is subject to Habitat
building affordable housing units for mixed income families. A minimum of 50 units
must be for families whose income is less than 80% of median income. The property
acquisition cost was $1,189,350 which equals $20,158 per unit acquisition cost.
Other investments in the acquisition/development process included financing from
Pinellas County and Neighborhood Lending Partners of West Florida, Inc. On
September 29, 2008, Pinellas County provided a HOME Investment Partnership
Program loan in the amount of $1.425 million to Habitat for a portion of the
acquisition costs and site improvements. Other Pinellas County investments in the
development of the housing units included $730,000 in funding through the
Neighborhood Stabilization Program 2 on July 29, 2011.
Also on July 29, 2011, Neighborhood Lending Partners of West Florida, Inc. provided
a revolving line of credit in the initial amount of $500,000 with a maximum principal
indebtedness, including future advances of $1 million.
To facilitate funding for the completion of 25 units in the subdivision, Habitat
requested funding in the amount of $425,000 from the City through its
Neighborhood Stabilization Program 3 for construction financing. Loan closed on
January 18, 2013.
e. Pinellas County Housing Trust Fund
The City of Clearwater committed a total of $70,485 in funding through the Pinellas
County Housing Trust Fund Program (PCHTF) as a match to federal programs. A total
of $140,035 was expended for loans in process for the current and prior fiscal years.
The remaining expenditures of $4,433 were used for the administration of the
program.
The expenditures were used as a HOME Investment Partnership Program match to
build two new single family homes by Largo Area Housing Development Corporation.
Second Program Year CAPER 38
EXHIBIT: FY 12-13 CAPER 2013-12-10
A total of $133,441 in total revenues (allocation, program income and recaptured
funds) was deposited into the Pinellas County Housing Trust Fund during FY 2012-
13. These funds were generated through the following:
Annual Distribution $0
Program Income $133,441
TOTAL $133,441
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.
The City did not have any federal funds for Phase 1 and Phase 2 assessments in this
reporting period.
On August 5, 2010, the CRA acquired the Car Pro property located at 1359 Cleveland
Street (see East Gateway NSRA) for environmental remediation. The City performed
all the site assessments and is currently working with FDEP and USEPA to complete
remediation of environmental impacts related to historical activities at the site. To
date, the City received $325,440 in Brownfields Revolving Cleanup Loan Fund
dollars. The City continues to conduct groundwater monitoring at this site.
The American Recovery and Reinvestment Act grant funded money for Phase I
environmental assessment for the property adjacent to the CarPro project located at
14 S. Evergreen.
In 2013, the City approved $822,490 to properly close a landfill site known as Phillip
Jones Park and to renovate the site to be used for youth sports, primarily as a
football stadium. The project will include the complete renovation of the current
Second Program Year CAPER 39
EXHIBIT- FY 12-13 CAPER 2013-12-10
football field, fencing, bleachers, press box, parking, goal posts and other
miscellaneous site amenities.
11. COMMUNITY DEVELOPMENT
The City utilized a strategy of diversification when selecting CDBG eligible activities.
During FY 2012-13, funds were allocated for administration, for housing pool
activities (rehabilitation, acquisition, disposition, etc.), program delivery costs for the
City rehabilitation, infill and economic development program, demolition, public
facilities and improvements and public services.
FY2012-2013
Consolidated Annual Performance&Evaluation Report(CAPER)
Community Development Block Grant
Budget and Expenditure Summary
Prior Year plus
Reprogrammed Remaining
Activity Budget Funds Expenditures Balance
Demolition $ $36,788 $8,809 $27,979
Relocation $ $ -
Acquisition $ - $
CDBG Program Administration' $143,999 $ - $143,999 $ -
CDBG-PD-ED $10,000 $4,040 $5,960
CDBG-PD-Rehab $140,000 $76,527 $63,473
CDBG-PD-Infill $25,000 $13,415 $11,585
Public Services $101,049 $2,400 $103,224 $225
Fair Housing-CDBG $26,750 $26,650 $100
Public Facilities&Improvements $273,197 $663,621 $229,192 $707,626
CDBG Program Housing(Housing Pool) $244,207 $98,104 $146,103
CDBG Economic Development $ - $35,000 $ - $35,000
TOTAL"" $ 719,995 $ 982,016 $ 703,960 $ 998,051
FY 2012-13 CDBG/HOME Projects
Public Service Projects
1) Community Service Foundation
The City provided funding in the amount of $8,750 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
Second Program Year CAPER 40
EXHIBIT: FY 12-13 CAPER 2013-12-10
Rights, and to provide emergency food and shelter program rent and mortgage
payment assistance.
Community Service foundation has been providing social services to low to
moderate-income families since 1957 and providing affordable housing services since
1984. Their affordable housing services (Fair Housing Counseling and Housing
Placement Program) help lower income families and individuals locate and secure
permanent, decent, affordable housing from their office located at 925 Lakeview
Road, Clearwater. CSF requested $17,500 from the City to implement the program.
The City provided $8,750. The agency's goal was to serve 120 households. The
agency expended $8,750 and assisted 75 households.
CSF's Fair Housing Counseling and Housing Placement &Assistance Program activity
promotes fair housing through counseling, advocacy, and education. Ours HPS
reviews Florida fair housing statutes with clients as appropriate, educating them as
to tenant/landlord responsibilities and rights. The program provides strong support
and definite action to assist the City in meeting this priority to assist clients with
counseling, placement services, and housing assistance.
The funds provided by the City were used to pay salary support for the Housing
Placement Specialist to provide this service. The CSF Housing Placement Specialist
networks with Pinellas County landlords, Realtors, and public and private agencies to
establish and maintain a listing of available rental properties. The specialist also
maintains a list from newspapers, housing publications, and the internet. In addition
to housing placement, the specialist reviews the federal and state statutes and
guidelines with clients to educate them as to tenant/landlord responsibilities and
rights and resolve fair housing issues.
The goals for FY 2012-13 were to assist resident renter households find affordable
housing; place or keep lower-income households in permanent housing; lend support
to dealing with stress associated with housing issues; encourage self-sufficiency and
responsible financial management by offering budgeting classes. More specifically,
the program will (1) provide 120 Clearwater households coming out of temporary or
transitional housing or in need of housing with securing housing; (2) counsel and
educate 60 households on landlord/tenant rights; (3) Obtain funds when available
from the State, FEMA, or other sources to obtain financial assistance; (4) offering
support to 120 household dealing with stress; and (5) offering budgeting classes.
The agency projected an $888,300 budget for FY 2012-13. The operating budget for
the fair housing/housing placement program was $70,000. The funding resources for
the program include the city of Clearwater, City of Largo, FEMA, and other private
grants.
2) Gulf Coast Legal Services
The City provided funding in the amount of $18,000 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
Second Program Year CAPER 41
EXHIBIT: FY 12-13 CAPER 2013-12-10
Housing Laws. The agency's goal was to serve 80 individuals. The agency expended
$17,900 and assisted 178 people.
Gulfcoast Legal Services is located at 314 South Missouri Avenue, Suite 109,
Clearwater, Florida 33756. Gulfcoast requested $30,000 to pay the partial salaries
for two attorneys to implement their Legal Aid to Preserve Housing program. The
goals of the program is to provide access to legal counsel and direct representation
for 100 low to moderate income homeowners and tenants; prevent foreclosure or
eviction through the means of negotiation, mediation or litigation with a success rate
of 89 percent of all projects accepted; make material available to tenants and
homeowners of their rights and conduct three outreach seminars to inform the
elderly, disabled and individuals for whom English is a second language about their
fair housing rights.
Gulfcoast Legal Services' Legal Aid to Preserve Housing project seeks to provide legal
assistance for moderate income and low 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. Gulfcoast
Legal Services is a HUD Housing Certified Counseling agency in the areas of pre-
purchase counseling, Fair Housing pre-purchase, pre-purchase education workshops,
predatory lending education workshops, pre-purchase home buyer education,
mortgage delinquency and default resolution counseling, resolving/preventing
mortgage delinquency workshops, financial management and others.
The program will provide legal assistance and representation for low and moderate
income residents of Clearwater who are threatened with unlawful eviction or who
have become victims of fraud.
3) Pinellas Opportunity Council
The City provided funding in the amount of $12,000 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 40
elderly households. The agency expended $12,000 and assisted 40 elderly
households.
Pinellas Opportunity council is a private non-profit community action agency that has
served Pinellas County for over 40 years. The agency was incorporated on
September 17, 1968. POC mission is to help alleviate poverty and promote self-
sufficiency and to revitalize local communities. POC has operated Chore Services for
over thirty years .Chore services provide heavy household cleaning and yard work
for those clients where this is no one else capable of or responsible to accomplishing
these tasks. Other services include routine house or yard tasks including such jobs
as seasonal cleaning; yard work; lifting and moving furniture, appliances or heavy
objects; household repairs that do not require a permit or specialist; and moving
services. The agency presently has 352 clients on their waiting list. Eight percent
are from the city of Clearwater. This shows the need for additional resources. The
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EXHIBIT: FY 12-13 CAPER 2013-12-10
agency's goal is to serve 40 Clearwater clients. The agency clients are the elderly
and frail elderly.
The Chore service office is located at 4039 8th Avenue South, St. Petersburg. The
agency emphasis will be placed on serving clients in the city's neighborhood
revitalization areas. The agency served 66 clients in these areas last year. The
services provided by chore services allow the elderly to remain in their homes and
not be institutionalized. The agency assists homeowners and renters. Their clients
are referred to them by various agencies including the local housing authority, the
city code enforcement. The agency assisted 40 households.
4) Safety Harbor Neighborhood Family Center
The City provided funding in the amount of $12,000 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
$12,000 and assisted 413 families.
The Safety Harbor Neighborhood Family Center is a non-profit human service
organization with a designated service area of Eastern Clearwater, Safety Harbor and
Oldsmar. The agency's mission is to nurture and strengthen children youth, adults,
their families, and communities through support services, education, and
collaborative partnerships to improve lives and achieve self-sufficiency.
To accomplish this mission, the agency established The Bridge the Gap Project. The
program is a combination of services to help individual and families survive, stay in
their homes and keep the family together. It does this by providing critical basic
needs, financial assistance, career development and school readiness/school success.
Critical basis needs include food, clothing and hygiene products.
These products are made available to individuals and families through their food
bank. In the past year, the agency has also provided back packs to needy children in
the community. Financial assistance is provided through limited financial support to
families facing shut off of water or electric. Transportation assistance and housing
emergencies such as gas vouchers, and bus passes and rental assistance is also
provided. The center is also an ACCESS site where families can apply for food
stamps, Medicaid and cash assistance. The third component is Career Development.
The agency's Family Assistance Coach works one on one with individuals to help
them achieve their goals by providing financial assistance for training, uniforms,
books etc. Their Job Club works with Worknet Pinellas to provide job information,
resume review and job searches. The final component, school readiness/school
success is addressed through providing school back packs which provide the children
with the tools needed for school.
Through these programs the agency has established goals of providing 209 families
with food, clothing and hygiene products. The agency will also serve 122 families
with direct or indirect financial support; assist 20 families with career issues and
training and provide educational supplies and/or tutoring to 149 children.
Second Program Year CAPER 43
EXHIBIT: FY 12-13 CAPER 2013-12-10
The agency requested $29,931 from the city for salary support for the Computer
Coordinator and part time staff instructor. The agency has an overall budget of
$425,868. The agency assisted 394 individuals.
5) Willa Carson Health Resource Center
The City provided funding in the amount of $12,000 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
screening, cholesterol testing, clinical breast exams, educational programs, school
and work physicals any treatment of minor illnesses. The agency's goal was to assist
800 individuals. The agency expended $12,000 and assisted 357 unduplicated
individuals.
Willa Carson Health and Wellness Center, Inc. is a non-for-profit health care facility
whose mission is to provide accessible, quality, culturally sensitive health care to
uninsured and underserved at no cost. The agency primary focus is serving residents
of the North Greenwood Revitalization Strategy Area. The Center is located at 1108
N. Martin Luther King, Avenue, Clearwater. It provides blood pressure and diabetic
screening, cholesterol testing, clinical breast exams, monthly educational luncheon
programs, community outreach and marketing educational programs through
newsletters and social media on the treatment of high blood pressure, high
cholesterol, diabetes and other minor illnesses.
The agency has three main goals. Goal number one is to promote optimal health of
the medically underserved citizens of the North Greenwood community. This will be
accomplished by educating, monitoring and treating 800 individuals on hypertension,
diabetes, heath disease, breast cancer, colon cancer and other minor illnesses.
The second goal is to increase awareness and participation in the management of the
individual health care of the medically underserved citizens of the North Greenwood
Community. This will be accomplished by increasing the number of Clearwater
residents recruited and screened from 259 to 350 individuals and continuing
partnerships with other community services.
The last goal is to diversify revenues by leveraging resources to increase the annual
budget by 10%.The agency requested $30,000 in salary support for their health care
facility that maintains a budget of $219,793. The agency reportedly assisted 357
individuals.
6) WestCare GulfCoast Florida
The City provided funding in the amount of $15,000 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 $15,000 and assisted 183 homeless Clearwater individuals.
WestCare Florida, Inc. is part of the WestCare family of tax-exempt nonprofit
organizations that provide a wide spectrum of health and human services in both
Second Program Year CAPER 44
EXHIBIT: FY 12-13 CAPER 2013-12-10
residential and outpatient environments in nine states throughout the United States.
It was founded in 1973 with the mission to empower everyone with whom the
organization comes into contact to engage in a process of healing, growth and
change, benefiting themselves, their families, coworkers and communities.
The request for funding is for Turning Point. Turning Point was created to open an
Inebriate Receiving and Intervention Program to provide services to homeless
persons suffering from chronic alcoholism/drug addiction many who are also living
with a mental illness.
WestCare Florida's A Turning Point Emergency Shelter plays a pivotal role in the
community's joint effort to rehabilitate homeless individuals. The program provides
case management, counseling, coordination of services for clients being evaluated
for psychiatric services. Their goal is to provide the following services: Substantial
abuse and mental health assessments and referrals, individual and group counseling,
individualized physical health assessments by an LPN, linkage and referrals to
community based services, access to healthcare, crisis intervention services, life
skills training, supervision of self administer meds, benefits application assistance,
and services for HIV Infected clients.
A Turning Point operates in three phases to help clients begin their rehabilitation
through the recovery and transition stages needed to achieve self-sufficiency in their
facility located at 1801 Fifth Avenue North, St. Petersburg.
Phase I is a 24 hour sobering up area where law enforcement can bring (non-
criminal) street inebriates for quick assessment and short term respite in lieu of jail.
Walk-ins, referral from local hospitals and other social service agencies are accepted.
Upon sobering up the individuals are offered counseling and support, linkages to
needed services, food and clothing. Phase II offers intensive case management
services for those who indicate a desire for help. Individuals are assisted in finding
suitable placement to begin their rehabilitation. Phase III provides structured
opportunities to clients who have obtained a placement but who may be required to
wait at the facility for two to six weeks.
Their goal is to assist 150 Clearwater clients. The agency requested $30,000 for
salaries and benefits for the $1,202,996 budgeted program. The agency's total
budget for all of its operations is $6,420,753. The agency assisted 183 individuals.
7) Kimberly Home, Inc.
The City provided funding in the amount of $8,049 to the Kimberly Home, Inc. for
salary support to operate a pregnancy counseling program and provide supportive
services to pregnant youths in their transitional housing program. The agency
provides housing, education, case management, counseling, life skills training, and
other supportive services. The agency's goal was to assist 60 youths. The agency
expended $8,049 and assisted 218 pregnant youth.
The Kimberly home has been supporting pregnant and parenting young women,
children and families of Pinellas since 1983. Over the past 29 years, they have
expanded their programs to include: pregnancy and ultrasound testing; a pre-natal
and parenting education program that offers life skills training in childbirth, baby
care, nutrition, money management, birthing, breastfeeding, parenting, and other
related topics; case management, infant and toddler daycare; adoption services,
Second Program Year CAPER 45
EXHIBIT: FY 12-13 CAPER 2013-12-10
transitional housing; and material assistance such as maternity and infant clothing;
baby food and formula, diapers; wipes, cribs, strollers, etc.
The pregnancy counseling center's various programs provide services to an average
of 2400 women, children and families per year. The licensed clinical social worker
provides in-depth case management after a clinical assessment for 59 of those
clients last year.
The transitional Housing Program, initiated in 2000, was designed to provide
temporary residence and counseling for expectant mothers who are struggling with
maintaining independence and who have no place to reside. It answers their
emotional needs by providing a safe, secure and nurturing environment, where they
can easily access community resources, develop a plan for their future to learn how
to care for their babies, and become self-sufficient independent women. The homes
utilized for the program are located on site and can serve up to 11 expectant or new
mothers and their children at one time. On average they receive 15 requests per
month for housing. Last year, of the 180 inquires, 65 clients participated in the
intake process and 17 were successfully admitted to the program. Of those who were
not admitted reasons include lack of vacancy lack of completion of requirements by
the client, and change in client situation.
The program also accepts referrals and works closely with other agencies such as
healthy start, Healthy Families and PAR. There was an increase in referrals of clients
from Pinellas Emergency Mental Services, most of who are in need of professional
counseling. The average length of stay is typically 3-6 months after delivery.
The goal of the program is to ensure that when a client leaves she will have gained
the education, self-confidence and life skills to remain independent. Case
management is an integral part of this program, since most of the clients come from
dysfunctional family situation and struggle with multiple issues. With appropriate
guidance and professional counseling, it is more likely that the agency can
successfully reduce the rate of recidivism with this population. It is for that reason
that the agency saw the need to hire a licensed clinical social worker. Budget
constraints have limited the agency to retaining her only in a part time position. Last
year's grant provided partial funding for this position; however due to an increase in
clientele and the expansion of the housing program, the number of clients needing
special assistance has grown exponentially.
The agency requested $30,000 for salaries and fringes. The total program budget is
$129,700.
Seventy-five % of those receiving comprehensive counseling show a significant
change attitude and behavior as well as an increase in knowledge and practical life
skills. Seventy-five % will level the program to transition into suitable housing.
Eighty percent will obtain employment or become enrolled in educational programs.
8) Intercultural Advocacy Institute
The City provided funding in the amount of $12,000 to the Intercultural Advocacy
Institute for salary support to implement a Youth Leadership Partnership Program.
The program provides leadership and mentoring opportunities to youth in the 6th and
7th grades. The program focus is to provide the tools and resources necessary to help
youth develop leadership skills plus strong sense of identity and in turn, grow leaders
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EXHIBIT: FY 12-13 CAPER 2013-12-10
from within the community to serve as role models for their peers and younger
student population. The agency's goal is to assist 15 students. The agency expended
$11,775 and assisted 42 students.
9) Catholic Charities, Inc.
The City provided funding in the amount of $12,000 to Catholic Charities for salary
support and to purchase tents for the homeless at Pinellas Hope. The agency
expended $12,000. The agency assisted 297 homeless individuals.
Catholic Charities, Diocese of St. Petersburg, Inc. requested $30,000 to support the
operations of Pinellas Hope which includes a portion of case manager and sleeping
bags and tents. Pinellas Hope is a temporary homeless shelter facility for men and
women located at 5726 126th Avenue North, Clearwater. It is an innovative program
combining financial and program resources of a wide-variety of partners including
faith-based, government, public, private and individuals to address street
homelessness. Pinellas Hope provides 289 homeless men and women the
opportunity to sleep undisturbed, take a shower, utilize on-site laundry facilities and
have a hot meal. It also provides case management, linkages to community support
services including healthcare, mental health care, social benefits, substance abuse
counseling services, job placement and a path out of homelessness.
For the 12-month period from July 1, 2010 — June 30, 2010 Pinellas Hope served
1,339 unduplicated clients for which 53% were successfully stabilized and
transitioned out of homelessness exceeding the program goal of 40%.
The agency's goals, during the FY 2012-13 fiscal year, were to secure stable
transitional or permanent housing upon program discharge or care closure for 45%
of shelter residents, obtain/maintain employment or some source of income by
program completion/discharge or case closure to 25% of shelter residents, and
educate shelter residents to maintain a residence for six months after program
completion with a 40% success rate.
The agency maintains a highly trained staff to provide these services. Catholic
Charities maintained an annual operating budget of $11,936,032 in fiscal year 2011-
2012. The anticipated budget for Pinellas Hope was $2,543,301 for the 2012-13
fiscal year. During the FY 2012-13 period, the City provided $12,000 to the agency
to meet the program objectives. These funds allow the agency to maintain a case
management job and purchase sleeping bags and tents for the homeless.
The agency assisted 297 homeless individuals.
10) Home less Emergency Project, Inc.
For over 25 years HEP has provided a holistic continuum of care approach addressing
the physical, mental and social conditions of the individual or family, as they access
emergency, transitional and permanent affordable housing. Its facilities are located
at 1120 North Betty Lane, Clearwater and are also in the North Greenwood
Neighborhood Revitalization Strategy Area. The agency assisted 799 clients.
The approach is designed as an innovative, cost effective strategy that is guided by
the concept that transitioning homeless individuals and families from shelter into
permanent housing, while continuing to provide supportive services, prevents
recurrent homelessness.
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HEP various programs provide meals, clothing and supplies, computer and telephone
access, transportation assistance, case management, life skills training, vocation,
medical, dental, and mental health care, referrals to other assistance and many
other services to address the homeless population.
In 2011, HEP admitted over 1,500 homeless adults and children. Residents in their
Transitional and Permanent Housing Programs increased their incomes by 100%
through training, employment and by accessing mainstream resources. Ninety
percent improved their health outcomes. Another 90% of youth participating in the
after school programs demonstrated significant academic and behavioral
improvements. Less than 15% of all HEP guests returned to homelessness in 2011.
HEP requested $30,000 from the City for salary support for one case manager in the
HEP Emergency Shelter program. The Emergency Shelter is a comprehensive
homeless rehabilitation center that offers temporary shelter and an array of services
that are designed to facilitate the homeless person's transition from sleeping on the
streets to a place that decent and safe. The shelter provides free homeless housing
for up to 90 days. The program is open and operates 24 hours/day 7 days/week and
remains filled to capacity throughout the year.
Public Facilities and Improvement Projects
1) Religious Community Services, The Havens
The City provided funding in the amount of $273,197 to Religious Community
Services, Inc. for construction costs to develop an office building for the Havens of
RCS. The Havens of RCS is a facility that offers housing and supportive services for
victims of domestic abuse. The agency's goal was to serve 10,000 domestic violence
victims (women and children). The agency expended $90,836 and assisted 8,844
families.
The Havens of RCS, founded in 1981, provides a 36 bed emergency shelter for up to
45 days to women and their children and supports an 11 unit, 2 year Transitional
Living Program. Their goal is to provide safety, support and education to anyone
impacted by domestic violence and to advocate for social change to end the violence.
Domestic violence knows no demographic boundaries and is found across all
socioeconomic groups, races, ethnicities, religions, and educational levels. RCS has
learned that the biggest barriers a woman faces in trying to leave an abusive
relationship are lack of affordable housing and inadequate education to secure
meaningful employment. For a victim to break free of abuse she must be empowered
with the resources to achieve self-sufficiency for herself and her children, such as job
training, employment assistance, and/or educational opportunities as well as
securing permanent, affordable housing.
RCS requested $523,000 of the amount needed of $1,530,000 to demolish its
dilapidated building and build a new facility to provide the services needed to
address the domestic violence issues. The City has previously allocated $50,000 for
the design phase through funding through the prior CDBG allocation.
Once the facility is completed, it will house the Outreach Program. The program
provides legal advocacy, one on one counseling advocacy, along with 8 weekly
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support groups. The services will include referrals to other appropriate agencies, 911
cell phones, children's advocacy, assistance with food and transportation, household
necessities and relocation funds through the Attorney General's Office.
In addition, the Haven's of RCS Outreach Program works with thousands of youths in
violence prevention curriculum and dating abuse awareness campaigns. The in-
school violence prevention programs focus on conflict resolution, and understanding
diversity, which are instrumental in dropout prevention and student retention.
The agency budget for FYE 9/30/2012 was $3,495,728. The agency assisted 8,844
individuals and families.
2) North Greenwood Athletic Fields
The City provided and additional $56,825 to the $370,000 in CDBG funding
previously provided to construct a full size lighted multi-purpose athletic field for
soccer and football practice in the North Greenwood Community. The field would be
developed on an existing grass area that is temporarily used for parking at the Jack
Russell Stadium. The construction will include raising the area with fill dirt, irrigation,
grassing, fencing and lighting. The field will be used primarily by the Greenwood
Panthers Youth Football program the provided structured recreational activities for
the youth in the North Greenwood Community.
3) Lake Bellevue Police Substation
The City provided funding in the amount of $4,609 to paint the Lake Bellevue Police
Substation.
Housing
The City provided FY12-13 CDBG/HOME funding in the amount of $226,170 and prior
year funding in the amount of $1,240,156 ($244,207 in CDBG and $995,949 in
HOME) to agencies in the City's Housing Pool to acquire and/or develop real
property, rehabilitate homes or rental units or provide down payment and closing
cost assistance to eligible low to moderate-income families. Eligible agencies included
in the housing pool were Largo Area Housing Development Corporation, Inc., Habitat
for Humanity of Pinellas County, Inc., Habitat for Humanity of Pinellas County
Community Housing Development Organization, Inc. and Tampa Bay Community
Development Corporation. The City expended $809,573 ($98,104 in CDBG and
($711,469 in HOME) and assisted 25 families with owner-occupied funding. A total
of $228,834 in HOME funds was expended for rental activity.
An additional $45,234 was provided to an eligible Community Housing Development
Organization (CHDO) to acquire and/or develop or rehabilitate real property through
this year's allocation. The previous balance on hand from prior year unspent funds
were $359,527, therefore providing the City with a beginning budget of $404,761 to
fund CHDO projects. The City expended $153,391 during this reporting period.
A detail listing of housing activities is illustrated in the rental housing strategy,
homeownership strategy and homebuyer strategy sections at the beginning of this
report.
Other Projects
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Through funding provided from the FY 2012-13 allocation and prior year funds, the
City expended $8,809 in CDBG funds for demolition costs, $143,999 in CDBG and
$44,762 in HOME funds for administration, $4,040 in CDBG funds for economic
development program delivery costs, and $76,527 in CDBG funds for rehabilitation
program delivery costs and a total of $13,415 in CDBG funds for infill program
delivery costs.
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 forwarded 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, NSP3, HOME, SHIP and Pinellas County Housing Trust
Fund) listed in the Consolidated Plan were obtained through federal, state and
local funding.
2. 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
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projects funded with CDBG or HOME dollars. All properties that were acquired with
CDBG funds were voluntarily obtained and mostly vacant parcels.
The City's subrecipients purchased all properties acquired during this reporting
period. They include Habitat for Humanity of Pinellas County and Habitat for
Humanity of Pinellas County Community Housing Development Corporation.
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.
S. 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
The funds allocated to the City through the various housing programs has always
been viewed from the standpoint of providing services and not providing an
economic development component. The economic development component is show
in the amount of leverage these funds generate in housing. Through the commitment
of $709,803 in funding through the HOME, SHIP and Housing Trust Fund, the city
was able to leverage $1,662,104 in private sector financing. This has resulted in a
2.34 ratio, for every dollar the city committed another entity committed more than
two dollars.
Through funding provided in public services, public facilities and housing, the City
was able to maintain jobs and create additional ones. In the public services arena,
the City was able to provide funding so that non-profit agencies can maintain
operations and jobs through the funds provided for salary support. These jobs are
as follows:
Agency Jobs Retained
Catholic Charities, Inc Case Manager
Community Service Foundation Housing Placement Specialist
Gulfcoast Legal Service Attorney
InterCultural Advocacy Institute Family Facilitator/Youth Specialist
The Kimberly Home Residential Advisor
Pinellas Opportunity Council Program Manager
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Safety Harbor Neighborhood Family Cntr. Administrative Specialist
Westcare of Florida Counselor
Willa Carson Health Resource Center Nurse Practitioner
In the public facilities and housing arenas, jobs can be created by the increase in
opportunities provided through the additional resources provided to the businesses
or retained by keeping the capacity. The list below shows various businesses that
have been impacted by the various City funded projects:
Religious Community Services, Inc. The Havens - Office/Outreach Redevelopment
Project
Jobs needed for this project include the following: surveyor, truck driver, heavy
equipment operators, lead/asbestos inspector, environmentalist, demolition
contractor, general contractor, subcontractors to include roofers, laborers,
electricians, plumbers, parking lot pavers, concrete finishers, landscapers, irrigation
specialists, moving companies, appraisers, civil engineers and others.
North Greenwood Athletic Fields
Jobs needed for this project include the following: sod installer, irrigation specialist,
laborers, lighting installers, fencing installers, electricians and others.
Lake Bellevue Police Substation
The job needed to paint the Police Substation was a painting contractor.
The jobs needed for housing activities vary from providing down payment and
closing cost assistance to rehabilitation. The jobs needed for providing each down
payment and closing assistance on each project include: an appraiser, surveyor, title
agent, banker, loan underwriter, insurance agent, loan closer, intake officer,
inspector, loan counselor, and others. Jobs needed for new construction and
rehabilitation include the same as above with the exception of various trades needed
to build or repair a home.
For FY 2012-13, the City expended $4,040 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 $220,898. The City continued a fagade improvement
program with these funds.
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
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The City maintains three revolving loan funds: 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.
The Rehabilitation Revolving Loan Fund has a cash balance at the end of the
reporting period of $282,564. The Infill Housing Revolving Loan Fund has a cash
balance at the end of the reporting period of $292,645. The Economic Development
Revolving Loan Fund has a cash balance at the end of the reporting period of
$220,898.
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
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
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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.
The City has three (3) Neighborhood Revitalization Strategy Areas - the North
Greenwood Community, Lake Belleview Community, and the East Gateway District.
All three 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.
The East Gateway District is part of the City's Community Redevelopment Agency
area.
a. North Greenwood
Listed are the projects the City has completed in the North Greenwood NRSA.
• North Greenwood Branch Library - (2003)
• North Greenwood Recreation/Aquatic Complex - (2003)
• North Greenwood Apartments Renovation - (2003)
• North Greenwood Corridor Enhancements - (2006)
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• North Greenwood Reclaimed Water - (2010)
• Stevensons Creek Dredging Project - (Ongoing)
• North Greenwood Athletic Fields - (2012)
• Phillip Jones Park Renovation - (2012)
On April 2, 2012, the City provided and additional $56,825 to the previously funded
$370,000 in CDBG funding to construct a full size lighted multi-purpose athletic field
for soccer and football practice in the North Greenwood Community. The field was
developed on an existing grass area that was temporarily used for parking at the
Jack Russell Stadium. The construction included raising the area with fill dirt,
irrigation, grassing, fencing and lighting. The field will be used primarily by the
Greenwood Panthers Youth Football program that provides structured recreational
activities for the youth in the North Greenwood Community.
In 2012, the City approved $822,490 to properly close a landfill site known as Phillip
Jones Park and to renovate the site to be used for youth sports, primarily as a
football stadium. The project will include the complete renovation of the current
football field, fencing, bleachers, press box, parking, goal posts and other
miscellaneous site amenities.
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 $12,000
Public Service Homeless Emergency Project $18,000
Public Facilities North Greenwood Athletic Fields $56,825
TOTAL $86,82S
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
two (2) rehabilitation loans.
b. Lake Belleview (f.k.a. South Greenwood)
In 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
known as Ross Norton Recreation Complex.
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 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 construction.
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In 2011, the in-house traffic calming/ drug interdiction work near Lake Bellevue and
Woodlawn Avenue was completed. These are speed humps used to not only calm
traffic, but also interrupt the drive-by drug trafficking.
In 2012, the City was awarded a matching grant of $200,000 for the design and
construction of a 10-foot wide trail for a length of 5,262 linear feet encircling Lake
Belleview in Ed Wright and Ross Norton parks.
In 2013, the City provided $4,609 to paint the Lake Bellevue Police Substation.
c. East Gateway District
In 2004, the 260-acre Clearwater Community Redevelopment Area (CRA) was
expanded to encompass 176 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. According to PopStats 2010, the East Gateway District is home
to 1,219 households consisting of 2,871 people. The District has a very diverse
population: 50% White, 34% Hispanic and 13% Black.
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 original Action Program were 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;
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• Establish a unique and positive identity that instills neighborhood pride and
sense of ownership; and
• Revitalize the neighborhood to attract reinvestment in private property.
While the Five-Year Action Program implementation was underway, the community
felt that a long-term vision was further needed, so in June 2009, the East Gateway
Stakeholder Advisory Group (SAG) recommended that the Clearwater CRA engage
the community in redefining a vision for future development and community
character of the District. In January 2010, the CRA Board agreed to proceed with the
creation of a vision plan. On May 31, 2011, the CRA and M. Arthur Gensler, Jr. and
Associates, Inc. entered into a contract for the creation of such a plan. This
collaborative neighborhood vision plan, first presented to the Clearwater CRA Board
on January 9, 2012 and later approved by the CRA Board on May 14, 2012,
addressed three main areas:
1) A Neighborhood Market/Economic Analysis that defined the economic base for
market-supportable revitalization efforts;
2) Community Outreach and Stakeholder Involvement culminating in a
Community Design Charrette that provided a strong, clear vision of the area
and responded to current and future market opportunities; and
3) A Concept Plan and Policy Framework that identified specific implementation
actions and tools that help achieve the vision over a 20-year horizon.
One notable aspect of the East Gateway District Vision Plan was the comprehensive
services that the CRA provided to the community through this project. Among other
things, the Vision Plan became a great tool that:
✓ Promoted the East Gateway District and the CRA;
✓ Delivered a workable strategy with supporting rationale;
✓ Ensured that new development can be economically viable;
✓ Built on previous and current plans, initiatives, and projects;
✓ Maximized ultimate return on public investment;
✓ Addressed community interests and concerns; and
✓ Provided recommendations aimed to enhance the quality of life and standard
of living.
The new Action Program includes eight overarching Goals and strategies for
implementation purposes:
Goal 1: District Development
Goal 2: Create a Vibrant Market
Goal 3: Zone I (West Commercial Anchor)
Goal 4: Zone II (Corridor Development)
Goal 5: Zone III (Open Space)
Goal 6: Zone IV (Festival Core)
Goal 7: Branding Strategy
Goal 8: Policy/Recommendations
The following accomplishments were noted during this reporting period in the East
Gateway NRSA:
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• Assisted in the creation of the Clearwater Gateway Farmers Market. This
weekly multicultural event attracted more than 15,000 visitors to the East
Gateway District between January 2013 and May 2013. Its mission is to
provide access to affordable and locally-grown foods to the community.
• Continued support of visible community policing presence within the East
Gateway neighborhood and the entire CRA through financial support of two
police officers assigned to the Downtown Bike Team.
• Initiated of conversations with PSTA (Pinellas Suncoast Transit Authority) on
expanding transportation options for residents and visitors of the District.
• Created a list of for-sale and/or for-lease commercial properties in the East
Gateway to assist connecting property owners with potential buyers/renters.
• Researched opportunities to leverage culture/arts to encourage sustainable
business activities in the East Gateway.
• Continued the promotion and implementation of the East Gateway Fagade and
Building Lot Improvement Program that offers financial assistance to eligible
commercial properties in the District.
• Received two new applications.
• Coordinated and attended pre-bid meeting for the Greektown Grille
plaza on April 1, 2013.
• Continued assisting with the promotion of Country Club Townhomes, a 31-
unit workforce-housing project.
• Coordinated, promoted and held a multicultural celebration (Cinco de Mayo)
on May 4, 2013 that was attended by approximately 2,500 people.
• Assisted with the relocation and expansion of iDatix, a high-quality software
solutions and support services to a wide variety of industry sectors, to the
East Gateway District.
• Facilitated the monthly East Gateway Stakeholder Advisory Group (SAG)
meetings.
• Presented at the East Gateway Business and Neighbors Association (BNA)
monthly meetings.
• 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 Engineering Department, the SAG, and the
BNA;
• Completed installation of the N. Evergreen, N. Evergreen, and Park
Street sidewalk projects;
• Secured additional funding for construction of new sidewalks during FY
2013-2014.
• Participated in the City's efforts to address the condition of homelessness in
the community.
• Coordinated efforts with the Florida Department of Transportation (FDOT) for
the Drew Street Sidewalk Improvement project.
• The FDOT contract was awarded on December 5, 2012 with the
contract execution date of December 19, 2012.
• The contract time started on April 15, 2013 and is expected to be
completed within 180 calendar days.
• Participated in meetings and events sponsored by the Clearwater Regional
Chamber Hispanic Business Council.
• Updated the East Gateway Shopping and Dining Guide.
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• Conducted business visits and offered assistance for business expansions
and/or improvements.
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 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 InterCultural Advocacy
Institute (ICAI), a local social services agency, to capture input from Hispanic-Latino
residents through focus groups discussions.
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
giving measurable objectives for the eligible activity to be carried out. Each project is
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 Housing
Manager. Additional technical 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
with the City.
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
monthly. The Housing Division analyzes the reports and if the subrecipient is not
meeting its goals, technical assistance is provided. Subrecipients who provide
housing assistance are monitored on a loan-by-loan basis and approved by the City
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
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provides technical assistance to ensure the agency understands the compliance
process. The second visit takes place in September and is a detailed-monitoring visit
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.
SUCCESS STORIES - LETTERS OF THANKS
The community benefitted greatly from the City of Clearwater's investment in
Religious Community Services, Inc. (RCS) this past fiscal year (October 1, 2012 —
September 30, 2013).
The Haven of RCS Domestic Violence Center served 15,875 people with low- to
moderate-income in Pinellas County, including 8,634 from Clearwater this past fiscal
year. Services include emergency safe shelter, legal advocacy, support groups,
violence prevention work with youth in area schools, and a two-year transitional
living program for women and children needing more time to reclaim their self-
sufficiency and safety.
The City supports The Haven of RCS further through the Clearwater Police
Department funding of a part-time bi-lingual (English/Spanish) Victim Advocate. This
Advocate assisted 290 Spanish speaking domestic violence victims to create life-
saving safety plans, helping victims to understand their rights and the services
available to them to keep them and their children safe from abuse.
Through the Community Development Block Grant award, RCS completed all
necessary pre-construction work for the new Domestic Violence Outreach Center;
and construction on the new building has begun with an April 2014 completion date.
Domestic violence is a leading cause of homelessness for woman and youth.
Outreach services work to help victims prevent homelessness by providing options
and education to people in unhealthy relationships. The new center is located in the
North Greenwood Revitalization District making services easily accessible to people
who otherwise may experience barriers to service such as lack of transportation and
or lack of awareness of services.
The City of Clearwater Homeless Initiative supports RCS Grace House Emergency
Family Shelter. RCS Grace House provided emergency shelter services to 173
homeless families, equating to 556 individuals of which 335 were children. Services
include a fully furnished family apartment, professional case management, on-site
mental health services based on a trauma informed care model, access to computers
and computer training at the on-site Computer Learning Center (funded in part by
City of Clearwater CDBG funding), subsidized child-care, transportation assistance,
on-site weekly life skills classes, tutoring, and community referrals.
• 97% of families completing the full eight weeks of the program moved to
permanent housing — Of the 76 families completing the eight week program,
74 achieved this result
• 87% of families completing the full eight weeks of the program
obtained/maintained employment — of the 76 families completing the eight
week program, 66 achieved this result
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• 76% of all families increased their household income through SNAP benefits —
of the 152 families exiting the program, 115 obtained this result
Economic Impact:
While total economic impact is difficult to quantify, research tells us that homeless
children have higher rates of learning disabilities, emotional and behavioral problems
requiring professional care, and suffer more health problems than their housed
counterparts. Therefore, it can be reasoned that reducing the number of homeless
children in a community will have a positive economic impact on children's services,
school resources and health care expenses.
115 families served obtained a total of $55,622 in monthly SNAP benefits resulting in
an economic impact of $102,344 monthly based on the USDA determination that
$1.00 in SNAP benefits results in $1.84 of economic activity*
*"SNAP is the only public benefit program which also serves as an economic stimulus, creating an
economic boost that ripples throughout the economy when new SNAP benefits are redeemed. By
generating business at local grocery stores, new SNAP benefits trigger labor and production demand,
ultimately increasing household income and triggering additional spending."
(http://www.fns.usda.ciov/snap/outreach/business-case.htm)
From a Letter Written to The Haven of RCS:
Written by a participant: I will always remember our first night at shelter because
the hurt, pain and uncertainty were so strong! But the next day after I talked to my
advocate and did some web searching I started to feel confident, a feeling I haven't
felt in a while. In a matter of 3 weeks I had my girls in school, a job and an
apartment lined up. It was hard work but without faith and The Haven of RCS I
would not have been able to leave the abusive relationship and become the strong
independent woman I am today. Not only did I gain the resources and knowledge of
how I can make it without my abuser I also was able to gain strength, confidence
and self-reassurance that everything will be ok. Everything I learned and
accomplished from residing at shelter will be forever with me. I came in as a victim
and left as a survivor and for that I am truly thankful. The last thing I told the staff
before I left was "thank you but I will never see you again!" and I kept my word
since. It was bitter-sweet leaving and I was scared but I'm truly blessed and just
want to thank the staff and let them know their long days and hours are worth it and
to the victims, things may seem scary now but if you love yourself and if you love
your children use The Haven of RCS and their resources to your full advantage and
you will no longer be victims and this will just be one small trial in your life but will
leave a long lasting footprint in your heart!
As I sat behind the wheel of my car staring through the windshield the world never
looked so clear. After living with my mother in her house with my two children and
enduring blame and humiliation on the daily basis; I found myself sitting in my car
homeless with two small children. I was still working but I was not making enough to
provide for me and my children. How can this happen? There I sat defeated, stuck on
the side of the road, on the rough side of town, with two children and a soul that had
been abused and bruised.
I thought God had abandoned me. I am a devoted Christian woman. I go to Church.
I sing in the choir. I volunteer and help others in need. And here I was, with no place
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to go. No one to help me! My faith was tested. I wanted to scream. I cried the whole
night. I was hurt. I prayed and asked God to show me the way out of this one. He
had saved me many times before. I just did not know how I was going to get out of
this mess. I have never been homeless.
In the morning, I decided to call my Pastor's Wife. She noticed the distress and
sadness in my voice. She invited me over her house. I told her about my situation.
My Pastor's wife told me about RCS Grace House. My church has been fundraising
and donating to RCS Grace House for a while. My Pastor's wife reassured me that
RCS Grace House would be the perfect place for me and my family. She quickly
called the program. The RCS Grace House staff told her that I needed to call them.
That was the hardest call I ever made. I did not know what to say or where to start.
My Pastor's wife and I prayed. I asked God to give me clarity and put the right words
in my mouth.
Then I picked up the phone and called. I closed my eyes and gathered my thoughts.
Then life happened. I had a choice to make. I could get up, weak from the beating
life just gave me, and start my long walk back to the beginning or I could swallow
my pride and start over again. When I called, I spoke to Ms. Yesenia. She listened to
me quietly. She heard me cry. I was ashamed! I never cried in front of people.
After I shared my story with Ms. Yesenia, she said to me these wise words that I will
never forget: " for some odd reason people think their life journey is going to be
traveled on newly paved roads. The truth is life can get down right ugly. It can break
you down and leave you stranded." I realized then that God was talking to me. I
was learning a lesson: No matter where you are you have the choice to either keep
moving forward or go back to where you started.
Then I felt what I call a SPARK. I came to RCS Grace House with nothing but my
faith and determination. I was blessed to have Ms. Yesenia as my Case Manager.
She was very helpful and guided me along the way. She was patient with me when I
needed patience. She was also very firm with me when I needed someone to
discipline me. See, like many women, I have a very dysfunctional mother and
daughter relationship. Even though Ms. Yesenia is too young to be my mother, she
played the sister role in my life. I felt cared for. My children and I felt safe.
Shortly after coming to the program, I started working with a Telemarketing
company. I was ecstatic to have a job. Then I noticed people getting laid off for not
meeting their sales quotas. I told my Case Manager Ms. Yesenia about this. She told
me to keep applying for other jobs. I thought to myself: "This woman lost her mind.
I have 2 kids and a full time job! How am I supposed to do this? "I went to the RCS
Grace House's computer room. A volunteer helped me update my resume. I put in
applications online. I called the employers after I filled out my online applications like
Ms. Yesenia asked me to. A couple of weeks after that, Publix called me in for an
interview. I fell on my knees and praised the Lord for this opportunity. I was in
constant fear of losing my job at the telemarketing company.
Ms. Yesenia gave me some materials to prepare myself for interviewing. She asked
me to rehearse these questions. I did. I got the job! I was almost in tears! My first
day at work, I came to see Ms. Yesenia. I was proudly wearing my Publix polo shirt.
She smiled and congratulated me. She hugged me and said: "See! I told you." And
yes. She did. She believed in me at a time I did not want to believe in myself.
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I became more confident and started looking for housing. With my income it was
impossible to find an affordable place to live. Everyone said NO. Ms. Yesenia talked
to me about transitional living programs. She encouraged me to apply. At first I was
skeptical. I did not want to go to another shelter. Then I remembered my life
lessons. I filled out the application for Salvation Army Transitional Life Center. It was
not easy for us to get in. We were rejected several times. Ms. Yesenia advocated for
us. She was persistent and was able to get me a face to face interview with the
Salvation Army TLP staff. I did the interview and all the screenings. I was accepted. I
was so relieved and grateful! I was a bitter sweet moment for me. I was happy to
be at the Salvation Army TLP. But at the same time, I was very sad to leave RCS
Grace House. RCS Grace House felt like home.
All I can say for other people in my situation is that I have come way too far to turn
back. I can't stop now. I know things may seem rough maybe even impossible. You
may feel weak. You may feel defeated. You might even want to give up. The stress
of the situations you take on is showing on your face. Your"soul" is damaged and
you feel like you are driving on flats.
I've been there, more than once and I promise you at this point in your life that the
decision you make will stay with you forever. I will tell you like my case manager Ms.
Yesenia used to tell me:" I know you can do it."
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