12/08/2015 NEIGHBORHOOD & AFFORDABLE HOUSING ADVISORY BOARD MEETING MINUTES
CITY OF CLEARWATER
December 8, 2015
Present: Acting Chair Peggy M. Cutkomp, Board Member Linda Kemp, Board Member Kevin
Chinault, Board Member Empty Seat, Board Member Empty Seat
Absent: Chair Michael Potts, Board Member Lisa Hughes
Also Present: Geri Campos Lopez— Economic Development & Housing Director, Michael
Holmes — Management Analyst, Patricia O. Sullivan — Board Reporter
Consensus was for Member Cutkomp to be Acting Chair.
The Acting Chair called the meeting to order at 9:05 a.m. at City Hall.
To provide continuity for research, items are in agenda order although not necessarily
discussed in that order.
3 —Approval of Minutes
3.1. Approve minutes of the October 13, 2015 Neighborhood &Affordable Housing Advisory
Board meeting as submitted in written summation.
Member Kemp moved to approve minutes of the October 13, 2015 Neighborhood &Affordable
Housing Advisory Board meeting as submitted in written summation. The motion was duly
seconded and carried unanimously.
4—Citizens to be Heard re Items Not on the Agenda - None
5—Approve CAPER (Consolidated Annual Performance and Evaluation Report)
See: Exhibit PowerPoint FY14-15 CAPER 2015-12-08
Exhibit FY14-15 CAPER Expend Summary FINAL 2015-12-08
Exhibit Final FY 14-15 CAPER 2015-12-08
Economic Development& Housing Director Geri Campos Lopez provided a PowerPoint
presentation summarizing staff's work on the FY (Fiscal Year) 2014/15 CAPER (Consolidated
Annual Performance and Evaluation Report), including program income, people served,
activities, housing, and the successful leveraging of Federal and State funds.
Member Kemp moved to recommend approval of the FY 2014/15 Consolidated Annual
Performance and Evaluation Report. The motion was duly seconded and carried unanimously.
6 —Consultants for Five-Year Consolidated Plan
Management Analyst Michael Holmes said FY 2015/16 was the last year of the City's 5-year
Consolidated Plan. Staff was completing a RFQ (Request for Qualifications) for a consultant to
help formulate the City's 5-year Consolidated Plan through FY 2020/21. Staff hoped to have the
consultant on board no later than January.
Neighborhood & Affordable Housing 2015-12-08 1
7 — Analysis of Impediments
Mr. Holmes said every 5 years the City analyzed impediments to housing choice and reported
findings in the 5 -year Consolidated Plan. Pinellas County, which was on a different schedule,
put together a countywide analysis. Staff will vet the findings to see if more information is
needed. Meetings will be held to obtain a fair sample of residents and types of unfair treatment
encountered. Once the City gathers necessary information, a meeting with the 26 participating
cities in Pinellas County will determine if other issues need review. Afterwards, the analysis will
be offered for public comment and then brought to NAHAB (Neighborhood & Affordable Housing
Advisory Board) for review. While the last analysis had no enforcement mechanism, the City
wants an enforcement mechanism to be adopted following this review.
8 — Norton Apartments
Mr. Holmes reviewed improvements to Norton Apartments funded by the City. The property's
manager, Pinellas County Housing Authority, requested a $100,000 loan to modify 3 units to be
handicap accessible. The City had available SHIP (State Housing Initiatives Partnership) funds.
Member Chinault moved to recommend the City loan the Norton Apartment project $100,000 in
State Housing Initiatives Partnership funds to modify 3 units to be handicap accessible. The
motion was duly seconded and carried unanimously.
9 — Old /New Business
Ms. Campos Lopez reported Member Vicki Adelson resigned and requested Board Members to
forward suggestions for 2 board vacancies: 1) resident representative and 2) representative of
employers in Clearwater. Notice of the groundbreaking for the Habitat for Humanity project on
Milton Street was received too late to invite Board Members. The City was noticed that the
owner of Wellington Apartments was selling the portfolio and requested to payoff several loans
issued by the City for the tax credit project. The City anticipated receiving more than $350,000
from that project plus income from the sale of Prospect Towers. The City was looking for new
projects for investment and wanted to focus on rental properties.
Board Members were encouraged to attend all scheduled meetings.
10 — Next Meeting — January 12, 2016
11 — Adjourn
The meeting adjourned at 9:31 a.m.
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Neighborhood & Affordable Housing Advisory Board
Attest:
Board Reporter
Neighborhood & Affordable Housing 2015 -12 -08
2
Exhibit Final FY 14-15 CAPER 2015-12-08
. Fourth Program Year CAPER
"t. The City of Clearwater, Florida FY 2014-2015 CPMP Fourth
oEvt, 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 2014-15 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.
Fourth Program Year CAPER 1
Exhibit Final FY 14-15 CAPER 2015-12-08
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 2014-15 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
Fourth Program Year CAPER 2
Exhibit Final FY 14-15 CAPER 2015-12-08
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.
1) Garden Trail Apartments
Mr. Peter Leach, Vice President of the SP Garden Trail LLC, presented an application for
funding for construction costs to build a seventy-six unit apartment complex (Garden
Trail Apartments) to the City on September 2, 2015. The application was presented as
part of the City's HOME Investment Partnership Program (HOME) Rental Housing
Development Application Process for FY 2014/15. The amount of funding requested was
not to exceed $350,000 in FY14/15 HOME and SHIP funds.
The proposed project is a garden style, affordable housing project financed with an
allocation of competitive tax credits from the Florida Housing Finance Corporation and
private bank financing. The approximately 2.58 acre site is located just north of
downtown Clearwater. The site boundaries are Blanche B. Littlejohn to the east, North
Spruce Avenue to the west, Eldridge to the south, and Seminole Street to the north.
Fourth Program Year CAPER 3
Exhibit Final FY 14-15 CAPER 2015-12-08
All units will be income restricted with 93.4% of units rented to families at or below 60%
area median income (AMI) and 6.5% of units rented to families at or below 40% AMI.
The unit breakdown will consist of 52 two-bedroom, 2-bathroom units at 900 square feet
and 24 three-bedroom, three-bathroom units at 1,100 square feet. The proposed rents
net of a utility allowance are the following:
2 Bedroom @40%AMI $531
3 Bedroom @ 40%AMI $614
2 Bedroom @60% AMI $796
3 Bedroom @60% AMI $921
All units will have dishwashers and washer/dryer hookups, ceiling fans and wired for
high speed internet. On site amenities will include but not limited to a pool, community
room, library, computer room and a playground.
Two and three bedroom rental units comprise by far the greatest percentage of
rental unit types in the Clearwater housing market. There has been a reduction in
the number of three bedroom units available and no change in the number of four
bedroom units available. This indicates a need for rental opportunities for larger
families.
The project is anticipated to inject over $13.5 million in the North Greenwood
Neighborhood. The project will be located at 609 Seminole Street. The development of
Garden Trail will be carried out by Southport Financial Services, Inc. Southport is an
experienced tax credit developer and has built or rehabbed over 5000 units of affordable
housing in Florida and along the Eastern Coast of the United States.
As per the City's Loan Approval Policy approved on January 2005, loans of $350,000
require approval from the Assistant Director, Director and Assistant City Manager and
City Manager. The project was presented and approved by the Neighborhood and
Affordable Housing Advisory Board on September 8, 2015.
2) 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. In 2013, the
City gave Prospect Towers an additional $150,000 to make other building
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 Clerk, Emergency Call Buttons, Community Library, and an
on-site Wellness Center.
Prospect Towers received an offer to purchase from another entity during this
reporting period. They accepted and the property was sold at the end of this
Fourth Program Year CAPER 4
Exhibit Final FY 14-15 CAPER 2015-12-08
reporting period. Funds provided to Prospect Towers have been returned as program
income. Those funds will be committed to another rental project 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 2014-15, the City made a total of thirteen (13) owner-occupied
rehabilitation loans with CDBG, HOME and SHIP Program funds. There were two
CDBG loans, one CDBG/SHIP loan, seven SHIP loans and three HOME/SHIP loans.
Homeowner rehabilitation produced $64,382.96 in loans from the CDBG Program
with an additional $188,483.17 in SHIP funds and $32,647.74 in HOME funds. The
total expenditures from all funds were $285,513.87. The table below illustrates the
breakdown of income categories per loan.
HOMEOWNER REHABILITATION PROGRAM FY 14-IS
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Fourth Program Year CAPER 5
Exhibit Final FY 14-15 CAPER 2015-12-08
In addition, the City worked on the following homeownership new construction
projects:
1) Pinellas County Habitat for Humanity - Stevens Creek Housing Development
Project and Land Acquisition
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 50 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, five homes were constructed and down payment
assistance was not needed for the home purchases by the homebuyers.
2) Habitat for Humanity - Milton Street Project
In addition, the City provided $53,750 to the Habitat for Humanity to purchase real
property with a deteriorated structure located at 1300 Milton Street, Clearwater. The
vacant deteriorated structure was demolished and the site will be used to build four
new single family homes. A Groundbreaking for the units is scheduled for December
2015.
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 a 31-
unit townhouse project named "Country Club Homes". The units are three-bedroom
Fourth Program Year CAPER 6
Exhibit Final FY 14-15 CAPER 2015-12-08
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 involved an initial commitment from the City utilizing the 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 townhome 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.
In this reporting period, the developer completed the construction of the units. All of
the units have been sold.
4) Kimberly Home
On July 20, 2015, The Kimberly Home, Inc. (Kimberly Home) submitted an
application for funding in the amount of $95,000 to rehabilitate real property located
at 114 North Missouri Avenue, Clearwater, Florida. Funding for the project will
include $71,250 from the HOME Investment Partnership Program and $23,750 from
the State Housing Initiatives Partnership Program.
The renovation of this rental unit will add approximately 1,300 square feet of living
space to Kimberly Home's existing housing program. The one-story concrete block
structure was built in 1956. The overall interior condition of the unit is determined to
be average and the remaining economic life of the structure is approximately 40-50
years. The property is located on a 55 x 48 lot.
The Kimberly Home Project will preserve the existing housing stock for low to
moderate pregnant individuals and families. The residential rental unit will provide
housing opportunities to families whose household incomes will be limited to 80% of
area median income. The tenant's portions of the rents will not exceed 30% of the
adjusted gross income for the household and will be subject to the maximum HOME
Rents as published by HUD. The property is currently vacant.
Resident and non-resident clients of Kimberly Home are provided assessments, crisis
intervention services, individual case-management and mentoring, coordinating
community resources, and the opportunity for vocational and parenting related
educational training. The goal of the agency is to ensure that new mothers and
families make a healthy and permanent transition to financial self-sufficiency and
independent living.
5) Bright Community Trust, Inc.
Bright Community Trust, Inc. (formally Pinellas Community Housing Foundation) was
formed in May 2008 as a Florida not-for-profit organization established to increase
and preserve long-term affordability of the affordable housing for low and very low
income persons and provide education to individuals. The Pinellas County Board of
County Commissioners authorized the creation Bright Community Trust, Inc. and
Fourth Program Year CAPER 7
Exhibit Final FY 14-15 CAPER 2015-12-08
authorized the Housing Finance Agency to utilize land trusts as a vehicle to facilitate
affordable housing in Pinellas County. The primary purpose of the agency is to
preserve subsidies of the Federal, State and local funds by utilizing a ninety-nine
year ground lease.
On May 20, 2014, Bright Community Trust, Inc. applied for a designation as one of
the City's eligible CHDOs. Bright Community Trust, Inc. was the only applicant and
they requested funding to acquire, rehabilitate, and resell three affordable housing
units to low to moderate income families. On June 27, 2014, the City's Economic
Development and Housing Department Staff determined that the agency met the
program requirements for to become a CHDO and recommended that the agency be
certified as one. The Neighborhood and Affordable Housing Advisory Board also
recommended that the agency be certified as a CHDO and award the agency
$295,405 to further affordable housing on July 24, 2014.
The funds will be provided through the remaining balance in FY 2011, 2012 and 2013
HOME Program CHDO set-aside allocations of $10,107.32, $45,301.65, and
$43,513.65 respectively. The balance of the funds will be derived from HOME
Program Income ($147,338.99) and Pinellas County Housing Trust Fund
($49,112.99). Additional, funds may be provided to the agency under the program
format established in the City's Housing Pool Program.
The funds were originally going to be used to purchase and renovate three units but
due to increases in property value Bright Community Trust, Inc. was only able to
purchase two properties. The first property was located 2034 Keene Rd., Clearwater.
The City provided a loan in the amount of $157,571 to purchase and renovated the
property in May 14, 2015. The second property was located at 203 South Neptune
Avenue, Clearwater. The City provided a loan on May 7, 2015 in the amount of
$137,198 to purchase and renovate. When the property is sold the program income
will be returned to the City.
The program income will include the structure only. The cost for the land will remain
in a land bank with the agency. Thereby, the new homebuyer will purchase the
structure only and not the land. This makes the property affordable.
As of the end of this reporting period, the Keene Road property was renovated and is
up for sale. The Neptune property is still under renovations.
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 2015 Median Income for a
family of four (4) in the Tampa/St. Petersburg/Clearwater Area is $59,000. The low-
income threshold is $47,200 for households at 80% of area median income and
$29,500 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.
Fourth Program Year CAPER 8
Exhibit Final FY 14-15 CAPER 2015-12-08
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. Habitat for Humanity of Pinellas County
2. Habitat for Humanity of Pinellas County — Community Housing Development
Organization
3. Bright Community Trust Inc.
4. Tampa Bay Community Development Corporation
The funds are leveraged against private sector financing to provide affordable
housing.
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 budgeted funding for housing counseling to two agencies, the Community
Service Foundation and Tampa Bay Community Development Corporation, with
CDBG dollars as a public service. In addition the City provided funds for housing
counseling services to homebuyers who purchased homes with HOME Program
funding.
A total of 33 potential homebuyers participated in housing counseling provided by
Community Service Foundation and 73 participated through Tampa Bay CDC as a
public service. Fifteen families participated in the TBCDC Programs (Homeownership
Counseling and Homebuyer Education Programs) through the HOME Program.
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, the City provided a loan in the amount of $137,198
($102,899 HOME Program and 34,299 Pinellas County Trust Program) to Bright
Community Trust to purchase, renovate and sell a property at 203 South Neptune
Avenue. The City also provided another loan to the agency in the amount of
$157,571 ($142,909 HOME Program and $14,662 Pinellas County Trust Program).
Another homebuyer project included Habitat for Humanity of Pinellas County. In this
project, the City provided a loan totaling $200,000 for the agency to purchase vacant
real property and build four new single family homes. The agency purchased the
property and will begin construction in the next reporting period.
The City's Down Payment and Closing Cost Assistance Program provided new
homebuyer opportunities to fifteen (15) families. Thirteen of the loans made to
families had incomes between 50-80% of AMI, one of the families had income below
50% of AMI, and one had income between 80-120% of AMI.
Fourth Program Year CAPER 9
Exhibit Final FY 14-15 CAPER 2015-12-08
DOWN PAYMENT AND CLOSING COST ASSISTANCE PROGRAM FY 14-15
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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 Infill Down Total
Payment
Assistance
HOME CHDO $98,922 $0 $98,922
HOME/CHT $195,849 $0 $195,849
HOME/SHIP $200,000 $285,140 $485,140
NSP3 $0 $45,000 $45,000
SHIP $0 $27,000 $27,000
Total $494,771 $357,140 $851,911
The City maintains a goal of trying to leverage resources. Through the expenditures
of $357,140 in funding through the HOME, SHIP, CDBG, Non-HUD and County
Housing Trust Fund, the City was able to leverage $1,579,707 in private
sector/owner financing. This has resulted in a 4.42 ratio, for every dollar the city
committed.
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 (CoC). 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
(HLN).
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
Fourth Program Year CAPER 10
Exhibit Final FY 14-15 CAPER 2015-12-08
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 HLB 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.
• 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 coordinates 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 created 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.
In this fiscal year, the HLB continued its work with the Providers and Funders Council
and confirmed the planning for a coordinated intake process. The HLB also approved
its 2015 Strategic Plan in May 2015.
According to the 2015 Point-In-Time Survey and Count of the homeless population in
Pinellas County, the total number of homeless people was 3,387. Approximately
Fourth Program Year CAPER 11
Exhibit Final FY 14-15 CAPER 2015-12-08
20.2% of the entire homeless population of Pinellas County was in Clearwater.
The City of Clearwater continues its effort to address the root causes of
homelessness in our community. We have completed year three of 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.
The national best practice has proven the key is to move from an "enablement
model" to a comprehensive system of"engagement". In Clearwater, there are three
shelters that engage homeless individuals and families: HEP (Homeless Emergency
Project, Inc.), 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 FY 2014-2015, City of Clearwater staff continued educating City employees and
the general public on the city's homeless initiative. Staff created a website listed in
the City's webpage (www.myclearwater.com/homelessinitiative). Additionally, staff
created a handout in an effort to educate the residents about the main goal of the
city's homeless initiative, how they can assist the homeless population by giving a
hand up and not a hand out, and provide the citizens with contact information of
local social service providers.
Fourth Program Year CAPER 12
Exhibit Final FY 14-15 CAPER 2015-12-08
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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). In FY 14-15, the Clearwater Homeless Services Street
Outreach Team directly assisted 89 homeless individuals by transport to Safe Harbor,
Pinellas Hope, HEP, and other services.
For FY 2014-2015, the City of Clearwater, through its General Fund, contributed
$100,000 to Pinellas Safe Harbor, $100,000 to Homeless Emergency Project,
$27,500 to the Pinellas County Homeless Leadership Board, $25,000 to Pinellas
Hope, $25,000 to Religious Community Services and $19,500 to The Salvation Army
of Upper Pinellas.
Operational Support
The City provided CDBG funding to three agencies assisting the homeless in this
reporting period - Religious Community Services, Inc. (RCS), Homeless Emergency
Project (HEP) and Westcare GulfCoast Florida.
Fourth Program Year CAPER 13
Exhibit Final FY 14-15 CAPER 2015-12-08
The chart below illustrates the non-housing homeless allocations and expenditures
for FY 2014-15 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 14/15 Budget FY 14/15 Expended
Westcare GulfCoast $12,000 $12,000
Florida
RCS — Grace House $68,000 $68,360
Homeless Emergency $15,000 $15,000
Project
TOTAL $951000 $95,360
Homeless Housing Actions
Public Services and Facilities
The City provided funding in the amount of $12,000 to Westcare GulfCoast Florida,
Inc. for salary support to operate the Turning Point overnight shelter. The shelter
provides an overnight facility for homeless persons under the influence of drugs
and/or alcohol. It operates as an inebriate receiving and intervention program that
provides for a 24-hour sobering up area, intensive case management, and placement
service. The agency's goal was to serve 150 homeless Clearwater individuals. The
agency expended $12,000 and assisted 193 homeless Clearwater individuals.
The City provided funding in the amount of $50,360 to Religious Community
Services, Inc. for renovation related costs to improve, repair or replace elements of
three existing buildings to include roofing, windows and doors, water heaters, air
conditioning units, refrigerators and washers and dryers. Grace House of RCS is a
facility that provides emergency shelter to families with children that are homeless or
at risk of becoming homeless. The agency's goal was to serve 550 families. The
agency expended $50,360 and assisted 278 families.
The City also provided funding in the amount of $18,000 to Religious Community
Services, Inc. in partial salary support for a Housing Director, Administrative
Assistant/Case Manager and an Intake Specialist. The agency's goal was to serve
690 homeless Clearwater individuals. The agency expended $18,000 and assisted
544 homeless Clearwater individuals.
The City provided funding in the amount of $15,000 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's goal was to assist 1,020 homeless
individuals. The agency expended $18,000 and assisted 840 individuals.
Fourth Program Year CAPER 14
Exhibit Final FY 14-15 CAPER 2015-12-08
e. Non-Homeless Special Needs Strategy
Public Services and Facilities
CDBG funds were provided in the amount of $18,000 to Pinellas Opportunity Council
to administer their Chore Services Program. Through this program, various chore
services were provided to 65 elderly, frail-elderly, developmentally-disabled and
physically-disabled individuals to assist them in remaining in their home.
3. AFFIRMATIVELY FURTHERING FAIR HOUSING
The City of Clearwater is no longer directly enforcing fair housing laws. The
responsibility has been assigned to the Pinellas County Human Relations Department
since their office investigates and makes recommendations on all Fair Housing issues
for other areas of Pinellas County with the exception of the City of St. Petersburg.
The City plays an active role in affirmatively furthering Fair Housing by adhering to
the Human Rights Ordinance that Pinellas County adopted in 1984. Pinellas County
maintains an Interlocal Agreement with the City of St. Petersburg for the
enforcement of the ordinance. The City of St. Petersburg handles enforcement south
of Ulmerton Road and Pinellas County enforces north of Ulmerton Road.
In 2002, the City of Clearwater, along with the cities of St. Petersburg and Largo,
and Pinellas County formed a Fair Housing Partnership to coordinate efforts
countywide to support and expand the availability of housing to all, regardless of
familial status, national origin, race, accessibility, and disability. The partnership's
tools for furthering this effort are educational programs, training, testing,
assessments, and enforcement through the appropriate channels. The partnership
meets periodically to review programs and to set and review goals.
The City remains active in the provision of affordable and accessible housing and
promotion of home ownership. The City provides information concerning home
ownership, home financing, and home repairs in printed matter and has worked with
our Public Communications Department to provide information in a variety of other
mediums.
On April 17, 2015, 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.
Fourth Program Year CAPER 15
Exhibit Final FY 14-15 CAPER 2015-12-08
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Fourth Program Year CAPER. 16
Exhibit Final FY 14-15 CAPER 2015-12-08
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.
Evaluating fair housing impediments is a complex process involving diverse and
wide-ranging considerations. The role of economics, housing patterns, and personal
Fourth Program Year CAPER 17
Exhibit Final FY 14-15 CAPER 2015-12-08
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
Impediment: Poverty and low-income among minority populations.
Fourth Program Year CAPER 18
Exhibit Final FY 14-15 CAPER 2015-12-08
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 2014-15 include:
• Continued support of Pinellas County Human Relations Department, Pinellas
County Board of Realtors, and the Community Housing Resource Board.
Fourth Program Year CAPER 19
Exhibit Final FY 14-15 CAPER 2015-12-08
• 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 $12,000 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 280 individuals.
• Provided funding in the amount of $4,000 to Community Service Foundation
to administer a fair housing program. The agency assisted 120 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:
Fourth Program Year CAPER 20
Exhibit Final FY 14-15 CAPER 2015-12-08
Program Infill Down Total
Payment
Assistance
HOME CHDO $98,922 $0 $98,922
HOME/CHT $195,849 $0 $195,849
HOME/SHIP $200,000 $285,140 $485,140
NSP3 $0 $45,000 $45,000
SHIP $0 $27,000 $27,000
Total $494,771 $357,140 $851,911
The City maintains a goal of trying to leverage resources. Through the expenditures
of $357,140 in funding through the HOME, SHIP, CDBG, Non-HUD and County
Housing Trust Fund, the City was able to leverage $1,579,707 in private
sector/owner financing. This has resulted in a 4.42 ratio, for every dollar the city
committed.
S. CONTINUUM OF CARE NARRATIVE
The City works closely with the Pinellas County Leadership Board and 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 $50,360 was provided to Religious Community Services — Grace House for
renovation related costs to improve, repair or replace elements of three existing
buildings to include roofing, windows and doors, water heaters, air conditioning
units, refrigerators and washers and dryers. Grace House of RCS is a facility that
provides emergency shelter to families with children that are homeless or at risk of
becoming homeless. The agency's goal was to serve 550 families. The agency
expended $50,360 and assisted 278 families.
CDBG funds were provided in the amount of $18,000 to the Pinellas Opportunity
Council to administer their Chore Services Program. Through this program, various
chore services were provided to 65 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 $12,000 to WestCare GulfCoast Florida,
Inc. for salary support to operate the Turning Point overnight shelter. The shelter
provides an overnight facility for homeless persons under the influence of drugs
and/or alcohol. It operates as an inebriate receiving and intervention program that
provides for a 24-hour sobering up area, intensive case management, and placement
services. The agency's goal was to serve 150 homeless Clearwater individuals. The
agency assisted 193 individuals.
The City provided funding in the amount of $18,000 to Religious Community
Services, Inc. in partial salary support for a Housing Director, Administrative
Assistant/case Manager and an Intake Specialist. The agency's goal was to serve
690 homeless Clearwater individuals. The agency expended $18,000 and assisted
544 homeless Clearwater individuals.
Fourth Program Year CAPER 21
Exhibit Final FY 14-15 CAPER 2015-12-08
The City provided funding in the amount of $15,000 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's goal was to assist 1,020 homeless
individuals. The agency expended $15,000 and assisted 840 individuals.
The City did not receive any applications for direct support for providing housing
opportunities for persons with HIV/AIDS. The City will continue to outreach to
agencies that provide services to this community.
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 2014-15 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
• 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
Fourth Program Year CAPER 22
Exhibit Final FY 14-15 CAPER 2015-12-08
• Permit Processing
• Impact Fee Requirements
• Infrastructure Capacity
• Residential Zoning Density
• Transfer of Development Rights
• On-Site Parking and Setback Requirements
• Zero-Lot Line Development
• Sidewalk and Street Requirements
• Regulatory Review Processes
• Inventory of Lands Suitable for Affordable Housing Development
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 Local Housing
Incentive Strategy (LHIS), 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 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:
Fourth Program Year CAPER 23
Exhibit Final FY 14-15 CAPER 2015-12-08
1. The processing of approvals of development orders or permits, as defined in
F.S.163.3164 (7) and (8), for affordable housing projects is expedited to a
greater degree than other projects.
2. The modification of impact-fee requirements, including reduction or waiver of
fees and alternative methods of fee payment for affordable housing.
3. The allowance of flexibility in densities for affordable housing.
4. The reservation of infrastructure capacity or housing for very-low income
persons, low-income persons, and moderate-income persons.
5. The allowance of affordable accessory residential units in residential zoning
districts.
6. The reduction of parking and setback requirements for affordable housing.
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 LHIS 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 LHIS.
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 highlighted 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).
Fourth Program Year CAPER 24
Exhibit Final FY 14-15 CAPER 2015-12-08
The City Council reviewed the LHIS 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 the state required incentive strategies specified above.
Upon approval, the City notified the state of its adoption of an amendment to its
LHAP to incorporate the incentive strategies. The notice included a copy of the
approved amended plan in order to comply with the SHIP programs participation
guidelines.
In future years, as part of the monitoring process conducted by the State of Florida,
the monitors will be evaluating how local jurisdictions are implementing their
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.
For fiscal year 2013-2014, The Florida Legislature did not award any dollars from the
dedicated revenue source to the SHIP Program, however, the legislature created
Senate Bill 1852 from the National Mortgage Settlement. The City received $158,624
from the national mortgage settlement for fiscal year 2013-2014. The money
received from the settlement was to be used according to SHIP statutes, rules and
the parameters of the City's local housing assistance plan. Senate Bill 1852,
provided a shortened expenditure deadline for fiscal year 2013-2014, and required
that twenty (20) percent of the allocation received should be used for special needs
households.
All local governments provided with fiscal year 2013-2014 settlement funds must
submit to Florida Housing Finance Corporation their close out annual reports by
October 31, 2015. These annual reports provide details of how funds were expended.
For fiscal year 2013-2014, the Housing Division used the $158,624 from the
mortgage settlement received from the State and over $128,960 in SHIP program
income to assist 24 households and met the fundamental requirement of Senate Bill
1852 by assisting over 10 special needs households.
In June 2015, the City submitted a new Local Housing Assistance Plan (LHAP) and
closed out the FY 12-13, FY 13-14 and FY 14-15. The Plans are intended to increase
the availability of affordable residential units by combining local resources and cost
saving measures into a local housing partnership and using public and private funds
to reduce the cost of housing. SHIP funds may be leveraged with or used to
supplement other Florida Housing Finance Corporation programs and to provide local
match to obtain federal housing grants or programs
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
Fourth Program Year CAPER 25
Exhibit Final FY 14-15 CAPER 2015-12-08
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
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.
Fourth Program Year CAPER 26
Exhibit Final FY 14-15 CAPER 2015-12-08
The Economic Development and Housing Department coordinated with the Planning
Department in 2005 for the preparation of the Evaluation and Appraisal Report (EAR)
for the Comprehensive Plan. A focus of the EAR was affordable housing. In this
regard, the EAR included an assessment of the successes and shortcomings of the
City's affordable housing policies and programs, along with recommendations for
improvement.
The EAR recommendations were addressed in a major update of the Comprehensive
Plan in 2007-2008. As part of the review process, the City formed a Citizen Advisory
Committee (CAC) to provide direction in the EAR. The CAC, along with a consultant
(Wade Trim, Inc.), established identification of data needs and methods of
compilation, meetings, methodology of comprehensive issues analysis, and
coordination with other city departments. The results were provided to the City's
Planning Department. The Planning Departments recommendations were approved
by the City Council.
f. Lead Based Paint
Lead based paint continues to be a serious problem throughout cities across
America. It is usually prevalent in homes built prior to 1978. Clearwater's housing
stock is relatively new with the average home being built after 1970. However, the
City still maintains that lead based paint is a serious issue and conducts housing
inspections to determine if there are defective paint surfaces. If lead conditions are
present, the lead paint is either removed or covered in a manner described by HUD.
The City will continue its effort to rid structures of lead based paint and will inspect
any homes built prior to 1978 for any presence of lead based paint. The City will
continue to test and remove all lead based paint surfaces in structures that are being
rehabilitated under our programs that are using federal funds. The City will use the
services of the Pinellas County Environmental Department to test all structures with
defective paint surfaces and the local Health Department to test children for elevated
blood levels. The Willa Carson Community Health Resource Center continues to
participate with the City by providing a meeting area for neighborhood based
education programs, disseminating information on the hazards of lead based paint,
and blood screenings.
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
Fourth Program Year CAPER 27
Exhibit Final FY 14-15 CAPER 2015-12-08
g. Poverty Level Assessment
The City realized that the most effective way to reduce the number of persons below
the poverty level was to increase their income through providing employment
opportunities.
The City provides funding to support service organizations that reduce impediments
for families allowing them to rise above the poverty level. The City provides
economic development opportunities to non-profit and for-profit businesses that
agree to hire lower-income individuals. Through the coordination of programs,
including the Environmental Protection Agency, State Brownfields Redevelopment
initiatives, Juvenile Welfare Board, United Way, the Eckerd Foundation, Pinellas
County WorkNet, and the University of South Florida, the City will continue to expand
its efforts to reduce impediments.
h. Institutional Structure
To overcome gaps in institutional structures and enhance coordination, the City
provided local lenders with information relative to the City's housing programs.
Together we are able to provide home ownership and homebuyer opportunities for
very-low to moderate-income families. The City and its subrecipients pre-qualify
clients to the lender's and City's specifications and provides financing in the form of
down payment assistance.
i. Public Housing and Residential Initiatives
The City understands the benefits of improving public housing and resident
initiatives. To improve the lives of families residing in public housing the City
targeted the children to break the cycle. The City will continue to work and
strengthen our relationship with the Clearwater Housing Authority (CHA) to foster
innovative public housing developments, potential joint ventures and residential
initiatives.
During this reporting period, the Clearwater Housing Authority assisted 1,125
families per month through their Housing Choice Voucher Program, expended
$10,108,421 in Housing Assistance Payments, assisted 1,029 families through its
Public Housing Program and listed $1.68 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
• 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
Fourth Program Year CAPER 28
Exhibit Final FY 14-15 CAPER 2015-12-08
• 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.
• 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.
Fourth Program Year CAPER 29
Exhibit Final FY 14-15 CAPER 2015-12-08
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 0 75 94
Income
Rentals
Acquire/Rehab 40 256 0 0 1 257
Mixed Income
Rentals
Rehab Low- 50 14 7 8 13 42
Income
Owner
Housing
Acquire/Rehab 25 0 3 0 2 5
Low-Income
Housing
Down 100 14 18 19 15 66
Payment
Assistance
Low-Income
Housing
Build New 80 26 12 3 4 45
Affordable
Housing
Housing 80 13 18 19 121 171
Counseling
Total Housing 320 315 54 30 110 509
Units
c. Housing Accomplishments
During FY 2014-15, the City made a total of thirteen owner-occupied rehabilitation
loans with CDBG, HOME and SHIP Program funds. There were two CDBG loans,
seven SHIP only loans, one SHIP/CDBG loan and three HOME/SHIP loans.
During this reporting period, two CDBG-only loans were provided to one family at
very low income and one family at low income. The seven SHIP-only loans were
provided to three families with very low to incomes, one family with low income and
three with moderate incomes. The one SHIP/CDBG loan was made to a low income
family. The three HOME/SHIP loans were made to one very low income family and
two low income families.
Homeowner rehabilitation produced $64,383 in loans from the CDBG Program with
an additional $188,483 in SHIP funds and $32,648 in HOME funds. The total loans
from all funds were $285,514.
The City offers several programs that help make housing more affordable to very-low
and moderate-income homebuyers. The City's Home Ownership Program lends
funds to purchase land, provide down payment assistance, pay impact fees, pay
disposition and closing costs, and build new homes for income eligible home buyers.
Fourth Program Year CAPER 30
Exhibit Final FY 14-15 CAPER 2015-12-08
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.
• Bright Community Trust, Inc.
• Kimberly Home
• Tampa Bay Community Development Corporation
In this reporting period, $98,922 in CHDO HOME funds was expended by Bright
Community Trust, Inc. These funds were used to acquire two single family homes.
The City's Down Payment and Closing Cost Program provided new homebuyer
opportunities to fifteen (15) families. Of all the families assisted, one had income
that was very low, one had income that was moderate and the others had incomes
that were low income.
The City provided public service funds through the CDBG Program for home buyer
counseling programs. The agencies awarded the funding included Tampa Bay
Community Development Corp. and Community Service Foundation. TBCDC received
$4,830 and assisted 73 families. The Community Service Foundation received $1,890
and assisted 33 families. The City also 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. Fifteen families
participated in HOME Homebuyer's Program through TBCDC. The City provided
TBCDC with a one-thousand dollar fee per loan for the counseling services.
9. HOME Program
a. Assessment of Relationship of HOME Funds
The City received an allocation of $299,956 in HOME Entitlement Funds for
FY 2014-15. 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 Allocation Expended from
Allocation
Subrecipient Housing Pool $224,967 0
Community Housing Development
Organizations $44,994 0
Program Administration $29,995 $29,995
TOTAL $299,956 $29,995
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
Fourth Program Year CAPER. 31
Exhibit Final FY 14-15 CAPER 2015-12-08
set aside for the Community Housing Development Organization were awarded to
Bright Community Trust, Inc. The table lists the activities by which the funds were
expended during this reporting period with the FY 2014-15 entitlement allocation,
program income and reprogrammed funds from prior years.
Activity Expended
Rehabilitation Owner-Occupied $37,644
Ad mi nistration/Prog ram Delivery Costs $43,115
Rental Housing Rehabilitation $0
Community Housing Development Organizations $0
Down Payment and Closing Costs Assistance $225,831
New Construction/Single Family $731,024
New Construction/Rental $0
Acquisition/Rental $0
Total $1,037,614
The City has two (2) certified Community Housing Development Organizations
(CHDOs); Pinellas County Habitat for Humanity Community Housing Development
Organization, Inc. and Bright Community Trust. The City is currently soliciting other
organizations to become eligible as a CHDO.
FY2014-2015
Consolidated Annual Performance&Evaluation Report(CAPER)
Community Development Block Grant
And
HOME Investment Partnership Programs
Budget and Expenditure Summary
Prior Year plus
Reprogrammed Remaining
Total
Activity Budget Funds Funds Expended Balance
HOME Program Administration $ 29,995 $ 13,120 $ 43,115 $ 43,115 $ -
HOME Program Housing(Housing
Pool)' $ 224,967 $ 746,625 $971,592 $ 891,284 $ 80,308
HOME Acquisition,Transitional Housing $ - $ - $ - $ - $
Community Housing Development Org.
(CHDO) $ 44,994 $ 98,921 $ 143,915 $ 98,921 $ 44,994
Rental Housing Development-HOME $ - $ - $ $ $
Fourth Program Year CAPER 32
Exhibit Final FY 14-15 CAPER 2015-12-08
TOTAL $ 299,956 $ 858,666 $1,158,622 $ 1,033,320 $ 125,302
'Expenditures include Program Income
from prior years
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,
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 2014-15, 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 $98,285
Other Public Funds Expended $0
Owner/Private Funds Expended (all funds) $1,579,707
TOTAL $1,677,992
The City's Down Payment and Closing Cost Program provided new homebuyer
opportunities to fifteen families. Of all the families assisted, one had income that was
very low, one had income that was moderate and the others had incomes that were
low income.
Two families were assisted through SHIP-only loans. Twelve loans were made with
HOME/SHIP funds. One loan was made with NSP-3 funding.
Fourth Program Year CAPER 33
Exhibit Final FY 14-15 CAPER 2015-12-08
Owner-Occupied Rehabilitation Loan Program
SHIP Funds Expended 188,483
TOTAL $188,483
Seven SHIP-only loans were provided to three families that were very low income,
one family that was low income and three that were moderate income. There were
three SHIP/HOME loans. Two were provided to families that were low income and
one was to a family that was very low income. There was one SHIP/CDBG loan and it
was provided to low income family. There were two CDBG only loans provided. One
was to a low income family and the other was to a very low income family.
A total of $604,016 in total revenues (allocation, program income and recaptured
funds) was deposited into the SHIP Fund during FY 2014-15. These funds were
generated through the following:
State Annual Distribution $442,764
Program Income $161,252
TOTAL $604,016
b. Emergency Shelter Grants Program
The City does not receive any Emergency Shelter Grant Funds.
C. 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 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
Fourth Program Year CAPER 34
Exhibit Final FY 14-15 CAPER 2015-12-08
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 utilized its
funding in the following manner:
Activity Amount # of Units
Redevelopment $1,247,221 20
Administration $138,580
TOTAL $1,385,801 20
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:
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 are three-
bedroom units and sold between $142,000 and $156,000 to eligible homebuyers
whose income is less than 120% of area median income.
The funding involved 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 townhome 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 completed development of all of the units. All of the units have been
sold. The City provided $45,145 in expenditures and provided one down payment
loan during this reporting period.
Habitat for Humanity of Pinellas County, Inc.
Fourth Program Year CAPER 35
Exhibit Final FY 14-15 CAPER 2015-12-08
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.
Five homes were completed during this reporting period. The properties were located
at 1872, 1874, 1876, 1878 and 1879 Fuller Drive, Clearwater.
e. Pinellas County Housing Trust Fund
The City of Clearwater committed a total of $48,962 in funding through the Pinellas
County Housing Trust Fund Program (PCHTF) as a match to federal programs. The
expenditures were used as a HOME Investment Partnership Program match to build
two new single family homes by Largo Area Housing Development Corporation.
A total of $80,133 in total revenues (allocation, program income and recaptured
funds) was deposited into the Pinellas County Housing Trust Fund during FY 2014-
15. These funds were generated through the following:
Annual Distribution $0
Program Income $80,133
TOTAL $80,133
Fourth Program Year CAPER 36
Exhibit Final FY 14-15 CAPER 2015-12-08
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.
The City did not have any federal funds for Phase I 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.
FDEP Post Active Remediation Monitoring Report month number 42 dated September
18, 2015 for the former CarPro Brownfield site was reviewed by FDEP. FDEP
requested we continue site monitoring and to submit the next semi-annual
monitoring report no later than March 30, 2016.
11. COMMUNITY DEVELOPMENT
The City utilized a strategy of diversification when selecting CDBG eligible activities.
During FY 2014-15, 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.
FY2014-2015
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 $ $27,979 $27,979
Relocation $ $ -
Fourth Program Year CAPER 37
Exhibit Final FY 14-15 CAPER 2015-12-08
Acquisition $ - $
CDBG Program Administration $145,259 $ - $131,012 $ 14,247
CDBG-PD-ED $10,000 $ - $ 6,774 $ 3,226
CDBG-PD-Rehab $110,000 $ - $71,972 $38,028
CDBG-PD-Infill $10,000 $61,585 $ 5,528 $66,057
Public Services $118,988 $ 25,708 $110,577 $34,119
Public Facilities&Improvements $150,000 $139,504 $179,576 $109,928
CDBG Program Housing(Housing Pool) $166,051 $444,802 $ 38,431 $572,422
CDBG Economic Development $ - $ 45,351 $ - $45,351
TOTAL $ 710,298 $ 744,929 $543,870 $ 911,357
FY 2014-IS CDBG/HOME Projects
Public Service Projects
1) Community Service Foundation
The City provided funding in the amount of $4,000 to Community Service
Foundation, Inc. for salary support to operate a fair housing counseling and housing
placement program. The program provides housing services to help lower income
families and individuals locate and secure permanent, decent, affordable housing.
The program also strives to counsel households on Fair Housing Landlord/Tenant
Rights, and to provide emergency food and shelter program rent and mortgage
payment assistance.
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. The agency expended $1,495 and assisted 39 households.
CSF's Fair Housing Counseling and Housing Placement &Assistance Program activity
promotes fair housing through counseling, advocacy, and education. They review
Florida fair housing statutes with clients as needed, 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.
Fourth Program Year CAPER 38
Exhibit Final FY 14-15 CAPER 2015-12-08
The goals for FY 2014-15 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.
2) Gulf Coast Legal Services
The City provided funding in the amount of $12,000 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
Housing Laws. They 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.
The agency's goal was to serve 100 individuals. The agency expended $12,000 and
assisted 149 people.
Gulfcoast Legal Services is located at 314 South Missouri Avenue, Suite 109,
Clearwater, Florida 33756 and 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.
3) Pinellas Opportunity Council
The City provided funding in the amount of $18,000 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 help 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 82 elderly
households. The agency expended $18,000 and assisted 65 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's 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 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 services provided by chore services allow the elderly to
remain in their homes and not be institutionalized. The agency assists homeowners
Fourth Program Year CAPER 39
Exhibit Final FY 14-15 CAPER 2015-12-08
and renters. Their clients are referred to them by various agencies including the local
housing authority and City code enforcement.
4) Safety Harbor Neighborhood Family Center
The City provided funding in the amount of $11,988 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 550 families. The agency expended
$11,988 and assisted 373 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 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 of the program 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.
5) WestCare GulfCoast Florida
The City provided funding in the amount of $12,000 to WestCare GulfCoast Florida,
Inc. for salary support to operate the Turning Point overnight shelter. The shelter
provides an overnight facility for homeless persons under the influence of drugs
and/or alcohol. It operates as an inebriate receiving and intervention program that
provides for a 24-hour sobering up area, intensive case management, and placement
service. The agency's goal was to serve 150 homeless Clearwater individuals. The
agency expended $12,000 and assisted 193 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
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
Fourth Program Year CAPER 40
Exhibit Final FY 14-15 CAPER 2015-12-08
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.
6) Intercultural Advocacy Institute
The City provided funding in the amount of $15,000 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 a strong sense of identity and in turn, grow
leaders from within the community to serve as role models for their peers and
younger student population. The agency's goal is to assist 27 students. The agency
expended $12,336 and assisted 58 students.
7) Home less Emergency Project, Inc.
For over 26 years, Homeless Emergency Project, Inc. (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 840 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
Fourth Program Year CAPER 41
Exhibit Final FY 14-15 CAPER 2015-12-08
permanent housing, while continuing to provide supportive services, prevents
recurrent homelessness.
HEP's 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.
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 housing for up to 90 days. The program is open and
operates 24/7 and remains filled to capacity throughout the year.
The City provided $15,000 to the agency of which all were expended during this
reporting period.
8) Martin Luther King, Jr. Neighborhood Family Center
Provide funding in the amount of $12,000 to Martin Luther King, Jr. Neighborhood
Family Center for salary support to implement the Project P.A.S.S. program that
provides services to families who reside in the North Greenwood Community. The
program provides children's programs, family support, educational attainment, and
improved economic status for low to moderate-income families. The ultimate goal of
this project is to provide multiple sources of support for human growth and
development including programs for physical and mental health, to enable people of
all ages to fully participate in the economy and the community.
The Project P.A.S.S. methodology is to fully integrate all members of the community
in building up its human and institutional assets. Collaborations and partnerships
with businesses, faith based institutions, financial institutions, housing providers and
educational institutions, will work together to strengthen the socials and economic
fabric of North Greenwood. The agency's overall goal is to assist 460 individuals. The
agency assisted 2,487 individuals and expended $12,000 during this reporting
period.
9) Religious Community Services, Grace House
Provide funding in the amount of $18,000 to Religious Community Services, Inc. —
Grace House in salary support to operate an emergency homeless-family program.
The program provides eight weeks of shelter and services to families with children
that are homeless or at risk of becoming homeless, with the goal of moving them
into sustainable housing. In addition, RCS-Grace House provides homeless
prevention services to families with school aged children. Prevention services include
financial assistance for rent, mortgage, utilities and special situations, along with
one-years of case management.
Resident families receive intensive case management, obtaining guidance and
referrals to reach their various goals including, but not limited to: securing stable
housing, learning how to budget, obtaining childcare, finding and maintaining
employment or better employment, and gaining access to health services,
transportation assistance, clothing, and food. Weekly life-skills classes are presented
by various volunteer community instructors, according to the needs of current
Fourth Program Year CAPER 42
Exhibit Final FY 14-15 CAPER 2015-12-08
residents determined through case notes and weekly case management staff
meetings. Close partnerships between the agency and other community providers
ensures that the skills families need for success are being provided.
The agency's goal was to assist 550 families. The agency assisted 544 individuals
and expended $18,000.
11) Community Service Foundation - Homebuyer Education Program
The City provided $3,000 to the organization for operational support to implement
the homebuyer program. The CSF Homebuyer Education Program is for individuals
and families that are interested in purchasing their first home. The workshop cover
the entire home buying process, Additionally, the curriculum includes affordability,
responsibility of homeownership, ability to obtain a loan, processing the loan, closing
costs and the closing process. Each year CSF offer Homebuyer Education workshops
at the HOPE Expo to reach potential homebuyers.
The workshops provided homebuyers with combined classroom instruction on the
process of buying a home, training in becoming a better money manager, goal
setting to better save and plan for purchasing a home and one-on-one counseling
and referral for more complex situations.
The agency expended $1,890 in the implementation of the program. The agency
assisted 33 families. The agency's goal was to assist 50 families.
12) Tampa Bay Community Development Corporation - Dream of Homeownership
Education Workshop
The City provided $4,830 in funding for operational support to administer their
homeowner workshops. The Dream of Homeownership Education Workshop is a free
monthly 8 hour program. The Program instruct participants on budgeting and saving
for homeownership, financial literacy, working with a realtor, loan closing, credit
qualification process and credit repair.
The agency expended $4,830 in the implementation of the program and assisted 73
with homebuyer counseling.
Public Facilities and Improvement Projects
1) Religious Community Services - Grace House Improvements
The City provided funding in the amount of $50,360 to Religious Community
Services, Inc., for renovations at Grace House. Grace House provides an emergency
shelter program for homeless families. Funding to the Grace House will be used to
renovate the building by replacing the roof, doors, installing a tank-less water heater
with Energy Star rated appliances and providing A/C work. Grace House goal is to
serve 550 homeless families. The agency expended $50,360 in funding and assisted
278 families.
Directions for Living - Office Renovations
The City provided funding in the amount of $50,000 to Directions for Living for office
renovations. Renovations to include alterations of the medical assistant work room,
Fourth Program Year CAPER 43
Exhibit Final FY 14-15 CAPER 2015-12-08
plumbing of the exam rooms, renovation of the client reception area, renovations of
the restrooms, meeting rooms and other offices. Direction for Living's goal is to
serve 2,000 individuals. The agency only expended $180 during this reporting
period. The renovation project was delayed.
2)The Kimberly Home - Office Renovations
The City provided funding in the amount of $50,000 to The Kimberly Home, Inc. to
renovate a public facility for a daycare center. The renovations will transform a
blighted building to a neighborhood asset that will provide daycare services to
pregnant women. The center will be used to provide assessments, crisis intervention
services, counseling, pre and post-natal education, case management, mentoring
and other related services. The agency's goal is to assist 150 individuals. The agency
expended $39,532 during this reporting period.
Housing
The City provided FY14-15 CDBG/HOME and SHIP funding (allocation plus prior year)
in the amount of $1,681,366 to 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 The Kimberly Home, Habitat for Humanity of
Pinellas County, Inc., Habitat for Humanity of Pinellas County Community Housing
Development Organization, Inc. Bright Community Trust and Tampa Bay Community
Development Corporation.
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
Through funding provided from the FY 2014-15 allocation and prior year funds, the
City expended $131,012 in CDBG and $43,114 in HOME funds for administration,
$6,775 in CDBG funds for economic development program delivery costs, and
$71,971 in CDBG funds for rehabilitation program delivery costs and a total of
$5,528 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 in
March with the completed application 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
Fourth Program Year CAPER 44
Exhibit Final FY 14-15 CAPER 2015-12-08
application through a competitive ranking system. Their results are forwarded to the
City's NAHAB 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
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.
Fourth Program Year CAPER 45
Exhibit Final FY 14-15 CAPER 2015-12-08
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 how
much leverage these funds generate in housing. The City maintains a goal of trying
to leverage resources. Through the commitment of $357,140 in funding through the
HOME, SHIP, CDBG, Non-HUD and County Housing Trust Fund, the City was able to
leverage $1,579,707 in private sector/owner financing. This has resulted in a 4.42
ratio, for every dollar the city committed.
For FY 2014-15, the City expended $6,775 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. Delete Currently, the City has suspended its
Economic Development Revolving Loan Program and is reviewing options on its
status.
f. Limited Clientele Narrative
The City and its subrecipients maintain files that document all clients who qualify for
the limited clientele designation.
g. Loans and Other Receivables
The City maintains three revolving loan funds: 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 $369,236. The Infill Housing Revolving Loan Fund has a cash
balance at the end of the reporting period of $251,610. The Economic Development
Revolving Loan Fund has a cash balance at the end of the reporting period of
$229,790.
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
Fourth Program Year CAPER 46
Exhibit Final FY 14-15 CAPER 2015-12-08
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
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:
Fourth Program Year CAPER 47
Exhibit Final FY 14-15 CAPER 2015-12-08
• 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)
• North Greenwood Reclaimed Water - (2010)
• Stevensons Creek Dredging Project - (Ongoing)
• North Greenwood Athletic Fields - (2012)
• Phillip Jones Park Renovation - (2012)
In this reporting period, the City provided federal funding for two public service
organizations in the North Greenwood NRSA:
Public Service Dr. Martin Luther King, Jr. Neighborhood Family Center $12,000
Public Service Homeless Emergency Project $15,000
TOTAL $27,000
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.
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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.
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.
During this reporting period, the City provided $50,360 to the Religious Community
Services — Grace House for property improvements.
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;
Fourth Program Year CAPER 49
Exhibit Final FY 14-15 CAPER 2015-12-08
• Achieve neighborhood stability by addressing the social, economic and
physical issues that plague the area;
• Establish a unique and positive identity that instills neighborhood pride and
sense of ownership; and
• Revitalize the neighborhood to attract reinvestment in private property.
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
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Exhibit Final FY 14-15 CAPER 2015-12-08
The following accomplishments were noted during this reporting period in the East
Gateway NRSA:
• Continued support of visible community policing presence in the East Gateway
neighborhood through financial support of two additional police officers
assigned to the Downtown Bike Team.
• Maintained a list of for-sale and/or for-lease commercial properties in the East
Gateway to assist connecting property owners with potential buyers/renters.
• Continued opportunities to leverage culture/arts to encourage sustainable
business activities in the East Gateway.
• Closed out the Pianos in Pinellas Initiative and moved CRA piano to the Main
Library.
• Coordinated and promoted a multicultural event:
o El Dia del Nino (Children's Day), an event to honor the youth that took
place on April 26, 2015.
• Continued to attend and host the East Gateway Stakeholder Advisory Group
(SAG).
• 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 East Gateway Five-Year Action
Program.
• Created agenda item and assisted with Business Lease Contract for the
Community Garden. Attended Neighborhoods Day and Community Garden
groundbreaking on April 25, 2015.
• Identified additional sidewalk needs in partnership with the Engineering
Department, and secured funding for construction of new sidewalks.
• Participated in the City's efforts to address the condition of homelessness in
the community.
• Coordinated a code sweep of the East Gateway during the week of April 2015
in partnership with the Code Compliance Department.
• Attended in kick-off meeting discussing the stormwater improvements project
on March 24, 2015.
• Coordinated efforts with the Florida Department of Transportation (FDOT) for
the Drew Street Sidewalk Improvement project.
o The FDOT contract was awarded on December 5, 2012 with the
contract execution date of December 19, 2012. The contract time
commenced on April 15, 2013 and concluded this fiscal year.
• 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.
The CRA expended $199,799 on community policing, events and other described
above.
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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
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.
Fourth Program Year CAPER 52
Exhibit Final FY 14-15 CAPER 2015-12-08
SUCCESS STORIES
RCS Grace House
PI came to RCS Grace House emergency family shelter with no savings, four
children, and a job that was commission based only. PI enjoyed the line of work she
was in and considered herself very successful in it but she required a base salary to
start her savings towards permanent housing. Her case manager referred her to a
company that paid a $10.00 per hour base plus bonuses. Within a few weeks of
starting employment she received a bonus check for $1,000.00 and had saved
$1,500.00 towards her future housing deposits. PI received referrals for food and
clothing; to help her save as much as possible and so she was familiar community
resources to use after leaving the program. PI and her four happy children moved
into permanent housing without any financial assistance.
Pinellas Opportunity Council — Chore Services
The Chore Services Program received a referral from the V.A. for an 88 year old
single veteran. The gentleman lives in a one bedroom one bath apartment in
subsidized housing. He has many old age infirmities and is prone to falls, having
fallen 10 times in the last six months. He was referred to us by the V.A. because he
was going to be evicted from his apartment due to the condition of the unit. His unit
was going to be inspected on September 181h. We spent 11.5 hours helping this
veteran clean his apartment so that he would not face eviction and possible
homelessness. The V.A. is one of many agencies that refer clients to the Chore
Services Program, and we are most grateful for our community partners.
Homeless Emergency Project
With a determined spirit and personal motto of"onward and upward," former HEP
resident David Atkinson is ready for whatever life has in store for him.
Following a difficult divorce, legal troubles and being laid off from work, David was
evicted and found himself with nothing but the clothes on his back. After two months
of homelessness, a friend from church referred David to HEP. Soon after, he moved
into Fairburn, HEP's Veteran apartment complex.
"I really believe that if it hadn't been for HEP's prompt actions, I would be living
under a bridge somewhere today," David said, a marketing executive for 30 years
(he holds a Bachelor's degree in Marketing from Northern Michigan University) and
former U.S. Airman, David is a prime example that homelessness can happen to
anyone.
"In the blink of an eye, you can have the rug pulled out from under you, but it
doesn't mean you have to stay down," he said. "You can fall, but you've got to get
back up."
During the 18 months he lived at HEP, David paid off legal restitution charges,
bought a car, and acquired Social Security benefits and Veterans Administration (VA)
benefits. "My life has been totally turned around," he said. "I would not be where I
am if not for my case management team at HEP. Everybody cared."
Fourth Program Year CAPER 53
Exhibit Final FY 14-15 CAPER 2015-12-08
David believes that in order to succeed at HEP, you just have to be determined. In
early May, he moved into a fully-furnished manufactured home, and said he loves it
so far.
While living at Fairburn, David participated in HEP's canine-assisted therapy
program. He also took part in nutrition and wellness services and learned how to
make healthy versions of his favorite recipes. "I am so appreciative of this entire
program because it's taking the whole person into account," he said. "They're
actually helping you, physically and mentally."
As far as his plans for the future, David said he wants to "pay it forward" by
volunteering at HEP. He also plans to work independently part-time, helping
Veterans find employment. "The main thing that I've learned from this entire
experience is that I will never lose faith."
Homeless Emergency Project
Last year, sixty-year-old Ernestine Collins was laid off from her job as a nurse's
assistant and soon after, her home was foreclosed on. She and her two young great
grandchildren, Morgan and Sean, were facing homelessness. Ernestine adopted each
of her great grandchildren when they were infants, as their mother, Ernestine's
granddaughter, struggled with drug addiction and incarceration.
"We were really struggling," Ernestine said. "I couldn't pay the bills." With nowhere
else to turn, she called HEP and was welcomed with open arms. Ernestine's family
now lives in Baty Villas, HEP's Permanent Supportive Family Housing. Her great
grandchildren are happier and healthier than ever, and love to play on the
playground behind their home.
"I couldn't have asked for a better place to live than HEP," she said. "I am so lucky
to live here. HEP is a wonderful place to raise kids."
After three months at HEP, Ernestine suffered a stroke, leaving her temporarily
paralyzed on her right side. She recovered from the injury after months of physical
therapy and is doing well today, never caught without a smile on her face.
"I can't thank HEP and my case managers enough for providing me with child care,
transportation services, financial counseling, medical and dental care, and more,"
Ernestine said. "Morgan and Sean love living at HEP because of all the programs and
activities here, especially the holiday celebrations."
Ernestine regularly attends HEP's parent group meetings, which not only teach
parenting skills, but also provide mutual support when participants are feeling
stressed or overwhelmed. "Sean is a very energetic three-year-old, always running
around and getting into trouble. Morgan just turned five and began kindergarten this
fall," Ernestine said. "With the support and guidance of HEP, I am able to ensure my
great grandchildren have a stable home and a bright future."
Fourth Program Year CAPER 54