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