AFFORDABLE HOUSING ACTION PLAN
For South Miami-Dade and Upper Florida Keys November, 2020
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Centro Campesino is a Community Development Corporation that empowers families and strengthens communities in South Florida. Originally formed in 1972 as the Centro Campesino Farmworker Center in response to the deplorable living conditions of farmworkers and other low-income families in South Florida. Today, doing business as Centro Campesino serving a demographic that reflects the multiethnic diversity of Miami Dade County, their lines of business are housing development, homeownership solutions, education/ workforce development, and Disaster Recovery. For over 48 years, Centro Campesino has developed and strengthened the skill sets and confidence of new homeowners and youth & community residents, so that they may build assets/wealth, advance their education, and actively participate in the American Dream.
Centro Campesino Study Team: John MartĂnez, M.Sc. A
Executive Director Bill Sevilla, MPA
Director of Community Development and Asset Building
The Florida International University Jorge M. Perez Metropolitan Center is Florida’s leading urban policy think tank and solutions center. Established in 1997, the Center provides economic development, strategic planning, community revitalization, and performance improvement services to public, private and leaders in their respective fields, and bring extensive research, practical, and professional experience to each project. The Center’s research has catalyzed major policy initiatives and projects in housing, economic redevelopment, transportation, social services, and health services throughout South Florida.
FIU Metropolitan Center Study Team: Ned Murray, Ph.D., AICP Associate Director Nika Zyryanova, MSIRE Research Specialist Maria Ilcheva, Ph.D. Assistant Director of Planning and Operations William T. Jackson, MPA, Ph.D. Candidate Research Assistant Camila Masson, M.P.A. Research Coordinator Helen Roldan, M.P.A. Research Coordinator
AFFORDABLE HOUSING ACTION PLAN
ACKNOWLEDGEMENTS & CALL TO ACTION: On behalf of Centro Campesino, I want to thank the Center for Disaster Philanthropy and Neighborworks America for providing the financial support for the South Miami-Dade and Upper Florida Keys Action Plan process. This action plan would not be possible without the leadership of the Centro Campesino Board of Directors, and the project staff. Additionally, I want to express my gratitude to all the stakeholders that participated, and to the webinar presenters, Agatha So, Senior Policy Analyst, UnidosUS, Mercedes Marquez, former Assistant Secretary for Community Planning and Development, U.S. Department of Housing and Urban Development (HUD), and Dr. Edward “Ned” Murray, Associate Director of the Florida International University’s Jorge M. Pérez Metropolitan Center, as well as the entire FIU team. If we leave one lasting comment with all of you, it is that the lack of Affordable Housing and the lack of action to address this problem is in fact a “Fair Housing” Civil Right issue. And, we must all work towards actions that affirmatively further fair housing. This Affordable Housing Action Plan provides several strategies that can in fact make meaningful progress to strengthen the affordable housing landscape. Centro Campesino is making this study public in the spirit of true collaboration and because we acknowledge that in order to improve upon and impact the affordable housing crisis in South Florida, we will all need to work together to achieve meaningful actions.
This is indeed a call to action!
John Martínez, Centro Campesino
CENTRO CAMPESINO BOARD OF DIRECTORS Ana Castilla, Board President, TD Bank Melanie Garman, Board Vice President, Truist Bank Marco Tejada, Treasurer AXA Advisors Thomas D. Dorsey, Secretary, Insurance Office of America Ed Duarte, Director, Foreign Parts Distributors, Inc. Francisco Escalante, Director, Escalante Law, P.A. Johnny Farias, Director, Electrical Masters, Inc. Dr. Malou Harrison, Director, Miami Dade College Carolyn T. Pates, Director, Self-Employed Gerardo Ramos, Director, Mercantile Bank Eric Toth, Director, J. Stephens Construction Company Henry Villaronga, Director, BAC Florida Bank
STAKEHOLDERS Chiara Brandstaetter, Senior Staff Attorney, Legal Services of Greater Miami, Inc. Rafael G. Casals, Town Manager, Town of Cutler Bay Cornell Crews Jr, Executive Director, Community Reinvestment Alliance of South Florida Santra Denis, Chief Strategy Officer, Catalyst Miami Johnny Farias, Electrician, Electrical Masters Irma Gomez, Sales Associate, Avanti Way Realty Azahira Guillen-Borrego, Real Estate Broker, Guillen and Associates Realtors Julio Guzman, Real Estate Broker, Avanti Way Realty Kimberly Henderson, CEO, Neighborhood Housing Services of South Florida Paul Imbrone, Director, Landlord, Recruitment-Housing Procurement, RentConnect Juanita Jones, Housing Recovery Administrator, Monroe County Steven Kirk, President, Rural Neighborhoods Esther Lugones, Office Manager, Cazo Construction Corporation Adrian Madriz, Executive Director, SMASH Monica Mahecha, Media and Communications Coordinator, Miami Workers Center Doug Mayer, President, Stone Soup Development, Inc. Moises Montanez, President, ALTA Home Remodeling Co. Lakeesha Morris-Moreau, President and CEO, BellTower Consulting Group John Pantoja, Controller and COO, Neighborhood Housing Services of South Florida Douglas Pilzer, Business Consultant, DBP Consultants Antonio Prado, Executive Director, Collective Empowerment Group Ranata Reeder, Executive Director, South Florida Community Development Coalition Raisa Sequeira, Policy Analyst, UnidosUS Lucia Soria, President, Ram-Tech Construction Leo Toca, Senior Community Development Officer, Wells Fargo Jeannette Varela, Realtor, Avanti Way Realty Sabrina Velarde, Policy + Strategy Analyst, Miami Homes For All Gina Victoria-Garzon, Transit Program Administrator, FDOT Jim Walker, Community Development Loan Officer, Florida Community Loan Fund Gertjan Wijburg, Assistant Professor and Real Estate Consultant, Utrecht University
TABLE OF CONTENTS
I. INTRODUCTION
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II. AFFORDABLE HOUSING NEEDS ASSESSMENT
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III. AFFORDABLE HOUSING ACTION PLAN
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Strategy #1 - Focus on the Immediate Affordable Housing and Community Development Impacts of the COVID-19 Pandemic
Strategy #2 - Increase the Supply of Safe, Decent, and Affordable Housing
Strategy #3 - Increase the Production of Affordable Owner and Renter Housing
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Strategy #4 - Advance Community Economic Development Practice 22 as a COVID Response
Strategy #5 - Expand Funding Sources and Community-Based Partnerships
Strategy #6 - Affirmatively Further Fair Housing: Advocacy and Enforcement
Strategy #7 - Action Plan Performance Metrics
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The South Miami-Dade County and Upper Florida Keys Affordable Action Plan (hereinafter, referred to as the “Action Plan”) was prepared on behalf of Centro Campesino by the Jorge M. Perez Metropolitan Center at Florida International University. The elements of the Action Plan are based on the analytics and key findings from the Affordable Housing Needs
Assessment for South Miami Dade and the Upper Keys and the input from community stakeholders and professional staff in successive roundtable discussions. The “call for action” provides the strategies and programs to address the affordable housing needs in South Miami-Dade County and the Upper Keys with a more comprehensive and systematic approach.
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2/1/1985 Jesse Gene and his daughter wait outside the Centro Campesino Center. He is waiting for help because he has been unable to pay for food or rent. Source: Tim Chapman, Miami Herald
I. INTRODUCTION The purpose and intent of the Action Plan is to provide policy direction, strategies, actionable programs, and sources of short- and long-term funding to address the immediate and long-term affordable housing needs of South Miami-Dade County and the Upper Florida Keys. The primary goal of the Action Plan is to address the scope and scale of affordable housing needs in South Miami-Dade County and the Upper Florida Keys by expanding choice and accessibility to quality owner and renter housing units. Affordable housing has been a long-standing issue in the region that has been significantly worsened by the COVID-19 pandemic. Extensive COVID-related job loss within the predominant worker occupations in South Miami-Dade and the Upper Keys has seriously threatened the livelihoods of working families. In addition to existing housing distress, unemployed working families have now become highly vulnerable to evictions and home foreclosures. The scope and scale of affordable housing needs in South Miami-Dade and the Upper Keys will require a broad-based community effort. This level of commitment and on-going support will be critical the successful implementation of the Action Plan. As such, the Action Plan must receive the buy-in of the larger community and its businesses, organizations, and institutions. Community members must be mindful of this level of support and committed to the following “Guiding Principles“ of the Action Plan: Expand a healthy mix of safe, decent and affordable housing for low- to moderate-income households; Produce high-quality living environments and promote the preservation of stable residential and mixed-use neighborhoods; Create a long-term funding source for affordable housing development; Raise skills, wages, and incomes of residents to deal with changes in the local housing market and upward pressures on purchase costs and rents; Integrate affordable housing development with land use and transportation planning and policies.
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II. AFFORDABLE HOUSING NEEDS ASSESSMENT The underpinnings for the Action Plan were formulated through a series of stakeholder roundtables culminating with the completion of the Affordable Housing Needs Assessment for South Miami Dade and the Upper Keys. The Affordable Housing Needs Assessment provided the analytics and guidance for drafting the affordable housing strategies and programs for the Action Plan.” The “Key Findings” from the Affordable Housing Needs Assessment include the following: COVID-19 Economic and Community Impacts The Affordable Housing Needs Assessment found pre-COVID affordable housing distress levels severe in many communities in South Miami-Dade County and the Upper Keys. Sadly, the economic and community impacts of the COVID-19 pandemic have been severe and have exacerbated existing affordable housing distress. The economic and community impacts will likely endure well into the future. This will extend economic hardship and housing distress for many workers and households long-term. Strategies and specific program assistance to address the economic and community impacts of the COVID-19 pandemic will need to be the highest priority of the Action Plan. Growing Housing Affordability Gaps The Affordable Housing Needs Assessment found housing affordability in South Miami-Dade and the Upper Keys has not significantly improved during the recovery period of the Great Recession leading up to the COVID-19 pandemic. South Miami-Dade County has one of most distressed renter populations in the US. Significantly, the existing level of “severely” cost-burdened renters is likely to increase dramatically as COVID-related job loss continues and becomes a more fixed economic reality.These renters will be highly vulnerable to evictions and homelessness. Affordable Housing Supply and Demand Imbalance
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The Affordable Housing Needs Assessment found the market dynamics in South Miami-Dade and the Upper Keys have created a severe affordable housing supply and demand imbalance. An affordable housing supply/ demand analysis of the existing housing supply found a significant gap of 15,317 units for renters in the “extremely low” to “moderate” household income range and 11,786 units for potential homeowners in the lowto moderate-income range. This imbalance will become exaggerated in the post-COVID economy due to loss of income and appreciating renter and owner home prices.
Uncertainties of the Post-COVID Economy The economic recovery following the Great Recession of the last decade masked disturbing trends in the Miami-Dade economy. Despite healthy job numbers, the pre-COVID economic recovery was marked by wage stagnation, an increasing number of working poor and growing levels of housing distress. With the rapid growth of unstable, low-paying jobs and the failure of even full-time work to pay family-supporting wages, the pre-COVID economy was already at a tipping point. The COVID-19 pandemic has magnified these negative economic trends and exposed how vulnerable the local economy is to these economic shocks. Strategies need to be formulated to strengthen existing programs, expand financial resources, and create new economic opportunities in the post-COVID economies of South Miami-Dade and the Upper Florida Keys. Absent new economic and job opportunities, working renters and owner households will be highly vulnerable to further distress and the threat of evictions and foreclosures for years to come.
11 Source: The Guardian, 2020
III. AFFORDABLE HOUSING
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ACTION PLAN
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The Action Plan includes the following strategies, programs, and initiatives to achieve the necessary short- and long-term goals of the South Miami-Dade County and Upper Keys Affordable Housing Action Plan:
THE HAMMOCKS
PALMETTO BAY CUTLER BAY
EVERGLADES
HOMESTEAD
NORTH KEY LARGO
Study Area 14 ISLAMORADA
Strategy #1
– Focus on the Immediate Affordable Housing & Community Development Impacts of the COVID-19 Pandemic
Programs Targeted Renter Assistance Program Many jurisdictions have created emergency rental/renter assistance programs to help alleviate the economic impacts of the COVID-19 pandemic. Emergency, short-term rental assistance programs are funded by a range of federal (e.g., CARES Act), state, and local resources. Unfortunately, the need for housing assistance is so great for renters the need far outstrips the resources currently available. Studies have also found few state and local rental assistance programs actually target those in greatest need. A South Miami-Dade and Upper Monroe Counties “Targeted Renter Assistance Program” would create a “renter assistance database” that will target lower-income renters who have lost their jobs or had their work hours cutback creating extreme housing distress. Emergency, short-term renter assistance will be provided to those in greatest need supplemented by a long-term renter assistance program for those workers who face permanent job or household income loss. The program will also help alleviate program application barriers by reducing documentation requirements. The program will also provide assistance to small private and nonprofit landlords who own and manage renter units for low- to moderate-income households.
Enhanced Community Stabilization Program An Enhanced Community Stabilization Program would address the broader economic and housing impacts of the COVID-19 pandemic on communities and neighborhoods where an immediate infusion of resources and funding could make a difference. These communities were already experiencing distress prior to COVID and are now overtaken by its health and economic impacts. Program elements would include: Emergency housing rehabilitation assistance Homeowner financial counseling Tenant rights assistance Code enforcement Food security assistance
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Strategy #2
– Increase the Supply of Safe, Decent, & Affordable Housing
Programs Safe Housing Assistance Program The scope and scale of housing structural conditions in South Miami-Dade County and the Upper Keys will require a proportional program response. Communities will need to determine the location of unsafe structures and identify potential sources for long-term funding assistance. A “Safe Housing Assistance Program” should provide the following: A vulnerability and capacity assessment (VCA) to determine the extent to which the existing housing inventory can withstand the damaging effects of a major hurricane. A VCA would identify the location, age, and condition of potentially vulnerable housing structures; Provide for temporary housing needs, assisting residents with postdisaster repairs and rebuilding, and policies that could result in the replenishment of a more resilient and sustainable affordable housing supply; Administer a dedicated housing assistance fund to help prevent and mitigate the impacts of a major hurricane; Administer a range of grants and low-cost loans for the renovation and potential replacement of highly vulnerable owner-occupied and absentee-owned properties; and Coordinate with local governments in making changes to the permitting process and housing rehabilitation codes to remove any regulatory obstacles to these upgrades.
Purchase/Rehabilitation Program The physical condition of most homes constructed in South Miami-Dade County and the Upper Keys prior to 1990 will require homebuyers to have rehabilitation finance in addition to first mortgages. A “Purchase/Rehab Program” will provide funding for first-time low- to moderate-income households to purchase and rehabilitate older residential structures in need to moderate repair. The program will be modeled after the FHA’s 203K program which provides loans up to $35,000 to address home repairs. The Purchase/Rehab Program will provide two loans, both closed at the time of home purchase:
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1) A “Down Payment Assistance Loan” (DPA) providing homebuyers with a forgivable loan of up to a certain amount for down payment and/or closing costs. The loan would be forgiven at a certain rate over a fixed period of time, generally 5-10 years, as long as the homeowner remains in the home and maintains it as a primary residence; and 2) A “Homeowner Rehabilitation Deferred Loan” at low interest deferred loan to pay for the rehabilitation of the property. Generally, Homeowner Rehabilitation Deferred Loans have no monthly payments and the loan is repayable upon time of sale or transfer of the property.
17 Source: Thinkstock, 2018
Strategy #3
– Increase the Production of Affordable Owner & Renter Housing
Programs Worker Homebuyer Program Affordable Housing Needs Assessment found that homeownership is out of reach for most workers in South Miami-Dade County and the Upper Keys. Programs to encourage and support homeownership for workers are based on the principles that a home is an investment asset that can grow in value and generate financial security. Homeownership helps stabilize neighborhoods and strengthen communities and helps generate jobs and stimulate economic growth. The rising cost of housing and general increases in the cost of living (i.e. food, healthcare, transportation, and education), coupled with stagnant incomes, has made homeownership less viable and attractive for most low- to moderate-income households. One commonly used tool for affordable homeownership is the Community Land Trust (CLT) Model. In a CLT, the land is owned and preserved by a community nonprofit organization. The homebuyer owns the home including the building and all the improvements on the land. The separation reduces the purchase price, allowing more families to afford a home, while providing the permanence and security of traditional homeownership. A worker homebuyer program should be targeted to neighborhoods abutting downtowns and commercial corridors in South Miami-Dade County and the Upper Keys where new employment opportunities can be created. Purchase Assistance Program – program funding for first-time low- to moderate-income households to either purchase a new home, build a home, or purchase land to build a home; Homeownership Education Program – program funding for low- to moderate-income working households employed in “alternative work” temp, on call, contract and lacking a sufficient level of financial literacy; and Emergency Homeowner Assistance/Foreclosure Prevention Program – program funding for COVID-related foreclosure prevention will involve a variety of short- and long-term strategies, including financial counseling for homeowners, refinancing, emergency loans, and assistance in negotiating with banks for loan modifications.
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Property Acquisition Program The production of affordable housing in the coming decade will be especially challenging due to limited and highly competitive financial resources as federal, state, and local governments tend to the economic and community impacts of the COVID-19 pandemic. A “Property Acquisition Program� (PAP) would be a source of ready capital to be used to by nonprofit developers to purchase land or buildings for the development of housing affordable to households earning less than 80 percent of median household income (MHI). By making financing readily available, the program makes it easier for nonprofit developers to acquire properties that might otherwise be sold to private development interests for market rate developments. The program will also seek commitments from local governments to give priority to qualified non-profit developers for acquiring publicly-owned properties.
Property Acquisition Program Criteria The purpose of the Property Acquisition Program (PAP) is to assist nonprofit organizations in South Miami-Dade County and the Upper Florida Keys to purchase land and improved real property suited for either multi- or single-family affordable housing development. The program is geared solely to nonprofit organizations with sound experience and strong development capacity. The PAP is a revolving loan program intended to assist with site and/or site and building acquisition for ownership and/or development. The PAP is intended to provide long-term acquisition financing for nonprofit organizations needing expedited access to property.
Florida City Village Phase VI:
Centro Campesino constructed ten (10) high energy-efficient, beautiful and spacious single-family homes in 2015 for phase VII of the Florida City Village subdivision. The completion of Phase VI is the 500th single-family home that Centro Campesino have constructed and sold in the affordable Market.
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Property Evaluation Criteria Properties to be acquired under the PAP will undergo the following evaluation: 1
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Site Description: Identification of a specific parcel of developable land that is suitable for development and being offered at a fair market value for the proposed use; Suitability of Site: The site’s access to supportive services, transportation, infrastructure, proximity to necessary services and amenities, and ability to contribute to a healthy neighborhood and advance the goals of the
South Miami-Dade County and Upper Florida Keys Affordable Housing Action Plan; 3
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Market Analysis: Study of area land costs, market appreciation, volatility and development activity;
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Site Acquisition Financing: How PAP funds will be leveraged to purchase the site;
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Population to be Served and Community Need: Low- to moderateincome renters and buyers in South Miami-Dade County and the Upper Florida Keys;
Proposed Development Plan: Anticipated size and type of project, including whether the project will be rental or homeownership; mechanisms to be used to maintain the long-term affordability of project;
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Timeline: Proposed timeline for completion of development and repayment of the PAP loan;
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Financing Plan: Proposed financing for the project, including repayment of the PAP loan and timeline for securing all funds;
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Site Control: Evidence of site control documented by an option to purchase or purchase and sale agreement;
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Preliminary Commitment for Title Insurance, and
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Third Party Reports: including property appraisals, environmental reports, and market studies.
Affordable Housing Predevelopment Support Program The early stages of an affordable housing project require predevelopment moneyfunds to pay for the tasks that need to done and the associated expenses before construction can begin. However, predevelopment costs are often difficult to finance through a bank because there are no guarantees that the project will actually be developed. Foundations and local governments are possible sources for predevelopment grants. An “Affordable Housing Predevelopment Program� would fund preliminary site suitability and financial feasibility analyses, architectural and engineering work, market assessments, and preliminary site work including demolition and clearance.
Casa Matias Affordable Housing Apartments:
Casa Matias Apartments built and managed by Carrfour Supportive Housing, located in Naranja, Florida consist of 80 apartments – with 40 units serving formerly homeless families and the remaining 40 units serving low-income families.
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Strategy #4
– Advance Community Economic Development Practice as a COVID Response
Programs Worker Economic Opportunity Program A skilled, educated workforce will be critical to the COVID recovery and building long-term resiliency against future economic shocks and downturns. Enhancing skills and creating opportunities for residents, especially workers who have lost their jobs, is the focus of the “Worker Economic Opportunity Program.” In their recent report, “Preparing Latinx Workers for Success” UnidosUS argues the continuously evolving COVID economy will require that Affiliates rely on local employers to get accurate labor market data. As such, Affiliates such as Centro Campesino will need to stay in close contact with their employer partners, so they are aware of changes and can quickly pivot their program models to meet the hiring needs of their employer partners. Further, Affiliates should prepare to train and upskill community members so when hiring does pick up, these individuals are well positioned to access those jobs. The UnidosUS report also recommends Affiliates should consider the emphasis employers have placed on soft skills and digital literacy skills, job readiness, and industry specific training. A good local example of preparing and training workers for better paying jobs is the collaboration between Miami-Dade College and the Lennar Foundation. The Homestead Campus of MDC hosted the 10-week certificate program in August 2019. The program offered of classroom instruction and hands-on training for entry level construction jobs. The Action Plan provides an opportunity to accomplish the multiple goals of affordable housing delivery, workforce training, and new job creation. Examples of blended housing and community economic development programs will include: A local worker job connection program that matches the skills of residents with the needs of its local business network; A skilled trade contractor on-site job training, mentorship and licensing and certification assistance program to expand the pool of local skilled trades contractors;
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Housing incentives to entrepreneurs and business owners who create a minimum of three new full-time jobs that pay salaries above the median income;
Incentivize a strong local preference for hiring local residents and businesses as part of all public expenditures; and Work with local institutions to build and grow long-term individual educational savings and financing for college-level education, including Children’s Education Savings Accounts.
Affordable Housing New Technology Construction Program New technologies and products will reduce the cost of affordable housing construction. New manufacturing technologies including modular construction, factory-built construction, green building standards and products, autonomous and robotic machine tools all provide small business and technical training opportunities. “Affordable Housing New Technology Construction Program” will be a collaboration among South Miami-Dade County and the Upper Keys’ economic development organizations, private and nonprofit builders, areas colleges and universities, and workforce development agencies. The program would create a network of accelerators offering shared manufacturing technologies and worker apprenticeship programs.
L.A. is embracing multi-family prefab construction. Shown: Steinberg Hart’s 1601 N. Las Palmas project, a modular apartment block. Source: Steinberg Hart
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Strategy #5
– Expand Funding Sources & Community-Based Partnerships
Program Initiative South Miami-Dade County and Upper Keys Affordable Housing Partnership The scope and scale of housing distress in South Miami-Dade County and the Upper Keys cannot be overstated. The urgency of these issues pre-COVID has been magnified by the economic and community impacts of the pandemic with little relief anticipated both short- and long-term. The implementation of the Affordable Housing Strategic Plan must be a community-wide initiative and supported by local stakeholders including local governments, nonprofit organizations, local businesses, and major institutions. These stakeholder groups must come together to create and support a communitybased partnership with the sole mission of implementing the Affordable Housing Strategic Plan.
South Miami-Dade - Upper Keys Community Investment Fund The Action Plan cannot be fully implemented without the financial support of a dedicated and sustainable community investment fund. The fund is necessary to support the many affordable housing and community economic development strategies incorporated in the Action Plan. The development of a “South Miami-Dade – Upper Keys Community Investment Fund” will be the initial task of the Affordable Housing Partnership. The South Miami-Dade Community Investment Fund will be seeded through contributions from corporations, foundations, and philanthropists. The fund will be capitalized through contributions from the same sources leveraging federal, state and local affordable housing funding including the CDBG, HOME, SHIP, and Surtax Programs.
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Source: Shutterstock
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Strategy #6
– Affirmatively Further Fair Housing: Advocacy & Enforcement
Program Background The Affirmatively Furthering Fair Housing (AFFH) Rule, instituted under the Obama administration as part of the 1968 Fair Housing Act, was used to fight housing discrimination by changing what local governments must do to receive HUD federal funding. The rule required localities to analyze housing discrimination and segregation and develop plans to address these issues. On September 8, 2020, HUD dialed back the requirements for state and local governments to abide by the AFFH and replaced it with a new rule named “Preserving Community and Neighborhood Choice.” Unlike AFFH, which required localities to work proactively to make them more equitable and accountable and make point enforceable, the new rule more broadly defines fair housing including the definition of “affirmatively furthering fair housing.” The new rule has changed AFFH to mean “any action rationally related to promoting any of the above attributes of fair housing.” Rather than provide a detailed plan, municipalities are able to decide for themselves that housing is following those rules.
26 Source: santamonica.gov 6th Grader Deven Scanlin
Fair Housing Advocacy & Enforcement Program Fair housing is a long-standing issue in the State of Florida and South Miami-Dade County. The “Fair Housing Advocacy & Enforcement Program” will bring together affordable housing providers and advocates, including Centro Campesino and Legal Services of Greater Miami, to affirmatively challenge, eradicate and remediate discriminatory policies and practices, and provide resources and tools to ensure that discrimination does not persist. The program will provide the following services: Assist tenants in reporting housing discrimination; Mediate and resolve COVID-related eviction proceedings; Referral to and assistance with the administrative fair housing complaint processes of the U.S. Department of Housing and Urban Development and State of Florida; Attendance at meetings and gatherings to represent and promote fair housing expertise and best practices; and Review of advertising and marketing materials, policies and other documents to identify potential fair housing issues and offer corrective solutions. While advocacy and education alone have not been enough to end housing discrimination, enforcement activities continue to serve as the greatest tool to ensure compliance with fair housing laws and equal housing opportunity. As such, the program’s enforcement-oriented activities will assist tenants, homebuyers and other home seekers in investigation and resolution of complaints of illegal housing discriminations through the use of comparison testing, cooperation with enforcement agencies and litigation.
TÚ ELIGES
DÓNDE
VIVIR
NO PERMITAS QUE TE DIGAN LO CONTRARIO. Encontramos la vivienda de nuestros sueños p ero el a gente inmobiliario dijo que pen saba que estaríamos más cómodos en un vecindario diferente. Pero s é que es i legal encasillar a posibles c ompradores d e viviendas en c iertos vecindarios p or m otivos de r aza o nacionalidad. Reporta el Como hicimos nosotros.
ESCANEAR AQUÍ PARA MÁS INFORMACIÓN
Visita hud.gov/fairhousing o llama a la línea directa de HUD
1-800-669-9777(English/Español)1-800-927-9275(TTY)
La Equidad de Vivienda es Tu Derecho. Úsalo.
Un mensaje de se rvicio público del Dep artamento de Vivienda y Desar rollo Urbano de los E stados Unidos en asociación nzacon Nacional la Ali ade Equidad de Vivienda. La Le y Federal de Equidad de Vivienda prohíbe la discriminación por motivos de raza, color, religión, nacionalidad, sexo, situación scapacidad. familiar o di Para más información, visita www.hud.gov/fairhousing.
27 Source: hud.gov
Strategy #7
– Action Plan Performance Metrics
Program The success of the Action Plan will require commitments from key collaborators and stakeholders including local and state government, non-profit agencies, non-profit developers, local lenders, institutions of health and learning, and philanthropists. These collaborators and stakeholders will help constitute the “South Miami-Dade County and Upper Keys Affordable Housing Partnership” but must also be directly involved with the implementation of the Action Plan’s strategies and programs. The Action Plan must also provide proper staffing, accountability, and performance metrics. As such, the initial role of the South Miami-Dade County and Upper Keys Affordable Housing Partnership will be twofold: 1) designation of a “leadership committee” to oversee the start-up of the Action Plan and convene meetings with elected county officials, and 2) design an “oversight” structure with reporting requirement for the duration of the Action Plan. The leadership committee will seek to gain approval of the Action Plan by Miami-Dade and Monroe County Commissions. The approval will include requests for program funding and staffing. The Action Plan’s oversight structure and reporting will include a performance management element to operate within the framework of the Municipal Scorecard for Affordable Housing Delivery© (MS-AHD) Model. The MS-AHD model was developed by the FIU Metropolitan Center to provide a systematic and comprehensive performance evaluation of affordable housing initiatives at the local level. The expectation is that for local governments to address the urgency, complexities and long-term commitment to affordable housing issues, there needs to be a systematic, comprehensive, and performance-based approach in place. The Action Plan contains short-term, long-term, and on-going program strategies. Performance metrics must accompany each strategy so that the plan can measure the progress of each strategy and its specific programs and initiatives. The metrics will provide a quantitative baseline for plan oversight, accountability, and adjustments through the course of the 5-year timeline for implementation and beyond. The MS-AHD’s approach is linked to a set of objectives (processes) and measures to evaluate performance (outcomes). The initial application of the model identifies and maps the lead indicators (processes) and guideposts to determine the extent to which the Action Plan has set in place the delivery capacity to successfully implement each strategy and program. The next step in the implementation of the model is the incorporation of “lag indicators” which focus on “results” at the end of a specified time periods. While the aforementioned lead indicators identify the “how” and “why” of program performance
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in terms of affordable housing delivery, lag indicators will quantify the actual number of affordable housing units produced or preserved as a result of implementing the Action Plan. The MS-AHD model consists of four (4) interrelated and mutually supportive affordable housing delivery “process criteria.” The four processes provide the basis of a systematic and comprehensive affordable housing delivery system. Together these processes provide the essential leadership, planning and management, dedicated funding, and on-going institutional capacity-building to enable the successful development and implementation of the Action Plan:
Organization and Management Process Organizational and professional management capacity are important requisites for the effective planning and implementation of the Action Plan as effective policy and professional management are inseparable in an effective affordable housing delivery system. Clear policy direction will include a commitment to professional management capacity and resources. This will require a commitment by Centro Campesino and the proposed “South Miami-Dade County and Upper Keys Affordable Housing Partnership” to build and maintain the requisite level of organizational capacity.
Planning and Land Use Process Effective planning and land use will need to augment the implementation of the Action Plan. Planning will inform policy and recommend appropriate land use and regulatory changes to promote affordable housing development opportunities. The MS-AHD model will determine the extent to which planning is a vehicle for informing affordable housing policy decisions and a means for implementing affordable policy strategies and programs. An effective planning and land use process for affordable housing delivery will also integrate affordable housing with related planning initiatives involving economic development, transportation, and workforce development.
Dedicated Funding Process The MS-AHD model includes a process for developing and sustaining a local, dedicated funding source for affordable housing. Affordable housing policies and strategies must be supported by a long-term dedicated funding stream. A local dedicated funding source shows commitment and an assurance that planned affordable housing opportunities are realized. The proposed “South Miami-Dade-Upper Keys Community Investment Fund” will provide the necessary capital growth mechanism and dedicated funding source to advance the implementation of the Action Plan. Source: InfoTOUCH
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Institution Building Process Institution building is seen as an important long-term process for addressing the affordable housing needs of South Miami-Dade County and the Upper Keys. Sustainable affordable housing strategies and programs will include on-going institutional capacity-building among Centro Campesino, local governments, businesses, lenders, philanthropy, and community-based organization (CBOs). An institution-building process for the Action Plan will include creation of the proposed “South Miami-Dade County and Upper Keys Affordable Housing Partnership” and development of the “South Miami-Dade-Upper Keys Community Investment Fund” during the initial year of the Action Plan and beyond.
Municipal Scorecard for Affordable Housing Delivery© (MS-AHD)
ORGANIZATION & MANAGEMENT
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INSTITUTION BUILDING
THE MUNICIPAL 4
SCORECARD FOR AFFORDABLE HOUSING DELIVERY 3
FUNDING
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PLANNING & LAND USE
Timetable: The Critical First Year
AFFORDABLE HOUSING ACTION PLAN: THE CRITICAL TIMELINE J F M A M J J A S O N D STRATEGY: Expand Funding Sources & Community-Based Partnerships
Launch Targeted Renter Assistance Program & Enhanced Community Stabilization Program
Launch Safe Housing Assistance Program & Purchase/Rehabilitation Program
STRATEGY: Advance Community Economic Development Practice as a COVID-19 Response
Launch Fair Housing Advocacy & Enforcement Program
STRATEGY: Action Plan Performance Metrics
Steinberg Hart’s 1601 N. Las Palmas project, a modular apartment block. Source: Steinberg Hart
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