AHAC Agenda 06/06/2022Collier County
Affordable Housing Advisory Committee (AHAC)
AGENDA
June 6th, 2022, 8:30 A.M.
3303 Tamiami Trail East (Human Resources -Building B)
Human Resources Training Room
AHAC COMMITTEE MEMBERS
Joe Trachtenberg, Chair
Commissioner Rick LoCastro, Member
Steve Hruby, Vice Chair
Jennifer Mitchell, Member
Mary Waller, Member
Jessica Brinkert, Member
Litha Berger, Member
Janet Miller, Member
John Harney, Member
Paul Shea, Member
Gary Hains, Member
COLLIER COUNTY STAFF
Kristi Sonntag, Director, Community and Human Services
Jacob LaRow, Manager, Housing, Grant Development, & Operations, CHS
Barbetta Hutchinson, Operations Coordinator, CHS
Julie Chardon, Operations Coordinator, CHS
NOTICE: ALL PERSONS WISHING TO SPEAK ON ANY AGENDA ITEM MUST REGISTER PRIOR TO SPEAKING.
ALL REGISTERED SPEAKERS WILL RECEIVE UP TO THREE (3) MINUTES UNLESS THE TIME IS ADJUSTED BY
THE CHAIRMAN. DURING COMMITTEE DISCUSSION, COMMITTEE MEMBERS MAY ASK DIRECT QUESTIONS
TO INDIVIDUALS. PLEASE WAIT TO BE RECOGNIZED BY THE CHAIRMAN AND STATE YOUR NAME AND
AFFILIATION FOR THE RECORD BEFORE COMMENTING.
IF YOU ARE A PERSON WITH A DISABILITY WHO NEEDS ACCOMMODATION IN ORDER TO PARTICIPATE
IN THIS MEETING, YOU ARE ENTITLED, AT NO COST TO YOU, THE PROVISION OF CERTAIN ASSISTANCE.
PLEASE CONTACT THE COLLIER COUNTY FACILITIES MANAGEMENT DEPARTMENT. ASSISTED LISTENING
DEVICES FOR THE HEARING IMPAIRED ARE AVAILABLE IN THE COUNTY COMMISSIONER'S OFFICE.
1. CALL TO ORDER & PLEDGE OF ALLEGIANCE
2. ROLL CALL OF COMMITTEE MEMBERS AND STAFF
3. APPROVAL OF AGENDA AND MINUTES
a. Approval of today's agenda
b. Approval of May 4, 2022, AHAC meeting minutes
4. INFORMATIONAL ITEMS AND PRESENTATION
a. Ashon Nesbit - Florida Housing Finance Corporation (presentation @
8:30)
b. Conservation Collier
5. PUBLIC COMMENT
a. Persons wishing to speak must register prior to
speaking. All registered speakers will receive up to
three (3) minutes unless the time is adjusted by the
Chairman.
6. DISCUSSION ITEMS
a. Mayor Demings Housing for All Action Plan
b. Collier Community Land Trust- Housing Trust Fund Award
7. STAFF AND COMMITTEE GENERAL COMMUNICATIONS
a. Long Range Planning- Incentive Strategy
b. Rental Ordinance
C. Building Blocks Fund
d. Future Agenda Items/Topics
8. ADJOURN
9. NEXT AHAC MEETING DATE: July 11th 2022, 8:30 A.M.
MINUTES OF
THE COLLIER COUNTY
AFFORDABLE HOUSING ADVISORY COMMITTEE
May 2, 2022
8:30 A.M.
Naples, Florida
LET IT BE REMEMBERED that the Collier County Affordable Housing Advisory Committee met on this
date at 8:30 A.M. in a WORKING SESSION in the Human Resources Conference Room in Naples, Florida,
with the following Members present:
Present: Mary Waller
Steve Hruby —Vice Chair
Joe Trachtenberg - Chair
Litha Berger
Jennifer Mitchell
Rick LoCastro
Gary Hains
Janet Miller by ZOOM
Jessica Brinkert
Paul Shea
Excused: John Harney
Unexcused:
ALSO PRESENT: Kristi Sonntag, Director - CHS
Jacob LaRow, Manger Housing & Grant Development - CHS
Hilary Halford, Sr. Housing & Grants Coordinator — CHS
Lisa Carr, Sr. Grants Coordinator - CHS
Barbetta Hutchinson, Operations Coordinator - CHS
Julie Chardon, Operations Coordinator, CHS
OTHERS PRESENT: Katerina Pelic, Clerk's Office; Michael Puchalla, HELP; Elizabeth Radi; Susan Golden;
Ashley Jones, Salvation Army; Janet Huffman, LWVCC; Joe Hiles; Lisa Loren, Salvation Army; Adel
Buntsman, IFLIA; Betty Schwartz, LWV; Jen Walker, GNC; Michele McLeod, Candidate for Commissioner;
Janet Heffen, LWV; Johnmichael Fernandez, SWFL Apt. Assoc.; Dale Mullin, Wounded Warriors
1. CALL TO ORDER
Joe Trachtenberg called the meeting to order at 8:31 a.m. He read the procedures to be followed and
Steve Hruby led in the pledge to the flag.
2. ROLL CALL —COMMITTEE MEMBERS AND STAFF
There were 10 active members present when the meeting started, therefore a quorum was
established.
Ted Blankenship from the City of Naples will be attending AHAC meetings as a non -voting member.
He will apply for a full-time seat in October when vacancies arise.
3. APPROVAL OF AGENDA AND MINUTES
a. Mary Waller made a motion to approve the agenda. The motion was seconded by Litha
Berger. The motion passed by a vote of 10-0.
b. A motion was made by Mary Waller to approve the minutes from the meeting of March 7,
2022, and was seconded by Litha Berger. The motion was passed with a vote of 10-0.
4. INFORMATIONAL ITEMS
a. Johnmichael Fernandez from the SWFL Apartment Association talked to the group about
rising rental costs and how that regulatory costs, inflation and supply and demand and
increasing operating costs are driving increases. He said that he represents 800,000
apartment homes in his group. He passed out a handout regarding a rent increase
ordinance in Collier County. Janet Miller asked if he could provide the trend showing
rising operating costs. Gary Hains told the group that the cost of building additional units
in existing complexes such as Milano Lakes has gone up substantially since the first group
was opened.
b. Apartment Survey— We surveyed 64 properties which includes 3 new properties which
increased the available apartments by over 600. Since there were so many new
properties opened, there are currently 516 vacancies throughout the county. Once
again, rent limits were increased in many of the apartments. Grants compliance recently
went to Allura to do a monitoring to find out if the apartments that are held for essential
workers is being maintained. The unit found no findings in their audit. They will be going
to Milano Lakes in two weeks to monitor them as well
c. 2022 Collier County Rent & Income Limits —Annually, usually in April, rent and income
limits are updated for our programs (such as Section 8). This year area median income
has gone from $84,300 to $98,600, which is up 17% over the previous year.
Kristi Sonntag gave the group a recap of our current programs and how we are doing in
expending the federal and state dollars. In the ERA program we originally had $11 million,
have spent a total of $5 million and currently have a monthly expenditure to pay
landlords of $500,000. We also have $3 million in ESG-CV; $7.5 million in rental &
mortgage assistance; $9 million is ERA & ARP that must be spent by 2025. 700 people
started to apply, but never finished and we have sent hundreds of a -mails asking the
applicants that did fill out the application for missing documentation. We are paying
rents or mortgages to 500 plus individuals every month. Greater Naples Leadership has
volunteered to spread the word of our programs throughout the community.
5. PUBLIC COMMENT
Elizabeth Radi, representing the Collier County Tenant Union, told the group that she sent out
Facebook questionnaire. She said people said that they have been receiving eviction notices, homes are
being sold and they are given 10-14 days to leave, landlords are tired of sending duplicate paperwork to
the rental program. She feels that people need at least 60 days notice for the sale or eviction so they
can better figure out what they are going to do.
Dale Mullin, representing Wounded Warriors of Collier County spoke to the group regarding homeless
veterans. He said approximately 90 homeless persons living in Collier County are homeless. He told the
group that his organization has built 3 homes in 3 years to assist veterans and housed 15 veterans.
Community outreach programs are being held regularly. They will be applying for funding whenever
they can.
6. DISCUSSION ITEMS
a. The Role of AHAC — Jake La Row contacted Ashon Nesbitt from the Florida Housing Coalition
in regard to doing a presentation to the group. He will be making a presentation at the
meeting in June called, "What is AHAC?" Jake told the group that the AHAC was established
to approve the LHAP that goes to the state. Our AHAC envisions playing a much more active
role in advising the BCC regarding issues about affordable housing. It was suggested that
group compile a list of duties that they think they should do to be presented to the BCC.
Mary Waller said we should ask the BCC what they want us to do instead. The group asked
Jake to send them copies of the ordinances and resolutions governing the AHAC and the
land trust.
b. The Role of Staff — Staff provides the publication of all meetings, provides published minutes
from every meeting, puts the agenda and back-up material on the webpage and sends out
information to all members before the meeting date.
c. Steve Hruby said that this is the first time since the ULI he felt like there was political
interest in affordable housing.
7. STAFF AND GENERAL COMMUNICATIONS
a. LHAP Update —The LHAP was approved by the AHAC on April 4' , approved by the City of
Naples on April 13 and by the Board of County Commissioners on April 26, 2022. Jacob LaRow
submitted the LHAP to the State of Florida on April 30, and approved May 1. There were some
changes requested by the Florida Housing Finance Corporation made by staff after AHAC and
City of Naples had approved. That version approved by the Board of Collier Commissioners and
Florida has been provided to the City of Naples for review and approval. Jacob LaRow indicated
most of the changes were immaterial, but there was one change that reduced the Disaster relief
award of $25,000 to $20,000 due the State viewing the award amount to be a loan, not a grant,
b. On May 10th we will be asking for money to perform a Nexus study, evaluating the availability of
county -owned land and talking about funding the trust fund.
c. The vote to put through the rental ordinance was 3-2. It will be read for the first time on May
10th
There is a possibility of a general forum for the second or third week in January. The
management of NCH said they would be happy to host the meeting at Talford Auditorium. The
Chamber, School District, League of Women Voters, City of Naples and County Staff would be
invited to participate.
8. ADJOURN
There being no further business for the good of the County, Steve Hruby motioned to adjourn the meeting.
Jennifer Mitchell seconded the motion. The vote was 10-0 to adjourn at 11:08 a.m.
NEXT MEETING: THE NEXT REGULARLY SCHEDULED MEETING WILL BE HELD ON THE FIRST MONDAY ON JUNE 6, 2022,
AT 8:30 A.M.
Location: Training Room located in Building B, 3303 Tamiami Trail East, Naples, Florida
COLLIER COUNTY AFFORDABLE HOUSING ADVISORY
COMMITTEE
Joe Trachtenberg, Chairman
The foregoing Minutes were approved by Committee Chair on 2022, "as
submitted" [_] OR "as amended" [_].
CONSERVANCY
of Southwest Florida
OUR WATER, LAND, WILDLIFE, FUTURE.
Protecting Southwest Florida's unique natural environment and quality of life ... now and forever.
RLSA's Towns and Villages will worsen Collier County's
Affordable Housing Crisis. Changes are needed now.
What is the RLSA?
The Rural Lands Stewardship Area
(RLSA) is a 300 square mile planning
area within eastern Collier County.
The RLSA is located north of I-75, east
of Golden Gate Estates (excluding
Immokalee) and extends several
miles past State Road 29 to the
Hendry County line.
The RLSA program prohibits typical
suburban development plans found
within the urban coastal areas.
Instead, RLSA developments must be
in the form of towns, villages, or
compact rural developments (CRDs).
The Town of Ave Maria was the first
approved development in the RLSA,
but recently four villages were
approved (Rivergrass, Longwater,
Bellmar, and Skysail - f.k.a. Hyde
Park). There are two more pending
town and village applications within
the RLSA: Brightshore Village and the
Town of Big Cypress.
Date enrzozz
The RLSA allows up to 45,000 acres o 1 z a 6 s
for town, village, and CRD Miles
development. Forty-five thousand acres is the approximate geographic size of Washington DC or
two Fort Lauderdales.
There are several reasons why it is important to ensure affordable housing units are
provided within towns and villages:
1. Towns and Villages are large-scale mixed -use developments.
- Towns are between 1,500 to 5,000 acres and include a multitude of uses such as retail,
office, civic (police, fire, EMS, library, etc.), light industrial, manufacturing, group
housing, lodging, parks, schools, other goods and services.
- Villages are between 300 to 1,500 acres and include a multitude of uses such as retail,
office, civic (police, fire, EMS, library, etc.), group housing, lodging, parks, schools, and
other goods and services.
2. Towns and Villages have requirements that differ from other planning areas, including the
requirement of self-sufficiency.
- According to Policy 4.2, "the Overlay requires SRAs [towns, villages, CRDs] to be compact,
mixed -use and self-sufficient in the provision of services, facilities and infrastructure...
3. Town and Village development is already at the County's doorstep.
- There are approved and pending applications for 5 Villages, 2 Towns. Also, Immokalee
Road Rural Village (IRRV) is another pending application for a village just outside of the
RLSA, in the Rural Fringe Mixed Use District (RFMUD) planning area.'
- The population of the approved and pending towns and villages (including IRRV) will be
approx. 75,845, which includes workers.z This is more than 3 times the population of the
City of Naples.3
- There will be 5,474 workers for the approved and pending towns and villages
(Including IRRV, but excluding Ave Maria as we do not have that data).
- Build -out dates are around the corner for four approved villages: 10-12 years.4
4. Traffic impacts will be great. Without affordable housing, traffic congestion will worsen:
- 145,000 daily vehicle trips just from villages.5 (While these trips include both workers
and residents not employed in the villages, a significant number of trips will be from
workers).
- If RLSA (and IRRV) workers cannot find affordable housing, they will have to commute
from other areas, worsening the county's traffic congestion issues.
Why will the recently approved and pending villages and towns worsen Collier
County's affordable housing crisis? Because of the following reasons:6
1. No affordable housing units are required in gn
X of the recently approved and pending town
and village developer commitments.? (This excludes the Town of Ave Maria, which was
approved in 2005, and did provide affordable housing).
- Because the RLSA has no requirement to provide the units, RLSA's workers will
compete for affordable housing outside the RLSA and alongside other workers in Collier
County.
2. The RLSA program was amended in 2021, after approvals of the four villages, but before
Collier County's affordable housing crisis reached the current level of severity. Ironically,
the RLSA's affordable housing policy (4.7.5) does not require affordable housing units for
1 Approved: Skysail (fka Hyde Park), Rivergrass Village, Longwater Village, Bellmar Village and Town of Ave Maria. Pending: Brightshore
Village, Town of Big Cypress (Add town core and combine Rivergrass, Longwater, Bellmar), and Immokalee Road Rural Village (in
RFMUD planning area)
2 Developer's Economic Assessments provide seasonal and employment population estimates: Town of Big Cypress = 23,644 (4,316
employment); Hyde Park = 4,468 (107 employees); IRRV 9,840 (770 employees); Brightshore Village = 4,893 (281 employees); Town of
Ave Maria's population = 33,000 from Metro Forecasting.
3 City of Naples population 2021- 22,265 U.S. Census
4 Hyde Park, Rivergrass, Longwater, and Bellmar SRA documents. (Build -out dates for IRRV and Town of Big Cypress 18-20 years)
5 Approximately,145,000 daily external vehicle trips from Rivergrass, Longwater, Bellmar, Skysail, IRRV, and Brightshore. Sources:
Developers Traffic Impact Statements. Traffic totals are based on Net External Daily Two-way traffic); IRRV = 34,326; Longwater =
24,919; Bellmar = 26,232; Rivergrass = 23,929, Skysail = 16,701; Brightshore Village = 19,204
6 We are excluding the Town of Ave Maria from this analysis, as the developer for Ave Maria has provided ample affordable housing.
I What affordable housing provision did the other developers commit to?: Rivergrass: $500K down payment assistance fund. Developer
recommended $25K per purchaser, which would only help 20 people. Furthermore, housing staff stated that the fund was an "on -the -fly
commitment" and Essential Services Personnel likely still would not be able to afford their prices. Town of Big Cypress: Developer
"reserves" two parcels for either Collier County for Collier County (taxpayers) or another entity to purchase the sites from them at
$22,500/acre and Collier County or other entity to provide units. Longwater and Bellmar: Developer has choice to price 15% of units at
140% of AMI Q "reserve" land for Collier County (taxpayers) or another entity to provide units. S sail: No affordable housing
provisions at all - starting prices over $500K. IRRV: Although outside the RLSA, we included since IRRV is a large village. There are no
affordable housing provisions provided within the pending developer commitments. Brightshore Village: Pending SRA document states
that developer has choice to price 170 of 2400 units at 140% of AMI or "reserve" land for affordable housing. The document does not
state who will provide the units, but it will be Collier County (taxpayer) or other entity to provide units. See Footnote 2 for number of
workers in recently approved and pending developments.
any Luture RLSA development to be built by the landowner/developer. Rather, if affordable
housing units are committed to in the development approval, the new RLSA language
commits taxpayers (or a non -governmental entity) to subsidize some or all of the units.
Below is that language:
Policy 4.7^5
To address the accommodation of Affordable Housing in a Town or Village, the SRA applicant
shall utilize one of the followin options:
1) Affordable Housing Land Reservation
a) Reservation of one or more sites within the SRA or within a proximal SRA in the RLSAO
with densities and development standards that accommodate Affordable Housing
residential uses at a minimum density of 10 units per acre for acQuIsition by either Collier
_County, a Community Land Trust, a private developer or any other affordable housing
provider.
b) The aggregate acres - a of such sites shall bee ual to or reater than 2.5% of the gross
area of the SRA.
c) The acreacie of land reserved for Affordable Housing will be considered as a Public Benefit
Use and not require the consumption of Stewardship Credits but shall be included in the
calculation of total SRA acreage.
d) The Countyshall verifythe sites is/are appropriate and a rove the sites at time of
SRA approval subiect to standards to be established in the LDC.
e) Affordable Housing units shall be excluded from the Traffic Impact Statement or trip cap
for the SRA in which they are located.
2) Alternatives proposed by the SRA Applicant
a) While compliance with the Land Reservation described above shall be deemed to satin
affordable housing requirements, other options may be proposed by the SRA applicant
and approved by the Board of County Commissioners to address housing affordabilil
issues in the subject SRA.
3) The grocess and procedures to implement this policy, including a definition to be used to
determine "proximal SRA" and specific guidelines and standards in those instances in which
alternative options rray be proposed, shall be set forth in the Rural Lands Stewardship Area
Overlay Zoning District
There are numerous issues with the adopted language. including:
- As previously mentioned, there is no requirement for anyone to provide any affordable
housing units.
- There is no time line for providing any units.
- The language asserts that impacts from private development will be addressed through
taxpayer subsidies if no non -governmental entity steps up to take on the responsibility
of providing affordable housing, even though towns and villages are required to be "self-
sufficient in the provision of services, facilities, and infrastructure"
Although it is too late to change the affordable housing rules for the approved and
pending towns and villages, why are we asking the rules to be changed now?
1. In addition to pending and approved applications, there could be 36 or more villages, or 12
or more towns,$ all of which will need affordable housing.
2. The approximate RLSA build -out population is 300,000 people. This means there will be a
lot of workers in need of housing that they can afford.9
'Approximately 9,000 acres of SRAs have been approved to date. The RLSA's rules cap SRA development at 45,000 acres, so 36,000 more
acres could be developed as SRAs. This could be in the form of 36 more villages, at 1,000 acres each, or 12 more towns at 3,000 acres
each, or even more if the towns and villages are smaller.
9 Florida's Office of Economic and Demographic Research states that Collier County has 2.35 person's per household
(httl2://edr.state.fl.us/content/area-profiles/county/collier.pd0 Estimate: 45,000 acres x 2.7 du x 2.35 person's per household =
Why should RLSA landowner -developers be responsible for providing affordable
housing, and not taxpayers?
1. We do not believe that impacts created by Drivate development should be addressed
through taxpayer subsidiesespecially since towns and villages are required to be "self-
sufficient in the provision ofservices, facilities, and infrastructure"
2. The RLSA provides great economic benefits for landowner -developers. Under the RLSA
program, landowners are allowed 20 times greater density than baseline zoning. This
greater density, equates to more profits. Even before the recent drastic rise in real estate
values, the economic assessments from 2019-2020, showed that just the four approved
villages will account for over $2.9 billion worth of real estate.10
3. The RLSA affords huge cost savings to landowner -developers. As example, far fewer roads
are needed to connect town and village development than ranchette-style development
(baseline zoning). The developer for Golden Gate Estates built 813 miles of roads, while
EPCO's road map shows they would need 200 miles of new and expanded roads to
accommodate their 45,000-acre town and village development plan, with most of these
road projects being a County obligation."
4. Taxpayer subsidies would go to a small group of very wealthy_ powerful landowners
(ECPO),12 who have plans to develop all 45,000 acres.13
5. For those who support limited government - if this law is not overturned this will increase
government involvement in private industry.
What do we recommend? We have two solutions:
Solution #1: Collier County Board of Commissioners could impose impact fees in
RLSA for affordable housing, or:
Solution #2: The Board of County Commissioners could adopt language, for all
future towns and villages, as previously recommended by staff in their March 9,
2020 RLSA Amendments, which includes the following language:14
For towns:
A frill ranee of housing shall include Affordable Housing. as defined in the LDC_ needed to support the
mix of uses and employee income levels based on the jobs created in the Town. A rnininuun of fifteen
percent (15%) of the residential units included in a Town shall be Affordable Housing. with at least 50%
of the affordable mmits provided at less than 80% of Area Median Income. The provision of Affordable
Housing shall be considered a Public Benefit use and therefore shall not require the consumption of
Stewardship Credits for the acreage required to support the affordable housing neighborhood according to
the following schedule: Veil -low and Low Income units — 100% reduction. Moderate Income tunts —
5O% reduction, Gap Income touts = 25% reduction. A housing analysis shall be submitted at the time of
application.
285,525. There is another 40,000 acres that could be developed as one home per 5 acres = 40,000 x .2 du x 2.35 person's per household
= 18,800 additional people.
10 Economic Assessments from all four villages (Rivergrass, Longwater, Bellmar, Hyde Park), estimated real property tax base of $2.9
Billion (Figure is from tax base, sales prices will be higher).
11 Golden Gate Area Master Plan Restudy White Paper states that the developer had to build 813 miles of roads to connect homes within
Golden Gate Estates. WilsonMiller's 2008 Conceptual Roadway map for Eastern Collier Property Owners shows proposed road projects
equating to 200 miles of new and widened roads.
12 ECPO is short for Eastern Collier Property Owners. Twelve RLSA landowners belong to ECPO. Naples Daily News stated that the
Collier family's net worth over $2.3 billion. Two of ECPO's members - Barron Collier Companies and Collier Enterprises, are from the
Collier Family. https://archive.naplesnews.com/news/local/two-florida-families-among-countrys-largest-landowners-according-to-
forbes-ep-1180957541-337552181.html/
11 Stantec Consulting Services Inc. (2018) Eastern Collier Multiple Species Habitat Conservation Plan. Prepared for Eastern Collier
Property Owners, LLC.
14 Collier County Draft Rural Lands Stewardship Overlay Proposed Amendments, March 9, 2020, p 20
For villages:
f
(15%) of the residential units included in a Village shall be Affordable Housing, with at least 50% of the
affordable units provided at less than 80% of Area Median Income. The provision of Affordable Housing
shall be considered a Public Benefit use and therefore shall not require the consumption of Stewardship
Credits for the acreage required to support the affordable housing neighborhood according to the
following schedule: Very -low and Low Income units = 100% reduction, Moderate Income units = 50%
,ro.l—+;-- 11— Te,. --- ene,;+� — 7So/ ro.l—t;— A T-11 by —ha,,;+to.1 .a+ +I,- +;e„o —ff
application.
Furthermore, the above language would ensure that the number of New Affordable Housing Units
Needed does not grow, due to RLSA development. ---,
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Is it possible for the Board of County Commissioners to amend the RLSA to require
that towns and villages include affordable housing units as part of their approval?
1. Yes. the RLSA can be amended at the discretion of the Board of Countv Commissioners.
2. The County Attorney stated that the Board could require affordable housing units, under
the RLSA policy which states towns and villages must "offer a range of housing types and
price levels to accommodate diverse ages and incomes. "15 Here is what was stated at the
October 3, 2019 Planning Commission hearing for Rivergrass Village:
- ATTORNEY FOR DEVELOPER: "But we don't have an obligation to provide
affordable housing, and the code is clear. The only time we have to do affordable
housing is if we try to do a density bonus above four units per acre."
- COLLIER COUNTY ATTORNEY: "And just for the record, I'm not entirely sure that
1 agree with the issue being raised with affordable housing. It does require
diversity. The Board of County Commissioners could very easily rule that diversity
means different types of housing, including affordable, not just, well, single-
family, multifamily type of housing. So that -- ultimately, that will be an issue
for the Board of County Commissioners whether or not it's required to put in
affordable housing" (Emphasis added)
In conclusion, without immediate changes to the RLSA's affordable housing rules, the county's
affordable housing crisis will get worse. We offer our recommendations to you and the BCC with
1s Collier County Land Development Code 4.08.07.J.2.a.iii and 4.08.07.J.3.a.iv
the hope that you will pursue this policy change as a meaningful step in the right direction to
address housing affordability in Collier County. Amending the RLSA policies will ensure affordable
housing for the RLSA, at the expense of the developer not the taxpayer.
9Orange County
= n •�• HOUSING FOR ALL
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An N PLAN
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NOVEMBER 2019
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CONTENTS
1 LETTER
2 HOUSING FOR ALL TASK
FORCE MEMBERS
3 1 EXECUTIVE SUMMARY
4 ' INTRODUCTION
5 ACTION PLAN
8 IMPLEMENTATION STEPS
14 CONCLUSION
16 `MOVING THE NEEDLE'
17 WHAT IS THE MISSING MIDDLE?
LETTER
Dear Housing for All Task Force Members:
I would like to thank you for your hard work and commitment to
address the affordable housing crisis in Orange County. This
initiative would not have been possible without the leadership of
Co -Chairs Allan Keen, and Terry Prather as well as the expertise
of our Subcommittee Chairs, Frankie Elliott, Paul Roldan, and
Dan Kirby. Since convening the Task Force in April, you have
demonstrated your passion for this community by participating
in over fifty meetings and examining the issue from multiple
perspectives in order to develop a housing roadmap for the
County's implementation.
Across the nation, communities are struggling with affordable
and accessible housing. With more than 110,000 households
cost -burdened in Orange County and average housing prices
at $290,000, we know that we do not have a lack of housing;
we have a lack of affordable housing. The Task Force was
structured to strategically promote a system that encourages
community engagement and provides practical and long-term
solutions to the crisis. The Action Plan provides the county
with recommendations that will create various housing types
through regulatory and policy changes, incorporates financial
mechanisms to increase the housing stock and develops an
accessibility and opportunity model which places housing near
transit, employment, and other centers of commerce.
Orange County cannot solve the problem alone. We will continue
to pursue public -private partnerships, as well as federal and state
funding to assist the county in addressing housing affordability.
As Orange County and the region continues to grow by 1,500
people each week, now is the time for strategic implementation
to support the growth and housing needs of our residents and
workforce. I am proud of the work outlined in the Housing for
All 10-Year Action Plan, and I firmly believe the strategies, tools,
and recommendations will assist in creating and preserving
approximately 30,300 housing units.
Thank you for your time and commitment as we work together
to make Orange County an affordable place to live.
HOUSING FOR ALL ACTION PLAN 11
HOUSING FOR ALL TASK FORCE MEMBERS
Co -Chairs
• Allan E. Keen, Owner and Founder, The Keewin Real Property Company and
Immediate Past Chairman, Board of Trustees, Rollins College
• Terry Prather, Chief Operating Officer, LIFT Orlando and Retired President of SeaWorld Orlando
Subcommittee Chairs
• Frankie Elliott, Vice President of Government Affairs, Orlando Regional REALTOR Association
• Dan Kirby, FAIA, FAICP, Principal, Jacobs
• Paul Roldan, Principal and CEO, Allgen Financial Advisors, Inc.
Members
• Lelia W. Allen, President,
Community -Ideas, LLC
• Oscar Anderson, Partner,
Southern Strategy Group
• Mark Brewer, President and
CEO, Central Florida Foundation
• Sam Choi, Emerging Technologies
and Renewables Manager,
Orlando Utilities Commission
• Frankie Elliott, Vice President
of Government Affairs, Orlando
Regional REALTOR Association
• Ignacio Esteban, CEO, Florida
Community Loan Fund
• Lynette Fields, Orange County
Representative, District 1
• Jacqueline Gomez-
Tejeda, Orange County
Representative District 4
• Kathy Hattaway, AICP, Planning
Group Leader, Poulos & Bennett
• Coy Jones, Director of Programs
SEIU — Florida Public Service Union
• Rachael Kobb, MPA, Government
Relations Manager, Orlando Health
• Rena Langley, Senior Vice
President of Public Affairs,
Walt Disney World Resort
• Tina Lee, Land Entitlement
Manager, Starlight Homes
• Amaris Leon, Orange County
Representative District 5
• Adela Marie Lopez, Orange
County Representative District 3
• Catherine McManus, President
and CEO, Habitat for Humanity
Greater Orlando & Osceola County
• Jill A. McReynolds, Executive
Director, HANDS of Central Florida
• Kelly Miller Levine, Real Estate
Professional and Residential
Contractor, LemonTree Realty;
Owner, Mikel Construction, LLC
• Lyndell Mims, Orange County
Representative District 6
• Gerard Moss, Orange County
Representative District 2
• Brock Nicholas, Division President
for Orlando, Lennar Homes
• Lydia Pisano, Real Estate
Agent, Coldwell Banker
• Ann Reinert, Vice President,
Market Leadership Team Program,
JPMorgan Chase & Co.
• Camille Reynolds, Executive
Director, Hannibal Square
Community Land Trust
• Rhonda Rhodes, vice
President of Human Resources,
Universal Orlando
• Kran Riley, Manager, Wayne
Densch Charities; 4th Vice
President for the Florida State
Conference of the NAACP
• Hernan Rivera, AIA, NCARB,
Associate Principal, Design
Architect, HuntonBrady Architects
• Candice Simmons, Vice President
and Community Relations Senior
Consultant, Wells Fargo
• Lee Steinhauer, Esq.,
Director of Government and
Legal Affairs, Greater Orlando
Builders Association
• Chip Tatum, CEO, Apartment
Association of Greater Orlando
• Beth Thibodaux, Regional
Director of Government
Relations, AdventHealth
Central Florida Division
• Rebecca "Becky" Wilson,
District Council Chair, Urban
Land Institute Central Florida
• Chia -Yuan Yu, Ph.D., Assistant
Professor at the Urban &
Regional Planning Program,
School of Public Administration,
University of Central Florida
• Scott Zimmerman,
President, AGPM, LLC
2 1 HOUSING FOR ALL ACTION PLAN
Housing for All 10-Year Action Plan
r.xecutive Summary
Mayor Jerry L. Demings' vision for the Housing
for All Task Force was to develop solutions for
the growing housing crisis, with the mission of
expanding housing options for Orange County
residents. To accomplish this, the Housing for All
Action Plan outlines high -priority tools and strategies
that address: 1) where in Orange County Housing for All
solutions should be incentivized; 2) what code barriers
should be eliminated to allow for new development of
diverse housing product types; and 3) how to establish
incentive criteria and develop partnerships to provide
more affordable and attainable housing units.
As a result of implementing the Plan's recommendations,
it is projected that 30,300 new housing units will be
produced in Orange County over the next ten years. These
additional units make up more than one-third of the 86,100
total units expected to be developed in the County by 2030.
The recommended tools and strategies will create a
variety of housing types, as well as preserve existing
units, to provide more Orange County residents with
options they can reasonably afford. The Action Plan
primarily focuses on housing that is either affordable
or attainable. Orange County defines affordable
housing units as those that serve households with
incomes between $26,000 and $83,000 (based on 2019
Area Median Income of 30-120% AMI). Attainable
housing, commonly known as "workforce housing,"
serves households with incomes between $83,000 and
$97,000 (120-140% AMI). By implementing the tools and
strategies of the Action Plan,11,000 affordable units
are projected to be created or preserved, and an additional
19,300 attainable units are projected to be created.
This Action Plan is a roadmap for Orange County to
address the housing crisis and provide alternatives
to the growing number of households that are cost
burdened. Upon approval by the Board of County
Commissioners, the following tools and associated
strategies will be implemented by 2021:
• Remove Regulatory Barriers and
Introduce New Policies
• Create New Financial Resources
• Target Areas of Access and Opportunity
• Engage the Community and Industry
The Housing for All Task Force was a collective
effort consisting of representatives from non-profit
organizations, major employers, local homebuilders,
real estate developer associations, community partners
and financial institutions. This ongoing collaboration
between the public and private sectors culminated in
the most comprehensive housing plan developed by
the County to date. Continued involvement from these
industries and groups, among others, is crucial to fully
realizing the mission and goals of the Action Plan.
HOUSING FOR ALL ACTION PLAN 13
INTRODUCTION
In April 2019, Mayor Jerry L. Demings launched
the Housing for All Task Force to prioritize short
and long-term solutions to address the housing
crisis in Orange County. His appointment of LIFT
Orlando Chief Operating Officer, Terry Prather, and The
Keewin Real Property Company founder and owner,
Allan E. Keen, to serve as co-chairs reinforced the public -
private partnerships and collaborative spirit embodied
in the Housing for All Task Force. The 38-member
Task Force reflected Orange County's tremendous
diversity and talent, and included representatives from
all six Orange County Commission Districts, leaders
from non-profit organizations and major regional
employers, local homebuilders, industry associations,
community partners, and financial institutions.
The Task Force was appropriately named Housing for
All because housing is an integral part of a community.
It was charged with dissecting the current state of
housing availability, with specific attention paid to the
needs of Orange County residents to help sustain and
accommodate the County's growing population.
In 2018, Central Florida's inter -jurisdictional Regional
Affordable Housing Initiative (RAHI) explained that the
rising cost and lack of available affordable housing was
at a crisis in our community and outlined some potential
solutions to the housing challenges facing the region.
The Task Force studied the initial work and strategies
offered by the 2018 RAHI Report, as well as explored
new solutions offered by Task Force members and
the public. It focused on solutions that had goals to 1)
Create new housing units, 2) Diversify the County's
housing stock, 3) Preserve existing affordable units, 4)
Integrate social capital and economic development, and
5) Educate potential homeowners and renters. Based on
the framework of the regional initiative, the Housing for
All Task Force concentrated on specific and actionable
solutions that fit Orange County and support the County's
vision of a community that works for everyone.
The Housing for All Task Force focused on
prioritizing the tools that could have the greatest
impact for Orange County residents and, ultimately,
increase the area's affordable housing stock. The
Task Force formed three subcommittees — Design &
Infrastructure, Accessibility & Opportunity, and Innovation
& Sustainability — to address the questions of what
housing products are needed, where they should be
located, and how financial and regulatory incentives
could support a broad range of housing construction
and preservation efforts throughout the County.
After nine months of meetings, discussion, and analysis,
the Task Force subcommittees shared the tools and
strategies they prioritized as having the greatest impact.
This resulted in a 10-year Action Plan that presents those
key recommendations under four principal focus areas:
Remove Regulatory Barriers and Introduce New Policies;
Create New Financial Resources; Target Areas of Access
and Opportunity; and Engage the Community and Industry.
The Housing for All Action Plan offers a tailored
framework to provide Orange County and its potential
partners with the foundation and collective resources to
take significant steps in addressing the housing crisis.
41 HOUSING FOR ALL ACTION PLAN
ACTION PLAN
Total
HouseholdHousing
Additional„,
Type Income Units
projected b
30-50% $26k-35k
7
Affordable 50-80% $35k-56k
110000
30,300
Affordable units
total units
80-120% $56k-83k
projected as a result of
Housing for All Action
19 300
Plan recommendations
Attainable 120-140°i° $83k-97k
'
Attainable units
55,800
Market -Rate >140% $97k+
Market -Rate units
*The Area Median Income (AMI) for a household of four in Orange
County is $65,100 (Year 2019).
8���00
total units
REMOVE REGULATORY BARRIERS AND INTRODUCE NEW POLICIES
- Code changes and development incentives to support a greater diversity of
housing products
As the population of Central Florida grows, it
is critical to create a large and diverse housing
stock to maintain affordability. Establishing new
financial resources to incentivize affordable and
attainable housing and partnering with the community
and development industry are crucial to diversifying
the region's housing supply. However, the reduction of
regulatory barriers in Orange County's Land Development
Code and Comprehensive Plan remains one of the
most strategic and pivotal paths moving forward.
The tools and strategies prescribed by the Housing for
All Task Force include modifying a number of regulatory
tools, such as removing barriers to accessory
dwelling units (ADUs), reducing minimum living
area requirements, reducing parking requirements,
and allowing flexible lot configurations. A strategy for
implementing these tools is to encourage housing for the
"Missing Middle;' or those diverse housing types that are
predominantly absent in Central Florida. Orange County
needs a diverse housing stock that includes a range of
housing options and price points. Traditionally, Orange
County neighborhoods contain primarily single-family
housing or multi -family apartments. The "Missing Middle"
housing strategy sets up incentives for property owners
and developers to fill this gap by changing the zoning code
to allow property owners in targeted areas of the County
to build or renovate duplexes, triplexes, townhomes, and
garden -style apartments, among other building types. By
expanding options for building multi -unit structures in
designated neighborhoods, this strategy provides tools
to help improve affordability by increasing the overall
supply of housing, and it makes less expensive housing
options available within resource -rich neighborhoods.
Regulatory changes have the ability to "move the needle'
in the production of a large and diverse housing stock,
including Missing Middle housing types, but they should
be considered in conjunction with the other tools and
strategies being presented by the Housing for All
Task Force. The identification of areas, which provide
the greatest accessibility to employment centers,
transit, and community services, is essential to create
areas for high -density development, as well as areas
where smaller units can be part of mixed -use housing
solutions. The goal of adding diverse housing types
in these targeted areas is to encourage more vibrant,
sustainable, and affordable urban communities.
HOUSING FOR ALL ACTION PLAN 15
ACTION PLAN
CREATE NEW FINANCIAL RESOURCES
- Dedicated local funding source(s) for affordable housing, preservation of existing
housing stock
Funding and financing mechanisms are essential
to create and preserve affordable rental and
ownership housing needed by our low- to moderate -
income families in Orange County. Funding for this
category of affordable housing typically comes from
federal and state sources. Federal sources include the
Department of Housing and Urban Development's (HUD)
Community Development Block Grant (CDBG) and the
HOME Investment Partnerships Program (HOME). State
funding is allocated from a dedicated revenue source for
affordable housing, which is designed to flow through
the State Housing Initiatives Partnership program (SHIP).
The Florida State Legislature is responsible for budgeting
funds to SHIP annually. While federal funding is typically
predictable, state funding fluctuates greatly year to year
based on changing legislative priorities. To ensure a
reliable source of funds for the creation and preservation of
affordable units, there is a need for dedicated and locally -
controlled affordable housing funding in Orange County.
The Housing for All Task Force was charged to think
innovatively about new financial resources that could
jumpstart an increase in the supply of affordable and
attainable housing, as well as support the preservation
of existing affordable units. A powerful strategy
recommended by the Task Force to achieve this aim is
the establishment of a local Housing Trust Fund. It
would enhance existing affordable housing resources
and expand housing opportunities with a reliable annual
budget and robust leverage for public -private partnerships.
General revenue from Orange County's budget and other
sources, such as private contributions from financial
institutions, large employers, and industry sectors, could
comprise this Housing Trust Fund. The Task Force also
recommends pursuing
a Nexus Study related
to the introduction of a
Linkage Fee in the region.
A Linkage Fee on new non-
residential development
would produce a constant,
dedicated revenue stream
for affordable housing. In
an effort to maintain regional economic competitiveness,
the implementation of a Linkage Fee should be pursued
in collaboration with regional partners. Furthermore, in
addition to these proposed funding strategies, the Task
Force recommends establishing a Revolving Loan
Fund as a low -interest financing mechanism for non-
profit developers to scale up the production of for -sale,
affordable units. In addition to creating and incentivizing
new affordable housing that is vital for the County's
rapidly increasing
population, there is a 0/ Revolving Loan
crucial need to preserve
existing affordable
units. A comprehensive
Preservation Strategy,
supported by dedicated resources such as the local
Housing Trust Fund, is necessary to address the risk of
losing a substantial stock of existing affordable, rent -
restricted units within the next 10 years. These units,
which have expiring affordability contracts, house
some of the most vulnerable individuals and families in
Orange County. Finally, the newly introduced financial
resources for incentivizing housing development
in targeted areas may also contribute to producing
diverse, affordable and attainable housing units.
61 HOUSING FOR ALL ACTION PLAN
ACTION PLAN
TARGET AREAS OF ACCESS AND OPPORTUNITY
- Focus on proximity to jobs, transit and services, adaptive reuse, and land banking
Recognizing that location and transportation costs
directly impact the true cost of housing, the Housing
for All Task Force focused on where to construct
housing units. The concept of location efficiency takes
into account the savings households
can have by living in neighborhoods
where they can reduce driving and/
or rely less on cars. In 2016, the annual
transportation cost for households
in Orange County was $12,360, or 25
percent of average household incomes.
By reducing driving and reliance on cars,
less of total household incomes may be
spent on transportation, leaving households with more
discretionary income. Orange County can create more
location -efficient communities by directing housing
development to areas of high access and opportunity.
To assist in this effort, an Access and Opportunity
Model was developed to evaluate and highlight areas
most suitable for affordable and attainable
housing because of their proximity to transit,
employment centers, and other centers of
commerce offering essential goods and
services. Within areas of high accessibility,
there are underutilized residential and
non-residential properties, and publicly
owned land that can be developed or
redeveloped to increase the housing
stock. Additionally, the model gives Orange County an
area to focus incentives for housing development.
ENGAGE THE COMMUNITY AND INDUSTRY
- Public -private partnerships, pilot projects, and housing advocacy spotlight the
innovation and collaboration needed to increase Orange County s housing supply
The Task Force understands that providing housing for
all is only possible through partnerships with community
stakeholders — developers, homebuilders, non-profit
organizations,
financial
institutions,
municipalities,
and the
community itself.
Orange County
is committed
to building a
community
that works for
everyone, but
it cannot do it
alone. Therefore,
the Housing for
All Task Force
set out to make
strategic policy
recommendations and endorse critical new resources
that fuel public -private partnerships.
The Task Force's recommendations promote an especially
promising framework that incentivizes development of
new and diverse housing options in the areas identified
by the Access and Opportunity Model. The County aims
to initiate pilot projects to demonstrate these innovative
new standards
and best practices
for housing
development.
To highlight
housing
affordability as
a top priority
and create
County -wide
understanding of
its importance
to a thriving
community, the
Task Force also
recommends a
comprehensive
and collaborative communications and advocacy
plan to address perceptions regarding "affordable
housing" Successfully changing the perceptions about
housing will depend on a broad base of partnerships and
collaboration to support and promote housing for all.
HOUSING FOR ALL ACTION PLAN 17
IMPLEMENTATION STEPS
The following section outlines implementation steps that need to be taken over the next 10 years
in order to bring the Housing for All Action Plan to fruition. Each implementation step includes
specific item descriptions, anticipated measures and outcomes, timelines, and responsible entities.
CREATE MISSING MIDDLE AND
DIVERSIFIED HOUSING STOCK
Missing Middle housing aims to create diverse
housing types that are compatible with existing
neighborhoods. Missing Middle housing types include
duplexes/triplexes/fourplexes, bungalow courts, small
homes/lots, townhouses, live -work units and accessory
dwelling units. When taking into consideration the required
development standards to make these housing types
possible, the current Orange County Land Development
Code poses numerous barriers to creating Missing Middle
housing, including, but not limited to, minimum living area,
lot sizes, setback and height requirements, stormwater and
parking requirements, and household occupancy limits.
Measures and Outcomes:
6,600
affordable or attainable units will
be produced by 2030
Next Steps and Timeline:
• Orange County will identify regulatory barriers to
the development of Missing Middle housing types
and will modify the existing Land Development
Code and Comprehensive Plan as needed
(projected 18-30 months implementation time).
Implementing Agencies:
Orange County Planning Division and
Orange County Zoning Division
ELIMINATE REGULATORY BARRIERS TO DEVELOPMENT OF HOUSING
Orange County's Land Development Code is a
regulatory document used to implement the
goals, objectives, and policies of the County's
Comprehensive Plan. The Land Development Code
contains requirements for development such as zoning,
land use, building and site design, transportation,
landscaping, parking, and signage. Many of the existing
land development standards are seen as barriers to
expanding local housing opportunities, and it is essential
to continue to review regulations and processes, modifying
them as necessary to promote housing affordability,
diversity, and supply. More specifically, the following
barriers and opportunities have been identified:
• Accessory dwelling units (ADUs) are subordinate
structures to a primary dwelling unit and can be
used to add density to established neighborhoods
without changing the neighborhood's character.
• The reduction/removal of minimum living area
requirements allows for smaller units, which
are typically more affordable, and meet diverse
needs and family sizes. It would be expected that
smaller unit sizes, particularly single-family, would
also create the need for smaller lot sizes.
Adaptive reuse and retrofitting of existing residential
and non-residential buildings creates redevelopment
opportunities for underutilized structures.
Increasing or eliminating household occupancy
limits allows for the creation of co -housing
opportunities, where individuals are able to rent
individual rooms, but share common spaces with
other tenants. By reducing the size of individual
units and providing common amenities, co -housing
opportunities provide additional housing choices.
Parking requirement reductions could provide
developable area and reallocate financial resources
to either increase the number of units produced
and/or decrease the cost of a dwelling unit.
Flexible lot configurations promote infill development
where lot and block sizes are often irregular and/
or small. Missing Middle housing types often require
flexible lot configurations with variable setbacks and
building placement requirements. The County would
accommodate Missing Middle housing types more
easily by allowing more flexible lot configurations.
8 1 HOUSING FOR ALL ACTION PLAN
IMPLEMENTATION STEPS
Measures and Outcomes:
J ° 10,500
affordable or attainable housing units
1 r will be produced by 2030
Next Steps and Timeline:
• In October of 2019, Orange County processed changes
to accessory dwelling units (ADU) requirements
in the Land Development Code and associated
Comprehensive Plan policies to remove identified
barriers to development of ADUs in the County.
• Modify the existing Orange County Land
Development Code for the reduction/removal
of minimum living area requirements (projected
nine months implementation time).
• Modify the existing Orange County Land
INTEGRATE AFFORDABLE, ATTAINABLE,
AND MARKET -RATE HOUSING UNITS
Development of "zoning incentive areas" and policies
will provide incentives such as expedited project
review, parking reductions, and density/intensity
bonuses in targeted areas in exchange for attainable
units. Additionally, the Targeted Sector with access to transit,
employment centers, and community services will continue
to identify the focus areas for higher -density growth. To
achieve sustainable higher -density growth, mixed -use and
mixed -income districts in these areas should be encouraged.
In order to maximize efficiency of land in close proximity
to employment centers and transit, density and intensity
bonuses can be utilized as incentives for development of
mixed -income units. Therefore, to integrate affordable and
attainable housing units, the Task Force recommends:
• Further research on development of
zoning incentive areas and policies
• Identification of the Targeted Sector for expansion
of mixed-use/mixed-income districts
Provision of density and intensity bonuses
for affordable and attainable housing
Development Code to allow for flexibility for
adaptive reuse and retrofitting of existing
residential and non-residential buildings
(projected nine months implementation time).
Modify the existing Orange County Land Development
Code to increase or eliminate household occupancy
limits (projected nine months implementation time).
Modify the existing Orange County Land
Development Code to reduce parking requirements
(projected 12 months implementation time).
Modify the existing Orange County Land
Development Code to allow flexible lot configurations
to support Missing Middle housing types
(projected 18 months implementation time).
Implementing Agencies: Orange County Planning
Division and Orange County Zoning Division
Measures and Outcomes:
J013,200
affordable or attainable housing
units will be produced by 2030
Next Steps and Timeline:
• By December 31, 2020, Orange County will
complete a study of density and intensity
bonuses and other incentives as part of Orange
Code and the Comprehensive Plan update.
• In the long-term, Orange County will promote
current and proposed regulatory structures to
guide mixed-use/mixed-income development
programs in areas within the Targeted Sector
and new and emerging transit -oriented areas.
Implementing Agencies:
Orange County Planning Division and
Orange County Zoning Division
HOUSING FOR ALL ACTION PLAN 19
IMPLEMENTATION STEPS
ESTABLISH HOUSING TRUST FUND
The Housing for All Task Force recommends
creating a local Housing Trust Fund that would
provide financial resources and the leverage
necessary to jumpstart the creation and
preservation of affordable housing units in
Orange County. Based on existing affordable housing
funding and the County's budget, Task Force members
recommend setting aside $10 million in general
revenue funds annually for the next 10 years, with a 10
percent incremental increase per year. In addition to
Orange County's investment, private contributions into
the Fund from financial institutions, large employers,
and industry and community partners will also be
accepted. The Housing Trust Fund represents a
significant opportunity for private -public partnerships.
This locally controlled funding would be used to provide:
• Gap financing for multi -family projects
• Leveraging and incentives for preservation
• Land banking for affordable housing
• Implementation of Missing Middle housing types
• Impact fee subsidies
• Pilot projects in targeted areas of Access & Opportunity
Measures and Outcomes:
6,500
certified affordable units will be
produced by 2030
• $10 million will be obtained in
initial funding, with a 10 percent
incremental increase per year for a
total of $160 million over a period of 10 years.
• Up to 6,500 certified affordable units will be
produced by 2030 as a result of this
committed local funding.
Next Steps and Timeline:
• Present the final recommendation for
establishment of a local Housing Trust Fund
to the Board of County Commissioners by
December 31, 2019.
• Include the amount of annual contribution
as part of an annual budgeting process.
• Formalize the local Housing Trust Fund
framework and administrative guidelines.
Implementing Agency:
Orange County Housing and Community
Development Division
PURSUE LINKAGE FEE NEXUS STUDY
The Task Force recommends initiating a Nexus
Study with one or more regional partners to evaluate
the feasibility of a Linkage Fee for the region. The
Linkage Fee would be assessed on new non-residential
developments and will serve as a local, dedicated funding
source for affordable housing. Prospective partners
include the City of Orlando, Seminole County, and Osceola
County. The Nexus Study would provide the Board of
County Commissioners and the partner jurisdictions
with a comprehensive perspective of a Linkage Fee's
potential impact. Due to the extensive nature of the
study, as well as the approval process, it would be at
least one to two years following this recommendation
before revenue could be generated from this tool.
Measures and Outcomes:
• A Nexus Study, which examines the linkage,
determines the feasibility, and establishes the
fee range, will be completed by June 2021 and
presented to the Board of County Commissioners
for evaluation and direction on further steps.
Next Steps and Timeline:
• By March 31, 2020, begin meetings with
the City of Orlando, Osceola County, and
Seminole County to discuss the potential
of a Linkage Fee at the regional level.
• By July 2020, present the final recommendation
and budget to initiate the Nexus Study to
the Board of County Commissioners.
• By October 2020, establish a scope of
services and issue a request for proposal
to perform a Nexus Study in collaboration
with one or more regional partners.
Implementing Agency:
Orange County Housing and Community
Development Division
10 1 HOUSING FOR ALL ACTION PLAN
IMPLEMENTATION STEPS
INTRODUCE REVOLVING LOAN FUND
The Task Force recommends establishing a
Revolving Loan Fund to provide access to capital
for non-profit developers to build affordable
housing units. This low -interest financing mechanism
would increase the capacity of non -profits to scale up the
production of certified affordable homeownership units.
Funds from the Revolving Loan Fund can be used for land
acquisition, development costs, professional services,
construction, and consulting costs. Existing funds from
the State Housing Initiatives Partnership (SHIP) program
would be used to start the Revolving Loan Fund.
Measures and Outcomes:
1,000
certified affordable units will be
n0 ❑ produced by 2030
• Initial $2 million available in
the Revolving Loan Fund by
July 31, 2020, with an additional $1.5 million
in contributions added by July 31, 2021.
• Up to 1,000 certified affordable units will
be produced by 2030 as a result.
Next Steps and Timeline:
• Present the final recommendation for
establishment of a Revolving Loan Fund
to the Board of County Commissioners
by December 31, 2019.
• Partner with private sector organizations
for matching contributions,
totaling at least $1.5 million.
• Establish a scope of services and issue a
request for proposal to select a Community
Development Financial Institution (CDFI)
to administer the Revolving Loan Fund.
Implementing Agency:
Orange County Housing and Community
Development Division
DEVELOP PRESERVATION STRATEGY
The Task Force recommends developing a
long-term preservation strategy to address the
substantial stock of affordable housing at risk of
being lost due to expiring affordability contracts.
In total, 2,066 affordable multi -family units are at risk of
being lost by 2025, with additional units at risk annually
after that date. The units most at risk are those initially
subsidized by Florida Housing Finance Corporation, HUD/
Rural Development, and Local Housing Finance Authority.
Measures and Outcomes:
n n 3,000
n n affordable units will be
n n preserved by 2030
• Preserve up to 2,000 affordable
multi -family units by 2030
through leveraging and incentives.
• Preserve 1,000 single-family units by
2030 through the County's Homeowner
Rehabilitation Program.
• Develop a long-term preservation
strategy for Orange County.
Next Steps and Timeline:
• Review suggested preservation strategies/
tools from the University of Florida Shimberg
Center for Housing Studies for alignment
with Access & Opportunity model.
• Evaluate partnerships and resources needed
for preservation of rent -restricted projects.
• Continue expanding the County's
Homeowner Rehabilitation Program.
• Survey property owners of units at
risk of subsidy loss to determine
potential next steps and options.
Implementing Agency: Orange County
Housing and Community Development Division
HOUSING FOR ALL ACTION PLAN 111
IMPLEMENTATION STEPS
DEVELOP COMMUNICATIONS
AND ADVOCACY PLAN
The Housing for All Task Force recommends
allocating funds to engage a communications
firm to develop and implement a research and
solution -driven, comprehensive and collaborative
communications and advocacy plan. The
communications and advocacy plan will reflect the
priorities and efforts of the Housing for All Task Force.
• Establish a multi -sector public/private advisory
committee to provide guidance and support
for the development and execution of the
communications and advocacy plan.
• The plan shall include a specific partnership
strategy that identifies and engages the appropriate
community organizations, higher education
institutions, health care providers, private sector
businesses, etc. in the implementation of the
communications and advocacy plan.
IMPLEMENT THE ACCESS AND
OPPORTUNITY MODEL
The Housing for All Task Force recommends utilizing
the Access and Opportunity Model to identify optimal
locations for housing development within Orange
County. The model ranks a location based on how close
it is to transit, employment centers, and other centers
of commerce offering essential services using Access
Indicators. Opportunity Indicators are area -wide indicators,
and they are combined with the weighted Access Indicators
to highlight optimal locations for housing. The County will
use the model to create a boundary and use it to target
incentives to encourage future housing development.
The recommended Access Indicators and weights are
as follows:
• Transit (40 percent), Employment (30 percent),
Grocery (15 percent), and Medical Care (15 percent)
The recommended Opportunity Indicators are as follows:
• The Targeted Sector as defined in the Orange County
Comprehensive Plan and areas designated Low -
Medium Density Residential and Medium Density
Residential in the Orange County Comprehensive Plan
Measures and Outcomes:
�.I.� Public
Awareness
• Public awareness of housing
PYQA challenges and solutions will increase.
• Funding will be in cooperation
with the private sector.
Next Steps and Timeline:
• Secure funding and advisory
partnership commitments.
• Create Housing for All Communications
and Advocacy advisory committee.
• Advisory committee meets to
develop scope of services.
• Advisory committee/County creates
and issues Request for Proposal.
• The selected firm develops the
communications and advocacy plan.
• County and community partners implement
communications and advocacy plan.
Implementing Agency:
Neighborhood Services Division
Measures and Outcomes:
r==?
Pilot Projects
VD
• Identify and provide incentives
for pilot projects within
L_J
the areas identified by the
Access and Opportunity
Model —
to include Holden Heights,
Pine Castle and Taft communities.
• Identify and provide incentives for the adaptive
reuse of residential and non-residential
properties within the areas identified by
the Access and Opportunity Model.
• Encourage/ incentivize construction of Missing
Middle housing types within the areas identified
by the Access and Opportunity Model.
Next Steps and Timeline:
• Staff to finalize the map to establish the areas
identified by the Access and Opportunity
Model, in alignment with a Targeted Sector of
the Comprehensive Plan, by August 31, 2020.
121 HOUSING FOR ALL ACTION PLAN
IMPLEMENTATION STEPS
• Process the Comprehensive Plan
Amendment to add associated policy(ies)
and map(s) by December 31, 2020.
• As part of the Comprehensive Plan and
Orange Code updates, ensure necessary
changes to Orange Code are processed to
reflect the Targeted Sector representing
the Access and Opportunity areas.
• Once the Comprehensive Plan and Orange Code
updates are approved, add areas identified
by the Access and Opportunity Model/Target
Sector as a GIS layer to the County's InfoMap.
• Establish the incentives available to properties
located within the areas identified by the Access
and Opportunity Model/Targeted Sector.
Implementing Agency: Orange County
Planning Division
PRIORITIZE INCENTIVES FOR
HOUSING CONSTRUCTION
The Housing for All Task Force recognizes that
priority should go to development incentives
intended to increase the housing stock
within the areas identified by the Access and
Opportunity Model. However, additional housing
will be constructed throughout Orange County and
not just within targeted areas. Therefore, the Housing
for All Task Force recommends the County prioritize
the implementation of development incentives
to encourage the construction of affordable and
attainable housing throughout Orange County.
Measures and Outcomes:
• Orange County will identify
and make available housing
construction incentives that
apply throughout the County.
• Missing Middle housing
types will be encouraged and
constructed throughout Orange County.
Next Steps and Timeline:
• Establish incentives available to properties
located throughout Orange County.
Implementing Agency:
Orange County Planning Division
ACTIVELY LAND BANK
The Housing for All Task Force recommends
the County reviews land it owns for potential
housing sites, with a goal of exploring land
banking opportunities, as well as any other
strategies that ensure long-term affordability.
The County will also look for land banking
opportunities with non-profit agencies, to include
existing and/or new Community Land Trusts.
Measures and Outcomes:
r==71 500
certified affordable units will be
produced by 2030
J • Orange County will maintain
an inventory of County -owned
sites suitable for housing.
• All lots assessed as being appropriate for
affordable housing development will be
made available to non -profits to allow for
construction of new affordable units.
• Larger lots will be made available to private and
non-profit developers to implement pilot projects
(through the Request for Proposals process).
• Up to 500 units will be produced
by 2030 as a result.
Next Steps and Timeline:
• Continue, through 2020, discussions
with the Real Estate Management
Division regarding the potential for land
acquisition for affordable housing.
• Begin notifying non-profit developers of the vacant
County -owned lots as they become available.
• Partner with non -profits on acquisition of
property(ies) for affordable housing.
• Annually inventory all County -owned sites for
their suitability for future housing development.
Implementing Agency: Orange County
Housing and Community Development Division
HOUSING FOR ALL ACTION PLAN 113
CONCLUSION
At its core, the 10-year Housing for All Action Plan is about
more than affordable and attainable housing. The Plan
delivers a roadmap to expand the County"s housing supply
with a continuum of housing options, to create and preserve
affordable and attainable housing stock, and to highlight
the importance of transit as it relates to housing location
and affordability. It is a guide to sustaining Orange County"s
growth and supporting the needs of its residents by providing
a variety of housing options at different price points in easily
accessible and convenient locations.
The Housing for All Action Plan represents goals that are unprecedented in
Orange County, but it is grounded in the reality that government alone cannot fully
address all of Orange County's housing needs over the next 10 years. Public -private
partnerships, collaboration, and engagement are instrumental to this framework.
There is also a demand for urgency in this Plan. The Implementation Steps lay out the
immediate next steps for Orange County and its partners to take. While the tools and
strategies put forth here have significant roles to play in tackling the housing crisis,
the Task Force calls for priority attention to actions that reduce regulatory barriers,
establish the Housing Trust Fund, and create a comprehensive and collaborative
communications and advocacy plan for housing. Once approved by the Board of
County Commissioners, it is imperative Orange County works with regional partners,
businesses, non -profits, and the community to enact this plan.
Furthermore, to ensure transparency and accountability, there should be a mechanism
put in place to monitor and periodically report on the progress of the Action Plan
implementation. This includes progress on measures and outcomes listed under each
of the action items of the Plan. Finally, the Housing for All Task Force members
recommended that the County allocate additional staff support to properly execute
the tools and strategies outlined in the Plan.
141 HOUSING FOR ALL ACTION PLAN
OutcomesRecommendation Measures and
Attainable Units
Projected O
10 Years
REMOVE REGULATORY BARRIERS AND INTRODUCE NEW POLICIES
Create Missing Middle and
6,600 affordable or attainable units
6,600
Diversified Housing Stock
will be produced by 2030
Eliminate Regulatory Barriers
10,500 affordable or attainable
10,500
to Development of Housing
units will be produced by 2030
Integrate Affordable,
13,200 affordable or attainable
Attainable, Market
units will be produced by 2030
13,200
Rate Housing Units
CREATE NEW FINANCIAL RESOURCES
At least $10 million will be committed for
Establish Housing Trust Fund
affordable housing strategies annually.
6,500 *
Up to 6,500 certified affordable units
will be created or preserved by 2030.
A Nexus Study to examine the impact
Pursue Linkage Fee
of a linkage fee, which could serve as
Nexus Study
locally -controlled dedicated funding
source for affordable housing, will
be completed by June 2021.
A total of $3.5 million in low -interest
Introduce Revolving
loans will be accessible by non-profit
Loan Fund
developers to increase their production
1,000*
of affordable housing. 1,000 certified
affordable units will be created by 2030.
A total of 3,000 units will be preserved
Develop Preservation Strategy
by leveraging incentives to extend
affordability contracts as well as
3,000*
♦—
by expanding Orange County's
Homeowner Rehabilitation Program.
TARGET AREAS OF ACCESS AND OPPORTUNITY
Construction and preservation of
Implement the Access
affordable and attainable housing will
and Opportunity Model
be incentivized in areas identified by
the Access and Opportunity Model.
Orange County will maintain an inventory
of County -owned sites suitable for
Actively Land Bank
housing. Up to 500 units will be created
500*
as a result of partnerships with non-
profit and private developers.
ENGAGE THE COMMUNITY AND INDUSTRY
Develop Communications
Public awareness of housing challenges
_
and Advocacy Plan
and solutions will increase.
Prioritize Incentives for
Orange County will identify and make
Housing Construction
available housing construction incentives
that apply throughout the County.
* These units will be certified affordable housing. A total of 11,000 units, out of 30,300 units created or
preserved by the Housing for All Action Plan, will be certified affordable housing.
TIME -FRAME LEGEND
Starts and ends •---- Planning and research time 0 Ongoing implementation
HOUSING FOR ALL ACTION PLAN 115
"MOVING THE NEEDLE"
0
1n
W
01
10
10
a+
C
3
cis
VI
0
s
W
Lfi
0
s
0
o L-
$100k
a .a
home prices
>$500k
In the diagram above, Curve A represents Orange County's distribution
�Jof household incomes (U.S. Census, 2018) and home prices they can
comfortably afford. Under a no -cost -burden hypothetical scenario, the
income curve would closely match the distribution of home sales for
a given year, with no large gaps between incomes and home prices.
Curve 8, meanwhile, illustrates recent home sales in Orange
County (2018-2019). The mismatch between these two
curves has increased since the end of the 2008 economic
recession due to rising prices of new and existing homes,
and no comparable increase in local income levels.
The diagram also includes the estimated impact of the Housing for All
10-Year Action Plan (Curve C) in creating and preserving a diverse
housing stock to reduce the gap between incomes and home prices.
The highlighted area of the curve represents the 30,300
affordable and attainable units created by 2030.
mom.
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SINGLE-FAMILY
HOMES
WHAT IS THE MISSING MIDDLE?
The term "missing middle" illustrates a wide variety of housing
options that have disappeared from our cities in recent decades.
The Housing for All 10-Year Action Plan embraces missing middle
as a critical strategy to create and preserve affordable and attainable
housing options in both established and newer communities.
The Action Plan brings together designers, planners, builders, and
residents in a fundamental shift on the way we design, locate,
regulate and develop homes to provide greater choices in
sustainable and walkable neighborhoods. x 1 i x 1 X
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Missing Middle Diagram. Credit: Opticos Design
GOVERNMENT
F L O R I D A
Grant Overview
Case Id: 27581
Completed by michael@collierhousing.com on 1161202211:17AM
Grant Overview
Collier County
Name: HELP - CCCLT Operating Grant - 2022
Address: *No Address Assigned
COLLIER COUNTY
CDBG, HOME, ESG & SHIP GRANTS
PY 2022
OVERVIEW OF COMMUNITY AND HUMAN SERVICES PRIORITIES
Collier County Community and Human Services. Our Grant Application Guide can be found HERE.
Collier County is an entitlement grantee and receives funds from the U.S. Department of Urban and Housing
Development (HUD) through three (3) federal programs: Community Development Block Grant (CDBG), HOME
Investment Partnerships (HOME) and Emergency Solutions Grants (ESG). HUD requires the County complete a Five -
Year Consolidated Plan that includes a housing assessment, market analysis and assessment of community
development needs. The Consolidated Plan is meant to address the needs of low and moderate -income persons and
families, including homeless individuals. It establishes the County's program priorities, goals and objectives for
community development programs and sets the framework for subsequent one year action plans that describe
specific activities that will be funded through the County's grant program.
Collier County receives funds from the Florida Housing Finance Corporation (FHFC), to administer the SHIP program.
The SHIP program is governed by Chapter 420, Part VII, Florida Statutes and Rule Chapter 67-37 of the Florida
Administrative Code. FHFC requires the County to complete a Three -Year Local Housing Plan (LHAP). The LHAP is
meant to address the needs of extremely low, very low, low and moderate -income persons and families, including
those with Special needs (420.9075(5), F.S.).
Funding Availability
The funding application anticipates the availability of CDBG, HOME and ESG funds from the U.S. Department of
Housing and Urban Development and SHIP funds from the Florida Housing Finance Corporation. Exact funding
amounts are still pending from HUD and FHFC.
CHS will allocate planning and administration and CHS Project Delivery for the allocations prior to funding the
remaining balances to projects for all funding sources, as applicable.
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Considerations Prior to Applying
CHS wishes to provide as much information to prospective applicants as possible so informed decisions can be made
about applying for grant funds. Beginning this year there will be a Pre -Application step along with the traditional 1:1
Technical Assistance meeting that is required before a full application can be submitted. The pre -application is just
the beginning. Below is a snapshot of some of the items to consider during the thought process. Additional specific
regulations or requirements will apply based on the particular project. This is not intended as a complete listing.
• No project can begin without an approved environmental review, which can take from 30 days to 6 months or
more depending on level required.
• A number of policies and procedures will be required to be written and followed.
• Monthly pay requests are required with auditable detailed backup appropriate for the type of project
• If awarded funding for salaries, the organization will be required to submit substantial payroll and banking
information as backup for each pay request
• Documentation for all expenditures is required
• Attendance at quarterly Partnership Meetings is mandatory
• Adherence to project schedule and spending of grant funds timely is critical — appropriate thought must go
into planning the timeline for your project
• Monitoring will occur during and at closeout of your project, and possibly annually thereafter depending on
the nature of the project or program and whether beneficiaries have been achieved
• Quarterly reports are required on the progress of project
• Segregation of grant funds or demonstrated segregation in operation of funds is required
• Adhere to federal, state and or local procurement regulations
• All advertisements or publications associated with grant funded projects must contain the County logo and
acknowledgement of HUD funds in the project, if applicable
• If a construction project, specific additional regulations might apply such as Davis Bacon for wage
determination
• Retainage from each payment request may be taken until all terms of the contract are met; and only released
upon a final clean monitoring report
• Records and staff must be available for internal audit, HUD or State audits as needed
• Annual reports will be required during the affordability and project use periods.
• Funded entities will be required to retain all records and documents for 3 years after the grant closeout,
unless otherwise specified.
• If the project generates program income, a program income reuse plan will be required for the life of the
grant and the compliance monitoring period.
• If awarded under HOME, affordability periods will be required depending on the type of construction, new or
rehabilitation, single family or rental.
• Annual monitoring will be conducted by CHS to ensure affordability, client targets of specific income limits
depending of housing use, and other requirements have been and continue to be met.
• If awarded under ESG, can fund only homeless services within specific income limits (30% of AMI)
Considerations Prior to Applying
CHS wishes to provide as much information to prospective applicants as possible so informed decisions can be made
about applying for grant funds. The application is just the beginning. Below is a snapshot of some of the items to
consider during that thought process. Additional specific regulations or requirements will apply based on the
Printed By: Hilary Halford on 21912022 2 of 30
NNeighborly Software
particular project. Your grant coordinator will guide you through the process; this is not intended as a complete
listing.
• No project can begin without an approved environmental review, which can take from 30 days to 6 months or
more depending on level required
• A number of policies and procedures will be required to be written and followed. Monthly pay requests are
required with auditable detailed backup appropriate for the type of project
• If awarded funding for salaries, the organization will be required to submit substantial payroll and banking
information as backup for each pay request
• Documentation for all expenditures is required
• Attendance at quarterly Partnership Meetings is mandatory
• Adherence to project schedule and spending of grant funds timely is critical — appropriate thought must go
into planning the timeline for your project
• Monitoring will occur during and at closeout of your project, and possibly annually thereafter depending on
the nature of the project or program and whether beneficiaries have been achieved
• Quarterly reports are required on the progress of project
• Segregation of grant funds or demonstrated segregation in operation of funds is required
• Adhere to federal and or local procurement regulations
• All advertisements or publications associated with grant funded projects must contain the County logo and
acknowledgement of HUD funds in the project
• If a construction project, specific additional regulations might apply such as Davis Bacon for wage
determination
• Retainage from each payment request may be taken until all terms of the contract are met; and only released
upon a final clean monitoring report
• Records and staff must be available for internal audit or HUD audits as needed
• Annual reports will be required during the affordability and project use periods.
• Funded entities will be required to retain all records and documents for 3 years after the grant closeout,
unless otherwise specified.
• If the project generates program income, a program income reuse plan will be required for the life of the
grant and the compliance monitoring period.
• If awarded under HOME, affordability periods will be required depending on the type of construction, new or
rehabilitation, single family or rental. Annual monitoring will be conducted by CHS to ensure affordability,
client targets of specific income limits depending of housing use.
• If awarded under ESG, can fund only homeless services within specific income limits (30% of AMI)
Preparation Resources:
2021-2025 Consolidated Plan
Matrix Code Definitions
IDIS Matrix CDBG Eligibility Activity Codes and National Objectives
Matrix Code National Objective Accomplishment Types
If you have any questions regarding Pre -application, application funding and award process please contact Community
and Human services at 239-252-4228 for more information.
Printed By: Hilary Halford on 21912022 3 of 30
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Pre -Application
Case Id: 27581
Completed by michael@collierhousing.com on 1161202211:31 AM
Pre -Application
Please provide the following information.
Name: HELP - CCCLT Operating Grant - 2022
Address: *No Address Assigned
COLLIER COUNTY'S COMMUNITY & HUMAN SERVICES PRE -APPLICATION GUIDE CAN BE VIEWED HERE
1. Are you an individual seeking assistance?
No
2. Is this activity to prevent, prepare for, and respond to coronavirus?
No
3. Activity Type:
Capital Project
4. Activity Description (Examples of information to provide: Who is your target population; what are you proposing
to do/provide; where will activity occur; why is the activity needed)
We are seeking funding through the Local Housing Trust Fund to continue operations of the Collier County Community
Land Trust, Inc (CCCLT). We previously received funding in the amount of $100,000 to cover a 2-year period (2020-
2021). During the initial 2-years, the CCCLT was officially incorporated, a dedicated 7-person Board of Directors has
been established, by-laws are written, tax-exempt status has been received, and certification through the Florida
Community Land Trust Institute has been achieved. CCCLT is engaged as the General Partner in a 2-phase
development which will bring a total of 320 units of affordable senior rental housing to Collier County. Phase 1 of this
development is scheduled to close in January 2022, and construction should begin in February. The main objective of
the CCCLT is to acquire land for future affordable housing development utilizing the community land trust home
ownership model. We have started conversations with many community partners who are interested in collaborating
with CCCLT on this initiative. Funding from this request will allow the organization to build capacity in 2022.
5. Activity Aligns with which County Priority:
Housing Affordability
Housing Affordability Type:
Homeownership
6. Funding Source: (**Please note under funding sources if your project falls under any category other than LMA
ALL clients must be income qualified, therefore you will be required to describe, in detail, how your organization
will verify income eligibility for ALL recipients of applicable services)
To Be Determined
7. Amount of Request:
$50,000.00
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8. Total Project Cost:
$127,500.00
9. If awarded less than requested could/would your agency accept funding?
No
10. If you are seeking funding for a construction project will you be able to provide an Independent Cost Estimate at
the time of application?
This is to show you have a firm grasp of the true cost of the project for which you are seeking funding.
Yes
Please be advised that by completing and submitting this pre -application no grant award has been offered or
implied.
Printed By: Hilary Halford on 21912022 5 of 30
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A. Applicant Information
Case Id: 27581
Completed by michael@collierhousing.com on 112612022 3:27 PM
A. Applicant Information
'APPLICANT INFORMATION
A.1. Agency Name
Housing Development Corporation of SW Florida, Inc.,
d/b/a HELP
A.2. Mailing Address
3200 BAILEY LN STE 109 NAPLES, FL 34105
A.3. Physical Address
3200 BAILEY LN STE 109 NAPLES, FL 34105
A.4. Project Contact
Michael J Puchalla
A.5. Title
Executive Director
A.6. Telephone
(239) 434-2397
A.7. Phone Ext.
205
A.8. Email
michael@collierhousing.com
A.9. Fax #
(888) 900-8063
Name: HELP - CCCLT Operating Grant - 2022
Address: *No Address Assigned
AGENCY INFORMATION
A.10. Is your organization a non-profit with 501(c)(3)
status?
Yes
A.11. How many years have you been in operation?
17
A.12. Is your organization or agency faith based? If yes,
all faith -based organizations must complete and attach
Acknowledgement of Religious Organization
Requirements Form (in the Documents tab).
No
A.13. Does your agency have written personnel,
fiscal/procurement & implemented policy?
Yes
A.14. Does your agency have a written operating
procedures manual?
Yes
A.15. Is your organization applying as a Community
Development Housing Organization (CHDO)? If yes, you
must have certification with application to qualify.
No
Printed By: Hilary Halford on 21912022 6 of 30
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B. Project Type
Case Id: 27581
Completed by michael@collierhousing.com on 113112022 3:59 PM
B. Project Type
Name: HELP - CCCLT Operating Grant - 2022
Address: *No Address Assigned
NATIONAL OBJECTIVE HUD ACTIVITY CODE (CDBG, HOME, ESG)
B.I. (a) Which one of the three National Objectives will B.3. Which HUD Activity Code best reflects this
this project target? proposed project? If your project reflects more than I
Answer in the drop down. matrix code, you must submit multiple applications.
Benefits low and moderate income persons (24 CFR 19C - Nonprofit Capacity Building
570.208(a))
(b) SHIP is governed by Chapter 420, Part VII, Florida
Statutes and Rules Chapter 6737 of the Florida
Administrative Code. The primary objective for the SHIP
program is to assist low -moderate income persons by
providing housing assistance through various strategies
including purchase assistance, rehabilitation, new
construction and rental assistance.
B.2. Provide justification for how your project targets
the National Objective/County Goals selected above
HELP is a HUD -approved local housing counseling agency
dedicated to providing education and counseling to
promote home ownership opportunities and financial
strength within our community. The majority of clients
served are considered low -to -moderate income, defined
as households earning 80% or less of the Area Median
Income (AMI) adjusted for household size. In 2021, 78%
of clients served fell into this category. In early 2020,
HELP incorporated the Collier County Community Land
Trust, Inc. (CCCLT). The mission of CCCLT is to provide
housing opportunities within Collier County that are
permanently affordable. The Bylaws stipulate that the
primary purpose of the Corporation is to provide decent
and affordable housing opportunities for low and
moderate income families and individuals that are
controlled by the residents on a long term basis.
B.4. Accomplishment Type
Households
B.S. Service Area
County wide
B.6. Please select the SHIP Strategy that best reflects the
proposed project (if applicable).
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C. Project Summary
Case Id: 27581
Completed by michael@collierhousing.com on 21212022 3:15 PM
C. Project Summary
Please provide the following information.
C.1. Project Title
Collier County Community Land Trust Capacity Building
C.2. Amount of Funds Requested
$50,000.00
Name: HELP - CCCLT Operating Grant - 2022
Address: *No Address Assigned
C.3. Provide a concise project description and goals narrative.
The category will be evaluated in terms of the goals, objectives and activities (GOA) planned to complete the
project, the numbers served versus the cost and the sustainability of the activity.
• Project GOA respond to identified problems, needs, and community demand as determined by the
applicant
• Project GOA should be concise, achievable, measurable, time -limited, and clearly stated
• Project GOA evidence the project's value and facilitate the applicant's organizational goals and objectives
Our agency executed a fixed fee professional service agreement (#19-7577) on October 22, 2019 for the
Establishment of a Non -Profit Community Land Trust. The agreement was for a 1-year period, with the option for
Collier County to renew the agreement for 2 additional 1-year periods. The agreement was renewed through
September 30, 2021. The total compensation available under the existing agreement was $100,000 split over a 2-year
period. The primary objectives of the agreement were to handle all operating and administrative activities including:
filing initial articles of incorporation, adopting by-laws, recruitment of initial Board, establishing financial accounts,
researching grant and funding opportunities for land acquisition and development, recruiting building partners to
assist with development, and overseeing preliminary Board meetings designed for the program creation. The final
deliverable was for the established land trust to manage 1 parcel.
The Collier County Community Land Trust, Inc. (CCCLT) was officially incorporated on January 2, 2020. An initial Board
of 6 directors was seated in March, 2020, and by-laws were approved. A 7th member was added to the Board of
Directors in June of 2021. Monthly Board meetings have been conducted since January, 2020. A business banking
relationship was established with First Florida Integrity Bank in 2021. CCCLT created a relationship with an affordable
housing developer by the name of McDowell Housing Partners, and agreed to serve as a non-profit general partner in
a collaboration to develop 2 phases of affordable senior rental housing in Naples. The official partnership is MHP
Collier, Ltd. The first phase of the development, Allegro at Hacienda Lakes, officially closed on January 27, 2022.
Construction of the initial 160 units is set to commence in March of 2022. The units are all income -restricted for
households earning no more than 60% of the Area Median Income (AMI) adjusted for household size. The age
restriction for the community is 62+. A second phase known as Cadenza at Hacienda Lakes is scheduled to close by
early 2023. This phase will be a carbon -copy of Phase 1, adding an additional 160 income -restricted rental units for
seniors. CCCLT will continue an active role in the development and leasing of these important communities.
The CCCLT website was officially launched in April of 2021. The site is located at www.collierclt.org. CCCLT was
recognized as one of 6 certified community land trusts in April of 2021 by the Florida Community Land Trust Institute.
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The certification program is a national pilot created by the Florida Housing Coalition in partnership with Freddie Mac.
This certification will create unique opportunities to secure funding for applicants seeking home ownership
opportunities through the land trust. The certification process required adherence to best practices in organizational
structure, and creation of land trust policies including a resale formula and model ground lease.
All deliverables and reporting requirements for the initial agreement with Collier County have been met. Through this
application, we are requesting an extension of the agreement with an additional year of funding at $50,000 through
the Local Housing Trust Fund. The funds will be used for operating support and capacity building for the CCCLT. There
will be extensive professional fees in 2022 for the corporation including legal and accounting work necessary for the
completion of the 2 phases of affordable senior rental housing. The need and community demand for additional
housing options that are affordable is ever-increasing. The primary goals and objectives of the Collier County
Community Land Trust for 2022 are as follows:
- Work with building partner to complete Allegro at Hacienda Lakes and begin lease -up: 160 units
- Work with building partner to complete financial closing on Cadenza at Hacienda Lakes: 160 units to commence
construction in early 2023
- Recruit additional building partners to seek opportunities to add affordable and workforce rental inventory
- Acquire 2 parcels to be utilized for community land trust homeownership
- Add a minimum of 20 general members, and seat active Finance, Marketing, and Steering committees
Printed By: Hilary Halford on 21912022 9 of 30
NNeighborly Software
D. Priority Needs
Case Id: 27581
Completed by michael@collierhousing.com on 21212022 3:17 PM
D. Priority Needs
Please provide the following information.
Name: HELP - CCCLT Operating Grant - 2022
Address: *No Address Assigned
D.I. Describe the impact on Collier County's Priority needs.
The category will be evaluated in terms of the documentation and justification of the need for the activity.
• Has articulated a rationale for the project related to the project's purpose(s). The applicant should explain
how the project will address the stated national objectives.
• Has determined the demand for the project. This may include a market analysis of the target population
and/or community(ies)
I am not sure we could identify a more pressing priority need in Collier County than lack of affordably priced housing
units, for both rental and ownership. The most recent Local Outcome Report for Collier County published in
September 2021 by Prosperity Now provides the following data: 56% of renters and 34.6% of homeowners in the
County are cost -burdened. The definition of cost -burden for this study is any household spending more than 30% of
their available gross household income on total housing costs. Further analysis would indicate these numbers have
only grown worse since the publishing of the Prosperity Now report. A story published by WINK News on December 9,
2021 cited the following data from analysts at Quote Wizard: Collier County has experienced a 49% overall increase in
rent since January of 2021, with average monthly rent for a 1-bedroom unit increasing from $1,169 in January to
$1,744 in December. A household would need to have nearly $70,000 in annual gross income in order to not be cost -
burdened at the December average 1 bedroom rent. Average rents for 2 and 3 bedroom units are significantly higher
and continuing to increase. Collier County Community and Human Services provides a quarterly rental apartment
inventory survey to our local Affordable Housing Advisory Committee. The January 2022 report provided the following
information: there were no rental units available for the very -low income category (2 bedroom/2 bathroom unit at
$948 per month or less), 1 unit for the low-income category (2/2 up to $1,518 per month), and 20 units in the
moderate income category (2/2 up to $2,277 per month). As a point of reference, there were 313 available low-
income units and 498 available moderate -income units as of October 2020.
We are seeing similar pressure on the home ownership market. According to information on realtor.com, the median
listing home price in Collier County in December 2021 was $625,000, trending up 33.3% year -over -year. The median
home sold price was $575,000. Homes priced at this level are simply not attainable for households earning at or
below 80% of the Area Median Income (AMI), which was $67,450 for a family of 4 in Collier County in 2021. Our work
through the Collier County Community Land Trust in 2022 and beyond will continue to create more sustainable
opportunities in both the rental and home ownership segments of the market for our low -to -moderate income
workforce.
Printed By: Hilary Halford on 21912022 10 of 30
NNeighborly Software
E. Implementation
Case Id: 27581
Completed by michoel@collierhousing.com on 21212022 3:45 PM
E. Implementation
Please provide the following information.
Name: HELP - CCCLT Operating Grant - 2022
Address: *No Address Assigned
E.1. Project Implementation Plan and Readiness to Implement.
The category will be evaluated on the basis of the applicant's ability to commence the project and expend funds
within the program year.
• Has listed tasks in a logical order that demonstrates a feasible work plan
• Has identified staff, board members, partners responsible for implementation
• Has available resources needed to implement proposed activity
• Has demonstrated ability to complete projects or tasks in a timely manner
• Work Plan clearly constructed and complete to provide a clear understanding as to how the project will be
implemented
• Has demonstrated an understanding of the obstacles that may be encountered in developing and
implementing the project, and describes, in detail, the approaches that will be employed to overcome such
obstacles
The initial fixed -payment agreement between Collier County and our agency initiated in October 2019. All milestones
were achieved in a timely fashion. The agreement allowed for an additional 1-year extension after the expiration date
of 09/30/2021. The work plan for 2022 is as follows:
- January - March: Close on financing of Allegro at Hacienda Lakes and hold ground -breaking ceremony; continue
submission of required paperwork for processing of financing for Cadenza at Hacienda Lakes; conduct monthly Board
meetings and finalize membership application; seat finance and steering committees.
- April - June: Obtain 1 parcel for homeownership development and work on securing construction financing; provide
support and stewardship services for Allegro at Hacienda Lakes; conduct monthly Board meetings including bi-annual
general membership meeting in June; seat marketing/fundraising committee
July - September: Obtain a 2nd parcel for homeownership development and work on securing construction financing;
provide support and stewardship for Allegro at Hacienda Lakes including creation of a rental prospect list; conduct
monthly Board meetings
October - December: Commence development of homeownership unit(s) on 1st parcel; finalize paperwork for closing
on Cadenza at Hacienda Lakes; begin lease -up of Allegro at Hacienda Lakes for low-income seniors; conduct monthly
Board meetings including annual meeting for all members in November.
E.2. Please complete the project timeline table. Timelines must be well thought out, complete and achievable.
Failure to provide adequate timelines may result in disqualification.
Date Completed / Res
Anticipated Date
Tasks
No. Days to
Complete
Environmental review
M/d/yyyy
Acquisition
M/d/yyyy
Loan application
M/d/yyyy
Enforceable commitment
M/d/yyyy
Other Grants/Sources
M/d/yyyy
Printed By: Hilary Halford on 21912022
ponsible Party
11 of 30
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Design Conceptual Drawings
M/d/yyyy
Architectural Plans
M/d/yyyy
Zoning Approvals
M/d/yyyy
Construction Plans
M/d/yyyy
Permits
M/d/yyyy
Anticipated start date for
construction
M/d/yyyy
Construction milestones
M/d/yyyy
Certificate of Occupancy
M/d/yyyy
Equipment purchases for
operating facility
M/d/yyyy
Facility opening
M/d/yyyy
Printed By: Hilary Halford on 21912022 12 of 30
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F. Experience/Capacity
Case Id: 27581
Completed by michoel@collierhousing.com on 21212022 3:59 PM
F. Experience/Capacity
Please provide the following information.
F.1. Experience and organizational capacity narrative.
Name: HELP - CCCLT Operating Grant - 2022
Address: *No Address Assigned
The category will be evaluated on the basis on the experience of the applicant, and experience in undertaking
projects of similar complexity as the one for which funds are being requested.
o Demonstrates capability, experience, and knowledge (i.e. managerial and technical) to implement
the project
o Roles and responsibilities are clearly defined and there is documentation that each member
understands and accepts its role
o Identifies and describes contributions of key project personnel, including the specific respective
roles, time commitment., contributions, services provided and memorandums of agreement may
be provided
o Demonstrates success from past performance with grant funding
o Commitment to the project by participating institutions, professional staff or other key institutions
or individuals
Our agency has demonstrated the necessary experience and capacity to achieve all stated objectives and deliverables
for the fixed fee agreement to establish a community land trust. Staff has adapted well to the added responsibility of
managing the Collier County Community Land Trust, as evidenced by our recognition by the Florida Land Trust
Institute as a certified community land trust. The current Board of Directors has a diverse background and work
history, and provides significant support and oversight for the corporation. The first annual meeting conducted in
November of 2021 was attended virtually by more than 50 community members, several of whom have followed up
and expressed an interest in becoming actively involved as committee members. Greater Naples Leadership posted a
request for volunteers in January which has generated additional interest from community members with varying
professional backgrounds and experiences. We look forward to fostering this community interest into well -organized
committees to help provide oversight and support for the day-to-day operations of the corporation.
F.2. Have you received funding in the past?
Yes
If yes, please complete the Prior Awards table below.
Fiscal Year Award Amount Clients Served Project Location
2019-2020 $100,000.00 N/A 3200 Bailey Lane Ste 109, Naples, FL 34105
$100,000.00
Printed By: Hilary Halford on 21912022 13 of 30
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G. Environmental Issues
Case Id: 27S81
Completed by michoel@collierhousing.com on 112712022 4:23 PM
G. Environmental Issues
Please provide the following information.
Name: HELP - CCCLT Operating Grant - 2022
Address: *No Address Assigned
G.1. Put a check in any box that pertains to the proposed activity. Ifyou check any of the boxes below (except 'None of
the above'), you must provide an explanation in the next question. If you check the 'None of the above' box, you may
enter 'N/A' in the next question.
❑ Project/property is located on an historical or archeological site
❑ Project/property is in the 100-year flood plain
❑ Project/property is in a wetlands area
❑ Project/property is in a coastal barrier area
❑ Project/property is within a half -mile of an airfield
❑ Project/property is near storage or manufacturing facility of industrial products
❑ Project/property is on or near soil contaminated by diesel/fuel or gasoline
❑ Project/property is expected to impact the environment in any negative manner or pose a hazard or nuisance
❑ Endangered or threatened or listed species are located on the proposed project site
❑ There are environmental concerns or impediments associated with the proposed activity (if yes, please
provide detail)
❑ Project/property is expected to adversely affect the environment
❑ Project/property is NOT on a properly zoned site (if not zoned properly, please explain)
QNone of the Above
E.2. If you checked any box (except 'None of the above') in the previous question, provide an explanation in the box
below.
Printed By: Hilary Halford on 21912022 14 of 30
Neighborly Software
H. Financial Management
Caseld: 27581
Completed by michoel@collierhousing.com on 21212022 4:25 PM
H. Financial Management
Please provide the following information.
Name: HELP - CCCLT Operating Grant - 2022
Address: *No Address Assigned
H.1. Financial Management.
The category will be evaluated by the applicant's ability to demonstrate their plans to sustain the project; utilize
funds and manage them appropriately and leverage sources of funds.
• Outlines a realistic plan for sustainability after government support ends
• Funding sources are documented, indicating exact level of commitment, conditions and time frame for
expending funds. All proposed partnerships are complete and documented.
• Demonstrates an established accounting system
• Demonstrates the financial ability to fund the project until reimbursement
• Anticipated cost participation including direct funding, in -kind and staffing support after federal funding
ends
• Evidence of long-term commitment/project "buy in" at high levels and community support
• Costs of implementing the work plan are congruent with the proposed budget
• Budget reflects an understanding of the required costs to implement and maintain the project
• Need for equipment, supplies, contractual services, and other budget items are well justified in terms of the
project goal(s), objectives, and proposed activities
• For HOME projects ONLY: Demonstrates the extent to which the applicant(s) has assessed the project's
financially viable and meets the County's subsidy layering/underwriting guidelines.
o Pro -forma or financial schedules are consistent with industry standards, including but not limited
to: fees, cost per unit, month rents, expenses, projected revenue, operation costs and depreciation
allowances. 15
o Rental project must submit a market study demonstrating need for the proposed project. Market
studies must follow the County's guidelines
We contracted with EK Consulting Services to provide accounting support for the Collier County Community Land
Trust commencing in November of 2021. We utilize QuickBooks Online for accounting and reporting for the
corporation. The existing bank account with First Florida Integrity Bank is linked and reconciled monthly. Funding for
the corporation will come from several sources: development, consulting, and ground lease fees associated with
construction projects; local philanthropic and community support; foundation support (including bank foundations);
local, state, and federal grants. The total co-developer/consulting fee due to CCCLT for Allegro at Hacienda Lakes is
$250,000, to be paid out in 1/3 increments over the course of the next 2 years. An additional co-developer/consulting
fee of $400,000 has been agreed upon for the Cadenza at Hacienda Lakes phase. This will also be paid out to CCCLT in
1/3 installments starting during construction in 2023 through project completion. We will seek additional contract
work to serve as a non-profit partner and local housing navigator for housing developers seeking to create income -
restricted units in Collier County.
H.2. Agency maintains the following records:
❑ Cash Receipts Journal
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❑ Cash Disbursements Journal
R1General Ledger
RiChart of Accounts
Payroll Journal and Individual Payroll Records Individual
Personnel Files
Written Procurement Procedures
❑ Capital Inventory
Written Travel Policy
❑ Property Control Policy and Records
❑ None of the Above
H.3. Agency agrees to: Check all that apply
2 Submit complete audits for every year during contract
2 Retaining all project records for the applicable time period as outlined in applicable regulations
Printed By: Hilary Halford on 21912022 16 of 30
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I. Outcomes & Performance Case Id: 27581
Measures
Completed by michoel@collierhousing.com on 21912022 1:57 PM
I. Outcomes & Performance Measures
Please provide the following information.
Name: HELP - CCCLT Operating Grant - 2022
Address: *No Address Assigned
Outcomes and Performance Measures: The category will be evaluated on the applicant's ability to collect data to
measure the outcomes of the activities and the project as a whole
• Provides a clear evaluation plan with performance measurements
• Demonstrates long term support of project
• Demonstrates how outcome measures will meet national or program objectives
• Evaluation plan demonstrates "value-added" or "community value" to Collier County
The following outcomes and performance measures are projected over the next 12 months:
- Completion and lease -up of 160 rental units for low-income seniors at Allegro at Hacienda Lakes
- Close on financing for an additional 160 rental units for low-income seniors (Cadenza at Hacienda Lakes)
- Acquire 2 parcels for development of home ownership units: projected 6 - 20 units depending on parcel size
- Establish finance, steering, and marketing/fundraising committees
We have acquired a subscription and completed training on the HomeKeeper asset management system administered
by Grounded Solutions. This online portal will allow us to track rental and homeownership units and report on income
and demographic information for the occupants.
Printed By: Hilary Halford on 21912022 17 of 30
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J. Budget
Case Id: 27581
Completed by michoel@collierhousing.com on 21212022 3:31 PM
J. Budget
J.1. Budget Summary and Itemization Table
Name: HELP - CCCLT Operating Grant - 2022
Address: *No Address Assigned
Budget Itemization
CDBG
Funds
Other Funds
Leverage/
Match
Total Budget
($)
Narrative Deliverable
Management Contract
$0.00
$50,000.00
$0.00
$50,000.00
Legal Fees
$0.00
$10,000.00
$0.00
$10,000.00
Accounting/Bookkeeping
$0.00
$14,500.00
$0.00
$14,500.00
Technology/Software
$0.00
$15,000.00
$0.00
$15,000.00
Marketing & PR
$0.00
$25,000.00
$0.00
$25,000.00
Networking/Events
$0.00
$5,000.00
$0.00
$5,000.00
Insurance Fees
$0.00
$5,000.00
$0.00
$5,000.00
Organizational
Membership Fees
$0.00
$1,500.00
$0.00
$1,500.00
Supplies & Equipment
$0.00
$1,500.00
$0.00
$1,500.00
$0.00
$127,500.00
$0.00
$127,500.00
Printed By: Hilary Halford on 21912022 18 of 30
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K. Program Income
Case Id: 27S81
Completed by michoel@collierhousing.com on 1128120221:23 PM
K. Program Income
Please provide the following information.
Name: HELP - CCCLT Operating Grant - 2022
Address: *No Address Assigned
K.1. Will program income be generated as a result of the service or product provided?
No
K.2. If Yes, please indicate the SOURCE of the income generated (rent, proceeds, revenue, program fees, etc.) and
the TOTAL DOLLAR AMOUNT that will be generated.
Source of Program Income I Total Amount ($)
K.3. If program income is anticipated, indicate how the funds will be utilized.
Printed By: Hilary Halford on 21912022 19 of 30
Neighborly Software
L. Leverage / Match
Case Id: 27581
Completed by michael@collierhousing.com on 113112022 4:02 PM
L. Leverage / Match
Please provide the following information.
L.I. Will the project require matching funds?
No
Name: HELP - CCCLT Operating Grant - 2022
Address: *No Address Assigned
L.2. If yes, please complete the Leveraged or Match Funds table below.
Source of Match/Leveraged Funds Conditions/Limitations of Match/Leverage
Funds
Amount
$0.00
Printed By: Hilary Halford on 21912022 20 of 30
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M. Required Documents Case Id: 27S81
Name: HELP - CCCLT Operating Grant - 2022
Completed by michoel@collierhousing.com on 219120221:55 PM Address: *No Address Assigned
M. Required Documents
Please provide the following information.
Please read, understand and sign the following documents. Executed (signed) forms must be uploaded below.
Acknowledgement Letter
Attestations and Certifications for all Applications
CHDO Certification
Certification Regarding Debarment, Suspension, Ineligibility Voluntary Exclusion
Financial Review Template
Religious Organization Requirements Form
Documentation
0 Application Document - 501 (c) (3) IRS Tax Exemption Letter *Required
IRS Determination Letter - HELP.pdf
IRS Tax Exemption Letter - CCCLT.pdf
QApplication Document - Acknowledgement Letter
Acknowledgment Letter.pdf
❑ Application Document - Acknowledgement of Religious Organization Requirements
**No files uploaded
2 Application Document -Affidavit of Compliance with Federal, State, Local Regulations *Required
Attestations and Certs.pdf
IJ Application Document - Articles of Incorporation *Required
Articles of Inc - HDC.pdf
Official Articles of Incorporation - CCCLT.pdf
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2 Application Document - Board Resolution authorizing submittal of grant application *Required
Signed Corporate Resolution.pdf
QApplication Document - By -Laws *Required
BYLAWS 2 HDC of SW FL.pdf
Executed CCCLT Bylaws.pdf
❑ Application Document - Certification of CDBG/HOME/ESG Funded Construction/Rehabilitation Projects
**No files uploaded
Application Doc - Certification Regarding Debarment, Suspension, Ineligibility Voluntary Exclusion *Required
COI - Michael.pdf
COI - Maria Collier 01282022.pdf
COI - Dan.pdf
COI - Marie.pdf
COI - Frances.pdf
COI - Jury.pdf
COI - Tara.pdf
COI - Aileen.pdf
COI - Tracy.pdf
COI - David T.pdf
Certification - Debarment.pdf
QApplication Document - Internal Revenue Service Form 990 —first 12 pages of the last 2 years *Required
2019 990.pdf
2020 990.pdf
QApplication Document - List of Board of Directors *Required
HELP Board Of Directors.pdf
❑ Match documentation
**No files uploaded
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QApplication Document - Organizational Chart *Required
Organizational Chart - HELP.pdf
2 Application Document - Preceding 2-year audits including management letter and findings *Required
2020 HDC Final 10.29.2021.pdf
QApplication Document - Procurement Policy *Required
Procurement Policy.pdf
QApplication Document - Resumes, Pay Scales with Job Descriptions *Required
Job description - ED.pdf
Job description - HC.pdf
Project Developer Job description.pdf
Resume - MP.pdf
Dan-Paul-Resume_.pdf
Maria Resume.pdf
Marie Gonzper_resume.pdf
QApplication Document - State of Florida Certificate of Good Standing *Required
COGS CCCLT, Inc.pdf
COGS - HDCSWFL.pdf
❑ Application Document - Verification of site plan/plat approval
**No files uploaded
❑ Application Document - Verification of zoning
**No files uploaded
❑ Application Document - Location map/photo of site
**No files uploaded
❑ Application Document - Floor plans
**No files uploaded
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❑ Relocation plan
**No files uploaded
❑ Deliverable - Market Study
**No files uploaded
❑ Deliverable - Project Pro -forma
**No files uploaded
QFinancial Review Template
Financial Analysis Template.xlsx
❑ Deliverable - CHDO Certification
**No files uploaded
❑ Religious Organization Requirements Form
**No files uploaded
Printed By: Hilary Halford on 21912022 24 of 30
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Submit
Case Id: 27581
Completed by michael@collierhousing.com on 219120221:57 PM
Submit
Name: HELP - CCCLT Operating Grant - 2022
Address: *No Address Assigned
I certify that I have been authorized by the applicant's governing body to submit this application and that the
information contained herein is true and correct to the best of my knowledge.
Authorized Name and Title
Michael Puchalla, Executive Director
Telephone
(239) 434-2397
Authorized Signature
M i C�j P "j a.ulav
Electronically signed by mich ael@ collierho using. com on 219120221:55 PM
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Administration Documents
No data saved
Administration Documents
Please provide the following information.
Documentation
❑ Mortgage
**No files uploaded
❑ Promissory Note
**No files uploaded
❑ Agreement
**No files uploaded
❑ Amendment(s)
**No files uploaded
❑ Rental Lease
**No files uploaded
Case Id: 27S81
Name: HELP - CCCLT Operating Grant - 2022
Address: *No Address Assigned
❑ Deliverable - Affirmative Action/ Equal Opportunity Policy -
**No files uploaded
❑ Deliverable - Affirmative Fair Housing Policy
**No files uploaded
❑ Annual audit monitoring report— Exhibit E
**No files uploaded
❑ Attestations Debarment/COI
**No files uploaded
❑ Annual Audit
**No files uploaded
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❑ Davis Bacon - Authorization to make deductions
**No files uploaded
❑ Deliverable - Capital Needs Assessment Plan
**No files uploaded
❑ Davis Bacon - Certified payroll
**No files uploaded
❑ Conditional Approval Letter
**No files uploaded
❑ Deliverable - Conflict of Interest Policy
**No files uploaded
❑ Construction design contract
**No files uploaded
❑ Deliverable - Continued Use Certification - Annually after close out
**No files uploaded
❑ Davis Bacon - Contractor appointing officer
**No files uploaded
❑ Project Schedule / Project Timeline
**No files uploaded
❑ Deliverable - Fraud Policy
**No files uploaded
❑ HOME Program Rents
**No files uploaded
❑ Insurance
**No files uploaded
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❑ Deliverable - LGBTQ Policy
**No files uploaded
❑ Deliverable - Marketing Plan
**No files uploaded
❑ MBE/WBE-Minority and Women owned Business Enterprise report
**No files uploaded
❑ Deliverable - Procedure for meeting the requirements set forth in Section 3
**No files uploaded
❑ Deliverable - Procedures for meeting the requirements set forth in Sec. 504, Rehabilitation Act 1973
**No files uploaded
❑ Procurement
**No files uploaded
❑ Deliverable - Program Income
**No files uploaded
❑ Deliverable - Program Income Reuse Plan
**No files uploaded
❑ Program Specific AMI Limits
**No files uploaded
❑ Construction Project Plans and Specifications
**No files uploaded
❑ Property Maintenance
**No files uploaded
❑ Residential Anti -displacement and relocation Policy
**No files uploaded
❑ Deliverable - Revenue Plan for Maintenance and Capital Reserve
**No files uploaded
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❑ Section 3 Opportunities Plan
**No files uploaded
❑ Section 3 Report -Quarterly report
**No files uploaded
❑ Section 3 vacant positions
**No files uploaded
❑ Deliverable - Sexual Harassment Policy
**No files uploaded
❑ Deliverable - Signature Authorization Form
**No files uploaded
❑ Davis Bacon - Statement of pay record
**No files uploaded
❑ System of Award Management (SAMS)
**No files uploaded
❑ TBRA Rental Lease Agreement
**No files uploaded
❑ Tenant Grievance
**No files uploaded
❑ Tenant Guidelines (Income)
**No files uploaded
❑ Tenant Policy Manual
**No files uploaded
❑ Uniform relocation Act Policy (URA)
**No files uploaded
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❑ Violence Against Women Act
**No files uploaded
❑ Lien Agreements
**No files uploaded
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NNeighborly Software
OFFICE of THE MAYOR
;2d*
DANIELLA LEVINE CAVA
THE BUILDING BLOCKS FUND
A local impact pool to finance new housing
The Building Blocks Fund (BBF) brings together private and nonprofit funders to finance the
development of affordable and workforce housing, for the first time in County history. In May
2022, Miami -Dade secured $55 million in external commitments to build and preserve affordable
housing through Dec. 31, 2025.
• Each fund will
"' " '
';; " Accelerated and Additional Units
maintain its own
integrity and
• This consortium will help Miami -Dade County complete 9,000 to 16,000 new
due diligence
affordably priced homes and apartments before 2025
progress
• New BBF dollars catalyze competition in the housing financing sector, potentially
leading to overall project cost savings
• Funds are linked
to the impact pool
-
through facilitation
o o Affordable Rental and Homeownership
and letters of
• The BBF will finance both affordable rental and homeownership projects
commitment
• No BBF funds will
be deposited into
lll i�� No Financial Risk of Liability
County accounts
• This structure eliminates financial risk and liability for Miami -Dade
• There are no costs or
fees associated with
Cross -sector Planning
the BBF
• The BBF enables participants to quickly understand hyper -local housing needs
and land availability from unique owners such as faith -based organizations and
• Commitment ends on
the Miami -Dade County Public Schools system
December 31, 2025
THE BUILDING BLOCKS FUND
How this Works to Increase Supply
Alliant
Strategic
$10M
Belveron
$lOM
MSquared
$10M
Red Stone
Equity
$10M
National
CORE
$5M
Miami
Homes
.; for All-------
$5M
SELF
$5M
PHCD
$15M
Funding
------ Input
Advisory
Council
Quarterly
Meetings
17+
Members
including:
• Builders
• Large
employers
• Unions
• Advocates
• Colleges F
universities
• Faith -based
community
• Chambers of
Commerce
Eligible housing developers will apply
to BBF funders directly, meeting the
necessary requirements of the individual
funder. The cross -sector Advisory
Council will work to identify current
local housing needs and priorities to
participating funders.
The Building Blocks Fund will include
both equity and debt financing,
building and preserving affordable and
workforce housing.
To maximize impact, BBF will form
a new Advisory Council to provide
recommendations on how resources
should be deployed, serve as leads
to projects, sites, and developers after
BBF funding is secured, and produce an
annual report that monitors the progress
of BBF activities.
Miami -Dade County's Public Housing
and Community Development with
assistance from the Departments of
Regulatory and Economic Resources,
Transportation and Public Works, and
Water and Sewer will serve as staff and
facilitate the Advisory Council.