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Sarasota Consortium
SARASOTA OFFICE OF HOUSING AND COMMUNITY DEVELOPMENT
111 South Orange Avenue
P.O. Box 1058
Sarasota, FL 34230
Donald D. Hadsell, Director
PHONE (941) 951-3640
FAX (941) 951-3649
TDD (941) 954-4133
WORLD WIDE WEB:
http://www.sarasotagov.com/LivingInSarasota/Contents/Housing/Housing.htm
Sarasota Consolidated Plan for the Period of October 1, 2005 - September 30, 2010
Sarasota County Commissioners
Paul Mercier, Chair
David Mills, Vice Chair
Nora Patterson, District 2
Shannon Staub, District 3
Jon Thaxton, District 5
City of Sarasota Commissioners
Mary Anne Servian, Mayor
Fredd “Glossie” Atkins, Vice Mayor
Danny Bilyeu, District 3
Lou Ann Palmer, At-Large
Ken Shelin, At-Large
County Administrator
James L. Ley
City Manager
Michael A. McNees
The Consolidated Plan was prepared under the leadership of the Community Development Advisory Committee. This
citizen advisory committee invested a tremendous amount of time and energy listening to citizens and carefully
examining the issues relating to housing and community development. Their service to their community is sincerely
appreciated. Listed below are the members’ names and affiliations within the community.
Carolyn Mason, Chair
Neighborhood Advocate, City of Sarasota
Tullio Giacomazzi
Citizen-at-Large, Sarasota County
David Dettman, Vice Chair
Nonprofit Housing Provider, Sarasota County
Darryl Henry
Citizen-at-large, City of North Port
Cory Laurent
Youth Representative, Sarasota County
Peter Lopez
Venice Housing Authority
Rosa Mendoza
Banking/Finance Industry, Sarasota County
Joseph Miller
Citizen-at-Large, City of Sarasota
John Outerbridge
Residential Construction, Sarasota County
Jon Susce
Citizen-at-Large, City of Sarasota
Rudy Vazmina
Sarasota Housing Authority
Caroline Phillips
Real Estate, Sarasota County
Tom Treend
Low-Income Advocate, Sarasota County
Alex Young
Philanthropy/Foundations, Sarasota County
The following also served as members of the Community Development Advisory Committee:
Sandy Baar, Homeless Coalition, (Resigned September 2004)
Jean Trammel, City of Venice, (Resigned November 2004)
The Consolidated Plan was prepared by the staff of the Sarasota
Office of Housing and Community Development.
Sarasota Consortium
Table of Contents
Introduction
1
Sarasota Consortium 5 Year Strategic Plan
Executive Summary
Strategic Plan
Housing Needs
Homeless Needs
Community Development
Non-Homeless Special Needs
3
3
9
36
84
98
105
Sarasota Consortium Funding Charts
122
Strategic Plan Summary
129
Table 1A – Homeless and Special Needs Populations
131
Table 1B – Special Needs (Non-Homeless) Populations
134
Table 1C – Summary of Specific Homeless / Special Needs Objectives
135
Table 2A – Priority Needs Summary Table
136
Table 2B – Community Development Needs
138
Table 2C – Summary of Specific Housing / Community Dev. Objectives
140
Glossary of Terms
142
Citizens Participation Plan
149
First Year Action Plan
City of Sarasota SF 424 Form
Narrative Responses
Housing
Homeless
Community Development
Non-Homeless Special Needs Housing
City of Sarasota Specific Project Forms
Sarasota County SF 424 Form
Sarasota County Specific Project Forms
157
157
160
162
165
166
167
171
185
188
Certifications – City of Sarasota
195
Certifications – Sarasota County
204
Written Public Comments and Responses
209
2005 – 2010 Consolidated Plan
Table of Contents
Sarasota Consortium
Introduction
Background and Purpose
Title I of the National Affordable Housing Act established the requirement that states
and local governments applying for direct assistance under certain U.S. Department
of Housing and Urban Development (HUD) programs have a Consolidated Plan
approved by HUD.
Federal law requires each local jurisdiction to describe its plan for providing decent
housing, a suitable living environment, and expanding economic opportunities
principally for low and moderate-income persons. The jurisdiction must set out a
three to five-year strategy that establishes priorities, identifies resources available to
meet goals and objectives, and establishes a one-year Action Plan.
Consolidated Plan Period
The Sarasota Consortium is required to submit a Consolidated Plan to HUD at least
once every five years. The Consortium submitted its last Consolidated Plan on
August 14, 2000. The Consortium – acting through the Sarasota County Board of
County Commissioners and Sarasota City Commission – will submit its five-year plan
in August 2005 and will cover fiscal years 2005 through 2010. The one-year Action
Plan, certifications, and Performance Reports will be submitted on an annual basis.
Function of the Consolidated Plan
The Consolidated Plan is the document submitted to HUD that serves as the
comprehensive assessment of the jurisdictions’ needs and identifies resources
available to meet those needs. The Consolidated Plan is:
1. A planning document for the Sarasota Consortium which builds on a
participatory process at the lowest levels;
2. An application for federal funds under the HUD formula grant programs;
3. A data driven document that details community needs and offers measurable
solutions; and
4. An Action Plan that identifies activities undertaken by the jurisdiction annually
to meet its needs and determines their effectiveness.
The Consolidated Plan includes the application requirements for the following
programs:
•
•
•
Community Development Block Grant (CDBG) program (received by the City
and County);
The HOME Investment Partnerships (HOME) program (received by the
Consortium); and
The Housing Opportunities for Persons With AIDS (HOPWA) program
(received by the City).
It also includes other federal, state, local and private resources that will be used for
housing and community development needs.
2005 – 2010 Consolidated Plan
1
Introduction
Sarasota Consortium
Consolidated Plan Strategies
The Housing, Homeless, HIV/AIDS Housing and Special Needs Assessments, and the
Housing Market Analysis describe the housing needs of extremely low-, low-, and
moderate-income families, the homeless, and individuals with special needs, as well
as characteristics of Sarasota County’s housing market. The Strategic Plan outlines
priorities for the five-year planning period. The Action Plan allocates entitlement
resources for each individual year. The Sarasota Office of Housing and Community
Development prepared this submission in accordance with 24 CFR Section 91
Consolidated Submission for Community Planning and Development Programs.
Lead Agency
The City of Sarasota is the lead agency responsible for overseeing the development
of the Consolidated Plan. The Office of Housing and Community Development
(OHCD) was created to administer the programs covered by the Consolidated Plan as
a result of the consolidation of the City of Sarasota and Sarasota County’s housing
and community development programs.
Citizen Participation
The Consolidated Plan also includes a summary of the citizen participation process,
including citizen comments, and responses from the Sarasota Office of Housing and
Community Development. The Citizen Participation Plan is included in this document.
2005 – 2010 Consolidated Plan
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Introduction
Sarasota Consortium
5 Year Strategic Plan
This document includes Narrative Responses to specific questions that grantees of
the Community Development Block Grant, HOME Investment Partnership, Housing
Opportunities for Persons with AIDS and Emergency Shelter Grants Programs must
respond to in order to be compliant with the Consolidated Planning Regulations.
GENERAL
Executive Summary
The Consolidated Plan is a five-year road map for local jurisdictions that receive
federal funds for housing and community development activities. The plan is used to
identify housing, homeless, community and economic development needs, and to
develop a strategic plan for meeting these needs.
The Consolidated Plan identifies the overall vision for Sarasota County and the City of
Sarasota and outlines a strategy to address that vision.
Affordable Housing was tied with Economic Development as the second highest
priority in the City of Sarasota’s 2004-2008 Strategic Plan. The Consolidated Plan
helps to implement both of these top priorities. In addition, the Consolidated Plan
promotes Sarasota County’s Growth Management Strategic Initiative by ensuring
affordable housing throughout the entire county.
Federal law requires each local jurisdiction receiving Community Development Block
Grant (CDBG) and/or HOME Investment Partnership (HOME) funds to describe its
plan for providing decent housing, a suitable living environment, and expanding
economic opportunities principally for low to moderate-income persons.
The
jurisdiction must set out a five-year strategy that establishes priorities, identifies
resources available to meet goals and objectives and establishes a one-year Action
Plan.
The Sarasota Consortium, consisting of Sarasota County and the City of Sarasota, is
required to submit a new Consolidated Plan every three to five years. This five-year
Consolidated Plan will cover fiscal years 2005-06 through 2009-10. The Action Plan,
certifications, and performance reports will be submitted annually.
The City of Sarasota is the lead agency responsible for overseeing the development
and implementation of the Consolidated Plan.
Sarasota County and the City of Sarasota have formally merged the administration
of housing and community development programs through an Interlocal Agreement
that allows for the seamless delivery of services to all Sarasota County residents.
The Interlocal Agreement has been successful in delivering housing and community
development services for citizens throughout the entire county. Through this
agreement, Sarasota County and the cities of Sarasota, North Port and Venice work
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
together on housing and community development programs, and allocate resources
based on the needs of the entire county and not just based on jurisdiction. The
Town of Longboat Key decided to participate in the Manatee Consortium to enable
Manatee County to receive HOME funding from HUD.
The agreement serves the citizens by creating one set of rules for housing and
community development programs, rather than several differing and potentially
conflicting rules for each jurisdiction. The agreement also ultimately saves money for
the citizens of Sarasota County by reducing administrative costs by administrating all
housing and community development programs through one central office.
The Consolidated Plan contains a Citizen Participation Plan, housing data, a homeless
and special needs assessment, a public and assisted housing needs assessment, a
discussion of strategies, priority needs and objectives for housing and community
development activities, a one-year Action Plan, and certifications required by HUD.
The Consolidated Plan was developed utilizing demographic data, consultation with
public and private agencies, and extensive citizen participation.
Background and Demographic Profile
Sarasota County is located on Florida’s west coast on the Gulf of Mexico, south of
Tampa Bay, and north of Charlotte Harbor. Bordering to the north is Manatee
County, to the south is Charlotte County, to the east is DeSoto County, and to the
west is the Gulf of Mexico.
The county’s incorporated municipalities include the cities of Sarasota, Venice, North
Port, and the southern portion of the Town of Longboat Key.
Like much of southwest Florida, Sarasota County is a popular tourist and retirement
destination. It has also become a center for the arts, culture, and business. The
area’s warm climate and Gulf of Mexico beaches draw visitors as well as part-time
and full-time residents from around the country and around the world.
In 1930 Sarasota County’s population was just over 12,000. By 1950 it had more
than doubled to over 28,000. By 1970 it had grown to over 120,000. During the
1970s and 80s there was tremendous growth, with the population growing to
277,776 residents in 1990. In 2002, there were an estimated 339,684 residents.
The City of Sarasota’s population was 8,398 in 1930. By 1950 it had grown to
18,896 and by 1980 to 48,868. With the city essentially built out and developed, the
population growth slowed considerably and reached 50,961 by 1990. In 2002, the
city had an estimated population of 53,939 and is planning for some growth as
redevelopment continues throughout the downtown area.
Public Participation Process
From May 2004 through March 2005, a Community Development Advisory
Committee (CDAC) met on a regular basis to provide a forum for public input on the
Consolidated Plan and to provide guidance throughout the process of writing the
plan. The CDAC took time to understand the needs of the community, the resources
available, and weigh the priorities in an effort to maximize results.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
The CDAC then chose high, medium, and low priorities for the 2005-2010
Consolidated Plan, which are listed below.
High
Special Needs Ho using
Medium
Increasing Homeownership
Low
Public Facilities
Maintaining the Affordable
Single-Family Housing Stock
Maintaining Existing
Rental Units
Homeless Facilities
Legal Aid
Increasing the Supply of
Affordable Single-Family
Homes
Neighborhood
Improvements
Increasing the Supply of
Affordable Rental Units
Economic
Development
Public Housing Revitalization
Increasing the Supply of
Rental Vouchers
While the priorities of the CDAC strongly influenced the funding recommendations of
the Consortium, important community needs and goals also played a large part in
the final strategic plan. Based upon further community input, it was decided that
public facilities, economic development and neighborhood improvements were
important priorities that should be funded under the 2005-2010 Consolidated Plan.
Through this process - along with an analysis of data contained in the Homeless
Needs, Special Needs, and Housing Needs and Market Analysis sections - the
following points were highlighted:
•
•
•
•
•
•
•
•
The high cost of land and other factors, including the high cost of impact fees,
high cost of materials, and scarcity of labor makes building affordable housing
very difficult;
The high cost of housing is a significant problem for homebuyers, even for those
with full-time jobs;
One of the most cost-effective ways to provide affordable housing is to maintain
the existing housing stock;
There is an acute need for affordable rental housing;
There is a need to assist more families with federal rent assistance, though
chances of receiving additional assistance is limited due to federal budget cuts;
The high cost of housing is a significant problem for special needs populations
such as the elderly, frail elderly, and the disabled;
There is a need for emergency and transitional shelters and services for
individuals, single mothers, and other homeless subpopulations with special
needs such as those with HIV/AIDS, substance abuse and/or mental health
problems and the disabled;
Services and emergency shelters are needed for families and South County
residents;
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
•
•
A responsibility exists upon the community to ensure public housing residents
have a safe and decent environment;
There is a need for a housing assistance program to provide HOME-based
vouchers for individuals and families leaving transitional programs.
Strategies
Sarasota County and the City of Sarasota agreed upon the following strategies to
meet the needs of the community and to accomplish the overall goals of providing
and sustaining decent housing for low and moderate-income residents, creating and
maintaining a suitable living environment for citizens, and expanding economic
opportunities principally for low and moderate-income persons. A combination of
federal (CDBG, HOME and HOPWA), state (SHIP), local and private sector resources
will be used to implement this five-year plan.
The vast majority of the Consortium’s housing, homeless, and special needs
activities will be conducted on a countywide basis. Community development activities
will target neighborhood revitalization efforts in the City of Sarasota as identified in
the Newtown Redevelopment Plan and in the County by the Neighborhood Initiative
Program. Social services delivery will be enhanced in the City of North Port in South
County.
Using the limited resources anticipated to be received, the Consortium agreed to the
following strategies for affordable housing, the homeless, special needs, and
community development needs. Additional funds either generated or received will go
to meet unmet needs appropriate to the source of funding and based on the
priorities and strategies outlined in the plan.
The Affordable Housing Strategies are as follows:
Homeownership
•
•
•
•
•
Assist 550 low and moderate-income households purchase homes with down
payment assistance;
Assist 2,500 households with homebuyer education;
Provide impact fee assistance for 60 households. This strategy will include both
impact fees for new homes and fees to connect existing homes to water and
sewer lines;
Construct 85 new units of affordable owner-occupied infill housing - 10 through
Community Housing Development Organizations (CHDOs) and 75 through
partnerships with non-profit organizations; and
Rehabilitate 380 owner-occupied units.
This strategy will include general
rehabilitation, emergency rehabilitation and barrier removal for both the elderly
and the disabled.
Rental Activities
•
•
•
Create 300 new affordable rental units for low-income and moderate-income
residents. Elderly/frail elderly units will be encouraged under this strategy;
Provide tenant-based assistance (security deposits or security and utility
deposits) for 400 low-income (below 50% MFI) individuals and/or families; and
Assist with the redevelopment of the 128 unit Janie Poe housing complex.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
Special Needs
•
•
•
•
•
All existing affordable housing strategies are targeted to help the elderly.
Outreach efforts will encourage the elderly/frail elderly who are low-income to
apply for the programs including homeowner rehabilitation and barrier removal;
The Consortium will support applications for Section 202 funding and/or tax
credit programs to create an affordable rental development for the elderly;
The removal of architectural barriers will continue to be an eligible use of funds in
the housing rehabilitation program. Both the elderly and the physically disabled
will be targeted under this program;
Twelve special needs citizens will have increased access to affordable housing for
the purpose of creating a suitable living environment through independence. The
Consortium will dedicate $1,000,000 to produce 12 units of affordable housing for
special needs individuals; and
Working with the Health Planning Council of Southwest Florida (the Fiscal Agent)
and Comprehensive Care Clinic in Sarasota County and Manatee County Rural
Health Services (project sponsors), 200 HIV/AIDS clients will receive housing
assistance in Sarasota and Manatee County.
Homelessness Strategies
•
•
To increase accessibility of homeless individuals to services, the Consortium will
give $500,000 dollars to the local Continuum of Care (COC) to be used to assist
homeless individuals throughout the community. By giving these funds to the
COC, it is possible to ensure the best use for them under the COC planning
process.
The funds will be used to assist 25 low income families end
homelessness or prevent homelessness; and
To increase the accessibility of homeless individuals to affordable housing by
creating 10 HOME assisted vouchers for individuals and families graduating from
transitional housing programs. It is estimated that 50 individuals and families
will be helped under this new initiative.
Non-Housing Community Development Strategies are as follows:
Infrastructure
•
Construct infrastructure improvements in the North Sarasota, Laurel and South
Venice communities. The long-term goal of these projects will be to cut crime
rates and code violations while creating a suitable living environment for
inhabitants of the neighborhoods.
Economic Development
•
The development of a revolving loan fund in the Newtown Community to
encourage the creation of new businesses and the expansion of existing ones.
The objective will be to create 50 jobs for low-income Newtown residents.
Public Facilities
•
The construction of a facility that will provide badly needed social services to lowincome residents in the North Port area.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
The strategies will be coordinated and monitored by the Sarasota Office of Housing
and Community Development (OHCD) on behalf of the Consortium in cooperation
with local governments, non-profits, local lenders, neighborhood organizations, and
others involved in housing and community development activities described in the
plan.
The Consortium will also pursue the following activities and plans during the next five
years:
1. During the Consolidated Plan period, the City of Sarasota and Sarasota County
will work with the Housing Authority of the City of Sarasota to redevelop the
existing public housing developments in an attempt to eliminate the substandard
housing managed by the authority;
2. During fiscal year 2005-2006, OHCD will assemble a fair housing task force to
make recommendations on fair housing policies;
3. Throughout 2005-2010, OHCD will have ad-hoc committees determine the
efficiency and effectiveness of housing programs.
4. Throughout 2005-2010, OHCD will work with the Continuum of Care to develop a
plan to eliminate chronic homelessness by 2012.
5. In 2005, OHCD will undertake outreach efforts to educate both public housing
and mobile home park residents on the Down Payment Assistance program.
6. During fiscal year 2008-2009, the OHCD will undertake a Housing Market
Analysis study in preparation for the 2010-2015 Consolidated Plan;
7. Lastly, OHCD will organize and sponsor an annual Housing and Community
Development Summit in which local governments, public housing authorities,
providers of affordable housing, homeless services, special needs housing,
private sector homebuilders and developers, and other interested parties can
meet, exchange information, and openly discuss housing and community
development issues.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
Strategic Plan
Introduction
In accordance with 24 CFR Section 91.415, the Sarasota Office of Housing and
Community Development (OHCD) has prepared a Strategic Plan that will cover a
five-year period. It will bring together the needs and resources identified in a
coordinated housing and community development strategy.
Federal Goals
The following goals are the overall goals mandated by HUD’s Consolidated Planning
process in accordance with 24 CFR Section 91.1. The first overall goal is to provide
and sustain decent housing for low and moderate-income residents in Sarasota
County. The second overall goal is to create and maintain a suitable living
environment for citizens within Sarasota County. The third overall goal is to expand
and retain economic opportunities principally for low and moderate-income persons.
Time Period
The Sarasota Consortium’s Strategic Plan will cover a five-year period covering fiscal
years 2005-06, 2006-07, 2007-08, 2008-09 and 2009-10.
Income Ranges
For strategic goals, the following definitions and income ranges apply.
Extremely low-income is 30% of the Sarasota County Area Median Income (AMI) and
below;
Low-income is 31% to 50% AMI;
Moderate-income is 51% to 80% AMI; and
Middle-income is between 81%-95% AMI.
Funding Resources
A combination of federal, state, local, and private sector grants, and other resources
are available to help address the needs outlined in this five-year plan.
The Consortium receives federal resources from the Community Development Block
Grant (CDBG) program, the HOME Investment Partnerships (HOME) program, public
housing capital funding, public housing operational funding, Section 8 voucher
funding, Continuum of Care funding, and Housing Opportunities for Persons With
AIDS (HOPWA) funding. Additional (competitive) funds may be available through the
Emergency Shelter Grant (ESG) program, Section 202 housing grants for the elderly,
HOPE VI grants for public housing and redevelopment, Section 811 grants for the
disabled, and other sources.
The Consortium also receives funding from the State of Florida from State Housing
Initiatives Partnership (SHIP) program distributed by the Florida Housing Finance
Corporation. The Consortium also supports applications to the Housing Credit
Program for the development of affordable rental housing.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
OHCD administers the HOME and SHIP funds on behalf of the Sarasota Consortium
and HOPWA funds for both Sarasota and Manatee Counties. CDBG funds are also
administered by OHCD, with two separate allocations for the County and the City of
Sarasota. The cities of Venice and North Port participate with the county, through an
Interlocal Agreement, in the annual allocation of CDBG funding. Sarasota County
receives funding for Section 8 vouchers, administered by OHCD.
The Sarasota and Venice housing authorities both receive operating and capital
funding from HUD, which are administered by the housing authorities and their
governing boards. The Housing Authority Of the City of Sarasota also receives
funding and administers Section 8 vouchers for the City of Sarasota. The Venice
Housing Authority does not have any Section 8 vouchers.
The United Way of Sarasota County currently serves as the lead agency and
administers funding for HUD’s Continuum of Care Plan for the bi-county Manasota
Homeless Project.
Federal and state funding anticipated to be received for the five-year time period is
as follows, based on funding for Fiscal Year 2005-2006 for the CDBG, HOME and
HOPWA programs and the flat rate of funding for the SHIP program. OHCD
administers this funding in addition to the others.
Source
City CDBG
County CDBG
HOME
ADDI
HOPWA
SHIP
Total
Source
FUNDING AVAILABLE (GROSS AMOUNTS)
One-Year Period
Five-Year Period
(Estimated)
$ 650,336
$ 3,378,336
$1,987,616
$ 8,707,616
$2,088,035
$10,440,035
$
36,889
$
184,445
$ 548,000
$ 2,740,000
$4,303,000
$21,515,000
$9,641,876
$46,965,432
ACTUAL FUNDING AVAILABLE
AFTER ADMINISTRATION
One-Year Period
City CDBG
County CDBG
HOME
ADDI
HOPWA
SHIP
Total
$ 548,336
$1,651,616
$1,879,235
$
36,889
$ 531,560
$3,958,000
$8,605,636
Five-Year Period
(Estimated)
$ 2,728,336
$ 7,027,616
$ 9,396,035
$
184,445
$ 2,657,800
$19,790,000
$41,784,232
It is anticipated the Consortium will generate program income from its various
activities, including loans, interest payments, and other sources of income. Program
income and/or recaptured funds generated through the SHIP, CDBG and HOME
programs over the term of the Consolidated Plan has been incorporated into the
gross amount of available funding.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
The anticipated funding available for the SHIP, CDBG and HOME programs are
estimates. If additional funds beyond those budgeted in any one-year are received
through any of the sources (CDBG, HOME, SHIP), they will be used to accelerate
funding for strategies that are proposed to be implemented in a later year of this
Consolidated Plan. Funding in excess of that anticipated to be received over the fiveyear period will be appropriated by the two Commissions in response to the demand
for funding. (See “Strategic Plan Summary Charts”.)
Explanation of Strategies and Funding
The following strategies all represent minimum goals the Consortium seeks to
achieve. They in no way prohibit the Consortium from exceeding those minimum
goals. The dollar allocations are also merely estimates based on the best available
information. These may be adjusted up or down based on availability of funds or
changes in circumstances during the five-year planning period.
Many strategies are dependent on competitive funding sources. As a consequence,
achievement of particular goals and execution of strategies will be dependent on
competitive processes out of the control of the Consortium.
Affordable Housing
The Sarasota Consortium has a number of strategies to accomplish its affordable
housing goal.
This section seeks to describe:
•
•
•
The basis for assigning relative priority to each category;
Specific objectives and their intended impact on the housing market
(homeownership, new rental units, new ownership units, rehabilitation of existing
units, etc.);
Proposed accomplishments specifying the number of extremely low, low, and
moderate-income persons to whom the Sarasota Consortium will provide
affordable housing over a specific period of time.
This plan establishes the basis for federal priorities for federal funds spent on
housing and community development activities. SHIP funds, received by the
Consortium from the State of Florida, may be spent on any of these priorities based
on the Consortium’s Local Housing Assistance Plan (LHAP) as updated. OHCD is
responsible for the development of the LHAP.
The LHAP, as updated, is incorporated in the Consolidated Plan by reference. Any
changes in the LHAP (which is required for state SHIP funding) do not require a
change or an amendment to the Consolidated Plan.
Findings
The Housing Needs and Market Analysis show several problem areas in increasing
the supply of affordable housing, which need to be addressed.
The cost of a rental apartment at Fair Market Rent is shown to be prohibitively high
for low and moderate-income residents. This is also borne out by the 2000 CHAS
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5 Year Strategic Plan
Sarasota Consortium
data, showing 62% of extremely low-income renters paying more than 50% of their
income for housing (Severe Cost Burden).
Potential solutions include rent subsidies (such as Section 8 vouchers) and the
creation and rehabilitation of affordable rental units. Another solution is moving costburdened renters to affordable ownership using down payment assistance and other
programs to build affordable units for ownership to income -eligible households.
However, it is becoming difficult for non-profit developers to build single-family
homes that low-income families can afford in Sarasota County. As land prices
escalate, so do subsidies necessary to build affordable homes. Currently, a home
must be priced below $226,350 to be considered affordable under Sarasota’s
guidelines.
This places even assisted homeownership out of reach for many
residents.
Data showed countywide a significant number of housing units were experiencing
over-crowded conditions, lacking central heating, lacking complete kitchens, and
lacking complete plumbing. The data shows this is especially the case among lowincome households, specific targeted neighborhoods in the county and the cities, and
minority households.
Potential solutions include rehabilitation of owner-occupied units, which has been
successful in past years.
A thread running through the entire Consolidated Plan process has been the need for
more affordable multi and single-family units, more homeownership opportunities for
low and moderate-income persons, an increase in affordable rental units, and the
need to rehabilitate homes in existing neighborhoods. It was therefore decided that
the bulk of Federal and State housing grants would be used to create affordable
rental housing, create new affordable single-family housing, rehabilitate existing
affordable single-family housing, and to assist low-income families purchase
affordable housing.
Homeownership Activities
Strategy 1
Assist 550 low (25) and moderate-income (525) households purchase homes with
down payment assistance.
Time Period
110 households assisted each year through the five-year period.
Resources
$6,038,000 SHIP
$4,445,035 HOME
$184,445 ADDI
$24,000,000 Private Sector Mortgages
Strategy 2
Assist 2,500 low (200) AND moderate-income (2,300) households with homebuyer
education.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
Time Period
500 households assisted each year through the five-year period.
Resources
$180,000 SHIP
Strategy 3
Provide impact fee assistance for 60 extremely low (10), low (10) and moderateincome (40) households. This strategy will include both impact fees for new homes
and fees to connect to water and sewer lines.
Time Period
12 households assisted each year through the five-year period.
Resources
$400,000 SHIP
Strategy 4
Construct 85 new units of affordable owner-occupied infill housing - 10 through
Community Housing Development Organizations (CHDOs) and 75 through
partnerships with non-profit organizations. Ten of these houses will be built for lowincome families and 75 for moderate-income families.
Time Period
17 households assisted each year through the five-year period. (15 non-CHDO and
two CHDO)
Resources
$1,631,000 HOME (CHDO)
$6,975,000 SHIP
Strategy 5
Rehabilitate 380 owner-occupied units.
This strategy will include general
rehabilitation, emergency rehabilitation and barrier removal for both the elderly and
the disabled. It is projected that 100 of these households will be extremely lowincome while 280 will be low to moderate-income households.
Time Period
76 households assisted each year through the five-year period.
Resources
$5,197,000 SHIP
$2,712,616 County CDBG
$1,243,336 City CDBG
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5 Year Strategic Plan
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Rental Activities
Strategy 1
Create 300 new affordable rental units for low-income (45 units) and moderateincome (255 units) residents. Elderly/frail elderly units will be encouraged under this
strategy.
If monies are not used yearly due to competitive nature of grant
applications, they will be shifted into other strategies to assist low-income families.
Time Period
To be complete by Fiscal Year 2009-2010.
Funding
$2,500,000 HOME
$1,500,000 County CDBG
$30,000,000 State Tax Credits (Competitive)
Strategy 2
Provide tenant-based assistance (security deposit or security and utility deposits) for
50 extremely low-income individuals and/or families and 350 for low-income
families.
Time Period
80 households assisted each year through the five-year period.
Resources
$320,000 HOME
Strategy 3
Assist in the redevelopment of the 128 unit Janie Poe public housing complex.
Time Period
To be complete by Fiscal Year 2007-2008.
Resources
$1,050,000 County CDBG
$ 450,000 City CDBG
The Sarasota Consortium will encourage and support other avenues of meeting the
affordable housing goal and will encourage and support affordable housing activities
pursued by non-profit organizations and others in Sarasota County.
Special Needs
With respect to the supportive needs of the non-homeless, this plan describes the
priority housing and supportive service needs of persons who are not homeless, but
require supportive housing.
Due to the fact that those in the special needs category often fall into homelessness,
funding for special needs housing may go to individuals and/or families with special
needs who are homeless or in danger of becoming homeless.
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5 Year Strategic Plan
Sarasota Consortium
On January 9, 2003, the U.S. Department of Housing and Urban Development
informed the City of Sarasota that Sarasota and Manatee Counties qualified as a
formula grantee to receive Housing Opportunities for Persons with AIDS (HOPWA)
funding. HUD chose the City of Sarasota to be the administrative agency for the
Sarasota-Manatee County HOPWA program because it is the largest municipality in
the Sarasota-Manatee metropolitan area. OHCD administers this program.
Goal to Be Accomplished – Increased housing opportunities for special needs
populations including the elderly, frail elderly, the physically disabled, the mentally
ill, the developmentally disabled, persons with alcohol and/or drug addictions, and
persons with HIV/AIDS and their families.
Findings
The Special Needs section documents high numbers of elderly and frail elderly in
Sarasota County – with 13,072 priority units needed. It also documents the high
number of physically disabled residents and a potential need for 12,117 additional
housing units. It shows the need for 200 additional units for the developmentally
disabled, an additional 500 units for the mentally ill, 200 units needed for persons
with alcohol and/or drug addictions and 488 units needed for the HIV/AIDS
population in Sarasota County.
Strategy 1
All existing affordable housing strategies are targeted to help the elderly. Outreach
efforts will encourage the elderly/frail elderly who are low-income to apply for the
programs:
•
•
Homeowner rehabilitation;
Barrier removal to ensure that low-income homeowners can continue to live
independently in their homes.
In addition, the Consortium will encourage a Section 202 program and/or tax credit
programs to create an affordable rental development for the elderly.
Strategy 2
Use Housing Rehabilitation funds to remove architectural barriers in homes to allow
disabled and elderly families to live independently.
Strategy 3
12 special needs citizens will have increased access to affordable housing for the
purpose of creating a suitable living environment through independence.
The
Consortium will dedicate $1,000,000 to produce 12 units of affordable housing for
special needs individuals.
Time Period
To be completed by Fiscal Year 2009 – 2010.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
Funding
$1,000,000 SHIP
Strategy 4
OHCD working with the Health Planning Council of Southwest Florida (the Fiscal
Agent) and Comprehensive Care Clinic in Sarasota County and Manatee County Rural
Health Services (project sponsors) will work with 200 HIV/AIDS clients annually to
prevent homelessness through housing assistance programs in both Sarasota and
Manatee County.
Funding
$2,657,800 HOPWA
Homelessness
The Sarasota Consortium has a number of strategies to accomplish the following
goals:
•
•
•
•
•
•
Reaching out to homeless persons and assessing their needs;
Addressing emergency shelter and transitional housing needs of homeless
persons;
Helping homeless persons make the transition from homelessness to permanent
housing and independent living;
Determining the extent of homeless needs in the community;
Ending chronic homelessness; and
Helping low-income families avoid becoming homeless.
Sarasota County Coalition for the Homeless
The Sarasota County Coalition for the Homeless is an organization that advocates on
behalf of the homeless and on behalf of homeless issues in Sarasota County.
Consisting of about 50 participating agencies, it is part of the Florida’s Department of
Children and Families Suncoast Region District (currently consisting of Pasco,
Pinellas, Hillsborough, Manatee and Sarasota). The Sarasota Coalition is also active
in the Florida Coalition for the Homeless.
According to the Executive Director, the Coalition’s main mission is to educate and
assist all homeless agencies in Sarasota as well as the general public. In addition,
they are responsible for the annual point-in-time survey to determine gaps in
homeless services and are advocates for homeless rights and services at the local,
state, and federal level.
Continuum of Care
The Homeless Needs section describes the Consortium’s participation in a Continuum
of Care Plan. The Manasota Homeless Project (MHP) – consisting of participants from
Sarasota and Manatee counties – receives funding from HUD and follows a
Continuum of Care Plan.
However, due to higher budget priorities in the COC application process, the MHP did
not receive federal funding in fiscal year 2004. Therefore, the MHP will be dissolved
by June of 2005. The estimated 250 families helped by this organization annually
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
will be transitioned to other existing programs and the COC will become the main
organization that oversees homeless activities in Sarasota and Manatee County.
HUD defines a Continuum of Care Plan as follows:
“A Continuum of Care Plan is a community plan to organize and deliver housing
services to meet the specific needs of people who are homeless as they move to
stable housing and maximum self-sufficiency. It includes action steps to end
homelessness and prevent a return to homelessness.”
Specifically, this strategy is based on effective case management and meets the
needs of the homeless and those in danger of returning to homelessness through
outreach, emergency shelters and services, transitional housing, access to
permanent housing, and prevention of low-income families and individuals from
returning to homelessness.
The United Way, which was the lead agency for the MHP, expressed some concern
that homeless families might suffer from a lapse in services due to the dissolution of
the MHP. However, they are in the process of working with both local Homeless
Coalitions in the hope that one of the organizations will take over the COC and fill the
gap left by the dissolution of the MHP.
Affordable Housing and Special Needs strategies will also further the accomplishment
of homeless goals. Specifically, tenant-based assistance and down payment
assistance (under the Affordable Housing strategies) will assist low-income
individuals and families who are in danger of becoming homeless.
Special Needs strategies will assist low-income individuals and families with special
needs (as defined in this plan) from becoming homeless, reach out to homeless
persons, and help homeless persons make the transition from homelessness to
permanent housing and independent living. A new initiative will provide HOMEbased rental assistance to individuals or families with special needs who are
graduating from a transitional housing program in order to prevent a relapse into
homelessness.
Sarasota Grants in Aid Program
Sarasota County utilizes proceeds from an ad valorem tax to support the Grants in
Aid Program administered by Sarasota County government. Approximately $7 million
is awarded per year to local social service agencies in support of their programs,
which directly serve children, adults, or community service activities.
While not all the dollars go directly to organizations dealing directly with the
homeless, many of these services assist low-income individuals and families,
including the homeless and those in danger of becoming homeless. Social service
agencies, funded in part by the Grants in Aid Program, assist homeless persons to
make the transition to permanent housing. These grants are awarded annually on a
competitive basis.
Community Service Block Grants
The Consortium has a Community Action Plan (CAP) as a part of the county’s
application for Community Service Block Grants. The lead agency is the Sarasota
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
County Health and Human Services Business Center. The grants are administered by
the Florida Department of Community Affairs to fund human service needs, and help
achieve the goals of assisting low-income persons, including the homeless and those
in danger of becoming homeless.
The Sarasota Consortium, through the Sarasota County Health and Human Services
Business Center, assists low-income families to avoid becoming homeless by making
mortgage and rent payments for those meeting specific criteria – focusing on those
in danger of homelessness. Funding is provided using Community Services Block
Grant funds. Through a competitive process, the Salvation Army was selected as the
Community Action Agency’s sub-recipient and direct service provider of Community
Services Block Grant funded services in Sarasota County.
The Sarasota County Health and Human Services Business Center anticipates serving
about 44 households in need with rental and mortgage assistance during FY 20052006.
Additio nally, the City of North Port coordinates the provision of social services to
special needs populations, homeless persons and those at risk of homelessness.
Goal to Be Accomplished – Due to the bi-county nature of the Continuum of Care,
the gaps analysis includes both Sarasota and Manatee Counties. However, due to
the migratory nature of the homeless populations between the two counties, it will
be impossible to fully address Sarasota County’s homeless needs without fully
understanding the needs that exist in Manatee.
Findings
An inventory of needs and available facilities demonstrated that there was an unmet
need for emergency shelters for families. The gap identified in the Homeless Needs
section is 408 units of emergency shelter for families. There are few emergency
shelter beds in South County, and the needs of that area should be determined as
part of the funding process for emergency shelters.
Also identified in the Gaps Analysis is a need for services for 179 homeless
individuals who are chronically homeless, 321 who are severely mentally ill and 363
who regularly abuse substances. There is a clear need to address both immediate
shelter needs and long-term solutions for the chronically homeless.
The Homeless Needs section also documents a need for 880 units of transitional
housing for individuals and 865 units of transitional housing for families with
children. This service is needed in both Manatee and Sarasota County to ensure that
all families have access to safe and decent housing.
Strategy 1
To increase accessibility of homeless individuals to services, the Consortium will give
$500,000 dollars to the local COC to be used to assist homeless individuals
throughout the community. By giving these funds to the COC, it is possible to
ensure the best use for them under the COC planning process. The funds will be
used to assist 25 low income families end homelessness or prevent homelessness.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
Time Period
To be completed by Fiscal Year 2009-2010.
Funding
$365,000 County CDBG
$135,000 City CDBG
Strategy 2
To increase the accessibility of homeless individuals to affordable housing by creating
10 HOME assisted vouchers for individuals and families graduating from transitional
housing programs. It is estimated that 50 individuals and families will be helped
under this new initiative.
Time Period
Vouchers will be created in 2005-2006 and will run throughout the Consolidated
Planning period.
Funding
$500,000 HOME
Non-Housing Community Development Plan
The Sarasota Consortium’s non-housing Community Development Plan will continue
to focus on physical improvements of the Consortium’s low-income areas.
The following information subdivides this strategy into individual CDBG-eligible
categories:
Acquisition
The Consortium will continue to acquire land for necessary public facility
improvements, such as parks, storm drainage, roads, water, sewer and sidewalks.
Acquisition may also be needed to assist housing programs and social service
agencies.
Disposition
The Consortium will continue to undertake disposition activities.
Neighborhood Improvements
The Consortium will continue to make significant public improvements, such as road
paving, sidewalks, lighting, storm drainage, public utilities, park and recreation
improvements, community centers and other public facilities.
Clearance
The Consortium will continue to demolish and remove unsafe structures.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
Public Services
The Consortium will allocate funds to the Sarasota County Continuum of Care to
serve the homeless. A portion of these funds will be used to provide Public Services.
Public Facilities
The Consortium will continue to support the provision of social service assistance to
low and moderate-income families by financing the construction of a new service
center in North Port.
Interim Assistance
The Consortium does not plan to undertake any interim assistance, but may do so if
necessary during the five-year planning period.
Payment of Non-Federal Share
The Consortium does not plan to use CDBG to pay a non-federal share of another
federal grant, but may do so if necessary during the five-year planning period.
Urban Renewal Completion
The Consortium has no urban renewal projects, but may undertake such projects if
necessary during the five-year planning period.
Relocation
The Consortium has dedicated itself to the revitalization of pubic housing in the
Newtown area and will undertake relocation activities to accomplish this goal.
Loss of Rental Income
The Consortium has planned no activities that will result in loss of rental income, but
may do so if necessary during the five-year planning period.
Removal of Architectural Barriers
The Consortium will continue to remove
conjunction with rehabilitation activities.
architectural
barriers,
especially
in
Privately Owned Utilities
The Consortium will continue to participate in activities that involve privately owned
utilities in providing or expanding services to low-income areas.
Housing
The Consortium will continue to provide funding for housing delivery services in
support of its HOME, SHIP, CDBG and HOPWA programs, and will support attempts
to receive Emergency Shelter Grants from HUD.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
Rehabilitation and Preservation
The Consortium will continue to provide funding for housing rehabilitation and
preservation.
Economic Development
The Consortium will work with the community to create a revolving loan fund
program for micro-enterprise and larger business creation opportunities and other
activities to stimulate economic development and job creation.
Special Activities by Subrecipients
No special activities are planned, but may be planned if necessary during the fiveyear planning period.
Planning and Capacity Building Activities
The Consortium will continue planning and capacity building programs.
Administrative Costs
The Consortium will continue to administer the CDBG, HOME, HOPWA and the
Sarasota County Section 8 Voucher program though OHCD.
Infrastructure Improvements
Infrastructure Improvements will be implemented as outlined in ongoing planning
activities in Sarasota County. These plans will be coordinated and paid for with other
taxpayer dollars already committed or to be committed in Capital Improvement
Plans. In Sarasota County, plans are financed through taxpayer dollars and Tax
Increment Financing in the case of Community Redevelopment Areas (CRAs). The
County will also benefit from capital expenditures financed with a penny sales tax
extension. Due to higher budget priorities, the City of Sarasota’s Neighborhood
Action Strategies will not be funded through CDBG dollars in this Consolidated Plan.
The neighborhood and community plans, to be targeted for assistance in conjunction
with this plan, are as follow:
1. North Sarasota Neighborhood Plan: The North Sarasota Neighborhood is bounded
by Myrtle Street, Seaboard Railroad Line, 17th Street, and Tuttle Avenue. Needs
include road and drainage improvements, construction of sidewalks, lighting,
housing, and economic development. That plan is incorporated in this plan by
reference.
2. Laurel Neighborhood Community Development Plan: The Laurel Target Area is
bounded by U.S. 41, Laurel Road, Seaboard Railroad Line, and Dona Bay. Needs
include improved drainage, streets, sidewalks, improved housing, and utilities.
3. South Venice Community Development Plan. The South Venice Target Area is
bounded by U.S. 41, Alligator Place and Seaboard Avenue.
Needs include
improved streets and drainage.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
Strategy 1
Construct infrastructure improvements in 3 low to moderate-income neighborhoods
and/or communities. The long-term goal of these projects will be to cut crime rates
and code violations while creating a suitable living environment for inhabitants of the
neighborhoods.
Time Period
One neighborhood per year in the first three years. To be completed by Fiscal Year
2008 - 2009.
Resources
$1,000,000 County CDBG
Economic Development
While the CDAC did not rate economic development a high priority, several individual
members of the CDAC and the community convinced local elected officials that
economic development in the City of Sarasota’s Newtown community was essential.
It was therefore determined that implementing the economic development section of
the Newtown Comprehensive Redevelopment Plan was a high priority of the City of
Sarasota.
Strategy 1
Work with the Newtown Community to create a revolving loan fund to encourage the
creation of new businesses and the expansion of existing ones. A short-term
objective for this strategy will be to create 50 jobs for low-income residents while a
long-term objective will be to cut crime rates and code violations while creating a
suitable living environment for inhabitants of the neighborhood.
Time Period
10 jobs for low-income households will be completed each year through the five-year
period.
Resources
$900,000 City CDBG
Public Facilities
The City of North Port has made the construction of a public facility for social service
delivery a priority.
Strategy 1
To increase the effectiveness of social service assistance to the homeless and those
at risk of becoming homeless in the South County area by funding the construction
of a new facility in North Port to house service providers.
Time Period
To be completed by Fiscal Year 2006-2007.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
Funding
$400,000 County CDBG
General Questions
1. Describe the geographic areas of the jurisdiction (including areas of low income
families and/or racial/minority concentration) in which assistance will be directed.
The vast majority of the Consortium’s housing, homeless, and special needs
activities will be conducted on a countywide basis.
HOPWA funds will be spread
throughout Manatee and Sarasota County based upon percent of CDC recorded
HIV/AIDS cases and requests for service in each county.
Community development activities will be targeted in the Newtown neighborhood in
the City of Sarasota, and in the North Sarasota, Laurel and South Venice
Neighborhoods. A social services facility will be constructed in North Port.
2. Describe the basis for allocating investments geographically within the
jurisdiction (or within the EMSA for HOPWA) (91.215(a)(1)) and the basis for
assigning the priority (including the relative priority, where required) given to
each category of priority needs (91.215(a)(2).
The general priorities the Sarasota Consortium has adopted for its five-year Strategic
Plan provide the vision for the establishment of specific goals and strategies within
each of the following categories: Affordable Housing, Homelessness, Special Needs,
and Non-Housing Community Development. The general priorities are:
To increase the supply of affordable housing
;
To increase the affordability of housing units
;
To sustain affordable housing
;
To assist in the provision of social services to meet human service needs; and
To encourage private investment and economic growth in eligible neighborhoods and
communities.
Basis for Priorities
The CDAC, following extensive public input, chose high, medium, and low priorities
for the 2005-2010 Consolidated Plan, which are listed below.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
High
Special Needs Housing
Medium
Increasing Homeownership
Low
Public Facilities
Maintaining the Affordable
Single-Family Housing Stock
Maintaining Existing
Rental Units
Homeless Facilities
Legal Aid
Increasing the Supply of
Affordable Single-Family
Homes
Neighborhood
Improvements
Increasing the Supply of
Affordable Rental Units
Economic
Development
Public Housing Revitalization
Increasing the Supply of
Rental Vouchers
While the priorities of CDAC strongly influenced the funding recommendations of the
Consortium, important community needs and goals also played a large part in the
final strategic plan. Based upon further community input, it was decided that public
facilities, economic development and neighborhood improvements were imp ortant
priorities that should be funded under the 2005-2010 Consolidated Plan.
Through this process - along with an analysis of data contained in the Homeless
Needs, Special Needs, and Housing Needs and Market Analysis - the following points
were highlighted:
•
•
•
•
•
•
•
•
•
The high cost of land and other factors, including the high cost of impact fees,
high cost of materials, and scarcity of labor makes building affordable housing
very difficult;
The high cost of housing is a significant problem for homebuyers, even for those
with full-time jobs;
One of the most cost-effective ways to provide affordable housing is to maintain
the existing housing stock;
There is an acute need for affordable rental housing;
There is a need to assist more families with federal rent assistance, though
chances of receiving additional assistance is limited due to federal budget cuts;
The high cost of housing is a significant problem for special needs populations
such as the elderly, frail elderly, and the disabled;
There is a need for emergency and transitional shelters and services for
individuals, single mothers, and other homeless subpopulations with special
needs such as those with HIV/AIDS, substance abuse and/or mental health
problems and the disabled;
Services and emergency shelters are needed for families and South County
residents;
A responsibility exists upon the community to ensure public housing residents
have a safe and decent environment;
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
•
There is a need for a housing assistance program to provide HOME-based
vouchers for individuals and families leaving transitional programs.
For further analysis, see the minutes of the CDAC, comments from the public and the
minutes from both the City and County Commission meetings.
Priorities, as shown on the HUD- Required and Optional Tables, are based on
priorities for federal funding. State funding from SHIP may be spent on any of these
priorities. (See “HUD- Required and Optional Tables”.)
The data shows the need for affordable rentals and ownership opportunities is
countywide, with the need concentrated among lower-income households and
minority households. Special Needs populations are found countywide; therefore,
that assistance will also take place countywide. HOPWA assistance is provided to
residents in both Sarasota and Manatee Counties.
Due to the bi-county nature of the Continuum of Care, the gaps analysis for the
homeless includes both Sarasota and Manatee Counties. Due to the migratory
nature of the homeless populations between the two counties, it will be impossible to
fully address Sarasota County’s homeless needs without fully understanding the
needs that exist in Manatee. Services and emergency shelters are needed for
families and South County residents.
The non-housing priorities and strategies concentrate on meeting the public
improvement needs of low-income residents, including those in targeted
neighborhoods as identified by the City of Sarasota’s Newtown Redevelopment Plan
and Sarasota County’s Neighborhood initiative Program. The demolition of Public
Housing and the relocation of the families would be from the Newtown
Neighborhood.
3. Identify any obstacles to meeting underserved needs (91.215(a)(3)).
Overall Obstacles
During the past few years, the federal and state governments have not been willing
to increase funding for housing and community development programs. A lack of
funding is the primary obstacle to meeting the needs contained in this plan.
A second obstacle has been coordination, particularly with serving homeless and
special needs populations. Gaps exist in service, data about populations is
incomplete, various groups compete for funding from the private and the public
sector, and there is a need for coordination of services to reach all portions of the
county - particularly South County where there are fewer facilities.
A third obstacle has been a lack of economic investment, both public and private, in
some areas of the county, including the targeted geographic areas.
Homeless Assistance Obstacles
•
•
•
The proposed dissolution of the MHP could cause some initial confusion among
service providers;
Public transportation stops after 7 p.m.;
Potential cuts in both state and federal grant funds;
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
•
•
•
•
•
•
•
Resistance of smaller service providers to use the HMIS data collection system;
Few child care facilities open at night;
Cost of case management;
Lack of adequate public and private funds to provide ongoing financial support,
case management, and maintenance for shelters;
Funding through grants such as Emergency Shelter Grants (ESG) is competitive;
Lack of coordination with North County homeless providers on needs in South
County;
“Not in my back yard” or “NIMBY” may be encountered when evaluating potential
site locations.
Managing the Process (91.200 (b))
1. Lead Agency. Identify the lead agency or entity for overseeing the development
of the plan and the major public and private agencies responsible for
administering programs covered by the consolidated plan.
The City of Sarasota is the lead agency responsible for overseeing the development
of the Consolidated Plan. The Office of Housing and Community Development
(OHCD) was created to administer the programs covered by the Consolidated Plan as
a result of the consolidation of the City of Sarasota and Sarasota County’s housing
and community development programs.
The City of Sarasota is also the recipient of HOPWA funds for both Sarasota and
Manatee Counties. The Health Planning Council of Southwest Florida is the Fiscal
agent and two project sponsors, Comprehensive Care Clinic in Sarasota County and
Manatee Rura l Health Services provide the direct assistance to clients.
The Manasota Homeless Project (MHP) is designed to be the provider of the
Continuum of Care system for both Sarasota and Manatee Counties. The United Way
of Sarasota County currently serves as the lead agency and administers funding for
the Continuum of Care Plan for the two county region.
Neighborhood Strategies will be implemented by OHCD with the close cooperation of
the Neighborhood Partnership Office in the City of Sarasota and the Neighborhood
Planning Division in Sarasota County.
Economic Development will also be
administered by OHCD with the close cooperation of the Newtown Redevelopment
Office.
2. Identify the significant aspects of the process by which the plan was developed,
and the agencies, groups, organizations, and others who participated in the
process.
From May 2004 through March 2005, a Community Development Advisory
Committee (CDAC) met on a regular basis to provide a forum for public input on the
Consolidated Plan and to provide guidance throughout the whole process of writing
the plan. The CDAC took time to understand the needs of the community, the
resources available, and weigh the priorities in an effort to maximize results. The
CDAC consisted of the following participating members:
•
•
•
Sandy Baar, Homeless Coalition, Sarasota County (Resigned September 2004);
David Dettman, Nonprofit Housing Provider, Sarasota County;
Tullio Giacomazzi, Citizen-at-Large, Sarasota County;
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
•
•
•
•
•
•
•
•
•
•
•
•
Darryl Henry, Citizen-at-Large, City of North Port;
Cory Laurent, Youth Representative, Sarasota County;
Peter Lopez, Venice Housing Authority, non-voting member;
Rosa Mendoza, Banking/Finance Industry, Sarasota County;
Joseph Miller, Citizen-at-Large, Sarasota County;
John Outerbridge, Residential Construction, Sarasota County;
Caroline Phillips, Real Estate, Sarasota County;
Jon Susce, Citizen-at-Large, City of Sarasota;
Jean Trammel, City of Venice, (Resigned November 2004);
Tom Treend, Low-Income Advocate, Sarasota County;
Rudy Vazmina, Sarasota Housing Authority, non-voting member;
Alex Young, Philanthropy/Foundations, Sarasota County;
The CDAC and OHCD staff held the following CDAC meetings related to the
Consolidated Plan:
•
•
•
•
•
•
•
•
•
•
•
January 22, 2004, Robert L. Anderson Administration Center, Venice, Community
Demographics;
May 27th, 2004, The Federal Building, Sarasota, Impediments and Solutions to
Affordable Housing;
June 24th, 2004, The Federal Building, Sarasota, Affordable Rental Needs;
July 22, 2004, The Federal Building, Sarasota, Demand Side Single-Fa mily
Needs;
August 26, 2004, The Federal Building, Sarasota, Supply Side Single-Family
Needs;
September 9, 2004, The Federal Building, Sarasota, Neighborhood Needs;
October 14, 2004, Downtown Northern Trust Building, Sarasota, Special Needs
Housing;
November 9, 2004, The Federal Building, Sarasota, Homeless Housing Needs;
November 23, 2004, The Federal Building, Sarasota, Lead-Based Paint,
HIV/AIDS, Economic Development, Public Housing Needs;
December 16, 2004, Waldemere Fire Station, Sarasota, Consolidated Plan
Priorities;
January 11, 2005, Venice Chamber of Commerce, Venice, Funding Strategies.
Due in large part to this outreach effort, the following agencies, individuals, and
groups provided input into the Consolidated Plan through correspondence, individual
meetings with staff, participation in public meetings, and other communications.
Bayou Oaks Neighborhood Association
Bethesda House
BB&T
Catholic Charities
Central - Cocoanut Neighborhood Association
Children's Haven and Adult Community Services
City of North Port Planning Department
City of Sarasota Neighborhoods and Redevelopment Department
City of Sarasota Planning Department
City of Venice Growth Management Department
Coalition for Assisted Living (CASL)
Coastal Behavioral Healthcare
Comprehensive Care Clinic (CCC)
Community Foundation
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
Consumer Credit Counseling Service
Diocese of Venice
Englewood Helping Hand
First Step
Florida Coalition for the Homeless
Florida Department of Children and Families
Florida Department of Community Affairs
Florida Department of Elder Affairs
Florida Department of Health
Florida Housing Coalition
Gillespie Park Association
Goodwill – Manasota
Greater Newtown Redevelopment Corporation
Habitat for Humanity Sarasota
Homebuilders Association of Sarasota County
Industria l Capitol
Jewish Family Children
J.H. Floyd Nursing Center
KED Consulting
Laurel Civic Association
Loveland Center
M. Mercurio
Mr. Albert Moore
Mr. Allen Johnson
Mr. Bert Tanner
Mr. Bill Little
Mr. Bob Saltonstall
Mr. Brad Baker
Mr. Brian Payne
Mr. Bryan Pope
Mr. Charlie Richards
Mr. Chip Taylor
Mr. Curt Singletary
Mr. David Caufield
Mr. David English
Mr. David Scoby
Mr. Derick Fabien
Mr. Dovie Murray
Mr. Eric Jahn
Mr. Frank Turner
Mr. Fred Kretlow
Mr. Garmond Collier
Mr. Gary Ervin
Mr. Hugh Henkel
Mr. Jim Dyal
Mr. John Herli
Mr. John Hawthorne
Mr. Keith Backhaus
Mr. Konrald Ndah
Mr. Larry Arnold
Mr. Lee Mirman
Mr. Michael Glothe
Mr. Michael Raposa
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5 Year Strategic Plan
Sarasota Consortium
Mr. Mike Price
Mr. Nick Figlow
Mr. R. Dale Adcock
Mr. R.T. Bushell
Mr. Richard Martin (Mayor of Sarasota)
Mr. Richard Soss
Mr. Robert Koepke
Mr. Ryan Chapdelain
Mr. Scott Eller
Mr. Steve Queior
Mr. Tim Dutton
Ms. Annette Betts
Ms. Carol Ciarniello
Ms. Carol Roberts
Ms. Cheryl Netherly
Ms. Chris Davis
Ms. Chrissie Budd
Ms. Clovia Russell
Ms. Colleen Reardon
Ms. Dawn Parker
Ms. Dru Jones
Ms. Jamil Collini
Ms. Janis Alberti
Ms. Jane Grogg
Ms. Jennifer Wilson
Ms. Jessica Ventimiglia
Ms. Joan Engelbach
Ms. Jude Levy
Ms. Karen Eber Davis
Ms. Katie Knight
Ms. Holly Collier
Ms. Laura Carter
Ms. Linda Holland
Ms. Lesley Dwyer
Ms. Lynore Dickinson
Ms. Margaret Riggall
Ms. Mary Burke
Ms. Merle Rhoades
Ms. Michele Norton
Ms. Nancy Page
Ms. Pam Duckett
Ms. Pamela Dorwarth
Ms. Peggy Clark
Ms. Peggy Connell
Ms. Phyllis Cahn
Ms. Renee Snyder
Ms. Sandra Figueroa
Ms. Susan Atwell
Ms. Susan Scott
Ms. Tamara Kafka
Ms. Wendy Thomas
North Port Planning Department
Northern Trust Bank
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5 Year Strategic Plan
Sarasota Consortium
Orchard Place
Our Mother's House
Park East Community Association
Rebuild Sarasota
Renaissance Manor
RKS Development
Royal Venice
Safe Place and Rape Cris is Center (SPARCC)
Salvation Army of Sarasota
Sarasota Chamber of Commerce
Sarasota Coalition for the Homeless
Sarasota Coalition on Substance Abuse
Sarasota County Administration
Sarasota County Education Assistance Program (SCEAP)
Sarasota County Health Department
Sarasota County Human Services
Sarasota County Planning and Development Services
Sarasota County Sheriff’s Office
Sarasota YMCA
Selby Foundation
Senior Friendship Center
Senior Solutions of Southwest Florida
Sister Kathy Buster
SOS
Southwest Florida Regional Planning Council
Southwest County Homeowners Association
Suncoast Center for Independent Living
Suntrust Bank
SURE
United Way of Sarasota County
Venice Chamber of Commerce
Venice Foundation
W. Richey
Wendover
Women's Resource Center
Following the completion of a draft Consolidated Plan, the document was presented
to both the City and County Commissions for their review. The two commissions
authorized the document to be advertised in conformance with the approved Citizens
Participation Plan.
3. Describe the jurisdiction's consultations with housing, social service agencies, and
other entities, including those focusing on services to children, elderly persons,
persons with disabilities, persons with HIV/AIDS and their families, and homeless
persons.
Each meeting of the CDAC covered a specific Consolidated Plan topic. Housing,
social service agencies including those focusing on services to children, elderly
persons, persons with disabilities, persons with HIV/AIDS and their families and
homeless persons were specifically scheduled to make presentations to the CDAC on
their topic of expertise. Draft chapters were mailed to these representatives so that
they could comment on the Consolidated Plan as it was being drafted. Throughout
the plan input from agencies was highlighted.
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5 Year Strategic Plan
Sarasota Consortium
Citizen Participation (91.200 (b))
1. Provide a summary of the citizen participation process.
As part of its citizen participation process, OHCD advertised the CDAC meetings
according to its Citizen Participation Plan in the following ways:
•
•
•
•
Advertised in the Sarasota Herald – Tribune; Sun Newspapers; Tempo News and
the Bulletin;
Sent letters/emails to interested parties (over 700 total);
Posted announcements in the Cities of Venice, North Port and Sarasota;
Posted announcements on the City of Sarasota’s and Sarasota County websites.
In addition, the Consolidated Plan funding strategies were brought before both the
County and City Commissions of Sarasota for preliminary approval on January 25,
2005 and February 7, 2005 respectively.
Sarasota conducted two separate public meetings to discuss the 5-year Consolidated
Plan and the 1-year Action Plan. Both meetings were advertised in conformance with
the approved Citizens Participation Plan.
The first public hearing was held on the evening of May 18, 2005 at 111 South
Orange Avenue, Sarasota, Florida.
One individual, representing a faith-based
nonprofit service provider attended the meeting. His question to staff focused on the
process that would be used to distribute the Special Needs Housing funds contained
in the plan to the individual agencies. He did not suggest any changes to either of
the planning documents.
A second public hearing was held on the evening of June 8, 2005 at the Venice Public
Library, 300 South Nokomis, Venice, Florida. No one from the public attended the
meeting.
2. Provide a summary of citizen comments or views on the plan.
Staff received one written comment following the publication of the draft plan.
copy of the written comment is attac hed.
A
3. Provide a summary of efforts made to broaden public participation in the
development of the consolidated plan, including outreach to minorities and nonEnglish speaking persons, as well as persons with disabilities.
Staff included a flyer in all City and County water bills inviting the public to
participate in the Consolidated Plan process. The notice included the site of the first
meeting and the location on the website where information on the plan could be
found.
Meetings were advertised in 2 minority newspapers. A translator was made available
in the event Spanish-speaking citizens were in attendance. All meetings were held in
facilities that were accessible.
The membership on the CDAC included African-American, Hispanic and Physically
Disabled individuals.
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5 Year Strategic Plan
Sarasota Consortium
4. Provide a written explanation of comments not accepted and the reasons why
these comments were not accepted.
The response to the written comment is attached to this document.
Institutional Structure (91.215 (i))
1. Explain the institutional structure through which the jurisdiction will carry out its
consolidated plan, including private industry, non-profit organizations, and public
institutions.
The Consolidated Plan is to be carried out through a combination of public, private,
and non-profit organizations, many of which participated in the public participation
process of the five-year plan. A listing of these participating organizations (including
governments, the private sector, non-profits and others) can be found in the
“Summary of Citizen Participation” Section (pages 28 - 31) of this plan. These groups
will be vital in implementing the five-year plan and developing the one-year Action
Plans, annual Performance Reviews, and any proposed Substantial Amendments.
Other groups and individuals not included on this list are welcome and encouraged to
participate in the implementation of this five-year plan.
The Community Development Advisory Committee (CDAC) will be dissolved after the
adoption of the Consolidated Plan, but ad-hoc community groups will be assembled
to ensure public input into the implementation of the Consolidated Plan and housing
program effectiveness.
The Sarasota Consortium, through OHCD, will continue to be the primary entity
responsible for coordinating and implementing the five-year Consolidated Plan.
OHCD has been working with non-profit agencies to construct affordable housing,
improve neighborhoods, and establish services for all segments of the county
population.
Lending institutions have participated in many successful programs, particularly the
Down Payment Assistance program.
Goals will be reached, in large part, through the administration of programs
administered by OHCD. This will be done, as it has in the past, with the coordination
and partnership of county government, all municipalities, non-profit organizations,
private foundations, and the private sector.
2. Assess the strengths and gaps in the delivery system.
Some of the strengths of the
development progra ms include:
•
•
•
•
delivery
system
of
housing
and
community
The number of lenders and mortgage brokers participating in the Down Payment
Assistance and other programs;
The number of foundations in the community willing to actively participate in a
variety of activities benefiting the community;
A variety of non-profit organizations active in the community;
Dedicated organizations devoted to the homeless and low-income individuals and
families.
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5 Year Strategic Plan
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Some gaps and weaknesses in the delivery system include:
•
•
•
Lack of builders engaged in construction and rehabilitation of affordable housing;
Lack of Community Housing Development Organizations (CHDOs) throughout the
community;
Lack of contractors and subcontractors owned by minorities and/or women.
3. Assess the strengths and gaps in the delivery system for public housing, including
a description of the organizational relationship between the jurisdiction and the
public housing agency, including the appointing authority for the commissioners
or board of housing agency, relationship regarding hiring, contracting and
procurement; provision of services funded by the jurisdiction; review by the
jurisdiction of proposed capital improvements as well as proposed development,
demolition or disposition of public housing developments.
Some of the strengths of the delivery system for public housing include:
•
•
The Sarasota County Public Housing Agency has been designated by HUD to be a
high performer;
The three housing agencies that deliver public housing services have a good
working relationship with the housing authorities in the surrounding counties.
Some gaps and weaknesses in the delivery system include:
•
•
•
A fragmentation in the delivery of services. Two entities in the same community,
for example, both administer Section 8 housing choice vouchers;
The Sarasota and Venice Housing Authorities are both designated as troubled
housing authorities.
The physical conditions of the housing authority properties are poor.
The Board of County Commissioners serves as the Public Housing board for the
Sarasota County Housing Choice Voucher program. County and City of Sarasota
employees administer the program and hiring, contracting and procurement is made
by the two jurisdictions.
The Sarasota City Commission appoints the board members of the Housing Authority
of the City of Sarasota (HACS). Currently, there is no relationship between the
HACS regarding hiring, contracting and procurement. The City of Sarasota provides
the same services to the HACS as it does all other private properties. In addition,
the City of Sarasota provides enhanced police patrols at HACS properties.
The City of Sarasota reviews all capital improvements by the Sarasota and Venice
Housing Authorities to insure that they are consistent with the approved
Consolidated Plan. The City of Sarasota and Sarasota County are currently working
on a Memorandum of Understanding with the HACS that will establish roles and
obligations for each jurisdiction as the housing authority considers the possible
redevelopment of its properties. This may include demolition and redevelopment of
one or more sites.
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5 Year Strategic Plan
Sarasota Consortium
Monitoring (91.230)
1. Describe the standards and procedures the jurisdiction will use to monitor its
housing and community development projects and ensure long-term compliance
with program requirements and comprehensive planning requirements.
The Office of Housing and Community Development (OHCD) monitors its programs
on an ongoing basis. This includes the monitoring of purchase orders, procurement,
invoices, and site inspections in order to insure all projects and activities using
federal dollars are in compliance with requirements of the programs involved,
including minority business outreach and comprehensive planning requirements.
Citizens are encouraged to comment on the performance of local government and
nonprofit agencies in implementing the Consolidated Plan programs and projects in
meeting program objectives.
While the Consolidated Plan documents the proposed use of funds, the annual
Performance Reports will identify the progress and performance of projects,
programs and services funded during the prior program year. These reports will be
done in accordance with the Citizen Participation Plan.
Citizens will have reasonable and timely access to information and records relating to
the Consolidated Plan and its use of funds for the preceding five years, in accordance
with the Citizen Participation Plan.
OHCD will compile a list of all projects requiring long-term compliance with program
requirements and will monitor those projects annually.
A monthly financial report is being created to monitor expenditures and
commitments of all funds. This report tracks actual disbursements and provides a
schedule for future activities. In addition, a quarterly activity report has been
developed to track public facilities and subrecipient projects to ensure that the
timeliness requirement for all commitments and expenditures are met. The report
will identify the areas in need of special attention in order to achieve the scheduling
goals.
OHCD will be creating ad-hoc committees covering specific program areas such as
housing rehabilitation and downpayment assistance.
The purpose of these
committees, primarily consisting of private sector individuals active in the program
area, will be to increase the effectiveness of the program. Other advocacy groups
within the community will be consulted about the implementation of the Consolidated
Plan.
Priority Needs Analysis and Strategies (91.215 (a))
1. Describe the basis for assigning the priority given to each category of priority
needs.
This question was previously asked and answered on page 23 of the Strategic Plan.
2. Identify any obstacles to meeting underserved needs.
This question was previously asked and answered on page 25 of the Strategic Plan.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
Lead-based Paint (91.215 (g))
1. Estimate the number of housing units that contain lead-based paint hazards, as
defined in section 1004 of the Residential Lead- Based Paint Hazard Reduction Act
of 1992, and are occupied by extremely low-income, low-income, and
moderate-income families.
Sarasota County has not had a history of lead-based paint hazards nor does there
appear to be a widespread problem, according to the Sarasota County Health
Department.
The Health Department tests all clients up to age six for lead exposure. Children over
age six are tested only if they are high risk. Private physicians occasionally test for
lead exposure and refer clients to the Health Department.
The Health Department tests for lead-based paint in residences and businesses using
a chemical test kit. Staff follows up on any report of blood lead levels in children over
10 micrograms per deciliter (mg/dcl). Blood lead levels as low as 10 mg/dcl or more
are associated with harmful effects on children's learning and behavior. The Health
Department randomly tests facilities that serve children for lead-based paint. No
childcare centers have been found with exposed lead paint.
Officials at the Health Department said they have found a small number in the 10 to
15 mg/dcl range – which they investigate as a public service. At 15 mg/dcl, action
and/or investigation is mandatory. The Health Department reported 11 children from
2002 to 2004 with a blood lead level that required action.
HUD Methodology
In October of 2002, a study was released called “The Prevalence of Lead-Based Paint
Hazards in U.S. Housing” and was published in Environmental Health Perspectives.
According to this study, houses built up to 1998 all have some level of lead hazards.
However, the level of risk increases with the age of the house. According to the
research:
• 68% of houses built prior to 1940 pose a hazard;
• 43% of homes built from 1940 through 1959 pose a hazard;
• 8% of homes built from 1960 through 1977 pose a hazard;
• 3% of homes built from 1978 to 1998 pose a hazard.
According to the Shimberg Center for Affordable Housing Sarasota County has:
•
•
•
•
3,604 homes built prior to 1940;
18,572 homes built between 1940 and 1959;
76,844 homes built between 1960 and 1979;
78,583 homes built between 1980 and 1998
Using the methodology and being somewhat conservative since it was necessary to
lump 1978 and 1979 in a higher hazard bracket:
•
•
•
There are 2,450 homes built prior to 1940 with a lead-based paint hazard;
There are 7,986 homes built from 1940 through 1959 with a lead-based paint
hazard;
There are 6,147 homes built from 1960 to 1979 with a lead-based paint hazard;
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
•
•
There are 2,357 homes built from 1980 to 1998 with a lead-based paint hazard;
Of the projected occupied housing units in 2005, there are a total of 18,940
homes with lead-based paint, approximately 12%.
According to Shimberg, approximately 35% of all households are occupied by lowincome residents. Based on the HUD methodology an estimated 6,629 homes with a
lead-based paint hazard are occupied by low-income residents. However, given the
health department findings above, it is unlikely that more than a few hundred homes
actually have a lead based paint problem in Sarasota County.
2. Outline actions proposed or being taken to evaluate and reduce lead-based paint
hazards and describe how lead based paint hazards will be integrated into
housing policies and programs.
Lead-based paint hazard reduction will be integrated into all housing policies and
programs in Sarasota County. The Sarasota Consortium is taking a number of
measures to evaluate and reduce lead-based paint hazards. They include:
•
•
•
•
•
•
Low-income homeowners who discover lead-based paint in their homes will
qualify for a grant to remedy the risks posed by the lead.
Individuals qualifying for rental assistance through the Section 8 program in the
county receive a HUD pamphlet titled Protect Your Family from Lead in Your
Home.
Owners of Section 8 rental properties constructed prior to 1979 that receive
Federal assistance through the Sarasota Office of Housing and Community
Development and/or the Sarasota Housing Authority are required to send to new
tenants the applicable lead-based paint notice(s);
Section 8 units and sites must be in compliance with the new HUD lead-based
paint regulations;
Individuals taking part in the Down Payment Assistance Program receive a copy
of Protect Your Family from Lead in Your Home;
Units rehabilitated using Federal funds will be required to abide by new HUD
lead-based paint regulations
The Sarasota Consortium will support and encourage applications for lead-based
paint abatement grants that will benefit the residents of Sarasota County, especially
those of lower means. The Consortium supports the housing authorities and state,
county, and city agencies in efforts to educate and inform the public of the hazards
associated with lead-based paint.
HOUSING
Housing Needs (91.205)
*Please also refer to the Housing Needs Table in the Needs.xls workbook
1. Describe the estimated housing needs projected for the next five year period for
the following categories of persons:
extremely low-income, low-income,
moderate-income, and middle-income families, renters and owners, elderly
persons, persons with disabilities, including persons with HIV/AIDS and their
families, single persons, large families, public housing residents, families on the
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
public housing and section 8 tenant-based waiting list, and discuss specific
housing problems, including: cost-burden, severe cost- burden, substandard
housing, and overcrowding (especially large families).
In accordance with 24 CFR Section 91, the Sarasota Office of Housing and
Community Development (OHCD) has prepared a Housing Needs Market Analysis for
Sarasota County including unincorporated County and the cities of Sarasota, Venice,
and North Port. The Town of Longboat Key is now included in Manatee County’s
Consolidated Plan, yet it remains in this analysis since it is still part of Sarasota
County.
In order to truly understand housing needs throughout Sarasota County, an in-depth
review of all categories of households must take place. This chapter explores housing
need through estimates of the number and type of families in need of housing
assistance by income, by tenure, by age, and by family size. It will also include a
discussion of cost burden and severe cost burden, overcrowding, and substandard
housing conditions as they are experienced by all income categories of homeowners
and renters. Special needs populations will have separate chapters detailing their
needs as will public and assisted housing.
This section also analyzes the supply, demand, condition, and cost of housing. The
section then identifies and describes the characteristics of areas with concentrations
of racial and ethnic minorities and low-income families. It ends with a discussion of
barriers and proposed solutions to affordable housing in Sarasota County.
The housing needs data included in the Consolidated Plan comes from a variety of
sources including:
•
•
•
•
•
•
•
•
•
•
The 2000 Sarasota Consolidated Plan;
The 2000 Census;
Comprehensive Housing Affordability Strategy (CHAS) Databook;
Population studies by the Bureau of Economic and Business Research, University
of Florida (BEBR);
The Sarasota County Comprehensive Plan;
Sarasota County Planning and Development Services;
The City of Sarasota Comprehensive Plan;
Input from local nonprofit and service organizations;
Sarasota County Openly Plans for Excellence (SCOPE) 2002 Affordable Housing
Study.
Housing for All; Sarasota County’s 2004 Report on Affordable Housing
Single-Parent Households
According to Census data, Sarasota County had 149,937 households in 2000, of
which 15,092 (10.1%) were single-parent households with 11,111 households with
no husband present and 3,981 with no wife present. With the 1990 Census reporting
8,822 single mother households, there was a 26% increase in single- mother
households during the last 10 years. The 1990 Census reported 2,627 single-father
households, an increase of 51.5%. This increase in single-parent households is
significant because single households tend to have higher rates of poverty than joint
households. For instance, the percentage of poverty for single- mother households in
Sarasota County is 20% as opposed to all families, which is 5.1%. Therefore, singlemother households are 4 times as likely to be impoverished as other families in
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
Sarasota County.
Income and Poverty
The U.S. Census reported 24,817 persons below the poverty level in 1999 or 7.7% of
the County’s total population. This represents a slight percentage increase from 1989
when just less than 7% of the population was below poverty or 18,935 persons. By
comparison, the national percentage of poverty is 9.2% and Florida’s is 9%.
Therefore, Sarasota’s poverty rate is below that of both the state and national
government.
BEBR reported that there are an estimated 7,300 persons under the age of 18 in
poverty in Sarasota County.
In addition, according to BEBR, in 2002, 7,665
individuals were recipients of Food Stamp benefits, of which 1,649 also received
public assistance.
According to the 2000 CHAS data, about 8% of households in Sarasota County are in
the extremely low-income brackets, while 9.9% are considered low-income as
defined by HUD. The median household income in Sarasota County for 2000 was
$41,957. The median household income for Florida and the United States was
$38,819 and $41,994 respectively. The median household incomes in the City of
North Port ($36,560) and the City of Sarasota ($34,077) are lower than the rest of
the county. Average per capita income in North Port is $16,836 while it is $23,197 in
the City of Sarasota.
The City of Sarasota and the City of North Port have the highest percentages of lowand moderate-income residents. Nearly half in both cities are in the extremely low
and low to moderate-income categories. As a percentage in Sarasota County,
household incomes are as follows:
Extremely Low – 8%; Low – 9.9%; Moderate Income – 17.72%; All others – 64.36%
SARASOTA COUNTY MEDIAN FAMILY INCOME - $55,900
(EFFECTIVE FEBRUARY 14, 2005)
Household
Extremely Low
Low income
Moderate
Size
30% of Median
50% of Median
Income
80% of Median
1
$ 11,750
$ 19,550
$ 31,300
2
13,400
22,350
35,800
3
15,100
25,150
40,250
4
16,750
27,950
44,700
5
18,100
30,200
48,300
6
19,450
32,400
51,900
7
20,800
34,650
55,450
8
22,150
36,900
59,050
Source: HUD Web Site www.hud.gov
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
Households by Income Groups
Very Low Income
Low Income
Moderate Income
All others
96,973
100,000
80,000
69,823
60,000
26,700
12,477
40,000
17,606
4,617
14,928
20,000 12,068
7,012
5,057
6,083
3,121
9,545
2,009
3,116
1,082
744
2,128
1,024
988
3,533
340
156
208
0
Sarasota County Unincorporated City of Sarasota
County
City of Venice
City of North
Port
Town of
Longboat Key
Sources: 2000 CHAS DATA
Extremely Low: 30% AMI and Below
Low: 31% to 50% AMI
Moderate: 51% to 80% AMI
All Others: 81% AMI and Above
HIGHEST POVERTY RATES
Area
2000
Population
Number in
Poverty
Percent in
Poverty
Census Tract 3 (City of Sarasota)
3,770
1,424
37.77%
Census Tract 2 (City of Sarasota)
3,773
1,367
36.23%
4,674
1,229
26.29%
2,658
523
19.67%
3,138
592
18.86%
3,950
708
17.92%
Census Tract 1.02 (City of
Sarasota)
Census Tract 10 (City of Sarasota)
Census Tract 1.01 (City of
Sarasota)
Census Tract 11.01
(Unincorporated Sarasota)
Source: 2000 Census Data
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
Low-Income Concentrations in Sarasota County
Highlighted areas are low-to moderate-income concentrations. Such concentrations
are defined as areas where more than 45% of household have low to moderateincomes.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
A Closer Look at Low-Income Concentrations in Sarasota
County
These maps show four areas of low-income concentrations in Sarasota County. The
first sits in North Sarasota in the City of Sarasota and outlying unincorporated areas.
The second is in South Venice and just North of the City of Venice. The third area is
in the Eastern side of North Port. The final concentration of low-income households
is in the Englewood section of unincorporated Sarasota County.
Another fairly accurate measure of poverty is the number of students receiving
reduced or free meals due to poverty. In Sarasota County, 34% or 13,124 of 39,082
students qualified for reduced or free meals, with 9,346 free meals and 3,778
reduced-price meals. Schools with high numbers of free and reduced-price meals are
located and/or serve residents in the City of Sarasota (Alta Vista Elementary, Booker
Elementary, Booker Middle, Booker High, Tuttle Elementary, Gocio Elementary) and
the City of North Port (North Port Glenallen Elementary and North Port Toledo Blade
Elementary.) This corresponds with higher levels of poverty found in the cities of
Sarasota and North Port.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
School
PUBLIC SCHOOL STUDENTS APPROVED FOR FREE
OR REDUCED-PRICE MEALS (March 16, 2004)
Free &
Total
Free
Reduced
Reduced
Enrollment
Alta Vista Elementary
Pine View
Sarasota Middle
Sarasota High
Infinity Middle
Bay Haven Elementary
Booker Middle
Booker High
Brentwood Elementary
Brookside Middle
Englewood
Fruitville Elementary
McIntosh Middle
Phillippi Shores Elem.
Riverview High
Southside Elementary
Tuttle Elementary
Venice Elementary
Venice High
Gocio Elementary
Gulf Gate Elementary
Wilkinson Elementary
Oak Park
Ashton Elementary
Garden
Cyesis
Venice Middle
NorthPort/Glenallen
Lakeview Elementary
Taylor Ranch
Booker Elementary
Laurel Middle
North Port/Toledo Blade
North Port High
Heron Creek
Cranberry
Sarasota Military
Academy
Suncoast School
Sarasota School for Arts &
Science
Island Montessori
Wings Academy
Triad
Gulf Coast Vocational
Gulf Coast Marine
TOTAL
Percentage
Free &
Reduced
403
49
152
362
25
77
685
468
246
272
154
204
233
149
357
82
550
137
206
467
206
237
172
145
123
116
111
385
57
138
491
321
291
343
430
157
56
85
49
91
145
5
41
148
146
137
132
55
74
147
43
147
38
117
85
108
125
107
89
52
65
73
10
90
224
43
96
69
120
155
198
257
83
33
488
98
243
507
30
118
833
614
383
404
209
278
380
192
504
120
667
222
314
592
313
326
224
210
196
126
201
609
100
234
560
441
446
541
687
240
89
632
1,799
1,342
2,638
30
530
1,264
1,597
954
1,263
531
771
1,054
486
2,582
743
880
624
2,157
916
964
783
378
1,313
623
149
739
1,093
831
864
646
1,785
1,044
1,516
1,531
575
392
77
5
18
19
100
22
66
38
40
32
39
36
36
40
20
16
76
36
15
65
32
42
59
16
31
85
27
56
12
27
87
25
43
36
45
42
23
36
76
11
44
47
120
126
455
37
26
29
41
40
17
9
9,346
12
2
7
4
5
3,778
41
43
47
21
14
13,123
220
49
71
35
15
39,082
19
88
66
60
93
34
Source: Sarasota County School Board, Food and Nutrition Service
2005 – 2010 Consolidated Plan
42
5 Year Strategic Plan
Sarasota Consortium
Number of Households
9,111 4,280
9,680
Unincorporated County
City of Sarasota
23,427
City of Venice
City of North Port
Town of Longboat Key
103,439
Source: 2000 Census Data
There are a total of 149,937 households in Sarasota County. The majority of these
households are in unincorporated County, which has 103,439 households.
Housing Deficiencies
3500
Lacking Complete Plumbing
Lacking Complete Kitchen
Lacking Central Heat
Overcrowded
3,135
3000
2500
2000
1000
1,518
1,135
1500
1,286
971
720
499
324
493
500
103
326
256
189
57
40
72
0 18 19
245
9 9 30 14
0
Sarasota
County
Unincorporated
County
City of
Sarasota
City of Venice
City of North
Port
Town of
Longboat Key
Source: 2000 US Census Data
The 2000 U.S. Census showed a total of 3,135 housing units in the County with overcrowded conditions. The data showed 1,135 houses lacked central heating, 971
lacked complete kitchen facilities, and 493 lacked complete plumbing. The bulk of
these conditions were found in unincorporated County and the City of Sarasota.
Census data indicates substandard housing in the City of Sarasota, City of Venice,
and unincorporated portions of North Sarasota, South Sarasota, South Venice, and
Englewood. North Port shows some overcrowded housing and some units lacking
central heating and complete kitchens.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
Housing Problems (91.205 b1)
The definition of housing problems is as follows: “Households with housing problems
include those that: 1. Meet the definition of physical defects; 2. Meet the definition of
overcrowded and/or 3. Meet the definition of cost burden greater than 30%.”
As used in the Comprehensive Housing Affordability Strategy (CHAS) and the 2000
Consolidated Plan, the definition of a physical defect is a housing unit lacking a
complete kitchen or bathroom. The definition of overcrowded is a housing unit
containing more than one person per room. The definition of a cost burden is the
extent to which gross housing costs, including utilities, exceed 30% of gross income.
Severe cost burden is defined as the extent to which gross housing costs, including
utilities exceed 50% of the households’ gross income. All severely cost burdened
households are also included in the figures for cost-burdened households.
Total County Housing Problems
According to CHAS data, 28.8% of all 150,669 occupied households have a housing
problem, or approximately 43,392 households.
Reported Housing Problems
57.9%
64.4%
59.6%
49.6%
44%
37.3%
40.4%
39.6%
24.8%
21.8%
33%
22.9%
17% 13.6%
0.8%
Sm
al
Fa
m
ily
La
rge
Fa
On
m
ly
ily
Ov
erc
row
de
d
Co
st
Bu
Se
rd
ve
en
re
ed
Co
st
Bu
rde
n
El
de
rly
Hi
sp
an
ic
Renters
41%
36.1%
1%
Bl
ac
k
Al
Ho
us
eh
old
s
70%
60%
50%
40%
30%
20%
10%
0%
Owners
Source: CHAS 2000
Extremely Low Income
There are 12,068 extremely low-income households in Sarasota County (0-30%
Median Family Income [MFI]). Of these, 7,081 are owner-occupied while 4,987 are
renters. Of all the extremely low-income households 73.9% or 8,918 households
have a housing problem.
Among owners in this category, 67.9% or 8,194
households have a cost burden, and 56.2% of these have a severe cost burden.
2005 – 2010 Consolidated Plan
44
5 Year Strategic Plan
Sarasota Consortium
Of the 259 large families with extremely low incomes, 88.8% have a housing
problem, 22% are cost burdened and 20.5% have a severe cost burden. Large is
defined as five or more persons in one household.
Reported Housing Problems: Extremely Low Income
91.5%
72.8%74.7%
82.2%
71.7%
79.6%
67.3%
53.8%
71.9%
88.8% 87.4%
77.4%
60.7%
67.9%
54.7%56.2%
Co
st
Bu
rde
n
Co
st
Bu
rde
ne
d
Owners
Se
ve
re
Renters
On
ly O
ve
rcr
ow
de
d
La
rge
Fa
m
ily
Sm
al
Fa
m
ily
Eld
erl
y
Hi
sp
an
ic
Bla
ck
3.4% 0.8%
Al
Ho
us
eh
old
s
100.0%
90.0%
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
Source: CHAS 2000
Low Income
There are an additional 14,928 households that are low income (31 to 50% of MFI).
Of these 66.1% or 9,867 have a housing problem, 61.7% or 9,211 have a cost
burden and 31.4% or 4,687 have a severe cost burden. Among renters in this
income category, 82.4% have a housing problem and 72.9% have a cost burden.
Renters
Housing Problems: Low Income
Owners
88.7%
85.6% 83.6%
84.6% 85% 90.2%
76.1%
70.9%
68.3%
66.1%
59.1%
82.4%
72.9%
61.7%
37.3% 31.4%
Se
ve
re
Co
st
Bu
rde
n
Co
st
Bu
rde
ne
d
On
ly O
ve
rcr
ow
de
d
La
rge
Fa
m
ily
Sm
al
Fa
m
ily
El
de
rly
Hi
sp
an
ic
2.0%1.1%
Bla
ck
Al
Ho
us
eh
old
s
100.0%
90.0%
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
Source: CHAS 2000
Moderate Income
There are 26,700 moderate/low income households (51-80% MFI). Among these
45.9% or 12,255 have a housing problem, 42.6% or 11,374 have a cost burden and
11.5% or 3,070 have a severe cost burden. Among renters in this income category
2005 – 2010 Consolidated Plan
45
5 Year Strategic Plan
Sarasota Consortium
59.3%, have a housing problem and 51.4% have a cost burden.
Renters
Owners
Housing Problems: Moderate Income
80.0%
70.0%
70%
68.7%
59.3%
60.0%
50.0%
60.3%
52.1%
41.3%
54.2%
64.3%
55.9%
41.3%
40.5%
51.4%
41.3%
39.5%
40.0%
30.0%
20.0%
9.9%
10.0%
12.0%
1.6%1.1%
Se
ve
re
Co
st
Bu
rde
n
Co
st
Bu
rde
ne
d
On
ly
Ov
erc
row
de
d
Fa
m
ily
La
rge
Sm
al
Fa
m
ily
El
de
rly
Hi
sp
an
ic
Bl
ac
k
Al
Ho
us
eh
old
s
0.0%
Source: CHAS 2000
Middle Income and Above
Middle income and above is a family whose income is above 80% MFI, as determined
by HUD.
There are 96,973 middle income and above households, with 12.7% or 12,315
experiencing housing problems, 10.9% or 10,570 with a cost burden and 1.8% or
1,745 with a severe cost burden. Among renters in this income category 16.3% have
a housing problem and 10.3% have a cost burden.
2005 – 2010 Consolidated Plan
46
5 Year Strategic Plan
Sarasota Consortium
Renters
Owners
Housing Problems: Middle Income
36.7%
35%
28.5%
21.1%
16.3%
12.1%
20.7%
13%14.5%
8.7%
12.1% 12.9%
10.3% 11%
11%
1.8%
Se
ve
re
Co
st
Bu
rde
n
Co
st
Bu
rde
ne
d
On
ly O
ve
rcr
ow
de
d
La
rge
Fa
m
ily
Sm
al
Fa
m
ily
Eld
erl
y
Hi
sp
an
ic
0.7%0.7%
Bl
ac
k
Al
Ho
us
eh
old
s
50.0%
45.0%
40.0%
35.0%
30.0%
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
Source: CHAS 2000
Owners and Renters
Rental households experience housing problems at a much higher percentage than
owner occupants, except for the extremely low-income category in which
homeowners experience slightly more problems. Forty-four percent of Sarasota
County renters have housing problems.
CHAS data also shows the following regarding renters in Sarasota County:
•
•
•
•
There are 31,394 households who rent, of those 4,987 are extremely low-income
and 4,466 are low-income;
Of the 31,394 households who rent, 44% have a housing problem;
Of the extre mely low-income renters, 72.8% have a housing problem, 60.7%
have a cost burden, and 54.7% have a severe cost burden;
Of the low-income renters, 82.4% have a housing problem, 72.9% have a cost
burden, and 37.3% have a severe cost burden.
Homeowners tend to have fewer housing problems than renters, with 24.8%
(29,580) of the 119,275 owner households showing housing problems. Homeowners
also tend to be less cost-burdened than renters, with 41% of renters being costburdened as compared to 23% of homeowners.
Large Families/Overcrowding
Overcrowding (more than one person per room) is a particular problem with large
families (families with five or more persons) and large family renters in particular.
CHAS data does not exist to this level of detail, but it is possible to infer general
trends from other housing data.
The majority of housing deficiencies in large families reported through 2000 Census
data are overcrowding. In fact, overcrowding is three times as likely to occur as any
other housing problem in Sarasota County. Therefore it is reasonable to assume that
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
most housing problems reported in CHAS data would have the same tendencies,
since 2000 CHAS data is based upon the 2000 Census.
Of the 1,879 large-related rental households, 59.7% have a housing problem. With
large families whose income is below 30% MFI, 88.8% of the 259 rental families
have a housing problem as compared to 79.6% of small rental families. This data
suggests that it is more difficult to find adequate housing when a family is lowincome and has five or more persons and points to a need for more affordable units
that are larger in size to accommodate the needs of large families.
Elderly Households
The majority of elderly households are homeowners. Of 62,211 elderly homeowners,
21.8% have a housing problem, according to CHAS data.
Among the 7,923 elderly households who rent, 49.6% have a housing problem.
Additional analysis of elderly and frail elderly needs can be found in the “Special
Needs Assessment and Market Analysis” Section.
Housing Supply and Demand (91.205 a)
According to the Sarasota County Comprehensive Plan’s Housing Chapter, the
majority of housing is provided by the private sector, and is constructed, owned
and/or rented according to current market prices. Private companies construct a
wide variety of housing units, from modest single-family homes to multi-family highrise condominiums. Private companies also provide most of the financing for the
purchase of these homes.
By the year 2010, more than 50% of Sarasota County’s housing stock will be
approaching 40 years of age or more (the age when housing units begin to
experience structural problems). In order to address this occurrence, the county’s
public and private sectors will need to rehabilitate and repair a large number of these
units in order to keep them in the housing stock. It is projected by BEBR that the
population will grow increasingly older and that by 2010 there will be over 122,000
individuals over the age of 65 in Sarasota County. The aging of the population will
be accompanied by an increase in the number of one-person households, due to the
death of spouses and other causes.
These changes, as well as the anticipated influx of younger families in need of
affordable housing, suggest that a diversified housing market (in both affordability
and tenure) will become increasingly important. The Shimberg Center for Affordable
housing projects there will be a need for 20,325 permanent housing units from 2002
to 2010 – an increase from 166,984 permanent housing units in 2002 to 187,309
housing units in 2010.
Shimberg also provides an estimate of how many housing units should be built at
affordable levels to ensure that the number of cost-burdened families does not
increase as the population expands. Of the 20,325 permanent housing units that will
need to be built by 2010, 11,529 of them should be built for families making less
than 80% of the AMI. Of those 11,529 units, at least 4,684 should be affordable to
families making less than 60% of the AMI.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
Due to the limited availability of land, housing appreciation, inflation, and the cost of
building materials, only a fraction of these units will be affordable if the local
government does not implement a requirement for developers to build affordable, as
well as, market rate housing. These numbers do not include seasonal or vacant
housing units.
Projected Need for Housing Units
70,000
47,552
60,000
50,000
40,000
28,836
30,000
20,000
11,094
14,064
2,285
9,105
10,000
6,261
658
475
3,559
379
1,970
3,358
564
270
1,734
1,367
223
0
2025
2010
2005
Sarasota
County
Unicorporated City of Sarasota City of Venice
County
City of North
Port
Longboat Key
Affordable Housing: Rentals (91.210 a)
Affordability is the biggest housing problem facing Sarasota County. According to a
National Low-Income Housing Coalition 2003 study of the rental market, 42% of
renters in Sarasota County are unable to afford Fair Market Rent (FMR) for a twobedroom unit. According to HUD, a unit is considered affordable if its total cost
(including utilities) is no more than 30% of the renter's gross income. The National
Low-Income Housing Coalition reported Sarasota County Fair Market Rent (FMR) for
a one-bedroom unit in 2003 was $557 per month. Fair market rent in Sarasota
County for a two-bedroom unit was $708. (See Glossary for an explanation of Fair
Market Rent)
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
SARASOTA COUNTY
FAIR MARKET RENT
(EFFECTIVE October 1st, 2004)
Number of
Bedrooms
Fair Market Rent
(FMR)
0
1
$ 554
$ 616
2
3
$ 746
$ 917
4
$ 1046
Source: HUD Web Site www.hud.gov
According to the National Low-Income Housing Coalition, a worker earning the
Federal Minimum Wage ($5.15 per hour) in Sarasota County has to work 106 hours
per week in order to afford a two-bedroom unit at the area's Fair Market rent in
2003. The National Low-Income Housing Coalition’s, “Housing Wage” in Sarasota
County is $13.62. This “Housing Wage” is the amount a worker would have to earn
per hour in order to be able to work 40 hours per week and afford a two-bedroom
unit at the area's Fair Market rent in 2003. This is 264% of the present Federal
Minimum wage ($5.15 per hour). An extremely low-income household (earning 30%
of the Area Median Income) can afford monthly rent of no more than $380.
A
minimum wage earner, earning $10,712 annually, can afford monthly rent of no
more than $267.80. A household on Supplemental Security Income (SSI) can afford
monthly rent of no more than $166.
Location
Annual
2003
MFI
Florida
Sarasota
County
2003 MEDIAN FAMILY INCOME (MFI)
30%
50%
80%
Maximum
Maximum
Maximum
Affordable Affordable Affordable
Monthly
Monthly
Monthly
Monthly
Housing
Housing
Housing
2003
Cost By % Cost By % Cost By %
MFI
of Family
of Family
of Family
AMI
AMI
AMI
100%
Maximum
Affordable
Monthly
Housing
Cost By %
of Family
AMI
$50,723
$4,227
$380
$634
$1,014
$1,268
$52,600
$4,383
$395
$658
$1,052
$1,315
Note: AMI = Area Median Income (HUD, 2003) Source: National Low-Income Housing Coalition
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
2003 ESTIMATED RENTER
Annual
Monthly
2003
2003
Estimated Estimated
Renter
Renter
Household Household
Income
Income
Location
Florida
Sarasota
County
HOUSEHOLD INCOME
Income
% of
Monthly Rent
Needed
Renters Affordable at
to afford
Unable
Renter
2BR
to
Annual
FMR as
Afford 2
Income
% of
BR FMR
renter
Median
$29,504
$2,459
101%
50%
$631
$33,188
$2,766
85%
42%
$830
Note: AMI = Area Median Income (HUD, 1999) Source: National Low-Income Housing Coalition
MAXIMUM SSI BENEFITS FOR
INDIVIDUALS LIVING INDEPENDENTLY, 2003
Location
Maximum Annual
Maximum Monthly
Florida
Sarasota County
SSI Benefit
$6,624
$6,624
SSI Benefit
$552
$552
Maximum
Affordable
Housing
Cost Per Month
$165
$165
Source: National Low-Income Housing Coalition
According to BEBR, there were 106,465 individuals receiving Social Security Benefits
in Sarasota County in 2002. Of the 106,465, 6,475 were disabled workers, 3,710
were children, and 9,705 were widows or widowers of disabled individuals.
1999 FAIR MARKET RENTS BY NUMBER OF BEDROOMS
Location
Zero
One
Two
Three
Florida
$436
$512
$628
$842
Sarasota
$405
$514
$654
$841
County
Four
$982
$915
Source: National Low-Income Housing Coalition
Location
Florida
Sarasota
County
INCOME NEEDED TO AFFORD FMR
Amount Amount
Amount
Amount
One BR
$24,202
Two BR
$29,670
Three BR
$39,734
Four BR
$46,498
$22,280
$28,320
$36,400
$39,640
Source: National Low-Income Housing Coalition
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
Location
Florida
Sarasota
County
HOUSING WAGE NEEDED TO AFFORD FMR
Hourly Wage Needed
As % of Federal
Work Hours Per
to Afford @ 40
Minimum Wage
Week Necessary at
hours/week
(5.15/hour)
Federal Minimum
Wage to Afford
One
Two
One
Two
One
Two
Bedroom
Bedroom Bedroom Bedroom Bedroom Bedroom
FMR
FMR
FMR
FMR
FMR
FMR
$11.64
$14.26
226%
277%
90
111
$10.71
$13.62
208%
264%
83
106
Source: National Low-Income Housing Coalition
• Maximum Affordable Housing Cost represents the generally accepted standard of
spending not more than 30% of income on housing costs.
• AMI = Area Median Income (HUD, 2003)
• FMR = Fair Market Rent (HUD, 2003)
Projected Rent-Burdened Families in Sarasota County
7,000
5,982
6,312
6,000
5,000
4,000
2,721 2,827
2,600 2,727
2,975 3,089
3,000
2,000
1,000
330
127
106
114
0
0-29.9% AMI
30-59.9% AMI
2005
2010
60-79.9% AMI
80-120 AMI
Increase
The Shimberg Center for Affordable Housing also projects the number of rentburdened families. In 2005, there are a projected total of 14,278 rent-burdened
families out of 32,940 renters in Sarasota County, or about 40%. By the year 2010
there are a projected 14,955 rent-burdened families out of a rental population of
34,513, an increase of 677 families. Of the projected rent-burdened families in
2010, 4,356 of them will be severely cost-burdened or paying more than 50% of
their gross income on rent and utilities. This data includes only households making
less than 120% of the Area Median Income.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
According to a local developer of affordable multi-family units, Sarasota County has
the lowest number of affordable units as a percent of its demand among all medium
sized counties in Florida. Since 2000, about 900 affordable rental units have been
constructed in Sarasota County through its rental development programs.
If taking into account Shimberg's projection that Sarasota County will have 14,278
families that are rent-burdened in 2005, then the County has met less than 6.4
percent of its affordable rental demand in the last four years. Clearly, affordable
rental units are a priority for Sarasota County.
Owner-Occupied Households (91.210 a)
The 2000 U.S. Census states there were 182,467
of which 149,937 were occupied housing units. Of
or 118,531 were owner-occupied. By contrast,
units. Vacant housing units totaled 32,530 of
seasonal, recreational or occasional use units.
housing units in Sarasota County,
the occupied housing units, 79.1%
renters occupied 31,406 housing
which 20,450 were classified as
The median value of owner-occupied homes in Sarasota County was $122,000 in
2000. The median value of owner-occupied housing varies from a low of $84,200 in
North Port to a high of $413,100 in the Town of Longboat Key.
According to 2000 Census data, only 37.4% of Sarasota County homeowners resided
in properties with market values below $100,000. While in the City of Sarasota,
almost 54.1% of homeowners resided in properties with market values below
$100,000. In the City of Venice the percentage of owners under $100,000 was 24%
and in North Port the percentage of owners under $100,000 was 70.6%. It is
recognized that property values have risen since the 2000 census and that market
values for housing units throughout the county are higher than those listed.
According to the 2003 Florida Statistical abstract published by BEBR, the 2001
median sales price for homes sold in the Sarasota-Bradenton MSA was $165,900.
Testimony provided by realtors, lenders and non-profit builders of affordable housing
in community meetings addressed the affect of the nationwide increase in singlefamily housing for Sarasota. According to the North Sarasota MLS, the median sales
price for a residential home in June of 2004 was $275,000, while the average sale
price was $401,324. Over the last few years, homes in Sarasota County have been
increasing in value by roughly 20% a year. It was further predicted that due to
Sarasota’s cultural and aesthetic appeal, there would be no decrease in the demand,
therefore cost, of housing in the County.
The housing professionals then explained that the increase in price was caused by
four main factors.
•
A huge increase in land costs even in areas once considered less desirable.
• A spike in the cost of building materials that will only increase due to a severe
hurricane season in 2004.
• The tendency of families relocating from more expensive areas of the country to
buy a house in Sarasota well above its list price in order to enjoy the quality of life
provided by Southwest Florida.
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
• There are currently no incentives for developers to build modest homes in the
current market atmosphere.
All of these factors are making it extremely difficult for even Sarasota County’s
nonprofit housing providers to build single-family houses that are affordable under
current state and federal guidelines. In fact, some providers of affordable housing
testified that they would have to stop building homes unless the market or program
guidelines changed to reflect the realities of an ever-escalating housing market.
Location
Sarasota
County
City of
Sarasota
City of
Venice
City of
North
Port
Town of
Longboat
Key
NUMBER OF UNITS - OWNER-OCCUPIED PROPERTY VALUES
Less
$50,000 $100,000
$150,000
$200,000
$300,000
Than
$50,000 $99,000 $149,000
$199,000
$299,000
or More
Median
$
2,297
31,153
23,681
11,859
10,385
9,841
$122,000
536
4,787
1,820
612
611
1,499
$96,000
58
882
1,264
653
775
275
654
4,416
1,516
387
173
35
7
16
98
141
310
1,104
$140,500
$84,200
$413,100
Source: 2000 US Census
HOUSING UNITS, AVERAGE HOUSEHOLD SIZE, HOUSING AND RENTAL
COSTS 2000
Total
Average
Home
Median Rent
Housing
Household
Purchase
Asked
Jurisdiction
Units
Size
Price
Florida
7,302,947
2.46
$576
Sarasota
182,467
2.13
$153,479
$790
County
Source: 2000 Census, SCOPE 2003-2004 Community Score Card
Affordable Housing: Owner-Occupied
While homeownership is often a popular alternative to decrease the number of rentburdened families, ma ny homeowners in Sarasota County also pay more than 30%
of their income on their mortgage and utilities. In fact, CHAS data reports that 33%
of homeowners in Sarasota County in 2000 suffered from cost-burdened conditions.
This number is in some part caused by lending practices. It is common for a
mortgage or banking institution to allow a customer to buy a home even though their
monthly payments exceed 30% of their net income. A mortgage payment of up to
35% of a customer’s income is considered acceptable. This tendency will clearly
increase the number of cost-burdened homeowners.
The Shimberg Center for Affordable Housing goes further and predicts the number of
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
owner-occupied households that are cost burdened in 2005 and 2010. Only families
making less than 120% of Area Median income are examined in the chart below.
Projected Cost-Burdened Homeowners in Sarasota
County
7,000
5,475 5,910
5,699
6,271
6,225
6,853
5,683
5,232
6,000
5,000
4,000
3,000
2,000
435
526
582
451
1,000
0
0-29.9 AMI
30-49.9 AMI
2005 Cost-Burdened Owners
50-79.9 AMI
80 -120 AMI
2010 Cost-Burdened Owners
Increase
In the year 2010, there will be a projected 24,671 cost-burdened homeowners in
Sarasota County making less than 120% of the Area Median Income. Of those,
9,976 families are projected to be severely cost-burdened. There is a projected
increase of 1,994 cost-burdened families from the year 2005. However, these
figures do not take into consideration the increasing price of single-family homes in
Sarasota County. As pointed out in testimony given at public meetings, it will be
considerably more difficult for low-income families to buy homes without being
considerably cost-burdened.
Structural Condition of Housing (91.210 a)
The age of a housing unit, as well as the lack of complete plumbing, complete
kitchen facilities, central heating and overcrowded conditions are indicators of
substandard housing conditions. According to the 2000 Census, 74.48 percent of
Sarasota County’s housing units were constructed after 1970. Thus, the countywide
housing inventory is relatively new. The City of Sarasota has the oldest housing
stock, with 50.57% of housing constructed before 1970. As a consequence, the City
of Sarasota’s older housing stock is in a greater need of rehabilitation when
compared to the rest of the county. According to 2000 CHAS data, 4,078 housing
units are in substandard condition and in need of rehabilitation, not including costburden conditions. The CHAS data also reports 2,472 rental units and 1,606 owneroccupied housing units in substandard condition and in need of rehabilitation.
As the population and number of housing units has gone up and the housing stock
continues to age, it is anticipated more rehabilitation will need to be done –
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particularly in aging neighborhoods in the City of Sarasota, and in the unincorporated
communities of Laurel, Osprey, Nokomis, and Englewood.
YEAR STRUCTURE BUILT (2000 DATA)
Area
Sarasota
County
Unincorporated
County
City of Sarasota
City of Venice
City of North
Port
Town of
Longboat Key
1950s
1940s
Before
1940
8.21%
1.96%
1.97%
6.85%
1.25%
1.06%
19.14%
15.65%
8.4%
18.50%
7.25%
2.8%
6.12%
2.19%
.17%
6.81%
2.69%
.17%
10.85%
3.75%
.85%
.92%
1990s
1980s
1970s
1960s
19.48%
26.25%
28.75%
13.38%
20.72%
29.49%
28.17%
12.46%
8.17%
13.89%
40.94%
16.01%
23.02%
21.66%
25.25%
35.4%
25.86%
20.18%
22.78%
40.68%
Source: 2000 Census
Barriers/Solutions to Affordable Housing (91.210 e)
Sarasota County employs all the current traditional methods to encourage affordable
housing.
A strong down payment assistance program exists, a countywide
rehabilitation program, active non-profits which produce new affordable housing
stock, a land acquisition program to encourage in-fill housing, and an aggressive
special needs program to provide housing opportunities to vulnerable populations.
However, it has been acknowledged by the community that traditional State and
Federal resources are not enough to address affordable housing issues. In order to
include this sentiment in the 2005-2010 Consolidated Plan, on May 27th, 2004 a
workshop was held with Sarasota’s Community Development Advisory Committee.
The topic of the workshop was barriers and solutions to affordable housing. The
workshop was open to the public and there was significant participation.
The workshop drew from two recent studies on affordable housing in Sarasota
County, The Affordable Housing Study in the spring of 2002 by SCOPE (Sarasota
County Openly Plans for Excellence) and Housing for All from the Community
Housing Work Group in April of 2004. See Section T for copy of Housing for All. The
Affordable Housing Study by SCOPE is too large for an attachment, but can be
viewed at http://scopexcel.org/studies/reports/Sgrp02.AH.pdf
Drawing on the insights of both of these reports, an open discussion of affordable
housing barriers and solutions occurred. The following impediments were singled out
as hindrances to affordable housing.
• Lack of land and the rapid loss of available land for multi-family projects
•
•
•
•
•
•
•
Cost of land
Low-density zoning
High impact fees
Strict building codes
Nimbyism or limited community understanding of affordable housing benefits
The growing costs of building materials
Escalating insurance costs
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5 Year Strategic Plan
Sarasota Consortium
•
•
•
•
•
Potential licensing and registration fees on landlords
Escalating taxes on rental properties
Lack of a living wage or low paying jobs
Legislative challenges: Cuts in both State and Federal grant monies
Potential for increases in mortgage rates
The following solutions to affordable housing barriers were then discussed.
• Creation of a land trust
• Greater zoning densities in the urban setting
• A housing trust fund
• Builder incentives, i.e. waiving requirements or providing extra densities for
producing affordable housing
• Focusing transportation or infrastructure improvements where they will be most
beneficial to affordable housing
• Support a development design charrette in order to promote affordable housing
that is consistent with market rate housing and foster community approval
• Explore mixed family housing, i.e. granny flats, co-ops, etc.
• Greater coordination of affordable housing with community services
• Smart growth solutions
• Widespread community education on the importance of affordable housing
Many of these issues and solutions lie outside the influence of government. For
instance, local governments can do little to effect such factors as the cost of building
materials, mortgage rates, or insurance costs.
However, since both the City and County of Sarasota have made affordable housing
a high priority, they are creating policies that counteract the increasing cost of
housing. During this five-year plan, multiple initiatives that both governments are
enacting to further affordable housing will have a dramatic effect on affordable
housing in Sarasota County. Impact fees, housing trust funds, builder incentives,
increased densities, and limited inclusionary zoning will be addressed by City and
County policies.
• Impact fees in Sarasota County are considered high by some for the state of
Florida. Impact fees to build a single-family home are just under $10,000. In
response to these fees, several measures have been enacted. Since 2004, the Office
of Housing and Community Development has offered an Impact Fee program for all
new affordable single-family construction projects. In addition, the County has
waived all impact fees in the City of Sarasota’s Enterprise Zone. Finally, a newly
enacted School Board impact fee will be waived for all individuals under 80% AMI
who build new homes throughout the County.
• In 2004, the City of Sarasota created a housing trust fund. Though in its initial
planning stages, developers who decide to take advantage of density bonuses in the
downtown core will pay a fee into the housing trust fund to help produce more
affordable housing.
• The County of Sarasota in their long-range plan, called 2050, has opened more
land for high-density development outside of the traditional urban development
boundary. These areas will include a mandatory affordable housing component. A
developer may also choose to take advantage of additional density bonuses and build
even more affordable housing.
2005 – 2010 Consolidated Plan
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Sarasota Consortium
•
The County has hired a temporary housing advocate to create innovative
affordable housing programs and policies.
Currently, the housing advocate is
working with community leaders and the private sector to establish a land trust in
Sarasota County.
If a land trust is successfully established, it will create a
sustainable supply of affordable single and multi-family housing units throughout the
county and help to counteract the ever-escalating cost of land for affordable housing
providers.
• The housing advocate is also exploring additional affordable housing strategies.
Though still in its formative phase, policies such as a housing trust fund, density
bonuses, countywide inclusionary zoning, and linkage fees are all possible outcomes
of Sarasota County’s affordable housing initiatives.
Over the next five years, both the City’s and the County’s innovative housing
strategies will counteract many inhibitors of affordable housing in Sarasota. In
addition, it is acknowledged that due to the conflicting development needs of all four
local governments within the Consortium that flexibility must exist in these solutions
to ensure fair and equal treatment for all of Sarasota County.
Strategies to Increase Homeownership
In 2003, Sarasota was awarded American Dream Downpayment Initiative (ADDI)
funds to increase homeownership rates in Sarasota County. ADDI was created to
target homeownership among all citizens, but a special emphasis has been placed on
ensuring greater homeownership rates among public housing and mobile home
residents. To meet this goal, the Office of Housing and Community Development
(OHCD) has drawn up a public outreach plan.
OHCD will notify residents of manufactured housing of the availability of ADDI
funding by mailing a flyer to all manufactured home parks asking that they post the
flyer in a common area. OCHD will prepare a brochure about the Sarasota Down
Payment Programs, including ADDI, for public housing and residents receiving
Section 8 Rental Assistance. The Sarasota and Venice Housing Authorities will be
asked to distribute the brochure to their clients when they are recertified each year.
ADDI funds will be intermingled with both federal HOME and State Housing
Initiatives Partnership Program (SHIP) monies for the Sarasota Downpayment
Assistance Program.
Participating individuals must be low-income first-time
homebuyers that qualify under both the HOME program and ADDI guidelines.
To ensure that all participants are suitable to purchase a home they are currently
required to attend pre-purchase housing counseling and encouraged to attend postpurchase educational classes, plus they must have reserve funds in their bank
account at the time of purchase. In addition, to protect clients from predatory
lending, the first mortgage must be a fixed loan rate not to exceed ¾% over FNMA
or FHLMC 60-day delivery rate.
2. To the extent that any racial or ethnic group has a disproportionately greater
need for any income category in comparison to the needs of that category as a
whole, the jurisdiction must complete an assessment of that specific need. For
this purpose, disproportionately greater need exists when the percentage of
persons in a category of need who are members of a particular racial or ethnic
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
group is at least ten percentage points higher than the percentage of persons in
the category as a whole.
There are racial concentrations within Sarasota County, according to 2000 Census
data. A racial or minority concentration is 10% more than the county average. See
the supporting maps for racial and minority concentrations below.
The predominant racial/cultural minority concentrations are the black and Hispanic
populations with most black and Hispanic residents living in the City of Sarasota.
Estimates show the overall county population becoming slightly more diverse, with
the percentage of whites decreasing from 93.6% of the population in 1990 to 92.6%
in 2000. Though the black population increased numerically, the black population
decreased proportionally from 4.3% in 1990 to 4.2% in 2000.
Overall Sarasota County’s Hispanic population has shown a 240% increase since
1990 from 5,882 to 14,142 in 2000, with many Hispanic families living in the City of
Sarasota and North Sarasota County.
SARASOTA COUNTY RACIAL DEMOGRAPHICS
Racial Group
White
% of Total
Black
1990
262,836
93.6%
12,073
2000
301,985
92.6%
13,621
% of Total
4.3%
4.2%
American Indian/Alaskan Native
% of Total
483
.2%
717
.2%
Asian
% of Total
**
**
2,522
.8%
Native Hawaiian/Pacific Islander
**
92
% of Total
Other
% of Total
Two or More
% of total
**
954
.3%
**
**
0%
3,708
1.1%
3,312
1%
** Source data no longer consistent since Census Bureau changed composition of racial
categories.
Source: 1990 and 2000 Census
Racial
Group
White
% of Total
RACIAL INFORMATION – 2000
Sarasota
Unincorporated
City of
City of
County
County
Sarasota Venice
301,985
92.6%
2005 – 2010 Consolidated Plan
215,338
95.6%
59
40,542
77%
17,433
98.2%
City
of
North
Port
21,127
92.7%
Longboat
Key
5 Year Strategic Plan
7,545
99.2%
Sarasota Consortium
Black
13,621
4,118
8,447
97
954
5
4.2%
1.9%
16%
.55%
4.2%
.07%
717
448
186
24
53
6
.2%
.2%
.35%
.15%
.2%
.08%
Asian
% of Total
2522
.8%
1,766
.77%
536
1%
72
.4%
115
.5%
33
.4%
Native
Hawaiian/
Pacific
Islander
% of Total
92
57
26
5
3
1
.1%
.03%
.05%
0 %
0%
0%
3708
1.1%
3312
1%
1,532
.7%
1,819
.8%
1,969
3.7%
1,009
1.9%
43
.2%
90
.5%
163
.7%
382
1.7%
1
0%
12
.16%
% of Total
American
Indian/
Alaskan Native
% of Total
Other
% of Total
Two or More
% of Total
Source: 2000 Census
Black Households
According to 2000 CHAS data, there are 4,522 black non-Hispanic households. Of
these, 47.9% have a housing problem (either physical defects, overcrowded, cost
burden of greater than 30%, or any combination of problems) compared to 28.8% of
all 150,669 households in Sarasota County.
According to CHAS data, of the 4,522 black households, 2,201 are homeowners. Of
these black homeowners, 37.3% have a housing problem, compared to 24.8% of all
owners who have a housing problem. Among the 2,321 black households who rent,
57.9% have a housing problem, compared to 44% of all renters in Sarasota County
who have a housing problem.
Of the 1,295 black households with extremely low-income, 77.1% have a housing
problem. Of the 824 low-income households (31 to 50% of MFI), 70.9% have a
housing problem. Among the 172 black renter households with low-income, 91.9%
have a housing problem.
Among the 225 elderly black households who rent, 44% have a housing problem.
Among 671 elderly black homeowners, 37.7% have a housing problem.
According to the US Department of Housing and Urban Development (HUD), a
racial concentration occurs if an area has a minority population that is greater
than 10% of its countywide average population.
The Countywide black
population is 4.2%. Census tracts 2 and 3 in the City of Sarasota, tracks 11.01
and 11.02 in unincorporated County, and track 10 which lies in both the City of
Sarasota and unincorporated County all have racial concentrations of at least
14.2%.
Minority Concentrations
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5 Year Strategic Plan
Sarasota Consortium
RACIAL CONCENTRATION – BLACK POPULATION
2000
Area
Population
Number
Census Tract 3 (City of Sarasota)
3,926
3,625
Census Tract 2 (City of Sarasota)
4,533
2,036
Percent
92.33
44.9
Census Tract 11.02 (Unincorporated)
4,617
1,343
29.1
Census Tract 11.01 (Unincorporated)
4,105
905
22
Census Tract 10 (City/Unincorporated)
3,033
624
20.57
Source: 2000 Census Data
Hispanic Households
According to CHAS data, there are 4,133 Hispanic households. Of these, 51.4% have
a housing problem (either physical defects, overcrowded, cost burden of greater
than 30%, or any combination of problems) compared to 28.8% of all 150,669
households in Sarasota County.
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5 Year Strategic Plan
Sarasota Consortium
According to CHAS data, of the 4,133 Hispanic households 2,167 are homeowners.
Of these Hispanic homeowners, 39.6% have a housing problem, compared to 24.8%
of all owners who have a housing problem. Among the 1,966 Hispanic households
who rent, 64.4% have a housing problem, compared to 44% of all renters in
Sarasota County who have a housing problem.
According to CHAS data, of 442 extremely low-income Hispanic households, 75.6%
have a housing problem. Of the 104 Hispanic homeowners with extremely low
income, 53.8% have a housing problem.
Of the 136 elderly Hispanic renter households who are extremely low-income,
56.6% have a housing problem.
Of note, 84% of the 867 Hispanic households with low income (31 to 50% of MFI)
have a housing problem. Among the 471 Hispanic renter households in the lowincome category, 85.6% have a housing problem. And among the 191 Hispanic
renter households with large families, 68.8% have housing problems.
HISPANIC INFORMATION – 2000
Sarasota
Unincorporated
City of
City of
County
County
Sarasota Venice
Racial
Group
White
Black
American
Indian/
Alaskan Native
Asian
Native
Hawaiian/
Pacific
Islander
Other
Two or More
Total
City
of
North
Port
Longboat
Key
9,382
367
4,940
121
3,756
197
134
7
502
42
50
0
94
39
52
1
2
0
16
21
10
11
6
7
0
2
0
1
0
0
3,396
866
14,142
1,381
372
6,874
1,859
406
6,283
26
25
195
129
63
739
1
0
51
Source: 2000 Census
GROWTH IN SARASOTA COUNTY’S HISPANIC POPULATION
Year
White
Black
Native
Hawaiian/
Pacific
Islander
1990
2000
4,741
9,382
218
367
**
21
American
Indian/
Alaskan
Native
Asian
Other
Two or
More
Total
12
94
**
16
875
3,396
**
866
5,882
14,142
** Source Data no longer consistent since Census Bureau changed composition of racial categories .
2005 – 2010 Consolidated Plan
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5 Year Strategic Plan
Sarasota Consortium
Source: 1990 and 2000 Census
RACIAL CONCENTRATION – HISPANIC POPULATION
2005 – 2010 Consolidated Plan
63
5 Year Strategic Plan
Sarasota Consortium
RACIAL CONCENTRATION – HISPANIC POPULATION
Area
Census Tract 1.02 (City of Sarasota)
Census Tract 4.03 (City of Sarasota)
Census Tract 4.05 (City of
Sarasota/Unincorporated)
Census Tract 4.01 (City of Sarasota)
2000
Population
5,463
6,431
Number
1,951
1,302
Percent
35.73
20.24
2,935
4,469
443
663
15.09
14.83
Source: 1990 Census Data
The Hispanic countywide population is 4.3%. Census Tracts 1.02, 4.03, and 4.01 in
the City of Sarasota and track 4.05, which spans both the City of Sarasota and
unincorporated County, are Hispanic concentrations.
Minority Concentration in Public Housing
While the black community represents less than 5% of the county’s population,
72.2% of families living in public housing are black, while only 27.4% are white.
Hispanics households make up only 8.4% of the population and female-headed
households are 82.7% of the 522 families in public housing.
Priority Housing Needs (91.215 (b))
1. Identify the priority housing needs in accordance with the categories specified in
the Housing Needs Table (formerly Table 2A). These categories correspond with
special tabulations of U.S. census data provided by HUD for the preparation of
the Consolidated Plan.
Described in detail on pages 12 – 22 of the Strategic Plan
2. Provide an analysis of how the characteristics of the housing market and the
severity of housing problems and needs of each category of residents provided
the basis for determining the relative priority of each priority housing need
category.
Note: Family and income types may be grouped in the case of closely related categories of residents
where the analysis would apply to more than one family or income type.
Described in detail on pages 12 – 22 of the Strategic Plan
3. Describe the basis for assigning the priority given to each category of priority
needs.
Previously asked and answered on pages 22 and 23 of the Strategic Plan.
4. Identify any obstacles to meeting underserved needs.
•
•
•
High cost of land, materials, labor, construction costs, permitting, impact fees,
and other factors related to building;
Aftereffects of a devastating hurricane season that increased demand for both
supplies and housing, thereby driving up prices further;
Rapid loss of available land for multi-family projects
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5 Year Strategic Plan
Sarasota Consortium
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Escalating taxes on rental properties;
Competitive process for tax credit and other programs to develop affordable
housing;
Low-density zoning driving up the price of land;
Escalating insurance costs;
A continual decrease in both State and Federal grant funding;
Lack of housing which qualifies for assistance under the SHIP and HOME
programs due to the statutory limits on the value of housing that can be
assisted;
Individuals unwilling to have a second mortgage on their homes in association
with housing rehabilitation or down payment assistance;
Many individuals seeking assistance do not have clear title to property;
Some extremely low-income residents unable or unwilling to participate in down
payment assistance and rehabilitation programs;
Monthly water and sewer bills, plus connection charges and impact fees, difficult
for low-income residents to afford;
Political obstacles to the development of housing through tax credits and other
programs;
Money management skills needed by new owners and renters participating in
various programs;
Inability to repair severely deteriorated homes because of requirements imposed
by the Florida Building Code; and
“Not in my back yard” or “NIMBY” encountered when specific sites are selected
for affordable multi-unit developments, particularly for whole families.
Housing Market Analysis (91.210)
*Please also refer to the Housing Market Analysis Table in the Needs.xls workbook
1. Based on information available to the jurisdiction, describe the significant
characteristics of the housing market in terms of supply, demand, condition, and
the cost of housing; the housing stock available to serve persons with disabilities;
and to serve persons with HIV/AIDS and their families.
Introduction
In accordance with 24 CFR Section 91, the Sarasota Office of Housing and
Community Development has prepared a housing assessment for Sarasota County
including the unincorporated County and the cities of Sarasota, Venice, and North
Port. The Town of Longboat Key is now included in Manatee County’s Consolidated
Plan, yet it remains in this analysis since it is still part of Sarasota County.
This chapter of the Consolidated Plan describes the significant demographics of the
current and projected housing stock and Sarasota County. Housing Needs are
discussed in the Market Analysis Chapter.
The demographic data included in the Consolidated Plan comes from a variety of
sources including:
•
•
The 2000 Census; and
Sarasota County Planning and Development Services
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5 Year Strategic Plan
Sarasota Consortium
TOTAL POPULATION – HISTORIC BY JURISDICTION
Sarasota
Unincorporated
City of
City of
City of
County
County
Sarasota
Venice
North Port
1930
12,440
3,733
8,398
1940
16,106
4,458
11,141
507
1950
28,827
9,204
18,896
727
1960
76,895
38,721
34,083
3,444
178
1970
120,413
69,831
40,237
6,648
2,244
1980
202,251
132,642
48,868
12,153
6,205
1990
277,776
194,527
50,961
16,922
11,973
1991
283,140
199,063
50,740
17,216
12,558
1992
287,203
201,965
51,058
17,491
13,038
1993
290,602
204,717
50,820
17,768
13,581
1994
296,002
208,832
51,031
18,093
14,282
1995
301,528
212,968
51,143
18,450
15,161
1996
305,848
216,106
51,311
18,619
15,905
1997
311,043
220,177
51,315
18,886
16,708
1998
316,023
223,558
51,650
19,069
17,662
1999
321,044
227,356
51,659
19,232
18,749
2000
325,957
227,669
52,715
17,764
22,797
2001
334,023
231,939
53,657
19,069
25,234
2002
339,684
234,601
53,939
19,232
27,448
Source: Sarasota Planning and Development Services
Town of
Longboat Key
158
1,453
2,383
3,393
3,563
3,651
3,716
3,764
3,806
3,907
3,957
4,074
4,048
5,012
5,042
5,068
Sarasota County has experienced significant population growth since 1930 when the
population was 12,440. The area experienced a population growth of 17.34% from
1990 to 2000. Since the 2000 Census, the population for the entire county (including
all municipalities) has grown from 325,957 to an estimated 339,684 in 2002.
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TYPES OF HOUSING IN SARASOTA COUNTY - 2000
Sarasota
Unincorporated
City of
City of
City of
County
County
Sarasota
Venice
North
Port
182,467
122,781
26,935
13,530
10,357
Total
Units
Single
103,409
75,200
Family
Units
% of
57%
61%
Total
Multi
Family
58,652
32,117
Units
% of
Total
32%
26%
Mobile
Homes
20,226
15,352
% of
Total
11%
13%
Other
180
112
% of
Total
0%
0%
Source: 2000 US Census Data
Longboat
Key
8,864
12,923
4,331
8,961
1,994
48%
32%
87%
22.5%
12,783
6,617
561
6,574
47.4%
48.9%
5%
74.1%
1,210
2,566
835
263
4.5%
19
19%
16
8%
0
3%
33
.1%
.1%
0%
.4%
The majority of housing units are single-family homes, with multi-family units, which
include townhomes, duplexes and condos as the second most popular. The City of
North Port is dominated by single-family homes with over 87% of its units singlefamily and 5% of its units multi-family, while the City of Sarasota has an almost
equal amount of both single-family and multi-family units.
Percent of Homeowners
100.00%
79.1%
91.8%
87.8%
77.9%
70.1% 66.2%
80.00%
58.4%
60.00%
40.00%
20.00%
0.00%
Sarasota North City of City of Longboat US
County Port Sarasota Venice Key
Florida
Source: 2000 US Census Data
Sarasota is predominately a county of homeowners, with over 79.1% of residents
living in owner-occupied homes. The City of Sarasota has the lowest percentage of
homeowners with fewer than 58.4% of homes owner-occupied. High homeownership
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rates can be found in the Town of Longboat Key (91.8%), the City of North Port
(87.8%) and the City of Venice (77.9%). Homeownership rates are significantly
higher in Sarasota County than either the United States or Florida with respective
rates of 70.1% and 66.2%.
Percent of Renters
41.6%
45.00%
40.00%
35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
33.8%
29.9%
22.1%
20.9%
12.2%
8.2%
Sarasota North City of City of Longboat
County
Port Sarasota Venice Key
US
Florida
Source: US Census Data
The high homeownership rate is also reflected in low rental rates. Sarasota County
has lower than either state or national rental populations with only 20.9% of renters
county- wide. The City of Sarasota has the highest percentage of renters at 41.6%.
Increase In Housing Units
200,000
182,467
180,000
160,000
140,000
122,781
120,000
100,000
80,000
60,000
40,000
26,935
13,530
8,864
20,000
0
1960
1970
Sarasota County
Venice
1980
Unicorporated County
North Port
1990
2000
Sarasota
Longboat Key
Source: US Census Data
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An examination of the growth of housing units in the last forty years points to the
fact that Longboat Key, North Port and unincorporated Sarasota County have had the
greatest increases, while the City of Sarasota actually decreased in the number of
housing units between 1990 and 2000 by 50.
Growth in Occupied Housing Units
149,937
150,000
125,493
103,439
88,739
100,000
86,625
56,920
22,822
21,548
50,000
6,217
23,427
9,080
9,680
9,111
4,280
5,090 1,876
2,7771,277
0
1980
Sarasota County
1990
Unincorporated County
City of Sarasota
2000
Venice
North Port
Longboat Key
Source: US Census Data
Sarasota County
Growth in Owner-Occupied Units
Unincorporated
County
City of Sarasota
140,000
118,531
120,000
95,598
100,000
68,663
80,000
60,000
85,384
City of Venice
City of North Port
Town of Longboat
Key
70,095
47,358
40,000
20,000
0
12,836
2,264
12,981
4,118
1,115
1980
1990
1,650
13,683
7,999
3,928
2000
Source: US Census Data
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Growth In Renter Occupied Units
35,000
Sarasota County
Unincorporated
County
31,339
29,895
City of Sarasota
30,000
City of Venice
20,276
25,000
20,000
9,562
15,000
City of North Port
18,000
16,347
Town of Longboat
Key
9,864
9,691
8,712
10,000
2,326
972 386
1,127
513 162
5,000
2,178
1,123 347
0
1980
1990
2000
Source: US Census Data
Examining the growth in both renter and owner occupied housing units, it is clear
that most of the growth in the last 20 years has taken place in both
unincorporated County and North Port. In addition, the majority of growth has
been in single-family units. This trend has led to a community dominated by
single-family homes.
Next, future projections of Sarasota County will be explored.
PROJECTED POPULATION – BY JURISDICTION
Sarasota Unincorporated
City of
City of
City of
County
County
Sarasota
Venice
North Port
Town of
Longboat
Key
1990
277,776
194,527
50,961
16,922
11,973
--
2000
326,057
227,669
52,219
17,864
22,797
5,012
2005
353,600
247,520
55,596
22,556
36,697
5,072
2010
378,900
265,230
57,748
22,556
50,598
5,072
2015
403,100
282,170
59,930
22,556
64,498
5,072
2020
427,400
*
299,180
62,021
22,556
78,399
5,072
Source: Sarasota Planning and Development Services
*Total population figures will not match since different localities use varying
methodologies to determine their population projections.
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Projections show increases in the population, along with growth in the number of
households and number of housing units through 2020. The City of Venice and the
Town of Long Boat Key show their populations stabilizing, with their land mostly built
out while the City of Sarasota’s population growth will be driven by redevelopment.
In contrast, rapid new growth is anticipated in the City of North Port and the
unincorporated portions of the County.
Projected Households
2,796 2000
Township of
Longboat Key
City of North Port
City of Venice
9,100
City of Sarasota
Unincorporated
County
Sarasota County
190,629
200,000
149,912
180,000
130,497
160,000
140,000
120,000
100,000
25,498
80,000
104,928
19,346
60,000
11,498
3,790
40,000
20,000
2010
23,409
0
9,679
Source: Affordable Housing Needs Assessment, Shimberg Center for Affordable Housing.
As the population increases throughout Sarasota County, the total number of
households also increases. As with the population, most of the growth is projected to
be in the unincorporated areas of the County and the City of North Port.
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Single- Family Projected Need
42,948
60,000
50,000
40,000
26,803
30,000
20,000
11,700
12,551
1,235
10,000
7,539
1,631
390
5,152
2,927
276
557
525
354
3,284
133
1,701
77
0
2025
2010
2005
Sarasota
County
Unicorporated
County
City of
Sarasota
City of Venice
City of North
Port
Longboat Key
Source: Shimberg Center For Affordable Housing
It is anticipated there will be a need for 11,700 single-family housing units to be built
between 2005 and 2010. A majority of the projected units (7,539) will be built in
unincorporated Sarasota County.
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Multi- Family Projected Construction
12,000
7,756
10,000
8,000
4,960
6,000
4,000
2,364
2,000
1,566
1,109
632
930
735
244
268
210
74
199
99
33
0
2025
2010
2005
Sarasota
County
Unicorporated
County
City of
Sarasota
City of Venice
City of North
Port
Longboat Key
Source : Shimberg Center For Affordable Housing
There is a projected need for 2,364 multi-family housing units to be built between
2005 and 2010. A majority of the projected units (1,566) will be built in
unincorporated Sarasota County.
It is clear that while multi-family units will increase, most of Sarasota County’s
growth will continue to be in single-family units. Affordable housing strategies,
therefore, must take Sarasota County’s lack of multi-family and rental housing into
consideration if they are to be effective.
2. Describe the number and targeting (income level and type of household served)
of units currently assisted by local, state, or federally funded programs, and an
assessment of whether any such units are expected to be lost from the assisted
housing inventory for any reason, (i.e. expiration of Section 8 contracts).
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887
246
146
Sarasota Consortium
NAME
Orange
Avenue
The
Courts
Bertha
Mitchell
Cohen
Way
Janie
Poe
McCown
Towers/
Annex
Section
8 CITY
Section
8
COUNTY
PUBLIC HOUSING IN SARASOTA COUNTY
LOCATION
NO. OF
TYPE
INCOME
UNITS
TARGET
1912 N. Orange
60
Family
0-79% AMI
Avenue,
Sarasota
1912 N. Orange
100
Family
0-79% AMI
Avenue,
Sarasota
21-24 St. and
100
Family
0-79% AMI
Dixie Ave.,
Sarasota
Blvd. of the Arts
36*
Family
0-79% AMI
& Lemon Drive,
Sarasota
Central
128
Family
0-79% AMI
Avenue/Janie
Poe Drive,
Sarasota
Blvd. of the Arts
176
Elderly/
0-79% AMI
and Cocoanut
Disabled
Avenue,
Sarasota
Scattered
764
Family/
0-79% AMI
Elderly/
Handicap
ped
Scattered
434
Family/
0-79% AMI
Elderly/
Handicap
ped
AGENCY
Sarasota
Housing
Authority
Sarasota
Housing
Authority
Sarasota
Housing
Authority
Sarasota
Housing
Authority
Sarasota
Housing
Authority
Sarasota
Housing
Authority
Sarasota
Housing
Authority
Sarasota
Housing &
Community
Development
Grove
1420 E. Venice
50
Family
0-79% AMI Venice Housing
Terrace
Ave., Venice
Authority
Total
1,848
Units
* An additional 36 units are offline due to a homeownership conversion program. It
is predicted that the other 36 units will also be lost as the conversion project is
finished over the next five years.
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SUBSIDIZED HOUSING DEVELOPMENTS IN SARASOTA COUNTY
LOCATION
NO. OF
TYPE
AGENCY INCOME
UNITS
TARGET
Willow Creek
6851 Willow
120
Elderly (Tax
Private
60% AMI
Phase 1
Creek Circle,
Credit)
Sector
North Port
Willow Creek
6851 Willow
104
Elderly (Tax
Private
60% AMI
Phase 2
Creek Circle,
Credit)
Sector
North Port
Riley Chase
1015 Panacea
312
Family (Tax
Private
60% AMI
Boulevard
Credit)
Sector
University
3203 University
192
Family (Tax
Private
60% AMI
Club
Club Apartments
Credit)
Sector
Bayou Oaks
Old Bradenton
Elderly (Tax
Private
60% AMI
Road/Mecca
80
Credit)
Sector
Drive, Sarasota
Calusa
4994 Trott
95
Family
Private
60%AMI
Springs
Circle, North Port
(Housing
Sector
Credits 9%)
Victoria
3950 S Sumter
42
Family
Private
60% AMI
Pointe
Blvd, North Port
(Section 515/ Sector
Housing
Credits 9%)
Villa San
1030 Albee Farm
80
Elderly (Sec.
Private
60% AMI
Marco
Rd, Venice
202)
Sector
Jefferson
930 N. Tamiami
Elderly (Sec.
Private
80% AMI
Center
Trail, Sarasota
210
202)
Sector
J.H. Floyd
18th Street,
Elderly (Sec.
Private
40% AMI
Sunshine
Sarasota
59
202)
Sector
Village
Villas Of
5200 S. Biscayne
37
Elderly (Sec
Private
60% AMI
North Port
Dr, North Port
515)
Sector
Falls of
1001 Center Rd,
243
Family
Private
Over 80%
Venice
Venice
(Bonds)
Sector
AMI
Beneva Oak
650 N. Beneva
Elderly 28
Private
50% AMI
Apartments
Road, Sarasota
40
Disabled 12
Sector
(G-I-M
(Sec. 202)
Housing)
Casa Santa
1576 8th St.,
Elderly
Private
50% AMI
Marta
Sarasota
78
(Sec. 8 and
Sector
202)
Casa Santa
800 N. Lemon
Elderly
Private
50% AMI
Marta II
Avenue
52
(Sec. 8 and
Sector
202)
Orchard Place 1300 Lockwood
40
Disabled
Private
50% AMI
Ridge
(Sec. 811)
Sector
NAME
Total Units
1,784
It is not predicted that any of these units will be lost. In fact, an aggressive rental
development strategy is envisioned to ensure additional affordable rental units.
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SUBSIDIZED HOUSING PROJECTS APPROVED/UNDER CONSTRUCTION
NAME
LOCATION
NO. OF UNITS
TYPE
AGENCY
5203
Greenwood
Family (Tax
Private
Grande Court
126
Credit)
Sector
Avenue, North
Port
3. Indicate how the characteristics of the housing market will influence the use of
funds made available for rental assistance, production of new units, rehabilitation
of old units, or acquisition of existing units. Please note, the goal of affordable
housing is not met by beds in nursing homes.
Described on page 14 of the Strategic Plan.
Specific Housing Objectives (91.215 (b))
1. Describe the priorities and specific objectives the jurisdiction hopes to achieve
over a specified time period.
Described in detail on pages 12 – 22 of the Strategic Plan.
2. Describe how Federal, State, and local public and private sector resources that
are reasonably expected to be available will be used to address identified needs
for the period covered by the strategic plan.
Described in detail on pages 12 – 22 of the Strategic Plan.
Needs of Public Housing (91.210 (b))
In cooperation with the public housing agency or agencies located within its
boundaries, describe the needs of public housing, including the number of public
housing units in the jurisdiction, the physical condition of such units, the restoration
and revitalization needs of public housing projects within the jurisdiction, and other
factors, including the number of families on public housing and tenant-based waiting
lists and results from the Section 504 needs assessment of public housing projects
located within its boundaries (i.e. assessment of needs of tenants and applicants on
waiting list for accessible units as required by 24 CFR 8.25). The public housing
agency and jurisdiction can use the optional Priority Public Housing Needs Table
(formerly Table 4) of the Consolidated Plan to identify priority public housing needs
to assist in this process.
See the optional Public Housing Table
Public Housing Strategy (91.210)
1. Describe the public housing agency's strategy to serve the needs of extremely
low-income, low-income, and moderate-income families residing in the
jurisdiction served by the public housing agency (including families on the public
housing and section 8 tenant-based waiting list), the public housing agency’s
strategy for addressing the revitalization and restoration needs of public housing
projects within the jurisdiction and improving the management and operation of
such public housing, and the public housing agency’s strategy for improving the
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living enviro nment of extremely low-income, low-income, and moderate families
residing in public housing.
Sarasota County has a total of 1,848 units of public housing and Section 8 assisted
housing and 1,784 units of subsidized housing, plus 126 subsidized units currently
under development. (See Tables in this Section for details on Public and Assisted
Housing units)
It is expected that 36 units of public housing will be lost during the next five years
due to a homeownership conversion project. These units of public housing are being
turned into condominiums for low-income homebuyers.
Sarasota County and the City of Sarasota have three separate entities to administer
public and Section 8 housing programs. Sarasota County is responsible for a HUD
Section 8 housing choice voucher program. Sarasota County runs this program as a
public housing agency and the Sarasota County Board of County Commissioners acts
as the board of the agency.
The Housing Authority of the City of Sarasota (HACS) is a public housing authority
separate from the City of Sarasota. A board appointed by the mayor and approved
by the Sarasota City Commission governs HACS.
The Venice Housing Authority (VHA) is also a separate housing authority from the
City of Venice, and is governed by a board appointed by the mayor, with the
approval of the Venice City Council.
In Sarasota County there are seven public housing complexes – six managed by the
HACS and one by the VHA. HACS is also responsible for the administration of Section
8 rental assistance programs for the City of Sarasota and the administration of a
Section 8 new construction complex.
HACS reported a waiting list of 305 individuals for public housing and a current
occupancy rate of 97.5%. HACS also reports 1,316 on the waiting list for Section 8
housing for the City of Sarasota, while the VHA currently has 57 applicants on their
waiting list.
The Sarasota Office of Housing and Community Development administers the Section
8 rental assistance program for Sarasota County, and currently serves 434
households. There were 141 individuals on the waiting list for Section 8 housing in
2005 for Sarasota County.
Section 8
The Section 8 rental voucher program increases affordable housing choices for very
low-income households by allowing families to choose privately owned rental housing
in which the rent is subsidized by the public housing authority (PHA).
The Sarasota Consortium supports the deconcentration of Section 8 units from lowincome areas to more mixed-income areas.
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Family Self-Sufficiency Program
The purpose of a Family Self-Sufficiency (FSS) program is to promote the
coordination of public housing and/or Section 8 program assistance with other public
and private resources, to enable eligible families to achieve economic independence
and self-sufficiency.
PHAs are encouraged to establish an FSS program. Neither public housing nor
Section 8 resident families are required to participate. Those that choose to
participate enter into contracts with PHAs. These contracts outline the resources and
services to be made available to help the family achieve self-sufficiency. Among the
supportive services that may be provided are childcare, transportation, remedial
education, and job training.
When a family experiences an increase in earned income due to participation in the
FSS program, the difference between what the family would be paying in rent versus
what they actually paid prior to the contract is used to fund an escrow savings
account. This account is available to the family upon successful completion of the
FSS program and successful performance of its obligations under the FSS contract of
participation.
HACS received a FY 2004 grant of $34,000 to operate a Family Self-Sufficiency
Program. Currently HACS has 34 participants. HACS has three main FSS goals in its
2005-2009 PHA Plan.
1.
2.
3.
Create and submit a Voucher Homeownership Program to HUD for their
approval. Recruit ten (10) families from Family Self-Sufficiency (FSS)
participant list to move to homeownership. Develop partnership with financial
institutions to underwrite mortgages.
Continue to identify and secure needed supportive services for the FSS
Program through networking and routine interaction with the local social and
supportive service community.
Raise the enrollment in the FSS Program participants from 34 to 84 and
increase their employability in order to decrease their dependence on
government assistance. Explore and implement additional, permissible
deductions for public housing residents only as incentives to achieve and
sustain employment such as transportation to work deduction and a deduction
for employee paid, employer-offered medical insurance payments from their
net pay.
The VHA also built a facility for a Family Self-Sufficiency Program, with the help of a
CDBG grant. Since that time, the VHA also obtained a $20,000 grant from the Gulf
Coast Community Foundation of Venice to hire a Residents' Services Coordinator. To
date, one resident has achieved certification as a CNA, while three others are
enrolled in a GED program.
Public Housing Authorities
HUD awarded grants to local Public Housing Authorities (PHAs) to help finance the
development of housing to be used as Public Housing.
The local PHA becomes the owner and manager of that housing, once it is developed.
As a manager, the PHA is responsible for all aspects of day-to-day management of
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the housing. As discussed above, there are two PHAs in Sarasota County, HACS and
the VHA.
A PHA must charge its residents a dwelling rent based on a percentage of the
resident's income or a flat rent amount. This dwelling rental income is usually
insufficient to cover the PHA's operating expenses. So, to cover this "shortfall"
between income and expenses, HUD pays operating subsidy to PHAs.
HUD also makes periodic modernization grants to PHAs, to help cover the cost of
modernizing and upgrading public housing. In exchange for the financial assistance
in developing and operating public housing, PHAs agree to manage the housing
according to certain basic, minimum rules and regulations established by HUD.
However, the operating subsidies are shrinking due to budget cuts and PHA’s are
being forced to either create mixed income housing that will support their operating
expenses or prioritize and/or defer capitol improvement projects based on available
funding.
Capital Fund Program (CFP)
PHAs receive CFP funding on a formula basis. Because it is formula-based, CFP
represents a reliable and predictable funding source for PHAs to enable them to
modernize their units. PHAs under the CFP program have flexibility and discretion to
determine what improvements are needed, how those improvements will be
accomplished and the timing of the expenditures.
HACS and VHA’s HUD-approved five-year Action Plans for the Capital Fund Program
are incorporated (as may be amended) in the Consolidated Plan by reference.
HOPE VI
The HOPE VI program was created for the purpose of revitalizing severely distressed
or obsolete public housing developments. HUD intended for HOPE VI to be the
laboratory for the reinvention of public housing. The program was expected to
produce models for ending the isolation of the Public Housing Agency (PHA) by
encouraging PHA partnerships with the broader community, and ending the isolation
of public housing developments and residents by blending public housing units into
more diverse and mixed-income communities. It was intended to foster innovative
and comprehensive approaches to the problems of severely distressed public housing
developments and their residents, including new ways for PHAs, HUD, and public
housing residents to work together.
Eligible activities under HOPE VI include funding of the capital costs of major
reconstruction, rehabilitation and other physical improvements, provision of
replacement housing, demolition, management improvements, planning and
technical assistance, implementation of community service programs and supportive
services, and the planning for all such activities.
HACS has applied several times for HOPE VI funding for its aging 128-unit Janie Poe
complex. HACS intends to move forward with demolition and reconstruction of the
Janie Poe complex with the support of both the City and the County regardless of
HOPE VI funding. No housing units will be lost under the current development plan.
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Resident Opportunities and Self-Sufficiency (ROSS) Program
The 1937 Housing Act authorizes funds for technical assistance and training to
resident councils and resident management corporations to promote increased
resident self-sufficiency.
Under the ROSS Program, communities are able to select from a wide range of
activities, including job training, business development, youth programs, family and
social services, education, leadership development projects, and programs designed
to promote self-sufficiency.
The VHA has applied for a $250,000 ROSS grant from HUD. If they are successful,
they will form partnerships with Goodwill Industries, Sarasota YMCA, and Sarasota
and Charlotte Technical schools over the next three years to provide their residents
with additional job training options.
Economic Development and Supportive Services
Through the Economic Development and Supportive Services (EDSS) program, HUD
awards grants to PHAs that form partnerships with nonprofit agencies, or
incorporated for-profit agencies. The grants are used to:
•
•
Provide economic development opportunities and supportive services to assist
residents of public housing to become economically self-sufficient. Residents who
benefit from these services are generally families with children where the head of
household is working, seeking work, or are preparing for work by participating in
job training or educational programs.
Provide supportive services to assist the elderly and persons with disabilities to
live independently or to prevent premature or unnecessary institutionalization.
Service Coordinators for Public Housing Agencies
The Service Coordinators for Public Housing Agencies (SCPH) program is a
comprehensive effort to ensure that elderly and nonelderly disabled residents have
access to the services they need to enhance the quality of life, to live independently,
and to avoid premature or unnecessary institutionalization. SCPH funds both
supportive services and the hiring of Service Coordinators.
Housing Authority of the City of Sarasota (HACS)
HACS has adopted the following mission statement, contained in its PHA Plan for FY
2005-2009:
“The mission of the Housing Authority of the City of Sarasota is to create affordable,
vibrant, safe, attractive and economically diverse communities that are free from
discrimination, by providing quality housing options for eligible families through
creative and professional service in partnership with the greater community.”
HACS also adopted goals for the next five years:
1. Expand the supply of assisted housing
2. Increase assisted housing choices
3. Provide an improved living environment
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4. Promote self-sufficiency and asset development of assisted households
5. Ensure equal opportunity and affirmatively further fair housing
HACS also set up quantifiable measures to determine success in reaching their
objectives for the course of the next five years. They are incorporated in this plan by
reference.
The six complexes managed by HACS are as follow:
1.
2.
3.
4.
5.
6.
Orange Avenue – 60 units for families in fair condition. Receives funds
through an approved HUD Capital Fund Program. The building just added new
roofs, gutters and downspouts.
The Courts – 100 units for families in fair condition. Receives funds through
an approved HUD Capital Fund Program.
Bertha Mitchell – 100 units for families in fair condition. Receives funds
through an approved HUD Capital Fund Program. Updates include driveways
and weather stripping of front and rear doors.
Cohen Way – 36 units for families in poor condition. Receives funds through
an approved HUD Capital Fund Program. Recent renovations include new
roofs, gutters, and downspouts and weatherproofing.
Janie Poe – 128 units for families in poor condition. Receives funds through
an approved HUD Capital Fund Program. Updates include new roofs, gutters
and downspouts, screens on all unit windows and new rear doors with
weather stripping.
McCown Towers – 100 units for the elderly and/or disabled in good condition.
Receives funds through an approved HUD Capital Fund Program. Recent
renovations include a new roof, impact windows and sliding glass doors. In
addition, security measures were increased to include security cameras, an
intercom system, an elevator pass card system and a new emergency
generator. It is anticipated that McCown Towers will be designated as an
elderly only development by 2007.
This designation will fulfill new
requirements under PIH 2005-2.
HACS has also completed a Section 504 needs assessment, and in response to its
findings, ensured that the parking lots of both Janie Poe and Orange Avenue were
compliant. In addition, the Bertha Mitchell units are now fully compliant with Section
504.
HACS reports*:
“The physical condition of HACS’ o
l w-rent conventional public housing stock varies
from standard to distressed but all needing capitol improvements. A third party
architectural firm completed a detailed physical needs assessment of HACS’ existing
stock and determined that, at present value, the combined physical improvements
needs total $42,717,083. Ranking high on the list of physical needs is the plumbing,
electrical and fenestrations (windows, screens and prime doors) infrastructure
replacement and upgrade. These work items alone tally over $18,993,622 authoritywide.”
*Correspondence written November 23, 2004.
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Venice Housing Authority (VHA)
The VHA has adopted the following mission statement, contained in its Annual Plan
for FY 2004.
“The mission of the PHA is the same as that of the Department of Housing and Urban
Development: To promote adequate and affordable housing, economic opportunity
and a suitable living environment free from discrimination.”
The VHA also adopted goals for the next year:
1.
2.
3.
4.
5.
6.
Expand the supply of assisted housing.
Improve the quality of assisted housing.
Increase assisted housing choices.
Improve community quality of life and economic vitality.
Promote self-sufficiency and asset development of families and individuals.
Ensure equal opportunity and affirmatively further fair housing.
The one complex managed by the VHA is Grove Terrace in Venice. It has 42 units
for families and eight for the elderly, of which 4 are not habitable due to asbestos
concerns. All the units are multi-family units located at 201 Grove Street North.
Currently there are 57 applicants on the waiting list.
According to the Executive Director of the VHA, these units are 34 years old and
have deficiencies in structural integrity, plus are inadequate to accommodate
modern family needs. The VHA will undertake roof replacements and will seal
exteriors to eliminate water intrusion.
In response to a Section 504 survey, the VHA has recently remodeled the kitchen
and bathroom areas in the four uninhabitable senior units. Similar improvements
have been undertaken in Community Center to attract and support participation by
seniors and community based organizations.
The VHA reports:
“Within the next two years, the VHA plans to construct 180 - 200 units of mixed
income townhouses, 50 units of senior housing, and an additional 50 units of
Assisted Living. In addition, the VHA plans to provide 80 units of workforce housing
for sale under the Community Land Trust concept. The VHA is now pursuing the
purchase of 30 plus acres of land in Venice and the surrounding area in order to
execute this plan.”
The VHA predicts that $26,000,000 in financing will be necessary to complete this
project
2. Describe the manner in which the plan of the jurisdiction will help address the
needs of public housing and activities it will undertake to encourage public
housing residents to become more involved in management and participate in
homeownership. (NAHA Sec. 105 (b)(11) and (91.215 (k))
The 1937 Housing Act authorizes a public housing homeownership program. HUD has
also approved individual homeownership programs designed locally. Homeownership
programs offer local Public Housing Agencies a flexible approach to design and
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implement a homeownership program for the sale of public housing units to its
residents. The PHA is able to retain and reuse the proceeds of sale of the units for
additional low-income housing needs.
HACS is undertaking a homeownership program to convert its Cohen Way Public
Housing Complex to the Rosemary Park Condominiums, an affordable
homeownership development. To date, HACS has renovated and sold 12 units to
low-income residents and is converting 24 additional units in the 72 unit project to
homeownership.
The City of Sarasota and Sarasota County are assisting with the financing needed to
renovate and convert the 24 units. Following this phase, 36 units of public housing
will remain at Cohen Way. Residents of Cohen Way are given first choice to buy the
renovated homes and are provided with an enhanced down payment by the City of
Sarasota and Sarasota County.
Residents were provided with housing choice
vouchers while the conversion occurs and may keep them if they decide not to
purchase or are ineligible to purchase a condo in Rosemary Park.
As required by the ADDI program, Sarasota will specifically provide outreach to
public housing residents to insure that they are aware of the Sarasota Downpayment
Assistance Program and the educational opportunities provided by Consumer Credit
Counseling.
3. If the public housing agency is designated as "troubled" by HUD or otherwise is
performing poorly, the jurisdiction shall describe the manner in which it will
provide financial or other assistance in improving its operations to remove such
designation. (NAHA Sec. 105 (g))
Both the HACS and the VHA have been designated as troubled by HUD. On April 12,
2005, HUD took over the HACS and appointed a HUD employee as a receiver. HUD
is now in the initial stages of identifying the problems and developing possible
solutions. The City of Sarasota has pledged to work with HUD to improve the
management of the HACS, including financial support for redevelopment of the Janie
Poe Public Housing complex. This complex has proven to be extremely expensive to
manage due to the conditions of the structures and its site layout.
Neither the City of Sarasota nor Sarasota County has any jurisdiction over the VHA.
Barriers to Affordable Housing (91.210 (e) and 91.215 (f))
1. Explain whether the cost of housing or the incentives to develop, maintain, or
improve affordable housing are affected by public policies, particularly those of
the local jurisdiction. Such policies include tax policy affecting land and other
property, land use controls, zoning ordinances, building codes, fees and charges,
growth limits, and policies that affect the return on residential investment.
Public policies are designed to balance competing interests in a community. To
insure that the interests of affordable housing are considered, both the City of
Sarasota and Sarasota County require all public policies to be reviewed for their
impact on the cost of housing before the Commission can consider them.
2. Describe the strategy to remove or ameliorate negative effects of public policies
that serve as barriers to affordable housing, except that, if a State requires a unit
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of general local government to submit a regulatory barrier assessment that is
substantially equivalent to the information required under this part, as
determined by HUD, the unit of general local government may submit that
assessment to HUD and it shall be considered to have complied with this
requirement.
State law required each jurisdiction in Florida to conduct an analysis of laws and
processes that impacted the cost of housing. Since the completion of that review,
the two commissions have been required to consider the costs to affordable housing
before implementing any new process or procedure.
HOMELESS
Homeless Needs (91.205 (b) and 91.215 (c))
*Please also refer to the Homeless Needs Table in the Needs.xls workbook
Homeless Needs— The jurisdiction must provide a concise summary of the nature
and extent of homelessness in the jurisdiction, (including rural homelessness where
applicable), addressing separately the need for facilities and services for homeless
persons and homeless families with children, both sheltered and unsheltered, and
homeless subpopulations, in accordance with Table 1A. The summary must include
the characteristics and needs of low-income individuals and children, (especially
extremely low-income) who are currently housed but are at imminent risk of either
residing in shelters or becoming unsheltered. In addition, to the extent information
is available, the plan must include a description of the nature and extent of
homelessness by racial and ethnic group. A quantitative analysis is not required. If
a jurisdiction provides estimates of the at-risk population(s), it should also include a
description of the operational definition of the at-risk group and the methodology
used to generate the estimates.
Introduction
Homelessness has untold causes and each case requires unique solutions. However,
as a way to prioritize programs and funding, homeless solutions are being created
that focus on either 1s t time homeless cases or the chronic homeless. Generally, the
causes of homelessness include poverty, unemployment, low wages, a lack of
affordable housing, alcoholism, drug abuse, mental illness, family disintegration, lack
of education and training, migration and immigration without means of selfsufficiency and free will.
According to HUD a person is considered homeless only when he/she resides in one
of the places described below:
1. In places not meant for human habitation, such as cars, parks, sidewalks,
abandoned buildings (on the street).
2. In an emergency shelter.
3. In transitional or supportive housing for homeless persons who originally came
from the streets or emergency shelters.
4. In any of the above places, but is spending a short time (up to 30 consecutive
days) in a hospital or other institution.
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5. Is being evicted within a week from a private dwelling unit and no subsequent
residence has been identified, and the person lacks the resources and support
networks needed to obtain housing.
6. Is being discharged within a week from an institution, such as a mental health or
substance abuse treatment facility or a jail/prison, in which the person has been
a resident for more than 30 consecutive days and no subsequent residence has
been identified and the person lacks the resources and support networks needed
to obtain housing.
7. Is fleeing a domestic violence housing situation and no subsequent residence has
been identified, and the person lacks the resources and support networks to
obtain housing.
Currently there is a federal goal to eliminate chronic homelessness by 2012. A
person is considered chronically homeless according to HUD if he/she is an
unaccompanied homeless individual with a disabling condition who has either been
continuously homeless for a year or more or has had at least four episodes of
homelessness in the past three years.
To be considered chronically homeless, persons must have been sleeping in a place
not meant for human habitation (e.g., living on the streets) and/or in an emergency
shelter during that time. For the purposes of chronic homelessness, a disabling
condition is a diagnosable substance use disorder, serious mental illness,
developmental disability, or chronic physical illness or disability, including the cooccurrence of two or more of these conditions. A disabling condition limits an
individual's ability to work or perform one or more activities of daily living.
In 2004, the state of Florida released its Annual Report on Homeless Conditions.
This report analyzed both the changes in the patterns of homelessness and defined
specific at-risk populations. According to the report, up to 43% of the estimated
homeless individuals in Florida in 2003 were in their 1s t episode of homelessness.
Due to the economic hardship of the early 2000’s, many families were only a
paycheck away from homelessness. Specific at -risk populations include:
•
•
•
•
•
•
Single women with children;
Families living below the federal poverty guidelines of $18,850 for a family of
four;
Young people no longer age-eligible for foster care or those leaving the
juvenile justice system;
Individuals released from correctional institutions;
Women and children leaving domestic abuse shelters;
People suffering from severe mental health problems or substance abuse
problems.
The Sarasota County Coalition for the Homeless estimated that there were 1,294
homeless in Sarasota County on any given day, according to its 2004 annual survey.
This is substantially down from 2003, in which the coalition estimated there were
1,826 homeless in Sarasota County.
The total number of homeless persons provided services during the year is
significantly higher than 1,294 – due to persons finding housing or moving out of the
area. Thus the number of persons homeless during a calendar year and who require
service is significantly higher than 1,294.
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Local sources and homeless providers say these numbers may represent a dramatic
undercount of the “hidden” homeless, the rural homeless, and those not accepting or
being provided with services.
Sarasota County Homeless by Year
2002
1,435
2003
1,826
2004
1,294
Note: Homeless population on any given day
Source: Sarasota County Coalition for the Homeless
Homeless by Gender
Male
Female
68%
32%
331
156
Prior Episodes of Homelessness
1 Time
17%
82
2-3 Times
40%
194
4 or more Times
43%
212
Homeless by Age
Children under 18
Adults 18 to 60
Adults over 60
30%
63%
7%
196
423
51
Homeless as represented by
individuals and individuals in
families with children
Individuals
Single with minor
children
Married, no minor
children
Married with minor
children
Homeless by Race
White
Black
Hispanic/Other
Asian
American
Indian/Alaskan
Native
62%
296
12%
54
14%
64
12%
56
62%
27%
7%
1%
304
130
32
26
3%
13
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Homeless by Need or Disability
Substance Abuse
22%
Mental Illness
16%
AIDS/HIV
8%
Physical/medical
50%
problems
Other
4%
24
17
10
54
4
Another source of information concerning the homeless is the web-based case
management system for the homeless or HMIS. The picture of Sarasota County’s
homeless population that is created using this tool is dramatically different from that
of the point-in-time study. Drawing upon data from January 1, 2004 until February
2, 2005, a total of 8,797 distinct homeless clients were served in Sarasota County in
a little over a year. This suggests both more homeless individuals than previously
counted in the point-in-time study and a large transitory population of homeless
individuals that are not captured by more traditional methods.
The HMIS is designed to track clients, avoiding duplication of services and ensuring
linkages with mainstream resources.
Although service providers exchange
information on a regular basis, the HMIS makes this information available at a
continuum level. The HMIS system benefits clients by enabling case managers to
track the benefits and services clients have applied for and received in the past.
The HMIS system is not fully implemented in Sarasota County, so these numbers are
still low for all clients served. However, the HMIS tool will become the most
successful tracking system for any special needs population and will help to develop
programs to assist both first-time and chronic homeless cases in the coming years.
In 2004, the Sarasota Continuum of Care (COC) listed the following issues as high
priority:
1.
2.
3.
4.
Transitional shelters for families;
Prevention of homelessness;
Affordable housing; and
The web-based case management application HMIS.
They also listed the following as important issues for the chronic homeless:
1. Developing seamless discharge policies for the jail system, juvenile centers,
mental illness facilities and the foster care system to ensure that individuals
departing do not become homeless;
2. Increasing the access of the chronic homeless to mainstream resources; and
3. Increasing the resources to deal with the substance abuse and mental illness
issues that affect the chronic homeless.
These priorities were chosen based upon several factors. The gaps analysis in the
COC planning process in combination with consultation with service providers pointed
out that transitional housing is the greatest priority in Sarasota/Manatee. Of the
total 2,749 beds needed for both homeless individuals and families in both counties,
1,745 are for transitional beds.
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The 2004 COC homeless grant application used this priority in its funding allocation
request. The two projects funded in Sarasota County were for transitional housing
for families. The first was for Our Mother’s House to build 6 apartments for homeless
mothers and children and the second was the Salvation Army’s FAITH Project that
will provide 12 apartments for homeless families.
According to the Sarasota County Coalition for the Homeless, these are the priority
needs of the homeless in Sarasota County:
1.
2.
3.
4.
Affordable housing;
A living wage;
Better public transportation; and
Assistance with security and utility
homelessness.
deposits
for
individuals
overcoming
There is particular concern over the lack of emergency and transitional housing that
can serve intact families in southern Sarasota County. According to Our Mother’s
House:
“Our Mother’s House is the only program of its kind serving residents of south
Sarasota County. In fact, of the clients served, 64% are residents of South
County. The Sarasota County Coalition for the Homeless reports 30% of the
homeless are children under the age of 18, the majority living with single
mothers.
According to the 2004 Gaps Analysis of Sarasota/Manatee
Continuum of Care proposal for Persons in Families with Children the need is
812 beds.
The rising cost of homes has seriously impacted the availability of affordable,
safe, housing for single mothers with young children. In fact their inability to
have deposits, security, and last months rent jeopardizes their ability to
obtain housing of any kind. Our Mother’s House fills this gap.”
While the community has made significant progress in building transitional shelters
over the last five years, more must be done to impact both the homeless and chronic
homeless populations in both North and South County.
A 2004 survey by Resurrection House indicated that over 17% of all new clients
served were homeless families with children. In fact, 9.4% of all their new clients
were under 23 years of age and an estimated 486 were children under the age of 18.
In 2003 Resurrection House helped 240 new families and served a total of 3,428
clients.
Almost 40% of all new clients served in 2003 had medical disorders and just under
30% admitted to substance abuse problems.
The Sarasota County Comprehensive Plan and the City of Sarasota’s Comprehensive
Plan use identical language in their plans regarding the homeless:
“In the short run, the homeless population requires temporary shelter and
transitional living with supportive services until they can obtain their own
homes. Long-term solutions to the homeless problem will require a supply of
affordable housing, economic opportunities, and supportive social services.”
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Advocacy/Coordination
Sarasota Homeless Coalition
The Sarasota County Coalition for the Homeless is an organization that advocates on
behalf of the homeless and on behalf of homeless issues in Sarasota County.
Consisting of about 50 participating agencies, it is part of Florida’s Department of
Children and Families Suncoast Region District (currently consisting of Pasco,
Pinellas, Hillsborough, Manatee and Sarasota) The Sarasota Coalition is also active in
the Florida Coalition for the Homeless.
According to the Executive Director, the Coalition’s main mission is to educate and
assist all homeless agencies in Sarasota as well as the general public. In addition,
they are responsible for the annual point-in-time survey to determine gaps in
homeless services and are advocates for homeless rights and services at the local,
state, and federal level.
Continuum of Care
Manasota Homeless Project
The Manasota Homeless Project (MHP) is designed to be the provider of the
Continuum of Care System. The Continuum of Care (COC) is a community plan to
organize and deliver housing and services to meet the specific needs of people who
are homeless as they move to stable housing and maximum self-sufficiency. It
includes action steps to end homelessness and prevent a return to homelessness.
The fundamental components of a comprehensive COC system are:
•
•
•
•
•
Outreach, intake and assessment to 1) identify an individual’s or family’s service
and housing needs, and 2) to link them to appropriate housing and/or service
resource;
Emergency shelter and safe, decent alternatives to living on the streets;
Transitional housing with supportive services to help people develop the skills
necessary for permanent housing;
Permanent housing and permanent supportive housing; and
Development with other local agencies of a plan to end chronic homelessness.
The MHP consists of both Sarasota and Manatee County organizations dedicated to
facilitating the successful transition from homelessness to self-sufficiency for
individuals and families in both counties. However, due to higher budget priorities in
the COC application process, the MHP did not receive federal funding in fiscal year
2004. Therefore, the MHP will be dissolved by June of 2005. The estimated 250
families helped by this organization annually will be transitioned to other existing
programs and the COC will become the main organization that oversees homeless
activities in Sarasota and Manatee County.
The United Way, which was the head agency for the MHP and is still currently for the
COC, expressed some concern that homeless families might suffer from a lapse in
services due to the dissolution of the MHP. However, they are in the process of
working with both local Homeless Coalitions in the hope that one of the organizations
will take over the COC and fill the gap left by the dissolution of the MHP.
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The COC was awarded $ 1,122,675 for the 2004 Continuum of Care Grant by HUD,
bringing the total to over 8 million dollars in the last 5 years to provide case
management and supportive services to Sarasota and Manatee Counties.
Priority Homeless Needs
1. Using the results of the Continuum of Care planning process, identify the
jurisdiction's homeless and homeless prevention priorities specified in Table 1A,
the Homeless and Special Needs Populations Chart. The description of the
jurisdiction's choice of priority needs and allocation priorities must be based on
reliable data meeting HUD standards and should reflect the required consultation
with homeless assistance providers, homeless persons, and other concerned
citizens regarding the needs of homeless families with children and individuals.
The jurisdiction must provide an analysis of how the needs of each category of
residents provided the basis for determining the relative priority of each priority
homeless need category. A separate brief narrative should be directed to
addressing gaps in services and housing for the sheltered and unsheltered
chronic homeless.
2. A community should give a high priority to chronically homeless persons, where
the jurisdiction identifies sheltered and unsheltered chronic homeless persons in
its Homeless Needs Table - Homeless Populations and Subpopulations.
Conversations with homeless service providers showed that a wide array of services
for the homeless exist in Sarasota County.
However there are still gaps in
transitional and emergency housing for special needs populations such as HIV/AIDS,
domestic violence cases, single mothers with children, and individuals with substance
abuse/mental health problems.
Homeless Inventory (91.210 (c))
The jurisdiction shall provide a concise summary of the existing facilities and services
(including a brief inventory) that assist homeless persons and families with children
and subpopulations identified in Table 1A. These include outreach and assessment,
emergency shelters and services, transitional housing, permanent supportive
housing, access to permanent housing, and activities to prevent low-income
individuals and families with children (especially extremely low-income) from
becoming homeless. The jurisdiction can use the optional Continuum of Care
Housing Activity Chart and Service Activity Chart to meet this requirement.
See the optional Continuum of Care Housing Activity Chart.
Homeless Strategic Plan (91.215 (c))
1. Homelessness— Describe the jurisdiction's strategy for developing a system to
address homelessness and the priority needs of homeless persons and families
(including the subpopulations identified in the needs section). The jurisdiction's
strategy must consider the housing and supportive services needed in each stage
of the process which includes preventing homelessness, outreach/assessment,
emergency shelters and services, transitional housing, and helping homeless
persons (especially any persons that are chronically homeless) make the
transition to permanent housing and independent living. The jurisdiction must
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also describe its strategy for helping extremely low- and low-income individuals
and families who are at imminent risk of becoming homeless.
Plan to End Homelessness
The jurisdiction has four main strategies with corresponding goals to combat
homelessness.
1. Increase both transitional and permanent supportive housing for homeless
individuals and families.
a. Produce at least 5 new units of transitional and or emergency housing
b. Create an additional 10 rental assistance vouchers for individuals and
families leaving transitional housing.
2. Increase homeless individuals and families access to affordable housing.
a. The County and the City are encouraging a land trust and an affordable
housing trust fund to produce and maintain affordable housing throughout
the County.
b. Continue traditional housing programs such as Down Payment Assistance
and Section 8 Vouchers to increase the supply of affordable housing
available to all.
3. Enhance homeless access to both supportive and mainstream services.
a. Continue to support the 211 system to ensure that individuals who need
community support can receive both accurate and fast referrals.
b. Work with Sarasota Memorial Hospital, Sarasota County Health
Department, and Family Emergency Treatment Centers to increase the
access of homeless individuals and families to medical care.
c. Work with the Sarasota and Manatee Homeless Coalitions to ensure that
one organization takes over the lead COC designation, thereby allowing
one agency to plan strategic homeless priorities.
d. The Office of Housing and Community Development (OHCD) will provide
homeless funding directly to the COC to ensure that all funds spent on
homeless projects are streamlined for maximum efficiency.
4. Increase homeless prevention services and coordinatio n between existing
homeless resources.
a. A new program called Building Strong Families Crisis Prevention Program
will be created that will help to prevent homelessness.
OHCD will work with
prevention programs.
non-profit
agencies
to
encourage
additional
homeless
2. Chronic homelessness—Describe the jurisdiction’s strategy for eliminating chronic
homelessness by 2012. This should include the strategy for helping homeless
persons make the transition to permanent housing and independent living. This
strategy should, to the maximum extent feasible, be coordinated with the
strategy presented Exhibit 1 of the Continuum of Care (COC) application and any
other strategy or plan to eliminate chronic homelessness. Also describe, in a
narrative, relationships and efforts to coordinate the Conplan, CoC, and any other
strategy or plan to address chronic homelessness.
Plan to End Chronic Homelessness
The main strategy for ending chronic homelessness in Sarasota rests in attracting
this population into the service delivery system. This involves two thrusts—service
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development and outreach.
The first is the area of service development. The community needs to increase the
capacity of existing services available to the chronic homeless. Emergency shelters,
provision of food and basic medical care are high priorities. Renaissance Manor and
the Volunteers of America are both expanding the number of permanent supportive
housing beds available.
In addition, OHCD plans to use HOME dollars to fund 10 housing vouchers annually
to assist families graduating from transitional shelters find safe and affordable
housing while they continue to build life skills. Due to the overwhelming need for
transitional housing and the high priority ranking both special needs populations and
rental subsidies were given by the Sarasota community, vouchers were seen as a
reasonable tool to help end chronic homelessness.
A key element for the continued growth of services to fill identified gaps is the need
for a stable, renewable funding source to support these new/expanded services on
an ongoing basis.
To relieve the financial burden of increased services, the
community needs to explore the large resource of retired individuals in the area. A
local provider of elderly services has done an excellent job of recruiting retired
doctors, dentists and nurses for a very successful health clinic for the elderly. A
similar approach needs to be explored to expand this concept to the homeless
populations in general and the chronic homeless in particular. The provision of
adequate facilities from which to more effectively deliver these services is also a
need.
The second thrust is to expand active outreach to the chronic homeless populations.
It is estimated that there are 360 chronic homeless individuals at any given point in
time in Sarasota and Manatee Counties. Of this number 173 are sheltered and 187
unsheltered. The area is fortunate to have resources such as our two-day resource
centers (Resurrection House in Sarasota and Open Door in Bra denton). Largely
volunteer staffed, these centers are one of the primary points of contact with the
chronic homeless. The dedication of their staff enables the building of relationships
that can (over time) lead to personal decisions to seek help and change behaviors.
The need for a “safe haven” type of facility needs to be explored as another
possibility. Also, there is a growing street ministry by the downtown churches and
continued outreach into the homeless camps by the Salvation Army. All of these
efforts need to be encouraged, supported, and expanded. Efforts to develop a viable
alternative to arrest and incarceration continue in the city of Sarasota and Sarasota
County.
This collaborative effort with both the city police and county law
enforc ement, mental health providers, emergency shelter providers and mental
health court will provide a protocol for law enforcement to encourage chronic
homeless to choose treatment over incarceration. The final step in this area will be
to develop a coordinated plan for regular outreach to geographic areas not currently
being covered by existing service provider efforts. Development of such a plan will
follow the development of the intervention protocols for law enforcement and the
identification of needed service expansions to handle increased referrals resulting
from such outreach.
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3. Homelessness Prevention—Describe the jurisdiction’s strategy to help prevent
homelessness for individuals and families with children who are at imminent risk
of becoming homeless.
In its Community Action Plan (2004-2007), the Sarasota County Health and Human
Services Business Center identified a major vulnerable part of the population who are
homeless or in imminent risk of becoming homeless. They include those who had a
home or apartment but could not retain it because of loss of income due to an
unexpected medical problem, loss of job, or delay in receipt of an entitlement. It is
this group to which the Community Action Plan is particularly directed.
Sarasota County has only one program for intact families who are not homeless and
are in the category of low-income people eligible for Community Service Block Grant
(CSBG) funding (recipients must be 125% below the poverty level). This program,
provided by the CSBG sub-recipient Salvation Army Sarasota Corps and their
partners in southern Sarasota County prevents these people from becoming
homeless by making assistance available when a family suffers a loss of income due
to a medical problem or loss of job and/or awaits receipt from a fixed income source.
Since the dramatic rise in the nation of 1st time homeless populations, this program
could be crucial in combating future homelessness.
4. Institutional Structure—Briefly describe the institutional structure, including
private industry, non-profit organizations, and public institutions, through which
the jurisdiction will carry out its homelessness strategy.
Reception/Day Center
Access One – Provides assistance for the homeless who also suffer from mental
illness.
All Faiths Food Bank – Feeds the hungry through a food pantry service for other
agencies and individuals in need.
Bethesda House – Ministry providing supportive services to people with HIV/AIDS,
their families, friends and caregivers.
Provides food pantry, support groups,
programs for women, laundry facilities, pastoral counseling, case management,
information and referral, assistance with obtaining housing and public benefits, home
and hospital visitation and transportation.
Caritas of St. Martha’s – Provides emergency help, food, and utilities for the poor. It
is a program run by the Church of the Redeemer, First Baptist Church, First
Presbyterian Church USA, First United Methodist Church and St. Martha Catholic
Church. These churches serve about 25-30 clients a day.
Catholic Charities – Assists with utilities, rent, and medical needs for the poor. About
242 homeless clients per year including 64 families, 149 children and 93 adults are
assisted.
Central Church of Christ – Food pantry providing canned/packaged goods for
temporary food assistance.
Child Development Center – Parenting education for homeless families.
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Children First, Inc. – Early Head Start placement for children of homeless families.
Church of Palms - Food pantry providing canned/packaged goods for temporary food
assistance. Referral required.
Community Care and Share – Venice-based assistance program with food, utilities,
medical care and other services anticipated as funding becomes available.
Consumer Credit Counseling Services – Provides money management education for
homeless families and individuals.
DASH of Englewood – Provides services and “safe house” for victims of domestic
violence in the Englewood area.
DASH of North Port – Resource for victims of domestic violence in South County.
Recently purchased a “safe house.”
Englewood Bible Church – Assists about 40-80 families every week with food and
other services in the Englewood Community.
Englewood Helping Hand – Englewood residents may receive immediate emergency
help with food, rent, utility bills, referral services, clothing, prescription medicines,
disabled children's medical equipment and job placement. Those with an emergency
homeless situation may be placed for one night so other arrangements can be made.
Epiphany Cathedral – Venice-based emergency assistance for homeless individuals.
Provides referrals for emergency shelter.
First Step of Sarasota, Inc. – Intake for alcohol/drug abuse, detoxification, drug
treatment, pregnant substance abuse women’s program and residential alcohol
treatment. Serves homeless and non-homeless individuals.
Florida Department of Children and Family Services – Cash assistance for families
with absent or disabled parents, food stamps, Medicaid and other services for needy
children and adults.
Gifts from God Ministries – Provides free food pantry for the needy.
Good Samaritan Ministries – Provides free clothing and meals for the needy.
Goodwill Industries – Provides job training, employment and related services for the
homeless with a focus on persons with disabilities. Assists approximately 135
homeless clients annually.
Gulfcoast Legal Services (GLC) – Provides free legal assistance to low-income
persons. In 2004, GLS handled over 300 cases involving housing and homeless
issues, of which 25% were related to domestic violence.
Harvest Tabernacle – Provides a food pantry and other services.
Jim Russo Development Center – Program for ex-offenders coming directly from
prison. Services include housing assistance, employment services, meals, and
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transportation. The program averages 60 clients per year from both Sarasota and
Manatee counties. Currently they can house up to 20 clients at one time.
Mary House Ministries – Bradenton-based halfway house for substance abusers.
Clients are typically homeless or in danger of homelessness. Serves more than 25
women and their children each year.
Mothers Helping Mothers – Provides necessities to families in need in Sarasota.
Works with other agencies with battered women, substance abusers, Hispanic
women and farm workers, the disabled, and women in homeless shelters.
North Port Social Services – Food, gas vouchers, and referral services for the poor.
Served 5 homeless clients in 2004.
Resurrection House – Service provider for the homeless including medical assistance,
counseling, restrooms, showers, laundry, food, clothing, telephone, bus tickets, job
search, temporary housing for families, and referrals to other agencies. Assisted
3,428 clients in 2003 including 240 families with 486 dependent children.
Safe Place and Rape Crisis Center – Information and referrals for victims of domestic
violence and abuse.
Saint Vincent De Paul – Provides assistance with housing, food, medical bills or
transportation.
Salvation Army of Sarasota – Social Services Department provides assistance with
rent, utilities, food boxes, clothing, auto fuel vouchers, and emergency prescriptions.
Also has a feeding program that assists between 300-400 people daily. Serves
breakfast, lunch and dinner.
Sarasota County Health and Human Services Business Center – Clinics at shelters,
provides health care and referrals. Provides burial services, utility assistance,
medical assistance, medically indigent adult program, rent assistance, veterans
assistance, and referrals.
Sarasota Veterans Center – (part of the Sarasota Health and Human Services
Business Center) Provides counseling and referral services for homeless veterans.
Second Chance/Last Opportunity - Walk-in facility for the homeless, life management
skills, clothing, washing facilities, food vouchers and baskets and referrals to services
such as the Salvation Army and Resurrection House. Serves over a 1,000 homeless
per year.
SHARE – Food program with sites at Grace United Methodist Church in Venice, North
Church United Methodist, Peace Lutheran, St. Andrew Church of Christ, Trinity United
Methodist and Vamo United Methodist.
United Way 2-1-1 of Manasota Inc. – Telephone resource for anyone in Sarasota or
Manatee County seeking any kind of social service program. This service refers the
homeless, or those threatened with homelessness, to sources of financial assistance,
food, shelter, and other assistance. The call center has been handling over 4,000
calls each month from residents of both Sarasota and Manatee County.
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YMCA – The YMCA provides educational services for homeless youth. They impact
approximately 1900 homeless children and their family members each year.
Emergency Shelter
Coastal Behavioral Healthcare – Health care facility providing services and housing to
those affected by drug abuse, alcohol abuse, mental illness, and mental health
problems. Provides services to over 650 homeless individuals annually. In 2004,
donated over 12 million dollars in mental healthcare services to the indigent, many
of whom are homeless.
DASH of Englewood – Domestic abuse shelter/safe house can house three families at
a time.
DASH of North Port – Domestic abuse shelter/safe house can house three families at
a time.
First Step of Sarasota, Inc. – Provides services and shelter for adults with drug and
alcohol problems, mental health problems, or both. Their Detoxification program has
15 beds, with eight available for homeless clients.
Good Samaritan Ministries – Six beds available for emergency housing.
Mercy House – Temporary shelter serving families and individuals of the Venice area.
There are 10 beds available for homeless families.
Safe Place and Rape Crisis Center – 16 emergency shelter beds for domestic violence
victims.
Salvation Army of Sarasota – provides 96 men and 16 females with emergency
shelter. In addition, has an emergency family dorm that can serve up to 5 families.
YMCA – Provides a temporary runaway/homeless shelter for children ages 10-17.
Houses 20 children at a time and 450-500 youth per year.
Transitional Housing
Harvest House – offers food, shelter, clothing, immediate full-time employment upon
entry, job training, transportation, addictions counseling and financial management.
Serves up to 80 men.
Our Mother’s House – Our Mother’s House provides low-cost apartment living in a
safe, nurturing, yet stimulating, community environment. Our Mother’s House goal is
to promote the healthy development of single homeless mothers and their at-risk
children through support services that provide the opportunity to develop healthy
parenting skills; and, gain economic self-sufficiency. Mothers are required to enroll
in an educational or vocational program while their children have an educational
experience in the day care provided on site. The house has 10 one-bedroom
apartments where a mother and child can stay while the mother pursues an
education, degree, and/or job training. Serves about 30 homeless clients a year.
Safe Place and Rape Crisis Center
domestic violence victims.
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Salvation Army VIP Program- The Salvation Army offers their VIP Program, which is
a 12-week drug and alcohol rehabilitation program for homeless individuals. It
serves both men and women and follows an AA model.
Salvation Army F.A.I.TH Program- provides long-term living for 12 families. Families
may stay for one year and must pay off their debt and save a minimum of $3,000
before graduating from the program.
Salvation Army Transitional Living Center – clients can stay for up to 6 months in a
safe, drug free environment for $70 a week. Must be single and employed.
YMCA – Provides a transitional living program for homeless youth and homeless
single mothers ages 16-21. Has shelter for up to 16 at a time.
5. Discharge Coordination Policy—Every jurisdiction receiving McKinney-Vento
Homeless Assistance Act Emergency Shelter Grant (ESG), Supportive Housing,
Shelter Plus Care, or Section 8 SRO Program funds must develop and implement
a Discharge Coordination Policy, to the maximum extent practicable. Such a
policy should include “policies and protocols for the discharge of persons from
publicly funded institutions or systems of care (such as health care facilities,
foster care or other youth facilities, or correction programs and institutions) in
order to prevent such discharge from immediately resulting in homelessness for
such persons.”
The jurisdiction should describe its planned activities to
implement a cohesive, community-wide Discharge Coordination Policy, and how
the community will move toward such a policy.
Discharge Planning Policy
The COC Leadership Council will convene a task force in conjunction with the Local
Coalitions for the Homeless to review current discharge policies of publicly funded
entities in the area. The Task Force will identify those practices/policies that result in
discharge into homelessness.
Working through the local Coalitions for the Homeless and the local Florida Assertive
Community Treatment (FACT) Team, these entities will be invited to participate in a
community effort to recommend changes to existing discharge policies/practices.
Best Practices of other communities will be researched and incorporation of
appropriate elements will be recommended for inclusion in local policies.
The results of the policies review will be shared with the group developing service
alternatives with law enforcement, the courts and intervention services providers.
The Task Force will seek the involvement of the Florida State Coalition for the
Homeless and the State Office on Homelessness to address any policies of a
statewide nature that contribute to homelessness at the time of discharge. Through
these channels and their own efforts, the Leadership Council membership will take
an active role to advocate changes in deficient policies.
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COMMUNITY DEVELOPMENT
Community Development (91.215 (e))
*Please also refer to the Community Development Table in the Needs.xls workbook
1. Identify the jurisdiction's priority non-housing community development needs
eligible for assistance by CDBG eligibility category specified in the Community
Development Needs Table (formerly Table 2B), − i.e., public facilities, public
improvements, public services and economic development.
Neighborhoods
A healthy community must have a good supply and range of quality housing, a
sustainable economy, and a high quality of life. These three objectives are not
possible if a community lacks strong, vibrant neighborhoods. If neighborhoods lack
a strong sense of identity, it is more difficult to protect the housing stock and entice
desirable businesses and highly skilled workers to the area.
Sarasota acknowledges the role that neighborhoods play in protecting the quality of
life in our community. Both the City of Sarasota and the County of Sarasota have
highly active neighborhood departments that determine at-risk neighborhoods and
devise neighborhood strategy plans to promote neighborhood conservation and
revitalization.
Eligibility Areas
If the Federal Community Development Block Grant (CDBG) is going to be used to
promote neighborhood revitalization, it must be done in low-income areas. However,
some flexibility does exist because communities are analyzed by block group, instead
of census track. Normally, a block group must consist of over 50% low to moderateincome (LMI) individuals to be eligible for CDBG funds.
However, when a locality has less than 10% of its block groups with 50% or greater
LMI populations, then CDBG funds can be used in block groups that have greater
than 45% LMI populations. Sarasota County has fewer than 10% LMI block groups
so it follows the 45% rule. Since the City of Sarasota has more than 10% of its
block groups with LMI populations, it follows the 50% rule.
In the maps below, Sarasota County has been divided into three sections, North,
South and North Port. The shaded block groups in all three maps are considered low
to moderate concentrations, and are therefore eligible for neighborhood revitalization
funds.
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North County
The majority of low-income block groups in North County lie in what is traditionally
called the Newtown Community. There are four block groups in this area that have a
LMI population of more than 75 percent. A low-income pocket also exists in the
Pinecraft area.
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South County
The LMI block groups in South County are more evenly distributed throughout the
entire area. In addition, concentration of poverty within each LMI block group is
lower. The highest concentration of poverty occurs in block group 2603.2, however,
it is 72% as opposed to block group 101.3 in North County, which is 99%. The
Englewood neighborhood, which sits at the very end tip of this map (block groups
2603.2, 2605.1 and 2604.2) has the highest percentage of poverty throughout this
area.
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North Port
The final map details the City of North Port. North Port is a relatively young city.
Built since 1970, it does not have the high concentration of poverty that the City of
Sarasota and North Sarasota County does. Most of the LMI populations are centered
in the middle of the city with the highest rate of poverty occurring in block group
2710.1 in the southern center of the city. Due to the relatively low density in North
Port, these block groups cover a larger geographic area. Spatial averaging makes it
difficult to pinpoint the concentrated areas and specific neighborhoods of LMI
residents, necessitating field checks.
Neighborhood Action Strategies
In the past, the majority of CDBG dollars in both the City of Sarasota and Sarasota
County have been used to support neighborhood redevelopment. Currently there
are three ways for redevelopment funds to be channeled into neighborhoods. The
City of Sarasota has two departments responsible for neighborhood planning and
planning implementation, the Neighborhood Partnership Office (NPO) and the
Planning and Redevelopment Department.
The County of Sarasota has a
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Neighborhood planning division within their Development Services Business Center.
All three of these offices either write or implement existing neighborhood plans to
promote quality of life and community stabilization in low to moderate-income areas.
The City of Sarasota began planning for neighborhood revitalization with the
Neighborhood Action Strategy (NAS) Program in 1999 within the NPO. Through this
innovative program, neighborhood residents, landowners and businesses, with
assistance of City staff, identify ways to improve conditions in their neighborhoods.
City staff then recommends specific projects and funding strategies to the City
Commission for approval.
CDBG funds have been used in connection with the NAS for the following
neighborhoods in the City of Sarasota: Park East, Gillespie Park, the Rosemary
District, and Bayou Oaks. These neighborhoods were chosen based upon a variety of
demographic data including median household income, educational attainment, code
violations and crime index.
The neighborhoods that will be targeted for
redevelopment during the 2005-2010 Consolidated Plan time frame by the NPO that
have LMI populations are Central Cocoanut, Alta Vista Ne ighborhood and Poinsettia
Park. In addition, all the previous neighborhoods still have unfunded projects from
their original NAS.
The Planning and Redevelopment Department within the City of Sarasota focuses the
majority of its neighborhood efforts in the Newtown area.
The Newtown
neighborhood has the majority of poverty and racial/ethnic concentrations in the City
of Sarasota.
Newtown is just over one mile long and has the majority of the public housing in
Sarasota County. It is currently designated as an Enterprise Zone, a HUB Zone, and
a Florida Front Porch Community.
The Newtown Redevelopment plan is a
neighborhood redevelopment plan with a heavy emphasis on economic development.
Currently City staff is working on developing both projects and funding sources to
redevelop the neighborhood.
Sarasota County’s Neighborhood Initiative Program is still a new organization. Its
main emphasis in the coming years will be on the North Sarasota and Laurel
Neighborhoods.
Unlike the City’s planning departments, it must have funding in
place before the Board of County Commissioners will approve a neighborhood plan
for implementation. Much like the City of Sarasota, the County’s Neighborhood office
uses community participation, poverty and crime indicators, code violations and
many other factors to determine which county neighborhoods will benefit the most
from revitalization efforts.
Residents of low and moderate-income areas in the City of North Port will benefit
from the consolidation of a variety of social service agencies that provide case
management, counseling, educational, and health and welfare services in one
facility.
The last Consolidated Plan focused much of the County CDBG funds into a
water/sewer project in North Sarasota County and other smaller infrastructure
projects such as sidewalks. With the water/sewer project approaching completion,
there is now a chance to use CDBG funds to revitalize County neighborhoods. In
addition to the new and ongoing neighborhood plans, there are additional areas
eligible for CDBG funds that have already established community and revitalization
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plans in Sarasota County. Those neighborhoods include Nokomis, South Venice, and
Englewood.
Neighborhood conservation and revitalization is necessary to keep both growing and
built out communities strong. Both the City and County of Sarasota are dedicated to
conserving the high quality of life that strong neighborhoods provide the Sarasota
community.
2. Describe the basis for assigning the priority given to each category of priority
needs.
This was discussed in detail on pages 21 – 22 of the Strategic Plan
3. Identify any obstacles to meeting underserved needs.
Neighborhood Obstacles
•
•
•
Competitive process for limited resources.
Neighborhood plans need on-going commitment, support, and updating.
Disagreements over needs, priorities, and goals for neighborhoods.
Economic Development Obstacles
•
•
•
•
•
•
Lack of businesses willing to locate in low and moderate-income neighborhoods
and communities;
Lack of existing businesses in low- and moderate income communities;
Competition for limited funds;
Commitment needed from business community and lending institutions to
encourage economic development in low and moderate-income areas;
The development of a new organization to oversee the loan program;
Risk of businesses losing money and/or going bankrupt waiting for area to
revitalize.
4. Identify specific long-term and short-term community development objectives
(including economic development activities that create jobs), developed in
accordance with the statutory goals described in section 24 CFR 91.1 and the
primary objective of the CDBG program to provide decent housing and a suitable
living environment and expand economic opportunities, principally for low- and
moderate-income persons.
This was discussed in detail on page 22 of the Strategic Plan.
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Antipoverty Strategy (91.215 (h))
1. Describe the jurisdiction's goals, programs, and policies for reducing the number
of poverty level families (as defined by the Office of Management and Budget and
revised annually). In consultation with other appropriate public and private
agencies, (i.e. TANF agency) state how the jurisdiction's goals, programs, and
policies for producing and preserving affordable housing set forth in the housing
component of the consolidated plan will be coordinated with other programs and
services for which the jurisdiction is responsible.
The Sarasota Consortium’s programs are designed to reduce the number of poverty
level households in Sarasota County through the provision of human services, the
creation of economic opportunities in low-income areas, and the improvement of
physical condition of lower-income areas.
A key element of the anti-poverty strategy is the community’s successful
implementation of a Continuum of Care for the homeless and those in danger of
becoming homelessness.
As can be observed in the homeless needs section, there are a variety of services
available to assist homeless and near-homeless individuals and families. Better
coordination of those services is vital to providing a seamless continuum of care to
assist in the transition from homelessness to self-sufficiency.
There is a natural link between the provision of emergency services (such as
shelters, crisis stabilization, mental health services), transitional shelters, life skills
(money management, education), and the provision of affordable housing through
public housing, Section 8 rental vouchers, to homeownership and rental
opportunities for both low-income families and the variety of special needs
populations.
2. Identify the extent to which this strategy will reduce (or assist in reducing) the
number of poverty level families, taking into consideration factors over which the
jurisdiction has control.
The Sarasota Office of Housing and Community Development (OHCD) will play a key
role in three ways. First, OHCD will work with the local community to create a
revolving loan fund that will concentrate its job creation and expansion efforts in the
lowest income area of the County, the Newtown Community. Through this effort
new businesses will be attracted to the area that will employ mainly low-income
residents of this community.
Secondly, OHCD, through CDBG funds, has successfully leveraged millions of dollars
in economic development into low-income areas through the implementation of
redevelopment and improvement plans for target areas. Projects implemented in the
CDBG target areas of Laurel, Newtown, and the City of Sarasota’s Central-Cocoanut
and Rosemary Districts have already made a difference in appearance and
substance. The Consortium anticipates progress in these target areas during the next
five years, as well as in other low-income areas such as Park East in the City of
Sarasota, Osprey, Nokomis, and Englewood.
Lastly, through HOME and SHIP funds, OHCD is providing homeownership,
rehabilitation and rental opportunities through programs such as down payment
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assistance, rehabilitation assistance for owners and the construction of new rental
units – for both families in need and the elderly.
As part of its application for Community Service Block Grant (CSBG) funding,
Sarasota County government has adopted a Community Action Plan (CAP) for Fiscal
Years 2004-2007 that assesses needs, contains a strategic plan, and details a selfsufficiency program for families eligible for CSBG assistance. The County’s Health
and Human Services Business Center will serve as Community Action Agency (CAA)
for Sarasota County. This CAA will continue to operate an anti-poverty program
using CSBG funds allocated by the Florida Department of Community Affairs and the
U.S. Department of Health and Human Services.
The mission of the CAA is to work in partnership with public and private
organizations to design, develop, and maintain the availability and accessibility of
human services for individuals with incomes at or below 125% of the Federal Poverty
Guidelines, so that they may achieve and maintain productive and self-sustaining
lives and enhance the quality of life in our community which depends upon
productive, well-functioning citizens.
The CAP is incorporated in this plan by reference.
NON-HOMELESS SPECIAL NEEDS
Specific Special Needs Objectives (91.215)
1. Describe the priorities and specific objectives the jurisdiction hopes to achieve
over a specified time period.
This was discussed in detail on pages 14 – 16 of the Strategic Plan
2. Describe how Federal, State, and local public and private sector resources that
are reasonably expected to be available will be used to address identified needs
for the period covered by the strategic plan.
This was discussed in detail on pages 14 – 16 of the Strategic Plan.
Non-homeless Special Needs (91.205 (d) and 91.210 (d))
Analysis (including HOPWA)
The populations identified that have special needs are persons who are not homeless
but require supportive housing. These include:
•
•
•
•
•
•
The elderly;
Frail elderly;
Persons with disabilities (mental, physical, developmental);
Persons with alcohol and/or drug addictions;
Persons with HIV/AIDS and their families;
Persons living in public and assisted housing
Persons living in public and assisted housing are described in another section of this
document.
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*Please also refer to the Non-homeless Special Needs Table in the Needs.xls workbook.
1. Estimate, to the extent practicable, the number of persons in various
subpopulations that are not homeless but may require housing or supportive
services, including the elderly, frail elderly, persons with disabilities (mental,
physical, developmental, persons with HIV/AIDS and their families), persons with
alcohol or other drug addiction, and any other categories the jurisdiction may
specify and describe their supportive housing needs. The jurisdiction can use the
Non-Homeless Special Needs Table (formerly Table 1B) of their Consolidated Plan
to help identify these needs.
*Note: HOPWA recipients must identify the size and characteristics of the population with HIV/AIDS and
their families that will be served in the metropolitan area.
See the Non-Homeless Special Needs Table
2. Identify the priority housing and supportive service needs of persons who are not
homeless but require supportive housing, i.e., elderly, frail elderly, persons with
disabilities (mental, physical, developmental, persons with HIV/AIDS and their
families), persons with alcohol or other drug addiction by using the Non-homeless
Special Needs Table.
The Elderly
Elderly is defined by HUD as a person who is at least 62 years of age. Most Census
data for the elderly, however, is for persons 65 and older.
Due in part to a large number of retirees, the elderly constitutes the largest category
of special needs in Southwest Florida. According to the Florida Department of Elder
Affairs in 2004, 47.5% of Sarasota County’s housing stock is occupied by someone
65 years of age or older. There are 111,467 elderly individuals in Sarasota County
or just over 30% of the total population. By comparison, only 12.3% and 17.1% of
the US and Florida population respectively is over the age of 65.
2004 SARASOTA COUNTY ELDER
POPULATION BY AGE GROUP
Age
65+
70+
75+
80+
85+
Number
111,467
85,628
58,666
33,245
19,916
Percent
31.4%
24.1%
16.5%
9.4%
5.6%
Source: Florida County Profiles, Florida Department
of Elder Affairs
According to the Department of Health and Human Services, by the year 2030 the
elderly population in the United States will double from 35.6 million to an estimated
70 million as the baby booming population ages. This will have a dramatic effect in
Sarasota County where the elderly already account for over 31% of the population.
The Bureau of Economic and Business Research predicts that the number of elderly
(65+) in Sarasota County will be 122,495 by 2010 and 189,698 by 2025.
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According to the US Census, there were 102,583 individuals 65 and older in Sarasota
County in the year 2000, of which 4.5% or 4,485 were below the federal poverty
line. This percent is significantly lower than that of the US, which was 9.9%.
Data provided by HUD for the Sarasota County Comprehensive Housing Affordability
Strategy (CHAS), which is derived from the 2000 Census, show 49.2% of elderly
renters and 21.2% of elderly homeowners in Sarasota County have a housing
problem.
Households with housing problems include those that:
•
•
•
Occupy units meeting the definition of physical defects;
Meet the definition of overcrowded;
Meet the definition of cost burden greater than 30%.
According to the CHAS data:
•
•
•
3,836 elderly renter households in Sarasota County have a housing problem;
13,072 elderly homeowners in Sarasota County have a housing problem;
A total of 16,908 elderly households in Sarasota County have a housing problem.
The data makes no distinction between frail elderly and elderly, and is inclusive of
both populations.
According to the CHAS data, there are 7,796 elderly one- and two-member
households who rent and 5,737 elderly households who are very low income (earning
less than 30% of MFI). It is likely nearly all of these households are in need of some
level of support, with need increasing inversely with income.
According to the Florida Department of Elderly Affairs 2003 population profile for
Sarasota County, 47.5% of Sarasota’s housing stock is occupied by elders and of
those 15.1% are paying more than 40% of their income towards housing expenses.
Of particular concern is that as many as 50% of the elderly may suffer from
depressive disorders resulting from increased dependency and isolation from family
support systems following retirement and migration, according to the Florida
Department of Elder Affairs. For many this has led to alcoholism, misuse of
prescription drugs, and suicide. Few elderly persons with mental illness receive
needed services since depressive disorders are often masked by physical symptoms.
Mental health outreach is a need in the elderly community. As the county’s
population ages, both mental and physical disorders become more important to
address.
According to social service agencies and elderly advocates, support services needed
for an aging population include home delivered meals, transportation, homemaker
services, shopping assistance, adult day care, energy assistance, housing
improvement, and health support.
Of major note from providers of elderly care was the need to ensure that current
building codes reflected the county’s aging population. If homes were built with the
elderly in mind, fewer individuals would be forced to make costly renovations or
move from their homes due to elderly disabilities.
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Frail Elderly
Frail elderly is defined in HUD regulations as “an elderly person who is unable to
perform at least three activities of daily living (i.e. eating, dressing, bathing,
grooming, and household management activities)” - 24 CFR 889.109.
According to the Florida Department of Elder Affairs there are 16,370 elderly with
two or more disabilities, while there are 6,534 more who have two or more
disabilities including a self-care limitation. Therefore, there are at least 6,534 frail
elderly in Sarasota County.
The CHAS data for elderly housing needs is inclusive of all elderly housing, including
the frail elderly.
The frail elderly are particularly in need of decent, safe and sanitary independent
living environments. For this reason, assistance is needed with cleaning,
maintenance, housing rehabilitation and other services such as emergency
alert/response. In order to maintain the elderly and frail elderly in decent, safe and
sanitary independent living environments, about half of the homes rehabilitated by
the Sarasota Office of Housing and Community Development each year are elderly
occupied. Without such assistance, homes can fall into disrepair, resulting in health
and safety hazards, code violations, property liens, foreclosures and ultimately
premature institutionalization.
Persons with Disabilities
People with disabilities are in the midst of an increasingly acute affordable housing
crisis. The May 2003 study by the Consortium for Citizens with Disabilities Housing
Task Force, Priced Out in 2002 concluded:
“In 2002, for the first time ever, the average national rent was greater than the
amount of income received by Americans with disabilities from the federal SSI
program. Specifically, the average rent for a modest one-bedroom rental unit in the
United States was equal to 105 percent of SSI benefit amounts— up from 98 percent
as reported in Priced Out in 2000.”
In 2004, the Social Security SSI program provided an individual with a monthly
income of $552 – or $6,624 a year. This is approximately equal to an hourly wage of
$3.18 per hour - almost two dollars below minimum wage, which is $5.15 an hour.
Priced Out in 2002 also concluded:
“For many years, the federal government, as well as many state and local housing
officials, have turned their backs on the poorest people with disabilities who need
housing assistance in order to have any chance to live in decent housing of their own
in the community. This trend continues in 2003, as federal housing programs are cut
so that tax cuts for the most affluent Americans can be implemented.”
Without affordable housing, people with disabilities live at home with aging parents,
are homeless or in danger of being homeless, or must choose between substandard
housing conditions or paying most of their income for rent. Advocates for disabled
persons desire additional affordable homes in their community.
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MAXIMUM SSI BENEFITS FOR
INDIVIDUALS LIVING INDEPENDENTLY, 2003
Maximum
Maximum
Maximum Annual
Location
Monthly SSI
Affordable Housing
SSI Benefit
Benefit
Cost Per Month
Florida
$6,624
$552
$165
Sarasota County
$6,624
$552
$165
Source: National Low-Income Housing Coalition
Physical Disabilities
Under the Americans with Disabilities Act, persons are viewed as disabled if they
have a physical or mental impairment that substantially limits one or more major life
activities such as walking, talking, hearing, seeing, breathing, learning, performing
manual tasks, or caring for or managing oneself.
According to the 2000 Census, there are 68,356 disabled individuals in Sarasota
County or roughly 20% of the total population. As the population continues to age,
it is assumed that this part of the population will grow significantly.
According to the Social Security Office, there were 106,465 individuals receiving
Social Security Benefits in Sarasota County in 2003. Of these individuals, 6,475
were disabled workers while 135 were spouses of disabled workers and 1,540 were
children of disabled workers.
The Shimberg Center for Affordable Housing estimates that there are 52,492
households with a disabled individual who is at least 15 years of age. Of these
households, 12,117 are below 80% AMI and are paying at more than 30% of their
income towards housing costs and are cost-burdened. Due to the high cost of
housing, as many as 12,117 affordable units may be required to meet the needs of
this population.
It has been pointed out by Suncoast Center for Independent Living that most
existing facilities for the disabled are in North County. There is a definite need for
more affordable housing choic es for the disabled in the South County area.
Also, to assist the physically disabled, rehabilitation therapies are available at inpatient rehab-hospitals as well as private therapy offices. Most programs participate
in Medicare, health insurance pla ns and accept private payment. The goal of
rehabilitation for patients of all ages is to restore and maintain capabilities to allow
independence and pleasure to the fullest extent possible in the activities of daily
living.
Mental Illness
Renaissance Manor in partnership with Coastal Recovery reported that there were an
estimated 500 low-income individuals in Sarasota County who needed assistance
with housing. Specifically, there is a need for supportive housing, where the mentally
disabled can live an independent life.
According to Renaissance Manor and the Mental Health Community Center (MHCC),
many of the mentally ill are living with elderly parents or are considerably rent
burdened. This causes a high level of concern because mentally ill adults will be left
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with no place to live upon the death of their parents or be forced to spend most of
their income on housing at the expense of being able to afford many activities which
allow them to fully integrate into society.
MHCC was also troubled with the low amount of SSI income upon which many of the
mentally ill were forced to live. As discussed previously, it is almost impossible for
an individual to support himself/herself on SSI. It was suggested that additional
Section 8 vouchers might help to ease affordable housing needs for the mentally ill in
Sarasota County.
Of particular concern are individuals incarcerated due primarily to their mental
illness. According to SCOPE’s Spring 2003 Mental Health Study Group Report, an
estimated “20% of inmates in the Sarasota County jail have a serious mental illness,
a figure consistent with national averages for incarcerated populations. One resource
speaker stated that, unlike other community services for people with mental illness,
jails have unlimited beds and it is easy to get admitted. Jails have become crisis
stabilization and detoxification centers.” This is disturbing due to the cost of both
human suffering and social costs since it is far more expensive to incarcerate a man
or woman than it is to treat their mental illness.
In fact, a 2002 report from
Partners In Crisis (PIC) stated that for the amount it costs to jail or hospitalize a
single person for one year, Florida could provide medications and treatment for ten
people with mental illness.
Developmentally Disabled
According to the US Administration on Developmental Disabilities,
there are nearly four million Americans with developmental disabilities.
Developmental disabilities are severe, chronic disabilities attributable to mental
and/or physical impairment, which manifest before age 22 and are likely to continue
indefinitely. They result in substantial limitations in three or more areas: self-care,
receptive and expressive language, learning, mobility, self-direction, capacity for
independent living, and economic self-sufficiency, as well as the continuous need for
individually planned and coordinated services.
The State of Florida currently serves 615 developmentally disabled individuals in
Sarasota County. However, since the State estimates that 1% of the population has
developmental disabilities, more than 3,000 individuals in Sarasota County may have
developmental disabilities. Fortunately, a very strong partnership exists in Sarasota
County to care and promote the independence of these men and women.
Children Haven and Adult Community Services (CHAC) has 100 individuals on their
waiting list and due to a 14% cut in their funds from the State and the extremely
large waiting list on the State’s medical living waivers, is unsure how many of their
clients will be able to find housing. CHAC also expressed major concerns over the
aging of current caretakers. As parents of the developmentally disabled are no
longer able to care for their children, there may be fewer places for them to go. In
addition, their highly functional clients have already been placed in independent
housing, leaving the more disabled clients to find housing in a time when land prices
and rents are increasing steadily.
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Persons with Alcohol or Drug Addictions
There is no Sarasota County data regarding the number of persons addicted to drugs
and alcohol or the number of beds needed to address substance abuse addiction.
According to the Substance Abuse and Mental Health Services Administration
(SAMHSA), 9.1 percent of our national population has either an alcohol or illicit drug
abuse problem. Florida had the same rate of estimated abuse.
Since Sarasota County had a population of 325,957 in 2000, there are an estimated
29,662 individuals in Sarasota County that may have a substance abuse problem.
There is a clear need for Sarasota County to determine both the need and the
resources for individuals suffering from alcohol and drug addiction. A newly formed
organization, the Sarasota Coalition on Substance Abuse (coalition) hopes to fill this
gap. Created in 2000, the coalition is just beginning to make its presence felt in
Sarasota County. The coalition also estimates that there are between 8-10% of the
population with an addiction problem or 26,000 to 32,000 individuals in Sarasota
County.
According to the coalition, there is a definite need for safe, decent, and affordable
housing for individuals who have completed treatment for substance abuse in
Sarasota County. The coalition believes such housing should be substance free, near
both work opportunities and public transportation and offer a sense of dignity for
clients. In addition, since services do not yet exist, this housing should be developed
gradually, but consistently.
Many of the beds available for the mentally ill and homeless in Sarasota also treat
substance abuse addictions since these vulnerable populations overlap.
HIV/AIDS
The Centers for Disease Control and Prevention (CDC), reports 362,701 persons are
known to be living with AIDS and an additional 161,976 persons are known to be
living with HIV infection. The CDC estimates that 800,000 to 900,000 Americans are
actually living with HIV and AIDS. Throughout many communities, persons living
with HIV or AIDS risk losing their housing due to compounding factors, such as
increased medical costs or limited ability to keep working due to AIDS. According to
HUD, one-third to one-half of the persons with AIDS in the nation are either
homeless or in imminent danger of losing their homes.
Florida is ranked third in the nation for HIV/AIDS cases, with an estimated total of
100,000 Floridians living with the HIV virus according to the Florida Department of
Health. From July 1997 to September 2004 Sarasota County had a total of 975 AIDS
cases and 284 HIV infections reported. Manatee County had 935 and 451 cases
respectively. In 2002 and 2003, there were 60 deaths recorded from HIV in
Sarasota and Manatee Counties.
On January 9, 2003, the U.S. Department of Housing and Urban Development HUD)
informed the City of Sarasota that Sarasota and Manatee Counties qualified as a
formula grantee to receive Housing Opportunities for Persons with AIDS (HOPWA)
funding. HUD established HOPWA to address the specific needs of persons living with
HIV/AIDS and their families. HOPWA funds are granted to local communities, states,
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and nonprofit organizations for projects that benefit low-income persons medically
diagnosed with HIV/AIDS and their families.
Formula grantee status was given jointly to Sarasota and Manatee Counties based on
HUD requirements to allocate funding to those qualifying areas that have more than
1,500 cumulative cases of HIV/AIDS - as determined by the Centers for Disease
Control. HUD chose the City of Sarasota to be the administrative agency for the
Sarasota-Manatee County HOPWA program because it is the largest municipality in
the Sarasota-Manatee metropolitan area. The Office of Housing and Community
Development (OHCD) administers this program.
OHCD then selected the Health Planning Council of Southwest Florida as a Fiscal
Agent and two project sponsors, Comprehensive Care Clinic (CCC) in Sarasota
County and Manatee County Rural Health Services (MCRHS) to begin assisting
HIV/AIDS clients in both localities. According to the CCC and MCRHS approximately
200 HIV/AIDS patients were served with HOPWA funds in 2004.
There are also additional services provided to HIV/AIDS victims throughout Sarasota
and Manatee Counties. Bethesda House, CCC and MCRHS provide numerous support
services for people with HIV/AIDS. Bethesda House is a day center providing services
such as counseling, support groups, a food pantry, laundry and housing and benefit
assistance. Bethesda House has 300 active clients and an additional 50 that are
registered. They provide a housing safety net for HIV/AIDS patients who are in
danger of becoming homeless once HOPWA funds are no longer available. When
asked to estimate HIV/AIDS clients in imminent danger of becoming homeless, they
responded more than 50% of all AIDS/HIV patients.
CCC provides medical services for 550 individuals in Sarasota County. They work in
conjunction with Bethesda House to provide holistic care to individuals suffering from
HIV/AIDS. Their focus is on therapy, case management and dental care for their
patients.
MCRHS also provides medical and counseling services for over 300 patients with
HIV/AIDS. In addition, they offer medication assistance programs, ophthalmology,
social services and counseling for patients with HIV/AIDS.
According to local service providers, access to affordable housing is a critical need of
people living with HIV/AIDS. The National Commission on AIDS reports that at any
point in time, up to 50% of those living with HIV/AIDS are at imminent risk of
homelessness. Using the National Commission on AIDS reports and the number of
clients served at CCC and MCRHS, it is estimated there are 425 individuals at risk of
homelessness due to HIV/AIDS in Sarasota and Manatee Counties.
According to Bethesda House, many persons with HIV/AIDS find themselves in need
of housing assistance at some stage of the illness. A significant percentage of
persons living with HIV have histories of previous homelessness or inadequate
housing due to socioeconomic conditions preceding their diagnosis. Others living with
the virus who had adequate housing are in danger of losing their homes in the latter
stages of illness due to lack of income, lack of transportation, or being forced to
leave home by partners or family due to their medical status.
The lack of access to decent affordable housing has become a crisis for individuals
with HIV/AIDS. This is exacerbated by the high cost and low supply of housing –
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particularly rental housing. Rental housing is critical, since those with HIV/AIDS do
not typic ally want or need the responsibility of homeownership on top of having a
terminal disease. According to Bethesda House, people with HIV/AIDS pay at least
50% and as high as 85% of monthly income on rent. In addition, according to CCC,
rental housing available to those with HIV/AIDS often is substandard and lacks both
air conditioning and basic appliances.
Persons with HIV/AIDS often are unable to work and must rely on SSI for their sole
source of income. Housing assistance – including HOPWA funding – is time limited
and often less than fair market value.
The lack of affordable housing is problematic for individuals with HIV/AIDS receiving
medical treatment and on complex medical dosing schedules. Studies demonstrate
homeless and those marginally housed fail to be compliant with the complex HIV
treatment regimens. The stress of homelessness and poverty exacerbates
symptoms, accelerates disease progression and decreases compliance to medical
schedules. Stable housing helps individuals meet these requirements and provides
the best chance for success for individuals following complex combination therapies.
3. Describe the basis for assigning the priority given to each category of priority
needs.
This was described in detail on pages 14 – 16 of the Strategic Plan.
4. Identify any obstacles to meeting underserved needs.
Special Needs Housing Obstacles
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Dramatic cut in State funding to support services required to enable independent
living for individuals with special needs;
State and Federal cuts in affordable housing grants;
The growing elderly population in Sarasota County that will need increased
services;
Undefined need for many special needs groups, i.e. substance abusers, elderly;
The most easily served special needs clients are independent already – leaving
the more disabled population now needing assistance;
Identifying applicants and units that qualify for SHIP funds;
“Not in my back yard” or NIMBY may be encountered when evaluating potential
site locations.
5. To the extent information is available, describe the facilities and services that
assist persons who are not homeless but require supportive housing, and
programs for ensuring that persons returning from mental and physical health
institutions receive appropriate supportive housing.
Services and Facilities for the Elderly and Frail Elderly
According to the Florida Department of Elder Affairs, the following services for
seniors, retirement facilities, assisted living facilities (ALFs), adult family care homes
(AFCHs), and nursing homes are available for the elderly and frail elderly populations
who are not homeless but require social services:
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Services
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211: One-stop information and referral service for all community, social and
government services.
The Assisted Living for the Elderly (ALE) is a home and community-based
services program for recipients who reside in qualified assisted living facilities.
Seniors in danger of being placed in a nursing home may apply for this waiver to
help cover the cost of an ALF. According to Sarasota’s Senior Friendship Center,
there is currently a 3-year waiting list for this state funded program.
Senior Friendship Centers: Non-profit organization providing services to help
individuals 60 and older. Provides numerous services including social,
recreational, health and other activities.
Community Mobile Meals of Sarasota: Provides home-delivered, well-prepared
and nutritionally balanced meals six days a week to homebound elderly as well as
disabled or ill residents of all ages.
Venice Area Mobile Meals: Provides same service as Community Mobile Meals of
Sarasota.
Meals on Wheels of North Port: Delivers meals to North Port residents.
Home Health Care: Provides skilled care and supportive services for persons
living at home.
Hospice: Provides support system for patie nts and families with life-limiting
illness.
Senior Solutions of Southwest Florida: The area agency on aging. Provides
seniors with a call center to determine solutions to their individual problems.
Retirement Facilities
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Bay Village: 400 residents
Fountains at Lake Pointe Woods: 184 apartments
Glenridge on Palmer Ranch: 301 units
Plymouth Harbor: 227 apartments, 10 assisted living apartments, 60-bed health
center
Sarasota Bay Club: 343 units
Sunnyside Village: 38 duplexes, 66 villas, 122 garden apartments
Waterside Retirement Estates: 164 units, 25 assisted living units
Jacaranda Trace: 188 units, an additional 203 currently under development
Retirement Facilities (Rentals)
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Alderman Oaks: 48 apartments
Beneva Oak Apartments: 40 units
The Bayou: 120 apartments
Casa Santa Marta: 78 units
Casa Santa Marta II: 52 units
Colonial Park Club: 90 apartments
Elmar Guest Home: 12 residents
J.H. Floyd Sunshine Village: 59 units
Jefferson Center: 210 units
Kobernick House: 191 apartments
McCown Towers I and II: 176 units
Palmer Club At Prestancia (The): 100 apartments
Lakehouse West Retirement Estates: 25 units
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Willow Creek Phase I and II: 224 units
Village on the Isle: 220 apartments, 100 assisted living apartments, and 60-bed
nursing center
Villa San Marco: 80 units
Villas Of North Port: 37 units
Assisted Living Facilities
(15 or more residents)
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Alterra Clare Bridge Of Sarasota: 40 beds
Alterra Sterling House Of Venice: 60 beds
Anchin Pavilion: 109 beds
Arden Courts: 56 beds
Ashton Place: 40 beds
Aspen Bella Vita: 115 beds
Bahia Oaks Lodge: 100 beds
Balmoral Court On Fruitville, Inc.: 16 beds
Bay Village Of Sarasota, Inc.: 30 beds
Beneva Park Club: 120 beds
Bons Secours Place at Healthpark: 103 beds
Cabot Reserve on the Green: 60 beds
Colonial Park Club: 110 beds
Crestwood Manor: 20 beds
Cypress Gardens At Palmer Ranch: 130 beds
Cypress Gardens At Sarasota: 100 beds
Englewood Meadows: 19 beds
The Grand on Beneva: 44 beds
Harborchase Of Venice: 108 beds
Gulf Winds: 46 beds
Heron East: 112 beds
Heron House: 95 beds
Highlands (The) At The Glenridge On Palmer Ranch: 80 beds
Inglenook: 16 beds
Inn at Lake Pointe Woods: 110 beds
Live Oak Manor: 67 beds
McIntosh Manor: 16 beds
North Port Retirement Center: 100 beds
Lakehouse West: 32 beds
Park Place of Venice: 90 beds
Pines of Sarasota: 72 beds
Pinewood Gardens: 34 beds
Renaissance Manor: 41 beds
River Oaks: 216 apartments
Riverpark Senior Residence: 92 beds
Siesta Assisted Living: 34 beds
Springrove ALF: 15 beds
Sunnyside Manor: 45 beds
Sunshine Meadows: 75 beds
Village On The Isle: 100 apartments
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Assisted Living Facilities
(Fewer Than 15 Residents)
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Arlington Manor: Six beds
Aurora Manor, Inc: 10 beds
Bayshore Guest Home: 10 beds
Briggs III, Inc.: Six beds
Carefree Living Of Sarasota, Inc.: Six beds
Casona: Eight beds
COASH GARDENS: Six beds
Croton Manor: Six beds
Duyn’s Place: Nine beds
Family Traditions III: Six beds
French Blossoms: Six beds
French Blossoms II: Six beds
Hacienda La Grande: Five beds
Harbor Inn of Venice: 10 beds
Harbor Inn of Venic e South: Six beds
Jacaranda Trace: 13 beds
Joy of Living: Six beds
Mary's On Bayshore: Six beds
Marella House: 11 beds
Merrill Gardens At Sarasota: 173 beds
Oppidan, Inc.: 12 beds
Palmetto Court Park: 12 beds
Plymouth Harbor, Inc.: 10 beds
SLC of Sorrento: Six beds
Sea View Inn: Six beds
Sunniland Retirement: Six beds
Adult Family Care Homes
These are set up for up to five residents and offer a personalized and home-like
setting. They are regulated by the Adult Services Division of the Florida Department
of Children and Families.
According to the Florida Department of Elderly Affairs,
there are 12 Adult Family Care Homes in Sarasota County serving up to 59
individuals.
Nursing Homes
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Bay Village Of Sarasota: 107 beds
Beneva Lakes Healthcare: 120 beds
Bon Secours Venice Nursing Care Center: 120 beds
Cypress Gardens At Palmer Ranch: 60 beds
Englewood Healthcare and Rehabiliation Center: 120 beds
Glenridge On Palmer Ranch: 37 beds
Harborchase Of Venice: 45 beds
Heartland Healthcare: 140 beds
Heritage Health Care: 120 beds
Inn At Sarasota Bay Club: 60 beds
Kensington Manor: 87 beds
Lakeside Terrace: 120 beds
Life Care Center Of Sarasota: 120 beds
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Magnolia Health And Rehabilitation Center: 120 beds
Manorcare Health Services: 178 beds
Manorcare Health Services of Venice: 129 beds
Pines of Sarasota Nursing Home: 204 beds
Pinebrook Rehabilitation and Nursing Center: 120 beds
Plymouth Harbor Incorporated: 60 beds
Quality Health Care Center: 120 beds
Sarasota Health and Rehabilitation Center: 169 beds
Sarasota Healthcare Center: 120 beds
Springs At Lake Pointe Woods: 119 beds
Springwood Rehabilitation And Nursing Center: 120 beds
Sunnyside Nursing Home: 60 beds
Tandem Health Care Of Sarasota: 81 beds
Village On The Isle: 60 beds
Physically Disabled
To assist the physically disabled, there are a few subsidized housing developments
including Orchard Place in Sarasota, which houses 40 disabled residents, Beneva Oak
Apartments in Sarasota which has 40 units for disabled residents and McCown
Towers/Annex, two public housing facilities that are set aside for either disabled or
elderly clients.
Mental Illness
According to Sarasota County Openly Plans for Excellence (SCOPE) from the Spring
2003 Mental Health Study Group Report the following resources are available to
currently care for the mentally ill in Sarasota County.
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Audubon program of Coastal Behavioral Healthcare: 29 beds
Alternative Family Program at Gulf Coast Community Care: 12 beds
Renaissance Manor 16th: 41 beds
Access One: 9 beds
CBH apartments: 24 beds
CBH three-bedroom homes: 6 beds
Coastal Renaissance: 10 beds
Tammi House: 35 beds
Nutmeg: 10 beds
Hansen: 6 beds
Mental Health Community Centers (MHCC), which provides emotional support, life
skills, and safe activities for the mentally ill, currently serves 400 Sarasota County
residents, of which 50% are highly active. They serve between 35 to 40 clients
every day in their 3 locations throughout the county.
Developmental Disabilities
The largest provider of housing for this population is the Coalition to Support
Assisted Living (CASL). Working closely with OHCD and other partners, CASL has
bought 20 properties and dedicates them solely for affordable housing for the
developmentally disabled. Currently CASL houses 65 adults. CASL works with other
social service agencies to ensure proper care and assistance for their clients. When
asked to estimate the need in the community for additional housing units, CASL
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indicated that there were 6 individuals on their waiting list, but probably more than
100 adults needing assistance.
A strong partner of CASL is Children Haven and Adult Community Services (CHAC).
CHAC provides on-site living and job/life skills training for the developmentally
disabled. They have over 250 employed clients throughout the county and are
working with their partners to ensure that these individuals live in the community
they serve.
Persons with Alcohol or Drug Addictions
First Step of Sarasota says its facility has about 128 treatment beds for alcohol and
drug addicts.
They have a detoxification program with 15 beds, residential
treatment, programs for pregnant mothers with 20 beds, and fairly extensive
programs for adults with substance abuse problems in the judicial system. In
addition, they also offer individual therapy, open group therapy, outpatient
psychiatric services, adolescent/teen programs, and recovery maintenance programs
for individuals who have successfully stopped abusing alcohol or drugs.
The Salvation Army offers their VIP Program, which is a 12-week drug and alcohol
rehabilitation program for homeless individuals. It serves both men and women and
follows an AA model.
6. If the jurisdiction plans to use HOME or other tenant based rental assistance to
assist one or more of these subpopulations, it must justify the need for such
assistance in the plan.
The Consortium is not intending to use HOME funds to assist one or more of these
subpopulations.
Housing Opportunities for Persons with AIDS (HOPWA)
*Please also refer to the HOPWA Table in the Needs.xls workbook.
1. The Plan includes a description of the activities to be undertaken with its HOPWA
Program funds to address priority unmet housing needs for the eligible
population. Activities will assist persons who are not homeless but require
supportive housing, such as efforts to prevent low-income individuals and
families from becoming homeless and may address the housing needs of persons
who are homeless in order to help homeless persons make the transition to
permanent housing and independent living.
The plan would identify any
obstacles to meeting underserved needs and summarize the priorities and
specific objectives, describing how funds made available will be used to address
identified needs.
2. The Plan must establish annual HOPWA output goals for the planned number of
households to be assisted during the year in: (1) short-term rent, mortgage and
utility payments to avoid homelessness; (2) rental assistance programs; and (3)
in housing facilities, such as community residences and SRO dwellings, where
funds are used to develop and/or operate these facilities. The plan can also
describe the special features or needs being addressed, such as support for
persons who are homeless or chronically homeless.
These outputs are to be
used in connection with an assessment of client outcomes for achieving housing
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stability, reduced risks of homelessness and improved access to care.
3. For housing facility projects being developed, a target date for the completion of
each development activity must be included and n
i formation on the continued
use of these units for the eligible population based on their stewardship
requirements (e.g. within the ten-year use periods for projects involving
acquisition, new construction or substantial rehabilitation).
4. The Plan includes an explanation of how the funds will be allocated including a
description of the geographic area in which assistance will be directed and the
rationale for these geographic allocations and priorities. Include the name of
each project sponsor, the zip code for the primary area(s) of planned activities,
amounts committed to that sponsor, and whether the sponsor is a faith-based
and/or grassroots organization.
5. The Plan describes the role of the lead jurisdiction in the eligible metropolitan
statistical area (EMSA), involving (a) consultation to develop a metropolitan-wide
strategy for addressing the needs of persons with HIV/AIDS and their families
living throughout the EMSA with the other jurisdictions within the EMSA; (b) the
standards and procedures to be used to monitor HOPWA Program activities in
order to ensure compliance by project sponsors of the requirements of the
program.
6. The Plan includes the certifications relevant to the HOPWA Program.
To address the needs of persons with HIV/AIDS and families of these persons who
are not homeless but require supportive housing and the needs of the same client
population who are homeless, during this consolidated plan Housing Opportunity for
Persons with AIDS (HOPWA) funds will be used for activities such as:
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Short-term rent, mortgage & utility assistance
Case Management
Grantee Administration
Project Sponsor Administration
Currently a HOPWA Team consisting of representatives from OHCD, the project
sponsor’s office, Comprehensive Care Clinic (caseworker’s organization serving
clientele in Sarasota County), Manatee County Rural Health Services (caseworker’s
organization serving clientele in Manatee County), a representative from Catholic
Charities, and Sarasota and Manatee County Health Departments are meeting to
discuss the needs of individuals who are not homeless but require supportive
housing, and assistance for individuals who are homeless. OHCD awarded Catholic
Charities $250,000 in State Housing Initiative Partnership Program (SHIP) funds to
develop transitional housing for individuals with HIV/AIDS. Construction of this
project has begun on 17th Street in Sarasota. There are no housing facility projects
being developed with HOPWA Funds in the Sarasota / Manatee eligible metropolitan
statistical area (EMSA).
Members of the HOPWA Team will explore ways to assist the HIV/AIDS clientele in
successfully achieving financial stability, thus allowing these individuals and their
families to live in safe, sanitary, and decent housing. The team will explore the
possibility of creating partnerships with local agencies in an effort to discover
solutions outside of grant funding received from HUD, and will assist in writing a local
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HOPWA Manual for use by Caseworkers who meet with the areas HIV/AIDS
population.
Efforts to evaluate the progress in meeting specific objectives of providing affordable
housing will be evaluated and established by the members of the HOPWA Team. In
order to achieve this goal, HOPWA Team members plan to use the S.W.O.T.
(strengths, weaknesses, opportunities, and threats) analysis approach to this issue
and other issues facing the team. The team plans to meet on a monthly basis during
the development of these objectives and measures. Minutes of the meeting will be
kept, specific assignments are given to team members, and the use of task forces to
tackle larger issues are some additional tools being used by the team to develop
quantifiable objectives, goals, and measures.
Agencies working directly with the HIV/AIDS clients will maintain records required to
report on the following outputs and demographic informatio n:
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Number of HOPWA Units Receiving Rental Assistance
Number of HOPWA Units Receiving Short Term/Emergency Assistance
Beneficiary Demographic Data by Category
The newly formed HOPWA Team is assessing the needs and ways to assist HIV/AIDS
clients in order these individuals to achieve housing stability, reduce risks of
homelessness, achieve financial stability through the possible use of JOBS Etc., and
improved access to required patient care.
Another issue to be addressed by the
members of this team includes seeking leveraging from other public and private
resources through the creation of community partnerships.
The project sponsor chosen to assist in administering the HOPWA Grant for the
Sarasota / Manatee EMSA also assists the State of Florida in administering State
HOPWA funds. This dual role of the project sponsor allowed for the use of actual
case history to make funding decisions for Sarasota County to be based on historic
information. Decisions concerning funding Manatee County are based on estimated
client population and client needs. Ways to overcome any barriers in meeting
program improvements are being addressed by members of the HOPWA Team.
Years ago, diagnoses of HIV/AIDS meant a death sentence, but today with proper
medical treatment, patients are living longer healthier lives. The costs associated
with this increased life span include that of affordable housing needs and increased
medical expenses.
Expected trends facing Sarasota and Manatee counties in
meeting the needs of persons living with HIV/AIDS include the increasing cost of
housing.
As the HOPWA Team progresses, the members will evaluate HOPWA needs and
develop the necessary tools for measuring progress toward meeting the needs of this
special population for the upcoming years.
As lead jurisdiction in the EMSA, the City of Sarasota will ensure that regular
meetings of the HOPWA Team are scheduled, assist in locating required information
for team members to perform optimally, and assist in leading the team in exploring
all available opportunities and resources to ensure a strategic plan complete with a
mission, vision, organizational values, and quantifiable measures is created. OHCD
will monitor all reimbursement requests from the project sponsor for accuracy,
completeness, compliance, and will complete site-monitoring visits with the project
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sponsor to review caseworker’s files to ensure that required documentation is
included in the client files.
Specific HOPWA Objectives
1. Describe how Federal, State, and local public and private sector resources that
are reasonably expected to be available will be used to address identified needs
for the period covered by the strategic plan.
See attached goals chart.
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5 Year Strategic Plan