Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
City of Tamarac Resolution R-2010-118
1 J Temp. Reso. #11919 Page 1 August 10, 2010 CITY OF TAMARAC, FLORIDA RESOLUTION NO. R-2010 - A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF TAMARAC, FLORIDA APPROVING AND AUTHORIZING THE APPROPRIATE CITY OFFICIALS TO SUBMIT AN APPLICATION TO THE FLORIDA DIVISION OF EMERGENCY MANAGEMENT FOR RESIDENTIAL CONSTRUCTION MITIGATION PROGRAM GRANT FUNDS TO IMPROVE STORM RESISTANCE OF RESIDENCES IN THE CITY OF TAMARAC IN THE AMOUNT OF $100,000 PROVIDING FOR A 2:1 MATCH IN LOCAL FUNDS IN THE AMOUNT OF $200,000 IN THE EVENT OF APPROVAL OF THE APPLICATION; PROVIDING FOR ACCEPTANCE OF THE AWARD AND EXECUTING OF DOCUMENTS UPON APPROVAL OF THE APPLICATION; PROVIDING FOR CONFLICTS; PROVIDING FOR SEVERABILITY; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, the City of Tamarac is a Community Development Block Grant ("CDBG") entitlement community; and WHEREAS, the Florida Division of Emergency Management, Residential Construction Mitigation program provides grant funds for projects serving to improve wind resistance of residences and mobile homes; and WHEREAS, the City of Tamarac Community Development Department provides a housing assistance program to its residents for storm mitigation through its CDBG Annual Action Plan and the CDBG Neighborhood Stabilization Program; and WHEREAS, the City desires to expand the funding available for this program to provide increased assistance for storm mitigation for Tamarac residences; and Temp. Reso. #11919 Page 2 August 10, 2010 WHEREAS, it is a requirement of the grant program that this Resolution be adopted and become an official part of the application; and WHEREAS, the Assistant City Manager and the Director of Community Development recommend approval; and WHEREAS, the City Commission of the City of Tamarac deems it to be in the best interest of the citizens and residents of the City of Tamarac to submit an application to the Florida Division of Emergency Management for Residential Construction Mitigation Program funds to improve wind resistance of residences in the City of Tamarac in the amount of $100,000 providing for a two -to -one match in local funds in the amount of $200,000 in the event of approval of the application. A copy of said application form is attached hereto as Exhibit A and is incorporated herein by this reference. NOW THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF TAMARAC, FLORIDA that: Section 1: That the foregoing "WHEREAS" clauses are hereby ratified and confirmed as being true and correct and are hereby made a specific part of this Resolution. Section 2: The appropriate City Officials are HEREBY authorized to submit a Residential Construction Mitigation Program grant application in the amount of $100,000 to the Florida Division of Emergency Management providing for a two -to -one Temp. Reso. #11919 Page 3 August 10, 2010 match in local funds in the amount of $200,000 in the event of approval of the application. A copy of said application form is attached hereto as Exhibit A and is incorporated herein by this reference. Section 3: Upon approval of the application, the appropriate City officials are HEREBY authorized to accept the award and execute the necessary documents following legal review and approval. Section 4: Upon approval of the grant award, an appropriation forF_th�6 receipt and expenditure for this grant and any matching funds will be included in a budget amendment for Fiscal Year 2011 pursuant to F.S. 166.241(2). Section 5: All Resolutions or parts of Resolutions in conflict herewith are HEREBY repealed to the extent of such conflict. Section 6: If any clause, section, other part or application of this Resolution is held by any court of competent jurisdiction to be unconstitutional or invalid, in part or in application, it shall not affect the validity of the remaining portion or applications of this Resolution. 1 Temp. Reso. #11919 Page 4 August 10, 2010 Section 7: This Resolution shall become effective immediately upon its passage and adoption. PASSED, ADOPTED AND APPROVED this day of 2010. ATTEST: Ci- 61 PATRICIA TEU INTERIM CITY LERK I HEREBY CERTIFY that I have approved this RESOLUTION as to form. vaxa'4) 7//a-. MUEL S. REN CITY ATTO NEY ..r BETH TALABISCO MAYOR Record of COMMISSION VOTE: MAYOR TALABISCO DIST 1: COMM BUSHN DIST 2: COMM GOME; DIST 3: COMM GLASS] DIST 4: VM DRESSLER 0 1 1 RCMP Attachment 1: Application Form Application Form Project Title: Home RehabilitationJt:llsasterMftIgatlonProgram Applicant Information 1. Applicant (Organization): City of Tamara, FL 2. Applicant Type: 0 State or Local Government ❑ Recognized Native American Tribe ❑ Private Non -Profit 3. Federal Tax I.D. Number: W143M2 4. County: Broward county 5. Point of Contact: ®Ms. ❑Mr. []Mrs. First Name: Angela Last Name: sauldree Title: HousingaWNel MwhoWPmram mama Telephone: QS-597-3539 Fax: 954-597-3544 Street Address: 7525 NW 88th Avenue City: Tamarac State: FL Zip Code: 333221 Email Address: ange+ab®tamarae•org 6. Parties to the project (identify any and all other persons, companies, organizations, or parties involved in the proposed project): City of Tamarac Housing Dlvlelon, Acei Associates Inc. (Consultant SpecIftoWn Writer). Glualifted General Contractors participating In the City's Housing Program (Competitive Bid Per Property -See attached list Attachment ti), CHMM Inc, (Lead based Paint Inspector), Mold and Asbestos Teatef's and Remediator's available if the need Is Identified by Spec. Writer. 7. Application Prepared by: ©Ms. ❑Mr. ❑Mrs. First Name: Angela Last' Bauldree Title: H"hg and Ndghwhood Pmgra- M—ow Telephone: 954-697-3639 Fax: 054-597-3544 8. Authorized Applicant Agent (Append required proof of authorization authority) Elms. 11Mr. ❑Mrs. First Name: Jeflrey L. Mlller Title: city Manager Telephone: Street Address: 754 NW 88th Avenue City: Tamarac State: Signature: Date: August 13, 2010 Last Name: OU-597-3510 Flax: 954Z97-3520 FL Zip Code: 33321 Page 1 of 4 6/29/2010 RCMP Attachment 1: Application Form Project Title: Home RehabllitationMiseatar Mitlgatlon Program Project Information I. The application is submitted for consideration in the following category (select ONLY one): 0 Category 1: Residential Mitigation Retrofit Program ❑ Category 2: Public Outreach ❑ Category 3: Mitigation Planning 2. Amount requested from RCMP: $100,000.00 3. Attached is a letter of endorsement for the project from the county's Local Mitigation Strategy Coordinator: N Yes ❑ No 4. Is this project being submitted to provide match to another Hazard Mitigation Assistance (HMA) Program? If so please provide the program and project identification if available. No. 5. Match: In -kind services: $ 0 / % 0 of total project cost CashMatch: If the applicant is providing a cash match, this application can be considered an appropriate official document. Please clearly state the total amount of the cash match being committed and sign by an official with the authority to fully commit the cash funds (e.g., chairman of the board or mayor or other similar official). Cash match: $ 200, 000.00 / % 66.6% of total project cost Official Signature: Name: Jeffrey L. Miller Title: City Manager Page 2 of 4 6/29/2010 RCMP Attachment 1: Application Form Project Title: Home Rahabilitati.,01saster Mitigation Program Proposed Budget The applicant may include the budget in this form or attach it in a spreadsheet following this format. Cash In -kind Total RCMP Total EXPENDITURE CATEGORIES Match Services Grantee Award Project Match Cost Cost A B A+B=C D C+D=E 1. SALARY AND BENEFITS n O n O O 2.OTHER PERSONAL / CONTRACTUAL SERVICES $5,000 00 a $5,000.00Q $5,000.00 3. ADMINISTRATIVE EXPENSES $5,000.00 0 $5,000.00 4 $5,000.00 4. EXPENSES $190,000.00 Q $190,000.00 $100,000.00 $290,000,00 S. OPERATING CAPITAL OUTLAY O O O O 0 6. FIXED CAPITAL OUTLAY 0 0 0 0 0 TOTAL EXPENDITURES $200,000.00 0 $200,000.00 $100,000.00 $300,000.00 PERCENTAGES A% B% C% D% E% 66% 66.6% 33.3% 100% Page 3 of 4 6/29/2010 RCMP Attachment 1: Application Form Home RehabllnatloMDlsaster Mltlgation Program 59-1039552 As the applicant, I hereby assure the following: • That only those entities identified in the application are involved in the proposed project; • That the application is made without collusion with any other entity submitting an application; • That the application is, in all respects, fair and in good faith, without fraud or collusion; • That the signer of the application has full authority to bind the applicant and all other involved parties. • A positive commitment to perform the work necessary to implement the project within the established time frame and budget. Signature: Name: Jeffrey L. Miller Title: City Manager Date: August 13, 2010 Page 4 of 4 6/29/2010 I RCMP Competitive Grant Application City of Tamarac, FL 7525 NW 88 Avenue Tamarac, FL 3321 www.tamarac.o Project Title: Home Rehabilitation/Disaster Mitigation Program Abstract: Problem Statement Over 3,204 foreclosures have occurred in Tamarac during July 2010 alone. These foreclosed properties are abandoned, in poor condition, not up to code, and pose serious safety hazards during a storm. Due to the extremely poor condition of these foreclosures, the cost to bring them into compliance is excessive. To address this problem, the City of Tamarac has assisted over 50 homebuyers in purchasing these homes in the past year through its Neighborhood Stabilization Program (NSP). Although this program managed to assist the first 25-35 properties, there is a $500,000 shortfall between the demonstrated need to mitigate these foreclosed properties and the City's ability to assist the remaining homeowners. What the City will do and hopes to accom lish Tamarac will continue administering its NSP program to the extent possible. The City is requesting RCMP funds to greatly improve the City's ability to provide disaster mitigation measures for the houses purchased under the NSP program. Providing disaster mitigation measures to these properties will provide physical protection to the occupants while also providing financial protection to the first mortgage holders, second mortgage holder (the City), and insurance companies. Protection before a disaster has countless benefits to the homeowner, first responders, and the community. Project Coordinator: Angela Bauldree, Housing and Neighborhood Programs Manager Organization: City of Tamarac, FL Federal Tax ID#: 59-1039552 1 i 1 Table of Contents Application Form Attachment I Letter of Endorsement - Broward County Local Mitigation Strategy Coordinator Attachment II City of Tamarac List of Qualified General Contractors Project Summary 1.0 Project Description 2.0 Benefits 3.0 Performance Measurement 4.0 Project Consistency 6.0 Approach Justification and Budget 6.0 Project Match 7.0 Applicant Ability Tiebreaker Attachments III City of Tamarac Resolution IV Neighborhood Stabilization Program Award Letter & Grant Agreement V Acai Associates Inc Resume & Company Profile VI CHMM, Inc. Certifications VII City of Tamarac Housing Division Job Descriptions VIII Neighborhood Stabilization Program Snapshot Report — July 2010 Appendix -To be submitted at a later date as requested I City of Tamarac Disaster Housing Plan II City of Tamarac Emergency Management Plan III City of Tamarac Hurricane Preparedness Manual IV City of Tamarac Disaster Housing Plan P1 Project Description Project Summary The City's NSP program is provided through the US Department of Housing and Urban Development (HUD). It assists extremely -low to moderate income eligible homebuyers with Down Payment Assistance and Home Rehabilitation funds. The Home Rehabilitation portion addresses health, safety, code and building violations in priority order. A critical component of the Home Rehabilitation work is exterior mitigation/hardening work. The City's Consultant Specification Writer includes full mitigation activities such as: wind resistant windows and doors (garage doors), replacement of roof sheathing and roof covering, and anchoring of wall of floor units on all properties. After the 2005 storm season, a large number of properties sustained severe damage which would have been prevented with such mitigation activities as can be provided with RCMP funds. Although a large number of the 50 properties mentioned above are underway with the home rehabilitation activities, the RCMP funds will allow the City to completely address the health, safety, code and building violations, while making the home a safe and protected place for residents to live. Demonstrated Need The City of Tamarac is located in the heart of South Florida and subject to heavy rain, high wind speed, tornadoes, tropical storms and hurricanes. It became clear from the 2005 storm season that Tamarac's housing stock is deficient with regard to mitigation activities. The majority of homes in the City were built in the late 1970's and early 1980's prior to the amended Florida Building Code that implemented wind resistant measures for residential construction. Over 400 properties were "red -tagged" after the 2005 storm season and ranked by category based on the severity of damage. As a result, the City received Disaster Recovery Initiative (DRI) funds through Broward County from the Department of Community Affairs in 2007 of over $1.3 million to address such need. The funds were issued in two rounds. Round 1 was to address immediate home rehabilitation for those damaged by the storms, and round 2 was to address Disaster Mitigation. With the DRI-2 funds, the City provided mitigation measures to 38 property owners. However, the lingering "red -tag" list from 2005, as well as the thousands of properties still unprotected, is a cause for concern for public officials. Project Description ❖ Pro' ct T e Owner -Occupied Home Rehabilitation/Disaster Mitigation 46 Project Descri tion Under the Neighborhood Stabilization Program the City assists income eligible homebuyers with the purchase and rehabilitation of foreclosed or abandoned properties. These properties have been abandoned for over 90 days, neglected, and require; in most cases, a complete overhaul. The City's Consultant Specification Writer is called in to provide an initial inspection of the property documenting all health, safety deficiencies, and code and building violations. As an architect and engineering firm, they are fully capable of identifying what measures need to be taken to address such deficiencies. 3 i Aside from addressing violations and deficiencies, disaster mitigation activities are priority. The RCMP grant will allow the City to utilize NSP funds for the home rehabilitation activities and RCMP funds for the disaster mitigation activities resulting in full protection and security both inside and outside the home. Expected Results 03 How addressed need To be able to fully mitigate previously foreclosed and abandoned properties serves duel purposes. It protects those who occupy the home while protecting the neighbors and the community around them. Damage from falling, flying or lose debris is also a health and safety issue that mitigation addresses. South Florida has an obvious need for mitigation services and RCMP funds allow the City to help residents meet that need. ❖ Proiected Outputs The City is applying for $100,000.00 in RCMP funds. It is estimated that this $100,000.00 will mitigate 8-10 properties. Using data from the past and current mitigation recipients, the average cost to mitigate a home is approximately $15,600.00. In addition to the age of the City's housing stock, approximately 30 percent of the City's population is 65 and older and on fixed incomes. Due to these factors, it is very difficult for property owners to be secure in the fact their homes were built to sustain the severe weather conditions South Florida often faces nor have the ability to protect their home at the last minute once a potential threat is identified. All homes rehabilitated under the City's Housing Assistance Programs receive additional attention to protecting the home from future disasters by providing exterior mitigation/hardening devices. The City's Consultant Specification Writer inspects each property to determine the most reasonable and available method to provide mitigation. Full mitigation activities include such specifications as: Storm shutters / impact resistant windows, upgrading exterior wall opening protections, upgrading exterior doors I sliding glass doors, improving the strength of the roof deck attachment, creating a secondary water barrier to prevent water intrusion, improving the survivability of the roof covering, bracing gable -ends in the roof covering, and reinforcing roof -to -wall connections. Additional attention with regard to "need" resulted in the City's joining of the County - Wide Disaster Housing Action Group (DRAG). DHAG initiated a project to improve the pre and post disaster strategies within the County and its municipalities and have each municipality create a Disaster Housing Plan (Appendix 1). To date, the City of Tamarac is one of only three (3) municipalities within the County to submit such a Plan. Given that the County has 31 municipalities, and only three have created the Disaster Housing Plan, Tamarac has proven to be aware, concerned, and proactive in this issue. The Disaster Housing Plan outlines options, available sites for emergency, temporary housing such as FEMA trailers, and coordination efforts within the City as well as the County to respond to disaster. With more funds available to address pre -disaster planning; such as disaster mitigation, the City, surrounding cities and the County would be able to minimize the number of those requiring post -disaster assistance. 4 A Risk Assessment for Broward County and its municipalities was prepared in compliance with the Federal Emergency Management Agency's Local Multi -Hazard Mitigation Planning Guidance, dated July 1, 2008 and meets the requirements of 44 CFR § 201. (Appendix II) The risk assessment provides for the identification and analysis of known hazards that may threaten life and property across the entire planning area. It also includes the results of a multi jurisdictional vulnerability assessment conducted for each of Broward County`s municipal jurisdictions to determine where locally specific risks vary from those facing the rest of the county. The vulnerability assessment helps to describe each jurisdiction's vulnerability to identified hazards in terms of the types and numbers of buildings, infrastructure and critical facilities located in hazard areas as well as potential loss estimates for vulnerable structures. A copy of the County's Risk Assessment is part of its Local Mitigation Plan. It is available if requested and is listed as Appendix I to be submitted at a later date. According to the National Climatic Data Center, there have been 312 recorded severe thunderstorm events (including hail and high wind) in Broward County since the early 1950's. These included: ❑ 228 high wind events ❑ 115 hall events Studies show that all of Broward County is vulnerable to impacts from severe thunderstorms. Because it cannot be predicted where severe thunderstorms may strike, all buildings and facilities are considered to be uniformly exposed to this hazard and could potentially be impacted. It is important to note that only high wind and hail events attributed to severe thunderstorms that have been reported through NOAA data have been factored into this risk assessment. However, in the past 56 years it is likely that a higher number of thunderstorm occurrences have not been reported. The following chart illustrates the City's exposure to loss in the event of a wind storm. Table 4.21: Potential Annualized Losses by Jurisdiction (Hurricane Wind) Annualized Annualized Total Losses for Losses for Annualized Annualized Residential Commercial Expected Percentage Total Buildings at Buildings at Property Loss Jurisdiction Exposure Risk Risk Loss Ratio Tamarac $3,283,696,510 $20,394,375 $2,363,439 $22,757,814 0.76% Source: Broward County LMS December 2009 With over 90% of the City in AE or AH Flood Zone (FEMA's designated 100-year flood zones), the potential for damage resulting from excessive rain and wind is high this furthering the obvious need for disaster mitigation activities. Sources/References The City has a City Emergency Management Plan (CEMP). Section 1 of the plan outlines the purpose of the plan as follows: The purpose of the City of Tamarac Municipal Emergency Plan is to: outline the policies and procedures to be followed by City employees in the event of a disaster in the City of Tamarac. i • establish a mutual understanding of the authority, responsibility, function and operating procedures during an emergency. • provide a simple and expeditious method of implementing emergency procedures. • promote understanding between the various operations, agencies and organizations during and after emergencies. delineate and assign responsibility to all City employees operating within the provisions of this plan. • identify the primary emergency operating center (EOC) and roles of participants. • provide continuity of government, direction and control of emergency operations. The City's Emergency Management Plan is available if requested and is listed as Appendix III to be submitted at a later date. The Building Department created a Hurricane Preparedness Manual which is updated annually prior to every hurricane season that details staff assignments, on -call schedules, Emergency Operations Center coverage, and essential personnel and related duties. This Plan is available is requested and is listed as Appendix IV to be submitted at a later date. 2.0 Benefits Benefits 4- Time Frame Income Eligible homeowners have already been identified. As mentioned previously, recipients of NSP Down Payment Assistance funds are now awaiting home rehabilitation/disaster mitigation work. Of the 50+ properties purchased under the NSP program, over thirty (30) have begun their home rehabilitation / disaster mitigation. The remaining property owners will benefit from the RCMP by continuing to allow complete disaster mitigation measures to be included in their work specifications. The City's Consultant Specification Writer is currently inspecting the properties and preparing the work specifications. Once it is determined if the City will receive RCMP funds, the disaster mitigation line items will be paid for with RCMP funds and the balance of work to be paid for utilizing NSP funds. The NSP funds will also act as the City's match requirement at a ratio of 2:1. All disaster mitigation work funded by RCMP can be completed by the June 30, 2011 deadline. a• D scri tion of Benefits Mitigating homes has long-term and short term benefits, as well as direct and indirect benefits. Protection for the home itself, the homeowners who reside in the home at the time of a storm is a direct benefit and the most important one. Protection to their neighbors during the storm is more of an indirect benefit, yet can still result in direct loss should unprotected debris damage surrounding homes. Another direct benefit is the financial recovery 6 homeowners receive from their insurance companies following the installation of disaster mitigation measures. Other indirect benefits may include a reduction in the number of homeowners relocated after the next storm due to the fact their home was properly mitigation, the costs to house these relocated homeowners, and the hardships imposed once their mortgages continue to be due on properties they cannot live in due to damage. Finally, benefits are experienced by first responders during an emergency. Since these homes would now be wind -hardened, less residents would be in danger during a storm, freeing up first responders to assist other residents in situations/accidents that were not preventable. fi Supporting Documentation Section 1.0 makes several references to a substantial Risk Assessment was conducted by Broward County of itself and the multi jurisdictional vulnerability. Below are references from studies conducted showing the potential costs and benefits associates with Disaster Mitigation programs. A study conducted by the Muttihazard Mitigation Council prepared by funding from FEMA states: "On average, a dollar spent by FEMA on hazard mitigation (action to reduce disaster losses) provides the nation with about $4 in future benefits. in addition, FEMA grants to mitigate these effects of floods, hurricanes, tornadoes and earthquakes between 1993 and 2003 are expected to save more than 220 lives and prevent almost 4,700 injuries over approximately 50 years." Source: Natural hazard Mitigation Saves: An independent Study to Assess the Future Savings from Mitigation Activities, Volume 1-Findings, Conclusions and Recommendations By: Multihazard Mitigation Council (MMC) of the National Institute of Building Sciences (NIBS) In another study conducted through Escambia County research shows the benefit -cost ratios to be greater than one for mitigation grants. Source: Benefit -Cost Analysis of FEMA Hazard Mitigation Grants Table. Summary of Benefits and Costs by Hazard Cost Benefit Hazard ($M) ($M) Benefit -cost ratio Earthquake 947 1,392 1.5 Wind 374 1,468 3.9 Flood 2,217 11,189 5.0 Total 3,538 14,049 4.0 Dates and Milestones 4* Commencement Date: The City has identified the properties to be assisted as those purchased under the NSP program and has begun conducting inspections and writing work specifications. Commencement of work will begin immediately thereafter and completion is expected within 120 days from the time a permit is approved. 7 --y �• Completion Date: All funds can be encumbered within 60 days and expended by the June 2011 deadline. ❖ Milestones: On a monthly basis the City will issue a report showing: % of funds encumbered % of funds expended # of properties assisted Average cost to provide Disaster Mitigation First 120 days: 100% of funds encumbered. 16t Quarter: 2 propertied completed and passed inspections 2nd Quarter: 3 properties completed and passed inspections P Quarter_ 3 properties completed and passed inspections 4th Quarter: 2 properties completed and passed inspections 3.0 Performance Measurement Framework Efficiency With the experience of implementing Disaster Mitigation by the City's Housing staff, cost analysis, scope of work review and general contractor timeframes are monitored regularly to ensure the goal of the program is being met. As previously mentioned, the City's current average for Disaster Mitigation is $15,600.00 per unit. As per the City's Housing program guidelines, all rehabilitation/disaster mitigation projects are to be completed within 120 days from issuance of Building Permit. Housing staff currently monitors all home rehabilitation projects with three layers of checks and balances. The first layer is the Housing Division staff. Staff reviews and approves work specifications to ensure the needs and assigns a qualified general contractor to the job. At the second layer, the City's Consultant Specification Writer meets the contractor at the job -site, answers questions, and verges all work listed in the work specifications have been completed. The final layer is the City's Building Department. Building Inspectors examine work completed to ensure it meets the standards of the Florida Building Code. PERFORMANCE MEASURE -EFFICIENCY Measure the extent to which the activities are conducted in a cost efficient manner. 1) Cost per output (per Unit Cost) — the cost of production divided by volume of production, resulting in the average cost to produce 1 unit of output. PERFORMANCE MEASURE - Average cost to effectively mitigate a residential property. (Average cost per property $ __ 1 •d Measurement data to be collected The cost of line items specific to disaster mitigation will be extracted per property. An average will be calculated to determine cost per output. •ti Data collection method i The primary method to determine efficiency is cost comparisons among jobs, As previously mentioned, the City has spent an average of $15,600 on disaster mitigation under its DRI Disaster Mitigation program. Additionally, Payment schedules set by the Housing Division are used to determine percent of completion of home rehabilitation/disaster mitigation activities. Upon receipt of a building permit, the awarded contractor may request the first 40% of contract amount. Once the job is at 50% of completion, the awarded contractor may request another 40% of contract amount. At the completion of the job, when the permit has been finaled and the Consultant Specification Writer signs off on the work, the awarded contractor may request the final 20% of the contract amount. 000 Indicators of success or failure The City estimates the $100,000 RCMP funds will assist 8-10 properties. With this, success or failure may be determined by the actual number of properties assisted. Reducing the average cost to mitigate a property may be another indicator of success. Mana ement The management of RCMP funds will be carried out by both the Housing Division and the Financial Services Department. The Housing Division is the front line contact for the disaster mitigation recipients, qualified general contractors, and consultants, while the Financial Services Department ensures compliance with proper auditing requirements, purchasing regulations and accountability procedures. PERFORMANCE MEASURE -MANAGEMENT Determine whether the Subgrantee properly manages funds provided by the Division to produce required deliverables outlined in the scope of work. 1) Production Level — the amount of output produced compared to that identified in the scope of work. PERFORMANCE MEASURE - Number of ACTUAL units mitigated compared to those PROPOSED. (Actual # Mitigated_, Proposed # Mitigated 2) Timeliness — the timeliness of reporting and project completion. PERFORMANCE MEASURE - Number of units completed by the June 2011 deadline. (Number of Units Completed by June 2011 1 ❖ Measurement of data to be collected Both the Housing Division and Financial Services Department maintain account ledgers tracking payables. Consistency between ledgers confirms actual expenditures to appropriate activity participants and proper management of funds. •3 Data collection method Monthly reports produced by the Housing Division will show each payment made, and a running account balance. Each line item of the work specifications form consists of a dollar amount, this allows a monitor or auditor to verify the amounts paid for services match that of the original scope of work and proposed costs. �7 i Indicators of success or failure Appropriately approving work specifications, payment of specific disaster mitigation line items from the RCMP grant and successful completion of goals indicates success or failure managing the program. Effectiveness The City's Housing Division will be utilizing RCMP funds in conjunction with its NSP funds. Similar reporting requirements, deadlines, and outcomes are expected for both funding sources. The City's NSP program has lead the South East United States region, as well as the local HUD Miami Field Offices 26 grantees, in effectively and efficiently encumbering and expending funds, meeting its original NSP goals and reporting of results. The more residents the City can protect from a disaster leveraging NSP and RCMP funds, the greater the return with regard to reduction of loss post - disaster. PERFORMANCE MEASUREMENT -EFFECTIVENESS This measurement is used to determine how well the contractor is achieving expected results. Expected results should include distinct, quantifiable, and measurable outcome that directly and meaningfully supports the project's purpose and is of direct importance to wind mitigation. 1) Success Level — the degree to which the desired outcomes are achieved; output quality. PERFORMANCE MEASURE - Number of ACTUAL units mitigated compared to those PROPOSED. (Actual # Mitigated , Proposed # Mltlgated) 2) Cost Per Outcome — the cost of production divided by # of successful results, or the average cost to produce a unit of success. PERFORMANCE MEASURE - Average cost to effectively mitigate a residential property. (Average Cost per property $^ ) 3) Statewide Impact — the extent to which the project is contributing to the solution of the statewide problem. PERFORMANCE MEASURE -- Number of properties assisted. (Less potential for loss) (# of units protected ) PERFORMANCE MEASURE -- Cost Benefit. Research shows that for every $1 utilized for disaster mitigation there is a $4 return on the post -disaster recovery side. ($ Spent I X $4* __ 1 �• Measurement of data to be collected The number of properties receiving disaster mitigation funds is the data to be measured. The more properties protected, reduce the overall problem and provide a higher long-term cost benefit. A� Data collection method The City has identified more than the proposed 8-10 units to be funded by RCMP. The City will assign a specific account number to the RCMP funds to better enable tracking of funds 10 Indicato of success or failure Success will be determined by the number of properties protected, the timeliness with which the protection is completed and the cost analysis that meets the overall goals of the program. 4.0 Project Consistency Consistency with the Slate Hazard Mitigation Plan Reducing potential loss is the primary goal and benefit of the City's Disaster Mitigation program. The City's Emergency Management Plan (CEMP) last amended in August 2010 is consistent with the State's Hazard Mitigation Plan. The goals are the same for both Plans and RCMP funds allow the City to better prepare the community. Providing loss reduction options such as the RCMP Disaster Mitigation program allows the City to directly protect its residents through hardening and mitigation measures on residential structures. in addition to this RCMP application, the City annually commits portions of its State and Federal Housing grants to providing additional disaster mitigation measures. This commitment will further be applied with the addition of RCMP funds. The disaster mitigation program is the most popular program within the City of Tamarac. onsistenc with any a licable local plans In 2009 Broward County created its first Local Mitigation Plan. This Plan coordinates efforts of the County's unincorporated areas and its 31 municipalities in the event of a disaster. As previously mentioned, the City is also a member of the Disaster Housing Action Group (DHAG), a Broward County consortium of agencies, non -profits, and municipalities committed to providing pre and post disaster housing, improved coordination between localities and protecting the residents of Broward County. Support Below is Tamarac's portion of the County's Local Mitigation Plan; The City of Tamarac has been a CRS community since 1992. The City of Tamarac is currently a class 7. The City has designated the Building Ofcial/Director, Claudio Grande as the (Community Rating System) CRS Coordinator and the Assistant Building Official, Pat Richardson as Floodplain Manager CRS activities undertaken in the past 5 years include: ❑ We print and mail out to all our residents a Flood Protection Brochure twice a year where we explain to all property owners things to know such as, the National Flood Insurance Program, the Benefits of having Flood Insurance in each property, Flood Plain Development Permit Requirements, Flood Waming Systems and Flood Hazard Information. ❑ Provide copies of Elevation Certificates when available, and Make Flood Zone Determinations with the Special Flood Hazard Area Map. We continue to preserve approximately 1,134 acres in the Special Flood Hazard Areas as open space. ❑ We continue to enforce the requirements that all new buildings must be elevated above the crown of the road as shown in our City Ordinance. 11 ❑ The Public Works Department has a Drainage System Maintenance Program for the entire City. ❑ The Public Works Department provides site visits regarding Flooding, Drainage and Storm Water related problems in order to address any issues and correct them as required. ❑ We also have an Outreach Program to the Community thru Neighborhood Meetings, Homeowners Association meetings, and information in our Website to help and alert the residents and the business community about our Flood Programs. ❑ Resolution 2005-23 that adopts the Broward County Local Mitigation Strategy is updated on a yearly basis. The City of Tamarac current Floodplain Management Ordinance reflects the latest FIRM maps. As of May 2008 we have 15,557 number of flood policies. The last Community Assistance Visit was on April 19, 2005 at which time the Insurance Service Office, inc. found no violations or other program deficiencies. Additionally, and attached as part of the application is a Letter of Endorsement from Broward County's Local Mitigation Strategy Coordinator, Ralph Stone, Director of Housing Finance and Community Development Division. (Attachment 1) 5.0 Approach Justification and Budget Approach Justification 0 Wind Mitigation issue being addressed As a South Florida community, Tamarac experiences a higher potential for wind related disaster than other areas of the state. The State has concluded that wind mitigation has a cost benefit of 3.9 as shown in the Table on page six of this narrative application. Cost Benefit Hazard ($M) ($M) Benefit -cost ratio Wind 374 1,468 3.9 It has also already been determined by research that the overall benefit to mitigation is $4 for every $1 spent. Disaster Mitigation has been a priority for the City for several years and intends to continue to support disaster mitigation activities. 4- Previous Attempts The City has successfully administered Disaster Mitigation strategies for over three years. With the successful expenditure of $593,339.51 allocated through the DRI-2 Program which protected 38 properties in 2005 and the additional 12-14 specifically funded under State and Federal Disaster Mitigation activities the City is confident in their ability to continue to successfully administer additional funds. In addition to the specific Disaster Mitigation funds listed above, all other Home Rehabilitation funded properties also receive disaster mitigation measures as necessary. 12 i Chosen Method The City's current Disaster Mitigation activities provide complete protection. The scope of work for each property consists of: Storm shutters/impact resistant windows, upgrading exterior wall opening protections, upgrading exterior doors/sliding glass doors, improving the strength of the roof deck attachment, creating a secondary water barrier to prevent water intrusion, improving the survivability of the roof covering, bracing gable -ends in the roof covering, and reinforcing roof -to -wall connections_ These methods secure the property from wind intrusion. . upport The activities carried out by the City were implemented based on direction from the Department of Community Affairs under the DRI Programs. This way the City writes its scope of work is the suggested, and approved, method regulated by DCA based on their findings and research utilized when preparing the Disaster Recovery Initiative Program of 2005. This method has proven to be the best with regard to complete protection. Budget +S Proposed Budget As presented in the Application Form, page 3, the City intends to provide a 2:1 match with all RCMP funds going directly to disaster mitigation activities. The properties assisted with RCMP funds have already been indentified under the NSP program. The line items within the work specifications that fall under Disaster Mitigation will be funded with RCMP funds and all other home rehabilitation line items will be funded with NSP funds. To -date the average total contract cost per property is approximately $47,000. Of that, an average of $15,600 has been for disaster mitigation measures. With a RCMP grant of $100,000, - it is expected that 5-10 properties may be protected. The City's match for direct disaster mitigation is $190,000.00. Contractual Services in the amount of $5,000 will be paid for by the NSP Program and are being submitted as match since the Specification Writer is required to determine both the home rehabilitation needs as well as the disaster mitigations needs of the property. Each property cost $735.00 for the Specification Writer. In addition to the Specification writer, all properties have a Lead based paint Inspection completed to verify whether or not lead based paint is present. Each LBP Inspection cost $150,00, Administrative Expenses in the amount of $5,000 have also been included as match for the four staff members of the Housing Division who will be coordinating with the consultant and general contractors, processing invoices, and preparing reports for RCMP and NSP funds. Narrative Ex lanation The RCMP funds will fill the gap currently facing the NSP Program, Home Rehabilitation activity. The gap between the amount of NSP funds and the cost to complete the home rehabilitation/disaster mitigation activities for each 13 foreclosed property purchased under the NSP program is sufficient. Over fifty properties have been purchased and the extent of work necessary to provide a safe and affordable living environment has been exorbitant. RCMP funds that can allow the homeowners to protect their home are vital to the adequate completion of NSP properties undergoing home rehabilitation/disaster mitigation activities. Leveraging RCMP and NSP funds on each property will allow the City to retain its State and Federal funds to further protect non-NSP properties. Without RCMP funds, the City will have to borrow from its State and Federal housing grants to cover the disaster mitigation measures hindering the City from increasing the number of properties protected. 4, Justification of Line Items As explained above in the Proposed Budget section of this application, 100% of RCMP funds ($100,000.00) will go to disaster mitigation activities. There are only three line items on the City's RCMP Budget: Contractual Services, Administrative Expenses and Expenses. The Budget Table provided in the application demonstrates the City's commitment to utilizing RCMP toward services and the match is at 2.1. Contractual Services in the amount of $5,000 will be paid for by NSP and is being submitted as match. Contractual Services pays for the Specification Writer who determines both the home rehabilitation needs as well as the disaster mitigations needs of the property and to conduct a Lead Based Paint Inspection. Administrative Expenses in the amount of $5,000 have also been included as match for the four staff members of the Housing Division who will be coordinating with the consultant and general contractors, processing invoices, and preparing reports for RCMP and NSP funds 6.0 Match Amount and Supoortinq Documentation A resolution is attached confirming the City's commitment to this project and will be presented to the City Commission for approval upon their return from summer hiatus. (Attachment III) As a recipient of Neighborhood Stabilization Program (NSP) funds, attached please find the award letter from HUD. These NSP funds will be used to match the RCMP contribution on each property. In addition to the NSP Award letter, the City Manager has committed the 2.1 match to this project via his signature of the grant application. (Attachment IV) Match Funds As previously mentioned, Neighborhood Stabilization Program funds in the amount of $200,000.00 are being committed as match for the RCMP grant. RCMP funds will not act as match to any other program; however, may be reported as "other sources of funding utilized" when reporting to HUD under the NSP program. Other Funds The City may also utilize its CDBG, SHIP or HOME funds when providing home rehabilitation and disaster mitigation measures on a property which may also be 14 considered match if utilized. RCMP funds may be reported as "other sources of funding utilized" when reporting to HUD under the NSP program. 7.0 Applicant Ability Partici ant Ex erience The City of Tamarac and its Housing Division have an excellent track record for successfully administering all of its regular funded grants, Stimulus funded grants and emergency grants. On an annual basis, the City's regular formula grant allocations total approximately $1.2 million. In 2005 the City was allocated an additional $1.3 million for DRI Round 1 (Home Rehabilitation), and DRI Round 2 (Disaster Mitigation) programs funds. In 2008 the City received $4.7 million dollars under the NSP Program. Currently, all programs are open and running simultaneously. Additionally, the City meets its timeliness goals, has exceeded its projected number of units produced goals, and is leading in success of program implementation. Resumes/Certifications/Licenses: The primary partner in the Housing program with regard to disaster mitigation, planning and design is the Consultant Specification Writing firm Acai Associates Inc. Attached is their resume package and company profile (Attachment V), Certifications for the City's Lead Inspection Company is also attached as requested (Attachment VI). Job descriptions for the four positions within the Housing Division are attached (Attachment VII). Additionally, attached is the latest NSP Snapshot at the Miami Field Office level that shows how Tamarac is ranked in the top percentile in all categories (Attachment Vill). The City's NSP program has been featured several times in both the local newspapers and television stations for its success in implementing the program. Resource Availability The City's Housing Division normally consists of two full-time regular personnel; the Housing and Neighborhood Programs Manger and the Housing Coordinator. With the addition of NSP funds, two additional full-time temporary grant coordinators were hired in January 2009. Commencement of the project is immediate since the properties to be protected are already identified. Specification Writing is occurring currently and general contractor awarded per property is expected within 30 days. The Housing staff is the responsible agency for extracting disaster mitigation line items to be funded with RCMP funds and appropriate billing between the NSP and anticipated RCMP program funds. Coordination with Financial Services ensures proper reimbursement and accounting. The Housing Division currently administers five (5) different State and Federal grants, with two to five open fiscal year allocations under each grant. The City is fully prepared and able to incorporate the RCMP grant into its existing programs and processes. In addition to the Housing Division and Financial Services Department, the City has additional staff from the Code Enforcement Division and Building Department available to support the RCMP program. The Building Official has implemented "expedited permitting" for all permit applications processed under the City's Housing Program and a direct contact is available to the consultant and general contractors as needed. Tiebreaker The City of Tamarac is not in a Front Porch Community. 15 ATTACHMENT I PL 0 R 1 D A, �nv)ra►Inen ' . . �: Ptotie�fon �tl'�lcoWlh 114�atgnmdht�arime(iE Hvusin Ffnsv �* Ond Corrmmity pevelopnent OlWslon 11.Q.N F 6tr* 8k" 3001 Fort:LaW.WdWe; Fibdds.=1 • 964-357 Q0 • FAX,9W65.4+666. August !1!,, 2010 Jeffrey L. Miller pity Mona or, City of Tamarac 756 W`88 A enue Tamarac, FL 33321 Dear . Mr..""I r. SU8 tr dr+nrrt,—'iitiI:ntrulon littln::Pgram it is our understanding that : Drty of Tertiarao is appl,ying tdr n o ruder the Residahtl''aI Cogstru totr Mitig lw, Pirp'Q., i through tkie Florida blvision df, r9oncy Manpgernent to conduct a.8".dOh0W Mittget hn prcj t . It is a130 otlr wnd0ir tsnding that the grW.t �i'pplit-tic3r`I 'is: e5l i. g• for a letter, of endorsement, for the pro, t from the ,Br and Bounty Local Mitigation .Strategy coordi.ha#ori, This cotresprQriq he 1�rt11- Wfill •tit. r-Og;irernent Pleast ;a wised that tf .e..Gbunty tr rt l r supp..otts ttie clt�r`s appll`ca .on for funding: The city of Tam me. iritplerrtent d a con.. ti,%ugh the 1Hou ing. Finance an+d Community Development Dlvisinn under the Disaster Recovery Initiatives (DRI) p%gram an'd their performance was;,exert lary. The City sut ssfaMy encumbered the. entire $693,339.51 DRI.;Supplemental contract and is leading the Miami Field Office's NSP grantees in commitment of funds. Both of these programs consist of Home Rehabilitation which includes Disaster Mitigation activities such as exterior retrofitting, hardening and protection. If you have any questions or require additional information please .contact. rm at 954- 357-53ae. Sincerely,: Ralph Stone, Director BrOwWd:County. SOW 0iCOnt 0prnratf"A"t, . fur' C�Nii�bthger •..MQitln,O.:.Jspahti;.•;A1Frrt C :Joti�s ICets Ks�meMoAf� l imw. f�thn.•h�i £; tRodblmm: Jn LK+k6 Waudrr. ATTACHMENT II CITY OF TAMARAC QUALIFIED GENERAL CONTRACTOR LIST ACCESS BUILDERS Edward Cancio 4748 SW 74th Avenue Miami, FL 33155 Phone: 305-666-6604 Cell M 786-295-0859 Fax #: 305-267-6917 E-Mail'ep-cando0bellsoulh, net Aurelio Cell: 305-978-9922 CONNER INDUSTRIES, INC. Ginny Conner 160 SW 5th Court Pompano Beach, FL 33060 Phone: 954-564-7026 Cell M Fax #: 954-564-8938 E-Mail: ginnvftoonnercrew; corn DELMAR CONSTRUCTION, INC. Delroy Wilson 5401 NW 102 Avenue Sunrise, FL 33351 Phone: 954-742-5857 Cell #: 954-415-3659 Fax #: 954-742-5973 E-Mail: 4delmarbb.011south.net EAST COAST CONTRACTORS Edward Rega 2280 NW 33rd Court Pompano Beach, FL 33069 Phone : 954-935-9536 Cell #: 954-295-4930 Fax #: 954-935-9546 E-Mail: e r 04 1,com Sandra E-Mail: easkrebaol.cam Vendor #: 5948 Duns #: 146-608-260 Fed ID# 66-1110842 Vendor #: 7677 Duns #: 176-833-101 Fed IDS es-osoms Vendor #: 5044 Duns #: 791438-162 Fed IID# 6"78336 Vendor #. 3885 Duns #: 798-670-800 Fed ID# wo136943 JAMES JOYCE CONSTRUCTION COPRPORATION James Joyce Vendor #: 3862 600 W. Las Olas Blvd #907 Fort Lauderdale, FL 33312 Duns M 033.943.789 Phone: 954-533-2672 Fed lD# 66-0603396 Cell #: 954-444-1301 Fax #: 954-533-2734 E-Mail: iovcecdRool.com LINEAR CONSTRUCTION, INC. John King 10630 SW 23rd Court Davie, FL 33324 Phone : 954-452-9607 Cell #: 954-288-8675 Fax #: 954-452-9607 E-Mail: ldd ad (Mao l . com Vendor #: 62" Duns M 604-042.239 Fed ID# s6-mieso SOLID BUILDERS CONSTRUCTION CO. Christopher Keltx Vendor #: 6247 911 NW 109 Avenue # 109 Pembroke Pines, FL 33029 Duns #: 096-066-022 Phone: 954-433-7990 Fed ID# 60-0017737 Cell #: Fax #: 954-433-9656 E-Mail: solidbuildersQUel[south.n TOMMIE B. BUTTS JR. ENTERPRISES Tommie B. Butts 3635 NW 19th Street Lauderdale Lakes, FL 33311 Phone : 954-735-9826 Cell #: 954-394-1411 Fax #: 954-735-9759 E-Mail: thbutts'r@yahoo.com Vendor #: 2981 Duns #: 846638308 Fed ID# 65-0769959 TWENTY SECOND CENTURY ROOFING William Ruffin Vendor #: 6245 P.O. BOX 120487 Ft. Lauderdale, FL 33312 Duns #: Phone: 954-709-0471 Fed ID# 20-0040973 Cell #: Fax #: 954-533-8952 E-Mail: fmbfmb9hbotmafl.com WHYTE-WAY CONSTRUCTION, INC. Michael Whyte 3651 NW 28th Court Fort Lauderdale, FL 33311 Phone: 954-739-4112 Cell #: 954-732-1888 Fax #: 954-739-8211 E-Mail: wh1dewav0hotmail_com Vendor #: 5953 Duns #: 169-346-751 Fed ID# 664670910 GENERAL SPECIFICATION WRITER ACAI ASSOCIATES, INC Vendor # 2937 W. Cypress Creek Rd., Suite 200 Ft. Lauderdale, FL 33309 Phone: 954-484-4000 Duns#: Fax: 954-484-5588 Fed ID#: Contact: Cindy Baldwin, Principal E-Mail: cbaldwinftacaiwodd.com Aft Contact: Rafael Harold George BARRIER FREE SPECIFICATION WRITER HOUSING AND ASSISTNE TECHNOLOGY, INC Beth Kofsky Vendor #: 5943 80 NE 40th ST (rear) Miami, FL 33137 Duns #: 016-960-323 Phone: 305-572-9005 Fed ID# Cell #: 305-608-0692 Fax #: 305-572-9008 E-Mail: kofskvb@bellsouth.net hatfl0bellsouth.net OTHER CONTRACTORS CHMM, INC Kathryn Pascale 1605 SW 17th AVE Fort Lauderdale, FL 33312 Phone : 954-524-3910 Fax * 954-522-8927 E-Mail: lode0chmminc.com Richard Calay Appraiser Phone: 954-965-8264 Fax #: 954-965-9323 E-Mail: EcAlayg.1hotmail.com Lead Based Paint Inspector Vendor #: 6584 Duna #: 074-040.467 Fed ID# Appraisor Vendor #: 6662 Duns #: 050-943-674 Fed ID# ATTACHMENT III Temp. Reso. #_ Page 1 August 10, 2010 CITY OF TAMARAC, FLORIDA RESOLUTION NO. R-2010 - A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF TAMARAC, FLORIDA APPROVING AND AUTHORIZING THE APPROPRIATE CITY OFFICIALS TO SUBMIT AN APPLICATION TO THE FLORIDA DIVISION OF EMERGENCY MANAGEMENT FOR RESIDENTIAL CONSTRUCTION MITIGATION PROGRAM GRANT FUNDS TO IMPROVE STORM RESISTANCE OF RESIDENCES IN THE CITY OF TAMARAC IN THE AMOUNT OF $100,000 PROVIDING FOR A 2:1 MATCH IN LOCAL FUNDS IN THE AMOUNT OF $200,000 IN THE EVENT OF APPROVAL OF THE APPLICATION; PROVIDING FOR ACCEPTANCE OF THE AWARD AND EXECUTING OF DOCUMENTS UPON APPROVAL OF THE APPLICATION; PROVIDING FOR CONFLICTS; PROVIDING FOR SEVERABILITY; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, the City of Tamarac is a Community Development Block Grant ("CDBG") entitlement community; and WHEREAS, the Florida Division of Emergency Management, Residential Construction Mitigation program provides grant funds for projects serving to improve wind resistance of residences and mobile homes; and WHEREAS, the City of Tamarac Community Development Department provides a housing assistance program to its residents for storm mitigation through its CDBG Annual Action Plan and the CDBG Neighborhood Stabilization Program; and WHEREAS, the City desires to expand the funding available for this program to provide increased assistance for storm mitigation for Tamarac residences; and Temp. Reso. #_ Page 2 August 10, 2010 WHEREAS, it is a requirement of the grant program that this Resolution be adopted and become an official part of the application; and WHEREAS, the Assistant City Manager and the Director of Community Development recommend approval; and WHEREAS, the City Commission of the City of Tamarac deems it to be in the best interest of the citizens and residents of the City of Tamarac to submit an application to the Florida Division of Emergency Management for Residential Construction Mitigation Program funds to improve wind resistance of residences in the City of Tamarac in the amount of $100,000 providing for a two -to -one match in local funds in the amount of $200,000 in the event of approval of the application. A copy of said application form is attached hereto as Exhibit A and is incorporated herein by this reference. NOW THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF TAMARAC, FLORIDA that: Section 1: That the foregoing "WHEREAS" clauses are hereby ratified and confirmed as being true and correct and are hereby made a specific part of this Resolution. Section 2: The appropriate City Officials are HEREBY authorized to submit a Residential Construction Mitigation Program grant application in the amount of $100,000 to the Florida Division of Emergency Management providing for a two -to -one match in local funds in the amount of $200,000 in the event of approval of the Temp. Reso. #_ Page 3 August 10, 2010 application. A copy of said application form is attached hereto as Exhibit A and is incorporated herein by this reference. Section 3: Upon approval of the application, the appropriate City officials are HEREBY authorized to accept the award and execute the necessary documents following legal review and approval. Section 4: Upon approval of the grant award, an appropriation for the receipt and expenditure for this grant and any matching funds will be included in a budget amendment for Fiscal Year 2011 pursuant to F.S. 166.241(2). Section 5: All Resolutions or parts of Resolutions in conflict herewith are HEREBY repealed to the extent of such conflict. Section : If any clause, section, other part or application of this Resolution is held by any court of competent jurisdiction to be unconstitutional or invalid, in part or in application, it shall not affect the validity of the remaining portion or applications of this Resolution. f Temp. Reso. # Page 4 August 10, 2010 Section 7: This Resolution shall become effective immediately upon its passage and adoption. PASSED, ADOPTED AND APPROVED this day of , 2010. BETH TALABISCO MAYOR ATTEST: MARION SWENSON, CMG CITY CLERK I HEREBY CERTIFY that I have approved this Resolution as to form. SAMUEL S. GOREN CITY ATTORNEY ..�, �.� ..,- � -�-L ATTACHMENT IV t ry MENTo+ NIc U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT. r `, / I x WASHINGTON, DC 20410-70DO 94twoew�� ASSISTANT SECRETARY FOR COMMUNITY PLANNING AM DEVELOPMENT CITY OF TAMAFtAC The Honorable Beth Flansbaum-Talabisco CITY COMMISSION Mayor City of Tamarac MAR 2 3 2004 7525 NW 88th Ave. Tamarac, FL 33321 RECEIVED Dear Mayor Flansbaum-ralabisco. On behalf of Secretary Shaun Donovan, I am pleased to inform you that the Department is approving your jurisdiction's action plan amendment for Neighborhood Stabilization Program (NSP) funding and is awarding $4,772,218 for the City of Tamarac. The Housing and Economic Recovery Act of 2008 (HERA), enacted on July 30, 2008, established the NSP and appropriated $3.92 billion to be distributed to states and local governments to address the effects of abandoned and foreclosed properties in the nation's communities. The Department announced NSP funding allocations on September 26, 2008, and action plan amendments were due not later than December 1, 2008. The Neighborhood Stabilization Program is a component of the long-standing Community Development Block Grant (CDBG) program. The program generally follows CDBG program requirements except as modified by HERA or by HUD to expedite use of NSP funds. Please refer to the October 6, 2008, Federal Register notice for NSP operating guidance. The NSP grant agreement will be sent under separate cover to the agency designated as administrator of your jurisdiction's program. Please note that this letter does not represent the point of obligation for NSP funding; execution of the forthcoming grant agreement will be the point of obligation and will trigger the 18 month period in which the NSP funds must be used. The Department is pleased to partner with you in implementing this new program and will continue to provide extensive support and guidance to you and other NSP grantees_ I suggest that you continually visit the NSP website at www.hud.g-oy/nsR for information and updates. Sincerely, Nelson R. Breg6n General Deputy Assistant Secretary www.hud.gov espanol.hud.gov A �Y.AEMrop va � b a U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT WASHJNGT )N, DC 20410-7000 o � ASSISTANT SECRETARY FOR �� � A COMMUNITY PLANNING AND DEVELOPMENT 9 2009 CITY OF TAAAARAC The Honorable Beth Flansbaum-Talabisco CITY COMMISSION Mayor City of Tamarac MAR 2 3 2009 7525 NW 88th Ave. Tamarac, FL 33321 RECEIVED Dear Mayor Flansbaum-Talabisco: On behalf of Secretary Shaun Donovan, I am pleased to inform you that the Department is approving your jurisdiction's action plan amendment for Neighborhood Stabilization Program (NSF) funding and is awarding $4,772,218 for the City of Tamarac. The Housing and Economic Recovery Act of 2008 a- ERA), enacted on July 30, 2008, established the NSP and appropriated $3.92 billion to be distributed to states and local governments to address the effects of abandoned and foreclosed properties in the nation's communities. The Department announced NSP funding allocations on September 26, 2008, and action plan amendments were due not later than December 1, ZOOS. The Neighborhood Stabilization Program is a component of the long-standing Community Development Block Grant (CDBG) program. The program generally follows CDBG program requirements except as modified by HERA or by HUD to expedite use of NSP funds. Please refer to the October 6, 2008, .Federal Register notice for NSP operating guidance. The NSP grant agreement will be sent under separate cover to the agency designated as administrator of your jurisdiction's program. Please note that this letter does not represent the point of obligation for NSP funding; execution of the forthcoming grant agreement will be the point of obligation and will trigger the 18 month period in which the NSP funds must be used. The Department is pleased to partner with you in implementing this new program and will continue to provide extensive support and guidance to you and other NSP grantees. I suggest that you continually visit the NSP website at www.hud. og v/nsp for information and updates. Sincerely, Nelson R. Breg6n., General Deputy Assistant Secretary www.hud.gov espanol.hud.gov �,►� "`"'`� U. Department of Housing and Urban Dove, :Went Atlanta Region, Miami Field Office `,M,rre,P`r Brickell Plaza Federal Building 969 SE First Avenue, Rm. 500 Miami, FL 33131-3042 FUNDING APPROVAL AND GRANT AGREEMENT FOR NEIGHBORHOOD STABILIZATION PROGRAM (NSP) FUNDS AS AUTHORIZED AND APPROPRIATED UNDER THE HOUSING AND ECONOMIC RECOVERY ACT OF 2008 (PUBLIC LAW 110.269, JULY 30, 2008) NSP GRANTEE: City of Tamarac, Florida NSP GRANT NUMBER; 848-MN-12.0028 NSP GRANT AMOUNT: $4,772,218 NSP APPROVAL DATE: 0319109 This Grant Agreement between the Department of Housing and Urban Development (HUD) and C4 of Tamarac, Florida (Grantee) is made pursuant to the authority of sections 2301 — 2304 of the Housing and Economic Recovery Act of 2008 (Public Law 110.289 (July 30, 2008)) (HERA). The program established pursuant to section 2301-2304 is known as the "Neighborhood Stabilization Program" or "NSP:' The Notice of Allocations, Application Procedures, Regulatory Waivers Granted to and Altemative Requirements for Redevelopment of Abandoned and Foreclosed Homes Under the Housing and Economic Recovery Act, 2008 published at 73 FR 58330 (October 6, 2008) (Notice); HERA; the Grantee's submission for NSP assistance (Grantee Submission); the HUD regulations at 24 CFR Part 570 (as modified by the Notice and as now in effect and as may be amended from time to time) (Regulations); and this Funding Approval, including any special conditions, constitute part of the Grant Agreement. Subject to the provisions of this Grant Agreement, HUD will make NSP Grant Funds in the amount of $4,772,218 available to the Grantee upon execution of this Grant Agreement by the parties. The Grantee shall have 18 Months from the date of HUD's execution of this Grant Agreement to obligate the NSP Grant Amount pursuant to the requirements of HERA and the Notice. The Grantee shall have 48 months from the date of HUD's execution of this Grant Agreement to expend the NSP Grant Amount pursuant to the requirements of the Notice. The NSP Grant Funds may be used to pay eligible costs arising from eligible uses incurred after the NSP Approval Date provided the activities to which such costs are related are carried out in compliance with all applicable requirements. Pre -award planning and general administrative costs may not be paid with funding assistance except as permitted in the Notice; the Notice limits such costs to those incurred on or after September 29, 2008. Other pre -award costs may not be paid with funding assistance except as permitted by 24 CFR 570.200(h); for purposes of NSP, such costs are limited to those incurred on or after the date that the NSP substantial amendment was received by HUD. HUD's mission is to increase homeownership, support community development and increase access to affordable houdngfree from discrimination. www.hud.gov erpanoLhud.gov The Grantee agrees to assume all of the responsibilities for environmental review, decision making, and actions, as specified and required in regulations issued by the Secretary pursuant to Section 104(g) of Title I of the Housing and Community Development Act, as amended (42 U.S.C. 5304) and published in 24 CFR Part 58. The Grantee further acknowledges its responsibility for adherence to the Grant Agreement by sub -recipient entities to which it makes funding assistance hereunder available. This Grant Agreement may be amended only with the prior written approval of HUD. In considering proposed amendments to this Grant Agreement, HUD shall review, among other things, whether the amendment is otherwise consistent with HERA, the Notice, and the Regulations. The Grantee may amend its Grantee Submission; however, such amendments, including substantial amendments as defined in 24 CFR Part 91, will be subject to the requirements of 24 CFR Part 91(or any successor regulation) and any revisions HUD may make to the Notice (or any successor Notice or regulation), The Grantee shall at all times maintain an up-to-date copy of Its Grantee Submission, including all amendments approved by HUD, on its Internet website as required by the Notice. Further, the Grantee shall maintain information on all drawdown's, deposits, and expenditures of grant funds and program income under this Funding Approval and Grant Agreement and any other records required by 24 CFR 570.506, in its fifes and shall make such information available for audit or inspection by duly authorized representatives of HUD, HUD's Office of the Inspector General, or the Comptroller General of the United States. The Grantee shall submit information on performance measurement as established by the Secretary for activities undertaken with NSP grant funds. The Grantee is advised that providing false, fictitious or misleading information with respect to NSP Grant Funds may result in criminal, civil or administrative prosecution under 18 USC §1001,18 USC §1343, 31 USC §3729, 31 USC §3801 or another applicable statute. Close-out of this grant shall be subject to the provisions of 24 CFR 570.509 or such close-out instructions as may hereafter be issued by HUD specifically for NSP grants. Special Conditions are attached to this agreement. This NSP Grant Agreement is binding with respect to HUD in accordance with its terms upon the execution by HUD in the space provided above, subject to execution on behalf of the Grantee. The United States Department of Housing and Urban Development Signature of Authorized Olf Maria Rosa, Orfiz-ill Name of Authorized Official Director_CPD Division Title of Authorized Official -� le2 F) 0 Date of ignatu For HUD CFO Use Only The Grantee [City of Tamarac, FL] Signa of Authorized Official Mime of Ai rthodAd Offrial .641 YZ/h/�� Title o(Authorkfed Offidial D to of Signature Grantee Tax Identification Number Current Balances Increases/Decreases Ending Balance Date internal HUD Distribution: identification Linea: j:/fpm/Controlled Correspondence/ FUNDING APPROVAL AND GRANT AGREEMENT FOR NEIGHBORHOOD STABILIZATION PROGRAM (NSP) FUNDS AS AUTHORIZED AND APPROPRIATED UNDER THE HOUSING AND ECONOMIC RECOVERY ACT OF 2008 (PUBLIC LAW 110.289, JULY 30, 2008) NSP GRANTEE: City of Tamarac, Florida NSP GRANT NUMBER: B-08-MN-12-0028 NSP GRANT AMOUNT: $4,772,218 NSP APPROVAL DATE:[(03119109 Correspondence Code Originator 4DD Concurrence Concurrence Concurrence Concurrence Concurrence Name Bald M. Muscarella Ann Chavis Maria Rosa, Ortiz -Frill Date 03/19/09 Offmial Record Copy U.S. Department of Housing and Urban Deveropmem ronn null- 11.7.1 kv uva j Previous edition is obsolete. 4 I: Special Conditions to Funding Approval and Grant Agreement For Neighborhood Stabilization Program (NSP) Funds as Authorized and Appropriated by under the Housing and Economic Recovery Act of 2008 (Public Law 110-289, July 30, 2008) NSP Grantee: City of Tamarac NSP Grant Number B-08-MN-12-0028 NSP Grant Amount: $4,772,218.00 NSP Approval Date: March 19, 2009 Special Conditions: 1. Pursuant to 24 CFR 85.12 (a)(3), a special condition applies to this Grant Agreement due to the size of the NSP Grant Amount relative to your 2008 CDBG grant. Within 60 days of the date HUD signed this grant agreement, the Grantee must submit a management plan that describes how it has determined that it possesses adequate staff and other resources necessary to administer NSP grant funds. If the Grantee fails to submit this plan within 60 days, HUD may thereafter withhold authority to incur additional obligations of NSP Grant Funds. 4 ATTACHMENT V `_- -....... ' 'ƒ\ . ������,�»,d � 1. Staffing experience .. 2. Specification experience I ACA| Residential experience 4. Licenses i ✓ 4t ; 1.. 1 ::4:' v'l•.:r �•.t �::.• :: Following are the Key Team Members that will work with you in delivering this project. All individuals are highly qualified and have extensive experience in Construction Management, Specification Writing services and Architectural Design. Principal In Charge: Spec Writer: Project Manager: Asst. Project Manager: Construction Manager: Project Architect: Adolfo J. Cotilla, AIA George Hohmann, AIA Cindy Baldwin, CGC, LEED AP Rafael Oranday, LEED AP Charles Wilson, CGC Don Wilkin, AIA Proposed team members are available and committed to this project. Their level of involvement will be relative to their respective roles and the specific scope of services required for each assignment. With a staff of over 25 employees, ACAi has the available resources to use additional personnel as needed to ensure the project is delivered in a timely manner. These individuals may be used to support as needed. - Project Support (Technical and Office Support Personnel) Architects 4 General Contractors 4 Registered Builder 1 Interior Designers 1 Project Managers 7 Job Captains 2 Production 4 Administration 2 � y ` Y}� t ♦ G h' r 1 4 4 1 n-��.k�"�i h 4ir.�h F F) { ,'4,.s5.::-S 1 } �: ♦�: �� '-, .j`L, ) f IL 1• F Y TAMARAC, L, :� }r _ ,.,fit i:,:. ,.. .,, ,t ... S•. .. .. .. .. .. .., ....{ .. ,._�, ...,..,,.. Adolfo J. Cotilla, Jr., AIA, CGC EDUCATION: Masters of Fine Arts in Architecture, University of Florida REGISTRATION: Florida Registered Architect License #8011; Florida Certified General Contractor License #CGC010769; Puerto Rico Architect License #19882; Certified Energy Auditor & Technical Assistance Analyst PROFESSIONAL: Adolfo Cotilla has over 29 years of diverse experience in the field of Architecture. As President of ACAI, Mr. Cotilla oversees the management of all assignments for which he is responsible and maintains direct contact with Clients throughout the project duration. George H. Hohmann, AIA EDUCATION: Bachelor of Architecture, Washington University REGISTRATION: Florida Registered Architect No. 8448; Missouri Registered Architect, 1962; NCARB Registered Architect, 1970 EXPERIENCE: George H. Hohmann has over 45 years of architectural experience and has served as Project Manager, Senior Project Manager and Principal -in -Charge on a multitude of projects. His responsibilities have included such areas as construction administration, design, spec writing, site plan approvals, permitting, construction documents and master planning. In addition, Mr. Hohmann has participated in several design / build projects for a variety of governmental and private sector clients. l } 2 kill Ty r f Cindy Baldwin, CGC, LEED AP EDUCATION: Bachelor of Science in Communications, University of Miami REGISTRATION: Florida Certified General Contractor license CGC # 1515626; USGBC LEED® Accredited Professional EXPERIENCE: Cindy W. Baldwin has over 16 years of diverse experience in the A/E/C industry. As a Principal with the Firm, Mrs. Baldwin assumes responsibility for owner relationships to ensure that the highest level of satisfaction is achieved through fair and equitable treatment of all participants while providing leadership and direction to all functional areas of the organization to ensure project success. 1 .. .... ..i� n.. ..t . ...� ...��1. ..�._. Y, ..- .. .. .Y.. ... .. �... ...,. Rafael Oranday, LEER AP EDUCATION New York University School of Professional Studies Certificate of Completion in Drafting -1994 REGISTRATIONS: Certified New York University —Permit and Certified Occupancy Processor-2003; Certified New York University NYC Building Code-2002; USGBC LEED10 Accredited Professional EXPERIENCE: Mr. Oranday has over 10 years of experience in the design and construction profession. His experience is diverse and includes pre -design, design and post services for public, residential and not - for -profit organizations. Rafael is certified in permitting and is extremely proficient in South Florida building codes and standards. BROWARD COUNTY HURRICANE WILMA REPAIRS In the aftermath of Hurricane Wilma, the County made emergency selection of three design professionals In order to aid in the rebuilding process of the buildings damaged due to the hurricane. ALAI was one of the selected firms to assist with damage assessment, design and construction management services to the many County facilities impacted. Currently ACA1 has completed work at the following locations: • BSO North Jail • NW Branch Library • 19th Street Mental Health Facilities r North Broward Detention . Vinnette Carrol Theaters . BSO Stockade r engineering roofing consutttng construction management acai FXE - AIR RESCUE FIRE FIGHTING FACILITY & ECC Phase I of this project contained the Airport's Administration Complex, including the City's Police Substation. Phase 11 is the Air Rescue Fire Fighting Facility (ARFF). The ARFF is a consolidation of the city's multiple Fire Fighting activities under one roof. Housed in 24,000 sq. ft. of space the facility includes apparatus area, the City's west Emergency Operations Center, and Fire and Rescue Training Facilities. The two story structure contains fire department related offices, kitchen facilities, and sleeping quarters for 12 firefighters. The facility has been designed to handle airport runway emergencies as well as landside and City fire emergencies and is serviced by an emergency generator to prevent any disruption of service to the com- munity. engineering roofing consulting construction management acal BALTIMORE ORIOLES STADIUM Following Hurricane Wilma, ALAI provided Damage Assessment of the stadium and surrounding facility through field observation and testing. After the Assessment was completed, coordination of required repairs began, ACAI was responsible for the design work, as well as manag- ing the completion of repair work. The project scope included inspections of all complex roof decks for damage and water intrusion. Testing was done on areas in question . and repairs made as necessary. In addition, ACAI was responsible for the initial visual inspections, coor- dination of testing and design documents for applicable permits and construction. Periodic inspections were made to ensure work was implemented correctly. • engineering roofing consulting construction management acai construction architecture I IC:FNSES AND CERTIFICATES (`. ��II I'n�-, �i'._., :,k.• h)re�Nria+��.at'�?.�'u; �j-'c _ 1-'ti"'r,. i i. 1. v LIN iR 16 engineering roofing cansutting construction management acai construction architecture LICENSES AND CERTIFICATES ORDWAPW VaUNTY LOCAL J*&mWAL J rPAMSFS% 6E4 01 MM 13U5I-wM9 e5pak20 TfV&A%uPjPT wVTrlfic;C 11PLA"D k. Ap. 0, i 10" L=,ALA n 3tagy anor Uv ACAl A69sociatl6s. I he engineering rooting consulting construction management a c ai LICENSES AND CERTIFICATES Mw. ra., Wf" Sri .1 rs .tea A.. M HER: M ®Mm amone construction architecturel engineering roofing consulting construction management ac ai ACAI'S DISASTER ASSISTANCE PROGRAMS architecture engineering In 2006 following the dedicated response of architects to domestic disasters, as well as the international mission to assist in areas affected by the South Asian tsunami, or comprehensive deployment of resources in the aftermath of Hurricane Katrina, the American Institute of Architects adopted the implementation of the AIA Disaster Assistance Comprehensive Response System (CRS) as a proactive investment to ensure that the Institute, its members, components, and their communi- ties, are prepared to survive disasters and are properly positioned to response to disasters along federal, state, and local authorities. ACAI follows these standards. Page 1 The need for a disaster assessment begins with some type of incident within your community which requires an emergency response to assist the public in protecting life and property. These Natural Disasters include: • Earthquakes, landslides, mudslides, • Floods, heavy rains, flash flooding, ground saturation Hurricanes and tropical storms • Severe storms -wind, rain, lightning, hail • Severe winter weather -snow, ice, freezing weather • Storm and tidal surges, tsunamis • Tornadoes • Volcanoes • Wildfires, heat and drought As Architects, Engineers and General Contractors, ACAI is equipped with unique skills to help communities recover from disasters. These skills include: • assessing the safety of damages to the built environment • working in their reconstruction • exploring the standards that guarantee built safety • facilitate the long term recovery of a neighborhood One of the ways to assess the safety of our client's properties, is through a Preliminary Damage Assessment (PDA). When a PDA is needed and the program activated, a response team with one lead contact person is assembled, volunteers contacted, location of command center provided and special needs broadcast. Each member will be assigned a specific job from a list of responsibilities that includes field evaluation work; connecting with local, state, and federal officials; "Good Samaritan" on -site consultations; and press outreach. Our Assessment Team leaders organize and mobilize architects, engineers and inspectors to the disaster area. They establish contact with state & local components and organize assessment teams to assist local building inspectors & other design professionals to review structural safety. Our Assessment Team leaders manage Response Teams which are field teams going to each structure and evaluating the damages. These teams will determine the perimeter. Their Information forms are returned to the Disaster Assessment Command Center. Administrative Assistants at the Disaster Assessment Command Center will review, add information (missing addresses, owner, property valuations, etc.) and compile the forms turned "cr>'waeffq architecture engineering roofing consulting construction management ACAI'S DISASTER ASSISTANCE PROGRAMS architecture . engineering Page 2 in from the field. The areas are mapped on a large area map to chart the path and identify areas yet to be Inspected. When all the information is in and the evaluations complete then the information is assembled into a report. The focus of the rapid disaster assessment is on safety and habitability. Its purpose is to provide information on: The extent of damage: rural vs. city, critical care facilities, businesses, damage, injuries, deaths,evacuations, etc. The type of damage: homes, apartments, mobile homes, agriculture, infrastructure, communications, utilities, etc. The impact on the community: deaths, injuries, search & rescue, unemployment, disruption of services, no available housing, etc. ACAI's Preliminary Damage Assessments follow the national AIA standards and work with all mobilized organizations and governments to assess building structures. Typically buildings are assessed three ways- Inspected and safe for occupancy; restricted use; and unsafe. After the inspection, color coded cards are used to identify structures that have been inspected by licensed professionals At ACAI, we understand that Disaster Response typically occurs In three Stages. Emergency: The first response, it relies on quick action and involves providing emergency shelter, medical assistance, food, and other such services. This stage can last two to three weeks. Relief: Short-term housing, health services, and employment counseling are provided. Formal assessment of damage begins with examinations of buildings, including analysis of historic properties and other structures. This stage may last up to six months. Recovery: This stage is characterized by rebuilding, with an emphasis on long-term comprehensive planning to enhance the physical fabric of the community. Regulatory changes may be necessary to mitigate the effect of future disasters. This period may last three years or more. As licensed building experts -architects, engineers, builders, and others-ACAI has been called in to assist in evaluating post -disaster conditions and later to help in restoring a com- munity. Founded in 1985, ACAI is an award -winning, full -service architecture firm with Florida offices in Broward, Miami -Dade and Palm Beach Counties and is a leading multi- discipline business with licensed architects, engineers, general contractors and State of California Govemor's office of Emergency Services Safety Assessment professionals. As design professionals ACAI believes that a reconstruction/redevelopment program can envision a positive and imaginative recovery opportunity since local and state officials need to make long-term decisions that will affect and may even significantly alter the built environ- ment. The silver lining of a disaster is the opportunity to remedy underperforming aspects of a city and our mission is to visually and verbally articulate a positive potential future. architecture engineering roofing consulting construction management aead pta.'" d ae'4 IACAI'S DISASTER ASSISTANCE PROGRAMS architecture engineering Page 3 Every community must focus on critical infrastructure rebuilding and recovery efforts after a time of disaster. One of Florida's most common disaster situation is a Hurricane. Most of the communities affected find the ability to manage the rebuilding process complex and challenging. ACAI's experience with Hurricane Damage Repair Work is extensive and we have the team in place to help you through this process. Our extensive experience in the A/E/C industry spans every level of county, state and federal governmental agencies and private concerns. Most recently, after Hurricane's Katrina and Wilma, ACAI was called on to assist government and private sector clients with the tasks of rebuilding their communities. ACAI was selected by Broward County under a Master Contract to aid in the re -building process of facilities damaged. Projects have included damage assessments at multiple County fa- cilities and repair work at the following locations: BSO Jail, BSO Stockade; Northwest Branch Library; Vinnette Carrol Theaters; 19th Street Mental Health Facilities; and the North Broward Detention Center. ACAI was also selected by the Baltimore Orioles to provide damage assessments, design and project oversight to the repairs of the City of Fort Lauderdale's Stadium and Baltimore Orioles previous training facility. In addition, in the aftermath of Hurricane Andrew, the State of Florida found the 400,000 s.f. State Farmers' Market in Florida City to be completely devastated and selected ACAI to head a Fast Track Design and Construction Program to re- build the facility in 65 days -- in order to meet harvest needs. Using the CIVIC con- struction method, this Fast Tracked project was delivered in 57 days, exactly one week ahead of schedule and In time for the harvest. Services were provided in Partnered Format and included Master Planning, Architecture/Engineering, Pro- gramming, Value Engineering and Post Design Services concurrently to construc- tion, shop drawing review, as -built drawing preparation, full time construction inspections and A/E consultation services. In order to meet the stringent sched- ule, ACAI maintained a fully staffed field office and conducted multiple contractor/ vendor/sub-coordination meetings, in addition to the weekly Owner's meetings. Then in 2005, ACAI was once again selected by the State of Florida's Department of Agriculture and Consumer Affairs to assess damages to two additional struc- tures during Hurricane Wilma. These buildings were not included in the original work. A phase one Assessment and Recommendation report illustrating the existing conditions and proposed repairs was completed and submitted to the State of Florida. The project is currently awaiting FEMA funding and approval. On many other projects, ACAI has served as planners, architect, engineers and construction manager assisting in assessing a building structural integrity and designing east effective and timely solutions to secure immediate opera- tions of said facilities planning for future growth and facility improvements. Pease find attached our Firm Profile for your review. architecture engineering roofing consulting construction management ce&d44U" dad jwoep 4fae4 ivoe6ft)k I FIRM PROFILE architecture • engineering Page 9 ACAI was founded in 1986, offering a wide range of services including planning, archi- tecture, engineering, landscape architecture and construction management. ACAI has provided services on virtually all types of projects. Our design work runs the gamut from master plans for universities and industrial complexes to design through Construction Administration (CA) services for medical, educational, residential, industrial and com- mercial facilities. Our engineering work has focused on roofing consulting, including investigation, reports and recommendations, design of re -roofing and new roofing, specs, cost estimates and CA. ACAI believes that good architecture is the physical manifestation of good ideas. We strive to create facilities that reflect a unique synthesis of their mission, functional purpose and, appropriately, express the spirit and personality of their ownership. Our commitment as skilled advisors to our client remains as it has been in the past -- answering needs with creative ideas, innovative solutions and well -executed, professional services. Professional Services ARCHITECTURE, DESIGN and MORE ACAI offers a full range of services: Planning, Programming and Design Alternative Studies, Design Criteria, Design Development and Schematic Design, Pre -construction, Alternative Project Delivery, Construction Management, Landscape Design and Program Management Services. SUSTAINABLE DESIGN A member of the US Green Building Council, ACAI is firmly committed to "green design." We believe that designing with the environment in mind enhances our design opportunities and adds value to the project. Our buildings focus on the reuse of materials, minimizing waste and economizing energy usage through passive and active means. MASTER PLANNING: URBAN, CAMPUS, SITE AND CPTED PLANNING Rapid population growth, the expansion of urban areas and the need to foresee future space usage underscores the need for planning experts. Multi -use facilities, large campuses and industrial, commercial sites are looking to provide their users with strategically planned sites and facilities that not only meet their current requirements, but also allow for future expansions and renovations. Crime Prevention Through Environmental Design (CPTED) is an integral part of all of our design work. Nava Southeastern Unhwsity - Health Profesalon6 Division Davis, Florida RENOVATIONS Renovation projects have long been a core business for ACAI, and our repeat clients give testament to our ability in this area of work. Renovations can range from simple projects involving no more than an added partition to complex assignments involving interior demolition, re -design and construction of facilities while day -today functions are main- tained. Much of our renovation work has come from Continuing Services contracts, such as those we have held with various school districts, the South Florida Water Management District, the Federal Government (e.g., through the VA, GSA, the Department of Defense) and the State of Florida's Department of Management Services. architecture engineering roofing consulting construction management ceLet�aa,CGrc� ,aril #0640 4zeA A100 I FIRM PROFILE architecture • engineering Page 2 FACILITIES MANAGEMENT, INTERIORS AND TENANT IMPROVEMENTS This portion of our practice includes implementing services tailored to each client's needs. We have considerable experience managing "build to suit" and "infill" projects, many of which have involved scheduling activities while the facility remains in use. When our services include interior design, we offer a complete package with schedules for color, finish selection and furnishing specifications. ADA REVIEW AND RETROFIT DESIGN Since the implementation of Federal ADA requirements, countless clients have needed to review their facilities for compliance. Our reviews involve thorough reconnaissance, measurement and review of existing conditions; report and recommendations; design alternatives; construction documentation;. and specifications for bidding. The review of Life Safety Code issues to ensure that existing facilities are in compliance is also a standard procedure in all reno- vation projects. Miami. Florida ROOF CONSULTING AND ROOFING DESIGN SERVICES ACAI has more than 2 million square feet of roofing design experience. We have experience with specific involvement in all types of membranes and sys- tems: Coal tar pitch, modified BITUMEN, built-up asphaltic, single -ply rubber- ized membrane, standing -seam metal and liquid applied. Most on -site work is phased in order to work around day-to-day operations and minimize interuption of building users. ACAI is a member of the Roofing Consultants Institute (RCI) and the NRCA (National Roofing Contractors Association). Our projects include work for Palm Beach, Broward and Miami -Dade Counties, public school dis- tricts, the State of Florida, Broward and Palm Beach Counties, Broward College, GSA, the North Broward Hospital District, Nova Southeastern University, American Airlines Arena, and many others. Proiect Manaaement Servic ACAI has a wide range of experience managing projects on behalf of our clients. Our approach to each project is to examine the client's goals, budget and projected sche-dule at project start- up in order to ascertain how best to fulfill these objectives. Once the project is underway, ACAI's Project Manager reviews progress on a weekly basis, ensuring that each project is receiving the quality service it deserves. ACAI believes that proactive management is critical to each project's successful completion. SCHEDULING ACAI has many years of experience managing multiple projects concurrently, and has successfully managed Continuing Services as well as Single Service Contracts. Each of our Project Managers participates in a weekly Manager's meeting at which time each projects status and requirements are discussed. In order to ensure that all current project assignments are delivered on time, ACAI prepares a detailed schedule so that all team members and clients are fully apprised of progress and decision requirements. All design decisions, regulatory agency reviews, approvals and document preparation milestones are scheduled so that design and con- struction activities can proceed uninterrupted in a logical sequence. The schedule for each pro-ject is regularly updated to stay current with project objectives. architecture engineering roofing consuiting construction management aelae�tatcrc� asod peoe*$; 46C4 I architecture . engineering FIRM PROFILE Page 3 COST CONTROL ACAI strives to provide our clients with the best quality product at the best price. The basic tenet of the firm's cost controls is that cost expertise is an integral part of the design team's skill -- a proactive, rather than reactive process. Most of the critical decisions affecting project cost are made in the early stages of design. For this reason, ACAI conducts cost -comparison studies at every phase as design moves from concept through its various evolutionary stages. Value engineering options are entertained prior to the completion of construction documents to assure the best qual- ity product, at the lowest cost to the client. ACAI's low -bid to -estimate range has historically been less than 2.5%, reflecting care and accuracy in cost estimating and design. This approach to cost control has positively contributed toward lowering construction costs, improving design effi- ciency and accelerating a project's schedule without sacrifi-cing our client's objectives. Pr ' live hods Our projects often involve one or a combination of the following delivery methods: CONSTRUCTION MANAGEMENT ACAI has been involved in many successful CM and CM at Risk projects, ranging in size from simple interiors to complex multiple building facilities. FAST TRACK Often linked to CM projects, this process involves the concurrent phasing of design, bidding and construction activities to facilitate a compressed design and construction phase. This is especially useful in approaching larger projects and rebuilding/repair projects, as it allows the architect and the contractor to frontload the scheduling of specific tasks that normally would have to wait until the entire design and bid process is completed. ACAI has significant project experience with this type of delivery system, including the $40 million NSU Health Professions Division Campus and the State of Florida's Florida City Farmers' Market. PARTNERING Partnering is a process that emphasizes communication, teamwork and cooperation between all the "players" on a project team. A partnering meeting is held, team -building exercises are undertaken, and a Project Charter is written and signed. Partnering has held unprecedented and documented success nationwide, and is endorsed .by the AIA, the AGC, the ACEC and the Department of Transportation in many states. This project delivery process has been used by the Army Corps of Engineers since 1988. DESIGN -BUILD Teaming up architects/engineers and contractors provides the client with a single point of management responsibility from the outset. The design -build approach creates a climate of cooperation that results In delivery of a quality prod- uct at the lowest cost. architecture engineering roofing consulfing construction management arcd #040,4 44 architecture . engineering FIRM PROFILE Pwe 4 tom titer -Aid d Design and Draftin The incorporation of traditional design/drafting techniques with the latest advances in 3D modeling and animation, computer renderings, CAD drawings, with Building Infiormation Modeling and document management impart a great- er level of accuracy in each ACAI project -- and better service to our clients. Cutting -edge equipment is utilized throughout the design process to provide each project with greater efficiency, imagination and success. Most recently, the use of Building Information Modeling (BIM) software has been preferred. BIM is used to explore a project's key physical and functional characteristics digitally before its built, greatly reducing conflicts and streamlining the construction process. As an added value to the Owner, BIM contributes to the life -cycle of the building as it can be used as a facility management tool when the project is completed. CONTRACT DOCUMENTS Complete construction documents, including specifications, are developed for each project. These are issued accord- ing to the project's schedule for submittals prior to the bid. BID During the bid process, the Project Manager coordinates with the client the issuing of any information needed by Contractors prior to bid, reviews the construction budget estimate, and reviews the contractor's bids to help award the construction contract. AGAI's QC/QA Program is part of the firm's Total Quality Management approach to its projects (a copy of the Program is available upon request) and entails the review of do-cuments at pre -established phases of development to ensure that all plans and documents conform to client standards and criteria and are void of errors and omissions, within the bounds of Standard of Care established for the industry. QC/QA begins with an internal "start-up" meeting involving all key project individuals. The scope of services, tasks, budgetary review and project accountability procedures are reviewed, along with the project schedule, for each phase of the project. Independent reviews of documentation are performed at pre -determined points in the progress of the project (e.g., schematic design, design development and construction document phases) and require the completion of a checklist and evaluation of all drawings and specifications. Each consultant on the ALAI team is involved in the QC/QA review, and their documentation for the project is reviewed for coordination and completeness. When the QC/QA program has been completed, a QC/QA sign -off document is then executed and retained in the project files. Contract Administration Recognizing that the construction phase is critical to successful project management, ACAI maintains carefully docu- mented records, including meeting minutes, logs for RFIs, COs, shop drawings, submittals, etc., to keep all parties abreast of current developments. A projecfs designated Contract Administrator (CA) reviews the construction do- cuments prior to the pre -construction meeting and visits the construction site regularly to monitor construction prog- ress and answer the contractor's questions. The CA keeps the client abreast of construction progress and answers the contractor's questions, issues a punch list and verifies completion of the project. Our services include a one-year post -occupancy walk-through to review project issues after the user -group is in place and prior to the expiration of warranties and construction management delivery for especially challenging projects, celet�sat�e� arWWecture engineering roofing consulting construction management aawd pe"+c p "cd )kwleoft)k I architecture - engineering Awards FIRM PROFILE Page 5 • "2010 Best Place to Work" - ZWEIGWHITE "2010" Design Excellence Award presented by the American School and University in recognition of Educational Interior Design Excellence — NSU SEC's. "2010 Finalist, Best Place to Work"- South Florida Business Journal "2010 TOP100 Minority Business" - Greater Miami Chamber of Commerce "2009 Hot Firm% ZWEIGWHITE "2009 Best Place to Work% ZWEIGWHITE "2009 Honoree, Business of the Year'- South Florida Business Journal "2009 Finalist, Best Place to Work% South Florida Business Journal "2008 Hot Firm"- ZWEIGWHITE • "2008 Business of the Year" - South Florida Business Journal • "2008 Finalist, Best Place to Work"- South Florida Business Journal • "2005 Finalist, Business of the Year" - South Florida Business Journal "2004 Finalist, Business of the Year" - South Florida Business Journal 1994/1995 "100 Fastest Growing Hispanic Firms!'- Hispanic Business Magazine 1998 Design Excellence Award presented by the American School and University in recognition of Educational Interior Design Excellence — NSU HPD. ACAI's solid reputation is well-earned for a simple reason -- to every project, we bring unrivaled passion, integrity, innovation, resourcefulness, clarity, budget adherence, a "customer -first" focus _.. and an unabashed love of design. A track record of consistently creating responsible design solutions and economically effective projects for its clients helped earn ACAI the distinction of being named as one of the nation's fastest growing Hispanic -owned companies (1994 and 1995, by Hispanic Business Magazine). ACAI also has been a multi -year (2004-05) selection by the South Florida Business Journal as "Top Architectural Firm". Further awards and recognitions include a prestigious Design Excellence Award presented by the American School and University in recognition of Educational Interior Design Excellence for the ACAI-designed Nova Southeastern University Health Professions Division Campus in Davie, Florida and again this year for NSU's Student Education Centers. In 2008, the South Florida Business Journal recognized ACAI as Business of the Year in its category of architecture, engineering and construction firms. ACAI was also named a finalist in the SFBJ's Best Places to Work competition. In addition, ACAI has been awarded the prestigious award of being named as a 2008 Hot Firm. An award presented by ZWEIGWHITE for progressive -thinking architecture, engineering, and environmental firm leaders from around the country and Canada - recognizing the 200 fastest -growing firms and the top growing firms by size and by type of work. In 2009, ACAI was once again named a "Hot Firm" and also a "Best Place to Work" firm by ZWEIGWHITE. In addition, the South Florida Business Journal once again recognized ACAI as an honoree for "Business of the Year" and a final- ist of the "Best Place to Work" awards. This year has also started out as an award winning year. "The Year of the Repeat", ACAI has once again been recog- nized by the South Florida Business Journal as a finalist for "Best Place to Work", "Best Architecture Firms To Work For" nation-wide by Zweig White, and was also awarded another prestigious Design Excellence Award by the American School and University in recognition of Educational Interiors Outstanding Designs for the Interior Renovations of the ACAI-designed Nova Southeastern University Student Education Centers throughout the State of Florida. In addition, ACAI was named'TOP100 Minority Business" by the Greater Miami Chamber of Commerce and has made the 2010 "Inc." Magazine 5000 list of the fastest -growing private companies in America. reGe6aettdec� architecture engineering roofing consulting construction management aced 94%6*9, 4*64 ATTACHMENT Vl- � � � g 0 A & d E [ q � � d : $� Dgo 'N Z �\� � IV � Z] roll I! n f ta A ta "NOR I M A 1-1 PRO tat 04M Fra*:SAUNDERS & TAYLOR VMS 9547792448 07t1312010 12:21 0267 F.0011001 ACORD CERTIFICATE OF LIABILITY INSURANCE DAM I" ;"'M rltacl►ezN Sa4ndeR 6 Taylor Insuwrlr.+, Inc. 1800 SeWhaaat 3rd A nua euPoe B Pt Landardmis VIL 33316 THIS CISKIVICAN IS 011M AS TTLR tM INRtI TION ONLY AND CONFERS NO ROWS UPON THIS CgtT�ATE MOLDER THIS CEATII'ICATK DON MtY"I' EXTIO OR A T BY INSURERS AFFORDING COVERAGE � >• weuao Koorm L PoscaaM CWAK Inc leas S.W.17th Avarwa Fort Lauderdale FL 38E12 A: Knovance American ins. Co. YME POLIO[ A OF 1NtTiJmom uMD SELOW HAVE WW WVJM TO '114 PoLIA 0 NMafTD AWA FOR TW POLICY P2FWP INDIOM10. NOTWRHlIWNDWO ANY REpUIRaMWr. TEAM OR CONDMON OR AW CONTNA&r Oft OTHER DOCUMENT VINT14 t4WKCT 70 WHEN THIS CLWW"TE MILY 0 IaBUts'Q OR MAY PERTAM6 TitE INit1AMCE AMOItDEO aY THE POLI M DE SCRARD NEON A SUSACT TO ALL THE TMAL EXCLLrd RM AND CONpT" OF JR)CH P01. N& AOORT:AATS LAWS *OWN ti1AY ItA11E EEEN "RIM MY PAD CW Wli. VWXYMINNIM La11Yi A X w1ELWIF xcwL� um am Ll cum wm Lx J DCCLa1 ECC1010078+1$ OMI12010 OON1/8011 1 0 000 r OOS 1000 0 L LWITA PO L. Y = AW ALL OWNW AYTOi 80"WULEDAUrm MREDAtIIOs WN01NNW ALTOS - - • 4EI sQLELIMIT S 1OOLV I .My 1PTtfimm) d 6= ( : pRD pA%W9 f r L4"f" 10tT AUTO nyyt-Kam Aum vrur. 2 UTY ODCcit 'LAW)AW tlEallaTIB1E i TIbR1�1i COMPiNMA'ntlN ATM1 tTIM�L011a111aP W WL" �L -mm u rr>rcd6T uxcw - 1 A tnHER Contracbm Palrllutlon Ua tmv Pr�rhlutinnaal Li ECC40100T60S E 7b1007800 Cldm& Ills Oait01t2010 060IMiO 06tOV2011 08tD1tm11 Each Occurmnoo $1,000,000 E&W co U.000.000 DilOMPTrDN a7P vPERAT16r1E/LOCAT10111r (rpNCLli f AMCL1Iil01MA0RiOsr 111OOW{ii1NT I IIMcT1L PROYtiltltl! POW Bidding and Iniamation Purpce Only OIIOULOANTDFTM MWi01aCMMPOLICUNCUCKLWKMM7"IFE 1P111ATM DATK TWWOP, THE M11M161M>tlpW WU EIOMAVM TO YAM. 10DAYS NTWM NUUM 70TN1 081TTIWATI!WXX 11 WRI&M TTITNE Ui-T, WTPALOM TO 0010 1plMLi ■r= W ORLMM710M OR LiWLM OF ANY MW LIFGM THE WOUP L TTi mmys an 1111rHd1�FT1EFRMit9iITATIYM ATTACHMENT VI CITY OF TAMARAC, FLORIDA JOB DESCRIPTION, March 2010 JOB TITLE: HOUSING AND NEIGHBORHOOD PROGRAMS MANAGER COMMUNITY DEVELOPMENT DEPARTMENT GENERAL STATEMENT OF JOB This is advanced professional, administrative and supervisory work managing a major program, or coordinating related aspects of multiple programs, related to housing and neighborhood programs.. Work requires responsibility for planning, coordinating, implementing, monitoring and maintaining one of more housing and/or neighborhood programs and supervising the activities of professional, technical and/or support staff. Employee receives administrative direction, but has broad latitude for exercising initiative and independent judgment in the performance of work assignments.. Reports to the Director of Community Development. SPECIFIC DUTIES AND RESPONSIBILITIES ESSENTIAL JOB FUNCTIONS: Prepares the State Housing Initiative Program (SHIP) for Florida Housing Finance Corporation Grant Funds. Manages for compliance the SHIP Grants that are awarded to the Community Development Department, preparing all necessary documents and reports. Prepares the Community Development Block Grants (CDBG) for Department of Housing and Urban Development Grant Funds. Manages for compliance the CDBG Grants that are awarded to the Community Development Department, preparing all necessary documents and reports. Prepares the Home Investment Partnership Program (HOME) Grants for Department of Housing and Urban Development Grant Funds. Manages for compliance the HOME Grants that are awarded to the Community Development Department, preparing all necessary documents and reports. Conducts neighborhood meetings promoting the Neighborhood Partnership Program, and works closely with homeowner associations and residents to identify and plan projects to be funded through neighborhood grants. Reviews grant applications and assist communities to implement neighborhood projects. Reports monthly to Broward County on HOME activity as required being an Entitlement Community through the Department of Housing and Urban Development. Prepares emergency and other types of grant applications such as: Disaster Relief and Neighborhood Stabilization grants that may be awarded to the Community Development Department, preparing all necessary documents and reports. Reviews the work of subordinates for completeness and accuracy, plans, conducts, or arranges for appropriate training of subordinates as needed: evaluates performance; and makes recommendations regarding transfers, terminations, and disciplinary actions Responsible for policy development and implementation of housing and neighborhood programs. Takes the lead role in the planning, formulating, modifying and implementing specific programs designed to fulfill the city's housing and neighborhood programs goals and objectives. W HOUSING AND NEIGHBORHOOD PROGRAMS MANAGER, COMMUNITY DEVELOPMENT Develops administrative procedures governing the assigned programs. Develops and prepares all documents, including strategic plans, required to support program funding. Collects and synthesizes data required for completion of policy documents, RFP's and City Commission agenda items. Develops and monitors contracts for assigned program areas and monitors grantee performance pursuant to same. Directs the application process for the Housing Program, which includes all funds administered by the Division. Provides information, technical assistance and coordination of efforts to those desiring to participate in the City's housing program. Assists with pre -development activities such as review of cost and feasibility analysis for affordable housing projects. Prepares a comprehensive array of correspondence and reports and submits same in compliance with federal and state requirements. Conducts training workshops for potential applicants for any funds administered, and responds to requests for information regarding City housing programs. Assimilates current state and federal regulations pertaining to housing into the City's housing program and ensures that federal and state statutory requirements are met for programs administered. Updates policies and procedures for housing programs as state and/or federal regulations require. Develops and maintains systems to capture sources for housing grants and/or loans, Including the qualifications and related regulations and local agencies Involved wlth affordable housing projects Interacts with a variety of groups and individuals in the performance of daily job functions, including City Manager, members of the City Commission, department heads, union representatives, City employees, applicants, City Attorney, the public, and outside jurisdictional agencies. Provides secretarial and clerical support for the Department's Housing Program. Operates and maintains a variety of office machinery, including computer, typewriter, calculator and telephone. Performs related work as required. MINIMUM TRAINING AND EXPERIENCE Graduation from an accredited four-year college or university with a Bachelor's degree in urban planning, housing, business or public administration, finance, sociology, or a related field and five years of professional experience that includes neighborhood programs , housing, community or urban planning, real estate, or an equivalent combination of training and experience. MINIMUM QUALIFICATIONS OR STANDARDS REQ1JIRED TO PERFORM ESSENTIAL JOB FUNCTIONS PP yliral Reguirements: Must be physically able to operate a variety of automated office machines and equipment which includes vehicles, computer, two-way radio, copier, facsimile machine, microfilm viewer, camera, tape recorder, telephone, etc. Must be able to exert up to ten pounds of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull or otherwise move objects. Physical work is in excess of sedentary job: must stoop, kneel, crouch and crawl, climb and balance, walk or stand for long periods of time during field inspections. Must be able to lift/carry weights of twenty pounds. -2- i HOUSING AND NEIGHBORHOOD PROGRAMS MANAGER, COMMUNITY DEVELOPMENT i Data Conception: Requires the ability to compare and/or judge the readily observable, functional, structural or compositional characteristics (whether similar to or divergent from obvious standards) of data, people or things. Interpersonal Communication: Requires the ability of speaking and/or signaling people to convey or exchange information. Includes receiving and giving assignments and/or directions. Lanauaae Ability, Requires the ability to read a variety of codes, deeds, procedures manuals, complaint forms, notices, ADA manuals, City maps, zoning maps, computer manuals, union contracts, dictionary, etc. Requires the ability to enter data into computer and prepare reports, correspondence, etc., with proper format, punctuation, spelling and grammar, using all parts of speech. Must be able to speak with poise, voice control and confidence and to articulate information to others. Intelilaence: Requires the ability to apply principles of logical thinking to define problems, collect data, establish facts and draw valid conclusions; to apply principles of influence systems in public education efforts and in the supervision of staff; to make independent judgments in the absence of supervisor; to acquire knowledge of topics related to primary occupation. Must have the ability to comprehend and interpret received information. Verbal Aptitude: Requires the ability to record and deliver information, to explain procedures, to Five and follow oral and written instructions. Must be able to communicate effectively and efficiently in a variety of technical and/or professional languages including legal, construction, computer, accounting, electrical, mechanical and others used within the department. Numerical A : Requires the ability to add and subtract totals, to multiply and divide, to determine percentages and decimals, to use practical applications of algebra, trigonometry and statistics. Form/SpatialAptitude: Requires the ability to inspect items for proper length, width and shape. Motor Coon! n: Requires the ability to coordinate hands and eyes rapidly and accurately in using automated office equipment and communications machinery. Requires the ability to operate motor vehicles. Manual Dexterity: Requires the ability to handle a variety of items including office equipment, control knobs, switches, etc. Must have minimal levels of eye/hand/foot coordination. Color Dls n: Requires the ability to differentiate between colors and shades of color. Intemerrsonal Temperament: Requires the ability to deal with people beyond giving and receiving instructions. Must be adaptable to performing under minimal levels of stress when confronted with an emergency or deadline. Physical Communication,: Requires the ability to talk and/or hear: (talking: expressing or exchanging ideas by means of spoken words; hearing: perceiving nature of sounds by ear). Must be able to hear and understand communications through a telephone. PERFORMANCE INDICATORS owl d : Has thorough knowledge of the methods, procedures and policies of the Community Development Department and City as they pertain to the performance of duties of the Housing and Neighborhood Programs Manager. Is knowledgeable in the laws, ordinances, standards and regulations pertaining to the specific duties and responsibilities of the position. Is -3- HOUSING AND NEIGHBORHOOD PROGRAMS MANAGER, COMMUNITY DEVELOPMENT able to ensure departmental compliance with all laws and regulations through effective supervision. Is able to conduct inspections and investigations and to follow-up with appropriate action and paperwork. Has reasonable knowledge of the organization of the Community Development Department and of related departments and agencies. Knows how to plan, organize and direct a code enforcement and clerical staff. Is able to perform employee evaluations and to make recommendations based on results. Knows how to apply supervisory and managerial concepts and principles. Has the ability to offer training and assistance to co-workers and employees of other departments as required. Has the ability to offer instruction and advice to subordinates regarding departmental policies, methods and regulations. Has the ability to use independent judgment as needed in performing routine and non -routine tasks. Is able to take the initiative to complete the duties of the position without the need of direct supervision. Is able to read and interpret codes, deeds, procedures manuals, complaint forms, notices, ADA manuals, City maps, zoning maps, computer manuals, union contracts, etc. Requires the ability to enter data into computer and prepare reports, correspondence and related materials pertaining to the responsibilities of the job. Knows how to prepare technical reports, ordinances and resolutions. Has comprehensive knowledge of the terminology and various professional languages used within the department. Has considerable knowledge of the functions and interrelationships of City and other governmental agencies. Knows how to maintain effective relationships with personnel of other departments, professionals and members of the public through contact and cooperation. Knows how to react calmly and quickly in emergency situations. Knows how to make public presentations. Has skill in the use of computers, office machinery and code enforcement tools. Is able to compile, organize and utilize various financial information necessary in the preparation of the division budget, and knows how to prepare and monitor the budget. uali Work: Maintains high standards of accuracy in exercising duties and responsibilities. Exercises immediate remedial action to correct any quality deficiencies that -occur in areas of responsibility. Maintains high quality communication and interaction with all City departments and divisions, co-workers and the public. Quantity of Work: Performs described "Specific Duties and Responsibilities" and related assignments efficiently and effectively in order to produce quantity of work which consistently meets standards and expectations of the City. 21g:2n&bilit3: Assumes responsibility for completing assigned work. Completes assigned work within deadlines in accordance with directives, City policy, standards and prescribed procedures. Remains accountable to assigned responsibilities in the technical, human and conceptual areas. Attendance: Attends and remains at work regularly and adheres to City policies and procedures regarding absences and tardiness. Provides adequate notice to higher management with respect to vacation time and time -off requests. Initiative and, Enthusiasm: Maintains an enthusiastic, self-reliant and self-starting approach to meet job responsibilities and accountabilities. Strives to anticipate work to be done and initiates proper and acceptable direction for the completion of work with a minimum of supervision and instruction. Judament: Exercises analytical judgment in areas of responsibility. Identifies problems or situations as they occur and specifies decision objectives. Identifies or assists in identifying alternative solutions to problems or situations. Implements decisions in accordance with prescribed and effective policies and procedures and with a minimum of errors. Seeks expert or experienced advice where appropriate and researches problems, situations and alternatives before exercising judgment. Cooperation: Accepts supervisory instruction and direction and strives to meet the goals and objectives of same. Questions such instruction and direction when clarification of results or -4- HOUSING AND NEIGHBORHOOD PROGRAMS MANAGER, COMMUNITY DEVELOPMENT consequences are justified, i.e., poor communications, variance with City policy or procedures, etc. Offers suggestions and recommendations to encourage and improve cooperation between all staff persons and departments within the City. Relationships with Others: Shares knowledge with managers, supervisors and staff for mutual and City benefit. Contributes to maintaining high morale among all City employees. Develops and maintains cooperative and courteous relationships with department employees, staffers and managers in other departments, representatives from organizations, and the public so as to maintain good will toward the City and to project a good City image. Tactfully and effectively handles requests, suggestions and complaints from other departments and persons in order to maintain good will within the City. Emphasizes the importance of maintaining a positive image within the City. Interacts effectively with higher management, professionals and the public. Coordination of Work: Plans and organizes daily work routine. Establishes priorities for the completion of work in accordance with sound time -management methodology. Avoids duplication of effort. Estimates expected time of completion of elements of work and establishes a personal schedule accordingly. Attends required meetings, planning sessions and discussions on time. Implements work activity in accordance with priorities and estimated schedules. Safety and Housekeeping: Adheres to all safety and housekeeping standards established by the City and various regulatory agencies. Sees that the standards are not violated. Maintains a clean and orderly workplace. Planning: Plans, directs and uses information effectively In order to enhance activities and production of the department. Knows and understands the expectations of the City regarding the activities of the department and works to see that these expectations are met. Designs and formulates ways, means, and timing to achieve the goals and objectives of the department and the City. Within constraints of City policy, formulates appropriate strategy and tactics for achieving departmental and City objectives. Effectively and efficiently organizes, arranges and allocates manpower, financial and other designated resources to achieve the goals and objectives of the department and the City. Organizing: Organizes work and that of subordinate staff well. Ensures that staff members know what results are expected of them and that they are regularly and appropriately Informed of all City and department matters affecting them and/or of concern to them. affin : Works with the Human Resources Department, and upper management where appropriate, to select and recommend employment of personnel for the department who are qualified both technically and philosophically to meet the needs of the department and the City. Personally directs the development and training of department personnel ensuring that they are properly inducted, oriented and trained. Leading: Provides a work environment, which encourages clear and open communications. Has a clear and comprehensive understanding of the principles of effective leadership and how such principles are to be applied. Provides adequate feedback to staff so they know whether their performance levels are satisfactory. Commends and rewards employees for outstanding performance yet does not hesitate to take disciplinary action when necessary. Exercises enthusiasm in influencing and guiding others toward the achievement of City goals and objectives. Controlling: Provides a work environment, which is orderly and controlled. Coordinates, audits, and controls manpower and financial resources efficiently and effectively. Coordinates, audits, and controls the utilization of materials and equipment efficiently and effectively. Has a clear and comprehensive understanding of City standards, methods and procedures. !� HOUSING AND NEIGHBORHOOD PROGRAMS MANAGER, COMMUNITY DEVELOPMENT goals, Delegatln9: Assigns Buttes to staff as necessary and/or appropriate to meet department enhance staff abilities, build confidence on the job and assists staff members in personal growth. Has confidence in staff to meet new or additional expectations. Dectelon-Making: Uses discretion and judgment in developing and implementing courses of action affecting the department. When a particular policy, procedure or strategy does not foster the desired result, moves decisively and explicitly to develop and implement alternatives. Creativity: Regularly seeks new and Improved methodologies, policies and procedures for enhancing the effectiveness of department and City. Employs imagination and creativity in the application of duties and responsibilities. Is not adverse to change. Human Relationg: Strives to develop and maintain good rapport with all staff members. Listens to and considers their suggestions and complaints and responds appropriately. Maintains the respect and loyalty of staff. Policy Implementation: Has a clear and comprehensive understanding of City policies regarding the department and City function. Adheres to those policies in the discharge of duties and responsibilities and ensures the same from subordinate staff. Policy Formulation: Keeps abreast of changes in operating philosophies and policies of the City and continually reviews department policies to ensure that any changes in City philosophy or practice are appropriately incorporated. Also understands the relationship between operating policies and practices and department morale and performance. Works to see that established policies enhance same. Portlification: I certify that I have read the above job description, understand the essential job functions, minimum qualifications and performance indicators. I also certify that to the best of my knowledge, I am able to perform the essential job functions with or without accommodation, possess the minimum qualifications and can meet the minimum requirements of the performance indicators. Applicant Date -6- CITY OF TAMARAC, FLORIDA JOB DESCRIPTION JUNE 2010 JOB TITLE: OFFICE COORDINATOR — HOUSING AND NEIGHBORHOOD PROGRAMS DEPARTMENT OF COMMUNITY DEVELOPMENT GENERAL STATEMENT OF JOB Under occasional supervision provides secretarial and clerical support to the Community Development Department to help ensure the accurate and timely operations of the department. Provides administrative, clerical, and public services support to the U.S. Department of Housing & Urban Development— Community Development Block Grant (CDBG), Home Investment Partnership Program (HOME), the Florida State Housing Initiatives Partnership (SHIP) Grant Programs, and any additional interim or emergency assistance programs as released by various government sources such as: Disaster Recovery Initiative (DRI) grant, Supplemental DRI grant, and Neighborhood Stabilization Program (NSP) grant. Answers telephone greet visitors, maintains files, types correspondence and reports, and performs other duties to ensure the efficient operation of the department. Reports to the Housing and Neighborhood Programs Manager. SPECIFIC DUTIES AND RESPONSIBILITIES ESSENTIAL JOB FUNCTIONS Provides secretarial and clerical support for the Community Development Department, with particular emphasis on Housing and Neighborhood Programs. Provides administrative support to Planning and Zoning Division, as assigned Types and proofreads a variety of documents, resolutions, ordinances, RFPs, letters, memos, technical reports, charts and other materials as required. Duplicates and distributes quantities of materials as needed and appropriate. Maintains comprehensive records of housing activities, statistical, financial and planning information. Assists in the development and application of loan applications. Responsible forgathering and compiling relevant information and documents from loan applicants in support of their loan application. Prepares and maintains loan application files. Responsible for requesting proper inspections, tests, or property verifications required by the various funding sources. Maintains current information relating to the sources of housing grants or loans, state and federal regulations overseeing the housing programs and other related regulations. Researches loan application information, using available resources including the Internet, Public Records and verification of financial information as provided on the loan application. Assists in annual preparation of Community Development Block Grants (CDBG) for Department of Housing and Urban Development Grant Funds and HOME. Assist in the compliance of the CDBG Grants that are awarded to the Community Development Department, by preparing all necessary documents and reports. Assists in the gathering of pertinent documentation for the completion of the annual Local Housing Assistance Plan (LHAP) specifiying how the City intends to utilize grant funds and ensuring compliance. Assists in the gathering of pertinent information required for the submission of the Consolidated Annual OFFICE COORDINATOR, COMMUNITY DEVELOPMENT DEPARTMENT Performance Evaluation Report (CAPER) required at the end of each funding year documenting specific use of funds by activity as to the numbers served household demographics involved. Maintains comprehensive records of housing assistance applicants, file documentation, and certification requirements for submission to Broward County Housing for reimbursement. Provides and gathers information as required by U.S. Department of Housing and Urban Development (HUD) for data reporting of loan recipients as to demographics and household information. Assists in the compilation of information, prepares reports, Ordinances, Resolutions, grant applications, agendas, agreements, and other documents as directed. Prepares documents for housing rehabilitation bids by qualified general contractors, coordinating the solicitation for bids on housing rehabilitation projects. Responsible for data entry of invoicing requests by contractors, sub -grantees, and other program related vendors for payment of services. Assist sub -grantees in proper documentation and qualification requirements to receive program benefits. Answers telephone, responds to requests for information, and directs calls to appropriate staff. Prepares invoices for processing. Coordinates the signing of all Recapture Documents of housing rehabilitation clients. Performs a variety of clerical duties including copying, collating, filing, figuring simple calculations, filling out forms. Interacts and communicates with a variety of groups and individuals including Community Development personnel, City Department Heads and employees, and the public when required. Operates a variety of office equipment in the performance of daily responsibilities, including a computer, printer, scanner, typewriter, copiers, facsimile machine, adding machine, labeler, transcription equipment, and two-way radio. Prepares, distributes and files notices, letters and memos; drafts ordinances and records information on case history forms on daily basis. Assists and supports with all aspects of Neighborhood Programs and others departmental activities. Assists other departments requiring inspection advice or action pertaining to Housing programs, as required. Interacts and consults with a variety of individuals and groups in the performance of job responsibilities, including City personnel, City Attorney, business owners, commercial property owners, code officers, state and county agencies, representatives of other municipalities, County Sheriffs office, the Florida League of Cities, and the public. Assists with special projects as assigned Performs other related duties as required. MINIMUM TRAINING AND EXPERIENCE Requires high schooi diploma supplemented by at least three (3) years of progressively responsible K OFFICE COORDINATOR, COMMUNITY DEVELOPMENT DEPARTMENT experience in an administrative support or secretarial position, or an equivalent combination of training and experience that provides the required knowledge, skills and abilities. Must demonstrate proficiency in computer software applications through the completion of a skills assessment exercise. MINIMUM QUALIFICATIONS OR STANDARDS REQUIRED TO PERFORM ESSENTIAL JOB+UNCTIONS PhY$lcal Requirements: Must be physically able to operate a variety of automated office machines and equipment including computer, typewriters, copiers, telephone, etc. Must be able to exert up to five pounds of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull or otherwise move objects. Sedentary work involves sitting most of the time, but may involve walking or standing for brief periods of time. Must be able to lift/carry weights of up to ten pounds. Data Conception: Requires the ability to compare and/or judge the readily observable, functional, structural or compositional characteristics (whether similar to or divergent from obvious standards) of data, people or things. InteMgrson@l Communication: Requires the ability of speaking and/or signaling people to convey or exchange information. Includes receiving assignments and/or directions from supervisors. Language Ability: Requires the ability to read a variety of policy and procedures manuals, computer manuals, dictionaries, maps, purchase requisitions, etc. Requires the ability to enter data into computer and prepare reports, correspondence, etc., with proper format, punctuation, spelling and grammar, using all parts of speech. Must be able to speak with poise, voice control and confidence and to articulate information to others. Intelligence: Requires the ability to apply principles of rational systems to solve practical problems and deal with a variety of concrete variables; to interpret a variety of instructions furnished in written, oral or schedule form; to make independent judgments in routine conditions; to acquire knowledge of topics related to primary occupation. Must have the ability to comprehend and interpret received information. Verbal Aptitude: Requires the ability to record and deliver Information, to explain procedures, to follow oral and written instructions. Must be able to communicate effectively and efficiently in a varietyof technical and/or professional languages used within the parameters of the job. Numerical Aptitude: Must be able to add and subtract totals, multiply and divide, determine percentages and decimals; to determine time. Form/ atial Aptitude: Requires the ability to inspect items for proper length, width and shape, and visually read various information. Motor oordination: Requires the ability to coordinate hands and eyes rapidly and accurately in using automated office equipment and communications machinery. Manual Dexterity: Requires the ability to handle a variety of Items including computer keyboards, office equipment, control knobs, switches, etc. Must have minimal levels of eye/hand/foot coordination. Color Discrimination: Does not require the ability to differentiate between colors and shades of color. Interpersonal Temperament: Requires the ability to deal with people beyond receiving instructions. Must be 3 i OFFICE COORDINATOR, COMMUNITY DEVELOPMENT DEPARTMENT adaptable to performing under minimal levels of stress when confronted with an emergency or tight deadline. Physical Communication: Requires the ability to talk and/or hear: (talking: expressing or exchanging ideas by means of spoken words; hearing: perceiving nature of sounds by ear). Must be able to hear and understand communications through a telephone. PERFORMANCE INDICATOR5 Knowledue of Job: Is knowledgeable In the methods, policies and procedures of the department pertaining to specific duties of the Office Coordinator. Is knowledgeable in the standards and regulations pertaining to the specific duties and responsibilities of the position. Has comprehensive knowledge of the computer and other technical terminology used within the department. Is able to prepare records, reports and correspondence. Is able to use independent judgment in performing routine tasks. Knows how to perform duties in a courteous manner and with the utmost integrity in the best interest of the public. Is able to communicate effectively with a variety of public and private groups as prescribed. Is skilled in applying a responsible attention to detail as necessary in preparing reports, records, forms and correspondence. Is able to read and Interpret procedures manuals, correspondence and other materials pertaining to the responsibilities of the job. Is capable of working under stressful conditions as required. Has the mathematical ability to handle required calculations. Has the ability to plan, organize and prioritize daily assignments and work activities. Has the ability to comprehend, interpret and apply regulations, procedures and related Information. Is able to offer assistance to fellow employees as necessary. Has good organizational, technical and human relations skills. Has the ability to learn and utilize new skills and information to improve job performance and efficiency. Has skill in the use of computers. Knows how to operate and maintain a variety of office machinery as necessary in the performance of daily activities. Quality of Work: Maintains high standards of accuracy in exercising duties and responsibilities. Exercises immediate remedial action to correct any quality deficiencies that occur in areas of responsibility. Maintains high quality communication and interaction with all City departments and divisions, co-workers and the public. Quantity of Work: Performs described "Speck Duties and Responsibilities" and related assignments efficiently and effectively in order to produce quantity of work which consistently meets standards and expectations of the City. De endabili : Assumes responsibility for completing assigned work. Completes assigned work within deadlines in accordance with directives, City policy, standards and prescribed procedures. Remains accountable to assigned responsibilities In the technical, human and conceptual areas. Attendance: Attends and remains at work regularly and adheres to City policies and procedures regarding absences and tardiness. Provides adequate notice to higher management with respect to vacation time and time -off requests. Initiative and Enthusiasm: Maintains an enthusiastic, self-reliant and self-starting approach to meet job responsibilities and accountabilities. Strives to anticipate work to be done and initiates proper and acceptable direction for the completion of work with a minimum of supervision and instruction. Judament: Exercises analytical judgment in areas of responsibility. Identifies problems or situations as they occur and specifies decision objectives. Identifies or assists in identifying alternative solutions to problems or situations. Implements decisions in accordance with prescribed and effective policies and procedures and with a minimum of errors. Seeks expert or experienced advice where appropriate and researches problems, situations and alternatives before exercising judgment. Cooperation: Accepts supervisory instruction and direction and strives to meet the goals and objectives of 4 OFFICE COORDINATOR, COMMUNITY DEVELOPMENT DEPARTMENT same. Questions such instruction and direction when clarification of results or consequences are justified, i.e., poor communications, variance with City policy or procedures, etc. Offers suggestions and recommendations to encourage and improve cooperation between all staff persons and departments within the City. Relationships _with Others: Shares knowledge with managers, supervisors and staff for mutual and City benefit. Contributes to maintaining high morale among all City employees. Develops and maintains cooperative and courteous relationships with department employees, staffers and managers in other departments, representatives from organizations, and the public so as to maintain good will toward the City and to project a good City image. Tactfully and effectively handles requests, suggestions and complaints from other departments and persons in order to maintain goodwill within the City. Emphasizes the importance of maintaining a positive image within the City. Interacts effectively with higher management, professionals and the public. CoonllmWon-of Work: Plans and organizes daily work routine. Establishes priorities for the completion of work in accordance with sound time -management methodology. Avoids duplication of effort. Estimates expected time of completion of elements of work and establish a personal schedule accordingly. Attends required meetings, planning sessions and discussions on time. Implements work activity in accordance with priorities and estimated schedules. Safety and Housekeeping: Adheres to all safety and housekeeping standards established by the City and various regulatory agencies. Sees that the standards are not violated. Maintains a clean and orderly workplace. Certification: I certify that I have read the above job description, understand the essential job functions, minimum qualifications and performance indicators. I also certify that to the best of my knowledge, I am able to perform the essential job functions with or without accommodation, possess the minimum qualifications and can meet the minimum requirements of the performance indicators. Applicant CITY OF TAMARAC, FLORIDA JOB DESCRIPTION NOVEMBER 2008 JOB TITLE: GRANT COORDINATOR (HOUSING) DEPARTMENT OF COMMUNITY DEVELOPMENT GRANT FUNDED — LIMITED TERM POSITION GENERAL STATEMENT OF JOB Under occasional supervision provides secretarial and clerical support to the Community Development Department to help ensure the accurate and timely operations of the department. Provides administrative, clerical, and public services support to the U. S. Department of Housing & Urban Development — Community Development Block Grant (CDBG) and the Florida State Housing Initiatives Partnership (SHIP) Grant Programs. Answers telephone greet visitors, maintains files, types correspondence, and performs other duties to ensure the efficient operation of the department. Reports to the Housing Administrator. SPECIFIC DUTIES AND RESPONSIBILITIES ESSENTIAL JOB FUNCTIONS Provides secretarial and clerical support for the Department's Housing Programs.. Maintains comprehensive records of housing activities, statistical, financial and planning information. Assists in the development and application of loan applications. Responsible for gathering and compiling relevant information and documents from loan applicants in support of their loan application. Prepares and maintains loan application files. Researches loan application information, using available resources including the Internet, Public Records and verification of financial information as provided on the loan application. Prepares documents for housing rehabilitation bids by qualified general contractors, coordinating the solicitation for bids on housing rehabilitation projects. Assist sub -grantees in proper documentation and qualification requirements to receive program benefits. Answers telephone, responds to requests for information, and directs calls to appropriate staff. Prepares invoices for processing Coordinate the signing of all Recapture Documents of housing rehabilitation clients. Performs a variety of clerical duties including copying, collating, filing, figuring simple calculations, filling out forms. Operates a variety of office equipment in the performance of daily responsibilities, including a computer, printer, scanner, typewriter, copiers, facsimile machine, adding machine, labeler, transcription equipment, and two-way radio. Interacts and consults with a variety of individuals and groups in the performance of job responsibilities, including City personnel, CityAttomey, business owners, commercial property owners, code officers, state and county agencies, representatives of other municipalities, County Sheriffs office, the Florida League of Cities, and the public. OFFICE COORDINATOR, COMMUNITY DEVELOPMENT DEPARTMENT Assists with special projects as assigned. ADDITIONAL JOB FUNCTIONS Performs other related duties as required. MINIMUM TRAINING AND EXPERIENCE Requires high school diploma supplemented by at least three (3) years of progressively responsible experience in an administrative support or secretarial position, or an equivalent combination of training and experience that provides the required knowledge, skills and abilities. Experience In housing, mortgage/lending, real estate and/or construction preferred. MINIMUM QUALIFICATIONS OR STANDARD§ REQUIRED TO PERFORM ESSENTIAL JOB FUNCTIONS Physical R uirements: Must be physically able to operate a variety of automated office machines and equipment including computer, typewriters, copiers, telephone, etc. Must be able to exert up to five pounds of force occasionally and/or a negligible amount of force frequently or constantly to lift, carry, push, pull or otherwise move objects. Sedentary work involves sitting most of the time, but may involve walking or standing for brief periods of time. Must be able to lifticarry weights of up to ten pounds. Data ConCeptI : Requires the ability to compare and/or judge the readily observable, functional, structural or compositional characteristics (whether similar to or divergent from obvious standards) of data, people or things. Interpersonal Communication: Requires the ability of speaking and/or signaling people to convey or exchange information. Includes receiving assignments and/or directions from supervisors. Lamusme Ability: Requires the ability to read a variety of policy and procedures manuals, computer manuals, dictionaries, maps, purchase requisitions, etc. Requires the ability to enter data Into computer and prepare reports, correspondence, etc., with proper format, punctuation, spelling and grammar, using all parts of speech. Must be able to speak with poise, voice control and confidence and to articulate information to others. Intelligence: Requires the ability to apply principles of rational systems to solve practical problems and deal with a variety of concrete variables; to interpret a variety of instructions furnished in written, oral or schedule form; to make independent judgments in routine conditions; to acquire knowledge of topics related to primary occupation. Must have the ability to comprehend and interpret received information. Verbal Aptitude: Requires the ability to record and deliver information, to explain procedures, to follow oral and written instructions. Must be able to communicate effectively and efficiently in a variety of technical and/or professional languages used within the parameters of the job. Numerical Aptitude: Must be able to add and subtract totals, multiply and divide, determine percentages and decimals; to determine time. 2 OFFICE COORDINATOR, COMMUNITY DEVELOPMENT DEPARTMENT Form/Soatial Aptitude: Requires the ability to inspect items for proper length, width and shape, and visually read various information. Motor Coordinplion: Requires the ability to coordinate hands and eyes rapidly and accurately in using automated office equipment and communications machinery. Manual Dexterity: Requires the ability to handle a variety of items including computer keyboards, office equipment, control knobs, switches, etc. Must have minimal levels of eye/hand/foot coordination. Color Discrimination: Does not require the ability to differentiate between colors and shades of color. Int mersonal Temperament: Requires the ability to deal with people beyond receiving instructions. Must be adaptable to performing under minimal levels of stress when confronted with an emergency or tight deadline. Physical Communication: Requires the ability to talk and/or hear: (talking: expressing or exchanging ideas by means of spoken words; hearing: perceiving nature of sounds by ear). Must be able to hear and understand communications through a telephone. PERFORMANCE INDICATORS Knowledae of Job: Is knowledgeable in the methods, policies and procedures of the department pertaining to specific duties of the Grant Coordinator. Is knowledgeable in the standards and regulations pertaining to the specific duties and responsibilities of the position. Has comprehensive knowledge of the computer and other technical terminology used within the department. Is able to prepare records, reports and correspondence. Is able to use Independent judgment in performing routine tasks. Knows how to perform duties in a courteous manner and with the utmost integrity in the best interest of the public. Is able to communicate effectively with a variety of public and private groups as prescribed. Is skilled in applying a responsible attention to detail as necessary in preparing reports, records, forms and correspondence. Is able to read and interpret procedures manuals, correspondence and other materials pertaining to the responsibilities of the job. Is capable of working under stressful conditions as required. Has the mathematical ability to handle required calculations. Has the ability to plan, organize and prioritize daily assignments and work activities. Has the ability to comprehend, interpret and apply regulations, procedures and related information. Is able to offer assistance to fellow employees as necessary. Has good organizational, technical and human relations skills. Has the ability to loam and utilize new skills and information to improve job performance and efficiency. Has skill in the use of computers. Knows how to operate and maintain a variety of office machinery as necessary in the performance of daily activities. Quality of Work: Maintains high standards of accuracy in exercising duties and responsibilities. Exercises immediate remedial action to correct any quality deficiencies that occur in areas of responsibility. Maintains high quality communication and interaction with all City departments and divisions, co-workers and the public. Quantity of Work: Performs described "Specific Duties and Responsibilities" and related assignments efficiently and effectively in order to produce quantity of work which consistently meets standards and expectations of the City. Dependabllity: Assumes responsibility for completing assigned work. Completes assigned work within deadlines in accordance with directives, City policy, standards and prescribed procedures. Remains accountable to assigned responsibilities in the technical, human and conceptual areas. 3 OFFICE COORDINATOR, COMMUNITY DEVELOPMENT DEPARTMENT AttgnSL& Attends and remains at work regularly and adheres to City policies and procedures regarding absences and tardiness. Provides adequate notice to higher management with respect to vacation time and time -off requests. Initiative and Enthusiasm: Maintains an enthusiastic, self-reliant and self-starting approach to meet job responsibilities and accountabilities. Strives to anticipate work to be done and initiates proper and acceptable direction for the completion of work with a minimum of supervision and instruction. Judgment: Exercises analytical judgment in areas of responsibility. Identifies problems or situations as they occur and specifies decision objectives. Identifies or assists in identifying alternative solutions to problems or situations. Implements decisions in accordance with prescribed and effective policies and procedures and with a minimum of errors. Seeks expert or experienced advice where appropriate and researches problems, situations and alternatives before exercising judgment. Cooperation: Accepts supervisory instruction and direction and strives to meet the goals and objectives of same. Questions such instruction and direction when clarification of results or consequences arejustified, i.e., poor communications, variance with City policy or procedures, etc. Offers suggestions and recommendations to encourage and improve cooperation between all staff persons and departments within the City. Relationships with Others: Shares knowledge with managers, supervisors and staff for mutual and City benefit. Contributes to maintaining high morale among all City employees. Develops and maintains cooperative and courteous relationships with department employees, staffers and managers in other departments, representatives from organizations, and the public so as to maintain good will toward the City and to project a good City image. Tactfully and effectively handles requests, suggestions and complaints from other departments and persons in order to maintain good will within the City. Emphasizes the importance of maintaining a positive image within the City. Interacts effectively with higher management, professionals and the public. Coordination of Work: Plans and organizes daily work routine. Establishes priorities for the completion of work in accordance with sound time -management methodology. Avoids duplication of effort. Estimates expected time of completion of elements of work and establish a personal schedule accordingly. Attends required meetings, planning sessions and discussions on time. Implements work activity in accordance with priorities and estimated schedules. Safety and Housekeepina: Adheres to all safety and housekeeping standards established by the City and various regulatory agencies. Sees that the standards are not violated. Maintains a clean and orderly workplace. Certification: I certify that I have read the above job description, understand the essential job functions, minimum qualifications and performance indicators. I also certify that to the best of my knowledge, I am able to perform the essential job functions with or without accommodation, possess the minimum qualifications and can meet the minimum requirements of the performance indicators. Annlirant 4 ATTACHMENT VIII Q mn n 0 7 3 a n CL CL n m N ripp ripp � tp rp c�p e�p 0 c CL m 4 m Go N N %A F+ C f f f ; o. rm N 'D m 3 7 7 3 }t n a n n n a ol m m m r a (P OD N O A n �..r v 3 7 3 A3 fD � A o c A .. r 2 N N 3 3 ; i O W .I W A 0 cr 3 3 x 3 o. a ,cr � m g cr ~ Q m I m v ri W 0 z C St 3 EL I N a) M • C 0 an O A X m ma A 1w= N O N O 9 $: 0 C U n a Sm a � M � o 3 3 of o a U� W. w 0 a W O MMMr-=Qn Tr rr � g m (D R , (A .A is rn co N V? V e� rn M Co OD fl to -L 40 J -4 C i 1 fC Of ��W�p e O D Olee� pp d 2 �p ps�a t_n rn i 0d tR N "AD �VpO NM W fQ W �tArnO►t00� � OWN N OK) Oo 0 M w P1CA aea`�aEa a�aea 5a� : 40 w a y► W UtN N� 07 W W Oo PCD V G>OoN toi ~V WNW0) gee;ge* *e W 4A 0 3 M 9 1 4�6 C 0