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05-24-2023 CC Agenda
(M 04 SEA, - NNI HOME OF PELICAN ISLAND SEBASTIAN CITY COUNCIL REGULAR MEETING AGENDA WEDNESDAY, MAY 24, 2023 — 6:00 P.M. CITY COUNCIL CHAMBERS 1225 MAIN STREET, SEBASTIAN, FLORIDA ALL AGENDA ITEMS MAYBE INSPECTED IN THE OFFICE OF THE CITY CLERK OR ON THE CITY'S WEBSITE 1. CALL TO ORDER 2. MOMENT OF SILENCE 3. PLEDGE OF ALLEGIANCE -- Led by Council Member Dodd 4. ROLL CALL 5. AGENDA MODIFICATIONS Modif cations for additions require a unanimous vote of City Council 6. PROCLAMATIONS. AWARDS. BRIEF ANNOUNCEMENTS Presentations of proclamations, certificates and awards, and brief timely announcements by Council and Staff. No public input or actions under this heading. BriefAnnouncements: May 25 - Florida Department of Transportation Public Meeting at City Hall from 5-7: 30 p.m. to Discuss the SR-5/US-1 Resurfacing Project from Harrison St to Davis St Monday, May 29 — Memorial Day Observance —11: 00 am at the Veterans Memorial in Riverview Park 7. PUBLIC INPUT The heading on Regular Meeting agendas "Public Input "provides an opportunityfor individuals to bring NEW INFORMATION OR REQUESTS TO CITY COUNCIL NOT OTHERWISE ON THE PREPARED AGENDA. Individuals are asked to resolve matters with staff prior to meetings. Individuals are asked to provide copies of materials for Council one week prior to the meeting if they intend to refer to specific material. City Council will not debate an issue during Public Input but may by consensus direct a Charter Officer in regard to the item if necessary or place a requested item on a future agenda. 1 of 424 8. CONSENT AGENDA All items on the consent agenda are considered routine and will be enacted by one motion. There will be no separate discussion of consent agenda items unless a member of City Council so requests; in which event, the item will be removed and acted upon separately. If a member of the public wishes to provide input on a consent agenda item, he/she should request a Council Member to remove the item for discussion prior to start of the meeting or by raising his/her hand to be recognized. pgs 6-11 A. Approval of Minutes — April 14, 2023 Charter Officers Contract Special Meeting pgs 12-23 B. Approval of Minutes — April 26, 2023 Project Workshop & Regular City Council Meeting pgs 24-29 C. Approval of Minutes — May 5, 2023 City Attorney Selection — Workshop & Special Meeting pgs 30-32 D. Approval of Minutes — May 10, 2023 Charter Officer Contract Negotiations Special Meeting pgs 33-40 E. Approve Chief of Police Employment Agreement (Transmittal, Agreement) pgs 41-57 F. Resolution No. R-23-12 — Partial Abandonment of Easement on Lot 12, Block 488, Sebastian Highlands Unit 15, 482 Azine Terrace (Transmittal, R-23-12, Survey, Report, Approvals, Application, Affidavit) A RESOLUTION OF THE CITY OF SEBASTIAN, INDIAN RIVER COUNTY, FLORIDA, VACATING A PORTION OF AN EASEMENT ON LOT 12, BLOCK 488, SEBASTIAN HIGHLANDS UNIT 15, PROVIDING FOR CONFLICTS HEREWITH; PROVIDING FOR RECORDING; PROVIDING FOR SCRIVENER'S ERRORS; PROVIDING FOR AN EFFECTIVE DATE. pgs 58-122 G. Award the RFP #23-07 - Police Department Generator Transfer Switch Installation to Complete Electric in the Amount of $164,250 and Authorize the City Manager to Execute the Appropriate Documents (Transmittal, RFP, Bid Tab) pgs 123-137 H. Award the ITB #23-09 to Royal Battery Distributors, Inc. for New Golf Cart Batteries as Needed at the Sebastian Municipal Golf Course and Authorize the City Manager to Execute the Appropriate Documents (Transmittal, ITB, Bid Doc) 9. COMMITTEE REPORTS & APPOINTMENTS City committee reports and Council Member regional committee reports. No public input or action except for City committee member nominations and appointments under this heading. 10. PUBLIC HEARINGS 2 of 424 Ouasi-Judicial Public Hearings: Mayor opens hearing Attorney reads ordinance title City Council Members disclose ex parte communication City Clerk swears in those who intend to provide testimony Applicant makes their presentation Staff presents their f ndings City Council asks questions of applicant or staff Mayor opens the floor for anyone in favor of the request Mayor opens the floor for anyone opposing the request Applicant provided the opportunity to respond to issues Staffprovided opportunity to summarize request City Council deliberation Mayor calls for a motion pgs 138-278 A. First Readinp- and Ouasi-Judicial Public Hearing for Ordinance No. 0-23-07 — Rezoninp- MaD Amendment Sebastian Oaks. LLC. Louisiana Avenue (Transmittal. 0-23-07. Staff Report. Ex. A. Ex. B. Minutes. Letters) AN ORDINANCE OF THE CITY OF SEBASTIAN, FLORIDA, DESIGNATING A ZONING CLASSIFICATION OF RM-10 MEDIUM DENSITY MULTIPLE -FAMILY RESIDENTIAL DISTRICT FROM CURRENT ZONING DESIGNATION OF RM-8 — MEDIUM DENSITY MULTIPLE -FAMILY RESIDENTIAL DISTRICT FOR LAND LOCATED ON LOUISIANA AVENUE; CONSISTING OF 15.75 ACRES, MORE OR LESS, KNOWN AS SEBASTIAN OAKS; AND SURROUNDED BY MULTI -FAMILY RESIDENTIAL ZONED PROPERTY; PROVIDING FOR CONFLICTS; PROVIDING FOR SEVERABILITY; PROVIDING FOR SCRIVENER'S ERRORS; AND PROVIDING FOR AN EFFECTIVE DATE. 11. UNFINISHED BUSINESS pgs 279-325 A. Resolution No. R-23-11 — Approving a Collective Bargaining Agreement to be Effective January 1, 2023 to September 30, 2025 between the City of Sebastian and the International Union of Police Associations, AFL-CIO (IUPA) Local 6054 and Local 6056 for the Full -Time and Part -Time (Excluding Temporary and Seasonal Employees) Hourly Employees (Transmittal, R-23-11, Contract) A RESOLUTION OF THE CITY OF SEBASTIAN, INDIAN RIVER COUNTY, FLORIDA, DULY RATIFYING A TWO YEAR AND NINE MONTH CONTRACT FOR ALL FULL-TIME AND PART-TIME (EXCLUDING TEMPORARY AND SEASONAL EMPLOYEES) HOURLY EMPLOYEES BETWEEN THE INTERNATIONAL UNION OF POLICE ASSOCIATIONS, AFL-CIO (IUPA) LOCAL 6054 AND LOCAL 6056 AND THE CITY OF SEBASTIAN FOR THE PERIOD JANUARY 1, 2023 THROUGH SEPTEMBER 30, 2025; AUTHORIZING THE CITY MANAGER TO NOTIFY ALL PARTIES OF THE CITY'S RATIFICATION AND CAUSE SAID TWO YEARS AND NINE MONTHS CONTRACT TO BE PUT INTO EFFECT; PROVIDING FOR REPEAL OF RESOLUTIONS OR PARTS OF RESOLUTIONS IN CONFLICT HEREWITH; PROVIDING FOR SEVERABILITY; PROVIDING FOR SCRIVENER'S ERRORS; AND PROVIDING FOR AN EFFECTIVE DATE. 3 of 424 pgs 326-332 B. Approve the Purchase of Employee Short Term Disability Insurance from Lincoln Financial Group with an Adjustment from the Enterprise, Stormwater and General Fund Budgeted Reserves (Transmittal, RFP Evaluation) pgs 333-337 C. Consider Approval of the Charter Officer's Pay Raises (Transmittal, Chart, Minutes) pgs 338-344 D. Approve the City Clerk's Renegotiated Employment Contract in Accordance with Resolution No. R-23-03 (Transmittal, Contract) 12. NEW BUSINESS pgs 345-371 A. Resolution No. R-23-09 — Accepting the 2nd Quarter Financial Report and Recognizing Necessary Amendments and Adjustments to the FY 2022-2023 Annual Budget (Transmittal, R-23-09, Report) A RESOLUTION OF THE CITY OF SEBASTIAN, INDIAN RIVER COUNTY, FLORIDA RECOGNIZING CERTAIN ADJUSTMENTS TO THE BUDGET FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2022 AND ENDING SEPTEMBER 30, 2023 AS PROVIDED FOR IN EXHIBIT "A"; PROVIDING FOR CONFLICTS; PROVIDING FOR SCRIVENER'S ERRORS; AND PROVIDING FOR AN EFFECTIVE DATE. pgs 372-424 B. Approve Colin Baenziger and Associates to Provide Recruitment Services for a City Manager (Transmittal, Proposal, Appendices) 13. CITY ATTORNEY MATTERS 14. CITY MANAGER MATTERS 15. CITY CLERK MATTERS 16. CITY COUNCIL MATTERS A. Council Member McPartlan i. Discuss Lowering the Speed Limit Throughout the City to 25 mph in Residential and Other Certain Roads Similarly to Port St. Lucie B. Mayor Jones C. Vice Mayor Nunn D. Council Member Dixon E. Council Member Dodd 17. ADJOURN (All meetings shall adjourn by 9:30 pm unless extended for up to one half hour by a majority vote of City Council) NO STENOGRAPHIC RECORD BY A CERTIFIED COURT REPORTER WILL BE MADE OF THE FOREGOING MEETING. ANY PERSON WHO DECIDES TO APPEAL ANY DECISION MADE BY THE CITY COUNCIL, BOARD OR AGENCY WITH RESPECT TO ANY MATTER CONSIDERED AT THIS MEETING OR HEARING WILL NEED TO ENSURE THAT A VERBATIM RECORD OF THE PROCEEDINGS IS MADE, WHICH RECORD INCLUDES THE TESTIMONYAND EVIDENCE UPON WHICH THE APPEAL IS TO BE HEARD. (F.S.286.0105) 4 of 424 IN COMPLIANCE WITH THE AMERICAN WITH DISABILITIES ACT (ADA) OF 1990, ANYONE WHO NEEDS A SPECIAL ACCOMMODATION FOR THIS MEETING SHOULD CONTACT THE CITY'S ADA COORDINATOR AT 388-8226 — ADA @CITYOFSEBASTIAN. ORG AT LEAST 98 HOURS IN ADVANCE OF THIS MEETING. ZOOM INFORMATION Please click the link to join the webinar: https://us02web.zoom.us/j/85992092056 Or One tap mobile: +13052241968, 85992092056# US Webinar ID: 859 9209 2056 International numbers available: https://us02web.zoom.us/u/kS3bvzAyG PROCEDURES FOR PUBLIC INPUT IN ACCORDANCE WITH RESOLUTION NO. R-21-32 Regular Citv Council Meetings Public input is ALLOWED under the heading: • Consent Agenda • Public Hearings • Unfinished Business New Business Public Input Public Input is NOT ALLOWED under the headings: Proclamations, Awards, Brief Announcements (except for individuals giving or accepting proclamations or awards); Committee Reports and Appointments (except for committee members giving reports and applicants being interviewed for committee appointments); • City Council Matters • Charter Officer Matters • Council may, by majority vote, call upon an individual to provide input if desired. Workshops and Special Meetings Public input is limited to the item on the agenda Time Limit Input on agenda items where public input is permitted on agendas is FIVE MINUTES; however, City Council may extend or terminate an individual's time by majority vote of Council members present. Input Directed to Chair Speakers shall address the City Council IMMEDIATELY PRIOR TO CITY COUNCIL DELIBERATION of the agenda item and ALL INPUT SHALL BE DIRECTED TO THE CHAIR, unless answering a question of a member of City Council or City staff. Individuals shall not address City Council after commencement of City Council deliberation on an agenda item after public input has concluded, providing, however, the Mayor and members of City Council may recall an individual to provide additional information or to answer questions. Certain Remarks Prohibited Personal, impertinent, and slanderous remarks, political campaigning, and applauding are not permitted and may result in expulsion from the meeting. The Chair shall make determinations on such remarks, subject to the repeal provisions below. Appealing Decisions of Chair Any member of Council may appeal the decision of the Chair to the entire Council. A majority vote of City Council shall overrule any decision of the Chair. Public Input Heading on Agenda The heading on Regular Meeting agendas "Public Input" provides an opportunity for individuals to bring NEW INFORMATION OR REOUESTS TO CITY COUNCIL NOT OTHERWISE ON THE PREPARED AGENDA. Individuals are asked to attempt to resolve matters with staff prior to meetings. Individuals are asked to provide copies of material for Council one week prior to the meeting if they intend to refer to specific material. City Council will not debate an issue during Public Input bit jpqp4y consensus direct a Charter Officer in regard to the item if necessary or place a requested item on a future agenda. On �N SEBASTLA HOME OF PELICAN ISLAND SEBASTIAN CITY COUNCIL SPECIAL MEETING MINUTES FRIDAY, APRIL 14, 2023 — 6:00 P.M. CITY COUNCIL CHAMBERS 1225 MAIN STREET, SEBASTIAN, FLORIDA Mayor Jones called the Special Meeting to order at 6:00 p.m. 2. A moment of silence was held. 3. The Pledge of Allegiance was recited. 4. ROLL CALL Mayor Fred Jones Vice Mayor Chris Nunn Council Member Kelly Dixon Council Member Ed Dodd Council Member Bob McPartlan Staff Present: City Manager Paul Carlisle Interim City Attorney Andrew Mai City Clerk Jeanette Williams Police Lt. Constantine Savvidis 5. CHARTER OFFICER EVALUATIONS AND CONTRACTS A. Discuss Evaluations Mayor Jones said this was the first time the officer evaluations have been done publicly. He suggested they start with the City Manager and have each Council Member rate him. He said his overall rating was a 3, he believed that the City Manager could and should do a better job communicating with staff and Council. Vice Mayor Nunn said most of his numbers were 4, 3, and 3'/z. He read his notes for each section of the evaluation form. (See attached) Council Member Dixon said she gave the City Manager an overall rating of 2.5 and went over her comments on the evaluation form. (See attached) She said she would like to see a bimonthly status of projects and contracts. 6 of 424 Special Meeting April 14, 2023 Page 2 6: 32 pm Council Member McPartlan said he has been on Council for 12 years but has never worked so hard outside of the scope of Council Member as he has during the last year. People are saying that he doesn't like the City Manager but he made the motion to hire him five years ago. It has been said that he doesn't communicate with the manger but he provided a public records request for his personal phone records showing he called the manager more than he called him from October 29 until the end of March. He said he asked the City Manager if he thought he would use the City car as much as he did and he admitted that he didn't think he would use it as much as he did. The fleet superintendent assessed that a car for the City Attorney at 12,000 miles a year would have been about a $5,200- $5,400 a year benefit. The City Manager's vehicle went twice the miles of that estimate so he valued that benefit at over $10,000 a year. He noted that the new County Commissioner will be receiving a $350 a month car allowance and he will cover the entire County. He said he has a state vehicle that he covers four counties with and averages about 1,000-1,300 miles a month. He asked the City Manager if he went to more meetings than him and the answer was no. He displayed the Florida Dept. of Children and Families (DCF) Employee Handbook which includes evaluation procedures. He provided sections 9 covering evaluations. He said his evaluation of the manager works out to be a 1.5. He read this evaluation form. (See attached) Council Member McPartlan described how the manager's relation to the governing body isn't done in a timely manner and he holds items close to his vest until it is too late. He cited how the strategic plan that didn't materialize, the Stonecrop Drainage went over budget and the expiration of the Waste Management contract. He said communication with the manager is frustrating. He also described a recent request by Tim Glover to visit the new Public Works Compound where the City Manager didn't thoroughly read the email to properly address Mr. Glover's request indicating continuing communication problems. He also described how the stormwater master plan and employee union negotiations have yet to be completed. Council Member McPartlan said he viewed City Council as equivalent to the Joint Chiefs of Staff and if a body had a commander who was failing in fiscal management, morale, planning, and relationships with the public, they would not leave that person in command or in a leadership position. If they had a leader, who had one set of rules for the troops and another for himself, it would not be tolerated. Any one of the items he mentioned is a problem, but the totality of these actions, behavior and attitude is way too much for him to support Mr. Carlisle as the City Manager. He said everything that he wrote in the evaluation was unpopular but he was glad that some of the others shared concerns. Council Member Dodd said he had read all of the evaluations and noted all five of them have different relationships with the City Manager. He couldn't dispute anything that the others have said. He has had the same issues that Council Member McPartlan had and had conversations with the manager. He said he has been in senior management for a long time and participated in interventions which are difficult and hard to hear. There are issues that they need to focus on but they shouldn't give 7 of 424 Special Meeting April 14, 2023 Page 3 7: 07 pm up on a senior employee whose performance needs improvement in certain areas. There are steps that need to be taken. He said he finds the City Manager tries to do too much. The three reasons managers do too much are they want control, they don't trust the employees they have to delegate to, or they don't have anyone to delegate to. He said he was hoping the third item was the reason and he implored Council to hire additional staff. He said the City needs middle management people that are qualified project managers. Right now the City of Sebastian has 3.5 employees per 1,000 residents. The City of Vero Beach has 7 employees per 1,000 residents. The City of Sebastian had 8 before the 2008 drop so Council has created a situation that makes it difficult to say that it is just the City Manager's fault that some of the things have occurred. Council Member Dodd said he thought Council should establish a quarterly review process indicating a project schedule and timeline then talk about projects behind schedule or over budget. That would begin the process of oversight. He said Council is responsible to make sure that the most senior employee has the resources to do the things they would like to see him do and process. Once the strategic plan is developed the senior manager will monitor the plan as his staff executes the tasks and objectives. Council Member Dodd said the issues that have been discussed are not invalid; they should step forward to attack the issues and take some time to see what happens. He said mutual trust is needed to rebuild through positive management action. Citv Clerk Evaluations Mayor Jones gave the City Clerk and her staff an overall rating of 5. Vice Mayor Nunn read his evaluation form into the record. (See attached) Council Member Dixon said her evaluation was the same. (See attached) Council Member McPartlan said he appreciated all that the clerk and the records specialist have done for the body. Council Member Dodd said the clerk and the records specialist do a fantastic job for the City. It was the consensus of Council to provide the City Attorney's evaluations upon request. Public InDUt Mayor Jones read a statement from Carolyn Sartain -Anderson into the record. (See attached) Sherrie Matthews said the original concept behind a council manager form of government is to separate the policy making function and the elected Council from the administrations functions to be directed by the City Manager. Without a clear understanding of function and role the performance evaluation has little value. The combination essay and scale grade evaluation is effective but this style becomes weak when there are no comments or the comments are vague or contradictory to the grade. The hardest part is to remain objective and not subjective or to make it appear as an award ceremony. It is important to stick to criteria in collecting accurate information and is difficult because Council is not there in the day to day operations. She said four evaluations were completed in 8 of 424 Special Meeting April 14, 2023 Page 4 7: 29 pm 7: 58 pm March and one in April and one was amended in April, which provides for a few months instead of a whole performance cycle. She also said they should list examples on how the officers are serving them. She said it was odd to hear all five evaluations; she thought that one final document would have been composed to give an overall view that the officer meets the expectations. She said had these been complied, they would have seen a different outcome. She said she tries to lives by integrity which is doing the right thing even when no one is watching. Andrea Ring, Quarry Lane, said in her work experience, if they start making excuses for bad people, they are only encouraging bad behavior. Anne Stanley said she has been researching the use of the vehicle and is appalled at the misuse of the tax payer's money. Bill Flynn said he remembered that the City Manager asked for a trailer hitch for this last vehicle in case one was needed and recently heard the manager's boat was brought from east coast to the west coast with the City vehicle and he wasn't sure if that was intended. He asked if the City Manager would be willing to renegotiate his contract and reimburse the City for fuel. Zoom Participation Andrea Coy said she felt compelled to discuss the alcohol issue at Capt. Hiram's and a recent Florida League of Cities conference and asked how much longer they will accept bad behavior. Terry McGinn, Miller Drive, said the Budget Advisory Review Committee probably needs to do a better job at looking into the projects. He also said there wasn't enough staff at the City to manage all of the projects. Penny Smith, Emerson Lane, asked what was Council Member Dodd's evaluation number. Nelson McCollum, said he didn't understand why the Waste Management issue wasn't discussed over the last year and why the option of providing the trash service ourselves wasn't investigated. He said through the whole process, it seemed the City Manager was working for Waste Management. In response to Ms. Smith, Council Member Dodd said his ratings of the City Manager went from 2.5 up to 4 and his overall statements were that the City Manager needs to do a better job with project management. Mayor Jones called for a recess at 8:08 p.m. and upon return at 8:22 p.m., all members were present. B. Discuss Contracts It was discussed that the City Attorney could put together the three contracts to make a shell contract and then Mayor Jones and himself would be putting in the terms of the new contract. Council Member Dodd suggested that they go down the list of the proposed categories: SALARY - The starting salary should be the amount listed in the salary survey. 9 of 424 Special Meeting April 14, 2023 Page 5 8: 40 pm COLA/SALARY INCREASES - This should be based on Council evaluations. HEALTH/DENTAL/VISION INSURANCE - Same as all employees. Council Member McPartlan would like the City to look into Surgery Plus. LIFE INSURANCE - The marketplace provides additional life insurance to officers. It was agreed the officers should receive additional life insurance. DISABILITY INSURANCE — Same as all employees. CITY'S 9% CONTRIBUTION TO 401a - Keep the officers the same across the board. Make sure the Clerk is in the same 401 a plan so she doesn't lose already accrued benefits. VACATION TIME - Use the language in the City Attorney's contract. SICK TIME - Same as all employees. DISCRETIONARY TIME - Same as all employees. PROFESSIONAL ASSOCIATION DUES/SUBSCRIPTIONS/SEMINARS - Keep the same. REIMBURSEMENT OF EXPENSES RELATED TO PERFORMANCE OF DUTIES - Keep the same. MILITARY LEAVE - Must follow federal law. VEHICLE - Allowance of $500 for the City Manager and $350 for the City Attorney. When traveling outside of 75 miles, officers are reimbursed the federal mileage rate or take the City vehicle and log the mileage. Council Member McPartlan said he preferred to see a City vehicle with a log book with a 25 mile limit. If there was to be an allowance he would like it at $350 for both officers. It was the consensus of Council to have the City Manager fill out a log book for the vehicle he is driving now until his new contract is signed. BENEFITS AFFORDED TO o, i ni.R FULL-TIME EMPLOYEES — Same as all employees. RESIDENCY — Keep the same. EXCLUSIVELY EMPLOYED — Keep the same. TERMINATION WITHOUT CAUSE — Make it the same for all three officers — 20 weeks. NOTICE OF SEPARATION — Require 60 days notice for all officers. INDEMNIFICATION — Keep the same. Council Member McPartlan requested a Standards of Conduct be included in the contract and have the officers follow an employee handbook. 10 of 424 Special Meeting April 14, 2023 Page 6 Council Member Dodd suggested placing the discussion of an employee handbook on a future Council agenda. Council Member McPartlan also requested that when they are doing the performance evaluations, the officers list expectations (goals and objectives) for the upcoming year and the officer then signs for this. At the next evaluation the expectations are reviewed and the officers are rated. The Strategic Plan will help define the goals and objectives. This year Council will provide goals and objectives to Human Resources who will combine all of the goals. C. Set the Schedule for the New Contracts It was the consensus of Council to have the contracts finalized within the next thirty days. 6. Being no further business, Mayor Jones adjourned the Special Meeting at 9:14 p.m. Approved at the meeting. Mayor Fred Jones ATTEST.• Jeanette Williams, City Clerk 11 of 424 ,1f1 %'( SERAST" HOME OF PELICAN ISLAND SEBASTIAN CITY COUNCIL & COMMUNITY REDEVELOPMENT AGENCY MEETING MINUTES WEDNESDAY, APRIL 26, 2023 — 6:00 P.M. CITY COUNCIL CHAMBERS 1225 MAIN STREET, SEBASTIAN, FLORIDA 1. Mayor Jones called the meeting to order at 6:23 p.m. 2. A moment of silence was held. 3. Council Member Dixon led the Pledge of Allegiance. 4. ROLL CALL Mayor Fred Jones Vice Mayor Chris Nunn Council Member Kelly Dixon Council Member Ed Dodd Council Member Bob McPartlan Staff Present: City Manager Paul Carlisle Interim City Attorney Andrew Mai City Clerk Jeanette Williams Administrative Services Director/CFO Ken Killgore Human Resources Manager Cindy Watson Community Development Director Lisa Frazier Community Development Manager Dorri Bosworth City Engineer/Public Works Director Karen Miller Leisure Services Director Brian Benton Golf Pro Greg Gardner Airport Manager Jeff Sabo Police Capt. Tim Wood 5. AGENDA MODIFICATIONS - None 6. PROCLAMATIONS, AWARDS, BRIEF ANNOUNCEMENTS 23.076 A. Presentation — United Against Poverty, Matt Tanner, Executive Director Mr. Tanner introduced himself and said the United Against Poverty is celebrating their 20th year anniversary in inspiring and empowering individuals and families to economic self-sufficiency. He described the four core programs of the agency —Membership 12 of 424 Regular City Council & CRA Meeting April 26, 2023 Page 2 Grocery Program, Crisis Stabilization Program, Education Program, and Workforce Development Program. He said they would like to raise awareness and do more for the Sebastian area either through foot traffic, an upcoming bus system or the virtual connectivity options workforce program. Council Member McPartlan noted they also have a relationship with Treasure Coast Community Health for physical or behavior health that is available on a sliding scale; and the Safe Families Program with the Dept. of Children and Families for unemployment, food stamps and rental assistance. There are 125 community partners to help those in need. BriefAnnouncements: Friday, April 28 - Chamber of Commerce 's Concert in the Park St. John's Wood (British 50's & 60's) — 5:30pm — 8pm Saturday, April 29 from 9: 30am to 5pm & Sunday, April 30 from loam to 4pm - Barb Snow's 1st Annual Springtime Garden Festival in Riverview Park Thursday, May 4 - National Day of Prayer at City Hall Courtyard —12: 20pm —12: 40pm Friday, May 5 - Chamber of Commerce's Concert in the Park - MJ Wicker (Jimmy Buffet style) — 5: 30pm — 8pm Vice Mayor Nunn announced the upcoming events. 7. PUBLIC INPUT Terry McGinn, Miller Drive, informed the public that there is a 2.7 acre parcel located on 11360 Indian River Drive, on the lagoon with 115 legacy trees slated to be developed as a 3-story Home2 Suites hotel that will be considered by the Indian River County Technical Advisory Committee on May 1 Od . He invited the City to get involved. Vice Nunn said it was recommended by a County Commissioner to have City Council submit a letter to the County asking them to listen to the City's concerns and answer our questions. Council Member Dodd noted there isn't any planning for boat trailer parking for the hotel guests who could leave their trailers in the CavCorp lot all week. He suggested Council should go on record that they don't support this project. The City Attorney advised since the matter will be quasi-judicial, Council will need to submit competent substantial evidence that the decision makers can use to vote the project down. The City should develop a strategy using experts to go before the County Commission. 13 of 424 Regular City Council & CRA Meeting April 26, 2023 Page 3 MOTION by Council Member Dodd and SECOND by Council Member Dixon to add the discussion of the proposed 3-Story Home2 Suites Hotel as item #14G under new business. Roll call: Vice Mayor Nunn - aye Council Member Dixon - aye Council Member Dodd - aye Council Member McPartlan - aye Mayor Jones - aye Motion carried. 5-0 JoAnne White, read a letter that she recently submitted to Council regarding speeding traffic on Easy Street. (See attached) She asked Council to slow the traffic down either with a police presence or a stop sign where the school crossing walk is. The City Manager advised that the Police Department is planning to do some close patrol to issue citations and warnings. He said it is prohibited to use stop signs to control traffic. Alesandra Valenzuela, Wallis Avenue, said her neighbor has removed trees because he was angry with her. She asked that her neighbor be forced to replace two of the trees and strengthen the City's code to remove trees. David Cromwell said he agreed with JoAnne White, the speeding on Easy Street has gotten out of control and asked what a collector street is. The City Manager advised it is where the feeder streets throughout a neighborhood come out to a main thoroughfare or a collector street. In response to Council Member McPartlan, the City Manager advised that Council make the speed limit 25 mph by resolution; it is currently 30 mph. Jamie Sol asked to talk about the hotel but was asked to come back under item #14g. Nelson McCollum, Gossamer Wing Way, discussed the new Waste Management fees. Council Member Dodd called for a point of order stating he should come back under item #12a. Interim City Attorney said this was the appropriate time since item #12a is only approving the exclusive franchise. In regard to the new Waste Management fees, Mr. McCollum said the Sebastian Daily survey should have been explained better. He asked Council to let the residents choose how they want to have their trash picked up. Cherie Schuch, Collier Club, said the Waste Management vote was very rushed and she didn't think the public was aware of the increase. 14 of 424 Regular City Council & CRA Meeting April 26, 2023 Page 4 7: 39 pm Martin Styger, Sebastian Crossings Blvd, said people weren't aware of the Waste Management increase and hoped Council will activate the 120 day clause to terminate service to give people a choice. Carl Schuch, Gossamir Wing Way, said it was a bad decision to have residents who are not here during the summer pay for the trash service. Roby Blevins said mandating the Waste Management charge for the unreliable service and not giving the residents a choice is bad business. Donna Greco said the residents weren't properly informed on the Waste Management decision. She pays her bill online and there wasn't any notice. Sharon, Sebastian, said she has listened to the stories about how this will harm the people and her heart is broken. She asked Council to backtrack on the Waste Management decision. Brian Mather, Autumn Terrace, said his understanding is that everybody who has spoken are the minority. Council Member Dodd said 76% - 80% of the people pay the subscription service to have their trash picked up. He is elected by the entire representatives of the city so for him to sell the 75% that he is going to raise their cost to $27 instead of $19 in order to not have the 18% or 20% (that don't subscribe) to not pay —he reminded them that this is a democracy. If they were to put it to a vote, they would get better than 60% to vote for $19 a month. He asked what do they do as an elected official —allow the minority to sway the majority. Council Member Dodd said he doesn't believe in mandates, he has to vote for what is best for the citizens. Mr. Mather apologized for his choice of words. He is an empty nester that doesn't subscribe and as things are going, he won't ever have to go to the transfer station again. Karen Jordan said she was concerned about the snowbirds that will have to pay even though they aren't here. She suggested Council put the Waste Management contract to a vote because the people speaking out aren't the minority. Susan Aguirre, resident of Sebastian and Legislative Assistant to State Representative Robbie Brackett said the majority of a poll is not really science and if the City would like to regain the trust of the residents, transparency is the key. She said since the City will collect the money as a tax for the service, Council should ask the voters to make the decision and inform the voters of where the money is going. She asked Council to re- evaluate their decision. Vice Mayor Nunn said the overall annual revenue for 9,000 subscription residents is $249,000 and the 12,000 universal residents will provide $233,000 which is less money 15 of 424 Regular City Council & CRA Meeting April 26, 2023 Page 5 and more service. The monthly cost will go up about $3.00 at $19.45 a month. He said he was offended that a representative for our state representative would come up and suggest illegal doing at our pulpit; he was offended to suggest that somebody is getting paid. Council Member Dixon said in response to those that asked why the City only received one bid is because Sebastian is known as a subscription community and the other company could not be bothered wondering if they could make enough money off the residents. She said her thinking was that if they do universal, at the next time they might have more competitive bids. She reminded the audience that Himanshu Mehta, Managing Director at the Indian River County transfer station said it was operating at mostly capacity. However, if the City went with the subscription service, more people may drop the service and impact the transfer station. They also considered the people who refuse to pay and put their garbage in the paying customer's containers or in the City's parks. She reminded them that they didn't make the decision lightly. Council Member Dodd said he has a gigantic amount of empathy for those that feel they cannot pay for the service. He said he intends to propose a grant program to assist those that can't pay for the service. He said he didn't hear Ms. Aguirre say that Council didn't do anything illegal but he did hear woke and communist. He asked how many people would like the ability to opt in to choose to have street repair or stormwater maintenance. He noted there are all kinds of things that citizens pay for that they don't use. He said he has a great amount of sympathy and noted there wasn't anything woke or communist about the Council Members on the dais. They are trying to do the best job they can for the overall populous 8. Mayor Jones recessed the City Council meeting and convened the Community Redevelopment Agency meeting at 7:47 p.m. A. MOTION by Mr. Dodd and SECOND by Vice Chairman Nunn to approve the October 12, 2022 CRA Meeting minutes passed with a unanimous voice vote of 5-0. 23.077 B. Fiscal Year 2022 CRA Annual Report in Accordance with F.S.163.371 - Accent and Forward to Citv Council (Transmittal. Report) MOTION by Mr. Dodd and SECOND by Vice Chairman Nunn to accept the 2022 CRA Annual Report passed with a unanimous voice vote of 5-0. 9. Chairman Jones adjourned the Community Redevelopment Agency meeting and reconvened the City Council meeting at 7:48 p.m. 10. CONSENT AGENDA A. Approval of Minutes — April 12, 2023 Regular City Council Meeting 16 of 424 Regular City Council & CRA Meeting April 26, 2023 Page 6 23.078 B. Prior Authorization for Council Travel to Florida League of Cities Annual Conference — August 10-12, 2023 at the Hilton Orlando Bonnet Creek (Transmittal) 23.077 C. Fiscal Year 2022 CRA Annual Report in Accordance with F.S.163.371 Acceptance by City Council (Transmittal, See Pages 11-25 for Report) 23.058 D. Approve the Florida Department of Transportation's Request to Use the Council Chambers on May 25, 2023 for a Public Meeting for the SR-5/US 1 Resurfacing Project from Harrison Street to South of Davis Street (Transmittal) Council Member McPartlan asked to pull Item A. MOTION by Council Member McPartlan and SECOND by Mayor Jones to approve Consent Agenda Items B, C and D passed with a unanimous voice vote of 5-0. Item A Council Member McPartlan asked that the time frame of 130 days on page 36 be changed to 120 days to terminate the agreement with Waste Management. MOTION by Council Member McPartlan and SECOND by Mayor Jones to approve item A passed with a unanimous voice vote of 5-0. 11. COMMITTEE REPORTS & APPOINTMENTS 23.026 A. Planninu and Zonine Commission (Transmittal, Applications. List, Advertisement) Fill One Expired, Regular Member Position — New Term to Expire 4/l/26 Council Member McPartlan nominated Terry McGinn and Council Member Dodd nominated Rick Carter. Roll call: Council Member Dixon Council Member Dodd Council Member McPartlan Mayor Jones Vice Mayor Nunn Rick Carter was appointed for another Commission. 23.030 B. Centennial Task Force i. Progress Update - Mr. Carter - Mr. Carter - Mr. McGinn - Mr. Carter - Mr. Carter term on the Planning and Zoning 17 of 424 Regular City Council & CRA Meeting April 26, 2023 Page 7 The Leisure Services Director described how the Task Force and community members were working on planning a year -long celebration to commemorate the City's birthday. (See PowerPoint attached) He noted that the Task Force is reaching out to the public for personal and corporate sponsorships and historical photos or stories to share on the website. Mayor Jones called for a break at 7:55 p.m. and upon return at 8:02 p.m., all members were present. 12. PUBLIC HEARINGS 23.048 A. Second Reading and Public Hearing of Ordinance No. 0-23-06- Granting an Exclusive Franchise Agreement for Residential and Commercial Solid Waste Collection to Waste Management, Inc. (Transmittal. 0-23-06. Agreement) AN ORDINANCE OF THE CITY OF SEBASTIAN, INDIAN RIVER COUNTY, FLORIDA, GRANTING AN EXCLUSIVE FRANCHISE AGREEMENT FOR RESIDENTIAL AND COMMERCIAL SOLID WASTE COLLECTION TO WASTE MANAGEMENT, INC.; PROVIDING PENALTIES FOR VIOLATION; PROVIDING FOR SUNSET OF EXISTING COMMERCIAL PROVIDERS; PROVIDING FOR CONFLICTS; PROVIDING FOR SCRIVENER'S ERRORS; AND EFFECTIVE DATE. The City Attorney read the title to Ordinance No. 0-23-06. The City Manager clarified this ordinance was to provide for the exclusivity of the contract. Grace Reed said she sent a letter requesting clarity on some of the contract. (See attached) Martin Styger said he was opposed to going with the universal service. Vice Mayor Nunn called for a point of order. Mayor Jones noted the vote on universal service is already done. Vice Mayor Nunn explained it was a seven year contract with a two year extension to control the price for a period of time. Mayor Jones closed the public hearing at 8:10 p.m. Vice Mayor Nunn stated all of Ms. Reed's concerns were addressed prior to the meeting. The City Manager said the verbiage indicating customers can request service was removed. Other comments were regarding franchise fees and were addressed by Council. Council Member Dodd said on page 8 of the agreement, it should indicate everyone will receive service, not just those that "request service." In section 8.6 the franchisee shall reserve the right to refuse service if the collection point is used by more than one subscriber or a non -subscriber has also been removed because there are no "subscribers." 18 of 424 Regular City Council & CRA Meeting April 26, 2023 Page 8 MOTION by Vice Mayor Nunn and SECOND by Council Member Dixon to approve Ordinance No. 0-23-06 granting an exclusive franchise agreement to Waste Management, Inc. Council Member McPartlan said he would like to have City look into providing the trash service and asked if Waste Management was allowed to start collecting at 6:00 a.m. The City Manager said the challenge was to complete the route and get to the landfill before they close. Roll call: Council Member Dodd - aye Council Member McPartlan - nay Mayor Jones - aye Vice Mayor Nunn - aye Council Member Dixon - aye Motion carried. 4-1 13. UNFINISHED BUSINESS 23.020 A. Discussion on City Attorney Recruitment (Transmittal, letters, budget) Lynelle Klein, Senior Vice President of Operations with Colin Baenziger & Associates (via Zoom) said she was in the process of setting up individual interviews and a panel interview with the three candidates for Friday, May 5 h. She said she would also send the suggested procedure for the voting with a ballot prior to the meeting. Council Member McPartlan noted that the school board was in the process of hiring an attorney and for $11,000 a month, the school board will receive 90 hours of legal service but the firm couldn't charge more than $250,000 a year. The contract is scheduled to be amended to increase the yearly cap to $350,000 a year. Council Member Dodd called for a special meeting on May 5`b at 5 p.m. 14. NEW BUSINESS 23.018 A. Award the Financial Auditina Services RFP #23-03 to Carr, Riaas & Inaram, LLC to Perform Auditing Services for the City of Sebastian and Authorize the City Manager to Execute the Aimromiate Documents (Transmittal, Bid Tab, Response, F.S.218.391) MOTION by Council Member Dodd and SECOND by Council Member McPartlan to award the financial auditing services to Carr, Riggs, and Ingram, LLC and authorize the City Manager to executive the appropriate documents. There was no public input. Roll call: Council Member McPartlan - aye Mayor Jones - aye 19 of 424 Regular City Council & CRA Meeting April 26, 2023 Page 9 Vice Mayor Nunn - aye Council Member Dixon - aye Council Member Dodd - aye Motion carried. 5-0 23.080 B. Award RFP #23-02 Golf Course Drivinp- Ranee Nettina and Airport Nettiniz to Golf Ranee Netting. Inc. to Replace Damaged Nettinja at the Sebastian Municiu_ al Golf Course (Transmittal. Bid Tab, Responses) MOTION by Vice Mayor Nunn and SECOND by Mayor Jones to award the RFP#23-02 to Golf Course Driving Range Netting to replace the damaged netting. Roll call: Mayor Jones - aye Vice Mayor Nunn - aye Council Member Dixon - aye Council Member Dodd - aye Council Member McPartlan - aye Motion carried. 5-0 23.009 C. Amend the Golf Course Budget for an Additional $45,000 from the Golf Course Cash Reserves for Repairs to the Golf Carts (Transmittal) The City Manager said 80 batteries have been replaced and to prevent coming back for additional monies as the batteries die, he requested an additional $45,000 to stay ahead of the repairs. Council Member McPartlan asked to look into the possibility of having gas carts when new carts are needed. There was no public input. MOTION by Council Member Dodd and SECOND by Vice Mayor Nunn to amend the Golf Course Budget for an additional $45,000 from the Golf Course Cash Reserves. Roll call: Vice Mayor Nunn - aye Council Member Dixon - aye Council Member Dodd - aye Council Member McPartlan - aye Mayor Jones - aye Motion carried. 5-0 23.030 D. Approve Staffs Reauest to Allocate $35.000 from the General Fund Reserves to Benin Prenarine for the 2024 Centennial Celebration (Transmittal. R-22-02) The City Manager said this was to allocate funding to order some supplies for the celebrating. 20 of 424 Regular City Council & CRA Meeting April 26, 2023 Page 10 MOTION by Council Member McPartlan and SECOND by Vice Mayor Nunn to raise the allocation to $50,000. There was no public input. Roll call: Council Member Dixon - aye Council Member Dodd - aye Council Member McPartlan - aye Mayor Jones - aye Vice Mayor Nunn - aye Motion carried. 5-0 23.030 E. Approve an Agreement with Indian River Media Group to Produce the Sebastian at 100 Souvenir Magazine (Transmittal. Proposal) The City Manager said the previous allocation will allow the Task Force to move forward with the souvenir magazine and requested approval. MOTION by Vice Mayor Nunn and SECOND by Council Member Dixon to award $20,300 to Indian River Magazine to produce the souvenir magazine. In response to Martin Styger, Vice Mayor Nunn said this money was coming from the budget but sponsorship advertisements will reimburse the cost of publishing 5,000 copies of the 48 page magazine. Roll call: Council Member Dodd - aye Council Member McPartlan - aye Mayor Jones - aye Vice Mayor Nunn - aye Council Member Dixon - aye Motion carried. 5-0 23.081 F. Discussion on Citv of Sebastian EmDlovee Handbook (Transmittal, DCF Handbook Table of Contents) The City Manager advised that the Human Resources Manager is working on an employee handbook. Council Member McPartlan said he approved of the provided table of contents. Council Member Dodd said the County handbook is also very informative. The City Manager said he would like to have the employees provide input on the handbook. 23.082 G. Proposed 3-Story Home2 Suites Hotel Council Member Dodd said he thought Council should direct the City Manager to put together a position paper with staff outlining our major concerns and objectives to the 21 of 424 Regular City Council & CRA Meeting April 26, 2023 Page 11 project. For example, will the County share their tourism tax to maintain and enhance the boat ramp? The City Manager said staff is working on the letter that will incorporate many of the nuances that Mr. McGinn has researched. Council Member McPartlan said representatives from the City should attend the May 10a' Technical Advisory Committee in person. Mr. McGinn said the County has already approved one of these hotels on State Road 60. Jamie Sol, Indian River Drive, said Council Member Dodd addressed all of her concerns and she loved that Council is getting involved. 15. CITY ATTORNEY MATTERS — None 16. CITY MANAGER MATTERS The City Manager said he has met with the new County Administrator, John Titkanich on several projects including providing water for the Graves Brothers property, the Spirit of Sebastian subdivision and the Home2 Suites Hotel. 17. CITY CLERK MATTERS The City Clerk thanked Council for supporting the Task Force's centennial efforts. 18. CITY COUNCIL MATTERS A. Council Member Dodd In response to Council Member Dodd's inquiry as to when the Charter Officer contracts would be ready, Mayor Jones said he had one more Charter Officer contract to review before bringing them to Council. B. Council Member McPartlan Council Member McPartlan asked if there were any 100 year old residents that might be honored during the centennial. In response to his inquiry regarding Surgery Plus benefit for employees, the City Manager said the Human Resources Manager had contacted the County to obtain information on the program. Council Member McPartlan said since COVID, suicides are off the charts and read some of the training that Martin County is offering for mental health and crisis intervention 22 of 424 Regular City Council & CRA Meeting April 26, 2023 Page 12 training. He asked if the City could put on a summit for suicide prevention to talk about these issues and discuss them. Council Member Dixon suggested maybe at a family fest event to help the children. C. Mayor Jones - None D. Vice Mavor Nunn Vice Mayor said that today at the Affordable Housing Committee, he learned of a family of four, making $70,000 a year was eligible for a Habitat for Humanity home. He invited the public to call the housing office at the County for help. E. Council Member Dixon Council Member Dixon said she recently met with the City Manager and Chief Acosta to bring back the RAD Kids Program that teaches kids how to protect themselves. She invited the public contact Officer Hart for more information. 19. Being no further business, Mayor Jones adjourned the Regular City Council meeting at 9:08 p.m. Approved at the May 24, 2023 Regular City Council meeting. Mayor Fred Jones ATTEST. - Jeanette Williams, City Clerk 23 of 424 01) %"( SEAT HOME OF PELICAN !BLAND SEBASTIAN CITY COUNCIL WORKSHOP & SPECIAL MEETING MINUTES FRIDAY, MAY 5, 2023 —12:50 P.M. CITY COUNCIL CHAMBERS 1225 MAIN STREET, SEBASTIAN, FLORIDA 1. Mayor Jones called the Workshop to order at 12:50 p.m. 2. The Pledge of Allegiance was recited. 3. ROLL CALL Mayor Fred Jones Vice Mayor Chris Nunn (at this point, the Vice Mayor was still in an individual interview) Council Member Kelly Dixon Council Member Ed Dodd Council Member Bob McPartlan (at this point, Council Member McPartlan was still in an individual interview) Staff Present: City Manager Paul Carlisle City Clerk Jeanette Williams Mayor Jones recessed the workshop until 1:30 p.m. to allow the individual interviews to finish. 4. WORKSHOP ITEM At 1:32 p.m. Mayor Jones reconvened the workshop to allow the panel interviews. All Council Members were present at this time. A. Conduct Individual Citv Attornev_Interviews i. Jackson Latimer Mr. Latimer introduced himself and in response to questions from Council, he described how local government can stifle those that can go above and beyond. He looked for opportunities to impress, which he has proven in his career so far. He is looking for a new challenge and can bring energy to the City of Sebastian. He said his personal philosophy is to trust but verify. He generally trusts the people that he oversees but when he encounters a problem, he looks for the least 24 of 424 Sebastian City Council Workshop & Special Meeting City Attorney Interviews and Selection May 5, 2023 Page 2 1: 44 pm 2: 00 pm disruptive solution by giving the employee the opportunity to correct themselves. He said one of the most common things that lawyers encounter is when an individual council member tries to act as the whole body so that situation is always on his radar. He said he believes he is a life-long learner and that by trying, you will open yourself up to mistakes but you will learn. He researched the City of Sebastian through internet searches and the official website. He doesn't use social media. An example where he looked over the horizon in a past position was when he reviewed his current organization's tax abatement guidelines. ii. Rodnev Edwards Mr. Edwards introduced himself and said he accepts criticism very well, he finds that he must just keep moving on and at the end of the day everybody is going to be criticized. In response to how he would handle an ethical situation, Mr. Edwards said in his private practice, sometimes the clients can't make payment so the family will step in with the funds and ask to be briefed on the case which is prohibited with attorney client privilege. In another instance, a developer tried to bribe the council which was also prohibited. He said it has always been his practice to meet with Council prior to a meeting to make sure they are on the "same sheet of music." He said he researched the City through the information provided by Colin Baenziger, discussions with former City Attorney Jim Stokes, the website, Google searches and he has been watching the Council meetings since December. He said he has a very strong work ethic, he can be found working until 7-8 pm at night, he believes in a collaborative approach and investing in employees with what they are doing. He said he has worked on a lot of inter -local agreements between the City of West Melbourne and Palm Bay. In his first 90 days on the job, he would look to meet with the Council Members and Department Heads to see what their expectations were. iii. John Anastasio Mr. Anastasio said he looked at city government as being closest to the people so the attorney has to be human centered. He promised to treat each council member 25 of 424 Sebastian City Council Workshop & Special Meeting City Attorney Interviews and Selection May 5, 2023 Page 3 equally on a daily basis. He said he likes to look how the short term solutions will affect the long term, for example how the annexation will affect the long term. He hoped to take a multi -disciplinary approach as the City Attorney to the reactive culture. With regard to work ethic, he said there has to be a work/life balance. He will work 24 hours straight to meet an objective for his client but a lot of what he plans to do is work on relations to avoid litigation and protracted contract negotiations. He will try to answer questions but it is a simple function of planning. He will reach out to the members prior to the Council meetings. With regard to the limited secretarial support to be offered by the City, Mr. Anastasio said he might want to use his budgeted medical benefits to hire part time staff or upgrade technology. During his first 90 days he would develop contacts throughout the City, handle emergencies and review the Charter by meeting with the department heads and Council members. To build on his strength and find those to enhance his weaknesses, he described how he was drafting a contract to establish a brokerage for boats and he used outside help for the framework to build trust between the owner and the workers because he finds the human element makes it work. Mr. Anastasio said he chose to apply at Sebastian because the City is interesting and he has been monitoring the annexation that will create a tax base to reduce the burden on the residents. He said he welcomes criticism because it is all a learning process. He will listen and analyze it to see if it makes sense because if you stop listening to others, you become silo(ed). With regard to ethics, it is a way of life —right or wrong. After he tries to work out the problem he would come to Council for direction. He asked if anyone could think of a reason why he wouldn't want the job, during the one-on-one interviews, he said the Council Members seemed likeable, which is the first element of trust. If Council wanted to pursue a course of action that is not proven, he would recommend a summary execution, and then he would sit down and persuade them to do otherwise. However, the chance of that occurring would be slim to none because he they would be working as a team with an established relationship. 26 of 424 Sebastian City Council Workshop & Special Meeting City Attorney Interviews and Selection May 5, 2023 Page 4 2: 34 pm He concluded by saying if Council was interested in picking a City Attorney with a different way of practicing law, he was their choice. Discussion followed on the possibility of Mr. Edwards running for judge again and it was recalled that when he interviewed for the "interim city attorney" position he stated he was not interested in running again. Ms. Cockcroft was not present due to an issue that developed at the hotel. Mayor Jones recessed the meeting until 3:20 p.m. iv. Jennifer Cockcroft Mayor Jones reconvened the workshop at 3:20 p.m. and Ms. Cockcroft introduced herself. She said she was a member of the Florida and Georgia Bar and had experience in various capacities as a municipal lawyer. She said during her first 90 days she would like to establish a good relationship with the Council Members and staff, find out priorities and goals, and review anything pending. She has worked on many inter -local agreements with Osceola County, the City of Kissimmee, Seminole County, the City of Oviedo and the City of Palm Bay. She would be devoted to meeting the needs of Council and making sure all of the needs are taken care of. With regard to how she would recommend a different course of action, if she felt that Council wanted to pursue something she thought wasn't prudent, she said she would meet individually with the Council Members to explain the pitfalls and offer a better course of action. She researched the City of Sebastian by visiting the website with their bios and local newspapers and watched several of the Council meetings. She said her experience and personality would make her a good fit for the City. She said she accepts criticism and appreciates knowing when she does something wrong. Ms. Cockcroft said she would have to give 30 days' notice with her current employer in addition to completing a current project with a client in Osceola County that will take till the end of May. 5. Mayor Jones adjourned the City Council Workshop at 3:32 p.m. 27 of 424 Sebastian City Council Workshop & Special Meeting City Attorney Interviews and Selection May 5, 2023 Page 5 6. Mayor Jones reconvened the Special City Council Meeting to order at 5:00 p.m. 7. Roll Call Mayor Fred Jones Vice Mayor Chris Nunn Council Member Kelly Dixon Council Member Ed Dodd Council Member Bob McPartlan Staff Present: City Manager Paul Carlisle City Clerk Jeanette Williams Human Resources Manager Cindy Watson Deputy Police Chief Greg Witt Also Present: Colin Baenziger, Colin Baenziger & Associates 8. Discuss and Select New Citv Attornev Colin Baenziger recapped that a reception was held the previous night to get to know the candidates, one-on-one interviews were held this morning and at this point if Council was ready, it was time to make a selection. He distributed ballots to each Council Member and asked them to place a check mark next to their top two choices. The following choices were recorded: Dodd Dixon Jones McPartlan Nunn Total Anastasio 1 1 1 3 Cockcroft 1 1 1 3 Edwards 1 1 2 Latimer 0 Ventura 1 1 2 Mr. Baenziger read the results and announced there was a tie between Mr. Anastasio and Ms. Cockcroft. He suggested they could talk about it or go to a second ballot. It was the consensus of Council to vote a second ballot. Anastasio Cockcroft Edwards Latimer Ventura Dodd Dixon Jones McPartlan Nunn 1 1 1 1 1 Total 2 3 0 0 0 28 of 424 Sebastian City Council Workshop & Special Meeting City Attorney Interviews and Selection May 5, 2023 Page 6 Mr. Baenziger announced that Ms. Cockcroft was their choice with Mr. Anastasio was their second choice and recommended making a motion to that effect. MOTION by Council Member Dodd and SECOND by Mayor Jones to move that Jennifer Cockcroft is their selected choice and John Anastasio is their second choice if they can't reach a contractual agreement. Council Member McPartlan said if the first choice fell through, he would like to have a discussion on the candidates. Council Member Dodd offered to withdraw his motion if it was the consensus of Council to reconsider the candidate. Mr. Baenziger suggested they consider the first candidate and reconvene if the contract negotiations fell through. Council Member Dodd withdrew his MOTION and Mayor Jones withdrew his SECOND. MOTION by Council Member Dodd and SECOND by Mayor Jones to offer the City Attorney position to Jennifer Cockcroft and have Mayor Jones enter contract negotiations with her. Roll call: Vice Mayor Nunn - aye Council Member Dixon - aye Council Member Dodd - aye Council Member McPartlan - aye Mayor Jones - aye Motion carried. 5-0 Council Member McPartlan advised that he is planning to have surgery on May 23 and may not be available for the May 24 h Council meeting and asked if anything is anticipated, could it be pushed back to the June meeting. 9. Being no further business, Mayor Jones adjourned the Special Meeting at 5:13 p.m. Approved at the May 24, 2023 Regular City Council Meeting. Mayor Fred Jones ATTEST Jeanette Williams, City Clerk 29 of 424 %in L"f SEBAST" HOME OF PELICAN ISLAND SEBASTIAN CITY COUNCIL SPECIAL MEETING MINUTES WEDNESDAY, MAY 10, 2023 — 5:00 P.M. CITY COUNCIL CHAMBERS 1225 MAIN STREET, SEBASTIAN, FLORIDA l . Mayor Jones called the Special Meeting to order at 5:00 p.m. 2. The Pledge of Allegiance was recited. 3. ROLL CALL Mayor Fred Jones Vice Mayor Chris Nunn Council Member Kelly Dixon Council Member Ed Dodd Council Member Bob McPartlan Staff Present: City Manager Paul Carlisle Interim City Attorney Andrew Mai City Clerk Jeanette Williams 4. SPECIAL MEETING ITEM A. Charter Officer Contract Negotiations Mayor Jones advised that he had been negotiating with the Charter Officers and during meetings there were some things that came up. He asked the Interim City Attorney to report on the items. The Interim City Attorney said he provided four agreements that resulted from the negotiations with the terms Council requested with the following exceptions: City Manager's contract — the vacation, sick leave and discretionary time will be given at the same rate as the managerial employees and upon separation will be given pursuant to City Council policy or the current Exempt Employees Benefits Package. He said one of the draft agreements included the existing package. 30 of 424 Special City Council Meeting May 10, 2023 Page 2 He said if Council wishes the Manager and Clerk's vacation, discretionary and sick time to be governed by something other than the Exempt Employees Benefits Package, he would like direction on which method to use. He said Council could leave it that way and at the discretion of the Manager, the policy could be changed; or Council could adopt a City Council policy; or freeze the current Exempt Employees Benefits Package by attaching it to the agreement. Council Member Dodd said the Exempt Employees Benefit Package should be adopted by Council and applied to all non -union employees, to include the Charter Officers. He said he didn't see anything different than what they discussed in the union negotiations. Vice Mayor Nunn said he was good with everything that Council Member Dodd said as long as it doesn't negatively affect the Charter Officers. For example, the vacation and sick time that Jeanette has accrued. The Interim City Attorney said the adopted City Council policy applies to vacation, sick, discretion and military leave but it does not deal with all of the other exempt employees' benefits. If this Council would like them to have all of the benefits in the Exempt Employees Benefit Package, he will need to rework the contract so that is clear. He said he would welcome any other comments. Council Member Dixon said she agreed, whatever Council decided they shouldn't affect the Officers negatively. Council Member McPartlan said he thought they were doing away with the longevity benefit. Council Member Dodd said the general employees' contract includes the longevity benefit. The City Manager said the language in the Exempt Employees Benefit Package is the same as the union contracts. Council Member McPartlan said the contracts should follow the exempt policy but the salary and raises should come back annually during the review. The Interim City Attorney advised they could do it either way --leave the longevity provision or have it controlled in the contract. Council Member Dodd said no salary increases should be granted outside of Council action. He said all employees should have the same benefits. Vice Mayor said he agreed and disagreed; longevity pay is not a merit based increase and should be included in the benefits. A merit increase is based on an evaluation. Council Member Dixon said she agreed as it costs a lot to hire a Charter Officer; it will give them incentive to stay. The Interim City Attorney said he understands that Council Member Dodd would not like the longevity in the exempt but the majority would like it included. 31 of 424 Special City Council Meeting May 10, 2023 Page 3 The Interim City Attorney said in the negotiations with the Clerk, she indicated that she would like the policy to be adopted by Council and the ability to retain the vacation and sick time that she currently has. Vice Mayor Nunn stated the Clerk works very hard and he recommended an addendum to allow her to keep the vacation and sick time until she is ready to retire. Council Member Dodd said the 2013 version of the exempt employees benefit package has a maximum of 400 accrued hours and the only change in the new policy is that those hired after October 1, 2022, won't be able to convert sick time to vacation time. It was changing the vacation and sick time the Clerk will be able to sell when she leaves. The Interim City Attorney said the 2013 version of the policy has expired and the Clerk's contract provides that she is entitled to the vacation and sick time when she leaves so by amending her contract and making her follow the policy, that is where she will lose her accruals. Council Member Dodd suggested they might develop an exempt policy that applies to all exempt employees except charter officers. The Interim City Attorney said there were a number of ways to address this: charter officers shall abide by the adopted Council policy. If Council would like all officers to be the same it can be indicated. If Council would like it to be different, they can add language that, "this provision should not apply to Charter Officers, only exempt employees." If the provisions are put in the contract they will be frozen in time. He said he heard that the City policy should be attached and to save the Clerk's current vacation and sick accruals. He also said the Clerk would like to retain the longevity benefit and the health insurance benefit at '/2 price for two years after 20 years of employment. Mayor Jones said he would work on speaking to the Clerk within and week and the Interim City Attorney said he would draft up the new contracts for the next meeting. Vice Mayor Nunn asked what needed to be done to give the salary survey increases to the three Charter Officers. The Interim City Attorney advised that he was instructed to use the salary survey number and he would have to research what the motion was and bring it back to Council. 5. Being no further business, Mayor Jones adjourned the Special Meeting at 5:30 p.m. Approved at the May 24, 2023 Regular City Council meeting. Mayor Fred Jones 32 of 424 in.I SWAST" Q�000 I ml. of Pf I ICAN lit ANP CITY COUNCIL A{ EN)A 'IRANSMI'I TAL Council Ntcctin Data May 24. 202 lgenda Item Title Chief of police Employntent Agreement Recommendation: City Manager requests City Council to approve an EmplovTmcnt Agreement 11 ith the Chief of Police. Back round: In an effort io provide the City u-itli Police Department continuity of leadership after the City Manager departs in June 2023, it is appropriate that the Chief of police is offered an employment agr ement. Chief Acosta has provided tltc City stable and loyal leadership of the Sebastian police Department. Public Safety is a prime concern and must not be compromised by an abrupt change in police leadership. The City Manager recommends approval of the attached three (3) year Employment Agreement. If Agenda Item Requires Exoenditisre of Funds: Budgeted Amount: N/A Total Cost: NIA Funds to Be Utilized for Appropriation: NIA Attachments: EmploymcntAgrccment Administrative Services Department Review:� l City Attorney Review: Procurement Division Review-. il'applicahle: City Manager Audiori-ralion: Date �AILI EMPLOYMENT AGREEMENT THIS AGREEMENT, effective the 24th day of May 2023 (the "Effective Date") by and between the CITY OF SEBASTIAN (CITY), and Daniel Acosta (EMPLOYEE) governs the terms and conditions of EMPLOYEE'S employment. This document contains seven (7) pages. WHEREAS, CITY desires to retain the services of an administrative officer to manage, direct, supervise and coordinate the activities of its Police Department; and WHEREAS, The CITY Manager desires to appoint a Police Chief pursuant to Section 3.06 of the Sebastian City Charter; and WHEREAS, CITY agrees to employ EMPLOYEE and EMPLOYEE agrees to accept employment with CITY in the position of Police Chief; and WHEREAS, it is the desire of CITY to establish terms and conditions of employment, and to codify working conditions of EMPLOYEE; and NOW THEREFORE, in consideration of the mutual covenants herein contained, CITY and EMPLOYEE agree as follows: DUTIES. A. A job description for the position delineating specific job duties is attached hereto as Exhibit A and incorporated herein by this reference. B. CITY agrees that the Police Chief shall be the chief administrative officer of the Police Department, subject to the supervision of the City Manager, pursuant to Section 3.06 of the City Charter. 34 of 424 II. DURATION OF AGREEMENT. A. EMPLOYEE shall serve at the pleasure of the City Manager and shall be an at -will contractual employee of the CITY, and waives any rights to a pre - or post -disciplinary hearing in the event of discipline, including termination. B. Nothing in this Agreement shall prevent, limit, or otherwise interfere with the right of City Manager to terminate the employment of EMPLOYEE at any time, subject only to the provisions set forth in Section X. C. Nothing in this Agreement shall prevent, limit, or otherwise interfere with the right of the City Manager to cancel this Agreement, subject only to the provisions set forth in Section III (B) and (C). D. Nothing in this Agreement shall prevent, limit, or otherwise interfere with the right of EMPLOYEE to resign at any time, subject only to the provisions set forth in Section III (A). E. The duration of this Agreement shall be for a period of three (3) years, commencing the 24th day of May 2023, until the 24t' day of May 2026. F. Extension of Agreement. In the event either party to this Agreement does not give written notice to the other party at least ninety (90) days prior to the expiration date, this Agreement shall be extended for three (3) years on the same terms and conditions as set forth in this Agreement. Said Agreement shall continue thereafter for three-year periods, unless either party provides written notice to the other party at least ninety (90) days prior to the expiration date of the current period of the Agreement. In the event either party provides written notice at least ninety (90) days prior to the expiration date of the initial term or renewal, the Agreement will expire and EMPLOYEE shall only be compensated for eligible accrued benefits to date, based on the limitations and conditions detailed herein. 2 35 of 424 III. CANCELLATION OF AGREEMENT. The parties agree that this Agreement may be canceled in one of the following ways: A. EMPLOYEE may cancel this Agreement providing at least 60-days written notice to City Manager of EMPLOYEE'S voluntary resignation, unless the parties agree otherwise. A timely notice constitutes a "good standing" separation. EMPLOYEE acknowledges and understands that, in the event of a voluntary resignation, EMPLOYEE is not entitled to any severance pay. B. City Manager may cancel this AGREEMENT in the event EMPLOYEE voluntarily abandons the position. A position is considered abandoned after unauthorized absences from work for a consecutive period of three (3) working days (or three (3) assigned shifts) occur. EMPLOYEE is not entitled to severance pay in the event of cancellation due to abandonment. C. If EMPLOYEE is convicted of a misdemeanor involving moral turpitude or a felony violation of Florida or federal criminal law, such charges arising from the events and prosecution occurring during the term of this Agreement, City Manager shall have the option of canceling this Agreement without being obligated to pay any severance pay. IV. TERMINATION OF EMPLOYMENT. City Manager may, with or without cause, terminate the employment of the EMPLOYEE at any time. If the EMPLOYEE is terminated before the expiration of the Agreement without cause as set forth in Section II (E), EMPLOYEE shall be entitled to severance pay as set forth in Section X. EMPLOYEE shall also be compensated for all eligible accrued benefits to date, based on the limitations and conditions detailed herein. For the purposes of this agreement cause shall include but not be limited to violation of the City policies or violations of this agreement. 3 36 of 424 V. PERFORMANCE CRITERIA AND EVALUATIONS. A. At least annually, City Manager (or his/her designee) shall meet with EMPLOYEE to establish performance standards, departmental goals and criteria for a performance evaluation. Shortly before each annual anniversary date of this Agreement, City Manager (or his/her designee) shall, in accordance with criteria previously established, review and evaluate the performance of EMPLOYEE. B. City Manager (or his/her designee) shall provide EMPLOYEE with a written performance evaluation and provide an opportunity for EMPLOYEE to discuss the contents thereof with City Manager (or his/her designee) for the purpose of advancing the overall effectiveness of EMPLOYEE in his position. VI. HEALTH, DISABILITY, AND LIFE INSURANCE. A. CITY agrees to provide disability, accidental death and dismemberment, and life insurance for EMPLOYEE and to pay the premiums commensurate with other exempt department heads. B. CITY agrees to provide comprehensive health and hospitalization insurance coverage, which includes medical, dental, and vision insurance for EMPLOYEE and EMPLOYEE'S dependents (if eligible), provided EMPLOYEE pays the required contribution(s). Contributions, co -payments, and other fees shall reflect the rate(s) applicable to CITY employees, (if needed). VII. SECONDARY EMPLOYMENT. EMPLOYEE agrees not to accept any other full-time employment. However, City Manager agrees that EMPLOYEE shall be allowed to accept part-time employment and to accept normal compensation for such endeavors, provided such part-time employment shall be scheduled so as to not interfere with the normal operations of the CITY and shall require the prior written approval of City Manager. 0 37 of 424 Vill. SICK, ANNUAL, PERSONAL, BEREAVEMENT, AND MILTARY LEAVES. AND OTHER AUTHORIZED ABSENCES. SICK TIME. EMPLOYEE shall be granted ninety-six (96) hours sick time annually. Said sick time may only be used in accordance with the provisions outlined in the City Council Approved Policy P. Upon leaving CITY employment in good standing, EMPLOYEE shall be compensated for unused sick time, in accordance with the City Council Approved Policy. Payments are limited to a maximum of one thousand (1000) hours. ANNUAL LEAVE. EMPLOYEE shall accrue annual leave on a bi-weekly basis as outlined in the City Council Approved Policy. Annual leave may only carry over a maximum of four hundred (400) regular hours each October 1 (unless approved by City Manager). If EMPLOYEE leaves CITY employment for any reason, he shall receive payment for any accrued annual leave as of the date of separation. PERSONAL DAYS. EMPLOYEE shall be granted paid personal leave days as outlined in the City Council Approved Policy each fiscal year. Paid personal leave days may not be accrued from year-to-year. Personal days are not compensated upon separation from City employment. BEREAVEMENT, MILITARY AND OTHER AUTHORIZED LEAVES/ABSENCES may be granted, pursuant to the City Council Approved policy and in accordance with applicable law. IX. RETIREMENT A. The CITY agrees the Police Chief receives the same pension benefits and contributions as all other law enforcement employees per Section 58 Article III of the CITY Code of Ordinances. B. EMPLOYEE acknowledges that, pursuant to the Fair Labor Standards Act (FLSA), EMPLOYEE qualifies for the "ADMINISTRATIVE" employee 5 38 of 424 exemption. As an exempt employee, EMPLOYEE is paid a weekly salary, not bi- to minimum wage or overtime provisions of the FLSA. As such, EMPLOYEE shall do things necessary and required to be available to CITY during the term of this Agreement. C. AUTOMOBILE EXPENSES. EMPLOYEE will receive a CITY -issued vehicle for local and out -of -area business travel. EMPLOYEE will also receive mileage reimbursement for use of EMPLOYEE's personal vehicle for local and out -of -area business travel at the CITY rate, which shall annually coincide with the Internal Revenue Service's standard mileage rate (if needed). D. COMMUNICATION EXPENSES. CITY hereby agrees to provide EMPLOYEE with a cell phone, for use in the normal conduct of business, in accordance with CITY policy. X. SEVERANCE PAY. In the event EMPLOYEE Is terminated without cause, CITY shall pay EMPLOYEE twenty (20) weeks salary and grant credited service, including any contribution to the pension fund necessary therefore, to provide EMPLOYEE with the normal retirement benefit as set forth in Section 58.51, Code of Ordinances to the extent permitted by IRS Regulations. XI. GENERAL EXPENSES. CITY recognizes that certain expenses of a non -personal and job -affiliated nature may be incurred by EMPLOYEE, and hereby agrees to reimburse or to pay said general expenses, subject to prior approval of City Manager and in accordance with City policy. The Finance Director is hereby authorized to disburse such monies upon receipt of duly executed expense or petty cash vouchers, receipts, statements, or personal affidavits. XII. CIVIC CLUB MEMBERSHIPS. CITY recognizes the desirability of representation in and before local civic and other organizations. EMPLOYEE shall present to City Manager for his/her review and approval a listing of civic organizations for which, if approved, the CITY shall pay all expenses on EMPLOYEE'S behalf. A 39 of 424 XIII. PERSONNEL RULES AND REGULATIONS. Terms and conditions of EMPLOYEE'S employment not specifically set forth in this Agreement shall be governed by the City's Personnel Rules and Regulations for non -bargaining unit employees, provided said provisions are not inconsistent with or in conflict with the provisions of this Agreement, CITY Code of Ordinances and/or any law. XIV. MODIFICATIONS. No change or modification of this Agreement shall be valid unless it is reduced to writing and signed by both parties. XV. GOVERNING LAW. This Agreement shall be construed and governed by the laws of the State of Florida, and venue for any proceedings brought hereon shall be in Indian River County, Florida. The CITY shall indemnify the EMPLOYEE in the same manner and the same status as any full-time employee subject to the provisions of Florida Statutes Chapter 111, 768.28 and applicable provisions of 112. XVI. SEVERABILITY OF PROVISIONS. If any clause or provision of this Agreement shall be determined to be illegal or to be void as against public policy, the remainder of this Agreement shall not be affected thereby. IN WITNESS WHEREOF, the parties hereunto have set their hands to this instrument this day of May 2023. Daniel Acosta EMPLOYEE ATTEST: Jeanette Williams, MMC City Clerk (SEAL) 7 Paul E Carlisle City Manager Approved as to form and legality for reliance by the City of Sebastian only: Andrew W. Mai Interim City Attorney 40 of 424 Job Title: Department/Group: Location: Level/Salary Range: Job Description an a SEBASTI HOME OF PELICAN ISLAND Chief of Police Date: Police Department Job Code: 1201 Main Street, Sebastian, FL Travel Required: 85 Position Type: GENERAL DESCRIPTION OF DUTIES January 14, 2020 Educational Exempt Under direction of the City Manager, the purpose of the position is to provide overall direction and management for all aspects of law enforcement operations for the City of Sebastian Police Department Employees in this classification function as Department Director, and. administer department operations through subordinate management and supervisory personnel. Incumbents perform complex administrative work requiring extensive knowledge of the agency's fiscal structure, and exercise of critical judgment and initiative regarding functions under their charge. Performs related work as directed. ESSENTIAL JOB FUNCTIONS 1. Administers Department of Law Enforcement operations for the City of Sebastian. 2. Exercises primary operational and administrative control over department functions, to include coordinating department activities with other jurisdictions. 3. Evaluates crime prevention and law enforcement problems of the City. 4. Develops policies, procedures and priorities to meet established goals. S. Supervises and participates in training of members of the department in police methods, procedures and duties with particular attention to personnel at the administrative and supervisory level. 6. Implements organizational restructuring and administrative changes where applicable. 7. Reviews existing organizational patterns, work relationships, equipment, and staffing; plans and implements new programs to increase effectiveness and efficiency of department operations. 8. Determines budgetary needs and prepares operating budget; implements and monitors adherence to such according to approved/established budgetary guidelines. 9. Devises strategic, fiscal and capital improvement plans forthe Department. 10. Evaluates trends and developments in police techniques, technologies, and operations; promotes effective operations through standardization as appropriate. 11. Conducts operational inspections of department organizational units; ensures compliance with departmental regulations and policies. 12. Coordinates police response to specific or unusual conditions; directs response to critical incidents, emergencies, and large scale events. 13. Coordinates with other regions, units, and/or agencies on mutual law enforcement and crime prevention initiatives; provides assistance to such as needed. 14. Responds to public concerns, inquiries, and complaints; provides information on departmental regulations and procedures; resolves or directs to appropriate entities. 15. Prepares various narrative and statistical reports in presenting findings, recommending Cm 0 SEBAST" HOME OF PELICAN ISLAND solutions, providing information and documenting department activities; provides for review and approval of various administrative reports. 16. Attends/facilitates/chairs various meetings, conferences, and workshops in representing the agency and department; establishes cooperative communications between the agency and groups. 17. Provides testimony in legal proceedings as required. 18. Reviews and evaluates personnel performance reports; recommends disciplinary actions as appropriate; recommends promotion procedures as appropriate. 19. Assists the Department of Human Resources with labor contract negotiations and labor relations. 20. Maintains current knowledge of professional standards, and trends and developments in law enforcement administration for application to functions under charge. 21. Operates a law enforcement vehicle. Knowledge. Abilities and Skills: • Knowledge of modern law enforcement policing techniques • Knowledge of law enforcement accreditation and process • Ability to write policies and procedures • Ability to communicate both verbal and written • Ability to plan, evaluate, assign and coordinate law enforcement activities • Ability to provide effective leadership Desired Traits: • Motivational • Customer focused • Be one who values and respects others • Be driven to excel • Believe in teamwork and collaboration • Believes in continual learning • Demonstrates ethical behavior • Supportive of change EDUCATION AND EXPERIENCE GUIDELINES Minimum Bachelor's degree in Criminal Justice, Justice Policy Management, Public Administration or related field, with Master's degree preferred; Seven (7) to Ten (10) years cumulative experience and progression through an established law enforcement rank structure (Police Chief, Deputy Chief, Commander), the majority of which shall be acquired through supervision, management and/or administration of one (1) or more major/critical law enforcement functions; or an equivalent combination of education, training, and experience. an w SE TAN HOME OF PELICAN ISLAND EMERGENCY DECLARATION STATUS Considered an essential employee and will be required to work during an undeclared emergency and/or declared emergency. PERFORMANCE APTITUDES Human Interaction: Requires the ability to exchange information for the purpose of obtaining or clarifying details through oral and written instructions using the English language with staff members, citizens, and other contact personnel. Requires the ability to provide guidance, assistance, and/or interpretation to others on how to apply procedures and standards to specific situations. Requires the ability to keep the supervisor informed of potential problems or unusual events; respond to inquiries and concerns in a timely manner, ability to speak to people with poise, voice control and confidence; ability to talk and hear: expressing or exchanging ideas by means of spoken words and listening. Functional Reasonine: Requires ability to apply principles of rational systems, interpret instructions furnished in written, oral, diagrammatic, or schedule form with some latitude exercise of independent judgment. Demonstrate initiative in identifying potential problems or opportunities for improvement. Data Utilization: Requires the ability to operate, maneuver, and/or control equipment to review, compile, assemble, scan, copy, record, and/or transcribe data and/or information according to prescribed plan, classify, categorize, prioritize, and/or analyze data and/or information. Requires ability to perform mathematical operations with decimals or fractions. Phvsical Abilitv: Involves the ability to exert physical effort in sedentary to some heavy lifting work which may involve some lifting, carrying, climbing, pushing and/or pulling of objects and materials of light to heavy weight (5-25 pounds). Tasks may involve extended periods of time at a keyboard or work station. Sensory Reouirements: Requires the ability to communicate orally and the use of visual perception to determine differences of color, odor, texture, and depth; ability to hear machine operations. Environmental Factors: Tasks are regularly performed without exposure to adverse environmental conditions such as dirt, dust, pollen, wetness, humidity, fumes, temperature, and noise. REQUIRED SKILLS, LICENSE OR CERTIFICATE Florida Certified Law Enforcement Officer All Certifications must be maintained per Criminal Justice Standards and Training Commission —See Attachment. httos://www.fdle.state.fl.us/CJSTC/Officer-Reouirements/Mandatory-Retrainin¢ asox htt s: www.fdle.state.fl.us/CJSTC/Documents/Officer-Requirements/Mandatory-Retrainine-Uodate-12-2014.asox REQUIRED RESIDENCY If the candidate has an established residence within close proximity to the City such as Vero Beach, FL, the candidate may continue to reside at that location. However, if the candidate has to relocate, the candidate will have one year to move within the City limits. Residency may be negotiated. an a SEBASTK HOME OF PELICAN ISLAND ADA COMPLIANCE The City of Sebastian is an Equal Opportunity Employer, To comply with the American with Disabilities Act, the City of Sebastian will provide reasonable accommodations to qualified individuals with disabilities, and encourages both prospective and current employees to discuss potential accommodations with the employer. This job description is not intended to be and should not be construed as an all-inclusive list of all responsibilities, skills or working conditions associated with the position. While it is intended to accurately reflect the position activities, skills or requirements, management reserves the right to modify, add, or remove duties and assign other duties as necessary. This job description does not constitute a written or implied contract or gmplo yment_ Last Updated By: I Cynthia Watson, HR Director; Asst. Admin. Services Director I Signature: �%) •�^ nnethKiKillllgore, CFO; Administrative Services Director I �Wl d Paul Carlisle City Ma Pg1w " // Date Approved By: Signature: Date:/03�av�-v Approved By: Signature: Date: CRIMINAL JUSTICE STANDARDS & TRAINING COMMISSION Florida Officer Mandatory Retraining Requirements 0 Florida Officers Must Complete 40 Hours Every 4 Years to Maintain Certification Law Enforcamam Officer Fiwarma Specified Training Authority Officer Training Requirements qualification Standard Requirement To be completed every 4-years Complete and report every 2 years starting July 1. 2006 Human Diversely Interyersonal s. 943.1716. F.S. 1 Skills(LE. CO. CPO) 11B-27.00212ftb), F.AC. Officer Use -of -Farce Training s-W312 4ggd. ;s 2 (LE, CO, CPO) 11B-27. 1213, F.A.C. 3 CPO) Dad-Ficing Stun Gun (LE, CO, s. 9431717, F.S. 4 Firearms Qualification Standard (LE only) 5 Comedic Vimema(LEonly) a. 943.1206h F.S. 110-27.00212(14), F.AC. Them is no specified cuniculum or course hour requirement LE officers, who complete the Discriminatory Profiling continuing training Pursuant to s. 943.1756. F.S.. may satisfy this requirement upon approval of the agency head. CJSTC Rules establish that certified officers who instruct human diversity Praising may substiluo completion or Instruction of this training to satisfy the officer's continuing tramom reauirement. 1) Scenario -based Firearms Training 2) Physiological Response Dynamics Training 3) Less -lethal force options available within the agency 4) Agency policieson Use -of Forcetmining 5) Legal aspects regarding Use -of -Force training (LE & CO must comply with 1-5 above) (CPO must comply, with 2-5 above) Training shall meet the 14 points stated In Florida Solutes. Them Is no specified hour requirement. s. 943.1701, F.S. 11B-27.00212(5$a), CJSTC Rules establish that certefied law enforcement F.A.C. officers who instruct domestic violence training may substitute completion or instruction of this Vaining to satisfy, the officer's continuing twining requirement. Demonstrate proficiency skills on Me required firearms qualification standard farts CJSTC4i6A. Proficiency must be demonstrated before a CJSTC certified fimerms instructor. 0 Dart -Firing Stun Gun To be completed annually (Officer Compliance NOT reported to the CJSTC) Any officer authorized by hisfher employing agency to carry a dart - firing stun gun shall complete the CJSTC &hour Veining or equivalent AND 1-hour of training annually. Revised 12J2014 1 CRIMINAL JUSTICE STANDARDS $ TRAINING COMMISSION r- Florida Officer Mandatory Retraining Requirements i- Florida Officers Must Complete 40 Hours Every 4 Years to Maintain Certification Law Enforcement Officer Firearms Dartfdng Stun Gun Specified Training T Authority Officer Training Requirements Oualigcallon Standard To be completed annually Requirement To be completed every 4-years Complete and report every 2 years (Offker Compliance NOT starting July i, 2005 reported to the CJSTC) There Is no speclled curriculum or course hour requirement. Juvenile Sexual Offender a. 943.17295. F.S. CJSTC Rules establish that cenRed law enforcement S Investigation ILE only) 115-27'00212(5)(c)' once, who instruct Juvenile Sexual Offender FAC. Investigation training may subslitule completion w insiructlon of this training 1u satisfy the officers contimeng, training regWrement. Discribminatory Profiling and 7 Professional Traffic Stops (LE only) Revised 1212014 There is no specified curriculum or course hour requirement. An LE officers continuing education in the area of Human s. 943,1758, F.S. Diversely shall Include sharing on high-mk and critical 11535.007(4)(h), tasks thm Include stops, Ise of force and domination, and F.A.C. other areas of Ireemction between officers and members 116-27.00212(5)(d). of diverse populations. FAC. CJSTC Rules establish that ceNged law enforcement officers who Instmct Discriminatory Profiling and Professional Traffic Stops training may substitute completion or instrtruc ion of this training to satisfy the officers continuing training requirement. v r F LjLmk= N�N, MANDATORY RETRAINING REPORT 4), F.A.C. in Rule 11 B-27.00212 Incorporated by Reference (�b ft" Please type or print legibly in black or blue ink and use capital and small letters to write names, titles, and addresses Florida Department of Law Enforcement 1. Social Security Number: 3. Agency ORI: FL 4. Agency name: 2. Officer name: CJSTC 74 Last First MI 5. Officer employment type: ❑ Law Enforcement ❑ Correctional ❑ Correctional Probation ❑ Concurrent ❑ Special Elected or Appointed ❑ Railroad Police 6. Training used to fulfill the 40-hour mandatory retraining requirement: Documentation of training used to fulfill this requirement shall be attached to this form. Documentation may include copies of certificates, memoranda, rosters, letters, course index or outline, or other documents that indicate completion of training. Documentation shall also include the date, number of hours, title of course, or conference or topic of the training, and the entity presenting the training. COURSE OR CONFERENCE TITLE: Hours 7a. College credit hours used for mandatory retraining requirement: ICOLLEGE CREDIT: I I 7b. Required retraining pursuant to sections 943.1701, 1716,1758, 17295, F.S.: Certified officers who elect to instruct human diversity training, and law enforcement officers who elect to instruct Domestic Violence or Juvenile Sexual Offender Investigation training may substitute completion or instruction of such training to satisfy the officer's continuing training requirement Documentation showing the date and hours instructed shall be attached to form CJSTC-74. Hours Completed HUMAN DIVERSITY: No hourly requirement pursuant to legislation effective July 1, 2006. DOMESTIC VIOLENCE: Effective 711198 and this training is required for law enforcement only. No hourly requirement. JUVENILE SEXUAL OFFENDER INVESTIGATIONS: Effective 711198 and is required for law enforcement only. No hourly requirement PROFESSIONAL TRAFFIC STOPS: Effective 1011/2001, and is required for law enforcement only. The officer has the option of completing Professional Traffic Stops training to satisfy human diversity training. No hourly requirement USE -OF -FORCE TRAINING FOR LAW ENFORCEMENT AND CORRECTIONAL OFFICERS. Scenado-based firearms training, physiological response dynamics training, less -lethal force options available within the agency, agency policies on use -of -force training, and legal aspects regarding use -of -force training. Date of Completion: USE -OF -FORCE TRAINING FOR CORRECTIONAL PROBATION OFFICERS. Physiological response dynamics training, less -lethal force options available within the agency, agency policies on use -of -force training, and legal aspects regarding use -of -force training. Date of Completion: Total Hours 8. Enter the date the officer completed the mandatory retraining requirement: 9. 10. Agency Administrator or Designee's Signature Date signed AGENCIES SHALL BE NOTIFIED WHEN SUBJECT TOPICS CHANGE Created 11111992 Original - FDLE 1 of 2 Copy - Agency Commission -Approved Revisions: 81712008 Form Effective Date: 411612009 INSTRUCTIONS FOR COMPLETING FOR CJSTC-74 Form CJSTC-74 is used for in-service training, Specialized Training, Advanced, or Career Development Training Program Courses, and college credit used for mandatory retraining requirements. Use this form to notify the Criminal Justice Standards and Training Commission when an officer meets the Commission's mandatory retraining requirements. 1. Social Security Number: Enter the officer's nine -digit social security 4) Professional Traffic Stops. At the agency administrator's number as in this example: 000-00-0000. discretion, the officer has the option of completing Professional Traffic Stops training to also satisfy human diversity training. 2. Officer's name. Enter the officer's legal name. Enter the last and first name. If the officer has a middle initial enter it above MI. 3. Agency ORI. Enter the last seven digits of the agency's originating agency identifier number. There are nine digits in agency ORI codes. The first two have been entered for you, which are "FL". Enter as in this example: FL 0370000. 4. Agency Name. Enter the agency's name. 5. Officer's Employment Type. Enter X in one of the boxes for the officer's employment type for which mandatory retraining has been completed. If the officer is concurrent, Commission staff shall record the training for both a law enforcement and correctional officer. Concurrent means "that an officer is employed as a law enforcement and correctional officer! 6. Training Used To Fulfill Mandatory Retraining Requirement's. Report only training that the agency provided and any advanced or career development training program courses, or college credit used to satisfy mandatory retraining requirements. Name of Course. Enter the name of in-service training, specialized training, advanced, or career development training program courses. Hours. Enter the number of hours the officer completed for each course. 7a. College Credit Hours. Enter 45 hours credit for a three-hour college credit course. 7b. Required Retraining. Enter the hours the officer completed for the following training: 1) Human Diversity training including Professional Traffic Stops. No hourly requirement pursuant to legislation effective July 1, 2006. At the agency administrator's discretion, Professional Traffic Stops training may be completed to satisfy Human Diversity training. 2) Domestic Violence. There is no hourly requirement. 3) Juvenile Sexual Offender Investigations. There is no hourly requirement. 5) Use -of -Force training for law enforcement and correctional officers. There is no hourly requirement. 6) Use -of -Force Training for correctional probation officers. There is no hourly requirement. 7) NOTE: Correctional and correctional probation officers are not required to complete training in Domestic Violence, Juvenile Sexual Offender Investigations, or Professional Traffic Stops. 8) Total Hours. Enter the total number of hours the officer completed for in-service training, specialized, advanced, career development training program courses, or college credit that has been listed on this form to fulfill the mandatory retraining requirement. 8. Mandatory Retraining Completion Date. Enter the date the officer completed his or her mandatory retraining requirements. Enter as in this example: 01-28-1991. 9. Agency Administrator or Designee's Signature. The agency administrator or designee shall sign this form. 10. Date signed. Enter the date the agency administrator or designee signed this form. AGENCY REQUIREMENTS • If the agency is entering the information on-line through the Commission's Automated Management Training System (ATMS), please print this form and maintain the original on file at the agency with the required documentation attached. • If the agency is not entering the information on-line through ATMS, maintain the original form on file at the agency and submit a completed copy of the form with the required documentation attached and a letter requesting FDLE to enter the data into ATMS. Submit the copies to: Florida Department of Law Enforcement, Criminal Justice Professionalism Program, P.O. Box 1489, Tallahassee, Florida 32302-1489. Attention: Records Section. Fax Number: 850-410-8605 FORM CJSTC-74 2of2 can of SE N HOME OF PELICAN ISLAND CITY COUNCIL AGENDA TRANSMITTAL Council Meetinq (late: May 24, 2023 Aqenda Item Title: Resolution R-23-12 — Partial Abandonment of Easement Recommendation: Adopt Resolution R-23-12 Backqround: The property owner is requesting abandonment of a portion of the twenty (20) foot public utility and drainage easement. A new survey was recently completed and it was discovered that a corner of the house is encroaching into the easement by six (6) inches. The house is currently under contract and the financing company is requesting the encroachment issue be resolved prior to closing on the home. All applicable utility entities have given their approval for the abandonment, including FP&L, AT&T, Comcast, IRC Utilities, City Engineer and Public Works. If Agenda Item Requires Expenditure of Funds: Budgeted Amount: nla Total Cost: nla Funds to Be Utilized for Appropriation: n1a Attachments: 1. R-23-12 2. Survey 3. Staff Report 4. Utility Approvals 5. Application 6. Drainage & Utility Easement Authorization Affidavit Administrative Services Department Review: City Attorney Review: Procurement Division Review, if applicable City Manager Authorization: Date: WIA J 41 of 424 RESOLUTION NO. R 23-12 A RESOLUTION OF THE CITY OF SEBASTIAN, INDIAN RIVER COUNTY, FLORIDA, VACATING A PORTION OF AN EASEMENT ON LOT 12, BLOCK 488, SEBASTIAN HIGHLANDS UNIT 15; PROVIDING FOR CONFLICTS HEREWITH; PROVIDING FOR RECORDING; PROVIDING FOR SCRIVENER'S ERRORS; PROVIDING FOR EFFECTIVE DATE. WHEREAS, Donna Krulikowski, owner of the land at 482 Azine Terrace, Sebastian, Florida, has filed a request for a partial abandonment of the public utility and drainage easement along the side lot line of the site; and WHEREAS, the providers of telephone, electric, cable, water, and drainage utilities have all consented to abandonment thereof. NOW THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF SEBASTIAN, as follows: Section 1. VACATION OF EASEMENT. The City Council of the City of Sebastian does hereby vacate, abolish, abandon and discontinue all of that portion of land previously dedicated for a public utility and drainage easement described as follows: The northernmost six (6) inches of the twenty (20) foot public utility and drainage easement located on Lot 12, Block 4881) Sebastian Highlands Unit 15, less the easternmost ten (10) feet thereof. Section 2. CONFLICT. All resolutions or parts of resolutions in conflict herewith are hereby repealed. Section 3. River County, Florida. Section 4. RECORDING.This resolution shall be recorded in the public records of Indian SCRIVENER'S ERRORS. Sections of this resolution may be renumbered or re -lettered and corrections of typographical errors which do not affect the intent may be authorized by the City Manager, or the City Manager's designee, without need of further action of the City Council by filing a corrected copy of same with the City Clerk. Section 5. EFFECTIVE DATE. This resolution shall take effect immediately upon its adoption. 42 of 424 The foregoing Resolution was moved for adoption by Councilmember . The motion was seconded by Councilmember and, upon being put into a vote, the vote was as follows: Mayor Fred Jones Vice Mayor Christopher Nunn Councilmember Kelly Dixon Councilmember Ed Dodd Councilmember Bob McPartlan The Mayor thereupon declared this Resolution duly passed and adopted this 20 day of May, 2023 CITY OF SEBASTIAN, FLORIDA �� ATTEST: Jeanette Williams, MMC, City Clerk Approved as to Form and Content for Reliance by the City of Sebastian Only: Andrew Mai, ESQ, Interim City Attorney Fred Jones, Mayor 43 of 424 SEBASTIAN71� LA —� � 7 HOME OF PELICAN ISLAND ABANDONMENT OF EASEMENT Staff Report 1. Project Name: Krulikowski Easement Encroachment 2. Requested Action: The northernmost six (6) inches of the twenty (20) foot public utility and drainage easement located on Lot 12, Block 488, Sebastian Highlands Unit 15, less the easternmost ten (10) feet thereof. 3. Project Location: a. Address: 482 Azine Terrace b. Legal: Lot 12, Block 488, Sebastian Highlands Unit 15 4. Property Owner: a. Name: Donna Krulikowski b. Address: 482 Azine Terrace Sebastian, Florida 32958 5. Project Agents: N\A 6. Project Description: a. Narrative of proposed action: As indicated on an updated boundary survey dated 3/30/2023 by Thomas R. Cecrle, P.L.S. of Cecrle Land Surveying, Inc., the residential structure has a minor encroachment of .5 feet into the P.U.D.E. in the southwestern corner of the residence. This encroachment gradually declines to a zero (0) foot encroachment in the southeastern corner of the structure. b. Zoning: RS-10 C. Future Land Use: [.DR d. Existing Land Use: Single-family residence 7. Utilities Comments: 47 of 424 :i. Florida Power & Light: Approved b. BeflSouth/AT&T: Approved C. Comcast Cable: Approved d. Indian River County Utilities: Approved e. City Engineering (drainage): Approved f. Public Works Approved Planning and Zoning Division Comments None Staff Recommendation: Approve Resolution R-23-12 Date 48 of 424 0tr1 �1 so E �ar 'Wou�m 69 WW- HOME OF PELICAN ISLAND COMMUNITY DEVELOPMENT DEPARTMENT 1225 MAIN STREET a SEBASTIAN, FLORIDA 32958 TELEPHONE (772) 589-5518 a FAX (772) 388-8248 www.ciiyofsebaslian.org IZEOUEST FOR ABANDONMENT OF EASEMENT April 4. 2023 The City of Sebastian is considering a request to abandon it portion of the easement described below. Please review Ihis request in regards to your public utility services and provide your cotnitlents. Description of Easement to be abandoned: The northe.niniost six (6) inches of the twenty foot public titility and drainage easement located on Lot 12, Block 488. Sebastian Highlands Unit 15, less the casternnlost ten (10) feel therco1'. Location of Easement: 482 Aline Terrace, Sebastian. FL 32958 t1TILt't'1': Karen 1liller. I'uhlic Woi-b DireclorWily 1sngineer via ICa1131il: kiiiilter(a cilyorsebaslian.orti APPROVED: x APPROVED/DENIED B . . K DENIED: DATE: 4/10/2023 (Signature) COMMENTS: Allowing abandonment of easement due to previous improper survevinq. For new homes this is determined and altered so there is not a problem during construction. This approval is to make this home legal in its current state, due to prior error. _ Return to: Joshua Siillpsoll. Zoning Technician. Conimunily Development Dept. isimnson(ti�citvo fsebast ian.ortt 49 of 424 CITYCF S8VkST HOME OF PELICAN ISLAND COMMUNITY DEVELOPMENT DEPARTMENT 1225 MAIN STREET a SEBASTIAN, FLORIDA 32958 TELEPHONE (772) 589-5518 ■ FAX (772) 388-8248 www.cityofsebo0on.org REOUEST FOR ABANDONMENT OF EASEMENT April 4, 2023 The City of Sebastian is considering a request to abandon a portion of the easement described below. Please review this request in regards to your public utility services and provide your comments. Description of Easement to be abandoned: The northernmost six (6) inches of the twenty foot public utility and drainage easement located on Lot 12, Block 488, Sebastian Highlands Unit 15, less the easternmost ten (10) feet thereof. Location of Easement: 482 Azine Terrace, Sebastian, FL 32958 UTILITY: Paul Ludlam, Bell South/AT&T Via email: pi101r@att.com APPROVED: DATE: APPROVED/DENIED BY: (Signature) _ -— COMMENTS: Return to: Joshua Simpson, Zoning Technician, Community Development Dept. jsimpson@cityofsebastian_org 50 of 424 CITY0. SE-BASTLkN HOME OF PELICAN ISLAND COMMUNITY DEVELOPMENT DEPARTMENT 1225 MAIN STREET ■ SEBASTIAN, FLORIDA 32958 TELEPHONE (772) 589-5518 a FAX (772) 388-8248 www.cilyofsebaslian.org REOUL+'ST FOR ABANDON117ENT OF EASL+AIENT April 4. 2023 The City of Sebastian is considering a request to abandon a portion of the easement described below. Please review this request in regards to your public utility smices and provide your comments. Description of Easement to bc abandoned: The northemmosl six (6) inches of the twenty foot public utility and drainage easement located on Lot 12, Block 488. Sebastian Highlands Unit 15. less the easternmost ten (10) Ieet thereof. 1,ocation of Easement: 482 A%ins' Terr.icc. Sebastian. FL 32958 UTILITY: Kevin N. Osthus, I.R.C. Utilities Via email: kosthusN,,ircguv.com APPROVED: DENIED: DATE: 04/12/2023 APPROVED/DENIED BY: /�iL c�r.�o�tcr•Q�d �� (Sibnattn•c) - - COMMENTS: Return to: .Iosllua Simpson. Zoning Technician. ('ommunity Development Dept. isimoson Lacityofsebastian.ori, 51 of 424 ai>t� SE11 N HOME OF PELICAN ISLAND COMMUNITY DEVELOPMENT DEPARTMENT 1225 MAIN STREET ■ SEBASTIAN, FLORIDA 32958 TELEPHONE (772) 589-5518 ■ FAX (772) 388-8248 www.cilyolsebastion.org REOUEST FOR ABANDONMENT OF EASEMENT April 4.2023 The; City of Sebastian is considering, a request to abandon a portion of the easement described below. Please review this request in regards to your public utility services and provide your comments. Deseriptiun of Easement to be abandoned: The northernmost six (6) inches of the (wenty loot public utility and drainage casement located on Lot 12, Block 498, Schastian Highlands Unit 15. Icss the casternmost ten (10) feet thereof: Location of Easement: 482 Azine Ten -ace. Sebastian, FL 32958 UTILITY: John Lupoe, FPL Vin email: john.lupoe(a,fpl.corn APPROVED: —V— -_— DLNIED: _ _ DATE: APPROVEWDENIED B) :_ (Signature) COMMENTS: Return to: Joshua Simpson, Zoning Technician. Community Development Dept. jsimpson(uipityofsebastian.ore 52 of 424 HOME OF PELICAN ISLAND COMMUNITY DEVELOPMENT DEPARTMENT 1225 MAIN STREET ■ SEBASTIAN, FLORIDA 32958 TELEPHONE (772) 589-5518 ■ FAX (772) 388-8248 www.cffyofsebastion.org REQUEST FOR ABANDONMENT OF EASEMENT April 4, 2023 The City of Sebastian is considering a request to abandon a portion of the easement described below. Please review this request in regards to your public utility services and provide your comments. Descriotion of Easement to be abandoned: The northenvnost six (6) inches of the twenty foot public utility and drainage easement located on Lot 12, Block 488, Sebastian Highlands Unit 15, less the easternmost ten (10) feet thereof. Location of Easement: 482 Azine Terrace, Sebastian, FL 32958 UTILITY: Daniel Tiburcio, Comcast Via Email: Daniel_Tiburcio@?,comcast.com APPROVED: 5Ef, Len-C-1Z DENIED: DATE: APPROVED/DENIED BY: (Signature) COMMENTS: Return to: Joshua Simpson, Zoning Technician, Community Development Dept. i simUson(&ci tYofsebast i an.org 53 of 424 COMCAST 05/15/2023 Attn: SHERRI SPROCH 482 Azine Terrace, Sebastian, FL 32958 This letter is to confirm that Comcast Cable has No Objection of Abandonment of Easement at the location described above. If the scope of work or project limits should change on this project, please let me know. Please call 1-800-432-4700, 811 or WWW. CallSunshine.com before you dig. If you have any question or concern, please feel free to contact me at Thank you, 5)a.1uw 71 ua4 czr Daniel Tiburcio Specl2, Construction 1401 Northooint Pkwv, West Palm Bench, FL 33407 Office: 561-815-6659 Fax: 561-454-5899 Cell: 772-321-1566 54 of 424 LM OF 5EBAST.IA '.=� ;4 -as HOME OF PELICAN ISLAND COMMUNITY DEVELOPMENT DEPARTMENT 1225 MAIN STREET r SEBASTIAN, FLORIDA 32958 TELEPHONE (772) 589-5518 w www.cityofsebastion.org ECEIVE'� APR 0 4 2023 BY: E Accessory Structure Reviewed by PIZ �J Conditional Use Permit (Commercial) L Administrative Variance (Fence or Septic System) D Conditional Use Permit (Model Homes) k Easement (Abandonment) 71 Board of Adjustment (Appeal) F Special Use Permit\Special Exception :1 Board of Adjustment (variance) Project Name: Total Site Area: AcreslSF Parcel 1D: `J -- Q f ' CCU0 [ - `! TS b0 I 1 I Address of Site: l [ g � 1�1'e„ �t? �2A-L' ( ` fj � - 3 ,),q S� Proposed Use: Land Use: Zoning: Applicant Name. - Address: (�, g � l/1- �'n� ��Q-� • � �� t�� , �3 � � zS Telephone: `1 Email: Owner: Address: Telephone: Date Received: Applicant (if not owner, written authorization (notarized) from owner is required) Fee Paid: Email: Received by: 55 of 424 FORM D Surveyor: Address Te ephone77) -3 . Engineer: Address Telephone: i a_nd--.Ltc,' one-, s ay f 3 054;�V Email: TC ec ell SOuq-l) • 01P—+ Pre - Application Meeting Date: Email: DESCRIPTION OF PROPOSED PROJECT: 1 `#-n L-hW)dDn R)b Pa,%Ment nex tou±tUA lena a ChQe,-t, Vicuw- SIGNATURE OF APPLICANT I hereby certify that I have read and examined this application and know the same to be true and correct. All provisions of laws and ordinances governing this type of work will be complied with, whether specified herein or not. The granting of approval does not presume to give authority to violate or cancel Ilic provisions of any other state or local law regulating construction Or`the 1 perrormance of construction. Print name Signatures_ Date Notary STATE OF: N)OC k COUNTY: T-W' )CU) Q\u c I hereby certify that on �1 V j� W)(A I��ru�i���i; F�� W110 is ^f , 20Z-0 personall y appeared personally known to me or has identification. Type of identification produced: 1- 1— [SEAL] ,1,4u0 ! � Notary Public AMANDAL.PRINTER My Commission Expires: a l oat <° �Y•r,.`� M CommissW # GG 959568 ;cr Expires February 21, 2024 faF FLOC 8Xi6od Thru EL4ptNaU4 Swvk s 56 of 424 FORM D 3120230024803 RECORDED IN THE PUBLIC RECORDS OF JEFFREY R SMITH CLERK OF COURT arrcf INDIAN RIVER COUNTY FL K. 3622 PG 48 Page i of 1 5/17/2023 12.43 PM HOME OF PELICAN ISLAND BUILDING DEPARTMENT 1225 MAIN STREET • SEBASTIAN, FLORIDA32958 TELEPHONE: (772) 589-5537 • FAX (772) 589-2566 REQUEST FOR PERMIT IN DRAINAGE & UTILITY EASEMENT AFFIDAVIT State of Florida BUILDING PERMIT NO, Pox'� 1Xd C-K Indian River ICounty q �Mpr Lt _[ l A�L L owner of the residence listed below, am aNvare that I am re uestinrequesting permission to make improvements on my properh' which are located within drainage and utility easements as shown on my property survey. The type of work to be performed in the easement indicated below: Fence (chain link, wood or plastic) Concrete (walkways, retaining walls, driveway extension) Decks (wood or concrete) 1 am fully aware that there are utilities and public drainage systems in the area of my property where access must be maintained for repairs and enhancements. Utilities, including Florida Power and Light, Comcast, AT&T, Indian River County Utilities and the City of Sebastian will NOT he responsible for any damages to my property in the event that access is required for maintenance and repair of the utilities or drainage systems. 1 will CALL 811 (BEFORE YOU DIG) to locate utilities and 1 will be responsible for obtaining the consent of each easement holder for my pronnpos1ed, improv me t. PROPERTY ADDRESS: p_ I� �C' 6Y� �l Ill)EBASTIAN, FLORIDA PROPERTY OWNER NANIE(S): X C�11 Z P EASE P 11,17 PROPERTY OWNER SIGNATURE(S): (PROPERTY OwNERSII II' VERIFIED THROUGH PUBLIC RECORDS OR PROVIDE PROOF OF OWNERSHIP) STATE OF FLORIDA COUNTY OF Ir-y)ILu-i 12%Ve,(- I hereby certify that on this rl It day of V1 U .2023 personally appeared who is ____ personally known to me or has produced identification. Type of identification Produced F - n l �lle� y Ir► C en ( - - 01-4AV� Official Signature of Notary Public Notary Seal c AMANDAL.PRINTER THIS DOCUMENT MUST BE RECORDED WITH C0MMissl0n#GG959568 1NDIAN RIVER COUNTY COURTHOUSE RECORDING OFFICE*rF 4etpiresFebruary 2i,2024 OF F�7 $pldlQ ih111 R,,,�„ �MKOIi 57 of 424 MOP HOME OF PELICAN ISLAND CITY COUNCIL AGENDA TRANSMITTAL Council Mectina Date: May 24, 2023 Agenda Item "Title: Award Request for Proposal, RFP #23-07 Police Department Generator Transfer Switch Installation to Complete Electric in the amount of $164,250.00. Recommendation: Staff recommends that City Council Award RFP #23-07 Police Department Generator Transfer Switch installation to COMPLETE ELECTRIC in the amount of $164,250.00 and authorize the City Manager to execute the appropriate documents for the purchase and installation of the transfer switch. Backeround: An RFP soliciting these services was advertised via local newspaper and released on Thursday, April 20th, 2023 via the City's website, Vendorlink.com, and DemandStar.com. All bids were due on Friday, May 12, 2023 and three (3) bids were received. All bids were reviewed for responsiveness to ensure all requirements were met as provided in the solicitation documents and specifications. The evaluation committee met on Tuesday, May 16, 2023 to review and score the proposals. The evaluation committee voted to recommend that City Council award RFP #23-07 to COMPLETE ELECTRIC for the Purchase and Installation of the Police Department Generator Transfer Switch. If Aeenda Item Requires Exuenditure of Funds: Budgeted Amount: $200,000.00 Total Cost: $164,250,00 Funds to Be Utilized for Appropriation: Discretionary Sales Tax Attachments: 1. RFP #23-07 Complete Electric Proposal 2. Proposal Scoring Tabulation Administrative Services Depart nt Review 1 City Attorney Review: �1 Procurement Division Review, if applicable: -�- City Manager Authorization: Date: ,� 4/ 214 _ 58 of 424 rnroF 5rB.A.s..T...'A-N HOME OF PELICAN ISLAND Administrative Services Department Procurement Division 1225 Main Street Sebastian, FL 32958 (772) 388-8232 RPP 23-07, Police Department Generator Transfer Switch Brian Benton Dan Acosta TOTAL Accurate 73.8 75.79 150 Power & Technology $ 269, 371.54 Complete 77.5 92.5 170 Electric �$164,250.00 Za batt 74.9 83.67 159 Engine/Power Systems I$219,808.00 Page 1 of 1 59 of 424 SEBAS MWOFT RFP 923-07 POLICE DEPT. GENERATOR TRANSFER SWITCH HOME OF PEUCAN 15LAND POLICE DEPT. GENERATOR TRANSFER SWITCH INSTALLATION PROPOSAL FORM CONTRACTOR shall provide all Services (and items incidental thereto in order to complete the project) set forth in this RFP for the firm fixed costs stated below. Item Description Total Slim Total Sum to utilize the existing KOHLER 200kw 120/208V Three 1 Phase diesel generator to provide backup power to the entire Police S 164,250.00 Station per specifications. Number of business days services will be completed from date of commencement of services: 6 Days Number of business days services will commence from receipt of Purchase 24 Weeks Order: Pricing submitted shall be inclusive of all costs including permitting, freight, inside delivery, complete installation, labor, transportation, equipment, supplies, materials, and mobilization etc. Legal Company Name: Complete Electric, INC Authorized Name & Title: Garett Guidroz, President 1 am a legal agent of the above named company and am fully authorized to sign and legally bind the above listed Company to a contract. Signature: I 4 - I Date: I MAY 11, 2023 Page 36 of 36 60 of 424 PROPOSAL FORM AND SCHEDULE -sa 61 of 424 �0F FORM RFP #23-07 POLICE DEPT. GENERATOR TRANSFER SWITCH A HOME of PELICAN ISLMn Te PROPOSAL CHECKLIST Please use the following checklist as a reference document to confirm all requirements are met in your RFP submission. This checklist must be submitted as part of the Proposal. Please be advised that this checklist should not be interpreted as a comprehensive list of all information required by this Solicitation from prospective Proposers. It simply serves as a guide for the most significant documents to be included in the Proposal and should be enhanced as deemed necessary. It is solely the Proposer's responsibility to read and understand all requirements and adhere to all issued Addenda. One (1) original copy of Proposal (bearing original signatures in Blue Ink) Three (3) copies "marked copy" of the Proposal One (1) electronic copy of Proposal (USB) Proposal Checklist — FORM A Ij Contact Information Sheet — FORM B Addenda Acknowledgment — FORM C Transmittal Letter (Refer to Section 2.1) TAB #1— FIRM QUALIFICATIONS (Refer to Sections 2.3) Firm Qualifications TAB #2 — TEAM QUALIFICATIONS (Refer N Sections 2.4) 1 Team Qualifications I TAB #3 IDENTICAL PROJECTS (Refer to Section 2.5) Identical Projects TAB #4 REFERENCES (Refer to Section 2.6) IReferences I TAB #5 PROPOSAL FORM AND SCHEDULE (Refer to Sections 2.7— 2.8) Proposal Form Schedule TAB 06 -- INSURANCE & LICENSES (Refer to Sections 2.9— 2.10) I Certificate of Insurance (COI) (2.9) Licenses (2.10) TAB #7 — REMAINDER OF THE REQUIRED FORMS (Refer to Section 2.11) Sub -Contractors - FORM E .. Proposer's Disclosure — FORM F Document Notification Affidavit - FORM G E-Verify Acknowledgement.— FORM H PLEASE ENSURE THE MAILING. LABEL IS AFFIXED TO THE SEALED ENVELOPE. IMPORTANT: Failure to submit the requested copies or complete and submit the required forms may result in submittal being deemed non -responsive and removed from consideration. 62 of 424 Page 22 of 36 aft« .0 1 RFP #23-07 POLICE DEPT. GENERATOR TRANSFER SWITCH HOME OF PELICAN ISLAND CONTACT INFORMATION SHEET RFP NO.: RELEASE CONTACT: DUE DATE: Proposals due on or before 2:00 PM #23-07 DATE: Don Wilton, Local Time at City of Sebastian Thursday, ATTN: Procurement April 20, 2023 Procurement/Contracts 1225 Main Street Manager Sebastian, Florida 32958 Friday, May 12, 2023 RFP TITLE: Check Addenda for any revised opening dates City of Sebastian Police Department Generator before submitting your Proposal. Proposal(s) Transfer Switch received, after the date and time stated above, will not be opened. Proposer's Name and "Doing Business As", if applicable: Complete Electric, INC Federal Tax Identification Number: Address: ` 637 Sebastian BI_VD City: Sebastian State: FLORIDA Zip Code: 32958 Telephone No: 772_ 3$8_ 0533 I Fax No: 772_388-2411 E-Mail Address of Authorized Representative: mmacleary@completeelectricinc.com I certify that I have carefully examined the RFP document and associated documents, including Addenda, accompanying or made a part of this solicitation. I further certify that all information contained in this Proposal is truthful to the best of my knowledge and belief and that I am duly authorized to submit this Proposal on behalf of the Proposer's names above and that the Proposer is ready, willing, and able to perform if awarded. In compliance with this solicitation, and subject to all conditions herein, I hereby propose and agree to furnish the goods and /or services specified in the RFP at the prices or rates in my Proposal and prices shall remain for a period of ninety (90) days in order to allow the City adequate time to evaluate the Proposals. Signature ofAuthorized Representative (Manual) Garett Guidroz Name of Authorized Representative (Typed or Printed) President Title The City reserves the right to reject any and all Proposals, or to accept any Proposal or portion thereof deemed to be in the best interest of the Citv, and to waive any non -substantial irregularities. Failure to fullv complete and submit this Information Sheet may result in reiection of the submittal FORM B 63 of 424 Page 23 of 36 MOF SIEBAST '= RFP #23-07 POLICE DEPT. GENERATOR TRANSFER SWITCH FORM HOME OF PELICAN 15LAND �- ADDENDA ACKNOWLEDGEMENT Proposer's Name: Complete Electric, INC Phone #: 772-388-0533 RFP Title: City of Sebastian Police Department RFP #: 23-07 Generator Transfer Switch Proposer shall indicate below all Addenda received. Acknowledgement confirms receipt and understanding of issued Addenda. Proposer understands that failure to acknowledge any addenda issued may cause their Proposal to be considered non -responsive. To confirm the number of addenda (if any). Prouoser may contact the Procurement Division at (772) 388-8231. ADDENDDUM# DATE RECEIVED I - 04/02/2023 2 05/03!2023 3 05/04/2023 4 5 6 7 1-1 No Addenda was received in connection to this solicitation. Print Preparer'sName: Garett Guidroz Title: President Signature: Date: MAY 11, 2023 Failure to fullv complete, sign and submit this Form may result in reiection of the submittal 64 of 424 Page 24 of 36 CITY OF SEIBASR`V HOME OE PELICAN ISLAND April 2, 2023 Administrative Services Department Procurement Division 1225 Main Street Sebastian, FL 32958 (772) 388-8232 ADDENDUM #1 TO THE CONTRACT DOCUMENTS FOR THE CITY OF SEBASTIAN PROJECT NAME AND NUMBER: RFP 23-07, Police Department Generator Transfer Switch installation FROM: Don Wixon City of Sebastian 1225 Main Street Sebastian, Florida 32958 dwixon(o-)citvofsebastian.orq (772) 696-0117 TO: All Parties Holding Specifications: The City shall reserve all rights to award this bid in whole or in part; whatever, is in the best interest of the City. Statement: The Generator Transfer Switch cannot be placed at the North West corner of the Police epartment Building. In order to keep all of the interested proposal parties on the same page, the City has decided to have a Non-Mandatory Pre Proposal Conference will be held on Thursday. Mav 4, 2023, at 9:00 AM, Local Time, oniv for the companies who attended the original Mandatory Pre Proposal Conference. This is not a mandatory pre proposal conference but attendance is Hiqhlv Encouraqed. We will meet in Citv Hall. Statement: The Deadline for Questions has been changed to Friday, May 5, 2023 at 4:00 PM, Local Time. Date: MAY 11, 2023 Company Name: Complete Electric, INC Written Signature: - Printed Signature: Garett Guidroz Page 1 of 1 65 of 424 QYOF SIEBASTLA HOME OF PELICAN 1SLMD Thursday, May 4, 2023 Administrative Services department Procumment Division 1225 Main Street Sebastian, FL 32058 (772) 388-8232 ADDENDUM #2 TO THE CONTRACT DOCUMENTS FOR THE CITY OF SEBASTIAN PROJECT NAME AND NUMBER: RFP #23-07, POLICE DEPARTMENT GENERATOR TRANSFER SWITCH FROM: Don Wixon City of Sebastian 1225 Main Street Sebastian, Florida 32958 TO: All Parties Holding Specifications The City shall reserve all rights to award this bid in whole or in part: whatever, is in the best interest of the City. 1) What happens with the existing 400A transfer switch? a. Leave it in place so that if necessary we can utilize for emergency backup generator. 2) Can new ATS be outside next to electrical room? a. At the meeting today the location for the new ATS was identified as the I" parking spot in, the rear parking lot of the Police Department near the transformer. 3) Brand of Switch? a. That is to be decided by the contractor. 4) Can the conduit be run through the existing building from the generator? a. Yes the conduit can run through the existing building but will then need to go underground below the drive entrance to the parking lot. 5) Will the City provide the temporary generator if it is needed during construction due to the need to cut power? a. Yes the City has a temporary generator that we can use. 6) is the plan for the new ATS to power the entire Police Department? a_ Yes that is the plan for this project 7) Please add in the addendum that we want a realistic, detailed timeline for this nroiect. 8) Is the intention to leave the existing 400A ATS and only add an additional 400A ATS? a. No the existing 400A ATS will be disconnected from the generator but remain in place for temporary generator connection in the event of an emergency. This project involves the installation of a new 1200A ATS. 9) Are you providing the engineered drawings? a. No ATTACHMENTS: Exhibit 1: Google picture showing location of ATS placement Exhibit 2: Photo shot #1 of ATS placement Exhibit 3: Photo shot #2 of ATS placement Exhibit 4: Photo shot #3 of ATS placement Page I of 2 66 of 424 ADDENDUM #2 TO THE CONTRACT DOCUMENTS FOR THE CITY OF SEBASTIAN PROJECT NAME AND NUMBER: RFP #23-07, POLICE DEPARTMENT GENERATOR TRANSFER SWITCH Date: MAY 11, 2023 Company Name: Complete Electric, INC Written Signature: Printed Signature: Garett Guidroz Page 2 of 2 67 of 424 CITY OF Administrative Services Department 1 Procurement Division 1 225 Main Street Sebastian, FL 32958 (772) 388-8232 HOME OF PELICAN ISLAND May 5, 2023 ADDENDUM #3 TO THE CONTRACT DOCUMENTS FOR THE CITY OF SEBASTIAN PROJECT NAME AND NUMBER: RFP 23-07, Police Department Generator Transfer Switch Installation FROM: Don Wixon City of Sebastian 1225 Main Street Sebastian, Florida 32958 dwixon a.citvofsebastian.ore_ (772)696-0117 TO: All Parties Holding Specifications: Q: Please confirm if a bid bond is required? A: Presently, we are not requiring a bid bond. Q: Do you have an estimated budget? : Not at this time. Q: Is there a substantial and final completion time frame? A: In addendum #2 we asked the interested contractors to provide a realistic and detailed timeline to complete the project. Please identify and include with your proposal a realistic and detailed timeline for your company to complete the project. The timeline will be analyzed and judged in the Cost Proposal section of RFP #23-07, along with the cost proposal. The City shall reserve all rights to award this bid in whole or in part; whatever, is in the best interest of the City. Date: MAY 11, 2023 Company Name: Complete Electric, INC Written Signature: ~�— Printed Signature: G a nett G u i d roz Page 1 of 1 72 of 424 DATE: I MAY 12, 2023 SUBMITTAL INFO: I RFP #23--07 SUPPLIER: CUSTOMER: ITHE CITY OF SEBASTIAN POLICE DEPT PREPARED BY: ICOMPLETE ELECTRIC, INC. COMMENTS: Enclosed is our proposal, which meets all requirements set forth in Section 1.2, for the RFP #23-07 Police Department Generator Transfer Switch Installation. 73 of 424 Index 1 FRIM QUALIFICATIONS Z TEAM QUALIFICATIONS 3 IDENTICAL PROJECTS 4 REFERENCES $ PROPOSAL FORM AND SCHEDULE 6 INSURANCE AND LICENSES REMAINDER OF REQUIRED FORMS o s PII Eg t ."J 41 @00 2npQ` & !.=1tlmif '.fm, m- 7 i - Q� m 2.3owdo - a 74 of 424 Complete Electric, Inc. 637 Sebastian Blvd Sebastian, FL 32958 772-388-05331 Fax 772-388-2411 EC0001911 - Electric May 11, 2023 The City of Sebastian Sheriffs Department 1225 Main Street Sebastian, FL. 32958 Re: Transmittal Letter - RFP #23-07 POLICE DEPT. GENERATOR TRANSFER SWITCH Enclosed please find our Proposal, which meets all requirements set forth in Section 1.2, for the RFP #23-07 Police Department Generator Transfer Switch Installation. Michael Macleary mmacleary@completeelectricinc.com Complete Electric, Inc. 637 Sebastian Blvd. Sebastian, FL. 32958 GARETT GUIDROZ, PRESIDENT 75 of 424 FIRM QUALIFICATIONS 76 of 42z- FIRM QUALIFICATIONS: 1. We have been in business since 1992 right here in Sebastian and are a family -owned business. 2. We have 110 employees and all of the resources, and equipment needed to complete this type of project. 3. We were the original electrical contractors who wired the City of Sebastian City Hall, and the Police Station. We also installed the existing 200KW diesel generator system. We are very familiar with the buildings and the electrical systems do to this. 77 of 424 END OF SECTION Vt�I1lfU�iil 0 + t5;11y�;,y v uH�� � 1%amm MU ��JJ�3�715i1� LJUVL°.Io �A F�'���i�p �LS NJGSg a �U— N00 78 of 424 TEAM QUALIFICATIONS 79 of 424 TEAM QUALIFICATIONS: 1. Boaz Rosa — He has been with our company since 2006 installing and working on generators. He holds KOHLER, GENERAC and CUMMINS certifications and continues to attend classes each year to make sure he is up-to-date on the latest updates. 2. Kevin Ryan — He has been with our company since 2005 installing and working on generators. He is one of our Project Managers for all generator projects. He has his Journeyman's license along with KOHLER, GENERAC and CUMMINS certifications. 80 of 424 END OF SECTION Cam ! to E�*ct+ri Com � s� e AI-i►-ni 37 .1��7., .i 61 ��;b .�t.i� n FL 32' a8 77 - �53 81 of 424 IDENTICAL PROJECTS QwmgA,C] �s�n hl�J�'ai �VUIIE � LEI$ �1f� (h���Jl��l��Atvll fflm .M. rL°)l P 82 of 424 IDENTICAL PROJECTS: 1. Solaris-Stuart Parkway project. We installed a 1200A Automatic Transfer Switch to allow for full backup of the building, almost identical scope of work as this. We also installed the 300KW diesel generator, and remote diesel fuel tank as part of this project. 2. VNA Hospice House. We replaced their diesel generator with a Liquid Propane generator. We also replaced their 1000A Automatic Transfer Switch. With this being a Hospice House setting, limiting noise, mess, and power outages were very important. 3. 6&W Packing House. We installed a 1000A Automatic Transfer Switch and created an Emergency panel for their critical loads. 4. Sebastian River Medical Center. We replaced their 450KW Generator with a new diesel generator. We also had to replace all of the interior Automatic Transfer Switches. There was a total of (7) interior switches. With this being a hospital, being without power is never an option. We had rental generators, and temporary cabling in place to limit power outage during these replacements. 83 of 424 END OF SECTION 84 of 424 REFERENCES Goy t Elctri i • kc c rr GR 7 btrstr �r� Bi ci. !3a Sri. F A 77 85 of 424 �Ti RFP #23-07 POLICE DEPT. GENERATOR TRANSFER SWITCH HOME OF PE€fCAN ISIAND REFERENCE LIST Proposer's Name: Complete Electric INC List a minimum of three (3) client references that can speak to the Proposer's experience and performance, within the last five (5) years. The City will send Reference Check Surveys via email to the references provided. If the contact information is incorrect or the reference does not respond, the Proposer will lose points awarded for this criterion. Reference #1 Company Name: SOLARIS HEALTH CARE Location (City, State): STUART, FL Contact Person: HARRY SCHUMAN Contact Number: 239-849-3534 Email Address: harry@solarishce.com Dates of Service: 01 /10/2020 - 02/24/2021 Services Provided: GENERATOR INSTALL Reference #2 Company Name: VNA HOSPICE HOUSE Location (City, State): VERO BEACH, FL Contact Person: RICH SHIPLEY Contact Number: 772-696-4007 Email Address: RSHIPLEY@VNATC.COM Dates of Service: 09128/2021- 03/02/2022 Services Provided: REPLACED 1000A TRANSFER SWITCH Reference #3 Company Name: INDIAN RIVER COUTNY SCHOOL DISTRICT Location (City, State): VERO BEACH, FL Contact Person: ROBERT MICHAEL Contact Number: 772-564-5060 Email Address: Robert.Michael@indianriverschools.org Dates of Service: 01/2019 Services Provided: GENERATOR FUEL TANK REPLACEMENT Failure to fully complete and submit this List may result in refection of the submittal FORM D 86 of 424 Page 25 of 36 END OF SECTION c�c,r�® Cac cam? &m a97j-a��� �d QED- Z&B-mm 87 of 424 Complete Generators Sales & Service 637 Sebastian Blvd. Sebastian, FI. 32958 Dba: Complete Electric Inc Indian River: (772) 388-0533 Brevard: (321) 726-0601 St. Lucie: (772) 344-3444 Fax: (772) 388-2411 www.comDleteelectricinc.com Date: Friday, May 12, 2023 Name: City of Sebastian Attn: Don Dixon Address: 1225 Main Street, Sebastian, FL 32958 Email: dwixon[alciWofsebastlan.orq Phone: 772-696-0117 Re: Police Department Generator Transfer Switch Installation- RFP #23-07 Complete Electric, Inc. Is Pleased To Present You, With Our Proposal Detailed Below: Scooe of Work: Utilize the existing KOHLER 20OKW 120/208V Three Phase diesel generator to provide backup power to the entire Police Station. **No fees are included in our orpnosal for tree removal. landscaoina. and/or modifications to the chain link fencina that is in olace now. There will be a need for disruption to the arounds as Dart of this installation. trenching. concrete cuttina. etc. SERVICE ALTERATIONS &TRANSFER SWITCH: We will need to perform a full service change in order to install an automatic transfer switch. When we schedule the swab over with FPL. we will brina the oenerator onllne utilizlna the exist/na interior 400A Transfer Switch to keen the 911 center eneralzed dur/na this timeframe. However, the rest of the PD will be without power during this swap over. • Supply and install a KOHLER 1200A Service Entrance Rated 120/208V, Three Phase Automatic Transfer Switch, or ATS. This will be a floor mount outdoor rated N3R cabinet similar to what was installed for City Hall. • The new ATS will be placed in the first parking space closest to the FPL transformer as discussed on the walk throughs. • Cut a large section of the asphalt roadway directly in front of the FPL Pad Mount Transformer so we can expose the existing underground conduits that supply the PD. • Intercept these conduits and turn them up inside a large Traffic Rated hand box also similar to what was done at City Hall. • Provide concrete pad for the new ATS. Deliver, offload and place the ATS on the new pad when ready. • We will need to cut some of the concrete roadway and some asphalt areas in order to get the new conduits in the ground. Concrete patching and asphalt patching is included. • Install conduits from the new ATS back in to the Traffic Rated hand box. • Pull 1200A rated CU feeders from the FPL PMTX to the new 1200A ATS. • Pull 1200A rated CU feeders from the new ATS to the Traffic Rated in ground hand box. We will tap and high press crimp the existing 1200A feeders and connect to the new feeders from the ATS. Pagel of3 88 of 424 • Pull in ground conductors from the new ATS to the interior Main Electrical Panel inside the PD electrical room. Install a Siemens Ground kit in the Main Panel and separate neutral and ground wires per code. • Install engraved ID placard on the new PD ATS upon completion. GENERATOR: Utilize the existing KOHLER 20OKW diesel 120/208V Three Phase generator. Generator will remain in its current location with minimal changes. • Remove the (2) internal circuit breakers that are on the generator now. These are no longer needed. • Install a new 800A single Main Breaker for the generator. This will require field modifications to be made at the generator. • Have a directional bore installed from the ATS location, in to the generator room. We will have to cut a small section of the floor in order for the conduits to enter. Concrete patching is included. • Install conduits with 800A rated CU feeders from the Generator Room to the new Transfer Switch location. Pull in start/stop signal wires between the generator an the ATS. • Make all terminations at the generator and the ATS. • Perform a system startup test upon completion, along with simulated power outage and AUTO start/stop sequence. NOTES & EXCLUSIONS: • Permit fees are included along with riser and site drawings. Electrical Engineer review and seal of plans included. • Rental Generator is not included in base bid. We will assist with installation of temporary cabling to hook up rental generator that is provided by the city for the FPL outage. If needed, we can provide a rental diesel generator for additional fee. • Exact location of equipment is subject to approval by City of Sebastian. If we need to change the location of the ATS, additional fees will apply. • We will need an accurate, clear and easy to read copy of your site/boundary survey for permit. If you do not have one, and/or cannot locate one, you will need to hire a surveyor to have one created prior to us submitting for permit. This will cause a delay in the project if we do not have a clear copy of your survey. • No fees are included for landscaping. This includes shrub removal if needed, sod replacement, and/or any new shrubs or landscaping that is required. We will make every effort to maintain the condition of the yard/grounds, but as part of the installation some grounds will be disrupted. • No fees are included for Irrlaation system repairs or relocation of irrigation piping, heads ettr. irrigation system pioino cannot be located. and dama es do sometimes occur. • No fees are included for repairs or replacement of existing communications lines. (AT&T, Comcast, Etc.) • No fees are included for Paver removal, relocation, and/or resetting of Pavers. If Pavers need to be removed, owners will have to contract directly with Paver Contractor. TOTAL QUOTE: $164.250.00 Page 2 of 3 89 of 424 *Make sure and have your irrigation heads adjusted so they are not spraying directly up and inside the new generator once project is completed. Well water can cause rust inside the generator. No fees are included for irrigation system repairs or adjustments. *If The Local Inspector Requires Additional Devices Or Items Not Indicated On The Plans, Or Not Included In The Specifications They Will Be Added At Additional Cost. Quote Based On Working Hours, 7:00 AM —3:30 PM. Damage Resulting From the Installation Of Our Scope Of Work To Underground Items That Have Not Been Identified By Locates Will Not Be The Responsibility Of Complete Electric, Inc. Quote is valid for 30 days. All Work will be performed in accordance to the National Electric Code standards and local ordinances. Please contact us if we can provide you with any additional information. Estimator: Mike Madeary Payment Schedule: Purchase Order required prior to start of project. Payment will Net 30 or sooner. PAYMENT LIARILTY: Upon signing this proposal it becomes a contract to Purchase Generator System and Customer is liable for the cost of the System. Payment in full is due upon completion of work or satisfactory passing of any required inspection. If the invoice is not timely paid and Complete Electric Inc engages an attorney to enforce collection the Customer agrees to pay all expenses including Court costs and reasonable attorney fees to be fixed by the Court if it prevails in the litigation. The Customer further agrees that venue for any litigation shall be in Indian River County, Florida. The payment for material and labor provided under this contract shall be due and payable in full upon completion and shall be made at our office in Sebastian, Florida. Interest at the rate of 1.5% per month (18% annually) shall be charged for any amount not paid within the said 20 days. CANCELLATION POLICY: Customer may cancel this Contract within ten (10) days of signing and receive a full refund of deposit. If Customer cancels this Contract after ten (10) days but before thirty (30) days of signing the full deposit amount will be forfeited. If Customer cancels this Contact after thirty (30) days of signing, Customer will be required to pay seventy percent (70%) of the Contract price. Customer Signature Date Print Name F: SERVICE: GENERATOR QUOTES-2023 Page 3 of 90 of 424 END OF SECTION ftmpOcsift Cz' 6! ftempbu QIImm MY ��Mm moos o ,,U&mlmmo M O , JTY2�' 6 '9-42�e.�e3J 91 of 424 INSURANCE AND LICENSES • rrr • ! �t•e f<=. ��c ric Corn • 1ctc f-tr : 7 �ch.��sf+i�i i�3ty• S • � t�i�� r, L +�5: 7 2�- 3�i 92 of 424 Ron DeSantis, Governor Melanie S. Griffin, Secretary 5a, STATE OF FLORIDA DEPARTMENT OF BUSINESS AND PROFESSIONAL REGULATION ELECTRICAL CONTRACTORS' LICENSING BOARD THE ELECTRICAL CONTRACTOR HEREIN IS CERTIFIED UNDER THE PROVISIONS CIF CH PTER 489 FLQ&1PX ATUTES u i Roz G ' L COMPLETE ELECTRIC, INC.-., 637 SEBASTIAN BLVD SEBASTIAN, FL.329581 4k LICENSE NUMBEi : EC000f�11 EXPIRATION DATE: AUGUST 31, 2024 Always verify licenses online at MyFloridaLice nse.com Do not alter this document in any form. This is your license. It is unlawful for anyone other than the licensee to use this document. BUILDING DEPARTMENT 1225 MAIN STREET - SEBASTIAN, FLORIDA 32958 TELEPHONE: (772) 589-5537 • FAX (772) 589-2566 LOCAL BUSINESS TAX RECEIPT Tax YearOctober 1, 2022 to September 30, 2023 GARETT GUIDROZ (561) 377-4790 Address: 637 SEBASTIAN BLVD SEBASTIAN, FL 32958 Activity: Professional - Services - Contractor Issued to: COMPLETE ELECTRIC INC. GARETT GUIDROZ 637 SEBASTIAN BLVD SEBASTIAN, FL 32958 NON -TRANSFERABLE No. 975 Date: 8/30/2022 Business Tax Receipi Total Paid: $66.00 Linda M. Lohsl. • 94 of 424 COMPELE-04 GREITZERC CERTIFICATE OF LIABILITY INSURANCE I DATE (M20rf ) THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS r 2TIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES OW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED fAGPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(les) must have ADDITIONAL INSURED provisions or be endorsed. if SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder In lieu of such endorsement(s). PRODUCER ACT Genheve Lawrence Insurance Office of America PNONE FAx 2056 Vista Parkway, Suite 350 (AK:. No, Ext ' (561) 868-9012 I (A(C, No):(561) 868-9001 It West Palm Beach, FL 33411 AIL _ Genheve.Lawrence@ioausa.com INSURERIS) AFFORDING COVERAGE NAIC 8 INSURER A: National Union Fire Insurance Company of Pittsburg PA 19445 INSURED I INSURER B : North River Insurance Company 21105 Complete Electric Inc. I INSURER C : Llovd's NA 637 Sebastian Blvd I INSURER D : Sebastian, FL 32958 I INSURER E INSURER F : COVERAGES CERTIFICATE NUMBER: REVISION NUMBER: THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH 'OLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. IINNS AODL SUER TYPE OF INSURANCE INSD WV D POLICY NUMBER POLICY EFF POLICY EXP rMMlDDIYYYYI IMMIDDMIYYI LIMITS A X COMMERCIAL GENERAL LIABILITY DAMA��F $ 1,000,000 CLAIMS -MADE � OCCUR X GL 956-61-13 10/16/2022 10N612023 DAMANS (Ea oaxrrrence) $ 100,000 _ MED EXP (Arn one cersonl $ 10,000 _ PERSONAL & ADV INJURY $ 110001000 GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $ 2,000,000 POLICY a jPCC� LOC 2,000,000 PRODUCTS - COMP/OP AGG $ OTHER: $ H AUTOMOBILE LIABILITY COMBINED SINGLE LIMIT(Ea acdd,z, f) $ 1,000,000 X ANY AUTO X CA 642-54-97 10/16/2022 10/16/2023 BODILY INJURY (Per Derson) S OWNED SCHEDULED _ AUTOS ONLY AUTOS BODILYINJUpRY Per acddent) $ AUTOS ONLY AUTOS ONLY PBRODILY (Po�aodRdentfGE $ B UMBRELLA LIAR I X I OCCUR I EACH OCCURRENCE $ 6,000,000 X EXCESS LIAB I�---jl CLAIMS -MADE X 582-119881-2 10/16/2022 10/16/2023 I AGGRF TE S 5,000,000 DED I X I RETENTION $ 0 JProds Comp Agg I $ 5,000,000 A WORKERS COMPENSATION X PER I I OTH FR AND EMPLOYERS' LIABILITY Y / N ANY PROPRIETOR/PARTNER/EXECUTIVE WC 043-17-2195 �FFICER/MEMBER EXCLUDED? NIA 10/16/2022 10/1612023 E.L. EACH ACCIDENT I $ 1,000,000 (Mandatory In NIFiI�) I E.L. DISEASE EA I 110009000 If yes, describe under ppESCRIpp NN OF .ApERATIONS below - EMPLOYEE] $ Ij I E.L. DISEASE -POLICY LIMIT $ 1,000,000 C Sexual olestation AUGAS0062B 10/16/2022 110/ 1612023 IPer Claim/Aggregate I 11000,000 DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached If more space Is required) If required by written contract, the following applies In favor of : The City of Sebastian Police Department General Liability: Additional Insured Vendors - perform CG20151219 Additional insured per forms CG2010-1219 (On Going Operations) & CG2037-1219 (Products Completed Operations) Primary and noncontributory if required by written contract perform CG2001 1219 Per Project Aggregate per form 86681 0904 SEE ATTACHED ACORD 101 CERTIFICATE HOLDER CANCELLATION SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE The City of Sebastian Police Department 1225 Main Street ISebastian. FL 3295R 95 of 424 ACORD 25 (2016103) ©1988-2015 ACORD CORPORATION. All rights reserved. The ACORD name and logo are registered marks of ACORD AGENCY CUSTOMER ID: COMPELE-04 LOC #: 1 A� �" ADDITIONAL REMARKS SCHEDULE FSurance Office of America POLICY NUMBER EE PAGE 1 �EE ARRIER NAIC CODE PAGE 1 SEE P 1 ADDITIONAL REMARKS THIS ADDITIONAL REMARKS FORM IS A SCHEDULE TO ACORD FORM, FORM NUMBER: ACORD 25 FORM TITLE: Certificate of Liability Insurance Description of Operations/Locations/Vehicles: Automobile Liability: Additional Insured per form 879501005 Primary Non-contributory per form 7444510/99 Umbrella: Following form to all primary policies NAMED INSURED Complete Electric Inc. 637 Sebastian Blvd oebastlan, FL 32968 EFFECTIVE DATE: SEE PAGE 1 GREITZERC Page 1 of 1 ACORD 101 (2008/01) © 2008 ACORD C0RPORATIO19.6AjVr10* reserved. The ACORD name and logo are registered marks of ACORD ENDORSEMENT This endorsement, effective 12:01 A.M. 10/16/2022 forms a part of Policy No. 542-54-97 issued to COMPLETE ELECTRIC, INC. by NATIONAL UNION FIRE INSURANCE COMPANY OF PITTSBURGH, PA. INSURANCE PRIMARY AS TO CERTAIN ADDITIONAL INSUREDS This endorsement modifies insurance provided under the following: BUSINESS AUTO COVERAGE FORM Section IV - Business Auto Conditions, B., General Conditions, 5., Other Insurance, c., is amended by the addition of the following sentence: The insurance afforded under this policy to an additional insured will apply as primary insurance for such additional insured where so required under an agreement executed prior to the date of accident. We will not ask any insurer that has issued other insurance to such additional insured to contribute to the settlement of loss arising out of such accident. All other terms and conditions remain unchanged. Authorized Representative or Countersignature (in States Where Applicable) 97 of 424 74445 (10/99) Includes copyrighted material of Insurance Services Office, Inc. with its permission. Page 1 of 1 ENDORSEMENT This endorsement, effective 1 2:01 A.M. 10/ 16/2022 forms a part of Policy No. 542-54-97 issued to COMPLETE ELECTRIC, INC. by NATIONAL UNION FIRE INSURANCE COMPANY OF PITTSBURGH, PA. ADDITIONAL INSURED - WHERE REQUIRED UNDER CONTRACT OR AGREEMENT This endorsement modifies insurance provided under the following: BUSINESS AUTO COVERAGE FORM SCHEDULE ADDITIONAL INSURED: ANY PERSON OR ORGANIZATION FOR WHOM YOU ARE CONTRACTUALLY BOUNDIO PROVIDE ADDITIONAL INSURED STATUS BUT ONLY TO THE EXTENT OFBUCH PERSON'S OR ORGANIZATION'S LIABILITY ARISING OUT OF THE USEBF A COVERED "AUTO". I. SECTION II - LIABILITY COVERAGE, A. Coverage, 1. - Who Is Insured, is amended to add: d. Any person or organization, shown in the schedule above, to whom you become obligated to include as an additional insured under this policy, as a result of any contract or agreement you enter into which requires you to furnish insurance to that person or organization of the type provided by this policy, but only with respect to liability arising out of use of a covered "auto". However, the insurance provided will not exceed the lesser of: (1) The coverage and/or limits of this policy, or (2) The coverage and/or limits required by said contract or agreement. Authorized Representative or Countersignature (in States Where Applicable) 98 of 424 87950 (10/05)Includes copyrighted material of Insurance Services Office, Inc. with its permission. Page 1 of 1 POLICY NUMBER: 956-61 -13 COMMERCIAL GENERAL LIABILITY CG20151219 THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. ADDITIONAL INSURED - VENDORS This endorsement modifies insurance provided under the following: COMMERCIAL GENERAL LIABILITY COVERAGE PART PRODUCTS/COMPLETED OPERATIONS LIABILITY COVERAGE PART SCHEDULE Name Of Additional Insured Person(s) Or Your Products Organization(s) (Vendor) VENDORS WHO SELL OR DISTRIBUTE YOUR ALL PRODUCTS PRODUCTS Information required to complete this Schedule, if not shown above, will be shown in the Declarations. A. Section II — Who Is An Insured is amended to include as an additional insured any person(s) or organization(s) (referred to throughout this endorsement as vendor) shown in the Schedule of this endorsement, but only with respect to liability for "bodily injury" or "property damage" arising out of "your products" shown in the Schedule of this endorsement which are distributed or sold in the regular course of the vendor's business. However: 1. The insurance afforded to such vendor only applies to the extent permitted by law; and 2. If coverage provided to the vendor is required by a contract or agreement, the insurance afforded to such vendor will not be broader than that which you are required by the contract or agreement to provide for such vendor. B. With respect to the insurance afforded to these vendors, the following additional exclusions apply: 1. The insurance afforded the vendor does not apply to: a. "Bodily injury" or "property damage" for which the vendor is obligated to pay damages by reason of the assumption of liability in a contract or agreement. This exclusion does not apply to liability for damages that the vendor would have in the absence of the contract or agreement; b. Any express warranty unauthorized by you; c. Any physical or chemical change in the product made intentionally by the vendor; d. Repackaging, except when unpacked solely for the purpose of inspection, demonstration, testing, or the substitution of parts under instructions from the manufacturer, and then repackaged in the original container; e. Any failure to make such inspections, adjustments, tests or servicing as the vendor has agreed to make or normally undertakes to make in the usual course of business, in connection with the distribution or sale of the products; f. Demonstration, installation, servicing or repair operations, except such operations performed at the vendor's premises in connection with the sale of the product; g. Products which, after distribution or sale by you, have been labeled or relabeled or used as a container, part or ingredient of any other thing or substance by or for the vendor; or 99 of 424 rY; 9n 1-g; 19 14 0 Incairanr.a Sarvinnq nffira Inr gniR panes 1 of 9 rI h. "Bodily injury" or "property damage" arising out of the sole negligence of the vendor for its own acts or omissions or those of its employees or anyone else acting on its behalf. However, this exclusion does not apply to: (1) The exceptions contained in Subparagraphs d. or f.; or (2) Such inspections, adjustments, tests or servicing as the vendor has agreed to make or normally undertakes to make in the usual course of business, in connection with the distribution or sale of the products. 2. This insurance does not apply to any insured person or organization, from whom you have acquired such products, or any ingredient, part or container, entering into, accompanying or containing such products. C. With respect to the insurance afforded to these vendors, the following is added to Section III — Limits Of Insurance: If coverage provided to the vendor is required by a contract or agreement, the most we will pay on behalf of the vendor is the amount of insurance: 1. Required by the contract or agreement; or 2. Available under the applicable limits of insurance; whichever is less. This endorsement shall not increase the applicable limits of insurance. 100 of 424 Page 2 of 2 * Insurance Services Office, Inc., 2018 CG 20 15 12 19 POLICY NUMBER: 956-61-13 COMMERCIAL GENERAL LIABILITY CG 20 37 12 19 THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. ADDITIONAL INSURED - OWNERS, LESSEES OR CONTRACTORS - COMPLETED OPERATIONS This endorsement modifies insurance provided under the following: COMMERCIAL GENERAL LIABILITY COVERAGE PART PRODUCTS/COMPLETED OPERATIONS LIABILITY COVERAGE PART SCHEDULE Name Of Additional Insured Person(s) Or Organization(s) Location And Description Of Completed Operations ANY PERSON OR ORGANIZATION WHOM YOU PER THE CONTRACT OR AGREEMENT. BECOME OBLIGATED TO INCLUDE AS AN ADDITIONAL INSURED AS A RESULT OF ANY CONTRACT OR AGREEMENT YOU HAVE ENTERED INTO. Information required to complete this Schedule, if not shown above, will be shown in the Declarations. A. Section II — Who Is An Insured is amended to include as an additional insured the person(s) or organization(s) shown in the Schedule, but only with respect to liability for "bodily injury" or "property damage" caused, in whole or in part, by "your work" at the location designated and described in the Schedule of this endorsement performed for that additional insured and included in the "products -completed operations hazard". However: 1. The insurance afforded to such additional insured only applies to the extent permitted by law; and 2. If coverage provided to the additional insured is required by a contract or agreement, the insurance afforded to such additional insured will not be broader than that which you are required by the contract or agreement to provide for such additional insured. B. With respect to the insurance afforded to these additional insureds, the following is added to Section III — Limits Of Insurance: If coverage provided to the additional insured is required by a contract or agreement, the most we will pay on behalf of the additional insured is the amount of insurance: 1. Required by the contract or agreement; or 2. Available under the applicable limits of insurance; whichever is less. This endorsement shall not increase the applicable limits of insurance. 101 of424 CG 20 37 12 19 0 Insurance Services Office, Inc., 2018 Page 1 of 1 POLICY NUMBER: 956-61-13 COMMERCIAL GENERAL LIABILITY CG2010'1219 THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. ADDITIONAL INSURED - OWNERS, LESSEES OR CONTRACTORS - SCHEDULED PERSON OR ORGANIZATION This endorsement modifies insurance provided under the following: COMMERCIAL GENERAL LIABILITY COVERAGE PART SCHEDULE Name Of Additional Insured Person(s) Or Organization(s) Location(s) Of Covered Operations ANY PERSON OR ORGANIZATION WHOM YOU PER THE CONTRACT OR AGREEMENT. BECOME OBLIGATED TO INCLUDE AS AN ADDITIONAL INSURED AS A RESULT OF ANY CONTRACT OR AGREEMENT YOU HAVE ENTERED INTO. Information required to complete this Schedule, if not shown above, will be shown in the Declarations. CG 20 10 12 19 0 Insurance Services Office, Inc., 2018 Pag4A2 4414 ❑ A. Section II — Who Is An Insured is amended to include as an additional insured the person(s) or organization(s) shown in the Schedule, but only with respect to liability for "bodily injury", "property damage" or "personal and advertising injury" caused, in whole or in part, by: 1. Your acts or omissions; or 2. The acts or omissions of those acting on your behalf; in the performance of your ongoing operations for the additional insured(s) at the location(s) designated above. However: 1. The insurance afforded to such additional insured only applies to the extent permitted by law; and 2. If coverage provided to the additional insured is required by a contract or agreement, the insurance afforded to such additional insured will not be broader than that which you are required by the contract or agreement to provide for such additional insured. B. With respect to the insurance afforded to these additional insureds, the following additional exclusions apply: This insurance does not apply to "bodily injury" or "property damage" occurring after: 1. All work, including materials, parts or equipment furnished in connection with such work, on the project (other than service, maintenance or repairs) to be performed by or on behalf of the additional insured(s) at the location of the covered operations has been completed; or 2. That portion of "your work" out of which the injury or damage arises has been put to its intended use by any person or organization other than another contractor or subcontractor engaged in performing operations for a principal as a part of the same project. C. With respect to the insurance afforded to these additional insureds, the following is added to Section III — Limits Of Insurance: If coverage provided to the additional insured is required by a contract or agreement, the most we will pay on behalf of the additional insured is the amount of insurance: 1. Required by the contract or agreement; or 2. Available under the applicable limits of insurance; whichever is less. This endorsement shall not increase the applicable limits of insurance. Page 2 of 2 0 Insurance Services Office, Inc., 2018 &8f10"42 19 POLICY NUMBER: 956-61-13 COMMERCIAL GENERAL LIABILITY CG 20 01 12 19 THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. PRIMARY AND NONCONTRIBUTORY - OTHER INSURANCE CONDITION This endorsement modifies insurance provided under the following: COMMERCIAL GENERAL LIABILITY COVERAGE PART LIQUOR LIABILITY COVERAGE PART PRODUCTS/COMPLETED OPERATIONS LIABILITY COVERAGE PART The following is added to the Other Insurance Condition and supersedes any provision to the contrary: Primary And Noncontributory Insurance This insurance is primary to and will not seek contribution from any other insurance available to an additional insured under your policy provided that: 11) The additional insured is a Named Insured under such other insurance; and 12) You have agreed in writing in a contract or agreement that this insurance would be primary and would not seek contribution from any other insurance available to the additional insured. 104 of 424 CG 20 01 12 19 0 Insurance Services Office, Inc., 2018 Page 1 of 1 ENDORSEMENT This endorsement, effective 12:01 A.M. 10/16/2022 forms a part of Policy No. 956-61-13 issued to COMPLETE ELECTRIC, INC. by NATIONAL UNION FIRE INSURANCE COMPANY OF PITTSBURGH, PA. AMENDMENT OF LIMITS OF INSURANCE (Per Project or Per Location Aggregate Limit) This endorsement modifies insurance provided under the following: COMMERCIAL GENERAL LIABILITY COVERAGE FORM I. Your policy is amended to include either a Per Project General Aggregate Limit, a Per Location General Aggregate Limit or a Per Project and Per Location General Aggregate Limit. Please select only one of the following: [ ] Per Project General Aggregate Limit $ [ ] Per Location General Aggregate Limit S [XI Per Project and Per Location General Aggregate Limit S 2,000,000 IF NEITHER OF THESE BOXES ARE CHECKED, THIS ENDORSEMENT IS VOID. IF MORE THAN ONE OF THE THESE BOXES ARE CHECKED, THIS ENDORSEMENT IS VOID. II. SECTION III - LIMITS OF INSURANCE , is amended to include the following: 1. The Limits of Insurance and the rules below fix the most we will pay regardless of the number of: a. Insureds; b. Claims made or "suits" brought; or c. Persons or organizations making claims or bringing "suits". 2. The General Aggregate Limit is the most we will pay for the sum of: a. Medical expenses under CoverageC; b. Damages under Coverage A, except damages because of "bodily injury" or "property damage" included in the products -completed operations hazard"; and c. Damages under Coverage B. 3. The Products -Completed Operations Aggregate Limit is the most we will pay under Coverage A for damages because of "bodily injury" and "property damage" included in the "products -completed operations hazard". 4. Subject to 2. above, the Personal and Advertising Injury Limit is the most we will pay under Coverage B for the sum of all damages because of all "personal and advertising injury" sustained by any one person or organization. 5. Subject to 2. or 3. above, whichever applies, the Each Occurrence Limit is the most we will pay for the sum of: a. Damages under Coverage A; and b. Medical expenses under Coverage C 105 of 424 86681 (9/04) Includes coovriahted material of Insurance Services Office. Inc. with its permission. Paoe 1 of 2 because of all "bodily injury" and "property damage" arising out of any one "occurrence". 6. Subject to 5. above, the Damage to Premises Rented To You Limit is the most we will pay under Coverage A because of "property damage" to any one premises, while rented to you, or in the case of damage by fire, while rented to you or temporarily occupied by you with permission of the owner. 7. Subject to 5. above, the Medical Expense Limit is the most we will pay under Coverage C for all medical expenses because of "bodily injury" sustained by any one person. S. Subject to 2., 4., 5., 6., and/or 7. above, the Per Project Aggregate Limit is the most we will pay under Coverages A, B, and C combined for the sum of; a. Damages under Coverage A; b. Damages under Coverage B; and c. Medical Expenses under Coverage C arising out of any single Project described above. 9. Subject to 2., 4., 5., 6., and/or 7. above, the Per Location Aggregate Limit is the most we will pay under Coverages A, B, and C combined for the sum of: a. Damages under Coverage A; b. Damages under Coverage B; and c. Medical expenses under CoverageC arising out of the any single Location described above. The Limits of Insurance of this Coverage Part apply separately to each consecutive annual period and to any remaining period of less than 12 months, starting with the beginning of the policy period shown in the Declarations, unless the policy period is extended after issuance for an additional period of less than 12 months. In that case, the additional period will be deemed part of the last preceding period for purposes of determining the Limits of Insurance. III. The Limits of Insurance shown in the Declarations are deleted in their entirety and replaced by the Limits of Insurance set forth below. Limits of Insurance General Aggregate Limit $ 10, 000, 000 Each Occurrence $ 11000,000 Products -Completed Operations Aggregate Limit $ 2,000,000 Personal & Advertising Injury Limit $ 1,000,000 Damage to Premises Rented to $ 100,000 Medical Expense Limit $ 10,000 Per Project General Aggregate Limit, Per Location $ 2,000,000 General Aggregate Limit or Per Project and Per Location General Aggregate Limit IV. SECTION V - DEFINITIONS, is amended to include the following: 23. "Location" means premises involving the same or connecting lots, or premises whose connection is interrupted only by a street, roadway, waterway, or right-of-way railroad. All other terms and conditions of this policy remain the same. Authorized Representative or Countersignature (in States Where Applicable) 106 of 424 86681 (9/04) Includes coovriahted material of Insurance Services Office. Inc. with its permission. Paae 2 of 2 END OF SECTION C • sri I . %EIS tri Cortt . 411151111111A n A 11 7 c • a� �,� deb +�5 s� n. F� 2�3si8 77 }- .��3s0 3 107 of 424 REMAINDER OF REQUIRED FORMS C mFy4c# . Alec ri C mp{ t 1r G37 • 108 of 424 MIN RFP #23-07 POLICE DEPT. GENERATOR TRANSFER SWITCH ROME OF PELICAN ISLAND SUB -CONTRACTORS LIST Proposer's Name: Complete Electric INC Phane #: 772-388-0533 RFP Title: City of Sebastian Police Department RFP #: 23-07 Generator Transfer Switch NOTE: List all sub -contractors you invited to propose on this project, whether they were selected or not. If sub -Contractors will not be used on this agreement, check the box below. Form must be submitted with your Proposal. Use additional sheets if necessary. The City reserves the right to reject any Proposals if the Proposer names sub -Contractors who have previously failed in the proper performance of an award, or failed to deliver on time contracts of a similar nature, or who is not in a position to perform under this award. The City reserves the right to inspect all facilities of any sub - Contractor in order to make a determination as to the foregoing. Company Name 1, GLISSON 2. 3. 4. 5. 6. Work To Be Contact Telephone Performed Person Number DIRECTIONAL BORE PAUL GLISSON 772-473-9315 1-1 1 affirm that sub -contractors) will not be used to complete projects under this agreement. Print Preparer's Name: Garett Guidroz Title: President Signature: - — -J Date: Failure to fully complete, sign and submit this Form may result in resection of the submittal FORM E 109 of 424 Page 26 of 36 Otta SIEBASTLA HOME OF PELICAN ISLAND RFP #23-07 POLICE DEPT. GENERATOR TRANSFER SWITCH PROPOSER'S DISCLOSURE The undersigned certifies under oath the truth and correctness of all statements and all answers to questions made hereinafter. Additional sheets may be attached if required. Proposer's Name: Complete Electric INC Address: 637 SEBASTIAN BLVD SEBASTIAN, EL 32958 FORM F Contact Person: MICHAEL MACLEARY Title: PROJECT MANAGER Phone No.: 772- 388- 0533 Email Address: mmacleary@completeelectricinc.com Federal Identification No.: } This Business is: O An Individual ( ) A Partnership ()o A Corporation Proposer's License No., ifapplicahle: ECO001911 Attach certificate of status, competency, and/or state registration (I) Has your Proposer or any of its officers, received a reprimand of any nature or been suspended by the Department of Professional Regulations or any other regulatory agency or professional association within the last five (5) years? YES ❑ NO Has your Proposer, or any member of your Proposal, been declared in default, terminated or removed from a contract or job related to the services your Pro oser provides in the regular course of business within the last five (5) years? YES ❑ NO (3) Has your Proposer had against it or filed any request for equitable adjustment, contract claims, proposal protest, or litigation in the past five (5) years that is related to the services your Proposer provides in the regular course of business? YES ❑ NO (4) Describe each affiliation or business relationship with an employee, board member, elected official(s) or an immediate family member of any such person of the City of Sebastian. If none, write NONE. NONE (5) Describe ANY other affiliation or business relationship that may cause a conflict of interest. If none, write NONE. NONE If yes, state the nature of the request for equitable adjustment, contract claim, litigation, or protest, and state a brief description of the case, the outcome or status of the suit and the monetary amounts or extended contract time involved. 1 hereby certify that all statements made are true and I agree and understand that any misstatement or misrepresentation or falsification of facts shall be cause for forfeiture of rights for further consideration of this Proposal for the City of Sebastian. _ 05/11/2023 Signature Date Failure to 1ul1v complete, sign and submit this Disclosure may result in reiection of the submittal. 110 of 424 Page 27 of 36 Cna SEBASTMtN RFP 923-07 POLICE DEPT. GENERATOR TRANSFER SWITCH FORM —. G HOME OF PELICAN ISLAND STATE OF Florida COUNTY OF Indian River I, Garett Guidroz DOCUMENT NOTIFICATION AFFIDAVIT (Printed Name) to contractually bind Complete Electric, INC acknowledge that I have legal authorization (Company Name) I acknowledge that as part of my response to this solicitation I have read and reviewed copies of the following documents/notifications, attached: • Conflict of Interest Disclosure • Drug -Free Workplace Provisions • Public Entity Crimes Notification • Non -Collusive Affidavit • Immigration Laws Notification • Scrutinized Vendor Certification • No Lobbying Notification • Debarment and Suspension Certification. Proposer must submit their ComvanvProfile Paae from SAM with their bid. • Local Vendor Performance Acknowledgement • E-Verify Acknowledgement, Proposer must submit their Companv Profile Page from E-Verify with their bid. I hereby swear or affirm that I have read and that I understand and accept all the requirements and regulations imposed by the above -referenced documents and that I acknowledge and accept that the above -referenced documents and all terms and conditions contained therein are included in the response to this solicitation. 05111 /2023 Signature Date The foregoing Affidavit was subscribed and sworn to before me this I— day of NA M . , 2023, by _ C 6[ Y- t 6 l A I YD7_ who is personally known to me or who has produced as identification and who did take an oath. p� Not a Public Na A °m AMBER HENRY �" " """ 4 n Notary Public, State of Florida - q(r�?fi�singtP1939907 Notary Publie Si ur My comm. expires Jan. 21, 2024 ry g Notary Commission Expiration: Jan 21 � W24 Failure to fully complete, sign and submit this Affidadrit may result in resection of the submit III of424 Page 28 of 36 MOF SERAST " RFP #23-07 POLICE DEPT. GENERATOR TRANSFER SNITCH FOHM HOME Of PELICAN ISLAND E-VERIFY ACKNOWLEDGMENT Effective January 1, 2021, public and private employers, contractors and subcontractors will be required to register with, and use the Employment Eligibility Verification System (E-Verify) to verify the work authorization status of all newly hired employees. The E-Verify system can be obtained at the U.S. Department of Homeland Security website: htto://www/dhs.00v/E-Verifv. "Contractor" means a person or entity that has entered or is attempting to enter into a contract with a public employer to provide labor, supplies, or services to such employer in exchange for salary, wages, or other remuneration (also referred to as Vendor or Consultant). "Subcontractor" means a person or entity that provides labor, supplies, or services to or for a contractor or another subcontractor in exchange for salary, wages, or other remuneration (also referred to as Sub - Vendor or Sub -Consultant). Vendor/Consultant/Contractor acknowledges and agrees to utilize the U.S. Department of Homeland Security's E-Verify System to verify the employment eligibility of: ■ All persons employed by Vendor/Consultant/Contractor during the term of the contract, (including assigned sub-vendors/sub-consultants/sub-contractors), to perform employment duties within Florida and any work in pursuant to the contract with the City. By entering into a contract with the City, the Vendor/Contractor/Consultant becomes obligated to comply with the provisions of Section 2. Section 448.095, Fla. Stat., "Employment Eligibility, " as amended from time to time. This includes, but is not limited to, utilization of the E-Verify System to verify the work authorization status of all newly hired employees, and requiring all subcontractors to provide an affidavit attesting that the subcontractor does not employ, contract with, or subcontract with, an unauthorized alien. The contractor shall maintain a copy of such affidavit for the duration of the contract. Failure to comply will lead to termination of resulting contract, or if a subcontractor knowingly violates the statute, the subcontract must be terminated immediately. Any challenge to termination under this provision must be filed in the Circuit Court of Indian River County, Florida no later than 20 calendar days after the data of termination. If the resulting contract is terminated for a violation of the statute by the Contractor, the Contractor may not be awarded a public contract for a period of 1 year after the date of termination. I hereby acknowledge and agree that use of the U.S. Department of Homeland Security's E-Verify System during the term of the contract is a condition of the resulting contract with the City of Sebastian. Company Name: complete Electric, INC Authorized Name: Garett Guidroz Title: President Signature: Date: MAY 11, 2023 Pronoser must submit their Comnanv Profile Paee From E-Verifv with their bid. State of Florida County of Indian River This instrument was acknowledged before me on M_IR,\( V 1 U 3 (D ete �r a� AMBER HENRY I, �� Wary Public, State of Florida i, xr_'4on# GG 939907lyComm.0PiresJarr.21,2024 Notary PQbjnature Failure to fully com]ete. sian and submit this Affidavit may result in reiection of the or000sal Page 29 of 36 112 of 424 CR.Y RFP 923-07 POLICE DEPT. GENERATOR TRANSFER SWITCH HOME OF PELICAN 3SLMD SOLICIATION INFORMATION FORM Please submit this form to assist us in learning more about how our solicitation opportunities are most often found. Company's Name: Complete E€ectric, INC Company Address- 637 SEBASTIAN BLVD SEBASTIAN, FL 32958 Phone No: 772-388-0533 Please tell us how you found out this Request for Proposal was released/available (mark all that applies): Indian River Press Journal (TCPalnt) DemandStarlOnvia City of Sebastian Web Site Other (please sped below) REMAINDER OF PAGE LEFT BLANK 113 of424 Page 31 of 36 MOF SimRFP #23-07 POLICE DEPT. GENERATOR TRANSFER SWITCH HOME OF PELICAN ISLAND SPECIAL TERMS AND CONDITIONS FOR POLICE DEPT. GENERATOR TRANSFER SWITCH PROJECT 1. General: Any increase to the work shall be performed only after execution of a written change order by an authorized City of Sebastian representative and a revised purchase order. The awarded Contractor shall leave all work sites in a safe, neat and orderly fashion at the end of each workday. The awarded Contractor shall be responsible for the pick-up of all existing rubbish and/or debris, and proper disposal at an authorized landfill. Existing rubbish and/or debris shall not be deposited into the City's facilities refuse containers. At completion of work, the awarded Contractor will remove all work materials, tools, construction equipment and machinery from the work site and will leave the City facility in ready to use condition. The City of Sebastian reserves the right to inspect all work prior to payment. The awarded Contractor shall promptly correct all work rejected by an authorized City of Sebastian representative as defective. The awarded Contractor shall bear all costs for correcting such rejected work. The awarded Contractor shall, at all times, enforce strict discipline and good order among their employees and agents and will not employ anyone unskilled in the task assigned to them. The City of Sebastian sites are drug and alcohol free. The awarded Contractor who performs contractual services on the premises shall advise their personnel for compliance purposes. The awarded Contractor shall be responsible for the appearance of all working personnel assigned to the project at all times and their compliance with City's Policies and Rules. 2. Prenaration/Repair Work: The awarded Contractor shall be responsible for any and all preparation or repair work that is required to properly complete the installation -as a turn -key project. 3. Service Reauirements: Emnlovees or agents of the awarded Contractor must sign in at City Hall and report to the Proiect Manager. or his/her designated individual on staff prior to commencing any work. Due to the fact the contractor will be entering City property, the City requires performance times for goods and services. The contractor shall notify the Project Manager within 24 (twenty-four) hours if service requirements will not be met as specified in the Notice to Proceed. If the work does not -commence or is not -completed by the timelines established in the Notice to Proceed, the City will issue the order to another contractor. The Contractor understands that all services described in this solicitation document shall be coordinated with the Project Manager and performed with minimal disruption to the functions of the City and Police Department. The Contractor shall ensure the performance of services shall have minimal impacts on the Police Department operations. All services shall meet safety requirements for the department personnel, clients, pedestrians and vehicular traffic and shall be left clean and in an orderly manner. Adequate barricades shall be erected and maintained all around areas where equipment and materials are stored and used. 4. Property Damage Reouirements: While performing services for the City of Sebastian, the awarded Contractor shall be responsible for any damage to the City of Sebastian property, personal property or visitor property due to negligence on the part of the awarded Contractor, their employees or other agents. The awarded Contractor agrees to repair, at its own expense, any damage that was caused by the awarded Contractor, their employees or their agents. The Contractor must show reasonable attempt, after Page 32 of 36 114 of 424 RFP #23-07 POLICE DEPT. GENERATOR TRANSFER SWITCH HOME OF MUCAN ISLAND notifying the Project Manager, to avoid damage to City property under all conditions. Any damages, including damage to finished surfaces, landscaping and grass/turf, resulting from the performance of the Agreement shall be repaired and/or cleaned to the satisfaction of the Project Manager. The City shall incur no costs for damage repairs. 5. Protection of Worksite: The Contractor shall protect all existing and newly installed work, materials, equipment, and improvements. Any Contractor -damaged property shall be repaired or replaced to the satisfaction of the Project Manager. The Contractor shall immediately resort to the Citv's Proiect Manager anv damage found to anv work at the iob site. The Contractor shall be responsible for any loss or damage to its own materials, supplies and equipment, and to the personal property of its employees while they are maintained on the work site. The project shall not be completed until incurred damages, if any, have been repaired and the worksite is cleaned to the satisfaction of the City. 6. Debris: It shall be the sole responsibility of the Contractor ta*dispose of all construction debris at an authorized landfill and all incurred costs shall be borne by the Contractor. Material cleared and disposed on adjacent or nearby property will not be considered as having been disposed of properly. The Contractor shall keep the premises free of debris and unusable materials resulting from their work. As work progresses, or upon request by the Project Manager, the Contractor shall remove such debris and materials from the property. The City dumpsters or recycling containers shall not be used. If the City's Project Manager determines Contractor is using the City's dumpster, Contractor shall incur pickup and dump fee. 7. Ov�ht/Ounlity of Services: The Project Manager shall oversee all assigned work (services) for adherence to schedules and service quality throughout the project's progression and submittal of final payment. The Project Manager will periodically inspect the work being performed to ensure compliance with the requirements of the Agreement. If the requirements are not satisfactorily being maintained, the City shall require the Contractor to correct any discrepancies, inconsistencies, or faults immediately at no additional cost to the City. The Contractor shall understand and agree to the following: 7.1 The Contractor shall be solely responsible and assume all liability for the supervision, direction of all work, and for all means, methods, techniques, sequences, procedures, and coordination for all services under the Agreement; and 7.2 The Contractor shall be responsible for all scheduling, receiving, storage, and placement of all materials; and 7.3 The Contractor shall ensure that enough personnel, materials, means of transportation, and an adequate supply of tools and equipment to perform the services; and 7.4 The Contractor shall provide a responsible, knowledgeable, English speaking worksite supervisor or representative, who has decision -making authority, at all times; and 7.5 All services including modifications of required services requires written approval from the City's Project Manager; and 7.6 The Contractor shall be solely responsible to the City for the acts and omissions of their subcontractors, agents, employees, and any other persons performing any service under this Agreement; and Page 33 of 36 115 of 424 �� RFP #23-07 POLICE DEPT. GENERATOR TRANSFER SWITCH HOME OF PELICAN ISLAND -y 7.7 The practice and materials utilized in the work within or adjacent to any structure must conform to all current Florida Building Codes in addition to any applicable local, state and federal regulations, codes and any City requirements. Contractor shall abide by all State of Florida Statutes; and 7.8 The Contractor shall assist the City in identifying the best repair considerations, determining materials, and the quantities thereof for each project and obtain approval from the City's Project Manager. 8. Warranty: The Contractor shall warrant and guarantee the transfer switch for a period of not less than on.e (1) year from the date of final completion and City acceptance. Contractor shall replace or repair all defects in material or workmanship during the warranty period. The Contractor shall bear all labor, product replacement, and transportation costs for warranted goods and services, as well as any or all rework. A "No Charge" invoice shall be submitted on all warranty repairs detailing the replaced goods including dimensions and quantity. Warranty repairs must be accomplished within the service response . time of twenty-four (24) hours and shall be fully completed to the satisfaction of the City within five (5) working days. Repeated failure to meet the established and repair timeframes will be considered unsatisfactory under the terms of this agreement. Excessive instances of unsatisfactory service shall be cause for default. Materials which carry a standard warranty that exceeds one (1) year shall be honored by the contractor. Manufacturer's Warranties shall be provided in - written form for inclusion with submittal, installation, and Operation and Maintenance manuals. 9. Project Schedule: Contractor shall begin no later than ten (10) days from issuance of the Notice to Proceed; all work shall be completed in thirty (30) days. Hours of work shall be from 7:00 am local time to 4:00prn local time. 10. Safety Requirements: In the performance of this Contract. Contractor shall comply with all applicable Federal, State, and local laws governing safety, health, and sanitation (1910.141 c-CFR). Contractor shall provide all safeguards, safety devices and protective equipment and take any other needed actions as it determines, or as the City may determine,. to be reasonably necessary to protect the life and health of employees on the job and the safety of the public and to protect property in connection with the performance of the Work covered by the Contract. A. Contractor shall provide, erect, and maintain, at its' own expense, adequate barricades, and danger warnings whenever they may be necessary. B. Contractor shall maintain .a list of hazardous material used in the performance of the Work and shall update the list as applicable. END OF SPECIAL TERMS AND CO"ITIONS FOR POLICE DEPARTMENT Page 34 of 36 116 of 424 MOF RFP #23-07 POLICE DEPT. GENERATOR TRANSFER SWITCH HOME OF PELICAN ISLAND POLICE DEPARTMENT GENERATOR TRANSFER SWITCH SPECIFICATIONS/REOUIREMENTS 1. CONTRACTOR shall supply and install a 1200A Service Entrance Rated 120/208V, Three Phase Automatic Transfer Switch (ATS) utilizing the existing KOHLER 20OKW 120/208V diesel generator. The purpose for the ATS is to provide automatic generator start during power outages at the police station. The ATS must transfer electric power back to utility automatically when utility power is restored and shut the generator down. 2. CONTRACTOR shall provide concrete pad and installation will include conduit and suitable copper wiring for proper operation along with any asphalt/concrete removal and replacernent that is necessary to complete the project. 3. CONTRACTOR shall be required to obtain any required permits and such cost shall be included within the Contractor's cost proposal 4. CONTRACTOR shall configure generator controller and ATS for automatic switch operation and installation must be in compliance with current local and national electrical codes. 5. CONTRACTOR shall install a new 800A single Main breaker for the generator and include any field modifications that will be needed at the generator. 6. CONTRACTOR shall install an Emergency Stop switch at the ATS. 7. CONTRACTOR shall perform a full system startup upon project completion, along with simulated power outage and AUTO start/stop sequence. Contractor shall be solely responsible for all measurements taken to complete this proiect and the purchase/installation of all equipment necessary to complete this project. END OF SPECIFICATIONS FOR POLICE DEPARTMENT Page 35 of 36 117 of 424 END OF SECTION =7 halm C3[1 . 3UQNQ Fd 22M QYY?2},� oa a 118 of 424 `S/1 2i23' 4:50 PM My Company Profile I E-Verify 0999 An official website of the United States government Here's how you know -F -Verity. Menu = v-r-•.vrr.,fijvvrrrr�rcfe�rrrr�v9?:.�. .<......aaH'f �..,�;:.st.. i,zt �rr,•4'��k?SMit:•,•N!,:e E. 7t.,:±"'f[fe�errx:.";Fli,' :. ,y„ •rr�rver'x�m!'?1'1='Sr!Sw•r rr�mw:wwrt77!•yr.•r:rnrr.•ri'xarnrnrrcrwrorr?trrn-er•w•rrry ��r. r•er••• My Company Account My Company Profile Company Information Company Name Complete Electric Inc. Doing Business As (DBA) Name Company ID 376111 Enrollment Date Dec 02, 2010 Employer Identification Number (EIN) Unique Entity Identifier (UEI) DUNS Number 800114191 Total Number of Employees 20 to 99 NAICS Code 119 of 424 https://everify-uscis.gov/account/company/profile 1/3 5/12/23, 4:50 PM 238 - - - - -- My Company Profile I E-Verify Sector Construction Subsector Specialty Trade Contractors IEdit Company Information Employer Category Employer Category None of these categories apply IEdit Employer Category I Company Addresses Physical Address 637 Sebastian Blvd. Sebastian, FL 32958 Mailing Address Same as Physical Address Edit Company Addresses I ..... _.�................ https://everify.uscis.gov/accounVcompany/profile 2/3 5/12/23, 4:50 PM My Company Profile i E-Verify Hiring Sites w We have implemented a new policy and require more information for existing and future hiring sites. Number of Sites 1 IEdit Hiring Sites I Company Access and MOU My Company is Configured to: Verify Its Own Employees Memorandum of Understanding View Current MOU U.S. Denartment of Homeland Seruritv. U.S. Citizenshin and Immieration Services ME 112TWIM2 ll,• 121 of 424 https://everify.uscis.gov/accounttcompany/profile 3/3 YOUR ENTITY COMPLETE ELECTRIC, INC. Unique Entity ID TQXJDJ3B4MN7 637 SEBASTIAN BLVD STE A SEBASTIAN, FL 32958-0000 USA 122 of 424 rnvLf SEBASTIAN HOME OF PELICAN ISLAND CITY COUNCIL AGENDA TRANSMITTAL Council Meeting Date: May 24, 2023 Agenda Item Title: Approval to award Royal Battery Distributors, Inc. as the Contractor to be used in response to ITB #23-09 New Golf Cart Batteries at the Sebastian Municipal Golf Course. Recommendation: Staff recommends City Council select Royal Battery Distributors, Inc., as the Contractor to supply replacement Golf Cart Batteries to the Golf Course, and authorize the City Manager to execute the appropriate documents for the ongoing purchase of these replacement batteries through December 2023. Background: On Sunday, May 7, 2023, the City released ITB 23-09, New Golf Cart Batteries and on Wednesday, May 17, 2023 the bids were due and opened at 2:00 PM, Local Time. A total of six (6) companies responded with bids and Royal Battery is the low -bidder at $123.97 per battery. The Golf Cart Fleet the City presently has was purchased in 2017 and the Golf Cart Batteries lifespan is approximately 3.5 to 4 years. The batteries in the Golf Carts have been replaced once since 2017; however, the City has been performing spot battery replacement on an as needed basis. At the January 11, 2023, City Council meeting Council authorized the purchase of eighty (80) new Golf Carts to replace our existing fleet. Due to the fact that the new Golf Carts will not arrive until an estimated date of January 2024, it is imperative the Golf Course has functioning and reliable golf carts; therefore, staff created and executed the New Golf Cart Batteries bid so the City has the option to purchase up to 360 new Golf Cart batteries on an as needed basis through December 2023. If Agenda Item Requires Expenditure of Funds: Budgeted Amount: $45,000.00 Total Cost: $44,629.20 Funds to Be Utilized from Golf Course Operating Budget Attachments: 1. ITB #23-09, Bid Tabulation 2. Royal Battery Distributors, Inc. Bid Document Administrative Services Department Review:' efI — City Attorney Review: Procurement Division Review, if applicable: City Manager Authorization: Date: �� /Z.17 123 of 424 4 - V,0/Zc a er1es la b� rand battyY - 6C e w�D r er g syvte 'o Orders a water, bra What is �° °trier sat h bAec vfe e�atE ur est/mated aatterles' uded. deliver k" t 11 �! Bld er; �e on each dt'der; Ei�r ALP BARB#�-(}9 � � 'A�EE t,s t ' therefor ` e Cs add/�ery sip (6 �\� Cost po.) Person Y this bid ` r �. . respects sub'ttlrtg made witho s all PraPo without bId for the t any agree B�n[ractua a 2nf°rznad°n lus'°n or same matcrrn °� co rider sh c Bement subxnr mud The rya/s, su �ectioo Period ° f aU wan t �'1 the C� fed and b person si Mies c with an to sub not less that the of Seb as the aut '119 belo qu'P'nent cO1Aaratia Comply aut phYsic�ly in 0 t pa yes, tee for the p ti°n o f th krtawl�g s ces, and - ar Au arse: °n °r b from the d c°nditi�oPose$ as pro and comps d In al/ P d zed Siny to �iat� e. �' mail. salici don per noted in b Band d crrb rater in owa Name; g date P will be ed herein. ld oess' mPosers have held for a R c ` �` the option ne Number: � � � � ►.. �'`� � (a 0 3�j N dare. �' e 3 ?z�,7� 3 Page 26 of26 124 Of 424 f424 - R FORM A ITB #23-09 HOMF OF PELICAN ISLAND NEW GOLF CART BATTERIES 1 I RIES BID SUBMISSION CHECKLIST Please use the following checklist as a reference document to confirm all requirements are met in your ITB submission. This checklist must be submitted as part of the Bid submission. Please be advised that this checklist should not be interpreted as a comprehensive list of all information required by this Solicitation from prospective Bidders. It simply serves as a guide for the most significant documents to be included in the Bid submission and should be enhanced as deemed necessary. It is solely the Bidder's responsibility to read and understand all requirements and adhere to all issued addenda. One (1) original copy of bid (bearing origjjW sianatures in Blue I*) / Two-(2) copies of bid (marked in Black Ink) X Title Page / Bid Submission Checklist — FORM A i Signed Addenda, if applicable TAB #1 —QUALIFICATIONS/EXPERIENCE lI Proof of Licenses) — Business License or Business Tax Receipt TAB #2 — FORMS (REMAINDER OF FORMS) Contact Information Sheet — FORM B / Reference List — FORM C / Drug -Free Workplace Form — FORM D / Non -Collusive Affidavit — FORM E Addenda Acknowledgement — FORM F a Page 19 of 26 125 of 424 anaF E ASTKN HOME OF PELICAN ISLAND Administrative Services Department Procurement Division 1225 Main Street Sebastian, FL 32958 (772)388-8232 May 9, 2023 ADDENDUM #1 TO THE CONTRACT DOCUMENTS FOR THE CITY OF SEBASTIAN PROJECT NAME AND NUMBER: ITB 23-09, NEW GOLF CART BATTERIES BID FROM: Don Wixon City of Sebastian 1225 Main Street Sebastian, Florida 32958 TO: All Parties Holding Specifications The City shall reserve all rights to award this bid in whole or in part: whatever, is in the best interest of the City. Q Please advice on the time line of purchase for the Quantity 360 batteries requested. o Reason: the cost of batteries increases over time. In order to abide by the discount provided, we would need to submit an exception approval which the manufacturer will adhere to the discount for an agreed amount of time. A: The batteries will be ordered on as as -needed basis. UP TO 360 batteries may potentially be ordered, but not all at once. Q Please verify the City of Sabastian has a dock readily available for delivery. a Manufacturers charge an additional fee for a delivery which a lift gate is needed on the truck. o Manufacturers also charge additional fees for inside delivery. ■ If inside delivery is not needed, once the truck arrives, the City of Sebastian would need to offload the shipment and load the used batteries on the truck. A: No dock is available at the city earaee and inside delivery is NOT necessary or needed. The city does have a forklift which can lift ballet(s) off of a truck: however, a lift -gate with automatic hand -truck is typically how battery companies drop-off a pallet of batteries. Date: S I d i 3 Company Name: ,. Written Signature: Printed Signature: Page 1 of I 126 of 424 CflYOF SEBAST.LA,N HOME OF PELICAN 151AND May 10, 2023 Administrative Services Department Procurement Division 1225 Main Street Sebastian, FL 32958 (772) 388-8232 ADDENDUM #2 TO THE CONTRACT DOCUMENTS FOR THE CITY OF SEBASTIAN PROJECT NAME AND NUMBER: ITB 23-09, NEW GOLF CART BATTERIES BID FROM: Don Wixon City of Sebastian 1225 Main Street Sebastian, Florida 32958 TO: All Parties Holding Specifications: The City shall reserve all rights to award this bid in whole or in part: whatever, is in the best interest of the City. O: How manv would you order at a time? A: The quantity we would order each time is honestly undetermined; however, it would more than likely be a minimum order of eighteen (18) new golf cart batteries per order. O: Would you order the 360 over the course of a vear? A: Possibly, but probably not. O: Two vears? A: NO O: What time frame can you commit to? A: We are not committing to a time frame, but if we were it would probably be through January 2024. O: Will the used batteries for disposal be removed from the solf carts and placed on a pallet for Dick -an? A: YES O: Our delivery is the loadine dock. no installation. correct? A: In Addendum # 1 we said there is no loading dock, so you will unload at a designated location at the Central Garage. There will be NO installation of the New Golf Cart batteries in the Golf Carts. The City will install the New Golf Cart Batteries in the Golf Carts. O: What will be the delivery location of the New Golf Cart Batteries? A: The delivery location will be as follows: Public Works Compound Central Garage 505 Airport Drive West Sebastian, Florida 32958 Date: Company Name:n Written Signature: Printed Signature: Page 1 of 1 127 of 424 2022 . 2023 rHE PERSpN RoYA( lSi, QR EI'/T/T pq(� NGAVNEFYotSrRE AY, F� 32907 225 7-ORS l NC B D8A R'OY � Ar/ON. �A�ERY p/8rR/8U PALA B R/'V AV rORS /NC 32907 ROYAL SA'? ERY GIST Rl$OT oRS /N C BUS/ME 480070 SS c�SSIFICAr/DNS, DISc�A1MERS AND RE(ATED F 59 FES; 0501 BA 820005 HAZ W S/� - ETA/ BIFrAMT EN. SOhCIyARG� 3211)1: B(/Sl SEDfSALA�,ED0�T��G%IQNI r Acco NETS PER/pp, h1'/SES 53500 NT N0. potober O' nggy ISSUED , Z022 DOES NO-r SUANTAND EXPIRES. -9ePternber SU 30� 2a BUSINESS ERTIFYCO�P SJECrjOF SEP z23 rO NjAfNT r RECEIl, LIANCE LaRlDq Sr iw E SU8SEQUENjRECULArQRY pUBJFCW 20NAIG OR CAr/GV� rESAND BRFv 6 R 3012023 ERM/T /S R OUNRED FS p 0 1 �r� IEAS RE U RED2 LNG V1,1D cOUNrycODE ISSUE !SE find roR UP FOR BU ATIOIyS CE LISA{,(/(( ud/n9withs NCLOSINGpFESSQ.4' �D10RFgtjJ p EN. 9ej GOIN BUSINESS. /CATION RE 0 Bn FC Brevard G OfIT pF BU �5�, OR !'321)2 0, Tltu SINESS.. sv///e F/nriCoun�" rak On/l euslNEss �x R cyA�Q 9 or (321)633 219932;,1-2500 ctor CEIPT SHOULD gOWNERSHIP 0R L CN, CA1! D WiTHiry 30 DAYS. EXEuPTIONS. Receipt F Hazarcaus waste F e Zoning APs ee evildln9 Oc catlon Fee 37,00 date Prevent an a cy Review 50.00 NSF Penalty ee Fee 0.00 Fee 0_ Transfer Fee 00 Pa/d aa4.22 °-nD 0•00 Mq1N p,F/OE. � 4 8�Z Og1QS!2228700 Q 00 BPNeN OFF/Ols. 4p0 South Sf, Bth F ��22 $7 04 i c lour, Titusville, > ( 32780 tt 151an °ante d 0f e, 1605 Once, 15> Pa/co BaY Oc N' OOulenaY Pk Titusville 0 e, 45 5 Sarno Road w'Y India ce, 80 0 Oo9an Dr V "era oce 2725 d � v24 p SF ud0e Fran Same 0/1 Gail,, Way, Blvd, A108 Viera, F( 32940 128 of 424 Not 120 mala.Dar hoau b -1I-I --:[ j�:j f!��� 'r r Ptam Bay, FL 3'2907 ���i ���! �� }[.�.ii� _ Ti_�-1 ..� �� ir+# i. MEOW �"�� mow. $usiNESS TAX k"CEm _ �.i i.r� 1. I I. _ -- i—•i i�..i i--i i--i OMEN- am- 4 eta �b �. i �� �."�:: •�'j i �.} 1 / lwwt �' $1�cfiT$R�'TRIS�ORS��=kik �. i!i Etueit�e�s Name RQYAL �.. �. w w. r����tia� ��� . Rxrrc N_ •# L � �.....� Lie lbr classification y� � ��� f � "~ �i f �.`•� i--i i---i #�"*:i �{ #�. 23-aaool3l� MERCHANT _ _ 3fl 2022 8xpires:� c Sep6"ir 36, 2023 :: Issued: Pievember Restriction: 1�j 1--j �. Comm enta: � ~ l"""i E"��"w.'! down Guam."' iww"Ol ,...! 1:..�1 i:.�i 1:�111 I�i Iwo! A.w:t I......A L.• 129 of 424 IMF oF���hIS TE. Z'IC)1tir � �, B� p& #23.09T T ES 23 b .4 oo we"EI.lAM A l�'Z Vr6as�r� �. a X 7 h�k eb S $fn tr e'�ent efore sub ends f an, P7011 a' fter tir nYitting any reYO yis 58 IloeCOns'dered end tlnre Old(tated s) dates and Will not be eonsi ax idabove,ssbotf ceinott Adder}S Na red for aka�d not lddress. the and ir�Qf n'� $nsfne s 1711Np. #23 a9 P"PL N PR.. P San -70? d aY' may 7. I'Tg Tl1' l � �'4CT• fgnn, Procare AIR ften I ger acts lyEt,�, "'rl 3gg�'23y t �� � � Plrcah v� ka� Statedare p�bk1 �! pi on lei to be mail PA`'� sf'ane N4�b 2 1 this bowi e CO to sto a�dre wet er' Zrp oae7 `� Tess; dress is the a t' n bel, 0 er than as w. Add _ , ? stated on th ress %r- 'T+� 3 -) late: �� ca on 6 entahve; 1-°°tact: Dether; ° �cs,w1 1'eteAhc►ne Nq 2'p t The site andundersi �' Fag NU Pe�or, the�cat. ed a "Qg be mbe and labor ° In strict oo conk io s thorn ecessary f, tthey ectir� `f niliar { Perfa vanthe r �K Or1 be e-b all of e `ri8ng4rre ee o� the s�.�� th �o ose odd,' doe Nrr hortedh►eFr rn a go�}ents drm ev�'3e'athi ineoa sne a%,9 esenxQrr`ve�� 4 subst°trPro vide ng re4ui meted berei ejd Repr fl`r7uQ� `b j al andQ d finish°U bee equipm Title rke n�ner en eirr�,e �ed% f vF Page.20 af26 130 o f424 S °�.�� FORM C ITB #23-09 HOME OF PE IUN ISLAND NEW GOLF CART BATTERIES REFERENCE LIST 1 ` Bidder's Name: 1�q-�'�`�u Bidder must provide the contactinformationfor a minimum of three (3) references in which similar work was performed within the last five (5) years. Reference #1 Company Name: a S co CLILVA4I �- 4 t' c Location (City, State): N E ,,,, Pope ; c j,,', E, F I- V L ct' A Date of Service: a a l--? - la 1 a I. D0,40 " A ! D- I - , �-- �a P,QFSEN`J Contact Person: C,,, a-ed [,.ra 5 Contact Number: -7 �-� _ $ q a -I,g tt 5 Email Address: F-L u ca s L Pasc a cov,41 F Z- iJ V i k Reference #2 Company Name: 1 [y SA 1 P Y �`DQl�4A �[yq� ��£�Gy �� �rk Location (City, State): Co C o G, � FLuR JA i Date of Service: O a o I -A, pop- E S F N `i- Contact Person:p� 11 4 Contact Number: 3 } _ (� 3 I _ q --L y Email Address: ?S N @ TS F- C, t t c �'t of u Reference #3 Company Name: -- ► no f -& Aa 6 4 N I �CL �, c--,u WW4 f Location (City, State): �, 6v d If- Flo 2(J w Date of Service: ZQ fl Contact Person: -� 1;' P- V-1 C G} Contact Number: 3 s a- 9 Ss --7 s g Email Address: psQ G a` a �, MC rX Failure to fully complete and submit this form may result in resection of the Bid. Page 21 of 26 131 of 424 CPa SHIASTLA HOME OF PELICAN ISLAND FORM D TTB #23-09 NEW GOLF CART BATTERIES DRUG -FREE WORKPLACE FORM The undersigned Bidder in accordance with Florida Statute 287.087 hereby certifies that Rod A l 'RA A-, a- L%'s�'t butoas , �,,rc does: Bidder s Name Publish a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession, or use of a controlled substance is prohibited in the workplace and specifying the actions that will be taken against employees for violations of such prohibition. 2. Inform employees about the dangers of drug abuse in the workplace, the business' policy of maintaining a drug free workplace, any available drug counseling, rehabilitation, employee assistance programs and the penalties that may be imposed upon employees for drug abuse violations. 3. Give each employee engaged in providing the commodities or contractual services that are under bid a copy of the statement specified in Paragraph 1. 4. In the statement specified in Paragraph 1, notify the employees that, as a condition of working on the commodities or contractual services that the employee will abide by the terms of the statement and will notify the employer of any conviction of, or plea of guilty or polo contendere to any violation of Chapter 1893 or of any controlled substance law of the United States or any state, for a violation occurring in the workplace no later than five (5) days after such conviction. Impose a sanction on, or require the satisfactory participation in a drug abuse assistance or rehabilitation program if such is available in the employee's community, by any employee who is so convicted. Make a good faith effort to continue to maintain a drug free workplace through implementation of Paragraph 1 through 5. As the person authorized to sign this statement, I certify that this firm complies fully with the above requirements. Signature: l� Print Name. Date: S 1 1 1) a o-,�L 3 Failure to sign and submit this Drug -Free Workplace Form may result in rejection of the Bid. Page 22 of 26 132 of 424 MOF SEBASRN r HOME OF PELICAN ISLAND STATE OF COUNTY OF RRO 9 V iq ed- FORM E I ITB #23-09 NEW GOLF CART BATTERIES NON -COLLUSIVE AFFIDAVIT being first duly swom, deposes and says that: BIDDER is the wl?�4 i v6'y- 0�a+p_v bs�; (Owner, Partner, Officer, Rep et' sentative or Agent) BIDDER is fully informed respecting the preparation and contents of the attached Bid and of all pertinent circumstances respecting such Bid; Such Bid is genuine and is not a collusive or sham Bid; Neither the said BIDDER nor any of its officers, partners, owners, agents, representatives, employees or parties in interest, including this affidavit, have in any way colluded, conspired, connived or agreed, directly or indirectly, with any other BIDDER, firm or person to submit a collusive or sham Bid in connection with the solicitation for which the attached Bid has been submitted; or to refrain from bidding in connection with such solicitation; or have in any manner, directly or indirectly, sought by agreement or collusion, or communications, or conference with any BIDDER, firm, or person to fix the price or prices in the attached Bid or any other BIDDER, or to fix any overhead, profit, or cost element of the Bid Price or the Bid Price of any other BIDDER, or to secure through any collusion conspiracy, connivance, or unlawful agreement any advantage against (Recipient), or any person interested in the proposed solicitation; The price of items quoted in the attached Bid are fair and proper and are not tainted by collusion, conspiracy, connivance, or unlawful agreement on the part of the BIDDER or any other of its agents, representatives, owners, employees or parties in interest, including this affidavit. Subscribed and sworn to before me this / 0 day of //Gt V CKRISTONER PJNEDA w�A p�®� Notary Public, Slate of Florida Commission# HH 330957 My comm. expires Nov. 9, 2026 Notary Public Name: otary Public Sig an tore: , 2023. My Commission Expires: 11%v '?4 Failure to fully complete, siizn and submit this Affidavit may result in rejection of the Bid. Page 23 of 26 133 of 424 MOO 9-W- HOME OF PELICAN ISLAND FORM F ITB #23-09 NEW GOLF CART BATTERIES ADDENDA ACKNOWLEDGEMENT Bidder's Name:o� W �urz Phone #: 1TB Title: NEW GOLF CART BATTERIES ITB #: 23-09 Bidder shall indicate below all Addenda received. Acknowledgement confirms receipt and understanding of issued Addenda. Bidder understands that failure to acknowledge any addenda issued may cause their Bid to be considered non -responsive. To confirm the number of addenda (if any), Bidder may contact the Procurement Division at (772) 388-8231. ADDENDDUM # DATE RECEIVED 1 2 s �o��� 3 4 5 b 7 No Addenda was received in connection to this solicitation. Print Preparer's Name: Title: Signature: 1C�� cfi Date: S ) ! / J .2- 3 Failure to fullv complete, sign and submit this Form may result in resection of the submittal Page 24 of 26 134 of 424 BATTERPIVU 0RS. !NC Royal Battery Distributors Inc. 2580 N. Orange Blossom Trail Kissimmee, FL. 34744 Ref: ITB # 23-09 Office Phone:407.846.6070 Office Fax: 407.846.334.7 Toll Free: 800.382.2883 5-15-23 The battery we are quoting meets the specifications on page 25 of ITB # 23-09 solicitation. Each battery is sold exchange, meaning we will receive a core (old battery) in return, at time of delivery. Royal Battery Dist is your current supplier for the battery you are requesting and the current watering systems will work/ interchange. We will deliver with our own company owned trucks and for larger orders we have vehicles equipped with liftgates and electric pallet jacks. Royal Battery Distributors is also a local vendor, located in Palm Bay (Brevard County) and I have included both the City and county Business licenses as well as proof of Insurance. 4t�t-' Rick Tattoll Royal Battery Dist. www.RovaLBatterv.com Additional Locations: Paim Bay, Daytona (Hotly Hill), 5t. Petersburg, Miami, Pensacola, Macon GA 135 of 424 C�EI�i�MCATE OF �8A����TY �� SURANC E i DATE( � THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder Is an ADDITIONAL INSURED, the pollcy(les) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER � r Aon Risk services, Inc of Florida 1001 Brickell Bay Drive (ArC,Ko,Ext): (866) 283-7122 FAX No): (800) 363-0105 suite 1100 ADDRESS: Miami FL 33131 USA INSURER(S) AFFORDING COVERAGE NAIC 0 INSURED - - - INSURER A: Navigators Insurance Co 42307 Royal Battery Distributors, Inc INSURERS: Hartford -Fire Insurance Co. 19682 Continental Battery Company INSURERC: Hartford Underwriters insurance Company 30104 8585 N Stemmons Frwy S, Suite 600 INSURER D: Twin City Fire Insurance Company 29459 Dallas TX 75247 USA INSURERE: Hartford Insurance Company of Illinois 38288 �1 �i INSURER P: �TH S IS TOCERTIFYTHE POLPOI INSU0CEE LISTEDE16W HAVE BEEN ISSUED TO THE INSJ BOBErvn I tic rvuCY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN is SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. Limits shown are as requested L TYPE OF INSURANCE AUU UtlH POLICY NUMBER POLICY ! L tN,�I wvn OQ ! Y 0 LIMITS X COh1MERCIALG£NERALLULSUM ZOECSS19502 P4 2 EACH OCCURRENCE $2,000,000 CLAIMS -MADE x❑OCCUR SIR applies per policy terns & candi :ions UAMAUt;IUKbNIt:U $2,000,000 PREMISES (Ea occurrencel MED EXP (Anyone person) GGEEINLAGGREGATE LIMITAPPLIES PER: POLICY ECT LOC --I{ OTHER: B AUTOMOBILE UASU RY 20 CSE S79504 Bus Auto Cvg ADS _ C X ANYAUTO 20 CSE S79505 — OWNED SCHEDULED Bus Auto Cvg HI — AUTOS ONLY AUTOS HIREDAUTOS NON -OWNED — ONLY AUTOS ONLY A UrdBAELLALlAB OCCUR GA23UMRZOAXF2IV EXCESSLJAB CLAIMS -MADE R25' DED X RETENTION E WORKERS OMPENSAnONAND ZOWN579500 ERIPLOYERS'UABILffY YIN Workers Comp ADS ANoFFYICPROPwldE4UFUEAT R/ PARTNER! MCUTNE D E8FAE7fCLUDt�'7 a NIA 20WBR579501 (MandateryInNit workers Comp WI MA If ea. describe under DESCRIPTION OF OPERATIONS below m .a 'o S PERSONAL&ADVINJURY $2,000,00D v GENERALAGGREGATE S4,000,000 m PRODUCTS -COMPlOPAGG $4,000,000 in 04/03./2023 04{01/2024 COMBINED SINGLE LB%r $5 000, 000 .d aectdenn , .. 04/01/2023 04/01/2024 BODILY INJURY 4Per parsan) 0 BODILY INJURY (Par accident) I 4r PROPERTY DAMAGE C (Per accident) I m 04/01/2023 04/01/2024 EACH OCCURRENCE $15 , 000,000 U AGGREGATE S15,000,00D 04/01/2023 04/01/2024 XIPERSTATUTEI__� 04/01/2023 04/01/2024 EL EACH ACCIDENT $1,000,000 E.L.DISEASE-EA EMPLOYEE S110001000 E.L. DISEASE -POLICY LIMIT 51, 000, 000 DESCRIPTION OF OPERATIONS I LOCATIONS / VEHICLES (ACORD 101, Additional Remarks SchadWo, may be attached B more apace Is required) RE: 4788 Lake Mirror Place, Forest Park GA 30297. Evidence of Insurance. CERTIFICATE HOLDER CANCELLATION SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORD:ED REPRESENTATIVE M ©1988-2015 ACORD CORPORATION. All rights reserved. ACORD 25 (2016/03) The ACORD name and logo are registered marks of ACORD 136 of 424 SRN iSLgND Please sub NE f©und n7it this firm to a SQL ��IA �aN rl W C;o CAI ��� #23_p9 assist is O T B� T TE S CnrAan ° learning more aboutA �I pN FOB eon» JJ s NS�e. how our solicitation Aan Add �� '� oppo �, Address: r � �niti ar (� es Phone NO: -- �` _ . _ �\ ti , t e most often f � Please tell us howyou u Found Outthis R �� e9uest for pid �,���nmd`i�r�n�Srar/py�,r� CPa1m�►Was re Ripe". ppessJea 04"1tl sed/availablefriark all that applies): IJe��'�'fow J page Xg °f26 13 7 o f424 anoc SE LN HOME OF PELICAN ISLAND CITY COUNCIL AGENDA TRANSMITTAL Council Meeting Date: May 24, 2023 Agenda Item Title: First Reading and Quasi -Judicial Public Hearing for Ordinance 0-23-07 Rezoning Map Amendment Sebastian Oaks, LLC, Louisiana Avenue Recommendation: Consider rezoning request from RM-8 to RM-10 to determine consistency with the Comprehensive Plan and Land Development Code Background: The property owner, Sebastian Oaks, LLC, has requested to rezone the +/-15.75 acre subject property from RM-8 to RM-10 in accordance with the new zoning designation. Site plan development will follow the rezoning in accordance with current regulations pertaining to setbacks, open space, stormwater, traffic and infrastructure. Preliminary plans were submitted under the existing zoning in 2021 proposing a 126 unit multi -family residential development (8 units/acre) with accessory clubhouse and recreational amenities. The proposed plan consisted of 7-two story buildings with 16 units each and one-two story building with 14 units. Staffs main concerns were regarding traffic and access to the site. The new zoning designation would allow up to 157 units (10 units/acre), an increase of 31 units, a right that will apply to the property, not the project. However, the property owner has stated that the requested change in zoning designation would only allow one additional building of 18 units after meeting all other site plan requirements. Staff has included the traffic analysis submitted for consideration as part of the zoning change. The Stormwater Management Report is applicable to the original site plan at 8 units/acre and would require meeting new regulation standards should an increase in density be approved. The PZ Commission quasi-judicial public hearing was held on May 4, 2023, making a recommendation of denial for the zoning change to the City Council. Meeting minutes are attached to this agenda for your consideration. If Aeenda Item Reauires Exuenditure of Funds: Budgeted Amount: NA Total Cost: NA Funds to Be Utilized for Appropriation: NA Attachments: 1.0-23-07 4. Exhibit B — Application and Traffic Study 2. Staff Report 5. PZ Commission Minutes from May 4, 2023 3. Exhibit A — RM-10 Zoning Code 6. Letter of Opposition Administrative Services Department Review:, City Attorney Review: _ Procurement Division Review, if applicable: �( City Manager %Authorization: Date: IS/ / ) /.Z ' 138 of 424 ORDINANCE NO.O-23-07 AN ORDINANCE OF THE CITY OF SEBASTIAN, FLORIDA, DESIGNATING A ZONING CLASSIFICATION OF RM-10 — MEDIUM DENSITY MULTIPLE -FAMILY RESIDENTIAL DISTRICT FROM CURRENT ZONING DESIGNATION OF RM-8 — MEDIUM DENSITY MULTIPLE -FAMILY RESIDENTIAL DISTRICT FOR LAND LOCATED ON LOUISIANA AVE; CONSISTING OF 15.75 ACRES, MORE OR LESS, KNOWN AS SEBASTIAN OAKS; AND SURROUNDED BY MULTI -FAMILY RESIDENTIAL ZONED PROPERTY; PROVIDING FOR CONFLICTS; PROVIDING FOR SEVERABILITY; PROVIDING FOR SCRIVENER'S ERRORS; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, the Sebastian Oaks, LLC. has filed a petition for amendment to the Zoning Ordinance; and WHEREAS, the City Council has provided notice of the proposed zoning change and conducted a public hearing to receive citizen input; and WHEREAS, the City Council of the City of Sebastian, Florida, has considered the criteria identified in the Land Development Code together with the recommended findings and recommendations of its staff and Planning and Zoning Commission; and WHEREAS, the City Council has made the following findings: A. The proposed use is compatible with adjacent land uses. B. The proposed use is consistent with the goals, objectives and other elements of the Comprehensive Land Use Plan. C. The proposed use is in conformity with the substantive requirements of the City of Sebastian Code of Ordinances, particularly the Land Development Code. D. Adequate public facilities and services exist in the City to serve the proposed use and the demand for such use will not exceed the capacity for such services and facilities. E. The proposed change in use will not result in any adverse impacts on the natural environment. F. The proposed use will not adversely affect the property values in the area, or the general health, safety and welfare of the City or have an adverse impact on the financial resources of the City. G. The proposed use will result in an orderly and local development pattern. H. The proposed use is not in conflict with the public interest of the citizens of the City of Sebastian. NOW THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF SEBASTIAN, INDIAN RIVER COUNTY, FLORIDA, as follows: Section 1. PROPERTY. The change in zoning classification created by the adoption of this ordinance shall affect the following real property as described in Exhibit "A" attached hereto, now lying and being within the incorporated area of the City of Sebastian, Indian River County, Florida. Section 2. REZONING. The real property described in the attached Exhibit "A" is hereby given a City zoning designation of Medium Density Multiple -Family Residential (RM-10). 139 of 424 Section 3. ZONING MAP. The official City Zoning Map shall be amended to include the real property described in the attached Exhibit "A" and reflect its designated zoning district as Medium Density Multiple - Family Residential (RM-10) in accordance with the requirements of Florida law. See attached Exhibit "B " Zoning Map Section 4. CONFLICT. All ordinances or parts of ordinances in conflict herewith are hereby repealed. Section 5. SEVERABILITY. In the event a court of competent jurisdiction shall determine that any part of this Ordinance is invalid or unconstitutional, the remainder of the Ordinance shall not be affected and it shall be presumed that the City Council of the City of Sebastian did not intend to enact such invalid or unconstitutional provisions. It shall further be assumed that the City Council would have enacted the remainder of this Ordinance without said invalid or unconstitutional provision, thereby causing said remainder to remain in full force and effect. Section 6. SCRIVENER'S ERRORS. Sections of this ordinance may be renumbered or re -lettered and corrections of typographical errors which do not affect the intent may be authorized by the City Manager, or the City Manager's designee, without need of public hearing, by filing a corrected or re -codified copy of same with the City Clerk. Section 7. EFFECTIVE DATE. This Ordinance shall take effect after its adoption. Section 8. ADOPTIVE SCHEDULE. That this Ordinance was passed on the first reading at a regular meeting of the City Council on the day of May, 2023 and adopted on second/final reading at a regular meeting of the City Council on the day of , 2023. PASSAGE UPON FIRST READING The foregoing Ordinance was moved for passage upon first reading this day of 2023, by Councilmember . The motion was seconded by Councilmember and, upon being put to a vote, the vote was as follows: Mayor Fred Jones Vice Mayor Christopher Nunn Council Member Kelley Dixon Council Member Ed Dodd Council Member Bob McPartlan ATTEST: Jeanette William, MMC City Clerk 140 of 424 ADOPTION The foregoing Ordinance was moved for adoption by Council Member . The motion was seconded by Council Member and, upon being put to a vote, the vote was as follows: Mayor Fred Jones Vice Mayor Christopher Nunn Council Member Kelley Dixon Council Member Ed Dodd Council Member Bob McPartlan The Mayor thereupon declared this Ordinance duly passed and adopted this day of , 2023. ATTEST: Jeanette Williams, MMC City Clerk CITY OF SEBASTIAN, FLORIDA Fred Jones, Mayor Approved as to form and legality for Reliance by the City of Sebastian only: Andrew W. Mai., Interim City Attorney 141 of 424 3120190050929 RECORDED IN THE RECOBi,`OF JEFFREY R. SMITH, CLERK OF CipCUrT COURT INDIAN RIVER CO FL BK: 3234 PG: 180, 8/28/2019 11.03 AM D Dt. v fAX PD $0.70 63 EXHIBIT A This Instrument Prepared by and Return to: Jason Beal Atlantic Coastal Land Title Company, LLC 855 21st Street, Suite C Vero Beach, Florida 32960 Our Pile No.: 49094608 Property Appraisers Parcel Tdentification (Folio) Number: 31390600000500000011.3 Space above this line for Recording Data WARIMNTY DEED THIS WARRANTY DEED, made the L day of August, 2019, by Robert Green Grdbbroek and George Kevin Gribbroek; whose post office address is 2415 47th Terrace, Vero Beach, FL 32966, herein called the Grantors, to Sebastian Oaks, LLC, it Florida limited liability company, whose post office address is 2771 Vista Parkway, Suite F12, West Palm Beach, FL 33411, hereinafter called the Grantee: (Wherever used herein the ferns "Graiunr" and "Grantee" include all the parries to this imii-wnent and the heist, legal representatives and assigns of individuals, and the successors and assign s of corporations) W I T N E S S E T H: That the Grantors, for and in consideration of the sum of Ten and Noll00 (S 10,00) and other valuable considerations, receipt whereof is hereby acknowledged, hereby grants, bargains, sills, alicns, realises, releases, conveys and confirms unto the Grantee all that certain land situate in 1NblAN RIVER County, State of Florida, viz: From Southeast corner of Northeast 114 of Southwest 1/4 of Section 6, Township 31 South, Range 39 East run North 740.12 feet; thence run South 89 degrees 10 minutes 04 seconds West a distance of 538 feel more or less to the Northwest corner of property conveyed to Swanson In Official Records Book 320, page 34 for point of beginning, then run along the same line a distance of 208.79 feet more or less, then North 1 degrees East 226.12 feet; thence North 89 degrees 05 minutes West 549.78 feet; thence South 1 degrees West 417.12 feet; thence South 89 degrees 05 minutes East to the Southwest corner of Swanson property, then North to the point of beginning. LESS OUT: Property conveyed In Official Records Book 681, Page 2492, Official Records Book 2158, rage 1613 and Official Records Book 2920, Page 1127 and any other property previously conveyed or record. The Grantor herein warrants and avers that Grantor does not reside on the lands conveyed hereby, nor on contiguous land; nor does any member of Grantor's family dependent upon Grantor for support. Subject to easements, restrictions and reservations of record and taxes for the year 2019 and thereafter_ TOGETHER, with all the tenements, hercditaments and appurtenances thereto belonging or in anywise appertaining. TO HAVE AND TO HOLD, the same in fee simple forever. AND, the Grantors hereby covenant with said Grantee that the Grantors are lawfully seized of said land in fee simple; that the Grantors have good right and lawful authority to sell and convey said land, and hereby warrant the title to said land and will defend the same against the lawful claims of all persons whomsoever; and that said land is free of all encumbrances, except taxes accruing subsequent to December 31, 2018. Fitc No.: 49084608 LYP 142 of 424 Bit . 3234 PG: 181 IN WITNESS WHEREOF, the said Grantors have signed and sealed these presents the day and year first above written. Signed, sealed and delivered in the presence of nature n ' a • �� Aobert Green Grlbbroek #2 S c r #2 Prin c State of Florida County of Indian River ,� The foregoing instrument was acknowledged before me this 16L day of August, 2019, by Robert Green Gribbroek, who are personally known to me or have producedrf)/ �—r ` attatltification. SEAL 10, My commission Filc No.: 4999W608 r Public Name cry 143 of 424 BK. 3234 PG: 182 IN WITNESS WHEREOF, the said Grantors have signed and sealed these presents the day and year first above written. Signed, Baled and deliv!TVA thl presence of: Witness #1 Si tore Witness PriLwz( witness #2 Si Witness #2 Printed Name j� r eorge Itev o Gribbroek State of Mary County of The foregoing instrument was acknowledged before me this day of August, 2019, by George Kevin Gnbbroek, who are personally known to me or have produced Ab as identification. SEAL ,,��;lYt49Jr�e�r C3 4 ?off rti. I y Commi ctft l Vres: nap Rr No.: 49OW08 y fN0�/ tie �a��rh^ Y r T Prin otary Name VW 144 of 424 C: 3280 Pp,: 90, 2/26/202010:15 AM D DO" PD $2,520.00 This Instrument Prepared by and Return to: Craig Feldman, Esq. Asset Land Title Services, LLC 300 S. Pine Island Rd., Suite 306 Plantation, Florida 33324 Our File # 19-195 Property Appraisers Parcel Identification (Folio) Numbers: 31-39-06-00000-5000-00003.0 & 31-39-06-00000-5000-00049.1 SPACE ABOVE THIS LINE FOR RECORDING DATA WARRANTY DEED THIS WARRANTY DEED, made the D a day of February, 2020 by THP3 Corporation, a Florida Corporation, herein called the Grantor, whose post office address is 7610 Miami View Drive, North Bay Village, FL 33141 to Sebastian Oaks, LLC a Florida Limited Liability Company, whose post office address is 2771 Vista Parkway, Suite F12, West Palm Beach, FL 33411, hereinafter called the Grantee: (Wherever used herein the terms "grantor" and "grantee" include all the parties to this instrument and the heirs, legal representatives and assigns of individuals, and the successors and assigns of a corporate entity) W I T N E S S E T H: That the Grantors, for and in consideration of the sum of TEN AND 00/100S ($10.00) Dollars and other valuable considerations, receipt whereof is hereby acknowledged, hereby grants, bargains, sells, aliens, remises, releases, conveys and confirms unto the Grantee all that certain land situate in 1NDIAN RIVER County, State of Florida, viz.: BEING A PART OF THE NORTHEAST QUARTER OF THE SOUTHWEST 1/4 OF SECTION 6, TOWNSHIP 31 SOUTH, RANGE 39 EAST, INDIAN RIVER COUNTY, FLORIDA, BEING MORE FULLY DESCRIBED AS FOLLOWS: COMMENCING AT THE NORTHWEST CORNER OF THE NORTHEAST 1/4 OF THE SOUTHWEST 1/4 OF SECTION 6, TOWNSHIP 31 SOUTH, RANGE 39 EAST; THENCE ALONG THE NORTH LINE OF SAID NORTHEAST 1/4 OF THE SOUTHWEST 1/4, N89"4847"E, A DISTANCE OF 46.91 FEET TO THE POINT OF BEGINNING; THENCE CONTINUE N8904847"E ALONG SAID NORTH LINE, A DISTANCE OF 969.30 FEET TO THE NORTHWEST CORNER OF LANDS DESCRIBED 1N OFFICIAL RECORDS BOOK 50, PAGE 410; THENCE S0000937"E ALONG THE WEST LINE OF SAID LANDS, A DISTANCE OF 119.90 FEET; THENCE N89-44-16"E ALONG THE SOUTH LINE OF SAID LANDS, A DISTANCE OF 250.43 FEET TO A POINT ON THE WEST RIGHT-OF-WAY LINE OF LOUISIANA AVENUE; THENCE ALONG SAID WEST RIGHT-OF-WAY LINE S19°3542"E, A DISTANCE OF 70.41 FEET TO THE NORTHEAST CORNER OF LANDS DESCRIBED IN OFFICIAL RECORDS BOOK 16, PAGE 404; THENCE S89049'49"W ALONG THE NORTH LINE OF SAID LANDS, A DISTANCE OF 162.01 FEET, THENCE S00°I 1'11"E ALONG THE WEST LINE OF SAID LANDS, A DISTANCE OF 77.46 FEET; THENCE N8991'36"E ALONG THE SOUTH LINE OF SAID LANDS, A DISTANCE OF 187.67 FEET TO THE POINT OF CURVE OF A NON TANGENT CURVE, SAID POINT LYING ON THE WEST RIGHT-OF-WAY LINE OF LOUISIANA AVENUE; THENCE ALONG SAID WEST RIGHT-OF-WAY LINE ALONG A CURVE TO THE RIGHT, OF WHICH THE RADIUS POINT LIES S7605TOO"W HAVING A DELTA OF 13°03'31" A RADIUS OF 420.00 FEET AN ARC LENGTH OF 95.72 FEET TO A POINT ON THE NORTH LINE OF LANDS DESCRIBED IN OFFICIAL RECORDS BOOK 641, PAGE 343; THENCE S89011'36"W ALONG SAID NORTH LINE, A DISTANCE OF 280.52 FEET; THENCE SO1°29'39"E ALONG THE WEST LINE OF SAID LANDS, A DISTANCE OF 67.77 FEET TO THE NORTHEAST CORNER OF LANDS DESCRIBED IN OFFICIAL RECORDS BOOK 45, PAGE 416; THENCE N89°56'35"W ALONG THE NORTH LINE OF SAID LANDS, A DISTANCE OF 96.76 FEET; THENCE SOO°00'39"W ALONG THE WEST LINE OF SAID LANDS, A DISTANCE OF 146.54 FEET TO A POINT ON THE NORTH LINE OF LANDS DESCRIBED IN DEED BOOK 20, PAGE 505 AND DEED BOOK 106, PAGE 250; THENCE S88°3TI2"W ALONG SAID NORTH LINE OF SAID LANDS, A DISTANCE OF 356.14 FEET; THENCE NOO°02'32"E ALONG THE EAST LINE OF SAID LANDS, A DISTANCE OF 226.12 FEET; THENCE S8804879"W ALONG THE NORTH LINE OF SAID LANDS, A DISTANCE OF 549.42 FEET TO THE NORTHWEST CORNER OF SAID LANDS; THENCE N00102'32"E, A DISTANCE OF 364.15 FEET BACK TO THE POINT OF BEGINNING. SITUATE IN THE COUNTY OF 1NDIAN RIVER, STATE OF FLORIDA. File No.: 29-195 145 of 4247' Subject to easements, restrictions and reservations of record and taxes for the year 2020 and thereafter. TOGETHER, with all the tenements, hereditaments and appurtenances thereto belonging or in anywise appertaining. TO HAVE AND TO HOLD, the same in fee simple forever. AND, the grantor hereby covenants with said grantee that the grantor is lawfully seized of said land in fee simple; that the grantor has good right and lawful authority to sell and convey said land, and hereby warrants the title to said land and will defend the same against the lawful claims of all persons whomsoever; and that said land is free of all encumbrances, except taxes accruing subsequent to December 31, 2019. IN WITNESS WHEREOF, the said Grantors have signed and sealed these presents the day and year first above written. Signed, sealed and delivered in the presence of: Witn t Signa�FGre Witnesd Name Witnesl�/s #�T2 Signature Witness #2 Printed Name THP3 CORPORA By: Oliver Pfeffer Its: President State of County of The foregoing instrument was acknowledged before me by means of Vphysical presence or ❑ online notarization this ako da of February, 2020 by Oliver Pfeffer on behalf of THP3 Corporation., Who is personally known to me or has produced ag[, L as identification. SISAL GERARDINEPINEOA Qq-00 + MY COMMISSION N GG 0601t8 EXPERES: February 11, 2021 Notary Signature ortt SaidedItoMsetNoUgSw*" My Commission Expires: r � 'n r"neCZ Printed Notary Signature File No.;19.195 146 of 427 QIYL''F SE HOME OF PELICAN ISLAND Community Development Department Rezoning Amendment PZ Commission May 4, 2023 ITEM 6.A. P&Z Quasi -Judicial Hearinq — Recommendation to Citv Council Land Development Code Rezoning Amendment for a specific site Sebastian Oaks LLC, Louisiana Ave 1. Project Name: Sebastian Oaks, LLC 2. Project Applicant: Sebastian Oaks, LLC 2771 Vista Parkway, Suite F-12 West Palm Beach, FL 33411 3. Requested Action: City (RM-8) Medium Density Multi Family Residential to City (RM-10) — Medium Density Multi Family Residential (RM-10 Zoning Code: Exhibit A) 4. Project Location: Section 6, Township 31 South, Range 39 East Subject Parcels are 15.75 Acres, More or Less Parcel # 31-39-06-00005-000-00003.0 Parcel # 31-39-06-00005-000-00011.3 Parcel # 31-39-06-00005-000-00049.1 Application with Legals: Exhibit B 5. Project Description The property owner, Sebastian Oaks, LLC, has requested to rezone the subject property from RM-8 to RM-10 in accordance with the new zoning designation (see Exhibit A). Site Plan development will follow the rezoning in accordance with current regulations pertaining to setbacks, open space, stormwater, traffic and infrastructure. Preliminary plans were submitted under the existing zoning in 2021 proposing a 126 unit multi -family residential development (8 units/acre) with accessory clubhouse and recreational amenities. The proposed plan consisted of 7-two story buildings with 16 units each and one-two story building with 14 units. Staffs main concerns were regarding traffic and access to the site. The new zoning designation would allow up to 157 units (10 units/acre). However, the property owner has stated that the requested change in zoning designation would only allow one additional building of 16 units after meeting all other site plan requirements. Staff has included the traffic analysis submitted for consideration as part of the zoning change. The Stormwater Management Report is applicable to the original site plan at 8 units/acre and would require meeting new regulation standards should an increase in density be approved, therefore we have not included this report as part of the PZ Commissions deliberation. a. Site Characteristics 1) Total Acreaqe: 15.75 acres 2) Current Land Use(s): Medium Density Residential (MDR) 3) Current Zoninq: RM-8 — Medium Density Multi Family Residential, up to 10 units/acre 149 of 424 4) Adiacent Properties Zoninq Current Land Use Future Land Use North: RM-8 Multi -family Development MDR East: RM-8 Single Family Development MDR West: RM-8 Multi -family Development MDR South: RM-8 Single Family Development MDR 6. Comprehensive Plan Consistency a. Chanaed Conditions: The proposed change to a higher density zoning designation, though compatible with existing zoning and land use, requires consideration of the changed conditions. The area has been designated as medium density residential for many years, however the historic neighborhood and road patterns do not necessarily support the densities allowed by the existing zoning and land use designations. Changing economic conditions spur the need for multi -family development and mitigation for impacts to this allowable development. b. Land Use Compatibility: The change in zoning is compatible with adjacent land uses and surrounding properties that include single family residential, medium density residential and commercial general land uses. The Future Land Use map designation of Medium Density Residential (MDR) was modified as part of the Comprehensive Plan 2040 update to allow up to 10 units/acre in this existing land use. This led to the creation of the RM-10 zoning designation in order to accommodate this land use change. c. Conformance with Ordinances: The proposal is in conformance with applicable substantive requirements of the Code of Ordinances and Land Development Code, specifically the new RM-10 zoning designation. d. Adeauate Public Facilities: Public facility requirements and permitting for this proposed zoning will be met as part of the site plan development. Utilities are available within the public right of way (Louisiana Ave). Traffic and access concerns may result in demands on public facilities exceeding the capacity of the existing roadway. Mitigation for these concerns may be addressed as part of the site plan process. e. Natural Environment: The subject property contains natural areas that will be set aside as per Policy 5- 1.1.13, requiring that preservation of 25% of each native vegetative community as open space and passive recreation tracts. The site will need to meet the open space requirement in consideration of the requested increase in density. f. Economic Effect: The historic area may experience an increase in property values which is generally true for new development adjacent to existing. The long range plan for this area has always been to provide multi -family residential growth adjacent to the central city of Main Street and US HWY 1. Therefore, the stated economic effects will occur by virtue of the existing zoning and proposed development, not generally as an effect caused by the change in zoning. g. Orderly Development: The proposed rezoning is consistent with the zoning map and provides an orderly development pattern. h. Public Interest: The proposed rezoning is in harmony with the purpose and intent of the City of Sebastian Comprehensive Plan 2040 and zoning ordinance. However, the new development may be in conflict with the existing infrastructure which may be mitigated as part of this process. 7. Conclusion: The requested rezoning from RM-8 to RM-10 is consistent with the zoning map and zoning code. The PZ Commission is required to make a recommendation to the City Council as part of this request. Lisa L. Frazier, AICP PREPARED BY 05/04/2023 DATE 2 150 of 424 Exhibit A 151 of 424 ORDINANCE NO.O-22-06 AN ORDINANCE OF THE CITY OF SEBASTIAN, FLORIDA, AMENDING LAND DEVELOPMENT CODE BY ADDING SECTION 54-2-5.2.4A NEW ZONING DISTRICT REGULATIONS FOR RM-10 RELATING TO MEDIUM DENSITY MULTIPLE FAMILY RESIDENTIAL USES; AMENDING LAND DEVELOPMENT CODE SECTION 54-2-6A BY AMENDING CONDITIONAL USE CRITERIA RELATING TO RM-10 MEDIUM DENSITY MULTIPLE FAMILY RESIDENTIAL USES; AMENDING SECTION 54-3-15.2 PARKING REQUIREMENTS RELATING TO MEDIUM DENSITY MULTIPLE FAMILY RESIDENTIAL USES; PROVIDING FOR SEVERABILITY AND REPEAL OF LAWS IN CONFLICT; PROVIDING FOR CODIFICATION; PROVIDING FOR SCRIVENER'S ERRORS; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, the City Council approved updates to the Comprehensive Plan 2040 in 2021; and WHEREAS, in accordance with Florida Statutes 163.3202(1), each municipality shall adopt or amend and enforce land development regulations that are consistent with and implement their adopted comprehensive plan; and WHEREAS, the City Council finds it is in the public interest to modify and update certain provisions of the code relating to new zoning districts relating to new land uses; and WHEREAS, the Local Planning Agency held a public hearing on August 11, 2022, and made a recommendation to City Council to approve Ordinance 0-22-06. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF SEBASTIAN, INDIAN RIVER COUNTY, FLORIDA, as follows: Section 1. That the Code of Ordinances and the Land Development Code, City of Sebastian, Florida, is hereby amended as follows: Amendment 1: Sec. 54-2-S.2.4A. Medium Density Multiple -Family Residential District tRM-101. LRL Int nt: The RM-10 District, is established to imolement comorehensive clan nolides for managing primarily duplex and multlole-famlly developments on land designated as medium density resiOntlal development. The Intent of the Wndards within this Section is to enrouraee diverse housing options and housins tvoes. fbl Uses permitted: Sinale-famiiv dwelling Duplex dwelling_,& Multifamily dweilinas, Including sinsle attached and detached units for rent Foster care/arouo homes with!; 6 residents Home occupations Townhouse develooment COS 9/13/2022 152 of 424 Awessory residential uses including office or retail space (c) Conditional uses: Foster care/group homes with > 6 residents Child care servims Cultural Or civic facilities Schools. oublic or private Golf courses and sugport facilities Bed and breakfast Nursing homes Churches Utilities, public and private Parks and recreation. oublic Protective and emergency services, public Qualified affordable housing Model homeg Accessory uses to conditional uses includine office or retail space RESIDENT)&, ETACF D ATTACHED_ LOT AREA (MIN) 4,QQ�F i 875 SF OT DEPTH (k4M1 1QQFT_ 75FT LOT WIDTH (MlNj 45 FT 22 BUILDING COVERAGE 45% �6 NAX IMPERVIOUS SURFACE 60% 70% (m OPEN SPACE (MIN), BASE 0EN$11Y NO FRQNT (MIN) SIDE (MIN) (interior) BUILDING HEIGHT LMM 3096 30% 10 DUJAC_ 10 DU AC 25.1 EY 75' FT SVFT (1 storv)/ 10 FT (2 story! j�a 135 FT Minimum livin as rea: Single-family dwellings: The minimum floor area reauired for a detached single-family dwelling, exclusive of porches, jerraces. attached garages. carports or other unenclosed areal, shall be 900 sauarp feet. Duplex dwellings: 700 square feet oer unit. Multiple -family dwellings: COS 9/13/2022 153 of 424 REQUIRED MINIMUM RIVING AffI MI,ILTIPLE-FAMILY DWELLING.5 MMe Dwelling/# bedrooms Effidencles/11riv Home One bedroom units Two bedroom units Each additional bedroom after three bedrooms Maximum Unit Size (g) Density Calculations. Required #i of Souare Fpq W fim 7S0 900 100 SF per Additional bedroom Single-family dwellings: For the ourgW of density calculations each Single-famliv dwelling unit counts for one (11 dwelling unit. Multiple-famlly dwellings: For the puroose of densar calculations dwelling units within a multiple-famiiv development or a dunlex that have a habitable span. Iecs than or equal to 600 square feet shall be calcuLated as 05 (halo dwelling LfI Parking, Parking shall be provided consistent with Section-54-3-15.2 and may laorovided via off-street parking, garage and or surface parking. (A) Special Reaulations: (1) - Access. All dwelling units .shall hava arx:Pss to a Public street either directly or indirectiv via an aooroach. Private Lad. or other area dedipIg to euM(c or orivate use or c�smm�n easeme aranteeing access. The ci shiLl Lp,allowed access on privately owned roads. easements. and common open space to ensure Police and fisg Protection of the area meet ementen4Y needs. conduct city services and generally ensure the health and safety of he residents of the development. 121 Unified contro1jitle to all land within a nr000sed site shall be owned or controlled by the developer/owner submitting the applications for the development. For ouroosgs of this section. the term "controlled bv" shall mean that the developer shall have the written consent of all owners of the property within the or000sed site not owned by the developer. The consent shall contain a notarized statement that the devgJQper is authorized to Lpresent the owners in the submission of an application under the pfovi5lons of this section and that the owners shall aaree to be bognd by the decision of the dtv council If the application is a r 11) Development standards. The minimum construction reouirements for streets or roads. sidewalks. utilities, and drainage shall hp in camnliance with city standards: 141 Common open space. All orivateiv oWAW common o ep n space shall conform to ills intended use and remain as apressed in the fin eel pment plan through the inclusion In all dg f aparoorlate restrictions to ensure that the common open space is roermIDqntly preserved accordine to the final develooment plan. Such deed COS 9/13/2022 154 of 424 Lgtrictions shall run with the Iand and fir the benefit of oresent a5 well as future property owners and shall contain a orahibition against partition. All common open Space. as well as public and regggVMl facilities, shall be specificaliv included in the rfevelnomennt schedule and be cQrsmtcted and fiallvj Droved by the developer at an eauivalent or ereater rate than the construction of residential structurgs. The developer shall establish an association or nonproflt, emmnratfnn of all Indlylduals or corooratlonc nwnlne mmnerties within the development to ensure maintenance of all common ppen space. The-gsociatlon or nonoro t corooration shall conform to the following requirements: I. The developer shall establish the association or nonprofit corporatism prinr to sale of anv lots. Control of all common open soave and recreation facilities shall bgpassed to the association upon sale or transfer of 30 percent or more of the residential units. 2. Membership in the association or nonprofit corRpla&n shall be mandatory for all residential oropertv owners within the develo m n . and such association or co 1poration shall not dWminate in Its members or shareholders. The association nr nnnnrnfit cornoraonn shah manage all common open space and recreational and cultural facilities. that are not dedicated to the public: shall orovldp, for the ma n en . administration and operatlon of such land an_4 aM other land wW2n-tbe development not publicly or privately owned: and shall sgarre adequate liatlilfty incsrrrrtrr on the land. The title to all residential property owners shall include an undivided fee strppie estate in all common open space or an unrestricted easement for the use and enjoyment of the common oven space. Amendment 2: Sec. 54-2-6.4. Specific criteria for approving a conditional use. In addition to satisfaction of the general provisions cited above, a conditional use shall be permitted only upon a finding that the proposed conditional use complies with the requirements for the respective conditional use as specified below: sssss• (5) Bed and breakfast facilities: a. Applicable zoning districts: Bed and breakfast facilities shall be permitted as a conditional use within the following zoning districts: RM-8, RM-10 and CWR. Conditional use criteria: Bed and breakfast facilities shall only be located on property lying on or east of US.1. No required parking facilities shall be located east of Indian River Drive. All side and rear yards abutting or adjacent to residential districts or uses shall be screened in accordance with the standards established In section 54-3-14.26. .sssss (7) Child care services: a. Applicable zoning districts: Child care services shall be permitted as a conditional use within the following zoning districts: RE-40, RS-20, RS-10, RM-8, RM-10, C-512, CL, CG, CR, and PS. Conditional use criteria. Child rare services will be allowed provided the following conditions are met: The site shall be located on a paved public road with sufficient width to accommodate pedestrian and vehicular traffic generated by the use. A facility located within the RS-10 district shall be located on a major collector street or larger as designated on the city's adopted thoroughfare map. A facility COS 9/13/2022 155 of 424 located in any other zoning district shall be located near a major collector street so as to discourage traffic along residential streets in the Immediate area. 2. One accessory off-street parking space shall be provided for each five children accommodated in the child care facility. 3. No such facility shall be permitted on a lot unless it contains a minimum of 10,000 square feet. 4. Special passenger loading and unloading facilities shall be provided on the same lot for vehicles to pick up or deliver clientele. Such facilities shall Include driveways that do not require any backup movements by vehicles to enter or exit the premises. S. All regulations of the State of Florida as amended hereafter that pertain to the use shall be satisfied. 6. A fenced area of usable outdoor recreation area of not less than 4S square feet per child (based on the maximum capacity of the child pre fadtlty as determined by the applicable Florida laws) shall be provided and such area shall be delineated on the site plan submitted at the time the application is Bled. For purposes of this provision, the term "usable outdoor recreation area" shall be limited to the following: (a) That area not covered by building or required off-street parking spaces, which is fenced and screened from adjacent property boundaries. (b) No portion of the front yard. (c) Only that area which can be developed for active outdoor recreational purposes. (d) An area which occupies no more than 80% of the combined total areas of the rear and side yards. (e) No usable outdoor recreational area shall be utilized within any dedicated easement. 7. Screening: All side and rear yards shall be screened in accordance with the standards established in section 54-3-14.16 of this ordinance. (8) Churches: a. Applicable zoning districts. Churches, synagogues and other places of worship shall be permitted as a conditional use within the following zoning districts: RE-40, RS-20, 115-10, RM-8, RM-10, CR, and PS. b. Conditional use criteria. Churches, synagogues and other places of worship will be allowed provided the following conditions are met: 1. A minimum lot area of 20,000 square feet shall be required. 2. A minimum lot width of 100 feet shall be required. 3. The maximum lot coverage by all impervious surfaces shall not exceed 60% of the lot area. 4. No building or structure shall be located closer than 30 feet to any property line abutting a residential use or district. 5. Access shall be from a major thoroughfare or as otherwise approved by the city engineer. 6. Any accessory residential use or school upon the premises shall provide such additional lot area as required for such use by this section and shall further be subject to all conditions set forth for such uses by this section. Accessory residential uses may include convents, monasteries, rectorles or parsonages. 7. Screening: All side and rear yards abutting residential districts or uses shall be screened in accordance with the standards established in section 54-3-14.16 of this ordinance. COS 9/13/2022 156 of 424 (15) Cultural or chic facilities: Applicable zoning districts. Cultural or civic facilities shall be permitted as a conditional use within the following zoning districts: RM-8, RM-10, and PS. b. Conditional use criteria. Cultural or civic facilities Including public or private facilities, offices or services, and which may include civic or community centers, theaters predominantly used for live performances, libraries, museums and similar uses, will be allowed provided the following conditions are met: 1. No building shall be located closer than 50 feet to any lot line which abuts a residential district. 2. No off-street parking or loading space shall be located closer than 15 feet to any property line abutting a residential district. 3. Screening: All side and rear yards abutting residential districts or uses shall be screened in accordance with the standards established in section 54-3-14.16 of this chapter. 4. The proposed site shall be located on a major collector street or an arterial street, and shall have direct access from the site onto the collector street or the arterial street as designated on the city's thoroughfare map. I. All sales activity and storage shall be In an enclosed structure. 2. No structure shall be located within SO feet to any lot line abutting a residential district. 3. No off-street parking or loading area shall be located within 15 feet to any property line abutting a residential district. rssss• (20) Foster core/group homes with > 6 residents. a. Applicable zoning districts. Foster care/group homes with > 6 residents shall be permitted as a conditional use in the following zoning districts: R£-40, RS-20, RS-10, RM-8, RM-10 and CWR. Conditional use criteria. Foster care/group homes with > 6 residents, Including supportive staff as defined In section 419.001, F.S., will be allowed provided the following conditions are met: 1. Does not otherwise conform to existing zoning regulations applicable to other multifamily uses in the city. 2. Does not meet applicable licensing criteria established and determined by the State including requirements that the home be located and designed to ensure the safe care and supervision of all clients in the home. 3. Would result in excessive concentration of community residential homes. A home that is located within a radius of 1,200 feet of another existing community residential home In a multifamily zone shall be an over concentration of such homes that substantially alters the nature and character of the area. A home that is located within a radius of 500 feet of an area of single-family zoning substantially alters the nature and character of the area. 4. The sites shall also be free of safety hazards, and all structures shall comply with city ordinances and applicable state laws including applicable state licensing and program requirements. ssssss (23) Golf courses and supportfacilities: Applicable zoning districts. Golf courses and support facilities shall be permitted as a conditional use within the following zoning districts: RE-40, RS-20, RM-8, RM-10 and PS. Conditional use criteria. Golf courses and support facilities will be allowed provided the following conditions are met: COS 9/13/2022 157 of 424 1. Golf courses and accessory facilities shall not Include freestanding commercial miniature golf courses and/or driving ranges. The minimum site comprising the course shall be 110 acres of land. 2. No major accessory use or principal building or structure shall be located closer than 300 feet to any lot line which abuts a residential district. 3. Golf courses shall, to the most reasonable extent, retain and preserve native vegetation over at least 30% of the total upland area of the course due to their characteristically high water demand and heavy nutrient loads. 4. The fighting of golf courses shall be designed so that lighting is shielded and directed away from residential areas. S. Screening: Accessory facilities adjacent to residential districts or uses shall meet the screening requirements established in section 54-3-14.16 of this ordinance. RRRRRR (29) Model homes: a. Applicable zoning districts. Model homes shall be permitted as a conditional use within the following zoning districts: RE-40, RS-20, RS-10, RM-8, RM-10, RMH, CWR, and approved residential uses In a PUD. b. Conditional use criteria. Model homes will be allowed providing the following conditions are met: 1. Model homes shall be regulated through the issuance of a model home permit. The permit shall be Issued for a period not to exceed one year. The planning and zoning commission may renew said permit upon application, provided that the model home has been constructed and operated In accordance with this Code. 2. A permit holder may not use the model home as his or her principal place of business. The model home shall be used for display purposes only, and not as a contractor's office, real estate office, or annex thereof. However, price quotations may be given and binders may be executed on the premises. 3. The model home shall meet all district requirements for lot and yard dimensions. 4. No construction materials or construction equipment may be stored In the model, on the site, or on adjoining sites. 5. Business activity may be conducted at the model home only between the hours of 9:00 a.m. and 6:00 p.m., seven days per week, and not more than two permanent employees (in addition to the owner thereof) shall be authorized to remain in the model during the business day. 6. Model homes with a valid conditional use permit may have one sign not to exceed six square feet and shall not be higher than six feet. Such signs may be illuminated and shall conform with the city sign ordinance. 7. Model homes may be illuminated, but only for security purposes and shall not cause a glare or infringe on neighboring properties or impede traffic. 8. At least five parking spaces shall be provided on the same lot as the model, or on a contiguous lot, owned by the contractor or developer, or in the street right-of-way immediately in front of said model, and shall be maintained so long as the model home Is used as such, as follows: (a) A plan for all parking facilities shall be submitted to the city engineer and approved by the city engineer prior to the issuance of a permit. (b) Any parking area which Is located on a comer lot shall be designed so as not to obstruct the view of approaching traffic. COS 9/13/2022 158 of 424 (c) Ingress and egress to the parking area shall be a minimum of 30 feet distant from any comer and also a minimum distance of ten feet from an Interior property line. 9. Where a violation of these restrictions on the use of model homes is determined to exist by the code enforcement board pursuant to the procedures set forth In division 2 or article VI of chapter 2 of the Code of Ordinances, the certificate authorizing such model home use shall be revoked and no such certificate shall be reissued for a period of one year following the date of the entry of the order of the code enforcement board finding the existence of such violation. 10. With respect to model homes In either the RMH or PUD (MH) zoning districts, conditions stated In subparagraphs (4) and (9), above, may be waived only for mobile home models (removable) when more than two such models are to be placed In a cluster as part of a sales center. (30) Nursing homes (including rest homes or convalescent homes): Applicable zoning districts. Nursing homes shall be permitted as a conditional use within the following zoning districts: RM,8, RM-30, C-512, CL, CG, and CR. Conditional use criteria. Nursing homes will be allowed provided the following conditions are met: 1. No building or structure shall be located closer than 30 feet to any lot line which abuts a residential district. 2. No off-street parking shall be located closer than 15 feet to any lot line which abuts a residential district. 3. Adequate provisions shall be made for service vehicles with access to the building at a side or rear entrance. 4. Screening: All side and rear yards shall be screened In accordance with the standards established In section 54-3-14.16 of this chapter. S. Building design shall Incorporate provisions for safety which mandate rear and front doors for emergency evacuation and require a safe and convenient design of internal systems for the transport of patients within these facilities. Sprinkler systems approved by the building official shall be required. ssssss (32) Parks and recreation, public: a. Applicable zoning districts. Public parks and recreation areas shall be permitted as a conditional use within all zoning districts: RE-40, RS-20, RS-10, RM-8, RM-10, R-MH, C 512, CL, CG, CR, CWR, IN, Al. b. Conditional use criteria. Public parks and recreation areas, Including parks, playgrounds, piers, docks and boat launching areas that are publicly owned and used for recreational purposes by the general public, will be allowed provided the following conditions are met: 1. No building or structure shall be located closer than 30 feet to any property line abutting a residential district. 2. No off-street parking or loading areas shall be located closer than 15 feet to any property line abutting a residential district. 3. Any recreational use equipped with lighting to allow the use of the facility after sunset or any facility such as a stadium which attracts large groups of users for specific events shall be allowed only as a special exception. 4. Screening: All side and rear yards abutting residential districts or uses shall be screened in accordance with the standards established in section 54-3-14.16. sssss• COS 9/13/2022 159 of 424 (36) Protective and emergency servkes: a. Applicable zoning districts. Public protective services shall be permitted as a conditional use within all zoning districts. b. Conditional use criteria. Public protective services such as police, fire, rescue and ambulance facilities will be allowed provided the following conditions are met: 1. All public protective services shall provide ingress and egress on to and off of a major thoroughfare. 2. No building or structure shall be located closer than 30 feet from any side or rear property line abutting a residential district. 3. No off-street parking or loading area shall be located closer than 30 feet from any side or rear property line abutting a residential district 4. Screening: All side and rear yards abutting residential districts or uses shall be screened in accordance with the standards established In section 54-3-14.16. (36A) Qualified affordable housing: a. Applicable zoning districts. Qualified affordable housing shall be permitted as a conditional use within the RM-10 and CL District. b. Conditional use criteria: 1. To qualify for this conditional use, a project must participate in and comply with a state or federally sponsored affordable housing initiative. 2. Maximum density shall be 12 residential units per acre. 3. The minimum living area standards of the RM-10 zoning district shall apply. ssssss (39) Schools, public and private: a. Applicable zoning districts. Public and private schools shall be a conditional use within the following zoning districts: RE-40, RS-20, RS-10, RM-g, RM-10, PUD(C) and PS. b. Conditional use criteria. Public and private schools, excluding private business, technical and commercial schools, dancing and music academies, and public and private colleges and universities, will be allowed provided the following conditions are met: 1. Sites shall have access to city collector streets so as to discourage traffic along local residential streets in residential subdivisions. 2. Depending on the type of facility proposed, the minimal spatial requirements for the site shall be similar to standards utilized by the Indian River County School Board and the State of Florida. 3. No main or accessory building should be located within 100 feet of any property line. 4. The applicant shall demonstrate a program of systematic instruction reasonably conforming with customary standards for the respective forms of similar construction. 5. The applicant shall submit a description of anticipated service area and projected enrollment, by stages if appropriate, and the same to a development plan explaining: (a) Area to be developed by construction phase: (b) Adequacy of site to accommodate anticipated facilities enrollment, recreation areas, off- street parking and pedestrian and vehicular circulation on site including loading, unloading and queuing of school bus traffic; and COS 9/13/2022 160 of 424 (c) Screening: All side and rear yards shall be screened In accordance with the standards established In section 54-3-14.16. (40) Utilities, public and private: Applicable zoning districts. Public and private utilities shall be permitted as a conditional use within the following zoning districts: RE-40, RS-20, RS-10, RM-g, RM-10, R-MH, C 512, CL, CG, CR, CWR, Al, and PS. Conditional use criteria. Public and private utilities such as electrical substations and distribution facilities, sewage pumping facilities and water storage and pumping facilities will be allowed provided the following conditions are met: 1. Site plan proposed by a Florida registered engineer shall show the proposed utility together with an existing system of which the proposed system will be an integral part. A statement shall be submitted which explains the function of the proposed improvement and its consistency with any overall utility system plan as well as the comprehensive plan. 2. No portion of the site shall be used for outside storage of materials or equipment, or for repairing or servicing vehicles and equipment without sufficient land area and appropriate screening to buffer adverse Impacts as approved by the planning and zoning commission. 3. Screening: All front, rear and side yards shall be screened in accordance with the standards established in section 54-3-14.16. Amendment 3: Sec. S4-3-15.2. - Parking spaces required by use. The following uses shall have such parking spaces as designated by this section: Use Required Parking Auto sales. One space per 500 square feet of showroom and office space plus one Dace Der 2.500 square feet of outdoor display area. Auto repair. fwo spaces for each bay, grease rack or similar facility, plus one space per 400 square feet of office and/or sale area. No such bay, rack or similar facility shall be counted as a parking space for meeting the parking nmauirements of this artide. der and lourmes. One snare for each three gen3ons based on the maximum capacity. Bowling lanes. Four sp''ac,es per lane plus the spaces otherwise required for accessory uses (restaurant and meeting room*). Business and professional bne space for each 260 square feet of office space. offices (exduding medical ffices). Ild care. One for each five children basal on licensed caDadty. C urches, temples, places of One space for every four seats figuring maximum seating capacity. Farshlp nvenience stores. ne spaceDer 150 care feet of retail area. a mprkets. jnreps aDarzs Der boo . Funeral homes. Une space for every three seats within the chapel(s) plus one space per 00 square feet of all other buildin areas. Fumiture and appliance stores Dne space per 400 square feet of display area. and fumiture repair shoos. Health dubs. One space Der 200 square feet. COS 9/13/2022 161 of424 Hospitals. Two spaces for each bed Intended for patients, excluding bassinets. Hotels, motels. One space for each unit plus one space for each 400 square feet of 3sxessory meel�ngroom(s). Kennels and animal hospitals. Libraries. no space per 60 square feet. 3ne space for each 300 square feet building Manufacturing and wholesale. of gross area. One space for each 500 square feet of gross building area or one space for Bach employee of the shift of employees that employs the greatest number of employees, whichever is greater, plus one space for each vehicle Marinas. :meratinp from the premises. One space for each MO square feet of principal building; plus one parking space for each transient live -aboard vessel slip, one space for every two wet slips, and one space for every four dry slips; plus Zharter and party boats shall have one parking space for every three occupants based on the maximum capacity of each such boat in aocordanoe with the Coast Guard License issued to each such boat (This does not Include "six-pack" boats`), which shall be calculated at two spaces per boat; plus Rental facilities for vessels, kayaks, canoes, rowboats, paddle boats, sailboat and sailboards of any kind, (hereinafter collectively referred to as water trap�°rts") shall maintain one space for every water transport. Medical offices, dental offices One space for each 175 square feet and outpatient clinics. Mini -storage. space plus one per 3,000 square feet. Model home. gne ive spaces. Museums. OF space for each 300 square feet of gross buildinp area. Nursing homes and assisted 0.6 spaces per bed based on the maximum capacity of the building; plus care facilities. one space per 200 square feet of medical offices within the facility. Plant nurseries. line space per 250 square feet of indoor retail sales area plus one space per 1,000 square feet of greenhouse area plus one space per 5,000 square feet of exterior sales area. Areas of public assembly, One space for every three persons figuring maximum occupancy. theaters, auditoriums, public or private clubs or lodges. Public parks and recreation. Parks —Two spaces per acre. Athletic fields^20 spaces per field. Stadiums —One space for each four seats; one seat Is equal to two feet of trench length. Golf courses —Five spaces per hole plus the spaces otherwise required for accessory uses (restaurant and meeting rooms). Swimming pools —One space per 100 square feet of pool surface area. Tennis —Two spaces per court. Residential, single-family. Two spaces for each single-famidwelling. Residential, duplexttownhome. One and one-half spaces for each dwelling unit plus one visitor space per 5 required parking spaces Residential, multifamily. One and one-half spaces for each dwelling unit plus one visitor space per 5 required parking spaces Reside I, mobile home. One and one-half $paces for each single-famiiv dwelilna. Reslcler ` 1, comfnercial resort. Pne space per unit. kesidential, mobile home parks ITwo spaces per unit; one must be at lot site. COS 9/13/2022 162 of 424 r courts. Restaurants (sit down). ne and one-half spaces for each 100 square feet of gross floor area excluding food preparation area) including outside customer service areas. Section 2. Severability. In the event a court of competent jurisdiction shall determine that any part of this Ordinance is invalid, the remainder of the Ordinance shall not be affected and it shall be presumed that the City Council of the City of Sebastian did not intend to enact such invalid provision. It shall further be assumed that the City Council would have enacted the remainder of this Ordinance without said invalid provision, thereby causing said remainder to remain in full force and effect. Section 3. Repeal of Laws in Conflict. All ordinances or parts of ordinances in conflict herewith are hereby repealed to the extent of such conflict. Section 4. Codification. The sections of the ordinance shall be codified within part of the City Land Development Code and may be renumbered or re -lettered to accomplish such, and the word "ordinance" may be changed to "section," "division," or any other appropriate word. Section S. Scrivener's Errors. Sections of this ordinance may be renumbered or re -lettered and corrections of typographical errors which do not affect the intent may be authorized by the City Manager, or the City Manager's designee, without need of public hearing, by filing a corrected or re - codified copy of same with the City Clerk. Section b. Effective Date. This Ordinance shall become effective immediately upon its adoption by the City Council. The foregoing Ordinance was moved for adoption by Vice Mayor Nunn. The motion was seconded by Mayor Jones and, upon being put to a vote, the vote was as follows: Mayor Fred Jones aye Vice Mayor Christopher Nunn _aye Council Member Kelly Dixon aye Council Member Ed Dodd aye Council Member Bob McPartlan aye COS 9/13/2022 163 of 424 The Mayor thereupon declared this Ordinance duly passed and adopted this 21 st day of November , 2022. ATTEST: WAA.mQ ANETTE WILLIAMS, MMC CITY CLERK CITY OF SEBASTIAN, FLORIDA Fred Jones , MAYOR Approved as to form and legality for reliance b e C' o b ian only: r � � / VAA Y ANO R., ESQ. CITY ATTORNEY COS 9/13/2022 164 of 424 Exhibit B 165 of 424 Bruce D. Barkett 5 Lisa Thompson Barnes 3 Calvin B. Brown Gregg M. Casalino' George G. Collins, Jr. ' Aaron V.Johnson C. Douglas Vitunac Jonathan D. Barkett Taylor Kennedy Lobas I AshleyJ. Novander' Megan N. Root OF COUNSEL William W, Caldwell (Ret.) Ralph L. Evans Michael J. Garavaglia ` Steven L. Henderson ' P. Todd Kennedy' ATTORNEYS AT LAW 756 Beachland Boulevard Vero beach, Florida 32963 Post Office Box 643686 Vero Beach, Florida 32964-3686 January 30, 2023 By Courier and Entail: jfrazieAt@,cftvofsebastian.org Ms. Lisa Frazier Director of Community Development 1225 Main Street Sebastian, FL 32958 Re: Sebastian Oaks, LLC Rezoning Development Review Application Dear Ms. Frazier, 1. Board Certified Real Estate Z. Master Of Laws Taxation 3. Master Of Laws Real Property Development 4. Master Of Laws Estate Planning & Elder Law 5. Certified Circuit Mediator 6, Also Admitted In The Commonweaith Of The Bahamas 7. Master Of Laws In Environmental & Natural Resources 8. Master Of Business Administration Please find enclosed the following documents relating to the above -referenced rezoning application: + Rezoning Application • Summary Report/Rezoning Statement • Location Map • Two Boundary and Topographic Surveys • Warranty Deed for all owners • Future Land Use Map • Zoning Map + Traffic Impact Analysis Statement • Stormwater Calculations + Electronic Copy • Check in the amount of $1,500.00 Please contact my office if you need any further documentation to complete this application. Thank you. Very truly yours, Zl'onathan Barkett For the Firm CCd PHONE: 772.231.4343 1 FAX: 772.234.5213 S WWW.VEROLAW.COM RECEIVED JAN ,- City of Sebastian Community DevelocTrer.t D•,t REAL PROPERTY LAW & REAL ESTATE CLOSINGS - PLANNING, ZONING, LAND USE LAW WILLS, TRUSTS, & ESTATE PLANNING - CIVIL & BUSINESS TRIAL PRACTICE CORPORATE & BUSINESS ORGANIZATION CONSTRUCTION LAW - CONDOMINIUM & HOA LAW GUARDIANSHIP - PERSONAL INJURY & WR§6" fD*24 CRIMINAL- PROBATE & TRUST ADMINISTRATION DIVORCE & FAMILY LAW - TAX LAW cmrc* SIEBASTIAN HOME OF PELICAN ISLAND COMMUNITY DEVELOPMENT DEPARTMENT 1225 MAIN STREET o SEBASTIAN, FLORIDA 32958 TELEPHONE (772) 589-5518 m www.cityofsebashon.org RECEIVED JAN 3 0, City of Sebastian Community Development Dept. El Comp Plan Land Use Amendment d Comp Plan Text Amendment (Large Scale) D Land Development Code Text Amendment ❑ Camp Plan Land Use Amendment to Rezoning (Small Scale) Q Annexation jProject Name: Sebastian Oaks Total Site Area: 16.75 acres AcreslSF , Parcel ID: 31390600000500000003_0, 31390600000500000011.3, 31390600000500000049.1 Existing Address of Site: 1049 Foster Road and Louisana Avenue, Sebastian, FL 32958 ` Proposed Address of Site: I Density Zoning: RM- Land Use: Medium Proposed Use: Residential Y 10 ! Contact Name: Jonathan D. Barkett i Address: 756 Beachland Blvd„ Vero Beach, FL 32963 Telephone: 772-2314343 Email: jbarkett@verolaw.com Applicant (If not owner, written authorization (notarized) from owner is required) Owner: Sebastian Oaks, LLC Address: 2771 Vista Parkway, Suite F-12, West Palm Beach, FL 33411 I ` Telephone: 561-596-1314 Email: dennis@shell contractor. net Date Received: _ Fee Paid: _ Received by: — �- FORM B 167 of 424 Surveyor: Masteller, Maier & Taylor, Inc Address: 1655 27th St., Suite 2, Vero Beach, FL 32960 j Telephone: 772-564-8050 Email: Engineer: Masteller & Moler, Inc. Consulting Engineers Address: 1655 27th St., Suite 2, Vero Beach, FL 32960 Telephone: 772-567.5300 Email: Pre — Application Meeting Date: DESCRIPTION OF PROPOSED PROJECT: Rezoning to RM-10 SIGNATURE OF APPLICANT I hereby certify that I have read and examined this application and know the same to be true and correct. Ali provisions of laws and ordinances governing this type of work will be complied with, whether specified herein or not. The granting of approval does not presume to give authority to violate or cancel the provisions of any other state or local law regulating construction or the perfoceof constructi n. 11 ) Print name Signature Date Notarv: STATE OF: COUNTY:�� I hereby certify that on ,� �,/ i 2023 personally appeared w lAilf _ who is personally known to me or has produced identification. Type of identification produced: _ [SEAL) _ — Notary ublic My Co mission Expires: ""` •; AW L BURR _• += MY COMMISSION # HH 270161 �P? EXPIRES: Septa nW 26, 2026 '�?olio°,.•� FORM B 168 of 424 COMMUNITY DEVELOPMENT DEPARTMENT 1225 MAIN STREET r SEBASTIAN, FLORIDA 32958 TELEPHONE (772) 589-5518 R: www.citvofsebastion. orq APPLICATION FEES: $2,000 Comp Plan Land Use Map $2,000 Comp Plan Text Amendment Amendment (Large Scale) $1,500 Land Development Code Text $1,500 Comp Plan Land Use Map Amendment Amendment (Small Scale) $1,250 Rezoning $1,000 Annexation **.APPLICATION FEE IS NON-REFUNDABLE UPON PAYMENT TO THE CITY" DOCUMENTS SUBMITTED FOR APPLICATION REVIEW: ❑ Summary Report: addressing review considerations in accordance with 54-1-2.7 Land Development Code and 54-1-2.9 Land Development Code where applicable; or, objective 1-2.4 of Comprehensive Plan 2040 of all annexations. ❑ Location Map ❑ Two (2) Boundary and Topographic Surveys ❑ Warranty Deed for all owners and/or Notarized Letter of Authorization ❑ Future Land Use Map. Current and Proposed ❑ Zoning Map: Current and Proposed ❑ Traffic Impact Analysis Statement ❑ Electronic Copy - Complete Submittal ❑ Stormwater Calculations ADDITIONAL FEES i1 I NN1111 kIII NI II I. II 1 1. II 1 1 1 IN I III i II 1111111111 II.I I II IIII 111 11 1 1, II Ii 111 IIlI II IN I II.I III 1 II 1 i .111 1 II II . I 1 1 I I II II Im1 II IIII-I,II II ill III. Should the review process be delayed by the applicant for longer than 6 months, re -submittal will be required consistent with current regulations and fees. The applicant/owner shall have 1 year from the approval date to commence construction of all or any phase. If the site plan expires, the appIicant/owner must re -apply for a new review with applicable fees. An extension may be requested for additional fees. f FORM B 169 of 424 SEBASTIAN OAKS REZONING STATEMENT This is a request to rezone 15.76 acres in the City of Sebastian from its current RM-8 zoning designation to RM-10. The proposed development, the Sebastian Oaks Multi -Family Residential Community, is located on the west side of Louisiana Avenue, north of Sebastian Boulevard (CR 512). The site lies along the Atlantic Coastal ridge and is within the limits of the City of Sebastian. It is bordered by developed multi -family residential to the north and west and developed single family residential to the south. These adjacent properties are zoned RM-8. The Sebastian Oaks site has a Medium Density land use designation. There are no wetlands on the proposed site, which consists primarily of undeveloped woodlands. Vegetation currently on the site consists of sand and slash pine, scrub and live oak, cabbage palm, palmetto, and Brazilian pepper. The rezoning of the subject property would be consistent with the goals, objectives, and policies of the City of Sebastian Land Development Code. The rezoning is consistent with the comprehensive plan, is in conformance with all ordinances, and is compatible with all surrounding land uses. The development would not adversely affect the surrounding property values, 'or the general welfare of same. The development would result in an orderly development pattern and would be consistent with public interests as it will provide needed housing. Pursuant to the enclosed Traffic Impact Analysis report, the proposed development meets the adopted level of service standards and the requirements of the City of Sebastian. Furthermore, the intersections of Main Street and Louisiana Avenue and Sebastian Boulevard and Louisiana Avenue are projected to operate at adopted standards with minimal queue lengths. Similarly, the enclosed Stormwater Management Report demonstrates that the proposed stormwater management system for the Sebastian Oaks Project has been designed in conformance with the Stormwater Rules and Regulations for the City of Sebastian and the St. John's River Water Management District. Summarizing, the proposed Sebastian Oaks development is consistent with all surrounding areas, is consistent with land development code, and meets all amendment criteria. The development is located in an area that is well -suited for continued residential development. 170 of 424 3120190050929 RECORDED IN THE RECO r"z OF JEFFREY R. SMITH, CLERK OF CI -UIT COURT INDIAN RIVER CO FL BK: 3234 PG: 180, 8/28/2019 11:03 AM D DI _ fAX PD $0.70 ( < 6 3 This Instrument Prepared by and Return to: Jason Beal Atlantic Coastal Land Title Company, LLC 855 21st Street, Suite C Vero Beach, Florida 32960 Our File No.: 49084608 Property Appraisers Parcel identification (Folio) Number: 31390600000500000011.3 Space above this line for Recording Data WARRANTY DEED THIS WARRANTY DEED, made the L day of August, 2019, by Robert Green Gribbroek and George Kevin Gribbroek; whose post office address is 2415 47th Terrace, Fero Beach, FL 32966, herein called the Grantors, to Sebastian Oaks, LLC, a Florida limited liability company, whose post office address is 2771 Vista Parkway, Suite F12, West Palm Beach, FL 33411, hereinafter called the Grantee: (Wherever used herein the terrors "Grantnr" and "Grantee" include all the parties to this instrument and the heirs, legal representatives and assigns ojindividuals, and the successors and assigns of corporations) W I T N E S S E T H: That the Grantors, for and in consideration of the sum of Ten and No/100 ($10.00) and other valuable considerations, receipt whereof is hereby acknowledged, hereby grants, bargains, sells, aliens, remises, releases, conveys and confirms unto the Grantee all that certain land situate in TNDTAN RIVER County, State of Florida, viz.: From Southeast corner of Northeast 1/4 of Southwest 1/4 of Section 6, Township 31 South, Range 39 East run North 740.12 feet; thence run South 89 degrees 10 minutes 04 seconds West a distance of 538 feet more or less to the Northwest corner of property conveyed to Swanson in Official Records Book 320, page 34 for point of beginning, then run along the same line a distance of 208.78 feet more or less, then North 1 degrees East 226.12 feet; thence North 89 degrees 05 minutes West 549.78 feet; thence South 1 degrees West 417.12 feet; thence South 89 degrees 05 minutes East to the Southwest corner of Swanson property, then North to the point of beginning. LESS OUT: Property conveyed In Official Records Book 681, Page 2492, Official Records Book 2158, Page 1613 and Official Records Book 2920, Page 1127 and any other property previously conveyed or record. The Grantor herein warrants and avers that Grantor does not reside on the lands conveyed hereby, nor on contiguous land; nor does any member of Grantor's family dependent upon Grantor for support. Subject to easements, restrictions and reservations of record and taxes for the year 2019 and thereafter. TOGETHER, with all the tenements, hereditaments and appurtenances thereto belonging or in anywise appertaining TO HAVE AND TO HOLD, the same in fee simple forever. AND, the Grantors hereby covenant with said Grantee that the Grantors are lawfully seized of said land in fee simple; that the Grantors have good right and lawful authority to sell and convey said land, and hereby warrant the title to said land and will defend the same against the lawful claims of all persons whomsoever; and that said land is free of all encumbrances, except taxes accruing subsequent to December 31, 2018. File No.: 49094608 err 176 of 424 BK: 3234 PG: 181 IN WITNESS WHEREOF, the said Grantors have signed and sealed these presents the day and year first above written. Signed, sealed and delivered in the presence of: Witu i afore 1 Pti a ,,tobert Green Gribbroek s #2 S na e T wetness #2 Printed Nate � State of Florida County of Indian River The foregoing instrument was acknowledged before me this 16day of August, 2019, by Robert Green Gribbroek, who are personally known to me or have produced'(-) 3� tificadon. SEAL ex���1111111 I I I J f i/, 310-am AMbdpN ///1i oilItMy Commissioner e File No.: 49084608 y Public Name cn- 177 of 424 BK: 3234 PG: 182 IN WITNESS WHEREOF, the said Grantors have signed and sealed these presents the day and year first above written. Signed, Baled and delivered ljri thpresence of Witness #1 Sigoture Nan cd -Too kc, Witness Pridted N w Witness #2 Signatur j C�o—=S C Vt.t I c Witness 42 Printed Name u '(Seal) eorge 6,11ribbroek State of Marylan County of n-1 The foregoing instrument was acknowledged before me this day of August, 2019, by George Kevin Gribbroek, who are personally known to me or have produced �A�J jZZ, . as identification. SEAL t A �/ •• Igy CommijsiojlXic Tres: •J ap•�'.� ,•e,I,��A6 C-J•a�a.��*, dcZl93,:l:b4ti� Fite No.: 4908"08 40 IIc Printed Notary Name LW 178 of 424 C: 3286 Pa : 90, 2/26/202010:15 AM D DOC,T4X PD $2,520.00 1 This Instrument Prepared by and Return to: Craig Feldman, Esq. Asset Land Title Services, LLC 300 S. Pine Island Rd., Suite 306 Plantation, Florida 33324 Our File #19-195 Property Appraisers Parcel Identification (Folio) Numbers: 31-39-06-00000-5000-00003.0 & 31-39-06-00000-5000-00049.1 SPACE ABOVE THIS LINE FOR RECORDING DATA WARRANTY DEED THIS WARRANTY DEED, made the _a day of February, 2020 by THP3 Corporation, a Florida Corporation, herein called the Grantor, whose post office address is 7610 Miami View Drive, North Bay Village, FL 33141 to Sebastian Oaks, LLC a Florida Limited Liability Company, whose post office address is 2771 Vista Parkway, Suite F12, West Palm Beach, FL 33411, hereinafter called the Grantee: (Wherever used herein the terms "grantor" and "grantee" include all the parties to this instrument and the heirs, legal representatives and assigns of individuals, and the successors and assigns of a corporate entity) W I T N E S S E T H: That the Grantors, for and in consideration of the sum of TEN AND 00/100'S ($10.00) Dollars and other valuable considerations, receipt whereof is hereby acknowledged, hereby grants, bargains, sells, aliens, remises, releases, conveys and confirms unto the Grantee all that certain land situate in INDIAN RIVER County, State of Florida, viz.: BEING A PART OF THE NORTHEAST QUARTER OF THE SOUTHWEST 1/4 OF SECTION 6, TOWNSHIP 31 SOUTH, RANGE 39 EAST, INDIAN RIVER COUNTY, FLORIDA, BEING MORE FULLY DESCRIBED AS FOLLOWS: COMMENCING AT THE NORTHWEST CORNER OF THE NORTHEAST 1/4 OF THE SOUTHWEST 1/4 OF SECTION 6, TOWNSHIP 31 SOUTH, RANGE 39 EAST; THENCE ALONG THE NORTH LINE OF SAID NORTHEAST 1/4 OF THE SOUTHWEST 1/4, N89°4847"E, A DISTANCE OF 46.91 FEET TO THE POINT OF BEGINNING; THENCE CONTINUE N89048'47"E ALONG SAID NORTH LINE, A DISTANCE OF 969.30 FEET TO THE NORTHWEST CORNER OF LANDS DESCRIBED IN OFFICIAL RECORDS BOOK 50, PAGE 410; THENCE S00°09'37"E ALONG THE WEST LINE OF SAID LANDS, A DISTANCE OF 119.90 FEET; THENCE N89044' 16"E ALONG THE SOUTH LINE OF SAID LANDS, A DISTANCE OF 250.43 FEET TO A POINT ON THE WEST RIGHT-OF-WAY LINE OF LOUISIANA AVENUE; THENCE ALONG SAID WEST RIGHT-OF-WAY LINE S19°3542"E, A DISTANCE OF 70.41 FEET TO THE NORTHEAST CORNER OF LANDS DESCRIBED IN OFFICIAL RECORDS BOOK 16, PAGE 404; THENCE S89049'49"W ALONG THE NORTH LINE OF SAID LANDS, A DISTANCE OF 162.01 FEET; THENCE S000I I'l 1 "E ALONG THE WEST LINE OF SAID LANDS, A DISTANCE OF 77.46 FEET; THENCE N89"1 1'36"E ALONG THE SOUTH LINE OF SAID LANDS, A DISTANCE OF 187.67 FEET TO THE POINT OF CURVE OF A NON TANGENT CURVE, SAID POINT LYING ON THE WEST RIGHT-OF-WAY LINE OF LOUISIANA AVENUE; THENCE ALONG SAID WEST RIGHT-OF-WAY LINE ALONG A CURVE TO THE RIGHT, OF WHICH THE RADIUS POINT LIES S76057'00"W HAVING A DELTA OF 13003'31" A RADIUS OF 420.00 FEET AN ARC LENGTH OF 95.72 FEET TO A POINT ON THE NORTH LINE OF LANDS DESCRIBED IN OFFICIAL RECORDS BOOK 641, PAGE 343; THENCE S8901 1'36"W ALONG SAID NORTH LINE, A DISTANCE OF 280.52 FEET; THENCE S01°29'39"E ALONG THE WEST LINE OF SAID LANDS, A DISTANCE OF 67.77 FEET TO THE NORTHEAST CORNER OF LANDS DESCRIBED IN OFFICIAL RECORDS BOOK 45, PAGE 416; THENCE N89°56'35"W ALONG THE NORTH LINE OF SAID LANDS, A DISTANCE OF 96.76 FEET; THENCE S00°00'39"W ALONG THE WEST LINE OF SAID LANDS, A DISTANCE OF 146.54 FEET TO A POINT ON THE NORTH LINE OF LANDS DESCRIBED IN DEED BOOK 20, PAGE 505 AND DEED BOOK 106, PAGE 250; THENCE S88°37'12"W ALONG SAID NORTH LINE OF SAID LANDS, A DISTANCE OF 356.14 FEET; THENCE N00°02'32"E ALONG THE EAST LINE OF SAID LANDS, A DISTANCE OF 226.12 FEET; THENCE S88048'29"W ALONG THE NORTH LINE OF SAID LANDS, A DISTANCE OF 549.42 FEET TO THE NORTHWEST CORNER OF SAID LANDS; THENCE N00°02'32"E, A DISTANCE OF 364.15 FEET BACK TO THE POINT OF BEGINNING. SITUATE IN THE COUNTY OF INDIAN RIVER, STATE OF FLORIDA. File No.:19-195 179 of 424 Subject to easements, restrictions and reservations of record and taxes for the year 2020 and thereafter. TOGETHER, with all the tenements, hereditaments and appurtenances thereto belonging or in anywise appertaining. TO HAVE AND TO HOLD, the same in fee simple forever. AND, the grantor hereby covenants with said grantee that the grantor is lawfully seized of said land in fee simple; that the grantor has good right and lawful authority to sell and convey said land, and hereby warrants the title to said land and will defend the same against the lawful claims of all persons whomsoever; and that said land is free of all encumbrances, except taxes accruing subsequent to December 31, 2019. IN WITNESS WHEREOF, the said Grantors have signed and sealed these presents the day and year first above written. Signed, sealed and delivered in the presence of Witnes 4�# 1 Signore Witnessd Name Witness #2 Signature aetae�::�t /-? 'ta- P, �? &-,/,—> Witness #2 Printed Name THP3 CORPORA Z'�6 64 By: Oliver Pfeffer Its: President State of County of The foregoing instrument was acknowledged before me by means of physical presence or ❑ online notarization this da of Ueebruary, 2020 by Oliver Pfeffer on behalf of THP3 Corporation., Who is personally known to me or has produced L k`J L as identification. SEAL mot►;;?�a�, GERARDINEPINEDA * * MY COMMISSION # GG 060718 AW,g bru EXPIRES: Feary 11, 2021 My Commission Expires: ��'OFW0Bonded ThruBudget NatmSerAws Notary Signature Printed Notary Signature File No.: 19-195 180 of 424 LTF Lisa Frazier From: Sean Green <sean.green@masteliermoler.com> Sent: Tuesday, March 21, 2023 10:52 AM To: Lisa Frazier; 'Dennis Hobt'; 'Jonathan Barkett' Cc: Joshua Simpson; Dorri Bosworth; Michelle Faulkner Subject: RE: Sebastian Oaks Attachments: Traffic Study 20-056 7-7-22 ds.pdf Good Morning Lisa, As we had discussed previously, our (MM) philosophy as a result of our experience with City Staff and the expected review process was to wait until our formal resubmittal of the Sebastian Oaks Multi -Family Residential project under the new RM-10 zoning to include the updated Traffic Study taking into account the latest proposed density of 9.13 du/acre (144 total units). After further discussion, I understand that the traffic impact of the proposed project will be a topic of concern shared among Staff, Commission, & Council. With that in mind, I feel it appropriate to attach herewith the latest traffic study which was performed in July of 2022 based on the updated density proposed with the project, assuming that our rezoning attempt is successful. The Traffic Study was updated based on 1) the updated proposed density and 2) comments which our office received following our original submittal under the RM-8 zoning criteria in 2021. The Traffic Study concludes that the proposed residential development meets the adopted level of service standards and requirements of the City of Sebastian, and furthermore the intersections of Main Street & Louisiana Avenue and Sebastian Boulevard & Louisiana Avenue are projected to operate at adopted standards with minimal queue lengths. I understand that this revised study has not yet been reviewed, and as such, the conclusions made within have not yet been accepted by the City. We're prepared to submit the attached Traffic Study, along with all other necessary submittal documents, to support our Site Plan Application for the Sebastian Oaks project. At the City's request, we are holding our submittal until such time that the Rezoning Application can be adequately reviewed & processed. We fully expect to receive additional comments on our next submittal given the substantial changes to the Plan based on the rezoning effort and increased density, and are prepared to address all the City's concerns during that time. Should you have any questions regarding the above information, or need additional documentation, please don't hesitate to contact me directly. With Regards, Sean C. Green, PE Executive Vice President MASTELLER & MOLER, INC. 1655 27`h Street, Ste. #2 Vero Beach, FL 32960 Off: (772) 567-5300 Cell: (772) 925-9276 From: Lisa Frazier[mailto:LFrazier@CityofSebastian.org) Sent: Tuesday, March 21, 2023 10:36 AM 183 of 424 OR T CITY OF SEBASTIAN PLANNING AND ZONING COMMISSIONILOCAL PLANNING AGENCY MINUTES MAY 4, 2023 IV Call to Order -- Chairperson Kautenburg called the meeting to order at 6:00 p.m. Pledge of Allegiance was recited by all. Roll Call Present: Ms. Matthews (a) Ms. Kautenburg Mr. Carter Ms. Lorusso Not Present Mr. Lucier -- Excused Ms. Geesey (a) -- Excused Also Present Mr. Haddix Ms. Battles Ms. Kinchen Ms. Lisa Frazier, Community Development Director Ms. Dorri Bosworth, Community Development Manager Mr. Andrew Mai, City Attorney via Zoom Mr. Joseph Perez, AV Technical Assistant Ms. Janet Graham, Technical Writer Announcements and Aqenda Modifications Ms. Kautenburg announced that Mr. Lucier is excused from tonight's meeting, and he has tendered his resignation effective today. She thanked him for his service to the community and the many volunteer hours he served in the community, wishing him the best in the future. She stated that alternate member, Ms. Geesey, is also excused from tonight's meeting, and Ms. Matthews (a) will be voting in Mr. Lucier's place this evening. V. Approval of Minutes: Regular meeting of April 20, 2023 All having had an opportunity to review the Minutes of April 20, 2023, Ms. Kautenburg called for a motion. A motion to approve the Minutes as presented from April 20, 2023 was made by Mr. Carter, seconded by Ms. Kinchen, and approved unanimously via voice vote. 184 of 424 PLANNING AND ZONING COMMISSION/LOCAL PLANNING AGENCY PAGE 2 MINUTES OF MAY 4, 2023 VI. Quasi -Judicial and Public Hearinqs A. Public Hearing — Recommendation to City Council -- Rezoning Amendment for a specific site -- Sebastian Oaks, LLC, Louisiana Avenue — Sebastian Oaks, LLC, Applicant -- Section 6, Township 31 South, Range 39 East. Subject parcels are 15.75 Acres, More or Less -- Request is for a change from RM-8 Medium Density Multi -Family Residential to RM-10 Medium Density Multi - Family Residential. (Staff Report, Exhibit A, Exhibit B, Letter of Opposition) Mr. Mai read the item into the record. Ms. Kautenburg explained to all the process for this agenda item and called on the Commissioners to reveal if they have had any ex parte communications regarding this item. All indicated they had not. Ms. Kautenburg called on Mr. Mai to swear in all who would be presenting factual information. All who would be presenting factual information were then swom in. Ms. Kautenburg called on the applicant or his agent to make their presentation regarding this request. Jonathan Barkett, Attorney for the Applicant, introduced himself. He stated that Sean Greene, Engineer for the project, is also present this evening. He reviewed that this site is already zoned RM-8 and has been for years. The applicant is applying to change this to the new RM-10 designation. He stated that it is important to note that whether or not this amendment is granted, the area will be developed as multi -family residential. He understands from reviewing the staff report that traffic is going to be a topic of discussion. His client is happy to address these concerns at the site planning level at the proper time. He emphasized that tonight is just the rezoning from RM-8 to RM-10. The engineers did provide a traffic study that shows that the road will meet the adoptive level of service and the standards of the City of Sebastian. The proposed amendment is otherwise in compliance with the policies of the City as well. He offered to answer any questions about the project. Ms. Kautenburg called on the Commissioners for questions/comments. Mr. Carter asked for a clarification. He asked that, by changing the zoning, 30 more units will be allowed. Mr. Barkett said it will be 18 more units. Ms. Kautenburg then called for staff presentation. Ms. Frazier stated this hearing this evening is for a Rezoning Amendment request for a specific site -- Sebastian Oaks LLC on Louisiana Avenue. She stated that the applicant is requesting a change from RM-8, which allows 8 units per acre, to RM-10, which allows 10 units per acre. Staff included the RM-10 zoning district ordinance 185 of 424 PLANNING AND ZONING COMMISSION/LOCAL PLANNING AGENCY PAGE 3 MINUTES OF MAY 4, 2023 for the Commissioners' review. She reviewed that, as part of the City's Comprehensive Plan update it became apparent for the City to try and attempt to address some of the attainable housing needs throughout the country. The City established another zoning district with a little bit higher density and smaller units. It is very compatible with the City's existing RM-8 already existing townhome code. In that same ordinance some of the parking requirements were reduced that staff had found to really not be necessary in certain developments which created more impervious area and stormwater runoff that everyone is trying to reduce. That was the reasoning behind the RM-10 zoning district. The applicant, knowing that this was coming forward, requested that staff wait on their site plan review, which they submitted back in 2021, and stated that they would wait until this new zoning district comes into being in order to apply for it. They can get up to 157 units from the 126 units that they currently have. However, they are only proposing to add 18 units. Ms. Frazier stated that staff, during their review of the 2021 plan, were very concerned with access and traffic. That has been relayed to the applicant, and they are very much aware of it. That is why in this evening's packet staff did include their traffic analysis for Louisiana and the surrounding corridors that would be impacted or used. Ms. Frazier reviewed the history of the zoning for this area. She added that, regardless of the decision that is made this evening, this area will be developed with the medium density residential allocation as has been stated this evening by the applicant. She reviewed the items that shall be taken into consideration when the Commissioners consider a rezoning of a property. It must be consistent with the Comprehensive Plan of the City. Staff has outlined where they feel it is in line with the Comprehensive Plan or where it may not be. Staff feels that this zoning change is compatible with the land use and in conformance with the ordinances, and it is providing orderly development as is existing in this area. Thus, staffs conclusion is that the requested rezoning from RM-8 to RM-10 is consistent with the zoning map and zoning code and that this Commission is required to make a recommendation to the City Council as part of this request. The motion this evening should state that it is a recommendation to the City Council. Ms. Kautenburg called for questions/comments from the Commission members for the applicant and staff. Mr. Carter -- He asked the applicant in their planning for the project and the ultimate development, what is the price point that the applicant is looking to achieve for the units. Mr. Barkett stated that is not a question he can answer at this time. He emphasized that at this time the applicant is just looking for the zoning change. He added that to go into the pricing of the units at this time would be unrelated to whether or not the applicant meets the requirements of the City to change the zoning. Ms. Bosworth clarified that the site plan application that was submitted is for an apartment building for rental units. 186 of 424 PLANNING AND ZONING COMMISSION/LOCAL PLANNING AGENCY PAGE 4 MINUTES OF MAY 4, 2023 Ms. Battles -- Regarding the traffic study, questioned regarding the COVID factor of 1.1 used,,and how that was determined. Mr. Greene, the engineer for the project, stated that he did not prepare the traffic study, and he did not want to speculate as to why that was used. He can find out the answer. He is aware that traffic counts were projected out to 2024 using projections and numbers that are standard throughout Indian River County. Ms. Battles stated that she finds the number somewhat low, and that plays into the results of the report. Mr. Haddix -- He understands that tonight's agenda item is only for zoning. He asked if there is conditional zoning with this, or is it only zoning. Ms. Frazier said conditional zoning cannot be approved. However, in the Commission's approval or denial of a rezoning request, you can voice your concerns to Council regarding whether you approve or deny that particular rezoning request. He stated that he is concerned about the MOT of this area. He thinks that that should be addressed. Ms. Frazier said that can be a part of the motion this evening. Ms. Matthews -- She asked for a clarification regarding the number of units. The number discussed this evening has been 18; however, in the document it stated 16 units per building. Ms. Frazier stated that 18 is the proper number. Ms. Kautenburg -- She understands that we are only talking about changing the zoning rather than what it will look like in the future as to how many trees, are there sidewalks, what shape are the buildings, etc. None of that enters into a change of zoning. She wanted to emphasize that, should this Commission recommend the change and pass it on to the Council and the Council adopts the change, the change goes with the land. The change in zoning, rather than being specific to a site plan, is specific to the land in general. There being no more questions or comments of either staff or Commissioners, Ms. Kautenburg opened the meeting to individuals from the floor to address the Commissioners with their comments or concerns. She called on anyone from the public in favor of the request who wishes to address the Commissioners. There being no one other than the applicant, Ms. Kautenburg called on those who are opposed to the request.; Jane Sonia -- She is the manager of Grace's Landing, a senior community that has existed along Louisiana Avenue for 27 years. It is a 70-unit apartment community, and most of the residents are seniors, and they have experienced some really difficult traffic situations just based on the growth of Sebastian itself. She stated that to go east or get to US1 they have to cross the railroad tracks. So the trains come into play, and Brightline is going to be running 32 trains a day. There are also the freight trains, the traffic from their property, the growth of this whole area. She stated that Louisiana Avenue is a very narrow road, and it has a bend. In the site plan that she saw it looks like the access to 187 of 424 PLANNING AND ZONING COMMISSION/LOCAL PLANNING AGENCY PAGE 5 MINUTES OF MAY 4, 2023 the property in question — and she acknowledges that there is a great need for housing in Sebastian — additional housing in that specific area she opines would cause a hardship to the people who already live there. There is a blind spot where it appears that they would be putting their access to Louisiana Avenue. She drives that road several times a day, and there have been many times when she is approaching that curve the mail truck is there, and she cannot see him until she is right there. She knows to go 15-20 miles an hour down that road. She stated her opposition to any additional zoning to allow the land to be able to carry more housing in the future if this does not go through. In the future, it could be 156 units. She stated it is the traffic situation. Even though housing is needed in Sebastian, she suggested the growth should not be more than what Sebastian can sustain, which this is going to be difficult enough. Diana McNamara, 1037 Foster Road, Sebastian -- She has come to City Hall to discuss this, and she has found out that there is a possibility that there might be allowed an emergency exit on Foster Road. She stated Foster Road is -a private road. The City maintained it for potholes a few times, but they say the City does not own the road. She does not feel that an emergency exit from Sebastian Oaks should be allowed on a private road. The City does not help to maintain Foster Road. She does not feel that in the heart of the City a project like this should be allowed. It is too much for the traffic that Louisiana Avenue can handle presently, and it will cause a lot of problems. She would like the Commissioners to take the situation on Foster Road into consideration as a catchall for this property. Eight units would be great. She understands that the owner wants to develop that property, but her property will abut this property. Her concern is the aquifer because everyone on Foster Road has a well. She stated there is a lot of wildlife in that area, and she hates to see that affected. She opposes this zoning change, and she asked if the property owner is asking for 10 units to help with the cost of construction. She does not think this is the right setting for a project like this. Rob Gribbroek, 1041 Foster Road, Sebastian -- He agreed with the prior speakers. He questioned the traffic study being done during COVID. The traffic on Louisiana has tripled over the last few years. He stated that US1 and Main Street and Louisiana Avenue is a ticking timebomb. If there are a great number of cars turning left onto Louisiana, and there are 32 high-speed trains coming through there in addition to the other trains, this is not going to work. He spoke about Louisiana Avenue being a narrow road. He also is concerned about the aquifer'. He suggested changes that would need to be done to make the traffic situation sustainable should this project go forward. Ira Downes, 1045 Foster Road, Sebastian — He moved to Sebastian for privacy and safety. He is confused about the change from RM-8 to RMA 0. He is concerned about 188 of 424 PLANNING AND ZONING COMMISSION/LOCAL PLANNING AGENCY PAGE 6 MINUTES OF MAY 4, 2023 the devaluing of his property, safety with the traffic on Louisiana Avenue when adding 144 units, stormwater runoff, etc. Mark Lund, 1053 Louisiana Avenue, Sebastian -- He thinks the City should buy the property at a fair price and make the property a City park. Beth Taylor -- She is a resident at Grace's Landing. She does make multiple trips a day on Louisiana Avenue. She sees the backups every day when trains go through. Coming off of US1 onto Main Street is a nightmare. There are often two or three cars abreast right there as they come off of US1 onto Main Street. She opposed this Zoning change. Louisiana Avenue cannot hold all the traffic that is projected. Sheila Benfield -- She is a resident of Grace's Landing. She stated the traffic is horrible. When the railroad crossing was closed the traffic was backed up constantly trying to get to Main Street. Adding this much more traffic is going to make the traffic much worse. She hates to see this done to the property with all the wildlife that is present. Jon Hagerat -- He owns multiple houses on Foster Road. Regarding a turning lane, there is nowhere to put a turning lane anywhere on that road. The entrance to that road is right at the curve that has been talked about. He suggested that the study that was done during COVID is not realistic because, if you look at the population of Sebastian during COVID, and look at the population today, especially looking at the traffic on US1, there are many more people in Sebastian. He suggested that, at the very least, a study should be looked at during the winter months especially, when the northerners are here, and see what that would show. There was mention of the school buses. Whenever there is a school bus on Louisiana Avenue, traffic has to move over to be able to pass the school bus because the road is so narrow. Luther Fitch, 4 Palmer Drive, Sebastian -- He owns the property next to the applicant's property. There is a natural hammock that runs the length of the property. He would like to know what is going to be done with that. It is important to the habitat in that area. He agrees with what has already been said, and he is not in favor of this project at all. Linda Rindell, Foster Road, Sebastian (Zoom) -- She is in agreement with what has already been stated. There being no other members of the public to speak on this matter, Ms. Kautenburg called on the applicant to respond to the issues that have been raised. 189 of 424 PLANNING AND ZONING COMMISSION/LOCAL PLANNING AGENCY PAGE 7 MINUTES OF MAY 4, 2023 Mr. Barkett reiterated that the concerns of the citizens are valid. However, they are not appropriate at this stage. These concems should be addressed at the site plan level, and this hearing is only about the zoning change. The City staff has not even had a chance to review the traffic study yet. In order to get approval for this project, the applicant has to hire expert engineers in traffic who prepare these reports to work with the professionals who work at the City. At that time, if the City staff has concerns, which they will, about the traffic and the turn lanes and blind corners, those issues will be addressed. These are very valid concerns, but that is the appropriate time to address those. Ms. Kautenburg called on City staff to summarize. Ms. Frazier thanked everyone who expressed their concerns. She reiterated that this property is zoned and land used appropriately for multi -family development, and the request is to increase the density from eight units per acre to ten units per acre. Traffic is an appropriate consideration when it is being looked at to increase density on the property. Staff has reviewed the traffic analysis. It shows that Louisiana Avenue can support the additional traffic. However, the road is very narrow, and there is very limited area to improve it. Those are considerations that will be addressed during the site planning process. However, the consideration of traffic at this point is appropriate when you are considering a rezoning to a higher density. Ms. Kautenburg asked for the Commissioners to deliberate and pose final questions. Ms. Battles -- She recalled that one of the residents had mentioned an emergency exit on Foster. She asked if that is in discussion because of them having more than 100 units and the requirement from the County Fire Marshal to have a second access for fire and emergency vehicles. Ms. Frazier stated that Ms. Battles is correct, that they need to have an emergency access, and the fire official has looked at Foster Road, and it would be adequate for emergency access. Ms. Battles asked if that is something that would need the approval of the private owner. Ms. Frazier said it is a private road, and the landowners around that road would have to be considered, yes. Ms. Battles stated that her concerns regarding the traffic study are consistent with what the residents have said. She suggested that a peak season factor of 1.11 is typical during a normal year. However, being that it was arrived at during COVID, she does not think that that was appropriate. She is concerned that some of those factors were low, and she opined that a new traffic study is required. Ms. Matthews -- She also has some concems about the increase in the number of units and the possibilities of development and the effect on infrastructures and not being able to redevelop as time passes. She also suggested that a traffic study should be done before a decision is made on something like this. She does not see that area being able to handle this type of increase in structure and volume. 190 of 424 PLANNING AND ZONING COMMISSION/LOCAL PLANNING AGENCY PAGE 8 MINUTES OF MAY 4, 2023 Ms. Kautenburg -- Regarding the traffic study, she asked Ms. Battles and Ms. Matthews if they are indicating the new traffic study should be made prior to recommending a change from R-8 to R-10, or are they saying a traffic study should be made at the time the site plan is being developed for whatever would be built there. Ms. Battles suggested an updated count for appropriate factors used in the study that we see before we approve rezoning for additional units. That would be her preference. Ms. Matthews also would like to see a traffic study before the increase. She is concerned about the infrastructure, the increase in traffic, and she would like to see it done before the Commission votes for the increase. Ms. Kautenburg said she does not have any further questions at this time. Ms. Lorusso -- She is aware that Sebastian needs affordable housing. She has been stuck on the railroad tracks because of someone wanting to turn left onto Louisiana Avenue. She stated that is a frightening feeling. She does not think the zoning needs to be increased to RM-10 in the area of Louisiana Avenue. Ms. Kinchen -- In looking at the Staff Report, in Item 7 the Conclusion states that RM- 8 to RM-10 is consistent with the zoning map and the zoning code. She asked if the City staff is recommending that this change be approved. Ms. Frazier stated no. All that is meant by that sentence is that the request is in line with the zoning map and the zoning code, and the Commission must make certain that it is in compliance and consistent with the Comprehensive Plan. Ms. Kinchen also has a concern with the traffic on Main Street. However, there is an additional entrance to Louisiana Avenue from CR-512 that could be used instead of the entrance off of Main Street. She has been down Louisiana Avenue, and it is very narrow. She does not see the need to raise the density for this area at this point in time. She feels that Foster Road is too narrow even for an emergency exit. Ms. Kautenburg -- She added that she too has concerns regarding traffic. She agrees that an up-to-date traffic study should be done. She also mentioned the Brightline trains that will be coming through Sebastian as well as the freight trains that are presently coming through the City. Ms. Battles -- She asked if this matter can be tabled until an updated traffic study is done. Ms. Bosworth stated that one concern is that an updated traffic study may take three to four months, and how do we timely process the decision. Ms. Frazier called on the City Attorney for his input. Mr. Mai stated that the Planning and Zoning Commission's duty is to either recommend approval or denial of the application based on the evidence and the record that you have before you. You can continue this to a date certain, and it would have to be readvertised and would likely cause the applicant a hardship in the amount of time it would take. But the Commission could continue it to a date certain in the future to obtain more information. The applicant may agree or disagree. He added 191 of 424 PLANNING AND ZONING COMMISSION/LOCAL PLANNING AGENCY PAGE 9 MINUTES OF MAY 4, 2023 that the Commission could in its motion indicate that you would prefer that the applicant brings forth an updated traffic study for the next hearing or the site plan. Ms. Lorusso -- She asked Ms. Frazier that whichever way this goes, whether the Commission recommends changing it to RM-10 or leave it at RM-8, the applicant does have to provide an updated traffic study at the site planning. Ms. Frazier, stated that whichever way it goes tonight, the City can make that request because staff would follow the Commission's concerns. Mr. Carter -- For clarification, he asked that whatever happens on the zoning, at site planning stage they would still need to have an updated traffic study. Ms. Frazier stated that is correct. There being no further discussion, Ms. Kautenburg called for a motion. A motion denying recommending to City Council changing the zoning from RM-8 to RM-10 on the property in question was made by Mr. Carter. Mr. Haddix asked if the concern regarding the MOT be added to the motion. Mr. Carter agreed to add that to his motion. A second to the motion was made by Mr. Haddix. Roll Call Ms. Kinchen -- Yes Ms. Battles -- No Ms. Kautenburg -- Yes Ms. Matthews (a) -- Yes Vote was 6-1 in favor. Motion carries. Mr. Haddix -- Yes Ms. Lorusso -- Yes Mr. Carter — Yes Ms. Bosworth stated that the first reading of the ordinance for City Council will be on May 24. Adjacent property owners will receive a letter for that City Council hearing. VII. Unfinished Business -- None VIII. Public Inqut Ms. Kautenburg called for public input on items other than what are on the agenda for this meeting. Tent' McGinn (Zoom) -- He stated that there is a piece of property on Indian River Drive that is scheduled to be reviewed for a 96-room hotel. He suggested that, if that goes forward, there will be a significant amount of traffic trying to exit at Kroegel's fruit 192 of 424 PLANNING AND ZONING COMMISSION/LOCAL PLANNING AGENCY PAGE 10 MINUTES OF MAY 4, 2023 stand on US1 or at Main Street, which will greatly exacerbate the traffic problem. He stated that his only reason for bringing this up is to call attention to the Zoning Commission and anyone who might be listening, and it is crucial that anyone from the Planning and Zoning Commission who is able to attend the technical review meeting on Wednesday, May 10"', concerning this piece of property which is 88 yards from the City limits. He has seen the traffic study, and he thinks that the traffic study that was done on that particular application, even though it is in the County, should be challenged and done over. This project if approved is going to have a drastic impact on the City and its traffic. Ms. Kautenburg added that, even though this proposal is for property in the County, so are we. She encouraged anyone who can attend that meeting and cares about this matter go to the meeting and make your feelings known. IX. Commissioners Matters -- None. X. City Attornev Matters -- None XI. Adioumment There being no further business, Ms. Kautenburg adjourned the meeting at 7:16 p.m. jg 193 of 424 SEBOSTION OAKS TROFFIC IMPOCT �ii NALYSIS Prepared for SEBOSTIFIN OAKS LLC Prepared by RECEIVED aoa3 .JAN 3 0 Z22- City of Sebastian Community Development Dept. PINDER TROUTMAN CONSULTING, INC. Certificate of Authorization Number: 7989 2005 Vista Parkway, Suite 111 West Palm Beach, FL 3341 1 (561) 296-9698 .`- `�Cf No.a2570 �. STATE Of 'W ''.'T20NAl ENS. #PTC 20-0 5 6 August 31, 2020 Revised )uly 7, 2022 Digitally signed by Rebecca J Mulcahy Date: 2022.07.07 16:57:02-04'00' Rebecca J. Mulcahy, State of Florida, Professional Engineer, License No. 42570 This item has been elertnmic ally si;;nrd and sealed by Rebecca J. Mulcahy, P.E. on 717122 using Digital Signature. Printed copies , cf this document arc, not considered signed and sealed and the signature must be verified on any electronic copies. 194 of 424 SEBASTIAN OAKS TRAFFIC IMPACT ANALYSIS Introduction Pinder Troutman Consulting, Inc. (PTC) has been retained to conduct a traffic impact study for a residential development in the City of Sebastian. The purpose of this study is to determine if the development meets the requirements of the City of Sebastian and to provide Links Maintenance Reports, with Project trips, to Indian River County. Site Data The development is located on the west side of Louisiana Avenue, north of Sebastian Boulevard (CR 512) as shown on Exhibit 1. It is proposed to develop 144 multi -family dwelling units. Access to the development is via one driveway connecting to Louisiana Avenue. A buildout year of 2024 was considered. Project Traffic Trip Generation Daily, AM and PM peak hour trip generation rates were obtained from the Institute of Transportation Engineers (ITE), Trio Generation. 101 Edition. Excerpts from Trio Generation are provided in Appendix A. The highest multi -family trip generation rates were used in this report. Exhibit 2 provides the daily, AM and PM peak hour trip generation data for the proposed development. Trip Distribution and Assignment A directional distribution was developed based on a review of the land use patterns, traffic patterns and the roadway network. Specifically, land use attractions, such as schools, shopping, offices, and core urban areas were reviewed as well as roadway capacities. Further discussions with the City of Sebastian staff resulted in revisions to the distribution, which is shown on Exhibits 3A and 313. Exhibit 3C shows the percent project traffic distribution within [lie Relx?.r 2(--0sr, ;-; __ 1 binder Troutman C"p#fh,4nc. project's area of influence and the assignment of PM peak hour project traffic. The City's significance level is 10% of the project's trips, regardless of development size. Future Traffic Conditions Link Analysis The Indian River County (IRC) Traffic Division has projected future peak hour directional traffic volumes for major roadways in Indian River County. The projected volumes include existing traffic plus vested trips from other projects. Appendix B contains the current (March 2020) Links Maintenance Report and IRC counts, as well as City counts, FDOT counts, intersection traffic counts and peak season factors. The highest peak hour directional counts were used. Historic growth trends were analyzed in the projection of future background traffic volumes. Historic growth data is provided on Exhibit 4. The trendline growth resulted in an areawide growth rate of 0.5%. For a conservative analysis, a 2% growth rate was utilized. Roadway links with 10% or more of project traffic are required to be analyzed. Exhibit 5 provides the link capacity analysis for these roadway links. Total traffic includes existing traffic, peak season factor, vested trips, a 2% growth rate, and Project Traffic. All roadway links are operating at adopted standards and will continue to do so at project buildout. Intersection Analysis It was requested by the City of Sebastian that the following intersections be analyzed: • Main Street & Louisiana Avenue • Sebastian Boulevard & Louisiana Avenue Traffic counts were taken in August 2020. Factors were applied to these counts because of the Covid-19 pandemic and to adjust for peak season. The traffic counts and peak season factor report is included in Appendix B. The Highway Capacity Software (HCS7) was used to perform the AM and PM peak hour analyses. Existing traffic counts, peak season factors and a 2% growth rate was used for the analyses. Report _�10-o5r, -_Q 2 Pindar Troutman t; 06311l 4nc. The City was concerned about potential delays and queues because of the future Brightline train at the intersection of Main Street & Louisiana Avenue. (The intersection of Sebastian Boulevard & Louisiana Avenue will not be negatively affected by Brightline due to its downstream location from the tracks.) Discussions with Brightline yielded the following information: • Service between West Palm Beach and Orlando is expected to begin in 2022/2023 • There will be 32 trains per day (16 each direction). • The train generally will operate from 5:00 AM to midnight. • Each train has 5 cars and travels at 80 MPH, potentially higher north of West Palm Beach. • The current schedule from Miami to West Palm Beach generally has 1 train per hour in each direction. With this information, it was conservatively determined that each train could delay the cross - street for approximately 1-1/2 minutes, which includes advance gate closure time, passage time and gate opening time. Therefore, in one peak hour, there will be about 3 minutes of disruption. Due to limitations in the HCS program, the effect of this disruption was modeled in the HCS analyses by adding pedestrian movements. The corresponding number of pedestrians to achieve this 3-minute delay was factored in the buildout condition. The capacity analyses are provided in Appendix C and are summarized on Exhibit 6A. The 95th percentile queues are shown on Exhibit 6B. After applying the factors and growth rates, these intersections are projected to operate at adopted standards with negligible queues. Driveway Analyses Daily, AM and PM peak hour project driveway volumes at Project buildout are provided on Exhibit 7. Based on these volumes, auxiliary turn lanes are not required. Appendix D provides [lie Indian River County thresholds for turn lanes. For Louisiana Avenue, with an estimated daily volume of 1,022 (see page B-1), a left turn lane would be required with 35 left turn R(pol,_10-05i. 3 Finder Troutman q9 MOT1142 inc. vehicles per hour. A right turn lane would be required with 75 right turn vehicles per hour. This development does not meet or exceed these volumes. Indian River County Data The current (March 2020) Links Maintenance Report with an added column for Project traffic is provided in Appendix E for Indian River County. It also includes updated Total Demand, Available Capacity and 80% Capacity columns. Conclusions This analysis shows that the proposed residential development, consisting of 144 multi -family dwelling units, meets the adopted level of service standards and the requirements of the City of Sebastian. Furthermore, the intersections of Main Street & Louisiana Avenue and Sebastian Boulevard & Louisiana Avenue are projected to operate at adopted standards with minimal queue lengths. Report-W-nsrr 7.7-29 q Pinder Troutman C9"gi(sf'rwW4nc. EXHIBITS 199 of 424 Exhibit 2 Sebastian Oaks Trip Generation 07LIWA1 ITE Land Use Code Intensity Trip Generation Rate (1) Multi -Family Housing Low -Rise 220 144 DUs T = 7.56(X) -40.86 Total 1 1 144 DUs AM PEAK HOUR Trip Gen 20-056 7-5-22 7/5/2022 Total Trips 1,048 1,0481 ITE Total Trips Land Use Code Intensity Trip Generation Rate (1) In Out Total Mulli-Family Housing Low -Rise 220 144 DUs Ln (T) = 0.95Ln (X)-0.51 (23/77) 15 52 67 Total 1 1 144 DUs 1 15 52 67 PM PEAK HOUR ITE Total Trips Land Use Code Intensity Trip Generation Rate (1) In I Out I Total Mulli-Family Housing Low -Rise 220 144 DUs Ln (T) = 0.89Ln (X)-0.02 (63/37) 1 52 30 82 Total 1 1 144 DUs 1 1 52 30 82 DAILY- Using Citv of Sebastian Published Rate ITE Land Use Code Intensity Trip Generation Rate Total Trips Multi -Family Housing Low -Rise 220 144 DUs 10 / DU 1,440 Total 1 144 DUs 1,440 (1) Source: Institute of Transportation Engineers (ITE), Trip Generation. 10th Edition. Exhibit 3C Sebastian Oaks PM Peak Hour Project Traffic Assignment Roadway Link SR A1A N. Indian River Shores to CR 510 SR A1A CR 510 to N. County Line US 1 169th St to Old Dixie Hwy US 1 'Old Dixie Hwy to Schumann Dr US 1 ISchumann Dr to CR 512 US 1 'CR 512 to Main Street US 1 IMain Street to Roseland Rd US 1 lRoseland Rd to N. County Line Roseland Rd I CR 512 to N. Sebastian City Limit Roseland Rd IN. Sebastian City Limit to US 1 CR 512 1 1-95 to CR 510 CR 512 SCR 510 to W. Sebastian City Limit CR 512 IW. Sebastian City Limit to Roseland Rd CR 512 lRoseland Rd to US 1 CR 510 SCR 512 to 66th Ave CR 510 158th Ave to US 1 CR 510 JUS 1 to SR A1A links 20-056 7-5-77 7/6/2022 Page 1 of 2 % Project Project Lanes Link No. Dir. Assign. Traffic 2 1080N NB 1 % 1 10805 SB 1% 0 2 1090N NB 1% 0 1090S SB 1% 1 4 1385N NB 24% 12 1385S SB 24% 7 4 1390N NB 33% 17 1390S SB 33% 10 4 1395N NB 35% 18 1395S SB 35% 11 4 140ON NB 35% 18 1400S SB 35% 11 4 1405N NB 25% 8 14055 SB 25% 13 4 141ON NB 15% 5 14105 SB 15% 8 2 1610E EB 1% 0 1610W WB 1 % 1 2 1620E EB 2% 1 1620W WB 2% 1 4 1720E ' EB 10% 5 1720W WB 10% 3 4 1730E EB 15% 8 1730W WB 15% 5 4 1740E EB 16% 8 1740W ' WB 16% 5 4 1750E EB 25% 13 1750W WB 35% 11 2 181OE EB 5% 2 1810W WB 5% 3 2 1830E EB 2% 1 1830W WB 2.1. 1 2 1840E EB 2% 1 1840W WB 2% 1 Capacity 880 880 880 880 2648 1960 2210 1960 1960 1960 1 1770 1770 1960 1960 1960 1960 880 880 880 880 1960 1960 1960 1960 1960 1960 1960 1960 880 880 810 810 1 2049 2049 204 of 424 Exhibit 3C Sebastian Oaks PM Peak Hour Project Traffic Assignment Roadway I Link City Collectors and Significant Streets Barber St Wimbrow Dr to Schumann Dr Barber St Extension Schumann Dr to US 1 Fleming St Main St to CR 512 Easy St Main St to Englar Dr Main St Wimbrow Dr to Louisiana Ave Main St ' Louisiana Dr to US 1 Louisiana Ave IMain St to Site Louisiana Ave ISite to CR 512 1 Links 20-056 7.5-72 7/6/2022 Page 2 of 2 Project Project Lanes Link No. Dir. Assign. Traffic Capacity 2 NB 1% 1 675 SB 1% 0 675 2 EB 1% 1 675 WB 1% 0 675 2 NB 1% 1 675 SB 1% 0 675 2 NB 1% 1 675 SB 1% 0 675 2 EB 10% 5 675 WB 10% 3 675 2 EB 65% 20 675 WB 30% 16 675 2 NB 75% 23 540 SB 40% 21 540 2 NB 60% 31 540 SB 25% 8 540 205 of 424 Growth 20-056 2-7-22 2/R/2022 Exhibit 4 Sebastian Oaks Historic Growth Analysis Roadway Link 69th St to CR 510 CR 510 to Schumann Dr US 1 Schumann Dr to CR 512 CR 512 to Jackson St Jackson St to Roseland Rd Roseland Rd to N County Line 1-95 to CR 510 CR .510 to Roseland Rd Roseland Rd to Barber St CR 512 Barber St to Fleming Fleming to Easy St Easy St to Delaware Delaware to US 1 Main St US 1 to Fleming High St North of Sebastian Blvd Areawide AADT Trendline Traffic Volumes (1) Growth 2017 2018 2019 2020 Rate 20,406 28,353 22,763 27,525 6.37% 22,079 28,619 22,738 27,571 4.20% 23,735 28,597 23,379 27,295 2.12% 24,261 28,469 23,858 27,535 2.00% 26,611 29,187 23,570 28,355 -0.14% 23,794 26,900 24,140 26,749 2.40% 17,218 17,132 18,733 4.28% 20,147 19,731 20,652 1.25% 15,486 14,549 15,920 1.42% 15,202 13,753 14,560 -2.21 % 15,369 13,113 15,005 -1.26% 14,703 12,751 14,113 -2.13% 14,086 12,733 13,681 -1.50% 1,100 1,100 1,100 1,050 -1.38% 850 850 700 700 -7.74% 255,047 275,837 254,912 166,780 0.5% (1) Count data from Indian River County and FDOT. Shaded cells represent no data availalbe. Links 20.056 7.5.22 716/2022 Exhibit 5 Sebastian Oaks PM Peak Hour Link Capacity Analysis Existing Vested Growth % Project Project Total Roadway Link Lanes Link No. Dir. Volume") Trips"' 2% Assign. Traffic 2024 Capacity LOS US 1 69th St to Old Dixie Hwy 4 1385N NB 1447 18 119 24% 12 1596 2648 B 1385S SB 974 35 80 24% 7 1096 1960 B US 1 Old Dixie Hwy to Schumann Dr 4 1390N NB 1335 16 110 33% 17 1478 2210 B 1390S SB 1093 15 90 33% 10 1208 1960 B US 1 SChumann Dr to CR 512 4 1395N NB 1304 0 107 35`Yo 18 1429 1960 B 1395S SB 1144 0 94 35% 11 1249 1960 B US 1 CR 512 to Main Street 4 140ON NB 1300 16 107 35% 18 1441 1630 D 1400S SB 1119 15 92 35% 11 1237 1712 C US 'I Main Street to Roseland 4 1405N NB 1157 0 95 25% 8 1260 1960 B 1405S SB 1157 0 95 25% 13 1265 1960 B US 1 Roseland Rd In N. Counly Line 4 1410N NB 1141 0 94 15% 5 1240 1960 B 1410S SB 964 0 79 15% 8 1051 1960 B CR 512 1-9; to CRI10 4 1720E EB 871 50 72 101A 5 998 1960 B 1720W WB 980 1 81 10% 3 1065 1960 B CR 512 1-95 In CR .510 4 1730E EB 967 0 80 15% 8 1055 1960 B 1730W WB 1005 0 83 15% 5 1093 1960 B CR 512 W. Sebastian City Limit to Roseland Rd 4 1740E EB 737 0 61 16% 8 806 1960 B 1740W WB 760 0 63 16% 5 828 1960 B CR 512 Roseland Rd to US 1 4 1750E EB 553 0 46 25% 13 612 1960 B 1750W WB 736 0 61 35% 11 808 1960 B Main St Wimbrow Dr to Louisiana Ave 2 EB 253 0 15 100/0 5 273 540 C WB 488 0 30 10% 3 521 540 D Main SI Louisiana Dr to US 1 2 EB 253 0 15 65% 20 288 675 C WB 488 0 30 30% 16 534 675 D Louisiana Ave IMain Street to Site 2 NB 37 0 2 75% 23 62 540 B SB 55 0 3 40% 21 79 540 B Louisiana Ave ISile to CR 512 2 NB 37 0 2 60% 31 70 540 B SB 55 0 3 25% 8 66 540 6 (1) See Appendix B. Exhibit 6A Sebastian Oaks Intersection Analysis (1) Existin; (2) Peak Delay Intersection Hour (sec.) LOS AM 12.7 B Main Street & Louisiana Ave PM 11.7 B AM 11.7 B Sebastian Blvd & Louisiana Ave PM 14.3 B Inters. Analysis 20-0.56 7-6-22 7/6/2022 2024 (3) 2024 Total (4) 2024 Total w/Train (5) Delay Delay Delay (sec.) LOS (sec.) LOS (sec.) LOS 13.2 B 14.1 B 15.1 C 13.5 B 14.1 B 15.1 C 12.1 B 11.7 B N/A 15.0 B 17.3 C (1) See Appendix B for intersection analyses. Highest side -street delay reported. (2) Analyses include existing (2020) peak season traffic volumes. (3) Analyses include future (2024) traffic volumes without Project traffic. (4) Analyses include future (2024) traffic volumes WITH Project traffic. (5) Analyses include future (2024) traffic volumes WITH Project traffic and train interruption. Exhibit 613 Sebastian Oaks Intersection Queue Lengths (1) Existing Intersection AM PM Main Street & Louisiana Ave NB Lane 95th Percentile Queue (veh) 0.1 95th Percentile Storage (feet) 25 Sebastian Blvd & Louisiana Ave SB Lane 95th Percentile Queue (veh) 0.2 95th Percentile Storage (feet) 25 (1) See Appendix B for analyses. Inters. Analysis 20-056 7-6-22 7/6/2022 2024 2024 Total 2024 Total w/Train AM PM AM PM AM PM 0.1 0.1 0.1 0.3 0.3 0.4 0.3 25 25 25 25 25 25 25 0.2 0.2 0.2 0.2 0.2 25 25 25 25 N/A 25 APPENDIX A 211 of 424 Table of Contents (I01h Edition) Volume 2: Data Trip Generation Descriptions and Plots Preface................................................................................................................................................. v CODELAND USE................................................................................................................PAGE 210 Single -Family Detached Housing......................................................................................1 220 Multifamily Housing (Low-Rise).......................................................................................29 221 Multifamily Housing (Mid-Rise)........................................................................................71 222 Multifamily Housing (High-Rise)....................................................................................150 225 Off -Campus Student Apartment....................................................................................249 231 Mid -Rise Residential with 1st -Floor Commercial...........................................................270 232 High -Rise Residential with 1st -Floor Commercial.........................................................303 240 Mobile Home Park.........................................................................................................318 251 Senior Adult Housing—Detached..................................................................................337 252 Senior Adult Housing—Attached...................................................................................352 253 Congregate Care Facility...............................................................................................373 254 Assisted Living.................................................................................................. ......387 255 Continuing Care Retirement Community .......................................................................417 260 Recreational Homes......................................................................................................435 265 Timeshare.....................................................................................................................447 270 Residential Planned Unit Development.........................................................................466 AppendixA......................................................................................................................................477 A-t 212 of 424 Land Use: 220 Multifamily Housing (Low -Rise) Description Low-rise multifamily housing includes apartments, townhouses, and condominiums located within the same building with at least three other dwelling units and that have one or two levels (floors). Multifamily housing (mid -rise) (Land Use 221), multifamily housing (high-rise) (Land Use 222), and off -campus student apartment (Land Use 225) are related land uses. Additional Data In prior editions of Trip Generation Manual, the low-rise multifamily housing sites were further divided into rental and condominium categories. An investigation of vehicle trip data found no clear differences in trip making patterns between the rental and condominium sites within the ITE database. As more data are compiled for future editions, this land use classification can be reinvestigated. For the three sites for which both the number of residents and the number of occupied dwelling units were available, there were an average of 2.72 residents per occupied dwelling unit. For the two sites for which the numbers of both total dwelling units and occupied dwelling units were available, an average of 96.2 percent of the total dwelling units were occupied. This land use included data from a wide variety of units with different sizes, price ranges, locations, and ages. Consequently, there was a wide variation in trips generated within this category. Other factors, such as geographic location and type of adjacent and nearby development, may also have had an effect on the site trip generation. Time -of -day distribution data for this land use are presented in Appendix A. For the 10 general urban/suburban sites with data, the overall highest vehicle volumes during the AM and PM on a weekday were counted between 7:15 and 8:15 a.m. and 4:45 and 5:45 p.m., respectively. For the one site with Saturday data, the overall highest vehicle volume was counted between 9:45 and 10:45 a.m. For the one site with Sunday data, the overall highest vehicle volume was counted between 11:45 a.m. and 12:45 p.m. For the one dense multi -use urban site with 24-hour count data, the overall highest vehicle volumes during the AM and PM on a weekday were counted between 7:00 and 8:00 a.m. and 6:15 and 7:15 p.m., respectively. For the three sites for which data were provided for both occupied dwelling units and residents, there was an average of 2.72 residents per occupied dwelling unit. The average numbers of person trips per vehicle trip at the five general urban/suburban sites at which both person trip and vehicle trip data were collected were as follows: • 1.13 during Weekday, Peak Hour of Adjacent Street Traffic, one hour between 7 and 9 a.m. • 1.21 during Weekday, Peak Hour of Adjacent Street Traffic, one hour between 4 and 6 p.m. A-2 213 of 424 The sites were surveyed in the 1980s, the 1990s, the 2000s, and the 2010s in British Columbia (CAN), California, District of Columbia, Florida, Georgia, Illinois, Indiana, Maine, Maryland, Minnesota, New Jersey, New York, Ontario, Oregon, Pennsylvania, South Dakota, Tennessee, Texas, Utah, Virginia, and Washington. It is expected that the number of bedrooms and number of residents are likely correlated to the number of trips generated by a residential site. Many of the studies included in this land use did not indicate the total number of bedrooms. To assist in the future analysis of this land use, it is important that this information be collected and included in trip generation data submissions. Source Numbers 168, 187, 188, 204, 211, 300, 305, 306, 319, 320, 321, 357, 390, 412, 418, 525, 530, 571, 579, 583, 864, 868, 869, 870, 896, 903, 918, 946, 947, 948, 951 A-3 214 of 424 Multifamily Housing (Low -Rise) (220) Vehicle Trip Ends vs: Dwelling Units On a: Weekday Setting/Location: General Urban/Suburban Number of Studies, 29 Avg. Num. of Dwelling Units. 168 Directional Distribution: 50% entering, 50% exiting Vehicle Trip Generation per Dwelling Unit Average Rate Range of Rates Standard Deviation T 32 4.45 - 10 97 1 31 Data Plot and Equation 5.000 4.000 N a w 3,000 n F- 2.000 1 000 X �v 00 100 200 300 X = Number of Dwelling Units X Study Site Fitted Curve Fitted Curve Equation: T = 7.56(X) - 40.86 X 400 500 600 Average Rate W= 0.96 A-4 215 of 424 Multifamily Housing (Low -Rise) (220) Vehicle Trip Ends vs: Dwelling Units On a: weekday, Peak Hour of Adjacent Street Traffic, One Hour Between 7 and 9 a.m. Setting/Location: General Urban/Suburban Number of Studies: 42 Avg. Num. of Dwelling Units: 199 Directional Distribution: 23% entering, 77% exiting Vehicle Trip Generation per Dwelling Unit Average Rate Range of Rates 046 018-074 Data Plot and Equation 300 100 ` N X 00 n 2DO 400 X= Number of Dwelling Units Study Site Fitted Curve Fitted Curve Equation: Ln(T) = 0.95 LntX) - 0.51 Standard Deviation 012 600 - - - - Average Rate RI= 0.90 A-5 216 of 424 Multifamily Housing (Low -Rise) (220) Vehicle Trip Ends vs: Dwelling Units On a: weekday, Peak Hour of Adjacent Street Traffic, One Hour Between 4 and 6 p.m. Setting/Location: General Urban/Suburban Number of Studies 50 Avg. Num. of Dwelling Units. 187 Directional Distribution: 63% entering, 37% exiting Vehicle Trip Generation per Dwelling Unit Average Rate flange of Rates Standard Deviation 0.56 018-1.25 016 Data Plot and Equation Soo 40o x N C W a 300 n r- Yry X 200 100 0 200 400 X = Number of Dwelling Units Study Site Fitted Curve Fitted Curve Equation: Ln(T) = 0.89 t.n(X) . 0.02 X x 600 - - - - Average Rate R°= 0.86 A-6 217 of 424 Land Use: 221 Multifamily Housing (Mid -Rise) Description Mid -rise multifamily housing includes apartments, townhouses, and condominiums located within the same building with at least three other dwelling units and that have between three and 10 levels (floors). Multifamily housing (low-rise) (Land Use 220), multifamily housing (high-rise) (Land Use 222), off -campus student apartment (Land Use 225), and mid -rise residential with 1st -floor commercial (Land Use 231) are related land uses. Additional Data In prior editions of Trip Generation Manual, the mid -rise multifamily housing sites were further divided into rental and condominium categories. An investigation of vehicle trip data found no clear differences in trip making patterns between the rental and condominium sites within the ITE database. As more data are compiled for future editions, this land use classification can be reinvestigated. For the six sites for which both the number of residents and the number of occupied dwelling units were available, there were an average of 2.46 residents per occupied dwelling unit. For the five sites for which the numbers of both total dwelling units and occupied dwelling units were available, an average of 95.7 percent of the total dwelling units were occupied. Time -of -day distribution data for this land use are presented in Appendix A. For the eight general urban/suburban sites with data, the overall highest vehicle volumes during the AM and PM on a weekday were counted between 7:00 and 8:00 a.m. and 4:45 and 5:45 p.m., respectively. For the four dense multi -use urban sites with 24-hour count data, the overall highest vehicle volumes during the AM and PM on a weekday were counted between 7:15 and 8:15 a.m. and 4:15 and 5:15 p.m., respectively. For the three center city core sites with 24-hour count data, the overall highest vehicle volumes during the AM and PM on a weekday were counted between 6:45 and 7:45 a.m. and 5:00 and 6:00 p.m., respectively. For the six sites for which data were provided for both occupied dwelling units and residents, there was an average of 2.46 residents per occupied dwelling unit. For the five sites for which data were provided for both occupied dwelling units and total dwelling units, an average of 95.7 percent of the units were occupied. The average numbers of person trips per vehicle trip at the five center city core sites at which both person trip and vehicle trip data were collected were as follows: • 1.84 during Weekday. Peak Hour of Adjacent Street Traffic, one hour between 7 and 9 a.m. • 1.94 during Weekday, AM Peak Hour of Generator • 2.07 during Weekday, Peak Hour of Adjacent Street Traffic, one hour between 4 and 6 p.m. • 2.59 during Weekday, PM Peak Hour of Generator A-7 218 of 424 The average numbers of person trips per vehicle trip at the 32 dense multi -use urban sites at which both person trip and vehicle trip data were collected were as follows: • 1.90 during Weekday, Peak Hour of Adjacent Street Traffic, one hour between 7 and 9 a.m. • 1.90 during Weekday, AM Peak Hour of Generator • 2.00 during Weekday, Peak Hour of Adjacent Street Traffic, one hour between 4 and 6 p.m. • 2.08 during Weekday, PM Peak Hour of Generator The average numbers of person trips per vehicle trip at the 13 general urban/suburban sites at which both person trip and vehicle trip data were collected were as follows: • 1.56 during Weekday, Peak Hour of Adjacent Street Traffic, one hour between 7 and 9 a.m. • 1.88 during Weekday, AM Peak Hour of Generator • 1.70 during Weekday, Peak Hour of Adjacent Street Traffic, one hour between 4 and 6 p.m. • 2.07 during Weekday, PM Peak Hour of Generator The sites were surveyed in the 1980s, the 1990s, the 2000s, and the 2010s in Alberta (CAN), British Columbia (CAN), California, Delaware, District of Columbia, Florida, Georgia, Illinois, Maryland, Massachusetts, Minnesota, New Hampshire, New Jersey, Ontario, Oregon, Pennsylvania, South Carolina, South Dakota, Tennessee, Utah, Virginia, and Wisconsin. Source Numbers 168, 188, 204, 305, 306, 321, 357, 390, 436, 525, 530, 579, 638, 818, 857, 866, 901, 904, 910, 912, 918, 934, 936, 939, 944, 947, 948, 949, 959, 963, 964, 966, 967, 969, 970 A-8 219 of 424 Multifamily Housing (Mid -Rise) (221) Vehicle Trip Ends vs: Dwelling Units On a: Weekday Setting/Location: General Urban/Suburban Number of Studies 27 Avg. Num. of Dwelling Units. 205 Directional Distribution: 50% entering, 50% exiting Vehicle Trip Generation per Dwelling Unit Average Rate Range of Rates Standard Deviation 544 1.27 - 12 50 2.03 Data Plot and Equation 3.000 2.500 2.000 0 a c w a c F F 1.500 500 00 100 X Study Site Fitted Curve Equation: T = 5.45(X) - 1.75 200 3D0 X= Number of Dwelling Units Fined Curve X M 400 500 - - - - Average Rate R'= 0.77 A-9 220 of 424 Multifamily Housing (Mid -Rise) (221) Vehicle Trip Ends vs: Dwelling Units On a: Weekday, Peak Hour of Adjacent Street Traffic, One Hour Between 7 and 9 a.m. SettinglLocation: General Urban/Suburban Number of Studies 53 Avg. Num. of Dwelling Units. 207 Directional Distribution: 26% entering, 74% exiting Vehicle Trip Generation per Dwelling Unit Average Rate Range of Rates Standard Deviation 036 006-161 019 Data Plot and Equation 300 N C o. 200 100 0 U X X k X X_' •� XX X f X X X/ X X . X;X X \ 200 400 600 X = Number of Dwelling Units -: Study Site Fitted Curve Fitted Curve Equation: Ln(T) = 0.98 Ln(x) - 0.98 800 - Average Rate W= 0.67 A-10 221 of 424 Multifamily Housing (Mid -Rise) (221) Vehicle Trip Ends vs: Dwelling Units On a: Weekday, Peak Hour of Adjacent Street Traffic, One Hour Between 4 and 6 p.m. Setting/Location: General Urban/Suburban Number of Studies: 60 Avg Num. of Dwelling Units. 208 Directional Distribution: 61% entering, 39% exiting Vehicle Trip Generation per Dwelling Unit Average Rate Range of Rates 044 015-1 11 Data Plot and Equation N C C W n If 400 300 200 too 00 k 200 400 600 X = Number of Dwelling Units X Study Site Rtted Curve Fitted Curve Equation: LnIT) = 0.96 Ln(X) . 0.63 Standard Deviation 019 9 WE - Average Rate W= 0.72 A-11 222 of 424 APPENDIX B 223 of 424 COUNT ANALYSIS AM Peak Hour 8/5/2020 10/20/2021 Louisiana Ave Split TMC PSF* Volume Link PSF Volume Hest TMC Link Main St Wimbrow Dr to Lousisana Ave EB 237 1.221 289 249 1.05 261 289 WB 139 1.221 170 280 1.05 294 294 Main St Louisiana Dr to US 1 EB 240 1.221 293 249 1.05 261 293 WB 145 1.221 177 280 1.05 294 294 Louisiana Ave Main Street to Site NB 16 1.221 20 28 1.05 29 29 43%, 53% NB Egress SB 18 1.221 22 25 1.05 26 26 620/,, 47% SB Ingress Louisiana Ave Site to CR 512 NB 11 1.221 13 28 1.05 29 29 38%, 53%, NB Ingress SB 21 1.221 26 25 1.05 26 26 57% 47% SB Egress PM Peak Hour 8/5/2020 10/20/2021 TMC PSF* Volume Link PSF Volume Highest Main St Wimbrow Dr to Lousisana Ave EB 193 1.221 236 241 1.05 253 253 WB 299 1.221 365 465 1.05 488 488 Main St Louisiana Dr to US 1 EB 204 1.221 249 241 1.05 253 253 WB 319 1.221 389 465 1.05 488 488 Louisiana Ave Main Street to Site NB 19 1.221 23 35 1.05 37 37 SB 23 1.221 28 52 1.05 55 55 Louisiana Ave Site to CR 512 NB 28 1.221 34 35 1.05 37 37 SB 16 1.221 20 52 1.05 55 55 * Peak Season factor of 1.11 and Covid-19 factor of 1.1 were applied PM K-factor Daily Lshmated Daily i raflic on Louisiana Ave: I lighest 2-way traffic:: 92 0.09 1,022 Louisiana Ave Split TMC Link 54% 40% NB Egress 45%, 60%. SB Ingress 55% 40% NB Ingress 46% 60% SB Egress B-1 KMF Traffic Group, LLC www.kmftraffic.net (772)221-7971 1669 SW College St., Stuart, FL Manual Traffic Count - All Traffic Main Street and Louisiana Ave Sebastian, FL Groups Printed- All Traffic Lousiana Ave Lousiana Ave Main Street NB SB EB fl Start Time Riaht I Thru I Left Riaht I Thru I Left Riaht I Thru 1 07:00 AM 4 0 2 0 0 1 3 29 07:15 AM 2 0 2 0 0 0 0 33 07:30 AM 3 1 1 0 0 0 1 41 07:45 AM 2 0 1 0 0 1 2 48 Total 11 1 6 0 0 2 6 151 08:00 AM 3 0 1 0 0 0 0 59 08:15 AM 4 0 4 0 0 0 2 53 08:30 AM 1 0 2 0 0 1 2 52 08:45 AM 1 0 0 0 0 0 3 66 Total 9 0 7 0 0 1 7 230 "' BREAK "" 04:00 PM 4 0 1 1 0 0 1 48 04:15 PM 1 0 0 0 0 0 1 34 04:30 PM 1 0 4 0 0 1 1 55 04:45 PM 8 0 0 0 0 0 1 52 Total 14 0 5 1 0 1 4 189 05:00 PM 3 0 2 0 0 0 1 42 05:15 PM 3 0 0 0 0 2 2 49 05:30 PM 8 0 0 0 0 0 0 42 05:45 PM 1 0 2 0 0 2 0 35 Total 15 0 4 0 0 4 3 168 Grand Total 49 1 22 1 0 8 20 738 Apprch % I 68.1 1.4 30.6 I 11.1 0 88.9 I 2 .6 97.2 Total % 2.9 0.1 1.3 0.1 0 0.5 1.2 43.4 File Name : MALO Site Code : P12001 Start Date : 8/5/2020 Page No : 1 Main Street WB Left Riaht I Thru I Left Int. Total 0 0 17 3 59 0 0 20 0 57 0 1 33 2 83 0 0 45 2 101 0 1 115 7 300 0 0 36 3 102 0 1 32 1 97 0 1 31 4 94 0 0 33 3 106 0 2 132 11 399 0 1 74 4 134 0 3 93 4 136 0 1 62 6 131 0 2 64 5 132 0 7 293 19 533 1 1 62 3 115 0 0 70 4 130 0 0 57 6 113 0 1 68 2 111 1 2 257 15 469 1I 12 797 52 1701 0.1 1.4 92.6 6 0.1 0.7 46.9 3.1 225 of-424 KMF Traffic Group, LLC www.kmftrafc.net (772) 221-7971 1669 SW College St., Stuart, FL Manual Traffic Count - All Traffic Main Street and Louisiana Ave Sebastian, FL Lousiana Ave Lousiana Ave Main Street NB I SB I EB I Start Time Riaht I Thru I Left I Aop. Tmei Riaht I Thru I Left I ADD T.W Riaht I Thru I Left I ADD TmW Peak Hour Analysis From 07:00 AM to 08:45 AM - Peak 1 of 1 Peak Hour for Entire Intersection Begins at 08:00 AM 08:00 AM 3 0 1 4 0 0 0 0 0 59 0 59 08:15 AM 4 0 4 a 0 0 0 0 2 53 0 55 08:30 AM 1 0 2 3 0 0 1 1 2 52 0 54 08:45 AM 1 0 0 1 0 0 0 0 3 66 0 69 Total Volume 9 0 7 16 0 0 1 1 7 230 0 237 % Auo. Total 56.2 0 43.8 0 0 100 3 97 0 PHF .563 .000 .438 .500 .000 .000 .250 .250 .583 .871 .000 .859 Lousiana Ave 14n Total I O 1 1 1 01 01 11 Righl TI Left Peak Hour Data NTh Peak Hour Begins at 08:00 AEI All Traffic +i T r Lef Thru Riaht I �l 01 91 I I 18 16 34 Out In Total I n 6—, A.. File Name : MALO Site Code : P12001 Start Date : 8/5/2020 Page No : 2 Main Street WB Riaht I Thru I Left I Aoo, Total I Int. Total I 0 36 3 39 102 1 32 1 34 97 1 31 4 36 94 0 33 3 36 106 2 132 11 145 399 1.4 91 7.6 .500 .917 .688 .929 .941 226 o1i424 KMF Traffic Group, LLC www.kmftraffic.net (772)221-7971 1669 SW College St., Stuart, FL Manual Traffic Count - All Traffic Main Street and Louisiana Ave Sebastian, FL Lousiana Ave Lousiana Ave Main Street NB I I SB EB I Start Time Riahl I Thru I Left I Av Total Riqht I Thru I Left I Aoo. Total Right I Thru I Left I Aoo Total Peak Hour Analysis From 04:00 PM to 05:45 PM - Peak 1 of 1 Peak Hour for :mire Intersection Begins at 04: )0 PM 04:00 PM 4 0 1 5 1 0 0 1 1 48 0 49 04:15 PM 1 0 0 1 0 0 0 0 1 34 0 35 04:30 PM 1 0 4 5 0 0 1 1 1 55 0 56 04:45 PM 8 0 0 8 0 0 0 0 1 52 0 53 Total Volume 14 0 5 19 1 0 1 2 4 189 0 193 % App. Total 73.7 0 26.3 50 0 50 2.1 97.9 0 PHF .438 .000 .313 .594 .250 .000 .250 .500 1.00 .859 .000 .862 Lousiana Ave ut In T© I �j�) I I 11 01 11 Right T1e L, ft Peak Hour Data North Peak Flour Begins at 04:00 PM1� All Traffic 41 T r Left Thru Right 1 51 01 141 I I 19 1_44Z Out In Total i „�,.an,a A%w File Name : MALO Site Code : P12001 Start Date : 8/5/2020 Page No : 3 Main Street VVB Right I Thru I Left I Aoo Total Int. Total I 1 74 4 79 134 3 93 4 100 136 1 62 6 69 131 2 64 5 71 132 7 293 19 319 533 2.2 91.8 6 .583 .788 .792 .798 .980 227 cf=424 KMF Traffic Group, LLC www.kmftraffic.net (772)221-7971 1669 SW College St., Stuart, FL Manual Traffic Count - All Traffic Lousiana Ave and Sebastian Blvd Sebastian, FL File Name : SBLO Site Code : P12001 Start Date : 8/5/2020 Page No : 1 Groups Printed- All Traffic Lousiana Ave Lousiana Ave Sebastian Blvd NB SB WB Start Time Thru I Left Rieht I Thru Rieht I Thru I Left Int. Total I 07:00 AM 3 5 1 4 2 37 5 57 07:15 AM 1 7 0 4 1 37 1 51 07:30 AM 1 0 0 6 2 53 6 68 07:45 AM 1 6 1 7 2 57 12 86 Total 6 18 2 21 7 184 24 262 08:00 AM 2 5 0 7 1 61 6 82 08:15 AM 1 7 2 3 2 60 4 79 08:30 AM 0 5 1 3 4 54 13 80 08:45 AM 0 6 1 4 1 79 6 97 Total 3 23 4 17 8 254 29 338 "• BREAK ••• 04:00 PM 2 9 3 1 1 127 6 149 04:15 PM 0 9 3 1 8 151 4 176 04:30 PM 3 6 2 0 4 130 1 146 04:45 PM 1 10 1 2 5 153 1 173 Total 6 34 9 4 18 561 12 644 05:00 PM 2 8 1 3 4 161 4 183 05:15 PM 2 6 4 3 7 158 5 185 05:30 PM 2 7 4 3 5 117 3 141 05:45 PM 7 6 1 0 0 110 2 126 Total 13 27 10 9 16 546 14 635 Grand Totaol 28 102 25 1 49 1545 79 1879 Apprch /0 I 21.5 78.5 I 32.9 67.1 I 2.9 9_.3 4.7 I Total /0 1.5 5.4 1.3 17 2.6 82.2 4.2 228 of.424 KMF Traffic Group, LLC www.kmftraffic.net (772) 221-7971 1669 SW College St., Stuart, FL Manual Traffic Count - All Traffic Lousiana Ave and Sebastian Blvd Sebastian, FL Lousiana Ave Lousiana Ave NB I I SB EB I Start Time Thru I Left I Ann. Total Right I Thru Ann. Total Ann. Total Peak Hour Analysis From 07:00 AM to 08:45 AM - Peak 1 of I Peak Hour for Entire ntersection Begins at 08:00 AM 08:00 AM 2 5 7 0 7 7 0 08:15 AM 1 7 8 2 3 5 0 08:30 AM 0 5 5 1 3 4 0 08.45 AM 0 6 6 1 4 5 0 Total Volume 3 23 26 4 17 21 0 % Ann. Total 11.5 88.5 19 81 PHF .375 .821 .813 .500 .607 .750 .000 Lousiana Ave Out In Total ©�I� 1 41 171 :ih' 1 Peak Hour Data North Peak Hour Begms at 08:00 AC All Traffic 4, T Left T� 3 46 2§) F--7--21 Out Ir Total 1 n,mi— Aua File Name : SBLO Site Code : P12001 Start Date : 8/5/2020 Page No : 2 Sebastian Blvd WB I Right I Thru I Left I Ann. Total Int. Total I 1 61 6 68 82 2 60 4 66 79 4 54 13 71 80 1 79 6 86 97 8 254 29 291 338 2.7 87.3 10 .500 .804 .558 .846 .871 229 0-424 KMF Traffic Group, LLC www.kmftraffic.net (772)221-7971 1669 SW College St., Stuart, FL Manual Traffic Count - All Traffic File Name : SBLO Lousiana Ave and Sebastian Blvd Site Code : P12001 Sebastian, FL Start Date : 8/5/2020 Page No :3 Lousiana Ave Lousiana Ave Sebastian Blvd NB SB EB WB Start Time Thru I Left I ApP. Right I Thru I App. App. Right , Thru I Left I App. Int. Total Total Total Total Total I + Peak Hour Analysis From 04:00 PM to 05:45 PM - Peak i of I Peak Hour for Entire Intersection Begins at 04:30 PM 04:30 PM 3 6 9 2 0 2 0 4 130 1 135 146 04:45 PM 1 10 11 1 2 3 0 5 153 1 159 173 05:00 PM 2 8 10 1 3 4 0 4 161 4 169 183 05:15 PM 2 6 8 4 3 7 0 7 158 5 170 185 Total Volume 8 30 38 8 8 16 0 20 602 11 633 687 % ADD. Total 21.1 78.9 50 50 3.2 95.1 1.7 PHF .667 .750 .864 .500 .667 .571 .000 .714 .935 .550 .931 .928 Lousiana Ave f8 In To al 16 44 I gl el Rign 1 Peak Hour Data North Peak Hour Begins at 04:30 PSI All Traffic +, T Left Thru 1 301 8l ��38 57 Out In Total I A_ I 230 off-424 Average Vehicle Count Location: EB Main/Louisiana Report Period: 10/18/2021 to 10126/2021 Address: sebastian Total Vehicle Count: 20,555 Speed Limit: 30 Hour Monday Tuesday Wednesday Thursday Friday Saturday Sunday Average Weekday 00-01 4 6 4 5 6 11 3 5 01-02 3 3 0 2 1 2 3 2 02-03 5 4 11 7 5 7 6 6 03-04 5 8 9 8 6 5 6 7 04-05 11 9 10 16 14 7 6 12 05-06 35 32 38 28 35 20 18 34 06-07 81 92 88 89 55 53 46 81 07-08 172 110 165 165 179 73 74 158 05-09 208 249 226 231 256 138 112 234 09-10 225 244 233 243 256 196 157 240 10-11 241 269 267 H 254 250 H 258 193 256 11-12 261 248 270 237 250 236 H 214 253 12-13 '281 228 254 247 H 265 236 155 255 13-14 226 H272 H 271 247 242 183 180 252 14-15 160 224 240 201 231 207 166 211 15-16 194 212 219 237 211 183 134 215 16-17 204 197 241 207 224 148 130 215 17-18 184 176 214 193 208 141 125 195 18-19 124 134 151 129 181 134 95 144 19-20 77 83 92 84 107 114 56 89 20-21 40 37 44 63 61 53 35 49 21-22 23 23 40 47 35 28 18 34 22-23 9 11 7 16 34 32 11 15 23-24 7 3 12 7 12 15 3 8 (TOTAL: 2,780 2,874 3,106 2,963 3,124I 2,480 1,9461 2,970' Generated on October 26, 2021 at 7:19 AM Average Average Weekend Week Average 85% Speed Speed 7 6 31 34 3 2 32 35 7 6 28 32 6 7 31 35 7 10 30 34 19 29 31 35 50 72 31 35 74 134 31 35 125 203 31 35 177 222 30 35 226 247 31 35 225 245 31 35 196 238 31 35 182 232 31 35 187 204 31 35 159 199 31 36 139 193 32 36 133 177 32 36 115 135 31 35 85 88 30 34 44 48 30 34 23 31 30 34 22 17 31 36 9 8 30 35 2,220 I 2,753 31 35 SafePace@ Pro by Traffic Logix® e-8 Average Vehicle Count Location: WB Main stlLouisiana Report Period: 10/18/2021 to 10/25/2021 Address: sebastian Total Vehicle Count: 29,187 u[ Speed Limit: 30 Hour Monday 'Tuesday Wednesday Thursday i Friday Saturday Sunday I I Average Average Average Average a Weekday Weekend Week Speed 85 /o Speed 00-01 11 14 15 0 24 42 34 13 38 20 23 28 01-02 26 9 10 0 7 17 7 10 12 11 22 27 02-03 8 4 7 0 10 16 13 6 15 8 23 29 03-04 4 8 6 0 4 9 1 4 5 5 22 27 04-05 10 11 7 0 15 5 4 9 5 7 23 29 05-06 21 18 27 0 16 18 22 16 20 17 21 28 06-07 69 66 59 56 63 77 19 63 48 58 22 27 07-08 154 166 186 280 170 138 75 191 107 167 23 28 08-09 120 200 169 160 212 155 55 172 105 153 22 27 09-10 183 230 223 290 265 247 183 238 215 232 21 26 10-11 289 295 215 258 273 283 250 266 267 266 20 26 11-12 72 325 169 452 288 328 H413 261 371 292 21 26 12-13 204 377 338 159 338 360 353 283 357 304 21 27 13-14 232 344 405 286 317 311 73 317 192 281 21 27 14-15 192 863 209 -1502 110 258 214 375 236 335 22 27 15-16 H448 69 307 140 316 316 246 256 281 263 22 27 16-17 322 94 1-1 465 102 335 H 749 362 264 556 347 22 27 17-18 341 " 1,014 284 322 H 346 87 139 461 113 362 23 28 18-19 272 219 147 450 0 248 25 218 137 194 22 27 19-20 186 195 283 0 126 344 138 158 241 182 23 27 20-21 72 148 152 129 181 74 163 136 119 131 23 27 21-22 62 70 73 78 135 192 118 84 155 104 23 29 22-23 47 42 52 97 88 141 78 65 110 78 24 29 23-24 16 17 16 58 34 74 46 28 60 37 24 29 (TOTAL: 3,361 4,798 3,824 3,819 3,673 4,489 3,031I 3,894 3,765 3,854 22 27 Generated on October 26, 2029 at 7:09 AM SafePace@ Pro by Traffic LogixO B-9 Average Vehicle Count Location: NB Louisiana/Palmetto Address: sehastian Speed Limit: 30 Report Period: 10/18/2021 to 10/26/2021 Total Vehicle Count: 2,126 Hour Monday Tuesday.Jednesday�ThursdavIFridavISaturdavISunday 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19 19-20 20-21 21-22 22-23 123-24 (TOTAL: n/a 0 0 0 0 0 n/a n/a 0 0 1 0 0 n/a n/a 0 0 0 0 0 n/a n/a 1 1 1 0 0 nla n/a 3 4 4 0 0 n/a n/a 0 1 0 0 0 n/a nla 3 2 5 0 0 n/a nla 8 28 23 0 0 n/a n/a 20 26 24 0 0 n/a 24 11 25 22 0 15 10 42 31 19 35 26 n 35 " 30 39 27 39 38 7767o 34 15 35 036 28 32 25 29 19 15 33 28 32 41 12 12 21 18 30 34� 17 28 9 24 31 26 31 28 14 n/a 28 24 27 28 40 20 n/a 32 22 35 22 27 13 n/a 13 13 24 13 28 n/a n/a 10 10 7 6 20 n/a n/a 3 4 10 3 9 n/a n/a 6 3 5 4 4 n/a n/a 1 2 0 3 5 n/a n/a 1 0 1 3 2 n/a n/a 295 300 366 3641 3321 2001 95 Generated on October 26, 2021 at 9:10 AM Average Weekday n/a 0 n/a 1 3 0 3 15 18 16 31 41 31 30 24 28 29 28 18 11 6 4 2 1 3401 Average Weekend n/a a n/a 0 a 0 a a 0 13 33 25 24 12 19 14 20 13 n/a n/a n/a n/a n/a n/a 173 A&,, . Average ` � Average 85% Speed ' Week Speed nla n/a nla 0 22 22 n/a n/a nla 1 23 26 2 25 29 0 25 25 2 25 28 12 25 29 14 25 30 15 23 29 31 24 30 36 25 30 29 24 30 25 25 30 22 24 29 26 25 . 31 28 25 30 25 24 30 18 25 30 11 25 30 6 26 30 4 27 30 2 26 30 1 24 26 310 25 29 Safe Pace® Pro by Traffic LogixO B-1 D Average Vehicle Count Location: SB louisiana/Palmetto Report Period: 10/1812021 to 10/24/2021 Address: sebastian Total Vehicle COUnt: 3,284 Speed Limit: 30 Hour MondayTuesday Wednesda 'Thursda Y Wednesday!Thursday Friday Saturda 'Sunda Y Y: Y Average Average Average Average: o Weekday Weekend Week Speed 85 /a Speed 00-01 1 1 0 1 5 21 0 2 1 11 4 19 45 01-02 1 9 4 0 4 1 0 4 1 3 20 I 39 02-03 3 7 7 4 4 2 5 5 4 5 35 50 03-04 1 2 0 3 0 0 0 1 0 1 I 25 49 04-05 8 0 1 6 4 0 0 4 0 3 38 54 05-06 10 10 21 0 0 21 2 8 12 9 34I 44 06-07 10 4 5 5 6 0 27 6 14 8 13I 34 07-08 9 20 12 6 8 3 12 11 8 10 11 I 14 08-09 20 25 18 20 9 13 18 18 16 18 11I 14 09-10 24 25 29 44 28 13 38 30 26 29 11 I 14 10-11 44 29 28 58 37 22 50 39 36 38I, 14I 14 11-12 42 38 49 44 44 25 54 43 40 42 12I 14 12-13 41 H 55 47 " 78 H 67 H 29 H 65 58 47 55 13 I 16 13-14 H 50 H 55 46 56 34 15 37 48 26 42 13 15 14-15 39 40 28 41 21 19 36 34 28 32 12 14 15-16 35 52 36 36 22 12 33 36 23 32 12 15 16-17 29 38 38 37 25 22 18 33 20 30 15 17 17-18 31 52 26 42 31 19 46 36 33 35 17 42 18-19 24 24 28 34 24 23 10 27 17 24 15 17 19-20 12 15 20 32 29 7 17 22 12 19 15 21 20-21 7 7 8 10 14 7 11 9 9 9I 11 14 21-22 0 7 1 12 9 4 7 6 6 6I 13 14 22-23 15 13 6 6 11 10 13 10 12 11 28 47 23-24 0 2 17 11 5 8 1 7 5 6 25 48 (TOTAL; 456 530 475 686 441 296 500 497 406 471I 18 28 Generated on October 26, 2021 at 6:50 AM SafePace® Pro by Traffic Logix® B-11 INDIAN RIVER COUNTY TRAFFIC ENGINEERING ANNUAL TRAFFIC COUNTING PROGRAM 2020 TRAFFIC VOLUME REPORT HISTORICAGDATA:IN THOUSANDS s nc `sue 2020 ,>_ ,,' F 2017 2018 2019 %Difference COUNT 2019 ADJST LINK 1010 ON -STREET SR. FRO STREET TO -STREET AADT. AADT AADT 2019 - 2020 :. DATE "ADT •I N!B S/W AADT FACT. AIA. S. COttI,+�VTV LINE S. VB CITY LIMIT 13,748 11,041 10,795 2.40% 1/8/2020 11.054 1 5.452 3.602 0 0.99 1020 SR. AIA. S. VB CITY LIMIT 17th STREET 13.748 11,041 10,795 2.40% 1/912020 11.054 5.452 5.602 10,943 0.99 11130 SR. AIA. 171h STREET RIOSIAR DRIVE 14,134 1S.369 15,275 3.80% 1/8/2020 15.855 7.953 7.902 15.696 0.99 1035 SR. AIA. RIOMAR DRIVE SR.60 0 0 14.271 7.15% 1/912020 15,292 7,758 7.5.14 15.1.19 0.99 I040 SR. AIA. SR.60 FRED TUFRK RD 16,582 17,790 17.545 -13.06% I/8/2020 15.254 7.544 7.710 15.101 0.99 In60 SR. AIA. FRED TUF.RK RD OLD WINTER BCH RD 7.623 10.790 10.786 -13.57% 1/8/2020 9,322 4.607 4.715 9.229 0.99 11170 SR. AIA. OLD WINTER BCH RD N. IRS LIMIT 8.186 6.431 8,799 4.60% 1/82020 8.394 4,198 4,196 9.310 0.99 1090 SR. AIA. N. HIS LIMIT CR.510 8.186 8.431 8,799 -4.60% 1/8/2020 8.394 4,198 4.196 9.310 0.99 1090 SR. AIA. CR.510 N. COUNTY LINE S,314 5.623 5,520 -9.31% 1/8/2020 5.006 2.487 2.520 4.956 0.99 1110 INDIAN RIVER BLVD 4th ST(at US.1 12th STREET 17,385 20,511 18,082 - 19.02% 2/26/2020 21.522 10.539 IO.983 18.724 0.87 1120 INDIAN RIVER BLVD 12th STREET S. VB CITY LIMIT 23,827 27,985 24,634 -14.91%, 2/26/2020 28.307 14.201 14.106 24.627 0.87 1130 INDIAN RIVER BLVD S. VR CITY LIMIT 17th STREET 23,827 27,985 24.634 14.91% 2/26/2020 28.307 14.201 14.106 24,627 0.97 1140 INDIAN RIVER RLVD 171h STREET TARPON DR 21,091 27,645 24,966 12.20% 2/262020 28.013 13.347 14.666 24.371 0.87 1145 INDIAN RIVER RLVD TARPON DR 2 1 A STREET 25,136 29,475 26,094 - 10.29%, 3/3/2020 28.779 13,870 14.909 25,038 0.87 1150 INDIAN RIVER BLVD 21st STREET ROYAL PALM 29,803 35.311 29.661 -; 13,90%. 3/3/2020 33.783 16.567 17.217 29.391 6.87 1155 INDIAN RIVER BLVD ROYAL PALM MR. BRIDGE 31,270 37.330 33,275 ::' .13.16% 2/18/2020 .17.655 18,620 19.035 32.760 O.R7 1160 INDIAN RIVER BLVD MR. BRIDGE. 37th STREET 26,54E 29,066 26,16S 12.99% 2/26/2020 29.565 14,300 15,265 25.722 0.87 1170 INDIAN RIVER BLVD 37th STREET US.1 n53 ST. 15,945 12,790 12,927 12.94W. 3111/2020 14,600 7,149 7,431 12,702 0.87 1305 US. 1. S. COUNTY LINE OSLO RD. 27,860 29,306 28,425 12'.46% -" 122/2020 31.966 16,0311 15.928 29.728 0.93 1310 US. 1. OSLO RD. 4thST.C�41R.BLVD 32,540 29,306 33,703 ; 1'2:71% " 1/22/2020 37.985 19,110 18.875 35,326 0.93 1315 U5. I. 4thST ``IR.BLVD 8th STREET 23,686 27,133 22.162 8:36% 1/28/2020 24.014 10.643 13.372 21.853 0.91 1320 US. 1. 8th. SEET 12th STREET 24,639 28,832 23,947 •'29.10% 1/22/2020 26.126 13,113 13.014 24.297 0.93 1325 US. 1. 12th STREET 17th STREET 2S,21S 29.306 24.248 :_14;9011o, I/28/2020 27.R60 13,371 14A$9 25,353 0.91 13.15 US. 1. 171h STREET SR. 60 23,877 27,133 22,962 ""'%58%- 2/5/2020 25.162 12.880 12.282 22.646 0.90 1340 US.1. SR.60 23rdSTREET 17,570 20.228 16.951 ':;''10 0%•`"' 1/28/2020 18.680 9.492 9,189 16.999 0.91 1345 US. I. 23rd STREET 261h STREET 15,446 22,S47 19.517 • ;lArW 1/28/2020 21.249 11,526 9.723 19,337 0.91 1350 US. 1. 261h STREET AVIATION BLVD 22.376 26,425 22,9S1 =11:15%• 1128/2020 25,510 12.712 12.799 23.214 0.91 1351 US. 1. AVIATION BLVD 371h STREET 30,591 34,944 31,288 "•'12.23% 2/52020 35.115 17.533 17.582 31.604 0.90 1355 US. I. 371h STREET OLD DIXIE HWY 26.750 _ 29.429 26.606 ': A-1.23% 2/52020 29,595 14.680 14.915 26,636 0.90 1360 US. I. OLD DIXIE HWY 41s1 STREET 24.088 26,543 23,536 10.31% 2/52020 25,963 13,335 12.628 23.367 0.90 1365 US. 1. 41s1 STREET 451h STREET 22,9SS 26,029 23,404 711.53% 2152020 26.103 13,369 12,734 23,493 0.90 1370 Us. I. 451h STREET 4911% STREET 23,484 26,25S 21,804 19,50% 2/122020 26.056 13,125 12.931 22.929 0.88 1375 US. I. j 49th STREET 65th STREET 23,960 29,260 24,951 16.30% 2/122020 29.018 115.547 14.472 25.536 0.99 1.1801 US. I. I 65th STREET I 69th STREET 22,521 2B,199 23,938 21.220/a 2/122020 29.018 115.547 14.472 125.536 1 0.88 1385 1 US. 1. I 69th STREET I CR510 20,406 28,3S3 _ 22,763 20:92% 2/122020 27.525 113.734 13,771 124,222 1 0.88 1390 I US. 1. 1 CR510 I SCHUMANN DR 22,079 28,619 22,738 21.26% 2/122020 27.571 113,906 13.666 24,262 1 0.88 1.195 I US. 1. 1 SCHUMANN DR I CR.512 23,73S 28,597 23.379 _ ' 1635% 2/122020 27.295 1 13.439 1 I3.837 124.020 1 0.88 141101 US.1. CR.512 1 JACKSON ST. 24,261 28,469 23.858 -"." .15AI% -' 3/1120201 27,535 1 13,539 113.997 123.953 1 0.87 1405 1 US. I. JACKSON ST. 1 ROSELAND RD 26,611 29,187 23,570 ` 20.30% 2/182020 1 28.355 1 13.993 114.362 124.669 1 0.87 14101 US. I. ROSELAND RD N. COUNTY LINE .23794 26 900 / "t l 24140 1 10 91% 2/182020 1 26.749 1 13.318 113.431 123.272 1 0.147 15101 SCHUMANN DR CRSlO (al bbAV' BARBER ST..' . 4 . 1 - '. 1 1 1- p 1611) 1 ROSELAND RD CR. 512 1 N. SF.R CTY LIM 8.986 9,227 9.248 �' 10 90% 2/192020 1 10.256 1 5.321 1 4,936 1 8,923 0.117 16201 ROSELAND RD I N. SER CTY LIM I US. I. 9,S08 11.188 12.397 -29.51% 10/1420201 8.863 1 4,510 1 4.353 1 9,040 I 1.02 90801 17101 CR.512 1 SR.60 I FELLSPERE 1.134 1,221 2,783 40.22% 10/1420201 1.107 1 539 1 550 1 1.063 1 0.96 CR.512 1 FELLSMERF, I 1-15 10,905 12,138 13,07S -8.80% 10/1420201 11,925 I 6,015 15,910 111,448 I 0.96 17201 CR.512 1 1-95 I CR.510 17,218 17,132 18,733 -100.00% 1 I 1 1 0 1 B-12 INDI•\\ RIVER COUNTYTRAFFIC'ENGINEERINC ANNUAL TRAFFIC COUNTING PROGRAM 2020 TRAFFIC VOLUME REPORT HISTORICAL.DATA INTHOUSANDS 2020 2017 2018 2019 % Difference COUNT 2019 ADJST LINK ON -STREET FROM -STREET TO -STREET AADT AADT AADT 2019-2020 ' DATE . kDT N/E SAY AADT FACT. 1731) CR. 512 (R. 510 ROSELAND RD 20,147 19,731 20.652 -100.00% 11 1740 CR. 512 ROSELAND RD BARBER ST. 15,486 14,549 15,920 -100.00% 0 1741 CR. 512 BARBER ST. FLEMING 15.202 13,753 14.560 -100.00% (I 1742 CR. 512 FLEMING EASY ST. 15,369 13,113 15,005 -100.00% 0 1741 CR. 512 EASY ST. DELAWARE 14.703 12,751 14,113 -100.00% 0 1750 CR. 512 DELAWARE US. 1. 14.086 12,733 13,681 -100.00% (1 9075 CR. 510 CR. 512 871h STREET 13,186 13,612 12,826 -1.99% 10/14/2020 12.583 6.302 6.281 12.835 1.02 1810 CR. 511) 87th STREET 661h AV 12,578 13,356 12,397 -2.07% 10/14/2020 12.140 6.102 6.039 12.3X3 1.02 1820 CR. 510 661h AV 581h AV 11.923 12,620 12,135 -11 22% 10/14/2020 10.774 5.645 5.129 10.999 1.02 18311 CR. 510 $81h AV US. 1. 13,320 13,741 13.887 '-10.01% 10/14/2020 12.497 6.868 3,629 12.747 1.02 1N40 CR.511) us. 1. SR.AIA 14,319 16,436 12,172 -.- -0.02%, 10/142020 12.169 6.102 6,068 13,264 1.09 1905 SR. 60 W. COUNTY LINE CR. 512 4,718 7,437 3,866 =100.00% 0 1907 SR.60 CR. 512 98th AV 5.940 7,385 6,184 4100.00% tl 1910 SR. 60 981h AV 1-95 14,309 16.871 13,690 ':':=100:00%: 0 1915 SR. 60 1-95 82 AV 29,473 31,729 28.704 .<-100.00%"- 0 1920 SR. 60 82 AV 66th AV 26,476 29.601 27.074 ;r .»100.00% . 0 1925 SR. 60 66th AV 58th AV 32,099 33,424 33,357 ''='400:00%"i 0 1930 SR. 60 58th AV 43 AV 34,130 33,031 32,268 `=100A0% 0 1935 SR. 60 43 AV 27(h AV 29,268 29,666 29,389 `r;'= 1.00.00%'"' 0 1940 SR. 60 27th AV 20th AV 24,529 23,991 24,680 :' ;a00:d0%: 0 1945 SR. 60 201h AV OLD DIXIE HWY 22.398 22.231 18.627 -A00.'00% 0 1950 SR. 60 OLD DIXIE HWY 10th AV 19,199 19,542 18,040 r._',': (00 0090 `- 0 1955 SR. 60 101h AV US. I. 17,200 16,336 12519 •`-. `'40.47% ` < 3/1 12020 17.585 10,306 7.279 16.354 0.9.1 1960 SR. 60 US. 1. INDIAN RIVER BLD 9,782 ID,464 9,442 .,:i- 115.240/.° 3/3/2020 10,991 6.431 4.451 9.466 0.97 1965 SR. 60 INDIAN RIVER BLD ICWW 25,213 27,930 24,397 -` 14i30% ..' 2/262020 27,886 13.401 14,485 24.261 0.87 1970 SR. 60 ICWW SR.AIA 18,519 20,595 18,17S 6.990A 3/3/2020 19.446 9,769 9.678 16.918 0.97 1975 SR. 60 SR. AIA OCEAN DR, 10.44S 9.852 9,338 17.24% 3/11/2020 10.948 5.977 4.971 9,525 0.87 5016 16M STREET 741h Ave 82nd Ave 4,536 2.668 2,223 -3.64%' 9/302020 2.142 R46 1.297 2.292 1.07 2010 16th STREET 661h AV 74th AV 1.966 4.637 4.691 4.33% 9/302020 4.488 2.100 2.388 4.802 1.07 2020 161h STREET 581h AV 43 AV 4,727 4,S90 4,982 .-27.24°k 9/302020 3.625 1.508 2.110 3.879 1.07 2030 16th STREET 43 AV 27th AV 7.110 8.233 7,038 45.06% 9/302020 5.97R 2.714 3.264 6.396 1.07 2040 16th STREET 27th AV 20th AV 8,5S1 8,630 7,429 3.969Yo' 9/302020 7.723 3,497 4,226 8.264 1.07 2050 16th STREET 20th AV OLD DIXIE HWY 10•S98 11,171 11,862 -. " "-12.86% 9/302020 10.337 4.882 5.455 11.061 1.07 2060 1611/171h ST OLD DIXIE HWV US. 1. 14.686 9,411 10,086 -11.28% 9/302020 R.94R 4,463 4AR6 9.574 1.07 2110 17thSTREET US. 1. INDIAN RIVER BLD 0 10.428 10,492 :=17.28% 9/302020 8.679 3.869 4.810 9.894 1.14 2120 17th STREET INDIAN RIVER BLD SR- AIA 0 21,002 21.909 : -10.66% 10/72020 19.573 9,921 9,652 21,726 1.11 2210 12th STREET 82 AV 74th AV 2,194 704 925 =32:11% 9/152020 628 318 311 697 1.11 2215 12th STREET 661h AV 581h AV 0 1.960 1,492 -5.70% 9232020 1.407 703 704 1.534 1.09 2220 12th STREET 58M AV 43 AV 5.436 5.292 5,489 - ".-%605/o 9/232020 4.962 2.122 2.X40 5.409 1.09 2230 121h STREET 43 AV 271h AV 7.467 7592 7,225 -10.57% 9232020 6.461 3.415 3,046 7.042 1.09 2240 121h STREET 271h AV 201h AV 9,280 9,515 10,39S -17.21% 9232020 9.606 4.072 4.534 9.3X1 1.09 2250 121h STREET 201h AV OLD DIXIE HWY 10,612 11,316 11.841 -14.96% 9232020 10,070 4.804 5,267 10.976 1.09 22611 121h STREET OLD DIXIE HWY US. 1 14.729 8.509 14.737 -11.95% 9/23/2020 12.976 6.1R4 6.792 14,144 1.09 9025 121h STREET US. I 1R. BLVD. 7,344 7,184 7,201 -17.05% 9/212020 5.971 3.052 2.921 6.929 1.16 2305 OLD DIXIE HWY S. COUNTY LINE OSLO RD. 5.080 S,151 5,316 17.07% 1282020 6.226 2.861 3.165 5,X52 n 04 2310 OLD DIXIE HWY OSLO RD. 411; STREET 7,343 7,167 7,657 8.82% 1/28/2020 8.332 3.865 4.467 7.932 0.94 B-13 FLORIDA DEPARTMENT OF TRANSPORTATION TRANSPORTATION STATISTICS OFFICE 2020 HISTORICAL AADT REPORT COUNTY: 88 - INDIAN RIVER SITE: 9150 - MAIN ST FROM US 1 TO FLEMING ST (COUNTY LINK: 9150) YEAR ---- AADT ---------- DIRECTION 1 ------------ DIRECTION 2 *K FACTOR D FACTOR T FACTOR 2020 1050 R E 450 ------------ W 600 --------- 9.00 -------- 51.30 -------- 8.80 2019 1100 T E 450 W 650 9.00 51.00 13.10 2018 1100 S E 450 W 650 9.00 52.30 3.80 2017 1100 F E 450 W 650 9.00 50.90 5.40 2016 1100 C E 450 W 650 9.00 51.80 8.20 2015 5500 V E 2600 W 2900 9.00 51.80 3.90 2014 5500 R E 2600 W 2900 9.00 51.70 5.30 2013 5500 T E 2600 W 2900 9.00 50.80 3.00 2012 5500 S E 2600 W 2900 9.00 55.20 4.00 2011 5500 F E 2600 W 2900 9.00 55.70 6.40 2010 5500 C E 2600 W 2900 10.00 54.79 4.00 2009 6900 C E 3600 W 3300 9.97 55.49 6.40 2008 6900 C E 3300 W 3600 10.08 55.82 4.70 AADT FLAGS: C = COMPUTED; E = MANUAL ESTIMATE; F = FIRST YEAR ESTIMATE S = SECOND YEAR ESTIMATE; T = THIRD YEAR ESTIMATE; R = FOURTH YEAR ESTIMATE V = FIFTH YEAR ESTIMATE; 6 = SIXTH YEAR ESTIMATE; X = UNKNOWN *K FACTOR: STARTING WITH YEAR 2011 IS STANDARDK, PRIOR YEARS ARE K30 VALUES B-14 FLORIDA DEPARTMENT OF TRANSPORTATION TRANSPORTATION STATISTICS OFFICE 2020 HISTORICAL AADT REPORT COUNTY: 88 - INDIAN RIVER SITE: 0036 - HIGH ST NORTH OF SEBASTIAN BLVD(EB) YEAR ---- AADT ---------- DIRECTION 1 DIRECTION 2 *K FACTOR D FACTOR T FACTOR 2020 700 ------------ F N 350 ------------ S 350 --------- 9.00 -------- 51.30 -------- 5.40 2019 700 C N 350 S 350 9.00 51.00 5.40 2018 850 S N 400 S 450 9.00 52.30 5.10 2017 850 F N 400 S 450 9.00 50.90 5.10 2016 850 C N 400 S 450 9.00 51.80 5.10 2015 750 C N 350 S 400 9.00 51.80 36.00 2014 250 S 9.00 51.70 5.30 2013 250 F 0 0 9.00 50.80 3.00 2012 250 C N 0 S 0 9.00 55.20 4.00 AADT FLAGS: C = COMPUTED; E = MANUAL ESTIMATE; F = FIRST YEAR ESTIMATE S = SECOND YEAR ESTIMATE; T = THIRD YEAR ESTIMATE; R = FOURTH YEAR ESTIMATE V = FIFTH YEAR ESTIMATE; 6 = SIXTH YEAR ESTIMATE; X = UNKNOWN *K FACTOR: STARTING WITH YEAR 2011 IS STANDARDK, PRIOR YEARS ARE K30 VALUES B-15 2020 PEAK SEASON FACTOR CATEGORY REPORT - REPORT TYPE: ALL CATEGORY: 8801 CEN.-W OF US1 TO I95 MOCF: 0.93 WEEK DATES SF PSCF --=----------------------------------------------------------------------------- * 1 01/01/2020 - 01/04/2020 0.96 1.03 * 2 01/05/2020 - 01/11/2020 0.92 0.99 * 3 01/12/2020 - 01/18/2020 0.88 0.95 * 4 01/19/2020 - 01/25/2020 0.88 0.95 * 5 01/26/2020 - 02/01/2020 0.87 0.94 * 6 02/02/2020 - 02/08/2020 0.87 0.94 * 7 02/09/2020 - 02/15/2020 0.86 0.92 * 8 02/16/2020 - 02/22/2020 0.89 0.96 * 9 02/23/2020 - 02/29/2020 0.92 0.99 *10 03/01/2020 - 03/07/2020 0.94 1.01 *11 03/08/2020 - 03/14/2020 0.97 1.04 *12 03/15/2020 - 03/21/2020 1.00 1.08 *13 03/22/2020 - 03/28/2020 1.08 1.16 14 03/29/2020 - 04/04/2020 1.16 1.25 15 04/05/2020 - 04/11/2020 1.24 1.33 16 04/12/2020 - 04/18/2020 1.32 1.42 17 04/19/2020 - 04/25/2020 1.26 1.35 18 04/26/2020 - 05/02/2020 1.20 1.29 19 05/03/2020 - 05/09/2020 1.13 1.22 20 05/10/2020 - 05/16/2020 1.07 1.15 21 05/17/2020 - 05/23/2020 1.06 1.14 22 05/24/2020 - 05/30/2020 1.04 1.12 23 05/31/2020 - 06/06/2020 1.03 1.11 24 06/07/2020 - 06/13/2020 1.01 1.09 25 06/14/2020 - 06/20/2020 1.00 1.08 26 06/21/2020 - 06/27/2020 1.01 1.09 27 06/28/2020 - 07/04/2020 1.02 1.10 28 07/05/2020 - 07/11/2020 1.03 1.11 29 07/12/2020 - 07/18/2020 1.04 1.12 30 07/19/2020 - 07/25/2020 1.04 1.12 31 07/26/2020 - 08/01/2020 1.04 1.12 32 08/02/2020 - 08/08/2020 1.03 1.11 33 08/09/2020 - 08/15/2020 1.03 1.11 34 08/16/2020 - 08/22/2020 1.03 1.11 35 08/23/2020 - 08/29/2020 1.02 1.10 36 08/30/2020 - 09/05/2020 1.02 1.10 37 09/06/2020 - 09/12/2020 1.01 1.09 38 09/13/2020 - 09/19/2020 1.01 1.09 39 09/20/2020 - 09/26/2020 1.00 1.08 40 09/27/2020 - 10/03/2020 1.00 1.08 41 10/04/2020 - 10/10/2020 0.99 1.06 42 20/11/2020 - 10/17/2020 0.98 1.05 43 10/18/2020 - 10/24/2020 0.98 1.05 44 10/25/2020 - 10/31/2020 0.99 1.06 45 11/01/2020 - 11/07/2020 0.99 1.06 46 11/08/2020 - 11/14/2020 1.00 1.08 47 11/15/2020 - 11/21/2020 1.00 1.08 48 11/22/2020 - 11/28/2020 0.99 1.06 49 11/29/2020 - 12/05/2020 0.98 1.05 50 12/06/2020 - 12/12/2020 0.97 1.04 51 12/13/2020 - 12/19/2020 0.96 1.03 52 12/20/2020 - 12/26/2020 0.92 0.99 53 12/27/2020 - 12/31/2020 0.88 0.95 * PEAK SEASON 27-FEB-2021 10:30:03 830UPD 4 8801 PKSEASON.TXT 239 0424 Links Maintenance Report CDI'FF055_ - Links Maintenance Report LiNA if' LINK DESCRIPTION CAPACITY CURRENT TOTAL VESTED DEMAND 101ON S.R. AIA//S. COU14TY LINE//S. VB CITY L 924 568 4 572 1OIDS S.R. AIA//S. COUNTY LINE//S. VS CITY L 924 632 i 633 102314 S.R. AIA//S. VB CITY L//177H STREET 1, 144 568 0 568 2020S S.R. AIA//S. VB CITY L//17TH STREET 1,201 632 0 632 303ON S.R. AIA//17TH STREET//S.R. 60 924 716 4 720 1030S S.R. AIA//17TH STREET//S.R. 60 924 964 - 967 2040N S.R. AIA//S.R. 60//N. VB CITY L 3,144 912 1 913 1040S S.R. AIA//S.R. 60//N. VB CITY L 1,144 1,014 - 1,019 105014 S.R. AIA//N. VB CITY L//FRED TUERK RD 924 747 0 747 1050S S.R. AIA//N. VB CITY L//FRED TUERK RD 924 822 0 822 106ON S.R. AIA//FRED TUERK RD//OLD WINTER BCH RD 924 582 C 582 2060S S.R. AlA//FRED TUERK RD//OLD WINTER BCH RD 924 629 0 629 207ON S.R. AIA//OLD WINTER BCH RD//N. IRS L 1,190 577 0 577 1070S S.R. AIA//OLD WINTER BCH RD//N. IRS L 1,190 442 0 442 108014 S.R. AIA//N. IRS L//C.R. 510 1,190 577 20 597 1 060S S.R. AIA//N. IRS L//C.R. 510 1,190 442 20 462 109ON S.R. AlA//C.R. 510//N. COUNTY LINE 1,190 276 -. 294 1090S S.R. AIA//C.F. 510//N. COUNTY LINE Boo 381 14 395 111ON INDIAN RIVER BD.//4TH ST @ US 1//12TH 1,960 694 G 694 1110S INDIAN RIVER BD.//4TH ST @ US 1//12TH 1,960 1,277 0 1,277 1120N INDIAN RIVER BD.//12TH STREET//S. VB CITY L 1,960 11015 0 1,015 1120S INDIAN RIVER BD.//12TH STREET//S. VB CITY L 1,960 1, 650 0 1,650 113ON INDIAN RIVER BD.//S. VB CITY L//177H STREET 1,960 1,015 1 1,016 1130S 114DIAN RIVER BD.//S. VB CITY L//17TH STREET 1,890 1,650 0 1,650 1140N INDIAN RIVER BD.//I 7TH STREET//21ST STREET 1,960 1,036 1 1,036 1140S INDIAN RIVER BD.//17TH STREET//21ST STREET 1,960 1,542 0 1,542 115ON INDIAN RIVER BD.//21ST STREET//S.R. 60 2,100 1,383 0 1,383 1150S INDIAN RIVER BD.//21ST STREET//S.R. 60 2,100 1,599 1 1,600 1160N INDIAN RIVER BD.//S.R. 60//NORTH VB CITY L 1,960 1,236 0 1,236 1160S INDIAN RIVER BD.//S.R. 60//NORTH VB CITY L 1,800 1,421 3 1,424 11ION INDIAN RIVER BD.//NORTH VS CITY L//US 1 .1y890 762 0 762 1170S INDIAN RIVER BD.//NORTH VB CITY L//US 1 1,960 625 28 653 1210N I-95//N. COUNTY LINE//C.R. 512 2,980 2,328 0 2,328 1210S 7-55//N. COUNTY LINE//C.R. 512 2,960 2,043 0 2,043 12204 I-95//C.R. 512//S.R. 60 2,980 2,328 0 2,328 122CS I-95//C.R. 512//S.R. 60 2,980 2,043 0 2,043 123GN I-95//S.R. 60//OSLO RD 2,980 2,070 0 2,070 1230S 1-95//S.R. 60//OSLO RD 2,980 1,980 0 1,980 124GN 1-95//CSLO RD//S. COUNTY LINE 2,980 2,070 i 2,071 1240S I-95//OSLO RD//S. COUNTY LINE 2.980 1,980 v 1,990 1305N U.S. 1//S. COUNTY LINE//OSLO RD 1,960 1,298 22 1,320 i3C'SS U.S. 1//S. COUI4TY LINE//OSLO RD 1,960 1,122 14 1,736 131 C'N U.S. 1//OSLO RD//4TH ST @ IR BLVD 2,940 1,419 12 1,431 131GS U.S. 7//CSLO RD//4TH ST @ IR BLVD 2,940 2,075 = 2,077 2 31 514 U.S. 1//4TH ST @ IR BLVD//8TH STREET 2,000 1,027 0 1,011 1315S U.S. 1//4TH ST @ IR BLVD//8TH STREET 2,000 1,469 D 1,469 :32,0:4 U.S. 1//6TH STREET//12TH STREET 1,960 1,045 v 1,045 i 320S U.S. 1//6TF. 5TREET//12TH STREET 1,960 1,280 .. 1,280 1325N4 U.S. 1//32TH STREET//S. VB CITY L 1,630 1,219 .. 1,219 1325S U.$. 1//12TH STREET//S. VB CITY L 1,630 1,412 .i 1,412 13fr4 U.S. i//S. 78 CITY L//177H STREET 1,770 1,183 .. 1,183 33GS U... 1//S. V5 CITY L//17TH STREET 1,770 1,e50 4 1,250 _33SN U.S. 1/117TH STREET//S.R. 60 1,500 1,146 1,156 -.-., U.S. 1//17TH STREET//S.R. 60 1,500 1,087 1,097 1 407: U•S. 1//S.R. 60//ROYAL PALM PL 1,500 119 ._ 791 3405 �•_. 1//S.R. 60//FCYAL PALM FL 1,500 '40 c 846 7345'4 U.S. i//F.CYAL PALM FL//ATLANTIC BLVD 2,116 1,C06 .. 7,024 C.S. i//FOYAL PALM PL//ATLANTIC BLVD 1,770 P91 902 . 35 CN P.S. 1//ATLANTIC BLVD//N. VE CITY L 2,322 11106 _ 1,126 _.,_._ .• li/A.TLAtITIC BLVD//N. VB CITY L 2,010 1. 170 .. 1,160 U.S. 2//N. VE CITY L//OLD DIXIE HWY 2,320 1,550 _. 1,571 _;_,._ .... ll,N. VE CITY L!/OLD DlSIE HWY 2,010 1,224 1,233 13P 0: ..... :!/CLD DIXIE HWY//41ST STREET 2,586 1,4i5 ,._ 1,500 _3E`.-5 S. 1/%ClC Cii:1E HWY//41ST STREET 2,010 1,000 __ 1,012 _.,. ... .... .,; 37 ST STF•EET//45TH STREET 2,�52 1, 432 _.. 1,454 -3E.S ..... :'/41 ST STREET//45TH STREET 2,010 99r :. 1,006 STREE7//49TH STREET 2,394 1,4ic __ 1,435 ,..-,� �•, li/45TH STREET//49TH STREET 2,010 90C __ 912 //ESTH STREET 2,568 1,65` _ 1,67? ._-...-. -,%+9TH STREET//E5TH STREET 2,010 1, 039 1,041 ._r... .... ... E7H STFF. ET/lE9T'r. STREET 2,631 1,549 1,567 _ .. .... ..,_-... _,F.EET/IE.TH ,,.BEET 11960 ,i0i : 1,019 60 AVAILABLE sAPACITY 352 291 576 569 204 -43 1 231 125 177 102 342 295 613 748 593 728 3 896 2 485 1,266 3 663 6 945 5 310 8 944 5 240 8 924 5 418 7 717 6 500 7 724 6 376 7 1,128 4 1,307 3 653 7 9-.8 6 653 7 938 6 910 6 1,000 6 909 6 1,000 6 640 6 224 8 1,5C9 4 8E3 7 9 4 5 531 7 925 5 6E0 6 4:1 7 21 8 5'.7 6 5--0 7 349 4:3 7 7C9 5 6'4 5 1,0 2 q 8E3 5 4 8-0 5 749 6 7 6 1,C'6 5 9=6 5 6 1,0:% 5 6 2, 0r5 45 6 9;9 51 1,C:, 5 - 5 0 2 2 6 0 8 8 7 1 6 0 1 0 0 5 9 2 61.9 68.5 49.7 52.6 78.0 04.6 79.8 89.0 80.8 88.9 63.0 68.1 48.5 37.1 50.2 8.8 4.7 44.9 5.4 5.1 1.8 4.2 1.9 7.3 2.9 8.7 5.9 6.2 3.1 9.1 0.3 3.3 8.1 8.6 8.1 8.6 9.6 6.4 9.5 6.4 7.3 8.6 8.7 0.7 0.8 3.5 3.3 5.3 4.8 6.7 6.8 .6 77.1 .5 .7 .4 8A .9 .5 .7 .7 .4 .0 .4 .8 .2 .2 .4 .3 .8 .6 .0 240 of 42A.,, Links Maintenance Report CDFF.9055 - Links Hain[enance Report LINK 9 LINK DESCRIPTION CAPACITY CURRENT TOTAL 80, VESTED DEMAN AVAILABLE CAPACITY 1385N U.S. 1//69TH STREET//OLD DIXIE HWY 2,648 1,447 i•9 1,465 1,183 55.3 1385S U.S. 1//69TH STREET//OLD DIXIE HWY 1,960 974 35 1,009 951 61.5 139ON V.S. 1//OLD DIXIE HWY//SCHUMANN DR 2,210 1,335 1.6 1,350 060 61.1 1390S U.S. 1//OLD DIXIE HWY//SCHUMANN OR 1,960 1,G53 15 1,108 852 66.6 1395N U.S. 1//SCHUMAN14 DR//C.R. 512 1,960 1,304 0 1,304 656 66.5 1395S U.S. 1//SCHUMANN DR//C.R. 512 1,960 1,144 0 1,144 816 58.4 140ON U.S. 1//C.R. 512//N. SEE CITY L 1,630 1,300 16 1,316 314 80.7 1400S U.S. 1//C.R. 512//N. SEE CITY L 1,712 11319 15 1,134 578 66.2 1405N U.S. 1//N. SEE CITY L//ROSELAND RD 1,960 1,157 0 1,157 803 59.0 1405S U.S. 1//N. SEE CITY L//ROSELAND RD 1,960 1 ,257 ;; 1,157 803 59.0 141ON U.S. 1//ROSELAND RD//N. COUNTY LINE 1,960 1, 141 0 1,141 819 58.2 1410S U.S. 1//ROSEIAND RD//N. COUNTY LINE 11960 964 964 996 49.2 15ION SCHUMANN DR//C.R. 520 8 66TH AVE//S. SEE 880 501 6 507 373 57.6 1510S SCHUMANN DR//C.R. 510 8 66TH AVE//S. SEE 880 316 1 311 563 36.0 1520N SCHUMANN DR//S. SEE CITY L//U.S. I 880 310 0 310 570 35.2 1520S SCHUMANN DR//S. SEE CITY L//U.S. 1 880 231 0 231 649 26.3 161ON ROSELAND RD//C.R. 512//N. SEE CITY L 880 372 0 372 508 42.3 1620S ROSELAND RD//C.R. 512//N. SEE CITY L 880 450 0 450 430 51.1 1620N ROSELAND RD//N. SEE CITY L//U.S. 1 880 471 0 471 409 53.6 1620S ROSELAND RD//N. SEE CITY L//U.S. 1 880 765 0 765 115 86.9 1710E C.R. 512//S.R. 60//T-95 880 569 it 580 300 65.9 17ION C.R. 512//S.R. 60//1-95 1,190 882 0 882 308 74.1 1720E C.R. 512//L-95//C.R. 510 1,960 871 50 921 1,039 47.0 1720W C.R. 512//I-95//C.R. 510 1p690 980 1 981 909 51.9 1730E C.R. 512//C.R. 510//W. SEE CITY L 1,960 967 D 967 993 49.3 1730W C.R. 512//C.R. 510//W. SEE CITY L 1,960 11005 0 11005 955 51.3 1740E C.R. 512//W. SEE CITY L//ROSELAND RD - 1;960 737 0 737 1,223 37.6 1740W C.R. 512//W. SEE CITY L//ROSELAND RD 1,960 760 0 760 1,200 38.8 1750E C.R. 512//ROSELAND RD//U.S. 1 1,960 553 0 553 1,407 28.2 175OW C.R. 512//ROSELAND RD//U.S. 1 1,960 736 0 736 1,224 37.5 1810E C.R. 530//C.R. 512//66TH AVE 880 471 44 515 365 58.5 181OW C.R. 510//C.R. 512//66TH AVE 880 765 0 765 115 86.9 1820E C.R. 510//66TH AVE//58TH AVE 880 432 35 467 413 53.1 1820W C.R. 510//66TH AVE//58TH AVE _. ,880 748 14 762 118 86.6 1830E C.R. 510//58TH Ave//U.S. 1 880 575 25 599 281 68.1 183ON C.R. 510//58TH AVE//U.S. 1 880 78i 26 808 72 91.8 1940E C.R. 510//U.S. 1//S.R. AIA 2,049 629 61 690 1,359 33.7 184OW C.R. 510//U.S. 1//S.R. AlA 2,049 950 64 1,034 11015 50.5 1905E S.R. 60//W. COUNTY LINE//C.R. 512 2,660 269 0 269 2,391 10.1 1905W S.R. 60//W. COUNTY LINE//C.R. 512 2,660 138 0 138 2,522 6.2 1907E S.R. 60//C.R. 512M OOTH AVE 1,890 443 0 443 1,447 23.4 2S,VW S.F. 60//C.R. 512MOOTH AVE 1,890 23" 1 232 1,658 12.3 1910E S.R. 60//100TH AVE//I-95 1,960 596 4- 641 1,319 32.7 191OW S.R. 60//100TH AVE//I-95 1,960 1iC 887 1,073 45.3 1915E S.R. 60//I-951/82ND AVE 2,680 1,142 57 1,199 1,481 44.7 19151•I S.R. 60//1-95//82ND AVE 2,680 _,ECP E4 1,472 1,208 54.9 1920E S.F.. 60//62ND AVE//66TH AVE 2,940 1,G: _ 11085 1,655 36.9 192011 S.F. EO//e2ND AVE//66TH AVE 2,940 1,22E -._ 1,278 2,662 43.6 1925E S.F. E0//66TH AVE//58TH AVE 2,940 1,494 .. 11508 1,432 51.3 1925W S.R. 60//66TH AVE//58TH AVE 2,940 1,491 3i 1,527 1,413 51.9 1930E S.F. 601/58TH AVE//43RD AVE 2,940 1,494 i9 1,513 11427 51.4 1930W S.F. E0//58TH AVE//43RD AVE 2,940 1,4E2 24 1,486 1,454 50.5 1935E S.R. 60//43RD AVE//27TH AVE 2,940 i,3L9 i 1,309 1,631 44.5 1935W S.F. E0//43RD AVE//27TH AVE 2,940 i,4iG ., 1,426 1,514 48.5 1940E S.R. 60//27TH AVE//20TH AVE 2,940 .. .. 1,099 1,541 37.4 1940W S.F. E0//27TH AVE//20TH AVE 2,940 ,-.. 1,214 1,726 41.3 1945E S.F. 60//20TH AVE//OLD DIXIE HWY 3,396 941 2,955 27,7 19451•: S.F.. 60//2DTH AVE//OLD DIXIE HWY 3,396 986 2,410 29.0 22950E S.F. EO//CLD DIXIE HWY//IOTH AVE 3,396 _,CL 1,007 2,359 29.7 1 cSO,.,; c.F. E0//OLD DIXIE HWY//IOTH AVE 3,396 - 774 2,622 22.8 1955E S.F. EO//LOTH AVE//U.S. 1 3,396 °4 847 2,549 24.9 1 oe ail., S.F,. E0!/10TH AVE//D.S. 1 3,39E _i. 560 2,83E 16.5 i yEC,-- S.F. E0//U.S. 1//INDIAN FIVEr-. EL%T 2,100 P..i 612 1,4E r. 29.1 29f,;,i: S.F. EO//V.S. 1//INDIAN RIVER BL.- 3,020 S.i. 410 2,EiG 13.6 1 cf5r S.F. E01/111DIAN RIVER ELVD//1CWW 2,100 ,_.. 1,205 595 57.4 i 9E5�; S.F. EO//IND:AG RIVER BLCD//:C4:!G 2,100 _,__. 1,260 8.4G 60.0 S.F. ED/;1crlw%/S.F. AlA 1,630 .._ 592 60.9 Ci7 ..F.. Ec;/ICI9li//S.F. AIA 1,630 9-. 902 55.3 DR 1,630 - 597 ., :i 36.6 SF %o; l�F. AIAlIOCEAC DR 1, 630 452 ,i4� 29.6 _,.._ .MTh .-//EE... AV/,74T.. 709 _ - 164 26.0 _. TF...rcEfTr: A,7/74T.. AA' 709 _., 264 .,.. 37.2 241 of 42A.,E Links Maintenance Report CDFRP055 - Links Maintenance Report LjNK# CURRENT TOTAL 80. VESTED �7 AVAILABLE CAPACITY 2010E COLLEGE LANE - FORMERLY 9340E//56TH//HEDDEN 709 399 C. 399 310 56.3 201OW COLLEGE LANE - FORMERLY 9340W//56TH 709 287 0 287 422 40.6 2015E COLLEGE LANE - FORMERLY 9345E//HEDDEN 709 3F5 0 389 320 54.9 2015W COLLEGE LANE - FORMERLY 9345W//HEDDEN 709 287 0 297 422 40.5 2020E 16TH STREET//58TH AVE//43RD AVE 680 231 2 233 647 26.5 202OW 16TH STREET//58TH AVE//43RD AVE 880 299 1 300 580 34.1 2030E 16TH STREET//43RD AVE//27TH AVE 880 330 1 331 549 37.6 203OW 16TH STREET//43RD AVE//27TH AVE 860 314 0 314 566 36.7 2040E 16TH STREET//27TH AVE//20TH AVE 880 293 0 293 587 33.3 204OW 16TH STREET//27TH AVE//20TH AVE 880 345 0 345 535 39.3 2050E 16TH STREET//20TH AVE//OLD DIXIE HWY 1,290 s53 0 553 737 42.9 2050W 16TH STREET!/20TH AVE//OLD DIXIE HWY 1,290 611 0 611 680 47.3 2060E 16TH/17TH ST//OLD DIXIE HWY//U.S. 1 1,770 496 0 496 1,274 28.0 206OW 16TH/17TH ST//OLD DIXIE HWY//U.S. 1 1,770 477 0 477 1,293 27.0 2110E !7TH ST//U.S. !//INDIAN RIVER BLVD 1,770 456 0 458 1,323 25.8 2130W 17TH ST//U.S. !//INDIAN RIVER BLVD 1,770 626 0 626 1,144 35.4 2120E 17TH ST//INDIAN RIVER BLVD//S.R. AIA 1,960 1,014 D 1,014 946 51.7 212OW 17TH ST//INDIAN RIVER BLVD//S.R. AIA 1,960 1, 23` 0 1,238 722 63.2 2210E 12TH STREET//82ND AVENUE//5BTH AVE 1,960 1,014 0 1,014 946 51.7 221OW 12TH STREET//82ND AVENUE//58TH AVE 792 73 0 73 719 9.2 2215E 12TH ST//66TH AV//5BTH AV 675 = 0 73 602 10.8 2215W 12TH ST//66TH AV//58TH AV 675 91 0 91 584 13.5 2220E 12TH STREET//58TH AVE//43RD AVE 880 263 16 281 599 31.9 2220W 12TH STREET//58TH AVE//43RD AVE 880 293 0 293 587 33.3 2230E 12TH STREET//43RD AVE//27TH AVE 880 303 0 303 577 34.4 2230W 12TH STREET//43RD AVE//27TH AVE B80 407 1 408 472 46.3 2240E 12TH STREET//27TH AVE//20TH AVE 675 418 0 - 418 257 62.0 2240W 12TH STREET//27TH AVE//20TH AVE - 675 538 0 - 538 137 79.8 2250E 12TH STREET//20TH AVE//OLD DIXIE HWY BBD 514 0 514 366 58.4 225OW 12TH STREET//20TH AVE//OLD DIXIE HWY 880 657 0 657 223 74.7 2260E 12TH STREET//OLD DIXIE HWY//U.S. 1 _ 1,770 631 0 631 1,139 35.7 226OW 12TH STREET//OLD DIXIE HWY//U.S. 1 1,770 741 0 741 1,029 41.9 2305N OLD DIXIE HWY//S. COUNTY LINE//OSLO RD - 880 282 4 206 594 32.5 2305S OLD DIXIE HWY//S. COUNTY LINE//OSLO RD 634 305 0 - 305 329 48.0 231 ON OLD DIXIE HWY//OSLO RD//4TH ST - 680 324 1 325 555 36.9 2310S OLD DIXIE HWY//OSLO RD//4TH ST 880 480 0 480 400 54.5 2315N OLD DIXIE HWY//4TH ST//8TH ST 792 457 9 466 326 58.8 2 315S OLD DIXIE HWY//4TH ST//8TH ST 792 542 11 553 239 69.8 2320N OLD DIXIE HWY//8TH ST//12TH ST 792 49E 0 499 294 62.9 2320S OLD DIXIE HWY//BTH ST//12TH ST 792 645 0 645 147 81.4 23254 OLD DIXIE HWY//12TH ST//S. VE CITY L 675 454 0 454 221 67.2 2325S OLD DIXIE HWY//12TH ST//S. VE CITY L 675 599 0 599 76 88.8 2330N OLD DIXIE HWY//S. VB CITY L//16TH ST 675 376 0 376 299 56.7 2330S OLD DIXIE HWY//S. VB CITY L//16TH ST 675 416 0 416 259 61.6 2335N OLD DIXIE HWY//16TH ST//S.R. 60 860 29� 0 299 561 34.8 2335S OLD DIXIE HWY//16TH ST//S.R. EO 860 233 0 233 627 27.1 2345N OLD DIXIE HWY//41ST ST//45TH ST B80 IE.P 0 168 712 19.1 2 345S OLD DIXIE HWY//41ST ST//45TH ST 080 1E7 0 167 713 19.0 235ON OLD DIXIE HWY//45TH ST//45TH ST 880 0 103 777 11.7 2350S OLD DIXIE HWY//45TH ST//49TH ST 880 .= 0 93 787 10.6 235511 OLD DIXIE HWY//49TH ST//65TH ST e90 :2E C 126 754 14.4 2355S OLD DIXIE HWY//49TH ST//E5TH ST 6e0 10.4 771 12.4 2360N OLD DIXIE HWY//65TH ST//E9TH ST e80 ;3: 0 131 749 14.9 2360S OLD DIXIE HWY//65TH ST//E97H ST 680 G 81 799 9.2 23651; OLD DIXIE HW'Y//E97H ST//C.R. 51C 793 ICE 0 105 688 13.2 2365S OLD DIXIE HWY//E9TH ST//C.R. 51C 1,190 �4 0 54 1,136 4.5 241011 27TH AVENUE/IS. COUNTY LINE//CSLC FD 1,068 + 487 581 45.6 2410S 277H AVENUE//S. CCUNTY LINE//CSLO FC 1,06@ 594 594 474 55.6 2420N 27TH AVENUE//OSLC FD//4TH ST 1,068 E:= 613 455 67.4 2420S 27TH AVENUE//OSLC F.D//4TH ST 1,066 -- 0 722 346 67.6 243011 27TH AVENUE//47H ST//ETH ST 1,032 _.. ,. 557 475 54.0 2430S :7TH. AVENUE//47H ST//67H S. 1,032 CE 0 706 326 68.4 244011 :771H AVEIIUE//ETH ST//1:7H ST 1,032 460 572 44.6 2440S 27TH AVENUE//STH ST//.:TH ST 1,032 E5° 0 699 333 67.7 245ON 27TH AVENUE//12TH ST//S. VE -:T? L 1,032 ... 0 430 602 41.7 245GS :7TH AVENUE//1:TY:.ST//S. VS C'T": L 1,032 642 390 62.2 2460NC :7TH AVENUE//S. VEc1Ta L,/m;7H S- 1,032 ._ _ 430 E02 41.7 2460S f G:'.cTH - :7TH AVENUE//S. VE CiTc 1,032 642 350 62.2 24 CN 7H AVENGEi.i.i.. .":/5... 1,032 ., 571 455 65.9 2470S _7TH AVENGE//'%TH ET//E.F. =. 1,032 .:� 44E SF6 43.2 24b:•!; _77„ AVENUE!/s... _/:..-_....-. -,. _ 610 _<. 269 _-. 33.2 746S --TH hVENCE, :S.n, t•;;;,-:.::!;-::' F.._ 810 ,.. 412 _.. 50.8 242 of 4248.19 Links Maintenance Report CDFR9051 - Links Maintenance Fepezt LINK I LINK DESCRIPTION CAPAG I7Y CL'fiF.Et:T TOTAL 60 VESTED UMU AVAILABLE CAPACITY 25ION 27TH AVENUE//ATLANTIC BLVD//AVIATIOI: BLVD 960 4i9 0 419 541 43.7 2510S 27TH AVENUE//ATLANTIC BLVD//AVIATION BLVD 960 515 0 515 445 53.6 2530E OSLO RD//B2ND AVE//58TH AVE 880 34P 0 346 532 39.6 253OW OSLO RD//621:D AVE//58TH AVE 880 293 0 293 587 33.3 2540E OSLO RD//56TH AVE//43RD AVE 1,960 F2E 3 830 1,130 42.3 254OW OSLO RD//58TH AVE//43FD AVE 1,960 74`_ 6 750 1,210 36.3 2550E OSLO RD//43RD AVE//27TH AVE 1,960 ;,G85 34 1,119 841 57.1 255OW OSLO RD//43RD AVE//27TH AVE 1,960 9ii 4' 1,020 940 52.0 2560E OSLO RD//27TH AVE//20TH AVE 1,960 '3E 0 736 1,224 37.6 256OW OSLO RD//27TH AVE//20TH AVE 1,960 910 0 910 1,051 46.4 2570E OSLO RD//20TH AVE//OLD DIXIE HWY 1,960 745 0 745 1,215 38.0 257OW OSLO RD//2OTH AVE//OLD DIXIE HWY 11960 941 9 950 1,010 48.5 2580E OSLO RD//OLD DIXIE HWY//U.S. 1 1,960 672 0 672 1,288 34.3 25BOW OSLO RD//OLD DIXIE HWY//U.S. l 1,960 966 0 966 994 49.3 2610E 00 NOT USE - S/0 26ION - 6TH//17TH ST//S. 675 342 0 342 333 50.7 26ION 6TH AVENUE//17TH STREET//5. VE CITY L 675 461 6 467 208 69.1 2610S 6TH AVENUE//17TH ST//S. VB CITY L 675 40E 0 406 269 60.1 2620N 6TH AVENUE//S. VS CITY 1//S.F. 60 675 366 0 368 307 54.5 2620S 6TH AVENUE//S. VB CITY L//S.R. 60 860 122 0 122 738 14.2 2710N LOTH AVENUE//S.R. 60//ROYAL PALM BLVD 540 113 0 113 427 21.0 2710S LOTH AVENUE//S.R. 60//ROYAL PALM BLVD 675 i53 0 153 522 22.7 2720N LOTH AVENUE//ROYAL PALM BLVD//17TH ST 810 18l. 0 188 622 23.3 27205 LOTH AVENGE//ROYAL PALM BLVD//17TH ST 675 387 0 387 288 $7.3 291ON 20TH AVENUE//OSLO RD.//4TH ST 880 519 2 581 299 66.0 2610S 20TH AVENUE//OSLO RD.//4TH ST 680 377 0 377 503 42.9 282ON 20TH AVENUE//4TH ST//BTH ST 810 671 0 671 139 82.9 2820S 20TH AVENUE//4TH ST//BTH ST 810 305 0 305 505 37.7 283ON 20TH AVENUE//8TH ST//12TH ST 810 462 0 462 348 57.1 2830S 20TH AVENUE//8TH ST//12TH ST 010 361 0 ". 311 449 44,5 284ON 20TH AVENUE//12TH ST//S. VB CITY L 1,770 577 0 '•577 1,193 32.6 2840S 20TH AVENUE//12TH ST//S. VB CITY L 1,770 361 0 361 1,409 20.4 285ON 20TH AVENUE//S. VB CITY L//16TH ST 2,876 577 0 .577 1,293 30.8 2850S 20TH AVENUE//S. VB CITY L//16TH ST 1,870 304 0 304 1,566 16.3 286ON 20TH AVENUE//16TH S7//S.R. 60 1,870 407 0 407 1,463 21.7 2860S 20TH AVENUE//16TH ST//S.R. 60 1,870 lie 0 118 1,752 6.3 287ON 20TH AVENUE//S.R. 60//ATLANTIC BLVD 860 161 0 161 699 18.7 2870S 20TH AVENUE//S.R. 60//ATLANTIC BLVD 860 434 0 434 426 $0.5 2905N 43RD AVENUE//S. COUNTY LINE//OSLO RD 1,140 471 1 472 668 41A 2905S 43RD AVENUE//S. COUNTY LII:E//OSLO RD 1,190 465 0 465 725 39.1 2910N 43RD AVENUE//OSLO RD//4TH ST 1,056 642 19 661 395 62.6 2910S 43RD AVENUE//OSLO RD//4TH ST 1,056 47C 2 471 585 44.6 2915N 43RD AVENUE//4TH ST//8TH ST 964 750 9 759 105 87.9 2915S 43RD AVENUE//4TH ST//8TH ST 664 463 6 411 393 64.5 2920N 43RD AVENUE//BTH 5T//12TH S7 864 738 9 747 117 86.5 2920S 43RD AVENUE//BTH ST//12TH ST 864 493 8 501 363 58.0 2925N 43RD AVENUE//12TH ST//167H ST 864 -SG 0 750 114 86.8 2925S 43RD AVENUE//12TH ST//1ETH S7 864 -"_ 1 576 288 66.6 2930N 43RD AVENUE//16TH ST//S.Ft. E0 1,071 EC 0 760 311 70.9 2930S 43RD AVENUE//IETH ST//S.F. 60 1,071 41C 0 410 661 38.3 2935N 43RD AVENUE//S.R. EO//2ETH ST 1,796 4E9 0 469 1,327 26.1 2935S 43RD AVENUE//S.F. 9,0//26TH 17 1,796 = - 0 377 1,419 21.0 294ON 43RD AVEIIUE//2ETH ST//41S7 S. 8P0 399 8 407 473 46.2 2940S 43RD AVEIIUE//26TH ST//41S-. ST 860 285 8 293 587 33.3 2945N 431ZD AVENUE//41ST ST:/45TH 5T "0 ?C'4 12 315 565 35.9 2945S 43RD AVENUE//41ST ST//45TH ET P90 :yG 12 203 677 23.0 29SON 43RD AVENUE//45TH ST//49TH ST 890 %'L' 0 270 610 30.6 2950S 43RD AVENUE//45TH. ST//49TH F- FEU ._. 0 535 345 60.8 3005N 5BTx AVEIIUE//OSLC FC//4TH ST 1,9E0 Er.0 1 651 1,309 33.2 3005S 58T4 AVENUE//CSLC FD//4TH S: 1,960 "-.2 G 732 1,228 37.4 30ION SETH AVENUE//47H ST//6TH ST 1,770 zC9 0 809 961 45.7 3010S 5ETH A7.rE1JUE//4TH S://S:Ii ST 1,770 +cI 0 F86 984 50.1 3015N SETH AVENUE//ETH 5:!/:=Th ST 1,770 =2i 22 943 F27 63.3 3015S SETH AVENUE//E:H 57/!1_TH `. i,710 ..._- ,. 1,017 753 67.4 302ON 58TH AVEIIUE//1C:H S.,'16TH S. 1,770 ...._ 0 1,012 75e 57.2 3020S 5ETH. AVENUE//i:TH 1,7iG ...._ G 1,115 658 63.0 30251i SETH A':ENUE:;:Ei :';,,..... E. 1,'70 .... G 1, 037 733 58.6 3025S SETH AVENUE::,.:.. ........ cc ,77G 4 834 936 47.1 3030N 56TH AVEUUE/;S.E, c;;;,'4;:C S7 C 844 I,ilE 43.1 3030S 5E:H::VE:71 El; E'.F. c�.u; ,..' F- 493 1,4E'• 26.2 30351: °err: A..EI:L_.,,... .:..,....., 95 <,- .. 413 EQ4 41.4 3035_ SET.. 450 3^ 51.2 243 of 42A.20 Links Maintenance Report CDPR9055 - LinC5 N.aintenance Rep-, LIIJN M LINN OESLRIFTI ON .1?ACITY CUFF.ENT TOTAL 80. VESTED DULA" AVAILABLE CAPACITY 304014 56TH AVENUE//45TH ST//49TH ST 916 392 0 392 524 42.8 3040S 58TH AVEIJUE//45TH ST//49TH ST 8@0 422 0 422 458 47.9 3045N 58TH AVENUE//49TH ST//65TH ST 2,106 401 0 401 705 36.3 3045S 5eTH AVENUE//49TH ST//E5TH ST 880 405 94 499 381 56.7 30SON 56TH AVEIJUE//65TH ST//69TH ST 1,074 3£2 0 362 712 33.7 3050S 56TH AVENUE//65TH ST//69TH ST 8b0 353 1 354 526 40.2 3055N 58TH AVENUE//E9TH ST//C.R.510 680 2eO 280 600 31.8 3055S 56TH AVENUE//E9TH ST//C.R.510 890 238 0 238 642 27.0 307ON 66TH AV//OSLO RD//4TH ST 740 232 1 233 507 31.5 3010S 66TH AV//OSLO FD//4TH ST 740 314 0 314 426 42.4 3000N 66TH AV//4TH ST//ETH ST 1,190 327 n 327 863 27.5 3080S 66TH AV//4TH ST//6TH ST 11190 358 0 358 832 30.1 309ON 66TH AV//8TH ST//12TH ST 1,190 383 0 383 007 32.2 3090S 66TH AV//6TH ST//12TH ST 1,190 429 10 439 751 36.9 310ON 66TH AV//12TH ST//16TH ST 1,190 435 0 435 755 36.6 3100S 66TH AV//12TH ST//16TH ST 1,190 438 10 448 742 37.6 31ION 66TH AV//16TH ST//SR 60 832 445 0 445 387 53.5 3110S 66TH AV//16TH ST//SR 60 792 728 10 738 54 93.1 312ON 66TH AVENUE//S.R. COMM ST 880 735 F 743 137 84.4 3120S 66TH AVENUE//S.R. 60//26TH ST b80 793 10 903 77 91.3 313ON 66TH AVENUE//26TH ST//41ST ST 880 727 0 727 153 82.6 31305 66TH AVENUE//26TH ST//41ST ST 980 771 2 773 107 87.9 314ON 66TH AVENUE//41ST ST//45TH ST 860 686 0" 686 194 77.9 3140S 66TH AVENUE//41ST ST//45TH ST 880 704 0 -, 704 176 80.0 315ON 66TH AVENUE//45TH ST//65TH ST 890 525 0 - 525 355 59.6 3150S 66TH AVENUE//45TH ST//65TH ST 880 541 0 541 339 61.5 3160N 66TH AVENUE//65TH ST//69TH ST 880 668 0 668 212 76.9 3160S 66TH AVENUE//65TH ST//69TH ST 880 828 0 - `-828 52 94.1 317ON 66TH AVENUE//69TH ST//C.R. $10 880 699 0 - 699 181 79.4 3170S 66TH AVENUE//69TH ST//C.R. 510 880 88 1 89 791 10.1 3210N 74TH AVENUE//16TH STREET//SR 60 880 125 37 162 718 18.4 3210S 74TH AVENUE//16TH STREET//SR 60 880 125 0 - - 125 755 14.3 331ON 82ND AVENUE//OSLO RD//4TH ST 740 156 0 156 584 21.1 3310S 8214D AVENUE//OSLO RD//4TH ST 533 154 0 154 379 28.8 332ON 82ND AVENUE//4TH ST//12TH ST 880 197 3 200 660 22.8 3320S 82ND AVENUE//4TH ST//12TH ST 740 218 C 218 522 29.5 333ON 82ND AVENUE//12TH ST//S.R. 60 880 291 0 291 589 33.1 3330S 82ND AVENUE//12TH ST//S.R. 60 880 287 0 267 593 32.6 3340N 82ND AVENUE//S.R. 60//65TH ST 449 114 0 114 335 25.4 3340S 62ND AVENUE//S,R. 60//65TH ST 449 275 0 175 274 38.9 335ON 62ND AVENUE//65TH 5T//69TH ST 740 26 0 26 714 3.5 3350S 82ND AVENUE//E5TH ST//65TH ST 740 24 C. 24 716 3.2 336ON 98TH AVENUE//6TH STREET//12TH STREET 890 113 C 113 767 12.8 3360S 96TH AVENUE//ETH STREET//12TH STREET 880 120 0 120 760 13.6 337OR 98TH AVENUE//12TH STREET METH STREET 880 156 0 156 724 17.7 3370S 9ETH AVENUE//12TH STREET//1ETH STP.P.ET 980 122 122 758 13.9 338ON 98TH AVENUEM ETH STFEET//SR EO 890 93 112 205 675 23.3 3380S 96TH AVENUE//1ETH STREET//SR 60 680 123 _. 151 729 17,2 3390N 96TH AVENUE//SF EO//2ETH STREET 1,190 44 _ 44 1,146 3.7 3390S 9ETH AVENUE//SF EC//26TH STREET 1,190 41 C. 41 1,149 3.5 3610E 77TH ST//EETH AVENUE//U.S. : 634 79 c 84 550 13.2 3610W 77TH ST//E6TH AVENUE//U.S. 792 136 136 656 17.2 3710E E9TH STREET//E:IJD AVEIJUE//E6TH AVE 449 31 37 412 8.3 371OW 69TH STREET//E:NL AVEIJUE//EETH AVE 740 40 40 700 5.5 3720E E9TH. STREET//E6TH AVENUE/156TH AVE 634 55 ., 55 579 8.6 3720W E9TY. STREET//EETH AVENUE//5ETH AVE 634 i95 195 439 30.7 3730E E9TH STFEET //56TH. AVEIJUE//OLD D?::IE HY'i 8n0 74 74 806 8.5 373OW 69TH FTREET//"`-ETH AVEIJUE//OLD DIXIE H'6Y 880 62 _ 82 79E 9.4 3740E E9TH ST F EET: JC L P. DI i:iE W'i U.S. 1 540 71 71 4E9 13.1 374OW E9TH ST F.EET;;OLD C?:•::E HWil/C.S. i 540 64 2 64 476 11.8 3820E 657H ST//EETH AVENUE;/5ETH AVENUE 860 40 _ 40 $40 4.6 382ON' 65TH F./:EETH .AVEUUE//SETH AVENUE 8110 55 55 92E 6.2 3830E EETH _.,.SFTY-.VE.:UE//,.LD GI}::E r.la', Eno 4 74 806 8.4 383GW FSTH _;.,SE;F. ):VF::UE//„LC .....1E HWY 8FO i22 ... 137 743 15.6 384CE E5TH .T, /cl.. =.;:IE ..r.., /u... 980 55 55 A26 6.2 7 c4CW c_'.. EW"r /; .._. _ n90 - 32 7F. 9.3 422CE 4!-7H F. -...=UVE/; =E7H A ENVE 533 52 52 4Ei 9.7 422 OW 491'k S.. "F ET 8N0 i0% 107 7%3 12.1 423CE ,.-r. _7..SE7....,_..:'E:/4]FC n'EtJI'E 50 2E7 267 Ei3 30.3 423CW ,.'- _;.,`eT-....E'J;_..,_FD n:'E:::E ..50 __- 223 ES-1 25.3 424CE 194 EiE 23.9 424C:[ ,.%_ _:/,;.-_. -. _...=;,'r._: _..._ .... r10 =C= - 202 EGc 25.0 244 of 424 e.,, Links Maintenance Report CDPR9055 - ..Sn F.s HainrenAnce Report I'm # LINK DESCRIPTION CAPACITY CURRENT TOTAL !0 VESTED ptalaiiQ AVAILABLE CA, ACITY 4250E 49TH S,//OLD DIXIE HWY//U.S. 1 8?0 134 0 134 616 16.5 425OW 49TH ST//OLD DIXIE HWY//U.S. 1 810 139 0 139 671 17.1 4320E 45TH ST//f6TH AVENUE//56TH AVENUE 880 131 0 131 749 14.9 4320W 45TH ST//66TH AVENUE//58TH AVENUE 860 210 0 210 670 23.9 4330E 45TH ST//56TH AVENUE//43RD AVENUE 880 284 38 322 558 36.6 4330W 45TH 57//58TH AVENUE//43RD AVENUE 890 272 24 295 585 33.6 4340E 45TH ST//43RD AVENUE//OLD DIXIE HWY BOO 370 0 370 510 42.0 4340W 45TH ST//43RD AVEIIUE//OLD DIXIE HWY 680 380 0 380 500 43.2 4350E 45TH ST//OLD DIXIE HWY//INDIAtI F.IV BD 880 256 0 256 624 29.1 435OW 45TH ST//CLD DIXIE HWY'MUDIAN RIV ED 880 289 0 289 591 32.8 4420E 41ST ST//E6TH AVE//58TH AVE 890 '44 0 144 736 16.3 4420W 41ST ST//EGTH AVE//56TH AVE 675 213 0 213 462 31.6 4430E 41ST ST//58TH AVE//43RD AVE 880 337 O 337 543 38.3 4430W 41ST ST//56TH AVE//43RD AVE 880 405 0 405 475 46.1 4440E 41ST ST//43RD AVE//OLD DIXIE HWY 675 354 2 356 319 52.7 4440W 41ST ST//43RD AVE//OLD DIXIE HWY 540 370 0 370 170 68.4 4450E 41ST ST//OLD DIXIE HWY//IIIDIAII RIV ED 540 225 0 225 315 41.6 445OW 41ST ST//OLD DIXIE HWY//INDIAN RIV EL 880 272 0 272 608 30.9 4460E 37TH ST//U.S.t11//INDIAtI RIV BLVD 992 501 0 501 491 50.5 4460W 37TH ST//U.S.H1//INDIAN RIVER BLVD 992 912 0 912 80 92.0 4470E 33RD ST//66TH AV//58TH AV 634 73 0 73 561 11.5 4470W 33RD ST//66TH AV//58TH AV 832 77 30 '07 745 10.5 4710E 26TH ST//74TH AV//66TH AV 792 222 0 "222 570 28.1 471OW 26TH ST//74TH AV//66TH AV 792 360 0 360 432 45.4 4720E 26TH ST//66TH AVENUE//58TH AVENUE 080 350 0 _ - 3S0 530 39.8 472OW 26TH ST//66TH AVENUE//58TH AVENUE 880 497 0 .-. 4,97 383 56.5 4730E 26TH ST//58TH AVENUE//43RD AVENUE 880 443 0 - "443 437 50.3 473OW 26TH ST//58TH AVENUE//43RD AVENUE 880 582 0 - 582 298 66.1 4740E 26TH ST//43RD AVE//AVIATION BLVD 792 481 0- - - "481 311 60.7 4740W 26TH ST//43RD AVE//AVIATION BLVD 832 635 O. _ 635 197 76A 4750E 26TH ST//AVIATION BLVD//27TH AVENUE 709 191 0 -.191 510 26.9 4750W 26TH ST//AVIATION BLVD//27TH AVENUE 709 166 0 '166 543 23.4 4830E BTH ST//58TH AVENUE//43RD AVENUE 680 363 0 363 517 41.2 483OW 8TH ST//58TH AVENUE//43RD AVENUE 880 529 1 530 350 60.2 4840E 6TH ST//43RD AVENUE//27TH AVENUE 980 355 0 - 355 525 40.4 4840W 8TH ST//43RD AVEIIUE//27TH AVENUE 880 470 0 470 410 53.4 4850E 8TH ST//27TH AVENUE//20TH AVENUE 792 326 1 327 465 41.3 485OW 8TH ST//27TH AVENUE//20TH AVENUE B60 396 0 396 484 45.0 4860E 6TH ST//20TH AVENUE//OLD DIXIE HWY 810 413 0 413 397 51.0 4860W BTH ST//20TH AVENUE//OLD DIXIE HWY 810 570 0 570 240 70.4 4870E 6TH ST//CLD DIXIE HWY//U.S. 1 810 372 0 371 439 45.8 4870W 6TH ST//CLD DIXIE HWY//U.S. : 810 525 0 525 285 64.9 4880E BTH ST//U.S. 1//INDIAtI RIVER BLVD 675 209 0 209 466 31.0 488011 ETH ST//U.S. 1//INDIAN RIVER BLVL 675 455 0 455 220 67.4 4910E 4TH ST//62111) AVE//58TH AVE 880 9E 6 104 77E 11.8 491OW 4TH ST//E2ND AVE//56TH AVE 880 124 0 124 75E 14.1 4930E 4TH ST//56TH AVE//43RD AVE 680 271 0 272 609 30.8 493OW 4TH 5T//56TH AVE//43RD AVE 680 253 0 253 627 28.7 4940E 47H ST//43RD AVE//27TH AVE 880 317 1 318 562 36.2 494OW 4TH ST//43R0 AVE//2'7TH AVE E80 34E 1 349 531 39.6 4950E 47H ST//:7TH AVE//20TH AVE 675 355 0 355 320 62.6 495OW 4TH ET//2;TH AVE//--OTF.AVE 675 405 0 405 270 60.1 4960E 471, ST/;20TP. AVE//CLD DIXIE FWd E90 359 1 360 520 40.9 496OW 4TH ST//.07H AVE//CLD DIXIE HWY 680 556 0 556 -24 63.2 4970E 4TH ST//CLD DIXIE HWY//U.S. 1,540 372 0 372 ''.�E� 24.1 4970W 4TH ST//OLD CIXIE HWY//U.S, i 1,467 604 0 604 E63 41.2 501OF, 1ETH STRRET//74TH AVENUE//8:NL AVEIME 11190 92 0 92 1,09E 7.7 50111 C14 iETH STFEES//74TH AVENUE//6::1D AVENUE 1,190 '25 0 125 1,0E_ 10.5 5610E FF.eD TIERS OF COC':7:0- :- 1,190 12C 0 120 1,07C 10.1 5610W FFEC TUEFh CR/;A1A//W OF CCM!U-T CF 1,190 -- O Be i,IC•3 7.4 5710E WINTEF BEACH RD//Ali,/:JUNGLE ,FAIL 1,190 50 0 50 1,140 4.2 57:Ct; n_N-.EF EEACF. FC//hl F.;/JC I:G LE C:.r.--. 1,'9CC 49 _ 49 .,I4i 4.1 5E:6E :•-T_t,S:21: 6..: L/; :77H :;: E17 C'E;/:.-- ..: EOCE 109 .- - 91 12.8 5A1(•e; Aii.ANT IC c'LV D;/: ;TH K.EN UE/;"J"H ATEVE 540 129 129 - - 24.0 _iCE A-LA1:T;r. E_.D;/1eTH AVENUE//:._. i 880 2i3 213 f8" 24.2 5920c: .`L=c.::: Ea'D;r:c-1•: A•+FACE/;:.5. 880 1-9 ,. 179 C: 20.3 59;1,F I'm ..-_ _ 585 E;_ 49.2 STREET//:'TF 710 4`_r. 59.6 EG"L •...-- -..._. _... .:; /SO7A: .A.y :_,..... _-_. -40 i25 _ 129 - - 24.0 E0;11-1 FC::Ai :A:I! E_..//FC',A.L FALR 709 25: 250 45c 35.3 9E0 232 C4 =- 26.4 .._... ._..-._ _.. ..••.... .,,..:.... .. '_ -_.• E90 --' 301 --- 34.4 245 of 424.22 Links Maintenance Report CDFR9055 - Links Maintenance Report LINK tl LS17F DESCR7PTICU CAPA[7TY [URRENT TOTAL 60 VESTED BVAiLF.?LE SAFE 9005N 90TH AVE//SR 60//8TH ST 832 169 0 .169 663 20.3 9005S 90TH AVE//SR 60//6TH ST 634 216 8 224 410 36.4 9013N CR 507//S CAROLINA//II COUNTY LINE 11190 212 0 212 97$ 17.8 9010S Cr 507//S CAROLINA//W COUNTY LINE 634 235 0 - 235 399 37.0 9030E 5TH ST SW//27TH AV//43RD AV 675 172 0. 172 503 25.5 903011 5TH ST SW//27TH AV//43RD AV 675 199 0 199 476 29.6 9031E 5TH ST SW//27TH AV//20TH AV 675 154 0 _ 154 521 22.8 9031W 5TH ST SW//27TH AV//20TH AV 675 164 0 164 512 24.2 9032E STH ST SW//43RD AV//56TH AV 832 141 0 141 691 16.9 9032W STH ST SW//43RD AV//56TH AV 832 149 0 149 683 17.9 9034E SST ST SW//20TH AV//27TH AV 634 70 0 70 564 11.0 9034VI IST ST SW//20TH AV//27TH. AV 634 50 0 50 584 7.9 9035E IST ST SW//27TH AV//43RD AV 540 130 0 130 410 24.0 9035W IST ST SW//27TH AV//43RD AV 675 147 0 - 147 525 21.8 9036E IST ST SW//43RD AV//SETH AV 675 116 0 116 559 17.1 9036W IST ST SW//43RD AV//58TH AV 675 102 0 102 573 15.2 9040E IST ST//US I//OLD DIXIE HWY 709 67 0 67 642 9.5 904OW IST ST//US 1//OLD DIXIE HWY 540 105 0 105 435 19.4 9050E HIGHLANDS DR//OLD DIXIE HWY//6TH AV 540 255 O� - - 255 265 47.2 905OW HIGHLANDS DR//OLD DIXIE HWY//6TH AV 540 475 0 - - 475 65 88.0 9055E HIGHLANDS DR//OLD DIXIE HUMUS 1 709 335 0 335 374 47.2 9055Y1 HIGHLANDS DR//OLD DIXIE HWY//US 1 675 502 0. :' -502 173 74.4 9060E 17TH LN SW//HIGHLANDS DR//6TH AV 1,190 128 0 128 1,062 10.6 906OW 17TH LN SW//HIGHLANDS DR//6TH AV 1. 190 141 0':• 141 1,049 11.9 9065E 17TH LN SW//HIGHLANDS DR//27TH AV 675 239 0.-• .239 436 35.3 9065W 17TH LN SW//HIGHLAIDS DR//27TH AV --,.675 215 " 0-. •' -.: �-' `-"i; -.215 460 31.9 9085" INDIAN RIVER DR//N US 1//MAIN ST 540, 161 0r 16:7 373 30.9 9065S INDIAN RIVER DR//N US 1//MAIN ST 590 308 0 :'; 706 432 20.0 9090N INDIAN RIVER DR//S US 1//MAIN ST 160 0• : ;:-.160, 380 29.6 9090S INDIAN RIVER DR//S US I//MAIN ST 'S"q0 114 0' ;:.11"4 426 21.1 9310E 37TH ST//66TH AV//56TH AV '675 41 0 41 634 6.0 9310H 37TH ST//66TH AV//SBTH AV 675 43 0 ".43 632 6.3 9320E 53RD ST//58TH AV//OLD DIXIE HWY - ..� 1;890- 286 0:. "' ''286 I.604 15.1 9320N 53RD ST//58TH AV//OLD DIXIE HWY 1,890 395 0'-' 395 i,495 20.9 9325E 53RD ST//OLD DIXIE HWY//US 1 1,890 315 0 315 1,575 16.7 9325t1 53RD STY/OLD DIXIE HWY//US 1 1,890 417 0 417 1.473 22.0 9330E 53RD ST//US I//INDIAII RIVER ELVD 2,854 548 0 548 2.306 19.2 933OW 53RD ST//US I//INDIAN RIVER ELVD 1,890 649 0 649 ).24i 34.4 Indian River County CD -Plus for Windows 95/HT Printed on: 3/10/2020 10:52:06 AM Page 9 of 9 246 of 424B.2, APPENDIX C 247 of 424 INTERSECTION VOLUME DEVELOPMENT SHEET Sebastian Oaks Nominal Growth Rate = 2.00% Peak Season* = 1.22 Buildout Year = 2024 Years = 4 Main Street & Louisiana Ave (Existing Geometrics w/Project) AM Peak Hour Intersection Volume Development Inlersections 20-056 7-b-22 Northbound Southbound Eastbound Westbound LT Thru RT I LT I Thru I RT I LT I Thru RT LT Thru RT Existing Volume (8/5/20) 7 0 9 1 0 0 0 230 7 11 132 2 Peak Season Volume 9 0 11 1 0 0 0 281 9 13 161 2 Nominal Growth 1 0 1 0 0 0 0 23 1 1 13 0 % Project Traffic 10% 0% 65% 0% 0% 00% 0% 0% 10% 30% 0% 0% Direction out out out in in in in in in in in in Project Traffic 5 0 34 0 0 0 0 0 2 5 0 0 Total 15 0 46 1 0 0 0 304 11 19 174 2 jNo. ofLanes 0> 1 <0 I 0> 1 1 <0 I 0> 1 1 <0 0> 1 <0 PM Peak Hour Intersection Volume Development Northbound Southbound Eastbound Westbound LT Thru RT LT I Thru RT LT Thru ) RT I LT I Thru I RT Existing Volume (8/5/20) 5 0 14 1 0 1 0 189 4 19 293 7 Peak Season Volume 6 0 17 1 0 1 0 231 5 23 358 9 Nominal Growth 1 0 1 0 0 0 0 19 2 29 1 % Project Traffic 10% 0% 65% 0% 0% 0% 0% 0% 30% 0% 00/0 Direction out out out in in in in in in in in in Project Traffic 3 0 20 0 0 0 0 0 5 16 0 0 Total 10 0 38 1 0 1 0 250 10 41 387 10 No. of Lanes 0> 1 <0 I 0> 1 1 <0 I 0> 1 0 1 0> 1 1 <0 * Peak Season factor of 1.11 and Covid-19 factor of 1.1 were applied. T bi2072 71. 43 C-1 248 of 424 General Information Site Information Analyst 020-056 Intersection Main St & Louisiana Ave Agency/Co. PTC Jurisdiction City of Sebastian Date Performed 2/9/22 East/West Street Main Street Analysis Year 2020 North/South Street Louisiana Ave Time Analyzed AM Peak Hour Peak Hour Factor 0.95 Intersection Orientation East-West Analysis Time Period (hrs) 0.25 Project Description Sebastian Oaks Lanes M"jo' St, ,I: Eas[ West Vehicle Volumes and Adjustments Approach Eastbound westbound Northbound Southbound Movement U L T R U L T R U L T R U t T R Priority 1U 1 2 3 4U 4 5 6 7 8 9 10 11 12 Number of Lanes D 0 1 0 0 0 1 0 0 1 0 0 1 0 Configuration LTR LTR LTR LTR Volume (veh/h) 0 281 9 13 161 2 9 0 11 1 0 0 Percent Heavy Vehicles (°6) 3 3 0 0 0 0 0 0 Proportion Time Blocked Percent Grade (T.) 0 0 Right Turn Channelized Median Type I Storage Undivided Critical and Follow-up Headways Base Critical Headway (sec) 4.1 4.1 71 6.5 6-2 7.1 6.5 6.2 Critical Headway (sec) 4,13 4.13 710 6.50 620 7.10 6.50 6.20 Base Follow -Up Headway (ser) 2.2 2.2 35 4.0 3.3 3.5 4.0 3.3 Follow -Up Headway (sec} 2.23 2.23 3 50 4.00 3.30 3.50 4.00 3.30 Delay, Queue Length, and Level of Service Flow Rate, v (veh/h) 0 14 21 1 Capacity, c (veh/h) 1399 1250 597 469 v/c Ratio 0.00 0.01 0.04 0.00 95%Queue Length, Q,s (veh) 0,0 0,0 0.1 0.0 Control Delay (s/veh) 7.6 7.9 11.2 127 Level of Service (LDS) A A 8 B Approach Delay (s/veh) I 0.0 JI 0.7 111 12 7 Approach LOS B B Copyright Q 2022 University of Florida. All Rights Reserved HCS4N TWSC Version 7,9.5 Generated: 2/9/2022 924-58 PM Main Louisiana AM Exist.xtw C-2 249 of 424 General information Analyst 020-056 Agency/Co. PTC Date Performed 2/9/22 Analysis Year 2020 Time Analyzed PM Peak Hour Intersection Orientation East-West Project Description Sebastian Oaks Lanes Site Information Intersection Jurisdiction East/West Street North/South Street Peak Hour Factor Analysis Time Period (hrs) ids'or$!IcMtf St-We55 Main St & Louisiana Ave City of Sebastian Main Street Louisiana Ave 0.95 0.25 Vehicle Volumes and Adjustments Approach Eastbound Westbound Northbound Southbound Movement U L T R U L T R U L T R U L T R Priority I 1 2 3 4U 4 5 6 7 8 9 10 1 12 Number of Lanes 0 0 1 0 0 0 1 0 0 1 0 0 1 0 Configuration LTR LTR LTR LTR Volume (veh/h) 0 231 5 23 258 9 6 0 17 1 0 1 Percent Heavy Vehicles {%) 3 3 0 0 0 0 0 0 Proportion Time Blocked Percent Grade (%) 0 0 Right Turn Channelized Median Type I Storage Undivided Critical and Follow-up Headways Base Critical Headway (sec) 4.1 4A 7.1 6.5 6.2 7.1 6.5 6.2 Critical Headway (sec) 4.13 4.13 7.10 6.50 6.20 7.10 6.50 6.20 Base Follow -Up Headway (sec) 2.2 2.2 3.S 4.0 3.3 3-5 4.0 3.3 Follow -Up Headway (sec) 2.23 2.23 3.50 4.00 3.30 3-50 4,00 3.30 Delay, Queue Length, and Level of Service Flow Rate. v (veh/h) 0 24 24 2 Capacity, c (veh/h) 1276 1311 650 536 v/c Ratio 0.00 0.02 0-04 0.00 9S% Queue Length, Q95 (veh) 0.0 0.1 0.1 0.0 Control Delay (s/veh) 7.8 7,8 10.7 11.7 Level of Service (LOS) A A 8 B Approach Delay (s/veh) 0.0 0.8 1.0.7 11-7 Approach LOS B B Copyright Oc 2022 University of Florida. All Rights Reseived_ HCSSM TWSC Version 7.9.5 Generated' 2/9/2022 9:29:27 PM Main Louisiana PM Exist.xtw C-3 250 of 424 General Information Analyst I Agency/Co. Date Performed Analysis Year Time Analyzed Intersection Orientation Project Description Lanes #20-056 PTC 2/9/22 2024 AM Peak Hour East-West Sebastian Oaks w/o Project Site Information Intersection Main 5t & Louisiana Ave Jurisdiction City of Sebastian East/West Street Main Street North/South Street Louisiana Ave Peak Hour Factor 0.95 Analysis Time Period (hrs) 0.25 Major 51-v East-West Vehicle Volumes and Adjustments Approach Eastbound Westbound Northbound Southbound Movement U L T R U L T R U L T R U L T R Priority 1 U 1 2 3 4U 4 5 6 7 8 9 10 11 12 Number of Lanes 0 0 1 0 0 0 1 0 0 1 0 0 1 0 Configuration LTR LTR LTR LTR Volume (veh/h) 0 304 10 14 174 2 10 0 12 1 0 0 Percent heavy Vehicles (%} 3 3 0 0 0 0 0 0 Proportion Time Blocked Percent Grade (%) 0 0 Right Turn Channel ized Median Type j Storage Undivided Critical and Follow-up Headways Base Critical I leadway {sec) 4.1 4.1 7,1 6.5 6.2 7.1 65 6.2 Critical Headway (sec) 4.13 4.13 7.10 6.50 6.20 7.10 6.50 6.20 Base Follow -Up Headway (sec) 2.2 2.2 3.5 4.0 33 IS 4.0 3.3 Follow -Up Headway (Sec) 2.23 2.23 3-50 4.00 3.30 3.50 4.00 3.30 fDelay. Queue Length, and Level of Service Flow Rate, v;veh/h) 0 15 23 1 jJl Capacity, c (veh/h) 1383 1223 567 440 v/c Ratio 0.00 0.01 0.04 0.00 95%Queue Length, Qss (veh) 0.0 0.0 0.1 0.0 Control Delay Wveh) 7.6 8-0 11.6 13.2 Level of Service (LOS) A A B B Approach Delay (s/veh) 0.0 0-7 11.6 13.2 Approach LOS B B Copyright G 2022 University of Florida, All Rights Reserved, HCSM TWSC Version 7.9 S Generated: 2/9/2022 9:31:51 PM Main Louisiana AM 2024.xt�^ C-4 251 of 424 General Information Analyst Agency/Co. Pate Performed Analysis Year Time Analyzed Intersection Orientation Project Description I Lanes # 20-0 56 PTC 2/9/22 2024 PM Peak Hour East-West Sebastian Oaks w/o Project Site Information Intersection Main St & Louisiana Ave Jurisdiction City of Sebastian East/West Street Main Street North/South Street Louisiana Ave Peak Hour Factor 0.95 Analysis Time Period (hrs) 0.25 Major Street- East-West Vehicle Volumes and Adjustments Approach Lastbound Westbound Northbound Sorthbound Movement U L T R U L T R U L T R U L T R Priority tU 1 2 3 4U 4 5 6 7 8 9 10 11 12 Number of Lanes 0 0 1 0 0 0 1 0 0 1 0 0 1 0 Configuration LTR LTR LTR LTR Volume (veh/h) 0 250 5 25 387 10 7 0 18 1 0 1 Percent Heavy Vehicles (%) 3 3 0 0 0 0 0 0 Proportion Time Blocked Percent Grade (%) 0 0 Right Turn Channelized Median Type I Storage Undivided Critical and Follow-up Headways Base Critical Headway (sec) 4.1 4,1 I 7.1 6.5 6.2 7,1 6.5 6,2 Critical Headway (sec) 4.13 4.13 710 6.50 6.20 7.10 6.50 6.20 Base Follow -Up Headway (set) 2.2 2.2 35 4.0 3.3 3.5 4.0 3.3 Follow -Up Headway (sec) 2.23 2.23 3.50 4,00 3.30 3.50 4.00 3.30 Delay, Queue Length, and Level of Service 1 Flow Rate, v (veh/h) 0 26 26 2 i Capacity, c (veh/h) 1136 1 ZBG 565 428 v/c Ratio 0A0 0.02 0.05 0-00 95% Queue Length, Q%s (veh) 00 01 0,1 0.0 Control belay (s/veh) 8.2 7-9 11,7 13-5 Level of Service (LOS) A A I B g Approach Delay (s/veh) 0.0 0.7 117 13,5 !I 1 Approach LO5 - 3 B Copyright O 2022 University of Florida. All Rights Reserved. HCS1N TWSC Version 7.9,5 Generated: 2/9/2022 9:32:34 AM Main Louisiana PM 2024.xtw C-5 252 of 424 General Information Site Information Analyst #20-056 Intersection Main St 81 Louisiana Ave Agency/Co. PTC Jurisdiction City of Sebastian Date Performed 7/6/22 East/West Street Main Street Analysis Year 2024 North/South Street Louisiana Ave Time Analyzed AM Peak Hour Peak Hour Factor 0.95 Intersection Orientation East-West Analysis Time Period (hrs) 0.25 Project Description Sebastian Oaks I Lanes �IttYt 11f M jo, Sl. tt Easb West Vehicle Volumes and Adjustments Approach Eastbound Westbound Northbound Southbound Movement U L T R U L T R U L T R U L T R Priority I 1 2 3 4U 4 5 6 7 8 9 10 11 12 Number of Lanes 0 0 1 0 0 0 i 0 0 1 0 0 1 0 Configuration LTR UR LTR LTR Volume (veh/h) 0 304 11 19 174 2 15 0 46 1 0 0 Percent Heavy Vehicles (%) 3 3 0 0 0 0 0 0 Proportion Time Blocked Percent Grade (%) 0 0 Right Turn Channelized Median Type I Storage Undivided Critical and Follow-up Headways Base Critical Headway (sec) 4.1 4.1 7.1 6.5 6.2 7.1 6.5 6.2 Critical Headway (sec) 4,13 4.13 7.10 6.50 6.20 7.10 6.50 6.20 Base Follow -Up Headway (sec) 2-2 2.2 3.5 4.0 3.3 3.5 4.0 3.3 l Follow -Up Headway (sec) 223 2-23 3.50 4,00 3.30 3.50 4.00 3.30 Delay, Queue Length, and Level of Service Flow Rate, v (veh/h) 0 20 64 1 Capacity, c (veh/h) 1383 1222 624 398 v/c Ratio 0,00 0.02 0.10 0-00 95% Queue Length, Qm (veh) 0,0 0.0 � 0.3 0,0 Control Delay (s/veh) 7,6 8.0 11A 14.1 Level of Service (LOS) A A B 8 Approach Delay (s/veh) 0.0 0.9 11.4 14.1 Approach LOS B B Copyright 0 2022 University of Florida. All Rights Reserved. HCSVz1 TWSC Version 7.9.5 Generated: 7/6/2022 12:39:27 PM Main Louii,ana AM 2024 w-Proj.xtw C-6 253 of 424 General Information Analyst #20.056 Agency/Co. PTC Date Performed 7/6/22 Analysis Year 2024 Time Analyzed PM Peak Hour Intersection Orientation East-West Project Description Sebastian Oaks Lanes Site Information Intersection Main St & Louisiana Ave Jurisdiction City of Sebastian East/West Street Main Street North/South Street Louisiana Ave Peak Hour Factor 0.95 Analysis Time Period (hrs) 0.2S J4 1J.4-f I. Majo+ st"o Easl-wesl Vehicle Volumes and Adjustments Approach Eastbound Westbound Northbound Southbound Movement U L T R U L T R U L T R U L T R Priority 1U 1 2 3 4U 4 S 6 7 8 9 10 11 12 Number of Lanes 0 0 1 0 0 0 1 0 0 1 0 0 1 0 Configuration OR LTR LTR LTR Volume(veh/h) 0 250 1n 41 387 10 10 0 38 1 0 1 Percent Heavy Vehicles {%) 3 3 0 0 0 0 0 0 Proportion Time Blocked Percent Grade (%) 0 0 Right Turn Channelized Median Type I Storage Undivided Critical and Follow-up Headways Base Critical Headway (sec) 4.1 4.1 7.1 6.5 6.2 7.1 6.5 6.2 Critical Headway (sec) 4.13 4.13 7.10 6.50 6.20 7A0 6.50 6,20 Base Follow -Up Headway (sec) 2 2 2.2 3.5 4,0 3.3 3.5 4.0 3.3 Follow -Up Headway (sec) 2,23 2.23 3.50 4.00 3.30 3.50 4.00 3.30 Delay, Queue Length, and Level of Service Flow Rate, v (veh/h) 0 43 S1 2 Capacity, c (veh/h) 1 136 1284 590 396 v/c Ratio 0.00 0.03 0.09 0,01 95% Queue Length, Qgs (veh) 0.0 0.1 0.3 0.0 Control Delay (s/veh) 8.2 79 11.7 14.1 Level of Service (LOS) A A B $ Approach Delay (s/veh) OD 1,1 11,7 14,1 Approach LOS B S Copyright Q 2022 University of Florida. All Rights Reserved. HCS17v;1 TWSC Version 7.9 5 Generated: 7/6/2022 12-41:13 PM r0ain Louisiana PM 2024 w-Prcj.xtw C-7 254 of 424 J General Information Analyst Agency/Co. Date Performed Analysis Year Time Analyzed Intersection Orientation Project Description Lanes #20-056 RTC 7/b/22 2024 AM Peak Hour East-West Sebastian Oaks Total w/Train Delay Site Information intersection Main St & Louisiana Ave Jurisdiction City of Sebastian East/West Street Main Street North/South Street Louisiana Ave Peak Hour Factor 0.95 Analysis Time Period (hrs) 0.25 Major street. East-West Vehicle Volumes and Adjustments Approach Eastbound Westbound Movement U L T R U L T R Priority 1U 1 2 3 4U 4 5 6 Number of Lanes 0 0 1 0 0 0 1 0 Configuration LTR LTR Volume (veh/h) 0 304 11 19 174 2 Percent Heavy Vehicles {%) 3 3 Proportion Time Blocked Percent Grade N Right Turn Channelized Median Type I Storage Undivided Critical and Follow-up Headways Li Northbound L T R 7 8 9 0 1 0 LTR 15 0 46 0 0 0 n Al Southbound L T R 10 11 12 0 1 0 LTR 1 0 0 a 0 0 0 Base Critical Headway (sec) 4.1 4.1 7.1 6.5 6.2 7.1 6.5 6.2 Critical Headway (sec) 4.13 4.13 7.10 6.50 6.20 7.10 6.50 6.20 Base Follow -Up Headway (sec) 2.2 22 3.5 4.0 3.3 3.5 4.0 3.3 Follow -Up Headway (sec) 2.23 2.23 3.50 4.00 3.30 3.50 4.00 3.30 Delay, Queue Length, and Level of Service Flow Rate, v (veh/h) 0 20 Capacity, c (veh/h) 1286 1136 v/c Ratio 0.00 0.02 95% Queue Length, Clss (veh) 0.0 0.1 Control Delay (s/veh) 7.8 B.2 Level of Service (LOS) A A Approach Delay (s/veh) 00 0.9 Approach LOS Copyright © 2022 University of Florida. All Rights Reserved. HCSVM TWSC Version 7.9.5 Main Louisiana AM 2024 w-Proj - Train,xtw 64 1 568 357 0.11 0.00 ().4 0.0 12.1 15.1 B C 12,1 15.1 B C Generated: 7/6/2022 12:45:34 PM C-B 255 of 424 General Information Analyst Agency/Co. Date Performed Analysis Year Time Analyzed Intersection Orientation Project Description Lanes #20-056 PTC 7/6/22 2024 PM Peak Hour East-West Sebastian Oaks Total w/Train Delay Vehicle Volumes and Adjustments Site Information Intersection Jurisdiction East/West Street North/South Street Peak Hour Factor Analysis Time Period (hrs) 'i-1 1-YI YT Mr,ic i,rrr, t,r,, wesr Approach Eastbound Westbound Movement U L T R U L T R Priority 1U 1 2 3 4U 4 5 6 Number of Lanes 0 0 1 0 0 0 1 0 Configuration LTR LTR Volume (veh/h) 0 2S0 10 41 387 10 Percent Heavy Vehicles;96) 3 3 Proportion Time Blocked Percent Grade (%) Right Turn Channelized Median Type I Storage Undivided Critical and Follow-up Headways Base Critical Headway (sec) 4.1 4-1 Critical Headway (sec) 4A3 4,13 Base Fallow -Up Headway (sec) 2.2 2-2 Follow -Up Headway (sec) 2.23 2.23 Delay, Queue Length, and Level of Service Flaw Rate, v (veh/h) 0 43 Capacity, c (veh/h) 1056 1194 v/c Ratio 0.00 0.04 95% Queue Length, Qes (veh) 0,0 0.1 Control Delay (s/veh) 8.4 8.1 Level of Service (LOS) A A Approach Delay (s/veh) 0.0 1.1 Approach LOS Copyright © 2022 University of Florida, All Rights Reserved. HCSVN TWSC Version 7.9.5 Main Louisiana PM 2024 w-Proj - Train.xtw Main St & Louisiana Ave City of Sebastian Main Street Louisiana Ave 0.9S 0,25 Northbound U 1 T R 7 8 9 0 1 0 LTR 10 0 38 0 0 0 0 7.1 6.5 6.2 7.10 6.S0 6.20 3.5 4.0 3.3 3.50 4,00 3.30 Southbound U L T R 10 11 12 0 1 0 LTR 1 0 1 0 0 0 0 7.1 &S 6.2 7.10 6.50 6.20 3.5 4.0 3.3 3.50 4.00 3.30 51 2 537 357 0.09 0.01 0.3 0.0 12.4 15-1 B C 12.4 15.1 B C 6wwmiod 7/612022 12A6:49 PM C-9 256 of 424 INTERSECTION VOLUME DEVELOPMENT SHEET Sebastian Oaks Nominal Growth Rate = 2.00% Peak Season' = 1.22 Buildout Year = 2024 Years = 4 Sebastian Blvd & Louisiana Ave (Existing Geometrics w/Project) AM Peak Hour Intersection Volume Development Intersections 20-056 7-6-22 I Northbound Southbound Eastbound Westbound LT I Thru RT I LT I Thru RT LT Thru RT I LT I Thru RT Existing Volume (8/5/20) 23 3 0 0 17 4 0 0 0 29 254 8 Peak Season Volume 28 4 0 0 21 5 0 0 0 35 310 10 Nominal Growth 2 0 0 0 2 0 0 0 0 3 26 1 % Project Traffic 0% 25% 0% 0`yo 0% 25% 0% 0% 0% 0% 0% 35% Direction in in in out out out in in in in in in Project Traffic 0 4 0 0 0 13 0 0 0 0 0 5 Total 30 7 0 0 23 18 0 0 0 38 336 16 No. of Lanes 0> 1 0 1 0 1< 0 0 0 0 0> 1 2 1 1 PM Peak Hour Intersection Volume Development I Northbound Southbound Eastbound Westbound I LT I Thru I RT I LT I Thru I RT I LT I Thru I RT I LT I Thru I RT Existing Volume (8/5/20) 30 8 0 0 8 8 0 0 0 11 602 20 Peak Season Volume 37 10 0 0 10 10 0 0 0 13 735 24 Nominal Growth 3 1 0 0 1 1 0 0 0 1 61 2 % Project Traffic 0% 25% 0% 0% 0% 25% 0% 0°/0 00/. 0% 0% 35% Direction in in in out out out in in in in in in Project Traffic 0 13 0 0 0 8 0 0 0 0 0 18 Total 40 24 0 0 11 18 0 0 0 14 796 45 No. of Lanes 0> 1 0 1 0 1< 0 0 0 0 0> 2 1 *Peak Season factor of 1.11 and Covid-19 factor of 1.1 were applied. :, 2022 r C-10 257 of 424 General Information Site Information Analyst #20-056 Intersection Sebastian & Louisiana Ave Agency/Co. PTC Jurisdiction City of Sebastian Date Performed 219/22 East/West Street Sebastian Blvd Analysis Year 2020 North/South Street Louisiana Ave Time Analyzed AM Peak Hour Peak Hour Factor 0.95 Intersection Orientation East-West Analysis Time Period (firs) 0.25 Project Description Sebastian Oaks Lanes Vehicle Volumes and Adjustments Approach Eastbound Westbound Movement U L T R U L T R Priority l U 1 2 3 4U 4 5 6 Number of Lanes 0 0 0 0 0 0 2 1 Configuration LT T R Volume (veh/h) 35 310 10 Percent Heavy Vehicles {%) 3 Proportion Time Blocked Percent Grade (%) Right Turn Channelized No Median Type I Storage Undivided Critical and Follow-up Headways Base Critical Headway lsec) 5.3 Critical Headway (sec) 536 Base Follow -Up Headway (sec) 3.1 Follow -Up Headway (sec) 3.13 Delay, Queue Length, and Level of Service Flow Rate, v (veh/h) 37 Capacity, c (veh/h) 1150 v/c Ratio 0.03 95%Queue Length, 01,. {veh) 0.1 Control Delay (s/veh) 8.2 Level of Service (LOS) A Approach Delay (s/veh) 0.9 Approach LOS Northbound U L T R U 7 8 9 0 1 0 LT 28 4 0 a 0 7.5 6.5 7.50 6.50 3.5 4.0 3.SO 4,00 Copyright CQ 2022 Univeraty of Florida- All Rights Reserved. HCSM2 TWSC Version 7.9.5 Sebastian Louisiana AM Exist.xtw 34 624 0-05 0.2 11.1 8 - 11.1 B Southbound L T R 10 11 12 0 1 0 TR 21 5 0 0 0 6.5 6.9 6.50 6.90 4.0 3.3 4.00 3-30 27 563 0.05 113 B Generated: 2/9/2022 9:35:38 PM C-11 258 of 424 General Information Site Information Analyst #20-056 Intersection Sebastian & Louisiana Ave Agency/Co, PTC Jurisdiction City of Sebastian Date Performed 2/9/22 East/West Street Sebastian Blvd Analysis Year 2020 North/South Street Louisiana Ave Time Analyzed PM Peak Hour Peak Hour Factor 0.95 Intersection Orientation East-West Analysis Time Period (hrs) 0.25 Project Description Sebastian Oaks Lanes Major Ssreec EasrWrsS Vehicle Volumes and Adjustments Approach Eastbound Westbound Northbound Sorthbound Movement U L T R U L T R U L T R V L T R Priority 1 U 1 2 3 4U 4 5 6 7 8 9 10 11 12 Number of Lanes 0 0 0 0 0 0 2 1 0 1 0 0 1 0 Configuration IT T R LT TR Volume (veh/h) 13 735 24 37 in 10 10 Percent Heavy Vehicles (%) 3 0 0 0 0 Proportion Tjme Blocked Percent Grade (%) 0 0 Right Turn Channelized No Median Type I Storage Undivided Critical and Follow-up Headways Base Critical Headway (sec) 5.3 7.5 6.5 6.5 6.9 Critical Headway (sec) S.36 7,50 6.50 6.S0 6.90 Base Follow -Up Headway (sec) 3.1 3.5 4.0 4,0 3.3 Follow -Up Headway (sec) 3.13 3.50 4.00 4.00 3,30 Delay, Queue Length, and Level of Service Flow Rate, v weh/h) 14 49 21 Capacity, c (veh/h) 1150 435 416 v/c Ratio 0.01 0,11 0.05 95% Queue Length, 0% (veh) 0.0 0.4 0.2 Control Delav (s/veh) 8.2 14.3 14.1 Level of Serv,ce (LOS) A 8 B Approach Dt-lay (s/veh) 0.2 14.3 14,1 Approach LOS B B Copyright O 2022 University of Florida_ All Rights Reserved- HCS1N TWSC Version 7.9.5 Generated 2/9/Z022 9:38:30 PM Sebastian Louisiana PM Exist.xtw C-12 259 of 424 General Information Analyst Agency/Co. Date Performed Analysis Year Time Analyzed Intersection Orientation Project Description Lanes # 20-05 6 PTC 2/9/22 2024 AM Peak Hour East-West Sebastian Oaks w/o Project Site Information Intersection Sebastian & Louisiana Ave Jurisdiction City of Sebastian East/West Street Sebastian Blvd North/South Street Louisiana Ave Peak Hour Factor 0.95 Analysis Time Period (hrs) 0.25 Major S, o t F-t-West Vehicle Volumes and Adjustments Approach Eastbound Westbound Northbound Southbound Movement U L T R U L T R U L T R U L T R Priority 1 U 1 2 3 4U 4 5 6 7 8 9 10 11 12 NumberofLanes 0 0 0 0 0 0 2 1 0 1 0 0 1 0 Configuration LT T R LT TR Volume (veh/h) 38 336 11 30 4 23 5 Percent Heavy Vehicles {%) 3 0 0 0 0 Proportion Time Blocked Percent Grade (%) 0 0 Right Turn Channelized No Median Type I Storage Undivided Critical and Follow-up Headways Base Critical Headway (sec; 5.3 7.5 65 6.5 6.9 Critical Headway (sec) 5.36 7.50 6.50 6.50 6.90 Base Follow -Up Headway (sec) 3.1 3.5 4.0 4.0 3.3 Follow -Up Headway (sect 3.13 3.50 4.00 4.00 330 Delay, Queue Length, and Level of Service Flow Rate, v (veh/h) 40 36 29 Capacity, c (veh/h) 1150 599 535 vA Ratio 0.03 0.06 0.06 95% Queue Length, Q9s (veh) 0.1 0.2 0.2 Control Delay (s/veh) 8.2 11A 12.1 Level of Service (L05) A B B Approach Delay (s/veh) 0.9 11.4 12.1 Approach LOS B 8 Cop�,tght G 2022 University of FioFicia All Rights Reserved. HCS10 TWSC Version 7.9-5 Generated- 2/9/2022 9:40:02 PM Sebastian Louisiana AM 2024 xtw C-13 260 of 424 General Information Analyst Agency/Co. Date Performed Analysis Year Time Analyzed Intersection Orientation Project Description Lanes #20-056 PTC 2/9/22 2024 PM Peak Hour East-West Sebastian Oaks w/o Project Vehicle Volumes and Adjustments Site Information Intersection Jurisdiction East/West Street North/South Street Peak Hour Factor Analysis Time Period (hrs) Major green Es t-M,s Sebastian & Louisiana Ave City of Sebastian Sebastian Blvd Louisiana Ave 0.95 0.25 Approach Eastbound Westbound Northbound Movement u L T R U L T R U L T R Priority 1 U 1 2 3 4U 4 5 6 7 8 9 Number of Lanes 0 0 0 0 0 0 2 1 0 1 0 Configuration LT T R IT Volume (veh/h) 14 796 26 40 11 Percent Heavy Vehicles (%) 3 0 0 Proportion Time Blocked Percent Grade (%) 0 Right Turn Channelized No Median Type I Storage Undivided Critical and Follow-up Headways Base Critical Headway (sec) 5.3 TS 6.5 Critical Headway (sec) 5.36 7.50 6.50 Base Follow -Up Headway (ser) 3.1 35 4.0 Follow -Up Headway (sec) 3.13 3-50 4.00 Delay, Queue Length, and Level of Service Flow Rate, v (veh/h) 15 54 Capacity, c (veh/h) 1150 402 v/c Ratio 0.01 0.13 95% Queue Length, Q9s (veh) I 0.0 0.5 Control Delay (s/veh) 8.2 15.3 Level of Service (LOS) A C Approach Delay (s/veh) 0.2 15.3 Approach LOS C Copyright Cu 2022 University 01 Florida. All Rights Reserved. HCSW TWSC Version 7.9.5 Sebastian Louisiana PM 2024.xtw U Southbound L T R 10 11 12 0 1 0 TR 11 11 0 0 0 6.5 6.9 6.50 6.90 4.0 3.3 4.00 3.30 23 385 0.06 0.2 15.0 B 15.p B Generated: 2/9/2022 9:41:49 PM C-14 261 of 424 a General Information Site Information Analyst #20-056 Intersection Agency/Co. PTC Jurisdiction Date Performed 7/6/22 East/West Street Analysis Year 2024 North/South Street Time Analyzed AM Peak Hour Peak Hour Factor Intersection Orientation East-West Analysis Time Period (hrs) Project Description Sebastian Oaks Lanes Major sl c t: East-West Vehicle Volumes and Adjustments Approach Eastbound Westbound Movement U L T R U L T R Priority 1U 1 2 3 4U 4 5 6 Number of Lanes 0 0 0 0 0 0 2 1 Configuration LT T R Volume (veh/h) 38 336 16 Percent Heavy Vehicles {%) 3 Proportion Time Blocked Percent Grade (%) Right Turn Channeiized No Median Type I Storage Undivided Critical and Follow-up Headways Base Critical Headway (sec) 5.3 Critical Headway (sec) 5.36 Base Follow -Up Headway (sec) 3.1 Follow -Up Headway (sec) 113 Delay, Queue Length, and Level of Service Flow Rate, v (veh/h) 40 Capacity, c (veh/h) 1150 v/c Ratio 0.03 95%Queue Length, 0, (veh) 0A Control Delay (s/veh) 8.2 I Level of Service (LOS) A Approach belay (s/veh) 0.9 Approach LOS Copyright C, 2022 University of Florida. All Rights Reserved. HCSTA TWSC Version 7-9.5 Sebastian Louisiana AM 2024 w-Proj.xtw Sebastian & Louisiana Ave City of Sebastian Sebastian Blvd Louisiana Ave 0.95 0.25 Northhound Southbo,rnd U L T R U L T R 7 8 9 10 11 12 0 1 0 0 1 0 LT TR 30 7 23 18 0 0 0 0 7.5 6.5 6.5 6.9 7.50 650 6.50 6.90 3,5 4.0 4.0 3.3 3.50 4.00 4.00 3.30 39 43 580 605 0.07 0.07 0,2 0.2 11.7 11.4 B B 11.7 11.4 B B Generated:7/6/2022 12:413:21 PM C-15 262 of 424 General Information Analyst #20-056 Agency/Co. PTC Date Performed 7/6/22 Analysis Year 2024 Time Analyzed PM Peak Hour Intersection Orientation East-West Project Description Sebastian Oaks Lanes Vehicle Volumes and Adjustments Site Information Intersection Seiastian & Louisiana Ave Jurisdiction City of Sebastian East/West Street Sebastian Blvd North/South Street Louisiana Ave Peak Hour Factor 0.95 Analysis Time Period {hrs) 0,25 Approach Eastbound fMovement U L T Priority l U 1 2 JNumber of Lanes 0 0 0 Configuration Volume (veh/h) Percent Heavy Vehicles {96) Proportion Time Blocked Percent Grade (%) Right Turn Channelized Median Type I Storage Critical and Follow-up Headways Base Critical Headway (sec) Critical Headway (sec) Base Follow -Up Headway (sec) Follow -Up Headway (sec) Delay, Queue Length, and Level of Service Flow Rate. v (veh/h) Capacity, c (veh/h) v/c Ratio 95% Queue Length, Q9s (veh) Control Delay (s/veh) Level of Service (LOS) Approach Delay (s/veh) Approach LQS Copyright 2022 University of Florida. All Rights Reserved. Major 5[rees: East-Vlev Westbound R U L T R 3 4U 4 5 6 0 0 0 2 1 LT T R 14 796 45 3 Undivided No Northbound Southbound U L T R U L T R 7 a 9 10 11 12 0 1 0 0 1 0 LT TR 40 24 11 18 0 0 0 0 0 0 5.3 7.5 6.5 6.5 6.9 5.36 7.50 6.50 6.50 6.90 3.1 3.5 4.0 4.0 3.3 3.13 3.50 4.00 4.00 3.30 15 67 1150 361 0.01 019 0.0 0.7 8.2 17.3 A C 0.2 17.3 C HCSiKI TWSC Version 7.9.5 Sebastian Louisiana PM 2024 w-ProJ,xtw 31 420 0.07 0.2 14.2 B 14.2 B Generated: 7/6/2022 12A9:40 PM C-16 263 of 424 264 of 424 2/11/22. 12:21 PM Section 952.12. - Access control. Indian River Counly, FL Code of Ordinances (1) General standards for regulating driveway locationsThe following general criteria shall be used in evaluating the adequacy of proposeddriveways for all uses requiring approval, except single-family dwellings. Scenic and Historic Road, subsection952.09(3), of this chapter shall apply here. (a) Sites located at intersections shall access onto the roadway having the lower functionalassification. The applicant may be permitted to access onto the higher classificatiomoadway if the public works director determines that such access would result in arimproved traffic circulation pattern. (b) Drive-in facilities having one (1) window or bay shall have sufficient on -site storagtD accommodate a minimum of five (5) queued vehicles, or one hundred (100) feet. Drive-Macilities having in excess of one (1) window or bay shall provide on -site storagdn accordance with the following standards: Number of Drive -In Windows or Bays 2 3 4 S 6 Queue Distance 8 vehicles/160 ft. 10 vehicles/200 ft. 13 vehicles/260 ft. 16 vehicles/320 ft. 19 vehicles/380 ft. These standards may be reduced or modified by the public works director or his designetepon showing of good cause. The minimum allowable width of a driving aisle serving a drive -up window, (e.g. bankpstaurant, etc.) shall be nine (9) feet. No curb, machine, equipment or other protuberancehall encroach this nine -foot wide space. (c) Commercial sites having fifty thousand (50,000) square feet of gross floor area crnore shall provide for an exclusive access drive at the primary entrance of the developmenand all points of ingress and egress located on a collector or arterial roadway, notncluding service entrances. Said drive(s) shall be used for providing access to allparking aisles and shall not contain parking spaces; also, parking space(s) shafiot directly access onto such exclusive access drive(s). (d) Provisions for vehicular and bicycle/pedestrian circulation between adjacent parcelsnd development sites shall be provided through coordinated or joint parking and sidewalkystems, or shared driveways and roadways, interconnections and driveway or sidewallstub-outs, or other methods as approved by the public works director or his designee. 1. Access control for security.An interconnection between sites maybe gated or otherwise controlled about:blank 265 c+424 1/S 2/11122, 12:21 PM Indian River County, FL Code of Ordinances for security purposes, as approved by the public works director or his designee. For example, an interconnecting driveway between two (2) retail businesses may be approved to be gateduring non - business hours and open during business hours. 2. Traffic calming.To prevent or mitigate the effects of cut -through traffic, or to prevent speedingraffic calming measures may be applied to an interconnection, shared driveway, orroadway, and may be required by the public works director or his designee. The desigrand construction of traffic calming measures shall be subject to approval of the publirworks director or his designee. The public works director or his designee shall maintain set of county -accepted guidelines and standards for traffic calming measures. 3. Exemption.An exemption from providing an interconnection with an adjacent parcel or site m*e granted by joint approval of the public works director and the community developmenfirector based upon one (1) or more of the following staff determinations: a. The interconnection would funnel commercial traffic via a single street or accespoint through a residential neighborhood and create a commercial traffic cut-througkerithin an existing residential neighborhood. b. The interconnection would not meet Florida roadway/design "Greenbook" standards ouould result in an inappropriate mix of vehicles such as mixing semi -trailers an¢assenger vehicles. c. The interconnection would dead end into an existing water body, environmentally sensitiwea, platted subdivision, or built facilities and fail to provide future benefttef connectivity with the adjacent parcel or site. d. The interconnection would serve only low density residential developments of lesthan two (2) units per acre and would fail to provide future benefits of alternateccess at or near a major roadway intersection or along a median divided major roadway. (e) Driveway entrances shall be designated to accommodate all vehicle types having occasioto enter the site. The following table presents vehicle types with their respectiveninimum inside and outside turning radii: Type i Egress (feet) Passenger car, van, 25 pickup ! i Single unit truck 35 Bus 45 Tractor -trailer (40 feet) 45 I j Tractor -trailer (50 feet) 45 Ingress (feet) i 25 f i I -- -T1 -- - - - -- 42 i i 42 40 I EIR i about blank 266 00-424 218 2/11/22, 12:21 PM Indian River County, FL Code of Ordinances Tractor -trailer (60 feet) f 45 45 Driveway entrances off collector and arterial routes shall conform with the provisionaf subsection 952.12(5) Driveway width and radii. (f) Loading and unloading activities shall in no way hinder vehicular ingress or egress. (g) All driveways shall maintain adequate sight distance, as provided in this code. (h) Ingress lanes: 1. Ingress left -turn lane requirements: A twelve -foot wide left -turn lane with appropriatEtorage and transition shall be provided at each driveway when the average annuaiaily traffic (AADT) volume projected at the time of project buildout and peak houteft-turn rates meet the following thresholds: Projected AADT Volume Less than 8,000 8, 000-9, 000 9,001-10,000 More than 10,000 Peak Hour Left Turns 35 or more 30 or more 25 or more 20 or more 2. Ingress right -turn lanes: For any project, a twelve -foot wide right -turn lane witbppropriate storage and transition shall be provided at each driveway where the adjacentoadway average daily traffic exceeds ten thousand (10,000) vehicles per day, permittedoadway speeds exceed thirty-five (35) miles per hour, and driveway volume exceedsone thousand (1,000) vehicles per day with at least forty (40) right -turn movementsduring peak periods. For any project, a right -turn lane as described in this subparagraphshall be provided at each driveway where right -turn ingress volumes exceed seventy-five (75) vehicles per peak hour. These standards may be modified by the public works directoror his designee where special roadway and/or traffic characteristics exist that affedtaffic safety. (2) Number and spacing of driveways. (a) One driveway shall be permitted for ingress and egress purposes to any project. (b) The approving body may either increase or reduce the following separation distancdsased upon a recommendation by the public works director after an analysis of streeftrontage trip generation, or other factors, as deemed appropriate. about:blank 267 4-424 318 USX le A • l 4�4 26S ° WITH PROJECT Links Maintenance Report CDFF505E - Links Maintenance Report Sebastian Oaks LINK q LI N1: DESf.RIF7I017 CAPACITY CUPFEl7T TOTAL PROJECT TOTAL DEH. 0 VEST DEMAND TRIPS w/FFOJECT A1.11LABLE C_ATIAC1TY 1010N S.R. AIA//S. CCUNTY LINE//S. VE CITY L 924 5E6 4 572 512 35-, 61.9 1010S S.R. AIA//S. COUNTY LINE//S. VB CITY L 924 63; 1 633 633 291 68.5 1020N S.R. AIA//S. VB CITY L//1:TH STREET 1,144 5E£ 0 568 5E8 576 49.7 1020S S.R. AlA//S. VB CITY L//17TH STREET 1,201 6`2 0 632 632 5%-? 52.6 1030N S.F. AIA//17TH STREET//S.R. 60 924 716 4 720 720 204 78.0 1030S S.R. AIA//17TH STPEET//F.R. E 924 9E4 3 967 961 -43 104.6 1040N S.R. AIA//S.R. 60//N. VE CITY L 1,144 912 1 913 913 231 79.8 10405 S.P.. AIA//S.R. 60//11. VE CITY L 1,144 1,014 5 11019 1,019 125 89.0 1050N S.F. AIA//N. VE CITY L//FREC TUEFF FD 924 747 0 747 747 177 80.8 1050S S.P. AlA//N. VB CITY L//FRED TUER:. RL` 924 E22 0 822 822 102 88.9 106ON S.R. AIA//FRED TUEPK RE-1/OLD Ii:7:TEi, ECH FP 924 5°2 0 582 582 342 63.0 1060S S.R. Al.R//FRED TUERK RD//OLL K:N-ER ECH RD 924 62_- 0 629 629 255 68.1 107ON S.F. AIA//OLD WINTER ECH RBI/N. 1P5 L 1,190 577 0 577 577 6i3 48.6 1070S S.R. AIA//OLD WINTER BCH RD/; t7. !RS L 11190 442 0 442 442 74E 37.1 10SON S.P. AIA//N. IRS L//C.F. 510 1,190 577 20 597 1 598 592 50.3 1080S S.P. AIA//N. IRS L//C.R. 51C• 1,190 442 20 462 0 462 72£ 38.8 109014 S.R. A1A//C.R. 510//N. COUNTY LINE 11190 276 18 294 0 294 696 24.7 1090s S.P.. AIA//C.R. 530//N. COUNTY L:I:E 880 381 14 395 1 396 464 45.0 11ION INDIAN RIVER BD.//4TH ST C US 1//1C7H 1,960 694 0 694 694 1,2E6 36.4 1110S INDIAN RIVER BD.//4TH ST N US 1//12TH 1,960 1,277 0 1,277 1,277 6c3 65.1 1120N INDIAN RIVER BD.//12TH STF.EET//S. V1, CITY I. 1,960 1,015 0 11015 1,015 945 51.8 1120S INDIAN RIVER BD.//12TH STREET//S. 'VE CITY L 1,960 1,650 0 1,650 1,650 310 84.2 113ON INDIAN RIVER BD.//S. VE CITY L//17TH STREET 1,960 11015 1 - �1,016 1,016 944 61.9 1130S INDIAN RIVER BD.//S. VE CITY L//17TH STREET 1,890 7,650 0 1"650 1,650 240 87.3 1140N INDIAN RIVER BD.//17TH STREET//2lST STREET 1,960 1,036 1 - 1�036 1, 036 924 52.9 1140S INDIAN RIVER BD.//17TH STREET//215T STREET 1,960 1,542 0 1-,542 1, 542 41£ 78.7 11SON INDIAN RIVER BD.//21ST STREET//S.R. 60 2,200 1,383 0 1,383 1,383 717 65.9 1150S INDIAN RIVER BD.//21ST STREET//S.R. EO - 2,100 1,599 1 1, 600 500 76.2 116ON INDIAN RIVER BD.//S.R. 60//NOP.TH VB CITY L 1,960 1,236 0 11236 1,236 724 63.1 1160S INDIAN RIVER BD.//S.P. E0//NORTH VB CITY L 1,800 1, 421 3 1:424 1,424 376 79.1 117ON INDIAN RIVER BD.//NORTH VS CITY L//US 1 _ 1,890 762 0 . 762 762 1,126 40.3 1170S INDIAN RIVER BD.//NORTH VB CITY L//US 1 2,960 625 28 '653 653 1,307 33.3 121ON I-95//N. COUNTY LINE//C.R. 512 2,980 2, 326 0 2,328 2, 326 653 78.1 1210S 1-95//N. COUNTY LINE//C.R. 512 2,980 2,043 0 2,043 2,043 936 68.5 1220N I-95//C.R. 512//S.R. 60 2,980 2,328 0 2,328 2,326 653 78.1 1220S 1-95//C.R. 512//S.R. 6C 2,980 2,043 0 2,043 2,043 93£ 68.6 1230N I-951/S.R. 60//OSLO RD 2,980 2,070 0 2,070 2,070 910 69.6 12305 I-95//S.R. EO//OSLO RD 2,980 1,960 0 11990 1,9P0 1,000 66.4 1240N 1-95//OSLO RD//S. COUNTY LINE 2,980 2,070 1 2,071 2,071 909 69.5 1240S I-95//OSLO PD//S. COUNTY LINE 2,980 11 980 0 1,980 11 960 1,000 66.4 1305N U.S. 1//S. COUNTY LINE//OSLO FD 1,960 1,29E 22 1,320 1,320 640 67.3 1305S U.S. 1//S. COUNTY LINE//OSLO RIB 1,960 1,722 14 1,736 1, 736 224 88.6 13ION U.S. 1//OSLO RD//4TH ST C IF BLVE• 2,940 1,419 12 1,431 1,431 1,509 46.7 1310S U.S. 1//OSLO RD//4TH ST + IF SLVL 2,940 2,075 3 2,077 2,077 663 70.7 1315N U.S. 1//4TH ST C IF BL1'D//8TH STFEET 2,000 1,017 0 1,017 1,017 984 50.8 1315s U.S. 1//4TH ST C IF H1.VD//ETH STREET 2,000 1,469 0 1,469 1,469 5--1 73.5 1320N U.S. 1//8TH STREETiil2TH STREET 11960 1,045 0 1,045 1,045 915 53.3 1320S U.S. ]//STH STREET//12TH STREET 1,960 2,:%0 0 1,280 1,28G ER0 65.3 1325N U.S. 1//1-TH STPEET//S. VA -17Y i. 1,630 1,219 0 1,219 1,219 411 74.8 1325E U.S. i//12TH STREET//S. ':'S C:TY L 1,630 :,41- 0 1,412 1,412 23E 86.7 1330N U.S. 1//E. l'B CITY L//17TH ETFFET 1,770 1,1r3 0 1,183 1, 163 5^7 66.8 1330S U.S. 1//S. VB CITY L//117H STPFET 1,770 1,250 0 1,250 1,250 52^ 70.6 1335N U.S. IM'TH STP.EE^.//F.R. Ei: 1,500 1,14E 9 1,156 1,75E 345 77.1 1335S U.S. 1M -F. STPEET//S.F. SC 1,500 1,OP7 0 1,087 110c7 43 72.5 13401,1 U.S. 1//S.F. «//PCYAL F,..... FL 1,500 775 12 791 791 'C:9 52.7 1340E U.S. I//S.R. Evr/RCY,L F;,L1! F- 1,500 E40 6 846 646 65; 66.4 1345N U.S. 1//110Y;,L F;,34. F:,/:A-:.;,N?:. c.,,_ 2,116 1,G06 18 1,024 1,C24 21C92 48.4 1345S U.5. 1//P.CYAL iAlli FL/; A'. LA1:-:= i:Lii 1,770 c91 10 902 902 SEA 50.9 1350N .._. 1//ATL;.NTIC ELVL//[:. VE C.-i L 2,322 1,10C• 20 1,126 1,12E i,'.w6 48.6 1350E U.S. 1//ATL;,NTIC BL'-r/.n. 7E C.-: L 2,010 1,: o 10 1,180 180 c ? D 58.7 _355I4 U.S. 1//14. VB C;7. :,,C_. ...__ r.... 2,320 11 1 1,571 1,571 7;- 67.7 13555 7.S. 1//N. ''E CI-'i L//C. :.._E -., 2,010 1, :; 9 1,233 i,='3 7:7 61.4 1:60N U.S. 1//OLD :.:;!E n:4YI'4::T STFFF: 2,586 1,4-5 22 1,500 c00 -,Cc( 68.0 .960S 100LL C.:IE F., 4::7 .:._:: 2,010 _, __ 1,012 i, 72 55E 50.4 _65ta U.S. i,:<; ,.FEET,..--.. _:F1:_ 2,352 ..,__ _2 1,454 :,4E4 51.8 13E5, U.S. ://415- .::.__?,;:E S..__. 2,010 .,:. i0 1,008 ,;Cb .,..: 50.2 .., .-:. ... -:. _.: 2,384 ..--• -- 1,935 .._. .,_ 60.2 ,.;47- S-. CE- ., :.. _:-: ..: 2,010 5' 912 2 = 45.4 U... ://45 2,56d .. _: 2L 1.67E .,E'c .__ 65.3 '..5. !i,4bTF. S:. :.,.. '.. ,-r__ 016 1,041 :> 51.8 -H ,. E_-,. 1,567 59.6 9E.0 1,019 52.0 . --F'N '1. '_. .,. .. .r. _•F__. ... .. .._ ... 2,640 - ... 1,465 ., _., 55.8 S-.F_: ._. ....- ... i,960 4 ._ 11009 - `44 51.8 269 of 424 WITH PROJECT Links Maintenance Report CDFRSOS! - Links Maintenance i.ep<rt Sebastian Oaks LINK k L1 NF DESCRiFT1011 CAPACITY CURRENT TOTAL PROJECT TOTAL _EM. 6p• VEST 1122M TR"FS N•/PRC'ECT AVAILacLE C:F:CITY 129014 U.S. 1//OLD DIXIE MEW/SCHUMANN DR 2,210 11335 16 1,350 17 11367 643 61.9 1390S U.S. 1//OLD OIXIE HKY//SC'HUKAM4 DR 1,960 1,093 15 1,108 10 l,:l'c E42 57.0 1395N U.S. 1//SCHUMANN PR//C.R. 512 1,960 I,304 0 1,304 18 1,322 63E 67.4 1395S U.S. I//SCHumANII DR//C.R. Sit 1,960 1,144 0 1,144 11 1,155 605 59.0 140ON U.S. 1//C.R. 512//N. SEE CITY L 1,630 11300 16 1,316 is 1,334 296 81.8 1400S U.S. 1//C.R. 512//N. SEE CITY L 1,712 1,119 15 1,134 11 1,145 567 66.9 1405N U.S. 1//N. SEP CITY L//RGSELANG F.L 1,960 1,757 0 1,157 6 1,1E-5 795 59.5 14055 U.S. 1//N. SEE CITY L//ROSELAND RD 1,960 1,157 0 1,157 13 1,170 790 59.7 1410N U.S. 1//ROSELAND RD//N. COUNTY LINE 1,960 1,141 0 1,141 5 1,146 6i4 58.5 1410S U.S. 1//ROSELANL, PD//N. COUNTY LINE 1,960 964 0 964 S ?72 9?e 49.6 151ON SCHUFLAIIN CR//C.R. 520 C tETF A:'E//S. SEE 880 501 6 507 0 507 373 57.6 1510S SCHUMANN DR//C.R. SID C EETH AVE//S. SEE 980 316 1 317 0 30 563 36.0 1520N SCHUMAIN DR/:S. SEE CITY L//U.S. 1 880 310 0 310 0 310 570 36.2 1520S SCHUMANN DR//S, EEE CITY L//U.S. 1 880 231 0 231 0 231 649 26.3 1610N ROSELAND RD//C.R. 512//N. SEE CITY L 880 372 0 372 0 372 50E 42.3 1610S ROSELAND AD//C.R. 1.i2!!N. SEE CITY L Sa0 450 0 450 1 451 429 51.3 1620N ROSELAND RD//l:. EEE CITY L//U.S. 1 880 471 0 471 1 472 406 63.6 1620S ROSELAND AW/E1. SEE CITY L//U.$. 1 880 765 0 765 1 766 114 87.0 1710E C.R. 512//S.R. E0//I-S5 880 569 11 580 580 300 65.9 1710W C.R. 512//S.R. E.//L-55 1,190 882 0 882 882 306 74.1 1720E C.R. 512//I-95//C.R. 510 1,960 871 50 921 5 926 1,034 47.3 1720W C.R. 512//I-55//c.R. 510 2,890 980 1 961 3 964 906 52.1 1730E C.R. 512//C.A. S10//W. SEE, CITY L 1,960 967 0• 967 E 975 985 49.7 1730W C.R. 512//C.R. 510//W. SEE CITY L 1,960 11005 0 '" .10,005 5 1,010 950 51.5 1740E C.R. 512//W. SEE CITY L//ROSELAND RD 1,960 731 0. 737 6 795 1,215 38.0 1740W C.R. 512//W. SEE CITY L//ROSELAND RD 1,960 '160 0 �, 760 5 765 1,195 39.0 1750E C.R. 512//P.OSELAND RD//U.S. 1 1,960 553 0, 553 13 566 1,394 28.9 1750W C.R. 512//ROSELAND RD//U.S. 1 1,960 736 0' 736 11 747 1,213 38.1 1610E C.R. 510//C.R. 51://66TH AVE 880 471 44 - 515 2 517 363 58.8 1810W C.R. 510//C.R. 512//66TH AVE 880 765 0: ': -765 3 760 112 87.3 1820E C.R. S10//66TH AVE//56TH AVE - 880 432 35.'` .. - 467 0 467 413 53.1 1820W C.R. 510//66TH AVE//SSTH AVE Sao 748 14 762 0 762 118 86.6 1830E C.R. 510//56TH AVE//U.S. 1 880 575 25 599 1 600 280 68.2 1630W C.R. 530//56TH AVE//U.S. 1 880 781 26.", 808 1 309 71 91.9 1840E C.A. S10//U.S. 1//53. AIA 2,049 629 61. '690 1 691 1135ii 33.7 1840W C.R. 510//U.S. 1//S.R. AlA 2,049 950 64 1,034 1 1,•735 1,014 50.5 1905E S.R. 60//W. COUNTY LINE//C.R. $12 2,660 269 0 269 269 2,391 10.1 1905W S.R. 60//W. COUNTY LINE//C.R. 512 2,660 138 0 138 13e 2,522 5.2 1907E S.R. 60//C.R. 512//100TH AVE 1,890 443 0 443 443 1,447, 23.4 1907 W S.R. 60//C.R. 512//100TH AVE 1,890 231 1 232 -"32 1,656 12.3 1910E S.R. 60//1OOTH AVE//1-95 1,960 598 43 641 641 1,319 32.7 191OW S.R. 60//100TH AVE//1-95 1,960 777 110 887 -81 1,073 45.3 191.5E S.R. 60//1-95//e211L•AVE 2,660 1,142 57 1,199 1,199 1,01 44.7 1915W S.R. EO//I-5S//E:i1L AVE 2,680 1,408 64 1,412 1,472 1,20E 54.9 1920E S.R. 60//f2r:C AVE//EETH AVE 2,940 1,077 8 1,085 1.;85 1,E55 36.9 1920W S.R. 60//6221P AVE//EETH AVE 2,940 1,226 52 1,278 1,271 1,66: 43.5 1925E S.R. 60!/EiTY. AVE,/SeTH AVE 2,940 1,494 14 1,508 1,508 1,43- 51.3 1925W S.R. 6U//EETH AVE/IEE-F: AVE 2,940 1,491 37 1,527 1.i27 .,41? 51.9 1930E S.R. 601/SETFA%-E//4IFL•:JE 2,940 1,494 19 1,513 1,5i3 i,;27 51.4 1930W S.R. 60//56TFF.-:'E//4'AV AVE 2,940 1,462 24 1,486 1,486 1,454 50.5 1935E S.R. EO//43RD h':'E//:%Tii AVE 2,940 1,309 1 1,309 1.3G9 :,E•3i 44.5 1935W S.F. E0//47FL h'.'E//: 7-11 AVE 2,940 1,410 16 1,426 1.426 1,514 48.5 1940E S.F. 60//2711 -'- h':'i!lC6-"r.AVE 2,940 1,099 0 1,099 1, 'Ss , 841 37.4 1940W S.P. EO/!177F h':E/!CC•TH AVE 2,940 1,214 0 1,214 1.:" i,72 41.3 1945E S.F. EC/!2^iF.. AVE. .GLI :.:.IE HW:Y 3,396 924 17 941 c4: i,>04 27.7 1945W S.F.. E0//20TF KallOLC 111nIE HKY 3, 396 963 23 986 5b6 2, 4 : 0 29.0 1950E S.P. E0//OLD DIXIE FWY1,110TH AVE 3,396 :,00" 0 11007 1.7C7 :,?�b 29.7 195pW S.P.. 60//CLL :.:::E H:9'iiili•7F AVE 3,396 774 0 774 c,6_- 22.8 1955E S.P.. 60//10TF :":E/!i'.c. 1 3,396 64- 0 647 -47 2,P4mle 24.9 1955W S.P. EU/l107F A:"E//c'.S. 1 3,396 560 0 560 :EO 2,e3E• 16.5 1b60E S.F. EU//':.5. i;!i!:::Al, R.:'ER _ i 2,100 E12 0 612 _ :,4e5 29.1 19601,7 S.R. EC!'U.6. ...:iIAN R1i'ER EL":E 3,020 410 0 410 2,GiJ 13.E 1E6.5E S.F. 6U:fIC'.::: Rii'EF EL:L`:/ICY.H 2,100 -05 0 1,205 57.4 1P65N' S.F. fC//I':C:._...., r __ L//ICE::i 21100 ., 59 1 1,260 54„ 60.0 1970E S.F. tU//::Cr:rlS.F. :.- 1,63G 992 0 992 60.9 147014 S.F.. EO//1G<r:1/;.F. =... 1,630 502 G 9022 "`c.- 55.3 I?EOE Si, EU/!EF ALA,':.:'LAIt _e 1,630 B5' 0 597 4' 36.6 i9E0W SF Et'!/S- n:F./,.._ _..: -,630 ,�. 0 482 29.6 2005E :ETF S-!/EE-F F:/,':-- 709 184 0 184 :?4 26.0 2005V. it -TV. 5.,,.. ..'. r••,-4-•r. A 709 264 0 264 •14 .._ 37.2 2010E C ,.___E L.ti.- FYEF:. :4^E:...... ,.E_vEl! 709 399 0 399 56.3 2010W _.,LLEGE ....,_ --•:1:E6i: 709 <.- 0 267 ." c, - 40.5 :C1-E .Z,LE:E L4.,_ - ':Ft-_SL'. .,_Eil^EL_..• 70? -. C. 3e9 " E'-2 54.9 :015L{ -:i.LEGE LANE - ...FI!E::. ._,.a!!F:EI:EII 709 <.- 26- ^- 270 of 424 40.5 WITH PROJECT Links Maintenance Report CE•FR4OS5 - Lrr.i:e H;tr..er.;nr-e ReporL Sebastian Oaks LINK N LINX LE<CFIrT101. CAPACITY CURRENT TOTAL PROJECT TOTAL DEN. E0 VEST DM11 Trips '.:l FROJEC; !VAI LAELE CAPACI T!' 2020E 1ETH. STREET//56TH AVE//43RD AVE 860 231 2 233 233 E4• 26.6 2020tr1 1ETH STREET//SFTH AVE//43RD AVE 880 299 1 300 300 51C, 34.1 2030E IETH STREE7//43RD AVE/ /27TH AVE 880 330 1 331 311 '49 37.6 2 D30W 16TH STREET//43FC AVE/ /27TH AVE 880 314 0 314 314 56E 35.7 2040E IE•TH STREET//:77H AVE //2UTH: AVE 880 293 0 293 293 .,.., 33.3 2040d 1ETH STFEE7//27TH AVE-//2UTH AVE 980 345 0 345 345 `35 39.3 2050E I6TH STREET//:C74 A/E//OLD DIXIE HWY 1,290 553 0 553 553 737 42.9 205014 16TH STREET//20;H AVE//Gi.0 DIXIE HWY 1,290 611 0 611 E.11 EEO 47,3 2060E 16TH/::TH ST//OLD DIXIE HWY//U.S. 1 1,770 496 0 496 496 .,274 28.0 206OW IETH/I-,TH S7//CLL Li2:,E HWY//J.S. 1 1,770 477 0 477 477 27.0 2110E 17TH 57//U.S. ?//INVIAN RIVER. BLVD 1,770 458 0 458 458 _ 25.8 211OW 1+.TH 1!/INDIAN RI'/EP BLVD 1,770 626 0 626 62i ,:44 35.4 2120E 17TH ST//1HDIAN RIVER BL'dD,/S.R. A1P. 1,960 1,014 0 1,014 1,014 946 61.7 212OW 17TH ST//INPIAI: RIVER ELVD//S.F.. AIA 1,960 1,238 0 1,238 1,238 722 63.2 2210E 1:TH STREET//62ND AVENUE//BOTH AVE 1,960 1, 014 0 1,014 1,014 946 51.7 2210W I2TH STREET//!211D AVENUE//5ETH AVE 792 73 0 73 73 71' 9.2 2215E 12TH ST//6CTH AV//5ETH AV 675 73 0 73 73 Erg 10.8 221514 12TH ST//6CTH AV//SrTH AV 675 91 0 91 91 5E4 13.5 2220E 12TH STREET//5STH AVE//43RD AVE 860 263 18 281 281 S99 31.9 2220W 13T4 STREET//55TH AVE//43RD AVE S80 293 0 293 293 t7 33.3 2230E 12TH STFEET//43P.D AVE//27TH AVE Sao 3D3 0 303 303 577 34.4 2230W 12TH STREET//43RD AVE //27TH AVE 880 407 1 408 408 4 72 46.3 2240E 12TH 5TREET//27TH AVE//20TH AVE 675 418 0 418 418 257 62.0 2240W 12TH STREET//27TH AVE//20TH AVE 675 538 0, 538 538 13i 79.8 2250E 12TH STFEET//:OTH AVE//OLD DIXIE HWY B80 514 0 -$14 514 36E 58.4 225OW 12TH 5TREET!/207H AVE//OLD DIXIE HWY 880 657 0 657 657 22: 74.7 2260E 12TH STREET//OLD DIXIE HWY//U.S. 1 1,770 631 0 631 631 1,139 35.7 226OW 12TH STREET//OLD DIXIE HWY//U.S. 1 1,770 741 0• 741 741 1,029 41.9 2305N OLD DIXIE HWY//S. COUNTY LINE//OSLO RD 860 282 4. - 286 286 594 32.5 2305S OLD DIXIE HWY//S. COL74TY LINE//OSLO AD 634 305 0 _305 305 329 48.0 23ION OLD DIXIE HWY//OSLO RD//4TH ST 880 324 1 325 325 555 36.9 2310S OLD DIXIE HWY//OSLO RD//4TH ST 880 480 0 480 480 400 54.5 2315N OLD DIXIE HWY//4TH ST//8TH ST 792 457 9, 466 466 -.- 58.8 2315S OLD DIXIE HWY//4TH ST//ETH ST 792 542 11 553 553 239 69.8 2320N OLD DIXIE HWY//ETH ST//12TH ST 792 498 0 498 458 294 62.9 2320S OLD DIXIE HWY//FTH ST//12TH ST 792 645 0 645 645 147 81.4 2325N OLD DIXIE HWY//12TH ST//S. VB CITY L 675 454 0 454 454 22: 67.2 2325S OLD DIXIE 4WY//72TH ST//S. VB CITY L 675 599 0 599 599 7c 88.8 233ON OLD DIXIE HWY//S. VB CITY L/i16TH ST 675 376 0 376 376 24': 55.7 2330S OLD DIXIE H'r:Y'//S. VE CITY L//167H ST 675 416 0 416 41E 254 61,6 2335N OLD DIXIE HWY/ /16TH ST//S.R. 60 860 299 0 299 299 5G': 34.8 2335S OLD DIXIE HWY//iETH S7//S.R. 60 960 233 0 233 - - - E'- - 27.1 2345N OLD DIXIE HWY//41ST ST//45TH ST 880 168 0 168 19.1 2345S OLU DIXIE HW.Y//41ST ST//4STH ST 880 167 0 167 167 713 19.0 235ON OLP DIXIE HH1'//4STH S7//49TH 57 Boo 103 0 103 iO3 11.7 23505 OLD DIXIE HWY//4STH ST//49TH ST 880 93 0 93 10.6 2355N OLD C?:"?E iWY//4FTH ST//65TH ST 890 126 0 126 12C. 7 _. 14.4 2355S OLD 111XIF. HKY//:ETH ST/MTH ST 880 109 D 109 • - -' - 12.4 1-6014 OLG Ld: ?F. HXY/!::B;H 57!/.i57H S, BAO 131 0 131 i33 "- 14.9 2360S OLD DIXIE HW'i//t',TH. ST//t9TH ST 880 61 0 81 ii 9.2 236514 OLC _..::E HnY//E9TF: 5T//C.R. _.. 793 105 0 105 i(D 13.2 .365 ;LL _..lE Hi:'t//E57F: S;//c.F. SIG 1,190 54 D 54 :_i• 4.5 FP 1,068 - 480 7 487 4=- � - - 45.6 24105 :-?H Ave1::�E:;e. rot'NTY L:IIE//OSLO Rr 1,068 594 0 599 _., 55.6 242014 ...cSLC F.;;4TH 5, 11068 613 D 613 f•i1 ._. 57.4 :4205 --••-+-•ctsE./05Lc ST 1,068 722 0 722 -- 67.6 :43ON :7TH xvEN!:E//47H ST//BTH S. 1,032 557 0 557 64.0 :4_ .;... .+,_•, �; i;;r. _?/:.;H _. 1,032 706 0 706 'C6 _t 68.4 ST 1,032 460 0 460 4c^ _-. 44.6 2 4 4 0 S :7-H='/E^cE!,=Tr: 57M.TH sr 1,032 699 0 699 E 9 67.7 245CE: .",�i 57//S. ,_ :17i L 11032 430 0 430 4_'� - - 41.7 :F AV-:'j, .,... s- ._. cE :I- L 1,032 642 C 642 42 62.2 :;60N .-7.. ... _....:..._. VE CITY I/: 1ETH ST 1, 032 430 0 430 - f^ 41.7 1. 31 74 ST 1,032 E•4: 0 642 E== _ _ 62.2 -470N .-.- A,F..E!!::.;.. ;T//S.R. 60 ,032 577 C 577 _-7 -- 55.9 .'....�cE:/!E'H 5.,.5.R. Er, ,032 446 44E 44E _ 43.2 EL U 610 269 259 _ -- 33.2 810 Sit 412 50.8 _..., _":..:..... .- .-_ ..:C EL':: //A\':A..... _ 960 4 i 9 419 43.7 FL Q60 _`i° G si5 51c , 536 .. ..3(•c .._. -- :... A'I 5°: AAA 880 34F 348 _.- - 39.6 - ... 7s.. 860 293 33.3 Sty. F. .,. _.. :.. .:.-. _,•,_ ;,['E .96G >26 _ 830 .. :�-$ 42.3 _54C.. _c_. ... ._:.... t. ,:.. A,_ ,960 745 756 -.. 38.3 271 of 424 WITH PROJECT Links Maintenance Report CDPR9055 - Links H1Intenan•.e Report LINK M LINH DESCFIFTI ON CAPACITY CUPRfNT TOTAL \'EST Sebastian Oaks PROJECT TOTAL L,M. 60, 2550E OSLC RD//43RL A1'E//Z'TH AVE 1,960 1, D85 34 11115 1,215 641 255OW OSLO RD//43R1) AVE//2'TH AVE 1,960 977 43 1,020 1,020 940 2560E OSLC RD//27TH AVE//ZOTH AVE 1,960 736 0 736 '?6 1,224 2560W OSLC RD//Z7TH AVE//ZOTH AVE 1,960 910 0 910 P1U 2,051 2570E OSLO RDi/LOTH AVE//OLD DIXIE HWY 1,960 745 0 745 74 S. 1,215 257014 OSLO FD//20TH Al'E//OLD DIXIE HWY 1,960 941 9 950 P50 2,010 25EOE OSLO RD//OLD DIXIE HWY//U.S. 1 1,960 672 0 672 C72 112EE 25E0'r1 OSLO RD//OLD DIXIE HWY//U.S. 1 1,960 966 0 966 966 994 2610E DO NOT USE - S/S :61ON - 6TH//17TH ST//S. 675 342 0 342 342 333 261ON 6TY. A1'EUUE//17TH STREET//S. VB CITY L 675 461 6 467 467 201- 2E1O5 6TH AVENUE//17TH ST//S. VB CITY L 675 406 0 406 40E 2E•5 262ON 6TH AVEIIUE//S. VE CITY L//S.P. CO 675 368 0 368 36e 307 26,05 6TH AVEIIUE//S. VE CITY L//S.P. FO 660 122 0 122 122 73"c 271014 :07H AVENUE//S.F.. EC//ROYAL PALM ELVD 540 113 0 113 213 42 ' 17105 lOTH AVENIJE//S.R. 60//ROYAL PALI1 BLVD 675 153 0 153 153 522 :,,ON 1GTH AVENUE//ROYAL PALM BLVD//17TH S7 810 168 0 188 iFP 622 27205 1OTH AVENUE//RCYAL PALM BLVD//17TH ST 675 387 0 367 3eT 28f 2•F.'0N COTH AVENUE//OSLO hU.//9TH ST 880 579 2 581 5%1 204 28105 207H AVENUE//OSLC RD.//4TH ST 880 377 0 377 3'.7 503 2820N ZOTH AVENUE//4TH ST//8TH ST BID 671 0 671 6-11 139 2620S 2OTH AVENUE//4TH ST//8TH ST B10 305 0 305 305 505 28301,1 20TH AVENUE//STH ST//12TH ST SID 462 0 462 462 -,0 26305 20TH AVENUE//8TH ST//12TH ST 810 362 0 361 361 449 264ON 20TH AVENUE//12TH ST//S. VB CITY L 1,770 577 0 577 577 11193 2640E 20TH AVENUE//12TH ST//S. VB CITY L 1,776 361 0 361 361 1,409 26BON ZOTH AVENUE//S. VB CITY L//16TH ST 1,870 577 0 577 577 1,293 2850S 20TH AVENUE//S. VB CITY L//16TH ST -1,970. 304 0 304 304 1,5E6 266ON 20TH AVENUE//16TH ST//S.R. 60 1/870 407 0 407 407 11463 2660S :OTH AVENUE//16TH ST//S.R. 60 1,,870 116 0 118 118 11752 2870N 20TH AVENUE//S.R. 60//ATLANTIC BLVD - `860 161 0 .. 161 161 699 26705 20TH AVENUE//S_R. 60//ATLANTIC BLVD 860 434 0 434 434 426 2905N 43RD AVENUE//S. COUNTY LINE//OSLO RD 1.1140 471 1 472 472 66E 2905S 43RD AVENUE//S. COUNTY LINE//OSLO RD 1,190 465 0 465 465 725 29ION 43RD AVENUE//OSLO RD//4TH ST 1,056 642 19 661 661 395 29105 43RD AVENUE//OSLO RD//4TH ST 1,056 470 2 471 471 585 2915N 43RD AVENUE//4TH ST//8TH ST 864 750 9 759 759 105 2915S 43RD AVENUE//4TH ST//8TH ST - 864 463 8 471 471 393 292ON 43RD AVENUE//8TH ST//12TH ST 864 738 9 747 747 117 29205 43RD AVENUE//0TH ST//12TH ST 864 493 6 501 5011 363 2925N 43RD AVENUE//12TH ST//16TH ST 864 750 0 750 7P0 114 2925S 43RD AVENUE//12TH ST//1ETH ST 864 575 1 576 57E 2E6 293ON 4:RL AVENUE//16TH ST//S.R. 60 1,071 760 0 760 760 -,11 29';OS 43PD AVENUE//16TH ST//S.R. 60 1,071 410 0 410 4i0 EE1 19 IN 43RL AVENUE//S.R. 60//2ETH ST 1,796 469 0 469 2435S 43RD AVENUE//S.R. 60//:6TH ST 1,796 377 0 377 3 i .19 254ON 4391: AVENUE//26TH ST//41S7 ST 880 399 8 407 407 473 294GS 4iRL AVENUE//2ETH ST//4!ST ST 880 285 S 293 294514 ;--R� AVENUE//41ST ST//45TH ST 880 304 12 315 _._ 5E-S :545S I, I, AVENUE //4iST ST//457H ST 880 190 12 203 2i _' {77 2frEGN 4-FL ;VENUE//45'.H ST//45TH ST 880 270 0 270 2�SOS 43RD AVENUE//45TH ST//45TH ST 980 535 0 535 =00514 .cTH AVENUE//OSLC RD//4T9 ST 1,960 650 1 651 tc.i :C•;.° TH ?:JElr.3e//osLc RD//4TH S; 1,960 732 0 732 : :1iN 5iTH VECUE;14TH ST//'TH ST 1,770 609 0 609 3C10_ _,-F. ;VENUE.:4Th ST//8TH ST 1,770 686 O 886 ..� ... 3Ci5!4 _ETH A`+"ENUE//871i ST//12TH ST 1,770 921 22 943 '4 3(:5S ._,H AVENUE//STH ST//1:TH ST 1,770 1,017 0 1,027 _,.0 I: -.T.. AVENUE //IZIH S-,//I6TH 57 1,770 1,012 1,012 3 (2yc ,rTH A'JEN!'E//I2 TH 57M.M. ST 1,770 11115 0 1, 12C 402PN `5TH AVEIIUE//1ETH ST//S.F. E0 1,770 1,03-1 0 1,037 ,: SSTH AVENUE/nETH ST//S.R. EL' 1,770 834 3 834 _ .. __T=..:eC:`E :'_... EG//4tsT ST 1,960 63E 6 E44 :.: r Tr:.,✓Er!uE:._.-. Ec, 4;.. _: 1,960 48_ i; 493 .. 57//4571i S. 997 413 0 413 4n_ _:4 .._S =nTH AVECOE,/4..7 _T//;_... SI 880 450 450 EA 272 of 424 WITH PROJECT Links Maintenance Report CDFR50`_S - Links Maintenance ReporL Sebastian Oaks LINK p LINK LESCFIFTIftI CAPACITY y'JjJ;RENT TOTAL PROJECT T,�TAL :.EH. e0i Vrl7' LQ'A ll2 TRIPS •.:/FF;: ECT AVAILABLE CAPACITY 3040N 5ETH AVENUE//45TH ST//49TF: ST 916 392 0 392 392 524 42.8 3040S 5ETH AVELIUE//45TH ST//45TH ST 680 422 0 422 422 45F 47.9 3045N SETH AVENUE//45TH ST//65TH ST 1,106 401 G 401 401 705 36.3 :045S SETH AVENUE//49TH ST//E5TH ST 890 405 94 499 449 361 66.7 305ON SETH. AVENUE//6STH ST//E5TH ST 1,074 362 0 362 3E2 712 33.7 3050c SETH. AVENUE//65TH ST//ESTH ST 880 353 1 354 354 52E 40.2 3055N SETH AVENUE//65TH ST//C.R.510 880 260 0 280 0 2r0 600 31.6 3055c 5ETH AVENUE//65TH ST//C.R.510 880 236 0 238 C' 238 642 27.0 307014 EETH AV//CELO RD//4TH ST 740 232 1 233 233 507 31.5 3010S ESTH ;,''///OSLO FD//4TH ST 740 314 C. 314 314 426 42.4 308014 EETF AV//4TH ST//5TH ST 1,190 327 0 327 327 863 27.5 30605 66TH AV!/4TH ST//ETH ST 1,190 356 0 358 3`8 632 30.1 109014 SETH AV//eTH ST//12TH ST 1,190 383 0 383 363 607 32.2 30SO5 EETH n,//ETH ST//12TH ST 1,190 429 10 439 439 751 36.9 330014 66TH AV//112TH ST//1£TH ST 1,190 435 0 435 435 755 36.6 31 M'S EETH AV//12TH ST//IcTH ST 1,190 438 10 448 446 792 37.6 311014 EETH AV//16TH ST//SR EO - 832 445 0 445 445 387 53.5 3110S EETH AV//16TH ST//SR 6U 792 728 10 738 738 54 93.1 312ON E6TH AVENUE/ IS. P. E0//26TH ST 88O 735 8 743 743 137 84.4 31203 66TH AVENUE / Is. R. 60//26TH ST 880 793 10 803 03 77 91.3 313ON EETH AVENUE//26TH ST//41ST ST -.880 727 0 727 727 153 82.6 3130S 66TH AVENUE//26TH ST//I1ST ST 880 771 2 773 773 107 87.9 3140N 66TH AVENUE//41ST ST//45TH ST - --- 880 686 0 686 6E6 199 77.9 3140S 66TH AVENUE//41ST ST//45TH S- 880 704 0 104 704 176 80.0 3150N 66TH AVENGE//45TH ST//E5TH ST 8BO 525 0 525 525 355 59.6 3150S 66TH AVENUE//45TH ST//65TH ST : 'BO 541 0 541 541 339 61.5 316ON 66TH AVENUE//65TH ST//69TH 5? ;- 88O 668 0 668 6E8 212 75.9 3160S 66TH AVENUE//65TH ST//69TH ST .-. 880 828 0 826 626 52 94.1 3170N 66TH AVENUE//69TH ST//C.R. 510 -. -. 880 699 0 699 699 161 79.4 3170S 66TH AVENUE//69TH ST//C.R. $10 .BBO, 88 1 89 69 791 10.1 3210N 74TH AVENUE//16TH STREET//SR 60 -.880 125 37 162 162 718 18.4 3210S 74TH AVENUE//16TH STREET//SR E0 •_Y 880 125 0 125 125 755 14.3 3310N 6214D AVENUE//OSLO RD//4TH ST '.�740 156 0 156 1-i 584 21.1 3310S e2ND AVENUE//OSLO RD//4TH ST 533 154 0 154 154 379 28.8 3320N S211D AVENUE//4TH ST//12TH ST 880 197 3 200 200 680 22.8 3320S 82NO AVENUE//4TH ST//12TH ST 740 218 0 219 21-8 522 29.5 3330N 52ND AVENUE//12TH ST//S.F. 60 B80 291 0 291 241 569 33.1 3330S 52ND AVENUE//12TF ST//S.R. 60 980 287 0 267 '.E7 593 32.6 3340N KIM- AVENUE//S.R. EO//65TH ST 449 114 0 114 114 335 25.4 3 3 4 0 S 62ND AVENUE//S.R. 60//65TH ST 449 175 0 175 i"5 274 38.9 3350N 62ND AVENUE//61,TH ST//65TH ST 740 26 0 26 714 3.5 3350S 62ND AVENUE//657H ST//69TH ST 740 24 0 24 24 71E' 3.2 336014 9ETH AVENUE//6TH STREET//12TY. STREET 880 113 0 113 .._ 767 12.8 3360S 9ETH AVENUE//eTH STREET//12TH STREET 680 120 0 120 i20 760 13.6 337 G14 SETH AVENUE//12TH STREETM ETH STREET 980 156 0 156 :`E 724 17.7 3370S SETH AVENUE//12TH STREET//26TH STRRET $80 122 0 122 :22 758 13.9 33E0;? .^TH AVENUE//lETH STREET//SR 60 880 43 !1? 205 _ _ 675 23.3 33E.0S SETH AVENUE//SETH. STREET//SR EO 980 123 28 151 ... i29 17.2 334;)14 5ETH ViENUE//SF EO//2cTH STREET 1,190 44 0 44 .. 1,146 3.7 33905 SETH AVENUE//SR E0//26TH STREET 11190 41 0 41 41 1,149 3.5 3510E 77TH ST//EETH AVENUE//G.S. 1 634 76 6 64 -- 550 13.2 3613',ti 77TH S7,//66TH AVENUE//U.S. 1 792 136 0 136 ._'E 656 17.2 i!rF ESTH ET.FEET//E211E :i/ENUE//f ETH AVE 449 .- G .- _- 412 8.3 3 it lW C9':H 57F EET//62ND AVENGE//66TH AVE 740 40 0 40 40 f00 6.5 _720F E57H 511,EET//6ETH AVENUE//SETH. AVE 634 55 0 55 =.. `-79 8.6 372 "v ;•; E9TF S nEET//EETH. AVENUE//SETH AVE 634 195 0 195 .._ 439 30.7 3F _97F STREET//55TH .SVE!:t]E//CLL LU.:E HWY 880 14 v 74 :•C6 8.5 ESTF STIELT//5ETH. AVENUE//OLP L1;:IE Hilt' 880 8: 0 82 .. -196 9.4 3,42F E5TH STREET//OLD DIX1E H"iW/U.E. ! 540 71 G it -i 469 13.1 _740i] ESTH STREET//OLL D1XI-c H'WY//U.S. 1 540 64 0 64 _- 47b 11.8 362CE -`-`.F 5T!/EETH AVENUE//E?TF.. A.E.!"E 88O 4G 40 841, 4.6 e80 55 6.2 -- -E .•-.. _, /S:TF _,. St4VE.. ::LL .I1:,_ F:.. 680 -,4 . 74 8.4 _.:i il',•: 6E'H 5T//5eTH AVENUE//CLIP 680 i:2 .., 137 74 16.6 .545E .. 55//•::, L• LIi:IE F:4-://'.1. 5. 880 -_ - 55 -. =e 6.2 ?s4:.. E5TH _7 /0L L.::IE _.:z// .s. 880 E:. 62 - 98 9.3 422"F ,-:.. •7./EETH A H A.E!aF 533 52 9.7 422... 49?H _://ErTH .il'ENOSI Al. E!n;E 880 _. _ 107 - 7_ 12.1 4 41ETH c:i!c_FTF AVENUE //4?F..:i E!'VE 880 30.3 _ .. - :.. :; -c...=`E:PE' _..-'E1':'E 680 .c. i 223 . _ _ 25.3 ,_, .. 4?^.E E..:4_F.L -._.__.,._. _....F .,.. S10 __, 194 .- `-:* 23.9 5. 4';'/; -H S.; r43E: ..._.. - �-- --�--� �.,_ RIO F02 - - -s 25.0 ,_- `F ,-:- -,./.-L: L!::!E '..... ,..'. E10 ..- 134 16.5 471, 7: 4 7a _://L.LI L_. __ ..,,.,. .._. 810..- 273 of 424 17.1 WITH PROJECT Links Maintenance Report CEFRQ055 - L:nks Mtinler.anre Repor[ Sebastian Oaks LINK a LING LESCFI FTi C!1 CAPACITY CUPFENT TOTAL TOTAL LGd. 80; LEST LIERANL! TF]PS u/PROJECT AVAILABLE, CAPACITY 4320E 45TH ST//EETH AVENUE//58TH AVENUE 880 131 0 131 131 749 14.9 4320W 45TH ST//66TH AVENUE//58TH AVENUE 880 210 0 210 210 670 23.9 4330E 45TH ST//58TH AVENUE//43RD AVENUE 880 284 3E 322 322 558 36.6 4----OW 4TH ST//5ETH AVENUE//43RL AVENUE 880 272 24 295 295 585 33.6 4340E 45TH ST//43RD AVENUE//OLD DIXIE HWY 880 370 0 370 370 510 42.0 434OW 45TH ST//43RD AVENUE//OLD DIXIE HWY 980 380 0 360 380 500 43.2 4350E 45TH ST//OLD DIXIE HWY//INDIAN RIV ED 880 256 0 256 256 624 29.1 4350W 4TH ST//OLD DIXI£ HWY//INUTAN RIV ED 880 269 0 269 2E9 591 32.8 4420E 41ST ST//66TH AVE//56TH AVE 880 144 0 144 144 736 16.3 4, 20W 41ST ST//EETH AVE//5ETH AVE 675 223 0 213 213 462 31.6 4430E 41ST ST//58TH AVE//43P.D AVE 880 337 0 337 337 543 38.3 4430i1 41ST ST//58TH AVE//43RD AVE 880 405 0 405 405 475 46.1 4440E 41ST ST//43RD AVE//OLD DIXIE HWY 675 354 2 356 356 319 52.7 4440W 41ST ST//43RL AVE//OLD DIXIE HWY 540 370 0 370 j70 1-10 68.4 4450E 415T ST//OLD DIXIE HWY//INDIAN RIV BD 540 225 0 225 225 315 41.6 44BOW 41ST ST//OLU DIXIE HWY//INUTAN RIV ED 880 272 0 272 272 608 30.9 4460E 37TH STMI.S.41//INDIAN RIV BLVD 992 501 0 501 501 491 60.6 4460W 37TH ST//U.5.11//INDIAN RIVER BLVD 992 912 0 912 912 60 92.0 4470E 33RD ST//66TH .AV//58TH AV 634 73 0 73 73 561 11.5 4470W 33RD ST//66TH AV//5ETH AV 832 77 10 87 E.7 745 10.5 4710E :6TH ST//74TH AV//66TH AV 792 222 0 222 222 570 28.1 4710W 26TH ST//74TH AV//66TH AV 792 360 0 360 360 432 45.4 4720E :6TH ST//66TH AVENUE//58TH AVENUE ', _.,-880. 350 0 350 350 530 39.8 4720W 26TH ST//66TH AVENUE//55TH AVENUE - -. 880 497 0 497 497 383 56.5 4730E :6TH ST//58TH AVENUE//43RD AVENUE 980 443 0 443 443 437 50.3 4730W 26TH ST//56TH AVENUE//43RD AVENUE 680 582 0 582 522 298 66.1 4740E 26TH ST//43RD AVE//AVIATION BLVD - -792 481 0 481 461 311 60.7 4740W :6TH ST//43RD AVE//AVIATION BLVD -.832 635 0 635 635 197 76.4 4750E 26TH ST//AVIATION BLVD//27TH AVENUE -709 191 0 191 191 518 26.9 475OW 26TH ST//AVIATION BLVD//27TH AVENUE 709 166 0 166 166 543 23.4 4630E 8TH ST//56TH AVENUE//43RD AVENUE _880 363 0 363 363 517 41.2 483OW STH ST//5eTH AVENUE//43RD AVENUE 880 529 1 530 530 350 60.2 4640E STH ST//43RD AVENUE//27TH AVENUE - 880 355 0 355 355 525 40.4 4640W 8TH ST//43RD AVENUE//27TH AVENUE - 880 470 0 470 470 410 63.4 4850E 8TH ST//27TH AVENUE//20TH AVENUE 792 326 1 327 327 465 41.3 465OW eTH ST//27TH AVENUEMOTH AVENUE 880 396 0 396 396 464 45.0 4860E 8TH ST//20TH AVENUE//OLD DIXIE HWY 810 413 0 413 413 397 51.0 466OW eTH ST//20TH AVENUE//OLD LIXIE HWY 810 570 0 570 570 240 70.4 9970E 8TH ST//OLU DIXIE HWY//U.S. 1 810 371 0 371 371 439 45.8 467011 eTH ST//OLD DIXIE HWY//U.S. 1 830 525 0 525 525 285 64.9 4EPOE 8TH ST//U.S. 1//INDIAN RIVER BLVD 675 209 0 209 209 466 31.0 468OW NTH ST//U.S. 1//INDIAN RIVER BLVD 675 455 0 455 455 220 67.4 4510E 4TH ST//82ND AVE//5eTH AVE 880 9E 6 104 104 776 11.8 4910:ti 4TH ST//S:NL AVE//5ETH AVE 880 124 0 124 124 756 14.1 4930E 4TH ST//5ETH AVE//43RD AVE 980 271 0 271 271 609 30.6 49301,; 4TH ST//5eTH AVE//43RD AVE 980 253 0 253 253 627 28.7 4940E 4TH ST//43RU AVE//27TH P'E 880 317 i 31E 319 562 36.2 4940iI 4TH ST//4IRA, AVE//27TH AVE 880 398 1 349 j49 531 39.6 4951,E 4TH ST//27TH AVE//20TH AVE 675 355 C 355 355 320 52.6 4950°/I 47H ST//27TH AVE//2DTH Al°E 675 405 0 405 405 270 60.1 4960E 4TH ST//20TH AVE//CLIP DI):_E HWY 880 359 1 360 360 520 40.9 4960W 4TH ST//2UTH AVE//OLL DII::E HWY 880 556 0 556 5r6 324 63.2 49%CE 4TH ST//OLCDIXIE 'HWY//U.:. 1 1,540 37: 372 372 1,168 24.1 447 ii 4TH ST//OLC L'i:'IE HWY//U.E. 1,457 604 604 fC4 P63 41.2 .JIOE IfTH STREET//747H AVENUE/:B:NL 'AVENUE 11190 92 .. 92 =2 1,096 7.7 5010Ti 1ETH STREET//7.-H AVENUE//eNIV 'AVENUE 1,190 i25 �. 1:5 225 1,0E5 10.5 SEIOE FFEC' TIM K LF//ALi//W OF COCONUT DR 1,190 120 0 I20 110 1,070 10.1 610i1 FFEC TUERK OF//h1A//S OF COCONUT UR 1,190 69 C 86 EE 1,103 7.4 _'10E ''11NTER EEACH REi/A.i A//,7UY5LE TR4IL 1,190 50 U 50 50 1,140 4.2 . 7IOW WAITER BEACH P.t!/Ali.//,Iu::.LE TFAIL 1,190 49 C 49 43 1,141 4.1 cEiOE h71Atl?IC ELi'C//:TTH :,-MITI//207H AVENUE 709 91 91 9] E18 12.8 _il,)W A7LA.NTIC ELVC//:-,TH ::VENUE//2OTH AVENUE 540 i29 U 129 .29 411 24.0 7,E 'OE ATLANTIC BLCL//:(?H AVE!It!E: /D.S. 1 880 213 , 213 _.,. 667 24.2 5F2Gi: A?L.AIITIC AVEN;:r//U.S. 1 880 i79 179 i74 701 20.3 =ctCr AVlA :C,+I et'!L//:6.7H 57REr-//:'7TH AVENTIE 1,190 - Cc.c 5E _. . DOS 49.2 c91C'?: A1'IA7:i+U 5.,'i://aTH 5'REE://:7TH n'lENtiE i,190 7iC 7!0 -!U 4E0 59.6 6:2CE RCYAL FALL: FL//INCiAII 540 .2s 125 _c. 411 24.0 E"..W rov.4.. PA-.. 709 25'J - 25: ::e 459 35.3 f. 114E RCY?L FA_.. it/!".5. :;/it".-.1 RIVER ELVII 680 232 232 __e E4e 26.4 FAL14 FL' '. .;. .. :.': I -II RIVER ELVC' 880 203 503 .... 577 34.4 =(?H ='/E. �„F ....':�. .. 832 iFi '_65' .; . F.63 20.3 _-: r TH 634 21f. .24 41U 35.4 :._ .. :E iNE 1,190 _ _ E-6 17.8 CR sc-//s G.r.,._...F//t: c,:'NT, LINE 634 99 37.0 274 of 424 WITH PROJECT Links Maintenance Report CDFR505`_ - Llnf:; Ma:ntenanre Report Sebaslian Oaks LINK 4 LINh LESCFiFTI027 CAPACITY CUF.FEN- TJ7AL FROJECT TOTAL LAM. PO. NEST DE.1%i17 TRIPS •.:/FRDJECT AVAILABLE CAPACITY 9(130E -TH ST SW//27TH AV//43FD AV 675 1-: C. 172 172 503 25.5 903OW 5TH ST Sh)//Z*7TH AV//43RD AV 675 19= C. 199 199 476 29.6 9031E STH ST SW//27TH AV//20TH AV 675 15= 0 154 154 521 22,8 9031W 5TH ST SW//.7TH AV//:OTH AV 675 1f,' 0 164 164 512 24.2 9032E 5TH ST SW//43P.D AV//SeTH AV 832 14: C 141 141 691 16.9 9032W 5TH ST SW//43RD AV//58TH AV 832 14 0 149 149 683 17.9 9034E IST ST SW//-OTH AV//27TH AV 634 i 0 70 70 564 11.0 9034W IST ST SW//20TH AV//27TH AV 634 0 50 50 584 7,9 9035E IST ST SW//27TH Av//43RD AV 540 13' 0 130 130 41D 24.0 9035W IST ST Si)//:7TH AV//43RU AV 675 14 0 147 147 528 21.6 9036E IST ST SW//43RD AV//587H AV 675 llC 0 li6 116 559 17.1 9036W IST ST SW//43RD Av//56TH AV 675 1C: 0 102 102 573 15.2 9040E IST ST//US 1//OLD DIXIE HWY 709 0 67 67 642 9.5 904OW IST ST//US I//OLD DIXIE HWY 540 10: 0 105 105 435 19.4 9050E HIGHLANDS DR//OLD DIXIE HWY//6TH AV 540 25-. 0 255 255 265 47.2 9050W HIGHLANDS DR//OLD DIXIE HWY//6TH AV 540 Si' 0 475 475 65 88.0 9D55E HIGHLANDS DR//OLD DIXIE HWY//US 1 709 0 335 335 374 47,2 9055W HIGHLANES DR//OLD DIXIE HWY//US 1 675 50= 0 502 502 173 74.4 9060E 17TH LN SW//HIGHLANDS DR//6TH AV 1,190 12, 0 128 128 1,062 10.6 9 0 6 0 W 17TH LN SW//HIGHLANDS DR//6TH AV 1,190 1- 0 141 141 1,049 11.9 9065E 17TH LN SW//HIGHLANDS DR//27TH AV 675 c_ 0 239 239 436 35.3 9065W 17TH LN SW//HIGHLANDS DR//27TH AV 675 2:, 0 215 215 460 31.9 9085N INDIAN RIVEP DR//N US ]//MAIN ST 540 16" 0 167 167 373 30.9 90855 INDIAN RIVER DR//N US 1//MAIN ST 540 1C• 0 108 108 432 20.0 909ON INDIAN RIVER DR//S US ]//MAIN ST 540 Ii 0 160 160 380 29.6 9090S INDIAN RIVER DR//S US ]//MAIN ST 540 11; 0 114 114 426 21.1 9310E 37TH ST//66TH AV//58TH AV 675 41 0 41 41 634 6.0 931OW 37TH ST//66TH AV//58TH AV 675 4➢ 0 43 43 632 6.3 9320E 53RD ST//58TH AV//OLD DIXIE HWY 11890 2Hi 0 286 286 1,604' 15.1 9320W 53RD ST//58TH AV//OLD DIXIE HWY 1,890 39: 0 395 395 1,495 20.9 9325E 53RD ST//OLD DIXIE HWY//US I 1,890 31: 0 315 315 1,575 16.7 9325W 53RD ST//OLD DIXIE HWY//US 1 1,890 41- 0 417 417 1,473 22.0 9330E 53RD ST//US IMNDIAN RIVER BLVD 2,854 54: C 548 548 2,306 19.2 9330W 53RD ST//US 1//INDIAN RIVER BLVD 1,890 64F 0 649 649 1,241 34.4 Indian River County CD -Plus for Windcvs 9S/NT Printed on: ill 012 02 C 1n:5':O6 A14 Page p of E-7 275 of 424 Letter of Opposition 276 of 424 Dorri Bosworth From: Bethany Fortunato <bethanyfortunato@gmail.com> Sent: Monday, April 24, 2023 9.28 AM To: Dorri Bosworth Cc: Grace's Landing Subject: Public Notice for Rezoning of Parcel #31390600000500000003.0 Attachments: Louisiana Avenue jpg CAUTION: This email originated from OUTSIDE our email system. PLEASE exercise caution when opening ANY attachments or clicking on links. ESPECIALLY from unknown senders. Good morning, Dorri- I am in receipt of the above mentioned Public Notice for the Public Hearing regarding the request for an Amendment to the Zoning Map from RM-8 to RM-10 for the approximately 15.75 acres of land with access from Louisiana Avenue. The parcel number as noted in the subject line above is #31390600000500000003.0. Unfortunately, due to a previous commitment as an organizer of a major veteran fundraising event that will be held on the same date, I am unable to attend the Public Hearing that was rescheduled for May 4, 2023. 1 was kindly instructed by Lisa Frazier, the city':; Community Development Director, to put my comments in writing to you for you to pass on to the members of the Planning and Zoning Commission so that they can take them into consideration when making their decision on whether to grant this request before them. am the owner/developer of Grace's Landing, a 70-unit senior housing community that was developed in 1997 and is located at 1055 Grace's Landing Circle. The main ingress/egress to Grace's Landing is from Louisiana Avenue. Relative to the above mentioned rezoning request before the Commission, my concerns relate to the impact to traffic on Louisiana Avenue. With Louisiana Avenue being one of the oldest streets in the City of Sebastian, it is an exceptionally narrow street with no space available for widening, given the restraints of the railroad tracks on the east side of the street and the setbacks of the existing structures from the street on both the east and west sides. I ask that the members of the Commission take a look at the attached aerial photo which clearly shows the narrowness of Louisiana Avenue compared to Powerline Road where Pelican Isles, a 150-unit apartment complex is located. What is also visible on the attached aerial is that the access points to the subject property are located on a curve of Louisiana Avenue causing an issue with visibility to the north. Even at the current zoning of RM-8, which allows for up to 126 units, I have concerns with the additional traffic that will be generated on this narrow street. According to the Institute of Transportation Engineers, Trip Generation 7'h Edition, Volume 2, there are 6.72 automobile trips per apartment housing unit per day on a weekday, with 6.39 trips/unit on Saturdays, and 5.86 trips/unit on Sundays. At the current RM-8 zoning which allows far 126 units, this will generate on average 847 trips per weekday on Louisiana Avenue. With a rezoning and the potential for an additional 30 units, this would add an additional 202 trips per weekday for a total of 1,054 trips per weekday, or an increase of 23.8% in traffic on Louisiana Avenue over the 847 trips for 126 units at the current RM-8 zonina As shown by the above numbers, adding the potential for an additional 30 units would cause an even greater impact to the traffic flow on Louisiana Avenue, which leads to concerns for public safety, especially for my senior residents, who may be traveling in a southerly direction down Louisiana Avenue towards the property from Grace's Landing, with the potential visibility issues to the north for vehicles exiting the property on a curve. I ask that the Planning & Zoning Commission give strong consideration to my comments and concerns when making their decision on the request for this Amendment to the Zoning Map. Very respectfully, 277 of 424 Bethany Fortunato Owner Grace's Landing Apartment Homes for Seniors 1055 Grace's Landing Circle Sebastian, Florida This email has been scanned for spam and viruses by Proofpoint Essentials. Click here to report this email as spam. 278 of 424 CIN CF SEBASInAN HOME OF PELICAN ISLAND CITY COUNCIL AGENDA TRANSMITTAL Council Meeting Date: May 24, 2022 Agenda Item Title: Resolution R-23-11 Approving a Collective Bargaining Agreement to be Effective January 1, 2023 to September 30, 2025 between the City of Sebastian and the International Union of Police Associations, AFL-CIO (PUPA) Local 6054 and Local 6056. Recommendation: Move to Consider Resolution R-23-11 Ratifying the Collective Bargaining Agreement for full-time and part-time (excluding temporary and seasonal employees) hourly employees covered by IUPA. Background: City Staff and representatives of the International Union of :Police Associations, AFL-CIO (IUPA) Local 6054 and Local 6056 bargaining units negotiated a Collective Bargaining Agreement for the period January 1, 2023 to September 30, 2025. City Staff and the ILTPA Membership have agreed to a two (2) years and nine (9) months Collective Bargaining Agreement to be effective January 1, 2023 to September 30, 2025. It is recommended that the City Council approve Resolution R-23-11. If Agenda Item Requires Expenditure of Funds: Total Cost: Pay and Benefits Funds to Be Utilized for Appropriation Attachments: Resolution R-23-11 Union Contract 4/28/23 FY 2023 = $101,953 (9Months) FY 2024 = $142,735 (5% Increase) FY 2025 = $149,872 (5% Increase) General Fund = 66% of Totals Stormwater Fund = 17% of Totals Golf Course Fund = 10% of Totals Building Fund = 7% of Totals _ j� 9 Administrative Services Department Review/1 C�� : __��--++ A City Attorney Review: Procurement Division Review, if applicable: City Manager Authorization: l / Date: -r/ t74_; 279 of 424 RESOLUTION NO. R-23-11 A RESOLUTION OF THE CITY OF SEBASTIAN, INDIAN RIVER COUNTY, FLORIDA, DULY RATIFYING A TWO YEAR AND NINE MONTH CONTRACT FOR ALL FULL-TIME AND PART-TIME (EXCLUDING TEMPORARY AND SEASONAL EMPLOYEES) HOURLY EMPLOYEES BETWEEN THE INTERNATIONAL UNION OF POLICE ASSOCIATIONS, AFL-CIO (IUPA) LOCAL 6054 AND LOCAL 6056 AND THE CITY OF SEBASTIAN FOR THE PERIOD JANUARY 1, 2023 THROUGH SEPTEMBER 30, 2025; AUTHORIZING THE CITY MANAGER TO NOTIFY ALL PARTIES OF THE CITY'S RATIFICATION AND CAUSE SAID TWO YEARS AND NINE MONTHS CONTRACT TO BE PUT INTO EFFECT; PROVIDING FOR REPEAL OF RESOLUTIONS OR PARTS OF RESOLUTIONS IN CONFLICT HEREWITH; PROVIDING FOR SEVERABILITY; PROVIDING FOR SCRIVENER'S ERRORS; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, the International Union of Police Association, AFL-CIO (IUPA) is certified by the Florida Public Employees Relations Commission as the Bargaining Unit for certain employees of the City of Sebastian: and WHEREAS, the City of Sebastian has negotiated in good faith a Collective Bargaining Agreement with the IUPA for the period January 1, 2023 through September 30, 2025; and WHEREAS, Thirty-nine (39) of the full-time and part-time employees covered by the said Collective Bargaining Agreement have voted, with Twenty-nine (29) of those employees voting to accept same. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEBASTIAN, INDIAN RIVER COUNTY, AS FOLLOWS: SECTION 1. The negotiated Collective Bargaining Agreement is hereby ratified. SECTION 2. The City Manager is authorized to notify all parties of this ratification and to cause said Collective Bargaining Agreement to be put into effect. SECTION 3. CONFLICT. All resolutions or parts of resolutions in conflict herewith are hereby repealed. SECTION 4. PROVIDING FOR SEVERABILITY. In the event a court of competent jurisdiction shall hold or determine that any part of this Resolution is invalid or unconstitutional, the remainder of the Resolution shall not be affected and it shall be presumed that the City Council of the City of Sebastian did not intend to enact such invalid or unconstitutional provision. It shall further be assumed that the City Council would have enacted the remainder of this Resolution without said invalid or unconstitutional provision, thereby causing said remainder to remain in full force and effect. SECTION 5. SCRIVENER'S ERRORS. Sections of this resolution may be renumbered or re - lettered and corrections of typographical errors which do not affect the intent may be authorized by the City Manager, or the City Manager's designee, without need of further action of the City Council by filing a corrected copy of same with the City Clerk. 280 of 424 SECTION 6. EFFECTIVE DATE. This resolution shall take effect immediately upon its adoption. Mayor Fred Jones Vice Mayor Chris Nunn Council Member Kelly Dixon Council Member Ed Dodd Council Member Bob McPartlan The Mayor thereupon declared this Resolution, as modified upon reconsideration, duly passed, and adopted this day of , 2023. ATTEST: Jeanette Williams, MMC City Clerk CITY OF SEBASTIAN Fred Jones, Mayor Approved as to form and legality for reliance by the City of Sebastian only - Interim City Attorney Andrew W. Mai 281 of 424 1 512123 CITY OF SEBA$T_ "_ 414 HOME OF PELICAN ISLAND COLLECTIVE BARGAINING AGREEMENT BETWEEN THE CITY OF SEBASTIAN and INTERNATIONAL UNION OF POLICE ASSOCIATIONS AFL-CIO LOCAL 6054 & LOCAL 6056 January 1, 2023 — September 30, 2025 282 of 424 TABLE OF CONTENTS ARTICLE TITLE Pane Agreement 3 Preamble 3 1 IUPA Recognition 4 Position Classification 4 Equal Employment Opportunity/AA 5 2 Management Rights 5 3 Bargaining Unit Representation 6 4 Dues Deduction 6 5 Rights of Employees 7 6 No Strike 8 7 Hours of Work and Overtime 8 8 Seniority/Layoff/Recall 11 9 Miscellaneous Leave 13 10 Sick Leave 17 11 Vacation Leave 20 12 Grievance Procedure 22 13 Holidays 24 14 Promotions, Transfers and Adjustments 25 15 Group Insurance 27 16 Retirement Contribution 28 17 Performance Evaluations 29 18 Safety 31 19 Disciplinary Action 34 20 Salary 34 21 Substance Abuse Testing 34 22 Uniforms 35 23 Education Reimbursement 35 24 Classification and Pay Scale 37 25 Secondary Employment 38 26 Severability 38 27 Counseling 38 28 Term of Agreement 39 Appendix A Grievance Form 40 Appendix B-1 Application for Membership Local 6054 41 Appendix B-2 Application for Membership Local 6056 42 Appendix C Classification and Pay Scale 43 2 283 of 424 AGREEMENT Section 1 This Collective Bargaining ("Agreement") is entered into by the City of Sebastian, Florida ("City" or "Employer') and the International Union of Police Associations {"IUPA'J, Certification Number 2040 and Certification Number 2041, and has as its purpose the promotion of harmonious relations between the City and IUPA; the establishment of an equitable and peaceful procedure for the resolution of differences; and includes the agreement of the parties on the standards of wages, hours and other conditions of employment covered hereunder. Section 2 Upon the effective date of this Agreement it shall supersede and supplant that certain Agreement between the City and P.E.A. expiring September 30, 2022 and any supplemental agreements, thereto or thereunder. Section 3 Throughout this Agreement masculine gender pronoun shall be read to include feminine gender where appropriate. PREAMBLE Whereas, the intent and purpose of this Agreement is to maintain and fiuther harmonious and cooperative labor management relations upon a constructive and sound foundation; Whereas, the cornerstone of this foundation is the mutual acceptance and recognition of the rights and obligations of both parties, in order that the joint responsibilities of the public employer and public employee to represent the public be fulfilled and the order and uninterrupted functions of government be assured; and Whereas, the City is engaged in famishing essential public services vital to the health, safety, protection, and comfort of the residents of Sebastian; and Whereas, both the City and its employees have a high degree of responsibility to the public in so serving the public without interruption of these services; and Whereas, since both parties recognize this mutual responsibility, they have entered into this Agreement as an instrument and means to permit them to fulfill said responsibility; Now therefore, in consideration of the premises and promises set forth herein and the benefits and advantages accruing or expected to accrue to the parties hereto and those covered by this Agreement by reason thereof, and said parties hereby agree as follows: 284 of 424 ARTICLE 1 IUPA RECOGNITION The City recognizes the IUPA as being certified by the International Union of Police Associations, AFL-CIO and as such is the sole and exclusive bargaining agent, for those full time and part-time (excluding temporary and seasonal employees) hourly employees working within the unit, for the purpose of negotiating matters of wages, hours and other terms and conditions of employment. This list of job classifications may be amended from time to time due to business/city standard changes. Positions may be removed or added. Titles may be changed to better suit the position. This shall be at the discretion of the City. Position Classification — General EmIovees 911 Emergency Dispatcher Environmental Planner Accountant Facilities Foreman Accounting Clerk I Facilities/Ahport Maintenance Worker II Accounting Clerk II Golf Course Cart Attendant (PT) Administrative Assistant Help Desk Tech/Administrative Assistant Airport Maintenance I (PT) Junior Planner Assistant Cemetery Sexton Logistics Specialist (PT) Assistant Golf Professional (PT) Maintenance Worker I Associate Planner Maintenance Worker II AV Technician (PT) Maintenance Worker III AV Technical Analyst (PT) Mechanic Building Inspector I MIS Technician Business Tax License Specialist Permit Technician Cashier (PT) Records Specialist Chief Building Inspector Records Specialist II Clerical Assistant Recreation Supervisor Clerical Assistant I (PT) Special Events Coordinator/MW III Clerical Assistant II (PT) Stormwater Utility Inspector Code Enforcement Officer Tennis Court Attendant (PT) Crime Analyst Traffic Technician I Crime Scene Evidence Technician (PT) Traffic Technician II Position Classification — Suuervisors 911 Emergency Dispatcher Supervisor Accreditation/Records Supervisor Cemetery Supervisor/Sexton Crime Scene Evidence Supervisor 4 Lead Mechanic/Garage Supervisor Parks Maintenance Supervisor Roads Assistant Superintendent 285 of 424 EQUAL EMPLOYMENT OPPORTUNITY/AFFIRMATIVE ACTION The City and IUPA agree to full and unequivocal cooperation with each other in eliminating all discrimination and to assure all personnel Policies and assignments are free from discriminatory practices. The parties recognize that it is mutually beneficial to resolve any problem of alleged discrimination as amicably and expeditiously as possible and agree that each shall make a good faith effort to settle such disputes informally within the Department before any formal complaint is filed. Nothing in this contract will supersede the following • The Fair Labor Standards Act • Title VII of the Civil Rights Act of 1964, as amended, or by applicable state or local law; • Title I and Title V of the Americans with Disabilities Act of 1990, as amended or by applicable state or local law and the Rehabilitation Act of 1973, as amended, or by applicable state or local law • The Age Discrimination of Employment Act of 1967, as amended or by applicable state or local law; • The Equal Pay Act of 1963, as amended or by applicable state or local law; • Title II of the Genetic Information Nondiscrimination Act of 2008, or by applicable state or local law; • Marital status or lawful political affiliation as prohibited under Federal Law and Florida Statutes or applicable local law. ARTICLE 2 MANAGEMENT RIGHTS 2.1: The management of the City and the direction of the workforce are vested exclusively in the City subject to the terms of this agreement. Nothing in this Agreement shall affect the right of the City to determine the standards of service offered the public; to maintain the efficiency of the City's operations, to determine the methods, means and personnel by which the City's operations are to be conducted; to direct the work of its employees; to hire, promote, demote, transfer, assign and retain employees in positions; to discipline, suspend or discharge employees for just cause and to relieve employees from duty because of lack of work; or to take any action, not inconsistent with the express provisions of this Agreement, necessary to carry out the mission of the City. All matters not expressly covered by the language of this agreement may be administered for its duration by the City in accordance with such policy or procedure as the City from time to time may determine. 286 of 424 ARTICLE 3 BARGAINING UNIT REPRESENTATION/BULLETIN BOARDS 3.1: The City agrees to provide suitable bulletin board space on existing or new bulletin boards in convenient places for posting of official IUPA notices to its members and to other covered employees. The City also agrees to allow the IUPA the use of the City's e-mail for these notices. No scurrilous, defamatory, or otherwise objectionable material will be posted or entailed. The parties agree that the usage of such bulletin boards and emails will be to promote employee - employer relations, as well as keep the members and other covered employees informed of its activities. Copies of all materials, notices, or announcements shall be submitted to the -HR Director or designee, before they are posted. All notices shall be signed by a duly authorized IUPA representative. 3.2: The City agrees to allow the elected officers as Representatives for the General Employees and the elected officers as Representatives for the Supervisory Employees of the IUPA who are on duty at the time negotiations take place with the City and the IUPA, time away from their regular dutiestshifi assignments to participate in negotiation meetings without loss of wages or benefits as long as it does not create a manpower/shift shortage. This will be done with the knowledge and permission of the Employee's Supervisor. 3.3. The City will permit the IUPA to maintain an official mailbox at various work sites. The mailboxes will be provided by the IUPA. Mail delivered to these mailboxes will be delivered unopened. 3.4: The City will allow the IUPA a reasonable opportunity to meet with new employees covered by the agreement at the conclusion of new employee orientation for the purpose of briefing the employee on this Agreement and the Bargaining Unit's programs and benefits. ARTICLE 4 DUES DEDUCTION 4.1: Upon receipt of a stipulated lawfully executed Assignment of Wages/Dues Deduction form. The Employer agrees to deduct the regular dues of the 1UPA from the employee's pay bi-weekly (twenty six (26) times per year) basis for so long as the IUPA remains the certified bargaining agent for the employees within the unit. Such dues will be remitted promptly to the home office of the IUPA Bargaining Unit. The WPA agrees to notify the Employer, in writing, at least thirty (30) days prior to the effective date of any changes in the regular dues structure. 4.2: Revocation of dues will be processed through the 1UPA, but in the event of direct revocation, the IUPA will be notified as soon as is practicable. All persons currently on dues deduction shall continue without further authorization. 4.3: The IUPA agrees to indemnify and hold harmless the Employer, its agents, employees and officials from and against any claims, demands, damages or causes of action (including, but not limited to, claims, etc., based upon clerical or accounting errors caused by negligence,) of any nature whatsoever, asserted by any person, firm or entity, based upon or related to payroll deduction of the iUPA dues. The IUPA agrees to defend, at its sole expense, any such claims against the Employer or its agents, employees, and officials. The term `official" as used herein includes elected and appointed officials. 4.4: Nothing contained herein shall require the Employer to deduct or to otherwise be involved in the 287 of 424 collection of delinquent dues, fines, penalties, or special assessments of the IUPA. 4.5: An assignment of Wages/Dues deduction may be canceled by the employee upon thirty- (30) day's written notice to both the City and the 1UPA. ARTICLE S RIGHTS OF EMPLOYEES 5.1: The City and the 1UPA agree that employees possess the rights set forth in Section 447.301, Florida Statutes, and are entitled to exercise these rights without interference, restraint, or coercion from any person, including the IUPA representation in any discussion between the employee and representatives of the City in which the employee has reasonable grounds to fear that the interview is investigatory and may result in disciplinary action being taken against the employee. 5.2: The employee must sign all documents (i.e., Performance Reviews, Disciplinary Action, etc.) that are placed in the employee's personnel file whether the employee agrees or disagrees with the document to signify the employee has seen and discussed said document. If the employee does not sign the document they will be subject to disciplinary action up to and including termination. 5.3: The City will have the employee sign for a copy of any adverse action document to be placed in an employee's personnel files prior to the document being placed into the files. Employees shall have the right to file a written response to any letter of reprimand or other document that is placed in the employee's personnel file as a result of supervisory action or citizen complaint. Any such written response shall be included in the employee's personnel file together with the letter of reprimand or other document against which it is directed. To the extent permitted by law and in order to protect the privacy and promote the safety of employees, the City agrees not to directly or indirectly furnish the news media or public with any employee's personal information, (i.e., home address, date of birth, telephone number, photograph, etc.), and/or personnel records as required per Florida Statute 119 as amended without the employee's consent. 5.4: The 1UPA Locals agree not to directly or indirectly furnish the news media or the public with personnel records without the consent of the City and the employee, thus mutually agreeing to the confidentiality of personnel records other than required by law. 5.5: The 1UPA members are entitled to be represented by the RMA in grievances arising under this Agreement. They may also bring matters of individual concern not covered by this Agreement to the attention of City officials. A 288 of 424 ARTICLE 6 NOSTRUM 6.1: For purposes of this Article, "strike" is defined as the concerted failure of employees to report for duty; the concerted absence of employees from their positions; the concerted stoppage of work by employees; the concerted submission of resignations by employees; the concerted abstinence in whole or in part by any group of employees from the full and faithful performance of the duties of employment with a public employer for the purpose of inducing, influencing, condoning or coercing a change in the terms and conditions of employment or the rights, privileges or obligations of public employment, or participating in a deliberate and concerted course of conduct which adversely affects the services of the public employer, the concerted failure of employees to report for work after the expiration of a collective bargaining agreement. 6.2: The IUPA recognizes that strikes by public employees are prohibited by Article 1, Section 6, of the Florida Constitution and Section 447.505, Florida Statutes. IUPA agrees not to authorize, instigate, or otherwise support a strike, as defined in Section 6.1 above. 6.3: The IUPA recognizes that it -- and all acting in concert with it -- shall be liable for the penalties set forth in Section 447.507, Florida Statutes, in the event of a strike in violation of this Article. 6.4: The IUPA agrees that there shall be no strikes in accordance with Article 1, Section 6 of the Florida Constitution and Section 447.505, Florida Statues. In the event of a strike, slow up, work stoppage, or interruption due to informational pickets, IUPA shall promptly and publicly disavow such unauthorized conduct and to take all affirmative action legally available to prevent or terminate any strike which occurs in contravention of this commitment. 6.5: For the purpose of this Agreement, informational pickets shall be allowed. Informational pickets shall not stop or discourage City employees from normal business. Informational pickets shall not encourage any type of act that would violate local ordinances, city, state or federal law, e.g., honking of horns, etc. ARTICLE 7 HOURS OF WORK AND OVERTIME 7.1: Basic Work Week: (a) The basic work week for regular full-time employees shall ordinarily consist of forty (40) hours per week, starting at 12:01 a.m. Sunday and ending at 12:00 midnight Saturday, unless otherwise specified or scheduled by the Department Head to meet particular requirements of an individual department. (b) The basic workweek for regular part-time employees shall consist of those hours they are required to work by their Department Head or his designee. (c) Meal periods shall not be considered time worked. (d) Employees will be entitled to a one (1) hour meal break. Meal breaks may not be at a set standard time. They will be based on work flow and are at the discretion of the Department Head or their designee. Meal breaks start from the time an employee stops work at the job site to the time they return to performing work. This includes any travel time. Employees will also be entitled to two (2) paid fifteen (15) minute work breaks one in the morning and one in the afternoon. Breaks shall be taken at the job site or work area and does not permit travel. Breaks may not be at a set standard time. They will be based 289 of 424 on work flow and the discretion of the Department Head or their designee. Employees will be paid for an eight (8) hour day. In order to be entitled to the one (1) how paid lunch, the employee must have worked four and a half (4.5) hours of their shift. Hours of Oneration 1. Administrative employee's hours of work are from 8:00 am. to 5:00 p.m. Monday through Friday. 2. Non -administrative employee's starting and ending of shifts for each division shall be at the sole discretion of the Department Head and not by any individual employee to accommodate the unpaid one (1) hour meal period. (e) The two fifteen (15) minute work breaks will not be taken immediately before and/or immediately after the meal break, and it must be used or lost. It cannot be used to make up for late arrival or for leaving work early or to extend the lunch break. (f) The City will make a good faith effort to find work for employees when adverse weather conditions do not permit outside work. If no work is available, employees may use accrued vacation, personal, or compensatory time, (if earned) to leave work for the remainder of the day. 7.2: Communications Division: (a) Unit employees shall be entitled to one (30) minute meal break and two (2) fifteen (15) minute paid breaks per each eight (8) hour shift, to be taken at the discretion of their Department Head or designee. However, if the employee works a twelve (12) hour shift, they are entitled to one (1) thirty (30) minute meal break and three (3) fifteen (15) minute paid breaks. (b) The Communications Division will be allowed to earn comp time instead of overtime when earned as a result of their regular work schedule and comp time can be used to offset the hour shortages during the 40 hour work week. To conclude, comp time will be approved leave and will be considered time worked for overtime computation for the Communications Division only. (c) Any employee who works either regularly scheduled hours or overtime hours that fall between 6 P.M. and 6 A.M. shall be entitled to a shift differential equal to five percent (5%) of their regular hourly rate of base pay for each hour worked. (d) A 911 Dispatcher who is performing training will be paid an extra $3.00 per hour for all hours they are actually providing in-house instruction and not on leave. (e) A 911 Dispatcher designated as required to be on -call will be paid an extra $1.00 per hour for on -call hours, providing they are not otherwise paid call-back pay. 7.3: Qvegjme: (a) Overtime will be authorized only when it is in the interest of the Employer and is the most practicable and economical way of meeting workloads or deadlines. (b) All authorized and approved time worked in excess of forty (40) hours in any one workweek is considered overtime worked and shall be either paid at the rate of one and one-half (1 %:) times the hourly wage of the employee, or by compensatory time off at the rate of one and one-half (1-1/2) hours for each hour worked over forty (40) hours in any one workweek. (c) The Fair Labor Standards Act (FLSA) states that unless exempt, employees covered by the Act must receive overtime pay for hours worked over 40 in a workweek at a rate of time 9 290 of 424 and one-half their regular rates of pay. The Act does not require overtime pay for work on Saturdays, Sundays, holidays, or regular days of rest, unless overtime is worked on such days. The Act applies on a workweek basis. It need not coincide with the calendar week but may begin on any day and at any hour of the day. Different workweeks may be established for different employees or group of employees. (d) Emergency closure hours will be considered time worked for the purpose of computing overtime. (e) 1. If an employee has accrued earned overtime, he or she may elect, with the approval of the Department Head, to accrue compensatory time off rather than be paid for the overtime. 2. Unused accrued compensatory time will be converted to the employee's current hourly rate of pay at the end of each quarter and added to their first pay check the following month. Any unused accrued compensatory time remaining will be paid out at their current rate of pay at the last pay period of the fiscal year. The Police Department Communication Division will be able to retain 4 hours compensatory time earned during the last pay period of each quarter as a result of the long week to compensate for their short week in the first pay period of the next quarter. 3. Employees wishing to use accrued compensatory time off must follow the same procedures as an employee wishing to take vacation time. The employee must receive prior approval to use compensatory time off, except in emergency situations. The employee's Department Head shall attempt to accommodate the desires of the employee as to the time off desired, work schedule and conditions permitting. (f) No employee will be placed in a leave without pay status during the basic workweek in order to deprive him or her of the right to earn compensable overtime. The employee may elect to flex time within the same day or seven (7) day workweek; however it is at the sole discretion of the Department Head or their designee. (g) Department Head or their designee will have the right to schedule overtime based on the workload. Employees shall be required to work overtime when assigned unless excused only by the Department Head or their designee. Any employee who desires to be excused from an overtime assignment shall submit to their Department Head or their designee a written request to be excused. In the event that the Department Head or their designee cannot schedule a suitable overtime work force from the complement of employees who have not requested relief from overtime, employees who have approved written relief requests on file may also be required to work overtime. (h) If an employee leaves the service of the City, he or she will be paid for all accrued compensatory time at the employee's current hourly rate of pay to a maximum of one hundred twenty (120) hours. 7A Call-Out/Designated On -Call (a) Call -out -When an employee is called back to work after his or her normal workday, he or she shall receive a minimum of two (2) hours pay at the overtime or compensatory time accrual rate. The maximum travel time paid is 30 minutes. (b) When an employee is assigned to attend a meeting or perform work immediately following or preceding his/her normal work day, the employee shall be entitled to a minimum of fifteen 10 291 of 424 (15) minutes pay at the overtime or compensatory time accrual rate, if applicable, and shift differential if appropriate. Hours in excess of forty (40) hours per week will be paid at the overtime or compensatory time accrual rate of time and one-half (1 'fi) the employee's regular hourly rate of pay. (c) Designated On -Call (Excludes Communications 911 Department) — When the Department Head or their designee designates an employee to be on call, the employee must respond within one hour except in extenuating circumstances. The employee will receive $1.00 per hour for being on -call. The maximum travel time paid is 30 minutes. ARTICLE 8 SENIORITY/LAYOFF/RECALL 8.1: Definitions: (a) City seniority is the total cumulative length of uninterrupted regular full-time or regular part-time employment (date of hire) of an employee by the Employer, measured from the most recent date of regular employment by the Employer, except as provided in Section 8.2 below. (b) Classification seniority is the length of regular full-time or regular part-time service by an employee in the same job classification. (c) City seniority which is from the date of hire shall apply for the purposes of layoff, vacation computation, service awards, or other matters based upon length of service. 8.2: Accrual of Senioritv: (a) Employees shall be placed in a probationary status for the first six (b) months of employment in any job classification. Probationary employees accrue no classification seniority until they become permanent regular employees, whereupon their classification seniority shall begin from the date of entry into the classification. An employee who has completed his or her initial probationary period shall continue to accrue City seniority notwithstanding subsequent probationary period(s) resulting from promotion or transfer to a different job classification. (b) Employees who are promoted or transferred shall be placed in a probationary status for the first ninety (90) days. (c) Any employee who is on an unpaid leave of absence of less than twelve months shall not accrue sick or vacation time, but they shall not lose seniority. Seniority accrual shall continue on the first day of the employee's return to work. 8.3: Loss of Seniority: Employees shall lose City and classification seniority only as a result of - (a) Voluntary resignation; (b) Retirement; (c) Discharge; (d) Layoff for a period exceeding twelve months; (e) Absence from work without authorization; (f) Failure to return from military leave within the time limit prescribed by law; (g) Approved leave of absence without pay of more than twelve months. 11 292 of 424 8.4: Work Force Adiustment and Lav-off: (a) When work force adjustment becomes necessary due to lack of work, shortage of funds, discontinuance of operations, or the subcontracting out of City services, the Employer may lay-off employees. IUPA and the affected employee(s) shall be notified in writing not less than sixty 60 calendar days prior to the effective date of such lay-off. (c) If the City fails to provide the employee(s) with a sixty- (60) day written notice of lay- off, the City will pay the employee(s) the equivalent of twenty (20) days of pay. Such payment will be paid in two (2) bi-weekly increments. (d) The duties performed by any laid off employee may be reassigned to other employees already working who hold positions in appropriate classifications. (d) No regular full-time employee shad be laid -off while a probationary, part-time, or temporary employee remains employed in the same job classification. (e) Permanent, regular full-time employees who receive a notice of lay-off shall have the right, in accordance with their seniority, to transfer or downgrade (commonly known as "bumping") or to take the lay-off. Bumping shall only be permitted in the event of lay-off, in accordance with the following procedure: (1) Management shall identify the position(s) that may be bumped within five (5) business days of the notice and explain the options to the affected employee(s). Position classifications that are available for bumping will only be for the same grade or less than the employee's current position. The employee must possess the minimum qualifications for that position, and have greater City seniority than the present occupant of that position. Affected employees shall have five (5) business days, from the date their options are explained, to notify management whether they desire to bump or take the lay-off. (2) If otherwise eligible, the bumped employee may then proceed himself in accordance with this article. (3) In the event that two or more affected employees have the exact same citywide seniority, the employee with the least classification seniority will be laid off first. If both employees have equal seniority, the employee who applied for the position first will retain the position. This will be determined by the time/date stamp issued by Administrative Services on the employment application when it was first received (4) An employee bumping to a different job classification shall be placed in a probationary period of six (6) months. If, in the opinion of the City, the employee cannot satisfactorily perform the duties of the position to which the member has bumped, the employee will be laid off without further bumping rights. (5) An employee bumping to a job classification which is lower than their present job classification will take a 3% per Grade not to exceed nine (9%) percent reduction in pay. In no case will the employee be paid more than the maximum rate of the lower classification. (f) Probationary employees shall have no bumping rights. An employee who is in a probationary status as of the date of notice of the lay-off, but who has previously achieved permanent status in a lower job classification, may revert to such lower classification for the purpose of exercising bumping rights. If the employee reverts to the lower classification, their pay is adjusted to the pay they previously held prior to the promotion. (g) Regular part-time employees may only bump other part-time employees. (h) Exempt employees cannot bump into the bargaining unit unless they held a bargaining 12 293 of 424 unit position within the past 1 year of the effective date of such layoff. 8.5: Recall: (a) Recall of laid -off employees shall be made in accordance with City seniority. Initial contact shall be attempted by phone. This shall be followed by a certified letter, return receipt requested, to the employee's last known address, to confirm the phone conversation and/or document that the recall notice has been provided. Laid -off employees who desire to be recalled shall keep the Employer continuously informed of their current mailing address, or lose their recall rights. (b) Within three (3) business days after receipt of a notice of recall, recalled employees who desire to return to work must notify the Employer in writing to advise that they intend to return to work, or they will lose their recall rights. Recalled employees must return to work fit for duty within ten (10) calendar days of the receipt of a recall notice, or they will lose their recall rights. (c) Employees who are laid -off will be eligible for recall for 1 year of the effective date of such layoff for any position in the same or lower pay grade that they are qualified to perform. When an employee returns to a position of a lower pay grade, he or she will take a 3% reduction in pay. In no case will the salary be higher than the maximum rate of the new job or shall any reduction result in more than a nine percent (9%) decrease in pay. Previously canceled group health insurance may be reinstated upon the employee's return to active duty consistent with the plan's requirements. In addition, any balances of accrued vacation or sick leave not previously paid will be reinstated and the accrual rate from the date of return to active duty will be at the accrual rate enjoyed at the date they were laid off. ARTICLE 9 MISCELLANEOUS LEAVE 9.1: Bereavement Leave: (a) Bereavement Leave is to provide paid time off for absences related to the death of an immediate family member. For purposes of this provision, an "employee's immediate family" is defined as the employee's spouse/domestic partner, parent/step parent/father- in-law/mother-in-law, child/step child, brother, sister, grandparent/grandparent-in-law, grandchild, or any relative who is domiciled in the employee's household. (b) The Department Head or their designee will approve Bereavement Leave. (c) Paid Bereavement Leave will be granted according to the following schedule: (1) 3 Consecutive Days in State of Florida; (2) 5 Consecutive Days out of State commensurate with scheduled shift hours (Not to exceed 40 hours); (3) Part-time employees receive 2 consecutive work Days (based upon their scheduled work hours); (4) All Paid Bereavement Leave must be taken within 14 consecutive calendar days of the death. (d) Bereavement leave shall not be charged to vacation leave, personal leave, sick leave or to compensatory time. Any absence in excess of approved bereavement leave, will be charged at the employee's discretion to accrued compensatory time, vacation leave, sick leave, personal leave or, if no leave is accrued, to leave without pay. (e) Within thirty- (30) calendar days from the date the employee returns to work from such 13 294 of 424 absence, the employee will file a copy of the death certificate of the deceased. Said death certificate will be attached to a leave request form and forwarded to the Department of Administrative Services, Human Resources for processing. Failure to produce a death certificate will result in the employee reimbursing the City for any paid leave taken under this Article. Any employee found to have falsified his or her request for Bereavement Leave -will be disciplined up to and including dismissal. It is understood that under certain circumstances the employee will be unable to obtain a death certificate. In this event, in lieu of a death certificate, the employee shall submit a newspaper account showing the death and the relationship of the deceased to the employee and/or other appropriate criteria as deemed appropriate by the Human Resources Director. (f) For non -immediate family, employees have the option to use accrued vacation leave, compensatory time or personal leave, for the attendance of funerals. Employees will supply their supervisor with written notification for this request in as timely a manner as possible. The supervisor will make every effort to comply with the provisions of this section. In the event that the employee does not have any accrued vacation, compensatory, or personal leave they may request to use sick leave or leave without pay. 9.2: Court Leave (a) Any employee who is required to appear as a witness resulting from the performance of his duties with the City shall be entitled to the following: (1) Regular Pay, if called to testify during regularly scheduled hours; (2) A minimum of three (3) hours at one and one-half (1'h) times the employee's base rate of pay if called to testify outside the employee's regular hours of work; (3) In such cases, the employee will be required to assign the witness fee to the City. Employees attending court on behalf of the City, or any other public jurisdiction during their normal working hours shall receive leave with pay for the hours they travel to and from to attend court. The City of Sebastian Travel Policy will be used for travel expenses, excluding jury duty. (b) All employees subpoenaed to attend court on behalf of the City are eligible for leave with pay. Those employees who become plaintiffs or defendants for other than work related reasons are not eligible for leave with pay but may request to use accrued annual leave, compensatory time or personal leave. (c) Employees who attend court on behalf of the City for only a portion of a regularly scheduled work day shall report to their supervisor when excused or released by the court. (d) An employee required to attend court while on scheduled leave is entitled to a minimum of three (3) hours at one and one-half (1 h) times the employee's base rate of pay for each day and may be allowed to substitute that amount of pay instead of vacation, compensatory time, or personal leave for such period, provided that the court appearance meets the requirements of section (a) of this Article. (e) Employees who seek to receive leave with pay under this section shall present official notice of their subpoena to their supervisor at least twenty-four (24) hours in advance of the scheduled time, unless the employee actually receives less than twenty-four (24) hours advance notice. Employees who are required to be absent for Court Leave shall submit official documentation to their supervisor showing all days or hours of court leave upon return to work. 14 295 of 424 (f) Consistent with existing City policy, the employee shall remit to the City any and all compensation received for court leave on behalf of the City, excluding payment for travel and meals. 9.3 Jury Dutv (a) A permanent full-time employee shall be granted time of& not to exceed eighty (80) hours, at the employee's regular pay for reporting to required jury duty upon presentation to the employee's supervisor of satisfactory evidence that such jury duty is required and provided the time required for jury duty is the employee's normal workday or work shift. In order to be eligible, the employee must report at least seven (7) calendar days prior to the date of jury duty to the immediate supervisor on the payroll system with the summons of the need to be absent because of a jury duty requirement. (b) Any compensation received by the employee for jury duty shall be retained by the employee however, a pro rata amount of the jury duty pay received by the employee will be deducted from the employee's regular pay based upon that portion of the regularly scheduled workday missed by the employee. There shall be no deduction for mileage pay or for the four (4) hour reporting period provided in Section (c) of this Article. An employee seeking jury duty leave must substantiate any compensation received for serving on jury duty by submitting a copy of the check(s) received or a copy of the receipt(s) for any cash received. (c) If an employee is released from jury duty within four (4) hours from the time required to report for such jury duty, the employee shall be required to report for duty on that date, provided that it is the employee's regular work day or shift. 9.4: Conference Leave: The City may grant conference leave with pay, together with necessary travel expenses, for employees to attend conferences, schools, and similar events designed to improve their efficiency, if considered to be in the City's best interest. All leave and expenses will be recommended by the Department Head and subject to approval of the City Manager. 9.5: Medical Leave: City agrees to grant request for leave of absence for medical reasons with or without pay in accordance with the Family and Medical Leave Act (FMLA) and City Policy. 9.6: Military Leave (a) The City agrees to grant request for leave of absence with or without pay in accordance with Florida State Statute 115.07. (b) The employee shall be required to submit an order, Battle Assemble (BA) Schedule or statement (pending orders) signed by the appropriate Commander as evidence of any such duty. Such order, BA Schedule or statement must accompany the form request for Military Leave at least two (2) weeks prior to the date such leave is desired. 9.7: Leave of Absence (a) The decision to grant a leave with or without pay (leave of absence) is a matter of management discretion. It shall be incumbent upon each Department Head to weigh and to determine each case on its own merits, including time off for IUPA business. 15 296 of 424 (b) An employee may be granted a leave of absence for a period not to exceed twelve (12) months for good and sufficient reasons, which are considered to be in the best interests of the City. (1) Such leave shall require the prior approval of the Department Head and the City Manager or his designee. Before such leave of absence without pay will be granted, the employee must exhaust all vacation leave, personal leave, compensatory and, if k-, *ate, sick leave. (2) Voluntary separation from City service, to accept employment outside of the service of the City, shall be considered an insufficient reason for approval of a request for leave of absence without pay. (3) The leave of absence may be withdrawn by the Department Head and City Manager, and the employee recalled to service if the need for the leave no longer exists. (4) An employee requesting a leave of absence of more than three days must request Family Medical Leave Forms (FMLA) for medical reasons, per FMLA and submit a written Doctor's note to their Department Head stating the length of time they will be absent. In addition, the employee must keep the Administrative Services Department advised of his or her current address at all times. If a Doctor's note is not submitted, the employee will be considered as on an unauthorized leave of absence and appropriate disciplinary action shall be taken. Failure to comply with the notification requirements will result in the employee being dropped from leave of absence status, in which case he/she must return to duty or he dismissed (5) An employee who obtains either part-time or full-time employment elsewhere while on an authorized leave of absence is required to notify his Department Head in writing within three (3) days of the acceptance of such employment or they will be terminated from City employment. (6) At least two (2) weeks prior to the expiration of the leave of absence, the employee must contact the Administrative Services Department in order to facilitate the reinstatement process. (7) Failure by an employee to return to work at the expiration of a leave of absence shall result in immediate dismissal from employment with the City. (c) Under no circumstances shall the City provide any funds towards the CWA/ITU pension plan while the employee is on an unpaid leave of absence. (d) During the time the employee is on leave without pay, the employee will not accrue sick or vacation leave, unless the employee is on leave in accordance with FMLA. Accrual of classification seniority is suspended until they return to regular duty. City seniority continues to accrue, providing the leave without pay does not exceed twelve months. The employee loses both City and classification seniority after twelve months. (e) An employee on an approved leave of absence may continue to participate in the group insurance plan, provided that all necessary payments of the total premium are made by the employee. It is the employee's responsibility to keep premium payments current. (1) The insurance premium payment must be made by the 20th of the preceding month in which the payment is due. If the payment is not made by the 20th of the preceding month in which it is due, coverage will be canceled as of the beginning of the delinquent period. 16 297 of 424 (2) If coverage is canceled during an approved leave of absence, it may be reinstated upon the employee's return to active duty consistent with the plads requirements. 9.8: Eliaibility: Only regular full-time and regular part-time employees are eligible for the miscellaneous paid leaves provided by this Article. All such benefits are personal to the employee and shall not be transferable. 9.9: Personal Leave Eligibility — Each regular full-time employee shall receive twenty (24) hours of personal leave per fiscal year. (a) Employees starting during the year will get a pro-rata portion of the personal leave hours. Those starting during the first three months (October — December) will receive eight (8) hours, second three months (January — March) receive four (4) hours, and those starting in the third three months (April — June) receive two (2) hours. (b) Personal leave must be used by the last full pay period of the fiscal year. (c) Personal leave is not paid out upon separation of employment. (d) Personal leave will not be approved or paid during an employee's last two (2) weeks of employment, except in the case of an emergency. An employee requesting paid personal leave will be required to furnish proof of the emergency or a doctor's note verifying that the employee was medically unable to report to work. Failure to provide this documentation will result in no pay for the day(s) in question. ARTICLE 10 SICK LEAVE 10.1: Eliaaib/Accrual of Sick Leave: (a) Only regular full-time and regular part-time employees are eligible to accrue sick leave. Regular full-time employees will accrue sick leave at the rate of ninety-six (96) hours per calendar year or 3.69 hours per pay period. Regular part-time employees working forty (40) hours or more per pay period will accrue sick leave at the rate of 1.846 hours for that pay period. Sick leave will accrue bi-weekly over twenty-six (26) pay periods. (b) New employees start to earn sick leave from their date of hire. Eliaibility- 1 Temporary and seasonal employees are not eligible for sick leave benefits. 2. Parttime employees working less than a forty (40) hour pay period are not eligible to accrue sick leave benefits. 3. Sick leave does not accrue while an employee is on any unpaid leave. 10.2: Reauest for Sick Leave: a) Any employee who is incapacitated and unable to work shall notify his/her immediate supervisor or designee within one (1) hour prior to his/her scheduled reporting time and two (2) hours for Dispatch, except in an emergency situation. On the initial Day of being absent, the employee must call in to their Supervisor. Upon approval of the immediate Supervisor, texts or emails will be accepted after the initial call. The employee shall state the nature of his/her incapacitation, its expected duration, and the expected period of 17 298 of 424 absence. The employee shall repeat this procedure each day he/she is unable to report for work, unless excused by the Department Head. (b) If an employee is absent from work in excess of three (3) consecutive work days due to an illness, the member must submit a doctor's note to the Department Head, or his/her designee, attesting to the employees ability to return to work with or without restrictions. If an employee is to be absent more than 3 days, Human Resources must be contacted to obtain Family Medical Leave Forms. The minimum charge against the accrued sick leave balance will be in increments of fifteen (15) minutes. Fifteen (15) minutes shall be deducted from an employee's accrued leave balance for each quarter hour, or part thereof that an employee is actually absent from his/her duty station while out of work on sick leave. 10.3: Use of Sick Leave: (a) Sick leave may be used for the following purposes: (1) Employee ill health or; (2) Medical, dental, or optical treatment required during working hours; (3) Quarantine due to exposure to infectious disease; (4) Employee ill health while on annual leave; (5) in connection with Workers' Compensation; (6) For death in employee's immediate family (including extending bereavement leave); and (7) Illness of an immediate family member requiring the employee to remain at home. (8) Cannot be used for vacation. (b) Whenever it appears that a bargaining unit member abuses sick leave, such as when a member consistently uses sick leave immediately upon its being accrued or before and after vacation, holidays or weekends, the member shall be required to fin-nish a doctor's note verifying that the member was medically unable to report to work on those days. The City reserves the right to require a doctor's note provided that the employee has been notified of being placed on sick leave abuse status. Failure to provide such notice will result in no pay for the holiday and the day(s) in question. Abuse of sick leave shall constitute grounds for disciplinary action, up to and including termination. (c) Sick leave may be used for absences due to illness or injury sustained while engaged in outside employment, provided the employee is not being compensated for the same time by the other employer. (d) Employees may not use sick leave during their first sixty (60) days of employment. If an employee resigns or is otherwise terminated during the first six (6) months probationary period, he/she will reimburse the City for all sick leave used by deducting the cash equivalent of hours used from his/her final pay check. (e) Employees hired prior to October 1, 2022, upon separation from employment in good standing (resignation or retirement with a two -week notice or medical separation) will be eligible to be paid for his/her accrued balance of sick leave up to a maximum of 600 hours at the following percentages: 18 299 of 424 • If separated before completing the fast year — 0% • 1 Year but less than 5 Years completed - 25% • 5 Years but less than 10 Years completed - 50% • 10 Years but less than 20 Years completed - 75% • Over 20 Years -100% (f) Employees hired on or after October 1, 2022, may accrue up to 480 hours. This is to allow for Family Medical Leave. The 480 hours are not paid out when the employee separates from the City. (g) Sick leave will not be approved or paid during an employee's last two (2) weeks of employment, except in the case of an emergency. An employee requesting paid sick leave will be required to furnish a doctoes note verifying that the employee was medically unable to report to work. Failure to provide this documentation will result in no pay for the day(s) in question. 19 300 of 424 ARTICLE 11 VACATION LEAVE 11.1: Eligibility: Only regular full-time and regular part-time employees are eligible to accrue paid vacation leave. Probationary employees will be allowed to use accrued vacation leave at the approval and discretion of their immediate Department Head or his/her designee. Temporary or seasonal employees are not eligible for the accrual of vacation leave. 11.2: Rate of Accrual: (a) Vacation leave is earned on a pro-rata basis. Full-time employees will accrue vacation leave based on their years of service with the agency. The accrual rate for regular part- time employees working forty (40) hours or more per pay period will be at one-half the accrual rate of a regular full-time employee with the same number of years of service. To clarify the rate at which an employee accrues vacation leave the following tables will be used. Elio ibility: A. Regular full-time employees and regular part-time employees working forty (40) hours or more per pay period are eligible. B. T.�...,r.� _,... and seasonal employees are not eligible for vacation leave benefits. C. Part-time employees working less than a forty- (40) hour pay period are not eligible for vacation leave benefits. D. Vacation leave does not accrue while an employee is on any unpaid leave. Leave accruals will be adjusted on a prorated basis for any hours which are unpaid during the pay period. Table Full Time Employees Bi-weekly Vacation Leave Length of Service Accrual Rate emirs Earned 1 Year but less than 5 Years 3.08 hours 80 hours (10 Working Days) 5 Years but less than 10 Years 4.62 hours 120 hours (15 Working Days) 10 Years but less than 15 Years 6.15 hours 160 hours (20 Working Days) 15 Years but less than 20 Years 6.92 hours 180 hours (22.5 Working Days) 20 Years and over 7.69 hours 200 hours (25 Working Days) Table #2 Part Time Employees working forty (40) hours or more per pay period Bi-weekly Vacation Leave Leneth of Service Accrual Rate Hours Earned 1 Year but less than 5 years 1.54 hours 40 Hours 5 Years but less than 10 Years 2.31 hours 60 Hours 10 Years but less than 20Years 3.07 hours 80 Hours 20 Years and over 3.85 hours 100 Hours 11.3: Reauest for Vacation Leave (a) A request for vacation leave shall be submitted, through the payroll system. (b) A request for vacation leave shall not be granted if the employee has no accrued balance of vacation leave. 20 301 of 424 (c) The minimum charge against the accrued vacation leave balance will be in increments of fifteen (15) minutes. Fifteen (15) minutes shall be deducted from an employee's accrued leave balance for each quarter hour, or part thereof that an employee is actually absent from his/her duty station. (d) Vacation leave may not be taken in advance of its approval by the Department Head. In an emergency situation accrued vacation leave may be used only with the approval of the employee's Department Head or designee. (e) Except under unusual circumstances, Department Heads shall approve or disapprove a leave request within five (5) working days after receipt of said request. (f) Vacation leave shall not be used in advance of its being earned. 1 I A: Use of Vacation Leave: (a) Vacation leave may be used for the following purposes: 0) Vacation; (2) Absences from duty for transaction of personal business, which cannot be conducted outside of working hours; (3) Holidays not designated as official holidays; (4) Medical leave if sick leave balance has been exhausted; and (5) Any other absences not covered by existing leave provisions, at the discretion of the Employer. (b) Any employee who becomes sick while on vacation leave may substitute accrued sick leave for vacation leave for the period of the illness. The employee shall supply appropriate certification from a physician as to the nature and duration of the illness. (c) Employees will not be allowed to carry over from one fiscal year to the next more than two (2) years' worth of accrued vacation leave. If during the year the employee accrues more than two (2) years' worth of vacation leave, they will have until the last full pay period of the fiscal year to bring their time balances down to the two (2) year maximum. If the employee does not bring the time balance down to the two (2) year maximum by the last full pay period of each fiscal year, they will forfeit all hours in excess of the two (2) year maximum carryover. After the last frill pay period of the fiscal year, vacation leave will go back to the maximum accrued. Proper documentation signed by the employee's Department Head will be forwarded to the Administrative Services Department where it will be kept on file indicating the reasons for not granting the requested leave (d) Vacation Leave Cash -in - Employees will not have the option of cashing in vacation but will have the ability to cash out when the employee retires. (e) When an employee is on an approved vacation leave and is called in to work during their normally scheduled working hours, their leave banks will only be reduced by the number of hours they were off work. The employee's rate of pay for hours worked will be the overtime rate of 1 %. If the employee works beyond their normally scheduled hours, then overtime provisions will apply for those hours. 21 302 of 424 11.5: Separation from Fmt)lovment: (a) Employees hired prior to October 1, 2022, upon separation from employment in good standing (resignation or retirement with a two -week notice or medical separation) with five (5) or more completed years of consecutive employment will be eligible to be paid for his/her accrued balance of vacation leave up to a maximum of 400 hours. (b) Employees hired on or after October 1, 2022, shall be entitled to be paid a percentage of his/her accrued balance of vacation leave up to a maximum of 240 hours. The percentage is as follows: • If separated before completing the first year — 0% • 1 Year but less than 5 Years completed - 25% • 5 Years but less than 10 Years completed - 50% • 10 Years but less than 20 Years completed -75% • Over 20 Years -100% (c) Vacation leave will not be approved or paid during an employee's last two (2) weeks of employment, except in the case of an emergency. An employee requesting paid vacation leave will be required to fiunish proof of the emergency or a doctor's note verifying that the employee was medically unable to report to work. Failure to provide this documentation will result in no pay for the day(s) in question. ARTICLE 12 GRIEVANCE PROCEDURE 12.1: The procedure set forth in this Article shall be the exclusive method for resolving the IUPA and employee grievances. Grievances are defined as disputes concerning the interpretation or application by the Employer of the terms of this Agreement. Oral reprimands are not grievable except those documented and placed in the member's personnel file. 12.2: Most grievances arise from misunderstandings or disputes, which can be settled promptly and satisfactorily on an informal basis at the immediate supervisor level. The Employer and the "A agree that every effort will be made by management and by the grievant(s) to settle grievances at the lowest level possible. 12.3: General PmAy Biggs: (a) All references to days in this procedure are to work days. The time limits specified in this Article may be extended by mutual agreement in writing of the parties. (b) Time is of the essence in this procedure. Although any time limit may be extended by mutual written agreement of the grievant(s) and the City, the failure of the grievant(s) to observe the applicable time limit, shall constitute an abandonment of the grievance, absent a mutually agreed extension. (c) Request to bypass any steps will be in writing and must be approved by the City Manager or his designee. 12.4: Procedure: Sten 1. Step I is initiated by the employee or the IUPA Representative filing with the Department Head a written grievance on the standard grievance form, attached as 22 303 of 424 Appendix A. This must occur within ten (10) Business days of the occurrence of the event(s) which gave rise to the grievance or from the date on which the grievant became aware of the cause of the complaint. If the event(s) occurred during the time when the employee was on paid leave, the ten (10) Business day period shall commence running immediately upon return to duty. The Department Head shall schedule a grievance meeting with the grievant within five (5) business days of the submission of the written grievance. Within five (5) business days after the grievance meeting, the Department Head shall issue a written decision concerning the grievance. If the grievant(s) is not satisfied with the Department Head's decision, or if no decision is issued within the time allotted, the grievant(s) may appeal to Step 2. Step 2. Within five (5) business days following the date of the Step 1 decision or the date on which it was due, whichever is earlier, the grievant(s) or the IUPA Representative may file a written appeal to the HR Director, attaching all applicable grievance documents. A grievance meeting shall be scheduled within five (5) business days following receipt of the Step 1 Appeal. At such meeting, the grievant(s) may present evidence and argument in support of the grievance. Within five (5) business days of the grievance meeting, the HR Director shall issue a written decision concerning the grievance. If the grievant(s) is not satisfied with the HR Director's decision, or if no decision is issued within the time allotted, the grievant(s) may appeal to Step 3. Step 3. Within five (5) business days following the date of the Step 2 decision or the date on which it was due, whichever is earlier, the grievant(s) or the IUPA Representative may file a written appeal to the City Manager. The City Manager will review all pertinent information and may schedule a hearing including due process for name clearing hearings and issue a decision within five (5) business days of the hearing or five (5) business days of receipt of the Step 2 Appeal. If the issue falls within the range of minor disciplinary action, i.e., any discipline less than suspension without pay, the City Manager's decision shall be final and binding upon the Employer and upon the grievant(s). In all cases other than minor discipline and performance evaluations, if the grievant(s) is not satisfied with the Step 3 decision, the grievant(s) may invoke the arbitration procedure of Step 4. Step 4. The grievant(s) or the IUPA Representative may invoke arbitration by sending written notice to the Employer within ten (10) business days of the date the Step 3 decision was issued or the date, on which it was due, whichever is earlier. Invocation of arbitration by the grievant(s) will not preclude settlement of the grievance at any time prior to the issuance of an arbitrator's award. 12.5: The parties will attempt to agree upon a mutually agreeable impartial arbitrator. If, however, this cannot be done within seven (7) business days following the Employer's receipt of the grievant(s) request for arbitration, representatives of the Employer and the grievant(s) shall jointly submit a written request to the Director of the Federal Mediation and Conciliation Service (FMCS) for a list of seven (7) professional arbitrators. Upon receipt of the list, representatives of the Employer and grievant(s) shall meet within ten (10) business days and, beginning with the grievant(s), each shall alternately strike, one at a time, until only one (1) name remains on the list. The person whose name remains on the list shall be the arbitrator, and the parties shall jointly notify the arbitrator of his/her selection. Either party may object to all names on the list, provided that objection is made prior to the commencement of the striking process. If this happens, a second joint request for a list will be made. 23 304 of 424 12.6: All arbitrations arising under this Agreement shall be conducted at City facilities within the City of Sebastian and in accordance with the following rules: (a) The arbitrator shall have jurisdiction and the authority to decide a grievance properly brought before him/her. (b) The arbitrator shall have no authority to change, amend, add to, subtract from, or otherwise alter or supplement this Agreement or any part thereof or any amendment thereto. (c) The arbitrator may not issue declaratory options and shall confine himself/herself exclusively to the question, which is presented to him/her. The arbitrator shall not have the authority to determine any other issues not submitted to him/her. (d) Except in the case of termination as disciplinary action, the arbitrator shall not substitute his/her judgment as to the wisdom or the degree of severity of disciplinary action imposed on any employee by the Employer. The arbitrator's inquiry shall be limited to whether the Employer possessed evidence of misconduct before imposing the discipline ultimately imposed. In the event of the arbitration of a grievance arising out of the discharge of an employee, the arbitrator is empowered to either sustain the discharge or, if helshe does not, he/she is empowered to reinstate the employee with or without back pay, in whole or in part, as the circumstances warrant. Any award of back pay shall be reduced by any unemployment compensation or other compensation the employee may have received. (e) The fees and expenses of the arbitrator will be paid by the losing party. Each party shall bear the cost of its own witnesses and representatives. Any party requesting a transcript will bear its cost, unless otherwise agreed. (f) Copies of the Arbitrator's award, made in accordance with the jurisdictional authority under this Agreement, shall be famished to the parties within thirty (30) days of the hearing, unless the parties mutually agree to extend the time limit, and shall be final and binding on both parties. ARTICLE 13 HOLIDAYS 13.1: The following shall be paid holidays for all regular full-time and regular part-time employees: New Year's Day Martin Luther King Jr. President's Day Memorial Day Independence Day Labor Day Veteran's Day Thanksgiving Day Friday after Thanksgiving Christmas Eve Day Christmas Day 13.2: Generally, when a holiday falls on Saturday, the preceding Friday will be observed as the holiday. When a holiday falls on a Sunday, the following Monday will be observed as the holiday. However, on occasions, another day of observance may be more appropriate; in such instances, the City Manager will establish the date and will notify all employees in advance. For 911 Emergency Dispatchers, Holidays will be observed on the actual Holiday. For Golf Course and Tennis Attendants, Holidays will be observed on the actual Holiday. 24 305 of 424 13.3: No regular full-time or part-time employee shall receive pay for a holiday unless he/she is in an active pay status or actually works his/her normal work schedule on the work day immediately preceding and the work day immediately following the day on which the holiday is observed. For purposes of this Article, "active pay status" also includes any approved leave with pay. 13A: For holiday purposes, a holiday pay for regular full-time employees is defined as the employee's normal shift (eight (8), ten (10), or twelve (12) hours). Holiday pay for regular part-time employees is four (4) hours. 13.5: If a full-time employee is scheduled to work on the day of a holiday they will have the option of requesting overtime pay for the hours worked at the time it is earned or request compensatory time in lieu of pay. The employee must notify their immediate supervisor in writing of their option no later than the last workday before the holiday. If the option is not presented to the supervisor on or before the last workday before the holiday, overtime pay compensation will be used. Eligibility: A. Temporary and seasonal employees are not eligible for holiday leave time. B. Regular part-time employees working less than forty- (40) hours per pay period are not eligible for holiday leave benefits. C. Regular part-time employees not scheduled to work are not eligible for holiday leave benefits. 13.6 Regular full-time employees not scheduled to work the holiday will receive straight time pay for their normal shift. For example, if an employee is scheduled Tuesday thru Friday and the holiday falls on a Monday, the employee would receive eight (8), ten (10) or twelve (12) hours of straight pay for the holiday. The holiday pay would not be included as hours worked for the purpose of overtime calculation. ARTICLE 14 PROMOTIONS. TRANSFERS AND ADJUSTMENTS 14.1: Any employee who fulfills all applicable requirements for another classification with a higher rate of pay may be promoted to that position. Vacancies in positions above the lowest rank in any classification will be filled, as far as practicable, by the promotion of current employees. To this end, all promotional opportunities will be posted in-house for five (5) days. Such vacancies may also be advertised to the outside but in-house employees will be interviewed first. A final decision will be made only after any qualified current employee applicants have been interviewed. An employee whose performance ratings were less than satisfactory is ineligible for promotion. 14.2: a) When an employee is promoted to a higher Grade position, his/her new rate of pay shall at least be the minimum of the acting Grade applicable to the position. If the employee's current salary is higher than the minimum rate for the position to which promotion is made, the employee shall receive a 6% increase in pay from his/her current rate of pay. Subject to the approval of the City Manager, a greater promotional increase may be recommended by the Department Head. b) When an employee is adjusted to a lower paid position (voluntarily or through disciplinary action), he or she will take a 3% reduction in pay per grade. In no case will the salary be higher than the maximum rate of the new job or shall any reduction result in more than a nine percent (9%) decrease in salary. 306 of 424 14.3: The effective date of an employee's demotion or promotion to a new job classification shall be the employee's new classification anniversary date for the purposes of classification seniority determination. The employee must serve a ninety day (90) probationary period in the new job classification. 911 Emergency Dispatchers will serve a one (1) year probationary period. If at any time during the probationary period, the employee is found to be unqualified for the position or incompetent to perform the duties of the new position, a transferred or promoted employee shall be returned to their former position if available at their former rate of pay. If no vacancy exists, the employee shall be laid off in accordance with the provisions of Article 8. 14.4: An employee may be transferred between departments when a vacancy exists in the same classification and pay grade. Such a transfer does not affect employee's pay grade, pay rate, or anniversary date, but is subject to the following conditions: (a) The transfer must be approved by the City Manager. (b) The employee must serve a ninety day (90) probationary period in the new assigned department. 911 Emergency Dispatchers will serve a one (1) year probation period. (c) If at any time during the probationary period, the employee is found to be unqualified for the position or incompetent to perform the duties of the new position, he or she shall be returned to the position from which the transfer took place at their former rate of pay, if there is a vacancy. If no vacancy exists, the bargaining unit member shall be laid off in accordance with the provisions of Article 8. (d) When there is a critical need for an employee to work in a higher job classification, the employee will receive a 6% increase to their regular hourly rate of pay (or the minimum of the acting Grade) for each hour of work performed at the higher classification. A temporary assignment means filling -in for a vacancy or for an employee who is on vacation, ill, has incurred a job related injury, on FMLA, in training or absent from work for any other legitimate reason. Temporary assignments must be for three (3) consecutive days or more. The employee who is working in the temporary higher job classification will receive a 6% increase in pay for all time worked while in that temporary classification. (e) There may be a need for an employee to work in an out -of -class position due to a vacancy, illness, vacation, etc. In an event such as this, management has the right to make a request to those employees who can perform the duties of the position. If no one volunteers, management has the right to mandate an employee to work out -of -class even if the work is overtime. An employee working in such a capacity will receive a 6% increase for hours worked. Enuinment Schedule: 1) Maintenance Worker I - Will operate all equipment except excavator, dozer, and long arm mower. 2) Maintenance Worker II - Will operate all equipment except for excavator and dozer. 3) Maintenance Worker III - Will operate all equipment. 26 307 of 424 (f) An employee may be assigned to a supervisor or exempt job classification for a temporary period. The affected employee working a period of (3) three consecutive workdays or more shall receive up to a six percent (6%) increase to their regular hourly rate of pay. The employee will be entitled to receive the salary increase for all hours worked while in that temporary classification. (g) All Maintenance Workers are required to maintain a valid Commercial Driver License (CDL) Class B and are responsible for paying the cost of the renewal of their own driver's license. A newly hired Maintenance Worker who does not have his CDL License has six (6) months to obtain the license. If the license is not obtained within this timeframe but he/she has documentation to prove he/she was not able to practice will have an additional three months of probation to obtain the license. However, if he/she has had ample time to practice and fails to obtain his/her license, he/she shall lose his/her position. If a Maintenance Worker I hired prior to October 1, 2016 applies for any Maintenance Worker II position or above and does not have his CDL License, he or she has 6 months to obtain the license. If the license is not obtained, they will be returned to the Maintenance Worker I position and forfeit any increase. After submittal of the document, the City will reimburse the employee the difference between the base driver's license cost and the CDL License and any of the endorsements, which the City requires. Maintenance Workers without a CDL License shall not be eligible for promotion until they obtain their CDL License. 14.5: To promote self-improvement initiatives, the City agrees to pay employees obtaining accredited certifications in their respective field a one-time incentive of $50.00 per certification. Each Certified course must be different, related to their field, paid by the employee, and taken after hours. Certification of the accredited course must be submitted to receive the incentive pay. The maximum payable per year is one hundred and fifty ($150) dollars. All courses paid for by the City are not eligible for incentive pay. FEMA Courses are not eligible incentive pay. 14.6: Upon successful completion of a course as defined in section 14.5 above, the employee is eligible for either the one time incentive pay of $50.00 or up to $150.00 maximum reimbursement for the course. ARTICLE 15 GROUP INSURANCE 15.1: During the term of this Agreement, all employees who participate in the group insurance coverage will pay no less than twenty-five dollars ($25.00) per month towards the premium for group medical insurance coverage. The City agrees to pay the remainder of the premium to provide individual group insurance coverage to eligible employees. The employee cost may change based on the annual renewal rates. 15.2: In the event that the premium rate for dependent group insurance coverage increases, the Employer agrees to notify the IUPA as soon as is practicable. The IUPA agrees that the Employer may, at its discretion, obtain substitute insurance coverage by another plan. 27 308 of 424 15.3: Any eligible employee who elects to participate in the group insurance dependent coverage option plan will pay no more than sixty percent (60%) of the cost of the premium. The insurance premium may change each fiscal year based on renewal rates. The employee shall pay any additional supplemental insurance that is optional coverage to the employee. 15.4: If the group medical insurance is declined, the employee will receive $150.00 per month ($75 paid twice a month). 15.5: Employees who retire or leave the City with twenty (20) years or more of continued service are eligible to continue their health insurance only for a maximum of 2 years and The City will pay no less than forty (40%) of the costs of single group medical coverage. This means the retired employee who has 20 years of continuous service will pay no more than sixty percent (60%) of the insurance premium for single coverage. The insurance premium may change each fiscal year based on renewal rates. If the retired employee wishes to continue Dental, Vision and Life Insurance for the 2 years, the retired employee will pay 100% of the cost. The Health Reimbursement Account (HRA) is not part of the retirement insurance. ARTICLE 16 RETIREMENT CONTRIBUTION 16.1: Effective April 29, 2001, the Employer agrees to contribute to the CWA/1TU Negotiated Pension Plan (hereinafter sometimes referred to as the Plan) nine (9%) of an employee's earnings for each employee covered by this Agreement, for purposes of providing pensions on retirement, death benefits, and other related benefits for covered employees of the Employer and other contributing Employers. The Plan is jointly administered by Trustees appointed in equal numbers by IUPA and Employers under an Agreement and Declaration of Trust, and has been found by the Internal Revenue Service to be entitled to exemption under the Internal Revenue Code. 16.2: Contributions shall be paid to the CWA/ITU Negotiated Pension Plan, c/o Frank M. Vaccaro & Asso, Inc., 27 Roland Ave., Suite 200, Mount Laurel, NJ 08054-1038, no later than the 151h of the following month, together with reports on forms to be furnished by the Plan or the employer's printout, if in an acceptable format. During the effective period of this Agreement, this benefit will be paid monthly over a twelve (12) month period, which will continue for the life of the Plan. 16.3: Title to all monies paid into the Plan shall be held exclusively by the Trustees in trust for use in providing the Benefits under the Plan and paying its expenses. 16.4: The Employer shall supply to the shop steward the IUPA representative's copy of the Negotiated Pension Plan employer report forms or a copy of the Employer's printout forms upon request. Eli ' it A. Only regular full-time employees are eligible for inclusion in the CWA/ITU Negotiated Pension Plan. B. New regular full-time employees are eligible for entry into this Plan as of the first day of the next full pay period following sixty- (60) days from their date of hire. 28 309 of 424 ARTICLE 17 PERFORMANCE EVALUATIONS 17.1: Pumose: The purpose of the performance evaluation program is to provide a consistent practice of establishing written goals and evaluating the performance of the employee. It is needed to help measure, improve, and reward employee performance, to assist departments and the Employer to meet their goals. 17.2: DefinitionE A. Annual Performancc Evaluatiog. The employee's performance is evaluated by the supervisor no later than the first day of the month of his/her classification anniversary date each year. The period of evaluation is the period of time since the employee's last performance evaluation. B. Snecial Performance Evaluation. Special performance evaluations are performed by the supervisor any time during the year for special reasons; i.e. change in pay, promotion, transfer, reassignment, etc. 17.3: olic (a) Supervisors are to administer an employee's performance evaluation annually and special performance evaluations more often, as appropriate. The performance evaluation consists of evaluating previously agreed upon goals and objectives. The performance evaluation is to be used as a management tool to assist, motivate, and strengthen the employee. (b) Where there is a difference of opinion concerning a performance evaluation between the supervisor and the employee, the employee will have the opportunity to express their differences in writing to the supervisor and the supervisor's evaluator. If the issue has not been resolved at this level, the employee may activate the employee grievance procedure within the timeframes established in Article 12. (c) Employees rated unsatisfactory are not eligible for increases or promotions or transfers. (d) Employees rated unsatisfactory will be put on a 1 to 3 month's Performance Improvement Plan (PIP). A monthly evaluation will be conducted. If the employee doesn't improve within the three months, the employee will receive a final written warning, suspension, or dismissal. (e) Employees who receive an unsatisfactory rating for two (2) consecutive annual evaluations or special performance evaluations may be terminated from employment for cause. 17.4: Statement of Philosonhv: Both the City of Sebastian and IUPA believe that the purpose of the performance evaluation system includes the following: a) To clarify both management's goals for the position and the employee's goals; b) To monitor the employee's achievements and to review areas of needed improvement; to make recommendations for improvement and establish time frames to achieve the recommended improvements; c) To facilitate communication between supervisors and employees about the employee's job duties and establish a framework for open, constructive feedback; 29 310 of 424 d) To encourage and develop time line plans for employee development, growth and improvement. 17.5: Ennlovee Evaluations: Performance evaluations for each employee shall be submitted once each year using a City of Sebastian performance evaluation form. Employees shall be evaluated by their appropriate administrator/supervisor. Employees shall be given a minimum of three (3) workdays notice prior to the evaluation meeting. At the time of such performance evaluation, the employee's specific job duties, job description, and performance shall be reviewed by both the employee and the supervisor to discuss patterns of performance for the past year and expectations or recommended plans for improvement for the upcoming year. Each employee has the right to add written comments regarding the performance evaluation on the performance evaluation form, at the time of any review, and subsequently if any changes are made. The employee's signature on the performance evaluation form signifies that the performance evaluation has been reviewed with the employee, but does not signify that the employee agrees with the evaluation. The employee must sign all documents (i.e., Performance Reviews, Disciplinary Action, etc.) that are placed in the employee's personnel file whether the employee agrees or disagrees with the document to signify the employee has seen and discussed said document. If the employee does not sign the document they will be subject to disciplinary action up to and including termination. Each employee shall have the right to see any changes, deletions, or additions to the performance evaluation made by the immediate supervisor, a higher supervisor, department head, or administrator. Such changes shall be discussed with the employee. The employee shall be provided with a copy of the completed performance evaluation once it has been signed by all parties in the chain of command. The performance evaluation shall be placed in the employee's official personnel file. Any performance evaluations, which are not in the official file, shall not be part of the official record of the employee in considering discipline or future performance evaluations. Employees have the right to review their official personnel file upon and with proper notification. 17.6: Pmbationary Period: Each new employee shall serve a probationary period of six (6) months, which is an extension of the selection procedure. The probationary period is to give the employee an opportunity to demonstrate his or her ability to perform the duties of the position. The City may extend the probationary period for up to six (6) months beyond the classification date in order to allow the employee the opportunity to correct deficiencies in his or her performance. Any absences without pay and absences covered by Worker's Compensation shall automatically extend the probationary period in accordance with Article 8. 911 Emergency Dispatch Technicians will serve a one (1) year probation period. 30 311 of 424 ARTICLE 18 SAFETY 18.1: The City and IUPA agree to continue meeting with the established Joint Safety Committee to ensure continuing, on-the-job safety in the performance of public services. The Committee shall be chaired by the Human Resources Director, or designee, and up to three (3) members will be selected by the Human Resources Director and up to three (3) members selected by IUPA. 18.2: The Safety Committee shall meet regularly, as it may determine, to consider methods of maintaining and improving job related safety. The Committee shall make recommendations by a majority vote for safety maintenance and improvement, which shall be given due consideration by the Employer. Written response must be made by the Human Resources Director to the committee within twenty calendar (20) days of receipt of any written requests made by the Safety Committee. Such requests will be approved by the majority vote of the Safety Committee prior to being submitted to the Human Resources Director. 18.3: The Employer and IUPA recognize the mutual responsibilities of management and employees to promote a safe work place and agree to cooperate in maintaining City equipment and facilities in safe conditions. 18.4: The Employer agrees to make copies of the City Safety Manual available to all employees to review. 18.5: Any employee who as a result of an act or by way of their own negligence and/or in violation of established safety standards and policy of the City causes damage to, or destruction of, property of the City without substantial justification or excuse shall be subject to progressive discipline action, up to and including termination. Additionally, the employee may be liable for up to the full cost of replacement or repair of the damaged or destroyed property. The provision of Article 19, Section 19.1 will apply. 18.6: Safetv GlUses. a. With the prior approval of the employee's Department Head, the City shall pay for one (1) pair safety glasses. Where prescription safety glasses are needed, the employee, in conjunction with the City's Vision Care Plan, shall receive an eye examination not more than once every twelve (12) months. The employee shall pay the deductible to the doctor for the eye examination. The City shall pay for the cost of the first pair of safety frames and safety lenses for those employees required to wear prescription safety glasses not to exceed Two Hundred ($200) dollars. b. The City will also pay for the replacement of safety lenses due to on the job breakage or prescription changes, as needed. An incident report must accompany this request, which details how the breakage occurred The report must be signed by the employee's immediate supervisor before being submitted. 31 312 of 424 18.7: Workers' Compensation: Any regular full-time employee who sustains a temporary disability as a result of and arising out of employment by the City as provided by the Worker's Compensation Law of the State of Florida, shall, in addition to the benefits payable under the Worker's Compensation Law be entitled to the following: A. During the first eighty (80) working days of such disability, the employee shall receive net supplemental injury pay based upon his/her normal base pay reduced by the Worker's Compensation indemnity payment. The supplemental pay will be based on the following: a. WC Physician states Employee unable to work or City cannot provide limited duty work — City will pay full 1/3 of supplemental pay. b. WC Physician states Employee can perform Limited duty but Employee's second opinion states Employee cannot work, Employee pays 1/3 of Supplement. c. City provides limited duty work but Employee declines, City does not pay the 1/3 supplemental pay. Employee will pay the 1/3 supplemental pay. In the event the employee is absent for the first seven (7) days of a work injury, the employee will reimburse the City for the first seven days after they receive the WC payment. B. The employee may utilize any accrued sick or other paid leave in order to receive supplemental pay based upon his/her normal base pay reduced by Worker's Compensation indemnity payment until such sick or other paid leave is exhausted. Upon exhaustion of all paid leave, the City may, at its discretion, grant an unpaid leave of absence to the employee for a period not to exceed one year- C. If the employee can no longer work and continues to be on Worker's Compensation after the 90`s day, the employee will apply for Long Term Disability; however, the employee will not be medically terminated until the physician states there is a permanent impairment remaining after the employee (claimant) has reached Maximum Medical Improvement rating or one year as stated in section 18.7B. (MMI stands for Maximum Medical Improvement. It is defined as the point at which an injured worker's medical condition has stabilized and further functional improvement is unlikely to allow the employee to meet the essential job functions, despite continued medical treatment or physical rehabilitation.) D. If any employee, due to an on-the-job injury, is temporarily or partially disabled from performing the duties of his/her classification, but is determined to be able to perform light duty by a physician designated by the City, the employee may be required to perform such duty or lose the supplemental injury pay. Assignment to light duty shall be considered a temporary assignment, without reduction in pay. Such a reassignment shall be to other duties commensurate with medical and mental fitness, subject to availability of suitable work, and the employee's qualifications for the position. However, an employee shall not be permitted to continue in a light duty position after reaching his/her maximum medical improvement or for a period that exceeds one year. E. Any employee who suffers an employment connected injury may be required by the City to be examined every twenty (20) working days by a medical doctor, specified and provided by the City, who shall determine the employee's condition and fitness for full or partial return to duty. F. No employee will be entitled to the supplemental injury pay described herein if the injury 32 313 of 424 suffered has been determined to have been the result of intentional self -infliction or where the disability or illness continues as a result of the employee's failure to cooperate with medical advice or corrective therapy. G. While receiving employment connected disability benefits, an employee shall be entitled to all benefits, which he/she would normally, receive pursuant to his/her employment with the City except additional accruals of sick and vacation leave. H. Any covered employee receiving proceeds from a disability insurance policy and Worker's Compensation indemnity payments shall not be allowed to use paid leave, such that they receive a total amount of more than his/her normal take home pay. 18.8: Work Boots/Shoes: (a) The City will provide those employees required to wear safety boots/shoes as a part of their job function Two Hundred dollars ($200) per fiscal year, payable to the employee the first full pay period in October of each year. Any employee receiving this benefit will be required to wear the safety boots/shoes at all times while performing their City job functions. If an employee begins employment after the fast full pay in October, the boot allowance will be prorated by $16.67 per month. Safety boots/shoes must meet the requirements as established by the department. (b) The City will also pay, prorated, for the replacement of safety boots/shoes due to on the job damage caused as a result of an accident (up to two hundred dollars ($200). An incident report must accompany this request, which details how the damage occurred. The report must be signed by the employee's immediate supervisor before being submitted. if the damage was a result of the employee's negligence, the employee will pay the full cost of the replacement and may be subject to disciplinary actions as stated in section 18.5 of this Article. (c) If the employee provides medical documentation signed by an attending physician stating that they cannot wear the safety boots/shoes due to a medical condition they will not be required to wear the safety boots/shoes. The employee will also be exempt from the benefit provision as stated in section 18.8 (a) of this Article and will not receive the $200 annual disbursement for safety boots/shoes. 18.9: If the employee does not complete the six (6) month probationary period for any reason, the amount reimbursed for the work boots/shoes shall be deducted from the employee's last pay check which will reflect the actual expense incurred by the city for the purchase of the work boots/shoes. 33 314 of 424 ARTICLE 19 DISCIPLINARY ACTION 19.1 In the event an employee is discharged, suspended without pay, or demoted for disciplinary reasons, the City agrees that he shall be provided with written notification of the action. This notification shall be hand delivered to the employee or sent by certified mail, return receipt requested, to the address in the Human Resources Department records. 19.2 Except in extraordinary circumstances, before the employee is discharged or suspended without pay for disciplinary reasons, the notification described in Section 19.1 will be provided to the employee in advance of the action so as to give the affected employee an opportunity to present his position. 19.3 No employee shall be disciplined except for just cause. 19.4 No discipline, except termination, shall become effective until such time that the employee has exhausted the appeal process or until such time for an appeal has expired, as described in Article 12.4. ARTICLE 20 SALARY 20.1 For the first year of this Agreement bargaining unit members shall receive wage increases as follows: (a) From September 19, 2022 to December 31, 2022 bargaining unit members shall receive the new position grade minimum wage based on the Compensation Study; (b) Effective January 1, 2023 bargaining unit members shall receive a wage increase based upon the Compensation Study and provide compensation for employees at or over the midpoint of their grade, receive a three percent (3%) hourly increase of the employee's hourly wage. 20.2 For the second year of this Agreement (October 1, 2023 through September 30, 2024), bargaining unit members shall receive a wage increase of five percent (5%) of the employee's hourly wage. 20.3 For the third year of this Agreement (October 1, 2024 through September 30, 2025), bargaining unit members shall receive a wage increase of five percent (5%) of the employee's hourly wage. ARTICLE 21 SUBSTANCE ABUSE TESTING 21.1 The City and the IUPA agree to abide by a Drug Free Workplace as provided for in conjunction with the Federal Drug -Free Workplace Act of 1988, Regulation 28CFR, Part 83; the State Drug - Free Workplace Act, Florida Statute 112.455 and 440.102; and the U.S. Department of Transportation, Office of Drug and Alcohol Policy and Compliance, Regulation 49 CFR Part 382. 21.2 An employee subject to drug testing for reasonable suspicion shall be placed on administrative leave with pay pending the laboratory results of the test. 21.3 Employees agree to follow the City of Sebastian's Drug and Alcohol Testing policy. 34 315 of 424 ARTICLE 22 UNIFORMS 22.1: The City shall provide and maintain uniforms to all employees who are required to wear them. 22.2: All issued uniforms and equipment must be returned to the City. Failure to return issued uniforms and equipment will result in the employee paying for the actual cost incurred by the city for the purchase of said uniforms. 22.3: Any employee assigned a uniform will be required to wear the uniform at all times while performing his or her job functions. The City uniform shall not be worn at any other time or for any other reason. 22A Employees in the position of Code Enforcement Officer(s) and Evidence Technician(s) will be reimbursed up to $45.00 per month for regular full time employees and up to $22.50 for part time employees (receipts required documenting City issued uniform cleaned. 22.5 The Employer may also provide standardized polo shirts or other selected articles of clothing to certain employees, as a means to easily recognize they work for the City or for other purposes the Employer deems beneficial. As such articles are the responsibility of the employee to maintain and are not required to be returned to the City. Since they can also be worn off the job, they are a taxable benefit in accordance with IRS Rules. ARTICLE 23 EDUCATION REIMBURSEMENT Reimbursement of education expenses by the City of Sebastian for approved educational or training ,. , � . 6 ,, ms will be in conformance with the following: 23.1: Eligibility for Participation in Tuition Payment Plan — All regular full-time employees are eligible for participation in the City's Tuition Payment Plan up to the limit of the funds available for education. This program is available only to employees who have successfully completed one-year of employment or probationary period. 23.2: Tuition Payment Plan — The City of Sebastian will, upon approval of the City Manager and the Human Resources Director, pay a percentage of the tuition based on the course grade achieved by regular full-time employees for any eligible training or educational program/course. An eligible training or educational program/course is one that, in the judgment of the Human Resources Director and the City Manager is directly related to the employee's current position or to a related higher position, and which will improve performance in a current position or which constitutes preparation for promotion to related higher responsibilities. Post graduate (ex. Master's, Doctorate, etc.) programs are not included within the tuition payment plan. 35 316 of 424 The Tuition Reimbursement Plan is as follows: Grade % Paid A 100% B 90% C 75% P Passing or S-Satisfactory (No grade issued) 100% 23.3: Application Procedure — An employee desiring to participate in the City's Tuition Payment Plan shall submit an application fifteen (15) working days in advance to their Department Head requesting approval for Plan participation. If the Department Head recommends the education it will be forwarded to the Human Resources Director and City Manager for final approval. 23.4: Course Completion — If the employee achieves a grade of "C" or better in a course which is graded -- or if the employee receives a "pass" in a course which is graded on a pass/fail basis — he/she will submit an official copy of his/her grades along with proof of his/her payment for tuition, required books, or lab fees to the Human Resources Director. Reimbursement for tuition shall be made in accordance with City policy for reimbursements. The employee's personnel record will be documented with his/her education achievement. Textbooks shall become City property at the completion of the course and turned over to the Human Resources Director or his/her designee. 23.5: Transportation — Transportation under the Tuition Payment Plan shall be at the employee's expense. 23.6: The reimbursement shall be available for a maximum total of twenty -for (24) semester hours or thirty-two (32) quarter hours in any one (1) fiscal year period for eligible employees pending budget authorization and availability of funds. The maximum tuition rate to be reimbursed for participating in the City's Tuition Payment Plan for college -level courses is that established annually by the Florida State Legislature for state supported schools. Should an employee select to attend a non -State school, he/she is responsible for the difference in tuition. Any employee receiving a scholarship or grant for education will not be eligible for education reimbursement. 23.7: Service Requirement —Employees who are reimbursed for such courses (911 Dispatch Courses, College; Technical school, License of any kind, etc.), agree to remain employed by the City of Sebastian for at least three (3) years after completion of the course(s). Should an employee leave the City service within three years after completion of the course(s), he/she must return any payments to the City or it will be deducted from his/her final paycheck. 23.8: City Mandated Education Courses — If the City requires an employee to attend an educational course, seminar or conference, the City shall pay tuition, transportation, and meals and lodging in accordance with the City's Travel Policy. 36 317 of 424 ARTICLE 24 CLASSIFICATION AND COMPENSATION PLAN LONGEVITY AWARD 24.1 A Classification and Compensation Plan shall be used to administer the established pay rates of employees, attached as Appendix B. This shall be updated and corrected as needed by the Human Resources Director to reflect the approved pay classifications and scale within pay classifications for all positions. Employees shall be paid in accordance with the Classification and Compensation Plan. The City Manager is responsible for the proper and continuous maintenance of the classification and compensation plan so that it will reflect on a current basis the duties being performed by each City employee. The Human Resources Director shall recommend to the City Manager and the CFO/Administrative Services Director any necessary amendments to the plan in the form of new classes and the abolishment of classes no longer required in the plan. Any changes made to the plan will require a study of the new or outgoing position. The Classification and Compensation Plan will be reviewed annually and based on local, regional or in some cases national information, appropriate changes in the allocations to the Classification and Compensation Plan will be made. Human Resources Director will notify the IUPA of any change to a job description(s). 24.2 If an employee changes job classifications, his or her job classification anniversary date will change, effective the date of the promotion or demotion. 24.3: Lon evi Pay: A. Full Time Employees hired prior to October 1, 2022 will be awarded Longevity pay according to the following schedule: (1) Employees, after having completed five (5) years of continuous service with the City, will receive an increase in their base pay of three percent (3%). The three percent (3%) increase will be added to their base pay the first full payroll period following their five year anniversary date. (2) Employees, after having completed ten (10) years of continuous service with the City, will receive an increase in their base pay of five (50/6) percent. The five percent increase will be added to their base pay effective the date of their ten- year anniversary date. (3) Employees, after having completed fifteen (15) years of continuous service with the City, will receive an increase in their base pay of five (5%) percent. The five percent increase will be added to the base pay effective the date of their fifteen - year anniversary date. (4). Employees, after having completed twenty (20) years of continuous service with the City, will receive an increase in their base pay of five (5%) percent. The five percent increase will be added to their base pay effective the date of their twenty- year anniversary date. (5). Employees, after having completed twenty-five (25) years of continuous service with the City, will receive an increase in their base pay of seven and one-half (7.5%) percent. The seven and one-half percent increase will be added to their base pay effective the date of their twenty -five-year anniversary date. B. Full time employees hired on or after October 1, 2022 will be awarded Longevity pay according to the following schedule: (1) Employees, after having completed five (5) years of continuous service with the 37 318 of 424 City, will receive an increase in their base pay of three percent (3%). The three percent (3%) increase will be added to their base pay the first full payroll period following their five year anniversary date. (2) Employees, after having completed ten (10) years of continuous services with the City, will receive an increase in their base pay of five percent (5%). The five percent (5%) increase will be added to their base pay the first full payroll period following their ten year anniversary date. C. Said adjustment(s) will be based on the employee's original date of hire regardless of the broadbanding wage percentage the bargaining unit member is in at the time he or she attains the required number of years. D. Employees in a part-time or temporary status at the time of their relevant anniversary date will not be eligible for longevity increases. E. Employees in a probationary or suspension status for more than 6 months due to a demotion or transfer for disciplinary reasons shall not begin receiving longevity pay increases until they are no longer on probation or suspension. Any pay increase will not be retroactive. ARTICLE 25 SECONDARY EMPLOYMENT 25.1 Outside Employment shall be controlled by the City's Standard Operating Procedures — Secondary Employment. All Police Department Employees will also follow the Police Department Standard Operating Procedures (SOPs). No City Uniform shall be worn or any City equipment used. All Outside Employment must be approved annually. Forms must be submitted by January 15". ARTICLE 26 SEVERABILITY 26.1 If any Article of this Agreement (or any Section thereof) should be found invalid, unlawful, or not enforceable by judicial authority or by reason of any existing or subsequently enacted legislation, all other Articles and Sections of this Agreement shall remain in full force and effect for the duration of this Agreement. 26.2 In the event of the invalidation of any Article or Section of this Agreement, the City and IUPA agree to meet within thirty- (30) working days to discuss replacement of such Article or Section. ARTICLE 27 COUNSELING 27.1 The City will make available to the employees the services of a psychologist or qualified counselor approved by the City for the purpose of helping the employee deal with an "aftermath" of an incident that may be emotionally disturbing. This service will be paid for by the City. 38 319 of 424 ARTICLE 28 TERM OF AGREEMENT This Agreement shall become effective upon the date of ratification by the parties and shall remain in full force and effect until 12:00 midnight on September 30, 2025. In witness whereof, the parties hereto have entered into this Agreement on this day of , 2023. CITY OF SEBASTIAN. FLORIDA INTERNATIONAL IUPA OF POLICE ASSOCIATIONS, AFI/CIO LOCAL 6056 By - Nick Voglio, Chief Negotiator By: Joseph Vergnaud IUPA Representative By: Kimberly Maison RJPA Representative APPROVED AS TO FORM and CONTENT: Attest: Jeanette Williams City Clerk 39 By: Paul E. Carlisle, Jr. City Manager By: Kenneth W. Killgore CFO/Administrative Services Director By: Cynthia R. Watson, MPA I; , PHR Human Resources Director By: City Attorney 320 of 424 APPENDIX A GRIEVANCE FORM (Type or Print Clearly in Ink) NAME OF GRIEVANT: DATE GRIEVANCE OCCURRED: A. Give Article(s) and Sections(s) of Contract which Grievant claims were violated: B. State concisely facts relied on by Grievant: C. State relief requested by Grievant: Signature of Grievant Signature of the IUPA Shop Steward for Grievant Date Submitted 40 321 of 424 Appendix B-1 AUTHORIZATION TO DEDUCT DUES INTERNATIONAL UNION OF POLICE ASSOCIATIONS TO/EMPLOYER: i City of Sebastian Employees Association Local 6054 I hereby assign to the International Union of Police Associations, from any wages earned or to be earned by me as your employee, my periodic dues in such amounts as are now or hereafter established by the International Union of Police Associations. I authorize and direct you to deduct and withhold such amounts from my salary and to remit the same to said International Union of Police Associations. I hereby waive all rights and claims to said monies deducted and transmitted in accordance with this authorization, and release my employer and all its officers from any liability therefore. This assignment, authorization and direction shall be revocable any time upon thirty (30) days prior written notification to my employer and the International Union of Police Associations. Name of Employee (Print): Signature of Employee: Employee Number: Date Signed: (#6054) --------------------------------------------------------------------------------- I MEMBERSHIP APPLICATION I Local Name: City of Sebastian Employees Association Local 6054 I, the undersigned, do hereby apply for membership in the International Union of Police Associations. Name of Employee (Print): Signature of Employee: Position: Date Signed: Address: City, State, Zip: Contact Phone Number: Personal Email: (06054) 41 DDMA-FINAL 043Il2%i'424 Appendix B-2 AUTHORIZATION TO DEDUCT DUES INTERNATIONAL UNION OF POLICE ASSOCIATIONS TO/EMPLOYER: I City of Sebastian Employees Association local 6056 1 I hereby assign to the International Union of Police Associations, from any wages earned or to be earned by me as your employee, my periodic dues in such amounts as are now or hereafter established by the International Union of Police Associations. I authorize and direct you to deduct and withhold such amounts from my salary and to remit the same to said International Union of Police Associations. I hereby waive all rights and claims to said monies deducted and transmitted in accordance with this authorization, and release my employer and all its officers from any liability therefore. This assignment, authorization and direction shall be revocable any time upon thirty (30) days prior written notification to my employer and the International Union of Police Associations. Name of Employee (Print): Signature of Employee: Employee Number: Date Signed: _ _ _�-- --- — (#6050 --------------------------------------------------------------------------------- MEMBERSHIP APPLICATION I Local Name: City of Sebastian Employees Association Local 6056 I, the undersigned, do hereby apply for membership in the International Union of Police Associations. Name of Employee (Print): Signature of Employee: Position: Date Signed: _ Address: City, State, Zip: Contact Phone Number: Personal Email: 42 I#6056) DDMA-FINAL 04.01.2021 323 of 424 Positions and Grades Date.1DA/2022 Appendix C 100 Golf Cart Attendant Tennis Court Attendant 101 Crossing Guard 102 A/V Technidan Cas�rler 103 Clerical Assistant I Logistics Specialist 104 Business Tax License Specialist Clerical Assistant 11 Maintenance worker -Airport operations I Maintena ce wormer I Permit Technldan 106 Accountings Clerk Administrative Assistant AV Technlcal Analyst Code Enforcement Specialist Records Specialist I Accounting Clerk 11 Assistant Golf Pro Code Enforcement Officer 108 Assistant Cernerry Sexton Equipment Mechanic Facilities Foreman Fadlltles Alrport Maintenance Worker 11 Help Desk Technldan/Artministrative Assistant Maintenance Worker 11 Records S"Ust 11 Traffic Technician 1 109 911 Emergency Dispatcher Administrative /Zontrar Technician Assoclate Planner Evidence Technician MIS Technician Traffic Technician 11 110 BulWnx Inspector I ;Onstructlon Specialist Electrical Inspector Fire Inspector Maintenance Worker -Airport Operations UI Maintenance Worker 111 Special gvents Coord/MW UI 100 S 24,960.00 $ 34,320.00 S 43,680.00 $ 12.00 $ 1650 $ 21.00 101 $ 26,208.E S 36,036.00 $ 45,864A0 $ 12.60 $ 17.33 $ 2253 102 $ 27,518.40 $ 37.937.80 $ 48.15720 $ 13.23 $ 18.19 $ 23.16 103 $ 28,8%.32 $ 39,729.69 $ 50,565.06 $ 13.89 $ 19.20 $ 24.31 104 S 31,200.00 S 42,900.00 $ 54,69750 $ 15.00 $ 20.63 $ 26.30 106 $ 33,448.79 $ 45,992.03 $ 5s,s3S.38 $ 16.08 $ 22.11 $ 28.14 107 $ 35,171.23 S 48,29L69 $ 61,462.15 S 16.89 S 2322 $ 29.SS 108 $ 36,877.29 $ 50,706.27 $ 64,535.25 $ 17.73 $ 2438 $ 31.03 109 S 38,72L35 S S3„24LS8 S 67,762.02 $ 18.62 $ 25.60 $ 3258 110 $ 40,657.21 $ SS,903.66 $ 71,150.12 $ 19.SS $ 2628 $ 34.21 111 211 $ 42.690.07 $ 58.69&W $ 74.707.62 $ 2052 S 28.22 S 3592 Accountant 43 324 of 424 Administrative Supervisor Cemetery Supervisor%Sexton Envirornental Technician *5 Technician Lead Mechanic/Garage Supervisor Parks Maintenance Supervisor Recreation Supervisor Stormwater Utility inspector _rime Analyst Accreditation/Records Supervisor 112 112 $ 44,924.57 $ 61,633.79 S 78,443= S 2155 $ 29.63 S 37.71 Emriron{�^tal Planner iunlor Planner (Planner) 113 113 $ 47,065.80 S 64,71SA8 $ 82,365.1S $ 22.63 $ 3L11 'S 39.601 Crime Scene "ence Supervisor 1 114 114 S 49A39.09 $ 67XLB $ 86A83A1 $ 23.76 $ 3167 S 4LS8 "WIding inspector 11 1 Plans Examiner & Building inspector 115 115 $ S1,890AS S 71,348.82 $ 90,807S8 $ 24.9S S 34.30 $ 43.66 'hlef 8ulldin8 inspector Roads Assistant Superintendent 116 116 $ S4A84S5 $ 74,916.26 $ 9S,347.96 $ 26.19 $ 36.02 S 45.84 911 Emergency Dispatch Supervisor 325 of 424 44 MOF eSTIA N HOME Of PELICAN ISLAND CITY COUNCIL AGENDA TRANSMITTAL COUNCIL MEETING DATE: May 24, 2023 AGENDA ITEM TITLE: Formal Approval for Purchase of Employee Short Term Disability Insurance and Adjustments to Enterprise, Stormwater and General Fund Budgeted Reserves RECOMMENDATION: Approve the Purchase of Employee Short Term Disability Insurance and Adjustments to Budgeted Reserves. BACKGROUND: COVID has caused a need for employees to use their sick time more rapidly than in years past. Currently when an employee has COVID, they are absent from work for approximately five (5) days. So when an employee does suffer from a serious illness such as cancer or heart disease, etc. their sick time bank is either depleted or minimal. The City currently provides Long Term Disability; however, it does not take effect for 90 days. To help employees during the interim, Short Term Disability is an option. The City's Insurance Broker, Gehring Group, went to Lincoln Financial Group, the same company who has the City's Life Insurance, Long Term Disability Insurance, and Employee Assistance Program for a Short Term Disability Plan. The Plan would cover all Full time Employees working Thirty (30) or more hours per week. The benefit would begin after 7 days of an accident or sickness. The employee would receive 60% of their weekly earnings with a weekly maximum of $1,500.00, The duration of the benefit is 13 weeks which covers the 12 weeks of Family Medical Leave. The Rate Guarantee is for 24 months (Expires 5/31/25). The Plan would become effective June 1, 2023. The recommendation is for approval to purchase Lincoln Financial Insurance's Short Term Disability Insurance and the necessary adjustments to Budgeted Reserves. If Agenda Item Reauires Expenditure of Funds: Total Cost: $32,815.00 Annually Funds to Be Utilized for Appropriation: Enterprise, Stormwater and General Fund Budgeted Reserves Attachment: Short Term Disability RFP Evaluation — Effective June 1, 2023 Administrative Services Depart nt Review: City Attorney Review: G Procurement Division Review, if applicable: City Manager Authorization Date: 326 of 424 Cynthia Watson From: Christie Jensen<christieJensen@gehdnggroup.com> Sent Thursday, March 16, 2023 4:29 PM To: Cynthia Watson Cc: Marc Rodriguez; Mary Ellen Morris Subject Sebastian - LFG - STD RFP Evaluation Attachments: 2023-03-14 - Sebastian - LFG - STD RFP Evaluation.pdf; Well nessPATH.PDF CAUTION: This email originated from OUTSIDE our email system. PLEASE exercise caution when opening ANY attachments or clicking on links. ESPECIALLY from unknown senders. Good afternoon Cindy, Hope your week is going well so far. As you are already aware, we went out to Lincoln Financial to obtain a few Short Term Disability plan designs for you to look at. Attached is the STD Evaluation that we put together to show you a side by side comparison of the plans. All four options would be in a 24-month rate guarantee which means it wouldn't be up for renewal until 4/30/2025. All options would include WellnessPATH at no additional charge. We attached a WellnessPATH flyer should you be interested in learning a bit more about the tool. Pan 1. These are going to be your Employer -Paid Options. The main difference between the two Employer -Paid plans (Alternative #1 & Alternative #2) is the Benefit Waiting Period. Alternative #1 has a 7 day waiting period for both accident and sickness, whereas Alternative #2 has a 14 day waiting period for both accident and sickness. The Waiting Period causes the difference in the pricing. Please note that these plans do not include Waiver of Premium or Portability. Page 2. These are your Voluntary Options. Just like Page 1, the main difference between the two Voluntary plans is the Benefit Waiting Period for Alternative #3 & Alternative #4. Alternative #3 has a 7 day waiting period for both accident and sickness, whereas Alternative #4 has a 14 day waiting period for both accident and sickness. The Waiting Period causes the difference in the pricing. Please note that both of these plans include Waiver of Premium or Portability. With the Voluntary plans, there is a 15% participation requirement to be aware of. If you would like to discuss further we would be happy to schedule a call to answer any questions you may have. Sincerely, Christie Jensen Christie Jensen Senior Employee Benefit Analyst & Training Coordinator Corporate Headquarters 3500 Kyoto Gardens Or. Palm Beach Gardens, FL 33410 O 1 H1.561.626.6797 office 1 561.626.6970 fax E 327 of 424 nX 'Please be advised that coverage may not be bound or altered by email correspondence. 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If you received this message in error, please notify us immediately at (561) 626-6797.' 328 of 424 City of Sebastian Short Term Disability RFP Evaluation Effective Date: May 1, 2023 Eligible Employees Weekly Benefit Weekly Maximum Benefit Benefit Waiting Period Duration of Benefit Pre -Existing Conditions Waiver of Premium Portability Well nessPATH Rate Guarantee Monthly Rates STD Rate per $10 Volume Monthly Premium Annual Premium $ increase % Increase V ALTERNATIVE #1 GEHRING GROUP A RISK STRATEGIES COMPANY ALTERNATIVE #2 All Full -Time Employees Working 30 or All Full -Time Employees Working 30 or More Hours Per Week More Hours Per Week 60% of weekly earnings 60% of weekly earnings $1,500 $1,500 7 bay Accident / Sickness 14 Day Accident / Sickness 13 Weeks 13 Weeks None Not Included Not Included included 24 Months (Expires 4/30/2025) $0,341 $80,194 $2,735 $32,815 N/A N/A Lire Not Included Not Included included 24 Months (Expires 4/30/2025) $0,271 $80,194 $2,173 $26,079 N/A N/A 323 uP42'4 City of Sebastian ►' G E H R f N G GROUP - Voluntary Short Term Disability RFP Evaluation -7a A RISK STRATEGIES COMPANY Effective Date: May 1, 2023 ALTERNATIVE #1 ALTERNATIVE #2 ]tse�a`'? 61!i�J1f'1111s'I ; , w '!# ' '=,_ .,Lincoln Financial Group 15% Participation Requirement 15% Participation Requirement Eligible Employees All Full -Time Employees Working 30 or All Full -Time Employees Working 30 or More Hours Per Week More Hours Per Week Weekly Benefit 60% of weekly earnings 60% of weekly earnings Weekly Maximum Benefit $1,500 $1,500 Benefit Waiting Period 7 Day Accident / Sickness 14 Day Accident / Sickness Duration of Benefit 13 Weeks 13 Weeks Pre -Existing Conditions 3/12 3/12 Waiver of Premium included Included Portability included Included WellnessPATH Included Included Rate Guarantee 24 Months (Expires 4/30/2025) 24 Months (Expires 4/30/2025) STD Rate per $10 < Age 25 $0.547 $0.431 Age 25 - 29 $0.547 $0.431 Age 30 - 34 $0.547 $0.431 Age 35 - 39 $0.548 $0.432 Age 40 - 44 $0.571 $0.451 Age 45 - 49 $0.588 $0.463 Age 50 - 54 $0.597 $0.471 Age 55 - 59 $0.612 $0.482 Age 60 - 64 $0.663 $0.523 Age 65 - 69 $0,687 $0.542 Age 70 + $0.714 $0.563 330 of 424 MCf SE�T!�N HOME OF PELICAN ISLAND CITY COUNCIL AGENDA TRANSMITTAL Council Meetine Date: May 24, 2023 Agenda Item Title: Approve City Charter Officer's Pay Raise Recommendation: Staff requests the City Council consider City Charter Officer's Pay Raise Background: A compensation study was completed for all employees employed by the City of Sebastian. The study was presented to the City Council on January 25, 2023 with a recommendation to increase wages based upon the study. The City Council made a motion to approve the wage increases with the exception of the Charter Officers. At the meeting, City Councilmember Ed Dodd clarified that Charter Officers' pay increases would be addressed when the employee's negotiations were completed. The new union contract is on this agenda. If Agenda Item Renuires Exnenditure of Funds: Total Cost: TBD Attachments: City Council Agenda Transmittal from January 25, 2023 Salary Study Minutes from January 25, 2023 Administrative Services Department Review: J City Attorney Review: Procurement Division Review, if applicable City ManagerAuthorization: l Date: 333 of 424 S` CL CIIY 4if HOME OF PELICAN ISLAND CITY COUNCIL AGENDA TRANSMITTAL FORM COUNCIL MEETING DATE: January 25, 2023 AGENDA ITEM TITLE: Approving Exempt Employee Recommended Wage Increases based on Compensation Study. RECOMMENDATION: Move to Consider Approving Exempt Employee Recommended Wage Increases based on Compensation Study. BACKGROUND: A compensation study was conducted by Evergreen Solutions. Evergreen analyzed data from other municipalities and produced a study which increased the benchmarks for Exempt Employees. Evergreen also analyzed the number of years an employee was in their position with the new benchmarks and established wage recommendations. It is recommended that the City Council approve the Exempt Employee Recommended Wage Increases. IF AGENDA ITEM REOUIRES EXPENDITURE OF FUNDS: Total Cost: $110,059.51 Funds to Be Utilized: The Annual Budget will be amended for the pay adjustments. ATTACHMENTS: Exempt Employee Recommended Wage Increases based on Compensation Study Administrative Services Depart ment,Review:lx��'�{��-``� City Attorney Review: Procurement Division Review, rf ap icable: 711,111, City Man77,52,U6,,177tion: Date: 67 of 71 334 of 424 Exempt Employee Recommended Wage Increases based on Compensation Study 2022-2023 Employee Annual Wage %ofchama current according to With Effective Employee Current Annual Compensation minimum of 2022-2023 October 1, Last Name First Name Title Hourly Rate Wage Study Wage Increase 3% Hourly Rate 20Z2 Carnsle,Jr. Paul City $ 74.49 S 154,939.20 7S 1@ 995.61 S 8,057.19 5.2% S 78.36 $ 162,99639 Macias Margarita 01M��yaf�actf1 q OJfke LlIer/plo $ 30.30 S 63,024.00 S 63,421.17 S 1,890.72 3.0% S 31.21 S 64.914.72 Williams Jeanette Qwgerk $ 46.76 $ 97/JO.80 S 97a5/g,12 S 2,917.82 3.0% S 4&16 S 100,178.62 Anon, Jr. Manny G)yPttyrltty $ 66.20 S 137)696.00 $ 1438Z.33 S 6,195.59 4.S% S 69.18 S 143,891.59 S Kill om Ken CFO/Administrative Services Director $ 68.34 $ 14;t147.20 S lj,, 39.66 S 4,264A2 3.0% $ 70.39 146//421.62 Smith Jennifer Assistant Account) Servk.es Director $ 37.64 S 78,291.20 S 81,272.10 $ 2,9R454 3.8% S 39.07 S 81,275.74 Watson INntphl�a Human Resources erector/AsA. Admin. Services Dlr. S 47.29 S 98,363.20 S 100,723.74 S 2,950.90 3A% S 48.71 S 103.314.30 y/lxp IDOna1d Purchasing Manager S 29.38 S 6, .,�10.40 S 63,972.68 S 1,962.28 3.2% S 30.32 S 4L9qr,O7L6e Brooke -Reese (Barbara MIS Mangrt1er $ 40.66 S 84,572.80 $ 87,00&95 $ 2,537.18 3.0% S 41M S 81,109.98 Hurst IGary emsXlnlstrat0r S 27.59 S 57,387.20 S 60.682.27 S 3,297.57 5.7% S 29.18 S 60.684.77 Vicars IGary UlAssistantManaaer S BL26 S 65,020.80 S 65,016.90 $ 1,950.62 3.0% S 32.20 $ 66,971A2 Bosworth (Dorothy Commurd%�Qavel�nlnmeni snag( t,MlnagaIRAManager S 41.16 S 05,612.80 S 85,608.38 S 2.568.38 3.0% S 42.39 S $8.281.18 Frazier fuse Commun3rDlv=,, S 4832 S 100r;QJ,60 S 1OL830.60 $ 9,015.17 3.0% $ 49.77 S 103.520.77 Miller !Karen Public Wo o ���r Cl/ry� S 48M $ 100,006.40 S 100,OD5.40 $ 3,OD0.19 3.0% S 4952 $ 103.005.59 Pamode Whop Sti Ste,-'_,','`�`��,JJ""t1�,,',lendenl S 39.13 S 1,3Engineer 890.40 $ 81,395.64 S 2A41.71 3.0% S 40.30 S 83,832.11 Clarke Inmothy Fit t itndent S 31.79 $ 66.123.20 S 67,067.89 S 1.983.70 3.0% S 32.74 S 68.106.90 chapline Paul Facilities Maintenance Superintendent S 2750 S 57.200.00 S 5720&78 S L716.00 309 $ 28.33 S SQ916.00 Benton Brim Leisure Services Director $ 4457 S 92,705.60 S 96,29632 S 3,58552 3.9% S 46.29 $ 95,291-12 Gardner C, Gail Course Director S 55.81 S 116,08420 S 116,076.22 S 3.48254 3.0% $ 57.48 S 119,56734 Sabo lZry plTwtmanager S 33.25 S 65.OD0.D0 S 65,000.00 S SSS0.00 3.0% $ 32.39 $ 66,950.00 Ese01ne Wayne Bullding $ 63.06 S 131.164.80 S 131,16L72 S 3.934.94 3.0% S 64.95 S 135,099.74 Halney Daniel g Bulldina OfRcfa� S 44.07 S 91.665.60 S 91.655.20 S 2,74997 3.0% S 45.39 S 94,41557 I 't, Daniel PoiIcaChlef S 61.82 S 12,R,585,IT q7 1ifl..5{ J2.. 3,,857.57 3.09 S 63.67 S 132.443.17 De pty Police Chief S 55.76 S 115,980.80 5 115,972.22 3,479.42 3.0li S 57.43 S 129.46022 vyood thy Ern Polilcetapteln S 42.93 S 89294.40 S 91,208.94 S 2.678.83 3.0% S 44.22 S 91,973.23 yaflades I Police Lieutenant S 40.40 $ 032.00 $ 84,599.60 $ 2520.96 3.051 S 41.61 S 86,55296 Savvidis !Constantine Police Lieutenant S 49.25 S 102,440.00 S 102.447.07 $ 3,073.20 3.0% S 50.73 S 105,51320 Paul IEll:abeth Human RPsStai p2 1.42197 3.0% S 2331 S 48,4776 Smith9/25/2022 Ip en s'rAs Ettnt S 2524 S 53.753.02 $ 1.61259 3.0% S S 26.62 S 55,365.61 S 59.203.08 Robinson 9/25/20ZZ Robert Roads Superintendent $ 27.63 S 57,478.72 S 1,724.36 3.0% 28.46 Totals 1 $ 2.705,90L36 S 69,795.86 $2,795,698A2 Grand Total of Increases $ 89.795.86 S 89,795.86 $ 89,795.86 police $ 3.857.57 Less PD S 15.60998 $ 3,479A2 Total Exempts S 74,185.88 S 2.678.83 SS $ 5,675.22 S Z52096 Pension S 6,676.73 $ 3,07320 WC $ 2,59651 Total Exempts S 89.13433 tJ,J Total PO $ 15,609.98 W SS $ 1,194.16 00 Pension S 3574.69 Ct WC S S4635 Total PD S 20,925.18 Grand Total $ 110,05951 Regular City Council Meeting January 25, 2023 Page 8 11. COMMITTEE REPORTS & APPOINTMENTS 23.018 A. Auditor Selection Committee (Transmittal. F.S.218.391) i. Confirm the Staff Selection of Larry Napier and Bruce Hoffman ii. Submit Nominations for the City Council Member Representative Council Member McPartlan and Council Member Dodd nominated Mayor Jones to serve as the Council representative. There were no further nominations. A voice vote confirmed the appointment of Mayor Jones and the staff selection of Larry Napier and Bruce Hoffman. 12. PUBLIC HEARINGS - None 13. UNFINISHED BUSINESS 23.019 A. Approve the Recommended Increase in Wages to Exemot Personnel Based on the Waae and Compensation Studv (Transmittal. Chart) The City Manager said it was asked that this be brought back when the union negotiations were completed and staff would Iike to have this instituted for the exempt employees and managers. MOTION by Council Member Dodd SECOND by Vice Mayor Nunn to remove this from the table passed with a unanimous voice vote of 4-0. Council Member McPartlan said he didn't want to go through the exempt employees until all of the employees were handled and he didn't think the charter officers should be part of this discussion. He said he understood the charter officers' contracts provide they are provided the same as the managerial employees but not everyone on the agenda backup is at 3%. He noted if the charter officers are unhappy with their pay, they can address that with their contracts. He said he would like to see the city employees completed before exempt employees. He said this was a good opportunity to look at all of the charter officers' contracts because he has concern on what some are getting and others aren't. Vice Mayor Nunn said the employees listed are managerial staff and not affected by bargaining agreements only the compensation study. He said he didn't see a reason to wait. He said with regard to the charter officers, he didn't agree with adjusting their wages to the compensation study recommendation. Council Member Dixon said she could see both sides; everyone should receive their raises at the same time, but she also understands the bargaining agreement isn't finished. 336 of 424 Regular City Council Meeting January 25, 2023 Page 9 Council Member Dodd asked how close he was with the bargaining unit. The City Manager said they employees have put in some significant demands and there is a meeting scheduled for January 31". Council Member Dodd said he doesn't have an issue to reviewing charter officer contracts every three to five years and given that they will be hiring a new attorney soon, it might be an appropriate time to think about that contract. There was no public input. MOTION Council Member McPartlan and SECOND by Council Member Dixon to move forward less the Charter Officers who can wait until negotiations are done with everybody. Council Member Dodd asked if his intention was to tie the officers with a revision of their contract or the completion of the final union negotiation. Council Member McPartlan said the finalization of the union negotiation and he had no problem with 3% but he made a public records request and was very concerned about some of the stuff he reviewed. He described that the City Attorney was going to have his contract redone to include a vehicle. Vice Mayor Nunn said he didn't have a problem holding the charter officers until the end of the negotiations. As far as renegotiating their contracts, that could be added to the next agenda as a separate item. Council Member Dodd clarified that the charter officers would be addressed when the employee's negotiations were done. Roll call: Council Member Dixon - aye Council Member Dodd - aye Council Member McPartlan - aye Vice Mayor Nunn - aye Mayor Jones -absent Motion carried. 4-0 14. NEW BUSINESS 23.020 A. AAArove the Hiring of an Outside Consultant for the Citv Attornev Recruitment Process (Transmittal. Code Sec. 2-10(d)(4) The City Attorney said he was appointed to go to another city and will be entering negotiations later this week and hopes to enter into a contract with that city the second week of February. He said he will negotiate an exit for some time in March and he asked if Council would like to go with a head hunter or look for a city attorney in house. He also asked if they would like to look for a law firm or in-house attorney. Council Member Dodd said he would prefer in an in-house attorney. 337 of 424 Lno' SEBASTIAN HOME OF PELICAN ISLAND CITY COUNCIL AGENDA TRANSMITTAL Council MeetinLy Date: May 24, 2023 Agenda Item Title: Approve City Clerk Employment Contract Recommendation: Staff requests City Council Approve the City Clerk Employment Contract Background: The CIerk and Council have reached an agreement on a new employment contract, which is included. The terms of the employment contract reflect negotiations between the Mayor, Interim City Attorney and the Council's direction obtained at a subsequent open meeting. Upon approval by the Council and execution by the Clerk, the agreement will be effective and the previous agreement will be null and void. If Agenda Item Requires Expenditure of Funds: Total Cost: TBD Attachments: City Clerk Employment Contract Administrative Services Depart ent Review: ' City Attorney Review: u Procurement Division Review, if applicable: City Manager Authorization: Date: -5�4z� 338 of 424 \m Li SE -% . 0_N �w HOME OF PELICAN ISLAND AGREEMENT FOR CITY CLERK THIS AGREEMENT made and entered into this day of by and between the City of Sebastian, a Florida Municipal Corporation (hereinafter referred to as "City") and Jeanette Williams (hereinafter referred to as "City Clerk") pursuant to the following terms and conditions. WHEREAS, the City desires to retain City Clerk as a full-time contractual City Clerk for the City of Sebastian; and WHEREAS, the City expects City Clerk to perform all the responsibilities and obligations required as City Clerk, pursuant to the City Charter, Codes and Ordinances, and applicable State and Federal regulations; and WHEREAS, City Clerk is willing to enter into a relationship with the City of Sebastian to perform the services asprovided. NOW THEREFORE in consideration of the mutual covenants contained herein, the City and City Clerk, hereby agree as follows: I. TERM OF AGREEMENT This Agreement shall become effective upon execution by both parties. This agreement shall continue in effect until terminated pursuant to the terms of this agreement. This agreement is subject to renegotiation every three (3) years, if the City Clerk requests that it be renegotiated one (1) month before the three (3) years expires. However, if the City Clerk chooses not to renegotiate, the City Council, at their discretion, can renegotiate this agreement. Otherwise, this agreement will continue in force for three (3) additional years. 1I. COMPENSATION ANDBENEFITS 1. The City will compensate City Clerk at a rate of $100,178.62 per year paid in twenty-six (26) equaI payments. Upon completion of an evaluation, the City Council may increase the City Clerk's salary. 2. The City hereby agrees to provide and fully pay for City Clerk and her dependents, health insurance, vision care insurance, and dental insurance offered and available to any other full time exempt employees of the City; such benefits being subject to change if said benefits are changed for other City employees. 339 of 424 3. The City shall provide and fully pay for a term life insurance policy for the City Clerk in an amount equal to one year's salary, payable to a beneficiary of the City Clerk's choosing. 4. The City agrees to contribute to its 401(a) retirement plan, an amount equal to nine (9%) of the City Clerk's base salary, or a greater amount should the City ever increase the retirement benefit for Managerial employees of the City, and that such contribution shall be made pursuant to the terms and conditions of the 401(a) retirement plan currently in effect, including any vesting schedule and any matching contribution requirements. 5. The City Clerk shall accrue vacation benefits at the same rate as provided to Managerial employees of the City. City Clerk shall take, at least, five (5) consecutive days of vacation time off each calendar year. 6. The City Clerk shall accrue sick leave and flex -time at the same rate provided to Managerial employees of the City. 7. City Clerk shall be provided disability benefits to the same degree as provided other Managerial employees of the City. 8. The City shall provide payment of dues, subscriptions and educational seminars, which enhance the City Clerk's professional development and service as the City Clerk, to the extent provided for in the City's budget. 9. The City shall reimburse the City Clerk for any expenses directly related to the performance of her duties as City Clerk to the extent provided for in the City's budget. 10. City Clerk shall be entitled to the use of a designated city vehicle for official and necessary City business use when travelling more than seventy-five (75) miles from City Hall. This shall not be used for transportation to and from the residence or be taken out ofState. 11. City Clerk shall be entitled to Military Leave of Absence and benefits afforded other full time employees in accordance with City Council approved policy and Chapter 115, Florida Statute, and applicable law. 12. City Clerk shall be entitled to mileage reimbursement, in accordance with City Council approved policy, for use of her personal vehicle when travelling on City business. 13. Regardless of the City Council approved policy, City Clerk may accrue any amount of vacation benefits, at the same rate as provided in the City Council approved policy, and upon termination of employment with the City, City Clerk shall be entitled to full compensation for all accrued vacation time as additional salary. 14. Regardless of the City Council approved policy, City Clerk may accrue any amount of sick leave benefits, at the same rate as provided in the City Council approved policy, and upon termination of employment with the City, City Clerk shall be entitled to full 340 of 424 compensation for all accrued sick leave as additional salary. 15. Regardless of the City Council approved policy, City Clerk may accrue personal time, at the same rate as provided in the City Council approved policy. 16. City Clerk shall be entitled to all benefits contained in the City Council approved policy, as may be amended. To the extent that the City Council approved policy conflicts with this agreement, this agreement shall prevail. III. REVIEW AND EVALUATION A performance evaluation will be performed in accordance with any resolution adopted by the City Council. IV. FULL-TIME EMPLOYMENT The City Clerk agrees to remain in the exclusive employ of the City and to not become employed by any other employer unless termination is affected as hereinafter provided. The term "employed" shall not be construed to include occasional teaching, writing, or consulting performed on City Clerk's time off, provided that the City Council is advised in writing of all such occasions, in advance. V. TERMINATION AND NOTICE OF SEPARATION City Clerk shall serve at the pleasure of the City Council, and the City Council may terminate this Agreement and the City Clerk's employment with the City at any time, for any lawful reason or for no reason. Should City Clerk be terminated without cause, she shall be entitled twenty weeks (20) weeks base salary excluding all insurance policies and other benefits. There will be no accrual of vacation time, sick leave or holiday pay during this time. The City Clerk will be paid for any accrued sick or vacation time to which she is entitled to pursuant to this Agreement. City Clerk may also be terminated for cause, pursuant to the provisions of Section 3.03 of the City Charter, and other applicable law, in which case City Clerk shall not be paid any severance payment, but shall be entitled to compensation for hours worked through her separation, as well as sick or vacation accruals as provided by this Agreement. City Clerk may resign upon giving sixty (60) days' notice of separation. City Clerk shall not be paid any severance payment, but shall be entitled to compensation for hours worked through her separation, as well as sick or vacation accruals as provided by this Agreement. 341 of 424 VI. INDEMNIFICATION Subject to any limitation imposed by Florida law, the City shall defend, save harmless and indemnify City Clerk against any tort, professional liability claim/demand, or other legal action, whether groundless or otherwise, arising out of an alleged act or omission City Clerk acting within the course and scope of her duties as CityClerk. VII. EMPLOYEE HANDBOOK Should an employee handbook or other policy be adopted by the City Council, the City Clerk shall comply with the handbook or policy as applicable. VIII. GOVERNING LAW The Agreement shall be subject to and governed by the laws of the State of Florida and venue for its enforcement shall be in Indian River County, Florida. IX. MODIFICATIONS No provision of this Agreement may be changed or modified except by written agreement executed by both parties hereto. X. ENTIRE AGREEMENT The Agreement constitutes the entire Agreement between the parties and contains all the Agreements described herein between the parties with respect to the subject matter hereof. Said Agreement supersedes any and all other Agreements, either oral or in writing, between the parties hereto with respect to the subject matter of this Agreement. XI. NOTICES All notices, consents, requests, instruction, approvals and other communications provided for herein shall be validly given, made or served in writing and delivered personally or sent by registered or certified mail, postage prepaid, return receipt requested, to the hereinafter designated address: 342 of 424 To the Employers City of Sebastian Attn: Mayor 1225 Main Street Sebastian, Florida 32958 With Copy to: City of Sebastian Attn: City Manager 1225 Main Street Sebastian, Florida 32958 To City Clerk: 343 of 424 XII. ENFORCEMENT In the event that it should become necessary for either party to retain the services of an Attorney to enforce the terms of this Agreement, the prevailing party in any litigation which is brought on this Agreement shall be awarded all of its costs and expenses including but not limited to reasonable Attorney's fee. This provision shall apply to such expenses incurred at the trial and all appellate levels, without respect to who is the initiating party and shall apply to an action for declaratory relief if the party instituting it asserts specific contentions concerning the Agreement, which are filed upon the Court. XIII. FULL AGREEMENT TERMINATION OF ANY PRIOR AGREEMENTS This Agreement contains the entire agreement of the City and Clerk with respect to the matters addressed herein. Previous agreements and understandings of the City and Clerk with respect to such matters are null and void and of no effect. The Agreement entered into between the Clerk and the City dated April 13, 2016 and subsequently amended is hereby terminated by the City and Clerk. The City and Clerk agree that the Clerk shall not be entitled to any compensation or benefits due to the termination of any previous agreements. IN WITNESS WHEREOF, the City of Sebastian has caused this Agreement to be executed by its Mayor and duly attested by its City Clerk and . City Clerk has executed this Agreement, as of the day and year first above written. CITY OF SEBASTIAN, A Florida municipal corporation Mayor: ATTEST: City Clerk: City Clerk: 344 of 424 CUM SEBASTLAv HOME OF PELICAN ISLAND CITY COUNCIL AGENDA TRANSMITTAL FORM COLTNCIL MEETING DATE: May 24, 2023 AGENDA ITEM TITLE: Resolution Accepting the 2nd Quarter Financial Report and Recognizing Necessary Amendments and Adjustments to the FY 2022-2023 Annual Budget. RECOMMENDATION: Move to approve Resolution R-23-09. BACKGROUND: Pursuant to City fmancial policies, budget reviews and any necessary adjustments are presented to the City Council quarterly. A capital project status report, investment report and accomplishments are also included. Formal approval by City Council was previously given during the quarter for adjustments to budgets for ordering Golf Carts, hiring a consultant for the City Attorney recruitment, pay changes for exempt employees, remodeling in the Building Department, an increase to the project to replace the patterned pavement, approving the collective bargaining agreement for Police Officers and the increased expenses to replace golf cart batteries. Formal reporting to the City Council is needed on the use of the General Fund R&R Account during the quarter but there were none in this quarter. In accordance with the authority given by the Annual Budget Resolution, the City Manager approved other budget transfers between accounts within Departments and authorized adjustments that were necessary to implement programs, projects and expenditures that were previously authorized by the City Council. Adjustments may include budget changes within his $15,000 spending authority, budget adjustments between budget accounts within the same departments, as well as adjustments to closeout completed or cancelled projects. Thus, the City Manager's did approve several adjustments this quarter. Additional details on the above adjustments are listed in Exhibit "A" that is an attachment to the Resolution. If Agenda Item Renuires Expenditure of Funds: Budgeted Amount: As per Exhibit "A" of the Resolution Total Cost: N/A Funds to Be Utilized for Appropriation: NIA Attachments: 1. Resolution R-23-09 and Attachment "A" 2. 2`d Quarter Financial Report, including Capital Project Status, Investments/Loans and Accomplishments Administrative Services Department Review: AJ. l r City Attorney Review: 7 Procurement Division Review, if applicable: City Manager Authorization: Date: '/ z/2-�] 345 of 424 4 RESOLUTION NO. R-23-09 A RESOLUTION OF THE CITY OF SEBASTIAN, INDIAN RIVER COUNTY, FLORIDA RECOGNIZING CERTAIN ADJUSTMENTS TO THE BUDGET FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2022 AND ENDING SEPTEMBER 30, 2023 AS PROVIDED FOR Ili EXHIBIT "A"; PROVIDING FOR CONFLICTS; PROVIDING FOR SCRIVENER'S ERRORS; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, an analysis of the revenues and expenditures for the three (3) months that ended on March 31, 2023 was made to determine whether there were budget adjustments requiring formal approval by the City Council; and WHEREAS, it was determined that the City Council and City Manager previously approved all the necessary amendments and adjustments and these should just be reported in accordance with the Annual Budget Resolution; NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEBASTIAN, INDIAN RIVER COUNTY, FLORIDA, THAT: Section 1. The budget of the City of Sebastian, Indian River County, Florida for the Fiscal Year beginning October 1, 2022 and ending September 30, 2023 has been amended and adjusted as necessary within the quarter ending March 31, 2023; a summary of such amendments and adjustments being attached hereto and more particularly identified as Exhibit "A"; the revised appropriations, if any, are set out therein and are recognized as having been made to maintain and carry on the government of the City of Sebastian, Indian River County, Florida. Section 2. All resolutions or parts of resolutions in conflict herewith are hereby repealed. Section 3. Sections of this resolution may be renumbered or re -lettered and corrections of typographical errors which do not affect the intent may be authorized by the City Manager, or the City Manager's designee, without need of further action of the City Council by filing a corrected copy of same with the City Clerk. Section 4. This Resolution shall become effective immediately upon its adoption. It was moved for adoption by Councilmember The motion was seconded by Councilmember and, upon being put to a vote, the vote was as follows: Mayor Fred Jones Vice -Mayor Christopher Nunn Councilmember Ed Dodd Councilmember Bob McPartlan Councilmember Kelly Dixon The Mayor thereupon declared this Resolution duly passed and adopted this 24`s day of May 2023. ATTEST: Jeanette Williams, MMC City Clerk CITY OF SEBASTIAN, FLORIDA By: Mayor Fred Jones Approved as to form and legality for the reliance by the City of Sebastian only: Andrew Mai Interim City Attorney 346 of 424 ExullsILI "A" OF RESOLUTION R-23-09 SUMMARY OF BUDGET CHANGES FOR THE QUARTER ENDED March 31, 2023 ADJUSTMENTS PREVIOUSLY APPROVED BY CITY COUNCIL: Budget Before Budget Budget After ect/Account Purchase of New Golf Carts Appropriated_frgq Golf Course Reserves _________ ($5, Other Contractual Services P0 Appropriated_trgr---G-eneral Reserves ($293, ------------------------------- Various Fund Salaries & Benefits $2.334 Reason for Adjustment $0 $528,640 $528,640 01/11/23 Approved order of Carts with )00) __ t$528,640}_ _ __�$533,640� expected delivery in January_2024__________ 700 $34,500 $65,200 02/08/23 Approved hiring consultant for City 79) {$34,500} ($327679} Attorney recruitment process. 995 $87,621 $2,422,616 Appropriated from General Reserves $326,405 $70,621 $397,026 01/25/23 Approved pay rate changes for ($666,518) ($2,841) ($669,359} Appropriates! from Stormwater Reserves Appropriated from Golf Course Reserves ($533,640) ($4,072) ($537,712} Exempt Employees, with exception for Charter Officers. A ro nated from Airport Reserves ($70,319) �$2,275) ($72,594) Appropriated from Building Fund Reserves __ _ S$7,81} ($7,812} - ----------------------------------------- Buildjpps $1861874 $186t874 03/08/23 Approved contract for remodeling Appropriated from Building Fund Reserves ($7,$12} ($186,874} ($194,68fi) of the Building Department front counter. Contractual Services $446,400 $33,705 $480,105 03/22/23 Approved cost estimate increase Appropriation from DST Reserves _____ - - ---'------------.... ($2,012,551)....... ($33,705}.... S$2,046,256) forUS1 Patterned Paveway Replacement. Degai nent Salaries & Benefits $3�277,516 $152,340 $3,4291856 01/11/23 Approved Collective Bargaining Appropriated dram General Reserves ($397,026) ------ ($152,340} _ -- - --- ( 49,36gj Agreement for Non-exempt Police Officers. Golf Cart Battery Replacements $10,000 $16,316 $26,316 03/22/23 Approved increased expenses to Appropriation from -Golf Course-Reser_v_es ........ ($537712) �$16,316} i$554,028� replace golf cart bat-tterietedes. --------------------- None to ADJUSTMENTS BEING SUBMITTED FOR CITY COUNCIL APPROVAL: Budget Before Budget Budget After Proiect/Account Change Adjustment Change Reason for Adjusiment ADJUSTMENTS PREVIOUSLY AUTHORIZED BY THE CITY MANAGER: Budget Before Budget Budget After unt Change Adiustment Change Reason for Repairs to Equipment $15,389 $23,342 $38,731 Adjustment to repair Golf Course equipment Insurance Proceeds $0 damaged by lightning on 7/17/2022. 10 Year Water Supply Plan __ ________ $-0 -------- $121000 _ $12,000 Adjustment to use American Recovery Plan Interest Income $0 ($12,000}_ �$12,000� interest eamings for Water Supply Plan_ - - - A�propriated from D5T Reserves ��$2,057,046} - _ _ $43,195 ($2,013,85 Payment was expensed in previous year MIS Server/Host Update_ Project $43,195 ($43,195}- $0 and will be paid against the liability account. Appropriated from DST Reserves Apw,ww,ia�d {�$2 913,g51) $1,300 $15,283 _ ($2,012,551 j n Adjustment to close remaining unexpended se re from Rec. Impact Reserves (J199,798) ($184,515} balance Park a Project. Park 5ignpge Project-----------------------------$235,351------- �$16,583} $218,768 ____ ------------------------------------- A ppropriated from Rec. Impact Reserves ($184,515} $11,041 ($173,474) Adjustment to close remaining unexpended Park Impro_v_ements Project________________________$]1,041......... ($I I,041} _ ......... $0 balance of Park Improvements Project_ _ Appropriated from CRA Reserves ($109 630� $2�,678 j$86 92) Adjustment to close remainirg unexpended CRA Signage_Project_ _ _ _ _ $109,03__ {$2 578) t86,359 balance of CRA Signage Project_ Artificial Reef Grants $0 _ $2,500 $2,500 Create a Project for Grants using American Interest Income ($12 000) ($2,500j ($14,500 Recovery Plan interest earnia��s_ _ ___ Riverview Park Improvements - ____ $1 ``850 $2,500 _ $4 350 Adds donation to balance set aside for Donation from Brew Fest ($1,;350} ($2,50D) ($4,50� improvements to be determined later. ------ -- --- -- -- -- ---------- Human Resources Total Bud et - --........ $0 ......... $231,814 $231,814 Breaks out accounts to separate Human Administrative Services Accounts $761,131 ($217,564) $543,567 Resources as a separate Division. Non -Departmental Accounts __________________ $1,064,329......... �$14,250}...... $1,050,079---------------------------- -------------------- A4proprigted from General Reserves __J$327,679) $1,274 ($326,405) Adjustment to close remaining unexpended Vehicles & Equipment $26 301 (1,274) $25,027 balance of Community Development SUV. 347 of 424 CITY OF SEBASTIAN QUARTERLY FINANCIAL REPORT SECOND QUARTER ENDING MARCH 31, 2023 SUMMARY GENERAL FUND RECEIVED 60.7% OF BUDGETED REVENUE AND EXPENDITURES WERE 49.1% OF BUDGETED AMOUNTS IN THE SECOND QUARTER. REVENUE WAS HIGH DUE TO PAYMENTS FOR AD VALOREM TAXES. GENERAL rumi Ou11111vfHn I Budget YTD % Beginning Balance $ $ 8.195.001 Ad Valorem Taxes 5,146,342 4,796,478 93.2% Franchise Fees 1,567,286 675,276 43.1% Utility Taxes 3,210,987 1,356,552 42.2% Intergovernmental 3,811,968 1,503,045 39.4% Charges forSerVice 745,870 394,290 51.5%0 Licenses and Other 467,200 372,841 79.8% Transfers From Other Funds 35,000 - 0.0% Total Revenues $ 14,984,653 $ 9,088,482 60.7% From Fund Balance 549,366 0.0% Total Sources S 15,534,019 $ 9,088,482 58.5% City Council S 62,725 $ 24,145 38.5% City Manager 309.381 152,702 49.4% City Clerk 223,024 122,042 54.7% City Aflomey 271.445 118.426 43.6% Admin Services 623,297 320,151 51.4% MIS Division 727,871 330,601 45.4% Human Resources 231.814 97,213 41.9% POice Department 7,293.656 3.800,219 52.1% Roads and Garage 1,440,693 640,740 44.5% f ub4c Faci5bes 796,660 349.104 43.8% Leisure Services 1,407.371 599,299 42.6% Cemetery 164.323 79,549 Community Dev. 716,458 229,086 32.0% Nan -Departmental 1,265.301 767,932 60.7% Total Expenditures $ 15,534,019 $ 7,631,205 49.1% Unappropriated - n1a Total Uses S 15,534,019 $ 7,631,209 49.1% Ending Unappropriated Fund Balance $ 9,652,274 WE PREVIOUSLY RECEIVED ALL OF THE AMERICAN RESCUE PLAN ACT FUNDING AND THE CITY COUNCIL AGREED TO APPLY THOSE FUNDS TO THE ITEMS LISTED. AMERICAN RESCUE PIAN ACT PUNO Budget YTD 9� Beginning Fund Balance $ $ 2.869,473 ARPA Grant - nla interest 14,500 30,127 n1a Total Revenues S 14,500 $ 30,127 n1a From Fund Balance 2,696,156 0.0% Total Sources $ 2,710,656 $ 2,899,600 107.0% Gardenia Ditch S 746,156 S 6,043 0.8% Schumann Drive 750,000 0.0% Concha Dam 700,000 0.0% Roadwork 50000 0.0% Water Supply Work Plan 12,000 3,600 30.0% Artificial Reef Grants 2,5W 0.0°% Total Uses $ 2,710,656 $ 9,643 0.4% Ending Fund Balance $ $ 2,889,957 Expected Change to Year End: Additional Revenues 30,000 Additional Expenditures 2,701,013 9130123 Ending Available Funds S 218.944 General Fund Revenue ■AdjustedBudget BYeartoDate 5,000 4,000 0 3,400 2,o00 1,000 - - allAMW a5 ��g5 `a`5kot 459 M General Fund Expenditures ■Adjusted Budget Wear to Date 56,5m L �^sm 0 �32,sm 52.s0D $1,5m 55aoAr Mo. OR, ED - FlIt. IAN,. c;t���t,�a� 0: � � FUND BALANCE USES FOR GENERAL FUND ARE SHOWN BELOW, EXPECTED CHANGES TO YEAR END ANTICIPATE THE ADJUSTMENTS RESULTING FROM PAY RAISES. GENtRAL FUND BALANCE FORECAST Fund Balance R&R Account Beginning Reserves 10101122 $ 7,920,001 $ 275,000 Year to Date Revenue 9,088,482 Fund BalancelR&R Changes to Date: Purchases Not Received (60,264) Unfinished 2022 Projects (215,065) Harbor Lights Fuel Tanks (17,850) City Attorney Recruitment (34,600) Exempt Pay Increases (70.621) Police Pay Increases (152,340) Year to Date Uses $ (550,640) $ - Other Expenditures (7,080,569) Current Reserves $ 9,377,274 $ 275,000 Expected Changes to Year End: Additional Revenues 5,696,171 - Additional Expenditures (7,755,739) Ending Reserves $ 7,517,706 $ 275,000 Adjust R&R to $275,000 - Adjusted Reserves $ 7,517,706 $ 275,000 Assigned Funds (666,992) - Net Unassigned Reserves $ 6,1350,714 $ 275,000 Total Ending Reserves $ 7,125,714 Projected in 2023 Budget (with pay raises) $ 7,088J73 ' Assigned Funds include Inventories, Prepaids and the Golf Course -oan. J4o OI 4-14 CITY OF SEBASTIAN QUARTERLY FINANCIAL REPORT SECOND QUARTER ENDING MARCH 31, 2023 SUMMARY BEGINNING FUND BALANCE FOR THE STORMWATER FUND GOLF COURSE REVENUES CONTINUE TO BE FAVORABLE WAS HIGHER THAN EXPECTED BECAUSE $200,000 WAS NOT FROM HIGH LEVELS OF PLAY. THE LIGHTNING DAMAGE TRANSFERRED TO THE CAPITAL PROJECTS FUND BEFORE EXPENSE WAS REIMBURSED FROM INSURANCE. YEAR END. MOST OF THE EXPECTED COLLECTIONS OF STORMWATER FEES HAVE BEEN RECEIVED. I (7ULF FUND SUMNtNt'f T STORMWATER FUND SUMMARY Budget YTD % Beginning Fund Balance $ $ 1,957,126 Stormwater Fees 1,952,055 1,806,747 92.6% Interest and Other 7,566 29,115 384.8% Total Revenues $ 1,959,621 $ 1,835,862 93.7% From Fund Balance 659,359 0.0°% Total Sources $ 2,628,980 $ 3,792,988 144.3% Operating Expenditures S 2,226,488 $ 887,359 39.9% Capital Outlay 41,300 35,406 85.7% Transfer to Capital Projects 361,192 142,874 39.6% Total Uses S 2,628,980 $ 1,065,639 40.5% Ending Fund Balance $ $ 2,727,349 Expected Change to Year End: Additional Revenues 123,759 Additional Expenditures (1,339,129) Additional Capital Outlay (5,894) Transfers to Capital Projects (218,318) 9130123 Ending Available Funds $ 1,287,767 Projected in 2023 Budget $ 1,179,343 REVENUE FROM AIRORT RENTS IS 52.4% COLLECTED. BEGINNING AND ENDING RESOURCES EXCLUDE THE PRINCIPAL DUE: ON THE DST LOAN OF $502,746. AIKPURI MN0 SUMMARY Budget YTD % Beginning Resources S $ 456,624 Rents 577,861 302,936 52.4% Investment Income 725 4,643 640.4% N6scellaneous 85,690 43,545 50.8% Total Revenues 664,276 351,124 52.9% From Fund Balance 72,594 n1a Total Sources $ 736,870 $ 807,748 Operating Expenses S 520,933 S 280,607 53.9% DST Fund Loans 36,500 0.0% Capital Outlay 9,500 0.0% Transfers for Projects 76,707 51.957 67.7% Total Uses $ 643,640 $ 332,564 51.7°% Total Ending Resources 93,230 $ 475,184 Expected Change to Year End: Additional Revenues 313,152 Adddit+onal Uses (311,076) 9130123 Ending Resources $ 477,260 Projected in 2023 Budget $ 549.854 Budget YTD % Beginning Resources $ . $ (212,729) Charges for Service 1,631,611 1,172,328 71.91A Rent 30,000 15,451 51.51k Insurance Proceeds 23,342 411,342 207.1% Miscellaneous 10,760 11,366 105.6% Total Revenues 1,695,713 1,247,487 73.6°% Pro Shop Sales 110,000 74,287 67.5% Pro Shop Purchases (65,000) (55,252) 85.0% Sales vs. Cost of Sales 45,000 19,035 42.3°% FromReserves- Batteries 16,316 - n1a From Reserves - Carts 528,640 n1a From Reserves - Pay Changes 4,072 Na From Reserves far DBches 5,000 n1a Total Sources $ 2,294,741 $ U66,522 55.2% Operating Expenses 5 1,498,906 S 749,862 50.0% Equipment 28,986 n/a Lightning Damage 21.097 nla Range Netting 77,000 111a Cart Purchase 528,640 nla Total Operating Expense 2,133,532 770.959 36.1% General Fund Payment 35.000 n1a Building Fund Payment 36,209 H,105 50.0% Total Uses $ 2,204,741 $ 789,064 35.8% Total Ending Resources $ 90,000 $ 264,729 Expected Change to Year End: Additional Sources 1,028,219 Additional Uses (1,415,677) 91300 Ending Resources $ (121,729) Projected in 2023 Budget S (307.,729) BUILDING FUND RESOURCES EXCLUDE THE REBATE PAYABLE MANDATED BY THE STATE AND $1,112,843 ADVANCE TO THE GOLF COURSE. Beginning Resources Licenses and Permits Charges for Service Fines and Forfeits Miscellaneous Golf Fund Loan Payments Total Revenues From Fund Balance Total Sources Operating Expenses Capital Outlay Total Uses Total Ending Resources Expected Change to Year End: Additional Revenues Additional Uses 9130123 Ending Resources Projected In 2023 Budget BUILDING FUND SUMMARY Budget YTS $ S 1,781,659 1,229.500 458,078 33.500 9,069 5,500 2,915 7.289 21,820 36.209 M105 1,311,998 510,067 194.686 - 1,506,684 510,067 S 1,279,933 S 475,516 186,874 S 1,466,807 S 475,516 39,877 S 1,816,210 $01.931 (991,291) $ 1,626,850 $ 1,621,536 J4J .,1 Y/-'Y 96 37.3% 27.1 % 53.2% 300.3% 50.0% 38.9% n1a 33.9% 37.2% rva 32.4% f CITY OF SEBASTIAN FUND SUMMARIES QUARTER ENDING 03/31/23 201912020 202012021 202112022 202212023 202212023 202212023 2nd QTR 2nd QTR 2nd QTR 2nd QTR ANNUAL PERCENT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET OF BUDGET GENERAL FUND TAXES -5,303,645 -6,022,157 -6,121,289 -6,828,306 -9,924,615 68.80% LICENSES & PERMITS -109,768 -107,947 -114,966 -108,966 -163,700 66.56% INTERGVT'L REVENUE -1,237,232 -1,238,720 -1,549,626 -1,503,045 -3,811,968 39.43% CHARGES FOR SERVICE -295,108 -376,017 -406,558 -384,290 -745,870 51.52% FINES AND FORFEITS -37,112 -19,028 -62,843 -42,941 -50,500 85.03% MISC. REVENUE -231,931 -80,357 -143,748 -220,934 -253,000 87.33% TRANSFERS IN -12,500 -75,000 0 0 -35,000 0.00% FROM FUND BALANCES 0 0 0 0 -549,366 0.00% GENERAL FUND REVENUE -7,227,295 -7,919,225 -8,399,030 -9,088,482 -15,534,019 58.51 % CITY COUNCIL 24,004 23,499 24,980 24,145 62,725 38.49% CITY MANAGER 127,779 132,156 152,312 152,702 309,381 49.36% CITY CLERK 125,325 100,629 159,920 122,042 223,024 54.72% CITY ATTORNEY 94,607 88,179 94,604 118,426 271,445 43.63% ADMINISTRATIVE SERVICES 356,680 338,310 393,874 320,151 623,297 51.36% M.I.S. DIVISION 267,227 271,864 308,244 330,601 727,871 45.42% HUMAN RESOURCES 0 0 0 97,213 231,814 41.94% POLICE ADMINISTRATION 590.289 450,813 486,894 459,244 875,080 52.48% POLICE PATROL 1,898.147 1,956,988 2,173,231 2,275,238 4,123,169 55.18% CODE ENFORCEMENT DIVISION 89,775 88,225 104,627 70,796 202,567 34.95% POLICE INVESTIGATIONS 590,942 593,063 675,986 677,329 1,342,060 50.47% POLICE COMMUNICATIONS 292.670 259,753 337,859 317,612 750,780 42.30% ROADS AND DRAINAGE 493,277 445,165 512,025 518,166 1,157,409 44.77% CENTRAL GARAGE 95,827 98,721 114,802 122,574 283,284 43.27% FACILITIES MAINTENANCE 260,104 277,316 319,417 349.104 796,660 43.82% LEISURE SERVICES 508,705 460,025 571,272 599.299 1,407,371 42.58% CEMETERY 85,807 115,772 71,069 79.549 164,323 48.41% COMMUNITY DEVELOPMENT 262,963 234,387 241,802 229,086 716,458 31.97% NON -DEPARTMENTAL 641,599 682,272 962,541 767.932 1,265,301 60.69% GENERAL FUND EXPENDITURES 6,805,725 6,617,136 7,705,460 7,631,209 15,534,019 49.13% 350 of 424 01 CITY OF SEBASTIAN FUND SUMMARIES QUARTER ENDING 03/31/23 201912020 202012021 2021/2022 2nd QTR 2nd QTR 2nd QTR ACTUALS ACTUALS ACTUALS 202212023 2022/2023 2022/2023 2nd QTR ANNUAL PERCENT ACTUALS BUDGET OF BUDGET AMERICAN RESCUE PLAN ACT INTERGVTL REVENUE 0 1,666,064 0 0 0 0.00% MISC. REVENUE 0 0 1,977 30,127 14,500 207.77% TRANSFERS IN 0 0 0 0 0 0.00% FROM FUND BALANCE 0 0 0 0 2,696,156 0.00% ARPA FUND REVENUE 0 1,666,064 1,977 30,127 2,710,656 1.11% PERSONAL SERVICES 0 0 0 0 0 0.00% OPERATING EXPENSES 0 0 0 0 14,500 0.00% TRANSFERS OUT 0 0 481,012 1,190 2,696,156 0.04% TO FUND BALANCE 0 0 0 0 0 0.00% ARPA FUND EXPENDITURES 0 0 481,012 1,190 2,710,656 0.04% LOCAL OPTION GAS TAX TAXES -306,905 -299,794 -309,916 -306,314 -777,637 39.39% INTERGVT'L REVENUE 0 0 0 0 -14,964 0.00% MISC. REVENUE -1,849 -296 -484 -8,121 -2,479 327.59% FROM FUND BALANCES 0 0 0 0 -356,494 0.00% LOGT FUND REVENUE -308,754 -300,090 -310,400 -314,435 -1,151,574 27.30% OPERATING EXPENSES 0 87,572 0 2,700 10,800 25.00% CAPITAL OUTLAY 105,554 34,372 4,870 0 0 0.00% DEBT SERVICE 121,993 121,781 121,473 122,174 122,174 100.00% TRANSFERS OUT 606,893 478,175 12,724 1,800 1,018,600 0.18% TO FUND BALANCES 0 0 0 0 0 0.00% LOCAL OPTION GAS TAX 834,441 721,901 139,066 126,674 1,151,574 11.00% DISCRETIONARY SALES TAX TAXES -1,477,979 -1,532,253 -1,817,434 -1,879,323 -5,160,637 36.42% MISC. REVENUE -38,046 -6,917 -5,022 -27,433 -98,209 27.93% FROM FUND BALANCES 0 0 0 0 -2,046,256 0.00% DST FUND REVENUE -1,516,025 -1,539,170 -1,822,456 -1,906,756 -7,305,102 26.10% OPERATING EXPENSES 4,080 0 0 0 0 0.00% CAPITAL OUTLAY 0 0 7,151 0 0 0.00% TRANSFERS OUT 864,600 1,157,871 4,516,085 925,754 6,441,728 14.37% TO FUND BALANCES 0 0 0 0 863,374 0.00% DISCRETIONARY SALES TAX 868,680 1,157,871 4,523,236 925,754 7,305,102 12.67% RIVERFRONT REDEVELOPMENT FUND MISC. REVENUE -22,222.65 -18,731.55 -18,935.52 -26,767.61 -43,719.00 61.23% TRANSFERS IN -403,239.68 -457,671.66 -385,664.86 -391,770.36 -380,580.00 102.94% FROM FUND BALANCES 0.00 0.00 0.00 0.00 -86,952.00 0.00% RRD REVENUE -425,462.33 -476,403.21 -404,600.38 -418,537.97 -511,251.00 81.87% OPERATING EXPENSES 175,690.04 133,184.39 167,467.70 151,865.24 260,918.00 58.20% GRANTS AND AIDS 15,000.00 0.00 0.00 0.00 31,951.00 0.00% TRANSFERS OUT 0.00 74,932.07 29,305.83 3,500.00 70,001.00 5.00% TO FUND BALANCES 0.00 0.00 0.00 0.00 148,381.00 0.00% RRD EXPENDITURES 190,690.04 208,116.46 196,773.53 155,365.24 511,251.00 30.39% PARKING IN LIEU OF FUND MISC. REVENUE -2,012.33 -3,072.19 -15,019.42 -4,099.40 -539.00 760.56% PARKING IN LIEU OF REVENUE -2,012.33 -3,072.19 -15,019.42 -4,099.40 -539.00 760.56% TO FUND BALANCES 0.00 0.00 0.00 0.00 539.00 0.00% PARKING IN LIEU OF EXPENDITURES 0.00 0.00 0.00 0.00 539.00 0.00% 351 of 424 /0 CITY OF SEBASTIAN FUND SUMMARIES QUARTER ENDING 03/31/23 201912020 202012021 202112022 202212023 2022/2023 2022/2023 2nd QTR 2nd QTR 2nd QTR 2nd QTR ANNUAL PERCENT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET OF BUDGET RECREATION IMPACT FEE FUND MISC. REVENUE -76,260.34 -86,530.86 -85,236.32 -56,290.96 -163,389.00 34.45% FROM FUND BALANCES 0.00 0.00 0.00 0.00 -173,474.00 0.00% RECREATION IMPACT FEE REVENUE -76,260.34 -86,530.86 -85,236.32 -56,290.96 -336,863.00 16.71 % TRANSFERS OUT 309,483.40 73,010.48 17,639.86 0.00 228,474.00 0.00% TO FUND BALANCE 0.00 0.00 0.00 0.00 108,389.00 0.00% RECREATION IMPACT FEE 309,483.40 73,010.48 17,639.86 0.00 336,863.00 0.00% STORMWATER UTILITY FUND MISC. REVENUE -1,807,588.96 -1,817,171.36 -1,831,542.99 -1,835,862.92 -1,959,621.00 93.68% FROM FUND BALANCES 0.00 0.00 0.00 0.00 -669.359.00 0.00% STORMWATER FUND REVENUE -1,807,588.96 -1,817,171.36 -1.831,542.99 -1,835,862.92 -2.628,980.00 69.83% PERSONAL SERVICES 315,556.06 326,030.42 364,125.13 378,413.90 916,106.00 41.31% OPERATING EXPENSES 218,528.53 354,713.66 331,291.09 508,945.05 1,310,382.00 38.84% CAPITAL OUTLAY 0.00 68,096.48 129,600.95 35,406.00 41,300.00 85.73% TRANSFERS OUT 4,540.00 1,325.00 57,125.00 142,873.62 361,192.00 39.56% STORMWATER FUND EXPENDITURES 538,624.59 750,165.56 882,142.17 1,065,638.57 2,628,980.00 40.53% LAW ENFORCEMENT FORFEITURE FUND FINES AND FORFEITS -83.33 -15,000.00 0.00 0.00 -1,000.00 0.00% MISC. REVENUE -283.67 -29.97 -28.44 -554.89 -160.00 346.81% FORFEITURE REVENUE -367.00 -15,029.97 -28.44 -554.89 -1,160.00 47.84% OPERATING EXPENSES 0.00 1,500.00 1,056.74 0.00 0.00 0.00% CAPITAL OUTLAY 0.00 15,000.00 0.00 0.00 0.00 0.00% GRANTS AND AIDS 1.000.00 0.00 0.00 1,500.00 0.00 0.00% TO FUND BALANCES 0.00 0.00 0.00 0.00 1,160.00 0.00% FORFEITURE FUND EXPENDITURES 1,000.00 16,500.00 1,056.74 1,500.00 1,160.00 129.31% STORMWATER DEBT SERVICE FUND MISC. REVENUE -1,981.47 -333.01 -356.04 0.00 0.00 0.00% TRANSFERS IN -200,677.50 -200,480.52 -116,701.50 0.00 0.00 0.00% FROM FUND BALANCES 0.00 0.00 0.00 0.00 0.00 0.00% STORMWATER DEBT SERVICE REVENUE -202,658.97 -200,813.53 -117,057.54 0.00 0.00 0.00% DEBT SERVICE 10,068.60 6,764.30 3,416.75 0.00 0.00 0.00% TO FUND BALANCES 0.00 0.00 0.00 0.00 0.00 0.00% STORMWATER DEBT EXPENDITURES 10,068.60 6,764.30 3,416.75 0.00 0.00 0.00% 352 of 424 CITY OF SEBASTIAN FUND SUMMARIES QUARTER ENDING 03/31/23 201912020 202012021 202112022 202212023 202212023 202212023 2nd QTR 2nd QTR 2nd QTR 2nd QTR ANNUAL PERCENT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET OF BUDGET GOLF COURSE FUND CHARGES FOR SERVICE -935,142.42 -892,424.57 -1,146,615.29 -1,246,615.28 -1,741,611.00 71.58% MISC. REVENUE -20,823.52 -20,190.62 -20,674.53 -75,158.91 -64,102.00 117.25% FROM FUND BALANCES 0.00 0.00 0.00 0.00 -554,028.00 0.00% GOLF COURSE FUND REVENUE -955,965.94 -912,615.19 -1,167,289.82 -1,321,774.19 -2,359,741.00 56.01% ADMINISTRATION 353,219.62 356,339.10 404,447.95 393,074.34 1,415,172.00 27.78% MAINTENANCE 288,538.03 284,893.81 295,253.12 341,482.66 765,569.00 44.61% GOLF COURSE CARTS 82.793.15 82,056.67 105,400.21 90,012.77 179,000.00 50.29% GOLF COURSE FUND EXPENSES 724,550.80 723,289.58 805,101.28 824,569.77 2,359,741.00 34.94% AIRPORT FUND CHARGES FOR SERVICE 0.00 0.00 0.00 0.00 0.00 0.00% MISC. REVENUE -281,452.69 -291,290.38 -318,741.61 -351,123.86 -664,276.00 52.86% TRANSFERS IN -4,691.00 0.00 0.00 0.00 0.00 0.00% FROM FUND BALANCES 0.00 0.00 0.00 0.00 -72,594.00 0.00% AIRPORT FUND REVENUE -286,143.69 -291,290.38 -318,741.61 -351,123.86 -736,870.00 47.65% PERSONAL SERVICES 33,059.95 33,524.89 49,511.88 92,915.88 188,735.00 49.23% OPERATING EXPENSES 148,529.69 158,042.15 191,161.79 187,690.92 332,198.00 56.50% CAPITAL OUTLAY 5,125.33 4,255.00 1,920.00 0.00 9,500.00 0.00% DEBT SERVICE 0.00 0.00 0.00 0.00 36,500.00 0.00% TRANSFERS OUT 12,499.98 75,000.00 0.00 51,957.34 76,707.00 67.73% TO FUND BALANCES 0.00 0.00 0.00 0.00 93,230.00 0.00% AIRPORT FUND EXPENSES 199,214.95 270,822.04 242,593.67 332,564.14 736,870.00 45.13% BUILDING FUND LICENSES & PERMITS -439,001.85 -554,460.66 -592,736.72 -458,077.85 -1,229,500.00 37.26% CHARGES FOR SERVICE -8,139.10 -12,956.10 -16,908.70 -9,068.70 -33,500.00 27.07% FINES AND FORFEITS -3,098.00 -2,700.00 -2,136.11 -2,925.00 -5,500.00 53.18% MISC. REVENUE -7,063.06 -9,722.59 -3,696.44 -21,890.80 -7,289.00 300.33% TRANSFERS IN -19,183.98 -19,183.02 -18,042.48 -18,104.52 -36,209.00 50.00% FROM FUND BALANCE 0.00 0.00 0.00 0.00 -194,686.00 0.00% BUILDING FUND REVENUES -476,485.99 -599,022.37 -633,520.45 -510,066.87 -1,506,684.00 33.85% PERSONAL SERVICES 282,283.14 284,569.75 365,167.16 366,529.61 941,787.00 38.92% OPERATING EXPENSES 71,019.81 77,117.42 117,895.94 108,986.18 338,146.00 32.23% CAPITAL OUTLAY 0.00 22,957.00 0.00 0.00 186,874.00 0.00% TO FUND BALANCES 0.00 0.00 0.00 0.00 39,877.00 0.00% BUILDING FUND EXPENSES 353,302.95 384,644.17 483,063.10 475,515.79 1,506,684.00 31.56% 353 of 424 �dZ CITY OF SEBASTIAN GENERAL FUND DEPARTMENTS QUARTER ENDING 03/31/23 2019/2020 2020/2021 2021/2022 2022/2023 2022/2023 2022/2023 2nd QTR 2nd QTR 2nd QTR 2nd QTR ANNUAL PERCENT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET OF BUDGET CITY COUNCIL PERSONAL SERVICES 11,374 11,377 11,372 11,371 22,725 50.04% OPERATING EXPENSES 12,630 12,122 13,608 12,774 40,000 31.94% TOTAL 24,004 23,499 24,980 24,145 62,725 38.49% CITY MANAGER PERSONAL SERVICES 120,674 126,852 145,326 147,375 289,586 50.89% OPERATING EXPENSES 7,104 5,305 6,987 5,327 19,795 26.91% CAPITAL OUTLAY 0 0 0 0 0 0.00% TOTAL 127,779 132,156 152,312 152,702 309,381 49.36% CITY CLERK PERSONAL SERVICES 80,544 84,425 94,640 91,563 182,129 50.27% OPERATING EXPENSES 44,782 16,204 65,280 30,479 40,895 74.53% TOTAL 125,325 100,629 159,920 122,042 223,024 54.72% CITY ATTORNEY PERSONAL SERVICES 13,339 75,393 89,811 99,071 188,555 52.54% OPERATING EXPENSES 81,268 12,786 4,793 19,354 82,890 23.35% TOTAL 94,607 88,179 94,604 118,426 271,445 43.63% ADMINISTRATIVE SERVICES PERSONAL SERVICES 258,748 240,689 295,494 230,683 504,435 45.73% OPERATING EXPENSES 97,932 97,621 98,380 89,467 118,862 75.27% TOTAL 356,680 338,310 393,874 320,151 623,297 51.36% M.I.S. DIVISION PERSONAL SERVICES 162,827 158,408 189,726 196,496 447,581 43.90% OPERATING EXPENSES 103,488 113,455 118,518 134,105 280,290 47.85% CAPITAL OUTLAY 912 0 0 0 0 0.00% TOTAL 267,227 271,864 308,244 330,601 727,871 45.42% HUMAN RESOURCES PERSONAL SERVICES 0 0 0 79,638 174,271 45.70% OPERATING EXPENSES 0 0 0 17,576 57,543 30.54% CAPITAL OUTLAY 0 0 0 0 0 0.00% TOTAL 0 0 0 97,213 231,814 41.94% POLICE ADMINISTRATION PERSONAL SERVICES 483,011 370,312 423,818 401,399 761,310 52.72% OPERATING EXPENSES 87,584 80,501 59,326 57,845 113,770 50.84% CAPITAL OUTLAY 19,694 0 3,750 0 0 0.00% TOTAL 590,289 450,813 486,894 459,244 875,080 52.48% POLICE PATROL PERSONAL SERVICES 1,743,402 1,817,646 2,009,431 2,057,375 3,674.360 55.99% OPERATING EXPENSES 122,187 126,960 146,434 183,368 371,259 49.39% CAPITAL OUTLAY 32,558 12,383 17,365 34,495 77,550 44,48% TOTAL 1,898,147 1,956,988 2,173,231 2,275,238 4,123,169 55.18% CODE ENFORCEMENT DIVISION PERSONAL SERVICES 81,275 81,047 96,416 63,837 181,777 35.12% OPERATING EXPENSES 8,500 7,178 8,211 6,959 20,790 33.47% TOTAL 89,775 88,225 104,627 70,796 202,567 34.95% POLICE INVESTIGATIONS PERSONAL SERVICES 497,194 510,995 607,021 602,913 1,170,620 51.50% OPERATING EXPENSES 66,639 72,568 68,965 74,415 158,440 46.97% CAPITAL OUTLAY 27,109 9,500 0 0 13,000 0.00% TOTAL 590,943 593,063 675,986 677,329 1,342,060 50.47% POLICE COMMUNICATIONS PERSONAL SERVICES 286,426 255,469 332,529 314,045 733,785 42.80% OPERATING EXPENSES 6,244 4,283 5,329 3,567 16,995 20.99% TOTAL 292,670 259,753 337,859 317,612 3547K 42.30% �3 CITY OF SEBASTIAN GENERAL FUND DEPARTMENTS QUARTER ENDING 03/31/23 201912020 2020/2021 202112022 2022/2023 202212023 202212023 2nd QTR 2nd QTR 2nd QTR 2nd QTR ANNUAL PERCENT ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DF BUDGET ROADS AND DRAINAGE PERSONAL SERVICES 275,401 292,176 277,095 316,883 689,530 45.96% OPERATING EXPENSES 178,685 150,087 174,431 182,869 448,955 40.73% CAPITAL OUTLAY 39,190 2,902 60,498 18,414 18,924 97.31% TOTAL 493,277 445,165 512,025 518,166 1,157,409 44.77% CENTRAL GARAGE PERSONAL SERVICES 86,048 87,954 103,931 105,673 232,749 45.40% OPERATING EXPENSES 9,779 10,768 10,872 13,675 30,535 44.78% CAPITAL OUTLAY 0 0 0 3,226 20,000 16.13% TOTAL 95,827 98,721 114,802 122,574 283,284 43.27% FACILITIES MAINTENANCE PERSONAL SERVICES 132,957 137,884 153,863 118,299 262,645 45.04% OPERATING EXPENSES 111,774 122,811 157,216 230,805 487,015 47.39% CAPITAL OUTLAY 15,372 16,621 8,338 0 47,000 0.00% TOTAL 260,104 277,316 319,417 349,104 796,660 43.82% LEISURE SERVICES PERSONAL SERVICES 357,529 330,032 403,830 417,943 959,311 43.57% OPERATING EXPENSES 101,781 116,031 147,192 128,243 302,190 42.44% CAPITAL OUTLAY 49,395 13,963 20,250 53,113 145,870 36.41% TOTAL 508,705 460,025 571,272 599,299 1,407,371 42.58% CEMETERY PERSONAL SERVICES 74,906 103,255 59,695 64,070 124,703 51.38% OPERATING EXPENSES 10,900 12,517 11,373 15,479 39,620 39.07% TOTAL 85,807 115,772 71,069 79,549 164,323 48.41% COMMUNITY DEVELOPMENT PERSONAL SERVICES 173,435 200,967 211,290 218,746 581,168 37.64% OPERATING EXPENSES 74,878 33,419 30,512 10,340 120,290 8.60% CAPITAL OUTLAY 14,650 0 0 0 15,000 0.00% TOTAL 262,963 234,387 241,802 229,086 716,458 31.97% NON -DEPARTMENTAL PERSONAL SERVICES 125,484 129,754 150,353 139,812 305,431 45.78% OPERATING EXPENSES 511,424 546,855 517,440 577,165 746,079 77.36% TRANSFERS TO OTHER FUNDS 4,691 5,663 294,749 50,956 213,791 23.83% TOTAL 641,599 682,272 962,541 767,932 1,265,301 60.69% GENERAL FUND EXPENDITURES 6,805,725 6,617,136 7,705,460 7,631,209 15,534,019 49.13% 355 of 424 ly CITY OF SEBASTIAN CAPITAL PROJECT STATUS REPORT AS OF MARCH 31, 2023 Current Prior Project Budget Share Project Year Year Expenditures Percent Funds Number Description Budeet Sources fln Thousands of S) Budeet Expenditures F,xaendllures To Date Expended Encumhmnces Remalnlne FY2019 A1952 Construct HangarD FDOT/DST/AP 1.800/450/67.2 2,317.253 131,639 2,173,212 2.304.851 99.46% 46,875 (34,473) TOTAL S 2,559,011 S 136,039 S 2,410,570 S 2,146,609 99.52 % S 46.875 S (34,473) FY2020 A2DW CDBG Grant Program CDBG 515 515.175 36.571 261.566 298.138 57.87% 28.167 188,870 A2030 Relocate Public Facilities Compound SJRWMD/DST 11.8/9,639 9,651,130 6.499 9.158.834 9.165.333 94.97% 484.706 1,091 A2063 Septic to Sever Grant Program IRLC/CPA 42.8/47.8 90,606 - 85,605 85.603 94.48 % - 5.001 S 11,010,295 S 46,270 S 10,2%,189 S 10,302,459 93.57% S 512,873 S 194,962 FY2021 A2104 Phone System DST 100 100,000 1.080 82.727 83.807 83.91% - 16,193 A2126 Yacht Club Seawall GF 359 358.962 1.415 350,337 351.752 97.99% 7,210 A2150 Establish Sever Service FDOT/SJRWMD,DST 1,327/149/430 1.906.801 58.365 1.628,044 1,686.408 88.44% 70.162 150,231 A2161 Stormwaler Master Plan DST,SW 350/350 700,000 87,650 560.750 648.400 92.63% 51.600 - S 3,127,172 $ 148,510 S 2,693,266 S 2,931.775 90.55% S 121,762 S 173,635 FY2022 A2206 CAD/RMS System Update DST 142 141,925 - It 2.D69 112.D69 7896% - 29.856 A2207 Police Vehicles & Equipment DST 300 300,213 300 14.683 14.983 4.99% 277.507 7.723 A2212 PD Vehicles GF 104 103.584 - - - 0.00% 103.334 251 A2214 PD Flooring GF 39 39,000 20,514 103 20.617 52.86% - 18.383 A2215 Leisure Services Vehicle & Mower GF 34 33,657 - - - 0.00% 33,532 123 A2220 Working Waterfront CRA 50 50,000 3,500 - 3.300 7.00% 6.500 40.000 A2221 BSSC Baseball Backstops RIF 75 75.000 - - 0.00% - 75.000 A2222 Playground Improvements RIF 104 104.026 - 1.526 1.526 1.47% 102A74 26 A2224 Riverview Park Enhancements DON 4 4.350 - - - 0.00% - 4.350 A2230 Railroad Crossing Sidewalks LOGTiDST 100,90 190,000 1,800 6,400 8.200 432% 14,920 166.890 A2231 Road Improvements ARPA 500 500.000 - - - 0.00% - 500.0D0 A2250 Construct (4) Square Hangars FDOT/DST 1.256/314 1.570.000 101 - t01 0.01 % - 1.569.899 A2252 Hangar C Office Improvements FDOT./DON 35/35 70.000 - - - 0.00% - 70,000 A2253 Airport Rescue Grant FAA 32 32.000 - 27.756 27.756 86.74 % - 4.244 A2254 Rehab Runway 05-23 FAA/FDOT/DST 197/10.9113 4 221.394 82,229 4.194 86,423 -19.04 % 134.970 1 A2260 SwatesDrivewayvCuIverts SW 245 244.695 32.212 36,039 68.251 27.89% 49.238 127.207 A2261 Concha Dam Replacement ARPA 700 700.000 - - - 0,00 % - 700.000 A2262 Sliplining DST 250 250.000 36.980 - 36.980 14,79% 33.234 179,787 A2263 Tulip Habitat Restoration IRLC,SW 4.8+18.5 23,291 - 4.431 4.431 19.02% 666 18.194 A2264 Gardenia Ditch ARPA 750 750,000 6,043 3.844 9.887 1.32% 3,756 736,357 A2265 Schumann Drive Box Culvert ARPA 750 750,000 - - 0.00% 44.120 705.880 S 6 524,01I S 511 543 S 2.4,055 S 765„597 11.74% $ 804,250 S 4,954,163 FY202.3 A2301 ChyccideComputers DST 76.1 $ 76,108 S 7.071 $ - $ 7.071 9.29% S - S 69,037 A2302 COSiv Equipment DST IS S 15.000 S 10.760 S - S 10,760 71.73% S 943 S 3.298 A2303 Network Infrastructure DST 50 $ 50.077 S 2,541 S - S 2.541 5.07% S 6.192 S 41.344 A2304 Backup System Update DST 40 S 40.000 S 17.466 S - S 17.466 43.67% S - S 22.534 A2305 Parks Security Cameras DST 28.7 S 28.700 S 12.881 $ - S t2.881 44.88 % $ 7,219 S 8,600 A2306 PD Vehicles & Equip DST 512.2 S 512,200 S - S - $ - 0.00% S 425.169 S 87,031 A2307 PD Body Worn & Vehicle Cameras DST 88.2 S 88.183 S 39.292 $ - S 39,292 44.56% S - S 48.992 A2308 CAD, RMS System DST 60.8 $ 60.775 S 14.000 S - S 14,0D0 23.04% S - S 46.775 A2309 PD Armored Vehicle DST 310 S 310,DD0 S - $ - S - 0.00% S 309.500 S 500 A2310 PD Generator Transfer Switch DST 200 S 200.000 S - S - S - 0.009; $ . S 200.000 A2311 Air Conditioner Replacements DST 25 S 25.000 S - S - S - 0.00% $ 9,752 S 15.248 A2312 Hurticane]an FEMA 0 S - $ 56.386 S - S 56,386 0.00% S - S (56.386) A2313 Hurricane Nicole FEMA 0 $ - $ 1.063 S - S 1.063 0.00% S 6.500 S (7.563) A2314 Golf Caps GC 528.6 S 528.640 S - S - S - 0.00% $ 529.640 S - A2315 100th Anniversary Celebration DON/GF 2 /3 S 5.000 S - S - $ - 0.00% S - $ 5.000 A2316 JAG Grant JAG%GF 12 / 1 S 13.150 S - S - S - 0.001/ S - S 13.150 A2320 Swing,Betch Park RIF 35 $ 35,000 $ - S - $ - 0.00% S - S 35.0D0 A2321 Park Improvements RIF 16 S 15.974 S - $ - S - 0.0041/1 S - S 15.974 A2322 Kiosk Signs CRA 15 S 15.000 S - $ - S - 0.00% S - S 15.000 A2323 CRA Sustainable Economic Redevelopment DEO 70 S 70.000 S 20,000 S - S 20.000 28.57% S 50,0D0 S - A2324 Riverview Area Improvements DST 74 S 73.591 S - S - S - 0,00°1. $ - S 73.591 A2326 Aniftcal Reef Grams ARPA 3 S 2.500 S - S - S - 0.001/. $ - S 2,500 A2330 Concrete Mixer Truck DST 357 S 357.000 S - S - $ - 0.00% S - $ 357,000 A2331 Bucker Truck DST 159 $ 159.000 S - S - S - 0.00°/. S 158.219 S 781 A2332 Brush Truck DST 122 S 122.000 S - S S - 0.0D% S 121,543 S 457 A2333 Dump Truck DST 185 $ 185.000 $ - S - S - 0.00% S 184.500 $ 500 A2334 Sidewalk (Davita Dialysis) DST 200 S 200,000 S - S - $ - 0.00% $ - S 200.000 A2335 Street Repaving LOGT 600 $ 600.000 S - S - S - 0.00% S - S 600,000 A2336 Street Reconstruction LOGT 250 S 250,000 S - S - S - 0.00% S - S 250,000 A2337 Sidewalk Replacement LOGT 75 $ 75.0D0 S - S - $ - 0.00% S - S 75.000 A2338 US PaucmedPavevay DST 480.1 S 480.105 S 480.105 S - S 480.105 100.00% S - S - A2350 Runway 10-28rraxiw-ay Bravo Markings FDOT/AP 37.8/9.5 $ 47,268 S - $ - S - 0.00% S 47.268 S (0) A2351 Runway05-23 Rehab FAA/FDOTiDST 1.427/79,79 S 1.585,455 S - S - S - 0.00% S - S 1.585.455 A2360 Swala/Drivc%ays/Culverts DST 150 S 150.000 S - S - S - 0.00% S - S 150.000 A2361 SW Bulldozer DST 150 S 150.000 $ - $ - S - 0.00% S 136.976 S 13.024 A2362 S(iplining DST 150 S 150.000 S - S - S - 0.00% S - S 150.000 A2363 Canal Restoration FEMA/DST 11.000/500 S 11.500.000 S - $ - S - 0.00% $ - $ 11.500.000 A2364 Stonecrop Drainage Improvements FEMA0ST 1,11811,824 S 2.941.591 S 356 $ - S 356 0.01 % S 718,363 S 2.222.872 S 21,117,317 S 661,919 S - S 661,919 3.13% S 2,710.784 S 17,744,614 GRAND TOTAL S 44,337,806 S 1504,281 S 15.6041,079 S 17,10"0 38.59% S 4,196,543 S 23.032.902 356 of 424 QUARTERLY INVESTMENT REPORT FOR THE QUARTER ENDED MARCH 31, 2023 At March 31, 2023, the total of the City's cash and investments were $24,846,080.73. Of this, $20,312,007.10 was held in an interest bearing checking account at Seacoast National Bank, $3,994,956.98 was invested with the State Board of Administration and $539,116.65 is deposited with Florida Trust. The City did not purchase any new securities during the quarter and does not hold any direct investments in government securities. Returns at the end of the quarter were 3.60% for the Bank and 5.06% for the State Board. The average annualized return over the 3 months of this quarter from the deposit with Florida Trust was positive with a gain of $5,093.69. This is expected to continue being positive in the coming quarters. Florida Trust is pool fund that deals in government securities averaging less than 2 year maturities. SEACOAST NATIONAL BANK STATE BOARD OF ADMINISTRATION (SBA) CURRENT CURRENT CASH BALANCE ALLOCATION BALANCE PERCENT INVESTMENT ALLOCATION BALANCE PERCENT General Fund s 7,790,942.96 38.36% General Fund 5 852,487.05 21.34% American Rescue Plan Act 2,454,461.37 I2.0890 American Rescue Plan Act 433,641.52 10.85 % Local Option Gas Tax Fund 753.478.95 3.71% Local Option Gas Tax Fund 132,649.01 3.32% Discretionary Sales Tax Fund 2,846,407.83 14.1)Po Discretionary Sales Tax Fund 501.273.97 12.55% Riverfront Redevelopment Fund 762.474.47 3.75916 Riverfront Redevelopment Fund 134,514.32 3.37 % Parking In-Licu-Of Fund - 0.00% Parking In -Lieu -Of Fund 92,965.49 2.32 % Recreation Impact Fee Fund 318,174.58 1.57910 Recreation Impact Fee Fund 55,985.66 1.401/o Stormwater Utility Fund 2,313,170,58 11.39% Stormwater Utility Fund 409,045.82 10.24% Law Enforcement Forfeiture Fund 44.202.67 0.22% Law Enforcement Forfeiture Fund 7,80.1.68 0.20% Stormwater Series 2003 Debt Service Fund - 0.00% Stormwater Series 2003 Debt Service Fund 0.00% Capital Projects Fund (104,171.26) -0.51% Capital Projects Fund 0.00% Capital Improvements Fund (15,650.00) -0.08% Capital Improvements Fund 0.00% Transportation Fund (0.10) 0.00% Transportation Fund 0.00% Stormwater Projects Fund (2,360.06) -0.01916 Stormwater Projects Fund - 0.00% Golf Course Fund 703,51220 3.46% Golf Course Fund 124,151.35 3.11% Airport Fund 456,632.20 2.25% Airport Fund 80,921.08 2.02% Airport Projects Fund 17,18024 0.08% Airport Projects Fund - 0.00% Building Department Fund 1,663,892.67 8.19% Building Department Fund 294,171.96 7.36% Cemetery Trust Fund 218,907,80 1.08 % Cemetery Trust Fund 873,206.07 21.86% Performance Deposits Fund 90,750.00 0A5% Performance Deposits Fund 2,340.00 0.06% Total Bank Balance S 20,312,007.10 100.00 % Total SBA Balance $ 3,994,956.98 100.00 % INTERFUND LOANS REPORT 10/01/22 Scheduled Balance at Fund Making Loans Purpose Balance Payments 09/30/2023 Remarks/Terms GENERAL FUND: Due from Golf Course Cash Flow Loan $465,000 $35,000 $430,000 Pay $35K/Year or More. DISCRETIONARY SALES TAX: Due from Airport Fund $285,000 Hangar A $253,171 $7,873 $245,298 5 Years @ 3%, Then 4% for 25 Years. Final in 2038 Due from Airport Fund $267,511 Hangar B $249,575 $8,517 $241,058 5 Years @ 3%, Then 4% for 25 Years. Final in 2041. BUILDING FUND: Due from Golf Course $700,000 Irrigation $553,159 $31,352 $522,611 Each 5 Years to T-Bond Minus 1%. Final in 2038. Due from Golf Course $559,684 Other Repairs $559,684 None $559,684 Pay When Possible, Maybe After $700,000 is paid. DEBT DUE TO OUTSIDE PARTIES Initial Principal Principal Balance at Final Initial Bond Debt Description Amount 9/30/2022 Interest Rate Maturity Rating/insurer Security Pledge Paving Improvements (Final 12/01/2022) $2,296,000 $121,000 1.94% 2022 N/A Local Option Gas Tax Promissory Notes 2012 Police Camera System $353,624 $80,482 2.75% 2025 N/A N/A 60 Month Lease Purchase May 2021 357 of 424 Aa CMCr SE�T�V HOME OF PELICAN ISLAND To: Mayor and City Council Thru: Paul Carlisle, City Manager From: Kenneth W. Killgore, Administrative Services Director Date: February 21, 2023 Re: V1 Quarter Accomplishments Fiscal Year 2023 The following are the 2Id Quarter Accomplishments for City Departments as assembled and edited by the Administrative Services Department for the three months ended March 31, 2023. CITY CLERK Leeislative Suunort Matters • City Clerk prepared agenda, attended/recorded six Regular City Council meetings, one special meeting and two workshops. • Records Specialist attended one Regular City Council meeting. • Completed follow up of approved Council matters — contracts, letters, e-mails, scanned to LF and indexed. • Ten resolutions adopted by Council. • Five proclamations prepared for presentation by Council Members. • Two documents recorded in public record at the Courthouse. • Provided monthly City calendars and revisions to Council, City staff and press. • Ten advertisements placed with TC Palm. • Sent two certified letters to County regarding annexations. • Notified relevant agencies of boundary change. • Made travel arrangements for Legislative Action Days. • City Clerk prepared agenda, attended/recorded three Regular City Council meetings and two Special Council meetings. Records Manaeement Proerarn • Responded to 73 public records requests. • 114 cubic feet of paper records met retention along with duplicate and OS records destroyed by shredding vendor. • Airport, Community Development and Parks documents, maps, surveys, were imported into LaserFche for permanent and long term record. Election Matters • Executed 2023 election agreement with SOE. • Coordinated polling locations for 2024 Election with SOE. Citv Board Matters • Noticed vacancies, prepared six board appointments, notified and provided info to appointees, updated Board Handbook and distributed pages. • City Clerk prepared agenda, attended/recorded one CRA and one BOA meetings within Council Meetings. • Records Specialist published all scanned City board packets to City website and Laserfiche and provided them to the press and Council. • Coordinated board/committee meeting minutes between staff and technical writer. Cemetery Matters • Certificates of Interment Rights issued for 19 locations for a total of $47,850. • Scanned all cemetery records as sold or amended for permanent retention. Personnel/Educational Matters • Records Specialist attended three Project Management meetings. • City Clerk Administered oath to four Police Officers. • City Clerk and Records Specialist completed KnowBe4 training classes. • City Clerk and Records Specialist attended crisis counseling at the Yacht Club. • Records Specialist attended FACC Resolution and Ordinance Webinar. Community Matters • Responded to or forwarded CITYSEB emails to appropriate departments. • City Clerk and Records Specialist attended three Centennial Celebration meetings. • City Clerk attended Supervisor of Elections round table with Indian River County Clerks. • City Clerk attended the City Health Fair and Expo. 358 of 424 1� ADMINISTRATIVE SERVICES • Provided administrative support to the Police Pension Board. • Worked with Auditors to complete the FY2022 Audit Report and Financial Statements. • Prepared various other mandated State and Federal reports on the fiscal year ending September 30, 2022. • Prepared V Quarter Budget Amendment and made presentation to Budget Committee and City Council. • Developed the budget calendar for events that will keep preparation of FY2024 budget on schedule. • Assisted with negotiations of Labor Agreements. • Handled normal processing of payroll, accounts payable and cashiering. • Monitored and approved payments on major contracts. • Maintained listing of current capital projects and held frequent meetings with project managers to monitor progress. • Coordinated the quarterly employee investment meetings with the ICMA representative. • Monitored and completed required grant paperwork on Airport and other grants. • Documented bids and proposals for purchases to insure purchasing policies were followed. • Reviewed and edited contracts and other agreements. • Edited agenda items submitted for contracts and payments requiring City Council approval. POLICE DEPARTMENT Administration • Continued review of agency policies per accreditation standards. • Conducted interviews for Police Officers, Dispatchers and a new Police Chaplain. • Attended Florida Police Chief's Winter Conference. • Completed an audit on the Investigation and Evidence Safe. • Continued our quarterly auditing and inspection of the police building and equipment. • Attended 7 Council and Special Event/Workshop meetings. • Responded to 13 public records requests. • Attended Executive Round Table Meetings. • Participated in the Martin Luther King Jr. Parade. • Conducted 1 Treasure Coast Chiefs of Police and Sheriff's Association meetings. • Completed an annual Confidential Files review. • Completed a Bias Based Profiling annual review. • Completed a Use of Force annual review. • Swore in 4 new Police Officers. • Conducted 3 leadership and multiple weekly staff meetings. • Received approval of a grant for Police Equipment. • Attended the unveiling of a POW Statue Event at Riverview Park. • Attended 3 Substance Awareness Center Executive Board Meetings. • Attended multiple other civic and agency related meetings including Multi -agency assemblies and Special School Board meetings. • Attended 3 Juvenile Justice 19th Circuit Advisory Board Meetings. • Had an annual meeting with the Arden Greer Trust Board of Advisors. • Conducted a semi-annual Police Volunteer and Crossing Guard appreciation meeting. Volunteers • The Community Service Volunteers worked a total of 2,678.8 hours during this quarter. • 72 bank deposit details were completed so City Hall employees do not need to leave their assigned duties. • 40 traffic control details were assigned. These details involve directing traffic at city events, road closures, etc. • 197 house watches/close patrols were completed. • 50 vehicle transports were made consisting of taking vehicles to different locations for repairs, etc. • 1,016 business checks were made. These business checks are conducted to help patrol officers keep an eye on the business community which helps reduce crime. • 279 area checks of banks were made. Visual marked units around the banks at various times helps to deter crime. • 156 Airport checks were made. The visibility helps to deter crime. • 57 special details were assigned. • 3 miscellaneous assists for law enforcement personnel. • 97 paperwork runs, i.e.: State Attorney's Office, Sheriff's Office, etc. The Volunteers pick up and deliver packages such as City Council packages, State Attorney documents, and miscellaneous items as needed. • Assisted with traffic control on 32 traffic crash scenes. • 195 citizen contacts. • 590 miscellaneous jobs. • 11 Escorts were completed. 359 of 424 IF School Resource Officers Area/school checks 104 0 3 8 12 72 5 116 4 2 12 13 8 6 122 4 0 7 15 48 3 342 8 5 27 40 128 14 Life Skills classes taught Reports Crossing Guard contacts Mentor lunches Patrol Hours Communty event hours Communty event hours i Road Patrol Coverage m Mentors lunches W ■ Mar Crossing Guard contacts ■ Feb Reports a Jan Life Skills classes taught Area/school checks O 20 40 60 80 100 120 140 Road Patrol and Special Operations • Officers were dispatched to 4,953 calls for service, and self -initiated 2,331 events. • 78 adult and 4 juvenile arrests were made. • 1 Juvenile Civil Citation was issued. • Officers issued 300 citations, 13 parking citations, and 553 written warnings. • Officers completed 588 offense reports and 117 crash reports. Special Operations Citations Warnings Incident Reports Arrests Citizen Contacts Marine & Natural Resources* 0 0 0 0 0 *The traffic officer position is temporarily vacant due to personnel shortages. "Marine & Natural Resources unit is not a full time position. K-9 Unit • K-9 Training Hours: 370 • Misdemeanor Arrests: 2 • Felony Arrests: 4 • Narcotic Searches: 13 • Activity Reports: 4 • K-9 Demonstrations: 2 • Schools Attended: 0 • Additional Training Hours: 64 • Agency Assisted: Fellsmere Police Department and Indian River County Sheriff's Office, 360 of 424 3 !' 1 Detectives Subpoenas 1 5 2 8 Arrests 0 0 3 3 Warrants 2 2 2 6 Training/Meeting Hours 8 29 16 53 Follow -Ups 1 18 15 15 48 Active Cases 17 10 9 36 Assigned Cases 10 11 12 33 Cleared Cases 5 4 4 13 Inactive Cases 7 6 5 18 Supplements 14 12 11 37 Call Outs I 5 3 3 11 Background/CVSA's 6 6 4 16 SIU Court Order Documents 75 2 8 4 4 2 1 6 60 4 86 8 3 5 7 4 2 7 43 1 1 1 110 6 8 5 2 3 2 1 6 35 Arrests Warrants Training/Meeting Hours Follow -Ups Active Cases Officer Intel Crime Stoppers Intel Other Intel Source Cleared Cases Inactive Cases Supplements Surveillance (hours) Agency Assist Surveillance (hours) Supplements L Inactive Cases Cleared Cases ■--�� Other Intel Source r Crime Stoppers Intel Officer Intel OL Active Cases Follow -Ups Training/Meeting Hours Warrants Arrests Court Order Documents 0 20 40 60 80 4 1 1 271 16 8 14 13 9 2 4 19 138 1 March ■ February ■ January 361 of 424 4 '10 SubeUEiiAS 2 0 3 5 ARRESTS 0 0 1 1 WARRANTS 0 0 1 1 TRAW NGIMEETINGS (hours) 10 3 12 25 F6LLOW-UPS 7 5 5 17 ACTIVE CASES 6 5 3 14 ASSISGNED CASES 2 3 1 6 CLEAR VD CASES 3 2 1 6 INACTIVE CASES 0 0 0 0 SUPPLEMENTS 7 5 5 17 COPE QUARTERLY REPORT COMMUNITY EVENTS (man-hours) AGENCYOUTREACH EVENTS (man-hours) COMMUNITY MEETINGS (man-hours) SCHOOL RELATED EVENTS (man-hours) PUBLIC TRAINING CLASSES {man-hours) REGIONAL OUTREACH (man-hours) PROBLEM ORIENTED POLICING (man-hours} PUBLIC SAFETY CADETACTIVITIES (man-hours) TRAINING SCHOOLS (man-hours) IN-SERVICE TRAINING (man-hours) SOCIAL MENA MANAGEMENT (man-hours) ADMINISTRATION & RESEARCH (man-hours) ROAD PATROLCOVERAGE (man-hours) MARINE PATROL & NATURAL RESOURCES (man-hours) MARINE PATROL & NATURAL RESOURCES (arrests) MARINE PATROL & NATURAL RESOURCES (citations/criminal & non) MARINE PATROL & NATURAL RESOURCES (warnings) MARINE PATROL & NATURAL RESOURCES (vessel stops) SCHOOL RESOURCE COVERAGE (man-hours) 31 44 32 107 20 4 21 45 2 0 2 4 0 13 8 21 4 3 17 24 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 12 18 30 2 6 5 13 18 12 12 43 10 6 0 16 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 20 20.5 2 42.5 5 362 of 424 at 4 02m- f� f 1 e Illllllllllllllll�_ O so 100 150 Communications Division ist Quarter Disp. Calls for Service Officer Initiated Calls Code Enf. Initiated Calls Volunteer Initiated Calls Calls Entered Into CAD 911 Calls Received 911 Calls Transferred Out 911 Hang-up Calls Admin. Calls Received *** Admin. Calls Transferred Outgoing Admin. Calls Training/Meeting Hours MARINE PATROL& NATURAL RESOURCES (vessel stops) MARINE PATROL& NATURAL RESOURCES (warnings] MARINE PATROL & NATURAL RESOURCES (citations/criminal & non) MARINE PATROL& NATURAL RESOURCES (arrests) MARINE PATROL& NATURAL RESOURCES (man-hours) ROAD PATROL COVERAGE (man-hours) ADMINISTRATION & RESEARCH (man-hours) SOCIAL MEDIA MANAGEMENT (man-hours) s IN-SERVICE TRAINING (man-hours) TRAINING SCHOOLS (man-hours) PUBLIC SAFETY CADET ACTIVITIES (man-hours) ■ PROBLEM ORI ENTED POLICING (man-hours) r REGIONAL OUTREACH (man-hours) ■ PUBLIC TRAINING CLASSES (man-hours) ■ SCHOOL RELATED EVENTS (man-hours) Q COMMUNITY MEETINGS (man-hours) ■ AGENCY OUTREACH EVENTS (man-hours) ■ COMMUNITY EVENTS (man-hours) 1,621 1,701 1,834 5,156 742 613 957 2,312 1,438 2,002 2,436 5,876 265 230 370 865 4,154 4,694 5,676 14,524 969 939 1055 3,032 395 346 396 1,137 128 127 143 398 2535-631 2530-715 2817-687 8064-2033 N/A N/A N/A N/A N/A N/A N/A N/A 8 8 14 30 911 phone report system is still not working correctly so we still can not run reports from here. All reports before that date are no longer available to us. *** First set of numbers is directly from the phone system the second set is from CAD which is only the calls for service. Training/Meeting Hours Outgoing Admin. Calls Admin. Calls Transferred Admin. Calls Received 911 Hang-up Calls 2 911 Calls Transferred Out I= Month 3 911 Calls Received t!-L Month 2 Calls Entered Into CAD — ■ Month 1 i Volunteer Initiated Calls WL Code Enf. Initiated Calls - Officer Initiated Calls Nowilm- Disp. Calls For Service 0 1.,000 2,000 31000 4,000 5,000 6,000 363 of 424 6 -dGL Crime Scene/Evidence Items Received I 73 I 2 I 19 I 18 I 3 I 0 I 118 I 294 I 40 I 3 I 3 I 4 I 2 I 2 I 6 120 4 32 5 0 1 122 342 33 1 10 10 2 1 3 90 7 8 12 0 1 252 507 88 8 28 14 4 1 4 283 13 63 35 3 2 492 1,143 161 12 41 28 8 4 13 Evidence Processed In-house Evidence Outsourced Items Returned Items Purged Cars Impounded Video Redaction Hours Video's downloaded/sent CD's used Supplements written Evidence Processing Hours Crime Scene Processing Hours Training Hours Call Outs Fingerprints Fingerprints Training Hours Evidence Processing Hours CD's used Video Redaction Hours Items Purged Evidence Outsourced Items Received 0 100 200 300 400 Soo 600 . Mar m Feb a Jan Code Enforcement Of the 5,975 code calls for the quarter the following is a breakdown of some specific calls made: • Issued 184 written warnings. This range from grass and weeds too high, trailers parked in front of the property line, trash and debris, yard sale permits, overgrowth of adjoining lot, no permit for a fence install, etc. • 114 property inspections for title companies and 101 sign violations. • 447 Code Services. • 231 re -inspections, 23 violations were not complied with, 36 were posted for abatement, 0 abated by vendors. • 179 violations complied. • 3 Liens filed, 3 liens released. • 43 violation letters sent for various reasons such as grass and weeds too tall, trash and debris, overgrown lots, etc. in an attempt to gain compliance. • There were 0 calls for water violation during the 2nd quarter. Alarm Assessment • $110.00 in alarm permits (new and renew). • $50.00 in false alarms Imes. • 100 alarm responses by officers, 136 of these were false. • 11 New permits issued. 364 of 424 ROADS Asphalt • Put down 27 3/4 tons in various areas through- out the city • Filled potholes and various other areas with 3 pallets of cold patch aprox. 4 %z tons Concrete • Broke out 28 ft. section of broken sidewalk next to cell tower at Friendship tennis courts. Chopped out massive root clusters and formed up. • Broke out 30ft. of broken sidewalk next to Boys and Girls Club leading to playground. Chopped out root clusters and formed up. A Thomas poured both but we assisted putting cement down. • Dug out areas, formed around sign bases and poured 28 bags of cement for pedestrian crossing signs at Main and Easy St. • Poured 18 bags for approach to new pier that was built at the Stormwater treatment facility. • Assisted in driveway removal at various addresses on Quietscent and Quatrain for drainage improvements. Grinding • Preformed quarterly inspection on I.R.D. sidewalks and ground down all tripping hazards that were present. Ground down various trip hazards throughout the City. Mowing • Cut back various vacant lots of sight and drainage obstructions by hand while side arm tractor was down for repairs and by machine when tractor was repaired. • Mowed grounds to compound and various other City owned areas and bridge approaches. Assisted SW in mowing retention pond areas. • Cut back trees on N. Central Ave from Davis to Jackson that were blocking sidewalk. Misc. • Moved furniture around for carpet replacement upstairs at City Hall. • Transported two plotter machines from City Hall to new compound for GIS planner. • Assisted Sign shop in process of restriping medians and road edges on Laconia from 512 to Roseland road. • Assisted SW with side yard pipe install and road crossing replacement on Blossom Dr. • Filled in numerous road edges through- out the City with road base and millings. • Assisted Airport with installing orange fencing around gate 21 area for skydive event. • Assisted in Golf cart retrieval and repairs. • Cut back entire alley way of overgrown trees and bushes. • Re -graded overflow parking lot with millings for River Days Event. Facilities Maintenance • Maintain City Flags. • Maintain and monitor all lift stations. • Monthly A/C maintenance all City Buildings. • Monthly monitoring and supplies AED stations. • Daily maintenance and repairs city buildings. • Monitor Cleans Space janitorial service. • Elevator inspections (TK Elevators). • City Hall : Elevator inspections. • Quarterly fire and sprinkler test: ADS • Senior Center: Install Dakin AC unit (Arnold). • Police Department: Replace Backflow protector. • City Hall: Interior painting second floor. • Police Dept: Painting conference room B. • City wide: Backflow testing 2023 completed. • Golf Course: Replace backflow protector Airport Dr. East. • Sports Complex: Replace backflow protector (Maxwell). • City Hall: Carpet replacement second floor. • City Hall: Roof repairs (Leeward). • City Hall: Window Treatments second floor (window solutions). • Riverview/Splash Pad: Urinal replacements (Maxwell). • Friendship Tennis: Office lighting ,replace fixtures. 365 of 424 0i Y Sian shoo • Signage and Installation: • Created; 85 • Signs Installed: 64 • Signs Straightened: 70 • Signs Cleaned: 39 • Trees Cut by signs: 2 • Traffic Studies: 5 • GIS Locations 8 • Decals:45 • Pavement Markings: • Stop Bars: 31 • Yellow Line Striping: 7109 LNFT. • White Line Striping: 4657 LNFT • Parking Lots: 0 • Cross Walks: 2 • Handicap stalls: 10 • ADA Mats painted: 116 • Blue Paint: LN FT.:70 • Arrows:0 • Special Projects: • Annual Sign Inspection Zone 1: 100% Completed • Install Anchor Supports on street/stop signs along Roseland & Sebastian Blvd. 100% Complete • Annual Sign Inspection Zone 2: 100% Completed • New Projects: • Install RRFBs: 50% Completed (Main/Easy)(Main/Powerline) • Stop bars and crosswalks road paint zone 1: 90% completed • Clean & paint ADA mats: 100%Completed • Road Striping Laconia St., Roseland to 512: 100% Completed • Zone 3 Sign inspection: 1% Completed • Zone 2 Stop bars and crosswalks: Material ordered • M.O.T/Special Events 5 • School Lights: 4 • Citizens Request: 4 (4 completed). • Work Orders: 60 (54 have been completed). • Created Signs Breakdown: • Street Signs: 4 • Warning:748 • Park:3 • Aviation:3 • Regulatory:16 • Construction zone warning: 2 • School:3 • Ordinance:7 Cemetery • Routine Mowing/Weed Eating and Edging. • Fixed Sprinkler Heads. • Office remodel. • Cremains:10 • Burials:4 • Irrigation Line repair. • 2 gate valve repairs. • Fence quotes, new fence installation contract. • Rain Gauge: 5.50 366 of 424 9 °a-ir Construction Specialist Golf Course • Storm repair to netting. • Repair leak at bathroom back flow City Hall. • Carpeting 2nd floor. • Repair/replace parking lot lights. Indian River Dr. • Street lighting repair. • Light pole replacement prep. • Twin pier lighting repair. • Street light conversion to LED. Stormwater Park • Pier replacement Lake #1. Parks • Barber St. sports complex power install. • Memorial fountain repair. • Yacht club bathroom repair from damage. • US irrigation pump electrical repair. • Riverside Repair/Replace lights and electrical plugs. • Hardee light repair and replace. • Tennis court lights repair/replace Schumann Park. Crabby Bill's • Repair backflow leak. • Warf light replacement. Cemetery • Office lighting install. • Office electrical repairs. • Plumbing repair. PD • Flooring install , ice machine install, light repair/replacement. • Door repair. Yacht Club • Bathroom repair damage. • Replace dock ladder. US Hwy 1 • Replace electrical panel for irrigation system. Fleet Manaeement: • The Fleet Management Staff completed 185 repair work orders, 27 preventive maintenance services, 2 service calls and 1 road trip to pick up parts. • In addition to in-house work orders, 12 vehicle and equipment repairs were scheduled and completed by outside vendors. • Took delivery of the following units: • (1) GMC Sierra. • Completed the prep (Lights, Rack, Graphics, etc.) on the above vehicle. • Completed Sales on Gov. Deals: $14,910.00. • Fuel Cost as of Jan. Feb. Mar. 2023: • $2.99 per gallon of gasoline. • $3.68 per gallon of diesel fuel. • $3.31 per gallon of diesel fuel off road. 367 of 424 10 d6 LEISURE SERVICES Parks Division • Moved and pressure washed stage, Open and closed stage • Maintain area by removing carts • Install marquis signs by the clock tower • Remove Christmas tree at Riverview Park • Install new cranks for the nets at the pickleball courts • Spray WOW at Riverview Park, Schumann Park • Move Bleachers for upcoming event • Closed the road for upcoming event at Riverview Park • Return golf carts from event at Riverview Park • Installed tennis net at Friendship Park • Repair fence at George St. playground • Installed parking curbs at Riverview Park, City Hall • Maintain area by a living coral reef at Crabby Bills • Loaded trailer for event at Memorial Park • Re -attached windscreen at Pickle ball court • Inspected playgrounds at the park • Moved bleachers to the High School • Installed basketball net at Barber St Sports Complex • Maintain the area by opening the doors for workers at City Hall • Remove furniture at City Hall • Maintain the area by moving the medians at Barber St. • Work Events at Riverview Park • Repaired the border around playground at Friendship Park • Install sod on the medians at US 1 • Install bricks at Memorial Park • Loaded trailer for event at the baseball fields • Re -attach the canopy at Friendship park tennis court • Remove stop curbs at Riverview Park • Pick up light towers for upcoming event at Riverview Park • Blocked off the yacht club and parking area for upcoming event • Re -install parking curbs at Riverview Park • Prepare for event at PW compound • Maintain area by pressure washing the stage Recreation Division • Continued city run programs. 368 of 424 11 a�7 STORMWATER DEPARTMENT • 14 Driveway pipes for drainage. • 1 Fixed catch basin. • 1 side of road drainage pipe 140-18". • Cut back city property and drainage ditches. • Removed of pepper trees, dirt, re -sod city property. • Various drainage complaints. • Cleaning up quarter round on vacant lots. • Removed 755.5 cubic yards of debris. • Brought in 702 cubic yards of dirt. Citizen Reuuest Line • Jan. = 72 Approximately 24 were for Stormwater (33%) 11 Roads (13%) 14 General Questions (19%) 4 Signs (.05%) Eric 2 (.03%) 10 Code, 6 County, 1 Parks (.01%) Other 16 (22%) • Feb. = 61 Approximately 17 were for Stormwater (28%) 10 Roads (16%) 13 General Questions (21%) 2 Parks (.03%) Eric 2 (.03%) FPL (.09%) 25 Other (23%) 14 County 3 Code, 1 No Call Back, I Bldg. Dept. • Mar = 97 Approximately 15 were for Stormwater (15%) 13 Roads (13%) 21 General Questions (22%) 4 Signs (4%) 3 Parks (.03%) 10 FPL. (10%) 4 Eric (.04%) 21 Other (16%) 3 Code, 14 County, 4 Bldg. Dept. 6 No Call Back • Jan. 2023 — 82 Requests • 24 Stormwater - 15 Completed, 8 on -going, 1 no call back. • 11 Roads - 1 no call back, 6 complete, 1 HO to do. • 4 Signs, 3 Speed study, 1 no call back • 10 Code - NA • 6 County - NA • 2 Eric — Done • 1 Parks — 1 No call back • 14 General questions - Including some RR, FPL, AT&T, WM & 2 no call back • 2 unknown • Feb 2023 —103 Request • 17 Stormwater - 15 completed, 1 no call back, 1 ongoing project • 10 Roads- completed • General questions - 4 County, 5 code - NA, 6 FPL - All done, 13 general questions - done, 10 roads - all done- 2 parks — 1 on going, 1 cannot do, 1 building dept. done, 1 unknown • Mar. 2023 —155 Requests • 15 Stormwater - 11 all done, 1 no call back, 4 ongoing projects, 3 Code, NA, 14 County - NA, 21 General questions done, 10 FPL - 3 done, 7 NA, 3 Parks - 2 done, 1 not us, 13 roads - 6 done, 1 ongoing, 3 no call back, 1 HO to do, 1 no asphalt, 1 not us paving, 4 signs - done 1, 1 Speed study, 2 not done, 4 Eric - done, 4 building department - 4 done, 5 no call backs • Inspection Tvae I.nSDection # Passed Failed Conditional Re-Insaection Fee • Final Engineering 240 200 39 1 $0.00 • Drainage Pipe Elevation 108 102 06 0 $0.00 • Driveway 141 112 29 0 $0.00 • Pre -Sod 115 87 07 0 $0.00 • Erosion Control Barrier 48 41 07 0 $0.00 • Total 652 542 114 1 $0.00 369 of 424 12 GOLF COURSE • Revenue 22-23 21-22 Difference 2°d Quarter Rev. $685,919 $632,538 +$53,381 YTD Tot. Rev. $1,273,275 $1,123,734 +$149,541 2°d Quarter Rounds 19,554 19,188 +366 YTD Tot. Rds. 34,180 33,152 +1,028 tad Q. Green Fee $296,554 $270,347 +$26,207 tad Q. Cart Fee $295,703 $285,689 +$10,014 2°d Q. Annual Member $8,542 $4,687 +$3,855 YTD Ann. Mem. $141,780 $134,283 +$7,497 2nd Q. USGA Hdcp. $720 $858 -$138 YTD USGA Hdcp. $5,328 $4,620 +$708 2nd Q. Disct. Card $8,986 $9,205 -$219 YTD Disct. Cd. $48,244 $39,527 +$8,717 2nd Q. Driving Range $24,658 $24,638 +$20 YTD Dr. Rge. $38,432 $40,030 -$1,598 2nd Q. Club Rental $735 $1,175 -$440 2nd Q. Golf Shop Retail $36,227 $33,472 +$2,755 2nd Q Retail COST ($20,379) ($20,449) 2°d Q. Golf Shop Profit $15,848 $13,023 +$2,825 2°d Q. Golf Shop Margin 43.75% 38.91% YTD Shop Retail $76,160 $59,980 +$16,180 2°d Q. PGA Pro Lesson $722 $1,659 -$937 YTD Lesson $722 $1,864 -$1,142 1s` Q. Restaurant Rent $7,500 $7,500 $0 YTD Rest. Rent $15,000 $15,000 $0 *2°d Q. Rain amount 3.2" 6.3" -3.1" *Data obtained from weather underground.com • Comments • New golf carts have been approved and ordered. Existing fleet of carts being repaired as needed. Expected arrival date of new carts is January 2024. • Range netting bid created and companies have submitted bids. Existing range netting has been repaired in order not create a safety hazard to customers on the first or ninth fairways. • New ice machine on order, expected arrival date is end of May 2023. Currently, manually filling existing ice dispenser. • Revenue, golf shop sales and golf rounds have exceeded expectations; like many outdoor activities, Covid has certainly brought many people back to the game of golf. • Special events for 2nd Quarter included the Solid Rocket Booster Golf League (60 players), the Barefoot Bay Travel League (bi-monthly, 48 players each time), the Friendship Christian Church (52 players). All weekly leagues had good numbers in participation and frequency. • Golf Course grounds are in very good shape, despite the volume of play. Lack of rain and golf cart compaction has been an issue; staff is doing everything possible to alleviate drought and turf stress. Many favorable comments on the condition of the golf course greens. AIRPORT • Maintenance and cleaning of the AWOS. • Remove pepper trees around perimeter of airport. • Cleaned and greased all 4 flags. • Remove dead shrubs from Hanger A. • Set-up temp parking lot at gate 21 for skydive show. • Rebuilt airport sign out front. • Prep and pass FDOT inspection of Sebastian Airport. • Cleaned and oiled all gate motors and chains. • Chaperoned surveyors on RW 5-23. • Chaperoned cleaning contractor and painters on RW 10-28 for restriping. • Serviced AP 10-AP08 sign boards. 370 of 424 13 Im BUILDING FUND • In the second quarter of this fiscal year, a total of 32 new single-family homes were issued building permits. The number of new single family homes has decreased by 40% compared to the first quarter of this fiscal year. Other permits of significance include 0 new manufactured homes, 0 new commercial buildings, 0 commercial additions, 3 commercial alterations, 0 commercial build outs, 2 residential additions and 93 residential alterations. In all, 950 building permits were issued in the second quarter. Even though housing was down this quarter other types of permits increased and so the overall permitting remained very much the same as the first quarter. • Total number of inspections for the second quarter was 3765 for an average of 60 building inspections per working day. The number of inspections for the second quarter stayed roughly the same as the first quarter. • The number of Certificates of Occupancy issued for the second quarter included 54 new single family residences, 1 manufactured home, 0 commercial certificate of occupancy, 0 commercial temporary certificate of occupancy and 0 commercial certificates of completion. • The following lists the Business Tax Receipt activity for the second quarter: • New businesses — 26 • Renewals — 82 • Transfers - 2 • Duplicates - 3 • Home based businesses - 9 • Commercial businesses - 16 • Insurance companies - 1 • Vacation rentals - 9 • Solicitor registrations - 4 There were 83 new Contractor registrations. In addition, there have been 73 requests for permit records on properties within the city from lien/title companies. During the second quarter the overall permitting and number of inspections has remained roughly the same as the first quarter. Single family permit activity has slowed somewhat, this is due to a decrease in sales according to the home builders we have spoken with. 371 of 424 14 -30 '"OF SEMSTIN HOME OF PELICAN ISLAND CITY COUNCIL AGENDA TRANSMITTAL Council Meeting Date: May 24, 2023 Agenda Item Title: Approve Recruitment Services Recommendation: Staff requests the City Council hire recruitment services to fill City Manager position. Background: A request to approve Colin Baenziger & Associates to provide recruitment services for a City Manager. If Agenda Item Reauires Expenditure of Funds: Total Cost: TBD Attachments: Volume I: Proposal to Provide Recruitment Services Volume II: Appendices Administrative Services Depart nt Review: �,., ._ City Attorney Review: Procurement Division Review, ifapplicable: City Manager Authorization: Date: S/l%� 2 372 of 424 COLIN BAENZIGER*A5SOCIATES EXECUTIVE. RECRUITING PROPOSAL TO PROVIDE EXECUTIVE RECRUITMENT SERVICES FOR SEBASTIAN, FL Volume I: Proposal Colin Baenziger & Associates Contact Person: Colin Baenziger (561) 707-3537 Colin Baenziger & Associates 2055 South Atlantic Avenue • Suite 504 Daytona Beach Shores, FL 32I 18 e-mail: Colin(awb-asso.coin Fax: (888) 635-2430 ...Serving Our Clients with a Personal Touch... 373 of 424 PROPOSAL TO PROVIDE EXECUTIVE SEARCH FIRM SERVICES TABLE OF CONTENTS SECTION i PAGE l LETTER OF INTEREST i I. QUALIFICATIONS AND EXPERIENCE OF THE FIRM 3 The Firm Technical Viabilities and Organizational Structure - Co—m p —tion of --ud e-troects within - ---- -- ComQletion of Projects on Schedule Diversity Prior Names and Litigation Insurance j Overall Executive Search Experience II. PROPOSED WORK PLAN 7 Search Methodology The City's Obligations Project Schedule III_ . PROPOSED PROJECT TEAM 15 ! � No Team and Involvement - - - - - - - 1 Resumes of Key Staff { IV. REFERENCES 17 1 V. FEE AND WARRANTY 21 VOLUME II APPENDIX A: ALL GOVERNMENTAL SEARCH ASSIGNMENTS A-1 APPENDIX B: SAMPLE RECRUITMENT BROCHURE_ B-1 APPENDIX C: SAMPLE CANDIDATE REPORT C-1 APPENDIX D: RESOLUTION OF ST. JOHNS COUNTY, FL D-1 ! APPENDIX E: COMMENTS ON CB&A'S VETTING PROCESS E-1 374 of 424 COLIN BAENZIGEReASSOCIATES EXECUTIVE RECRUITING May 16, 2023 The Honorable Mayor Fred Jones, Vice Mayor Chris Nunn and Council Members Kelly Dixon, Ed Dodd, and Bob McPartlan City of Sebastian 401 SW 4th Street Sebastian Beach, FL 32958 The Honorable Mayor Jones, Vice Mayor Nunn and Council Members Dixon, Dodd, and Bob McPartlan: Colin Baenziger & Associates (CB&A) would like to thank you for the opportunity to submit this proposal to assist in finding your next City Manager. While selecting key personnel is never easy, CB&A has developed a problem -free process that has been tested across the country and found to be extremely effective. While CB&A is a nationwide municipal recruiting firm, our home base is Florida. In fact, we have been selected to perform 127 of the last 191 recruitments where a Florida city or county has chosen to use a recruiter to find its Manager / Administrator. We pride ourselves on providing not just high -quality results, but, equally important, providing a great deal of personal attention to each of our local government clients and candidates. To conduct a proper recruitment, we feel the project manager must do more than just drop by occasionally. He/she must get to know the elected officials and the community firsthand. That effort takes time, but it is the only way to ensure the candidates we recommend are well qualified and fit well with you and your community. As a result, we only take a few clients at a time and focus on completing each assignment in an exemplary manner. Further, we routinely complete our work in ninety days. This timeframe includes preparation of recruitment and advertising materials, candidate outreach, candidate screening, finalist interviewing, and selection. Finally, we offer one of the better warranties in the industry. Some of our Florida searches include City Managers for Aventura, Bay Harbor Islands, Bradenton, Cape Coral, Cutler Bay, Destin, Estero, Fort Myers, Fruitland Park, Gainesville, Hallandale Beach, Islamorada, Lady Lake, Melbourne, Miramar, Mount Dora, Ocala, Orange City, Palm Beach Gardens, Palmetto Bay, Palm Coast, St. Pete Beach, Tavares, Treasure Island, and West Melbourne. Nationally we have found City Managers for Ankeny, IA; Bellevue, WA; Doraville, DAYTONA BEACH SHORES, FL, GRAND JUNCTION, CO PENSACOLA, FL 375 of 424 COLIN BAENZIGf.R(o ASSOCIATES EXECUTIVE RECRUITING GA; Fayetteville, NC; Portland, ME; Roanoke, VA; Scottsdale, AZ; Tacoma, WA; and Winchester, VA. We have also found the Borough Manager for Matanuska- Susitna Borough, Alaska (a county the size of West Virginia) as well as County Managers for Brevard County, FL; Clackamas County, OR; Clay County, FL; El Paso County, TX; James City County, VA; Polk County, IA; St. Lucie County, FL; St. Johns County, FL; and Union County, NC. Some of our current searches include City/Town Managers for Belle Isle, FL, Fernandina Beach, FL, Flagler Beach, FL, Oakland, FL, and a County Administrator for Manatee County, FL. Those authorized to bind the company are myself, Colin Baenziger, and Lynelle Klein, Vice President for Operations. We look forward to formally presenting our credentials and working with you in the near future. If you have any questions, please feel free to contact me at (561) 707-3537. Sincerely, Colin Baenziger Principal 1 Owner ...Serving Our Clients with a Personal Touch... DAYTONA BEACH SHORES, FL GRAND JUNCTION, CO PENSACOLA, FL 376 of 424 L Qualifications and Experience of the Firm The Firm, Its Philosophy, & Its Experience Colin Baenziger & Associates (CB&A) is a nationally recognized executive recruiting firm established in 1997 and owned and operated by Colin Baenziger. We are a sole proprietorship headquartered in Volusia County, FL with satellite offices in Grand Junction, CO, Live Oak, FL, and Pensacola, FL. As a sole proprietorship, we are not registered with any state as a corporation, foreign or otherwise. Colin Baenziger & Associates' outstanding reputation is derived from our commitment to the quality of our product and the timeliness of the delivery, Further, our work is not done until you are fully satisfied. That means we go the extra mile and, at times, expend more effort and energy than originally anticipated in our action plan. When we do so, we do not ask for more than the originally quoted price. We feel you are hiring us as your experts and once a contract is signed, we have an obligation to fulfill its requirements with excellence, on time, and within budget. We simply do not believe in unforeseen circumstances. Since beginning our executive search practice in 1998, we have conducted searches for clients in thirty-four states. Overall, we have sought over 230 CEOs for cities, counties, and special districts. We have also conducted over 415 searches overall. The basic approach outlined herein has been refined to the point where it is problem -free. Technical Capabilities and Organizational Structure Colin Baenziger & Associates has developed its business model over the past 26 years, and it has proved to be extremely effective. Our work has focused primarily on Executive Search and our staff is extremely capable and experienced. See Section III for more details. The structure of our firm is outlined below. Col IN RAI'N7IUER DANIEI.I.E DAYTON ti ENI,A INTOR LYNELLE KLEIN RICK CONNER STEPHEN SORRELI RON WILLIAMS A NIUR VIU I'RLI I - ,I,,R % K L 11RESIDINI SFNMUR VIt:F PRISIDENT SHCOR VIO RRrsIm Ny I I SENIOR RESEARCH SPECIAI-ISrS (8) IN I I RNF.I SPEC.IAI PSIS (8) - 3 - 377 of 424 L Qualifications and Experience of the Firtn (continued) Completion of Projects within Budget Colin Baenziger & Associates is proud of its record of completing searches within budget. Once we quote a price to the client, that price is what the client will pay, no matter how difficult the search is or what circumstances may develop. We have never requested anything beyond the originally quoted price, even when we were probably entitled to do so, and we never will. Completion of Projects on Schedule Colin Baenziger & Associates routinely completes its assignments within ninety days. Further, since CB&A began performing recruitments, it has never missed a significant project milestone. Diversity CB&A has extensive contacts with individuals and organizations representing women and minorities. We are thus able to identify and bring a diverse group of finalists to the City. The proof is that from the beginning of 2009, 25% of the candidates selected as semi-finalists have been females and/or minorities. In one recent year, 47% of our placements were either females or minorities. Prior Names and Litigation Colin Baenziger & Associates has always operated under its current name and has never been involved in any litigation, except to testify as an expert witness on behalf of one of the parties. Our performance has never been questioned nor have we or any of our clients been involved in any legal action as a result of our work. Insurance To protect our clients, Colin Baenziger & Associates maintains the following insurance coverages: (1) general liability insurance of $1 million combined single limit per occurrence for bodily injury, personal injury, and property damages, (2) automobile liability insurance of $1 million per accident, and (3) professional liability insurance of $1 million per occurrence and $2 million aggregate. As a small firm, predominantly utilizing independent contractors, we are not typically subject to the requirements for workers compensation and employer liability insurance in many states. If required by the client, and if it is available to us, we will obtain these coverages prior to contract execution. -4- 378 of 424 L Qualifications and Experience of the Firm (continued) Geographic Reach Since initiating its search function in 1998, CB&A has become a nationwide recruiting firm. See Figure I below for the states we have conducted searches in. A complete list of our searches can be found in Appendix A. Figure l: We have served clients in the states highlighted in blue. - 5 - 379 of 424 IL Proposed Work Plan The following search methodology has been refined over the past twenty-six years and is virtually foolproof. That said, we will integrate any ideas you have into the process to the extent possible. Our goal is to ensure you have the right people to interview as well as all the information you need to make the right decision. Task One: Needs Assessment An important part of the recruiter's work is selling the community to the very best candidates (including those who are not actively looking for the next job) while providing an honest portrayal of the community and the opportunity. As such, CB&A must first determine the needs of the client and the characteristics of the ideal candidate. Our approach is as follows: • Gather information from the jurisdiction, its website and other sources; • Interview the elected body and other key parties (such as City staff). Our goal is to develop a strong sense of your organization, its leadership, its short- and long-term expectations, and its challenges; • Determine the characteristics of the ideal candidate. These will include experience, longevity, education, personality, demeanor, skills, and achievements as well as other items you and the community consider important; • Determine a reasonable compensation package; and • Finalize the timeline with the City so both the elected body and the candidates will know when the interviews will be held and when they need to be available. If the City wishes, we will gladly incorporate meetings with other stakeholders (such as the business community, non-profit organizations, the religious community, and so on) to gather their insights. We can also solicit the input of your residents through an on-line survey (see Appendix D for a sample). Task Two: Develop Positron Description and Recruitment Materials Based on the information we gather; CB&A will next develop a comprehensive recruitment profile for your review. We will then incorporate any additional suggestions you may have and finalize the document. A sample profile is included as Appendix B. Other examples can be found on our firm's website under the "Executive Recruitments" 1 "Active Recruitments" tabs. - 7 - 380 of 424 H. Proposed Work Plan (Continued) Task Three: Recruit Candidates CB&A uses a number of approaches to identify the right people for your position. We say people (and not person) because our goal is to provide you with six to ten outstanding semi-finalists. You then select the top three to five people to interview and ultimately choose the candidate who is the best fit with you and your community. The approaches we use are: • Networking: The best approach is diligent outreach. We will network with potential candidates and consult our data base of government professionals. Being well established in Florida, we know whom we should contact. As we identify outstanding candidates (many of whom are not in the market), we will approach them and request that they apply. Often excellent candidates are reluctant to respond to advertisements because doing so may alienate their current employers. • Advertising. While we will network to find the best, we will not ignore professional organizations and trade press which sometimes yield strong candidates. These might include the International City/County Management Association, related state associations, the National Association of Counties, and sites aimed as female and minority candidates. LinkedIn is another vehicle we may use. • CB&A Website: We will also post the recruitment on our website, www.cb-asso.com. With our reputation, many candidates consult it regularly. • Email: We will e-mail the recruitment profile through our listsery of almost fourteen thousand managers and professionals who are interested in local government management positions. One of the advantages of e-mail is that if the recipient is not interested, he/she can easily forward the recruitment profile to someone else who may be interested. We generally do not use local, newspapers, national newspapers or generic websites because while they produce large numbers of applications, they generally do not produce the caliber of candidates we are seeking. If the City wants to have ads placed in these venues, it will need to bear the cost. Task Four: Evaluate the Candidates Based on our most recent recruiting efforts, we anticipate receiving resumes from forty to sixty applicants. We will use the information we developed in Phase I to narrow the field. Selecting strong candidates is, in reality, more of an art than a science and a mixture of in-depth research and subjective evaluation. While we consider standard ranking factors and the elements of the job, ultimately the most important factor is who we believe will be an outstanding fit with the City and the community as your next City Manager -8- 381 of 424 H. Proposed Work Plan (continued) Specifically, our efforts will involve: Step One. Resume Review. CB&A will evaluate all resumes and identify the eight to fifteen candidates of the highest quality. Step Two. Screening Interview. Our lead recruiters, and possibly other senior representatives of the firm, will interview each of the top candidates. Using what we learned in Phase I and our experience as managers and recruiters, as well as our unique ability to assess candidates, we will determine whether to consider each candidate further. Step Three. Evaluate the Best Candidates. We will conduct thorough research into the backgrounds of the best six to twelve candidates. Specifically, CB&A will: • Ask the Candidates to Prepare a Written Introduction: We will ask the candidates to answer a series of questions about themselves as an adjunct to their resumes and cover letters. By so doing, (1) the candidates can tell their story in their own words, and balance the negativity that is so often characteristic of the press, and (2) the City to evaluate the candidates written communication skills. + Interviews of References: We provide the candidate with the positions of the references with whom we wish to speak. These will include current and former elected officials, the municipal attorney, the external auditor, staff members, peers, news media representatives, the director of the local chamber of commerce, community activists, the Human Resources Director they work with, and others who know the candidate. All told, the list will include approximately 20 individuals. We will also attempt to contact some individuals who are not on the candidate's list. Typically, we reach eight to twelve people and prepare a written approximately page lone summary of each conversation. Legal Checks: Through our third -party vendor, American DataBank, we will conduct the following checks: criminal records at the county, state and national level; civil records for litigation at the county and federal level; motor vehicle records; and bankruptcy and credit. As an aside, while only police departments have access to the gold standard for criminal records (the NCIC data base), our vendor has developed a very reliable substitute. • Search the Internet, Newspaper Archives, and Social Media: Virtually every local newspaper has an electronic archive that provides stories about perspective candidates, the issues they have dealt with, how they resolved them and the results. These articles can also provide valuable insights into the candidate's relationship with the public and the governing body. Of course, not all news sources are unbiased, and we consider that in our evaluation. Further, we will review the candidate's social media accounts. • Verification of Education and Work History: We will verify all claimed educational degrees as well as the candidate's work history for the past 15 years to assure the candidate has been completely forthright. - 382 of 424 IL Proposed Work Plan (Continued) Candidate Disclosure Statement: We ask candidates to disclose anything controversial in their background that we need to be aware of. While it is unlikely that they will disclose anything we are not already aware of at this point, we believe redundant checks are beneficial. As part of our efforts, we will crosscheck sources, search for discrepancies, and resolve them. When sensitive or potentially embarrassing items are discovered, they will be thoroughly researched. Depending on what we discover, we may decide to drop the candidate or to present them with an explanation. Note: We firmly believe that all background work and checks should be completed prior to presenting them to you. That way you will know the individuals you select to interview are all top performers and do not have anything embarrassing in their pasts that might come to light after selection. It also means that once you have made a selection, you call move forward promptly, negotiate a contract and make an announcement. Task Five: Preparation and Presentation of Candidate Materials CB&A will select six to ten candidates and present them for your consideration as finalists. We will provide to you electronically a complete written report for each recommended candidate which will include: the candidate's cover letter, resume, introduction, references, background checks and internet 1 newspaper archive search results. A complete sample candidate report is included as Appendix C. We will also provide advice on interviewing, a series of questions the elected officials may wish to ask (as well as outlining some areas that it is not wise to get into), and some logistical information. Task Six: Finalist Selection Approximately a week after the City has received the candidate materials, CB&A will meet with the elected officials to discuss our findings and to select finalists (ideally five with an alternate) to be invited to interview. Task Seven: Notify All Candidates of Their Status We will notify the finalists by telephone and give them the opportunity to ask additional questions. Additionally, we will provide them with information concerning the interviews and travel if necessary. CB&A will also contact those not selected to be interviewed. Part of the notification will include advice concerning their application materials, even though they were not selected to go forward, they will have gained something valuable from participating in the process. -10- 383 of 424 H. Proposed Work Plan (Continued) Task Eight: Coordinate the Candidate Assessment Process Prior to the interviews, we will recommend an /evaluation process including mechanisms to assess the candidates' communication skills, interpersonal skills, and decision -making skills. Typically, we suggest the Council observe the finalists in three settings: a social setting (since the selected candidate will frequently represent the City at community functions), one-on-one interviews, and a Council meeting. Day #1: The finalists are given a tour of the community by a knowledgeable staff member or resident. Communities often also include a reception with the City's senior staff at this point. Later, that evening, the Council can host a reception for the candidates. The purpose is to observe how the finalists respond to a social situation. As noted, your next City Manager will, after all, represent your local government in a variety of venues. It is thus important to know how the individual will respond to your citizenry. The reception also serves as an icebreaker whereby the Council Members and the candidates get to know one another informally. Day #2: The next morning, each candidate will interview individually with each Council Member for approximately 40 minutes. These meetings provide you with an opportunity to assess how the candidates might interact with you on an individual basis. Ultimately, Managers succeed or fail based on their interaction with the Council and its individual members. One-on-one interviews are an excellent way to test that interaction. After lunch, the Council, as a group, will interview each finalist one at a time for approximately 30 minutes. Part of the interviews might include a PowerPoint presentation, so the Council can observe the candidates' presentational skills. We recommend you invite the finalists' spouses to the interviews, so they can become familiar and feel comfortable with the community. Finally, if you it would make you feel more comfortable, we can recommend several third -party management and personality assessment tools that the City can use to provide additional input. They are available at a relatively small cost and are not included in our fee. Task Nine: Debriefing and Selection After the interviews are completed, we have developed a simple methodology that moves the elected body quickly and rationally to selecting your next Manager. - 11 - 384 of 424 IL Proposed Work Plan (continued) Task Ten: Notification, Contract Negotiations and Warranty If requested, we will assist in the employment agreement negotiations. Generally, a member of the elected body and the attorney conduct the actual negotiations while we provide advice and assistance concerning the compensation package and contract. We can also take the lead role in the negotiations if desired. We have a standard contract you are welcome to use with the selected candidate. Your attorney, of course, will prepare the final contract. Since the basic parameters will have been discussed with the candidates and the candidates have been thoroughly vetted, we expect prompt agreement. Task Eleven: Continuing Assistance Our work is not done when the contract is executed. We will stay in touch with you and your new City Manager. Our goal is to be there to assist in resolving any issues that arise before they become intractable. We simply feel it is part of our job to assure a successful relationship. Communications: We will provide weekly reports about the status of the search, in writing or by phone, depending upon your preference. At significant milestones we will make the reports in person. We are also available at any time, day or night, to address any questions you have along the way. To do so, we will provide you with our cellphone numbers and you should feel comfortable contacting us whenever you have a question whether it is directly related to the search or, for that matter, anything else related to local government. We are, in addition to being exceptional recruiters, students of local government, and can often provide insights and names of parties who have dealt a wide variety of issues, often with innovative solutions. We want to be responsive and to assist in any way we can. The Go's Obligations The City will be responsible for providing the facilities for the interview process, coordinating lodging for candidates from outside the area, and making arrangements for the reception. The City will also be responsible for reimbursing the candidates (and spouses, if invited) for all expenses associated with their travel, meals, and incidentals for the interview process. -12- 385 of 424 IL Proposed Work Plan (continued) Proposed Project Schedule We understand the City wants to move quickly on this recruitment. We are uniquely positioned to do so based on our knowledge of and experience in Florida. Phase I: Needs Assessment/Information Gathering May 315t: CB&A begins meeting with the Council Members and other stake holders to understand the job and its challenges. June 13th: CB&A submits the draft of the full recruitment profile to the City for its review. June 20th: City provides comments on the recruitment profile. Phase II: Recruiting June 23`d: CB&A posts the full recruitment profile on its website and submits it to the appropriate publications. It is also e-mailed to almost 14,000 local government professionals. July 21 ": Closing date for submission of applications. July 26`h: CB&A reports on the results of the recruitment. Phase III: Screening, Reference Checks and Credential Verification August 215t: CB&A forwards its reports and materials to the City for the recommended candidates. These will include the candidates' cover letters, resumes and introduction as well as the results of our reference, background and Internetlnewspaper archives/social media checks. August 291h: City selects approximately five finalists and an alternate to interview. Phase IV: Interview Process Coordination and City Manager Selection September 7`h: City holds reception for the finalists. September 8th: One-on-one and full Council interviews and decision. Phase V. Negotiation, Warranty & Continuing Assistance Post -Selection: CB&A works with City representatives and the selected candidate on an employment agreement. - 13 - 386 of 424 III. Proposed Project Team Project Team tend Involve►nent Colin Baenziger & Associates has assembled an outstanding project team to serve your needs. Colin Baenziger will have overall responsibility for the execution of the search. Mr. Baenziger has spent ten years local government as a senior manager and over 30 years as a consultant. In addition to his 25 years in executive search, he specialized in operational reviews of governmental agencies and private sector clients such as the Recording Industry Association of America, and the Marriott Corporation. Mr. Baenziger has a master's degree with distinction in public administration from Cornell University's Graduate School of Management, and a Bachelor of Arts degree from Carleton College. He is also active in the International City Management Association and the Florida City and County Management Association. Lynelle Klein, Vice President for Operations, is a skilled professional with extensive expertise in executive search. Starting as a research assistant with CB&A 12 years ago, she has now firmly established herself as the number two person at CB&A. Prior to joining the firm, she worked primarily in the private sector providing financial and administrative services. Ms. Klein has an associate degree from Brigham Young University in Rexburg, Idaho. She currently resides in Mesa County, CO. Stephen Sorrell, Senior Vice President, brings over 35 years of management and technical experience in municipal, county, state, and special district agencies in addition to his work with Colin Baenziger & Associates (CB&A). Some of the leadership positions Steve has held include serving as Executive Director, Emerald Coast Utilities Authority in Pensacola, Florida, and as City Manager, Director of Public Safety, Assistant City Manager, and Director of Finance, all for Hamilton, Ohio. He is a P.E. and earned a Bachelor of Science in Civil Engineering Degree from the University of Dayton, Ohio, and Master of Public Administration Degree from the University of Cincinnati, Ohio. He is a member of the International City/County Management Association, Florida City/County Management Association, Florida Finance Officers Association, American Water Wastewater Association, President of the Exchange Club, President of the Safety Council, Chairman of the Neighborhood Watch Program, and served on the Board of Directors for Senior Services and the Chamber of Commerce. One day, he hopes to slow down — just not yet. -15- 387 of 424 III. Proposed Project Team (continued) Ron Williams, Senior Vice President. While Mr. Williams is technically relatively new to CB&A, he worked with the firm in its infancy and helped develop the operating methodology that has led to our growth and success. His public sector career began as a budget analyst for the City of Miami and culminated as the City Manager for Palmetto Bay (an affluent suburb of Miami, FL with 24,000 residents) and then for Live Oak (a rural city of 7,000 about 100 miles west of Jacksonville, FL). Along the way, he served in high level positions in the juvenile justice, public works, and general services. What excites him now is finding the people you need to fill your key positions, and he is exceptionally good at it. Ron has a Bachelor of Science in Management and a Master's Degree in Public Administration from the University of West Florida. He has also taught at Miami Dade College and in the County's public school system. Rick Conner, Senior Vice President, has over 30 years of experience in executive recruiting and in local government (serving as a city manager in Florida and Texas) as well as a public works and utilities director. That experience provides him with an excellent perspective of the needs of local government operations and staffing. Rick earned Bachelor of Science Degrees in Business Administration and Engineering from the University of Missouri. He is a Registered Land Surveyor and a Professional Engineer in Missouri, as well as a Professional Engineer in Florida, Tennessee and Texas. In his spare time, he invents scuba diving equipment and accessories. - 16 - 388 of 424 IV. References City Manager, Dania Beach, FL (population 35,000) Contact: Former City Commissioner Anne Castro at (954) 924-6800 CB&A was selected in mid -November 2008 to conduct the City Manager Search. At the request of the City Council, we were asked to complete the search very quickly. Our effort involved searching the country to locate the best people for the job, interviewing them, conducting thorough background checks, and recommending finalists for the City to interview. Interviews of the finalists were conducted on January 17th and 18"' with a selection made on January 191h. Robert Baldwin, then City Manager of Lake Worth, FL, was selected as the City Manager. Mr. Baldwin retired in 2019. City Manager, Lake Worth Beach, FL (population 38,010) Contact: HR Director and Project Liaison Loren Slaydon at 561.586.1632, or IslavdonQIakeworthbeachfl.eov CB&A began work in May of 2021 to assist Lake Worth Beach in finding their next City Manager. Our work included scouring the nation to find the right person for the job, interviewing the candidates, conducting thorough background checks, recommending finalists for the city to interview and helping with the contract negotiations. Per the City's request, the interviews were delayed. Carmen Davis, former County Administrator for Hinds County, MS, was selected in September 2021. She remains with the City. Village Manager, Pinecrest, FL (population 19,400) Contact: Former Mayor Cindy Lerner at (305) 992-3433, or mavorlernerna,email.com In late April 2011, CB&A was hired to assist Pinecrest in finding its next Village Manager. We worked with a Citizen's Advisory Committee and sought out candidates from around the nation while, due to the Council's desire, focusing on candidates from Florida. The process included a public reception which was extremely well receive by the elected officials and the public. Interviews were held on July 171h and 181h with Ms. Yocelyn Galiano Gonzez being selected as the Village Manager on the I8th. Ms. Gomez was an internal candidate and the Assistant Village Manager. Ms. Gomez remains with the Village. -17- 389of424 IV. References (continued) City Manager, Temple Terrace, FL (population 26,690) Contact: Mayor Andrew Ross at 813-997-5969, or aross(a temvleterrace.com CB&A was selected on May 4, 2022 to assist the City in finding its next City Manager. The position became vacant after the Community Development Director was arrested for bribery and the City Manager declined to participate in the investigation. Thus, the City's focus was on finding a city manager who could reestablish trust with the residents. Our work included searching the nation to find the right person, interviewing the candidates, conducting thorough background checks, recommending finalists for the City to interview and assisting with the contract negotiations. Carlos Baia, former- Deputy City Manager for Concord, New Hampshire, was selected in August 2022. He remains with the City. City Manager, Vero Beach, FL (population 16,919) Contact: Mayor Robbie Brackett at (772) 643-8979, or Rbrackett(&covb.org CB&A began the search for Vero Beach's next manager in February 2019. As part of our work, we interviewed the City Council to determine what they were looking for in a City Manager, conducted extensive outreach networking to local governments, thoroughly researched their backgrounds and provided the material to the City and then coordinated the interviews. Monte K. Falls, former Public Works and Engineering Director for Vero Beach (who was serving as the Interim City Manager), was selected on May 7, 2019. He remains with the City. City Manager, West Park, FL (population 13,700) Contact: Former Mayor Eric Jones at (954) 410-8139 West Park is a relatively new city in Broward County, FL. CB&A began meeting with the City's elected officials on January 13, 2010 to find its next City Administrator. It was critical to the Council that the finalists all understand the character of the community and be able to function well in an urban environment. The City also wanted a panel of local City Managers to review the finalists and to make recommendations concerning CB&A's finalists (which elongated the process slightly. Interviews were conducted on April 1611 and 17th with Ajibola Balogun, formerly the City Manager of South Miami being selected on April 2 1 " 2010. Mr. Balogun remains with the City. - 18 - 390 of 424 IV. References (continued) Candidate References While it is important to deliver what the City expects, it is also important to keep candidates informed and to treat them with respect and dignity. Accordingly, we have provided references from four of those candidates. Placement Dale Martin Formerly City Manager Winchester, CT Eden Assistant City Freeman Manager Sandy Springs, GA Bryan Hill Chris Morrill Deputy County Administrator Beaufort County, SC Assistant City Manager, Savannah, GA Recruited To Be City Manager Fernandina Beach, FL, in September 2015. He left in February 2023. City Manager Winchester, VA Appointed June 2014, she left in March 2020 to become the Deputy City Manager for Greenville, SC, and then returned to Sandy Springs as the City Manager in January 2022 County Administrator James City County, VA Appointed July 2014 Hired as the Fairfax County, VA, CEO in January 2018 City Manager, Roanoke, VA Appointed December 2009 Hired as the Executive Director of the Government Finance Officers Association in February 2017 Contact at (904) 557-5047 dallmartin@yahoo.com (404)683-4816 (843) 368-7458 (843) 368-7458 - 19 - 391 of 424 V. Fee and Warranty Fee CB&A offers a firm, fixed price of $32,500, which includes all the expenses we will incur in the search with one exception. The only other expenses the City will incur are those associated with bringing the finalists (and spouses, if invited) to interview with the City (travel, meals, hotel etc.). Bills will be rendered as the search progresses and due at the end of each Phase as indicated below: Phase I: Needs Analysis 1 Information Gathering $ 4,000 Phase II: Recruiting 14,000 Phase III: Screening 12,000 Phase IV: Interview Process Coordination and Selection 1,500 Phase V: Negotiation and Warranty 1,000 Firm, Fixed Fee Total* $32,500 If the City asks us to perform work that is clearly beyond the scope of this proposal, it will be billed at a rate of $150 per hour. No such work will be performed without your written authorization. Please note, as previously stated, that we have never billed nor requested additional funds beyond our originally quoted fee — even when circumstances suggested we were entitled to them and where the work we performed extended beyond the scope of our assignment. Warranty Colin Baenziger & Associates offers one of the best warranties in the industry. We can offer it because we have confidence in our work. Provided we conduct the full search (Phases I-V), follows our recommendations, and selects from among the candidates we recommend, we warrant the following: 1) We will not approach the selected candidate for any other position as long as the individual is employed by the City. 2) If the selected individual leaves for any reason other than an Act of God (such as total incapacitation or death) within the first year, CB&A will repeat the search for the reimbursement of our expenses only. 3) If you are not satisfied with the candidates we present, CB&A will repeat the search until you are satisfied. 4) Our price is guaranteed and will not be exceeded for any reason, even if conditions change after the contract is executed. - 21 - 392 of 424 COLIN BAENZIGER10%Assoc IATES EXECUTIVE RECRUITING PROPOSAL TO PROVmE EXECUTIVE RECRUMIENT SERVICES FOR SEBASTIAN, FL Volume lI: Appetrdlces Colin Baenziger & Associates Contact Person: Colin Baenziger (561) 7073537 Colin Baen]1gcr& AsSOetater 2055 South Atlantic Avenue - Suite 504 Daytam Beach Shares, FL 32119 e-meal: �, iAr rayvo_rnnt Fax: qas 0 .. Srning M, (Timex „irh n 1'11,v—i Fnarh Appendix A Searches by Colin Baenziger & Associate' Staff PROPOSAL TO BE THE CITY'S EXECUTIVE RECRUITING FIRM TABLE OF CONTENTS PAGE APPENDIX A: ALL GOVERNMENTAL SEARCH ASSIGNMENTS A-1 APPENDIX B: SAMPLE RECRUITMENT BROCHURE W1 APPENDIX C: SAMPLE CANDIDATE REPORT C-1 APPENDIX D: RESOLUTION OF ST. JOHNS COUNTY. FL D-1 APPENDIX R CB&A'S VETTING PROCESS FROM DALE MARTIN E I Governmental Search Assignments ca—I smeches City Manager, Flagler Beach, FL (population 5,458) City Manager, Fernandina Beach, FL (population 13,199) City Manager, Belle Isle, FL (population 7.344) County Administrator, Manatee County. FL (population 422.774) Town Manager, Oakland, FL (population 5.400) Camnlefed-Searrhrs in 2023 City Manager, Cooper City, FL (population 33,13W) City Manager. Fircrest, WA (population 7,174) City Manager, Fort Walton Beach FL (population 20,879) County Administrator, Indian River County, FL (population 163,662) Town Manager, Juno Beach. FL (population 3.770) Town Manager/Finance Director, Dom Ridge, FL (population 1,830) County Administrator, St. Lucie County, FL (population 343,579) Deputy Water & Sewer Director, Miami -Dade County, FL (population 2.706 million) Assistant to the City Manager, North Myrtle Beach, SC (18,790) City Anomey, Sebastian, FL (population 25,703) General Manager, Beaufon-Jasper Water & Sewer Authority. SC (population served 150,000) General Manager, Sun `n Lake Improvement District, FL (population served 9,000+) A-1 393 of 424 Governmental Search Assignments (continued) Completed Searches Prior to 2023 Governmental Search Assignments (cuntirmcd) Cltv/TownJVillage ManaeerlAdminlstrator (continued Citvll'owolVlllage ManagerlAdmtoistrator City Manager, Albany, GA (population 75,600) in 2011 City Manager, Ankeny, [A (population 45,600) in 2013 City Manager, Ashland, KY (population 21,000) in 2013 City Manager, Aubum, AL (population 58,592) in 2017 City Manager, Aventura, FL (population 37,724) in 20I7 and 2018 Village Manager, Dal Harbour, FL (population 1,300) in 2013 City Manager, Bartow, FL (population 16,000) in 2007 in 2017 and 2022 Town Manager, Bay Harbor Islands, FL (population 5,629) in 2007, 2012 and 2020 City Manager, Bellevue, WA (population 122,400) in 2014 City Administrator, Bradenton, FL (population 60,888) in 2021 City Manager, Brighton, CO (population 41,254) in 2020 Town Manager. Buckeye, AZ (population 32,000) in 2006 City Manager, Burien, WA (population 55,188) in 2017 City Manager, Cape Canaveral, FL (population 10.200) in 2010 City Manager. Cape Coral. FL (population 194,570) in 2012 end 2020 City Manager, Carnation, WA (population 1,873) is 2017 City Manager, Casselberry, FL (population 25,000), in 2005 City Manager, Chamblee, GA (population 17,000) in 2011 City Manager, Clewiston, FL (population 7,270) in 2019 City Manager, Cown Beach, FL (population I1,200) is 2012, 2015 and 2016 City Administrator, Come)]. WA (population 4,200) in 2014 City Manager, Cooper City, FL (population 32,000) in 2008 City Manager, Coral Gables, FL (population 43,000) in 2009 City Manager, Cottonwood Heights, UT (population 34,000) in 20" City Manager, Covington, VA (population 5,802) in 2016 City Manager, Crescent City, FL (population 1,542) in 2020 Town Manager, Cutler Bay, FL (population 35,000) in 20H City Manager, Dania Beach, FL (population 28,000) in 2009 City Manager, Damiile, VA (population 43,000) in 2016 City Manager. Deerfield Beach, FL (population 79,000) in 2019 City Manager, Delray Beach, FL (population 64,100) in 2014 City Manager, Deltona, FL (population 93.000) in 2006 and 2008 City Manager, Destin, FL (population I2,000) in 2003 and 2011 City Administrator, Dickinson, ND (population 22,309) in 2018 City Manager, Donal, FL (population 24,000). in 2004 City Manager, Doraville, GA (population 10,11%) in 2013, 2017 and 2020 Town Manager, Dundee, FL (population 3,000) in 2006 and 2009 City Manager, Ellensburg, WA (population I8,350) is 2014 City Manager, Elmira, NY (population 29,200) in 2014 Village Manager, Estero, FL (population 26,600) in 2015 City Manager, Fairborn, OH (population 33,200) in 20" A-2 Governmental Search Assignments (continued) Cltv/TownlVillage ManaeerlAdministrator (cominued) City Manager, Mountlake Terrace, WA (population 20,700) in 2014 and 2016 City Manager, Naples, FL (population 21,800) in 20 IS City Manager, New Smyrna Beach, FL (population 23,000) in 2009 City Manager, Normandy Park, WA (population 6,335) in 2013 and 2015 City Manager, North Miami, FL (population 62.000) in 2010 and 2014 Village Manager. North Palm Beach, FL (population I2,500) in 2004, 2005. 2007 and 2012 City Manager, North Pori, FL (population 55,800) in 2011 Town Manager, North Topsail Beach, NC (population 734) in 2013 City Manager, Norwich, CT (population 40,500) in 2016 City Manager, Oakland Park, FL (population 42,800) in 2014 City Manager, Ocala, FL (population 52,000) in 2008 and 2015 City Manager, Opa-Locka, FL (population 2,180) in 2019 City Manager, Orange City, FL (population 10,000) in 2010 and 2016 City Manager, Orange Park, FL (population 9,100) in 2010 City Manager, Oviedo, FL (population 33,000) in 2009 City Manager, Palm Bay, FL (current population I01,WO) in 2002 and 201$ City Manager, Palm Coast, FL (population 7I,000) in 2006 Village Manager, Palmetto Bay, FL (population 24,000) in 2003 City Manager, Panama City Beach, FL (population 12.776) in 2012 and 2019 City Manager, Parkland, FL (population 30,177) in 2017 City Manager, Petersburg, VA (population 32,701) in 2017 Village Manager, Pinecress, FL (population 19,300) in 201I City Manager, Pompano Beach, FL (population 101,000) in 2007 City Manager, Port Orange, FL (population 67,494) in 2021 City Manager, Pon Richey, FL (2,869) in 2020 City Manager, Port St. Lucie, FL (population 174,100) in 2016 City Manager, Portland, ME (population 65,000) in 2011 City Manager, Prosser, WA (population 3,802) in 2016 Chie€Administrative Officer, Renton, WA (population 100,953) in 2021 City Manager, Riviera Beach, FL (population 37,OW) in 2009 City Manager, Roanoke, VA (population 99,465) in 2009 and 2017 City Manager, Sammamish, WA (population 64,548) in 2019 City Manager, Sanibel Island, FL (population 7,319) in 2021 City Manager, Sarasota, FL (population $5,000) in 2012 City Manager, Satellite Beach, FL (population 10,100) in 2013 City Manager, Savannah, GA (population 142.800) in 2016 City Manager, Scottsdale, AZ (population 217,400) in 2013 City Manager, Sebastian, FL (population 24.772) in 2018 City Manager, Seminole, FL (population 17,900) in 2015 City Manager, Squint. WA (population 6.700) in 201$ and 2021 Town Manager, Sewall's Point, FL (population 2,000) in 2006 Township Manager, Spring Garden Township, PA (population I Z963) in 2018 Township Manager, Springarabury Township, PA (population 26,700) in 2014 and 2016 City Manager, Fayetteville, NC (population 208,000) in 2012 City Manager, Fernandina Beach, FL (population 11,000) in 2006 and 2015 City Manager, Fife, WA (population 9,700) in 2010 City Manager, Fart Myers, FL (population 69,190) in 2016 Town Manager, Fort Myers Beach, FL (population 6.900) in 2006 and 2008 City Manager, Fort Pierce, FL (population 4I,900) in 2012 City Manager, Fart Smith, AR (population 87.650) in 2016 City Manager, Fruitland Park, FL (population4,100) in 2013 City Manager, Gainesville, FL (population 133,857) in 2016 and 2019 City Manager, Greensboro, NC (population 2$9,000) in 2009 City Manager, Groveland, FL (population 12,493) in 2018 City Manager, Hallandale Beach, FL (population 39,000) in 2010 and 2012 City Manager, Holly Hill, FL (population 13.000) in 2008 (partial search) City Manager, Homestead, FL (population 62,000) in 2010 City Manager, indianola, I[A (population 15,108) in 2015 Village Manager, Islamorada, Village of islands, FL (population 7,500) in 1999, 2005, 2021 and 2022 City Manager, Jacksonville Beach, FL (population 23,387) in 2018 Town Manager, Juno Beach, FL (population 3,600) in 2005 Village Manager, Key Biscayne, FL (population 11.000) in 2007 and 2011 City Manager, Key West, FL (population 24,600) in 2012 Town Manager, Lady Lake, FL (population 15,954) in 2021 City Administrator, Lake Forest Park, WA (population 13.059) in 20I8 Town Manager, Lake Park, FL (population 9,100) in 2001 and 2003 City Manager, Lake Worth Beach, FL (population (38,010) in 2003, 2007 and 2021 Town Manager, Lantana, FL (population 9,600) in 2000 and 2021 City Manager, Lauderdale Lakes, FL (population 32,000) is 1998 and 2002 City Manager, Lmburg, FL (population 20,390) in 2013 City Manager, Madeira Beach, FL (population 12,300) in 2011 Town Manager, Mangoaia Park, FL (population 1,400) in 2001 City Manager, Marathon, FL (population 11,500) in 2002 and 2004 City Manager, Marco Island, FL (population 15,000) in 2014 City Manager, Mascane, FL (population 5,873) in 2021 City Manager, Medina, WA (population 3,000) in 2013 City Manager, Melbourne, FL (population 72,500) in 2012 City Marnnger. Miami Gardena, FL (population 101,000) in 2004 City Manager, Mill Creek, WA (19.828) in 2015 and 2022 City Manager, Miramar, FL (population 122,000) in 2013 City Manager, Monroe, NC (population 33,500) in 2013 City Manager, Montverde, FL (population 1,675) in 2020 Town Manager, Mooresville, NC (population 41,995) in 2019 City Manager, Mount Dora, FL (population 12,000) in 2005 City Manager, Mount Pleasant, MI (population 26,000) in 2014 A•3 Governmental Search Assignments (continued) CltvfrownlVlllaee Mana¢erlAdministrator (continued) City Manager, St. Pete Beach, FL (population 10,000) in 2014 end 2019 City Manager, Stuart, FL (population 17,000) in 2006 and 2017 City Manager, Sunny Isles Beach, FL (population 17,000) in 2006 and 2011 City Manager, Sunrise. FL (population 84,400) in 2012 City Manager, Sunpyside, WA (population 15,860) in 2013 and 2019 Town Manager, Surfside, FL (population 6.000) in 2014 City Manager, Tacoma, WA (population 200,000) in 2011 and 2017 City Administrator, Tavares, FL (population I t,000) in 2006 City Manager, Temple Terrace, FL (population 26,90I) in 2022 City Manager, Titusville, FL (population 43,940) in 2014 City Manager, Treasure Island, FL (population 6.937) in 2017 City Manager, Vero Beach, FL (population 16,751) in 2019 City Manager, West Melbourne, FL (population 15,000) in 2009 City Manager, West Park. FL (population I2,000) in 2005 and 2010 City Manager, Weston, FL (population 70,015) in 2019 City Manager, Winchester, VA (population 29.108) in 2014 and 2020 City Manager, Winter Haven, FL (population 37,900) in 2017 City Manager, Yakima, WA (population 91,000) in 2011 and 2012 Countv Administrator I Manager - Completed Searches County Manager, Alachua County, FL (population 251,400) in 2014 County Manager, Baker County, FL (population 27,000) in 2006 Comity Administrator, Bay County, FL (population 158,000) in 2005 County Manager, Brevard County, FL (population 536,000) in 2009 County Administrator, Broward County, FL (population 1,800,000) in 2006 County Administrator, Clackamas County, OR (population 393,900) in 2013 County Manager, Clay County, FL (population 212,230) in 2005, 2011 and 2019 Chief Administrator, El Paso County, TX (population 827,700) in 2014 and 2016 County Administrator, Emmet County, MI (poptilation 12,900) in 2014 County Manager, Flagler County, FL (population (83,000) in 2007 County Manager, Fulton County, GA, (partial search) in 2015 (population 894,300) in 2015 County Administrator, Hernando County, FL (population 172,800) in 2012 County Administrator, Highlands County, FL (population 98,000) in 2008 County Administrator, James City County, VA (population 69,000) in 2014 County Manager, Lee County, FL (population 600,000) in 2009 County Administrator, Martin County, FL (population I40,000) in 2005 Borough Manager, Maianuska•Susitaa Borough, AK (population 95,000) in 2041 County Administrator, Monroe County, FL (population 80,000) in 2004 County Administrator, Nassau County, FL (population 60,000) in 2004 County Administrator. Okaloosa County, FL (population 193,500) in 2013 County Administrator, Okeechobee County, FL (population 39,000) in 2001 394 of 424 A.4 A-5 Governmental Search Assignments (continued) County Administrator ! Manager - Comoleted Search" (continuedl Governmental Search Assignments (continced) Completed Searches- Assistmnt/Denury Manarers (continued) County Manager, Osceola County, FL (population 235,000) in 2003 and 2007 County Administrator, Palk County, iA (population 400,000) in 2007 and 2011 County Manager, Seminole County, FL (population 410,000) in 2W6 County Administrator, St. Johns County, FL (population 162,000) in 2007 County Administrator, St Lucie County. FL (population 284,000) in 2014 County Manager, Union County, NC (population 198,600) in 2010 County Administrator, York County, VA (population 66.269) in 2015 Completed Searches - Other Municinal CEO Executive Director, Bartow Municipal Airport Development Authority, Bartow, FL in 2017 Chief Executive Officer, Chatham Area Transit, Savannah, GA (population sated 286,900) in 2016 General Manager, Chittenden Solid Waste District, Williston, VT (population 157,461) in 2016 General Manager, Holiday Park Recreation District, FL (population 4,500) in 2007 Executive Director, Lakewood Ranch Inter -District Authority, Manatee County, FL (population 15,000) in 2011 and 2022 Executive Director, Northern Palm Beach Improvement District, Palm Beach Gardens, FL (population 200,000) in 2001 Executive Director, South Correctional Entity (SCORE), Des Moines, WA (population served 406.000) in 20t8 Community Association CEOs and Assistant CEOs Chief operating Officer, Amelia Island Plantation Community Association, FL (population 3,000) in 2016 Executive Director, Lakewood Ranch Inter -District Authority, Manatee County, FL (population 15.000) in 2011 (The Executive Director also managed five community associations.) Executive Director, Sun City Summcrlin Home Owners Association, Las Vegas, NV (population 14,000) in 26t3 and 2017 Vice President for Administration, Ocean Reef Communication Association. Key Largo, FL in 2017 Vice President, Public Works & Operations. Ocean ReefCommuntty Association (population 2,000), Key Fargo, FL, in 2001 Comoleted Searches - Asalstant/Deouty Manavers Assistant City Manager! Operations, Corpus Christi, TX (population 308,000) in 2013 Assistant City Manager 1 Utilities, Corpus Christi, TX (population 308,000) in 2014 Deputy City Manager, Danville, VA (43,0W) in 2016 A-6 Governmental Search Assignments (cominued) Completed Searches -Economic Development 1 Redevelooment Growth Management Manager, Wellington, FL (population 55,000) in 2009 Executive Director, Camden County (GA) Joint Development Authority (pop, 51,400) in 2014 Economic Development Director, Collier County, FL (population 328,000) in 2012 Economic Development Director, Concord, NH (population 42,444) in 2017 Assistant City Manager for Community Building, Durham, NC (population 220.000) in 2009 Economic Development Director, Roanoke, VA (population 96,000) in 1012 Director, Office of Economic & Workforce Development, Durham, NC (pop. 220,000), 2009 Economic Development Director, Loudoun County, VA (population 326,000) in 2010 Economic Development Director. St. Johns County, FL (population 162,000) in 2011 Completed Searches - Engineers City Engineer, Gulfport, MS (population 90,000) in 2008 Dirwor/Engineering/Public Works /Utilities, Hallandale Beach, FL (population 39.000) 2013 Deputy County Engineer, Martin County, FL (population 140,000) in 2006 Assistant City Engineer, Melbourne, FL (population 75,000) in 2008 City Engineer, Sunny Isles Beach, FL (population 17,000) in 2006 StalTEngincer, Wellington, FL (population 55,000) in 2009 Completed Searches - Facilities Management Director, Performing Arts & Convention Center, Federal Way, WA (population 92,700) in 2015 Director, Landscaping, Weston, FL (population 65,300) in 2013 Cumulated Searches -Finance and Budget Finance Director, Altus, OK (population 19,800) (background check) in 2012 Finance Director, College Park, MD (population 32,256) in 2016 Procurement Director, Collier Coualy, FL (population 357.305) in 2016 Finance Director, Danville, VA (population 43,000) in 2014 Finance Director, Daytona Beach, FL (population 31,860) in 2012 Finance Director. Deland FL (population 28,230) in 2016 Finance Director, Fscambin County (FL) Housing Authority (population served: 302,700). 2014 Chief Financial Officer, Estero, FL (population 36,939) in 2022 Finance Director, Fort Walton Beach, FL (population 20.000) in 2006 Finance Director, Gainesville, FL (population 133,857) in 2020 Finance Director, Groveland, FL (population 12,493) in 2019 Director, Management & Financial Services, Loudoun County, VA (population 326,000) in 2012 Manager, Office of Management & Budget, Lake Worth Beach, FL (population 37,000) in 2010 Finance Director, Lauderdale Lakes, FL (population 32,000) in 1998 Deputy City Administrator, Dickinson, ND (population 22,300) in 2016 Deputy City Manager for Community Building, Durham, NC (population 220.0013) in 2009 Assistant Town Manager. Jupiter Island, FL. (population 654) in 2010 Assistant Village Manager, Islamorada, Village of islands, F1, (population 7,500) in 199a Assistant City Manager, Lake Worth Beach, FL (population 37,000) in 2004 Assistant County Administrator, Martin County, FL (population 140.000) in 2001i Deputy City Manager, Sammamish, WA (60,000) in 2016 Assistant City Manager, Tamarac, FL (population 55.500) in 2001 Assistant City Manager, West Palm Beach, FL (population 101,000) in 2004 and 2013 Comoleted Searches - City or County Attorneys County Attorney, Clay County, FL (population 196,400) in 2016 City Attorney, Daytona Beach, FL (62,300) in 2016 City Attorney, Fort Lauderdale, FL (population 178.752) in 2018 City Attorney, Fart Pierce, FL (population 41,590) in 2016 and 2018 County Attorney, Fulton County, GA (population 996,319) in 2015 City Attorney, Lawton, OK (population 94,653) in 2020 City Attorney firm, Naples, FL (population 2.2.367) in 2021 City Attorney, Ocala, FL (population 60,021) in 2022 Chief Labor Negotiator, Orlando, FL (population 270,934) in 20IS City Attorney, Port St. Lucie, FL (population 1a5,132) in 2016 and 2019 County Attorney, Prince William County, VA (population 438,580) in 2015 City Attorney, Roanoke, VA (population 96,000) in 2012 Fire District Attorney, St. Lurie County Fire District, FL (population 298,600) in 2017 City Attorney, Veto Beach, FL (population 16,711) in 2019 City Attorney, West Melbourne, FL (population 15,000) in 2009 Comoleted Searches -Community Develonment/Growth ManagemenuPlauning Planning and Community Development Director, Bradenton, FL (population 60,998) in 2021 Growth Management Director, Collier County, FL (population 357.305) in 2015 and 2017 Community Development Director, Danville, VA (population 43,000) in 2016 Planning and Development Director, Fairfax County, VA (population 1,150,309) in 2022 Director, Building and Development, Loudaun County, VA (population 336,9011) in 2014 Community Development Director. Miami, FL (population 408,000) in 2008 Directorof Planning, Building and Development, Roanoke, VA (population 96,000) in 2012 General Manager, North Sarasota Redevelopment District. Sarasota, FL (population 53,000) in 2008 Growth Management Director, St. Lucie County, FL (population 261,000) in 2(05 Community Development Director, Tamarac, FL (population 55.500) in 2007 A-7 Governmental Search Assignments (continued) Completed Searehea - Finance and Buduet (continued), Finance Director, Miami, FL (population 408.000) in 2013 Finance Director, Miramar, FL (population 130,300) in 2016 Treasurer, Miami, FL (population (408,000) in 2013 Finance Director, Oregon City, OR (population 31,960) in 2012 Finance Director, Petersburg, VA (population 32,701) in 2017 Finance Director, Roanoke, VA (population 99,000) in 2014 Director of Finance and Administration, Roanoke Regional Airport, Roanoke, VA, in 2014 Revenue Operations Director, Savannah, GA (population 142,800) in 2017 Budget Director, St. Petersburg, FL (population 249,000) in 2009 Finance Director, St. Petersburg, FL (population 249,000) in 2010 Finance Director, Sunny Isles Beach, FL (population 17,000) in 2010 Finance Director, Surfside, FL (population 5,700) in 2012 Finance Director, Tamarac, FL (population 55,500) in 2005 and 2009 Finance Director, West Palm Beach, FL (population 101,000) in 2007 Chief Financial Officer, Winter Springs, FL (population 36.342) in 2022 Corrmleted Searches - Fire/EMSlblanatch Fire Chief, Cape Carat, FL (population 154,300) in 2013 Fire Chief, Lauderdale Lakes, FL (population 32,000) in 1999 Executive Director, South Sound 911 (serves a population of 808,000), Tacoma, WA, in 2013 Fire Chief, St. Lucie County Fire District, FL (population 298,600) in 2018 Fire Chief, West Palm Beach, FL (population 101,000) in 2005 Camnicted Searches- General Services JAdminhttratlon General Services Director, Laudoun County, VA (population 349,700) in 2015 Completed Searches - HouslugJBuIldiny Building Official, Jupiter island, FL (population 580) in 2005 and 20N Building Official, Miami Beach, FL (population 91,000) in 2005 Building Official. SewaO's Point, FL (population 2.000) in 2006 Building Official, Tamarac, FL (population 55.000) in 2008 Completed Searches - Human Resources Human Resources Director, Boca Raton, FL (population 84,000) in 20G6 Human Resources Director, Cape Coral, FL (population 154 300) in 2013 J95 of 424 A-8 A-9 Governmental Search Assignments (continued) ComolMed Searcher -Human Resources (continued) Governmental Search Assignments (continued) Completed Searches - Police 4continued) Director, Human Resources, Gainesville, FL (population 125,000) in 2014 Director of Persormcl, Fulton County, GA (population 992,000) in 2010 Director, Human Resources, Hillsborough County, FL (population 1,292,000) in 2015 Human Resources Office, Loudoun County, VA (population 326,000) in 2011 Human Resources Administrator, Martin County, FL (population 140,000) in 2007 Personnel Director, North Miami, FL (population 56,000) in 2001 Director, Human Resources, Sunrise, FL (population 88,800) in 20I5 Director. Human Resources, Roanoke, VA (population 99,000) in 2014 Personnel Director, Vero Beach, FL (population 17,9M) in 2003 Human Resources Director, West Palm Beach, FL (101,900) is 2013 and 2014 Completed Searches - Health and Human Services Director, Health and Human Services, St. Johns County, FL (population 162,000) in 2010 Completed Searches - Information Tethnoluw Information Services Director, Cooper City, FL (population 33,382) in 2017 Information Services Director, Lauderdale Lakes, FL (population 32.000) in 1998 Information Services Director, Palm Beach County Tax Collector (population 1.300.000), Palm Beach County, FL in 2012 (partial search) Chief information Officer, Weston, FL (population 65,300) in 2015 Completed Searches - ParkORecreadan/Llhrarles Parks and Recreation Director, Cape Coral, FL (population 179,804) in 2018 Parks and Recreation Director, Deerfield Beach, FL (population 79.041) in 2017 and 2019 Director, Parks, Recreation, & Conservation, Hillsborough County, FL (pop. 1.292.000) in 2015 Director. Parks and Recreation, Hobbs, NM (population (35,000) in 2014 District Manager, Holiday Park Recreation District, Palm Bay. FL (population 1,400) in 2007 Libraries and lnfomution Services Director, Newport News, VA (population 193,000) in 2017 Library Services Director, St. Johns County, FL (population 162,000) in 2007 Parks and Recreation Director, West Palm Beach, FL (population 101,000) in 2006 Parks and Recreation Director, Weston, FL (population 70,015) in 2019 Comoleted Searches - Police Police Chief, Farmington, NM (population 4$,900) in 2014 Police Chief, Golden Beach, FL (population 355) in 2011 (partial search) A-10 Governmental Search Assignments (continued) Completed Searches - Utllitles Water Resources Director, Asheville, NC (population 97,200) in 2015 Executive Director, Cape Fear Utility Authority, Wilmington, NC (population served 230,000) in 2021 Utility Director, Danville, VA (population 43,000) in 2015 Power & Light Division Director, Danville, VA (population 43.000) in 2015 Water and Gas Director, Danville, VA (population 43,000) in 2016 Utilities Manager, Deerfield Beach, FL (population 79,041) in 2017 Watershed Management (Water and Wastewater) Director, DeKalb County, GA (population 691,900) in 2011 and 2013 Executive Director, Des Moines (IA) Water Works (serves a population of over 500,000) in 2012 and 2020 Executive Director, Emerald Coral Utilities Authority, Pensacola, FL (population served 300,000) in 2020 Executive Director, Florida Keys Aqueduct Authority, Key West, FL (pop. 90,000) in 2003 General Manager, Island Water Association, Sanibel, FL in 2018 Utilities Director, Lake Worth, FL (population 37,000) in 2009 Waterworks Director. Newport News, VA (population 193,000) in 2017 Executive Director, Onslow Water & Sewer Authority, Jacksonville, NC, (pop. 160,000) in 2009 Utilities Director, Palm Bay, FL (population [01,000) in 2W5 Utilities Director, Paaema City, FL (population 36,286) in 2017 Executive Director, Environment and Infrastructure, Pinellas County, FL (pop. 917,000) in 2012 Executive Director, Sewerage and Water Board of New Orleans, LA (population 369,000) is 2013 Customer Service Chicf (a C Suite level position), Sewerage and Water Board of New Orleans, LA (population 369,1100) in 2020 Director, South Martin Regional Utilities, FL (population 22,000) in 2013 Executive Director, Spartanburg Water, SC (population served 327,997) in 2022 Water (Wastewater) Resources Director, St. Petersburg, FL (population 249,000) in 2008 General Manager, Tamps Bay Water, FL (population served 2,400.000) in 2009 and 2021 Chief Operating Officer. Tampa Bay Water, FL (population served 2,400,000) in 2022 Completed Searches - Work Force Manaeement Director, Office of Economic & Workforce Development, Durham, NC (pop. on 220,000), 2009 Comolel" Searches - Other Chief Opentiag Officer. Amelia Island Plantation Community Association, FL (population 3,000) in 20t6 City Cleric, Lauderdale Lakes, FL (population 32,000) in 1998 Clerk to the County Commission, Fulton County, GA (population 1.02 million) in 2038 Police Chief, Indian Cmck Village, FL (population 89) in 2022 Police Chief, Lauderhill, FL (population 66,900) in 2011 (partial scarab) Police Chief, Melbourne, FL (population 76,000) in 2011 (portial search) Chief of Police, Mooresville, NC (population 35.300) in 2016 Police Chic& Petersburg, VA (population 32,701) in 2017 Director of Administmlon - Public Safety. Ocean Reef Community Association, Key Largo, FL in 2016 Police Chief, Sewall's Point, FL (population 2,000) in 2007 Police Chief, St. Augustine Beach, FL (population 6,200)nr 2012 Police Chief, Sunny Isles Beach, FL (population 17,00D) in 2010 Police Chief, Winchester, VA (population 27,216) in 2017 Completed Searches - Public Works Public Works Director, Aventura, FL (population 37,200) in 2016 Public Works Director, Camden County, GA (population 53,044) in 2019 Solid Waste Director, Camden Cosmty, GA (population 53,044) in 2018 Public Works Director. Chandler. AZ (population 250,000) is 2007 General Manager, Chitteaden Solid Waste District, Williston, VT (population 157,461) in 2016 Executive Director, Northern Palm Beach Improvement District, Palm Beach Gardena, FL (population 200,000) in 2003 Vice President, Public Works & Operations, Ocean Retf Community Association (population 2,000). Key Lxgo, FL, in 2001 Executive Director, Environment and Infrastructure, Pinellas County, FL (pop. 917,000) in 2012 Public Works Administrator, Renton, WA (population 100.953) in 2020 Public Works Director. Satnma ri sh. WA (60,000) in 2016 DiredorlCap ital Projects ManagerXily Engineer, Sunny Islas Beach, FL (pop. 17,000) in 2007 Assistant Public Works Director, Sumter County, FL (107,000) in 2015 Assistant Public Works Director, Sunny Isles Beach, FL (population 17,000) in 2008 Public Works Director, Tamarac, FL (population 55,500) in 2003 Solid Waste Director, Tampa, FL (population 335.700) is 2014 Director, Landscaping, Weston, FL (population 65,300) in 2013 Completed Searches -Transportation Chief Executive Officer, Chatham Area Transit, Savannah, GA (population served 286,900) in 2016 and 2022 Fail Governmental Search Assignments (coatinued) Completed Searches -Other (continued) Director, Registrations and Elections, Fulton County, GA (population 992,000) in 2009 Environmental Resources Director, St. Lucie County, FL (population 261,000) in 2009 Executive Director, Sun City Surnmerlin Homeowners Association, Las Vegas, NV (population 14,00) in 2015 and 2017 Special Projects Coordinator, lalamomda, Village of islands, FL (population 7,500) in 1999 Vice President for Administration, Ocean Reef Communication Association, Key Largo, FL in 2017 396 of 424 A-12 A-13 _— �—_71� 1. Appendix B Sample Brochure: City Manager Search Jacksonville Beach, FL 1aMng In iackaonnik &a,h has much to olio The purple are war., fdendly, and helpful. Tbq ,eekomr ase,.rwewn asW you .11 f •I ngllt w hart.. The city hm b.- rrn p beed by rerenl organ anions tnc3udlag being ranked a2 Mar on )AVetlruh','3oW, It— b Woe, Fkarld.(]tln 6rl1adWp a ink'on Herd Wa11A's 2015 -Rest Then In Stan a Bmhwt. 1. fk.lda' and rmkad the 7lh Bea[ qty I. }lard. by Mile And— to Con offhiag 2013, f line Is B—Ay quite Inw here (pankuirl)' ghm lit pwumhy to a mayor mezropdkan "I, lhr scL.soh arc ettellen. and medkOc— h,,,....-ndmg The A11.10 Chnk/lxks 111c 6 Ibeofy 15 mI.W..way and It 6 only sane of w.eraf raMlrni faethtks to the tea_ 16,oti% gTeuluakie. — acted unplug from the —.-Me to the pricey Ithe enedl.o peke of home Ie in 11te.44400A00), rh, oppn ule. far Ich— a.e—oaichev The city hat w,rukrld b-ches th.t rewW-4I grau wp 10 W. tar w Mauty and xu t k, dc.Q with . -ited f shft pier. Orer ionnty eveoti ue M1d bete aemually iul ding blew, pat, rock'. rnB itnd pop n.ncesu by the act. boob nano t nitioew night ntw u, Tabs. a" niath mmc. Tar those wit. e" the auki,mm you %III find . bwtkwd of xeh9tlei, rwimming, troth +aIkrMB. wrong (rma. of the heel .. ns IM tegkm aw found heel. Anyaking Mat—ffig. ft," ..d bowing I�wr�wr� r.rw� • Iaaaaall" If youarelaoking he an wb,LW4,i,yman.wr epP.AuMly with ao Minitiy.,91 enr.l«r ii—nment in an urde-ble locars.n. read .a ]ack,enedle Bexh is a plan wi— the elected a ffkW,. tuff. itnd the public Wetda ft wwxtermmt seat.", and we p—d of .fiat they have adds—d. The chy has . cocpuwr ,qle euhu,e and aerpeeta rser duAg they do to he done right and to be fi- nee. Thei, pant drp ni It -"tied and the ehyld"k wUyu—ofihebn,l. th—ti ateyandisimrd by ha cwn—m T top 11 .B, the city k k surd vet . bwtk, Wand co—Ky f—doij ike Atlantic Ocran . We eat of la&.un lk. It oHen gGn,der..•hire rand brachea, music, art., astute, and a woadnM g W br of ad, rhlfe setuaing a f mity.frirsld)y bidback atmoeph— It h a rw.d,dW place ,beady, but 11 k ale hn rums g with pn-1,11 B•I ti'wllaae .rd lutl.ri 2114 ue ekhgktd M dnlphuu Imlicking lustof the Mach Pit" the ucuar, Muxtm S IWow, NrL Adr,nture I.eduag. and .pow kagun tocludlrsg kaxbal, -1W.11 aind f daR or it. aryl teewly s,Lkwg.J wdf cast(... Shoppkcg 6 pkntdui and n I. city W find wbadrv., you want—ir rKa hat,, in nearby Ixksaml0e Toe awwt lam wf0 find at, aeo to be a p.odi,. t:rxg.(-3ed rh.+enr. rite newru n[ Iutwe,tlk ,etch( park, k 43.3-actn of prlenudy iandlstutbed land almg the Ieua ul Waterway To the curb Bet C m Nl.n tlae.grmenl Area .kle fo rM (cult la: r)r Ts.meuan Teologaol and H.—" retinue .. wdI u I:athryn AR" H.nn. put and the HugurnM MrowuLl Ila* Hbttrk 9 Augu.tkee and Fe—ft,11na 0ea[h lots Amelu Wandlatek+t Ihanrwrhe—tywhik ixk—Mile knot non doe,. lL, twin h+rt. ibe Alu.eum of Cnnumponry AM it, Mu —a of 4wwe (wuh lit Br)- G—d:ug 17anurocmi the Urkwrsr.lh y.w and G,den, the hd,cuvhle, Time -Union Cc— for thnut. symphony. and «along 0road.ay eel "- 11. ;rtq Is .t.t home w she NFU fack.9mID< hgu.n and (tie h.adquxmn feu the PGA ionr It looted In.rarhy TnttatVedo &.ch InIgluem.eN.nito Ixltttm+Sik Beach due WInkl tkon u. now b tw,ea ny.,, r highways and porn loctwn-All. lntem —] Airport k 30 minwn away and Thor wh. for. W craiw ton url rwn M the Fan of Wkwmille rc i-A . f.w b— +oath w Port Ca..r..1. the second busks! enur port In the —M With Mawiyd aeaay day, .nd IA-W. neon (Ices. ha..Vak Beads u a tmpinl pandke..herr y— an work, It,,, play. rod en" 1M Maury ihn Florid. hit en otter. liw etto heady gna h end a1-4 c—rnunhy .ww1 a city vwug.r wconnote di.,np In lit de,hrg of bemm4 g. wmid d ncy HISTORY Modern hnwry Mglns w91h Feeach Ilugsenow acid we Spa hh Iayt%ehhn in thq urn, w))tn would come to be ktrewn a hekietmedle Beach It, onfi- a a commwuiy tndy began when Aver p0ott and Ikhermen huh a pan on the math) nser In tf) I. [her (Inter. the pofwlauan grew• and by l eras. the town had 60n imAbiwm a you uffice. a acbool. and . hghih,we. S t-2ps vested daily. Mating Mxh-q.. Tosco IaciwMMlie A ,soup of buunexmen in Wk,,n,W, dekued a tallway duet —W Wd en the beach. ea+c of Iwkwardk. wh.n they "endeJ 1, de,Aop a .umm.r re—i to adnct tr.aina the 64-111. Md Atlantic 244w+Y 01crip sly vex charmed in lmli ao hwhd to 5 mike of aW—y, and the c+anr,ny rgw,,d —hy acnt of ocnnfmm pir my Iheee wrrr wid in &A, drawing in many pn>,pe:ux W yin and lot.I I.g nln of $7,"f The urn t— torero u P.M. Bench in 161n. named after the San P.M. Niter that dio ki the idW from the .,dnl.nd 11w ran-y was compkted rat Item- well. and the fww ,non t-A wit -)toed the Sturaay I la H a With 192 foom, acid honing it, 1—Bon oa'the I W.1; Brach In the Woeil,- Th. railway ewwft" wnpmd Wdty m P" Bn�h1 It>vmr—bon tin May22nd 190' The wane wa dt nV t -.1 fY MAN At; I'N I CITY.: I -ae. K SON ct1II UAC; i-fltyNl i)A 1 3 ,II)"kt.{i. I it I t l l l't.. 1' i'('N l i t ). i r'I'.!i LIri'-:I" 397 of 424 B-2 B•3 In WLaomille D.acb m 1925 fat that Intemn, the aria rq,uflion grew at . hcrdws1k wit contmdtd. ng alo with dart, p.vtll—, aherWng palknea n.tawanw, and .d- 6nma d into..'. men, Ni the —seder nl the 20ta cenlury. fark—Ill, Leach coMmad to gmw. It did na. ls—. tlwaya them. In fact hT the law halfnf the nmhd): h wr ridw tern dram and lnafr. Oeer the Ion 30 )ear. That Mai all changed th-41, . g— deal of hand wont. —1 arddana fmm the city gtwwrsntskttt TTIe dn.mwwn ha hears rnit.Wni and the[1ty Is con ag.tn aver drataslw DEMOGRAPHICS See T.Nt I lelpbly for Iftfmna.imn mgaceding Irksonville Death D...gttphke CLIMATE lackaomite gacb1s choral 11 de.rtwd u humid sohmpk.l with yrLmny — $he hot. rimy, anion, wMch Was fmm May to 5epkmhee, and the mild. dry torah. whkh soot from UcWlw m ApaB- During the rummer .-Lh. tsar high temperalurn am typka9y In the high go. —,Iy falling belmv the mW-70a and the sfurnnow oMn bneg Lh— hm.0 of rain and thundea. Daring the tooln —ha- the .+nape wopernom 1, m the mid 60t with the lows landing in Lhe mid-a0s The nrrage rainfall I. 51 Irchea a Year Nlic—tie Beach I. kit Luaeptbe W hoMunee than match of the last Con. in fact, lite ua hit only ttcelwd oar ditto hit faun a honkane Ono Ih71-11—icsne tray t Ira+eM+iratlOn-vpaar.0 �.. l T eu.matm tegwwan 2v5u a '--br Rae bnnllraomn is, Aar C.— soul 0to is ism At— A+n — I 15.3s I" Arm 23% IS.4& 301% Nruw Amww:an chat Nm65 il,q I— Noe a.tn 53% 6Sw.S loci total lam I O+eras 3ML yhlpuwi Wtat«I soli I 1 fdur[rlr. w uynwneR .grf9 too kbtlar ll*4. 7r.lw suhebrl Vq—of lLgrwr aaayL 2Ararrt wgey.caM..+er arxh a!3 Hailers Ajr.t.s 33a Ill .dewr ear. .sat Lahr Us Gmar a — Dal In 196e- Rceeruly. In 2616 and 2OL7. ILOM—s Maflhrw and Irma did -1 pass ihm4h the coy hm hreitngttl Wuld rain. Ire, damage seal same Rmdlng GEOGRAPHY A—dingm the United Slav Cmaw Ilan as fatio—Ille north craven .lad ama of 22D ". mike. 7,1 .grace Mika ,whkh Is end and 14.6 pure mile. of which is waw.It Is LbeeaurnurdtausdU.S. Rooesawhickands car IY SSA KAc.I F I •-i1.1u1 IACl4S0,%%'ll$ 1. RI Aral, I IORIDA 4 Et•4 the day-to-day nperatinm (the any The City Manager .I.o prepam the .—I budget foe C -licil append and bt— Clay e.pl pm I Wait, and the City Anorney are lh. Ciwnclf. two.Ppolmtet. TM cMy dye. molt) unites, htchding pokm, am, cede mmmenaenL ..IM4 eenk.L MaehfromL restmorna and lrllnke Iifeguside dung 4.3 mlt, of protected Mach, a of coras.r. Calk. and recresaon. two nmeeettea ,met rpwerlenaa:e. elrcfnc. wLer, almmwalrr, arwar, aanlsaltnn, and natumf at S--hors Is p—lded lbmugh a third pang and BIS.va%-r. h pra+-kw by she county CIq aneket a. ncdlenl and highly—laimed Rath. 1:... gy b very wcU regarded and rn-el)ed me Di d denga.unn fmm the Amman Pahik Aryan Atau-LeLen W b.luga Rdkbir Public Power Pcmidea W 2017 and was bonomd by.heAa3Wa Mankip.Mrclnc Av Wk. wish tM Ett1)ding StrongGem AU. Award Mau—.*.n 2015 and 2017. TM poke Depac+menl hat been accredhed h) the \10-1 C Imian on Ac[redt.lkm fnl "% I:nFunmmfa 22ntmecWtmyean tlncmylu.rmehrd th, C—ment Hnarce Wit— Auoclatkn awards fa halt the e;anpnehenv+. Annul Vinannal Ripon roil are Annual nndget fors awe 10waaautvr year.. 1c1-11Le Dn.b rr m eatmenrly wand fin--1 cnndittn. and, IAnmgh Inng-tern planning and cWML tailgating. e9-' in b. ddu.fm by a. )ear 1020. ha F1' 2011 badge! I. 3164.505.457. and IM Domed Ford budprt 1.$223_'0,576 Tha Sorge m.)a gaFdin d!lkr.nc, coma front and goes 1. the dlyi utihly npererme. h has: 3a fai me employees and 154 psn-am 'fht ta%,,. drp.mr man It par, f9O fall lime tmpioyma) foiletwed by Reaches F.ntrgy M fudtmei and pubtk work. 467 Uham,). The city ha Lhne unmu—the Feat, ,1 C der Ot Mite, the lneratim xi Awotkimn of rltetgbten and the lahrlmd lniematimul Uamn O Nnnh Amtrics, THE ❑iALUN(@S AND OPPORT17NMES Om the peal 20 )wn, Jacks —Lille Beach hat mode a rema.habt ar<o.rry. The ono Nlgh.ed downawn It maw a dnitnallnet fnr maidtnw and ltWr:t. dike. The coy It—Menety wall run and nnincldly sound. It Is nor. hrtwera, wilMUS let Itute. I vat. white the downwwn hat made menarkahk progress. It Is not yet whom the city want+ 11 W be. Hy day, tht down.ow-n is a co-fonahk, f dy.orkaled Mach — I'nnm sbow15 pm W 10P.M d 4 rmcl mil by thoareut for in e—Ng dinner and. strdl. After Id pm., howevet. the dynamic shdv and cod 2 a.m. when the ban date. the — Is f.rganted by a .--h younger R—d Tbt Inner of his W—lAht emwd Ims- dgnifkam iuuea that requlm wddhlnnd policing elYaru You can read about — Indeml on dw sine tea. Tee c1ll and eat rr.We to —'eadyaodimnste this problem the next elansgtr ,it playa I.rge sole In hdpt.gneale oho aiwl n, lack —flit 9—bla d—Lcn rrMathepeenuaitoneatFTardalMat— N.pin S—Lh Reach, and fain, Reach lmrgwrmmemal mimlon. am a Inca are, to 196e. all LWI lh. ,LUaa(Iacl,1-Wle B.ah, All—k Deach.4pun, D.ath.and RMdwin) con"ldaedtn brcemrla[khwnaine Duv IC—ty under nn.g—ren—el. lLa.uarala Uw+id and Ciahath hhaton. Coopnsl,a in.h the cmrandaud p—lomem it —11 4 frc many Rea. hot all Pan)cwkt A `} V a law CWU 1 It raN. 2 worrier aw,d.r.t ndron.L krAadwwr,wra,¢La..er,... Implorw haua[ly to rrY Station Maypon W AUiuy' sow MAml Goa —Malin H.Wo— .GA Tav a�a Iawwail. m6 aM CIO u pass A — 0goneana .O— m� [MrMlgawwALsemd. VC Saws— Vaai Larday Las Coast Gu d Lorna can, ell.aaaw saaA Rlgarara n an tem—tion with Stair Road A IA Lh— Nacb horn itt Atlamk Ocean- h L die rut of h-dyd Iackwntide vld tea m .rer.ge at la leel.borc war .vat. COMMERCE See Ttbk 2 (hwre Lit) for I6Wrmatpn rcgudmg jam —nil, Bnrh Pa M%W p .Ogvrv. THEGOVERNMENT lack -milk Beach operate. tsoder . Gwndl-Maa.pr. form of go+ernmrm. The ae.yn-member City Cauart cooaiaa d be Mayor. three C—ca membna dated at Sups and there Ctuocd members 4r ted by dunks. They aertr R.gWeed f o-year Irmo and hkmrkdly the C d has bem Maundy seas,. The city deea hive, hnwe+ i hmtta ofI'm,I--Wive kema The msuh he drwg wmh rrttremeom, thin —hess will be loving IM Cayncd this Wh and th. Mayor and m-hdgg abet rhme will tee reamed can m 2o2a ^ bn0.N+y The Council 1. —pe=Ak for dett—I.M.g Po1ky. pa.uag adianraa .cop .F me amours! W - badger, appoinrtnr canmrm- -- AW - - and appombag the Coy Manager _ levwe a� City Anearwy. The Couacd3 Ian- am — warthweiltogwi erh.grnly.is r r.nnnw add hit. Waded of Inpat for city — " — R.IT is_ In - skdtlrrae 330 -- The Coy kLnger t charged Aak5 !W _, _ with caryWg out tin poltlm made by Coundl and natagmg 5 - CITl' MA NAtiER I CS'I'Y OF PAC R SONVJLLF. BEAiaf. FLURI DA B-5 Nowt a aww the FLhWg Pit, 1. 16, clly. Most It the main th"14MLeea'Ad site Mike NW. Dew Ramp .t dwbkh am .Lai en she my. health, U.imsreualy, they ..ma .1ways vital to Juk—ilklDusal''s hdLb. TM ruaih h .paL. wthe Pan. - tlwrriram LMtshw -.shad away )So fm1 of It In the fag d M6--ww not lee,ompkud A Team wont mid W It, 2019. and th, e-11 hooch are na a well mdnafrted a the toy w..0 Ithe. A related mpic in W— with the amtt. At the pfeknt Untie. Lhe M.ydr h.. srry dmeg misi5anfhti'. d T.n.h..... A. anted h~v. M wtt Its k" in 2101 and sunseme eke will need to slap + r W that — A reeved Witte k how the mtY will re ode fife .eetkt. re_ftily. it. coumy Pemidn E11S transpo.a, white the CRY powkks Are at will a. some rw —i..'rh. ton am cuimih dhcaatkg the"*am, 4 Lhmy —le, wiab th, cnumy for Lh— —11— A, wall newt FSaids naval ctwnmanitk. .... g that tb. Mw-h dot -a made h . cundmdng cmiceen. %1km upitimAment la need,,. d will stquift ro.+r h."W n woh the ramq. vatr W ftdeaal6mernmefdc lo my0datr tea. Z ftwg aaar twortir an efw- bwlanet at the county gareernmeK an g loll fuvar than tho.r In Ow thyrivahn, ai Lltt .geed. "lpenly cowaahes. l-k—y1W Ruth wW -ad te, compere w keep At .tealandl.g employees and that win haw a 9:115'MA%AVER 1 1:111'II1 IAr t)e-ti%'I I.II nI: ACII fI -IRI DA . 6 7 CISS he A h AC,IR ca75cr IWEQa'v%il RF At:H. IS t.:iS-A 398 of 424 b,dgetsry impact A socond pnemmi acmes that .mat, kay toll ace reodnp The Pubbc Works Director recently rellred sad the hsl,ce Chief ill kaae in I n y. The ksrvw{, erp6cemmt has already Men hired bur the crest marisger Mg be reapvmihle for seiecwg the nes, Pollee Chief. SuoceWmt pheinh:g I, an aces tki MII need mare fxie In live he— Nnaliy. w-hoe,er t. .elected will kdlow a very sucnnfuk Inrg trmt manarr. After 23 pram don nsely surceaafW kdnship he ha, kA +e,5 big .hoer [.be oilyd lTter,fmre, team halmna dinuldis— primtlyf hl."Plaremenl. THE IDEAL CANDIDATE lack+anvgle Beach le,eelJmg a highly moti.asd leader with .1—soilenrm into. tad Participative ism-p—.L The msc! Waal ig he a runny empenenced dhkak forward thinking pmfesµcmd manager whh a commitromt N k,gng Aremss of nnv re,h-lop trot odic, ,maces resting 0-11-1 96va.—W ormsF—L. esusdanding 6-0, whn ig P.M., with the Ciq Council. -ff and reddema m mots. the by rhr hew h can he. I lerdtr wlll be eavemeiy competetit x drmonµraed try. te.ck record of ahiexevrient. The rndlvWnal "I be a Imsted advl2or and ,killed to bW Wing relarmnchips end cmrenaw Ai the mrru time. the city Ir rim loohlnp !or . ye. man nr wosswcr Hersbe will haves prong Ixckharir amid willbe eomlon.ble Ohng the C ouri d dlplsnaalraily who it need. in bear Whir lb. whi A worm . hest. Speaking cmdkily m them and others will he Impon.M. The msnagrrt only inleard wit be doing the right third me the right re.sonp and what s beµ kit the cagy .rid nit n,tdana The Idcd carotids, will he mppro.rhebk, pvvIti . inns Una and here a psadan (or the nty. Helµie will he c k—ble In Ibrcommunhy reed spend Urn. Interacting with resedern.andbull—nerecs hmidingousi-Ab., ,.A—r ver-W, will he a core x.I. and the manager will ii—pi nothing lem than eaciknce, Iderdir will led by enample. rrmgakusg the customer rivy not always be ,1& hoc Ihelr Como., mwl .bray, be taken wno Ii. and nw,ed with dignhyand respell• with an cirort made ra reaahe the I— favorably. Where the concern cannot be .rented m she cue rl, us,lsrtkn. >n aplautkrt ofwhywtll hepm W d. The mism,Wr will be a people pr.on and hate ousiandmg communiaionr 491, not )uµ In apnking and writing but .6. slivering, dtplomary and 0neue IWA, will be hie wtreak highly comp{ea i—cr Ins. µmple peer, that rv,symie can undersund. The individual wig _W,.abd the need to Wore mfortnaWit and prnmate Innpumcy. HNrhr ill h.ndk strew well snd mman eshn. raiaml. and r!Teclllvin momrnuarMdt Whit. . problema.n. The meager will unJeriaod Ii.ind dad with h quickly. Pernrully, the neat rtty manager w dl be upbeat, frkndyy. outgoing. Idielllgenl, eiganlmd, chnrfdly ptilmeriL arW Porhlve—aornenne with . 'call do' aWW& Lad one wha I. viamnary yet practi A and "Issltely no a biamua.t While proms 1. Important, h,nh t wily Ralira h annu averrWe corn.. W. At (lie .tin, acme, the mdnidpit will N humble and recoplec bogie don ewe has dI the answers The Indlridud well h, nmwagy curious and hate wrong enalyµcd WAR the best candidate will its, open in. new Was and Mmng to kern frmn niiryen,, melding sA,rdimu,. liefihe wlit know g1Nng dMra MY MANAGM I c'T'rY OI {Ae:l;Ss.\5'1111 RF.ACIL II ORTIIA - g B-8 As miniUmck,miilk&act hmnirr y sung tnamct.Ily. .rid.he nest mussg,r wM need to eoodoiir VNt tr.Mmra- As such. hehhe 11 be atnmdy rkgkd in budgeting• knmsce. and fiscal management. Glyn Oil chy Mr three anWM it sal be.mpdanl than the row chy mus.grr, b..e &mnrmrafed ,accevfd e.prkae In Ishor rrlalk n, anJ collarhr bargalntng Lsp,rss c weakmg vmk Community Redevelnpmml Agemcka (CILkv) and wild red-4olsinem prufen, is uor.n and yifktarxuP. Beach It lergely hWli not as false! growth wig rope f rrp6ring wiw s aJMWy here. Ass a —.1t. eips,"o, with tnfranrunure drrrlupo5env rrpl.—rit pro).ns will aha be r,111r.L Skit ;n Ullrlgmernm:nld rdamm aid bupoing pennerklpithnrher agencic+wultx rritka;. Knowledge rd and espeskace In Ihr npelaunn and man,gemrnl of ddlty ,ysumc (including Ale rk, gat, water. ,ndewatn. and amr,nwaa) IL µgnLOC.m pion 'rhe Ideal eandadae watt have a Inµ , year of Pmgrnst"ly-pansWle esperknce Inm LVA ossnagemem and µ draw fh yvwn as the manage+ or asi.tanl m..9. A gachekrl degen (rivn rat acncdued ,-,Ilgc or unherity, with a =)or in simtrAdsm,nn, mamgemem w a related tk4d 6 t pirvd I WmAY•. the C6y C-111 hope. la And.muagrr,rhowell view locksonnik ikah u alewri In nu sun right and raw . rtepPing ,mite. Is hop— m ..I .auger will hmwar th, prm r" a(OR moat reeem .manage, and nay. Inng lima COMPENSATION taw v1.ry Mat Is 31400*W S170.00m. The lml votary suit depend on siusllRcstlan, mind expMreise- Renenu are escdleAL The City Manager ran lutn the cItyl dented bene0l pelldon program with full r.dr,meol m age 62 and 10 yin dnrdked rendcn nr haze a lrlhualum nude,. a a53 defamed Wi—ris plat. THE MOST REC&\'T CITY MANAGER The mot rc,Ieh, atl' manager s celldng olher 23 years wish the my RESIDENCY Time dly numger is requlredro reside within theory limits duets hWha knoll m manager. HOW TO APPLY I: roam )ou, cower lour and ..tame to Renwtatgrcb- msn by August lath I:ad and mailed -- wX not be-ruld.red Quntimm chnuld be dlreetd rat Cnllm gaemigrr u (561) 707.3537 or WvId Collin at 17711220. Ox INTERNAL CANDIDATES Nat inured ca,ddsen are.,pied tb apply CONFIDEMMUTY Under the 1,Wrid4 Pahlle (hoed. An, .11 ,ppil-1, me rube to Awintste upon recelpL A,a p.clssl runes,wr do not ecpn nlrmhe .memp Ynill .flee xml Rndlns are nan+W an(>nnbn act CIIY MANAGIAl I I,Ill (11: IACfiIMN111i UACII, 11cift HIA to the credit 1+.hen the best .,r w get things Sore The nuaW ,dI kit hsxen and ,ahlldl unquegloned Integrity Th. me V, wog like , clulknge, dunk µr.tegk.ty, and d—fte ,olatim+. The Intl id,s>s will hr able act aoudpate West" twes and rnii.e then twfa,e Ihn• I. — problem, The bur. cand,Jetr rrdl uttJrrdmtd the I.parunce of Qse day ro-Jry. but well eM in k Jnerl NOW so —ties frarm d.e used W plan fne th. bog Imo mini F anvrngdl.hurg whaa aced. in be done to .—I the cKyh figure success. 4t6,he wig M able• to k%* over the horizon mnstclp.te pm a d perbkm. mid take Kim in .,wv they rover rum. in (na m. 'rb. mdMdod sop ccn a wy ..el hrtier ways m aavmpUb the city% mission. i .+mpks, ad day.w.day buµness KnrivvIeJ r ofiheappikatkm ofln(c us*cs sorhmdngv, In ,ptknW pn.ene, xill lee uwhd L)ae..L. the .Wf it very drong and red, e kadea.mils mirnmutalse. the idnlranddau will fat forth priontk,. Jrfepae. mad Own sup bark and a4kw thmr rerp amble W schirre die rnulu.lA bva. LheinJmjhvvlwtg mitre the µdi evIrllhers are th, chy'1 fiAi Imppmrsi nlrm,Ice tad Wrtl mcuurvgemrnL rc d ,ants and rem Weir respat Pan If Wr managefo role ,AI he to he am oks, er,J to bed staffstmh its full potenlsL Thar W. the best man.gn w01 In— hefahe I,kpu mfdmaL apes Mdi:nits w he nit ,Not anOdpalf timdy re. Ji. 9 ::Yll M1\M:I'K - t.(TYill IAL'KyOhlsiiP ti-A, f ,. ::1:.1 THE PROCESS Wseation, %to be welled biwoen AqW nLh mad September Amh Hrnlbu wdl be u-kcud on a -Bober Its. A rnceplktn and tri Yi u In be hrW ,m Octintwr Oth .rid I ah v.uh ..ebctim a-* Ihe,ealirr. OTHER IMPORTANT INFORMATION Th, CUT W jackwtlwilk Beach is .n 4-1 OPg s I.T F.n+picim and rrcomogra hon.en, milin utd.tuna, to afh. A vekrank peek,—. r In k a-mW per rlanda Law ADDFMNAL INFORMATION fits addiuorul Inftematinm dwmt the cap vWL hµ-,rwwm }ackacn5x4Lt•rach mrg+ C.OLIN IIAFNZIu3R* ASM K'AAY Pi B-9 MF TLT F q S B-10 B-11 COLIN $AENZIGER(PASSOCIATES Appendix C Sample Candidate Report COVER LETTER AND RESUME CANDIDATE BITRODHCT[ON BACKGROUND CHECKS CB&A REFERENCE NOTES [NTERNET SEARCH TABLE OF CONTENTS PAGE is 19 35 EXECUTIVE PECRUITING Sample Candidate Report [Note: The following materials are provided with the permission of the candidate.] Page 1 e1`91 Cover Letter and Resume Page 2of9l Page *�a Ili 400 of 424 March 26, 2020 ROB HERNANDEZ 1873 riorsn t lir stray Cons Spnr,gs. Flu,da 33071 �95•-9�1oa51raonerrvndrz.tc^rcast un Mr. Colin Baenziger Coen Baenziger & Associates 2055 South Atlantic Avenue, Suite 504 Daytona Beach Shores, Florida 32118 Dear Mr. Baenzlger. please accept the enclosed r€sumii forthe position of City Manager for the City of Cape Coral, Florida. I am confident that my organisational and leadership abilitles. educational background, and diverse professional experience are wre8-salted to the specific requirements of the position. As indicated In the enclosed resume. my professional background Includes morn than 25 years of progressive and responsible local government management experience. As an ICMA Credentialed Manager, I presently serve as the deputy city manager for the City of Fort Lauderdale. Florida. Prior to Fort Lauderdale. I served as the city manager for the City of Savannah, Georgia. In that capacity. I reported to anine-memberdtyrounciL created anew strategic plan - uVANNAH roswnan, led a family of 2513 exceptional employees. and Implemented a loan operating budget of F408 m3111on and a capital improvement plan in excess of S407 million. My previous experience Includes gervingas deputy county administrator for Broward County Florida: deputy County manager for Fulton County, Georgia; and assistant to the county administrator. Broward County, Florida Collectively, my service In these progressive communities has provided me with extensive knowledge and expertise In all aspects of local government operations including affordable housing, strategic planning, transportation. budget development. community services, economic development and community revitalization, human services, and public safety, among others. I am confident that I bring the right skills. experience and talents to the position. Ifyou would llke to schedule an intervlewor discuss my interest in the position. please contact meat (954) 940-1065cratrobhertian4ozVcoinuit.not. Thank you foryourconsideration. Sincerely, rr... 41 Roberto Hernandez alaaai Page 4 of91 Candidate Introduction profile Proven.resourceful, and resules•focused public administrator wthmere&s 25yearsd psoeresWakcal gairernment rrtanagelrltrrt tipCierKG IPYtACmdemlaled Mana{er klWwrl ftf IeaderStrl P. Professionalism and oreanitattenal abNities- Relevant Experience _ Deputy City Manaaer 2019 • Present City of Foniauderdale. Florlda pry Mamger 2026 - 2039 t0ryd Savanna3ti, Geerpa Deputy County administrator 2013 - 2026 aroward county surd ereounty, CommYidomm. Fort Lauderdale, Florida Deputy City Manager 2011 -2013 City of Corot Springs, fiorida Deputy County Manager 2003 - 2011 Fu4on County aoard of County Commissioner. AWnta. Georgia 4svitantio the County AdmWarstor 2D03 .2Doa Breward County Board d Commissionen; Fort uuderdale, Florida Various Positions 1994 - 2003 broward County Board of Commissioners; Fort Lauderdale. [kilo Education Manor of Public Adminknradon Noire 9osstt+easterrh unlierstry; Fort L&Werdale, Florida Bachelor of Fubsc Admirdii"tuin Florida laternaWnat untrerlry; Miarnl. Florida Current Professional Affiliations mkrnaWnat Gry / County Manyemmt Aesotlatim jlCMAl - Cradentiaied Manager Florida Guy/ County Manaaement Assoclatfon 6,nward City/ County Manaaemerd Assodatien Page 5 of 91 Rub 1lcnlandez EDUCATION • Master of Public Administration, Nova Southeastern University • Bachelor of Public Administration, Florida International University EXPERIENCE • Deputy City Manager, City of Fort Lauderdale, FL 2019 -Present • City Manager, City of Savannah, GA 20I6 - 2019 • Deputy County Administrator, Broward County, FL 2013 - 2016 • Deputy City Manager, Coral Springs, FL 2011 - 2013 • Deputy Counry Manager, Fulton County, GA 2008 - 2011 BACKGROUND Fort Lauderdale is the largest municipality in Broward County and the ninth most populated city in Florida, slightly ahead of Cape Cont. Smaller in geographic area than Cipe Care], the City encompasses 38 square miles with apopulationof 186,220. A popular tourism destination, the city is often referred 1n as the "Venice of America" because of its many inland waterways, not too dissimilar to Cape Coral's "Water Wonderland" designation. The City of Fort Lauderdale is a full -service municipal corporation that provides police protection, fire -rescue services, parks and recreation programs, potable drinking water to a service area both within and outside the City limits along with wastewater colleclion and treatment, sanitation services, developmem regulation, parking, and mew maintenance. The City also operates a general aviation airport, a downtown heliport, an aquatic complex, and an auditorium. Its current general fund budget is more than S373.7 million or $832.7 million in total. As the deputy city manager, I assist the city manager in overseeing municipal operations, specifically coordinating the activities of the Transportation and Mobility, Public Works, Sustainable Development and Parks and Recreation departments. Collectively these departments have a combined operating budget of $380 million and 1,527 full-time employees. The tlsrce most critical issues facing the city arc: • Infrastructure • Resiliency • Affordable Housing Both Fort Lauderdale and Cape Cam€ have identified infrastructure as key elements of their adopted strategic plans. Fort Lauderdale's emphasis is by necessity due to a series of ineet• high - profile infrastructure failures and a state mandated consent order. Fort Lauderdale's initial development boom occurred between the 1950s and 1970s during which the majority of the city's 401 of 424 Page 6 of 91 Page 7 of 91 Rob Hernandez Rob Hernandez infrastructure was installed. Materials of that ere include cast Iran pipe which is now failing regularly as a result of corrosion and erosion. From the 1990s until today, the city experienced a vertical development boom witnessed by large-scale redevelopment on its barrier island and downtown. This explosive growth was not matched by investments in infrastructure capacity, redundancy, and resiliency. Missteps occurred along the way, including transferring more than $20 million annually from the Water and Sewer Fund to the General Fund as a "return an investment", reduction in preventative maintenance activities, and failure to modernize its primary water treatment plan[. The consequences of these decisions would surface years later as sewer main breaks, water line breaks, and flooding would disrupt life throughout the city. The City has identified more than S 1.2 billion in needed infrastructure improvements over the next 25 years. In Addition to rectifyingyears of disinvestment in its water utilities, the City's park syslene and public safety facilities have suffered a similar fate. The City is low implementing a S200 million parks bood and S100 million replacement police headquarters bond referendum to improve those facilities. Sea level rise is Fort Lauderdale's second biggest issue. Fort Lauderdale has made adaptation to climate change and rising sea levels a top priority. Many neighborhoods in Fort Lauderdale now experience chronic flooding on a regular basis. According to recent projections issued by the Southeast Regional Climate Change Compact, 1047 inches of sea level rise by 2040 and 21-64 inches am possible by 2070, The City now requires the impact of sea level rise to be incorporated in future infrnsuucturc master plans. Also, City -owned seawalls are being replaced and elevated, tidal valves have been installed in flood -prone arras, and the City is exploring the feasibility of raising road elevations in certain neighborhoods that are threatened by sea level rise. Fort Lauderdale's housing costs are now among the highest in the nation. Mote than 60 percent of households in the city spend more than 30 percent of their income an housing. The price of aingle- family homes has increased 41 percent since 2013. In 2018, the median sale price for a three bedroom home was S440,000. A faur-bedroom home is now S835,000. Given the high cost of homeownership, many we forced to rent; however, rental costs are equally unaffordable with the average two-betimom rental costing $2,705 monthly. Three bedrooms, $3,204. The City is attempting ro incentivize various housing types to support all income groups by providing zoning incentives such as height and density bonuses, no- or low -interest loans, or grants to developers to facilitate the construction of more affordable units. Without an affordable and diverse housing stock the city, county, and region will not succeed in creating a diversified and balanced economy. GENERAL MANAGEMENT STYLE AND EXPERIENCE Cape Coral is a jewel for public Administration professionals to practice their craft in a progressive environment. The challenges in Cape Coral are similarto those I have faced throughout my career as a city manager or deputy manager. For those reasons, 1 believe that the combination of my experience as a proven leader understanding local government in Florida, the ability to work with elected and appointed officials and the ability to understand and solve problems will allow me to excel as Cape Coral's next city manager. Page 8 01791 Rob Hernandez. For the next three years, we made it our mission to make FM better. We used every conceivable resource within county goverment and put together a team of county agencies that included everything from arts to zoning. We rolled upaursleeves and went to work. We attacked the issues from every angle: from health to human services to public safety. With the help of a dedicated team, we accomplished a remarkable turnaround that included: • Adoption of the Fulton Industrial Redevelopment Framework • Designation by the State as an "Opportunity Zone-, providing needed economic incentives • Establishment of the Fulton Industrial Community Improvement District. a self -taxing entity to take on area wide governance and improvements • Establishment of the South Fulton Service Center which relocated two county commissioners, police, fire, and all other unincorporated arcs services to FED Today, RD is healthy and vibrant. It is now a place where buslnesses invest rather than live. My biggest disappointment thus far involves the establishment of a fire assessment fee in Savannah. A $14 million budget deficit welcomed me upon arriving in Savannah in October 2016. As 1 tackled the deficit with my new team members, I realized the City had a structural imbalance that needed a long-term solution. Although revenue growth was respectable, it lagged projected expenditures well into the future. Working with the city council, we agreed to a stopgap approach for Fiscal Yew 2017 with the understanding that we would bring back long-term options the f iliowing year. Fiscal Year 2018 presented a S12 million imbalance and to address it, I proposed a fire service assessment using an approach and the same consulting firm as Cape Coral. After spending considerable time and effort creating such a fee, the city council adopted the budget with this fee. The fee provided financial stability, allowed us to lower the millago rate, and provided resources to address capital needs and service priorities. The fee was controversial and faced stiff public resistance. Continued opposition to the fee caused the city council to revere its decision midway through the fiscal year, requiring us to identify more than S 16 million in new revenue and expenditure reductions. Rescinding a budget halfway through the fiscal year was disruptive to operations. In retrospect, I did not anticipate such stiff opposition since we held more than 60 community meetings and thought we had obtained Community buy -in to the extent we could. Newspaper editorials supported our approach. In the end, the fire assessment was reversed, the equivalent of two engine companies eliminated from the fire department's budget, and the millagc rate increased. The painful lesson I learned throughout all of this is that local government must do a better job educating the public on how wall it is performing and safeguarding the public's resources. It was a painful lesson - it still harts to sit to this day. Employee terminations are always an unfortunate aspect of -bat we do as leaders. Unfortunately, I have had to dismiss employees throughout my career for poor performance or poor leadership. While it is never an encounter that brings pleasure or satisfaction, these separations were not a surprise to the affected individual. In every instance the individual was counseled and made aware of performance deficiencies beforehand, corrective actions identified, and the consequences ofnet meeting tie performance standards explained. I hope that in every instance, I treated the employee with respect and dignity. I allowed them to'write their final chapter" with the organization and Many can manage but few can lead. Management is something I did earlier in my career; at this point in my professional career and personal life, I believe it is more important to exercise leadership. As leaders, we must communicate a clear vision and direction. We must demonstrate a passion for what we do - that is, tomake a difference everyday. Forme, leadership is situational. When time, resources, and skills permit, my leadership style is participatory and collaborative. In other circumstances, it must be directive. Great leadership is infectious. People are your greatest assets. it is important to create an environment where people want to work herd by making things fun, challenging. and rewarding. I believe in building a positive work climate where people are appreciated and valued. I like to consider myself a "macromanager" rather than a micromanager. I view my role as explaining the project or task, the expected result and deadline, and monitoring performance on it regular basis. I track projects and assignments using a Sharepaim site and meet with staff an a routine basis to review progress. I meet with staff nrore frequently on an as-ueeded basis. I describe what needs to be done, provide them the resources, get out of their way, and hold them accountable. So far, I think this approach has worked. I am confident that staff and elected officials would describe me as professional, thorough, hard• working, ethical, honest, opinionated, and transparent. TTrey would hopefully view me as engaged. participative and inclusive and valuing open Communication and feedback, while a]so allowing for empowerment and accountability. Two strengths that others will pointio are my transparency and ability to make strategic decisions. In terms of a weakness, E believe that my commitment to my organization and loyalty to my teammates has led others to conclude that I can be defensive at times. Regarding performance measurement, 1 believe it starts at the top with the governing body establishing a clear strategic vision for the organization, and cascades downward. Once key strategic objectives are defined by the governing board, it isthemanager'sjob to develop strategies to meet those strategic objectives. Business units then must identify those operational efforts and measures that are aligned with the strategies and long-term objectives. Those help form the basis for developing individual performance measures that me included in performance reviews. In terms of a significant pofessianal achievement, the revitalization of the Fulton Industrial District (FID) in metro -Atlanta, one the largest industrial, warehousing and logistics centers in the southeastem United States, is one that I am most proud of. In the fall of 2008, 1 toured FID as Fulton County's newdeputy county manager. What was Once a leading centerofeconomic activity was now rife with rampant prostitution, open drug sales, shuttemd buildings, neglect, and decay. FID was well into a state of decline that began in the 1980s as its warehouses were abandoned for taller and larger ones elsewhere and manufacturing disappeared overseas. I observed conditions that 1 had never seen in my career until that day. Families called extended stay motels home. A police detective explained how FID was the child prostitution hub for the entire metropolitan Atlanta region. After a woman was found locked in a dog crate in one of FIDs many hotels, I was horrified and said: "not anymore - not on my watch." Page 9 of 91 Rob Hernandez allowed them to leave at the top of their game with a celebration of their accomplishments to the organization. The issues and challenges facing Cape Coral's next city manager are: • Leading in the Post COVID-19 Era. • Ensuring continued Smart Growth. • Continuing to expand and upgrade critical infrastrucnae. Sadly, Cape Coral's next city manager will have to lead the organization through the aftermath of Covid-19's devastation. Although the City has a diversified revenue base not overly dependent on one specific funding source, it can expect revenues of all types to be impacted. While the financial realities of the pandemic will become clearer in the months to come, Cape Coral's next city manager will need to assess the financial impacts and determine how to continue basic municipal services, allow for certain aspects of the local economy to resume and balance the workforce and service demands with the new fiscal realities. Second. Cape Coral's next city manager wilt need to continue to position the city for growth once the post-COVID 19 recovery begins to take shape. The City will need to Continue progressive land use policies and zoning incentives to attract orderly and smart development to greenfields and redevelopment. Promoting growth in the tax base and employment for the city's residents must be a top priority. Fortunately, Cape Coral is well -positioned to attract further economic investment once the nation and the state adjust to the realities of the post -pandemic world. Finally, investments in infrastructure must continue to drive the next city manager's agenda. During difficult times, many municipalities defer or elhidnaw investments in critical infrastructure improvements. This is a grave mistake and the next city manager must avoid the urge to got capital investment plans. Since capital investments are long-term in nature, it is important that Cape Coral's next city manager appreciates the need to ensure adequate investments arc made in al] facets of municipal infiastnuelurc h iduding roadways, water utilities, facilities, and information systems. For Cape Coral, this includes expanding infrastructure utilities to areas currently not served plus parks and rpm apace to accommodate neighborhood growth. The benefits of such continued investment will pay off in the longer -term. it is important to take a long-term vices rather than an immediate one, however painful it may be. If selected for the position, during my first six months I will: • Listenlisten, and listen 10 understand issues, challenges, and desires of all stakeholders: elcCQ officials, neighborhood groups, organized labor, business community, education representatives, the local media, and others; • Forge a close relationship with the City Council and Mayor, • Review goals and objectives for the organization with the Mayor and City Council; • Reach out to department directors and learn about their challenges, priorities, and programs; 402 of 424 Page 10 01791 Page I 01791 Rob Hernandez • Meer as many employees as possible by conducting several 'town hall" sessions; • Establish trust and credibility with all stakeholders; and. • Become familiar with the community and it is culture. As for media relations, I appreciate the work the media does. The media can be a great asset if managed propefly and cultivated. Being open and honest with them is important. Integrity is an essential parr of the relationship with the media. In Savarmah, I practiced an open-door policy with the media and reserved a better pair of Tuesdays to meet with them. [ am not aware of anything in my background that could be considered embarrassing to a potential client. Social media is an effective fool in keeping the public informed and is changing how government communicates with its various constituencies. I have used social media, primarily twitter, to keep intetcstcd individuals inforted with short briefs on an issue. This helped us shape our story and put us in leading the community conversation rather than delegating that role to media. I have used social media to help sustain interest an an issue and to keep the public informed on upcoming discussions or significant events. During workshops or regular meetings of my elected body, we would "tweet" aspects of the discussion. In Fort Lauderdale, we rely on ZenClity to help us mine social media on a regular basis to help us gauge public sentiment on a variety of issues. Then is "no dirt" on me. I live a clean, simple life, prefer to tell things as I sec it, and sleep well at night, [ also treat people with professionalism and respect. l am honestly not aware of anything in my professional ar personal lives that could be viewed negatively. However, while serving as the city manager of Savannah, there were a few individuals who were not supportive of my efforts or views. You may find some blogs critical of my opinion on building materials in the city's landmark historic district, my hesitance in assuming the operating costs of a regional expressway, and of the 01-Tared Fite assessment. Regardless, I always conducted myself professionally and never brought any negative attention to the elected officials or the organization I worked for. My personal interests include the outdoors and pursuing home improvement projects ADJECI7VES OR PHRASES THAT DESCRIBE ME: Driven- Professional, Focused, Disciplined, Organized, Thorough REASONS FOR CONSIDERING LEAVING CURRENT POSITION: I am considering opportunities beyond Fort Lauderdale because 1 believe that 1 can have a greater impact on an organization and a community by serving in the top leadership role. +I- S2I7.000 plus $4,680 auto allowance and S1,310 call phone allowance Page 12 of9l EEW21r 2 Background Check Summary for ROBERTO HERNANDEZ Criminal Records Checks: Nationwide Criminal Records Search No Records Found County Broward County, FL No Records Found Chatham County, GA No Records Found Fulton County, GA No Retards Found State Florida No Records Found Georgia No Records Found Civil Records Checks: County Braward County, FL No Records Found Chatham County, GA No Records Found Fulton County, GA No Records Found Federal Florida No Records Found Georgia No Records Found Motor Vehicle Florida No Records Found Credit Very Good Bankruptcy No Records Found Education Confirmed Employment Confirmed Under the Fair Credit Reporting Act, 15 ]J.S.C. 1681-1681 Y, credit and bankruptcy information are very sensitive and should not be used be in the consideration of hiring. The information is included for each candidate because we do not want you to he surprised if third parties raise what they consider to be a concern. CB&A Background Checks Page 13 of 91 Background Check Summary for ROBERTO HERNANDEZ Personal Disclosure Personal Disclosure Qucstionnaac Men. of Atgixa-,l 1M rdl -t a— uo dn,gned ,a eau "I N sic a —4 fW1 6,6.a+le le IM 0s 1 co-k anrna hour badgoud ri— mars lb— ypnnl7 cantle -- a nmatpnaa m raon pan WI 1—il A yea bnna ci:—:d fco cl fsscxs scavche,.d byiu 6- we t>,6rnend t!w Inwlom d,vaaa n aman,ctu,n•dr v.: rt rlarrn ea tea mean you r=n tt�hs we sin mdc,ra„e p., you mry h..• born rronra,d ad n.ed.d In ad ,ampea,aren era banns tom n rise era .rot m be re:vin tLt ar dint is fdM iefwtmd rf y ban " q—ti.n+. PI.— mm.n ,a f•, dinar rim t, a—)M nwbrm Oapdu cm— dot-k6 r, Y•r r. No if i rishyw•cote,ma:>:uedofool,:nt�,trtwlwd,rtarr�,orcnolmxa:+nxrn<id�ti Y=r r No Y e naer•one,�.,,�edns„s.�mem's,.�m„n.am:.�ae.:ae..� � N.w you wmh.en tM avhea•fa ehl nrab vto'rtwnmgafuts ehalwa rn.crsraoedm nsuhwl ire w>vit7 Yu No K r k6n r•..,ab�tbc„b:ea•fawwi hr,arrrtrmp0%f�o:,hpwnrmtiytcd on .ra,ItN rn=lantar Yn r 6{o Y s lw..y„•wmbnm d,u{ad we,l,I.tna rtnl•naucat:d' vw r>a Y � rhx yin vm ham a cvraal v fa,arm a,•pi•Ia7 Y. tic 11 r.rwhna•p—Wxi, 4—rw naNnq;,ofWbnape] Yn - No Y 4 lY, y,., r,w. • pa'a W siren A-17 va x. r Ia I,Ibar at,Nrt as yea, btr-m b.%.rn.&pjb.t».Mynertndr,mcrow11— arbYppn I fN aurae I,aht frsm0A, pray wmy Alba rnsdanl.vn+ V. r, k X II TSwevowde,ap•{ury lawauamriuel, you n. mhna•be,c arvtr .plCn,rra d.fmd.r* tie..a I t A —a ¢ Brlaaarrrx d Appac..t - na.n.rrt.Imt.rr,n.aLrorooctislrsrrr.b_��.trvrt-�<.t .awnnw imisMiVr y, �: o../., ..iM r.rrfp ref';y Flt„ IN.-rk—L. ar rr,.dp, W f—ft .1pt a•Q>•. Mtae•Rde rnr MlyDaau,avtS 5•,nPrny uC['uii. lrami,perk Aaaminn 403 of 424 Page 14of91 Page 15 o£91 Reference Notes Roberto "Rob" Hernandez CB&A Reference Notes Page 16 of 91 Reference Notes Roberto "Rob" Hernandez composed of approximately 2,400 employers. This momentous change created openings, which he filled with sharp and high performing individuals. The new employees immediately began planning and establishing standard procedures. The City began to change, and consequently, so did the community. Furthermore, Mr. Hernandez greatly believed in committers. He formed several committees with the Human Resource Department and with gaff, sometimes even bringing in external panel members if necessary. He wanted people in high-level positions to make decisions together. As a great public speaker, Mr. Hernandez worked well with the public. He always remained composed and professional. He had excellent presentation skills. People were generally perceptive to his ideas when he spoke, and he communicated well when invited to speak for different organizations. Even if some people at those meetings were exceedingly unprofessional toward him, he managed himself well. He performed well despite those difficulties. In addition, Mr. Hernandez worked well with individuals. He educated others, providing recommendations on what the Mayor and others needed to vote on. Because of these interpersonal abilities, Mayor and Councilmembers voted on multiple successful projects. Moreover, Mr. Hernandez had good financial skills. He used a hands-on approach with the city budget and worked closely with chief financial officers and the Budges Director. He wanted to ensue he understood the budget accurately. Though a change agent, Mr. Hernandez did not seek change for the take of change. He carefully evaluated a City's situation, whether involving technology, protases, or even City culture. He observed how others managed tasks before he made necessary changes to keep the City moving forward. Ms. Taschereau has done her beat to incorporate this valuable lesson into her own leadership skills. Also, Mr. Hernandez an effective problem solver. He solved numerous issues that had existed for long periods of time. Some problems required many changes and more money, which made certain solutions difficult to implement. He attempted to solve these, and then he put plans into place to initiate these necessary changes once enough resources were available. Other problems were out of his realm of influence. As such, Mr. Hernandez made good recommendations, even if people did not follow his advice. Ms. Taschereau is unaware of anything in Mr. Hemandez' personal or professional background that will concern a future employer. She would definitely hire him if possible. As someone who has worked for him, she knows how good be is at overcoming challenges and managing a city. Mr. Hernandez is passionate about municipal work. He wants his employers to be high -performing organizations. He has been and will continue to be a very good Manager. Words or phrases used to describe Roberto Hernandez: • Successful, • Professional, • Collaborative, • Inclusive, • High integrity, • Good speaker, and • Influential. Elizabeth Taschereso — Director of Developmental Services, CIty of Margate, FL 954-884-3686 954-218-9798 Ms. Tuchercau has known Mr. Hernandez since 2011 when he was hired as the Deputy City Manager for Coral Springs. She was the Community Redevelopment Agency Coordinator and reported to him. She later followed him from Coral Springs to the Savannah when he became the City Manager. She had enjoyed working for him and had wanted to continue learning from him to much that she willingly commuted between her home in Florida to her job in Georgia. After he left Savannah to go to Fort Lauderdale, she also left. Mr. Hernandez was a successful and professional leader. He had Wong project and time management skills. Ms. Tascheresu especially admired how well he kept track of numerous project d=11 mu on his calendar, which the had access to when working under him. He worked well with team and delegated cxcdleatly. The only possible wcaknw he had was his high expcetations. He strove to accomplish much, and he expected his staff to perform similarly. Such expectations may have been overwhelming for some who were unsure of their abilities to accomplish their tasks. However, staff members were able to look back and be amazed by how much and how well they accomplished those tasks. Though his high expectations were a challenge for some, many Cities turned around for the better because of hb drive. Mr. Hernandez worked on numerous high profile projects, such as building a new city hall. The old city hall was built in 1905. It was very much out of date and far too small for a city of Savannah's size. That said, building a new city hall spored a great deal of controversy over architecture and location. Recognizing it as a critical need, Mr. Hernandez took charge of the project and eventually achieved community acceptance of the building's location downtown and of the architecture. It all came about in approximately a year and a half and the new city hall celebrated is grand opening in 2018. Another significant project he worked on as upgrading the City's arena while working with a management company. He was able to renovate the facility while negotiating a contract that was eventually approved by the County Commissioner. It was a huge accomplishment. Mr. Hernandez was very inclusive of employees in projects, meetings, entails, status reports, memos, and other fortes of communication. He communicated in a way they easily understood, and he expected his staff to communicate with him. Such an inclusive mindset was different for staff from the Cities of Coral Springs and Savannah, where the culture was Iw inclusive. He managed several internal and exteraal projects that involved multiple people across different divisions. Many commented how they had not enjoyed such high communication levels before Mr. Hernandez came. Previously, little communication occurred between divisions. As such, decisions were delayed and less efficient. When he effectively included different groups to integrate on multidivisien projects. He helped projects move forward. Mr. Hernandez also generally made good decisions. He had high integrity. He made the best recommendations and decisions possible for the community as a whole. He did consider the input of groups with special interests, but he strove to make the bat possible decision. He also Crude good decisions with staffmembers. For example, he reorganized the Savannah City stag which Page 17 of 91 Reference Notes Roberto "Rob" Hernandez Strengths: Project management, leadership and stag management. presentation abilities, financial understanding. Weaknesses: His high expectations can be daunting at time, but his expectations drive people to accomplish goals they previously thought they were incapable of achieving. Skye Patrick — former Director of Llbrarles, Broward County, FL 562-940.8400 562-659-1155 Ms. Patrick has known Mr. Hernandez since 2014. She really enjoyed working with him and learned much from him. Public Administration was Mr. Hernandez's strong suit. He was thoughtful and he understood County polity and procedures very well, which meant he navigated in a way that was very helpful to his department. He did not know much about the library system when he was hired, but he studied and learned about how they operate and developed a good understanding. The Directors hired by Mr. Hemandez were very good selections. He sat on the panel that hired the Finance and Business Administrator, and helped with the searches for the Aviation Director and Human Services. When making decisions in general he was very thoughtful and took the time to gather information. In general, Mr. Hernandez maintained the organization at a high level and had learned from his department heads to be innovative and creative. They had a monthly meeting where Mr. Hernandez provided information on organizational changes. Ms. Patrick headed a very urge organization with many issues. He was always available and responsive. Some community members were very aggressive. Mr. Hernandez took the time to attend both scheduled and off the cuff meetings with individuals who had concerns about an issue. His openness and willingness to address an issue immediately, without any delay, was impressive. In his capacity Mr. Hernandez really tried to lead the organization, and was creative and thoughtful in muting goals. He worked very well with the Board which consisted of trine voice$ with sometimes conflicting concerns. He protected the department heads when necessary and did a great job balancing the administration and the polities, which is no small feat. Several major personnel issues involving union members were escalated to upper management Mr. Hernandez was not required to attend the meetings but he came to help negotiations. The union had between 500 and 600 members. He helped navigate the very rocky road between the union relationship and County protocol. He showed great initiative in addressing problers that existing prior to his arrival. He helped resolve long-standing issues in only 2 to 3 meetings. Mr. Hernandez was given directives to create a business plan for the new Panther Stadium. The process took several months and he worked with several departments to create the business model. He also worked on a new transportation plan that was very complex. The process has spanned for several years and involves 15 of the 31 cities in Broward C9ygty4 of 424 Page 18 of 91 Page 19 of 91 Reference Notes Roberto "Rob" Hernandez They were short 900k in a capital budget of $S million dollars. Mr. Hernandez worked with the staff to review the overall budget anti prioritize projects. Several of the big -ticket items related to technology were prioritized, and he found a way to upgrade their enterprise software. They only knew each other for a few years, but Ms. Patrick does not know anything controversial that involves Mr. Hernandez Broward County has a $6.5 million dollar budget with 31 cities plus some incorporated areas. Ms. Patrick would hire Mr. Hernandez and feels he is well suited to run a community the size of Broward County or slightly larger. Every department head he worked with has a positive opinion of his management and leadership qualities. Employees am comfortable working with him and felt very supported by him. He ensured that Ms. Patrick had the financial resources she needed. She confidently recommends him for a Manager position. Words or phrases used to describe Roberto Hernandez: • Extremely thoughtful, • Very intelligent, • Incredible business mind, • Perfectly capable administrator, • Incredible leadership qualities, and • Shows initiative and foresight to present quantifiable outcomes. Strengths: Thoughtful; understands policy and procedures; public administration; learns what be needs to know. Weaknesses: He could have a greater understanding of the different lines of work that each department head was responsible for. Van Johnson — Mayor, City of Savannah, GA 912-651-SM 912-651 6041 Mr. Johnson worked with Mr. Hernandez between 2016 and 2019 when Mr. Hernandez became the Savannah City Manager. Mr. Johnson and Mr. Hernandez had a good relationship. Mr. Hernandez performed decently as City Manager. He was smart, strong-willed, and a hard worker. He was a workhorse who innovativcly tried to Curd solutions to problems. He was always quite professional, cordial, and direct. At times, his passion and directness may have caused people to think Mr. Hernandez was emotional or overly direct. However, these traits were a function of his military background. Mr. Hernandez had good communication skills. He kept Mr. Johnson informed via email, phone, and personal communication when appropriate. Mr. Hernandez generally made good decisions and usually made good decisions when hiring personnel. He was customer service oriented. He accomplished tasks in a timely manner. Additionally, Mr. Hernandez tried to make the City to a high -performing organization. He recognized several structural financial issues within the City and put the City on track. He was Page 20 of 91 Reference Notes Roberto "Rob" Hernandez everyone. His presentations are flawless but factual. Everything he said was entirely trustworthy; he presented information he could stand behind. Their interactions were all profestioaal. Mr. Hernandez was very respectful. He listened and was prompt in responding to inquiries. His decisions when hiring personnel were very good. He was innovative and operated at a high performance level. He listened, assessed a situation, and then came forward with an excellent recommendation. He was very experienced and innovative. Mr. Hernandez frequently gave presentations at workshops, commission meetings and community meetings and always did an excellent job. He had good rapport with the audience and a demeanor that invited trust. Mr. Hernandez kept the Commissioners informed as appropriate. The Manager's office operated independently of the Commission. Rather than reporting in on a daily basis, they did to at special meetings or as needed. Mr. Hernandez did not have the opportunity to work oneron-one with residents, but he did present information about projects to the community. He was always prepared anti =wcrcd questions on the spot. The Commission received much information from varying sources, and the infomtation was not always accurate. They felt very fortunate to have Mr. Hernandez on staff and trusted his accuracy. He led the organization well because he earned the trust of employees. Mr. Hernandez played a significant role in pension discussions. He responded to questions at community and commission meetings. He followed through and was customer service oriented. He always did what said to do. He was not directly involved in the finance department or the creation of the budget, but he had a good understanding of the numbers. Ms. Bruck is unaware of any controversy involving Mr. Hernandez She would hues him and feels he would be a great Manager. He was knowledgeable, experienced, task oriented, focused, and could always be trusted. His departure was a tremendous loss to Coral Springs. Words or phrases need to describe Roberto Hernandez: • Trustworthy, • Bright, • Quick study. • Serious about his position, • Honorable, and • innovative. Strengths: Very thorough; brought an idea forward only after it bad been thorough researched; good at identifying problems and determining solutions. Weaknesses: None identified. Reference Notes Roberto "Rob" Hernandez both a leader who rallied employees around the organization's vision and a manager who oversaw processes behind a desk. He worked hard to effectively solve problems to the best of his abilities. For example, he brought about a strategic plan for the City, which had not existed prior to Mr. Hernandez's arrival. He led (he Council and the organization to determine a grads and priorities. The Savannah Forward strategic plan is still currently used. One of the largest criticisms against Mr. Hernandez was that he was less social than the public expected their Manager to be. Certainly, he was kind and polite. He had experience working with the public and sometimes was out in the public attending community meetings to represent the organization. However, he often worked more than he socialized. At times, Mr. Hernandez experienced some difficulties wading through the City's Council - Manager form of government. These hardships were not entirely his fault because some councilmemben violated these lines at times. Usually, Mr. Hernandez persevered. Eventually, these challenges became too much for him to bear. For example, he proposed instituting a City fire fee similar to what Florida cities used to address the City's structural deficits. The Council accepted the idea However, when the public became upset with the fee, the Council blamed him for the failure. Furthermore, the previous Mayor needed a scapegoat for some ofhis poor decisions and blamed Mr. Hernandez — even though the City Manager only carried out decisions nude by the City Council. Mr. Johnson is unaware of anything in Mr. Hemandez's background that will concern a future employer. [f given the opportunity to rehire Mr. Hernandez, Mr. Johnson would consider him as a candidate. Given the difficult circumstances in Savannah, Mr. Hernandez was a great Manager. Words or phrases used to describe Rob Hernandez: • Smart, • Strong-willed, • Hard worker, • Good work ethic, • innovative, and • Professional. Strengtbs: Work ethic, innovative solution fending. Weaknesses: Mr. Hemandez's passion and directness may have been misconstrued as being emotional or overly direct. Claudette Bruck — former Commissioner, City of Coral Springs, FL 954-562-2526 Ms. Brack has known Mr. Hernandez since 2011. He was their Deputy City Manager for all too short of a time. They were sad to see him leave and would love to have him back. Mr. Hernandez was extremely bright, very diligent and focused. When he first came to the city he first stood back and analyzed the organization. When it was his turn to speak, he impressed Page 21 of 91 Reference Notes Roberto "Rob" Hernandez Brooks Stillwell — former City Attorney, City of Savannah, GA 912.484-1690 Mr. Stillwell worked with Mr. Hernandez between 2016 and 2019. During this time, Mr. Stillwell was the Savannah City Attorney and Mr. Hnnandez was the City Manager. They worked closely together daily and reported to the City Council. Mr. Hemandez was a great City Manager operationally. He worked bard and had good fiscal planning abilities. He had several good ideas for the City and was a good strategic planner. He possessed a long-term vision of what he wanted to accomplish and strove to quickly achieve those goals. He was driven and dedicated. Mr. Hernandez managed day -today operations exceptionally well. He worked well with staff members and those close to him in the office. He met with Mr. Stillwell during weekly meetings with City leaders and kept the City Attorney well informed. As a change agent, Mr. Hernandez came in and proposed several changes to help the City run better. He initiated several positive transformations, such as with implementing the City's strategic plmr. However, Mr. Hernandez implemented other changes too quickly for the historical City to handle. For example, he tried to completely change the City's property exchange, planning, and financing. Each area's change was tough individually, but all these at once were especially difficult to maintain. Savannah is a very unusual city. Its roots go back almost 300 years and Mr. Hernandez did not fully appreciate how the City's unique historical culture differed from the culture found in his previous positions in Florida. In past jobs, he rarely handled city politics as the person second in charge. in Savannah, he had to involve himself more than he had previously done. The City traditionally expected the City Manager to be its Chief Executive Officer and to be heavily involved with the entire community outside of city government organization. As such, Mr. Hernandez had to work with county officials, chamber commerce, state legislature, and community leaders. Though Mr. Hernandez worked well with staff, he did not see community politics as part of his job, which was a large issue for the City. He frankly did not anticipate the public blowback from some of the programs he rocommeaded the City Council implement. As such, he faced many challenges. Even though many of his ideas were conceptually good, Mr. Hernandez was unable to bring the public to side with his solutions. For example, he tried implementing a fire fee to unburden property owners' taxes. He saw the fee as a method of fixing the City's fiscal problem. Tbough he initially had the Council's support, Mr. Hernandez eventually faced huge public backlash. Then some council members tried to politicize the plans which led to the fee being poorly implemented. Mr. Hernandez also tried to implement a union contract with the fire union, which ended up facing public blowback as well. He had little Council support because such a plan did not translate well to Georgia Eventually, Mr. Hernandez left the City to return to Florida. Both his wife and he were unhappy with how rough this period was for them. He gave several months' notice before his resignation. 405 of 424 Page 22 of 91 Page 23 of 91 Reference Notes Roberto "Rob" Hernandez Despite these issues, Mr. Hernandez was a great City Manager. He spoke well with public groups. He was an excellent fiscal manager. He generally made good decisions and hired personnel quite conscientiously. He was particularly customer service oriented. He was a leader who had a vision of how to accomplish goals and who tried to mold the City's organizations to this vision. He accomplished tasks in a timely manner. He set goals and timeframes to move forward He solved several problems effectively. He successfully implemented the complete reorganization of the City's organizational department. He worked hard through stress to overcome issues. He also was outstanding with crisis management, such as when the City dealt with two hurricanes. Any fume employer will need to discuss what they expect Mr. Hernandez to do and what he expects to do with public and community leadership. These clear explanations an critical. Mr. Hernandez will perform well under a strong County Manager or strong Mayor who assumes all role of working with the public. Mr. Hernandez understands how this type of government is organized and will do well in this system. Mr. Hernandez was an excellent City Manager on a whole, just not for the City of Savannah. Mr. Stillwell is unaware of anything in Mr. Hernandez's personal background that will concern a future employer. Though Mr. Stillwell would not rehire Mr. Hernandez for the City of Savannah, Mr. Stillwell would definitely hire Mr. Hernandez for most any other municipality. A future employer will not find a more dedicated, hardworking person who can implement ideas well. Mr. Hernandez has been and will continue to make a good Manager. Words or phrases used to describe Rob Hernandez: • Tremendously hardworking, • Good strategic planner, • Aggressive in a good way, • Dedicated, and • Visionary. Strengths: Long-term planning, fiscal planning, management skills. Weaknesses: Interacting with public and political leaden was hard for Mr. Hernandez, who was used to a more strictly managerial position. Zachary Williams — former Fulton County Manager, CA 404-"0-6545 404-371-2881 Mr. Williams has known Mr. Hernandez since 1994. They worked closely from 200E to 2011 when Mr. Hernandez was the Deputy County Manager. He did an excellent job. His work performance, personality, and interactions were outstanding. He was handpicked from South Florida to come and work for Mr. Williams. Mr. Hernandez had an excellent work relationship with his elected officials. They touted that what he said to had been well researched. He coined their respect and represented Mr. Williams very well. Page 24 of 91 Reference Notes Roberto "Rob" Hernandez hole Lowman — former Assistant to the County Manager, Fulton County, CA (404) 612-g331 Ms. Lowman worked with Mr. Hernandez in the Fulton County Manager's Office. She had known him since 2003 where they worked together in Browtrd County. They had a good working relationship. He was very diligent and mission focused When Mr. Hernandez first arrived in the Administrative Office in Broward, she was working as o graduate being meatored by the Canty Administrator. She was told to watch Mr. Hernandez and team from how he took a task, broke it into small parts, and organized people to get the job done. If there was something he did not know he studied to become more effective. Mr. Hernandez and Ms. Lowman had philosophical differences yet got along quite well. His military background had shaped his personality and made him the driven person be was. He worked well with elated officials. He spent most of his time with the commissioner over the unincorporated areas. Though their interests were not always the same, they worked well together. He had the respect of the commissioners. Mr. Hernandez valued loyalty. His greatest strengths were diligence and following through. No matter how difficult a situation had become, he did what he needed to for the best interest of the community. Laser focus was both strength and a weakness for Mr. Hernandez. In his current role as second in command, he did what he was aakcd without sopping back to see if then was another way. If he was the final decision Hacker, perhaps that would have been different Unlike many managers, Mr. Hernandez did not have an aversion to statrmeetinga. He liked to speak with people face-to-face. He was more than capable of interacting via telephone and email, but he favored the personal approach when dealing with direct Teports. Mr. Hernandez was a great public speaker. He had a teaching background in the military. He interacted well with the public and dealt with residents often in the unincorporated area. One task Mr. Hernandez was asked to take on was building the first amphitheater on the south side of the county. It was an overwhelming project with an unreasonable timeline and difficult budget. He did an outstanding job and followed it through to opening day. There are certain people Ms. Lowman has worked with that she would hand pick to be on her team and Mr. Hernandez is one of them. She highly recommends hiring him. Words or phrases used to describe Roberto Hernandez: • Focused, • Reliable, • Diligent, • You can trust him to do what he says, • Professional and • Hard working. Reference Notes Roberto "Rob" Hernandez Once he had been given a problem to solve, Mr. Hernandez was tenacious. He marshaled resources and focused them through team building to got the job done. He did not shy away from challenges. He was patient when it was warranted; however, it did not come naturally to him Mr. Hernandez preferred f sce-to-face interactions whenever possible. Hmeeting a person directly was not an option, then he used the phone. He was an excellent writer and could be successful using email; however, be had developed respect from his subordinates by mating with than personally, listening to their issues, and explaining his thoughts. Depending on the nature of the decision that needed to be trade, Mr. Hernandez responded quickly. Circumstances that required gathering facts may have taken him longer. He was not indecisive but rather took the appropriate amount of time to gather the information and opinions he needed to make good decisions. Mr. Hernandez hired good employees. In some instances where a hire did not work out, he did all he could to work with them. He went through exhausted hiring practices involving many stakeholders. He was analytical and used that to his advantage in the hiring process. Mr. Hernandez was innovative but did not try to change things just for the sake of change. He was mature enough to leave a process alone when it worked well. He had improved existing processes in Fulton County. Mr. W flliatns was proud of the redevelopment that was carried out on Fulton Inulamial Boulevard. Under Mr. Hemandez's leadership, an area known for drugs, prostitution, and crime had reversed its negative direction to become an area where businesses wanted to locate. Mr. Hernandez created momentum in this large container warehousing district. He acquired State funding and formed a commercial improvement district. Then were very few tasks in public service Mr. Hernandez could not do well. He is ready to take the helm of an organization and become a Manager. Mr. Williams gives him his full and complete endorsement and support. Mr. Hernandez was one of the best public servants Mr. Williams has ever worked with. Words or phrases used to describe Roberto Hernandez: • Embodies what public service should be, • True believer in the mission to make other people's lives better, • Tenacious, • Analytical, • Hardworking, and • Professional. Strengths: Problem solving; tenacity; marshaling resources; and teats building. Weaknesses: He could be patient when it is warranted: however, it did not come naturally to him Page 25 of 91 Reference Notes Roberto "Rob" Hernandez Stremgths: Diligence; follow through; loyalty. Weaknesses: Laser focus, however he might step back if he were the manager. BID Durrence— former Alderman, City of Savannah, CA 912-247-8108 Mr. Durrence worked with Mr. Hernandez between 2016 and 2019. At the time, Mr. Durrence was in his first term as Aldeman. Mr. Durrence was one of the Savannah City Councilmembers who hired Mr. Hemandez to be City Manage. Mr. Durrenoe was one of Mr. Hernandez's directors. Mr. Hernandez possessed an impressive and thorough understanding of the City. He had extensive knowledge from public works to f trance. He was as open as possible with councilmembers. Even though working for nine directors made things complicated, Mr. Hernandez was exceptionally competent and provided numerous innovative ideas. He was good internally and developed good staff relationships. He accomplished tasks in a timely manner. He was highly skilled in running the City. Mr. Hernandez offered many solutions to the City's issues. He helped councilmeosbes understand the reason for the City's problematic budget stresses. Although the City was a successful destination for tourism, very little of that money went to the City's coffers. Certainly, some sales tax revenue came to the City, but most went to businesses involved with tourism. Mr. Hernandez clearly identified the City's financial stress points. As good as he was with finances, Mr. Hemandaz smrggled to maintain public posture as Savannah City Manager. First, he underappreciatod the historical nature and char icterof the City that brought much community pride. Because historic landmarks and districts made the City different, many people expected solutions to be likewise unique. Local attitude often discouraged researching how other places solved similar problems. Mr. Hemandez's approach to look at other cities' solutions made people feel slighted. As such, he missed an opportunity to engage early and grin the public's support. Second, he was generally more of a hands-on manager who seemed uncomfortable interacting in social management of a highly networked City. He was more comfortable rolling up his sleeves and working than being a public face for the City. Because he did not engage people to his aide, he was less effective that he could have been. Mr. Hernandez generally made good decisions. He also hired well for many top staff members, including the I = Chic& Police Chief. and Human Resources Director. He often reached out to other senior staff when looking for personnel, and this collaborative approach was helpful. Some personnel he inherited were not highly qualified for their positions. At one point, Mr. Hernandez successfully moved senior personnel to fill vacancies. Prior to this major shuffle, staff members were scattered all over the City, causing much unnecessary work. He consolidated staff, thus making processes more efficient. Occasionally, Mr. Hernandez needed to be mom disciplinary, but he eventually let a number of problematic people go. For example, he fired the Director of the Department of Revenue because she was simply unable to far a particular issue, even after being given adequate time and resources. 406 of 424 Page 26 of 91 Pager 27 of 91 Reference Notes Roberto "Rob" Hernandez Mr. Durrence is unaware of anything in Mr. Hernandez's background or conduct that will concern a future employer. If given the opportunity, Mr. Durrence would rehire Mr. Hernandez Being new to a large leadership position as Alderman, Mr. Durrrnce understands the leaming curve Mr. Hernandez faced while being City Manager for the fast time. Mr. Hernandez was a bright individual who experienced valuable lessons. He wag a good Manager. Words or phrases used to describe Rob Hernandez: • Knowledgeable, • Competent, • Introvert, • First rate manager, • Innovative, and • Open. Strengths: Financial skills, extensive understanding of how to run a city, executive functioning. Weaknesses: He did not fully appreciate the City of Savannah's uniqueness and had a hard time connecting with the City's people. William "Bill" Hubbard —Chief Executive Ofllcer, Savannah Area Chamber of Commerce, GA 912-657-9207 Mr. Hubbard and Mr. Hernandez interacted when Mr. Hernandez was the Savannah City Manager between 2016 and 2019. They have since messaged each other occasionally. When Mr. Hernandez worked in the City, he contmm icated fairly regularly with Mr. Hubbard. Mr. Hernandez called and sent cmails. He sometimes dropped by Mr. Hubbard's office, and they typically saw each other weekly during city events. Mr. Hernandez was a decent City Manager. Mr. Hernandez was a good, smart man. He was quite professional and thoughtful. He had good financial grounding. He built good staff around him and organized them well. He generally made good decisions. He also did a great job with reorganizing the city staff. At tines, though, Mr. Hernandez made some poor staffing decisions. For example, he left an engineer in a developmental position a bit longer than others might have preferred. Additionally, he let go an assistant city manager by leaving a note on her chair. Although several elated officials asked him to let her go, this approach was unprofessional. Mr. Hernandez faced difficulties integrating himself in the community. As a first time city manager, Mr. Hernandez was not accustomed to being one of the City's key leaders. He wanted to ensure others did not accuse him of playing favorites. As such, he interacted with the philanthropic, nonprofit, church, and business communities on a purely business level. He experienced difficulty developing tough enough skin to deal with criticism. This weakness held him back and Page 28 of 91 Reference Notes Roberto `Rob" Hernandez City Hall was in an office that was built by General Electric for selling homes. The City had been trying to build a City Hall since 1993. Mr. Hernandez really energized those involved, and the new City Hall was finally under construction Mr. Hernandez was always very involved in the community, and he attended community meetings. He had a very good relationship with the public. He was customer service oriented. Mr. Hernandez led staff to fulfill the vision of the Board. Employees did not have much appetite for moving forward with the downtown developmenni, which included the new City Hall. He took the bull by the home and made a very detailed PowerPoint presentation showing all the issues that their current City Hall had. He demonstrated how having a vibrant downtown area would benefit the City and residents. He did a nice job leading the project. Mr. Hearn was not directly involved with the budget and finances, but in the course of their conversations he came to believe that Mr. Hernandez had good financial skills. Mr. Hernandez completed tasks by the deadline given. Mr. Hernandez bad not been involved in anything personally or professionally controversial. He left Fulton County because his family wanted to return to Florida When an opportunity opened up on Broward County, he embmccd it. He moved forward when doing so made sense. Mr. Hearn would hire Mr. Hernandez and had a positive experience working with him. Mr. Hernandez would be a good City or County Manager. The five Commissioner; end City Manager in Coral Springs loved working with Mr. Hernandez Words or phrases used to describe Roberto Hernandez: • Energetic, • Outgoing, • Positive, • Change agent, • Engaged and • Active. Strengths: Energetic; very much wanted to make decisions; could shepherd a project from A to Z very well. Weaknesses: People's greatest strengths are often their greatest weaknesses. Because he moves projects along so well, Mr. Heam had to slow him down a little and occasionally reminded Mr. Hernandez of a step that needed to be taken in the process. Prepared by: Danielle Dayton and Lynelle Klein Colin Baeaziger & Associates Reference Notes Roberto "Rob" Hernandez undermined his ability to be effective. Despite his strengths as City Manager, his inability to fully participate in the community affected the public's confidence in him. He needed to gct to know these smaller communities better. Mr. Hernandez was a good manager who oversaw processes behind a desk. He had great management skills and good knowledge of running a city. He thoroughly researched various solutions end made decisions effectively. For example, he led a team in providing a strategic plan in a fairy short time period. He worked with elected officials to agree to this plan. Unfortunately, Mr. Hernandez had challenges working through the politics to implement the strategic plan In one instance, Mr. Hernandez proposed a fire fee to help city finances. Around this time, the City had collected approximately $10 million in revenue. While garnering public support for the fire fee, Mr. Hernandez was also especially transparent with this revenue. Because the public misunderstood how the revenue was not part ofher City's own eamhigs, people were particularly upset with the fee. Mr. Hernandez had admirable intentions to be transparent, but his timing cost him the fire fee concept. Despite these challenges, he was always polite and diplomatic with people. Even when church groups angrily protested and wanted him fired, he kept going. He handled stress well for the most part and never showed a temper. Eventually, however, Mr. Hernandez and his wife left the City because they felt alone. Mr. Hubbard is unaware of anything in Mr. Hernandez's professional or personal conduct that will concern a future employer. Mr. Hernandez had been purely professional, honest, and transparent. Although Mr. Hubbard would not rehire Mr. Hernandez to be City Manager, Mr. Hubbard would consider Mr. Hernandez for an Assistant Manager position. Mr. Hernandez was strategic and smart. He would excel is the responsibilities expected of a Deputy Manager. Words or phrases used to describe Rob Hernandez: • Professional, • Good guy, • Quite thoughtful, • Polite, • Diplomatic, and • Capable. Strengths: Financial skills, building good staff. Weaknesses: He was politically weak and often distant from constituents. John Hearn — City Attorney, Coral Springs, FL 954-344-I011 Mr. Ream has known Mr. Hernandez since 2011. in terms of job performance, Mr. Hernandez was very energetic and a go-getter. He really moved projects along and stayed an top of them. He was a change agent. Page 29 of 91 CB&A Internet Research 407 of 424 Page 30 of 91 Page 31 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Articles are In reverse chronological order) Internet —Newspaper Archives Searches Roberto Hernandez (Articles are In reverse chronological order) WLRN News HDI (FL) February 21, 2020 Fort Lauderdale Officials Respond to $1.8 Mililon State Fine for Sewage Spills Author. Alexander Gonzalez & Tom Hudson Pipes in Fort Lauderdale keep breaking —it's been an almost daily reality for many people living and working in the city. More than 200 million gallons of sewage have spilled from busied pipes in Fort Lauderdale since December. The state responded to the sewer spills this week. The Florida Department of Environmental Protection fined the city almost two million dollars. That amount is based in part on how much sewage has spilled On the South Florida Roundup, host Tom Hudson talked about the issue with WLRN's Broward County reporter Caitic Switalski and Fort Lauderdale's deputy city manager Rob Hernandez. Hares an excerpt of their conversation: Tom Hudson: What are the funding options if the city has to pay the state this S 1.8 million fine or any fine for that matter? Rob Hernandez: Well, if we have to pay the fine, it's either going to have to come out of the Water and Sewer fund or the city's general fund. And again, we believe that SI.8 million will bat sine our local residents and our taxpayers by being reinvested into some of these projects rather than just going in and being deposited into a general fond at the state level. We're not being critical of the state. We understand that they were in the position where they felt that they had to take some son of action. But we're hopeful that well be able to work something out that is slightly different than just the fine. Caine Switalski: When it coma to the punitive nature of the fine, S 1.4 million of the S 1.8 million is civil penalties based on how much sewage and how many days the sewage spill went on. I know the city is in the middle of weaning off trying to take money out of those funds [general or Water and Sewer funds] to balance the regular budget. That was a practice leftover from the last city administration. But if the city has to pay part of this fine out of those funds again, have you heard from any residents about that? Hernandez: No, we haven't heard from any residents. And certainly I don't think 'it's going to change the practice. The city commission has made it abundantly clear that we were going to transition away from transferring funds from the Water and Sewer fund into the general ftmd. The city commission that's currently in office directed the city manager to transition us over a four-year period. They have since directed us to accelerate that transition. And that's something, going into next fiscal year, that we're certainly looking at. If there's an opportunity to return those funds at midyear this year, that's something that our city manager is looking at. But I don't think that the fine is going to detail us from making progress. And using your word, "weaning" ourselves off of that budget transfer. We're under clear direction that the funds that arc generated by the Water and Sewer fund are going to go back into the necessary improvements that need to be made. And certainly we've been working in that direction for the Ian couple of years and we will continue to do so. Page 32 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Articler are in reverse chronological order) Concepts said on its Sunshine 811 forth that it would not be doing boring, but that's how the city's pipe was pierced. Fort Lauderdale receives dozens of requests each day from Sunshine 911 for underground line information. Sunshine 811 sent the city 20,501 notices last year and 12,635 so far this year, the service reported The requests go to the city's distribution and collections chief for its water and wastewater services. A city police report filed at the time the line was punctured said the company had used the line -locating service. However, it cited Florida Communication Concepts for nor having a permit for the work, violating city codes. It issued the cantractor a "Notice to Appear' citation. City officials said a date has not been set for a hearing. it's not clear whether a permit was needed. Hernandez said last week that FPL has a franchise agreement with the city that does not require the utility to get a permit every time it digs. South Florida Sun Sentinel (FL) July 23, 2019 Fort Lauderdale: Contractor Who Broke Water Math Wasn't Digging When it told as Author: Larry Barszewski Fort Lauderdale never warned a contractor that a critical water line lay buried where workers planned to dig ian week, a report shows, but city officials say that's because the contractor supplied the wrong address. The misinformation led to a failure that ultimately dried up the city's water supply and led to days of boil -water orders. Taps ran dry hours after the contractor drilled into the water supply line July 17. Countless businesses were forced to close, and more than 200.000 people were left without water to drink or shower. The contractor, Florida Communication Concepts, used a service called Sunshine 811 to find out whether there wen underground utilities it had to watch out for while doing work for Florida Power & Light Co. The statewide utility service is authorized under Florida law and is the state's official resource for companies and 'individuals planning underground work The report shows Fort Lauderdale never told the contractor that the site in the back of 2525 NW 55th Court contained a 42-inch pipe that supplied raw water to the main water treatment plant. Instead, the city indicated that it didn't provide service there, according to the report from Sunshine 911. Deputy City Manager Rob Hernandez said the city's water line isn't on that property; it's 75 feet north. The digging was being done to the north and east of the requested location, he said. "It appears that when the contractor was digging is not where they indicated on the 811 ticket," Hernandez said "Our investigation is still ongoing." The owner of Florida Communication Concepts, Tim Hicks, said he couldn't comment, and FPL has declined to answer reporters' questions. Contractors contact Sunshine 911 to alert agencies about the work they plan to do and to fund out whether then are pipes or underground facilities they need to avoid when digging. The service then alerts the utilities, which are supposed to inform the contractor whether they have lines in the area and mark them if they do. Florida Communication Concepts filed a ticket with Sunshine 811 on June 25 to install conduit in July for FPL near Fort Lauderdale Executive Airport, records show. Sunshine 811 notified Fort Lauderdale and nine other entities, based on maps they submitted to Sunshine 811 that indicated it was possible they could have equipment near the work site. Tamarac and Crown Castle Fiber responded that they had no facilities there. Oakland Park, Taco People's Gas of South Florida and CenturyLink said their litres were outside of the work site. Others said they did have equipment in the area. Fort Lauderdale Executive Airport, Comcast Cable, AT&T and FPL indicated that they marked the locations of their lines far the conractcr. Fort Lauderdale responded as well, but it used a code indicating that no city utilities were present at that excavation site. The code it used said "another company provides the services at this location." That code typically is used by utilities that do not have services at that exact location, according to Sunshine 811's online situ. Hernandez said that's because the city doesn't have any water lines at the property address the contractor listed. He also said Florida Communication Page 33 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Articles are In reverse chronological order) Pon Gaulle (PA) July 19, 2019 Fort Lauderdale gets'Temporary Relief' While Crews Repair a Water Main Break Author. Dakin Andone & Emanuella Grinberg Officials in Fort Lauderdale, Florida, said a temporary fix water has running again after a main break left an estimated 220,000 customers without service Thursday. Water is flowing below normal pressure and is expected to return to "near normal" sometime Thursday night, Mayor Dean Trantalis said in an evening news conference. A subcontractor repairing electric lines on Wednesday struck a pipe that supplies water to a treatment plant, cutting off the city's water supply. No major incidents were reported as a result of the outage, the mayor said. A partial patch was placed on the hold, increasing water pressure, Mr. Trantalis said. Thou involved in the repairs are "confident" that the patch will provide "temporary relief" while crews work to redirect the water flow through a backup line and replace the broken pipe, he said. The installation could take through the weekend, Mr. Trantalis said. While repairs are underway, a boil water advisory is in effect until and water distribution sites will stay open until at least Saturday, Mr. Trantalis said. With repairs underway, he said the city%s focus will shift to investigating the cause and seeking compensation for not only the city but hotels, restaurants and other businesses impacted by the service outage. "This was not just a minor incident, this impacted many hundreds of thousands of hundrods of people," Mr. Trantalis said. "It was clearly haphazard," he said. "It's clearly something that we're going to seek retribution for." What the city is doing to fix the pipe On Wednesday, a subcontractor working near the city's Executive Airport for Florida Power & Light damaged a 42-inch city pipe that supplies water from wellfields to the Fiveash Water Treatment Plant, the mayor said. The service outage impacted the city and surrounding municipalities that receive water through the city, including Lauderdale -by -the -Sea, Oakland Park, Wilton Manors and sections of Davie and Tamarac. An estimated 220,000 customers were impacted, Deputy City Manager Rob Hernandez Crews are now building a concrete bunker around the broken pipe to seal the break and protect the pipe, Mr. Tranudis said. The bunker should be completed by 10 p.m. ET and the Fiveash Water Treatment Plant should be back to full and normal operation, he said. The temporary fix will give crews time to redirect the water Bow through a backup line, Mr. Trantalis said. Once the backup line is in place, a replacement pipe for the primary strain will be installed, likely over the course of the weekend, the mayor said. Cause of outage under investigation EarlierThursday, Mr. Trantalis said crews responded immediately, but as they were working, the damaged pipe collapsed, forcing the city to turn off the water Bow. During Thursday night's news conference, he suggested the subcontractor bon the brunt of the blame for "something they should not have done." The subcontractor has been cited and an enforcement action has been launched, the mayor said, although he was unable to identify the specific citation. When initially asked if there was anything the city could have done better, the mayor ndcd "no," then 408 of 424 Page 34 of 91 Page 35 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Articles are in reverse chronological order) Internet — Newspaper Archives Searches Roberto Hernandez (Articles are in reverse chronoloykal order) added, "Yes — we could have foreseen this but you can't foresee these types of things." Later in the press conference, the mayor maintained the incident an "accident" caused by "human error," but he also acknowledged that it put a spotlight on the city's redundancy systems. Deputy City Manager Rob Hernandez said "difficulty" with at least one valve that was supposed to redirect water to the redundant system, leaving them unable to isolate the damaged section of pipe. "What (this] pointed out to us is that we need to pay more attention to our infrastructure needs and that we need to go back and make sure that these redundancies systems do work when they're supposed to work" Residents in need of botred water can find it at the Beach Community Center on 33rd Avenue, Mills Pond Park on Northwest 9tb Avenue and Riverland Park on Southwest 27th Avenue. Page 36 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Articles are in reverse chronological order) — to contribute to the rising costs ofproviding fire protection. Public indignation only grew when Hernandez presented the council with a spending plan for a budget surplus from 2017 of more than $10 million about five months aflcr the fee was adopted. The fee was ultimately repealed, but Hernandez later attributed some subsequent job searches to the widespread opposition he encountered following its implementation. SavanvahNow Posted May 26, 2019 at 8:18 PM Updated May 27, 2019 at 12:29 AM Savannah's city manager out on medical leave By DcAnn Komanecky and Eric Curl Savannah City Manager Rob Hernandez is out on medical leave, with Patrick Monahan now serving as acting city manager. Hernandez tendered his resignation on April 12 with a last work day date of June 30. Whether Hernandez's medical leave will change when he leaves his post is not known. City spokesperson Ken Slats said no other details are currently available. Monahan, a former Chatham County assistant manager, was hired in April as a consultant to work with Hernandez, starting in May. Monahan retired from the county in 2013 and has said he would only take the interim position temporarily, but is willing to stay long enough after this fall's election for the new city council to hire the long -terse manager next year. He will be paid $20,000 a month for up to 12 months, under the agreement Hernandei s resignation came after news broke of his pending departure for a job as deputy city manager of Fort Lauderdale, Florida. Hernandez declined interview requests regarding his resignation, but said in a subsequent press release that he and his wife decided to go back to south Florida to help their siblings care for their elderly mothers. He indicated there was more to the decision than just family reasons, however, in ......,,.._.'..... obtained by the Savannah Morning News. Hernandez said he intended to stay away from city manager positions for a while after being asked about his plans by fake Wales, Florida, City Manager Kenneth Fields. "The last three years here have been lough as a (city manager)," Hernandez said. He responded in a similar manner to an April 12 email from Chatham County Engineer Leon Davenport. 'ough town," Hernandez said. "Going back to Fort Lauderdale." The city council hired Hernandez as city manager Sept. 1, 2016, with a $238,000 salary and $600 monthly vehicle allowance, as well as a $7,000 annual 457 retirement plan. After his arrival, Hernandez led the city through a major restructuring and successful development of a strategic plan. The city has also experienced two years ofbudget surpluses after Hernandez had implemented a hiring freeze and budget cuts. His impact was praised by some of his executive team following word of his departure. City Management Coordinator Joe Shearouse Jr. wrote in response to his resignation notice that he thought a lot about the accomplishments Hernandez had made in Savannah. "Your impact on people is extensive and much more influential than a project or initiative; Sbeamuse said. "Your openness and eagerness to provide us opportunities to grow and team is lasting and far reaching." Special Projects Coordinator Daphne Williams said in an email that it may be a long time before they get someone else comparable. "Our team was on fire," Williams said. Hernandez also experienced his share of criticism, which began shanty after his arrival when he pmposed cuts, which wen ultimately restored, to arts organizations and social programs. And he was widely panned by residents following the implementation of a fee for fire service. Hernandez had touted as a way to get all property owners — including those that are tax-exempt Page 37 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Articles are in reverse chronological order) Savannah Morning News (GA) April 29, 2019 Savannah Could Get Mare Affordable Hooting Under These Proposed City Programs Author: Eric Curl About 44 percent of Savannah families cannot afford quality housing, according to city officials. In other words, almost 24,000 local households are cost burdened because they spend 30 percent or more of their income on housing, said Housing and Neighborhood Services Director Martin Fretty. To address the issue, the city is considering some new affordable bossing initiatives that were presented to the Savannah City Council during a workshop Thursday. The initiatives include a S20 million investment to acquire, redevelop and sell 1,000 blighted properties over a 10-year period. The investment would provide more affordable housing, while also reducing the number of abandoned properties that cost the city an average about 51,300 a year each in lost tax revenue and expenses related to police, fare and code enforcement services, Fretty said The city is hoping to get 510 million for the acquisition program included on the Special Purpose Local Option Sales Tax referendum going before voters this fall. The eventual sale of the properties would go back into a revolving fund and help drive down costs for future investments. Fretty said. "After a couple of years you ought to be able to recover, we think, 80 percent of what we invested in the properties to acquire them," he said. The city is expected to mat with Chatham County officials next month to discuss the SPLOST project list and determine Savannah's distribution share of the sales -tea revenue. Savannah affordable housing presentation by savannahnow.com on Scribd. Inclusionary zoning. The city is also contemplating the implementation of an inclusionary zoning policy, similar to one established in Atlanta last year. The polity would require developers of apartment projects to include a certain percentage of affordable units or pay a one-time fee into a city housing fund. In tom, the developer could select from a list of incentives that could allow for mom units, reduced parking requirements and a streamlined permitting process. In Atlanta the program applies to areas where the city is experiencing the pressures of redevelopment, said Bridget Lidy, Savannah's director of planning and urban design. In Savannah, the Canal District, where the new arena is being built west of downtown, provides an opportunity for the program's launch. Lidy said. "It's ripe for this," she said. The proposal received general support from the council, although it is still early in the process. Lidy was encouraged to set up a meeting with Atlanta officials, who she said have expressed interest in helping Savannah establish their own initiative. And City Manager Rob Hernandez said he thought the city would likely need to hire an outside consultant before they could develop an inclusionary zoning policy. "I think we need to bring in the resources from other communities that have gone through that process," Hernandez said "We haven't and then is a lot of stakeholder involvement and a lot of legalities involved." in the meantime, the city has developed some proposed standards to reduce development costs and increase the amount of affordable housing, including the reduction of the minimum lot size and parking requirements in traditional neighborhoods. In addition, the city's proposed new zoning ordinance, NewZo, provides more flexibility for constructing accessory dwelling units, with no more than one bedroom, in some areas. City officials are planning for the new ordinance to be adopted in July after public hearings are held in June. 409 of 424 Page 38 of 91 Page 39 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (ArWet are in reverse chronological order) Savannah Morning News (GA) April 13, 2019 Internet — Newspaper Archives Searches Roberto Hernandez (Ardeles arc In muse chronological order) Savannah Morning News (GA) January 9, 2019 Hernandez Formally Resigns Post Author. Savannah Morning News Savannah City Manager Rob Hernandez formally submitted his resignation letter Friday morning. "Such letters are never easy to write and 1 hope it conveys my appreciation to all of you and our great staff, especially those that sit around the table with me each Monday," Hernandez wrote in an email to the city council and city staff. "I know that Fvc made some mistakes along the way as 1 am far from perfect. Please know that i have always attempted to do what is in the best interest of the city in the long term, and endeavored to create a culture of fairness, professionalism, integrity, inclusion, diversity, opportunity and ingenuity. rm fortunate to have been surrounded by a learn of good people. I m grateful to have known you. Together, we've gotten a lot done since October 11, 2016. i hope that 1 have served all of you well," he wrote. `Thank you for the opportunity to serve as your city manager." Fort Lauderdale City Manager Chris Lagerbloom informed the Savannah Morning News on Thursday that Hernandez will be joining the city as deputy city manager later this summer. In a formal resignation letter addressed to the mayor and alderman, Hernandez touted the teamb accomplishments, from upgrading the city's bond rating to launching the design of the new arena. "1 have been honored with the privilege of serving as Savannah's eighth city manager since adoption of the council-manager forth of government in 1951.1 joined the City on the heels of Hurricane Matthew on October 11, 2016, and since then we've weathered literal and figurative steams and overcame numerous obstacles in providing exceptional municipal services," Hernandez wrote. "We accomplished much during this time while simultaneously creating an organizational spirit focused on one simple concept: Forward. Forward is a fanatical passion for momentum, progress and achievement It is an obsession with what is possible rather than the scats quo. It is the driver behind our biggest accomplishment - SAVANNAH FORWARD, our guide to strategic policy -making and investments through 2025." Hernandez said in a press statement issued later that he and his wife decided to go back to south Florida to help their siblings care for their elderly mothers. His resignation is effective June 30. Savannah Mayor Eddie DeLcach has recommended that former assistant Chatham County Manager Pat Manahan serve as interim city manager, but he is awaiting support for that decision from the test of the city council. A special meeting has been called for 6 p.m. Monday in the Media Room on the second floor of City Hall for the council to consider an interim city manager. The next city manager is not expected to be hired until after the new city council is swam in next year following this fall's election. Page 40 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Ardeles are in reverse chronological order) those reductions are made. It is important to note that even with the elimination of these 33 vacancies over the past two years, Savannah still has seven more firefighter positions today than we did in 2014, when we received our ISO-1 rating. And we are still well -staffed compared with communities our size; Charleston, for instance, has one fewer firefighter position than Savannah, and 24 percent more territory to cover. As a resident or business owner in this city, you are served notjust by the fire station located in your neighborhood, but a fire protection system consisting of 15 stations and 22 emergency response vehicles. The city government also maintains agreements with our adjacent cities, which provide us access to more than 20 other fire stations, firefighters, and equipment should they be needed in the unlikely avant all of our resources are unavailable. No area of the city will ever be left without a response to a fire. We arc fortunate to have one of the best fire departments in the nation. Savannah Fire will continue to be, even with these adjustments. Rob Hernandez is Savannah's city government manager. Savannah City Manager Rob Hernandez: Government Leadership Backs Savannah Fire Department Author: Rob Hernandez There has been much discussion in recent days about staffing levels within Savannah's Fire Department. i would like to take this opportunity to address misinformation circulating in social and regular media outlets. First, what the city goverrunent has not done: • We have not closed any fire stations. • We have not laid offany fire personnel. We have not left any neighborhood in Savannah unprotected. • We have not taken steps that will delay Savannah Fires response time to an emergency What we have done is eliminate vacant positions in Savannah Fire over the past two years. To put those reductions in contact, I would like to take you back to 2014. For the fast brae that year, Savannah Fire was granted an ISO Class 1 rating — an insurance classification that evaluates a community's fire operations and water infrastructure. Less than 1 percent of fire departments in the nation arc rated Class 1. The following year, in 2015, Savannah received a dirce-year, S3.5 million FEMA grant designed to increase staffirg levels in Savannah Fire. We did just that. In 2015, we added 15 firefighter positions. In 2016, we added another 15 firefighter positions. And in 2017, we grew by 10 more firefighter positions. Add it all tip and over a three-year period we added 40 new firefighters to our payroll — a 12.6 percent staffing increase. At 366 total positions, including 341 firefighter, this was the highest staffing level in Savannah Fire's history. That grant ended in 2017, and with it we faced a difficult decision: Do we ask Savannah taxpayers to continue funding this increased staffing level, or do we make reductions? We were facing flat revenues that year, and direction from city council to continue making investments in the police department. To balance the 2018 budget, we eliminated 45 vacant positions across the city government organization, including I8 within Savannah Fire. Council directed that those cuts come from Engine 16/Marine I — a specialized unit that operates the fire boat and a backup pumper truck at fire department headquarters on Oglethorpe Avenue. That same budget authorized a permanent funding solution for fire operations: the fire fee. That fee was rejected over the summer, and during months of public discussion we heard repeatedly from property owners that they preferred a smaller fire department over paying a new fee to fund fire services. We contracted with the University of Georgia Carl Vinson Institute of Government to analyze Savannah Fire operations and make recommendations on better use of resources. I expect these recommendations within the month, but preliminary discussions with the report authors identified options for increased efficiency and reducing costs. The 2019 budget was balanced with the elimination of another 15 vacant positions. The UGA recommendations will drive where Page 41 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Articles are in reverse chronological order) WTOC 11 April 9, 2019 at 11:21 PM EDT - Updated April I 1 at 10:36 AM City of Fort Iauderdale extends offer to Savannah city manager By Sean Evans SAVANNAH, GA (WTOC) - Several sources have confirmed that Savannah City Manager Rob Hernandez is leaving his job. "lhc city is losing a very smart end talented individual," Savannah Alderman John Hall said. "I wish Mr. Hernandez the best wherever he goes. Our loss is another city's gain." Hernandez said that he has not officially tendered his resignation or discussed this with all of city council as a group. He said he will not release a statement until he felt it was the appropriate time. We've reached out to the mayor's office and the city spokesperson for comment. Hernandez came to Savannah from Broward County, FL in 2016. "He inherited a virtual mess. Remember, he came in in the middle of a hurricane. The first hurricane we'd had in what, 27 years," said District 4 Alderman, Julian Miller. In addition to dealing with the aftermath of Hurricane Matthew, Hernandez was tasked with completing a budge and coming up with a blueprint that would carry Savannah years into the future. "He has come up with the city's first strategic plan and gotten it going. He has refined our logo so we have the same logo everywhere There's an awful lot he has done, most of whicb the public will never see," Alderman Miller said. Several things spear -headed by Hernandez have been very public, like re-establishing a Savannah Police Department after the de -merger with the county, the search for a new police chief, and the fire fee proposal. Less than a year after the fire fee proposal was dropped by city council after public backlash, Hernandez referenced it in a moment of levity during his speech at a firefighter award ceremony Wednesday afternoon. "Believe it or not, the city actually imposed a fire fee way back in the early I800's to provide fire protection services to all property owners of the city. I wish I would've known that a year-and-o-balf ago. That could have helped us sell what we were trying to do a little easier to those that were opposed to what we were trying to do," he said. If Hernando is in fact out the door like sources tell us, city leaders know they need a similar leader to take the helm. "When you ram a city, there are so many moving wheels and so many gears going in different directions. There's always going to be hundreds of things that have to be addressed. That's why it's going to take someone who really knows what they're doing to pick up the mantle and go forward," Miller said. Hernandei s previous attempts to change jobs have been publicized. In August of 2018, it was announced that Hernandez did not get a county administrator position in Pinellas County, FL. The city of Savannah confirmed he was a finalist for the position. Hernandez was also on the shortlist for a city manager position in Brownsville, TX. At the time, Hernandez said he wasn't sure if the Savannah community wanted to work with him. "Criticism of govc=cat is healthy and important, and comes with the territory," he said in a statement in August of 2018. "i don't take it personally, even if some of the attacks on me have b,}ep yfryOpfesapp(. That 1 do want is Page 42 of 91 Page 43 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Articles are in reverse chronological order) Internet — Newspaper Archives Searches Roberto Hernandez (Articles are in reverse chronological order) to work in a community that wants to work with me. I am not a= that is currently the case. Amid a sustained level of criticism and uncertainty, I have considered opportunities outside Savannah. While I have no desire to leave, I did feel it was a prudent move for me and my family." Hernandez was a key architect of a proposed fire fee in Savannah that drew the ire of many in the city. The city council withdrew the fee from consideration after a tortured fine- tuning process. The mayor proposed to halve the foe weeks before it was withdrew. Chaz Adams with the city's strategic communications office says Hernandez has received an offer as Deputy City Manager for the City of Fort Lauderdale Florida. "The City of Fort Lauderdale has extended an offer to Roberto "Rob" Hernandez for the position of Deputy City Manager. The offer is contingent upon approval from the Fort Lauderdale City Commission. The commission plans to consider the item at their next meeting, which will take place on Tuesday, April 16," Adams said. City council will hold its regularly scheduled meeting on Thursday. We'll be following this closely to see if anything is announced regarding a resignation, as wall as what's next if the Savannah city manager position becomes vacant. Page 44 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Articles are in reverse chronological order) Savannah Morning News (GA) November 16, 2018 Savannah Proposing Slight Property Tax Cut, Employee Wage Hike Author: Eric Curt The owner of a home valued at $100,000 will save about S8 a year under a proposal to reduce the property tax rate in 2019, according to city estimates. The reduction from 13AO mills to 13.20 mills was requested by the Savannah City Council on Friday, the second day of a two-day budget retreat, after staff had initially proposed rstaitting the existing rate. Alderman Brian Foster advocated for the reduction to provide some relief to taxpayers after the rate was increased from 12.48 mills this year following the elimination of the widely opposed fire fee. "It's a start," Faster said. The council also directed stdf to incorporate a 3.5 percent wage increase for employees next year. The proposed increase was agreed to as a compromise after Alderman Van Johnson had initially sought to bump staffs recommended 3 percent wage increase to 4 percent. "The fight for the best and the brightest is real and people ultimately go where they will be paid," Johnson said. To maintain a balanced budget, while accommodating the council's wishes, staff said they increased their "conservative" projections for property tax revenue growth next year from 3 percent to 4 percent. In addition, staff plans to cut another $I million from the proposed budget to cover the remaining costs, said City Manager Rob Hernandez. The 2019 budget is expected to be presented to the city council for adoption next month. Since Hernandez arrived in late 2016, he has touted the need to address what he described as a structural imbalance resulting from expenses exceeding revenue. The fire fee adopted this year was an attempt to address that imbalance, but the council voted to repeal that new revenue source after facing widespread opposition from property owners. Hernandez said he believes the city has made progress, but noted the concerns raised by the council during the retreat that fending was lacking for infrastructure and service improvements. "We're still unbalanced in that this budget is not able to adequately address those needs," he said. "We are addressing them, but the need really outstrips our ability to fund them." The next Special Purpose local Option Sales Tax, which goes before voters next fall, has been touted by the council and staff as a way to find needed infrastructure improve scats, but Hernandez said the city cannot rely on the tax to resolve the issue. The city will also be looking at more models to fund municipal services, including a potential stormwater fee to cover the cost of drainage projects, Hernandez said. In July 2017, the city council unanimously approved a $49.651 contract with Atlanta -based Stantec Consulting Services to study the feasibility of such a fee and how it would be implemented, but the study's findings have never been presented. "We continue to look at that and we will be bringing that back to City Council at the appropriate time," Hernandez said. Savannah Morning News (GA) December 20, 2018 Savannah City CouncH Oki SIM Fire Station Sale Despite Buyer's History of Code Violations Author. Eric Curl The Savannah City Council on Thursday approved the sale of a former fire station, despite the buyer's history of being cited for code and maintenance violations at multiple properties throughout downtown. The $1.05 million sale to Inman Park Properties came after thrae proposals were submitted to the city and evaluated by a five -person staff commiltm. Inman received the highest score after proposing to preserve and restore the 72-yearold building at 6 W. Henry St. for use as a cafe and office space. Rajesh Patel had proposed paying $525,000 for the property, while Lynch Associates Architects offered S455,000. The sale was quickly approved without discussion by the city council, with the exception of Alderman Bill Durrence, who had stepped out of the chambers to speak with someone who was leaving. Dumence, who represents the area where the building is located, said he probably would have voted for the sale also. It was his understanding that most of the property maintenance issues have been addressed and he was hoping to see something dome with the building, Durscnce said. "The bottom line for me is that it didn't matter how I voted because the majority of council made up their mind that for that price point, they were going to sell it," he said. laman's proposal is expected to activate the "somewhat stagnant" block and generate 75 full-time jobs in the neighborhood, according to the developers proposal. Inman reported that construction was expected to begin 120 days after closing and take one year to complete. Staff had delayed consideration of the sale in October following inquiries from the Savannah Morning News into the buyers past code and property maintenance issues. From 2012 through 2016, the city instigated 16 Chatham County Recorders Court cases against Urinates owner, Jeff Notrica, for 14 downtown properties. Charges related to overgrown vegetation, maintaining a clean and sanitary property, safety, defacement of property, accumulation of garbage, and an unsafe building. The pending sale comes after the approved sale this year of multiple downtown city properties. City Manager Rob Hernandez has touted the sales as a way to return outdated properties to the tax rolls and raise revenue for the construction of a new municipal center west of the Historic District, where the city is building a new arena. However, Hernandez said during an interview Tuesday that the sales revenue may instead go toward construction of the arena. The amount of current voter -approved Special Purpose Local Option Sales Tax is expected to raise S120 million, while about $22 million was raised during previous tax periods. Still, the city expects to need an additional S20 million to S40 million to cover the estimated S140 million to S160 million costs ofthe arena's construction, as well as relocating public works from the arena site and building a new complex for that department, Hernandez said. The city does not plan on adding the arena to the next SPLOST referendum going before voters this fall, he said. Page 45 of 91 Internet— Newspaper Archives Searches Roberto Hernandez (Articles are in reverse chronological order) Savannah Morning News (GA) August 31, 2018 S3.9M Mistake Mucks Up Arena Contract Author: Eric Curl The Savannah City Council on Thursday delayed by two weeks consideration of an S11.2 million contract with AECOM Hunt to manage the construction of the new S 140 million arena, after learning the contract amount is actually about $3.9 million more than city staff had initially reported. The vote for the delay came after staff explained during the morning workshop that a misreading of the fee proposal had led staff to initially report that the contract was S7.3 million - the amount that was on the meeting agenda until Wednesday. The originally reported amount should have been a red flag since it was so much lower than the amounts submitted by the other two finalists for the contract, said Alderman Bill Duman. Turner Construction had proposed serving as construction manager at a cost of about $13.6 million, while JE Dune's proposed cost amounted to almost $12.7 million. "I m very nervous," Durrence said. "1 never spent S 140 million before.' Pete Shonka, executive director of arena development, said that AECOM Hunt still had the lowest price and highest evaluation score after the error was corrected. City Manager Rob Hernandez also said he felt confident in moving forward with the rccammended contractor after determining the company had followed the process roncetly, while acknowledging the error should not have occurred in the first place. "That reflects poorly on me and 1 apologize," Hernandez said. "We will double down to prevent circtnnstanecs Wee this in the future." Council members said they wanted more time to sec how the error occurred before taking a vote. "The severity of it should not be lost," said Alderman Julian Miller. "We are going to be doing an awful lot of contracts and we need to have confidence on that" Walter Murphy. via president at JE Dunn, had also spoken out against the contract being awarded to AECOM during the meeting and had informed the council that he had notified the city manager of the issue. "We were told h was a scriveners error," Murphy said "1 don'tthink so. 1 think the bid was non -responsive." In other council news, city council approved the $14 million sale of two downtown buildings. Mayor Eddie DeLowh joined Aldermen Carol Bell, Durcence, Brian Foster, John Hall and Miller is approving the sale of the historic Gamble Building next to City Hell for $8.5 trillion, while Aldermen Van Johnson, Estella Shah= and Tony Thomas cast the opposing votes. The buyer, Foram Development, plans to convert the building into a condo complex with rooftop gardens. Staffhad recommended the We as a way to rid itself of a building that requires extensive repairs and generate ongoing revenue by putting it back on the tax rolls. But Thomas said he disagreed with stairs assertion that the historic building was mot adequate for city use. "I'm a little bit more of a sentimentalist," he said. "1 believe the city is giving up its imprint on the riverfroat" The vote was similarly split with the council's approval of the sale of the former Catholic Diocese building at East Broad and Liberty streets fro S5.9 million to Standard Companies, which plans to develop the property as an apartment complex with commercial space. Johnson 411 of 424 Page 46 of 91 Page 47 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Arddes are In reverse chronological order) Internet — Newspaper Archives Searches Roberto Hernandez (Articles are in reverse chronological order) said he was afraid residents were being priced out of living in the city. "This was in my mind a wonderful opportunity to provide affordable and workforce housing for people to live downtown; he said. The approved sales come two weeks after the city cou icil's vote to sell the Broughton Municipal Building to Columbia Ventures for 54.5 million. The buyer intends to convert the mid-century building into a hotel with retail on the ground level. And in April 2017 the council approved the S5 million sale of a 1.2 acre lot on Oglethorpe Avenue, where a developer plans to construct a mixed -use residential complex. Hernandez said the funding from the sales is being invested into a reserve account for a modem municipal center he is considering building west of downtown near the arena to consolidate city departments. The total costs of that project, which would include a public safety complex, have not been determined, Hernandez said "We still have a lot of work to do on that," he said. "We still have to flesh that concept out with city council." in the meantime, the city has born relocating statfinto 36,538 square feet of leased office space on Chatham Parkway at an annual cost of about 5785,000. Page 48 of 9l Internet — Newspaper Archives Searches Roberto Hernandez (Ardcles are in reverse ehronologlcat order) process for FY 19 is going to be a smooth one because I can't guarantee that." Savannah Alderman Van Johnson suggested that the city meet with residents before the budgeting process begins to taoncile what they want and what the city can afford. "We have a region that takes advantage of many of the services that we provide that they do not pay for," Johnson said. "So I think part of this discussion is educating individuals that we can give everybody what they want, but there is a cost to it." Hernandez said that the city's budget director, Melissa Carte, has already proposed holding several citizen engagement panels to walk residents through the budget process, "allowing them to see how difficult it is to put together a 5400 million budget for an enterprise the size of the city of Savannah." The council will hold two additional hearings at 9:45 a.m. and 2 p.m. July 19 before a making a final vote on the tax rate increase. Savannah Morning News (GA) July 11, 2018 City: Funding Problems not Over Savannah May be Facing Tough Budget Process for 2019, Hernandez Warns Author. Eric Curl The recent repeal of the controversial fire fee may have been welcomed by property owners concerted about the additional expense, but city officials are not breathing easy as they look toward Savannah's financial future. With the elimination of the dedicated fec, which would have freed up millions in general funds, the city may be facing a difficult budget process for 2019, according to City Manager Rob Hernandez. Hernandez warned the Savannah City Council last week that their plan to increase the property tax rate by 0.92 mills, or 7.4 percent, will not resolve long-standing financial challenges that the fee was meant to help address. Almost a third of city parcels pay little or no property taxes due to being exempt or having low value, and tax digest growth has not kept pace with expenses, Hernandez said. "1 don't want anyone leaving here today with a rosy picture of 2019's budget process," he said. "We are structurally imbalanced." The mayor and aldermen are expected to adopt the tax increase on July 19 to restore almost S10 million of the S 16.5 trillion in revenue lost with the elimination of the fire fee. The city also implemented a hiring freeze and cut expenses, including S 1 million Mayor Eddie DeLosch had sought for an early childhood learning center being planned by the Savannah -Chatham School Boatel. With the proposed tax increase, the city will be able to preserve funding for some priorities that included software upgrades, enhanced right of way maintenance, Waters Avenue streeucape improvements, increased city reserves, and the Savannah Shines neighborhood revitalization initiative that has already begun in Edgemerc/Sackville, said Alderman Julian Mille. "i'm not sure if everyone understands how deplorable the city's computer system is," Miller said. "We're still ninning programs that most people have abandoned 20 years ago." Alderman Brian Foster said the city will also maintain the full staffing levels of the police department after adding more than 120 officers to patrol the city following the department's split with Chatham County in February. "We are fully staffed and have been for a while in the first time in over a decade," Foster said. "That's what the public asked for and we have successfully done that." Savannah's property tax rate has been decreased or remained the same every year since 1994, aside from a six-month half -mill increase in 2010 that was dropped back to the previous rate the following year. The current rate of 12.48 mills has been in place since 2013. For the owner of a home with a fair market value of S 150,000, the proposed increase amounts to 55520 annually or $4.60 per month Alderman Tony Thomas said that every effort would be made to reduce the role in 2019, but Hernandez responded by casting doubt on that scenario. "1 don't know at this point in time because ifs still too early is the process for FY 19 to detemtine, in feet, whether we an going to have a smooth budget process or we're going to have a rocky budget process like we've had the Ism couple yeah; Hernandez said. "So please do not leave here today thinking that budget Page 49 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Arddes are In reverse ehronologred order) Savannah Morning News (GA) lane 8, 2018 City to Consider S11M In Cuts Council Approves Adding Sonday'Brunch Bill'to November Ballot Author. Eric Curl With less than six months left to go, City Manager Rob Hernandez has been charged with cutting more than S I I million from this year's budget. On Thursday, the Savannah City Council directed Hernandez to figure out over the next week what cuts can be made to make up for the anticipated loss in revenue, as the mayor end aldermen prepare to reduce the controversial fire fee by more than half in the face of widespread opposition. "Weil: just asking the city manager to go back and modify the numbers and bring us something forward that people can feel better about," said Mayor Eddie DeLoach. As proposed by the council, a property tax increase is not an option and the city would retain the one mill tax rate decrease that was approved in conjunction with the fire fee as part of the 2018 budget. The council's vote came after DeLoach announced on Wednesday a proposal to reduce the fee by 53 percent, which would bring the fee to $120 for residential properties. The city is also offering discounts of up to 20 percent until June 15, which would bring the total to 596. Mayor Pro Tem Carol Bell also suggested that Hernandez present an alternative option to cover the costs of eliminating the fire fee entirely. "As a council, let us determine if that's the way we want to go," Bell said. Previous attempts last month by Aldermen Van Johnson, Estella Shabazz and Tony Thomas to repeal or lower the fee were voted down by the remaining members ofthe city council during deliberations on bow to spend $10 million surplus from lam year. On Thursduy, Thomas said he was staunchly opposed to the fire fee, but was concerned the council was being unfair to Hernandez by not making the S I I million reduction request when the surplus was presented. "i don't know if the city manager has truly analyzed that plan to see if he could reach that number," Thomas said. "And 1 don't know either what other options are completely out there." The surplus spending plan, which left the full fire fee intact, included funding to pay offthe purchase of the Coastal Empire Farr site; complete the Cultural Arts Center, install computer security upgrades following a malwarc attack; fund a staff compensation study; and assist the Savannah -Chatham School Board in establishing an early leaming Center touted by DeLoach as an anti -poverty initiative. Hernandez said Thursday he did not recommend using the surplus funds to make up fire fee cuts because the savings and unexpected revenue from 2017 were going toward one-time expenses and that the fire fee was meant to free up general funds for ongoing operational Costs. "It would come back to bite us at some point in the future," he said. The proposed budge cuts are expected to be presented for the council's consideration during a budget workshop June 18. The tax rate has to be formally adopted by the end of the month and the council is expected to vote on the revised budget at their meeting June 21. Prior to the regular meeting, the council got a briefing on a hardship program the city is developing for low-income property owners who are unable to afford the fee. The city is now seeking a nonprofit social service provider to administer the program so applicants can also have an opportunity to get assistance with additional needs, said Tafanye Young, Chief Community Services Officer. "We're hoping that people will take advantage of this and see rewards beyond just the fire fee being waived," Young said. 412 of 424 Page 50 of 91 Page 51 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Articles are in reverse chronological order) Internet — Newspaper Archives Searches Roberto Hemandez (Articles are in reverse chronological order) Savannah Morning News (GA) April 12, 2018 The Sense in the Clty's Spare Cents Author: Eric Curl Savannah had a better year, financially, than expected, according to city officials. Now, the city is planning on providing $2 million in funding needed to complete the new Cukural Arts Center, paying for security upgrades following a recent computer malware attach, and covering the full costs of a 3-percent perfarmanoee-based pay increases for employees, after recently closing out the 2017 budget with a S10 million surplus. The surplus stemmed from a combination of about $5.2 million in revenue coming in higher than anticipated, in addition to expenses coming in about S4.7 million below budgeted amounts after the city implemented a hiring freeze last year, said City Manager Rob Hernandez. Most ofthe growth was from elastic revenues, such as lodging and sales taxes, that expand and contract with strength ofeconomy, Hernandez said. "We have a general idea how the economy is going to perform but it's a guess and science at the same time," he said. "So in 2018 our budgeting numbers ate a bit more optimistic than they were when we put together the ' 17 budget, but something could happen tomorrow." The funding plan going before the Savannah City Council Thursday will also increase reserve fords, pay a debt owed for purchasing the Coastal Empire Fairgrounds site, and cover costs associated with converting a section of Montgomery Street for two-way traffic. In addition, staff is recommending that the revenue go towards staff relocation costs related to the planned sale of two downtown buildings and a compensation study to address pay inequities. "We also did a reorganization this year and created new job titles," Hernandez said. "We think we slotted them in the right place, but it's time that we do a real in-depth review of our pay and compensation practices." Almost 100 positions were eliminated as pan of the reorganization, with about 40 of them vacant but dozens of new positions were added and impacted employees were given the opportunity to apply for the jobs. Seven employees ended up not being placed either because there was nothing available or they did not accept the position offered, according to city officials. And after the city council voted to add 24 new positions to the police department this year, there ended up being a total net reduction of one position. Hernandez said the surplus does not negate the need for the city's new fire services fee, which was implemented to correct a structural imbalance the city has faced for years. "If we didn't have the hiring Gaze and agencies spent every dime we got budgeted, we would have only S5.2 million in extra revenue," he said. "The fire fee provides us an opportunity to take S21 million of pressure offof the general fund." The city council recently approved an ordinance that offers up to a 20 percent discount on the fee for installing safety equipment developing emergency plans and participating in fire training programs. Property have between April 15 and June I to apply for the reduction before bills are sent out in the fall. Meanwhile, the city also plans to spend about S500,000 on new technology and services to boost Page 52 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Ardoies are in reverse chronologicai order) Savannah Morning News (GA) February 18, 2018 Savannah Restructures Government Operations Officials Tout Pion as Way to flake City Operations More Efficient Author: Eric Curl New titles and responsibilities, along with salary increases in some cases, have been issued to a number of Savannah's department heads and top administrators as part of a government reorganization implemented by City Manager Rob Hernandez Touted as a way to make city operations more efficient and achieve the Savannah City Council's priorities in a recently adopted strategic plan, new departments and positions have also been created, while others have been eliminated or modified. The restructuring consolidates two assistant city manager positions, one deputy to the assistant city manager position and five bureau chief positions into them executive officers. The employees selected for the new positions have the experience and personality to lead and get things done, Hernandez said. "That's what differentiates managers from leaders," he said. "I need leaden more than I need managers." Paying for quality Many Johnston, formerly a deputy assistant to the city manager, was selected to fill the chief operating officer position, charged with asset management, customer service, special events coordination and oversight of the financial and internal service Emotions of the city. The move bumps bet salary up from S125,827 to S148,000. Heath Lloyd was selected as Chief Inhusiructurc and Development Officer, after previously working as the public works and water resources operations director. Lloyd's responsibilities include ensuring the safety ofthe city's infmstrucnm, producing safe drinking water, protecting buildings and streets from flooding, and improving the development process. Lloyd's new salary amounts to $148,000, up from his previous salary of S 109,414. Taffaayc Young was hired as the city's Chief Community Services Officer after previously serving as the Community and Economic Development Bureau chief. Young is charged with unifying initiatives and programs focused on improving the lives of residents and providing them with clean, safe neighborhoods and access to quality housing, recreational facilities, leisure opportunities and supportive services. Her salary increased from $132,282 to $148,000. The city's former budget director, Melissa Caner, also received a pay increase from $89,400 to S 115.000 after being promoted to head the new Office of Management and Budget which is responsible for preparing the city's yearly and long-term fiscal plans, as well as taking on an expanded role in grants development. And David Keating, who previously worked as a real property director, had his salary increased from $84,025 to $90,327 after being put in charge of a revamped Real Estate Services Department that now oversees property acquisitions, facilities maintenance, cemeteries, and the Civic Center. Pay was only increased for employees who have taken on additional responsibilities so that they are being fairly compensated, Hernandez said. "We want to keep the good ones," he said. "And also we have key positions we have to fill and we need to be able to compete and attract a quality workforce." Cutting grass and dysfunction After years of complaints about property maintenance issues and delays in completing planned sccmity measures after a maiware attack discovered in February impacted some city services. The malware appears to have been eliminated, but the city is still not accepting email attachments as a precaution, said city spokesperson Michelle Gavin. "We think that we've gotten it," Gavin said. "We've taken all the measures to wipe computers and have taken some extreme measures, but it's an ongoing thing." Proposed surplus expenditures Transfer to ReservesiGeneml Fund Balance: $2.5 million Performance -based 1-pravent employee pay increase: SWUM Cultural Arts Center Overrun: S2 million Montgomery Street redirection project: SI million MPO agreement amendment: $200,000 Revenue dept. relocation: S500,000 Fairgrounds - Pay off Debt Service: $1.4 million ITiMalwtre Equipment Recovery: S500,000 Relocation Contingency: $100,000 Compensation study: $300,000 Facility repairs and improvements: S800,000 Rental of backhoe - Cemeteries: S 100,000 Total: S10 trillion Page 53 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Articles are in reverse chronological order) projects, departments that never talked to one another were merged and new offices were launched as a way to eliminate government bureaucracy and improve focus, according to officials. To improve property maintenance, quality of life and tourism impacts, a new Code Compliance depattmeal was created. Previously, code -related activities were handled by multiple departments, prompting situations in which a property maintenance enforcement officer could not handle a zoning violation, or vice versa. In addition, property maintenance was only citing code violations on residential properties and letting violations on commercial properties go or referring them to the building department Hernandez said. "So we said time out ... were bringing all that in house," he said. 'We're going to do cross -training and we're going to have commonality in how our code enforcement is handled and prosecuted." Kevin Milton, a new employee with the city, has been hired as director of the dcparmnent with a Wary of 5115,000. Former Property Maintenance Director Kimberly Corbin is now working as Code Compliance Assistant Director, with her salary remaining at S80,368. Similar issues led to the consolidation ofthe city's landteape maintenance functions, including squares and monuments, into a new Greenscapes department. Prior to the consolidation, Hernandez said one team would cut an overgrown lot and then a different unit would come back a week later and cut the adjacent canal bank. And in some cases, Hernandez said, small equipment such as wood wackers would not be brought in until days after the larger mowers had cut down some city right-of-way. Now, work areas have been divided into grids that are maintained by regional teams responsible for basically anything that grows, Hernandez said. "They work a grid and don't leave that grid until everything is finished," he said. Former Park & Tres Director Gordon Denney now heads the new department. His salary remains S80,368. The reorganization also included the formation of the Capital Projects Management office, which Hernandez said put five full-time positions in charge of oversceing S726 million in budgeted projects. That move was praised by Alderman Julian Miller recently when the council was given an update on the projects being funded by the voter -approved special purpose local option sales tax. Often -repeated concerns were raised about the time it has taken to complete some projects, and Miller noted that the department was created to address the issue. This is one of those things going on behind the scenes that the public won'tsee that is really going to make a big difference," Miller said. Stating impacts The restructuring came after the city imposed a hiring freeze upon Hernandez's arrival in October 2016, and at his direction only critical positions were filled for more than a year in anticipation ofthe changes. Almost 100 positions ended up being eliminated as part ofthe process, with about 40 of those vacant. Dozens of new positions were added, however, and impacted employees were given the opportunity to apply for those jobs. "In certain instances we were very lean in operations, and I think that was hurting us," Hernandez said. Seven employees ended up not being placed either because there was nothing available or they did not accept the position offered, according to city officials. And after the city council voted to add 24 new positions to the police department this year, there ended up being a total net reduction of one position. Hernandez said. Not all employees' pay went up after getting a new position4Opeo OI trsplatsgt ctty manager Page 54 of 91 Page 55 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Articles are in reverse chronological order) Internet — Newspaper Archives Searches Roberto Hernandez (Articles an In reverse chronological order) Peter Shonka, ended up having his pay reduced by $15.624 to $140,619 after he became head of a new arena development district office - the office focused exclusively on developing the new arena and stimulating private and public investment in the surrounding redevelopment area. Such pay reductions were unfortunate, but in some cases could not be avoided, Hernandez said. Ibere may have been several, although not widespread, due to reduction in responsibilities," he said. A number of other staffers retained the same salary, while taking on new roles. Bridget Lidy, former Tourism and Ambassadorship director, was hired as the new Planning and Urban Design director after her department was eliminated. Her salary remains $85,703. And Bret Bell, newly titled assistant to the city manager rather than deputy assistant, is now charged with handling legislative priorities, preparing the council's agenda, and working to tasuse residents' concerns brought to the attention of aldermen are addressed. His salary remains $107.205. In addition, former Economic Development Department Director Manuel Dominguez's salary of S80,368 was left unchanged after he became head of wbat is now the Office of Business Opportunity, which is responsible for administering and coordinating the city's economic and small business development program. After being delayed for about two months as they attempted to find suitable jobs for all of the impacted employe", the reorganization became effective Feb. 1, said Hernando; whose salary remains $238,000. "One thing I want to stress to folks is patience," he said. "We just put this new organizational alignment into play." Page 56 of 91 Internet— Newspaper Archives Searches Roberto Hernandez (Arddes are In rouse chronological order) see the structure going anywhere anytime soon. But the city is too bury trying to put out daily firos and has little time to be creative, Hernandez said. "You're the folks that need to come up with those ideas and well support it when we can," he said. Hernandez also made it clear that some proposals will not fly as the city tries to balance the demands of tourism with preservation efforts and residential Wads. Board members thanked him after Hernandez said he and the city council recently rejected a request to install a Ferris wheel on River Street. The 137-foot4all observation wheel would have been installed on a city parking lot along the water between the Abercom and Lincoln street ramps at an initial rate of S 17,000 a month, under the lease agreement proposed by Missouri -based SkyStar Wheel. "When I lookal at that request, i said no way; Hernandez said. Hernandez, who previously worked as the deputy county administrator of Browned County, Fla., became Savannah's city manager in October 2016. Savannah Morning News (GA) December 30, 2017 City Manager Talks'Funkifieadon,' Ferris Wheels in Savannah opinions Expressed on Preserving Historic Structures Modernizing Others Author. Eric Curl A modem looking arena could be in play, but a proposed Ferris wheel on River Street is out of bounds. City Manager Rob Hernandez recently shared his thoughts on architecture, historic preservation and development in Savannah, as the guest speaker at the Historic District Board of Review's recent retreat. During the hour-long discussion earlier this month, Hernandez also look time to describe one of his architectural "pet peeves." "I hate red brick," Hernandez said. "We seem to have this tremendous love affair with red brick." He said he would like the new arena the city plans to build west of the Historic District to have a more modem took, perhaps with stainless steel and glass, while still paying homage to history. "But it doesn't have to be rooted in red brick," he said The areas site is outside the board's jurisdiction, but Chairmaa Stephen Merriman Jr. later said he is not necessarily opposed to a more modem looking building being built at the site. "1 would be more opposed to build an at= that appears like it was built in the 1850s," Merriman said. "It gives a false sense of history." Hernandez also made it clear that he believes City Hall is no longer an efficient place for himself and other city staffers to work or for the Savannah City Council to hold their meetings. He talked about his plan to build a modem municipal complex in order to consolidate the city's workforce, while possibly converting City Hall into a "working museum" where the mayor and alderman could have offices. "We're going to preserve City Hall," Hernandez said. "We have to preserve it, but the day-to-day stuff can go somewhere else." The I I I-yearold building is in serious need of repairs, and funds for the structure's restoration will need to be raised, possibly by including the project in the 2019 special purpose local option sales tax referendum, he said. Hernandez got some pushback from board members when he said he was considering replacing City Hall's deteriorating wooden windows with modem faux -wood fumes to make them more efficient and hurricano-resistant. Board members were concerned the move would min the building's historic integrity and lead to private developers also wanting to bypass ordinance requirements. They suggested the city install exterior wood windows with interim storm windows to achieve the results he is seeking. Otherwise, the historic protections in place would crumble, Merriman said. "That's one of the biggest things Savannah has going for it, is out ordinance," he said. There are some buildings that seem ripe for "fuakifreation," such as the old East Side Theater on the comer of East Broad and East Gwinnett streets, Hernandez said. The historic theater with the words "Hungry World" across the old marquee has sat vacant for decades. "Not to be disrespectful of its character, but you can do cool things with it," Hernandez said, 'That building has a lot of potential." In a similar vein, he would like to "fualdfy" Martin Luther King Jr. Boulevard around the Interstate 16 flyover, which he considers an eyesore. There have been plans proposed to demolish the ramp into downtown, but Hernandez said he does not Page 57 of 91 Internet— Newspaper Archives Searches Roberto Hermusclez (Arddes are In asperse chronological order) Savannah Morning News (GA) December 1, 2017 City Considers Budget Cuts, Fin to Cover Its Shortfall Hernandez: $187 Million Proposal a Starting Point Author. Eric Curl Savannah staffers arc proposing a variety of revenue generating options and expense cuts for the 2018 budget to determine whether the Savannah City Council wants to implement aervico enhancements or reductions in the face of projected funding shortfalls. The preliminary spending plan presented during the first day of a two-day budget retreat on Thursday amounts to a 'bare bones, no frills and somewhat painful" general fund budget of S 187 million that includes almost S13 million in cuts to personnel, services and capital project investment, avid City Manager Rob Hernandez. "It's not even a recommended budget or a proposed budget," Hernandez said. "It's just a starting point for our conversation." The second budget option of almost $200 million would sustain existing services, as well provide funding for performance -based wage increases and increase reserve funds for unforeseen expenses. The third spending plan would be an "eahaaced budget" of about S213 million to cover expenses related to council priorities, such as additional police officers recommended by a consultant to improve emergency response times. Among the funding options staff presented was a proposed fee charged to all properties to cover the cost of fire department services and eliminate that department's dependence on tax revenue. Implementing a fee to cover the full cost of free services would amount to $370 per household and raise an estimated $31.5 million, according to the budget report. A consultant, Ecological Planning Group, also presented reduced rates as an option that would cover between 50 percent and 75 percent of fire service costs and raise about $15.7 million to S23.6 million. Property tax increases and decreases of between half a mill and two mills were also proposed, with revenue impacts ranging between $2.5 million and $10 million. "Anything you decide today for this budget is going to play out and have an effect for the next few years," said Erick van Malssen, who ryas working with the fire fee consultant. A hardship fund to assist low-income property owners is now being considered as part of the fire fee proposal, if it is adopted. Savannah Alderman Van Johnson said he is still concerned about the fees impact since ranters would not be eligible to receive payments from the fund, even if the fee's cost was passed onto them by landlords. But Alderman Julian Miller said rental rates arc established by the market and he does not expect tenants to be adversely affected as a result of the fee. Alderman Tony Thomas said renters would be impacted, but that the more than 5,800 tax-exempt property owners benefiting from fire services nod to contribute to those costs. "those folks have got to participate," Thomas said. "it's going to be tough for some people, but some people have been riding this system for decades." The $12.7 million in spending cuts arc being proposed, dcspttp p(o O>Ntgegses in property Page 58 of 91 Page 59 of 91 Internet -Newspaper Archives Searches Roberto Hernandez (Articles are in reverse chronological order) Internet - Newspaper Archives Searches Roberto Hernandez (Articles are in reverse chronological order) tax revenue and other tax revenue streams this year and next. The shortfall is due to a combination of factors, including an increase Of tax exemptions, Operating costs and growing debt payments related to property purchases, infrastructure improvements and public safety purchases, Hernandez said. "We have a lot of needs in the city that far exceed the revenues available to us; he said. A surplus of about S3.8 million is actually anticipated for 2017, due to higher then projected tax growth and salary savings from a hiring freeze. Those funds are proposed to be used to offset a budgeted use of reserve funds for 2017 and help cover expenses related to hurricane damages and capital project overrims. The city is also anticipating some employee payouts due to some officers joining the county police department, following the split of Savannah -Chatham police. Planned civilian staficuts stemming from a government restructuring should only result in a "handful" of employees actually leaving the arganizatian since those impacted will have the opportunity to fill other positions, Hernandez said. The second day of the budget retreat is scheduled to begin at 8:30 am. Friday. During the workshop staff will need the council to make a decision on what type of funding options or cuts they want to move ahead with, Hernandez said. "I have to get some clarification an what they want to do because 1 have to put together a final budget," he said. Page 60 of 91 Internet -Newspaper Archives Searches Roberto Hernandez (Ardlcles am in reverse chronological order) participants, said that after three months ofbeng unemployed, the program helped "get her foot in the door" and find a job as a housekeeper. Whether hospitality -based johs will help Savannah reduce the poverty rate has been a matter of local debate. The growing number of hotels has down some criticism from residents, who are concerned about the city becoming too dependent on what they contend are low paying jobs. But Boyish Jenkins, a Goodwill Career Center assistant who conducts the training course, said the hospitality industry does offer opportunities for advancement and better pay. Hotel employees, for instance, can start as a housekeeper, go to from desk, then become a supervisor and from supervisor become a general manager, said Jenkins, a former hotel employee himself, "I know it can be lucrative," he said. And some hotels, such as developer Richard Kessler's Plant Riverside $270 million hoed project being built along West River Street, are going to be offering higher pay, Jenkins said. The Plant Riverside project is located in a state opportunity zone, which makes Kessler eligible for job tax credits for providing employment in an impoverished area. The hotel is supposed to create 700 full-time permanent positions with benefits, including health insurance, and Kessler is required to pay at least S 10.25 as part of the tax credit agreement, but he has said beginning wages could reach as high as S 15 an hour . As for Plan's plans, she said she plans on working her way up to be a manager. "You always have an opportunity for advancement," she said. "So just lake your time and move up" 'Outside the box' City staffers said that they plan on improving coordination among service providers, identify new revenue sources, aggressively promote programs, and think "outside the box' to reduce the poverty rate and provide more employment appar nmilies. Young said that the city may want to try to re -implement a partnership with a local church that had retirees provide training, such as brick laying, for residents seeking job skills. Staff is also working on a proposal that will hopefully address some of the hard to hire issues with respect to city contracts and city employment, Hernandez said. Savannah Now - Savannah Morning News (GA) February 11, 2017 Poverty Persists in Savannah, Despite City Programs Author. Eric Carl Austin Spell, 20. wants to be a pipe -fitter or EMT. That is why he was recently sitting in a classroom at the Moses Jackson Advancement Center, where he and six others were registering for a GED program put on by Savannah Tech. Spell said he was pulled out of school by his stepfather in eighth grade and he does not have the educational background he needs to meet his career goals. "I'm planning an gelling my bachelor's degree and see what I can make out of myself," he said. The GED program is one of many programs at the city -supported advancement center that are meant to help Savannah residents find employment. Still, Savannah's high poverty level persists. The percentage of Savannah's population living below the poverty level was almost 27 percent in 2015 — up from almost 22 percent in 20M, according to the US Census Rama's American Community Survey. The increase occurred as the city invested S2.7 million in general funds in anti -poverty, programs between 2011 and 2016, including 5642,600 to support the advancement center, according to a recent report presented by city staffers. During that time, another SL I million was spent supporting Seep Up Savannah's job training and anti- poverty initiatives, and $991,104 went toward various social service agencies. About a million dollars in federal funds supported the advancement center and social services offered by America's Second Harvest of Coastal Georgia, Union Mission and Lutheran Services of Coastal Georgia. Taffanye Ymm& Community and Economic Development Bureau chief, recently attributed the increased poverty rate to the recession when she presented the report to the Savannah City Council during an economic mobility workshop. "You had a lot of jabs that were lost." Young said. "A lot of people with higher incomes and higher skills carded up taking some of the lower skilled jobs." And job raining is no 'magic bullet" when residents have child care, transportation, substance abuse and criminal background issues to deal with, Young said. Only 17 percent of the 507 individuals who received job training through the ciy-funded programs since 2011 ended up becoming employed, according to the staffrepon. Those type of results are not satisfactory, City Manager Rob Hernandez told the council. "We may have to do something entirely different with some of these populations that have drastic barriers," Hernandez said. Hospitality programs Other programs have fared better, however. The US Department of ]abOr's Workforce Innovation and Opportunity Act only employed 34 percent of the 1.256 Chatham County participants since 2011, although many of those participants are still engaged in the program. according to the staff report. And since 2014, 316 adults received job training through the Step Up's Chatham Apprentice Program, with 59 percent becoming employed. Another 159 jobs have been created or retained since 2011 for low- to moderate -income residents through a city - supported loan program administered by the Small Business Assistance Corporation. Goodwill of Southeast Georgia is helping residents find work with the launch this year of a hospitality Training program at the advancement center. Rashena Platt, one of the six -week program's Page 61 of 91 Internet - Newspaper Archives Searches Roberto Hernandez (Articles are In reverse chronological order) jttmsalwww.wsay.cotrdnewslsavannalus-city-mnnaaerwn�hf s-first-3-weckd Nov 9, 2016 Savannah's City Manager on His First 3 Weeks by: Andrew Davis He was the choice of the council to lead the city of Savannah. In juse three weeks on the job. City Manager Rob Hernandez has already been through a hurricane and multiple murders. But what does Savannah's City Manager thinks the next three weeks, months, even years may hold. "Making decisions without having all the appropriate facts or knowing all the different facets of the community that could be dangerous," said Hernandez. That's why Rob Hernandez says he is in "listen, learn and observe" mode. observing the community he now helps shape. Shaping with a community and a staffhe has already saes deal with a hurricane, and thrive under pressure. 'The reverse would be that I'm hen 6 months or a year and we would have a crisis and what would be going through my mind would be, well i don't know who 1 would rely on, I don't know how this team is going to perform, I now know that," explained the City Manager, He also knows is that crime in Savannah is a problem.'"fhe community is very concerned about it, the community expects us to take proactive measures and we have," said Hernandez. But the same community also may be too focused on each and every criminal act. "When we have an instance of crime that happens here it's unfortunate," explains Hernandez. "But it stands out more i think in the community mindset because it's out there its closer to Than it gets publicized more in the city of Savannah" But he is not ready to rubber stamp the high cost of putting more officers on the streets. Stressing Fiscal responsibility, he hopes to find "progressive" ways to get police what they want in 2017, "My job is to balance all the competing needs in the community and to Try to make a fiscally sound and operationally sound recommendation to The nine that eventually have to make the decisions," explained the City Manager. The decisions about growth of our city is foremost on Hernandez's mind. "We can't afford to be as methodical as we have been in the past again because the world is moving at a breakneck speed, and we have to keep up with the world," said Hernandez. "Are we behind?" "I'm not saying we are behind. But we have to pick up the pace." Pact of life, and paw of drawing businesses to Savannah. "Make sure they know Savannah more than just a great place to visit. A gnat place to relocate your business," said Hernandez.'% and by the way they have a really great local government as well" 415 of 424 Page 62 of 91 Page 61 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Articles are in reverse chronological order) Interact — Newspaper Archives Searches Roberto Hernandez (Ardeles are in reverse chronological order) Sun Sentinel SEP 21, 2016 Deputy Broward administrator leaving for Savannah By Brittany Wallnum The No. 2 official in Broward County government has resigned, after accepting a job in Georgia. Roberto "Rob" Hernandez, deputy county administrator, said in a letter to County Administrator Bertha Henry earlier this month that it was with "great sorrow" he submits his resignation Hernandez was responsible for a large portion of county government, and also brokered the deal with the Florida Panthers that increased the hockey club's public subsidy but helped rnsnre the team would my. In a handwritten note on the resignation letter, he thanked Henry for mentoring him, and giving him "the tough tasks to take on, like the arena." Besides the deputy position, Henry has two assistant county administrators, Monica Ccpero and Alphonso Jefferson, and two assistants to the county administrator, Gretchen Cassini and Alan Cohen. Hernandez has been the deputy in Coral Springs and in Atlantan Fulton County. But he said his professional goal was to be in the top position. "fm not getting any younger and the yea" are just flying by, so this was the right time and the right community; the 50-year-old Hernandez said in an email recently. "I did not want to take any city manager or county manager job just for the sake of it, unless the community was right. Savannah is a nice town with lots of positive attributes and challenges, too." Hernandez's resignation is effective Oct 9. Page 64 of 91 Interns — Newspaper Archives Searches Roberto Hernandez (Ankles are in reverse chronological order) fixing and updating the condition of the infrastructure. Those arc the things that everybody goes through, it's very common. But that's certainly something that Fm going to have to tackle once I get there," said Hernandez Savannah City Council members met on Wednesday to hear from the search committer about where they are on the final candidates up for the position. The council and search committee then met behind closed doors in an executive session. Current City Manager Stephanie Cutter announced her retirement at the beginning of the year, setting into motion a nationwide search for her replacement So, what exactly was the city looking for when they put out the posting for a new city manager? It's an Important question given that at least the last two city managers were not what the respective city councils eventually wanted In the role. First of all, for those who forgot or perhaps never knew, ours Is a Council/City manager form of government Meaning while the council appoints a city manager, the city manager runs the city and some might argue, the city council itself. First and foremast council was looking for a person who had worked with and understood the challenges of a diverse community, not just racially but economically. Someone who could bring new ideas for breaking the cycle of poverty among those living in certain neglected parts of Savannah. And, of course, someone who bring new ideas to the table when it comes to fighting violent crime, in particular, gun violence. Here's an interesting role they want this person to fill: possible ax-man. Council, at least the newest members, want this new city manager to review city government top to bottom and start cutting if Savannah's City Hall has gotten too big, and taxpayers are paying too much for something that could be done with fewer people and resources. For filling this role, our new city manager will receive the city's benefits package and a salary between $210,000 and $300,000. That's yet to be negotiated if Roberto Hernandez is our man. We mention briefly where this candidate has been and what positions he s held in the past. You may be thinking of all his deputy roles that this guy has always been the groomsman and never the groom. And Hernandez anticipated that issue in his actual resume saying, "...i've resisted the temptation to'chase city manager positions solely for the sake of becoming a city manager at any cost Instead, rve judiciously and patiently served in deputy roles in great organizations and exceptional communities." Hernandez considers himself a pretty simply, straight -forward guy. He says his management style is fluid. It adapts to the specific situation. Not that we're looking yet, but Hernandez will tell you he is clean. This is what he told recruiters before tossing his hat in the ring: "...There is 'no dirt' on me. I live a clean, simple life, prefer to tell things as I see it, and sleep well at night" We will continue to follow those negotiations and Ica you know exactly what the city decides when it comes to salary, contract length, start time and other allowances. WTGC 11 (GA) August 11, 2016 City of Savannah Names Roberto Hernandez as Sole Fiaallst for City Manager Author. Sean Evans The City of Savamah held a news conference on Thursday to discuss updates in the search for the new city manager. After a nationwide search, and in a unanimous consensus and recommendation, Roberto Hernandez, deputy county administrator of Broward County, Florida, has been named the sole finalist for the position of City Manager of Savannah. Choosing Hernandez was a unanimous decision by city council members, and Hernandez has accepted the offer pending contractual negotiations according to Mayor Eddie DeLoach. Deloach said Hercandees hands-on approach, experience in government and energy are some of the qualities that separated him from the other candidates. According to the Broward County Government wcbsite: Hernandez is an iCMA-Credentialed Manages with more than twenty years of progressive and responttblo local government management experience. He rejoined Broward County in July 2013 as Deputy County Administrator. Previously, he served as Deputy City Manager for the City of Coral Springs overseeing various city fimctions as well as the eity's community redevelopment agency. Prior to Coral Springs, he served as Deputy County Manager for Fulton County, Ga., where he oversaw public safety agencies, unincorporated area services, the Office of the Child Attorney, offender reentry program, and coordinated with the Countyrs constitutional and judicial agencies. He previously served Broward County in a variety of capacities from 1994 through 2008, including serving as an Assistant to the County Administrator from November 2003 to June 2008. Rob retired from the U.S. Army Reserves in 2008 after a 23-year career, most recently serving as a senior instructor in civil -military operations. Hernandez was a finalist for two other jobs previously. He was a finalist for the El Paso County, TX County Administrator position earlier this year, and was a finalist for the Delray Beach City Manager position in 2014. Hernandez talked about the advantages the region presents, with the Pam, travel opportunities with Savannah -Hilton Head International Airport and the proximity to the beach and overall rich history, as well as the military presence. "I was very impressed by the passion from the city council in tarns of what they see happening in the city over time, and their strong dedication to the community. That really, that really sold me; said Hernandez While in Fulton County, Hernandez oversaw multiple departments including police, fire and rescue and also served as the county teenager's liaison with judicial agencies. Mayor DcLoach says he believes Hernandez could come in and start working right away with the police department and judicial services in Savannah to address crime. Alderwonaa Carol Bell says she was impressed with how much Mr. Hernandez knew about the city and its operations already. So WTOC asked the front-runncr what he's observed so far and hopes to achieve as the next city manager. "The need for continued re -investment in certain communities, a progressive strategy for bringing new investment for the community, for growing jobs. For Page 65 of 91 Interact — Newspaper Archives Searches Roberto Hernandez (Articles are In reverse chronological order) Tribune Content Agency News Service (USA) May 20, 2016 Is Broward ready for a hurricane hit? Drill shows how rescue would work Author. DavidFleshler May 20—After raking the Florida Keys and Miami -Dade County, Hurricane Kimo reached Miramar as a lethal Category 3 storm, with sustained winds of 129 mph, and tom a diagonal corridor to Deerfield Beach. The slow -moving storm bore into the county for seven hours. A lomado struck Pembroke Pines, Cooper City, Davie and Fart Lauderdale. An eight -foot storm surge trapped people on barrier islands. With cell towers damaged, many smart phones became useless. This was the scenario Thursday as Broward County conducted a full -sale hurricane drill at the Emergency Operations Center in Plantation to prepare for the June 1 opening of hurricane season. About 300 people gathered on the operations center's vast open second floor to practice receiving calls for help, coordinating responses and dealing with the countless challenges of a natural disaster. "We've got to get it right the first time," Rob Hernandez, deputy county administrator, told the group. "The public expects that we'll get it right the Cost time. We art offer them excuses. There are no alibis, there are no mulligan.' The scenario began seven hours after the all -clear, as the county lay damaged, darkened by power outages and full of a untold awes, with fatalities reported, residents trapped by floodwaters and many situations requiring immediate attention. Like much of contemporary life, the response to the crisis would be coordinated largely through a computer software program, in this case WebEOC 8.0, a crisis -management system developed by hntermedix Corp. of Fort Lauderdale. As calls for help and reports of problems such as power outages came in, it was up to those in the room to route them to the right agency or issue the correct orders to deal with them. The group included representatives of law enforcement agencies, fire departments, the county government, Florida Power & Light Co., city governments, the Red Cross and many other organizations. A call to rescue four people trapped on a roof in Oakland Park was routed to the Broward Sheriff's Office, said Major Kevin Shults, who headed the Shcrifrs Office group at the emergency operations center. But the law enforcement agency's helicopters dfdn'r have the sort of basks -and -line system required for such an endeavor. They asked the Coast Guard to do it instead. A all for water came from Pompano Bach, where the storm damaged the treatment plant, reducing its output by half. Alan Garcia, director of the county's division of water and wastewater services, ordered emergency interconnects from a county water plant that would temporarily provide the city with sufficient water. In the pressroom, public communications specialist Cindy Malin scrawled occasional updates on a white board: "Flooding and tornado damage throughout county. Exact location TBD." "Dromes being used to assess damage." As the various reports, crises and calls for help came in, evaluators in green vests observed the work in each area. They will prepare written reports. The Red Cross, which operates shelters, faced a crisis when 2,500 people showed up at a Coconut Creek shelter that was already full. The issue was "acalatrxj In p Ogl};tagl n group of Page 66 of 91 Page 67 of 91 Internet - Newspaper Archives Searches Roberto Hernandez (Articles are In reverse chronological order) Internet - Newspaper Archives Searches Roberto Hernandez (Arddes are In rewene chronological order) decision -makers, who authorized the opening of an additional shelter. "The exercise is to test our abilities to collaborate, communicate and respond," said Roberto Baltodano, the Red Cross' regional communications manager. "These are things that could happen during a real hurricane. We've had these hurricane scenarios." The county has not seen a direct hit from a hurricane since Wilma in 2005. "It's been 11 years since we had one," County Mayor Marty Kier said to the group before the drill began. "Hopefully this will be another year that were hurricane -free. But eventually we're going to get hit." Page 68 of 91 Internet - Newspaper Archives Searches Roberto Hernandez (Articles are In reverse chronological order) on the BB&T Center. The healthier it is, the better for the county. Losing the Panthers would mean losing 40 dates, and the BB&T Center has lots ofregional competitors. So the arena is healthier with the Panthers, and with the team having a better chance to succeed. Having studied the financials, Hernandez said, "We came to the conclusion that it would cost the county almost as much if the team stayed as if the team left. it's almost an economic wash. So if we would pay with or without them, it's better to have them." The deal would allow the Panthers to leave after eight years, but the team would have to repay the S72 million in tourist tax revenue it had received. If the team left after eight years, the county would have enough money to repay the arena debt. As long as the Panthers stay, Hernandez said, "We transfer a lot of the responsibility to the team." The county also would get development rights to land around the arena. One other point in the deal is worth noting. Two decades ago, the county committed to spending two cents of tourist tax revenue on the arena. The county hasn't met that obligation. Under the deal, Hernandez said the Panthers would drop all claims to any unspent money. There might be emotional triwas to reject the Panthers deal. There are better business reasons to approve it. South Florida Sun Sentinel (FL) Dec 8, 2015 Deal helps Panthers, helps Broward more The Broward County Commission should approve a new agreement today with the Florida Panthers because the deal would better protect the public's investment in the BB&T Causer. One can argue persuasively the county was wrong to make that investment of tourist tax revenue 20 years ago, when the Panthers wanted out of the old Miami Arena. A National Hockey League team draws fewer tourists than Broward's beaches and the convention center. The county, however, cant back out of that commitment. With that in mind, county administrators make their more persuasive case for the front -loaded S86 million deal that would run through 2028. One argument against the deal is the public shouldn't subsidize the rich owners of the Panthers. Deputy County Administrator Roberto Hernandez responds that the money - iron of it property tax revenue - would go toward the arena, not the Panthers. The teases owners also ram the company that manages the BB&T Center. They would have to spend the $86 million on improving, operating and promoting the arena, of which the team is the main tenant The county would have to sign off or the improvements. The team also would continue to pay S5.3 million per year toward the arena's debt, which will be paid off in 2028. So the county's investment would go to the comity's facility. The other main argument against the deal is the county should spend the money on projects that better play to Broward's tourism strengths - such as beaches. Two other key priorities are an expanded convention center and a convention center hotel. The arena is far from the county's major tourism hubs. Hernandez acknowledged, "We are very sensitive to that" He believes, however, the county can "meet all of our obligations" regarding tourism promotion, especially beach renourishment. County officials, Hernandez said, routinely haw made conservative estimates of 3 percent for increases in tourist tax revenue. In fact, annual increases have been more like 5 percent. The county has put much of dust balance in reserve, Hernandez said. A recent study of the tourist tax questioned the amount of money held in reserve. Doing so, Hernandez said, means the county can use that money for one-time projects like beach renourishment and still pay the recurring expenses of the Panthers deal. Part of this story is the coming debate over raising the tourist tax from 5 percent to 6 percent, even though none of that potential revenue is part of the Panthers deal. It is generally agreed money from the sixth teat would go toward convention center expansion. Hernandez said the county is waiting for bids on the expansion. When administrators have an idea of the cost, the county will start discussions on raising the tax. Miami -Dade and Palm Beach counties have raised their tourist taxes to 6 percent. +The deal would cut the county in for a share of profits if the money -losing Panthers became big winners on the ice and financially. The arena would have a borer chance of getting an all-star game, and the team would continue to help youth hockey in Broward. All are nice points, but the focus of the deal, correctly, would remain Page 69 of 91 Internet - Newspaper Archives Searches Roberto Hernandez (Articles arc in reverse chronological order) Capital Gazette (PA) March 3, 2015 Brow" Commission Brainstorms Ways to Help Struggling Center Pocket of county Author. Brittany Waltman In the heart of Broward County is a zone of economic depression that even the most dramatic real estate boom didn't lift out of poverty. The unincorporated neighborhoods in the 33311 zip code — roughly between Interstate 95 and U.S. 441, north of Broward Boulevard — were left behind by the cities around them. No city will take them. County commissioners are their only local government Commissioners met Tuesday to talk about the central county community — four mostly African -American neighborhoods of about 7,000 people — and agree on a host of small efforts to help. Only $4.8 million is allotted for economic development there — a sliver of the county'a overall $4.1 billion budget County Commissioner Dale Hotness, the area's only direct local representative, said it's the fast eeoaomic development money the county has spent there since the 1980s. About $30 million has been spent on improvements of roadways, bus shelters, drainage and the like. The moves commissioners endorsed Tuesday are hardly dramatic: Relocating a Boys and Girls Club to Delevoc Park, continuing building homes on 144 lots the county awns, working with small businesses to improve properties by offering loans or grants, giving a makeover to some of the roadways, improving parks, and banking land for future redevelopment. No one promised an immediate turnaround. "It doesn't happen overnight," county Economic Development Director Sandy -Michael McDonald warned. But county leaders said they support a renewed focus. "I"m glad to see we're moving forward with some planning," Hotness said, "because the community desperately needs it" While the rest ofBmward enjoys a rebound from the Great Recession, with three years now of positive economic growth, the central county zone remains stagnant. "These communities look to us to guide them along the way to economic prosperity in their neighborhoods," Deputy County Administrator Rob Hernandez said. Joblessness is down to about 5 percent countywide. But in Central Bmwasd, it tactics from 21 Percent in Boulevard Gardens, to 22 percent in Roosevelt Gardens, to 32 percent in Washington Park, to an astounding 44 percent in Franklin Park. Hotness said many residents there lack transportation and job skills, and some have criminal backgrounds — all obstacles to employment. Countywide, the median household income is $51,251. In the central county area, it's significantly lower, at $33,432, Assistant County Administrator Alphonso Jefferson said. Crime is down there, county officials said. Still, the number of rapes, burglaries, car thefts and assaults are relatively high in such a small area, county leaden said, and residents complain they regularly witness drug deals and prostitution, as well as assaults. Broward County Administrator Bertha Henry said she would begin implementing the economic development ideas discussed Tuesday. McDonald said be hoped to leverage the money to spark private investment from business owners. Each project will return to a County Comanission agenda for approvals. Across downtown, at the Fort Lauderdale City Commission, Commissioner Robert McKinzic asked that the city take another look at annexing the unincorporated areas. The city will move in that direction. 417 of 424 Page 70 of 91 Page 71 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Articles are in mere chronologiod order) Internet — Newspaper Archives Searches Roberto Hernandez (Articles are in muse chronological order) Broward New Times (FL) March 18, 2014 Florida Panthers Asking for Public Money, but Proposal Seems to Benefit Only the Team Author. Chris Joseph Looks like the Florida Panthers' latest proposal to Broward County has altered language that would basically screw over the county while they make the big dough, according to a rundown of the proposal by the Sun Sentinel. The first proposal the Panthers made at the beginning of the year had asked the county for something around $70 million, claiming that they had been losing S20 million and that they need public funds to keep from being dissolved from the NHL. This latest proposal asks for $80 million or more. The Panthers also want to develop 22 acres north of the BB&T Center for a casino -hotel that the county is also supposed to pay for. The Panthers turned over the 57-page proposal to Broward County commissioners and, according to the Sentinel's Endings, it boils down to more money for the team while the county gets the shaft. Those wishes are not for off from when the team asked for county money originally back in January. The team's original proposal included taking 54.5 million oats annual payment off the books and having it picked up by Braward County. The team also asked the county to contribute 5500,000 a year toward maintenance. The latest proposal says the Panthers need a hotel -tax subsidy package worth S80 million over the next 14 years to keep them Eon, losing money. But the overall deal would sans to benefit only the Panthers. "As currently written in their proposal," Deputy County Administrator Rob Hernandez told the Sun -Sentinel, "it would definitely have an impact on our ability to shoe in any of the profits." County officials say they won't support the proposal without a better retain for Browards taxpayers. Back in September, the Panthers were bought for $240 million by Cliff Viner and Sunrise Sports & Entertainment to a group led by New York businessman Vincent Viola. The Panthers have had an operating loss of S12 million for the 2011-12 season and were worth $170 million, according to Forbes. As for Panther and hockey far& reaction to this, they took to Twitter with the usual vitriol. Page 72 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Articles are in reverse chronological order) McClatcby-Tribune Regional News (USA) February 6, 2013 Brief: Cord Springs Offers Incentive to Company Author. LisaJ Huriash Taxpayers will be handing over cash to a new business considering coming to town, although they don% know yet who is getting the check. City officials said the business, described as a "pharmaceutical manufacturing, research and development" company, is a coup for the city. The company is expected to bring 108 jobs and a new source of tax revenue to the city. Dubbed "Project Rock Solid," the business will receive $540,000 in slate, county and city money in incentives through the states qualified target industry tax refund program. In addition to the city's portion of 554,000, city commissioners agreed Tuesday to allow $825,000 in credits that would normally be paid for fees such as building permits, "The bottom line is if we don% offer incentives, somebody else will," said Rob Hernandez, deputy city manager. "It's the cost of doing business." The company is allowed by state law to remain unknown to the public while it's in this process of receiving incentive money. Hernandez said the company asked to remain anonymous for competitive reasons. US Fed News (USA) August 11,2013 Broward County Names New Deputy County Administrator Author. Staff Broward County has issued the following nouns release: Broward County Administrator Bertha Henry has announced the appointment of Roberto "Rob" Hernandez as the new Deputy County Administrator. Hernandez is an experienced public servant who served as deputy county manager for Fulton County, Georgia, and most recently as deputy city manager for Coral Springs in Broward County. He is renaming to County Govemmeni, where he first began serving the County in 1994 and most recently served as an assistant to the county administrator from 2003 to 2008. As deputy county administrator, Hernandez will assist the administrator in managing the day -today operations of the County, and oversee the activities of several large departments, including Public Works, Human Services and Environmental Protection and Growth Management, as well as the Parks and Recreation, Libraries and Cultural divisions. Also reporting to Hernandez will be the Office of Economic and Small Business Development, Office of Public Communications, Office of Intergovernmental Affairs and Professional Standards, and the Office of the Medical Examiner and Trauma Services. Henry said, "We are excited to have Rob back with Broward County. He has dedicated much of his professional life to public service and has a keen understanding of how county government programs and services help meet the cads of our residents, businesses and visitors. He will be a valuable asset to the County and the community." Hernandez has a bachelor's degree in public administration from Florida International University, and a master's degree in public administration from Nova Southeastern University. He is a graduate of the Bmwnrd Fire Academy and the U.S. Army John F. Kennedy Special Warfare Center and School. He retired fiom the U.S. Army Reserves in 2008 after a 23-year career, most recently serving as a senior instructor in civil -military operations. Page 73 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Articles are in reverse chronologled order) McClatchy-Tribune Regional News (USA) December 13, 2012 Cord Springs to Consider building New City Hall Author. Lisa Hurfash City commissioners said Tuesday they were open to the idea of spending millions of dollars to coasbuct a brand new City Hall. "To me, the short answer is yes," said Commissioner Claudette Bruck. "We should proceed and we should proceed now." City leaders must now decide if they txally want the new building, where it will go and how to pay for the estimated S25 million cost. It will eventually be a "financial decision," said Via Mayor Tom Powers. 'flier's way too many questions." For about a year, former Mayor Roy Gold had proposed closing both City Hall buildings on the north and south sides of Sample Road to construct one large facility. But while some commissioners had previously said the project could become unwieldy and too expensive and they doubted there would be public support, the majority now seem open to at least further discussion. Deputy City Manager Rob Hernandez said the 45-yearold building was "outdated and functionally obsolete." "You can go anywhere and bear conversations in the next office," he said. And, the current building is "not a source of civic pride." "That's depressing," Bruck said. Hernandez also said the current building is expensive to keep up, with $I million alone needed to retrofit the building to accommodate a new telephone system. "If were pouring money into a facility that is no longer worth pouring money into; the commission should consider a new building, said Commissioner Dan Daley. City Manager &dal Donmez said the city staff will come back with "more refined numbers" in late January with the projected costs to build a new City Hall at various spots, which include the current location, Mullins Park and the area envisioned to be built as a downtown. Several South Florida cities have recently built new City Hall complexes. Doral earlier this year spent $22 million on its new building and Wellington built its new building last year for S 10.5 million. In Coral Springs, officials said municipal bonds would be the best way to cover the expense Commissioner Larry Vignola said he has always opposed the plan and still does. "Is it a top priority to spend more than S20 million on? Not in my opinion, and not in the opinion of the majority of our residents. 1 don% why we're still talking about this. I don't think now is the time for a project like that." 418 of 424 Page 74 of 9l Page 75 of 91 Internet —Newspaper Archives Searches Roberto Hernandez (Ardeles are in rewne chronological order) Internet — Newspaper Archives Searches Roberto Hernandez (Arric,W are In reverse chronological order) South Florida Sun Sentinel (FL) November 24, 2011 Springs Gets New Deputy City Manager Author: Arun Sivasankaran Roberto Hernandez, who has over 20 years of progressive and responsible local government management experience, has been appointed Coral Springs Deputy City Manager. "I look forward to leveraging Rob's operational expertise to continue delivering exceptional services to our community with the best possible level of service," City Manager Erdal Doumez said. Prior tojoining Coral Springs, Hernandez was the Deputy County Manager for Fulton County since 2008. Hernandez also served as an Assistant to the County Administrator for Broward County. Before that, Hernandez served in a number of key mles with local government. His professional experience includes key positions in public safety, housing and community development, and social services. In addition, his military service includes more than 23 years in the U.S. Army Reserves. He has held several leadership positions and has served on Active Duty in support of seveml military operations. Hernandez holds a Master of Public Administration degree from Nova Southesstcm University and a Bachelor of Public Administration from Florida international University. Hernandez also obtained his certification in firefighting from the Broward Fire Academy. Page 76 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Articles are In reverse chronological order) and unwanted black mountain left near the center. "It is a health hazard. And it is a morale downer for someone to come in and be so disrespectful to us." Piles of old tires don't necessarily present toxic health issues, rather they serve as nesting places for rats, snakes and mosquitoes, little consolation to those left with this mess. Across metro Atlanta, jurisdictions vary in how to deal with dump sites. DeKalb County officials said they defer to state law in dealing with tire dumping. In Clayton County, illegal dumping can land someone in jail for six months. Cobb County claimed it hasn't had much of an issue with discarded tires, outside of a few isolated incidents. "What a lot of poople don't understand is that them are a lot of expenses involved in tiro disposal; Dewey Gmatham of Liberty Tim Recycling said. If operating lawfully, a carrier takes used tires to a recycler, where in Georgia there is a 90 percent chance these tires will be converted to fuel. A carrier typically charges $2 per titre, but has to pay the recycles Sl for each, cutting into the profit. An illegal carrier might charge $1.50 per tire on pick-ups, bypass the recycler and leave the tires at an isolated place like the Arts Exchange. There also have been cases in which people have rented trucks and abandoned them filled with old tires. Bolder criminals have stocked empty warehouses with worn tires. The state lacks funding to properly monitor tire disposal. For every now lire larger than 12 inches and sold in Georgia, a consumer pays a S 1 fee, which was supposed to go to a solid waste fund. Yet for two years, state lawmakers have diverted the finds elsewhere, covering other needs. limited state spending also has resulted in fewer inspectors, making it harder to monitor and clean up tire dump sites. The Arts Exchange, even with more than 1,000 tires, had what was considered a small clean-up. Liberty Tire Recycling volunteered to remove the tires, employing four workers. The tires were loaded in lass than two hours. Grantham said his company processes 25,000 tires daily. "What is unfortunate is that illegal tire dumping gives tiro recycling a bad name," Grantham said. Tire disposal Number of scrap tires generated in Georgia annually: 10 million Number of those that are disposed of illegally: 1.5 million Fulton public works department's expense each year for tire disposal: $50,000 State fee charged on each new tire larger than 12 inches that is supposed to fund a solid waste fund, but has been diverted for the past two years for other purposes: S I The Atlanta Journal -Constitution (GA) May 25, 2011 Illegal Dumping Putting the Brakes on Tire Dumping It's no Easy Task as Mega] Activity Stealthily Spreads Across State Autbor: Ernie Suggs Over 10 days last fall, someone made three trips to the Arts Exchange and dumped more than 1,000 old, dirty tires onto the property. The location was ideal. Easy access off 1.20 in southeast Atlanta. A dead-end road. A wide-open space. Across Georgia, there arc hundreds of examples of illegal lire dumping such as this, on public and private lands, creating a problem that is as much health hazard as it is eyesore. Of 10 million scrap tires generated in the state annually, an estimated 1.5 million are discarded illegally, the Georgia Environmental Protection Division said. And Atlanta finds itself at the center of this rubberized abandonment, with its city council compelled this week to form a separate tire commission to combat the violators. The city annually deals with 450,000 scrap tires, nearly 70,000 of them dumped illegally, said Winthrop Brawn, Georgia EPD program manager. Not surprisingly, money is at the heart of this problem: Tire salvagers get paid to collect tires but many of them won't pay for recycling. So they dump the tires. Everywhere they can. "It is a very significant problem in the state, because of the expense and because these tins are breeding spots for mosquitoes and vectors," said Brown, noting that Newton County last year collected 67,000 dumped tires. "Dumping is bad in metro Atlanta because of the population, but dumping is increasing in rural areas because of the distance they have to travel to get rid of lira." As part of his job, the EPDb Brown regulates how tires are disposed from car dealerships and tire shops, among others. Businesses must pay for a carrier to pick up truckloads of old tires. Otherwise, there is little concentrated enforcement. Tim dumping is a felony, but there arc just five criminal cases currently pursued by the state, though several people previously have served prison time for this offense, Brown said. "If nobody calls it in, we have a hard time prosecuting," Brown said, adding there arc only a few local jurisdictions, such as Columbus and Macon, that have their own laws on the books, though state regulations exist. In April, Atlanta Councilwoman Joyce Sheperd, who pushed for the lire commission, led a clean-up in District 12 in which 2,000 tossed tins were collected. In southeast Atlanta, she has overseen the retrieval of 4,711 tires this year, and more than 10,000 over the past five years. Fulton County Deputy Manager Rob Hernandez said south Fulton has the saute problem as Atlanta with illegal fire dumping and no ready solution The county has considered putting a deposit price on used tires, similar to glass bottles, to encourage residents to take them to a landfill. "It's difficult to prosecute offenders unless they're caught in the act," Hernandez said, "and Fulton lacks the staff to try to trace tires back to suppliers and find out who they were sold to." Last summer, the Fulton County health department spent $23,000 on a fire drive that netted 2,100 tires. The public works department pays $50,00o per your to dispose of old tires. "This has been a real problem for us," said Cheryl Odeleye of the Arts Exchange, surveying the endless Page 77 of 91 Internet — Newspaper Archives Searches Roberto Hernandez (Arrkles are In reverse chronological order) The Atlanta Journal -Constitution (GA) May 16, 2011 Your Tax Dollars Grumbling Greets Amphitheater Supporters See Boon for South Fulton; Opponents Question Use of Funds Author. Johnny Edwards South Fulton has a lot to brag about these days. After last week's announcement that Porsche would leave Sandy Springs to build its North American headquarters near Hapeville, Fulton County officials will open the new 5,200-seat Wolf Creek Amphitheater. Supporters arc counting on the venue becoming another Chastain Park, a regional draw where picnicking music fans take in classy, intimate concerts. Fulton County Commissioner William "Bill" Edwards, who has championed the $6.1 million project for the past decade, predicts it will draw the spending power of concertgoers from throughout the metro area to nearby stores and restaurants, bolstering a local economy hit hard by the recession. But the amphitheater is a sore subject for north Fulton residents who say it's another case of the county government using their tax money for projects that don't benefit them. State Rep. Lynne Riley, R-Johns Creek, who opposed the amphitheater when she was a Fulton commissioner, said the $6.1 million shouldn't have come from the county+s general fund. "Every citizen of Fulton County, regardless of where they live, top to bottom, is underwriting the cost of operating that facility," she said, "whether it's a gain or a loss." Edwards said south Fulton residents pay county taxes, too. "South Fulton needs to be able to live, work and play right where they are," he said. Business owners between the amphitheater, which is off Camp Creek Parkway, and 1.285 expect a boost. Anwar Noorali, owner of Camp Creek World of Beverage, predicts a 15 percent to 20 percent increase in business on concert days from wine shoppers. "Any economic activity, and concerts that bring in a lot of people, will definitely be good for the local economy," Noorali said. But some point to the location — in the flight path of the world's busiest airport — as an issue. Michael Fitzgerald, a Johns Creek resident and member of the Miltou County Legislative Advisory Committee, said he can't fathom making a 45-mile drive to attend n show there, not with the constant mar of jet planes overhead. "One of the problems with Fulton County is it's too big, and that's a long way," he said. The Wolf Creek Amphitheater has stirred tensions along the way. When the construction contract was approved in