HENRY MOORE CONTRACT CLEARWATER NEIGHBORHOOD HOUSING SERVICES PROGRAM REVIEW REPORT
Henry Moore Contract
Clearwater Neighborhood Housing
Services
Program Review Report
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Neighborhood
Reinvestment
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Program Review Oflice
607 Boylston Street. 51h Floor
Boston. MA 02116-1X02
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Isay Gulley
Clearwater NHS
608 North Garden Avenue
Clearwater, FL 33755
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FOUNOER
April 3, 1998
Dear Ms Gulley:
Enclosed is a draft of the program review report of the Clearwater NHS prepared by Joan Straussman and
Bob Stearns. You are receiving this draft copy prior to its distribution in order to provide your
organization's management with the opportunity to Review and Comment on the report. An "NWO Draft
For Comment Process" is attached to assist you with this new process. There are three response options
described in the process. If I do not hear from you within two weeks of your receipt of this report, I will
assume you have no comments or changes, nor desire an extension of time to complete the Draft for
Comment Process.
It is important to note that the report only covers information provided by your organization's partnership
and staff during the review, and does not include any progress that may have been made since the on-site
review visit. We highly encourage you to share the draft report with the Board since their input was an
important part of the review. If you have corrections or concerns about the accuracy of the report, I would
also encourage you to contact myself on the telephone within five (5) days to see if we can avoid
additional paperwork for both organizations. The Southern District staff have reviewed the report and it is
most appropriate for you to discuss next steps for addressing the results and potential chartering
requirements with them.
Joan and Bob wanted me to also express their appreciation for your assistance during the review, and for
the participation and efforts of your staff and partnership volunteers. Neighborhood Reinvestment is
attempting to make the review process and report a helpful self assessment of your organization's
performance and progress towards meeting its goals. Your positive comments and other suggestions or
concerns about the process or the report are most welcomed. I can be reached at the address and
telephone listed on the back cover of the report
John R. Hoa ey
Assistant Director
Program Review-East
cc: Don Phoenix, Southern District Director
Joan Straussman, Bob Stearns
Buard 01' Ilireelur,
Laurellre II. Meyer
f\tcmhcr. Board of Governors
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PROGRAM REVIEW REPORT
"Draft For Comment Process"
The Program Review Department would like to provide the opportunity for the organization=s management
to "Review and Commenf' on the Program Review Report, after it has been reviewed with the district, but prior
to its final distribution throughout Neighborhood Reinvestment and to the organization's full Board of Directors.
This process would allow the organization=s Executive Director to communicate any of the following
responses to the Program Review department:
RESPONSES:
1) "Accept the Program Review Report without any response". We would like at least a telephone
response to accept the report; but if no response is received by the Regional Program Review
Manager within the required time period, the final report will be distributed to the organization=s
President for distribution to the Board of Directors. The report will also then be distributed within
Neighborhood Reinvestment and NHSA as appropriate.
2) Provide a written response and appropriate documentation to "Request a Correction" of any
substantial inaccuracies prior to the reports final distribution. If agreement is reached with the
regional Assistant Director Program Review, a revised final report will be issued for distribution to the
NWO, Neighborhood Reinvestment and NHSA as appropriate.
3) Provide written "Comments From Management" that will be included, unedited, in the Appendix of
the revised program review report. These comments will need to be provided in original form for
proper copying. These comments will be added to the revised final report for distribution to the NWO,
Neighborhood Reinvestment and NHSA as appropriate.
TIME PERIOD:
The organization=s Executive Director is required to provide documented corrections and/or written comments
as described above within ten (10) working days of receipt of the program review report. If the Executive
Director wishes to discuss the requested changes and/or comments with organization=s Board members, then
an extension can be requested within the original ten (10) day period. The attendance at the meeting(s) and
the results should be included in the written response, and where appropriate, separate staff from Board
member comments. The written response is due ten (10) working days following the Board member
decisions, but no later than fortyfive (45) from the original receipt of the draft report. All communications
should be made directly to the Regional Program Review Manager.
BENEFITS:
The program review report "Draft For Comment Process" allows an organization to request correction of
documented inaccuracies. It also provides the opportunity for the organization to submit comments on
progress made since the review or to add information that the organization thinks would be helpful. The
Executive Director is encouraged to contact the Program Review Officer or Regional Program Review
Manager over the telephone to discuss concerns prior to the written response deadline. This would
hopefully resolve most concerns and create less paperwork for both organizations.
LIMITATIONS:
It is not always possible for the reviewer to cover all aspects of the organization's operations or achievements.
The report is based on the information provided by the organization=s partnership and staff prior to and during
the on-site review visit. It can not cover information not provided or available during the review. It also can
not include any progress the organization has made since the review. This type of new or additional
information would be very appropriate for the written "Comments From Management" response.
NEIGHBORHOOD REINVESTMENT
Updated December 31, 1996
Program Review Department
Page 1
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Neighborhood Reinvestment Corporation
CLEARWATER
NEIGHBORHOOD
HOUSING SERVICES
Program Review Report
Conducted:February 24-26, 1998
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CONrEN1'S
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CLEARWATER NHS
Program Review Report
Conducted: February 24-26, 1998
LETTER
LETTER TO THE PRESIDENT
MANAGEMENT SUMMARY
I. INTRODUCTION/SCOPE
II. PROGRESS SINCE PREVIOUS REVIEW
III. NOTEWORTHY ACHIEVEMENTS
IV. CORRECTIVE ACTION ISSUES
V. AREAS FOR IMPROVEMENT
VI. CONCLUSION
REVIEW RESULTS
OVERVIEW 4
I. PLANNING 4
II. RESOURCE DEVELOPMENT 5
III. ORGANIZATIONAL OVERSIGHT 8
IV. MANAGEMENT
A. FINANCIAL MANAGEMENT 10
B. CONTRACT COMPLIANCE 11
C. PERSONNEUADMIN ISTRA TION 13
V. PRODUCTION/PROGRAM SERVICES 14
VI. TECHNICAL OPERATING SYSTEMS 19
CONCLUSION 21
APPENDIX
ABOUT THE REVIEW PROCESS
ABOUT THE REVIEW RESULTS
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Neighborhood Reinvestment Corporation
Program Review Department - East Region
March 27, 1998
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Neighborhld
Reinvestment
Corporation
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Program Review Office
(jJ7 Boylston Street, 5th Floor
Boston, MA 02116-4802
Tel (617) 450-0420
Fax (617)450-0424
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NelghborWorks-
FOUNDER
Pearl Johnson, President
Clearwater NHS, Inc.
1234 Eldridge Street
Clearwater, FI. 34615
March 27, 1998
Dear Ms. Johnson
Please accept the enclosed program review of the Clearwater NHS, Inc. on behalf of its Board of Directors and
staff. The report summarizes the results of the Neighborhood Reinvestment program review conducted by Joan
Straussman and Bob Stearns from February 24-26, 1998. A copy of the report has been forwarded to your
Executive Director for distribution to the Board and staff members.
The review confirms that the CNHS meets and exceeds some of the program review P.R.O.M.P.T. sm performance
objectives. It does, however, fail to meet two objectives, Resource Development and Organizational Oversight.
CNHS' cash situation is precarious in the short-term, with too many unknown variables long-term. The
breakdown in the relationship with the City's CHUD office is contributing to that situation, and needs mending.
The Management Summary of the report highlights some of your more recent achievements, those two Corrective
Action Issues, and two Areas for Improvement related to staffing and loan delinquencies. Based on discussions
at the exit conference, the review team their expressed confidence that Clearwater NHS' Board and staff are
committed to improving the organization and managing its growth to continue its impressive work in the
community.
The report has been reviewed by the Neighborhood Reinvestment Southern District office, and I expect that they
will be contacting you concerning next steps in the process. Joan and Bob wanted me to express their thanks
to all the review participants for their cooperation and time. If you have any questions or concerns about the
review process or this report, please contact me at (617) 450-0420 x31. Neighborhood Reinvestment
Corporation is attempting to make the review process and report a helpful self-assessment of the NWO's
performance and progress towards meeting its goals. Your positive comments and other suggestions or concerns
about the process or the report are most welcomed.
cc: Isay Gulley, Executive Director, Clearwater NHS, Inc.
Debera Campbell, Field Service Officer, Southern District
Donald Phoenix, District Director, Southern District
Joan Strauss man and Robert Stearns, Program Review Team, Neighborhood Reinvestment
Board or Directors
Eugene A. Ludwig. Chairman
Comptroller or the Curreney
Andrew C. Hove Jr.
Aeting Chairman. Federal Deposit
Insuranee Corporation
Norman E. D'Amou~
Chairman. Natiollal Credit
Union Administration
Nicolas P. Retsinas
Assistant Secretary for Housing!
Federal Housing Commissioner.
Depa"ment of Housing and
Urban Development
Laurellee II, Me)'er
Member. Board or Govemors
Federal Reserve System
Andrew Cuomo
Secretary or lIousing
and Urban Development
Ellell Seidman
Director. Office or
Thrift Supervisioll
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Clearwater NHS, Inc. e
Program Review Report
Conducted February 24-26, 1998
e
By: Joan Strauss man
and Robert Stearns
MANAGEMENT SUMMARY
I. INTRODUCTION/SCOPE
A Program Review of the Clearwater NHS, Inc. (CNHS) was conducted by Neighborhood Reinvestment and
concluded with an on-site visit from February 24-26,1998. The program review process is designed to
actively involve the volunteer partnership and staff in the planning and preparation of the review. Interviews
are conducted with the organization's members to explore past accomplishments and future goals and
challenges. The primary objective of the review is to assist the organization in enhancing its performance
by facilitating an evaluation of its operations and capacity in the following six areas identified by the acronym
P.R.O.M.p.T.sm: Planning, Resource Development, Organizational Oversight, Financial, Contract, and
Personnel Management, Productivity and Program Services, and Technical Operating Systems.
In order to meet this objective in Clearwater, interviews were held with the NHS' staff, Board members, and
other partnership representatives. One of the reviewers also attended a meeting of the Economic
Development Loan committee. The review further included an analysis of the organization's internal
management and services delivery systems, as well as an examination of files, financial records and some
of the organization's documents, policies, procedures, and contracts. The reviewers also received a tour of
a couple of the neighborhood target areas. At the end of the on site visit, an Exit Conference was held with
representatives of the Board of Directors and staff to clarify information, and to present and record feedback
on the preliminary review results. The information presented in this report is based upon these activities and
sources. It is emphasized that this review is not an audit and should not be construed as such. The
Appendix of this report further explains the Program Review Process and Program Review Results.
This report summarizes the discussions and recommendations that emerged from the review process. The
efforts of Isay Gulley, the Executive Director and staff were greatly appreciated in preparing for the review
and assisting the reviewer whenever requested. Neighborhood Reinvestment also appreciates the time and
information offered by the NHS' partnership members who participated in the meetings and interviews.
Neighborhood Reinvestment's Program Review Department sincerely hopes that the review process and this
report will assist Clearwater NHS in achieving its goals and in improving its performance.
II. NOTEWORTHY ACHIEVEMENTS
Clearwater NHS is proud of its accomplishments since the previous review, some of which include:
.,; Continued Success of Program Services
NHS' program services, particularly its infill housing program and its small business-lending program,
continue to provide much needed support to residents of Clearwater. At the time of the review twenty-two
(22) infill projects were in the works. The infill program not only provides residents, many of whom are
first-time homebuyers, with beautiful new affordable homes; it replaces blighted properties, both buildings
and empty lots, with homes the community can be proud of. This program was highlighted in the local
news and in the State's annual report.
The small business lending program, through its two loan pools' totaling $230,000 has committed almost
all of its funds. Nine seminars were sponsored in 1997, and in the first five months of this fiscal year, one
hundred fifty-seven (157) individuals received technical assistance or loan counseling. In addition, CNHS
was one of sixteen organizations selected by the State of Florida to participate in a pilot program,
MicroEnterprise Florida, which will provide additional funds for loans, training, and marketing.
In the last few years, more than $4 million of investments have been made in the NHS' target areas; most
of that money invested by the private sector as a result of the NHS' work.
NEIGHBORHOOD REINVESTMENT CORPORA TfON
Program Review Department
March 27, 1998
Page 1
Clearwater NHS, Inc.
Program Review Report
Conducted February 24-26, 1998
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By: Joan Straussman
and Robert Stearns
...J Partnership '97 Day
The NHS continued its annual practice of selecting an area within its target neighborhood to spruce up
with the help of volunteers representing all sectors of the NHS partnership. Last year thirteen (13) homes
were painted. Equally important, partners got to see firsthand the impact such an effort makes in a
neighborhood.
...J Expansion to County
The Clearwater NHS has been invited to provide housing rehabilitation services to existing homeowners
and purchase/rehab services to new homeowners in communities adjacent to Clearwater in Pinellas
County. Outreach has begun, and activities are planned during NeighborWorks Week to get the word out
to those communities to take advantage of NHS services.
...J Supermarket Project Continues
The NHS' efforts to attract a supermarket to bolster stability in its target area in Clearwater have
surpassed another hurdle. Its proposal to Publix supermarket chain has passed a second round of
approvals, and now awaits final approval. If that approval is received, Publix will build a 38,000 square
foot market. In addition, a three-store strip would be created, as well as parking and landscaping. The
total project is $4.3 million, and would provide employment opportunities, as well as fill a gap, which
currently exists, for the NHS neighborhoods.
...J Coordination with Code Enforcement
The NHS has developed a good working relationship with the Community Response Team, whose job
it is to identify code deficiencies in properties in Clearwater. The Team often refers customers to the
NHS.
...J Dorothy Richardson Award
One of the Clearwater NHS' Board members and neighborhood resident won the Dorothy Richardson
Award. Mr. John Jenkins, a NHS Board member for eight years, received the coveted award because
of his many years of community service and commitme~t to his neighbors.
III. PROGRESS ON ISSUES IN THE PREVIOUS PROGRAM REVIEW REPORT
The previous program review report based on the on-site review conducted March 11-14, 1996 did not have
any Corrective Action Issues or Areas for Improvement.
IV. CORRECTIVE ACTION AND COMPLIANCE ISSUES
The following areas impair the NHS' performance and place its health and capacity at risk if left uncorrected.
The Southern District office of Neighborhood Reinvestment has reviewed this report and will be forwarding
a letter requesting a response on the following review results:
1. The NHS Board and Executive Director must develop a plan which a) demonstrates in the short-
term how the NHS will survive financially for the remainder of this fiscal year; b) provides a
realistic budget for the next fiscal year; and c) details resource development strategies,
responsibilities, and timelines for the next several years. At the time of the review, the NHS was
operating with a nearly $40,000 deficit. Current budget projections did not seem realistic, primarily
because much of them are based on fees, which would require a significant increase in production in the
next several months. Staff and Board leadership acknowledge that financially the NHS is going through
the most difficult time it has ever had. Immediate action is required.
NEIGHBORHOOD REINVESTMENT CORPORATION
Program Review Department
March 27,1998
Page 2
Clearwater NHS, Inc. e
Program Review Report
Conducted February 24-26, 1998
e
By: Joan Straussman
and Robert Stearns
2. The NHS Board and staff need to develop a strategy to reverse the deteriorating relationship with
the City's office of Housing and Urban Development (CHUD). Staff members of both the NHS and
CHUD have reached an impasse in their ability to cooperate and communicate with one another.
Frustration and anger has resulted, negatively impacting the NHS' productivity. The issue has
also sufficiently provided an unnecessary distraction for the Board of Directors. One
recommendation made was to initiate a meeting between NHS and CHUD staff, facilitated by an outside
party, to allow an opportunity to voice concerns, and to come to agreement about how both organizations
can work together to better serve the people of Clearwater.
V. AREASFORIMPROVEMENT
The areas for improvement presented below are offered as a means for strengthening the organization's
capacity or performance, and do not place the NHS at immediate risk. If left unaddressed these areas
potentially reduce the organization's ability to perform as desired, and may create greater risk or impaired
performance in the future.
1. The NHS Board of Directors and Executive Director are encouraged to continue their efforts at stabilizing
the staffing at the NHS, including a) identifying a person capable of providing leadership and direction
to lending services and production; b) analyzing current staff responsibilities and making adjustments
as necessary; and c) reviewing and prioritizing responsibilities of Executive Director. Staff evaluations
should also be done. The NHS needs significant production to ensure revenue. There is currently only
one staff person handling all housing lending activities.
2. The NHS Board leadership and/or Loan Committees, and the Executive Director, are strongly
encouraged to review the excessive level of loan delinquencies, and take the necessary steps to reduce
them, including enforcing collection/delinquency procedures. Loan losses have been high and
delinquency rates are in excess of 50% of the portfolio.
VI. CONCLUSION
The Clearwater NHS is nearing its twentieth year of operation. In almost two decades, it has made significant
impact in the North and South Greenwood neighborhoods of Clearwater. It has also expanded its program
services to include economic development. By all accounts, the NHS continues to be a viable organization
for the City. The County has also recognized CNHS' performance and contributions and invited CNHS to
provide services to several of its communities. As the NHS branches out, its challenges become greater.
The NHS is currently facing some of its most difficult challenges to date because of its changing revenue
sources, its strained relationship with the City's housing department, and a staffing situation that is fairly
unstable.
The commitment and skill of the staff and Board, as well as the obvious interest on the part of many of the
NHS' supporters to see the NHS continue to succeed, should sufficiently pull the NHS through this
challenging period. Neighborhood Reinvestment's Southern District office staff is also available to assist the
NHS with those issues addressed in this report. The remainder of this report further details the items raised
in the Management Summary and provides additional insight into all of the PROMPT categories.
NEIGHBORHOOD REINVESTMENT CORPORATION
Program Review Department
March 27,1998
Page 3
Clearwater NHS, Inc. e
Program Review Report
Conducted February 24-26, 1998
e
By: Joan Straussman
and Robert Stearns
The NHS developed a three-year strategic plan in September 1995. At that time three program initiatives were
identified: affordable housing development, economic development, and neighborhood development and
community involvement. Within those programmatic areas, specific objectives were determined, along with
individuals responsible, obstacles, resource partners, and start and completion dates. Though it was a three-year
plan, many of the specific tasks were to be completed by June 1997. Another document prepared by staff and
reviewed by the Board detailed a proposed work program and priorities for 1998. This report was very thorough
and touched on many of the issues being raised in this program review report, including a need to reevaluate
staffing structure and a need to address resource development issues.
The Board is planning a retreat in April to begin the process of developing a new strategic plan. Conversations
with Board members and staff indicate that programmatically, the NHS intends to continue providing the same
services it currently provides. As the remainder of this report will address, the NHS faces some challenges in
resource development, staffing, and its relationship with the City's CHUD office.
Conclusions:
It is admirable that the Board and staff took the initiative to develop a three-year plan. The document itself
demonstrates that much time and thought was put into it. It is also noteworthy that a similar effort is being planned
for the next several years. It is strongly advised that the new strategic plan be considered a working document,
and referred to regularly for purposes of updating, and self-evaluation. The 1998 proposed work program and this
program review report might serve as a good starting point for the new strategic plan. It is important that the
challenges facing the NHS are addressed at the retreat, and in the eventual plan, with specific strategies,
responsibilities, and timeframes spelled out. The plan could also be useful as a tool in the staff appraisal process.
II. RESOURCE DEVELOPMENT
NHS OF
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The program review RESOURCE DEVELOPMENT performance objective
is to ensure that the NeighborWorks@ organization has financial resources
adequate to support current activities. It further encourages that a realistic
and structured resource development plan be in place to meet approved
administrative and program budget goals. The plan should be supported by
a process that continually monitors fund raising progress and makes
adjustments to current and future budget goals as appropriate. When
analyzing an organization's resource development performance, the review
seeks to answer three important questions:
Has the organization raised sufficient revenue to support balanced operating, program service and capital
budget needs for the current fiscal year?
Has the organization implemented adequate oversight and monitoring of fund raising efforts? and,
Has the organization adequately planned for its future resource needs?
The success of financial planning efforts depends on active oversight. A realistic, balanced budget is essential
for directing the organization's fund raising efforts. Unrealistic resource projections, poor strategies and limited
efforts can lead to funding deficits. An inability to project cash flow needs or to understand funding source billing
requirements prior to signing agreements, can lead to inadequate reserve funds and cash shortfalls.
Observations:
The review of CNHS' performance in resource development included interviews with the Executive Director,
Finance Manager, Board members, and City representatives. Also reviewed were the past three financial audits,
this year's budget, the most recent budget-to-actual comparisons, a contributor's list, and contracts.
NEIGHBORHOOD REINVESTMENT CORPORATION
Program Review Department
March 27,1998
Page 5
Clearwater NHS, Inc.
Program Review Report
Conducted February 24-26, 1998
e
e
By: Joan Strauss man
and Robert Stearns
REVIEW RESULTS
OVERVIEW
The Clearwater NHS was incorporated in 1979. It has accomplished quite a great deal in its almost two decades
of operation, and it continues to grow. During the last two years, the Clearwater NHS has expanded beyond its
two target neighborhoods in Clearwater (North Greenwood and South Greenwood), to include communities in
Pinellas County. The small business program it began several years ago continues to grow, with the NHS recently
receiving new funds from the State of Florida. The NHS has also led a determined campaign to bring a
supermarket into its Clearwater target neighborhood. Its existing housing program services, which include
rehabilitation loans and construction assistance, infill housing, and homeownership development continue to have
significant impact in the communities the NHS serves.
The NHS has, however, reached a challenging fork in the road. It is finding it more and more difficult to support
the administrative costs necessary to support the services it provides. The NHS relies heavily on fees earned from
the City and County for its various projects. If projection is down due to staff turnover or other factors, the NHS
finds itself in a tenuous situation. The Board and staff will be addressing this challenge for the future. The NHS
is also looking at ways to rebuild its partnership with the City of Clearwater, a partnership that has experienced
some deterioration in the past few years.
Nevertheless, the NHS' Executive Director continues to heighten awareness about the NHS locally, statewide,
and nationally. NHS activities have been profiled in the television news and State reports. The NHS staff (nine
full-time, and various consultants) have been working diligently to maintain the strong reputation the NHS has
enjoyed throughout the years. It is hoped that CNHS will address its current challenges in order to continue to
provide quality housing and business opportunities for its constituents for the next twenty years.
I. PLANNING
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The program review PLANNING performance objective is to ensure that the
NeighborWorks@ organization has adopted a mission that includes low-
income community revitalization and/or producing low-mod affordable
housing. It further encourages an annual strategic planning process that
evaluates past successes and identifies the optimal role for the organization
in continuing to achieve its mission. The organization is encouraged to
prepare planning process results that include an identification of specific
goals and objectives; service delivery strategies and timetables; staff and
dollar resource needs; and development of Board policies and priorities that
direct the organization's efforts. Undefined, undocumented and unapproved
goals fail to provide clarity to Board members and staff, and could lead to inconsistent or inappropriate services.
Observations:
The review of CNHS' performance in planning included interviews with staff and Board members. CNHS' three
year strategic plan ('95-'98) was read, along with grant proposals, by-laws, and Board meeting minutes.
CNHS' mission is stated in its Strategic Plan as follows, "The mission of Clearwater Neighborhood Housing
Services, Inc. is to improve the quality of life in the neighborhoods that it serves by promoting revitalization
through: Home Ownership, Rehabilitation, Economic Development." Though it doesn't say specifically, the
neighborhoods that the NHS serves are primarily low-income, and thus this mission statement satisfies the
program review objective.
NEIGHBORHOOD REINVESTMENT CORPORATION
Program Review Department
March 27,1998
Page 4
Clearwater NHS, Inc.
Program Review Report
Conducted February 24-26, 1998
e
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By: Joan Straussman
and Robert Stearns
Program Source of Funds Amount Comments
Economic Development
Lending: City CDBG $93,000 CDSG Calendar Year
Bank Loan Pool $150,000 Annually Renewed
State MicroEnterprise $50,000 New Pilot Program
Special Project
Super Mkt ($4.3MM) Neighborhood Reinvest $50,000 Prior planning grant
City $900,000 Anticipated loan20 yr/3%
Health & Human Servo $600,000 Anticipated grant
Bank Financing $2,800,000 Anticipated
Housing:
Rehab: City CDBG & SHIP $287,100 CDBG Calendar Year
County $200,000 July 97 to June 98
Neighborhood Reinvest $208,376 Fund cash at 6/30/97
Infill City CDBG & Ship $625,000 CDBG Calendar Year
There are more than sufficient funds for the NHS' housing programs. Almost all funds have already been
expended or committed for its economic development loan programs, except for the new State grant. The City
has said that the NHS can come back and request additional funds if needed. The consortium of banks that has
pooled together funds has also expressed an interest in providing additional money.
Conclusions:
CNHS' current operating fund financial situation warrants corrective action, as follows:
The NHS Board and Executive Director must develop a plan which a) demonstrates in the short-term how
the NHS will survive financially for the remainder of this fiscal year; b) provides a realistic budget for the
next fiscal year; and c) details resource development strategies, responsibilities, and timelines for the
next several years. A much more conservative approach to projecting revenue in budgets will be needed until
the NHS' staff situation is stabilized, until the NHS has become accustomed to the new fee compensation
practices of the City and County, and/or until new sources of revenue have been identified. The NHS must also
look carefully at it annual requests for CHUD money to make sure its program services match eligible activities
for fee generation. The current funds being requested do not seem appropriate based on capital funds utilized
by the NHS. As is discussed later on in this report, a great deal of NHS' capital needs is provided through
individual homeowner mortgages. If the NHS hopes to capture close to $200,000 in fees from the City and County
to cover administrative and program costs, it would advisable to sit down with staff of both and work out a way for
that to happen.
It would also be beneficial to:
a) Begin to produce and review cash flow reports.
b) Review expenses to determine where costs can be saved. For example, the audit expense seemed very high.
c) Explore additional fee generating revenue, such as charging partnership banks for rehab oversight and/or
homeownership activities.
d) Explore innovative fundraising approaches, such as raffling off a car or a boat; an approach many churches
have found successful.
The NHS' strong reputation should provide enough of a foundation to confront the current crisis. For the future,
greater planning and oversight is needed to ensure greater financial stability.
NEIGHBORHOOD REINVESTMENT CORPORATION
Program Review Department
March 27,1998
Page 7
Clearwater NHS, Inc.
Program Review Report
Conducted February 24-26, 1998
e
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By: Joan Straussman
and Robert Stearns
The NHS has sufficient capital funds for its housing programs. However, since operational funds are reliant on
expending capital funds, it is important that the NHS accurately predicts what it needs capital funds for. It is also
recommended that CNHS staff contact Alan Ferri to determine how much additional economic development funds
are available, and how best to encumber those funds as new customer applications are being considered.
III. ORGANIZATIONAL OVERSIGHT
The program review ORGANIZA TIONAL OVERSIGHT performance
objective is to ensure that the NeighborWorks@ organization has established
a 501 (c)3, resident majority partnership organization (with local
business/lender and government members) that maintains its operations and
documentation in a manner that does not jeopardize its tax-exempt status.
A Board of Directors, Bylaws, Policies and related structure and procedures
are in place and consistently followed to effectively direct and oversee
volunteers, staff and activities, while ensuring that there are no legal
impediments which could put the corporation at risk. The organization is
further encouraged to develop organized resident participation in the corporation's leadership, decision making
and activities. Insufficient exercise of legal and fiduciary responsibilities could create unnecessary liabilities for
the corporation and its members. Inadequate volunteer participation and orientation, and a lack of cyclical staff
evaluations and training, can lead to ineffective management and unproductive turnovers.
Observations:
The review of CNHS' performance in organizational oversight included interviews with ten Board members and
staff. A meeting of the Economic Development Loan Committee was attended. Interviews were also held with the
Chairperson of the Loan Committee and with the Director and staff of the City's Department of Housing and Urban
Development. Documents read included by-laws, articles of incorporation, and recent Board meeting minutes.
Insurance policies were reviewed as well.
CNHS has established and maintained a 501(c)3 resident majority partnership organization. Nothing was found
that would seem to indicate that its tax-exempt status was in jeopardy. Insurance policies are current and seemed
to provide adequate coverage. .
The By-laws call for a fifteen-member Board. In fact, there are sixteen members, and one vacancy. There are
nine residents, three business representatives, two government representatives, and two at-large. The By-laws
call for eight residents, five representatives from financial institutions, and two city representatives. Almost all
Board members interviewed cited the diversity of the Board as one of its greatest strengths. There are several
new members on the Board. An orientation is provided to new members, and training is encouraged for all.
Almost all interviewed commented on the success of the NHS' annual meeting this year. The Board meets every
other month.
There are eight committees of the Board: Executive, Outreach, Resource Development, Finance, Personnel,
Residential Loan, Delinquent Advisory, and Economic Development. The most active committees are the
Residential Loan, Economic Development, and Executive. Thus, in a few of those areas where the NHS is
weakest, such as resource development, budgeting, loan delinquencies, and personnel, the committees have not
been particularly active. On a positive note, the NHS employs the recommended practice of having non-Board
members, as well as Board members, serving on committees. This broadens the volunteer base of the NHS, as
well as provides a training ground for future Board members, additional reasons to have active committees.
Despite the apparent cooperation of the partnership on the Board level, one of the NHS' greatest challenges is
its relationship with the City, primarily the Department of Housing and Urban Development (CHUD). In general,
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there appears to be a mutual lack of trust, strained communication, and limited cooperation between the NHS and
CHUD. Staff of the NHS shared their frustration with what is perceived as unclear and ever-changing directives
from CHUD, which hampers their ability to perform as expediently as they would like. NHS Board members
shared their frustration with what they perceive as CHUD's refusal to meet with them to clarify issues. CHUD staff
feels that the NHS is unresponsive, and that significant staff turnover at the NHS has made it difficult to develop
a consistent working relationship. The Director of CHUD is also concerned that the NHS has not, in recent years,
spent anywhere near the funds that it has requested. The NHS claims that CHUD has ignored repeated requests
for a meeting. CHUD claims that a representative was sent to meet with Board members, but was treated with
hostility. On a positive note, CHUD does recognize the positive impact the NHS has had, and continues to have,
in the communities it serves. The NHS appreciates the importance of partnership with the City, and would like
to see its relationship with CHUD improve. NHS Board and staff did report that they believed the City Manager
and the Mayor were both supporters of the NHS.
The NHS continues to enjoy a good working relationship with area financial institutions, other businesses, and
most recently USAA. USAA has taken a leadership role in assisting with resource development. It also donated
a much-needed van to the NHS. Banks, such as Barnett have agreed to assist with providing operating funds to
meet the current crisis. Barnett is also one of the banks involved in the small business loan pool, along with
Citizens Bank and Trust, Republic, AmSouth, and First Union.
The resident sector also remains strong. In fact, one of the long-term resident Board members, Mr. John Jenkins,
received the Dorothy Richardson award from Neighborhood Reinvestment this year for his ongoing commitment
to his neighbors.
Conclusions:
The breakdown in the relationship with the city, specifically CHUD, necessitates a corrective action issue, as
follows:
The NHS Board and staff need to develop a strategy to reverse the NHS' deteriorating relationship with
the City's office of Housing and Urban Development (CHUD). Staff members of both the NHS and CHUD
have reached an impasse in their ability to cooperate and communicate with one another. Frustration and
anger has resulted, negatively impacting the NHS' productivity. The issue has also provided an
unnecessary distraction for the Board of Directors. One recommendation made was to initiate a meeting
between NHS and CHUD staff, facilitated by an outside party, to allow an opportunity to voice concerns, and to
come to agreement about how both organizations can work together to better serve the people of Clearwater.
Whatever strategy is used, it is important that the result be that expectations of both the NHS and CHUD are
clearly agreed upon and understood. Ideally, expectations should be in writing in order to avoid any
misunderstandings. It would also be helpful to get to the bottom of the discord and mistrust so that a true
partnership could be reinstated.
Other recommendations related to organizational oversight include:
· It is advisable that the Board exercise greater oversight by either meeting monthly rather than every other
month, or by ensuring that its committees are active. Issues raised in this report such as the resource
shortage, high level of delinquencies, and staff instability are all issues that should have been given greater
attention by the Board itself, or through its committees.
· Reinstate the practice of written annual employee performance appraisals. One key responsibility of the Board
is to provide performance appraisals to its Executive Director on a regular basis, at a minimum, annually. Staff
evaluations provide an important opportunity to share ideas, constructive criticism, and to plan for the future.
If done well, it should also provide staff with information to assist his/hers professional growth.
· Review and update by-laws for inconsistencies between what is written, and what actual practices are, such
as Board composition, fiscal year dates, annual meeting date, etc.
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The reviewers were very impressed with the skills and apparent interest of the Board and committee members
that were interviewed. It will take a concerted effort on their part to address the issues at hand; but clearly the
skills are there to take the challenges on.
IV. MANAGEMENT
Neighborhood Reinvestment monitors NeighborWorks@ network activities
and promotes performance standards to help them operate in a business like
fashion. The program review looks at the following three areas of
management: financial, contract compliance and personnel/administration.
A. FINANCIAL MANAGEMENT
The program review FINANCIAL MANAGEMENT performance objective is to ensure that the
NeighborWorks@ organization maintains an accounting system and audit procedures that meet resource
requirements and good business practices. The accounting structure, procedures and practices should ensure
accurate, timely and reliable records while maintaining reasonable intemal controls. The financial management
staffing structure and reporting practices should ensure that the network organization can meet contract
requirements and can provide its management with adequate information on a regular basis.
NeighborWorks@ organizations' financial oversight and decision-making practices should ensure that corporate
management meets its fiduciary responsibilities, safeguards the corporation's assets and complies with
NeighborWorks@ membership and other contributor requirements. The network organization is further
encouraged to have a process for the on-going training of current and new Board and appropriate committee
members on how to analyze and understand financial statements and reports. Inadequate accounting systems
and procedures; improper or untimely record keeping, and insufficient staffing, reporting and oversight can lead
to poor financial management decisions and practices that jeopardize the organization's viability, audit quality
and fund raising potential.
Observations:
The review of CNHS' performance in financial management included interviews with the Executive Director,
the Finance Officer, the Board Treasurer, and other Board members. Documents reviewed included the last
three audits, the annual budget, budget to actual comparison reports for the last three months, the Chart of
Accounts, and year-to-date summary trial balances.
Primarily its Finance Officer, who has been with the organization seven years (though there was a hiatus in
between), handles CNHS' day to day financial management. She utilizes Stagesoft fund accounting software.
A lotus generated amortization schedule is used for loan payments. The staff receptionist and Assistant
Executive Director also assist her in terms of opening mail and manually logging in cash receipts. The Finance
Officer does everything else, including recording payments in the cash receipts journal, making deposit slips,
depositing checks (as needed), and reconciling bank statements. There are ten bank accounts. Infrequently
a Board member will review bank reconciliations. This system does not guarantee sufficient segregation of
duties.
In terms of cash disbursements, pre-numbered checks are kept in a locked file. Check requests are made
every other week. Two signatures are required on all checks with four allowable signatures: the Executive
Director, Board President, Board Secretary, and Board Treasurer. Explanations of expenditures accompany
all check requests.
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March 27,1998
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Payroll is handled in-house as well. Staff submits weekly timesheets that break down a menu of activities. The
timesheets could be used to track time spent by program activity, and could be an effective tool in resource
development activities.
Loan servicing is done in house with the exception of some seasoned loans that are serviced by GE Credit.
In the absence of loan software, housing related loans are handled much like the business loans. Amortization
schedules are prepared for each loan using a Lotus program and entries are made to subsidiary ledgers within
the general ledger.
Books are posted once or twice a month. At the time of the review, the General Ledger was current up to the
middle of February. All data is backed up every month and an extra copy is kept off-site with the Executive
Director. The annual audit had been done with no major findings according to the Executive Director. No
Management Letter was provided.
The Treasure'r and the Finance committee handle board oversight of financial management. It was reported
that the committee has not met in awhile, but individual members have called the Finance Officer for updates
and questions conceming reports sent. The Board receives monthly budget-to-actual comparison reports. The
Finance committee, in addition, receives quarterly balance sheets. Cash Flow reports are not produced. A
delinquency report is produced monthly, but it was reported that it has not been shared with the Board in recent
months.
The most recent report demonstrates that there is a significant percentage of loans delinquent in the NHS'
portfolio. The issue will be discussed in the Technical Operating Systems section of this report.
Conclusions
CNHS' financial management systems are very good. The Finance Officer seems highly skilled. All records
are current and in order. She has a good sense about the status of the organization, and can therefore provide
valuable insight. It might be a good idea to include her in strategizing about how to address the risky financial
situation the NHS is confronting.
Also, the loan accounting function is unnecessarily labor intensive. The number of loans is large enough to
justify using an off the shelf loan accounting software package which could also accommodate the fifteen
existing business loans. Time saved and the improved reporting provided by a good software system may
make this move very economical.
It would also be a good idea to figure out a way to create a greater dispersal of duties for better internal
controls. Too many of the responsibilities rest with the Financial Officer, and although there is no reason to
believe those responsibilities would be abused, it is always a good idea to have a system with inherent
orosschecks.
B. CONTRACT COMPLIANCE
The program review CONTRACT COMPLIANCE and Contract Management performance objective is to
ensure that the NeighborWorks@ organization has monitoring, documentation, reporting and decision-making
practices to comply with contractual agreements and NeighborWorks@ network membership criteria. It further
encourages the establishment of a system to stay informed of applicable laws, regulations and contract
requirements to minimize future liabilities and to avoid making contractual commitments that are beyond the
organization's capacity.
Failure to meet contract expectations can lead to a loss of revenue and legal difficulties. An inability to
understand and identify legal and contract demands prior to their approval can lead to unexpected liabilities
and a loss of credibility.
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Program Review Department
March 27,1998
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Observations:
The review of CNHS' performance in contract compliance included interviews with the Executive Director, staff
involved in programmatic activities and contract reporting, the Director of the City's Housing and Urban
Development Department and two of his staff, Board members, and NHSA staff. Documents reviewed
included the previous program review report, the current CDBG contract, and the Community Development
Corporation Support and Assistance Program contract with the State of Florida.
CNHS' major contracts include one with the City which encompasses funds for small business loans, home
ownership activities (primarily infill housing), and housing rehab. It has an agreement with USM for $500,000
primarily for refinancing deals, an agreement with the state for its housing rehab and economic development
programs, and a contract with the County for purchase/rehab and housing rehab services. Its capital grant
with Neighborhood Reinvestment is for $367,447 that was executed in March 1996. This amount is more than
the amount that was shown in the NHS' last audit. Upon request, the auditor sent information clarifying the
discrepancy. Neighborhood Reinvestment also awarded, in May 1997, an expendable grant letter for
$100,791. CNHS has an agreement with NHSA for loan sales as well.
As part of the Capital Agreement with Neighborhood Reinvestment, the NHS is required to address any
Corrective Action Issues specified in the previous program review report, as well as encouraged to respond
to Areas for Improvement noted. Since there were neither in the previous report, no responses were
necessary. Issues cited in this report will have to be addressed, and the Southern District office will be in
contact to assist in that process.
The NHS is in compliance with its NHSA agreement. The NHS has sold eleven loans to NHSA. According
to NHSA records, two of those loans are delinquent more than ninety days, and two are thirty days behind.
This is not surprising given the overall delinquency problem the NHS is currently having. The NHS has been
in contact with NHSA and working through the situation. There was at least one loan, however, that was on
the NHS' books as delinquent, but not in NHSA's delinquency record. When asked, NHS staff was surprised
because they had notified NHSA of the delinquency and the loan balances were in agreement. NHSA did
express an interest if! doing more business with the NHS. The Executive Director explained, however, that
most of its loans do not fit NHSA requirements.
CNHS completed and submitted required reports to its othe'r funding sources. The Assistant Director is
responsible for submitting many of the reports to funders. A compliance issue does, however, exist with the
City's CHUD contract, according to CHUD's Director. He expressed concern that the NHS has not met its
projected production figures. He stated that during the past three years (not including this year) CNHS has
been awarded $1.8 million for programs and delivery fees, of which only $365,000 has been used. He and
his staff also stated that, at times, they were dissatisfied with the project paperwork submitted by the NHS. The
NHS staff and CHUD agree that NHS staff turnover is part of the problem. The NHS also contends that CHUD
staff does not clearly communicate expectations about procedures required.
Conclusions:
As stated earlier in this report, the relationship between the NHS and CHUD needs to be addressed. Improved
communication and cooperation are warranted. In addition, the NHS leadership needs to take a realistic look
at its capital requests of its funders and ensure those requests are appropriate based on the NHS' recent
programmatic history and future plans.
Considering the NHS' reliance on fees generated from capital expenditures for a large part of its operating
costs, it cannot afford to submit unrealistic or inappropriate requests for capital funds.
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Program Review Department
March 27, 1998
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C. PERSONNELlADMINISTRA TION
The program review PERSONNELlADMINISTRA TIVE MANAGEMENT performance objective is to ensure
that the NeighborWorks@ organization has implemented legally sound Personnel Policies, employee
management and administrative procedures. It encourages the development of a staffing structure and
positions that are clearly defined and adequate to carry out the organization's goals while promoting staff
cohesiveness, coordination and effectiveness. The network organization is further encouraged to conduct
regular performance appraisals of the Executive Director and staff. Inadequate personnel policies and
administrative practices can cause reduced staff effectiveness and lead to unnecessary turnovers, poor
administration of services and an inability to meet goals.
Observations:
The review of CNHS' performance in Personnel Management included interviews with most staff and
interviews with Board members. Documents read included Personnel Policies, an Organizational Chart, Board
meeting minutes, and job descriptions.
The NHS has implemented legally sound Personnel Policies (dated 1993). In general the policies are very
thorough, although there is no mention of a sexual harassment provision, or a drug-free workplace statement.
Drug and alcohol abuse is referred to in the current policies as reasons for just cause for termination.
At the time of the review there were nine staff as follows: Isay Gulley, Executive Director; Barbara Brooks,
Assistant Director, Operations/Administration; Mary Ann Cole, Financial Officer; Pat Zihala, Loan Processor;
John Moloney, Economic Development Specialist (on contract); Vannester Dennis, Outreach Officer; E.J.
Robinson, Construction Specialist (part-time); Ronald Wade, Assistant Construction Specialist; and Roslyn
Miller, General Office Staff Support. Two staff, a Senior Loan Officer and a Loan Officer had recently resigned.
The NHS also has several contracts for consultant services. There is a consultant for the shopping center
development, and for the Fastrak Homeownership program. Most staff shared that they enjoy their jobs and
the work of the NHS. They have been provided with many opportunities for training. Several staff members
due performance appraisals have not had them, however.
Although it was reported that staff turnover in the last couple of years was for the good of the NHS, it has taken
a toll on the organization. Production has been affected because of fewer staff to do needed work. As staff
is replaced, the time it takes for training is time away from producing. It could also be argued that the strained
relationship with CHUD, as well as the high loan delinquency 'rate, is related to changes in staff. Information
shared by CHUD staff has been given to staff who have then left without leaving the information behind. Staff
turnover also forces CHUD staff and others to retrain and re-explain expectations. The Executive Director and
several Board members shared their concerns about staffing, and clearly recognize the need to focus in that
area.
Conclusions:
The instability of the current staffing situation (several new staff, plus too few staff to provide lending services)
represents an Area for Improvement as follows:
The NHS Board of Directors and Executive Director are encouraged to continue their efforts at stabilizing the
staffing at the NHS, including a) identifying a person capable of providing leadership and direction to lending
services and production; b) analyzing current staff responsibilities and making adjustments as necessary; and
c) reviewing and prioritizing responsibilities of Executive Director. Staff evaluations should also be done.
It would also be a good idea to notify all funding sources, including CHUD, that until staffing is stabilized, all
requests for procedural or programmatic changes be submitted to the Executive Director and the Board.
As time allows, personnel policies should be updated as well.
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Program Review Department
March 27,1998
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Small Business Lending
Loan Fund 1996 $/# 1997 $/# ' i 1998ytd .' $/#
CDBG $25,000/1 $25,000/1 $75,000/2*
MICRO $32,500/2 $36,000/2 $114,500/3*
MicroEnterprise Fla. N/A N/A $10,000/1*
Total $57,500/3 $61,000/3 $194,500/6**
"Approved but not closed at time of site visit. Applications for loans closing in early 1998 were taken
in the second half of 1997. **These six loans accommodate three customers, each borrowing from two
programs.
During 1996 and the first half of 1997 loan production was weak. The staff member responsible for lending
was primarily spending time on the supermarket project discussed below under special projects. That
individual left the organization in April 1997 and was replaced by the incumbent, John Moloney. Since his
arrival in May, Mr. Moloney has revitalized the business-lending program. Applicants seem plentiful and in
addition to the three loans year-to-date, there is a current backlog of applications yet to be approved as
follows: 1) CDBG-- two loans totaling $30,000, 2) Micro-three loans totaling $110,000, and 3)
MicroEnterprise--two loans totaling $8,500. Exclusive of the backlog, existing and committed loans exceed
the capital pools available for CDBG and Micro loans by $30,000 and $110,000 respectively. Alan Ferri,
Clearwater's CD Director, indicated that CNHS is welcome to submit loan applications so long as there remain
uncommitted funds in the CDBG pool earmarked for Economic Development. Unfortunately the amount of
available funds is subject to change at any time. David Stone, CEO of Citizens Bank and Chair of the
Economic Development Loan Committee has all ready encouraged the CNHS to apply to the five-bank lender
pool for additional funds. Estimates as to additional funds required from this pool are upwards of another
$150,000. The CNHS is also investigating inviting a sixth bank to participate in the pool.
Currently each of five banks has committed up to $30,000 to the Micro Loan Pool and the prospect of getting
participants to double their commitments appears very likely. The present structure provides for an annual
commitment of up to $150,000 utilizing a line of credit priced at the existing prime rate of the lead bank at the
time of the annual renewal of the line. Loans made by CNHS were to be priced at prime plus 4%, the rate
spread intended to provide income to the CNHS to cover the cost of operating the program. At a meeting of
the Economic Development Loan committee attended by the reviewer staff requested that the loan rates
charged by the CNHS be reduced to prime plus 2%, as the rates were otherwise too high. The Chairman
pointed out that the reason for the additional 2% was to create a reserve against bad debt, as the banks were
not inclined to accept any losses themselves. Discussion with the Executive Director after the meeting
reflected a different understanding as to who stood to take the risk of losses.
Traininq and Technical Assistance
As part of its Economic Development Program, CNHS offers training and technical assistance to existing or
potential business owners. During the period of March through November 1997 CNHS sponsored a series
of nine monthly business seminars. Frequently drawing on outside speakers, the seminars covered various
topics on how to start a business including business planning, marketing and finance. A total of 74 people
attended the seminar series. The Board Treasurer of the NHS was one of the guest speakers. He shared how
impressed he was with the participants' questions and concerns. One-on-one technical assistance is also
regularly provided to clients and residents interested in starting or improving their businesses. Most, if not all,
loan applicants are recipients of such technical assistance. During the program years July-June 1996 and
1997 those receiving some form of technical assistance totaled 101 and 157 respectively.
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Program Review Department
March 27,1998
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Special Projects
A few years ago CNHS embarked upon a special project to develop a shopping center in North Greenwood
with the help of a $50,000 special planning grant from Neighborhood Reinvestment. Initially it was thought that
the prime tenant might be the Winn Dixie Supermarket chain occupying a 48,000 square foot building. The
objectives of the development, in addition to being a catalyst for neighborhood revitalization, were to bring to
a needed supermarket into the area, to create 175 jobs for area residents, and to provide a source of
continuing income to the CNHS. When Winn Dixie management declined to proceed with the project, the
Publix Supermarket chain was approached. That chain has continued to show interest in a 38,000 square foot
building and a proposal has passed the first two of three rounds of Publix's decision making process, the most
recent round two approval coming immediately prior to our site visit. Total project costs for the development
of this 5.9-acre site including the supermarket, 6000 square feet of retail space, parking, and landscaping are
estimated to be $4.3 million. The CNHS has secured commitments from the City of Clearwater for area
improveme~ts and infrastructure plus a $900,000 3% loan for 20 years to assist with project development.
Other funders include a grant from Health and Human Services and bank financing for both the construction
and permanent mortgages. Meetings with banks are currently being held and several seem interested in
financing the project especially given the availability of a lease assignment from Publix, a prime credit tenant.
Further, the CNHS has shown great sense in choosing to work with developer/contractors who have
substantial experience in building stores for the Publix chain. CNHS is currently seeking a consultant to further
assist them with advancing the project. Finally as regards this development project, CNHS plans to work in
partnership with the University of Florida, St. Petersburg Jr. College, and the North Greenwood Family Center
to recruit and train area residents for the jobs created.
B. Housing I Lending
CNHS actively engages in a number of efforts to increase homeownership and to improve the housing stock
in its neighborhoods. These efforts are summarized below by category. A chart reflecting lending related
activities follows at the end of this section. Staff involved in these programs includes two-experienced
Construction Specialists, a relatively new Loan Processor, and an Outreach/Special Projects Coordinator. The
latter assists with loan intake and vacant lot acquisition. Funds for these activities come from a variety of
sources. It should be noted, however, that the CNHS has consistently under spent its CDBG allocations. As
mentioned earlier in this report, this has contributed to the City's dissatisfaction with the CNHS' performance.
Home Ownership
Creating homeowners has been a major focus of CNHS' efforts. The NHS is an active participant in the
Campaign for Home ownership and offer a FasTrak Program, which is staffed by a consultant. Courses are
offered once per month. Campaign results reflect 29 new owners in 1996 and 21 in 1997. Since joining the
Campaign in 1995 CNHS has created a total of 74 new homeowners which reflects 92.5% achievement of
their Campaign goal set through the end of 1997. During their 1996/97 fiscal year CNHS graduated 164
potential homeowners from their nine-hour FasTrak Program.
Homeownership opportunities are supported by two programs, Infill Housing and Tenant Conversion. The
Infill-housing program is designed to construct new homes on empty lots for first time home buyers. This past
year CNHS obtained 48 new lots for infill housing and currently has 32 available for construction. Eleven are
in the construction pipeline. The average lot size is 40'x 90' and their prices vary depending upon location and
size. To be eligible to participate in the program applicants must fall within 50-120% of median income and
complete a first time homebuyers course. (Note: according to the Executive Director, the City of Clearwater
will no longer provide subsidy to those above 80% of median.) An analysis is completed as to how much an
applicant can afford, after which the individual or family selects a lot. The price of the lot is deducted from the
total considered affordable and the balance determines how much can be spent on construction. Construction
choices include approximately 85 designs, most of which provide for three bedrooms. The actual building is
done by experienced homebuilders that build for the CNHS at prices discounted from their normal levels.
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Home prices generally range from $50,000 to $85,000. Mortgages are obtained primarily through private
sources. While touring the neighborhoods the NHS serves, it became readily apparent which homes were
built with NHS involvement. Though clearly appropriate in the areas they sit, they still stand out for their
quality workmanship and design.
The Tenant Conversion Program is a marketing and educational effort to turn renters into homeowners.
Ownership options here include the purchase of an existing property or participating in the Infill program for
new construction. The purchase of an existing property may also involve down payment assistance and/or
some rehab financing to be included in the final mortgage.
Housinq Rehab
CNHS provides traditional housing rehab services and loans to homeowners. Rehab loans include both major
and minor rehabilitation projects, and emergency loans. Funds supporting these loans come from
Neighborhood Reinvestment, the City of Clearwater, Pine lias County, and local banks. Historically these loans
were confined to CNHS's primary neighborhood in North Greenwood. More recently the program has been
expanded into northern Pinellas County due to the availability of County funds. The Outreach Worker has
several programs planned to market the program in the County. In the City of Clearwater, NHS staff works
closely with the City's code enforcement unit. Rehab loans must first address code deficiencies. If money
is available, up to 20% can be used for general improvements. Average rehab jobs are $10,000 in the target
area. There are currently twenty-two (22) jobs in progress. In 1997, twenty-seven (27) rehab jobs were done.
Other Lendinq: Credit Repair/Foreclosure Prevention/Refinancinq
CNHS has been active over the years in providing financial assistance to individuals and families experiencing
financial difficulties or hardships. The Maggie Cazares Fund is used to make loans to assist borrowers in the
area of credit repair. Neighborhood Reinvestment and CDBG funds support the foreclosure prevention
program. According to a staff member, the foreclosure prevention program is being put on hold, however. The
reasons offered were poor experience with loan loses and insufficient staffing, given the volume of other types
of loan requests.
CNHS identified a need in the community for refinancing for those families with high first mortgage interest
rates or other high interest forms of credit including non-bank equity loans. New first mortgage loans are made
available through an NHSA program using funds provided by the United States Automobile Association
(USM). CNHS received a first round allocation of $500,000 from the USM program and this past year
received a second allocation of $750,000. Local banks are used to close low rate first mortgages that are then
sold to the USM pool at NHSA. Since May 1997 eight loans have closed totaling $622,698 leaving an
available balance of USM funds of $627,302. Two loans totaling $289,000 are currently in the processing
stage and four others are awaiting work write-ups to determine amount of loan needed.
The following chart illustrates production numbers for all housing programs for the previous two calendar
years. Based on conversations with staff, production this calendar year should well exceed the previous two
years in several categories.
Lending & Housing Development
Infil/ (new Construction)
Tenant Conversion
Refinance w/Rehab
Rehab Loans
Foreclosure Prevention
Total
,"'<1996
$950,612 (13)
$805,293 (14)
o
$178,500 (13)
$1,000(1)
$1,935,405 (41)
1997'
$692,539 (9)
$770,190 (12)
$392,223 (5)
$238,900 (15)
$15,539 (6)
$2,109,391 (47)
"~\ji'f.t:i>:;;';r;jt~jJ.T otal
$1,643,151 (22)
$1,575,483 (26)
$392,223 (5)
$417,400 (28)
$16,539 (7)
$4,044,796 (88)
NEIGHBORHOOD REINVESTMENT CORPORATION
Program Review Department
March 27, 1998
Page 17
"'----
Clearwater NHS, Inc. e
Program Review Report
Conducted February 24-26, 1998
e
By: Joan Straussman
and Robert Stearns
The values in the above chart for Infill, Tenant
Conversion, and Refinance wI Rehab represent
total investment. All involve bank first mortgage
loans coupled with loans from the City (CDBG),
the County, or Neighborhood Reinvestment
funds. The pie chart on the left reflects the
composition of these sources for the combined
years of 1996 and 1997 and suggests that
$403,018 of public funds have leveraged
$3,610,857 in private funds, a nine times ratio.
$346,885
mCity
. County
o Neigh. Reinv.
o Bank
C. Other Activities
The NHS also organizes a variety of community activities, such as an annual Partnership Day. An area within
a NHS neighborhood is targeted for general sprucing. Volunteers are recruited from all partnership
representatives. Last year thirteen homes were painted. CNHS also fully celebrates NeighborWorks@ week
with a bus tour and other events.
Conclusions:
Overall CNHS has had steady production in the last few years. Economic development lending had been slow until
the present specialist was hired. It now promises to outstrip the availability of funds. Housing related activities
remain active, especially with the Infill Program. The USM program through NHSA is active and the entire
allocation of funds should be used up by mid year. What is particularly telling is the amount of money leveraged
in the private sector by NHS activities. The neighborhood impact is also certainly visually apparent. NHS homes
built are beautiful, and certainly enhance the stability of the neighborhoods the NHS works in.
Nevertheless, as has been reported elsewhere, utilization of CDBG funds has fallen far short of the City's set
aside. In order to maintain an effective partnership CNHS needs to figure out how to increase production related
to the use of CDBG funds, or request funds that match NHS programs. Recognizing the NHS' contribution to the
city via private investment, it might be worthwhile to sit down together to figure out a way to support NHS'
operations using a system that does not rely so heavily on use of CDBG capital funds.
The NHS should also sit down with the City to inquire how much adaitional economic funds are currently available,
to regularly monitor that availability, and to encumber funds as quickly as possible as new applications are being
considered. In terms of the line of credit for the business program loan pool, the following considerations are
offered:
1) It is suggested that in conjunction with requesting an increase in the line of credit, all parties share the same
understanding as to pricing, reserves, and who ultimately will absorb loan losses.
2) Another comment about the Micro Loan Pool concerns the inherent risk when loans of up to five years are
made at a fixed rate while the source of funds for these loans is subject to annual rate revision to the then
prevailing prime rate. A mismatch of maturities between sources and uses of funds exposes the CNHS to
earning fluctuations and possible losses should the borrowing rate increase more than the amount of the
original rate spread during the life of the loan to the end borrower. At a 2% spread this risk is naturally greater
than when the spread is 4%. Finally, should the CNHS be successful in getting bank pool members to double
their commitments, the pool will still not be large enough to cover demand in future years if the present rate
of growth continues. Capital availability will otherwise be limited to the annual amount of principal repayments
received on the portfolio.
The NHS is to be commended for its continued attempts to find and try creative ways to address the needs of the
communities it serves.
NEIGHBORHOOD REINVESTMENT CORPORATION
Program Review Department
March 27,1998
Page 18
Clearwater NHS, Inc.-
Program Review Report
Conducted February 24-26, 1998
e
By: Joan Straussman
and Robert Stearns
8. Housing I Lending
The CNHS maintains a comprehensive set of loan policies, procedures and forms for their housing related
lending. Loan files are generally complete and normally color coded to reflect the type of loan. A review of
five files did reveal an instance where a "Good Faith Estimate" and "Right of Recission Notice" were missing.
This was brought to the attention of staff. While files contained a checklist of required documents from the
applicant, no checklists were present which reflected disclosures and forms required of the CNHS as lender.
Staff is aware of this situation and intends to develop a new, comprehensive checklist. Just prior to the time
of our review a former staff member had been contracted to complete a file review to ensure completeness
of documentation and records. This review should help overcome any deficiencies and inconsistencies
resulting from error or staff turnover. Rehab files were fairly complete, and included most of the necessary
documentation.
Loan servicing is done in house. Delinquency reports are prepared monthly, but the process is time
consuming and portfolio aging has to be done by hand. Presently there are 68 housing related loans in the
system. Regarding the delinquencies, a report dated January 31, 1998 entitled RevolvinglHome Purchase
Loans showed that out of those loans which totaled $321,560, thirty-one loans (46%) totaling $200,331
(62.3%) were delinquent. Of those delinquent eighteen (26.5%) totaling $127,993 (40%) were in the over 90
day column. The latest year-end audit further testifies to the weakness in the loan portfolio reflecting nearly
$60,000 in provision for loan losses. (Note: the audit did not reflect a breakdown of loan losses as between
housing or business). Reasons for the high delinquency rates offered by various staff members include: lack
of aggressive follow-up, staff turnover, poor response time from GE Credit which had formerly been servicing
many loans, and an extended period of time when collection responsibilities were unassigned. Delinquency
problems were discussed with the Executive Director after the site visit. She was well aware of the problem
and has initiated some steps to improve the situation including assigning staff responsibility for collection
efforts.
The Residential Loan Committee is comprised of two representatives from banking institutions and three
residents. It meets as often as required to consider all housing related loan requests. Its activities appear
solely limited to loan approval, with no indication of an oversight role as regards policy formulation or portfolio
tracking. A separate committee, the Delinquent Advisory Committee, is supposed to discuss the management
of individual problem loans. It is made up of three members, chaired by the Board President, with a banker
and city representative as members. It did not appear that this committee had been meeting.
There is no committee to oversee rehab activities; however, both staff seemed skilled and experienced. The
Construction Specialist oversees all the infill projects, while the Assistant Specialist handles all the rehab
cases. They both were very organized, keeping a chart on their office wall delineating cases in progress. All
processes described concerning contractor selection; resident education; spec development; monitoring;
payouts, etc. all appeared to be handled professionally and orderly.
Conclusions:
The level of loan delinquencies is cause for concern, and as such warrants the following Area for Improvement.
The NHS Board leadership and/or Loan Committees, and the Executive Director, are strongly encouraged to
review the excessive level of loan delinquencies, and take the necessary steps to reduce them, including enforcing
collection/delinquency procedures. Loan losses have been high and delinquency rates are in excess of 50% of
the portfolio. Consideration should be given to monthly reporting of delinquencies to both the Board and to the
Residential Loan Committee and assigning clear-cut responsibilities for collection activities. The role and
composition of the Delinquency Committee should be reexamined as well.
On a positive note, CNHS has developed an excellent set of policies and procedures governing all of its lending
activities. While not a priority, some measure of efficiency could be achieved if the policies and procedures binder
was reviewed, outdated materials removed, and contents re-indexed. This would be particularly helpful if new staff
with lending responsibilities is coming on board.
NEIGHBORHOOD REINVESTMENT CORPORATION
Program Review Department
March 27,1998
Page 20
Clearwater NHS, Inc.
Program Review Report
Conducted February 24-26, 1998
e
e
By: Joan Straussman
and Robert Stearns
CONCLUSION
The Clearwater NHS is at a challenging crossroad. It continues to be an organization that has many strengths
and one that is providing an obvious invaluable service to its constituent neighborhoods. As happens with many
organizations that want to do so much for a customer base very much in need, the NHS has found itself in a
resource bind. It also finds itself with an Executive Director stretched very thin and staff transition which further
causes the stretch. In order for the NHS to get on the road heading in the direction of meeting its mission and
goals, attention needs to be paid to resource development, partnership mending with the city, and staff
restructuring. Above all, NHS leadership must ensure that day to day management is being done in such a way
as to not let too many important tasks fall through the cracks, such as loan collections.
The Southern District of Neighborhood Reinvestment has read this report and is available to assist the NHS to
address those challenges, or with any other issues identified in this report.
The reviewers and authors of this report want to take this opportunity to thank again all participants of the review
for their cooperation and insights. We sincerely hope that the review process will assist the Clearwater NHS in
the future.
NEIGHBORHOOD REINVESTMENT CORPORATION
Program Review Department
March 27, 1998
Page 21
APPENDIX
e
.
Neighborhood Reinvestment Corporation
ABOUT THE REVIEW PROCESS
Neighborhood Reinvestment Corporation has established a uniform Program Review process with the
goal of promoting and maintaining productive, well-managed, non-profit partnership organizations
delivering high quality services which are responsive to local needs. NeighborWorks organizations
(NWOs) are required to participate in regularly scheduled Program Reviews in order to obtain and
maintain their NeighborWorks membership. The purposes of the Program Review are to help to:
~ Enhance the Performance and Productivity of NeighborWorks organizations.
~ Measure the Health of NWOs and the network as a whole.
~ Assure Compliance with Neighborhood Reinvestment Corporation, Neighborhood Housing
Services of America, Inc. (NHSA) and related contract and network standards.
~ Promote the Mission of Neighborhood Reinvestment Corporation.
In order to achieve these goals, the Neighborhood Reinvestment Corporation has developed a uniform
Program Review system that is based on evaluating performance expectations and associated risks in six
key areas best identified by the acronym "PROMPT". The Program Review Department has established
review procedures and tools to help the reviewer and the NWO assess its health and performance in the
following areas:
P - PLANNING (Mission/Operational Planning/Neighborhood Development)
R - RESOURCE DEVELOPMENT (Resource DevelopmenUFundraising)
o - ORGANIZA TIONAL OVERSIGHT (Corporate/Board/Committee/Partnership)
M -MANAGEMENT
Personnel/Administrative Management
Financial ManagemenURecordkeeping
Contract Compliance/Systems
P - PRODUCTION/PROGRAM SERVICES (ProductivityllmpacUQuality)
T - TECHNICAL OPERA TING SYSTEMS (Proceduresrrracking/Documentation)
A typical program review involves two phases, an off-site review of documents and preliminary telephone
interviews with selected staff and partnership members, followed by an on-site visit (3-5 day) for additional
interviews, observations and documenUprocedures review. The off-site preparation is used to develop a
more efficient and focused on-site evaluation of 1) the NWO's mission, goals & objectives; 2) the
availability of resources to accomplish these plans; 3) the organization's structure, its partnership, and
corporate policies, procedures and practices; 4) day-to-day management of personnel & administrative
needs; and financial and contract management; 5) program services and production; and 6) the various
technical operating systems needed to effectively deliver the services or to carry out future plans.
Program Review Department
APPENDIX
It
NeighborhoocAinvestment Corporation
ABOUT THE REVIEW RESULTS
The program review process is designed to actively Involve the local organization by facilitating a
diagnostic self-assessment. The review team depends on the participation of the NWO's partnership and
staff prior to, during and after the on-site review visit. NWO members assist with planning the review;
preparing requested documents and records; scheduling and attending meetings; and by providing
feedback at the exit conference, as well as responding to the review report as appropriate.
./ THE EXIT CONFERENCE
At the conclusion of the on-site review visit, an "Exit Conference" is held with the NWO's leadership.
At the meeting, the review team will verbally report on the most significant results; and will solicit and
record the discussion and feedback from the NWO. This meeting provides an important opportunity
for the NWO leadership to discuss the preliminary results with the reviewer, and to provide information
that would correct any inaccurate or incomplete results. The availability of NWO staff and partnership
leaders to attend this exit conference is a critical factor in the acceptance and success of the review.
./ THE REVIEW REPORT
A written "Program Review Report' is prepared at the end of every review and is sent to the NWO's
President on behalf of the Board of Directors, other partners and staff. The report is also distributed to
Neighborhood Reinvestment's District Director, as well as NHSA when appropriate.
The Program Review Report will include a "Management Summary" that spells out the scope of the
review, any specific "Corrective Action Issues", other "Areas for Improvement" and "Noteworthy
Achievements". A "Review Results" section follows the Management Summary and provides a more
detailed report of the results in all of the PROMPT performance areas.
The NWO is encourage to respond to the Program Review Department (or District Office) if the review
report seems substantially inaccurate. All responses will be reviewed and appropriate feedback will
be provided to the NWO and the District Director (and NHSA when appropriate).
./ THE CORRECTIVE ACTION LETTER
As the NWO's primary contact with Neighborhood Reinvestment, the District Office is actively involved
in the review process by helping to plan the review, attend the on-site debriefing (whenever possible),
and by concurring with the review report prior to its being distributed to the NWO. Neighborhood
Reinvestment has established new procedures for the NWO to respond to the most significant issues
which, if left uncorrected, would jeopardize the health and performance of the NWO. The District
Director will forward a "Corrective Action Letter" to the NWO President requesting a written response
for any "Corrective Action Issues" listed in the Letter.
The participatory review process reinforces Neighborhood Reinvestment's mission for building strong,
knowledgeable and independent partnership organizations. The District is available to support the NWO
in developing a Corrective Action Plan and in addressing other areas for improvement identified during the
review. Please contact the District Office if you have any questions concerning corrective action
expectations.
ii
Program Review Department
e
.
Neighborhood Reinvestment Corporation
INFORMATION TECHNOLOGY, PROGRAM REVIEW and INTERNAL CONSULTING DIVISION
Carlos Porrata, Director
Neighborhood Reinvestment
1325 G Street, N.W., Suite 800
Washington, DC 20005-3100
Tel: 202.376.2426
Fax: 202.376.2653
PROGRAM REVIEW DEPARTMENT
Judy Laffoon, Associate Director
Neighborhood Reinvestment
4010 Washington, Suite 500
Kansas City, MO 64111.2614
Tel: 816.753.2404
Fax: 816.753-4873
PROGRAM REVIEW - EASTERN REGION
John Hoadley, Regional Manager
S. Lee Freeman, Program Review Officer
Suzanne Letendre-Oakes, Program Review Officer
Robert L. Stearns, Program Review Officer
Rose McConnell, Administrative Assistant
Neighborhood Reinvestment
607 Boylston Street, 5th Floor
Boston, MA 02116
Tel: 617-450-0420
Fax: 617-450-0424
Sherry Tuegel, Program Review Officer
Neighborhood Reinvestment
Latrobe Building
2 East Read Street
Baltimore, MD 21202
Tel: 410.962.3181
Fax: 410.922.7679
Joan Straussman, Program Review Officer
Neighborhood Reinvestment
111 Mulberry St., Suite 1 F
Newark, NJ 07102
Tel: 201-645.3489
Fax: 201-622.7858
Reemberto Rodriguez, Program Review Officer
Neighborhood Reinvestment
1360 Peachtree Street, NE
Suite 700
Atlanta, GA 30309
Tel: 404.347.1013
Fax: 404.347.1005
Program Review Department
. (\ft6orliooq 'Z~
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608 North Garden Avenue Clearwater, Florida 33755
Phone: (813) 442-4155 FAX: 446-4911
~I&1rch 13, 1998
':1 'l'artntrJliip III
:\CtglitiorfrOCJc{ ~vita{izatioll'
MI'. .John Hoadley
Regional Review IVlanager
NRC Program Review Office
607 Boylston Street. 5th Floor
Boston, 1\u\ 02116-4802
Re: NRC Program Review Report
Dear 1\11'. Hoadle~::
On behalf of our overall Clearwater Neighborhood Housing Services, Incorporated (C:\1'1S)
partnership, we wish to thank NRC for its recent support visit. The review tealll was nry
well received by all parts of our Incal partnership. The echoes or their professionalism
remain high. I am sure Neighborhood Reinvestment Corporation recognize the skills that lie
within these two individuals, Ms. .Joan StrauSHan and Mr. Bob Stearns.
As the Executive Director, I wish to take this opportunity tn respond to the issues outlined in
the draft report of the "Program Review". This report was rrceiYed in our office 011 ~ hlrch
12. 1998.
I do find the report to be very useful and none of the issues came by surprise to me. I mn
very committed to the mission of the corporation and will continue, as I haye done in the
past 18 years, to impart my skills, knowledge and eilergy into tht, corporation tft make a
difference in our service communities.
Tlumk., for this opportunity to respond.
~l1tereiy, ~J
J{/ /A p{:/ /' ,
~~. &: p:Ck!d~/
Is~' . Gulley .I
~. (,'cutive Director
cc: 1\ls. W. Pearl Johnson, BOilrd President
CNHS Board or Directors
Mr. Don Phoenix, District Director
,Ms. Debera Campbell, FSO
'Ms. Margo Kelly, Director of Field Operations
l\ls. Judy Laffoon, Program Review Director
& Program Review Team
, .'
e
e
nRE'T T:\,I TN' .. ,'\ n'v Rf.."iITj"\'li F'I-:\.'DI:'-;GS/'J'XrTl' c'{)]\,rL'~R17'TC17
r L.llllll ,:-'\.1'\.1 1.Dl ,C,l'l l' .' T'_ r-,"",1 . :'~'L L~"( L
ISSlTE
ISSUE 1. The f\jlIS has a serious
cash flow, and in alllikeHhood, il
cash shortage problem. (Risk Issue)
Operating In A Deficit;
Vsing Line of Credit;
Plan to Refinance orncr;
,Most Reycnues from Fees;
i\-Ionthly Budget 530-540.000;
CNHS Annual Projection ('!);
.
EXECFTIYE DIRECTOR RESPONSE
Deficit....is stilI an issue due to changes
in the fees for scryices from the City;
dirninishing private sector support, due
to bank mergers, as well as a lack of
CNHS resource devcIopmcJ]tjnitiativcs
through the Board and Committee
structure. I have started to reducing
the expenditures by the" reduction
of stallY starr hours."
Line of Cred itlRefinancin!J of Ornce
CNHS had a balloon mortgage which
was due to be rennanced in wia)'. This
refinancing has taken place. The rates
are down and the timing was most
appropriate. Some proceeds from
the loan went to pavon the line of credit.
.\lost R<.>vrmws Derive from Fees
This is a very true statement for
both the City and County contracts.
I am constantly seeking opportunities
to apply for funding through foundations,
service organizations, State and other
sources that will provide a direct
source of funds to the corporation that
is not tied to fees for services.
.. ~
e
e
~Iol1thlv Bud~€t $30-$40,000
i\ly objective is to cut the budget
way down. I now have in place some
rnll h':ll.tll~1 ,'ph tinll~h i n~ wit h mnti"'lf />d,
_""....... __....__. .. '"".._.....'-'......a.I..~... T' ....... ...-....... ;......."..
production type professionais. Their
fees are mainly tied to the dosed
loan activities. This wiil certainly drive
up production and generate more
fees for services. Only highly
productive-type individuals wi!!
remain as a permanent part of the
staff. In addition, I plan to cO!llpan~
the costs 0 r contractual services in
other divisions to the overall costs --- ,
of permanent starr and see if the
corporation will he better served
financially with these new relationships.
I ,,"'ill continue to seek ne," partnerships,
and ways to leverage our resources. Along
with the Personnel Cummittee review
and technical assistance, I will always
make sure the overall health of the
corporation is focused upon, in our
approach to reducing the budget The
Board and/or Executive Conullitt€e and
the Finance Committee will also provide
their input and recommendations, as well
as consent to my approach for reducing
the u\erall costs uf uperatiun.
CNHS Annual Proiections (?)
.
This still remains t{uestitmable. If there
is an increase in resource development
support from the Board and R~suurce
Development Committee, more fees
for services, along with increased federal!
private sector support, the annual projection
can be met. In the last couple of week'),
I have recruited 4 dynamic!willing volunteers
to join the Resource Development Committee
~r 3Ita '......
e
ISSUE 2. The 1\11S Partnership 'with
the City of Clearwater CHUD
(Clearwater Housing and Urban
Development) OfTIcelRelationship
Needing Improvement
e
of which one is a professionalllgrantwriter."
I am currently writing a few more grant<;, of
which I feel very positive about the outcome.
As manager of CNHS, I too agree that
we need to go forward and try and
improve our relationship with CHUD. Since
the review, I personally went to the
CHUD manager's office and expressed
illY concerns to him over our lack of personal
dialogue as managers of the two offices. I
further stated to him that I thought it would
be helpful to both of our stafr. if we could
sit down and talk abuut ailYfJutstanding
concerns or issues. I also told him that
I remain willing and hupto'ful that he will
set aside some time for the two of us to meet
first. He promised to gl'i back with me.
I am anxious to sit down and see IllH\'
we could better serve our City through
this partnership role. I am sure that with the
turnover in our loan starr and with the
learning curve, this may have caused some
frustration to CHUD starr. I still agree, with
our starr members that if Cl'il-IS had
current Policies and Procedures from eRFD,
the issues/concerns may have been minimized.
Th~ most current set ofPoiicies and Procedures
from CHL1) is dated 1993 and regulations
and local changes have been on the incline
since then. I was told by CHUD loan starr
member that she had drafted the policy last
year and gave to management for his review.
Hopefully, we will receive it soon. I under-
stand, as a managl~r, that there dues not
seem to be enough hours in the day some-
times to accomplish tasks that you desire
to. In order to move the projects and
production faster/foli'vard, as I said earlier,
the emphasis by management is onl\' 011
strong professional, willing individuals to
serve the corporation in the production
.
... .. ~
e
.
division. Cl'n.::rs goais is to reach higher
levels of production, but at the same time
Vie need the City to remove some of the
barriers that slow up production.
T mn '\."iJlino t.... n'lI.til"innt" in '1nv ,'unflirt
.... -... "......."=' """ I'..... ".-.1"-""'" a.. _...: ......'.............
resoiution, if a faciiitator is invoived.
T1\,TP'R () VTi''l\,mNT T .~.~T iF
.L-'." L&. _'."".J" .. ....Ii.. ......__I,L .... .<<.. ...I....~ '-.. .A_'
Stabilizing Sta.fflAdequaiely
Assessing Perforllulllce
I recognize how these two areas can
affect productivity and impact the
resources or the corporation. I am
focusing very hard in these two areas.
T do hUH two t,'mpioyel's that arc due
their anntwI re"iew, which I aili---
preparing for I10"\'.
Recruitment of Balik Executive
to Assist ilz the Lending Divisioll
I have asked several bankers to assist
me in finding a loan executive from one
of the lending institutions. No luck so
nIl'. I wHl continue to seek this added
support for the housing division.
.
o x
I PURCHASE ORDER:
[
I NO'699 0000019205 000
MAIL TWO COPIES OF INVOICE TO:
r, ' '.
VENDOR NAME:
DEPARTMENT
CITY OF CLEARwAtER
PURCHASING DIVISION
. P,O. BOX 4748 ' i
CLEARWATER, FLORIDA 33758-4748
ORIDA SALES TAX EXEMPTION CERT. NO. 62-02-134859- C
FEDERAL EXCISE TAX EXEMPTION NO, 59-78-0105K
P,O, DATE
09/28/98
REQ'D DATE: 9/28198
~
CITY OF CLEARWATER
FINANCE DEPARTMEINT
P.O. BOX 4748
CLEARWATER, FLORIIDA 33758-4748
SHIP TO:
CENTRAL PERMITTING
CITY OF CLEARWATER
100 S. MYRTLE AVENUE
CLEARWATER FL 33756
HENRY HooRE
636 EAST VICTORY LANE
ATTENTION: 24 HOUR ADVANCE NOTIFICATION REQUIRED
ON ALL SHIPMENTS TO CITY OF CLEARWATER LOCATIONS,
DIRECT ALL COMMUNICATIONS ON THIS ORDER TO:
SAVANNAH
GA
31.405
D BRETT
813/562-4582
FO.B,
PAYMENT TERMS
CLEARWATER
NET 30
ITEM
CENTRAL PERMITTING
.
UNIT
DESCRIPTION
UNIT PRICE
TOTAL PRICE
001 6000
...
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~,"'. ,;" ~. =, :!, 'Y-'.'
(- -- - =:-;,-." y:-}
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_..- ..!: -, Y....
l"~:'yr1' 1
(;f:;. ~" r-;-: -~.:
~r~j ,', :.'~
Et"11.;':~'.-;:-~~.
[1 c ." ~Go-~-!
,', ;':~':o:!y,
Ii,... oo...'J-.'
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~j,;iff t' r
r}r'1' t ~'~~
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de . -~ Go- ~ -"!
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Doll
Assessment of CHUD
1.0000
6,000.00
FREIGHT TOTAL pMT
TOTAL AMOUNT/
0.00
6,000.00
DISCOUNTS: On any discount, time will be computed
from date of satisfactory delivery of all items or from
date correct invoice is received, whichever is the later date,
",,,,.'-:;'::""'"
,<;..,......-""'"._' ,~::;,'~-
~?: _ _ 'M'~ .__"'._
APP,ROVING OFFICIAL
~ ?'
/>'~/~~ /
/ /
./
. '---./
THE CITY OF CLEARWATER MAY CANCEL THIS ORDER. EITHER ORALLY
OR IN WRITING. AT NO COST TO THE CITY, IF ANY ITEMS DO NOT ARRIVE
BY THE DATE REQUIRED AND/OR IF ANY DO NOT CONFORM TO SPECIFI-
CATIONS, NON-CONFORMING ITEMS WILL BE HELD FOR THIRTY (30) DAYS.
PENDING RECEIPT OF DISPOSITIOt~ INSTRUCTIONS FROM VENDOR, AFTER
WHICH TIME THEY WILL BE DISPOSED OF AS SURPLUS CITY-OWNED PROPERTY,
TITLE
AEQU!SITIONERS COPY
~~
.J
PURCHASE ORDER:
NO. 699 OC/00019205 OOG
MAIL TWO COPIES OF INVOICE TO:
CITY OF CLEARWATER
PURCHASING DIVISION
. PO BOX 4748 ' .
CLEARWATER, FLORIDA 33758-4748
ORIDA SALES TAX EXEMPTION CERT. NO, 62-02-134859- C
FEDERAL EXCISE TAX EXEMPTION NO, 59-78-0105K
"
P.O. DATE
O~)/28/98
RE,.;,>'O IL\TF:
9/::R/:h~
SHIP TO:
CITY OF CLEARWATER
FINANCE DEPARTMENT
P.O. BOX 4748
CLEARWATER, FLORIDA 33758-4748
VENDOR NAME:
('FHl'HA L Pld~H 11''1' f NO
C 1 T'~ (IF f,'LE!\R~\'ATER
100 S. MYRTLE AVENU~
"LEAR\\',.\TEHFL J:~ 7 7. f)
HENRY HO(W,F,
fd6 ";:\.5'1' \ lCTUf(\ L.VU;
ATTENTION: 24 HOUR ADVANCE NOTIFICATION REQUIRED
ON ALL SHIPMENTS TO CITY OF CLEARWATER LOCATIONS,
DIRECT ALL COMMUNICATIONS ON THIS ORDER TO:
SAVANNAH GA
,~ ]i 0 {)
DEPARTMENT
CENTRAL PERMITTING
UNIT
Doll
GoII
n HRET'!,
8 1 ~i I 5 t) 2 - .l G R 2
F.O.B,
PAYMENT TERMS
CLEARI.-ATER
NE1 :3 0
DESCRIPTION
UNIT PRICE TOTAL PRICE
Assessment of (~JHfl)
1.0000 6,00U.00
Dr~qni~\ uAQI S-t(lJG+\jre~
~ S~(Q~'\C ~\Qnn'Q'\~ ~O(
(\e, ~~6( f\a~ ~ \C-es If- O'\&C{( (
qS.S~ment Qnc1 resea.rcA ~
~~ J. A~~ (O'~ b'-1 C. r-t\
mQ~Q~€<, 0 Yl I {dslqq
j.()OOO lcr)oOD'~
DISCOUNTS, On any discount, time will be computed
I from date of satisfactory delivery of all items or from
date correct invoice is received, whichever is the later date,
FREIGHT TOTAL ANT
TOTAL AHOUN'f
0.00
6,OOO.1}G
I hereby Certify That The Items Specified Above Have Been Received, Inspected for Conformance to Contract Requirements and
Accepted as Indicated in "Quantity Received" Column,
Received By
DeptlDlv
L-
Date Received
CHECK ONE
D THIS IS A PARTIAL DELIVERY
D THIS IS A FINAL DELIVERY
RECEIVING COpy
'PU"RCHASE ORDER:
CITY-OF CLEAR-WATER
PURCHASING DIVISION
P,O, BOX 4748
_ CLEARWATER, FLORIDA 33758-4748 _
WRIDA SALES TAX EXEMPTION CERT. NO, 62-02-134859.
FEDERAL EXCISE TAX EXEMPTION NO, 59-78-0105K
P.O. DATE
NO'S99 0000019205 001
MAIL TWO COPIES OF INVOICE TO:
09/28/ge
HF(~' D DATE;
9/28/98
CITY OF CLEARWATER
FINANCE DEPARTMENT
P.O. BOX 4748
CLEARWATER, FLORIDA 33758-4748
SHIP TO:
VENDOR NAME:
CENTRAL PERMITTING
CITY OF CLEARWATER
100 S. MYRTLE AVENCE
CLEARWATER FL J3756
Hp.mY "WORE
G ::; () E.\ST \-1 CTORY 1.A'\iE
ATTENTION: 24 HOUR ADVANCE NOTIFICATION REQUIRED
ON ALL SHIPMENTS TO CITY OF CLEARWATER LOCATIONS.
DIRECT ALL COMMUNICATIONS ON THIS ORDER TO:
SA VAN!":AH
GA
31405
D BRETT
727/562-~582
DEPARTMENT
F,O.B,
PAYMENT TERMS
CENTRAL PERMITTING
CLEARh'ATER
KET 30
ITEM
.
UNIT
DESCRIPTION
UNIT PRICE
TOTAL PRICE
,.,
-
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Doll ORGANIZATIONAL STRUCTCRE AND
STRATEGIC PLANNING FOR NEIGHBORHOOD
SERVICES A\D OVFR\l.L \SSESS\1ENT AND
RESEARCH ClF CHCD.
1.0000
19,000.00
002 ******
\PPROVED BY CITY ~^~AGER ON 1/25/99
DISCOUNTS: On any discount, time will be computed
from date of satisfactory delivery of all items or from
date correct invoice is received, whichever is the later date,
FREIGHT TOTAL
TOT At ^~.fOC\T
0.00
THE CITY OF CLEARWATER MAY CANCEL THIS ORDER, EITHER ORALLY
OR IN WRITING, AT NO COST TO THE CITY, IF ANY ITEMS DO NOT ARRIVE
BY THE DATE REQUIRED AND/OR IF ANY DO NOT CONFORM TO SPECIFI-
CATIONS. NON-CONFORMING ITEMS WILL BE HELD FOR THIRTY (30) DAYS,
PENDING RECEIPT OF DISPOSITION INSTRUCTIONS FROM VENDOR, AFTER
WHICH TIME THEY WILL BE DISPOSED OF AS SURPLUS CITY-OWNED PROPERTY.
GEORGE McKIBBEN. CPPB, CPPO. C.P.M.
PURCHASING MANAGER
TITLE
VENDOR COpy
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December 20, 1998
HENRY MOORE
au ILDING COMMUNITIES. INC-
RECEIVFO
Mr. Richard Hedrick
Deputy City Manager
City of Clearwater
112 S. Osceola Ave
P. O. Box 4748
Clearwater, FI 33758-4748
DEe 2 3 1998
C\1Y MANAGER
Dear Rick,
I have prepared a contract for performing an assessment of CRUD and
developing the City's neighborhood revitalization strategy .'.l'8Dlworkitlg
'closely with Tom, Lorenzo and Ralph in analyzing city govenlment
requirements to dramatically improve the overall housing and community
development initiatives.
I have met with neighborhood leaders and plan to meet With oth~rs:'l am
also talking with city senior management to get a good understanding of
resources and work initiatives at the neighborhood level.
~. . '.......~{~:_ _......~_.,. ,. 'r"_":~'"~,,_'''''';,,,,
I will be in the office in Clearwater January 5~ 6,7, and 8th. IwiH$9be
there for the workshop later in January. I ari1lookingforWafd'to4e,.v~~g ','
stronger neighborhoods and improving city governmental capacity.' ,,"
. ,;> . ..
Please review the enclosed contract. If you both agree to the plan~ 'it should
be signed by Mike ~d returned by overnight mail th~ executed cOI?Y' I
believe the work effort will reflect our discussions. Wea:re'goh1g,tO:'fteM'
staff support and some resources. I do plan to evaluate existing resources to
determine if a reallocation of existing work plans and' or statling :'ft?1I. " :', .
.' "provide some supPOrt. OUr first six morit~ must ha~ an .ttripact~\\iDf....~9.~t " "'1:
with you further about this next month.
Sin rely,
/1 (J
i ' ) ,/1\ ,;
I " (,' . ' ,{
/ I .J '_-~-
I . I'
Henry?M~ore
. ~
636 1/2 East Victory Drive' Savannah. GA 31405' Phone/Fax: (912) 236-2080
c - ~~ ,~ i 1. h: r, - '. A 1. (l (0' h c ~ 1 .,; (-, . ~ f\ '.~ 1
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City of Clearwater
Project Deliverables
The consultant will provide the City with the following deliverables on or
before February 10, 1998. The consultant will prepare a report to the City
identifying recommendations for each of the following areas in Phase One of
the plan:
1. Staffing deliverables
Recommend the organizational structure and staffing plan for Housing,
Neighborhood Services and Planning. Adequate staffing is needed to plan,
manage, coordinate and direct city driven initiatives. Recommendations will
outline staffing requirements for Housing and Community Development
Divisions designed to increase housing production by 20% per year
beginning in the year 2,000.
2. Leadership deliverables
Recommend who should lead this initiative and propose training for this
position. Senior managers in other key departments such as police, fire and
public works must see the vision and agree to assume responsibility to
support achieving it. Recommendations will describe who will lead
neighborhood work, neighborhood planning, and housing development
initiatives.
3. Neighborhood vision and strategy deliverables
There are two parts to this strategy. Part one requires getting management
and line staff to see the One City One Future vision as it is applied to
neighborhoods and to work as a team to eliminate the blighting conditions
that harm neighborhoods. Recommendations will outline strategies the city
can do to build staff support for neighborhood collaboration. Part two
requires engaging residents in community work and sustaining their work.
Recommend strategies for neighborhood development, resident
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involvement, code enforcement and housing development. The second part
of this strategy will be accomplished during implementation of phase one
recommendations
4. Resident base capacity de/iverables
Evaluate neighborhood association and block level activity. Recommend
strategies to improve participation. Recommend strategies to help build
stronger connection between residents and city government. These strategies
will include city wide neighborhood initiatives, neighborhood association
projects and block level work.
5. Compliance deliverables
Determine current audit, monitoring and compliance initiatives and ensure
that there is sufficient protection for the city, HUD and the Inspector
General. Recommend strategies for ensuring that the city meets compliance
test and monitoring standards.
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AGREEMENT FOR SERVICES (OWNER)
NOW, THEREFORE, in consideration of the promises and covenants
contained herein, the parties agree as follows:
This INDEPENDENT CONTRACTOR AGREEMENT ("Agreement") is made
this day of ,19 by and between HENRY
MOORE BUILDING COMMUNITIES, INC., a Georgia corporation, having its
principal place of business at 636 1/2 E. Victory Drive, Savannah,
Georgia 31405 ("Contractor"), and CITY OF CLEARWATER, a municipal
corporation, having its principal place of business at 112 S.
Osceola Avenue, Clearwater, Florida 33758 ("Agency").
I. Scope of Agreement
Contractor shall provide the professional services
(hereinafter "Services") specified in Exhibit "B", entitled
"Services", attached hereto and incorporated herein by
reference. Contractor shall commence, perform, and complete
such Services and be compensated by Agency for such Services
in accordance with Exhibit "B" and as set forth herein.
Contractor shall have the right to refuse to perform specific
requests by Agency to provide these Services upon written
notice to the Agency.
II. Term
This Agreement shall remain in effect from the date first
stated above until final completion of the Services by
Contractor, not to extend past February 10, 1999 and
acceptance of such Services by Agency, unless sooner
terminated as below provided.
III. Contractor Responsibilities
In addition to all other obligations contained herein,
Contractor agrees:
A. to provide all material, equipment, labor and supplies in
such quantities and of the proper quality to
professionally and timely perform the Services;
B. to proceed with diligence and promptness and hereby
warrants that such Services shall be performed in
accordance with the usual professional workmanship and
service standards in the field of Contractor's expertise
to the reasonable satisfaction of Agency;
C. to comply, at its own expense, with the provisions of all
state, local and federal laws, regulations, ordinances,
requirements, and codes which are applicable to the
performance of the Services hereunder or to Contractor;
1
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D. that Contractor is an independent contractor and not the
agent, employee or servant of the Agency, and that:
1. Contractor does not have the authority to act for
the Agency, or to bind the Agency in any respect
whatsoever, or to incur any debts or liabilities in
the name of or on behalf of the Agency;
2. Contractor has and hereby retains full control of
and supervision over the performance of Contrac-
tor's obligations hereunder and full control over
any persons employed by Contractor for performing
the Services hereunder;
3. CONTRACTOR SHALL SATISFY ALL TAX AND OTHER
GOVERNMENTALLY IMPOSED RESPONSIBILITIES AS AN
EMPLOYER AND/OR INDEPENDENT CONTRACTOR INCLUDING,
BUT NOT LIMITED TO, PAYMENT OF STATE, FEDERAL AND
SOCIAL SECURITY TAXES, UNEMPLOYMENT TAXES, WORKER'S
COMPENSATION AND SELF-EMPLOYMENT TAXES;
4 . NEITHER FEDERAL, STATE OR LOCAL INCOME TAX, NOR
PAYROLL TAX OF ANY KIND SHALL BE WITHHELD OR PAID
BY THE AGENCY; NOR SHALL WORKER'S COMPENSATION
INSURANCE BE OBTAINED BY THE AGENCY COVERING THE
CONTRACTOR'S EMPLOYEES, IF APPLICABLE.
5. Contractor understands and agrees that, as an
independent contractor, its employees will receive
no benefits of any type from the Agency;
6. that all Services are to be performed solely at the
risk of Contractor and Contractor shall take all
precautions necessary for the proper and sole
performance thereof; and
7. the engagement contemplated by this Agreement does
not create any relationship of joint venture or
partnership.
IV. Compensation
A. Payment
For the satisfactory performance of the Services
hereunder, Agency shall pay Contractor the fixed or
Contract rate specified in Exhibit "B" and any
attachments for such Services within 30 days after
receipt of Contractor's invoice. All payments under this
Contract will be to the trade or business name of the
Contractor. The failure of the Agency to comply with the
payment schedule and provisions in this agreement shall
be a default by the Agency.
2
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B. Invoices
Contractor shall submit invoices for all Services
performed. Such invoices shall be in form and content
contained in Exhibit "c" attached hereto and by reference
incorporated herein unless the Agency and Contractor
agree to another form.
In the event that Agency disputes any item on an invoice,
Agency shall notify Contractor of this disputed item
within five (5) business days of receipt of the invoice.
Agency will approve payment of items on an invoice that
are not in dispute and Agency and Contractor will proceed
to negotiate, arbitrate, or litigate the disputed items
as specified elsewhere in this Agreement.
V. Notice
Any notice required to be in writing by any party to this
Agreement shall be transmitted to any other party entitled to
receive the same by personal delivery or mail delivery by
certified mail or Federal Express or its equivalent to the
addresses of the receiving parties as follows:
As to Contractor:
Henry Moore Building Communities, Inc.
Attn: Henry Moore, President
636 1/2 East Victory Drive
Savannah, GA 31405
As to Agency:
City of Clearwater
Attn: Michael Roberto, City Manager
112 S. Osceola Avenue
Clearwater, FL 33758
Any party to this Agreement may designate such other address
in writing to each other party. Evidence of the delivery of
notice shall be sufficient if a receipt of the addressee is
shown (as to mailed or personal delivery or Federal Express or
its equivalent) or in the event of refusal to accept the same,
that the delivering party produces a receipt showing the date
of attempted delivery or an affidavit establishing attempted
personal delivery. The date of notice shall be deemed the
date of delivery or receipt or refusal to accept notice.
VI. Subcontractors
Contractor may hire subcontractors with the prior express
written approval of the Agency. The Agency shall not be
obligated to make any payments to or for the benefit of any
subcontractor. Each subcontract shall make express reference
to this Agreement (with or without the exhibits at
Contractor's discretion) and shall be subject to the terms,
conditions and provisions of this Agreement.
3
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VII. Termination
A. Agency agrees not to terminate this Agreement during the
Contract period except for cause. "Cause" shall be a
material breach of the Contractor's obligation to the
Agency which will cause damage or loss. Termination for
cause by the Agency will be accomplished by giving the
Contractor five (5) calendar days written notice stating
the cause. At the time of termination, Agency shall be
released from any and all obligations under this
Agreement provided that, in the event of termination, the
Contractor shall be paid for Services satisfactorily
performed to the date of termination, less any amounts
previously prepaid if the value of Services provided to
the time of termination equals the amount of invoices
submitted by the Contractor.
B.
If the Agency terminates the Agreement other than
cause, the Agency shall pay the Contractor
outstanding invoices for Services to the date
termination and Contractor's other direct costs
profit as contemplated in the engagement.
for
all
of
and
~
the Agency shall be Ii
, special,
. eluding
VIII. Authority
by ~actor.
Each party has full power and authority to enter into and
perform this Agreement and the person signing this Agreement
on behalf of each has been properly authorized and empowered
to enter into this Agreement. Each party further acknowledges
that it has read this Agreement, understands it, and agrees to
be bound by it.
IX. Exhibits
The following exhibits are attached hereto and by reference
incorporated herein. All exhibits, charges, modifications,
additions, deletions, or corrections shall be signed by all
parties.
Exhibit "A":
Exhibit "B":
Exhibit "e":
Standard Terms and Conditions
Services
Sample Invoice Format
X. Enforcement and Waiver
The failure of either party in anyone or more instances to
insist upon strict performance of any of the terms and
provisions of this Agreement shall not be construed as a
waiver of the right to assert any such terms and provisions on
4
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any future occasion or of damages caused thereby.
XI. Miscellaneous
A.
B.
~
D.
E.
F.
G.
H.
Except as herein otherwise provided, this Agreement shall
inure to the benefit of and shall be binding upon the
parties, their heirs, personal representatives,
successors and assigns, as applicable.
This Agreement may be executed in one or more
counterparts consisting of an original and one or more
duplicate originals, each of which so executed shall be
deemed to be an original, and each counterpart shall
constitute and be one and the same instrument for
purposes of introduction into evidence in any legal
proceeding.
This Agreement shall be deemed to have been executed in
the state of ~oorgi. and construed according to the laws
of that state. C,.t',~ 7\v--
This writing terminates and supersedes all prior
agreements between the parties hereto pertaining to the
subject matter herein whether orally or in writing and
consti tutes the entire agreement between the parties
hereto subj ect only to modification by a subsequent
writing of equal formality with this instrument executed
by the parties hereto and making reference to the same.
If any provision of this Agreement is contrary to any
existing or future statute or judicial decision of any
court, neither the validity nor the effectiveness of any
of the other terms or provisions of this Agreement shall
be affected thereby.
The headnotes or titles to the sections of this Agreement
are inserted only as a matter of convenience and for
reference, and in no way confine, limit, or describe the
scope or intent of any section of this Agreement or in
any way affect this Agreement.
In the construction, interpretation or enforcement of
this Agreement, whenever the singular or plural,
masculine, feminine or neuter, shall be employed, such
references shall be deemed interchangeable whenever it is
necessary to preserve the form and intent of this
Agreement.
In the event of any conflict between a time of
performance or the occurrence of an event with any other
on the same subject, that which grants more time shall
prevail. In the event of any conflict between any
standard, duty or provision with any other on the same
subject, that which favors the party to be benefitted by
5
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that matter shall prevail.
I. The failure to exercise a right or remedy, to declare a
default or insist upon any performance required of
another party shall not be deemed a waiver of the same
and the waiver of any such item or matter shall not be
deemed a waiver of a future failure of the same item or
matter. The failure to insist upon the due and timely
performance of any time due or obligation or the
variation of any procedure, right or undertaking shall
not be deemed a mutual departure as to any future or
other matter.
IN WITNESS WHEREOF, the parties have caused their duly
authorized representatives to sign this AGREEMENT FOR SERVICES as
of the date first stated above.
~---,
By: ' /.J-
Henry
Tax ID
Contractor:
HENRV MOORE BUILDING
COMMUNI IES, INC.
11
i .V----L
ore, President
Number: 58-2391665
Executed before the undersigned on
the day of , 19___
(SEAL)
Notary PUblic, Chatham County,
Georgia
Agency:
CllY OF CLEARWATER
By:--LJ.....--
Michael Roberto, City Manager
Tax ID Number:
CD DfIi,IRWn
c-: ~ . MY COMM!SSION , CC538IXB EXPRS
~ . : JuIl8 18, 2000
"..... lIOIlSl11RlllOt FMII1Sl1WlCE. Ie.
SEH\18773\CLEARYATER
6
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Exhibit -A-
STANDARD TERMS AND CONDITIONS
Attached to Agreement for Services
MOORE BUILDING COMMUNITIES, INC.,
CLEARWATER, as Agency, dated
("Agreement") between HENRY
as Contractor, and CITY OF
, 19
I. Publication, Reproduction, and Use of Material
As a condition to the Agreement, Contractor agrees to
provide Agency two copies of all written materials used
during any training or technical assistance provided
under Exhibit "B" "Services". Contractor may not use any
reports, data, or other materials prepared specifically
for each training for any other use whatsoever without
the written consent of Agency.
II. Confidentiality
Any reports, information, or data given to or prepared or
assembled by the Contractor under this Agreement which
the Agency requests in writing to be kept confidential
shall not be made available to any individual or
organization by the Contractor without the prior written
approval of the Agency. Contractor is entitled to retain
copies of all data, working papers, interim documents,
memoranda and reports produced under this Agreement.
However, nothing contained herein shall prevent the
disclosure of such information if compelled by legal
process, and in the event thereof, only after notice to
Agency.
III. Audits and Inspections
Upon reasonable notice, Agency may inspect any books,
records, or other materials of Contractor that pertain
directly to this Agreement.
IN WITNESS WHEREOF, the parties have caused their duly
authorized representatives to initial this Exhibit "A" as of the
date first stated above.
~
.
Agency
Contractor
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Exhibit -B-
SERVICES
Attached to Agreement for Services
MOORE BUILDING COMMUNITIES, INC.,
CLEARWATER, as Agency, dated
("Agreement") between HENRY
as contractor, and CITY OF
19
I. Scope of Services
SEE SCOPE OF SERVICES ON ATTACHMENT "ONE".
II. Time
SEE COMPLETION TIMES BY PHASES ON ATTACHMENT "'!WO".
III. Compensation
Compensation shall be as provided in each Attachment to
this Exhibit and shall be earned upon the completion of
each task or billable portion of a task. Contractor
shall bill Agency on a monthly basis for the prior
month's work. Each bill shall include original receipts
for all reimbursable expenses. Agency shall not pay
Contractor more than actual expenses, not to exceed the
allowable per diem according to Federal regulations and
policy adjusted for travel location. These evaluation
forms shall be submitted to Agency prior to any approval
for final payment for the evaluated Services.
Agency is not required to pay any taxes, (including, but
not limited to, Federal, State, local, Social Security,
or Worker's compensation) benefits or provide any other
compensation of any kind with respect to the performance
of work under the Agreement, its exhibi ts and
Attachments.
IN WITNESS WHEREOF, the parties have caused their duly
authorized representatives to initial this Exhibit "B" as of the
date first stated above.
~
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Agency
Contractor
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Scope of Services
City of Clearwater
Scope
1. Perform an assessment of the city's Community Housing
and Urban Development Program (CHUD)
2. Recommend a neighborhood revitalization strategy to the
city manager
3. Guide and provide directions to city staff in the management
of neighborhood initiatives
Phase one
Staffing
Analyze existing conditions and recommend the organizational
structure and staffing plan for Community Housing and Urban
Development Services. Determine staffing required for
managing, coordinating and directing city driven initiatives.
Identify requirements to strengthen and enhance grantsmanship
for nonprofits and city federal programs.
Leadership
Determine appropriate personnel to lead neighborhood
initiatives. Recommend a process for getting city senior
managers to assume responsibility for supporting neighborhood
initiatives. Recommend a process to ensure that all managers
are working toward the goals established by this initiative.
Neighborhood Vision and Strategy
There are two steps to this strategy. Step one: Develop
recommendations for connecting the One City One Future vision
to neighborhoods. A method of communication with
neighborhood leaders will be recommended. Step one will also
EXHIBIT
"B"
tTTACHMENT "ONE"
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focus on strategies to engage city departments directing city
services to reduce blighting conditions. Step two: Develop
recommendations to engage residents in community work that
can be sustained. Step two will be accomplished during the
implementation of phase one recommendations.
Resident Capacity
Evaluate neighborhood association and block level activity.
Recommend strategies to improve participation. Recommend
strategies to help build connection between residents and city
government.
Compliance
Determine current audit, monitoring and compliance initiatives
and ensure that there is sufficient protection for the city, HUD
and Inspector General.
Phase Two
Public policy tools
Evaluate current public policy tools to determine adequacy for
future community improvement initiatives. Determine if
additional ordinances are needed or if existing ordinances
should be revised.
Capacity of housing development nonprofits
Review the performance of each housing development nonprofit
and determine if they have untapped potential. Evaluate to
determine how the city can leverage their capacity and
strengthen each existing organization.
Housing production management
Examine how the city can improve housing production.
Determine requirements for significant production
improvements over 3-5 years. The recommendations may
include restructuring Community Development allocations.
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Resources
Determine what resources are available for community
improvement work and recommend linking new resources to
current programs.
Evaluation
Recommend a system for evaluating the performance of the
city's neighborhood development actions and nonprofit
partners.
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Exhibit B-Attachment "TWO"
Services, Payment & Schedule
1. Schedule
Phase one of services will be provided by February 10, 1999. This phase includes
preparing a comprehensive assessment of Community Housing and Urban Development
and developing a neighborhood revitalization strategy. The assessment of CRUD and the
development of the neighborhood strategy will be completed by February 10, 1999. The
assessment includes an analysis of staffing requirements, examination of leadership
responsibilities, determination of resident base capacity, and a review of the compliance
function for community development.
The neighborhood vision and strategy will focus on eliminating blighting conditions and
getting residents involved to support this work. A process for implementing the strategy
will be recommended. The assessment includes field visits with residents, city senior
management and support staff. Recommendations will be prepared for city management
by February 10, 1999.
Phase two will review community development public policy tools, housing production
capacity, resources and program evaluation component. Phase two will begin once the
phase one assessment is completed.
Phase one schedule requires being on site monthly collecting data, conducting interviews,
and reviewing files. Work on site will be performed four to five days monthly. Work
off site will include data analysis, report preparation, providing feedback to staff and
providing guidance to city management on the implementation of the components of the
neighborhood strategy. Work off site will require three to five days monthly until
February loth, when the initial assessment will be complete.
2. Payment & Payment schedule
Payment for these services shall cost $24,500. Work shall be completed prior to
February 10, 1999. Invoice number one shall be submitted on December 31,1998 for
initial assessment, data collection, site visits, interviews and staff direction and
management support. Invoice number two shall be submitted on January 31, 1999 for
draft recommendations, outline of report, site visits and staff meetings, data collection
and analysis. Final invoice will be submitted on or before February 10, 1999 for
completed first phase product.
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Exhibit .C.
SAMPLE INVOICE FORHAT
Attached to Agreement for Services
MOORE BUILDING COMMUNITIES, INC.,
CLEARWATER, as Agency, dated
( "Agreemen t " ) between HENRY
as Contractor, and CITY OF
19
HENRY MOORE BUILDING COMMUNITIES, INC.
636 1/2 E. victory Drive
Savannah, Georqia 31405
58-2391665
Date:
To: City of Clearwater
Attn: Michael Roberto, City Manager
112 S. Osceola Avenue
Clearwater, FL 33758
Re: Invoice #
Invoice: Task (per TPA description)
Number of hours spent on each task
Hourly billing rate/subtotal cost of time
Expenses (itemized and dated)
Subtotal of costs for each TPA task area
Total reimbursement request
[Signature of Contractor]
Summary of Budget invoices and current balance on a spreadsheet
Total Budqet for contract Services:
Contractor invoice: [date]
Contractor invoice: [date]
Contractor invoice: Current
$24,500.00
$
$
$
contractor budqet balance (DATE) $
Please remember that original invoices for expenses are to be
submitted when invoicing Agency for services and expense
reimbursement.
IN WITNESS WHEREOF, the parties have caused their duly
authorized representatives to initial this Exhibit "c" as of the
date first stated above.
Agency
Contractor
.
CITY OF CLEARWATER
~NSOLlDATED CASH ACCOU4
01/25/99
CLEARWATER. FLORIDA.
,
No.262228
NalionsBank
of Pinenas County
NOT VALID AFTER 60 DAYS
s:Hl12
000026222sa1
19_
PAY ******TEN THOUSAND FIVE HUNDRED AND 00/100*******
TO THE ORDER OF
'HENRY MOORE
636 EAST VICTORY LANE
SAVANNAH, GA 31405
$***10,500.00
L
1110021; 2228111 1:01; 3 ~Ol; ~ 2~1:
~ 21;0030? 58111
0000262228
lOWER HALF FOR RECORD - DETACH BEFORE DEPOSITING
INVOICE DATE
INVOICE NO.
INVOICE AMOUNT
P.O. NO.
COMMENT
AMOUNT
1/05/99 JAN 5
10,500.00 0000019205
10,500.00
CITY OF CLEARWATER
.,
636 East Victory Drive
Savannah. Georgia
31405
Phone: 912-236-2080
Fax: 912.236.2080
E.mail henry636@bellsouth,net
e
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INVOICE
Invoice #: C1earwtr-1
Invoice Date: January 5, 1999
Customer ID: Clearwater,FL
Bill To:
Ship To:
Richard Hedrick
Deputy City Manager
City of Clearwater
112 S Osceola Avenue
Box 4748
Clearwater. FL 33758
Henry Moore
Henry Moore Building Communities. Inc
636 1/2 East Victory Drive
Savannah. Ga 3 1 <105
Date Your Order" Our Order" Sales Rep. FOB Ship Via Terms TaxlD
1-5-99 Upon Delivery 58-2391665
Quantity Item Units Description Discount 'Jl'. Taxable Unit Price Total
Advising Cty Provided advice & developing
recommendations for CHUD/Cty $1250 per day
5 days On Site work. advise and eonsult. 6.250
2 days Researeh, planning, preparation $2.500
Travel expenses (2 trips) 1,300 1.300
Subtotal $1 0,500
Tax 0
Shipping 0
Miscellaneous 0
Balance Due $10,500
REMITTANCE
Customer ID:
Date:
Amount Due:
Amount Enclosed:
-~-,.<.-':;;~--;';.
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HENRY MOORE
BUILDING COMMUNITIES, INC.
e
January 5, 1999
Mr. Richard Hedrick
Deputy City Manager
City of Clearwater
112 S Osceola Avenue
Box 4748
Clearwater, Fl 33758
."" ~.; . ~_:,~ j
Dear Rick,
, '. -:""
.~ ~ ."..
We are tmlking gOQd~gress with~e,assessment of cayp and the developo:1ent of a.
neighborhoOd strategy'tor-the City. This week I 'am comple&gintervtews'With the'Statt.;
examining monitoring reports of housing and community development activities,
providing feedback to staff on the stnlcturing of the Neighborhood Connections
Department, reviewing the Police Department neighborhood files, meeting with the
Police Chief and listening with some leaders in North Greenwood.
,:-'.~.' . '. - ;'
I am submitting an invoice for professional services rendered in November and
December. The professional service agreement includes travel as a part of the fees. I
inc1udedthe travel ~ so you are able to see the cost of the servi~,and the travel,::,
expenses. '~k;~;~'< f " 1" ,~), .,:', ' "
. . . - '--.".;, '
I plan to co~plet~ phas~ one of the assessment ne~t. mont9~. pianned.As. y~~';~.it~;~~~~{.~:c:'~
work of this project ,bas expanded from the onginal design', of assessmg CHtJD.to',;r",j.;:'3Z,.'-
developing a ~~ive neighborhood strategy aJ1(i~~,~~p!o~din$-J~~;;-i'~.".n:~,_,
advice and consul~on to City staff. I have ex81uinC({ the work' program 8ndnwisar~~~f~ ", ·
fees slightly to reflect the development of the comprehensive neighborhood strategy, the
ass~ment of CHuo and the general consultation and advice that I am pr~'viding. ,
. . '. ~:- '.' \.i',: .... ~.' ,. ';,.' ,_ '. - ,:;':<~,':(':;-" .~t"~ -''',t:::: .:...
I continue to work closely with Tom Mudano and other city staff through email and
telephone communication weekly. I,am looking forward to helping the, Gity ,}jnk'i,~';',,,,,;;,,,<; ,~,'
, uOne COtv One F~~~ci.i4ntQ~nl.bOd1oQds.~lbanb f'^"vour~Con~~t;oil.,,"'~<'\';':"';(:'~""'" .
Iv., ..' ",~__."~~~.'!~~''i.),,~~~~~:,.,-~~,~~,,:,- ,,5.' .~'. ::,' '":>~:~'j$~':"':':;..-'~~~'~-"':',c~r~~~~:r~;~9~~~: '~.'.
r
Sinc,erely,
I ' ) " '
/J~ t~
Henry Moore '
...,;
;' ~,,_.- .;'r'> -!-.- .>, . ,.
636 1/2 E a s t Vie tor y Dr i ve . S a van n a h, G A 3 1 405 · Ph 0 n e / Fax: (912) 236 - 2080
e - m :l iI' hen: \ f, :< f, (2 bell" (' Ij t h n e !
DE~T'iD~V-~ ~~U~J~ e PURC~ASE REQUISIT,.
"ATEP"","~~;I:~"L City of Clearwater
PERSON ~\\ PURCHASING DIVISION
RESPONSIBLE , \. P.O. BOX 4748
PHONE NO (813) 462- t..tCS~ CLEARWATER, FL 33518
PURCHASE ORDER NO
(ASSIGNED BY PURCHASING)
"'COMMENO' 0 V'NOO"-:::r~:t:: to"';;"~~..c,
MAIl/STREET AODRESSIa 'I b ~ \)
DELIVER TO:
STREET ADDRESS
r:ITY. STATE. ZIP CODE
CITY, STAT'. ZIP COO, ::x,.uc,.{V\t>..h C ~ 3' 'I-~ VENDOR NAME
EXPENse COO, ~ ID -~\ 't 10 - ~ \ -- -$"1'1-Olt:: ATTN:
MAl LISTREET ADORESS
DATE SERI/ICES/MATERIALS NEEDED:
CITY. STATE, ZIP CODE
PART 8
UNIT EQUIPMENT. SUPPLIES OR SERVICES REQUIRED UNIT TOTAL
ITEM QUANTITY OF FURNISH COMPLETE DESCRIPTION. MAKE/MODEL AND INCLUDE PRICE PRICE
NO. MEASURE OR ATTACH SPECIFICATIONS WHEN APPLICABLE
I or ~t:.U."'~ ~~ u..~ t.~ 000 J>.J~ObD
l
5\.~ '\L ~lCA.~V\.\~ ~ ~~~~_
,^,--cd ~~ 't...l..J:> ~
~~~ ~
-\:~ C-\~v..)~+~ \,\ov.~\'~ 0-0 ,
u.~ ~\)..L~~",* ~~
PART C
I HEREBY CERTIFY THAT THE ITEMS SPECIFIED ABOVE ARE
NECESSARY FOR THE O~ERATlON OF THIS DEP'ARTMENT. THAT
SUFFICIENT FUNDS ARE AVAILABLE TO COVER THIS RE,
aUIREMENT AND THAT THIS REQUIREMENT IS IEING Pl'Io-
CESSED P'URSUANT )l. LAW OR ADMINISTRATIVE AUTHORITY
DELEGATED TO ME.
SUBMITTED BY
F.O.B. POINT
PROPOSED DELIVERY DATE
APPROVEO 8Y
QUOTE EXPIRES
PA YMENT TERMS
QUOTED BY 'NAME)
TelEPHONE NO.
DATE APPROVED
ACCEPTED BY
("URCHASING OFFICE)
PAGE ·
6u~S~4~~nd ~a+~M~~alJ d9E:ZI 66-SZ-u~p
runl.n~;)t vnur.n I~U.
. (ASSIGNED 8Y PURCHASINGI
fXC~PTlONS TO BIDDING OCEDURES APPLICABLE TO CEtA1N PROCUREMENTS OVER 5500
..: (See" Art. II, Sec. 42,23. Code Ordinancesl. '.
The following exception is applicable to this requirement, narrative explanation/justification is furnished below
as requ ired:
1. () Emergency requirement. See Sec. 42.23 (1) Code of Ordinances for requirement for Department Director
to prepare and submit written summary of facts demonstrating existence of the emergency,
2. () Sole source. See Sec. 42.23 (2) Code of Ordinances for requirement for Department Director to prepare
and submit written summary of facts substantiating sole source purchase.
3. Commodity available on Federal, State, County or other government entity contract.
4. Professional services procured under authority of Sec. 2B7.055, Florida Statutes.
5. ~) I mpractical to solicit competitive bids.
EXPLANATION/JUSTIFICATION: (Required for items 1,2 and 5 only).
\~J.-U::PJ 9.. 't"l"> ~;.cl "~...." L.~ Ol\':'t~~
(., ~ ':> \ - '1 'i( I ~ ..,.4..... '^-"Cl 5 e.. ~v \ be..,=- N'\U e. 1. ~
~~'^^ ~.\~\~
---I.
oa!.fr; )99
PAGE ..
DEPARTMENT. SEND nus COFY 10 PURCHASING
6U~SE4J~nd ~a+EM~EaLJ d9E:ZI 66-SZ-UE~
. - ...... :. -. ~ .-.":'.' -..~... ,,- -,. -.:..' -..-. :.
CLEARWATER. FLORIDA.
Nations88nk
of Pinenas, County
r;';'T VALID AFTER 60 DAYS
No.
_ CITY OF CLEARWATER
~ONSOLlDATED CASH ACCOU.
(11/25/'99
19_
63-612
00002 t) " .' '.' er1
PAY *SIX THOUSAND TWO HUNDRED SEVENTY-FIVE AND 00/100*
TO THE ORDER OF
I HENRY MOORE
636 EAST VICTORY LANE
SAVANNAH, GA 31405
L
$ ****6,275.00
.,.-J.
THE BACK OF THIS DOCUMENT CONTAINS AN ARTIFICIAL WATERMARK - HOLD AT AN ANGLE TO VIEW
11100 ~ b ~ ~ ~ ? III I: 0 b j ~ 0 b ~ ~ ~ I:
INVOICE DATE
INVOICE NO.
01/12/99 011299
~ ~bOO jO? 58111
0000262227
LOWER HALF FOR RECORD - DETACH BEFORE DEPOSmNG
INVOICE AMOUNT
COMMENT
AMOUNT
P.O. NO.
6,275.00 0000019205
6,275.00
6 275.00
, CITY OF CLEARWATER
6,275.00
"r
Henr oore
Building Communities, Ine
636 1/2 East Victory Drive
Savannah, Georgia 31405
NVOICE
Bill To:
Mr. Richard Hedrick
Deputy City Manager
City of Clearwater
112 South Osceola Ave
Box 4748
Clearwater, Florida 33758
Send To:
Henry Moore
Henry Moore Building Communities, Inc
636 1/2 East Victory Drive
Savannah, Georgia 31405
Your # Terms Tax ID
January 12, 1999 Upon Receipt 58-2391665
Item Description Unit Pr Total
Assessment of CRUD Conducting assessment of the city's Community Hous- , $1,250 per day $5,625
& Consulting Services ing and Urban Develoment Program & providing consult-
ing services to develop a neighborhood strategy and revi- times 4.5 days
talization plan. Interviewed city staff, reviewed city fIles
and researched housing loan program performance. In-
terviewed city auditor and fmance staff regarding loan
management and monitoring; Interviewed loan servicing
and construction staff in Chud. Gathered data and fIles
for analysis. Met with the CRUD controller.
Interviewed the Police Chief about North Greenwood
neighborhood leaders. Researched Police fIles on com-
munity participation and involvement.
.. Worked with city Development and Neighborhood staff
planning and preparing a budget presentation for the city
manager. Assisted staff in the presentation of the request
for Neighborhood Service Workers to the city manager.
.. Made phone calls at the suggestion of the city manager to
recruit a key staff person in the organization.
.. Met city consultants Sieman and Gerring to review asset
based community development and its implication for
targeted neighborhoods.
Worked January 5th through 8th on site 4 days and a half
day of preparation and planning.
Snbtotal $5,625
Travel costs $650
I I Bal Due $6,275
I , I
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HENRY MOORE
BUILDING COMMUNITIES, INC.
January 12, 1999
. r-:I"'~!VED
Mr. Richard Hedrick
Deputy City Manager. "
City ofClearwateI ~,';'.'
112 South Osceola Ave
P.O. Box 4748
Cleanwatet,Florida337S8
JAN 211999
"'~rffMANAGe8: ',.,';::.~,,;{~W!:;;-
~,,:..\-, '.-'-- - '5':':;:i':~~'._'.:W.-;i;';>~':~""\_;"'Ci~:..~;~;'.t-- ~
Dear Rick,
, '"c. "';~,i ':;';';;;;<<A;j,,~'.:.i:.,~ '...~,~.S;L, ~~~~.'.'.c!.,'~"j,:j,.'ir.'ij,~;,'''f','i'~',.,t..';;'''j..::;.,,,~~;~,'''.,..;;,..j:l~-;:$i"..".:'" ,;,(~,>",;;;),,~. ',..',ft'.:J..;::,i::..."",'~'..,',lt.. '~," :,~~.;", '.,~, ',' "~., '.' ,.?,,, ,
, ."'- - _ - _'" ','_ ,"'. ': c ":\,,:,,';::~~ j}'~~';';~-_~'''''';':~<:''!..-~''' -', . -- -';~: j ';.:' ',."" \ ~ ,". ,', \~~i,l"';-;"'~~1,:'~~'. ~'"J.';, ~:~~"f;"~"";-~'';'FJ-:. ,<....~.. " -1-." i~-, -'. _', -', d. ..;,.
We are progr~iii~ ~,t?~asses.~~~ of CRUD. I plan'.~1'f~plete',~~'~~~~~: <}~'!i;,;;k~;;:;~~'~":,~z-'
and prepare recommendations that wIll nnprove the operations anq strengthen the" , .; ",-.~}: .
perfo~ceofthe ~epartment.. " " " :-' ',' , " :' ';. ..,..<,,'>.,:,.:.,.~1i:l:.~. ~.';
.... <:-j. '~>".~:' '. \ '::'~.~'~:'~-~:,'i:~:~4.~~:~~~;~--tX.~~:~~,.~:
f)'f:/',":-'
lam enclosing aniny:oice for,la$tw~'s.:work,. This,jnyoi~ C!lv.l:}!~ryi~J)J'Ovi~~,{~~.~. ,~..-
":'with die NeiihbbrhobtS~tes'buagct'presefifufioD,:cmm~~~'~'1_~lF~~~~'
intervi.ews, and. advice and sllpport to .~e staff. I am contin~g. ~ ga~er ~omiat,io~ 1 .~ _"
!bat WID help ~;!'1;~~:-" .'?~~'~;":;j~~~f~~~=!::,'~'
I am looking fOrWatdio completing this report neXt moritli.;- "'. .!;!CJ,.'::"';'~~l;;.<;~~~t .r,,~,.-!. '
~- ,~~!'; <,
,.' -~ .:. ;... " <
--."
Henry Moore
Cc: Michael Roberto',/ ..',',~,,'" '. "
~>:;:;.f/~>~:~,~;~'~~').t)_:~1/:--:'::"-:t;,: ~?;~~_~~,..i :'./-,; ..-~~. " '.;
;II - ~~
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f,,':':.:--~-f: ',/.' ...y:. ;- ,
,,~~""}\;j}~~t~~F;;.'
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_~,:; ;4;}~:;~ ~~~.~~.~:-~-~:.;: fi-:l.~;:~-f~
".'.',;:.:,.",?''t'i'--~i/rJ!'ti\}#i"''i.~,~~W!~,~~~~t(:~;~~;J-'~+~~~'$I:~~f;"~
636 1/2 East Victory Drive' Savannah, GA 31405 . Phone/Fax: (912) 236-2080
e-mail' henf\'6";f\@hc'11Q'urh neT
, ,
Henr~oore
Building Communities,Inc
636 1/2 East Victory Drive
Savannah, Georgia 31405
'NVOICE
Invoice #:Clearwtr 1-25 & 26 1999
Date: February 9, 1999
Customer 10: City of Clearwater
Bill To:
Mr. Rick Hedrick
Deputy City Manager
City of Clearwater
112 South Osceola Avenue
Box 4748
Clearwater, Florida 33758
Send To:
Henry Moore
Henry Moore Building Communities, Inc
636 1/2 East Victory Drive
Savannah, Georgia 31405
Your#
Terms
Tax 10
Phone 912-236-2080
Upon Receipt
58-2391665
Item Description T Unit Pr Total
Greenwood Participated in a strategic workshop for North One day on site $1250 $1250
Workshop Greenwood and helped map implementation plans,
Help design asset based approach to work in the
neighborhood. Provided advice and consultation.
Research for Interviewed neighborhood residents about issues and One day on site $1250 $1250
CRUD Report concerns in North Greenwood. Met with city staff
regarding neighborhood strategies. Talked with staff
about improving Chud's performance. Discussed
several recommendations with city manager and
deputy city manager. Researched Chud's monitor-
ing reports and talked with auditing and fmance
staff.
Subtotal $2500.00
Travel expenses $650
Bal Due $3150.00
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~
HENRY MOORE
BUILDING COMMUNITIES, INC.
P~(,!t:""\FC,:-"
February 9, 1999
FEB 161999
Mr. Rick Hedrick
Deputy City Manager
City of Clearwater
112 South Osceola Avenue
P. O. Box 4748
Clearwater, Florida 33758
.".A'vA0t:!-'
Dear Rick,
Thanks for the opportunity to work with you, Richard Gerring, Charles Seiman, and the
other city directors on the North Greenwood strategic plan. I now have a better
understanding of the overall work initiatives for the neighborhood. I agree with you that
more emphasis must be placed on the neighborhood residents and reconnecting residents
with the assets of their neighborhood and themselves. I am looking forward to
supporting that process. I am enclosing an invoice for my work with the workshop and
for the following day of research and investigation work with residents and city staff.
I have had to collect and review a large volume of information on Chud activities. I
underestimated the amount of time required to review and discuss some of this data with
staff. As a result, I am pushing back the date of the delivery of the report to March 5th. I
will talk with you further about the report while I am in the city on the 18th or the 22nd of
this month.
I am looking forward to our meeting with city staff and Clearwater Neighborhood
Housing Services about World Changers. I have provided information to city staff and I
left a tape for you. You are scheduled to see them with Mike at 9am on the 22nd. If you
ha,,;re tjm~ t::1::c. ~ 1::>~1~ at ~lic tapr.;. 1.f j~..Yu CaiiJt filiJ jUUI ~upy, a::;k "IOnl Iviud~~o to send
you his.
I am excited about the neighborhood work that is moving forward. I hope that we can
find a way to employ the neighborhood coordinators in the next budget. See you soon.
636 1/2 East Victory Drive. Savannah, GA 31405 . Phone/Fax: (912) 236-2080
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HENRY MOORE
BUILDING COMMUNITIES, INC.
February 27, 1999
Mr. Ralph Stone
Director
Planning and Neighborhood Development Services
City of Clearwater
100 South Myrtle Avenue
Clt:arwawr, Florida 33756-5520
Dear Ralph,
I am enclosing an invoice for services rendered for our meeting with the Juvenile Welfare
Board representatives, the city manager, and deputy city manager.
I will give you a call this week to talk with you about the assessment of the housing
operation. We need to talk about how this information is going to be interpreted and by
whom.
I am certain all is going well in the neighborhood department. Will be in touch.
Take care.
~~
Henry Moore
Cc: Rick Hedrick
636 1/2 East Victory Drive. Savannah, GA 31405 . Phone/Fax: (912) 236-2080
e-mail: henry636@bellsouth.net
.
Henry ore
Building Communities,Inc
636 1/2 East Victory Drive
Savannah, Georgia 31405
VOICE
~.
Invoice #: 1-18-99
Date: February 26, 1999
Customer ID: City of Clearwater
Bill To:
Mr Ralph Stone
Director Planning and Neighborhood Dev
City of Clearwater
100 South Myrtle Ave
Clearwater, Florida 33756-5520
Ship To:
Henry Moore
Henry Moore Building Communities, Inc
636 1/2 East Victory Drive
Savannah, Ga 31405
Your # Terms Tax ID
Upon Receipt 58-2391665
Item Description Unit Pr Total
Working meeting Meeting with the City Manager, Deputy City Manager, $1250 per day $1250
Director of Planning and Neighborhood Development
and two representatives of the Juvenile Welfare Board.
Purpose of the meeting was to evaluate strategies for
funding future iniatives the North Greenwood Commu-
nity. Provided advice and participated in braistroming
discussions
Subtotal $1250
Trip expenses $650
Bal Due $1900
.
~'
.
HENRY MOORE
BUILDING COMMUNITIES, INC.
April 18, 1999
Mr. Mike Roberto
City Manager
City of Clearwater
112 South Osceola Avenue
Box 4748
Clearwater, Florida
Dear Mike,
I have completed the City of Clearwater's Assessment of the Community Housing and
Urban Development. In addition, I am also providing recommendations for improving the
City's neighborhood revitalization strategy. Please note that these recommendations are
draft and I will make revisions ifthere are corrections identified by city staff by May 1 st.
I enclosing an invoice for $2,675 for the balance of the contract. If there are any
questions let me know. I will forward this invoice on to Ralph Stone.
I do appreciate this opportunity to work with you, Rick and other members of your
management team. I have additional information about training opportunities for your
staff in community development that I will share during this visit. Let me know if there
is anything further I can do to help the City improve neighborhoods in Clearwater.
Again, thanks for your support and consideration.
{0'7
\--f.
Henry Moore
636 1/2 East Victory Drive · Savannah, GA 31405 · Phone/Fax: (912) 236-2080
e-mail: henry636@bellsouth.net
J'. -,
NVOICE
Henr oore
Building Communities,Inc
636 1/2 East Victory Drive
Savannah, Georgia 31405
Invoice #: Final
Date: April 18, 1999
Customer ID: City of Clearwater
Bill To:
Mike Roberto
Ralph Stone
City of Clearwater
112 South Osceola Ave
Box 4748
Clearwater, Florida 33758
Send To:
Henry Moore
Henry Moore Building Communities, Inc
636 1/2 East Victory Drive
Savannah, Ga 31405
Your#
Terms
Tax ill
Upon Receipt
58-2391665
Item Description Unit Pr Total
Final Report Assessment of CHUD- Report Recommendations $2,675 $2,675.00
Identified fmdings and made recommendations for action
Recommendations for Neighborhood Strategy-Phase One
Memorandum -Prepared neighborhood improvement
strategy for the city government.
Subtotal $2,675
Tax
Bal Due $2,675