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04-24-2013_Goals & Objectives FY2014Village of North Palm Beach Village Council's FY 2014 Goals & Objectives April 24, 2013 Fiscal Year 2 14 . . . s W ➢ A year where we must migrate from a maintenance perspective to one of progress and accomplishment ➢ A year where we will see increased revenues, but also face increased operational demands (personnel related costs, maintenance contracts, etc.) ➢ Observations (in recent months): ❖ We have seen a 27% increase in home values in the county ❖ Reduction in foreclosures and a reduction in housing inventory ❖ Renewed interest in businesses relocating to our community ❖ Approval of the Water Club project ❖ Dramatic increase in building permits in the Village ➢ On Sunday, the Palm Beach post noted that: ❖ Unemployment in Florida had dropped to 6.9% and is even lower in PBC ❖ Construction activity in the county had increased ❖ The county projects a 1 .5 — 2% increase in ad valorem revenues for all municipalities this year g Agenda Toni ht's Meetin g 1. FY2013 Mid-Year Budget review ➢ Country Club ➢ General Fund ➢ Tax distribution schedule comparison (FY2011 — FY2013) ➢ Village's Investment Policy Update 2. Fiscal Year 2013 CIP Capital Projects Update (Note: Country Club "Tavern on the Turn" Project to be discussed at the 4125113 Council Meeting) 3. Strategic planning for the Village ➢ S.W.O.T. (Strengths, Weaknesses, Opportunities & Threats) ➢ Village Mission Statement, Vision Statement & Core Values 4. Council's FY2014 Goals & Objectives ➢ Review of Goals & Objectives and revise where appropriate. . . 5. Status of Improvement Projects ➢ Provide status update on each improvement project ➢ Provide cost impact of improvement projects targeted for Fiscal Year 2014 budget Section 1 FY2013 Mid-Year Budget Review ➢ Country Club ➢ General Fund ➢ Ad-Valorem tax distribution schedule comparison (FY2011 — FY2013) ➢ Investment Policy Update Thai-i1195phfA;hrtHPahnRf7rh Updated 04/19/13 COU NTRY CLU B {=nm-mtm f1n rt� mi p h Rndgmrnrs S1116-I ear lmd, g16LarrkSl,LUIS ., FRELLDILN R AA 6lfaa* Z-3 E�,31FA!3 ]r5"'013 %wfb dea IFi-Y- C f F&33 ,5— T.tat H.d-_�� <ES-C-50%9 ]C...L ZnZ. lbCl1 Z�4J ti DmmifR-ge 11 167 9 # 16wi6 = t{9,{_6 7&133. s 347f1l7 Mamharhv ilri4n3 .;ln PM M wtp7n C&L FJlWdL 44],140 4d%IM 9.' Wa 4Et.72% 4xuyw W-Z&agE7QQ; 36,101 IFJM 3-,E-'a %.51M: 33#34 GrPEE Fens :104- N aB&.JW FL44JU 44l1i's. '13,q7'7 L= s 64,tim 64"m 10019M SI.6S; dg397 1'p•.7mi amPOCB61; 1.780 LTIM 2716 63.333: 1433 N{arh malice;dam g.}ylp B4rldi 14*X-G 6+}.11'7. e7,a.7n tigwrial TwPntc-rmrtK - ■ Jim 6a m. n Fw]do BewuaWlza,e 06tmaoa 4 a a.Qam, u Liquor Sssc 1A7,113 3RTU7 lio.- 4 4U M. Suoxa Revenues: Fat1G ik Be"swX�leE 213,1f! � .'�� . : 3r . of r.+ ur 382%- a lzkm !rt,*14 133.33•+, a $2,431 ,516 �`�' 2132 71 7-M7 29-.375: -160 Oam 43-QU9 -%3w $673 4P.Pa M734 J4.41': iwm Tm:LLEfrenaes YJDQ.AW i ' J6+ EP4:!±Li aLYPH x3cklw la 11'L_1 SbS Nrmmn A-- Silm•r A P2Xd= 716 5¢1 173,767 wjw i6a d 411 P3-k741 5L48w: 432,7 A[:almUf&AUnm9 - d47L OAWM 'YACO 86.733: 3.931 Ch¢ce{mdreas 3arl91 -%1*5 a 3Lf+f -,silo- 5&1534 34,.77 Cjwrrvr.ialOpwmraa 17.,'x4 4114 SSl.ii:m 1IAl-k= 4147% AULaai RQ=MLZ'idpm&mt-'ni%rm C L,133 q4!+4 I,D17 371.3:3f =714 41F.P7t: 14D,7m Expenses: La%Tees Jim 'f:fA •f-19 LU3M'A. 3,730 LInAm 16,771 4 1#,77]L 3:Iw 17.91r0; 14,7% $118761810 u" 22;10 7 �� d ;9: >3;37 MprrhnFdiaa 44k I In.I74 6 I-^ffm 3t dm 41095: laaN,7 F.eaai,&'TLU ~ 14,773 3#142 4 aF,Sf7 WAN 33.31% 1 M rl SO�CLIMM-WDirpo-cal 6,m Mm 4 llxbm u,1a4 DILN: 1.3,9 IM T.,•driH 14,1818 "3w X17] zrfrEli 4].1r% 103,133 Od= psdum--{act 7,d 1d 7 D1 115 1T�to �.i,*14 14.36+; i�,7an Cali LA L CrrLcaJ LrslLT 4 ZI-# a3,i31 4,lQv. i s aw Debt A OtLu= Net: 1 � L99.079 LSD FIf X11 34.045: lg3.F5fl CaL Cars Lime 1#5,705 ]L=,7tir7 &MIM W-22% 37,030 $5541706 Trc.narcP-Ai.rrCmTiah 9,,R4a4 71k1i d-km1 44775: ivnn Um.i WM'.* a 4 Tfvm 0.90', 4 IM Lh es ]L*1.7d3 I 78806 LTSM 394S-933 475371 1.75FLiNa R-Pvwnnac nrar(rmAar)pwpkm K t91i1.7?h t �R44}i'y L C7drWO) 55k49i 9 a o-kola R o-aode 22.305 asaz FOOD & BEVERAGE vli11a8fotlkm'JnNm;h Updated 04/19/13 Faadaed&wrgo GWmiars 1PWimir.sly. F A- '-nr2Y13Ye&-w-D to Odaher2012 Narertfer2012 rrX,12 Jaasary2913 Fgniay%2f113 P&Wn%2013 TOTAL 3 of IDW %olw 3l %DfLOW {:4kow %of loki k otiD'W Saes CWU ODD NW12 mea Ber112 aa(m Jao-13 mm FEb'3 ame Nor-13 alira Year#t-Dare %ortr181ww Faad33tvyW x 2001.33 2496 # 3R&C.10 MA y 43343.17 -in S 38.713& 23A383� &M 5 47.115.33 6M # 219.71.12 E7!6 Lquor 11,544,4`3 m 17,815,07 3194 '834113 3997 19,#[12: doh 17,721,3~ 396 21AW.:K ;.n 107,'17.42 0356 F0mc aleuaF,eReue {3&73] 0% 1.72 0% 073 0% KUM 176 (4.31) 3a 2.5B 4`1 1161.32 4k I"Sales 32.197.U3 101'1♦ 9.9%.99 1(D% 91GUOR 10rL 5.01435 IR% 4751.99 IBM 89.-MT7 1948 ;24.2dd.07 19441 Eawnses: Gwtaf3raJ55ald Li4w 3,511123 11% 4,871230 8% hW1.46 896 7.13BJ32 129E 5.447.3E '2% MOx.34 1d'b 33%414.77 10% Cmtaf.aasdsSald Fc6d96nmmV 9.75n71 27% 14,337.17 2b9 95#034 K°4 45.112& 2171 13,912.2E 2396 29-M.5e -ITI. 89,703.05 27% parr-� 33,m7] IZ74 25147[,87 44A 41407.14 4794 M.1 55X 4e% 27454,5E 5896 301434,01 44'+6 1751 W.M .4% cd-op—tu 13,00483 1039E 1257[.32 Z"A 176263 in 11.73223 1f� 11.317.91 3576 10.72.118 in 94083.33 29% 4ft31 - 014 0% 076 2.2?0778 4% - 3P' - 49; 2.253.[10 It 7or1Egpmms 18.963.02 57�2m29 79367.73 63.52982 G1, Tlm. GT".0 396,241.61 net sr # san.;ra f f 6 S K51dSi� S 1l 3,aA{��1 5 :6533 $ 09 5).sa� UquKwCOGS as%aF Liquor Sales. T"1 S'°= 35`n 3 " FD3dCGGS3--SofFaadSdm 4Z`.a 3n -F.- 374 3691 1L1 1ti haeotorfonharda End ofowwrd:Peril& YTD Revenues: $326,249.07 WLU 9 5'3 YTD Expenses: $396,201 .61 Food g 3ewer�e Iro�k�ry 81C0.9.�C3 7vad InmutoT mhard 17A5 15 Net: ($69,952.54) Inventory on Hand: $17,409. 15 North Palm Beach Country Club Mid-Year Financials The North Palm Beach Country Club "Mid-year Financials" are being provided as an overview of the year-to-date activity. The primary categories are: Memberships, Greens Fees, Cart Rentals, Driving Range and Restaurant sales. ❖ The Unrestricted Fund balance as of September 30, 2012 sits at $557,954. ❖ Although the number of Golf Memberships sold for FY2013 are tracking very close to FY2012 Memberships sold (216 in FY2012 compared to 211 Memberships sold thus far in FY2013), the year to date membership revenue is down $53,953 ($538,925 thus far in FY 2013 vs. $592,878 in FY2012). ❖ Year to date, the club has fallen short of its projected rounds of play by 1 ,394 (24,500 projected vs. 23,106 actual) and lags behind that of last year by 649 rounds (23,755 in FY2012 compared to 23,106 this fiscal year). ❖ As of March 31St, YTD Cart Rental revenues are $465,146, down $15,398 from that of the year prior. Continued on next slide . . . North Palm Beach Country Club Mid-Year Financials (continued) . . . ❖ Non-Member play YTD accounts for 60% of all rounds played and Green Fees are actually tracking very close to the previous year ($584,309 this fiscal year compared to $585,377 in FY 2012). . .a shortfall of only $1 ,068! ❖ As of March 31st, YTD Driving Range proceeds are $163,308, up $13,409 from that of the year prior. ❖ The Village Tavern Restaurant has a YTD shortfall of $69,952.54 with $17,409.15 in inventory on hand. It is important to note that approximately 45% of this shortfall ($31 k) can be associated with a few non-recurring /upfront costs in the current fiscal year: Solid waste disposal annual fee : $ 61646.20 Carpet replacement: $121367.60 Paint: $ 31495.00 Upgrade Fire System: $ 31935.16 Annual Fee - Licenses & Renewals: $ 41799.23 At mid-year the "Country Club" overall [preliminary] financials indicate that CLUB revenues exceed expenses by $554,706 C,e ti aI fma. pith YitlmJio-aclz Updated 04/19/13 GENERAL FUND Geocral ILmd nad tc Snramar? x11,14'1 aa•or Esdnag xi s rrlti SL,!III-4m P,T F T IN("16 RV.. 04tfFy,Ild FLSm:AYi3r 201 EQdj o-r PT]6r 1 oor hLugi J13L MIS Huderel f_TiIJ.kt1 aOhP] MW J 4 1911 Meredocs TMEAK I Revenues: .�aVdcremTmw� 9,447�D61 � �,g��.7sh �1.+Jfl°. � �.��14 C*tlIln:5a"EgTaxer 1,OT4,44-S 2,119,414 56.441: IAMO412 Eli ffmchme Fee, 5Z7,U38 1,013,5W +x.5546 541,74+ $1313541621 4alac&1m;.-T 113,.771 111.77IQ.73P xNlwn 47 NM ,1,'ImPE9 Liz eme s&Pe=-15 499.049 6D+212 71.4E 4 6 579-297 hAa34nl,yMMMQ,,•aL b14,b98 I,ZA-MFV 3{}JF1% mm,J1U fl—tj—fill %wi vic— I.14A.746 m•87.i.6*7 Lm 69% ,•')m17 7L,C, k=s r DrtrLt=m 82,1 f 1 kfl,l I] lDmm% �iF,74og ]LUIM IL 14.4-64 61.758 23.4276 CL976 Axprwrimmd Fund 13slaaee 292,220 0.00'{ Trl iv rl,.a"Ili, 3f P174 1374f} A-?T WrIL 114IFp0 'KI3&l l.SescMMC = JJ�Jb41*21 IT,*H V44 7bbJ.?Y J21a�dO�JUs mt 'nulago C-a md1 80,249 15d-245 5137% 37,445 V L1nr-e A2=ffer 1713,421 2M,547 X1.1946 164,1589 FM7MMFM1 RA;MITCPS 14-P.941 17R 7k4 "H -A7% 11-�441 13more 2MAPD 5413.599 $1.1346 259-Hd Lular.l htmo,L ochm Dff' 1 o-1i,W*rt. jdS,rJ 1 a n-OAI% 134D LP u ill.r.A 11--yi - R 171 1 m4.41-3 77 Q9% R,.9M V"gr LI= �I',.� 1-dii.E47 dM1,1Flf 'I+J.f 7% 116,394 COviwiLLSG 4JILub-V x=11.,1 A4333 1.1357.629 1112 M.B&% M.713 Expenses: Law EmSoacemon 2'423.992 4.591.169 Sa.so•,: ., 1 25 1715+1A1 $816871948 Torn,t Smmlrwm b31c Sl,i3L 3,147,117 10330D 56.53% 73,3137 l�ub-1c ur.�: Pablic Rocks Admix 207.904 361-589 57.50% r Pon, 4•d ry — �575_ffJ9 6•aul.hhrtnzce; 2Di"9iM dd1.92C� �s..sn:-: '� s,r-iki 9bee15A ChCluLL& 576229 1.3,H 91.5 �4.asy. 539-698 w•aWe Liz Mamtaa mica 1YLyJb L;05-4,15 LuS,!au C.I5Tr5WIMtM n FVPlllll M PTIF,fi Pl,ann Ir 8• 144.871 337.983 42-96% 11,103 $uddmr 262,192 503,348 52.09.1: 243,3-0p 137:�5 5:,740 TAa m SorT-:a� r-1IT&rr 3+39211 67-1-9914 3DAJ536 33&583 ELwma-Wo 444 57 p73�11 �3.�31: Ad7,3¢3 PA A MAil ll—I I:r - - IF 0cm - L600l II!J,,12+1 3D3,1I"1 11.12% 1'1l-;L31 546 T—k 264.169 1.304.803 475.136 55.60'/. 215,245 K.-L-K.-L-W rolliml Net: 17eb1 -! - - IN& - famrinPy-nry 1ml 7.i,S61'F -1dik% 77in 11$416661673 b oc-U a -c - - a.fl° rkac-J.aw=armanal 144-.�1a 1a3,40.� 115 Jxru ¢5.a1f. T43&dExpeodiFonu D,687,9m 17,6m 49.1Z4 8x136. d 'KL t RicanT P rrvaT F TpPn ah 3,dAF1 d?3 d,4S4,7r1rt Preliminary General Fund Mid-Year Financials a) General Fund Unassigned Fund Balance grew this past year (FY 2012) from $10,688,659 to $11,244,977, an increase of $556,318. b) At mid-year, General Fund Revenues are tracking about $81,487 or 0.61% lower than those of the prior year. c) Village Department expenses are generally on target with the Village's budget plan (At mid year, total department expenses are tracking at 49.12%). Some areas that are above the 50% benchmark are due to the following: *Public Works Administration Employee termination related costs *Law Enforcement Police $12.50 expense, additional burglary patrols related to the pillowcase bandit Continued on next slide. . . Preliminary General Fund Mid Year Financials (continued)... •Building Department Employee termination and retirement in the Building Department required engaging a temp agency to supply additional help, causing a slight increase in operating costs for this department. *Tennis This department is greatly influenced by lessons. There is a slight increase in lessons expense which is offset by the increase in lessons revenue (The Village receives 20% of all lesson activity). d) At mid-year, General Fund overall (preliminary) financials indicate that revenues exceed expenses by $4,666,673. Current FY 2013 millage = $6.9723 mils FY 2013 RBR = $6.9999 mils Revenue Impact : $6.9723 vs. $6.9999 = $38,971 alrn B-9ach County Tax1_oil&ctor Updated 04/19/13 Revenue impact: FY 2012 vs. FY 2013= $59,530 Tax DistribLitiOn Schedule Total impact = $98,501� cI Year 2011 Fiscal Year 20112 Fiscal Year 201a $6.9723 mils $6.9723 mils $6.9723 mils nimfi Radi-mr_ FIM ra Arimmiril R*--ca!wd-mi nmi- AFIKIIHIA Rp-i:HiVM DF291- AirumisIl R*-iD wmJ Currcnt Tax Distribution#1 11116f'2Difl 1; 123,61620 1110M1311 $ 203,09M.01 111412012 $ 13LAM-2+1 OuirC11 LT,dSQISLiibution42 11124?21)10 1.14 ,179-a7 1112318011 1,440,09fl_22 1V21f2012 02x,132.21 Currant Tax dlstHbution#'3 17113120110 5,355,013.52 12J5J21311 1 98x,126.36 121512012 2,31&,4+99.4$ Curre-nt Tax Di 5tH butio-n*4 12f29)F21310 1,529,662.4[1 1211402011 4,014,1136_UO 12f12f2012 3,61a,5137.06 Invesunent Ear nInps WI 1112XZDI I 'I, 145].2T I11 I121312 1,5134.TT If2a12U 13 1,334.16 {:i irrant l-qr lYictn huhan*h If1SJFPL71I H1'1.NSAJ lJ 1"AJ-2vrA III I :1 rM.MJII h7S 17r1MrV1I 'J ftil 1-11 Yh Currrnt Tax Distribution*$ 2118$2D1 1 x70,674-15 1190121312 419,158.37 911612013 7elarDS0.72 [Dell nquen-i Real Estate DIslrlbudon P-1 2f2712(113 1,134.3_64 C:iirrantTarr3ictriFlutian#7 Af1AX}f111 1M.nnPi71 711F;J?nv; -91)1'174A.ri ?l1Rf7n1.1 dr97711.9§i.L DclinquantTangiblc Dintrbulion f` 1 71112D11 12,11.Di 1T0J2D12 9,2132.31 Curr eii L Tcix Qi-�Lii button ig 8 4118X2011 1 530,-451.00 941.4121312 230,8130.42 3113 2013 212,677_313 InvpcimPnt Farnin13-L#9 5?1117,111 1 1 119 77] 4J9PJ?r119 9.IQH 91 4f17f7f111 - CunrntToxQistHbuuo-n#O 611e 20111 1130,4813.42 1111J21312 3-98,613b.26 4111312013 414,101.7+1 CulrL-11I Tjxai-�uitrulion*10 W22X2D11 72,944.TO r -IM21312 237,390.92 r:i irr ant l ar l PlGtn.huhan;*l l Mi-A AP1-W 51f]Jl if Currrnt Tax Distri butiun#12 7191121312 7,0416.42 Tea Sale Disbillurion 7120X2D11 280,807.98 7178121312 201,030.79 Invp%,tm P n t Earn in 13c 9: Fu 111FJLD1 1 :il A" HAW7131J P"144 DclinqucntTangibin Distribution Dell nquen-i Real Estate DIslrlburion V2 17x11 nr1Lipnt I anal hi 17 i-Lt n h Lrh nn V:i dalinquantRaal Ejtatc Distribution 4`$ DrliiiqurLiLTaiigiLile Diz.LjibuLioii e44 Uellnquenl I ax Lltstnbubon EU69F2U11 ZH.:3b!?.LPY L1,r.JUMM b.6Lim-M IIflZI)l;1 (4.LIC71_26) DclinqucntTax Distri bution 0118X2D11 Sa.01D.117 W21J21312 842.66 A%Jj u S L11 IC1 I U.(Na pn tel lLx} 0101-r1 (708.DO) DLlret (3513.04) 0111m 0.04} Total 5 10.441.BW.27 role1 $ 10.011,747.9D Tot C9,460,333.08 T*tal Ad-Valorem $ 1013760,409 $ 1-J,425,562 $ 10,362,889 Less 15% (53-020) (521,270 (510,145) Budgeted , Vallxern (95%) $ 18,2 2,389 -,904,284 9,844,754 Actual receipt ab-%Hof budgeted ad-valorern 102.15% 101.09% Actual receipt as%of totol ad-vaIorlern 97.G4KA 916.03% 91.2'.x% $59,530 Village Investment Policy • This policy shall be reviewed on an annual basis by the Village Council at the "setting of Council goals & objectives " session of the annual budget. Update: The Council last updated this policy at its 04/11/13 regular session. Investment - Status Report: • February 2009 PFM Asset Management was selected as the Village's Investment Advisor • To date, The Village has transferred a total of $7,909,872. for investment as core funds. This represents 45% of the Fiscal Year 2013 General Fund adopted budget ($17,499,724.00). • The market value of the core investment portfolio as of March 31, 2013 is $8,326,775.03 (inclusive of accrued interest and cash on-hand at the custodial bank). "Rules of the Auditor General, requires our audit to include a review of the Village 's compliance with Section 218.415, Florida Statutes, regarding the investment of public funds. In connection with our audit, the results of our procedures did not disclose any instances of noncompliance with Section 218.415, Florida Statutes. " As indicated in the Village's 2012 Audit Report (CAFR), the Village's investments are in accordance with the Village's investment policy. Continued on next slide. . . Investment - Status Report (continued . . .): • Total cash on hand (as of 3131113): Institution Balance Wells Fargo $8,793,850.30 Chase $3,008,556.80 SBA - Fund A (Florida Prime) $301,761.93 SBA - Fund B $187,628.92 Wells Fargo Advantage Funds (formerly Evergreen) $150,905.70 Total $12,442,703.65 • General Fund Unassigned Fund Balance as of 09/30/12 is $11,244,977. • Country Club Unrestricted Net Assets as of 09/30/12 is $557,954. Section 2 FY 2013 CIP Capital Projects Update CIP Capital Outlay Projects List (in priority order) Review of remaining CIP capital projects and provide update CIP Fund Recap Developer Fees Recap Capital Outlay Projects List (in Priority Order) Priority #1: Priority #4: • Sidewalk repair - village wide x Vehicle Replacement - PW 31 - Dodge Ram • One marked police vehicle - COMPLETE pickup w/ lift gate Self-containing breathing apparatus (27) - COMPLETE Replace stonework around Public Safety Building Priority #5: Library roof replacement x Vehicle Replacement - Sanitation Packer Truck Replacement of 2 A/C handlers at Community Center • Vehicle replacement - Code Enforcement Priority #6: x Ball field Groomer Priority #2: Asphalt Overlay- alleys Priority #7: 1 Three unmarked police vehicles - COMPLETE x Replace Generator - PW Building 3. Replacement of A/C handler at Library • Small Bus - Recreation • Vehicle replacement - Community Planning Priority #8: "Quick-Tip" dumpster attachment Priority #3: Priority #9: Public Works Parking Lot drainage & paving Re-roof Public Works storage building Capital Outlay Projects (Priority #1 remaining items) Priority IN Description Estimated Cost 1 Sidewalk repair - village wide $40,000 1 Replace stonework around Public Safety Building $50,000 1 Library Roof Replacement $152,000 1 Replacement of 2 A/C handlers at Community Center $22,000 1 Vehicle Replacement: One S-10 Pickup in Code Enforcement $18,000 Total $282,000 Capital Projects Status Update (Priority #1 remaining items) Sidewalk repair — Village wide Update- In review with the Village Engineer, an RFP will be placed in May, Council approval and construction to begin in June. This project is expected to be complete in the current fiscal year. Replace stonework at public safety building Update: This project has been reviewed by the Village Engineer and an RFP will be placed in June. This project was originally estimated at $50,000 and preliminary estimates indicate that this amount can take care of the trim replacement and the assessment of window damage. Library roof replacement Update: The Library roof, although aged, is still in good condition with no visible leaks. This project is on hold until future need. Replacement of 2 a/c handlers at the Community Center Update: These two units will be scheduled for evaluation by a contractor. If there is a need for replacement, it will be scheduled accordingly. Code Enforcement vehicle replacement Update: The repair and maintenance history of this vehicle does not show a need for replacement at this time. Capital Outlay Projects (Priority #2 remaining items) Priority Description Estimated Cost 2 Asphalt Overlay- Alleys $58,000 2 Library A/C Handler replacement $59,653 2 Small Bus - Recreation (cost estimate updated from $40k to $70,000 $70k) 2 Vehicle Replacement: 2006 Dodge Durango in Planning $22,000 Total $209,653 Capital Projects St t s U w .; - -- ; - (Priority #2 remaining items) Asphalt Overlay - Alleys Update: This project will be evaluated when a new Public Works Director is on board. Replacement of a/c handlers at Library Update: The units are operating in good condition. There has been low parts usage and low maintenance. Replacement is not recommended at this time. Small Bus Update: Council approved bid process on March 28, 2013 for $70,000 (originally this was estimated at $40,000). Bid specifications are being developed. . .staff is also looking into piggyback options on state contracts Community Planning vehicle replacement Update: The repair and maintenance history of this vehicle does not show a need for replacement at this time. Capital Outlay Projects (Priority #3 - #9 remaining items) Priority Description Estimated Cost 3 PW Parking Lot drainage & paving $80,000 4 Dodge Ram pickup w/ lift gate $25,000 5 Packer Truck $184,000 6 Ball field Groomer $21,400 7 Generator replacement- Public Works Building $60,000 8 "Quick-Tip" dumpster attachment $30,000 9 PW storage building re-roof $55,000 Total $455,400 Capital Projects Status Update (Priority #3 - #9 remaining items) PW Parking Lot drainage & paving Update: This project will be evaluated when a new Public Works Director is on board. Dodge Ram pickup w/ lift gate Update: This will be evaluated when a new Public Works Director is on board. Packer Truck Update: This will be evaluated when a new Public Works Director is on board. Ball field Groomer Update: Originally scheduled as a priority #7 item, but this needs to be replaced immediately because of a blown engine. Staff is working to gain pricing and availability of a county or state contract. Staff is also investigating alternate options for the current fiscal year (outside contractor, etc.) Generator replacement at PW Building Update: This will be evaluated when a new Public Works Director is on board. Quick-Tip Dumpster Attachment Update: This will be evaluated when a new Public Works Director is on board. Re-roof of Public Works storage building Update: This will be evaluated when a new Public Works Director is on board. CIP Fund Recap Description Amount Comment FY 2011 Transfer in: Res # 2011-45 $817,942 FY 2012 Transfer in: Res # 2012-61 $500,000 Purchase: Police Cars - Res # 2012-75 ($115,510) Priority #1 & 2 item Purchase: Fire SCBA's - Res # 2013-10 ($177,492) Priority #1 item Purchase: Time & Attendance software - Res # 2013-14 ($23,823) Not on priority list CIP Fund Available Balance $1,001,117 Remaining Capital Items from priority list zx Priority #1� items: $2821000 Priority #2 items: $2091653 Priority #3 - #9 items: 1455 40 Total 9 Use Of Developer Fee§ Pursuant to Section 36-23 of the Village Code, monies paid by developers in lieu of dedication of land for public sites "shall be utilized for parks and recreational purposes or the construction or expansion of any public facilities or other improvements designed to mitigate the impacts of the proposed subdivision as determined by the village council." "Parks and recreational purposes" Legal Opinion: The determination of what constitutes a park and recreation purpose is within the discretion of the Village Council. However, the developer contribution is in the nature of an impact fee, which is generally intended to offset the impacts of development through the construction of capital improvements. Therefore, the use of such money is more properly limited to the purchase of new types of equipment (not replacement of existing equipment) and the construction or expansion of facilities (not repair or maintenance items). Developer Fees Reca-p Developer Contributions Received (Original Amount Due $1,175,000) Fiscal Year 2008 250,000 Fiscal Year 2009 250,000 Fiscal Year 2010 250,000 Fiscal Year 2011 250,000 Fiscal Year 2012 175,000 Total amount received from Developer $1,175,000 Developer Contributions Used To Date Tennis Facility 400,000 Pool Resurfacing 160,000 Pool Equipment Room 55,000 Shade Structure for Pool 6,920 Baseball Scoreboards 7,195 Playground Equipment 44,446 Budgeted for purchase in FY 2013 Shade structure for Osborne Tot lot 5,250 Children's Pool Filtration System 50,000 Playground Equipment - Osborne 45,000 100,250 Total Developer Contributions Used To Date $773,811 Received Contributions Available for future use $401 ,189 Administration plans to use Developer fees for grant matching on the Veteran's Park Project. Developer Fees Status update (FY 2013 scheduled items) Shade Structure for Osborne Tot lot Update: To be evaluated after the new playground equipment is installed Children's' Pool Filtration System Update: Staff is accumulating specifications for the bid process. This project will go out to bid in approximately one month Playground Equipment - Osborne Update: Has been competitively bid and hopefully will be awarded at the April 25 Council meeting for $39,168 to Miracle Recreation Equipment Section 3 Strategic planning for the Village What is Strategic Planning? S.W.O.T. (Strengths, Weaknesses, Opportunities & Threats) Village Mission Statement, Vision & Core Values Strategic Planning x Strategic planning is a structured and coordinated approach for developing long-term organizational goals and for developing strategies to accomplish them. x It is typically used to facilitate communication, to accommodate divergent interests, and to foster decision making through leadership and consensus building. In municipal government, one of the primary purposes is to set the stage for the annual budget process, providing a roadmap for annual resource allocation. S.W. O.T. Analysis Strengths: Weaknesses: X Affluent community x ShFii9koigg tax base Strong financial reserves x Sh I inkingsou I cens of non-ad Infrastructure in good condition x d X Taken steps to reduce costs x State pressures on municipal taxing authority X Generally supportive residents x Limited retail X Unified Council x No anchor or destination X High quality Staff x Aged and deteriorated buildings in our X Advisory Board/citizen participation business community X Location/waterways X Tradition- 2nd & 3rd generation residents Threats: X Eeei9eH9y ii. Ele%1111 I%- Opportunities: x State and County pressures on Home-rule • Seek additional funding sources such as authority of municipalities service fees and grants. x Increase in unfunded mandates • Seek to influence State Legislature x ;;,r__re_;;6eQd_ ', ^° ^f rpgideRtial rrE)PeFt , • Pursue further cost efficiencies x per funded Fetofengent " nts • Improve relationships with business x Continued devaluation Of PrOperty VaWe,', community • Annexation Our Mission Statement We sustain North Palm Beach as the " Best Place to Live under the Sun " through : Superior Services +Timeless Traditions -4 Modern Amenities Our Vision- North Palm Beach will be known for our unparalleled amenities and progressive approach to meeting the needs of our safe and secure community through continuous improvement in infrastructure and service delivery as identified by our stakeholders. Our Values We Create Exceptional Public Service Through : Our People—We care about our people and actively advocate diversity, safety, and personal growth Continuous Improvement—We are committed to excellence and professionalism. Integ rit —We are transparent, honest, ethical, and have mutual respect for all people. Section 4 Council's FY2014 Goals & Objectives Review of Goals & Objectives and revise where appropriate. . . Our Goals x Protect Financial Integrity of the Village in a Difficult Economic Environment Maintain a High Quality of Life in the Village Maintain and improve all Recreational Facilities of the Village x Enhance the Spirit and Participation of our Community Improve the Overall Appearance of the Village Our Goals (continued . . .) Our planning initiative has identified an additional goal . .. x Continuously evaluate the way we work and the way we compensate our staff Compensation is not just pay & benefits: * Training (on the job & formal) * Safe Environment Opportunity Having a voice in how we do our work * Recognition * Acceptance: good feeling about coming to work FY 2014 Goals & es ObjJ ectiv -- 1 . Protect the financial integrity of the Village in a difficult economic environment. . . A. Seek alternate sources of funds including grants. B. Seek to influence Florida legislature in areas of unfunded mandates, taxation, and revenue sharing. C. Continue to advance a business-friendly atmosphere in the Village and work with the Northern Chamber of Commerce to encourage new businesses and promote economic development. D. Actively pursue annexation opportunities where and when available. E. Address Pension Fund unfunded liabilities. FY 2014 Goals & Objectives (continued . . .) 2. Maintain a high quality of life in the Village. . . A. Improve and maintain Village waterways as a unique Village asset. B. Maintain the highest quality of public safety services through national accreditation of its law enforcement component and through fire rescue level of service partnerships. C. Encourage high standards for the overall appearance of the community. D. Enhance communication with residents through mediums such as the Village Newsletter and website. E. Improve communication and response to the public; encourage suggestions from the public. F. Maintain service levels in the face of declining revenue sources. FY 2014 Goals & Objectives (continued . . .) 3. Maintain and improve all Recreational Facilities of the Village. . . A. Maintain high level of appearance and maintenance of Country Club facilities (including tennis and swimming) and all Village parks. B. Seek ways to improve the use of parks by residents. C. Actively promote resident and non-resident use of the Country Club facilities. D. Further improve Country Club activities and related services. E. Enhance golf membership through increased member events. F. Increase Country Club usage through the promotion of Tennis and Pool operations. FY 2014 Goals & Objectives (continued . . .) 4. Enhance the Spirit and Participation of our community. . . A. Encourage Village resident participation on Boards, programs and events. B. Improve communication with businesses; encourage participation of businesses in Village events. C. Enhance and promote organized youth sport leagues and programs within the Village. D. Continue Village volunteer service similar to the very successful "Support Our Troops" program. FY 2014 Goals & Objectives (continued . . .) 5. Improve the Overall Appearance of the Village. . . A. Continue improvement of code compliance and education with special emphasis towards the abatement of nuisance and abandoned properties. B. Continue support of the Northlake Boulevard Corridor Task Force to bring about uniform beautification. C. Maintain uniformity of Village property design, colors and signage. D. Maintain high standards of overall appearance throughout the Village including commercial, residential, Village-owned properties and roads. FY 2014 Goals & Objectives (continued . . .) 6. Continuously evaluate the way we work and the way we compensate our staff. . . A. Evaluate and update procedures and establish appropriate performance measures. B. Conduct a department by department review of key work processes to determine what can be improved and implement improved procedures. C. Develop metrics for evaluation of work processes for eventual integration in a balanced scorecard measurement system. D. Build a human resources capability that brings consistency in policies and procedures across all departments while remaining current, relevant, and compliant with federal, state, and local personnel and labor laws. Section 5 Status of Improvement Projects Financial Integrity: Enhance Spirit & Participation Of Our • Advance our business friendly atmosphere Community: • Ordinance Update + Enhance Marketing & Communication • Future annexation targets + Unfunded liabilities Continuously Evaluate The Way We Work & Quality of Life: Compensate Our Staff: + Resident Focus Groups — Market Analysis + Work Process Improvements + Evaluation of employee policies,job evaluation + Preservation of Neighborhoods and appraisal system, training, compensation, + Anchorage Park, Phase 2 time-keeping, safety & wellness + Completion of Veterans Park Improve Recreational Facilities: Renovation of Osborne Park Evaluation of Country Club & Services Financial Integrity PROJECT Continue to advance our business friendly atmosphere In February 2013, the Business Advisory Board held its first meeting and continues to meet on the 4t" Monday of each month. At this meeting, the Board requested that the Village consider amending the temporary sign code addressing commercial as to the material and validate the length of time "For Sale" and "For Lease." This item will be going to first reading on May 9, 2013. Proposed FY2014 Milestones and schedule: In the FY 2014 budget, we will be proposing the following: Add an expenditure line item (Business advisory board expenses) to allow networking events and create quarterly commercial newsletters. Cost estimate: 5K Request that the part-time code compliance position be changed to full time and be dedicated just for the commercial businesses and owners. Cost estimate: 70K Continue marketing the small business grant program. Continued on next slide. . . Financial Integrity (continued). . . PROJECT — Continue to advance our business friendly atmosphere (continued ). . . Educate and assist the commercial businesses to come into compliance with the NBOZ landscape regulations for properties abutting the Northlake Boulevard corridor. Develop and implement strategies for attracting new business - Oct 2013 Develop and implement strategies for assisting existing business - Oct 2013 Continue to evaluate and update strategies - Oct 2013 forward Financial Integrity (continued) . . . PROJECT — Ordinance Update The scope of the project should be modified to focus updating the following land development regulations: Planning Regulations (Chapter 21) Subdivision/Plat Regulations (Appendix B, Chapter 36) Landscaping Regulations (Chapter 27) Signage (Chapter 6) Appearance Plan (Appendix A) Zoning Regulations (Appendix C, Chapter 45) Continued on next slide. . . Financial Integrity (continued) , , , PROJECT — Ordinance Update (continued)... Milestones and schedule (2 years): The total cost for this project is estimated at $20OK: FY 2014 estimate is 125K Concurrence by Council and authorization to proceed with selection of Consultant - November 2013 Staff identification of critical need ordinances - January/February 2014 RFP, Selection, Negotiation, and Contracting with Consultant - May 2014 Consultant Contract Performance - June 2014 - April 2015 (10 months) Staff review and preparations of recommendations for Council approval - August 2015 Council Approval - October 2015 - January 2016 Adoption of new ordinances - January 2016. Financial Integrity (continued) , , , PROJECT — Future annexation targets This item was presented to the Village Council at its January 24, 2013 Workshop Session and was considered a lower priority project. Based on the previous annexation studies, any future annexation will be dependent upon opportunity (i .e. voluntary annexation) There is no funding being requested at this time. The Planning Department will continue to advocate voluntary annexation . Financial Integrity (continued) , , , PROJECT — Unfunded Liabilities Staff has met with both pension boards and obtained a current assessment of the financial health of both plans. As a part of that evaluation, actuaries provided reports to the pension boards and investment advisors have also provided updates of the success of the investment portfolios of both plans. For both plans, it is clear that remarkable progress has been made in the past couple years in terms of assuring financial viability. The general employee plan has improved its funding of future liabilities by over 30 percentage points to 71.6% funding and the police and fire pension plan has achieved the industry standard benchmark of 80% during this period as well. In both cases, it is clear that the plans are on solid footing, due primarily to elimination of cash payouts as an option and to the excellent performance of the plan investments. A presentation of the police and fire plan status was made to the Council on April 11, 2013. A similar presentation for the general employee fund will be made within the next two months. Plans are to have recurring presentations to Council regarding status and progress in assuring future solvency. Quality of Life PROJECT — Resident Focus Groups: Market Analysis Improvement Project Two presentations have been made to Council in recent months describing the methodology and benefits of proceeding with this project. Recently, Erin Carpenter, resident and expert in market analysis provided the Council with an independent perspective of the project and also her assessment of projected cost. Council asked that we continue to refine the strategy for this project and incorporate it as a part of the 2014 budget. Following are the steps we propose taking this year and in budget year 2014 in support of this improvement project: • Development of scope in preparation for issuance of an RFP — April Resources — Improvement project team Preparation of RFP — April Resources — Improvement project team and Counsel • Issuance of RFP subject to availability of funding — April Resources — Counsel and improvement project team Proposals due May 29th Award of RFP — July/ August Resources — Counsel and improvement project team Funding — $25,000 as a part of general fund budget • Contract performance — October-March, 2014 + Resources — Contractor and improvement team oversight Quality of Life (continued) . , . PROJECT — Preservation of Neighborhoods After reviewing all data associated with the Neighborhood Improvement Transitional Neighborhood Team (TNT) initiative, management is confidant that those needs can be addressed in the normal budget process without an attached deployment price tag specific to TNT or Neighborhood Improvement. The Transitional Neighborhood Team is already heavily deployed and has had considerable success in the overall Neighborhood Improvement Strategic Plan. The needed support will be addressed through incremental overall overtime increases as needed, rather than breaking this item out as requiring separately identified funding (It is already a day to day integral part of the normal operation of Law Enforcement). No training needs specific to this item are necessary. Quality of Life (continued) , . .__I PROJECT — Anchorage Park, Phase 2 The conceptual changes for the Park are expected to go to Council for discussion in June 2013. The Village has applied for 4 grants totaling a sum of $800,000. The status of these grants will become clearer in late May or early June. Quality of Life (continued) , . .--1 PROJECT — Completion of Veterans Park The Bid Plans are in the final stages of being completed and will be going out to bid in early May 2013 . Construction for the project should commence in June 2013 with a completion date of October 2013. The Village has applied for a FRDAP grant in the amount of $ 200,000 which should be granted in May or June 2013 . Administration plans to use Developer fees for grant matching on this project. Improve Recreational Facilities x PROJECT — Renovation of Osborne Park Scheduled to begin in 2014 with the reevaluation of the 2000 Master plan by the Village's Recreation Advisory Board . After their recommendation the next step would be for the Council to allow the conceptual changes to be completed by an architectural firm . The costs would range between $5,000 and $ 10,000 for these conceptual plans. Improve Recreational Facilities (continued). . . x PROJECT — Evaluation of Country Club and Services Council discussed this improvement project at two work sessions. They agreed that the project required further discussion before a decision could be made and also came to concur that this would be an excellent topic to include in the market analysis improvement project to ascertain the preferences and opinions of residents regarding the future of the country club. �n �qnce Spirit & Participation of Our Community iL PROJECT — Enhance Marketing and Communication TV's have been installed throughout the Village to display Village events and activities. Public Records are now available online for public access via easy to use search interface. Additional projects to follow include the following: Re-design of the Village website Village smartphone app Continuously Evaluate The Way We Work & Compensate Our Staff PROJECT — Work Process Improvements Efficiency studies of current processes will reduce redundancies and streamline procedures. This will also help to identify areas where the Village is at risk for non-compliance of current standards and ensure full productivity levels are maintained . The Safety Committee is currently preparing to perform Safety Analysis Inspections of work processes, which should be easily adapted to incorporate efficiency improvements. Continuously Evaluate The Way We Work & Compensate Our staff (Continued). . . PROJECT — Evaluation of employee policies, job evaluation and appraisal system , training, compensation , timekeeping, safety, and wellness See status on each individual subproject... Continuously Evaluate The Way We Work & Compensate Our Staff (Continued), , , Subproject: Develop a pay plan and compensation study The results of the Compensation Study contracted by Evergreen Consulting are expected to be finalized by the end of April, and will be presented to the Council in a Village Council Workshop at the beginning of the budget process. The financial impact will be determined by decisions of the Village Council. Subproject: Develop a web based appraisal and evaluation system The current evaluation process is a manual process created in 2004. The evaluations are time consuming and have not been appropriately adapted for all job positions. Employees have little chance to contribute self- evaluation or contribution, and the process to track evaluation dates and completion compliance is cumbersome and obsolete. Staff recommends transitioning to an on-line evaluation system which would save considerable staff time, streamline our current process, and ensure that the evaluation criteria is pertinent to the position. This would also allow employees the opportunity to invest in the process and provide input. The cost for this project will be approximately $15,000 for implementation, with an annual renewal cost of approximately $5,000. Continuously Evaluate The Way We Work & Compensate Our Staff (Continued), , , + Subproject: Improve training and development of employees Currently there are no structured Village Training Programs offered by the Village to help staff progress through their careers and develop supervisory and management skills. Staff recommends contracting with the Florida Institute of Government to offer classes to Supervisory and Management Staff. This will help combat turnover as the economy improves, help our staff become better managers, and help to ensure that Village Residents continue to receive excellent service from awell-educated and invested management team. Approximate cost to offer quarterly training programs will be $15,000. +- Subproject: Improve our timekeeping system A system was approved for purchase and is currently in the process of implementation Continuously Evaluate The Way We Work & Compensate Our Staff (Continued), , , Subproject: Develop a comprehensive safety program The Village Safety Committee has been re-formed and meeting monthly. The members of the Safety Committee represent each department of the Village, and the Crash Review Board is in the process of being integrated into the Safety Committee. The Safety Manual has been revised and is awaiting final approval. Safety walk-throughs of all Village facilities have been performed by a team of Village Employees and led by our Village Manager. A list of recommendations was determined with the assistance of our Village Fire Inspector, Village Building Official, and Chris Kittleson, our Risk Manager. These recommendations are in the process of being addressed by our Public Works Department. Safety Committee Members have been trained to perform Safety Walk-throughs of their individual departments. Each member is expected to identify safety and safety training opportunities at each meeting, which are addressed immediately. The next focus will be on Job Safety Analysis and implementing Safety Training across the Village. Continuously Evaluate The Way We Work & Compensate Our Staff (Continued), , . Subproject: Develop a comprehensive wellness program Wellness has become a vital current topic due to the impact of employee wellness on health insurance claim trends and the cost of health insurance premiums to the Village. Wellness also has a big impact on employee safety. The Village has formed an Employee Wellness Committee. This committee consists of volunteers from each department, and is championed by the Human Resources Department. Currently the committee is working with our Benefits Broker, the Gehring Group, and our health insurance provider, Cigna, to develop wellness programs, wellness training opportunities, and the annual Health and Wellness Fair which will be held this summer. Committee Members have been challenged with determining how to develop the buy-in of their fellow employees, and how to boost participation across the Village. Funding for Employee incentives and Village programs and activities will cost approximately $2,500. Continuously Evaluate The Way We Work & Compensate Our Staff (Continued), , , Subproject: Evaluate and modify existing personnel policies and develop an associated employee handbook Currently all Village Personnel Policies are documented and maintained as separate policies. Although these policies are available upon request by employees, there is no current consolidated Employee Personnel Manual. The last Village Personnel Manual was written in 1997, and many laws have since been changed drastically. Three Union Contracts which frequently conflict with the existing Personnel Policies lead to confusion and inconsistent messages. This put the Village at risk legally, which in turn puts the Village at risk financially. Although the majority of this project can be completed by Village Staff, this will require stringent legal review to ensure full compliance with all federal, state, and local employment law. Cost will run between $3,500 - $5,000. FY 2014 Estimated Cost for Improvement Projects . r -T--4. Cif 14 i ' -ifCZf/ f--%. Business Friendly Atmosphere = $ 75,000 Ordinance Update ( FY 2014 portion ) _ $ 125,000 Marketing Analysis = $ 25,000 Osborne Park = $ 10,000 Job Evaluation & Appraisal System = $ 20,000 Improve Training & Development = $ 157000 Wellness Program = $ 27500 Employee Handbook = $ 59000 Tota 1 $ 2779500 forth Palm Beach Villa p Couucil FY2014 Budgct Workshap Proposed Schedule Additional budget workshop is needed in May to discuss the following items (each item impacts the preparation of the FY 2014 budget), Dav: Date: Time: Subject: ednes(b April 24" 7:00 pin-_0.00 pm Counr;1 Goal SEtW19 Pay plan & compensation • Level of Service - CC Restaurant Friday May a�(renta,tve) 10:DD am-4:00 pin Staffrxttdget] Rfftcat • Impact of Labor Negotiations 1 CP -, �� • RFP - Workers' Compensation & wedne"Y July Property/Casualty Insurance Wmflesday JWY 17`' 7-00 pat— :0-04 pm General Fmd Budget(c5ve mr-1V', Thursday July 251, Couacil Meeting Muager's Proposed Budget Pr.E�seutaficu wednesday August 7ft T 44 gnu— .4;04 pm General Fund Butt (Public Salty,CmmL Uak AAwnq and a�g-er) W ednescby- August 14& 7:00 pm—:0:00 pm General Ftusd Budget(Public Works, Comma city Ekvelopmdent and Library) Wednescby- August 21" 7:00 pm-10:00 pm General Fund Budget(Parks& ltecteation HR-Finance_ U, and Dett&OBxer) Wednesday August?S`h 7:00 pm-10:00 pm Budget Reca-3 and Millage discassians * The FY2014 Budget Workshop schedule haz been de--eloped to sen-e as a stride only dates and timei are subject to change mi accordance uitti the"public meeting" pfmisions of F SS)_ Questions Answers