FY 2014 ADOPTED BUDGETADOPTED BUDGET
VILLAGE OF NORTH PALM BEACH, FL
FY 2013w2014
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PPJMNTED TO
Village of North Palm Beach
Florida
For the Fiscal Year Beginning
October 1, 2012
Prnidcrl Ex¢C{7[i7'@ Direcun
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Award Presentation Award to the
Village of North Palm Beach,Florida for its annual budget for the fiscal year beginning October 1,2012.
In order to receive this award,a governmental unit must publish a budget document that meets program criteria as a policy document,as an operations guide,as
a financial plan,and as a communication device.
This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to
GFOA to determine its eligibility for an award in 2014.
FY 2014 Adopted Budget Page 2 of 294
Guide for Readers
The purpose of this section is to provide the reader with a guide to 4. The Budget as a Communications Device:
the document's contents: where and how to find the information
and how to understand or use the information. The budget is designed to be user friendly with summary
information in text, tables and graphs. A glossary of
The Fiscal Year 2014 Annual budget for the Village of North Palm budget terms is included after the Appendix section for
Beach, Florida is intended to serve four purposes: your reference. Finally the budget includes the Budget
Message Section which provides the reader with a
1. The Budget as a Policy Guide: condensed analysis of the fiscal plans of the Village for the
upcoming fiscal year.
As a policy document, the budget indicates what services
the Village will provide during the twelve-month period Copies of this document are available for review at the
beginning October 1, 2013 and why. The Budget Message Village Clerk's office and the Village Library. In addition,
summarizes the challenges facing the Village and how the this document can be accessed through the internet at
budget addresses them. The Department budget sections http://www.village-npb.org.
provide major goals and objectives for each department in
the Village. The table of contents lists every subject covered in this document
and its page number. As a further aid, the budget document is
2. The Budget as a Financial Plan: divided into the following seven major sections:
As a financial plan, the budget outlines how much Village Introduction
services will cost and how they will be funded. The Budget
Summary provides an overview of the budget, including This section includes the budget message, which provides a
major revenue and expenditure categories. narrative of where we have been and where we are going in the
upcoming year. The message provides a broad perspective of
3. The Budget as an Operations Guide: services provided and discusses taxes and millage rates, changes in
operations, significant differences in revenues and expenditures,
As an operations guide, the budget indicates how services and the focus and direction of the budget year.
will be delivered to the community. The Departmental
budget sections outline the number of authorized positions The introduction section also includes general information about
and department appropriations approved by the Village the Village, its budget philosophy and process, debt administration,
Council for the provision of services by each department. fund balance overview and other general information.
An organizational chart is provided to show how the
Village is structured for efficient and effective work.
FY 2014 Adopted Budget Page 3 of 294
General Fund Appendix
This section provides revenue and expenditure summaries, budget This section includes the Glossary and a list of Acronyms used
comparisons and computation of taxable value. Also included are throughout this document.
details of all estimated revenues and departmental expenditures.
We hope this guide has aided in finding and understanding
An overview of each department is included in this section. Each information contained in the Village's budget. If any information
department's section includes the following: an organization chart, is unclear or if additional information is necessary, please call the
mission statement, goals and objectives, performance measures Finance Department at (561) 841-3360.
and major changes for each department.
Country Club Fund
This section includes all of the departmental details and
information as in the General Fund for the Village of North Palm
Beach Country Club.
Pay Plan
This section includes the Village's comprehensive pay plan and
pay ranges.
Capital Improvement Plan
This section includes the Village's five year capital improvement
plan.
Statistical Section
This section highlights multiple year comparative trend analyses
and data, physical, economic, social and political characteristics of
the Village.
FY 2014 Adopted Budget Page 4 of 294
Village of North Palm Beach
FY 2013-2014 Budget
Table of Contents
Description Page Number
Budget Cover 1
GFOA Distinguished Budget Award 2
Guide For Readers 34
Table of Contents 5-8
Introduction 9
Manager's Budget Message 10-15
Organizational Structure 16
Village Officials&Administrative Staff 17
Village Boards&Committees 18-20
Village Overview/Demographics 21
Village Zoning Map 22
Village History 23-26
Village Departments 27-29
Village Budget at a Glance 30
Budget Preparation Process 31-34
Fund Structure 35
Basis of Presentation,Basis of Budgeting&Budgetary Accounting 36-39
Financial Policies 40-42
Debt Administration 43-44
Fund Balance Overview 45-47
Strategic Planning 48-51
Long Range Planning 52-54
General Fund Budget 55
General Fund Organization Chart 56
General Fund Budget Summary 57
General Fund Revenues 58
General Fund Revenues Graph 59
General Fund Revenue Analysis 60
General Fund Revenue Detail 61-67
General Fund Expenses 68
General Fund Expense Graph 69
General Fund Expense Detail 70-72
General Fund Operating Highlights 73
Generla Fund Department Summaries 74
Village Council Organization Chart 75
Village Council Narrative 76-78
Village Council Department Summary 79
Village Manager Organization Chart 80
Village Manager Narrative 81-84
Village Manager Department Summary 85
Human Resources Organization Chart 86
Human Resources Narrative 87-91
Human Resources Department Summary 92
FY 2014 Adopted Budget Page 5 of 294
Village of North Palm Beach
FY 2013-2014 Budget
Table of Contents
Description Page Number
Finance Organization Chart 93
Finance Narrative 94-97
Finance Department Summary 98
Information Technology Organization Chart 99
Information Technology Narrative 100-102
Information Technology Department Summary 103
Village Attorney Narrative 104
Village Attorney Department Summary 105
Village Clerk Organization Chart 106
Village Clerk Narrative 107-110
Village Clerk Department Summary 111
General Services-Village Hall Narrative 112
General Services-Village Hall Department Summary 113
Public Safety Organization Chart 114
Public Safety Department Summary 115
Law Enforcement Org Chart 116
Law Enforcement Narrative 117-122
Law Enforcement Department Summary 123
Fire Rescue Org Chart 124
Fire Rescue Narrative 125-127
Fire Rescue Department Summary 128
General Services-Public Safety Narrative 129
General Services-Public Safety Department Summary 130
Public Works Organization Chart 131
Public Works Narrative 132-137
Public Works Department Summary 138
Public Works Administration Department Summary 139
Facility Services Department Summary 140
Vehicle Maintenance Department Summary 141
Sanitation Department Summary 142
Streets&Grounds Department Summary 143
Community Development Organization Chart 144
Community Development Narrative 145-149
Community Development Department Summary 150
Community Planning Department Summary 151
Building Department Summary 152
Code Enforcement Department Summary 153
Library Organization Chart 154
Library Narrative 155-157
Library Department Summary 158
FY 2014 Adopted Budget Page 6 of 294
Village of North Palm Beach
FY 2013-2014 Budget
Table of Contents
Description Page Number
Parks&Recreation Organization Chart 159
Parks&Recreation Narrative 160-163
Parks&Recreation Department Summary 164
Recreation&Special Events Department Summary 165
Tennis Department Summary 166
Pool Department Summary 167
Reserves&Other Narrative 168
Reserves&Other Department Summary 169
General Fund Charts&Graphs 170
Taxable Value&Ad Valorem Tax Revenue 171
Millage Rates 172
Ad Valorem and Budget Last Five Years 173
Ad Valorem Tax vs.Budget Table 174
Property Assessed Valuations 175
General Fund Expenses as a Percent of Assessed Value 176
General Fund Fee Schedules 177
General Services Fee Schedule 178
Code Compliance and Community Planning Fee Schedule 179
Building Department Fee Schedule 180-181
Buisiness Tax Receipt Fee Schedule 182-187
Public Safety Fee Schedule 188
Recreation Fee Schedule 189
Country Club Budget 190
Country Club Organization Chart 191
Country Club Narrative 192-196
Country Club Summary 197
Country Club Highlights 198
Country Club Revenues 199
Country Club Revenue Graph 200
Country Club Revenue Detail 201-203
Country Club Expenses 204
Country Club Expense Graph 205
Country Club Expense Detail 206-208
Department Summaries 209
Golf Budget Summary 210
Golf Membership Fees 211
Golf Club Memberships&Rates 212
Walk-In Rates 213
Food&Beverage Budget Summary 214
Administration Budget Summary 215
FY 2014 Adopted Budget Page 7 of 294
Village of North Palm Beach
FY 2013-2014 Budget
Table of Contents
Description Page Number
Pay Plan 216
Pay Plan Narrative 217-220
Comprehensive Pay&Classification Plan 221-224
Pay Ranges 225-228
Five Year Position Summary 229
Employees by Function(Last Ten Years) 230
Five Year Capital Improvement Plan(CIP) 231
CIP Narrative 232-237
CIP Chart 238
CIP Summary 239
CIP Department Summaries 240
General Fund Capital Outlay 241
Department Summaries and Capital Request Forms 242-273
Statistical Section 274
Operating Indicators by Function/Program 275
Principal Employers 276
Net Assessed Value&Estimated Actual Value of Taxable Property 277
Capital Asset Statistics by Function/Program 278
Ratios of Outstanding Debt by Type 279
Principal Property Taxpayers 280
Property Tax Levies&Collections 281
Property Tax Rates-Direct&Overlapping Governments 282
Appendix 283
Acronyms 284
Glossary of Terms 285-294
FY 2014 Adopted Budget Page 8 of 294
9droduclion
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THE VILLAGE OF Village Departments have included a detailed discussion of their
NORTH PALM BEACH individual goals, operational service, program improvements, and staffing
�nU1n� 501 U.S. Hwy 1,North Palm Beach, FL and capital project expenditures for their respective areas.
Telephone: (561)841-3380 • FAX(561)848-3344
This document is intended to make our Village budget process more
meaningful to officials, the Administration / Management staff and to
our residents. With our ongoing efforts to maintain an open exchange
of municipal information, understanding how Village resources are
September 26, 2013 received and expended is of great importance. As part of our continuing
effort to give access to all citizens, the Village Administration will place
The Honorable Mayor and Village Council this budget document on the Village website (www.village:Wb.org).
Village of North Palm Beach
North Palm Beach,Florida 33408 Budget Goals
RE: Fiscal Year 2013/14 Annual Budget The Village obtains a major portion of its annual general fund financial
resources (53.58%) from ad valorem property taxes. The Village does
To Honorable Village Mayor and Council, not assess many of the traditional taxes that other municipalities use for
generating revenue. Rather, it primarily depends on ad valorem taxes to
I am pleased to share this Fiscal Year 2013/14 Annual Budget for the fund services. As a result,residents are not assessed additional taxes for
Village of North Palm Beach. This budget reflects a plan to maintain utility, solid waste, storm water, or fire rescue.
and improve service to our Village residents for the coming fiscal year.
The budget allocates scarce resources among departments providing The preparation of this budget document continues to be challenging
financial resources that continue Village improvements. Department based on recent property tax reform legislation. However, improved
management has prepared an ambitious list of Village projects and property valuations and an improved state and national economy make
operational improvements that follow guidelines established by the 2013/14 budget year the most promising in recent memory. The
Council's goals and objectives. This budget document identifies broad following is a brief synopsis of those legislative reform bills that have
plans, operational responsibilities and financial guidance that will impacted the Village's budget over the past few years:
continue Village improvements throughout the coming year.
• HB 1B: Which was enacted in FY 2007/08 limits the authority
Budget Format of local governments to levy ad valorem taxes for the budget
years 2007/08 and beyond. For the FY2008/09 budget and
The Administration has taken steps to make this a user-friendly budget beyond, ad valorem taxes will be capped at the rolled back rate
document. This budget provides a common source of meaningful information plus an adjustment based on the growth of the per capita
for many different users. The budget depicts our Village managerial and personal income.
oversight responsibilities as outlined by the Administration's department
organizational structure (organizational charts). This managerial structure . Amendment One: In FY 2007/08 this amendment increased
assigns operating and oversight responsibilities among Village departmental the homestead exemption from$25,000 to $50,000 (for property
areas. The budget's organization charts incorporate all staffing positions values $50,000-$75,000), except for school district taxes.
recommended by the Comprehensive Pay and Classification Plan for each Amendment One also allows property owners to transfer (make
Department(the Comprehensive Pay and Classification Plan is included portable) up to $500,000 of their Save Our Homes benefits to
under a separate tab within this budget document). their next homestead when they move within the state.
FY 2014 Adopted Budget Page 10 of 294
With respect to non-homestead property, Amendment One 1. Protect the Financial Integrity of the Village in a Difficult
limits (caps) the annual increase in assessed value for non- Economic Environment
homestead property to ten percent, except from school district a. Seek alternative sources of funds including grants.
taxes. The amendment also provides a $25,000 exemption for b. Seek to influence Florida legislature in areas of unfunded
tangible personal property. mandates,taxation and revenue sharing.
c. Continue to advance a business-friendly atmosphere in the
The FY 2013/14 budget was developed collaboratively with assistance Village and work with the Northern Chamber of Commerce
from a wide array of the Village supervision and staff. This collaborative to encourage new businesses and promote economic
effort allowed the Administration to consider past and current practices development.
and procedures. In partnership with our Village staff, opportunities d. Actively pursue Annexation opportunities where and
were identified for new and improved services, programs, and projects. when available.
During this review, the Administration held several discussions with
members of our Village team to consider and develop enhanced services 2. Maintain a High Quality of Life in the Village
and projects for the coming fiscal year. Many of these projects are a. Improve and maintain Village waterways as a unique
summarized in the "General Fund Expenses" section following this Village asset.
narrative. The details of our Department operating plans, projects and b. Maintain the highest quality of public safety services through
improvements may be found in each respective Department's budget national accreditation of its law enforcement component
narrative. Using a collaborative budget preparation approach, the and through Fire Rescue level of service partnerships.
Administration maintained a balanced focus between high quality c. Enhance communications with residents through mediums
resident service, operating effectiveness and fiscal responsibility. such as the Village's newsletter and website.
d. Improve communication and response to the public;
In setting goals during the budget planning process, our staff team encourage suggestions from the public.
maintained an awareness of balancing our many levels of municipal e. Maintain service levels.
service with our valuable and scarce Village financial resources. In all f Update and maintain the Code of Ordinances to match
cases, the Administration placed the highest priority on services that are contemporary requirements.
most valued by our residents — with a commitment to provide these in
an effective and efficient manner. Our budgetary emphasis centers on 3. Maintain and improve all Recreational Facilities of the Village
the Council's budgetary goals: a. Maintain high levels of appearance and condition of
Village parks and recreational facilities, including the
Country Club.
b. Increase involvement in recreational activities by
expanding programming for all age groups.
c. Actively promote resident and non-resident use of the
Country Club facilities.
d. Enhance golf membership through increased member events.
e. Enhance and promote pool,tennis, and park amenities.
f Enhance and promote organized youth sport leagues and
programs within the Village.
FY 2014 Adopted Budget Page 11 of 294
4. Enhance the Spirit and Participation of our Community Budget Obiectives
a. Encourage Village resident participation in Village
Boards,programs and events. A general listing of our Village's annual budget Objectives are reflected
b. Improve communication with businesses; encourage in the following bullets. From a financial viewpoint, the Village's gross
participation of businesses in Village events. taxable property values have increased this year to $1,527,431,467.
c. Encourage Village volunteer service. The following budget Objectives have been developed by the
Administration and are reflected in this Budget:
5. Improve the Overall Appearance of the Village
a. Continue improvement of code compliance and education . Provide sufficient funding to maintain the Village infrastructure,
with special emphasis towards the abatement of nuisance roadways and facility maintenance.
and abandoned properties. • Ensure that Village equipment is replaced in a timely and
b. Support implementation of the Northlake Boulevard consistent fashion allowing staff to achieve and maintain high
Overlay Zoning to bring about uniform beautification. levels of quality and service.
c. Maintain uniformity of Village property design, colors . Evaluate current staffing levels in all Village Departments to
and signage. ensure the best and economically provided for community service.
d. Maintain high standards of overall appearance . Explore "outsourcing" opportunities of service related components
throughout the Village including commercial, residential, within the respective departments as a cost savings measure.
and Village-owned properties and roads. . Maintain a balanced budget while providing for needed non-
recurring capital project and equipment expenditures.
6. Continuously Evaluate the Way We Work and the Way We . Implement a program of improvements in employee
Compensate Our Staff compensation, benefits, personnel administration, and employee
a. Evaluate and update procedures and establish appraisals in accordance with discussions and agreements
performance measures. reached with Council.
b. Conduct department by department reviews of key work . Implement changes in both procurement and project
processes to determine what can be improved and management and recommended by staff and external auditors.
implement enhanced procedures.
c. Develop metrics for evaluation of work processes for The Village's Unassigned Fund balance is viewed by the Administration
eventual integration in a balanced scorecard as a barometer of Village financial stability. Annual capital appropriations
measurement system. in this budget give the Council some latitude of choice or deferral in
d. Build a human resources capability that brings the event of prolonged or unforeseen economic duress. The
consistency in policies and procedures across all Administration encourages establishing a minimum designation of
departments while remaining current, relevant, and Village General Fund Balance or core investments equal to
compliant with federal, state, and local personnel and approximately 35% to provide an important and meaningful
labor laws. financial balance that would be available in the event of unforeseen
occurrences. The General Fund Unassigned Fund Balance at
September 30, 2012 is $11.24 million, which represents 60% of the
Fiscal Year 2013/14 General Fund Budget. Note: The actual fund
balances for fiscal year 2012-2013 will be available upon
completion of the Village's annual audit in early 2014.
FY 2014 Adopted Budget Page 12 of 294
The Village's primary investment objective, in priority order of The parks continue to be maintained by an outside service, which
investment activities, shall be: safety; principal liquidity; and the has been funded under the "contractual services" line. The new
maximizing of investment income. The Village's investment Veterans Park will be completed in time for the Veterans Day
portfolio will be broken into two primary categories, Operating and observance. The park has also been configured so that it will be the
Core investments. The Village Administration will maintain local, focal point for our Holiday celebrations in December.
liquid funds equal to a minimum of one-twelfth of the adopted
budget. Administration will follow established investment strategies The Public Works Department is planning to continue oversight and
in accordance with the prevailing investment policy of the Village. maintenance of Village sanitation, infrastructure, streets, facilities,
equipment, and roadways. This Department will focus on and play
The Administration has continued to refine and develop the a major role in maintaining and expanding our focus on community
Village's organizational structure to help shape and focus staff's appearance during the coming year. Roadway appearance will be
responsiveness, accomplishments, training, supervision, and emphasized with improved median and swale plantings. Public
performance. The Administration notes the significant cost of Works will also play a key role in our expanded emphasis on both
Village employee compensation and benefits (accounting for project management and procurement.
roughly 75%of the Village General Fund budget).
The Public Works Department will also continue to evaluate the
Budget Highlights: way we collect our trash. In the last year, a total of 4 accidents with
Jitneys have occurred and we need to develop a safer and more cost
The FY 2013/14 budget reflects a renewed commitment and effective approach to trash collection. With the scheduled
predictable funding for community infrastructure in areas such as replacement of one of our large packer trucks,we see an opportunity
roadways, neighborhood sidewalks and lighting, public buildings, to implement a new concept on a test basis that will reduce the risk
and park facilities. of injury and ultimately be more cost effective.
The Community Development Department continues to meet the The Police Department has continued improvements in
unending demands of our Village's business and neighborhood neighborhood outreach, crime suppression and crime clearances.
redevelopment. Community Development will continue to concentrate For the second consecutive rating period (3 years), the Village's
staff resources in areas of construction, permitting, licensing, and Police Department received the coveted CALEA National
community planning while reinforcing improvements in customer Accreditation for law enforcement agencies.
service. The continuing analysis and pursuit of annexation opportunities,
zoning and redevelopment enhancements and improvement of our Through diligent efforts of Council and staff, the Country Club
business and development regulations is also a function of the finances have stabilized, from the standpoint of both golf and
Community Development Department. This Department will better restaurant operations. Village Administration will continue to
align our Village with statutory development guidelines and help to evaluate both financial and operational aspects of this facility with
meet steadily growing expectations of homeowners and developers. an aim toward delivering high quality service and an enjoyable
recreation experience. For the coming year, Administration and
The Parks and Recreation Department continues to enhance programs Council will commission a market analysis project that will solicit
to all age groups and at each of the six facilities. The newly input from residents on a variety of issues including the future of the
redeveloped Anchorage Park will host a variety of events in this County Club facility. Information from that research will help us
upcoming year to include: movies in the park; organized volleyball create a vision for the future which we can integrate into planning
leagues; the Village's annual fishing tournament; and Heritage Day. for both programs and facility improvements at the clubhouse.
FY 2014 Adopted Budget Page 13 of 294
The Administration continues with implementation of an optical records types of personnel changes have been made in prior years; however,
storage system, which will be an ongoing project. This system will there are isolated personnel changes recommended to provide for
be used by all Village operating departments(Community Development, improvements to our organizational structure.
Finance, Human Resources, and Country Club). Optical record
storage systems are now widely used by governments and meet all Retirement contribution levels for the General Employee "Defined
State record storage requirements. This allows the Village to transition, Benefit" Retirement Plan will increase from 19.86% to 20.82% in
over time,from paper records to optically stored records. Optical storage the coming year while employee contributions remain at 6%.
permits digital "look up" of any optical record "at will" through the Retirement rates for Police & Fire will increase from 20.39% to
convenience of a simple computer search. 21.08% while employee contributions are planned to remain at a
level of 2%. The Village's required contribution for the "Defined
Optical storage systems are commonly used by many local governments Contribution" plan, available through ICMA RC, is fixed at 15%
and the cost is relatively modest when considering the time-savings with a required 3, 5, 10 or 15% contribution by the participating
and customer service improvements they offer. employee. FPE and Police &Fire pension matters are subject to the
Village's collective bargaining negotiations.
The Village's operating millage rate would decrease to $6.8731 mils
(The current millage rate is $6.9723 mils). This millage rate reflects Debt Administration
an increase in tax revenues of$128,526 or 1.31%when compared to The Village, in FY 2009/10, paid-off its last remaining General
the current fiscal year. There is an increase of$1,115,188 or 6.37/o Fund debt obligation and is now debt-free. This move was made
in the Village's operating budget from that of this current year. The possible through cost saving measures to include: workforce
Village has no outstanding general obligation bond debt; therefore, reduction strategies and the utilization of the General Fund
the combined total millage rate of the Village would equal 6.8731 Unassigned Fund Balance. In the Country Club Enterprise Fund
mils. Much of our Administration's budget deliberations reflect loan repayments are reflected as appropriate and have been provided
judgment "trade-offs" between increasing costs, desired service for in this budget as required by each existing Village loan agreement.
improvements and the need for capital items.
Personnel Staffing and Benefits Budget Conclusion
The FY 2013/14 Budget reflects continued improvement to citizen
Administration will implement the recommendations of the services, public safety, public facility maintenance, and emphasizes
compensation plan completed by Evergreen Consultants. Those improved community appearance and financial stability. The
recommendations are an integral part of the proposed budget for FY budget plan promotes the administration of the Village in an
2013/14 and will include modifications in our approach to effective, efficient manner. Most importantly, the budget provides
administration of compensation and of the appraisal system. necessary resources for the Village of North Palm Beach to maintain
Additionally, the Village will apply more resources toward training and further improve services to our 13,000 residents.
staff, in order to make sure employees are equipped with the tools
they need to offer exemplary service. We will continue emphasis on Several operating and capital improvement project highlights are
succession planning to encourage staff to develop their skills and planned in the FY 2013/14 budget that supports the goal of
capabilities in preparation for growth within the organization. continually improving our Village using a"Resident Service" focus.
There are no personnel changes being recommended this year that Many of these budget highlights are shown on tables in the
would affect a significant number of employees as most of those following pages.
FY 2014 Adopted Budget Page 14 of 294
In summary, the FY 2013/14 budget recommends the following
operational funding:
• Establish the Village Operating"Millage Rate" at 6.8731 mils
• Utilization of $442,833 from the General Fund Reserve for
Future Tax Relief to reduce the millage rate
The preparation of this Annual Budget document could not have
been accomplished without the tireless collaboration of all Village
departments and the notable assistance of our Finance Department staff.
The Village Administration would also like to acknowledge and
thank Village Council for their collective guidance, diligence,
perseverance,and stewardship during this difficult budgetary process.
With respect to the workforce reduction strategies, decisions made,
were neither easy or without tremendous heartache. All available
options were exhaustively explored with a steadfast goal to improve
service delivery levels while reducing costs.
Several budget workshop meetings were held during the months of
July, August, and September where Council has meticulously pored
through the substance and content of this Budget. All refinements
are incorporated in this "Final" FY 2013/14 Annual Budget
document.
Respectfully submitted,
Ed Green,Village Manager
Village of North Palm Beach,FL.
FY 2014 Adopted Budget Page 15 of 294
VILLAGE OF NORTH PALM BEACH
Organizational Structure
VILLAGE BOARDS
-Audit Committee
The Residents -Business Advisory
-Construction Board of Adjustment
-Golf Advisory
Village Attorney -Library Advisory
-Pension Boards
Village Council -Planning Commission
-Recreation Advisory
Village Clerk -Waterways Board
-Zoning Board of Adjustment
Village Manager Country
Club
F_ I I I
Community Human Information Parks Law Fire Public
Development Finance Resources Technology Library & Enforcement Rescue Works
Recreation
FY 2014 Adopted Budget Page 16 of 294
Village Officials and Administration Staff
Village Council:
1ALc _
Mayor Vice Mayor President Pro Tern Council Member Council Member
William L. Manuel Darryl C. Aubrey Robert A. Gebbia David B. Norris Doug Bush
Administrative Staff:
Village Manager .........................................Ed Green Director of Library ................................ Betty Sammis
Village Clerk ........................................Melissa Teal Director of Parks & Recreation .............. Mark Hodgkins
Village Attorney ............................. Leonard G. Rubin Director of Human Resources ...................Loren Slaydon
Chief of Police .....................................Richard Jenkins Director of Information Technology.......Michael Applegate
Director of Finance ............................... .Sarnia Janjua Director of Food& Beverage ..................Dave Naumann
Director of Public Works ..........................Brian Moree Director of Golf Operations.........................Lee Stroever
Director of Community Development ........... Chuck Huff Fire Chief..........................................J.D. Armstrong
Note of Annreciation
We would like to thank all staff members for their contributions during the preparation of this budget document. Staff's demonstrated
dedication and commitment to the Village ensures that the Village is "the Best Place to Live under the Sun."
FY 2014 Adopted Budget Page 17 of 294
Village Boards and Committees
The Village Council of North Palm Beach appoints members of The Village of North Palm Beach has eleven (11) Boards,
the community to boards, commissions, and committees to act in Commissions, and/or Committees:
an advisory capacity to the Council, Manager, and Departments ❑ Audit Committee
of the Village. The Village Council may create a board or ❑ Business Advisory Board
committee in connection with any functions of the Village, or ❑ Construction Board of Adjustment
may create an ad hoc committee of limited duration. North Palm ❑ Golf Advisory Board
Beach board, commission, and committee members serve at the ❑ Library Advisory Board
pleasure of the Village Council. Members of the Village Council ❑ General Employees Pension Board
attend meetings of Village boards, commissions, and committees ❑ police & Fire Pension Board
on a rotation schedule in order to remain informed of Board ❑ Planning Commission
business and concerns. ❑ Recreation Advisory Board
Each appointed body has a specific scope of authority as ❑ waterways Board
provided by the Village Code of Ordinances and/or Florida 11 Zoning Board of Adjustment
Statutes. Boards, commissions, committees, and task forces may
have administrative, managerial, quasi-judicial, investigatory, Audit Committee
and/or advisory powers dependent upon the enabling legislation. The primary responsibility of the
Boards, commissions, and committees are not responsible for Audit Committee is to oversee
day-to-day operations of the departments, operating policies of and monitor the independent
departments or the business decisions of the local government. audits of the Village's financial
statements from the selection of
Municipal advisory boards, commissions, and committees are the independent auditors to the
comprised of dedicated citizens who volunteer their time and resolution of audit findings. The
expertise to help their community. Boards, commissions, and Audit Committee facilitates communication between the Village
committees are an integral part of citizen participation in local Manager's office, the independent auditors, and the Village Council,
government and an important asset to the Village for proper and serves as an advisor to the Village Council. The Audit
growth and development and the long-term stability of our Committee also has an annual responsibility to present a written
community. Our volunteers provide vital input in the decision- report to the Village Council, which shows how the committee has
making process regarding present and future activities, programs, discharged its duties and met its responsibilities. The written report
and policies. also includes its findings as to the independent audits of the Village's
financial statements.
FY 2014 Adopted Budget Page 18 of 294
Business Advisory Board Construction Board of Adiustment and Appeals
The Business Advisory Board serves as a liaison between the The Construction Board of Adjustment and Appeals hears appeals
owners of businesses within the Village and the Village Council. of decisions and interpretations of the building official and
The Business Advisory Board promotes business development considers variances of the technical codes.
and supports and sustains existing businesses by identifying
business opportunities. General Employees Pension Board
Golf Advisory Board The General Employees Pension Board performs all duties and
enjoys all rights and powers vested by law or ordinance and is
The primary responsibility of responsible for administering and effectuating the provisions of the
the Golf Advisory Board is to law relating to the general employees retirement fund.
support and effectuate an
outstanding golf experience at Police and Fire Pension Board
t an affordable price through The Police and Fire Pension Board performs all duties and enjoys
superior customer service, all rights and powers vested by law or ordinance and is responsible
high quality playing for administering and effectuating the provisions of the law
conditions, and a wide variety of golf services tailored to relating to the retirement fund for police and fire employees.
members, residents and guests. The Golf Advisory Board has
the duty to administer, review and interpret the Golf Course
rules, regulations, policies and procedures, which include the Planning Commission
following areas: member and resident comments and concerns; The Planning Commission is
course procedures relating to starting times; shotgun events; designated as the
tournament scheduling; charitable outings; special member governmental entity to act as
events; and course and facilities condition. the "local planning agency" in
accordance with F.S. 163.
Library Advisory Board The Planning Commission
The Library Advisory Board holds public hearings and
serves in an advisory capacity makes recommendations regarding amendments to the appearance
to the Village Council and plan, the issuance of certificates of appropriateness, reviews
- preliminary and final plats, and performs any duties which lawfully
makes recommendations as to may be assigned to it by the Village Council. Prior to annexation
present and future activities, and changes to zoning ordinances, the Village Council seeks the
planning, programs, capital advice of the Planning Commission.
improvements and facilities and other matters relating to the
overall function and operation of the North Palm Beach Library.
FY 2014 Adopted Budget Page 19 of 294
Recreation Advisory Board Zoning Board of Adjustment and Appeal
The Recreation Advisory The Zoning Board of
Board serves in an advisory Adjustment hears and decides
capacity to the Village Council appeals and variances. The
and makes recommendations Zoning Board of Adjustment has
as to present and future the power to authorize variances
recreation activities, planning, from the terms of the ordinance
recreation programs, capital as will not be contrary to the
improvements and facilities and other matters relating to the public interest when, owing to
overall recreational activity of the Village other than its special conditions, a literal enforcement of the provisions of the
waterways. ordinance would result in unnecessary and undue hardship. In
order to authorize any variance from zoning ordinances or
Waterways Board regulations, the Board must find that certain conditions exist,
The mission of the Waterways according to specific requirements set forth in the Code of
Board is to ensure that the Ordinances. The Zoning Board of Adjustment hears appeals when
waterways located within the it is alleged that there is an error in any order, requirement,
decision, or determination made by an administrative official in the
Village, and the marina
located at Anchorage Park, are enforcement of any zoning ordinance or regulation.
maintained, operated, and
improved to provide the safest, most efficient, economical and
environmentally-sound water transportation route in the Village
and to provide sound use of Village waterways that serve
business, commercial fisheries, and recreation. The Waterways
Board is responsible for identifying, analyzing, addressing, and
publicizing issues that affect the Village waterways, citizens, and
users. The Waterways Board is charged with building
community support through education of its members,
prospective members, community groups, and relevant
government officials. The Waterways Board recommends
improvements and establishment of policies to the Village
Council.
FY 2014 Adopted Budget Page 20 of 294
Village Overview / Demographics
Location The Village also manages an enterprise operation which is the op-
eration of its golf and Country Club.
The Village of North Palm Beach is located on the sunny east coast of
Florida, 9 miles north of West Palm Beach in Palm Beach County. Population
The land area of the Village is approximately 5.2 — The Village is primarily a residential community with a population
square miles. The Village has an abundant of approximately 13,000 which increases to approximately 20,000
amount of waterfront property created by a num- Tallahassee* c,son,iMe during the winter months by residents who list their northern homes
ber of lakes, canals, and the Atlantic Ocean. D an as their official place of residence. Residents are generally in the
�J•�+
With such assets as warm weather, sunshine, Ta middle to upper income brackets.
golf, ocean fishing, boating, sandy beaches and North palm Beach
balmy breezes, the Village has much to offer en- Demographics
thusiastic people who are raising families or are
looking to retire. - - ` Per Capita Income ............................................. $45,563
Median Household Income................................... $65,815
Village Government Median Age.........................................................50.4
Infrastructure
The Village of North Palm Beach was incorporated as a political subdivi-
sion of the State of Florida in 1956. Village government operates under Public Safety
the Council-Manager form of government. The Village Council consists Police Stations .................................................1
of five, non-partisan at-large council members, elected for two year, over- Fire-Rescue Stations ..........................................I
lapping terms, with a Mayor, Vice Mayor, and President Pro Tem selected Public Elementary Schools (County) ................................I
each year by the council members. The Village Council meets in regular Leisure Services:
session twice each month for purposes of setting policy and carrying out Tennis Courts ................................................12
the legislative matters of the Village. The Village Council appoints the Marina .........................................................I
Village Manager,Village Clerk, and the Village Attorney. Swimming Pool .............................................. I
Parks ........................................................... 4
The administrative day to day responsibilities are carried out through the Libraries ....................................................... I
Village Manager. The Village Manager acts as the Chief Administrative Country Club:
Officer of the Village and is responsible for directing all Village employ- Golf Course ...................................................I
ees other than those hired directly by the Village Council. Driving Range ................................................I
The Village provides a full range of municipal services including Public General Government
Safety, Sanitation, Recreation, Library, Streets & Roads Maintenance, Number of General Govt. Buildings .....................I I
Public Improvements, Planning, Zoning & Building, and General Ad- Public Works
ministrative Services. Miles of Streets ............................................. 36
Number of Street Lights ................................. 513
FY 2014 Adopted Budget Page 21 of 294
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Village History
North Palm Beach Area before Incorporation: 1928 A hurricane with 130 mph winds caused Lake Okeechobee
1892 Albert Sawer was given a warranty deed by the State of to overflow its banks and drown 3000 residents who lived
near the lake. The hurricane wrenched the concrete Ear-
the land before 1907. This land included Lake Park and
Florida with the stipulation that he improve, cultivate or sell man River bridge from its mooring, demolished all but a
few of the 100 Lake Park homes, uprooted and leveled
North Palm Beach. Sawyer died in 1903 and willed the trust Kelsey's 3 timber mills, and the entire Park Avenue shop-
to his son, Albert. The 1907 deadline was extended to 1927. ping district, and ruined the vital credit rating of this once
1919 Albert Sawyer, Jr. sold the deed to Barton Peck in 1915 for thriving town.
$1140. Peck sold the deed to Harry & Mabel Kelsey for
$100,000. Kelsey moved to Silver Beach and bought 14
miles of oceanfront and lakefront property between Miami &
Jupiter, including 100,000 acres which later became Kelsey
City/Lake Park and North Palm Beach. He purchased the
Florida East Coast Canal, which is part of the Intracoastal
Waterway, and operated it as a toll waterway with a toll chain
across the intracoastal to stop boats and collect a fee. Dredg- "The Earman River Bridge"
ing became costly so Kelsey sold the waterway to the state.
Many of the pioneer families who had purchased homes in
1923 Kelsey City was incorporated in 1923 after Kelsey had laid Kelsey City fled North, abandoning their demolished
out his carefully zoned town. Over 100 houses were built by homes, defaulting on their mortgage payments and causing
him and these homes sold quickly. the Kelsey City Bank to fail. In Florida, if property taxes
went unpaid for 2 years, the state took title to that land.
1926 Kelsey, with the help of Paris Singer (Singer Island is named The unpaid taxes totaled $300 per lot and went up for sale.
after him), built an 18 hole golf course and Winter Golf Club- Kelsey, very disillusioned that his carefully planned town
house ("The Winter Club") on the land where the NPB Coun- was in ruins, abandoned his first original home on the
try Club sits now. southwest corner of U.S. Highway One and Park Avenue
and left Kelsey City.
t 1 �
1929- Sir Harry Oaks purchased the Winter Club and all the NPB
A _ 1930 land from Kelsey. Oaks added a south wing to the Winter
Club. Oakes opened the golf course to winter visitors but
jjjPF"_ closed it shortly after the stock market crash of 1929-30.
Oaks moved his family to Nassau and spent considerable
"Golfers at the Winter Club" "The Winter Club late 1920's" time in London.
FY 2014 Adopted Budget Page 23 of 294
1926- In the period of time from 1926 when Kelsey built the North Palm Beach after Incorporation:
1955 Winter Club and 1955, the land consisted of 7 square miles
of sugar sand and scrub palmetto and fewer than 100 indi- 1957 The first business to be issued an occupancy permit was the
viduals living between Lake Pantry Pride / Food Fair at 101 U.S. Highway One. The
Park & Jupiter. The Tesdem first three permits for occu-
Company, formed by Harry pancy were issued to: 402
Oakes' Estate, held trusts of over S. Anchorage Dr., 406 S. o
1000 lots in Lake Park and all Anchorage Dr. & 410 S. y
the land in NPB including both Anchorage Dr.
sides of U.S. Highway One. illi
"Bus from Palm Beach to the "402 S.Anchorage Dr."
Winter Club"
1958 The developers donated ten acres of land to the school board
1951 Harry Oaks' widow sold NPB land to Ralph Stolkin. and NPB Elementary opened for classes.
Stolkin used this land as collateral for a loan from John D. The National Association of Home Builders out of Chicago,
Macarthur. When Stolkin defaulted, MacArthur became sole chose NPB as an award winning community. This was the
owner of NPB and Lake Park. However, MacArthur was first time a Florida town had won! The criteria used in-
more interested in developing Palm Beach Gardens. cluded excellence in: landscaping, planning, schools, recrea-
tion, zoning, shopping, variety of home styles and public
1955 Richard and Herbert Ross purchased the NPB services in place. The layout for our Village had superior
properties from MacArthur's Bankers Land planning, and credit for this award-winning plan goes to
for$5 million. Richard& Herbert Ross.
1961 The Village purchased 145 acres around the NPB Country
Herbert Ross Club for $1,250,000 by issuing general obligation bonds.
NPB voters approved spending $400,000 to build a new
1956 Before NPB was incorporated, the Ross brothers had these clubhouse and Olympic size swimming pool. These im-
a Village Council consisting of pioneer first council
services in place: a utilities general manager, a Village Hall, provements opened in 1963 and the bond was paid off in
1988.
4""� members: Charles Cunningham, our first Mayor,
Richard Ross, Jay White, John Schwencke and John 1969 NPB Library, off Anchorage, was dedicated. Old Port Cove
D. MacArthur, a Fire and Police Chief, Anchorage condominium complex with over 1,000 units was started.
Park Marina and ramp, 75 miles of sewer pipes, a
bulkhead and dredged 20 canals and 3 lakes and a 1971 Twin City Mall opened at the corner of Northlake Blvd and
John Schwencke Village Manager. U.S. Highway One as Palm Beach County's second en-
closed shopping mall. This Mall was built onto the previous
08/13/1956...Together with Seward Mott Associates of grocery store/strip mall completed in 1959. The Mall was
Washington, D.C., a master plan was drawn and the Village demolished in the mid-1990s and has gradually been re-
placed by Palm Beach was incorporated by Tallahassee. placed by a mid-sized strip mall anchored by Publix.
FY 2014 Adopted Budget Page 24 of 294
1973 The University of N.C. chose NPB as an example of"one of 2008 The North Palm Beach Police Department
the few well planned communities its size in the U.S.A." received the acclaimed National Accredita-
tion through CALEA.
1980 1.5 miles of oceanfront land, which lay within the NPB
boundaries, was sold to Palm Beach County for $23 million.
It is now called John D. MacArthur Beach State Park. Village residents can take pride in a Village that
was first in Florida to be awarded the National
George Delacorte, a NPB resident, donated $600,000 toward `ry _ Association of Home Builders award for
building our second Community Center. The Delacorte Rec- 4 excellence, a Village that still looks new,
reation Building on Prosperity Farms Road was built with the escalating real estate, local government, efficient
stipulation that no fee ever be charged for use of the building. public services, and no commercial buildings
over 4 stories tall near the road on U.S. Highway
Harriet Nolan was elected as the first female NPB Council One or Northlake Blvd.
Member.
1981 Additional condominium complexes completed 2009 The old Seacoast Water Utility
2004 during these years. Plant at 603 Anchorage Drive was
transformed into a beautiful
1989 Judy Pierman elected as the first female Mayor of NPB. waterfront recreational destination.
1999 NPB Public Safety facility opened. At that The North Palm Beach Country Club
time, it had the most technologically Tennis Facility underwent an extensive
advanced equipment. renovation both on and off court.
2006 Jack Nicklaus redesigned the Village's golf course and
charged the Village $1 for his services. 2010 The Village of North Palm Beach Country Club took
over food and beverage operations of the Country Club
restaurant now known as the "Village Tavern."
V./T
AMY
FY 2014 Adopted Budget Page 25 of 294
2011 The Village Council reinvested money
back into the infrastructure of the
Village by replacing the concrete
street markers and stop signs with new
street poles and signs.
The Country Club Pool has been
completely renovated with new tile
and Diamond Brite. The Pool
* = Pump Room was also renovated
replacing a deteriorated ceiling
with new concrete and new
fencing.
The North Palm Beach Police Department
completed the first three-year CALEA r
(Commission on Accreditation for Law
Enforcement)re-accreditation process.
2012 The first runoff election for a Village Council seat in 37
years was held on March 27, 2012. Previously, the last
runoff election was in 1975. 1,466 votes were cast in
1975 vs. 1,493 in 2012.
2013 The Veterans Memorial Park dedication and ceremony
was held on Veterans Day, November 11, 2013. It is located
adjacent to the Village Library and across from Village Hall.
NORTH PALM BEACH
q
Yeterans Memorial Park
FY 2014 Adopted Budget Page 26 of 294
VillajZe Departments
General Fund: Village Administration. The Village Attorney's office
represents the Village in legal matters from the point of
The General Fund is used to account for most of the day-to-day inquiry to resolution and is committed to implementing the
operations of the Village, which are financed from property taxes, Village Council's policy of minimizing exposure and
fees, licenses, permits, fines and forfeitures, intergovernmental and potential liability.
other general revenue. Activities financed by the General Fund are
briefly described below. Additional information can be found in The Village Manager is responsible for the Village's day-
the department summaries. to-day operation; for implementing the Village Council's
policy and legislation; effectively and efficiently
General Government: administrating all Village departments; appointing and
supervising the Village employees; and approving and
The General Government provides administrative, legislative, submitting the proposed annual budget to the Council. The
financial and support services to all programs of the Village. The Village Manager's Office is a central location for citizens
activities within the General Government are those that are to access information; request assistance; or notify the
legislative in nature, that are necessary to implement legislation, various departments of potential, existing, or new
and that are supportive of activities within the Village. problems.
• The Human Resources Department is responsible for
• The Council represents the citizens of the community by coordinating the hiring of workers, developing benefit
enacting legislation, approving the budget, determining the packages, reviewing injury reports, preparing safety
tax rate, and establishing policy that encourages, promotes, reviews, examining workers' compensation insurance
protects, and improves the welfare of the Village of North claims, and preparing the staffing/comprehensive pay plan
Palm Beach. for the budget.
• The Village Clerk's Office functions as the Department of . The Finance Department is responsible for the accounting,
Records, and serves to record and preserve all proceedings budgeting and financial management of the Village. This
of the Village Council, administer Village elections, includes financial statement preparation, grant
respond to public records requests, and provide management, payroll, accounts payable and utility billing
administrative support to the Village Council and the functions. The Finance Department is responsible for
Special Magistrate. developing the budget with assistance from the Village
Manager and other departments and its subsequent
• The Village Attorney provides effective and timely legal submission to the Council.
representation and advice to the Village Council and
FY 2014 Adopted Budget Page 27 of 294
• The Information Technology Department is responsible for Public Works:
computer hardware and software applications used
throughout the Village. They monitor the Village's internal The Public Works Department is responsible for maintaining
networks and are responsible for ensuring they remain fully the Village's infrastructure and all Village green space
operational. This Division is also responsible for including roadways, parks, and medians. This includes
maintaining our website at www.villagenpb.org. maintaining irrigation systems, overlaying streets, installation
and repair of sidewalks, and providing park maintenance. The
Public Salty: public works department is comprised of the following
divisions:
The Public Safety services performed by the Village include: law . The Public Works Administration division
enforcement, fire and emergency medical services. These services, provides general supervision, department level
provided by the Law Enforcement and Fire Rescue Departments, management, and administrative support to all
are overseen by the Police Chief and Fire Chief respectively to
ensure the highest level of public safety services. divisions.
• The Law Enforcement Department's primary
• The Facility Services division provides
responsibility is maintaining peace, reducing crime, maintenance and custodial services to Village
protecting lives and property, and providing buildings.
professional service to the community. • The Vehicle Maintenance division maintains the
• The Fire Rescue Department is primarily responsible
entire Village fleet comprised of approximately
for administrating, directing, coordinating, and 120 vehicles, equipment, and rolling stock.
supervising the Village's fire, medical and emergency • The Streets & Grounds Maintenance division is
management functions. These responsibilities involve
planning, budgeting, emergency preparedness and primarily responsible for maintaining and
response, fire suppression, advanced medical life repairing the Village's roads, sidewalks, parks,
support treatment and transportation, fire prevention, and storm drain infrastructure.
fire inspection and investigation, operational training,
• The Sanitation division provides side-door
and public education.
garbage collection three days per week and trash
& vegetation collection two days per week.
Included in the trash & vegetation collection is
one day of recycling collection. The division
also provides recycling containers for the
residents.
FY 2014 Adopted Budget Page 28 of 294
Community Development: Administration:
The Community Development Department is responsible for Administration is responsible for the accounting and auditing of
administrating, directing, coordinating, and supervising land the golf course, driving range, pro shop and food & beverage day-
development regulation functions and Village operations involving to-day operations. Legal services and the property & general
site planning, permitting, inspections, geographical information liability allocation associated with the Enterprise Fund are
systems, and mapping. The Department is also responsible for provided for in the Administration section. The Country Club
enforcing the Village's Code of Ordinances. Contingency is also provided for in the Administration section.
Leisure Services: 9-0-IL.
The Parks and Recreation Department is responsible for The Golf department can be divided into two divisions: Pro Shop
Community events. They also provide Village recreational and Maintenance. The Pro Shop's functions include providing for
programs, operate the adult and youth sports leagues, provide tee times and retail sales for golf related items; starter and player
senior programs and operate the Village's swimming pool and assistance; cart & bag assistance; private lessons; and organization
Tennis Center. of leagues and tournaments. The Golf Course Maintenance
Division of the Golf Operation has been outsourced to an outside
The Village Public Library provides materials, services, and contractor who is responsible for all grounds and turf maintenance,
programs for community residents of all ages providing personal irrigation and all chemical applications. The clubhouse
enrichment and enjoyment, and meeting educational needs. maintenance is the responsibility of the Village.
Food & Bevera
Enterprise Fund (Country Club):
Historically, the Country Club Restaurant has been outsourced to
The Enterprise Fund is used to account for operations of the an outside contractor. In May 2010, the Village assumed the daily
Village's golf and Country Club, where the costs of providing operations for the Restaurant.
goods and services to the general public on a continuing basis are
financed or recovered through user charges. The Country Club can The Country Club Food & Beverage (F&B) Operation is a
be divided into three departments: Administration, Golf, and Food department of the North Palm Beach Country Club. F&B works
& Beverage. cooperatively with the Golf, Tennis, and Pool areas to enhance
tournaments, special events and the overall experience at the Club.
FY 2014 Adopted Budget Page 29 of 294
Village of North Palm Beach Fiscal Year 2014 Budget at a Glance FY 2014 vs FY 2013
The budget is a plan(both financially and policy driven)for the accomplishment of goals and objectives identified as Total Budget $22,399,867
being necessary to the purpose of our local government. As a financial plan,the budget includes estimates of resources
required,tax and non-tax revenues available to support implementation and the number of positions estimated to fulfill
the levels of service set forth by policy decisions. In other words,the"budget"is the legal authorization to expend Vil-
lage funds during the fiscal year. $20,000,000
$18,000,000
Budget Summary $16,000,000
$14,000,000 N m
$12,000,000
$10,000,000 m oFY 2013
58,000,000 w. w 0 F 2014
Pie total Village-wide fiscal year 2013,12014 budget is shovii belori.: $6,000,000
$4,000,000
GENERAL ENTERPRISE 1I7-ND x2,000,000
FITNI) i(OUNMYC:LL:B) TOTAI $ General Funcl Enterprise Fund
ESTIMATED REVENUES:
AD 17ALOREM TAXES $ 9,973;280 $ 9,973,280
UTILITY SERVICE TAKES 2,152,000 2,152,000
FRANCHISE FEES 1,050,000 1,0507000
SALES&USE TADS 263.935 263,935 Enterprise
LICENSES AND PERMITS 1,0927525 1,0927525 Fund
INTERGOVERNMENTAL REVENUE 1,327.964 1,327,964 17%
CHARGES FOR SERVICES 2,142,435 37688,437 5,8307872
FINES AND FORFEITURES 82;625 82,625
■General Fund
RESERVE FOR FUTURE TAX RELIEF 442.833 442,833 ■Enterprise Fund
-MISCELLANEOUS 87315 96,518 183,833 1ho
TOTAL ESMLIM M-ENOES $ 18.614,912 1 S 3,784,955 S 22.399.867
EXPENDITURES/EXPENSES= General Fund
83%
GENERAL.GOVERNMENT $ 2,272.321 $ 2,272,321
PUBLIC SAFETY 8,023,558 8,0237558
PUBLIC WORKS 4,234;100 4,2347100
COMMUNITY DEVELOPMENT 1,135,534 1,135,534 Budgeted Positions
PARKS AND RECREATION 1,9127978 1,912,978
LIBRARY 716,291 716,291 160
NON DEPARTMENTAL 320.130 48,529 368,659 140
GOLF 27153,993 2,153.993 120
FOOD&BEVERAGE 912,325 912,325 100
COUNTRY CLUB AD-N NISTRATION 107.226 107.226
OPERATLNG TRANSFERS OUT $0
OTHER 14,131 14,131 60
DEBT SERVICE 548,751 548,751 40
TOTAL ESTBLITED E_-UEYDMTRES $ 18,614,912 S 3,784,955- S 22 399 867 20
0
*dote:General Fiaid Budget is based oti a tuillage rate of S6.8?31 aids Full Time 26,3 Part Time
o2o,a
FY 2014 Adopted Budget Page 30 of 294
Budtet Preparation Process
The budget process incorporates the development, implementation Task Date
and evaluation of a plan for the provision of services and capital Village Manager presents proposed budget to Village
assets. The budget is to serve as a management and control tool by Council
measuring actual performance against budget standards, focus • Village Council sets Tentative Millage Rate July 25
attention on future operations and plans and improve • Village submits TRIM documents Bud et Workshops Jul 30-Au 28
communication of goals, objectives and plans. First public hearing on proposed budget:
• Announce percentage by which computed millage
The Village's budget process relies on a timetable of tasks and the exceeds roll back rate Sept. 12
planning of steps and meetings that must be maintained in order to • Adopt tentative budget
comply with state requirements for Truth in Millage (TRIM) as • Amendments(if any)
well as internal requirements for sound planning and fiscal • Re-compute proposed millage(if amended)
responsibility. The budget process begins with setting a calendar Advertise notice of tax increase and proposed operating Sept.22
of tasks for the coming months that meets all requirements and is budget within 15 days of 1St Public Hearin
approved by the Village Council. Below is the Village's Budget Second public hearing on proposed budget and approval of
Calendar prepared for the Fiscal Year 2013/2014 budget ordinances for final adoption of ad valorem millage rate and Sept.26
preparation process: budget 2-5 days after advertisement
Certification of "TRIM" compliance signed by Village
Manager and submitted to Tax Collector, Property Appraiser October 1st
Task Date &Department of Revenue
Village Council sets village-wide goals&objectives Apr 24 Budget document available for public distribution October 1st
Finance sends budget packages to departments May 17
Department capital item requests and 5 year capital plan due May 24 Through the budget process, an annual budget is developed that
Department organization charts and narratives (including May 31
goals, objectives, performance measures & integrates priorities and short and long-term goals as established by
accomplishments)due Council in order to meet the needs and goals of the Village and
Department operating requests&revenue projections due June 07 establish annual resource allocations. These resource decisions
Finance compiles department packages June 10-21 address desired quality of service; staffing levels; technology
Departmental budget review meetings with Village Manager June 24-28 needs, equipment and capital improvements; and programs
Property appraiser provides certification of taxable values July 1 considered to be priorities by the Village Council. The Village's
Finance compiles proposed budget for presentation to July 01-05
Village Manager for recommendation to Village Council fiscal year starts on October 1 and runs through September 30.
Budget Workshop—Country Club Overview July 10
Budget Workshop—General Fund Overview July 16
FY 2014 Adopted Budget Page 31 of 294
The Village's Budget Process can be divided into five phases: assess their value and the subsequent priority to the residents of the
Village. These internal analyses are necessary to determine service
• Policy & Strategy Phase needs and delivery improvements, cost savings and opportunities,
• Assessment Phase and required staffing levels.
• Development Phase
• Review Phase Development Phase
• Adoption Phase
Each department's budget package includes forms and instructions
Each phase is described below. to aid in the preparation of their budget requests. The forms
contain two prior years' actual data, the current year estimated
Policy& Strategy Phase actual, current year budget, requested amount for the coming year.
The departments describe the expenditures on the line item
Setting priorities for the Village is one of the most important justification form which follows the departmental breakdown of
responsibilities of Village Council and these goals and directives the line items. In addition to requesting dollars, the departments
set the tone for the development of the budget. In this phase, must submit departmental objectives that provide a strategy linked
Village Council and staff has the opportunity to reassess the goals to the Village's overall goals and policy agenda. The departments
and objectives within the strategic framework in order to provide must also provide current year achievements and organization
direction to the resource allocation and budgetary decision-making charts that identify changes from the previous year. The above
process. mentioned items are included in both the proposed and final budget
documents.
Annually, the service priorities and objectives for each fiscal year
are evaluated and the long-term financial plan is monitored and In a separate package, the departments submit requests for
updated in order to set direction for the development of the budget necessary capital outlay and capital improvement projects. Each
that is properly aligned with the broad goals and strategic department submits requests in order of priority. These include
directives. This includes an assessment of services, capital needs, cost and description, as well as justification for the need. Capital
issues and challenges, opportunities as well as a review of Improvement Projects are forecast in the 5-year Capital
economic trends and financial forecasts. Improvement Program(CIP) document. This allows the need to be
known in advance. The department must re-submit and re justify
Assessment Phase the need for the project during each subsequent budget process.
The projects include cost and description.
As part of the budget process, departments evaluate performance
towards meeting current and past goals and objectives and assess Review Phase
current conditions, programs and needs. Various financial
analyses, as well as productivity and staffing analyses, are The Village Manager and Finance Director review the
performed. Programs and services are also reviewed thoroughly to departmental requests, meet with the departments, and fund what is
deemed necessary.
FY 2014 Adopted Budget Page 32 of 294
Public Adoption Phase
• Between 65-80 days from date of certification the Village
In July, the Village Manager presents a proposed budget for the must hold a tentative budget and millage hearing. This
fiscal year commencing October 1 to the Village Council for hearing cannot be held sooner than (10) days following the
consideration and further input. This proposal includes all mailing of notices by the Property Appraiser(August 24th).
proposed operating and capital expenditures and the means of
financing it. Council reviews the budget and conducts budget • Within fifteen (15) days of the tentative budget and millage
workshops to provide an opportunity for Village management and hearing the Village must advertise a final hearing on the
departments to offer additional information. Changes are made to budget.
the budget as per the Council's instructions. The proposed budget
is then revised incorporating these changes. • Not less than two (2) or more than five (5) days after the
advertisement, a final hearing adopting the budget and
The budget is adopted in compliance with requirements found in millage is held.
the Village's Charter as well as with the State Statute known as
TRIM (truth in millage). The law includes strict requirements and • Upon completion of the public hearings and prior to
a timetable guide for noticing budget hearings and ensuring October 1St, a final operating budget is legally enacted
residents have an opportunity to be heard before final action takes through the passage of an ordinance.
place.
• Within three (3) days after adoption, the Village must
TRIM Compliance certify the adopted millage to the Property Appraiser and
Tax Collector.
Florida Department of Revenue sets a schedule for local
governments to follow in adopting tax roll information in • Within three (3) days after receipt of final value, as
accordance with the county property appraiser offices. discussed below, the Finance Director completes form DR-
Accordingly, there are two public hearings scheduled to openly 422 and returns to the Property Appraiser.
discuss the budget, millage rate and reason for any tax increase.
By July 1St each year the Property Appraiser certifies the tax rolls • Within thirty (30) days of final millage and budget adoption, the Village must certify compliance with Section
for the Village on form DR-420. This roll is used in formulating 2000.065 and 200.068, F.S., to the Department of Revenue.
the proposed millage rate for the coming year. Thereafter the
following timetable must be adhered to:
• Within 35 days the Village Manager must have submitted
the proposed budget to Council and delivered the DR-420
and DR-420 MM-P to the Property Appraiser (August 5th)
FY 2014 Adopted Budget Page 33 of 294
Implementing, Monitoring & Amendment Phase-Budgetary 1. A transfer over $10,000 may be authorized only by
Control ordinance/resolution adopted by Council.
Upon the final adoption of the budget, staff implements the new 2. Transfers up to $10,000 can be made with
fiscal year budget and begins the process of continuous monitoring authorization by Village Manager.
and ensuring budgetary control throughout the fiscal year. The
objective of budgetary controls is to ensure compliance with legal 3. A transfer from the Village's Unassigned Fund
provisions embodied in the annual budget approved by the Village Balance Account or the Council Contingency
Council. The level of budgetary control (that is, the level at Account, which may be authorized only by
which expenditures cannot legally exceed the appropriated ordinance/resolution adopted by the Council.
amount) is established at the fund level.
All budget amendments, once approved, are processed by the
Reports are generated monthly to keep Department Directors Finance Department.
informed and to monitor revenues and expenditures in order to
achieve effective control over their departmental budgets.
Department Directors are accountable for over/under expenditures.
The Village maintains an encumbrance accounting system as one
technique of accomplishing budgetary control. All expenditures,
other than personal services, are controlled by a procurement
system which encumbers purchase orders against the budget prior
to issuance to vendors. Purchase orders are not issued until
appropriations are made available. All appropriations lapse at year
end; however, encumbrances specifically designated to be carried
over to the subsequent year are re-appropriated in the following
year.
During ongoing monitoring, staff may note that corrective action is
needed to help accomplish planned or needed programs and
activities and request budget amendments. Changes or
amendments to the budgeted amounts at the fund level must be
approved by the Village Council; however, the budget may be
amended in the following three ways:
FY 2014 Adopted Budget Page 34 of 294
Village of North Palm Beach
Fund Structure
Governmental Funds Fiduciary Funds Proprietary Fund
(Enterprise Fund)
General Fund Special Capital Country Club
Budgetary Fund Revenue Projects Agency Trust Fund
Major Fund Fund Fund Fund Fund -Budgetary Fund
-Major Fund
Northlake Blvd Grant Northlake Boulevard General Employees
Task Force Pension
Recreation Grant Manatee Protection Police & Fire Pension
Volunteer Firefighter
Public Safety Grant Pension
On-Behalf Pension
Only two funds are budgetary funds
(General Fund & Country Club Fund)
FY 2014 Adopted Budget Page 35 of 294
Basis of Presentation, Basis of Budgeting and Budgetary Accounting
Basis of Presentation intergovernmental revenues are recorded in this fund.
General operating expenditures, fixed charges and capital
The accounts and the budget of the Village are organized and improvement costs that are not paid through other funds are
operated on the basis of funds and account groups. To better paid from the General Fund. There can only be one
understand the budget, a basic understanding of this financial General Fund.
structure is required.
• Special Revenue Funds — Special Revenue Funds account
A fund is an independent fiscal and accounting entity with a self- for the proceeds of specific revenue sources that are legally
balancing set of accounts. Fund accounting segregates funds restricted to expenditures for specified purposes.
according to their intended purpose and is used to aid management
in demonstrating compliance with finance-related legal and • Capital Projects Funds—Capital Projects Funds account for
contractual provisions. Account groups are a reporting financial resources to be used for the acquisition or
requirement to account for certain assets and liabilities of the construction of major capital facilities or improvements
governmental funds not recorded directly in those funds. The (other than those financed by proprietary funds) being
funds are classified for reporting purposes into three basic fund financed from general long-term debt, grants, or transfers
types; governmental, proprietary and fiduciary funds. The purpose from other funds.
of the Village's funds and account groups are described in the
following paragraphs. In the Governmental Fund Type category, the Village adopts an
annual operating budget and appropriates funds for the General
Governmental Fund Types: Fund only. The Capital Projects Fund and the Special Revenue
Funds involve multi-year projects so annual budgets are not
Governmental funds are those through which general adopted for these funds. Instead, appropriations in these funds
governmental functions of the Village are financed. The remain open and carry over to succeeding years until planned
acquisition, use, and balances of the Village's expendable financial expenditures are made, or until they are amended or cancelled.
resources and the related liabilities (except those accounted for in
Proprietary Funds) are accounted for through Governmental Funds. Proprietary Fund Types:
The following are the Village's Governmental Fund types:
Proprietary funds distinguish between operating and non-operating
• General Fund — The General Fund is the main operating revenues and expenses, and the principal revenues are derived
fund of the Village. This fund is used to account for all from charges to customers for sales and services. The Village's
financial resources except those required to be accounted sole proprietary activity is the operation of a golf and country club,
for in another fund. All general property taxes, fines, which is an enterprise fund.
various permits, property rentals and certain
FY 2014 Adopted Budget Page 36 of 294
• Enterprise Funds—Enterprise Funds account for operations • Agency Funds — To account for assets held by the Village.
The Village retains no equity interest in these funds.
(a) that are financed and operated in a manner
similar to private business enterprises where Account Groups:
the intent of the governing body is that the
costs (expenses, including depreciation) of Account groups are not funds since they don't reflect available
providing goods or services to the general financial resources and related liabilities. Instead, they are used
public on a continuing basis be financed or to establish accounting control and accountability for the Village's
recovered primarily through user charges; or general fixed assets and general long-term debt. The following is a
description of the account groups of the Village:
(b) where the governing body has decided that
periodic determination of revenue earned, • General Fixed Assets - To account for all fixed assets of the
expenses incurred, and/or net income is Village, except fixed assets of Proprietary Funds.
appropriate for capital maintenance, public
policy, management control, accountability, • General Long-Term Debt — To account for all the
or other purposes. outstanding principal balances of any general and special
obligation bonds or notes, capitalized leases, installment
The Village adopts a non-appropriated operating budget for its purchases, and compensated absences of the Village,
Country Club Fund at the same time it adopts the General Fund except long-term obligations of Proprietary Funds.
Budget.
Basis of Budgeting
Fiduciary Fund Types:
Fiduciary Fund types are used to account for assets held by the The basis of budgeting includes the following two elements
(measurement focus and basis of accounting) that measure and
Village in a trustee capacity or as an agent for individuals, private account for transactions the Village reports in the respective fund's
organizations, other governments and/or other funds. The funds in budget and operating statement.
this category are the Village's Pension Trust Funds and Agency
Funds. Annual budgets are not prepared for these fund types.
Measurement Focus
• Trust Funds—To account for assets held by the Village in a
trustee capacity. The pension trust funds are accounted for Measurement Focus refers to what transactions are recorded. The
in essentially the same manner as proprietary funds since accounting and financial reporting treatment applied to a fund is
capital maintenance is critical. determined by its measurement focus. There are two different
measurement focuses that are used in the preparation of financial
statements for governments:
FY 2014 Adopted Budget Page 37 of 294
• Economic Resources Measurement Focus — This The government-wide financial statements are reported using the
measurement focus is used in the preparation of the economic resources measurement focus and the accrual basis of
government-wide financial statements and in the fund accounting, as are the proprietary fund fmancial statements.
financial statements of proprietary funds. With this Revenues are recorded when earned and expenses are recorded
measurement focus, all assets and all liabilities associated when a liability is incurred, regardless of the timing of related cash
with the operation of these funds are included on their flows. Property taxes are recognized as revenues in the year for
statement of net assets and the reported fund equities (total which they are levied. Grants and similar items are recognized as
reported assets less total reported liabilities) provide an revenue as soon as all eligibility requirements imposed by the
indication of the economic net worth of the funds. provider have been met.
Operating statements of these funds report increases
(revenue) and decreases (expenses) in total economic net Governmental fund financial statements are reported using the
worth. current financial resources measurement focus and the modified
accrual basis of accounting. Revenues are recognized as soon as
• Current Financial Resources Measurement Focus — This they are both measurable and available. Revenues are considered
measurement focus is used in the fund financial statements to be available when they are collectible within the current period
of governmental funds. With this measurement focus, only or soon enough thereafter to pay liabilities of the current period.
current assets and current liabilities generally are included For this purpose, Ad valorem taxes and charges for services are
on the balance sheet. Accordingly, the reported considered to be available if they are collected within 60 days of
undesignated fund balances (net current assets) are the end of the current fiscal period, provided that amounts received
considered a measure of available, spendable or pertain to billings through the fiscal year just ended.
appropriable resources. Operating statements of these Intergovernmental revenues, which include state revenue sharing
funds present increases (revenue and other financing allotments, local government one-half cent sales tax, and county
sources) and decreases (expenditures and other financing shared revenue, among other sources, are recorded in accordance
uses) in net current assets. with their legal or contractual requirements if collected in the
current period or within 60 days after year-end.
Account Groups are concerned only with the measurement of
financial position. They are not involved with the measurement of Interest is recorded when earned. Licenses and permits, fines and
results of operations. forfeitures and all other revenue items are considered to be
measurable and available only when cash is received. Business
Basis of Accounting Tax Receipt revenues collected in advance of periods to which
they relate are recorded as deferred revenues.
Basis of accounting refers to when revenues and expenditures are
recognized in the accounts and reported in the financial statements. Expenditures are recorded when a related fund liability is incurred.
The basis of accounting relates to the timing of the measurements However, debt service expenditures, as well as expenditures
made, regardless of the measurement focus applied. related to compensated absences and claims and judgments, are
recorded only when payment is due.
FY 2014 Adopted Budget Page 38 of 294
The proprietary fund and pension trust funds are accounted for Budgetary Accounting
using the economic resources measurement focus and the full
accrual basis of accounting. Revenues are recorded when earned State of Florida statutes require that all municipal governments
and expenses are recorded when a liability is incurred, regardless establish budgetary systems and approve balanced annual
of the timing of related cash flows. Membership fees of the operating budgets. The Council annually adopts an operating
proprietary fund that are collected in advance of the period to budget and appropriates funds for the General Fund. The
which they apply are recorded as deferred revenue. Village also adopts a non-appropriated operating budget for the
enterprise fund (Country Club) at the same time it adopts the
The table below summarizes the measurement focus and basis of General Fund Budget. The procedures for establishing budgetary
accounting for each reporting element and type of fund mentioned data are as follows:
above:
• In July of each year, the Village Manager submits a
Measurement Focus and Basis of Accounting for Financial Statements proposed operating budget to the Council for the next fiscal
Basis of year commencing the following October 1St. The proposed
Financial Statements Measurement Focus Accounting budget includes expenditures and the means of financing
Government-wide Financial them. The Village also advises the County Property
Statements Economic Resources Accrual Appraiser of the proposed millage rate and the date, time
Governmental Funds Financial current Financial Modified Accrual and place of the public hearing for budget acceptance.
Statements Resources
Proprietary Funds Financial Economic Resources Accrual • Two Public hearings are conducted to obtain taxpayer
Statements
Fiduciary Funds Financial comments.
Statements Economic Resources Accrual
Upon completion of the public hearings and prior to October 1St, a
The Comprehensive Annual Financial Report (CAFR) shows the final operating budget is legally enacted through the passage of an
status of the Village's finances on the basis of "Generally ordinance. Estimated beginning fund balances are considered in
Accepted Accounting Principles" (GAAP). In most cases, this the budgetary process.
conforms to the way the Village prepares its budget, with the
following exceptions:
• Depreciation expense is not a budgeted expense.
• Expenditures for capitalizable fixed assets are budgeted as
expenses.
• Compensated absences are not included in the budget.
• Expenditures for principal payments on outstanding debt
are budgeted as expenses.
FY 2014 Adopted Budget Page 39 of 294
Financial Policies
Operating Budget Policies:
• The Village will comply with all Federal, State or local • The budget will provide for adequate maintenance and
legal requirements pertaining to the operating budget. A repair of capital plant and equipment and for their orderly
balanced budget is achieved when the amounts available replacement.
from taxation and other sources, including amounts carried
over from prior fiscal years, equals the total appropriations • The budget will provide sufficient funding to cover annual
for expenditures and reserves. debt retirement costs.
• The Village will employ a structured budget preparation • The budget will provide for adequate funding of all pension
and formulation process that will ensure adequate citizen plans, as determined by the Village's actuary.
input and participation.
• The Village will maintain a budgetary control system to
• The Village will employ a structured expenditure and ensure adherence to the budget and will use a
revenue forecasting system to allow for effective financial budget/encumbrance control system to ensure proper
planning. budgetary control.
• Essential services will receive first priority for funding. • The Village administration will prepare regular reports
The Village will attempt to maintain current service levels comparing actual revenues and expenditures to budgeted
for all essential services. amounts.
• The Village will identify low priority services for reduction • Where possible, the Village will integrate service levels
or elimination, if necessary, before essential services. and performance measures within the budget.
• The Village will consider the establishment of user fees as • The goal of the enterprise fund operation is to be self-
an alternative to service reductions or elimination. supporting and to pay administrative and other appropriate
service charges to the General Fund for administrative
• The Village will pay for all current expenditures with support.
current revenues.
• The total number of employment positions approved in the
• The Village will avoid budgetary procedures that balance annual operating budget may not be exceeded without prior
current expenditures at the expense of meeting future years' approval of the Village Council.
expenses.
FY 2014 Adopted Budget Page 40 of 294
• The Village will annually seek the Distinguished Budget • The Village will aggressively seek Federal and State grant
Presentation Award offered by the Government Finance and capital improvement funds and evaluate future local
Officers Association (GFOA) fiscal impact.
Fund Balance and Reserve Policies: Debt Policy:
• The Village will establish an adequate fund balance in the • The Village Charter and the Constitution of the State of
General Fund to indicate that it is in sound financial Florida do not provide for a legal debt limit. However, In
condition. This reserve will be maintained at a minimum making or providing of capital improvements, The Village
level of 35% of current year general fund budgeted shall not incur a general obligation debt requiring the full
expenditures, unless otherwise determined by the Village faith and credit and taxing power of the Village that
Council. exceeds five (5%) of the property tax base of the Village.
The Village has no general obligation debt outstanding.
• Fund Balance will only be used for expenditures that are
either non-recurring in nature or that have a benefit period • The Village will analyze the impact of debt service on total
longer than one operating period, unless otherwise annual fixed costs before any long-term debt is issued.
determined by the Village Council. Village Council
approval is necessary for this type of expenditure. • Any loan obligation above $500,000 shall require review
and comment by the Village's Audit Committee prior to
• Maintain a contingency reserve in the General Fund and the Council Action.
Country Club Fund to address unexpected needs that occur
throughout the year, subject to approval by the Village • The Village will not use proceeds from long-term debt for
Council. current, on-going operations. Long-term borrowing will be
confined to capital improvements too large to be financed
Revenue Policies: from current revenues.
• The Village will take active measures to encourage
economic development, thereby developing a diversified • The Village will utilize the form of borrowing that is most
and stable revenue system to shelter it from short-run cost-effective, including not just interest expense but all
fluctuations in any one revenue source. costs, including up front costs, administrative and legal
expenses, prepayment penalties, and reserve requirements.
• The Village will establish user charges and fees at a level
closely related to the full cost of providing the services (i.e.
direct, indirect and capital costs); taking into consideration
similar charges/fees being levied by other organizations.
FY 2014 Adopted Budget Page 41 of 294
Cash Management/Investment Policies: • The Village Council will be provided monthly with budget
• The Village will deposit funds only in financial institutions reports comparing actual versus budgeted revenue and
which are qualified public depositories pursuant to Sate of expense activity.
Florida Statutes, Chapter 280, and "Florida Security for
Public Deposits Acts." • The Village will annually seek the Certificate of
Achievement for Excellence in Financial Reporting award
• The Village will insure timely deposit of all collected offered by the Government Finance Officers Association
revenues. (GFOA).
• The Village will maintain a prudent cash management and • The Village will maintain the highest level of accounting
investment program in order to meet daily cash practices consistent with generally accepted accounting
requirements. principles (GAAP) promulgated by the Government
Accounting Standards Board(GASB).
• The Village will follow its adopted investment policy when
handling public funds. Capital Improvement Plan Policies:
• The Village will adopt the first year of a multi-year plan for
• The Village will pool cash from each eligible fund for capital improvements, update it annually and make every
investment purposes. attempt to complete all capital improvements in accordance
with the plan.
Accounting, Auditing & Financial Reporting Policies:
• An independent audit will be performed annually, including • The Village will coordinate the development of the CIP
the issuance of a management letter. budget with the development of the operating budget to
ensure future operating expenditures and revenues
• The Village administration will promptly evaluate the audit associated with new capital improvements will be projected
management letter recommendations, determine the proper and incorporated into the current and future operating
actions in response to these recommendations and budgets.
complete, within established time frames, all actions that
correct or otherwise resolve the matters included in the • The Village will maintain its physical assets at a level
management letter. adequate to protect the Village's capital investment and
minimize future maintenance and replacement costs.
• The Village will produce financial reports in accordance
with Generally Accepted Accounting Principles (GAAP). • In making or providing of capital improvements, The
Village shall not incur a general obligation debt requiring
the full faith and credit and taxing power of the Village that
exceeds five (5%) of the property tax base of the Village.
FY 2014 Adopted Budget Page 42 of 294
Debt Administration
The Village has limited its borrowing to prudent levels that are able $1.5 billion) in available general obligation debt. The Village has
to be covered through existing revenue and cash flow projections. no outstanding General Obligation debt.
The Village utilizes debt financing on large expenditures for capital
projects. When establishing debt, there are a number of factors to be The Village's outstanding debt (principal only) as of September 30,
considered in the process. These factors include: 2012 consists of the following:
• the long-term needs of the Village General Fund:
• the amount of resources available to repay the debt The Village's General Fund is debt-free!
There are a few ways for the Village to achieve debt financing. The County Club:
Council considers the asset's useful life and current economic Promissory Note $ 3,608,294
conditions to determine the appropriate financing instrument. Some Capital Lease 106,933
financing options available to the Village include: Total Country Club $ 3,715,227
• bank loan Total Debt $3,715,227
• lease agreements (capital lease or operating lease)
• issue special revenue bonds (pledged by a specific revenue A brief description of each outstanding debt instrument and its
source and limited by available revenue) annual debt service requirement to maturity is listed below:
• issue general obligation bonds (require voter referendum
approval) General Fund:
The Village's General Fund is debt free!
The Village Charter and the Constitution of the State of Florida do
not provide for a legal debt limit. However, in regards to capital County Club:
improvements, the Village has adopted a policy to limit general The Country Club (Proprietary Fund) has one loan and one capital
obligation debt (debt pledging payment from ad valorem taxes which lease outstanding as of September 30, 2012.
must be approved by referendum) to an amount that does not exceed
five (5%) percent of the property tax base of the Village. For Fiscal
Year 2013-2014 this would amount to $76.37 million (tax base of
FY 2014 Adopted Budget Page 43 of 294
Promissory Note:
This note was to finance certain capital expenditures relating to the
municipal golf course and country club. Country Club revenues
secure the loan. Annual debt service requirements to maturity are as
follows:
Year Endin2 Principal Interest Total
2013 250,391 147,768 398,159
2014 260,934 137,225 398,159
2015 271,920 126,239 398,159
2016 283,040 115,119 398,159
2017 295,287 102,872 398,159
2018-2022 1,673,531 317,264 1,990,795
2023-2024 573,191 24,048 597,239
$3 608 294 $970,535 $4,578,829
Capital Lease:
The Country Club also has a capital lease agreement for the purpose
of financing the lease-purchase of equipment for the Country Club.
Annual debt service requirements to maturity are as follows:
Year Endin Principal Interest Total
2013 106,933 1,606 108,539
$106,933 $1,606 $108,539
FY 2014 Adopted Budget Page 44 of 294
Fund Balance Overview
Fund Balance is generally defined as the difference between a fund's GASB 54 eliminates the previous categories of "Reserved' and
assets and liabilities. Changes in fund balance are based on the "Unreserved" for all Governmental Fund balances, and replaces these
difference between revenues and expenditures for a given fiscal year. with five new reporting categories. These categories create a
hierarchy of constraints that control how specific amounts can be
An adequate fund balance is necessary for numerous reasons, such as spent. The five new reporting categories are as follows:
to have funds available in cases of emergencies, unexpected events,
cushion economic cycles and special projects. It is also used to • Non-spendable — amounts that are not in a spendable form or
maintain or enhance the Village's financial position and related bond are required to be maintained intact (inventories, prepaid items,
ratings, to provide cash for operations prior to receipt of revenues and interfund loans)
to maintain investment earnings.
• Restricted — amounts constrained to specific purposes by their
Over past years, the Village has been able to generate healthy reserves providers (debt covenants, grant proceeds)
through growth management, strategic planning, and cost containment
measures. The goal of the Village has been to use surplus reserves in • Committed — amounts constrained to specific purposes by the
ways that positively affect its financial plan by reducing long-term government itself (disaster recovery, rate stabilization,
obligations. The Village does not use surpluses to offset the insurance encumbrances)
subsequent year's budget, unless otherwise determined by the Village '
Council. • Assigned — amounts a government intends to issue for a
The Governmental Accounting Standards Board (GASB) released specific purpose
Statement 54 — "Fund Balance Reporting and Governmental Fund . Unassigned—amounts that are available for any purpose
Type Definitions" on March 11, 2009. The Village implemented
GASB 54 in its fiscal year 2011 annual financial reports. This
statement impacts only governmental funds; it has no impact on Fund Balance tables for the General Fund and the Enterprise Fund
propriety . (rte enterprise) funds or fiduciary funds. (two major/budgetary funds) are on the following pages. These tables
The requirements of this statement are intended to improve financial represent the Village's actual fund balances as of October 01, 2012.
reporting by providing fund balance categories and classifications that The actual fund balances for fiscal year 2012-13 will be available upon
will be more easily understood and applied. The categories are more completion of the Village's annual audit in early 2014. The reserves
clearly defined to make the nature and extent of the constraints placed shown in these tables are based on conservative revenue estimates and
on a government's fund balance more transparent by isolating that one hundred percent (100%) of the budgeted expenditures being
portion of fund balance that is unavailable to support the following expended.
year's budget.
FY 2014 Adopted Budget Page 45 of 294
General Fund:
The fund balance of the general fund, one of the governmental funds, is of significance because it is the primary fund financing most functions of the
Village. It is used by rating agencies as a measure of the financial strength of the government.
Actual Actual Actual Actual Actual Budget Budget
FY 2008 FY2009 FY2010 FY2011 FY 2012 FY2013 FY2014
Beginning Balance $ 9,125,550 $ 9,040,852 $ 10,621,331 $ 11,052,909 $ 11,700,667 $ 12,197,584 $ 12,197,584
Revenues
Taxes 15,424,638 15,680,749 14,784,908 r 14,090,965 r 13,618,635 13,315,763 13,439,215
Licenses&Permits 1,047,144 880,016 910,997 959,098 809,642 684,212 1,092,525
InterZ.2vemmental 1,516,624 1,304,391 1,269,509 1,287,638 1,276,129 1,224,939 1,327,964
Charges for Services 1,268,774 1,678,948 1,937,115 1,927,370 1,959,624 2,023,697 2,142,435
Fines&Forfeitures 157,022 146,970 149,098 171,416 133,970 81,115 _82,625
Interest 194,652 (1,346)1 280,218 97,743 8_9,242 61,758 _77,915
Miscellaneous 137,447 304,595 278,142 59,461 145,962 108,240 452,233
Total 19,746,301 19,994,323 19,6099987 18,593,691 18,033,204 17,499,724 18,614,912
Fxpenditures _
General Government 2,308,749 1,979,774 2,501,447 2,421,441 2,395,131 2,466,131 2,592,451
Public Safety 6,775,581 6,822,028 6,820,838 6,860,900 7,391,773 7,457,619 8,023,558
Public Works 4,519,756 4,018,543 4,257,704 4,044,641 3,912,146 4,133,850 4,234,100
Community Development&Planning 896,532 784,487 774,121 799,26_0 918,017 880,740 1,135,534
Leisure Services 3,215,497 3,051,051 2,406,424 2,484,756 2,419,220 2,561,384 2,629,269
Debt Service_ 859,932 11439,460 2,254,384 - - - -
Total 18,576,047 18,095,343 19,014,918 16,610,998 17,036,287 17,499,724 18,614,912
Fxcess/Deficiency ofRevenues
Over/UnderFxpenditures 1,170,255 1,898,979 595,069 1,982,693 996,917 - -
Other financing sources(uses)
Transfer In/Out,etc. (1,254,952) (318,500) (163,490) (1,334,934) (500,000)
Net Change in Fund Balances (84,698) 1,580,479 431,578 647,758 496,917 - -
Fnding Balance $ 9,040,852 $ 10,621,331 $ 11,052,909 $ 11,700,667 $ 12,197,584 $ 12,197,584 $ 12,197,584
Components of Fund Balance
Designated/Reserved 775,339 563,115
Undesignated 8,265,513 10,058,216
Nonspendable 167,108 276,924 166,839 166,839 166,839
Restricted 338,457 548,489 658,194 658,194 _658,194
Assigned 104,245 1_86,594 127,574 127,574 127,574
Unassigned 10,443,099 10,688,660 11,244,977 11,244,977 11,244,977
Fading Balance $ 9,040,852 $ 10,621,331 $ 11,052,909 $ 11,700,667 $ 12,197,584 $ 12,197,584 $ 12,197,584
Unassigned Fund Balance as a Percent
of Original Budget
Original Budget 19,691,948 19,073,192 18,056,938 17,506,072 17,517,544 17,499,724 18,614,912
Unassigned Fund Balance _
as a Percent of Original Budget 41.97% 52.73% 1 57.83% 61.06% 64.19% 64.26% 60.41%
FY 2014 Adopted Budget Page 46 of 294
Enterprise Fund:
The measure of financial health for the enterprise funds is net assets. Enterprise funds have restricted and unrestricted net assets. So long as net
assets are not negative, these funds are self-supporting.
Actual Actual Actual Actual Actual Budget Budget
FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014
Beginning Balance $ 2,346,635 $ 2,695,326 $ 2,799,026 $ 2,698,386 $ 2,586,550 $ 2,640,622 $ 2,640,622
Operating Revenue _
Greens fee/cart rentals/membership fees 2,979,324 2,763,538 2,520,364 2,372,336 2,389,526 2,518,616 2,359,455
Tennis revenues
Golf shop revenues 224,908 208,645 225,699 283,926 318,306 296,664 337,900
Driving range revenues 213,103 208,230 174,929 20_8,865 257,123 209,026 281,000
Restaurant revenues 125,677 134,060 244,359 700,378 613,099 821,300 799,000
Miscellaneous 73,497 90,386 62,229 5,691 4,707 96,000 -
Total Operating Revenue 3,616,509 3,404,859 3,227,580 3,571,197 3,582,760 3,941,606 3,777,355
Operating Fxpenses
Goff course maintenance 1,373,046 1,457,206 1,250,612 1,232,462 1,233,652 1,242,550 1,149,240
Clubhouse grounds 100,823 102,175 103,377 84,485 103,209 108,030 104,574
Tennis
Goff shop 600,034 617,313 607,452 748,336 803,451 850,071 888,179
Food&beverage 46,608 58,318 452,516 838,519 653,511 830,211 912,325
Administrative&general 287,914 288,913 257,590 104,658 9_9,055 251,100 _121,357
Insurance 150,166 63247 56,923 40,840 39,864 43,881 48,529
Depreciation 486,651 490,298 476,583 457,746 436,045 - -
Total Operating Fxpense 3,045,242 3,077,469 3,205,053 3,507,045 3,368,789 3,325,843 3,224,204
Non-operating revenues(expenses)
Interest revenue 36,431 7,376 14,686 8,493 7,451 7,327 7,600
Interest expense (222,237) (202,061) (193,153) (180,125) (167,351) - -
Other revenues 13,609 -
Otherexpenses (623,090) (560,751)
Gain/(Loss)on disposal of fixed assets (1,083) (29,005) 55,300 (41355)
Total Non-operating revenues(expenses) (173,279) (223,690) (123,167) (175,987) (159,901) (615,763) (553,151)
Facess/Deficiency ofRevenues Over/
Under Fapenses 397,987 103,700 (100,640)r (111,836) 54,071
Operating Transfers Out (49,296) - - -
Chan einNetAssets 348,691 103,700 (100,640) (111,836) 54,071 - -
Fnding Balance $ 2,695,326 $ 2,799,026 $ 2,698,386 $ 2,586,550 $ 2,640,622 $ 2,640,622 $ 2,640,622
Components of Fund Balance
Invested in Capital Assets,net of related debt 2,492,524 2,364,814 2,295,125 2,200,928 _2,082,668 2,082,668 2,082,668
Unrestricted 202,802 434,212 403,261 385,622 557,954 557,954 557,954
Fining Balance $ 2,695,326 $ 2,799,026 $ 2,698,386 $ 2,586,550 $ 2,640,622 $ 2,640,622 $ 2,640,622
FY 2014 Adopted Budget Page 47 of 294
Strategic Planning
Strategic Planning is a structured and coordinated approach for Core Values
developing long-term organizational goals and for developing
strategies to accomplish them. It is typically used to facilitate The core values of an organization are the values it holds that
communication, to accommodate divergent interests, and to foster form the foundation on which it performs its work and conducts
decision making through leadership and consensus building. In itself. They describe how an organization believes it should act,
municipal government, one of the primary purposes is to set the and how those beliefs should be reflected in its actions:
state for the annual budget process, providing a roadmap for
annual resource allocations. We create exceptional public service through:
Vision ❖ Our People
We care about our people and actively advocate diversity,
The initial step in the strategic planning process is the safety, and personal growth
establishment of a collectively shared vision for North Palm
Beach's near-term future: ❖ Continuous Improvement
We are committed to excellence and professionalism.
North Palm Beach will be known for our unparalleled
amenities and innovative approach to meeting the needs of ❖ Inte ri
our safe and secure community through continuous We are transparent, honest, ethical, and have mutual
improvement in infrastructure and service delivery as respect for all people.
identified by our stakeholders.
Strengths, Weaknesses, Opportunities and Threats
Mission
Critical to the strategic planning process is the understanding of
The mission statement provides the foundation for all remaining the forces, both positive and negative, that impact the Village's
portions of the strategic planning process: ability to achieve its mission.
We sustain North Palm Beach as the "best place to live under The Village, as an organization, has certain internal attributes that
the sun"through: are recognized as beneficial assets; its strengths. However, the
Village also has some internal attributes that are negative; its
• Superior services weaknesses. There are those external forces in the outside world
• Timeless traditions that are beyond the Village's control or influence. Some of these
• Modern amenities forces create favorable conditions for achievement of the
FY 2014 Adopted Budget Page 48 of 294
Village's mission; they are opportunities. Of course, some of the
external forces are contrary, and potentially damaging to the
Village's interests; these are threats.
The internal organizational strengths and external opportunities
represent sources of positive achievement and provide a launching
point for development of strategies designed to accomplish the
Village's vision.
The internal weaknesses and external threats represent barriers to
success but understanding them can also provide inspiration for
new strategies.
The results of the Strengths, Weaknesses, Opportunities and
Threats (SWOT) analysis are listed on the following page.
FY 2014 Adopted Budget Page 49 of 294
SWOT Analysis:
Strengths: (Good now: maintain, build, leveLgge) Weaknesses: (Bad now: remedy, stop)
❖ Affluent community ❖ State pressures on municipal taxing authority
❖ Strong financial reserves ❖ Limited retail
❖ Infrastructure in good condition ❖ No anchor or destination
❖ Taken steps to reduce costs ❖ Aged and deteriorated buildings in our business community
❖ Generally supportive residents
❖ Unified Council
❖ High quality staff
❖ Advisory Board/citizen participation
❖ Location/waterways
❖ Tradition—2nd& 3rd generation residents
Opportunities: (Good Future:prioritize, optimize) Threats: (Bad Future: counter)
❖ Seek additional funding sources such as service fees and ❖ State and County pressure on home-rule authority of
grants municipalities
❖ Seek to influence State Legislature ❖ Increase in unfunded mandates
❖ Pursue further cost efficiencies ❖ Unfunded liabilities by Federal Government
❖ Improve relationships with business community ❖ Fragile economy
❖ Annexation
FY 2014 Adopted Budget Page 50 of 294
Long Term Goals
well resources are leveraged. Each type of measure is significant
In the annual strategic planning process, Village Council revisits within the performance measurement system.
and refines goals to continually adjust to the current social and
economic environment. Overall the general Village goals remain Village departments have included performance measures in their
consistent as follows: department plans. Performance measures allow Village
departments to monitor implementation of projects, programs,
1. Protect the Financial Integrity of the Village in a Difficult initiatives, and services funded through the budget; measure their
Economic Environment success in meeting the targeted performance; identify
opportunities to improve service delivery; inform Council as they
2. Maintain a High Quality of Life in the Village make strategic adjustments; and provide data to support decisions
for future resource allocation.
3. Maintain and improve all Recreational Facilities of the
Village Conclusion
4. Enhance the Spirit and Participation of our Community The Village integrates the annual budgeting process with the
strategic planning process. The Strategic Plan helps to prioritize
5. Improve the Overall Appearance of the Village how the Village will use current and future resources to achieve
6. Continuously Evaluate the Way we Work and the Way identified goals. In this way the strategic plan drives budget
we Compensate our Staff preparation decisions and service delivery implementation.
The Village's ongoing strategic planning process is an affirmation
The Annual Budget has been developed with these goals in mind. and continuation of a time honored credo that we are the "best
The budget goals provide the overall framework for the budget place to live under the sun."
process. Village departments have reviewed their department
goals for the upcoming year to assure that the overall long-term
Village goals were addressed in their priorities for program,
service and facility requests.
Performance Measures
Performance measures form the foundation for the strategic
planning process because they are really what assure goal
accomplishment. Some measures track outputs or number of units
of service delivered over time. Others measure efficiency or how
FY 2014 Adopted Budget Page 51 of 294
LonjZ Range Planning
The long-range planning for the Village of North Palm Beach is Budget through the five (5) year Capital Improvement Plan (CIP).
outlined in the following policy documents: The CIP identifies projects and their associated costs and is
reviewed and updated annually in both documents.
1. The Comprehensive Plan.
2. The Annual Budget. Long-Term Financial Plan
The Comprehensive Plan was adopted in 1989, in compliance The Annual Budget contains a five year CIP and an analysis of
with the Florida Statutes Chapter 163, Department of Community total projected revenues and expenditures for the same time
Affairs. The Plan guides future growth and development and periods as the CIP. The projections assist management in the
provides an overall vision for the Village. The Plan contains the planning and allocation of resources to achieve the Village
flowing elements: Council goals of maintaining a financially secure municipal
government.
1. Future Land Use
2. Transportation The results of the long-range financial plan for the major
3. Housing operating funds (General Fund and Country Club) are provided on
4. Infrastructure the following pages. The long-range financial plan should not
5. Coastal Management be confused with the Village's budget. The budget is the
6. Conservation Village's legal authority for spending. The budget focuses on
7. Recreation and Open Space the near-term future; it is very detailed, and it must be
8. Intergovernmental Coordination balanced between resources and requirements. In
9. Capital Improvements comparison, the long-range financial plan has a longer time-
10. Public School Concurrency frame, is less detailed and is only used to help management
11. Annexation(Optional Element) develop budget strategies and prioritize the use of limited
resources.
Each element of the plan provides an inventory of existing
conditions, an analysis of needs along with goals, objectives and
policies to guide the growth of the Village. Levels of Service
(LOS) are also established in the comprehensive plan to ensure
that infrastructure and services will be available to accommodate
new residential and commercial developments. The LOS analysis
and resultant capital expenditures are included in the Capital
Improvement element which provides the continuity between the
goals and objectives of the Comprehensive Plan and the Annual
FY 2014 Adopted Budget Page 52 of 294
General Fund:
The projections are based on the following set of assumptions:
1. 3% annual growth rate during the FY 2015-2018 period
2. Property Taxes will represent approximately 54% of total
General Fund revenues
3. Personnel Costs will represent 75% of total General Fund
revenues
4. Operating Costs will represent 25% of total General Fund
revenues
5. Capital Outlay will represent the totals in the CIP Plan
General Fund Projections (assumes 3% growth rate)
FY 2015
Revenues(Sources): FY 2014 Budget Projected FY 2016 Projected FY 2017 Projected FY 2018 Projected
Property Taxes $ 9,973,280 $ 10,353,614 $ 10,664,222 $ 10,984,149 $ 11,313,674
Other Revenue 8,641,632 8,819,745 9,084,338 9,356,868 9,637,574
Total Revenue 18,614,912 19,173,359 19,748,560 20,341,017 20,951,247
Expenses(Uses):
Personnel 13,960,473 14,380,020 14,811,420 15,255,763 15,713,436
Operating 4,654,439 4,793,340 4,937,140 5,085,254 5,237,812
Capital Outlay - 1,558,792 928,913 1,539,712 565,000
Debt Service - - - - -
Reserves/Contingencies - - - - -
Total Expenses 18,614,912 20,732,151 20,677,473 21,880,729 21,516,247
Net Revenue/Expense $ - $ (1,558,792) $ (928,913) $ (1,539,712) $ (565,000)
FY 2014 Adopted Budget Page 53 of 294
Country Club:
The projections are based on the following set of assumptions:
1. 3% annual growth rate during the FY 2015-2018 period
2. Golf Revenues will represent approximately 79% of total
Country Club revenues
3. Personnel Costs will represent 29% of total Country Club
revenues
4. Operating Costs will represent 55% of total Country Club
revenues
5. Capital Outlay will represent the totals in the CIP Plan
Country Club Projections (assumes 3% growth rate)
FY 2015
Revenues(Sources): FY 2014 Budget Projected FY 2016 Projected FY 2017 Projected FY 2018 Projected
Golf $ 2,978,355 $ 3,079,818 $ 3,172,212 $ 3,267,379 $ 3,365,400
Food & Beverage 799,000 810,889 835,215 860,272 886,080
Administration 7,600 7,797 8,031 8,272 8,520
Total Revenue 3,784,955 3,898,504 4,015,459 4,135,923 4,260,000
Expenses(Uses):
Personnel 1,114,124 1,130,566 1,164,483 1,199,418 1,235,400
Operating 2,095,949 2,144,177 2,208,502 2,274,757 2,343,000
Capital Outlay 12,000 - - - 27,000
Debt Service 548,751 548,751 548,751 548,751 548,751
Reserves/Contingencies 14,131 14,424 14,857 15,303 15,762
Total Expenses 3,784,955 3,837,919 3,936,594 4,038,229 4,169,913
Net Revenue/Expense $ - $ 60,585 $ 78,865 $ 97,694 $ 90,087
FY 2014 Adopted Budget Page 54 of 294
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ADOPM ED GENERAL FUND BUDGE .
VILLAGF OF NORTH PALm BFACH,
FY 2013-2014
General Fund Organization Chart
FY 2013-2014
Residents of The Village of North Palm Beach
VILLAGE BOARDS
Village Clerk •Audit Committee
• Business Advisory Board
3 FT • Construction Board of Adjustment
Village Council • Golf Advisory
• Library Advisory
Village Attorney • Pension Boards
• Planning Commission
• Recreation Advisory
Village Manager • Waterways Board
•Zoning Board of Adjustment
2 FT
IF
Human Information Community Public Law Fire Parks&
Finance Resources Technology Development Works Enforcement Rescue Library Recreation
5 FT 2 FT 3 FT 10 FT (+2 FT) 37 FT 43 FT 24 FT 6 FT 6 FT
1 PT 1 PT (-1 PT) 13 PT 0 PT 10 PT 43 PT
5 Volunteers 18 Volunteers
Summary: Change:
141 FT +2 FT
68 PT -1 PT
23 Volunteers
FY 2014 Adopted Budget Page 56 of 294
The Village of North Palm Beach
General Fund Budget Summary
Fiscal Year 2013-2014
Original Fiscal %Increase/
Year 2013 (Decrease)over Actual Actual Actual
Fiscal Year 2013-2014 Budget 2013 Budget 09/30/12 09/30111 09/30/10
Revenues
Taxes:
Ad-Valorem Taxes 9,973,280 $ 9,844,754 131% $ 10,011,748 $ 10,441,869 $ 11,053,128
Utility Service Taxes 2,152,000 2,119,414 1.54% 2,164,920 2,198,148 2,261,375
Franchise Fees 1,050,000 1,085,589 -328% 1,178,598 1,191,154 1,204,328
Sales&Use Taxes 263,935 $ 13,439,215 266,006 -0.78% 263,369 259,794 266,077
Licenses&Permits 1,092,525 684,212 59.68% 809,642 959,098 910,997
Intergovernmental 1,327,964 1,224,939 8.41% 1,276,129 1,287,638 1,269,509
Charges for Services 2,142,435 2,023,697 5.87% 1,959,624 1,927,370 1,937,115
Fines&Forfeitures 82,625 81,115 1.86% 133,970 171,416 149,098
Interest 77,915 61,758 26.16% 89,242 97,743 280,218
Reserve for Future Tax Relief 442,833 - 0.00% - - -
Appropriated Fund Balance - 95,000 -100.00% - - -
Miscellaneous 9,400 13,240 -29.00% 145,962 59,461 278,142
Total Revenues: 18,614,912 17,499,724 6.37% 18,033,204 18,593,692 19,609,985
Expenditures
General Government:
Village Council 141,880 144,170 -1.59% 125,877 131,637 120,125
Village Manager 316,709 270,547 17.06% 279,587 332,848 290,024
Human Resources 293,419 278,789 525% 237,286 226,868 233,169
Finance 578,952 548,589 5.53% 514,753 499,456 495,766
Information Technology 348,122 335,013 3.91% 330,337 289,297 285,410
Village Attorney 160,000 164,437 -2.70% 149,700 159,692 153,356
Village Clerk 321,879 298,377 7.88% 291,024 268,039 273,630
General Services-Village Hall 111,360 2,272,321 111,209 0.14% 140,539 105,595 95,376
Public Safety:
Law Enforcement 4,890,150 4,591,169 6.51% 4,486,759 4,200,373 4,158,345
Fire Rescue 3,007,418 2,764,051 8.80% 2,755,657 2,545,461 2,541,563
General Services-Public Safety 125,990 8,023,558 102,399 23.04% 149,358 115,066 120,930
Public Works:
Public Works Admin 326,813 361,589 -9.62% 380,901 353,248 343,822
Sanitation 1,521,240 1,470,061 3.48% 1,397,999 1,372,658 1,397,688
Facility Services 602,879 617,126 -231% 563,304 548,564 620,140
Streets&Grounds 1,311,257 1,248,690 5.01% 1,151,776 1,413,441 1,545,841
Vehicle Maintenance 471,911 4,2347100 436,384 8.14% 418,166 356,730 350,213
Community Development&Planning:
Community Planning 335,039 245,775 3632% 308,548 241,625 217,798
Building 626,092 503,348 2439% 505,369 462,171 460,089
Code Enforcement 174,403 1,135,534 131,617 32.51% 104,099 95,464 96,234
Leisure Services:
Library 716,291 674,994 6.12% 660,274 635,861 685,936
Recreation 965,676 960,840 0.50% 969,708 935,580 933,273
Park Maintenance - - 0.00% - - -
Pool 338,515 363,414 -6.85% 314,729 440,259 306,581
Special Events 90,500 87,000 4.02% 88,777 76,068 77,666
Tennis 518,287 2,629,269 475,136 9.08% 385,732 396,988 402,968
Reserves&Other:
Debt service - - 0.00% - - 2,254,384
Contingency 0.00% 34,829 14,089 43,162
Transfer In/Out - - 0.00% 500,000 1,334,934 163,490
Non-Departmental 320,130 320,130 315,000 1.63% 291,198 393,920 511,429
Total Expenditures 18,614,912 17,499,724 6.37% 17,536,287 17,945,934 19,178,407
Net Revenue Over Expense $ $ $ 496,917 S 647,758 S 431,578
FY 2014 Adopted Budget Page 57 of 294
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FY 2014 Adopted Budget Page 58 of 294
Village of North Palm Beach
General Fund Revenues
Fiscal Year 2013-2014
Investment Income
Fines&Forfeitures $77,915
$82,625 0.42%
0.44%
Charges for Services
$2,142,435 Miscellaneous
11.51% $452,233
2.43%
Intergovernmental
$1,327,964
7.13%
■ Licenses&Permits
$1,092,525
5.87%
■ Sales and
Use Taxes
$263,935
1.42%
Franchise
Fees
$1,050,00
5.64%
Ad-Valorem Taxes
$9,973,280
Utility Service Taxes 53.58%
$2,152,000
11.56%
Total Revenues = $ 18,614,912
FY 2014 Adopted Budget Page 59 of 294
The Village of North Palm Beach
General Fund Revenue Analysis
Fiscal Year 2013-2014
Original %Increase/
Fiscal Year (Decrease)over Actual Actual Actual
Fiscal Year 2013-2014 2013 Budget 2013 Budget 09/30/12 09/30111 09/30110
Taxes:
Ad-Valorem Taxes 9,973,280 $ 9,844,754 1.31% $ 10,011,748 $ 10,441,869 $ 11,053,128
Franchise Fees: Electricity 750,000 771,909 -2.84% 858,495 904,190 924,671
Gas 20,000 30,861 -35.19% 39,026 7,459 14,458
Water 280,000 1,050,000 282,819 -1.00% 281,077 279,506 265,199
Utility Service Taxes: Electricity 988,000 968,500 2.01% 1,030,127 1,017,774 1,034,593
Gas 74,000 68,938 7.349/6 60,560 60,037 70,887
Telecommunication 775,000 763,143 1.55% 758,446 797,566 852,013
Water 315,000 2,152,000 318,833 -120% 315,787 322,771 303,882
Sales&Use Taxes Local Option Taxes 263,935 266,006 -0.78% 263,369 259,794 266,077
13,439,215 13,315,763 0.93% 13,618,635 14,090,966 14,784,907
Licenses&Permits:
Building Permits 862,825 440,000 96.10% 408,816 475,047 422,104
Developer Fees - - 0.00% 175,000 250,000 250,000
Occupational Licenses 224,000 227,000 -132% 223,948 227,582 236,091
Other Licenses,Fees,Permits 5,700 17,212 -66.88% 1,878 6,469 2,802
1,092,525 684,212 59.68% 809,642 959,098 910,997
Intergovernmental
Shared Revenue Other Local Units 91,848 49,651 84.99% 113,318 124,408 96,231
State Shared Revenue Local Govt 1/2 Ct Sales Tax 859,697 810,291 6.10% 787,394 794,209 768,743
State Revenue Share Proceeds 338,996 329,442 2.90% 328,907 326,578 324,037
Other State Shared Revenue 17,400 1,216,093 18,257 -4-69% 21,796 19,958 22,166
Other Other hrtergov Revenue 20,023 17,298 15.75% 24,714 22,485 58,333
1,327,964 1,224,939 8.41% 1,276,129 1,287,638 1,269,509
Charges for Services
Community Development 247,033 235,400 4.94% 200,746 147,648 140,345
Library 1,515 1,815 -16.53% 1,687 1,683 1,856
Recreation Pool 200,500 182,500 9.869/6 189,180 169,107 198,474
Recreation 466,000 465,750 0.05% 476,421 509,038 486,991
Tennis 489,567 1,156,067 399,222 22.63% 342,135 352,373 360,462
Public Safety Ambulance Fees 275,000 275,000 0.00% 280,047 259,779 268,554
Other 75,900 350,900 80,700 -5.95% 75,365 86,097 75,339
Public Works Solid Waste Collection 365,000 365,000 0.00% 375,714 388,939 368,376
Other 12,000 377,000 12,000 0.00% 8,748 8,361 32,773
Village Clerk 9,920 6,310 57.21% 9,580 4,346 3,946
2,142,435 2,023,697 5.87% 1,959,624 1,927,370 1,937,115
Fines&Forfeitures
Community Development 25,825 21,540 19.89% 70,553 96,117 20,176
Library 7,500 9,275 -19.14% 9,058 10,672 16,336
Public Safety 49,300 50,300 -1.99% 54,359 64,626 112,586
82,625 81,115 1.86% 133,970 171,416 149,098
Miscellaneous
Insurance Refunds - - 0.00% 29,488 10,970 178,244
Sales of Surplus - - 0.00% 4,000 9,100 63,810
Other 9,400 13,240 -29.00% 112,473 39,391 36,088
9,400 13,240 -29.00% 145,962 59,461 278,142
Interest 77,915 61,758 26.16% 89,242 97,743 280,218
Reserve for Future Tax Relief 442,833 - 0.00% - - -
Appropriated Fund Balance - 95,000 -100.00% - - -
Total Revenues: $ 18,614,912 $ 17,499,724 6.37% S 18,033,204 S 18,593,692 S 19,609,985
FY 2014 Adopted Budget Page 60 of 294
General Fund Revenues $18,614,912
This section includes a discussion regarding revenue sources for the Methodology for increasing Millage Rate:
Village's FY 2013/14 General Fund Budget, how much of the total
budget it comprises, revenue trends, factors influencing the trends, As per current tax law (FS 200.185) the Village is required to follow
projections provided by the Florida Department of Revenue and these procedures for FY 2013/14 when setting its millage rate:
assumptions used in determining the projections.
6.8034 Mils (Rolled-Back Rate
Ad Valorem Taxes $9,973,280
A simple majority vote is all that is required to approve the rolled-back
Property taxes are the single largest revenue line item in the General millage rate of 6.8034 or less. The rolled-back rate is the rate required
Fund Budget, making up approximately 53.58% of the total budget. to produce the same amount of ad valorem tax revenues this year as the
The taxable property value increased from $1.486 billion to $1.527 previous year, excluding the effect of new construction. The typical
billion. At the millage rate of 6.8731 mils, this will generate gross example is that as assessments increase, the millage rate decreases
taxes for FY 2013/14 of $10.5 million. But, due to discounts for proportionately to equalize the revenues.
prompt payment, state law requires that only 95% of the gross taxes be
budgeted as revenue - equating to $9,973,280. 6.8035 8.7591 Mils (Maiority Vote Maximum Millage Rate):
This class of revenue has historically provided a stable source of A simple majority vote is also all that is required to approve a rate
revenue and normally displays an increasing trend based on significant above the rolled-back rate, up to 8.7591 mils (This rate is calculated by
new construction and development. However, this is no longer the adjusting the rolled-back rate by the growth in Florida per capita
case, due to current economic conditions and the fact that the Village is personal income). However, since this is higher than the rolled-back
primarily a built-out community. rate, it must be advertised as a tax increase.
Millage Options: 8.7592 9.6350 Mils (Two-Thirds Vote Maximum Millage Rate):
On June 1, 2013 Palm Beach County notified the Village that the A super majority vote is required to increase the millage rate by up to
preliminary taxable valuation was $1,524,253,727. The final taxable 110% of the majority vote maximum rate.
valuation received on July 1 showed a valuation of $1,527,431,467.
This includes $7,499,745 in new construction. 9.6351 10.0000 Mils (Unanimous Vote Maximum Millage Rate
Based on this final taxable value and current legislation, the millage A unanimous vote is required to increase the millage rate by more than
options, with respect to voting and advertising requirements for 110% of the majority vote maximum rate. However this is subject to
FY 2013/14, are discussed in the following paragraphs. Please note an overall legal ceiling for municipalities of 10 mils.
that the Village's current millage rate is 6.9723 mils.
FY 2014 Adopted Budget Page 61 of 294
Millage Rate Impact: Franchise Fees $1,050,000
The revenue impact of the above millage rates is shown as follows:
Franchise fees are charges to service providers for an exclusive/nonexclusive
Rate Revenue Revenue evenue (Decrease) right to operate within the municipal boundaries of the Village. The
RaDescription Ad-Valorem A Increase charge is levied on a percentage of gross receipts basis. FY 2013/14
Rate
FY 2013/14 FY 2012/13 franchise fees represent 5.64% of the total General Fund Revenues.
(as adopted) The estimates are prepared based on past experience. The Village has
6.8034 Rolled-Back Rate 9,872,141 9,844,754 27,387 the following franchise fees:
6.9723 Current Millage 10,117,225 9,844,754 272,471
• Electric Franchise Fees ($750.000 :
8.7591 Majority Vote Maximum 12,709,979 9,844,754 2,865,225 A thirty year franchise (established by Ordinance No. 14-80 on
9.6350 Two-Thirds Vote Maximum 13,980,962 9,844,754 4,136,208 July 10, 1980 for thirty years) was amended on August 28, 2008
(Ordinance 2008-09). The new agreement requires Florida
10.0000 statutory Maximum 14,510,599 9,844,754 4,665,845 Power & Light to pay a franchise fee of 5.9% from sales of
electricity, with no deductions for ad valorem property taxes or
non-ad valorem assessments. Payments are received monthly
Ad-Valorem Taxes from Florida Power& Light.
5 Year Revenue Trend
• Gas Franchise Fees ($20,000):
A thirty year franchise (established by Ordinance No. 11-80 on
11,20x,000 May 22, 1980 for thirty years) was amended on June 24, 2010
11'°0x'000 (Ordinance 2010-08). The new agreement requires Florida
10,00x,000
10,80x,000 Public Utilities to pay a franchise fee of 6.5% from the sale of
10,40x,000 gas to residential customers within the Village's corporate
10,20C,000 limits. Payments are received annually from Florida Public Utilities.
10,00c,000
9,800,000
9,51X1,000 • Water Franchise Fees ($280,000):
9,40x,000 A franchise fee of 5% (less 0.7% administrative fees) from sales
9'200'000 2010 Actual 2011 Actual 2012 Actual 2013 2014 of water and sewer was established by Ordinance No. 15-1986
Budget Beet or .
■Revenue 11,053,128 10,44',869 10,011,748 9,844,754 9,973,280 f thirty y ears Payments y ments are received monthly from Seacoast
Utility Authority.
FY 2014 Adopted Budget Page 62 of 294
Utility Taxes $2,152,000
Franchise Fees
5 Year Revenue Trend
Utility taxes are levied on consumer consumption of utility services
provided in the Village. The tax is levied as a percentage of gross
=: receipts. Utility taxes represent 11.56% of the total General Fund
revenues. The estimates are prepared based on past experience and
1,20C•,CQC
information received from the utility companies. The Village has the
SC,00B following Utility Service Taxes:
1,10°,00°
• Electric Utility Tax ($988,000):
The rate is set at 10% of electric sales generated by FPL.
1,000,000
950,000
• Water Utility Tax ($315,000):
2010 Actu al 2011 Actual 2012 ACtJ a 20136uc et 2v14Bud et The rate is 10% of water service sales generated by Seacoast
�Revefxe 1,2°4,328 1,191,155 1,178,598 1,085,589 1,050,000
Utility Authority.
• Telecommunication ($775,000):
As of 2001 Communications Service Tax (CST) replaced
Utility Service Taxes Telecommunications Utility Service Tax, Telecommunications
5 Year Revenue Trend Franchise Fees and Cable TV Franchise Fees. The CST is
charged at the maximum rate of 5.22% on all local telephone
service through all providers on phone calls originating within
2,300,DD0 - the Village and terminating within the state. The CST is
2,250,000 collected and distributed by the State of Florida. Revenue
estimates are projected by the State to be used by local agencies
2,200,000 during budget preparation.
2,150,000
• Gas ($74,000):
2'100'°°° The rate is 10% of natural gas sales.
ALI2,050,000
2,ao°,o00
2010 Actual 2011 Actual 2012 Actual 2013 Budget 2014 Budget
OReaeme 1 2,201,375 2,198,148 21164,920 2,119,414 2,152,000
FY 2014 Adopted Budget Page 63 of 294
Sales & Use Taxes (Local Option Fuel Taxes) $263,935 Intergovernmental Revenues $1,327,964
Gasoline taxes are collected at the state level and distributed by formula Intergovernmental revenue consists of revenues that are received from
to cities and counties. Gas taxes represent 1.42% of the total General other governmental agencies. These revenues represent 7.13% of the
Fund Revenues. The estimates are prepared based on information total General Fund Revenues. The majority of these revenues consist
provided by the Florida Department of Revenue and Palm Beach County. of State Shared Revenues (Local Government Half-Cent Sales Tax,
Municipal Revenue Sharing, and Alcoholic Beverage License Fees).
Sales 8 Use Taxes Other revenues in this category consist of Federal, State and Local
5 Year Revenue Trend grants and shares of revenue from the county. The budget estimates are
provided by the Florida Department of Revenue.
:67,000
ass, • Local Government Half-Cent Sales Tax ($859,69 7)
265,00- In 1982 the local government half-cent sales tax program was
263,00 created to provide an additional income for municipalities
26,,0e� beyond ad valorem and utility taxes. The budget estimate is
'C,°,°°= provided by the State each year.
27,00° • Municipal Revenue Sharing ($338,996):
2010 Actual 2011 Actual 2012 nctu al 2013 Budget 2014 Bud,et The Florida Revenue Sharing Act of 1972 created a revenue
rEReveMe 266,077 269,794 263,369 266,006 263,935
sharing trust fund for municipalities in order to ensure revenue
parity. An allocation formula serves as the basis for the distribution
of these revenues to each municipality that meets strict eligibility
Intergovernmental Revenue requirements. The apportionment factor is calculated for each eligible
5 Year Revenue Trend municipality using a formula consisting of the flowing weighted
factors: municipal population, municipal sales tax collection,
and the municipality's relative ability to raise revenues. The budget
,,340,000 estimate is provided by the Department of Revenue each year.
1,320,OC--
• Alcoholic Beverage Licenses $10,000:
1,3oo,OCC s
1,2sG,uuc — The Village is granted a portion of the funds collected by the
1,260,06.- Department of Business and Professional Regulation's Division
1,240,00-. of Alcoholic Beverages and Tobacco for license taxes levied on
1,22806, manufacturers, distributors, vendors and sales agents of
1.200.00, alcoholic beverages. The estimate for the budget is prepared
,,,rc0,0e based on past experience.
1,100,000
2010 Actual 2011 Actual 2012 Actual 2 13 Bud0e1 2•14 Bud et
■Revenue 1,269,509 1,287,638 1,276,129 7,224,93"s 1,327,964
FY 2014 Adopted Budget Page 64 of 294
Charges for Services $2,142,435 Alarm Users Permit Fee ($21,500): All operating alarms
Charges for Services represent 11.51% of total General Fund Revenues. require a permit. The fee is $25, which is collected once a year.
The budget estimates are based on past experience and are described below: • Recreation $1,156,067
This department is the largest of the total "Charges for
• Community Development$247,033 Services" Revenue Category. Within this department, there are
Revenues included in this category are the following: Cell various types of charges: Program Fees (including classes, lessons,
Tower Rent, Protective Inspection Fees, Building Plan Reviews trips and events), Marina, Memberships, Merchandise Sales,
and Non-Domicile Business Registrations. and Rental and or/lease. The major types are described below:
• Village Clerk$9,920 Program Fees $404,000:
The Clerk's office makes available various records and publications This is the amount paid to participate in various classes, lessons,
and collects the filing fees from candidates for public office. trips and events for Recreation, Pool and Tennis. The revenues are
• Public Works $377,000 offset by an expenditure account in the respective department.
Included in this category are the following revenues: Solid Marina $178,000:
Waste Collection and Reimbursement for maintenance services This includes the amount paid to the Village for wet slip boat
provided to the Country Club. dockage, dry storage space and marina ramp usage.
Solid Waste Collection Fee ($365,000): Charge to commercial Memberships $103,245:
establishments for collection services. Rates are based on type This amount includes year-round membership for the Tennis
of business at property and square footage. and Pool Facilities.
Reimbursement - Country Club Services ($12,000):
Reimbursement from the Country Club Fund for work Charges for Services
performed on building and grounds such as a/c, plumbing, 5 Year Revenue Trend
electrical, cleaning/painting, irrigation and custodial.
/
• Public SafeU $350,900 z5o9 00°
Included in this category are items such as Ambulance Fees, 2,908,00C
Fire Inspection Fees, Alarm Users Permit Fees, Bicycle
Registrations, Court Fines and Accident Reports. 1'50°'°DG
Ambulance Fees ($275200 Fee for ambulance transport provided °°°°°°
by the Village. The fee applies to residents and non-residents. 500000
Fire Inspection Fees ($35,000): This fee schedule is detailed in
Village Code Article II Sec 12-17. These fees apply to all 2889 Achial 20i°� 2041 Adial 2042 2(1,3 Bud
�Reyenue 1,678,948 1,937,115 1,927,37° 1,898,595 2,023,fi07
businesses, commercial and multi-family residential buildings
in the Village regardless of ownership.
FY 2014 Adopted Budget Page 65 of 294
Licenses and Permits $1,092,525 Miscellaneous Revenues $452,233
Licenses and Permits consist of Building Permits, Contractor Registration, The miscellaneous revenue classification represents 2.43% of total
Village Business Tax Receipts, Zoning & Annexation Fees and Temporary General Fund Revenues. This classification includes items such as
Banner Fees. These revenues represent 5.87% of the total General Fund public records requests, requests for bid documents, vending machines,
Revenues. These types of revenues are directly related to the rate of NSF fees, insurance refunds, sales of surplus,use of developer contributions,
growth and development in the Village. use of reserves that have been set aside for future tax relief, etc. In 2014,the
Village plans to utilize $442,833 of its reserve for future tax relief in order to
reduce the millage rate.
Licenses&Permits
5 Year Revenue Trend
Miscellaneous Revenue
5 Year Revenue Trend
1,200,000 _
1,000,cc 500,0GC
450,0P�
800,G�� 400,0Cc
350,OcC
600,GC� 300,0c'
250,0G�
400,G'.:, 200,(K-
20C 100 00r
50,00"
2010 Actual 2011 Actual 2012 Actual 2013 Budget 2014 Budget 2010 Actual 2011 Actual 2712 Actual 2-13 Eu dnet 2014 Budget
■Revenue 910,997 959,098 809,642 684,212 1,092,525
■Revenue 278,142 59,461 145,962 1-8.24- 452,233
FY 2014 Adopted Budget Page 66 of 294
Fines and Forfeitures $82,625 Investment Income $77,915
Fines and forfeitures are revenues generated by enforcement and Fund Balances and positive cash flow balances are invested according
prosecution of municipal ordinances and state statutes. These line to the Village's Investment Policies. The interest income is the
items represent 0.44% of total General Fund revenues. This category earnings from these investments. Interest income represents 0.42% of
was increased due to past experience. total General Fund Revenues. There is a significant decline in this
revenue source due to the downturn in the economy.
Fines&Forfeitures
5 Year Revenue Trend Investment Income
5 Year Revenue Trend
1s0,000 300,0CL
160,CCC
141),060 250,W,,
121),060
200,04
160,060
so,o6o
J10D,ODD 20,060 _2010Acbial 2011 Actial 2:12��:i al 2C133udget 20146udjet■IY=�r�r 149,053 171,415 13 D.s 7: s1113 sze2s Acfual 2011 Actual 2012 Actual 2013 budget 071R A7747 AA747 F1 7fiR 77 A1.ri
FY 2014 Adopted Budget Page 67 of 294
:Ylp J
M
a
FY 2014 Adopted Budget Page 68 of 294
Village of North Palm Beach
General Fund Expenditures
Fiscal Year 2013-2014
By Department
■ Reserves&Other General Government
$320,130 $2,272,321
1.72% 12.21%
■ Public Safety
$8,023,558
43.10%
• Leisure Services
$2,629,269
14.12%
• Community
Developmen
$1,135,534
6.10%
■ Public Works
$4,234,100
22.75%
By Function
■ Operating
$4,654,43
25.00%
■ Personnel
$13,960,473
75.00%
Total Expenses=$ 18,614,912
FY 2014 Adopted Budget Page 69 of 294
General Fund Expenditures $18,614,912
To counter the decrease in revenue brought about by property tax The ICMA-RC pension employer contributions were budgeted at
reform and the economic downturn, The Village Manager asked 15%.
Department Directors to reduce spending in a manner that would
minimize the impact on our residents. This required seeking new Health Insurance:
ways to serve our customers. While Directors did an admirable job Health insurance is budgeted at the employee level for the cost
identifying areas to cut, a sizable portion of each department's provided by the insurance carrier based on type of coverage.
budget (employee cost) is not entirely within the control of its
Director. FICA:
This item was budgeted at 7.65% of payroll.
This section includes a discussion regarding appropriations for the
Village's FY 2013/14 General Fund budget, how much of the total Worker's Compensation:
budget it comprises, and assumptions used in determining the This item is budgeted at the employee level for the cost provided
projections. by the insurance carrier based on type of position.
Personal Services $13,960,473:
Personal Services
5 Year Trend
Employee salary and benefits represent 75% of the total General
Fund Expenses. These costs are allocated on a per employee basis.
Assumptions used in budgeting for the major employee costs are 14,000;300
discussed below: 13,500,300
Salaries: 13,000,300
Performance based merit increases for general employees are 12,500,300
budgeted at an average of 3.75% based on a 0% - 5% scale.
Funding for pay increases for all firefighters and sworn police 12,000,300
officers are budgeted in accordance with the established step plan. 11,500,300
2010 2011 2412 2013 2014
Actual Actual Actual Budget Budget
Retirement: ■Expense 12,467,358 12,380,336 12,852536 13,29ff,257 13,960,473
Actuarial determined employer contributions for the General
Employees Pension and Police & Fire Pension were budgeted as
follows:
General Employees ...........................20.82%
Police and Fire Employees ..................21.08%
FY 2014 Adopted Budget Page 70 of 294
Operating Costs $4,654,439 Capital Outlay $0
Appropriations for each department are budgeted based on past Capital needs and resource availability are assessed annually
history and the needs of the department. Operating costs represent through a capital planning process that results in a five year capital
25% of the overall General Fund Expenses. Some highlights of plan. The five-year capital plan includes:
operating costs are listed below:
• the cost to furnish and maintain capital facilities and
• Contractual Services $927,942 equipment, such as roadways, parks, drainage systems and
• Utilities $493,509 other valuable infrastructure
• Program Expenses (offset with Program Revenue) $522,150
• Legal Fees $160,000 • the cost of new and replacement fixed assets, such as
• Materials & Supplies $666,087 vehicles, equipment, hardware/software, etc.
• Gas, Oil &Lubricants $255,020
• Repairs & Maintenance $287,200 Those items deemed necessary are funded in the respective
• Solid Waste Disposal $ 78,000 department's budget; the remaining items are deferred to future
• Property/General Liability $320,130 years. For FY 2013/14, there is no capital outlay in the general
• Professional Services $298,400 fund budget; all capital items are to be funded with CIP funds.
• Travel, Training & Conferences $ 79,325
• Uniforms $ 62,630 Capital Outlay
• Special Events $ 93,500 5 Year Trend
Operating Costs 500,000
5 YearTrend
400,000
5,xo,000
4,500,000
300,Oo a
4,xO,000
3,500,000 200,000
3,xo,000
2,5CO,000
2,xO,000 00,00 0
1,500,000
1,x'0,000 / _ f
5c0,000 - 2010 2011 2012 2012 2014
2010 2011 2012 2013 2014 Actual Actual Actual Bud et Bu et
Actual ACLLal Actual Budget Buc et ■ p
Ex ense 475,007 1 268,514 317,319 95.000
■Expense 3,775,006 3,928,060 3,831,603 4,114,467 4,654,439
FY 2014 Adopted Budget Page 71 of 294
Debt Service $0 Reserves & Contingencies $0
Debt service payments are the series of payments of principal and A contingency is a reserve that is set aside to accommodate
interest required on a debt over the fiscal year. The Village began unanticipated expenditures. For the FY 2013/14 budget, the
accelerating its debt refunding in order to pursue "debt-free status" Contingency category represents 0% of the overall general fund
in 2009. The last outstanding loan instrument was paid off in budget. Village Council opted to remove this item from the budget
Fiscal Year 2010 and therefore there is no debt service budgeted in and will utilize unassigned fund balance for unanticipated
the upcoming year. expenditures.
Debt Service Reserves&Contingencies
5 Year Trend 5 YearTrend
2,500000 45,000
ir
40,000
2,000000 35,000
30,000
1,500 000 25,000
1000 00
20,000
15,OOa
500.000 10,QUO
5,000
2010 OActual 2012 2D13 2014 2010 2011 2012 2013 2014
Actual Actua l Budget Budget Actual Actual Actual Budget Budget
[w_
Eense 43,162 14,089 34,829 - -
■Bpense 2,254,384
FY 2014 Adopted Budget Page 72 of 294
The Village of North Palm Beach
Fiscal Year 2013-2014 Budget
General Fund Operating Highlights
Description Amount
Contractual Services $ 927,942
•Street Maintenance Contract($120k)
•Park Maintenance Contract($290k+CPI adjustment)
•Pool-Independent Contractor($50,083)
•Custodial Services($106,164)
•Market analysis study($31k)
•Facility Services-Outside Repairs
•Various software support agreements,etc.
Utilities 493,509
•Electricity($298,205)
•Gas($36,689)
•Telephone&Data($78,627)
•Water&Sewer($79,988)
Materials&Supplies 666,087
•Materials&Supplies ($394,087)
•Office Supplies ($43,700)
•Computer Supplies($35,500)
•Auto Parts Supplies ($109,000)
•Library Materials($83,800)
Recreation Program Expenses(offset with Recreation Program Revenues) 522,150
Property/General Liability 320,130
Gas,Oil&Lubricants 255,020
Repairs&Maintenance 287,200
•R&M Automotive($85,100)
•R&M Building&Grounds ($101,350)
•R&M Machinery&Equipment($33,200)
•R&M P.A.&Communication Systems ($13,500)
•R&M Storm Drainage System($20,000)
•R&M Irrigation System($10,500)
•Tree Trimming($10,000)
Legal Fees 160,000
Solid Waste Disposal 78,000
Uniforms 62,630
Travel,Training&Conferences 79,325
Special Events 93,500
Professional Services 298,400
•Phase 1-LDR Ordinance Update($75,000)
•On-Line Performance Review Implementation&Employee Handbook Revision($25,000)
•Tennis Court Maintenance($38,000)
•Building Department Inspection Services($15,000)
•Grant Management Services($15,000)
•Professional Services for Streets&Grounds Maintenance($110,000)
•EMS Director Fee($14,400)
Total Fiscal Year 2013-2014 Operating Costs $ 4,654,439
FY 2014 Adopted Budget Page 73 of 294
4
f
1
FY 2014 Adopted Budget Page 74 of 294
Village Council
Village of North Palm Beach
Residents
IF
William L. Manuel Mayor
Darryl C. Aubrey Vice Mayor
Robert A. Gebbia President Pro Tern
David B. Norris Councilman
Doug Bush Councilman
Village Clerk Village Attorney
Village Manager
Operating Departments
FY 2014 Adopted Budget Page 75 of 294
Village Council
Mission Statement Council members attend monthly meetings of Village boards on a
To provide the highest quality of service to the residents of rotation basis in order to remain apprised of the recommendations
North Palm Beach in the most efficient, effective, and fiscally and activities of board members.
responsible manner by providing sound, clear policy guidance that The Council establishes Village goals and objectives in its annual
encourages, promotes, protects, and improves the welfare of the budget and evaluates services and projects throughout the year.
Village of North Palm Beach, ensuring that North Palm Beach The Council annually establishes tax millage rates and service fees.
remains "the best place to live under the sun."
Current Year Accomplishments and New Initiatives
Service Levels Narrative
During Fiscal Year 2012/2013, the Council enacted legislation, set
Serving as the legislative branch of Village government, the Council policies, and approved projects and expenditures that met its goals
is comprised of five (5) officials elected Village-wide serving and objectives and provided for the health, safety, and welfare of
two-year terms each. Councilmen in Groups 1, 3 and 5 are elected Village residents.
in even years and Groups 2 and 4 are elected in odd years. At the
first Regular Session after the March election, the Council selects a • Maintained high appearance standards in the Village through
Mayor, Vice Mayor, and President Pro Tem. The Village Council streetscape enhancements including installation of sidewalks
meets on the second and fourth Thursday of the month, and holds and streetlights in the Southwest Neighborhood.
other meetings as needed to conduct the business of the Village. • Maintained services levels while keeping millage at the same
rate since Fiscal Year 2010/2011 — 6.9723 mils, a reduction
Council members keep abreast of legislative developments through of$59,530 in ad valorem taxes from Fiscal Year 2011/2012
the Florida League of Cities (FLC),the Palm Beach County League and less than the rolled-back rate for Fiscal Year 2012/2013.
of Cities, and meetings with federal, state, and local officials. • Funded capital expenditures through the Five-Year Capital
Council members represent the Village on these boards: Improvement Plan, including the purchase of police vehicles
• FLC Intergovernmental Relations Legislative Policy Committee and Fire Rescue self-contained breathing apparatus.
• FLC Finance and Taxation Legislative Policy Committee • Enhanced leisure activities with equipment/product upgrades
• Palm Beach County League of Cities Board of Directors including playground equipment for Osborne Park and golf
• PBC Multi-Jurisdictional Issues Coordination Forum carts and a beverage cart for the golf course.
• North County Governmental Committee • Approved the construction of Veterans Memorial Park.
• Treasure Coast Regional Planning Council • Advanced Anchorage Park Phase 2 plans by pursuing grant
• Regional Hazardous Materials Oversight Committee funding and approving demolition of the old module buildings.
• Lake Worth Lagoon Initiative Board • Continued to promote a business-friendly atmosphere by
• Southeast Florida Ocean Reef Task Force granting Special Use Permits for similar uses in a zoning
• Northlake Boulevard Corridor Task Force district and approving/amending planned unit developments.
FY 2014 Adopted Budget Page 76 of 294
Goals and Objectives Goal:
The Village Council is committed to these goals and objectives: Maintain and improve all recreational facilities of the Village
Goal: Obiectives:
a. Maintain high level of appearance and condition of Village
Protect the financial integrity of the Village in a difficult parks and recreational facilities, including the Country Club.
economic environment b. Increase involvement in recreational activities by expanding
Obiectives• programming for all age groups.
a. Seek alternative sources of funds including grants. c. Actively promote resident and non-resident use of the
b. Seek to influence the Florida legislature in areas of unfunded Country Club facilities.
mandates, taxation, and revenue sharing. d. Enhance golf membership through increased member events.
c. Continue to advance a business-friendly atmosphere in the e. Enhance and promote pool, tennis, and park amenities.
Village and work with the Northern Chamber of Commerce to f. Enhance and promote organized youth sport leagues and
encourage new businesses and to promote economic development. programs within the Village.
d Actively pursue annexation opportunities where and when available. Goal:
Goal: Enhance the spirit and participation of our community
Maintain a high quality of life in the Village
ObiecNves•
Obiectives• a. Encourage Village resident participation in Village Boards,
a. Improve and maintain Village waterways as a unique Village asset. programs, and events.
b. Maintain the highest quality of public safety services through b. Improve communication with businesses; encourage participation
national accreditation of its law enforcement component and of businesses in Village events.
through fire rescue level of service partnerships. c. Encourage Village volunteer service.
c. Enhance communication with residents through mediums such
as the Village Newsletter and website.
d. Improve communication and response to the public; encourage
suggestions from the public.
e. Maintain service levels.
f. Update and maintain the Code of Ordinances to match continued on next page
contemporary requirements.
FY 2014 Adopted Budget Page 77 of 294
Goal:
Improve the overall appearance of the Village
Obiectives•
a. Continue improvement of code compliance and education with
special emphasis towards the abatement of nuisance and
abandoned properties.
b. Support implementation of the Northlake Boulevard Overlay
Zoning 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, and Village-owned
properties and roads.
Goal:
Continuously evaluate the way we work and the way we
compensate our staff
Obiectives•
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.
FY 2014 Adopted Budget Page 78 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Village Council
Original Fiscal %Increase/
Year 2013 (Decrease)over Actual Actual Actual
Fiscal Year 2013-2014 Budget 2013 Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 46,800 $ 46,800 0.00% $ 46,050 $ 46,800 $ 46,800
Overtime Pay - - 0.00% - - -
Part-time Pay - 46,800 - 0.00% - - -
Benefits:
Pension - - 0.00% - - -
Health Insurance - - 0.00% - - -
FICA/Medicare 3,581 3,581 0.00% 3,523 3,580 3,580
Worker's Compensation 75 81 -7.41% 69 75 90
Other - 3,656 - 0.00% - - -
$ 50,456 $ 50,462 -0.01% $ 49,642 $ 50,455 $ 50,470
Operating
Accounting&Auditing 24,000 28,000 -14.29% 33,144 23,644 31248
Advertising 10,500 10,000 5.00% 5,313 7,333 7,595
Advisory Board Dinner 6,000 5,000 20.00% 4,178 4,569 5,077
Conferences&Seminars 1,825 2,345 -22.17% 1,063 1,300 1,800
Contractual Services 1,400 1,400 0.00% 1,355 805 0
Council Donations 4,000 4,000 0.00% 2,100 3,000 3,000
Employee Relations - 0 0.00% 0 6,310 2,175
Inspector General Expenses 16,500 16,048 2.82% 4,012 4,123 0
Membership&Dues 10,429 10,312 1.13% 10,008 10,046 10,710
Materials&Supplies 600 3,200 -81.25% 1,084 5,644 727
Professional Services 6,000 5,300 13.21% 4,943 4,230 3,517
Special Events 3,000 0 0.00% 0 2,858 0
Travel 7,170 8,103 -11.51% 9,036 7,319 3,805
Other Operating Costs - 0 0.00% 0 0 (0)
91,424 93,708 -2.44% 76,235 81,181 69,654
Capital
Capital - 0 0.00% 0 0 0
0 0 0.00% 0 0 0
Total Expenses $ 141,880 $ 144,170 -1.59% $ 125,877 $ 131,637 $ 120,125
FY 2014 Adopted Budget Page 79 of 294
Village Manager
Village Manager 1 FT
Executive Secretary 1 FT
General Fund Operating Departments
-Human Resources Country Club Operating Departments
-Finance -Golf
•Information Technology -Food & Beverage
•Community Development -Administration
-Library
-Parks & Recreation
-Law Enforcement
-Fire Rescue
-Public Works
Summary: Change:
2 FT
FY 2014 Adopted Budget Page 80 of 294
Village Manager
Mission Statement To that end, the Village Manager will continue to work with the
To provide clear direction, support, accountability, achievement, Village Council in developing and communicating our Village's
„
and recognition through an operational framework that guides and resident service vision. By focusing on the needs of the citizens, the
empowers Village staff in providing public services to the citizens Village Manager encourages program and service improvements that
of North Palm Beach as established by Council policy goals. allow the Village to keep pace with the ever-changing needs of our
The Village Manager promotes and fosters a "purpose-driven" community.
working environment that focuses on service to the public through Accomplishments for Fiscal Year 201212013:
the efforts of a professional staff and improved operating processes.
In collaboration with all Village employees, the administration will 1. The Village's General Fund budget has been reduced by
nurture creativity, responsibility, accountability, and thoughtful $1,573,468.00 or 8.25% over the past five (5) years.
risk-taking...all focused on the core goal of Serving the Community. ($19,073,192.00 in Fiscal Year 2009 to $17,499,724.00
Service Levels Narrative adopted in Fiscal Year 2013).
The function of the Village Manager is to serve as the Chief 2. The Village's ad-valorem taxes have been reduced by
Executive Officer of the Village. The Village Manager is 16.27% or $1,912,743.00 since Fiscal Year 2009
responsible to the Village Council for: ($11,757,497.00 in Fiscal Year 2009 to $9,844,754.00
adopted in Fiscal Year 2013).
• Creating a strategic focus for the organization that incorporates
goals of the Council; 3. The Village's full-time workforce has only been reduced by
• Developing organizational goals that serve the community; 3 positions or 2.03% since Fiscal Year 2009 with absolutely
• Strengthening and guiding the Village organization to meet no negative impact upon municipal provided services [148
public needs and to provide services; full-time in Fiscal Year 2009 to 145 full-time in Fiscal Year
• Preparing agenda materials that foster choices, challenges 2013].
and opportunities, and solutions from which the Village Council 4. The Village's Finance Department was the recipient of the
can develop policy decisions and make public service Government Finance Officer's Association — Certificate of
choices; and Achievement Award for its Certified Annual Financial Report
• Ensuring that the management of Village services and programs [with no written comments] and the Distinguished Budget
occurs in an efficient and effective manner. Award for its Budget Document.
A fundamental responsibility of the Village Manager is to implement 5. The Village of North Palm Beach Police Department
policies approved by the Council, and to help develop a shared vision received National Accreditation for the second consecutive
for the organization allowing this to occur. rating period(3 years)through C.A.L.E.A.
FY 2014 Adopted Budget Page 81 of 294
New Initiatives and Goals for FY 201312014 • Market Analysis of Resident Preferences This Project is
In 2013, Council and staff developed a strategic plan, which another element of the Council objective to Maintain a High
identified 6 specific objectives, and 19 improvement projects that Quality of Life in the Village. Key to any strategic plan is the
support those objectives. Many of those improvement projects are development of an environmental scan. A market analysis
underway and many will be commissioned in 2014. Following is a involving stakeholders is an excellent way to ascertain the
review of those improvement projects. priorities of our residents. A consultant agreement will be
awarded in Fiscal Year 2012/2013,with the contract performance
• Unfunded Liabilities This project was part of the Council's period beginning in Fiscal Year 2013/2014. Plans are to have
Financial Integrity objective and dealt with evaluating the status results of this analysis presented to Council in January 2014.
and health of each of our defined benefit retirement plans. • Anchorage Park, Phase H This project relates to Council's
We have had extensive discussions with the actuaries and
investment advisors for each plan and have found that both objective to Improve all Recreational Facilities of the Village.
the Police and Fire and the General Employee Pension Funds The Administration has been evaluating various approaches to
have dramatically increased their plan funding over the past improvements in storage of boats and trailers at the park A
two years. Part of the reason for this is a policy change that key to this project is to minimize the reduction in green space,
prohibits employees from getting a cash payout at retirement. while at the same time enhancing the set of amenities that are
The other factor has been the marked improvement in investment available for recreation. The concept for this design was
results. Consequently,the Police and Fire fund is now above the approved by Council in 2013. The Village has applied for
80% funded benchmark, which is an industry standard depicting four grants to defray the cost of this project; funding from one
the financial health of a plan. The General Fund is currently at grant is pending. The first such grant will be used, in part, to
70%; this represents an increase in funded value of approximately accomplish final design and the development of bid specs for
30% over the past couple of years. Council is committed to the project. We plan to proceed with that work in 2014 with
continued monitoring of this critical financial benchmark. construction following in 2015 and 2016.
• Business Friendly Environment This project was part of the • Completion of Veterans Park This project is associated with
Council's objective to Enhance the Spirit and Participation of Council's objective to Improve all Recreational Facilities of
our Community. Council approved the formation of the the Village. The plans and specification for the memorial have
Business Advisory Board and that group has begun various been prepared and a contract for construction has been awarded.
initiatives to encourage the continued growth of existing The project will be completed by November 11, 2013 —in time
businesses and attraction of new firms to our community. for our annual Veterans Day Observance.
• Ordinance Update This project is a specific element of Council's
objective to Maintain a High Quality of Life in the Village. [continued on next page]
As a complete re-write of all ordinances would be cost prohibitive
for one budget year, our goal for FY 2013/2014 is to develop
a plan that addresses land use codes in 2014 and 2015 and
provides funding for contract and legal support.
FY 2014 Adopted Budget Page 82 of 294
• Work Process Improvements This project and all remaining Goals and Objectives
improvement projects are part of a new Council objective that
Continuously Evaluates the Way We Work. Our plan is to In addition to the "New Initiatives," in the coming year, the Village
involve one department at a time in mapping of work Manager's Office plans to achieve the following goals and objectives:
processes. Public Works is the first department that will
accomplish this task in Fiscal Year 2013/2014. 1. Provide leadership and oversight of Village-wide governance,
functions, services, and projects.
• Evaluation of personnel policies Funding for this a. Direct services to be delivered as set forth in the strategic plan,
policy update has been included in the Fiscal Year
2013/2014 budget. If approved, this work will be the budget, and Council priorities.
accomplished by the end of 2014. b. Provide Council with a recommended budget that falls within
the strategic plan and Village-wide goals at the lowest attainable
• Compensation Study The compensation study has millage rate.
been completed and recommendations have been integrated
into the Fiscal Year 2013/2014 budget plan. 2. Implement and maintain a comprehensive strategic plan.
• Appraisals and Evaluations A new web-based appraisal a. Integrate the Village strategic plan with annual budgeting through
system is included in this year's budget and, if approved, a unified process.
will be applied in Fiscal Year 2013/2014.
3. Research, develop, and recommend Village-wide and
• Timekeeping system The new automated timekeeping departmental policies and procedures.
system was implemented in Fiscal Year 2012/2013.
a. Suggest changes in organizational structure and in types of
• Safety A robust Village-wide safety program has been services provided; evaluate staffing levels and prepare a reduction
established. The initial focus was an evaluation of all and transition plan.
facilities. We are continuing to accomplish safety upgrades b. Evaluate specific programs and other contractual services
identified in those safety audits and plan to have all of throughout the Village for adequate and appropriate cost recovery
them completed in 2014. The second phase will be to for users while increasing cost effectiveness.
review all major work processes, and evaluate and correct
safety concerns in these work processes. This will be an 4. Provide supervision for all departments, offices, and agencies
ongoing project for the remainder of 2014 and 2015. of the Village.
• Wellness Wellness programs provide excellent benefits a. Establish a comprehensive program to review and evaluate all
for individual employees and result in significant operational processes.
savings to an organization. With that in mind, we have
commissioned a wellness program that will become an 5. Enhance access to government through programs that inform
integral part of our operations. citizens about Village operations and services.
a. Coordinate and improve upon press releases, content of Village
publications, brochures, and informational leaflets.
FY 2014 Adopted Budget Page 83 of 294
Performance Measures
Performance FY 2012 FY 2013 FY 2014
Measure Actual Projected Estimated
Attended Council 21 Regular 22 Regular 22 Regular
Regular meetings, 17 Workshop 28 Workshop 24 Workshop
Workshops,and
Special meetings 10 Special 6 Special 4 Special
Staffing levels:
Full-time 144 145 149
Part-time 124 123 133
Millage Rate 6.9723 6.9723 6.8731
Village Newsletter 101,400 101,400 109,200
circulation
FY 2014 Adopted Budget Page 84 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Village Manager
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 196,055 $ 187,213 4.72% $ 205,419 $ 255,503 $ 210,279
Overtime Pay - - 0.00% - - -
Part-time Pay - 196,055 - 0.00% - - -
Benefits:
Pension 30,849 29,523 4.49% 15,951 30,405 32,626
Health Insurance 31,140 23,392 33.12% 12,571 21,900 23,933
FICA/Medicare 14,999 14,322 4.73% 15,662 14,925 12,328
LTD Insurance 848 808 4.95% 635 910 960
Life Insurance 696 696 0.00% 439 801 864
Worker's Compensation 314 323 -2.79% 189 338 403
Other - 78,846 - 0.00% - - -
$ 274,901 $ 256,277 7.27% $ 250,867 $ 324,781 $ 281,393
Operating
Advertising 200 0 0.00% 0 0 0
Books&Publications 150 150 0.00% 0 0 0
Conferences&Seminars - 1,000 -100.00% 88 25 0
Contractual Services 33,258 2,258 1372.90% 787 1,823 883
Materials&Supplies 3,000 3,000 0.00% 1,957 1,301 1,455
Memberships&Dues 2,800 2,800 0.00% 770 1,751 914
Printing&Binding 1,000 800 25.00% 518 450 198
Professional Services 1,200 1,200 0.00% 1,167 1,165 1,136
Travel&Training - 2,862 -100.00% 2,871 771 0
Utilities - 0 0.00% 0 200 3,422
Other Operating Costs 200 200 0.00% 20,563 582 623
41,808 14,270 192.98% 28,721 89067 8,631
Capital
Capital - 0 0.00% 0 0 0
0 0 0.00% 0 0 0
Total Expenses $ 316,709 $ 270,547 17.06% $ 279,587 $ 3329848 $ 2909024
FY 2014 Adopted Budget Page 85 of 294
Human Resources
Director of Human Resources 1 FT
LJ im�n �ncn irn�n��+i�li��
Human Resources Coordinator 1 FT
Summary: Change:
FT=2
FY 2014 Adopted Budget Page 86 of 294
Human Resources
Mission Statement The self-funded retirement plan options offered by the Village are
To deliver customer focused services and support to all Village extremely generous. In addition, we offer a Flexible Spending
departments and employees with competency, care, and quality in Account, Life and AD&D insurance, Long-Term Disability, Vision,
support of the Village's mission and strategic priorities. and other optional insurance programs. The Village also offers
Education Assistance and a completely confidential Employee
Service Levels Narrative Assistance Program. HR is responsible for delivering these
programs equitably across our full-time employee workforce and
The Human Resources (HR) Department supports all other in full compliance of all Federal and State healthcare regulations,
Village Departments through the implementation and management (i.e., PPACA, COBRA, HIPAA, Medicare, etc.).
of comprehensive employee benefit programs, development and Currently the HR Department is staffed with one (1) Director of
administration of safety and workers' comp programs, ensuring of Human Resources and one (1) full-time Human Resources
current and compliant personnel policies and procedures, supervision Coordinator. The HR Director oversees and supervises all areas of
of performance and compensation programs, and support of all HR and risk management. This includes providing advice and
employee relations issues. Development and administration of guidance regarding personnel support and regulation, policy
these programs in one office ensures consistency and objectivity development and legal compliance, employee benefit
in their administration. management, hiring administration, development of training
Human Resources works to ensure all other Village departments have programs, objective investigation and analysis of personnel matters,
the necessary resources and support to best manage their human capital. disciplinary actions, and employee complaints, to ensure that
Our department provides centralized personnel administration and Village policies are enforced fairly and consistently.
record keeping, background screening, training and development The HR Director is also the Village's designated Safety Coordinator
programs, collective-bargaining support, workers' compensation
case management, and uniform application and consideration of under its Village Safety Policy. As such, the HR Director chairs
State and Federal labor laws and of the Village's Personnel Rules all Safety Committee meetings, and ensures OSHA—level standards
and Regulations. Our department strives to stay abreast of all are met for reporting, accident investigations,and safety improvements.
state and federal legal changes in order to ensure full compliance The HR Coordinator works closely with the HR Director to develop
across the Village. and implement full-employment cycle support programs for all
The Village employs 149 full-time and 133 part-time(both year-round employees, and helps to ensure the maintenance of a neutral and
and seasonal) positions. Additionally, the Village offers a benefits confidential environment for all Village Employees. The Human
package to all full-time staff. Our health and welfare benefits consist Resources Coordinator serves as a front-line liaison for the
of employer-funded medical and dental coverage to all employees, department, administering new-hire orientation, answering
as well as optional employer-subsidized dependent coverage. employee and vendor inquiries, maintaining confidential
department records, providing project support, resolving
FY 2014 Adopted Budget Page 87 of 294
employee issues, and educating employees regarding their rights Traditionally the Village has offered both an HMO and POS (or PPO)
and responsibilities. option to its employees to offer a choice of healthcare maintenance
programs with a combination of network discounts and in-and out-
The Human Resources Department maintains the Village's of-network pricing. The average cost for single (employee-only)
Comprehensive Pay and Classification Plan and position descriptions coverage has risen steadily for several years. These increases are
for all Village jobs. Accordingly, HR conducts market-research on due to a combination of market-related inflation and the Village's
these issues and recommends modifications to Village methods and claims experience.
programs as appropriate.
With less than 500 full-time employees, the Village is not a large
In addition to the duties already mentioned, the HR Department is enough employer to be rated by the carriers on claims experience
responsible for the following functions: alone. However, we recognize that keeping a positive claims
experience can help to reduce the rate at which premiums increase.
• Renewal of workers' compensation and group insurance plans; In the coming year, HR has developed an emerging Employee
• Labor relations and collective bargaining with Federation of Wellness Program in order to foster a cultural shift that develops
Public Employees (FPE), Police Benevolent Association(PBA), employee engagement with regard to health and wellness.
and International Association of Fire Fighters (IAFF)unions;
• Managing all workers' compensation cases with workers' An agency's workers' compensation experience modification rating
compensation carrier and health clinic/providers; and (MOD) measures the ratio of expenses to premiums paid and is
• Coordination of all annual employee performance evaluations. often used as an indicator of an employer's safety record. The norm
would be a rating of 1.0 with ratings over 1.0 indicating a high ratio
Federal and State Human Resource Laws are in a constant state of flux. of workers' compensation expenses (i.e. injury-related payments) and
This being the case, it is imperative that the Village HR Department a rating under 1.0 indicating a low ratio of expenses. MOD ratings
keeps a pulse on the current regulatory changes in order to ensure also affect workers' compensation premiums; with MOD ratings
that these changes are consistently communicated and implemented over 1.0 increasing an agency's premiums and ratings under 1.0
across all departments. Our staff attends regular human resource discounting them. The Village's MOD for the current year is 1.14.
and benefit training sessions to stay up-to-date and support the It is vital to focus on employee safety practices and safety programs
Village accordingly. in order to lower our Workers Comp premiums to manageable levels.
HR has partnered with the Village's Agent of Record (and health Personnel Changes
insurance broker) to keep abreast of the changes in healthcare The personnel/title changes for Fiscal Year 2013/2014 are:
regulations as mandated by the federal Affordable Care Act,
including noticing, coverage, and minimum levels of care • Reclassification of one HR Specialist to HR Coordinator
requirements. HR continues to work closely with the Village's
broker to negotiate the best pricing for group health insurance
with a quality carrier that has a viable network and a balanced
benefits package.
FY 2014 Adopted Budget Page 88 of 294
Current Year Accomplishments and New Initiatives Council Goal:
In addition to the projects outlined above, during Fiscal Year Protect the financial integrity of the Village in a difficult
2012/2013, the HR Department also accomplished the following: economic environment
• Commissioned a comprehensive Compensation Study in
order to review the status of the current compensation plan Department Goal:
and practices of the Village. Minimize the Village's exposure to employer-liability issues
• Supported our Village Manager in developing and and maintain excellent employee/employer relations through
implementing a Strategic Plan for the Village. staff and supervisor knowledge of and compliance with all
• Developed a new Education Assistance Program that supports State and Federal employment laws and Village policies.
and facilitates employee career development and enhancement.
• Created a Student Community Service Program that enables Objectives:
resident children to obtain much needed credits for school a. Complete all Union Negotiations in a timely and professional
while supporting our local community. manner.
• Created a holiday gift basket program to show Council and b. Ensure HR Staff monitors and implements all legal changes
Management support for our employees. immediately.
c. Administer new Comprehensive Pay and Classification Plan.
Additionally,in Fiscal Year 2013/2014 the HR Department plans to: d. Maintain/revise job descriptions for all Village positions and
• Implement a new Village Pay and Classification Plan with create new ones as required.
changes recommended by our vendor. e. Revise and distribute the Village Policy and Procedure Manual
to all Village Employees.
• Review existing employee insurance plans, benefits levels, and f. Develop and Distribute a Quarterly Employee Newsletter.
methods of implementation in order to lower employer costs;
• Implement a new on-line Employee Evaluation System, Department Goal:
which will enable employees to monitor and track their
career objectives and allow Managers and Directors to create Minimize adverse financial impacts to the Village by providing
job competency-based criteria on which to evaluate employees. the highest possible levels of employee health, dental, vision,
• Create and distribute a new Employee Personnel Manual. disability, and life insurance, while managing premiums and
• Complete union negotiations for all three Village employee focusing on improving employee wellness.
unions.
Objectives:
Goals and Objectives a. In coordination with our Benefits Broker, negotiate optimal
pricing for current employee health &wellness programs.
In the coming year, the Human Resources Department plans to b. Develop continual wellness initiatives to reinforce importance
achieve the following goals and objectives: of employee health on a year-round basis.
FY 2014 Adopted Budget Page 89 of 294
Council Goal: Performance Measures
Maintain a high quality of life in the Village Performance FY 2012 FY 2013 FY 2014
Measure Actual Projected Estimated
Increase the number of training
Department Goal: programs offered to general staff:
Provide the highest quality customer service and seek to HR 2 4 6
maintain/improve employee job-satisfaction and retention Percent Change General knowledge 2 4 6
rates through the speedy recruitment of strong employees in Supervisory N/A +100% +50%
the pursuit of excellence throughout the Village. General knowledge N/A +100% +50%
Increase the number of Revised PPM
Objectives: policies 4 4 8
a. Obtain/maintain high quality, flexible benefit programs that are
responsive to employee needs and provide quality and value. Percent Change N/A 0% 200%
b. Implement consistent safety program across the Village. Increase participation in Employee
Wellness&Benefits Fair
Number of Employees 67 100 150
Number of Vendors 16 18 20
Percent Change
Employees N/A 149% +150%
Vendors N/A 112% +111%
Scan all employee files
Number of current employee files N/A 300 20
Number of termed employee files N/A 50 700
Percent Change N/A
Increase opportunities for and
participation in"Lunch&Learns"
Number of Sessions 4 4 6
Av.Number of Participants 6 6 8
Percent Change
Number of Sessions N/A 150%
Av.Number of Participants N/A 133%
FY 2014 Adopted Budget Page 90 of 294
VILLAGE MOD RATINGS MEDICAL PREMIUMS
1.2 2010/11
1
0.8
2011/12 JL Family
■Plus One
0.6
2012/13 ■Single
0.4
0.2 2013/14
0
2010/11 2011/12 2012/13 2013/14 0 500 1000 1500 2000 2500
As illustrated above,the Village's workers' compensation experience Medical premiums have increased by an average of 31% over the
modification rating (MOD)was .92 in Fiscal Years 2011 and 2012, past several years. The costs mandated by the Affordable Care Act
and began to creep back up to 1.02 in Fiscal Year 2013. It is enforce the Village's continual need to prioritize wellness in an
currently at 1.14 for the 2014 Fiscal Year. The Village needs to effort to maintain a positive claims experience and to reduce the
focus on safety training and programs for the coming year in order rate at which premiums increase going forward.
to control Workers' Compensation Costs.
FY 2014 Adopted Budget Page 91 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Human Resources
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 147,311 $ 139,686 5.46% $ 138,522 $ 142,061 $ 134,908
Overtime Pay - - 0.00% 338 - 1,675
Part-time Pay - 147,311 - 0.00% - - -
Benefits:
Pension 27,516 25,710 7.02% 20,489 20,858 27,708
Health Insurance 31,140 34,027 -8.48% 28,301 31,864 31,720
FICA/Medicare 11,270 10,686 5.47% 9,904 9,773 9,093
LTD Insurance 663 629 5.41% 751 825 813
Life Insurance 174 174 0.00% 201 217 219
Worker's Compensation 236 241 -2.07% 236 223 257
Other - 70,999 4,675 -100.00% 6,325 - -
$ 218,310 $ 215,828 1.15% $ 205,066 $ 205,820 $ 206,393
Operating
Contractual Services 1,160 1,160 0.00% 1,134 931 789
Printing&Binding 700 700 0.00% 445 177 760
Postage 150 100 50.00% 0 80 0
Employee Assistance Program 3,032 4,700 -35.49% 2,966 2,960 2,960
Employee Physical Exams 8,369 5,268 58.86% 5,409 2,246 3,784
Employee Relations 25,000 10,000 150.00% 9,729 10,102 9,681
Materials&Supplies 1,300 800 62.50% 6,287 1,539 1,833
Professional Services 25,000 30,750 -18.70% 757 560 2,792
Books,Publications&Subscriptions 3,943 3,943 0.00% 1,235 810 2,044
Memberships&Dues 1,105 1,040 6.25% 600 676 525
Conferences&Seminars 500 500 0.00% 0 0 0
Travel&Training 4,500 4,000 12.50% 3,179 968 1,338
Utilities - 0 0.00% 0 0 268
Other Operating Costs 350 0 0.00% 478 0 (0)
75,109 62,961 19.29% 32,220 21,048 26,776
Capital
Computer Hardware&Software - 0 0.00% 0 0 0
0 0 0.00% 0 0 0
Total Expenses $ 293,419 $ 278,789 5.25% $ 237,286 $ 226,868 $ 233,169
FY 2014 Adopted Budget Page 92 of 294
Finance
Director of Finance 1 FT
Finance Manager 1 FT
Accounting Clerk 3 FT
Finance Intern 1 PT
Note: The Finance Director also oversees the following positions:
• One full-time Country Club Accounting Clerk
• One full-time Project and Procurement Manager (located in
the Public Works Department)
Summary: Change:
FT = 5
PT = 1
FY 2014 Adopted Budget Page 93 of 294
Finance
Mission Statement The Finance Director oversees and supervises all areas of the
Finance Department. This includes providing oversight, guidance,
To establish and maintain adequate internal controls that financial policy, cash/investment management, debt management,
safeguard the Village's assets and ensure they are efficiently and and the monitoring and developing of financial strategies. The
effectively allocated, to help maintain the Village's strong Director also enforces policies that ensure adequate financial
financial condition by maintaining revenue levels that are procedures, fiscal solvency, and financial statement integrity
sufficient to carry out Council priorities and goals, and to support through the maintenance of proper internal controls.
staff in providing citizens with the appropriate service levels that
they have come to expect. The Director is responsible for: preparing and distributing the
various financial reports of the Village; overseeing quarterly
Service Levels Narrative financial analyses; tracking performance indicators and financial
trends; establishing standard operating procedures for the fiscal
As the largest support department, Finance provides administrative, operation of the Village; tracking payment schedules; securing
operational and financial assistance to management, elected officials financing for vehicles and large capital expenditures (e.g., leases,
and the Village's residents. The Department's responsibilities capital improvement projects, etc.), and developing procedures for
primarily relate to the administration, control and reporting of all monitoring and facilitating timely debt payment.
Village finances. The Department monitors the Village's fund
balances, prepares the Village's annual budget document, invests The Finance Manager assists the Director by overseeing the
the Village's excess cash balances, reports on Village grants, and Finance Department's day-to-day operations and is responsible for
prepares the Village's financial reports — including the financial reporting and internal controls.
Comprehensive Annual Financial Report ("CAFR"). The
Village's CAFR has received the Certificate of Achievement in The Project and Procurement Manager reports to the Finance Director
Financial Reporting from the Government Finance Officers and is responsible for coordinating large improvement projects
Association ("GFOA") for 25 consecutive years. and facilitating the procurement process. The Project and
Procurement Manager is located at the Public Works Facility
Prudent financial management has contributed to the increase in
the Unassigned Fund Balance for the Village General Fund. This The Country Club Accounting Clerk reports to the Finance Director
gives the Village an adequate and important financial "cushion"to and is responsible for processing and recording financial transactions
meet unexpected financial hardships. The General Fund related to the Country Club. The Country Club Accounting Clerk
Unassigned Fund Balance at September 30, 2012 is unused and is located in the Finance Department.
unbudgeted in this proposed budget - remaining at a level of
$11.24 million.
FY 2014 Adopted Budget Page 94 of 294
The Department is responsible for the following functions: • Completed monthly, quarterly and annual reports of Village
• Preparing, recording, analyzing and monitoring all of the fiscal affairs; and
Village's financial transactions; • Collaborated with IT and HR to implement an automated
• Preparing various Village financial reports; employee time and attendance system
• Monitoring and improving all Village internal financial controls;
Goals and Objectives
• Verifying accuracy, completeness, legitimacy, and proper
account recording for all Village expenditures;
• Ensuring that payment is remitted timely and accurately in In the coming year, the Finance Department plans to achieve the
accordance with Village procurement policies; following goals and objectives:
• Processing all payroll-related functions including direct deposit
and the issuance of payroll checks to Village employees; Council Goal:
• Reconciling quarterly pension statements and submitting all Protect the Financial Integrity of the Village in a Difficult
payroll reports; Economic Environment
• Coordinating and preparing the Village's Annual Budget
and performance measures; and Department Goal:
• Coordinating and preparing the Annual Audit Report a/k/a
CAFR (Comprehensive Annual Financial Report) with the Maintain the Village's financial systems in conformance with
Village Auditor. all State and Federal laws, Generally Accepted Accounting
Principles (GAAP), standards of the Governmental
Current Year Accomplishments and New Initiatives Accounting Standards Boards (GASB), and the Government
Finance Officers Association (GFOA).
During Fiscal Year 2012/2013, the Finance Department achieved
the following new initiatives and goals for improvement: Objectives:
a. Continue to facilitate the annual audit process ensuring that
• Facilitated the annual independent audit process resulting in the Village maintains its compliance with State and Federal
an unqualified opinion with no management letter comments; agencies, without exception, and that the financial statements
• Received the GFOA (Government Finance Officers are presented fairly and accurately.
Association) Distinguished Budget Award for the 4th b. Facilitate the implementation of new accounting and auditing
consecutive year [previously this award had not been standards, as applicable, issued by the Governmental Accounting
received since 1995]; Standards Board(GASB).
• Received the GFOA Certificate of Achievement for Excellence c. Prepare the annual budget meeting GASB requirements and
in Financial Reporting for the 25th consecutive year; timelines, and Florida Truth in Millage (TRIM)regulations.
d. Maintain compliance with the GFOA in order to receive the
• Completed and filed all Federal, State, and local reports on GFOA Distinguished Budget Award and the GFOA
a timely basis; Certificate of Achievement Award each year.
FY 2014 Adopted Budget Page 95 of 294
Department Goal: Performance Measures
Prepare a balanced budget that effectively addresses the
Village's goals, accurately reflects the Village's financial Performance FY 2012 FY 2013 FY 2014
position, provides appropriate information to interested Measure Actual Projected Estimated
parties, and supports sound financial decisions. Number of Years awarded the
"Certificate of Achievement 24 25 26
Objectives: for Excellence in Financial
a. Provide services and reports related to resource allocation, Reporting"by GFOA
fiscal analysis, and financial forecasting to assist the Village Receive an unqualified audit Yes Yes Yes
Council, Village Manager, and Village departments in opinion each year
establishing priorities and allocating resources appropriately. Number of Management Letter
b. Oversee and report on a timely and accurate basis all Comments in the audit 0 0 0
budgetary information in the Village's annual budget to ensure
proper management and reporting of the Village's fiscal Number of Years awarded the
"Distinguished Budget Award" 3 4 5
resources. by GFOA
C. Continue building and refining the Village's budget
information to facilitate a more comprehensive review of the
Village's budget, which contributes to more effective policy
discussions and decisions.
Department Goal:
Manage the accounting, budgeting and financial processes, to
ensure accuracy, timeliness, and adherence to established
practices and guidelines.
Objectives:
a. Process accurate financial and budgetary transactions, reports,
analyses and provide customer assistance in a timely manner.
b. Produce relevant, accurate, and timely financial reports online
(current)monthly, quarterly, and annually.
c. Ensure timely and accurate issuance of all vendor checks,
payroll disbursements, and procurement and renewal of goods
and services for the Village.
d. Continue to streamline internal processes and enhance service
levels.
FY 2014 Adopted Budget Page 96 of 294
The general fund is the chief operating fund of the Village. As a
measure of the general fund's liquidity, it is useful to compare the
unassigned fund balance to total fund expenditures:
Fund Balance as % of Annual Expenditures Number of Accounts Payable Checks Issued
6,300
6,200
66% 6,100
6,000
65% 5,900
5,800
5,700
64% 5,600
5,500
5,400
63% 5,300 2011 2012 2013 2014
2011 2012 2013 2014 Actual Actual Projected Estimated
Actual Actual Projected Estimated ■#A/PChecks 6,259 5,681 6,000 6,000
The following charts illustrate some departmental workload indicators: Number of Payroll Checks Issued
Number of Purchase Orders Issued
6,500
900 6,400
890 6,300
880 6,200
870 6,100
860
6,000 _
850
5,900
840 2011 2012 2013 2014
Actual Actual Projected Estimated
830 ■#P1R Checks 6,419 6,084 6,200 6,200
2011 2012 2013 2014
Actual Actual Projected Estimated
of Purchase Orders 859 877 900 900
FY 2014 Adopted Budget Page 97 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Finance
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 347,903 $ 329,250 5.67% $ 317,706 $ 306,840 $ 297,770
Overtime Pay 6,000 6,000 0.00% 4,363 3,062 2,678
Part-time Pay 10,754 364,657 11,117 -3.27% 9,226 9,781 14,576
Benefits:
Pension 73,516 68,197 7.80% 61,011 60,607 70,643
Health Insurance 57,897 53,163 8.90% 50,874 49,669 47,573
FICA/Medicare 27,897 26,497 5.28% 23,360 22,531 22,187
LTD Insurance 1,566 1,482 5.67% 1,870 1,806 1,736
Life Insurance 435 435 0.00% 537 539 537
Worker's Compensation 584 598 -2.34% 494 529 600
Other - 161,895 - 0.00% - - -
$ 526,552 $ 496,739 6.00% $ 469,442 $ 455,364 $ 458,300
Operating
Books,Publications&Subscriptions 300 300 0.00% 100 295 839
Conferences&Seminars 700 700 0.00% 29 0 115
Contractual Services 30,000 30,000 0.00% 22,500 22,591 21,437
Materials&Supplies 14,500 14,500 0.00% 16,297 14,998 7,354
Memberships&Dues 450 450 0.00% 450 450 463
Postage 100 100 0.00% 380 238 162
Printing&Binding 4,000 4,000 0.00% 4,191 4,576 4,117
Professional Services 1,000 700 42.86% 667 945 894
Travel&Training 1,100 1,100 0.00% 0 0 0
Utilities 0 0 0.00% 0 0 1,941
Other Operating Costs 250 0 0.00% 698 (0) 144
52,400 51,850 1.06% 45,312 44,092 37,466
Capital
Capital 0 0 0.00% 0 0 0
0 0 0.00% 0 0 0
Total Expenses $ 578,952 $ 5489589 5.53% $ 514,753 $ 499,456 $ 495,766
FY 2014 Adopted Budget Page 98 of 294
Information Technology
Director of Information Technology 1 FT
Network Support Specialist 1 FT
Technical Support Specialist 1 FT
Summary: Change:
FT = 3
PT = 0
FY 2014 Adopted Budget Page 99 of 294
Information Technology
Mission Statement In addition to the duties already mentioned, the IT Department is
also responsible for the following functions:
Information Technology is committed to providing the Village
staff with adequate technology to better perform their daily job . Support of Public Safety radio dispatch network;
functions and to provide effective and timely support as needed. . Installation and troubleshooting of wireless video surveillance
systems;
Service Levels Narrative . Ordering and implementation of new software and hardware
The Information Technology (IT) Department provides Village staff related items;
with all information technology related assistance. Departmental • Emergency dispatch data consoles and infrastructure;
responsibilities include daily data back-ups; recovery, installation, • Employee training on Village applications;
and support of all desktop-related systems; network support and • Computer Aided Dispatch System;
troubleshooting; voice and data cabling; wireless video support; • Installation and troubleshooting of Village servers;
troubleshooting of Country Club point-of-sale (POS) systems; • Fiber optic and voice cabling;
web programming and design; graphic arts and design; database • Website and graphic design; and
administration; PBX and VOIP phone system support; and support • Electronic Public Records Requests.
of all Public Safety Mobile Data solutions. The IT Department
also provides guidance to department heads on all technology- Currently the IT Department is staffed with one (1) Director of
related purchases. Information Technology,one(1) full-time Network Support Specialist,
and one (1) full-time Technical Support Specialist. The IT Director
The IT Department provides Village residents with services such oversees and supervises all areas of the IT Department. The IT
as online golf tee-times and reservations, online registration for Director also enforces all computer-related policies to protect the
Parks and Recreation activities, and online public records requests. Village infrastructure and is in charge of implementation and design
The IT Department is continuing its efforts to provide additional, of new technologies. The IT Director is also responsible for
convenient online services to our residents and business community coordinating and planning special IT-related projects with outside
through the Village website, including checking the status of building vendors and department heads.
permits, and submitting payments for business tax receipts.
The Network and Technical Support Specialists assist the IT Director
by completing day-to-day work orders and service calls throughout
the Village. The Technical Support Specialist also maintains
IT-related inventory and is responsible for making sure all
hardware, software, and warranties are up-to-date.
FY 2014 Adopted Budget Page 100 of 294
Current Year Accomplishments and New Initiatives Goals and Objectives
During Fiscal Year 2012/2013, in addition to meeting all of its In the coming year, the Information Technology Department plans
performance measures, the IT Department accomplished a significant to achieve the following goals and objectives:
amount of special projects including:
Council Goal:
• Installation of new audio and video equipment in Public Safety Maintain a High Quality of Life in the Village
Multi-Purpose room for training classes;
• Upgrade to latest Microsoft Email Server Software;
• Installation of surveillance cameras at Public Works facility; Department Goal:
• Installation of new wireless antennas at the Village Pool; Continue to enhance online services to Village residents.
• Upgrade of Laserfiche software to version 8.2;
• Implementation of Village wide Time Keeping system; Objectives:
• Installation of 2 new servers for Golftrac and Rectrac software; a. Continue to build and provide additional online access to
• Installation of 4 new computers in the Library Computer Lab; Village services.
• Installation of new spam filtering for email system; b. Use in-house email databases to inform residents of Village
• Upgrade of Munis financial software to version 10; events and activities.
• Installation of new mobile camera in Council Chambers; c. Provide a virtual tour of the Village amenities for potential
• Upgrade of Public Safety Police eforms software; businesses and residents.
• Upgrade of Webroot web filtering software to prioritize and d. Provide online access to Village events via a smart phone
manage network bandwidth; application.
• Installation of new Antivirus software; Council Goal:
• Upgrade of Sirsi software for North Palm Beach Library;
• Implementation of Tracs report writing software; Protect the Financial Integrity of the Village in a Difficult
• Installation of 2 new network copiers in Village Hall; Economic Environment
• Upgrade of Public Safety door lock security system;
• Completed an average of 20 IT related work orders per Department Goal:
24-hour period. Reduce the support costs of Village communications and
technology by utilizing more efficient systems.
Objectives:
a. Decrease Village network infrastructure costs.
b. Reduce downtime of department related systems.
c. Continue to implement more web-based systems to streamline
department workloads and cut costs.
FY 2014 Adopted Budget Page 101 of 294
Performance Measures
Information Systems Work Orders
Performance FY 2012 FY 2013 FY 2014
Measure Actual Projected Estimated
Reduce the number of vines 1 1 2
attacks on Village network
Continue
with monthly
Continue maintenance 370 4
schedule for Village Followed Continue maintenance 3159
computers to reduce the monthly With monthly schedule.
amount of hardware schedule maintenance Replace server
related work orders schedule and desktop
hardware
as needed. 2012 Actual 2013 Projected 2014 Estimated
Increase number of online 4 6 8 IT Work Orders: In 2012, the Information Systems Department
citizen services completed 3,159 IT related work orders. (Not including special
projects or server related issues). As shown above, Village work
orders have increased this current year, mainly due to the
Village Email Spam Ratio implementation of new software and hardware, and more
preventative maintenance measures. The Information Systems
6/ 5% department has weekly schedules to perform quality assurance
checks on servers, camera systems, and nightly backups.
Spam or Fraudulent Email
Allowed Email
Ignored Email
0
Email Transmissions: As shown above, 89%of the Village's email
transmissions are spam or virus related. Only 11% of emails sent
to the Village are allowed entry, which in turn, protects Village
computers from unwanted spyware and harmful virus attacks.
State and Local Government entities are highly targeted by
spammers and hackers.
FY 2014 Adopted Budget Page 102 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Information Technology
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 224,715 $ 217,173 3.47% $ 217,585 $ 173,652 $ 171,033
Overtime Pay - - 0.00% - - -
Part-time Pay - 224,715 - 0.00% - 26,503 18,826
Benefits:
Pension 40,334 38,395 5.05% 27,520 23,158 31,893
Health Insurance 32,171 24,339 32.18% 23234 16,717 17,038
FICAIMedicare 17,191 16,614 3.47% 16,142 14,905 14,115
LTD Insurance 990 956 3.56% 1,228 990 967
Life Insurance 261 261 0.00% 323 216 216
Worker's Compensation 360 375 -4.00% 322 315 363
Other - 91,307 - 0.00% - - -
$ 316,022 $ 298,113 6.01% $ 286,354 $ 256,455 $ 254,450
Operating
Books,Publications&Subscriptions 0 0 0.00% 0 0 0
Conferences&Seminars 0 0 0.00% 0 0 0
Contractual Services 7,000 8,000 -12.50% 6,642 3,603 1,211
Materials&Supplies 14,100 18,000 -21.67% 9,387 10,013 4,478
Memberships&Dues 0 0 0.00% 0 0 0
Professional Services 6,900 6,900 0.00% 6,900 6,900 4,600
Repairs&Maintenance 3,000 3,000 0.00% 1,195 1,658 4,786
Travel&Training 100 0 0.00% 140 0 0
Utilities 1,000 1,000 0.00% 961 962 10,781
Other Operating Costs 0 0 0.00% 11 0 (0)
32,100 36,900 -13.01% 25,236 23,136 25,855
Capital
Computer Hardware&Software 0 0 0.00% 18,748 9,706 5,105
0 0 0.00% 18,748 9,706 5,105
Total Expenses $ 348,122 $ 335,013 3.91% $ 330,337 $ 289,297 $ 285,410
FY 2014 Adopted Budget Page 103 of 294
Village Attorney
Mission Statement During Fiscal Year 2009-2010, the Village transitioned from a
Code Enforcement Board to a Special Magistrate for the enforcement
To provide sound, effective, and timely legal advice and of Village Codes. The Special Magistrate alone now hears evidence,
representation to the Village Council and Village Administration. decides cases, and addresses fines regarding cases advanced by
the Code Enforcement Division of the Community Development
Service Levels Narrative Department. The Special Magistrate is paid from the existing
budget for Village Attorney-related services, in lieu of the former
The Village Attorney Office is contracted to the following outside arrangement, in which the Village Attorney served as legal
law firms: counsel to the Code Enforcement Board.
• The firms of Leonard G. Rubin, P.A. and the Law Office of Thomas J. Baird, of the firm Jones, Foster, Johnston& Stubbs, P.A.
Glen J. Torcivia and Associates, P.A. have served in the has served in the capacity of Special Magistrate since 2010.
capacity of Village Attorney since 2006.
• Jim Cherof of the law firm of Goren, Cherof, Doody and
Ezrol, P.A. represents the Village as Labor Attorney since
1997.
The Village Attorney's office considers and responds to Village
legal requirements and needs. The Village Attorney represents
the Village Council and Village Administration in matters of law
pertaining to their official duties; prepares and reviews
ordinances, resolutions, agreements, contracts, and other
documents; advises on statutory matters; and conducts litigation.
The Village Labor Attorney represents the Village Council
and Village Administration in labor relations and collective
bargaining matters.
FY 2014 Adopted Budget Page 104 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Village Attorney
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09/30/11 09/30/10
Operating
Legal Services-Village Attorney 110,000 114,437 -3.88% 119,783 105,155 111,540
Legal Services-Special 20,000 20,000 0.00% 21,418 22,938 18,029
Legal Services-Labor 30,000 30,000 0.00% 8,499 31,599 23,787
160,000 164,437 -2.70% 149,700 159,692 153,356
Total Expenses $ 160,000 $ 164,437 -2.70% $ 149,700 $ 159,692 $ 153,356
FY 2014 Adopted Budget Page 105 of 294
Village Clerk
Village Clerk 1 FT
Deputy Village Clerk 1 FT Administrative Assistant 1 FT
Summary: Change
FT = 3
PT = 0
FY 2014 Adopted Budget Page 106 of 294
Village Clerk
Mission Statement • Records retention, including digital imaging, indexing and
To serve the Village Council and residents of North Palm Beach by online publication in the electronic records database, and
recording and preserving all proceedings of the Village Council. records disposal in compliance with statutory requirements;
• Publication of advisory board vacancies, solicitation of new
Service Levels Narrative applicants, notification to board members of appointments
and term expirations, and preparation of associated reports;
The Office of the Village Clerk provides these services to the • Attendance at bid openings, retention and online
Village Council, Administration, and residents: publication of bids and proposals received by the Village;
• Implementation of Council special events, including the
• Council agenda preparation, compilation, and distribution, Advisory Board Dinner and hosting the PBC League of
including publication of agendas and backup materials on the Cities General Membership meeting;
Village website and Council iPads; • Preparation and distribution of Village Guide to Services
• Attendance at all Village Council meetings and transcription informational packets to new residents; and
of minutes; • Coordination of the Village's support program for our
• Legal advertisement and codification of ordinances; adopted military unit in partnership with Support Our
• Execution and distribution of ordinances, resolutions, Troops USA, Inc.
agreements, contracts, and proclamations;
• Village election administration; While 2012 saw the first runoff election for a Village Council seat
• Management of Council correspondence; in 37 years, no election was held in 2013, as councilmen in
• Notice of Council and advisory board meetings, public Groups 2 and 4 were re-elected without opposition. The
hearings, and collective bargaining sessions through public number of registered voters in March 2013 increased to 10,207
postings and publication in the Village Newsletter, on the from 9,897 in March 2012.
website and in newspapers of general circulation;
• Code Enforcement Special Magistrate administrative support, Support Our Troops USA, Inc., anot-for-profit corporation
including preparation, distribution, filing, and recording of with 5016 status, is an organization of unpaid volunteers that
hearing notices,orders,liens,and lien releases; delivers goods and services to our military personnel using
• Issuance of certification of Village liens and assessments donations from area residents. The Village of North Palm
in response to real property transactions;
Beach supplies facilities and resources as needed, in
partnership with Support Our Troops USA, Inc., to raise the
• Coordination and facilitation of public records requests; morale of our adopted military unit, the soldiers of the 2-27
• Notary public services; Infantry, "Wolfhounds" and other fostered units.
FY 2014 Adopted Budget Page 107 of 294
Current Year Accomplishments and New Initiatives • Published notice of Council and Advisory Board meetings,
advertised board openings, election information, and
During Fiscal Year 2012/2013, the Clerk's office provided Support Our Troops activities in the Village Newsletter,
services and initiated new programs on behalf of the Council, Village Hall slideshow, and on the website; and
Administration, and residents, as follows: • Acknowledged the service of outgoing advisory board
members at Council meetings; publicized volunteer
• Completed digital archiving and online publication of all opportunities online and in the local newspaper, recognized
Village zoning maps and plats; volunteers and promoted public participation with board
• Implemented an informational screen in the Village Hall member profiles, articles, and photos in the Newsletter.
lobby with an ongoing, changing slideshow of Village
meetings, activities, and events; The Clerk's office conducted two elections for the General
• Created a public seating area in the Village Hall lobby; Employees Retirement Board in which general employee
• Attended and transcribed minutes for 48 Village Council members of the pension plan elected two employee members
meetings in Fiscal Year 2011/2012 including 21 Regular of the five-member Board.
Sessions, 11 Workshop Sessions, 6 Budget Workshop
Sessions, and 10 Special Sessions; 56 meetings are A digital and print photographic archive of our Mayors from
anticipated in Fiscal Year 2012/2013 — totals through 1956 to the present day will be completed in 2013. Digital
May include 14 Regular Sessions, 13 Workshop Sessions, imaging and online publication of large-format site plans and
and 2 Special Sessions; photographs is planned for Fiscal Year 2013/2014.
• Processed 14 ordinances and 72 resolutions in Fiscal Year
2011/2012, including 30 associated contracts/agreements; Goals and Obiectives
at Fiscal Year 2012/2013 mid-point, 10 ordinances and
51 resolutions with 20 associated contracts/agreements The Clerk's office is committed to making Village public
have been processed; records available online through digital imaging of bids,
• Provided administrative support in Fiscal Year 2011/2012 proposals, contracts, leases, agreements, plats, site plans, land
for Code Enforcement Special Magistrate Hearings, development studies, zoning orders, and historic documents in
including preparation of 100 case files, 17 liens and 12 order to facilitate ease of access by the public.
releases recorded; at Fiscal Year 2012/2013 mid-point,
support included preparation of 43 case files, 9 liens and The Clerk's office will continue to promote public participation,
7 releases recorded; volunteer opportunities, and public service. An application and
• Provided Council agendas and backup materials online; database will be developed to help match volunteers with single
updated Council, Clerk, Advisory Board, and Community or recurring options for public service in the areas of recreational
Calendar web pages(28)on a weekly basis or as necessary. activities, leisure services, and clerical assistance.
FY 2014 Adopted Budget Page 108 of 294
Council Goal: Department Goal:
Enhance the spirit and participation of our community Improve communication and response to the public and
encourage suggestions from the public.
Department Goal: Objectives:
Encourage resident participation in Village Boards and a. Assist Council, Manager, and consultant with market research
programs. and focus groups initiative to determine resident priorities.
Objectives: b. Track suggestions received, responses issued, actions taken,
a. Publicize volunteer opportunities through the Village newsletter, and/or programs initiated.
website, local newspaper, and direct mail notifications. c. Update and expand request list for email notifications about
b. Promote volunteerism and public participation through Village issues and events.
articles and photos in the Village newsletter, local Performance Measures
newspaper, Village Hall slideshow, and on the website.
c. Recognize volunteers at Village Council meetings and
special events. FY 2012 FY 2013 FY 2014
d. Provide information on public service options in the areas of Performance Measure Actual Projected Estimated
recreational activities,leisure services,and clerical assistance.
Articles/postings regarding 36 36 40
Council Goal: volunteer opportunities
Maintain a high quality of life in the Village Number of applications
received for Village Boards 20 30 35
Department Goal: or public service options
Enhance communication with residents through the Village Percentage of public 131/151 50/61 40/50 records provided within five ° ° °
Newsletter and website. (5)business days of receipt 87/° 82/° 80/°
Objectives: Percentage of public
a. Expand online availability of Village records by increasing records rovided on the 62/151 29/61 23/50
digital imaging of permanent/long-term records. same day as requested 41% 48% 46%
b. Continue collaboration with Village Historian to increase
online availability of archived historical records. Percentage of public 103/151 32/61 25/50
c. Publish informational articles in the Newsletter regarding records provided at 68% 52% 50%
Village government,policies,procedures, and history. no charge
FY 2014 Adopted Budget Page 109 of 294
Public Records Requests Lien Certifications
194 151
144 131 600 480
120 500 401 420
140 400
t� ez A4
so ritt d0 300
40 23 25
2 00
a 100 329 L J
FY 2012 FY 2013 FY 201 d
Actual Protected Eatlmated 0
FY 2011 FY 2012 FY 2013 FY 2014
■Total Requests Provided within 5 days ■Provided same day .Provided at no charge Actual Actual Projected Estimated
Public Records Requests: The public may review or obtain Lien Certifications: Title companies submit requests to the
copies of records by searching the online public records Clerk's office for a records search to determine if there are any
database, or contacting the Clerk's office or relevant department. outstanding Village liens or assessments against a property.
Clerk's office staff ensures that documents are provided to the Liens may be imposed for Code violation fines or a property
requestor in a timely manner. Records that are available may be subject to an assessment for water lines. The number
electronically are provided at no charge via email or online, of lien certifications issued is a general indication of property
whenever practicable. sales, refinances, or transfers of ownership.
FY 2014 Adopted Budget Page 110 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Village Clerk
Original Fiscal %Increase/
Year 2013 (Decrease)over Actual Actual Actual
Fiscal Year 2013-2014 Budget 2013 Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 206,710 $ 192,714 7.26% $ 187,558 $ 178,703 $ 172,044
Overtime Pay - - 0.00% - - -
Part-time Pay - 206,710 - 0.00% - - -
Benefits:
Pension 42,624 38,403 10.99% 34,068 33,212 39,279
Health Insurance 25,442 24,339 4.53% 17,893 22,287 22,504
FICA/Medicare 15,814 14,743 7.26% 13,438 12,744 12,130
LTD Insurance 917 854 7.38% 1,079 1,042 998
Life Insurance 261 261 0.00% 324 324 324
Worker's Compensation 331 333 -0.60% 280 282 328
Other - 85,389 - 0.00% - - -
$ 292,099 $ 271,647 7.53% $ 254,639 $ 248,595 $ 247,606
Operating
Books,Publications&Subscriptions 0 0 0.00% 0 0 115
Conferences&Seminars 325 310 4.84% 50 255 235
Contractual Services 5,400 2,500 116.00% 2,325 3,001 1,866
Election Expense 17,500 17,500 0.00% 27,537 180 16,084
Materials&Supplies 3,400 3,400 0.00% 4,474 3,176 3,732
Memberships&Dues 465 545 -14.68% 541 488 530
Printing&Binding 600 500 20.00% 453 727 530
Professional Services 100 100 0.00% 33 33 101
Special Events 0 0 0.00% 0 731 0
Support Our Troops 0 0 0.00% 0 0 194
Travel&Training 990 975 1.54% 178 516 736
Utilities 0 0 0.00% 0 0 1,080
Other Operating Costs 1,000 900 11.11% 794 842 821
29,780 26,730 11.41% 36,385 9,949 26,024
Capital
Capital 0 0 0.00% 0 9,495 0
0 0 0.00% 0 9,495 0
Total Expenses $ 321,879 $ 298,377 7.88% $ 291,024 $ 268,039 $ 273,630
FY 2014 Adopted Budget Page 111 of 294
General Services - Village Hall
Mission Statement
This Division of the General Fund is for the express purpose of
accounting for expenditures related to Village Hall that cannot be
directly associated with or easily identified to any other particular
department/division. Some of the items accounted for within this
Division include the following:
• Village Newsletter
• Village Historian
• Village Hall Copier and Postage Machine Rental
• Village Hall Utilities (Telephone, Electric, Water& Sewer)
• General Supplies for Village Hall
FY 2014 Adopted Budget Page 112 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
General Services-Village Hall
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09/30/11 09/30/10
Operating
Historian 1,000 1,000 0.00% 520 431 0
Materials&Supplies 5,800 5,000 16.00% 5,000 3,621 3,916
Newsletter 30,000 30,000 0.00% 26,254 34,956 30,266
Postage 35,000 35,000 0.00% 25,117 24,882 26,266
Rental 8,250 8,600 -4.07% 6,408 9,764 6,600
Utilities 31,230 31,529 -0.95% 29,281 31,865 28,329
Other Operating Costs 80 80 0.00% 135 76 0
111,360 111,209 0.14% 92,714 105,595 95,376
Capital
Construction&Major Renovation 0 0 0.00% 0 0 0
Machinery&Equipment 0 0 0.00% 47,825 0 0
0 0 0.00% 47,825 0 0
Total Expenses S 111,360 S 111,209 0.14% $ 140,539 $ 105,595 $ 95,376
FY 2014 Adopted Budget Page 113 of 294
This is a combined organization
chart for Public Safety. Please refer
P u b I i c S of ety
to the organization charts provided
for each department in the following
Law Enforcement Department pages.
Chief of Police 1 FT Fire Rescue Department
Fire Chief 1 FT
CALEA Manager 1 PT Administrative Coordinator 1 FT
Captain 1 FT
Captains 2 FT
Clerical Specialist 1 FT
Fire Rescue Shifts:
Fire Lieutenants 3 FT Fire Inspector 1 FT
Patrol Division: Criminal Investigations: Firefighter/Medics 17 FT (+2 FT)
Firefighter/EMTs 1 FT (-2 FT)
Sergeants 4 FT Sergeant 1 FT
Police Officer 16 FT Police Officer (Detective) 3 FT
Police Officer(Crime Scene) 1 FT
Volunteer Firefighters 18
Special Operations:
Sergeant 1 FT Public Safety Aide 2 FT
Police Officer(K-9) 1 FT
Police Officer(Marine Unit) 1 FT School Crossing
Guards 12 PT
Summary: Change:
Reserve/Volunteers 5 FT= 67
Emergency Dispatcher 7 FT (+1 FT) PT= 13
Records Clerk 1 FT (-1 FT) Volunteers =23
FY 2014 Adopted Budget Page 114 of 294
The Village of North Palm Beach
FY 2012-2013 General Fund Budget
Public Safety(combined)
Original Fiscal %Increase/
Year 2013 (Decrease)over Actual Actual Actual
Fiscal Year 2013-2014 Budget 2013 Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 4,628,082 $ 4,453,590 3.92% $ 4,302,414 $ 4,170,333 $4,101,513
Overtime Pay 243,000 242,800 0.08% 310,084 206,057 302,581
Part-time Pay 95,628 4,966,710 67,386 41.91% 55,596 60,342 51,162
Benefits:
Pension 1,005,284 982,461 232% 896,869 783,529 818,691
Health Insurance 813,156 670,555 21.27% 678,383 653,190 598,965
FICA/Medicare 379,954 364,430 426% 337,637 322,093 323,600
LTD Insurance 20,224 19,479 3.82% 23,293 23,267 22,640
Life Insurance 5,829 5,829 0.00% 6,959 7,074 7,092
Worker's Compensation 120,589 111,777 7.88% 91,535 84,605 94,164
Other 2,345,036 0.00% 4,953 1,650 8,522
$ 7,311,746 $ 6,918,307 5.69% $ 6,707,723 $ 6,312,140 $6,328,931
Operating
Advertising 150 250 -40.00% 714 25 -
Books,Publications&Subscriptions 2,495 1,850 34.86% 1,138 1,514 1,283
Conferences&Seminars 700 700 0.00% - - -
Contractual Services 57,720 38,544 49.75% 43,488 31,951 26,493
Employee Relations 1,700 1,500 13.33% 1,254 212 454
Gas,Oil&Lubricants 148,930 119,170 24.97% 124,292 111,936 97,920
Law Enforcement Trust(Operating) 0 0 0.00% 7,915 4,000 14,088
Licenses&Fees 1,350 1,626 -16.97% 462 2,188 5,988
Materials&Supplies 164,187 86,552 89.70% 103,659 70,793 55,240
Memberships&Dues 2,045 1,669 22.53% 1,691 1,568 1,299
Postage 1,300 1,300 0.00% 1,282 1,120 1,148
Printing&Binding 3,700 3,100 19.35% 1,571 1,213 1,453
Professional Services 15,200 15,600 -2.56% 15,498 14,911 15,613
Rental 20,500 20,200 1.49% 17,485 18,563 16,378
Repairs&Maintenance 91,450 65,657 39.28% 58,057 60,436 37,241
Travel&Training 39,100 37,310 4.80% 26,934 23,476 22,502
Uniforms 46,000 28,100 63.70% 25,155 18,384 19,409
Utilities 106,155 105,304 0.81% 101,963 103,875 109,141
Volunteer Firefighter Drill Pay 9,000 10,800 -16.67% 9,251 8,475 11,800
Other Operating Costs 130 80 62.50% 34,670 1,933 258
711,812 539,312 31.99% 576,479 476,572 437,710
Capital
Automotive 0 0 0.00% 57,582 72,187 54,196
Audio,Visual,&Comm.Sys 0 0 0.00% 0 0 0
Capital-Law Enforcement Trust 0 0 0.00% 0 0 0
Computer Hardware&Software 0 0 0.00% 0 0 0
Construction&Major Renovation 0 0 0.00% 0 0 0
Machinery&Equipment 0 0 0.00% 49,990 0 0
0 0 0.00% 107,572 72,187 54,196
Total Expenses $ 8,023,558 S 7,457,619 7.59% $ 7,391,773 $ 6,860,900 $6,820,837
FY 2014 Adopted Budget Page 115 of 294
Law Enforcement
Chief of Police 1 FT
CALEA Manager 1 PT Administrative Coordinator 1 FT
Captains 2 FT
Clerical Specialist 1 FT
Patrol Division: Criminal Investigations:
Sergeants 4 FT Sergeant 1 FT
Police Officer 16 FT Police Officer (Detective) 3 FT
Police Officer(Crime Scene) 1 FT
Special Operations: Public Safety Aide 2 FT
Sergeant 1 FT School Crossing
Police Officer(K-9) 1 FT Guards 12 PT
Police Officer(Marine Unit) 1 FT
Reserve/Volunteers 6
Summary: Change:
Emergency Dispatcher 7 FT(+1 FT) FT= 43
Records Clerk 1 FT (-1 FT) PT= 13
Volunteers = 5
FY 2014 Adopted Budget Page 116 of 294
Police Department
Mission Statement The Police Department consists of two (2) divisions:
an Operations Division and an Operations Support Division.
To provide the highest quality of police services by maintaining
respect for individual rights and human dignity and by Each Division is commanded by a Police Captain who is
empowering our members and the community to work in responsible for overseeing: Patrol; Criminal Investigations;
partnership with the goal of improving the quality of life within Specialized Units; Communications; Records; and other
the Village of North Palm Beach. administrative duties. The current organizational structure has
streamlined internal communications and processes thereby
Service Levels Narrative improving responsiveness and overall customer service.
The Police Department consists of thirty-one (3 1) sworn law Uniform Patrol
enforcement officers, eight (8) communications personnel (one of
which serves as a Records Clerk), two (2) police aides, and two The Patrol Division consists of four (4) teams assigned to work
(2) full-time clerical personnel. The Department currently has two (2) shifts with a minimum of four (4) police officers assigned
sixteen(16) Reserve Officers and five (5)non-sworn volunteers. to each team. The minimum staffing level is three (3) police
officers and one (1) sergeant for each shift to provide the
Patrol officers work a twelve-hour shift schedule and necessary coverage 24-hours per day.
communications personnel work a ten-hour shift, with a minimum
staffing requirement to provide appropriate law enforcement Criminal Investigations
coverage.
Criminal Investigations section consists of one (1) sergeant,
Organization three (3) detectives, and one (1) Evidence/Crime Scene
Technician, who are primarily assigned to investigate and process
The Chief of Police serves as part of the Village Management evidence of both crimes against property and persons and to
team reporting to the Village Manager and is responsible for the analyze criminal activity to allow the Department to maximize the
overall operation and performance of all Police personnel. The use of personnel to prevent and deter criminal activity.
Chief communicates on a regular basis with the Village Manager,
other Village Department Directors and Village Council on all Marine Unit
police related matters.
The Village of North Palm Beach, being a boating community,
The Administrative Coordinator is responsible for all secretarial has a number of waterways within its jurisdiction. Since the
duties required by the Chief of Police. The Coordinator also Village borders Lake Worth, the Intracoastal Waterway and
performs duties related to payroll, purchasing, and Criminal Earman River, a Marine Unit is deployed to provide for the safety
Justice Standards and Training Commission requirements. of the boating public and to investigate any marine related issues.
FY 2014 Adopted Budget Page 117 of 294
Community Policing - Crime Prevention Crime Scene
A Police Sergeant is certified as a crime prevention practitioner The Department's fully functional crime scene component, which
and is responsible for coordination of community programs, began with the conversion of a retired EMS vehicle and the
residential and business security surveys, and acts as primary assignment of a trained investigator, continues to develop. The
advisor to our Police Explorers. Crime Scene van has the needed equipment to process almost any
scene and to collect evidence that may assist in the apprehension
Training of a suspect or suspects. The vehicle is also outfitted to serve as a
mobile command post if the need arises.
The Police Department continues to work diligently to improve its
training programs with the realization that by providing staff with Technology
the best training possible, their performance will be enhanced and
the delivery of services will be improved. The Training Section is The Department continues to research methods for staff to work
exploring new initiatives for officer development and the "smarter" not necessarily "harder." The Village Information
Department now hosts regional classes to provide them the tools Technology Department worked with crime prevention officers to
to be successful. Officers receive regular high liability training, deploy surveillance technology at key locations to assist the
along with various other classes to develop their abilities. Department with crime prevention and detection. Each police
vehicle is equipped with its own laptop for report writing and easy
Traffic Safety access to crime and records information. In-car technology
includes a CAD alert system, which details significant events.
The Police Department continues to closely monitor its response
to traffic crashes within the Village. Because citizen safety is National Accreditation
paramount, the Department is always looking for ways to decrease
traffic crashes. An analysis of accident data identifies causation, The Commission on Accreditation for Law Enforcement Agencies,Inc.
frequency, location, and time of day allowing the Department to (CALEAO) proudly announced that on July 30, 2011 the
focus its education and enforcement efforts. In addition, the North Palm Beach Police Department received its first national re-
Department deploys traffic monitoring devices to pinpoint and accreditation by meeting the commission's highly regarded and
verify traffic complaint issues. This proactive approach enables broadly recognized body of law enforcement standards established
the Department to maximize the use of our resources and to have by CALEA.
the greatest impact on the identified problem areas.
The North Palm Beach Police Department continued in the re-
Traffic Crashes: accreditation process, which began four years ago after receiving
• 2011 total is 295 our initial accreditation in 2008. The accreditation core team
• 2012 total is 314 continued the daunting challenge of reviewing and ensuring
Enforcement Initiatives• compliance with all policies as well as completing inventories and
2011 2,566 citations, 495 warnings task analyses to bring the police department into compliance with
2012 3,726 citations, 654 warnings the high standards set by CALEA.
FY 2014 Adopted Budget Page 118 of 294
By choosing to be accredited through CALEA, your Police Police Reserve Program
Department voluntarily accepted the challenge to meet the most
rigorous set of standards designed for law enforcement in the The Reserve program is for adult individuals who have an interest
United States. The Police Department agreed to meet all the in serving their community as part of the Law Enforcement
standards applicable to the largest size agency defined by CALEA, Department. Upon successful completion of applicant processing,
and to prove compliance with those standards on a continual basis candidates must attend an Academy and pass a state exam to
through documentation and inspection. Inspections occur both become certified as Auxiliary (Reserve) Officers. They assist
internally and every three years by a team of law enforcement full-time officers in every aspect of their jobs and provide
professionals chosen by CALEA from non-bordering jurisdictions. assistance during special events. The program currently has sixteen
(16)Reserve Officers.
CALEA standards apply to patrol, investigations, administration,
crime prevention, property and evidence, the Reserves, the Volunteers in Policing
Explorers programs, and all areas of Police Department operations.
A trained group of volunteers assist with recent victim re-contact
Communications in the detective bureau and other administrative tasks throughout
the agency. This program currently has five (5)participants.
The Department has completed an upgrade project in cooperation
with the Village's Information Technology Department to update Security Surveys/Home and Business
and further enhance its own security monitoring ability.
Additional security cameras were deployed in several Village The Department's specially trained Community Policing/Crime
property locations as part of this project. Prevention staff offer free residential and business security
surveys to reduce the chances of a break-in at a residence or
Community Programs: business. The officer provides tips about door locks, alarm
systems, lighting, landscaping, and other areas that may help
Explorer Program prevent the property owner from becoming a victim. The
Department completed fifty-six (56) security surveys in 2012.
The Explorer program is for individuals between the ages of 14
and 21. The participants are introduced to the many facets of law Trespass Program
enforcement and emergency services.
The Explorers work hand-in-hand with the Police Officers and This program allows business owners to sign an affidavit giving
assist them in community policing philosophy. The program is consent for public safety officers to act as an agent, thereby giving
directed toward people who have an interest in the field of law them the authority to request people to vacate the premises. After
enforcement. Each Explorer must meet certain requirements the affidavit is signed, the owner installs, (at their own expense)
before being accepted into the program. The program currently specifically worded "No Trespass" signs in visible locations.
has eight (8)participants. Public Safety Officers must advise persons found on the premises
that failure to leave the area may result in arrest. Currently there
are forty-two (42) properties involved in this program.
FY 2014 Adopted Budget Page 119 of 294
Combat Auto Theft(C.A.T.) Program Gun Lock Proms
The C.A.T. program is used to fight back against auto theft. Upon Free gun locks are given to residents to keep their homes safe through
registration (including proof of vehicle ownership and driver's license) secured firearms. The Department distributed one-thousand (1,000)
the vehicle owner signs a consent form authorizing Public Safety gun locks in 2012.
Officers to conduct a traffic stop on their vehicle if the vehicle is
being operated between the hours of 1:00 A.M. and 5:00 A.M. Crime Prevention Meetings
A yellow C.A.T. sticker is placed on the rear window notifying
Police Officers of participation in the program. Currently there are Officers conduct crime prevention meetings throughout the
three-hundred ninety(390)participants enrolled in the C.A.T.program. community to learn and discuss what problems may be occurring and
ways to help one another combat crime. This is an open dialogue
Alert Program between all parties involved, finding solutions to issues. This program
also helps to organize neighborhoods into Crime Watch groups. The
Crime and information bulletins are distributed to residents and Department conducted(two-hundred)200 meetings in 2012.
business owners to notify them of current crime trends and
prevention strategies. The philosophy is to create an atmosphere Neighborhood Watch Meetings
of awareness that reduces the chances of residents and business
owners becoming victims of crime. This prevention strategy is Preventing crime in the community is a shared responsibility
accomplished by a park,walk, and talk technique and by distributing between the police and residents. Neighborhood Watch has been
flyers, faxes, and e-mail. The Department distributed five-thousand entrusted with the responsibility of empowering Village residents
(5,000) flyers in 2012. to keep their neighborhoods safe. Safe neighborhoods and crime
prevention education of Village residents is the Department's challenge
Cell Phones to Seniors and goal. The program encourages Village citizens to become
actively involved with the department through practicing crime
Cell phones are collected and then given out to senior citizens prevention techniques and reporting crime or suspicious activity.
throughout the area for emergency use. The Department distributed The Department attended sixty-two(62)meetings throughout 2012.
ninety(90)phones in 2012.
Operation Safe Kids
Crime Opportuni . Cards
This program is designed to provide education and awareness to
A card is issued to a citizen/vehicle/residence if a law enforcement children about preventable and dangerous situations. This assembly
officer observes the opportunity for a potential crime to occur style presentation teaches children how to identify potential dangers
(i.e. valuables left in plain view, doors unlocked, etc). This is and to protect themselves from abuse, abduction, and exploitation
done in an effort to eliminate the criminal's opportunity to commit through a series of interactive scenarios. The presentation empowers
crime and prevent the citizen from becoming a victim. children with the information, tools, and support they need to be
safe without frightening them. It teaches them how to use their
instincts, intuition, and common sense to make smart choices, not
scared reactions when confronted by danger.
FY 2014 Adopted Budget Page 120 of 294
Safety Awareness Training Seminars Personnel Changes
The concept behind Safety Awareness training is to empower The personnel/title changes for Fiscal Year 2013/2014 are:
individuals and to encourage them to work as a team with police
• Addition of one(1)full-time Emergency Dispatcher position
officers. Participants are taught how crime prevention relates to • Deletion of one(1)full-time Records Clerk position
them and how to anticipate and recognize their crime-risk potential.
Citizens are educated and provided information on a variety of topics Current Year Accomplishments and New Initiatives
including personal safety, child safety, internet safety, gun safety,
identity theft, and how to protect their home and vehicle from Department staff is continually encouraged to think outside of the
burglary. The Department conducted sixty-five(65)seminars in 2012. box, utilize their initiative, and remain ever diligent in the ongoing
quest for better service delivery methods. As a result,the Department
We're Watching Program
continues to identify those areas requiring process refinement and
remains open to new methodology, innovative ideas, and other
This program encourages business owners and employees to enhancements to existing programs. Many of the Department's
"Watch Out" for their business to prevent criminal activity. ongoing, successful and newly proposed programs are represented
in this summary.
Workers On Watch (WOW) Transitional Neighborhood Teams
This program encourages the many employees of the Village to Transitional Neighborhood teams (TNT) consist of one detective,
remain vigilant and immediately report any suspicious activity to one K-9 Officer, one police officer and one code enforcement
the police. This program is a cooperative effort between the officer working part-time towards the goal of addressing those
Department and the other entities within the Village to help transitional neighborhoods identified through crime trends and
prevent crime and assist with quality of life issues. Workers on quality of life issues as being at-risk portions of the community.
Watch participants reported eight(8) incidents.
• The focus of TNT is to address Section 8 housing fraud in
Child Identification Program partnership with HUD and the County housing authority.
This approach yields positive results in removing felons
This program is designed to promote the safety of children by from our community.
focusing on prevention strategies. The equipment allows the capture • Increased traffic enforcement in targeted transitional
of a child's contact,medical information, photograph and fingerprints. neighborhoods, which leads to other offense enforcement.
This allows law enforcement to provide quick and accurate response in • Truant interdiction partners TNT with school police and
the event of a crisis. A total of 500 children were fingerprinted in 2012. parents engaging on truants who become at risk for
D.A.R.E. Pro committing property crimes when absent from school.
gram
The desired outcome of TNT is neighborhood stabilization and
Drug Abuse Resistance Education (D.A.R.E.) is offered in improved quality of life.
community schools by specially trained officers. In 2012 we
graduated 100 sixth grade students from the program.
FY 2014 Adopted Budget Page 121 of 294
During Fiscal Year 2012-2013, the Law Enforcement Department Objectives:
achieved the following new initiatives and improvement goals: a. Continued educational efforts with Village residents on code
• Increased community participation/meetings; requirements with emphasis on quality of life issues.
• Increased code enforcement actions; b. Increase code compliance on quality of life issues.
• Exceeded goals on traffic enforcement; and performance Measures
• Increased case clearance.
Performance FY 2013 FY 2014 FY 2015
Goals and Objectives Measure Actual Projected Estimated
In the coming year, the Police Department plans to achieve the Increase flyer distribution 4,850 5,000 4,500
following goals and objectives: and community campaigns
Council Goal: Number of code compliance issues 356 321 300
Maintain a High Quality of Life in the Village
Ratio of UCR Part I crime 34% 36% 38%
Department Goal: and clearance
Provide for a safe and secure community. Increase number of warnings issued 4,380 4,820 4 500
Objectives: for traffic stops by 10% '
a. Maintain ratio of UCR Part I crimes reported at current clearance
rate (currently exceeds State & Palm Beach County average). Reduce traffic crash reports by 10% 314 283 255
b. Enhance traffic safety for Village residents through education
and enforcement efforts to reduce crashes.
c. Increase participation with community groups through UCR(Uniform Crime Reporting) Clearance Rate Part I Crimes:
meetings, events, and resident participation. This chart represents the total clearance of the Village's most serious
d. Focus on transitional neighborhoods using both community criminal offenses. The Police Department has achieved 32.6% for
policing philosophies and transitional neighborhood team the year, which exceeds the State average of approximately 20%.
initiatives to reduce crime and improve the quality of life.
Council Goal: North Palm Beach 2012 UCR Clearance
Improve the Overall appearance of the Village
Department Goal:
Partner with Community Development and Code Compliance 67.4
to assist with education and enforcement efforts toward
nuisance abatement.
0 Cases Cleared • Pending
FY 2014 Adopted Budget Page 122 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Law Enforcement
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 2,855,144 $ 2,761,408 3.39% $ 2,629,660 $ 2,579,854 $ 2,552,924
Overtime Pay 150,000 150,000 0.00% 221,575 134,751 163,111
Part-time Pay 95,628 3,100,772 67,386 41.91% 55,596 60,342 51,162
Benefits:
Pension 614,400 604,426 1.65% 542,432 478,687 512,008
Health Insurance 482,455 444,134 8.63% 400,600 388,752 356,729
FICA/Medicare 237,209 227,878 4.09% 210,253 201,851 201,260
LTD Insurance 12,387 12,007 3.16% 14,213 14,377 14,004
Life Insurance 3,741 3,741 0.00% 4,394 4,509 4,545
Worker's Compensation 63,779 61,797 3.21% 49,817 48,283 55,142
Other - 1,413,971 - 0.00% 4,953 1,650 8,522
$ 4,514,743 $ 4,332,777 4.20% $ 4,133,494 $ 3,913,057 $ 3,919,407
Operating
Advertising 150 250 -40.00% 714 25 0
Books,Publications&Subscriptions 700 900 -22.22% 74 681 538
Conferences&Seminars 700 700 0.00% 0 0 0
Contractual Services 28,820 13,544 112.79% 17,344 8,773 7,839
Employee Relations 1,700 1,500 13.33% 1,254 212 454
Gas,Oil&Lubricants 118,000 95,000 24.21% 101,946 89,834 78,841
Law Enforcement Trust(Operating) 0 0 0.00% 7,915 4,000 14,088
Licenses&Fees 450 446 0.90% 347 568 2,582
Materials&Supplies 100,587 25,735 290.86% 39,746 25,077 20,949
Memberships&Dues 1,180 850 38.82% 807 1,074 605
Printing&Binding 3,200 2,500 28.00% 1,101 918 1,058
Rental 18,900 18,600 1.61% 9,673 8,400 5,850
Repairs&Maintenance 48,200 49,107 -1.85% 44,527 43,562 24,056
Travel&Training 18,900 20,600 -8.25% 12,225 13,048 8,857
Uniforms 21,500 16,600 29.52% 12,651 7,819 9,056
Utilities 12,420 12,060 2.99% 10,884 9,347 9,710
Other Operating Costs 0 0 0.00% 34,475 1,792 258
375,407 258,392 45.29% 295,683 215,129 184,742
Capital
Automotive 0 0 0.00% 57,582 72,187 54,196
Audio,Visual,&Comm.Sys 0 0 0.00% 0 0 0
Capital-Law Enforcement Trust 0 0 0.00% 0 0 0
Computer Hardware&Software 0 0 0.00% 0 0 0
Construction&Major Renovation 0 0 0.00% 0 0 0
Machinery&Equipment 0 0 0.00% 0 0 0
0 0 0.00% 57,582 72,187 54,196
Total Expenses $ 4,890,150 $ 4,591,169 6.51% S 4,486,759 S 4,200,373 S 4,158,345
FY 2014 Adopted Budget Page 123 of 294
Fire Rescue
Fire Chief 1 FT Fire Inspector 1 FT
Fire Captain 1 FT
Volunteer Firefighters 18
Fire Rescue Shifts:
Fire Lieutenants 3 FT
Firefighter/Medics 17 FT (+2 FT)
Firefighter/EMT's 1 FT (-2 FT)
Note:
Two of the current FF/EMT's are State certified paramedics and Summary: Change:FT - 24
can transition into FF/Medics with no need to hire additional PT = 0
personnel. This will make better use of their training and skills, Volunteers - 18
and provide a higher level of service to our residents
FY 2014 Adopted Budget Page 124 of 294
Fire Rescue
Mission Statement The Fire Inspector is responsible for all annual existing business
inspections as well as inspecting new construction for code
The North Palm Beach Fire Rescue Department is committed to compliance. In addition, the Fire Inspector reviews all building
providing exceptional life safety services through the delivery of plans and permits for code compliance.
quality, professional fire suppression, emergency medical
services, fire code enforcement and community education. The Fire Rescue Lieutenants are each assigned a six-personnel
shift. Each shift works a 24-hour on duty/48-hour off-duty
Service Levels Narrative schedule with each member having an additional scheduled day
off every three weeks; this averages to a 48-hour work week.
The Fire Rescue Department consists of a fire chief, fire captain, a Mandatory minimum daily staffing is five people, with two on an
fire inspector, three fire rescue lieutenants, seventeen ambulance and three on a fire engine. The Lieutenants are
firefighter/paramedics,one firefighter/EMT and eighteen volunteers. responsible for the day-to-day operations; responding to
emergency calls, in-house training drills, apparatus and equipment
The Fire Chief serves as part of the Village management team maintenance and station maintenance. The Lieutenants are also
reporting to the Village Manager. The Fire Chief manages the called upon to provide public/group tours of the fire station and
resources of the Fire Rescue Department, performing present fire safety information to school groups and citizen
administrative duties such as budget preparation and long term organizations.
planning. The Fire Chief coordinates with other Village
departments, most often Community Development, to minimize Our volunteers are required to hold the same certifications as our
conflicts between code issues that might affect projects within the career personnel; Firefighter II and EMT or paramedic
Village. The Fire Chief may serve in any capacity up to and certification. They are also required to attend at least two monthly
including incident commander during a man-made or natural disaster. fire drills and ride a minimum of twenty-four hours per month
with our career personnel. They can be assigned any duty for which
The Fire Captain serves as training officer and liaison to other fire they are certified, and supplement,but never replace career personnel.
and EMS organizations. As such, the Captain represents the
department at various countywide association meetings. The Personnel Changes
Captain arranges training required to maintain certification and The personnel/title changes for Fiscal Year 2013/2014 are:
skills, and maintains the training records necessary to comply with . Addition of two(2)full-time Firefighter/Medic positions
county and state laws.
Deletion of two(2)full-time Firefighter/EMT positions
FY 2014 Adopted Budget Page 125 of 294
Current Year Accomplishments and New Initiatives Council Goal:
During Fiscal Year 2013, the Fire Rescue Department achieved Enhance the Spirit and Participation of our Community
the following new initiatives and goals for improvement:
• Recertified all personnel in CPR and ACLS (Advanced Department Goal:
Cardiac Life Support); Encourage and improve both resident and business
• Served as a host location for the first annual countywide involvement in Village programs and events.
Hands-only CPR training event;
• Replaced twelve year old Self-Contained Breathing Apparatus Objectives:
with modern equipment; a. Increase attendance at annual Safety Fair.
• Installed new medical inventory equipment purchased b. Increase number of Village businesses represented at the
through EMS grant; and annual Safety Fair.
• Participated in a number of Village and countywide events
including our Annual Safety Fair, Heritage Day, U.S.
Coast Guard Open House, 9/11 Remembrance Ceremony, Pe�eformance Measures
and Veterans Day Ceremony.
Performance FY 2012 FY 2013 FY 2014
Goals and Objectives Measure Actual Projected Estimated
In the coming year, the Fire Rescue Division plans to achieve the Village Businesses involved in 10 8 8
following goals and objectives: the Safety Fair
Media advertising for the 4 4 4
Council Goal: Safety Fair
Maintain a High Quality of Life in the Village 8 minute response time 80%of 5.10 5.12 5.10
the time
Department Goal:
Maintain a response time that meets or exceeds the personnel Training Hours 4,416.5 3,029 3,500
countywide standard of eight(8) minutes 80% of the time.
Objectives:
a. Conduct operational readiness drills to enhance staff speed in
deployment and overall readiness.
b. Conduct map and area familiarization drills with staff monthly.
FY 2014 Adopted Budget Page 126 of 294
Response Time by Year Personnel Training Hours
5.12 5,000
5.12 4,000
5.11 4,417
3,000- 3,500 ZZ
5.1
2,000 3,029
5.1 5.1 1,000
5.09 0 t
❑FY 2012 ■FY 2013 ❑FY 2014 ❑FY2012 ■FY 2013 ❑FY 2014
Response Times: As depicted in the above graph, the average Personnel Training Hours: This graph depicts our current
response time is well below the eight-minute county maximum training pattern. With recertifications scheduled on bi-annual and
limit and we anticipate a continued trend well below the county goal. tri-annual schedules training hour cycle accordingly.
FY 2014 Adopted Budget Page 127 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Fire Rescue
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30112 09/30111 09/30110
Personnel
Salary:
Regular Pay $ 1,772,938 $ 1,692,182 4.77% $ 1,672,754 $ 1,590,479 $ 1,548,589
Overtime Pay 93,000 92,800 0.22% 88,509 71,306 139,470
Part-time Pay - 1,8659938 - 0.00% - - -
Benefits:
Pension 390,884 378,035 3.40% 354,437 304,842 306,683
Health Insurance 330,701 226,421 46.06% 277,782 264,438 242,236
FICA/Medicare 142,745 136,552 4.54% 127,384 120,241 122,340
LTD Insurance 7,837 7,472 4.88% 9,080 8,890 8,636
Life Insurance 2,088 2,088 0.00% 2,565 2,565 2,547
Worker's Compensation 56,810 49,980 13.67% 41,718 36,322 39,023
Other - 931,065 - 0.00% - - -
$ 2,797,003 $ 29585,530 8.18% $ 295749229 $ 29399,084 $ 294099524
Operating
Books,Publications&Subscriptions 1,795 950 88.95% 1,064 833 745
Conferences&Seminars 0 0 0.00% 0 0 0
Contractual Services 28,900 25,000 15.60% 26,143 23,178 18,654
Gas,Oil&Lubricants 30,930 24,170 27.97% 22,346 22,102 19,079
Licenses&Fees 900 1,180 -23.73% 115 1,620 3,406
Materials&Supplies 62,600 60,817 2.93% 63,914 45,716 23,462
Memberships&Dues 865 819 5.62% 884 494 694
Printing&Binding 500 600 -16.67% 470 294 395
Professional Services 15,200 15,600 -2.56% 15,498 14,911 15,613
Rental 1,600 1,600 0.00% 331 0 0
Repairs&Maintenance 12,600 8,000 57.50% 13,530 6,959 13,186
Travel&Training 20,200 16,710 20.89% 14,709 10,428 13,645
Uniforms 24,500 11,500 113.04% 12,504 10,565 10,354
Utilities 775 775 0.00% 609 737 1,006
Volunteer Firefighter Drill Pay 9,000 10,800 -16.67% 9,251 8,475 11,800
Other Operating Costs 50 0 0.00% 60 65 0
210,415 1789521 17.87% 181,427 1469378 1329039
Capital
Automotive 0 0 0.00% 0 0 0
Audio,Visual,&Comm.Sys 0 0 0.00% 0 0 0
Computer Hardware&Software 0 0 0.00% 0 0 0
Construction&Major Renovation 0 0 0.00% 0 0 0
Machinery&Equipment 0 0 0.00% 0 0 0
0 0 0.00% 0 0 0
Total Expenses $ 3,007,418 $ 2,764,051 8.80% $ 2,755,657 $ 2,545,461 $ 2,541,563
FY 2014 Adopted Budget Page 128 o1`294
General Services-Public Safety
Mission Statement
This Division of Public Safety is for the express purpose of accounting
for expenditures related to the Public Safety Building that cannot be
directly associated with or easily identified to Law Enforcement or
Fire Rescue. Some of the items accounted for within this Division
include the following:
• Postage
• Utilities (Telephone, Electric, Water and Sewer)
• General Supplies
• General Repairs and Maintenance.
FY 2014 Adopted Budget Page 129 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
General Services-Public Safety
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09/30/11 09/30/10
Operating
Materials& Supplies 1,000 0 0.00% 0 0 10,829
Postage 1,300 1,300 0.00% 1,282 1,120 1,148
Rental 0 0 0.00% 7,482 10,163 10,528
Repairs&Maintenance 30,650 8,550 258.48% 0 9,915 0
Utilities 92,960 92,469 0.53% 90,470 93,792 98,424
Other Operating Costs 80 80 0.00% 135 76 0
125,990 102,399 23.04% 99,368 115,066 120,930
Capital
Audio,Visual, &Comm. Sys 0 0 0.00% 0 0 0
Computer Hardware& Software 0 0 0.00% 0 0 0
Construction&Major Renovation 0 0 0.00% 0 0 0
Machinery&Equipment 0 0 0.00% 49,990 0 0
0 0 0.00% 49,990 0 0
Total Expenses $ 125,990 $ 102,399 23.04% $ 149,358 $ 115,066 $ 120,930
FY 2014 Adopted Budget Page 130 of 294
Public Works
Director of Public Works 1 FT
Project& Procurement Manager 1 FT(+1 FT)
A 1 FT
Note: This position is located in Public Works but SUperiptepdopt of Di ihlir 1Nnrlrc 0 FT(-1 FT) Administrative Coordinator
Reports to the Finance Director
Facility and Vehicle Division
Sanitation Division Streets &Grounds Division
Supervisor 1 FT Supervisor 1 FT
Trades Mechanic III 1 FT Sanitation Driver/Operator 6 FT Equipment Operator II 2 FT
Trades Mechanic II 3 FT Irrigation Tech II 1 FT
Mechanic 3 FT Sanitation Collector 12 FT Irrigation Tech 1 1 FT
Grounds Maintenance Worker 3 FT
Summary: Change:
FT= 37
PT= 0
FY 2014 Adopted Budget Page 131 of 294
Public Works
Mission Statement and answering inquiries from the public. The Project and
Procurement Manager is responsible for coordinating large
To provide the highest quality of service to our citizens and improvement projects and facilitating the procurement process.
businesses by maintaining Village facilities, grounds and
roadways with the most effective and cost efficient methods and The Facility and Vehicle Division is comprised of one (1) Trades
by looking after the needs and safety of the community. Mechanic III,three(3)Trades Mechanic II's and three(3)Mechanics.
Service Level Narrative The Division's Trades Mechanics are responsible for the repair,
maintenance, and overall appearance of Village buildings and
Public Works is comprised of four divisions: Public Works facilities including Village Hall, Public Safety, Library, the
Administration; Facility & Vehicle Maintenance; Sanitation; and Community Center, Anchorage Park and Marina, Osborne Park,
Street & Grounds Maintenance. It is the responsibility of each of Lakeside Park, Public Works Complex, Tennis Facility, Country
these divisions to facilitate maintenance of the Village Club clubhouse, and all Village-maintained street lights. The
infrastructure while maintaining a focus on the needs, concerns, Facility Maintenance staff constructs and assembles furniture,
and safety of the residents. completes minor office remodeling, monitors building operations,
performs preventive maintenance and makes repairs to HVAC
The Public Works Administration is comprised of the Director of equipment, electrical, lighting, plumbing, and street lights.
Public Works and one (1) full-time Administrative Coordinator. Facility staff is also responsible for the appearance (painting and
The department also includes one (1) full-time Project and repair) of all Village buildings and assists in the repair of irrigation
Procurement Manager who reports to the Village's Finance Director. pump motors.
The Director of Public Works oversees and supervises all areas of
the Public Works Department, provides professional managerial The Facilities Division provides general maintenance for the Golf
oversight to the department, and assistance to Village Administration Pro Shop, Restaurant/Lounge and Country Club Administrative offices.
and the public. The Director is responsible for staffing, scheduling, These labor charges are submitted to the Country Club Administration
budgetary controls, and maintaining appropriate customer service for reimbursement to the General Fund. No tax dollars are
levels in the department while overseeing the workflow of staff utilized for facilities at the North Palm Beach Country Club,
The Director enforces Village and departmental policies and which are included in the Enterprise Fund operations.
guidelines to ensure adequate safety procedures are followed and Major Facility Maintenance priorities include:
that the Public Works staff is operating as efficiently and productively
as possible. • Continuing to upgrade HVAC systems, replacing older
systems to take advantage of newer energy saving models
The Administrative Coordinator assists the Director with the day- and reducing the impacts of equipment failure;
to-day operations of the department including processing payroll • Developing a street lighting enhancement plan for neighborhood
and invoices, correspondence with contractors and consultants, areas without or with limited nighttime lighting. Lighting
FY 2014 Adopted Budget Page 132 of 294
themes, style, color and materials would enhance safety and through Friday, 5-days-a-week sanitation service is a unique and
improve the Village's identity; costly level of service when compared to surrounding municipalities.
• Investigate energy saving equipment and devices to reduce
electrical consumption throughout the Village; Sanitation continues to be impacted by substantial rises in fuel
• Research alternatives to existing signage that will enhance costs, vehicle maintenance costs, personnel injuries, and the cost
communications with Village residents; and of capital equipment. In FY 2014, Administration will explore
• Continuing the program for painting, landscaping and lighting and perform limited trial tests of alternative methods of collecting
facilities to maintain a high quality of appearance. household garbage and waste throughout the Village. This action
is in response to the deteriorating condition of the jitneys and
The Division's Fleet Maintenance staff maintains and repairs compounded by the inability to purchase new units or procure
vehicles and equipment utilized by the Public Safety, Community adequate repair parts. The transition to alternative means of
Development, Public Works, and Parks & Recreation Departments collection will be done with an understanding that the residents
to ensure that all Village-owned vehicles are maintained at or above still receive side door service. This will require the distribution of
levels recommended by manufacturers. wheeled containers that remain at the side of the house. On
scheduled collection days, the container will be taken to the street,
The Village fleet/equipment consists of 98 licensed vehicles and connected to our truck, dumped and then wheeled back up to the
numerous pieces of off-road and small equipment (i.e. chain saws, side of the house by Sanitation staff. Several of the Village's
generators, grinders, pumps, etc.). Another aspect of the division is current packer trucks have already been retrofitted to
the renovation of the three wheel carts that are utilized for the accommodate the new wheeled containers.
collection of garbage in the Village. Fleet provides fabrication and
welding for the various departments. This division also maintains During this coming fiscal year, the Department will seek to
various carts used in the driving range operations at the Country Club. purchase one tandem-axle rear-loading packer truck to replace the
Those labor charges are then reimbursed by the Country Club. remaining single axle truck in the fleet. Tandem-axle trucks
reduce the number of trips to the landfill, which improves staff
Major Fleet Maintenance renovation priorities for the proposed productivity and lowers fuel costs. It also has reduced the number
budget include: of overweight tickets, which was prevalent with the single axle.
• Oversight of vehicle purchases to ensure equipment is
compatible with its intended use. The Sanitation Division recognizes the rising costs and impact to
customer service created by workers' compensation claims. In an
The Sanitation Division currently consists of one (1) Supervisor, effort to positively affect these areas, the Sanitation Division will
six (6) Sanitation Driver/Operators, and twelve (12) Sanitation continue to discuss, train, and promote safety practices and to hold
Collectors. safety programs for staff throughout the year.
The Division provides side door garbage collection 3-times a
week, curbside vegetation and bulk trash items 2-times a week,
and curbside recycling once a week. The Village's Monday
FY 2014 Adopted Budget Page 133 of 294
The Street Maintenance Division is comprised of one (1) Supervisor, Personnel Changes
two (2) Equipment Operator II's, three (3) Street/Grounds
Maintenance Workers, one (1) Irrigation Tech II, and one (1) The personnel/title changes for Fiscal Year 2013/14 are:
Irrigation Tech L • Reclassification of one Accounting Clerk to Administrative
The Street Maintenance Division is responsible for the maintenance Coordinator
and repair of the infrastructure throughout the Village. Work
• Addition of one full-time Project and Procurement Manager
includes preparation of streets for the Village's annual overlay position(reports to the Village's Finance Director)
program; patching potholes; repair and replacement of sidewalks; • Deletion of one full-time Superintendent of Public Works
repair or replacement of traffic signs; addressing line of sight
issues at all intersections within Village limits, maintenance of the
Village storm drainage system; and administration of NPDES
permitting, inspections and reporting requirements.
This Division oversees the work of the landscape contractor who
is responsible for all landscape maintenance of Village properties,
including the various parks. This Division also installs new
vegetation as part of the Village's revitalization program. Further
responsibilities include the replacement of landscape material that
is damaged as the result of automobile accidents or vandalism.
During the coming year, the Street Maintenance Division plans to:
• Develop a median revitalization plan to provide for visually
attractive landscaping while reducing water consumption;
• Continue with the very successful outsourcing of maintenance
of all Village parks and landscape areas; and
• Be proactive in its approach to the guidelines of the NPDES,
which emphasizes monitoring of the Village's storm water
system and to be vigilant for illicit spills and discharges.
FY 2014 Adopted Budget Page 134 of 294
Goals and Objectives Council Goal:
In addition to the "New Initiatives," in the coming year, the Public Improve the Overall Appearance of the Village
Works Department plans to achieve the following goals and objectives:
Department Goal:
Council Goal: Increase lineal footage of sidewalk repairs.
Protect the Financial Integrity of the Village in a Difficult Objectives:
Economic Environment a. Prepare priority list based on a comprehensive evaluation of all
Village infrastructure will be completed during FY 2014.
Department Goal: b. Continued education of residents through informative articles
Reduction of workers' compensation cases. in the Village Newsletter to ensure that they understand who
and where they need to report safety concerns such as raised
Objectives:
a. Specific training of staff. areas or incidents that have occurred with themselves or neighbors.
b. Regular inspection of shop and work areas. Department Goal:
c. Process mapping of position functions. Improve the appearance of medians and Village grounds.
d. Complete Job Safety Analysis for positions.
Objectives:
Department Goal: a. Replacement of dead or damaged vegetation.
Reduction of Solid Waste Disposal Fees. b. Develop planting scheme.
Objectives: c. Work with landscape contractor to ensure adherence to contract.
a. Continued education of residents and staff on keeping items Performance Measures
separated for collection, particularly trash and vegetation.
b. Continued education and encouragement of recycling to reduce Performance FY Actual FY 20te FY Projected
Measure Actual Estimated Projected
disposal fees.
c. Effective scheduling of personnel and equipment to specific tasks. Workers' Compensation Cases 5 2 2
d. Observation of Village activity. Fuel Consumption(gallons)(Full Fleet) 68,365 70,179 70,000
e. Adhering to collection schedule.
f Enforce the Village's vegetative debris ordinance. Illicit Discharge(NPDES) 4 6 12
Department Goal: Sidewalk Repairs(Linear Feet) 320 1,600 200
Reduction of fuel consumption. Solid Waste Collection(tons) 6,720 7,138 7,200
Objectives: Paper&Cardboard Recycling(tons) 844 864 871
a. Perform regular maintenance of vehicles to ensure performance Glass&Plastic Recycling(tons) 522 542 550
at the optimum levels.
b. Fleet conversion to more fuel efficient configurations. Missed Collection Calls 62 59 60
FY 2014 Adopted Budget Page 135 of 294
Workers' Compensation Cases Illicit Discharge
15
10
0 5
FY 2012 FY 2013 FY 2014 p
Actual Projected Estimated FY 2012 FY 2013 FY 2014
Actual Projected Estimated
Workers' Compensation Cases: These cases are related to injuries Illicit Discharge: Public Works monitors catch basins, outfalls, and
sustained in the work place. Thorough investigation into each waterways within the corporate limits of the Village. Proposed
incident provides valuable information that can be utilized in increases in staff training and monitoring of work within the
preventative measures in the future. public right-of-way is anticipated to escalate the number of illicit
discharges discovered and mitigated.
Fuel Consumption (Gallons) M Sidewalk Repairs (Linear Feet)
72,000 2,000
69,000 1,000 Vz
66,000 0
FY 2012 FY 2013 FY 2014 FY 2012 FY 2013 FY 2014
Actual Projected Estimated Actual Projected Estimated
Fuel Consumption: This is the amount of fuel consumed by the Sidewalk Repairs: Throughout the year, staff surveys sidewalks
entire Village fleet of vehicles and assorted pieces of machinery and Village-wide and prepares a list of pending repairs. Information
equipment. Public Works vehicle purchases requested for FY 2014 submitted by the residents is also included in these estimates.
and beyond will replace older vehicles with more fuel-efficient models. A comprehensive evaluation of all Village infrastructure will be
completed during FY 2014. This evaluation will develop a 5-year
maintenance schedule for sidewalks based on risk mitigation and
aesthetic preservation strategies. The infrastructure evaluation will
dictate the capital and operations budget requests for FY 2015
and beyond.
FY 2014 Adopted Budget Page 136 of 294
Solid Waste Collection (Tons) Glass & Plastic Recycling (Tons)
7,500 560
7,000 540
6,500 ' 7 520
6,000 500
FY 2012 FY 2013 FY 2014 FY 2012 FY 2013 FY 2014
Actual Projected Estimated Actual Projected Estimated
Solid Waste Collection: The number of tons of garbage and trash Glass & Plastic Recycling: Indicators support that more
that are collected on an annual basis. The trend of less refuse being individuals are making a conscientious effort to help to reduce the
collected was reversed during FY 2013. This is most likely attributed amount of recyclable material that eventually ends up at the
to improvement of the economic environment. landfill.
Paper & Cardboard Recycling (Tons) Missed Collection Calls
880 62
860 60
840 58
820 56
FY 2012 FY 2013 FY 2014 FY 2012 FY 2013 FY 2014
Actual Projected Estimated Actual Projected Estimated
Paper & Cardboard Recycling: Indicators support that more Missed Collection Calls: These are calls received regarding
individuals are making a conscientious effort to help to reduce the garbage not collected from a residence or business on the
amount of recyclable material that eventually ends up at the anticipated schedule. Several factors are considered in response
landfill. to the complaints, such as time of call in relation to the schedule of
the crews, location of container and obstructions. All complaints
are resolved within 24 hours.
FY 2014 Adopted Budget Page 137 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Public Works(combined)
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 1,609,990 $ 1,656,676 -2.82% $ 1,664,149 $ 1,635,687 $ 1,602,353
Overtime Pay 20,500 16,000 28.13% 14,770 7,995 19,442
Part-time Pay - 1,630,490 - 0.00% - - -
Benefits:
Pension 315,977 345,823 -8.63% 312,693 319,069 381,249
Health Insurance 459,387 403,673 13.80% 365,039 385,764 380,505
FICA/Medicare 124,735 127,963 -2.52% 118,740 115,275 113,189
LTD Insurance 7,206 7,413 -2.79% 9,333 9,468 9,183
Life Insurance 3,219 3,219 0.00% 3,910 3,996 3,950
Worker's Compensation 80,327 87,258 -7.94% 73,952 74,376 85,616
Other - 990,851 - 0.00% (95) (345) 28,580
$ 2,621,341 $ 2,648,025 -1.01% $2,562,491 $2,551,284 $2,624,068
Operating
Advertising 1,500 1,400 7.14% 1,103 1,103 1,155
Contractual Services 649,800 621,800 4.50% 577,449 577,465 573,479
Employee Relations 100 100 0.00% - - -
Equipment Rental 3,500 3,600 -2.78% 1,364 1,038 6,897
Gas,Oil&Lubricants 133,600 122,150 9.37% 124,987 118,484 94,988
Licenses&Fees 800 650 23.08% 347 3,011 1,131
Materials&Supplies 274,350 264,650 3.67% 271,994 446,147 223,600
Memberships&Dues 1,000 400 150.00% 195 15 450
NPEDS Permitting 15,000 15,000 0.00% 9,046 10,965 10,643
Postage 250 250 0.00% 141 365 239
Printing&Binding 125 125 0.00% 69 26 178
Professional Services 110,000 1,200 9066.67% 4,068 2,847 93
Repairs&Maintenance 164,500 192,200 -14.41% 121,953 113,996 120,390
Solid Waste Disposal 78,000 79,524 -1.92% 39,170 43,165 45,815
Uniforms 9,980 12,230 -18.40% 11,404 12,877 12,716
Utilities 164,254 169,846 -3.29% 159,997 161,756 166,577
Other Operating Costs 6,000 700 757.14% 910 100 47616
1,612,759 1,485,825 8.54% 1,324,198 1,493,358 1,262,966
Capital
Automotive 0 0 0.00% 0 0 19,804
Capital 0 0 0.00% 0 0 2,640
Computer Hardware&Software 0 0 0.00% 0 0 0
Construction&Major Renovation 0 0 0.00% 0 0 345,116
Machinery&Equipment 0 0 0.00% 25,457 0 3,111
0 0 0.00% 25,457 0 370,671
Total Expenses $ 4,234,100 $ 4,133,850 2.43% $3,912,146 $4,044,642 $ 4,257,705
FY 2014 Adopted Budget Page 138 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Public Works Administration
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 201,242 $ 231,535 -13.08% $ 255,890 $ 228,635 $ 222,456
Overtime Pay - - 0.00% - - -
Part-time Pay - 201,242 - 0.00% - - -
Benefits:
Pension 32,347 46,158 -29.92% 41,213 42,176 49,819
Health Insurance 31,140 29,771 4.60% 30,909 27,810 26,555
FICA/Medicare 15,395 17,713 -13.09% 18,329 16,190 15,493
LTD Insurance 884 1,021 -13.42% 1,315 1,305 1,274
Life Insurance 261 261 0.00% 324 324 324
Worker's Compensation 322 1,915 -83.19% 1,662 1,729 1,950
Other - 80,349 - 0.00% - - -
$ 281,591 $ 328,374 -14.25% $ 349,642 $ 3189170 $ 317,871
Operating
Contractual Services 18,800 6,800 176.47% 6,306 6,413 6,332
Employee Relations 100 100 0.00% 0 0 0
Gas,Oil&Lubricants 0 0 0.00% 0 0 30
Licenses&Fees 250 0 0.00% 0 2,798 906
Materials&Supplies 2,000 1,700 17.65% 1,138 1,214 1,724
Memberships&Dues 1,000 400 150.00% 195 15 450
Postage 250 250 0.00% 141 365 239
Printing&Binding 125 125 0.00% 69 26 178
Repairs&Maintenance 0 0 0.00% 0 0 52
Uniforms 300 300 0.00% 281 281 491
Utilities 21,097 23,540 -10.38% 23,128 23,967 15,549
Other Operating Costs 1,300 0 0.00% 0 (0) (0)
45,222 33,215 36.15% 31,259 359079 259951
Capital
Automotive 0 0 0.00% - - -
Computer Hardware&Software 0 0 0.00%
Construction&Major Renovation 0 0 0.00%
Machinery&Equipment 0 0 0.00% - - -
0 0 0.00% 0 0 0
Total Expenses $ 326,813 $ 361,589 -9.62% $ 3809901 $ 353,248 $ 343,822
FY 2014 Adopted Budget Page 139 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Facility Services
Original Fiscal %Increase/
Year 2013 (Decrease)over Actual Actual Actual
Fiscal Year 2013-2014 Budget 2013 Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 181,042 $ 196,139 -7.70% $ 200,775 $ 187,883 $ 180,686
Overtime Pay 1,500 1,500 0.00% 1,806 1,166 1,489
Part-time Pay - 182,542 - 0.00% - - -
Benefits:
Pension 32,537 42,131 -22.77% 39,983 39,637 45,148
Health Insurance 50,699 41,123 23.29% 34,395 37,915 40,413
FICA/Medicare 13,965 15,120 -7.64% 14,051 12,993 12,275
LTD Insurance 813 881 -7.72% 1,112 1,079 1,038
Life Insurance 348 348 0.00% 432 432 413
Worker's Compensation 5,525 5,660 -2.39% 4,792 4,455 5,710
Other - 103,887 - 0.00% - - 12,964
$ 286,429 $ 302,902 -5.44% $ 297,345 $ 285,560 $ 300,137
Operating
Contractual Services 175,000 175,000 0.00% 143,701 148,859 153,327
Equipment Rental 1,500 1,600 -6.25% 1,244 969 6,593
Gas,Oil&Lubricants 10,800 10,150 6.40% 10,845 10,268 8,796
Licenses&Fees 150 150 0.00% 125 75 75
Materials&Supplies 36,100 36,900 -2.17% 29,802 29,482 43,093
Repairs&Maintenance 62,500 59,000 5.93% 50,817 46,526 56,006
Solid Waste Disposal 28,000 29,524 -5.16% 27,800 25,868 25,044
Uniforms 900 1,200 -25.00% 964 959 1,319
Other Operating Costs 1,500 700 114.29% 660 (0) 196
316,450 314,224 0.71% 265,959 263,004 294,449
Capital
Automotive 0 0 0.00% 0 0 19,804
Capital 0 0 0.00% 0 0 2,640
Computer Hardware&Software 0 0 0.00% 0 0 0
Construction&Major Renovation 0 0 0.00% 0 0 0
Machinery&Equipment 0 0 0.00% 0 0 3,111
0 0 0.00% 0 0 25,555
Total Expenses $ 602,879 $ 617,126 -2.31% $ 563,304 $ 548,564 $ 620,140
FY 2014 Adopted Budget Page 140 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Vehicle Maintenance
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 142,743 $ 136,697 4.42% $ 130,930 $ 126,042 $ 121,565
Overtime Pay 1,500 1,500 0.00% 298 491 652
Part-time Pay - 144,243 - 0.00% - - -
Benefits:
Pension 31,880 29,606 7.68% 27,424 27,316 30,659
Health Insurance 39,899 17,960 122.15% 17,168 16,717 17,038
FICA/Medicare 11,035 10,573 4.37% 9,405 9,072 8,712
LTD Insurance 641 614 4.40% 769 738 699
Life Insurance 261 261 0.00% 324 324 324
Worker's Compensation 3,072 2,893 6.19% 2,386 2,364 2,627
Other - 86,788 - 0.00% - - -
$ 231,031 $ 200,104 15.46% $ 188,704 $ 183,064 $ 182,276
Operating
Contractual Services 5,000 5,000 0.00% 1,109 1,778 2,144
Gas,Oil&Lubricants 2,800 3,500 -20.00% 3,442 3,117 3,117
Licenses&Fees 400 500 -20.00% 222 138 150
Materials&Supplies 173,500 167,750 3.43% 178,848 136,710 124,242
Repairs&Maintenance 57,000 58,200 -2.06% 44,913 30,968 27,424
Uniforms 780 1,130 -30.97% 927 954 919
Utilities 200 200 0.00% 0 0 9,942
Other Operating Costs 1,200 0 0.00% 0 (0) (0)
240,880 236,280 1.95% 229,462 173,666 167,938
Capital
Automotive 0 0 0.00% 0 0 0
Computer Hardware&Software 0 0 0.00% 0 0 0
Construction&Major Renovation 0 0 0.00% 0 0 0
Machinery&Equipment 0 0 0.00% 0 0 0
0 0 0.00% 0 0 0
Total Expenses $ 471,911 $ 436,384 8.14% $ 418,166 $ 356,730 $ 350,213
FY 2014 Adopted Budget Page 141 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Sanitation
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 797,203 $ 777,367 2.55% $ 762,418 $ 765,335 $ 750,025
Overtime Pay 14,500 10,000 45.00% 11,014 5,235 15230
Part-time Pay - 811,703 - 0.00% - - -
Benefits:
Pension 170,022 163,732 3.84% 147,057 146,414 180,597
Health Insurance 241,666 232,055 4.14% 213,489 216,062 215,022
FICA/Medicare 62,096 60,234 3.09% 54,132 53,600 53,318
LTD Insurance 3,580 3,491 2.55% 4,368 4,436 4,343
Life Insurance 1,653 1,653 0.00% 2,016 2,052 2,061
Worker's Compensation 55,270 61,029 -9.44% 51,934 51,771 59278
Other - 534,287 - 0.00% - (275) 4,483
$ 1,345,990 $ 1,309,561 2.78% $ 1,246,427 $ 1,244,630 $ 1,284,358
Operating
Advertising 1,500 1,400 7.14% 1,103 1,103 1,155
Contractual Services 1,000 0 0.00% 0 5,266 0
Gas,Oil&Lubricants 100,000 87,500 14.29% 91,287 83,626 66,632
Materials&Supplies 15,750 14,600 7.88% 14,969 12,131 13228
Repairs&Maintenance 0 0 0.00% 0 0 0
Solid Waste Disposal 50,000 50,000 0.00% 11,370 17297 20,771
Uniforms 6,000 7,000 -14.29% 7,137 8,505 7,374
Other Operating Costs 1,000 0 0.00% 250 100 4,170
175,250 160,500 9.19% 126,115 128,029 113,330
Capital
Automotive 0 0 0.00% 0 0 0
Computer Hardware&Software 0 0 0.00% 0 0 0
Construction&Major Renovation 0 0 0.00% 0 0 0
Machinery&Equipment 0 0 0.00% 25,457 0 0
0 0 0.00% 25,457 0 0
Total Expenses $ 1,521,240 $ 1,470,061 3.48% $ 1,397,999 $ 1,372,658 $ 1,397,688
FY 2014 Adopted Budget Page 142 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Streets & Grounds
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 287,760 $ 314,938 -8.63% $ 314,135 $ 327,792 $ 327,620
Overtime Pay 3,000 3,000 0.00% 1,653 1,103 2,071
Part-time Pay - 290,760 - 0.00% - - -
Benefits:
Pension 49,191 64,196 -23.37% 57,016 63,526 75,027
Health Insurance 95,983 82,764 15.97% 69,078 87,260 81,477
FICA/Medicare 22,244 24,323 -8.55% 22,824 23,420 23,390
LTD Insurance 1,288 1,406 -8.39% 1,769 1,910 1,830
Life Insurance 696 696 0.00% 814 864 828
Worker's Compensation 16,138 15,761 2.39% 13,179 14,056 16,051
Other - 185,540 - 0.00% (95) (70) 11,133
$ 476,300 $ 507,084 -6.07% $ 480,373 $ 519,861 $ 539,426
Operating
Contractual Services 450,000 435,000 3.45% 426,332 415,148 411,676
Equipment Rental 2,000 2,000 0.00% 120 69 305
Gas,Oil&Lubricants 20,000 21,000 -4.76% 19,412 21,473 16,412
Materials&Supplies 47,000 43,700 7.55% 47,237 266,609 41,313
NPEDS Permitting 15,000 15,000 0.00% 9,046 10,965 10,643
Professional Services 110,000 1,200 9066.67% 4,068 2,847 93
Repairs&Maintenance 45,000 75,000 -40.00% 26,222 36,503 36,907
Uniforms 2,000 2,600 -23.08% 2,097 2,178 2,613
Utilities 142,957 146,106 -2.16% 136,869 137,788 141,086
Other Operating Costs 1,000 0 0.00% 0 (0) 250
834,957 741,606 12.59% 671,403 893,580 661,299
Capital
Automotive 0 0 0.00% 0 0 0
Computer Hardware&Software 0 0 0.00% 0 0 0
Construction&Major Renovation 0 0 0.00% 0 0 345,116
Machinery&Equipment 0 0 0.00% 0 0 0
0 0 0.00% 0 0 345,116
Total Expenses $ 1,311,257 $ 1,248,690 5.01% $ 1,151,776 $ 1,413,441 $ 1,545,841
FY 2014 Adopted Budget Page 143 of 294
Community Development
Director of Community Development 1 FT
Planner 1 FT Building Official 1 FT Code Compliance Officer 2 FT (-1 PT) (+1 FT)
Building Const. Inspector II 2 FT
Permit& Licensing Tech 2 FT 1 PT (+1 PT) Building Const. Inspector 1 1 FT (- 1 PT) (+1 FT)
Note:
The changes in this department are necessary to meet
the increased demand for building permits and maintain
the level of customer service.
Summary: Change:
FT=10 + 2 FT
PT=1 - 1 PT
FY 2014 Adopted Budget Page 144 of 294
Community Development
Mission Statement The Building Division consists of one (1) full-time Building Official,
one (1) full-time Building Construction Inspector I, two (2)
To provide the highest level of customer service to our residents full-time Building Construction Inspector II's, two (2) full-time
and to work in partnership to promote our local businesses for a Permit & Licensing Technicians, and (1) part-time Permit &
more sustainable community. Licensing Technician position.
Service Levels Narratives The Building Official is responsible for overseeing the day-to-day
operations of the Building Division, including plan review,
The Community Development Department is a full-service providing technical support to the contractors and homeowners,
department responsible for planning and zoning, building and code insuring projects comply with federal and state regulations, and
compliance. The Department's responsibilities primarily relate to: maintaining budgetary controls. The Building Inspectors are
enforcing State and local regulations; issuing building permits; responsible for conducting daily inspections of the permitted projects
business tax receipts and registrations; and maintaining the within the Village. The Inspectors also work closely with contractors
community's overall appearance. and homeowners,providing guidance to complete projects in a timely
and professional manner. The Permit & Licensing Technicians are
The Community Development Administration consists of the responsible for processing and issuing building permits, scheduling
Director of Community Development, one (1) full-time Planner inspections, scanning and maintaining lot files, and issuing
and (1) full-time Building Official. The Director oversees and business tax receipts and registrations. This includes preparing the
supervises all areas of the Community Development Department. necessary financial reports and daily deposits.
This includes providing oversight, guidance to the staff, project
management, budgetary controls, and maintaining customer The Code Compliance Division consists of two (2) full-time Code
service levels to the Village Administration and the public. The Compliance Officer positions.
Director also enforces the Village's Comprehensive Plan to ensure
proper growth and redevelopment within the Village to maintain The Code Compliance Officers work in partnership with the residents
the "small town feeling. " and local businesses by seeking and developing voluntary compliance
instead of relying solely on enforcement through punitive measures.
The Planner is responsible for handling all new development and This includes educating the public about the importance of obtaining
redevelopment, future annexations, site plan approvals, re-zoning, proper permits and hiring licensed contractors for all home and
comprehensive plan amendments, zoning compliance, and any business improvements.
other State or local required amendments. This includes providing
support to the Village Council, Planning Commission, Zoning The Code Compliance Officers are responsible for case preparation,
Board of Adjustment, Construction Board of Adjustment and evidence gathering, and presentation of violation cases before the
Appeals, and serving as a liaison to the Business Advisory Board. Code Enforcement Special Magistrate. Administrative duties include
written correspondence, property ownership and code research, and
tracking compliance through ongoing data management and reporting.
FY 2014 Adopted Budget Page 145 of 294
Personnel Changes Current Year Accomplishments and New Initiatives
The personnel/title changes for Fiscal Year 2013/2014 are: During Fiscal Year 2013, the Community Development Department
accomplished a significant amount of special projects including:
• Addition of one (1) full-time Building Construction Inspector 1
position • Installation of sidewalks and streetlights in the Southwest
Deletion of one (1)part-time Building Construction Inspector 1 Residential Neighborhood;
position • Adoption of the Water Club Residential Planned Unit
• Addition of one(1)full-time Code Compliance Officer position Development, consisting of 168 multi-family units;
Deletion of one(1)part-time Code Compliance Officer position • Adoption of the Benjamin School Large-Scale Comprehensive
• Addition of one (1) part-time Permit & Licensing Technician Plan Amendment and Rezoning;
position • Amendment of Chapter 6, Signs and Outdoor Displays, of
the Code of Ordinances to establish material standards and
permitting requirements for temporary signage;
• Establishment of monthly meeting schedule with the
newly-formed Business Advisory Board;
• Amendment of Chapter 6 of the Code of Ordinances to
ensure compliance with Florida Statutes and reinstate the
Village's Construction Board of Adjustment and Appeals;
• Reconfiguration of the Building Division offices to expedite
the permitting process and facilitate customer service; and
• Amendment of Appendix C, Zoning, of the Code of
Ordinances to establish guidelines regulating the placement
of mechanical equipment within the R-1 and R-2 residential
zoning districts.
FY 2014 Adopted Budget Page 146 of 294
Goals and Objectives Council Goal:
Protect the financial integrity of the Village in a difficult
In the coming year, the Community Development Department economic environment
plans to achieve the following goals and objectives:
Department Goal:
Council Goal: Work with the business community to encourage economic
Maintain a high quality of life in the Village
redevelopment.
Objectives:
Department Goal: a. Continue to promote the local business community through
Enhance the quality of life by increasing customer service during partnership with local governmental agencies, and seeking
the permitting and inspection process. grant-funding opportunities.
b. Establish special event guidelines to promote local businesses.
Objectives: c. Create a visionary plan for the Village's future annexation area
a. Remodel the Community Development Department including along Ellison Wilson Road.
the permitting office to facilitate better customer service and d. Review zoning codes and make recommendations to the
comply with ADA regulations. Village Council for ordinance changes.
b. Continue to provide inspection-scheduling flexibility for e. Conduct a comprehensive sign code study and make
contractors and homeowners to expedite projects on time. recommendations to the Village Council for ordinance changes
c. Establish an electronic submittal for commercial projects. to enhance our business community.
d Reduce bulk record storage and turn around time for record requests.
e. Continue to update inspection checklists for accuracy and Council Goal:
consistency. Improve the overall appearance of the Village
Department Goal:
To affirm and uphold the aesthetic standards of our community
through consistent application of the Village Code in cooperation
with residents and businesses alike.
Objectives:
a. Continue to be pro-active in obtaining voluntary code compliance
prior to issuing written violations.
b. Maintain the Village's property values and general appearance.
c. Decrease the number of code enforcement cases brought before
the Special Magistrate through education and alternative methods.
d. Continue pro-active investigation of potential vacant and/or
abandoned properties.
FY 2014 Adopted Budget Page 147 of 294
Performance Measures
Code Compliance
Pro-active v. Reactive
Performance FY 2011 FY 2012 FY 2013 FY 2014
Measures Actual Actual Projected Estimated
10%
number of inspections 5,385 6,660 7,326 8,059
number of building 1,625 2,649 3,840 4,244
permits issued
number of new 91 108 138 140 090%
businesses
Increase number of
1 1 0 2 ■758 Pro-active(Observation and Education)
business forums
Number of Code ■83 Reactive(Compliant driven Investigations)
Enforcement Special 84 49 60 50
Magistrate Cases
Total code Compliance Cases
Increase voluntary
Code compliance N/A 771 750 700 Voluntary Compliance V. Magistrate
1000 841
800 ■Total Code Case Voluntarily Resolved
600 ■Total Code Case Scheduled for Magistrate
400
200 49
0
Code Compliance Cases: The Code Officers collaborate with
residents and businesses in an effort to gain voluntary compliance
through education and alternative code methods, which in turn
reduces the number of Magistrate Hearings.
FY 2014 Adopted Budget Page 148 of 294
Building Permits Issued Number of Inspections
4,500 4,240
3,840
4,000 FY 2014 Estimated
8059
3,500
3,000 2,649
2,500 ■ 1st Half of YR FY 2013(Projected) ' 7326
2,000 1,733 1,528 1,522 1,744 1,625
■ 2nd Half of YR FY 2012 Actual 6660
1,500
1,000 Total
500 FY 2011 Actual 5385
0
01 O`b O°' tiO titi ti� ti'' tit` FY 2010 Actual 5498
<J
ea ea
Qto�oy \tea` 0 2000 4000 6000 8000 10000
Building Permits: Historically more building permits are issued Number of Inspections: The total number of building permits
during the second-half of the fiscal year. Building permits, issued has been slowly increasing due to the steadily rising demand
inspections, and revenues are all anticipated to increase in for residential and commercial redevelopment and is projected to
Fiscal Year 2013/2014 based on construction of a new multi-family increase again next year. The number of inspections required varies,
community and commercial redevelopment. depending on the complexity of the construction project.
Building Permit Revenues
$998,452.67
$1,000,000.00 ■1st Half of YR
$800,000,00 660,920.53 $484,304.82 $687,630.42
581,152.69
$600,000.00 $434,466.51 $478,636.83 ■2nd Half of YR
392,851.60
$400,000.00
Building
$200,000.00 Department
$0.00 Permit Fees
c°�°y�c°�°yea
Q Q
FY 2014 Adopted Budget Page 149 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Community Development(combined)
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30112 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 619,356 $ 509,460 21.57% $ 518,768 $ 483,001 $ 470,794
Overtime Pay - - 0.00% 211 - -
Part-time Pay 22,698 642,054 58,957 -61.50% 45,364 31,350 31,067
Benefits:
Pension 112,790 97,900 15.21% 89,317 79,492 88,457
Health Insurance 132,292 103,715 27.55% 96,273 96,380 97,206
FICA/Medicare 49,117 43,485 12.95% 40,533 36,640 35,806
LTD Insurance 2,775 2,277 21.87% 2,927 2,798 2,713
Life Insurance 870 696 25.00% 890 864 864
Worker's Compensation 7,266 6,558 10.80% 5,367 5,828 6,037
Other - 305,110 - 0.00% - 443 8,525
$ 947,164 $ 823,048 15.08% $ 799,649 $ 736,796 $ 741,469
Operating
Advertising 1,500 2,000 -25.00% 533 5,007 3,329
Books,Publications&Subscriptions 863 620 39.19% 1,170 570 808
Charge Card Fees 5,075 2,000 153.75% 1,187 - -
Comp Plan Amendments 2,000 1,500 33.33% - 3,000 2,500
Conferences&Seminars 1,370 600 128.33% 349 300 360
Contractual Services 51,700 18,700 176.47% 10,583 4,842 3,960
Developer Fees 0 0 0.00% - - -
Engineering Fees 0 0 0.00% 0 0 0
Gas,Oil&Lubricants 12,000 8,700 37.93% 8,651 7,539 6,984
Materials&Supplies 3,700 2,800 32.14% 5,104 10,737 2,575
Memberships&Dues 1,482 1,847 -19.76% 883 1,070 985
Postage 400 1,500 -73.33% 208 0 0
Printing&Binding 600 800 -25.00% 223 609 424
Professional Fees 75,000 10,000 650.00% 0 7,318 5,985
Repairs&Maintenance 0 0 0.00% 0 2,089 84
Small Business Grant 0 0 0.00% 10,420 5,000 0
Travel&Training 12,010 3,305 263.39% 2,275 2,711 875
Uniforms 3,300 1,400 135.71% 694 815 752
Utilities 12,220 1,420 760.56% 1,201 1,423 2,581
Other Operating Costs 5,150 500 930.00% 1,615 1,110 450
188,370 57,692 226.51% 45,097 54,141 32,652
Capital
Automotive 0 0 0.00% 0 0 0
Computer Hardware&Software 0 0 0.00% 73,271 8,323 0
Construction&Major Renovation 0 0 0.00% 0 0 0
Machinery&Equipment 0 0 0.00% 0 0 0
0 0 0.00% 73,271 8,323 0
Total Expenses S 1,135,534 S 880,740 28.93% S 918,017 S 799,260 S 774,121
FY 2014 Adopted Budget Page 150 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Community Planning
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 159,256 $ 148,149 7.50% $ 147,825 $ 137,219 $ 132,470
Overtime Pay - - 0.00% - - -
Part-time Pay - 159,256 - 0.00% - - -
Benefits:
Pension 29,315 26,800 9.38% 22,640 19,208 25,940
Health Insurance 37,056 34,027 8.90% 32,456 31,735 31,606
FICA/Medicare 12,183 11,334 7.49% 10,534 9,766 9,374
LTD Insurance 715 665 7.52% 832 804 773
Life Insurance 174 174 0.00% 215 216 216
Worker's Compensation 255 256 -0.39% 219 217 252
Other - 79,698 - 0.00% - - -
$ 238,954 $ 221,405 7.93% $ 214,721 $ 199,165 $ 200,630
Operating
Advertising 1,000 2,000 -50.00% 533 5,007 3,329
Books,Publications&Subscriptions 0 0 0.00% 0 0 0
Comp Plan Amendments 2,000 1,500 33.33% 0 3,000 2,500
Conferences&Seminars 500 200 150.00% 0 0 0
Contractual Services 4,900 5,500 -10.91% 2,395 2,929 978
Developer Fees 0 0 0.00% 0 0 0
Engineering Fees 0 0 0.00% 0 0 0
Gas,Oil&Lubricants 4,800 3,100 54.84% 3,554 2,552 2,222
Materials&Supplies 900 500 80.00% 2,361 6,685 360
Memberships&Dues 665 550 20.91% 421 501 532
Printing&Binding 200 300 -33.33% 17 123 93
Professional Services 75,000 10,000 650.00% 0 7,318 5,985
Repairs&Maintenance 0 0 0.00% 0 0 0
Small Business Grant 0 0 0.00% 10,420 5,000 0
Travel&Training 5,250 0 0.00% 4 0 0
Utilities 720 720 0.00% 824 1,023 1,144
Other Operating Costs 150 0 0.00% 27 0 25
96,085 24,370 294.28% 20,556 34,137 17,168
Capital
Automotive 0 0 0.00% 0 0 0
Computer Hardware&Software 0 0 0.00% 73,271 8,323 0
0 0 0.00% 73,271 8,323 0
Total Expenses $ 335,039 $ 245,775 36.32% $ 308,548 $ 241,625 $ 217,798
FY 2014 Adopted Budget Page 151 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Building
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 361,982 $ 304,667 18.81% $ 313,795 $ 293,687 $ 287,412
Overtime Pay - - 0.00% 211 - -
Part-time Pay 22,698 384,680 31,137 -27.10% 38,447 30,492 31,067
Benefits:
Pension 63,829 59,130 7.95% 55,396 49,069 49,789
Health Insurance 58,180 52,674 10.45% 47,531 48,777 49,797
FICA/Medicare 29,428 25,689 14.55% 25,612 23,288 23,045
LTD Insurance 1,623 1,362 19.16% 1,784 1,693 1,650
Life Insurance 522 435 20.00% 567 540 540
Worker's Compensation 5,215 4,757 9.63% 4,178 4,325 4,802
Other - 158,797 - 0.00% - - 1,048
$ 543,477 $ 479,851 13.26% $ 487,522 $ 451,872 $ 449,150
Operating
Advertising 500 0 0.00% 0 0 0
Books,Publications&Subscriptions 863 420 105.48% 1,170 570 808
Charge Card Fees 5,075 2,000 153.75% 1,187 0 0
Conferences&Seminars 870 400 117.50% 349 300 0
Contractual Services 42,500 8,900 377.53% 6,094 1,248 2,191
Gas,Oil&Lubricants 4,000 2,800 42.86% 2,758 2,799 2,702
Materials&Supplies 2,500 2,000 25.00% 2,708 1,829 1,955
Memberships&Dues 697 927 -24.81% 407 439 378
Postage 400 1,500 -73.33% 208 0 0
Printing&Binding 300 300 0.00% 5 485 245
Repairs&Maintenance 0 0 0.00% 0 0 84
Travel&Training 6,010 2,550 135.69% 1,588 1,800 875
Uniforms 2,700 800 237.50% 522 522 578
Utilities 11,200 400 2700.00% 302 306 1,124
Other Operating Costs 5,000 500 900.00% 550 0 0
82,615 23,497 251.60% 17,847 10,299 10,939
Capital
Automotive 0 0 0.00% - - -
Computer Hardware&Software 0 0 0.00%
Construction&Major Renovation 0 0 0.00%
Machinery&Equipment 0 0 0.00% - - -
0 0 0.00% 0 0 0
Total Expenses $ 626,092 $ 503,348 24.39% $ 505,369 $ 462,171 $ 460,089
FY 2014 Adopted Budget Page 152 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Code Enforcement
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 98,118 $ 56,644 73.22% $ 57,147 $ 52,095 $ 50,913
Overtime Pay - - 0.00% - - -
Part-time Pay - 98,118 27,820 -100.00% 6,917 858 -
Benefits:
Pension 19,646 11,970 64.13% 11,281 11,215 12,728
Health Insurance 37,056 17,014 117.80% 16,285 15,867 15,803
FICA/Medicare 7,506 6,462 16.16% 4,387 3,586 3,386
LTD Insurance 437 250 74.80% 311 301 290
Life Insurance 174 87 100.00% 108 108 108
Worker's Compensation 1,796 1,545 16.25% 970 1,286 983
Other - 66,615 - 0.00% - 443 7,477
$ 164,733 $ 121,792 35.26% $ 97,406 $ 85,759 $ 919688
Operating
Books,Publications&Subscriptions 0 200 -100.00% 0 0 0
Conferences&Seminars 0 0 0.00% 0 0 360
Contractual Services 4,300 4,300 0.00% 2,094 665 792
Gas,Oil&Lubricants 3,200 2,800 14.29% 2,339 2,189 2,060
Materials&Supplies 300 300 0.00% 35 2,223 260
Memberships&Dues 120 370 -67.57% 55 130 75
Printing&Binding 100 200 -50.00% 202 0 87
Repairs&Maintenance 0 0 0.00% 0 2,089 0
Travel&Training 750 755 -0.66% 684 911 0
Uniforms 600 600 0.00% 172 293 174
Utilities 300 300 0.00% 75 94 312
Other Operating Costs 0 0 0.00% 1,037 1,110 425
9,670 9,825 -1.58% 69693 99705 49545
Capital
Automotive 0 0 0.00% - - -
Computer Hardware&Software 0 0 0.00%
Construction&Major Renovation 0 0 0.00%
Machinery&Equipment 0 0 0.00% - - -
0 0 0.00% 0 0 0
Total Expenses $ 174,403 $ 131,617 32.51% $ 104,099 $ 95,464 $ 96,234
FY 2014 Adopted Budget Page 153 of 294
Library
Director of Library 1 FT
Administrative Assistant 1 FT
Public Services Circulation Technical Services
Librarian 11 1 FT Library Assistant I I1 1 FT Library Assistant 111 1 FT
Library Clerk 1 PT Library Assistant 1 FT
Library Clerk 5 PT
Library Page 4 PT
Summary: Change:
FT = 6
PT = 10
FY 2014 Adopted Budget Page 154 of 294
Library
Mission Statement The Obert Room is now used as additional space for laptop users
The Village Public Library provides materials, services, and when programs are not scheduled.
programs for community residents of all ages providing personal There are 16 staff members (10 FTE) in the library; two are
enrichment and enjoyment, and meeting educational needs. The librarians with a Master's Degree in Library Science.
Library has a special mission to children and their parents to
encourage a love of reading and learning. Library statistics are a valuable, but limited, tool for gauging the
Service Levels Narrative amount of services offered. Circulation statistics tell what has
been checked-out; however, they do not indicate the quality of
Today there are over 44,500 traditional items in the North Palm Beach service being provided. The Library staff maintains a high level
Library and over 6000 electronic titles and devices, 4.2 items per of interaction with our patrons. This has created a unique "brand'
capita. Formats include print books, large print, DVD, music CD, for the Village Public Library that is prized by the residents and is
books on CD, books in MP3 format, downloadable e-audio books, difficult to quantify.
e-books, downloadable music, magazines, and newspapers. We
also circulate twelve (12) e-readers containing current bestsellers Current Year Accomplishments and New Initiatives
and fifteen (15) children's handheld video players.
During Fiscal Year 2012-2013, the Library achieved the following
The North Palm Beach Library is open 60 hours per week, seven new initiatives and goals for improvement:
days per week. Staff orders, catalogs, and maintains books and
materials for the collection, and periodically purges outdated or . The Library continues to focus on providing a variety of
worn materials to sell at the annual book sale. Staff processes all programs for adults and children throughout the year.
borrower registrations and requests, and handles oversight of the • The annual Mystery Night continues to be a success. It
on-site meeting room. Library programs are scheduled throughout is anticipated that there will be an increase in library
the year and include story times, author lectures, genealogy group programing for adults and children of 11% in FY 2013.
meetings, book discussions, summer reading programs, a foreign
film club, and other special events.
The Library also offers a variety of reference services including Increase in Library Programs
simple inquiries, research assistance, and inter-library loans of N 60
E
materials not in the collection. The adult library has two(2)electronic
40
catalog computers and the children's library has four (4) computers a zoss
with educational software and games for pre-K children. The Library 20 zosz
`a
has a Computer Lab downstairs with sixteen(16) computers available E 0 2013
for public use — all of which have genealogy, Microsoft Office, z o z a
and Internet access. The Library has WI-FI throughout the building.
FY 2014 Adopted Budget Page 155 of 294
• Over 120 children between the ages of 5 and 12 signed Circulation of
up for the Summer Reading Program in 2012. Special electronic resources
programs, family movies, and crafts were offered during
the eight week program. 1000
• During the summer of 2012 the Library utilized 19 teen 500 -
volunteers for a total of 488 hours to assist with the 0
children's summer reading program. The Library
anticipates from 20 to 25 teen volunteers during the a
summer of 2013.
• The Library replaced six (6) older computers in 2013. ■FY2012 ■FY2013
The Library's goal is to maintain a regular schedule for
hardware replacement to ensure we stay current with the
latest technology. • With a recent upgrade to the Library's automation
• In April of 2012 the Library went live with system SIRSI and the new "cloud" server, patrons
downloadable electronic books through Overdrive. We automatically receive reminders and overdue notifications
currently offer over 1800 titles 24/7 that can be via e-mail. Patrons can also now search, hold, renew and
downloaded to a computer or compatible device. Our view their accounts on their mobile device with the
downloadable audio book collection now numbers BookMyne app.
slightly over 4100 titles. • The Library continues a Facebook page to relay current
information on library services and programs and encourage
Ratio of Print, Media, and Ratio of Print,Media,and feed back. It is anticipated that users will have visited
e-Resources in Collection e-Resources in Circulation the site 6800 times in the current Fiscal Year.
12% 3 • In FY 2012/2013 it is anticipated that over 20'000
0�
15%. individuals will have signed a to use the public
0 1 ■Print � ■Pdnt g h h
■Media 40% ■Media computers, an average of 1,800 per month.
57°/a
■e-Resources ■e-Resources
73. The Friends of the Library continue to actively support the Library.
Through their annual author luncheon, book sale, bake sale, and
• In February 2013, the Library added a new downloadable continuing in-house book sale shelf, they have donated funds for
music service, Freegal, in cooperation with the Palm Beach the purchase of furniture, equipment, and library programs not
County Library System and several other municipal libraries. covered through the Library's regular operating budget.
• The Library added two (2) new Nook e-readers with
popular Young Adult titles and four (4) Kindle e-readers
with adult titles.
FY 2014 Adopted Budget Page 156 of 294
Goals and Objectives Performance Measures
In the coming year, the Library plans to achieve the following Performance FY 2012 FY 2013 FY 2014
goals and objectives:
Measure Actual Projected Estimated
Council Goal: Increased membership 10,079 10,158 10,462
Enhance the spirit and participation of our community Increase use of self services 2,486 2,560 2,816
Department Goal: Increase number of programs Adult 144 Adult 190 Adult 195
Child 192 Child 223 Child 229
Enhance the spirit and participation of Library patrons. Teen 0 Teen 10 Teen 12
Objectives: Increase teen volunteer 19 22 25
a. Increase memberships by 3%. applicants
b. Continue encouraging local businesses to offer free programs to Social Media Total Reaches 3,555 6,858 13,716
Library patrons(i.e.tax and legal advice,health and welfare,etc.).
c. Continue utilizing teen volunteers to assist with the children's Increase circulation of 671 2,620 5,240
Summer Reading Program and to develop more active teen Electronic resources
programming.
d. Increase library program brochures for distribution around the
Village.
Council Goal:
Maintain a high quality of life in the Village
Department Goal:
Maintain a high quality of Library services.
Objectives:
a. Increase self-services with new library automation (i.e. email
alerts, news, renewals, and requests).
b. Increase use of electronic resources: e-books and downloadable
audio books and video by 10%.
c. Enhance communication with residents through social networking
sites (i.e. Facebook, Twitter).
d. Enhance computer lab facilities and training classes focusing
on one-on-one instruction with individual devices.
e. Avail staff opportunities to participate in customer service and
training Webinars and workshops.
FY 2014 Adopted Budget Page 157 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Library
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 300,260 $ 278,794 7.70% $ 268,799 $ 260,401 $ 255,544
Overtime Pay - - 0.00% 4 - -
Part-time Pay 111,279 411,539 104,777 6.21% 99,105 100,526 102,698
Benefits:
Pension 55,179 50,656 8.93% 39,958 34,596 48,756
Health Insurance 47,695 43,995 8.41% 43,533 50,566 52,603
FICA/Medicare 31,514 29,344 7.40% 27,485 26,866 26,247
LTD Insurance 1,352 1,255 7.73% 1,582 1,527 1,429
Life Insurance 522 522 0.00% 648 648 603
Worker's Compensation 7,669 7,588 1.07% 6,303 6,228 7,089
Other - 143,931 - 0.00%
$ 555,470 $ 516,931 7.46% $ 487,417 S 481,359 $ 494,971
Operating
Books,Publications&Subscriptions 443 405 9.38% 405 405 404
Contractual Services 30,221 27,792 8.74% 29,335 25,729 52,646
Library Collections:
Audio Visual Materials 22,800 21,500 6.05% 19,959 25,044 21,329
Books 32,000 34,650 -7.65% 34,728 32,447 33,787
Electronic Resources 20,000 17,650 13.31% 16,814 3,768 3,623
Magazines 3,000 3,000 0.00% 2,142 2,981 2,830
Reference Materials 6,000 7,000 -14.29% 6,649 8,154 10,114
Library Gift Account 0 0 0.00% 1,644 2,114 2,314
Licenses&Fees 1,072 1,025 4.59% 1,000 275 250
Materials&Supplies 11,800 11,800 0.00% 12,324 8,186 11,397
Postage 1,063 1,600 -33.56% 1,503 1,553 2,050
Rental 6,000 6,000 0.00% 6,532 6,061 5,563
Repairs&Maintenance 0 0 0.00% 13,682 11,378 1,447
Conferences&Seminars 350 340 2.94% 379 0 254
Memberships&Dues 3,070 570 438.60% 425 410 395
Travel&Training 285 275 3.64% 203 341 4,848
Utilities 22,717 24,456 -7.11% 25,133 25,656 28,053
Other Operating Costs 0 0 0.00% (0) (0) (0)
160,821 158,063 1.74% 172,856 154,502 181,304
Capital
Capital 0 0 0.00% 0 0 0
Computer Hardware&Software 0 0 0.00% 0 0 0
Construction&Major Renovation 0 0 0.00% 0 0 9,661
Machinery&Equipment 0 0 0.00% 0 0 0
0 0 0.00% 0 0 9,661
Total Expenses $ 716,291 $ 674,994 6.12% $ 660,274 S 635,861 $ 685,936
FY 2014 Adopted Budget Page 158 of 294
Parks & Recreation
Director of Parks & Recreation 1 FT
Recreation Superintendent 1 FT (+1 FT)
Marina Wet/Dry Storage,Anchorage Park, Camps, Osborne Park, Lakeside Park, Community
I.C. Programs and Instructions, and Special Events Center, Pool and Tennis
0 FT (-1 FT) Parks / Facilities Manager 1 FT
Recreation Supervisor 2 FT
Recreation Assistants 4 PT Recreation Supervisor 1 FT
Youth Art Instructor 1 PT Recreation Assistants 7 PT
Camp Counselor 10 PT Pool Lifeguard 20 PT
Event Coordinator 1 PT
Summary: Change:
FT = 6
PT = 43
FY 2014 Adopted Budget Page 159 of 294
Parks & Recreation
Mission Statement • NPB Pool Facility—951 US Highway 1
Features an Olympic-size swimming pool, dive tower,
To maintain quality parks and facilities; to preserve open/natural diving boards, lap lanes, locker room facilities, pro shop,
spaces and to provide leisure opportunities to residents of all ages and three (3)wading pools.
through comprehensive recreational programs and services,
designed to enhance the mind, body and soul. • Tennis Center—951 US Highway 1
Features ten (10) lighted Har-Tru courts with Tennis Facility,
Park Resources pro shop and pavilion.
• Communi . Center— 1200 Prosperity Farms Road Programming
Features a multi-purpose ball field, batting cages, sand
volleyball court, fitness trail, children's playground, full The Parks & Recreation Department offers a wide variety of
gymnasium, performance stage, three (3) outdoor basketball activities, classes, workshops, and leisure opportunities for all
courts, concession stand, and picnic area. ages. Classes, workshops, clinics, and lectures are offered by 45+
independent contractors. Winter, Spring and Summer Camp
• Osborne Park—715 Prosperity Farms Road programs are conducted for youths 7 — 15 years of age. Activities
Features a multi-purpose building, six (6) three-wall are also offered on days the public schools are not in session.
racquetball courts, two (2) outdoor basketball courts,
children's playground, two (2) batting cages, two (2) The Parks & Recreation Department largely utilizes independent
baseball fields, concession stand, and picnic area. contractors to provide these services. These contractors have
agreements with the Village, but are not Village employees and
• Anchorage Park—603 Anchorage Drive are not eligible for benefits. Additionally, because the fees paid to
Features multi-purpose building, children's playground, two these contractors are off-set by the revenues they bring into the
(2) dog parks, two (2) tennis courts, large open field area, Village, and due to the fluctuating nature of the services they
two (2) baseball fields four (4) sand volleyball courts provide, an exact count of these positions is not represented on the
picnic areas, eight (8) gazebos, two (2) fishing piers,jogging Department's organizational chart.
trail, restrooms, dry storage area, wet slips, boat wash, and
Special Events
boat ramp.
The Parks & Recreation Department offers a wide spectrum of
• Lakeside Park—East end of Lighthouse Drive special events throughout the year from January's Car Show &
Features an outdoor basketball court, picnic pavilion, tiki Chili Cook-off to the July 4th fireworks to the Holiday Lights
hut, sand volleyball court, beachfront area, walking trail, Trolley rides. The Department also offers seasonal events as well
children's playground area. as activities unique to the Village, such as our annual Heritage Day,
Puppy Love,Village-Wide Garage Sale, and Arts & Crafts Festival.
FY 2014 Adopted Budget Page 160 of 294
Sports Personnel Changes
Adult recreational sports league opportunities are offered The personnel/title changes for Fiscal Year 2013/2014 are:
including softball, volleyball, pickle ball and basketball. Youth • Addition of one(1)full-time Recreation Superintendent position
recreational tennis, basketball, flag football, volleyball and soccer Deletion of one(1)full-time Recreation Program Coordinator
are also operated within the Department. position
Organization Involvement Current Year Accomplishments and New Initiatives
Northern Palm Beach County Little League organizes and manages During Fiscal Year 2012-2013, the Parks & Recreation Department
the youth baseball program. The North Palm Beach Swim Club achieved the following new initiatives and goals for improvement:
trains and holds county-wide competitions at the Village Pool. parks & Recreation
Revenues • Continued improvement in the overall appearance of Village
parks and facilities;
• Arts and Crafts • Increased Heritage Day business expo participation by 17%;
The Village retains all registration fees for all Department • Created new Touch-a-Truck Event which drew 1,000 attendees;
sponsored and run Arts and Crafts classes. • Increased Gazebo and Tiki rentals;
• Facility Usage Fees • Continued bi-monthly direct marketing of events and activities
All users of Village facilities and fields are charged a rental fee. via Constant Contact/department E-News to over 3,000 contacts;
• Heritage Day • Trained staff on how to identify potential safety issues;
The Village retains all sponsor monies and ticket fees. • Appointed staff member to serve on Village Safety committee;
• Marina Revenues
• Added teen adventure camp;
• Added Adult Pickle Ball; and
The Village retains fees from wet and dry storage and . Added Youth and Adult personal training program.
marina decals.
Village Pool
• Pool Revenues • Added additional ADA approved pool lift;
The Village retains all membership,rental, and daily fees as well • Installed separate filtration system in kiddie pool area; and
as partial fees obtained from swim training and private lessons. • Purchased scoreboard through a private donation to enhance
• Program Activi . Fees swim meet capabilities.
All non-resident users of Village programs and youth leagues Tennis Facility
are charged at a higher rate. • Conducted customer service and key messaging training
• Summer/Spring Camps
with all part time staff and pros;
•
The Village retains all Camp registration fees. Resurfaced courts 1 and 2;. Increased tennis member events by 10%;
• Tennis Revenue • Increased evening participation with round-robin leagues/socials;
The Village retains all membership, rental, and guest fees as • Created women's and men's member-guest tournaments; and
well as partial fees obtained from clinics and private lessons. • Addressed drainage problems along east side.
FY 2014 Adopted Budget Page 161 of 294
Goals and Objectives Performance Measures
In the coming year, the Parks & Recreation Department plans to Performance FY 2011 FY 2012 FY 2013
achieve the following goals and objectives: Measure Actual Projected Estimated
Increase facility rental $40,000 $44,000 $48,000
Council Goal: income by 10%
Increase daily usage 130—Pool 135—Pool 140—Pool
Enhance the spirit and participation of our community memberships by 5% 180-Tennis 190-Tennis 200-Tennis
Increase business 40 45 50
Department Goal: participation by 10%
Increase school/organization 8 10 12
Increase local business and community participation in participation by 10%
recreation events.
Objectives:
a. Add a new special event (Hook a Kid on Fishing) and
invite local organizations to participate.
b. Invite local businesses to participate in more of the existing Facility Rental Revenue
special events. $50,000
c. Increase advertising of recreation events via social networks. $49,000
d. Increase the use of parks and facilities by local businesses $48,000
and organizations. $47,000
e. Add a new special event (Travel Social) and invite local
organizations to participate. $4s,000
$48,854
$45,000 $48,000 $48,000
Council Goal: $44,000
Maintain and improve all Recreational Facilities of the Village $43,000 $44,894
$42,000
Department Goal: 2011 2012 2013 2014
Update the current facilities within the Village.
Objectives:
a. Continue to update playground equipment throughout the Facility Rental Revenue: In 2010, the Village successfully
Village implemented a rental fee plan for the Community Center,
b. Create a user survey to gain input from the actual users of Anchorage Park and Osborne Park activities buildings, and the
the facilities gazebos at Anchorage and Lakeside parks. The use of the
c. Create a better working relationship with the independent facilities is starting to level out. School rentals have decreased
cleaning contracted company. due to the new athletic facility at St. Mark's Episcopal School.
FY 2014 Adopted Budget Page 162 of 294
Tennis Participants
Marina Storage Rental Revenue
185000
22,500
22,000 180000
21,500
175000
21,000
20,500 020, 22,000 22,000 170000
21 $175,901 $170,943
20,000 165000 $170,000 $170,000
2
19,500 0,224
160000
19,000 2011 2012 2013 2014
2011 2012 2013 2014
Tennis Participants: Court play increased gradually after facility Marina Storage Revenue: Residents lease storage spaces
renovations in 2009. With only ten courts, our facility has (both dry and wet) at the Anchorage Park marina. Revenue has
reached capacity, especially during the weekday morning times. decreased slightly due to the economy. Only Village residents
Participation data was obtained from daily court registration sheets. may purchase storage spaces. At the current time, there is no
waiting list for spaces.
FY 2014 Adopted Budget Page 163 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Parks&Recreation(combined)
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30112 09/30111 09/30110
Personnel
Salary:
Regular Pay $ 361,842 $ 343,969 520% $ 361,045 $ 353,447 $ 355,595
Overtime Pay 8,800 10,000 -12.00% 5,119 3,785 4,955
Part-time Pay 248,073 618,715 234,962 5.58% 230,869 225,961 233,247
Benefits:
Pension 77,014 72,473 627% 66,516 68,606 73,516
Health Insurance 88,005 75,380 16.75% 60,583 50,975 53,017
FICA/Medicare 47,356 45,054 5.11% 43,350 42,313 43,353
LTD Insurance 1,629 1,549 5.16% 1,943 2,034 2,029
Life Insurance 522 522 0.00% 617 645 657
Worker's Compensation 13,171 10,971 20.05% 9,128 9,520 12,835
Other 227,697 0.00% 76 102
$ 846,412 $ 794,880 6.48% $ 779,246 $ 757,286 $ 779,305
Operating
Advertising 2,500 2,500 0.00% 1,687 1,521 949
Books,Publications&Subscriptions 0 0 0.00% 96 - 96
Charge Card Fee 10,700 10,700 0.00% 11,146 10,734 8,796
Conferences&Scimitars 1,000 1,000 0.00% - 176 -
Contractual Services 60,283 58,800 2.52% 57,530 56,262 58,902
Developer Fees Expense 0 0 0.00% 14,115 - -
Gas,Oil&Lubricants 9,000 5,000 80.00% 5,019 2,892 2,531
Licenses&Fees 250 250 0.00% 250 274 250
Materials&Supplies 85,550 77,400 10.53% 76,379 57,899 47,214
Memberships&Dues 1,500 1,400 7.14% 1,333 930 535
Merchandise 0 0 0.00% 90 987 1,858
Postage 750 678 10.62% 578 883 793
Printing&Binding 500 500 0.00% 194 455 968
Professional Services 53,000 40,500 30.86% 44,127 36,556 47,573
Program Expense 560,400 522,150 733% 477,125 492,993 493,930
Repairs&Maintenance 28,250 21,650 30.48% 8,531 14,322 5,705
Special Events 90,500 87,000 4.02% 88,777 76,068 77,666
Travel&Training 1,800 1,500 20.00% 292 - 91
Uniforms 3,150 3,150 0.00% 3,485 2,053 1,924
Utilities 155,933 162,332 -3.94% 143,797 141,568 155,373
Other Operating Costs 1,500 0 0.00% 703 6,233 652
1,066,566 996,510 7.03% 935,254 902,806 905,807
Capital
Automotive 0 0 0.00% 0 18,970 0
Computer Hardware&Software 0 0 0.00% 0 0 0
Construction&Major Renovation 0 0 0.00% 0 136,401 35,375
Developer Fees Expense-Capital 0 95,000 -100.00% 44,446 0 0
Donations Expense-Capital 0 0 0.00% 0 0 0
Furniture&Fixtures 0 0 0.00% 0 5,061 0
Machinery&Equipment 0 0 0.00% 0 28,371 0
Playground&Outside Equipment 0 0 0.00% 0 0 0
0 95,000 -100.00% 44,446 188,803 35,375
Total Expenses S 1,912,978 $ 1,886,390 1.41% S 1,758,947 S 1,848,895 S 1,720,488
FY 2014 Adopted Budget Page 164 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Recreation&Special Events
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 315,461 $ 299,818 522% $ 316,950 $ 311,933 $ 307,077
Overtime Pay 8,800 10,000 -12.00% 5,119 3,785 4,553
Part-time Pay 110,610 434,871 105,671 4.67% 105,511 115,628 118,124
Benefits:
Pension 69,321 65,130 6.43% 61,117 65,299 67,108
Health Insurance 69,477 63,798 8.90% 49,050 40,199 42,342
FICA/Medicare 33,283 31,785 4.71% 30,738 31,022 30,990
LTD Insurance 1,420 1,350 5.19% 1,692 1,793 1,801
Life Insurance 435 435 0.00% 509 537 558
Worker's Compensation 9,185 7,698 19.32% 6,477 6,998 9,511
Other 183,121 0.00% 76
$ 617,992 $ 585,685 5.52% $ 577,240 $ 577,195 $ 582,066
Operating
Advertising 2,000 2,000 0.00% 1,549 1,101 949
Books,Publications&Subscriptions 0 0 0.00% 96 0 96
Charge Card Fee 3,200 3,200 0.00% 4,714 4,502 4,275
Conferences&Seminars 1,000 1,000 0.00% 0 176 0
Contractual Services 8,300 7,800 6.41% 9,018 7,557 14,078
Developer Fees Expense 0 0 0.00% 7,195 0 0
Gas,Oil&Lubricants 9,000 5,000 80.00% 5,019 2,892 2,531
Materials&Supplies 28,200 27,400 2.92% 32,155 13,719 14,894
Memberships&Dues 1,200 1,200 0.00% 788 780 500
Postage 600 528 13.64% 578 883 793
Printing&Binding 250 250 0.00% 157 210 718
Professional Services 15,000 2,500 500.00% 6,800 0 580
Program Expense 169,000 168,750 0.15% 170,685 194,918 161,776
Repairs&Maintenance 8,000 1,400 471.43% 3,218 5,327 0
Special Events 90,500 87,000 4.02% 88,777 76,068 77,666
Travel&Training 1,800 1,500 20.00% 292 0 91
Uniforms 1,750 1,750 0.00% 1,975 1,005 1,321
Utilities 98,384 105,877 -7.08% 102,747 101,284 113,204
Other Operating Costs 0 0 0.00% 1,036 0 25
438,184 417,155 5.04% 436,800 410,422 393,498
Capital
Automotive 0 0 0.00% 0 18,970 0
Computer Hardware&Software 0 0 0.00% 0 0 0
Construction&Major Renovation 0 0 0.00% 0 0 35,375
Developer Fees Expense-Capital 0 45,000 -100.00% 44,446 0 0
Furniture&Fixtures 0 0 0.00% 0 5,061 0
Machinery&Equipment 0 0 0.00% 0 0 0
Playground&Outside Equipment 0 0 0.00% 0 0 0
0 45,000 -100.00% 44,446 24,031 35,375
Total Expenses $ 1,056,176 $ 1,047,840 0.80% $ 1,058,486 $ 1,011,648 $ 1,010,939
FY 2014 Adopted Budget Page 165 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Tennis
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09130111 09/30/10
Personnel
Salary:
Regular Pay $ 46,381 $ 44,151 5.05% $ 42,700 $ 41,295 $ 39,593
Overtime Pay - - 0.00% - - 402
Part-time Pay 51,143 97,524 46,381 10.27% 34,122 28,177 25,834
Benefits:
Pension 7,693 7,343 4.77% 5,399 3,307 5,921
Health Insurance 18,528 11,582 59.97% 11,533 10,776 10,454
FICA/Medicare 7,469 6,926 7.84% 5,536 5,006 4,870
LTD Insurance 209 199 5.03% 251 241 227
Life Insurance 87 87 0.00% 108 108 108
Worker's Compensation 2,734 2,166 26.22% 1,595 1,601 1,870
Other - 36,720 - 0.00% - - -
$ 1349244 $ 118,835 12.97% $ 101,244 $ 90,510 $ 89,278
Operating
Advertising 500 500 0.00% 138 420 0
Charge Card Fee 7,000 7,000 0.00% 5,770 5,429 3,481
Contractual Services 1,900 1,900 0.00% 0 0 1,155
Gas,Oil&Lubricants 0 0 0.00% 0 0 0
Materials&Supplies 22,400 17,550 27.64% 17,236 18,157 9,587
Memberships&Dues 100 0 0.00% 185 0 35
Postage 150 150 0.00% 0 0 0
Printing&Binding 250 250 0.00% 37 245 250
Professional Services 38,000 38,000 0.00% 37,327 36,556 46,993
Program Expense 279,400 257,400 8.55% 207,632 209,483 235,933
Repairs&Maintenance 18,000 19,000 -5.26% 1,612 3,313 1,920
Tennis Merchandise 0 0 0.00% 90 987 1,858
Uniforms 400 400 0.00% 555 305 62
Utilities 14,943 14,151 5.60% 13,113 13,800 12,256
Other Operating Costs 1,000 0 0.00% 793 (159) 159
384,043 356,301 7.79% 284,488 288,536 313,690
Capital
Automotive 0 0 0.00% 0 0 0
Computer Hardware&Software 0 0 0.00% 0 0 0
Construction&Major Renovation 0 0 0.00% 0 0 0
Furniture&Fixtures 0 0 0.00% 0 0 0
Machinery&Equipment 0 0 0.00% 0 17,941 0
Playground&Outside Equipment 0 0 0.00% 0 0 0
0 0 0.00% 0 17,941 0
Total Expenses $ 518,287 $ 475,136 9.08% $ 385,732 $ 396,988 $ 402,968
FY 2014 Adopted Budget Page 166 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Pool
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09130111 09/30/10
Personnel
Salary:
Regular Pay $ $ 0.00% $ 1,396 $ 218 $ 8,925
Overtime Pay - 0.00% - - -
Part-time Pay 86,320 86,320 82,910 4.11% 91,235 82,157 89,290
Benefits:
Pension - - 0.00% - - 487
Health Insurance - - 0.00% - - 221
FICA/Medicare 6,604 6,343 4.11% 7,075 6,285 7,493
LTD Insurance - - 0.00% - - -
Life Insurance - - 0.00% - - (9)
Worker's Compensation 1,252 1,107 13.10% 1,057 921 1,454
Other - 7,856 - 0.00% - - 102
$ 94,176 $ 90,360 4.22% $ 100,763 $ 89,581 $ 107,962
Operating
Charge Card Fee 500 500 0.00% 662 803 1,040
Contractual Services 50,083 49,100 2.00% 48,512 48,705 43,669
Developer Fees Expense 0 0 0.00% 6,920 0 0
Gas,Oil&Lubricants 0 0 0.00% 0 0 0
Licenses&Fees 250 250 0.00% 250 274 250
Materials&Supplies 34,950 32,450 7.70% 26,987 26,023 22,733
Memberships&Dues 200 200 0.00% 360 150 0
Program Expense 112,000 96,000 16.67% 98,807 88,591 96,221
Repairs&Maintenance 2,250 1,250 80.00% 3,701 5,682 3,785
Uniforms 1,000 1,000 0.00% 955 743 540
Utilities 42,606 42,304 0.71% 27,937 26,484 29,913
Other Operating Costs 500 0 0.00% (1,126) 6,392 468
244,339 223,054 9.54% 213,966 203,847 198,619
Capital
Automotive 0 0 0.00% 0 0 0
Computer Hardware&Software 0 0 0.00% 0 0 0
Construction&Major Renovation 0 0 0.00% 0 136,401 0
Developer Fees Expense-Capital 0 50,000 -100.00% 0 0 0
Donations Expense-Capital 0 0 0.00% 0 0 0
Furniture&Fixtures 0 0 0.00% 0 0 0
Machinery&Equipment 0 0 0.00% 0 10,430 0
Playground&Outside Equipment 0 0 0.00% 0 0 0
0 50,000 -100.00% 0 146,831 0
Total Expenses $ 338,515 $ 363,414 -6.85% $ 314,729 $ 440,259 $ 306,581
FY 2014 Adopted Budget Page 167 of 294
Reserves & Other
Mission Statement Property/Casualty & General Liability Insurance
This Division of the General Fund is for the express purpose of Effective October 1, 2006, the Village discontinued its participation
accounting for expenditures that cannot be directly associated with or in the Southeast Risk Management Association (SERMA) and joined
easily identified to any other particular department/division. Some of the Florida Municipal Insurance Trust (FMIT). However, as a
the items accounted for within this Division include the following: former participant in SERMA, the Village is liable for claims
incurred through September 30, 2006.
• General Fund Debt Service payments
• General Fund Council Contingency/Reserves In 2010, the Village initiated a Request for Proposals (RFP) to
• General Fund Property/Casualty & General Liability Insurance provide a property/casualty and general liability insurance program
allocation for the Village. As a result of this RFP process, the Village joined
Public Risk Management(PRM) effective October 1, 2011.
Debt Service
The Village began accelerating its debt refunding in order to pursue
"debt-free status" in 2009. The last outstanding loan instrument was
paid off in Fiscal Year 2010...the Village's General Fund is debt free!
Contingency
A contingency is a reserve that is set aside to accommodate
unanticipated expenditures. For the FY 2013/14 budget, the Village
Council opted to remove this item from the budget and will utilize
unassigned fund balance for unanticipated expenditures.
FY 2014 Adopted Budget Page 168 of 294
The Village of North Palm Beach
FY 2013-2014 General Fund Budget
Reserves & Other
%Increase/
Original Fiscal (Decrease)
Year 2013 over 2013 Actual Actual Actual
Fiscal Year 2013-2014 Budget Budget 09/30/12 09/30/11 09/30/10
Debt Service
Debt Service $ - $ - 0.00% $ - $ - $ 2,254,384
Reserves&Contingencies
Transfer to Other Funds 0 0 0.00% 500,000 1,334,934 163,490
Council Contingency 0 0 0.00% 25,950 2,993 21,000
Village Manager Contingency 0 0 0.00% 8,879 11,097 22,162
Other Operating Costs 0 0 0.00% 0 0 0
0 0 0.00% 534,829 1,349,023 206,652
Non-Departmental
Property/General Liability Insurance 320,130 315,000 1.63% 291,198 393,920 511,429
Total Expenses $ 320,130 $ 315,000 1.63% $ 826,027 $ 1,742,944 $ 2,972,465
FY 2014 Adopted Budget Page 169 of 294
�.�`�Ap •
FY 2014 Adopted Budget Page 170 of 294
VILLAGE OF NORTH PALM BEACH
Taxable Value and Ad-Valorem Tax Revenue
Fiscal Year 2013-2014
Amount Increase(+) %Increase(+)
2012-2013 2013-2014 Decrease(-) Decrease(-)
ADOPTED BUDGET ADOPTED BUDGET over Prior Year over Prior Year
GROSS ASSESSED VALUE: $ 1,486,295,612 $1,527,431,467 $ 41,135,855 2.77%
BUDGETARY TAXABLE VALUE(95%): 1,411,980,831 1,451,059,894 39,079,063 2.77%
OPERATING MILLAGE: 6.9723 6.8731 (0.0992) -1.42%
ESTIMATED AD VALOREM TAX REVENUE: 9,844,754 9,973,280 128,526 1.31%
• 2012-2013 Millage Rate = 6.9723 mils
• Roll Back Millage Rate for 2013-2014 = 6.8034 mils
2013 -2014 ADOPTED Millage Rate = 6.8731 mils
• Decrease from 2012-2013 Millage Rate = -0.0992 mils
% increase/(decrease) over Roll Back Rate 1.02%
MILLAGE TABLE MILLAGE OPTIONS
Roll Back Rate: 6.8034
1.00 MIL = $ 1,451,060
.75 MIL = $ 1,088,295 Majority Vote: 8.7591
.50 MIL = $ 725,530
.25 MIL = $ 362,765 2/3 Vote: 9.6350
.10 MIL = $ 145,106
Statutory Max: 10.0000
FY 2014 Adopted Budget Page 171 of 294
VILLAGE OF NORTH PALM BEACH
Millage Rates 2000-2014
10.00
9.50
9.00
8.50
8.00
7.50
6.8731
6.972 6.9 23 .9723
7.00 6.90
w
= 6.50
6.00
5.50 .800
5.600 5:.750
5.00
4.50
4.00
3.50
3.00
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Fiscal Year
Fiscal Millage Fiscal Millage Fiscal Millage
Year Rate Year Rate Year Rate
2000 5.6000 2005 7.2700 2010 6.9000
2001 5.7500 2006 6.8000 2011 6.9723
2002 5.6000 2007 6.3000 2012 6.9723
2003 5.8000 2008 6.1000 2013 6.9723
2004 6.8000 2009 6.6977 2014 6.8731
FY 2014 Adopted Budget Page 172 of 294
Village of North Palm Beach
Ad-Valorem and Budget xTax Reduction of$994,845 over last 5
Last 5 years years,
x Budget increase of $557,974 over last 5
$20,000,000 years
$18,000,000
$16,000,000 —
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$-
2010 2011 2012 2013 2014
OAd Valorem Revenue $10,968,125 $10,222,389 $9,904,284 $9,844,754 $9,973,280
■Total Budget $18,056,938 $17,506,072 $17,517,544 $17,499,724 $18,614,912
0Millage Rate 6.9000 6.9723 6.9723 6.9723 6.8731
FY 2014 Adopted Budget Page 173 of 294
VILLAGE OF NORTH PALM BEACH
GENERALFUND
AD VALOREM TAX VS. BUDGET TABLE
TAXABLE
FISCAL ASSESSED VALUATION MILLAGE TOTAL PERCENT TOTAL PERCENT
YEAR VALUE (95%of Assessed Value) RATE TAXES BUDGET BUDGET INCREASE
2000-2001 901,813,310 856,722,645 5.750 4,926,155 35.32% 13,947,270 40.20%
2001-2002 992,018,426 942,417,505 5.600 5,277,538 40.64% 12,986,918 -6.89%
2002-2003 1,137,570,526 1,080,692,000 5.800 6,268,014 45.00% 13,565,749 4.46%
2003-2004 1,297,803,114 1,232,912,958 6.800 8,383,808 61.00% 13,741,933 1.30%
2004-2005 1,438,036,209 1,366,134,399 7.270 9,931,797 63.70% 15,591,492 13.46%
2005-2006 1,667,949,738 1,584,552,251 6.800 10,774,955 59.73% 18,038,400 15.69%
2006-2007 1,999,331,298 1,899,364,733 6.300 11,965,998 61.56% 19,438,633 7.76%
2007-2008 2,028,911,987 1,927,466,388 6.1000 11,757,545 59.71% 19,691,948 9.17%
2008-2009 1,847,845,205 1,755,452,945 6.6977 11,757,497 61.64% 19,073,192 -3.14%
2009-2010 1,673,245,674 1,589,583,390 6.9000 10,968,125 60.74% 18,056,938 -5.33%
2010-2011 1,543,308,420 1,466,142,999 6.9723 10,222,389 58.39% 17,506,072 -3.05%
2011-2012 1,495,282,994 1,420,518,844 6.9723 9,904,284 56.54% 17,517,544 0.07%
2012-2013 1,486,295,612 1,411,980,831 6.9723 9,844,754 56.26% 17,499,724 -0.10%
2013-2014 1,527,431,467 1,451,059,894 6.8731 9,973,280 53.58% 18,614,912 6.37%
FY 2014 Adopted Budget Page 174 of 294
VILLAGE OF NORTH PALM BEACH
Property Assessed Valuations 1998 -2014
2,100
1,999
2,000
1,900 2,02
1,800
1,700
1,600 1,543
1,500 1,436 1,673
1,400 1,495 1,527
1,300
w 1,200 1297
c
° 1,100
1,000
900
800
7sa
700 761 604
600
500
400
300
200
100
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Fiscal Year
Fiscal Assessed Fiscal Assessed Fiscal Assessed
Year Valuation Year Valuation Year Valuation
1998 760,999,508 2004 1,297,803,114 2010 1,673,245,674
1999 763,517,430 2005 1,438,036,209 2011 1,543,308,420
2000 803,891,323 2006 1,667,949,738 2012 1,495,282,994
2001 901,813,310 2007 1,999,331,298 2013 1,486,295,612
2002 992,018,426 2008 2,028,911,987 2014 1,527,431,467
2003 1,137,570,526 2009 1,847,845,205
FY 2014 Adopted Budget Page 175 of 294
VILLAGE OF NORTH PALM BEACH
General Fund Expenditures as a Percent of Assessed Value 2000 -2014
1.60% - °
1.40% - 1.309%
1.237% 1.193% 01.177% 1.219%
° 1.079%1.134%
3 1.20/o - 1.059% .0 1%
> 0 972% 1.032%0.d 1.00% - ° —
N
N
d
N
0.80% -
w
o _
0.60% -
0.40% -
0.20%
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Fiscal Year
Fiscal Year Appropriation Assessed Value Percent
2000 9,948,036 803,891,323 1.237%
2001 13,947,270 901,813,310 1.547%
2002 12,986,918 992,018,426 1.309%
2003 13,565,749 1,137,570,526 1.193%
2004 13,741,933 1,297,803,114 1.059%
2005 15,591,492 1,438,036,209 1.084%
2006 18,038,400 1,667,949,738 1.081%
2007 19,438,633 1,999,331,298 0.972%
2008 19,691,948 2,028,911,987 0.971%
2009 19,073,192 1,847,845,205 1.032%
2010 18,056,938 1,673,245,674 1.079%
2011 17,506,072 1,543,308,420 1.134%
2012 17,517,544 1,495,282,994 1.172%
2013 17,499,724 1,486,295,612 1.177%
2014 18,614,912 1,527,431,467 1.219%
FY 2014 Adopted Budget Page 176 of 294
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FY 2014 Adopted Budget Page 177 of 294
North Palm Beach Fee Schedule
General Services
Fiscal Year 2013-2014
Description Fees Description Fees
Library Actual Cost
Overdue Fines Zoning Map
7/14/28 day Books 25¢a day (Cost of duplication,depends on size)
Audio/CD Books 25¢a day CD-$1.00 each or cost of CD if more $1.00 each
Music CDs 25¢a day
DVD $2.00 a day Special Service Fee:
Interlibrary Loans $1.00 a day For any request in which the nature or volume of the
Magazines 25¢a day public records requested to be inspected or copied
Lost Items requires more than 30 minutes of clerical and/or supervisory
Replacement Item Cost plus$10.00 Processing Fee assistance to research,locate,review for confidential
Library Cards-NPB Resident No charge information,copy,refile,oversee the review of,print and
Library Cards-Non-Residents per family $ 25.00 or use of information technology resources there will be
Library Cards-Non-Residents Individual up to 6 months $ 15.00 a special service fee which is the hourly rate(excluding
benefits)for the employee providing the public records.
Finance
NSF Checks:
$25.00(face value of check does not exceed$50.00)
$30.00(face value of check does not exceed$300.00)
$40.00(face value of check exceeds$300.00 or 5%whichever is greater)
Public Works
Annual Commercial Disposal Fee(calculated by occupancy category
and square foot of building as determined by Solid Waster Authority)
Low Density 0.068
Medium 0.181
High 0.967
Residential Yard Waste Removal Fees
Disposal Fee per cubic yard $ 4.50
Equipment&Fuel Cost per cubic yard $ 2.50
$ 7.00
In addition to the charge per cubic yard set forth above,persons who
violate the yard waste collection requirements shall also be assessed
for personnel costs(less benefits)in the amount of$18.50 per hour
based on the actual time incurred in removing the yard waste,with
a two-hour minimium charge
Swale Tree Permit No charge
Clerk's Office
Copies:
Single-sided page up to 8.5 x 14 .15 each
Double-sided page up to 8.5 x 14 .20 each
Single-sided page 11 x 17 .20 each
Certified copies,plus per page cost for copies 1.00
Lien Certificaiton each parcel number 20.00
FY 2014 Adopted Budget Page 178 of 294
North Palm Beach Fee Schedule
Code Compliance and Community Planning
Fiscal Year 2013-2014
Ow-
Code Compliance
Description: Fee:
Annual Abandoned Property Registration Fee $150.00
Code Citation Fees:
First Violation $25.00
Second Violation $100.00
Third Violation $150.00
Fourth Violation(Mandatory appearance before the Special Magistrate-fee set by Magistrate
Planning&Zoning
Description: Fee:
Zoning Variances(not including advertising,legal,etc.) $200.00
Sign Variances(not including advertising,legal,etc.) $150.00
Comprehensive Plan Amendments application fee(not including advertising,legal,etc.) $300.00
Voluntary Annexation application fee(not including advertising,legal,etc. $200.00
Rezoning(amendments,modify,supplement or repeal) $300.00
Plaunned Unit Development(PUD) $100.00 per acre or fraction thereof
Temporary Commercial Signage-For Sale or For Lease(each $10.00
Temporary Banner Fee(each) $10.00
Portable Storage Containers&Roll-off Construction Dumpsters(Permit; $25.00
Portable Storage Containers&Roll-off Construction Dumpsters(Permit Renewal) $10.00
Special Event Permit $25.00
FY 2014 Adopted Budget Page 179 of 294
North Palm Beach Fee Schedule
Building Department
Fiscal Year 2013-2014
Description• Fee-
Minimum Permit Fee $50.00 Minimum plus plan review fee if applicable
Percentage of Valuation: Unit Value:
3.68% Up to the first$10,000.00 plus
1.85% The next$10,000.01 to$100,000.00 plus
0.95% The next$100,000.01 and up or fraction thereof
Building Department Plan Review(Not applicable to over-the counter permits)10%of permit fee.$25.00 Miniumum. Third rejection of plans for the same
comment shall incur a fee of four(4)times the plan review portion of the pemit fee.
Florida State Statues SS 553.80(2)(b)
Sub-permit $10.00 applicable to all sub-permits that do not require an independent review
'Low Voltage Alarm $55.00 per label
Surcharge 1.5 percent of the permit fee. Minimum of$2.Florida State Statues SS 553.721
Building Code Administrators and Inspectors Fund 1.5%percent of the permit fee. Minimum of$2.Florida State Statues SS 468.631
Training Surcharge 1%of the permit fee and/or revision fee. $1 minimum
Digitizing Plans $2.20 per page for pages over 11"x17'up tp 24"x36"
Building Relocation $290.00
Change of Occupancy without work being performed $75.00
Building Demolition $290.00
Parking lot overlay/re-striping $100 per lot up to 150 parking spaces
$125 per lots over 150 parking spaces
Construction Trailers $50.00
Re-inspection Fee $50.00,second re-inppection$100,four(4)times the amount of the fee imposed for
the first re-inspection and for each subsequent re-inspection for an uncorrected
violation after the second re-inspection. Florida State Statues SS 553.80(2)(c)
Unscheduled inspection by special request(Subject to availablity) $75/hr lhr min,2hr min for after hours,4hr min weekends&holidays per inspector
or inspection trade.
Penalty for commencing work without first securing a permit or written Two(2)times the permit fee,plus$100.00 Administration Fee. (At the discretion
approval of the Building Official)
Change of contractor-same location $75.00 plus$25.00 per sub-contractor-
Residential Revision Fee After plans are approved and permit issued,one and two family dwellings,$25.00
plus$10.00 per page. An additional fee of the estimated value of work will be
charged for revisions that result in an increase to the original job valuation.
Commercial Revision Fee After plans are approved and permit issued-includes multi-family dwellings,$50.00
plus$10.00 per page.An additional fee of the estimated value of work will be
charged for revisions that result in an increase to the original job valuation.
FY 2014 Adopted Budget Page 180 of 294
North Palm Beach Fee Schedule
Building Department
Fiscal Year 2013-2014
Description•
Lee-
Renew or extend permit or application:
(May require additional bnpact,Building,or other fees,if increases have occurred
since original application)
Re-issuance Fee(within 180 days of expiration date) $50.00
Re-issuance Fee(after 180 days of expiration date) 30%of original permit fee.$75.00 minimum plus plan review fees
State Required Construction Lien Law Notification $5.00
Temporary Signs or Temporary Tents(Each) $50.00 plus plan review and Fire Department Fee if applicable
Temporary Certificate of of Occupancy Fee $100.00
Temporary Certficate of Completion Fee $100.00
Early Power Release(Commercial Projects Only) $100.00
*Local Product Approval $250.00 and requires Construction Board of Adjustment and Appeals review and
approval
Document Research Time&Material Fees after 15 minutes Determined by Department Supervisor
Palm Beach County Impact Fees Palm Beach County Impacts fees are collected by Village of North Palm Beach.
Impact fee credit approval is required at the time of permit application submittal.
Refund of building permit fees
Refunds requested due to application error or canceling of a permit(All conditions must be met):
1.A maximum of 50%will be refunded.
2.Permit cannot be expired.
3.No-work has occurred or commenced on the project(verified by the building inspector and plan review has processed the application.
4.Request must be in writing,addressed to the Building Official.
5.Plan review fees are not subject to refund.
New Fee
6.
FY 2014 Adopted Budget Page 181 of 294
Village of North Palm Beach
FY 2013-2014 Business Tax Receipt Fee Schedule
Classification Existing
AGRICULTURAL SERVICES
Veterinary Services:
Veterinary service from a truck $ 132.00
Veterinary service to animal specialties $ 132.00
Animal specialty services,except vrterinary $ 132.00
Landscape counseling and planning $ 132.00
Lawn and garden service $ 110.00
Ornamental shrub and tree service $ 110.00
Building construction-Contractors as defined by the Contractors Licensing Board of Palm Beach County $ 132.00
TRANSPORTATION
Taxicabs:
Local Trucking $ 93.00
Each place or business $ 66.00
Each vehicle $ 66.00
Water transportation of passengers $ 66.00
Marinas-(also see retail)each space($55.00 minimum);each $ 3.30
Water transportation services NEC $ 66.00
Arrangement of passenger transportation $ 164.50
Arrangement of freight/cargo transportation $ 164.50
COMMUNICATIONS
Radiotelephone communications $ 176.00
Telephone company(franchise) $ 66.00
Telephone communication except radiotelephone $ 176.00
Telegraph $ 478.50
Radiotelevision broadcasting $ 412.50
Cable and other pay television services $ 412.50
ELECTRONIC,GAS AND SANITARY SERVICES
Electric services(franchise) $ 578.50
Natural gas transmission(franchise) $ 578.50
Natural gas distributors $ 578.50
Liquified petroleum distributors $ 578.50
Water supply(franchise) $ 578.50
Sanitary sewer services(franchise) $ 578.50
FY 2014 Adopted Budget Page 182 of 294
Village of North Palm Beach
FY 2013-2014 Business Tax Receipt Fee Schedule
Classification Existing
WHOLESALE TRADE(See RETAIL)
Wholesale-durable goods:
Inventory value cost-not exceeding$1,000.00 $ 38.50
Each additional$1,000.00 $ 9.45
RETAIL TRADE
Retail store:
Inventory value cost-not exceeding$1,000.00 $ 38.50
Each additional$1,000.00(maximun cap$7,500) $ 9.45
Filing station,marine/auto/other:
1-4 dispensers $ 93.00
Each additional dispenser $ 27.00
Eating place($54.50 minimum)each seat $ 2.70
Drinking place-(alcoholic drinks)($54.50 minimum)each seat $ 2.70
Food service-no seats $ 132.00
Non-store retail
Catalog and mail order $ 132.00
Automatic merchandise machines operator $ 280.00
Each machine $ 32.50
Fuel oil dealer(bottled gas) $ 132.00
LP gas dealer(bottled gas) $ 132.00
Direct selling-each person/vehicle $ 132.00
Solicitor/canvasser each:
Per year $ 346.50
Each canvasser $ 115.50
Retail store NEC:
Florist $ 132.00
Tobacco store $ 132.00
News dealer/news stand $ 132.00
Optical goods store $ 132.00
Miscellaneous Retail Store NEC(consignment,pawn) $ 132.00
FINANCE,INSURANCE,REAL ESTATE
Depository institution $ 297.00
Non-depository institution $ 297.00
Security and commodity brokers/dealers $ 150.00
Brokers sales agent $ 37.50
INSURANCE
Insurance carriers $ 132.00
Insurance agents,broker service $ 132.00
Insurance sales agent $ 132.00
FY 2014 Adopted Budget Page 183 of 294
Village of North Palm Beach
FY 2013-2014 Business Tax Receipt Fee Schedule
Classification Existing
REAL ESTATE
Real estate operator($54.00 minimum):
Base(1-5 sleeping rooms) $ 15.75
Each additional room $ 3.30
Real estate agents and manager $ 132.00
Real estate sales agent $ 37.50
Title abstract office $ 132.00
Land subdividers and developers $ 186.50
Holding and other investment offices $ 297.00
SERVICES
Hotels,rooming houses,etc.($54.50 minimum):
Base(1-5 sleeping rooms) $ 16.50
Each additional sleeping room $ 3.30
Personal Services:
Laundry,cleaning,garment service $ 132.00
Coin operated laundry,dry cleaning $ 132.00
Operator 1-20 machines $ 132.00
Each additional machine $ 6.50
Photographic studio,portrait $ 132.00
Beauty shop $ 132.00
Each state licensed operator $ 37.50
Barber shop $ 132.00
Each state licensed operator $ 37.50
Shoe repair shop $ 132.00
Funeral service $ 297.00
Additional for ambulance service $ 186.50
Tax preparation service $ 132.00
Miscellaneous personal service NEC $ 132.00
Advertising agency $ 132.00
Consumer credit reporting/collection $ 132.00
Mailing,reproduction.Commercial art and stenographic service $ 132.00
Service to dwelling $ 132.00
Miscellaneous equipment rental/leasing $ 132.00
Personnel supply service $ 132.00
Computer programming,data processing $ 132.00
Miscellaneous business service NEC $ 132.00
Business services NEC $ 132.00
Telemarketing $ 186.50
Plus each phone $ 37.50
FY 2014 Adopted Budget Page 184 of 294
Village of North Palm Beach
FY 2013-2014 Business Tax Receipt Fee Schedule
Classification Existing
AUTO SERVICE/REPAIR
Auto Rental $ 132.00
Auto repair shop:
2 persons $ 37.50
3-4 persons $ 59.50
5-6 persons $ 110.00
7-10 persons $ 176.00
11-20 persons $ 220.00
More than 21 person $ 363.00
Car wash $ 132.00
MISCELLANEOUS REPAIR SERVICES
Misc.repair services store $ 132.00
Misc.repair services from a truck $ 66.00
Misc.repair services with retail store $ 66.00
MOTION PICTURES
Motion picture production/distributor $ 132.00
Motion picture theatre/drive-in $ 275.00
Plus per seat/per space $ 0.49
AMUSEMENT AND RECREATION SERVICE
Dance studios $ 132.00
Theatrical producers $ 132.00
Bowling center(1-5 alleys) $ 132.00
Each additional alley $ 37.50
Commercial sports $ 186.50
Physical fitness facilities $ 132.00
Coin operated amusement devices operator $ 280.00
Plus each machine $ 32.50
Amusement and recreation services NEC $ 132.00
Fortune teller-fee charged $ 1,267.00
No fee charged-contribution $ 2,205.00
Phrenologist-fee charged $ 1,487.50
No fee charged-contribution $ 2,205.00
FY 2014 Adopted Budget Page 185 of 294
Village of North Palm Beach
FY 2013-2014 Business Tax Receipt Fee Schedule
Classification Existing
HEALTH SERVICES
Licensed practitioner each $ 132.00
Nursing and personal care facility $ 186.50
Hospital $ 186.50
Medical and dental laboratory $ 186.50
Home health care $ 132.00
Miscellaneous health services NEC $ 132.00
LEGAL SERVICES
Attorneys each $ 132.00
EDUCATIONAL SERVICES
Elementary and secondary school $ 132.00
Vocational school $ 132.00
Schools and educational services NEC $ 132.00
SOCIAL SERVICES
Individual and family services $ 132.00
Job training service $ 132.00
Child care facility(Fla.Statute) $ 154.00
Family day care(Fla.Statute) $ 59.00
Community residential home(Fla.Statute) $ 154.00
Social services NEC $ 132.00
Membership organizations $ 132.00
ENGINEERING,ACCOUNTING,RESEARCH MANAGEMENT
Engineering,architectural and surveying-each practitioner $ 132.00
Residential designer $ 132.00
ACCOUNTING,AUDITING AND BOOKKEEPING SERVICES
Accounting/bookkeeping service $ 132.00
Certified public accountant each $ 132.00
RESEARCH,DEVELOPMENT AND TESTING SERVICES
Research,development and testing services $ 132.00
FY 2014 Adopted Budget Page 186 of 294
Village of North Palm Beach
FY 2013-2014 Business Tax Receipt Fee Schedule
Classification Existing
MANAGEMENT AND PUBLIC RELATIONS SERVICES
Management services $ 132.00
Management consulting services $ 132.00
Public relation services $ 132.00
Facility support management services $ 132.00
Business consulting services NEC $ 132.00
LATE FEES
All businesses tax receipts issued hereunder may be renewed without penalty no later than September
30 by application of the receipt holder. Receipts not renewed by October 1 shall be considered delinquent
and subject to a delinquency penalty of ten(10)percent of the full year business for the month of October,
plus additional five-percent for each month of delinquency thereafter until paid. The total delinquency
penalty shall never exceed twenty-five(25)percent of the full year business tax for that applicant,in
addition to the business tax set forth herein.
TRANSFER FEE
New Owner:(At the time any such receipt is transferred,the person applying such transfer fee equal to ten
(10)percent of the annual business tax but not less than three dollars($3.00)and not more than twenty-
five dollars($25.00)
New Location:(At the time any such receipt is transferred,the person applying such transfer fee equal to ten
(10)percent of the annual business tax but not less than three dollars($3.00)and not more than twenty-
five dollars($25.00)
FY 2014 Adopted Budget Page 187 of 294
North Palm Beach Fee Schedule
Public Safety
Fiscal Year 2013-2014
Description Fees Description Fees
Public Safety Transient Lodging,Apartment,Residential Board
Bicycle Registration $ 1.00 and Care,and Adult Living Facilities:
Accident Reports-per one-sided page $ 0.15 24 units and less $ 55.00
Accient Report-two-side page $ 0.20 25-100 units $ 75.00
Accident Report-CD $ 5.00 101-500 units $ 150.00
Fingerprinting-Village Resident $ 2.00 501 units or greater $ 250.00
Fingerprinting-Employment in the Village $ 4.00 Mercantile,Office,Storage,Industrial and
False Alarm-Residences $ 50.00 and Manufacturing:
False Alarm-Businesses $ 100.00 5,000 square feet and under $ 50.00
Alarm Permit Account(New&Renewal) $ 25.00 5,001-15,000 square feet $ 100.00
Parking Fines $ 25.00 15,001-30,000 square feet $ 150.00
Parking Fines-No decal for marina parking $ 50.00 30,001-100,000 square feet or greater $ 200.00
Parking Fines-Second Violation $ 100.00 100,001 square feet or greater $ 300.00
Water Restriction-1st Violation Warning Marinas and Boat Storage Facilities:
Water Restriction-2nd Violation $ 25.00 50 boat slips and under $ 50.00
Outside Services(Special Details) $ 42.02 51-200 boat slips $ 150.00
Forfiture Revenue Varies 101-250 boat slips $ 200.00
251 boat slips or greater $ 300.00
Ememencv Medical Services Fees
Basic Life(per transport)* $ 530.00 Tent&Temporary Structures
Advanced Life Support Level One(per transport)* $ 585.00 All $ 35.00
Advanced Life Support Level Two(per transport)* $ 645.00
Re-Inpsections/Extra Inspections:
*plus$12.00 per mile First No charge
Second $ 100.00
Fire/Rescue Special Details(min.3 hours charged per event) Third $ 150.00
Hourly rate per firefighter(2 firefighters minimum) $ 42.02 Fourth and subsequent $ 200.00
Vehicle operating cost per hour $ 11.29
Any unproductive trip(work not
ready,locked out,plans absent,etc.)
Annual Fire Inspection Fees Fees $ 100.00
Assembly(Type of Occupancy Use): Plan Review Fees:
Inspection&Plan Review Fee $2.25 per$1,000
50-299 $ 75.00 (based on improvement cost) ($50.00 minimum)
300-999 $ 100.00 Civil Drawing Review Fee $ 50.00
Hood(excluding fire suppression
1,000-4,900 $ 175.00 system) $ 100.00
5,000 or greater $ 275.00 Pre-permit revision 10%of original fee
Educational: Post permit revision $5.00 per page
Day Care,Nursery Pre-school $ 35.00 ($20.00 minimum)
All others $ 75.00 unless value increase
Healthcare/Instructional: then per schedule
5,000 sqaure feet and under $ 50.00
5,001-15,000 square feet $ 100.00
15,001-30,000 square feet $ 150.00
30,001-100,000 square feet $ 250.00
100,001 square feet or greater $ 350.00
FY 2014 Adopted Budget Page 188 of 294
NORTH PALM BEACH FEE SCHEDULE
Recreation Facilities/Programs
Fiscal Year 2013-14
Fees Sales Tag Total Fee Fees Sales Tax Total Fee
Community Center (Hourly) Pool Membership Fees (Annual)
Resident Gymnasium(3 hr minimum) $ 75.00 $ 4.50 $ 79.50 Resident Family $ 345.00 $ 20.70 $ 365.70
Non-Resident Gymnasium(3 hr minimum) $ 150.00 $ 9.00 $ 159.00 Non-Resident Family $ 468.00 $ 28.08 $ 496.08
After hours staff charge $ 25.00 $ 1.50 $ 26.50 Resident Single $ 175.00 $ 10.50 $ 185.50
Non-profit Charge $ 30.00 $ 1.80 $ 31.80 Non-Resident Single $ 260.00 $ 15.60 $ 275.60
Resident Field rental $ 25.00 $ 1.50 $ 26.50 Junior(17&under) $ 95.00 $ 5.70 $ 100.70
Non-Resident Field rental $ 35.00 $ 2.10 $ 37.10 Non-Resident Junior(17&under) $ 121.90 $ 7.31 $ 129.21
Resident Ballfield Lights(2 hr minimum) $ 25.00 $ 1.50 $ 26.50 Resident Masters(training) $ 115.00 $ 6.90 $ 121.90
Non-Resident Ballfield Lights(2 hr minimum) $ 50.00 $ 3.00 $ 53.00 Non-Resident Masters(training) $ 160.00 $ 9.60 $ 169.60
Pool Fees (Daily)
Anchorage Park Activities Bldg (Hourly) Resident Adult $ 2.84 $ 0.17 $ 3.00
Resident Room A $ 25.00 $ 1.50 $ 26.50 Non Resident Adult $ 4.72 $ 0.28 $ 5.00
Non-Resident Room A $ 35.00 $ 2.10 $ 37.10 Child(13&under) $ 2.84 $ 0.17 $ 3.00
Resident Room B(2 hr minimum) $ 35.00 $ 2.10 $ 37.10 Child(3&under) Free Free Free
Non-Resident Room B(2 hr minimum) $ 60.00 $ 3.60 $ 63.60 Tiki Hut 91- (fee total for 3 hrs)* $ 50.00 $ 3.00 $ 53.00
Tiki Hut 92- (fee total for 3 hrs)* $ 50.00 $ 3.00 $ 53.00
After hours Full facility rental(3 hrs) $ 550.00 $ 33.00 $ 583.00
Osborne Park(Hourly) After hours lifeguards per guard per hr. $ 25.00 $ - $ 25.00
Resident Recreation Building(2 hr minimum) $ 50.00 $ 3.00 $ 53.00
Non-Resident Recreation Building(2 hr minimum) $ 150.00 $ 9.00 $ 159.00 Tennis Membership Fees
Resident Ballfield Lights(2 hr minimum) $ 25.00 $ 1.50 $ 26.50 Resident Family $ 525.00 $ 31.50 $ 556.50
Non-Resident Ballfield Lights(2 hr minimum) $ 50.00 $ 3.00 $ 53.00 Non-Resident Family $ 700.00 $ 42.00 $ 742.00
Resident Field rental $ 25.00 $ 1.50 $ 26.50 Resident Single $ 410.00 $ 24.60 $ 434.60
Non-Resident Field rental $ 35.00 $ 2.10 $ 37.10 Non-Resident Single $ 525.00 $ 31.50 $ 556.50
Resident Junior(17&under) $ 105.00 $ 6.30 $ 111.30
Non-Resident Junior(17&under) $ 110.00 $ 6.60 $ 116.60
All Buildings Summer Single $ 200.00 $ 12.00 $ 212.00
Resident after hours building charge $ 100.00 $ 6.00 $ 106.00 Summer Family $ 278.00 $ 16.68 $ 294.68
Non-Resident after hours building charge $ 200.00 $ 1200. $ 212.00
After hours staff charge $ 25.00 $ - $ 25.00 Tennis Fees (Daily)
Guest Fees(members) $ 10.00 $ 0.60 $ 10.60
Guest Fees(non-members) $ 12.00 $ 0.72 $ 12.72
Anchorage Gazebo
Resident Anchorage Gazebo(fee total for 3 hrs)* $ 50.00 $ 3.00 $ 53.00 Marina Fees
'.. Non-Resident Anchorage Gazebo(fee total for 3 hrs)* $ 100.00 $ 6.00 $ 106.00 Dry Storage
15 feet&under $ 600.00 $ 36.00 $ 636.00
16-20 feet $ 650.00 $ 39.00 $ 689.00
Lakeside Park (Hourly) 21-25 feet $ 700.00 $ 42.00 $ 742.00
Resident Tiki Hut-Large(fee total for 3 hrs)* $ 50.00 $ 3.00 $ 53.00 26-30 feet $ 750.00 $ 45.00 $ 795.00
Non-Resident Tiki Hut-Large(fee total for 3 hrs)* $ 100.00 $ 6.00 $ 106.00 31-35 feet $ 800.00 $ 48.00 $ 848.00
36&over $ 850.00 $ 51.00 $ 901.00
Wet Storage $ 1,886.00 $ 113.16 $ 1,999.16
Sports Programs (Per/League)
Resident Youth Basketball $ 70.00 $ $ 70.00 Ramp Decal $ 60.00 $ 3.60 $ 63.60
Non-Resident Youth Basketball $ 80.00 $ $ 80.00 Temporary Day Launch Permit(Res.Only) $ 9.44 $ 0.56 $ 10.00
-� Resident Youth Soccer $ 70.00 $ - $ 70.00
Non-Resident Youth Soccer $ 80.00 $ - $ 80.00
Resident Youth Flag Football $ 70.00 $ $ 70.00
Non-Resident Youth Flag Football $ 80.00 $ $ 80.00
Men's Over 40 Basketball(per team) $ 550.00 $ $ 550.00
NOTE:1)Programs offered by the Village of North Palm Beach are not taxable;However,rentals are subject to sales tax.Rental fees are hourly unless specified(*).The VNPB
reserves the right to change fees at anytime with approval form the Village Council.
2)Programs my be offered by independent instructors that are not listed.These program fees will be set and collected by the program instructor(sales tax applicable).
3)Non-profit 501 C organizations and local schools will be charged at the Resident rate unless otherwise specified.
FY 2014 Adopted Budget Page 189 of 294
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VILLAGE OF NORTH PALM BEA-ICH, F L
FY 2013-2014
Country Club
Organization Chart
Residents of The Village of North Palm Beach
Village Council VILLAGE BOARDS
-Golf Advisory Board
Village Manager
Golf Operations
Administrative Support Food & Beverage Operations
Director of Golf 1 FT
First Assistant Golf Pro 1 FT Accounting Clerk 1 FT Director of Food & Beverage 1 FT
Outside Service Coordinator 1 FT Note: This position is located in the Kitchen Manager/Chef 1 FT
Outside Service Attendant 8 PT (+1 PT) Finance Department and is supervised by Assistant Restaurant Manager 1 FT (-1 PT+1 FT)
Golf Shop Attendant 6 PT (+1 PT) the Finance Director. Banquet Event Coordinator 1 FT (-1 PT+1 FT)
Driving Range/Ranger 11 PT (+2 PT) Line Cook 6 PT (+2 PT)
Member Relations Coordinator 1 PT Service Personnel 20 PT(+5 PT)
Sales & Marketing Rep 1 PT Dishwasher 6 PT (+2 PT)
Snack Bar Attendant 6 PT
Note:
The personnel changes in the Country Club are primarily a result of changes mandated by the Patient Protection and
Affordable Care Act(PPACA) , commonly called Obamacare or the federal health care law. Summary: Change:
FT=8 +2 FT
PT=65 +11 PT
FY 2014 Adopted Budget Page 191 of 294
North Palm Beach Country Club
Mission Statement The Golf Operation is headed up by the Director of Golf Operations.
The Director is assisted by one (1) full-time First Assistant Golf
The North Palm Beach Country Club (NPBCC) is committed to Professional, one (1) full-time Outside Service Coordinator, one (1)
offering a quality recreational facility to its residents, members and part-time Member Relations Coordinator, one (1) part-time Sales
customers. Its mission is to do so by maintaining self-sustaining and Marketing Representative, eight (8) part-time Outside Service
operations through an integrated combination of pricing, marketing Attendants, eleven (11) part-time Ranger/Driving Range
and operating controls that capitalize on the facility's ideal locale Attendants, and six (6) part-time Golf Shop Attendants. The
adjacent to the Intracoastal Waterway, the golf club's Jack Nicklaus operation also has one (1) full-time Accounting Clerk located in
"Signature"course design, and exemplary customer service that reflects the Finance Department at Village Hall. This staffing arrangement
the high ideals of the Club amenities, special functions and users. best reflects the customer service needs of the golf club.
Service Levels Narrative—Golf Operation The Golf Course Maintenance Division of the Golf Operation is
outsourced to International Golf Maintenance (IGM) of Orlando,
In November 2006, the North Palm Beach Country Club opened its Florida. This partnership allows a higher level of conditioning on
newly renovated golf course, becoming only the second public the Nicklaus "Signature" course layout and realizes a significant
municipal golf course in the United States to bear the prestigious monetary savings to the Village. The maintenance of the buildings
moniker of a Jack Nicklaus "Signature" Golf Course. Our Nicklaus falls under the supervision of the Public Works Department.
"Signature" course offers six (6) sets of tees so each golfer may Outsourcing the maintenance of the golf course and having Public
challenge the course in a manner that is equal to their individual Works oversee the clubhouse maintenance is the most prudent and
game. The course will play up to 7,071 yards at a par 71. A putting fiscally responsible way to operate the facility.
green is located by hole number one and a pitching/chipping green
is located by hole number 15 for golfers to perfect their"short game." The Village Administration anticipates new golfers applying for
The club also has a members-only short game area on the north membership to the Nicklaus "Signature" golf course in the
side of the maintenance facility. upcoming year. In order to provide reasonable member access to
course play while preserving access to "walk-in" guests during
Club golf operations are open seven (7) days-a-week offering high season and holidays, a maximum of 375 annual golf
individual, group and clinic instruction from on-staff PGA memberships will be allowed for the upcoming Fiscal Year.
professionals, monthly tournaments for all levels of skill and Available memberships will continue to be prioritized as follows:
experience, and a lighted driving range. The golf shop offers a . Renewal of existing club members;
variety of soft goods, golf accessories, and golf clubs for sale. . Residents of North Palm Beach;
• New members sponsored by existing members in our
membership initiative program; and
• Non-resident applications.
FY 2014 Adopted Budget Page 192 of 294
In order to maintain the"Signature"course,the proposed Golf budget Quality food at a competitive value and friendly professional service
reflects funding for additional trees and sod. These items will be is a cornerstone of the Restaurant operation. The Village Tavern serves
needed to continue the "fine tuning" of the golf course as it moves freshly-prepared quality cuisine, that is targeted to appeal to a variety
into its eighth season of play. of consumers. The Village Tavern serves daily specials, quick food
for golfers, and offers a menu on the golf cart for convenient
Personnel Changes Golf Operation call-ahead service.
The personnel/title changes for Fiscal Year 2013/2014 are: The Snack Bar, located adjacent to the Pool deck, services both the
• Addition of one (1)part-time Outside Service Attendant; patrons of the pool as well as golfers seeking to purchase quick
• Addition of two (2)part-time Driving Range/Rangers; and food and beverage items during the summer months.
• Addition of one (1)part-time Golf Shop Attendant. Beverage Cart services are provided for the Golf Course. Cart
service provides a variety of snacks, sandwiches, and beverage
Service Levels Narrative—Food&Beverage (F&B) Operation options, including alcoholic beverages, 7 days a week (season) and
The Country Club Food& Beverage (F&B) Operation is a division modifiable hours (off season).
of the North Palm Beach Country Club. F&B works cooperatively The sale and distribution of alcoholic beverages, both on the golf
with the Golf, Tennis, and Pool Operations to enhance tournaments, course and within the facilities, will be strictly regulated in
special events and the overall Club experience. F&B serves the accordance with the prevailing beverage laws.
general public and provides banquet services for private special events.
The Banquet Room is available for business meetings, parties, and
North Palm Beach Country Club"Village Tavern'Restaurant, Bar and special events. Food and beverage services are available and are
Banquet operations are conducted by Village staff under the guidance coordinated through the F&B Operation. Banquet services are critical
of the Director of Food& Beverage. The Food& Beverage Director to the overall success of the F&B Division. The facility fills a
is assisted by one (1) full-time Kitchen Manager/Chef, (1) full-time niche within the community by offering a welcoming atmosphere,
Assistant Restaurant Manager, one (1) full-time Banquet Event beautiful setting, quality food, and great service at an affordable cost.
Coordinator, Twenty(20)part-time F&B Service Personnel, six (6) The F&B Division will focus its marketing efforts in the upcoming
part-time Dishwashers, six (6) part-time Snack Bar Attendants, and fiscal year to target the Northern Palm Beach County market area.
six (6)part-time Line Cooks.
Personnel Changes—Food&Beverage Operation (F&B)
The Restaurant and Bar is open to the public, serving the membership The personnel/title changes for Fiscal Year 2013/2014 are:
and community seven (7) days-a-week with modifiable hours of
operation predicated upon seasonal activities and overall profitability. • Addition of one (1) Full-time Assistant Restaurant Manager/
Restaurant hours and daily staffing levels are modified in accordance Deletion of one (1) Part-time Assistant Restaurant Manager;
with seasonal and other business factors to provide attentive and • Addition of one (1) Full-time Banquet Event Coordinator/
friendly service with a suitable ratio of service personnel to customers. Deletion of one (1) Part-time Banquet Event Coordinator;
• Addition of two (2)part-time Line Cook positions;
• Addition of five (5) part-time Service Personnel; and
• Addition of two(2)part-time Dishwashers.
FY 2014 Adopted Budget Page 193 of 294
Current Year Accomplishments and New Initiatives • Improved service delivery and food quality through
During Fiscal Year 2012/2013, the North Palm Beach Country Club additional training and detailed service standards; and
achieved the following new initiatives and goals for improvement: • Created a banquet and special event menu that is consistent
with proper costs and compatible with market trends.
• Enhanced the look and functionality of our 80 golf carts by
purchasing a new top-of-the-line EZGO fleet, comprised of Goals and Objectives
the RXV model, which offers a great looking cart, more
durable frame, automatic hill brake, and a hand-held During Fiscal Year 2013/2014, the North Palm Beach Country Club
monitoring system that relays the amount of usage per cart; plans to achieve the following goals and objectives:
• Improved the golfing experience by outfitting the new golf Council Goal:
carts with DSG Tag Touch Screen GPS units, which offer
more information on course layout, yardages to landmarks Maintain and improve all Recreational Facilities of the Village
and hole locations, and enhance the Club's communication
with members and guests through golf shop-to-cart messaging Department Goal:
capabilities and advertising opportunities; Enhance membership status by making golf memberships
• Improved the overall conditioning of the course to most more valuable.
accurately reflect the desires of our members and guests
through the creation of a Greens Committee; Objectives:
• Offered an on-site custom club fitting company, HotStix, a. Increase the overall number of golf memberships.
which improved the golfers experience by lowering their b. Promote the Club through"brand'marketing.
scores through personally tailored equipment. HotStix also c. Improve customer service levels by improving staff communication
drew additional golfers to our course and driving range; and training.
• Expanded the member and non-member tournament program
throughout the year, and increased participation by offering Department Goal:
unique formats and contests that target golfers of all ages; To offer Village Tavern customers a positive dining experience
• Expanded our junior golf offerings by creating our own through the delivery of quality food and service at a competitive
Junior Golf Team, which competed with other local clubs price, and to provide a destination restaurant/bar that exudes a
throughout the summer; and welcoming environment to members and guests.
• Continued to grow the Club's reach to customers through a
variety of new marketing and advertising tools including a Objectives:
text message marketing option, increased search engine a. Continue to develop aservice-based establishment, whose
optimization, and a larger social media presence on Facebook. primary goal is to exceed customers' expectations.
• Improved the ambience of the Village Tavern and banquet b. Increase participation in club activities by providing food and
room by installing new carpeting and painting the walls. beverage services for the Golf, Pool, and Tennis Operations.
• Improved revenue over expense by controlling food and C. Increase marketing for our banqueting venue by providing a
menu for all occasions that our clientele may access via the
labor costs, managing operating expenses, and setting
appropriate menu prices;
website, and by reaching out to local hotels and other groups.
FY 2014 Adopted Budget Page 194 of 294
Council Goal: Council Goal:
Enhance the Spirit and Participation of our Community Protect the Financial Integrity of the Village in a Difficult
Economic Environment
Department Goal:
Increase outside events and activities during the summer season Department Goal:
to increase year round usage. To establish the Village Tavern and banquet facilities as a
definitive location for a quality, affordable dining experience in
Objectives: Northern Palm Beach County through targeted marketing and
a. Increase outside tournaments and outings, including Food & a greater focus on securing recurring banquet events.
Beverage opportunities.
b. Grow junior, beginner, and ladies programs with camps and Objectives:
clinics focusing on year-round residents. a. Maintain and grow a sustainable Food & Beverage operation
c. Highlight available events and activities through the Country Club through repeat banquet clientele with an emphasis on recurring
website, Village Newsletter, social media, local newspaper, events, such as corporate events, holiday parties, etc.
and other progressive advertising outlets. b. Market the use of the NPBCC Banquet Facility for weddings,
birthday parties, bar and bat mitzvahs, and other individual
Department Goal: special events.
Increase Food and Beverage operations for the whole community c. Ensure adequate cost controls are consistent with market pricing,
to participate in year-round.
in order to maintain affordable menu pricing in the restaurant
and banquet venue.
Objectives: d. Adjust hours of operation to maintain the integrity of the
a. Highlight upcoming events and activities through the Country Club without exceeding budgeted expenses.
Country Club website, Village Newsletter and other e. Adjust menu pricing to current trends and market values.
advertising outlets.
b. Provide special discounts to golfers and the community,
such as an entree punch card.
FY 2014 Adopted Budget Page 195 of 294
Performance Measures
FY 2012 FY 2013 FY 2014 Banquets and Special Events
Performance Measure Actual Projected Estimated
Number of golf memberships 222 216 216 300 •
Number of member
golf tournaments 20 25 25 2DD
Number of outside events/outings 10 13 15 100
Number of clinic and camp days JPPI
(Juniors,Members,etc.) 97 148 148 0
Special events held at the NPBCC FY 2012 FY 2013 FY 2014
Banquet Facility
190 220 250 Actual Projected Estimated
Banquet and Special Events: The number of banquets and special
Member Golf Tournaments,Outside Events/Outings and Clinics/Camps
events is a good indicator of the overall health of the F&B Operation,
150 as about 56%of total revenue comes from banquets and special events.
135
12o Golf Memberships
105
90 300
75
60 250
45 200
30
15 150
7 7
0 FY 2012 Actual FY 2013 Projected FY 2014 Estimate 100
■#Tournaments 20 25 25
■#Outside Events/Outings 10 13 15 50
❑#Clinics&Cams 97 148 148
0
FY 2012 Actual FY 2013 Projected FY 2014 Estimated
Member Tournaments and Events: Country Club Administration �#Memberships 222 216 216
understands the amount and type of events our members desire.
While the overall number of events will not increase,the offerings will
be more aligned with demand, thus adding value to our memberships. Golf Memberships: The number of golf members is a good indicator
The Administration has successfully raised the Club's visibility, and of the Club's overall health, as members account for 43% of total play.
consequently revenue, by offering more outside events, outings, Since most members renew at the beginning of the fiscal year, a
clinics, and camps. Junior golf options were substantially expanded, substantial amount of 1st quarter revenue is derived from memberships,
which will build a more stable financial future. which helps cover operating expenses throughout the year.
FY 2014 Adopted Budget Page 196 of 294
The Village of North Palm Beach
Country Club Budget Summary
Fiscal Year 2013-2014
Original %Increase/
Fiscal Year 2013-2014 FY 2013 (Decrease)over Actual Actual Actual
Golf F&B Admin Total Budget 2013 Budget 9/30/2012 9/30/2011 9/30/2010
REVENUES
Driving Range $ 281,000 $ 281,000 $ 209,026 34.43% $ 257,123 $ 208,865 $ 174,929
Membership 579,335 579,335 623,580 -7.10% 627,433 650,358 753,349
Cart Rental 913,440 913,440 939,400 -2.76% 883,437 866,505 960,599
Walking Fees 37,702 37,702 37,520 0.49% 36,143 40,204 45,215
Greens Fees 822,590 822,590 912,480 -9.85% 835,366 810,849 753,886
Lessons 120,000 120,000 100,000 20.00% 100,597 102,006 49,365
Tournament Proceeds 2,620 2,620 2,716 -3.53% 3,687 1,675 3,470
Merchandise Sales 160,500 160,500 140,150 14.52% 161,613 133,349 133,324
Special Events/Camps - 0 4,000 -100.00% 0 400 200
Food&Beverage-Lease Operation - 0 0 0.00% 0 0 28,241
Liquor Sales 235,000 235,000 240,000 -2.08% 202,302 221,152 84,145
Food&Beverage Sales 536,250 536,250 545,000 -1.61% 410,646 479,226 158,839
Sales of Surplus - - 0 96,000 -100.00% 0 0 124,000
Interest Earnings 7.600 7,600 7,327 3.73% 7,451 8,493 14,686
Other 61,168 27,750 - 88,918 91,734 -3.07% 64,413 56,608 82,016
Total Revenues 2,978,355 799,000 7,600 3,784,955 3,948,933 -4.15% 3,590,211 3,579,690 3,366,265
EXPENSES
Personnel:
Salary&Benefits 580,055 466,287 67,782 1,114,124 938,748 18.68% 861,163 892,066 715,637
Operating:
Accounting&Auditing - - 7,000 7,000 7,000 0.00% 5,911 5,911 5,187
Charge Card Fees 53,716 9,000 0 62,716 59,500 5.41% 60,061 58,602 52,262
Contractual Services 1,094,219 23,700 4,144 1,122,063 1,253,527 -10.49% 1,211,928 1,207,178 1,214,879
Entertainment - 10,000 0 10,000 10,000 0.00% 7,238 23,298 11,032
Rental-EquipmentfUmform,etc. 2,000 15,500 4,000 21,500 22,714 -5.34% 19,538 22,112 19,120
Legal Fees 10,000 10,000 7,500 33.33% 12,198 3,395 11,652
Lessons 28,000 - 0 28,000 35,000 -20.00% 23,622 27,386 14,580
Marketing&Advertising 37,000 5,000 0 42,000 45,000 -6.67% 18,932 46,376 47,634
Materials&Supplies 44,358 27,500 4,500 76,358 65,675 16.27% 49,075 56,388 81,934
Merchandise 97,500 251,800 0 349,300 388,000 -9.97% 319,299 373,348 184,527
Repairs&Maintenance 26,794 40,100 0 66,894 48,579 37.70% 41,429 27,625 52,748
Solid Waste Disposal 10,206 8,000 0 18,206 14,450 25.99% 13,378 12,542 12,040
Utilities 151,345 44,638 4,800 200,783 217,202 -7.56% 210,311 209,567 207,725
Other Operating Costs 16,800 10,800 5,000 32,600 43,000 -24.19% 36,798 42,666 40,590
Capital:
Capital Outlay 12,000 - 0 12,000 53,639 -77.63% 15,000 60,456 36,972
Debt&Other:
Debt Service 398,151 398,151 398,151 0.00% 394,900 412,338 471,149
Golf Cart Lease 150,600 150,600 171,300 -12.08% 75,235 75,235 160,626
Insurance-Prop&Gen Liab 48.529 48,529 43,881 10.59% 39,864 40,840 56,923
Contingency 14,131 14,131 126,067 -88.79% 2,000 0 0
Total Expenses 2,702,744 912,325 169,886 3,784,955 3,948,933 -4.15% 3,417,879 3,597,328 3,397,216
Revenues over(under)expenses $ 275,611 $ (113,325) $ (162,286) $ - $ - $ 172,332 S (17,638) S (30,952)
Rounds 43,000 48,000 44,972 50,210 50,910
FY 2014 Adopted Budget Page 197 of 294
Village of North Palm Beach Country Club
FY 2013-2014 Budget Highlights
Number of Memberships 258
Target Number of Rounds 43,000
Personnel Highlights:
*Employee Salaries $ 880,214
*Employee Benefits 233,910
Total Personnel Costs $ 1,114,124
Operating Highlights:
*Golf Course Maintenance Contract 1,067,719
*Cost of Food&Beverage Merchandise 251,800
*Utilities 200,783
*Cost of Golf Merchandise 97,500
*Materials&Supplies 76,358
*Charge Card Fees 62,716
*Marketing&Advertising 42,000
*Repairs&Maintenance 66,894
*Property/General Liability 48,529
Total Operating Costs $ 2,095,949
Capital Highlights:
*Driving Range Cart 12,000
Total Capital Outlay $ 12,000
Debt Service:
*Loan(Golf Course Renovation) 398,151
*Golf Cart Lease 150,600
Total Debt Service $ 548,751
Total Country Club Contingency $ 14,131
Total Fiscal Year 2013-2014 Country Club Budget $ 3,784,955
FY 2014 Adopted Budget Page 198 of 294
AOOr
-Z 00
- -.?
FY 2014 Adopted Budget Page 199 of 294
Village of North Palm Beach Country Club
Fiscal Year 2013-2014 Revenues
Other
$351,888 Driving Range
9.309 $281,000
Food&Beverage 7.42%
$799,000 Membership
21.11
$579,335
15.31%
Greens Fees
$822,590 Cart Rental/Walking Fee
21.73
$951,142
25.13%
Total Revenues = $ 3,784,955
FY 2014 Adopted Budget Page 200 of 294
Country Club Revenues $3,784,955
The Country Club is operated as a self-supporting enterprise for Cart Rental/Walking Fee $951,142
which fees charged to users are intended to pay for the full cost of
operations. This section includes a discussion regarding revenue This class of revenue represents 25.13% of the overall Country Club
sources for the Village's FY 2013/14 Country Club Budget. The Revenues. The calculation is based on anticipated rounds:
major source of Country Club revenues (approx 704/o)are derived from . Average cart fee per round played(excluding walkers)
golf memberships, cart rentals, greens fees, and the driving range. ($23.09 x 39,560) =$913,440
The budgeted revenues are estimated based on the number of • Walking Fees ($10.96 x 3,440 rounds) _ $37,702
memberships, plays, and cart rentals over past years; fees for these
items are adjusted yearly to accommodate the estimated budgeted Cart Rental&Walking Fees
expenses of the Country Club Operations. 5 Year Revenue Trend
The following assumptions were used when preparing the Country
Club Golf Revenue Estimates: 1,050,000
• 43,000 anticipated rounds 1,000,000
• 258 memberships 950,000
900,000 J — F1
Membership $579,335 850,000 JL
2010 2011 2012 2013 2014
Actual Actual Actual Budget Bud et
Golf Memberships represent 15.31% of total Country Club Revenues oRevenue 1,005,81 906,709 919,580 976,920 951,142
and are based on type of membership:
Memberships
Resident 136 memberships $337,995 5 Year Revenue Trend
Non-Resident 59 memberships 199,800
Business 1 membership 3,750 7U0;0 -
Summer 42 memberships 31,790
500,000
Junior 20 memberships 6,000 4M.(
Golf Plus 6 memberships Included in above 344'00[
204,x,
t00,oloc,
Total $579 335 201 �o++ 2613 2014
Actual Actual AMY Bu]g et Budget
FWRe .— 753,348 1 650,358 1 627,333 62_,580 59,335
FY 2014 Adopted Budget Page 201 of 294
Greens Fees $822,590 Food & Beverage $799,000
Greens Fees represent 21.73% of total Country Club Revenues and Historically, the Food & Beverage operation has been contracted
are calculated based on current year average dollar per round out to an outside vendor. In May of 2010, the Village assumed the
multiplied by anticipated rounds for FY 2014: daily operations for the North Palm Beach Country Club
• Average dollar per round played x anticipated rounds Restaurant. Revenue from the Food & Beverage operation
($19.13 x 43,000) =$822,590 represents 21.11% of total Country Club Revenues and is
calculated based on the current year sales average:
Greens Fees
5 Year Revenue Trend Food& Beverage (non-alcoholic) Sales $536,250
Facility Rental 27,750
1,000,000 Liquor Sales 235,000
8 OD,D40
Total $799,000
400,00-
200,00C Food & Beverage
5 Year Revenue Trend
2010 2-11 2,)12 2013 2�•1�
Actual Actual Adual Bud et Bud et
■Revenue 753,886 810,049 835,366 912,48D 822.590
SOD,000
800.000
700,W
Driving Range $281,000 600.OK.
Sao,DOG
Driving Range revenue represents 7.42% of total Country Club 400.000
:300.0 OG
Revenues and is based on a two-year average. 200.00C
100.000•
2 1C. 2011 2?12 2:.13 2014
Driving Range Actual Actual Actual Budget Budget
5 Year Revenue Trend ®Revenue 272,259 701,350 612,937 821,300 799,000
3-01),000
2 50,OOD
2 00,000
1 50,000
1 OD,000
50,000
�Nr'L
2010 2011 2012 2013 2014
Adus1 Actual Actual Budget Budget
�Rerenue 174,929 208,865 257,123 209,026 281,000
FY 2014 Adopted Budget Page 202 of 294
Miscellaneous $351,888
Miscellaneous
Miscellaneous Revenue represents 9.30% of total Country Club 5 Year Revenue Trend
Revenues and includes the following:
450,OOo
400,000
Golf Merchandise Sales $160,500 350,000 -
Tournament Proceeds 2,620 300.000
Golf Grip Sales 600 200,OW
Interest Earnings 7,600 150.00°
100,000
Rental-Golf Clubs 38,000 50,000 Mid
Rental-Lockers 1,965 2010f 2011 f 2012 2013 2014
Rental-Bag Room 14 000 Actual Aaua Actual Budget Budget
ERevenue 434,128 302,532 337,772 405,627 351,888
Golf Handicap Service 1,803
Golf Ball Retrieval 4,800
Golf Lessons 120,000
Total $351,888
FY 2014 Adopted Budget Page 203 of 294
:Ylp J
M
a
FY 2014 Adopted Budget Page 204 of 294
Village of North Palm Beach Country Club
FY 2013-2014 Expenses
Expenses(by category)
Contingency
■ Debt Service $14,131
$548,751 0.37% ■ Personnel
14.50% $1,114,124
29.44%
■ Capita
$12,000
0.32%
■ Insurance-Property&General
$48,529
1.28%
Total Operating Costs
Operatin
$2,047,420 $2,095,949
54.09% 55.38%
J
Expenses(by department)
Administration ■ Contingency
$107,226 $14,131
2.83% 037% Insurance-Property&General
■ Food&Beverage $48,529
$912,325 1.28%
24.10%
■ Golf
$2,702,744
71.41%
Total Expenses= $ 3,784,955
FY 2014 Adopted Budget Page 205 of 294
Country Club Expenses $3,784,955
This section includes a discussion regarding appropriations for the Health Insurance:
Village's FY 2013/14 Country Club budget, how much of the total Health insurance is budgeted at the employee level for the cost
budget it comprises, and assumptions used in determining the provided by the insurance carrier based on type of coverage.
projections. All expenses are funded by user charges; no taxes or
assessments are used to support the Country Club operations. FICA:
As mentioned in the Basis of Accounting section, capital outlay This item was budgeted at 7.65% of payroll.
and debt service are reflected as a budgeted expense although both
of these items are balance sheet items in the Village's CAFR, as Worker's Compensation:
required by GAAP. This item is budgeted at the employee level for the cost provided
by the insurance carrier based on type of position.
Personal Services $1,114,124
Employee salary and benefits represent 29.44% of the total Personal Year Trend es
Country Club Expenses. These costs are allocated on a per
employee basis. Assumptions used in budgeting for the major
employee costs are discussed below: 1,200,000
1,000,000
Salaries: 800,000
Performance based merit increases are budgeted at an average of 600,000
3.75% based on a 0% - 5% scale. 400,000
200,000
Retirement: _ 2010 2011 2012 2013 2014
Actuarial determined employer contributions for the General AauaI Actual Actual Budget Budget
■Expense 715,637 892,066 861,163 938,748 1,114,12
Employees Pension were budgeted as follows:
General Employees...........................20.82%
The ICMA pension employer contributions were budgeted at 15%.
FY 2014 Adopted Budget Page 206 of 294
Operating Costs $2,095,949 Capital Outlay $12,000
Appropriations are budgeted based on past history and the needs of Capital needs and resource availability are assessed annually
the Club. Operating costs represent 55.38% of the overall Country through a capital planning process that results in a five year capital
Club Expenses. Some highlights of operating costs are listed plan. The five-year capital plan includes:
below:
• the cost to furnish and maintain capital facilities and
• Golf Course Maintenance Contract $1,067,719 equipment, such as roadways, parks, drainage systems and
• Cost of Food& Beverage Merchandise 251,800 other valuable infrastructure
• Utilities 200,783
• Cost of Golf Merchandise 97,500 • the cost of new and replacement fixed assets, such as
• Materials & Supplies 76,358 vehicles, equipment, hardware/software, etc.
• Charge Card Fees 62,716
• Marketing &Advertising 42,000 Those items deemed necessary are funded in the respective
• Repairs & Maintenance 66,894 department's budget; the remaining items are deferred to future
• Property/General Liability 48,529 years. For FY 2013/14, capital outlay accounts for 0.32% of the
overall Country Club budget. The capital outlay for FY 2013/14 is
budgeted as follows:
Operating Costs
5 Year Trend
Department Description Amount
Golf Driving Range Cart $ 12,000
2,300,000 Total $ 12,000
2,250,000
2,200,000
2,150,000
2,100,000 Capital Outlay
2U5UUU0 5 Year Trend
2,000,000
1,950,000 74,000 T
1,900,000 60,000
1,850,000 50,000
2010 2011 2012 2013 2014
Actual Aclual Actual Bud et Bud et 44,000
■Expense 2,012,832 2,157,233 1 2,069,580 2,261,028 1 2,095,949 30,WD
20,000
10,000
2c10 2011 2012 201 201'
Actual Actual Actual Budget Budget
■Expense 1 36,972 1 60,456 1 15,000 53,639 12,400
FY 2014 Adopted Budget Page 207 of 294
Debt Service $548,751 Contingency $14,131
Debt service payments are the series of payments of principal and During the budget process, reserves are set aside to accommodate
interest required on a debt over the fiscal year. The FY 2013/14 unanticipated expenditures. For the FY 2013/14 budget, this
debt service budget represents 14.5% of the overall Country Club reserve represents 0.37% of the total budget.
budget. The Country Club has one loan and a capital lease
outstanding.
Debt Service Contingency
5 Year Trend 5 Year Trend
700,000 140,000
600,000 _ 120,000
500,000
� 100,000
400,000
300,000 80,000
200,000 60,000
100,000 40,000
_ 20,000
2010 2011 2012 2013 2014 _
Actual Actual Actual Budget Budget 2010 2011 2012 2013 2014
■6cpense 631,775 487,573 470,135 569,451 548,751 Actual Actual Actual Budget Budget
■Expense - 1----7-2,000 126,067 14,131
FY 2014 Adopted Budget Page 208 of 294
Z
4
FY 2014 Adopted Budget Page 209 of 294
The Village of North Palm Beach
FY 2013-2014 Country Club Budget
Golf Summary
%Increase/
Original 2013 (Decrease)over Actual Actual Actual
Fiscal Year 2013-2014 Budget 2013 Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 133,413 $ 122,229 9.15% $ 121,946 $ 120,842 $ 61,378
Overtime Pay 1,000 1,000 0.001/0 919 - 1,423
Lessons 68,000 45,000 51.11% 57,015 54,218 24,960
Part-time Pay 279,686 482,099 261,198 7.08% 240,932 218,821 214,098
Benefits:
Pension 22,188 20,646 7.47% 12,121 10,672 9,299
Health Insurance 32,422 29,771 8.90% 36,727 30,740 25,519
FICA/Medicare 36,889 32,852 12.29% 31,852 29,737 22,705
LTD Insurance 576 526 9.51% 660 606 352
Life Insurance 261 261 0.00% 324 306 216
Worker's Compensation 5,620 5,165 8.81% 3,898 3,719 4,005
Other 97,956 0.00% 890 3,297
$ 580,055 $ 518,648 11.84% $ 506,394 S 470,552 $ 367,253
Operating
Advertising&Marketing 37,000 42,000 -11.90% 17,917 32,077 16,382
Books&Publications 100 100 0.001/0 - 164 -
Charge Card Fee 53,716 51,500 4301/0 52,204 48,363 44,957
Club Relations 500 500 0.001/0 - 388 541
Conferences&Seminars 1,700 1,700 0.001/0 50 - -
Contractual Services 1,094,219 1,192,888 -8.271/. 1,184,371 1,180,424 1,180,821
Rental-Equipment/Golf Club 2,000 2,000 0.001/0 922 686 8,714
Gas,Oil&Lubricants - - 0.001/0 - - -
Golf Handicap Expense 3,000 3,000 0.001/0 3,125 3,024 3,724
Lessons 28,000 35,000 -20.00% 23,622 27,386 14,580
Materials&Supplies 44,358 48,175 -7.92% 41,146 29,709 36,587
Memberships&Dues 2,800 2,800 000% 1,853 981 344
Merchandise 97,500 98,000 -0.51% 97,222 89,130 85,549
Printing&Binding 2,000 3,500 -42.86% 1,696 3,175 3,564
Professional Services - - 0.00% - 15 4,112
Repairs&Maintenance 26,794 25,379 5.58% 35,259 19,392 35,779
Solid Waste Disposal 10,206 7,226 41.240/6 6,690 6,271 6,020
Special Events/Camps - 500 -100,001/0 - 401 -
Tmvel 2,700 2,700 0.001/0 540 - -
Uniforms&Shoes 4,000 4,000 0.001/0 2,807 3,397 1,671
Utilities 151,345 161,035 -6.02% 156,106 149,662 150,795
Other Operating Costs 0.001/0 8,387 86 49
1,561,938 1,682,003 -7.14% 1,633,919 1,594,730 1,594,188
Capital
Audio,Visual,&Comm.Sys 0 0 0.001/0 0 0 0
Automotive 12,000 0 0.001/0 0 0 0
Computer Hardware&Software 0 0 0.001/0 0 0 0
Furniture&Fixtures 0 0 0.001/0 0 0 0
Construction&Major Renovation 0 0 0.001/0 0 57,399 2,668
Machinery&Equipment 0.001/0 15,000 7,246
12,000 0 0.00% 15,000 57,399 9,914
Debt&Other
Debt Service 398,151 398,151 0.001/0 394,900 412,338 471,149
Golf Cart Lease 150,600 171,300 -12.08% 75,235 75,235 160,626
548,751 569,451 3.64% 470,136 487,573 631,775
Total Expenses $ 2,702,744 $ 2,770,102 -2.43% S 2,625,449 S 2,610,255 S 2,603,129
FY 2014 Adopted Budget Page 210 of 294
Noah Palm Beach Country Club - FY2O14 Membership Fees
FY2014 FY2013 Difference Special Offers or Notes
Single $2,205.00 $2,205.00 0%
Resident Installment Plans:Pay a 3%Administration Fee
Family $3,360.00 $3,360.00 0%
Single $3,200.00 $3,200.00 0%
Non-Resident Installment Plans:Pay a 3%Administration Fee
Family $4,300.00 $4,300.00 0%
Golf Plus Resident Single $2,477.00 $2,477.00 0%
Golf,Tennis&Pool Installment Plans:Pay a 3%Administration Fee
( ) Family $3,770.00 $3,770.00 0%
Golf Plus Non-Resident Single $3,567.00 $3,567.00 0%
Installment Plans:Pay a 3%Administration Fee
(Golf,Tennis&Pool) Family $4,877.00 $4,877.00 0%
Touring Professional Single $2,205.00 $2,205.00 0% Eligibility:Any Current Touring Professional.
N.P.B Business Single $2,650.00 $2,650.00 0% Eligibility:Non-Residents owning a business or rental
Family $3,750.00 $3,750.00 0% property within the Village.
Juniors Resident $300.00 $300.00 0% Junior Golfer Pass prices will be the same for Residents
Non-Resident $300.00 $300.00 0% and Non-Residents.
Option A: $495.00 $495.00 0%
Cart Fees Only) Restrictions:No Charging Privileges.Option B is limited
Sumner Option B: $995.00 $995.00 0% to Sunday-Thursday ANYTIME and after I I:OOAM
(Includes Cart Fees Friday,Saturday and Holidays(or pay a cart fee).
Family: $995.00 $995.00 0%
Cart Fees Only)
Unlimited Golf Cart Single $3,000.00 $3,000.00 0% Allows Members an"All-Inclusive"option where they pre
Program Each Additional $2,750.00 $2,750.00 0% pay for all cart fees and there are no per play charges.
Silver(Par) $10,000.00 $10,000.00 0% Silver allows up to four named individuals employed at a
company to join under one membership. Gold and
Gold(Birdie) $14,000.00 $14,000.00 0% Platinum are same program but also gives company 50
Corporate and 100 pre-paid rounds respectively(Greens Fee,Cart
Platinum(Eagle) $17,500.00 $17,500.00 0% Fee&Tax)which can be used for other employees,
clients or guests.Additional individuals may be added for
Each Additional $2,500.00 $2,500.00 0% $2,500 each.
FY 2014 Adopted Budget Page 211 of 294
North Palm Beach Country Club
Golf Club Membership & Rates - FY2014
Golf Memberships
Resident Single Regular 99 ea.@ $2,205.00 = $218,295.00
Family Regular 30 ea.@ $3,360.00 = $100,800.00
Junior 9 ea.@ $300.00 = $2,700.00
Non-Resident Single 49 ea.@ $3,200.00 = $156,800.00
Family 10 ea.@ $4,300.00 = $43,000.00
Junior 11 ea.@ $300.00 = $3,300.00
Business 1 ea.@ $3,750.00 = $3,750.00
209 Total $528,645.00
$579,335.00
Summer Memberships (May 1 -September 30) 42 @ 495 or 995= $31,790.00
Golf Plus Memberships(Golf. Tennis &Pool)
Resident Single Regular 4 ea.@ $2,205.00 = $8,820.00
Golf Portion Only(ea.@$2,205) $8,820.00
Family Regular 3 ea.@ $3,360.00 = $10,080.00
Golf Portion Only(ea.@$3,360) $10,080.00
Non-Resident Single Regular 0 ea.@ $3,200.00 = $0.00
Golf Portion Only(ea.@$3,200) $0.00
Family Regular 0 ea.@ $4,300.00 = $0.00
Golf Portion Only(ea.@$4,300) $0.00
7 Total $18,900.00
Grand Total 258 $579,335.00
Resident Card Holder and Guest of Member Discount 15%
Greens Fees: See 2013/2014 Recommended Rates
CART RENTAL
18-Holes 9-Holes
Cart Fees: Member $23.00 $12.00
Non-Member $26.95 $15.00
WALKING FEE
Walking Fees: Member ONLY $12.00 $8.00
Anticipated Rounds: 43.000
FY 2014 Adopted Budget Page 212 of 294
North Palm Beach Country Club
2013-2014 Walk In Rates
18-Hole Rates 9-Hole Rates3
Season Time Weekday' Rate Weekend 2 Rate Weekday' Rate Weekend 2 Rate
Early Morning $59.95 $69.95 $36.00 $42.00
Fall Season Morning $59.95 $69.95 $36.00 $42.00
(Oct. 7- Nov. 10) Mid-Day $49.95 $59.95 $30.00 $36.00
Twilight* $39.95 $45.95
Early Morning $75.95 $85.95 $46.00 $52.00
Pre-Winter Season Morning $75.95 $85.95 $46.00 $52.00
(Nov. 11 - Dec. 15) Mid-Day $65.95 $75.95 $40.00 $46.00
Twilight* $50.95 $55.95
Early Morning $89.95 $99.95 $54.00 $60.00
Shoulder Season Morning $89.95 $99.95 $54.00 $60.00
(Dec. 16-Jan.26) Mid-Day $79.95 $89.95 $48.00 $54.00
Twilight* $49.95 $59.95
Early Morning $99.95 $109.95 $60.00 $66.00
High Season Morning $99.95 $109.95 $60.00 $66.00
(Jan.27-Apr. 6) Mid-Day $85.95 $89.95 $52.00 $54.00
Twilight* $55.95 $59.95 °iw
Early Morning $75.95 $85.95 $46.00 $52.00
Spring Season Morning $75.95 $85.95 $46.00 $52.00
(Apr. 7-Apr.30) Mid-Day $65.95 $75.95 $40.00 $46.00
g
Twili ht* $49.95 $59.95
Summer Season Early Morning $45.95 $55.95 $28.00 $34.00
(Oct. 1 -Oct 6& Morning $45.95 $55.95 $28.00 $34.00
May 1 -Sep.30) Mid-Day $39.95 $49.95 $24.00 $30.00
Twilight* $32.95 $35.95 << 1t
*Twilight=After 3:00pm October 1, 2013-November 2, 2013 After 2:00pm November 3,2013-March 8,2014
After 3:00pm March 9,2014-September 30, 2014
1 Weekday=Monday-Thursday
2 Weekend=Friday-Sunday&Holidays
3 9-Hole Rates are 60%of 18 Hole Rates
FY 2014 Adopted Budget Page 213 of 294
The Village of North Palm Beach
FY 2013-2014 Country Club Budget
Food&Beverage Summary
%Increase/
Original 2013 (Decrease)over Actual Actual Actual
Fiscal Year 2013-2014 Budget 2013 Budget 09/30/12 09/30/11 09/30/10
Personnel
Salary:
Regular Pay $ 177,430 $ 92,638 91.53% $ 77,885 $ 84,199 $ 43,701
Overtime Pay - 500 -100.00% 89 199 -
Part-time Pay 181,381 358,811 192,024 -5.54% 152,264 206,404 80,873
Benefits:
Pension 29,495 15,412 91.38% 8,036 8,445 6,224
Health Insurance 43,751 28,335 54.41% 22,339 21,751 8,404
FICA/Medicare 27,449 21,815 25.83% 22,280 27,798 11,144
LTD Insurance 799 417 91.61% 415 436 253
Life Insurance 348 174 100.00% 162 162 99
Worker's Compensation 5,634 3,893 44.72% 3,066 4,439 3,274
Other - 107,476 8,606 -100.00% 9,441 821 -
$ 466,287 $ 363,814 28.17% $ 295,977 $ 354,653 $ 153,971
Operating
Advertising/Marketing 5,000 3,000 66.67% 1,015 8,729 16,302
Charge Card Fee 9,000 8,000 12.50% 7,857 10,239 2,309
Contractual Services 23,700 26,500 -10.57% 23,418 22,472 27,794
Entertainment 10,000 10,000 0.00% 7,238 23,298 11,032
Rental-Equipment/Linen/Uniform 15,500 15,500 0.00% 14,213 17,149 6,995
Gas,Oil&Lubricants 1,600 150 966.67% 74 132 42
Licenses&Fees 7,500 5,200 44.23% 3,045 4,444 3,704
Materials&Supplies 27,500 25,250 8.91% 15,035 32,250 53,292
Merchandise 251,800 290,000 -13.17% 222,076 284,218 98,978
Professional Services - 600 -100.00% 1,244 835 720
Repairs&Maintenance 40,100 23,200 72.84% 6,169 8,233 16,832
Solid Waste Disposal 8,000 7,224 10.74% 6,688 6,271 6,020
Utilities 44,638 50,273 -11.21% 48,823 54,260 50,472
Other Operating Costs 1,700 1,500 13.33% 639 11,337 4,053
446,038 466,397 -4.37% 357,534 483,866 298,545
Capital
Audio,Visual,&Comm.Sys - 0 0.00% 0 0 0
Automotive 0 0.00% 0 0 0
Computer Hardware&Software 0 0.00% 0 3,056 9,973
Furniture&Fixtures 0 0.00% 0 0 9,990
Dining Room Tables&Chairs 0 0.00% 0 0 0
Construction&Major Renovation 53,639 -100.00% 0 0 0
China,Glass,Silverware,etc. 0 0.00% 0 0 0
Machinery&Equipment - 0.00% - - 7,095
0 53,639 -100.00% 0 3,056 27,058
Total Expenses $ 912,325 $ 883,850 3.22% $ 653,511 $ 841,575 $ 479,574
FY 2014 Adopted Budget Page 214 of 294
The Village of North Palm Beach
FY 2013-2014 Country Club Budget
Administration
%Increase/
Original 2013 (Decrease)over Actual Actual Actual
Fiscal Year 2013-2014 Budget 2013 Budget 09130/12 09130/11 09130/10
Personnel
Salary:
Regular Pay $ 39,304 $ 35,321 11.28% $ 35,639 $ 37,753 $ 134,496
Overtime Pay - 500 -100.00% - 450 1,358
Part-time Pay - 39,304 - 0.00% - - -
Benefits:
Pension 6,616 6,094 8.57% 3,494 5,163 21,082
Health Insurance 18,528 11,322 63.65% 15,335 14,434 24,326
FICA/Medicare 3,007 2,741 9.70% 2,573 2,774 9,658
LTD Insurance 177 159 11.32% 213 252 659
Life Insurance 87 87 0.00% 112 138 288
Worker's Compensation 63 62 1.61% 51 122 1,134
Other - 28,478 0.00% 1,375 5,775 1,411
$ 67,782 $ 56,286 20.42% $ 58,791 $ 66,861 $ 194,413
Operating
Accounting&Auditing 7,000 7,000 0.00% 5,911 5,911 5,187
Charge Card Fee - - 0.00% - - 4,995
Contractual Services 4,144 34,139 -87.86% 4,139 4,282 6,264
Rental-Copier 4,000 5,214 -23.28% 4,403 4,278 3,411
Marketing&Advertising - - 0.00% - 5,570 14,950
Materials&Supplies 4,500 4,000 12.50% 3,034 4,725 3,675
Memberships&Dues - - 0.00% - - 767
Postage 3,000 3,000 0.00% 2,515 1,603 2,385
Printing&Binding 2,000 2,000 0.00% 493 1,736 1,851
Repairs&Maintenance - - 0.00% - - 137
Uniforms&Shoes - - 0.00% 98 - -
Utilities 4,800 5,894 -18.56% 5,382 5,645 6,458
Legal Fees 10,000 7,500 33.33% 12,198 3,395 11,652
Other Operating Costs - - 0.00% 92 654 1,444
39,444 68,747 -42.62% 38,264 37,797 63,177
Capital
Audio,Visual,&Comm.Sys 0 0.00% 0 0 0
Computer Hardware&Software 0 0.00% 0 0 0
Furniture&Fixtures 0 0.00% 0 0 0
Construction&Major Renovation 0 0.00% 0 0 0
Machinery&Equipment - - 0.00% -
0 0 0.00% 0 0 0
Debt&Other
Contingency 14,131 126,067 -88.79% 2,000 0 0
Insurance-Property&General Liability 48,529 43,881 10.59% 39,864 40,840 56,923
62,660 169,948 -63.13% 41,864 40,840 56,923
Total Expenses $ 169,886 $ 294,981 -42.41% $ 138,919 $ 145,498 $ 314,513
FY 2014 Adopted Budget Page 215 of 294
i
rf
---__• yam. _� r
FY 2014 Adopted Budget Page 216 of 294
Village of North Palm Beach Solution creation followed agreement on the structure of the
compensation system. During this phase, desired range spreads
TO: Honorable Mayor and Council (distance from minimum to maximum) and midpoint progressions
(distance from the midpoint of one pay grade to the next) were
FROM: Ed Green, Village Manager established. Once the structure was created,jobs were slotted into the
DATE: September 26, 2013 proposed pay grade structure using market data and Client Project
SUBJECT: Comprehensive Pay and Classification Plan FY 2013/2014 Manager(CPM) feedback.
The final step in the creation of the solution was to identify the costs
Village management reviews this Pay Plan annually and makes associated with each step of the analysis. The data from the job
recommendations on the classifications and pay ranges for all positions slotting process was applied to the individual incumbents in the
to maintain appropriate staffing resources in relation to competitive market organization. This allowed the Village to view the total costs
conditions and the needs of our annual Village budget/operating structure. associated with the proposed structural changes. Information was
then provided to the Village on various ways to implement the
In order to determine the Village's competitive position in relation to proposed structure and possible adjustments that could be made to
municipal peers, the Village Council retained the services of address any remaining issues.
Evergreen Solutions, LLC in 2013 to conduct a full Compensation
Study of all positions in the organization. The Compensation Study It is important to have an organized pay structure because it gives
was primarily designed to focus on external equity of both the employees something to work towards and also helps clear confusion
structure by which employees are compensated as well as the way about future salary increases or equity among different pay grades.
positions relate and compare to one another across the organization. Additionally, an established pay structure allows the organization to
analyze and address problems regarding compression within job
As part of the study, the organization identified its desired market classifications and compression among different grades with a sense
position. Subsequently, the pay plan and job slotting within the system of consistency and thoroughness.
was adjusted to account for this desired position in the market.
A competitive pay structure allows the Village to be an effective
The external market was defined and peers identified that have recruiter in the marketplace, contribute to a reduction in employee
similar characteristics, demographics, and service offerings as the turnover, set the precedent to offer comparable base salaries for
Village. Benchmark positions were identified from each area and positions, and give employees ample room for upward growth and
level of the organization and included a large cross-section of motivation for professional development, all of which the existing
positions at the Village. Once the target and benchmark information compensation plan has potential to do.
was finalized, classification information from the Village was used to
find comparable positions from peer organizations. The Evergreen Solutions team developed a solution foundation that
improves the Village's competitive position relative to its market
Internal structure (i.e., compensation structure, practices, etc.) was peers for while seeking to preserve internal equity. The recommended
analyzed on a very broad basis versus best practices. Market trends changes in salary ranges and pay grades have been incorporated into
and a statistical assessment of current conditions were completed. the attached Pay Plan proposal and the Manager's proposed budget
This step included an assessment of the organizations' internal and for the coming Fiscal Year beginning October 1, 2013.
external alignment.
FY 2014 Adopted Budget Page 217 of 294
Pay Plan Recommendations: Recommended Personnel Changes:
• Based on the findings and best practices, previously discussed a The Pay Plan reflects proposed changes in Village employment
4.5 percent increase to the structure of the existing plan is positions including as follow:
recommended.
• The changes maintain the overall design themes of the plan while Additions/Deletions:
updating it slightly to match market conditions and improve
consistency. • Add one (+1) Assistant Restaurant Manager Ft position/ Delete
• Currently the Village has a pay plan that when combined, one (-1)Assistant Restaurant Manager p/t position
consists of 31 active pay grades, including 7 set aside for Police • Add one (+1) Restaurant Event Banquet Coordinator Ft position/
and Fire (IAFF and PBA) positions. Range spreads range from Delete one (4) Restaurant Event Banquet Coordinator p/t
roughly 23 percent in some grades to as much as 60 percent in position
other grades. The Village will strive for more consistency in its • Add one (+1) Building Construction Inspector f/t position/Delete
pay scales as is proposed in this report. one (-1) Building Construction Inspector p/t position
• Each classification was slotted into the proposed structures based • Add two (+2) Firefighter Medic f/t positions/
on market equity data, internal equity relationships, and Client Delete two (-2) Firefighter EMT f/t positions
Project Manager Feedback. • Add one (+1) Administrative Coordinator Ft position/Delete (-1)
• Salary structure was revised to reflect current market conditions one Accounting Clerk f/t position
by implementing pay plans shown in the attached Pay Plan and • Add one (+1) Human Resources Coordinator f/t position/ Delete
classifications placed in appropriate pay grades. 1 (-1) Human Resources Specialist Ft position
• Place classifications in the proposed pay plan utilizing the grade • Add one (+1) Recreation Superintendent Ft position/
order list in the attached Pay Plan and market-based salary Delete one (-1) Recreation Program Coordinator Ft position
adjustments applied as appropriate. • Add one (+1) Emergency Dispatcher f/t position/
• Provides for an average 3.75% performance-based merit Delete one (-1) Records Clerk Ft position
increases (0%to 5%) for FPE-eligible and non-union personnel; • Add one (+1) Code Compliance Officer position (f/t)/ Delete one
• Provides for negotiated increases for PBA and IAFF-eligible (-1) Code Compliance Officer p/t position
employees as negotiated in their collective bargaining agreements; • Add one (+1) Project & Procurement Manager f/t position/
• Provides for annual employer pension contributions. Delete one (-1) Superintendent of Public Works Ft position
• Provides for monthly employer and employee health/dental (change processed during FY 2013)
insurance contributions. • Add one (+1) Permit& Licensing Tech (p/t)
• Provides for employer-sponsored Life, Accidental Death & • Add two (+2) Line Cook positions (p/t)
Dismemberment (ADD), and Long Term Disability (LTD). • Add two (+2) Dishwasher positions (p/t)
Vision coverage is available at full employee expense. • Add five (+5) Service Personnel positions (p/t)
• Add one (+1) Outside Service Attendant position(p/t)
• Add two (+2) Driving Range/Rangers positions (p/t)
• Add one (+1) Golf Shop Attendant position (p/t)
FY 2014 Adopted Budget Page 218 of 294
Summary of Personnel Changes: Health/Dental Insurance:
The net change in Village employment positions is provided below: Due to costs incurred by the pending Patient Protection and Affordable
Care Act legislation and significantly large claims experience in the
Fiscal Year Full-time positions Part-time positions past year, our current vendor Cigna originally quoted and estimated
2013 145 123 renewal increase of 16.7%. After strong negotiations and an agreement
2014 149 133 by the Village to discontinue the traditional PPO plan which had
Net chan a +4 positions +10 positions extremely low participation, the Village was offered these favorable
rates at a overall benefits increase rate of 8.9%.
Pension:
Increases in medical insurance are driven by both the Village's
The Village's annual employer contribution increased for both the individual claims experience rating and the increasing costs within
General Employee Pension Plan and the Police & Fire Pension Plan the health care industry as a whole. The best way to combat these
for Fiscal Year 2013/2014. The Village's ICMA-RC pensions rising costs is to continue to augment and build upon our successful
remain constant at an employer contribution of 15%. employee wellness program. With the support of the Senior
Management Team, the Village will continue to partner with CIGNA
Last year, the Village's required employer contribution for the to build upon our current wellness program and encourage wellness
General Employee Pension Plan was 19.86%. For Fiscal Year awareness for all of our employees and their dependents.
2013/2014, the Village's annual required contribution increased from to
20.82%, or up by 0.96%. For the Police & Fire Pension Plan the The Village covers the full premium cost of the health plan and lower
required annual employer contribution for Fiscal Year 2013/2014 cost dental plan for all employees. For dependent coverage, the
increased from 20.39%to 21.08%,an increase of 0.69%. The reasons for Village funds 80% of the premium for the medical plan and lower
these increases are based in asset returns and actuarial experience. cost dental plan, with the balance paid by the employee. Employees
choosing higher cost dental plan options pay 100% of the premium
All budgeted plan contributions are outlined below: cost difference between the higher and lower cost plans.
• For General Employees Pension Plan:
Employer contribution 20.82%
Employee contribution 6.0%
• For Police and Fire Pension Plan:
Employer contribution 21.08%
Employee contribution 2.0%
• For ICMA-RC Pension Plan :
Employer contribution 15%
Employee contribution 3%, 5%, 10% or 15%
FY 2014 Adopted Budget Page 219 of 294
Projected monthly employee costs are as follows: RECOMMENDATION:
Health Insurance: The Administration recommends Council consideration and adoption
CIGNA HMO Plan of the Village's Comprehensive Pay and Classification Plan as follows
Employee Only Coverage $ 0.00 per month and with the above incorporated changes.
Employee + One Coverage $ 107.05 per month
Employee +Family Coverage $ 220.04 per month
Dental Insurance:
CIGNA HMO Plan
Employee Only Coverage $ 0.00 per month
Employee +Family Coverage $ 5.85 per month
CIGNA PPO Plan
Employee Only Coverage $ 16.78 per month
Employee +Family Coverage $ 63.02 per month
The above monthly employee rates are based upon total monthly
plan costs to the Village per employee as follows:
Health Insurance:
CIGNA HMO Plan
Employee Only Coverage $ 594.73 per month
Employee +One $ 1,129.97 per month
Employee +Family Coverage $ 1,694.94 per month
Dental Insurance:
CIGNA HMO Plan
Employee Only Coverage $ 18.01 per month
Employee +Family Coverage $ 47.26 per month
CIGNA PPO Plan
Employee Only Coverage $ 31.49 per month
Employee +Family Coverage $ 94.66 per month
FY 2014 Adopted Budget Page 220 of 294
FISCAL YEAR 2013/2014 SECTION 5. HIRING PAY RATES
VILLAGE OF NORTH PALM BEACH The minimum rate established for a job class shall be paid upon
COMPREHENSIVE PAY AND CLASSIFICATION PLAN employment, except that the "New-Hired" rate in amounts above the
SECTION 1. ESTABLISHMENT minimum may be authorized if the department head submits
adequate written justification and such action is approved by the
A Comprehensive Pay and Classification Plan for the Village of Village Manager. Approval will be based on the exceptional
North Palm Beach (the "Pay Plan"), pertaining to all positions, including qualifications of the appointee or inability to employ adequate
those that may be specified elsewhere in negotiated collective personnel at the minimum rate.
bargaining agreements or individual employment contracts, is hereby
established. This document will supersede and replace the pay SECTION 6. MERIT INCREASE
related provisions of the Village's Personnel Rules and Regulations. All employees of the Village of North Palm Beach, except as
SECTION 2. DEVELOPMENT OF PAY RANGES provided elsewhere, shall be eligible for a merit increase on their
employee anniversary date. The anniversary date shall be defined as
The Pay Plan establishes pay ranges (grades) for each classification. the employee's entry date into his/her present position. After the one
Such established salary ranges of pay have been determined with due (1) year period in their present position, employees shall be eligible
regard to ranges of pay for other classes, relative difficulty and for a merit increase, as defined herein, and shall be eligible at their
responsibility of positions in the class, prevailing rates of pay for annual anniversary date every year from that time forward.
similar positions, and the financial position of the Village and other
economic considerations. Appendix A sets forth the pay ranges(grades) Employees may be granted such merit increase from zero to five
with minimum and maximum levels. Base pay is, by definition, the percent (0-5%) of salary, based upon documented and demonstrated
pay level within pay range for each position classification. Base pay workplace performance as recommended by the employee's
may not exceed the maximum pay rate for the position classification. Supervisor and Department Director. All merit increases shall be
For General (non-bargaining unit) Employees the Pay Plan provides for submitted to the Village Manager (or Human Resources Department)
a pay range, without regard to specific pay level within that range. for review, consideration and written approval prior to discussion or
Adjustments shown to salary ranges for FPE, PBA and 1AFF positions delivery to the employee.
are reflected for budgeting purposes and will be subject to bargaining.
Merit increases are not automatic. Such merit increase is contingent
SECTION 3. APPLICABILITY upon receipt of a satisfactory performance evaluation. Employees
All employees of the Village of North Palm Beach, except as who are at the maximum or exceed the maximum pay for their
provided elsewhere, shall be compensated in accordance with this classification will not be eligible for a merit increase in their present
plan and the exempt (salaried) and non-exempt positions, depending Pay Plan classification, but may be eligible for a lump sum
upon job classification. performance bonus. The Village Manager shall approve merit
increases equal to or greater than 4.5%. Contractual provisions will
SECTION 4. IMPLEMENTATION govern bargaining unit employee merit increases.
The new pay plan will be implemented October 1, 2013. The new
pay plan and compensation structure recommended by Evergreen
will supersede the old Village Compensation and Pay Plan.
FY 2014 Adopted Budget Page 221 of 294
Lump Sum Performance Bonus: Employees whose compensation is In the event an employee is transferred to a position with the same
equal to the maximum annual pay range for their position shall be pay grade, their rate of pay will remain the same.
eligible for the annual performance incentive bonus program. Annual
performance review bonuses would be paid lump-sum based upon The Village retains the right to evaluate and if appropriate, make
written recommendation and documentation from the Department Head; personnel classification changes (reclassifications) when appropriate
subject to written approval of the Village Manager or designee as follows: in support of providing the most cost effective and efficient delivery
Exceptional Level II performance review rating - $ 1,200 of municipal services to the residents of the Village.
Successful Level I through Exceptional Level I performance SECTION 8. PART-TIME PAY & MERIT INCREASE
review rating - $ 900
Development Required through Below Standards Part-time employees shall be paid the hourly wage as outlined in the
performance review rating - $ 0 attached Pay Plan, at the pay range (grade) minimum unless
otherwise recommended by the Department Director, and approved
The bonus payment shall not be included in an employee's regular by the Village Manager.
base rate of pay and shall not be carried forward in subsequent years.
Permanent Part-Time employ (who must be scheduled annually for
SECTION 7. PROMOTIONS, DEMOTIONS, TRANSFERS, work in more than 46 or more weeks) shall be eligible for a merit
AND RECLASSIFICATIONS increase upon receipt of a satisfactory evaluation. Part-time employees
who leave Village employment and are subsequently rehired, are not
In the event of a promotion to a higher pay range (grade), employees considered to have continuous service, and are eligible for a merit
will be placed in the new position's pay range (grade) at a base pay increase annually based upon their rehire date.
level that does not exceed more than 10% of the base pay level they
occupy in their current pay range not to exceed the pay range maximum. Seasonal part-time employees (scheduled during a 12-month period
Upon the written recommendation of the Department Director and work for less than 46 weeks), who have worked during the past
written approval by the Village Manager, an employee that is within season and return for the upcoming season, may be eligible for a
two (2)months of their existing anniversary/annual review date may merit increase at the beginning of the upcoming season, when prior
receive a merit increase prior to the implementation of their employment ended due to Village operational direction. Those
recommended promotion. Bargaining unit employees shall receive employees who leave employment prior to the end of the season and
promotional increases in accordance with their respective collective may later be rehired by the Village, are considered new employees
bargaining agreement, unless otherwise negotiated. and not eligible for a merit increase upon their rehire date.
In the event of an involuntary demotion an employee will be placed SECTION 9. OVERTIME/COMPENSATORY TIME
in the same relative position for the lower position grade as he/she Overtime is authorized by the Village Manager or Department
enjoyed in the previous classification, as long as the pay does not Heads. Overtime is paid to hourly employees at one and one-half
decrease more than 10%. For a voluntary demotion to a lower pay (11/2)times the hourly rate for all hours worked in excess of forty (40)
range (grade), employee shall be placed in the same relative position hours per week. Upon prior approval of the Department Head or the
for the lower position grade while having their current pay "frozen" Village Manager, hourly employees may receive compensatory time
at their current level, with future pay adjustments being used to off for any work performed in excess of the regularly scheduled
"offset"this higher pay level until fully absorbed. hours in a normal work week at one and one-half (11/2) hours for
FY 2014 Adopted Budget Page 222 of 294
every hour for overtime hours worked Compensatory time for SECTION 12. MISCELLANEOUS BENEFITS/INCENTIVES
hourly employees shall accrue to no more than sixty (60) hours.
Unused accrued compensatory time shall be paid upon termination of Pension Contributions — The Village's annual required employer
employment. Bargaining unit employees shall receive overtime and pension contributions for General Employee Pension employees will
compensatory time in accordance with their respective collective be 20.82% of payroll, 21.08% of payroll for Police & Fire Pension
bargaining agreement, unless otherwise negotiated. employees, and 15% of payroll for ICMA-RC Pension employees.
The definition and limitations of earnings shall be as outlined in each
SECTION 10. WORK ASSIGNMENTS—HIGHER PAY GRADE respective Village Pension Plan.
The Village administration recommends creating a pay system for 457 Deferred Compensation Contributions — The Village will
General employees who work in an established higher pay grade match a non-union, full-time employee's 457 Deferred
classification. If a General employee is authorized and directed by Compensation plan through ICMA-RC based on a contribution rate
the Village Manager or designee to temporarily work in an of 50-cents for every dollar of employee contribution — up to a
established higher pay grade classification, the employee shall be monthly Village contribution limit of$60 mo. ($720 yr.) and paid on
paid five percent (5%) above their base pay rate for the period of a bi-weekly basis. Bargaining unit employees shall receive deferred
time worked in the higher pay grade classification. Increases for compensation accordance with their respective collective bargaining
temporary work assignments that do not conform to established pay agreement, unless otherwise negotiated.
grade classifications are handled on a case-by-case basis at the
discretion of the Village Manager. Long Term Disability Insurance — The Village's long-term
disability shall continue for all full-time employees, unless otherwise
SECTION 11. BENEFIT ELIGIBILITY negotiated.
Employees in full-time, budgeted positions [regularly scheduled to Life Insurance—The Village life insurance program for all full-time
work an average of thirty (30) or more hours per week] are eligible employees shall continue to be a level equivalent to the maximum
for participation in the Village's pension plans, health and dental level allowed by IRS regulations before imputing added employee
insurance, long-term disability insurance, and employer paid life compensation ($50,000, or $25,000 after the age of 70), unless
insurance programs according to the requirements of these otherwise negotiated.
plans/programs.
Sick Leave Incentive Award Program — Regular full-time (non-
Permanent part-time employees [who work an average of less than probationary) general employees who do not use any sick leave
thirty (30) hours per week] are not eligible to participate in the within any continuous (6) six-month period are eligible to earn eight
Village's pension plans, health and dental insurance, long-term (8) hours annual leave time as incentive for not using sick leave.
disability insurance, employer paid life insurance programs, and sick Bargaining unit employees shall receive sick leave incentive(s) in
leave incentive programs. accordance with their respective collective bargaining agreement,
unless otherwise negotiated.
FY 2014 Adopted Budget Page 223 of 294
Certification Incentive - The certification incentive program will Education Assistance Program — The Village shall follow an
continue to provide certification pay for job related certifications as education assistance program that provides a maximum benefit of
recommended by the Department Head and approved by the Village $5,250 per fiscal year. The assistance amount is based on the per
Manager. Certification incentive pay will be issued as follows: credit rate established by the State of Florida University at the time
• Certifications requiring an examination and continuing of course enrollment, and depends on the cost of the class and the
education - $1,000 grade received. Employees must request approval for a course prior
• Certifications requiring continuing education and no to the start of the course (at the time of enrollment) along with a
examination - $1,000 notarized promissory note and then must submit their official grade
• Certification requiring an examination with no continuing report within thirty (30) days of successful completion of the
education - $500 course(s). The Village will make all approved payments within sixty
(60) days of receipt of the necessary paperwork.
The maximum number of certifications eligible for the certification
incentive will be three (3) per individual. The certification incentive Employee Assistance Program (EAP) - The Village offers an
will not be included in the base pay rate, and payment will be Employee Assistance Program through the McLaughlin Young. The
prorated based on the standard pay cycle. Employees whose base program offers various counseling and referral services and currently
pay plus other types of pay compensation has reached the pay range provides for three (3) free counseling sessions per year for each
maximum will be ineligible for certification pay above the pay range employee or qualified dependent.
maximum. For certification requiring renewal or continuing
education, the employee is required to meet the appropriate renewal
and to have the certification renewed in order to continue receiving
the certification incentive pay. In addition, if an employee receiving
EMT certification is promoted to a Paramedic position, the EMT
certification pay will be removed.
Health/Dental Insurance Benefit - For all full-time employees, the
Village will pay full cost of the single coverage and 80% of the
employee plus one (+1) for health insurance and family coverage for
the health plan and lower cost dental insurance plan. Employees
shall pay all costs above the Village payment of above coverage
including any increased premium expense of the higher-cost dental
plans the employee may choose to select. Employees will have
health and dental insurance premiums taken through the payroll
process on a twice monthly basis.
Flexible Spending Account — The Village's Flexible Spending
Account provides employees the ability to voluntarily set aside tax-
deferred compensation for authorized personal expenses such as
medical and child care expenses.
FY 2014 Adopted Budget Page 224 of 294
Village of North Palm Beach
PAY RANGES - FY 2013/14
Includes Evergreen Recommendations Effective 10/1/2013
(P/T positions shown with F/T annual rate for categorization purposes only)
*All union pay/ positions are shown for categorization purposes only and are subject to ratification of Collective Bargaining Agreements
# PT # FT Class Title Union Pay N Hrly Min Hrly Mid Hrly Max An Min An Mid An Max
Grade
20 PT SERVICE PERSONNEL NUPT 50 N $ 4.77 $ 6.20 $ 8.06 $ 6,201.00 $ 8,060.00 $ 10,478.00
6 SNACK BAR ATTENDANT NUPT 100 N $ 10.34 $ 13.44 $ 16.54 $ 21,500.00 $ 27,950.00 $ 34,400.00
10 CAMP COUNSELOR NUPT 100 N $ 10.34 $ 13.44 $ 16.54 $ 21,500.00 $ 27,950.00 $ 34,400.00
6 DISHWASHER NUPT 100 N $ 10.34 $ 13.44 $ 16.54 $ 21,500.00 $ 27,950.00 $ 34,400.00
4 LIBRARY PAGE NUPT 100 N $ 10.34 $ 13.44 $ 16.54 $ 21,500.00 $ 27,950.00 $ 34,400.00
11 DRIVING RANGE RANGER NUPT 100 N $ 10.34 $ 13.44 $ 16.54 $ 21,500.00 $ 27,950.00 $ 34,400.00
11 REC ASSISTANT NUPT 100 N $ 10.34 $ 13.44 $ 16.54 $ 21,500.00 $ 27,950.00 $ 34,400.00
1 FINANCE INTERN NUPT 100 N $ 10.34 $ 13.44 $ 16.54 $ 21,500.00 $ 27,950.00 $ 34,400.00
6 GOLF SHOP ATTND NUPT 100 N $ 10.34 $ 13.44 $ 16.54 $ 21,500.00 $ 27,950.00 $ 34,400.00
1 YOUTH ART INSTRUC PT NUPT 100 N $ 10.34 $ 13.44 $ 16.54 $ 21,500.00 $ 27,950.00 $ 34,400.00
8 OUTSIDE SERVICE ATTN NUPT 101 N $ 10.96 $ 14.24 $ 17.53 $ 22,790.00 $ 29,627.00 $ 36,464.00
1 OUTSIDE SERVICE COOR FPE 101 N $ 10.96 $ 14.24 $ 17.53 $ 22,790.00 $ 29,627.00 $ 36,464.00
6 LINE COOK NUPT 101 N $ 10.96 $ 14.24 $ 17.53 $ 22,790.00 $ 29,627.00 $ 36,464.00
1 CLERICAL SPECIALIST NUPT 102 N $ 11.61 $ 15.10 $ 18.58 $ 24,157.40 $ 31,404.62 $ 38,651.84
1 GOLF MBR REL COOR NUPT 102 N $ 11.61 $ 15.10 $ 18.58 $ 24,157.40 $ 31,404.62 $ 38,651.84
20 POOL LIFEGUARD NUPT 102 N $ 11.61 $ 15.10 $ 18.58 $ 24,157.40 $ 31,404.62 $ 38,651.84
6 LIBRARY CLERK NUPT 103 N $ 12.31 $ 16.00 $ 19.70 $ 25,606.84 $ 33,288.90 $ 40,970.95
1 GROUNDS MAINT WORKER FPE 103 N $ 12.31 $ 16.00 $ 19.70 $ 25,606.84 $ 33,288.90 $ 40,970.95
2 STREET MAINT WORKER FPE 103 N $ 12.31 $ 16.00 $ 19.70 $ 25,606.84 $ 33,288.90 $ 40,970.95
1 IRRIGATION TECH FPE 104 N $ 13.05 $ 16.96 $ 20.88 $ 27,143.25 $ 35,286.23 $ 43,429.21
1 LIBRARY ASSISTANT FPE 104 N $ 13.05 $ 16.96 $ 20.88 $ 27,143.25 $ 35,286.23 $ 43,429.21
12 SANITATION COLLECTOR FPE 104 N $ 13.05 $ 16.96 $ 20.88 $ 27,143.25 $ 35,286.23 $ 43,429.21
1 GOLF SALES & MARKETING REP NU 106 N $ 14.66 $ 19.06 $ 23.46 $ 30,498.16 $ 39,647.61 $ 48,797.06
1 1ST ASST GOLF PRO NU 106 N $ 14.66 $ 19.06 $ 23.46 $ 30,498.16 $ 39,647.61 $ 48,797.06
2 EQUIPMENTOPER FPE 107 N $ 15.54 $ 20.21 $ 24.87 $ 32,328.05 $ 42,026.47 $ 51,724.88
1 SR. IRRIGATION TECH FPE 107 N $ 15.54 $ 20.21 $ 24.87 $ 32,328.05 $ 42,026.47 $ 51,724.88
FY 2014 Adopted Budget Page 225 of 294
Village of North Palm Beach
PAY RANGES - FY 2013/14
Includes Evergreen Recommendations Effective 10/1/2013
(P/T positions shown with F/T annual rate for categorization purposes only)
*All union pay/ positions are shown for categorization purposes only and are subject to ratification of Collective Bargaining Agreements
# PT # FT Class Title Union Pay N Hrly Min Hrly Mid Hrly Max An Min An Mid An Max
Grade
2 PUBLIC SAFETY AIDE NU 107 N $ 15.54 $ 20.21 $ 24.87 $ 32,328.05 $ 42,026.47 $ 51,724.88
6 SANITATION DRIVER/OP FPE 107 N $ 15.54 $ 20.21 $ 24.87 $ 32,328.05 $ 42,026.47 $ 51,724.88
4 ACCOUNTING CLERK NU 108 N $ 16.47 $ 21.42 $ 26.36 $ 34,267.73 $ 44,548.05 $ 54,828.37
1 EVENT COORDINATOR NU 108 N $ 16.47 $ 21.42 $ 26.36 $ 34,267.73 $ 44,548.05 $ 54,828.37
2 ADMINISTRATIVE ASST NU 108 N $ 16.47 $ 21.42 $ 26.36 $ 34,267.73 $ 44,548.05 $ 54,828.37
1 KITCHEN MANAGER NU 108 E $ 16.47 $ 21.42 $ 26.36 $ 34,267.73 $ 44,548.05 $ 54,828.37
3 MECHANIC FPE 108 N $ 16.47 $ 21.42 $ 26.36 $ 34,267.73 $ 44,548.05 $ 54,828.37
3 TRADES MECHANIC FPE 108 N $ 16.47 $ 21.42 $ 26.36 $ 34,267.73 $ 44,548.05 $ 54,828.37
3 RECREATION SUPERVISOR FPE 109 N $ 17.46 $ 22.70 $ 27.94 $ 36,323.80 $ 47,220.94 $ 58,118.08
1 2 PERMIT& LICENS TECH FPE 109 N $ 17.46 $ 22.70 $ 27.94 $ 36,323.80 $ 47,220.94 $ 58,118.08
2 ADMIN COORDINATOR NU 109 N $ 17.46 $ 22.70 $ 27.94 $ 36,323.80 $ 47,220.94 $ 58,118.08
1 BANQUET EVENT COORD NU 109 E $ 17.46 $ 22.70 $ 27.94 $ 36,323.80 $ 47,220.94 $ 58,118.08
2 CODE COMPLIANCE OFFICER FPE 109 N $ 17.46 $ 22.70 $ 27.94 $ 36,323.80 $ 47,220.94 $ 58,118.08
1 F&B ASST MANAGER NU 109 E $ 17.46 $ 22.70 $ 27.94 $ 36,323.80 $ 47,220.94 $ 58,118.08
2 SR. LIBRARY ASSISTANT FPE 109 N $ 17.46 $ 22.70 $ 27.94 $ 36,323.80 $ 47,220.94 $ 58,118.08
12 SCHOOL CROSSING GUARD NU 109 N $ 17.46 $ 22.70 $ 27.94 $ 36,323.80 $ 47,220.94 $ 58,118.08
1 TECH SUPPORT SPEC FT NU 109 N $ 17.46 $ 22.70 $ 27.94 $ 36,323.80 $ 47,220.94 $ 58,118.08
1 SR. TRADES MECHANIC FPE 110 N $ 18.51 $ 24.06 $ 29.62 $ 38,503.23 $ 50,054.19 $ 61,605.16
1 BLDG CONST INSP FPE 111 N $ 19.62 $ 25.51 $ 31.39 $ 40,813.42 $ 53,057.44 $ 65,301.47
1 EXECUTIVE SECRETARY NU 111 N $ 19.62 $ 25.51 $ 31.39 $ 40,813.42 $ 53,057.44 $ 65,301.47
1 LIBRARIAN FPE 111 N $ 19.62 $ 25.51 $ 31.39 $ 40,813.42 $ 53,057.44 $ 65,301.47
1 PARKS FACILITIES MGR NU 111 N $ 19.62 $ 25.51 $ 31.39 $ 40,813.42 $ 53,057.44 $ 65,301.47
2 PUBLIC WORKS SUPERVISOR NU 112 E $ 20.80 $ 27.04 $ 33.28 $ 43,262.22 $ 56,240.89 $ 69,219.56
1 H/R COORDINATOR NU 112 E $ 20.80 $ 27.04 $ 33.28 $ 43,262.22 $ 56,240.89 $ 69,219.56
2 SR. BLDG CONST INSPEC FPE 113 E $ 22.05 $ 28.66 $ 35.28 $ 45,857.96 $ 59,615.34 $ 73,372.73
1 PLANNER NU 113 E $ 22.05 $ 28.66 $ 35.28 $ 45,857.96 $ 59,615.34 $ 73,372.73
1 INETWORK SUPP SPEC I NU 114 1 E 1 $ 23.37 1 $ 30.38 $ 37.39 $ 48,609.44 $ 63,192.27 $ 77,775.10
FY 2014 Adopted Budget Page 226 of 294
Village of North Palm Beach
PAY RANGES - FY 2013/14
Includes Evergreen Recommendations Effective 10/1/2013
(P/T positions shown with F/T annual rate for categorization purposes only)
*All union pay/ positions are shown for categorization purposes only and are subject to ratification of Collective Bargaining Agreements
#PT # FT Class Title Union Pay N Hrly Min Hrly Mid Hrly Max An Min An Mid An Max
Grade
1 FIRE INSPECTOR NU 114 E $ 23.37 $ 30.38 $ 37.39 $ 48,609.44 $ 63,192.27 $ 77,775.10
1 DIRECTOR OF GOLF OPS NU 115 E $ 24.77 $ 32.20 $ 39.64 $ 51,526.00 $ 66,983.80 $ 82,441.60
1 DIRECTOR OF FOOD & BEVERAGE NU 115 E $ 24.77 $ 32.20 $ 39.64 $ 51,526.00 $ 66,983.80 $ 82,441.60
1 PROJECT& PROCUREMENT MANAGER NU 115 E $ 24.77 $ 32.20 $ 39.64 $ 51,526.00 $ 66,983.80 $ 82,441.60
1 RECREATION SUPERINTENDENT NU 116 E $ 26.26 $ 34.14 $ 42.01 $ 54,617.56 $ 71,002.83 $ 87,388.10
1 DEPUTY VILLAGE CLERK NU 116 E $ 26.26 $ 34.14 $ 42.01 $ 54,617.56 $ 71,002.83 $ 87,388.10
1 FINANCE MANAGER NU 118 E $ 29.50 $ 38.36 $ 47.21 $ 61,368.29 $ 79,778.78 $ 98,189.27
1 DIRECTOR OF LIBRARY NU 118 E $ 29.50 $ 38.36 $ 47.21 $ 61,368.29 $ 79,778.78 $ 98,189.27
1 BUILDING OFFICIAL NU 119 E $ 31.27 $ 40.66 $ 50.04 $ 65,050.39 $ 84,565.51 $ 104,080.62
1 VILLAGE CLERK NU 122 E $ 37.95 $ 49.34 $ 60.73 $ 78,944.76 $ 102,628.19 $ 126,311.62
1 DIRECTOR OF COMMUNITY NU 122 E $ 37.95 $ 49.34 $ 60.73 $ 78,944.76 $ 102,628.19 $ 126,311.62
1 DIR OF INFO TECH NU 122 E $ 37.95 $ 49.34 $ 60.73 $ 78,944.76 $ 102,628.19 $ 126,311.62
1 DIR OF PARKS & REC NU 122 E $ 37.95 $ 49.34 $ 60.73 $ 78,944.76 $ 102,628.19 $ 126,311.62
1 DIRECTOR PUBLIC WRKS NU 122 E $ 37.95 $ 49.34 $ 60.73 $ 78,944.76 $ 102,628.19 $ 126,311.62
1 PT CALEA MGR NU 122 E $ 37.95 $ 49.34 $ 60.73 $ 78,944.76 $ 102,628.19 $ 126,311.62
2 POLICE CAPTAIN NU 122 E $ 37.95 $ 49.34 $ 60.73 $ 78,944.76 $ 102,628.19 $ 126,311.62
1 FIRE CAPTAIN NU 122 E $ 37.95 $ 49.34 $ 60.73 $ 78,944.76 $ 102,628.19 $ 126,311.62
1 DIRECTOR HUMAN RES NU 122 E $ 37.95 $ 49.34 $ 60.73 $ 78,944.76 $ 102,628.19 $ 126,311.62
1 FIRE CHIEF NU 123 E $ 40.61 $ 52.79 $ 64.98 $ 84,470.90 $ 109,812.16 $ 135,153.43
1 DIRECTOR OF FINANCE NU 123 E $ 40.61 $ 52.79 $ 64.98 $ 84,470.90 $ 109,812.16 $ 135,153.43
1 POLICE CHIEF NU 125 E $ 46.50 $ 60.44 $ 74.39 $ 96,710.73 $ 125,723.95 $ 154,737.17
1 VILLAGE MANAGER NU 126 E $ 52.88 $ 68.75 $ 84.62 $ 110,000.00 $ 143,000.00 $ 176,000.00
1 FIREFIGHTER/EMT IAFF 200 N $ 20.91 $ 27.19 $ 33.46 $ 43,500.00 $ 56,550.00 $ 69,600.00
17 FIREFIGHTER/MEDIC IAFF 202 N $ 23.50 $ 30.55 $ 37.60 $ 48,876.60 $ 63,539.58 $ 78,202.56
3 FIRE RESCUE LT IAFF 205 N $ 27.99 $ 36.38 $ 44.78 $ 58,212.81 $ 75,676.66 $ 93,140.50
1 RECORDS CLERK PBA 300 N $ 20.91 $ 27.19 $ 33.46 $ 43,500.00 $ 56,550.00 $ 69,600.00
7 JEMERG DISPATCHER PBA 1 300 N $ 20.91 $ 27.19 $ 33.46 $ 43,500.00 $ 56,550.00 $ 69,600.00
FY 2014 Adopted Budget Page 227 of 294
Village of North Palm Beach
PAY RANGES - FY 2013/14
Includes Evergreen Recommendations Effective 10/1/2013
(P/T positions shown with F/T annual rate for categorization purposes only)
*All union pay/ positions are shown for categorization purposes only and are subject to ratification of Collective Bargaining Agreements
# PT # FT Class Title Union Pay N Hrly Min Hrly Mid Hrly Max An Min An Mid An Max
Grade
22 POLICE OFFICER PBA 302 N $ 23.50 $ 30.55 $ 37.60 $ 48,876.60 $ 63,539.58 $ 78,202.56
6 POLICE SERGEANT PBA 306 N $ 29.67 $ 38.57 $ 47.47 $ 61,705.58 $ 80,217.26 $ 98,728.93
133 149
FY 2014 Adopted Budget Page 228 of 294
Village of North Palm Beach
Five Year Position Summary
General Fund Positions
160
140
120
100
80 jj(;
60
40
20
0
2010 2011 2012 2013 2014
0 Full Time 140 139 139 139 141
■Part Time 68 69 68 69 68
Country Club Positions
70
60 -
50 -
40 -
30 -
20 -
10
0 - oil
2010 2011 2012 2013 2014
■Full Time 5 7 5 6 8
■Part Time 21 64 56 54 65
FY 2014 Adopted Budget Page 229 of 294
VILLAGE OF NORTH PALM BEACH
VILLAGE GOVERNMENT EMPLOYEES BY FUNCTION
LAST TEN FISCAL YEARS(')
Unaudited
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Number of Employees:
General Government
Village Manager-Full-Time 1 1 1 1 1 1 1 1 1 1
Assistant Village Manager-Full-Time 1 0 0 0 0 0 0 0 0 0
Systems Specialist
Full-Time 1 2 2 2 2 2 2 3 3 3
Part-Time 0 0 0 0 1 1 1 0 0 0
Executive Secretary-Full-Time 1 1 1 1 1 1 1 1 1 1
Human Resources 2 2 2 2 2 2 2 2 2
Village Clerk-Full-Time 3 3 3 3 3 3 3 3 3 3
Finance
Full-time 5 5 5 5 5 5 5 5 5 5
Part-Time 0 0 0 1 1 1 1 1 1 1
Public Works
Full-time 62 54 47 48 38 37 37 37 37 37
Part-Time 6 3 0 0 0 0 0 0 0 0
Public Safety
Full-time 61 66 68 68 67 67 67 0 0 0
Part-Time 15 14 13 12 11 12 12 0 0 0
Law Enforcement
Full-time 0 0 0 0 0 0 0 43 43 43
Part-Time 0 0 0 0 0 0 0 12 13 13
Fire Rescue
Full-time 0 0 0 0 0 0 0 24 24 24
Part-Time 0 0 0 0 0 0 0 0 0 0
Community Development and Planning
Full-time 0 0 9 10 9 9 9 8 8 10
Part-Time 0 0 1 1 2 2 2 2 2 1
Leisure Services
Library
Full-time 8 7 7 7 6 6 6 6 6 6
Part-Time 7 8 8 8 10 10 10 10 10 10
Recreation
Full-time 5 15 15 17 9 7 6 6 6 6
Part-Time 15 31 39 42 42 42 43 43 43 43
Other Government-Country Club
Full-time 24 18 19 18 5 5 7 5 6 8
Part-Time 27 24 25 22 21 21 64 56 54 65
Total Number of Employees Budgeted FY Ending 242 254 265 268 236 234 279 268 268 282
• Variance exists due to the employment of seasonal and part-time employees
Source: Village of North Palm Beach Budget Report
FY 2014 Adopted Budget Page 230 of 294
4;y
_ pax _�•
M.
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FY 2014 Adopted Budget Page 231 of 294
Capital Improvement Plan
INTRODUCTION Capitalization Threshold Table:
Municipal government provides needed and desired services to the Capitalize and TDepreciate
public and in order to provide these services, the Village must Land Ca italizfurnish and maintain capital facilities and equipment. This is Land im rovements $25,0accomplished through the use of a Capital Improvement Plan(CIP). Buildin $50,0
The CIP is a five year projection of future improvements to existing Building Construction in Pro s $50,000
Improvements only
ntss Capitalize facilities, the acquisition of land and buildings, construction of new Machine & Equipment $aline
facilities and major equipment purchases. This includes the regular 5,000
Vehicle $
replacement of equipment such as vehicles and computer Infrastructure $$50,000
hardware/software. The Village Council adopts the five year plan as
a part of the annual budgeting process. The first year of the plan is
the only year for which funding is authorized. The remaining
four years of the CIP lists the capital proiects that will be done in The plan places projects in priority order, and schedules the projects
the future and their estimated cost...funding requirements are for funding and implementation. As presented, it is a five-year
identified, but are not authorized. forecast that allows the Village to plan ahead for its new capital and
renewal and replacement needs.
The Village of North Palm Beach defines a "capital outlay" as the
cost(s) associated with the acquisition of land land improvements Programming capital requirements over time can promote better use
buildings, building improvements, construction in progress, of the Village's financial resources, reduce costs and assist in the
machinery and equipment, vehicles and infrastructure, and other coordination of public and private development. Careful
tangible or intangible assets that are used in operations and that have management of its assets keeps the Village poised for flexible and
an initial useful life extending beyond a single reporting period. responsive strategic planning that allows the Village to proactively
Capital assets and infrastructure are capitalized and depreciated as prepare the groundwork for capital projects so when funding
outlined in the capitalization table below: opportunities arise, a plan is ready to be implemented. By looking
beyond year-to-year budgeting and projecting what, where, when
and how capital investments should be made, capital planning
enables the Village to maintain an effective level of service for the
present and future population.
FY 2014 Adopted Budget Page 232 of 294
THE CAPITAL IMPROVEMENT PLAN (CIP) circumstances that cause a more rapid deterioration of an asset.
Projects may be revised for significant costing variances.
The result of this continuing planning process is the CIP, which is
the Village's five-year roadmap for creating, maintaining, and The adoption of the CIP is neither a commitment to a particular
funding present and future capital requirements. The CIP serves as a project nor a limitation to a particular cost. As a basic tool for
planning instrument in conjunction with the Village Comprehensive scheduling anticipated capital projects, it is a key element in
Plan and the Village Council's Goals to identify needed capital planning and controlling future capital financing. When adopted, the
projects and coordinate the financing and timing of improvements in CIP provides the framework for the Village's management team and
a way that maximizes the return to the public. It provides a planned the Village Council with respect to investment planning, project
systematic approach to utilizing the Village financial resources in the planning and managing any debt.
most responsive and efficient manner to meet its service and facility
needs. It serves as the "blueprint" for the future of the community CIP REVIEW
and is a management and planning tool.
The Village Manager is responsible for reviewing capital project
The underlying strategy of the CIP is to plan for capital expenditures requests and providing recommendations to the Village Council.
necessary for the safe and efficient provision of public services in Each department submits requests for its capital funding
accordance with Village policies and objectives adopted in the requirements to the Village Manager. These requests could be for
Village's Comprehensive Plan. It involves conducting needs something as minor as the purchase of a piece of equipment to the
assessments and allowing for flexibility to take advantage of complete rebuild/new installation of a piece of infrastructure.
opportunities for capital investment. Capital planning decisions are
made based on an analysis of each project which includes: cost The Village Manager, along with the Finance Director and
versus benefits, capital renewal strategies, repair-versus-replacement Department Head, conduct an in-depth analysis of the impact of the
costs and new service demands. A critical element of a balanced CIP on cash flow and financial obligations, as well as the Village's
CIP is the provision of funds to both preserve or enhance existing ability to finance, process, design and ultimately maintain projects.
facilities and provide new assets to respond to changing service The fiscal impact for each individual project (including future
needs. maintenance and replacement costs), is also analyzed. The overall
goal is to develop CIP recommendations that:
While the program serves as the long range plan, it is reviewed and
revised annually in conjunction with the budget. Projects and their
scopes are subject to change as the needs of the community become
more defined and projects move closer to final implementation.
Priorities may be changed due to funding opportunities or
FY 2014 Adopted Budget Page 233 of 294
• Preserve the past, by investing in the continued upgrade of consequences if the project is delayed, possibly impacting the
Village assets and infrastructure; public health, safety, and welfare of the community, or
• Protect the present with improvements to Village facilities having a significant impact on the financial well being of the Village. The project must be initiated or
and infrastructure; financial/opportunity losses will result.
• Plan for the future. 2. The project is important and addressing it is necessary. The
project impacts safety, law enforcement, public health,
CIP CRITERIA & CATEGORIES welfare, economic base, and/or quality of life in the
The CIP is developed through input by professional staff, citizens of community.
North Palm Beach, and elected Village officials. There are typically 3. The project would enhance the quality of life and would
more proposals than can be funded in the five-year CIP period, so provide a benefit to the community. Completion of the
the projects are evaluated and ranked in order of priority according project would improve the community providing cultural,
to the following guidelines: recreational, and/or aesthetic effects.
4. The project would be an improvement to the community, but
a) Whether the proposed project is financially feasible, in terms need not be completed within a five-year CIP.
of its impact upon Village budget potential;
b) Whether the project is needed to protect public health and Based on the criteria and category, the project is either included in
safety, to fulfill the Village's legal commitment to provide the CIP or excluded.
facilities and services, or to preserve, achieve full use of, or
increase the efficiency of existing facilities; CIP POLICIES
c) Whether the project represents a logical extension of . The Village will adopt the first year of a multi-year plan for
facilities and services within a designated Village Planning capital improvements, update it annually and make every
Area; and attempt to complete all capital improvements in accordance
d) Whether or not the proposed project is consistent with plans with the plan.
of State agencies and the South Florida Water Management.
• The Village will coordinate the development of the CIP
Further, the projects are broken down into the following categories: budget with the development of the operating budget to
ensure future operating expenditures and revenues associated
1. The project is urgent and/or mandated, and must be with new capital improvements will be projected and
completed quickly. The Village could face severe incorporated into the current and future operating budgets.
FY 2014 Adopted Budget Page 234 of 294
• The Village will maintain its physical assets at a level directly linked to the assessed value of individual property,
adequate to protect the Village's capital investment and not to the consumption of specific goods and services.
minimize future maintenance and replacement costs.
• Non-Ad Valorem Revenues: These types of revenues can be
• In making or providing of capital improvements, The Village pledged to support various types of bond issues. Such bonds
shall not incur a general obligation debt requiring the full are similar to general obligation bonds in that proceeds are
faith and credit and taxing power of the Village that exceeds often used for general government purposes and repayment is
five (5%) of the property tax base of the Village. For Fiscal unrelated to the revenue generating capacity of the project
Year 2014, this amounts to $76.37 million. The Village has being financed. However, unlike general obligation bonds,
no general obligation debt. non-ad valorem revenue bonds are payable solely from
revenues derived from the pledged revenue (such as sales tax,
CIP FINANCING/FUNDING ALTERNATIVES local option fuel tax, and the guaranteed portion of municipal
sharing).
Capital improvements may be funded by a variety of means
depending on the nature of the project, availability of funds, and the • User Fees and Charges: These revenues include a variety of
policies of Village Council. Financing decisions are made based on license and permit fees, facility and program fees, and fines.
established Village policies and available financing options directly They are rarely used as debt security for non-Enterprise Fund
related to project timing and choice of revenue sources. The funding capital projects, but could be a source of direct funding of a
methodology for the CIP is reliant upon available resources small capital improvement.
including regular operating funds, funds from grants and user fees,
useful life of the improvement, and sharing the costs between current • Enterprise Fund User Fees: These revenues are derived from
and future users. While some projects can be delayed until funds self-supporting business enterprises (Country Club) which
from existing revenues are available, others cannot. The Village provide services in return for compensation. The enterprise
explores all options such as ad valorem taxes, grants, developer revenue used to secure debt is commonly termed "net-
contributions, user fees, bonds, loans, and undesignated reserves to revenue"consisting of gross revenues less operating costs.
fund improvements. The following financing sources are available
to fund the CIP: • Note: A written, short-term promise to repay a specified
amount of principal and interest on a certain date, payable
• Ad Valorem Taxes: The Village does not use these funds as a from a defined source of anticipated revenue. Usually notes
debt security due largely to the required electoral approval mature in one year or less. Rarely used by the Village.
(voter referendum) prior to issuance. Property taxes are
FY 2014 Adopted Budget Page 235 of 294
• Commercial Paper: Generally defined as short term, General Obligation Bonds: A bond secured by the
unsecured promissory notes issued by organizations of full faith and credit of the Village's ad valorem taxing
recognized credit quality, usually a bank. Rarely used by the power. These are not used by the Village due to
Village. the requirement for a voter referendum.
• Grant: Contribution or gift of cash or other asset from Revenue Bonds: Bonds payable from a specific
another government to be used or expended for a specific revenue source, not the full faith and credit of an
purpose, activity or facility. issuer's taxing power and require no electoral
approval. Pledged revenues are often generated by
• Developer Contributions: Monies paid by developers in lieu the operating or project being financed.
of land dedications. These contributions are used for parks
and recreational purposes. The administrative ability to seek and utilize the best possible
source, or combination of sources, from the various alternatives for
• Capital Improvement Plan (CIP) Funds: Periodically, financing Capital Improvements can maximize the Village's Capital
General Fund budgetary savings at fiscal year-end are Improvement Plan, saving the cost of inefficiencies, which occur
transferred to the Village's Capital Projects Fund as "CIP from not adequately addressing capital needs. The future
Funds". These savings roll over from year to year and are development, growth and general well being of our citizens are
utilized for funding the Five-Year Capital Improvement Plan directly related to an affordable and realistic Capital Improvement
(CIP); this process reduces the impact of the CIP on the Plan.
Village's Annual General Fund Budget and millage rate.
Village Council approval is required for both the transfer and THE CIP SCHEDULE AND PROJECT LISTS
use of CIP Funds.
The CIP includes a comprehensive listing of all projects contained in
• Unassigned Fund Balance: Fund balance that has not been the Five-Year CIP. Projects included in the CIP were evaluated
assigned to other funds and has not been restricted, based on the criteria mentioned above. Application of these criteria
committed or assigned to specific purposes within the general ensures that each project recommended for Council consideration
fluid does indeed support the policy objectives of the Village's long-term
planning documents and identifies a basis for scheduling and
• Bond: An issuer's obligation to repay a principal amount on allocation of resources. The Fiscal Year 2014-2018 CIP
a certain date (maturity date) with interest at a stated rate. recommends a total investment of$8.41 million in the Village of
Bonds are distinguishable from notes in that notes mature in North Palm Beach's capital facilities and equipment during a
a much shorter time period. five-year period.
FY 2014 Adopted Budget Page 236 of 294
The first year (2014) is the most active and important year of the The five year CIP is presented in the following pages along with the
CIP. The total budget request for capital improvements in FY 2014 detailed capital project request forms for the first year of the plan
is $3,334,284; however, $2,100,000 will be funded with Grant Funds (2014). These request forms list the capital item to be undertaken or
and $1,222,284 will be funded with Village CIP Funds. The purchased, the estimated impact on the operating budget, and the
remaining amount, $12,000, is the total to be included in the method of financing the project.
departmental capital outlay allocation in the Country Club
Annual Budget.
A brief summary of the first year of the plan (2014) is as follows:
Description Annual Grant CIP Funds
Budget Funds
Library Lobby Window Replacement $110,250
Air Handler Replacement $ 84,634
Vehicle Replacement $417,000
Building Department Renovation $ 75,000
Library Roof Replacement $159,600
Re-roof PW storage building $ 55,000
Generator Replacement $ 60,000
Large Scanner $ 5,000
"Quick-Tip"Dumpster Attachment $ 30,000
Case Tractor Replacement $ 25,000
Lightning Detection System $ 15,000
Replacement of indoor bleachers $ 40,000
Cardiac Monitor Defibrillators $ 67,000
Thermal Imaging Cameras $ 35,000
Garage Door Replacement $ 43,800
Anchorage Park(*) $2,100,000
Driving Range Cart $12,000
Total $12,000 $2,100,000 $1,222,284
(*)Funding Source: Grant Funds
FY 2014 Adopted Budget Page 237 of 294
Village of North Palm Beach
Five Year CIP Summary
Fiscal Year 2014 - 2018
5 year CIP
By Department
Community
Country 7 C00 b
Development 5,91% Total 5 Year CIP
$184,000
2.19%
Library $8,411,701
f� $395%
3.95%
Public Works
$3.295,417
39.18%
Parks&Recreation
$2, 0 5 year CIP
27749%
.49%
By Funding Source
Public Safety
$1,790,800
2129%
Grant
$2,100,000
24.97%
5 year CIP
By Category
Playground&Outside
Equipment
$45,000
0.53% Lease
Machinery&Equipment $
$648,434 458,000
771% 544%
Automotive
$3,598,141
42.78%
i
Village
Construction&Major
Renovation $5,853,701
$4,120,126 69.59%
48.98%
FY 2014 Adopted Budget Page 238 of 294
Village of North Palm Beach
5 Year Capital Improvement Plan Summary
FY 2014-2018
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total
Cost by CIP Year Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5)
Category/Department
Automotive:
Community Development 22,000 20,000 22,000 40,000 $ 104,000
Country Club 12,000 458,000 27,000 $ 497,000
Public Safety 95,000 431,000 185,000 796,000 32,000 $ 1,539,000
Public Works 282,000 274,700 441,821 223,620 218,000 $ 1,440,141
Parks&Recreation 18,000 $ 18,000
Subtotal Automotive: 429,000 725,700 1,106,821 1,059,620 277,000 $ 3,598,141
Machinery&Equipment:
Country Club $
Community Development 5,000 S 5,000
Library 62,634 $ 62,634
Public Safety 145,800 106,000 $ 251,800
Public Works 115,000 50,000 15000 $ 180,000
Parks&Recreation 77,000 72,000 $ 149,000
$
Subtotal Machinery&Equipment 405,434 228,000 - - 15,000 S 648,434
Construction&Major Renovation:
Community Development 75,000 $ 75,000
Library 269,850 $ 269,850
Public Works 55,000 560,092 280,092 480,092 300,000 $ 1,675,276
Parks&Recreation 2,100,000 $ 2,100,000
Comtry Club $
Public Safe $
Subtotal Construction&Major Renovation 2,499,850 560,092 280,092 480,092 300,000 $ 4,120,126
Computer Hardware&Software:
Information Technology $
Subtotal Computer Hardware&Software - - - - - $ -
Playground&Outside Equipment:
Parks&Recreation 45000 $ 45,000
Subtotal Playground&Outside Equipment - 45,000 - - - $ 45,000
Estimated Total Cost $ 3,334,284 $ 1,558,792 $ 1,386,913 $ 1,539,712 $ 592,000 $ 8,411,701
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total
Funding Source Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5)
Village 1,234,284 1,558,792 928,913 1,539,712 592,000 $ 5,853,701
Grant 2,100,000 $ 2,100,000
Lease 458,000 $ 458,000
Developer Contribution $
Estimated Total Funding S 3,334,284 $ 1,558,792 $ 1,386,913 $ 1,539,712 $ 592,000 $ 8,411,701
FY 2014 Adopted Budget Page 239 of 294
Z
4
FY 2014 Adopted Budget Page 240 of 294
The Village of North Palm Beach
Fiscal Year 2013-2014 Budget
General Fund Capital Outlay(Funding Source: CIP Funds)
Department Amount
Community Development
Vehicle Replacement 22,000
Large Scanner 5,000
Building Department Renovation 75,000 102,000
Library
Replacement of lobby windows 110,250
Air Handler replacement(6) 62,634
Roof Replacement 159,600 332,484
Public Safety
Vehicle Replacement-Law Enforcement(3) 95,000
Replacement of(2)Cardiac Monitor/Defibrillators 67,000
Replacement of(2)Thermal Imaging Cameras 35,000
Replacement of Garage Doors 43,800 240,800
Public Works
Replacement of 15 KW Generator with 30 KW Generator 60,000
Vehicle Replacement-Facility Services(1) 26,000
Vehicle Replacement-Sanitation(2) 210,000
Vehicle Replacement-Streets&Grounds(2) 46,000
"Quick Tip"Dumpster attachment(1) 30,000
Re-roof storage building 55,000
Replacement of(1)Case Tractor 25,000 452,000
Parks&Recreation
Vehicle Replacement(1) 18,000
Air Handler replacement(2) 22,000
Lightning Detection System 15,000
Replacement of(2)bleachers 40,000 95,000
Total Fiscal Year 2013-2014 Capital Outlay $ 1,222,284
FY 2014 Adopted Budget Page 241 of 294
Village of North Palm Beach
5 Year Capital Improvement Plan
FY 2014-2018
Fund: General Fund Department: Community Development Division: All Divisions
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total
Cost by CIP Year Bud et Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5)
Description Current Inventory Estimated Life
Automotive: $
Sport ility Vehicle 2006(1);2008(1) 7 Years/100k miles 22,000 21000 $ 44,000
S10 Pickup 2000(1);2002(1);2009(2) 7 Years/I00kmiles 20,000 40.000 $ 60,000
F150 Pickup 2013(2) 7 Years/100k miles $ -
Subtotal Automotive 22,000 20,000 22,000 40,000 $ 104,000
Computer Hardware&Software: i $ -
New Software 1 2011 $ -
Subtotal Computer Hardware&Software - - - - $ -
Machinery&Equipment: $ -
Large Format Scanner 10 Years 5,000 $ 5,000
Subtotal Machinery&Equipment 59000 $ 5,000
Construction&Major Renovation: $ -
Building Department Renovation 10 Years 75,000 $ 759000
Subtotal Construction&Renovation 75,000 - $ 75,000
Estimated Total Cost $ 102,000 $ 209000 $ 22,000 $ 409000 $ $ 1849000
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total
Funding Source Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5)
Village 102,000 20,000 22,000 40,000 $ 184,000
Grant 5 -
Other 5 -
Estimated Total Funding $ 1029000 $ 209000 $ 22,000 $ 40,000 $ $ 184,000
Annual Operating Cost Increases Created by Project: $
Description of Operating Impact: No operating Impact
FY 2014 Adopted Budget Page 242 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Community Development
Project Title: Vehicle Replacement Division: Building Department
Description/Detail: Replace 2002 Chevrolet S 10 Pickup Truck with Ford F-150 2WD 145"Su ercab XLT
Capital Account(Check Appropriate):
Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
X Automotive(#66410) Construction&Major Renovation(#66210)
Other Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
X Scheduled replacement Number of units requested: 1
Present equipment obsolete
Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 22,000.00 $ 22,000.00
Increased safety Plus:Installation or other costs - $
Construction/Major Improvement Less:Trade-in or other discount - $
Other(Please specify) Net Purchase Cost $ 22,000.00 $ 22,000.00
Estimated Useful Life in Years: 7 Years/100K miles
Replaced item(s): Funding Source(List Amount):
Item Disposition Method $ 22,000.00 Village Lease
2002 S10 PickupTruck Auction Grant Developer Fees
Debt Service Other
Operating Impact: Purchasing the vehicle will reduce maintenance cost Other Comment:
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
5 Vehicle 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land Improvement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 243 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Community Development
Project Title: Building Department for Tenant Space Build Out Division: Building Department
Description/Detail: Tenant Build Out/Remodel for Building Department to meet future needs of the department and better customer service
Capital Account(Check Appropriate):
Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
Automotive(#66410) X Construction&Major Renovation(#66210)
Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
Scheduled replacement Number of units requested: 1
Present equipment obsolete
Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 75,000.00 $ 75,000.00
Increased safety Plus:Installation or other costs - $
X Construction/Major Improvement Less:Trade-in or other discount - $ -
Other(Please specify) Net Purchase Cost $ 75,000.00 $ 75,000.00
Estimated Useful Life in Years:
Replaced item(s): Funding Source(List Amount):
Item Disposition Method $ 75,000.00 Village Lease
N/A Grant Developer Fees
Debt Service Other
Operating Impact: Building Department build out for better workflow Other Comment:
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
3 Building Improvement 50,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land hnprovement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 244 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Community Development
Project Title: Large Format Scanner Division: Building Department
Description/Detail: Purchase Large Format Scanner
Capital Account(Check Appropriate):
X Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
Automotive(#66410) Construction&Major Renovation(#66210)
Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
Scheduled replacement Number of units requested: 1
Present equipment obsolete
Replace worn-out equipment Per Unit Total
X Improve procedures,records,etc. Purchase Price 5,000.00 $ 5,000.00
Increased safety Plus:Installation or other costs - $
Construction/Major Improvement Less:Trade-in or other discount - $
Other(Please specify) Net Purchase Cost $ 5,000.00 $ 5,000.00
Estimated Useful Life in Years: 10
Replaced item(s): Funding Source(List Amount):
Item Disposition Method $ 5,000.00 Village Lease
Grant Developer Fees
Debt Service Other
Operating Impact: Reduce paper record storage for large plans(24X36) Other Comment:
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
4 Machinery&Equipment 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land Improvement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 245 of 294
Village of North Palm Beach
5 Year Capital Improvement Plan
FY 2014-2018
Fund: General Fund Department: Library Division: N/A
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total
Cost by CIP Year Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5)
Description Current Inventory Estimated Life
Construction&Major Renovation:
Roofr lacement 30-39 years 159,600 $ 159,600
Replace lobby windows 40 years 110,250 $ 1109250
$
Subtotal Construction&Major Renovation 269,850 $ 269,850
Machinery&Equipment:
Replace A/C Handlers 10-15 years 62,634 $ 62,634
Subtotal Machinery&Equipment 62,634 $ 62,634
Estimated Total Cost 332,484 $ 332,484
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total
Funding Source Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5)
Village 332,484 $ 332,484
Grant $
Other $
Esflmated Total Funding 332,484 $ 332,484
Annual Operating Cost Increases Created by Project: S
Description of Operating Impact: No operating Impact
FY 2014 Adopted Budget Page 246 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Library
Project Title: Roof Replacement Division: N/A
Description/Detail: Tear off old roof material and replace with new roofing.
Capital Category(Check Appropriate):
Machinery&Equipment(#66490) Audio,Visual,Conan.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
Automotive(#66410) x Construction&Major Renovation(#66210)
Purpose of Expenditure(Check Appropriate): Cost:
Scheduled replacement Number of units requested: 1
Present equipment obsolete
Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 159,600.00 $ 159,600.00
Increased safety Plus:Installation or other costs - $ -
x Construction/Major hnprovement Less:Trade-in or other discount $
Other(Please specify) Net Purchase Cost S 159,600.00 $ 159.600.00
Estimated Useful Life in Years: 30-39 years
Replaced item(s): Funding Source(List Amount):
Item Disposition Method 159,600.00 Village Lease
Old roofing Tear off and discard Grant Developer Fees
Debt Service Other
Operating Impact: none Other Comment:
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
3 Building Improvement 50,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land Improvement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 247 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Library
Project Title: A/C Air Handlers Division: N/A
Description/Detail: Replace six 6 A/C Air Handlers
Capital Account(Check Appropriate):
x Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
Automotive(#66410) Construction&Major Renovation(#66210)
Purpose of Expenditure(Check Appropriate): Cost:
Scheduled replacement Number of units requested: 6
Present equipment obsolete
x Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 10,439.00 $ 62,634.00
Increased safety Plus:Installation or other costs - $ -
Construction/Major Improvement Less:Trade-in or other discount - $ -
Other(Please specify) Net Purchase Cost $ 10,439.00 $ 62,634.00
Estimated Useful Life in Years: 10 to 15 years
Replaced item(s): Funding Source(List Amount):
Item Disposition Method $ 62,634.00 Village Lease
Older Air Handlers discard Grant Developer Fees
Debt Service Other
Operating Impact: none Other Comment:
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
4 Machinery&Equipment 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land Improvement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 248 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Library
Project Title: Lobby Window Replacement Division: N/A
Description/Detail: Replace lobby windows
Capital Category(Check Appropriate):
Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
Automotive(#66410) x Construction&Major Renovation(#66210)
Purpose of Expenditure(Check Appropriate): Cost:
Scheduled replacement Number of units requested: 1
Present equipment obsolete
Replace wom-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 110,250.00 $ 110,250.00
Increased safety his Installation or other costs - $ -
x Construction/Major Improvement Less:Trade-in or other discount $
Other(Please specify) Net Purchase Cost $ 110,250.00 $ 110,250.00
Estimated Useful Life in Years: 40 years
Replaced item(s): Funding Source(List Amount):
Item Disposition Method 110,250.00 Village Lease
old windows discard Grant Developer Fees
Debt Service Other
Operating Impact: none Other Comment:
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
3 Building Improvement 50,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land Improvement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 249 of 294
Village of North Palm Beach
5 Year Capital Improvement Plan
FY 2014-2018
Public Safety
Fund: General Fund Department: All Departments Division: S/A
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total
Cost by CIP Year Budget Year ear#1 ear#2 ear#3 'ear#4 'ear#5
Description Current Inventory Estimated Life
Automotive:
2012(2);2011(1);2010(3);
2008(1);2007(5);2005(3);
Patrol/Vehicles 2005(1);2004 1 7 years or 100,000 miles 63,500 288,000 96,000 32,000 $ 479,500
Patrol Boat 1999(1) 15 years, $
2013(3);2012(2);2008(2);
Undercover Vehicles 2008(1);M'1';2004 1 7 years or 100,000 miles 31,500 63,000 $ 94,500
Replacement Boat En 00
Engines 29 2 3 years $
Marine Unit Truck 2002(l) 7 years or 100,000 miles 28,000 $ 28,000
K-9 Vehicles 2008(l) 7 years or 100,000 miles 32,000 $ 32,000
Crime Scene Vehicle 1996(l) 10 ears $
Fire Engine 2003(2) 20 years, $
Yukon 2004(1);2013 1 10 ears $
Suburban(replaced by 2004 Yukon 2002(l) 10 ears $
Support Truck 1987(l) 30 ears 100,000 $ 100,000
S-10 Pick-Up Tmck 2002(l) 13 years 20,000 $ 20,000
Quintuplet Fire Apparatus 1997(l) 20 years 600,000 $ 600,000
Ambulance 2003 1 2010 1 6 years 185,000 $ 185,000
Subtotal Automotive: 95,000 431,000 185,000 796,000 32,000 $ 1,539,000
Machinery&Equipment:
800 WU Radio System, 2008 10 ears $
Breathing Air Compressor 1999(1) 20 years $
Cardiac Mondor/Defibrillator 2009(2) 5 years 67,000 S 67,000
Self-contained Breathing Apparatus 2013 27 12 yem $
Hydraulic Extrichon Tools 2003(2) 12 yem 60,000 S 60,000
Power Stretchers 2008(2) 7 years 46,000 S 46,000
Thermal Imaging Camera 2002(2) 12 yem 35,000 $ 35,000
60 Ton A/C Chiller 2012 10-12 years $
Replace garage doors 1999 15 years 43,800 $ 43,800
Subtotal Machinery&Equipment 145,800 106,000 $ 251,800
Construction&Major Renovation
Replace stonework around budding 2013 $
Subtotal Construction&Major Renovation $
Estimated Total Cost $ 240,800 $ 537,000 $ 185,000 $ 796,000 $ 32,000 $ 1,790,800
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total
Funding Source Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5)
Village 240,800 537,000 185,000 796,000 32,000 S 1,790,800
Grant $
Other $
Estimated Total Funding $ 240,800 S 537,000 S 185,000 S 796,000 S 32,000 S 1,790,800
Annual Operating Cost Increases Created by Project: $
Description of Operating Impact: No operating Impact
FY 2014 Adopted Budget Page 250 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Police Department
Project Title: Vehicle Replacement Division: N/A
Description/Detail: Marked Patrol Vehicle
Capital Account(Check Appropriate):
Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
X Automotive(#66410) Construction&Major Renovation(#66210)
Other Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
X Scheduled replacement Number of units requested: 1
Present equipment obsolete
Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 32,000.00 $ 32,000.00
Increased safety Plus:Installation or other costs - $
Construction/Major Improvement Less:Trade-in or other discount - $
Other(Please specify) Net Purchase Cost $ 32,000.00 $ 32,000.00
Estimated Useful Life in Years: 7
Replaced item(s): Funding Source(List Amount):
Item Disposition Method $ 32,000.00 Village Lease
2005 Ford Interceptor Auction Grant Developer Fees
Debt Service Other
Operating Impact: Other Comment:
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
5 Vehicle 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land hnprovement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 251 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Police Department
Project Title: Vehicle Replacement Division: N/A
Description/Detail: Marked Supervisor Vehicle
Capital Account(Check Appropriate):
Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
X Automotive(#66410) Construction&Major Renovation(#66210)
Other Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
X Scheduled replacement Number of units requested: 1
Present equipment obsolete
Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 31,500.00 $ 31,500.00
Increased safety Plus:Installation or other costs - $
Construction/Major Improvement Less:Trade-in or other discount - $
Other(Please specify) Net Purchase Cost $ 31,500.00 $ 31,500.00
Estimated Useful Life in Years: 7
Replaced item(s): Funding Source(List Amount):
Item Disposition Method $ 31,500.00 Village Lease
2004 Pontiac Auction Grant Developer Fees
Debt Service Other
Operating Impact: Other Comment:
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
5 Vehicle 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land hnprovement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 252 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Police Department
Project Title: Vehicle Replacement Division: N/A
Description/Detail: Unmarked vehicle for detective bureau
Capital Account(Check Appropriate):
Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
X Automotive(#66410) Construction&Major Renovation(#66210)
Other Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
X Scheduled replacement Number of units requested: 1
Present equipment obsolete
Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 31,500.00 $ 31,500.00
Increased safety Plus:Installation or other costs - $
Construction/Major Improvement Less:Trade-in or other discount - $
Other(Please specify) Net Purchase Cost $ 31,500.00 $ 31,500.00
Estimated Useful Life in Years: 7
Replaced item(s): Funding Source(List Amount):
Item Disposition Method $ 31,500.00 Village Lease
2008 Chysler 500 Auction Grant Developer Fees
Debt Service Other
Operating Impact: Other Comment:
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
5 Vehicle 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land hnprovement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 253 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Fire Rescue
Project Title: Cardiac Monitor/Defibrillator Replacement Division: N/A
Description/Detail: Replacement of two 2 cardiac monitor/defibrillators that have reached their useful service life.
Capital Account(Check Appropriate):
X Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
Automotive(#66410) Construction&Major Renovation(#66210)
Other Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
X Scheduled replacement Number of units requested: 2
X Present equipment obsolete
Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 33,500.00 $ 67,000.00
Increased safety Plus:Installation or other costs - $
Construction/Major Improvement Less:Trade-in or other discount - $
Other(Please specify) Net Purchase Cost $ 33,500.00 $ 67,000.00
Estimated Useful Life in Years: 5 years
Replaced item(s): Funding Source(List Amount):
Item Disposition Method X Village Lease
Cardiac Monitor Poss Trade Grant Developer Fees
Debt Service Other
Operating Impact: No additional budget impact.Replaces items one for one. Other Comment:
May result in reduced maintanance cost due to new warranty.
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
4 Machinery&Equipment 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land Improvement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 254 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Fire Rescue
Project Title: Thermal Imaging Camera Replacement Division: N/A
Description/Detail: Replacement of two 2 twelve year old thermal imaging cameras that have met their useful service life.
Capital Account(Check Appropriate):
X Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
Automotive(#66410) Construction&Major Renovation(#66210)
Other Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
X Scheduled replacement Number of units requested: 2
X Present equipment obsolete
Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 17,500.00 $ 35,000.00
X Increased safety Plus:Installation or other costs - $
Construction/Major Improvement Less:Trade-in or other discount - $
Other(Please specify) Net Purchase Cost $ 17,500.00 $ 35,000.00
Estimated Useful Life in Years: 10 years
Replaced item(s): Funding Source(List Amount):
Item Disposition Method X Village Lease
TICS junk/obsolete Grant Developer Fees
Debt Service Other
Operating Impact: No additional budget impact,this replaces units one for one. Other Comment: Current units are first generation technology and are obsolete.
New units will provide enhanced operating capabilties.
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
4 Machinery&Equipment 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land Improvement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 255 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Public Safety Building
Project Title: Garage Door Replacement Division: N/A
Description/Detail: Replace garage doors
Capital Account(Check Appropriate):
X Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
Automotive(#66410) Construction&Major Renovation(#66210)
Other Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
Scheduled replacement Number of units requested: 6
Present equipment obsolete
X Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 7,300.00 $ 43,800.00
X Increased safety Plus:Installation or other costs - $ -
Construction/Major Improvement Less:Trade-in or other discount - $ -
Other(Please specify) Net Purchase Cost $ 7,300.00 $ 43,800.00
Estimated Useful Life in Years: 15-20 years
Replaced item(s): Funding Source(List Amount):
Item Disposition Method X Village Lease
garage door junk Grant Developer Fees
Debt Service Other
Operating Impact: This replaces original garage door that have unusual wear& Other Comment: These doors have experienced cable breakage causing the door
tear due to improper installation.These door have already had failures to drop unexpectedly,and one door has had a high-tension
that have compromised the safety of personnel. spring break causing parts of that spring and drum assemly
to break apart and become flying debris within the fire bays.
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
4 Machinery&Equipment 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land Improvement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 256 of 294
Village of North Palm Beach
5 Year Capital Improvement Plan
FY 2014-2018
Fund: General Fund Department: Public Works Division: All Divisions
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total
Cost CIP Year Budget Year(Year#1 (Year#2 (Year#3 (Year#4 ear#5
Description Current Inventory Estimated Life
Automotive:
3/4 Ton Utility Vehicle 2007(1) 7 years 26,000 $ 26,000
Bucket Track 2000(1) 12 year, 53,000 $ 53,000
Colorado 2006(l) 10 years 16.000 $ 16,000
Dodge 2500 RAM 2002(2);2006(1);2010 1 10 years 51.000 26,000 $ 77,000
Dump Track 2006(l) 12 years $
F350 Track 1995(l) 20 24,000 $ 24,000
F450 Crew Cab Track 2000(l) 12 years 31,500 $ 31,500
2001(1);2002(1);2004(1);
Garbage Trucks 2006(1);2007(2);2009(1) 10 years 190.000 195.'00 201,571 207.620 218,000 $ 1,012,891
Ughtning Loader 2003(l) 7 years 125,000 $ 125,000
Ram 3500 Flatbed 2007(1) 15 years $
S-10 Pick-up 2000 1 2001(l) 7 years/12 years 41.000 $ 41,000
Small Dump Truck 2000(1) 12 years 33,750 $ 33,750
Subtotal Automotive: 282M0 274,700 441,821 223,620 218,000 $ 1,440,141
Construction&Major Renovation:
Asphalt Ovala-AII s 2013 10 $
Asphalt Overla-Streets 2011 10 280,092 280,092 280.092 300,000 $ 1 140 76
Comity Club Parkin Lot(60%) 2011 10 $
Fuel Tank R lacemat 2007 20 $
Perimeter wall amtmd PW 2011 20 $
PW Parking Lot Drainage&Surface 15 years 80,000 $ 80,000
Re-roofstora ebnil 20 years SSA00 $ 55,000
Service Afie Wall 20 years 200,000 200.000 $ 400,000
Southwest Nei hood-new sidewalks(*) (*)See note 20 years $
Village Wide Sidewalks 2013 $
Subtotal Construction&Major Renovation 55000 560,092 280,092 480,092 300,000 $ 1,675,276
Machinery&Equipment:
Back Hoc 1999(l) 15 years, 50.000 $ 50,000
Ballfield Grooms 2013(l) 10 years
Case Tractor Case 1988 1 25 years 25,000 $ 25,000
Ford Tract. 2006(1) 25 years $
Generator 1990(1) 15 years 60,000 $ 60,000
Pallete Racks for storage 2010 10 years $
"Quick Tip"Dumpraer Attachment 2012(l) 10 years 30,000 $ 30,000
1995(1);1997(2);1998(1);
Sanitation Utility Vehicle 1999(2);2001 4 4 eazs $
Utility Trailer 1988 20 ears 15,000 $ 15,000
Subtotal Machinery&Equipment 115000 50,000 15,000 $ 180,000
Estimated Total Cost S 452,000 $ 8M,792 $ 721,913 $ 703,712 $ 533,000 $ 3,295,417
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total
Funding Source Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5)
Village 452,000 884,792 721,913 703,712 1 533,000 $ 3,295,417
Grant $
Other K I I$
Estimated Total Funding 452,000 $ 884,792 $ 721,913 $ 703,712 1$ 533,000 1$ 3,295,417
(")This project was identified,approved and funded during Fiscal Year 2011;The entire estimated cost($431,992)was funded from the Village's Unassigned Food Balance in Fiscal Year 2011.The project is expected to be complete in
Fiscal Year 2014 and is listed here for infonmtional purposes only.
Description of0perating Impact: No operating Impact
FY 2014 Adopted Budget Page 257 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Public Works
Project Title: Vehicle Replacement Division: Streets&Grounds
Description/Detail: Replacement of Case Tractor
Capital Account(Check Appropriate):
X Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
Automotive(#66410) Construction&Major Renovation(#66210)
Other Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
Scheduled replacement Number of units requested: 1
Present equipment obsolete
X Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 25,000.00 $ 25,000.00
Increased safety Plus:Installation or other costs - $
Construction/Major Improvement Less:Trade-in or other discount - $
Other(Please specify) Net Purchase Cost $ 25,000.00 $ 25,000.00
Estimated Useful Life in Years: 12 Years
Replaced item(s): Funding Source(List Amount):
Item Disposition Method X Village Lease
Grant Developer Fees
Case Tractor(1) Surplus Auction Debt Service Other
Operating Impact: Other Comment:
Reduction in annual maintenance expense associated with this equipment.
This tractor was purchased in 1988.Current performance and maintenance requirements have
exceeded reasonable expectations and the equipment needs to be replaced.
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
4 Machinery&Equipment 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land hnprovement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 258 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Public Works
Project Title: Vehicle Replacement Division: Streets&Grounds
Description/Detail: Replace 2002 Dodge Ram pick-up w/lift gate
Capital Account(Check Appropriate):
Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
X Automotive(#66410) Construction&Major Renovation(#66210)
Other Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
X Scheduled replacement Number of units requested: 1
Present equipment obsolete
Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 25,000.00 $ 25,000.00
Increased safety Plus:Installation or other costs - $
Construction/Major Improvement Less:Trade-in or other discount - $
Other(Please specify) Net Purchase Cost $ 25,000.00 $ 25,000.00
Estimated Useful Life in Years: 10 Years
Replaced item(s): Funding Source(List Amount):
Item Disposition Method X Village Lease
Grant Developer Fees
Vehicle#31 Surplus Auction Debt Service Other
Operating Impact: Other Comment:
Reduction in annual maintenance expense associated with this vehicle.
Vehicle#31 is a 2002 Ford Dodge Ram 2500 Pick-Up.The current vehicle mileage is
152,000 and anticipated to be 160,000 miles at time of replacement.The vehicle has been in
service since it was purchased as a Public Works Streets and Grounds Division service
vehicle.
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
5 Vehicle 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land hnprovement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 259 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Public Works
Project Title: Vehicle Replacement Division: Streets&Grounds
Description/Detail: Replacement of 5-10 Pickup
Capital Account(Check Appropriate):
Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
X Automotive(#66410) Construction&Major Renovation(#66210)
Other Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
X Scheduled replacement Number of units requested: 1
Present equipment obsolete
Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 21,000.00 $ 21,000.00
Increased safety Plus:Installation or other costs - $
Construction/Major Improvement Less:Trade-in or other discount - $
Other(Please specify) Net Purchase Cost $ 21,000.00 $ 21,000.00
Estimated Useful Life in Years: 10 Years
Replaced item(s): Funding Source(List Amount):
Item Disposition Method X Village Lease
Grant Developer Fees
Vehicle#39 Surplus Auction Debt Service Other
Operating Impact: Other Comment:
Reduction in annual maintenance expense associated with this vehicle.
Vehicle#39 is a 2001 Chevrolet 5-10 Pick-Up.The current vehicle mileage is 51,000 and
anticipated to be 55,000 miles at time of replacement.The vehicle has been in service since it
was purchased as a Public Works Streets and Grounds Division service vehicle. Vehicle wear
and condition exceeds reasonable utility for continued use.
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
5 Vehicle 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land hnprovement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 260 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Public Works
Project Title: Vehicle Replacement Division: Sanitation
Description/Detail: Replacement of 5-10 Pickup
Capital Account(Check Appropriate):
Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
X Automotive(#66410) Construction&Major Renovation(#66210)
Other Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
X Scheduled replacement Number of units requested: 1
Present equipment obsolete
Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 20,000.00 $ 20,000.00
Increased safety Plus:Installation or other costs - $
Construction/Major Improvement Less:Trade-in or other discount - $
Other(Please specify) Net Purchase Cost $ 20,000.00 $ 20,000.00
Estimated Useful Life in Years: 10 Years
Replaced item(s): Funding Source(List Amount):
Item Disposition Method X Village Lease
Grant Developer Fees
Vehicle#62 Surplus Auction Debt Service Other
Operating Impact: Other Comment:
Reduction in annual maintenance expense associated with this vehicle.
Vehicle#62 is a 2000 Chevrolet 5-10 Pick-Up.The current vehicle mileage is 86,000 and
anticipated to be 90,000 miles at time of replacement.The vehicle has been in service since it
was purchased as a Public Works Sanitation Division service vehicle.
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
5 Vehicle 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land hnprovement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 261 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Public Works
Project Title: Vehicle Replacement Division: Sanitation
Description/Detail: Replace the last single axle garbage truck in the division with a tandem axle with the additional" wik-ti "attachment.
Capital Account(Check Appropriate):
Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
X Automotive(#66410) Construction&Major Renovation(#66210)
Other Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
Scheduled replacement Number of units requested: 1
Present equipment obsolete
X Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 190,000.00 $ 190,000.00
Increased safety Plus:Installation or other costs - $
Construction/Major Improvement Less:Trade-in or other discount - $
Other(Please specify) Net Purchase Cost $ 190,000.00 $ 190,000.00
Estimated Useful Life in Years: 7 Years
Replaced item(s): Funding Source(List Amount):
Item Disposition Method X Village Lease
Trade-In or Surplus Auction Grant Developer Fees
Vehicle#67 (Whichever is greater) Debt Service Other
Operating Impact: Other Comment:
Reduction in annual maintenance expense associated with this vehicle. Replace the remaining single axle packer truck with a new tandem axle packer truck.
This unit will be ordered with the"Qwik-tip"attachment
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
5 Vehicle 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land Improvement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 262 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Public Works
Project Title: Qwik-Tip lifting and dumping attachment Division: Sanitation
Description/Detail: Install ik-tip attachment to the packer body to assist in the collection of dum stern.
Capital Account(Check Appropriate):
X Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
Automotive(#66410) Construction&Major Renovation(#66210)
Other Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
Scheduled replacement Number of units requested: 1
Present equipment obsolete
Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 30,000.00 $ 30,000.00
X Increased safety Plus:Installation or other costs - $
Construction/Major Improvement Less:Trade-in or other discount - $
Other(Please specify) Net Purchase Cost $ 30,000.00 $ 30,000.00
Estimated Useful Life in Years: 7 Years
Replaced item(s): Funding Source(List Amount):
Item Disposition Method X Village Lease
Grant Developer Fees
N/A N A Debt Service Other
10perating Impact: Other Comment:
Installation of this attachment to the packer body of an existing garbage truck will assist
in the collection of dumpsters.This device is intended to reduce personal injury and
Equipment will be utilized in the collection of dumpsters.Equipment allows for larger allow for the collection of larger dumpsters.
collection containers,increased collection rate,and is anticipated to reduce workers
compensation claims associated with heavy lifting.
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
4 Machinery&Equipment 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land Improvement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 263 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Public Works
Project Title: Roofrepair Division: Facility Services
Description/Detail: Re-roof storage building roof
Capital Account(Check Appropriate):
Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
Automotive(#66410) X Construction&Major Renovation(#66210)
Other Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
Scheduled replacement Number of units requested: 1
Present equipment obsolete
Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 55,000.00 $ 55,000.00
Increased safety Plus:Installation or other costs - $
X Construction/Major Improvement Less:Trade-in or other discount - $
Other(Please specify) Net Purchase Cost $ 55,000.00 $ 55,000.00
Estimated Useful Life in Years: 25 Years
Replaced item(s): Funding Source(List Amount):
Item Disposition Method X Village Lease
Grant Developer Fees
N A Debt Service Other
Operating Impact: Other Comment:
Reduction in annual maintenance expense associated with this building. Replace roof that is over 30 years old and has had numerous repairs performed over the
last few years.This building houses required stored documents for various departments
as well as parts and equipment used in the maintenance of village facilities.
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
3 Building Improvement 50,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land Improvement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 264 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Public Works
Project Title: Vehicle Replacement Division: Facility Services
Description/Detail: Replace 2002 Dodge Ram pick-up w/lift gate
Capital Account(Check Appropriate):
Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
X Automotive(#66410) Construction&Major Renovation(#66210)
Other Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
X Scheduled replacement Number of units requested: 1
Present equipment obsolete
Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 26,000.00 $ 26,000.00
Increased safety Plus:Installation or other costs - $ -
Construction/Major Improvement Less:Trade-in or other discount - $ -
Other(Please specify) Net Purchase Cost $ 26,000.00 $ 26,000.00
Estimated Useful Life in Years: 10 Years
Replaced item(s): Funding Source(List Amount):
Item Disposition Method X Village Lease
Grant Developer Fees
Vehicle#21 Surplus Auction Debt Service Other
Operating Impact: Other Comment:
Reduction in annual maintenance expense associated with this vehicle.
Vehicle#21 is a 2002 Ford Dodge Ram 2500 Pick-Up.The current vehicle mileage is 82,000
and anticipated to be 90,000 miles at time of replacement.The vehicle has been in service
since it was purchased as a Public Works Facilities Division service vehicle.
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
5 Vehicle 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land hnprovement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 265 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Public Works
Project Title: Generator Replacement Division: Fleet Maintenance
Description/Detail: Replace generator with a unit that will supply sufficient power to sustain operations during emergency situations.
Capital Account(Check Appropriate):
X Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
Automotive(#66410) Construction&Major Renovation(#66210)
Other Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
Scheduled replacement Number of units requested: 1
Present equipment obsolete
X Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 60,000.00 $ 60,000.00
Increased safety Plus:Installation or other costs - $ -
Construction/Major Improvement Less:Trade-in or other discount $
Other(Please specify) Net Purchase Cost $ 60,000.00 $ 60.000.00
Estimated Useful Life in Years: 15-20 Years
Replaced item(s): Funding Source(List Amount):
Item Disposition Method X Village Lease
Grant Developer Fees
PW Generator Trade-In or Surplus Auction Debt Service Other
(Whichever is eater
Operating Impact: Other Comment:
Replace 15 kw generator with 30kw generator to handle all equipment and facility needs.
Existing generator is undersized for the facilities power demands.Following a storm Current model supplies minimal power and staff has to alternate usage so as not to
event or loss of power,the existing generator is incapable of supporting critical overload unit.
operations.The Public Works facility will be the critical hub for such recovery functions
as street debris clearing,refuse collection,and service/police fleet vehicle fueling and
maintenance.The facility may be required to operate for extended hours and/or non-
typical work hours.The existing generator can not support these efforts.
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
4 Machinery&Equipment 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land Improvement 25,000
2 Building 50,000
3 Building hnprovement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 266 of 294
Village of North Palm Beach
5 Year Capital Improvement Plan
FY 2014-2018
Fund: General Fund Department: Parks&Recreation Division: All Divisions
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total
Cost by CIP Year Budget Year ear#1 ear#2 ear#3 ear#4 ear#5
Description Current Inventory Estimated Life
Automotive:
Sport Utility Vehicle/Blazer 2011(l) 10 years S
Mini-Bus 2000 1 2013 1 12 years S
F-150 Pick Up 2003 1 9 ears 18,000 S 18,000
Subtotal Automotive: 18,000 - S 18,000
Machinery&Equipment.
Package A/C Units 2001(2)2002(4) 12 years 22,000 22,000 S 44,000
Kiddie Pool Enhancement 20 years 50,000 S 50,000
Lightning Detection System 2008,2011,2014 10 years 15,000 S 15,000
Indoor bleachers 1982 25 years 40,000 S 40,000
Pump&well 20 years S
Relight Osborne Park 2013 20 ears S
Subtotal Machinery&Equipment 77,000 72,000 $ 149,000
Playground&Outside Equipment:
Playground Equipment Various Parks 12 years 45,000 S 45,000
Subtotal Playground&Outside Equipment - 45,000 $ 45,000
Construction&Major Renovation:
Pool"Splash"Park 10 years S
Pool Resurfacing 2011 15 years S
Pump Room Renovation 2011 25 years $
Memorial Park * See note 20 years $
Anchorage Park Renovation-Phase 2 ** See note 20 years 2,100,000 $ 2,100,000
Subtotal Construction&Major Renovation 2,100,000 $ 2,100,000
Furniture&Fixtures:
- $ 2,100,000
Subtotal Furniture&Fixtures - $ 2,100,000
Estimated Total Cost $ 2,195,000 $ 117,000 $ $ S S 4,412,000
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total
Funding Source Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5)
Village 95,000 117,000 S 212,000
Grant 2,100,000 S 2,100,000
Developer Contribution S
Other
Estimated Total Funding 2,195,000 $ 117,000 $ $ $ $ 2,312,000
(*)The total cost for this project is yet to be deterimined. There is possibility of grant funding for this project. If the grant is not approved,it will be up to Village Council to decide whether to continue with the project
and what the funding source will be;therefore,the funding is not listed on this CIP.
(**) The Village will appropriate any grant matching requirements upon notification of grant approval
Description of Operating Impact: No operating Impact
FY 2014 Adopted Budget Page 267 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Parks&Recreation
Project Title: A/C Handlers Division: Recreation
Description/Detail: Scheduled replacement of A/C Handlers at the Community Center
Capital Account(Check Appropriate):
X Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
Automotive(#66410) Construction&Major Renovation(#66210)
Other Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
Scheduled replacement Number of units requested: 2
Present equipment obsolete
X Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 11,000.00 $ 22,000.00
Increased safety Plus:Installation or other costs - $
Construction/Major Improvement Less:Trade-in or other discount $
Other(Please specify) Net Purchase Cost $ 22,000.00
Estimated Useful Life in Years:
Replaced item(s): Funding Source(List Amount):
Item Disposition Method $ 22,000.00 Village Lease
Grant Developer Fees
Debt Service Other
Operating Impact: Scheduled replacement Other Comment:
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
4 Machinery&Equipment 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land Improvement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 268 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Parks&Recreation
Project Title: Indoor Bleachers Division: Recreation
Description/Detail: Replace existing wooden bleachers with new
Capital Account(Check Appropriate):
X Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
Automotive(#66410) Construction&Major Renovation(#66210)
Other Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
Scheduled replacement Number of units requested: 2
Present equipment obsolete
X Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 20,000.00 $ 40,000.00
Increased safety Plus:Installation or other costs - $
Construction/Major Improvement Less:Trade-in or other discount $
New Other(Please specify) Net Purchase Cost $ 40,000.00
Estimated Useful Life in Years:
Replaced item(s): Funding Source(List Amount):
Item Disposition Method $ 20,000.00 Village Lease
Grant Developer Fees
Debt Service Other
Operating Impact: New bleacher system brought in for safety and building Other Comment:
Upgrade
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
4 Machinery&Equipment 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land hnprovement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 269 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Parks&Recreation
Project Title: Lightning Detection System Division: Recreation
Description/Detail: Add Lightning Detections stem to Anchorage Park
Capital Account(Check Appropriate):
X Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
Automotive(#66410) Construction&Major Renovation(#66210)
Other Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
Scheduled replacement Number of units requested: 1
Present equipment obsolete
Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 15,000.00 $ 15,000.00
Increased safety Plus:Installation or other costs - $
Construction/Major Improvement Less:Trade-in or other discount - $ -
N
New Other(Please specify) Net Purchase Cost $ 15,000.00
Estimated Useful Life in Years:
Replaced item(s): nding Source(List Amount):
Item Disposition Method $ 15,000.00 Village Lease
Grant Developer Fees
Debt Service Other
Operating Impact: New system brought in for safety of the Park users Other Comment:
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
4 Machinery&Equipment 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land Improvement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 270 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: General Fund Department: Parks&Recreation
Project Title: Vehicle Replacement Division: Recreation
Description/Detail: Scheduled replacement of 2003 S-10 Pickup
Capital Account(Check Appropriate):
Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
X Automotive(#66410) Construction&Major Renovation(#66210)
Other Capital(#66000) Developer Fees Capital Purchase(#66005)
Purpose of Expenditure(Check Appropriate): Cost:
X Scheduled replacement Number of units requested: 1
Present equipment obsolete
Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 18,000.00 $ 18,000.00
Increased safety Plus:Installation or other costs - $
Construction/Major Improvement Less:Trade-in or other discount $
Other(Please specify) Net Purchase Cost $ 18,000.00
Estimated Useful Life in Years:
Replaced item(s): Funding Source(List Amount):
Item Disposition Method $ 18,000.00 Village Lease
Grant Developer Fees
Debt Service Other
Operating Impact: Scheduled replacement Other Comment:
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
5 Vehicle 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land Improvement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 271 of 294
Village of North Palm Beach
5 Year Capital Improvement Plan
FY 2014-2018
Fund: Country Club Department: All Departments Division: All Divisions
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total
Cost by CIP Year Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5)
Description Current Inventory Estimated Life
Automotive:
Beverage Cart 2013(l) 4 years 15,000 $ 15,000
Golf carts w/GPS systems 2013(80) 3 years 440,000 $ 4409000
Carry Alls 2010(2) 3 years 18,000 $ 189000
Driving Range Cart 2010(l) 4 years 12,000 12,000 $ 249000
Subtotal Automotive 12,000 458,000 27,000 $ 497,000
Machinery&Equipment:
Subtotal Machinery&Equipment - - - $ -
Construction and Major Renovation:
Country Club Parking Lot 2011 10 years $ -
$ -
Subtotal Construction and Major Renovation - - - $ -
Estimated Total Cost $ 12,000 S $ 458,000 S $ 27,000 $ 497,000
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total
Funding Source Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5)
village 12,000 27,000 $ 39,000
Grant $ -
Lease 458,000 $ 458,000
Estimated Total Funding $ 12,000 $ $ 458,000 $ $ 27,000 $ 497,000
Annual Operating Cost Increases Created by Project: $
Description of Operating Impact: No operating impact
FY 2014 Adopted Budget Page 272 of 294
Village of North Palm Beach
Capital Request Form
FY 2013-2014
Fund: Country Club Department: Golf Operation
Project Title: Driving Range Cart Purchase Division: Clubhouse Building and Grounds
Description/Detail: This driving range cart will be used to push our range ball picker which picks up the driving range balls.This is a necessary art of our driving range
operation and allows us to continually pickup,wash and then replenish our range ball machines.
Capital Account(Check Appropriate):
Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440)
Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422)
Computer Hardware&Software(#66415) Office Equipment(#66420)
X Automotive(#66410) Construction&Major Renovation(#66210)
Purpose of Expenditure(Check Appropriate): Cost:
X Scheduled replacement Number of units requested: 1
Present equipment obsolete
Replace worn-out equipment Per Unit Total
Improve procedures,records,etc. Purchase Price 12,000.00 $ 12,000.00
Increased safety Plus:Installation or other costs - $ -
Construction/Major Improvement Less:Trade-in or other discount - $ -
Other(Please specify) Net Purchase Cost $ 12,000.00 $ 12,000.00
Estimated Useful Life in Years: 4
Replaced item(s): Funding Source(List Amount):
Item Disposition Method $ 12,000.00 Village Lease
1 EZGO Range Cart Keep as backup range cart Grant Developer Fees
Debt Service Other
Operating Impact: Other Comment:
Capital Check(Please enter your selection#from the choices provided below):
Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP?
5 Vehicle 5,000 Yes Include in CIP
Selection#: Capital Category: Capitalization Threshold:
1 Land Improvement 25,000
2 Building 50,000
3 Building Improvement 50,000
4 Machinery&Equipment 5,000
5 Vehicle 5,000
6 Infrastructure 250,000
FY 2014 Adopted Budget Page 273 of 294
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FY 2014 Adopted Budget Page 274 of 294
VILLAGE OF NORTH PALM BEACH
OPERATING INDICATORS BY FUNCTION/PROGRAM
LAST TEN FISCAL YEARS
Unaudited
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013(*)
FUNCTION/PROGRAM
GENERAL GOVERNMENT
Number of Parcels - - - 7,411 7,422 7,472 7,466 7,466 7,473 7,472
PUBLIC WORKS
Street Maintenance(No.of lane miles maintained) 31.155 31.155 31.155 31 31 31 31 31 31 31
Sanitation (Tons of Refuse Collected) 18,842 14,037 13,203 12,085 11,974 10,667 10,165 9,962 10,065 11,420
No.of collection units for solid waste(residential) 7,470 7,519 7,558 7,152 7,163 7,214 7,070 7,071 7,076 7,076
Number of vehicles maintained 95 95 95 104 104 110 110 98 98 97
Number of repair overlays completed(miles) 5.587 2.462 2.935 2 3 2.5 2.71 - - -
PUBLIC SAFETY
Number of arrests by police officers 315 331 410 545 549 448 402 260 211 282
Number of traffic citations issued 3,110 5,743 4,272 4,269 5,520 6,305 4,951 2,564 2,566 2,427
EMS average response times(minutes) 4.42 3.98 4.69 4.73 5.17 5.01 5.12 5.19 5.26 5.16
Number of EMS calls 1,066 965 1,056 1,034 1,114 1,214 1,146 1,179 1,326 936
COMMUNITY DEVELOPMENT&PLANNING
Building Department-Number of Permits 201 201 (1) 1,875 1,619 1,548 1,744 1,616 1,835 2,532
Number of code enforcement violations - 1,767 1,617 729 613 391 575 817 447
Number of code violations brought to board/magistrate
(Calendar Yr End) 145 165 144 126 115 73 38 72 100 43
RECREATION
Number of community events presented 15 22 21 24 23 28 28 38 49 44
Number of registrants in athletic programs 1,575 1,400 1,520 1,600 1,400 1,125 1,005 1,260 1,311 1,385
LIBRARY
Library-Number of Volumes 47,531 54,074 47,371 42,372 33,122 35,681 39,277 40,658 43,340 44,600
OTHER GOVERNMENT
Country Club
Number of Golf Members - - 365 579 389 297 354 298 283 255
Number of Tennis Members 136 171 171 180 184 173 162 183
* Preliminary numbers for Fiscal 2013 are presented
(1)An accurate number of building permits issued for 2006 is not available-computer systems crash.
Source:Village of North Palm Beach
U.S.Census Bureau
FY 2014 Adopted Budget Page 275 of 294
VILLAGE OF NORTH PALM BEACH
PRINCIPAL EMPLOYERS***
Unaudited
2012** 2003
Percentage Percentage
of Total of Total
Employer Employee s Emploment Em ovees Em vment
Palm Beach Country School Board 21,495 3.47% 18,677 3.19%
Palm Beach County Government 11,381 1.84% 9,000 1.54%
Tenet Health Care Corp(2) 6,100 0.98% 3,040 0.52%
NextEra Energy(Florida Power&Light) 3,635 0.59% 2,800 0.48%
G4S(Wachenhut Corp) 3,000 0.48%
Hospital Corporation ofAmerica(HCA)(1) 2,714 0.44% 4,000 0.68%
Florida Alantic University 2,706 0.44
Bethesda Memorial Hospital 2,391 039% 1,800 031%
Office Depot 2,250 036%
Boca Raton Regional Hospital 2,250 036%
Boca Raton Resort&Club 2,380 0.41
U.S.Sugar Corporation 2,200 038%
Florida Crystals 2,000 034%
The Breakers Hotel 1,800 031%
Total 57,922 9.35% 47,697 8.16%
Source: Business Development Board of Palm Beach County
* Employer:Palm Beach County
Information is not available for the Village of North Palm Beach.
** Percentage of total employment is calculated using Palm Beach County's
available labor force in each of the respective years presented.
*** Most recent data as of July 2013 presented
Notes:
(1) Formerly Columbia Palm Beach Health Care Systems,Inc
(2) Intracoastal Health Systems,hie-now part of Tenet Healthcard Corp
FY 2014 Adopted Budget Page 276 of 294
VILLAGE OF NORTH PALM BEACH
NET ASSESSED VALUE AND ESTIMATED ACTUAL VALUE OF TAXABLE PROPERTY
LAST TEN FISCAL YEARS
Unaudited
Real Property
Fiscal Year
Ended Tax Roll Residential Commercial Personal Total Net Market- Total Direct
Sept 30, Year Property Property Property Assessed Value Tax Rate
2005 2004 1,180,028,585 208,240,338 49,767,286 1,438,036,209 7.2700
2006 2005 1,441,249,707 179,827,665 44,422,817 1,665,500,189 6.8000
2007 2006 1,700,678,282 235,776,768 45,084,335 1,981,539,385 6.3000
2008 2007 1,744,202,888 229,300,592 43,735,861 2,017,239,341 6.1000
2009 2008 1,575,367,916 230,599,951 41,471,282 1,847,439,149 6.7000
2010 2009 1,394,954,867 221,443,121 40,552,276 1,656,950,264 6.9000
2011 2010 1,295,097,223 210,844,220 38,261,607 1,544,203,050 6.9723
2012 2011 1,265,549,795 189,284,601 33,303,512 1,488,137,908 6.9723
2013 2012 1,267,720,502 182,353,194 33,033,151 1,483,106,847 6.9723
2014* 2013 1,290,882,560 202,720,654 33,828,253 1,527,431,467 6.8731
Note: Assessed values are established by the Palm Beach Property Appraiser's office as of January 1,each year.
Assessments were increased to 100%of market value as of 1980.
Property in the Village is reassessed each year.Property is assessed at actual value,therefore the assessed
values are equal to actual value.Tax rates are per$1,000 of assessed value.
* 2013 Preliminary Recapitulation of the Ad Valorem Assessment Tax Rolls
Source: Palm Beach County Property Appraiser
FY 2014 Adopted Budget Page 277 of 294
VILLAGE OF NORTH PALM BEACH
CAPITAL ASSET STATISTICS BY FUNCTION/PROGRAM
LAST TEN FISCAL YEARS
Unaudited
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Function/Program:
General Government
No.of General Government Buildings 11 11 11 11 11 23 23 23 23 22
Public Works
Square Miles 5.18 5.18 5.18 5.18 5.18 5.18 5.18 5.18 5.18 5.18
Miles of Streets 36.00 36.00 36.00 36.00 36.00 36.00 36.00 36.00 36.00 36.00
Number of Street Lights 425 425 425 425 513 513 513 513 513 513
Public Safety
Fire:
Number of Stations 1 1 1 1 1 1 1 1 1 1
Number of Fire Chiefs 1 1 1 1 1 1 1 1 1 1
Number of Fire Captains 0 0 0 0 0 0 0 0 1 1
Number of Fireman&Officers 8 8 0 0 0 0 0 0 0 0
Number of Firemen/Paramedics/EMTs 0 0 22 22 22 22 22 22 21 21
Police/EMS Protection:
Number of Stations 1 1 1 1 1 1 1 1 1 1
Number of Police Chiefs 1 1 1 1 1 1 1 1 1 1
Number of Police Captains 0 0 0 0 0 0 0 0 2 2
Number of Policemen&Officers 34 34 32 31 31 30 30 30 28 28
EMS Protection 13 13 0 0 0 0 0 0 0 0
Leisure Services
Recreation
Number of Parks 4 4 4 4 4 4 4 4 4 4
Public Tennis Courts 4 4 2 2 2 2 2 2 2 2
Swimming Pool 1 1 1 1 1 1 1 1 1 1
Number of Marinas 1 1 1 1 1 1 1 1 1 1
Library
Number of Libraries 1 1 1 1 1 1 1 1 1 1
Number of Volumes 47,531 54,074 47,371 42,372 33,122 35,681 39,277 40,658 43,340 44,600
Other Government
Country Club
Golf Course 1 1 1 1 1 1 1 1 1 1
Driving Range 1 1 1 1 1 1 1 1 1 1
Tennis Courts 10 10 10 10 10 10 10 10 10 10
Restaurant 0 0 0 0 0 0 1 1 1 1
Snack Bar 0 0 0 0 0 0 1 1 1 1
Source:Village of North Palm Beach
• Most current data available is presented
FY 2014 Adopted Budget Page 278 of 294
VILLAGE OF NORTH PALM BEACH
RATIOS OF OUTSTANDING DEBT BY TYPE
LAST TEN FISCAL YEARS
Unaudited
Business-type
Governmental Activities Activities
Fiscal Year Percent of
Ended Loans Capital Loans Capital Median Personal Per
Sept 30• Payable Leases Payable Leases Total Income(1) Capita
2003 6,947,633 587,792 513,472 8,048,897 N/A 659.85
2004 6,376,387 433,855 411,573 7,221,815 N/A 592.05
2005 5,754,677 275,840 454,131 6,484,648 N/A 513.31
2006 4,941,765 209,224 5,185,978 10,336,967 17.20% 786.20
2007 4,280,842 81,100 5,026,895 9,388,837 14.67% 715.61
2008 3,605,639 40,097 4,662,833 192,892 8,501,461 12.92% 692.64
2009 2,250,000 - 4,383,033 97,049 6,730,082 10.14% 583.15
2010 - - 4,090,284 235,176 4,325,460 6.74% 371.64
2011 - - 3,844,928 173,084 4,018,012 *6.26% **345.22
2012 - - 3,608,294 106,933 3,715,227 5.98% 303.51
Note: Details regarding the Village's outstanding debt may be found in the notes to the
financial statements.
* 2010 Median Household Income was used for calculation-2011 Income was not available due to agency software upgrades
** 2010 Population was used for calculation-2011's Population was not available due to agency software upgrades
N/A Data not available.
FY 2014 Adopted Budget Page 279 of 294
VILLAGE OF NORTH PALM BEACH
PRINCIPAL PROPERTY TAXPAYERS
CURRENT YEAR AND 2003
Unaudited
2012 2003
Percentage Percentage
of Total of Total
Village Net Village Net
Taxable Taxable Taxable Taxable
Assessed Assessed Assessed Assessed
Taxpayers Value Rank Value Value Rank Value
Olen Residential Realty 16,779,214 1 1.13% 17,830,332.00 1 1.57%
Old Port Cove Equities,Inc 16,815,716 2 1.13%
Florida Power&Light 14,776,425 3 0.99%
Sanctuary Bay Trust Corporation 13,509,049 4 0.91% 13,491,211 2 1.19%
New Country Motor Cars 10,658,192 5 0.72%
Crystal Tree NPB 9,939,914 3 0.88%
Wolfchase Associates,LLC 8,600,000 4 0.76%
Crystal Tree Property Owners 8,500,000 6 0.57%
CF02 Palm Beach III LP 7,000,000 7 0.47%
Greater Fla Inv CO 5,840,000 5 0.51%
Old Port Cove Holdings,Inc 6,662,012 8 0.45%
Bozzuto,Michael A 6,334,818 9 0.43%
Village Shoppes at US 1,LLC 5,770,298 10 0.39%
Transcontinental Atrium,Inc 4,590,000 6 0.40%
701 US One,Inc 3,600,000 7 0.32%
Pavilion Office Center 3,240,000 8 0.29%
Old Port Cove Dev. 3,163,597 9 0.28%
Developers of Northlake,Inc 3,143,442 10 0.28%
Total $ 106,805,724 7.19% $ 73,438,496 6.48%
Source: Palm Beach Country Appraiser
Note:Assessed values are established by the Palm Beach Property Appraiser's offices as of January 1,each year.
FY 2014 Adopted Budget Page 280 of 294
VILLAGE OF NORTH PALM BEACH
PROPERTY TAX LEVIES AND COLLECTIONS
LAST TEN FISCAL YEARS
Unaudited
Collected within
the Fiscal Year Total Collections
Fiscal Year Total Taxes of the Levy Collections in to Date
Ending Tax Roll Levied for Percent Subsequent Percent
Sept 30, Year Fiscal Year Amount of Levy Years Amount of Levy
2004 2003 8,825,061 8,441,383 95.65% 10,401 8,451,784 95.77%
2005 2004 10,463,873 10,059,478 96.14% 9,476 10,068,954 96.23%
2006 2005 11,329,648 10,690,869 94.36% 172,744 10,863,613 95.89%
2007 2006 12,624,307 11,802,457 93.49% 228,352 12,030,809 95.30%
2008 2007 12,360,135 11,546,732 93.42% 333,756 11,880,488 96.12%
2009 2008 12,401,519 11,530,384 92.98% 349,642 11,880,026 95.79%
2010 2009 11,564,281 10,683,829 92.39% 284,004 10,967,833 94.84%
2011 2010 10,798,600 10,373,665 96.06% 82,147 10,455,812 96.83%
2012 2011 10,424,715 9,992,145 95.85% 15,616 10,007,761 96.00%
2013* 2012 10,340,666 9,948,550 96.21% 32,335 9,980,885 96.52%
Source: Palm Beach Country Property Appraiser
* Preliminary Fiscal Year 2013 data presented.Actual data is not yet available.
FY 2014 Adopted Budget Page 281 of 294
VILLAGE OF NORTH PALM BEACH
PROPERTY TAX RATES-DIRECT AND OVERLAPPING GOVERNMENTS
LAST TEN FISCAL YEARS
Unaudited
Overlapping Rates(1)
Village of Palm Beach Total
N.Palm Beach County Palm Special Direct and
Fiscal Tax Roll General School Beach Districts Overlapping
Year Year Operations District County Rates
2005 2004 7.2700 8.4300 4.7700 2.5260 22.9960
2006 2005 6.8000 8.1060 4.7192 2.5042 22.1294
2007 2006 6.3000 7.8700 4.4800 2.3250 20.9750
2008 2007 6.1000 7.3560 3.9813 2.1308 19.5681
2009 2008 6.7000 7.2500 3.9700 2.2570 20.1770
2010 2009 6.9000 7.9830 4.5614 2.4934 21.9378
2011 2010 6.9723 8.1540 4.9960 2.5549 22.6772
2012 2011 6.9723 8.1800 4.9925 2.3433 22.4881
2013 2012 6.9723 7.7780 4.9902 2.3234 22.0639
2014 2013* 6.8731 7.5860 4.9852 2.2280 21.6723
Note: All millage rates are based on$1 for every$1,000 of assessed value.
Source: North Palm Beach:Notice of Ad Valorem Taxes and Non-Ad Valorem Assessments
(1) Overlapping rates are those of local and county governments that apply to property owners within the Village
of North Palm Beach.Not all overlapping rates apply to all Village of North Palm Beach property owners
(i.e.The rates for special districts apply only to the proportion of the government's property owners whose
property is located within the geographic boundaries of the special district.)
* 2013 Preliminary Recapitulation of the Ad Valorem Assessment Tax Rolls
FY 2014 Adopted Budget Page 282 of 294
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FY 2014 Adopted Budget Page 283 of 294
Acronyms
The following is a list of acronyms used throughout the text of SOP...................................Standard Operating Procedure
the budget document. A definition can be found in the TRIM..................................................Truth In Millage
Glossary immediately following this section.
CAFR...................Comprehensive Annual Financial Report
CIP...................................Capital Improvement Program
CPI.............................................Consumer Price Index
COLA....................................Cost of Living Adjustment
EPA..............................Environmental Protection Agency
EAR..............................Evaluation and Appraisal Report
FEMA.............Federal Emergency Management Association
FDEP...........Florida Department of Environmental Protection
FDLE....................Florida Department of Law Enforcement
FDOT........................Florida Department of Transportation
FLC..........................................Florida League of Cities
FMIT............................Florida Municipal Insurance Trust
FRDAP...Florida Recreation Development Assistance Program
FTE.............................................Full Time Equivalent
GAAP.................Generally Accepted Accounting Principles
GASB................Governmental Accounting Standards Board
GFOA..................Government Finance Officers Association
IAFF.....................International Association of Fire Fighters
ICMA................International City Management Association
IT.............................................Information Technology
LCIR...Legislative Committee on Intergovernmental Relations
LOS...................................................Level of Service
NIMS......................National Incident Management System
NPDES........National Pollutant Discharge Elimination System
OPEB.............................Other Post-Employment Benefits
RBR....................................................Roll-Back Rate
SFWMD...............South Florida Water Management District
FY 2014 Adopted Budget Page 284 of 294
Glossary
The definitions of terms listed are provided to assist the reader Ad Valorem Taxes:
in the understanding of terminology used throughout the text of A tax based on the assessed value of property, to include real
the budget document. and personal property.
Account: Adopted Budget:
A term used to identify an individual asset, liability, The budget as it is approved by the Village Council prior to the
expenditure, control, revenue control, encumbrance control or beginning of each fiscal year.
fund balance.
Amended Budget:
Accountability: The adopted budget that incorporates all operating transfers
The condition, quality, fact or instance of being obliged to and approved budget amendments (changes in the budget total
report for actions or outcomes. that are approved subsequent to initial adoption).
Accounting System: Annexation:
The total structure of records and procedures which discover, The incorporation of land into an existing city with a resulting
record, classify, summarize and report information on the change in the boundaries of that city.
financial position and results of operations of a government or
any of its funds, fund types, balanced account groups, or Appropriation:
organizational components. An authorization granted by a legislative body to make
expenditures and to incur obligations for specific purposes. An
Accrual Basis of Accounting: appropriation is limited in amount to the time it may be
The basis of accounting under which transactions are expended.
recognized when they occur, regardless of the timing of the
related cash flows. Assessed Valuation:
A valuation set upon real estate or other property by the county
Accumulated Depreciation: assessor and the state as a basis for levying taxes.
The total depreciation taken for an asset since it was placed in
service. Asset:
Resources owned or held by a government which has monetary
Actuarial: value.
A methodology that makes determinations of required
contributions to achieve future funding levels that addresses
risk and time.
FY 2014 Adopted Budget Page 285 of 294
Assigned Fund Balance: Budget Message:
Fund Balance reporting category which refers to amounts a A general discussion of the proposed budget as presented in
government intends to issue for a specific purpose. writing by the Village Manager to the Village Council.
Audit: Budget Transfer:
A test of management's accounting system to determine the An action which changes budgeted amounts at the department,
extent to which internal accounting controls are both available division, and/or object code level of control with offsetting
and being used. It concludes in a written opinion of its increases and decreases in budgeted line items.
findings.
Budgetary Basis:
Available Fund Balance: The basis of accounting used to estimate financing sources and
Funds remaining from the prior year which are available for uses in the budget. This generally takes one of three forms:
appropriation and expenditure in the current year. GAAP, cash or modified accrual.
Balance Sheet: Budgetary Control:
A statement of financial condition as of a given date. The management and control of the budget within limitation of
the approved appropriations and available resources.
Balanced Budget:
A budget in which planned funds available equal planned Budget Document:
expenditures. The official written statement-document which presents the
proposed budget to the council/legislative body.
Budget:
An annual financial plan that identifies revenues, specifies the Budget Summary:
type and level of services to be provided and establishes the Categories of expenditures or revenue classified by major
amount of money which can be spent. function and category.
Budget Amendment: Capital Improvement Plan (CIP):
The process by which unanticipated changes in revenue or A multi-year plan of proposed capital outlays to be incurred
expenditures are made a part of the budget, thereby amending each year over a period of five years to meet capital needs
it. arising from the Village's long-term needs. The minimum
threshold for a capital outlay to be included in the CIP is
Budget Calendar: $10,000.
A schedule of key dates which the Village follows in the
preparation, adoption and administration of the budget.
FY 2014 Adopted Budget Page 286 of 294
Capital Outlay: Cost-of-Living Adiustment(Market Adiustment):
The cost(s) associated with the acquisition of land, land An increase in salaries to offset the adverse effect of inflation
improvements, buildings, building improvements, construction on compensation.
in progress, machinery and equipment, vehicles and
infrastructure, and other tangible or intangible assets that are Debt Limit:
used in operations and that have an initial useful life extending The maximum amount of gross or net debt which is legally
beyond a single reporting period. permitted.
Capital Proiects Fund: Debt Ratios:
Type of Governmental Fund established to account for the Comparative statistics showing the relationship between the
acquisition or construction of major capital facilities, other than issuer's outstanding debt and such factors as its tax base,
those accounted for in proprietary or trust funds. income or population.
Comprehensive Annual Financial Report(CAFR): Debt Service:
Prepared at the close of each fiscal year to show the actual Principal and interest requirements on outstanding debt
audited condition of the Village's funds and serve as the according to a predetermined payment schedule.
official public record of the Village's financial status and
activities. Deficit:
The excess of the liabilities of a fund over its assets. The
Committed Fund Balance: excess of expenditures over revenues during an accounting
Fund Balance reporting category which refers to amounts that period.
can only be used for specific purposes pursuant to constraints
imposed by formal action of the government's highest level of Defined Benefit Plan:
decision-making authority. A pension plan that has terms specifying the amount of benefits
to be provided after separation of employment; to be
Consumer Price Index (CPI): distinguished from a defined contribution plan in which the
A statistical description of price levels provided by the United plan specifies the amount of the contribution to the plan.
States Department of Labor. The index is used as a measure of
the increase in the cost of living. Department:
A major work unit or functional unit having related activities
Contingency: aimed at accomplishing a major service or regulatory program
An appropriation of funds to cover unforeseen events that for which the Village is responsible.
occur during the fiscal year.
Depreciation:
Contractual Services: The decrease in value of physical assets due to use and the
A cost related to a legal agreement. passage of time.
FY 2014 Adopted Budget Page 287 of 294
Division: Environmental Protection Agency(EPA):
A section of a department or government that is responsible for The Federal agency charged with protecting human health and
dealing with a particular area of policy or administration, or a with safeguarding the natural environment: air, water, and land.
particular task or function.
Evaluation and Appraisal Report(EAR):
Economic Development: A State-mandated report which evaluates how successful a
The process of attracting new businesses by use of incentives community has been in addressing major community land-use
or innovative financing methods. planning issues through implementation of its comprehensive
plan.
Effectiveness:
Producing a decided, decisive or desired effect. Expenditures:
Decreases in net financial resources. Expenditures include
Efficiency: current operating expenses which require the current or future
Effective operation as measured by a comparison of production use of net current assets, debt service and capital outlay.
with cost.
Federal Emergency Management Association (FEMA):
Employer Contribution: Agency of the US Government tasked with Disaster
A term used to describe contributions actually made by the Mitigation, Preparedness, Response & Recovery planning.
employer in relation to the annual required contribution (ARC)
of the employer(in the context of pension benefits). Fiduciary Funds:
Trust and/or agency funds used to account for assets held by
Encumbrance: the Village in a trustee capacity or as an agent for individuals,
Obligations in the form of purchase orders, which are private organizations, other governments, and/or other funds.
chargeable to an appropriation and for which a part of the
appropriation is reserved. They cease to be encumbrances Fines and Forfeitures:
when paid or when the actual liability is set up. Revenues derived from penalties imposed for the commission
of statutory offenses, violation of lawful administrative rules
Enterprise Fund: and regulations and for neglect of official duty; for example,
A self supporting fund used to account for operations that confiscated property.
provide a service to citizens financed primarily by a user
charge. Net income is sufficient for capital maintenance, Fiscal Year(FY):
public policy, management control, accountability or other A twelve month period of time to which the annual budget
purposes. applies and at the end of which a government determines its
financial position and results of operations. The fiscal year for
the Village is October 1 to September 30'
FY 2014 Adopted Budget Page 288 of 294
Fixed Assets: Franchise Fees:
Assets of a long-term character which are intended to continue Fees levied on a corporation in return for granting a privilege
to be held or used, such as land, buildings, improvements other sanctioning a monopoly or permitting the use of public
than buildings, and machinery and equipment. property, usually subject to regulation by the governing body.
Florida Department of Environmental Protection (FDEP): FTE:
A federal agency charged with proposing and enforcing Full-Time Equivalent, which is calculated on the basis of the
environmental law. number of hours that have been budgeted for a particular
position.
Florida Department of Transportation (FDOT):
The agency charged with the establishment, maintenance, and Full-Time Position:
regulation of public transportation in the state of Florida. A position which qualifies for full Village benefits, usually
required to work 40 hours per week.
Florida Department of Revenue (FDOR):
The lead agency in state government for the collection of Fund:
general tax administration. An independent fiscal and accounting entity with self-
balancing set of accounts recording cash and/or other resources
Florida League of Cities (FLC): together with all related liabilities, obligations, reserves and
Comprised of City officials who wished to unite the municipal equities which are segregated for the purpose of carrying on
governments in Florida for the purpose of shaping legislation, specific activities or attaining certain objectives.
sharing the advantages of cooperative action, and exchanging
ideas and experiences established the League in 1922. Fund Balance:
The fund equity of governmental funds. Changes in fund
Florida Municipal Insurance Trust(FMIT): balances are the result of the difference of revenues to
A trust designed to provide cost effective insurance coverage expenditures.
for Florida's not for profit agencies.
Fund Type:
Florida Recreation Development Assistance Program In governmental accounting, all funds are classified into eight
FRDAP : generic fund types; General, Special Revenue, Debt Service,
A competitive grant program that provides financial assistance Capital Projects, Special Assessment, Enterprise, Internal
to local governments for development or acquisition of land for Service and Trust&Agency.
public outdoor recreational purposes.
General Fund:
A fund used to account for the receipt and expenditure of
resources traditionally associated with local government.
FY 2014 Adopted Budget Page 289 of 294
General Obligation Bonds: Governmental Funds:
When a government pledges its full faith and credit to the Funds that account for the activities of a local government's
repayment of the bonds it issues, those bonds are referred to as operations. They can be classified into four generic fund types:
general obligation bonds. general fund, special revenue funds, capital projects funds, and
debt service funds.
General Revenue:
The revenues of a government other than those derived from Grants:
and retained in an enterprise. Contributions or gifts of cash or other assets from another
government to be used or expended for a specific purpose,
Generally Accepted Accounting Principles (GAAP): activity or facility.
Uniform minimum standards of/and guidelines for financial
accounting and reporting. They govern the form and content of Interfund Transfers:
the basic financial statement of an entity. GAAP encompasses The movement of moneys between the funds of a
the conventions, rules, and procedures necessary to define governmental entity.
accepted accounting principles at a particular time. They
include not only broad guidelines of general application, but Intergovernmental Revenues:
also detailed practices and procedures. Revenues collected by one government and distributed to
another level of government.
Goal:
A statement of broad direction, purpose or intent based on the International City Management Association (ICMA):
needs of a community. A goal is general and timeless; that is, The professional and educational organization for chief
it is not concerned with a specific achievement in a given appointed managers, administrators and assistants in cities,
period. towns, counties and regional entities.
Government Finance Officers Association (GFOU Infrastructure:
The professional association of state/provincial and local The physical assets of a government (i.e. streets, water, sewer,
finance officers in the United States and Canada. public buildings and parks).
Governmental Accounting Standards Board (GASB): Legislative Committee on Intergovernmental Relations
An established national board, which governs financial LCIR :
reporting standards on state and local government levels The State of Florida's Legislative Committee on
throughout the United States of America, with its main Intergovernmental Relations; provides some intergovernmental
headquarters in Chicago, IL. revenue estimates for budgetary purposes.
FY 2014 Adopted Budget Page 290 of 294
Level of Service (LOS): department does, who they do it for and why. The statement is
Services or products which comprise actual or expected output specific enough to describe the program's purpose but general
of a given program. enough to last into the future.
Local Option Gas Tax: Modified Accrual Basis:
A tax established in 1983 to fund transportation-related The accrual basis of accounting adopted for the governmental
improvements. fund type. In this basis of accounting, expenditures are
recognized when the goods or services are received and
Long-Term Debt: revenues, such as taxes, are recognized when measurable and
Debt liability due after one year or longer. available to pay expenditures in the current period.
Maior Fund: MUNIS:
A fund whose revenues, expenditures/expenses, assets, or The Village's financial software system
liabilities (excluding extraordinary items) are at least 10% of
corresponding totals for all governmental or enterprise funds Municipality:
and at least 5% of the aggregate amount for all governmental A primarily urban political unit having corporate status and
and enterprise funds for the same item. usually powers of self-government.
Maximum Millage Rate: National Incident Management System (NIMS):
The maximum millage that a county or municipality may levy Core set of doctrine, concepts, principles, terminology, and
with a simple majority vote of the governing body; other voting organizational processes that enable effective, efficient, and
requirements will allow a municipality to adopt a millage rate collaborative incident management across all emergency
in excess of the maximum millage rate. management and incident response organizations and
disciplines.
Mill:
The property tax rate which is based on the valuation of Non-maior Fund:
property. A tax rate of one mill produces one dollar of taxes on A fund that does not meet the definition of a major fund (see
each$1,000 of assessed property valuation. definition for major fund).
Millage: Non-operating Expenses:
Property tax levy stated in terms of dollars and cents for every Expenses which are not directly related to the fund's primary
thousand dollars of assessed property value. service activities.
Mission: Non-operating Revenues:
The mission statement is a brief summary of why a program Revenues which are incidental to, or by-products of, the fund's
exists and what it is trying to achieve. It tells what the primary service activities.
FY 2014 Adopted Budget Page 291 of 294
Non-spendable Fund Balance: Other Financing Sources:
Fund Balance reporting category which includes amounts that Governmental fund general long-term debt proceeds, operating
are not in a spendable form or are required to be maintained transfers out, and material proceeds of fixed asset dispositions.
intact. Such amounts are classified separately from revenues.
Obiective: Other Post Employment Benefits (OPEB):
A simply stated, readily measurable statement of the aim of Post Employment Benefits other than pension benefits. OPEB
expected accomplishment within the fiscal year. consist primarily of health care benefits, and may include other
benefits such as life insurance, long term care and similar
Operating Budget: benefits.
Plans of current expenditures and the proposed means of
financing them. The annual operating budget is the primary Part-Time:
means by which most of the financing acquisition, spending Employees who work less than 30 hours per week and are not
and service delivery activities of a government are controlled. entitled to full-time employee benefits.
The use of an annual operating budget is required by law.
Pension Fund:
Operating Expenses: Account for the accumulation of resources to be used for
Expenses which are directly related to the fund's primary retirement benefit payments to the Village's employees.
service activities.
Performance Measure:
Operating Revenues: Data collected to determine how effective and/or efficient a
Funds that the government received as income to pay for program is in achieving its objectives.
ongoing operation. Includes such items as taxes, fees from
specific services, interest earnings and grant revenues. Personnel Costs:
Costs directly associated with employees, including salaries
Ordinance: and fringe benefits.
A formal legislative enactment by the governing board of a
municipality. If it is not in conflict with any higher form of Property Tax:
law, such as a state statute or constitutional provision, it has the A tax levied on the assessed value of real property. This tax is
full force and effect of law within the boundaries of the also known as Ad Valorem Tax.
municipality to which it applies.
Proprietary Fund Types:
Original Budget: Account for activities that are common in the private sector,
The first complete appropriated budget which is approved at which the government operates in a manner similar to their
the second public hearing in September. counterparts in the commercial world. The primary source of
revenues for this fund type is user charge. Proprietary funds
FY 2014 Adopted Budget Page 292 of 294
can be classified into two fund types; enterprise funds and Retirement Benefit Multiplier:
internal service funds. The rate applied to the average compensation multiplied by the
employee's years of accrual service to yield the amount
Public Hearing: payable under the normal retirement pension.
An open public meeting called by a recipient government to
provide all residents (without regard to taxpaying, voting Revenues:
status, or handicap) with an opportunity to offer written and Increases in governmental fund-type net current assets from
oral comments regarding the subject to be discussed. other than expenditure refunds and residual equity transfers.
Purchase Order: Roll-Back Rate (RBR):
A document which authorizes the delivery of specified That millage rate that will generate the same Ad Valorem tax
merchandise or the rendering of certain services. Revenue as was levied during the prior year when calculated
against the current year's tax base exclusive of new
Reclassification: construction.
The moving of an existing position from one personnel
classification to another based upon the different performance Service:
of duties. A specific deliverable provided to the public. It has a specific
budget, as well as performance measures to determine the
Reserves: benefits received.
A portion of the fund balance or retained earnings legally
segregated for specific purposes. Solid Waste Authority:
The agency responsible for providing an integrated solid waste
Resolution: management and recycling system for Palm Beach County,
A special or temporary order of a legislative body; an order of Florida.
a legislative body requiring less legal formality than an
ordinance or statute. South Florida Water Management District(SFWMD):
The agency responsible for regional flood control, water supply
Restricted Fund Balance: and water quality protection as well as ecosystem restoration.
Fund Balance reporting category which includes amounts
constrained to specific purposes by their providers. Special Assessment:
A compulsory levy imposed on certain properties to defray part
Retained Earnings: or all of the cost of a specific improvement or service deemed
An equity account reflecting the accumulated earnings of an to primarily benefit those parties.
Enterprise or Internal Service fund.
FY 2014 Adopted Budget Page 293 of 294
Special Revenue Fund: Trust Funds:
Fund used to account for the proceeds of specific revenue Funds used to account for assets held by a government in a
sources which are restricted by law or policy to finance specific trustee capacity for individuals, private organizations, other
activities. government and/or other funds.
Standard Operating Procedures (SOP'S): Truth in Millage (TRIM) :
A set of instructions having the force of a directive, covering The Florida TRIM serves to formalize the property tax levying
those features of operations that lend themselves to a definite process by requiring a specific method of tax rate calculation,
or standardized procedure without loss of effectiveness. form of notice, public hearing requirements and advertisement
specifications prior to the adoption of a budget tax rate.
Statute:
A written law enacted by a duly organized and constituted Unassigned Fund Balance:
legislative body. Fund balance that has not been assigned to other funds and has
not been restricted, committed or assigned to specific purposes
Surplus: within the general fund.
The excess of assets of a fund over its liabilities. The excess of
revenues over expenditures during an accounting period. User Charges:
The payment of a fee for direct receipt of a public service by
Tax: the parry benefiting from the service.
A compulsory charge levied by a governmental unit for the
purpose of raising revenue. These revenues are used to pay for Utility Taxes:
services or improvements provided for the general public Taxes imposed by the Village on each and every purchase of a
benefit. public service within the corporate limits of the Village. Public
services include electricity, gas, fuel oil, telephone services and
Taxable Value: telecommunications.
The assessed value of property minus the homestead exemption
and any other exemptions which may be applicable.
Temporary Position:
A position that is filled for a specific period of time, is not
permanent in nature, and does not qualify for regular Village
benefits.
FY 2014 Adopted Budget Page 294 of 294