2017-06-14 Goals-Objective Budget WS Presentationf
Village of North Palm Beach
o18 Council Budget Workshop
FY 2017 Mid -Year Review
FY 2o18 Council Goals and Objectives
June i4, zoi7
Tonight's Meeting Agenda
• FY 2017 Mid -Year Review
— Country Club
— General Fund
— Tax distribution schedule
— Village Investment Policy Update
• Strategic Planning for the Village
— S.W.O.T. (Strengths, Weaknesses, Opportunities & Threats)
— Village Mission Statement, Vision Statement & Core Values
• FY 2o18 Council's Goals and Objectives
— Review of Goals & Objectives and revise where appropriate...
FY 2017 Mid -Year Review
Country Club
Six Months
Six Months
Description
(FY 2017)
(FY 2o16)
Comment
# Memberships
211
211
Same # of memberships but different mix
Course was in good condition prior to
irrigation issues
# Rounds
24,036
22863
Staff management of tee sheet
Enforcement of pace of play
Total CC Revenues
$21123,816
$2,618,472
Total CC Expenses
1,497,504
21234,638
Net Revenue/ Expense
$626,312
$383,834
FY 2017 Mid -Year Review
General Fund
Description
Six Months
Six Months
FY 203.7
FY 203.6
Comment
Total Revenues
$i6,536,279
si6,044,317
Total Expenses
(1015421538)
(91958,858)
Net Revenue/Expense
$5,993,742
6,085,459
Transfer Out
Other Financing Sources
68o,413
(1,303,75o)
Debt Proceeds
Appropriated Fund Balance
Net Change
6,674,3.55
$4,781,709
Budget Amendments (General Fund)
Original Budget
Budget Amendments
Final Budget
$ 21,328,539
15,258,207
$ 36,586,746
Budget Amendments:
FY 2016 Open PO & Unused
Funds Carryover $ 258,207
Grant Match 15,000,000
Total $ 15,258,207
4
Tax Distribution Schedule
Millage Rate
Distribution TVDe
Current Tax Distribution #1
Current Tax Distribution #2
Current Tax Distribution #3
Current Tax Distribution #4
Current Tax Distribution # 5
Current Tax Distribution # 6
Current Tax Distribution # 7
Current Tax Distribution # 8
Current Tax Distribution # 9
Current Tax Distribution # 10
Current Tax Distribution #11
Current Tax Distribution #12
Current Tax Distribution # 13
Investment Earnings
Investment Earnings
Investment Earnings
Tax Sale Distribution
Delinquent Tax Distribution
Delinquent Tax Distribution
Delinquent Tax Distribution
Delinquent Tax Distribution
Adjustments (payments)
Total Ad -Valorem
Less 5%
Budgeted Ad -Valorem (95%)
Actual receipt as % of budgeted ad -valorem
Actual receipt as % of total ad -valorem
Fiscal Year 2015
7.3300
mils
Amount
Amount
Date
Received
11/7/2014
$ 161,626.21
11/26/2014
2, 383, 040.51
12/3/2014
2,108,419.57
12/10/2014
2,680,671.16
12/24/2014
1, 737, 926.73
1/14/2015
480,486.64
2/11/2015
527,785.63
3/11/2015
225,177.80
4/8/2015
567,471.77
5/13/2015
192, 973.97
6/10/2015
54,485.49
7/1/2015
230,672.62
4/15/2015
249.72
7/15/2015
74.28
1/28/2015
1,342.94
4/29/2015
10, 775.26
8/31/2015
2,658.70
$ 12,253,916.88
(951.00)
Total
$ 11,364,888.00
632,748
$ 11,795,354
$ 12,022,221
589,767
101.93%
$ 11,205,587
96.83%
101.42%
96.35%
Fiscal Year 2016
7.3300 mils
Amount
Date
Received
11/6/2015
$ 136,425.96
11/25/2015
1, 962, 475.78
12/2/2015
1, 453, 537.25
12/9/2015
3,796,285.12
12/23/2015
2,056,550.04
1/13/2016
842,367.40
2/10/2016
624,233.12
3/9/2016
184, 068.03
4/13/2016
629,515.70
5/11/2016
160, 320.67
6/8/2016
75, 003.77
7/6/2016
276,953.58
4/27/2016
392.07
7/13/2016
45.48
3/30/2016
54,175.44
8/31/2016
2,957.47
(1,390.00)
Total
$ 12,253,916.88
$ 12,654,969
632,748
$ 12,022,221
101.93%
96.83%
Fiscal Year 2017
7.3300 mils
Amount
Date
Received
11/9/2016 $
241,552.72
11/23/2016
2,146, 334.53
12/7/2016
5,654,301.36
12/14/2016
1,165, 785.49
12/28/2016
1, 203, 053.49
1/11/2017
420,595.20
2/8/2017
565,781.37
3/8/2017
323,939.33
4/12/2017
794,383.20
5/10/2017
160, 878.30
4/26/2017 290.27
1/25/2017 1,321.15
3/29/2017 22,633.36
(941.00
Tot $ 12,699,908.77
$ 13,546,146
$ 12,868,838
98.69%
93.75%
I
Village Investment Policy
This policy shall be reviewed on an
annual basis by the Village Council at
the "setting of Council goals &
objectives" session of the annual
budget.
I
Investment Status Report
• February 2009 PFM Asset Management was selected as the Village's
Investment Advisor
• To date, The Village has transferred a total of $8,409,872. for
investment as core funds. This represents 39.43% of the Fiscal Year
2017 General Fund adopted budget ($21,328,539.00).
• The market value of the core investment portfolio as of March 31, 2017
is $9,095,953.81 (inclusive of accrued interest and cash on -hand at the
custodial bank).
"Rules of the Auditor General, requires our audit to include a review
of the Village's compliance with Section 218.415, Florida Statutes,
regarding the investment of public funds. In connection with our audit,
the results of our procedures did not disclose any instances of
noncompliance with Section 218.415, Florida Statutes. " As indicated
in the Village's 2016 Audit Report (CAFR), the Village's
investments are in accordance with the Village's investment policy.
7
Investment Status Report continued...
• Total cash on hand (as of 3/31/17):
Institution
Balance
Wells Fargo
x8,829,732.93
Bank United
11032,767.47
Florida Prime (SBA Fund "A")
516,772.4$
Flagler Bank
1,512,089.51
Total
$111891369.39
• Village also has $14,958,000 in the FEITF which is for the Country Club
Clubhouse project.
• General Fund Unassigned Fund Balance as of 09/30/16 = $10,724,049.
This amount represents 50.28% of the FY 2017 Adopted Budget ($21,328,539)
0 Country Club Unrestricted Net Assets as of 09/30/16 = $418,726.
Strategic Planning for the Village
• Setting the
stage for
the
annual
budget process
• Providing a
roadmap
for
annual
resource allocations
Acdon plan
S, 1W Ik
E
S.W.O.T. Analysis - Strengths
• Strong financial position
• Safe place to live
• Quality of life
• Unified Council
• High quality staff / level of service
• Citizen participation on Advisory Boards & Committees
• Tradition— 2nd and 3rd generation residents
• Vision and willingness to invest in the future
• Numerous Village amenities
• K-8 public school
• Jack Nicklaus Signature Golf Course
• Proximity to Intracoastal waterways and 30 miles of
shoreline
• Village Country Club
• Clubhouse
• Golf shop
• Olympic size pool
• Tennis courts
• Restaurant
• John D. MacArthur Beach State Park
• Village parks
• 6 convenient locations
• Boat ramp and dry storage
• Village Library
• Services unique to the Village
• Police Department
• Fire Rescue
• Sanitation
• Village evokes a "small town" feel
• Walkable
• Scenic
• 'Curb appeal"
10
S.W.O.T. Analysis - Weaknesses
• Resistance to change/rumors
• Underutilized commercial properties
• No current anchor or destination
• Aged/deteriorated buildings in our community and in ourVillage offices
• Dated infrastructure and backlog of project improvements
• Traffic flow on Northlake Boulevard & Parker Bridge
• Not perceived as "business -friendly"
• Lack of certainty
• Unfamiliar with Village staff
• Time
• Process
• Lack of consistency
• Developers/property owners not getting what they request
• Enforcement and code
• Lack of outreach / marketing / education
• Attitude towards "outsiders"
• Slow to take advantage of opportunities
• Time consuming processes and outdated policies
• Payroll
• Purchasing
• Employee evaluations
• Internal silos —we need to act as one entity
• Lack of staff training and development
• Lack of information sharing within the organization
• Lack of quality hotel
• Lack of high school
S.W.O.T. Analysis - Opportunities
• Annexation
• Digital communications —citizen self-serve/online / newsletter/ social media
• Re-development/implementation of the Master Plan
• Community building to help promote NPB
• Utilize the waterfront
• New Country Club facilities-destination/gathering place
• Return on Investment—(Country Club / Master Plan)
• Coalition of Business and Commercial Property Owners to join Advisory Boards
• Potential expansion of the K-8 public school to "K-12"
• Walkability / Bike friendly
• Provide additional opportunities for our citizens to help memorialize the Village through donations such as a
"Wish List" (use the Town of Palm Beach as an example)
• One cent surtax allocation
• Grant opportunities
• US 1 Corridor project
• Vacant properties
• Underutilized properties
• Promotion of our State Park and other Village amenities
12
S.W.O.T. Analysis - Threats
• Federal, State and County pressures on authority of municipalities
• Neighborhood decline/crime/special needs properties
• Sober Homes in residential areas
• Increase in operating costs (including health care)
• Real estate affordability
• Aging housing stock
• Facility needs —capacity, hurricane prep
• Public Works
• Village Hall
• Community Development
• Potential expansion of high school
• Parking lot
• School
• Library
• Village Hall
• Few annexation opportunities
• Renovation of competing golf operations
• Cost of infrastructure maintenance
• New CC operation and financial impact
• Improper implementation of the Master Plan
• Loss of Village character
• Can we maintain character when we redevelop?
1.3
Our Mission Statement
We sustain North Palm Beach as the "Best
Place to Live under the Sun"' through:
• Superior Services
• Timeless Traditions
• Quality Amenities
14
Our Vision
North Palm Beach will be known for our
unparalleled amenities and innovative
approach to meeting the needs of our safe and
secure community through continuous
improvement in infrastructure and service
delivery as identified by our stakeholders.
15
FY 2018 Goals and Objectives
r,nAIc-
General guidelines that explain what you want to achieve in your community.
They are usually long-term and represent global visions.
Objectives:
Define strategies or implementation steps to attain the identified goals. Unlike
goals, objectives are specific, measurable, and have a defined completion date.
They are more specific and outline the "who, what, when, where, and how" of
reaching the goals.
Why do we need to identify goals and objectives?
Plans and actions based on clear goals and objectives are more likely to succeed in
meeting the community's needs.
16
FY 2o18 Goals and Objectives continued...
1. Goal: Provide a sustainable financial base for the Village
a. Ensure equitable taxes and fees forVillage services.
b. Keep taxes and fee growth as close to inflation rates and
property values as possible.
c. Implementation of Master Plan to encourage new businesses
and to promote economic development.
d. Actively pursue annexation opportunities .
e. Pursue the best facility and land utilization for the benefit of all
Village residents. (Note: can we better define this?)
f.
Explore
all opportunities for sources
of funds.
g.
Create
a Village
"Wish
List"
for
businesses and
resident
donations
17
FY 2o18 Goals and Objectives continued...
2. Goal: Maintain a high quality of life and improve the overall
appearance in the Village
a. Improve and maintain Village waterways as a unique Village asset.
b. Maintain the highest quality of public safety services through accreditation of
its law enforcement component and through fire rescue level of service
partnerships.
c. Enhance communication with residents through mediums such as the Village
Newsletter and website and other forms of communications.
d. Provide more interactive opportunities for all citizens to participate in Village
direction, activity, and facility decisions.
e. Maintain service levels.
f. Update the Code of Ordinances to match contemporary requirements and to
encourage redevelopment consistent with the MasterPlan.
g. Improve code compliance and education with special emphasis towards
consistent enforcement and the abatement of "special needs" properties.
FY 2o18 Goals and Objectives continued...
3. Goal: Maintain quality of all recreational facilities of the
Village
a. Maintain a high level of appearance and condition of Village parks and
recreational facilities, including the Country Club.
b. Reinvigorate recreational activities for a fresh approach that is responsive to
the current interests of residents to include, but not be limited to,
i. Increased involvement in recreational activities by expanding
programming for all age groups;
2. Enhancement and promotion of pool, tennis, and park amenities.
Zg
FY 2o18 Goals and Objectives continued...
4. Goal: Build a new Country Club Clubhouse
a. Release construction RFP.
b. Break ground during Fiscal Year 2017.
c. Ensure that all Country Club facility renovations are completed by
December 2018.
20
FY 2o18 Goals and Objectives continued...
5. Goal: Implement the Master Plan for business economic
development in our commercial corridors and community
development in our neighborhoods
a. Review Comprehensive Plan and Land Development regulations to make
recommendations that would facilitate the implementation of the Master
Plan.
b. Engage the public regularly to ensure implementation of the plan is consistent
with community values.
c. Prepare marketing strategies
d. Facilitate the creation of a coalition of business and commercial property
owners to revitalize and redevelop our commercial corridors.
e. Identify grant opportunities.
f. Evaluate creation of a Neighborhood Enhancement Program
21
FY 2o18 Goals and Objectives continued...
6. Goal: Continuously improve the way the Village operates
a. Encourage resident participation on Village Boards and in public meetings,
programs and events.
b. Improve communication with businesses, encouraging participation of
businesses in Village events. Implemen-. additional / improved social media
communications to residents and businesses.
c. Assess key work processes to determine what services can be improved and
implement improved procedures.
d. Maintain 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.
e. Identify opportunities to engage consultants to supplement Village staff
including landscape architects, architects and traffic engineers/planners.
22
FY 2o18 Goals and Objectives continued...
7. Goal: Complete the implementation of the Pay for
Performance System
a. Create management/employee workgroups to:
1. Establish appropriate performance measures based
upon job descriptions;
2. Create procedures for the evaluation process; and
3. Set goals and objectives.
b. Complete implementation of pay for performance for
appropriate personnel before the end of Fiscal Year 2017.
Previously implemented in Fire Rescue
2. In contract for PBA
3. In FPE Negotiations
23
FY 2o18 Goals and Objectives continued...
8. Goal: Implement and maintain along -term (:Lo -year) capital
improvement plan
a. Proactively address infrastructure, maintenance and
replacement needs.
b. Maintain a consistent level of expenditures to achieve Village
goals.
c. Plan funding needs, where possible, to avoid substantial debt or
tax swings.
d. Incorporate Surtax Plan into the Village's CIP
24
FY 2o18 Goals and Objectives continued...
9. Goal: Establish programs to create a "family -feel" within the
organization
a. Implement team -building events.
b. Empower employees to feel a sense of ownership,
and boost morale.
c. Enhance internal communication
d. Develop leadership capabilities
feel valued,
25
y
FY 2017-2oi8 Budget Workshop Schedule
Wednesday
June 14, 2017
7 — 10 pm
Council Goal Setting and Mid -Year Budget Review
Wednesday
July 19, 2017
7 — 10 pm
Country Club Budget Overview
General Fund Budget Overview
Thursday
July 27, 2017
7:30 pm
Council Meeting
Manager's Proposed Budget Presentation
Country Club & General Fund Departmental Budgets:
Wednesday
August 9, 2017
7 — 10 pm
Golf/Restaurant/Administration
Parks & Recreation/Library
General Fund Departmental Budgets:
Wednesday
August 16, 2017
7 — 10 pm
Council/Clerk/Village Attorney/Village Manager
HR/Finance/IT/Debt & Other
Wednesday
August 23, 2017
7 — 10 pm
General Fund Departmental Budget:
Public Works
Wednesday
August 30, 2017
7 — 10 pm
General Fund Departmental Budgets:
Police/Fire Rescue/ Community Development
Wednesday
September 6, 2017
7 — 10 pm
Budget Recap and Millage Discussion
26
Discussion
27