FY 2020 VNPB ADOPTED BUDGETVillage of North Palm Beach, FL
Annual Adopted Budget
Fiscal Year 2020
GFOA Budget Award FY 2020
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, 2018.
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 on 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 2020.
Village of North Palm Beach FY 2020 Adopted Budget Page 2 of 361
Guide for Readers FY 2020
The purpose of this section is to provide the reader with a guide to the document’s contents: where and how
to find the information and how to understand or use the information.
The Fiscal Year 2020 Annual budget for the Village of North Palm Beach, Florida is intended to serve four
purposes:
1. The Budget as a Policy Guide:
As a policy document, the budget indicates what services the Village will provide during the twelve-
month period beginning October 1, 2019 and why. The Budget Message summarizes the challenges
facing the Village and how the budget addresses them. The Department budget sections provide
major goals and objectives for each department in the Village.
2. The Budget as a Financial Plan:
As a financial plan, the budget outlines how much Village services will cost and how they will be
funded. The Budget Summary provides an overview of the budget, including major revenue and
expenditure categories.
3. The Budget as an Operations Guide:
As an operations guide, the budget indicates how services will be delivered to the community. The
Departmental budget sections outline the number of authorized positions and department
appropriations approved by the Village Council for the provision of services by each department. An
organizational chart is provided to show how the Village is structured for efficient and effective
work.
4. The Budget as a Communications Device:
The budget is designed to be user friendly with summary information in text, tables and graphs. A
glossary of budget terms is included after the Appendix section for your reference. Finally, the
budget includes the Budget Message Section which provides the reader with a condensed analysis of
the fiscal plans of the Village for the upcoming fiscal year.
Copies of this document are available for review at the Village Clerk’s office and the Village Library. In
addition, this document can be accessed through the internet at http://www.village-npb.org.
The table of contents lists every subject covered in this document and its page number. As a further aid, the
budget document is divided into the following six major sections:
Introduction
This section includes the budget message, which provides a narrative of where we have been and where we
are going in the upcoming year. The message provides a broad perspective of services provided and
discusses taxes and millage rates, changes in operations, significant differences in revenues and
expenditures, and the focus and direction of the budget year.
The introduction section also includes general information about the Village, its budget philosophy and
process, debt administration, fund balance overview and other general information.
Village of North Palm Beach FY 2020 Adopted Budget Page 3 of 361
Guide for Readers FY 2020
General Fund
This section provides revenue and expenditure summaries, budget comparisons and computation of taxable
value. Also included are details of all estimated revenues and departmental expenditures.
An overview of each department is included in this section. Each department’s section includes the
following: an organization chart, mission statement, goals and objectives, performance measures 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.
Appendix
This section includes the Glossary and a list of Acronyms used throughout this document.
We hope this guide has aided in finding and understanding information contained in the Village’s budget. If
any information is unclear or if additional information is necessary, please call the Finance Department at
(561) 841-3360.
Village of North Palm Beach FY 2020 Adopted Budget Page 4 of 361
Table of Contents FY 2020
Main Section
GFOA Distinguished Budget Award ............................................................................................................. 2
Guide for Readers ..................................................................................................................................................3-4
Table of Contents ...................................................................................................................................................5-7
Introduction ................................................................................................................................................................. 8
Manager’s Budget Message ................................................................................................................................. 9-15
Organizational Structure ......................................................................................................................................... 16
Village Officials & Administrative Staff ................................................................................................................ 17
Village Boards & Committees ........................................................................................................................... 18-20
Village Overview ............................................................................................................................................... 21-23
Village Location Map .............................................................................................................................................. 24
Village History ................................................................................................................................................... 25-30
Village Departments ........................................................................................................................................... 31-33
Village Budget at a Glance ...................................................................................................................................... 34
Budget Preparation Process ................................................................................................................................ 35-39
Fund Structure .................................................................................................................................................... 40-42
Basis of Budgeting ............................................................................................................................................. 43-44
Financial Policies ............................................................................................................................................... 45-48
Debt Administration ........................................................................................................................................... 49-50
Fund Balance Overview ..................................................................................................................................... 51-53
Strategic Planning .............................................................................................................................................. 54-58
Long Range Planning ......................................................................................................................................... 59-60
General Fund Budget ................................................................................................................................................ 61
General Fund Organization Chart ........................................................................................................................... 62
General Fund Budget Summary .............................................................................................................................. 63
General Fund Revenues ...................................................................................................................................... 64-76
General Fund Expenses .......................................................................................................................... 77-82
General Fund Operating Highlights ............................................................................................................. 83
General Fund Department Summaries .......................................................................................................... 84
Village Council ............................................................................................................................ 85-90
Village Manager ........................................................................................................................... 91-96
Human Resources ....................................................................................................................... 97-103
Village of North Palm Beach FY 2020 Adopted Budget Page 5 of 361
Table of Contents FY 2020
Finance .................................................................................................................................... 104-111
Information Technology ............................................................................................................ 112-117
Village Attorney ....................................................................................................................... 118-119
Village Clerk ............................................................................................................................ 120-127
General Services Village Hall ........................................................................................................... 128
Public Safety ............................................................................................................................ 129-146
Public Works ............................................................................................................................ 147-161
Community Development .......................................................................................................... 162-173
Library..................................................................................................................................... 174-181
Parks & Recreation ................................................................................................................... 182-187
Tennis & Pool Operations…………………………………………………………………………….188-190
Reserves & Other ..................................................................................................................... 191-192
General Fund Charts and Graphs ......................................................................................................... 193-196
General Fund Fee Schedules .......................................................................................................................... 197-210
Country Club Budget .................................................................................................................................. 211
Country Club Organization Chart ......................................................................................................................... 212
Country Club Narrative .................................................................................................................................. 213-221
Country Club Budget Summary ............................................................................................................................ 222
Country Club Highlights ....................................................................................................................................... 223
Country Club Revenues.................................................................................................................................. 224-228
Country Club Expenses .................................................................................................................................. 229-234
Country Club Department Summaries ........................................................................................................... 235-240
Pay Plan .................................................................................................................................................................... 241
Pay Plan Narrative .......................................................................................................................................... 242-244
Comprehensive Pay & Classification Plan ..................................................................................................... 245-248
Pay Ranges ..................................................................................................................................................... 249-250
Five Year Position Summary ................................................................................................................................ 251
Employees by Function ........................................................................................................................................ 252
Village of North Palm Beach FY 2020 Adopted Budget Page 6 of 361
Table of Contents FY 2020
Capital Improvement Plan ...................................................................................................................................... 253
CIP Narrative.................................................................................................................................................. 254-258
FY 2020 Capital Outlay and Operating Impact Summary ............................................................................. 259-261
Five Year CIP Summary ................................................................................................................................ 262-265
Capital Request Forms ................................................................................................................................... 266-349
Appendix .................................................................................................................................................................. 350
Acronyms .............................................................................................................................................................. 351
Glossary of Terms .......................................................................................................................................... 352-361
Village of North Palm Beach FY 2020 Adopted Budget Page 7 of 361
Introduction
FY 2020
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Manager’s Budget Message FY 2020
TO: Honorable Mayor and Council
FROM: Andrew D. Lukasik, Village Manager
DATE: October 1, 2019
SUBJECT: Fiscal Year 2019/20 Annual Budget
I am pleased to share with you this Fiscal Year 2019/20 Annual Budget for the Village of North Palm Beach
which provides a plan to enhance Village services during the coming fiscal year. Departments have prepared
an ambitious list of Village projects and operational enhancements that support the goals and objectives
established by the Village Council earlier this year.
Budget Format
To provide the public with information about the financial plan for the fiscal year, the Village has created a
user-friendly budget document that provides detailed and meaningful information for many different users.
Specific managerial and operational responsibilities have been assigned to each Village Department and staff
have been allocated to ensure all functions associated with the individual Departments are performed in a
timely and efficient manner. Within the budget document, organizational charts are presented depicting each
Department’s organizational and supervisory structure. In addition, Departments included a detailed report
featuring individual goals, operational services, program improvements, and staffing as well as capital project
expenditures.
It is the intent of the Village to maintain an open exchange of municipal information with all stakeholders
regarding how public financial resources are received and expended. To that end, this budget document, as
well as a summary, will be posted on the Village website (www.village-npb.org).
Budget Goals and Objectives
The Village obtains a major portion of its annual general fund financial resources (64.07%) from ad valorem
property taxes. By comparison, the Village’s gross taxable property values have increased this year to
$2,348,992,794, or nearly 5.18%, over last year’s valuation.
The Village does not currently assess many of the traditional fees (taxes) that other municipalities use for
generating revenue. Rather, it primarily depends on ad valorem taxes to fund services. As a result, residents
are not assessed additional fees (taxes) for utility, solid waste, storm water, or fire rescue services. However,
during this fiscal year, the Village will be evaluating the introduction of a Stormwater Fee to address needed
repairs to its existing infrastructure and implement new projects that will improve water quality as identified
in the Citizens Master Plan.
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 9 of 361
Manager’s Budget Message FY 2020
The financial plan for FY 2019/20 reflects the community’s desire for enhanced services and proper
maintenance of infrastructure. While the budget allocates resources to improve the Village’s ability to
address service and maintenance demands annually, there are also significant capital investments to be made
that will be unique to this fiscal year. Although budgeted in the prior year’s budget, work on the Country
Club Clubhouse and pool will continue for the first few weeks of the fiscal year. Village staff is eagerly
planning for the opening of the new clubhouse and the introduction of our new restaurant and caterer,
Farmer’s Table, to the community. With Council’s guidance, staff is anxious to begin and proud to be a part
of this new chapter in the Country Club’s history as it will provide members of the community with a quality
experience each time they visit while generating needed revenues that will ultimately cover operating and
needed capital expenditures. A conservative budget was developed for this year, but staff is confident that
expenditures can be further reduced and revenues enhanced throughout the year.
The FY 2019/20 budget was developed collaboratively with assistance from the Village’s Management Team,
departmental supervisors and staff. This process allowed Administration to consider current practices and
procedures while identifying opportunities for new and improved services, programs, and projects that
support the Village Council’s goals and objectives. Our budgetary emphasis centers on the Council’s
budgetary goals:
Goal: Financial Sustainability
Through this goal, the Village seeks to ensure that the property taxes and fees levied on
residents and businesses are equitable relative to the services received and that they do not
increase significantly beyond the rate of inflation or the growth in property values.
Annexation of adjacent unincorporated areas and implementation of the Citizens’ Master Plan
Report (adopted in October, 2016), which will encourage mixed use development along the
Village’s commercial corridors and provide for desired investments in residential districts as
well as simplified code regulations, will assist the Village in achieving these goals. Functions
at the Country Club are being reviewed to ensure that revenue is generated to finance debt,
cover operating and maintenance costs and begin funding future improvements. Not only is
the Village pursuing a different delivery model for tennis operations (i.e. private company as
opposed to Village employees), but one of this year’s priorities will be to reduce the financial
impact of the pool operation on the General Fund. Additionally, the Village will be reviewing
methodologies to equitably distribute financial responsibility for storm water infrastructure
construction and maintenance during the fiscal year.
Goal: Beautification and Quality of Life
To support one of the suggestions to improve and stabilize neighborhoods in the Citizens’
Master Plan Report, the Village Council recently established the Environmental Committee.
Cohesive and significant landscaping and streetscape improvements, such as benches,
lighting, and neighborhood signage, help create neighborhood identity and improve property
values. Improving these features often encourages exiting property owners to respond in
kind, with improvements that follow on private properties. Additionally, and central to the
goals of the Committee, is the need to focus in on environmental sustainability. The newly
established Environmental Committee will work with staff and neighborhood participants to
identify necessary improvements and be responsible for developing and implementing
programs to address them.
Village of North Palm Beach FY 2020 Adopted Budget Page 10 of 361
Manager’s Budget Message FY 2020
Goal: All Neighborhoods as Desirable Places to Live
An emphasis on code compliance is a key to achieving this goal. The Citizens’ Master Plan
Report highlighted this point by pointing to “stressed” neighborhoods and identifying a lack
of landscape and home maintenance, faded exterior paint broken shutters and overgrown
lawns as indicators. To address those issues, the Village has continued to fund a third Code
Compliance Officer and will begin to adjust staffs’ schedules to provide coverage on
weekends. Code will also work with the Neighborhood Enhancement Team to collaborate
with residents in addressing quality of life issues in their neighborhoods.
Another strategy identified in the Citizens’ Master Plan Report was the need to establish infill
regulations that ensure compatibility in the neighborhood. Residents that participated in the
Citizens’ Master Plan Report charrette process voiced concerns about the character of new
housing in established neighborhoods – specifically the mass of houses being constructed in
single family neighborhoods. There were other issues, such as the desire to allow for “granny
flats” in the Village, that were identified during the charrette process as well. To address
these and similar issues, the Village will initiate a review of its land development regulations
related to residential neighborhoods. The process will begin with the selection of a consulting
firm to assist in the process and will include a series of public meetings to solicit input as
potential changes to the code are developed for review by the Village Council.
Goal: Waterways and Recreation
The Village will continue recent efforts to maintain a high level of appearance and condition
of Village parks and recreational facilities, including the Country Club, and reinvigorating
recreational activities for a fresh approach that is responsive to the current interests of
residents. To that end, the Parks and Recreation Department, in response to residents’
requests to enhance the Village’s athletic and recreation programs, will conduct surveys and
conduct small focus groups as part of the process of revisiting the community’s needs to best
determine what activities should be offered. This community outreach will be part of a needs
assessment that will guide activities for the next few years. This effort will also consider
potential improvements to existing facilities to accommodate residents’ recreation needs.
Not only will the Village be evaluating the use of a stormwater fee that will be used, in part,
to better treat stormwater before it hits open water, but the Village will work to collaborate
with other Palm Beach County communities to promote access to and preserve the quality of
the Lake Worth Lagoon and the Intracoastal Waterway through participation with the
Blueway Trail program.
Goal: Strong Local Economy
The Citizens’ Master Plan Report served as the springboard for the effort to draft and adopt
new regulations that will breathe life in our commercial districts, create a more sustainable
financial future for the community and enhance the small-town living that makes North Palm
Beach a special place to live. To implement the Master Plan, a planning consultant has been
assisting the Village with a review and rewrite of the Comprehensive Plan, Land
Development regulations and application processes to facilitate the development process. A
key component of this effort has been to engage the public to ensure that the form and
function of future development dovetails with the community’s character.
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Manager’s Budget Message FY 2020
As part of this effort, the Village will recreate the Business Advisory Board to assist in
revitalizing and redeveloping our commercial corridors.
While rewriting the Village’s Land Development Regulations will encourage new private
investment, there will continue to be public investment needs as well. New infrastructure or
improvements that will benefit the commercial areas will be required over time. The use of a
Community Redevelopment Agency (or CRA), which implements a tax increment financing
plan, is a common tool used throughout Florida and the nation. However, establishing a CRA
requires county approval and Palm Beach County has a policy that precludes the creation of
new CRAs. While a CRA may not be a viable economic development tool for the Village, the
Village will explore other opportunities to ensure that funding is available for necessary
projects in our commercial areas.
Goal: Improve Mobility
The character and functionality of the US1 Corridor was a key issue discussed by the
community in the development of the Citizens’ Master Plan Report. In addition to the
recommendation to encourage redevelopment along the Corridor in a character desired by the
community, the Plan also identified the need to evaluate, as a means of addressing community
character and transportation alternatives, the reduction of US1 from six lanes to four.
Although US1 is four lanes on either end of the Village and volume projections within the
Plan indicate that the Corridor will accommodate growth in the future in a four-lane
configuration, the Village Council recognizes the need to study the impacts of reducing the
number of lanes given the controversial nature of such decisions.
Palm Beach County and the Florida Department of Transportation each have bridge
replacement projects scheduled to take place within the Village limits within the next five
years. The replacement of these bridges at Prosperity Farms Road and US1 (both over the
Earman River) afford the Village the opportunity to introduce some of the design concepts
identified in the Citizens’ Master Plan Report. Ensuring that pedestrians and bicyclists (as
well as golf carts) are accommodated, adding architectural features and taking advantage of
water views will create new gateway elements for the community to enjoy.
Additionally, although the Village made significant investments in the bridge during the last
fiscal year, the evaluation options regarding replacement of the Lighthouse Bridge will be
initiated this year. Replacement of the bridge is anticipated in 2023.
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 12 of 361
Manager’s Budget Message FY 2020
Goal: Organizational Excellence
Community members can bring an extraordinary degree of knowledge and technical expertise
to address many of the opportunities presented to the Village. The Village will work to
encourage resident participation on Village Boards and in public meetings, programs and
events and enhance their exchange of information with the Village Council. The organization
will be working to address opportunities for process improvement and use the technical
expertise of consultants to supplement Village staff. With the desire to engage the community
in address challenges facing the Village, the Council will be challenging members of the
Advisory Boards to identify issues that could be addressed to improve residents’ quality of
life.
To create efficiencies and ensure that the Village obtains the expertise it needs to implement
projects, the Village Council has asked Village staff to identify opportunities to engage
consultants to supplement staff, including the use of landscape architects, architects, traffic
engineers and planners.
To better ensure that employees are appropriately compensated for their work, the Village
will continue to deploy employee workgroups to establish appropriate performance measures
based upon job descriptions, create procedures for the evaluation process and set goals and
objectives. Additionally, Village staff will initiate an ongoing educational program to ensure
that supervisors and employees appropriately implement our Pay for Performance system.
Budget Highlights:
The financial plan for the upcoming fiscal year represents an aggressive approach to adequately maintain
infrastructure and adequate staffing in order to continue the delivery of quality services to the community.
The Village’s operating millage rate will remain flat at 7.5000 mils. The Village has no outstanding general
obligation bond debt; therefore, the combined total millage rate of the Village will equal $7.5000 mils.
Capital budget needs over the next five (5) years are addressed in a balanced Capital Improvement Plan. The
FY 2020 budget provides for funding the Capital Improvement Plan needs without the need to transfer funds
from the General Fund Unassigned Fund Balance (General Fund Reserves).
The Public Works Department has oversight of Village sanitation, infrastructure, streets, facilities,
equipment, and roadways. This Department will play a major role in maintaining and expanding the focus
on community appearance during the coming year. With the use of revenue from the voter-approved 1 cent
infrastructure surtax, the Village will continue resurfacing roadways, replacing damaged sidewalks, develop
designs and begin the multi-phased project of replacing the alley wall east of US1 as well as developing
designs for pedestrian amenities and architectural features on the US1 and Prosperity Farms Road bridges.
Village of North Palm Beach FY 2020 Adopted Budget Page 13 of 361
Manager’s Budget Message FY 2020
The Police Department has continued to make improvements in neighborhood outreach, crime suppression
and crime clearances. With the addition of two police officers this year, the Police Department will play a
key role in establishing an interdepartmental “Neighborhood Enhancement Team” that will focus on quality
of life issues within all of the Village’s neighborhoods. Other disciplines within this team – including Fire
Rescue, Planning, Code Compliance, Recreation and Building – will work collaboratively to tackle
neighborhood issues that require creativity and persistence.
Construction of the Village’s new Country Club will be completed early this fiscal year. Completion of the
Clubhouse will provide an enhanced experience for North Palm Beach Country Club members and visitors
alike. The new facility, which will boast an improved dining experience, courtesy of Farmer’s Table, for
anyone visiting the Clubhouse as well as a new banquet facility, and a restored Jack Nicklaus Signature Golf
Course, will provide the community with enhanced opportunities to gather and socialize.
Some financial details associated with the completed Country Club projects include:
The repayment schedule on the $15 million loan to reconstruct the clubhouse began in FY 2017/18.
At this time, and until the Village develops a better understanding of the new Clubhouse’s operations,
the General Fund will be temporarily servicing the debt on its own.
The $1.7 million golf course renovation project will be funded by a loan from the General Fund to the
Country Club. In accordance with Village Council policy direction, this loan will be based upon the
final construction cost and be repaid with interest at a rate that is 0.5% greater than the return the
General Fund receives from its investment revenue. These loan terms continue to ensure that golf
operations are not subsidized by Village businesses and residents and are economically beneficial to
both funds.
Personnel Staffing and Benefits
The preparation of this portion of the budget is challenging based on continuing increases in the cost of
employee compensation and benefits. For budget purposes, retirement contribution levels for the
General Employee “Defined Benefit” Retirement Plan are estimated at 20.10% in the coming year and
employee contributions remain at 6%. The Village’s required contribution for the “Defined
Contribution” plan, available through ICMA-RC, is fixed at 15% with a required 3%, 5%, 10% or 15%
contribution by the participating employee.
Police and Fire pension matters are subject to the Village’s collective bargaining negotiations. For
budget purposes, retirement rates for Police and Fire employees are estimated at 20.04% in the coming
year based upon the contracts that were approved in FY2018/19. Police employee contributions are 6%
and Fire employee contributions are 7%.
The actual figures will be based on asset returns and actuarial experience.
Village of North Palm Beach FY 2020 Adopted Budget Page 14 of 361
Manager’s Budget Message FY 2020
Budget Conclusion
Several operating and capital improvement project highlights are planned in the FY 2019/20 budget that
support the goal of continually improving the Village using a “Resident Service” focus. Many of these
budget highlights are shown on tables in the following pages.
The preparation of this Annual Budget document was accomplished through the collaboration of all Village
departments and the notable assistance of the Finance Department staff.
Several budget workshop meetings were held during the months of July, August, and September where
Council reviewed the substance and content of this Budget in detail. All refinements are incorporated in this
“Final” FY 2019/20 Annual Budget document.
Respectfully submitted,
Andrew D. Lukasik
Village Manager
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 15 of 361
Village Attorney
Village Boards
• Audit Committee
• Business Advisory
• Construction Board of
Adjustment
• Golf Advisory
• Infrastructure Surtax
• Environmental Committee
• Library Advisory
• Pension Boards
• Planning Commission
• Recreation Advisory
• Waterways Board
• Zoning Board of Adjustment
The Residents
Village Council
Village Clerk
Operating Departments
Community Development
Finance
Human Resources
Information Technology
Library
Police
Fire Rescue
Public Works
Parks & Recreation
Country Club
Village Manager
Village of North Palm Beach Organizational Structure FY 2020
Village of North Palm Beach FY 2020 Adopted Budget Page 16 of 361
Village Officials and Administration Staff FY 2020
Village Council:
Mayor
Darryl C. Aubrey
Vice Mayor
Mark Mullinix
President Pro Tem
David Norris
Councilmember
Susan Bickel
Councilmember
Deborah Searcy
Administrative Staff:
Village Manager Andrew Lukasik
Village Attorney Leonard G. Rubin
Village Clerk Jessica Green
Chief of Police Richard Jenkins
Fire Chief J.D. Armstrong
Director of Finance Samia Janjua
Director of Information Technology Michael Applegate
Director of Human Resources Renee Govig
Director of Library Zakariya Sherman
Director of Parks & Recreation Russ Ruskay
Director of Special Projects Chuck Huff
Director of Public Works Steven Hallock
Country Club General Manager Beth Davis
Director of Community Development Jeremy Hubsch
Note of Appreciation
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.”
Village of North Palm Beach FY 2020 Adopted Budget Page 17 of 361
Village Boards and Committees FY 2020
The Village Council of North Palm Beach appoints members of the community to boards, commissions, and
committees to act in an advisory capacity to the Council, Manager, and Departments of the Village. The
Village Council may create a board or committee in connection with any functions of the Village, or may
create an ad hoc committee of limited duration. North Palm Beach board, commission, and committee
members serve at the pleasure of the Village Council. Members of the Village Council attend meetings of
Village boards, commissions, and committees on a rotation schedule in order to remain informed of Board
business and concerns.
Each appointed body has a specific scope of authority as provided by the Village Code of Ordinances and/or
Florida Statutes. Boards, commissions, committees, and task forces may have administrative, managerial,
quasi-judicial, investigatory, and/or advisory powers dependent upon the enabling legislation. Boards,
commissions, and committees are not responsible for day-to-day operations of the departments, operating
policies of departments or the business decisions of the local government.
Municipal advisory boards, commissions, and committees are comprised of dedicated citizens who volunteer
their time and expertise to help their community. Boards, commissions, and committees are an integral part
of citizen participation in local government and an important asset to the Village for proper growth and
development and the long-term stability of our community. Our volunteers provide vital input in the
decision-making process regarding present and future activities, programs, and policies.
The Village of North Palm Beach has thirteen (13) Boards, Commissions, and/or Committees:
Audit Committee Business Advisory BoardConstruction Board of Adjustment Golf Advisory Board
Infrastructure Surtax Oversight Committee
Environmental CommitteeLibrary Advisory Board General Employees’ Pension Board
Police & Fire Pension Board Planning Commission Recreation Advisory Board Waterways Board Zoning Board of Adjustment
Audit Committee
The primary responsibility of the Audit Committee is to oversee and monitor the independent audits of the
Village’s financial statements from the selection of the independent auditors to the resolution of audit
findings. The Audit Committee facilitates communication between the Village Manager’s office, the
independent auditors, and the Village Council, and serves as an advisor to the Village Council. The Audit
Committee also has an annual responsibility to present a written report to the Village Council, which shows
how the committee has discharged its duties and met its responsibilities. The written report also includes its
findings as to the independent audits of the Village’s financial statements.
Business Advisory Board
The Business Advisory Board serves as a liaison between the owners of businesses within the Village and
the Village Council. The Business Advisory Board promotes business development and supports and
sustains existing businesses by identifying business opportunities.
Village of North Palm Beach FY 2020 Adopted Budget Page 18 of 361
Village Boards and Committees FY 2020
Construction Board of Adjustment and Appeals
The Construction Board of Adjustment and Appeals hears appeals of decisions and interpretations of the
building official and considers variances of the technical codes.
Golf Advisory Board
The primary responsibility of the Golf Advisory Board is to support and effectuate an outstanding golf
experience at an affordable price through superior customer service, high quality playing conditions, and a
wide variety of golf services tailored to 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 following areas: member and resident comments and concerns; course procedures relating to
starting times; shotgun events; tournament scheduling; charitable outings; special member events; and course
and facilities condition.
Infrastructure Surtax Oversight Committee
The Infrastructure Surtax Oversight Committee was formed pursuant to a voter-approved one percent local
government infrastructure surtax to be utilized by the County, the Palm Beach County School Board, and the
municipalities within Palm Beach County for the financing, planning, construction, reconstruction, renovation,
and improvement of necessary infrastructure. The Committee acts in an oversight and advisory capacity to
the Village Council, and is required to prepare an annual report to the Council regarding whether the
Village’s expenditure of the surtax proceeds for the fiscal year was consistent with statutory requirements
and voter-approved ballot language; and whether the Village’s expenditure of the surtax proceeds for the
fiscal year was consistent with the Village’s approved surtax proceeds project list, if any, or any revisions or
modifications to the surtax project list as approved and adopted by the Village Council.
Environmental Committee
The Environmental Committee serves in an advisory capacity to the Village Council and recommends
programs and activities to promote and conserve the Village’s natural environment and enhance the overall
appearance of the Village.
Library Advisory Board
The Library Advisory Board serves in an advisory capacity to the Village Council and makes
recommendations as to present and future activities, planning, programs, capital improvements and facilities
and other matters relating to the overall function and operation of the North Palm Beach Library.
General Employees Pension Board
The General Employees Pension Board performs all duties and enjoys all rights and powers vested by law or
ordinance and is responsible for administering and effectuating the provisions of the law relating to the
general employees retirement fund.
Police and Fire Pension Board
The Police and Fire Pension Board performs all duties and enjoys all rights and powers vested by law or
ordinance and is responsible for administering and effectuating the provisions of the law relating to the
retirement fund for police and fire employees.
Village of North Palm Beach FY 2020 Adopted Budget Page 19 of 361
Village Boards and Committees FY 2020
Planning Commission
The Planning Commission is designated as the governmental entity to act as the “local planning agency” in
accordance with F.S. 163. The Planning Commission holds public hearings and makes recommendations
regarding amendments to the appearance plan, the issuance of certificates of appropriateness, reviews
preliminary and final plats, and performs any duties which lawfully may be assigned to it by the Village
Council. Prior to annexation and changes to zoning ordinances, the Village Council seeks the advice of the
Planning Commission.
Recreation Advisory Board
The Recreation Advisory Board serves in an advisory capacity to the Village Council and makes
recommendations as to present and future recreation activities, planning, recreation programs, capital
improvements and facilities and other matters relating to the overall recreational activity of the Village other
than its waterways.
Waterways Board
The mission of the Waterways Board is to ensure that the waterways located within the Village, and the
marina located at Anchorage Park, are 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.
Zoning Board of Adjustment and Appeal
The Zoning Board of Adjustment hears and decides appeals and variances. The Zoning Board of Adjustment
has the power to authorize variances from the terms of the ordinance as will not be contrary to the public
interest when, owing to special conditions, a literal enforcement of the provisions of the ordinance would
result in unnecessary and undue hardship. In order to authorize any variance from zoning ordinances or
regulations, the Board must find that certain conditions exist, according to specific requirements set forth in
the Code of Ordinances. The Zoning Board of Adjustment hears appeals when it is alleged that there is an
error in any order, requirement, decision, or determination made by an administrative official in the
enforcement of any zoning ordinance or regulation.
Village of North Palm Beach FY 2020 Adopted Budget Page 20 of 361
Village Overview FY 2020
Date of Incorporation 8/13/1956
Fiscal Year 10/1 – 9/30
Form of Government Council / Manager
Elections 5 council members elected for two-year, overlapping terms
Area 5.8 square miles
Total FY20 Budget $30.11 million
Total FY20 Property Valuation $2.35 billion
Total FY20 Millage Rate $7.50 mils
Location
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.
The land area of the Village is approximately 5.8 square miles. The Village has an abundant amount of
waterfront property created by a number of lakes, canals, and the Atlantic Ocean. With such assets as warm
weather, sunshine, golf, ocean fishing, boating, sandy beaches and balmy breezes, the Village has much to
offer enthusiastic people who are raising families or are looking to retire.
Village Government
The Village of North Palm Beach was incorporated as a political subdivision of the State of Florida in 1956.
Village government operates under the Council-Manager form of government. The Village Council consists
of five, non-partisan at-large council members, elected for two-year, overlapping terms, with a Mayor, Vice
Mayor, and President Pro Tem selected each year by the council members. The Village Council meets in
regular session twice each month for purposes of setting policy and carrying out the legislative matters of the
Village. The Village Council appoints the Village Manager, Village Clerk, and the Village Attorney.
The administrative day to day responsibilities are carried out through the Village Manager. The Village
Manager acts as the Chief Administrative Officer of the Village and is responsible for directing all Village
employees other than those hired directly by the Village Council.
The Village provides a full range of municipal services including Public Safety, Sanitation, Recreation,
Library, Streets & Roads Maintenance, Public Improvements, Planning, Zoning & Building, and General
Administrative Services.
The Village also manages an enterprise operation which is the operation of its Golf and Country Club.
Population
The Village is primarily a residential community with a population of approximately 13,000 which increases
to approximately 15,000 during the winter months by residents who list their northern homes as their official
place of residence. Residents are generally in the middle to upper income brackets.
Village of North Palm Beach FY 2020 Adopted Budget Page 21 of 361
Village Overview FY 2020
Resident Statistics
Median Age 53.5
Median Income $59,905
Total Housing Units 8,024
Per Capita Income $47,836
Registered Voters 10,455
Population 13,057
Racial Composition
White 83.7%
Black 3.7%
Asian 1.4%
Two or More Races 0.8%
Hispanic or Latino 10.4%
Age Distribution
Up to 17 years 14.1%
18-34 years 13.3%
35-54 years 24.6%
55-64 years 16.8%
65+31.3%
Education
< Grade 9 2.32%
Grade 9 - 12 3.22%
High School 21.82%
Some College 20.09%
Associates Degree 7.51%
Bachelor’s Degree 29.83%
Graduate Degree 15.21%
Public Schools in the Village
NPB Conservatory School K-8
Existing Land Use Acres
Conservation 301.62
Vacant 27.80
Residential Single Family 688.05
Residential Multi Family 293.18
Commercial 149.95
Recreation & Open Space 196.85
Institutional & Civic 86.27
Utility & Transportation
(includes Marina)
24.80
Road ROW, Boat Slips &
Intermittent Water Bodies
590.12
Municipal Employees
Full-time 153
Part-time 96
Total 249
Service Statistics
Solid Waste Res. Accounts 7,630
Village vehicles maintained 85
Streets & Sidewalks:
Miles of Streets & Alleys 32.30
Street Lights 628
Sidewalks 48 miles
Landscape Area 43.23 acres
Swales 42.1 miles
Recreational Facilities:
Recreation Centers 3
Parks 5
Dog Parks 2
Tennis Courts 12
Marina 1
Swimming Pool 1
Playgrounds 4
Library 1
Golf Course 1
Driving Range 1
Public Safety
Police:
Police Station 1
Sworn Police Officers 34
Civilian Employees 5
Crossing Guards 14
Average Response Time 3.16 minutes
Fire Rescue:
Fire Station 1
Employees 24
Average Response Time 5.37 minutes
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 22 of 361
Village Overview FY 2020
Major Employers Employees
PBC School Board 21,200
Tenet Health Care Corp 6,136
PBC Government 5,928
NextEra Energy (FPL) 4,021
Hospital Corp of
America(HCA)
3,550
Boca Raton Regional Hospital 2,800
Florida Atlantic University 2,761
Veterans Health Administration 2,468
Bethesda Memorial Hospital 2,200
Office Depot 2,034
The Breakers Hotel 2,000
Florida Crystals (Headquarters) 2,000
Jupiter Medical Center 1,907
City of Boca Raton 1,499
City of West Palm Beach 1,420
Principal Tax Payers
Olen Residential Realty
SHM Old Port Cove LLC
Sanctuary Bay Trust Corporation
Florida Power & Light
JB Shoppes LLP
Pearland RJR LLC
New Country Motor Cars
SHM North Palm Beach LLC
Palm Beach Autoplex LLC
Domani Development, LLC
Crystal Tree NPB
Greater Fla Inv Co
CFO2 Palm Beach III LP
Village Shoppes at US1, LLC
Old Port Cove Holding, INC
Riverside National Bank of Florida
701 US One Inc
Property Tax Rate
FY Village County School
District
Special
Districts Total
2009 6.6977 3.9660 7.2500 2.1308 20.1707
2010 6.9000 4.5614 7.9830 2.2570 21.9378
2011 6.9723 4.9960 8.1540 2.4934 22.6772
2012 6.9723 4.9925 8.1800 2.5549 22.4881
2013 6.9723 4.9902 7.7780 2.3433 22.0559
2014 6.8731 4.9852 7.5860 2.3154 21.6723
2015 7.3300 4.9729 7.5940 2.2280 22.0701
2016 7.3300 4.9277 7.5120 2.1732 21.8671
2017 7.3300 4.9142 7.0700 2.0974 21.2595
2018 7.3300 4.7815 6.7690 1.9453 20.7831
2019 7.5000 4.8980 6.5720 1.6920 20.6620
2020 7.5000 4.8580 7.1640 1.6873 21.2093
Taxable Value by category
Description
# of
parcels /
accounts
Taxable
Value
Personal Property Accounts 689 $38,006,833
Real Property Parcels
Vacant Residential 32 12,905,588
Single Family Residential 2,676 1,054,663,990
Multi-Family (10 units or more) 13 73,068,388
Condominiums 4,236 839,275,215
Cooperatives 248 15,402,026
Ret. Homes & Misc. Res. 45 0
Multi-family (less than 10 units) 61 22,027,404
Vacant Commercial 13 8,266,249
Improved Commercial 286 270,070,006
Vacant Industrial 2 34,200
Improved Industrial 2 13,164,250
Institutional 14 1,517,129
Government 19 0
Miscellaneous 21 591,516
Total 8,357 $2,348,992,794
* Total Real Property parcels = 7,668
Sources
Business Development Board of PBC
PBC Supervisor of Elections
PBC Property Appraiser
US Census estimates
PBC Planning Division, EXLU15 GIS Data, 2015
Village of NPB
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 23 of 361
Village Location Map FY 2020
Village of North Palm Beach FY 2020 Adopted Budget Page 24 of 361
Village History FY 2020
North Palm Beach Area before Incorporation:
1892 Albert Sawyer was given a warranty deed by the State of Florida with the stipulation that
he improve, cultivate, or sell the land before 1907. This land included Lake Park and
North Palm Beach. Sawyer died in 1903 and willed the trust to his son, Albert. The 1907 deadline
was extended to 1927.
1919 Albert Sawyer, Jr. sold the deed to Barton Peck in 1915 for $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. Dredging became
costly so Kelsey sold the waterway to the state.
1926
Golfers at the Winter Club The Winter Club late 1920’s
1928 A hurricane with 130 mph winds caused Lake Okeechobee to
overflow its banks and drown 3000 residents who lived near the lake.
The hurricane wrenched the concrete Earman River bridge from
its mooring, demolished all but a few of the 100 Lake Park
homes, uprooted and leveled Kelsey’s 3 timber mills, and the
entire Park Avenue shopping district, and ruined the vital credit
rating of this once thriving town.
Many of the pioneer families who had purchased homes in Kelsey City fled North,
abandoning their demolished homes, defaulting on their mortgage payments and causing the
Kelsey City Bank to fail. In Florida, if property taxes went unpaid for 2 years, the state took
title to that land. The unpaid taxes totaled $300 per lot and went up for sale. Kelsey, very
disillusioned that his carefully planned town was in ruins, abandoned his first original home
on the southwest corner of U.S. Highway One and Park Avenue and left Kelsey City.
1929-1930 Sir Harry Oakes purchased the Winter Club and all the NPB land
from Kelsey. Oakes added a south wing to the Winter Club.
Oakes opened the golf course to winter visitors but closed it
shortly after the stock market crash of 1929-30. Oakes moved his
family to Nassau and spent considerable time in London.
1926-1955 In the period of time from 1926 when Kelsey built the Winter Club and 1955, the land consisted
of 7 square miles of sugar sand and scrub palmetto and fewer than 100 individuals living
between Lake Park & Jupiter. The Tesdem Company, formed by Harry Oakes’ Estate,
held trusts of over 1000 lots in Lake Park and all the land in North Palm Beach including both
sides of U.S. Highway One.
Kelsey, with the help of Paris Singer
(Singer Island is named after him) built
an 18 hole golf course and Winter Golf
Clubhouse (“The Winter Club”) on the
land where the North Palm Beach
Country Club sits now.
The Earman River Bridge
Village of North Palm Beach FY 2020 Adopted Budget Page 25 of 361
Village History FY 2020
1951 Harry Oakes’ widow sold the land to Ralph Stolkin, who used it as collateral for a loan from
John D. Macarthur. When Stolkin defaulted, MacArthur became sole owner of North Palm Beach
and Lake Park. However, MacArthur was more interested in developing Palm Beach Gardens.
1955 Charles Cunningham, Vice President of MacArthur’s Bankers Land offered
the North Palm Beach properties for sale to Richard and Herbert Ross,
who purchased the land for $5 million.
Richard & Herbert “Bob” Ross, 1958
(NPB Elementary School groundbreaking)
1956 Before North Palm Beach was incorporated, the Ross brothers had these services in place:
a utilities general manager; a Village Hall; a Village Council consisting of
pioneer first council members: our first Mayor Charles Cunningham, Richard Ross,
Jay White; John Schwencke, and John D. MacArthur; a Fire and Police Chief,
a Village Manager, Anchorage Park Marina and ramp, 75 miles of sewer pipes,
a bulkhead, and dredged 20 canals and 3 lakes.
John A. “Jack” Schwencke
08/13/1956 Together with Seward Mott Associates of Washington, D.C., a master plan was drawn, and the
Legislature of the State of Florida enacted Chapter 31481, Laws of Florida, Acts of 1956 Extraordinary Session,
which established and created a municipality to be known as the Village of North Palm Beach, Florida.
North Palm Beach after Incorporation:
1957 The first business to be issued an occupancy permit was the
Pantry Pride / Food Fair at 101 U.S. Highway One. The first
three permits for occupancy were issued to: 402 S. Anchorage Dr.,
406 S. Anchorage Dr. & 410 S. Anchorage Dr.
402 S. Anchorage Dr.
1958 The developers donated ten acres of land to the school board and North Palm Beach Elementary
opened for classes. The National Association of Home Builders out of Chicago, chose NPB as
an award winning community. This was the first time a Florida town had won! The criteria
used included excellence in landscaping, planning, schools, recreation, zoning, shopping,
variety of home styles and public services in place. The layout for our Village had superior
planning, and credit for this award-winning plan goes to Richard & Herbert Ross.
1961 The Village purchased 145 acres around the North Palm Beach
Country Club for $1,250,000 by issuing general obligation bonds.
Voters approved spending $400,000 to build a new clubhouse
and Olympic size swimming pool. These improvements opened
in 1963 and the bond was paid off in 1988.
NPBCC Clubhouse and pool construction, 1962
1969 North Palm Beach Library, 303 S. Anchorage Dr., was dedicated. Construction began on
Old Port Cove, a condominium complex with over 1,000 units.
Village of North Palm Beach FY 2020 Adopted Budget Page 26 of 361
Village History FY 2020
1971 Twin City Mall opened at the southwest corner of Northlake Boulevard and U.S. Highway One
as Palm Beach County’s second enclosed shopping mall. This Mall was built onto the previous
grocery store/strip mall completed in 1959. The Mall was demolished in the mid-1990s and
has gradually been replaced by a mid-sized strip mall anchored by Publix.
1973 The University of North Carolina chose North Palm Beach as an example of “one of the few
well planned communities its size in the U.S.A.”
1980 1.5 miles of oceanfront land, which lay within North Palm Beach corporate limits, was sold
by the MacArthur Foundation to Palm Beach County for $23 million. It was established as
John D. MacArthur Beach State Park in 1989, the only state park in Palm Beach County.
George Delacorte donated $600,000 toward building our second Community Center. The
NPB Community Center on Prosperity Farms Road was built with the stipulation that no fee
ever be charged for use of the building.
The first woman councilmember, Harriet Nolan, was elected to the NPB Village Council.
1981-2004 Additional condominium complexes completed during these years.
1989 Judy Pierman became the first woman Mayor of the Village of North Palm Beach.
1999 The NPB Department of Public Safety moved into its
new facility at 560 U.S. Highway One, across from
Village Hall. At that time, our Public Safety facility
had the most technologically advanced equipment in
Palm Beach County.
2006 Jack Nicklaus redesigned the Village’s golf course and
charged the Village $1 for his services.
2008 The North Palm Beach Police Department received the acclaimed
National Accreditation through CALEA.
Village residents can take pride in a Village that was first in Florida to be
awarded the National Association of Home Builders award for excellence, a
Village that still looks new, escalating real estate, local government, efficient
public services, and no commercial buildings over 4 stories tall near the road on
U.S. Highway One or Northlake Blvd.
2009 The old Seacoast Water Utility Plant at 603 Anchorage Drive was
transformed into a beautiful waterfront recreational destination.
The North Palm Beach Country Club Tennis Facility
underwent an extensive renovation both on and off court.
Village of North Palm Beach FY 2020 Adopted Budget Page 27 of 361
Village History FY 2020
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.”
2011 The Village Council reinvested money 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 was 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
(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 Veterans Memorial Park was dedicated with a ceremony was held on
Veterans Day, November 11, 2013. The park is located adjacent to the
Village Library and across from Village Hall.
2014 In January, a market analysis was conducted on various demographics and areas of the Village.
Results indicated a 98% satisfaction rate with the overall quality of life in our community.
No election was held in March 2014 as the three incumbents were elected without opposition.
The North Palm Beach Police Department completed the three-year CALEA (Commission on
Accreditation for Law Enforcement) re-accreditation process. NPB Police Department
received the award on July 26, 2014. The department was initially accredited in 2008.
The Community Development Department outgrew its space in Village Hall and relocated to
420 US Highway 1 to a larger, more user-friendly location.
2015 In February, due to the passing of Councilmember William L. Manuel, the Council appointed
Judy Pierman as the interim Councilmember until a special Election could be held.
Councilmembers David Norris and Doug Bush were re-elected without opposition in March.
Councilmember Mark Mullinix was elected in May to serve the remainder of Mr. Manuel’s term
until March 2016.
Surveys for sidewalks, streets, and roadways as well as storm drainage structures were completed.
The Village issued a Request for Qualifications for Clubhouse Architectural Design Services
for a new Clubhouse design.
2016 In January, the Village and the Treasure Coast Regional Planning Council conducted a week-
long Charrette to receive feedback regarding a new Master Plan for the Village, as well as
amenities residents would like to see in a new Country Club Clubhouse.
The 60th Anniversary of the Village was celebrated on Heritage Day in April, with a large
Parade and Festival.
Village of North Palm Beach FY 2020 Adopted Budget Page 28 of 361
Village History FY 2020
Conceptual designs for the new Clubhouse were created and displayed throughout the Village.
Construction continues on Phase I of the Water Club condominium project, which should be
completed by the end of 2016. Phase II of the project received approval and will include a
third tower.
Several new restaurants/businesses opened in North Palm Beach, including Dairy Queen,
Doris’ Market, Jupiter Donut, and Bahama Bucks, just to name a few.
2017 The Village Council formally adopted the Village of North Palm Beach Citizens’ Master Plan
Report prepared by the Treasure Coast Regional Planning Council, including the
recommendations contained therein, as setting forth the guiding principles for future
development within the Village.
The Department of Public Works Sanitation Division began the process of converting its
existing aged jitney fleet from Textron Cushman jitneys to Kubota satellite collection
vehicles, in order to continue the side-door sanitation service so valued by our residents.
The Village Council created a Citizen Oversight Committee to provide for citizen review of
the Village’s expenditure of proceeds from the voter-approved one-cent sales surtax.
The Country Club clubhouse design was approved and loan funding was secured for the
project, which will include a new Clubhouse, a Splash Park and a remodeled pool deck.
Crystal Cove Commons Commercial Planned Unit Development and Site Plan was approved,
providing for exterior improvements including facade, landscaping, parking, and signage
modifications to the existing Crystal Tree commercial plaza.
The Benjamin School received approval to add a two-story 13,171 square foot Science,
Technology, Engineering and Mathematics (STEM) building on its 14.8-acre campus.
2018 Country Club demolished. Village begins construction of new 37,000-foot clubhouse. Golf
course and driving range get new grass.
Lighthouse Drive Bridge seawall reinforced, extending life of 60-year-old landmark.
Anchorage Park seawall rebuilt. “Bowl” are leveled, new grass planted. Northeast field
converted to baseball/softball field.
Children’s Department at the Village Library opens on second floor and immediately begins
attracting children with a variety of fun learning opportunities.
Village Neighborhood Enhancement Team (NET) established, takes on first projects.
Village holds spring and summer workshops to work with citizens on changes to the Village
Code that regulates business development on U.S Highway 1 and on Northlake Boulevard.
Citizens overwhelmingly show support for new “form-based” zoning proposal.
Village Council formally adopted the Village of North Palm Beach Citizens’ Master Plan
Report prepared by the Treasure Coast Regional Planning Council, including the
recommendations contained therein, as setting forth the guiding principles for future
development within the Village.
Village of North Palm Beach FY 2020 Adopted Budget Page 29 of 361
Village History FY 2020
2019 New floating docks and gangway installed at Anchorage Park Marina on north side of boat
ramp. Gangway and canoe launch installed on south side.
Community Center improvements included new LED lighting in gym, new sign out front and
a new half-mile long, 10-foot wide asphalt walking/biking/running path around the perimeter
of the park.
New parking and plan implemented in neighborhood near Lakeside Park.
Village held six citizen workshops to get public input about rewriting ordinances that regulate
development of business properties. The workshops were an important step in preparing the
Village for future economic success.
Completed survey of community to determine how residents want Village to regulate storage
of boats and RVs on residential property. Based on the input, Council subsequently rewrote
portions of the long-disputed boat/RV code.
Village Council created new Environmental Committee to advise on Village beautification
and sustainability issues.
Village Council and Village Planning Commission held joint meeting with Town of Lake
Park Commission and Planning and Zoning Board to discuss the future of the Twin Cities
Mall property at U.S. 1 and Northlake Boulevard.
National Center for Missing & Exploited Children expanded their local call center in North
Palm Beach, relocating their main call center from the Washington D.C. area.
Council Member Darryl Aubrey sworn in as Mayor.
New Strategic Plan approved by Council, helping to establish short- and long-term priorities
for Village resources.
Participated in USDA program to provide daily lunch for kids at Village Library.
Village again ranked as one of Florida’s safest cities by Alarms.org.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 30 of 361
Village Departments FY 2020
General Fund:
The General Fund is used to account for most of the day-to-day operations of the Village, which are financed
from property taxes, fees, licenses, permits, fines and forfeitures, intergovernmental and other general
revenue. Activities financed by the General Fund are briefly described below. Additional information can
be found in the department summaries.
General Government:
The General Government provides administrative, legislative, and financial support services to all programs
of the Village. The activities within the General Government are those that are legislative in nature, that are
necessary to implement legislation, and that are supportive of activities within the Village.
The Council represents the citizens of the community by enacting legislation, approving the budget,
determining the tax rate, and establishing policy that encourages, promotes, protects, and improves
the welfare of the Village of North Palm Beach.
The Village Clerk’s Office functions as the Department of Records, and serves to record and preserve
all proceedings of the Village Council, administer Village elections, respond to public records
requests, and provide administrative support to the Village Council and the Special Magistrate.
The Village Attorney provides effective and timely legal representation and advice to the Village
Council and Village Administration. The Village Attorney’s office represents the Village in legal
matters from the point of inquiry to resolution and is committed to implementing the Village
Council’s policy of minimizing exposure and potential liability.
The Village Manager is responsible for the Village’s day-to-day operation; for implementing the
Village Council’s policy and legislation; effectively and efficiently administrating all Village
departments; appointing and supervising the Village employees; and approving and submitting the
proposed annual budget to the Council. The Village Manager’s Office is a central location for
citizens to access information; request assistance; or notify the various departments of potential,
existing, or new problems.
The Human Resources Department is responsible for coordinating the hiring of workers, developing
benefit packages, reviewing injury reports, preparing safety reviews, examining workers’
compensation insurance claims, and preparing the staffing/comprehensive pay plan for the budget.
The Finance Department is responsible for the accounting, budgeting and financial management of
the Village. This includes financial statement preparation, grant management, payroll, accounts
payable and accounts receivable functions. The Finance Department is responsible for developing
the budget with assistance from the Village Manager and other departments and its subsequent
submission to the Council.
The Information Technology Department is responsible for computer hardware and software
applications used throughout the Village. They monitor the Village’s internal networks and are
responsible for ensuring they remain fully operational. This Division is also responsible for
maintaining our website at www.village-npb.org.
Village of North Palm Beach FY 2020 Adopted Budget Page 31 of 361
Village Departments FY 2020
Public Safety:
The Public Safety services performed by the Village include: police, fire and emergency medical services.
These services, provided by the Police and Fire Rescue Departments, are overseen by the Police Chief and
Fire Chief respectively to ensure the highest level of public safety services.
The Police Department’s primary responsibility is maintaining peace, reducing crime, protecting
lives and property, and providing professional service to the community.
The Fire Rescue Department is primarily responsible for administrating, directing, coordinating,
and supervising the Village’s fire, medical and emergency management functions. These
responsibilities involve planning, budgeting, emergency preparedness and response, fire
suppression, advanced medical life support treatment and transportation, fire prevention, fire
inspection and investigation, operational training, and public education.
Public Works:
The Public Works Department is responsible for maintaining the Village’s infrastructure and all Village
green space including roadways, parks, and medians. This includes maintaining irrigation systems,
overlaying streets, installation and repair of sidewalks, and providing park maintenance. The public works
department is comprised of the following divisions:
The Public Works Administration division provides general supervision, department level
management, and administrative support to all divisions.
The Facility Services division provides maintenance and custodial services to Village buildings.
The Vehicle Maintenance division maintains the entire Village fleet comprised of approximately
120 vehicles, equipment, and rolling stock.
The Streets & Grounds Maintenance division is primarily responsible for maintaining and
repairing the Village’s roads, sidewalks, parks, and storm drain infrastructure.
The Sanitation division provides side-door 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.
Community Development:
The Community Development Department is responsible for administrating, directing, coordinating, and
supervising land development regulation functions and Village operations involving site planning,
permitting, inspections, geographical information systems, and mapping. The Department is also responsible
for enforcing the Village’s Code of Ordinances.
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 32 of 361
Village Departments FY 2020
Leisure Services:
The Parks and Recreation Department is responsible for Community events. They also provide Village
recreational programs, operate the adult and youth sports leagues and provide senior programs.
The Village’s Swimming Pool and Tennis Center operations are supervised by the Country Club General
Manager but recorded in the General Fund Budget.
The Village Public Library provides materials, services, and programs for community residents of all ages
providing personal enrichment and enjoyment, and meeting educational needs.
Enterprise Fund (Country Club):
The Enterprise Fund is used to account for operations of the Village’s golf and Country Club, where the
costs of providing goods and services to the general public on a continuing basis are financed or recovered
through user charges. The Country Club can be divided into three operations: Administration, Golf and
Food & Beverage.
Administration:
Administration is responsible for the accounting and auditing of the golf course, driving range, pro shop and
food & beverage day-to-day operations. Legal services and the property & general liability allocation
associated with the Enterprise Fund are provided for in the Administration section. The Country Club
Contingency is also provided for in the Administration section.
Golf:
The Golf department can be divided into two divisions: Golf Shop and Maintenance. The Golf Shop’s
functions include providing for tee times and retail sales for golf related items; starter and player assistance;
cart & bag assistance; private lessons; and organization of leagues and tournaments. The Golf Course
Maintenance Division of the Golf Operation has been outsourced to an outside contractor who is responsible
for all grounds and turf maintenance, irrigation and all chemical applications. The clubhouse maintenance is
the responsibility of the Village.
Food & Beverage:
The Country Club Restaurant is outsourced to an outside contractor.
Village of North Palm Beach FY 2020 Adopted Budget Page 33 of 361
Budget at a Glance FY 2020
The budget is a plan (both financially and policy driven) for the accomplishment of goals and objectives identified as
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 Village funds during the fiscal year.
The Village adopts an annual budget for two funds: General Fund and Country Club. The combined budget summary
for both funds is presented below. The General Fund Budget Summary is on page 63 and the Country Club Budget
Summary is on page 222.
Combined Budget Summary
FY 2020
Adopted Budget
FY 2019
Adopted Budget
FY 2018
Actual
Millage Rate $7.50 $7.50 $7.33
Budgeted Positions Full-Time 153 151 149
Part-Time 96 97 95
Revenues
Ad-Valorem Taxes $ 16,736,574 $15,941,051 $15,003,141
Utility Service Taxes 2,424,292 2,478,772 2,511,876
Franchise Fees 1,315,000 1,227,209 1,294,280
Sales & Use Taxes 308,655 311,598 302,207
Licenses & Permits 1,110,200 980,100 1,222,594
Intergovernmental 1,507,239 1,500,382 1,482,113
Charges for Services 2,516,812 2,345,560 2,210,437
Fines & Forfeitures 82,175 72,800 90,559
Greens fee/cart rentals/membership fees 2,610,854 2,129,209 1,743,760
Golf shop revenues 406,000 159,400 217,148
Driving range revenues 360,000 300,000 276,244
Restaurant revenues 329,500 0 0
Interest revenues 95,530 105,530 126,683
Miscellaneous revenues 304,734 306,447 449,455
Total Revenues $ 30,107,565 $27,858,058 $26,930,497
Expenses
General Government $3,489,412 $3,709,139 3,689,207
Public Safety 10,290,842 9,671,875 9,431,609
Public Works 5,540,658 5,283,828 5,065,186
Community Development 1,773,946 1,658,923 1,435,769
Leisure Services 3,058,612 2,817,701 2,613,659
Debt Service 1,987,046 1,865,025 1,699,043
Golf course maintenance 1,430,000 1,163,500 2,523,604
Clubhouse grounds 470,858 29,000 68,350
Golf Shop 1,316,185 939,660 811,741
Food & beverage 50,000 12,314 46,201
Country Club Administration & General 282,856 302,093 141,680
Total Expenses $29,690,415 $27,453,058 $27,526,049
Revenues over (under) expenses 417,150 405,000 (595,552)
Other Financing Sources (uses)
Transfer In / (Out) (417,150) (405,000) (4,963,307)
Total Other Financing Sources (uses) (417,150) (405,000) (4,963,307)
Net Change $0 $0 $ (5,558,859)
Village of North Palm Beach FY 2020 Adopted Budget Page 34 of 361
Budget Preparation Process FY 2020
The budget process incorporates the development, implementation and evaluation of a plan for the provision
of services and capital assets. The budget is to serve as a management and control tool by measuring actual
performance against budget standards, focus attention on future operations and plans and improve
communication of goals, objectives and plans.
The Village’s budget process relies on a timetable of tasks and the planning of steps and meetings that must
be maintained in order to comply with state requirements for Truth in Millage (TRIM) as well as internal
requirements for sound planning and fiscal responsibility. The budget process begins with setting a calendar
of tasks for the coming months that meets all requirements and is approved by the Village Council. Below is
the Village’s Budget Calendar prepared for the Fiscal Year 2019/2020 budget preparation process (a flow
chart of the budget process can be found on page 38 of this document):
Task Date
Strategic Planning Workshop; Council sets village-wide goals & objectives April 8 & April 29
Finance sends budget packages to departments May 10
Department organization charts due May 17
Department operating requests May 24
Department revenue projections and fee schedules due May 31
Department capital items due June 7
Finance compiles budget documents & Department budget review meetings with
Village Manager June 28 – July 5
Property appraiser provides certification of taxable values July 1
Finance compiles proposed budget for presentation to Village Manager for
recommendation to Village Council July 8 - 12
Budget Workshop – Country Club and General Fund Overview July 18
Village Manager presents proposed budget to Village Council
Village Council sets Tentative Millage Rate
Village submits TRIM documents
July 25
Department Narratives Due August 2
Budget Workshops Aug 1 - Aug 30
First public hearing on proposed budget:
Announce percentage by which computed millage exceeds roll back rate
Adopt tentative budget
Amendments (if any)
Re-compute proposed millage (if amended)
September 12
Advertise notice of tax increase and proposed operating budget within 15 days of
1st Public Hearing September 22
Second public hearing on proposed budget and approval of ordinances for final
adoption of ad valorem millage rate and budget 2-5 days after advertisement
September 26
Certification of “TRIM” compliance signed by Village Manager and submitted to
Tax Collector, Property Appraiser & Department of Revenue
September 27
Village of North Palm Beach FY 2020 Adopted Budget Page 35 of 361
Budget Preparation Process FY 2020
Through the budget process, an annual budget is developed that integrates priorities and short and long-term
goals as established by Council in order to meet the needs and goals of the Village and establish annual
resource allocations. These resource decisions address desired quality of service; staffing levels; technology
needs, equipment and capital improvements; and programs considered to be priorities by the Village
Council. The Village’s fiscal year starts on October 1 and runs through September 30.
The Village’s Budget Process can be divided into five phases:
Policy & Strategy Phase
Assessment Phase
Development Phase
Review Phase
Adoption Phase
Each phase is described below:
Policy & Strategy Phase
Setting priorities for the Village is one of the most important responsibilities of Village Council and these
goals and directives set the tone for the development of the budget. In this phase, Village Council and staff
has the opportunity to reassess the goals and objectives within the strategic framework in order to provide
direction to the resource allocation and budgetary decision-making process.
Annually, the service priorities and objectives for each fiscal year are evaluated and the long-term financial
plan is monitored and updated in order to set direction for the development of the budget that is properly
aligned with the broad goals and strategic directives. This includes an assessment of services, capital
needs, issues and challenges, opportunities as well as a review of economic trends and financial forecasts.
Assessment Phase
As part of the budget process, departments evaluate performance towards meeting current and past goals
and objectives and assess current conditions, programs and needs. Various financial analyses, as well as
productivity and staffing analyses, are performed. Programs and services are also reviewed thoroughly to
assess their value and the subsequent priority to the residents of the Village. These internal analyses are
necessary to determine service needs and delivery improvements, cost savings and opportunities, and
required staffing levels.
Development Phase
Each department’s budget package includes forms and instructions to aid in the preparation of their budget
requests. The forms contain two prior years’ actual data, the current year estimated actual, current year
budget, requested amount for the coming year. The departments describe the expenditures on the line item
justification form which follows the departmental breakdown of the line items. In addition to requesting
dollars, the departments must submit departmental objectives that provide a strategy linked to the Village’s
overall goals and policy agenda. The departments must also provide current year achievements and
organization charts that identify changes from the previous year. The above mentioned items are included
in both the proposed and final budget documents.
In a separate package, the departments submit requests for necessary capital outlay and capital
improvement projects. Each department submits requests in order of priority. These include cost and
description, as well as justification for the need. Capital Improvement Projects are forecast in the 5-year
Capital Improvement Program (CIP) document. This allows the need to be known in advance. The
department must re-submit and re-justify the need for the project during each subsequent budget process.
The projects include cost and description.
Village of North Palm Beach FY 2020 Adopted Budget Page 36 of 361
Budget Preparation Process FY 2020
Review Phase
The Village Manager and Finance Director review the departmental requests, meet with the departments,
verify that the department objectives and measures are in synch with Council goals, and fund what is
deemed necessary.
Public Adoption Phase
In July, the Village Manager presents a proposed budget for the fiscal year commencing October 1 to the
Village Council for consideration and further input. This proposal includes all proposed operating and
capital expenditures and the means of financing it. Council reviews the budget and conducts budget
workshops to provide an opportunity for Village management and departments to offer additional
information. Changes are made to the budget as per the Council’s instructions. The proposed budget is
then revised incorporating these changes.
The budget is adopted in compliance with requirements found in the Village’s Charter as well as with the
State Statute known as TRIM (truth in millage). The law includes strict requirements and a timetable guide
for noticing budget hearings and ensuring residents have an opportunity to be heard before final action
takes place.
TRIM Compliance
Florida Department of Revenue sets a schedule for local governments to follow in adopting tax roll
information in accordance with the county property appraiser offices. Accordingly, there are two
public hearings scheduled to openly discuss the budget, millage rate and reason for any tax increase.
By July 1st each year the Property Appraiser certifies the tax rolls for the Village on form DR-420.
This roll is used in formulating 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).
Between 65-80 days from date of certification the Village must hold a tentative budget and
millage hearing. This hearing cannot be held sooner than (10) days following the mailing of
notices by the Property Appraiser (August 24th).
Within fifteen (15) days of the tentative budget and millage hearing the Village must advertise a
final hearing on the budget.
Not less than two (2) or more than five (5) days after the advertisement, a final hearing adopting
the budget and millage is held.
Upon completion of the public hearings and prior to October 1st, a final operating budget is
legally enacted through the passage of an ordinance.
Within three (3) days after adoption, the Village must certify the adopted millage to the Property
Appraiser and Tax Collector.
Within three (3) days after receipt of final value, as discussed below, the Finance Director
completes form DR-422 and returns it to the Property Appraiser.
Within thirty (30) days of final millage and budget adoption, the Village must certify compliance
with Section 2000.065 and 200.068, F.S., to the Department of Revenue.
Village of North Palm Beach FY 2020 Adopted Budget Page 37 of 361
Budget Preparation Process FY 2020
Implementing, Monitoring & Amendment Phase-Budgetary Control
The budget process doesn’t end with the adoption of the budget. Instead, it is a continuous ongoing cycle
that includes budget development, public review, official adoption, implementation and auditing.
Upon the final adoption of the budget, staff implements the new fiscal year budget and begins the process
of continuous monitoring and ensuring budgetary control throughout the fiscal year. The objective of
budgetary controls is to ensure compliance with legal provisions embodied in the annual budget approved
by the Village Council.
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. 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.
Reports are generated monthly to keep Department Directors 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.
During ongoing monitoring, staff may note that corrective action is needed to help accomplish planned or
needed programs and activities and request budget amendments. The level of budgetary control (that is, the
level at which expenditures cannot legally exceed the appropriated amount) is established at the fund level.
Changes or amendments to the budgeted amounts at the fund level must be approved by the Village
Council. All budget amendments, once approved, are processed by the Finance Department.
Village of North Palm Beach FY 2020 Adopted Budget Page 38 of 361
Budget Preparation Process FY 2020
Village Council
sets
Village-wide goals
& objectives
Departments
prepare budget
requests
Finance
Department
compiles budget
Requests
Property
Appraiser issues
preliminary
property values
(June 1)
Village Manager &
Finance Director
review budgets
with each of the
departments
Property
Appraiser certifies
tax roll
(July 1)
Finance
Department
prepares budget
document for review
by Village Council
Village Manger
presents Proposed
Budget to Council
Village Council sets
Tentative Millage
Rate & Date of 1st
Public Hearing
Village advises
Property Appraiser of
proposed millage &
rollback rates
TRIM notices mailed
by Property
Appraiser to property
owners
Village Council holds
public budget
workshop meetings
1st Public hearing on
tentative budget and
proposed tax rate
2nd and final public
hearing to adopt tax
rate & budget
Ordinance adopting
millage rate is sent
to Property Appraiser
and Tax Collector
TRIM forms sent to
Department of
Revenue
Budget document is
finalized and is
available for public
distribution
Property Tax bills are
mailed by Property
Appraiser to property
owners
Flow Chart of Budget Process
Village of North Palm Beach FY 2020 Adopted Budget Page 39 of 361
Fund Structure FY 2020
Country Club
Fund
• Budgetary Fund
• Major Fund
Governmental Funds Fiduciary FundsProprietary Fund
(Enterprise Fund)
General
Fund
• Budgetary
Fund
• Major Fund
Capital
Projects
Fund
Northlake
Boulevard Grant
Recreation
Grant
Public Safety
Grant
On-Behalf
Pension
Special
Revenue
Fund
Agency Fund Trust
Fund
General
Employees
Pension
Police and
Fire
Pension
Northlake
Boulevard
Task Force
Manatee
Protection
Infrastructure
Surtax
Village of North Palm Beach FY 2020 Adopted Budget Page 40 of 361
Fund Structure FY 2020
Fund Accounting
The accounts and the budget of the Village are organized and operated on the basis of funds and account
groups. To better understand the budget, a basic understanding of this financial structure is required.
A fund is an independent fiscal and accounting entity with a self-balancing set of accounts. Fund accounting
segregates funds according to their intended purpose and is used to aid management in demonstrating
compliance with finance-related legal and contractual provisions. Account groups are a reporting
requirement to account for certain assets and liabilities of the governmental funds not recorded directly in
those funds. The funds are classified for reporting purposes into three basic fund types; governmental,
proprietary and fiduciary funds. The purpose of the Village’s funds and account groups are described in the
following paragraphs.
Governmental Fund Types:
Governmental funds are those through which general governmental functions of the Village are financed.
The acquisition, use, and balances of the Village’s expendable financial resources and the related liabilities
(except those accounted for in Proprietary Funds) are accounted for through Governmental Funds. The
following are the Village’s Governmental Fund types:
General Fund – The General Fund is the main operating fund of the Village. This fund is used to
account for all financial resources except those required to be accounted for in another fund. All
general property taxes, fines, various permits, property rentals and certain intergovernmental
revenues are recorded in this fund. General operating expenditures, fixed charges and capital
improvement costs that are not paid through other funds are paid from the General Fund. There can
only be one General Fund.
Special Revenue Funds – Special Revenue Funds account for the proceeds of specific revenue
sources that are legally restricted to expenditures for specified purposes.
Capital Projects Funds – Capital Projects Funds account for financial resources to be used for the
acquisition or construction of major capital facilities or improvements (other than those financed by
proprietary funds) being financed from general long-term debt, grants, or transfers from other funds.
In the Governmental Fund Type category, the Village adopts an annual operating budget and
appropriates funds for the General Fund only. The Capital Projects Fund and the Special Revenue Funds
involve multi-year projects so annual budgets are not adopted for these funds. Instead, appropriations in
these funds remain open and carry over to succeeding years until planned expenditures are made, or until
they are amended or cancelled.
Village of North Palm Beach FY 2020 Adopted Budget Page 41 of 361
Fund Structure FY 2020
Proprietary Fund Types:
Proprietary funds distinguish between operating and non-operating revenues and expenses, and the principal
revenues are derived from charges to customers for sales and services. The Village’s sole proprietary
activity is the operation of a golf and country club, which is an enterprise fund.
Enterprise Funds – Enterprise Funds account for operations
(a) that are financed and operated in a manner similar to private business enterprises
where the intent of the governing body is that the costs (expenses, including
depreciation) of providing goods or services to the general public on a continuing
basis be financed or recovered primarily through user charges; or
(b) where the governing body has decided that periodic determination of revenue earned,
expenses incurred, and/or net income is appropriate for capital maintenance, public
policy, management control, accountability, or other purposes.
The Village adopts an operating budget for its Country Club Fund at the same time it adopts the General
Fund Budget.
Fiduciary Fund Types:
Fiduciary Fund types are used to account for assets held by the Village in a trustee capacity or as an agent for
individuals, private organizations, other governments and/or other funds. The funds in this category are the
Village’s Pension Trust Funds and Agency Funds. Annual budgets are not prepared for these fund types.
Trust Funds – To account for assets held by the Village in a trustee capacity. The pension trust funds
are accounted for in essentially the same manner as proprietary funds since capital maintenance is
critical.
Agency Funds – To account for assets held by the Village. The Village retains no equity interest in
these funds.
Account Groups:
Account groups are not funds since they don’t reflect available financial resources and related liabilities.
Instead, they are used to establish accounting control and accountability for the Village’s general fixed assets
and general long-term debt. The following is a description of the account groups of the Village:
General Fixed Assets - To account for all fixed assets of the Village, except fixed assets of
Proprietary Funds.
General Long-Term Debt – To account for all the outstanding principal balances of any general and
special obligation bonds or notes, capitalized leases, installment purchases, and compensated
absences of the Village, except long-term obligations of Proprietary Funds.
Village of North Palm Beach FY 2020 Adopted Budget Page 42 of 361
Basis of Budgeting FY 2020
Budgetary Basis
The basis of budgeting refers to the period when revenues and expenditures are recognized in the funds and
reported on the financial statements. The only two funds for which operating budgets are prepared are the
General Fund (Governmental Fund) and the Country Club (Proprietary Fund).
The budget is adopted on a basis consistent with Generally Accepted Accounting Principles (GAAP) with
the following exceptions:
Depreciation expense is not budgeted
Expenditures for principal payments on outstanding debt are budgeted as expenses
Capital Outlay purchases are budgeted as expenses
Compensated absences are not included in the budget
The GAAP basis of accounting for governmental funds is the modified accrual basis of accounting. Briefly,
this means that revenues are recognized when they become measurable and available. Measurable means
that the dollar value of the revenue is known. Available means that it is collectible within the current period,
or soon enough after the end of the current period to pay off liabilities of the current period.
Significant revenues that are considered to be measurable and available under the modified accrual basis of
accounting are property taxes, utility taxes, franchise fees, intergovernmental revenues and charges for
services received within approximately 60 days of the end of the fiscal year. Expenditures are recorded
when a related fund liability is incurred; however, debt service expenditures, as well as expenditures related
to compensated absences and claims and judgments, are recorded only when payment is due.
For financial statement purposes, the Proprietary Fund is accounted for using the full accrual basis of
accounting. Revenue is recognized when earned and expenses are recognized when they are incurred. For
budgetary purposes, this fund is presented on the cash basis, i.e. depreciation and amortization are not
budgeted, while capital purchases and debt service payments are.
The Village maintains budgetary controls at the fund level by the encumbrance of estimated purchase
amounts. All appropriations lapse at year end; however, encumbrances specifically designated to be carried
over to the subsequent year are reported as assigned fund balance on the balance sheets as of September 30th
and re-appropriated in the following year.
The Comprehensive Annual Financial Report (CAFR) presents the status of the Village’s finances on the
GAAP basis. In order to provide a meaningful comparison of actual results with the budget, the CAFR
presents the Village’s operations on a GAAP basis and also shows fund expenditures and revenues on a
budget basis for the General and Proprietary funds.
Village of North Palm Beach FY 2020 Adopted Budget Page 43 of 361
Basis of Budgeting FY 2020
Budgetary Accounting
State of Florida statutes require that all municipal governments establish budgetary systems and approve
balanced annual operating budgets.
Budgetary accounting is a management tool to assist in controlling expenses. The procedures for
establishing budgetary data are as follows:
In July of each year, the Village Manager submits a proposed operating budget to the Council for the
next fiscal year commencing the following October 1st. The proposed budget includes expenditures
and the means of financing them. The Village also advises the County Property Appraiser of the
proposed millage rate and the date, time and place of the public hearing for budget acceptance.
Two Public hearings are conducted to obtain taxpayer comments.
Upon completion of the public hearings, a final operating budget is legally enacted through the passage of an
ordinance. Estimated beginning fund balances are considered in the budgetary process.
Village of North Palm Beach FY 2020 Adopted Budget Page 44 of 361
Financial Policies FY 2020
The policies listed below are reviewed by staff on an on-going basis. Changes are presented to Village
Council for final review and adoption.
Operating Budget Policies:
The Village will comply with all Federal, State or local legal requirements pertaining to the operating
budget. A balanced budget is achieved when the amounts available from taxation and other sources,
including amounts carried over from prior fiscal years, equals the total appropriations for
expenditures and reserves.
The Village will employ a structured budget preparation and formulation process that will ensure
adequate citizen input and participation.
The Village will employ a structured expenditure and revenue forecasting system to allow for
effective financial planning.
Essential services will receive first priority for funding. The Village will attempt to maintain current
service levels for all essential services.
The Village will identify low priority services for reduction or elimination, if necessary, before
essential services.
The Village will consider the establishment of user fees as an alternative to service reductions or
elimination.
The Village will pay for all current expenditures with current revenues.
The Village will avoid budgetary procedures that balance current expenditures at the expense of
meeting future years’ expenses.
The budget will provide for adequate maintenance and repair of capital plant and equipment and for
their orderly replacement.
The budget will provide sufficient funding to cover annual debt retirement costs.
The budget will provide for adequate funding of all pension plans, as determined by the Village’s
actuary.
The Village will maintain a budgetary control system to ensure adherence to the budget and will use a
budget/encumbrance control system to ensure proper budgetary control.
The Village administration will prepare regular reports comparing actual revenues and expenditures
to budgeted amounts.
Where possible, the Village will integrate service levels and performance measures within the budget.
Village of North Palm Beach FY 2020 Adopted Budget Page 45 of 361
Financial Policies FY 2020
The goal of the enterprise fund operation is to be self-supporting and to pay administrative and other
appropriate service charges to the General Fund for administrative support.
The total number of employment positions approved in the annual operating budget may not be
exceeded without prior approval of the Village Council.
The Village will annually seek the Distinguished Budget Presentation Award offered by the
Government Finance Officers Association (GFOA)
Fund Balance and Reserve Policies:
The Village will establish an adequate fund balance in the General Fund to indicate that it is in sound
financial condition. This reserve will be maintained at a minimum level of 35% of current year
general fund budgeted expenditures, unless otherwise determined by the Village Council.
Fund Balance will only be used for expenditures that are either non-recurring in nature or that have a
benefit period longer than one operating period, unless otherwise determined by the Village Council.
Village Council approval is necessary for this type of expenditure.
Maintain a contingency reserve in the General Fund and the Country Club Fund to address
unexpected needs that occur throughout the year, subject to approval by the Village Council.
Revenue Policies:
The Village will take active measures to encourage economic development, thereby developing a
diversified and stable revenue system to shelter it from short-run fluctuations in any one revenue
source.
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.
The Village will aggressively seek Federal and State grant and capital improvement funds and
evaluate future local fiscal impact.
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 46 of 361
Financial Policies FY 2020
Debt Policy:
The Village Charter and the Constitution of the State of Florida do not provide for a legal debt limit.
However, 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. The Village has no general obligation debt
outstanding.
The Village will analyze the impact of debt service on total annual fixed costs before any long-term
debt is issued.
Any loan obligation above $500,000 shall require review and comment by the Village’s Audit
Committee prior to Council Action.
The Village will not use proceeds from long-term debt for current, on-going operations. Long-term
borrowing will be confined to capital improvements too large to be financed from current revenues.
The Village will utilize the form of borrowing that is most cost-effective, including not just interest
expense but all costs, including upfront costs, administrative and legal expenses, prepayment
penalties, and reserve requirements.
Cash Management/Investment Policies:
The Village will deposit funds only in financial institutions which are qualified public depositories
pursuant to Sate of Florida Statutes, Chapter 280, and “Florida Security for Public Deposits Acts.”
The Village will insure timely deposit of all collected revenues.
The Village will maintain a prudent cash management and investment program in order to meet daily
cash requirements.
The Village will follow its adopted investment policy when handling public funds.
The Village will pool cash from each eligible fund for investment purposes.
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 47 of 361
Financial Policies FY 2020
Accounting, Auditing & Financial Reporting Policies:
An independent audit will be performed annually, including the issuance of a management letter.
The Village administration will promptly evaluate the audit management letter recommendations,
determine the proper actions in response to these recommendations and complete, within established
time frames, all actions that correct or otherwise resolve the matters included in the management
letter.
The Village will produce financial reports in accordance with Generally Accepted Accounting
Principles (GAAP).
The Village Council will be provided monthly with budget reports comparing actual versus budgeted
revenue and expense activity.
The Village will annually seek the Certificate of Achievement for Excellence in Financial Reporting
award offered by the Government Finance Officers Association (GFOA).
The Village will maintain the highest level of accounting practices consistent with generally accepted
accounting principles (GAAP) promulgated by the Government Accounting Standards Board
(GASB).
Capital Improvement Plan Policies:
The Village will adopt the first year of a multi-year plan for capital improvements, update it annually
and make every attempt to complete all capital improvements in accordance with the plan.
The Village will coordinate the development of the CIP budget with the development of the operating
budget to ensure future operating expenditures and revenues associated with new capital
improvements will be projected and incorporated into the current and future operating budgets.
The Village will maintain its physical assets at a level adequate to protect the Village’s capital
investment and minimize future maintenance and replacement costs.
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.
Village of North Palm Beach FY 2020 Adopted Budget Page 48 of 361
Debt Administration FY 2020
The Village has limited its borrowing to prudent levels that are able to be covered through existing revenue
and cash flow projections. The Village utilizes debt financing on large expenditures for capital projects.
When establishing debt, there are a number of factors to be considered in the process. These factors include:
the long-term needs of the Village
the amount of resources available to repay the debt
There are a few ways for the Village to achieve debt financing. The Council considers the asset’s useful life
and current economic conditions to determine the appropriate financing instrument. Some financing options
available to the Village include:
bank loan
lease agreements (capital lease or operating lease)
inter-fund loan
issue special revenue bonds (pledged by a specific revenue source and limited by available revenue)
issue general obligation bonds (require voter referendum approval)
The Village Charter and the Constitution of the State of Florida do not provide for a legal debt limit.
However, in regards to capital improvements, the Village has adopted a policy to limit general obligation
debt (debt pledging payment from ad valorem taxes which 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 2019-2020
this would amount to $117 million (tax base of $2.34 billion) in available general obligation debt. The
Village has no outstanding General Obligation debt.
Outstanding Debt
The Village has two loan obligations and an inter-fund loan outstanding. In addition, The Village entered
into a capital lease program for a portion of its fleet in Fiscal Year 2019. A brief description of each
outstanding debt instrument and its annual debt service requirement to maturity is listed below:
General Fund:
The General Fund has one loan obligation. In addition, The Village entered into a capital lease program for a
portion of its fleet in Fiscal Year 2019.
Bank Loan:
In March 2017, a $15 million loan was secured for the new Country Club Clubhouse project, which will
include a new Clubhouse, a Splash Park and a remodeled pool deck. The loan has a fifteen (15) year term and
the first debt service payment is scheduled for December 2017.
The transaction consists of two loans: (1) one tax-exempt loan in an amount not to exceed $8.9 million with an
interest rate of 3.19% and a maturity date of June 1, 2032; and (2) one taxable loan in an amount not to exceed
$6.1 million with an interest rate of 3.78% and a maturity date of June 1, 2025. The tax-exempt loan is pre-
payable without penalty after June 1, 2025. Also, the loan requires that the debt shall be repayable from
legally available non-ad valorem revenues. Annual debt service requirements to maturity are as follows:
Year Ending Principal Interest Total
2019 805,000 488,786 1,293,786
2020 835,000 458,357 1,293,357
2021 865,000 426,794 1,291,794
2022 900,000 394,097 1,294,097
2023 935,000 359,981 1,294,981
2024-2028 5,190,000 1,278,397 6,468,397
2029-2032 4,790,000 388,064 5,178,064
Total $14,320,000 $ 3,794,476 $18,114,476
Village of North Palm Beach FY 2020 Adopted Budget Page 49 of 361
Debt Administration FY 2020
Capital Lease:
In Fiscal Year 2020, a total of $260,000 has been budgeted in the General Fund as the estimated lease
payment for the following lease programs:
Village-Wide Vehicle Replacement Lease Program:
The Village entered into a five-year capital lease agreement for financing the lease-
purchase of 12 vehicles for replacement in 2019. Principal and interest payments are
due annually, with a final maturity date in 2024. The Village will own the vehicles
with a $1.00 buyout at the end of the term.
Fire Apparatus Replacement Lease Program:
The Village also entered into a seven-year capital lease agreement for financing the
lease-purchase of a Fire Engine for replacement in 2019. Principal and interest
payments are due annually, with a final maturity date in 2026. The final payment
includes a balloon payment of $216,334.
Additional Vehicle Lease Programs (FY 2020):
In Fiscal Year 2020, The Village plans to enter into capital lease programs for the
replacement of the following vehicles:
One (1) Bucket Truck;
One (1) Rescue Vehicle;
Three (3) Police Vehicles; and
One (1) truck for Public Works, Streets Division
The details of the Fiscal Year 2020 leases are not yet available.
Country Club:
The Country Club (Proprietary Fund) has two loan obligations: one bank loan and one inter-fund loan.
Bank Loan:
This loan was to finance certain 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 Ending Principal Interest Total
2019 320,677 77,482 398,159
2020 333,990 64,169 398,159
2021 348,241 49,418 398,159
2022 362,904 35,255 398,159
2023 378,185 19,974 398,159
2023-2024 195,369 4,074 199,443
$1,939,366 $250,872 $2,190,238
Inter-Fund Loan:
The General Fund advanced $1.7 million to the Country Club to provide funds for the renovation of
the Golf Course. The Country Club Fund will start paying back the loan in the fiscal year ending
September 30, 2025, which is after the existing bank loan is paid off.
Village of North Palm Beach FY 2020 Adopted Budget Page 50 of 361
Fund Balance Overview FY 2020
Fund Balance is generally defined as the difference between a fund’s assets and liabilities. Changes in fund balance are
based on the difference between revenues and expenditures for a given fiscal year. An adequate fund balance is necessary
for numerous reasons, such as to have funds available in cases of emergencies, unexpected events, cushion economic cycles
and special projects. It is also used to maintain or enhance the Village’s financial position and related bond ratings, to
provide cash for operations prior to receipt of revenues and to maintain investment earnings.
Over past years, the Village has been able to generate healthy reserves through growth management, strategic planning, and
cost containment measures. The goal of the Village has been to use surplus reserves in ways that positively affect its
financial plan by reducing long-term obligations. The Village does not use surpluses to offset the subsequent year’s budget,
unless otherwise determined by the Village Council.
GASB 54
The Governmental Accounting Standards Board (GASB) released Statement 54 – “Fund Balance Reporting and
Governmental Fund 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 proprietary (enterprise)
funds or fiduciary funds. The requirements of this statement are intended to improve financial reporting by providing fund
balance categories and classifications that will be more easily understood and applied. The categories are more clearly
defined to make the nature and extent of the constraints placed on a government’s fund balance more transparent by
isolating that portion of fund balance that is unavailable to support the following year’s budget.
GASB 54 eliminates the previous categories of “Reserved” and “Unreserved” for all Governmental Fund balances, and
replaces these with five new reporting categories. These categories create a hierarchy of constraints that control how
specific amounts can be spent. The five new reporting categories are as follows:
Non-spendable – amounts that are not in a spendable form or are required to be maintained intact (inventories,
prepaid items, inter-fund loans)
Restricted – amounts constrained to specific purposes by their providers (debt covenants, grant proceeds)
Committed – amounts constrained to specific purposes by the government itself (disaster recovery, rate
stabilization, insurance, encumbrances)
Assigned – amounts a government intends to issue for a specific purpose
Unassigned – amounts that are available for any purpose
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.
The Unassigned general fund balance decreased to $7.28 million during the 2018 fiscal year. The decrease is primarily due
to providing additional funds for the Country Club Clubhouse project. Continued work to build a new clubhouse and
renovate the golf course will result in reduced Country Club revenues due to the closure of both facilities at different times
and the need for the General Fund to support debt service associated with the projects until the Country Club returns to full
operation. Increasing property valuations and continued state and national economic growth, however, will blunt the impact
of these short-term facility closures to the annual financial plan.
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.
The negative impact in the Village’s Enterprise Fund is largely due to the Country Club clubhouse construction and golf
course renovation projects. The closure of both facilities disrupted the Country Club’s ability to deliver services and
resulted in significant revenue loss in the Country Club.
Fund Balance tables for the General Fund and the Enterprise Fund (two major/budgetary funds) are on the following pages.
These tables represent the Village’s actual fund balances as of October 01, 2018. The actual fund balances for fiscal year
2018-19 will be available upon completion of the Village’s annual audit in early 2020. The reserves shown in these tables
are based on conservative revenue estimates and one hundred percent (100%) of the budgeted expenditures being expended.
Village of North Palm Beach FY 2020 Adopted Budget Page 51 of 361
Fund Balance Overview FY 2020
General Fund
Actual Actual Actual Budget Budget
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Beginning Balance $ 11,410,036 $ 11,643,878 $ 13,092,709 $ 9,243,408 $ 9,243,408
Revenues
Taxes 16,109,173 17,118,361 19,111,504 19,958,630 20,784,521
Licenses & Permits 1,235,782 997,656 1,222,594 980,100 1,110,200
Intergovernmental 1,435,795 1,459,577 1,482,113 1,500,382 1,507,239
Charges for Services 2,364,013 2,321,294 2,210,437 2,345,560 2,516,812
Fines & Forfeitures 91,535 124,394 90,559 72,800 82,175
Interest 103,353 58,799 112,809 95,530 95,530
Miscellaneous 191,251 157,071 412,519 24,800 27,500
Total 21,530,900 22,237,151 24,642,535 24,977,802 26,123,977
Expenditures
General Government 2,889,266 4,395,896 3,689,207 3,709,139 3,489,412
Police and Fire 8,847,148 8,886,615 9,431,609 9,671,875 10,290,842
Public Works 4,254,050 4,406,403 5,065,186 5,283,828 5,540,658
Community Development & Planning 1,354,716 1,197,052 1,435,769 1,658,923 1,773,946
Leisure Services 2,448,129 2,591,846 2,613,659 2,817,701 3,058,612
Debt Service - - 1,293,101 1,431,336 1,553,357
Total 19,793,309 21,477,813 23,528,530 24,572,802 25,706,827
Excess /Deficiency of Revenues
Over/Under Expenditures 1,737,592 759,338 1,114,005 405,000 417,150
Other financing sources (uses)
Transfer In/Out, etc.(1,503,750) 689,495 (4,963,307) (405,000) (417,150)
Net Change in Fund Balances 233,842 1,448,833 (3,849,302) - -
Ending Balance 11,643,878$ 13,092,711$ 9,243,408$ 9,243,408$ 9,243,408$
Components of Fund Balance
Designated/Reserved
Undesignated
Nonspendable 358,606 430,721 1,511,733 1,511,733 1,511,733
Restricted 353,019 326,311 47,338 47,338 47,338
Committed - - - - -
Assigned 208,204 771,711 407,862 407,862 407,862
Unassigned 10,724,049 11,563,966 7,276,475 7,276,475 7,276,475
Ending Balance 11,643,878$ 13,092,709$ 9,243,408$ 9,243,408$ 9,243,408$
Unassigned Fund Balance as a Percent
of Original Budget
Original Budget 20,524,967 21,328,539 23,482,124 24,977,802 26,123,977
Unassigned Fund Balance
as a Percent of Original Budget 52.25% 54.22% 30.99% 29.13% 27.85%
Village of North Palm Beach FY 2020 Adopted Budget Page 52 of 361
Fund Balance Overview FY 2020
Enterprise Fund
Actual Actual Actual Budget Budget
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Beginning Balance $ 2,378,498 $ 2,299,147 $ 2,375,748 $ 1,731,737 $ 1,731,737
Operating Revenue
Greens fee/cart rentals/membership fees 2,294,659 2,302,642 1,743,760 2,129,209 2,610,854
Golf shop revenues 326,280 296,119 217,148 159,400 406,000
Driving range revenues 322,208 303,994 276,244 300,000 360,000
Restaurant revenues 759,901 22,300 - - 329,500
Miscellaneous 17,525 21,376 17,487 6,000 16,000
Total Operating Revenue 3,720,573 2,946,432 2,254,639 2,594,609 3,722,354
Operating Expenses
Golf course maintenance 1,124,052 1,137,008 1,159,940 1,163,500 1,430,000
Clubhouse grounds 77,274 120,796 68,350 29,000 470,858
Golf Shop 970,645 996,500 811,741 939,660 1,316,185
Food & beverage 1,032,367 65,579 46,201 12,314 50,000
Administrative & general 92,438 105,462 98,970 255,538 236,301
In s urance 51,888 47,469 42,711 46,555 46,555
Depreciation 380,000 327,077 323,964 - -
Total Operating Expense 3,728,665 2,799,890 2,551,877 2,446,567 3,549,899
Non-operating revenues (expenses)
Interest revenue 9,230 10,274 13,874 10,000 -
Interest expense (116,883) (103,334) (98,220) - -
Other revenues - 23,119 - 275,647 261,234
Other expenses - - - (433,689) (433,689)
Gain/(Loss) on disposal of fixed assets 36,393 - (262,428) - -
Total Non-operating revenues (expenses)(71,259) (69,941) (346,773) (148,042) (172,455)
Excess/Deficiency of Revenues Over/
Under Expenses (79,351) 76,601 (644,011) - -
Operating Transfers Out - - - - -
Change in Net Assets (79,351) 76,601 (644,011) - -
Ending Balance 2,299,147$ 2,375,748$ 1,731,737$ 1,731,737$ 1,731,737$
Components of Fund Balance
Invested in Capital Assets, net of related debt 1,880,421 1,991,168 1,685,269 1,685,269 1,685,269
Unrestricted 418,726 384,580 46,468 46,468 46,468
Ending Balance 2,299,147$ 2,375,748$ 1,731,737$ 1,731,737$ 1,731,737$
Village of North Palm Beach FY 2020 Adopted Budget Page 53 of 361
Strategic Planning FY 2020
Strategic Planning is a structured and coordinated approach for developing long-term organizational goals
and for developing strategies to accomplish them. The Village has used the process to facilitate
communication, set priorities and direct resources towards common goals established by the Council.
Vision
The initial step in the strategic planning process is the establishment of a collectively shared vision for North
Palm Beach’s near-term future:
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.
Mission
The mission statement provides the foundation for all remaining portions of the strategic planning process:
We sustain North Palm Beach as the “best place to live under the sun” through:
Superior services
Timeless traditions
Quality amenities
Core Values
The core values of an organization are the values it holds that form the foundation on which it performs its
work and conducts itself. They describe how an organization believes it should act, and how those beliefs
should be reflected in its actions:
We create exceptional public service through:
Our People
We care about our people and actively advocate diversity, safety, and personal growth
Continuous Improvement
We are committed to excellence and professionalism.
Integrity
We are transparent, honest, ethical, and have mutual respect for all people.
Strengths, Weaknesses, Opportunities and Threats
Critical to the strategic planning process is the understanding of the forces, both positive and negative, that
impact the Village’s ability to achieve its mission. The Village, as an organization, has certain internal
attributes that are recognized as beneficial assets; its strengths. However, the Village also has some internal
attributes that are negative; its weaknesses. There are those external forces in the outside world that are
beyond the Village’s control or influence. Some of these forces create favorable conditions for achievement
of the 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.
Village of North Palm Beach FY 2020 Adopted Budget Page 54 of 361
Strategic Planning FY 2020
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 & challenges analysis are provided below:
Capabilities & Strengths
Village Department
Community Characteristics Competent Staff
Employees Customer Centric Culture
Leadership Community Support
Quality Services Communication
Management Team Inter-local Support
Safe Community Adaptability
Residents Teamwork
Council Policy & Process
Management Support
Challenges
Village Department
Aging Infrastructure Personnel/Staffing
Master Plan Budget / Increasing Costs / Finances
Country Club Communications (Internal & External)
Outdated Code Infrastructure
Regulatory Requirements Salaries
Salaries & Personnel Project Management
Budget Technology
Strategy
Policy Management
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 55 of 361
Strategic Planning FY 2020
Strategic Goals & Initiatives
In April 2019, The Village Council and senior staff held a strategic planning workshop to identify key
strategic issues. These strategic issues were grouped into eight goal areas. The Council then identified and
prioritized objectives for each goal. These objectives were grouped into two levels, or tiers. Objectives
receiving most support from Council for implementation over the next few years were identified as Tier 1
objectives. Those receiving secondary importance were designated as Tier 2.
Strategic Goals
All Neighborhoods as Desirable Places to Live
Mobility
Financial Sustainability
Beautification and Quality of Life
Organizational Excellence
Strong Local Economy
Community Outreach
Waterways and Recreation
Village of North Palm Beach FY 2020 Adopted Budget Page 56 of 361
Strategic Planning FY 2020
Strategic Initiatives
Tier 1
Tier 2
The Annual Budget has been developed with these goals in mind. The budget goals provide the overall
framework for the budget 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.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 57 of 361
Strategic Planning FY 2020
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 well resources are leveraged. Each type of measure is significant within
the performance measurement system.
Village departments have included performance measures in their department plans. Performance measures
allow Village departments to monitor implementation of projects, programs, initiatives, and services funded
through the budget; measure their success in meeting the targeted performance; identify opportunities to
improve service delivery; inform Council as they make strategic adjustments; and provide data to support
decisions for future resource allocation.
Conclusion
The Village integrates the annual budgeting process with the strategic planning process. The Strategic Plan
helps to prioritize how the Village will use current and future resources to achieve identified goals. In this
way the strategic plan drives budget preparation decisions and service delivery implementation.
The Village’s ongoing strategic planning process is an affirmation and continuation of a time honored credo
that we are the “best place to live under the sun.”
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 58 of 361
Long Range Planning FY 2020
The long-range planning for the Village of North Palm Beach is outlined in the following policy documents:
1. The Comprehensive Plan.
2. The Annual Budget.
Comprehensive Plan
The Comprehensive Plan was adopted in 1989, in compliance with the Florida Statutes Chapter 163,
Department of Community Affairs. The Plan guides future growth and development and provides an overall
vision for the Village. The Plan contains the flowing elements:
1. Future Land Use
2. Transportation
3. Housing
4. Infrastructure
5. Coastal Management
6. Conservation
7. Recreation and Open Space
8. Intergovernmental Coordination
9. Capital Improvements
10. Public School Concurrency
11. Annexation (Optional Element)
Each element of the plan provides 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 Budget through the Capital
Improvement Plan (CIP). The CIP identifies projects and their associated costs and is reviewed and updated
annually in both documents.
Long-Term Financial Plan
The Annual Budget contains a CIP and an analysis of total projected revenues and expenditures for the same
time periods as the CIP. The projections assist management in the planning and allocation of resources to
achieve the Village Council goals of maintaining a financially secure municipal government.
The long-range financial plan should not be confused with the Village’s budget. The budget is the Village’s
legal authority for spending. The budget focuses on the near-term future; it is very detailed, and it must be
balanced between resources and requirements. In comparison, the long-range financial plan has a longer
time-frame, is less detailed and is only used to help management develop budget strategies and prioritize the
use of limited resources.
The results of the long-range financial plan for the major operating funds (General Fund and Country Club)
are provided on the following pages.
Country Club:
The projections are based on the following set of assumptions:
1. 3% annual growth rate during the FY 2020-2024 period
2. Golf Revenues will represent approximately 79% of total Country Club revenues
3. Personnel Costs will represent 30% of total Country Club revenues
4. Operating Costs will represent 55% of total Country Club revenues
5. Debt Service requirement will not change
Village of North Palm Beach FY 2020 Adopted Budget Page 59 of 361
Long Range Planning FY 2020
Revenues (Sources):
FY 2020
Budget
FY 2021
Projected
FY 2022
Projected
FY 2023
Projected
FY 2024
Projected
Golf 3,376,854$ 3,241,446$ 3,338,689$ 3,438,850$ 3,542,015$
Food & Beverage 329,500 365,000 365,000 365,000 365,000
Administration 277,234 8,206 8,452 8,706 8,967
Total Revenue 3,983,588 4,103,096 4,226,189 4,352,974 4,483,563
Expenses (Uses):
Personnel 1,006,219 1,230,929 1,267,857 1,305,892 1,345,069
Operating 2,543,680 2,256,703 2,324,404 2,394,136 2,465,960
Debt Service 433,689 433,689 433,689 433,689 433,689
Reserves/Contingencies - - - - -
Total Expenses 3,983,588 3,921,320 4,025,949 4,133,717 4,244,718
Net Revenue / Expense -$ 181,775$ 200,239$ 219,257$ 238,846$
General Fund:
The projections are based on the following set of assumptions:
1. 3% annual growth rate during the FY 2020-2024 period
2. Property Taxes will represent approximately 60% of total General Fund revenues
3. Personnel Costs will represent 70% of total General Fund revenues
4. Operating Costs will represent 25% of total General Fund revenues
5. Debt Service will represent the debt requirement for the Clubhouse loan and the vehicle lease
program
6. CIP Transfer will represent the estimated General Fund transfer to CIP as shown in the CIP Plan
Revenues (Sources):
FY 2020
Budget
FY 2021
Projected
FY 2022
Projected
FY 2023
Projected
FY 2024
Projected
Property Taxes 16,736,574$ 16,144,618$ 16,628,956$ 17,127,825$ 17,641,660$
Other Revenue 9,387,403 10,763,079 11,085,971 11,418,550 11,761,107
Total Revenue 26,123,977 26,907,696 27,714,927 28,546,375 29,402,766
Expenses (Uses):
Personnel 17,477,921 18,835,387 19,400,449 19,982,463 20,581,936
Operating 6,443,754 6,726,924 6,928,732 7,136,594 7,350,692
CIP Transfer 417,150 429,665 442,554 455,831 469,506
Debt Service 1,553,357 1,637,602 1,959,670 2,119,072 2,152,263
Contingency 231,795
Total Expenses 26,123,977 27,629,578 28,731,405 29,693,959 30,554,397
Net Revenue / Expense -$ (721,882)$ (1,016,478)$ (1,147,584)$ (1,151,631)$
Some ways in which the imbalance between revenues and expenditures will be addressed include:
Actively pursue annexation of adjacent unincorporated areas;
Optimization and service delivery model reviews;
Ensure current fees fully cover all Village costs and institute new fees where appropriate (i.e. storm-
water infrastructure & maintenance, etc.); and
Reduce rate of increase in personnel costs
Village of North Palm Beach FY 2020 Adopted Budget Page 60 of 361
General Fund
FY 2020
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 61 of 361
General Fund Organization Chart FY 2020
Village Attorney
Village Boards
• Audit Committee
• Business Advisory
• Construction Board of
Adjustment
• Golf Advisory
• Library Advisory
• Pension Boards
• Planning Commission
• Recreation Advisory
• Waterways Board
• Zoning Board of Adjustment
• Infrastructure Surtax
• Environmental Committee
The Residents
Village Council
Village Clerk
3 FT Village Manager
4 FT
1 PT
Finance
6 FT
Human
Resources
2 FT
2 PT
Information
Technology
3 FT
1 PT
Public Works
37 FT
2 PT
Police
38 FT
15 PT
16 Volunteers
Fire Rescue
24 FT
18 Volunteers
Parks &
Recreation
5 FT
16 PT
Library
7 FT
9 PT
Summary FY 2020 FY 2019 Change
Full-Time 146 145 +1 FT
Part-Time 68 70 -2 PT
Volunteers 34 43 -9 Volunteers
Community
Development
15 FT
Tennis &
Pool
2 FT
22 PT
Village of North Palm Beach FY 2020 Adopted Budget Page 62 of 361
General Fund Budget Summary FY 2020
Budgeted Amounts
FY 20
Adopted
Budget
FY 19
Original
Budget
%
increase/
decrease
$
increase /
decrease
Actual
09/30/18
Actual
09/30/17
Millage Rate $7.5000 $7.5000 0.00% $ 0 $7.3300 $7.3300
Revenues
Ad-Valorem Taxes $16,736,574 $15,941,041 4.99% $ 795,523 $ 15,003,141 $13,091,985
Utility Service Taxes 2,424,292 2,478,772 -2.20% (54,480) 2,511,876 2,413,679
Franchise Fees 1,315,000 1,227,209 7.15% 87,791 1,294,280 1,306,996
Sales & Use Taxes 308,655 311,598 -0.94% (2,943) 302,207 305,700
Licenses & Permits 1,110,200 980,100 13.27% 130,100 1,222,594 997,656
Intergovernmental 1,507,239 1,500,382 0.46% 6,857 1,482,113 1,459,577
Charges for Services 2,516,812 2,345,560 7.30% 171,252 2,210,437 2,321,294
Fines & Forfeitures 82,175 72,800 12.88% 9,375 90,559 124,394
Interest 95,530 95,530 0.00% 0 112,809 58,799
Debt Proceeds 0 0 0.00% 0 0 15,000,000
Miscellaneous 27,500 24,800 10.89% 2,700 412,519 157,071
Transfers In 0 0 0.00% 0 0 53,082
Total Revenues: $26,123,977 $24,977,802 4.59% $ 1,146,175 $24,642,535 $37,290,233
Expenditures
General Government 3,257,617 3,347,808 -2.69% (90,191) 3,053,627 2,970,245
Public Safety 10,290,842 9,671,875 6.40% 618,967 9,431,609 8,886,615
Public Works 5,540,658 5,283,828 4.86% 256,830 5,065,186 4,406,403
Community Development 1,773,946 1,658,923 6.93% 115,023 1,435,769 1,197,052
Leisure Services 3,058,612 2,817,701 8.55% 240,911 2,613,659 2,591,846
Debt service 1,553,357 1,431,336 8.52% 122,021 1,293,101 0
Contingency / Other 231,795 361,331 -35.85% (129,536) 635,579 1,425,652
Transfers Out 417,150 405,000 3.00% 12,150 4,963,307 14,363,587
Total Expenditures $26,123,977 $24,977,802 4.59% $1,146,175 $28,491,836 35,841,400
Net Revenue Over Expense $ 0 $ 0 $ (3,849,302) $1,448,832
①
① Fiscal Year 2018 actual amount includes a transfer of $3.9 million to the Clubhouse Project
Note: The General Fund is used to account for most of the day-to-day operations of the Village, which are
financed from property taxes, fees, licenses, permits, fines and forfeitures, intergovernmental and other
general revenue.
The budget summary above is for the General Fund. Please see the detail on the following pages for
explanations on revenues and expenses.
Village of North Palm Beach FY 2020 Adopted Budget Page 63 of 361
Revenues
FY 2020
Village of North Palm Beach FY 2020 Adopted Budget Page 64 of 361
General Fund Revenues FY 2020
Total Revenues = $26,123,977
Village of North Palm Beach FY 2020 Adopted Budget Page 65 of 361
General Fund Revenues FY 2020
Revenue Analysis
FY 2020
Adopted
Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase/
(decrease)
Actual
09/30/18
Actual
09/30/17
Taxes:
Ad-Valorem Taxes $ 16,736,574 15,941,051 4.99% $ 795,523 $15,003,141 $13,091,985
Franchise Fees:
Electricity 912,000 847,517 7.61% 64,483 914,132 930,407
Gas 44,000 38,780 13.46% 5,220 37,013 41,075
Water 359,000 340,912 5.31% 18,088 343,134 335,514
Utility Service Taxes:
Electricity 1,200,000 1,294,892 -7.33% (94,892) 1,312,775 1,289,385
Gas 81,000 93,394 -13.27% (12,394) 82,167 84,829
Telecommunication 727,292 699,645 3.95% 27,647 721,601 642,912
Water 416,000 390,841 6.44% 25,159 395,333 396,553
Sales & Use Taxes 308,655 311,598 -0.94% (2,943) 302,207 305,700
20,784,521 19,958,630 4.14% 825,891 19,111,504 17,118,361
Licenses & Permits:
Building Permits 800,000 720,000 11.11% 80,000 941,772 720,202
Developer Fees - - 0.00% - 13,340 1,179
Occupational Licenses 300,000 250,000 20.00% 50,000 259,077 265,596
Other Licenses, Fees, Permits 10,200 10,100 0.99% 100 8,405 10,679
1,110,200 980,100 13.27% 130,100 1,222,594 997,656
Intergovernmental
Shared Revenue
Other Local Units 29,500 29,000 1.72% 500 38,386 58,019
State Shared Revenue
Local Govt 1/2 Ct Sales Tax 1,035,759 1,019,083 1.64% 16,676 990,968 962,149
State Revenue Share Proceeds 411,121 401,995 2.27% 9,126 394,485 386,278
Other State Shared Revenue 13,000 20,000 -35.00% (7,000) 27,882 23,462
Other Intergov Revenue 17,859 30,304 -41.07% (12,445) 30,392 29,669
1,507,239 1,500,382 0.46% 6,857 1,482,113 1,459,577
Charges for Services
Community Development 263,590 246,550 6.91% 17,040 316,639 243,593
Library 2,060 2,060 0.00% - 1,617 992
Pool 100,000 94,000 6.38% 6,000 81,595 105,876
Recreation 435,000 440,000 -1.14% (5,000) 353,582 457,352
Tennis 628,512 468,150 34.25% 160,362 436,775 451,010
Police & Fire
Ambulance Fees 360,000 375,000 -4.00% (15,000) 357,149 357,647
Other 136,800 181,800 -24.75% (45,000) 142,207 143,858
Public Works
Solid Waste Collection 550,000 513,500 7.11% 36,500 500,752 537,604
Other 2,000 14,000 -85.71% (12,000) 9,779 9,496
Village Clerk 38,850 10,500 270.00% 28,350 10,342 13,866
2,516,812 2,345,560 7.30% 171,252 2,210,437 2,321,294
Village of North Palm Beach FY 2020 Adopted Budget Page 66 of 361
General Fund Revenues FY 2020
Fines & Forfeitures
FY 2020
Adopted
Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase/
(decrease)
Actual
09/30/18
Actual
09/30/17
Community Development 43,250 17,500 147.14% 25,750 48,064 66,660
Library 2,925 4,300 -31.98% (1,375) 3,634 5,000
Police & Fire 36,000 51,000 -29.41% (15,000) 38,861 52,734
82,175 72,800 12.88% 9,375 90,559 124,394
Miscellaneous
Insurance Refunds - - 0.00% - 239,012 36,419
Sales of Surplus - - 0.00% - 43,977 29,758
Other 27,500 24,800 10.89% 2,700 129,530 90,894
27,500 24,800 10.89% 2,700 412,519 157,071
Interest 95,530 95,530 0.00% - 112,809 58,799
Loan Proceeds - - 0.00% - - 15,000,000
Inter-fund Transfers - 0.00% - - 53,082
Total Revenues: $ 26,123,977 $24,977,802 4.59% $ 1,146,175 $24,642,535 $37,290,233
Explanation of Increase / (Decrease):
The increase in total General Fund Revenues is primarily due to the increase in Ad-Valorem Tax Revenue as
a result of the increase in taxable value and millage rate.
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 67 of 361
General Fund Revenues FY 2020
This section includes a discussion regarding revenue sources for the Village’s FY 2019/20 General Fund
Budget (total revenue estimate = $26,123,977), how much of the total budget it comprises, revenue trends,
factors influencing the trends, projections provided by the Florida Department of Revenue and assumptions
used in determining the projections.
Ad Valorem Taxes $16,736,574
Property taxes are the single largest revenue line item in the General Fund Budget, making up approximately
64.07% of the total budget. The taxable property value increased from $2.23 billion to $2.35 billion. At the
millage rate of 7.5000 mils, this will generate gross taxes for FY 2019/20 of $17.62 million. But, due to
discounts for prompt payment, state law requires that only 95% of the gross taxes be budgeted as revenue -
equating to $16,736,574.
This class of revenue has historically provided a stable source of revenue and normally displays an
increasing trend based on significant new construction and development.
Millage Options:
On May 24, 2019 Palm Beach County notified the Village that the preliminary taxable valuation was
$2,340,244,395. The final taxable valuation received on June 27, 2019 showed a valuation of
$2,348,992,794. This includes $16,189,448 in new construction.
Based on this final taxable value and current legislation, the millage options, with respect to voting and
advertising requirements for FY 2019/20, are discussed in the following paragraphs. Please note that the
Village’s current millage rate is 7.5000 mils. This rate will remain the same for FY 2019/20.
Methodology for increasing Millage Rate:
As per current tax law (FS 200.185) the Village is required to follow these procedures for FY 2019/20 when
setting its millage rate:
7.1798 Mils (Rolled-Back Rate):
A simple majority vote is all that is required to approve the rolled-back millage rate of 7.1798 or less. The
rolled-back rate is the rate required to produce the same amount of ad valorem tax revenues this year as the
previous year, excluding the effect of new construction. The typical example is that as assessments increase,
the millage rate decreases proportionately to equalize the revenues.
7.1799 – 7.4256 Mils (Majority Vote Maximum Millage Rate):
A simple majority vote is also all that is required to approve a rate above the rolled-back rate, up to 7.4256
mils (This rate is calculated by adjusting the rolled-back rate by the growth in Florida per capita personal
income). However, since this is higher than the rolled-back rate, it must be advertised as a tax increase.
7.4257 – 8.1682 Mils (Two-Thirds Vote Maximum Millage Rate):
A super majority vote is required to increase the millage rate by up to 110% of the majority vote maximum
rate.
8.1683 – 10.0000 Mils (Unanimous Vote Maximum Millage Rate):
A unanimous vote is required to increase the millage rate by more than 110% of the majority vote maximum
rate. However, this is subject to an overall legal ceiling for municipalities of 10 mils.
Village of North Palm Beach FY 2020 Adopted Budget Page 68 of 361
General Fund Revenues FY 2020
Millage Rate Impact:
The revenue impact of the above millage rates is shown as follows:
Millage
Rate
Description
Ad-Valorem
Revenue
FY 2019/20
Ad-Valorem
Revenue
FY 2018/19
(as adopted)
$
Increase /
(Decrease)
$ 7.1798 Rolled-Back Rate $16,022,034 $15,941,051 $80,983
$ 7.5000 Current Millage $16,736,574 $15,941,051 $795,523
$ 7.4256 Majority Vote Maximum $16,570,547 $15,941,051 $629,496
$ 8.1682 Two-Thirds Vote Maximum $18,227,691 $15,941,051 $2,286,640
$10.0000 Statutory Maximum $22,315,432 $15,941,051 $6,374,381
Village of North Palm Beach FY 2020 Adopted Budget Page 69 of 361
General Fund Revenues FY 2020
Franchise Fees $1,315,000
Franchise fees are charges to service providers for an exclusive/nonexclusive right to operate within the municipal
boundaries of the Village. The charge is levied on a percentage of gross receipts basis. FY 2019/20
franchise fees represent 5.03% of the total General Fund Revenues. The estimates are prepared based on
past experience. The Village has the following franchise fees:
Electric Franchise Fees ($912,000):
A thirty-year franchise (established by Ordinance No. 14-80 on July 10, 1980 for thirty years) was
amended on August 28, 2008 (Ordinance 2008-09). The new agreement requires Florida 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 from Florida Power
& Light.
Gas Franchise Fees ($44,000):
A thirty-year franchise (established by Ordinance No. 11-80 on May 22, 1980 for thirty years) was
amended on June 24, 2010 (Ordinance 2010-08). The new agreement requires Florida Public
Utilities to pay a franchise fee of 6.5% from the sale of gas to residential customers within the
Village’s corporate limits. Payments are received annually from Florida Public Utilities.
Water Franchise Fees ($359,000):
A franchise fee of 5% (less 0.7% administrative fees) from sales of water and sewer was established
by Ordinance No. 15-1986 for thirty years. Payments are received monthly from Seacoast Utility
Authority.
Village of North Palm Beach FY 2020 Adopted Budget Page 70 of 361
General Fund Revenues FY 2020
Utility Taxes $2,424,292
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 9.28% of the total General Fund revenues.
The estimates are prepared based on past experience and information received from the utility companies.
The Village has the following Utility Service Taxes:
Electric Utility Tax ($1,200,000):
The rate is set at 10% of electric sales generated by FPL.
Water Utility Tax ($416,000):
The rate is 10% of water service sales generated by Seacoast Utility Authority.
Telecommunication ($727,292):
As of 2001 Communications Service Tax (CST) replaced Telecommunications Utility Service Tax,
Telecommunications 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 the Village and terminating within the state. The CST is collected and distributed
by the State of Florida. Revenue estimates are projected by the State to be used by local agencies
during budget preparation.
Gas ($81,000):
The rate is 10% of natural gas sales.
Village of North Palm Beach FY 2020 Adopted Budget Page 71 of 361
General Fund Revenues FY 2020
Sales & Use Taxes (Local Option Fuel Taxes) $308,655
Gasoline taxes are collected at the state level and distributed by formula to cities and counties. Gas taxes
represent 1.18% of the total General Fund Revenues. The estimates are prepared based on information
provided by the Florida Department of Revenue and Palm Beach County.
$260,000
$280,000
$300,000
$320,000
Revenue
2016 Actual $288,150
2017 Actual $305,700
2018 Actual $302,207
2019 Budget $311,598
2020 Budget $308,655
Sales & Use Taxes
5 Year Revenue Trend
Intergovernmental Revenues $1,507,239
Intergovernmental revenue consists of revenues that are received from other governmental agencies. These
revenues represent 5.77% of the total General Fund Revenues. The majority of these revenues consist of
State Shared Revenues (Local Government Half-Cent Sales Tax, Municipal Revenue Sharing, and Alcoholic
Beverage License Fees). Other revenues in this category consist of Federal, State and Local grants and
shares of revenue from the county. The budget estimates are provided by the Florida Department of
Revenue.
Local Government Half-Cent Sales Tax ($1,035,759):
In 1982, the local government half-cent sales tax program was created to provide an additional income for
municipalities beyond ad valorem and utility taxes. The budget estimate is provided by the State each year.
Municipal Revenue Sharing ($411,121):
The Florida Revenue Sharing Act of 1972 created a revenue 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 requirements. The apportionment factor is calculated for each eligible
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 estimate is provided by the
Department of Revenue each year.
Village of North Palm Beach FY 2020 Adopted Budget Page 72 of 361
General Fund Revenues FY 2020
Charges for Services $2,516,812
Charges for Services represent 9.63% of total General Fund Revenues. The budget estimates are based on past
experience and are described below:
Community Development $263,590
Revenues included in this category are the following: Cell Tower Rent, Protective Inspection Fees, Building
Plan Reviews and Non-Domicile Business Registrations.
Village Clerk $38,850
The Clerk’s office makes available various records and publications and collects the filing fees from candidates for
public office.
Public Works $552,000
Included in this category are the following revenues: Solid Waste Collection and Cardboard Recycling.
Solid Waste Collection Fee ($550,000): Charge to commercial establishments for collection services. Rates
are based on type of business at property and square footage.
Cardboard Recycling ($2,000): Revenue generated from the collection and commodity sale of cardboard to
private vendors.
Public Safety $496,800
Included in this category are items such as Ambulance Fees, Fire Inspection Fees, Alarm Users Permit Fees,
Bicycle Registrations, Fire Plan Review Fees and Accident Reports.
Ambulance Fees ($360,000): Fee for ambulance transport provided by the Village. The fee applies to residents
and non-residents.
Village of North Palm Beach FY 2020 Adopted Budget Page 73 of 361
General Fund Revenues FY 2020
Fire Inspection Fees ($35,000): This fee schedule is detailed in Village Code Article II Sec 12-17. These fees
apply to all businesses, commercial and multi-family residential buildings in the Village regardless of
ownership.
Fire Plan Review Fees ($75,000): Fees collected for plans review of new projects or existing building
modifications
Alarm Users Permit Fee ($23,000): All operating alarms require a permit. The fee is $25, which is collected
once a year.
Recreation / Tennis / Pool Operations ($1,163,512):
Recreation, Tennis & Pool Operations make up the largest of the total “Charges for Services” Revenue
Category. There are various types of charges: Program Fees (including classes, lessons, trips and events),
Marina, Memberships, Merchandise Sales, and Rental and or/lease. The major types are described below:
Program Fees / Lessons $723,900:
This is the amount paid to participate in various classes, lessons, trips and events for Recreation, Pool and
Tennis. The revenues are offset by an expenditure account in the respective department.
Marina $183,000:
This includes the amount paid to the Village for wet slip boat dockage, dry storage space and marina ramp
usage.
Memberships $108,912:
This amount includes year-round membership for the Tennis and Pool Facilities.
Village of North Palm Beach FY 2020 Adopted Budget Page 74 of 361
General Fund Revenues FY 2020
Licenses and Permits $1,110,200
Licenses and Permits consist of Building Permits, Contractor Registration, Village Business Tax Receipts, Zoning
& Annexation Fees and Temporary Banner Fees. These revenues represent 4.25% of the total General Fund
Revenues. These types of revenues are directly related to the rate of growth and development in the Village.
Miscellaneous Revenues $24,800
The miscellaneous revenue classification represents 0.11% of total General Fund Revenues. This classification
includes items such as public records requests, requests for bid documents, vending machines, NSF fees, charge
card service fees, insurance refunds, sales of surplus, use of developer contributions, use of reserves that have been set
aside for future tax relief, etc.
Village of North Palm Beach FY 2020 Adopted Budget Page 75 of 361
General Fund Revenues FY 2020
Fines and Forfeitures $82,175
Fines and forfeitures are revenues generated by enforcement and prosecution of municipal ordinances and
state statutes. These line items represent 0.31% of total General Fund revenues. This category was
decreased due to past experience.
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
Revenue
2016 Actual $91,535
2017 Actual $124,394
2018 Actual $90,559
2019 Budget $72,800
2020 Budget $82,175
Fines & Forfeitures
5 Year Revenue Trend
Investment Income $95,530
Fund Balances and positive cash flow balances are invested according to the Village’s Investment Policies.
The interest income is the earnings from these investments. Interest income represents 0.37% of total
General Fund Revenues. The decline in this revenue source is due to the downturn in the economy.
Village of North Palm Beach FY 2020 Adopted Budget Page 76 of 361
Expenses
FY 2020
Village of North Palm Beach FY 2020 Adopted Budget Page 77 of 361
General Fund Expenses FY 2020
Total Expenses = $26,123,977
By Category:
By Department:
Village of North Palm Beach FY 2020 Adopted Budget Page 78 of 361
General Fund Expenses FY 2020
This section includes a discussion regarding appropriations for the Village’s FY 2019/20 General Fund
budget (total budget = $26,123,977), how much of the total budget it comprises, and assumptions used in
determining the projections.
Personnel Costs $17,477,921
Employee salary and benefits represent 66.90% 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
discussed below:
Salaries:
Performance based merit increases for non-union personnel are budgeted at an average of 4.0% based on a
0% - 5% scale. Salary increases for union eligible employees (FPE, PBA and IAFF) are budgeted in
accordance with the merit increases as negotiated in their collective bargaining agreements.
Retirement:
For the purpose of creating the 2019/2020 budget, the estimated annual required employer contributions are
shown below. The actual figures will be based on asset returns, actuarial experience and the results of
collective bargaining.
All budgeted plan contributions are outlined below:
Pension
Plan
Employer
Contribution
Employee
Contribution
General Employee Pension Plan 20.10 % 6 %
ICMA-RC Pension Plan 15.00% 3%, 5%, 10% or 15%
Police and Fire Pension Plan 20.04% Fire 7 % (*)
Police 6 % (*)
(*) per terms of collective bargaining agreements
Health Insurance:
Health insurance is budgeted at the employee level for the cost provided by the insurance carrier based on
type of coverage.
FICA:
This item was budgeted at 7.65% of payroll.
Worker’s Compensation:
This item is budgeted at the employee level for the cost provided by the insurance carrier based on type of
position.
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 79 of 361
General Fund Expenses FY 2020
Operating Costs $6,443,754
Appropriations for each department are budgeted based on past history and the needs of the department.
Operating costs represent 24.67% of the overall General Fund Expenses. Some highlights of operating costs
are listed below:
Contractual Services $1,832,060
Utilities $ 565,600
Legal Fees $ 160,000
Materials & Supplies $1,005,318
Gas, Oil & Lubricants $ 271,500
Repairs & Maintenance $ 712,025
Solid Waste Disposal $ 136,000
Property/General Liability $ 268,000
Professional Services $ 506,700
Travel, Training & Conferences $ 214,672
Uniforms / Uniform Rental $ 102,350
Special Events $ 96,000
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 80 of 361
General Fund Expenses FY 2020
Capital Outlay $0
Capital needs and resource availability are assessed annually through a capital planning process that results in a
five-year capital plan. The five-year capital plan includes:
the cost to furnish and maintain capital facilities and equipment, such as roadways, parks, drainage
systems and other valuable infrastructure
the cost of new and replacement fixed assets, such as vehicles, equipment, hardware/software, etc.
Those items deemed necessary are funded in the respective department’s budget; the remaining items are deferred
to future years. For FY 2019/20, there is no capital outlay budgeted in the general fund budget; all capital items
are to be funded with either CIP funds, Developer Fees, Infrastructure Surtax Proceeds or Grant Funds.
Village of North Palm Beach FY 2020 Adopted Budget Page 81 of 361
General Fund Expenses FY 2020
Debt Service $1,553,357
Debt service payments are the series of payments of principal and interest required on a debt over the fiscal
year. The FY 2019/20 debt service budget represents 5.95% of the overall general fund budget. The
General Fund has one loan obligation. In addition, the Village entered into a capital lease program for a
portion of its fleet beginning in Fiscal Year 2019.
Reserves, Contingencies & Transfers $648,945
This category includes items such as contingency and transfers to other funds. For the FY 2019/20 budget,
this category represents 2.48% of the overall general fund budget. An appropriation of $417,150 is to be
transferred to the Capital Projects Fund to finance the General Fund’s Capital Improvement Plan and an
appropriation of $231,795 is to be set aside as Council Contingency to cover unforeseen events.
Village of North Palm Beach FY 2020 Adopted Budget Page 82 of 361
General Fund Operating Highlights FY 2020
Description Amount
Contractual Services $ 1,832,060
* Maintenance Contract (Landscaping & Grounds Maintenance) 503,796
* Consolidated Dispatch 432,195
* Community Development Lease Agreement 55,000
* Custodial Services 150,000
Utilities 565,600
* Electricity 279,100
* Gas 30,700
* Telephone & Data 102,200
* Water & Sewer 153,600
Materials & Supplies 1,005,318
* Materials & Supplies 655,768
* Office Supplies 48,200
* Computer Supplies 81,350
* Auto Parts Supplies 120,000
* Library Materials 92,000
Property/General Liability 268,000
Recreation Program Expenses 159,000
Gas, Oil & Lubricants 271,500
Repairs & Maintenance 712,025
* R & M Automotive 97,500
* R & M Building & Grounds 348,300
* R & M Machinery & Equipment 61,500
* R & M P.A. & Communication Systems 71,525
* R & M Irrigation System 50,600
* Street Striping 25,000
* Tree Trimming 25,000
* Exterminating 25,400
Legal Fees 160,000
Solid Waste Disposal 136,000
Uniforms / Uniform Rental 102,350
Travel, Training & Conferences 214,672
Special Events 96,000
Professional Services 506,700
* Residential Code re-write 75,000
* Tennis Court Maintenance 43,500
* Recreation Needs Assessment 50,000
* Grant Management Services 20,000
* Professional Architectural Services for Facility Maintenance 10,000
* Building Official & Inspection Services 205,000
* General Planning Services 30,000
* Strategic Planning 20,000
* EMS Director Fee 14,400
Total Fiscal Year 2019-2020 Operating Costs $ 6,443,754
Village of North Palm Beach FY 2020 Adopted Budget Page 83 of 361
Department Summaries
FY 2020
Village of North Palm Beach FY 2020 Adopted Budget Page 84 of 361
Village of North Palm Beach
Residents
Village Council
Darryl C. Aubrey Mayor
Mark Mullinix Vice Mayor
David Norris President Pro Tem
Susan Bickel Councilmember
Deborah Searcy Councilmember
Village AttorneyVillage Manager
Operating
Departments
Village Clerk
Village Council FY 2020
Village of North Palm Beach FY 2020 Adopted Budget Page 85 of 361
Village Council FY 2020
Mission Statement
It is the mission of the Village Council to provide the highest quality of service to the residents of North Palm
Beach in the most efficient, effective, and fiscally responsible manner by providing sound, clear policy guidance
that encourages, promotes, protects, and improves the welfare of the Village of North Palm Beach, ensuring that
North Palm Beach remains “the best place to live under the sun.”
Service Levels Narrative
Serving as the legislative branch of Village government, the Council is comprised of five (5) officials elected
Village-wide serving two-year terms each. Councilmembers in Groups 1, 3 and 5 are elected 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 Mayor, Vice Mayor, and President Pro Tem. The Village Council meets on the second and fourth Thursday
of the month and holds other meetings as needed to conduct the business of the Village.
In 2019, Groups 2 and 4 were open to election. The incumbent councilmembers Susan Bickel, Group 2 and
David Norris, Group 4 were both re-elected to a two-year term, therefore the election scheduled for March 12,
2019 was not held. Council officers Mayor Darryl Aubrey, Vice Mayor Mark Mullinix, and President Pro
Tem David Norris were appointed on March 14, 2019 and will hold office until March 2020. The next
municipal election will be held on March 17, 2020.
Councilmembers stay well-informed about pending legislation through the Florida League of Cities (FLC),
Palm Beach County (PBC) League of Cities, and communications with federal, state, and local officials. The
Village’s elected officials in the Florida Legislature, Senator Bobby Powell, District 30, and Representative
Rick Roth, District 85, provide an annual update at a Village Council meeting following the conclusion of the
legislative session. Councilmembers represent the Village of North Palm Beach on the following state and
local committees:
FLC Utilities, Natural Resources, and Public Works Legislative Policy Committee;
PBC Multi-Jurisdictional Issues Coordination Forum;
North County Governmental Committee;
Treasure Coast Regional Planning Council;
Lake Worth Lagoon Initiative Steering Committee; and
Northlake Boulevard Corridor Task Force.
Councilmembers attend monthly meetings of Village Boards and Committees on a rotation basis in order to
remain apprised of the recommendations and activities of Board members.
The Council establishes Village goals and objectives in its annual budget and evaluates services and projects
throughout the year. The Council annually establishes tax millage rates and service fees.
Village of North Palm Beach FY 2020 Adopted Budget Page 86 of 361
Village Council FY 2020
Current Year Accomplishments
During Fiscal Year 2019, the Council enacted legislation, set policies, and approved projects and expenditures
that met its goals and objectives, and provided for the health, safety, and welfare of Village residents.
Established and adopted the Village’s operating millage rate at 7.5000 mils.
Engaged Trainnovations to provide Strategic Planning Technical Assistance to better facilitate the
achievement of Council’s goals for the year and complete tasks identified by the Strategic Planning process.
Entered into an Interlocal Agreement with Treasure Coast Regional Planning Council to move forward with
data gathering, analysis and public outreach necessary to make a recommendation to Village Council on the
proposal to repurpose the US1 Corridor.
Continued with the North Palm Beach Country Club clubhouse project: contracted for design and build
services of low voltage systems and purchased decorative lighting for the new clubhouse; entered into a 5
year Restaurant Operator Agreement with Farmer’s Table LLC; upgraded the Country Club Driving Range
ground lights to LED; purchased a high density mobile shelving golf bag storage system that will hold 144
golf bags, provided for resurfacing and installation of lighting at the Country Club Pool and renovation of the
pool pump room; and provided for purchases of furniture for the restaurant and office and meeting rooms at
the new Country Club. The grand opening of the new Country Cub is scheduled for November 2019.
Funded improvements to Anchorage Park, including installation of a north marina trail and access,
floating docks, a new circuit panel and electrical work at the marina and landscape improvements to the
bulkhead area.
Appropriated $100,000 to provide matching funds for a $300,000 grant from the Florida Inland
Navigation District to be used for a new non-motorized vessel launch, waterway access pathways, and a
waterway viewing shelter.
Appropriated $2,000 to provide matching funds for a $53,000 grant from Florida Department of
Agriculture and Consumer Services to be used for 28 LED fixtures to be installed at the Community Center.
Upgraded Village facilities by replacing the carpeting and installing a Hearing Loop Audio System which
meets ADA accessibility requirements in the Village Hall Council Chambers, installed new rooftop units
for the HVAC systems at the Community Center and Osborne Park, replaced the exterior doors at the
Community Center, replaced stone steps, flat tiles, concrete foots and repaired exterior stucco cracks at
Village Hall.
Approved two capital lease programs for multi-department vehicles and one Fire Rescue vehicle.
Protected the public health, safety, and welfare of residents through the Police Department’s continued
participation in the PBC LEX information sharing project, an emphasis on community policing efforts
including the Neighborhood Enhancement Team (NET is comprised of the Police Department, Fire
Department, Community Development Department, Public Works Department, and Administration);
funded the purchase of 12 AED cardiac defibrillators for Village facilities; and sidewalk repairs that
eliminated 1,230 trip hazards.
Enacted amendments to the Village Code of Ordinances to update the Village Boards and Committees
operations and composition, address the heights of walls and fences on residential corner lots, revised
the regulations applicable to the parking of storage of boats and recreational vehicles in the R-1 and R-2
zoning districts, update construction standards, criteria and variance procedures for seawalls, bulkheads,
docks and piers and update the reasonable accommodation procedure to include the requirement of a
Florida Association Recovery Residences (FARR) certification.
Village of North Palm Beach FY 2020 Adopted Budget Page 87 of 361
Village Council FY 2020
Strategic Goals and Projects
The Village Council has prioritized the following projects under specific strategic goals for the coming year:
Strategic Goal: All Neighborhoods as Desirable Places to Live
Project Category: Code Rewrites
1. Review, revise and update Residential Zoning Codes.
Strategic Goal: Improve Mobility
Project Category: Master Plan
1. Build more sidewalks, pathways and bike lanes as defined within the Master Plan.
Strategic Goal: Financial Sustainability
Project Category: Country Club
1. Develop a plan for the establishment of a Country Club Renewal & Replacement Fund.
Strategic Goal: Beautification and Quality of Life
Project Category: Roadway Projects
1. US 1 Bridge Replacement Plan.
2. Prosperity Farms Road bridge improvements.
3. Prosperity Farms Road corridor improvements.
Project Category: Community Outreach
1. Develop library outreach pilot project.
Project Category: Code Rewrites
1. Update sign code.
Strategic Goal: Organizational Excellence
Project Category: Technology
1. More efficient financial software.
Project Category: Organizational Excellence
1. Process refinement (Work Innovations Program).
2. Public Works Policy and Procedure Manual.
Strategic Goal: Waterways and Recreation
Project Category: Parks Projects
1. Lakeside Park Trail Project.
2. Complete Anchorage Park Phase II Marina South.
3. Parks and Recreation Master Plan to include programs and facilities.
Village of North Palm Beach FY 2020 Adopted Budget Page 88 of 361
Village Council FY 2020
Performance / Workload Measures
Performance Measure FY 2018
Actual
FY 2019
Projected
FY 2020
Estimated
Council Meetings per year
Regular Session
Workshop Session
Special Session
Budget Workshop
21
10
3
7
22
4
11
7
22
10
7
7
Total Ordinances per year
Code Amendment ordinances per year
15
6
17
8
17
8
Total Resolutions per year
Resolutions approving contracts, leases, or agreements per year
108
55
125
65
120
60
Village of North Palm Beach FY 2020 Adopted Budget Page 89 of 361
Village Council FY 2020
Budget Summary
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 50,448 $ 50,470 -0.04% $ (22) $ 50,464 $ 50,477
Operating
Accounting & Auditing 28,000 28,000 0.00% 0 26,278 23,388
Advertising 10,700 10,700 0.00% 0 8,432 8,393
Advisory Board Dinner 8,000 6,000 33.33% 2,000 4,306 6,070
Conferences & Seminars 1,575 1,575 0.00% 0 1,050 1,575
Contractual Services 3,700 3,700 0.00% 0 3,609 3,387
Council Donations 4,500 4,500 0.00% 0 4,000 5,250
Membership & Dues 11,300 11,090 1.89% 210 10,757 10,685
Materials & Supplies 1,800 7,200 -75.00% (5,400) 1,142 919
Professional Services 7,500 7,500 0.00% 0 12,810 3,153
Repairs & Maintenance - 7,000 -100.00% (7,000) 0 0
Travel 4,075 4,075 0.00% 0 823 2,059
Other Operating Costs 0 0 0.00% 0 0 (0)
Total Operating Costs 81,150 91,340 -11.16% (10,190) 73,206 64,878
Total Expenses $ 131,598 $ 141,810 -7.20% $ (10,212) $123,670 $115,356
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily due to the decrease in operating costs:
An overall decrease in repairs and maintenance as compared to FY 19, which included one-time costs
associated with the installation of new carpet in the Council Chambers; and
An overall decrease in materials and supplies as compared to FY 19, which included one-time costs
associated with the installation of a Hearing Loop Audio System in the Council Chambers.
Village of North Palm Beach FY 2020 Adopted Budget Page 90 of 361
Summary FY 2020 FY 2019 Change
Full-Time 4 4 No Change
Part-Time 1 1 No Change
Village Manager
1 FT
Purchasing
Manager
1 PT
Director of
Special
Projects
1 FT
Communications
Manager
1 FT
Village Manager FY 2020
Executive
Assistant
1 FT
Village of North Palm Beach FY 2020 Adopted Budget Page 91 of 361
Village Manager FY 2020
Mission Statement
To provide clear direction, support and empower Village staff to provide public services to the citizens of
North Palm Beach at a level established by Village Council policies and goals. The Village Manager
promotes and fosters a collaborative working environment that focuses on service to the public through the
efforts of a professional staff and improved operating processes. In cooperation with all Village employees,
the Manager’s Office will encourage creativity, responsibility, accountability, and teamwork…all focused on
the core goal of Serving the Community.
Village Manager’s Office
The function of the Village Manager is to serve as the Chief Executive Officer of the Village. The Village
Manager is responsible to the Village Council for:
Working with the Village Council and the Management Team to create a strategic focus for the
organization;
Refining organizational goals and guiding staff in coordination with the Management Team to ensure
that it is prepared to serve the community;
Preparing agenda materials that assist the Village Council in d eveloping policy and making
decisions impacting public services; and
Ensuring that Village services, programs and projects are delivered in an efficient and effective manner.
A fundamental responsibility of the Village Manager is to implement policies approved by the Council and
to help develop a shared vision for the organization as a whole. To that end, the Village Manager will
continue to work with the Village Council in establishing and communicating our Village’s “resident
service” vision. By focusing on the needs of the citizens, the Village Manager encourages program and
service improvements that allow the Village to keep pace with the ever-changing needs of our community.
The Special Projects Director oversees an array of projects in the Village. Most of his time over the past
year has been dedicated to the construction of the new North Palm Beach Country Club Clubhouse. The
Director is also a key member of the Neighborhood Enhancement Team (NET) which involves helping and
assisting the residents with code-related issues and/or utilizing outside resources to assist them if they are
financially unable to do so. This year, the Director will be assisting with the re-establishment of the
Village’s Business Advisory Committee and will be working closely with new and established businesses
and organizations to encourage and cultivate economic development/redevelopment.
The Communications Manager coordinates and oversees the Village’s communication efforts. His primary
responsibility is to ensure that a consistent message is conveyed through a variety of media. In addition, the
Communications Manager serves as a point of contact for the news media and is the Village’s spokesperson
in emergency and crisis situations. The Communications Manager is also responsible for preparing the
Village newsletter that is distributed electronically and mailed to residents.
The Purchasing Manager oversees the purchasing of products and services associated with the Country Club
Clubhouse Project. The Purchasing Manager position will be eliminated once the Clubhouse Project is
completed this fiscal year.
Personnel Changes
There are no personnel/title changes for Fiscal Year 2019/2020
Village of North Palm Beach FY 2020 Adopted Budget Page 92 of 361
Village Manager FY 2020
Current Year Accomplishments
The following are some of the major accomplishments that occurred in Fiscal Year 2018/2019:
Initiated the first steps in developing a Strategic Plan for the Village. The Strategic Plan will be revisited
each year in an effort to develop an annual financial plan that addresses the community’s priorities.
Prepared a comprehensive annual budget that maintained productive levels of service and addressed the
need for a five-year capital plan.
Recruited quality employees to lead the key positions of Community Development Director, Parks and
Recreation Director, Country Club General Manager and Head Golf Pro.
Completed workshops for the new development code (to implement the vision of the Citizens Master
Plan) in preparation for the public hearing process.
Established the Neighborhood Enhancement Team (NET).
Worked with key staff to complete the construction of backlogged capital projects.
Oversaw the planning and construction of the Country Club Clubhouse and pool improvements.
New Initiatives
Although not a new initiative, the Village has conducted a series of workshops over the past year and is now
poised to being the public hearing process for the Village’s Development Code. Updating the Village’s code
was a key action item identified in the 2016 Citizens’ Master Plan. The code rewrite process, which has
been completed in coordination with Dover Kohl and Partners, has resulted in a new set of regulations that
provides for development in the community’s commercial areas that is consistent with the vision articulated
in the Master Plan – namely active and vibrant development that is interesting in its form and is accessible to
residents by foot, bicycle or golf cart.
Residential codes will be revisited this year based upon concerns that the scale and feel of new development
in the Village’s neighborhoods aren’t consistent with the community’s character.
Another key finding in the Citizens Master Plan is the need to evaluate the US1 Corridor within the Village
for a possible lane repurposing project. The existing six-lane configuration within the Village is bookended
with four-lane configurations north of the Parker Bridge and south of Northlake Boulevard. As part of the
evaluation process, traffic projections will be made to determine how US1 will function in the future as a
four-lane and six-lane roadway. Regardless of the conclusions made, those results will be shared with the
public and discussions held regarding how US1 should look, feel and function in the future.
Palm Beach County will be rebuilding the Prosperity Farms Road Bridge with monies from the one cent
sales tax program. As part of the design and construction process, the Village will encourage the
introduction of architectural features that enhance the appearance and functionality of the bridge for Village
residents as identified in the Citizens Master Plan. Residents will be asked to provide input on design
alternatives at meetings throughout the year.
The newly established Environmental Committee recently held its first meeting as is beginning to develop a
list of priority initiatives that it will pursue to improve the environment and appearance of the community.
Staff will be working collaboratively with the Committee members to implement these new initiatives.
The Business Advisory Board will be reconstituted and meet for the first time in several years. With the
revision of the development code, the Village needs to begin designing strategies to attract quality
development and businesses to the US1 Corridor and its other main thoroughfares in order to meet the
objectives of the Citizens Master Plan. The Village Manager, Special Projects Director and Community
Development Director will work collaboratively to assist the Board to develop and implement new programs.
Village of North Palm Beach FY 2020 Adopted Budget Page 93 of 361
Village Manager FY 2020
Goals and Objectives
In addition to the “New Initiatives,” the Village Manager’s Office plans to achieve the following goals and
objectives in the coming year:
Strategic Goal:
Community Outreach
Department Goal:
Enhance access to government through programs that inform citizens about Village operations and services
Objectives:
a. Continue to enhance the newsletter, website, Facebook and other social media sites to increase public
awareness of Village services and issues.
b. Actively promote Village Boards, programs, and events to encourage citizen and business participation.
Strategic Goal:
Organizational Excellence
Department Goal:
Provide overall leadership and management
Objectives:
a. Deliver services as set forth in the Citizens Master Plan, the Strategic Plan and the Budget.
b. Update and maintain Village policies and procedures in compliance with federal, state and local laws.
c. Review all department work processes to ensure efficiency, transparency and effectiveness.
d. Recruit and retain a high quality workforce.
Strategic Goal:
Financial Sustainability
Department Goal:
Ensure prudent management of tax dollars
Objectives:
a. Provide Council with a recommended budget that aligns with the strategic plan and Village-wide goals at the
lowest attainable millage rate.
b. Continually monitor and evaluate cost effectiveness as well as efficient and accountable business practices.
c. Explore alternative sources of revenues.
d. Develop a plan regarding annexation opportunities.
Strategic Goal:
Strong Local Economy
Department Goal:
Provide an environment that attracts economic development
Objectives:
a. Engage with Village business owners and business organizations to promote new and improved business
opportunities in the Village.
b. Promote the Country Club as a regional center with a vibrant mix of high quality entertainment options.
Village of North Palm Beach FY 2020 Adopted Budget Page 94 of 361
Village Manager FY 2020
Strategic Goal:
All Neighborhoods as Desirable Places to Live
Department Goal:
Ensure reinvestment in the existing community
Objectives:
a. Maintain diverse, safe, and attractive neighborhoods throughout the Village.
b. Provide well-designed, well-maintained Village infrastructure.
c. Facilitate greater interaction among residents in the community and within neighborhoods.
Strategic Goal:
Beautification and Quality of Life
Department Goal:
Ensure that citizens receive a positive return on their quality of life investments
Objectives:
a. Develop and implement a plan to enhance and promote resident use of the Village’s facilities and programs.
b. Promote a safe and secure community.
c. Protect and preserve our natural resources for future generations.
Performance / Workload Measures
Performance
Measure
FY 2018
Actual
FY 2019
Projected
FY 2020
Estimated
Village Newsletter Circulation 8,515 8,515 8,515
Budget submitted to Council before October 1 of each
year Yes Yes Yes
Council Meetings per year:
Regular Session
Workshop Session
Special Session
Budget Workshop
21
10
3
7
22
4
11
7
22
10
7
7
Staffing Levels (adopted budget):
Full-time
Part-time
149
95
151
97
153
96
Number of followers on various social media outlets:
Facebook 1,663 2,243 2,800
Twitter 100 175 250
Nextdoor 1,928 2,905 3,100
Total e-newsletter subscriptions N/A 1,569 1,700
Number of website visits 177,725 202,500 215,000
Village of North Palm Beach FY 2020 Adopted Budget Page 95 of 361
Village Manager FY 2020
Budget Summary
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 624,200 $ 685,349 -8.92% $ (61,149) $ 592,063 $563,825
Operating
Advertising 2,500 4,000 -37.50% (1,500) 2,168 1,517
Books, Publ. & Subscriptions 500 500 0.00% - - -
Conferences & Seminars 2,000 3,000 -33.33% (1,000) 990 1,799
Contractual Services 10,000 10,000 0.00% - 7,368 68,070
Materials & Supplies 8,000 13,500 -40.74% (5,500) 12,153 5,116
Memberships & Dues 3,100 3,100 0.00% - 2,662 2,737
Postage 400 400 0.00% - 325 101
Printing & Binding 1,000 1,000 0.00% - 84 241
Professional Services 21,200 26,200 -19.08% (5,000) 5,158 13,439
Travel & Training 4,500 5,500 -18.18% (1,000) 8,947 5,533
Uniforms 200 200 0.00% - - 137
Utilities 0 - 0.00% - (36) 547
Other Operating Costs 1,000 1,000 0.00% - 3,800 1,441
Total Operating Costs 54,400 68,400 -20.47% (14,000) 43,619 100,677
Total Expenses $ 678,600 $ 753,749 -9.97% $(75,149) $ 635,682 $664,502
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily due to the decrease in personnel costs. The FY20 budget includes:
A decrease in budgeted salary and benefits for the part-time Purchasing Manager
Village of North Palm Beach FY 2020 Adopted Budget Page 96 of 361
Summary FY 2020 FY 2019 Change
Full-Time 2 2 No Change
Part-Time 2 2 No Change
Director of Human
Resources
1 FT
HR Specialist
1 PT
Administrative
Assistant
1 FT
HR Analyst
1 PT
Human Resources FY 2020
Village of North Palm Beach FY 2020 Adopted Budget Page 97 of 361
Human Resources FY 2020
Mission Statement
The Department of Human Resources is committed to fostering a work environment which attracts retains,
develops and motivates a high quality workforce to uphold and support the Village’s mission and strategic
priorities.
Service Levels Narrative
The HR team establishes and maintains strong working relationships with Village departments for the sourcing,
induction, assignment, retention, professional development and performance of all staff. HR is also responsible
for implementing and managing the comprehensive employee benefits program, safety and workers’
compensation programs, personnel policies and procedures, wage and salary directives, and employee relations
activities. Development and oversight of these functions in one office ensures consistency and objectivity in their
administration.
The Village workplace consists of 153 full-time and 96 part-time (both year-round and seasonal) employees. Full-time
staff members are eligible to receive the comprehensive benefits package, which includes employer-funded
medical and dental coverage for employees as well as optional employer-subsidize dependent coverage.
The self-funded retirement plan options offered by the Village are extremely generous. In addition, Flexible
Spending Accounts, Health Savings Accounts, Life and AD&D insurance, Long-Term Disability, Vision, and other
optional benefit programs are available. The Village also offers Education Reimbursement and a completely
confidential Employee Assistance Program. HR delivers these programs equitably, consistently and in full
compliance of all federal and state regulations (i.e., FLSA, PPACA, COBRA, FMLA, HIPAA, etc.).
Currently the HR Department is staffed with a Director of Human Resources, a part-time Human Resources
Specialist, a part-time HR Analyst and a full-time Administrative Assistant.
The HR Director oversees and supervises all HR functions including personnel support and regulation, policy
formulation, legal compliance, employee benefit administration, recruitment and selection, planning and delivery
of training programs, investigation and resolution of personnel matters, and employee complaints and disciplinary
actions.
The HR Director also fulfills a vital role by working to control Worker’s Compensation costs and liability factors. As
the Village’s designated Safety Coordinator, the HR Director chairs all Safety Committee meetings, reviews accident
investigations, and recommends safety improvements.
The HR Specialist ensures that the Village attracts and hires highly qualified candidates for employment. This is
accomplished through evaluation of the skill sets needed for each vacancy, creating and updating job descriptions,
advertising in appropriate forums, rigorously screening candidates, conducting reference and background checks and
facilitating interviews in accordance with federal and state guidelines. The Specialist also administers new hire
orientations and works with employees who have been injured on the job to make certain they understand their
rights and responsibilities from a workers’ compensation perspective.
The HR Analyst serves in the roles of compensation analyst and benefits coordinator, reconciling bills for employee
benefits, processing requests for educational reimbursement, calculating merit-based pay increases and providing
oversight for employee rates of pay and other disbursements.
Village of North Palm Beach FY 2020 Adopted Budget Page 98 of 361
Human Resources FY 2020
The Administrative Assistant serves as a front-line liaison for the Department, responding to employee and vendor
inquiries and providing administrative support. The Administrative Assistant also serves as the records
coordinator for the Department of Human Resources, managing the Village’s personnel records to ensure
compliance with Florida public records laws and records retention schedules.
The Human Resources Department maintains the Village’s Comprehensive Pay and Classification Plan which
includes position descriptions for all Village jobs. Accordingly, HR conducts market-research on related issues and
recommends modifications to Village policies and programs as appropriate.
Additionally, the HR Department is responsible for the following functions:
Conducting labor relations and collective bargaining sessions with Federation of Public Employees (FPE),
Police Benevolent Association (PBA), and International Association of Fire Fighters (IAFF) unions;
Administering the Employee Assistance Program (EAP);
Collaborating with the Village Clerk regarding personnel-related records requests;
Managing all workers’ compensation cases in conjunction with workers’ compensation carrier and health
providers; and
Tracking annual employee performance evaluations and processing subsequent merit pay increases.
The Department keeps abreast of regulatory changes in federal and state employment laws in order to ensure
compliance and uniform application across all departments. To that end, our staff attends regular training sessions
and subscribes to publications which offer insight to emerging trends and statutory changes.
HR has partnered with the Village’s Agent of Record (and health insurance broker) to monitor changes in
healthcare regulations as mandated by the Affordable Care Act, including notices, coverage, and minimum levels
of care 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. With less
than 500 full-time employees, the Village is not a large enough employer to be rated by the carriers on claims
experience alone.
Personnel Changes
There are no personnel/title changes for Fiscal Year 2019/2020
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 99 of 361
Human Resources FY 2020
Current Year Accomplishments and New Initiatives
During Fiscal Year 2018/2019, the HR Department accomplished the following new initiatives and goals for
improvement:
Completed a comprehensive Compensation Study of all pay grades excluding PBA and IAFF
Utilized behavioral interviewing system to identify critical job candidates.
Recruited and hired several key personnel – Head Golf Professional, Director of Community Development,
General Manager, Director of Parks & Recreation, Principal Planner
Led a committee for re-vamping the Performance Evaluation System.
Continued DDI Management Development Training for front line supervisors.
Achieved 100% compliance with Ethics Retraining initiative.
Provided Harassment and Discrimination Training to all employees.
Organized and executed a full-scale Wellness Fair for all employees including biometric assessments.
Implemented revised Educational Reimbursement Program Policy
Expanded the firefighter selection process, resulting in a highly qualified pool of candidates.
Goals and Objectives
In the coming year, the Human Resources Department plans to achieve the following goals and objectives:
Strategic Goal:
Department Goal:
Provide employees with opportunities to enhance their personal health and workplace safety
Objectives:
a. Initiate monthly lunch-n-learn meetings on various health and safety topics.
b. Partner with Insurance Broker to conduct a Wellness Fair for Village employees.
c. Explore the viability of changing medical services provider to reduce associated costs, provide more hours of
operation and improve quality of service.
Department Goal:
Enhance employees’ work quality of life
Objectives:
a. Continue to look at options to improve the current Pay for Performance Program, inclusive of creating new
appraisal documents.
b. Continue with Compensation and Classification Study through consultant.
Department Goal:
Bring consistency to personnel policies and procedures while remaining current and compliant with
all federal, state and local employment and labor laws
Objectives:
a. Continue to revise and distribute personnel policies and conduct relevant training as needed.
b. Continue to audit and consolidate personnel records to ensure compliance with records retention schedules.
c. Partner with and provide guidance to departments as they implement policies and programs.
Organizational Excellence
Village of North Palm Beach FY 2020 Adopted Budget Page 100 of 361
Human Resources FY 2020
Factors Monitored by Human Resources
2017
Actual
2018
Actual
2019
Actual
2020
Projected
FULL TIME 19 16 21 17
PART TIME 34 40 34 25
0
5
10
15
20
25
30
35
40
45 NEW HIRES/REHIRES
As illustrated below, the Village’s Workers’ Compensation experience modification rating (MOD) has greatly
decreased since 2016. Fiscal Year 2019 dropped to 1.04. HR and the Safety Committee will focus on safety
training and programs for the coming year to manage our Workers’ Compensation costs.
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
WORKER'S COMPENSATION MODIFICATION
RATINGS
2016 Actual
2017 Actual
2018 Actual
2019 Actual
2020 Projected
Village of North Palm Beach FY 2020 Adopted Budget Page 101 of 361
Human Resources FY 2020
As a result of requirements mandated by the Affordable Care Act, medical premiums across the country have
been increasing exponentially over the past several years.
For 2019/2020, with two (2) plans in place, Single coverage for the HDHP OAP with Health Savings Account will
be $563.90; Plus One coverage will be $1,301.18 and Family coverage is $1,707.37 for the base medical plan.
Health Savings Accounts will be funded by the Village in the amounts of $1,500 for employee only coverage and
$3,000 for employee plus dependents coverage.
$0.00 $500.00 $1,000.00 $1,500.00 $2,000.00
2020
Actual
2019
Actual
2018
Actual
2017
Actual
MEDICAL PREMIUMS
Family
Plus One
Single
Village of North Palm Beach FY 2020 Adopted Budget Page 102 of 361
Human Resources FY 2020
Budget Summary
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 333,400 $ 296,428 12.47% $ 36,972 $ 299,027 $ 216,625
Operating
Advertising 1,000 1,500 -33.33% (500) 1,144 100
Books, Publ.& Subscriptions 800 0 0.00% 800 970 3,296
Conferences & Seminars - 900 -100.00% (900) 0 498
Contractual Services 20,000 20,000 0.00% 0 2,676 6,361
EAP 5,200 5,200 0.00% 0 5,115 5,115
Employee Physical Exams 7,500 9,000 -16.67% (1,500) 7,472 7,286
Employee Relations 23,000 20,000 15.00% 3,000 20,342 25,853
Materials & Supplies 2,000 2,250 -11.11% (250) 2,933 1,274
Memberships & Dues 650 650 0.00% 0 274 367
Postage 75 100 -25.00% (25) 16 19
Printing & Binding - 0 0.00% 0 0 576
Professional Services 10,000 10,000 0.00% 0 20,733 1,455
Travel & Training 30,000 31,000 -3.23% (1,000) 21,712 0
Other Operating Costs - 0 0.00% 0 0 (0)
Total Operating Costs 100,225 100,600 -0.37% (375) 83,387 52,200
Total Expenses $ 433,625 $ 397,028 9.22% $ 36,597 $ 382,413 $ 268,824
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to the increase in personnel costs. The FY20 budget includes:
An increase in budgeted salary and benefits for the part-time HR Specialist
Village of North Palm Beach FY 2020 Adopted Budget Page 103 of 361
Summary FY 2020 FY 2019 Change
Full-Time 6 6 No Change
Part-Time 0 0 No Change
Director of
Finance
1 FT
Finance
Manager
1 FT
Accountant
2 FT
Accounting
Clerk
2 FT
Finance FY 2020
Note: The Finance Director also oversees the following position:
• 1 FT Country Club Accounting Clerk
Village of North Palm Beach FY 2020 Adopted Budget Page 104 of 361
Finance FY 2020
Mission Statement
It is the mission of the Finance Department to establish and maintain adequate internal controls that
safeguard the Village’s assets and ensure they are efficiently and effectively allocated, to help maintain the
Village’s strong financial condition by maintaining revenue levels that are sufficient to carry out Council
priorities and goals, and to support staff in providing citizens with the appropriate service levels that they
have come to expect.
Service Levels Narrative
As the largest support department, Finance provides administrative, operational and financial assistance to
management, elected officials and the Village’s residents. The Department’s responsibilities primarily relate
to the administration, control and reporting of all Village finances. The Department monitors the Village’s
fund balances, prepares the Village’s annual budget document, invests the Village’s excess cash balances,
reports on Village grants, and prepares the Village’s financial reports – including the Comprehensive Annual
Financial Report (“CAFR”). The Village’s CAFR has received the Certificate of Achievement in Financial
Reporting from the Government Finance Officers Association (“GFOA”) for 31 consecutive years and the
Village’s annual budget has received the Distinguished Budget Presentation award from the GFOA for 11
consecutive years.
The Village’s General Fund Unassigned Fund Balance is viewed by the Administration as a measurement of
Village financial stability since the General Fund is the chief operating fund of the Village. The General
Fund Unassigned Fund Balance at September 30, 2018 is $7.28 million. The decrease is primarily due to
providing additional funds for the Country Club Clubhouse Project. As a measure of the general fund’s
liquidity, it is useful to compare the unassigned fund balance to total fund expenditures:
The Finance Director oversees and supervises all areas of the Finance Department. This includes providing
oversight, guidance, financial policy, cash/investment management, debt management, fixed asset
management and the monitoring and developing of financial strategies. The Director also enforces policies
that ensure adequate financial procedures, fiscal solvency, and financial statement integrity through the
maintenance of proper internal controls.
Village of North Palm Beach FY 2020 Adopted Budget Page 105 of 361
Finance FY 2020
The Director is responsible for: preparing and distributing the various financial reports of the Village;
overseeing quarterly financial analyses; tracking performance indicators and financial trends; establishing
standard operating procedures for the fiscal operation of the Village; tracking payment schedules; securing
financing for vehicles and large capital expenditures (e.g., leases, capital improvement projects, etc.), and
developing procedures for monitoring and facilitating timely debt payment. The Director is also responsible
for overseeing and supervising the risk management function associated with the Village’s Property/Casualty and
General Liability Insurance (The HR Director oversees the risk management function associated with Workers’
Compensation).
The Finance Manager assists the Director by overseeing the Finance Department’s day-to-day operations and
is responsible for financial reporting and internal controls.
The Country Club Accounting Clerk reports to the Finance Director and is responsible for processing and
recording financial transactions related to the Country Club. The Country Club Accounting Clerk is located in
the Finance Department.
The Department is responsible for the following functions:
Preparing, recording, analyzing and monitoring all of the Village’s financial transactions;
Preparing various Village financial reports;
Monitoring and improving all Village internal financial controls;
Verifying accuracy, completeness, legitimacy, and proper account recording for all Village
expenditures;
Ensuring that payment is remitted timely and accurately in accordance with Village procurement
policies;
Processing all payroll-related functions in accordance with federal, state & local guidelines as well as all
current union Collective Bargaining Agreements;
Reconciling quarterly pension statements and submitting all payroll reports;
Reconciling and tracking fifteen (15) different funds;
Overseeing Village-wide grant compliance to ensure complete, accurate grant reporting;
Overseeing the Village’s Inventory Control operations;
Coordinating and preparing FEMA submissions;
Preparing, implementing and monitoring the Village’s Annual Budget in accordance with all applicable
federal, state and local requirements; and
Coordinating and preparing the Annual Audit Report a/k/a CAFR (Comprehensive Annual Financial
Report) with the Village Auditor.
Personnel Changes
There are no personnel/title changes for Fiscal Year 2019/2020
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 106 of 361
Finance FY 2020
Current Year Accomplishments and New Initiatives
During Fiscal Year 2018/2019, the Finance Department achieved the following new initiatives and goals for
improvement:
Facilitated the annual independent audit process resulting in an unqualified opinion with no management
letter comments;
Received the GFOA (Government Finance Officers Association) Distinguished Budget Award for the
11th consecutive year;
Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 31st
consecutive year;
Completed and filed all federal, state, and local reports on a timely basis;
Completed monthly, quarterly and annual reports of Village fiscal affairs;
Completed FEMA’s comprehensive hurricane reimbursement process;
Updated the investment policy;
Investment of Country Club Loan proceeds to maximize interest earnings;
Transitioned to a new Banking Institution as a result of a Banking Services RFP;
Implemented MUNIS General Billing module;
Financial management and accounting for the construction of the Country Club Clubhouse;
Served on negotiating team for labor unions and provided calculations associated with these
negotiations;
Budget updates:
A separate “Budget-in-Brief” document was prepared to accompany the budget document
A flow chart of the budget process was prepared to accompany the budget process narrative
CIP section revised to include the following: project photo and location, project link to the
strategic plan and project costs to include all expenses related to the project.
Goals and Objectives
In the coming year, the Finance Department plans to achieve the following goals and objectives:
Strategic Goal:
Financial Sustainability
Department Goal:
Maintain the Village’s financial systems in conformance with all state and federal laws, Generally
Accepted Accounting Principles (GAAP), and standards of the Governmental Accounting Standards
Boards (GASB) and the Government Finance Officers Association (GFOA).
Objectives:
a. Continue to facilitate the annual audit process ensuring that the Village maintains its compliance with
state and federal agencies, without exception, and that the financial statements are presented fairly and
accurately.
b. Facilitate the implementation of new accounting and auditing standards, as applicable, issued by the
Governmental Accounting Standards Board (GASB).
Village of North Palm Beach FY 2020 Adopted Budget Page 107 of 361
Finance FY 2020
c. Prepare the annual budget in accordance with GASB requirements and timelines and the Florida Truth in
Millage (TRIM) regulations.
d. Maintain compliance with the GFOA in order to receive the GFOA Distinguished Budget Award and the
GFOA Certificate of Achievement Award.
Department Goal:
Prepare a balanced budget that effectively addresses the Village’s goals, accurately reflects the
Village’s financial position, provides appropriate information to interested parties, and supports
sound financial decisions.
Objectives:
a. Provide services and reports related to resource allocation, fiscal analysis, and financial forecasting to
assist the Village Council, Village Manager, and Village departments in establishing priorities and
allocating resources appropriately.
b. Oversee and report on a timely and accurate basis all budgetary information in the Village’s annual
budget to ensure proper management and reporting of the Village’s fiscal resources.
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.
d. Assist in the evaluation of financial initiatives including:
1. Distribution of Country Club Construction costs between the General Fund and
Enterprise Fund.
2. Evaluation of Storm-water Fees to fund stormwater infrastructure repairs and
improvements.
3. Review of rate adjustments for the lease of floating docks in the Anchorage Park
Marina.
4. Review of rate adjustments for memberships and daily usage at the newly renovated
North Palm Beach Jack Nicklaus Signature Golf Course.
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.
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 108 of 361
Finance FY 2020
Performance Measures
Goals, Objectives, and Measures
FY 2018
Actual
FY 2019
Projected
FY 2020
Estimated
Village Council Goal: Financial Sustainability
Provide effective information to the Village Council, citizens, and the
Government Finance Officers Associations (GFOA)
o Utilize best practices when preparing the annual budget and the
comprehensive annual financial report
Achievement of GFOA Award for CAFR Yes Yes Yes
Achievement of GFOA Award for Budget document Yes Yes Yes
Departmental Workload Indicators
Performance
Measure
FY 2018
Actual
FY 2019
Projected
FY 2020
Estimated
Number of Purchase Orders issued 247 291 291
Number of Payroll Checks issued 5,416 5,462 5,462
Number of Accounts Payable Checks issued 3,962 3,944 3,944
Number of Accounts Payable Invoices processed 7,705 7,676 7,676
Number of Credit Card transactions 1,299 1,274 1,274
Number of 1099’s issued 74 75 75
Number of W-2’s issued 264 260 260
Number of Budget Amendments Processed 14 10 10
Number of EFT’s 269 264 264
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 109 of 361
Finance FY 2020
The following charts illustrate some departmental workload indicators:
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 110 of 361
Finance FY 2020
Budget Summary
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 622,266 $ 618,043 0.68% $ 4,223 $ 557,353 $ 533,670
Operating
Advertising 250 250 0.00% - 162 -
Books,Publ.& Subscriptions 300 300 0.00% - 429 -
Conferences & Seminars 200 200 0.00% - 120 120
Contractual Services 35,000 35,000 0.00% - 36,251 51,807
Materials & Supplies 9,500 9,500 0.00% - 6,804 9,461
Memberships & Dues 370 370 0.00% - 400 430
Postage 100 100 0.00% - 110 120
Printing & Binding 3,000 3,000 0.00% - 1,121 3,222
Professional Services 1,000 1,000 0.00% - 38,534 30,258
Travel & Training 3,000 3,000 0.00% - 1,121 -
Uniforms 0 0 0.00% - - 324
Other Operating Costs 0 0 0.00% - 0 0
Total Operating Costs 52,720 52,720 0.00% - 85,052 95,741
Total Expenses $ 674,986 $ 670,763 0.63% $ 4,223 $ 642,406 $ 629,411
Explanation of Increase / (Decrease):
The increase in total expenses is negligible.
Village of North Palm Beach FY 2020 Adopted Budget Page 111 of 361
Director of
Information
Technology
1 FT
Network Support
Specialist
1 FT
Technical Support
Specialist
1 FT
Summary FY 2020 FY 2019 Change
Full-Time 3 3 No Change
Part-Time 1 0 +1 PT
Information Technology FY 2020
Administrative
Assistant
1 PT (+1 PT)
The personnel change in this department is to provide administrative support.
Village of North Palm Beach FY 2020 Adopted Budget Page 112 of 361
Information Technology FY 2020
Mission Statement
It is the mission of the Information Technology Department to provide excellent, secure infrastructure,
effective and timely support, and innovation in the delivery of information technology products and services.
Service Levels Narrative
The Information Technology (IT) Department provides Village staff with all information technology-related
assistance. Departmental responsibilities include daily data back-ups; recovery, installation, and support of
all desktop computers; network design, support and troubleshooting; voice and data cabling; wireless video
support; troubleshooting of Country Club point-of-sale (POS) systems; web administration, database
administration; VOIP phone system support; and support of all Public Safety Mobile Data solutions. The IT
Department also provides guidance to department heads on all technology-related purchases and manages the
Village IT inventory, as well as aerial drone photography and videography.
The IT Department provides Village residents with services such as online golf tee-time reservations, online
registration for Parks and Recreation activities, and online public records requests. The IT Department is
continuing its efforts to provide additional, convenient online services to our residents and business community
through the Village website.
In addition to the duties already mentioned, the IT Department is also responsible for the following
functions:
Wireless Networking;
Installation and troubleshooting of video surveillance systems;
Ordering and implementation of new software and hardware related items;
Laserfiche support;
Employee training on Village software applications;
Police laptop repair and support;
Installation and troubleshooting of virtual servers;
Electronic public records requests;
Video surveillance evidence retrieval;
Mobile phones, air cards and iPads;
Enforcement of IT policies and procedures
Network security
Security Awareness Training
Currently the IT Department is staffed with one (1) Director of Information Technology, one (1) full-time
Network Support Specialist, one (1) full-time Technical Support Specialist, and for fiscal year 2020 we have
added a part time administrative assistant. The IT Director oversees and supervises all areas of the IT
Department. The IT Director also enforces all computer-related policies to protect the Village infrastructure
and is in charge of implementation and design of new technologies. The IT Director is also responsible for
coordinating and planning special IT-related projects with outside vendors and department heads.
Village of North Palm Beach FY 2020 Adopted Budget Page 113 of 361
Information Technology FY 2020
The Network Support and Technical Support Specialists assist the IT Director by completing day-to-day work
orders and responding to 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.
Personnel Changes
The personnel changes for Fiscal Year 2019/2020 are:
Addition of one (1) part-time Administrative Assistant position
Current Year Accomplishments and New Initiatives
During Fiscal Year 2018-2019, the IT Department accomplished the following new initiatives and goals for
improvement:
Roll-out of 30 new ruggedized laptops to Police.
Design and implementation of new FIREMED mobile application.
Increase Village network bandwidth to 100mb.
Installation of new surveillance cameras at Anchorage Park Marina.
Upgraded Anchorage Park facility to fiber connectivity.
Installation of new surveillance cameras at Lakeside Park.
Upgrade Golftrac POS system to new version 3.1.
Installation of data cabling for Community Development office expansion.
Upgrade of Symantec Anti-virus server to 14.2RU1.
Destruction and wiping of old computer hard drives.
Enhanced Security awareness training for Village employees.
Low voltage cabling for new clubhouse.
Replication of Village backups to offsite cloud location.
Upgrade of Village computers to Windows 10.
Upgrade of Police domain to Windows 2016 Server.
Network redesign for enhanced security.
Staff training on new golf pos software.
New timekeeping system for all golf staff.
Upgrade of Munis server to latest version.
Redesign of webtrac website for online tee times and reservations.
Revisions to IT policy and procedure manual to meet new FDLE mandates.
Integration of hearing loop system in Village council chambers.
Implementation of ADA compliant documents on Village website.
Enhanced intrusion prevention detection on prevention.
Village of North Palm Beach FY 2020 Adopted Budget Page 114 of 361
Information Technology FY 2020
Goals and Objectives
In the coming year, the Information Technology Department plans to achieve the following goals and
objectives:
Strategic Goal:
Community Outreach
Department Goal:
Implement additional online services to Village residents through new Village website.
Objectives:
a. Maintain a Village website that provides Village residents with a customer service-oriented web portal to
interact with Village staff and stay up to date with all Village events and activities.
b.Allow Village residents the capability to sign up for Village events and activities.
c.Post all materials related to RFP’s and bids on Bids and Proposals module for potential contractors.
Strategic Goal:
Organizational Excellence
Department Goal:
Provide an economically efficient IT infrastructure for all Village operations.
Objectives:
a.Streamline processes utilizing workflows in Laserfiche document system.
b.Continued security awareness training to all Village staff (Human Firewall).
c.Continue to implement safeguards on Village network and test end users with simulated phishing attacks.
Strategic Goal:
Financial Sustainability
Department Goal:
Plan IT-related capital expenses in accordance with Village’s established long-term capital plan.
Objectives:
a.Proactively address IT infrastructure, maintenance and replacements needs.
b.Distribute IT capital expenses evenly over a five (5) year period to avoid year to year fluctuation.
Village of North Palm Beach FY 2020 Adopted Budget Page 115 of 361
Information Technology FY 2020
Performance / Workload Measures
Performance
Measure
FY 2018
Actual
FY 2019
Projected
FY 2020
Estimated
Yearly Hits to Village Website 180,827 225,000 250,000
Security Awareness Assessment Rating 28% 3.8% 4.0%
IT Work Orders Completed 2281 2200 2500
Village Website Hits: As shown above, the new
Village Website continues to see a significant
increase in web traffic. More residents and visitors
are utilizing our site to stay current with Village
events. We have also seen an increase on mobile
devices since the implementation of our mobile
friendly website. Council meetings, Building
department information, Country Club information
and Library events seem to be the favorites among
visitors.
IT Work Orders: In 2018, the Information
Technology Department completed 2,281 IT-
related work orders (not including special projects
or server-related issues). As shown above, IT
work orders are projected to increase slightly next
year, mainly due to the new clubhouse at the
Country Club, increased security measures and
additional staff and devices throughout the
Village. The Information Technology Department
performs weekly quality assurance checks on
servers and camera systems, as well as testing
disaster recovery with daily backups and
replication to the cloud.
Village of North Palm Beach FY 2020 Adopted Budget Page 116 of 361
Information Technology FY 2020
Budget Summary
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 372,728 $ 339,117 9.91% $ 33,611 $ 318,182 $ 309,673
Operating
Contractual Services 50,000 47,000 6.38% 3,000 34,754 44,625
Licenses & Fees 45,000 18,000 150.00% 27,000 6,919 5,298
Materials & Supplies 8,200 8,300 -1.20%(100) 12,909 11,793
Postage 25 25 0.00% 0 5 11
Professional Services 0 0 0.00% 0 28 30
Repairs & Maintenance 3,000 3,000 0.00% 0 6,116 9,352
Travel & Training 1,000 1,000 0.00% 0 770 39
Utilities 0 0 0.00% 0 549 0
Other Operating Costs 0 0 0.00% 0 0 0
Total Operating Costs 107,225 77,325 38.67% 29,900 62,050 71,147
Total Expenses $ 479,953 $ 416,442 15.25% $ 63,511 $ 380,231 $ 380,820
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs. The FY20 budget includes:
A personnel expenditure increase reflecting the addition of one (1) part-time Administrative Assistant
position; and
An increase in licenses and fees to purchase 2016 E-mail server software licenses.
Village of North Palm Beach FY 2020 Adopted Budget Page 117 of 361
Village Attorney FY 2020
Mission Statement
To provide sound, effective, and timely legal advice and representation to the Village Council and Village
Administration.
Service Levels Narrative
The Village Attorney Office is contracted to the following outside law firms:
The firms of Leonard G. Rubin, P.A. and the Law Office of Glen J. Torcivia and Associates, P.A. have
served in the 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.
During Fiscal Year 2009-2010, the Village transitioned from a Code Enforcement Board to a Special
Magistrate for the enforcement of Village Codes. The Special Magistrate alone now hears evidence, decides
cases, and addresses fines regarding cases advanced by the Code Enforcement Division of the Community
Development Department. The Special Magistrate is paid from the existing budget for Village Attorney-
related services, in lieu of the former arrangement, in which the Village Attorney served as legal counsel to
the Code Enforcement Board.
Thomas J. Baird, of the firm Jones, Foster, Johnston & Stubbs, P.A. has served in the capacity of Special
Magistrate since 2010.
Village of North Palm Beach FY 2020 Adopted Budget Page 118 of 361
Village Attorney FY 2020
Budget Summary
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Operating
Legal Services-Village
Attorney $125,000 $125,000 0.00% $ 0 $ 149,722 $ 144,596
Legal Services-Special 10,000 10,000 0.00% 0 22,252 22,833
Legal Services-Labor 25,000 25,000 0.00% 0 13,730 12,485
Materials & Supplies 0 0 0.00% 0 0 0
Total Operating Costs 160,000 160,000 0.00% 0 185,703 179,915
Total Expenses $ 160,000 $ 160,000 0.00% $ 0 $ 185,703 $ 179,915
Explanation of Increase / (Decrease):
There is no change in total expenses.
Village of North Palm Beach FY 2020 Adopted Budget Page 119 of 361
Village Clerk
1 FT
Deputy
Village Clerk
1 FT
Administrative
Coordinator
1 FT
Summary FY 2020 FY 2019 Change
Full-Time 3 3 No Change
Part-Time 0 0 No Change
Village Clerk FY 2020
Village of North Palm Beach FY 2020 Adopted Budget Page 120 of 361
Village Clerk FY 2020
Mission Statement
It is the mission of the Village Clerk to serve the Village Council and residents of North Palm Beach by
recording and preserving all proceedings of the Village Council.
Service Levels Narrative
The Office of the Village Clerk is comprised of the Clerk, Deputy Clerk, and Administrative Coordinator, who
provide the following services to the Village Council, Administration, and residents:
Council agenda preparation, compilation, and distribution, including publication of agendas and backup
materials on the Village website and Council iPads; attendance at all Village Council meetings and
transcription of minutes;
Legal advertisement and codification of ordinances; execution and distribution of ordinances, resolutions,
agreements, contracts, and proclamations;
Administration of Village elections;
Records retention, including digital imaging, indexing and online publication in the electronic records
database, and records disposal in compliance with statutory requirements;
Code Enforcement Special Magistrate administrative support, including preparation, distribution, filing, and
recording of agendas, orders, liens, and lien releases;
Certification of Village liens and assessments in response to real property transactions;
Coordination and facilitation of public records requests;
Publication of advisory board vacancies, solicitation of new applicants, notification to board members of
appointments and term expirations, and preparation of associated reports;
Receipt of bids and proposals, preparation and execution of bid and proposal tally sheets, attendance at
openings, publication of notices and minutes preparation per statutory requirements, notifications to Office
of the Inspector General, electronic distribution and retention/disposition of bid records;
Publication of Council and advisory board meetings, public hearings, collective bargaining sessions, and
municipal election information in the Village Newsletter, on the website and Facebook, in newspapers of
general circulation, and posting of public notices;
Management of Council correspondence; coordination of Council registration and travel for League of Cities
conferences and other events; organization of Council special events and recognition of citizens and sports
teams at Council meetings;
Coordination of the Village’s military support program in partnership with Support Our Troops USA, Inc.
The Village Clerk is appointed by the Village Council, serves as Clerk of the Council, is the custodian of
the Village Seal and of the general and permanent records, attests to all executory contracts as evidence of
Council authorization, administers municipal elections, supervises all functions of the Clerk’s Office, and is
the head of the Department of Records.
The Deputy Village Clerk is appointed by the Village Clerk, subject to confirmation by the Village Council,
and during the absence of the Village Clerk, assumes the duties of Clerk. The Deputy Clerk is responsible for
providing administrative support to the Special Magistrate.
The Administrative Coordinator performs a wide range of support services, including responding to inquiries
from the public and Village departments, coordinating public records requests, notifying Village board and
committee members of appointments and term expirations, general purchasing duties, receiving and processing
bids and proposals, scheduling meetings, and posting public notices.
Village of North Palm Beach FY 2020 Adopted Budget Page 121 of 361
Village Clerk FY 2020
Personnel Changes
There are no personnel/title changes for Fiscal Year 2019/2020.
Current Year Accomplishments and New Initiatives
Implemented Municode Agenda Management Software which streamlined agenda packet creation and
publication by improving communication, collaboration and the coordination of the agenda preparation
process and provision of backup materials by departments to the Village Manager and Village Clerk.
Upgraded the Village Clerk’s office by installing new carpeting and paint.
Promoted volunteers and public participation with articles and photos in the Newsletter and on social
media; publicized short-term volunteer options such as assisting with special events or serving as an
AARP Tax Aide Counselor; recognized advisory board members’ service at Council meetings and during
National Volunteer Week; and coordinated the Advisory Board Dinner.
Enhanced communication with residents by improving and continuously updating website content related
to Council, Clerk, Elections, Advisory Boards, Public Hearings, Public Records, Ordinances, and
Community Calendars. Worked with Communications Manager to publicize website options for
receiving notification of activities, events, meetings, agendas and minutes, as well as the ability to report
and track concerns.
Served as Village liaison and Board member of Support Our Troops USA Inc.; publicized activities
through the newsletter/website/slideshow/Facebook, participated in packing days, and coordinated the use
of Village clerical, facility, and vehicle resources.
Deputy Village Clerk became an Associate Member of the Florida Association of Code Enforcement and
completed Level 1 Code Enforcement Certification.
Clerk’s office employees attended training sessions through the FL Institute of Government, FL Assoc.
of City Clerks, PBC Municipal Clerks Association, and other organizations in order to stay up-to-date
on statutory requirements and best practices regarding elections, government in the sunshine, records
management, and administrative services.
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 122 of 361
Village Clerk FY 2020
Goals and Objectives
In the coming year, the Village Clerk’s office plans to achieve the following goals and objectives:
Strategic Goal:
Organizational Excellence
Department Goal:
Assess key work processes to determine what can be improved and implement improved procedures.
Objectives:
a.Continue efforts with Code Compliance Division to review and improve interdepartmental procedures for
Code Enforcement Special Magistrate Hearings.
b.Evaluate filing structure, storage, and retrieval of long-term and permanent records in the Clerk’s office
and begin disposition of records that have met retention.
Strategic Goal:
Community Outreach
Department Goal:
Enhance communication with residents through mediums such as the Village Newsletter and website
and other digital communications.
Objectives:
a.Continue ongoing efforts with IT and Communications Manager to ensure citizens have easy access to
Village services and information through website features such as online forms, news updates, and photo
galleries, as well as links to website content on social media.
b.Review website statistics in order to measure the effectiveness of communications and gauge resident’s
level of interest in, and use of, online resources.
Department Goal:
Encourage resident participation in Village Boards, programs and events.
Objectives:
a.Enhance Council/Board communications by assisting Village Administration in scheduling ongoing Board
reports at Council meetings; schedule joint Council/Board meetings as necessary.
b.Continue collaboration with Communications Manager to promote opportunities for volunteers and public
participation through social media, the Village newsletter, website, and email notifications.
c.Recognize volunteers at Council meetings and special events and publicize on social media.
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 123 of 361
Village Clerk FY 2020
Performance / Workload Measures
Performance Measure FY 2018
Actual
FY 2019
Projected
FY 2020
Estimated
Council Meetings: Regular Session
Workshop Session
Special Session
Budget Workshop
21
10
3
7
22
4
11
7
22
10
7
7
Total Ordinances/Code Amendment ordinances 15/6 17/8 17/8
Total Resolutions/Resolutions approving contracts, leases, agreements 108/55 125/65 120/60
Code Enforcement Special Magistrate Hearings
Code Enforcement case files prepared
Code Enforcement liens recorded
Code Enforcement liens released
12
151
50
10
12
165
45
31
12
170
50
25
Newsletter articles promoting Village volunteers, volunteering, and
civic involvement 24 30 30
Applications and inquiries received in Clerk’s Office
regarding Village boards and/or public service options 14 30 25
Public records provided within 1-5 business days of receipt 42.59%
69/162
45.24%
76/168
53.33%
80/150
Public records provided the same day as requested 37.65%
61/162
27.98%
47/168
33.33%
50/150
Public records provided at no charge to requestor 82.72%
134/162
64.29%
108/168
73.33%
110/150
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 124 of 361
Village Clerk FY 2020
The public may review or obtain
copies of records by searching the
online public records database or
by contacting the Clerk’s office or
relevant department. The Clerk’s
office acknowledges receipt of
requests for public records and
ensures that the requestor receives
documents in a timely manner.
Records that are available in a
digital format are provided at no
charge by email or on the website,
whenever feasible.
Title companies submit requests to the Clerk’s office for a
records search to determine if there are any outstanding
Village liens or assessments against a property. Liens may be
imposed for code enforcement violation fines or a property
may be subject to an assessment for water lines. The number
of lien certifications issued is a general indication of property
sales, refinances, or transfers of ownership.
479 485
400
475
FY 2017
Actual
FY 2018
Actual
FY 2019
Projected
FY 2020
Estimated
Lien Certifications
2018 Actual 2019 Actual
No Election 2020 Estimated
Total Registered Voters 10186 10455 10700
Total Voter Turnout 1990 0 2000
Total Voters at Precinct 1475 0 1480
Total Vote‐by‐Mail 5150520
100
2100
4100
6100
8100
10100
Municipal Election Voter Turnout
2017
Actual
2018
Actual
2019
Projected
2020
Estimated
Total Requests 116 162 168 150
Provided 1‐5 business days 97 69 76 80
Provided same day 32 61 47 50
Provided at no charge 86 134 108 110
0
40
80
120
160
Public Records Requests
Village of North Palm Beach FY 2020 Adopted Budget Page 125 of 361
Village Clerk FY 2020
The Village website was completely redesigned in FY 2015 to improve communication and service delivery
to our residents through interactive tools and online access to Village staff, services, and resources. Residents
can sign up (subscribe) to receive news alerts and notifications of meetings and community events via email
and/or text message.
82
61
58
61
44
148
Website Agenda Subscribers
Council Regular
Council Workshop
Planning Commission
Waterways Board
Audit Committee
Other Agendas (6)
189
155
150
10691
526
Website Calendar Subscribers
NPB Country Club
Parks & Recreation
Recreation Events
Village Council
Library Events
Other Calendars (14)
203
166
145
134
Website Newsflash Subscribers
Country Club
Police Department
Public Hearings
Elections & Voting
401
328
378
186
Website Notify Me Subscribers
New Clubhouse
Village Master Plan
Village Newsletter
Hurricane Updates
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 126 of 361
Village Clerk FY 2020
Budget Summary
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 281,673 $ 375,284 -24.94%$ (93,611) $ 358,094 $ 342,421
Operating
Books, Publ. &Subscriptions 25 25 0.00% 0 24 24
Conferences & Seminars 950 325 192.31% 625 600 625
Contractual Services 9,600 23,000 -58.26%(13,400) 4,531 4,615
Election Expense 18,000 25,500 -29.41%(7,500) 23,885 23,922
Materials & Supplies 3,400 3,800 -10.53%(400) 2,649 1,498
Memberships & Dues 650 655 -0.76%(5) 630 445
Printing & Binding 600 600 0.00% 0 814 138
Professional Services 100 100 0.00% 0 32 32
Repairs & Maintenance 0 3,200 -100.00%(3,200) 0 0
Travel & Training 3,077 1,730 77.86% 1,347 1,320 1,734
Uniforms 0 0 0.00% 0 0 29
Other Operating Costs 1,500 1,500 0.00% 0 1,786 1,225
Total Operating Costs 37,902 60,435 -37.28%(22,533) 36,271 34,287
Total Expenses $ 319,575 $ 435,719 -26.66% $ (116,144) $ 394,365 $ 376,708
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily due to the decrease in personnel costs. The FY20 budget
includes:
A personnel expenditure decrease resulting from the departure of a long-tenured employee
Village of North Palm Beach FY 2020 Adopted Budget Page 127 of 361
General Services – Village Hall FY 2020
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
Budget Summary
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Operating
Historian $ 0 $ 0 0.00% $ 0 $ 0 $ 74
Materials & Supplies 10,200 10,000 2.00% 200 6,648 5,440
Newsletter 50,000 50,000 0.00% 0 44,929 36,895
Postage 25,000 25,000 0.00% 0 22,412 21,646
Rental 2,300 5,310 -56.69% (3,010) 5,329 5,456
Repairs & Maintenance 3,500 3,500 0.00% 0 3,500 4,790
Utilities 20,200 20,330 -0.64% (130) 21,105 22,971
Other Operating Costs 80 80 0.00% 0 60 154
Total Operating Costs 111,280 114,220 -2.57% (2,940) 103,984 97,426
Total Expenses $ 111,280 $ 114,220 -2.57% $ (2,940) $ 103,984 $ 97,426
Explanation of Increase / (Decrease):
The decrease in total expenses is negligible.
Village of North Palm Beach FY 2020 Adopted Budget Page 128 of 361
Public Safety (Combined)FY 2020
Chief of Police
1 FT
District Chief
1 FT
Summary FY 2020 FY 2019 Change
Full-Time 62 62 No Change
Part-Time 15 15 No Change
Volunteers 34 43 -9 Volunteers
Administrative
Coordinator
1 FT
CALEA Manager /
Captain Professional
Standards
1 PT
Clerical
Specialist
1 FT
Sergeant 6 FT
Police Officer 20 FT
Detective 4 FT
Crime Analyst 1 FT
Records Clerk 1 FT
Police Service Aide 1 FT
School Crossing Guards 14 PT
Volunteers 16
This is a combined organization chart for Police & Fire. Please refer to the
organization charts provided for each department in the following pages
Fire Chief
1 FT
Captain
2 FT
Senior Fire
Inspector
1 FT
Fire Captain 3 FT
Driver/Engineer EMT 1 FT
Driver/Engineer Medic 2 FT
Firefighter/Paramedic 15 FT
Volunteers 18
Police Fire Rescue
Village of North Palm Beach FY 2020 Adopted Budget Page 129 of 361
Public Safety (Combined) FY 2020
Budget Summary
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 8,829,858 $ 8,195,985 7.73% $ 633,873 $8,178,323 $7,694,405
Operating
Advertising 180 180 0.00% 0 - -
Books, Publ. & Subscriptions 2,950 2,300 28.26% 650 1,906 70
Conferences & Seminars 2,100 600 250.00% 1,500 175 130
Contractual Services 551,000 511,497 7.72% 39,503 467,498 457,620
Employee Relations 4,000 4,000 0.00% 0 1,295 2,204
Gas, Oil & Lubricants 144,200 138,000 4.49% 6,200 105,615 87,712
Law Enforcement Trust 0 0 0.00% 0 5,040 4,800
Licenses & Fees 3,000 10,866 -72.39% (7,866) 1,868 5,158
Materials & Supplies 251,650 314,850 -20.07% (63,200) 206,774 164,510
Memberships & Dues 4,395 4,380 0.34% 15 2,769 4,522
Postage 1,987 2,200 -9.68% (213) 1,294 1,608
Printing & Binding 3,900 3,900 0.00% 0 3,697 3,573
Professional Services 23,400 23,600 -0.85% (200) 18,127 21,818
Rental 16,922 29,922 -43.45% (13,000) 23,884 24,378
Repairs & Maintenance 167,000 167,000 0.00% 0 140,730 181,069
Travel & Training 104,970 82,685 26.95% 22,285 54,248 60,993
Uniforms 75,750 73,000 3.77% 2,750 55,176 56,314
Utilities 103,500 106,830 -3.12% (3,330) 92,286 85,994
Other Operating Costs 80 80 0.00% 0 60 55
Total Operating Costs 1,460,984 1,475,890 -1.01% (14,906) 1,182,442 1,162,527
Capital
Automotive 0 0 0.00% 0 70,844 29,683
Capital Outlay 0 0 0.00% 0 70,844 29,683
Total Expenses $ 10,290,842 $ 9,671,875 6.40% $ 618,967 $9,431,609 $8,886,615
Note: The Public Safety services performed by the Village include: police, fire and emergency medical
services. The combined budget summary above is for illustrative purposes only. Increases or decreases in
total expenses are indicated on each department’s individual budget summary.
Village of North Palm Beach FY 2020 Adopted Budget Page 130 of 361
Police FY 2020
Sergeant 1 FT
Police Officer (K-9) 1 FT
Police Officer (Marine Unit) 1 FT
Police Officer (Motor) 3 FT
Police Officer (NET) 2 FT
Records Clerk 1 FT
Police Service Aide 1 FT
School Crossing Guards 14 PT
Volunteers:
• Reserves 11 (-8)
• Non-Sworn 5
•Explorer 0 (-1)
Chief of Police
1 FT
Captain
2 FT
Operation
Division /
Patrol
Operations Support
Division / Criminal
Investigations
Sergeant 4 FT
Police Officer 13 FT
Summary FY 2020 FY 2019 Change
Full-Time 38 38 No Change
Part-Time 15 15 No Change
Volunteers 16 25 -9 Volunteers
Administrative
Coordinator
1 FT
CALEA Manager / Captain
Professional Standards
1 PT
Sergeant 1 FT
Detective 3 FT
Detective (Crime Scene) 1 FT
Crime Analyst 1 FT
Clerical
Specialist
1 FT
Village of North Palm Beach FY 2020 Adopted Budget Page 131 of 361
Police FY 2020
Mission Statement
It is the mission of the Police Department to provide the highest quality of police services by maintaining
respect for individual rights and human dignity and by empowering residents and the community to work in
partnership with the goal of improving the quality of life within the Village of North Palm Beach.
Organizational Structure and Operations
The Police Department consists of thirty-three (33) police officers, a Records Clerk, a Clerical Specialist, a
Police Service Aide, a Crime Intelligence Analyst and an Administrative Coordinator. The Department
currently has fifteen (15) part-time personnel (one who serves as the CALEA Manager/Captain of
Professional Standards and fourteen (14) School Crossing Guards). There are eleven (11) Reserve Officers
and five (5) non-sworn volunteers. The Patrol squads work a twelve-hour shift schedule and Records and
Administration personnel work an eight-hour shift, with a minimum staffing requirement to provide
appropriate law enforcement coverage.
The Police Chief serves as part of the Village management team reporting to the Village Manager and is
responsible for the overall operation and performance of all Police personnel. The Chief communicates on a
regular basis with the Village Manager, other Village Department Directors and Village Council on all
police-related matters.
The Administrative Coordinator is responsible for all secretarial duties required by the Police Chief. The
Coordinator also performs duties related to payroll, purchasing, and Criminal Justice Standards and Training
Commission requirements.
The Police Department consists of three (3) functional areas:
Operations/Patrol
Operations Support/Detective Squad and Special Operations
Professional Standards/ Training/Internal Affairs/Accreditation
Each functional area is commanded by a Police Captain who is responsible for overseeing: Patrol, the
Detective Squad, Special Operations, Records, and other administrative duties. The current organizational
structure has streamlined internal communications and processes, thereby improving responsiveness and
overall customer service.
Patrol consists of four (4) squads assigned to work two (2) shifts with a minimum of four (4) Police Officers
assigned to each squad. The minimum staffing level is four (4) Police Officers and one (1) Police Sergeant
for each squad to provide the necessary coverage 24-hours per day.
The Detective Squad consists of a Police Detective Sergeant, a Criminal Intelligence Analyst, three (3)
Police Detectives, and a Police Detective/Crime Scene Investigator. They are primarily assigned to
investigate and process evidence of both crimes against property and persons and to analyze criminal
activity, allowing the Department to maximize the use of personnel to prevent and deter criminal activity.
Professional Standards consists of the Internal Affairs function, the Training function, and the CALEA
Accreditation function.
The Village of North Palm Beach has a number of waterways within its jurisdiction. Since the Village
borders Lake Worth, the Intracoastal Waterway and the Earman River, a Marine Unit is deployed to provide
for the safety of the boating public and to investigate any marine-related issues.
A Police Sergeant is certified as a crime prevention practitioner and is responsible for coordination of
community programs, residential and business security surveys.
Village of North Palm Beach FY 2020 Adopted Budget Page 132 of 361
Police FY 2020
The Police Department continues to work diligently to improve training programs with the realization that by
providing staff with the best training possible, their performance will be enhanced and the delivery of
services will be improved. The Training Section is exploring new initiatives for police officer development;
and the Department now hosts regional classes to provide them the tools to be successful. Police Officers
receive regular high liability training, along with various other classes to develop their abilities.
The Police Department continues to closely monitor its response to traffic crashes within the Village.
Because citizen safety is paramount, the Department is always looking for ways to decrease traffic crashes.
An analysis of accident data identifies causation, frequency, location, and time of day, affording the
Department with the necessary information to properly focus its education and enforcement efforts. In
addition, the Department deploys traffic monitoring devices to pinpoint and verify traffic complaint issues.
This proactive approach enables the Department to maximize the use of police resources and to have the
greatest impact on the identified problem areas.
The Department’s fully functional crime scene component, which began with the conversion of a retired
EMS vehicle and the assignment of a trained investigator, continues to develop. The Crime Scene van has
the needed equipment to process almost any scene and to collect evidence that may assist in the apprehension
of a suspect or suspects. The vehicle is also outfitted to serve as a mobile command post if the need arises.
The Department continues to research methods for staff to work “smarter” not necessarily “harder.”
Information Technology personnel continue to work with community policing officers to deploy surveillance
technology at key locations to assist the Department with crime prevention and detection. Each police
vehicle is equipped with a laptop for report writing and easy access to intelligence information.
In April 2017, the North Palm Beach Police Department completed the third national re-accreditation on-site
assessment. The Department was re-accredited for a four-year assessment cycle at the July 2017 Commission
Conference.
The Police Department continued to participate in the re-accreditation process, which began nine (9) years
ago after receiving the initial accreditation in 2008. The core accreditation team continued the daunting
challenge of reviewing and ensuring compliance with all policies as well as completing inventories and task
analyses to bring the Department into compliance with the high standards set by CALEA.
By choosing to be accredited through CALEA, the Police Department voluntarily accepted the challenge to
meet the most rigorous set of standards designed for law enforcement in the United States. The Police
Department agreed to meet all the standards applicable to the largest size agency defined by CALEA and to
prove compliance with those standards on a continual basis through documentation and inspection.
Inspections occur both internally and every four (4) years. Since April 2017, inspections have been
conducted annually by a team of law enforcement professionals selected by CALEA from non-bordering
jurisdictions. CALEA standards apply to patrols, investigations, administration, crime prevention, property
and evidence, the Reserves, the Explorers programs, and all other areas of police operations.
The following community programs are supported by police personnel:
Police Officer Reserve Program
The Police Officer Reserve program is established for Florida Certified Law Enforcement Police Officers
who have an interest in serving this community as part of the North Palm Beach Police Department. The
program currently has eleven (11) Reserve Police Officers.
Village of North Palm Beach FY 2020 Adopted Budget Page 133 of 361
Police FY 2020
Volunteers in Policing
A trained group of volunteers assist with recent victim re-contact in the detective squad and other
administrative tasks throughout the agency. This program currently has five (5) participants.
Security Surveys/Home and Business
The Department’s specially trained community policing officers provide free residential and business
security surveys to reduce the chances of a break-in at a residence or business. A police officer provides tips
about door locks, alarm systems; lighting, landscaping, and other areas that may help prevent the property
owner from becoming a victim. The Department completed fifteen (15) security surveys last year.
Trespass Program
This program allows business owners to sign an affidavit giving consent for police officers to act as an agent,
thereby giving them the authority to request people to vacate the premises. After the affidavit is signed, the
owner installs (at their own expense) specifically worded “No Trespass” signs in visible locations throughout
the property. Police Officers advise persons found on the premises that failure to leave the area may result in
arrest. Currently there are forty-four (44) properties involved in this program.
Alert Program
Crime and information bulletins are distributed to residents and business owners to notify them of current
crime trends and prevention strategies. The goal is to create an atmosphere of awareness that reduces the
chances of residents and business owners becoming victims of crime. These prevention strategies are
accomplished by a park, walk and talk technique and by distributing flyers, faxes, and e-mails. The
Department distributed approximately two thousand (2000) flyers last year.
Gun Lock Program
Free gun locks are provided to residents to keep their homes safe through secured firearms. The Department
distributed sixty-six (66) gun locks last year.
Community Participation Meetings
Police Officers’ conduct crime prevention meetings throughout the community to learn and discuss what
problems may be occurring and ways to help one another combat crime. This is an open dialogue between
all parties involved in hopes of finding solutions to issues. This program also helps to organize
neighborhoods into Crime Watch groups. There were approximately three hundred and sixty (360) residents
who either attended or showed interest in community meetings last year.
Neighborhood Watch Meetings
Preventing crime in the community is a shared responsibility between the police and residents.
Neighborhood Watch has been entrusted with the responsibility of empowering Village residents to keep
their neighborhoods safe. Safe neighborhoods and crime prevention education for Village residents is the
Department’s challenge and goal. The program encourages Village citizens to become actively involved with
the Department through practicing crime prevention techniques and reporting crime or suspicious activity.
The Department attended eight (8) meetings, this include NET (Neighborhood Enhancement Team) meetings.
Safety Awareness Training Seminars
The concept behind Safety Awareness training is to empower individuals and to encourage them to work as a
team with police officers. Participants are taught how crime prevention relates to them and how to anticipate and
recognize their crime-risk potential. Citizens are educated and provided information on a variety of topics,
including personal safety, child safety, internet safety, gun safety, identity theft, and how to protect their home
and vehicle from burglary. The Department conducted twenty-five (25) seminars.
Village of North Palm Beach FY 2020 Adopted Budget Page 134 of 361
Police FY 2020
Workers On Watch (WOW)
This program encourages the many employees of the Village to remain vigilant and immediately report any
suspicious activity to the police. This program is a cooperative effort between the Department and the other
entities within the Village to help prevent crime and assist with quality of life issues. The department
conducted three (3) Workers on Watch meetings held at Public Works.
SmartWater Program
This is a new program implemented to address residential, auto and vessel burglaries. The Police Department
purchased kits that were distributed to residents to safeguard their personal property and aid in the recovery
of stolen property. We distributed one hundred and twenty-five (125) Smart Water kits.
Special Response Team (SRT)
There are currently seventeen (17) members in SRT that includes one (1) Commander, two (2) Team Leaders, two
(2) Investigators /Logistics and twelve (12) Operators.
Personnel Changes:
There are no personnel/title changes for Fiscal Year 2019/2020
Volunteers
Recruiting efforts underway to increase the number of Reserve Police Officers
2019 Awards:
The agency has been recognized by three (3) organizations as being in the top ten (10) lowest crime cities in
Florida.
Current Year Accomplishments and New Initiatives
During Fiscal Year 2018/2019, the Police Department achieved the following results:
Participation in Community Meetings
0
50
100
150
200
250
300
350
400
2014 2015 2016 2017 2018
Increased Code Enforcement Actions
Village of North Palm Beach FY 2020 Adopted Budget Page 135 of 361
Police FY 2020
ANNUAL REPORT INFORMATION
Continue the NET (Neighborhood Enhancement Team) / Community policing partnerships using
Police, Fire, Code Enforcement and Public Works Departments focus on transitional neighborhoods.
Continue the Manatee Enforcement Grant to provide additional enforcement in the waterways.
Continue the High Visibility Enforcement / Pedestrian Grant program.
Continued community engagement by directed patrols.
Goals and Objectives
In the coming year, the Police Department plans to achieve the following goals and objectives:
Strategic Goal:
All Neighborhoods as Desirable Places to Live
Department Goal:
Provide for a safe and secure community.
Objectives:
Maintain the highest quality of public safety services through accreditation of its law enforcement
component.
a.Police department re-accreditation
CALEA re-accreditation completed on 7/26/17. Re-accreditation is done every 4 years and
will now be done yearly.
b.Community policing focus.
Police department will continue to partner with residents, businesses, schools and places of
worship and provide safety training.
c.NET (Neighborhood Enhancement Team) / Neighborhood relationships
NET team active and collaborating with other Village departments.
Continued emphasis upon community policing and increased positive resident contact in our
community through NET/directed patrol.
Park walk and talk and residential knock and talk are conducted in traditional and transitional
neighborhoods, to identify areas of improvement through community engagement.
Paradigm shift to include holistic multi-discipline involvement to enhance neighborhoods
quality of life and partnership with sober homes and the community.
Added two (2) fixed and two (2) mobile LPR (License Plate Reader) in the current NET area.
Ongoing side-walk and street light upgrades and repairs in the NET area.
No-Parking signs installed in the NET area.
Paint-your-heart program through SWA (Solid Waste Authority) and a group of volunteers
completed rehabilitation at four (4) residential homes in 2018. We have two (2) homes
pending approval from SWA this upcoming year.
No-Parking signs installed with surveillance cameras in the immediate area of Lakeside Park
including the south side of the park in collaboration with the “Friends of Lakeside Park”.
Village of North Palm Beach FY 2020 Adopted Budget Page 136 of 361
Police FY 2020
Strategic Goal:
Financial Sustainability
Department Goal:
Identify grant opportunities.
Objectives
a.Law Enforcement support through grant funding opportunities continues to remain a priority within
the organization. The Bulletproof Vest Project (BVP), Florida Department of Transportation (FDOT)
Pedestrian Enforcement and Palm Beach County Manatee Enforcement grant applications have been
re-submitted.
b. Evaluation of the NET program to address “community building” and infrastructure needs (i.e.
sanitary sewer), issues with the aging housing stock, and affordability.
Establish homes in the neighborhoods that need attention (action plan ongoing with NET)
Grants for infrastructure (to be researched by NET)
Housing needs (based on community needs)
Lighting (ongoing)
LPR’s (ongoing)
Performance / Workload Measures
Performance
Measure
FY 2018
Actual
FY 2019
Projected
FY 2020
Estimated
Community Policing Contacts 1,430 1,500 1,550
Enforcement Contacts 5,590 5,600 5,600
Number of code compliance issues 25 20 13
Increase number of warnings issued for traffic
stops 1,842 1,860 1,900
Reduce traffic crash reports 245 180 160
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 137 of 361
Police FY 2020
Crime Statistics
Village of North Palm Beach FY 2020 Adopted Budget Page 138 of 361
Police FY 2020
Budget Summary
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 5,389,019 $ 4,939,348 9.10% $ 449,671 $5,037,871 $4,484,837
Operating
Advertising 180 180 0.00% 0 0 0
Books, Publ& Subscription 500 500 0.00% 0 27 70
Conferences & Seminars 600 600 0.00% 0 175 130
Contractual Services 519,000 481,497 7.79% 37,503 428,956 424,763
Employee Relations 4,000 4,000 0.00% 0 1,295 2,204
Gas, Oil & Lubricants 120,000 118,000 1.69% 2,000 88,066 72,176
Law Enforcement Trust 0 0 0.00% 0 5,040 4,800
Licenses & Fees 1,500 8,166 -81.63% (6,666)
1,164 880
Materials & Supplies 173,500 234,600 -26.04% (61,100)
143,086 107,420
Memberships & Dues 2,960 2,960 0.00% 0 2,035 2,399
Postage 300 300 0.00% 0 198 606
Printing & Binding 3,500 3,500 0.00% 0 3,454 3,201
Professional Services 8,000 8,000 0.00% 0 2,527 6,198
Rental 14,172 27,172 -47.84% (13,000)
21,478 22,309
Repairs & Maintenance 119,500 89,500 33.52% 30,000 79,031 62,377
Travel & Training 46,000 46,000 0.00% 0 21,865 42,150
Uniforms 32,000 32,000 0.00% 0 34,264 31,000
Utilities 21,900 20,660 6.00% 1,240 6,913 5,944
Total Operating Costs 1,067,612 1,077,635 -0.93% (10,023)
839,575 788,628
Capital
Automotive 0 0 0.00% 0 70,844 29,683
Capital Outlay 0 0 0.00% 0 70,844 29,683
Total Expenses $ 6,456,631 $ 6,016,983 7.31% $ 439,648 $5,948,290 $5,303,147
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to the increase in personnel costs. The FY20 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-union
personnel and negotiated increases for PBA-eligible employees as negotiated in their collective bargaining
agreements
Village of North Palm Beach FY 2020 Adopted Budget Page 139 of 361
Summary FY 2020 FY 2019 Change
Full-Time 24 24 No Change
Part-Time 0 0 No Change
Volunteers 18 18 No Change
Fire Chief
1 FT
District Chief
1 FT
Fire Lieutenant Captain
3 FT
Driver/Engineer EMT
1 FT
Driver/Engineer Medic
2 FT
Firefighter/Paramedic
15 FT
Volunteer
Firefighters
18
Senior Fire Inspector
1 FT
Fire Rescue FY 2020
Village of North Palm Beach FY 2020 Adopted Budget Page 140 of 361
Fire Rescue FY 2020
Mission Statement
It is the mission of the Fire Rescue Department to provide exceptional life safety services through the
delivery of quality, professional fire suppression, emergency medical services, fire code enforcement and
community education.
Department Structure
The Fire Rescue Department is composed of a fire chief, district chief, a senior fire inspector, three (3) fire
rescue captains, three (3) driver/engineers, fifteen (15) firefighter/paramedics and eighteen (18) volunteers.
The Fire Chief serves as part of the Village management team reporting to the Village Manager. The Fire
Chief manages the resources of the Fire Rescue Department, performing administrative duties such as budget
preparation and long-term planning. The Fire Chief coordinates with other Village departments, most often
Community Development, to minimize conflicts between code issues that might affect projects within the
Village. The Fire Chief responds to emergency incidents and may serve in any capacity up to and including
incident commander during a man-made or natural disaster.
The District Chief serves as training officer and liaison to other fire and EMS organizations. As such, the
District Chief represents the Department at various countywide association meetings. The District Chief
arranges training required to maintain certification and skills, and maintains the training records necessary to
comply with county and state laws. The District Chief serves as the department safety officer and, as such,
coordinates with the department safety committee. Further, the District Chief supervises the Captains and
serves as a command officer at emergency operations.
The Senior Fire Inspector is responsible for all annual existing business inspections as well as inspecting new
construction for code compliance. The Senior Fire Inspector also reviews all building plans and permits for
code compliance. Additionally, the Senior Fire Inspector may provide initial origin and cause investigation at
fire scenes, assists with pre-fire plans and chairs the safety committee.
The Fire Rescue Captains are responsible for the day-to-day operations: responding to emergency calls, in-
house training drills and station maintenance. The Captains are also called upon to provide public/group
tours of the fire station and present fire safety information to school groups and citizen organizations. Each
Captain is also assigned a specific task; inventory maintenance, fleet and facility overview, or pre-fire plan
maintenance as examples. The Captains are each assigned a six-personnel shift; one being a driver/engineer.
The Driver/Engineer is responsible for apparatus operation and apparatus/equipment maintenance and also
steps up to the captain role when necessary. Each shift works a 24-hour on-duty/48-hour off-duty schedule
with each member having an additional scheduled day off every three (3) weeks, averaging out to a 48-hour
work week. Mandatory minimum daily staffing is five (5) people, with two (2) on a rescue/ambulance and
three (3) on a fire engine.
Volunteers are required to hold, at minimum the following certifications: Firefighter II and EMT or
paramedic certification. Volunteers are also required to attend at least two (2) monthly fire drills and ride a
minimum of thirty-six (36) hours per month with career personnel. They can be assigned any duty for which
they are certified and can supplement, but never replace, career personnel.
Village of North Palm Beach FY 2020 Adopted Budget Page 141 of 361
Fire Rescue FY 2020
Personnel Changes
The personnel/title changes for Fiscal Year 2019/2020 are:
Title Change: Lieutenant position title changed to Captain as per the IAFF Collective Bargaining
Agreement
Current Year Accomplishments and New Initiatives
During Fiscal Year 2018/2019, the Fire Rescue Department achieved the following new initiatives and goals
for improvement:
Recertify personnel in Advanced Cardiac Life Support (ACLS).
Working member of the Village NET.
Received an EMS Grant to purchase a replacement cardiac monitor/defibrillator.
Replaced all Village-owned Automatic External Defibrillators (AEDS).
Ordered/awaiting delivery of first leased fire engine.
Participated in a number of Village and countywide events including Annual Safety Fair, Heritage Day,
9/11 Remembrance Ceremony, Independence Day Fireworks and Veterans Day Ceremony.
Goals and Objectives
In the coming year, the Fire Rescue Department plans to achieve the following goals and objectives:
Strategic Goal:
Organizational Excellence
Department Goal:
Maintain a response time that meets or exceeds the 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.
Department Goal:
Maintain personnel proficiencies at a high level in all aspects of emergency response work our
department engages.
Objectives:
a. Conduct regularly scheduled in-house training to maintain job skills.
b. Offer and encourage advanced educational opportunities.
c. Provide a multi-discipline, multi-agency training program.
Village of North Palm Beach FY 2020 Adopted Budget Page 142 of 361
Fire Rescue FY 2020
Department Goal:
Use the apparatus lease program to replace one (1) rescue.
Objectives:
a.Replace EMS apparatus utilizing a six (6) year lease plan.
b.Turn in and replace apparatus at the end of lease periods.
This lease will replace a 2009 MedTec/International with 86,297 miles that will reach its end of life cycle in
years and mileage by the time the replacement arrives. This will also allow the current front line rescue, a
2016 AEV/Freightliner, to move to reserve; having already posted 33,139 miles in only three years this unit
should be rested to save value as its end of life cycle approaches.
Performance / Workload Measures
Performance
Measure
FY 2018
Actual
FY 2019
Projected
FY 2020
Estimated
N.P.B. Average Response Time* 5:32 5:37 5:39
Personnel training hours 5825 4613 5500
5.32
5.37 5.39
5.25
5.30
5.35
5.40
Response Time by Year
FY 2018 FY 2019 FY 2020
*Response Times: As depicted in the above
graph, the average response time is well below the
eight-minute county maximum limit. Increases are
anticipated due to call volume.
5,825
4,613 5,500
0
2,000
4,000
6,000
Personnel Training Hours
FY 2018 FY 2019 FY 2020
Personnel Training Hours: This graph depicts
current training pattern. With recertifications,
most notably paramedic and fire inspector,
scheduled bi-annually and tri-annually, planned
training hour cycles are scheduled accordingly.
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 143 of 361
Fire Rescue FY 2020
Trends and Future Needs
In an effort to be better prepared to serve the future needs of the Village, Fire Rescue has been studying past
trends to project what short-term (3-5 year) adjustments to our service plan will keep us ahead of the curve;
we refer to this as our Triennium Study. Fire Rescue continues tracking trends to plan for future needs using
our Triennium Study. The next reporting period covers 2017-2019. Those numbers will not be available until
the FY2021 budget year, so we are providing the current charts for your review.
2002‐2004 2005‐2007 2008‐2010 2011‐2013 2014‐2016
Total Calls 4043 4450 4716 4973 5865
Increase 407 266 257 892
% Change 10%6%5%18%
Triennium Emergency Responses
2002‐2004 2005‐2007 2008‐2010 2011‐2013 2014‐2016
In Village 4012 4073 4154 4411 4999
% of total 99% 91% 88% 89% 85%
Outside 31 377 562 562 866
% of Total 0.80% 8% 12% 11% 15%
Triennium Automatic Aid Given Responses
2002‐2004 2005‐2007 2008‐2010 2011‐2013 2014‐2016
Given 31 377 562 562 866
Received 36 333 602 551 838
Automatic Aid Given vs Received
2002‐2004 2005‐2007 2008‐2010 2011‐2013 2014‐2016
Average
Response
Times 4:53 4:38 4:50 5:25 5:19
Automatic
Aid Only
Responses
No Auto
Aid Only
Calls 7:59 7:12 7:13 7:26
Average Response Times vs. Automatic Aid Only
Response Times
As you can see from the collected data, as our call volume increases so do our response times; this is a two-
fold problem. As our call volume increases we are more reliant on our automatic aid partners to cover these
calls, but their call volumes are also increasing making them less available to assist. If these trends continue,
as we anticipate, we will need to address ways of increasing our response capabilities to continue providing
the high-quality service our residents have come to expect and deserve.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 144 of 361
Fire Rescue FY 2020
Budget Summary
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 3,440,839 $3,256,637 5.66% $ 184,202 $ 3,140,453 $3,209,568
Operating
Books, Publ.& Subscriptions 2,450 1,800 36.11% 650 1,879 0
Conferences & Seminars 1,500 0 0.00% 1,500 0 0
Contractual Services 32,000 30,000 6.67% 2,000 38,542 32,857
Gas, Oil & Lubricants 24,200 20,000 21.00% 4,200 17,549 15,536
Licenses & Fees 1,500 2,700 -44.44% (1,200)
704 4,278
Materials & Supplies 78,150 80,250 -2.62% (2,100)
63,688 57,090
Memberships & Dues 1,435 1,420 1.06% 15 734 2,123
Postage 500 500 0.00% 0 279 176
Printing & Binding 400 400 0.00% 0 243 371
Professional Services 15,400 15,600 -1.28% (200)
15,600 15,620
Rental 2,750 2,750 0.00% 0 2,406 2,069
Repairs & Maintenance 47,500 47,500 0.00% 0 27,462 35,765
Travel & Training 58,970 36,685 60.75% 22,285 32,383 18,843
Uniforms 43,750 41,000 6.71% 2,750 20,911 25,314
Utilities 1,600 2,000 -20.00% (400)
1,537 1,444
Total Operating Costs 312,105 282,605 10.44% 29,500 223,918 211,486
Total Expenses $ 3,752,944 $ 3,539,242 6.04% $ 213,702 $ 3,364,370 $3,421,054
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs, with the primary contributing factor
being personnel costs. The FY20 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-union
personnel and negotiated increases for IAFF-eligible employees as negotiated in their collective bargaining
agreements; and
An operating expenditure increase in staff training.
Village of North Palm Beach FY 2020 Adopted Budget Page 145 of 361
General Services – Public Safety Building FY 2020
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 Police 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.
Budget Summary
FY 2020 Budget
FY 2019
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Operating
Postage $ 1,187 $ 1,400 -15.21% $ (213) $ 817 $ 826
Repairs & Maintenance 0 30,000 -100.00% (30,000) 34,237 82,927
Utilities 80,000 84,170 -4.95% (4,170) 83,835 78,606
Other Operating Costs 80 80 0.00% 0 60 55
Total Operating Costs 81,267 115,650 -29.73% (34,383) 118,949 162,414
Total Expenses $ 81,267 $ 115,650 -29.73% $ (34,383) $118,949 $162,414
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily due to the completion of a maintenance project.
Village of North Palm Beach FY 2020 Adopted Budget Page 146 of 361
Public Works FY 2020
Director of Public
Works
1 FT
Fleet & Facilities
Division
Sanitation
Division
Streets &
Grounds
Division
Mechanical Systems Coordinator 1 FT
Trades Mechanic 3 FT
Vehicle Mechanic 2 FT
Supervisor
1 FT
Supervisor
1 FT
Supervisor
1 FT
Driver/Operator 18 FT (+7 FT)
Collector 0 FT (-7 FT)
Collector 2 PT
Equipment Operator 2 FT
Sr. Irrigation Tech 1 FT
Irrigation Tech 1 FT
Grounds Maintenance Worker 1 FT
Street Maintenance Worker 2 FT
Summary FY 2020 FY 2019 Change
Full-Time 37 37 No Change
Part-Time 2 2 No Change
Administrative
Coordinator
1 FT
Public Works
Manager
1 FT
The personnel change in the Sanitation Division was implemented in FY 2019.
Collectors were provided training to obtain their CDL licenses so they can be assigned
to drive rear and front load vehicles when needed so the Division has more flexibility.
Village of North Palm Beach FY 2020 Adopted Budget Page 147 of 361
Public Works FY 2020
Mission Statement
The Department of Public Works is committed to developing and implementing strategies that advance the
policies, goals, and objectives established by the Mayor and Council of the Village of North Palm Beach. It
is our responsibility to preserve and protect the Village's major investment in its infrastructure so that we
may realize the maximum possible benefit of its intended purpose. In the performance of our duties, we will
constantly strive to efficiently manage resources and achieve the most effective results. A professional
atmosphere is to be maintained through continuing education, training, and adherence to safety principles.
Additionally, we will continue to educate management, elected officials, and the public of the importance of
Public Works and the impact of their decisions.
Service Level Narrative
Public Works is comprised of four (4) Divisions: Public Works Administration; Fleet and Facility
Maintenance; Street and Grounds Maintenance; and Sanitation. It is the responsibility of each of these
Divisions to implement capital improvement initiatives and Village infrastructure maintenance projects while
focusing on the daily needs, concerns, and safety of Village residents.
The Public Works Administration is comprised of the Director of Public Works, a Public Works Manager,
and an Administrative Coordinator.
The Director oversees and supervises all areas of the Public Works Department and provides professional
managerial oversight to the Department. The Director is responsible for staffing, scheduling, budgetary
controls, and maintaining appropriate customer service levels in the Department while overseeing the
workflow of staff. The Director enforces Village and Departmental policies and guidelines to ensure
adequate safety procedures are followed and staff is operating as efficiently and effectively as possible.
The Public Works Manager plans, organizes, coordinates and oversees assigned Public Works activities,
functions and projects, and provides highly complex and responsible administrative and management
assistance to the Director. Work in this position is characterized by the Department-wide scope of major
Public Works operations, or functions in assigned areas, and by responsibility for a variety of tasks,
programs and projects such as overseeing risk management claims for the Village Property/Casualty &
General Liability Insurance.
The Administrative Coordinator assists the Director, Manager and Supervisors with the day-to-day
operations of the Department, including processing payroll and invoices, correspondence with contractors
and consultants, scheduling meetings, performing research, office management, and answering inquiries
from the public.
The Fleet and Facility Maintenance Division is comprised of one (1) Supervisor, one (1) Mechanical
Systems Coordinator, three (3) Trades Mechanics, and two (2) Vehicle Mechanics.
The Vehicle Mechanics maintain and repair vehicles and equipment used by Public Safety, Community
Development, Public Works, and Parks & Recreation Departments to ensure that all Village owned vehicles
are maintained at or above levels recommended by manufacturers. Village owned fleet and equipment
Village of North Palm Beach FY 2020 Adopted Budget Page 148 of 361
Public Works FY 2020
consists of 85 licensed vehicles, numerous pieces of specialty vehicles (e.g. Kubota, front-end loader, bobcat,
carts, trailers, etc.), and small equipment (e.g. chain saws, generators, grinders, pumps, etc.)
The Mechanical Systems Coordinator and Trades Mechanics are responsible for the repair, maintenance, and
overall appearance of Village buildings and facilities which include the Village Hall, Public Safety, Library,
Community Center, Anchorage Park and Marina, Osborne Park, Lakeside Park, Public Works, and all
Village maintained street lights. In addition, the staff of this Division provides supplementary support to
NPBCC staff with repair and maintenance of their facilities when needed. Typical tasks include assembling
furniture, minor office remodeling, monitoring building operations, performing preventive maintenance and
making electrical, lighting, HVAC, and plumbing repairs.
The Sanitation Division currently consist of one (1) Supervisor, eighteen (18) Sanitation Driver/ Operators,
and two (2) part-time Sanitation Collectors.
The Sanitation Division provides residential side door refuse collection on the following schedule:
Monday – Garbage and Vegetation
Tuesday – Bulk Items and Recycling for Multi-Unit Buildings
Wednesday - Garbage and Vegetation
Thursday - Bulk Items and Recycling for Single-Family Homes
Friday - Garbage and Vegetation
The Sanitation Division also provides dumpster service to multi-family buildings 3-days a week for garbage
and once a week for recycling. The commercial dumpsters are collected on various days throughout the
week, cardboard is collected twice a week, and recycling once per week.
The Village’s Monday through Friday (5-day a week) sanitation service is by far one of the highest level of
services provided when compared with other municipalities nationwide.
The Streets and Grounds Maintenance Division is comprised of one (1) Supervisor, two (2) Equipment
Operators, two (2) Street Maintenance Workers, one (1) Grounds Maintenance Worker, one (1) Senior
Irrigation Technician, and one (1) Irrigation Technician.
The Street Maintenance staff is responsible for the maintenance and repair of the infrastructure throughout
the Village. Work includes patching potholes, repair and replacement of sidewalks, repair or replacement of
traffic signs, addressing line of sight issues at intersections, maintenance of the Village stormwater drainage
system, and administration of National Pollutant Discharge Elimination System (NPDES) permitting,
inspection and reporting requirements.
The Grounds Maintenance staff oversees the work of the landscape contractors who are responsible for all
landscape and irrigation maintenance of Village properties, including the various parks. They also oversee
the installation of new landscaping and administering tasks such as the tree trimming and sidewalk repair
contracts.
Personnel Changes
The personnel / title changes for Fiscal Year 2019/2020 are:
Addition of seven (7) full-time Sanitation Driver/Operator positions / Deletion of seven (7) full-time
Sanitation Collector positions
Village of North Palm Beach FY 2020 Adopted Budget Page 149 of 361
Public Works FY 2020
Current Year Accomplishments and New Initiatives
Anchorage Park North Marina improvements
Facilities air conditioning and air duct cleaning
Yacht Club Drive seawall repair
Public Safety Building roof replacement
Tree/Palm trimming and pruning contract
Northlake and U.S. Highway 1 landscape improvements
Athletic field Bermuda turf maintenance contract
Sidewalk saw cutting and replacement
Village-wide vehicle lease program
Replacement of front load sanitation truck with rear load truck
Sanitation staff received Class B CDLs
Changed sanitation schedule for residential collection
Earman River pump station construction
Installed new Driving Range lights at NPBCC
Installed new HVAC at Community Center, Osborne Park, and Public Works
Assisted with the organization and sale of the golf shop merchandise
Assisted with NPBCC and pool construction projects
Converted the irrigation at Lakeside Park from manual to automatic
Installed new landscaping and irrigation at entrance to Anchorage Park
Installed three (3) new irrigation pumps at the golf course pump house
Fixed 38 irrigation main breaks on US Highway 1
Removed fence at the end of Club Drive at the request of the golf course
Installed pole and electric near the basketball court at Lakeside Park for camera installation
Removed and installed trees and hedges in the median north of the Parker Bridge due to accident
Painted the west alleyway wall
Installed new irrigation pump at Anchorage Park Lot #3
Installed new exterior doors at Community Center
Installed new gates at NPBCC cart barn
Demolition of the old breakroom at the NPBCC cart barn
Construction of new kitchen and rest rooms at the NPBCC cart barn
Installed all new emergency lighting in all Village facilities
Cleaned and sealed gas and diesel tank sump pumps per State regulation
Repaired Community Center and concession stand roofs
Supervised 24 auctions resulting in $271,394 in revenue
Handled 65 insurance claims, three (3) lawsuits, and obtained 10 certificates of insurance
Instituted successful sharps collection program to prevent employees from needle sticks
Activated online account for irrigation water usage so we get instant notification of leaks
Set up an account with a new car wash facility to ensure that vehicles are being cleaned properly
WEX gas cards for travel purposes implemented and successful
Oversaw Public Safety Building mold remediation project
Village Hall concrete restoration
Landscaping and grounds maintenance contract
Village of North Palm Beach FY 2020 Adopted Budget Page 150 of 361
Public Works FY 2020
Strategic Goals and Initiatives
Strategic Goal:
Department Goal:
Maintain and repair all right-of-way in neighborhoods at a high level.
Objectives:
a.Complete Pepperwood Circle stormwater repair
b.Continue sidewalk repair and replacement
c.Identify and perform street paving projects
d.Continue five (5) day a week sanitation collection
e. Prioritize and implement stormwater improvements
f.Continue changeover to LED street lights
Strategic Goal:
Department Goal:
Continue to improve the appearance of all publicly owned property throughout the Village to improve quality of
life for all users.
Objectives:
a.Begin East alley wall replacement
b.Facility and park planning, maintenance and improvements
c.Streetscape and median planning, maintenance and improvements
Strategic Goal:
Department Goal:
Utilize budgets efficiently and effectively; seek and secure new revenue streams to fund Village priorities.
Objectives:
a.Complete Stormwater Fee Study and implement if directed
b.Investigate sanitation fee structure
c.Aggressively seek out grant funding
d.Prioritize and make wise expenditures with available funding
Strategic Goal:
Improve Mobility
All Neighborhoods as Desirable Places to Live
Beautification and Quality of Life
Financial Sustainability
Village of North Palm Beach FY 2020 Adopted Budget Page 151 of 361
Public Works FY 2020
Department Goal:
Utilizing the Master Plan, develop project scopes with State, County and Village on upcoming bridge projects,
while still focusing on maintaining or improving the Village’s streets, sidewalks and bridges.
Objectives:
a.Make Monet Bridge repairs recommended in the annual inspection report
b.US 1 Corridor Feasibility Analysis
c.Prosperity Farms Road Improvements
d.US 1 Bridge Concept Design
e.Lighthouse Bridge Analysis
f.Mill and pave to maintain the Village’s street network
g.Remove Sidewalk Trip Hazards by Remove/Replace and Saw Cut
Performance / Workload Measures
Performance
Measure
FY 2018
Actual
FY 2019
Projected
FY 2020
Estimated
Service Work Orders (Facility Dude) 1500 1800 1500
Fuel Consumption (Gallons/Full Fleet) 80,400 70,500 70,000
Paper & Cardboard Recycling (tons) 885 880 876
Glass & Plastic Recycling (tons) 588 590 594
Solid Waste Collection (Tons) 8041 8369 8400
Risk Management Claims 61 66 60
Competitive Solicitations Issued 15 20 15
Items Sold (govdeals.net) 128 60 60
1,200
1,400
1,600
1,800
FY 2018
Actual
FY 2019
Projected
FY 2020
Estimated
1,500
1,800
1,500
Service Works Orders
Service Work Orders: The Village uses a program named
Facility Dude for work orders that is interactive and allows
for work projection and trend analysis. Numbers decreased
this year after a review of the data and usage.
Village of North Palm Beach FY 2020 Adopted Budget Page 152 of 361
Public Works FY 2020
60,000
70,000
80,000
90,000
FY 2018
Actual
FY 2019
Projected
FY 2020
Estimated
80,400
70,500 70,000
Fuel Consumption (Gallons)
7,700
7,900
8,100
8,300
8,500
FY 2018
Actual
FY 2019
Projected
FY 2020
Estimated
8,041
8,369 8,400
Solid Waste Collection(Tons)
Fuel Consumption: This graph illustrates fuel usage for the
entire Village fleet and assorted machinery and equipment.
When older vehicles are replaced they are replaced with
more fuel efficient models.
Glass & Plastic Recycling: This graph indicates that glass
and recycling collection may have topped out and efforts
should be made to promote more recycling.
Solid Waste Collection: This graph depicts the number of
tons of garbage and trash collected on an annual basis.
There is a dip in FY 2018 but it is expected to return to the
average in the past.
Village of North Palm Beach FY 2020 Adopted Budget Page 153 of 361
Public Works FY 2020
55
60
65
70
FY 2018
Actual
FY 2019
Projected
FY 2020
Estimated
61
66
60
Risk Mangement Claims
Paper & Cardboard Recycling: This graph indicates that
paper and cardboard collection may have topped out and
efforts should be made to promote more recycling.
Risk Management Claims: This graph shows the number
of Risk Management Claims for the fiscal year. These
claims include vehicles accidents, damage to personal
property and personal injury. Only eight (8) claims were
sent to our insurance company for handling.
Competitive Solicitations: This graph depicts Competitive
Solicitations that the Public Works Department has issued
for projects within the Village.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 154 of 361
Public Works FY 2020
Govdeals Sales: This graph shows the amount of Govdeals
Sales. The increase in 2018 was due to the closing of the
Country Club. The total amount of the items sold to date is
$271,394.00 which includes $210,000.00 from the sale of
the Front Load Sanitation Truck. Govdeals is used to sell
any surplus items within the Village.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 155 of 361
Public Works FY 2020
Budget Summary (Public Works combined)
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 3,119,433 $ 3,014,083 3.50% $105,350 $ 2,764,228 $2,620,017
Operating
Advertising 1,250 1,250 0.00% 0 881 193
Conferences & Seminars 4,000 3,500 14.29% 500 1,351 1,099
Contractual Services 962,000 918,175 4.77% 43,825 939,175 838,204
Employee Relations 3,500 1,500 133.33% 2,000 618 129
Equipment Rental 5,500 9,000 -38.89% (3,500)
11,314 2,412
Gas, Oil & Lubricants 116,800 107,050 9.11% 9,750 99,884 89,337
Licenses & Fees 4,200 6,950 -39.57% (2,750) 9,231 2,075
Materials & Supplies 401,000 461,400 -13.09% (60,400)
437,426 282,264
Memberships & Dues 2,500 2,000 25.00% 500 1,741 1,625
NPEDS Permitting 15,000 15,000 0.00% 0 10,345 10,738
Postage 1,000 1,000 0.00% 0 427 164
Printing & Binding 1,500 525 185.71% 975 603 208
Professional Services 15,000 30,000 -50.00% (15,000) 72,009 19,915
Repairs & Maintenance 491,525 339,975 44.58% 151,550 349,578 188,496
Solid Waste Disposal 136,000 132,000 3.03% 4,000 136,035 123,095
Travel & Training 22,000 22,250 -1.12% (250) 6,381 5,597
Uniforms 19,500 19,250 1.30% 250 18,307 19,699
Utilities 212,600 196,300 8.30% 16,300 202,896 194,002
Other Operating Costs 6,350 2,620 142.37% 3,730 2,757 1,782
Total Operating Costs 2,421,225 2,269,745 6.67% 151,480 2,300,958 1,781,035
Capital Outlay 0 0 0.00% 0 0 5,352
Total Expenses $ 5,540,658 $ 5,283,828 4.86% $256,830 $ 5,065,186 $4,406,403
Note: The Public Works Department is responsible for maintaining the Village’s infrastructure and all
Village green space and includes the following divisions: Administration, Facility Services, Vehicle
Maintenance, Streets and Grounds and Sanitation. The combined budget summary above is for illustrative
purposes only. Increases or decreases in total expenses are indicated on each division’s individual budget
summary.
Village of North Palm Beach FY 2020 Adopted Budget Page 156 of 361
Public Works FY 2020
Budget Summary (Public Works Administration)
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 350,219 $ 340,292 2.92% $ 9,927 $ 329,189 $131,658
Operating
Advertising 250 250 0.00% 0 196 0
Conferences & Seminars 2,000 1,500 33.33% 500 1,351 1,099
Contractual Services 32,000 32,000 0.00% 0 26,384 49,481
Employee Relations 3,500 1,500 133.33% 2,000 618 129
Materials & Supplies 7,750 4,750 63.16% 3,000 15,663 13,869
Memberships & Dues 2,500 2,000 25.00% 500 1,741 1,625
Postage 1,000 1,000 0.00% 0 427 164
Printing & Binding 1,500 525 185.71% 975 603 208
Professional Services 5,000 5,000 0.00% 0 3,200 673
Travel & Training 5,500 4,600 19.57% 900 4,646 1,042
Uniforms 0 0 0.00% 0 0 88
Utilities 26,600 21,290 24.94% 5,310 25,214 19,499
Other Operating Costs 2,250 2,120 6.13% 130 1,510 1,290
Total Operating Costs 89,850 76,535 17.40% 13,315 81,554 89,166
Total Expenses $ 440,069 $ 416,827 5.58% $ 23,242 $ 410,744 $220,824
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs, with the primary
contributing factor being operating costs. The FY20 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel;
An operating expenditure increase in employee relations for an APWA luncheon for Nat’l Public
Work Week and an employee performance recognition program;
An operating expenditure increase in materials and supplies for office supplies, computer supplies
and first aid supplies; and
An operating expenditure increase in utilities expense for phone and data connection.
Village of North Palm Beach FY 2020 Adopted Budget Page 157 of 361
Public Works FY 2020
Budget Summary (Facility Services)
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 362,577 $ 350,568 3.43% $ 12,009 $ 324,249 $333,039
Operating
Contractual Services 175,000 170,725 2.50% 4,275 216,751 133,390
Professional Services 10,000 25,000 -60.00% (15,000)
0 200
Equipment Rental 500 1,500 -66.67% (1,000)
0 0
Gas, Oil & Lubricants 12,000 8,250 45.45% 3,750 8,610 7,593
Licenses & Fees 3,200 5,150 -37.86% (1,950)
9,056 1,648
Materials & Supplies 35,000 36,200 -3.31% (1,200)
47,080 9,306
Repairs & Maintenance 340,025 209,225 62.52% 130,800 222,798 72,158
Solid Waste Disposal 29,000 32,000 -9.38% (3,000)
31,437 22,193
Travel & Training 3,000 1,000 200.00% 2,000 0 0
Uniforms 2,500 2,500 0.00% 0 2,406 2,570
Other Operating Costs 600 500 20.00% 100 1,247 458
Total Operating Costs 610,825 492,050 24.14% 118,775 539,385 249,515
Total Expenses $ 973,402 $ 842,618 15.52% $ 130,784 $ 863,635 $ 582,554
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs, with the primary
contributing factor being operating costs. The FY20 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel and negotiated increases for FPE-eligible employees as negotiated in their collective
bargaining agreement; and
An increased cost for repairs and maintenance of Village facilities. Some maintenance projects
include:
o Paint Public Works Building
o Community Center stucco repair and exterior paint
o Hurricane windows at PW Building
o Osborne Park exterior paint
o Osborne Park roof replacement
o Tennis Center painting & sealing
o Public Safety Building sally port doors
o Replacement of two gates at Public Safety
o Corsair Drive repairs
Village of North Palm Beach FY 2020 Adopted Budget Page 158 of 361
Public Works FY 2020
Budget Summary (Vehicle Maintenance)
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 300,424 $ 289,572 3.75% $ 10,852 $ 268,532 $ 259,868
Operating
Contractual Services 5,000 4,350 14.94% 650 4,208 3,395
Gas, Oil & Lubricants 4,300 2,500 72.00% 1,800 4,016 551
Licenses & Fees 1,000 1,800 -44.44% (800)
175 427
Materials & Supplies 195,500 199,000 -1.76% (3,500)
185,855 170,371
Repairs & Maintenance 30,500 25,000 22.00% 5,500 20,046 41,009
Travel & Training 5,000 1,550 222.58% 3,450 35 3,374
Uniforms 2,250 2,250 0.00% 0 1,820 1,831
Utilities 400 320 25.00% 80 286 347
Other Operating Costs 0 0 0.00% 0 0 0
Total Operating Costs 243,950 236,770 3.03% 7,180 216,441 221,306
Capital Outlay 0 0 0.00% 0 0 5,352
Total Expenses $ 544,374 $ 526,342 3.43% $ 18,032 $ 484,973 $ 486,526
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs, with the primary
contributing factor being personnel costs. The FY20 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel and negotiated increases for FPE-eligible employees as negotiated in their collective
bargaining agreement; and
An operating expenditure increase in repairs and maintenance of Village fleet; and
An increase in training to allow staff to obtain Commercial Driver’s Licenses (CDL’s)
Village of North Palm Beach FY 2020 Adopted Budget Page 159 of 361
Public Works FY 2020
Budget Summary (Sanitation)
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $1,534,546 $ 1,508,363 1.74% $ 26,183 $1,382,646 $1,450,919
Operating
Conferences & Seminars 2,000 2,000 0.00% 0 0 0
Contractual Services 0 0 0.00% 0 860 2,410
Gas, Oil & Lubricants 90,000 86,300 4.29% 3,700 79,577 75,172
Materials & Supplies 18,750 14,500 29.31% 4,250 7,415 7,915
Repairs & Maintenance 5,000 12,000 -58.33% (7,000)
6,305 28,408
Solid Waste Disposal 107,000 100,000 7.00% 7,000 104,598 100,903
Travel & Training 6,500 13,100 -50.38% (6,600)
1,400 1,156
Uniforms 11,400 11,000 3.64% 400 11,294 12,089
Other Operating Costs 3,500 0 0.00% 3,500 (0) 28
Total Operating Costs 244,150 238,900 2.20% 5,250 211,448 228,080
Total Expenses $ 1,778,696 $ 1,747,263 1.80% $ 31,433 $ 1,594,094 $ 1,678,999
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs, with the primary
contributing factor being personnel costs. The FY20 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel and negotiated increases for FPE-eligible employees as negotiated in their collective
bargaining agreements; and
An increase in waste disposal costs.
Village of North Palm Beach FY 2020 Adopted Budget Page 160 of 361
Public Works FY 2020
Budget Summary (Streets and Grounds Maintenance)
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 571,667 $ 525,288 8.83% $ 46,379 $ 459,611 $ 444,534
Operating
Advertising 1,000 1,000 0.00% 0 685 193
Contractual Services 750,000 711,100 5.47% 38,900 690,972 649,529
Equipment Rental 5,000 7,500 -33.33% (2,500)
11,314 2,412
Gas, Oil & Lubricants 10,500 10,000 5.00% 500 7,681 6,021
Materials & Supplies 144,000 206,950 -30.42% (62,950)
181,413 80,803
NPEDS Permitting 15,000 15,000 0.00% 0 10,345 10,738
Professional Services 0 0 0.00% 0 68,809 19,042
Repairs & Maintenance 116,000 93,750 23.73% 22,250 100,430 46,920
Travel & Training 2,000 2,000 0.00% 0 300 25
Uniforms 3,350 3,500 -4.29% (150)
2,787 3,121
Utilities 185,600 174,690 6.25% 10,910 177,396 174,156
Other Operating Costs 0 0 0.00% 0 0 6
Total Operating Costs 1,232,450 1,225,490 0.57% 6,960 1,252,130 992,967
Total Expenses $1,804,117 $ 1,750,778 3.05% $ 53,339 $1,711,740 $1,437,501
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs, with the primary
contributing factor being personnel costs. The FY20 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel and negotiated increases for FPE-eligible employees as negotiated in their collective
bargaining agreements.
Village of North Palm Beach FY 2020 Adopted Budget Page 161 of 361
Community Development FY 2020
Director of Community
Development
1 FT
Community
Planning
Building
Department
Code
Enforcement
Building Official
1 FT
Permit & License
Supervisor
1 FT
Summary FY 2020 FY 2019 Change
Full-Time 15 15 No Change
Part-Time 0 1 -1 PT
Administrative Assistant 0 PT (-1 PT)
Administrative Coordinator 1 FT
Permit & License
Technician
3 FT
Village Principal
Planner
1 FT
Senior Building
Const. Inspector
1 FT (-1 FT)
Building Const.
Inspector
2 FT (+1 FT)
Code Compliance Officer 2 FT
Zoning Compliance Officer 1 FT
Planner
1 FT
The personnel changes in this
Department are to better utilize
current full-time staff and resources.
Village of North Palm Beach FY 2020 Adopted Budget Page 162 of 361
Community Development FY 2020
Mission Statement
It is the mission of the Community Development Department to work in partnership with residents and local
businesses to promote a more sustainable community, maintain the community’s overall appearance, and
preserve the “small town feeling.”
Service Levels Narrative
The Community Development Department (CDD) is a full-service department consisting of three (3)
divisions responsible for planning, zoning, code compliance, building applications and permits, inspections,
business tax receipts, and contractor registrations.
Administration Division
The Director of Community Development oversees and supervises the Planning/Zoning, Building, and
Code/Zoning Compliance Divisions.
The Administrative Coordinator assists the Director and all Divisions in providing and facilitating
communications with residents and businesses that interact with CDD. Correspondence, Board minutes,
payroll and invoices, and administrative tasks are channeled through this position to ensure consistency and
timeliness. The Department recently eliminated a part-time Administrative Assistant position. The employee
in this position served the Village for approximately three years and was primarily focused on scanning and
digitizing departmental documents. A significant portion of the necessary scanning work is complete, and the
Department will be outsourcing any remaining scanning needs.
Planning and Zoning Division
The Planning & Zoning Division is staffed by the Principal Planner and Planner. The Division implements
the Comprehensive Plan and ensures compliance of proposed improvements with the land development
regulations (zoning) and any other state or local required amendments. Additionally, the Planning & Zoning
Division is responsible for records management of all zoning related approvals and provides support to the
Village Council, and Planning Commission.
The Principal Planner is responsible for managing approval processes, as well as processing applications for
Certificates of Appropriateness, new development, redevelopment, Village projects, and future annexations.
These application types include site plan approvals, re-zoning, annexation, comprehensive plan amendments
and the review of building permits for consistency with the land development code and previous board
approvals. The Planner position assists the Principal Planner with the Planner-on-Call duties as well as
zoning & building permit application review.
Building Division
The Building Division consists of a full-time Building Official, one (1) full-time Senior Building Construction
Inspector, two (2) full-time Building Construction Inspectors, one (1) full-time License & Permit Supervisor,
and three (3) full-time Permit & Licensing Technicians.
The Building Official is responsible for overseeing the day-to-day operations of the Building Division,
including plan review, while providing technical support to the contractors and homeowners, ensuring
projects comply with federal and state regulations, and maintaining budgetary controls. In addition, the
Village of North Palm Beach FY 2020 Adopted Budget Page 163 of 361
Community Development FY 2020
Building Official conducts Flood Plain administrative duties as the Village Flood Plain Manager and
completes the Community Rating System Report.
The Building Inspectors are responsible for conducting daily inspections of the permitted projects within the
Village. The Inspectors also work closely with contractors and homeowners, providing guidance as it pertains to
completing projects with proper permits, and in in a timely and professional manner. Duties also include plan
review, records management and scanning.
The License & Permit Supervisor oversees the Permit & License Technicians and directly interfaces with the
Inspectors and Building Official to ensure follow through and completion of inquiries, status requests,
various tasks, and assistance with the front counter to provide a high level of customer service. The Permit &
Licensing Technicians are responsible for customer service in processing and issuing building permits,
scheduling inspections, scanning and maintaining lot files, issuing business tax receipts and contractor
registrations, and preparing the necessary financial reports and daily deposits. Duties also include manning
the phones, records management, and scanning
Code Compliance Division
The Code Compliance Division consists of (2) full-time Code Compliance Officers and a full-time Zoning
Compliance Officer. The purpose of Code/Zoning Compliance is to maintain the aesthetics and property
values for residential and business properties within the Village. The Zoning/Code Compliance Officers also
educate the public about the importance of obtaining proper permits and hiring licensed contractors for all
home and business improvements.
The Zoning/Code Compliance Officers work in partnership with residents by continuously educating and gaining
voluntary compliance instead of relying on punitive measures. They are responsible for case preparation, evidence
gathering, and presentation of violation cases before the Special Magistrate. Administrative duties include
written correspondence, property ownership, code research, and tracking compliance through ongoing data
management and reporting. The Zoning/Code Compliance Officers also work in collaboration with the Village
Planner and local businesses along the commercial corridors within the Village to assure compliance with zoning
regulations in accordance with planning and zoning policies and procedures.
Personnel Changes
The personnel changes for Fiscal Year 2019/2020 are:
Addition of one (1) full-time Building Construction Inspector position / Deletion of one (1) full-time
Senior Building Construction Inspector position;
Deletion of one (1) part-time Administrative Assistant position; and
Title Change: Village Planner position title changed to Principal Planner
Current Year Accomplishments and New Initiatives
During Fiscal Year 2018/2019, the Community Development Department accomplished a number of projects
including the following:
Adoption of an Ordinance modifying the Village’s walls & fencing code provisions for corner lots
Adoption of an Ordinance updating the Village’s Seawall and Dock Regulations
Adoption of an Ordinance updating the Village’s Boat and RV parking requirements
Village of North Palm Beach FY 2020 Adopted Budget Page 164 of 361
Community Development FY 2020
Adoption of an Ordinance updating the Village’s reasonable accommodation process.
Participated in workshops with Dover, Kohl and Partners and Spikowski Planning Associates for the
preparation of a form-based/hybrid land development code to implement the Village Master Plan.
Conducted outreach to the development community to educate them on the progress of the form-
based code updates and to make them aware of development opportunities along US-1 and Northlake
Boulevard.
Collaborated with the Neighborhood Enhancement Team (NET) in setting code compliance priorities
and improving several properties throughout the Village.
Code Enforcement has resolved several long-standing compliance issues and is taking a more pro-
active role in enforcing Village codes.
Worked with Safe Harbor Marinas to make repairs and enhancements at their facilities at North Palm
Beach Marina and Old Port Cove.
Created website updates, including Code Enforcement Zone Map and several Planning and Zoning
documents.
Conducted plan reviews and inspections on several large commercial projects, such as North Palm
Beach Country Club, Water Club Tower 3, Galaxy HQ, Benjamin School STEM Building, and
Crystal Cove Commons.
Participated in discussions with Village Manager and consulting team regarding Earman River
Bridge Replacement project.
Participated in Annexation meetings with Village Manager and Village Attorney.
Reduced a considerable amount of backlogged scanning of permit and project records for permanent
electronic retention by utilizing the newly purchased large scale format scanner.
Some initiatives planned for this fiscal year include:
Adoption of Commercial Code and Comprehensive Plan Amendments.
Update of the Comprehensive Plan Future Land Use Maps and Zoning District Map.
Continue working with the development community to make them aware of opportunities along the
Village’s Commercial Corridors.
Begin the process of revising the Village’s Residential Zoning Code.
Bringing properties with boats and RV’s into compliance with the new code.
Coordination with NET team and various Village Departments to handle Reasonable
Accommodation requests and monitor rehab facilities in the Village.
Evaluation of a new software system that will enable digital submittals of Building and Zoning
applications.
Continue working with Village Manager, Village Attorney, and County on annexations.
Streamline of the Business Tax Receipts (BTR) process.
Creation of a formal Development Review Committee (DRC) that holds regularly scheduled
meetings.
Collaboration with the Neighborhood Enhancement Team (NET).
Evaluate the administrative citation process for Code Enforcement.
Coordination of roadway, bridge, bike/pedestrian enhancements with Village Manager.
Village of North Palm Beach FY 2020 Adopted Budget Page 165 of 361
Community Development FY 2020
Goals and Objectives
In the coming year, the Community Development Department plans to achieve the following goals and
objectives:
Strategic Goal: All Neighborhoods as Desirable Places to Live
Department Goal:
Safeguard the public health, safety, general welfare and property through consistent application,
voluntary compliance, and education of the Building and Zoning codes.
Objectives:
a.Educate Village residents and commercial owners regarding the importance of obtaining the necessary
building permits and inspections.
b.Collaborate with Police and Fire to exchange information on potential code enforcement or public safety
issues observed within the Village.
c.Maintain Single Family Character
1.Develop a Neighborhood Plan
2.Review, revise, and update Residential Zoning Codes
3.Continue collaborative efforts with the Neighborhood Enhancement Team (NET).
Strategic Goal: Beautification and Quality of Life
Department Goal:
Engage in initiatives that enhance the aesthetics of the community and improve the quality of life of
those who live, work, and play in North Palm Beach.
Objective:
a.Finalization of Boat and RV Ordinance
1.Work with Village Manager and Parks Department to give residents the opportunity to relocate their
boats or RV’s to Anchorage Park.
2.Work to bring properties in compliance with the new regulations.
b.Maintenance of Properties
1.Prioritize pro-active enforcement and voluntary code compliance.
2.Identify process improvements to be more effective.
3.Evaluate software to create efficiencies for Code Compliance Officers.
c.Evaluate green initiatives and beautification projects that are desired by the Village Manager and
Village Council.
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 166 of 361
Community Development FY 2020
Strategic Goal: Waterways and Recreation
Department Goal:
Create code changes and policy updates to address concerns related to docks, seawalls, and
environmental issues that may affect the community.
Objectives:
a.Update Dock and Seawall Ordinance
1.Educate community and contractors about new regulations.
2.Streamline review process and create review guidelines for Planning, Building, and Engineering.
b.Collaborate with Village Manager and Environmental Committee on environmental issues related to
waterways.
Strategic Goal: Strong Local Economy
Department Goal:
Implement the Master Plan for business economic development in our commercial corridors and
community development in our neighborhoods.
Objective:
a.Implementation of Master Plan to encourage new businesses and to promote economic development
1.Re-establish the Business Advisory Board.
2.Evaluate the use of a Redevelopment Fund for public improvements, etc. in commercial areas.
3.Revise the Comprehensive Plan and Land Development Regulations to facilitate the implementation
of the Master Plan.
4.Undertake marketing, branding, and place making efforts to help enhance commercial corridors and
stimulate economic activity.
Performance / Workload Measures
Performance Measures
FY 2018
Actual
FY 2019
Projected
FY 2020
Estimated
Number of Inspections 7,833 7,965 8,500
Number of Primary Building Permits
Issued 2,294 2,170 2,350
Number of Opened Code Enforcement
Cases 381 299 325
Number of Code Enforcement Special
Magistrate Cases 236 295 300
Number of Walk-ins 7,380 8,064 8,100
Village of North Palm Beach FY 2020 Adopted Budget Page 167 of 361
Community Development FY 2020
Code Compliance Cases: 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.
Building Permits: Building permits, inspections, and revenues are all anticipated to have a slight increase in
FY 20 based on increased residential construction activity and commercial redevelopment. The number listed
reflects only the primary permit issued. No sub permits, certificates of completion, or change of contractor
changes are included in the reporting numbers or graph as was done in years past.
Number of Building Inspections: The total number of building inspections has been increasing due to the
steadily rising demand for residential and commercial redevelopment and, as such, is projected to increase
again next year. The number of required inspections depends on the complexity and size of the construction
project.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 168 of 361
Community Development FY 2020
Number of Walk in Customers: During this past fiscal year, as indicated by the graph below, the
Department is averaging 672 walk-ins per month. This is an increase of 57 visits per month from FY18 when
the department averaged 615 walk-ins per month. This trend of steady walk-ins is expected to continue into
FY20.
838 767
524
633 603 652 723 744
604 640
Walk‐In Customers
October 1, 2018 ‐ July 31, 2019
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 169 of 361
Community Development FY 2020
Budget Summary (Community Development combined)
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 1,236,796 $ 1,335,371 -7.38%$ (98,575) $1,043,882 $ 940,697
Operating
Advertising 3,000 5,000 -40.00% (2,000) 1,548 1,190
Books, Publ.&Subscriptions 2,250 4,322 -47.94% (2,072) 657 2,361
Charge Card Fees 5,000 5,460 -8.42% (460) 7,367 6,394
Conferences & Seminars 5,500 5,450 0.92% 50 2,292 2,030
Contractual Services 109,800 109,860 -0.05% (60) 71,970 56,219
Developer Fees 0 0 0.00% - 15,864 10,754
Gas, Oil & Lubricants 5,700 5,250 8.57% 450 3,028 2,456
Materials & Supplies 29,300 24,500 19.59% 4,800 11,781 12,739
Memberships & Dues 4,200 5,795 -27.52% (1,595) 2,462 2,577
Postage 1,650 3,150 -47.62% (1,500) 3,802 2,804
Printing & Binding 900 900 0.00% 0 1,320 637
Professional Fees 310,000 110,000 181.82% 200,000 243,213 112,009
Repairs & Maintenance 400 380 5.26% 20 10 456
Small Business Grant 0 0 0.00% 0 0 7,500
Travel & Training 34,750 18,775 85.09% 15,975 2,074 7,743
Uniforms 1,900 1,800 5.56% 100 364 916
Utilities 22,500 22,710 -0.92% (210) 23,070 20,976
Other Operating Costs 300 200 50.00% 100 1,065 299
Total Operating Costs 537,150 323,552 66.02% 213,598 391,887 250,060
Capital Outlay 0 0 0.00% 0 0 6,295
Total Expenses $ 1,773,946 $ 1,658,923 6.93% $ 115,023 $1,435,769 $1,197,052
Note: The Community Development department is a full-service department responsible for planning,
zoning, code compliance, building permits, business tax receipts and contractor registrations. The
Department includes the following divisions: Planning & Zoning, Building and Code Compliance. The
combined budget summary above is for illustrative purposes only. Increases or decreases in total expenses
are indicated on each division’s individual budget summary.
Village of North Palm Beach FY 2020 Adopted Budget Page 170 of 361
Community Development FY 2020
Budget Summary (Planning & Zoning)
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 342,532 $ 341,487 0.31% $ 1,045 $ 269,495 $226,333
Operating
Advertising 3,000 5,000 -40.00% (2,000) 1,548 1,190
Books, Publ. & Subscriptions 750 750 0.00% 0 265 538
Conferences & Seminars 3,200 3,200 0.00% 0 1,139 1,235
Contractual Services 17,000 17,260 -1.51% (260) 10,515 9,983
Developer Fees 0 0 0.00% 0 15,864 10,754
Gas, Oil & Lubricants 750 0 0.00% 750 0 28
Materials & Supplies 8,100 7,100 14.08% 1,000 4,574 5,530
Memberships & Dues 3,250 3,845 -15.47% (595) 2,027 1,967
Postage 150 150 0.00% 0 16 15
Printing & Binding 200 200 0.00% 0 27 45
Professional Services 105,000 100,000 5.00% 5,000 157,453 65,176
Small Business Grant 0 0 0.00% 0 0 7,500
Travel & Training 13,500 9,000 50.00% 4,500 632 1,940
Uniforms 300 200 50.00% 100 0 188
Utilities 1,200 470 155.32% 730 739 242
Other Operating Costs 0 0 0.00% 0 0 0
Total Operating Costs 156,400 147,175 6.27% 9,225 194,800 106,331
Total Expenses $ 498,932 $ 488,662 2.10% $ 10,270 $ 464,295 $332,664
Explanation of Increase / (Decrease):
The increase in total expenses is negligible.
Village of North Palm Beach FY 2020 Adopted Budget Page 171 of 361
Community Development FY 2020
Budget Summary (Building)
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 674,994 $ 781,940 -13.68% $ (106,946) $ 645,618 $633,328
Operating
Books, Publ. & Subscriptions 1,000 2,822 -64.56% (1,822) 370 1,823
Charge Card Fees 5,000 5,460 -8.42% (460) 7,367 6,394
Conferences & Seminars 1,350 1,350 0.00% 0 758 580
Contractual Services 79,800 70,500 13.19% 9,300 51,440 36,759
Gas, Oil & Lubricants 3,000 3,000 0.00% 0 2,024 1,530
Materials & Supplies 17,700 13,400 32.09% 4,300 5,911 5,707
Memberships & Dues 500 1,480 -66.22% (980) 410 365
Postage 1,500 3,000 -50.00% (1,500) 3,786 2,789
Printing & Binding 500 500 0.00% 0 494 260
Professional Services 205,000 10,000 1950.00% 195,000 85,760 43,808
Repairs & Maintenance 400 380 5.26% 20 10 438
Travel & Training 16,000 8,475 88.79% 7,525 856 4,474
Uniforms 1,000 1,000 0.00% 0 254 423
Utilities 20,200 21,370 -5.47% (1,170) 21,494 19,962
Other Operating Costs 200 200 0.00% 0 340 299
Total Operating Costs 353,150 142,937 147.07% 210,213 181,274 125,612
Capital
Machinery & Equipment 0 0 0.00% 0 0 6,295
Capital Outlay 0 0 0.00% 0 0 6,295
Total Expenses $1,028,144 $ 924,877 11.17% $ 103,267 $ 826,892 $765,234
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to the increase in operating costs:
An increase in professional services for Building Official and Inspector services.
Village of North Palm Beach FY 2020 Adopted Budget Page 172 of 361
Community Development FY 2020
Budget Summary (Code Compliance)
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 219,270 $ 211,944 3.46% $ 7,326 $ 128,768 $ 81,037
Operating
Books, Publ. & Subscriptions 500 750 -33.33% (250) 22 0
Conferences & Seminars 950 900 5.56% 50 395 215
Contractual Services 13,000 22,100 -41.18% (9,100) 10,015 9,476
Gas, Oil & Lubricants 1,950 2,250 -13.33% (300) 1,004 898
Materials & Supplies 3,500 4,000 -12.50% (500) 1,297 1,503
Memberships & Dues 450 470 -4.26% (20) 25 245
Printing & Binding 200 200 0.00% 0 798 331
Professional Services 0 0 0.00% 0 0 3,025
Repairs & Maintenance 0 0 0.00% 0 0 18
Travel & Training 5,250 1,300 303.85% 3,950 586 1,328
Uniforms 600 600 0.00% 0 110 305
Utilities 1,100 870 26.44% 230 836 772
Other Operating Costs 100 0 0.00% 100 725 0
Total Operating Costs 27,600 33,440 -17.46% (5,840) 15,813 18,117
Total Expenses $ 246,870 $ 245,384 0.61% $ 1,486 $ 144,582 $ 99,154
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs, with the primary
contributing factor being personnel costs. The FY20 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel and negotiated increases for FPE-eligible employees as negotiated in their collective
bargaining agreements
Village of North Palm Beach FY 2020 Adopted Budget Page 173 of 361
Summary FY 2020 FY 2019 Change
Full-Time 7 7 No Change
Part-Time 9 7 +2 PT
Director of
Library
1 FT
Youth
Services
Librarian
1 FT
Senior Library
Assistant
0 FT (-1 FT)
Library Clerk
3 PT (+1 PT)
Adult
Services
Senior Library
Assistant
1 FT
Library Assistant
2 FT (+1 FT)
Library Clerk
6 PT (+1 PT)
Technical
Services
Senior Library
Assistant
0 FT (-1 FT)
Administrative
Coordinator
1 FT
Library FY 2020
Library
Assistant
1 FT (+1 FT)
The personnel changes in
this department provide for
better customer service and
a restructuring of employee
work duties
Village of North Palm Beach FY 2020 Adopted Budget Page 174 of 361
Library FY 2020
Mission Statement
The North Palm Beach Public Library provides materials, services, and programs for community residents of
all ages while focusing on personal enrichment and enjoyment and meeting educational needs. The Library
has a special mission that encourages a love of reading and learning among children and their parents.
Service Levels Narrative
Library Services in North Palm Beach were first provided in 1963 by the Library Society at a room in the old
Country Club. With the library growing at a rapid pace, operations were turned over to the Village in 1965.
The decision to build a new library at its current location was made in 1968. A ground breaking ceremony
on October 24, 1968 launched the construction of the new building. Upon completion, Mayor Tom Lewis
cut the ribbon in front of the library during dedication services on October 4, 1969.
The two-story building, which can be described as “modified Aztec,” sits behind the Village Hall, off U.S. 1
and includes a multi-purpose meeting room, a Florida book collection, a genealogy section, the local history
& archives, a main reading area, a children’s library, and a computer lab.
The library is staffed with one (1) Director of Library, one (1) Administrative Coordinator, one (1) Librarian,
one (1) Senior Library Assistant, three (3) Library Assistants, and nine (9) part-time Library Clerks for a
total of 11.5 FTE. The Director and Librarian each have a Master’s degree in Library Science. The Library
consists of two (2) departments: Adult Services, which issues library cards, checks in and out books,
provides readers advisory and reference services, prepares and catalogs materials for lending, and processes
requests for items not in our collection; and Youth Services, which conducts activities for children and
families and hosts weekly class visits from local schools.
Services are available seven (7) days a week, sixty (60) hours per week, and many resources such as Rosetta
Stone language learning software, Heritage Quest, MyHeritage, and Overdrive ebooks and audiobooks are
accessible 24/7 through the Library’s website.
The Library’s collection includes 45,000 print and media items as well as electronic resources available
through the website. Formats include print, large print, newspapers and magazines, music CDs, books on
CD, DVDs, ebooks and audiobooks, and e-readers containing bestsellers and classics.
The computer lab provides access to fourteen (14) Internet computers and offers printing, photocopying,
scanning, and faxing services. Microsoft Office is installed on the computers and patrons have in-house
access to Ancestry Genealogy and ABCmouse. Wi-Fi is available for free throughout the building.
The children’s department contains play areas and reading corners, soft seating, two (2) teen rooms, three (3)
large screen TVs for gaming and movies, two (2) kid-friendly computer stations with educational software,
fourteen (14) laptops for afterschool use, and toys, games and puzzles.
The Friends of the Library actively support the Library’s many programs through fundraising activities and
have been integral to the success of the Library in the community since 1982. Since that time they have
raised thousands of dollars. For Fiscal Year 2019/2020, the Friends gifted $16,000 to the library.
Village of North Palm Beach FY 2020 Adopted Budget Page 175 of 361
Library FY 2020
Personnel Changes
The personnel/ title changes for Fiscal Year 2019/2020 are:
Addition of two (2) full-time Library Assistant positions;
Addition of two (2) part-time Library Clerks; and
Deletion of two (2) full-time Senior Library Assistant positions
Current Year Accomplishments and New Initiatives
During Fiscal Year 2018/2019, the Library achieved the following new initiatives and goals for
improvement:
Youth Services
Expanded program offerings for teens to include culinary literacy, creative writing, Animanga book club,
holiday-themed crafts, interactive games, and summer reading.
Partnered with The Conservatory School to host various school-funded programs, including
performances by the Kravis Center, One Humanity, and visits from authors/ illustrators.
Renovated former technical services room into new teen programming space.
Continued to host weekly class visits from The Conservatory School and issue fine-free memberships to
students without a library card.
Purchased (6) additional laptops, bringing total number to fourteen (14), along with a Yeti Microphone,
to be used in teen tech-related programs.
Recruited teen volunteers to help with day-to-day activities and also with summer reading.
Initiated Babies and Brews program with coffee, social time, and playdates for moms and babies.
Provided 603 free lunches and 728 free snacks during the summer to children ages 0-18 in partnership
with the Palm Beach County School District as part of a USDA grant.
Facilitated successful year-end water wars event with dunk tank, squirt guns, water balloons, pizza and
ice cream for 35 children and 52 teens.
Accepted $750 donation from the Parent Teachers Organization (PTO) at The Conservatory School for
payment of one (1) summer reading
program.
Implemented new policy requiring
children to remain in library after
school studying, reading, or
participating in a program until signed
out by a parent or guardian, and
requiring all children younger than
fourth grade to be supervised by a
parent or guardian at all times.
Initiated daily storytimes for children
afterschool prior to all programming to
instill a love of reading.
Increased year-over-year programming
attendance by 10%.
6171
14191
25423 28000 29000
0
5000
10000
15000
20000
25000
30000
FY15/16
(Actual)
FY16/17
(Actual)
FY17/18
(Actual)
FY18/19
(Projected)
FY19/20
(Estimated)
Total Attendance at Children's
programs by Fiscal Year
Village of North Palm Beach FY 2020 Adopted Budget Page 176 of 361
Library FY 2020
Continued successful summer reading program to children, inviting special guest performers, and
promoting the program to students and residents with approximately 4,143 participants.
Participated in Village events such as Heritage Day, Hot Cars and Chili Cook-Off, Veterans Day
Ceremony, Santa’s Trolley Rides, and Tree Lighting.
Participated in county events such as Read for the Record and Families Reading Together.
Coordinated with The Conservatory School to host Fall and Spring Scholastic book fairs, netting the
library $3,700 to spend on STEM kits for programming.
Hosted toddler’s birthday party in children’s room after family’s event got rained out at Anchorage Park.
Circulation
Issued 1,047 new library cards through the first ten (10) months of Fiscal Year 2019, resulting in highest
number of cardholders (8,619) since May 2014 when the library had 9,500
Replaced current ILS (integrated library system) Sirsi with new open source, web-based ILS Koha for
better reporting, financial savings, and ease of use.
Installed Hearing loop device at circulation desk.
Adult Services
Hosted hearing loss group, rock painting club, yoga classes, and local camera club meetings/ classes.
Coordinated with Palm Beach Sail & Power Squadron for free boating safety courses.
Coordinated second annual Village Art show with Village Manager’s office.
Partnered with Palm Beach Bar Association for lawyer program.
Coordinated second annual Women’s History program with AAUW.
Hosted monthly Wellness presentations by HR in Obert room.
Planned 50th anniversary library celebration in conjunction with the Friends for Saturday, October 19,
2019.
Collections
Added genealogy database MyHeritage, available 24/7 from library’s website.
Digitized entire local history & archives in high-resolution 600 dpi Tiff format for preservation and
greater access.
53732
52452
53000
50500
51000
51500
52000
52500
53000
53500
54000
FY17/18
(Actual)
FY18/19
(Projected)
FY19/20
(Estimated)
Total Print Circulation
Village of North Palm Beach FY 2020 Adopted Budget Page 177 of 361
Library FY 2020
Facilities
Upgraded Comcast high speed internet to 300mbps.
Replaced all tile flooring, cove base, and covered front lobby stairs with new treads featuring added
safety strip.
Repaired all windowsill damage from old water leaks and repainted as necessary.
Installed new shelving in Obert room closet to store all meeting room-related supplies.
Purchased 40 new meeting room chairs, along with two chairs dollies for easy storage.
Installed locks on all downstairs cabinets/ drawers.
Professionally cleaned all carpets and will continue to do so twice per year.
Safety & Security
Installed additional HD security cameras downstairs.
Installed new buzzer for downstairs rear door for delivery drivers.
Completed mandatory Security Awareness Training (All staff).
Completed mandatory Ethics training (All staff).
Completed 3 hours of American Heart Association Heartsaver CPR/AED training (eleven out of sixteen
staff members).
Installed AED downstairs near Obert room.
The Friends of the Library
Allocated $16,000 to the Library in support of programs and events, including summer reading, and for
any items and materials not covered through the Library’s regular operating budget.
Broke all-time Annual Booksale record of $4,365, taking in $4,556.00.
Increased year-over-year in-house Booksale revenues by 200%, netting $6,778.22 versus $2,203.59 for
the previous year.
Diversified payment options by adding PayPal as a payment method for the purchase of books and
Friends memberships.
Donated $5,000 to library for the purchase of equipment in the newly renovated teen room.
Donated $5,000 to library for the purchase of new meeting room chairs.
Grants
Applied for and received State Aid to Libraries grant in the amount of $17,859.
Applied for and received LSTA grant in the amount of $2,875.11.
Conferences
Attended 2018 Florida Public Library Directors Meeting in Tampa; 2019 Directors’ Academy & Florida
Library Association Conference in Orlando.
Goals and Objectives
In the coming year, the Library plans to achieve the following goals and objectives:
Strategic Goal:
Beautification & Quality of Life
Department Goal:
Implement services that meet the needs of the community
Village of North Palm Beach FY 2020 Adopted Budget Page 178 of 361
Library FY 2020
Objectives:
a.Continue speaker series to complement adult programming and bring interesting subjects to life with
community experts.
b.Continue partnership with schools and daycares in the area to include library card sign up, class visits,
out-of-school-time programs, summer reading, and volunteer opportunities for teens.
c.Implement afterschool sports program for elementary students in conjunction with Parks and Recreation
at Anchorage Park.
d.Partner with Palm Beach Opera for storytime series for elementary students.
e.Partner with Institute for Academic and Career English to offer a mommy and me, pre-k, elementary or
teen Spanish class, or a conversational Spanish class for adults.
f.Furnish new teen room with money donated for that purpose.
g.Continue participation in community activities such as Heritage Day Parade, Veterans Day Ceremony,
Trolley Rides, Holiday Tree Lighting, Hot Cars & Chili, etc.
Strategic Goal:
Organizational Excellence
Department Goal:
Continuously improve the way the Library operates
Objectives:
a.Increase Friends of the Library revenues through partnerships with Parks and Recreation and Farmer’s
Table and by holding a second annual Booksale.
b.Identify volunteer opportunities and create job titles and descriptions to match library needs.
c.Continue updating policies and procedures.
d.Make available online the newly digitized local history & archives for easy searching and greater
accessibility.
Performance Measures
continued on next page
Performance
Measure
FY 2018
Actual
FY 2019
Projected
FY 2020
Estimated
Materials in Collection 43,992 45,100 47,000
Print Circulation 53,732 52,452 53,000
E-book Circulation 3,579 3,624 3,700
Registered Borrowers 8,431 8,584 8,600
Purchase Suggestions 620 1320 1400
Interlibrary Loans 216 283 285
Program Attendance 30,319 31,834 32,000
Computer usage (Total Sessions) 14,545 12,682 12,500
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 179 of 361
Library FY 2020
As shown by the statistics above, circulation of print materials remains steady. E-book circulation is
slightly on the rise, as is the number of registered borrowers, which has been rising since June 2014. We
expect e-books and e-audiobooks to continue to circulate at a slightly higher rate each year as well.
Computer usage saw a brief uptick when we first moved the lab upstairs because of better visibility, but has
since declined due to a good economy and most people owning some type of Internet device, such as a smart
phone. In fact, from FY13 to FY18 computer usage has declined by 50%, which is why we downsized our
computer lab from 16 PCs to 14.
As to the fantastic program attendance numbers, it all began in FY14 when the library hired a full-time
staff person to lead children’s services. Prior to the position being filled, the library’s attendance to
children’s programs amounted to a meager 2,441 in FY13. With a full-time person leading the department in
FY14, that number jumped to 4,015 and continued to rise to 6,263 in FY15. Increases further occurred in
FY17 and FY18 due to the frequency of class during the day and visits from kids afterschool.
By signing up students with library cards and having them visit the library each week to check out books,
and by implementing afterschool activities to include children of all ages, the library became a fairly popular
place.
More adults started visiting too, and not just with their children or grandchildren. Once the children’s
department moved downstairs, accommodations were made to expand the upstairs reading area and provide
for additional study spaces with plenty of elbow room, now fully taken advantage of by tutors.
Using social media has also helped to increase public awareness, resulting in higher page likes and post
activity. To date, we have amassed 558 Facebook page likes.
Looking forward, we expect our program attendance to remain steady over the next few years due to changes
in our afterschool program, which will now focus on 4th through 8th grade. Over the past year, we have
maximized our existing space and feel our efficient use of the building will even further enhance our services
in a way that benefits everyone.
With a new full time staff member onboard to take over adult programming, we will now be ramping up our
offerings to adults. Currently, we host many popular activities such as quilting, knit & crochet, yoga, arts
and crafts, rock painting, chess, Great Courses lectures, and local speakers and authors. In the future, we
envision getting out into the community for outreach and meeting people where they live.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 180 of 361
Library FY 2020
Budget Summary
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 657,657 $ 675,094 -2.58% $ (17,437) $ 602,930 $ 619,778
Operating
Books, Publ. & Subscriptions 500 500 0.00% 0 464 452
Contractual Services 36,500 38,500 -5.19% (2,000) 30,330 29,194
Library Collections:
Audio Visual Materials 22,000 22,000 0.00% 0 13,472 16,646
Books 39,500 39,000 1.28% 500 44,776 41,732
Electronic Resources 24,000 24,000 0.00% 0 17,626 17,473
Magazines 3,000 3,000 0.00% 0 2,868 3,062
Reference Materials 3,500 4,000 -12.50% (500) 2,909 3,946
Library Gift Account 0 0 0.00% 0 58,787 2,181
Licenses & Fees 330 350 -5.71% (20) 314 1,391
Materials & Supplies 21,118 11,800 78.97% 9,318 28,302 12,343
Postage 300 100 200.00% 200 986 875
Rental 0 5,200 -100.00% (5,200) 4,876 4,111
Repairs & Maintenance 0 5,050 -100.00% (5,050) 0 1,450
Conferences & Seminars 535 640 -16.41% (105) 460 240
Memberships & Dues 3,175 3,000 5.83% 175 2,841 3,257
Travel & Training 3,400 3,306 2.84% 94 2,776 2,242
Utilities 21,300 19,440 9.57% 1,860 21,267 20,858
Other Operating Costs 0 0 0.00% 0 0 0
Total Operating Costs 179,158 179,886 -0.40% (728) 233,054 161,453
Total Expenses $ 836,815 $ 854,980 -2.12% $ (18,165) $ 835,984 $ 781,231
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily due to a decrease in personnel costs resulting from the retirement
of two long term employees.
Village of North Palm Beach FY 2020 Adopted Budget Page 181 of 361
Parks & Recreation FY 2020
Recreation
Assistant
3 PT (-1 PT)
Director of Parks &
Recreation
1 FT
Summary FY 2020 FY 2019 Change
Full-Time 5 5 No Change
Part-Time 16 23 -7 PT
Recreation
Supervisor
1 FT
Camp
Counselors
9 PT
Recreation
Supervisor
1 FT
Recreation
Supervisor
1 FT
Recreation
Assistant
3 PT (-2 PT)
Administrative
Assistant
1 PT
Recreation
Assistant
1 FT (+1 FT)
Parks & Facilities Manager 0 FT (-1 FT)
Recreation Assistant 0 PT (-4 PT)
See Pool Operations
The personnel changes in this Department are a result of transferring the oversight of
the Tennis and Pool Operations to the Country Club General Manager.
Village of North Palm Beach FY 2020 Adopted Budget Page 182 of 361
Parks and Recreation FY 2020
Mission Statement
It is the mission of the Parks and Recreation Department to create recreational opportunities for growth and
enhancement by developing diverse services and programs that promote resident involvement and a strong
sense of community while striving to increase the social, cultural, and physical well-being of our residents
and visitors.
Our Vision
"We Enrich Lives through Quality Parks and Programs"
The Department encompasses a number of facilities as described below:
Community Center – 1200 Prosperity Farms Road
Features a multi-purpose ball field, batting cages, sand volleyball court, fitness trail, children’s playground,
full gymnasium, performance stage, three (3) indoor Pickleball courts, three (3) outdoor basketball courts,
concession stand, and picnic area.
Osborne Park – 715 Prosperity Farms Road
Features a multi-purpose building, six (6) three-wall racquetball courts, two (2) outdoor basketball courts,
children’s playground, two (2) batting cages, two (2) baseball fields, concession stand, and picnic area.
Anchorage Park – 603 Anchorage Drive
Features multi-purpose building, children’s playground, two (2) dog parks, two (2) tennis courts, large open
field area, two (2) baseball fields, four (4) sand volleyball courts, picnic areas, eight (8) gazebos, two (2)
fishing piers, jogging trail, restrooms, dry storage area, wet slips, boat wash, and boat ramp.
Lakeside Park – East end of Lighthouse Drive
Features an outdoor basketball court, picnic pavilion, tiki hut, sand volleyball court, beachfront area,
walking trail, children’s playground area.
Veterans Memorial Park – 501 US Hwy 1
Features a passive park including amphitheater, benches and US Military commemorative flag poles.
Service Levels Narrative
The Parks & Recreation Department offers a wide variety of activities, classes, workshops, and leisure
opportunities for all ages. Classes, workshops, clinics, and lectures are offered throughout the year. Winter,
Spring and Summer Camp programs are conducted for youths 7 – 13 years of age. Activities are also offered
on days the public schools are not in session.
Special Events
The Parks & Recreation Department offers a wide spectrum of special events throughout the year, ranging
from January’s Car Show & Chili Cook-off to the July 4th fireworks to the Holiday activities. The
Department also offers seasonal events as well as activities unique to the Village, such as the annual Heritage
Day, Touch-A-Truck, Food Truck Frenzies, Village-Wide Garage Sales, and Veteran’s Day ceremony, Egg
Hunts, Fishing Tournament and Arts & Crafts Festival.
Village of North Palm Beach FY 2020 Adopted Budget Page 183 of 361
Parks and Recreation FY 2020
Sports
Adult recreational sports league opportunities are offered including Softball, Volleyball, Pickleball and
Basketball.
Youth recreational Tennis, Basketball, Flag Football, Volleyball, Lacrosse and Soccer are also operated
within the Department.
Organization Involvement
Palm Beach Crew (a youth rowing club) trains out of Anchorage Park
Host St. Clares, Bright Futures and Lake Park Baptist home basketball and volleyball games
Revenues are generated from the following sources:
Facility Usage Fees – All users of Village facilities and fields are charged a rental fee.
Heritage Day – The Village retains all sponsor monies and ticket fees.
Marina Revenue – The Village retains fees from wet and dry storage and marina decals.
Program Activity Fee – All non-resident users of Village programs and youth leagues are charged a
higher rate.
Summer/Spring Camps – The Village retains all Camp registration fees.
Personnel Changes
The personnel changes for Fiscal Year 2019/2020 are:
Addition of one (1) full-time Recreation Assistant position / Deletion of seven (7) part-time
Recreation Assistant positions;
Deletion of one (1) full-time Parks & Facilities Manager position
Current Year Accomplishments
During Fiscal Year 2019, the Parks & Recreation Department achieved the following initiatives and goals for
improvement:
Increased the number of trips to an average of 3 per month.
Renovated the walking trail at the Community Center.
Completed retro fit of new LED lights in the Community Center gym.
Brought the playgrounds up to State safety standards.
Coordinated the transfer of the Tennis and Pool function to the Country Club.
Revised youth summer camp procedures and policies.
Completed the FIND and LWCF grants for Anchorage Park docks and boat ramp.
Filled the vacant position of Recreation Supervisor.
Updating the waiting list for the wet slips and dry storage.
Developed a weekly Parks and Recreation staff meeting.
Attend the monthly Public Works Management team meetings.
Special Events
Ran several successful events throughout the year.
The July 4th event received numerous comments on well it was run.
Village of North Palm Beach FY 2020 Adopted Budget Page 184 of 361
Parks and Recreation FY 2020
New Initiatives
Implement on going playground safety program
Open Community Center in the mornings for adult activities
Replace park amenities as needed using a systematic approach to replacement items
Move the 5k run to the Country Club to help promote club usage
Remove unauthorized recreation activities from Village parks
Review all youth sport programs regarding ages of participants and marketing
Introduce various youth sport clinics to help promote our youth sport programs
Bring youth baseball back to the Village
Update and develop a more efficient process for the waiting list regarding dry storage and wet
slips
Coordinate the renovation of the dry storage area at Anchorage Park
Renovate the dog park at Anchorage Park
Adjust the hours at the Anchorage Park building to better accommodate night meetings
Renovate the basketball courts at the Community Center
Administer Parks and Recreation Master Plan/Needs Assessment
Review financial aspects of all special events for value to the community
Replace the outdoor fitness equipment at the Community Center
Maintain the beach/berm at Lakeside Park on an annual schedule
Re -obtain a Florida Recreation & Parks professional certification
Goals and Objectives
Strategic Goal:
Waterways & Recreation
Department Goal:
Implement Parks and Recreation Master Plan
Objectives:
a.Coordinate efforts with a consultant to initiate community engagement activities and, as a result,
develop a Parks and Recreation Master Plan.
b.Determine future Community Center renovation
c.Review all programs and facilities to determine value to the community
Department Goal:
Review all marina wet slip and dry storage fees.
Objectives:
a.Determine new wet slip fees for the north docks to recover cost
b.Renovate the current dry storage to allow for more renters and increased revenues
c.Renovate dry storage area to better accommodate RV’s
Village of North Palm Beach FY 2020 Adopted Budget Page 185 of 361
Parks and Recreation FY 2020
Department Goal:
Continue to evaluate all Facilities in terms of age and use
Objectives:
a.Improve the ancillary areas at Community Center and Osborne Park sports fields (dugouts, batting
cages etc.).
b.Begin program to educate staff on better evaluating usage of the existing facilities.
c.Work closer with outside Village vendors that maintain and clean the Village fields and buildings.
d. Obtain a Tree City USA designation.
Youth Sports League Participation:
The Village Parks and Recreation Department oversees youth Basketball, Soccer and Flag Football leagues
throughout the year. Last year’s numbers show a decrease in participation. All of our leagues are co-ed and
reflect ages 6.5-17.
Village of North Palm Beach FY 2020 Adopted Budget Page 186 of 361
Parks and Recreation FY 2020
Budget Summary (Recreation and Special Events)
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 604,062 $ 701,440 -13.88% $ (97,378) $ 638,586 $ 692,347
Operating
Advertising 2,500 750 233.33% 1,750 2,115 595
Charge Card Fee 3,000 3,646 -17.72% (646) 4,605 5,288
Conferences & Seminars 1,200 1,250 -4.00% (50) 0 332
Contractual Services 14,000 9,500 47.37% 4,500 7,902 7,596
Gas, Oil & Lubricants 4,800 3,330 44.14% 1,470 2,948 3,784
Materials & Supplies 71,150 62,292 14.22% 8,858 22,550 22,372
Memberships & Dues 1,200 1,200 0.00% 0 120 270
Postage 600 600 0.00% 0 641 576
Printing & Binding 250 250 0.00% 0 0 0
Professional Services 75,000 65,000 15.38% 10,000 17,530 15,000
Program Expense 159,000 158,500 0.32% 500 131,486 170,476
Repairs & Maintenance 21,000 20,000 5.00% 1,000 39,672 19,121
Special Events 93,000 101,000 -7.92% (8,000) 63,566 90,065
Travel & Training 1,900 1,900 0.00% 0 0 560
Uniforms 1,500 1,800 -16.67% (300) 1,271 292
Utilities 116,900 102,260 14.32% 14,640 96,461 88,086
Other Operating Costs 0 4,900 -100.00% (4,900) 5,133 6,699
Total Operating Costs 567,000 538,178 5.36% 28,822 396,001 431,111
Total Expenses $ 1,171,062 $ 1,239,618 -5.53% $ (68,556)$1,034,587 $1,123,458
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily due to a decrease in personnel costs. The FY20 budget includes:
A decrease in personnel costs resulting from transferring the Pool and Tennis operations to the
Country Club
Village of North Palm Beach FY 2020 Adopted Budget Page 187 of 361
Pool and Tennis Operations FY 2020
Tennis
Operations
Pool
Operations
Country Club
General Manager
Summary FY 2020 FY 2019 Change
Full-Time 2 1 +1 FT
Part-Time 22 19 +3 PT
Instructor (*)
Pool Lifeguards 14 PT
Recreation Assistant 2 PT (+2 PT)
Pool Supervisor
1 FT (+1 FT)
Recreation Assistant 5 PT
Camp Counselor 1 PT (+1 PT)
Instructor (*)
Recreation Tennis
Supervisor
1 FT
The number of instructors will vary based on
program development.
The personnel changes in the Pool & Tennis departments are a result of transferring
the oversight of these operations from Recreation to the Country Club General
Manager.
Village of North Palm Beach FY 2020 Adopted Budget Page 188 of 361
Tennis and Pool Operations FY 2020
Budget Summary (Tennis)
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 555,834 $ 421,214 31.96% $ 134,620 $ 416,297 $ 129,383
Operating
Advertising 1,000 1,000 0.00% 0 0 172
Charge Card Fee 8,000 10,500 -23.81% (2,500) 9,264 7,777
Contractual Services 0 0 0.00% 0 0 264
Equipment Rental 500 500 0.00% 0 0 0
Materials & Supplies 58,500 34,910 67.57% 23,590 27,787 15,154
Memberships & Dues 50 100 -50.00% (50) 35 35
Postage 150 200 -25.00% (50) 0 0
Printing & Binding 500 500 0.00% 0 35 249
Professional Services 43,500 42,000 3.57% 1,500 42,000 42,000
Program Expense 3,000 3,000 0.00% 0 2,598 215,802
Repairs & Maintenance 21,600 14,000 54.29% 7,600 10,751 10,334
Special Events 3,000 3,000 0.00% 0 3,295 1,647
Tennis Merchandise 8,000 3,500 128.57% 4,500 1,932 5,104
Uniforms 1,000 750 33.33% 250 103 370
Utilities 21,500 23,000 -6.52% (1,500) 22,743 14,310
Other Operating Costs 400 0 0.00% 400 (0) (0)
Total Operating Costs 170,700 136,960 24.63% 33,740 120,542 313,218
Total Expenses $ 726,534 $ 558,174 30.16% $ 168,360 $ 536,839 $ 442,601
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs, with the primary
contributing factor being personnel costs. The FY20 budget includes
A personnel expenditure increase associated with treating the Tennis instructors as part-time
employees versus independent contractors per IRS Regulations; and
A personnel expenditure increase reflecting the addition of one (1) part-time Camp Counselor
Village of North Palm Beach FY 2020 Adopted Budget Page 189 of 361
Tennis and Pool Operations FY 2020
Budget Summary (Pool)
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 189,566 $ 69,354 173.33% $ 120,212 $ 82,084 $118,308
Operating
Charge Card Fee 650 650 0.00% 0 720 795
Contractual Services 30,460 0 0.00% 30,460 49 0
Licenses & Fees 275 275 0.00% 0 250 250
Materials & Supplies 29,500 29,900 -1.34% (400) 45,095 34,673
Memberships & Dues 250 250 0.00% 0 0 0
Program Expense 14,000 14,000 0.00% 0 12,524 27,877
Repairs & Maintenance 4,000 0 0.00% 4,000 10,889 2,645
Travel & Training 2,000 2,000 0.00% 0 1,500 620
Uniforms 1,500 1,500 0.00% 0 1,142 1,485
Utilities 47,000 47,000 0.00% 0 51,997 57,904
Other Operating Costs 5,000 0 0.00% 5,000 (0) 0
Total Operating Costs 134,635 95,575 40.87% 39,060 124,165 126,249
Total Expenses $ 324,201 $ 164,929 96.57% $ 159,272 $206,249 $244,557
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs, with the primary
contributing factor being personnel costs. The FY20 budget includes:
A personnel expenditure increase reflecting the addition of one (1) full-time Pool Supervisor and the
addition of two (2) part-time Recreation Assistants; and
An operating expenditure increase in contractual services for a pool maintenance contract.
Village of North Palm Beach FY 2020 Adopted Budget Page 190 of 361
Reserves and Other FY 2020
Mission Statement
This Division of the General Fund is for the express purpose of accounting for expenditures 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:
General Fund Debt Service payments
General Fund Council Contingency/Transfers to other funds
General Fund Property/Casualty & General Liability Insurance allocation
Debt Service
In March 2017, The Village obtained loan financing for the new Country Club Clubhouse project. The
transaction consists of two loans: (1) one tax-exempt loan in an amount not to exceed $8.9 million with an
interest rate of 3.19% and a maturity date of June 1, 2032; and (2) one taxable loan in an amount not to
exceed $6.1 million with an interest rate of 3.78% and a maturity date of June 1, 2025. The tax-exempt loan
is pre-payable without penalty after June 1, 2025.
In Fiscal Year 2019, The Village entered into a five-year capital lease program for a portion of its fleet. The
fiscal year 2020 budgeted lease payment is $260,000.
Contingency
In FY 2020, an appropriation of $231,795 has been set aside to accommodate unanticipated expenditures.
Transfers
In FY 2020, an appropriation of $417,150 is to be transferred to the Capital Projects Fund to finance the
General Fund’s Capital Improvement Plan.
Property/Casualty & General Liability Insurance
Effective October 1, 2006, the Village discontinued its participation in the Southeast Risk Management
Association (SERMA) and joined the Florida Municipal Insurance Trust (FMIT). However, as a former
participant in SERMA, the Village is liable for claims incurred through September 30, 2006.
In 2010, the Village initiated a Request for Proposals (RFP) for Property/Casualty and General Liability
insurance for the Village. The proposals submitted were reviewed by an independent Risk Management
company that assisted with the selection. This company assessed the pricing, coverage, financial stability
and service capability of each provider. As a result of the analysis the Village joined Public Risk
Management (PRM) on October 1, 2011. Since that time, each proposal submitted by PRM for renewal of
the insurance has been determined by Council to be in the best interest of the Village. For FY20 the Village
has once again chosen PRM as the Property/Casualty and General Liability provider.
Village of North Palm Beach FY 2020 Adopted Budget Page 191 of 361
Reserves and Other FY 2020
Budget Summary
FY 2020 Budget
FY 2019
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Debt Service
Debt Service $ 1,553,357 $ 1,431,336 8.52% $ 122,021 $1,293,101 $ 0
Non-Departmental
Property/General Liability
Insurance 268,000 258,077 3.84% 9,923 205,174 257,283
Reserves, Contingencies and
Transfers
Council Contingency 231,795 361,331 -35.85% (129,536) 0 0
Professional Services 0 0 0.00% 0 86,170 800,430
Transfer to Other Funds 417,150 405,000 3.00% 12,150 4,963,307 14,363,587
Other Operating Costs 0 0 0.00% 0 248,640 481,097
Construction & Major
Renovation 0 0 0.00% 0 300,769 144,125
Total Reserves, Contingencies
& Transfers 648,945 766,331 -15.32% (117,386) 5,598,886 15,789,239
Total Expenses $ 2,470,302 $2,455,744 0.59% $ 14,558 $7,097,160 $16,046,522
Explanation of Increase / (Decrease):
The increase in total expenses is due to the following:
An increase in debt service related to a capital lease program for a portion of the Village’s
fleet;
An increase in the renewal of the Village’s property & general liability insurance as a result of
an increase in property values; and
An increase in the inter-fund transfer amount to allow for a transfer of funds to the Village’s
Capital Improvement Plan (CIP) Fund.
Village of North Palm Beach FY 2020 Adopted Budget Page 192 of 361
Charts and Graphs
FY 2020
Village of North Palm Beach FY 2020 Adopted Budget Page 193 of 361
Property Value and Millage Summary FY 2020
Property Value:
FY 2019 Millage Rate $7.5000
FY 2019 Ad-Valorem Proceeds $15,941,051
FY 2019 FINAL GROSS Taxable Value $ 2,233,205,100 Increase in GROSS taxable value
$115,787,694 5.18%
FY 2020 GROSS Taxable Value $ 2,348,992,794
FY 2020 BUDGETARY Taxable Value (95%) $ 2,231,543,154
FY 2020 Rolled Back Rate $7.1798
Millage Table:
MIL Amount
1.00 MIL $ 2,231,543
.75 MIL $ 1,673,657
.60 MIL $ 1,338,926
.55 MIL $ 1,227,349
.50 MIL $ 1,115,772
.40 MIL $ 892,617
.35 MIL $ 781,040
.30 MIL $ 669,463
.25 MIL $ 557,886
.20 MIL $ 446,309
.10 MIL $ 223,154
Millage Options:
Calculations for selection of millage rate:
Millage
Rate Ad-Valorem
$
Increase /
(Decrease)
over 2019
Ad-Valorem
%
increase /
(decrease)
over
FY 2019
Millage Rate
%
increase /
(decrease) over
FY 2020 RBR
Retain FY 2019 Millage Rate $ 7.5000 $16,736,574 $ 795,523 0.00% 4.46%
FY 2020 Rolled Back Rate $ 7.1798 $16,022,034 $ 80,983 -4.27% 0.00%
Millage Rate Required to retain FY 2019
Ad-Valorem $ 7.1435 $15,941,051 $ 0 -4.75% -0.51%
FY 2020 Majority Vote Rate $ 7.4256 $16,570,547 $ 629,496 -0.99% 3.42.%
FY 2020 Two-Thirds Vote Rate $ 8.1682 $18,227,691 $ 2,286,640 8.91% 13.77%
Statutory Maximum $10.0000 $22,315,432 $ 6,374,381 33.33% 39.28%
Council's Adopted Rate $ 7.5000 $ 16,736,574 $ 795,523 0.00% 4.46%
Village of North Palm Beach FY 2020 Adopted Budget Page 194 of 361
Ad-Valorem, Assessed Value, Millage and Budget FY 2020
Fiscal Year 2002-2020 presented below:
Fiscal
Year
Assessed
Value
Taxable
Valuation
Millage
Rate
Total
Taxes
Total
Budget
Total
Budget
%
Increase /
(Decrease)
over Prior
Year
Total
Taxes
as % of
Total
Budget
Total
Budget
as % of
Assessed
Value
2002 992,018,426 942,417,505 5.6000 5,277,538 12,986,918 -6.89% 40.64% 1.31%
2003 1,137,570,526 1,080,692,000 5.8000 6,268,014 13,565,749 4.46% 46.20% 1.19%
2004 1,297,803,114 1,232,912,958 6.8000 8,383,808 13,741,933 1.30% 61.01% 1.06%
2005 1,438,036,209 1,366,134,399 7.2700 9,931,797 15,591,492 13.46% 63.70% 1.08%
2006 1,667,949,738 1,584,552,251 6.8000 10,774,955 18,038,400 15.69% 59.73% 1.08%
2007 1,999,331,298 1,899,364,733 6.3000 11,965,998 19,438,633 7.76% 61.56% 0.97%
2008 2,028,911,987 1,927,466,388 6.1000 11,757,545 19,691,948 1.30% 59.71% 0.97%
2009 1,847,845,205 1,755,452,945 6.6977 11,757,497 19,073,192 -3.14% 61.64% 1.03%
2010 1,673,245,674 1,589,583,390 6.9000 10,968,125 18,056,938 -5.33% 60.74% 1.08%
2011 1,543,308,420 1,466,142,999 6.9723 10,222,389 17,506,072 -3.05% 58.39% 1.13%
2012 1,495,282,994 1,420,518,844 6.9723 9,904,284 17,517,544 0.07% 56.54% 1.17%
2013 1,486,295,612 1,411,980,831 6.9723 9,844,754 17,499,724 -0.10% 56.26% 1.18%
2014 1,527,431,467 1,451,059,894 6.8731 9,973,280 18,614,912 6.37% 53.58% 1.22%
2015 1,609,188,844 1,528,729,402 7.3300 11,205,587 19,863,106 6.71% 56.41% 1.23%
2016 1,726,462,395 1,640,139,275 7.3300 12,022,221 20,524,967 3.33% 58.57% 1.19%
2017 1,848,041,694 1,755,639,609 7.3300 12,868,838 21,328,539 3.92% 60.34% 1.15%
2018 2,123,913,004 2,017,717,354 7.3300 14,789,868 23,482,124 10.10% 62.98% 1.11%
2019 2,237,340,441 2,125,473,419 7.5000 15,941,051 24,977,802 6.37% 63.82% 1.12%
2020 2,348,992,794 2,231,543,154 7.5000 16,736,574 26,123,977 4.59% 64.07% 1.11%
Village of North Palm Beach FY 2020 Adopted Budget Page 195 of 361
Millage Rates and Assessed Valuations FY 2020
Fiscal Year 2014 – 2020 presented below:
Village of North Palm Beach FY 2020 Adopted Budget Page 196 of 361
Fee Schedule
FY 2020
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Village of North Palm Beach FY 2020 Adopted Budget Page 197 of 361
General Fund Fee Schedules FY 2020
Recreation / Pool / Tennis
Notes for Recreation / Pool / Tennis Fee Schedules:
1.Programs offered by the Village of North Palm Beach (VNPB) are not taxable; however, rentals are subject to sales tax. The fees
shown below do not include sales tax. Rental fees are hourly unless specified (*). The VNPB reserves the right to change fees at any
time with approval from the Village Council.
2.Programs may be offered by independent instructors that are not listed. These programs will be set and collected by the program
instructor (sales tax applicable).
3.Non-profit 501C organizations and local schools will be charged at the Resident rate unless otherwise specified.
Description Fee
Anchorage Park Activities Building (Hourly) Resident Non-Resident
Room A $ 26.52 $ 37.13
Room B $ 37.13 $ 63.65
After hours building charge $ 106.09 $ 212.18
After hours staff charge $ 26.52 $ 26.52
Anchorage Park (Hourly)
Anchorage Gazebo $ 25.75 $ 41.20
Volleyball (1 court) $ 25.75 $ 36.05
Volleyball (2 courts) $ 36.05 $ 51.50
Community Center (Hourly)
Gymnasium $ 110.00 $ 210.00
Non-profit (W-501 C-3) Charge $ 110.00 $ 110.00
Field (No Lights) $ 35.00 $ 70.00
Field (With Lights) $ 70.00 $ 100.00
Lakeside Park (Hourly)
Resident Tiki Hut - Large $ 25.75 $ 25.75
Osborne Park (Hourly)
Recreation Building $ 53.04 $ 159.13
Field (No Lights) $ 37.13 $ 74.26
Field (With Lights) $ 74.26 $ 106.09
After hours building charge $ 106.09 $ 212.18
After hours staff charge $ 25.75 $ 25.75
Sports Programs (Per/Player/League)
Youth (All Sports) $ 75.00 $ 85.00
Marina Fees (Annual)
Dry Storage
15 feet & under $700.00
16 - 20 feet $750.00
21 - 25 feet $800.00
26 - 30 feet $850.00
31 - 35 feet $900.00
36 feet & over $950.00
South Docks $2,500.00
Ramp Decal $ 60.00
Temporary Day Launch Permit (Resident Only) $10.00
North Floating Docks $ 3,300.00
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Village of North Palm Beach FY 2020 Adopted Budget Page 198 of 361
General Fund Fee Schedules FY 2020
Description Fee
Pool Membership Fees (Annual) Resident Non-Resident
Family $ 345.00 $ 468.00
Resident Single $ 175.00 $ 260.00
Junior (17 & under) $ 95.00 $ 115.00
Masters (training only ) $ 115.00 $ 160.00
Pool Fees (Daily)
Adult $ 5.00 $ 8.00
Child (4 yrs – 13 yrs) $ 5.00 $ 5.00
Child (3 & under) Free Free
After hours Full facility rental (3 hrs) $ 550.00 $550.00
After hours lifeguards per guard per hr. $ 25.00 $ 25.00
Tennis Membership Fees (Annual)
Family $800.00 $1,000.00
Single $600.00 $800.00
Junior (17 & under) $115.00 $125.00
Summer Single $400.00 $450.00
Summer Family $450.00 $500.00
Tennis Guest Fees (Daily)
Guest Fees (Juniors – 17 & under) $8.00 $ 8.00
Guest Fees (Adults – 18 & over) $12.00 $ 12.00
Library
Overdue Fines (Maximum fine per item is $5.00)
7/14/28 day Books $ 0.25 a day
Audio/CD Books / Music CDs / DVD / Interlibrary Loans / Magazines $ 0.25 a day
Lost / Damaged Items
Lost or Damaged Item Cost of item
Lost Library Card Fee $1.00 per card
Kindle $119.00
Kindle Case $30.00
Nook $100.00
Nook Case $35.00
USB Cord / Plug Adapter / Carrying Bag $10.00
Memberships
Library Cards-NPB Resident / PBC Resident No charge
Library Cards-Non-Residents Individual $ 25.00
Library Cards-Non-Residents per Family $ 35.00
Services
Black and White Copy / Print $0.15 per copy
Color Copy / Print $0.50 per copy
Fax Service $1.00 per page
Scanning No charge
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Village of North Palm Beach FY 2020 Adopted Budget Page 199 of 361
General Fund Fee Schedules FY 2020
Finance
Description Fee
NSF Checks:
Face value of check does not exceed $50.00 $ 25.00
Face value of check does not exceed $300.00 $ 30.00
Face value of check exceeds $300.00 $ 40.00 or 5% of face value of check
whichever is greater
Clerk’s Office
Copies:
Single-sided page up to 8.5 x 14 $ 0.15 each
Double-sided page up to 8.5 x 14 $ 0.20 each
Single-sided page 11 x 17 $ 0.20 each
Certified copies, plus per page cost for copies $ 1.00
Lien Certification each parcel number $75.00
Zoning Map (Cost of duplication, depends on size) Actual Cost
CD Actual Cost
Special Service Fee: For any request in which the nature or volume of the public records requested to be inspected or copied requires
more than 15 minutes of clerical and/or supervisory assistance to research, locate, review for confidential information, copy, re-file,
oversee the review of, print and or use of information technology resources there will be a special service fee which is hourly rate
(excluding benefits) of the individual providing the public records.
Public Works
Annual Commercial Disposal Fee
(calculated by occupancy category and square foot of building as determined by Solid Waste Authority)
Low Density 0.081
Medium 0.214
High 1.147
Residential Waste Removal Fees
Disposal Fee per cubic yard $4.50
Equipment & Fuel Cost per cubic yard $2.50
Total per cubic yard $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 minimum charge.
Swale Tree Permit No charge
Dumpster lease fees are applicable to Commercial Account customers utilizing Village owned and maintained dumpsters, customers
utilizing Village owned and maintained dumpsters.
1 cubic yards $18/Month
2 cubic yards $20/Month
3 cubic yards $21/Month
4 cubic yards $22/Month
6 cubic yards $25/Month
8 cubic yards $27/Month
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Village of North Palm Beach FY 2020 Adopted Budget Page 200 of 361
General Fund Fee Schedules FY 2020
Right-of-Way Permitting
Note: The Village reserves the right to refuse service to any construction or permitted work site based on non-payment of fees.
The Village reserves the right to refuse service and permitting to business entities or individuals based on outstanding unpaid
fees. Non-payment of fees shall constitute proper documented notification by the Village of fees due and failure of the receiving
party to pay or appeal said fees within twenty (20) business days of receipt of notification.
Note: Fees described wherein may adjust annually at a rate equal to the Consumer Price Index or three percent (3%), whichever
may be determined more appropriate, each October 1st (beginning October 1, 2017).
Note: Refer to day charges shall be for calendar days, inclusive of weekends and holidays.
Description Fee
Right-of-Way Utilization Permit Application & Processing Fee ① $ 35.00
Residential Driveway Apron Construction $ 35.00
Sidewalk Repair/Construction, first 100’ $ 35.00
Each additional 100’ LF or fraction thereof $ 35.00
Crane/Lifting Equipment Placement, per day $ 25.00
Roll-off Dumpster Placement, per day $ 25.00
Construction Material Placement (Swale/Right-of-Way, per day) $ 25.00
Tree Trimming Operation (Rolling locations, per day) $ 35.00
Permit extension(s), 30 calendar days (Non-refundable) $ 35.00
Permit renewal (expired permit) $ 35.00
Maintenance of Traffic Plan Review (2 reviews) $ 135.00
Each additional review $ 60.00
Roadway Closure/Obstruction (per lane-foot per day) $ 0.50
Sidewalk Closure/Obstruction (per linear foot per day) $ 0.50
Roadway/Sidewalk Closure Work Completion Delay ② 2 x
Special Events w/ Road Closure $ 265.00
Open Cut Roadway, Per Cut Location $ 218.00
Utility Pole Installation – Overhead Facilities, Each Pole $ 109.00
Franchise Utility Main / Cable / Line Install, Per 100’ Linear $ 20.00
Franchise Utility Cabinet Installation, Per Location $ 163.50
Permit Violation Charges (All Permits)
Work Commencement (without valid permit) ③ 2 x permit fee
Work Commencement (valid permit – without notice) $ 100.00
Work Outside Permit Limits (with valid permit) 2 x permit fee
Work with a suspended or expired permit ④ $ 500.00
Closure/Obstruction (without valid permit) ⑤ $ 500.00
Closure/Obstruction (exceeding permit limits) ⑤ $ 150.00
Abandoned Barricade/Temporary Signage Collection/Storage
Traffic Signage & VMS Board, per day $ 10.00
Barricade (all types), per day $ 5.00
Collection Fee (30 calendar days past due) ⑥ $ 35.00
Emergency Response Cost Recovery ⑦
Emergency Response – Street Maintenance Actual Cost ⑧
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Village of North Palm Beach FY 2020 Adopted Budget Page 201 of 361
General Fund Fee Schedules FY 2020
①Right-of-way permits are valid for a maximum of 30 calendar days from date of issue. Permits may be extended in 30 calendar day increments at time of
issuance. Additional work not authorized by the original permit terms will require a new permit or modification of existing permit. Fees are payable upon
submission of permit application.
②Closure/Obstructions exceeding the prescribed permit time limits will be access fees equal to 2 times the daily closure rate for each day, or fraction thereof, of
additional closure/obstruction.
③Violation charge is applicable in all cases where work commences without a valid Village of NPB right-of-way permit. Violation charges will not apply to
emergency work, if permit is applied for within two (2) business days following the commencement of emergency work. Violation charges will be assessed
separately and shall be equal to the total of the permit assessment, effectively doubling the permit fee.
④Violation charges will be assessed for work completed with a suspended or expired permit in the amount of $500 per day, or fraction thereof, per occurrence.
Work completed with a suspended or expired permit will be assumed defective without inspection and may be rejected in part or entirety.
⑤Violation charges will be assessed for closure/obstruction of roadway, sidewalk, or public access in the amount of $500 per day, or fraction thereof, per
occurrence. Violation charges will be assessed for closure/obstruction or roadway, sidewalk, or public access in the amount of $150 per day, or fraction thereof,
per occurrence for incidents that exceed valid permit work limitations.
⑥Fees assessed for additional work, time extension, late charge, or emergency response are due upon issuance. Fees are determined to be past due if not paid
within 30 calendar days of issuance.
⑦Emergency response cost recovery expenses may be assessed in association with capital construction, site development, right-of-way construction, and
infrastructure maintenance activity that result in damage or disruption of service to a Village owned facility or utility. Additional fines, fees, or cost recovery
expenses may be levied by other regulatory agencies.
⑧ Actual cost will include, but is not limited to: labor, overhead, equipment, materials, laboratory analysis, and municipal contractor cost.
Police
Description Fee
Police
Bicycle Registration $ 1.00
Accident Reports-per one-sided page $ 0.15
Accident Report-two-side page $ 0.20
Accident/Incident Report-CD $ 2.00
Fingerprinting-Village Resident $ 4.00
Fingerprinting-Non Resident $ 6.00
Fingerprinting – Employment in the Village $ 6.00
False Alarm-Residences $ 50.00
False Alarm-Businesses $ 100.00
Alarm Permit Account (New & Renewal) $ 25.00
Parking Fines $ 25.00
Parking Fines-No decal for marina parking $ 50.00
Parking Fines-Second Violation $ 100.00
Water Restriction-1st Violation Warning
Water Restriction-2nd Violation $ 25.00
Outside Services (Special Details) $ 54.37
Forfeiture Revenue Varies
Fire Rescue
Emergency Medical Services Fees
Basic Life (per transport) $ 610.00
Advanced Life Support Level One (per transport) $ 675.00
Advanced Life Support Level Two (per transport) $ 745.00
*plus $12.00 per mile
Fire/Rescue (Special Details min. 3 hours charged per event)
Hourly rate per firefighter (2 firefighters minimum) $49.88
Vehicle operating cost per hour $12.98
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Village of North Palm Beach FY 2020 Adopted Budget Page 202 of 361
General Fund Fee Schedules FY 2020
Description Fee
Annual Fire Inspection Fees
Assembly (Type of Occupancy Use)
50-299 $ 75.00
300-999 $ 100.00
1,000-4,900 $ 175.00
5,000 or greater $ 275.00
Educational:
Day Care, Nursery Pre-school $ 35.00
All others $ 75.00
Healthcare/Instructional
5,000 square 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
Transient Lodging, Apartment, Residential Board and Care, and Adult Living Facilities
24 units and less $ 55.00
25-100 units $ 75.00
101-500 units $ 150.00
501 units or greater $ 250.00
Mercantile, Office, Storage, Industrial and Manufacturing
5,000 square 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 or greater $ 200.00
100,001 square feet or greater $ 300.00
Marinas and Boat Storage Facilities
50 boat slips and under $ 50.00
51-200 boat slips $ 150.00
101-250 boat slips $ 200.00
251 boat slips or greater $ 300.00
Tent & Temporary Structures
All $ 50.00
All other occupancies not listed $ 50.00
Re-Inspections/Extra Inspections
First No charge
Second $ 100.00
Third $ 150.00
Fourth and subsequent $ 200.00
Unscheduled inspection by special request
(subject to availability)
$75/hr 1 hr min.
2 hr min after hours
4 hr min weekend &
holidays per inspection
Any unproductive trip
(Work not ready, locked out, plans absent, etc.) $ 100.00
Plan Review Fees
Inspection & Plan Review Fee
(based on improvement cost)
$2.25 per $1,000
($50.00 minimum)
Civil Drawing Review Fee $ 50.00
Hood (excluding fire suppression system) $ 100.00
Pre-permit revision 10% of original fee
Post permit revision
$5.00 per page
($20.00 minimum)
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Village of North Palm Beach FY 2020 Adopted Budget Page 203 of 361
General Fund Fee Schedules FY 2020
Planning, Zoning & Code Compliance
Description Fee
Code Compliance
Annual Abandoned Property Registration Fee $ 150.00
Open Code Enforcement Searches (per address) $ 50.00
Reduction of Fine Request $100.00
Finding of Violation Fee $100.00
Code Citation Fees:
First Violation $ 25.00
Second Violation $ 100.00
Third Violation $ 150.00
Fourth Violation
Mandatory appearance
before Special Magistrate
Planning & Zoning (* Fees do not include advertising, legal, etc.)
Zoning Variances * $ 500.00
Sign Variances * $ 500.00
Preliminary or final Plat filing fee * $300.00
Comprehensive Plan Amendments application fee * $2,500.00
Rezoning (amendments, modify, supplement or repeal) $2,000.00
Planned Unit Development (PUD) application fee * $2,500.00
Planned Unit Development Major Amendment application fee * $1,500.00
Planned Unit Development Minor Amendment application fee * $ 500.00
Planned Unit Development Waiver fee (per waiver request)* $ 100.00
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 - Profit $ 50.00
Special Event Permit - Non-Profit $ 25.00
Landscape Permit (which includes up to 2 zoning inspections) $150.00
Site Plan Major application fee - Multi-Family & Commercial $ 500.00
Site Plan Major application fee (With Waiver)-Multi-Family & Commercial $1,000.00
Site Plan Minor application fee - Multi-Family & Commercial $ 100.00
Site Plan amendment application fee for previously approved by Planning Commission and/or
Council $ 100.00
Zoning Confirmation Letter $100.00
Zoning Re-inspection Fee $ 25.00
Peddlers and Solicitors Fee $ 250.00
Special Exception Fee* $ 500.00
Conditional Use Fee* $ 100.00
Painting Permit Fee $ 150.00
Similar Use Permit* $ 500.00
Dock/Seawall Major Application Fee* $ 500.00
Dock/Seawall Minor Application Fee* $ 100.00
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Village of North Palm Beach FY 2020 Adopted Budget Page 204 of 361
General Fund Fee Schedules FY 2020
Business Tax
Notes for Business Tax Schedule:
1.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.
2.TRANSFER FEE
a.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).
b.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).
Classification
Total Fee
(cash/check)
Total Fee
(credit card)
AGRICULTURAL SERVICES
Veterinary Services:
Veterinary service from a truck $ 132.00 $ 134.97
Veterinary service to animal specialties $ 132.00 $ 134.97
Animal specialty services, except veterinary $ 132.00 $ 134.97
Landscape counseling and planning $ 132.00 $ 134.97
Lawn and garden service $ 110.00 $ 112.48
Ornamental shrub and tree service $ 110.00 $ 112.48
Building construction-Contractors as defined by the Contractors Licensing Board
of Palm Beach County $ 132.00 $ 134.97
TRANSPORTATION
Taxi cabs:
Local Trucking $ 93.00 $ 95.09
Each place or business $ 66.00 $ 67.49
Each vehicle $ 66.00 $ 67.49
Water transportation of passengers $ 66.00 $ 67.49
Marinas (also see retail) each space (minimum $55.00 increased to $57.75); each $ 3.30 $ 3.37
Water transportation services NEC $ 66.00 $ 67.49
Arrangement of passenger transportation $ 164.50 $ 168.20
Arrangement of freight/cargo transportation $ 164.50 $ 168.20
COMMUNICATIONS
Radiotelephone communications $ 176.00 $ 179.96
Telephone company (franchise) $ 66.00 $ 67.49
Telephone communication except radiotelephone $ 176.00 $ 179.96
Telegraph $ 478.50 $ 489.27
Radio television broadcasting $ 412.50 $ 421.78
Cable and other pay television services $ 412.50 $ 421.78
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Village of North Palm Beach FY 2020 Adopted Budget Page 205 of 361
General Fund Fee Schedules FY 2020
Classification
Total Fee
(cash/check)
Total Fee
(credit card)
ELECTRONIC, GAS AND SANITARY SERVICES
Electric services (franchise) $ 578.50 $ 591.52
Natural gas transmission (franchise) $ 578.50 $ 591.52
Natural gas distributors $ 578.50 $ 591.52
Liquefied petroleum distributors $ 578.50 $ 591.52
Water supply (franchise) $ 578.50 $ 591.52
Sanitary sewer services (franchise) $ 578.50 $ 591.52
WHOLESALE TRADE (See RETAIL)
Wholesale-durable goods:
Inventory value cost-not exceeding $1,000.00 $ 38.50 $ 140.97
Each additional $1,000.00 $ 9.45 $ 140.97
RETAIL TRADE
Retail store:
Inventory value cost-not exceeding $1,000.00 $ 38.50 $ 39.37
Each additional $1,000.00 (Maximum cap $7,500) $ 9.45 $ 9.66
Filing station, marine/auto/other:
1-4 dispensers $ 93.00 $ 95.09
Each additional dispenser $ 27.00 $ 27.61
Eating place ($54.50 increased to $57.00 minimum) each seat $ 2.70 $ 2.76
Drinking place (alcoholic drinks) ($54.50 increased to $57.00 minimum) each seat $ 2.70 $ 2.76
Food service-no seats $ 132.00 $ 134.97
Non-store retail
Catalog and mail order $ 132.00 $ 134.97
Automatic merchandise machines operator $ 280.00 $ 286.30
Each machine $ 32.50 $ 33.23
Fuel oil dealer (bottled gas) $ 132.00 $ 134.97
LP gas dealer (bottled gas) $ 132.00 $ 134.97
Direct selling-each person/vehicle $ 132.00 $ 134.97
Solicitor/canvasser each:
Per year $ 346.50 $ 354.30
Each canvasser $ 115.50 $ 118.10
Retail store NEC:
Florist $ 132.00 $ 134.97
Tobacco store $ 132.00 $ 134.97
News dealer/news stand $ 132.00 $ 134.97
Optical goods store $ 132.00 $ 134.97
Miscellaneous Retail Store NEC (Consignment, Pawn) $ 132.00 $ 134.97
FINANCE, INSURANCE, REAL ESTATE
Depository institution $ 297.00 $ 303.68
Non-depository institution $ 297.00 $ 303.68
Security and commodity brokers/dealers $ 150.00 $ 153.38
Brokers sales agent $ 37.50 $ 38.34
INSURANCE
Insurance carriers $ 132.00 $ 134.97
Insurance agents, broker service $ 132.00 $ 134.97
Insurance sales agent $ 132.00 $ 134.97
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Village of North Palm Beach FY 2020 Adopted Budget Page 206 of 361
General Fund Fee Schedules FY 2020
Classification
Total Fee
(cash/check)
Total Fee
(credit card)
REAL ESTATE
Real estate operator ($54.50 increased to $57.00 minimum):
Base (1-5 sleeping rooms) $ 15.75 $ 16.10
Each additional room $ 3.30 $ 3.37
Real estate agents and manager $ 132.00 $ 134.97
Real estate sales agent (No Longer Applicable) $ 0 $ 0
Title abstract office $ 132.00 $ 134.97
Land sub dividers and developers $ 186.50 $ 190.70
Holding and other investment offices $ 297.00 $ 303.68
SERVICES
Hotels, rooming houses, etc. ($54.50 increased to $57.00 minimum):
Base (1-5 sleeping rooms) $ 16.50 $ 16.87
Each additional sleeping room $ 3.30 $ 3.37
Personal Services:
Laundry, cleaning, garment service $ 132.00 $ 134.97
Coin operated laundry, dry cleaning $ 132.00 $ 134.97
Operator 1-20 machines $ 132.00 $ 134.97
Each additional machine $ 6.50 $ 6.65
Photographic studio, portrait $ 132.00 $ 134.97
Beauty shop $ 132.00 $ 134.97
Each state licensed operator $ 37.50 $ 38.34
Barber shop $ 132.00 $ 134.97
Each state licensed operator $ 37.50 $ 38.34
Shoe repair shop $ 132.00 $ 134.97
Funeral service $ 297.00 $ 303.68
Additional for ambulance service $ 186.50 $ 190.70
Tax preparation service $ 132.00 $ 134.97
Miscellaneous personal service NEC $ 132.00 $ 134.97
Advertising agency $ 132.00 $ 134.97
Consumer credit reporting/collection $ 132.00 $ 134.97
Mailing, reproduction. Commercial art and stenographic service $ 132.00 $ 134.97
Service to dwelling $ 132.00 $ 134.97
Miscellaneous equipment rental/leasing $ 132.00 $ 134.97
Personnel supply service $ 132.00 $ 134.97
Computer programming, data processing $ 132.00 $ 134.97
Miscellaneous business service NEC $ 132.00 $ 134.97
Business services NEC $ 132.00 $ 134.97
Telemarketing $ 186.50 $ 190.70
Plus each phone $ 37.50 $ 38.34
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Village of North Palm Beach FY 2020 Adopted Budget Page 207 of 361
General Fund Fee Schedules FY 2020
Classification
Total Fee
(cash/check)
Total Fee
(credit card)
AUTO SERVICE/REPAIR
Auto Rental $ 132.00 $ 134.97
Auto repair shop:
2 persons $ 37.50 $ 38.34
3-4 persons $ 59.50 $ 60.84
5-6 persons $ 110.00 $ 112.48
7-10 persons $ 176.00 $ 179.96
11-20 persons $ 220.00 $ 224.95
More than 21 person $ 363.00 $ 371.17
Car wash $ 132.00 $ 134.97
MISCELLANEOUS REPAIR SERVICES
Misc. repair services store $ 132.00 $ 134.97
Misc. repair services from a truck $ 66.00 $ 67.49
Misc. repair services with retail store $ 66.00 $ 67.49
MOTION PICTURES
Motion picture production/distributor $ 132.00 $ 134.97
Motion picture theatre/drive-in $ 275.00 $ 281.19
Plus per seat/per space $ 0.49 $ 0.50
AMUSEMENT AND RECREATION SERVICE
Dance studios $ 132.00 $ 134.97
Theatrical producers $ 132.00 $ 134.97
Bowling center (1-5 alleys) $ 132.00 $ 134.97
Each additional alley $ 37.50 $ 38.34
Commercial sports $ 186.50 $ 190.70
Physical fitness facilities $ 132.00 $ 134.97
Coin operated amusement devices operator $ 280.00 $ 286.30
Plus each machine $ 32.50 $ 33.23
Amusement and recreation services NEC $ 132.00 $ 134.97
Fortune teller-fee charged $ 1,267.00 $ 1,295.51
No fee charged-contribution $ 2,205.00 $ 2,254.61
Phrenologist-fee charged $ 1,487.50 $ 1,520.97
No fee charged-contribution $ 2,205.00 $ 2,254.61
HEALTH SERVICES
Licensed practitioner each $ 132.00 $ 134.97
Nursing and personal care facility $ 186.50 $ 190.70
Hospital $ 186.50 $ 190.70
Medical and dental laboratory $ 186.50 $ 190.70
Home health care $ 132.00 $ 134.97
Miscellaneous health services NEC $ 132.00 $ 134.97
LEGAL SERVICES
Attorneys each $ 132.00 $ 134.97
EDUCATIONAL SERVICES
Elementary and secondary school $ 132.00 $ 134.97
Vocational school $ 132.00 $ 134.97
Schools and educational services NEC $ 132.00 $ 134.97
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 208 of 361
General Fund Fee Schedules FY 2020
Classification
Total Fee
(cash/check)
Total Fee
(credit card)
SOCIAL SERVICES
Individual and family services $ 132.00 $ 134.97
Job training service $ 132.00 $ 134.97
Child care facility (Fla. Statute) $ 154.00 $ 157.47
Family day care (Fla. Statute) $ 59.50 $ 60.84
Community residential home (Fla. Statute) $ 154.00 $ 157.47
Social services NEC $ 132.00 $ 134.97
Membership organizations $ 132.00 $ 134.97
ENGINEERING, ACCOUNTING, RESEARCH MANAGEMENT
Engineering, architectural and surveying-each practitioner $ 132.00 $ 134.97
Residential designer $ 132.00 $ 134.97
ACCOUNTING, AUDITING AND BOOKKEEPING SERVICES
Accounting/bookkeeping service $ 132.00 $ 134.97
Certified public accountant each $ 132.00 $ 134.97
RESEARCH, DEVELOPMENT AND TESTING SERVICES
Research, development and testing services $ 132.00 $ 134.97
MANAGEMENT AND PUBLIC RELATIONS SERVICES
Management services $ 132.00 $ 134.97
Management consulting services $ 132.00 $ 134.97
Public relation services $ 132.00 $ 134.97
Facility support management services $ 132.00 $ 134.97
Business consulting services NEC $ 132.00 $ 134.97
Building
Description: Fee:
Minimum Permit Fee $75.00 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 Minimum. Third rejection of plans
for the same comment shall incur a fee of four (4) times the plan
review portion of the permit 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 $40.00 per label
Surcharge 1% of the permit fee. Minimum of $2. Florida State Statues SS
553.721
Building Code Administrators and Inspectors Fund
1.5% of the permit fee. Minimum of $2. Florida State Statutes
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 to 24"x36"
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 209 of 361
General Fund Fee Schedules FY 2020
Description: Fee:
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 $75.00
Re-inspection Fee
$75.00, second re-inspection $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 availability) $75/hr 1hr 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 approval Four (4) times the permit fee, plus $100.00 Administration Fee.
(At the discretion 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.
Renew or extend permit or application $ 50.00
Re-issuance Fee (after 180 days of expiration date) 30% of original permit fee, $75.00 minimum + plan review fee
Temporary Signs or Temporary Tents (Each) $ 50.00 + plan review and Fire Department Fee if applicable
Temporary Certificate of Occupancy Fee $ 100.00
Temporary Certificate 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 Actual Cost
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.
Open Permit Search (per address) $50.00
Non-Domicile Business Registration $ 25.00
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.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 210 of 361
Country Club
FY 2020
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 211 of 361
Country Club Organization Chart FY 2020
The Residents
Village Manager
Golf
Operations
Accounting Clerk 1 FT
Administrative Coordinator 1 PT (+1 PT)
Trades Mechanic 1 FT (+1 FT)
First Assistant Golf Professional 0 FT (-1 FT)
Second Assistant Golf Professional 0 FT (-1 FT)
Assistant Golf Professional 2 FT (+2 FT)
Member Relations Coordinator 1 FT
Sales & Marketing Rep 0 PT (-1 PT)
Golf Merchandising Assistant 1 PT (+1 PT)
Country Club Attendant 26 PT
Village Council
Summary FY 2020 FY 2019 Change
Full-Time 7 6 +1 FT
Part-Time 28 27 +1 PT
Head Golf Professional
1 FT
General Manager
1 FT
Administrative &
Maintenance
Support
Pool & Tennis
Operations
(see General Fund)
Note: The General Manager
also oversees the Pool and
Tennis Operations which are
budgeted in the General Fund
The personnel changes in
the Country Club are to
provide additional
administrative and
maintenance support
Village of North Palm Beach FY 2020 Adopted Budget Page 212 of 361
Country Club FY 2020
Mission Statement
The North Palm Beach Country Club (NPBCC) is committed to offering a quality recreational facility,
featuring golf, tennis and pool to residents, members and the general public. Its mission is to maintain self-
sustaining operations through an integrated combination of pricing, marketing and operating controls that
capitalize on the facility’s ideal locale adjacent to the Intracoastal Waterway on the golf club’s Jack Nicklaus
“Signature” course design, and exemplary customer service.
Golf, Pool, & Tennis Operations
The Village of North Palm Beach commenced a project to rebuild the North Palm Beach Country Club
Clubhouse in June 2018. The project was designed by Peacock + Lewis LLC and is under construction through
The Weitz Company as the Village’s Construction Manager with a scheduled date for completion in November
2019.
The golf course was renovated in 2018 to improve playability for differing skill levels by reshaping some greens,
adjusting the location and size of bunkers and re-grassing the entire course. The project also included the
introduction of Latitude 36 to the tee boxes, fairways and roughs, and the extension of cart paths to reduce wear
on the facility.
The course remains the second public municipal golf course in the United States to bear the prestigious moniker
of a Jack Nicklaus “Signature” Golf Course. The Village’s Nicklaus “Signature” course offers six (6) sets of
tees so golfers may challenge the course in a manner commensurate to their individual game. The course plays
up to 7,071 yards at a par 71. A putting green is located adjacent to hole number one with a pitching/chipping
green near hole number 15 for golfers to perfect their “short game.” Also, a members-only short game area on
the north side of the maintenance facility is available.
Golf operations are open seven (7) days-a-week offering individual, group and clinic instruction from on-staff
PGA professionals; monthly tournaments for all levels of skill and experience; and a lighted driving range.
The golf shop offers a variety of soft goods, golf accessories, and golf clubs for sale.
The tennis facilities are open seven (7) days-a-week featuring ten (10) HarTru lighted tennis courts. The tennis
building offers a tennis shop with merchandise & racquet stringing, showers, multi-purpose room, and offices.
The shop staff will assist with scheduling social play, group clinics, private lessons, and registration for special
events. There is a weekly schedule of daily activities and a monthly schedule of special events.
The pool facility is open seven (7) days-a-week featuring an L-shaped Olympic size pool with six 50-meter
lanes, six 25-yard lanes, deep diving well with board, interactive splash pad for children, locker room with
showers and poolside snack bar. There is a daily and weekly schedule of activities to include NPB Swim Team,
water aerobics, swim lessons, water polo, master swim and scuba training. With the opening of the new
clubhouse and introduction of new amenities on the pool deck, the Country Club will introduce a series of
events for our residents and members. Featured events will include Family FUN, kid’s movie night, cookouts,
and musical performances.
Village of North Palm Beach FY 2020 Adopted Budget Page 213 of 361
Country Club FY 2020
Memberships
Due to the opening of the new clubhouse, an influx of new residents and proposed membership requirements
for team and academy members, an increase in total memberships for pool and tennis is anticipated. The
Village is also developing new membership categories – including a social membership – that will be
introduced during the fiscal year. In order to provide reasonable member access to course play while
preserving access to “walk-in” guests during high season and holidays, a maximum of 210 annual golf
memberships has been established for the facility. Available memberships will continue to be prioritized as
follows:
Renewal of existing club members,
Residents of North Palm Beach,
New members sponsored by existing members in membership initiative program, and
Non-resident applications.
Organizational Structure
The Country Club facility is headed by the General Manager who supervises all staff and manages contracts
associated with golf, golf maintenance, tennis and pool facilities, as well as, the restaurant and banquet facility.
The General Manager is also responsible for business development and marketing functions. One (1) part-time
Administrative Coordinator and one (1) full-time Accounting Clerk assist the General Manager with the day-
to-day operations of the Country Club including processing payroll and invoices, correspondence with
contractors and consultants, scheduling meetings, performing research, office management, and answering
inquiries from the public.
The golf operation is led by a full-time Head Golf Professional. In addition to the Head Pro, the golf
organization includes two (2) full-time Assistant Golf Professionals, one (1) full-time Member Relations
Coordinator, one (1) part-time Golf Merchandising Assistant, and twenty-six (26) part-time Country Club
Attendants.
The tennis operation is led by one (1) full-time Tennis Supervisor. In addition to the Tennis Supervisor, the
tennis operation also includes five (5) part-time shop attendants/retail staff, one (1) part-time Head Tennis Pro
and five (5) part-time USPTA or USPTR certified professionals.
The pool operation will be led by one (1) full-time Pool Supervisor. In addition to the Pool Supervisor, the
pool operation also includes two (2) part-time recreation assistants and fourteen (14) part-time and seasonal
Lifeguards.
Historically, the maintenance of the club building, tennis and pool have been assigned to the Public Works
Department. In FY 2020, the Village will hire one (1) full-time Trades Mechanic/Facilities Maintenance
employee who will be responsible for the Country Club buildings which include the Clubhouse, Tennis, Pool,
Driving Range restrooms, Golf Course Maintenance building and irrigation pump station.
To improve efficiency and offer a higher level of service, the Village has outsourced grounds maintenance of
the golf course and tennis courts. Golf course maintenance services are outsourced to Brightview which
affords a higher level of conditioning on the Nicklaus “Signature” course layout and realizes a significant
monetary savings to the Village. Brightview was hired in the summer of 2019 and has demonstrated their
ability and commitment to giving our members and visitors and excellent golfing experience. To maintain the
“Signature” course, however, the proposed Golf Operations budget reflects funding for additional trees and
sod which supports the “fine tuning” of the golf course as it moves into its twelfth season of play. The tennis
courts are maintained by Splash & Swing, Inc. Janitorial services and Landscaping services are outsourced as
well.
Village of North Palm Beach FY 2020 Adopted Budget Page 214 of 361
Country Club FY 2020
The Village has made some changes to the Clubhouse organization to improve operations:
Addition of one (1) full-time Trades Mechanic position to ensure appropriate maintenance of the
facilities and grounds;
First and Second Assistant Golf Professional position titles changed to Assistant Golf Professional;
Replaced one (1) part-time Golf Sales & Marketing position with one (1) part-time Golf Merchandising
Assistant position;
Recreation Supervisor position title changed to Tennis Supervisor;
Addition of one (1) part-time Camp Counselor position that will focus on tennis camps;
The Recreation Facilities Manager position will be replaced with a Pool Supervisor position; and
Addition of one (1) part-time Administrative Coordinator position
Food & Beverage (F&B) Operation
The Food & Beverage (F&B) Operation will be outsourced in the coming fiscal year to Farmer’s Table NPB,
LLC. The Village and Farmer’s Table agreed to a lease agreement for the use of the restaurant and dining
facilities after an extensive search for restaurant and catering vendors.
This full-service food & beverage restaurant operation will feature indoor & outdoor a la carte dining, a
poolside snack bar, beverage cart service on golf course and private event banquet sales and services. Members
will be offered advance reservation preference and discounted private event minimums. Farmer’s Table is
working to create Birthday programs, member specials and themed events. The sale and distribution of
alcoholic beverages, both on the golf course and within the facilities, will be strictly regulated in accordance
with the prevailing beverage laws.
Current Year Accomplishments and New Initiatives
The following activities were completed or conducted during the last fiscal year (FY 2019).
Golf:
Hosted two complimentary Member Mixers during the seasonal months with an overwhelmingly
positive response from attendees. The first Member Mixer in early January served as a “welcome back,”
with our second event in March serving as our summer farewell mixer.
Improved programming for Junior Team Golf with access to practice facilities and a particular
emphasis on practicing throughout the week apart from scheduled team practice times.
Improved programming for the adult Get Golf Ready program and implemented summer clinic options
which were previously not offered.
Experienced a very successful Junior Golf and Swim Camp summer program as evidenced by the first
week of camp having record attendance.
Continued to reduce the carbon footprint of the Golf Operation by reducing waste in landfills and
continuing the recycling initiative initially implemented in FY2016.
Assisted in the plans for the new Country Club Clubhouse, including but not limited to the layout of
the proposed golf shop, locker rooms, administrative offices, cart barn, and other pertinent golf and
recreational facilities of the club; provided feedback and advice to Village Administration and Council
pertaining to the golf operations and future projects; and worked closely with the project team
regarding temporary facilities and golfers’ needs prior to, during, and through the end of construction.
Village of North Palm Beach FY 2020 Adopted Budget Page 215 of 361
Country Club FY 2020
Met with the Nicklaus Group and initiated an open dialogue between the architects and agronomists
during the fiscal year in preparation for proposed course projects and renovations.
Hosted a meeting for Council, Golf Advisory Board members, Green’s Committee members, Golf and
IGM staff (the former golf course maintenance company), and Village Administration to interact with
the Nicklaus Group in order to provide valuable information on proposed course projects and
renovations.
Tennis:
2019
Added special events (one per month); increased attendance in daily clinics; and grew the afterschool
program for the youngest children (4 to 6 years)
Club staff started organizing adult round robins each evening to improve revenue stream
Started the process of improving the landscaping and overall look to the entire property
Working closely with Public Works to improve buildings and structures
2020
Increase special events to two per month; continue to improve attendance in the daily clinics; and
increase promotion of the afterschool program for all ages
Initiate relations with local elementary schools to improve and grow the junior program
Work closely with the social media personnel to improve presence of tennis profile on the website and
social media
Initiate online registration for prepaid group tennis clinics and junior programs
Working with a local Tennis Academy to improve and grow the junior program and tennis
memberships.
Pool:
2020
Complete refurbishment of pool deck to include the addition of an interactive water feature for children,
a snack bar and full-service locker room facility.
Establish solid vendor agreements to improve and grow pool memberships and sustain exceptional
facility maintenance.
Hire newly created Pool Supervisor position to manage day-to-day on-site pool operation to ensure
safety and maintenance standards are met; create and implement diverse aquatic programs for residents,
members and community and increase overall pool revenues through exceptional customer service
skills and events.
Village of North Palm Beach FY 2020 Adopted Budget Page 216 of 361
Country Club FY 2020
Goals and Objectives
In the coming year, the North Palm Beach Country Club plans to achieve the following goals and objectives:
Strategic Goal:
Beautification & Quality of Life
Department Goal:
Golf:
Continue to enhance the conditions of the course, clubhouse grounds and club offerings to align with
the expectations of a Jack Nicklaus Signature golf facility and to become a destination facility for
traveling golfers and corporate groups.
Objectives:
a.Work closely with a Nicklaus-approved agronomist regarding the current and future needs of the golf
course and facility and utilize their expertise to effectively and efficiently implement a master
renovation plan for the golf course. This plan will enhance the overall playability and aesthetics of the
golf course and driving range facilities. By adding synthetic turf at the north end of the driving range,
it will provide relief to the Bermuda turf on a weekly basis and will improve the overall look and
playability of the public range. The addition of LED lighting will provide a better overall experience
for those practicing at night by making the hitting tee and ball flight more visible.
b.Utilize the current contract with Brightview to realize a cost-savings for the Village through the
renovation project while working in conjunction with the Nicklaus group to ensure the project is on
schedule and under budget.
c.Regularly assess the program offerings of the club and adjust programs to meet the needs of the
community. The first Team Golf Elite program at the North Palm Beach Country Club was
implemented in fall 2017 as a stepping stone for juniors interested in playing competitive golf.
d.Host weekly staff meetings with the course Superintendent and golf administrators to discuss ongoing
and upcoming projects and to schedule work priorities, tournaments and activities accordingly.
e.Enhance the appearance and offerings of the golf shop to reflect Village pride and brand awareness,
particularly as it relates to the larger, improved space anticipated in the new Country Club Clubhouse.
Tennis:
Continue to work closely with existing contractors to improve the overall look of the tennis building,
outdoor patios, landscaping, and the tennis courts. Upcoming specific projects include:
a.Landscaping project along U.S. Hwy. 1
b.Improved court drainage through re-trenching
c.Refurbishment of courts 1 & 2
d.Addition of shaded seating for team players to observe their teammates matches
e.Removal of nuisance animals on the Country Club property
f.Increase programming for families; coordinating with the pool and restaurant for events designed
specifically for families
g. Re-sodding as budget allows
Village of North Palm Beach FY 2020 Adopted Budget Page 217 of 361
Country Club FY 2020
Pool:
Through market research both internally and externally, create diverse programs to increase
membership, participation and revenues. Professionally maintain and manage this new aquatic facility
to create a reputation as being one of the best pool facilities in the county.
a.Regularly review pricing to insure sustainability
b.Create Pool Advisory Committee to ensure management is aware of any issues, desires, needs to build
membership, programming and satisfaction levels of members and residents.
c.Continue to develop programming that increase participation in tennis activities
Actively participate in the planning of the new Country Club Clubhouse through the collaboration and
building phases.
Objectives:
a.Provide valuable feedback regarding the golf and restaurant operations as it pertains to traffic flow,
clubhouse design functionality, member and customer desires, and employee/operational necessities
and requirements prior to, during, and through construction.
b.Foster a transparent and open line of communication with patrons and residents concerning the
progress, subsequent steps, and expected outcomes of the various phases.
Strategic Goal:
Financial Sustainability
Department Goal:
Build a support network of members, guests, employees, and industry professionals to provide valuable
feedback, insight, and ideas to improve the overall Country Club operations for the enjoyment of all
visitors.
Objectives:
a.Evaluate local area courses and communicate with administrative staff in order to gain valuable
information regarding industry trends, maintenance practices, and other golf-related business decisions,
particularly as it pertains to the planned renovations of the course and impacts to the overall operation.
b.Head Pro to attend the yearly PGA Merchandise show and GM the CMAA Club Managers Association
of America national and regional conferences to learn about trends nation-wide and world-wide to help
plan for the future of the North Palm Beach Country Club.
c.Encourage members and guests to participate in the monthly Green’s Committee and Golf Advisory
Board meetings by word of mouth, email communication, and external posts of meeting information.
d.Engage in chapter and national meetings of the Professional Golfers and Club Manager’s Association
of America and network with local professionals and industry leaders to conceptualize and collaborate
on issues pertinent to the golf and club industry.
e.Participate in Florida’s Municipal Golf Course Association as a PGA Professional and Administrator
to examine areas of opportunity and gain a better understanding of the threats, opportunities, and trends
affecting the industry in our immediate area. Also, to that end, establish ongoing work relationships
with local area professionals to build a community of clubs, with whom we can partner for future
mutual benefit.
Village of North Palm Beach FY 2020 Adopted Budget Page 218 of 361
Country Club FY 2020
f.Participate in Palm Beach North Chamber of Commerce events to promote our facilities and services
to businesses and individuals in north county.
g.Cross-train the current staff at the North Palm Beach Country Club across the various functions of the
golf operation to help alleviate scheduling conflicts, create a more knowledgeable and helpful staff
base and cover for emergencies in short-term situations.
Department Goal:
Golf:
Develop a master plan for the golf course in conjunction with the 5-year capital plan that outlines and
prioritizes large-scale future projects and associated costs.
Objectives:
a.Implement the “wish list” as envisioned by the Nicklaus Group, Golf Advisory Board, Green’s
Committee, golf staff, and Village Administration in the summer of 2018 with the guidance of a
Nicklaus-approved agronomist and Nicklaus architect(s).
b.Regularly assess the current and future needs of the course, acknowledging it as a “living, breathing
entity” in need of constant care, and provide and plan for the implementation of projects in terms of
both time and financial impacts.
Golf Memberships: The number of golf members is a good indicator of the golf club’s overall health based
on the fact that member plays accounts for approximately 45% of total rounds played. The club is at capacity
and possess a healthy waiting list. With the change in golf operations procedures – a new membership year
will begin for all memberships excluding summer memberships on October 1st thus a substantial revenue will
be derived in the first quarter from golf memberships which will help cover operating expenses throughout the
year.
0 50 100 150 200 250
Annual Golf
Memberships
Junior Golf
Memberships
Summer
Memberships
Resident Card
Holders
FY 20 Estimated FY 18 Projected FY 17 Actual
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 219 of 361
Country Club FY 2020
Golf Instructional Programs at the North Palm Beach Country Club: Due to range closure in 2019, minimal
revenues were recognized as originally forecasted. FY2020 instructional programs are in the process of being
rebuilt to provide practices and instructions with our PGA Professionals on-site. We will continue to host our
year-round Saturday morning drop-in clinics for beginner juniors as well as our Get Golf Ready program for
beginner to intermediate level adults throughout the seasons. Additional highlights will include our 2nd season of
PGA Junior League Team and a possible partnership with the 1st Tee program of Palm Beach County.
Tennis:
Through market research both internally and externally, create diverse programs to increase
membership, participation and revenues. Professionally maintain and manage the Tennis Center to
create a reputation as being one of the best tennis facilities in the county.
Objectives:
a.Regularly review pricing to insure sustainability
b.Create Tennis Advisory Committee to ensure management is aware of any issues, desires, needs to
build membership, programming and satisfaction levels of members and residents.
c.Continue to develop programming that increase participation in tennis activities
d.Use attendants when possible lower overhead of programming
Develop a master plan for the tennis center in conjunction with the 5-year capital plan that outlines and
prioritizes large-scale future projects and associated costs.
Objectives:
a.Seek grants that will assist with funding large scale projects.
b.Increase revenues to cover costs of operating budget.
Tennis Operation
$‐
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Budget
Revene $404,540 $451,010 $481,350 $468,150
Expense $424,151 $442,601 $565,855 $558,174
Revene
Expense
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 220 of 361
Country Club FY 2020
Tennis Facilities
North Palm Beach Country Club Tennis Facility – 951 US Highway 1
Features 10 Har-Tru clay lighted tennis courts, pro shop, and a full service clubhouse
Tennis Revenue – The Village retains all membership, rental, and guest fees as well as fees obtained
from clinics and private lessons.
8 Ladies Teams
3 Senior Teams (2 male & 1 female)
Increased Stringer Revenue
Bus trip to the Miami Open – Sold out for 6th consecutive year!
Performance Measures
Performance Measure FY 2018
Actual
FY 2019
Projected FY 2020
Estimated
Junior Program (Mondays & Saturdays) & Camps n/a 196 300
Number of total memberships 182 187 187
Tennis Participation 22,653 22,854 23,000
All Departments
Enhance and promote the complete Country Club experience
Objectives:
a.Continue to be an integral part of the planning and design of the Clubhouse to ensure that the full needs of
the residents are addressed in terms of country club amenities and recreation experience. Continue to work
with Brightview in the daily maintenance and project targets to improve and enhance our Signature Jack
Nicklaus golf course.
b.Develop strategies to enhance the experience of residents, guests and swim team members at the pool
facility. Develop long term strategies to improve the pool area experience for current users as well as
attracting new users and grow pool membership.
c.Enhance the overall atmosphere and maintenance of the tennis facility.
1.Create new strategies to increase participation in all phases of the programs.
2.Increase merchandizing revenue and work with the golf management staff to better coordinate this
process
3.Hire Tennis Academy to improve and grow our current Junior Tennis program and membership
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 221 of 361
Country Club Budget Summary FY 2020
Revenue
FY 2020
Budget
FY 2019
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
9/30/18
Actual
9/30/17
Greens fee/cart rentals/membership fees $ 2,610,854 $2,129,209 22.62% $ 481,645 $1,743,760 $2,302,642
Golf Shop revenues 406,000 159,400 154.71% 246,600 217,148 296,119
Driving range revenues 360,000 300,000 20.00% 60,000 276,244 303,994
Restaurant revenues 329,500 0 0.00% 329,500 0 32,595
Interest revenues 0 10,000 -100.00% (10,000) 13,874 10,274
Sale of Surplus 0 0 0.00% 0 19,448 0
Miscellaneous 16,000 6,000 166.67% 10,000 17,487 11,081
Appropriated Retained Earnings 261,234 275,647 -5.23% (14,413) 0 0
Total Revenues $3,983,588 $2,880,256 38.31% $1,103,332 $2,287,962 $2,956,706
Expenses
Personnel Costs 1,006,219 828,298 21.48% $ 171,921 573,017 649,433
Operating Costs
Golf Course Maintenance 1,430,000 1,163,500 22.91% 266,500 1,159,940 1,137,008
Golf Shop and Range 600,925 343,200 75.09% 257,725 310,952 418,621
Food and Beverage 50,000 12,314 306.04% 37,686 41,979 64,288
Country Club Administration 13,700 13,700 0.00% 0 17,192 20,109
Clubhouse & Grounds 392,500 29,000 1253.45% 363,500 68,350 118,380
Insurance & General Liability 46,555 46,555 0.00% 0 42,711 47,469
Attorney Fees 10,000 10,000 0.00% 0 13,772 4,683
Capital Outlay
Capital Outlay 0 0 0.00% 0 1,363,664 2,416
Debt Service
Debt Service 433,689 433,689 0.00% 0 405,942 398,159
Reserves
Contingency 0 0 0 0 0 10,407
Total Expenses $3,983,588 $2,880,256 38.31% $ 1,103,332 $3,997,519 $2,870,972
Revenues over (under) expenses $ 0 $ 0 $ 0 $(1,709,557) $85,734
# Rounds 42,500 40,000 25,832 41,979
Note: The Country Club is an Enterprise Fund used to account for operations of the Village’s Golf and
Country Club, where the costs of providing goods and services to the general public on a continuing basis are
financed or recovered through user charges: no taxes or assessments are used to support the Country Club
operations. The Country Club can be divided into three operations: Golf, Food & Beverage and
Administration. The budget summary above is for the Country Club Fund. Please see the detail on the
following pages for explanations on revenues and expenses.
Note: For FY 2020, the Village’s Pool and Tennis Operations are supervised by the Country Club General
Manager but recorded in the General Fund Budget.
Village of North Palm Beach FY 2020 Adopted Budget Page 222 of 361
Country Club Highlights FY 2020
Number of Memberships 210
Target Number of Rounds 42,500
Personnel Highlights:
*Employee Salaries $ 782,607
*Employee Benefits 223,612
Total Personnel Costs $ 1,006,219
Operating Highlights:
*Golf Course Maintenance Contract 1,299,000
*Utilities 247,000
*Cost of Golf Merchandise 219,000
*Golf Cart Lease with GPS 160,000
*Materials & Supplies 108,850
*Landscaping 100,000
*Charge Card Fees 57,500
*Property/General Liability 46,555
*Repairs & Maintenance 46,000
*Janitorial Services 40,000
*Food & Beverage Broker Commission Fee 30,000
*Marketing & Advertising 30,000
*Tree Trimming 30,000
*Food & Beverage Property Tax Assessment 20,000
*Irrigation System Maintenance 16,500
*Exterminating 15,000
*Legal Fees 10,000
*Uniforms & Shoes 5,000
Total Operating Costs $ 2,543,680
Debt Service:
*Golf Course Renovation loan 398,159
*Inter-fund loan from General Fund 35,530
Total Debt Service $ 433,689
Capital Outlay $ 0
Country Club Contingency $ 0
Total Fiscal Year 2019-2020 Country Club Budget $ 3,983,588
Village of North Palm Beach FY 2020 Adopted Budget Page 223 of 361
Revenues
FY 2020
Village of North Palm Beach FY 2020 Adopted Budget Page 224 of 361
Country Club Revenues FY 2020
Total Revenues = $3,983,588
Village of North Palm Beach FY 2020 Adopted Budget Page 225 of 361
Country Club Revenues FY 2020
The Country Club is operated as a self-supporting enterprise for which fees charged to users are intended to
pay for the full cost of operations. This section includes a discussion regarding revenue sources for the
Village’s FY 2019/20 Country Club Budget (total budget = $3,983,588). The major source of Country Club
revenues (74.36%) are derived from golf memberships, cart rentals, walking fees, greens fees, and the driving
range.
The budgeted revenues are estimated based on the number of memberships, plays, and cart rentals over past
years; fees for these items are adjusted yearly to accommodate the estimated budgeted expenses of the
Country Club Operations.
The following assumptions were used when preparing the Country Club Golf Revenue Estimates:
Grand Opening November 2019
42,500 anticipated rounds
210 memberships
25% increase in membership dues
Increased focus on merchandising
Outside marketing vendor (corporate packages, partnerships)
Membership $806,354
Golf Memberships represent 20.24% of total Country Club Revenues and are based on type of membership and
historical trend:
Village of North Palm Beach FY 2020 Adopted Budget Page 226 of 361
Country Club Revenues FY 2020
Cart Rental/Walking Fee $892,000
This class of revenue represents 22.39% of the
overall Country Club Revenues. The calculation is
based on historical trend.
Driving Range $360,000
Driving Range revenue represents 9.04% of total
Country Club Revenues and is based on historical
trend.
Greens Fees $904,000
Greens Fees represent 22.69% of total Country
Club Revenues and are calculated based on
historical trend.
Merchandise Sales $300,000
Golf Merchandise sales represent 7.53% of total
Country Club Revenues and are calculated based
on historical trend.
Village of North Palm Beach FY 2020 Adopted Budget Page 227 of 361
Country Club Revenues FY 2020
Food & Beverage $329,500
The Food & Beverage operation is contracted out
to an outside vendor. The total food and beverage
revenue represents 8.27% of total Country Club
Revenues.
The following assumptions were used:
Lease estimated at $215,000
Grand Opening in November 2019
Rent $8,333/month ($100k annually) for 8
months
5% of gross revenue over ($2m) with $5m
projected
Miscellaneous $391,734
Miscellaneous Revenue represents 9.83% of total
Country Club Revenues. Key components include
the following:
Bag Room 12,000
Golf Handicap Service 5,000
Locker Rental 3,000
Resident Card 10,000
Rental-Golf Clubs 40,000
Golf Lessons 50,000
Appropriated Retained Earnings 261,234
Village of North Palm Beach FY 2020 Adopted Budget Page 228 of 361
Expenses
FY 2020
Village of North Palm Beach FY 2020 Adopted Budget Page 229 of 361
Country Club Expenses FY 2020
Personnel
$1,006,219
25.26%
Operating
$2,543,680
63.85%
Debt Service
$433,689
10.89%
Contractual /
Professional Services
$1,639,225
66.75%
Charge Card Fees
$57,500
2.34%
Materials & Supplies
$108,850
4.43%
Merchandise
$219,000
8.92%
Repairs & Maintenance
$107,500
4.38%
Utilities
$247,000
10.06%
Property/Casualty
Insurance
$46,555
1.90%
Marketing &
Advertising
$30,000
1.22%
Total Expenses = $3,983,588
Village of North Palm Beach FY 2020 Adopted Budget Page 230 of 361
Country Club Expenses FY 2020
This section includes a discussion regarding appropriations for the Village’s FY 2019/20 Country Club
budget (total budget = $3,983,588), how much of the total budget it comprises, and assumptions used in
determining the projections. All expenses are funded by user charges; no taxes or assessments are used to
support the Country Club operations. It is important to note that the FY 2019/20 Country Club budget
was prepared with the following assumptions:
Clubhouse grand opening in November 2019
First full year with new General Manager and new golf course maintenance company
As mentioned in the Basis of Accounting section, capital outlay and debt service are reflected as a budgeted
expense although both of these items are balance sheet items in the Village’s CAFR, as required by GAAP.
Personnel Costs $1,006,219
Employee salary and benefits represent 25.26% of the total Country Club Expenses. These costs are
allocated on a per employee basis. Assumptions used in budgeting for the major employee costs are
discussed below:
Salaries:
Performance based merit increases for non-union personnel are budgeted at an average of 4% based on a
0% - 5% scale. Salary increases for FPE union eligible employees are budgeted in accordance with the merit
increases as negotiated in their collective bargaining agreement.
Retirement:
For the purpose of creating the 2019/2020 budget, the estimated annual required employer contributions are
shown below. The actual figures will be based on asset returns, actuarial experience and the results of
collective bargaining.
All budgeted plan contributions are outlined below:
Pension
Plan
Employer
Contribution
Employee
Contribution
General Employee Pension Plan 20.10 % 6 %
ICMA-RC Pension Plan 15% 3%, 5%, 10% or 15%
Health Insurance:
Health insurance is budgeted at the employee level for the cost provided by the insurance carrier based on
type of coverage.
FICA:
This item was budgeted at 7.65% of payroll.
Worker’s Compensation:
This item is budgeted at the employee level for the cost provided by the insurance carrier based on type of
position.
Village of North Palm Beach FY 2020 Adopted Budget Page 231 of 361
Country Club Expenses FY 2020
Operating Costs $2,543,680
Appropriations are budgeted based on past history and the needs of the Club. Operating costs represent
63.85% of the overall Country Club Expenses. Some highlights of operating costs are listed below:
Golf Course Maintenance & Agronomist 1,299,000
Utilities 247,000
Cost of Golf Merchandise 219,000
Golf Cart Lease w/ GPS 160,000
Materials & Supplies 108,850
Landscaping 100,000
Charge Card Fees 57,500
Property/General Liability 46,555
Repairs & Maintenance 46,000
Janitorial Services 40,000
F&B Broker Commission Fee 30,000
Marketing & Advertising 30,000
Tree Trimming 30,000
F&B Property Tax Assessment (Lease Operation) 20,000
Irrigation System Maintenance 16,500
Exterminating 15,000
Legal Fees 10,000
Uniforms & Shoes 5,000
Village of North Palm Beach FY 2020 Adopted Budget Page 232 of 361
Country Club Expenses FY 2020
Capital Outlay $0
Capital needs and resource availability are assessed annually through a capital planning process that results
in a five-year capital plan. The five-year capital plan includes:
the cost to furnish and maintain capital facilities and equipment, such as roadways, parks, drainage
systems and other valuable infrastructure
the cost of new and replacement fixed assets, such as vehicles, equipment, hardware/software, etc.
Those items deemed necessary are funded in the respective department’s budget; the remaining items are
deferred to future years. For the FY 2019/20 budget, the Capital Outlay category represents 0% of the
overall Country Club budget.
Village of North Palm Beach FY 2020 Adopted Budget Page 233 of 361
Country Club Expenses FY 2020
Debt Service $433,689
Debt service payments are the series of payments of principal and interest required on a debt over the fiscal
year. The FY 2019/20 debt service budget represents 15.06% of the overall Country Club budget. The
Country Club has one loan obligation and one inter-fund loan outstanding.
Contingency $0
During the budget process, reserves are set aside to accommodate unanticipated expenditures. For the FY
2019/20 budget, the Contingency category represents 0% of the overall Country Club budget. Village
Council opted to remove this item from the budget and will utilize unrestricted retained earnings for
unanticipated expenditures.
Village of North Palm Beach FY 2020 Adopted Budget Page 234 of 361
Department Summaries
FY 2020
Village of North Palm Beach FY 2020 Adopted Budget Page 235 of 361
Golf FY 2020
Budget Summary
FY 2020 Budget
FY 2019
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 793,618 $ 596,460 33.05% $ 197,158 $ 500,789 $ 577,880
Operating
Advertising & Marketing 30,000 15,000 100.00% 15,000 13,372 10,421
Books & Publications - - 0.00% - - -
Charge Card Fee 57,500 45,000 27.78% 12,500 44,587 56,347
Club Relations 10,000 8,000 25.00% 2,000 8,541 5,854
Conferences & Seminars 3,500 2,500 40.00% 1,000 600 1,314
Contractual Services 1,609,000 1,249,000 28.82% 360,000 1,190,344 1,284,786
Rental-Equipment/Golf Club 8,000 7,500 6.67% 500 153 5,757
Golf Handicap Expense 4,500 4,500 0.00% - 4,064 4,369
Lessons 1,200 - 0.00% 1,200 367 18,445
Materials & Supplies 107,850 54,750 96.99% 53,100 54,371 33,457
Memberships & Dues 5,000 1,500 233.33% 3,500 788 932
Merchandise 219,000 30,000 630.00% 189,000 56,695 83,437
Printing & Binding 3,750 3,500 7.14% 250 354 912
Professional Services 225 200 12.50% 25 - 3,700
Repairs & Maintenance 107,500 11,000 877.27% 96,500 12,322 13,725
Special Events / Camps 1,200 1,500 -20.00% (300) 325 395
Travel 1,700 1,200 41.67% 500 1,641 591
Uniforms & Shoes 5,000 4,000 25.00% 1,000 4,089 5,691
Utilities 247,000 95,500 158.64% 151,500 146,601 143,836
Other Operating Costs 500 50 900.00% 450 29 40
Total Operating Costs 2,423,425 1,535,700 57.81% 887,725 1,539,242 1,674,008
Capital
Machinery & Equipment - - 0.00% - - 2,416
Total Capital 0 0 0.00% 0 1,363,664 2,416
Debt & Other
Debt Service 433,689 433,689 0.00% 0 405,942 398,159
433,689 433,689 0.00% 0 405,942 398,159
Total Expenses $3,650,732 $ 2,565,849 42.28% $ 1,084,883 $ 3,809,637 $2,652,463
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs. The FY 20 budget
includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel and negotiated increases for FPE-eligible employees as negotiated in their collective
bargaining agreements;
A personnel expenditure increase reflecting the addition of one (1) full-time Trades Mechanic
position;
An operating expenditure increase in contractual services for the golf course maintenance contract,
clubhouse landscaping services contract, and the janitorial services contract;
An operating expenditure increase in merchandise expense to reflect an increased focus on
merchandising;
An operating expenditure increase repairs & maintenance items such as: exterminating, tree
trimming, irrigation, etc.; and
An operating expenditure increase in utilities expense for the new Clubhouse facility and grounds.
Village of North Palm Beach FY 2020 Adopted Budget Page 236 of 361
Golf FY 2020
Membership Fees
FY2020 FY2019 Difference Special Offers or Notes
Resident
Single $2,818.75 $2,255.00 25% Billed on October 1 and Jan
1 (60% and 40%) Family $4,262.50 $3,410.00 25%
Non-Resident
Single $4,062.50 $3,250.00 25% Billed on October 1 and Jan
1 (60% and 40%) Family $5,500.00 $4,350.00 25%
Golf Plus Resident
(Golf, Tennis & Pool)
Single $3,158.75 $2,527.00 25% Billed on October 1 and Jan
1 (60% and 40%) Family $4,775.00 $3,820.00 25%
Golf Plus Non-Resident
(Golf, Tennis & Pool)
Single $4,521.25 $3,617.00 25% Billed on October 1 and Jan
1 (60% and 40%) Family $6,158.75 $4,927.00 25%
N.P.B Business
Single $3,375.00 $2,700.00 25% Eligibility: Non-Residents
owning a business or rental
property within the Village. Family $4,750.00 $3,800.00 25%
Juniors
Resident $375.00 $300.00 25% Junior Golfer Pass prices
will be the same for
Residents and Non-
Residents. Non-Resident $375.00 $300.00 25%
Unlimited Golf Cart
Program
Single $3,300.00 $3,000.00 10% Allows Members an "All-
Inclusive" option where
they pre-pay for all cart fees
and there are no per play
charges. Each Additional $3,025.00 $2,750.00 10%
Corporate
Silver (Par) $10,000.00 $10,000.00 No change Silver allows up to four
named individuals
employed at a company to
join under one membership.
Gold and Platinum are same
program but also gives
company 50 and 100 pre-
paid rounds respectively
(Greens Fee, Cart Fee &
Tax) which can be used for
other employees, clients or
guests. Additional
individuals may be added
for $2,500 each.
Gold (Birdie) $14,000.00 $14,000.00 No change
Platinum (Eagle) $17,500.00 $17,500.00 No change
Each Additional $2,500.00 $2,500.00 No change
Village of North Palm Beach FY 2020 Adopted Budget Page 237 of 361
Golf FY 2020
Walk – In Rates
Season Time
18-Hole Rates 9-Hole Rates
Weekday1
Rate
Weekend2
Rate
Weekday1 Rate Weekend2
Rate
Fall Season
(Oct. 1, 2019 -
Dec 31, 2019)
Morning $85.00 $90.00 $50.00 $55.00
After 12pm $75.00 $80.00 $50.00 $55.00
After 2:00pm $65.00 $70.00 $40.00 $40.00
After 4:00pm $50.00 $50.00 $40.00 $40.00
Peak Season
(Jan. 1, 2020 -
April 12, 2020)
Morning $125.00 $135.00 $75.00 $80.00
After 12pm $ 115.00 $ 125.00 $65.00 $70.00
After 2:00pm $70.00 $75.00 $55.00 $60.00
After 4:00pm X X $50.00 $55.00
Spring Season
(April 13, 2020 -
May 31, 2020)
Morning $85.00 $95.00 $50.00 $55.00
After 12pm $75.00 $85.00 $50.00 $55.00
After 2:00pm $65.00 $75.00 $40.00 $40.00
After 4:00pm $50.00 $50.00 $40.00 $40.00
Summer Season
(June 1 , 2020 -
Sept 30, 2020)
Morning $55.00 $65.00 $40.00 $45.00
After 12pm $50.00 $60.00 $40.00 $45.00
After 2:00pm $40.00 $45.00 $30.00 $30.00
After 4:00pm /
5:00pm
$35.00 $35.00 $20.00 $25.00
Holidays include: New Year’s Day, Memorial Day,
Independence Day, Labor Day, Thanksgiving Day,
Christmas Day
¹ Weekday = Monday – Thursday
² Weekend = Friday – Sunday & Holidays
Village of North Palm Beach FY 2020 Adopted Budget Page 238 of 361
Food and Beverage FY 2020
Budget Summary
FY 2020 Budget
FY 2019
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 0 $ 0 0.00% $ 0 $ 4,223 $ 1,291
Operating
Charge Card Fee 0 0 0.00% 0 166 340
Contractual Services 0 0 0.00% 0 0 10,585
Entertainment 0 0 0.00% 0 1,410 2,433
Gas, Oil & Lubricants 0 0 0.00% 0 0 0
Licenses & Fees 0 2,314 -100.00% (2,314) 2,676 2,600
Professional Services 30,000 0 0.00% 30,000 0 0
Repairs & Maintenance 0 0 0.00% 0 0 463
Utilities 0 0 0.00% 0 29,116 47,867
Other Operating Costs 20,000 10,000 100.00% 10,000 8,611 0
Total Operating Costs 50,000 12,314 306.04% 37,686 41,979 64,288
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $ 50,000 $ 12,314 306.04% $ 37,686 $ 46,201 $ 65,579
Explanation of Increase / (Decrease):
The Food & Beverage operation is contracted out to an outside vendor. The increase in total expenses
reflects the Village’s allocation of the following items as negotiated in the Food & Beverage Operator’s lease
agreement:
$30,000 for the payment of the broker commission fee; and
$20,000 for the payment of the property tax assessment.
Village of North Palm Beach FY 2020 Adopted Budget Page 239 of 361
Country Club Administration FY 2020
Budget Summary
FY 2020 Budget
FY 2019
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/18
Actual
09/30/17
Personnel
Total Salary & Benefits $ 212,601 $ 231,838 -8.30% $ (19,237) $ 68,005 $ 70,263
Operating
Accounting & Auditing 7,000 7,000 0.00% 0 6,007 5,847
Contractual Services 0 0 0.00% 0 0 3,545
Rental-Copier 3,200 3,200 0.00% 0 2,949 3,147
Materials & Supplies 1,000 1,250 -20.00% (250) 1,545 3,794
Memberships & Dues 1,000 0 0.00% 1,000 0 0
Postage 500 750 -33.33% (250) 751 1,149
Printing & Binding 0 0 0.00% 0 0 144
Utilities 0 1,500 -100.00% (1,500) 2,246 2,209
Legal Fees 10,000 10,000 0.00% 0 13,772 4,683
Other Operating Costs 1,000 0 0.00% 1,000 3,694 275
Total Operating Costs 23,700 23,700 0.00% 0 30,964 24,792
Capital Outlay 0 0 0.00% 0 0 0
Debt & Other
Contingency 0 0 0.00% 0 0 10,407
Insurance-Property/Gen.Liability 46,555 46,555 0.00% 0 42,711 47,469
Total Debt & Other 46,555 46,555 0.00% 0 42,711 57,876
Total Expenses $ 282,856 $ 302,093 -6.37% $ (19,237) $141,680 $152,931
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily due to the decrease in personnel costs for a newly hired
employee.
Village of North Palm Beach FY 2020 Adopted Budget Page 240 of 361
Pay Plan
FY 2020
Village of North Palm Beach FY 2020 Adopted Budget Page 241 of 361
Comprehensive Pay Plan FY 2020
This Comprehensive Pay and Classification Plan (“Pay Plan”) reflects authorized Village employment
position classifications and their related salary ranges for all Village employees for the Fiscal Year starting
October 1, 2019. This Pay Plan also provides a summary of employment benefits offered to employees.
Village Administration reviews this Pay Plan annually and makes recommendations regarding the
classifications and pay ranges for all positions to maintain appropriate staffing resources in relation to
competitive market conditions and the needs of the annual Village budget/operating structure.
Pay Plan Summary
Provides for an average 4% performance-based merit increases (0% to 5%) for non-union personnel;
Provides for increases for FPE, PBA and IAFF-eligible employees as negotiated in their collective bargaining agreements;
Provides for COLA/market-based adjustments for FPE, PBA and IAFF-eligible employees as negotiated in their
collective bargaining agreements;
Provides for annual employer pension contributions;
Provides for monthly health/dental insurance contributions with vision coverage available at the employees’
expense; and
Provides for employer-sponsored Life, Accidental Death & Dismemberment (ADD), and Long Term Disability
(LTD) plans.
Personnel Changes
Additions / Deletions
Add one (+1) f/t Recreation Assistant position (pay grade 101);
Add one (+1) p/t Administrative Coordinator position (pay grade 109);
Add one (+1) f/t Trades Mechanic position (pay grade 108);
Add two (+2) f/t Library Assistant positions (pay grade 104) / Add two (+2) p/t Library Clerk positions (pay
grade 103) / Delete two (-2) f/t Senior Library Assistant positions (pay grade 109);
Add one (+1) p/t Camp Counselor position (pay grade 100);
Add one (+1) p/t Golf Merchandising Assistant position (pay grade 104) / Delete one (-1) p/t Golf Sales and
Marketing Representative position;
Add one (+1) f/t Pool Supervisor position (pay grade 112) / Delete one (-1) f/t Parks & Facilities Manager
positon;
Add seven (+7) f/t Sanitation Driver/Operator positions (pay grade 107) / Delete (-7) f/t Sanitation Collector
positions (pay grade 104);
Add one (+1) f/t Building Construction Inspector position (pay grade 111) / Delete one (-1) f/t Senior Building
Construction Inspector position (pay grade 115);
Add one (+1) p/t Administrative Assistant (pay grade 108) in IT / Delete one (-1) p/t Administrative Assistant
(pay grade 108) in Building Department
Delete five (-5) p/t Recreation Assistant positions (pay grade 101);
Title Change Village Planner position title changed to Principal Planner (pay grade 117);
Title Change Fire Rescue Lieutenant position title changed to Fire Rescue Captain (pay grade 206);
Title Change First and Second Assistant Golf Professional positions title changed to Assistant Golf Professional
(pay grade 112); and
Title Change Recreation Supervisor position title changed to Tennis Supervisor (pay grade 112).
Summary of Personnel Changes
Net Changes for 2019/2020
Fiscal Year Full-time Positions Part-time Positions
2020 153 96
2019 151 97
Net change +2 positions -1 position
Village of North Palm Beach FY 2020 Adopted Budget Page 242 of 361
Comprehensive Pay Plan FY 2020
Pension
For Fiscal Year 2019/2020, estimated annual employer contributions for the Village’s pension plans are
provided below. The actual figures will be based on asset returns, actuarial experience and the results of
collective bargaining.
All budgeted plan contributions are outlined below:
Pension
Plan
Employer
Contribution
Employee
Contribution
General Employee Pension Plan 20.10% 6%
ICMA-RC Pension Plan 15.00% 3%, 5%, 10% or 15%
Police and Fire Pension Plan 20.04% Fire 7% (*)
Police 6% (*)
(*) per terms of collective bargaining agreements
Medical/Dental Insurance
The Village covers the full premium cost of the HDHP/OAP base medical plan and the lower cost DHMO
dental plan for all full-time employees. Employees enrolling their dependents in the base medical plan will
pay 16.5% of the total premium, with the Village funding the remaining 83.5%. Employees selecting the
OAP In-Network Only medical plan for themselves or their dependents will also pay 16.5% of those total
premiums, with the Village contributing 83.5%. Employees choosing the higher cost DPPO dental plan pay
the difference between the higher and lower cost plans.
Following a plan year with catastrophic claims experience, the Gehring Group, the Village’s insurance
broker, put the Village’s insurance business for both medical and dental out to bid in the market. In response
to the RFP, the Village’s current healthcare vendor, Florida Blue, proposed a 14.4% overall increase for FY
2020. Quotes were provided by only two carriers, United HealthCare through FMIT and Cigna. While
United/FMIT provided a quote that was lower, following consultation with employees participating in the
Village’s internal Health Insurance Team, it is recommended that the Village and employees pay slightly
more for the anticipated improvement in service and responsiveness from Cigna. Cigna proposed an 8.2%
overall increase for medical coverage for FY 2020. There have been growing concerns by employees
regarding the quality of dental care provided by Humana. Cigna proposed a nominal increase of 1.2% for
dental coverage.
continued on next page
Village of North Palm Beach FY 2020 Adopted Budget Page 243 of 361
Comprehensive Pay Plan FY 2020
2020 Insurance Premiums Medical Insurance:
Cigna HSA OAP Plan (*) Employee Monthly Premium Employer Monthly Premium
Employee Only $0.00 $563.90
Employee + 1 $214.69 $1,086.49
Employee + Family $281.72 $1,425.65
Cigna OAPIN Plan Employee Monthly Premium Employer Monthly Premium
Employee Only $98.61 $499.02
Employee + 1 $234.69 $1,187.66
Employee + Family $307.66 $1,556.93
Dental Insurance:
Cigna DHMO Employee Monthly Premium Employer Monthly Premium
Employee Only $0.00 $13.66
Employee + Family $5.27 $34.76
Cigna DPPO Employee Monthly Premium Employer Monthly Premium
Employee Only $20.05 $13.66
Employee + Family $66.59 $34.76
Vision Insurance:
EyeMed Employee Monthly Premium Employer Monthly Premium
Employee Only $6.67 $0.00
Employee + 1 $12.69 $0.00
Employee + Family $18.62 $0.00
(*) Employees who enroll in the high deductible health plan (HDHP) during the 2020 Open
Enrollment will receive a one-time additional funding amount from the Village of $1,500 for
single coverage and $3,000 for employees with dependent coverage. Funding amounts for new
hires will be pro-rated on the number of months of actual coverage in the plan year.
Village of North Palm Beach FY 2020 Adopted Budget Page 244 of 361
Comprehensive Pay Plan FY 2020
COMPREHENSIVE PAY AND CLASSIFICATION PLAN
SECTION 1. ESTABLISHMENT
A Comprehensive Pay and Classification Plan for the Village of North Palm Beach (the “Pay Plan”),
pertaining to all positions, including those that may be specified elsewhere in negotiated collective
bargaining agreements or individual employment contracts, is hereby established. This document will
supersede and replace the pay-related provisions of the Village’s Personnel Rules and Regulations.
SECTION 2. DEVELOPMENT OF PAY RANGES
The Pay Plan establishes pay ranges (grades) for each classification. These salary ranges of pay have been
determined with due regard to ranges of pay for other classes, relative difficulty and responsibility of
positions in the class, prevailing rates of pay for similar positions, and the financial position of the Village as
well as other economic considerations. Appendix A sets forth the pay ranges (grades) with minimum and
maximum levels. Base pay is, by definition, the pay level within pay range for each position classification.
Base pay may not exceed the maximum pay rate for the position classification. For General (non-bargaining
unit) Employees, the Pay Plan provides for a pay range, without regard to specific pay level within that
range. Adjustments to salary ranges for FPE, PBA and IAFF positions are reflected for budgeting purposes
and will be subject to bargaining.
SECTION 3. APPLICABILITY
All employees of the Village of North Palm Beach, except as provided elsewhere, shall be compensated in
accordance with this Pay Plan depending upon job classification.
SECTION 4. IMPLEMENTATION
An outside vendor conducted a Compensation Study and the recommended changes will be implemented
October 1, 2019. An outcome of the study is increasing all pay ranges (excluding those for PBA and IAFF)
by 6%. Bargaining unit employees shall receive base wage increases only in accordance with their
respective collective bargaining agreements.
SECTION 5. HIRING PAY RATES
New employees shall be hired at the minimum rate established for a job class. Exceptions may be authorized
by the Village Manager based on the exceptional qualifications of the appointee or the inability to employ
suitable personnel at the minimum rate.
SECTION 6. MERIT INCREASES
All employees of the Village of North Palm Beach, except as provided elsewhere, shall be eligible for a
merit increase on their employee anniversary date. The anniversary date shall be defined as the employee's
entry date into his/her present position. After the one-year period in their present position, employees shall
be eligible for a merit increase, as defined herein, and shall be eligible at their annual anniversary date every
year from that time forward. Contractual provisions will govern bargaining unit employee merit increases.
Employees may be granted merit increases from zero to five percent (0-5%) of salary, based upon
documented and demonstrated workplace performance as recommended by their supervisors. No employee
will be eligible for a merit increase greater or equal to 4.5% without the approval of the Village Manager.
Merit increases are not automatic and are contingent upon receipt of a satisfactory performance evaluation.
Village of North Palm Beach FY 2020 Adopted Budget Page 245 of 361
Comprehensive Pay Plan FY 2020
Employees who are at the maximum or exceed the maximum pay for their classification will not be eligible
for a merit increase in their present Pay Plan classification, but may be eligible for a lump sum performance
payment, as follows:
Exceptional Level II $ 1,200.00
Successful Level I to Exceptional Level I $ 900.00
Development Required to Below Standards $ 0.00
The lump sum payment shall not be included in an employee’s regular base rate of pay and shall not be
carried forward in subsequent years.
SECTION 7. MERIT INCREASES FOR PART-TIME, SEASONAL AND SCHOOL CROSSING
GUARD EMPLOYEES
Part-time Employees are employees who work less than thirty (30) hours per week. Part-time employees are
hired at the pay range (grade) minimum unless otherwise recommended by the Department Director and
approved by the Human Resources Director. Part-time employees shall be eligible for a merit increase upon
receipt of a satisfactory evaluation. Part-time employees who leave Village employment and are
subsequently rehired are not considered to have continuous service and, as a result, are only eligible for a
merit increase annually based upon their rehire date.
Seasonal Employees are employees hired to work for a defined period not to exceed twenty-six (26) weeks
of any twelve (12) month fiscal year. Seasonal employees, who return after working for the entirety of any
scheduled season, will be eligible for a two percent (2%) merit increase at the beginning of the upcoming
season. Those employees who leave employment prior to the end of the season and are later rehired by the
Village will be considered new employees and will not be eligible for a merit increase upon rehire.
School Crossing Guards are employed by the Village for approximately nine and one-half (9 ½) months out
of twelve (12) months, following the regular school year calendar on a part-time basis. These individuals
obviously meet the above criteria of being part-time working only ninety (90) minutes per school day, but
have never been afforded performance reviews. While the duration of assignment for these individual
employees exceed the above definition of “seasonal employee,” their employment is of seasonal nature.
Returning part-time School Crossing Guards will be eligible for a two percent (2%) increase at the beginning
of each school year.
SECTION 8. PROMOTIONS, DEMOTIONS, TRANSFERS, AND RECLASSIFICATIONS
In the event of a promotion to a higher pay range (grade), employees will either be placed in the new
position’s pay range (grade) at a base pay level or will receive an increase of 10% of their current salary,
whichever is greater, provided this amount does not exceed the pay range maximum for the new position.
Upon the written recommendation of the Department Director and with the approval of the Village Manager,
employees who are within two (2) months of their existing anniversary / annual review date may receive a
merit increase prior to the implementation of their recommended promotion. Bargaining unit employees
shall receive promotional increases in accordance with their respective collective bargaining agreement,
unless otherwise negotiated.
In the event of an involuntary demotion, employees will be placed in the same relative position for the lower
position grade as they enjoyed in the previous classification, as long as the pay does not decrease more than
10%. For a voluntary demotion to a lower pay range (grade), employees shall be placed in the same relative
position for the lower position grade while having their current pay “frozen” at their current level – with
future pay adjustments being used to “offset” this higher pay level until fully absorbed.
Village of North Palm Beach FY 2020 Adopted Budget Page 246 of 361
Comprehensive Pay Plan FY 2020
In the event that employees are transferred to positions within the same pay grade, their rate of pay will
remain the same.
Village Administration retains the right to evaluate and, if appropriate, make personnel classification changes
(reclassifications) in support of providing the most cost effective and efficient delivery of services to the
residents of the Village.
SECTION 9. WORKING AN ASSIGNMENT AT A HIGHER PAY GRADE
General employees who are authorized and directed by the Village Manager or his designee to temporarily
work in an established higher pay grade classification shall be paid five percent (5%) above their base pay
rate for the period of time worked in the higher pay grade classification. Increases for temporary work
assignments that do not conform to established pay grade classifications are handled on a case-by-case basis
at the discretion of the Village Manager.
SECTION 10. OVERTIME/COMPENSATORY TIME
Overtime must be authorized by the Village Manager or Department Director. Unless otherwise specified in
the applicable collective bargaining agreement, overtime is paid to non-exempt employees at one and one-
half (1½) times the hourly rate for all hours worked in excess of forty (40) hours per week. Upon prior
approval of the Department Director or the Village Manager, non-exempt employees may receive
compensatory time off for any work performed in excess of the regularly scheduled hours in a normal work
week at one and one-half (1½) hours for every hour for overtime hours worked. Compensatory time shall
accrue to no more than twenty-four (24) hours. Unused accrued compensatory time shall be paid upon
termination of employment. Bargaining unit employees shall receive overtime and compensatory time in
accordance with their respective collective bargaining agreement, unless otherwise negotiated.
SECTION 11. EMERGENCY PAY
During a Declaration of Emergency, employees may be required to work as deemed necessary and shall be
compensated in a fair and equitable manner. Employees may be called in to work before, during, and/or
immediately after an emergency. All employees will be paid in accordance with the provisions outlined in
Resolution 2019-84.
SECTION 12. BENEFIT ELIGIBILITY
Employees in full-time, budgeted positions are eligible for participation in the Village’s pension plans,
medical and dental insurance, long-term disability insurance, and employer-paid life insurance programs
according to the requirements of these plans/programs. Part-time employees who are regularly scheduled to
work thirty (30) or more hours per week or an excess of 1,560 hours within the official measurement period
will be eligible for medical and dental insurance in compliance with the Affordable Care Act. Part-time
employees working less than thirty (30) hours per week as well as Seasonal employees are not eligible to
participate in such plans or to receive benefits associated with such plans/programs.
SECTION 13. MISCELLANEOUS BENEFITS/INCENTIVES
457 Deferred Compensation Contributions – The Village will match a non-union, full-time employee’s
457 Deferred Compensation plan through ICMA-RC based on a contribution rate of 50 cents for every dollar
of employee contribution, up to a monthly Village contribution limit of $60/mo. ($720/yr.) and paid on a bi-
weekly basis. Bargaining unit employees shall receive deferred compensation in accordance with their
respective collective bargaining agreements.
Village of North Palm Beach FY 2020 Adopted Budget Page 247 of 361
Comprehensive Pay Plan FY 2020
Long Term Disability Insurance – Employer-paid coverage for long-term disability shall continue for all
full-time employees who become disabled due to an illness or non-work-related injury, unless otherwise
negotiated. Employees must be disabled for ninety (90) days prior to becoming eligible for the benefit.
Life Insurance – The Village life insurance program for all full-time employees shall continue at a level
equivalent to the maximum level allowed by IRS regulations before imputing added employee compensation
($50,000 maximum or $25,000 after the age of 70), unless otherwise negotiated.
Bereavement Leave – Regular full-time (non-probationary) employees are afforded a maximum of three (3)
days of leave with pay for a death in the family. To qualify for such leave, employees must provide the
Human Resources Department with written documentation that includes the name of the deceased,
relationship to the employee and date of death as well as a copy of an obituary notice, memorial service
pamphlet, funeral home announcement, etc.
Sick Leave Incentive Award Program – Regular full-time (non-probationary) general employees who do
not use any sick leave within any continuous (6) six-month period are eligible to earn eight (8) hours annual
leave time as incentive for not using sick leave. Bargaining unit employees shall receive sick leave
incentive(s) in accordance with their respective collective bargaining agreement, unless otherwise negotiated.
Certification Incentive - The certification incentive program will continue to provide certification pay for
job-related certifications when recommended by the Department Director and approved by the Village
Manager. Employees are not eligible for certification pay if they hold or are pursuing certifications or
licenses that are required as stated in their current job description. Certification incentive pay will be issued
as follows:
Certifications requiring continuing education $1,000
Certifications with no continuing education (Exam Required) $500
The maximum number of certifications eligible for the certification incentive will be three (3) per employee.
The certification incentive will not be included in the base pay rate, and payment will be prorated based on
the standard pay cycle. Employees whose compensation has reached the pay range maximum will be
ineligible for certification pay above the pay range maximum. For certification requiring renewal or
continuing education, employees must meet the appropriate renewal criteria and provide a copy of the
renewed certificate in order to continue receiving the certification incentive pay.
Flexible Spending Account (FSA) – Flexible Spending Accounts allow employees to voluntarily set aside
tax-deferred compensation for qualified health care and work-related dependent care expenses.
Educational Reimbursement Program – The Village provides educational reimbursement to eligible
employees who are seeking qualifying undergraduate / graduate degrees or professional certifications or who
wish to obtain job-related training. Only active, full-time employees with at least one full year of continuous
service and in good standing are eligible to apply for the Program. Funding is subject to budgetary
constraints.
Employee Assistance Program (EAP) - The Village offers an Employee Assistance Program with various
counseling and referral services and currently provides for six (6) free counseling sessions per issue per year
for each employee (part-time and full-time) or qualified dependent.
Health Savings Account (HSA) – Health Savings Accounts are interest-bearing accounts where funds can
be used to pay deductibles, coinsurance and any other qualified medical expenses in compliance with IRS
213 requirements. Employees who enroll in the high deductible health plan (HDHP) qualify to receive a
Health Savings Account funded by the Village, and they may opt to additionally fund the HSA with tax-free
dollars.
Village of North Palm Beach FY 2020 Adopted Budget Page 248 of 361
PT FT Class Title Union Pay
Grade FLSA Hrly Min Hrly Max Annual Min Annual Max
* INSTRUCTOR NU * N 35.00$ 62.50$ 45,500.00$ 81,250.00$
10 CAMP COUNSELOR NU 100 N 10.96$ 17.53$ 22,796.80$ 36,462.40$
13 1 RECREATION ASSISTANT NU 101 N 11.61$ 18.58$ 24,148.80$ 38,646.40$
26 COUNTRY CLUB ATTENDANT NU 101 N 11.61$ 18.58$ 24,148.80$ 38,646.40$
1 CLERICAL SPECIALIST NU 102 N 12.31$ 19.70$ 25,604.80$ 40,976.00$
14 POOL LIFEGUARD NU 102 N 12.31$ 19.70$ 25,604.80$ 40,976.00$
9 LIBRARY CLERK NU 103 N 13.05$ 20.88$ 27,144.00$ 43,430.40$
1 GROUNDS MAINTENANCE WORKER FPE 103 N 13.05$ 20.88$ 27,144.00$ 43,430.40$
2 STREET MAINTENANCE WORKER FPE 103 N 13.05$ 20.88$ 27,144.00$ 43,430.40$
1 IRRIGATION TECHNICIAN FPE 104 N 13.83$ 22.13$ 28,766.40$ 46,030.40$
3 LIBRARY ASSISTANT FPE 104 N 13.83$ 22.13$ 28,766.40$ 46,030.40$
2 SANITATION COLLECTOR PT NU 104 N 13.83$ 22.13$ 28,766.40$ 46,030.40$
1 GOLF MERCHANDISING ASSISTANT NU 104 N 13.83$ 22.13$ 28,766.40$ 46,030.40$
2 EQUIPMENT OPERATOR FPE 107 N 16.47$ 26.36$ 34,257.60$ 54,828.80$
1 SR. IRRIGATION TECHNICIAN FPE 107 N 16.47$ 26.36$ 34,257.60$ 54,828.80$
1 POLICE SERVICE AIDE NU 107 N 16.47$ 26.36$ 34,257.60$ 54,828.80$
18 SANITATION DRIVER/OPERATOR FPE 107 N 16.47$ 26.36$ 34,257.60$ 54,828.80$
1 GOLF MEMBER RELATIONS COORDINATOR NU 107 N 16.47$ 26.36$ 34,257.60$ 54,828.80$
3 ACCOUNTING CLERK NU 108 N 17.46$ 27.94$ 36,316.80$ 58,115.20$
21ADMINISTRATIVE ASSISTANT NU 108 N 17.46$ 27.94$ 36,316.80$ 58,115.20$
2 VEHICLE MECHANIC FPE 108 N 17.46$ 27.94$ 36,316.80$ 58,115.20$
4 TRADES MECHANIC FPE 108 N 17.46$ 27.94$ 36,316.80$ 58,115.20$
2 ASSISTANT GOLF PROFESSIONAL NU 109 N 18.51$ 29.62$ 38,500.80$ 61,609.60$
3 PERMIT & LICENSE TECHNICIAN FPE 109 N 18.51$ 29.62$ 38,500.80$ 61,609.60$
15ADMINISTRATIVE COORDINATOR NU 109 N 18.51$ 29.62$ 38,500.80$ 61,609.60$
2 CODE COMPLIANCE OFFICER FPE 109 N 18.51$ 29.62$ 38,500.80$ 61,609.60$
1 ZONING COMPLIANCE OFFICER FPE 109 N 18.51$ 29.62$ 38,500.80$ 61,609.60$
1 SR. LIBRARY ASSISTANT FPE 109 N 18.51$ 29.62$ 38,500.80$ 61,609.60$
14 SCHOOL CROSSING GUARD NU 109 N
1 TECHNICAL SUPPORT SPECIALIST NU 110 N 19.62$ 31.39$ 40,809.60$ 65,291.20$
1 HUMAN RESOURCES ANALYST NU 110 N 19.62$ 31.39$ 40,809.60$ 65,291.20$
1 MECHANICAL SYSTEMS COORDINATOR FPE 111 N 20.80$ 33.28$ 43,264.00$ 69,222.40$
2 BUILDING CONSTRUCTION INSPECTOR FPE 111 N 20.80$ 33.28$ 43,264.00$ 69,222.40$
1 EXECUTIVE ASSISTANT NU 111 N 20.80$ 33.28$ 43,264.00$ 69,222.40$
3 RECREATION SUPERVISOR FPE 112 N 22.05$ 35.28$ 45,864.00$ 73,382.40$
1 TENNIS SUPERVISOR FPE 112 N 22.05$ 35.28$ 45,864.00$ 73,382.40$
1 POOL SUPERVISOR FPE 112 N 22.05$ 35.28$ 45,864.00$ 73,382.40$
1 CRIMINAL INTELLIGENCE ANALYST NU 112 N 22.05$ 35.28$ 45,864.00$ 73,382.40$
1 LIBRARIAN FPE 112 N 22.05$ 35.28$ 45,864.00$ 73,382.40$
2 ACCOUNTANT NU 113 E 23.37$ 37.39$ 48,609.60$ 77,771.20$
1 LICENSE & PERMIT SUPERVISOR NU 113 E 23.37$ 37.39$ 48,609.60$ 77,771.20$
3 PUBLIC WORKS SUPERVISOR NU 113 E 23.37$ 37.39$ 48,609.60$ 77,771.20$
1 COMMUNICATIONS MANAGER NU 114 E 24.77$ 39.64$ 51,521.60$ 82,451.20$
1 PLANNER NU 114 E 24.77$ 39.64$ 51,521.60$ 82,451.20$
1 DEPUTY VILLAGE CLERK NU 114 E 24.77$ 39.64$ 51,521.60$ 82,451.20$
1 SR. BUILDING CONSTRUCTION INSPECTOR FPE 115 N 26.26$ 42.01$ 54,620.80$ 87,380.80$
1 SR. FIRE INSPECTOR NU 115 N 26.26$ 42.01$ 54,620.80$ 87,380.80$
1 HUMAN RESOURCES SPECIALIST NU 115 E 26.26$ 42.01$ 54,620.80$ 87,380.80$
1 PURCHASING MANAGER NU 115 E 26.26$ 42.01$ 54,620.80$ 87,380.80$
1 PUBLIC WORKS MANAGER NU 115 E 26.26$ 42.01$ 54,620.80$ 87,380.80$
1 NETWORK SUPPORT SPECIALIST NU 115 N 26.26$ 42.01$ 54,620.80$ 87,380.80$
1 PRINCIPAL PLANNER NU 117 E 29.55$ 47.29$ 61,464.00$ 98,363.20$
1 FINANCE MANAGER NU 118 E 31.27$ 50.04$ 65,041.60$ 104,083.20$
1 DIRECTOR OF LIBRARY NU 118 E 31.27$ 50.04$ 65,041.60$ 104,083.20$
1 HEAD GOLF PROFESSIONAL NU 119 E 33.15$ 53.04$ 68,952.00$ 110,323.20$
1 BUILDING OFFICIAL NU 121 E 37.87$ 60.59$ 78,769.60$ 126,027.20$
1 VILLAGE CLERK NU 121 E 37.87$ 60.59$ 78,769.60$ 126,027.20$
1 DIRECTOR OF HUMAN RESOURCES NU 122 E 40.23$ 64.37$ 83,678.40$ 133,889.60$
1 DIRECTOR OF SPECIAL PROJECTS NU 122 E 40.23$ 64.37$ 83,678.40$ 133,889.60$
1 DIRECTOR OF COMMUNITY DEVELOPMENT NU 122 E 40.23$ 64.37$ 83,678.40$ 133,889.60$
(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
Daily Rate $27.68
Pay Plan Ranges FY 2020
Village of North Palm Beach FY 2020 Adopted Budget Page 249 of 361
PT FT Class Title Union Pay
Grade FLSA Hrly Min Hrly Max Annual Min Annual Max
(P/T positions shown with F/T annual rate for categorization purposes only)
All union pay / positions are shown for categorization purposes only and are subject to ratification of Collective Bargaining Agreements
Pay Plan Ranges FY 2020
1 DIRECTOR OF INFORMATION TECHNOLOGY NU 122 E 40.23$ 64.37$ 83,678.40$ 133,889.60$
1 DIRECTOR OF PARKS & RECREATION NU 122 E 40.23$ 64.37$ 83,678.40$ 133,889.60$
1 DIRECTOR OF PUBLIC WORKS NU 122 E 40.23$ 64.37$ 83,678.40$ 133,889.60$
1 CALEA MGR/CAPTAIN OF PROFESSIONAL STANDARDS NU 122 E 40.23$ 64.37$ 83,678.40$ 133,889.60$
2 POLICE CAPTAIN NU 122 E 40.23$ 64.37$ 83,678.40$ 133,889.60$
1 DISTRICT CHIEF NU 122 E 40.23$ 64.37$ 83,678.40$ 133,889.60$
1 GENERAL MANAGER NU 123 E 43.05$ 68.88$ 89,544.00$ 143,270.40$
1 FIRE CHIEF NU 124 E 46.17$ 73.87$ 96,033.60$ 153,649.60$
1 DIRECTOR OF FINANCE NU 124 E 46.17$ 73.87$ 96,033.60$ 153,649.60$
1 POLICE CHIEF NU 125 E 49.29$ 78.86$ 102,523.20$ 164,028.80$
1 VILLAGE MANAGER NU 126 E 52.88$ 84.62$ 110,000.00$ 176,000.00$
15 FIREFIGHTER/MEDIC IAFF 202 N 22.06$ 35.30$ 55,068.50$ 88,109.60$
1 DRIVER ENGINEER/EMT IAFF 203 N 22.45$ 35.92$ 56,031.65$ 89,650.64$
2 DRIVER ENGINEER/MEDIC IAFF 204 N 23.92$ 38.28$ 59,709.16$ 95,534.65$
3 FIRE RESCUE CAPTAIN IAFF 206 N 28.19$ 45.10$ 70,358.77$ 112,574.03$
1 RECORDS CLERK PBA 300 N 23.50$ 37.60$ 48,876.60$ 78,202.56$
24 POLICE OFFICER PBA 302 N 26.40$ 42.24$ 54,917.75$ 87,868.40$
6 POLICE SERGEANT PBA 306 N 33.33$ 53.33$ 69,332.39$ 110,931.83$
96 153
* The number of instructors will vary based on program development. The annual rates are based on 25 hours per week
Village of North Palm Beach FY 2020 Adopted Budget Page 250 of 361
Five-Year Position History FY 2020
Village of North Palm Beach FY 2020 Adopted Budget Page 251 of 361
Village Employees by Function FY 2020
FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
General Government
Village Manager
Full-Time 2 2 4 4 4 4
Part-Time 0 0 1 1 1 1
Information Technology
Full-Time 3 3 3 3 3 3
Part-Time 0 0 0 0 0 1
Human Resources
Full-Time 2 2 2 2 2 2
Part-Time 1 2 2 2 2 2
Village Clerk
Full-Time 3 3 3 3 3 3
Part-Time 0 0 0 0 0 0
Finance
Full-time 7 7 5 6 6 6
Part-Time 0 0 1 0 0 0
Public Works
Full-time 35 34 36 37 37 37
Part-Time 0 0 0 0 2 2
Police & Fire
Police
Full-time 36 36 36 38 38 38
Part-Time 13 13 13 15 15 15
Fire Rescue
Full-time 24 24 24 24 24 24
Part-Time 0 0 0 0 0 0
Community Development
Full-Time 11 12 13 14 15 15
Part-Time 0 0 1 1 1 0
Leisure Services
Library
Full-Time 7 7 7 7 7 7
Part-Time 9 9 9 7 7 9
Recreation
Full-Time 6 6 6 6 6 5
Part-Time 43 43 43 42 42 16
Pool & Tennis
Full-Time Pool & Tennis Operations were removed from the
Recreation Budget in FY2020
2
Part-Time 22
Other Government - Country Club
Full-time 8 8 8 5 6 7
Part-Time 65 65 62 27 27 28
TOTAL 275 276 279 244 248 249
Village of North Palm Beach FY 2020 Adopted Budget Page 252 of 361
Capital Improvement Plan
FY 2020
Village of North Palm Beach FY 2020 Adopted Budget Page 253 of 361
Capital Improvement Plan FY 2020
INTRODUCTION
Municipal government provides needed and desired services to the public and in order to provide these
services, the Village must furnish and maintain capital facilities and equipment. This is accomplished
through the use of a Capital Improvement Plan (CIP).
The CIP is a five-year projection of future improvements to existing facilities, the acquisition of land and
buildings, construction of new facilities and major equipment purchases. This includes the regular
replacement of equipment such as vehicles and computer 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 nine years of the CIP lists the capital projects that will be
done in the future and their estimated cost…funding requirements are identified, but are not
authorized.
The Village of North Palm Beach defines a “capital outlay” as the cost(s) associated with the acquisition of
land, land improvements, buildings, building improvements, construction in progress, machinery and
equipment, vehicles and infrastructure, and other tangible or intangible assets that are used in operations and
that have an initial useful life extending beyond a single reporting period. Capital assets and infrastructure
are capitalized and depreciated as outlined in the capitalization table below:
Capitalization Threshold Table:
Capitalize and Depreciate
Land Capitalize only
Land improvements $25,000
Building $50,000
Building Improvements $50,000
Construction in Progress Capitalize only
Machinery & Equipment $5,000
Vehicle $5,000
Intangible Assets:
Internally Generated Software $100,000
Purchased Software $25,000
Easements $5,000
Other Intangible Assets $100,000
Infrastructure $250,000
The plan places projects in priority order, and schedules the projects for funding and implementation. As
presented, it is a five-year forecast that allows the Village to plan ahead for its new capital and renewal and
replacement needs. Programming capital requirements over time can promote better use of the Village’s
financial resources, reduce costs and assist in the coordination of public and private development. Careful
management of its assets keeps the Village poised for flexible and responsive strategic planning that allows
the Village to proactively prepare the groundwork for capital projects so when funding 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.
Village of North Palm Beach FY 2020 Adopted Budget Page 254 of 361
Capital Improvement Plan FY 2020
THE CAPITAL IMPROVEMENT PLAN (CIP)
The result of this continuing planning process is the CIP, which is the Village’s five-year roadmap for
creating, maintaining, and funding present and future capital requirements. The CIP serves as a planning
instrument in conjunction with the Village Comprehensive Plan and the Village Council’s Goals to identify
needed capital projects and coordinate the financing and timing of improvements in a way that maximizes
the return to the public. It provides a planned systematic approach to utilizing the Village financial resources
in the most responsive and efficient manner to meet its service and facility needs. It serves as the “blueprint”
for the future of the community and is a management and planning tool.
The underlying strategy of the CIP is to plan for capital expenditures necessary for the safe and efficient
provision of public services in accordance with Village policies and objectives adopted in the Village’s
Comprehensive Plan. It involves conducting needs assessments and allowing for flexibility to take
advantage of opportunities for capital investment. Capital planning decisions are made based on an analysis
of each project which includes: cost versus benefits, capital renewal strategies, repair-versus-replacement
costs and new service demands. A critical element of a balanced CIP is the provision of funds to both
preserve or enhance existing facilities and provide new assets to respond to changing service needs.
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
circumstances that cause a more rapid deterioration of an asset. Projects may be revised for significant
costing variances.
The adoption of the CIP is neither a commitment to a particular project nor a limitation to a particular cost.
As a basic tool for scheduling anticipated capital projects, it is a key element in planning and controlling
future capital financing. When adopted, the CIP provides the framework for the Village’s management team
and the Village Council with respect to investment planning, project planning and managing any debt.
CIP REVIEW
The Village Manager is responsible for reviewing capital project requests and providing recommendations to
the Village Council. Each department submits requests for its capital funding requirements to the Village
Manager. These requests could be for something as minor as the purchase of a piece of equipment to the
complete rebuild/new installation of a piece of infrastructure.
The Village Manager, along with the Finance Director and Department Head, conduct an in-depth analysis of
the impact of the CIP on cash flow and financial obligations, as well as the Village’s ability to finance,
process, design and ultimately maintain projects. The fiscal impact for each individual project (including
future maintenance and replacement costs), is also analyzed. The overall goal is to develop CIP
recommendations that:
Preserve the past, by investing in the continued upgrade of Village assets and infrastructure;
Protect the present with improvements to Village facilities and infrastructure;
Plan for the future.
Village of North Palm Beach FY 2020 Adopted Budget Page 255 of 361
Capital Improvement Plan FY 2020
CIP CRITERIA & CATEGORIES
The CIP is developed through input by professional staff, citizens of North Palm Beach, and elected Village
officials. There are typically more proposals than can be funded in the five-year CIP period, so the projects
are evaluated and ranked in order of priority according to the following guidelines:
a) Whether the proposed project is financially feasible, in terms of its impact upon Village budget
potential;
b) Whether the project is needed to protect public health and safety, to fulfill the Village’s legal
commitment to provide facilities and services, or to preserve, achieve full use of, or increase the
efficiency of existing facilities;
c) Whether the project represents a logical extension of facilities and services within a designated
Village Planning Area; and
d) Whether or not the proposed project is consistent with plans of State agencies and the South Florida
Water Management.
Further, the projects are broken down into the following categories:
1. The project is urgent and/or mandated, and must be completed quickly. The Village could face severe
consequences if the project is delayed, possibly impacting the public health, safety, and welfare of the
community, or having a significant impact on the financial well-being of the Village. The project
must be initiated or financial/opportunity losses will result.
2. The project is important and addressing it is necessary. The project impacts safety, law enforcement,
public health, welfare, economic base, and/or quality of life in the community.
3. The project would enhance the quality of life and would provide a benefit to the community.
Completion of the project would improve the community providing cultural, recreational, and/or
aesthetic effects.
4. The project would be an improvement to the community, but need not be completed within a five-
year CIP.
Based on the criteria and category, the project is either included in the CIP or excluded.
CIP POLICIES
The Village will adopt the first year of a multi-year plan for capital improvements, update it annually
and make every attempt to complete all capital improvements in accordance with the plan.
The Village will coordinate the development of the CIP budget with the development of the operating
budget to ensure future operating expenditures and revenues associated with new capital
improvements will be projected and incorporated into the current and future operating budgets.
The Village will maintain its physical assets at a level adequate to protect the Village’s capital
investment and minimize future maintenance and replacement costs.
Village of North Palm Beach FY 2020 Adopted Budget Page 256 of 361
Capital Improvement Plan FY 2020
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. For Fiscal Year 2020, this amounts to $117 million (tax base of
$2.34 billion). The Village has no general obligation debt.
CIP FINANCING/FUNDING ALTERNATIVES
Capital improvements may be funded by a variety of means depending on the nature of the project,
availability of funds, and the policies of Village Council. Financing decisions are made based on established
Village policies and available financing options directly related to project timing and choice of revenue
sources. The funding methodology for the CIP is reliant upon available resources including regular
operating funds, funds from grants and user fees, useful life of the improvement, and sharing the costs
between current and future users. While some projects can be delayed until funds from existing revenues are
available, others cannot. The Village explores all options such as ad valorem taxes, grants, developer
contributions, user fees, bonds, loans, and undesignated reserves to fund improvements. The following
financing sources are available to fund the CIP:
Ad Valorem Taxes: The Village does not use these funds as a debt security due largely to the
required electoral approval (voter referendum) prior to issuance. Property taxes are directly linked to
the assessed value of individual property, not to the consumption of specific goods and services.
Non-Ad Valorem Revenues: These types of revenues can be pledged to support various types of
bond issues. Such bonds are similar to general obligation bonds in that proceeds are often used for
general government purposes and repayment is unrelated to the revenue generating capacity of the
project being financed. However, unlike general obligation bonds, non-ad valorem revenue bonds
are payable solely from revenues derived from the pledged revenue (such as sales tax, local option
fuel tax, and the guaranteed portion of municipal sharing).
User Fees and Charges: These revenues include a variety of license and permit fees, facility and
program fees, and fines. They are rarely used as debt security for non-Enterprise Fund capital
projects, but could be a source of direct funding of a small capital improvement.
Enterprise Fund User Fees: These revenues are derived from self-supporting business enterprises
(Country Club) which provide services in return for compensation. The enterprise revenue used to
secure debt is commonly termed “net-revenue” consisting of gross revenues less operating costs.
Note: A written, short-term promise to repay a specified amount of principal and interest on a certain
date, payable from a defined source of anticipated revenue. Usually notes mature in one year or less.
Rarely used by the Village.
Commercial Paper: Generally defined as short term, unsecured promissory notes issued by
organizations of recognized credit quality, usually a bank. Rarely used by the Village.
Grant: Contribution or gift of cash or other asset from another government to be used or expended
for a specific purpose, activity or facility.
Village of North Palm Beach FY 2020 Adopted Budget Page 257 of 361
Capital Improvement Plan FY 2020
Developer Contributions: Monies paid by developers in lieu of land dedications. These
contributions are used for parks and recreational purposes.
Infrastructure Surtax Proceeds: On November 8, 2016 PBC voters approved a one-cent sales surtax,
raising the sales tax from 6 to 7% effective January 1, 2017. The use of surtax proceeds is restricted
to, among other things, the financing, planning and construction of infrastructure. The surtax sunsets
on December 31, 2026.
Capital Improvement Plan (CIP) Funds: Periodically, General Fund budgetary savings at fiscal year-
end are transferred to the Village’s Capital Projects Fund as “CIP Funds”. These savings roll over
from year to year and are utilized for funding the Five-Year Capital Improvement Plan (CIP); this
process reduces the impact of the CIP on the Village’s Annual General Fund Budget and millage rate.
Village Council approval is required for both the transfer and use of CIP Funds.
Unassigned Fund Balance: Fund balance that has not been assigned to other funds and has not been
restricted, committed or assigned to specific purposes within the general fund.
Bond: An issuer’s obligation to repay a principal amount on a certain date (maturity date) with
interest at a stated rate. Bonds are distinguishable from notes in that notes mature in a much shorter
time period.
General Obligation Bonds: A bond secured by the full faith and credit of the Village’s ad
valorem taxing power. These are not used by the Village due to the requirement for a
voter referendum.
Revenue Bonds: Bonds payable from a specific revenue source, not the full faith and credit of
an issuer’s taxing power and require no electoral approval. Pledged revenues are often
generated by the operating or project being financed.
The administrative ability to seek and utilize the best possible source, or combination of sources, from the
various alternatives for financing Capital Improvements can maximize the Village’s Capital Improvement
Plan, saving the cost of inefficiencies, which occur from not adequately addressing capital needs. The future
development, growth and general well-being of our citizens are directly related to an affordable and realistic
Capital Improvement Plan.
THE CIP SCHEDULE AND PROJECT LISTS
The CIP includes a comprehensive listing of all projects contained in the Five-Year CIP. Projects included
in the CIP were evaluated based on the criteria mentioned above. Application of these criteria ensures that
each project recommended for Council consideration does indeed support the policy objectives of the
Village’s long-term planning documents and identifies a basis for scheduling and allocation of resources.
The Fiscal Year 2020-2024 CIP recommends a total investment of $13.7 million in the Village of North
Palm Beach’s capital facilities and equipment during a five-year period.
Village of North Palm Beach FY 2020 Adopted Budget Page 258 of 361
Capital Improvement Plan FY 2020
The first year (2020) is the most active and important year of the CIP. The total budget request for capital
improvements in FY 2020 is $1,375,700 and will be funded as follows: $200,000 will be funded with Grant
Funds, $610,000 will be funded with infrastructure surtax proceeds, $40,000 will be with Country Club
proceeds and $525,700 will be funded with CIP Funds. A brief summary of the first year of the plan (2020)
is as follows:
Description Country
Club
CIP Grant Surtax Total
Ventilation / Rehab Fans $ 20,700 $ 20,700
Virtualization 70,000 70,000
Range / Cover Shot 40,000 40,000
Public Safety Evidence Room 100,000 100,000
Lakeside Park Paths 50,000 50,000
Anchorage Park Enhancement 175,000 200,000 25,000 400,000
Asphalt Resurfacing 10,000 300,000 310,000
Sidewalks & Crosswalks 100,000 100,000
Pool Chiller 50,000 50,000
Alley Wall Replacement 50,000 50,000
Bridge Improvement – US1 25,000 25,000
Seawall – Lakeside Park 60,000 60,000
Storm-water Study 100,000 100,000
Total Projects $ 40,000 $ 525,700 $ 200,000 $ 610,000 $1,375,700
The five-year CIP is presented in the following pages. The following items are also provided:
Summary table for the estimated impact on the operating budget (2020 projects only); and
The detailed capital project request forms for all projects in the five-year plan (These request forms list the
capital item to be undertaken or purchased, the estimated impact on the operating budget, and the method of
financing the project).
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 259 of 361
CIP – Impact on Operating Budget FY 2020
As shown in the table below, the FY 2020 capital projects don’t have a significant impact on the
Village’s operating budget. The majority of the projects are considered maintenance of infrastructure
or equipment replacement or purchase.
Category Project Description Estimated
Cost Operating Budget Impact
Equipment Ventilation /
Rehab Fans
Lithium-ion battery powered
fans $20,700 No operating impact. Replacement
of existing equipment.
Equipment Virtualization
Upgrade current
virtualization hardware, two
(2) servers and a storage area
network
70,000
No operating impact. This project
is consistent with the goal of
providing high quality level of
service to the community
Equipment Range / Cover Shot Mobile Canopy 40,000
No operating impact. Canopy
provides protection from harmful
UV rays as well as inclement
weather when teaching clinics,
camps and schools
Improvement Public Safety
Evidence Room
Rebuild Evidence Room so it
is isolated and secure from
the rest of the Public Safety
Building
100,000
Minimal impact on operating
budget. The project will require
staff time to develop specs, prepare
plans and bid documents, and
monitor progress of project.
Improvement Lakeside Park Paths Renovation of the walking
paths at Lakeside Park 50,000
No operating impact. These
improvements are working towards
the goal of the Master Plan to
update and upgrade the Village
infrastructure.
Improvement Anchorage Park
Enhancement
Renovation of the dog park
and installation of the dry
storage wall
400,000
No significant impact. This project
is primarily grant funded. The
Village will appropriate any grant
matching requirements upon
notification of grant approval. Per
Council direction, the dry storage
component to be completed
regardless of grant outcome.
Improvement Asphalt Resurfacing
Milling and paving of streets
on an annual basis; pavement
preservation strategies
310,000
Program to maintain the existing
streets, including milling and
overlay projects. Maintenance of
the roadways will reduce time and
materials utilized to make
pavement repairs. There may be
operating efficiencies or avoidance
of future costs that result from the
improvements, but these impacts
are not presently quantifiable and
are believed to be marginal.
Improvement Alley Wall
Replacement
Replace the existing alley
wall 50,000
This project will reduce or
eliminate staff time and materials
on maintenance but these impacts
are not presently quantifiable and
are believed to be marginal.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 260 of 361
CIP – Impact on Operating Budget FY 2020
Category Project Description Estimated
Cost Operating Budget Impact
Improvement Sidewalks &
Crosswalks
Village sidewalk repairs
(saw cutting and
removal/replacement)
100,000
Minimal operating impact because
this is already part of the ongoing
maintenance program. The
primary goal is to increase
pedestrian safety by reducing and
eliminating trip and fall incidents.
There may be operating
efficiencies or avoidance of future
costs that result from the
improvements, but these impacts
are not presently quantifiable and
are believed to be marginal.
Equipment Pool Chiller System to regulate the
temperature in the pool 50,000
There may be operating
efficiencies or avoidance of future
costs that result from the
improvements, but these impacts
are not presently quantifiable and
are believed to be marginal.
Improvement
US1 Bridge
Improvement
FDOT is replacing bridge.
FDOT is open to Village
design input, but Village will
need to pay for construction
that goes above and beyond
FDOT’s established design
standards.
25,000
No significant impact. Consultant
services and payment to FDOT to
construct Village desired Master
Plan elements as a part of the
bridge construction.
Improvement Seawall –
Lakeside Park
Replace or make
improvements to southeast
seawall to avoid structural
failure
60,000
Seawall failure could cause the
loss of the park peninsula and
observation area.
There may be operating
efficiencies or avoidance of future
costs that result from the
improvements, but these impacts
are not presently quantifiable and
are believed to be marginal.
Improvement Storm-water Study Storm-water pipe cleaning
and televising 100,000
There may be operating
efficiencies or avoidance of future
costs that result from the
improvements, but these impacts
are not presently quantifiable and
are believed to be marginal.
Total $ 1,375,700
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 261 of 361
Capital Improvement Plan Summary FY 2020
Fiscal Year 2020-2024 Five-Year CIP - By Category and Funding Source
By Category
Category
FY
2020
FY
2021
FY
2022
FY
2023
FY
2024 Total
Vehicles $ 0 $ 0 $ 181,000 $ 43,000 $ 86,000 $ 310,000
Equipment 110,700 513,500 58,000 78,500 0 760,700
Technology 70,000 0 0 43,900 0 113,900
Village Facilities 100,000 297,900 50,000 0 0 447,900
Recreational Facilities 0 400,000 200,000 0 0 600,000
Park Development 450,000 885,000 152,000 30,000 0 1,517,000
Streets & Roads 545,000 710,000 985,000 1,265,000 5,520,000 9,025,000
Storm-water 100,000 275,000 275,000 275,000 0 925,000
Total (Category) $1,375,700 $3,081,400 $1,901,000 $1,735,400 $5,606,000 $13,699,500
By Funding Source
Funding Source
FY
2020
FY
2021
FY
2022
FY
2023
FY
2024 Total
General Revenues $525,700 $953,800 $501,000 $205,400 $156,000 $2,341,900
Country Club 40,000 140,000 35,000 30,000 0 245,000
Infrastructure Surtax 610,000 700,000 850,000 725,000 450,000 3,335,000
Grant Funding 200,000 1,012,600 215,000 500,000 2,500,000 4,427,600
Other 0 275,000 300,000 275,000 2,500,000 3,350,000
Total (Funding Source) $1,375,700 $3,081,400 $1,901,000 $1,735,400 $5,606,000 $13,699,500
Village of North Palm Beach FY 2020 Adopted Budget Page 262 of 361
Capital Improvement Plan FY 2020
Total 5 Year CIP = $13,699,500
By Category (in millions)
Vehicles &
Equipment
$1.07
8%
Technology
$0.11
1%
Facilities
$1.05
7%
Park Development
$1.52
11%
Streets & Roads
$9.03
66%
Stormwater
$0.93
7%
By Funding Source (in millions)
Village of North Palm Beach FY 2020 Adopted Budget Page 263 of 361
Capital Improvement Plan FY 2020
5-Year CIP (by Project)
Project Title
FY
2020
FY
2021
FY
2022
FY
2023
FY
2024 Total
Vehicles
Public Works
Grapple Truck Replacement $181,000 $181,000
Kubota Replacement 43,000 86,000 129,000
Equipment
Fire Rescue
Breathing Air Compressor & Fill Station 68,000 68,000
Cardiac Monitor / Defibrillator 160,000 160,000
Power Stretchers 80,000 80,000
Battery Extrication Tool 19,500 19,500
EMS Training Simulation Manikins 30,000 30,000
Ventilation / Rehab Fans 20,700 20,700
Recreation
Lakeside Park Playground Renovation 40,000 40,000
Public Works
Construction Equipment Replacement 58,000 78,500 136,500
IT
LPR Cameras 41,000 41,000
Police
Patrol Boat Engine 50,000 50,000
Country Club
Pool Chiller 50,000 50,000
Range / Cover Shot 40,000 40,000
Launch Monitor 25,000 25,000
Information / Communication Technology
Web-streaming 43,900 43,900
Virtualization 70,000 70,000
-
Village Facilities
Public Safety Building
Fire Kitchen Remodel 65,000 65,000
Rebuild Evidence Room 100,000 100,000
Air Handler Replacement 90,000 90,000
Library
Front Lobby Renovation 50,000 50,000
Air Handler Replacement 142,900 142,900
Village of North Palm Beach FY 2020 Adopted Budget Page 264 of 361
Capital Improvement Plan FY 2020
Project Title FY
2020
FY
2021
FY
2022
FY
2023
FY
2024 Total
Recreational Facilities
Community Center
Community Center Renovation 200,000 200,000
Country Club
Tennis Court Lighting 250,000 250,000
Tennis Court Fencing 150,000 150,000
Park Development
Lakeside Park
Lakeside Park Paths 50,000 50,000
Community Center
Community Center Park
Enhancement 600,000 600,000
Country Club
Natural Area Restoration 35,000 35,000 30,000 100,000
Pond Beautification 200,000 200,000
Anchorage Park
Anchorage Park Enhancement 400,000 400,000
Boat Ramp Repair 30,000 30,000
South Seawall 20,000 117,000 137,000
Streets & Roads
Asphalt Resurfacing-Streets 310,000 310,000 310,000 310,000 310,000 1,550,000
Alley Wall Replacement 50,000 100,000 100,000 100,000 100,000 450,000
Sidewalk Repairs 100,000 75,000 75,000 75,000 50,000 375,000
Bridge Replacement - Lighthouse 250,000 250,000 5,000,000 5,500,000
Bridge Improvement - Prosperity Farms 200,000 200,000
Bridge Improvement - US1 25,000 500,000 525,000
Seawall - Lakeside Park 60,000 60,000
Seawall - Monet Road 30,000 60,000 90,000
Parking Lot - Anchorage Park 25,000 250,000 275,000
Storm-water
Storm-water 100,000 275,000 275,000 275,000 925,000
Grand Total $1,375,000 $3,801,400 $1,901,000 $1,735,400 $5,606,000 $13,699,500
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 265 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Organizational Excellence Public Works (Sanitation)
Project Name :Year(s) :2022
Grapple Truck Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
The three criteria that are considered when establishing the replacement schedule are mileage, age
and maintenance. The Village's internal Vehicle Committee reviewed and identified the schedule for
vehicle replacement. The goal is to continue to maintain our vehicles to ensure employee safety as
well as improve operational efficiencies.
By maintaining a modern, up to date fleet, the residents of North Palm Beach can be assured that all
Village services are being delivered at the highest quality service available.
To maintain a high quality of service for Village residents, Sanitation Collection Trucks must be
replaced on a regular schedule.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 266 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Grapple Truck Replacement
Strategic Result :Organizational Excellence
Department :Public Works (Sanitation)
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Vehicle(s)181,000$ 181,000$
Equipment -$
Other -$
Total Budget -$ -$ 181,000$ -$ -$ 181,000$
Funding Sources :
General revenues 181,000$ 181,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ -$ 181,000$ -$ -$ 181,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$-$
Comment: A new vehicle warranty will cover most repair items and regular
maintenance costs will be less.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 267 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Organizational Excellence Public Works (Sanitation)
Project Name :Year(s) :2023-2024
Kubota Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
The three criteria that are considered when establishing the replacement schedule are mileage, age
and maintenance. The Village's internal Vehicle Committee reviewed and identified the schedule for
vehicle replacement. The goal is to continue to maintain our vehicles to ensure employee safety as
well as improve operational efficiencies.
By maintaining a modern, up to date fleet, the residents of North Palm Beach can be assured that all
Village services are being delivered at the highest quality service available.
To maintain a high quality of service for Village residents, Sanitation Collection Vehicles must be
replaced on a regular schedule.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 268 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Kubota Replacement
Strategic Result :Organizational Excellence
Department :Public Works (Sanitation)
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Vehicle(s)43,000$ 86,000$ 129,000$
Equipment -$
Other -$
Total Budget -$ -$ -$ 43,000$ 86,000$ 129,000$
Funding Sources :
General revenues 43,000$ 86,000$ 129,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ -$ -$ 43,000$ 86,000$ 129,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$-$
Comment: A new vehicle warranty will cover most repair items and regular
maintenance costs will be less.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 269 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result : Department :
Organizational Excellence Fire Rescue
Project Name : Year(s) :2021
Breathing Air Compressor & Fill Station Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Replace a 1999, 5000 p.s.i. breathing air compressor and a three cylinder filling station with a 6000
p.s.i compressor and four cylinder filling station; also replacing the high-pressure cascade cylinders.
The current, 1999 breathing air compressor was purchased when SCBA cylinders were either 2216
p.s.i. or 4500 p.s.i.. All current SCBA are 4500 p.s.i., and the next generation will be 5000 p.s.i.; our
current compressor and filling station is not capable of meeting this demand. Adding the four
cylinder filling station will allows more cylinders to be refilled quicker to place our units back in
service faster
This purchase replaces existing, outdated equipment with modern, state-of-the-art equipment.
The use of Self-contained Breathing Apparatus is essential to the safety and health of our fire
rescue personnel allowing them to perform at their highest level. The air used to fill these cylinders
must be of the highest quality to allow our personnel to function at their best. By continuing our
practice of quarterly, third-party lab air quality tests we would expect this new compressor, with
new, improved filtration systems to continue meeting the Department's high quality standards.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 270 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Breathing Air Compressor & Fill Station Replacement
Strategic Result :Organizational Excellence
Department :Fire Rescue
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Vehicle -$
Equipment 68,000$ 68,000$
Other -$
Total Budget -$ 68,000$ -$ -$ -$ 68,000$
Funding Sources :
General revenues 3,400$ 3,400$
Impact fees -$
Grant revenues 64,600$ 64,600$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ 68,000$ -$ -$ -$ 68,000$
Operating Impact :
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment:
Minimal impact on operating budget. This equipment is vital to
the continuance of providing high quality, critical fire service to the
community
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 271 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Organizational Excellence Fire Rescue
Project Name :Year(s) :2021
Cardiac Monitor/Defibrillator Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
The Department will replace one monitor/defibrillator in FY2019 to complete the current cycle. In
FY2023 we will replace all four monitor/defibrillators moving back to an appropriate five (5) year
replacement cycle.
High quailty, state-of-the-art cardiac monitor/defibrillators are essential to providing high quality
EMS. As stated above, technical advances occur rapidly and a five (5) year life expectancy is a
reasonable timeframe to maintain this equipment.
These purchases replace existing equipment. No new or additional equipment is included.
Cardiac monitor/defibrillator are a major component in providing high quality emergency medical
services. Thechnology advances require a five (5) year replacement cycle to stay state-of-the-art.
This replacement schedule will allow us to provide continued high quality service
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Village of North Palm Beach FY 2020 Adopted Budget Page 272 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Cardiac Monitor/Defibrillator Replacement
Strategic Result :Organizational Excellence
Department :Fire Rescue
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Vehicle -$
Equipment 160,000$ 160,000$
Other -$
Total Budget -$ 160,000$ -$ -$ -$ 160,000$
Funding Sources :
General revenues 8,000$ 8,000$
Impact fees -$
Grant revenues 152,000$ 152,000$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ 160,000$ -$ -$ -$ 160,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment:
Minimal impact on operating budget. This equipment is vital to the
continuance of providing high quality, critical medical care to the
community.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 273 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Organizational Excellence Fire Rescue
Project Name :Year(s) :2021
Power Stretcher Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Replace two (2) power stretchers that will have reached the end of their useful life, will be obsolete
and no longer supported by their manufacturer by their 2023 replacement date.
The Department's current power stretchers are not supported by the manufacturer after seven
years of service. The power stretchers, and their associated loading systems, provide a safer
method of loading and off-loading patients reducing both the possiblity of dropping the patient or
causing injury to the caregiver.
This replaces existing equipment. No new or additional equipment is included.
Power Stretchers provide a safer method of loading and off-loading patients, both for the patient
and the caregiver.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 274 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Power Stretcher Replacement
Strategic Result :Organizational Excellence
Department :Fire Rescue
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Vehicle -$
Equipment 80,000$ 80,000$
Other -$
Total Budget -$ 80,000$ -$ -$ -$ 80,000$
Funding Sources :
General revenues 4,000$ 4,000$
Impact fees -$
Grant revenues 76,000$ 76,000$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ 80,000$ -$ -$ -$ 80,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment:
Minimal impact on operating budget. This equipment is vital to the
continuance of providing high-quality, critical medical care to the
community.
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Village of North Palm Beach FY 2020 Adopted Budget Page 275 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result : Department :
Organizational Excellence Fire Rescue
Project Name : Year(s) :2021
Lithium-Ion Battery Powered Extrication Tool
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits:
Location & Area Map Project Photo
Comments :
Purchase lithium-ion battery powered extrication tools for our rescues.
Our rescues current carry only manual tools for forcible entry, extrication and RIT activities. These
battery-powered tools give them a conciderable advantage over manual tools in a light-weight,
easy to manuver package.
The addition of these tools gives our rescue personnel a decided advantage when seconds count.
These tools allow our rescue personnel to make a rapid, initial entry to access patients in motor
vehicle accidents, as well as giving them a light-weight, self-contained tool to make entry with
when assigned as a Rapid Intervention Team (RIT) to rescue entrapped firefighters. This
enhances the safety of both our customers and personnel.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 276 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :
Strategic Result :
Department :
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Equipment 19,500 19,500
Vehicle 0
Other 0
Total Budget $0 $19,500 $0 $0 $0 $19,500
Funding Sources :
General revenues $19,500 $19,500
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $19,500 $0 $0 $0 $19,500
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment:
The addition of these tools should have no fiscal impact beyond the
initial purchase cost.
Lithium-Ion Battery Powered Extrication Tool
Organizational Excellence
Fire Rescue
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 277 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result : Department : Fire Rescue
Organizational Excellence / Financial Sustainability Fire Rescue
Project Name :Year(s) :2021
EMS Training Manikin Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits:
Location & Area Map Project Photo
Comments :
Our training manikins are decades old and do not meet current standards. We plan on replacing
two CPR manikins and one ACLS manikin. This will give us adequate equipment to train our
personnel and the public.
As previously stated, our manikins no longer meet the standard for training our personnel or the
public in CPR or ACLS. Keeping this training in-house allows more frequent training, keeping our
personnel's skills sharp and reducing the cost of using outside vendors.
This purchase is a win-win; enhancing our training and reducing costs.
By replacing the current manikins we will be able to continue training our personnel in-house on a
regular basis to maintain a high-degree of skill. We will also have the availability to teach classes
and certify the public in CPR. This purchase provides the additional benefit of keeping this training
in-house greatly reducing the cost associated with bringing in an outside vendor and their
equipment to train our personnel.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 278 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :
Strategic Result :
Department :
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Equipment 30,000 30,000
Vehicle 0
Other 0
Total Budget $0 $30,000 $0 $0 $0 $30,000
Funding Sources :
General revenues $30,000 $30,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $30,000 $0 $0 $0 $30,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment:
There should be no appreciable fiscal impact following this purchase
EMS Training Manikin Replacement
Organizational Excellence / Financial Sustainability
Fire Rescue
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 279 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result : Department :
Organizational Excellence Fire Rescue
Project Name : Year(s) :2020
PPV/Rehab Fan Purchase
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits:
Location & Area Map Project Photo
Comments :
Purchase lithium-ion battery powered fans to replace our current 15 year old gasoline powered
fans.
Our current gasoline powered fans are 15 years old and at the end of their service life. Being
gasoline powered they present their own dangers; introducting gasoline into the emergency scene
and the carbon monoxice from their exhaust. The new lithium-ion battery powered fans eliminate
these hazards while providing the same levels of service.
These fans are lighter, easier to carry and set up, and serve a dual purpose as needed.
These battery powered fans serve a dual role. When used as a Positive Pressure Ventilation
(PPV) fan they rapidly remove smoke from the affected area reducing damage and providing a
safer work environment for our personnel. As a rehab fan they provide a humidified cooling for
personnel preparing to reenter the working area. In both cases, these fans increase the safety to
our customers and personnel.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 280 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :
Strategic Result :
Department :
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Equipment 20,700 20,700
Vehicle 0
Other 0
Total Budget $20,700 $0 $0 $0 $0 $20,700
Funding Sources :
General revenues $20,700 $20,700
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $20,700 $0 $0 $0 $0 $20,700
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment:
Replacement for existing equipment. No additional fiscal impact.
PPV/Rehab Fan Purchase
Organizational Excellence
Fire Rescue
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 281 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result : Department :
Waterways & Recreation Parks & Recreation
Project Name : Year(s) :2021
Lakeside Park Playground Renovation
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits:
Location & Area Map Project Photo
Comments :
Renovate the exsisting playground area and equipment by adding additional components,shade,
benches etc.
The existing main playground structure is in good condition. There is plenty of open area to add
more components along with shade. Add new sitting areas.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 282 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :
Strategic Result :
Department :
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Equipment 40,000 40,000
Vehicle 0
Other 0
Total Budget $0 $40,000 $0 $0 $0 $40,000
Funding Sources :
General revenues $40,000 40,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $40,000 $0 $0 $0 $40,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment:
There may be operating efficiencies or avoidance of future costs
that result from the improvements, but these impacts are not
presently quantifiable and are believed to be marginal.
Lakeside Park Playground Renovation
Waterways & Recreation
Parks & Recreation
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 283 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result : Department :
Organizational Excellence Public Works
Project Name :Year(s) :2022-2023
Construction Equipment Replacement
Project Description :
Type 2020 2021 2022 2023 2024 Total
Bobcat S570 0
John Deere Tractor 1 1
New Holland Tractor 1 1
Total 001102
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
To maintain a high quality of service for Village residents, construction equipment needed for various repairs
around the Village must be replaced on a regular schedule. The Public Works Department maintains 3 pieces
of construction equipment. This construction equipment cannot be procured by lease and must be purchased
out right. This project is intended to replace the following construction equipment over the next five years:
By maintaining a modern, up to date fleet, the residents of North Palm Beach can be assured that all Village
services are being delivered at the highest quality service available.
The three criteria that are considered when establishing the replacement schedule for construction equipment
are hours, age and maintenance cost.
The construction equipment in this plan replace existing construction equipment; no additional construction
equipment is a part of this plan.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 284 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Construction Equipment Replacement
Strategic Result :Organizational Excellence
Department :Public Works
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Vehicle -$
Equipment 58,000$ 78,500$ -$ 136,500$
Other -$
Total Budget -$ -$ 58,000$ 78,500$ -$ 136,500$
Funding Sources :
General revenues 58,000$ 78,500$ 136,500$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ -$ 58,000$ 78,500$ -$ 136,500$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$-$
Comment: No significant impact. New warranties will cover most repair items and
regular maintenance costs will be less.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 285 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result : Department :
Organizational Excellence Information Technology
Project Name : Year(s) :2021
LPR Lakeside Park
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Install LPR cameras at entrances to Lakeside park neighborhood.
The LPR initiative began several years ago creating a permiter of surveillance around the Village.
The initiative has been readjusted to add camera systems in interior neighborhoods as needed.
Adding cameras to the Lakeside Park area will provide data of any and all vehicle traffic to the area.
To provide a high level of service to our residents, our employees must be supplied with the correct
tools to streamline their job duties
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 286 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :LPR Lakeside Park
Strategic Result :Organizational Excellence
Department :Information Technology
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Vehicle -$
Equipment 41,000$ 41,000$
Other -$
Total Budget -$ 41,000$ -$ -$ -$ 41,000$
Funding Sources :
General revenues 41,000$ 41,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ 41,000$ -$ -$ -$ 41,000$
Operating Impact:
Personnel -$
Operating 8,000$ 8,000$ 8,000$ 24,000$
Capital -$
Other -$
Total Operating -$ -$ 8,000$ 8,000$ 8,000$ 24,000$
Comment: Operating Impact includes annual maintenance costs. System will
be evaluated to determine if we can maintain in house.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 287 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result : Department :
Organizational Excellence Police
Project Name : Year(s) :2021
Patrol Boat Engine Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Replacing the boat engine allows for safe operation of the patrol boat and response to calls for service. The
propensity is for the boat engine to wear rapidly and require repairs that are more often in frequency and more
expensive. Replacement of the boat engine within the 6 year warranty time frame will reduce the additional
costs associated to repair the boat.
Maintaining and replacing the boat engine within the warranty period, will be an operational benefit and cost
savings for the Police Department.
The Marine Unit patrol boat engine has a 6 year warranty and will be due for replacement in 2021.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 288 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Patrol Boat Engine Replacement
Strategic Result :Organizational Excellence
Department :Police
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Vehicle -$
Equipment 50,000$ 50,000$
Other -$
Total Budget -$ 50,000$ -$ -$ -$ 50,000$
Funding Sources :
General revenues 50,000$ 50,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ 50,000$ -$ -$ -$ 50,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$-$
Comment: No significant impact. A replacement boat engine warranty will cover
most repair items and regular maintenance costs will be less
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 289 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
All Neighborhoods as Desirable Places to Live Country Club Pool
Project Name :Year(s) :2020
Pool Chiller
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
This is the purchase of a pool chiller system. This system would give the facility the ability to
regulate the temperature in the pool during the summer months. This sytem will allow staff to
reduce the temperature of the pool water to a level that is more cunducive to training and aerobics
and more refreshing for daily pool recreational use. Lower temperatures also reduce the amount of
chemicals required during the summer months.
This purchase will allow the pool to be open year round for training and open swim usage
The chiller would be place on a 8'X8' concrete slab next to the existing pool heater at the south end
of the pool
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Village of North Palm Beach FY 2020 Adopted Budget Page 290 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Pool Chiller
Strategic Result :All Neighborhoods as Desirable Places to Live
Department :Country Club Pool
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Vehicle -$
Equipment 50,000$ 50,000$
Other -$
Total Budget 50,000$ -$ -$ -$ -$ 50,000$
Funding Sources :
General revenues 50,000$ 50,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues 50,000$ -$ -$ -$ -$ 50,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment: There may be operating efficiences or avoidance of future costs that
result from the replacement, but these impacts are not presently
quantifiable and are believed to be marginal
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 291 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Financial Sustainability Country Club Golf
Project Name :Year(s) :2020
Cover Shot
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Cover Shot will provide relief from the elements when teaching clinics, camps, schools.
Summer heat and rain would justify this expense for teaching golfers in all conditions. Goes toward
the goal sustainability of country club
It does not require a permit and can withstand winds of 140 mph
This will help ensure viability of golf opertions and the driving range. Long term plan would be to
have a unit at the front and back of the range. The initial unit would go to back of range. This
would be insure the NPBCC is a state of the art club with a long term vision - lessons - golf schools -
club fititng - player development opportunites. Provides relief from rain and sun (hurricane
protected to 140 mph)
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Village of North Palm Beach FY 2020 Adopted Budget Page 292 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :
Strategic Result :
Department :
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Equipment 40,000 40,000
Vehicle 0
Other 0
Total Budget $40,000 $0 $0 $0 $0 $40,000
Funding Sources :
Club Revenues $40,000 $40,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $40,000 $0 $0 $0 $0 $40,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment: No significant impact. Canopy provides protection from harmful UV
rays as well as inclement weather when teaching clinics, camps and
schools.
Cover Shot
Financial Sustainability
Country Club Golf
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 293 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Financial Sustainability Country Club Golf
Project Name :Year(s) :2021
Launch Monitor
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Trackman Launch Monitor: Replaces our older version that is non operational with today's
technology. This will help continue to establish NPBCC as state of the art facility.
Trackman has a long history or working with golf radar to ananlyize the very moment of impact of
the golf ball and club. It maps the ball speed, angle of approach, club path,launch angle which re
all crtitical elements of fitting players with golf clubs and instruction. This device will asssit us in
creating more revenue for the golf shop in merchandise sales and lessons.
This is portable unit that would be stored in golf shop and taken out to driving range for fitting clubs
and or a lesson
Ensure Viability of Country Club
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Village of North Palm Beach FY 2020 Adopted Budget Page 294 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :
Strategic Result :
Department :
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Equipment 25,000 25,000
Vehicle 0
Other 0
Total Budget $0 $25,000 $0 $0 $0 $25,000
Funding Sources :
Club Revenues $25,000 $25,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $25,000 $0 $0 $0 $25,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment:Replacement for existing equipment. No additional fiscal impact.
Launch Monitor
Financial Sustainability
Country Club Golf
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 295 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result : Department :
Organizational Excellence Information Technology
Project Name : Year(s) :2023
Webstreaming
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Purchase of webstreaming cameras and equipment to broadcast Council meetings to residents on
the internet.
The Village currently conducts audio recordings of all Council meetings.Several residents have
requested live streaming of Council meetings. This would allow Village residents to watch Council
meetings from anywhere with an internet connection. All Council meetings would also be archived
and could be downloaded at any time.
Providing a webstreaming service enhances communication to our residents. Village residents can
watch Council meetings live and stay up to date on all Village business.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 296 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Webstreaming
Strategic Result :Organizational Excellence
Department :Information Technology
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Equipment 43,900$ 43,900$
Vehicle -$
Other -$
Total Budget -$ -$ -$ 43,900$ -$ 43,900$
Funding Sources :
General revenues 43,900$ 43,900$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ -$ -$ 43,900$ -$ 43,900$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment: Operating Impact includes annual costs for # of meetings @ $950
per month and remote control of cameras @ $150 per event
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 297 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Organizational Excellence Information Technology
Project Name :Year(s) :2020
Virtualization upgrade
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Upgrade current Virtualization hardware, two (2) servers and a storage area network.
Currently the Village utilizes Vmware and Dell hardware to run all of the Village's virtual servers. As
technology continues to evolve, so does the demand for more hardware resources. New servers
are added each budget year to support new Village applications and services to our residents. New
virtualization hardware will provide the IT department with adequate resources to support the
Village's continued growth.
Maintaining a high level of service to our residents requires the use of many different software
packages. In order to keep these applications up and running, necessary hardware resources are
required.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 298 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Virtualization upgrade
Strategic Result :Organizational Excellence
Department :Information Technology
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Equipment 70,000$ 70,000$
Vehicle -$
Other -$
Total Budget 70,000$ -$ -$ -$ -$ 70,000$
Funding Sources :
General revenues 70,000$ 70,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues 70,000$ -$ -$ -$ -$ 70,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment: No operating impact. This project is consistent with the goal of
providing high quality level of service to the community
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 299 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Organizational Excellence Public Safety Building
Project Name :Year(s) :2021
Fire Rescue Kitchen Remodel
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Remodel the Fire Rescue kitchen to make it more user friendly including more cabinet and counter
space, commercial sink, and updated floor tile, wall finish and appliances.
The current kitchen is original to the building having been completed in 1999. The space was
designed for a smaller daily user count and use during disasters was not factored. Cabinet and
counter space are inadequate to serve the present use. All appliances, with the exception of the
dishwasher, are original. The floor tile is cracked in places and the cabinets are in disrepair. This
remodel will enhance operations and boost employee morale.
Providing an updated kitchen enhances the day-to-day Fire Rescue operations and also creates a
more useable space during times of disaster.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 300 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Fire Rescue Kitchen Remodel
Strategic Result :Organizational Excellence
Department :Public Safety Building
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 65,000$ 65,000$
Vehicle -$
Equipment -$
Other -$
Total Budget -$ 65,000$ -$ -$ -$ 65,000$
Funding Sources :
General revenues 65,000$ 65,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ 65,000$ -$ -$ -$ 65,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment:Minimal impact on operating budget. The project will require staff
time to develop specs, prepare plans and bid documents, and
monitor progress of project.
Return to Table of Contents
Village of North Palm Beach FY 2020 Adopted Budget Page 301 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Organizational Excellence Public Safety Building
Project Name :Year(s) :2020
Public Safety Evidence Room
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Rebuild Evidence Room
The Public Safety Evidence room needs to be rebuilt to the International Association for Property
and Evidence, Inc. Professional Standards. This standard provides for Evidence and Property
Room security.
Evidence room needs to be isolated and secure from the rest of the Public Safety Building.
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VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :
Strategic Result :
Department :
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition $0
Planning / Design 25,000 25,000
Engineering 0
Construction 60,000 60,000
Equipment 15,000 15,000
Vehicle 0
Other 0
Total Budget $100,000 $0 $0 $0 $0 $100,000
Funding Sources :
General revenues $100,000 $100,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $100,000 $0 $0 $0 $0 $100,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment:
Minimal impact on operating budget. The project will require staff
time to develop specs, prepare plans and bid documents, and
monitor progress of project.
Public Safety Evidence Room
Organizational Excellence
Public Safety Building
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Village of North Palm Beach FY 2020 Adopted Budget Page 303 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Organizational Excellence Public Safety Building
Project Name :Year(s) :2021
Public Safety Building Air Handler Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Replace (2) Air Handlers in the Public Safety Building
Due to the age of the Air Handler Units a the Public Safety Complex and the close location to salt
water, these four (4) Air Handlers will need to be replaced in the very near future. The interior and
exterior of these units are rusting away. As the Public Safety Complex is a twenty-four (24) hour
facility and needs A/C Units working at all times.
Avoid brake down of air handlers in our police and Fire Department.
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Village of North Palm Beach FY 2020 Adopted Budget Page 304 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :
Strategic Result :
Department :
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 40,000 40,000
Equipment 50,000 50,000
Vehicle 0
Other 0
Total Budget $0 $90,000 $0 $0 $0 $90,000
Funding Sources :
General revenues $90,000 $90,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $90,000 $0 $0 $0 $90,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment: No significant impact. Capital expenditure is designed to replace
existing air handler units.
Public Safety Building Air Handler Replacement
Organizational Excellence
Public Safety Building
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Village of North Palm Beach FY 2020 Adopted Budget Page 305 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Waterways and Recreation Library
Project Name : Year(s): 2022
Front Lobby Renovation
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Work consists of renovating the planter under the front steps by altering its shape to include built-in
seating. Scope includes new landscaping and additional seating on either side of the main entryway
doors.
The project supports the Village's goal of maintaining quality recreational facilities.
This work is necessary to improve aesthetics, functionality, access, and public flow.
Originally the scope of this project was much larger and focused on a complete rennovation of the
front lobby. However, in FY18/ FY19 measures were taken to address needed repairs and safety
issues related to the front steps, and these improved the entryway dramatically. Measures included
reinforcing the front steps with steel brackets and removing old treads and installing new
commercial grade heavy-duty rubber treads with a safety feature strip to prevent tripping hazards.
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Village of North Palm Beach FY 2020 Adopted Budget Page 306 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Front Lobby Renovation
Strategic Result :Waterways and Recreation
Department :Library
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 50,000$ 50,000$
Vehicle -$
Equipment -$
Other -$
Total Budget -$ -$ 50,000$ -$ -$ 50,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues 25,000$ 25,000$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other 25,000$ 25,000$
Total Revenues -$ -$ 50,000$ -$ -$ 50,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment:
This project is contingent upon receipt of grant funds. If targeted
grant isn't awarded, The Village will need to either suspend the
project or seek alternate funding sources.
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Village of North Palm Beach FY 2020 Adopted Budget Page 307 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Organizational Excellence Library
Project Name :Year(s) :2021
Library Air Handler Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Replace air handler per engineer specification.
The A/C System Air Handler in the second floor of the Library is original. This system uses R22
Refrigerant which is no longer produced. If the system gets a leak or compressor failure the second
story A/C unit will no longer be able to Dehumidify the area. This is a proactive measure that must
be taken to ensure that the Library is able to remain open and no damage occurs any materials
inside the Library.
To avoid an emergency purchase and having to remove windows to install temporary A/C units.
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VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :
Strategic Result :
Department :
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 32,900 32,900
Construction 80,000 80,000
Equipment 30,000 30,000
Vehicle 0
Other 0
Total Budget $0 $142,900 $0 $0 $0 $142,900
Funding Sources :
General revenues $142,900 $142,900
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $142,900 $0 $0 $0 $142,900
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment: No significant impact. Capital expenditure is designed to replace
existing air handler system
Library Air Handler Replacement
Organizational Excellence
Library
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Village of North Palm Beach FY 2020 Adopted Budget Page 309 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result : Department :
Waterways & Recreation Parks & Recreation
Project Name : Year(s) :2022
Community Center Renovation
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits:
Location & Area Map Project Photo
Comments :
Renovate the Community Center per the Master Plan.
The improvements at the Community Center are working towards the goal of the strategic plan to
update and upgrade the Village infrastructure.
Specific improvements are unknown at this time
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Village of North Palm Beach FY 2020 Adopted Budget Page 310 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :
Strategic Result :
Department :
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 200,000 200,000
Equipment 17,500
Vehicle 0
Other 0
Total Budget $0 $0 $200,000 $0 $0 $217,500
Funding Sources :
General revenues $135,000 $135,000
Impact fees 0
Grant revenues 65,000 65,000
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $0 $200,000 $0 $0 $200,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment:There may be operational efficiencies that result in future cost.
Community Center Renovation
Waterways & Recreation
Parks & Recreation
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Village of North Palm Beach FY 2020 Adopted Budget Page 311 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Waterways and Recreation Country Club Tennis
Project Name :Year(s) :2021
Tennis Court Lighting
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
This project would replace the existing court lights with LED sports lighting. The existing poles may
be used. The center poles may be removed.
The court lighting system is over 20 years old and not adequate for standard tennis play. The
courts are being used for night play throughout the year by members, residents, & guests. The
total energy usage reduction would be approximately 82% and the CO2 emissions would be
reduced by approximately 516 tons. Electrical expenses would be reduced. The lighting on the
courts would be uniform and dark areas would be eliminated.
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VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Tennis Court Lighting
Strategic Result :Waterways and Recreation
Department :Country Club Tennis
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 250,000$ 250,000$
Equipment -$
Vehicle -$
Other -$
Total Budget 250,000$ -$ -$ -$ 250,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues 250,000$ 250,000$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ 250,000$ -$ -$ -$ 250,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment:The Village will appropriate any grant matching requirements upon
notification of grant approval. If targeted grant isn't awarded, The
Village will need to either suspend the project or seek alternate funding
sources.
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Village of North Palm Beach FY 2020 Adopted Budget Page 313 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result : Department :
Beautification & Quality of Life Country Club Tennis
Project Name : Year(s) :2021
Tennis Fence Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
This is the renovation of the Tennis Center which is the replacement of all tennis fences including
posts and mesh.
These improvements at the Tennis center are working towards the goal of the Master Plan to
update and upgrade the Village infrastructure. The drainage on the courts is hendered in certain
areas due to the improper location of bottom rails and mesh. They have dropped lower over the
years and some rest on the court surface blocking the correct drainage of the courts and hendering
removal of algae growth. The mesh is also touching the court surface making it difficult to remove
weeds and algae around the edges.
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Village of North Palm Beach FY 2020 Adopted Budget Page 314 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Tennis Fence Replacement
Strategic Result :Beautification & Quality of Life
Department :Country Club Tennis
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 150,000 150,000$
Vehicle -$
Equipment -$
Other -$
Total Budget -$ 150,000$ -$ -$ -$ 150,000$
Funding Sources :
General revenues 100,000 100,000$
Impact fees -$
Grant revenues 50,000 50,000$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ 150,000$ -$ -$ -$ 150,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$ -$
Comment:No significant impact. Capital expenditure is designed to replace existing
fencing. The Village will appropriate any grant matching requirements upon
notification of grant approval. If targeted grant isn't awarded, The Village will
need to either suspend the project or seek alternate funding sources.
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Village of North Palm Beach FY 2020 Adopted Budget Page 315 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Waterways & Recreation Parks & Recreation
Project Name :Year(s) :2020
Lakeside Park Pathways
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
This is the renovation of the walking paths at Lakeside Park. The project will also include park
amenities related to the path
These improvements at the lakeside pathways are working towards the goal of the Master Plan to
update and upgrade the Village infrastructure.
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Village of North Palm Beach FY 2020 Adopted Budget Page 316 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Lakeside Park Pathways
Strategic Result :Waterways & Recreation
Department :Parks & Recreation
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 50,000$ 50,000$
Vehicle -$
Equipment -$
Other -$
Total Budget 50,000$ -$ -$ -$ -$ 50,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax 50,000$ 50,000$
Fund balance -$
Other -$
Total Revenues 50,000$ -$ -$ -$ -$ 50,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment:There may be operating efficiencies or avoidance of futre costs that result
from the improvements, but these impacts are not prensently quantifiable
and are believed to be marginal.
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Village of North Palm Beach FY 2020 Adopted Budget Page 317 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result : Department :
Waterways & Recreation Parks & Recreation
Project Name : Year(s) :2021
Community Center Park Enhancement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits:
Location & Area Map Project Photo
Comments :
Replace the playground at the Community Center. Replace the existing ball field chain link fencing
at the Community Center. Provide a low level ligting system that will increase the usage of the new
trail at the Community Center. Milling and paving of the Community Center south parking lot with
the goals of saving the trees and eliminating trip hazards.
The existing playground has numerous components that are failing structurally through rust and
excessive usage. We have taken off some of the failing components, but the playground structure
needs to be replaced. It also needs shade structures due to the exposed location.The existing chain
link fencing around the four ball fields needs to be replaced. Both the structures condition and
appearance are very poor. Since the half mile trail has been asphalted, the number of users has
increased greatly.We have received numerous request to light the trail in order to maximize its
usage. The lighting will be low level bollard type with no impact on the surrounding neighborhoods.
The parking lot is old and deteriorated and needs to be milled and paved. Parts of it will need to be
reconstructed altogether due to failure and redesign.
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VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :
Strategic Result :
Department :
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 600,000 600,000
Equipment 0
Vehicle 0
Other 0
Total Budget $0 $600,000 $0 $0 $0 $600,000
Funding Sources :
General revenues $300,000 $300,000
Impact fees 0
Grant revenues 300,000 300,000
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $600,000 $0 $0 $0 $600,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment:
There may be operating efficiencies or avoidance of future costs
that result from the improvements, but these impacts are not
presently quantifiable and are believed to be marginal
Community Center Park Enhancement
Waterways & Recreation
Parks & Recreation
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Village of North Palm Beach FY 2020 Adopted Budget Page 319 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Waterways and Recreation Country Club Golf
Project Name :Year(s) :2021-2023
Natual Areas Restoration
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Landscaping / Beautification of Natural Areas
As stewards of the community and environment - it is our responsibility to take care of the golf
course that we share vista views with our exisitng homeowners. Many of these areas border the
golf course and lack proper irrigation to have grass. We would address short term and long term
needs of of the golf course by making these areas more of a weed free zone.
Cleaning up and improving landscpae of natural areas
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VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :
Strategic Result :
Department :
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction $35,000 $35,000 $30,000 100,000
Equipment 0
Vehicle 0
Other 0
Total Budget $0 $35,000 $35,000 $30,000 $0 $100,000
Funding Sources :
Club Revenues $35,000 $35,000 $30,000 $100,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $35,000 $35,000 $30,000 $0 $100,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment:Target one of our natural areas for conversion each year
Natual Areas Restoration
Waterways and Recreation
Country Club Golf
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Village of North Palm Beach FY 2020 Adopted Budget Page 321 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Waterways & Recreation Country Club Golf
Project Name : Year(s) :2021
Pond Beautification
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Pond Banks and Beautification for Country Club
A littoral plant can be defined as any aquatic plant along a lake shoreline.Littoral zones provide a
key habitat for wading birds, fish and other aquatic invertebrate to forage or find refuge in. Water
quality has been a major issue in South Florida andlittorals act as a filter marsh to improve water
quality. The aquatic plants also help stabilize shorelines, which can prevent dangerous erosion
problems. Finally, the plants can provide an aesthertically pleasing view with its array of flaowers
ranging in colors and natural beauty.
Start with holes # 10 / # 15 and Holes # 13 / #14 Holes #8. These locations already have some
form of littoral shelve.Helps with golf course erosion and filtering the water. Assists in algae control
Landscaping and Beautification
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VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :
Strategic Result :
Department :
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 200,000 200,000
Equipment 0
Vehicle 0
Other 0
Total Budget $0 $200,000 $0 $0 $0 $200,000
Funding Sources :
Club Revenues $80,000 $80,000
Impact fees 0
Grant revenues 120,000 120,000
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $200,000 $0 $0 $0 $200,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment:
There may be operating efficiencies or avoidance of future costs
that result from the improvements, but those impacts are not
presently quantifiable and are believed to be marginal.
Pond Beautification
Waterways & Recreation
Country Club Golf
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Village of North Palm Beach FY 2020 Adopted Budget Page 323 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result : Department :
Beautification & Quality of Life Parks & Recreation
Project Name : Year(s) :2020
Anchorage Park Enhancement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Renovation of the dog park and installation of the dry storage wall at Anchorage Park. The dog park
renovation includes new fencing and sod. The dry storage work includes the design and installation
of the eight (8’) foot wall, along with landscaping, irrigation, lighting, security equipment etc. It does
not include a new surface. Per Council Direction, the Dry Storage component to be completed
regardless of grant outcome.
The dog park at Anchorage Park is used on a regular basis and needs to be renovated. It has
become a community gathering location in the mornings and evenings. The installation of the eight
(8’) wall around the proposed dry storage area is a key component of the Anchorage Park Master
Plan.
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Village of North Palm Beach FY 2020 Adopted Budget Page 324 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Anchorage Park Enhancement
Strategic Result :Beautification & Quality of Life
Department :Parks & Recreation
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering 10,000 10,000$
Construction 340,000 340,000$
Vehicle -$
Equipment 50,000 50,000$
Other -$
Total Budget 400,000$ -$ -$ -$ -$ 400,000$
Funding Sources :
General revenues 175,000 175,000$
Impact fees -$
Grant revenues 200,000 200,000$
Debt Service -$
Infrastructure Surtax 25,000 25,000$
Fund balance -$
Other -$
Total Revenues 400,000$ -$ -$ -$ -$ 400,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$ -$
Comment:No significant impact. The Village will appropriate any grant matching
requirements upon notification of grant approval. Per Council Direction, Dry
Storage component to be completed regardless of grant outcome.
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Village of North Palm Beach FY 2020 Adopted Budget Page 325 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Waterways & Recreation Parks & Recreation
Project Name :Year(s) :2021
Anchorage Park Boat Ramp Repair
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
This project will be the renovation of the existing boat ramp.
These improvements in Anchorage Park are working towards the goal of the Anchorage Master
Plan to make the park a neighborhood type experience for all walks of life.
Anchorage Park is a heavily used recreational facility that caters to diverse recreational
opportunities. The improvements will continue to support boating opportunities, but will introduce
kayaking, paddleboarding and canoeing faciliites as well. Active recreation opportunities continue
to be emphasized.
Known damage at the end of the ramp based upon subaquoius inspection. Scope may need to be
adjusted after further inspection.
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VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Anchorage Park Boat Ramp Repair
Strategic Result :Waterways & Recreation
Department :Parks & Recreation
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 30,000$ 30,000$
Vehicle -$
Equipment -$
Other -$
Total Budget -$ 30,000$ -$ -$ -$ 30,000$
Funding Sources :
General revenues 30,000$ 30,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ 30,000$ -$ -$ -$ 30,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment:
There may be operating efficiencies or avoidance of future costs that
result from the improvements, but these impacts are not presently
quantifiable and are believed to be marginal
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Village of North Palm Beach FY 2020 Adopted Budget Page 327 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result : Department :
Waterways & Recreation Parks & Recreation
Project Name : Year(s) :2021-2022
Anchorage Park South Seawall
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
The Village Engineer (Alan Gerwig & Associates) recommends a similar design to the north seawall
and provided a preliminary opinion of probable costs for the south seawall construction.
Construction = $780,000, engineering (15%) = $117,000, and contingency (10%) = $78,000, for a
total project cost of $975,000. A decision will need to be made on whether floating and/or fixed
docks should be constructed, and the possibility of installing boat lifts vetted.
The Village drafted an Anchorage Park Master Plan in FY 2018 to improve the function and
aesthetics of the Park. An element of this Plan is to replace the seawall on the south side of the
boat ramp. Based on feedback from engineers and contractors the seawall has neared the end of
it's lifespan and needs to be replaced. The north side of the marina was completed in FY 2019. A
new seawall, floating docks, trail, shelter, and landscaping were installed. The goal of this project is
to mirror what was done on the north side of the boat ramp when funding becomes available.
The original theory was that the south seawall can be capped so it was bid as an alternate for the
north seawall construction contract. After further investigation, this is not the case and the south
seawall needs to be replaced.
During the strategic planning process this project received one (1) vote, had a weighted priority of
three (3), and a ranking of 6.6. It is project number 35 out of 51 on the Strategic Plan project
prioritization list.
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Village of North Palm Beach FY 2020 Adopted Budget Page 328 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Anchorage Park South Seawall
Strategic Result :Waterways & Recreation
Department :Parks & Recreation
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design 20,000$ 20,000$
Engineering 117,000$ 117,000$
Construction -$
Vehicle -$
Equipment -$
Other -$
Total Budget -$ 20,000$ 117,000$ -$ -$ 137,000$
Funding Sources :
General revenues 20,000$ 117,000$ 137,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ 20,000$ 117,000$ -$ -$ 137,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$-$ -$-$-$
Comment:
Due to Strategic Plan prioritization and budget constraints, this project will be
planned (floating versus fixed docks), and then engineered. However, construction
will not occur until funding source(s) are secured. If the south seawall fails before
this can occur, we may need to reprioritize the CIP and move the project up in the
schedule. This is why the planning and engineering is being completed so we are
ready to go out to bids immediately if needed.
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Village of North Palm Beach FY 2020 Adopted Budget Page 329 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Improve Mobility Public Works
Project Name :Year(s) :2020 - 2024
Asphalt Resurfacing
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Pavement preservation improvements to include milling and paving of streets on an annual basis,
rehabilitation/replacement of deficient roadways, striping and overlay.
Maintain the existing Village street network at an acceptable level to ensure longest life possible.
Milling and paving before streets deteriorate and need complete reconstruction at a substantially
higher cost (5 times more expensive). Benefits include road condition improvement, pedestrian
safety, and appearance.
Prioritized based on 2018 Pavement Management Services Pavement Condition Report; Pilot
project to apply Reclamite® asphalt rejuvenator to extend street life.
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Village of North Palm Beach FY 2020 Adopted Budget Page 330 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Asphalt Resurfacing
Strategic Result :Improve Mobility
Department :Public Works
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering 10,000$ 10,000$ 10,000$ 10,000$ 10,000$ 50,000$
Construction 300,000$ 300,000$ 300,000$ 300,000$ 300,000$ 1,500,000$
Vehicle -$
Equipment -$
Other -$
Total Budget 310,000$ 310,000$ 310,000$ 310,000$ 310,000$ 1,550,000$
Funding Sources :
General revenues 10,000$ 10,000$ 10,000$ 10,000$ 10,000$ 50,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax 300,000$ 300,000$ 300,000$ 300,000$ 300,000$ 1,500,000$
Fund balance -$
Other -$
Total Revenues 310,000$ 310,000$ 310,000$ 310,000$ 310,000$ 1,550,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$-$
Comment: Maintains existing condition of the Village street network.
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Village of North Palm Beach FY 2020 Adopted Budget Page 331 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Beautification and Quality of Life Public Works
Project Name :Year(s) :2020 - 2024
Alley Wall Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Public Works proposes the replacement of East Alleyway Wall. A different design is needed.
Improve appearance of the alleyway and encourage multi-modal usage.
The East Alleyway Wall is in need of replacement and a new design. The new design needs to
have the ability to be easily replaced when damage occurs.
Design and community consensus in FY 20. Start construction phase in FY 21. Use old alley wall
materials for repairs until project is completed. Seek grants to help pay for the construction if
possible.
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Village of North Palm Beach FY 2020 Adopted Budget Page 332 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Alley Wall Replacement
Strategic Result :Beautification and Quality of Life
Department :Public Works
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design 50,000$ 50,000$
Engineering -$
Construction 100,000$ 100,000$ 100,000$ 100,000$ 400,000$
Vehicle -$
Equipment -$
Other -$
Total Budget 50,000$ 100,000$ 100,000$ 100,000$ 100,000$ 450,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax 50,000$ 100,000$ 100,000$ 100,000$ 100,000$ 450,000$
Fund balance -$
Other -$
Total Revenues 50,000$ 100,000$ 100,000$ 100,000$ 100,000$ 450,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$-$
Comment:
This project will reduce or eliminate staff time and materials on east
alley wall maintenance but these impacts are not presently quantifiable
and are believed to be marginal
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Village of North Palm Beach FY 2020 Adopted Budget Page 333 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result : Department :
Improve Mobility Public Works
Project Name : Year(s) :2020 - 2024
Sidewalk Repairs
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Village Sidewalk Repairs (saw cutting and removal/replacement).
Pedestrian safety.
Eliminate possible trip hazards.
A complete sidewalk inventory and inspection was completed in June 2018 and will be used to
prioritize projects.
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Village of North Palm Beach FY 2020 Adopted Budget Page 334 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Sidewalk Repairs
Strategic Result :Improve Mobility
Department :Public Works
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 100,000$ 75,000$ 75,000$ 75,000$ 50,000$ 375,000$
Equipment -$
Vehicle -$
Other -$
Total Budget 100,000$ 75,000$ 75,000$ 75,000$ 50,000$ 375,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax 100,000$ 75,000$ 75,000$ 75,000$ 50,000$ 375,000$
Fund balance -$
Other -$
Total Revenues 100,000$ 75,000$ 75,000$ 75,000$ 50,000$ 375,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$-$ -$ -$-$ -$
Comment:
The primary goal is to increase pedestrian safety by reducing and
eliminating trip and fall incidents. There may be operating efficiencies or
avoidance of future costs that result from the improvements, but these
impacts are not presently quantifiable and are believed to be marginal.
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Village of North Palm Beach FY 2020 Adopted Budget Page 335 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Improve Mobility Public Works
Project Name :Year(s) :2022-2024
Bridge Replacement - Lighthouse
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Complete reconstruction of the Lighthouse Drive bridge.
Failure or closure of the Lighthouse Drive bridge will have a significant impact on the Village street
network and overall traffic flow. Options should be seriously evaluated within the next 2-3 years with
engineering beginning in 2022.
The Lighthouse Drive bridge has been in use for 60 years and is nearing the end of its useful life. A
recent bridge inspection report gave the bridge only a 26.2 sufficiency rating and recommends the
Village seriously consider a plan for replacing the bridge in 5 to 8 years. Village staff is proposing
construction in 2024.
Needed repairs identified by the annual FDOT bridge inspection report were completed in 2018.
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Village of North Palm Beach FY 2020 Adopted Budget Page 336 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Bridge Replacement - Lighthouse
Strategic Result :Improve Mobility
Department :Public Works
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering 250,000$ 250,000$ 500,000$
Construction 5,000,000$ 5,000,000$
Vehicle -$
Equipment -$
Other -$
Total Budget -$ -$ 250,000$ 250,000$ 5,000,000$ 5,500,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues 2,500,000$ 2,500,000$
Debt Service -$
Infrastructure Surtax 250,000$ 250,000$ 500,000$
Fund balance -$
Other 2,500,000$ 2,500,000$
Total Revenues -$ -$ 250,000$ 250,000$ 5,000,000$ 5,500,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$ -$
Comment:
Needed repairs identified by the annual FDOT bridge inspection reports
have been completed, but the bridge has reached the end of its life cycle.
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Village of North Palm Beach FY 2020 Adopted Budget Page 337 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result : Department :
Improve Mobility Public Works
Project Name : Year(s) :2021
Bridge Improvement - Prosperity Farms
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Palm Beach County is replacing the Prosperity Farms Bridge (Project Number: 2018800) and
issued an RFQ for engineering services on June 28, 2018 and opened the RFQs on July 31, 2018.
The Village has met with the County and requested to be involved in the design process.
Objective is to achieve a multi-modal design for the new bridge with the added benefit of
beautification of this traffic corridor.
The bridge has reached the end of its life cycle and needs to be replaced. The County is open to
Village design input, but the Village will need to pay for construction that goes above and beyond
the County's established design standards.
Palm Beach County is scheduled to replace the bridge. The proposed configuration includes a 3
lane bridge, bike lanes and sidewalks. Any upgrades consistent with the Master Plan will require
Village funding. The current timeline for the County has design work being initiated in summer,
2019 and construction in Fiscal Year 2021. A more detailed schedule will be provided after the
consultant selection process and the work scope is finalized. The Village will work to complete
design concepts before initiation of County design work.
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Village of North Palm Beach FY 2020 Adopted Budget Page 338 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Bridge Improvement - Prosperity Farms
Strategic Result :Improve Mobility
Department :Public Works
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 200,000$ 200,000$
Vehicle -$
Equipment -$
Other -$
Total Budget -$ 200,000$ -$ -$ -$ 200,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax 200,000$ 200,000$
Fund balance -$
Other -$
Total Revenues -$ 200,000$ -$ -$ -$ 200,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$-$
Consultant services and payment to Palm Beach County to construct
Village desired Master Plan elements as a part of the bridge
construction. Comment:
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Village of North Palm Beach FY 2020 Adopted Budget Page 339 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Improve Mobility Public Works
Project Name :Year(s) :2020- 2024
Bridge Improvement - US 1
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
FDOT - District IV is replacing the US 1 Bridge over the Earman River (FPID 442891-1-32-01), and
four (4) conceptual bridge replacement typical section options have been developed. The Village
has met with FDOT and requested to be involved in the design process.
Objective is to achieve a multi-modal design for the new bridge with the added benefit of
beautification of this traffic corridor.
The bridge was damaged October 18, 2017 when a 35-foot section of the sidewalk and part of the
shoulder on the southbound side collapsed into the waterway. Temporary repairs have been made,
but the bridge has reached the end of its life cycle and needs to be replaced.FDOT appears open
to Village design input, but the Village will need to pay for construction that goes above and beyond
FDOT's established design standards.
The Village issued an RFQ in 2018 for Consulting Services to Prepare Conceptual Designs and
Budgets for Street Beautification. The Firm(s) selected will work with Village Staff on desired
improvements to the bridge design.
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Village of North Palm Beach FY 2020 Adopted Budget Page 340 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Bridge Improvement - US 1
Strategic Result :Improve Mobility
Department :Public Works
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design 25,000$ 25,000$
Engineering -$
Construction 500,000$ 500,000$
Vehicle -$
Equipment -$
Other -$
Total Budget 25,000$ -$ -$ 500,000$ -$ 525,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues 500,000$ 500,000$
Debt Service -$
Infrastructure Surtax 25,000$ 25,000$
Fund balance -$
Other -$
Total Revenues 25,000$ -$ -$ 500,000$ -$ 525,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$-$
Comment:
Consultant services and payment to FDOT to construct Village desired
Master Plan elements as a part of the bridge construction.
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Village of North Palm Beach FY 2020 Adopted Budget Page 341 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result : Department :
Waterways and Recreation Public Works
Project Name : Year(s) :2020
Seawall Replacement at Lakeside Park
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Two options should be considered. The first option is replacement of the seawall. The second
option is installation of interlocking sheet piling on the water ward side of the seawall. With the
resulting gap filled by sand, gravel, or flowable fill, with rip-rap stacked on the waterward side of the
sheets for structural support, aesthetics, and wave energy absorption.
Avoid a seawall failure that could cause the loss of the park peninsula and observation area.
The southeast seawall is in poor condition. It simply has so many deficiencies that repair is not
feasible. The seawall is clearly at or near the end of its useful life, and could suffer a structural
failure at any time, especially during a severe rain event or during a sudden recession of the water
level in the lake (such as from waves or a drop from an unusually high tide to a relatively low tide).
Staff conclusions are based upon an engineering study completed in December 2017 to assess
damage at Lakeside Park after Hurricane Irma. The canal side seawall will need to be addressed at
a future date and is less critical at this time. Staff is planning to pursue Lake Worth Lagoon
Funding.
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Village of North Palm Beach FY 2020 Adopted Budget Page 342 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Seawall Replacement at Lakeside Park
Strategic Result :Waterways and Recreation
Department :Public Works
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering 60,000$ 60,000$
Construction -$
Vehicle -$
Equipment -$
Other -$
Total Budget 60,000$ -$ -$-$ -$ 60,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax 60,000$ 60,000$
Fund balance -$
Other -$
Total Revenues 60,000$ -$ -$-$ -$ 60,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$-$ -$-$-$ -$
Comment:
There may be operating efficiencies or avoidance of future costs that result
from the improvements, but these impacts are not presently quantifiable and
are believed to be marginal.
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Village of North Palm Beach FY 2020 Adopted Budget Page 343 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Waterways and Recreation Public Works
Project Name :Year(s) :2023 - 2024
Seawall - Monet Road
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Monet Road
Comments :
Engineering study to determine the extent of needed repairs and establish a timeline for
construction activities.
Avoid a seawall failure that could impact or obstruct the abutting canal and cause the loss of the
park peninsula and observation area.
The seawall is showing visual signs of aging. The engineering study will determine the condition of
the seawall, recommend any needed repair options, and determine when these repairs should be
completed to avoid a premature seawall failure.
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Village of North Palm Beach FY 2020 Adopted Budget Page 344 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Seawall - Monet Road
Strategic Result :Waterways and Recreation
Department :Public Works
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design 30,000$ 30,000$
Engineering 60,000$ 60,000$
Construction -$
Equipment -$
Vehicle -$
Other -$
Total Budget -$ -$ -$ 30,000$ 60,000$ 90,000$
Funding Sources :
General revenues 30,000$ 60,000$ 90,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ -$ -$ 30,000$ 60,000$ 90,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$-$ -$ -$-$
Comment:
Engineering study should determine the extent of needed repairs and
establish a timeline for construction activities. Construction costs are
estimated at $600k.
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Village of North Palm Beach FY 2020 Adopted Budget Page 345 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result : Department :
Beautification & Quality of Life Public Works
Project Name : Year(s) :2021-2022
Parking Lot - Anchorage Park
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
The finishing touch of the Anchorage Park Master Plan construction project will be redesigning the
parking lot and boat wash area to improve drainage, milling and paving, and striping.
The Village has made a substantial investment in Anchorage Park beautification. Not addressing
the parking lot condition detracts from the park's overall appearance. An added benefit is drainage
improvements to better protect the North Palm Beach Waterway, which goes toward Waterways
and Recreation strategic initiative.
The parking lot is old and deteriorated and needs to be milled and paved. Parts of it will need to be
reconstructed altogether due to failure and redesign.
Project needs to be done after all of the other Master Plan elements have been completed.
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Village of North Palm Beach FY 2020 Adopted Budget Page 346 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Parking Lot - Anchorage Park
Strategic Result :Beautification & Quality of Life
Department :Public Works
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering 25,000$ 25,000$
Construction 250,000$ 250,000$
Vehicle -$
Equipment -$
Other -$
Total Budget -$ 25,000$ 250,000$ -$ -$ 275,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues 125,000$ 125,000$
Debt Service -$
Infrastructure Surtax 25,000$ 125,000$ 150,000$
Fund balance -$
Other -$
Total Revenues -$ 25,000$ 250,000$ -$ -$ 275,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$-$ -$ -$-$ -$
Comment:
Final element of the Anchorage Park Master Plan; The Village will
appropriate any grant matching requirements upon notification of grant
approval. If targeted grant isn't awarded, The Village will need to either
suspend the project or seek alternate funding sources
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Village of North Palm Beach FY 2020 Adopted Budget Page 347 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2020 - 2024
Strategic Result :Department :
Waterways and Recreation Public Works
Project Name :Year(s) :2020-2023
Stormwater Repair and Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Stormwater pipe cleaning and televising
* Pepperwood Circle stormwater repair
* Lighthouse Drive and US 1 stormwater repair
Improve drainage and protect surrounding water bodies.
Reduce flooding and improve water quality; Some work mandated by the Village's National
Pollutant Discharge Elimination System (NPDES) permit.
Stormwater Atlas was completed in 2015 identifying pipe and discharge locations but conditions are
unknown at this time. Initial stormwater management study commenced in FY 17-18.
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Village of North Palm Beach FY 2020 Adopted Budget Page 348 of 361
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2020 - 2024
Project Name :Stormwater Repair and Replacement
Strategic Result :Waterways and Recreation
Department :Public Works
2020 2021 2022 2023 2024 Total
Project Budget :
Land acquisition -$
Planning / Design 100,000$ 100,000$
Engineering -$
Construction 275,000$ 275,000$ 275,000$ 825,000$
Vehicle -$
Equipment -$
Other -$
Total Budget 100,000$ 275,000$ 275,000$ 275,000$ -$ 925,000$
Funding Sources :
General revenues 100,000$ 100,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other 275,000$ 275,000$ 275,000$ 825,000$
Total Revenues 100,000$ 275,000$ 275,000$ 275,000$ -$ 925,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$-$ -$ -$-$ -$
Comment:
Assumes some type of fair and equitable stormwater fee structure is
developed and implemented.
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Village of North Palm Beach FY 2020 Adopted Budget Page 349 of 361
Appendix
FY 2020
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Acronyms FY 2020
The following is a list of acronyms used throughout the text of the budget document. A definition can be
found in the 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
GIS………………………………………………………………………Geographical Information System
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
SOP…………………………………………………………………...……..Standard Operating Procedure
TRIM………………………………………………………………………………...….....Truth In Millage
ULDC…………………………………………………………………...Unified Land Development Code
Village of North Palm Beach FY 2020 Adopted Budget Page 351 of 361
Glossary FY 2020
The definitions of terms listed are provided to assist the reader in the understanding of terminology used
throughout the text of the budget document.
Account:
A term used to identify an individual asset,
liability, expenditure, control, revenue control,
encumbrance control or fund balance.
Accountability:
The condition, quality, fact or instance of
being obliged to report for actions or
outcomes.
Accounting System:
The total structure of records and procedures
which discover, record, classify, summarize
and report information on the financial
position and results of operations of a
government or any of its funds, fund types,
balanced account groups, or organizational
components.
Accrual Basis of Accounting:
The basis of accounting under which
transactions are recognized when they occur,
regardless of the timing of the related cash
flows.
Accumulated Depreciation:
The total depreciation taken for an asset since
it was placed in service.
Actuarial:
A methodology that makes determinations of
required contributions to achieve future
funding levels that addresses risk and time.
Ad Valorem Taxes:
A tax based on the assessed value of property,
to include real and personal property.
Adopted Budget:
The budget as it is approved by the Village
Council prior to the beginning of each fiscal
year.
Amended Budget:
The adopted budget that incorporates all
operating transfers and approved budget
amendments (changes in the budget total that
are approved subsequent to initial adoption).
Amortization:
The process of spreading out a loan into a
series of fixed payments over time.
Annexation:
The incorporation of land into an existing city
with a resulting change in the boundaries of
that city.
Appropriation:
An authorization granted by a legislative body
to make expenditures and to incur obligations
for specific purposes. An appropriation is
limited in amount to the time it may be
expended.
Assessed Valuation:
A valuation set upon real estate or other
property by the county assessor and the state
as a basis for levying taxes.
Asset:
Resources owned or held by a government
which has monetary value.
Assigned Fund Balance:
Fund Balance reporting category which refers
to amounts a government intends to issue for a
specific purpose.
Audit:
A test of management’s accounting system to
determine the extent to which internal
accounting controls are both available and
being used. It concludes in a written opinion
of its findings.
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Glossary FY 2020
Available Fund Balance:
Funds remaining from the prior year which are
available for appropriation and expenditure in
the current year.
Balance Sheet:
A statement of financial condition as of a
given date.
Balanced Budget:
A budget in which planned funds available
equal planned expenditures.
Budget:
An annual financial plan that identifies
revenues, specifies the type and level of
services to be provided and establishes the
amount of money which can be spent.
Budget Amendment:
The process by which unanticipated changes in
revenue or expenditures are made a part of the
budget, thereby amending it.
Budget Calendar:
A schedule of key dates which the Village
follows in the preparation, adoption and
administration of the budget.
Budget Message:
A general discussion of the proposed budget as
presented in writing by the Village Manager to
the Village Council.
Budget Transfer:
An action which changes budgeted amounts at
the department, division, and/or object code
level of control with offsetting increases and
decreases in budgeted line items.
Budgetary Basis:
The basis of accounting used to estimate
financing sources and uses in the budget. This
generally takes one of three forms: GAAP,
cash or modified accrual.
Budgetary Control:
The management and control of the budget
within limitation of the approved
appropriations and available resources.
Budget Document:
The official written statement-document which
presents the proposed budget to the
council/legislative body.
Budget Summary:
Categories of expenditures or revenue
classified by major function and category.
Capital Improvement Plan (CIP):
A multi-year plan of proposed capital outlays
to be incurred each year over a period of ten
years to meet capital needs arising from the
Village’s long-term needs.
Capital Outlay:
The cost(s) associated with the acquisition of
land, land improvements, buildings, building
improvements, construction in progress,
machinery and equipment, vehicles and
infrastructure, and other tangible or intangible
assets that are used in operations and that have
an initial useful life extending beyond a single
reporting period.
Capital Projects Fund:
Type of Governmental Fund established to
account for the acquisition or construction of
major capital facilities, other than those
accounted for in proprietary or trust funds.
Comprehensive Annual Financial Report
(CAFR):
Prepared at the close of each fiscal year to
show the actual audited condition of the
Village’s funds and serve as the official public
record of the Village’s financial status and
activities.
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Glossary FY 2020
Committed Fund Balance:
Fund Balance reporting category which refers
to amounts that can only be used for specific
purposes pursuant to constraints imposed by
formal action of the government’s highest
level of decision-making authority.
Consumer Price Index (CPI):
A statistical description of price levels
provided by the United States Department of
Labor. The index is used as a measure of the
increase in the cost of living.
Contingency:
An appropriation of funds to cover unforeseen
events that occur during the fiscal year.
Contractual Services:
A cost related to a legal agreement.
Cost-of-Living Adjustment (Market
Adjustment):
An increase in salaries to offset the adverse
effect of inflation on compensation.
Debt Limit:
The maximum amount of gross or net debt
which is legally permitted.
Debt Ratios:
Comparative statistics showing the
relationship between the issuer’s outstanding
debt and such factors as its tax base, income or
population.
Debt Service:
Principal and interest requirements on
outstanding debt according to a predetermined
payment schedule.
Deficit:
The excess of the liabilities of a fund over its
assets. The excess of expenditures over
revenues during an accounting period.
Defined Benefit Plan:
A pension plan that has terms specifying the
amount of benefits to be provided after
separation of employment; to be distinguished
from a defined contribution plan in which the
plan specifies the amount of the contribution
to the plan.
Department:
A major work unit or functional unit having
related activities aimed at accomplishing a
major service or regulatory program for which
the Village is responsible.
Depreciation:
The decrease in value of physical assets due to
use and the passage of time.
Division:
A section of a department or government that
is responsible for dealing with a particular area
of policy or administration, or a particular task
or function.
Economic Development:
The process of attracting new businesses by
use of incentives or innovative financing
methods.
Effectiveness:
Producing a decided, decisive or desired
effect.
Efficiency:
Effective operation as measured by a
comparison of production with cost.
Employer Contribution:
A term used to describe contributions actually
made by the employer in relation to the annual
required contribution (ARC) of the employer
(in the context of pension benefits).
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Glossary FY 2020
Encumbrance:
Obligations in the form of purchase orders,
which are chargeable to an appropriation and
for which a part of the appropriation is
reserved. They cease to be encumbrances
when paid or when the actual liability is set up.
Enterprise Fund:
A self supporting fund used to account for
operations that provide a service to citizens
financed primarily by a user charge. Net
income is sufficient for capital maintenance,
public policy, management control,
accountability or other purposes.
Environmental Protection Agency (EPA):
The Federal agency charged with protecting
human health and with safeguarding the
natural environment: air, water, and land.
Evaluation and Appraisal Report (EAR):
A State-mandated report which evaluates how
successful a community has been in addressing
major community land-use planning issues
through implementation of its comprehensive
plan.
Expenditures:
Decreases in net financial resources.
Expenditures include current operating
expenses which require the current or future
use of net current assets, debt service and
capital outlay.
Federal Emergency Management
Association (FEMA):
Agency of the US Government tasked with
Disaster Mitigation, Preparedness, Response &
Recovery planning.
Fiduciary Funds:
Trust and/or agency funds used to account for
assets held by the Village in a trustee capacity
or as an agent for individuals, private
organizations, other governments, and/or other
funds.
Fines and Forfeitures:
Revenues derived from penalties imposed for
the commission of statutory offenses, violation
of lawful administrative rules and regulations
and for neglect of official duty; for example,
confiscated property.
Fiscal Year (FY):
A twelve month period of time to which the
annual budget 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.
Fixed Assets:
Assets of a long-term character which are
intended to continue to be held or used, such
as land, buildings, improvements other than
buildings, and machinery and equipment.
Florida Department of Environmental
Protection (FDEP):
A federal agency charged with proposing and
enforcing environmental law.
Florida Department of Transportation
(FDOT):
The agency charged with the establishment,
maintenance, and regulation of public
transportation in the state of Florida.
Florida Department of Revenue (FDOR):
The lead agency in state government for the
collection of general tax administration.
Florida League of Cities (FLC):
Comprised of City officials who wished to
unite the municipal governments in Florida for
the purpose of shaping legislation, sharing the
advantages of cooperative action, and
exchanging ideas and experiences established
the League in 1922.
Florida Municipal Insurance Trust (FMIT):
A trust designed to provide cost effective
insurance coverage for Florida’s not for profit
agencies.
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Glossary FY 2020
Florida Recreation Development Assistance
Program (FRDAP):
A competitive grant program that provides
financial assistance to local governments for
development or acquisition of land for public
outdoor recreational purposes.
Franchise Fees:
Fees levied on a corporation in return for
granting a privilege sanctioning a monopoly or
permitting the use of public property, usually
subject to regulation by the governing body.
FTE:
Full-Time Equivalent, which is calculated on
the basis of the number of hours that have
been budgeted for a particular position.
Full-Time Position:
A position which qualifies for full Village
benefits, usually required to work 40 hours per
week.
Fund:
An independent fiscal and accounting entity
with self-balancing set of accounts recording
cash and/or other resources together with all
related liabilities, obligations, reserves and
equities which are segregated for the purpose
of carrying on specific activities or attaining
certain objectives.
Fund Balance:
The fund equity of governmental funds.
Changes in fund balances are the result of the
difference of revenues to expenditures.
Fund Type:
In governmental accounting, all funds are
classified into eight generic fund types;
General, Special Revenue, Debt Service,
Capital Projects, Special Assessment,
Enterprise, Internal Service and Trust &
Agency.
General Fund:
A fund used to account for the receipt and
expenditure of resources traditionally
associated with local government.
General Obligation Bonds:
When a government pledges its full faith and
credit to the repayment of the bonds it issues,
those bonds are referred to as general
obligation bonds.
General Revenue:
The revenues of a government other than those
derived from and retained in an enterprise.
Generally Accepted Accounting Principles
(GAAP):
Uniform minimum standards of/and guidelines
for financial accounting and reporting. They
govern the form and content of the basic
financial statement of an entity. GAAP
encompasses the conventions, rules, and
procedures necessary to define accepted
accounting principles at a particular time.
They include not only broad guidelines of
general application, but also detailed practices
and procedures.
Geographical Information System (GIS):
Total tool and mapping technique that
connects databases to maps. It combines
layers of information about where things are
located with descriptive data about those
things and their surroundings.
Goal:
A statement of broad direction, purpose or
intent based on the needs of a community. A
goal is general and timeless; that is, it is not
concerned with a specific achievement in a
given period.
Government Finance Officers Association
(GFOA):
The professional association of state/provincial
and local finance officers in the United States
and Canada.
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Glossary FY 2020
Governmental Accounting Standards Board
(GASB):
An established national board, which governs
financial reporting standards on state and local
government levels throughout the United
States of America, with its main headquarters
in Chicago, IL.
Governmental Funds:
Funds that account for the activities of a local
government’s operations. They can be
classified into four generic fund types: general
fund, special revenue funds, capital projects
funds, and debt service funds.
Grants:
Contributions or gifts of cash or other assets
from another government to be used or
expended for a specific purpose, activity or
facility.
Interfund Transfers:
The movement of moneys between the funds
of a governmental entity.
Intergovernmental Revenues:
Revenues collected by one government and
distributed to another level of government.
International City Management Association
(ICMA):
The professional and educational organization
for chief appointed managers, administrators
and assistants in cities, towns, counties and
regional entities.
Infrastructure:
The physical assets of a government (i.e.
streets, water, sewer, public buildings and
parks).
Legislative Committee on
Intergovernmental Relations (LCIR):
The State of Florida’s Legislative Committee
on Intergovernmental Relations; provides
some intergovernmental revenue estimates for
budgetary purposes.
Level of Service (LOS):
Services or products which comprise actual or
expected output of a given program.
Local Option Gas Tax:
A tax established in 1983 to fund
transportation-related improvements.
Long-Term Debt:
Debt liability due after one year or longer.
Major Fund:
A fund whose revenues,
expenditures/expenses, assets, or liabilities
(excluding extraordinary items) are at least
10% of corresponding totals for all
governmental or enterprise funds and at least
5% of the aggregate amount for all
governmental and enterprise funds for the
same item.
Maximum Millage Rate:
The maximum millage that a county or
municipality may levy with a simple majority
vote of the governing body; other voting
requirements will allow a municipality to
adopt a millage rate in excess of the maximum
millage rate.
Mill:
The property tax rate which is based on the
valuation of property. A tax rate of one mill
produces one dollar of taxes on each $1,000 of
assessed property valuation.
Millage:
Property tax levy stated in terms of dollars and
cents for every thousand dollars of assessed
property value.
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Glossary FY 2020
Mission:
The mission statement is a brief summary of
why a program exists and what it is trying to
achieve. It tells what the department does,
who they do it for and why. The statement is
specific enough to describe the program’s
purpose but general enough to last into the
future.
Modified Accrual Basis:
The accrual basis of accounting adopted for
the governmental fund type. In this basis of
accounting, expenditures are recognized when
the goods or services are received and
revenues, such as taxes, are recognized when
measurable and available to pay expenditures
in the current period.
MUNIS:
The Village’s financial software system
Municipality:
A primarily urban political unit having
corporate status and usually powers of self-
government.
National Incident Management System
(NIMS):
Core set of doctrine, concepts, principles,
terminology, and organizational processes that
enable effective, efficient, and collaborative
incident management across all emergency
management and incident response
organizations and disciplines.
Non-major Fund:
A fund that does not meet the definition of a
major fund (see definition for major fund).
Non-operating Expenses:
Expenses which are not directly related to the
fund’s primary service activities.
Non-operating Revenues:
Revenues which are incidental to, or by-
products of, the fund’s primary service
activities.
Non-spendable Fund Balance:
Fund Balance reporting category which
includes amounts that are not in a spendable
form or are required to be maintained intact.
Objective:
A simply stated, readily measurable statement
of the aim of expected accomplishment within
the fiscal year.
Operating Budget:
Plans of current expenditures and the proposed
means of financing them. The annual
operating budget is the primary means by
which most of the financing acquisition,
spending and service delivery activities of a
government are controlled. The use of an
annual operating budget is required by law.
Operating Expenses:
Expenses which are directly related to the
fund’s primary service activities.
Operating Revenues:
Funds that the government received as income
to pay for ongoing operation. Includes such
items as taxes, fees from specific services,
interest earnings and grant revenues.
Ordinance:
A formal legislative enactment by the
governing board of a municipality. If it is not
in conflict with any higher form of law, such
as a state statute or constitutional provision, it
has the full force and effect of law within the
boundaries of the municipality to which it
applies.
Original Budget:
The first complete appropriated budget which
is approved at the second public hearing in
September.
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Glossary FY 2020
Other Financing Sources:
Governmental fund general long-term debt
proceeds, operating transfers out, and material
proceeds of fixed asset dispositions. Such
amounts are classified separately from
revenues.
Other Post-Employment Benefits (OPEB):
Post-Employment Benefits other than pension
benefits. OPEB consist primarily of health
care benefits, and may include other benefits
such as life insurance, long term care and
similar benefits.
Part-Time:
Employees who work less than 30 hours per
week and are not entitled to full-time
employee benefits.
Pension Fund:
Account for the accumulation of resources to
be used for retirement benefit payments to the
Village’s employees.
Performance Measure:
Data collected to determine how effective
and/or efficient a program is in achieving its
objectives.
Personnel Costs:
Costs directly associated with employees,
including salaries and fringe benefits.
Property Tax:
A tax levied on the assessed value of real
property. This tax is also known as Ad
Valorem Tax.
Proprietary Fund Types:
Account for activities that are common in the
private sector, which the government operates
in a manner similar to their counterparts in the
commercial world. The primary source of
revenues for this fund type is user charge.
Proprietary funds can be classified into two
fund types; enterprise funds and internal
service funds.
Public Hearing:
An open public meeting called by a recipient
government to provide all residents (without
regard to taxpaying, voting status, or handicap)
with an opportunity to offer written and oral
comments regarding the subject to be
discussed.
Purchase Order:
A document which authorizes the delivery of
specified merchandise or the rendering of
certain services.
Reclassification:
The moving of an existing position from one
personnel classification to another based upon
the different performance of duties.
Reserves:
A portion of the fund balance or retained
earnings legally segregated for specific
purposes.
Resolution:
A special or temporary order of a legislative
body; an order of a legislative body requiring
less legal formality than an ordinance or
statute.
Restricted Fund Balance:
Fund Balance reporting category which
includes amounts constrained to specific
purposes by their providers.
Retained Earnings:
An equity account reflecting the accumulated
earnings of an Enterprise or Internal Service
fund.
Retirement Benefit Multiplier:
The rate applied to the average compensation
multiplied by the employee’s years of accrual
service to yield the amount payable under the
normal retirement pension.
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Glossary FY 2020
Revenues:
Increases in governmental fund-type net
current assets from other than expenditure
refunds and residual equity transfers.
Roll-Back Rate (RBR):
That millage rate that will generate the same
Ad Valorem tax Revenue as was levied during
the prior year when calculated against the
current year’s tax base exclusive of new
construction.
Service:
A specific deliverable provided to the public.
It has a specific budget, as well as
performance measures to determine the
benefits received.
Solid Waste Authority:
The agency responsible for providing an
integrated solid waste management and
recycling system for Palm Beach County,
Florida.
South Florida Water Management District
(SFWMD):
The agency responsible for regional flood
control, water supply and water quality
protection as well as ecosystem restoration.
Special Assessment:
A compulsory levy imposed on certain
properties to defray part or all of the cost of a
specific improvement or service deemed to
primarily benefit those parties.
Special Revenue Fund:
Fund used to account for the proceeds of
specific revenue sources which are restricted
by law or policy to finance specific activities.
Standard Operating Procedures (SOP’s):
A set of instructions having the force of a
directive, covering those features of operations
that lend themselves to a definite or
standardized procedure without loss of
effectiveness.
Statute:
A written law enacted by a duly organized and
constituted legislative body.
Surplus:
The excess of assets of a fund over its
liabilities. The excess of revenues over
expenditures during an accounting period.
Tax:
A compulsory charge levied by a
governmental unit for the purpose of raising
revenue. These revenues are used to pay for
services or improvements provided for the
general public benefit.
Taxable Value:
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.
Trust Funds:
Funds used to account for assets held by a
government in a trustee capacity for
individuals, private organizations, other
government and/or other funds.
Truth in Millage (TRIM) :
The Florida TRIM serves to formalize the
property tax levying process by requiring a
specific method of tax rate calculation, form of
notice, public hearing requirements and
advertisement specifications prior to the
adoption of a budget tax rate.
Unassigned Fund Balance:
Fund balance that has not been assigned to
other funds and has not been restricted,
committed or assigned to specific purposes
within the general fund.
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Glossary FY 2020
United Land Development Code (ULDC):
Consolidates development-related regulations
into a single unified development code that
represents a more consistent, logical,
integrated and efficient means of controlling
development.
User Charges:
The payment of a fee for direct receipt of a
public service by the party benefiting from the
service.
Utility Taxes:
Taxes imposed by the Village on each and
every purchase of a public service within the
corporate limits of the Village. Public services
include electricity, gas, fuel oil, telephone
services and telecommunications.
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