FY 2021 VNPB ADOPTED BUDGETVillage of North Palm Beach, FL
Annual Adopted Budget
Fiscal Year 2021
GFOA Budget Award FY 2021
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, 2019.
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 2021.
Village of North Palm Beach FY 2021 Adopted Budget Page 2 of 398
Guide for Readers FY 2021
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 2021 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, 2020 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 2021 Adopted Budget Page 3 of 398
Guide for Readers FY 2021
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 2021 Adopted Budget Page 4 of 398
Table of Contents FY 2021
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 ............................................................................................................................ 85-91
Village Manager ........................................................................................................................... 92-97
Human Resources ....................................................................................................................... 98-104
Village of North Palm Beach FY 2021 Adopted Budget Page 5 of 398
Table of Contents FY 2021
Finance .................................................................................................................................... 105-112
Information Technology ............................................................................................................ 113-118
Village Attorney ....................................................................................................................... 119-120
Village Clerk ............................................................................................................................ 121-127
General Services Village Hall ........................................................................................................... 128
Public Safety ............................................................................................................................ 129-147
Public Works ............................................................................................................................ 148-166
Community Development .......................................................................................................... 167-180
Library..................................................................................................................................... 181-188
Parks & Recreation ................................................................................................................... 189-195
Tennis & Pool Operations (General Fund) ………………………...…………………………………196-198
Reserves & Other ..................................................................................................................... 199-200
General Fund Charts and Graphs ......................................................................................................... 201-204
General Fund Fee Schedules .......................................................................................................................... 205-218
Country Club Budget .................................................................................................................................. 219
Country Club Organization Chart ......................................................................................................................... 220
Country Club Narrative .................................................................................................................................. 221-230
Country Club Budget Summary ............................................................................................................................ 231
Country Club Highlights ....................................................................................................................................... 232
Country Club Revenues.................................................................................................................................. 233-237
Country Club Expenses .................................................................................................................................. 238-243
Country Club Department Summaries .................................................................................................................. 244
Administration ......................................................................................................................... 245-247
Golf ......................................................................................................................................... 248-249
Tennis...................................................................................................................................... 250-251
Pool ………………………...…………………………………………………………………………252-253
Food & Beverage ............................................................................................................................. 254
Country Club Fee Schedule ............................................................................................................................ 255-258
Village of North Palm Beach FY 2021 Adopted Budget Page 6 of 398
Table of Contents FY 2021
Pay Plan .................................................................................................................................................................... 259
Pay Plan Narrative .......................................................................................................................................... 260-262
Comprehensive Pay & Classification Plan ..................................................................................................... 263-266
Pay Ranges ..................................................................................................................................................... 267-268
Five Year Position Summary ................................................................................................................................ 269
Employees by Function ........................................................................................................................................ 270
Capital Improvement Plan ...................................................................................................................................... 271
CIP Narrative.................................................................................................................................................. 272-276
FY 2021 Capital Outlay and Operating Impact Summary ............................................................................. 277-279
Five Year CIP Summary ................................................................................................................................ 280-284
Capital Request Forms ................................................................................................................................... 285-386
Appendix .................................................................................................................................................................. 387
Acronyms .............................................................................................................................................................. 388
Glossary of Terms .......................................................................................................................................... 389-398
Village of North Palm Beach FY 2021 Adopted Budget Page 7 of 398
Introduction
FY 2021
Village of North Palm Beach FY 2021 Adopted Budget Page 8 of 398
Manager’s Budget Message FY 2021
TO: Honorable Mayor and Council
FROM: Andrew D. Lukasik, Village Manager
DATE: October 1, 2020
SUBJECT: Fiscal Year 2020/21 Annual Budget
I am pleased to share with you this Fiscal Year 2020/21 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 activities 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 (67.57%) from ad valorem
property taxes. By comparison, the Village’s gross taxable property values have increased this year to
$2,437,532,823 or nearly 3.96%, over last year’s valuation.
The Village does not currently assess many of the traditional fees 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 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 2021 Adopted Budget Page 9 of 398
Manager’s Budget Message FY 2021
The financial plan for FY 2020/21 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. Improvement of the dry storage area in Anchorage Park and providing
funding to Palm Beach County to incorporate aesthetic features and pedestrian amenities into their design of
the Prosperity Farms Road Bridge Replacement Project (which will begin in 2022) are unique investments
for the upcoming year.
The FY 2020/21 budget was developed collaboratively with assistance from the Village’s Management Team,
departmental supervisors and staff. This process allows staff 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. The financial plan supports Council’s strategic goals and priorities:
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.
One of this year’s priorities will be to reduce the financial impact of the pool and tennis
operations on the General Fund while maintaining accessibility to all Village residents.
Additionally, the Village will be finalizing a review of 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.
The newly established Environmental Committee works with staff and neighborhood
participants to identify necessary improvements and is responsible for developing and
implementing programs to address them. The Committee tackled a series of initiatives in its
initial year of existence but will take the lead in guiding the Village Council’s strategic
initiative to develop a Green/Environmental Sustainability Policy.
continued on next page
Village of North Palm Beach FY 2021 Adopted Budget Page 10 of 398
Manager’s Budget Message FY 2021
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 community engagement process, which will include a series of public
meetings, as well as the identification of potential changes to the code 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, intends to conduct surveys
and 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. However, based upon a
recommendation of the Parks and Recreation Advisory Board, the Village Council will
consider redeploying funding for the Needs Assessment towards the Anchorage Park Dry
Storage Project.
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
Village of North Palm Beach FY 2021 Adopted Budget Page 11 of 398
Manager’s Budget Message FY 2021
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.
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. Community outreach on
this issue was recently initiated in order to solicit public input prior to finalizing a decision
and making an application to the Florida Department of Transportation to reduce the number
of travel lanes in exchange for enhanced landscaping and pedestrian/bicycle and golf cart
paths.
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 FY2019,
the evaluation options regarding replacement of the Lighthouse Bridge will be initiated in
2024. Replacement of the bridge is anticipated in 2026.
Village of North Palm Beach FY 2021 Adopted Budget Page 12 of 398
Manager’s Budget Message FY 2021
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.
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 2021 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). However, Village staff may
recommend the use of a portion of fund balance during the course of the year to invest needed capital
improvements, such as additional street resurfacing or storm water infrastructure repair or replacement.
The Public Works Department has oversight of Village sanitation, infrastructure, streets, facilities,
equipment, and roadways. This Department continues to play a major role in maintaining and expanding the
focus on community appearance. 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.
The Police Department has continued to make improvements in neighborhood outreach, crime suppression
and crime clearances. With its two Neighborhood Officers, the Police Department is integral in the success
of the interdepartmental “Neighborhood Enhancement Team” that focuses 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.
Village of North Palm Beach FY 2021 Adopted Budget Page 13 of 398
Manager’s Budget Message FY 2021
This will be the new Clubhouse’s first full fiscal year in operation. The new Clubhouse and pool facilities
will provide an enhanced experience for North Palm Beach Country Club members and visitors alike. The
facility boasts an improved dining experience for anyone visiting the Country Club courtesy of Farmer’s
Table, a renovated pool and pool deck including a snack shack for those wanting food or drinks pool side,
and a restored Jack Nicklaus Signature Golf Course. With Council’s guidance, staff is proud to be a part of
this new chapter in the Country Club’s history as it will provide residents with a quality experience each time
they visit while generating needed revenues that will ultimately cover operating and needed capital
expenditures. As the Clubhouse’s first year of operation was impacted by the global pandemic, a
conservative budget was developed for this year. Staff is confident that expenditures can be further reduced
and revenues enhanced throughout the year.
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 repaid at an
annual interest rate of 2.09%.
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 12% 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 16% 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.
continued on next page
Village of North Palm Beach FY 2021 Adopted Budget Page 14 of 398
Manager’s Budget Message FY 2021
Budget Conclusion
Several operating and capital improvement project highlights are planned in the FY 2020/21 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 2020/21 Annual Budget document.
Respectfully submitted,
Andrew D. Lukasik
Village Manager
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 15 of 398
Village Officials and Administration Staff FY 2021
Village Council:
Mayor
Susan Bickel
Vice Mayor
Mark Mullinix
President Pro Tem
David Norris
Councilmember
Darryl C. Aubrey
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 Stephen Poh
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 2021 Adopted Budget Page 17 of 398
Village Boards and Committees FY 2021
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 eleven (11) Boards, Commissions, and/or Committees:
Audit Committee Business Advisory Board Golf Advisory Board
Infrastructure Surtax Oversight Committee
Environmental Committee Library Advisory Board General Employees’ Pension Board
Police & Fire Pension Board Planning Commission Recreation Advisory Board Waterways Board
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 2021 Adopted Budget Page 18 of 398
Village Boards and Committees FY 2021
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.
continued on next page
Village of North Palm Beach FY 2021 Adopted Budget Page 19 of 398
Village Boards and Committees FY 2021
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 shall serve as the Village’s board of adjustment to
consider variances and administrative appeals and 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.
Village of North Palm Beach FY 2021 Adopted Budget Page 20 of 398
Village Overview FY 2021
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 FY21 Budget $31.15 million
Total FY21 Property Valuation $2.4 billion
Total FY21 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 2021 Adopted Budget Page 21 of 398
Village Overview FY 2021
Resident Statistics
Median Age 50.4
Median Income $68,057
Total Housing Units 8,288
Per Capita Income $50,836
Registered Voters 10,455
Population 13,267
Racial Composition
White 82.9%
Black 3.1%
Asian 2.0%
Two or More Races 0.8%
Hispanic or Latino 11.1%
Age Distribution
Up to 17 years 13.5%
18-34 years 13.2%
35-54 years 23.3%
55-64 years 16.4%
65+33.6%
Education
< Grade 9 1.19%
Grade 9 - 12 3.67%
High School 21.97%
Some College 19.46%
Associates Degree 7.70%
Bachelor’s Degree 29.43%
Graduate Degree 16.57%
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 152
Part-time 104
Total 256
Service Statistics
Solid Waste Res. Accounts 7,627
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 4.09 minutes
Fire Rescue:
Fire Station 1
Employees 25
Average Response Time 5.32 minutes
continued on next page
Village of North Palm Beach FY 2021 Adopted Budget Page 22 of 398
Village Overview FY 2021
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
2021 7.5000 4.8124 7.0100 1.6753 20.9977
Taxable Value by category
Description
# of
parcels /
accounts
Taxable
Value
Personal Property Accounts 679 $38,919,581
Real Property Parcels
Vacant Residential 37 15,774,680
Single Family Residential 2,670 1,089,721,965
Multi-Family (10 units or more) 13 78,520,004
Condominiums 4,236 867,894,642
Cooperatives 248 15,648,025
Ret. Homes & Misc. Res. 45 0
Multi-family (less than 10 units) 61 22,187,241
Vacant Commercial 13 9,231,935
Improved Commercial 286 283,494,461
Vacant Industrial 2 35,850
Improved Industrial 2 13,853,003
Institutional 14 1,632,512
Government 19 0
Miscellaneous 22 618,924
Total 8,347 $2,437,532,823
* 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 2021 Adopted Budget Page 23 of 398
Village Location Map FY 2021
Village of North Palm Beach FY 2021 Adopted Budget Page 24 of 398
Village History FY 2021
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 2021 Adopted Budget Page 25 of 398
Village History FY 2021
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 2021 Adopted Budget Page 26 of 398
Village History FY 2021
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 2021 Adopted Budget Page 27 of 398
Village History FY 2021
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 2021 Adopted Budget Page 28 of 398
Village History FY 2021
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 2021 Adopted Budget Page 29 of 398
Village History FY 2021
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.
2020 Council appoints Jessica Green as Village Clerk.
Village begins getting public feedback about redesign of bridges over the Earman.
Annual Village 5K run/walk held on golf course for first time.
Country Club re-opens in new $19 million clubhouse with renovated pool and patio.
Farmer’s Table restaurant open in clubhouse, instantly becomes highly popular with residents.
Solar powered speed signs go up on Lighthouse Drive.
Fire Department holds “Wash Down” ceremony for delivery of new fire engine.
NPB ranks high on several “Safest Cities” and “Best Places to Live” lists.
Village facilities and parks close to public for several months because of COVID-19
pandemic, but staff remains working. All special events and public gatherings are cancelled,
and Village Council meetings are held online by virtual connections only.
Council Member Susan Bickel sworn in as Mayor.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 30 of 398
Village Departments FY 2021
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.
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.
Village of North Palm Beach FY 2021 Adopted Budget Page 31 of 398
Village Departments FY 2021
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.
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 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 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 five operations: Administration & Grounds, Golf, Pool, Tennis and Food &
Beverage. These operations are supervised by the Country Club General Manager.
Administration & Grounds:
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. The clubhouse & grounds maintenance is also the responsibility of
the Village.
Village of North Palm Beach FY 2021 Adopted Budget Page 32 of 398
Village Departments FY 2021
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.
Pool & Tennis:
The Village’s Swimming Pool and Tennis Center operations were transferred to the Enterprise Fund in the Fiscal
Year 2021 Budget.
Food & Beverage:
The Country Club Restaurant is outsourced to an outside contractor.
Department / Fund Relationship:
The following chart shows Village departments by fund:
Department General Fund Country Club Fund
Village Council
Village Manager
Human Resources
Finance
Information Technology
Village Attorney
Village Clerk
Police
Fire Rescue
Public Works
Community Development
Library
Parks & Recreation
Country Club Administration & Grounds
Golf
Pool
Tennis
Food & Beverage
Village of North Palm Beach FY 2021 Adopted Budget Page 33 of 398
Budget at a Glance FY 2021
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 231.
Combined Budget Summary FY 2021
Adopted Budget
FY 2020
Adopted Budget
FY 2019
Actual
Millage Rate $7.50 $7.50 $7.50
Budgeted Positions Full-Time 152 153 151
Part-Time 104 102 97
Revenues
Ad-Valorem Taxes $17,367,422 $ 16,736,574 $16,185,283
Utility Service Taxes 2,408,078 2,424,292 2,521,955
Franchise Fees 1,137,000 1,315,000 1,352,464
Sales & Use Taxes 267,461 308,655 307,130
Licenses & Permits 1,102,200 1,110,200 1,522,912
Intergovernmental 1,260,736 1,507,239 1,582,512
Charges for Services 1,814,910 2,516,812 2,410,113
Fines & Forfeitures 99,400 82,175 89,247
Greens fee/cart rentals/membership fees 3,149,116 2,610,854 1,011,119
Golf shop revenues 359,000 406,000 109,562
Driving range revenues 335,000 360,000 164,020
Restaurant revenues 305,150 329,500 4,611
Pool & Tennis Revenues 802,365 w/ charges for svcs w/ charges for svcs
Interest revenues 218,710 95,530 573,095
Miscellaneous revenues 246,880 304,734 971,789
Total Revenues $ 30,873,428 $ 30,107,565 $28,805,810
Expenses
General Government 3,363,932 $3,257,617 3,265,558
Public Safety 10,569,018 10,290,842 10,055,573
Public Works 5,714,792 5,540,658 5,041,643
Community Development 1,658,019 1,773,946 1,542,421
Leisure Services 1,974,036 3,058,612 2,664,684
Contingency / Other 0 231,795 341,547
Debt Service 2,073,689 1,987,046 2,145,712
Golf course maintenance 1,764,100 1,430,000 1,700,454
Clubhouse grounds 440,836 470,858 75,859
Golf Shop 1,366,924 1,316,185 923,554
Pool & Tennis 1,075,486 w/ leisure svcs w/ leisure svcs
Country Club Admin and F&B 362,596 332,856 143,166
Total Expenses $30,363,428 $29,690,415 $27,900,171
Revenues over (under) expenses 510,000 417,150 905,638
Other Financing Sources (uses)
Transfer In / (Out) (510,000) (417,150) (405,000)
Total Other Financing Sources (uses) (510,000) (417,150) (405,000)
Net Change $0 $0 $ 500,638
Village of North Palm Beach FY 2021 Adopted Budget Page 34 of 398
Budget Preparation Process FY 2021
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 2020/2021 budget preparation process (a flow
chart of the budget process can be found on page 39 of this document):
Task Date
Strategic Planning Workshop; Council sets village-wide goals & objectives May 7th & June 9th
Finance sends budget packages to departments June 5
Department organization charts due June 10
Department operating requests due June 12
Department revenue projections and fee schedules due June 17
Department capital items due June 19
Finance compiles budget documents & Department budget review meetings with
Village Manager June 22 – July 2
Property appraiser provides certification of taxable values July 1
Finance compiles proposed budget for presentation to Village Manager for
recommendation to Village Council July 6 - 10
Budget Workshop – Country Club and General Fund Overview July 16
Village Manager presents proposed budget to Village Council
Village Council sets Tentative Millage Rate
Village submits TRIM documents July 23
Department Narratives Due July 30
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 10
Advertise notice of tax increase and proposed operating budget within 15 days of
1st Public Hearing September 20
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 24
Certification of “TRIM” compliance signed by Village Manager and submitted to
Tax Collector, Property Appraiser & Department of Revenue September 25
Village of North Palm Beach FY 2021 Adopted Budget Page 35 of 398
Budget Preparation Process FY 2021
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 2021 Adopted Budget Page 36 of 398
Budget Preparation Process FY 2021
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 2021 Adopted Budget Page 37 of 398
Budget Preparation Process FY 2021
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 2021 Adopted Budget Page 38 of 398
Budget Preparation Process FY 2021
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 2021 Adopted Budget Page 39 of 398
Fund Structure FY 2021
Country Club
Fund
Budgetary Fund
Major Fund
Governmental Funds Fiduciary FundsProprietary Fund
(Enterprise Fund)
General
Fund
Budgetary
Fund
Major Fund
Capital
Projects
Fund
Major 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
Major Fund
Village of North Palm Beach FY 2021 Adopted Budget Page 40 of 398
Fund Structure FY 2021
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.
Funds:
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.
Major Funds
Each fund is classified as “major” or “non-major”. Major funds have revenues,
expenditures/expenses, assets, or liabilities (excluding extraordinary items) that are at least 10% of
corresponding totals for all governmental or enterprise funds and at least 5% of the aggregate amount
for all government and enterprise funds for the same item. The Village has four major funds:
General Fund; Capital Projects Fund; Infrastructure Surtax Fund and the Country Club Fund.
Budgetary Funds
The Village has two budgetary funds: the General Fund and the Country Club Fund. The other funds
are not considered budgetary funds because they either involve multi-year projects or are funds held
in trust for someone else; they are used only for financial reporting purposes.
For reporting purposes, the funds are classified into three basic fund types; governmental, proprietary and
fiduciary funds. The purpose of the Village’s funds is 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 2021 Adopted Budget Page 41 of 398
Fund Structure FY 2021
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 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 a reporting requirement to account for certain assets and liabilities of the governmental
funds not recorded directly in those funds.
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 2021 Adopted Budget Page 42 of 398
Basis of Budgeting FY 2021
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 2021 Adopted Budget Page 43 of 398
Basis of Budgeting FY 2021
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 2021 Adopted Budget Page 44 of 398
Financial Policies FY 2021
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 2021 Adopted Budget Page 45 of 398
Financial Policies FY 2021
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 2021 Adopted Budget Page 46 of 398
Financial Policies FY 2021
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 2021 Adopted Budget Page 47 of 398
Financial Policies FY 2021
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 2021 Adopted Budget Page 48 of 398
Debt Administration FY 2021
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 2020-2021
this would amount to $121 million (tax base of $2.4 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 has
entered into capital lease agreements for the purpose of financing the purchase of vehicles. 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 and capital lease agreements for financing the purchase of
vehicles.
Bank Loan:
In March 2017, a $15 million loan was secured to finance the cost of constructing and equipping a new
country club clubhouse. The loan has a fifteen (15) year term.
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
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 $12,680,000 $2,847,333 $15,527,333
Village of North Palm Beach FY 2021 Adopted Budget Page 49 of 398
Debt Administration FY 2021
Capital Lease:
In Fiscal Year 2021, a total of $348,000 has been budgeted in the General Fund as the estimated lease
payment for its lease programs.
Existing Lease Agreements
Annual debt service requirements to maturity for the existing lease agreements are as follows:
Year Ending Principal Interest Total
2021 $223,898 $57,715 $281,613
2022 234,827 46,628 281,454
2023 244,539 36,745 281,284
2024 176,530 26,363 202,893
2025 181,962 20,931 202,893
2026 127,065 15,323 142,388
2027 293,119 10,974 304,093
2028 14,880 120 15,000
Total $1,496,820 $214,798 $1,711,618
Additional Vehicle Lease Agreements (FY 2021):
In Fiscal Year 2021, The Village plans to enter into capital lease programs for the
replacement of the following vehicles:
Three (3) Police Vehicles; and
One (1) Rear-Load Sanitation Truck
The details of the Fiscal Year 2021 leases are not yet available. For budgeting purposes, an
estimated lease payment of $66,000 has been included in the FY2021 budget.
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
2021 $348,241 $49,418 $397,659
2022 362,904 35,255 398,159
2023 378,185 19,974 398,159
2024 195,369 4,074 199,443
Total $1,284,699 $108,721 $1,393,420
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 2021 Adopted Budget Page 50 of 398
Fund Balance Overview FY 2021
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 increased to $8.18 million during the 2019 fiscal year. The increase is primarily due
to the increase in several revenue categories. The Village recently completed the construction of a new clubhouse and the
renovation of the golf course. These projects resulted 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, 2019. The actual fund balances for fiscal year
2019-20 will be available upon completion of the Village’s annual audit in early 2021. 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 2021 Adopted Budget Page 51 of 398
Fund Balance Overview FY 2021
General Fund
Actual Actual Actual Budget Budget
FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Beginning Balance $ 11,643,878 $ 13,092,709 $ 9,243,408 $ 11,610,816 $ 11,610,816
Revenues
Taxes 17,118,361 19,111,504 20,366,831 20,784,521 21,179,961
Licenses & Permits 997,656 1,222,594 1,522,912 1,110,200 1,102,200
Intergovernmental 1,459,577 1,482,113 1,582,512 1,507,239 1,260,736
Charges for Services 2,321,294 2,210,437 2,410,113 2,516,812 1,814,910
Fines & Forfeitures 124,394 90,559 89,247 82,175 99,400
Interest 58,799 112,809 573,095 95,530 218,710
Miscellaneous 157,071 412,519 510,688 27,500 27,880
Total 22,237,151 24,642,535 27,055,398 26,123,977 25,703,797
Expenditures
General Government 4,395,896 3,689,207 3,607,105 3,489,412 3,363,932
Police and Fire 8,886,615 9,431,609 10,055,573 10,290,842 10,569,018
Public Works 4,406,403 5,065,186 5,041,643 5,540,658 5,714,792
Community Development & Planning 1,197,052 1,435,769 1,542,421 1,773,946 1,658,019
Leisure Services 2,591,846 2,613,659 2,664,684 3,058,612 1,974,036
Debt Service - 1,293,101 1,714,862 1,553,357 1,640,000
Total 21,477,813 23,528,530 24,626,288 25,706,827 24,919,797
Excess /Deficiency of Revenues
Over/Under Expenditures 759,338 1,114,005 2,429,109 417,150 784,000
Other financing sources (uses)
Capital Lease Acquisition 343,299
Transfer In/Out, etc.689,495 (4,963,307) (405,000) (417,150) (784,000)
Net Change in Fund Balances 1,448,833 (3,849,302) 2,367,408 - -
Ending Balance 13,092,711$ 9,243,408$ 11,610,816$ 11,610,816$ 11,610,816$
Components of Fund Balance
Designated/Reserved
Undesignated
Nonspendable 430,721 1,511,733 2,789,826 2,789,826 2,789,826
Restricted 326,311 47,338 61,228 61,228 61,228
Committed - - - - -
Assigned 771,711 407,862 582,008 582,008 582,008
Unassigned 11,563,966 7,276,475 8,177,756 8,177,756 8,177,756
Ending Balance 13,092,709$ 9,243,408$ 11,610,816$ 11,610,816$ 11,610,816$
Unassigned Fund Balance as a Percent
of Original Budget
Original Budget 21,328,539 23,482,124 27,055,398 26,123,977 25,703,797
Unassigned Fund Balance
as a Percent of Original Budget 54.22% 30.99% 30.23% 31.30% 31.82%
Village of North Palm Beach FY 2021 Adopted Budget Page 52 of 398
Fund Balance Overview FY 2021
Enterprise Fund
Actual Actual Actual Budget Budget
FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Beginning Balance $ 2,299,147 $ 2,375,748 $ 1,731,737 $ 259,477 $ 259,477
Operating Revenue
Greens fee/cart rentals/membership fees 2,302,642 1,743,760 1,011,119 2,610,854 3,149,116
Golf shop revenues 296,119 217,148 109,562 406,000 359,000
Driving range revenues 303,994 276,244 164,020 360,000 335,000
Restaurant revenues 22,300 - 4,611 329,500 305,150
Tennis revenues 685,365
Pool revenues 117,000
Miscellaneous 21,376 17,487 116,999 16,000 19,000
Total Operating Revenue 2,946,432 2,254,639 1,406,310 3,722,354 4,969,631
Operating Expenses
Golf course maintenance 1,137,008 1,159,940 1,340,158 1,430,000 1,721,600
Golf Shop 996,500 811,741 913,847 1,316,185 1,356,924
Food & beverage 65,579 46,201 23,943 50,000 20,000
Administrative & general 105,462 98,970 62,855 236,301 302,596
Tennis 776,992
Pool 298,494
Insurance 47,469 42,711 27,035 46,555 40,000
Depreciation 327,077 323,964 325,559 - -
Total Operating Expense 2,799,890 2,551,877 2,769,257 3,549,899 4,957,442
Non-operating revenues (expenses)
Interest revenue 10,274 13,874 804 - -
Interest expense (103,334) (98,220) (110,116) - -
Other revenues 23,119 - - 261,234 474,000
Other expenses - - (433,689) (486,189)
Gain/(Loss) on disposal of fixed assets - (262,428) - - -
Total Non-operating revenues (expenses)(69,941) (346,773) (109,313) (172,455) (12,189)
Excess/Deficiency of Revenues Over/
Under Expenses 76,601 (644,011) (1,472,260) - -
Operating Transfers Out - - - - -
Change in Net Assets 76,601 (644,011) (1,472,260) - -
Ending Balance 2,375,748$ 1,731,737$ 259,477$ 259,477$ 259,477$
Components of Fund Balance
Invested in Capital Assets, net of related debt 1,991,168 1,685,269 3,421,893 3,421,893 3,421,893
Unrestricted 384,580 46,468 (3,162,417) (3,162,417) (3,162,417)
Ending Balance 2,375,748$ 1,731,737$ 259,477$ 259,477$ 259,477$
Village of North Palm Beach FY 2021 Adopted Budget Page 53 of 398
Strategic Planning FY 2021
Recently, as a part of the annual budget development process, the Village introduced the use of a Strategic
Plan as a means to articulate the Village’s vision for the community; identify what opportunities and
organizational strengths can facilitate, as well as what challenges and organizational weaknesses can hinder,
the Village’s ability to achieve the vision; and prioritize strategic initiatives that will achieve the Council’s
vision.
Although the Village is in the early stages of developing the strategic planning process, the Council and staff
have worked collaboratively over the last two years to continuously improve it and to better ensure
alignment of projects and initiatives with the Council’s vision. Ultimately, our main objectives in going
through the process to develop a Strategic Plan are to:
Develop strategic initiatives that achieve the Village Council’s vision for North Palm Beach
Create alignment in the use of resources – both human and financial – to have their deployment be as
cost-effective as possible
Use the plan to communicate the vision and means to accomplish it to residents and businesses.
Over time, or goal is to develop a structured and robust process in which we’re actively engaging residents
from around the Village to share their thoughts about the community with us in order to develop a
comprehensive strategy to achieve the Village’s vision, which is to ensure that “North Palm Beach will be
known for our unparalleled amenities and innovative approach to meet the needs of our safe and secure
community through continuous improvement in infrastructure and service delivery as identified by our
stakeholders.”
Current State
Set Context
Interviews, Community Surveys,
Organizational Profile
Define Strategic Framework
Vision, Mission, Values,
Goals, Metrics
Current State Assessment
Gap Analysis, Alignment to Goals,
Metrics
Governance Review
Refine & Adopt
Implementation
Budget, Action Plans,
Risk Management
Desired Future State
Village of North Palm Beach FY 2021 Adopted Budget Page 54 of 398
Strategic Planning FY 2021
Strategic Framework
The Village’s short and long-term success and competitive environment are key strategic issues addressed in
the strategic plan. The goal is to establish a strategy that addresses current and future challenges, leverages,
advantages and core competencies, and sets the direction of the Village.
The current strategic planning process allows the Village Council and the Management Team to
collaboratively develop a strategic blueprint that sets the organizational direction necessary to preserve and
enhance the Village’s quality of life. The plan articulates the Village Council’s vision and values and
emphasizes the need to be proactive in order to achieve the mission.
The strategic planning process is the framework by which the Village develops coordinated strategic
projects that ensure that available resources are invested, aligned, and advance the Village’s goals and
objectives. With proper funding and through the deployment of the plan, strategic projects are pursued,
tracked and ultimately measured for success.
While the strategic planning process will ultimately result in the alignment of the Village’s resources in order
to achieve the Village Council’s vision for the community, the plan itself will serve as a communication tool
to ensure that North Palm Beach residents and businesses understand and can better influence the Village’s
strategic direction.
Organizational Profile
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.
Village of North Palm Beach FY 2021 Adopted Budget Page 55 of 398
Strategic Planning FY 2021
Strategic Analysis
Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis
A SWOT Analysis focuses on the key internal and external factors that may affect the Village. It’s a
way of looking at key influences so that you can leverage them to your advantage (Strengths and
Opportunities) or mitigate their risks (Weaknesses and Threats). The SWOT is not an end-all in
itself. Rather, it is one additional input to help plan the strategy. It does this by identifying potential
obstacles to successfully executing the Mission in the achievement of the stated Vision. It may also
uncover unseen possibilities or limitations.
During this year’s Strategic Planning sessions, a SWOT analysis was conducted as a “cycle of
improvement”. Input from both the Management Team and Council resulted in the following high-
level Strengths, Weaknesses, Opportunities, and Threats:
Strengths
Village Management
Organizational Culture
Amenities & Recreational Opportunities
Safe & Secure City
Community Involvement
Revenue Generation
Weaknesses
Infrastructure & Facilities
Financial Sustainability
Process inefficiencies
Limited hiring market
Outdated Codes
Opportunities
Extend Village boundaries / tax-base
Improve service efficiency
Preservation and promotion of community
culture
Environment
Business recruitment and Support
Threats
Infrastructure
Safety and Security
Environmental: Natural and Man-Made
Support for Commercial Markets
Community Culture
Legislative
Labor Market / Employment
Economic
Village of North Palm Beach FY 2021 Adopted Budget Page 56 of 398
Strategic Planning FY 2021
Strategic Goals
The Village has established eight Strategic Goals that are key to its success in accomplishing its Vision and
Mission. These goals specifically address how we best serve our residents, attract businesses and visitors,
and continue to keep them satisfied and engaged:
All Neighborhoods as Desirable Places to Live
Any place in the Village will be a place where we and our families would want to live.
Neighborhoods should be safe, secure, and provide quality of life.
Mobility
Providing multimodality mobility options throughout the Village including pedestrians, bikes and
golf carts.
Financial Sustainability
Allowing the Village to thrive over the long term through a diversified tax-base and management of
all organizational resources.
Beautification and Quality of Life
Maintaining and improving Village aesthetics and our standards of services delivered.
Organizational Excellence
Our ongoing efforts to deliver services that fulfill our community’s requirements and expectations.
Strong Local Economy
Guiding quality redevelopment to attract new businesses while serving our existing businesses.
Community Outreach
Engaging our community by connecting ideas and services and staying relevant to the community.
Waterways and Recreation
Recognizing our community’s essential and unique asset by improving access to and the quality of
our waterways. Providing recreation opportunities and amenities for residents.
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.
continued on next page
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 57 of 398
Strategic Planning FY 2021
Performance Management
Performance Management is the process of creating an environment where employees feel enabled to
perform to the best of their abilities. Strategic Planning is the first and primary step in creating that
environment. Strategic Planning tools guide decision making and governance for the entire organization.
The Vision and Mission act as the Village’s “North Star” for long term community character,
services, and quality of life
The SWOT and Strategic Goals act as the “pathway” to achieving the Vision and executing that
Mission.
As new initiatives (projects) are proposed we ask:
o How well does this align with the Strategic Goals of the Village?
o How does it help us execute our Mission and promote the successful achievement of our
Vision?
o How does it leverage our strengths, reduce our weaknesses, take advantage of our
opportunities, and mitigate the threats to our Village?
Having a clear understanding of proposed projects and their value to the Village help in deciding what new
projects move forward and, ultimately, what gets funded and when.
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 2021 Adopted Budget Page 58 of 398
Long Range Planning FY 2021
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 2021-2025 period
2. Golf Revenues will represent approximately 71% of total Country Club revenues
3. Tennis Revenues will represent approximately 14% of total Country Club revenues
4. Pool Revenues will represent approximately 5% of total Country Club revenues
5. Personnel Costs will represent 34% of total Country Club revenues
6. Operating Costs will represent 56% of total Country Club revenues
7. Capital Outlay will represent the totals shown in the CIP Plan
8. Debt Service requirement will not change
Village of North Palm Beach FY 2021 Adopted Budget Page 59 of 398
Long Range Planning FY 2021
Country Club Projections (assumes 3% growth rate)
Revenues (Sources):
FY 2021
Budget
FY 2022
Projected
FY 2023
Projected
FY 2024
Projected
FY 2025
Projected
Golf 3,843,116$ 3,958,409$ 4,077,162$ 4,199,477$ 4,325,461$
Food & Beverage 305,150 314,305 323,734 333,446 343,449
Tennis 777,365 800,686 824,707 849,448 874,931
Pool 299,000 307,970 317,209 326,725 336,527.13
Administration 219,000 - - - -
Total Revenue 5,443,631 5,606,940 5,775,148 5,948,403 6,126,855
Expenses (Uses):
Personnel 1,850,013 1,905,513 1,962,679 2,021,559 2,082,205.93
Operating 3,060,429 3,152,242 3,246,809 3,344,213 3,444,539.80
Capital Outlay 99,500 434,000 - 250,000 -
Debt Service 433,689 433,689 433,689 433,689 447,436
Reserves/Contingencies - - - - -
Total Expenses 5,443,631 5,925,444 5,643,177 6,049,462 5,974,182
Net Revenue / Expense -$ (318,504)$ 131,971$ (101,059)$ 152,673$
General Fund:
The projections are based on the following set of assumptions:
1. 3% annual growth rate during the FY 2021-2025 period
2. Property Taxes will represent approximately 60% of total General Fund revenues
3. Personnel Costs will represent 66% of total General Fund revenues
4. Operating Costs will represent 24% 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 2021
Budget
FY 2022
Projected
FY 2023
Projected
FY 2024
Projected
FY 2025
Projected
Property Taxes 17,367,422$ 15,884,947$ 16,361,495$ 16,852,340$ 17,357,910$
Other Revenue 8,336,375 10,589,964 10,907,663 11,234,893 11,571,940
Total Revenue 25,703,797 26,474,911 27,269,158 28,087,233 28,929,850
Expenses (Uses):
Personnel 17,083,228 17,595,725 18,123,597 18,667,304 19,227,324
Operating 6,196,569 6,382,466 6,573,940 6,771,158 6,974,293
CIP Transfer 510,000 525,300 541,059 557,291 574,009
Debt Service 1,640,000 1,819,182 2,003,998 1,987,109 2,035,072
Pool/Tennis Transfer 274,000 200,000 200,000 200,000 200,000
Total Expenses 25,703,797 26,522,673 27,442,594 28,182,863 29,010,698
Net Revenue / Expense -$ (47,762)$ (173,435)$ (95,630)$ (80,848)$
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 2021 Adopted Budget Page 60 of 398
General Fund
FY 2021
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 61 of 398
General Fund Budget Summary FY 2021
FY 2021
Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Millage Rate $7.5000 $7.5000 $7.5000 $7.3300
Revenues
Ad-Valorem Taxes $17,367,422 $16,736,574 3.77% $630,848 $16,185,283 $15,003,141
Utility Service Taxes 2,408,078 2,424,292 -0.67% (16,214) 2,521,955 2,511,876
Franchise Fees 1,137,000 1,315,000 -13.54% (178,000) 1,352,464 1,294,280
Sales & Use Taxes 267,461 308,655 -13.35% (41,194) 307,130 302,207
Licenses & Permits 1,102,200 1,110,200 -0.72% (8,000) 1,522,912 1,222,594
Intergovernmental 1,260,736 1,507,239 -16.35% (246,503) 1,582,512 1,482,113
Charges for Services 1,814,910 2,516,812 -27.89% (701,902) 2,410,113 2,210,437
Fines & Forfeitures 99,400 82,175 20.96% 17,225 89,247 90,559
Interest 218,710 95,530 128.94% 123,180 573,095 112,809
Debt Proceeds 0 0 0.00% 0 343,299 0
Miscellaneous 27,880 27,500 1.38% 380 510,688 412,519
Total Revenues $25,703,797 $26,123,977 -1.61% ($420,180) $27,398,697 $24,642,535
Expenditures
General Government $3,363,932 $3,257,617 3.26% $106,315 $3,265,558 $3,053,627
Police & Fire 10,569,018 10,290,842 2.70% 278,176 10,055,573 9,431,609
Public Works 5,714,792 5,540,658 3.14% 174,134 5,041,643 5,065,186
Community Development 1,658,019 1,773,946 -6.53% (115,927) 1,542,421 1,435,769
Library 849,389 836,815 1.50% 12,574 815,951 835,984
Parks & Recreation 1,124,647 2,221,797 -49.38% (1,097,150) 1,848,733 1,777,676
Debt service / Capital Lease 1,640,000 1,553,357 5.58% 86,643 1,714,862 1,293,101
Contingency / Other 0 231,795 -100.00% (231,795) 341,547 635,579
Transfers Out 784,000 417,150 87.94% 366,850 405,000 4,963,307
Total Expenditures $25,703,797 $26,123,977 -1.61% ($420,180) $25,031,288 $28,491,836
Net Revenue Over Expense $0 $0 $0 $2,367,409 ($3,849,302)
①
①Fiscal 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.
Note: The Village’s Tennis and Pool Operations were transferred from the General Fund operating budget to
the Country Club operating budget as part of the Fiscal Year 2021 budgetary process.
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 2021 Adopted Budget Page 63 of 398
Revenues
FY 2021
Village of North Palm Beach FY 2021 Adopted Budget Page 64 of 398
General Fund Revenues FY 2021
Total Revenues = $25,703,797
AD VALOREM
TAXES
$17,367,422
67.57%
UTILITY SERVICE
TAXES
$2,408,078
9.37%
FRANCHISE FEES
$1,137,000
4.42%
SALES & USE
TAXES
$267,461
1.04%
LICENSES AND
PERMITS
$1,102,200
4.29%
INTERGOVERNME
NTAL REVENUE
$1,260,736
4.90%
CHARGES FOR
SERVICES
$1,814,910
7.06%
FINES AND
FORFEITURES
$99,400
0.39%
INTEREST
$218,710
0.85%
MISCELLANEOUS
$27,880
0.11%
Village of North Palm Beach FY 2021 Adopted Budget Page 65 of 398
General Fund Revenues FY 2021
Revenue Analysis
FY 2021
Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Taxes:
Ad-Valorem Taxes 17,367,422 16,736,574 3.77% 630,848 16,185,283 15,003,141
Franchise Fees:
Electricity 761,000 912,000 -16.56% (151,000) 965,047 914,132
Gas 30,000 44,000 -31.82% (14,000) 33,349 37,013
Water 346,000 359,000 -3.62% (13,000) 354,068 343,134
Utility Service Taxes:
Electricity 1,234,853 1,200,000 2.90% 34,853 1,295,652 1,312,775
Gas 81,000 81,000 0.00% 0 75,283 82,167
Telecommunication 691,225 727,292 -4.96% (36,067) 743,173 721,601
Water 401,000 416,000 -3.61% (15,000) 407,846 395,333
Sales & Use Taxes 267,461 308,655 -13.35% (41,194) 307,130 302,207
21,179,961 20,784,521 1.90% 395,440 20,366,831 19,111,504
Licenses & Permits:
Building Permits 800,000 800,000 0.00% 0 1,209,204 941,772
Developer Fees 15,000 0 0.00% 15,000 18,432 13,340
Occupational Licenses 275,000 300,000 -8.33% (25,000) 286,577 259,077
Other Licenses, Fees, Permits 12,200 10,200 19.61% 2,000 8,700 8,405
1,102,200 1,110,200 -0.72% (8,000) 1,522,912 1,222,594
Intergovernmental
Shared Revenue
Other Local Units 20,000 29,500 -32.20% (9,500) 32,157 38,386
State Shared Revenue
Local Govt 1/2 Ct Sales Tax 867,267 1,035,759 -16.27% (168,492) 1,019,421 990,968
State Revenue Share Proceeds 348,469 411,121 -15.24% (62,652) 405,950 394,485
Other State Shared Revenue 10,000 13,000 -23.08% (3,000) 23,051 27,882
Other Intergov Revenue 15,000 17,859 -16.01% (2,859) 101,932 30,392
1,260,736 1,507,239 -16.35% (246,503) 1,582,512 1,482,113
Charges for Services
Community Development 293,200 263,590 11.23% 29,610 318,026 316,639
Library 7,910 2,060 283.98% 5,850 1,967 1,617
Pool 0 100,000 -100.00% (100,000) 45,479 81,595
Recreation 438,500 435,000 0.80% 3,500 339,629 353,582
Tennis 0 628,512 -100.00% (628,512) 507,594 436,775
Police & Fire 0.00%
Ambulance Fees 375,000 360,000 4.17% 15,000 362,204 357,149
Other 129,800 136,800 -5.12% (7,000) 289,387 142,207
Public Works 0.00%
Solid Waste Collection 525,000 550,000 -4.55% (25,000) 535,491 500,752
Other 0 2,000 -100.00% (2,000) 1,461 9,779
Village Clerk 45,500 38,850 17.12% 6,650 8,874 10,342
1,814,910 2,516,812 -27.89% (701,902) 2,410,113 2,210,437
continued on next page
Village of North Palm Beach FY 2021 Adopted Budget Page 66 of 398
General Fund Revenues FY 2021
FY 2021
Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Fines & Forfeitures
Community Development 57,700 43,250 33.41% 14,450 58,752 48,064
Library 3,300 2,925 12.82% 375 3,063 3,634
Police & Fire 38,400 36,000 6.67% 2,400 27,433 38,861
99,400 82,175 20.96% 17,225 89,247 90,559
Miscellaneous
Insurance Refunds 0 0 0.00% 0 181,692 239,012
Sales of Surplus 0 0 0.00% 0 256,708 43,977
Other 27,880 27,500 1.38% 380 72,288 129,530
27,880 27,500 1.38% 380 510,688 412,519
Interest 218,710 95,530 128.94% 123,180 573,095 112,809
Loan Proceeds / Capital Lease
Acquisition 0 0 0.00% 0 343,299 0
Inter-fund Transfers 0 0.00% 0 0 0
Total Revenues: $25,703,797 $26,123,977 -1.61% ($420,180) $27,398,697 $24,642,535
Explanation of Increase / (Decrease):
The decrease in total General Fund Revenues is primarily due to transferring the Village’s Tennis and Pool
operations from the General Fund operating budget to the Country Club operating budget as part of the
Fiscal Year 2021 budgetary process
Village of North Palm Beach FY 2021 Adopted Budget Page 67 of 398
General Fund Revenues FY 2021
This section includes a discussion regarding revenue sources for the Village’s FY 2020/21 General Fund
Budget (total revenue estimate = $25,703,797), 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 $17,367,422
Property taxes are the single largest revenue line item in the General Fund Budget, making up approximately
67.57% of the total budget. The taxable property value increased from $2.35 billion to $2.44 billion. At the
millage rate of 7.5000 mils, this will generate gross taxes for FY 2020/21 of $18.28 million. But, due to
discounts for prompt payment, state law requires that only 95% of the gross taxes be budgeted as revenue -
equating to $17,367,422.
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 27, 2020 Palm Beach County notified the Village that the preliminary taxable valuation was
$2,431,930,037. The final taxable valuation received on June 27, 2019 showed a valuation of
$2,437,532,823. This includes $3,624,034 in new construction.
Based on this final taxable value and current legislation, the millage options, with respect to voting and
advertising requirements for FY 2020/21, 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 2020/21.
Methodology for increasing Millage Rate:
As per current tax law (FS 200.185) the Village is required to follow these procedures for FY 2020/21 when
setting its millage rate:
7.2247 Mils (Rolled-Back Rate):
A simple majority vote is all that is required to approve the rolled-back millage rate of 7.2247 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.
7.2248 – 7.4573 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 7.4573
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.
7.4574 – 8.2030 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.
8.2031 – 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 2021 Adopted Budget Page 68 of 398
General Fund Revenues FY 2021
Millage Rate Impact:
The revenue impact of the above millage rates is shown as follows:
Millage
Rate
Description
Ad-Valorem
Revenue
FY 2020/21
Ad-Valorem
Revenue
FY 2019/20
(as adopted)
$
Increase /
(Decrease)
$ 7.2247 Rolled-Back Rate $16,729,921 $16,736,574 ($6,653)
$ 7.5000 Current Millage $17,367,422 $16,736,574 $630,848
$ 7.4573 Majority Vote Maximum $17,268,543 $16,736,574 $531,969
$ 8.2030 Two-Thirds Vote Maximum $18,995,328 $16,736,574 $2,258,754
$10.0000 Statutory Maximum $23,156,562 $16,736,574 $6,419,988
Village of North Palm Beach FY 2021 Adopted Budget Page 69 of 398
General Fund Revenues FY 2021
Franchise Fees $1,137,000
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 2020/21
franchise fees represent 4.42% of the total General Fund Revenues. The estimates are prepared based on
past experience. The Village has the following franchise fees:
Electric Franchise Fees ($761,000):
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 ($30,000):
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 ($346,000):
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 2021 Adopted Budget Page 70 of 398
General Fund Revenues FY 2021
Utility Taxes $2,408,078
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 9.37% 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 ($1,234,853):
The rate is set at 10% of electric sales generated by FPL.
Water Utility Tax ($401,000):
The rate is 10% of water service sales generated by Seacoast Utility Authority.
Telecommunication ($691,225):
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 2021 Adopted Budget Page 71 of 398
General Fund Revenues FY 2021
Sales & Use Taxes (Local Option Fuel Taxes)$267,461
Gasoline taxes are collected at the state level and distributed by formula to cities and counties. Gas taxes
represent 1.04% of the total General Fund Revenues. The estimates are prepared based on information
provided by the Florida Department of Revenue and Palm Beach County.
Intergovernmental Revenues $1,260,736
Intergovernmental revenue consists of revenues that are received from other governmental agencies. These
revenues represent 4.90% 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 ($867,267):
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 ($348,469):
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 2021 Adopted Budget Page 72 of 398
General Fund Revenues FY 2021
$1,100,000
$1,150,000
$1,200,000
$1,250,000
$1,300,000
$1,350,000
$1,400,000
$1,450,000
$1,500,000
$1,550,000
$1,600,000
Revenue
2017 Actual $1,459,577
2018 Actual $1,482,113
2019 Actual $1,582,512
2020 Budget $1,507,239
2021 Budget $1,260,736
Intergovernmental Revenue
5 Year Revenue Trend
Charges for Services $1,814,910
Charges for Services represent 7.06% of total General Fund Revenues. The budget estimates are based on past
experience and are described below:
Community Development $293,200
Revenues included in this category are the following: Cell Tower Rent, Protective Inspection Fees, Building
Plan Reviews and Non-Domicile Business Registrations.
Village Clerk $45,500
The Clerk’s office makes available various records and publications and collects the filing fees from candidates for
public office.
Public Works $525,000
Charge to commercial establishments for collection services. Rates are based on type of business at property
and square footage.
Public Safety $504,800
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 $375,000: Fee for ambulance transport provided by the Village. The fee applies to residents and
non-residents.
Fire Inspection Fees $50,000: 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.
Village of North Palm Beach FY 2021 Adopted Budget Page 73 of 398
General Fund Revenues FY 2021
Fire Plan Review Fees $20,000: 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 ($438,500):
There are various types of charges: Program Fees (including classes, trips and events), Marina and Rental and
or/lease. The major types are described below:
Program Fees $151,000:
This is the amount paid to participate in various classes, trips and events for Recreation. The revenues are offset
by an expenditure account in the respective department.
Marina $204,500:
This includes the amount paid to the Village for wet slip boat dockage, dry storage space and marina ramp
usage.
Village of North Palm Beach FY 2021 Adopted Budget Page 74 of 398
General Fund Revenues FY 2021
Licenses and Permits $1,102,200
Licenses and Permits consist of Building Permits, Contractor Registration, Village Business Tax Receipts, Zoning
& Annexation Fees and Temporary Banner Fees. These revenues represent 4.29% 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 $27,880
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 2021 Adopted Budget Page 75 of 398
General Fund Revenues FY 2021
Fines and Forfeitures $99,400
Fines and forfeitures are revenues generated by enforcement and prosecution of municipal ordinances and
state statutes. These line items represent 0.39% of total General Fund revenues.
Investment Income $218,710
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 0.85% of total
General Fund Revenues.
Village of North Palm Beach FY 2021 Adopted Budget Page 76 of 398
Expenses
FY 2021
Village of North Palm Beach FY 2021 Adopted Budget Page 77 of 398
General Fund Expenses FY 2021
Total Expenses = $25,703,797
By Category:
Personnel
$17,083,228
66.46%
Operating
$6,186,569
24.07%
Debt Service
$1,640,000
6.38%
Transfer Out
$784,000
3.05%
Capital
$10,000
0.04%
By Department:
General
Government
$3,363,932
13.09%
Public Safety
$10,569,018
41.12%
Public Works
$5,714,792
22.23%
Community
Development
$1,658,019
6.45%
Leisure Services
$1,974,036
7.68%
Transfer Out
$784,000
3.05%
Debt Service
$1,640,000
6.38%
Village of North Palm Beach FY 2021 Adopted Budget Page 78 of 398
General Fund Expenses FY 2021
This section includes a discussion regarding appropriations for the Village’s FY 2020/21 General Fund
budget (total budget = $25,703,797), how much of the total budget it comprises, and assumptions used in
determining the projections.
Personnel Costs $17,083,228
Employee salary and benefits represent 66.46% 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 2020/21 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 12 % 6 %
ICMA-RC Pension Plan 15% 3%, 5%, 10% or 15%
Police and Fire Pension Plan 16%
7% (*)
(*) 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.
Village of North Palm Beach FY 2021 Adopted Budget Page 79 of 398
General Fund Expenses FY 2021
Operating Costs $6,186,569
Appropriations for each department are budgeted based on past history and the needs of the department.
Operating costs represent 24.07% of the overall General Fund Expenses. Some highlights of operating costs
are listed below:
Contractual Services $2,006,600
Utilities $ 543,030
Legal Fees $ 160,000
Materials & Supplies $ 877,135
Gas, Oil & Lubricants $ 237,100
Repairs & Maintenance $ 564,000
Solid Waste Disposal $ 133,000
Property/General Liability $ 300,000
Professional Services $ 300,500
Travel, Training & Conferences $ 202,997
Uniforms / Uniform Rental $ 142,300
Special Events $ 98,000
Village of North Palm Beach FY 2021 Adopted Budget Page 80 of 398
General Fund Expenses FY 2021
Capital Outlay $10,000
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 2020/21, a total of $10,000 is budgeted as capital outlay in the general fund budget; all
other capital items are funded with either CIP funds, Developer Fees, Infrastructure Surtax Proceeds or Grant
Funds.
Village of North Palm Beach FY 2021 Adopted Budget Page 81 of 398
General Fund Expenses FY 2021
Debt Service $1,640,000
Debt service payments are the series of payments of principal and interest required on a debt over the fiscal
year. The FY 2020/21 debt service budget represents 6.38% of the overall general fund budget. The
General Fund has one loan obligation and capital lease agreements for the purpose of financing the purchase
of vehicles.
Reserves, Contingencies & Transfers $784,000
This category includes items such as contingency and transfers to other funds. For the FY 2020/21 budget,
this category represents 3.05% of the overall general fund budget. An appropriation of $510,000 is to be
transferred to the Capital Projects Fund to finance the General Fund’s Capital Improvement Plan and an
appropriation of $274,000 is to be transferred to the Country Club to finance the Pool & Tennis operations.
Village of North Palm Beach FY 2021 Adopted Budget Page 82 of 398
General Fund Operating Highlights FY 2021
Description Amount
Contractual Services $ 2,006,600
* Maintenance Contract (Landscaping/Field Clay/Bermuda Grass) 739,469
* Consolidated Dispatch 448,246
* Community Development Lease Agreement 58.702
* Custodial Services 149,000
Utilities 543,030
* Electricity 288,500
* Gas 3,360
* Telephone & Data 107,640
* Water & Sewer 143,530
Materials & Supplies 877,135
* Materials & Supplies 594,445
* Office Supplies 43,450
* Computer Supplies 59,240
* Auto Parts Supplies 180,000
Property/General Liability 300,000
Recreation Program Expenses 144,000
Gas, Oil & Lubricants 237,100
Repairs & Maintenance 564,000
* R & M Automotive 92,500
* R & M Building & Grounds 222,500
* R & M Machinery & Equipment 49,000
* R & M P.A. & Communication Systems 34,000
* R & M Irrigation System 50,000
* R & M Sidewalk Replacement 20,000
* R & M Storm Drainage System 20,000
* Street Striping 25,000
* Tree Trimming 25,000
* Exterminating 20,000
Legal Fees 160,000
Solid Waste Disposal 133,000
Uniforms / Uniform Rental 142,300
Travel, Training & Conferences 202,997
Special Events 98,000
Professional Services 300,500
* Residential Code re-write 75,000
* Recreation Needs Assessment 50,000
* Grant Management Services 20,000
* US1 Irrigation Replacement Plan 15,000
* Building Inspection Services 25,000
* PCI inventory / report 25,000
* Strategic Planning 20,000
* EMS Director Fee 14,400
Total Fiscal Year 2020-2021 Operating Costs $ 6,186,569
Village of North Palm Beach FY 2021 Adopted Budget Page 83 of 398
Department Summaries
FY 2021
Village of North Palm Beach FY 2021 Adopted Budget Page 84 of 398
Village of North Palm Beach Residents
Village Council
Susan Bickel Mayor
Mark Mullinix Vice Mayor
David Norris President Pro Tem
Darryl C. Aubrey Councilmember
Deborah Searcy Councilmember
Village
Attorney
Village
Manager
Operating
Departments
Village
Clerk
Village Council FY 2021
Village of North Palm Beach FY 2021 Adopted Budget Page 85 of 398
Village Council FY 2021
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.
The general election was held on March 17, 2020. A total of four candidates qualified for the election. Deborah
Searcy was re-elected without opposition as the Group 1 councilmember, Darryl Aubrey was re-elected as the Group
3 councilmember and Mark Mullinix was re-elected without opposition as the Group 5 councilmember; each
will serve a two-year term. Council officers were appointed on April 9, 2020. Mayor Susan Bickel, Vice
Mayor Mark Mullinix, and President Pro Tem David Norris will hold office until March 11, 2021. The next municipal
election will be held on March 9, 2021 to elect councilmembers in Groups 2 and 4.
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 Energy, Environment & Natural Resources Committee;
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.
continued on next page
Village of North Palm Beach FY 2021 Adopted Budget Page 86 of 398
Village Council FY 2021
Current Year Accomplishments
During Fiscal Year 2020, 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.
Worked with Trainnovations, Inc. to rank and prioritize Strategic Planning goals.
Continued and completed the North Palm Beach Country Club clubhouse project: purchased equipment
and contracted for the installation of a pool chiller, fencing and a cement pad for the swimming pool;
purchased the refurbishment of a mobile canopy for the golf course driving range; contracted for concrete
removal and installation of a golf cart path; contracted for a force main relocation, installation of an ADA
compliant sidewalk and installation of an employee parking lot; contracted for design and build services
for a new Country Club marquee sign. The grand opening of the new Country Club took place on
December 21, 2019.
Appropriated $200,000 to provide matching funds for a $400,000 grant from the Florida Department of
Environmental Protection for the receipt of Land Water Conservation Grant Funds to be used for the
Anchorage Park Phase Four Project.
Upgraded and repaired Village facilities by reconstructing the Evidence Room and replacing the gates at
the Public Safety building; purchased outdoor fitness equipment for the Community Center and made
roof repairs to the Osborne Park building and the Library.
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);
contracted for stormwater repairs for various residential streets; and sidewalk repairs that eliminated 656
trip hazards.
Enacted amendments to the Village Code of Ordinances to implement changes to the retirement benefits
resulting from Collective Bargaining with the Unions representing the Village’s firefighter and police
office employees, updated existing procedures to reference the Special Magistrate and adopted a new
"Chronic Nuisance Abatement Property Code", to identify and address properties that are not properly
managed and/or maintained and which negatively impact both adjacent properties and the health, safety
and welfare of the Village, amended the Prosperity Harbor North Planned Unit Development by
modifying the regulations applicable to docks and piers on intracoastal lots, and adopted the North Palm
Beach Civil Rights Act.
continued on next page
Village of North Palm Beach FY 2021 Adopted Budget Page 87 of 398
Village Council FY 2021
Strategic Goals and Projects
The Village Council has given highest priority to the following projects under specific strategic goals:
Strategic Goal: All Neighborhoods as Desirable Places to Live
Project Category: Neighborhood Projects
a.Development of a Waterfront Master Plan
Project Category: Code Rewrites
a.Review, revise and update Residential Zoning Codes
Project Category: Infrastructure
a.Implement new LED street and pedestrian lighting
Strategic Goal: Community Outreach
Project Category: Master Plan: Program
a.Village marketing and branding program
Strategic Goal: Strong Local Economy
Project Category: Code Rewrites
a.Develop a form-based code to encourage redevelopment consistent with the Master Plan
Project Category: Economic Initiatives
a.Commercial Business Initiatives: Development of recruitment and retention strategies for businesses
b.Twin City Mall redevelopment
Project Category: Master Plan: Programs
a.North Palm Beach and Palm Beach Gardens coordination for Congress Avenue Industrial District
Strategic Goal: Improve Mobility
Project Category: Roadway Projects
a.Policy decision for lane repurposing of US1 in accordance with Master Plan
b.Develop plan for Alley Improvements, maintenance and multi-purpose design
c.Lighthouse Drive bridge replacement and traffic calming
Strategic Goal: Financial Sustainability
Project Category: Financial
a.Aggressively pursue Annexation
b.Sanitation Commercial Fee Structure
c.Implement a residential fee to support Sanitation operations and vehicle purchases
d.Develop new fees to reduce reliance on Ad Valorem taxes
Project Category: Stormwater
a.Stormwater Master Plan
Village of North Palm Beach FY 2021 Adopted Budget Page 88 of 398
Village Council FY 2021
Project Category: Country Club
a. Develop CIP for Golf Course
b. Country Club Strategic Plan: Ensure viability of Country Club and restaurant; develop Strategic Plan that
includes marketing, management and fees
c. Develop a plan for the establishment of a Country Club Repair and Restoration fund
Project Category: Infrastructure
a. Undergrounding of power lines, 5G technologies and natural gas
Strategic Goal: Beautification and Quality of Life
Project Category: Quality of Life
a. Develop a green/sustainable policy and plan
Project Category: Roadway Projects
a. US 1 Bridge Replacement Plan
b. Prosperity Farms Road bridge improvements
c. East Alleyway wall replacement
Project Category: Organizational Excellence
a. Code Compliance Process Improvements
Project Category: Code Rewrites
a. Finalization of the boat and RV ordinance
Project Category: Country Club
a. Country Club construction-landscaping
Strategic Goal: Organizational Excellence
Project Category: Technology
a. Provide online permitting, inspections, planning and code enforcement
b. Implement more efficient financial software
Project Category: Public Works Projects
a. Country Club generator
Strategic Goal: Waterways and Recreation
Project Category: Parks Projects
a. Anchorage Park Enhancement (Dry Storage)
b. Parks and Recreation Master Plan: Needs Assessment
c. Reconstruction of Anchorage Park South Marina
Project Category: Infrastructure
a. Lakeside Park seawall replacement
b. Monet Road seawall replacement
Project Category: Code Rewrites
a. Impervious area control plan
Village of North Palm Beach FY 2021 Adopted Budget Page 89 of 398
Village Council FY 2021
Project Category: Country Club
a.Redefine structure of pool and tennis management
b.Purchase and installation of pool slide to enhance pool amenities
c.Swimming pool improvements
d.Pond restoration
Performance / Workload Measures
Performance Measure FY 2019
Actual
FY 2020
Projected
FY 2021
Estimated
Council Meetings per year
Regular Session
Workshop Session
Special Session
Budget Workshop
20
8
6
6
20
1
3
2
22
5
5
2
Total Ordinances per year
Code Amendment ordinances per year
14
6
9
5
12
6
Total Resolutions per year
Resolutions approving contracts, leases, or agreements per year
143
80
100
50
120
60
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 90 of 398
Village Council FY 2021
Budget Summary
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $50,445 $50,448 -0.01% ($3) $50,435 $50,464
Operating
Accounting & Auditing 28,500 28,000 1.79% 500 25,666 26,278
Advertising 8,700 10,700 -18.69% (2,000) 3,337 8,432
Advisory Board Dinner 8,250 8,000 3.13% 250 6,319 4,306
Conferences & Seminars 1,575 1,575 0.00% 0 610 1,050
Contractual Services 3,700 3,700 0.00% 0 3,454 3,609
Council Donations 4,500 4,500 0.00% 0 4,500 4,000
Membership & Dues 11,300 11,300 0.00% 0 10,145 10,757
Materials & Supplies 3,940 1,800 118.89% 2,140 691 1,142
Professional Services 7,300 7,500 -2.67% (200) 5,943 12,810
Travel 4,075 4,075 0.00% 0 1,018 823
Other Operating Costs 0 0 0.00% 0 3,648 0
Total Operating Costs 81,840 81,150 0.85% 690 72,810 73,206
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $132,285 $131,598 0.52% $687 $123,245 $123,670
Explanation of Increase / (Decrease):
The increase in total expenses is negligible.
Village of North Palm Beach FY 2021 Adopted Budget Page 91 of 398
Summary FY 2021 FY 2020 Change
Full-Time 4 4 No Change
Part-Time 0 1 -1
Village
Manager
1 FT
Purchasing
Manager
0 PT (-1 PT)
Director of
Special Projects
1 FT
Communications
Manager
1 FT
Village Manager FY 2021
Executive
Assistant
1 FT
The Purchasing Manager position was eliminated as a result of the Clubhouse
Project completion.
Village of North Palm Beach FY 2021 Adopted Budget Page 92 of 398
Village Manager FY 2021
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 developing 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 and of the new North Palm Beach Country Club Clubhouse as well as
completing the final elements of the project. 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
identifying 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.
Personnel Changes
The personnel/title change for Fiscal Year 2021 is the deletion of one (-1) p/t Purchasing Manager position.
Current Year Accomplishments
The following are some of the major accomplishments that occurred in Fiscal Year 2020:
Fine-tuned the 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 Principal Planner, Building Official and Sanitation
Supervisor.
Introduced the use of the community “Open House” to provide residents with information and encourage dialogue
about emerging issues and projects.
Completed the Country Club Clubhouse construction project including improvements to the pool.
Village of North Palm Beach FY 2021 Adopted Budget Page 93 of 398
Village Manager FY 2021
New Initiatives
Although not a new initiative, the Village has conducted a series of workshops over the past year and is now in
the process of conducting 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 have been completed and concluded that US1 would see minor increases in travel time
(approximately 13 seconds) in the year 2040. To be conservative, this assumes a level of development along the
corridor that is highly unlikely – 250,000 sf of commercial development and over 2,000 dwelling units and limits
the lane repurposing initiative to the segment of US1 between Anchorage Drive North and Anchorage Drive
South. These results will continue to be shared with the public as the community must weigh in on how US1
should look, feel and function in the future.
In addition to the lane repurposing evaluation, the Village is working collaboratively with the Florida Department
of Transportation to introduce architectural and pedestrian features that will provide visual access to the Earman
River and improve safety for all modes of transportation. As part of this project, the Village will work to include
a pedestrian walkway underneath the bridge on the southern bank of the river. This walkway will be connected to
the adjacent properties in the future as redevelopment activities, consistent with the Citizens’ Master Plan, are
initiated.
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 and the Village Council will be asked to provide input on design
alternatives at meetings throughout the year.
The Environmental Committee and staff have been working collaboratively to implement new initiatives
developed by the Committee over the course of the last year. This year, the Committee will be asked to assist
staff in the development of a Community Sustainability (“Green”) Policy for the Village.
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.
The Special Projects Director will lead an effort to initiate a project to underground power lines within the
Village. FPL recently identified approximately three (3) miles of power lines in the Village that need to be
“hardened” to prevent storm damage. FPL strategy to harden these power lines was to replace wooden poles with
large, concrete poles. This would have a negative aesthetic impact on the Village as these particular lines run
through residential neighborhoods. While the Village will focus on the areas that need to be hardened initially, it
will develop a long-term strategy to underground overhead lines throughout the Village.
Village of North Palm Beach FY 2021 Adopted Budget Page 94 of 398
Village Manager FY 2021
The Village Council has prioritized the need to develop an Annexation Action Plan this fiscal year. The Village
Manager will work with the Village Council to identify annexation priorities and strategies to pursue to annex
certain unincorporated “pockets”.
The Special Projects Director will be developing specifications and purchasing strategies for an emergency
generator to be located at the North Palm Beach Country Club. Not only is it important to be able to operate our
business functions in order to return to normal after a storm event, but the clubhouse will serve as a gathering and
feeding location for Village staff that would be working around the clock to address community needs and
complete clean-up and restoration efforts.
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.
c. Continue to use community “Open Houses” to inform residents and foster dialogue about emerging issues,
new initiatives and capital projects.
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.
continued on next page
Village of North Palm Beach FY 2021 Adopted Budget Page 95 of 398
Village Manager FY 2021
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.
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 2019
Actual
FY 2020
Projected
FY 2021
Estimated
Village Newsletter Circulation 8,515 8,600 8,600
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
20
8
6
6
20
1
3
2
22
5
5
2
Staffing Levels (adopted budget):
Full-time
Part-time
151
97
153
102
152
104
Number of followers on various social media outlets:
Facebook 2,243 2,830 3,430
Twitter 175 280 380
Nextdoor 2,905 3,645 4,000
Total e-newsletter subscriptions 1,569 3,190 4,500
Number of website visits 202,305 278,748 285,000
Village of North Palm Beach FY 2021 Adopted Budget Page 96 of 398
Village Manager FY 2021
Budget Summary
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $641,082 $624,200 2.70% $16,882 $654,734 $592,063
Operating
Advertising 1,000 2,500 -60.00% (1,500) 138 2,168
Books, Publ. & Subscriptions 600 500 20.00% 100 769 0
Conferences & Seminars 1,000 2,000 -50.00% (1,000) 939 990
Contractual Services 10,000 10,000 0.00% 0 10,408 7,368
Materials & Supplies 6,500 8,000 -18.75% (1,500) 2,634 12,153
Memberships & Dues 3,600 3,100 16.13% 500 3,472 2,662
Postage 400 400 0.00% 0 350 325
Printing & Binding 300 1,000 -70.00% (700) 316 84
Professional Services 21,200 21,200 0.00% 0 40,815 5,158
Travel & Training 4,500 4,500 0.00% 0 463 8,947
Uniforms 200 200 0.00% 0 275 0
Other Operating Costs 1,750 1,000 75.00% 750 1,250 3,800
Total Operating Costs 51,050 54,400 -6.16%(3,350) 61,829 43,619
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $692,132 $678,600 1.99% $13,532 $716,563 $635,682
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to the increase in personnel costs. The FY21 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel;
Village of North Palm Beach FY 2021 Adopted Budget Page 97 of 398
Summary FY 2021 FY 2020 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
0 FT (-1 FT)
1 PT (+1 PT)
HR
Analyst
0 PT (-1 PT)
1 FT (+1 FT)
Human Resources FY 2021
The personnel changes in this department are to better utilize current staff and resources
Village of North Palm Beach FY 2021 Adopted Budget Page 98 of 398
Human Resources FY 2021
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, 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 152 full-time and 103 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, FFCRA, EFMLA, HIPAA,
etc.).
Currently the HR Department is staffed with a Director of Human Resources, a part-time Human Resources
Specialist, a full-time HR Analyst and a part-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.
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.
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.
Village of North Palm Beach FY 2021 Adopted Budget Page 99 of 398
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 99 of 398
Human Resources FY 2021
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. After several years of increasing premiums, the medical and dental coverage rates will remain
unchanged for FY21 for the Village.
Personnel Changes
The personnel/title changes for Fiscal Year 2020/2021 are:
Add one (+1) f/t Human Resource Analyst position / Delete one (-1) p/t Human Resource Analyst position
Add one (+1) p/t Human Resource Administrative Assistant position / Delete one (-1) f/t Human Resource
Administrative Assistant position
Current Year Accomplishments and New Initiatives
During Fiscal Year 2019/2020, the HR Department accomplished the following new initiatives and goals for
improvement:
Successfully converted occupational health services to a new provider, Jupiter Medical Center.
Took over management of pre-employment physicals for the Fire department. Utilizing LifeScan
comprehensive exam.
Administered the Federal Family First Coronavirus Response Act Emergency (FFCRA) Emergency Paid
Sick Leave and Expanded Family and Medical Leave Act provisions.
Successfully outsourced administration of the General Employee Pension Plan.
Established monthly Lunch-n-Learns on various wellness topics.
Recruited and hired several key personnel – Sanitation Supervisor, Principal Planner, Building Official.
Village of North Palm Beach FY 2021 Adopted Budget Page 100 of 398
Human Resources FY 2021
Goals and Objectives
In the coming year, the Human Resources Department plans to achieve the following goals and objectives:
Department Goal:
Provide employees with opportunities to enhance their personal health and wellness.
Objectives:
a. Re-institute monthly lunch-n-learn meetings on various health and wellness topics.
b. Partner with Insurance Broker to conduct an annual Wellness Fair for Village employees.
Department Goal:
Enhance employees’ work quality of life
Objectives:
a. Continue to look at options to improve the current Pay for Performance Program.
b. Create new appraisal documents.
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.
continued on next page
Strategic Goal: Organizational Excellence
Village of North Palm Beach FY 2021 Adopted Budget Page 101 of 398
Human Resources FY 2021
Factors Monitored by Human Resources
2018
Actual
2019
Actual
2020
Actual
2021
Projected
FULLTIME 16 23 21 15
PARTTIME 40 38 55 35
0
10
20
30
40
50
60 NEWHIRES/REHIRES
As illustrated below, the Village’s Workers’ Compensation experience modification rating (MOD) has greatly
stabilized since 2016. Fiscal Year 2020 was up slightly to 1.1. HR will continue to work with departments on
reducing their experience and increasing safety awareness.
0.95
1
1.05
1.1
1.15
1.2
1.25
WORKER'SCOMPENSATION MODIFICATION
RATINGS
2017Actual
2018Actual
2019Actual
2020Actual
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. This coming fiscal year, the Village will enjoy zero
rate increases for medical or dental coverage.
Village of North Palm Beach FY 2021 Adopted Budget Page 102 of 398
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 102 of 398
Human Resources FY 2021
For 2020/2021, with two (2) plans in place, Single coverage for the HDHP OAP with Health Savings Account is
$563.90; Employee Plus One coverage is $1,301.18 and Family coverage is $1,707.37 per month 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
2021
Actual
2020
Actual
2019
Actual
2018
Actual
MEDICAL PREMIUMS
Family
Plus One
Single
Village of North Palm Beach FY 2021 Adopted Budget Page 103 of 398
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 103 of 398
Human Resources FY 2021
Budget Summary
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $332,244 $333,400 -0.35% ($1,156) $310,663 $299,027
Operating
Advertising 3,000 1,000 200.00% 2,000 1,985 1,144
Books, Publ. & Subscriptions 850 800 6.25% 50 711 970
Conferences & Seminars 2,000 0 0.00% 2,000 669 0
Contractual Services 7,500 20,000 -62.50% (12,500) 2,627 2,676
Employee Assistance Program 5,200 5,200 0.00% 0 5,115 5,115
Employee Physical Exams 8,500 7,500 13.33% 1,000 11,702 7,472
Employee Relations 27,600 23,000 20.00% 4,600 21,351 20,342
Materials & Supplies 2,350 2,000 17.50% 350 4,363 2,933
Memberships & Dues 650 650 0.00% 0 853 274
Postage 0 75 -100.00% (75) 25 16
Professional Services 5,000 10,000 -50.00% (5,000) 10,811 20,733
Travel & Training 23,000 30,000 -23.33% (7,000) 22,338 21,712
Other Operating Costs 0 0 0.00% 0 (0) 0
Total Operating Costs 85,650 100,225 -14.54% (14,575) 82,549 83,387
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $417,894 $433,625 -3.63% ($15,731) $393,212 $382,413
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily due to the decrease in operating costs:
An overall decrease in contractual services as compared to FY20, which included one-time costs
associated with pension administration services;
An operating expenditure decrease in professional services which is associated with a reduction in
use of outside consultants; and
An operating expenditure decrease in training due to the reduced usage of the employee tuition
reimbursement program.
Village of North Palm Beach FY 2021 Adopted Budget Page 104 of 398
Summary FY 2021 FY 2020 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 2021
Note: The Finance Director also oversees the following position:
• 1 FT Country Club Accounting Clerk
Village of North Palm Beach FY 2021 Adopted Budget Page 105 of 398
Finance FY 2021
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, 2019 is $8.18 million. The significant decrease in 2018 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 2021 Adopted Budget Page 106 of 398
Finance FY 2021
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 2020/2021
continued on next page
Village of North Palm Beach FY 2021 Adopted Budget Page 107 of 398
Finance FY 2021
Current Year Accomplishments and New Initiatives
During Fiscal Year 2019/2020, 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
12th consecutive year;
Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 33rd
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;
Investment of Country Club Loan proceeds to maximize interest earnings;
Financial management and accounting for
Costs associated with the renovation of the Golf Course;
Agreement with Farmer’s Table;
Vehicle lease financing; and
Construction of the Country Club Clubhouse
Financial analysis for distribution of the Country Club Construction costs between the General Fund
and the Enterprise Fund
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).
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.
Village of North Palm Beach FY 2021 Adopted Budget Page 108 of 398
Finance FY 2021
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. Evaluation of residential sanitation fee and storm-water fee;
2. White paper on other possible fees for consideration; and
3. Collaborating with other Departments on Strategic Initiatives to assist with financial
aspects of the projects or studies.
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 2021 Adopted Budget Page 109 of 398
Finance FY 2021
Performance Measures
Goals, Objectives, and Measures
FY 2019
Actual
FY 2020
Projected
FY 2021
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 2019
Actual
FY 2020
Projected
FY 2021
Estimated
Number of Purchase Orders issued 303 276 276
Number of Payroll Checks issued 5,469 5,252 5,252
Number of Accounts Payable Checks issued 3,945 4,000 4,000
Number of Accounts Payable Invoices processed 7,721 7,538 7,538
Number of Credit Card transactions 1,391 1,692 1,692
Number of 1099’s issued 92 93 93
Number of W-2’s issued 279 279 279
Number of Budget Amendments Processed 9 11 11
Number of EFT’s 277 296 296
continued on next page
Village of North Palm Beach FY 2021 Adopted Budget Page 110 of 398
Finance FY 2021
The following charts illustrate some departmental workload indicators:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 111 of 398
Finance FY 2021
Budget Summary
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $638,965 $622,266 2.68% $16,699 $596,361 $557,353
Operating
Advertising 250 250 0.00% 0 196 162
Books, Publ. & Subscriptions 650 300 116.67% 350 348 429
Conferences & Seminars 200 200 0.00% 0 150 120
Contractual Services 36,000 35,000 2.86% 1,000 36,583 36,251
Materials & Supplies 6,500 9,500 -31.58%(3,000) 11,213 6,804
Memberships & Dues 400 370 8.11% 30 400 400
Postage 100 100 0.00% 0 105 110
Printing & Binding 1,800 3,000 -40.00%(1,200) 2,053 1,121
Professional Services 10,000 1,000 900.00% 9,000 18,026 38,534
Travel & Training 500 3,000 -83.33%(2,500) 21 1,121
Other Operating Costs 0 0 0.00% 0 (0) (0)
Total Operating Costs 56,400 52,720 6.98% 3,680 69,095 85,052
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $695,365 $674,986 3.02% $20,379 $665,456 $642,406
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 FY21 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel.
Village of North Palm Beach FY 2021 Adopted Budget Page 112 of 398
Director of
Information Technology
1 FT
Network Support
Specialist
1 FT
Technical Support
Specialist
1 FT
Summary FY 2021 FY 2020 Change
Full-Time 3 3 No Change
Part-Time 1 1 No Change
Information Technology FY 2021
Administrative
Assistant
1 PT
Village of North Palm Beach FY 2021 Adopted Budget Page 113 of 398
Information Technology FY 2021
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, network security,
installation, and support of all desktop computers; network design, support and troubleshooting; voice and
data cabling; wireless video support; troubleshooting of 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 one (1) 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 2021 Adopted Budget Page 114 of 398
Information Technology FY 2021
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
There are no personnel/title changes for Fiscal Year 2020/2021
Current Year Accomplishments and New Initiatives
During Fiscal Year 2019-2020, the IT Department accomplished the following new initiatives and goals for
improvement:
Upgraded server virtualization hardware.
Upgraded Library computer lab computers.
Implementation of SDWAN to all remote sites and increase Village network bandwidth to 200mb.
Installation of new surveillance cameras at new Country Club staff parking lot.
Upgraded all Surveillance camera DVRs to meet public records retention requirements.
Installation of audio system in Tennis facility.
Deployment of laptop computers for telecommuting during COVID-19 pandemic.
Installation of data cabling for EOC in Public Safety.
Installation of new Antivirus server and software.
Destruction and wiping of old computer hard drives.
Continued Security awareness training for Village employees.
Implementation of Zoom software to run Village staff, council and advisory board meetings during
COVID-19 pandemic.
Installation of new Quatred Inventory system at Public Works.
Upgrade of Firepro software to cloud based system.
Installation of DL swipes for all Police officers.
Installed Village owned fiber for Tennis facility.
Upgrade of Village domain to Windows 2016 Server.
Upgraded all Village computers to latest version of Microsoft Office.
Installation of cabling and surveillance cameras at Anchorage Park marina.
Upgrade of ThorGuard system at Country Club for remote access and reporting.
Installation of repeater for Public Safety in new clubhouse cart barn.
Installation of new cabling in IT server room to meet bandwidth demands.
Revisions to IT policy and procedure manual to meet new FDLE mandates.
Upgraded power and UPS units in IT server room.
Aerial photography and videography of all Village facilities in preparation for Hurricane season.
Upgraded VPN to more secure platform and to support remote access demands.
Village of North Palm Beach FY 2021 Adopted Budget Page 115 of 398
Information Technology FY 2021
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.Streamline tee time processing and allow members to make payments and check account statements
online.
c.Post all materials related to RFPs 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 through new software to limit staff processing mistakes.
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
and test Village infrastructure with penetration testing.
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 2021 Adopted Budget Page 116 of 398
Information Technology FY 2021
Performance / Workload Measures
Performance
Measure
FY 2019
Actual
FY 2020
Projected
FY 2021
Estimated
Yearly Hits to Village Website 180,827 225,000 250,000
Security Awareness Assessment Rating 4%2%4%
IT Work Orders Completed 2562 2600 2800
Village Website Hits: As shown above, the 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, Public Records searches, Building
department information, Country Club information
and Library events seem to be the favorites among
visitors.
IT Work Orders: In 2019, the Information
Technology Department completed 2,562 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 COVID-19 pandemic,
increased security measures and additional 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 2021 Adopted Budget Page 117 of 398
Information Technology FY 2021
Budget Summary
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $388,577 $372,728 4.25% $15,849 $347,541 $318,182
Operating
Contractual Services 90,000 50,000 80.00% 40,000 48,460 34,754
Licenses & Fees 12,000 45,000 -73.33%(33,000) 18,903 6,919
Materials & Supplies 15,800 8,200 92.68% 7,600 9,488 12,909
Postage 25 25 0.00% 0 83 5
Repairs & Maintenance 3,000 3,000 0.00% 0 1,999 6,116
Travel & Training 1,000 1,000 0.00% 0 0 770
Other Operating Costs 0 0 0.00% 0 0 0
Total Operating Costs 121,825 107,225 13.62% 14,600 79,126 62,050
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $510,402 $479,953 6.34% $30,449 $426,667 $380,231
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs. The FY21 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel;
An operating expenditure increase in contractual services for:
o a cyber-security audit; and
o cloud storage & archiving.
An operating expenditure increase in computer supplies for:
o maintenance of the Village’s computer equipment; and
o purchase of an email archiving appliance.
Village of North Palm Beach FY 2021 Adopted Budget Page 118 of 398
Village Attorney FY 2021
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 2021 Adopted Budget Page 119 of 398
Village Attorney FY 2021
Budget Summary
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Operating
Legal Services-Village Attorney $125,000 $125,000 0.00% $0 $157,563 $149,722
Legal Services-Special 10,000 10,000 0.00% 0 24,784 22,252
Legal Services-Labor 25,000 25,000 0.00% 0 34,108 13,730
Total Operating Costs 160,000 160,000 0.00% 0 216,454 185,703
Total Expenses $160,000 $160,000 0.00% $0 $216,454 $185,703
Explanation of Increase / (Decrease):
There is no change in total expenses.
Village of North Palm Beach FY 2021 Adopted Budget Page 120 of 398
Village
Clerk
1 FT
Deputy
Village Clerk
1 FT
Administrative
Coordinator
1 FT
Summary FY 2021 FY 2020 Change
Full-Time 3 3 No Change
Part-Time 0 0 No Change
Village Clerk FY 2021
Village of North Palm Beach FY 2021 Adopted Budget Page 121 of 398
Village Clerk FY 2021
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;
Administrative support in coordination with the Village’s partnership of the Support Our Troops USA, Inc. program.
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 2021 Adopted Budget Page 122 of 398
Village Clerk FY 2021
Personnel Changes
There are no personnel/title changes for Fiscal Year 2020/2021.
Current Year Accomplishments and New Initiatives
Administered the March 17, 2020 Municipal Election. Duties included: qualifying four candidates;
receiving campaign finance reports; securing polling locations and coordinating election activities with
the Palm Beach County Supervisor of Elections.
Provided and publicized information on the presidential preference primary/ uniform municipal election
and primary/general elections through the newsletter and website, including information on how to
qualify as a candidate for Village Council; the candidates for Village Council; polling locations; voter
registration; early voting; vote-by-mail (absentee); sample ballots. Assisted the AAUW (American
Association of University Women) with its “Meet the Candidates” event to introduce Village voters to
the candidates for Village Council.
Initiated, coordinated and held a records management training class conducted by the Florida Department
of State Division of Library and Information Services for all Village employees in order to educate and
stay up-to-date with statutory requirements regarding records retention and disposition of state and local
government agency records.
Began evaluation and disposition of a voluminous amount of paper records stored within the department
that have either met retention or have already been scanned into the Village’s current records
management software program.
Evaluated and streamlined certain administrative processes by creating new and discontinuing old
processes for better efficiency. These processes include but are not limited to the lien, code and permit
search process, Code Compliance information database, Village Directory, Advisory Board information database.
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.
In response to a declared state of emergency and in accordance with Executive Orders executed by the
Governor of FL; coordinated with IT, the Communications Manager and the Village Attorney to maintain
the integrity and efficacy of all Village Council and Advisory Board meetings by conducting the
meetings by virtual/electronic means when necessary and ensuring the public was informed and able to
gain access to the meetings and provide public comment.
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
coordinated the Advisory Board Dinner.
Served as Village liaison of Support Our Troops USA Inc. and coordinated the use of Village clerical and
facility resources.
Administrative Coordinator completed the educational requirements to receive a Notary Public commission.
Clerk’s office employees attended workshop sessions and meetings through the PBC Municipal Clerks
Association and the Supervisor of Elections in order to stay up-to-date on statutory requirements and best
practices regarding elections, government in the sunshine, records management, and administrative services.
Village of North Palm Beach FY 2021 Adopted Budget Page 123 of 398
Village Clerk FY 2021
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 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.Create better efficiency by continuing efforts to streamline inefficient and time-consuming interdepartmental
work processes and procedures related to everyday facilitation and production.
Department Goal:
Ensure that all work is completed according to statutory requirements.
Objectives:
a.Continue evaluating filing structure, storage, and retrieval of long-term and permanent records and continue
disposition of paper and electronic records that have met retention.
b.Complete any and all past, incomplete workshop minutes.
Strategic Goal: Community Outreach
Department Goal:
Ensure residents are informed of volunteer opportunities, civic involvement and election information
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.
Department Goal:
Encourage resident participation in Village Boards, programs and events.
Objectives:
a.Continue collaboration with Communications Manager to promote opportunities for volunteers and public
participation through social media, the Village newsletter, website, and email notifications.
b.Recognize volunteers at Council meetings and special events and publicize on social media.
Village of North Palm Beach FY 2021 Adopted Budget Page 124 of 398
Village Clerk FY 2021
Performance / Workload Measures
Performance Measure FY 2019
Actual
FY 2020
Projected
FY 2021
Estimated
Council Meetings: Regular Session
Workshop Session
Special Session
Budget Workshop
20
8
6
6
20
1
3
2
22
5
5
2
Total Ordinances/Code Amendment ordinances 14/6 9/5 12/6
Total Resolutions/Resolutions approving contracts, leases, agreements 143/80 100/50 120/60
Code Enforcement Special Magistrate Hearings
Code Enforcement case files prepared
Code Enforcement liens recorded
Code Enforcement liens released
12
166
42
35
9
123
29
30
12
170
40
30
Newsletter articles informing Village residents of volunteering
opportunities, civic involvement and election information 12 12 12
Applications and inquiries received in Clerk’s Office
regarding Village boards and/or public service options 30 7 15
Public records provided within 1-5 business days of receipt 44.85%
74/165
41.94%
65/155
43.75%
70/160
Public records provided the same day as requested 38.48%
47/165
25.81%
40/155
28.13%
45/160
Public records provided at no charge to requestor 66.06%
109/165
67.74%
105/155
68.75%
110/160
continued on next page
Village of North Palm Beach FY 2021 Adopted Budget Page 125 of 398
Village Clerk FY 2021
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.
485
364
520 500
FY 2018
Actual
FY 2019
Actual
FY 2020
Projected
FY 2021
Estimated
Lien Certifications
2019 Actual
No Election 2020 Actual 2021 Estimated
Total Registered Voters 10455 10765 10800
Total Voter Turnout 0 2369 2500
100
2100
4100
6100
8100
10100
Municipal Election Voter Turnout
2018
Actual
2019
Actual
2020
Projected
2021
Estimated
Total Requests 162 165 155 160
Provided 1‐5 busines days 69 74 65 70
Provided same day 61 47 40 45
Provided at no charge 134 109 105 110
0
40
80
120
160
Public Records Requests
Village of North Palm Beach FY 2021 Adopted Budget Page 126 of 398
Village Clerk FY 2021
Budget Summary
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $293,259 $281,673 4.11% $11,586 $354,668 $358,094
Operating
Books, Publ. & Subscriptions 25 25 0.00% 0 24 24
Conferences & Seminars 1,100 950 15.79% 150 0 600
Contractual Services 9,000 9,600 -6.25%(600) 8,746 4,531
Election Expense 20,000 18,000 11.11% 2,000 180 23,885
Materials & Supplies 3,600 3,400 5.88% 200 1,665 2,649
Memberships & Dues 550 650 -15.38%(100) 655 630
Printing & Binding 600 600 0.00% 0 88 814
Professional Services 5,100 100 5000.00% 5,000 32 32
Travel & Training 1,040 3,077 -66.20%(2,037) 1,327 1,320
Other Operating Costs 1,700 1,500 13.33% 200 1,324 1,786
Total Operating Costs 42,715 37,902 12.70% 4,813 17,273 36,271
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $335,974 $319,575 5.13% $16,399 $371,942 $394,365
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 FY21 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel.
Village of North Palm Beach FY 2021 Adopted Budget Page 127 of 398
General Services – Village Hall FY 2021
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 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Operating
Materials & Supplies $6,000 $10,200 -41.18% ($4,200)
$6,113 $6,648
Newsletter 62,400 50,000 24.80% 12,400 47,468 44,929
Postage 25,000 25,000 0.00% 0 17,892 22,412
Rental 2,480 2,300 7.83% 180 1,856 5,329
Repairs & Maintenance 3,500 3,500 0.00% 0 4,700 3,500
Utilities 20,500 20,200 1.49% 300 21,411 21,105
Other Operating Costs 0 80 -100.00% (80)
60 60
Total Operating Costs 119,880 111,280 7.73% 8,600 99,501 103,984
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $119,880 $111,280 7.73% $8,600 $99,501 $103,984
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to the increase in operating costs for the Village Newsletter.
Village of North Palm Beach FY 2021 Adopted Budget Page 128 of 398
Public Safety (Combined)FY 2021
Chief of Police
1 FT
District Chief
1 FT
Summary FY 2021 FY 2020 Change
Full-Time 62 62 No Change
Part-Time 16 15 +1
Volunteers 34 34 No Change
Administrative
Coordinator
1 FT
CALEA Manager /
Captain
Professional
Standards
1 PT
Clerical
Specialist
1 FT
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
1 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
Deputy Police Chief
1 FT
Administrative
Assistant
1 PT
Operations
Division /
Patrol
17 FT
Detective
Squad &
Internal
Affairs
6 FT
Operation
Support
Division
10 FT 14 PT
16 Volunteers
Village of North Palm Beach FY 2021 Adopted Budget Page 129 of 398
Public Safety (Combined) FY 2021
Budget Summary
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $9,093,391 $8,829,858 2.98% $263,533 $8,689,747 $8,178,323
Operating
Advertising 180 180 0.00% 0 0 0
Books, Publ. & Subscriptions 2,950 2,950 0.00% 0 1,789 1,906
Conferences & Seminars 2,600 2,100 23.81% 500 200 175
Contractual Services 561,400 551,000 1.89% 10,400 512,011 467,498
Employee Relations 4,000 4,000 0.00% 0 2,611 1,295
Gas, Oil & Lubricants 130,200 144,200 -9.71% (14,000)
101,789 105,615
Licenses & Fees 4,300 3,000 43.33% 1,300 3,415 1,868
Materials & Supplies 240,425 251,650 -4.46% (11,225)
275,239 206,774
Memberships & Dues 4,570 4,395 3.98% 175 3,900 2,769
Postage 2,800 1,987 40.92% 813 919 1,294
Printing & Binding 4,000 3,900 2.56% 100 3,527 3,697
Professional Services 23,900 23,400 2.14% 500 16,477 18,127
Rental 14,172 16,922 -16.25% (2,750)
14,171 23,884
Repairs & Maintenance 130,500 167,000 -21.86% (36,500)
164,199 140,730
Travel & Training 108,000 104,970 2.89% 3,030 58,552 54,248
Uniforms 114,000 75,750 50.50% 38,250 78,196 55,176
Utilities 124,080 103,500 19.88% 20,580 88,092 92,286
Other Operating Costs 3,550 80 4337.50% 3,470 1,895 60
Total Operating Costs 1,475,627 1,460,984 1.00% 14,643 1,332,021 1,182,442
Capital Outlay 0 0 0.00% 0 33,805 70,844
Total Expenses $10,569,018 $10,290,842 2.70% $278,176 $10,055,573 $9,431,609
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 2021 Adopted Budget Page 130 of 398
Police FY 2021
Police Chief
1 FT
Summary FY 2021 FY 2020 Change
Full-Time 38 38 No Change
Part-Time 15 15 No Change
Volunteers 16 16 No Change
Deputy Police Chief (SRT)
1 FT
Captain
1 FT
Administrative Coordinator
1 FT
CALEA Manager / Captain
Professional Standards
1 PT
Clerical Specialist
1 FT
Operations
Division / Patrol
17 FT
Operations
Support Division
10 FT 14 PT
16 Volunteers
Detective Squad
and Internal Affairs
6 FT
This is a combined
organization chart for
Police. Positions in each
division are shown on
the next page
Village of North Palm Beach FY 2021 Adopted Budget Page 131 of 398
Police (By Division)FY 2021
Operations
Division /
Patrol
Operations
Support
Division
Detective
Squad &
Internal Affairs
Sergeant
4 FT
Police
Officer
13 FT
Sergeant
1 FT
Detective
4 FT
Crime
Analyst
1 FT
Volunteers
16
Sergeant
1 FT
Police
Officer
7 FT
Records Clerk
1 FT
Police Service
Aide
1 FT
Crossing
Guards
14 PT
Police Chief
Deputy Police Chief (SRT)
Captain
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 132 of 398
Police FY 2021
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.
Coordinates and performs duties related to payroll, purchasing, and Criminal Justice Standards and Training
Commission requirements. Additional responsibilities include marketing Neighborhood Enhancement Team
(NET) programs and solicit community participation while working in collaboration with other Village
Departments and Village residents to ensure neighborhoods remain desirable places to live.
The Police Department consists of three (3) functional areas:
Operations/Patrol
Operations Support/Detective Squad & Internal Affairs
Professional Standards/ Accreditation / Training
Each functional area is commanded by the Deputy Police Chief. The Police Captain 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 Training 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.
Village of North Palm Beach FY 2021 Adopted Budget Page 133 of 398
Police FY 2021
A Police Sergeant is certified as a crime prevention practitioner and is responsible for coordination of
community programs, residential and business security surveys.
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:
Neighborhood Enhancement Team (NET)
NET team’s goal is to work with residents to ensure neighborhoods remain desirable places to live. Outreach
plans include crime walks, neighborhood clean-ups, beautification projects and efforts to obtain grant money
to support neighborhood enhancement initiatives and community revitalization. In collaboration with Solid
Waste Authority (Paint-Your-Heart Out Program) the NET program painted and beautified four (4)
residential homes.
Village of North Palm Beach FY 2021 Adopted Budget Page 134 of 398
Police FY 2021
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.
**Please note that the ongoing pandemic has negatively affected the numbers below**
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 three (3) 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 fourteen (14) 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-six (46) 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 two hundred (2200) flyers last year.
Gun Lock Program
Free gun locks are provided to residents to keep their homes safe through secured firearms. The Department
distributed seventeen (17) 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 four hundred (400) 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 six (6) meetings, this includes NET (Neighborhood Enhancement Team) meetings.
Village of North Palm Beach FY 2021 Adopted Budget Page 135 of 398
Police FY 2021
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 nineteen (19) seminars.
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 four (4) 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 have distributed one hundred and twenty-five (125) SmartWater kits since inception.
Three (3) inquiries received this past year.
Special Response Team (SRT)
There are currently seventeen (17) members in SRT that includes the Deputy Chief as 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 2021/2022
Volunteers
Recruiting efforts underway to increase the number of Reserve Police Officers
2020 Awards:
The agency has been recognized by two (2) organizations as being in the top ten (10) lowest crime cities in
Florida.
continued on next page
Village of North Palm Beach FY 2021 Adopted Budget Page 136 of 398
Police FY 2021
Current Year Accomplishments and New Initiatives
During Fiscal Year 2019/2020, 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 2019
Increased Code Enforcement Actions
0
10
20
30
40
50
60
70
2014 2015 2016 2017 2018 2019
Code Citations Code Warnings NTA Results
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
1.CALEA re-accreditation completed on 7/26/17. Re-accreditation is done every 4 years and
will now be done annually.
Village of North Palm Beach FY 2021 Adopted Budget Page 137 of 398
Police FY 2021
b.Community policing focus.
1.Police department will continue to partner with residents, businesses, schools and places of
worship to provide safety training.
c.NET (Neighborhood Enhancement Team) / Neighborhood relationships
1.Continued emphasis upon community policing and increased positive resident contact in our
community through NET/directed patrol.
2.Ongoing sidewalk and street light upgrades and repairs in the NET area.
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.
Performance / Workload Measures
Performance
Measure
FY 2019
Actual
FY 2020
Projected
FY 2021
Estimated
Community Policing Contacts 1500 1450 1250
Enforcement Contacts 4500 3200 3000
Number of code compliance issues 35 15 11
Increase number of warnings issued for traffic
stops 1822 1842 1850
Reduce traffic crash reports 166 142 130
continued on next page
Village of North Palm Beach FY 2021 Adopted Budget Page 138 of 398
Police FY 2021
Crime Statistics
Village of North Palm Beach FY 2021 Adopted Budget Page 139 of 398
Police FY 2021
Budget Summary
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $5,393,159 $5,389,019 0.08% $4,140 $5,424,066 $5,037,871
Operating
Advertising 180 180 0.00% 0 0 0
Books, Publ. & Subscriptions 500 500 0.00% 0 149 27
Conferences & Seminars 600 600 0.00% 0 200 175
Contractual Services 525,400 519,000 1.23% 6,400 468,867 428,956
Employee Relations 4,000 4,000 0.00% 0 2,611 1,295
Gas, Oil & Lubricants 106,000 120,000 -11.67% (14,000) 86,191 88,066
Licenses & Fees 1,500 1,500 0.00% 0 764 1,164
Materials & Supplies 130,400 173,500 -24.84% (43,100) 205,369 143,086
Memberships & Dues 2,960 2,960 0.00% 0 2,726 2,035
Postage 300 300 0.00% 0 57 198
Printing & Binding 3,500 3,500 0.00% 0 3,327 3,454
Professional Services 8,000 8,000 0.00% 0 1,102 2,527
Rental 14,172 14,172 0.00% 0 14,171 21,478
Repairs & Maintenance 80,500 119,500 -32.64% (39,000) 86,203 79,031
Travel & Training 46,000 46,000 0.00% 0 31,493 21,865
Uniforms 32,000 32,000 0.00% 0 27,960 34,264
Utilities 27,200 21,900 24.20% 5,300 2,674 6,913
Other Operating Costs 300 0 0.00% 300 0 (0)
Total Operating Costs 983,512 1,067,612 -7.88% (84,100)
938,903 839,575
Capital Outlay 0 0 0.00% 0 33,805 70,844
Total Expenses $6,376,671 $6,456,631 -1.24% ($79,960)
$6,396,774 $5,948,290
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily due to the decrease in operating costs. The FY21 budget
includes:
An operating expenditure decrease in fuel costs for police vehicles;
An operating expenditure decrease in materials & supplies needed for the department; and
An operating expenditure decrease in repairs & maintenance as compared to FY20, which included
one-time costs associated with police radios.
Village of North Palm Beach FY 2021 Adopted Budget Page 140 of 398
Summary FY 2021 FY 2020 Change
Full-Time 24 24 No Change
Part-Time 1 0 + 1
Volunteers 18 18 No Change
Fire Chief
1 FT
District Chief
1 FT
Fire 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 2021
Administrative
Assistant
1 PT (+1 PT)
The personnel change in this
department is to provide
administrative support.
Village of North Palm Beach FY 2021 Adopted Budget Page 141 of 398
Fire Rescue FY 2021
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. Fire Rescue is requesting the addition of one (1)
part-time Administrative Assistant to work with staff to help complete daily routine paperwork and
special projects.
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.
Village of North Palm Beach FY 2021 Adopted Budget Page 142 of 398
Fire Rescue FY 2021
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.
Personnel Changes
The personnel changes for Fiscal Year 2020/2021 are:
Add one (+1) p/t Administrative Assistant
Current Year Accomplishments and New Initiatives
During Fiscal Year 2019/2020, the Fire Rescue Department achieved the following new initiatives and goals
for improvement:
Recertify personnel in Pediatric Advanced Life Support (PALS).
Working member of the Village NET.
Received an EMS Grant to purchase a patient simulator training manikin.
Accepted delivery/placed in service our first leased fire engine.
Ordered/awaiting delivery of first leased rescue (ambulance).
Instituted policies & procedures to continue operations during the COVID-19 pandemic.
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. Added online training opportunities to replace classroom training while educational institutions were
closed due to the pandemic.
c. Expanded our EMS and fire in-house training during the pandemic.
Village of North Palm Beach FY 2021 Adopted Budget Page 143 of 398
Fire Rescue FY 2021
Department Goal:
Use the apparatus lease program to replace one (1) aerial apparatus.
Objectives:
a.Replace aerial apparatus utilizing a ten (10) year lease plan.
b.Turn in and replace apparatus at the end of lease periods.
This lease will replace a 1997 Pierce 75’ quintuplet fire apparatus that has reached its end of life cycle in
years and is obsolete and unsupported by the manufacturer. This will be replaced with a new aerial apparatus
through our lease program; anticipate a ten (10) year lease period after which the apparatus will be turned in
for a replacement.
Performance / Workload Measures
Performance
Measure
FY 2019
Actual
FY 2020
Projected
FY 2021
Estimated
N.P.B. Average Response Time* 5:32 5:30 5:32
Personnel Training Hours 5825 4860 5400
5.32
5.3
5.32
5.28
5.30
5.32
Response Time by Year
FY 2019 FY 2020 FY 2021
*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
4,860
5,400
4,000
4,500
5,000
5,500
6,000
Personnel Training Hours
FY 2019 FY 2020 FY 2021
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 2021 Adopted Budget Page 144 of 398
Fire Rescue FY 2021
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 2017-2019 reporting period is now available and has been added to the charts
below.
2002‐2004 2005‐2007 2008‐2010 2011‐2013 2014‐2016 2017‐2019
Total Calls 4043 4450 4716 4973 5865 6498
Increase 407 266 257 892 630
% Change 10% 6% 5% 18% 11%
Triennium Emergency Responses
2002‐2004 2005‐2007 2008‐2010 2011‐2013 2014‐2016 2017‐2019
In Village 4012 4073 4154 4411 4999 5535
% of total 99% 91% 88% 89% 85% 85%
Outside 31 377 562 562 866 963
% of Total 0.80% 8% 12% 11% 15% 15%
Triennium Automatic Aid Given Responses
2002‐2004 2005‐2007 2008‐2010 2011‐2013 2014‐2016 2017‐2019
Given 31 377 562 562 866 963
Received 36 333 602 551 838 910
Automatic Aid Given vs Received
2002‐2004 2005‐2007 2008‐2010 2011‐2013 2014‐2016 2017‐2019
Average
Response
Times 4:534:384:505:255:195:27
Automatic
Aid Only
Responses
No Auto
Aid Only
Calls 7:59 7:12 7:13 7:26 7:27
Average Response Times vs. Automatic Aid Only
Response Times
The statistics show no significant changes in the last three years. We will continue to monitor these trends
and make recommendations as the information indicates.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 145 of 398
Fire Rescue FY 2021
Budget Summary
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $3,700,232 $3,440,839 7.54% $259,393 $3,265,681 $3,140,453
Operating
Books, Publ. & Subscriptions 2,450 2,450 0.00% 0 1,640 1,879
Conferences & Seminars 2,000 1,500 33.33% 500 0 0
Contractual Services 36,000 32,000 12.50% 4,000 43,144 38,542
Gas, Oil & Lubricants 24,200 24,200 0.00% 0 15,598 17,549
Licenses & Fees 2,800 1,500 86.67% 1,300 2,651 704
Materials & Supplies 110,025 78,150 40.79% 31,875 69,869 63,688
Memberships & Dues 1,610 1,435 12.20% 175 1,174 734
Postage 1,500 500 200.00% 1,000 126 279
Printing & Binding 500 400 25.00% 100 200 243
Professional Services 15,900 15,400 3.25% 500 15,375 15,600
Rental 0 2,750 -100.00% (2,750) 0 2,406
Repairs & Maintenance 50,000 47,500 5.26% 2,500 48,160 27,462
Travel & Training 62,000 58,970 5.14% 3,030 27,059 32,383
Uniforms 82,000 43,750 87.43% 38,250 50,236 20,911
Utilities 3,000 1,600 87.50% 1,400 1,409 1,537
Other Operating Costs 3,250 0 0.00% 3,250 1,835 0
Total Operating Costs 397,235 312,105 27.28% 85,130 278,475 223,918
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $4,097,467 $3,752,944 9.18% $344,523 $3,544,156 $3,364,370
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs. The FY21 budget includes:
A personnel expenditure increase reflecting the addition of one (1) part-time Administrative Assistant
Position;
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;
An operating expenditure increase in materials & supplies due to the increased costs of medical
supplies; and
An operating expenditure increase in uniforms to replace the Volunteer Fire PPE’s, which have
reached the end of their life span.
Village of North Palm Beach FY 2021 Adopted Budget Page 146 of 398
General Services – Public Safety Building FY 2021
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 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Operating
Postage $1,000 $1,187 -15.75% ($187) $737 $817
Repairs & Maintenance 0 0 0.00% 0 29,837 34,237
Utilities 93,880 80,000 17.35% 13,880 84,009 83,835
Other Operating Costs 0 80 -100.00% (80) 60 60
Total Operating Costs 94,880 81,267 16.75% 13,613 114,643 118,949
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $94,880 $81,267 16.75% $13,613 $114,643 $118,949
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to the increase in utilities expense for the building.
Village of North Palm Beach FY 2021 Adopted Budget Page 147 of 398
Summary FY 2021 FY 2020 Change
Full-Time 36 37 -1
Part-Time 2 2 No Change
Public Works (All Divisions)FY 2021
Director of
Public Works
1 FT
Fleet and
Facilities
Division
7FT
Sanitation
Division
19 FT 2 PT
Streets and
Grounds
Division
7 FT
Administrative
Support
2 FT
This is a combined organization chart for Public Works. Please refer to the
organization charts provided for each division in the following pages
Village of North Palm Beach FY 2021 Adopted Budget Page 148 of 398
Public Works FY 2021
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
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.)
Village of North Palm Beach FY 2021 Adopted Budget Page 149 of 398
Public Works FY 2021
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 Building,
Library, Community Center, Anchorage Park and Marina, Osborne Park, Lakeside Park, Public Works
Complex, 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 consists of one (1) Supervisor, one (1) Foreman, seventeen (17) Sanitation Drivers/
Operators, and two (2) part-time Sanitation Collectors. 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 Sanitation Division provides residential side door refuse collection on the following schedule:
Monday – Garbage and Vegetation
Tuesday – Bulk Items and Recycling (Multi-Family)
Wednesday – Garbage and Vegetation
Thursday – Bulk Items and Recycling (Single-Family)
Friday – Garbage and Vegetation
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, and one (1) Senior
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 assisting with the 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 maintenance of Village properties, including the various parks. They also oversee the installation
of new landscaping, make irrigation repairs, and administer tasks such as the tree trimming and sidewalk
repair contracts.
Personnel Changes
The personnel/title changes for Fiscal Year 2020/2021 are:
Delete one (-1) f/t Irrigation Tech position
Add one (+1) f/t Sanitation Foreman / Delete one (-1) f/t Sanitation Driver/Operator
Eliminated the Irrigation Tech position because irrigation at the NPBCC is contracted out, as are the Village
wide wet checks. Salary savings is used for needed irrigation capital projects. An existing Sanitation Driver
is promoted to a new working Foreman position to assist with oversite in the field. Last year span of control
was one (1) Supervisor for twenty (20) employees. Industry standard is 8-9 direct reports.
Village of North Palm Beach FY 2021 Adopted Budget Page 150 of 398
Public Works FY 2021
Current Year Accomplishments and New Initiatives
Provided high-level response to COVID-19, obtaining hard-to-find supplies, and disinfecting
facilities.
Stormwater Utility Study completed.
Pepperwood Circle South and Anchorage Drive culvert repairs.
Stormwater repairs on Country Club Drive, Dory Road South, Doolen Court and Ebbtide Drive.
Lakeside Park bulkhead replacement engineering.
Close out Anchorage Park floating dock installation.
Monet Bridge repair and maintenance.
National Pollutant Discharge Elimination System (NPDES) report submitted.
West alleyway pavement rehabilitation engineering completed and bid out.
Sidewalk saw cutting and replacement to eliminate trip hazards.
Painted the Corsair Drive wall.
Installed electronic feedback street signs in four (4) locations on Lighthouse Drive.
New thermal stripping on Anchorage Drive and Fairwind Drive.
Repaired 58 irrigation line breaks on US-1; twelve (12) at Community Center; eight (8) at Anchorage
Park; three (3) at Lakeside Park; and two (2) at Osborne Park.
Installed irrigation flow meter and new pond transponder at NPBCC.
Set up Christmas tree and decorations at Veterans Park.
Assembled and installed fifteen (15) new picnic tables for Community Center and Anchorage Park.
Reconstructed Public Safety Building Evidence Room.
Demolished Community Center cell tower building.
Emergency repairs to the Library Building roof.
Emergency repairs to the Osborne Park Building wastewater lateral.
Osborne Park Building roof repairs and interior painting.
Public Safety Building gate and sally door replacement.
Public Works hurricane window installation.
Concrete tile replacement, grouting and sealing at Village Hall.
Installed street lights in new parking lot at the NPBCC.
Chiller coil replacement and new motor drives at Public Safety Building and Village Hall.
Paint and seal Community Center, Osborne Park Building, and Public Works Buildings.
Replaced lift station pump at NPBCC Tennis Center.
Installed temporary flooring in EOC.
Repaired and sealed cart barn roof at NPBCC.
Replaced gas and diesel pumps at NPBCC cart barn.
Implemented Village-wide WEX fuel card program.
Replaced the bucket truck.
Emergency purchase of one (1) Sanitation rear loader truck.
Handled fifty (50) Risk Management claims and two (2) lawsuits.
Public Works Manager appointed to Public Risk Management of Florida Board of Directors.
Village of North Palm Beach FY 2021 Adopted Budget Page 151 of 398
Public Works FY 2021
Strategic Goals and Initiatives
Department Goal:
Sanitation Ordinance Revision
Objective:
a.To fix inaccuracies, gaps; improve sanitation services to maintain the level of service (5/week) that the
residents expect. Current code is incorrect and missing key elements.
b.Started work on project in 2020. Improve sanitation services by updating the Code of Ordinances to
maintain the level of service (5/week) that the residents expect.
Department Goal:
Sanitation Commercial Fee Structure
Objective:
a.Commercial fee structure needs to be revised to a more equitable system/formula.
b.Started work on project in 2020. Adjust fees to recoup operational costs.
Department Goal:
Sanitation Residential Fee Implemented
Objective:
a.Investigate implementing a residential fee to support Sanitation operations and vehicle purchases.
b.Need Village Council direction on if they want to pursue a sanitation residential fee. Could allow for
millage reduction or using the ad valorem taxes elsewhere.
Department Goal:
West Alleyway Pavement Rehabilitation
Objective:
a.Received engineering proposal in 2020. It includes pavement assessment and base exploration that can
then be used to design an appropriate project scope.
b.Portions of West Alleyway have failed and it is in very poor condition overall. Master Plan highlights it as
an important local link with numerous benefits. Project will cross fiscal years.
Strategic Goal: Mobility
Strategic Goal: Financial Sustainability
Strategic Goal: Financial Sustainability
Strategic Goal: Financial Sustainability
Village of North Palm Beach FY 2021 Adopted Budget Page 152 of 398
Public Works FY 2021
Department Goal:
East Alleyway Wall Replacement
Objective:
a.East Alleyway Wall is in very poor condition and needs to be replaced.
b.Design of the wall still needs to be determined. Intent is to use the same, or similar, design used for the
new Anchorage Park Dry Storage area. Significant public outreach will be needed. Project will cross
fiscal years.
Department Goal:
Public Work Complex Construction and/or Move
Objective:
a.Old Public Works Complex is outdated, too small, not very functional, and located next to a Single
Family Residential zone.
b.The garage is too low to pull in Front Loaders for repair and maintenance so this work must be done
outside. Village vehicle parking is challenging due to lack of space. If the parking lot lease for next door
is lost the employees will have nowhere to park. Could be an opportunity to get Community Development
and Public Works under one roof and no longer lease space in the strip mall.
Department Goal:
Lakeside Park Seawall
Objective:
a.The southeast seawall is in very 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.
b.Due to the very poor condition the Village is currently engineering the seawall in case it fails and an
emergency repair is needed.
continued on next page
Strategic Goal: Mobility
Strategic Goal: Organizational Excellence
Strategic Goal: Waterways and Recreation
Village of North Palm Beach FY 2021 Adopted Budget Page 153 of 398
Public Works FY 2021
Department Goal:
Monet Road Seawall
Objective:
a.The seawall is showing visual signs of aging. A seawall failure could impact or obstruct the abutting canal
and cause the loss of the park peninsula and observation area.
b.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.
Performance / Workload Measures
Performance
Measure
FY 2019
Actual
FY 2020
Projected
FY 2021
Estimated
Service Work Orders (Facility Dude) 1500 1200 1,300
Fuel Consumption (Gallons/Full Fleet) 80,400 70,000 71,000
Paper & Cardboard Recycling (tons) 885 880 876
Glass & Plastic Recycling (tons) 518 555 592
Solid Waste Collection (Tons) 8041 8369 8400
Risk Management Claims 57 60 45
Items Sold (govdeals.net) 44 40 40
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.
Strategic Goal: Waterways and Recreation
Village of North Palm Beach FY 2021 Adopted Budget Page 154 of 398
Public Works FY 2021
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 was an
increase in 2019 due to Hurricane Dorian but it is expected to return
to the average in the past.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 155 of 398
Public Works FY 2021
870
875
880
885
FY 2019
Actual
FY 2020
Projected
FY 2021
Estimated
885
880
876
Paper & Cardboard (Tons)
Paper & Cardboard Recycling: This graph indicates that paper
and cardboard collection may have topped out and efforts should be
made to promote more recycling. There has been a slight decrease in
cardboard. Tropical Shipping went out of business. Cardboard is
going to Solid Waste Authority.
Risk Management Claims: This graph shows the number of Risk
Management Claims for the fiscal year. These claims include vehicle
accidents, damage to personal property and personal injury. Four (4)
claims were sent to our insurance company for handling. All other claims
were handled internally.
Govdeals Sales: This graph shows the amount of Govdeals Sales.
Govdeals is used to sell any surplus items within the Village.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 156 of 398
Public Works FY 2021
Budget Summary (Public Works combined)
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $3,064,467 $3,118,713 -1.74% ($54,246) $2,828,465 $2,764,228
Operating
Advertising 1,250 1,250 0.00% 0 974 881
Conferences & Seminars 3,000 4,000 -25.00% (1,000) 1,943 1,351
Contractual Services 1,135,000 962,000 17.98% 173,000 892,039 939,175
Employee Relations 2,500 3,500 -28.57% (1,000) 1,843 618
Equipment Rental 12,000 5,500 118.18% 6,500 3,872 11,314
Gas, Oil & Lubricants 97,100 116,800 -16.87% (19,700) 94,830 99,884
Licenses & Fees 4,250 4,200 1.19% 50 1,739 9,231
Materials & Supplies 481,720 401,000 20.13% 80,720 335,659 437,426
Memberships & Dues 3,750 2,500 50.00% 1,250 1,969 1,741
NPEDS Permitting 15,000 15,000 0.00% 0 6,250 10,345
Postage 1,000 1,000 0.00% 0 504 427
Printing & Binding 1,500 1,500 0.00% 0 1,341 603
Professional Services 53,000 15,000 253.33% 38,000 165,185 72,009
Repairs & Maintenance 406,000 491,525 -17.40% (85,525) 334,557 349,578
Solid Waste Disposal 133,000 136,000 -2.21% (3,000) 132,394 136,035
Travel & Training 15,000 22,000 -31.82% (7,000) 8,425 6,381
Uniforms 24,000 19,500 23.08% 4,500 16,172 18,307
Utilities 245,380 212,600 15.42% 32,780 208,316 202,896
Other Operating Costs 5,875 7,070 -16.90% (1,195) 5,167 2,757
Total Operating Costs 2,640,325 2,421,945 9.02% 218,380 2,213,178 2,300,958
Capital Outlay 10,000 0 0.00% 10,000 0 0
Total Expenses $5,714,792 $5,540,658 3.14% $174,134 $5,041,643 $5,065,186
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 2021 Adopted Budget Page 157 of 398
Public Works –Administration FY 2021
Director of
Public Works
1 FT
Summary FY 2021 FY 2020 Change
Full-Time 3 3 No Change
Part-Time 0 0 No Change
Administrative
Coordinator
1 FT
Public Works
Manager
1 FT
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 158 of 398
Public Works FY 2021
Budget Summary (Public Works Administration)
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $362,648 $349,499 3.76% $13,149 $350,640 $329,189
Operating
Advertising 250 250 0.00% 0 0 196
Conferences & Seminars 2,000 2,000 0.00% 0 1,943 1,351
Contractual Services 30,000 32,000 -6.25% (2,000) 26,320 26,384
Employee Relations 2,500 3,500 -28.57% (1,000)
1,843 618
Gas, Oil & Lubricants 100 0 0.00% 100 0 0
Materials & Supplies 6,420 7,750 -17.16% (1,330)
6,022 15,663
Memberships & Dues 3,750 2,500 50.00% 1,250 1,969 1,741
Postage 1,000 1,000 0.00% 0 504 427
Printing & Binding 1,500 1,500 0.00% 0 1,341 603
Professional Services 4,000 5,000 -20.00% (1,000) 3,819 3,200
Travel & Training 5,500 5,500 0.00% 0 4,103 4,646
Utilities 29,700 26,600 11.65% 3,100 27,338 25,214
Other Operating Costs 2,200 2,970 -25.93% (770)
2,553 1,510
Total Operating Costs 88,920 90,570 -1.82% (1,650)
77,755 81,554
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $451,568 $440,069 2.61% $11,499 $428,395 $410,744
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to the increase in personnel costs. The FY21 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel.
Village of North Palm Beach FY 2021 Adopted Budget Page 159 of 398
Public Works – Fleet & Facilities Division FY 2021
Director of
Public Works
Summary FY 2021 FY 2020 Change
Full-Time 7 7 No Change
Part-Time 0 0 No Change
Supervisor
1 FT
Mechanical Systems Coordinator 1 FT
Trades Mechanic 3 FT
Vehicle Mechanic 2 FT
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 160 of 398
Public Works FY 2021
Budget Summary (Facility Services)
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $368,869 $362,577 1.74% $6,292 $335,757 $324,249
Operating
Contractual Services 188,000 175,000 7.43% 13,000 148,700 216,751
Professional Services 4,000 10,000 -60.00% (6,000)
127,768 0
Equipment Rental 0 500 -100.00% (500)
0 0
Gas, Oil & Lubricants 5,000 12,000 -58.33% (7,000) 8,563 8,610
Licenses & Fees 3,000 3,200 -6.25%(200) 680 9,056
Materials & Supplies 27,800 35,000 -20.57% (7,200)
37,281 47,080
Repairs & Maintenance 234,000 340,025 -31.18% (106,025)
242,717 222,798
Solid Waste Disposal 28,000 29,000 -3.45% (1,000) 27,298 31,437
Travel & Training 1,000 3,000 -66.67% (2,000)
102 0
Uniforms 3,500 2,500 40.00% 1,000 1,710 2,406
Other Operating Costs 500 600 -16.67% (100)
250 1,247
Total Operating Costs 494,800 610,825 -18.99% (116,025) 595,068 539,385
Capital Outlay 10,000 0 0.00% 10,000 0 0
Total Expenses $873,669 $973,402 -10.25% ($99,733) $930,826 $863,635
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 FY20, which included one-time costs
associated with the replacement of:
o Public Safety Building Doors; and
o Public Safety Gates
Village of North Palm Beach FY 2021 Adopted Budget Page 161 of 398
Public Works FY 2021
Budget Summary (Vehicle Maintenance)
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $300,386 $300,424 -0.01% ($38) $281,512 $268,532
Operating
Conferences & Seminars 0 0 0.00% 0 0 0
Contractual Services 11,000 5,000 120.00% 6,000 6,638 4,208
Gas, Oil & Lubricants 4,000 4,300 -6.98% (300) 4,441 4,016
Licenses & Fees 1,250 1,000 25.00% 250 1,059 175
Materials & Supplies 257,500 195,500 31.71% 62,000 180,394 185,855
Repairs & Maintenance 23,000 30,500 -24.59% (7,500) 24,852 20,046
Travel & Training 3,000 5,000 -40.00% (2,000) 1,041 35
Uniforms 2,400 2,250 6.67% 150 1,768 1,820
Utilities 360 400 -10.00% (40) 311 286
Other Operating Costs 175 0 0.00% 175 175 0
Total Operating Costs 302,685 243,950 24.08% 58,735 220,679 216,441
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $603,071 $544,374 10.78% $58,697 $502,190 $484,973
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to the increase in operating costs. The FY21 budget includes:
An operating expenditure increase in materials and supplies needed to maintain the Village’s fleet.
Village of North Palm Beach FY 2021 Adopted Budget Page 162 of 398
Public Works – Sanitation Division FY 2021
Director of
Public Works
Summary FY 2021 FY 2020 Change
Full-Time 19 19 No Change
Part-Time 2 2 No Change
Sanitation
Supervisor
1 FT
Foreman
1 FT (+1 FT)
Driver 17 FT (-1 FT)
Collector 2 PT
Promote an existing Sanitation Driver to a new working Foreman
position to assist with oversite in the field. Last year span of control was
1 Supervisor for 20 employees. Industry standard is 8-9 direct reports.
Employees are scattered all over the Village and need to be monitored
and supervised.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 163 of 398
Public Works FY 2021
Budget Summary (Sanitation)
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $1,517,735 $1,534,546 -1.10% ($16,811)
$1,360,114 $1,382,646
Operating
Conferences & Seminars 1,000 2,000 -50.00% (1,000)
0 0
Contractual Services 15,000 0 0.00% 15,000 0 860
Gas, Oil & Lubricants 80,000 90,000 -11.11% (10,000)
74,986 79,577
Materials & Supplies 31,500 18,750 68.00% 12,750 8,084 7,415
Repairs & Maintenance 5,000 5,000 0.00% 0 289 6,305
Solid Waste Disposal 105,000 107,000 -1.87% (2,000) 105,096 104,598
Travel & Training 4,000 6,500 -38.46% (2,500)
2,854 1,400
Uniforms 14,500 11,400 27.19% 3,100 9,592 11,294
Other Operating Costs 3,000 3,500 -14.29% (500)
2,189 (0)
Total Operating Costs 259,000 244,150 6.08% 14,850 203,090 211,448
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $1,776,735 $1,778,696 -0.11% ($1,961)
$1,563,203 $1,594,094
Explanation of Increase / (Decrease):
The decrease in total expenses is negligible.
Village of North Palm Beach FY 2021 Adopted Budget Page 164 of 398
Public Works – Streets & Grounds Division FY 2021
Director of
Public Works
Summary FY 2021 FY 2020 Change
Full-Time 7 8 -1
Part-Time 0 0 No Change
Supervisor
1 FT
Equipment Operator 2 FT
Sr. Irrigation Tech 1 FT
Irrigation Tech 0 FT (-1 FT)
Grounds Maintenance Worker 1 FT
Street Maintenance Worker 2 FT
Last year decided not to fill the Irrigation Tech position. Irrigation R&M at
the NPBCC is contracted out as is the Village wide wet checks. Salary
savings is used for needed irrigation capital projects.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 165 of 398
Public Works FY 2021
Budget Summary (Streets and Grounds Maintenance)
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $514,829 $571,667 -9.94% ($56,838) $500,443 $459,611
Operating
Advertising 1,000 1,000 0.00% 0 974 685
Contractual Services 891,000 750,000 18.80% 141,000 710,381 690,972
Equipment Rental 12,000 5,000 140.00% 7,000 3,872 11,314
Gas, Oil & Lubricants 8,000 10,500 -23.81% (2,500)
6,840 7,681
Materials & Supplies 158,500 144,000 10.07% 14,500 103,878 181,413
NPEDS Permitting 15,000 15,000 0.00% 0 6,250 10,345
Professional Services 45,000 0 0.00% 45,000 33,598 68,809
Repairs & Maintenance 144,000 116,000 24.14% 28,000 66,699 100,430
Travel & Training 1,500 2,000 -25.00% (500)
325 300
Uniforms 3,600 3,350 7.46% 250 3,103 2,787
Utilities 215,320 185,600 16.01% 29,720 180,667 177,396
Other Operating Costs 0 0 0.00% 0 (0)0
Total Operating Costs 1,494,920 1,232,450 21.30% 262,470 1,116,586 1,252,130
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $2,009,749 $1,804,117 11.40% $205,632 $1,617,029 $1,711,740
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to the increase in operating costs. The FY21 budget includes:
An operating expenditure increase in contractual services for the following projects:
o Earman pipe lining and dock;
o Field Clay maintenance; and
o Gulfview median irrigation clocks
An operating expenditure increase in professional services for the following projects:
o PCI inventory/report; and
o US-1 irrigation replacement plan
An increased cost for repairs & maintenance of the Village’s storm-water drainage system; and
An increased cost for utilities expense.
Village of North Palm Beach FY 2021 Adopted Budget Page 166 of 398
Community Development (All Divisions)FY 2021
Director of
Community
Development
1FT
Summary FY 2021 FY 2020 Change
Full-Time 14 15 -1
Part-Time 2 0 +2
Code
Compliance
3 FT
Building
Department
8 FT 2 PT
Community
Planning
2 FT
This is a combined organization chart for Community Development. Please
refer to the organization charts provided for each division in the following pages
Village of North Palm Beach FY 2021 Adopted Budget Page 167 of 398
Community Development FY 2021
Mission Statement
It is the mission of the Community Development Department (CDD) 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 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 eliminated a part-time Administrative Assistant position that focused on
scanning prior to FY 2020, but recently re-established the position to supplement various administrative
functions throughout the department.
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 Permitting & Licensing
Coordinator, two (2) full-time and one (1) part-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
Building Official conducts Flood Plain administrative duties as the Village Flood Plain Manager and
completes the Community Rating System Report.
Village of North Palm Beach FY 2021 Adopted Budget Page 168 of 398
Community Development FY 2021
The Building Inspectors are responsible for conducting daily inspections of 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 Permitting & Licensing Coordinator oversees the permit intake and review process, ensuring that
permits are processed and reviewed in a timely fashion and directly interfaces with the Inspectors, Building
Official, and Planners to ensure follow-through and completion of various tasks. 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 Principal
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 2020/2021 are:
Add one (+1) f/t License and Permitting Coordinator position / Delete one (-1) f/t License and Permit
Supervisor position
Add one (+1) p/t Administrative Assistant position & Add one (+1) p/t Permit and License Technician
position / Delete one (-1) f/t Permit and License Technician position
Current Year Accomplishments and New Initiatives
During Fiscal Year 2019/2020, the Community Development Department accomplished a number of projects
including the following:
Maintained full permitting, inspection, and customer service operations during Covid-19 shutdown.
Worked with Village Manager, Village Attorney, and consulting team to fine tune language for new
Commercial Code and Comprehensive Plan.
Held workshop and adoption meetings with Planning Commission for the implementation of new
commercial code.
Village of North Palm Beach FY 2021 Adopted Budget Page 169 of 398
Community Development FY 2021
Held discussions with Town of Lake Park regarding redevelopment of the Twin City mall site and
potential joint code changes.
Worked with Village Attorney and Police Department to create and adopt a Chronic Nuisance
Abatement Ordinance.
Met with several property owners and prospective developers regarding the new commercial code
and development opportunities along US-1 and Northlake.
Code Compliance worked with property owners to clean up several long standing problem properties.
Code Compliance streamlined the lien reduction process and resolved several outstanding code liens,
bringing in far more revenue than initially projected.
Held monthly Planning Commission meetings, and worked with the Planning Commission to ensure
proposed commercial and multi-family development projects meet the goals of the Village
Appearance Plan.
Hired a full-time Building Official and Building Inspector.
Worked with Village Manager and Village Attorney to evaluate potential changes to the Village RV
Code.
Underwent Community Rating System (CRS) audit as part of the Village’s participation in the
National Flood Insurance Program (NFIP) and improved the Village’s score from a 7 to a 5, reducing
what residents pay in flood insurance.
Participated in Environmental Committee meetings.
Collaborated with the Neighborhood Enhancement Team (NET) in setting code compliance priorities
and improved several properties throughout the Village.
Held remote Planning Commission meetings during Covid-19 shutdown to allow development
projects to move forward.
Conducted a considerable amount of inspections at Water Club Tower 3 and have held several
meetings with the development team to resolve issues and maintain clear communications.
Participated in discussions with Village Manager and consulting team regarding lane repurposing of
US-1.
Some initiatives planned for this fiscal year include:
Final adoption of Commercial Code and Comprehensive Plan Amendments.
Continue working with the development community to showcase development opportunities along
the Village’s commercial corridors and explain to them the new commercial code.
Work with Village Manager, Village Attorney, and Town of Lake Park to create code updates for the
Twin City Mall Site.
Initiate a re-write of the Village’s Residential Zoning Code.
Continue coordination with the Neighborhood Enhancement Team (NET) team to improve
neighborhoods and properties throughout the Village.
Work with Environmental Committee to evaluate green and sustainable initiatives.
Evaluation of a new software system that will enable digital submittals of Building and Zoning
applications.
Adopt a more comprehensive administrative citation process for Code Compliance.
Coordination of roadway, bridge, bike/pedestrian enhancements with Village Manager.
Streamline development review process to ensure that permits and development applications are
being reviewed in a timely and efficient manner.
Village of North Palm Beach FY 2021 Adopted Budget Page 170 of 398
Community Development FY 2021
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. Hold workshops with Planning Commission, Village Council, and residents to determine what
residential code changes are necessary.
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. Evaluate whether any changes are needed to the RV Code.
1. Work to bring properties in compliance with the Boat and RV 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,
Environmental Committee, and Village Council.
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 new Commercial Code to encourage new development and to promote economic
development.
1. Work with Village Manager to re-establish the Business Advisory Board.
2. Revise the Comprehensive Plan and Land Development Regulations to facilitate the implementation
of the Master Plan.
3. Undertake marketing, branding, and place making efforts to help enhance commercial corridors and
stimulate economic activity.
Village of North Palm Beach FY 2021 Adopted Budget Page 171 of 398
Community Development FY 2021
Performance / Workload Measures
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. Code compliance activity is expected to remain the same in FY 2021.
Performance Measures
FY 2019
Actual
FY 2020
Projected
FY 2021
Estimated
Number of Inspections 7,833 7,955 8,000
Number of Primary Building Permits
Issued 2,294 1,800 1,600
Number of Opened Code Enforcement
Cases 350 325 325
Number of Code Enforcement Special
Magistrate Cases 329 300 300
Village of North Palm Beach FY 2021 Adopted Budget Page 172 of 398
Community Development FY 2021
Building Permits: Building permits have had a slight decrease in FY 2020, and are expected to remain
relatively unchanged in FY 2021. 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 2021 Adopted Budget Page 173 of 398
Community Development FY 2021
Budget Summary (Community Development combined)
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $1,333,844 $1,236,796 7.85% $97,048 $879,520 $1,043,882
Operating
Advertising 3,000 3,000 0.00% 0 1,342 1,548
Books, Publ. & Subscriptions 2,250 2,250 0.00% 0 167 657
Charge Card Fees 13,000 5,000 160.00% 8,000 9,438 7,367
Conferences & Seminars 4,000 5,500 -27.27%(1,500) 645 2,292
Contractual Services 101,000 109,800 -8.01%(8,800) 132,351 71,970
Developer Fees 15,000 0 0.00% 15,000 7,182 15,864
Gas, Oil & Lubricants 5,000 5,700 -12.28%(700) 5,085 3,028
Materials & Supplies 24,700 29,300 -15.70%(4,600) 21,494 11,781
Memberships & Dues 3,950 4,200 -5.95%(250) 1,021 2,462
Postage 2,550 1,650 54.55% 900 2,959 3,802
Printing & Binding 1,275 900 41.67% 375 230 1,320
Professional Fees 100,000 310,000 -67.74%(210,000) 454,895 243,213
Repairs & Maintenance 0 400 -100.00%(400) 0 10
Travel & Training 22,250 34,750 -35.97%(12,500) 2,396 2,074
Uniforms 1,600 1,900 -15.79%(300) 917 364
Utilities 21,900 22,500 -2.67%(600) 21,921 23,070
Other Operating Costs 2,700 300 800.00% 2,400 858 1,065
Total Operating Costs 324,175 537,150 -39.65%(212,975) 662,901 391,887
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $1,658,019 $1,773,946 -6.53%($115,927) $1,542,421 $1,435,769
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 2021 Adopted Budget Page 174 of 398
Community Development – Planning FY 2021
Director of
Community
Development
Summary FY 2021 FY 2020 Change
Full-Time 2 2 No Change
Part-Time 0 0 No Change
Principal
Planner
1 FT
Planner
1 FT
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 175 of 398
Community Development FY 2021
Budget Summary (Planning & Zoning)
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $340,342 $342,532 -0.64% ($2,190)
$195,524 $269,495
Operating
Advertising 3,000 3,000 0.00% 0 1,342 1,548
Books, Publ. & Subscriptions 750 750 0.00% 0 167 265
Conferences & Seminars 3,000 3,200 -6.25% (200)
225 1,139
Contractual Services 15,000 17,000 -11.76% (2,000)
11,730 10,515
Developer Fees 15,000 0 0.00% 15,000 7,182 15,864
Gas, Oil & Lubricants 0 750 -100.00% (750) 0 0
Materials & Supplies 7,050 8,100 -12.96% (1,050) 5,560 4,574
Memberships & Dues 3,000 3,250 -7.69% (250)
696 2,027
Postage 50 150 -66.67% (100)
5 16
Printing & Binding 200 200 0.00% 0 37 27
Professional Services 75,000 105,000 -28.57% (30,000)
217,837 157,453
Travel & Training 10,000 13,500 -25.93% (3,500)
795 632
Uniforms 300 300 0.00% 0 0 0
Utilities 0 1,200 -100.00% (1,200)
468 739
Other Operating Costs 0 0 0.00% 0 0 0
Total Operating Costs 132,350 156,400 -15.38% (24,050) 246,043 194,800
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $472,692 $498,932 -5.26% ($26,240)
$441,567 $464,295
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily due to the decrease in operating costs:
An overall decrease in professional services as compared to the FY20 budget, which included one-
time costs for general planning services.
Village of North Palm Beach FY 2021 Adopted Budget Page 176 of 398
Summary FY 2021 FY 2020 Change
Full-Time 8 9 -1
Part-Time 2 0 +2
Director of
Community
Development
Building Official
1 FT
Permit & Licensing Supervisor 0 FT (-1 FT)
License & Permitting Coordinator 1 FT (+1 FT)
Administrative
Coordinator
1 FT
Administrative
Assistant
1 PT (+1 PT)
Community Development – Building Department FY 2021
Senior Building inspector 1 FT
Building Inspector 1 FT
Permit & Licensing Technician 2 FT 1 PT
(-1 FT and +1 PT)
The personnel changes in this department are to better utilize current staff and resources
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 177 of 398
Community Development FY 2021
Budget Summary (Building)
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $760,924 $674,994 12.73% $85,930 $505,237 $645,618
Operating
Books, Publ. & Subscriptions 1,000 1,000 0.00% 0 0 370
Charge Card Fees 13,000 5,000 160.00% 8,000 9,438 7,367
Conferences & Seminars 1,000 1,350 -25.93% (350)
0 758
Contractual Services 73,000 79,800 -8.52% (6,800) 109,278 51,440
Gas, Oil & Lubricants 3,000 3,000 0.00% 0 2,355 2,024
Materials & Supplies 14,900 17,700 -15.82% (2,800)
11,961 5,911
Memberships & Dues 500 500 0.00% 0 180 410
Postage 2,500 1,500 66.67% 1,000 2,954 3,786
Printing & Binding 900 500 80.00% 400 193 494
Professional Services 25,000 205,000 -87.80% (180,000)
237,058 85,760
Repairs & Maintenance 0 400 -100.00% (400)
0 10
Travel & Training 8,000 16,000 -50.00% (8,000) 943 856
Uniforms 700 1,000 -30.00% (300)
603 254
Utilities 20,100 20,200 -0.50% (100)
20,380 21,494
Other Operating Costs 200 200 0.00% 0 69 340
Total Operating Costs 163,800 353,150 -53.62% (189,350)
395,411 181,274
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $924,724 $1,028,144 -10.06% ($103,420)
$900,649 $826,892
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily due to the decrease in operating costs:
An overall decrease in professional services as compared to the FY20 budget, which included one-
time costs for Building Official services.
Village of North Palm Beach FY 2021 Adopted Budget Page 178 of 398
Community Development – Code Compliance FY 2021
Director of
Community
Development
Summary FY 2021 FY 2020 Change
Full-Time 3 3 No Change
Part-Time 0 0 No Change
Code
Compliance Officer
2 FT
Zoning
Compliance Officer
1 FT
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 179 of 398
Community Development FY 2021
Budget Summary (Code Compliance)
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $232,578 $219,270 6.07% $13,308 $178,759 $128,768
Operating
Books, Publ. & Subscriptions 500 500 0.00% 0 0 22
Conferences & Seminars 0 950 -100.00% (950) 420 395
Contractual Services 13,000 13,000 0.00% 0 11,342 10,015
Gas, Oil & Lubricants 2,000 1,950 2.56% 50 2,730 1,004
Materials & Supplies 2,750 3,500 -21.43% (750) 3,974 1,297
Memberships & Dues 450 450 0.00% 0 145 25
Printing & Binding 175 200 -12.50% (25) 0 798
Travel & Training 4,250 5,250 -19.05% (1,000) 659 586
Uniforms 600 600 0.00% 0 314 110
Utilities 1,800 1,100 63.64% 700 1,074 836
Other Operating Costs 2,500 100 2400.00% 2,400 789 725
Total Operating Costs 28,025 27,600 1.54% 425 21,447 15,813
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $260,603 $246,870 5.56% $13,733 $200,205 $144,582
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due an increase in personnel costs. The FY21 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 2021 Adopted Budget Page 180 of 398
Summary FY 2021 FY 2020 Change
Full-Time 7 7 No Change
Part-Time 9 9 No Change
Director of Library
1 FT
Youth
Services
Librarian
1 FT
Library Clerk
3 PT
Adult
Services
Senior Library
Assistant
1 FT
Library Assistant
2 FT
Library Clerk
6 PT
Administrative
Coordinator
1 FT
Library FY 2021
Library Assistant
1 FT
Village of North Palm Beach FY 2021 Adopted Budget Page 181 of 398
Library FY 2021
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, 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. Staff provide an array of services and programs for patrons of all ages and abilities, and
work hard to keep the library safe, cozy, and friendly.
Services are available seven (7) days a week, sixty (60) hours per week, and many resources such as Mango
Languages, Rosetta Stone, Heritage Quest, MyHeritage, and ebooks and eaudiobooks from cloudLibrary and
Overdrive are accessible 24/7 through the library’s website.
The library’s collection includes 41,000 print and media items as well as a number of electronic resources
available through the website. Formats include print, large print, newspapers and magazines, books on CD,
DVDs, ebooks and eaudiobooks, and e-readers containing bestsellers and classics.
The computer lab provides access to twelve (12) Internet computers and offers printing, photocopying,
scanning, and faxing services. Microsoft Office 2016 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,
twelve (12) 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 2020/2021, the Friends gifted $25,000 to the library.
Personnel Changes
There are no personnel/title changes for Fiscal Year 2020/2021.
Village of North Palm Beach FY 2021 Adopted Budget Page 182 of 398
Library FY 2021
Current Year Accomplishments and New Initiatives
During Fiscal Year 2019/2020, the Library achieved the following new initiatives and goals for
improvement:
Youth Services
Developed Library-Out-of-School-Time (L.O.S.T.) program for children and teens afterschool, where
participants engage in various planned activities according to age or grade.
Launched new program, Castaway Kids, in conjunction with Parks and Recreation to offer sports
programs to fourth and fifth grade children every Wednesday at Anchorage Park.
Coordinated with The Conservatory School to host weekly class visits to the library for children to get
library cards and check out books.
Developed Teen Advisory Group (T.A.G.) as a way to increase teen involvement, address developmental
needs, make teens feel more comfortable, and gather new ideas for programming and collections.
Purchased four (4) butcher block tables and sixteen (16) chairs, along with a big screen T.V. for Bob’s
Garage, to be used in teen-related programs.
Recruited nineteen (19) teen volunteers to help with day-to-day activities throughout the school year and
sixteen (16) more to help with summer reading.
Expanded teen program offerings to include facilitated field trips to PA BBQ one day per week for the
teens to order food and take it back to the library to eat in designated areas.
Rearranged layout of children’s room to create better lines of sight and more space for activities.
Added more gaming equipment to expand programming to multiple rooms and also created a video game
club for elementary students.
Partnered with The Conservatory School to deliver school supplies and workbooks to students in grades
K-3 as a result of the school closure related to COVID-19 in March and the transition to virtual class.
Partnered with Parks and Recreation to host a day camp for children of employees affected by the school
closures due to COVID-19.
Partnered with Parks and Recreation to host summer camp classes for games and activities.
Participated in Village events such as 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.
Circulation
Implemented curbside delivery service
from March 18 through May 31 as a
result of Covid-19, averaging 24.75
curbside deliveries per day (1,387 in
total), and answered 1,498 reference-
related questions and processed 43 new
Library card memberships over the
phone.
3579 3926
7478 8225
0
2000
4000
6000
8000
10000
FY17/18
(Actual)
FY18/19
(Actual)
FY19/20
(Projected)
FY21/22
(Estimated)
Total eBook Circulation by
Fiscal Year
Village of North Palm Beach FY 2021 Adopted Budget Page 183 of 398
Library FY 2021
Increased year-over-year circulation of
electronic materials by 44%.
Adult Services
Hosted 50th anniversary library
celebration with mini-golf, face
painting, themed crafts, and games in
conjunction with the Friends of the
Library on October 19, 2019, netting
nearly $2,500 in profits.
Hosted monthly Wellness presentations
by HR in Obert room.
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.
Partnered with local language institute to provide face-to-face, conversational language courses to
residents.
Developed plan to host virtual book discussions and craft programs in the Fall due to Covid-19.
Collections
Added cloudLibrary, an ebook/eaudiobook platform with access to over 145,000 titles, available 24/7
from the library’s website or through the cloudLibrary app.
Added Mango Languages, a language learning platform with 74 languages, available 24/7 from the
library’s website or through the Mango app.
Continued to collect and digitize photos, documents, and news articles related to North Palm Beach for
inclusion into the local history & archives, for preservation and greater access.
Facilities
Removed three units of metal wall shelving upstairs as well as some floor shelving to make room for
more comfortable seating and wall art.
Replaced five (5) heavy wooden doors downstairs with full lite glass panel doors for a more inviting
atmosphere.
Purchased forty (40) new meeting room chairs, along with one (1) chair dolly for easy storage, bringing
our total new chairs to eighty (80) with three (3) dollies.
Installed new big screen T.V. in Obert room.
Installed new signage upstairs to highlight individual collections and to improve wayfinding and
aesthetics.
Revised and updated informational areas and displays.
Redesigned flyers, brochures, and handouts for a more cohesive, library-branded experience.
Installed digital signage in lobby for better marketing, information dispersal, and to reduce sign clutter on
walls/windows.
Professionally cleaned all carpets and fabric covered chairs. Will do so biannually.
713
1314
2490 2739
0
1000
2000
3000
4000
FY17/18
(Actual)
FY18/19
(Actual)
FY19/20
(Projected)
FY21/22
(Estimated)
Total eAudiobook Circulation
by Fiscal Year
Village of North Palm Beach FY 2021 Adopted Budget Page 184 of 398
Library FY 2021
Technology
Installed two (2) new iPad kiosks upstairs for looking up books, movies, placing Holds, and for searching
the library’s website.
Installed Office 2016 on all public and staff PCs.
Updated the library’s website to provide for a more intuitive searching experience and friendly interface.
Utilized third party software to schedule social media posts across platforms for a more consistent,
library-branded experience.
Safety & Security
Installed additional HD security cameras upstairs.
Completed mandatory Security Awareness Training (All staff).
Completed mandatory Ethics training (All staff).
Removed three (3) wheelstops in front of the library to mitigate tripping hazards and installed three (3)
bollards (short, vertical posts) in their place.
Installed sneeze guards at circulation desk to keep staff and patrons safe in the midst of COVID-19.
Installed toe pull devices at the bottom of each public restroom entry door for people to safely open doors
hands-free.
The Friends of the Library
Allocated $25,000 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 $4,556, taking in $5,060.
Rearranged booksale shelves to increase access and visibility of materials, and also updated signage.
Sponsored Haunted House fundraiser at the library for 250 people, generating over $800 in ticket sales.
Grants
Applied for and received State Aid to Libraries grant in the amount of $19,179.
Conferences
Attended 2019 Special Libraries Association conference in Orlando;
2019 Florida Public Library Directors Meeting in Tallahassee; and
the 2020 SEFLIN Regional Conference virtually.
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
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.
Village of North Palm Beach FY 2021 Adopted Budget Page 185 of 398
Library FY 2021
c.Expand afterschool sports program for kids and teens in conjunction with Parks and Recreation at
Anchorage Park.
d.Expand purview of Teen Advisory Group to other opportunities outside the library as well as involve
them in planning and implementation of special events for patrons of all ages.
e.Partner with Palm Beach Opera for storytime series for elementary students.
f.Partner with Institute for Academic and Career English to offer conversational language classes for
adults.
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.
b.Identify volunteer opportunities 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.
continued on next page
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 186 of 398
Library FY 2021
Performance Measures
*Library closed for 75 days from March 18 through May 31 due to COVID-19 and could only offer curbside service.
*Library reopened on June 1 with limited services and hours.
*FY21 will most likely be affected by COVID-19 as well.
As shown by the statistics above, total circulation, of which print materials and media play a big part, is
down significantly, all due to COVID-19. The library closed for 75 days from March 18 through May 31 and
could only offer curbside service during that time. Schools closed as well, which meant zero class visits
during the day to check out books and zero children walking to the library after school to attend programs.
Ebook and eaudiobook circulation, however, is on the rise, mainly due to more people staying at home and
opting to engage electronically, but also due in part to the acquisition of a new platform called cloudLibrary,
which contains over 145,000 titles.
In FY21 we expect e-books and e-audiobooks to maintain their strong circulation numbers. With schools
pushing back their starting dates to August 31, 2020 and opting to begin the year virtually, we expect the Fall
to be slow in terms of program numbers, new library card memberships, and print circulation.
Going forward in the midst of COVID-19, we plan to connect with more people via social media and through
virtual programming. Once COVID-19 is behind us, we’ll be back to our normal robust schedule of
programming and events.
Performance
Measure
FY 2019
Actual
FY 2020*
Projected
FY 2021*
Estimated
Materials in Collection 45,446 41,000 45,000
E-book Circulation 3,814 6,622 7,284
E-audiobook Circulation 1,312 2,259 2,484
Total Circulation 74,855 66,137 46,284
Registered Borrowers 8,671 8,460 8,500
Purchase Suggestions 1,278 1,330 1,330
Interlibrary Loans Received 286 181 286
Average Program Attendance 28 people per class 28 people per class 14 people per class
Average Length of a Computer
Session 101 minutes 97 minutes 90 minutes
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 187 of 398
Library FY 2021
Budget Summary
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $668,737 $657,657 1.68% $11,080 $638,335 $602,930
Operating
Books, Publ. & Subscriptions 0 500 -100.00% (500) 464 464
Contractual Services 33,000 36,500 -9.59% (3,500) 52,404 30,330
Library Collections:
Audio Visual Materials 14,000 22,000 -36.36% (8,000) 11,254 13,472
Books 41,000 39,500 3.80% 1,500 30,637 44,776
Electronic Resources 30,000 24,000 25.00% 6,000 16,635 17,626
Magazines 7,185 3,000 139.50% 4,185 2,894 2,868
Reference Materials 0 3,500 -100.00% (3,500) 3,250 2,909
Library Gift Account 0 0 0.00% 0 5,000 58,787
Licenses & Fees 347 330 5.15% 17 330 314
Materials & Supplies 21,200 21,118 0.39% 82 22,737 28,302
Postage 100 300 -66.67% (200) 302 986
Rental 0 0 0.00% 0 0 4,876
Repairs & Maintenance 0 0 0.00% 0 2,168 0
Conferences & Seminars 999 535 86.73% 464 562 460
Memberships & Dues 3,423 3,175 7.81% 248 3,077 2,841
Travel & Training 4,058 3,400 19.35% 658 1,967 2,776
Utilities 25,340 21,300 18.97% 4,040 23,934 21,267
Other Operating Costs 0 0 0.00% 0 0 (0)
Total Operating Costs 180,652 179,158 0.83% 1,494 177,616 233,054
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $849,389 $836,815 1.50% $12,574 $815,951 $835,984
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to an increase in personnel costs. The FY21 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 2021 Adopted Budget Page 188 of 398
Summary FY 2021 FY 2020 Change
Full-Time 5 5 No Change
Part-Time 17 16 +1
Parks & Recreation FY 2021
Director of
Parks & Recreation
1 FT
Administrative
Assistant
1 PT
Recreation
Supervisor
1 FT
Recreation
Supervisor
1 FT
Recreation
Supervisor
1 FT (*)
Recreation
Assistant
3 PT
Recreation
Assistant
1 FT 3 PT
Functional
Manager
1 PT (+1 PT)
(*) Frozen Position.
Funding used for
Functional Manager
Position
Camp
Counselors
9 PT
Village of North Palm Beach FY 2021 Adopted Budget Page 189 of 398
Parks and Recreation FY 2021
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, nine (9) 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 8 – 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, Easter Egg Hunts, Fishing
Tournament and Arts & Crafts Festival.
Village of North Palm Beach FY 2021 Adopted Budget Page 190 of 398
Parks and Recreation FY 2021
Sports
Adult recreational sports league opportunities are offered including Volleyball, Pickleball and Basketball.
Youth recreational Basketball, Flag Football, Volleyball 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 and Bright Futures home basketball and volleyball games
Friends of Lakeside Park (coordination of operations and planning)
Recreation Advisory Board
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 2020/2021 are:
Add one (+1) p/t Temporary Functional Manager position / Freeze one (-1) f/t Recreation Supervisor
position
Current Year Accomplishments
During Fiscal Year 2020, the Parks & Recreation Department achieved the following initiatives and goals for
improvement:
Implemented playground safety program by hiring playground inspector to do bi-yearly inspections.
Renovated the walking trail at Lakeside Park
Replaced trash cans and benches at Lakeside and Anchorage Parks. Also, added solar compactor.
Renovated outdoor basketball courts at Community Center.
Completed state grant for Community Center outdoor fitness equipment.
Updated safety protocols for summer camp and facilities due to COVID-19.
Renovated dog parks at Anchorage Park.
Standardized fees and agreements for all classes at Anchorage and Osborne parks.
Removed exotics at Lakeside Park berm area.
Working with Environmental Committee and Friends of Lakeside with volunteer clean-ups.
Leased all dry storage spaces at Anchorage Park.
Started Mini classes for ages 3-6 for sports such as basketball, baseball and soccer.
Coordinated with Pickleball Athletics group to start pickleball during the day at Community Center.
Started an over 40 basketball night for adults and youth futsal program at Community Center.
Increased wet slip fees.
Reviewed and updated marina waiting list regarding dry storage and wet slips.
Renovated the north sand volleyball courts at Anchorage Park.
Village of North Palm Beach FY 2021 Adopted Budget Page 191 of 398
Parks and Recreation FY 2021
Added a backstop to the baseball diamond at Anchorage Park.
Renovated the baseball and softball fields at Osborne Park with new clay and grass lips.
Updated batting cages at Osborne Park with new netting.
Replaced old pilings on the south side of the marina at Anchorage Park.
Attended FRPA state conference and Parks Institute.
Began new youth grass volleyball program for ages 8-13 with instruction by Vipers Volleyball.
Replaced stage curtain inside Community Center.
Replaced wiring and safety straps to all the indoor basketball goals at Community Center.
Took over STO contract for sports field maintenance at Osborne and Community Center.
Updated Memorial Bench program for the parks.
Control recreation page on Village website and postings to all social media.
Removing remote control track at the Community Center.
Special Events
Ran several successful events throughout the year.
Moved 5K run to Country Club that was a huge success.
Due to COVID-19, canceled Heritage Day and several other events.
New Initiatives
Replace playground at the Community Center.
Change youth sport seasons to help with wear and tear on the fields.
Introduce pilot program for online registration for boat ramp decals.
Replace playground pieces at Anchorage Park.
Renovate south sand volleyball courts at Anchorage Park.
Upgrading our RecTrac software system.
Renovate the outdoor basketball courts at Osborne Park.
Administer Parks and Recreation Needs Assessment.
Coordinate the renovation of the dry storage area at Anchorage Park
Install new card reader at Osborne Park building to minimize liability
Add ADA mulch to playgrounds at Anchorage, Osborne, and Lakeside Parks.
Develop a Friends of the Dog Park resident committee to help maintain dog park.
Replace rusted metal angles on picnic pavilion at the Community Center.
Apply for Tree City USA recognition.
continued on next page
Village of North Palm Beach FY 2021 Adopted Budget Page 192 of 398
Parks and Recreation FY 2021
Goals and Objectives
Strategic Goal: Waterways & Recreation
Department Goal:
Implement Parks and Recreation Needs Assessment
Objectives:
a. Coordinate efforts with a consultant to initiate community engagement activities and, as a result,
develop a Parks and Recreation Needs Assessment.
b. Assist with programing at parks, pool, and tennis facilities.
c. Review all programs and facilities to determine value to the community
Department Goal:
Renovate the Dry Storage Area at Anchorage Park
Objectives:
a. Coordinate with the Village Engineer to provide professional engineering services.
b. Oversee project from tear down to build up.
c. Provide a more efficient and secure dry storage area for our residents.
Department Goal:
Continue to evaluate all classes at all our Facilities
Objectives:
a. Standardize fees and agreements with all class instructors.
b. Bring in new programs/classes to offer more selection to our community.
c. Install new card reader on front door at Osborne Park building to manage access and minimize
liability.
continued on next page
Village of North Palm Beach FY 2021 Adopted Budget Page 193 of 398
Parks and Recreation FY 2021
Youth Sports League Participation:
The Village Parks and Recreation Department oversees youth Basketball, Soccer and Flag Football leagues
throughout the year. All of our leagues are co-ed and reflect ages 6-14. We could not generate all necessary
numbers due to COVID-19 either postponing or canceling youth sport programs.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 194 of 398
Parks & Recreation FY 2021
Budget Summary
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $578,217 $604,062 -4.28% ($25,845) $622,536 $638,586
Operating
Advertising 2,500 2,500 0.00% 0 2,764 2,115
Charge Card Fee 4,000 3,000 33.33% 1,000 4,755 4,605
Conferences & Seminars 1,200 1,200 0.00% 0 1,636 0
Contractual Services 20,000 14,000 42.86% 6,000 14,759 7,902
Gas, Oil & Lubricants 4,800 4,800 0.00% 0 3,552 2,948
Materials & Supplies 64,400 71,150 -9.49% (6,750) 61,069 22,550
Memberships & Dues 1,200 1,200 0.00% 0 455 120
Postage 600 600 0.00% 0 677 641
Printing & Binding 500 250 100.00% 250 233 0
Professional Services 75,000 75,000 0.00% 0 22,000 17,530
Program Expense 144,000 159,000 -9.43% (15,000) 130,457 131,486
Repairs & Maintenance 21,000 21,000 0.00% 0 34,583 39,672
Special Events 98,000 93,000 5.38% 5,000 86,621 63,566
Travel & Training 1,900 1,900 0.00% 0 859 0
Uniforms 1,500 1,500 0.00% 0 1,883 1,271
Utilities 105,830 116,900 -9.47% (11,070) 133,702 96,461
Other Operating Costs 0 0 0.00% 0 3,723 5,133
Total Operating Costs 546,430 567,000 -3.63% (20,570) 503,727 396,001
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $1,124,647 $1,171,062 -3.96% ($46,415) $1,126,263 $1,034,587
Explanation of Increase / (Decrease):
The decrease in total expenses is a combination of personnel and operating costs. The FY21 budget
includes:
A personnel expenditure decrease associated with freezing one full-time position to offset the cost of
adding one (1) temporary, part-time Functional Manager position;
An operating expenditure decrease in program expense; and
An operating cost decrease in utilities expense.
Village of North Palm Beach FY 2021 Adopted Budget Page 195 of 398
Tennis and Pool Operations FY 2021
Tennis
Operations
Pool
Operations
Country Club
General Manager
Summary FY 2021 FY 2020 Change
Full-Time 0 2 -2 FT
Part-Time 0 28 -28 PT
Pool Lifeguards 0 PT (-14 PT)
Recreation Assistant 0 PT (-2 PT)
Pool Supervisor
0 FT (-1 FT)
Recreation Assistant 0 PT (-5 PT)
Camp Counselor 0 PT (-1 PT)
Instructors 0 PT (-6 PT)
Tennis Supervisor
0 FT (-1 FT)
Pool & Tennis Operations transferred to the Country Club Budget
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 196 of 398
Tennis and Pool Operations FY 2021
Budget Summary (Tennis)
FY 2021
Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $0 $555,834 -100.00% ($555,834) $447,122 $416,297
Operating
Advertising 0 1,000 -100.00% (1,000) 760 0
Charge Card Fee 0 8,000 -100.00% (8,000) 8,863 9,264
Contractual Services 0 0 0.00% 0 1,133 0
Equipment Rental 0 500 -100.00% (500) 500 0
Materials & Supplies 0 58,500 -100.00% (58,500) 19,748 27,787
Memberships & Dues 0 50 -100.00%(50) 35 35
Postage 0 150 -100.00% (150) 0 0
Printing & Binding 0 500 -100.00% (500) 220 35
Professional Services 0 43,500 -100.00% (43,500) 42,160 42,000
Program Expense 0 3,000 -100.00% (3,000) 2,630 2,598
Repairs & Maintenance 0 21,600 -100.00% (21,600) 15,893 10,751
Special Events 0 3,000 -100.00% (3,000) 4,918 3,295
Tennis Merchandise 0 8,000 -100.00% (8,000) 7,497 1,932
Uniforms 0 1,000 -100.00% (1,000) 1,202 103
Utilities 0 21,500 -100.00% (21,500) 25,606 22,743
Other Operating Costs 0 400 -100.00% (400) 0 (0)
Total Operating Costs 0 170,700 -100.00% (170,700) 131,167 120,542
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $0 $726,534 -100.00% ($726,534) $578,289 $536,839
Explanation of Increase / (Decrease):
The decrease in total expenses is a result of transferring the Tennis Operation from the General Fund Budget
to the Country Club Budget.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 197 of 398
Tennis and Pool Operations FY 2021
Budget Summary (Pool)
FY 2021
Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $0 $189,566 -100.00% ($189,566) $72,244 $82,084
Operating
Charge Card Fee 0 650 -100.00% (650) 580 720
Contractual Services 0 30,460 -100.00% (30,460) 959 49
Licenses & Fees 0 275 -100.00% (275) 250 250
Materials & Supplies 0 29,500 -100.00% (29,500) 20,338 45,095
Memberships & Dues 0 250 -100.00% (250) 0 0
Program Expense 0 14,000 -100.00% (14,000) 2,352 12,524
Repairs & Maintenance 0 4,000 -100.00% (4,000) 4,737 10,889
Travel & Training 0 2,000 -100.00% (2,000) 0 1,500
Uniforms 0 1,500 -100.00% (1,500) 0 1,142
Utilities 0 47,000 -100.00% (47,000) 42,550 51,997
Other Operating Costs 0 5,000 -100.00% (5,000) 172 (0)
Total Operating Costs 0 134,635 -100.00% (134,635) 71,937 124,165
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $0 $324,201 0.00% ($324,201) $144,181 $206,249
Explanation of Increase / (Decrease):
The decrease in total expenses is a result of transferring the Pool Operation from the General Fund Budget to
the Country Club Budget.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 198 of 398
Reserves and Other FY 2021
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 addition, The Village has entered into capital lease agreements for financing the purchase of vehicles. A
total of $348,000 has been budgeted in the General Fund as the estimated lease payment for its lease
programs.
Contingency
The FY 2021 budget does not include an appropriation for Council Contingency.
Transfers
In FY 2021, an appropriation of $510,000 is to be transferred to the Capital Projects Fund to finance the
General Fund’s Capital Improvement Plan.
The FY 2021 budget also includes an appropriation of $274,000 to be transferred to the Country Club to
finance the Pool & Tennis Operations.
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 FY21 the Village
has once again chosen PRM as the Property/Casualty and General Liability provider.
Village of North Palm Beach FY 2021 Adopted Budget Page 199 of 398
Reserves and Other FY 2021
Budget Summary
FY 2021 Budget
FY 2020
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Debt Service
Debt Service $1,640,000 $1,553,357 5.58% $86,643 $1,714,862 $1,293,101
Non-Departmental
Property/General Liability
Insurance 300,000 268,000 11.94% 32,000 252,518 205,174
Reserves, Contingencies and
Transfers
Council Contingency 0 231,795 -100.00% (231,795) 0 0
Transfer to Other Funds 784,000 417,150 87.94% 366,850 405,000 4,963,307
Other Operating Costs 0 0 0.00% 0 213,986 248,640
Construction & Major
Renovation 0 0 0.00% 0 0 300,769
Total Reserves, Contingencies
& Transfers 784,000 648,945 20.81% 135,055 746,547 5,598,886
Total Expenses $2,724,000 $2,470,302 10.27% $253,698 $2,713,927 $7,097,160
Explanation of Increase / (Decrease):
The increase in total expenses is due to the following:
An increase in debt service related to capital lease agreements for financing the purchase of
vehicles;
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:
o Allow for a transfer of funds to the Village’s Capital Improvement Plan (CIP) Fund;
and
o Allow for a transfer of funds to the Village’s Country Club Fund to finance the Pool &
Tennis Operations.
Village of North Palm Beach FY 2021 Adopted Budget Page 200 of 398
Charts and Graphs
FY 2021
Village of North Palm Beach FY 2021 Adopted Budget Page 201 of 398
Property Value and Millage Summary FY 2021
Property Value:
FY 2020 Millage Rate $7.5000
FY 2020 Ad-Valorem Proceeds $16,736,574
FY 2020 FINAL GROSS Taxable Value $ 2,344,581,746 Increase in GROSS taxable value
$92,951,077 3.96%
FY 2021 GROSS Taxable Value $ 2,437,532,823
FY 2021 BUDGETARY Taxable Value (95%) $ 2,315,656,182
FY 2021 Rolled Back Rate $7.2247
Millage Table:
MIL Amount
1.00 MIL $2,315,656
.75 MIL $1,736,742
.60 MIL $1,389,394
.55 MIL $1,273,611
.50 MIL $1,157,828
.40 MIL $926,262
.35 MIL $810,480
.30 MIL $694,697
.25 MIL $578,914
.20 MIL $463,131
.10 MIL $231,566
Millage Options:
Description Millage
Rate Ad-Valorem
$
Increase /
(Decrease) over
2020
Ad-Valorem
%
Increase /
(Decrease) over
FY 2021
Rolled Back Rate
Retain FY 2020 Millage Rate $ 7.5000 $17,367,422 $630,848 3.81%
FY 2021 Rolled Back Rate $ 7.2247 $16,729,921 ($6,653) 0.00%
Millage Rate to retain FY 2020 Ad-Valorem $ 7.2276 $16,736,574 $0 0.04%
FY 2021 Majority Vote Rate $ 7.4573 $17,268,543 $531,969 3.22%
FY 2021 Two-Thirds Vote Rate $ 8.2030 $18,995,238 $2,258,754 13.54%
Statutory Maximum $10.0000 $23,156,562 $6,419,988 38.41%
Council's Adopted Rate $ 7.5000 $17,367,422 $630,848 3.81%
Village of North Palm Beach FY 2021 Adopted Budget Page 202 of 398
Ad-Valorem, Assessed Value, Millage and Budget FY 2021
Fiscal Year 2003-2021 presented below:
Fiscal
Year
Assessed
Value
Taxable
Valuation
Millage
Rate
Total
Ad-Valorem
Taxes
Total
Budget
Total Budget
% Increase /
(Decrease)
over Prior
Year
Total
Ad-Valorem
Taxes as %
of Total
Budget
Total
Budget as
% of
Assessed
Value
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%
2021 2,437,532,823 2,315,656,182 7.5000 17,367,422 25,703,797 -1.61% 67.57% 1.05%
Village of North Palm Beach FY 2021 Adopted Budget Page 203 of 398
Millage Rates and Assessed Valuations FY 2021
Fiscal Year 2015 – 2021 presented below:
Village of North Palm Beach FY 2021 Adopted Budget Page 204 of 398
Fee Schedule
FY 2021
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 205 of 398
General Fund Fee Schedules FY 2021
Credit Card Fee
A 2.25% fee will be charged for payment with a credit card. All fees shown below do not include the credit card fee.
Recreation
Notes for Recreation Fee Schedule:
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 $26.00 $37.13 $37.00
Room B $37.13 $37.00 $63.65 $63.00
After hours building charge $106.09 $106.00 $212.18 $212.00
After hours staff charge $26.52 $26.00 $26.52 $26.00
Anchorage Park (Hourly)
Anchorage Gazebo $25.75 $25.00 $41.20 $41.00
Volleyball (1 court) $25.75 $25.00 $36.05 $36.00
Volleyball (2 courts) $36.05 $36.00 $51.50 $51.00
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 $25.00 $25.75 $25.00
Osborne Park (Hourly)
Recreation Building $53.04 $53.00 $159.13 $159.00
Field (No Lights) $37.13 $37.00 $74.26 $74.00
Field (With Lights) $74.26 $74.00 $106.09 $106.00
After hours building charge $106.09 $106.00 $212.18 $212.00
After hours staff charge $25.75 $25.00 $25.75 $25.00
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
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 206 of 398
General Fund Fee Schedules FY 2021
Library
Description Fee
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 per Household $ 25.00
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
Rental Fees
Obert Room Rental $30.00 per hour
Setup $10.00
Bob’s Garage Rental $15.00 per hour
Setup $5.00
Cleaning Deposit (required if serving refreshments) $25.00
Finance
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.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 207 of 398
General Fund Fee Schedules FY 2021
Public Works
Description Fee
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
Police
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 $55.00
Forfeiture Revenue Varies
continued on next page
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 208 of 398
General Fund Fee Schedules FY 2021
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
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 209 of 398
General Fund Fee Schedules FY 2021
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.
Fire Rescue
Description Fee
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 $50.00
Vehicle operating cost per hour $12.98 $30.00
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
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 210 of 398
General Fund Fee Schedules FY 2021
Description Fee
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)
continued on next page
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 211 of 398
General Fund Fee Schedules FY 2021
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
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 212 of 398
General Fund Fee Schedules FY 2021
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 Fee
AGRICULTURAL SERVICES
Veterinary Services:
Veterinary service from a truck $ 132.00
Veterinary service to animal specialties $ 132.00
Animal specialty services, except veterinary $ 132.00
Landscape counseling and planning $ 132.00
Lawn and garden service $ 110.00
Ornamental shrub and tree service $ 110.00
Building construction-Contractors as defined by the Contractors Licensing Board of Palm Beach
County $ 132.00
TRANSPORTATION
Taxi cabs:
Local Trucking $ 93.00
Each place or business $ 66.00
Each vehicle $ 66.00
Water transportation of passengers $ 66.00
Marinas (also see retail) each space (minimum $55.00 increased to $57.75); each $ 3.30
Water transportation services NEC $ 66.00
Arrangement of passenger transportation $ 164.50
Arrangement of freight/cargo transportation $ 164.50
COMMUNICATIONS
Radiotelephone communications $ 176.00
Telephone company (franchise) $ 66.00
Telephone communication except radiotelephone $ 176.00
Telegraph $ 478.50
Radio television broadcasting $ 412.50
Cable and other pay television services $ 412.50
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 213 of 398
General Fund Fee Schedules FY 2021
Classification Fee
ELECTRONIC, GAS AND SANITARY SERVICES
Electric services (franchise) $ 578.50
Natural gas transmission (franchise) $ 578.50
Natural gas distributors $ 578.50
Liquefied petroleum distributors $ 578.50
Water supply (franchise) $ 578.50
Sanitary sewer services (franchise) $ 578.50
WHOLESALE TRADE (See RETAIL)
Wholesale-durable goods:
Inventory value cost-not exceeding $1,000.00 $ 38.50
Each additional $1,000.00 $ 9.45
RETAIL TRADE
Retail store:
Inventory value cost-not exceeding $1,000.00 $ 38.50
Each additional $1,000.00 (Maximum cap $7,500) $ 9.45
Filing station, marine/auto/other:
1-4 dispensers $ 93.00
Each additional dispenser $ 27.00
Eating place ($54.50 increased to $57.00 minimum) each seat $ 2.70
Drinking place (alcoholic drinks) ($54.50 increased to $57.00 minimum) each seat $ 2.70
Food service-no seats $ 132.00
Non-store retail
Catalog and mail order $ 132.00
Automatic merchandise machines operator $ 280.00
Each machine $ 32.50
Fuel oil dealer (bottled gas) $ 132.00
LP gas dealer (bottled gas) $ 132.00
Direct selling-each person/vehicle $ 132.00
Solicitor/canvasser each:
Per year $ 346.50
Each canvasser $ 115.50
Retail store NEC:
Florist $ 132.00
Tobacco store $ 132.00
News dealer/news stand $ 132.00
Optical goods store $ 132.00
Miscellaneous Retail Store NEC (Consignment, Pawn) $ 132.00
FINANCE, INSURANCE, REAL ESTATE
Depository institution $ 297.00
Non-depository institution $ 297.00
Security and commodity brokers/dealers $ 150.00
Brokers sales agent $ 37.50
INSURANCE
Insurance carriers $ 132.00
Insurance agents, broker service $ 132.00
Insurance sales agent $ 132.00
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 214 of 398
General Fund Fee Schedules FY 2021
Classification Fee
REAL ESTATE
Real estate operator ($54.50 increased to $57.00 minimum):
Base (1-5 sleeping rooms) $ 15.75
Each additional room $ 3.30
Real estate agents and manager $ 132.00
Real estate sales agent (No Longer Applicable) $ 0
Title abstract office $ 132.00
Land sub dividers and developers $ 186.50
Holding and other investment offices $ 297.00
SERVICES
Hotels, rooming houses, etc. ($54.50 increased to $57.00 minimum):
Base (1-5 sleeping rooms) $ 16.50
Each additional sleeping room $ 3.30
Personal Services:
Laundry, cleaning, garment service $ 132.00
Coin operated laundry, dry cleaning $ 132.00
Operator 1-20 machines $ 132.00
Each additional machine $ 6.50
Photographic studio, portrait $ 132.00
Beauty shop $ 132.00
Each state licensed operator $ 37.50
Barber shop $ 132.00
Each state licensed operator $ 37.50
Shoe repair shop $ 132.00
Funeral service $ 297.00
Additional for ambulance service $ 186.50
Tax preparation service $ 132.00
Miscellaneous personal service NEC $ 132.00
Advertising agency $ 132.00
Consumer credit reporting/collection $ 132.00
Mailing, reproduction. Commercial art and stenographic service $ 132.00
Service to dwelling $ 132.00
Miscellaneous equipment rental/leasing $ 132.00
Personnel supply service $ 132.00
Computer programming, data processing $ 132.00
Miscellaneous business service NEC $ 132.00
Business services NEC $ 132.00
Telemarketing $ 186.50
Plus each phone $ 37.50
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 215 of 398
General Fund Fee Schedules FY 2021
Classification Fee
AUTO SERVICE/REPAIR
Auto Rental $ 132.00
Auto repair shop:
2 persons $ 37.50
3-4 persons $ 59.50
5-6 persons $ 110.00
7-10 persons $ 176.00
11-20 persons $ 220.00
More than 21 person $ 363.00
Car wash $ 132.00
MISCELLANEOUS REPAIR SERVICES
Misc. repair services store $ 132.00
Misc. repair services from a truck $ 66.00
Misc. repair services with retail store $ 66.00
MOTION PICTURES
Motion picture production/distributor $ 132.00
Motion picture theatre/drive-in $ 275.00
Plus per seat/per space $ 0.49
AMUSEMENT AND RECREATION SERVICE
Dance studios $ 132.00
Theatrical producers $ 132.00
Bowling center (1-5 alleys) $ 132.00
Each additional alley $ 37.50
Commercial sports $ 186.50
Physical fitness facilities $ 132.00
Coin operated amusement devices operator $ 280.00
Plus each machine $ 32.50
Amusement and recreation services NEC $ 132.00
Fortune teller-fee charged $ 1,267.00
No fee charged-contribution $ 2,205.00
Phrenologist-fee charged $ 1,487.50
No fee charged-contribution $ 2,205.00
HEALTH SERVICES
Licensed practitioner each $ 132.00
Nursing and personal care facility $ 186.50
Hospital $ 186.50
Medical and dental laboratory $ 186.50
Home health care $ 132.00
Miscellaneous health services NEC $ 132.00
LEGAL SERVICES
Attorneys each $ 132.00
EDUCATIONAL SERVICES
Elementary and secondary school $ 132.00
Vocational school $ 132.00
Schools and educational services NEC $ 132.00
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 216 of 398
General Fund Fee Schedules FY 2021
Classification Fee
SOCIAL SERVICES
Individual and family services $ 132.00
Job training service $ 132.00
Child care facility (Fla. Statute) $ 154.00
Family day care (Fla. Statute) $ 59.50
Community residential home (Fla. Statute) $ 154.00
Social services NEC $ 132.00
Membership organizations $ 132.00
ENGINEERING, ACCOUNTING, RESEARCH MANAGEMENT
Engineering, architectural and surveying-each practitioner $ 132.00
Residential designer $ 132.00
ACCOUNTING, AUDITING AND BOOKKEEPING SERVICES
Accounting/bookkeeping service $ 132.00
Certified public accountant each $ 132.00
RESEARCH, DEVELOPMENT AND TESTING SERVICES
Research, development and testing services $ 132.00
MANAGEMENT AND PUBLIC RELATIONS SERVICES
Management services $ 132.00
Management consulting services $ 132.00
Public relation services $ 132.00
Facility support management services $ 132.00
Business consulting services NEC $ 132.00
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 2021 Adopted Budget Page 217 of 398
General Fund Fee Schedules FY 2021
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 2021 Adopted Budget Page 218 of 398
Country Club
FY 2021
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 219 of 398
Summary FY 2021 FY 2020 Change
Full-Time 10 7 +3
Part-Time 55 28 +27
Independent
Contractor 10+1
Country Club FY 2021
Golf
Operation
5 FT 26 PT
Tennis
Operation
1 FT 13 PT
Pool
Operation
16 PT
Maintenance
Support
1 FT
General
Manager
1 FT
Administrative
Support
2 FT
Village
Manager
Village
Council
The
Residents
Independent
Contractor
(1)
This is a combined organization chart
for the Country Club. Please refer to
the organization charts provided for
each division in the following pages
Personnel changes in the Country Club are primarily a result of transferring the Pool and
Tennis Operations from the General Fund Budget to the Country Club Budget
Village of North Palm Beach FY 2021 Adopted Budget Page 220 of 398
Country Club FY 2021
Mission Statement
The North Palm Beach Country Club (NPBCC) is committed to offering a quality recreational facility
featuring golf, tennis, pool and restaurant 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 constructed through
The Weitz Company as the Village’s Construction Manager. Scheduled date for completion was July
2019, and the country club successfully opened in December 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. Golf course re-opened for play to the public in April 2019.
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 and a lighted driving range. The golf course operates a select number of
tournaments for members and the local community. In additional the golf shop offers a variety of
merchandise 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 and racquet stringing, showers, multi-
purpose room, and offices. The shop staff 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 six (6) days-a-week featuring an L-shaped Olympic size pool with six 50-
meter lanes, six 25-yard lanes, deep diving well with (2) 1M and (1) 3M boards, 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 partner with Farmer’s Table to introduce a series of events for residents
and members. Featured events will include Monthly Community Dinners, Family FUN parties, kids’
movie night, cookouts, and musical performances.
Memberships
With the opening of the new clubhouse and newly established membership requirements for team
tennis and academy members, we anticipate an influx of new resident and non-resident memberships
in both pool and tennis. The Village is also researching new membership category opportunities –
including a social membership – in conjunction with Farmer’s Table that will be introduced during the
Village of North Palm Beach FY 2021 Adopted Budget Page 221 of 398
Country Club FY 2021
fiscal year. A maximum of 210 annual golf memberships has been established in order to provide
reasonable member access to course play while preserving access to “walk-in” guests during high
season and holidays. A restricted resident membership was created to introduce a limited number (50)
of residents to this program to encourage resident families to join the Club in hopes of upgrading in
the future. Available golf memberships will continue to be prioritized as follows:
Renewal of existing club members, and
Utilization of the Golf Wait List Program. (Effective May 2020, golf operations are only
accepting residents for the wait list program.)
Organizational Structure
Oversight of the Country Club facility is headed by the General Manager (GM) who supervises all staff
and oversees the daily operation. The GM manages contracts associated with golf operations, golf course
maintenance, tennis and pool facilities, as well as, the restaurant and banquet facility. The GM is also
responsible for business development and marketing functions. One (1) part-time Administrative
Coordinator will be converted to full-time in FY2021 to 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, answering
inquiries from the public and overseeing all country club social media and marketing platforms to
include Village website maintenance as it relates to the country club.
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, proposing a third full-time
Assistant Golf Professional, one (1) full-time Member Relations Coordinator, one (1) seasonal Golf
Merchandising Assistant, and twenty-five (25) 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 six (6) part-time USPTA or USPTR certified professionals.
The pool operation will be led by one an Independent Contractor for FY 2021. In addition to the
Independent Contractor, the pool operation also includes two (2) part-time recreation assistants and
fourteen (14) part-time and seasonal Lifeguards. For FY2021, 14 PT Lifeguards to include (1) Head
Lifeguard that reports to the GM and coordinates with the Independent Contractor.
Historically, the maintenance of the club building, tennis and pool have been assigned to the Public
Works Department. In FY 2020, the Village hired 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, and Golf Course Maintenance building.
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 a much
improved golfing experience. To maintain the “Signature” course, however, the proposed Golf
Operations budget reflects funding for irrigation, trees and sod which supports the “fine tuning” of the
golf course as it moves into its second full season of the “grow-in” (re-grassing plan from 2018) 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 2021 Adopted Budget Page 222 of 398
Country Club FY 2021
Food & Beverage (F&B) Operation
The Food & Beverage (F&B) Operation is outsourced to Farmer’s Table NPB, LLC. After an
extensive search for a restaurant and catering vendor, the Village of North Palm Beach and Farmer’s
Table contracted a lease agreement for the use of the restaurant and dining facilities in the new club
house.
This full-service food & beverage restaurant operation features indoor and 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 discounted private event minimums and Farmer’s Table is working to create
member specials and community themed dinners. 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.
Personnel Changes
The personnel changes for Fiscal Year 2020/2021 are:
Add one (+1) f/t Administrative Coordinator position / Delete one (-1) p/t Administrative
Coordinator position
Add one (+1) f/t Assistant Golf professional position
Add one (+1) p/t Head Tennis professional position
Current Year Accomplishments and New Initiatives
The following activities were completed or conducted during the last fiscal year (FY 2019/2020).
Golf:
Hosted one complimentary Member Mixer during the seasonal months with an
overwhelmingly positive response from attendees. The first Member Mixer was in early
December and served as an opportunity for holiday shopping / grand opening of the golf shop.
Club Championship events occurred in November 2019 and Covid19 put a stop to club events
in spring of 2020
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 plan to utilize our new
Covershot for summer and fall programming.
Experienced a very successful Junior Golf summer program as evidenced by the first week of
camp having record attendance.
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
Village of North Palm Beach FY 2021 Adopted Budget Page 223 of 398
Country Club FY 2021
closely with the project team regarding temporary facilities and golfers’ needs prior to, during,
and through the end of construction.
Continue to meet with the Nicklaus Design Group and have initiated an open dialogue between
golf operations and the design team to continue to view future projects and maintain our
“Signature” status.
Started to develop a long range plan for the golf course in a strategic meeting with BrightView.
Tennis:
Increased special events to two per month; continue to improve attendance in daily clinics and
private instruction; increase promotion of the afterschool program for all ages
Tennis Supervisor worked closely with the club’s Administrative Coordinator to enhance the
tennis center’s social media platform and improve presence of our tennis profile on the Village
website and newsletter.
After the COVID-19 shut-down, reorganized the tennis operation to include (1) PT Head
Tennis Professional to oversee the tennis instructors.
The Head Professional will re-energize the relations with local elementary schools to improve
and grow the junior program. The Head Pro will work closely with one of the staff pros to
grow this program and build a more vibrant and viable junior academy program
Experienced a very successful Junior Tennis and Swim Camp summer program as evidenced
by all six weeks of camp selling out.
Memberships projected to grow for all categories of tennis membership to include team tennis
and junior academy.
Continued focus on facility and grounds maintenance to enhance the overall appeal of the
tennis center.
Propose to upgrade RecTrac system to initiate online registration for prepaid group tennis
clinics and junior programs.
Pool:
Completed refurbishment of pool deck to include the addition of an interactive water feature
for children, (2) 1M and (1) 3M diving boards, a snack bar and full-service locker room facility.
Established solid vendor agreements to improve and sustain exceptional facility and equipment
maintenance.
Hired newly created Pool Supervisor (proposed Independent Contractor FY2021) position to
manage day-to-day on-site pool operation to ensure safety and maintenance standards are met,
as well as, help grow pool memberships.
Create and implement diverse aquatic programs for residents, members and community to
increase overall pool revenues through exceptional customer service skills and events.
Focus on revenue generating programs to include water aerobics, scuba training, water polo,
kids’ camps, group swim lessons, pool parties and special events.
Village of North Palm Beach FY 2021 Adopted Budget Page 224 of 398
Country Club FY 2021
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 / Financial Sustainability
Department Goal:
Golf:
Continue to enhance the conditions of the course, clubhouse grounds and club offerings along
with educating the staff to align with the expectations of a Jack Nicklaus “Signature” golf facility
and to become a destination facility for traveling golfers and corporate groups.
New CIP Objectives (5 goals for FY2021):
a. Replacing synthetic turf at the north end of the driving range. The high volume of activity
during the winter months (grass is not growing) it will provide relief to the Bermuda turf on a
daily basis and will improve the overall look and playability of the public range.
b. Define the 1st tee area with a Starters Booth.
c. Define the welcome area with a Signature Clock.
d. Continue to enhance areas of the golf course that require additional cart paths / curbing.
e. Start a tedious process of replacing / rebuilding sprinkler heads that are in need of repair
(currently 14 years old and breaking daily).
Department Strategic Goal:
a. Continued education of the staff and quarterly staff meetings.
b. Feedback from membership in first annual survey.
c. Continue to build an improved network for the Country Club operations.
d. Weekly meetings with BrightView (golf maintenance team).
e. Long-term marketing goal for the Golf Course and return to National rankings.
f. Continue to develop long term major expenditure plan for golf operations.
Golf Memberships: The number of golf members is a good indicator of the golf club’s overall health
based on the fact that member play accounts for approximately 45% of total rounds played. The club
is at full capacity (210 Full Golf memberships plus an additional 40 Restricted Resident Membership
excluding juniors) and possess a deep waiting list. With the change in golf operation procedures – a
new membership year will begin Oct. 1 for all memberships (except Restricted Golf Residents), thus
substantial revenue will be derived in the first quarter from golf memberships which will help cover
operating expenses throughout the year.
Golf Instructional Programs: Due to range closure in 2019, minimal revenues were recognized; not as
originally forecasted. FY2020 was spent rebuilding our instructional program to provide practices and
instructions with our on-site PGA Professionals. With the recent purchase of the Covershot mobile golf
canopy system, additional instruction opportunities will be available rain or shine. 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. 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.
Village of North Palm Beach FY 2021 Adopted Budget Page 225 of 398
Country Club FY 2021
Golf Performance Measures
Performance Measure FY 2019
Actual
FY 2020
Projected
FY 2021
Estimate
Total Resident Card Holders 120 145 150
Total Number of Golf memberships 164 250 250
Total Number of Golf Rounds 14,064 42,500 47,500
Tennis:
Continue to work closely with existing contractors to improve the overall look of the tennis building,
outdoor patios, landscaping and tennis courts. Rebuild the teaching staff to position NPBCC Tennis
as the top tennis program in the local area.
New CIP Objectives (3 goals for 1-3 years):
a. Court drainage.
b. Replace 20+ year old court lights w/ LED sports lighting.
c. Replace 20+ year old tennis fencing including posts and mesh.
Department Strategic Goal:
a. Grow membership and tennis revenues through creative programming, Junior tennis, Team
tennis and private instruction.
b. Increase programming for kids and families; coordinating with the pool and restaurant for events
designed specifically for kids and families.
c. Refurbish courts 5 & 6 summer 2021 to improve overall court drainage through re-trenching
resulting in less interrupted play due to weather or watering.
d. Upgrade landscaping, buildings, and member/guest areas to provide a first-class resort-like
experience.
e. Continue to work towards new tennis lighting and fencing to upgrade facility by seeking grants
that will assist with funding these large scale projects.
Tennis FAQs
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 merchandise revenue
Bus trip to the Miami Open – Sold out then cancelled due to COVID-19.
Reduction in projected FY2020 participation due to COVID closure & restrictions.
Village of North Palm Beach FY 2021 Adopted Budget Page 226 of 398
Country Club FY 2021
Tennis Performance Measures:
Performance Measure FY 2019
Actual
FY 2020
Projected FY 2021
Estimate
Junior Program (Mon./Sat.) & Camp Participants 196 175 200
Total Number of Tennis memberships 182 178 185 + 20
Jr. Academy
Total Tennis Participation 24,498 21,000 25,000
Pool:
Professionally maintain and manage the new aquatic facility to create a reputation as being one of the
best pool facilities in the county.
New CIP Objectives (3 goals for 1-3 years):
a.Submersible swim wall dividers
b.Pool Cabanas
c.Pool inflatable obstacle course
Pool Strategic Goal:
a.Grow membership and pool revenues through creative programming, rentals, swim team, water
aerobics, scuba training and group swim lessons.
b.Provide camps for kids to illustrate the opportunities of the resident families to enjoy our
recreational amenities to include golf, tennis & pool.
c.Continue to reinvest in equipment, amenities and staff to offer the best aquatics facility in the
local area.
d.Propose addition of submersible swim wall dividers to offer a more diverse aquatics program
which allows multiple fee-paying aquatic activities simultaneously, i.e., Lap swim, water
aerobics, rec swim and dive well.
e.Propose addition of poolside cabanas and inflatable obstacle course to create rental program
for members, guests and private parties.
f.Work with Farmer’s Table to provide kid-friendly menus to increase food & beverage sales
poolside.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 227 of 398
Country Club FY 2021
Pool Performance Measures
Performance Measure FY 2019
Actual
FY 2020
Projected FY 2021
Estimate
Total Count Non-Member Swim 2132 3425 4500
Total Number of Pool Memberships 8 70 80
Total $ Pool Activity minus Membership Dues $24,660 $56,000 $65,000
All Country Club Departments
Enhance and promote the complete Country Club experience.
Objectives:
a.Operate as a Team to provide the Village of North Palm Beach residents, friends and families the
amenities and recreational experience of a country club facility featuring golf, tennis, swimming
pool and restaurant operations.
b.Continue to work with BrightView on the daily maintenance and project targets to improve and
enhance our Jack Nicklaus Signature golf course.
c.Develop long term strategies to improve the overall golf, tennis & pool experience for current
users, as well as, attract new users to grow all categories of membership.
d.Enhance the overall atmosphere and maintenance of the tennis facility to be equal or similar to the
new country club with recently renovated golf course and pool facilities. Increase overall
participation in all phases of the Club operation.
continued on next page
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 228 of 398
Country Club FY 2021
The following charts illustrate some country club departmental workload indicators:
Total Memberships:
continued on next page
0 50 100 150 200 250
Annual Golf Memberships
Annual Tennis Memberships
Annual Pool Memberships
FY 19 Actual
FY 20 Projected
FY 21 Estimate
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 229 of 398
Country Club FY 2021
Diverse workload of revenue generating programs for residents and non-residents at North Palm Beach
Country Club:
Resident Card Holder
Jr. Golf Clinics
Jr. Tennis Memberships
Summer Pool Memberships
0 20406080100120140160
Resident Card Holder
Jr Golf Clinics
Jr Tennis Memberships
Summer Pool Memberships
2019 Actual
2020 Projected
2021 Estimate
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 230 of 398
Country Club Budget Summary FY 2021
Revenue
FY 2021
Budget
FY 2020
Adopted
Budget
%
increase/
(decrease)
$
increase /
(decrease)
Actual
9/30/19
Actual
9/30/18
Greens fee/cart rentals/membership fees $3,149,116 $2,610,854 20.62% $538,262 $1,011,119 $1,743,760
Golf Shop revenues 359,000 406,000 -11.58% (47,000) 109,562 217,148
Driving range revenues 335,000 360,000 -6.94% (25,000) 164,020 276,244
Restaurant revenues 305,150 329,500 -7.39% (24,350) 4,611 0
Tennis revenues 685,365 0 0.00% 685,365 0 0
Pool revenues 117,000 0 0.00% 117,000 0 0
Interest revenues 0 0 0.00% 0 804 13,874
Sale of Surplus 0 0 0.00% 0 0 19,448
Transfer from General Fund 274,000 0 0.00% 274,000 0 0
Appropriated Retained Earnings 200,000 261,234 -23.44% (61,234) 0 0
Miscellaneous 19,000 16,000 18.75% 3,000 116,999 17,487
Total Revenues $5,443,631 $3,983,588 36.65% $1,460,043 $1,407,113 $2,287,962
Expenses
Personnel Costs $1,850,013 $1,006,219 83.86% $843,794 $546,089 $568,794
Operating Costs
Golf Course Maintenance 1,721,600 1,430,000 20.39% 291,600 1,340,158 1,159,940
Golf Shop 555,919 600,925 -7.49% (45,006) 438,926 310,952
Food & Beverage 20,000 50,000 -60.00% (30,000) 23,943 46,201
Country Club Administration 29,390 13,700 114.53% 15,690 15,619 17,192
Clubhouse & Grounds 370,200 392,500 -5.68% (22,300) 75,859 68,350
Tennis 155,900 0 0.00% 155,900 0 0
Pool 157,420 0 0.00% 157,420 0 0
Insurance & General Liability 40,000 46,555 -14.08% (6,555) 27,035 42,711
Attorney Fees 10,000 10,000 0.00% 0 5,402 13,772
Capital Outlay 0
Capital Outlay 99,500 0 0.00% 99,500 370,003 1,363,664
Debt Service 0
Debt Service 433,689 433,689 0.00% 0 430,850 405,942
Total Expenses $5,443,631 $3,983,588 36.65% $1,460,043 $3,273,883 $3,997,519
Revenues over (under) expenses $0 $0 $0 ($1,866,770) ($1,709,557)
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. The Country Club can be divided into five operations:
Administration & Grounds, Golf, Tennis, Pool and Food & Beverage. 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: The Village’s Pool and Tennis Operations were transferred from the General Fund operating budget to
the Country Club operating budget during the FY 2021 Budgetary Process.
Village of North Palm Beach FY 2021 Adopted Budget Page 231 of 398
Country Club Highlights FY 2021
Number of Golf Memberships 250
Target Number of Golf Rounds 47,500
Number of Tennis Memberships 205
Number of Pool Memberships 80
Personnel Highlights:
*Employee Salaries $ 1,484,656
*Employee Benefits 365,357
Total Personnel Costs $ 1,850,013
Operating Highlights:
*Golf Course Maintenance Contract 1,409,500
*Utilities 265,620
*Cost of Merchandise 141,094
*Golf Cart Lease with GPS 160,000
*Materials & Supplies 235,200
*Landscaping 100,000
*Charge Card Fees 88,400
*Property/General Liability 40,000
*Professional Services 42,225
*Repairs & Maintenance 206,000
*Janitorial Services 41,220
*Marketing & Advertising 30,750
*Tree Trimming 60,000
*Pool & Tennis Program Expense 50,500
*Food & Beverage Property Tax Assessment 20,000
*Irrigation System Maintenance 19,000
*Rental 15,500
*Exterminating 16,000
*Legal Fees 10,000
*Uniforms & Shoes 12,000
Total Operating Costs $ 3,060,429
Debt Service:
*Golf Course Renovation loan 398,159
*Inter-fund loan from General Fund 35,530
Total Debt Service $ 433,689
Capital Outlay $ 99,500
Total Fiscal Year 2020-2021 Country Club Budget $ 5,443,631
Village of North Palm Beach FY 2021 Adopted Budget Page 232 of 398
Revenues
FY 2021
Village of North Palm Beach FY 2021 Adopted Budget Page 233 of 398
Country Club Revenues FY 2021
DRIVING RANGE
$335,000
6.15%
MEMBERSHIP
$1,047,481
19.24%
CART RENTAL &
WALKING FEES
$851,100
15.63%
GREENS FEES
$1,400,000
25.72%
PROGRAM FEES /
LESSONS
$598,000
10.99%
MERCHANDISE SALES
$285,000
5.24%
FOOD & BEVERAGE
$305,150
5.61%
TRANSFER FROM GEN
FUND
$274,000
5.03%
MISCELLANEOUS
$147,900
2.72%
APPROP. RETAINED
EARNINGS
$200,000
3.67%
Total Revenues = $5,443,631
Village of North Palm Beach FY 2021 Adopted Budget Page 234 of 398
Country Club Revenues FY 2021
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 2020/21 Country Club Budget (total budget = $5,443,631). The primary change in the Country
Club Budget is that the Pool and Tennis Operations were transferred from the General Fund Budget to the
Country Club Budget.
The major source of Country Club revenues (66.75%) are derived from 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 Revenue Estimates:
47,500 anticipated rounds
250 golf memberships; 205 tennis memberships; 80 pool memberships
3% increase in membership dues
Membership $1,047,481
Golf, Tennis and Pool Memberships represent 19.24% of total Country Club Revenues and are based on type of
membership and historical trend:
Village of North Palm Beach FY 2021 Adopted Budget Page 235 of 398
Country Club Revenues FY 2021
Cart Rental/Walking Fee $851,100
This class of revenue represents 15.63% of the
overall Country Club Revenues. The calculation is
based on historical trend.
Driving Range $335,000
Driving Range revenue represents 6.15% of total
Country Club Revenues and is based on historical
trend.
Greens Fees $1,400,000
Greens Fees represent 25.72% of total Country
Club Revenues and are calculated based on
historical trend.
Merchandise Sales $285,000
Merchandise sales represent 5.24% of total
Country Club Revenues and are calculated based
on historical trend.
Village of North Palm Beach FY 2021 Adopted Budget Page 236 of 398
Country Club Revenues FY 2021
Food & Beverage $305,150
The Food & Beverage operation is contracted out
to an outside vendor. The total food and beverage
revenue represents 5.61% of total Country Club
Revenues.
Program Fees $598,000
This is the amount paid to participate in various
events and lessons, primarily for the pool & tennis
operations. The revenues are offset by an
expenditure account in the respective department.
The total program fee revenue represents 10.99%
of total Country Club Revenues.
Miscellaneous $621,900
Miscellaneous Revenue represents 11.42% of total
Country Club Revenues. Key components include
the following:
Bag Room 20,000
Charge Card Fee 6,000
Locker Rental 3,000
Resident Card 13,000
Rental-Golf Clubs 35,000
Pool Rental 55,000
Appropriated Retained Earnings 200,000
Transfer from General Fund 274,000
Other 12,700
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
Revenue
2017 Actual $189,111
2018 Actual $186,793
2019 Actual $1,635,166
2020 Budget $391,734
2021 Budget $621,900
Village of North Palm Beach FY 2021 Adopted Budget Page 237 of 398
Expenses
FY 2021
Village of North Palm Beach FY 2021 Adopted Budget Page 238 of 398
Country Club Expenses FY 2021
Total Expenses = $5,443,631
Village of North Palm Beach FY 2021 Adopted Budget Page 239 of 398
Country Club Expenses FY 2021
This section includes a discussion regarding appropriations for the Village’s FY 2020/21 Country Club
budget (total budget = $5,443,631), how much of the total budget it comprises, and assumptions used in
determining the projections. All expenses are funded by user charges. The primary change in the Country
Club Budget is that the Pool and Tennis Operations were transferred from the General Fund Budget to the
Country Club Budget.
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 $1,850,013
Employee salary and benefits represent 33.98% 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 2020/21 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 12 % 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 2021 Adopted Budget Page 240 of 398
Country Club Expenses FY 2021
Operating Costs $3,060,429
Appropriations are budgeted based on past history and the needs of the Club. Operating costs represent
56.22% of the overall Country Club Expenses. Some highlights of operating costs are listed below:
Golf Course Maintenance 1,409,500
Utilities 265,620
Cost of Golf Merchandise 141,094
Golf Cart Lease w/ GPS 160,000
Materials & Supplies 235,200
Landscaping 100,000
Charge Card Fees 88,400
Property/General Liability 40,000
Professional Services 42,225
Repairs & Maintenance 206,000
Janitorial Services 41,220
Pool & Tennis Program Expense 50,500
Rental 15,500
Marketing & Advertising 30,750
Tree Trimming 60,000
F&B Property Tax Assessment (Lease Operation) 20,000
Irrigation System Maintenance 19,000
Exterminating 16,000
Legal Fees 10,000
Uniforms & Shoes 12,000
Village of North Palm Beach FY 2021 Adopted Budget Page 241 of 398
Country Club Expenses FY 2021
Capital Outlay $99,500
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 2020/21 budget, the Capital Outlay category represents 1.83% of the
overall Country Club budget.
Village of North Palm Beach FY 2021 Adopted Budget Page 242 of 398
Country Club Expenses FY 2021
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 2020/21 debt service budget represents 7.97% 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
2020/21 budget, the Contingency category represents 0% of the overall Country Club budget.
Village of North Palm Beach FY 2021 Adopted Budget Page 243 of 398
Department Summaries
FY 2021
Village of North Palm Beach FY 2021 Adopted Budget Page 244 of 398
Summary FY 2021 FY 2020 Change
Full-Time 4 3 +1
Part-Time 0 1 -1
Country Club Administration FY 2021
General Manager
1 FT
Accounting Clerk
1 FT
Administrative Coordinator 0 PT (-1 PT)
Administrative Coordinator 1 FT (+1 FT)
Trades Mechanic
1FT
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 245 of 398
Country Club Administration FY 2021
Budget Summary (Administration)
FY 2021 Budget
FY 2020
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $263,206 $212,601 23.80% $50,605 $71,167 $68,005
Operating
Accounting & Auditing 7,000 7,000 0.00% 0 6,100 6,007
Rental-Copier 0 3,200 -100.00% (3,200) 0 2,949
Marketing & Advertising 10,000 0 0.00% 10,000 0 0
Materials & Supplies 3,500 1,000 250.00% 2,500 5,775 1,545
Memberships & Dues 1,390 1,000 39.00% 390 0 0
Postage 1,000 500 100.00% 500 408 751
Printing & Binding 0 0 0.00% 0 79 0
Uniforms & Shoes 1,500 0 0.00% 1,500 0 0
Utilities 600 0 0.00% 600 1,939 2,246
Legal Fees 10,000 10,000 0.00% 0 5,402 13,772
Liability Insurance 40,000 46,555 -14.08% (6,555) 27,035 42,711
Other Operating Costs 4,400 1,000 340.00% 3,400 1,319 3,694
Total Operating Costs 79,390 70,255 13.00% 9,135 48,056 73,675
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $342,596 $282,856 21.12% $59,740 $119,223 $141,680
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 FY21 budget includes:
A personnel expenditure increase reflecting the addition of one (1) full-time Administrative
Coordinator position and the deletion of one (1) part-time Administrative Coordinator position;
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel; and
An operating expenditure increase in marketing & advertising for the Country Club.
Village of North Palm Beach FY 2021 Adopted Budget Page 246 of 398
Country Club Administration FY 2021
Budget Summary (Clubhouse Grounds)
FY 2021 Budget
FY 2020
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $70,636 $78,358 -9.85%($7,722) $0 $0
Operating
Contractual Services 155,500 140,000 11.07% 15,500 2,100 14,710
Materials & Supplies 15,300 0 0.00% 15,300 1,269 0
Repairs & Maintenance 83,500 47,500 75.79% 36,000 2,859 7,476
Utilities 115,900 205,000 -43.46% (89,100) 69,632 46,164
Other Operating Costs 0 0 0.00% 0 0 0
Total Operating Costs 370,200 392,500 -5.68% (22,300) 75,859 68,350
Capital Outlay 0 0 0.00%0 0 0
Total Expenses $440,836 $470,858 -6.38%($30,022) $75,859 $68,350
Explanation of Increase / (Decrease):
The decrease in total expenses is a combination of personnel and operating costs, with the primary
contributing factor being operating costs. The FY21 budget includes:
An operating expenditure decrease in utilities expense for the new Clubhouse.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 247 of 398
Summary FY 2021 FY 2020 Change
Full-Time 5 4 + 1
Part-Time 26 27 - 1
Head Golf
Professional
1 FT
Assistant Golf
Professional
3 FT (+ 1 FT)
Member
Relations
Coordinator
1 FT
Golf
Merchandising
Assistant
1 PT
Golf FY 2021
Country
Club
Attendant
25 PT (-1 PT)
General
Manager
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 248 of 398
Golf FY 2021
Budget Summary
FY 2021 Budget
FY 2020
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Personnel
Total Salary & Benefits $801,005 $715,260 11.99% $85,745 $474,922 $500,789
Operating
Advertising & Marketing 20,000 30,000 -33.33% (10,000) 2,828 13,372
Charge Card Fee 78,000 57,500 35.65% 20,500 25,093 44,587
Club Relations 7,500 10,000 -25.00% (2,500) 846 8,541
Conferences & Seminars 3,500 3,500 0.00% - - 600
Contractual Services 1,594,500 1,469,000 8.54% 125,500 1,208,388 1,175,634
Rental-Equipment/Golf Club 10,000 8,000 25.00% 2,000 1,515 153
Golf Handicap Expense 4,500 4,500 0.00% - 4,154 4,064
Lessons 1,000 1,200 -16.67% (200) - 367
Materials & Supplies 132,800 107,850 23.13% 24,950 104,913 54,371
Memberships & Dues 5,000 5,000 0.00% - 2,975 788
Merchandise 132,594 219,000 -39.45% (86,406) 124,880 56,695
Printing & Binding 2,000 3,750 -46.67% (1,750) 1,701 354
Professional Services 225 225 0.00% - - -
Repairs & Maintenance 189,500 60,000 215.83% 129,500 148,533 4,847
Special Events / Camps 1,000 1,200 -16.67% (200) 1,335 325
Travel 2,000 1,700 17.65% 300 1,260 1,641
Training 2,000 1,000 100.00% 1,000 6,929 -
Uniforms & Shoes 5,000 5,000 0.00% - 4,239 4,089
Utilities 86,300 42,000 105.48% 44,300 138,992 100,437
Other Operating Costs 100 500 -80.00% (400) 503 29
Total Operating Costs 2,277,519 2,030,925 12.14% 246,594 1,779,084 1,470,892
Capital Outlay 52,500 0 0.00% 52,500 370,003 1,363,664
Debt Service 433,689 433,689 0.00% 0 430,850 405,942
Total Expenses $3,564,713 $3,179,874 12.10% $384,839 $3,054,858 $3,741,287
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel, operating and capital costs. The FY21 budget includes:
A personnel expenditure increase reflecting the addition of one (1) full-time Assistant Golf Professional;
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;
An operating expenditure increase in contractual services for the golf course maintenance contract (bunker
remediation);
An operating expenditure increase in repairs & maintenance for several maintenance projects:
o curbing;
o renovation of golf course bathrooms;
o replacement of sprinkler heads; and
o concrete screenings
A capital expenditure increase for the following projects:
o driving range mat replacement; and
o golf course clock
Village of North Palm Beach FY 2021 Adopted Budget Page 249 of 398
Summary FY 2021 FY 2020 Change
Full-Time 1 N/A +1
Part-Time 13 N/A +13
Tennis Supervisor
1 FT (+1 FT)
Recreation Assistant
5 PT (+5 PT)
Camp Counselor
1 PT (+1 PT)
Tennis
Instructors
Tennis FY 2021
General
Manager
Instructors 6 PT (+6 PT)
Head Tennis Pro 1 PT (+1 PT)
Tennis Operation transferred from the General Fund Budget to the Country Club Budget
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 250 of 398
Tennis FY 2021
Budget Summary
Note: Tennis Operations budget was transferred from the General Fund Budget to the Country Club Budget
as part of the FY21 Budgetary Process.
FY 2021 Budget
FY 2020
Budget
Personnel
Total Salary & Benefits $604,092 $0
Operating
Advertising 750 0
Charge Card Fee 9,200 0
Conferences & Seminars 600 0
Materials & Supplies 43,600 0
Memberships & Dues 750 0
Postage 200 0
Printing & Binding 1,000 0
Professional Services 42,000 0
Program Expense 2,500 0
Rental 500 0
Repairs & Maintenance 19,000 0
Special Events 5,000 0
Tennis Merchandise 8,500 0
Travel & Training - 0
Uniforms 2,000 0
Utilities 20,300 0
Other Operating Costs - 0
Total Operating Costs 155,900 0
Capital Outlay 17,000 0
TOTAL EXPENSES $776,992 $0
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 251 of 398
Pool FY 2021
General
Manager
Recreation
Assistant
2 PT (+2 PT)
Pool Manager (*)Pool Lifeguard
14 PT (+14 PT)
Summary FY 2021 FY 2020 Change
Full-Time 0 N/A No Change
Part-Time 16 N/A +16
Independent
Contractor 1N/A+1
(*) Independent Contractor
Pool Operation transferred from the General Fund Budget to the Country Club Budget
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 252 of 398
Pool FY 2021
Budget Summary
Note: Pool Operations budget was transferred from the General Fund Budget to the Country Club Budget
as part of the FY21 Budgetary Process.
FY 2021 Budget
FY 2020
Budget
Personnel
Total Salary & Benefits $111,074 $0
Operating
Charge Card Fee 1,200 0
Contractual Services 5,700 0
Licenses & Fees 500 0
Materials & Supplies 40,000 0
Memberships & Dues 500 0
Program Expense 48,000 0
Rental 5,000 0
Repairs & Maintenance 9,000 0
Travel & Training 1,500 0
Uniforms 3,500 0
Utilities 42,520 0
Other Operating Costs 0 0
Total Operating Costs 157,420 0
Capital Outlay 30,000 0
TOTAL EXPENSES $298,494 $0
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 253 of 398
Food & Beverage FY 2021
Budget Summary
FY 2021 Budget
FY 2020
Adopted
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/19
Actual
09/30/18
Operating
Charge Card Fee $0 $0 0.00% $0 $264 $166
Contractual Services 0 0 0.00% 0 0 0
Special Events 0 0 0.00% 0 0 1,410
Licenses & Fees 0 0 0.00% 0 558 2,676
Professional Services 0 30,000 -100.00% (30,000) 10,000 0
Solid Waste Disposal 0 0 0.00% 0 0 0
Utilities 0 0 0.00% 0 4,533 29,116
Other Operating Costs 20,000 20,000 0.00% 0 8,590 12,833
Total Operating Costs 20,000 50,000 -60.00%(30,000) 23,943 46,201
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $20,000 $50,000 -60.00%($30,000) $23,943 $46,201
Explanation of Increase / (Decrease):
The decrease in total expenses is due to the decrease in operating costs:
An overall decrease in other operating costs as compared to FY20, which included the final payment of the
Food & Beverage Broker’s commission.
Village of North Palm Beach FY 2021 Adopted Budget Page 254 of 398
Fee Schedule
FY 2021
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 255 of 398
Country Club Fee Schedule – Golf Membership Fees FY 2021
Credit Card Fee
A 2.25% fee will be charged for payment with a credit card. All fees shown below do not include the credit card fee.
Golf Membership Fees
FY2020 FY2021 % Increase Special Offers or Notes
Resident
Single $2,818.75 $2,903.00 3% Billed on October 1 and Jan
1 (60% and 40%) Family $4,262.50 $4,390.00 3%
Non-Resident
Single $4,062.50 $4,184.00 3% Billed on October 1 and Jan
1 (60% and 40%) Family $5,500.00 $5,665.00 3%
Golf Plus Resident
(Golf, Tennis & Pool)
Single $3,158.75 $3,254.00 3% Billed on October 1 and Jan
1 (60% and 40%) Family $4,775.00 $4,918.00 3%
Golf Plus Non-Resident
(Golf, Tennis & Pool)
Single $4,521.25 $4,657.00 3% Billed on October 1 and Jan
1 (60% and 40%) Family $6,158.75 $6,344.00 3%
N.P.B Business
Single $3,375.00 $3,476.00 3% Eligibility: Non-Residents
owning a business or rental
property within the Village. Family $4,750.00 $4,893.00 3%
Restricted
Single $1,600.00 $1,600.00
No Change Allows Residents unlimited
summer access Family $1,900.00 $1,900.00
Juniors
Resident $375.00 $375.00 No Change Junior Golfer Pass prices
will be the same for
Residents and Non-
Residents. Non Resident $ 400.00 $400.00 No Change
Unlimited Golf Cart
Program
Single $3,300.00 $3,300.00 No Change 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 $3,025.00 No Change
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
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 256 of 398
Country Club Fee Schedule – Golf Walk-In Rates FY 2021
Golf Walk – In Rates
Season Time
18-Hole Rates 9-Hole Rates
Weekday1
Rate
Weekend2
Rate Weekday1 Rate Weekend2
Rate
Fall Season
(Oct. 1, 2020 -
Nov. 20, 2020)
Morning $80.00 $90.00 $50.00 $55.00
After 12pm $70.00 $80.00 $50.00 $55.00
After 2:00pm $55.00 $60.00 $40.00 $40.00
After 4:00pm $50.00 $55.00 $40.00 $40.00
Holiday Season
(Nov. 21, 2020 -
Dec. 31, 2020)
Morning $105.00 $115.00 $55.00 $60.00
After 12pm $95.00 $105.00 $50.00 $55.00
After 2:00pm $65.00 $75.00 $45.00 $45.00
After 4:00pm N/A N/A $40.00 $40.00
Peak Season
(Jan. 1, 2021 -
April 12, 2021)
Morning $130.00 $140.00 $80.00 $85.00
After 12pm $120.00 $130.00 $70.00 $75.00
After 2:00pm $70.00 $75.00 $60.00 $65.00
After 4:00pm N/A N/A $50.00 $60.00
Spring Season
(April 13, 2021 -
May 31, 2021)
Morning $85.00 $95.00 $55.00 $60.00
After 12pm $75.00 $85.00 $50.00 $55.00
After 2:00pm $65.00 $75.00 $45.00 $50.00
After 4:00pm $55.00 $55.00 $40.00 $40.00
Summer Season
(June 1 , 2021 -
Sep. 30, 2021)
Morning $60.00 $65.00 $45.00 $50.00
After 12pm $55.00 $60.00 $40.00 $45.00
After 2:00pm $45.00 $45.00 $30.00 $35.00
After 4:00pm /
5:00pm $35.00 $35.00 $25.00 $30.00
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
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 257 of 398
Country Club Fee Schedule – Pool & Tennis FY 2021
Pool and Tennis
Notes for Pool and 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
Pool Membership Fees (Annual) Resident Non-Resident
Family $345.00 $355.00 $468.00 $482.00
Resident Single $175.00 $180.00 $260.00 $268.00
Junior (17 & under) $95.00 $98.00 $115.00 $118.00
Masters (training only ) $115.00 $118.00 $160.00 $165.00
Summer Single $69.00 $71.00 $100.00 $103.00
Summer Family $130.00 $134.00 $185.00 $191.00
Pool Fees (Daily)
Adult $5.00 $8.00
Child (4 yrs – 13 yrs) $5.00 $3.00 $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 $824.00 $1,000.00 $1,030.00
Single $600.00 $618.00 $800.00 $824.00
Junior (17 & under) $115.00 $118.00 $125.00 $129.00
Junior Tennis Academy Membership $75.00 $75.00
Summer Single $400.00 $412.00 $450.00 $464.00
Summer Family $450.00 $464.00 $500.00 $515.00
Tennis & Pool Combined Membership Fees (Annual)
Junior $179.00 $184.00 $204.00 $210.00
Single $659.00 $679.00 $901.00 $928.00
Family $974.00 $1,003.00 $1,249.00 $1,286.00
Master $608.00 $626.00 $816.00 $840.00
Tennis Team League Fee (Annual) $660.00 $680.00 $660.00 $680.00
Tennis Guest Fees (Daily)
Guest Fees (Juniors – 17 & under) $8.00 $8.00
Guest Fees (Adults – 18 & over) $12.00 $ 12.00
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 258 of 398
Pay Plan
FY 2021
Village of North Palm Beach FY 2021 Adopted Budget Page 259 of 398
Comprehensive Pay Plan FY 2021
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, 2020. 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 (AD&D), and Long Term Disability
(LTD) plans.
Personnel Changes
Additions / Deletions
Add one (+1) p/t Permit & Licensing Tech position (pay grade 109) / Add one (+1) p/t Administrative Assistant
position (pay grade 108) / Delete one (-1) f/t Permit & Licensing Tech position (pay grade 109);
Delete one (-1) f/t Irrigation Technician position (pay grade 104);
Add one (+1) p/t Administrative Assistant position in Fire Rescue (pay grade 108);
Add one (+1) f/t Assistant Golf Professional position (pay grade 109);
Delete one (-1) p/t Country Club Attendant position (pay grade 101);
Add one (+1) p/t Head Tennis Professional position;
Add one (+1) f/t Administrative Coordinator position (pay grade 109) / Delete one (-1) p/t Administrative
Coordinator position (pay grade 109);
Delete one (-1) f/t Pool Supervisor position (pay grade 112);
Delete one (-1) f/t License & Permit Supervisor (pay grade 113) / Add one (+1) f/t License & Permitting
Coordinator (pay grade 110);
Add one (+1) f/t Human Resources Analyst position (pay grade 110) / Delete one (-1) p/t Human Resources
Analyst position (pay grade 110);
Add one (+1) p/t Administrative Assistant position (pay grade 108) / Delete one (-1) f/t Administrative
Assistant position (pay grade 108);
Add one (+1) temporary p/t Functional Manager position (pay grade 115) / Delete one (-1) temporary p/t
Purchasing Manager position (pay grade 115); and
Add one (+1) f/t Sanitation Foreman position (pay grade 110) / Delete one (-1) f/t Sanitation Driver position
(pay grade 107).
Summary of Personnel Changes
Net Changes for 2020/2021
Fiscal Year Full-time Positions Part-time Positions
2020 153 102
2021 152 104
Net change - 1 position + 2 positions
Village of North Palm Beach FY 2021 Adopted Budget Page 260 of 398
Comprehensive Pay Plan FY 2021
Pension
For Fiscal Year 2020/2021, 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 12% 6%
ICMA-RC Pension Plan 15% 3%, 5%, 10% or 15%
Police and Fire Pension Plan 16%
7% (*)
(*) 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 moderate claims experience, the Gehring Group, the Village’s insurance broker,
negotiated with Cigna to secure a zero overall increase for medical, dental, life, AD&D, and LTD coverage
for FY 2021.
continued on next page
Village of North Palm Beach FY 2021 Adopted Budget Page 261 of 398
Comprehensive Pay Plan FY 2021
2021 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 2021 Open
Enrollment will receive a one-time funding amount to their Health Savings Accounts 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 2021 Adopted Budget Page 262 of 398
Comprehensive Pay Plan FY 2021
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
No change will be made to pay ranges for FY2021. Bargaining unit employees shall receive base wage increases 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 FOR FULL-TIME EMPLOYEES
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.
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 $ 1,800.00
Successful Level I to Exceptional Level I $ 1,500.00
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.
Village of North Palm Beach FY 2021 Adopted Budget Page 263 of 398
Comprehensive Pay Plan FY 2021
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.
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 TEMPORARY ASSIGNMENT AT 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.
Village of North Palm Beach FY 2021 Adopted Budget Page 264 of 398
Comprehensive Pay Plan FY 2021
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 retirement 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 in 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.
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.
Village of North Palm Beach FY 2021 Adopted Budget Page 265 of 398
Comprehensive Pay Plan FY 2021
Sick Leave Pool – A voluntary sick leave pool may be established for a regular, non-probationary, full-time
employee who has exhausted or depleted all accrued leave hours (sick, vacation, etc.) on an employee-only
FMLA-eligible illness (not applicable to an illness incurred by a family or service member). A Sick Leave Pool
whereby an employee is permitted to use up to 240 hours of sick pay as determined by the amount of sick leave
time donated by other employees on a Village-wide basis must be initiated in writing by the employee’s
Department Head and approved by the Village Manager.
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.
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.
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.
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 2021 Adopted Budget Page 266 of 398
PT FT Class Title Union Pay Grade FLSA Hrly Min Hrly Max Annual Min Annual Max
7 TENNIS INSTRUCTOR NU INSTRUCTOR N 35.00$ 62.50$ 36,400.00$ 65,000.00$
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$
25 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$
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$
17 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$
5 ADMINISTRATIVE 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$
3 ASSISTANT GOLF PROFESSIONAL NU 109 N 18.51$ 29.62$ 38,500.80$ 61,609.60$
12PERMIT & LICENSE TECHNICIAN FPE 109 N 18.51$ 29.62$ 38,500.80$ 61,609.60$
6 ADMINISTRATIVE 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 LICENSE & PERMITTING COORDINATOR NU 110 N 19.62$ 31.39$ 40,809.60$ 65,291.20$
1 SANITATION FOREMAN FPE 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 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 SANITATION SUPERVISOR NU 113 E 23.37$ 37.39$ 48,609.60$ 77,771.20$
2 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 FUNCTIONAL 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$
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$
(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 $27.68
Pay Plan Ranges FY 2021
Village of North Palm Beach FY 2021 Adopted Budget Page 267 of 398
PT FT Class Title Union Pay Grade FLSA Hrly Min Hrly Max Annual Min Annual Max
(P/T positions shown with F/T annual rate for categorization purposes only)
All union pay / positions are shown for categorization purposes only and are subject to ratification of Collective Bargaining Agreements
Pay Plan Ranges FY 2021
1 POLICE CAPTAIN NU 122 E 40.23$ 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 DEPUTY POLICE CHIEF 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
15 FIREFIGHTER/MEDIC IAFF 202 N 22.72$ 36.36$ 56,720.55$ 90,752.89$
1 DRIVER ENGINEER/EMT IAFF 203 N 23.12$ 37.00$ 57,712.60$ 92,340.16$
2 DRIVER ENGINEER/MEDIC IAFF 204 N 24.64$ 39.42$ 61,500.44$ 98,400.69$
3 FIRE RESCUE CAPTAIN IAFF 206 N 29.03$ 46.45$ 72,469.53$ 115,951.25$
1 RECORDS CLERK PBA 300 N 24.91$ 39.85$ 51,809.20$ 82,894.71$
24 POLICE OFFICER PBA 302 N 27.99$ 44.78$ 58,212.81$ 93,140.50$
6 POLICE SERGEANT PBA 306 N 35.33$ 56.53$ 73,492.33$ 117,587.74$
104 152
Compensation Established by Contract
Village of North Palm Beach FY 2021 Adopted Budget Page 268 of 398
Five-Year Position History FY 2021
Village of North Palm Beach FY 2021 Adopted Budget Page 269 of 398
Village Employees by Function FY 2021
Function FY
2016
FY
2017
FY
2018
FY
2019
FY
2020
FY
2021
General Government
Village Manager
Full-Time 2 4 4 4 4 4
Part-Time 0 1 1 1 1 0
Information Technology
Full-Time 3 3 3 3 3 3
Part-Time 0 0 0 0 1 1
Human Resources
Full-Time 2 2 2 2 2 2
Part-Time 2 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 5 6 6 6 6
Part-Time 0 1 0 0 0 0
Public Works
Full-time 34 36 37 37 37 36
Part-Time 0 0 0 2 2 2
Public Safety
Police
Full-time 36 36 38 38 38 38
Part-Time 13 13 15 15 15 15
Fire Rescue
Full-time 24 24 24 24 24 24
Part-Time 0 0 0 0 0 1
Community Development
Full-Time 12 13 14 15 15 14
Part-Time 0 1 1 1 0 2
Leisure Services
Library
Full-Time 7 7 7 7 7 7
Part-Time 9 9 7 7 9 9
Recreation
Full-Time 6 6 6 6 5 5
Part-Time 43 43 42 42 16 17
Pool & Tennis
Full-Time Separated from Recreation in FY20 Budget
& transferred to CClub in FY21 Budget
2 Club
Budget Part-Time 28
Other Government - Country Club
Full-time 8 8 5 6 7 10
Part-Time 65 62 27 27 28 55
TOTAL 276 279 244 248 255 256
Village of North Palm Beach FY 2021 Adopted Budget Page 270 of 398
Capital Improvement Plan
FY 2021
Village of North Palm Beach FY 2021 Adopted Budget Page 271 of 398
Capital Improvement Plan FY 2021
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 2021 Adopted Budget Page 272 of 398
Capital Improvement Plan FY 2021
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 2021 Adopted Budget Page 273 of 398
Capital Improvement Plan FY 2021
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 2021 Adopted Budget Page 274 of 398
Capital Improvement Plan FY 2021
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 2021, this amounts to $121 million (tax base of $2.4
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 2021 Adopted Budget Page 275 of 398
Capital Improvement Plan FY 2021
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 2021 Adopted Budget Page 276 of 398
Capital Improvement Plan FY 2021
The first year (2021) is the most active and important year of the CIP. The total budget request for capital
improvements in FY 2021 is $1,371,450 and will be funded as follows: $300,000 will be funded with Grant
Funds, $580,000 will be funded with infrastructure surtax proceeds, $72,500 will be with Country Club
proceeds and $418,950 will be funded with CIP Funds. A brief summary of the first year of the plan (2021)
is as follows:
Description Country
Club
CIP Grant Surtax Total
Anchorage Park Dry Storage $0 $200,000 $200,000 $0 $400,000
Asphalt Resurfacing - Streets 310,000 310,000
Battery Extrication Tool 19,500 19,500
Breathing Air Compressor & Fill Station 68,000 68,000
Bridge Improvement - Prosperity Farms 170,000 170,000
Golf Course Clock 15,000 15,000
Community Center Playground 50,000 50,000
Driving Range Mat Replacement 27,500 27,500
Lakeside Park Playground 35,000 35,000
Library Air Handler Replacement 71,450 71,450
Osborne Park Basketball Courts 50,000 50,000
Poolside Cabanas 30,000 30,000
Sidewalk Repairs 100,000 100,000
US1 Study 25,000 25,000
Total Projects $72,500 $418,950 $300,000 $580,000 $1,371,450
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 (2021 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 2021 Adopted Budget Page 277 of 398
CIP – Impact on Operating Budget FY 2021
As shown in the table below, the FY 2021 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 Battery Extrication
Tool
Lithium-ion battery powered
extrication tools for rescues. $19,500
No operating impact. This project
is consistent with the goal of
providing high quality level of
service to the community.
Equipment
Breathing Air
Compressor & Fill
Station Replacement
A 6000 p.s.i compressor, four
cylinder filling station and
high-pressure cascade
cylinders.
68,000 No operating impact. Replacement
of existing equipment.
Equipment Golf Course Clock Clock to be placed adjacent to
the putting green. 15,000
No operating impact. This project is
consistent with the goal of
enhancing the Country Club image.
Equipment
Community Center
Playground
Replacement
Replace playground at the
Community Center 50,000 No operating impact. Replacement
of existing equipment.
Equipment
Lakeside Park
Playground
Renovation
Renovation of existing
playground structure. Project
to include additional
components and shade areas
35,000 No operating impact. Replacement
of existing equipment
Equipment Library Air Handler
Replacement
Replace air handler per
architect specifications 71,450 No operating impact. Replacement
of existing equipment
Equipment Poolside Cabanas Addition of cabanas on pool
deck 30,000
No operating impact. This project is
consistent with the goal of
enhancing the Country Club Image.
Improvement
Renovation of
Osborne Park
Basketball Courts
Renovation of the basketball
courts at Osborne Park. 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 Driving Range Mat
Replacement Replace existing mats 27,500
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.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 278 of 398
CIP – Impact on Operating Budget FY 2021
Category Project Description Estimated
Cost Operating Budget Impact
Improvement US1 Study US1 Lane Resurfacing Pilot
Program 25,000
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 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 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.
Improvement Anchorage Park Dry
Storage
Renovation of the north side
dry storage area at
Anchorage Park
400,000
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
Prosperity Farms
Bridge Improvement
PBC is replacing bridge.
PBC is open to Village
design input, but Village will
need to pay for construction
that goes above and beyond
PBC’s established design
standards.
170,000
No significant impact. Consultant
design services and payment to
PBC to construct Village desired
Master Plan elements as a part of
the bridge construction.
Total $ 1,371,450
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 279 of 398
Capital Improvement Plan Summary FY 2021
Fiscal Year 2021-2025 Five-Year CIP Summary – By Category and Funding Source
By Category
Category FY
2021
FY
2022
FY
2023
FY
2024
FY
2025 Total
Vehicles $0 $181,000 $43,000 $88,000 $135,000 $447,000
Equipment 217,500 363,500 320,000 326,000 0 1,227,000
Technology 0 0 43,900 0 0 43,900
Village Facilities 71,450 241,450 210,000 250,000 110,000 882,900
Recreational Facilities 0 100,000 0 750,000 0 850,000
Park Development 477,500 470,000 224,000 0 0 1,171,500
Streets 605,000 710,000 1,210,000 810,000 1,510,000 4,845,000
Storm-water 0 150,000 550,000 550,000 550,000 1,800,000
Total (Category) $1,371,450 $2,215,950 $2,600,900 $2,774,000 $2,305,000 $11,267,300
By Funding Source
Funding Source FY
2021
FY
2022
FY
2023
FY
2024
FY
2025 Total
General Revenues $418,950 $854,450 $268,900 $807,000 $205,000 $2,554,300
Country Club 72,500 219,500 0 0 0 292,000
Infrastructure Surtax 580,000 545,000 600,000 500,000 500,000 2,725,000
Grant Funding 300,000 552,500 1,182,000 917,000 1,025,000 3,976,500
Other 0 44,500 550,000 550,000 575,000 1,719,500
Total (Funding Source) $1,371,450 $2,215,950 $2,600,900 $2,774,000 $2,305,000 $11,267,300
Village of North Palm Beach FY 2021 Adopted Budget Page 280 of 398
Capital Improvement Plan FY 2021
Total 5 Year CIP = $11,267,300
By Category (in millions)
By Funding Source (in millions)
Village of North Palm Beach FY 2021 Adopted Budget Page 281 of 398
Capital Improvement Plan FY 2021
5-Year CIP (by Project)
Project Title FY
2021
FY
2022
FY
2023
FY
2024
FY
2025 Total
Vehicles
Public Works
Grapple Truck Replacement $181,000 $181,000
Kubota Replacement 43,000 88,000 135,000 266,000
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
Recreation
Lakeside Park Playground Renovation 35,000 35,000
Community Center Playground 50,000 50,000
Public Safety Building
Chiller Replacement 80,000 80,000
Emergency Generator 250,000 250,000
Public Works
Construction Equipment Replacement 110,500 110,500
Emergency Generator 28,000 28,000
IT
LPR Cameras 41,000 41,000
Police
Patrol Boat Engine 50,000 50,000
Village Hall
Chiller Replacement 76,000 76,000
Country Club
Golf Course Clock 15,000 15,000
Launch Monitor 25,000 25,000
Submersible Swim Wall Dividers 89,000 89,000
Poolside Cabanas 30,000 30,000
Inflatable Obstacle Course 20,000 20,000
Information / Communication Technology
Web-streaming 43,900 43,900
Village of North Palm Beach FY 2021 Adopted Budget Page 282 of 398
Capital Improvement Plan FY 2021
Project Title FY
2021
FY
2022
FY
2023
FY
2024
FY
2025 Total
Village Facilities
Public Safety Building
Fire Kitchen Remodel 80,000 $80,000
A/C Automation 120,000 120,000
Uninterruptable Power Supply 90,000 90,000
Air Handler Replacement 90,000 90,000
Library
Front Lobby Renovation 50,000 50,000
Air Handler Replacement 71,450 71,450 142,900
Village Hall
Roof Replacement 250,000 250,000
Public Works Complex
PW Complex Renovation 60,000 60,000
Recreational Facilities
Community Center
Renovation &
Roof Replacement 500,000 500,000
Country Club
Tennis Court Lighting 250,000 250,000
Tennis Court Fencing 100,000 100,000
Park Development
Community Center
Park Enhancement 250,000 250,000
Osborne Park
Renovation of Basketball courts 50,000 ,50,000
Country Club
Driving Range Mats 27,500 27,500
Pond Beautification 200,000 200,000
Anchorage Park
Dry Storage 400,000 400,000
Boat Ramp Renovation 107,000 107,000
South Seawall 20,000 117,000 137,000
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 283 of 398
Capital Improvement Plan FY 2021
Project Title FY
2021
FY
2022
FY
2023
FY
2024
FY
2025 Total
Streets
Asphalt Resurfacing-Streets 310,000 310,000 310,000 310,000 310,000 $1,550,000
East Alley Wall Replacement 100,000 100,000 100,000 100,000 400,000
Sidewalk Repairs 100,000 100,000 100,000 100,000 100,000 500,000
Bridge Replacement - Lighthouse 250,000 250,000 500,000
Bridge Improvement - Prosperity Farms 170,000 170,000
Bridge Improvement - US1 500,000 500,000
Seawall - Lakeside Park 750,000 750,000
Seawall - Monet Road 50,000 50,000
US1 Study 25,000 25,000
Parking Lot - Anchorage Park 25,000 200,000 225,000
Public Works Drainage & Wash Rack 175,000 175,000
Storm-water
Storm-water 150,000 550,000 550,000 550,000 1,800,000
Grand Total $1,371,450 $2,215,950 $2,600,900 $2,774,000 $2,305,000 $11,267,300
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 284 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
All Neighborhoods as Desirable Places to Live Public Works
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 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. All residents and
commercial businesses require grapple trucks to pick up large piles of vegetation and bulk trash
collection.
To maintain a high quality of service for Village residents, Sanitation collection vehicles must be
replaced on a regular schedule.
Unit 70 is a 2003 with 19,603 hours. It is 17 years old. The average life span for sanitation vehicles is
8-10 years. Due to the service level requirements, as the vehicle gets older and deteriorates the
repair costs will increase significantly.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 285 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Grapple Truck Replacement
Strategic Result :All Neighborhoods as Desirable Places to Live
Department :Public Works
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Vehicle(s) 181,000 181,000
Equipment 0
Other 0
Total Budget $0 $181,000 $0 $0 $0 $181,000
Funding Sources :
General revenues $181,000 $181,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $181,000 $0 $0 $0 $181,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
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 2021 Adopted Budget Page 286 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
All Neighborhoods as Desirable Places to Live Public Works
Project Name :Year(s) :2023-2025
Kubota Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
2023 - Kubota K-2 (will be 8 years old)
2024 - Kubota K-3 and K-4 (will be 9 years old)
2025 - Kubota K-5, K-6 and K-7 (will be 10 years old)
Kubotas are new design so we are monitoring to see what their lifespan is for the Village's specialized
use. They may not last this long, but we'll evaluate annually.
The three criteria that are considered when establishing the replacement schedule are mileage, age
and maintenance. The Kubotas are specially designed units that meet the service level requirements of
the Village. Due to the daily usage of the Kubotas, maintenance and repair costs are high. Unit K-4
recently went out for repairs and the repair cost for this unit alone is close to $9000. Having the
Kubotas on a regular replacement schedule helps maintain lower maintenance and repair costs.
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. Specialized sanitation
collection (5 day a week/backdoor service) is a high priority for the residents in the community.
Replacement of Kubotas as they reach the end of their lifespan.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 287 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Kubota Replacement
Strategic Result :All Neighborhoods as Desirable Places to Live
Department :Public Works
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Vehicle(s) 43,000 88,000 135,000 266,000
Equipment 0
Other 0
Total Budget $0 $0 $43,000 $88,000 $135,000 $266,000
Funding Sources :
General revenues $43,000 $88,000 $135,000 $266,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $0 $43,000 $88,000 $135,000 $266,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
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 2021 Adopted Budget Page 288 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
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 allow 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 2021 Adopted Budget Page 289 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Breathing Air Compressor & Fill Station Replacement
Strategic Result :Organizational Excellence
Department :Fire Rescue
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Vehicle 0
Equipment 68,000 68,000
Other 0
Total Budget $68,000 $0 $0 $0 $0 $68,000
Funding Sources :
General revenues $68,000 $68,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $68,000 $0 $0 $0 $0 $68,000
Operating Impact :
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
This equipment is vital to the continuance of providing high quality,
critical fire service to the community
Minimal impact on operating budget. Replacement of existing,
outdated equipment with modern, state-of-the-art equipment.
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 290 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Organizational Excellence Fire Rescue
Project Name :Year(s) :2023
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
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 291 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Cardiac Monitor/Defibrillator Replacement
Strategic Result :Organizational Excellence
Department :Fire Rescue
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Vehicle 0
Equipment 160,000 160,000
Other 0
Total Budget $0 $0 $160,000 $0 $0 $160,000
Funding Sources :
General revenues $40,000 $40,000
Impact fees 0
Grant revenues 120,000 120,000
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $0 $160,000 $0 $0 $160,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Minimal impact on operating budget. This equipment is vital to the
continuance of providing high quality, critical medical care to the
community.
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.
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 292 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Organizational Excellence Fire Rescue
Project Name :Year(s) :2023
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 2021 Adopted Budget Page 293 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Power Stretcher Replacement
Strategic Result :Organizational Excellence
Department :Fire Rescue
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Vehicle 0
Equipment 80,000 80,000
Other 0
Total Budget $0 $0 $80,000 $0 $0 $80,000
Funding Sources :
General revenues $20,000 $20,000
Impact fees 0
Grant revenues 60,000 60,000
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $0 $80,000 $0 $0 $80,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Minimal impact on operating budget. This equipment is vital to the
continuance of providing high-quality, critical medical care to the
community.
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.
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 294 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
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 2021 Adopted Budget Page 295 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :
Strategic Result :
Department :
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Equipment 19,500 19,500
Vehicle 0
Other 0
Total Budget $19,500 $0 $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 $19,500 $0 $0 $0 $0 $19,500
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
The addition of these tools should have no fiscal impact beyond the
initial purchase cost. This project is consistent with the goal of
providing high quality level of service to the community.
Lithium-Ion Battery Powered Extrication Tool
Organizational Excellence
Fire Rescue
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 296 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
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 existing playground structure. Additional components and shade areas will be added.
Many of the components on the existing structure were removed due to safety concerns. New
components will be added that will blend in with the existing structure. Adding shade to the
playground will create a safer and more pleasant experience.
Staff will engage the Friends of Lakeside Park regarding the new design. The addition of shade
structures in this area will need to be carefully analyzed to avoid impacting the views from the
adjacent homes.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 297 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Lakeside Park Playground Renovation
Strategic Result :Waterways & Recreation
Department :Parks & Recreation
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Vehicle 0
Equipment 35,000 35,000
Other 0
Total Budget $35,000 $0 $0 $0 $0 $35,000
Funding Sources :
General revenues $35,000 $35,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $35,000 $0 $0 $0 $0 $35,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment: No operating impact. Replacement of existing equipment.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 298 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Waterways & Recreation Parks & Recreation
Project Name :Year(s) :2021
Community Center Playground Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
The existing playground at the Community has had several components removed due to safety
concerns. The remaining structure is limited in its function and is unsightly in appearance.
The playground at the Community Center gets a lot of use not only from the children that live in the
neighborhood but also when there are family related athletic leagues and programs that play on the
outdoor playing fields at that facility. Due to improper maintenance along with it's age, the entire
system should to be replaced.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 299 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Community Center Playground Replacement
Strategic Result :Waterways & Recreation
Department :Parks & Recreation
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Vehicle 0
Equipment 50,000 50,000
Other 0
Total Budget $50,000 $0 $0 $0 $0 $50,000
Funding Sources :
General revenues $0
Impact fees 0
Grant revenues 50,000 50,000
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $50,000 $0 $0 $0 $0 $50,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
This project will be funded entirely through a Florida Recreation
Development Assistance Program Grant (FRDAP) in the amount of
$50,000.
No operating impact. This project will maintain the Village's focus on
improving its parks and playgrounds.
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 300 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Organizational Excellence Public Works
Project Name :Year(s) :2023
Public Safety A/C Chiller Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Public Safety Building A/C Chiller Replacement.
The Public Safety Building is a 7 day a week, 24-hour operation, housing our Police and Fire
Departments. The Public Safety Building also serves at the Village's Emergency Operations Center
during emergency events. In 2020, two (2) chiller coils were replaced. The chiller system is
deteriorating.
A/C Chiller is already past its seven (7) year life expectancy.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 301 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :
Strategic Result :
Department :
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Equipment 80,000 80,000
Vehicle 0
Other 0
Total Budget $0 $0 $80,000 $0 $0 $80,000
Funding Sources :
General revenues $0
Impact fees 0
Grant revenues 80,000 80,000
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $0 $80,000 $0 $0 $80,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
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.
Public Safety Chiller Replacement
Organizational Excellence
Public Works
No significant impact. Capital expenditure is designed to replace
existing equipment.
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 302 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Organizational Excellence Public Works
Project Name :Year(s) :2024
Public Safety Building Emergency Generator
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Public Safety Building emergency generator.
This generator is over 20 years old and is in need of replacement.
The Public Safety Building is the Village's Emergency Operation Center (EOC) during the Hurricane Season
Emergency generator for Public Safety Building.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 303 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :
Strategic Result :
Department :
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Equipment 250,000 250,000
Vehicle 0
Other 0
Total Budget $0 $0 $0 $250,000 $0 $250,000
Funding Sources :
General revenues $0
Impact fees 0
Grant revenues 250,000 250,000
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $0 $0 $250,000 $0 $250,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
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.
Public Safety Building Emergency Generator
Organizational Excellence
Public Works
No significant impact. Capital expenditure is designed to replace
existing generator.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 304 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result : Department :
All Neighborhoods as Desirable Places to Live Public Works
Project Name :Year(s) :2022
Construction Equipment Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Replacement of John Deere 310 Loader/Backhoe.
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 (3) criteria that are considered when establishing the replacement schedule for construction
equipment are hours, age and maintenance cost.
The existing John Deere 310 is 21 years old. The Loader/Backhoe is an essential piece of equipment to the
Public Works Department. It is used in several key operations including but not limited to: sidewalk
repair/replacement, hauling dirt, hauling base rock for road repairs (potholes), stormwater repair/replacement,
off loading trucks, etc.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 305 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Construction Equipment Replacement
Strategic Result :All Neighborhoods as Desirable Places to Live
Department :Public Works
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Vehicle 0
Equipment 110,500 110,500
Other 0
Total Budget $0 $110,500 $0 $0 $0 $110,500
Funding Sources :
General revenues $110,500 $110,500
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $110,500 $0 $0 $0 $110,500
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment: No significant impact. New warranty will cover most repair items and
regular maintenance costs will be less.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 306 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Organizational Excellence Public Works
Project Name :Year(s) :2022
PW Emergency Generator Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Emergency Generator for Pubic Works Complex.
The existing generator of Public Works is the 1973 unit that was removed from the old Village Hall.
The emergency generator at Public Works is used to run the Village's fuel pumps and lights. It is
critical that Public Works is able to fully operate before, during and after a natural disaster. The
replacement of the old unit with a new 70 kw generator will ensure that all Public Works operations
will be uninterrupted at all times.
Emergency Generator to run Public Works Complex.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 307 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :
Strategic Result :
Department :
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design $0
Engineering $0
Construction $0
Equipment $28,000 $28,000
Vehicle $0
Other $0
Total Budget $0 $28,000 $0 $0 $0 $28,000
Funding Sources :
General revenues $28,000 $28,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $28,000 $0 $0 $0 $28,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
No significant impact. Capital expenditure is designed to replace
existing generator.
PW Emergency Generator Replacement
Organizational Excellence
Public Works
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 308 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result : Department :
Organizational Excellence Information Technology
Project Name : Year(s) :2022
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 2021 Adopted Budget Page 309 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :LPR Lakeside Park
Strategic Result :Organizational Excellence
Department :Information Technology
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Vehicle 0
Equipment 41,000 41,000
Other 0
Total Budget $0 $41,000 $0 $0 $0 $41,000
Funding Sources :
General revenues $41,000 $41,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $41,000 $0 $0 $0 $41,000
Operating Impact:
Personnel $0
Operating 8,000 8,000 8,000 24,000
Capital 0
Other 0
Total Operating $0 $0 $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 2021 Adopted Budget Page 310 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result : Department :
Organizational Excellence Police
Project Name : Year(s) :2022
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 2022.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 311 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Patrol Boat Engine Replacement
Strategic Result :Organizational Excellence
Department :Police
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Vehicle 0
Equipment 50,000 50,000
Other 0
Total Budget $0 $50,000 $0 $0 $0 $50,000
Funding Sources :
General revenues $50,000 $50,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $50,000 $0 $0 $0 $50,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
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 2021 Adopted Budget Page 312 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Organizational Excellence Public Works
Project Name :Year(s) :2024
Village Hall Chiller Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Village Hall A/C chiller replacement.
Two (2) chiller coils were replaced in 2020. The bottom of the unit is failing and the system is
deteriorating. If the chiller goes down, a temporary chiller would need to be rented in order to keep
Village Hall up and running until a replacement chiller can be ordered, delivered and installed. The
rental of an A/C chiller is approximately $7,000/week.
A/C chiller is past its seven (7) year life expectancy.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 313 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :
Strategic Result :
Department :
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Equipment 76,000 76,000
Vehicle 0
Other 0
Total Budget $0 $0 $0 $76,000 $0 $76,000
Funding Sources :
General revenues $76,000 $76,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $0 $0 $76,000 $0 $76,000
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 chillers.
Village Hall Chiller Replacement
Organizational Excellence
Public Works
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 314 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Financial Sustainability Country Club Golf
Project Name :Year(s) :2021
Clock
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Purchasing and placing of a big green clock adjacent to putting green. Clock to be seen by golfers
in multiple locations
Continued enhancement of the Country Club Image
Ensure Viability of Country Club
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 315 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :
Strategic Result :
Department :
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Equipment 15,000 15,000
Vehicle 0
Other 0
Total Budget $15,000 $0 $0 $0 $0 $15,000
Funding Sources :
Club Revenues $15,000 $15,000
Grant revenues 0
Other 0
Total Revenues $15,000 $0 $0 $0 $0 $15,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment: No operating impact. Project is consistent with the goal of
continued enhancement of the Country Club Image
Clock
Financial Sustainability
Country Club Golf
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 316 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Financial Sustainability Country Club Golf
Project Name :Year(s) :2022
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
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 317 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :
Strategic Result :
Department :
2021 2022 2023 2024 2025 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
Grant revenues 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:No operating impact. Replacement of existing equipment.
Launch Monitor
Financial Sustainability
Country Club Golf
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 318 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Waterways & Recreation Pool
Project Name :Year(s) :2022
Submersible Swim Wall Dividers
Project Description :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Swim wall system pool dividers to segment the country club swimming pool into multiple smaller areas in
order to maximize pool space for a variety of aquatic activities
Addition of swim wall dividers maximize aquatic activites allowing more swimming pool patrons in the
pool at the same time. Wall sections can span the entire width of a pool, doubling the number of swim
lanes, or can section off virtually any area of the pool to create space for a wide variety of aquatic activity
such as recreational, water aerobics, dive well and lap swimming simultaneously. Overall benefit is a
more diverse aquatics program creating more revenue opportunities.
Estimated cost $89,000. Could be a partnership opportunity with NPB Swim Team.
Waterways & Recreation
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 319 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :
Strategic Result :
Department :
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Equipment 89,000 89,000
Vehicle 0
Other 0
Total Budget $0 $89,000 $0 $0 $0 $89,000
Funding Sources :
Club revenues $44,500 $44,500
Grant revenues 0
Other 44,500 44,500
Total Revenues $0 $89,000 $0 $0 $0 $89,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
No operating impact. This project is consistent with the goal of
enhancing the Country Club image.
Submersible Swim Wall Dividers
Waterways & Recreation
Pool
Possibility of Swim Team partnership (50%)
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 320 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Waterways & Recreation Pool
Project Name :Year(s) :2021
Poolside Cabanas
Project Description :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Poolside cabanas
Addition of cabanas will enhance the country club's swimming pool deck allowing pool patrons to rent the
cabanas for family outings and private parties. Overall benefit is a more diverse aquatics program
creating more revenue opportunities.
Estimated cost $30,000 depending on # cabanas and furniture
Waterways & Recreation
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 321 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :
Strategic Result :
Department :
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Equipment 30,000 30,000
Vehicle 0
Other 0
Total Budget $30,000 $0 $0 $0 $0 $30,000
Funding Sources :
Club revenues $30,000 $30,000
Grant revenues 0
Other 0
Total Revenues $30,000 $0 $0 $0 $0 $30,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment: No operating impact. This project is consistent with the goal of
enhancing the Country Club image.
Poolside Cabanas
Waterways & Recreation
Pool
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 322 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Waterways & Recreation Pool
Project Name :Year(s) :2022
Inflatible Obstacle Course
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Packed full of obstacles for the ultimate 'Wipeout' challenge! Over, under, around and through,
negotiate the wall...the Alstonville Adventurer has it all! At 26 m (over 85 ft) long, this is our longest
pad-based constant airflow obstacle course design that is absolutely packed with obstacles to
challenge the agility, speed and balance for users of all ages.
Addition of Inflatible Obstacle Course to rent for private parties and special events will generate
revenues, memberships and overall member, guest and resident satisfaction.
Approximate Cost: $15K-$20K
DIMENSIONS
Length: 26 m (85.3 ft)
Width: 1.8 m (5.9 ft)
Standard Slide Height: 1.7 m (5.6 ft)
Maximum Obstacle Height: 1.7 m (5.6 ft)
Approx. Weight: 200 kg (441 lbs)
Approx. Packed Size: 1.1 m (3.6 ft) x 0.8 m (2.6 ft) x 0.7 m (2.3 ft)
Waterways & Recreation
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 323 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :
Strategic Result :
Department :
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Equipment 20,000 20,000
Vehicle 0
Other 0
Total Budget $0 $20,000 $0 $0 $0 $20,000
Funding Sources :
Club revenues $20,000 $20,000
Grant revenues 0
Other 0
Total Revenues $0 $20,000 $0 $0 $0 $20,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment: No operating impact. This project is consistent with the goal of
enhancing the Country Club image.
Inflatible Obstacle Course
Waterways & Recreation
Pool
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 324 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
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 2021 Adopted Budget Page 325 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Webstreaming
Strategic Result :Organizational Excellence
Department :Information Technology
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Equipment 43,900 43,900
Vehicle 0
Other 0
Total Budget $0 $0 $43,900 $0 $0 $43,900
Funding Sources :
General revenues $43,900 $43,900
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $0 $43,900 $0 $0 $43,900
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
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 2021 Adopted Budget Page 326 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Organizational Excellence Public Safety Building
Project Name :Year(s) :2022
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 2021 Adopted Budget Page 327 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Fire Rescue Kitchen Remodel
Strategic Result :Organizational Excellence
Department :Public Safety Building
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 80,000 80,000
Vehicle 0
Equipment 0
Other 0
Total Budget $0 $80,000 $0 $0 $0 $80,000
Funding Sources :
General revenues $0
Impact fees 0
Grant revenues 80,000 80,000
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $80,000 $0 $0 $0 $80,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Minimal impact on operating budget. The project will require staff
time to develop specs, prepare plans and bid documents, and
monitor progress of project.
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.
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 328 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Organizational Excellence Public Works
Project Name :Year(s) :2023
Public Safety A/C Automation
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Public Safety Building A/C Automation.
This will reduce energy costs and better temperature control of individual spaces throughout the
building. This system will also control humidity in the building. The Village Hall A/C Automation
project paid for itself within five (5) years.
This has proven to be a good strategy in other Village facilities such as Village Hall.
This project will allow remote access and the ability to control the temperature and thermostats at
all times. The system can also send alerts of when area temperature levels get too hot or cold.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 329 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :
Strategic Result :
Department :
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Equipment 120,000 120,000
Vehicle 0
Other 0
Total Budget $0 $0 $120,000 $0 $0 $120,000
Funding Sources :
General revenues $0
Impact fees 0
Grant revenues 120,000 120,000
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $0 $120,000 $0 $0 $120,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment:
Improved efficiency and reduced energy costs.
Public Safety A/C Automation
Organizational Excellence
Public Works
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.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 330 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Organizational Excellence Public Safety Building
Project Name :Year(s) :2022
Uninterruptable Power Supply Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Replace the obsolete, broken building-wide uninterruptable power supply.
The public safety building has a building-wide uninterruptable power supply (UPS) system that
maintains electric power to circuits during instantanious power failures and individual circuit failures
before the generator starts and takes over. This systems prevents any data loss during power
failures, and keeps all computer-based systems including telephones operating. This 21 year old
system is obsolete and has now failed leaving the building unprotected. This project replaces the
old system with a more efficient, modern system that requires less maintenance and requires less
Replacement of the UPS system is a priority to keep all public safety emergency systems functional
any time there is a loss of electrical power to the building.
This project maintains electronic data integrity as required by both CALEA and ISO in order to meet
certification requirements and retain both the Police Department's and Fire Rescue's excellent
ratings. This system keeps all computer-based systems including telephones and emergency
warning systems functioning during power losses.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 331 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :
Strategic Result :
Department :
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0
Equipment 90,000 90,000
Vehicle 0
Other 0
Total Budget $0 $90,000 $0 $0 $0 $90,000
Funding Sources :
General revenues $0
Impact fees 0
Grant revenues 90,000 90,000
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 $0
Operating 0 0
Capital 0 0
Other 0 0
Total Operating $0 $0 $0 $0 $0 $0
Comment:
No operating impact. Replacement of an existing, broken and
obsolete system.
Uninterruptable Power Supply Replacement
Organizational Excellence
Public Safety Building
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.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 332 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Organizational Excellence Public Works
Project Name :Year(s) :2023
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 at the Public Safety Building and the close location to
saltwater, these two (2) Air Handlers will need to be replaced in the very near future. The interior
and exterior of these units are rusting away.
Since the Public Safety Building is occupied 24 hour per day and 7 days a week the A/C needs to
be operational at all times. This facility also serves as the Village's Emergency Operations Center.
Avoid breakdown of air handlers in the Public Safety Building.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 333 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :
Strategic Result :
Department :
2021 2022 2023 2024 2025 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 $0 $90,000 $0 $0 $90,000
Funding Sources :
General revenues $0
Impact fees 0
Grant revenues 90,000 90,000
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $0 $90,000 $0 $0 $90,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
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.
Public Safety Building Air Handler Replacement
Organizational Excellence
Public Works
No significant impact. Capital expenditure is designed to replace
existing air handler units.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 334 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Waterways and Recreation Library
Project Name : Year(s): 2025
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.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 335 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Front Lobby Renovation
Strategic Result :Waterways and Recreation
Department :Library
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 50,000 50,000
Vehicle 0
Equipment 0
Other 0
Total Budget $0 $0 $0 $0 $50,000 $50,000
Funding Sources :
General revenues $0
Impact fees 0
Grant revenues 25,000 25,000
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 25,000 25,000
Total Revenues $0 $0 $0 $0 $50,000 $50,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
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.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 336 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
All Neighborhoods as Desirable Places to Live Public Works
Project Name :Year(s) :2021-2022
Library Air Handler Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Replace air handler per architect specifications.
A proposal from an architect was obtained to assist with budget preparation. Staff originally thought
the roof would have to be removed to replace the air handler. After further investigation, it appears
the old unit can be abandoned in place, and the new air handler installed on the roof.
Project is to avoid an emergency purchase and having to remove windows to install temporary A/C
units. The Library is heavily used by residents and is considered a valuable asset to the community.
The A/C System Air Handler in the second floor of the Library is the originally installed system. This
system requires R22 Refrigerant which is no longer produced. If the system gets a leak or has a
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 to any materials inside the Library.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 337 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :
Strategic Result :
Department :
2021 2022 2023 2024 2025 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 $142,900 $0 $0 $0 $0 $142,900
Funding Sources :
General revenues $71,450 $71,450 $142,900
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $71,450 $71,450 $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
All Neighborhoods as Desirable Places to Live
Public Works
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 338 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Organizational Excellence Public Works
Project Name :Year(s) :2022
Village Hall Roof Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Replacement of Village Hall roof.
The roof at Village Hall has had numerous repairs over the past few years. A full inspection was
completed in 2016 which stated that the roof will start to fail in 2021.
A value engineering option will be to replace the tile with shingles.
To prevent roof leaks and damage to the interior of the building.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 339 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :
Strategic Result :
Department :
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 225,000 225,000
Equipment 0
Vehicle 0
Other 25,000 25,000
Total Budget $0 $0 $0 $250,000 $0 $250,000
Funding Sources :
General revenues $250,000 $250,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $0 $0 $250,000 $0 $250,000
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.
Village Hall Roof Replacement
Organizational Excellence
Public Works
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 340 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Organizational Excellence Public Works
Project Name :Year(s) :2025
Public Works Complex Renovation Study
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Old Public Works Complex is outdated, too small, not very functional, and located next to a Single
Family Residential zone.
The garage is too low to pull in Front Loaders for repair and maintenance so this work must be
done outside. Village vehicle parking is limited and restrictive. If the parking lot lease for next door
is lost the employees will have nowhere to park. Can be an opportunity to get Community
Development and Public Works under one roof and no longer lease space in the strip mall.
This project has been under discussion for many years. The Village made an offer to purchase the
Palm Beach Gardens Public Works Complex for $2.5M in 2018, which exceeded the appraised
value of $2.26M, but was out bid. If Public Works is going to stay in the current location the property
should be evaluated and reconfigured to better use the limited space.
Public Works are critical to the Village; construct/repair/maintain all of the publicly owned property;
and touch every private property within the Village. Having a rightsized complex will allow for more
effective, efficient and safe operations.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 341 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :
Strategic Result :
Department :
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 60,000 60,000
Engineering 0
Construction 0
Equipment 0
Vehicle 0
Other 0
Total Budget $0 $0 $0 $0 $60,000 $60,000
Funding Sources :
General revenues $60,000 $60,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $0 $0 $0 $60,000 $60,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment: Hire an architect to evaluate the existing Public Works Complex
and provide plans to maximize the use of the limited space.
Public Works Complex Renovation Study
Organizational Excellence
Public Works
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 342 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Waterways & Recreation Parks & Recreation
Project Name :Year(s) :2024
Community Center Renovation & Roof Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
The lobby lacks a welcoming, efficent waiting area. The office needs to be updated to provide
increased work station efficiency. The front entrance requires an entry covering/canopy to provide
shelter from the elements and the development of increased functionality of the entryway plaza.
The back stage area needs to be renovated for more efficient public usage.
The roof at the Community Center has been repaired several times over the past three (3) years. To
ensure that no damage occurs inside of the Community Center, the roof needs to be replaced.
To prevent future roof leaks and damage to the interior of the Community Center that will negatively
impact the recreation opportunities at this site.
The building is used for numerous Village recreation and community activities and should be
renovated to enhance not only the users' experience but also provide aesthetic representation of
the Village's appearance standards. Needs assessment might provide addtional needs.
Renovation of the interior offices, lobby, front entry, and back stage area of the Building
Replacement of tar and gravel roof
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 343 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Community Center Renovation & Roof Replacement
Strategic Result :Waterways & Recreation
Department :Parks & Recreation
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 425,000 425,000
Vehicle 0
Equipment 75,000 75,000
Other 0
Total Budget $0 $0 $0 $500,000 $0 $500,000
Funding Sources :
General revenues $333,000 $333,000
Impact fees 0
Grant revenues 167,000 167,000
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $0 $0 $500,000 $0 $500,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
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.
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.
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 344 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Waterways and Recreation Country Club Tennis
Project Name :Year(s) :2024
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.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 345 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Tennis Court Lighting
Strategic Result :Waterways and Recreation
Department :Country Club Tennis
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 250,000 250,000
Equipment 0
Vehicle 0
Other 0
Total Budget $0 $0 $0 $250,000 $0 $250,000
Funding Sources :
Club revenues $0
Grant revenues 250,000 250,000
Other 0
Total Revenues $0 $0 $0 $250,000 $0 $250,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
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.
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.
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 346 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result : Department :
Beautification & Quality of Life Country Club Tennis
Project Name : Year(s) :2022
Tennis Fence Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
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.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 347 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Tennis Fence Replacement
Strategic Result :Beautification & Quality of Life
Department :Country Club Tennis
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 100,000 100,000
Vehicle 0
Equipment 0
Other 0
Total Budget $0 $100,000 $0 $0 $0 $100,000
Funding Sources :
Club revenues $50,000 $50,000
Grant revenues 50,000 50,000
Other 0
Total Revenues $0 $100,000 $0 $0 $0 $100,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment:No significant impact. The project will be partially funded through a Florida
Recreation Development Assistance Program Grant (FRDAP) in the
amount of $50,000.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 348 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Waterways & Recreation Parks & Recreation
Project Name :Year(s) :2022
Community Center Enhancement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Replace the ballfield fencing, benches and trash receptacles. Add a new picnic area and low level
walking trail lighting. Change two of the baseball fields into multi-purpose fields and add permanent
dugout covers.
Many of the outdoor amenities and equipment are old and need to be replaced. Turning two of the
baseball fields into multi-purpose fields will create a more efficient use of the field area while
providing the ability to adjust the field dimensions to improve turf conditions. Unsafe conditions
have lead to the removal of several playground components, thereby requiring new equipment.
The removal of the old cell tower building on the north side will provide an ideal location for a new
picnic area.
If approved, a State of Florida Land and Water Conservation Grant (LWCF) will provide $125,000
toward the total project cost of $250,000. If the total project is not funded this year, we will need to
prioritize the needed work and bring back as separate line items.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 349 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Community Center Enhancement
Strategic Result :Waterways & Recreation
Department :Parks & Recreation
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 200,000 200,000
Vehicle 0
Equipment 50,000 50,000
Other 0
Total Budget $0 $250,000 $0 $0 $0 $250,000
Funding Sources :
General revenues $125,000 $150,000
Impact fees 0
Grant revenues 125,000 125,000
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $250,000 $0 $0 $0 $275,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
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.
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.
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 350 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Waterways & Recreation Parks & Recreation
Project Name :Year(s) :2021
Osborne Park Basketball Courts
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Renovate the basketball courts at Osborne Park.
The basketball court surface is in very poor condition. The current layout of the courts is not
efficient due to the addition of the west side door on the building. New baskets and poles are also in
need of replacement.
The State of Florida Recreation Development Assistance Program (FRDAP) will provide 100% of
the needed funding. This grant is for $50,000 and does not require a match from the Village.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 351 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Osborne Park Basketball Courts
Strategic Result :Waterways & Recreation
Department :Parks & Recreation
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 50,000 50,000
Vehicle 0
Equipment 0
Other 0
Total Budget $50,000 $0 $0 $0 $0 $50,000
Funding Sources :
General revenues $0
Impact fees 0
Grant revenues 50,000 50,000
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $50,000 $0 $0 $0 $0 $50,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
If approved, this FRDAP grant does not require a financial match from the
Village.
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. Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 352 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Financial Sustainability Country Club Golf
Project Name :Year(s) :2021
Driving Range Mat Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Replace existing mats; utilize higher end company that has a more dureable mat & financially
drives revenue
Continued enhancement of the Country Club Image
Country Club Enhancement
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 353 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :
Strategic Result :
Department :
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 27,500 27,500
Equipment 0
Vehicle 0
Other 0
Total Budget $27,500 $0 $0 $0 $0 $27,500
Funding Sources :
Club Revenues $27,500 $27,500
Grant revenues 0
Other 0
Total Revenues $27,500 $0 $0 $0 $0 $27,500
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Replacement of existing mats. 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.
Driving Range Mat Replacement
Financial Sustainability
Country Club Golf
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 354 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Waterways & Recreation Country Club Golf
Project Name : Year(s) :2022
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 and littorals 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
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 355 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :
Strategic Result :
Department :
2021 2022 2023 2024 2025 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
Grant revenues 120,000 120,000
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 these impacts are not
presently quantifiable and are believed to be marginal.
Pond Beautification
Waterways & Recreation
Country Club Golf
This project is primarily grant funded. 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.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 356 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Waterways & Recreation Parks & Recreation
Project Name :Year(s) :2021
Anchorage Park Dry Storage
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Renovation of the north side dry storage area at Anchorage Park. The new dry storage area will
include an 8' concrete wall, interior and exterior landscaping, security cameras and electronic gate.
The number of spaces will be approximately the same as the current total of #140.
The current dry storage area is inefficiently designed, unappealing while being in a very visible
location, not adequately secured and not up to code due to the use of windscreens on the exterior
chain link fencing. The resident demand for this facility is extremely high resulting in a very long
waiting list.
This project does not include any work on the south side of the marina other then relocating the one
storage unit into the new compound on the north side.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 357 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Anchorage Park Dry Storage
Strategic Result :Waterways & Recreation
Department :Parks & Recreation
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 25,000 25,000
Engineering 25,000 25,000
Construction 350,000 350,000
Vehicle 0
Equipment 0
Other 0
Total Budget $400,000 $0 $0 $0 $0 $400,000
Funding Sources :
General revenues $200,000 $200,000
Impact fees 0
Grant revenues 200,000 200,000
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $400,000 $0 $0 $0 $0 $400,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
No significant impact. These improvements are working towards the goal
to update and upgrade the Village infrastructure. 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
A State of Florida LWCF grant is funding $200,000 of the $400,000 that
was originally budgeted. This grant has already been approved.
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 358 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result : Department :
Waterways & Recreation Parks & Recreation
Project Name :Year(s) :2023
Anchorage Park Boat Ramp Renovation
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 toward 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 facilities 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. A study and cost estimate was done by Muarry Logan Inc.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 359 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Anchorage Park Boat Ramp Renovation
Strategic Result :Waterways & Recreation
Department :Parks & Recreation
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 7,000 7,000
Construction 100,000 100,000
Vehicle 0
Equipment 0
Other 0
Total Budget $0 $0 $107,000 $0 $0 $107,000
Funding Sources :
General revenues $53,500 $53,500
Impact fees 0
Grant revenues 53,500 53,500
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $0 $107,000 $0 $0 $107,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
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.
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.
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 360 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result : Department :
Waterways & Recreation Public Works
Project Name : Year(s) :2022-2023
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. Public Works is only
constructing the new seawall. All other improvements, e.g. docks, will be managed by the Parks
and Recreation Department.
Based on feedback from engineers and contractors the seawall has neared the end of it's lifespan
and needs to be replaced.
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. 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.
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.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 361 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Anchorage Park South Seawall
Strategic Result :Waterways & Recreation
Department :Public Works
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 20,000 117,000 137,000
Construction 0
Vehicle 0
Equipment 0
Other 0
Total Budget $0 $20,000 $117,000 $0 $0 $137,000
Funding Sources :
General revenues $58,500 $58,500
Impact fees 0
Grant revenues 58,500 58,500
Debt Service 0
Infrastructure Surtax 20,000 20,000
Fund balance 0
Other 0
Total Revenues $0 $20,000 $117,000 $0 $0 $137,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
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.
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.
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 362 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Mobility Public Works
Project Name :Year(s) :2021 - 2025
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 and/or alleys 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.
In 2015 a Mobile Asset Collection (MAC) vehicle was used to collect street level ROW and
pavement images. In 2018 asset management software, e.g. degradation curves, was used to
calculate a Pavement Condition Index (PCI) value, analyze funding, and compare maintenance and
preservation activities. At the current funding level the street network will decrease from 59.86 in
2018 down to 55.95 in 2022. In order to maintain the existing PCI, it is projected that $750,000 per
year be expended on milling and paving projects.
The project selected for 2020 is the West Alley Pavement Rehabilitation project. The West Alley
Pavement is the worst pavement in the Village and falls in the 11-25 PCI serious range, which is
one step away from failed (0-10 PCI). Village Staff did an initial pavement assessment and base
exploration that the Village Engineer utilized to design an appropriate project scope for bidding
purposes. Construction is expected to begin in late summer or early fall and may cross over fiscal
years. It's important to note that if no funding is provided for street projects the PCI wall fall from 58
in 2018 down to 29.52 in 2027. For alleys, the PCI falls from 40.41 down to 28.25.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 363 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Asphalt Resurfacing
Strategic Result :Mobility
Department :Public Works
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
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 0
Equipment 0
Other 0
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 $40,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 310,000 300,000 300,000 300,000 300,000 1,510,000
Fund balance 0
Other 0
Total Revenues $310,000 $310,000 $310,000 $310,000 $310,000 $1,550,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
The Infrastructure Surtax Committee recommended to Village Council
to use any Infrastructure Surtax Fund balance to increase the Asphalt
Resurfacing budget and Village Council agreed.
Program to maintain the existing streets, including milling and overlay
projects. 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 marginalComment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 364 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
All Neighborhoods as Desirable Places to Live Public Works
Project Name :Year(s) :2022 - 2025
East Alley Wall Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Replacement of the East Alley Wall due to it's ongoing deterioration and poor condition.
Per the Village Master Plan, one of the strongest characteristics of the US-1 corridor is the
continuous north-south alleyways. Locals can move between properties without having to engage
US-1. Deliveries can be made discreetly without impacting traffic or blocking access. Parking and
other back of building uses are easily accessed.
The East Alley Wall is in need of replacement and a new design. The new design needs to be
attractive and have the ability to easily replace sections when damage occurs. Construction
schedule will be over 5 years. Old alley wall materials will be used for repairs until project is
completed.
Design of the East Alley Wall still needs to be determined. Intent is to use the same, or similar,
design used for the new Anchorage Park Dry Storage area. Significant public outreach will be
needed. Impact on many properties abutting the East Alley Wall will be significant.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 365 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :East Alley Wall Replacement
Strategic Result :All Neighborhoods as Desirable Places to Live
Department :Public Works
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 0 100,000 100,000 100,000 100,000 400,000
Vehicle 0
Equipment 0
Other 0
Total Budget $0 $100,000 $100,000 $100,000 $100,000 $400,000
Funding Sources :
General revenues $0
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0 100,000 100,000 100,000 100,000 400,000
Fund balance 0
Other 0
Total Revenues $0 $100,000 $100,000 $100,000 $100,000 $400,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment:
This project will reduce staff time and materials on the East Alley Wall.
Approximately $25,000 per year is spent on repairs plus the cost of the
man hours. Seek grants to help pay for construction if possible.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 366 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result : Department :
Mobility Public Works
Project Name : Year(s) :2021 - 2025
Sidewalk Repair and Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Ongoing Village sidewalk repairs (saw cutting and removal/replacement).
Pedestrian Safety and Mobility are the primary goals, but it also falls under the All Neighborhoods
as Desirable Places to Live strategic goal.
Pedestrian safety and attractive neighborhoods.
Since 2017 there have been 3,485 trip hazards eliminated by saw cutting and dozens of sidewalk
sections removed and replaced. Focus in 2021 will be removal and replacement of sidewalk
sections that can not be saw cut.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 367 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Sidewalk Repair and Replacement
Strategic Result :Mobility
Department :Public Works
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 100,000 100,000 100,000 100,000 100,000 500,000
Equipment 0
Vehicle 0
Other 0
Total Budget $100,000 $100,000 $100,000 $100,000 $100,000 $500,000
Funding Sources :
General revenues $0
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 100,000 100,000 100,000 100,000 100,000 500,000
Fund balance 0
Other 0
Total Revenues $100,000 $100,000 $100,000 $100,000 $100,000 $500,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Comment:The primary goal is to improve pedestrian safety. 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.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 368 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Mobility Public Works
Project Name :Year(s) :2024-2025
Bridge Replacement - Lighthouse Drive
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Complete reconstruction of the Lighthouse Drive bridge.
During the strategic planning process this project received three (3) votes, had a weighted priority
of eight (8), and a ranking of 8.2. It is project number 14 out of 51 on the Strategic Plan project
prioritization list. Failure or closure of the Lighthouse Drive bridge will have a significant impact on
the Village street network and overall traffic flow.
The Lighthouse Drive bridge was constructed in 1958 and is 62 years old and is nearing the end of
its useful life. The 2019 FDOT bridge inspection report gave the bridge only a 27.2 sufficiency
rating, but a 92.8 health index due to substantial repairs completed in 2018. The Village needs a
plan for replacing the bridge in 5 to 8 years. Village staff is proposing planning to begin in 2024
including identifying funding mechanisms, and engineering to begin in 2025.
Needed repairs identified by the annual FDOT bridge inspection report were completed in 2018.
Gentile Glas Holloway O'Mahoney & Associates (2GHO) was hired in January 2019 to provide
conceptual bridge and streetscape design services.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 369 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Bridge Replacement - Lighthouse Drive
Strategic Result :Mobility
Department :Public Works
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 250,000 250,000
Engineering 250,000 250,000
Construction 0
Vehicle 0
Equipment 0
Other 0
Total Budget $0 $0 $0 $250,000 $250,000 $500,000
Funding Sources :
General revenues $0
Impact fees 0
Grant revenues 250,000 250,000 500,000
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $0 $0 $250,000 $250,000 $500,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Needed repairs identified by the annual FDOT bridge inspection reports
have been completed, but the bridge has reached the end of its life cycle.
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.
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 370 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result : Department :
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 (PBC) is replacing the Prosperity Farms Road Bridge (Project Number:
2018800). The bridge has reached the end of its life cycle and needs to be replaced.
During the strategic planning process this project received three (3) votes, had a weighted priority of
four (4), and a ranking of 6.25. It is project number 29 out of 51 on the Strategic Plan project
prioritization list. Objective is to achieve a multi-modal design for the new bridge with the added
benefit of beautification of this traffic corridor. 2GHO was hired in January 2019 to provide
conceptual bridge and streetscape design services.
The Village has met with PBC and requested to be involved in the design process and they have
agreed. Engineering is currently in progress and the Village is routinely meeting with PBC and
2GHO to incorporate Village bridge design input. PBC is open to Village design input, but the
Village will need to pay for construction that goes above and beyond PBC's established design
standards.
The proposed configuration includes a 3 lane bridge, bike lanes and sidewalks. Any upgrades
consistent with the Village Master Plan will require Village funding. The current timeline for PBC
has design work being initiated in summer 2018 and construction in 2021. The Village will work to
complete design concepts in concert with the PBC design work.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 371 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Bridge Improvement - Prosperity Farms
Strategic Result :Mobility
Department :Public Works
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 170,000 170,000
Vehicle 0
Equipment 0
Other 0
Total Budget $170,000 $0 $0 $0 $0 $170,000
Funding Sources :
General revenues $0
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 170,000 170,000
Fund balance 0
Other 0
Total Revenues $170,000 $0 $0 $0 $0 $170,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
No significant impact. 2GHO design services and payment to PBC to
construct Village desired Master Plan elements as a part of the bridge
construction.
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 372 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Mobility Public Works
Project Name :Year(s) :2023
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).
During the strategic planning process this project received five (5) votes, had a weighted priority of
eleven (11), and a ranking of 8.4. It is project number 8 out of 51 on the Strategic Plan project
prioritization list. 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.
Gentile Glas Holloway O'Mahoney & Associates (2GHO) was hired in January 2019 to provide
conceptual bridge and streetscape design services.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 373 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Bridge Improvement - US 1
Strategic Result :Mobility
Department :Public Works
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 500,000 500,000
Vehicle 0
Equipment 0
Other 0
Total Budget $0 $0 $500,000 $0 $0 $500,000
Funding Sources :
General revenues $0
Impact fees 0
Grant revenues 500,000 500,000
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $0 $500,000 $0 $0 $500,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Consultant services and payment to FDOT to construct Village desired
Master Plan elements as a part of the bridge construction.
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.
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 374 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Waterways and Recreation Public Works
Project Name :Year(s) :2025
Seawall Replacement at Lakeside Park
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Replacement of the Lakeside Park seawall.
Due to the very poor condition of the seawall, engineering was completed in 2020 in case the
seawall fails and an emergency repair is needed. The engineering will also assist with seeking grant
monies for the construction, which is currently budgeted for 2025, and provide an engineering
opinion of probable construction cost for budgetary purposes. Part of the project scope is a "living
seawall" to protect and promote water quality.
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
and/or other grant options.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 375 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Seawall Replacement at Lakeside Park
Strategic Result :Waterways and Recreation
Department :Public Works
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 750,000 750,000
Vehicle 0
Equipment 0
Other 0
Total Budget $0 $0 $0 $0 $750,000 $750,000
Funding Sources :
General revenues 0
Impact fees 0
Grant revenues 750,000 750,000
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $0 $0 $0 $750,000 $750,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
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.
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. Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 376 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Waterways and Recreation Public Works
Project Name :Year(s) :2024
Engineering Study for Monet Sewall
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, establish a timeline and providing
probabable cost 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.
The Village is currently just filling the numerous holes that develop behind the seawall on a routine
basis. A permanent repair will need to be made in the future.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 377 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Engineering Study for Monet Sewall
Strategic Result :Waterways and Recreation
Department :Public Works
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design $50,000 $50,000
Engineering $0
Construction $0
Equipment $0
Vehicle $0
Other $0
Total Budget $0 $0 $0 $50,000 $0 $50,000
Funding Sources :
General revenues $50,000 $50,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $0 $0 $50,000 $0 $50,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Engineering study should determine the extent of needed repairs and
establish a timeline and probable cost for construction activities. Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 378 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Mobility Village Manager's Office
Project Name :Year(s) :2021
US-1 Study
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Scope of work will include completion of analysis, development of roadway illustrations, cost
estimates and a possible application to the Florida Department of Transportation for the lane
repurposing project. This work will provide information that will be valuable to the public in order to
provide the Village Council with feedback on the proposal to reduce the section of US1 between
Anchorage Drive North and Anchorage Drive South from six lanes to four lanes.
The lane repurposing proposal was one of the key findings in the Citizens' Master Plan (2016) and
is a priority of the Palm Beach County Transportaion Planning Agency. The proposal to repurpose
travel lanes is intended to calm and reduce the speed of traffic on US1, to offer enhanced
pedestrian and bicycle facilities and to provide greater opportunities to beautify the corridor with
landscaping.
The US1 Study, which is being managed by the Treasure Coast Regional Planning Council, is
required to provide needed information about traffic and future conditions on US1 to the public and,
should lane repurposing be pursued, to the Florida Department of Transportation for a lane
repurposing application.
Above photos display the current 6 lane section compared to a possible 4 lane section as depicted
in the Citizens' Master Plan (2016).
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 379 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :US-1 Study
Strategic Result :Mobility
Department :Village Manager's Office
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 25,000 25,000
Engineering 0
Construction 0
Vehicle 0
Equipment 0
Other 0
Total Budget $25,000 $0 $0 $0 $0 $25,000
Funding Sources :
General revenues $25,000 $25,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $25,000 $0 $0 $0 $0 $25,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Actual cost will be $53,860. $25,000 will be funded from the CIP,
$5,930 from the Village Manager's operating budget and $22,930 from
the Palm Beach County Transporation Planning Agency.
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 380 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result : Department :
All Neighborhoods as Desirable Places to Live Public Works
Project Name : Year(s) :2022-2023
Anchorage Park Parking Lot
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Redesign and replacement of the Anchorage Park 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 and utilization. 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 as well.
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 be redesigned.
Project needs to be done after all of the other Anchorage Park capital projects are completed, and
is contingent on securing grant monies.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 381 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Anchorage Park Parking Lot
Strategic Result :All Neighborhoods as Desirable Places to Live
Department :Public Works
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 25,000 25,000
Construction 200,000 200,000
Vehicle 0
Equipment 0
Other 0
Total Budget $0 $25,000 $200,000 $0 $0 $225,000
Funding Sources :
General revenues $0
Impact fees 0
Grant revenues 100,000 100,000
Debt Service 0
Infrastructure Surtax 25,000 100,000 125,000
Fund balance 0
Other 0
Total Revenues $0 $25,000 $200,000 $0 $0 $225,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
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.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 382 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result : Department :
Waterways and Recreation Public Works
Project Name : Year(s) :2022
Public Works Drainage & Wash Rack
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Public Works Complex has severe flooding during rain events and the wash rack for the vehicles no longer
functions. Drainage improvements and a new wash rack are badly needed.
The Public Works Complex has severe flooding during rain events and the wash rack for the vehicles no
longer functions. This project will help protect the waterways and expensive Public Works vehicles and
equipment.
Vacuum trucks are hired to pump out the Public Works Complex after rain events. The only drain on the
property is a French drain. The wash rack water drains untreated and overflows unto the asphalt when it
floods. This wash rack is used by Sanitation vehicles so it is constantly filled with leachate. A properly working
wash rack is an NPDES best management practice. An architect was consulted to assist with project scope
and budget numbers.
Public Works has limited space at the Complex; when it rains the trucks and equipment sit in water which
causes damage (i.e. wheels start to rust, water penetrating wheel bearings, etc.), employees have to wear
rain boots and stand on pallets to enter their assigned vehicles. A new stormwater system will improve the
longevity of the Village's trucks and heavy equipment, ensure the safety of all employees and protect the
environment.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 383 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Public Works Drainage & Wash Rack
Strategic Result :Waterways and Recreation
Department :Public Works
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 15,000 15,000
Construction 160,000 160,000
Vehicle 0
Equipment 0
Other 0
Total Budget $0 $175,000 $0 $0 $0 $175,000
Funding Sources :
General revenues $87,500 $87,500
Impact fees 0
Grant revenues 87,500 87,500
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 0
Total Revenues $0 $175,000 $0 $0 $0 $175,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
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.
No significant impact. New warranties will cover most repair items and
regular maintenance costs will be less.
Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 384 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2021 - 2025
Strategic Result :Department :
Waterways and Recreation Public Works
Project Name :Year(s) :2022-2025
Stormwater Repair and Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Stormwater repairs in 2022: Southwind Circle, Lighthouse/US-1, Lagoon/Nighthawk, Cinnamon,
and Lakeside/Dory.
During the strategic planning process this project received five (5) votes, had a weighted priority of
eight (8), and a ranking of 9.5. It is project number 11 out of 51 on the Strategic Plan project
prioritization list. Through the adoption of Resolution No. 2019-114 on October 10, 2019, the Village
Council approved a proposal from Hazen & Sawyer, P.C. to provide stormwater utility fee
development and implementation services for Council consideration.
Due to age and condition of the stormwater collection system, the Village will be required to expend
funds in the near future to appropriately maintain its stormwater infrastructure. The Village Council
must ultimately determine whether to redirect general operating revenues to fund stormwater
maintenance activities or establish a stormwater fee to generate a revenue source dedicated to
address the stormwater utility needs.
If a stormwater fee is approved, collection will not begin until FY2021 (October 2021) assuming the
use of the tax bill. Focus will be on cleaning, televising, prioritizing projects, and effecting repairs. If
the policy direction is to use a dedicated stormwater fee to fund some or all of the Village’s
stormwater maintenance work, then Village staff will begin to move forward with the development of
the necessary ordinances and/or resolutions. Part of that effort will to develop materials for public
outreach as well.
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 385 of 398
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2021 - 2025
Project Name :Stormwater Repair and Replacement
Strategic Result :Waterways and Recreation
Department :Public Works
2021 2022 2023 2024 2025 Total
Project Budget :
Land acquisition $0
Planning / Design 0
Engineering 0
Construction 150,000 550,000 550,000 550,000 1,800,000
Vehicle 0
Equipment 0
Other 0
Total Budget $0 $150,000 $550,000 $550,000 $550,000 $1,800,000
Funding Sources :
General revenues $150,000 $150,000
Impact fees 0
Grant revenues 0
Debt Service 0
Infrastructure Surtax 0
Fund balance 0
Other 550,000 550,000 550,000 1,650,000
Total Revenues $0 $150,000 $550,000 $550,000 $550,000 $1,800,000
Operating Impact:
Personnel $0
Operating 0
Capital 0
Other 0
Total Operating $0 $0 $0 $0 $0 $0
Assumes some type of fair and equitable stormwater fee structure is
developed and implemented in FY2021. Comment:
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 386 of 398
Appendix
FY 2021
Return to Table of Contents
Village of North Palm Beach FY 2021 Adopted Budget Page 387 of 398
Acronyms FY 2021
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 2021 Adopted Budget Page 388 of 398
Glossary FY 2021
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.
Village of North Palm Beach FY 2021 Adopted Budget Page 389 of 398
Glossary FY 2021
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.
Village of North Palm Beach FY 2021 Adopted Budget Page 390 of 398
Glossary FY 2021
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).
Village of North Palm Beach FY 2021 Adopted Budget Page 391 of 398
Glossary FY 2021
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.
Village of North Palm Beach FY 2021 Adopted Budget Page 392 of 398
Glossary FY 2021
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.
Village of North Palm Beach FY 2021 Adopted Budget Page 393 of 398
Glossary FY 2021
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.
Village of North Palm Beach FY 2021 Adopted Budget Page 394 of 398
Glossary FY 2021
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.
Village of North Palm Beach FY 2021 Adopted Budget Page 395 of 398
Glossary FY 2021
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.
Village of North Palm Beach FY 2021 Adopted Budget Page 396 of 398
Glossary FY 2021
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.
Village of North Palm Beach FY 2021 Adopted Budget Page 397 of 398
Glossary FY 2021
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.
Village of North Palm Beach FY 2021 Adopted Budget Page 398 of 398