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2009_Support_Doc_Appendix_3_Rev_1_11_2010APPENDIX 3 VILLAGE OF NORTH PALM BEACH FLORIDA CAPITAL IMPROVEMENTS ELEMENT COMPREHENSIVE PLAN AMENDMENTS Prepared For: Village of North Palm Beach Prepared By: Land Research Management, Inc. December 2008; Revised: March 2009; January 2010 Table of Contents Section Page A. Introduction 1 1. Government Fund 1 2. Proprietary (Enterprise) Fund 2 B. Financial Feasibility of the Comprehensive Plan 2 1. Revenues 2 2. Expenditures 5 3. Assets and Liabilities 6 4. Capital Improvements Funding Potential 7 5. Capital Spending Program 8 6. Capital Improvements, LOS and Budget 9 C. Level of Service Analysis 10 1. Sanitary Sewer 11 2. Potable Water 12 32 Solid Waste 13 4. Storm Water Drainage 14 5. Roadways 15 6. Recreation and Open Space 17 D. Five -Year Schedule of Improvements 19 1. Fiscal Responsibility 20 2. Time Period 20 3. Project Description and General Location 20 4. Project Costs and Schedule 22 5. Revenue Sources 22 6. Financial Feasibility 23 E. Capital Improvements Element Amendments 24 List of Appendices Appendix A —Palm Beach County School District Five -Year Capital Budget Appendix B - Adoption Resolution List of Tables Table Page 1 Government Funds Revenue History 3 2 Government Funds Revenue Projections 4 3 Enterprise Fund Operating Revenue History 4 4 Enterprise Fund Revenue Projections 5 5 Government Funds Expense History 5 6 Government Funds Expense Projections 6 7 Enterprise Fund Operating Expense History 6 8 Enterprise Fund Operating Expense Projections 7 9 Undesignated Government Funds Balance 7 10 Government Funds Capital Projects Funding Potential 8 11 FY 2009/2010 Five -Year Capital Plan — Government Funds 9 12 Fiscal Year Population Projections 11 13 List of Solid Waste Capital Improvements Projects 14 14 List of Stormwater Capital Improvements Projects 15 15 Roadway Level -of -Service Analysis 16 16 List of Roadway Capital Improvements Projects 18 17 Recreation and Open Space Facilities 18 18 List of Recreation & Open Space Capital Improvements Projects 19 19 Summary of Capital Improvements Projects 21 20 Schedule and Cost of Capital Improvements Projects 23 21 Revenue Sources for Capital Improvements Projects 24 A. Introduction The Village provides a range of services to its residents and businesses, including: • General Government • Public Safety (police and fire protection, including emergency medical services) • Public Works (Facility and vehicle maintenance, sanitation, and street maintenance) • Parks and Recreation (parks, library, pool and marina) • Community Development (planning, zoning, building and code enforcement) • Emergency Management Potable water and sanitary sewer services are provided to Village residents and businesses by Seacoast Utility Authority, The Village organizes its financial accounts into funds, which are groups of related accounts used to maintain control over resources that have been segregated for specific activities or objectives. All funds can be divided into the following three categories: (1) government, (2) enterprise, and (3) fiduciary. Fiduciary funds, which include the Village's two pension funds, are not considered further in this analysis since their resources are not available to support general government activities. 1. Government Fund Government funds are used to account for most of the Village's government activities except those that are used to account for the proceeds of specific revenue sources that are restricted for specified uses or those that are reported separately as business activities (enterprise funds). The Village utilizes the following government funds: General Fund, Capital Projects Fund, and Special Revenue Funds. The General Fund is the Village's primary operating fund. It accounts for all of the financial resources of the general government, except for those required to be accounted for in another fund. The Capital Projects Fund is used to account for the cost of acquiring, constructing, and placing into service those capital improvements which are financed by long-term debt issues to be repaid by operating revenues in the General Fund. Special Revenue Funds are used to account for the proceeds of specific revenue sources used to fund major capital improvements projects that are legally restricted to expenditures for specified purposes. The Village has four special revenue funds; Public Safety, Northlake Boulevard, Recreation, and On -Behalf Pension Contributions. Government fund accounting focuses on near-term inflows and outflows of spendable resources, as well as on balances of spendable resources at the end of the fiscal year. This information is useful in evaluating the Village's near-term future financing requirements. 1 2. Proprietary (Enterprise) Fund The Village's only proprietary fund is the Country Club Fund, which charges customers for the services it provides. B. Financial Feasibility of the Comprehensive Plan This section addresses state financial analysis requirements for the Capital Improvements Element. 1. Revenues Taxes -For accounting purposes, North Palm Beach combines taxes from several sources, including property taxes, local option gas taxes, utility services taxes, franchise fees, and sales and use taxes. Ad valorem taxes account for approximately 72% general revenues received by the Village. The municipal services was 6.10 mills applied t approximately $2.02 billion. Total tax revenues i $19.91 million in ad valorem tax revenues.. of all taxes collected, and 60% of all FY 2008 tax rate for the Village for an assessed property value of FY 2008 were $16.65 million, with Licenses and Permits -The Village received $1,05 million in licenses, permits and fees, including those for occupational licenses, building permits and zoning fees, etc. in FY 2008. Licenses, permits and fees revenues increased in FY 2008 by approximately 19% from the prior year. Intergovernmental (Revenue Sharing) -These funds are provided to the Village by the State based upon a defined allocation methodology. Revenues include State revenue sharing, half -cent sales tax, County gas tax, and municipal share of County occupational licenses. In FY 2008, the total intergovernmental revenue collected was $2.46 million, a decrease of 11 % from the prior year. Charges for Services -The Village charges for the provision of specific services that directly impact individuals or entities, including: fees and service charges for special services and enterprise operations (Country Club), inspection fees, recreation fees, public hearing fees, etc. The Village General Fund received approximately $1.29 million for services rendered in FY 2008, an increase of 17% over the previous year. Fines and Forfeitures -Fines include court fines, violations of local ordinances, etc. In FY 2008 the total revenue collected was approximately $ 236,000, an increase of 79% over the previous year. Investment Earnings - In FY 2008 the total revenue collected was approximately $ 194,000, a substantial decrease from $650,000 the previous year. Miscellaneous - In FY 2008, the total revenue collected was approximately $137,000. Miscellaneous revenue sources include interest earnings, rental fees, and donations, etc. 2 Government funds revenues (rounded) are summarized in Table 1 for the years FY 2004 — FY 2008. FY 2008 figures reflect budgeted amounts, not audited totals. Annual revenues increased by $5.1 million during this period, with a majority (67%) resulting from taxes. Licenses and Permits, Charges for Services, and Investment Income also increased during the period. Other revenue sources have generally remained steady or experienced a decline. Table 1 -Government Funds Revenue History Revenue Source Fiscal Year ($ Thousand) 2005 2006 2007 2008 2009 Taxes 13,237 14,340 15,578 15,425 14,450 Licenses and Permits 11132 19129 880 11047 611 Intergovernmental 21805 21914 21750 11516 11100 Charges for Services 648 11004 11083 11268 11665 Fines and Forfeitures 235 165 132 157 135 Investment Income 197 477 650 195 85 Miscellaneous 83 131 195 137 11 Total Revenues 18,337 20,160 21,268 193745 18,057 Sources: North Palm Beach, Florida Comprehensive Financial Reports; FY 2004 (page 15); FY 2005 (page 15); FY 2006 (page 16); FY 2007 (page 16); FY 2008(page 16); and FY 2009-2010 Adopted Budget (page 43 of 216); Land Research Management, Inc. Over the course of the FY 2005 — FY 2008 period, government funds revenues increased from $1,452 per capita in FY 2005 to $1,609 per capita in FY 2008, an increase of $157 per capita per year. The increase is due primarily to the increase in the Village's property tax base during the three-year period. The recent rate of increase in government funds revenues is not expected to be maintained during the FY 2010 — FY 2014 period, as tax base growth is projected to moderate for the following reasons: (1) The rate of construction activity is expected to decline to due to buildout of the Village; (2) a decline in residential sales activity and prices due to the downturn of the housing market; (3) property tax reform which increased the homestead exemption, capping of assessed values of non -homesteaded homes, and "portability" of the "Save Our Homes" benefits. As a result, a very moderate growth rate in the tax base is expected (Source: Comprehensive Annual Financial Report; September 2007). Due to the tax reform measures, property tax revenues are expected to initially decline, and then rebound somewhat, as the housing market begins to recover. However, infill development and redevelopment activity, and annexation of additional properties to the Village can result in additional future property tax revenues. 3 The Village has not historically prepared government funds revenue projections. However, revenues can be projected by applying the following assumptions: (1) "property taxes" revenue will decline during FY 2010 due to the effects of the tax reform and a reduction in the millage rate, and increase at an annual rate of 3% per year for the ensuing four period, assuming that the housing market will begin to rebound, and (2) "property taxes" revenue will represent approximately 61% of total government funds revenue, as evidenced in the FY 2007 — FY 2008 period. Table 2 presents annual revenue projections using these assumptions. Table 2 -Government Funds Revenue Projections Fiscal Year Property Taxes ($) Other Revenue ($) Total Revenue* ($ 2010* 10,968 71012 17,980 2011 11,297 71223 18,520 2012 11,636 71439 19,075 2013 11,985 71691 19,676 2014 12,345 1 71893 20,238 * - Adopted FY 20010Budget (page 43 of 216) ** - Assumes no revenue from "Non -Revenue" and "Transfers" sources Source: Land Research Management, Inc.; 1/2010. The Village's Enterprise Fund (Country Club) operating revenues are summarized in Table 3 for the years FY 2005 - FY 2009. Annual operating revenues increased by $2.68 million during this period. Charges for services account for between 85% and 90% of Enterprise Fund annual revenues. Table 3 —Enterprise Fund Operating Revenue History Country Club Enterprise Fund Fiscal Year ($000's) 2005 2006 2007 2008 2009* Golf 21347 11916 21970 31417 31385 Tennis 83 94 306 0 0 Pool 109 0 0 0 0 Restaurant 70 110 118 126 128 Administration/Misc. 50 116 69 73 80 Total Revenues 21659 21236 31463 31616 31573 * -Original 2009 budget Sources: North Palm Beach, Florida Comprehensive Financial Reports; FY 2005 (page 18); FY 2006 (page 19); FY 2007 (page 19); FY 2008 (page 19) 2009-2010 Adopted Budget (page 168, of 216); Land Research Management, Inc. The Village does not normally prepare Enterprise Fund revenue projections for the ensuing five-year period. Table 4 presents Enterprise Fund revenue projections for the FY 2010 — 2014 period, assuming a 3% annual growth rate to account for inflation. Table 4 - Enterprise Fund Revenue Projections Country Club Enterprise Fund Fiscal Year ($000's) 2010 2011 2012 2013 2014 Golf 31487 31591 31699 31810 31924 Tennis 0 0 0 0 0 Restaurant 132 135.8 139.9 144.1 148.4 Miscellaneous 82.4 84.9 87.4 90.0 92.7 Total Revenues 3,701.4 33811.7 31926.3 41044.1 41165.1 * - Assumes a 3% annual increase over revenues in Table 3. Source: Land Research Management, Inc.; 1/2010. 2. Expenditures. Table 5 shows Government Funds expenditures for FY 2005 - 2009. During the FY 2005 — FY 2009 period, annual capital outlay expenditures funded by Government Funds revenues (i.e. excluding those financed by loans, notes and bonds) ranged from $0 (FY 2005) to $2.74 million (FY 2007). Table 5 —Government Funds Expense History Expenditure Fiscal Year ($000's) 2005 2006 2007 2008 2009 General Government 21062 11648 21305 21246 21029 Public Safety 51714 61495 6,610 61644 61672 Public Works 51020 41181 31558 39725 41233 Comm. Dev./Planning 0 651 735 840 801 Leisure Services 11377 21120 21430 21876 21220 Other 817 2 0 0 0 Capital Outlay 0 11917 21737 11384 831 Debt Service 11054 11079 996 860 11270 Total Expenditures 16,044 18,093 19,371 18,575 18,056 * Capital outlay included in other expenditure categories Sources: North Palm Beach, Florida Comprehensive Financial Reports; FY 2005 (page 15); FY 2006 (page 16); FY 2007 (page 16) FY 2008 (page 2009-2010 Adopted Budget (page 43 and 163 of 216); Land Research Management, Inc. Capital Outlay expenditures ranged from 0% to 13% of total Government Funds revenues during the FY 2005 — 2009 period. Table 6 shows expenditures projections, for the year 2010 — 2014, assuming maintenance of the average expenditure (less Capital Outlay) to revenue ratio exhibited during the FY 2006 - FY 2009 period. 5 Table 6 — Government Funds Expense Projections Fiscal Year Revenues($)* Expenses/Revenues Ratio** Expenses ($) 2010 17,980 0.85 15,283 2011 18,520 0.85 157742 2012 19,075 0.85 16,214 2013 19,676 0.85 16,725 2014 20,238 0.85 17,202 * - Total revenue from Table 2. ** - Expenses (less Capital Outlay)/Revenues Ratio. Average of FY 2006, 2007, 2008, and 2009. Source: Land Research Management, Inc.; 1/10. Enterprise Fund operating expenditures for FY 2009 were $3.6 million. Table 7 shows actual expenditures for FY 2005 — 2008 using data provided by the City's Finance Department. Annual operating expenditures increased by $1.81 million during this period. The City does not normally prepare Enterprise Fund expenditure projections for the ensuing five-year period. For the purposes of this analysis, Enterprise Funds operating expenditures projections were prepared for the years FY 2009 — 2013, assuming a 3% annual growth rate (i.e. CPI factor used by the Florida Public Service Commission). These projections are presented in Table 8. Table 7 —Enterprise Fund Operating Expense History Country Club Enterprise Fund Fiscal Year ($000's) 2005 2006 2007 2008 2009 Golf 11791 11489 21261 21078 NA Tennis 164 116 322 0 NA Pool 214 0 0 0 NA Restaurant 39 28 50 47 NA Administration* 197 278 358 434 NA Total Expenses 21405 11911 2,991 21559 21817 * -Administrative and general expenses and insurance. **-Total budgeted expenses, less debt service, capital outlay and contingency, per FY 2008/09 Budget (FY 2010 Budget, page 168 of 216). Sources: North Palm Beach, Florida Comprehensive Financial Reports; FY 2005 (page 18); FY 2006 (page 19); FY 2007 (page 19), FY 2008 (page 19); 2009-2010 Adopted Budget (pages 97, 99, and 101 of 125); Land Research Management, Inc. 3. Assets and Liabilities. North Palm Beach has historically maintained a sound financial position, with a substantial and increasing Undesignated Government Funds balance (i.e. funds available for spending), as indicated in Table 9. Table 8 — Enterprise Funds Operating Expense Projections Enterprise Fund Fiscal Year ($000)* 2010 2011 2012 2013 2014 Golf 21205 21271 21339 21409 2,481 Tennis 0 0 0 0 0 Restaurant 50 51 53 54 56 Administration 460 474 488 503 518 Total Revenues 21715 21796 2,880 21966 33055 * - Assumes a 3% annual increase. ** - Adopted FY 2009 Budget (pages 95 and 99 of 125) Source: Land Research Management, Inc.; 11/08. Table 9 -Undesignated Government Funds Balance ($000's) Fiscal Year Assets * Liabilities ** Reserved*** Undesignated **** 2003 31710 11088 968 11655 2004 41487 572 689 31226 2005 61932 943 217 51772 2006 83945 816 309 71820 2007 11,834 1,810 946 81853 2008 13,299 21711 1 11015 91573 * - Cash &cash equivalents, investments, net accounts receivable, inventories CIH d other assets. ** - Accounts payable, other current liabilities and deferred revenues. ***- Inventories, prepaid items, encumbrances, and restricted assets. Undesignated funds, special revenue funds and capital projects. Sources: Village of North Palm Beach, Florida Financial Reports for the Fiscal Years ended September 30, 2003 — 2007 (page 15); Fiscal Year Ended September 30, 2008 (page 14) Land Research Management, Inc. 1/2010, 4. Capital Improvements Funding Potential. Several sources of revenue are available to the Village for use in financing capital improvements, including: Government Funds revenues and reserves; loans and bonds (general obligation and revenue); grants; special assessments; and developer contributions. North Palm Beach has used many of these sources in the past, and each alternative remains available to the Village. Capital improvements are generally financed from Government Funds revenues, and grants or loans, including bonds. Debt financing is used on an "as -needed" basis. At the end of FY 2008, total long-term Government Funds debt was $4.7 million, none of which was backed by the full faith and credit of the Village. With a minor unsecured exception, loans payable were secured by franchise fees, public services taxes, and other non ad valorem revenues. 7 Country Club capital improvements are generally financed by loans and long-term leases. Pledged revenues from the Enterprise Fund repay the debt. At the end of FY 2008, total long-term Enterprise Fund debt was $4.9 million. Projections of Government Funds revenues available to the Village for capital improvements projects during the FY 2010 - FY 2014 period are presented in Table 10. Table 10 —Government Funds Capital Projects Funding Potential Fiscal Year Revenues($)* Capital Projects Potential ($000's)** 2010 171980 11618 2011 18,520 13665 2012 19,075 11717 2013 19,676 11771 2014 20,238 11821 * -Total revenue from Table 2. ** - 9% of revenues (i.e. the average of FY 2006) - 2009, per Table 5). Source: Land Research Management, Inc.; 1/2010 Capital improvements expenditures in excess of the available amounts projected in Table 10 likely will require the use of other sources listed above, or an increase in the percentage of revenues (9%) projected to be spent on capital expenditures. Policy 4.2 of the Capital Improvements element limits general obligation debt to an amount equal to 5% or less of the Village's property tax base. In FY 2009, this would amount to $92.1 million in available general obligation debt. Policy 4.2 was last reviewed as part of the 2001 EAR -based amendments to the Comprehensive Plan, using 1999 data. Since 19997 the Village's property tax base has increased from $771 million to a current (i.e. FY 2009) level of $1.84 billion. 5. Capital Spending Program. The 2001 Comprehensive Plan contained a 5 -year Schedule of Improvements, and Policy 4.3 of the Capital Improvements element directs that it be updated on an annual basis. The Village has not updated the 5 -year Schedule of Improvements on an annual basis, as directed; however, the Village includes a 5 -Year capital spending plan within the annual budget which can be used as a basis to initiate preparation of the 5 -year Schedule of Improvements as part of the current amendments to the Capital Improvements Element of the Comprehensive Plan. A summary of generalized 5 -year projected capital projects, by operating department, included within the FY 2010/2014 Budget is presented in Table 11. Most of the projects summarized in Table 11 are not necessary to maintain Village LOS standards, nor are they directed by the Comprehensive Plan. A further discussion of LOS -related or Comprehensive Plan -directed capital improvements is presented in Section C. Table 11 FY 2009/2010 Five -Year Capital Plan ($000) Government Funds Source: Village of North Palm Beach FY 2009/10 Budget (FY 2009 — 2014 General Fund Capital Plan); LRM, Inc.; 1/2010. A comparison of proposed expenditures (Table 11) with projected capital expenditures potential (Table 10) indicates that planned capital improvements are financially feasible. 6. Capital Improvements, LOS and Budget. Based upon the assessment of capital improvements funding potential, per Sections 4 and 5, above, it is concluded that the Village has the financial capability to finance planned capital projects during the FY 2010 — FY 2014 period with committed revenue sources. The Village should continue to prepare a 5 year capital budget plan considering the maintenance of level -of -service (LOS) standards, detailed revenue projections and changes in funding in order to adequately determine financial feasibility. Appropriate capital projects from the 5 year capital plan should be incorporated within the annual update to the 5 -Year Schedule of Improvements of the Capital Improvements Element of the Comprehensive Plan. D Florida 2005 Growth Management Legislation (Senate Bill 360) added additional financial feasibility requirements for the Capital Improvements Element. Financial feasibility means that sufficient revenues are currently available, or will be available from committed funding sources (e.g. ad valorem taxes, impact fees, developer contributions, bonds, state and federal funds, etc.) which are adequate to fund the projected costs of capital improvements necessary to ensure that adopted levekof-service standards are achieved and maintained. Revenue sources must be included in the 5 -Year Schedule of Improvements and be available during the planning period of the comprehensive plan. Additional key requirements include the following: • The Capital Improvements element must include a schedule of capital improvements which are necessary to ensure that adopted levekof service standards are achieved and maintained. • For capital improvements that will be funded by a developer, financial feasibility must be demonstrated by an enforceable development agreement, and be reflected in the 5 -year Schedule of Improvements. • If the local government uses a planned revenue source that requires a referendum or other actions to secure the source, the plan must identify other existing revenue sources in the event that the required actions do not occur. • The schedule of improvements must include transportation improvements included in the Metropolitan Planning Organization's transportation improvement program if those improvements are required to maintain adopted levekof-service standards. • The schedule of improvements must be reviewed on an annual basis to the maximum extent feasible, and modified as necessary, in order to maintain adopted levekof-service standards. • An amendment to the comprehensive plan is required to update the schedule of improvements on an annual basis, or to eliminate, defer, or delay the construction of any facility in the schedule of improvements. • Amendments implementing these requirements must be filed no later than December 1, 2011, as well as each successive year thereafter. The Village's Capital Improvement element and 5 -year schedule of improvements will need to be amended to comply with the new requirements. C. Level of Service Analysis. The Village has adopted LOS standards for infrastructure services in Table 11-1 of the Capital Improvements Element of the Comprehensive Plan. LOS standards are normally used to assess the impacts of any development on public facilities. Per the Village's land development regulations, developers are required, by contractual agreement with the provider, to finance necessary capital improvements. It is anticipated that any demands resulting from growth or redevelopment will continue to be addressed in this manner. The application of LOS standards to projected Village population is also used as one basis to identify existing and future capital improvements needs. Village population projections used to determine infrastructure needs are presented in Table 12. Table 12 — Fiscal Year Population Projections Component 2008 2010 2011 2012 2013 2014 Resident 121553* 12,822 13,091 13,091 13,091 13,091 Seasonal** 11473 11504 11535 11535 11535 11535 Total 14,026 14,326 14,626 14,626 143626 14,626 * -University of Florida estimate. ** - Peak -day seasonal population. Source: Village of North Palm Beach 1. Sanitary Sewer —Sanitary sewer service within the corporate limits is not directly provided by the Village. With the exception of a few remaining septic tanks, sanitary sewer service, including collection, transmission and disposal is provided by Seacoast Utility Authority (Seacoast). Seacoast directly bills residents within the Village using its services. Seacoast is a publicly owned water and sewer utility serving approximately 57,302 homes and businesses in northeast Palm Beach County, with an approximate population of 97,000 residents. The 1988 interlocal agreement establishing Seacoast vests governing authority in its five member board, consisting of Palm Beach County and four participating municipalities. Board members are appointed by the political jurisdictions, with voting shares based upon general capacity use as follows: Palm Beach Gardens — 49%; Palm Beach County — 26%; North Palm Bach — 16%; Lake Park — 7%; and Juno Beach — 2%. The PGA Regional wastewater treatment plant, which provides service to the participating governments, has a current design capacity of 12.0 mgd. Average annual daily flow (AADF) is 8.15 mgd and maximum daily flow (MDF) is 9.9 mgd. Related to the approval of development orders, Seacoast requires developers to upgrade the capacity of existing systems or build new systems to meet their needs in order to ensure that capacity is available. Current wastewater use by the Village is estimated at 1,323,171 gallons per day (i.e. population of 12,553 residents x 107 gallons per capita per day). It is projected that the Village's wastewater needs, using population projections (13,091 residents) prepared in the Village's 2006 Evaluation and Appraisal Report, and the Seacoast LOS, will attain a level of 1,400,737 gallons per day by 2011 (i.e. during the FY 2010 — FY 2014 planning )eriod), by which time buildout is projected to occur. The Village's adopted LOS standard for wastewater treatment and disposal is as follows: Average Day Generation: Residential - 66 gallons/capita/day; Non-residential - 1,060 gallons/acre/day. 11 Maximum Day Generation: Residential - 104 gallons/capita/day; Nonresidential - 1,721 gallons/acre/day. Per the Capital Improvements element, the above generation rates are to be used for planning purposed for the Village. Actual determination of flow rates used as the basis for plant capacity, main extension and tax charges shall be negotiated by individual property owners and Seacoast. The Village has continued to implement its policy of prohibiting central wastewater service in Planning Area 1 (i.e. "Non -Service Area"). The Village is meeting its LOS standard for sanitary sewer service, and no additional improvements to the PGA Regional wastewater treatment plant are required to serve the projected buildout situation during the FY 2010 - FY 2014 period. Since the wastewater collection, transmission, treatment and disposal facilities are owned, operated and maintained by Seacoast, the Village has no responsibility or authority to provide for system improvements. 2. Potable Water - Potable water service within the corporate limits, including treatment and distribution is also provided by Seacoast Utility Authority (Seacoast). Seacoast directly bills residents within the Village using its services. Seacoast owns and operates two treatment plants; the Richard Road facility, with a peak -day capacity of 7.5 mgd and the Hood Road facility, with a peak -day capacity of 23.0 mgd. Combined, the two facilities currently produce an average of approximately 18.3 mgd. According to the report entitled Preliminary Design Evaluation for Modifications to the Hood Road and Richard Road Water Treatment Plants (December 2005), the current treatment facilities have the capacity to serve projected buildout of that portion of the Seacoast service area located east of the C-18 Canal, including North Palm Beach. Future expansion may be necessary depending upon development approvals to the west of the C-18 Canal. Related to the approval of development orders, Seacoast requires developers to upgrade the capacity of existing systems or build new systems to meet their needs in order to ensure that capacity is available. Current potable water use by the Village is estimated at 2,397,762 gallons per day (i.e. population of 12,553 residents x 191 gallons per capita per day). It is projected that the Village's potable water needs, using population projections (13,091 residents) prepared in this EAR, and the Seacoast LOS, will attain a level of 2,500,381 gallons per day by 2011 (i.e. during the FY 2010 — FY 2014 planning period), by which time buildout is projected to occur. The Village's adopted LOS standard for potable water consumption is as follows: Average Day Generation: Residential - 99 gallons/capita/day; Non-residential - 1,874 gallons/acre/day. 12 Maximum Day Generation: Residential - 147 gallons/capita/day; Nonresidential — 2,782 gallons/acre/day. Per the Capital Improvements element, the above generation rates are to be used for planning purposes for the Village. Actual determination of flow rates used as the basis for plant capacity, main extension and tax charges shall be negotiated by individual property owners and Seacoast. The Village has continued to implement its policy of prohibiting central potable water service in Planning Area 1 (i.e. "Non -Service Area"). The Village is meeting its LOS standard for potable water consumption, and no additional improvements to the Seacoast regional potable water treatment plants are required to serve the projected buildout situation during the FY 2010 - FY 2014 period. Since the potable water withdrawal, treatment and distribution facilities are owned, operated and maintained by Seacoast, the Village has no responsibility or authority to provide for system improvements. 3. Solid Waste -The Sanitation Division of the Public Services Department offers collection service 3 -times per week to all single family and multi -family residences within the Village. The Village also collects commercial solid wastes with the exception of certain large restaurants, which contract directly with a private hauler. Costs for these services are recovered through ad valorem taxes and no additional fees are charged to residents to finance this service. Waste is transported to the Palm Beach County Solid Waste Authority facility on Dyer Boulevard. The Village also provides additional service for the separate collection of newspapers on a once per week basis. The Village sells the newspapers to a local purchaser. The Village does not provide collection service for construction sites; individual developers are responsible for collecting and disposing of wastes generated on their properties. The Village owns, operates and maintains its own equipment for solid waste collection. The Village Sanitation Division has packer trucks each with a twenty cubic yard capacity, satellite collection (jitney) trucks with one and one-half ton capacity, and one sedan. The Village's adopted LOS standard for solid waste collection and disposal is as follows: Average Generation Rate: Residential: Single -Family - 0.926 tons/capita/year; Multiple -Family - 0.588 tons/capita/year; Non -Residential - 6.0 tons/acre/year According to recent correspondence (1/6/2010), Solid Waste Authority disposal facilities can accommodate the Village's needs during 2010, and for the five and ten-year planning periods. The Sanitation Division is responsible for providing solid waste collection and transfer services for the Village. Routine maintenance for all Village vehicles is performed by the Fleet Maintenance Division. Capital costs associated with maintaining the Village's LOS standard include the purchase or lease of collection fleet vehicles and major purchases 13 related to maintenance facilities. Capital expenditures have historically been considered on an annual "as -needed" basis. The Village is meeting its LOS standard for solid waste collection and disposal services. However, future improvements are necessary to maintain the current level of service. Additional improvements required during the FY 2010 - 2014 period are itemized in Table 13. Table 13 -List of Solid Waste Capital Improvements Projects Village Comprehensive Plan Consistency Department Description/Location (Objective/Policy Citation) Sanitation Garbage TrucksNillage-Wide Policy 3.1.1, Infrastructure Element Policy 1Ab, Capital Improvements Element Sanitation Lightning LoaderNillage-Wide Policy 3.1.1, Infrastructure Element Policy 1.4.b, Capital Improvements Element Source: Village of North Palm Beach FY 2010 Budget (FY 2010 — FY 2014 Capital Plan). 4. Storm Water Drainage —The Streets Maintenance Division is responsible for maintaining the Village's drainage system, including administration of the NPDES permit program. The entire Village discharges its storm water into tidal waters. There are four main tidal bodies into which storm water is discharge by the Village: (1) the Earman River; (2) the North Palm Beach Waterway; (3) the Intracoastal Waterway; and (4) the northern portion of Lake Worth. A complete and integrated ground surface percolation and positive underground piping storm water drainage system is installed throughout the platted and developed areas of North Palm Beach. The storm water drainage system is Village -owned and maintained. The system, in residential areas, consists of roadside swales without curbs and gutters. Surplus water from the swales is diverted to catch basins within a closed conduit piping system then discharged via outfall to the manmade waterways, the Earman River, the Intracoastal Waterway, or Lake Worth. The commercial areas of the Village are confined to frontages along U.S. 3EE 1 and Northlake Boulevard. These roads are urbanized and have curbs and gutters and positive pipe outfalls to either the Earman River or Lake Worth. This system is maintained by the Florida State Department of Transportation (DOT) and the Village. The Village does not have a master drainage plan. The existing drainage system was built in a piece -meal fashion over time with the majority of the existing system having been constructed between 1956 and 1970. Therefore, the major portion of the Village's storm water drainage system was constructed prior to any discharge regulations. The Village's adopted LOS standard for drainage is as follows: Design Storm: 3 -Year frequency, 24 hour duration (one -day); Rainfall intensity curve, as established by the South Florida Water Management District. 14 According to a prior Village engineering consultant, the drainage system was, more than likely, designed similar to a Florida Department of Transportation system with a minimum three year storm recurrence interval. The South Florida Water Management District (SFWMD) minimum drainage design criterion for local governments is a three- year, one day duration storm event. It is therefore determined that the design capacity and the level of service is estimated to be at least satisfactory to meet the SFWMD minimum local government criteria. As a result, the capacity of the system appears to be adequate for the Village. The Village maintains scheduled inspections and maintenance to assure long-term effectiveness. Currently, the Village inspects each catch basin within the Village at least once per year and identifies needed maintenance and improvements. Capital costs associated with maintaining the Village's LOS standard include catch -basin and storm drain system repairs and replacement of damaged or inefficient or inadequate storm drainage system components. Capital expenditures have historically been considered on an annual "as -needed" basis. The Village is currently meeting its LOS standard for stormwater drainage, and no additional improvements are currently required during the FY 2010 - 2014 period. However, "place holder" Table 14 is included so that projects may be addressed in future years. Table 14 -List of stormwater Capital Improvements Projects Village Dept. Description/Location Comprehensive Plan Cons istency(O bj ective/Pol icy) Public Works Northlake Dr. Drainage Improvements Policy 2.1, Infrastructure Element Public Works 592 Anchorage Dr. Drainage Improvements Policy 2.1, Infrastructure Element Public Works 603 Lagoon Dr. Drainage Improvements Policy 2. 1, Infrastructure Element Source: Village of North Palm Beach FY 2010 Budget (FY 2010 — FY 2014 Capital Plan). 5. Roadways —The Village's principal roadway system is comprised of the following: Urban Minor Arterial — U.S. Highway 1, Northlake Boulevard and Alternate A -1-A; and Urban Collector— Prosperity Farms Road, Lighthouse Drive and A -1-A. The Comprehensive Plan currently classifies Village roadways based upon the number of traffic signals per mile and related driving times, an alternative methodology previously permitted by the Florida Department of Community Affairs. LOS standards consistent with the alternative methodology were also adopted, as follows: "Average Annual Daily/Peak Hour LOS Standards at D/D, consistent with the Florida Department of Transportation minimum acceptable operating levels of service standards, for listed Village roadways, and Levekof-Service D traffic volumes (i.e. Tables 4-1 and 4-2 of the Transportation element)". 15 By Comprehensive Plan amendment, the Village designated Prosperity Farms Road, between Northlake Boulevard and Burns Road a constrained facility and not subject to the Village -wide LOS standards, and designated the roadway a Constrained Roadway at a Lower Level of Service (CRALLS) facility. Development orders impacting the CRALLS segment are evaluated using the following specific level of service standards: AADT - 20,950 trips; and Peak Hour - 1,948 trips. It was further determined that before Prosperity Farms Road, between Northlake Boulevard and Burns Road may be constructed as a 4 or 5 lane facility the following must occur: (1). The CRALLS volumes on this roadway segment must be reached; and (2) the parallel segment of Alternate AIA must be a 6 -lane facility and operate below its adopted level -of -service; or (3) the parallel segment of U.S. Highway No. 1 must operate below its adopted levekof-service. The Village's current LOS standards, with the exception of those adopted for Prosperity Farms Road under the CRALLS designation, are consistent with those used by Palm Beach County to implement the countywide Traffic Performance Standards of the Unified Land Development Code (ULDC). The system uses State functional roadway classifications and peak -hour traffic volumes to determine levels -of -service. As a result, for the purposes of this analysis, the countywide system is used to determine the Village's current levekof-service. Using traffic count data supplied by the Palm Beach County and peak -hour LOS D traffic volumes provided in the Palm Beach County Traffic Performance Standards section of the ULDC (Table 13B), it is concluded that all of the Village's primary roads are currently operating an acceptable level -of -service. As a result, the Village has not issued any de minimus traffic concurrency approvals during FY 2009. Available traffic count data and alevel-of service comparison for the Village's primary road system are presented in Table 15. Table 15 —Roadway Level -of -Service Analysis A. Average Dailv Traffic (vehicles aer dav) Roadway Lanes Count Station From - To 2009 AADT Volume LOS "D" Volume A -1-A 2L 2816 Lost Tree Village to Island Dr. 111700** 14,900 U.S. 1 4LD 2838 PGA to McLaren 25,087 32,500 U.S. 1 6LD 2832 McLaren to Northlake 29,581 481900 U.S. 1 4LD* 2800 Northlake to Park Ave. 271109 32,500 Northlake 6LD 2819 US 1 to Southwind 28,325 48,900 Northlake 6LD 2817 Southwind to Prosperity Farms 33,461 48,900 Northlake 6LD 2821 Prosperity Farms to Alt A -IA 321300** 48,900 Alt. A -1-A 4LD 2814 Northlake to Lighthouse 22,709 32,500 Prosperity Farms 3L 2806 Northlake to Lighthouse 17,352 20,950** Prosperity Farms 3L 2836 Lighthouse to Burns 18,959 20,950** Prosperity Farms 5L 2804 Burns to PGA 25,285 32,500 16 B. Peak -Hour Traffic (vehicles per hour) Roadway Lanes Count Station From - To 2009 Peak- Hour Volume LOS "D" Volume A -1-A 2L 2816 Lost Tree Village to Island Dr. N/A 11390 U.S. 1 4LD 2838 PGA to McLaren 21214 31020 U.S. 1 6LD 2832 McLaren to Northlake 21630 41550 U.S. 1 4LD* 2800 Northlake to Park Ave. 21488 31020 Northlake 6LD 2819 US 1 to Southwind 21314 41550 Northlake 6LD 2817 Southwind to Prosperity Farms 21756 41550 Northlake 6LD 2821 Prosperity Farms to Alt A- 1A N/A 41550 Alt. AA -A 4LD 2814 Northlake to Lighthouse 17999 31020 Prosperity Farms 3L 2806 Northlake to Lighthouse 11452 11948*** Prosperity Farms 3L 2836 Lighthouse to Burns 11646 1,948*** Prosperity Farms 5L 2839 Burns to PGA 21300 31020 * -North of Palmetto Road. ** - 2008 number (most recent count) *** - Adopted CRALLS LOS standard Source: Section 15. (I).D., Table 1A; Palm Beach County Unified Land Development Code (Traffic Performance Standards); Palm Beach County Traffic Division Historic Traffic Growth Table, 2009; Land Research Management, Inc., 12/08; Rev: 1/10, The Streets Maintenance Division is responsible for maintaining local sidewalks, roads and bridges within the Village. Capital costs associated with maintaining the Village's LOS standard include repair and replacement of sidewalks, streets, traffic signs and bridges, and administration of the annual asphalt overlay (street re -surfacing) program. Capital expenditures have generally been considered on an annual "as -needed" basis. However, major improvements, such as the Lighthouse Bridge repairs, are planned in advance. No roadway improvements are currently required during the FY 2010 - 2014 period. However, future improvements are necessary to maintain the current level of service. Additional improvements required during the FY 2010 - 2014 period are itemized in Table 16. 6. Recreation and Open Space —The minimum acceptable LOS standard for Village recreation and open space is three acres per 1,000 population. A comparison of data from Table 17 (excluding the North Palm Beach Country Club acreage), with the Village's current population (47.88 acres/12,553 residents) indicates that North Palm Beach is currently providing 3.8 acres per 1,000 population and meeting its LOS standard. 17 Table 16 - List of Roadway Capital Improvements Projects Village Department Description/Location Comprehensive Plan Consistency (Objective/Policy Citation) Streets Road Overlay/Village-wide Objective 2 and Policies 7.1 and Community Center Communit 7,3 Transportation Element, and Anchorage Park Neighborhood Policy 1.2 Capital Improvements Element Streets Sidewalk replacement Objectives 4 and 13, Transportation Lake Side Park Neighborhood Element Osborne Park Neighborhood Policy 1.2 Capital Improvements Element Source: Village of North Palm Beach FY 2010 Budget (FY 2010 — FY 2014 Capital Plan). The projected level -of -service at buildout (13,091 residents/3.0 acres /1,000 population) is 3.66 acres per 1,000 population. The projected levekof-service will exceed the adopted Village's LOS standard. Table 17 —Recreation and Open Space Facilities Facilit Name Classification Acres North Palm Beach Country Club Community 150.42 Community Center Communit 12.64 Anchorage Park Neighborhood 11.66 Anchorage Marina Neighborhood 9.11 Lake Side Park Neighborhood 6.97 Osborne Park Neighborhood 7.50 Total Acres 198.3 Source: Land Research Management, Inc.; 12/08 Rev: 1/10. The Leisure Services Department is responsible for maintaining parks and library facilities within the Village and the Anchorage Marina and Storage Facty. Capital costs associated with maintaining the Village's LOS standard include renovation, upgrading and expansion of facilities and purchase of additional equipment and facilities. Operations and improvements at the North Palm Beach Country Club, although owned and operated by the Village, are accounted for in a separate enterprise fund. Included operations are golf and food and beverage. Previous tennis and pool operations have been transferred to the Village's recreation function. Capital expenditures have generally been considered on an annual "as -needed" basis. However, major improvements, including those funded by grants or loans, are planned in advance. No recreation and open space improvements are currently required during the FY 2010 - 2014 period. However, future improvements are planned to maintain the current level of service and increase the number of facilities. Additional improvements planned during the FY 2010 - 2014 period are itemized in Table 18. Table 18 - List of Recreation &Open Space Capital Improvements Projects Village Comprehensive Plan Consistency Department Description/Location (Objective/Policy Citation) Recreation Utility Vehicles/Village-wide Policy 4.2, Recreation & Open Space Element, Policy 1.4, Capital Improvements Element Parks Gym Repairs/Community Center Policy 2.1, Recreation & Open Space Element, Policy 1.4, Capital Improvements Element Pool Resurface Pool/Country Club Policy 2.1, Recreation & Open Space Element Policy 1.2, Capital Improvements Element Recreation Osborne Park Lighting/Osborne Objective 7, Recreation & Open Space Park Element, Policy 1.4, Capital Improvements Element Recreation Playground equipment/Village-wide Policy 4.2, Recreation & Open Space Element, Policy 1.4, Capital Improvements Element Recreation Playground surfacing/Village-wide Policy 2.1, Recreation & Open Space Element, Policy 1.2, Capital Improvements Element Library Repairs & renovation/Library Policy 2.1 Recreation & Open Space EI Policy 1.2, Capital Improvements Element Source: Village of North Palm Beach FY 2010 Budget (FY 2010 — FY 2014 Capital Plan). D. Five -Year Schedule of Improvements The purpose of the Capital Improvements Element (CIE) and Five -Year Schedule of Improvements is to identify the capital improvements necessary to implement the Comprehensive Plan and ensure that adopted levekof-service (LOS) standards are achieved and maintained for concurrency related facilities (transportation, sanitary sewer, solid waste, drainage, potable water, parks and recreation and public schools). If LOS standards are not met, concurrency management requires a local government to deny applications for development orders and permits until the deficiency is addressed. The Five -Year Schedule must address deficiencies and be financially feasible. The 2005 Growth Management Legislation (Senate Bill 360) added additional financial feasibility requirements for the Capital Improvements Element. Financial feasibility means that sufficient revenues are currently available, or will be available from committed funding sources (e.g. ad valorem taxes, impact fees, developer contributions, bonds, state and federal funds, etc.) which are adequate to fund the projected costs of capital improvements necessary to ensure that adopted levekof-service standards are achieved and maintained. Revenue sources must be included in the 5 -year Schedule of Improvements and be available during the planning period of the comprehensive plan. IL's Objective 1 of the Capital Improvements Element of the Comprehensive Plan directs the Village to prepare a Five -Year Schedule of Improvements, and Policy 4.3 directs that it be updated on an annual basis. Components of the Schedule of Improvements 1. Fiscal Responsibility The annual budget serves as the foundation for the Village's financial planning and control systems. All departments are required to submit requests for appropriations, including capital projects, to the Village Manager. Requests are the starting point for developing a proposed budget, which is then presented to the Council for review and approval. The legal level of budgetary control over expenditures is maintained at the fund level in order to ensure compliance with finance -related requirements. In general, the Five -Year Schedule of Improvements must include those improvements projects for which the local government has fiscal responsibility. Per state law, North Palm Beach must also include some additional projects for which the Village has no fiscal responsibility, such as school facilities, water supply improvements, certain transportation projects, and privately financed projects necessary to maintain adopted LOS standards. 2. Time Period The Five -Year Schedule of Improvements must be divided into five one-year (fiscal year) periods. The current Five -Year Schedule of Improvements encompasses the FY 2010 to 2014 period. 3. Project Description and General Location The Five -Year Schedule of Improvements must include the following four categories of capital improvements: • Those that are necessary to maintain adopted LOS standards and are the responsibility of the Village of North Palm Beach (Ref: Table 19A). • Those that are necessary to maintain adopted LOS standards and are the responsibility of private parties (Ref: Table 19B). • Those that implement non -LOS Comprehensive Plan directives and are the responsibility of the Village of North Palm Beach (Ref: Table 19C). • Public schools, water supply facilities, and transportation facilities that are the responsibility of other agencies (Ref: Table 19D). Each project in the Five -Year Schedule of Improvements description and a citation of Comprehensive Plan consistency. must include a general be specific enough to demonstrate consistency with facility various elements of the Comprehensive Plan. 20 Project descriptions must needs identified in the Table 19 - Summary of Capital Improvements Projects Necessary to Maintain LOS Standards: North Palm Beach Comprehensive Plan project No. and Description Comprehensive Plan Consistency Element Project No. and Description (Objective/Policy Citation) NA Sanitation 1/Garbage truck Policy 3.1.1, Infrastructure Element Infrastructure replacement (2) Policy 1.4.b, Capital Imp. Element Capital Impreovements Public Safety 1(Police/Fire Rescue) Policy 3.1.1, Infrastructure Element Infrastructure Sanitation 2/Lightning Loader (2) Policy 1.4.b, Capital Improvements Element Infrastructure Stormwater 1/Northlake Drive Policy 2. 1, Infrastructure Element Infrastructure Stormwater 2/592 Anchorage Dr. Policy 2.1, Infrastructure Element Infrastructure Stormwater 3/603 Shore Road Policy 2.1, Infrastructure Element Transportation Transportation 1/Road overlay Objective 2 and Policies 7.1 and (resurface) (2) 7.3, Transportation Element Transportation Transportation 2/Sidewalk Objectives 4 and 13, Trans. Element replacement (2) Recreation & Open Space Pool 1/Resurface pool (2) Policy 2.1, Recreation & Open Space Element Recreation & Open Space Recreation 1/Gymnasium repairs (2) Policy 2.1, Recreation & Open Space Element Recreation & Open Space Recreation 2/Osborne Park lighting Policy 2.1, Recreation & Open Space (1) Element Recreation & Open Space Recreation 3/Playground equip. (2) Policy 2.1, Recreation & Open Space Element (1) —Existing Deficiency; (2) —Replacement Project; (3) — To Meet Future Need B. -Improvements Necessary to Maintain LOS Standards: Private Parties Comprehensive Plan project No. and Description Comprehensive Plan Consistency Element Project No. and Description (Objective/Policy Citation) NA NA NA (1) —Existing Deficiency; (2) —Replacement Project; (3) — To Meet Future Need C. -Non-LOS Comprehensive Plan -Directed Improvements: North Palm Beach Comprehensive Plan (1) —Existing Deficiency; project No. and Description Comprehensive Plan Consistency Element (Objective/Policy Citation) Recreation & Open Space Library 1/Library Renovations (2) Policy 2.1 Recreation & Open Space EI Policy 1.2, Capital Improvements Element Capital Impreovements Public Safety 1(Police/Fire Rescue) Policy 1.4.a, Capital Improvements Vehicles (2/3) Element (2) —Replacement Project; (3) — To Meet Future Need 21 D. -Other Required Improvements: Other Agencies * - Project included in the FY 2010 — 2014 Transportation Improvement Program (TIP) of the MPO. (1) — Existing Deficiency ;(2) — Replacement Project; (3) — To Meet Future Need 4. Project Costs and Schedule Rule 9J-5.003(12), Florida Administrative Code defines "capital improvements" as physical assets which are large-scale and high in cost; generally non-recurring and ay require multi-year financing. The Village of North Palm Beach has defined a capital improvement (Ref: Policy A1.1 of the Capital Improvements Element) as a large-scale project costing $10,000 or more. Normal maintenance activities are not included. Costs assigned to projects identified in Tables 19A — 19D and scheduling are presented in Table 20. 5. Revenue Sources Revenue sources that will be used to fund each project must be indicated in the Five - Year Schedule of Improvements. Projections of available Government Funds revenues during the FY 2010 — 2014 period are presented in Table 10. Capital improvements costs that exceed those projections must be funded by additional Government Funds revenues, deductions from the undesignated fund balance, or non-operating revenue sources. Alternatively, the Village may elect to fund improvements by alternative sources even if Government Funds revenues are available. Additional sources of revenue include bonds; federal, state and local grants; special assessments; impact fees and developer contributions; etc. In order for the Five -Year Schedule of Improvements to be financially feasible, sufficient revenues must be available from "committed funding sources" for projects scheduled during the initial three years. Projects in Years 4 and 5 may be scheduled from revenue sources that are either "committed" or "planned". 22 Comprehensive Plan Consistency Project No. and Description Public Agency (Objective/Policy Citation) Palm Beach County School District 5 -Year Capital Budget School District (Ref: Attachment A) (2/3) Statutory Requirement Metropolitan Planning Resurface U.S. 1 (Parker Bridge to SR Organization (MPO) — 1* 706); MPO #4229641 (2) Statutory Requirement Metropolitan Planning Northlake Blvd, Safety Project Organization (MPO) — 2* MPO #430151 (2) Statutory Requirement Metropolitan Planning A -1-A Bridge Painting Organization (MPO) — 3* MPO #4190191 (2) Statutory Requirement Metropolitan Planning A -1-A Bridge Replacement (2) Organization (MPO) — 4* MPO #4212971 Statutory Requirement Metropolitan Planning A -1-A Resurfacing (2) Organization (MPO) — 5* MPO #4229841; 4229841; 4203251 Statutory Requirement Metropolitan Planning U.S. 1 Parker Bridge Replacement (2) Organization (MPO) — 6* MPO #4212971; 4124921 Statutory Requirement Metropolitan Planning Anchorage Park Boardwalk(3) Organization (MPO) — 7* MPO #4221751 Statutory Requirement * - Project included in the FY 2010 — 2014 Transportation Improvement Program (TIP) of the MPO. (1) — Existing Deficiency ;(2) — Replacement Project; (3) — To Meet Future Need 4. Project Costs and Schedule Rule 9J-5.003(12), Florida Administrative Code defines "capital improvements" as physical assets which are large-scale and high in cost; generally non-recurring and ay require multi-year financing. The Village of North Palm Beach has defined a capital improvement (Ref: Policy A1.1 of the Capital Improvements Element) as a large-scale project costing $10,000 or more. Normal maintenance activities are not included. Costs assigned to projects identified in Tables 19A — 19D and scheduling are presented in Table 20. 5. Revenue Sources Revenue sources that will be used to fund each project must be indicated in the Five - Year Schedule of Improvements. Projections of available Government Funds revenues during the FY 2010 — 2014 period are presented in Table 10. Capital improvements costs that exceed those projections must be funded by additional Government Funds revenues, deductions from the undesignated fund balance, or non-operating revenue sources. Alternatively, the Village may elect to fund improvements by alternative sources even if Government Funds revenues are available. Additional sources of revenue include bonds; federal, state and local grants; special assessments; impact fees and developer contributions; etc. In order for the Five -Year Schedule of Improvements to be financially feasible, sufficient revenues must be available from "committed funding sources" for projects scheduled during the initial three years. Projects in Years 4 and 5 may be scheduled from revenue sources that are either "committed" or "planned". 22 Table 20 - Schedule and Cost of Capital Improvements Projects * - Refer to Tables 19A -19D. Source: Village of North Palm Beach FY 2010 Budget (FY 2010 - FY 2014 5 -Year Capital Plan); LRM, Inc., 1/10. A "committed" funding source is one which is available for and dedicated to financing capital improvements included in the Five -Year Schedule of Improvements, and based upon expected revenues from an existing source. A "planned" funding source is one that is not currently available to the Village to fund capital improvements. A "planned" revenue source is one which requires a referendum, grant funding decision, bond issue, loan agreement, or other action to secure the source. Once the required action occurs, the revenue source becomes "committed". The use of "planned" revenue sources in the Five -Year Schedule of Improvements should be accompanied by appropriate policies in the Capital Improvements Element oriented to securing the source. Revenue sources for planned capital improvements are presented in Table 21, including a determination of whether each source is committed or planned. 6. Financial Feasibility Information presented in this analysis indicates that proposed capital improvements for the five-year planning period are financially feasible. The Village should continue to update Five -Year Schedule of Capital Improvements on an annual basis, considering changes in LOS, detailed revenue projections and changes in funding priorities in order to adequately determine financial feasibility. 23 Fiscal Year Cost ($ 000's) Total Cost Project Number* 2009/10 2010/11 2011/12 1 2012/13 2013/14 (Dollars) SanitationA 0.0 186.3 205.0 205.0 205.0 801.3 Sanitation -2 0.0 220.0 0.0 0.0 0.0 220.0 Stormwater-1 162.0 0.0 0.0 0.0 0.0 162.0 Stormwater-2 8.0 0.0 0.0 0.0 0.0 8.0 Stormwater-3 13.0 0.0 0.0 0.0 0.0 13.0 TransportationA 300.0 363.0 363.0 399.3 399.3 11824.6 Transportation -2 20.0 44.0 48.4 53.2 58.6 224.2 P001-1 0.0 0.0 0.0 0.0 150.0 150.0 RecreationA 40.0 0.0 0.0 0.0 0.0 40.0 Recreation -2 0.0 90.0 0.0 0.0 0.0 90.0 Recreation -3 0.0 60.0 0.0 60.0 0.0 60.0 LibraryA 29.9 266.2 15.0 0.0 0.0 311.1 Public Safety -1 54.0 102.0 128.1 56.7 135.4 476.2 Totals 626.9 11331.5 759.5 774.2 948.3 4,380.4 * - Refer to Tables 19A -19D. Source: Village of North Palm Beach FY 2010 Budget (FY 2010 - FY 2014 5 -Year Capital Plan); LRM, Inc., 1/10. A "committed" funding source is one which is available for and dedicated to financing capital improvements included in the Five -Year Schedule of Improvements, and based upon expected revenues from an existing source. A "planned" funding source is one that is not currently available to the Village to fund capital improvements. A "planned" revenue source is one which requires a referendum, grant funding decision, bond issue, loan agreement, or other action to secure the source. Once the required action occurs, the revenue source becomes "committed". The use of "planned" revenue sources in the Five -Year Schedule of Improvements should be accompanied by appropriate policies in the Capital Improvements Element oriented to securing the source. Revenue sources for planned capital improvements are presented in Table 21, including a determination of whether each source is committed or planned. 6. Financial Feasibility Information presented in this analysis indicates that proposed capital improvements for the five-year planning period are financially feasible. The Village should continue to update Five -Year Schedule of Capital Improvements on an annual basis, considering changes in LOS, detailed revenue projections and changes in funding priorities in order to adequately determine financial feasibility. 23 Table 21 - Revenue Sources for Capital Improvements Projects Project Number* Revenue Source Fiscal Year Budget ($) Total Cost (Dollars) 2009/10 1 2010/11 2011/12 1 2012/13 2013/14 Sanitation -1 GF(1) 0.0 186.3 205.0 205.0 205.0 801.3 Sanitation -9 GF(1) 0.0 220.0 0.0 0.0 0.0 220.0 StormwaterA GF(1) 162.0 0.0 0.0 0.0 0.0 162.0 Stormwater-2 GF(1) 8.0 0.0 0.0 0.0 0.0 8.0 Stormwater-3 GF(1) 13.0 0.0 0.0 0.0 0.0 13.0 Transportation -1 GF/G (1) 300.0 363.0 363.0 399.3 399.3 11824.6 Transportation -2 GF(1) 20.0 44.0 48.4 53.2 58.6 224.2 Pool -1 GF(1) 0.0 0.0 0.0 0.0 150.0 150.0 RecreationA GF(1) 40.0 0.0 0.0 0.0 0.0 40.0 Recreation -2 GF(1) 0.0 90.0 0.0 0.0 0.0 90.0 Recreation -3 GF(1) 0.0 60.0 0.0 60.0 0.0 60.0 LibraryA GF(1) 29.9 266.2 15.0 0.0 0.0 311.1 Public Safety -1 GF (1) 54.0 102.0 128.1 56.7 135.4 476.2 Totals 626.9 11331.5 759.5 774.2 948.3 41380.4 Revenue Sources: GF -General Fund; GT -Gas Tax; Impact Fees - IF; G -Grant; ST - % Cent Sales Tax; WS - Water and Sewer Fund; SF - Stormwater Fund; SA - Special Assessment; LN - Loan. (1) -Committed Revenue Source (2) - Planned Revenue Source (3) - To be determined. * - Refer to Tables 19A -19D. Source: Village of North Palm Beach 2010 Budget (FY 2010 - FY 2014 5 -Year Capital Plan); LRM, Inc., 1/10. E. Capital Improvements Element Amendments Several Capital Improvements Element amendments are necessary to meet the state - mandated requirements. Necessary amendments include the following: • The Capital Improvements Element must include a schedule of capital improvements which are necessary to ensure that adopted level -of service standards are achieved and maintained. • Section 11.4.1 of the Capital Improvements Element incorporates the Five -Year Schedule of Improvements. It is recommended that Section 11.4.1 be amended in order to update the Five -Year Schedule of Improvements, as follows: 11.4.1 Five -Year Schedule of Improvements The North Palm Beach Five -Year Schedule of Capital Improvements for Fiscal Years �o°-, °�0 2010 through 299984 2014 is presented in T�h�� � � `'°. Tables 11-2 to 11-4. The School District of Palm Beach County S x Five Year Capital Improvement Schedule for Fiscal Years 2001 2010 through 2406 2014 is presented in Appendix A. Pablo I A review of other Comprehensive Plan elements leads to the conclusion that the Capital Improvements element Goal, Objectives and Policies and the 5 Five - Year Schedule of Improvements are internally consistent. Table 11-2 - Summary of Capital Improvements Projects Necessary to Maintain LOS Standards: North Palm Beach Comprehensive Element PlanComprehensive Project No. and Description Plan (Obiective/Policy Consistency Citation) Infrastructure NA Sanitation 1/Garbage truck replacement (2) Policy 3.1.1, Infrastructure Element Policy 1.4.b, Capital Imp. Element Infrastructure Capital Improvements Sanitation 2/Lightning Loader (2) Policy 3.1.1, Infrastructure Element Vehicles (2/31 Policy 1.4.b, Capital Improvements Element Infrastructure Stormwater 1/Northlake Drive Policy 2.1, Infrastructure Element Infrastructure Stormwater 2/592 Anchorage Dr. Policy 2.1, Infrastructure Element Infrastructure Stormwater 3/603 Shore Road Policy 2. 1, Infrastructure Element Transportation Transportation 1/Road overlay Objective 2 and Policies 7.1 and 7.3,Transportation Element (resurface) (2) Transportation Transportation 2/Sidewalk replacement (2) Objectives 4 and 13, Trans. Element Recreation & Open Space Pool 1/Resurface pool (2) Policy 2.1, Recreation & Open Space Element Recreation & Open Space Recreation 1/Gymnasium repairs (2) Policy 2. 1, Recreation & Open Space Element Recreation & Open Space Recreation 2/Osborne Park lighting Policy 2.1, Recreation & Open Space Element Recreation & Open Space Recreation 3/Playground equip. (2) Policy 2. 1, Element Recreation & Open Space (1) —Existing Deficiency : (2) —Replacement Project; 3) — To Meet Future Need B. -Improvements Necessary to Maintain LOS Standards: Private Parties Comprehensive Plan Project No. and Description Comprehensive Plan Consistency (Objective/Policy Citation) Element Recreation & Open Space NA NA NA (1) — Existing Deficiency; (2) — Replacement Project; (3) — To Meet Future Need Table 11-2 - Summary of Capital Improvements Projects (continued) C. -Non-LOS Comprehensive Plan -Directed Improvements: North Palm Beach Comprehensive Plan Element Project No. and Description Comprehensive Plan Consistency (Objective/Policy Citation) Recreation & Open Space Library 1/Library Renovations (2) Policy 2.1 Recreation & Open Space EI Policy 1.2, Capital Improvements Element Capital Improvements Public Safety 1(Police/Fire Rescue) Policy 1.4.a, Capital Improvements Vehicles (2/31 Element (1) —Existing Deficiency; (2) —Replacement Project; (3) — To Meet Future Need 25 D. -Other Required Improvements: Other Agencies Public Agency Total Cost Proiect No. and Description Comprehensive Plan Consistency (Objective/Policy Citation) Palm Beach County School District 2011/12 School District 5 -Year Capital Budget Statutory Requirement (Ref: Appendix A) (2/3) Metropolitan Organization 186.3 Planning (MPO) -1* 205.0 Resurface U.S. 1 (Parker Bridge to SR Statutory Requirement 0.0 706); MPO #4229641 (2) 0.0 Metropolitan Organization Planning (MPO) - 2* Northlake Blvd. Safety Project MPO #430151.L21 Statutory Requirement 0.0 0.0 Metropolitan Organization Planning (MPO) - 3* A -1-A Bridge Painting MPO #4190191 (2) Statutory Requirement 0.0 0.0 Metropolitan Organization Planning (MPO) - 4* A -1-A Bridge Replacement (2) MPO #4212971 Statutory Requirement 0.0 13.0 Metropolitan Organization Planning (MPO) - 5* A -1-A Resurfacing (2) MPO #4229841; 4229841: 4203251 Statutory Requirement 1,824.6 Transportation -2 Metropolitan Organization Planning (MPO) - 6* U.S. 1 Parker Bridge Replacement (2) Statutory Requirement MPO #4212971: 4124921 0.0 Metropolitan Organization Planning (MPO) - 7* Anchorage Park Boardwalk(3) MPO #4221751 Statutory Requirement 40.0 0.0 * - Project included in the FY 2010 - 2014 Transportation Improvement Program (TIP) of the MPO. (1) - Existing Deficiency ;(2) - Replacement Project; (3) - To Meet Future Need Table 11-3 -Schedule and Cost of Capital Improvements Projects * - Refer to Table 11 -2A -11-2C. 26 Fiscal Year Cost ($ 000's) Total Cost Proiect Number* 2009/10 2010/11 2011/12 2012/13 2013/14 Dollars SanitationA 0.0 186.3 205.0 205.0 205.0 801.3 Sanitation -2 0.0 220.0 0.0 0.0 0.0 220.0 Stormwater-1 162.0 0.0 0.0 0.0 0.0 162.0 Stormwater-2 8.0 0.0 0.0 0.0 0.0 8.0 Stormwater-3 13.0 0.0 0.0 0.0 0.0 13.0 Transportation -1 300.0 363.0 363.0 399.3 399.3 1,824.6 Transportation -2 20.0 44.0 48.4 53.2 58.6 224.2 Pool -1 0.0 0.0 0.0 0.0 150.0 150.0 Recreation -1 40.0 0.0 0.0 0.0 0.0 40.0 Recreation -2 0.0 90.0 0.0 0.0 0.0 90.0 Recreation -3 0.0 60.0 0.0 60.0 0.0 60.0 Library -1 29.9 266.2 15.0 0.0 0.0 311.1 Public Safetv-1 54.0 102.0 128.1 56.7 135.4 476.2 Totals 626.9 1,331.5 759.5 774.2 948.3 4.380.4 * - Refer to Table 11 -2A -11-2C. 26 Table 11-4 - Revenue Sources for Capital Improvements Proiects Project Number* Revenue Source Fiscal Year Budget ($) Total Cost 2009/10 2010/11 2011/12 2012/13 2013/14Dollars Tax; Sanitation -1 GF(1) 0.0 186.3 205.0 205.0 205.0 801.3 Sanitation -2 GF(1) 0.0 220.0 0.0 0.0 0.0 220.0 StormwateM GF(1) 162.0 O.o 0.0 0.0 0.0 162.0 Stormwater-2 GF(1) 8.0 0.0 0.0 0.0 0.0 8.0 Stormwater-3 GF(1) 13.0 0.0 0.0 0.0 0.0 13.0 Transportation -1 GF/G (1) 300.0 363.0 363.0 399.3 399.3 1.824.6 Transportation -2 GF(1) 2040 44.0 48.4 53.2 58.6 224.2 Pool -1 GF(1) 0.0 0.0 0.0 0.0 150.0 150.0 Recreation -1 GF(J) 40.0 0.0 0.0 0.0 0.0 40.0 Recreation -2 GF(1) 0.0 90.0 0.0 0.0 0.0 90.0 Recreation -3 GF(1) 0.0 60.0 0.0 60.0 0.0 60.0 Library -1 GF(1) 29.9 266.2 15.0 0.0 0.0 311.1 Public Safety -1 9F(1) 54.0 102.0 128.1 56.7 135.4 476.2 Totals 626.9 1,331.5 759.5 774.2 948.3 4.380.4 Revenue 1 Sources: GF -General Fund; GT -Gas Tax; Impact Fees - IF: G -Grant: Cent Sales Tax; WS -Water and Sewer Fund: SF -Stormwater Fund; SA - Special Assessment; LN - Loan ) -Committed Revenue Source; (2) -Planned Revenue Source (3) - To be determined. * - Refer to Tables 11-2A - 11-2D, Source: Village of North Palm Beach 2010 Budget (FY 2010 - FY 2014 5 -Year Capital Plan); LRM Inc. 1/10. • For capital improvements that will be funded by a developer, financial feasibility must be demonstrated by an enforceable development agreement, and be reflected in the 5 -year Schedule of Improvements. • Objective 3 of the Capital Improvements Element addresses the issue of capital improvements funding. It is recommended that Policies 3.4 and 3.5 be added to the Capital Improvements Element to read as follows: Policy 3.4. For capital improvements to be funded by a developer financial feasibilitX shall be demonstrated by an enforceable development agreementI and be reflected in the Five-year Schedule of Improvements. Policy_ 3.5. Financial feasibility means that sufficient revenues are current) available or will be available from committed funding sources for the first 3 years or will be available from committed or planned funding sources for nears 4 and 5. of the Five -Year Schedule of Improvements. Committed sources of revenue shall include ad valorem taxes bonds state and federal funds tax revenues impact fees and developer contributions which are adequate to fund the projected costs of the capital improvements identified in the Comprehensive Plan necessary to ensure that adopted levekof-service standards are achieved and maintained within the five-year period. • If the local government uses a planned revenue source that requires a referendum or other actions to secure the source, the plan must identify other existing revenue sources in the event that the required actions do not occur. 27 Objective 3 of the Capital Improvements Element addresses the issue of capital improvements funding. It is recommended that Policy 3.6 be added to the Capital Improvements Element to read as follows: Policy 3.6. If the Five -Year Schedule of Improvements identifies a planned revenue source that requires a referendum or other action(s) to secure the source, the Comprehensive Plan shall identify an alternative existing revenue sources) in the event that the required actions do not occur. • The schedule of improvements must include transportation improvements included in the Metropolitan Planning Organization's (MPO) transportation improvement program if those improvements are required to maintain adopted level -of -service standards. Table 18 D, above, provides for the accommodation of MPO projects within the Village's Five -Year Schedule of Improvements. As there are no projects proposed within the corporate limits that are required to maintain the Village's LOS standards, none are included in the proposed Five -Year Schedule of Improvements amendments. • The schedule of improvements must be reviewed on an annual basis to the maximum extent feasible and modified as necessary to maintain adopted level - of -service standards. Policy 1.1 and Policy 4.3 of the Capital Improvements Element requires that the Village develop, adopt and annually update a five-year capital improvements program. It is recommended that Policy 4.3 be amended to specifically reference the Five -Year Schedule of Improvements being added to the Element, as follows: Policy 4.3: As part of its budgeting process q=he the Village shall adopt and annually update the Five -Year Schedule of Improvements, a primary purpose of which is to maintain the Village's adopted Level -of -Service (LOS) standards. The results of this update shall be incorporated within the five-year capital budget plan as part of the annual Village budget process. ® An amendment to the comprehensive plan is required to update the schedule of improvements on an annual basis, or to eliminate, defer, or delay the construction of any facility in the schedule of improvements. It is recommended that Policy 4.3 of the Capital Improvements Element which requires that the City develop, adopt and annually update afive-year schedule of improvements be further amended to include the annual Comprehensive Plan amendment requirement. The full proposed amendment to Policy 4.3 reads as follows: Policy 4.3. As part of its budgeting process Th e the Village shall adopt and annually update the � Five -Year Schedule of Improvements, a primary purpose of which is to maintain the Village's adopted Level -of -Service (LOS) standards. The results of this update shall be incorporated within the five-year capital met plan as part of the annual Village budget process. An amendment to the Comprehensive Plan is required to update the five-year schedule of capital improvements on an annual basis, or to eliminate, defer, or delay the construction of any facility in the schedule of improvements. • Amendments implementing these requirements must be filed no later than December 1, 2011, as well as each successive year thereafter. The Village acknowledges the annual amendment requirement. The amendments to the Capital Improvements Element proposed to implement the requirements, presented in this subsection, are included in the ordinance being filed with this analysis. 29 Palm Beach County School District Five -Year Capital Budget 30