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FY 2013 PROPOSED BUDGETFY 2012-2013 Proposed Budget Village of North Palm Beach L30VERNMF-NT FINAINCE OFFICE:W5 .4�55OL�I .I1QIE Distinguished B u dget P resets tahoti Award YRFSPA I ED TO Village of North Palm Beach Florida Forihc F19ralYeat- Mcgmning October 1,2U l l M-sidomi F.[C4pl i,v I)1Rtilnr 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 1,2011. In order to receive this award,a governmental unit must publish a budget document that meets program criteria as a policy document,as an operations guide,as a financial plan,and as a communication device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for an award in 2013. FY 2013 Proposed Budget Page 2 of 283 Guide for Readers The purpose of this section is to provide the reader with a guide to 4. The Budget as a Communications Device: the document's contents: where and how to find the information and how to understand or use the information. The budget is designed to be user friendly with summary information in text, tables and graphs. A glossary of The Fiscal Year 2013 Annual budget for the Village of North Palm budget terms is included after the Appendix section for Beach, Florida is intended to serve four purposes: your reference. Finally the budget includes the Budget Message Section which provides the reader with a 1. The Budget as a Policy Guide: condensed analysis of the fiscal plans of the Village for the upcoming fiscal year. As a policy document, the budget indicates what services the Village will provide during the twelve-month period Copies of this document are available for review at the beginning October 1, 2012 and why. The Budget Message Village Clerk's office and the Village Library. In addition, summarizes the challenges facing the Village and how the this document can be accessed through the internet at budget addresses them. The Department budget sections http://www.village-npb.org. provide major goals and objectives for each department in the Village. The table of contents lists every subject covered in this document and its page number. As a further aid, the budget document is 2. The Budget as a Financial Plan: divided into the following seven major sections: As a financial plan, the budget outlines how much Village Introduction services will cost and how they will be funded. The Budget Summary provides an overview of the budget, including This section includes the budget message, which provides a major revenue and expenditure categories. narrative of where we have been and where we are going in the upcoming year. The message provides a broad perspective of 3. The Budget as an Operations Guide: services provided and discusses taxes and millage rates, changes in operations, significant differences in revenues and expenditures, As an operations guide, the budget indicates how services and the focus and direction of the budget year. will be delivered to the community. The Departmental budget sections outline the number of authorized positions The introduction section also includes general information about and department appropriations approved by the Village the Village, its budget philosophy and process, debt administration, Council for the provision of services by each department. fund balance overview and other general information. An organizational chart is provided to show how the Village is structured for efficient and effective work. FY 2013 Proposed Budget Page 3 of 283 General Fund Appendix This section provides revenue and expenditure summaries, budget This section includes the Glossary and a list of Acronyms used comparisons and computation of taxable value. Also included are throughout this document. details of all estimated revenues and departmental expenditures. We hope this guide has aided in finding and understanding An overview of each department is included in this section. Each information contained in the Village's budget. If any information department's section includes the following: an organization chart, is unclear or if additional information is necessary, please call the mission statement, goals and objectives, performance measures Finance Department at(561) 841-3360. and major changes for each department. Country Club Fund This section includes all of the departmental details and information as in the General Fund for the Village of North Palm Beach Country Club. Pay Plan This section includes the Village's comprehensive pay plan and pay ranges. Capital Improvement Plan This section includes the Village's five year capital improvement plan. Statistical Section This section highlights multiple year comparative trend analyses and data, physical, economic, social and political characteristics of the Village. FY 2013 Proposed Budget Page 4 of 283 Village of North Palm Beach FY 2012-2013 Budget Table of Contents Description Paae Number Budget Cover 1 GFOA Distinguished Budget Award 2 Guide For Readers 3-4 Table of Contents 5-8 Introduction 9 Manager's Budget Message 10-15 Organizational Structure 16 Village Officials&Administrative Staff 17 Village Boards&Committees 18-20 Village Overview/Demographics 21 Village Zoning Map 22 Village History 23-26 Village Departments 27-29 Village Budget at a Glance 30 Budget Preparation Process 31-34 Fund Structure 35 Basis of Presentation,Basis of Budgeting&Budgetary Accounting 36-39 Financial Policies 40-42 Debt Administration 43-44 Fund Balance Overview 45-47 Strategic Planning 48-50 Long Range Planning 51-53 General Fund Budget 54 General Fund Organization Chart 55 General Fund Budget Summary 56 General Fund Revenues 57 General Fund Revenues Graph 58 General Fund Revenue Analysis 59 General Fund Revenue Detail 60-66 General Fund Expenses 67 General Fund Expense Graph 68 General Fund Expense Detail 69-71 General Fund Operating Highlights 72 General Fund Capital Highlights 73 Generla Fund Department Summaries 74 Village Council Organization Chart 75 Village Council Narrative 76-78 Village Council Department Summary 79 Village Manager Organization Chart 80 Village Manager Narrative 81-83 Village Manager Department Summary 84 Human Resources Organization Chart 85 Human Resources Narrative 86-89 Human Resources Department Summary 90 FY 2013 Proposed Budget Page 5 of 283 Village of North Palm Beach FY 2012-2013 Budget Table of Contents Description Paae Number Finance Organization Chart 91 Finance Narrative 92-95 Finance Department Summary 96 Information Technology Organization Chart 97 Information Technology Narrative 98-100 Information Technology Department Summary 101 Village Attorney Narrative 102 Village Attorney Department Summary 103 Village Clerk Organization Chart 104 Village Clerk Narrative 105-108 Village Clerk Department Summary 109 General Services-Village Hall Narrative 110 General Services-Village Hall Department Summary 111 Public Safety Organization Chart 112 Public Safety Department Summary 113 Law Enforcement Org Chart 114 Law Enforcement Narrative 115-121 Law Enforcement Department Summary 122 Fire Rescue Org Chart 123 Fire Rescue Narrative 124-126 Fire Rescue Department Summary 127 General Services-Public Safety Narrative 128 General Services-Public Safety Department Summary 129 Public Works Organization Chart 130 Public Works Narrative 131-136 Public Works Department Summary 137 Public Works Administration Department Summary 138 Facility Services Department Summary 139 Vehicle Maintenance Department Summary 140 Sanitation Department Summary 141 Streets&Grounds Department Summary 142 Community Development Organization Chart 143 Community Development Narrative 144-147 Community Development Department Summary 148 Community Planning Department Summary 149 Building Department Summary 150 Code Enforcement Department Summary 151 Library Organization Chart 152 Library Narrative 153-155 Library Department Summary 156 FY 2013 Proposed Budget Page 6 of 283 Village of North Palm Beach FY 2012-2013 Budget Table of Contents Description Paae Number Parks&Recreation Organization Chart 157 Parks&Recreation Narrative 158-161 Parks&Recreation Department Summary 162 Park Maintenance Department Summary 163 Recreation&Special Events Department Summary 164 Tennis Department Summary 165 Pool Department Summary 166 Reserves&Other Narrative 167 Reserves&Other Department Summary 168 General Fund Charts&Graphs 169 Taxable Value&Ad Valorem Tax Revenue 170 Millage Rates 171 Ad Valorem and Budget Last Five Years 172 Ad Valorem Tax vs.Budget Table 173 Property Assessed Valuations 174 General Fund Expenses as a Percent of Assessed Value 175 General Fund Fee Schedules 176 General Services Fee Schedule 177 Code Compliance and Community Planning Fee Schedule 178 Building Department Fee Schedule 179-180 Buisiness Tax Receipt Fee Schedule 181-186 Public Safety Fee Schedule 187 Recreation Fee Schedule 188 Country Club Budget 189 Country Club Organization Chart 190 Country Club Narrative 191-195 Country Club Summary 196 Country Club Highlights 197 Country Club Revenues 198 Country Club Revenue Graph 199 Country Club Revenue Detail 200-202 Country Club Expenses 203 Country Club Expense Graph 204 Country Club Expense Detail 205-207 Department Summaries 208 Golf Budget Summary 209 Golf Membership Fees 210 Golf Club Memberships&Rates 211 Walk-In Rates 212 Food&Beverage Budget Summary 213 Administration Budget Summary 214 FY 2013 Proposed Budget Page 7 of 283 Village of North Palm Beach FY 2012-2013 Budget Table of Contents Description Paae Number Pay Plan 215 Pay Plan Narrative 216-218 Comprehensive Pay&Classification Plan 219-222 Pay Ranges 223-226 Five Year Position Summary 227 Employees by Function(Last Ten Years) 228 Five Year Capital Improvement Plan(CIP) 229 CIP Narrative 230-235 CIP Chart 236 CIP Summary 237 CIP Department Summaries 238 Department Summaries and Capital Request Forms 239-262 Statistical Section 263 Operating Indicators by Function/Program 264 Principal Employers 265 Net Assessed Value&Estimated Actual Value of Taxable Property 266 Capital Asset Statistics by Function/Program 267 Ratios of Outstanding Debt by Type 268 Principal Property Taxpayers 269 Property Tax Levies&Collections 270 Property Tax Rates-Direct&Overlapping Governments 271 Appendix 272 Acronyms 273 Glossary of Terms 274-283 FY 2013 Proposed Budget Page 8 of 283 9nfroduction I op ' '+r`i`m ' �:''�i:'j !�9a�'' � , :."•�\• `4��,Y'r;ir}•�,t.• ir'�r.�'•:T��., �'. .:. � `y• 4,r �i jr' 111�I!'%���'!, �`, :•r5` .. •.i'�l ��ri■yl• /,y r �1 _ � 5�,�.,^,� ��e ', .�. ii. •I'q����+If'7�Ir.yZ� ,f•,may � �� ) Yn ,• 5. ., d�t• I' • .7 • •'.rte zz min"LF jo 7v I } _ - � —i off�• \\\\, � ,• .,r "4 �� I y � THE VILLAGE OF Village Departments have included a detailed discussion of their NORTH PALM BEACH individual goals, operational service, program improvements, and staffing 501 U.S. Hwy 1, North Palm Beach, FL and capital project expenditures for their respective areas. Telephone: (561)841-3380 FAX(561)848-3344 This document is intended to make our Village budget process more meaningful to officials, the Administration / Management staff and to our residents. With our ongoing efforts to maintain an open exchange of municipal information, understanding how Village resources are July 26, 2012 received and expended is of great importance. As part of our continuing effort to give access to all citizens, the Village Administration will place The Honorable Mayor and Village Council this budget document on the Village website (www.village-npb.org). Village of North Palm Beach North Palm Beach, Florida 33408 Budget Goals RE: Fiscal Year 2012/2013 Annual Budget The Village obtains a major portion of its annual general fund financial resources (58.59%) from ad valorem property taxes. The Village does To Honorable Village Mayor and Council, not assess many of the traditional taxes that other municipalities use for generating revenue. Rather, it primarily depends on ad valorem taxes to I am pleased to share this Fiscal Year 2012/2013 Annual Budget for the fund services. As a result, residents are not assessed additional taxes for Village of North Palm Beach. This budget reflects a plan to maintain utility, solid waste, storm water, or fire rescue. and improve service to our Village residents for the coming fiscal year. The budget allocates scarce resources among departments providing The preparation of this budget document continues to be challenging financial resources that continue Village improvements. Department based on recent property tax reform legislation and the unprecedented management has prepared an ambitious list of Village projects and devaluation of real property here in the Village. The dire economic operational improvements that follow guidelines established by condition of the World market has equally exacerbated dwindling Council's goals and objectives. This budget document identifies broad revenues. The following is a brief synopsis of those legislative reform plans, operational responsibilities and financial guidance that will bills that have impacted the Village's budget: continue Village improvements throughout the coming year. • HB 1B: Which was enacted in FY 2007/2008 limits the Budget Format authority of local governments to levy ad valorem taxes for the budget years 2007/2008 and beyond. For the FY2008/2009 The Administration has taken steps to make this a user-friendly budget budget and beyond, ad valorem taxes will be capped at the document. This budget provides a common source of meaningful information rolled back rate plus an adjustment based on the growth of the for many different users. The budget depicts our Village managerial and per capita personal income. oversight responsibilities as outlined by the Administration's department organizational structure (organizational charts). This managerial structure . Amendment One: In FY 2007/2008 this amendment increased assigns operating and oversight responsibilities among Village departmental the homestead exemption from $25,000 to $50,000 (for property areas. The budget's organization charts incorporate all staffing positions values $50,000-$75,000), except for school district taxes. recommended by the Comprehensive Pay and Classification Plan for each Amendment One also allows property owners to transfer (make Department(the Comprehensive Pay and Classification Plan is included portable) up to $500,000 of their Save Our Homes benefits to under a separate tab within this budget document). their next homestead when they move within the state. FY 2013 Proposed Budget Page 10 of 283 With respect to non-homestead property, Amendment One 1. Protect the Financial Integrity of the Village in a Difficult limits (caps) the annual increase in assessed value for non- Economic Environment homestead property to ten percent, except from school district a. Seek alternative sources of funds including grants. taxes. The amendment also provides a $25,000 exemption for b. Seek to influence Florida legislature in areas of unfunded tangible personal property. mandates, taxation and revenue sharing. c. Continue to advance a business-friendly atmosphere in the The FY 2012/2013 budget was developed collaboratively with assistance Village and work with the Northern Chamber of Commerce from a wide array of the Village supervision and staff. This collaborative to encourage new businesses and promote economic effort allowed the Administration to consider past and current practices development. and procedures. In partnership with our Village staff, opportunities d. Actively pursue Annexation opportunities where and were identified for new and improved services, programs, and projects. when available. During this review, the Administration held several discussions with e. Address Pension Fund unfunded liabilities. members of our Village team to consider and develop enhanced services and projects for the coming fiscal year. Many of these projects are 2. Maintain a High Quality of Life in the Village summarized in the "General Fund Expenses" section following this a. Improve and maintain Village waterways as a unique narrative. The details of our Department operating plans, projects and Village asset. improvements may be found in each respective Department's budget b. Maintain the highest quality of public safety services through narrative. Using a collaborative budget preparation approach, the national accreditation of its law enforcement component Administration maintained a balanced focus between high quality and through Fire Rescue level of service partnerships. resident service, operating effectiveness and fiscal responsibility. c. Encourage high standards for overall appearance of the community. In setting goals during the budget planning process, our staff team d. Enhance communications with residents through mediums maintained an awareness of balancing our many levels of municipal such as the Village's newsletter and website. service with our valuable and scarce Village financial resources. In all e. Improve communication and response to the public; cases, the Administration placed the highest priority on services that are encourage suggestions from the public. most valued by our residents — with a commitment to provide these in f Maintain service levels in the face of declining revenue an effective and efficient manner. Our budgetary emphasis centers on sources. the Council's budgetary goals: 3. Maintain and improve all Recreational Facilities of the Village a. Maintain high levels of appearance and maintenance of Country Club facilities (including tennis and swimming) and all Village parks. b. Seek ways to improve use of parks by residents. c. Actively promote resident and non-resident use of the Country Club facilities. d. Further improve the Country Club activities and related services. e. Enhance golf membership through increased member events. f. Enhance tennis and swim operations at the Country Club. FY 2013 Proposed Budget Page 11 of 283 4. Enhance the Spirit and Participation of our Community • Explore "outsourcing" opportunities of service related components a. Encourage Village resident participation on Boards, within the respective departments as a cost savings measure. programs and events. • Maintain a balanced budget while providing for needed non- b. Improve communication with businesses; encourage recurring capital project and equipment expenditures. participation of businesses in Village events. c. Enhance and promote organized youth sport leagues and The Village's Unassigned Fund balance is viewed by the Administration programs within the Village. as a barometer of Village financial stability. Annual capital appropriations d. Continue Village volunteer service similar to the very in this budget give the Council some latitude of choice or deferral in successful "Support Our Troops"program. the event of prolonged or unforeseen economic duress. The Administration encourages establishing a minimum designation of 5. Improve the Overall Appearance of the Village Village General Fund Balance or core investments equal to a. Continue improvement of code compliance and education approximately 35% to provide an important and meaningful with special emphasis towards the abatement of nuisance financial balance that would be available in the event of unforeseen and abandoned properties. events. The General Fund Unassigned Fund Balance at b. Continued support of the Northlake Boulevard Corridor September 30, 2011 is $10.68 million, which represents 58%of the Task Force to bring about uniformed beautification. Fiscal Year 2012/13 General Fund Budget. Note: The actual fund c. Maintain uniformity of Village property design, colors balances for fiscal year 2011-2012 will be available upon and signage. completion of the Village's annual audit in early 2013. d. Maintain high standards of overall appearance throughout the Village including commercial residential and Village-owned properties and roads. The Village's primary investment objective, in priority order of investment activities, shall be: safety; principal liquidity; and the Budget Objectives maximizing of investment income. The Village's investment portfolio will be broken into two primary categories, Operating and A general listing of our Village's annual budget Objectives are reflected Core investments. The Village Administration will maintain local, in the following bullets. From a financial viewpoint, the Village's gross liquid funds equal to a minimum of 1/12 of the adopted budget. taxable property values have decreased this year - to $1,486,295,612 Administration will follow established investment strategies in (valued as of July 2012). This is a decrease of $8,987,382 or 0.66% accordance with the prevailing investment policy of the Village. from last year. The Administration has continued to refine and develop the The following budget Objectives have been developed by the Village's organizational structure to help shape and focus staff's Administration and are reflected in this Budget: responsiveness, accomplishments, training, supervision, and performance. The Administration notes the significant cost of • Provide sufficient funding to maintain the Village infrastructure, Village employee compensation and benefits (accounting for roadways and facility maintenance. roughly 72%of the Village General Fund budget). • Ensure that Village equipment is replaced in a timely and consistent fashion allowing staff to achieve and maintain high levels of quality and service. • Evaluate current staffing levels in all Village Departments to ensure the best and economically provided for community service. FY 2013 Proposed Budget Page 12 of 283 Budget Hi2hli2hts: A solid waste assessment fee would allow North Palm Beach to reduce its ad valorem millage rate substantially—making the Village ad valorem The FY 2012/2013 budget reflects a renewed commitment and rate more comparable with adjacent unincorporated County areas. predictable funding for community infrastructure in areas such as roadways, neighborhood sidewalks and lighting, public buildings, The Police Department has continued improvements in and park facilities. neighborhood outreach, crime suppression and crime clearances. For the second consecutive rating period (3 years), the Village's The Community Development Department continues to meet the Police Department received the coveted CALEA National unending demands of our Village's business and neighborhood Accreditation for law enforcement agencies. redevelopment. Community Development will continue to concentrate staff resources in areas of construction, permitting, licensing, and The Village Administration recommends Council awareness of the community planning while reinforcing improvements in customer opportunity and choice for possibly funding Village fire costs service. The continuing analysis and pursuit of annexation opportunities, through an annual non-ad valorem assessment (similar to the zoning and redevelopment enhancements and improvement of our County's fire service assessment). A fire assessment fee would business and development regulations is also a function of the allow North Palm Beach to reduce our ad valorem millage rate — Community Development Department. This Department will better making the Village ad valorem rate more comparable with adjacent align our Village with statutory development guidelines and help to unincorporated areas. meet steadily growing expectations of homeowners and developers. Through diligent efforts of Council and staff, the Country Club The Parks and Recreation Department continues to enhance programs finances have stabilized, from the standpoint of both golf and to all age groups and at each of the six facilities. The newly restaurant operations. Village Administration will continue to redeveloped Anchorage Park will host a variety of events in this evaluate both financial and operational aspects of this facility upcoming year to include: movies in the park; organized volleyball with an aim toward delivering high quality service and an enjoyable leagues; the Village's annual fishing tournament; and Heritage day. recreation experience. For the coming year, Administration will The parks continue to be maintained by an outside service, which look to the future and develop a concept for the clubhouse and an has been funded under the"contractual services" line. associated conceptual design for facility enhancements. The goal The Public Works Department is planning to continue oversight and is to create a vision for the future, which will spark dialogue maintenance of Village sanitation, infrastructure, streets, facilities, among residents, the Council, and staff in formulating a plan for equipment, and roadways. This Department will focus on and play improving the club facility and by extension, improving the a major role in maintaining and expanding our focus on community experience for residents who use the facility. appearance during the coming year. Roadway appearance will be The Administration continues with implementation of an optical records emphasized with improved median and swale plantings. storage system, which will be an ongoing project. This system will It should be noted that the direct cost of our Village backdoor waste be used by all Village operating departments(Community Development, pick-up service is substantial — the annual costs of Village solid Finance, Human Resources, and Country Club). Optical record waste this year is $1,472,854 — or approximately 1.04 mils of the storage systems are now widely used by governments and meet all Village's 7.67 ad valorem millage rate. The Administration recommends State record storage requirements. This allows the Village to transition, Council's continued discussion as to the possibility of funding over time,from paper records to optically stored records. Optical storage Village solid waste service costs through annual fee assessment permits digital "look up" of any optical record "at will" through the (similar to the County's and other surrounding cities). convenience of a simple computer search. FY 2013 Proposed Budget Page 13 of 283 Optical storage systems are commonly used by many local governments through normal personnel attrition, employee buyouts, and position and the cost is relatively modest when considering the time-savings restructuring to include employee layoffs. and customer service improvements they offer. The Comprehensive Pay and Classification Plan provides for no The Village's operating millage rate would increase to 7.67 mils. market wage adjustment for FY 2012/2013 but does provide for an This millage rate reflects an increase in tax revenues of$925,609 or annual "pay for performance" staff merit raise (in accordance with 9.35%when compared to the current fiscal year. There is a minimal those applicable Collective Bargaining Agreements). The Administration increase of$195,157 or 4.87% in the Village's operating budget from continues to utilize the customary merit scale of between 0% - 5% that of this current year. The Village has no outstanding general based on performance. obligation bond debt; therefore, the combined total millage rate of the Village would equal 7.67 mils. Much of our Administration's Retirement contribution levels for the General Employee "Defined budget deliberations reflect judgment "trade-offs" between increasing Benefit" Retirement Plan will increase from 19.57% to 19.86% in costs, desired service improvements and the need for capital items. the coming year while employee contributions remain at 6%. Retirement rates for Police and Fire will increase from 20.03% to Personnel Staffing and Benefits 20.22% while employee contributions are planned to remain at a level of 2%. The Village's required contribution for the "Defined Village Administration will devote a great deal of attention to evaluating Contribution" plan, available through ICMA-RC, is fixed at 15% the Pay Plan and employee benefits to ensure that they are current with a required 3, 5, 10 or 15% contribution by the participating and reflect the most cost effective approach to administering the employee. FPE and Police &Fire pension matters are subject to the labor component of the budget. Additionally, the Village will apply Village's collective bargaining negotiations — with all three more resources toward training staff, in order to make sure employees contracts expiring on September 30, 2013. are equipped with the tools they need to offer exemplary service. Succession planning will be initiated to encourage staff to develop their Debt Administration skills and capabilities in preparation for growth within the organization. The Village, in FY 2009/10, paid-off its last remaining General The FY 2012/2013 budget reflects recommendations and plans of Fund debt obligation and is now debt-free. This move was made the Administration's Comprehensive Pay and Classification Plan possible through cost saving measures to include: workforce (see separate tab in this budget document). The Comprehensive Pay reduction strategies; and the utilization of the General Fund and Classification Plan reflects continued position eliminations, re- Unassigned Fund Balance. In the Country Club Enterprise Fund, classifications or name changes in both the General Fund and the loan repayments are reflected as appropriate and have been provided Country Club budget with a significant overall cost savings. for in this budget as required by each existing Village loan agreement. There are no personnel changes being recommended this year that Budget Conclusion would affect a significant number of employees as most of those types of personnel changes have been made in prior years; however, The FY 2012/2013 Budget reflects continued improvement to there are isolated personnel changes recommended to provide for citizen services, public safety, public facility maintenance, and improvements to our Village management organization structure. emphasizes improved community appearance and financial stability. Agency-wide workforce reduction strategies have been explored and The budget plan promotes the administration of the Village in an recommended and all Village departments have been impacted to effective, efficient manner. Most importantly, the budget provides some degree. This workforce reduction strategy has been realized necessary resources for the Village of North Palm Beach to maintain and further improve services to our 13,000 residents. FY 2013 Proposed Budget Page 14 of 283 Several operating and capital improvement project highlights are planned in the FY 2012/2013 budget that supports the goal of continually improving our Village using a"Resident Service" focus. Many of these budget highlights are shown on tables in the following pages. In summary, the FY 2012/13 budget recommends the following operational funding: • Establish the Village Operating"Millage Rate" at 7.67 mils The preparation of this Annual Budget document could not have been accomplished without the tireless collaboration of all Village departments and the notable assistance of our Finance Department staff. The Village Administration would also like to acknowledge and thank Village Council for their collective guidance, diligence, perseverance, and stewardship during this difficult budgetary process. With respect to the workforce reduction strategies, decisions made, were neither easy or without tremendous heartache. All available options were exhaustively explored with a steadfast goal to improve service delivery levels while reducing costs. Several budget workshop meetings have been scheduled during the months of July, August, and September where Council will meticulously review the substance and content of this Budget. All refinements to the Budget will be tracked and tabulated during those meetings. Those refinements will be incorporated in the "Final" FY 2012/2013 Annual Budget document. Respectfully submitted, Ed Green,Village Manager Village of North Palm Beach, FL. FY 2013 Proposed Budget Page 15 of 283 THE VILLAGE OF NORTH PALM BEACH, FLORIDA Organizational Structure VILLAGE BOARDS -Audit Committee The Residents -Construction Board of Adjustment -Golf Advisory -Library Advisory -Pension Boards Village Council -Planning Commission -Recreation Advisory -Waterways Board -Zoning Board of Adjustment Village Attorney Village Manager Village Clerk Community Human Information Parks Public Public Country Development Finance Resources Technology Library & Safety Works Club Recreation FY 2013 Proposed Budget Page 16 of 283 Village Officials and Administrative Staff Village Council: i y _ l Mayor Vice Mayor President Pro Tem Council Member Council Member David B. Norris William L. Manuel Darryl C. Aubrey Robert A. Gebbia Doug Bush Administrative Staff: Village Manager ........................................Ed Green Director of Library ................................ Betty Sammis Village Clerk ...... .................................Melissa Teal Director of Parks & Recreation .............. Mark Hodgkins Village Attorney ............................. Leonard R. Rubin Director of Human Resources ...................Loren Slaydon Chief of Police .....................................Richard Jenkins Director of Information Technology.......Michael Applegate Director of Finance ............................... Sarnia Janjua Director of Food & Beverage ..................Dave Naumann Director of Public Works ... .................Wiley Livingston Head Golf Professional ...........................Lee Stroever Director of Community Development ........... Chuck Huff Fire Chief..........................................J.D. Armstrong 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." FY 2013 Proposed Budget Page 17 of 283 Village Boards and Committees The Village Council of North Palm Beach appoints members of • Audit Committee the community to boards, commissions, and committees to act in . Special Magistrate an advisory capacity to the Council, Manager, and Departments . Construction Board of Adjustment of the Village. The Village Council may create a board or . Golf Advisory Board committee in connection with any functions of the Village, or . Library Advisory Board may create an ad hoc committee of limited duration. North Palm . Police &Fire Pension Board Beach board, commission, and committee members serve at the . General Employees Pension Board pleasure of the Village Council. Members of the Village Council . Planning Commission attend meetings of Village boards, commissions, and committees . Recreation Advisory Board on a rotation schedule in order to remain informed of Board business and concerns. • Waterways Board • Zoning Board of Adjustment Each appointed body has a specific scope of authority as provided by the Village Code of Ordinances and/or Florida Audit Committee Statutes. Boards, commissions, committees, and task forces may The primary responsibility of the Audit have administrative, managerial, quasi-judicial, investigatory, Committee is to oversee and monitor the and/or advisory powers dependent upon the enabling legislation. independent audits of the Village's Boards, commissions, and committees are not responsible for financial statements from the selection of day-to-day operations of the departments, operating policies of the independent auditors to the resolution , - departments or the business decisions of the local government. of audit findings. The Audit Committee facilitates communication between the village manager's office, the independent auditors, and Municipal advisory boards, commissions, and committees are the Village Council, and serves as an advisor to the Village comprised of dedicated citizens who volunteer their time and Council. The Audit Committee also has an annual responsibility to expertise to help their community. Boards, commissions, and present a written report to the village council, which shows how the committees are an integral part of citizen participation in local committee has discharged its duties and met its responsibilities. The government and an important asset to the Village for proper written report also includes its findings as to the independent audits growth and development and the long-term stability of our of the Village's financial statements. community. Our volunteers provide vital input in the decision- making process regarding present and future activities, programs, Special Magistrate and policies. During Fiscal Year 2009/10, the Village transitioned from a Code The Village of North Palm Beach has eleven (11) Boards, Enforcement Board to a Special Magistrate in the enforcement of Commissions, and/or Committees: 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. FY 2013 Proposed Budget Page 18 of 283 Construction Board of Adiustment and Appeals General Employees Pension Board The Construction Board of Adjustment and Appeals hears appeals The General Employees Pension Board performs all duties and of decisions and interpretations of the building official and enjoys all rights and powers vested by law or ordinance and is considers variances of the technical codes. The Board constitutes responsible for administering and effectuating the provisions of the the local contractor regulatory board of F.S. 489 for hearings on law relating to the general em- the performance of state licensed, certified contractors. The ployees retirement fund. Construction Board of Adjustment and Appeals also serves as the Fire Code Board of Appeals. Police and Fire Pension Board Golf Advisory Board The Police and Fire Pension Board performs all duties and The primary responsibility of the �.t�r enjoy all rights and powers Golf Advisory Board is to support vested by law or ordinance and is and effectuate an outstanding golf responsible for administering and effectuating the provisions of the experience at an affordable price law relating to the retirement fund for police and fire employees. through superior customer service, high quality playing conditions, and Planning Commission a wide variety of golf services tai- The Planning Commission is designated as the governmental entity lored to both members, residents and to act as the "local planning agency" in accordance with F.S. 163. guests. The Golf Advisory Board has the duty to administer, re- The Planning Commission holds public hearings and make view and interpret the Golf Course rules, regulations, policies and recommendations regarding amendments to the appearance plan, procedures, which include the following areas: member and resi- dent the issuance of certificates of appropriateness reviews preliminary comments and concerns; course procedures relating to starting and final plats, and performs any duties which lawfully may be times; shotgun events; tournament scheduling; charitable outings; assigned to it by the Village Council and any other duties assigned special member events; and course and facilities condition. to it under the Code. Prior to annexation, the Village Council Library Advisory Board seeks the advice of the Planning Commission as to the proposed annexation. Regarding The Library Advisory Board serves in an advisory capacity to the changes to zoning ordi- Village Council and makes recom- nances, the Village Council mendations as to present and future may amend or supplement activities, planning, programs, capi- zoning regulations and zon- _, = tal improvements and facilities and ing districts after referral other matters relating to the overall and recommendations of the _ function and operation of the North Planning Commission. Palm Beach Library. FY 2013 Proposed Budget Page 19 of 283 Recreation Advisory Board Zoning Board of Adiustment and Appeal The Recreation Advisory The Zoning Board of Adjustment hears and decides appeals and Board serves in an advi- variances. The Zoning Board of Adjustment has the power to sory capacity to the Vil- authorize variances from the terms of the ordinance as will not be lage Council and makes contrary to the public interest when, owing to special conditions, a recommendations as to literal enforcement of the provisions of the ordinance would result present and future recrea- in unnecessary and undue hardship. In order to authorize any ' tion activities, planning, variance from zoning ordinances or regulations, the Board must recreation programs, capi- find that certain conditions exist, according to specific tal improvements and fa- requirements set forth in the Code of Ordinances. The Zoning cilities and other matters Board of Adjustment hears relating to the overall recreational activity of the Village other appeals when it is alleged than its waterways. that there is an error in any order, requirement, deci- _ Waterways Board sion, or determination made The mission of the Waterways Board is to ensure that the by an administrative offi- cial located within the Village and the marina located at ay zoning ordinance or in the enforcement of f Anchorage Park are maintained, operated, and improved to any regulation. 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, com- munity groups, and rele- vant government officials. The Waterways Board rec- ommends improvements and establishment of poli- cies to the Village Council. - a rr FY 2013 Proposed Budget Page 20 of 283 Village Overview / Demographics Location The Village also manages an enterprise operation which is the op- eration of its golf and Country Club. The Village of North Palm Beach is located on the sunny east coast of Florida, 9 miles north of West Palm Beach in Palm Beach County. Population The land area of the Village is approximately 5.2 The Village is primarily a residential community with a population square miles. The Village has an abundant of approximately 13,000 which increases to approximately 20,000 amount of waterfront property created by a num- Tallahassee* cksonv++e during the winter months by residents who list their northern homes ber of lakes, canals, and the Atlantic Ocean. o aoaa, as their official place of residence. Residents are generally in the With such assets as warm weather, sunshine, Ta middle to upper income brackets. golf, ocean fishing, boating, sandy beaches and MOO palm Beach balmy breezes, the Village has much to offer en- ;a Demographics thusiastic people who are raising families or are looking to retire. es R Per Capita Income ............................................. $45,563 Median Household Income................................... $65,815 Village Government Median Age.........................................................50.4 Infrastructure The Village of North Palm Beach was incorporated as a political subdivi- sion of the State of Florida in 1956. Village government operates under Public Safety the Council-Manager form of government. The Village Council consists Police Stations .................................................1 of five, non-partisan at-large council members, elected for two year, over- Fire-Rescue Stations ..........................................1 lapping terms, with a Mayor, Vice Mayor, and President Pro Tern selected Public Elementary Schools (County) ................................1 each year by the council members. The Village Council meets in regular Leisure Services: session twice each month for purposes of setting policy and carrying out Tennis Courts ................................................12 the legislative matters of the Village. The Village Council appoints the Marina .........................................................1 Village Manager, Village Clerk, and the Village Attorney. Swimming Pool .............................................. 1 Parks ........................................................... 4 The administrative day to day responsibilities are carried out through the Libraries ....................................................... 1 Village Manager. The Village Manager acts as the Chief Administrative Country Club: Officer of the Village and is responsible for directing all Village employ- Golf Course ...................................................1 ees other than those hired directly by the Village Council. Driving Range ................................................1 The Village provides a full range of municipal services including Public General Government Safety, Sanitation, Recreation, Library, Streets & Roads Maintenance, Number of General Govt. Buildings .....................11 Public Improvements, Planning, Zoning & Building, and General Ad- Public Works ministrative Services. Miles of Streets ............................................. 36 Number of Street Lights ................................. 513 FY 2013 Proposed Budget Page 21 of 283 A N RNIERA BEACH w e a AN .14 — - - i 1 1111 K OVE O R 1H G I LA E W I � o� AG ARP ARK a !--- O E N H S 7 A t E V _l,4j J G N c=i B A MI LAND ! W gs �W Z IS gey'go= 5 23 s Lu it ----------- — i - � � o , r o Q - i w i LL W/y� ui CL Imo° A i v ,. aft" �Ynta3i u,H fpY3gW7Yd HlaON / fA 3 s o , f w W wtim CO 0 a �1 Village History North Palm Beach Area before Incorporation: 1928 A hurricane with 130 mph winds caused Lake Okeechobee 1892 Albert Sawer was given a warranty deed by the State of to overflow its banks and drown 3000 residents who lived near the lake. The hurricane wrenched the concrete Ear- the land before 1907. This land included Lake Park and Florida with the stipulation that he improve, cultivate or sell man River bridge from its mooring, demolished all but a few of the 100 Lake Park homes, uprooted and leveled North Palm Beach. Sawyer died in 1903 and willed the trust Kelsey's 3 timber mills, and the entire Park Avenue shop- to his son Albert. The 1907 deadline was extended to 1927. ping district, and ruined the vital credit rating of this once 1919 Albert Sawyer, Jr. sold the deed to Barton Peck in 1915 for thriving town. $1140. Peck sold the deed to Harry & Mabel Kelsey for $100,000. Kelsey moved to Silver Beach and bought 14 miles of oceanfront and lakefront property between Miami & Jupiter, including 100,000 acres which later became Kelsey City/Lake Park and North Palm Beach. He purchased the Florida East Coast Canal, which is part of the Intracoastal Waterway, and operated it as a toll waterway with a toll chain across the intracoastal to stop boats and collect a fee. Dredg- "The Earman River Bridge" ing became costly so Kelsey sold the waterway to the state. Many of the pioneer families who had purchased homes in 1923 Kelsey City was incorporated in 1923 after Kelsey had laid Kelsey City fled North, abandoning their demolished out his carefully zoned town. Over 100 houses were built by homes, defaulting on their mortgage payments and causing him and these homes sold quickly. the Kelsey City Bank to fail. In Florida, if property taxes went unpaid for 2 years, the state took title to that land. 1926 Kelsey, with the help of Paris Singer (Singer Island is named The unpaid taxes totaled $300 per lot and went up for sale. after him), built an 18 hole golf course and Winter Golf Club- Kelsey, very disillusioned that his carefully planned town house ("The Winter Club") on the land where the NPB Coun- was in ruins, abandoned his first original home on the try Club sits now. southwest corner of U.S. Highway One and Park Avenue and left Kelsey City. 1929- Sir Harry Oaks purchased the Winter Club and all the NPB 1930 land from Kelsey. Oaks 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. Oaks moved his family to Nassau and spent considerable "Golfers at the Winter Club" "The Winter Club late 1920's" time in London. FY 2013 Proposed Budget Page 23 of 283 1926- In the period of time from 1926 when Kelsey built the North Palm Beach after Incorporation: 1955 Winter Club and 1955, the land consisted of 7 square miles of sugar sand and scrub palmetto and fewer than 100 indi- 1957 The first business to be issued an occupancy permit was the viduals living between Lake Pantry Pride / Food Fair at 101 U.S. Highway One. The Park & Jupiter. The Tesdem - first three permits for occu- Company, formed by Harry pancy were issued to: 402 Oakes' Estate, held trusts of over S. Anchorage Dr., 406 S. °"• "` 1000 lots in Lake Park and all Dr. & 410 S. the land in NPB including both " + F Anchorage Dr. ' sides of U.S. Highway One. a "Bus from Palm Beach to the "402 S.Anchorage Dr." Winter Club" 1958 The developers donated ten acres of land to the school board 1951 Harry Oaks' widow sold NPB land to Ralph Stolkin. and NPB Elementary opened for classes. Stolkin used this land as collateral for a loan from John D. The National Association of Home Builders out of Chicago, Macarthur. When Stolkin defaulted, MacArthur became sole chose NPB as an award winning community. This was the owner of NPB and Lake Park. However, MacArthur was first time a Florida town had won! The criteria used in- more interested in developing Palm Beach Gardens. cluded excellence in: landscaping, planning, schools, recrea- tion, zoning, shopping, variety of home styles and public 1955 Richard and Herbert Ross purchased the NPB services in place. The layout for our Village had superior properties from MacArthur's Bankers Land planning, and credit for this award-winning plan goes to for $5 million. Richard& Herbert Ross. 1961 The Village purchased 145 acres around the NPB Country Herbert Ross Club for $1,250,000 by issuing general obligation bonds. NPB voters approved spending $400,000 to build a new 1956 Before NPB was incorporated, the Ross brothers had these clubhouse and Olympic size swimming pool. These im- a Village Council consisting of pioneer services in place: a utilities general manager, a Village Hall, provements opened in 1963 and the bond was paid off in first council 1988. members: Charles Cunningham, our first Mayor, Richard Ross, Jay White, John Schwencke and John 1969 NPB Library, off Anchorage, was dedicated. Old Port Cove D. MacArthur, a Fire and Police Chief, Anchorage condominium complex with over 1,000 units was started. ' Park Marina and ramp, 75 miles of sewer pipes, a bulkhead and dredged 20 canals and 3 lakes and a 1971 Twin City Mall opened at the corner of Northlake Blvd and John Schwencke Village Manager. U.S. Highway One as Palm Beach County's second en- closed shopping mall. This Mall was built onto the previous 08/13/1956...Together with Seward Mott Associates of grocery store/strip mall completed in 1959. The Mall was Washington, D.C., a master plan was drawn and the Village demolished in the mid-1990s and has gradually been re- of North Palm Beach was incorporated by Tallahassee. placed by a mid-sized strip mall anchored by Publix. FY 2013 Proposed Budget Page 24 of 283 1973 The University of N.C. chose NPB as an example of"one of 2008 The North Palm Beach Police Department the few well planned communities its size in the U.S.A." received the acclaimed National Accredita- tion through CALEA. 1980 1.5 miles of oceanfront land, which lay within the NPB boundaries, was sold to Palm Beach County for $23 million. It is now called John D. MacArthur Beach State Park. Village residents can take pride in a Village that was first in Florida to be awarded the National George Delacorte, a NPB resident, donated $600,000 toward Association of Home Builders award for building our second Community Center. The Delacorte Rec- �°� excellence a Village that still looks new, reation Building on Prosperity Farms Road was built with the escalating real estate, local government, efficient stipulation that no fee ever be charged for use of the building. public services, and no commercial buildings over 4 stories tall near the road on U.S. Highway Harriet Nolan was elected as the first female NPB Council One or Northlake Blvd. Member. 1981 Additional condominium complexes completed 2009 The old Seacoast Water Utility 2004 during these years. Plant at 603 Anchorage Drive was transformed into a beautiful 1989 Judy Pierman elected as the first female Mayor of NPB. waterfront recreational destination. 1999 NPB Public Safety facility opened. At that The North Palm Beach Country Club time, it had the most technologically Tennis Facility underwent an extensive advanced equipment. renovation both on and off court. I 2006 Jack Nicklaus redesigned the Village's golf course and charged the Village $1 for his services. 2010 The Village of North Palm Beach Country Club took over food and beverage operations of the Country Club restaurant now known as the "Village Tavern." .Zk- Sol i - :� FY 2013 Proposed Budget Page 25 of 283 2011 The Village Council reinvested money back into the infrastructure of the Village by replacing the concrete street markers and stop signs with new street poles and signs. The Country Club Pool has been completely renovated with new tile and Diamond Brite. The Pool Pump Room was also renovated replacing a deteriorated ceiling with new concrete and new fencing. The North Palm Beach Police Department _ completed the first three-year CALEA *� (Commission on Accreditation for Law Enforcement)re-accreditation process. sag 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. FY 2013 Proposed Budget Page 26 of 283 Village Departments General Fund: Village Administration, and serves as counsel to the Code Enforcement Board. The Village Attorney's office The General Fund is used to account for most of the day-to-day represents the Village in legal matters from the point of operations of the Village, which are financed from property taxes, inquiry to resolution and is committed to implementing the fees, licenses, permits, fines and forfeitures, intergovernmental and Village Councils policy of minimizing exposure and other general revenue. Activities financed by the General Fund are potential liability. briefly described below. Additional information can be found in the department summaries. The Village Manager is responsible for the Village's day- to-day operation; for implementing the Village Council's General Government: policy and legislation; effectively and efficiently administrating all Village departments; appointing and The General Government provides administrative, legislative, supervising the Village employees; and approving and financial and support services to all programs of the Village. The submitting the proposed annual budget to the Council. The activities within the General Government are those that are Village Managers Office is a central location for citizens legislative in nature, that are necessary to implement legislation, to access information; request assistance; or notify the and that are supportive of activities within the Village. various departments of potential, existing, or new problems. The Council represents the citizens of the community by . The Human Resources Department is responsible for enacting legislation, approving the budget, determining the coordinating the hiring of workers, developing benefit tax rate, and establishing policy that encourages, promotes packages, reviewing injury reports, preparing safet y protects, and improves the welfare of the Village of North reviews, examining workers' compensation insurance Palm Beach. claims, and preparing the staffing/comprehensive pay plan • The Village Clerk's Office functions as the Department of for the budget. Records, and serves to record and preserve all proceedings . The Finance Department is responsible for the accounting, of the Village Council, administer Village elections, budgeting and financial management of the Village. This respond to public records requests, and provide includes financial statement preparation, grant administrative support to the Village Council and the Code management, payroll, accounts payable and utility billing Enforcement Board. functions. The Finance Department is responsible for developing the budget with assistance from the Village • The Village Attorney provides effective and timely legal Manager and other departments and its subsequent representation and advice to the Village Council and submission to the Council. FY 2013 Proposed Budget Page 27 of 283 • The Information Technology Department is responsible for Public Works: computer hardware and software applications used throughout the Village. They monitor the Village's internal The Public Works Department is responsible for maintaining networks and are responsible for ensuring they remain fully the Village's infrastructure and all Village green space operational. This Division is also responsible for including roadways, parks, and medians. This includes maintaining our website at www.village-npborg. maintaining irrigation systems, overlaying streets, installation and repair of sidewalks, and providing park maintenance. The public works department is comprised of the following Public Safety: divisions: The Public Safety services performed by the Village include: law . The Public Works Administration division enforcement, fire and emergency medical services. These services, provides general supervision, department level provided by the Law Enforcement and Fire Rescue Departments, management, and administrative support to all are overseen by the Police Chief and Fire Chief respectively to ensure the highest level of public safety services. divisions. • The Law Enforcement Department's primary • The Facility Services division provides responsibility is maintaining peace, reducing crime, maintenance and custodial services to Village protecting lives and property, and providing buildings. professional service to the community. • The Vehicle Maintenance division maintains the • The Fire Rescue Department is primarily responsible entire Village fleet comprised of approximately for administrating, directing, coordinating, and 120 vehicles, equipment, and rolling stock. supervising the Village's fire, medical and emergency • The Streets & Grounds Maintenance division is management functions. These responsibilities involve planning, budgeting, emergency preparedness and primarily responsible for maintaining and response, fire suppression, advanced medical life repairing the Village's roads, sidewalks, parks, support treatment and transportation, fire prevention and storm drain infrastructure. fire inspection and investigation, operational training • The Sanitation division provides side-door and public education. garbage collection three days per week and trash & vegetation collection two days per week. Included in the trash & vegetation collection is one day of recycling collection. The division also provides recycling containers for the residents. FY 2013 Proposed Budget Page 28 of 283 Community Development: Administration: The Community Development Department is responsible for Administration is responsible for the accounting and auditing of administrating, directing, coordinating, and supervising land the golf course, driving range, pro shop and food & beverage day- development regulation functions and Village operations involving to-day operations. Legal services and the property & general site planning, permitting, inspections, geographical information liability allocation associated with the Enterprise Fund are systems, and mapping. The Department is also responsible for provided for in the Administration section. The Country Club enforcing the Village's Code of Ordinances. Contingency is also provided for in the Administration section. Leisure Services: Gol The Parks and Recreation Department is responsible for The Golf department can be divided into two divisions: Pro Shop Community events. They also provide Village recreational and Maintenance. The Pro Shop's functions include providing for programs, operate the adult and youth sports leagues, provide tee times and retail sales for golf related items; starter and player senior programs and operate the Village's swimming pool and assistance; cart & bag assistance; private lessons; and organization Tennis Center. of leagues and tournaments. The Golf Course Maintenance Division of the Golf Operation has been outsourced to an outside The Village Public Library provides materials, services, and contractor who is responsible for all grounds and turf maintenance, programs for community residents of all ages providing personal irrigation and all chemical applications. The clubhouse enrichment and enjoyment, and meeting educational needs. maintenance is the responsibility of the Village. Food& BeveLq Enterprise Fund (Country Club): Historically, the Country Club Restaurant has been outsourced to The Enterprise Fund is used to account for operations of the an outside contractor. In May 2010, the Village assumed the daily Village's golf and Country Club, where the costs of providing operations for the Restaurant. goods and services to the general public on a continuing basis are financed or recovered through user charges. The Country Club can The Country Club Food & Beverage (F&B) Operation is a be divided into three departments: Administration, Golf, and Food department of the North Palm Beach Country Club. F&B works & Beverage. cooperatively with the Golf, Tennis, and Pool areas to enhance tournaments, special events and the overall experience at the Club. FY 2013 Proposed Budget Page 29 of 283 Village of North Palm Beach Fiscal Year 2013 Budget at a Glance FY 2013 vs FY 2012 The budget is a plan(both financially and policy driven)for the accomplishment of goals and objectives identified as Total Budget being necessary to the purpose of our local government. As a financial plan,the budget includes estimates of resources required,tax and non-tax revenues available to support implementation and the number of positions estimated to fulfill the levels of service set forth by policy decisions. In other words,the"budget'is the legal authorization to expend Vil- X lage funds during the fiscal year. 5zo,4o0,0a0 r Ti18,000,0a0 Budget Summary 516,000,000 � r~ $14,000,000 ? m 512,000,000 u, r ? 51U,400,Oa0 LWY 2012 �ilr>�r!J �F, e-+ei��sraP��1r?�1_�781.�5r,��r�is s�dsr 6�mir= oFr 2013 $8,000,000 GIf-UL FIB-HUMS FL. 56,006,000 �, FFMI 'COINTRI rr-- TOTAL $4,000,400 EST , ED TEh7J35'[ $2,000,000 AD VMOM T.80:5 1M29 M � UT=5F3C�•� WE Er General Fund Enterprise Fund FFAXC_-MFf 1-HS &I=- k USE TOM M.006 256,OM LICU MAPIDPEUC'S OE4,212 4B1112 ]L7ER: 'JJ ,?d[ ?C X11[ CIE 144,939 1,224,951? {7i7P. ESF ,liCl~a =, 3,647 5,x:372 ,777,5 Entcrprirc Fund MSCE[�riTO�S 1€S,' 1SS,C 1 355,455 1A�, ■General Fund JOULESILUUED S11I ��I$ 1 ?��i. 'k ■Entemr Fund General Fund EM3?4D1-1RFS:HKPME GLNELUG4t.-EFXkE�7 $ 2,102,740 $ 2,16741 FUMIC SA ETT 7,83E,521 r,83E452.1 FUMC%GIKS L n x,709 4,237, 04 C ONOAUtiIlT'E E�AHW_R 911,4W 91� Tu lal Bunl�cl S22.43 3.�9 G FAM ern REC -1o_a 1X15,577 1,96,5" 7 LIEUR7 8F,01 U1,451 RudgeiPd positions NON DUEFART]1,9]rCUAI 3&2,539 43,$81 B(452') 750 F M&EIENTE EA E �&4,184 HU R 145 CDI2f[R3'CLUB.U)e TR_AT 34 M,161 140 4P nri MNSFF.P.i UJI a OrML 1 ?.'14 It � ? 2,U�13 735 DEK 130 7OL;LES1MM MFNDr =- 18 863 1 334W3 i 2_9,43. , 725 720 1cfe:Geijera!Fii rid A�getrs�a;-edar. 7illr'7 W Fateaff_+ Wri ti ti 775 770 Full Time f 1321112 Fart Tima ■zui a FY 2013 Proposed Budget Page 30 of 283 Budget Preparation Process The budget process incorporates the development, implementation Task Date and evaluation of a plan for the provision of services and capital Village Manager presents proposed budget to Village assets. The budget is to serve as a management and control tool by Council measuring actual performance against budget standards, focus Village Council sets Tentative Millage Rate July 26 attention on future operations and plans and improve • Village submits TRIM documents Departmental Budget Workshops Au 1-Au 31 communication of goals objectives and plans. First public hearing on proposed budget: • Announce percentage by which computed millage The Village's budget process relies on a timetable of tasks and the exceeds roll back rate Sept. 13 planning of steps and meetings that must be maintained in order to • Adopt tentative budget comply with state requirements for Truth in Millage (TRIM) as • Amendments(if any) well as internal requirements for sound planning and fiscal • Re-compute proposed millage(if amended) responsibility. The budget process begins with setting a calendar Advertise notice of tax increase and proposed operating Sept. 23 of tasks for the coming months that meets all requirements and is budget within 15 days of I't Public Hearin approved by the Village Council. Below is the Village's Budget Second public hearing on proposed budget and approval of Calendar prepared for the Fiscal Year 2012/2013 budget ordinances for final adoption of ad valorem millage rate and Sept. 27 preparation process: budget 2-5 days after advertisement Certification of "TRIM" compliance signed by Village Manager and submitted to Tax Collector, Property Appraiser October 1st Task Date &Department of Revenue Village Council sets village-wide goals&objectives Apr 25 Budget document available for public distribution October 1st Department budget retreat May 7 Finance sends budget packages to departments May 11 Through the budget process, an annual budget is developed that Department organization charts and narratives (including May 18 goals, objectives, performance measures & integrates priorities and short and long-term goals as established by accomplishments)due Council in order to meet the needs and goals of the Village and Department capital item requests and 5 year capital plan due May 25 establish annual resource allocations. These resource decisions Department operating requests&revenue projections due June 01 address desired quality of service; staffing levels; technology Finance compiles department packages June 04-18 needs equipment and capital improvements; and programs Departmental budget review meetings with Village Manager June 20-29 considered to be priorities by the Village Council. The Village's Property appraiser provides certification of taxable values Jul 1 Finance compiles proposed budget for presentation to July 02-06 fiscal year starts on October 1 and runs through September 30. Village Manager for recommendation to Village Council Budget Workshop—Country Club Overview July 11 Budget Workshop—General Fund Overview July 25 FY 2013 Proposed Budget Page 31 of 283 The Village's Budget Process can be divided into five phases: assess their value and the subsequent priority to the residents of the Village. These internal analyses are necessary to determine service • Policy & Strategy Phase needs and delivery improvements, cost savings and opportunities, • Assessment Phase and required staffing levels. • Development Phase • Review Phase Development Phase • Adoption Phase Each department's budget package includes forms and instructions Each phase is described below. to aid in the preparation of their budget requests. The forms contain two prior years' actual data, the current year estimated Policy & Strategy Phase actual, current year budget, requested amount for the coming year. The departments describe the expenditures on the line item Setting priorities for the Village is one of the most important justification form which follows the departmental breakdown of responsibilities of Village Council and these goals and directives the line items. In addition to requesting dollars, the departments set the tone for the development of the budget. In this phase, must submit departmental objectives that provide a strategy linked Village Council and staff has the opportunity to reassess the goals to the Villages overall goals and policy agenda. The departments and objectives within the strategic framework in order to provide must also provide current year achievements and organization direction to the resource allocation and budgetary decision-making charts that identify changes from the previous year. The above process. mentioned items are included in both the proposed and final budget documents. Annually, the service priorities and objectives for each fiscal year are evaluated and the long-term financial plan is monitored and In a separate package, the departments submit requests for updated in order to set direction for the development of the budget necessary capital outlay and capital improvement projects. Each that is properly aligned with the broad goals and strategic department submits requests in order of priority. These include directives. This includes an assessment of services, capital needs, cost and description, as well as justification for the need. Capital issues and challenges, opportunities as well as a review of Improvement Projects are forecast in the 5-year Capital economic trends and financial forecasts. Improvement Program (CIP) document. This allows the need to be known in advance. The department must re-submit and re justify Assessment Phase the need for the project during each subsequent budget process. The projects include cost and description. As part of the budget process, departments evaluate performance towards meeting current and past goals and objectives and assess Review Phase current conditions, programs and needs. Various financial analyses, as well as productivity and staffing analyses, are The Village Manager and Finance Director review the performed. Programs and services are also reviewed thoroughly to departmental requests meet with the departments and fund what is deemed necessary. FY 2013 Proposed Budget Page 32 of 283 Public Adoption Phase • Between 65-80 days from date of certification the Village In July, the Village Manager presents a proposed budget for the must hold a tentative budget and millage hearing. This fiscal year commencing October 1 to the Village Council for hearing cannot be held sooner than (10) days following the consideration and further input. This proposal includes all mailing of notices by the Property Appraiser(August 24th) proposed operating and capital expenditures and the means of financing it. Council reviews the budget and conducts budget . Within fifteen (15) days of the tentative budget and millage workshops to provide an opportunity for Village management and hearing the Village must advertise a final hearing on the departments to offer additional information. Changes are made to budget. the budget as per the Council's instructions. The proposed budget is then revised incorporating these changes. • Not less than two (2) or more than five (5) days after the advertisement, a final hearing adopting the budget and The budget is adopted in compliance with requirements found in millage is held. the Village's Charter as well as with the State Statute known as TRIM (truth in millage). The law includes strict requirements and . Upon completion of the public hearings and prior to a timetable guide for noticing budget hearings and ensuring October 1st, a final operating budget is legally enacted residents have an opportunity to be heard before final action takes through the passage of an ordinance. place. • Within three (3) days after adoption, the Village must TRIM Compliance certify the adopted millage to the Property Appraiser and Tax Collector. Florida Department of Revenue sets a schedule for local governments to follow in adopting tax roll information in . Within three (3) days after receipt of final value, as accordance with the county property appraiser offices. discussed below, the Finance Director completes form DR- Accordingly, there are two public hearings scheduled to openly 422 and returns to the Property Appraiser. discuss the budget, millage rate and reason for any tax increase. Is' • Within thirty (30) days of final millage and budget By July 1 each year the Property Appraiser certifies the tax rolls adoption, the Village must certify compliance with Section for the Village on form DR-420. This roll is used in formulating 2000.065 and 200.068, F. to the Department of Revenue. the proposed millage rate for the coming year. Thereafter the following timetable must be adhered to: • Within 35 days the Village Manager must have submitted the proposed budget to Council and delivered the DR-420 and DR-420 MM-P to the Property Appraiser (August 5th) FY 2013 Proposed Budget Page 33 of 283 Implementing, Monitoring & Amendment Phase-Budgetary 1. A transfer over $10,000 may be authorized only by Control resolution adopted by Council. Upon the final adoption of the budget, staff implements the new 2. Transfers up to $10,000 can be made with fiscal year budget and begins the process of continuous monitoring authorization by Village Manager providing the and ensuring budgetary control throughout the fiscal year. The Department's Overall adopted budget is not objective of budgetary controls is to ensure compliance with legal exceeded. provisions embodied in the annual budget approved by the Village Council. The level of budgetary control (that is, the level at 3. A transfer from the Village's Unassigned Fund which expenditures cannot legally exceed the appropriated Balance Account or the Council Contingency amount)is established at the department level. Account, which may be authorized only by resolution adopted by the Council. Reports are generated monthly to keep Department Directors informed and to monitor revenues and expenditures in order to All budget amendments, once approved, are processed by the achieve effective control over their departmental budgets. Finance Department. Department Directors are accountable for over/under expenditures. The Village maintains an encumbrance accounting system as one technique of accomplishing budgetary control. All expenditures, other than personal services, are controlled by a procurement system which encumbers purchase orders against the budget prior to issuance to vendors. Purchase orders are not issued until appropriations are made available. All appropriations lapse at year end; however, encumbrances specifically designated to be carried over to the subsequent year are re-appropriated in the following year. During ongoing monitoring, staff may note that corrective action is needed to help accomplish planned or needed programs and activities and request budget amendments. Changes or amendments to the budgeted amounts at the fund level must be approved by the Village Council; however, the budget may be amended in the following three ways: FY 2013 Proposed Budget Page 34 of 283 Village of North Palm Beach Fund Structure Governmental Funds Fiduciary Funds Proprietary Fund (Enterprise Fund) General Fund Special Capital Country Club -Budgetary Fund Revenue Projects Agency Trust Fund -Major Fund Fund Fund Fund Fund -Budgetary Fund -Major Fund Northlake Blvd Grant Northlake Boulevard General Employees Task Force Pension Recreation Grant Manatee Protection Police & Fire Pension Volunteer Firefighter Public Safety Grant Pension On-Behalf Pension Only two funds are budgetary funds (General Fund & Country Club Fund) FY 2013 Proposed Budget Page 35 of 283 Basis of Presentation, Basis of Budgeting and Budgetary Accounting Basis of Presentation intergovernmental revenues are recorded in this fund. General operating expenditures, fixed charges and capital The accounts and the budget of the Village are organized and improvement costs that are not paid through other funds are operated on the basis of funds and account groups. To better paid from the General Fund. There can only be one understand the budget, a basic understanding of this financial General Fund. structure is required. • Special Revenue Funds — Special Revenue Funds account A fund is an independent fiscal and accounting entity with a self- for the proceeds of specific revenue sources that are legally balancing set of accounts. Fund accounting segregates funds restricted to expenditures for specified purposes. according to their intended purpose and is used to aid management in demonstrating compliance with finance-related legal and • Capital Projects Funds— Capital Projects Funds account for contractual provisions. Account groups are a reporting financial resources to be used for the acquisition or requirement to account for certain assets and liabilities of the construction of major capital facilities or improvements governmental funds not recorded directly in those funds. The (other than those financed by proprietary funds) being funds are classified for reporting purposes into three basic fund financed from general long-term debt, grants, or transfers types; governmental, proprietary and fiduciary funds. The purpose from other funds. of the Village's funds and account groups are described in the following paragraphs. In the Governmental Fund Type category, the Village adopts an annual operating budget and appropriates funds for the General Governmental Fund Types: Fund only. The Capital Projects Fund and the Special Revenue Funds involve multi-year projects so annual budgets are not Governmental funds are those through which general adopted for these funds. Instead, appropriations in these funds governmental functions of the Village are financed. The remain open and carry over to succeeding years until planned acquisition, use, and balances of the Village's expendable financial expenditures are made, or until they are amended or cancelled. resources and the related liabilities (except those accounted for in Proprietary Funds) are accounted for through Governmental Funds. Proprietary Fund Types: The following are the Village's Governmental Fund types: Proprietary funds distinguish between operating and non-operating • General Fund — The General Fund is the main operating revenues and expenses, and the principal revenues are derived fund of the Village. This fund is used to account for all from charges to customers for sales and services. The Village's financial resources except those required to be accounted sole proprietary activity is the operation of a golf and country club, for in another fund. All general property taxes, fines, which is an enterprise fund. various permits, property rentals and certain FY 2013 Proposed Budget Page 36 of 283 • Enterprise Funds—Enterprise Funds account for operations • Agency Funds — To account for assets held by the Village. The Village retains no equity interest in these funds. (a) that are financed and operated in a manner similar to private business enterprises where Account Groups: the intent of the governing body is that the costs (expenses, including depreciation) of Account groups are not funds since they don't reflect available providing goods or services to the general financial resources and related liabilities. Instead, they are used public on a continuing basis be financed or to establish accounting control and accountability for the Village's recovered primarily through user charges; or general fixed assets and general long-term debt. The following is a description of the account groups of the Village: (b) where the governing body has decided that periodic determination of revenue earned, • General Fixed Assets - To account for all fixed assets of the expenses incurred, and/or net income is Village, except fixed assets of Proprietary Funds. appropriate for capital maintenance, public policy, management control, accountability, . General Long-Term Debt — To account for all the or other purposes. outstanding principal balances of any general and special obligation bonds or notes, capitalized leases, installment The Village adopts a non-appropriated operating budget for its purchases, and compensated absences of the Village, Country Club Fund at the same time it adopts the General Fund except long-term obligations of Proprietary Funds. Budget. Basis of Bud2etin2 Fiduciary Fund Types: Fiduciary Fund types are used to account for assets held by the The basis of budgeting includes the following two elements (measurement focus and basis of accounting) that measure and Village in a trustee capacity or as an agent for individuals, private account for transactions the Village reports in the respective fund's organizations, other governments and/or other funds. The funds in budget and operating statement. this category are the Village's Pension Trust Funds and Agency Funds. Annual budgets are not prepared for these fund types. Measurement Focus • Trust Funds— To account for assets held by the Village in a trustee capacity. The pension trust funds are accounted for Measurement Focus refers to what transactions are recorded. The in essentially the same manner as proprietary funds since accounting and financial reporting treatment applied to a fund is capital maintenance is critical. determined by its measurement focus. There are two different measurement focuses that are used in the preparation of financial statements for governments: FY 2013 Proposed Budget Page 37 of 283 • Economic Resources Measurement Focus — This The government-wide financial statements are reported using the measurement focus is used in the preparation of the economic resources measurement focus and the accrual basis of government-wide financial statements and in the fund accounting, as are the proprietary fund financial statements. financial statements of proprietary funds. With this Revenues are recorded when earned and expenses are recorded measurement focus, all assets and all liabilities associated when a liability is incurred, regardless of the timing of related cash with the operation of these funds are included on their flows. Property taxes are recognized as revenues in the year for statement of net assets and the reported fund equities (total which they are levied. Grants and similar items are recognized as reported assets less total reported liabilities) provide an revenue as soon as all eligibility requirements imposed by the indication of the economic net worth of the funds. provider have been met. Operating statements of these funds report increases (revenue) and decreases (expenses) in total economic net Governmental fund financial statements are reported using the worth. current financial resources measurement focus and the modified accrual basis of accounting. Revenues are recognized as soon as • Current Financial Resources Measurement Focus — This they are both measurable and available. Revenues are considered measurement focus is used in the fund financial statements to be available when they are collectible within the current period of governmental funds. With this measurement focus, only or soon enough thereafter to pay liabilities of the current period. current assets and current liabilities generally are included For this purpose, Ad valorem taxes and charges for services are on the balance sheet. Accordingly, the reported considered to be available if they are collected within 60 days of undesignated fund balances (net current assets) are the end of the current fiscal period, provided that amounts received considered a measure of available, spendable or pertain to billings through the fiscal year just ended. appropriable resources. Operating statements of these Intergovernmental revenues, which include state revenue sharing funds present increases (revenue and other financing allotments, local government one-half cent sales tax, and county sources) and decreases (expenditures and other financing shared revenue, among other sources, are recorded in accordance uses)in net current assets. with their legal or contractual requirements if collected in the current period or within 60 days after year-end. Account Groups are concerned only with the measurement of financial position. They are not involved with the measurement of Interest is recorded when earned. Licenses and permits, fines and results of operations. forfeitures and all other revenue items are considered to be measurable and available only when cash is received. Business Basis of Accounting Tax Receipt revenues collected in advance of periods to which they relate are recorded as deferred revenues. Basis of accounting refers to when revenues and expenditures are recognized in the accounts and reported in the financial statements. Expenditures are recorded when a related fund liability is incurred. The basis of accounting relates to the timing of the measurements However, debt service expenditures, as well as expenditures made, regardless of the measurement focus applied. related to compensated absences and claims and judgments, are recorded only when payment is due. FY 2013 Proposed Budget Page 38 of 283 The proprietary fund and pension trust funds are accounted for Budgetary Accounting using the economic resources measurement focus and the full accrual basis of accounting. Revenues are recorded when earned State of Florida statutes require that all municipal governments and expenses are recorded when a liability is incurred, regardless establish budgetary systems and approve balanced annual of the timing of related cash flows. Membership fees of the operating budgets. The Council annually adopts an operating proprietary fund that are collected in advance of the period to budget and appropriates funds for the General Fund The which they apply are recorded as deferred revenue. Village also adopts a non-appropriated operating budget for the enterprise fund (Country Club) at the same time it adopts the The table below summarizes the measurement focus and basis of General Fund Budget. The procedures for establishing budgetary accounting for each reporting element and type of fund mentioned data are as follows: above: • In July of each year, the Village Manager submits a Measurement Focus and Basis of Accounting for Financial Statements proposed Operating budget to the Council for the next fiscal Basis of year commencing the following October 1st. The proposed Financial Statements Measurement Focus Accounting budget includes expenditures and the means of financing Government-wide Financial them. The Village also advises the County Property Statements Economic Resources Accrual Appraiser of the proposed millage rate and the date, time Governmental Funds Financial current Financial Modified Accrual and place of the public hearing for budget acceptance. Statements Resources Proprietary Funds Financial Economic Resources Accrual • Two Public hearings are conducted to obtain taxpayer Statements Fiduciary Funds Financial comments. Statements Economic Resources Accrual Upon completion of the public hearings and prior to October 1st, a The Comprehensive Annual Financial Report (CAFR) shows the final operating budget is legally enacted through the passage of an status of the Village's finances on the basis of "Generally ordinance. Estimated beginning fund balances are considered in Accepted Accounting Principles" (GAAP). In most cases, this the budgetary process. conforms to the way the Village prepares its budget, with the following exceptions: • Depreciation expense is not a budgeted expense. • Expenditures for capitalizable fixed assets are budgeted as expenses. • Compensated absences are not included in the budget. • Expenditures for principal payments on outstanding debt are budgeted as expenses. FY 2013 Proposed Budget Page 39 of 283 Financial Policies Operating Budget Policies: • The Village will comply with all Federal, State or local • The budget will provide for adequate maintenance and legal requirements pertaining to the operating budget. A repair of capital plant and equipment and for their orderly balanced budget is achieved when the amounts available replacement. from taxation and other sources, including amounts carried over from prior fiscal years, equals the total appropriations • The budget will provide sufficient funding to cover annual for expenditures and reserves. debt retirement costs. • The Village will employ a structured budget preparation • The budget will provide for adequate funding of all pension and formulation process that will ensure adequate citizen plans, as determined by the Village's actuary. input and participation. • The Village will maintain a budgetary control system to • The Village will employ a structured expenditure and ensure adherence to the budget and will use a revenue forecasting system to allow for effective financial budget/encumbrance control system to ensure proper planning. budgetary control. • Essential services will receive first priority for funding. • The Village administration will prepare regular reports The Village will attempt to maintain current service levels comparing actual revenues and expenditures to budgeted for all essential services. amounts. • The Village will identify low priority services for reduction • Where possible, the Village will integrate service levels or elimination, if necessary, before essential services. and performance measures within the budget. • The Village will consider the establishment of user fees as • The goal of the enterprise fund operation is to be self- an alternative to service reductions or elimination. supporting and to pay administrative and other appropriate service charges to the General Fund for administrative • The Village will pay for all current expenditures with support. current revenues. • The total number of employment positions approved in the • The Village will avoid budgetary procedures that balance annual operating budget may not be exceeded without prior current expenditures at the expense of meeting future years' approval of the Village Council. expenses. FY 2013 Proposed Budget Page 40 of 283 • The Village will annually seek the Distinguished Budget Debt Policy: Presentation Award offered by the Government Finance • The Village Charter and the Constitution of the State of Officers Association (GFOA) Florida do not provide for a legal debt limit. However, In making or providing of capital improvements, The Village Fund Balance and Reserve Policies: shall not incur a general obligation debt requiring the full • The Village will establish an adequate fund balance in the faith and credit and taxing power of the Village that General Fund to indicate that it is in sound financial exceeds five (5%) of the property tax base of the Village. condition. This reserve will be maintained at a minimum The Village has no general obligation debt outstanding. level of 35% of current year general fund budgeted expenditures. • The Village will analyze the impact of debt service on total annual fixed costs before any long-term debt is issued. • Fund Balance will only be used for expenditures that are either non-recurring in nature or that have a benefit period • Any loan obligation above $500,000 shall require review longer than one operating period. Village Council approval and comment by the Village's Audit Committee prior to is necessary for this type of expenditure. Council Action. • Maintain a contingency reserve in the General Fund and the • The Village will not use proceeds from long-term debt for Country Club Fund to address unexpected needs that occur current, on-going operations. Long-term borrowing will be throughout the year, subject to approval by the Village confined to capital improvements too large to be financed Council. from current revenues. Revenue Policies: • The Village will utilize the form of borrowing that is most • The Village will take active measures to encourage cost-effective, including not just interest expense but all economic development, thereby developing a diversified costs, including up front costs, administrative and legal and stable revenue system to shelter it from short-run expenses, prepayment penalties, and reserve requirements. fluctuations in any one revenue source. Cash Management/Investment Policies: • The Village will establish user charges and fees at a level . The Village will deposit funds only in financial institutions closely related to the full cost of providing the services (i.e. which are qualified public depositories pursuant to Sate of direct, indirect and capital costs); taking into consideration Florida Statutes, Chapter 280, and "Florida Security for similar charges/fees being levied by other organizations. Public Deposits Acts." • The Village will aggressively seek Federal and State grant . The Village will insure timely deposit of all collected and capital improvement funds and evaluate future local revenues. fiscal impact. FY 2013 Proposed Budget Page 41 of 283 • The Village will maintain a prudent cash management and principles (GAAP) promulgated by the Government investment program in order to meet daily cash Accounting Standards Board (GASB). requirements. Capital Improvement Plan Policies: • The Village will follow its adopted investment policy when • The Village will adopt the first year of a multi-year plan for handling public funds. capital improvements, update it annually and make every attempt to complete all capital improvements in accordance • The Village will pool cash from each eligible fund for with the plan. investment purposes. • The Village will coordinate the development of the CIP Accounting, Auditing & Financial Reporting Policies: budget with the development of the operating budget to • An independent audit will be performed annually, including ensure future operating expenditures and revenues the issuance of a management letter. associated with new capital improvements will be projected and incorporated into the current and future operating • The Village administration will promptly evaluate the audit budgets. management letter recommendations, determine the proper actions in response to these recommendations and • The Village will maintain its physical assets at a level complete, within established time frames, all actions that adequate to protect the Village's capital investment and correct or otherwise resolve the matters included in the minimize future maintenance and replacement costs. management letter. • In making or providing of capital improvements, The • The Village will produce financial reports in accordance Village shall not incur a general obligation debt requiring with Generally Accepted Accounting Principles (GAAP). 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 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 FY 2013 Proposed Budget Page 42 of 283 Debt Administration The Village has limited its borrowing to prudent levels that are able $1.5 billion) in available general obligation debt. The Village has to be covered through existing revenue and cash flow projections. no outstanding General Obligation debt. The Village utilizes debt financing on large expenditures for capital projects. When establishing debt, there are a number of factors to be The Village's outstanding debt (principal only) as of September 30, considered in the process. These factors include: 2011 consists of the following: • the long-term needs of the Village General Fund: • the amount of resources available to repay the debt The Village's General Fund is debt-free! There are a few ways for the Village to achieve debt financing. The Country Club: Council considers the asset's useful life and current economic Promissory Note $ 3,844,928 conditions to determine the appropriate financing instrument. Some Capital Lease 173,084 financing options available to the Village include: Total Country Club $ 4,018,012 • bank loan Total Debt $4,018,012 • lease agreements (capital lease or operating lease) • issue special revenue bonds (pledged by a specific revenue A brief description of each outstanding debt instrument and its source and limited by available revenue) annual debt service requirement to maturity is listed below: • issue general obligation bonds (require voter referendum approval) General Fund: The Village's General Fund is debt free! The Village Charter and the Constitution of the State of Florida do not provide for a legal debt limit. However, in regards to capital Country Club: improvements, the Village has adopted a policy to limit general The Country Club (Proprietary Fund) has one loan and one capital obligation debt(debt pledging payment from ad valorem taxes which lease outstanding as of September 30, 2011. 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 2012-2013 this would amount to $74.31 million (tax base of FY 2013 Proposed Budget Page 43 of 283 Promissory Note: This note was to finance certain capital expenditures relating to the municipal golf course and country club. Country Club revenues secure the loan. Annual debt service requirements to maturity are as follows: Year Endin2 Princi al Interest Total 2012 237,241 157,659 394,900 2013 247,646 147,254 394,900 2014 258,036 136,864 394,900 2015 268,862 126,038 394,900 2016 279,810 115,090 394,900 2017-2021 1,586,923 387,577 1,974,500 2022-2024 966,410 63,590 1,030,000 $3 844 928 $1 134 072 $4,979,000 Capital Lease: The Country Club also has a capital lease agreement for the purpose of financing the lease-purchase of equipment for the Country Club. Annual debt service requirements to maturity are as follows: Year Endin2 Princi al Interest Total 2012 66,150 9,085 75,235 2013 (*) 106,934 1,605 108,539 $173084 $10,690 $183,774 (*) The final payment includes a balloon payment of$96,000. FY 2013 Proposed Budget Page 44 of 283 Fund Balance Overview Fund Balance is generally defined as the difference between a fund's GASB 54 eliminates the previous categories of "Reserved" and assets and liabilities. Changes in fund balance are based on the "Unreserved" for all Governmental Fund balances, and replaces these difference between revenues and expenditures for a given fiscal year. with five new reporting categories. These categories create a hierarchy of constraints that control how specific amounts can be An adequate fund balance is necessary for numerous reasons, such as spent. The five new reporting categories are as follows: to have funds available in cases of emergencies, unexpected events, cushion economic cycles and special projects. It is also used to . Non-spendable — amounts that are not in a spendable form or maintain or enhance the Village's financial position and related bond are required to be maintained intact(inventories, prepaid items, ratings, to provide cash for operations prior to receipt of revenues and interfund loans) to maintain investment earnings. • Restricted — amounts constrained to specific purposes by their Over past years, the Village has been able to generate healthy reserves providers (debt covenants, grant proceeds) through growth management, strategic planning, and cost containment measures. The goal of the Village has been to use surplus reserves in . Committed — amounts constrained to specific purposes by the ways that positively affect its financial plan by reducing long-term government itself (disaster recovery, rate stabilization, obligations. The Village does not use surpluses to offset the insurance encumbrances) subsequent year's budget. In other words, surpluses are not relied on as an ongoing source of revenue. . Assigned — amounts a government intends to issue for a The Governmental Accounting Standards Board (GASB) released specific purpose Statement 54 — "Fund Balance Reporting and Governmental Fund . Unassigned—amounts that are available for any purpose Type Definitions" on March 11, 2009. The Village implemented GASB 54 in its fiscal year 2011 annual financial reports. This statement impacts only governmental funds; it has no impact on Fund Balance tables for the General Fund and the Enterprise Fund proprietary (enterprise)funds or fiduciary funds. (two major/budgetary funds) are on the following pages. These tables The requirements of this statement are intended to improve financial represent the Village's actual fund balances as of October 01, 2011. reporting by providing fund balance categories and classifications that The actual fund balances for fiscal year 2011-12 will be available upon will be more easily understood and applied. The categories are more completion of the Village's annual audit in early 2013. The reserves clearly defined to make the nature and extent of the constraints placed shown in these tables are based on conservative revenue estimates and on a government's fund balance more transparent by isolating that one hundred percent (100%) of the budgeted expenditures being portion of fund balance that is unavailable to support the following expended. year's budget. FY 2013 Proposed Budget Page 45 of 283 General Fund: The fund balance of the general fund, one of the governmental funds, is of significance because it is the primary fund financing most functions of the Village. It is used by rating agencies as a measure of the financial strength of the government. Actual Actual Actual Actual Budget Budget FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 Beginning Balance S 9,125,550 S 9,040,852 S 10,621,331 S 11,052,909 S 11,700,667 S 11,700,667 Revenues Taxes 15,424,638 15,680,749 14,784,908 14,090,965 13,387,331 14,300,902 Licenses&Pemuts 1,047,144 880,016 611,400 959,098 741,454 684,212 Intergovernmental 1,516,624 1,304,391 1,100,008 1,287,638 1,203,524 1,224,939 Charges for Services 1,268,774 1,678,948 1,664,832 1,927,370 1,898,895 2,023,697 Fines&Forfeitures 157,022 146,970 135,200 171,416 112,200 81,115 Interest 194,652 (1,346)1 85,050 97,743 85,740 61,758 Miscellaneous 137,447 304,595 10,800 59,461 88,400 108,240 Total 19,746,301 19,994,323 18,392,198 18,593,691 17,517,544 18,484,863 Fxpenditures General Government 2,308,749 1,979,774 2,623,620 2,421,441 2,672,682 2,658,993 Public Safety 6,775,581 6,822,028 6,%1,858 6,860,900 7,489,920 7,838,524 Public Works 4,519,756 4,018,543 4,587,336 4,044,641 4,071,545 4,237,709 Community Development&Planning 896,532 784,487 801,416 799,260 1 837,613 912,409 Leisure Services 3,215,497 3,051,051 2,394,065 2,484,756 1 2,445,784 2,837,228 Debt Service 859,932 1,439,460 688,643 - - Total 18,576,047 18,095,343 18,056,938 16,610,998 17,517,544 18,484,863 Exces s/Deficiency of Revenues Over/Under Expenditures 1,170,255 1,898,979 335,260 1,982,693 - - Other financing sources(uses) _ Transfer In/Out,etc. (1,254,952) (318,500) (1,568,000) - Net Change in Fund Balances (84,698) 1,580,479 (1,232,740) 1,982,693 - - Ending Balance S 9,040,852 S 10,621,331 S 9,388,591 S 13,035,602 S 11,700,667 S 11,700,667 Components of Fund Balance Designated/Reserved 775,339 563,115 Undesignated 8,265,513 10,058,216 Nonspendable 167,108 276,924 276,924 276,924 Restricted 338,457 548,489 548,489 548,489 Assigned 104,245 186,594 186,594 186,594 Unassigned 10,443,099 10,688,660 1 10,688,660 10,688,660 Ending Balance S 9,040,852 S 10,621,331 S 11,052,909 S 11,700,667 S 11,700,667 S 11,700,667 Unassigned Fund Balance as a Percent of Original Budget Original Budget 19,691,948 19,073,192 18,056,938 17,506,072 17,517,544 18,484,863 Unassigned Fund Balance as a Percent of Ori inal Budget 41.97% 1 52.73% 57.83% 61.06% 61.02% 57.82% FY 2013 Proposed Budget Page 46 of 283 Enterprise Fund: The measure of financial health for the enterprise funds is net assets. Enterprise funds have restricted and unrestricted net assets. So long as net assets are not negative, these funds are self-supporting. Actual Actual Actual Actual Budget Budget FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Beginning Balance $ 2,346,635 $ 2,695,326 $ 2,799,026 $ 2,698,386 $ 2,586,550 $ 2,586,550 Operating Revenue _ Greens fee/cart rentals/membership fees 2,979,324 2,763,538 2,520,364 2,372,336 2,565,250 2,518,616 Tennis revenues Golf shop revenues 224,908 208,645 225,699 283,926 281,500 296,664 Driving range revenues 213,103 208,230 174,929 208,865 197,380 209,026 Restaurant revenues 125,677 134,060 244,359 700,378 847,710 821,300 Miscellaneous 73,497 90,386 62,229 51691 - - Total Operating Revenue 3,616,509 3,404,859 3,227,580 3,571,197 3,891,840 3,845,606 Operating Expenses Golf course maintenance 1,373,046 1,457,206 1,250,612 1,232,462 1,240,715 1,242,550 Clubhouse grounds 100,823 102,175 103,377 84,485 108,277 108,030 Tennis Golf shop 600,034 617,313 607,452 748,336 863,461 850,492 Food&beverage 46,608 58,318 452,516 838,519 846,601 830,545 Administrative&general 287,914 288,913 257,590 104,658 106,226 125,161 Insurance 150,166 63,247 56,923 40,840 39,864 43,881 Depreciation _ 486,651 490,298 476,583 457,746 - Total Operating Expense 3,045,242 3,077,469 3,205,053 3,507,045 3,205,144 3,200,659 Non-operating revenues (expenses) _ Interest revenue 36,431 7,376 14,686 8,4_93 8,855 7,327 Interest expense (222,237) (202,061) (193,153) (180,125) - - Other revenues 13,609 - - - - - Other expenses (695,551) (748,274) Gain/(Loss)on disposal of fixed assets (1,083) (29,005) 55,300 (4,355) - 96,000 Total Non-operating revenues (expenses) (173,279) (223,690) (123,167) (175,987) (686,696) (644,947) Excess/Deficiency of Revenues Over/ Under Expenses 397,987 103,700 (100,640) (111,836) - Operating Transfers Out (49,296) - - - -Change in Net Assets 348,691 103,700 (100,640) (111,836) - - Ending Balance $ 2,695,326 $ 2,799,026 $ 2,698,386 $ 2,586,550 $ 2,586,550 $ 2,586,550 Components of Fund Balance Invested in Capital Assets,net of related debt 2,492,524 2,364,814 2,295,125 2,200,928 2,200,928 2,200,928 Unrestricted 202,802 434,212 403,261 385,622 385,622 385,622 Ending Balance $ 2,695,326 $ 2,799,026 $ 2,698,386 $ 2,586,550 $ 2,586,550 $ 2,586,550 FY 2013 Proposed Budget Page 47 of 283 Strategic Planning Strategic Planning is a structured and coordinated approach for ❖ Dedication developing long-term organizational goals and for developing ❖ Teamwork strategies to accomplish them. It is typically used to facilitate ❖ Exemplary Customer Service communication, to accommodate divergent interests, and to foster decision making through leadership and consensus building. In Strengths, Weaknesses, Opportunities and Threats municipal government, one of the primary purposes is to set the state for the annual budget process, providing a roadmap for Critical to the strategic planning process is the understanding of annual resource allocations. the forces, both positive and negative, that impact the Village's The mission statement provides the foundation for all remaining ability to achieve its mission. portions of the strategic planning process: The Village, as an organization, has certain internal attributes that are recognized as beneficial assets; its strengths. However, the Mission Village also has some internal attributes that are negative; its weaknesses. There are those external forces in the outside world To provide the highest quality of service to the residents of North that are beyond the Village's control or influence. Some of these Palm Beach in the most efficient, effective, and fiscally forces create favorable conditions for achievement of the responsible manner by providing sound, clear policy guidance that Village's mission; they are opportunities. Of course, some of the encourages, promotes, protects, and improves the welfare of the external forces are contrary, and potentially damaging to the Village of North Palm Beach, ensuring that North Palm Beach Village's interests; these are threats. remains "the best place to live under the sun." The internal organizational strengths and external opportunities Core Values represent sources of positive achievement and provide a launching point for development of strategies designed to accomplish the The core values of an organization are the values it holds that Village's vision: "To be the greatestplace to live under the sun." form the foundation on which it performs its work and conducts itself. They describe how an organization believes it should act, The internal weaknesses and external threats represent barriers to and how those beliefs should be reflected in its actions. The success but understanding them can also provide inspiration for Village of North Palm Beach values... new strategies. ❖ Ethics and Integrity The results of the Strengths, Weaknesses, Opportunities and ❖ Open Communication Threats (SWOT) analysis are listed on the following page. ❖ Respect for differences FY 2013 Proposed Budget Page 48 of 283 SWOT Analysis: Stren ths: Good now: maintain build levera e Weaknesses: Bad now: remedL,sto ❖ Affluent community ❖ Shrinking tax base ❖ Strong financial reserves ❖ Shrinking sources of non ad-valorem revenues ❖ Infrastructure in good condition ❖ State budget in the red ❖ Taken steps to reduce costs ❖ State pressures on municipal taxing authority ❖ Generally supportive residents ❖ Limited retail ❖ Unified Council ❖ No anchor or destination ❖ High quality staff ❖ Aged and deteriorated buildings in our business community ❖ Advisory Board/citizen participation ❖ Location/waterways ❖ Tradition—2nd& 3rd generation residents O ortunities: Good Future: rioritize o timize Threats: (Bad Future: counter) ❖ Seek additional funding sources such as service fees and ❖ Economy in decline grants ❖ State and County pressure on home-rule authority of ❖ Seek to influence State Legislature municipalities ❖ Pursue further cost efficiencies ❖ Increase in unfunded mandates ❖ Improve relationships with business community ❖ Increased foreclosures of residential property ❖ Annexation ❖ Under-funded retirement accounts ❖ Continued devaluation of property values FY 2013 Proposed Budget Page 49 of 283 Long Term Goals Village departments have included performance measures in their department plans. Performance measures allow Village In the annual strategic planning process, Village Council revisits departments to monitor implementation of projects, programs, and refines goals to continually adjust to the current social and initiatives, and services funded through the budget; measure their economic environment. Overall the general Village goals remain success in meeting the targeted performance; identify consistent as follows: opportunities to improve service delivery; inform Council as they make strategic adjustments; and provide data to support decisions 1. Protect Financial Integrity of the Village in a Difficult for future resource allocation. Economic Environment Conclusion 2. Maintain a High Quality of Life in the Village The Village integrates the annual budgeting process with the 3. Maintain and improve all Recreational Facilities of the strategic planning process. The Strategic Plan helps to prioritize Village how the Village will use current and future resources to achieve identified goals. In this way the strategic plan drives budget 4. Enhance the Spirit and Participation of our Community preparation decisions and service delivery implementation. 5. Improve the Overall Appearance of the Village The Village's ongoing strategic planning process is an affirmation The Annual Budget has been developed with these goals in mind. and continuation of a vision that started years ago: "To be the The budget goals provide the overall framework for the budget greatest place to live under the sun." process. Village departments have reviewed their department goals for the upcoming year to assure that the overall long-term Village goals were addressed in their priorities for program, service and facility requests. Performance Measures Performance measures form the foundation for the strategic planning process because they are really what assure goal accomplishment. Some measures track outputs or number of units of service delivered over time. Others measure efficiency or how well resources are leveraged. Each type of measure is significant within the performance measurement system. FY 2013 Proposed Budget Page 50 of 283 Long Range Planning The long-range planning for the Village of North Palm Beach is Budget through the five (5) year Capital Improvement Plan (CIP). outlined in the following policy documents: The CIP identifies projects and their associated costs and is reviewed and updated annually in both documents. 1. The Comprehensive Plan. 2. The Annual Budget. Long-Term Financial Plan The Comprehensive Plan was adopted in 1989, in compliance The Annual Budget contains a five year CIP and an analysis of with the Florida Statutes Chapter 163, Department of Community total projected revenues and expenditures for the same time Affairs. The Plan guides future growth and development and periods as the CIP. The projections assist management in the provides an overall vision for the Village. The Plan contains the planning and allocation of resources to achieve the Village flowing elements: Council goals of maintaining a financially secure municipal government. 1. Future Land Use 2. Transportation The results of the long-range financial plan for the major 3. Housing operating funds (General Fund and Country Club) are provided on 4. Infrastructure the following pages. The long-range financial plan should not 5. Coastal Management be confused with the Village's budget. The budget is the 6. Conservation Village's legal authority for spending. The budget focuses on 7. Recreation and Open Space the near-term future; it is very detailed, and it must be 8. Intergovernmental Coordination balanced between resources and requirements. In 9. Capital Improvements comparison, the long-range financial plan has a longer time- 10. Public School Concurrency frame, is less detailed and is only used to help management 11. Annexation (Optional Element) develop budget strategies and prioritize the use of limited resources. Each element of the plan provides an inventory of existing conditions, an analysis of needs along with goals, objectives and policies to guide the growth of the Village. Levels of Service (LOS) are also established in the comprehensive plan to ensure that infrastructure and services will be available to accommodate new residential and commercial developments. The LOS analysis and resultant capital expenditures are included in the Capital Improvement element which provides the continuity between the goals and objectives of the Comprehensive Plan and the Annual FY 2013 Proposed Budget Page 51 of 283 General Fund: The projections are based on the following set of assumptions: 1. 3% annual growth rate during the FY 2014-2017 period 2. Property Taxes will represent approximately 58% of total General Fund revenues 3. Personnel Costs will represent 72% of total General Fund revenues 4. Operating Costs will represent 23% of total General Fund revenues 5. Capital Outlay will represent the totals in the CIP Plan General Fund Projections (assumes 3% growth rate) FY 2014 Revenues(Sources): FY 2013 Budget Projected FY 2015 Projected FY 2016 Projected FY 2017 Projected Property Taxes $ 10,829,893 $ 11,042,857 $ 11,374,143 $ 11,715,367 $ 12,066,828 Other Revenue 7,654,970 7,996,552 8,236,448 8,483,542 8,738,048 Total Revenue 18,484,863 19,039,409 19,610,591 20,198,909 20,804,876 Expenses(Uses): Personnel 13,308,779 13,708,374 14,119,626 14,543,214 14,979,511 Operating 4,200,249 4,379,064 4,510,436 4,645,749 4,785,122 Capital Outlay 872,221 3,624,400 1,133,792 946,913 1,493,712 Debt Service - - - - - Reserves/Contingencies 103,614 100,000 100,000 100,000 260,061 Total Expenses 18,484,863 21,811,838 19,863,854 20,235,876 21,518,405 Net Revenue/Expense $ - $ (2,772,430) $ (253,262) $ (36,968) $ (713,529) FY 2013 Proposed Budget Page 52 of 283 Country Club: The projections are based on the following set of assumptions: 1. 3% annual growth rate during the FY 2014-2017 period 2. Golf Revenues will represent approximately 75% of total Country Club revenues 3. Personnel Costs will represent 24% of total Country Club revenues 4. Operating Costs will represent 59% of total Country Club revenues 5. Capital Outlay will represent the totals in the CIP Plan Country Club Projections (assumes 3% growth rate) FY 2014 Revenues(Sources): FY 2013 Budget Projected FY 2015 Projected FY 2016 Projected FY 2017 Projected Golf $ 3,120,306 $ 3,050,551 $ 3,142,067 $ 3,236,329 $ 3,333,419 Food &Beverage 821,300 1,008,715 1,038,977 1,070,146 1,102,251 Administration 7,327 8,135 8,379 8,630 8,889 Total Revenue 3,948,933 4,067,401 4,189,423 4,315,106 4,444,559 Expenses(Uses): Personnel 939,631 976,176 1,005,462 1,035,625 1,066,694 Operating 2,261,028 2,399,767 2,471,760 2,545,912 2,622,290 Capital Outlay 53,639 27,000 - - - Debt Service 566,201 470,201 470,201 566,201 566,201 Reserves/Contingencies 128,434 162,696 167,577 172,604 177,782 Total Expenses 3,948,933 4,035,840 4,114,999 4,320,343 4,432,967 Net Revenue/Expense $ - $ 31,561 $ 74,424 $ (5,237) $ 11,592 FY 2013 Proposed Budget Page 53 of 283 I � ;`;°il �• ilk I ,III r � . moo own MORTH PALM RACH d W! PUBLIC LIBRARY `- = - - •�t VILLAGE OF NORTH PALL BE.LICH, FL, FY2012-2013 General Fund Organization Chart FY 2012-2013 Residents of The Village of North Palm Beach VILLAGE BOARDS Village Clerk 4 -Audit Committee Village Council -Construction Board of Adjustment 3 FT -Library Advisory -Pension Boards Village Attorney -Planning Commission -Recreation Advisory Village Manager -Waterways Board -Zoning Board of Adjustment 2 FT Finance Human Information Community Public Law Fire Library Parks& Resources Technology Development Works Enforcement Rescue Recreation 5 FT 1 PT 2 FT 3 FT 8 FT 37 FT 43 FT 24 FT 10 6 FT T 6 FT 2 PT 13 PT (+1 PT) 0 PT 43 PT 5 Volunteers 18 Volunteers Summary: Change: 139 FT 69 PT +1 PT 23 Volunteers FY 2013 Proposed Budget Page 55 of 283 The Village of North Palm Beach General Fund Budget Summary Fiscal Year 2012-2013 Original Fiscal %Increase/ Year 2012 (Decrease)over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Revenues Taxes: Ad-Valorem Taxes 10,829,893 $ 9,904,284 9.35% $ 10,441,869 $ 11,053,128 $ 11,917,359 Utility Service Taxes 2,119,414 2,154,044 -1.61% 2,198,148 2,261,375 2,239,002 Franchise Fees 1,085,589 1,065,580 1.88% 1,191,154 1,204,328 1,256,831 Sales&Use Taxes 266,006 $ 14,300,902 263,423 0.98% 259,794 266,077 267,557 Licenses&Permits 684,212 741,454 -7.72% 959,098 910,997 880,016 Intergovernmental 1,224,939 1,203,524 1.78% 1,287,638 1,269,509 1,304,391 Charges for Services 2,023,697 1,898,895 6.57% 1,927,370 1,937,115 1,678,948 Fines&Forfeitures 81,115 112,200 -27.70% 171,416 149,098 146,970 Interest 61,758 85,740 -27.97% 97,743 280,218 (1,346) Appropriated Fund Balance 95,000 80,000 18.75% - - - Miscellaneous 13,240 8,400 57.62% 59,461 278,142 304,595 Total Revenues: 18,484,863 17,517,544 5.52% 18,593,692 19,609,985 19,994,323 Expenditures General Government: Village Council 146,750 146,354 0.27% 131,637 120,125 122,653 Village Manger 271,032 276,714 -2.05% 332,848 290,024 272,974 Human Resources 279,292 241,358 15.72% 226,868 233,169 217,019 Finance 549,683 533,708 2.99% 499,456 495,766 484,076 Information Technology 335,746 336,789 -0.31% 289,297 285,410 282,303 Village Attorney 170,000 170,000 0.00% 159,692 153,356 134,083 Village Clerk 299,028 288,221 3.75% 268,039 273,630 254,655 General Services-Village Hall 111,209 2,162,740 178,552 -37.72% 105,595 95,376 102,892 Public Safety: Law Enforcement 4,705,970 4,595,199 2.41% 4,200,373 4,158,345 3,973,322 Fire Rescue 2,969,955 2,702,252 9.91% 2,545,461 2,541,563 2,709,447 General Services-Public Safety 162,599 7,838,524 192,469 -15.52% 115,066 120,930 139,259 Public Works: Public Works Admin 362,333 359,349 0.83% 353,248 343,822 341,232 Sanitation 1,472,854 1,477,508 -0.31% 1,372,658 1,397,688 1,456,876 Facility Services 617,831 631,243 -2.12% 548,564 620,140 616,076 Streets&Grounds 1,347,815 1,214,467 10.98% 1,413,441 1,545,841 1,262,278 Vehicle Maintenance 436,876 4,237,709 388,978 12.31% 356,730 350,213 342,081 Community Development&Planning: Community Planning 268,307 230,637 16.33% 241,625 217,798 216,708 Building 504,437 488,025 3.36% 462,171 460,089 461,905 Code Enforcement 139,665 912,409 118,951 17.41% 95,464 96,234 105,874 Leisure Services: Library 887,651 676,942 31.13% 635,861 685,936 767,271 Recreation 1,023,868 1,000,620 2.32% 935,580 933,273 917,567 Park Maintenance - - 0.00% - - 536,825 Pool 363,414 292,786 24.12% 440,259 306,581 395,921 Special Events 87,000 87,000 0.00% 76,068 77,666 72,028 Tennis 475,295 2,837,228 388,436 22.36% 396,988 402,968 361,439 Reserves&Other: Debt service - - 0.00% - 2,254,384 1,439,460 Contingency 103,614 108,347 -4.37% 14,089 43,162 14,191 Transfer In/Out - - 0.00% 1,334,934 163,490 318,500 Non-Departmental 392,639 496,253 392,639 0.00% 393,920 511,429 94,930 Total Expenditures 18,484,863 17,517,544 5.52% 17,945,934 19,178,407 18,413,843 Net Revenue Over Expense $ - $ - $ 647,758 $ 431,578 $ 1,580,479 FY 2013 Proposed Budget Page 56 of 283 k •h FY 2013 Proposed Budget Page 57 of 283 VILLAGE OF NORTH PALM BEACH General Fund Revenues - Fiscal Year 2012 - 2013 Fines&Forfeitures Investment Income $81,115 $61,758 Charges for Services 0.44% 0.33% $2,023,697 10.95% Miscellaneous $108,240 0.59% ❑Taxes-Ad-Valorem Taxes Intergovernmental ■Utility Service Taxes $1,224,939 ❑Franchise Fees 6.63% ❑Sales&Use Taxes ■Licenses&Permits Licenses&Permits Ad-Valorem Taxes ❑Intergovernmental $684,212 $10,829,893 3.70% 58.59% M Charges for Services 13 Fines&Forfeitures ■Investment Income Sales&Use Taxes n Miscellaneous $266,006 1.44% Franchise Fees Utility Service Taxes $1,085,589 $2,119,414 5.57% 11.47% Total $18,484,863 FY 2013 Proposed Budget Page 58 of 283 The Village of North Palm Beach General Fund Revenue Analysis Fiscal Year 2012-2013 Original Fiscal Year %Increase/(Decrease) Actual Actual Actual Fiscal Year 2012-2013 2012 Budget over 2012 Budget 09/30/11 09/30/10 09/30/09 Taxes: Ad-Valorem Taxes 10,829,893 $ 9,904,284 9.35% $ 10,441,869 $ 11,053,128 $ 11,917,359 Franchise Fees: Electricity 771,909 773,453 -0.20% 904,190 924,671 999,894 Gas 30,861 14,918 106.87% 7,459 14,458 13,439 Water 282,819 1,085,589 277,209 2.02% 279,506 265,199 243,498 Utility Service Taxes: Electricity 968,500 960,897 0.79% 1,017,774 1,034,593 934,198 Gas 68,938 72,176 -4.49% 60,037 70,887 56,179 Telecommunication 763,143 800,965 -4.72% 797,566 852,013 960,085 Water 318,833 2,119,414 320,006 -0.37% 322,771 303,882 288,540 Sales&Use Taxes Local Option Taxes 266,006 263,423 0.98% 259,794 266,077 267,557 14,300,902 13,387,331 6.82% 14,090,966 14,784,907 15,680,749 Licenses&Permits: Building Permits 440,000 501,304 -12.23% 475,047 422,104 383,262 Developer Fees - - 0.00% 250,000 250,000 250,000 Occupational Licenses 227,000 236,000 -3.81% 227,582 236,091 239,831 Other Licenses,Fees,Permits 17,212 4,150 314.75% 6,469 2,802 6,924 684,212 741,454 -7.72% 959,098 910,997 880,016 Intergovernmental Shared Revenue Other Local Units 49,651 47,273 5.03% 124,408 96,231 57,852 State Shared Revenue Local Govt 1/2 Ct Sales Tax 810,291 784,512 3.29% 794,209 768,743 770,381 State Revenue Share Proceeds 329,442 330,123 -0.21% 326,578 324,037 324,040 Other State Shared Revenue 18,257 1,157,990 25,716 -29.01% 19,958 22,166 21,686 Other Other Intergov Revenue 17,298 15,900 8.79% 22,485 58,333 130,432 1,224,939 1,203,524 1.78% 1,287,638 1,269,509 1,304,391 Charges for Services Community Development 235,400 149,723 57.22% 147,648 140,345 128,748 Library 1,815 1,400 29.64% 1,683 1,856 1,205 Recreation Pool 182,500 181,000 0.83% 169,107 198,474 200,476 Recreation 465,750 509,500 -8.59% 509,038 486,991 435,037 Tennis 399,222 1,047,472 324,572 23.00% 352,373 360,462 259,917 Public Safety Ambulance Fees 275,000 275,000 0.00% 259,779 268,554 188,052 Other 80,700 355,700 75,100 7.46% 86,097 75,339 75,912 Public Works Solid Waste Collection 365,000 365,000 0.00% 388,939 368,376 363,188 Other 12,000 377,000 12,000 0.00% 8,361 32,773 23,602 Village Clerk 6,310 5,600 12.68% 4,346 3,946 2,810 2,023,697 1,898,895 6.57% 1,927,370 1,937,115 1,678,948 Fines&Forfeitures Community Development 21,540 21,300 1.13% 96,117 20,176 28,825 Library 9,275 10,600 -12.50% 10,672 16,336 12,087 Public Safety 50,300 80,300 -37.36% 64,626 112,586 106,058 81,115 112,200 -27.70% 171,416 149,098 146,970 Miscellaneous Insurance Refunds - - 0.00% 10,970 178,244 151,240 Sales of Surplus - - 0.00% 9,100 63,810 43,700 Other 13,240 8,400 57.62% 39,391 36,088 109,654 13,240 8,400 57.62% 59,461 278,142 304,595 Interest 61,758 85,740 -27.97% 97,743 280,218 (1,346) Appropriated Fund Balance 95,000 80,000 18.75% - - - Total Revenues: $ 18,484,863 S 17,517,544 5.52% $ 18,593,692 $ 19,609,985 $ 19,994,323 FY 2013 Proposed Budget Page 59 of 283 General Fund Revenues $1894849863 This section includes a discussion regarding revenue sources for the Methodology for increasing Millage Rate: Village's FY 2012/13 General Fund Budget, how much of the total budget it comprises, revenue trends, factors influencing the trends, As per current tax law (FS 200.185) the Village is required to follow projections provided by the Florida Department of Revenue and these procedures for FY 2012/13 when setting its millage rate: assumptions used in determining the projections. 6.9990 Mils (Rolled-Back Rate): Ad Valorem Taxes $10,829,893 A simple majority vote is all that is required to approve the rolled-back Property taxes are the single largest revenue line item in the General millage rate of 6.9990 or less. The rolled-back rate is the rate required Fund Budget, making up approximately 58.59% of the total budget. to produce the same amount of ad valorem tax revenues this year as the The taxable property value decreased from $1.495 billion to $1.486 previous year, excluding the effect of new construction. The typical billion. At the millage rate of 7.67 mils, this will generate gross taxes example is that as assessments increase, the millage rate decreases for FY 2012/13 of $11.4 million. But, due to discounts for prompt proportionately to equalize the revenues. payment, state law requires that only 95% of the gross taxes be budgeted as revenue - equating to $10,829,893. 6.9991—8.8274 Mils (Maiority Vote Maximum Millage Rate): This class of revenue has historically provided a stable source of A simple majority vote is also all that is required to approve a rate revenue and normally displays an increasing trend based on significant above the rolled-back rate, up to 8.8274 mils (This rate is calculated by new construction and development. However, this is no longer the adjusting the rolled-back rate by the growth in Florida per capita case, due to current economic conditions and the fact that the Village is personal income). However, since this is higher than the rolled-back primarily a built-out community. rate, it must be advertised as a tax increase. Millage Options: 8.8275 9.7101 Mils (Two-Thirds Vote Maximum Millage Rate): On June 1, 2012 Palm Beach County notified the Village that the A super majority vote is required to increase the millage rate by up to preliminary taxable valuation was $1,486,603,670. The final taxable 110% of the majority vote maximum rate. valuation received on July 1 showed a valuation of $1,486,295,612. This includes $3,833,445 in new construction. 9.7102 10.0000 Mils (Unanimous Vote Maximum Milla e ): Based on this final taxable value and current legislation, the millage A unanimous vote is required to increase the millage rate by more than options, with respect to voting and advertising requirements for 110% of the majority vote maximum rate. However this is subject to FY 2012/13, are discussed in the following paragraphs. Please note an overall legal ceiling for municipalities of 10 mils. that the Village's current millage rate is 6.9723 mils. FY 2013 Proposed Budget Page 60 of 283 Millage Rate Impact: Franchise Fees $1,085,589 The revenue impact of the above millage rates is shown as follows: Franchise fees are charges to service providers for an exclusive/nonexclusive right to operate within the municipal boundaries of the Village. The Rate Description ad-valorem Ad-Valorem Increase charge is levied on a percentage of gross receipts basis. FY 2012/13 Rate Revenue Revenue (Decrease) FY 2012/13 FY 2011/12 franchise fees represent 5.57% of the total General Fund Revenues. (as adopted) The estimates are prepared based on past experience. The Village has 6.9723 Current Millage 9,844,754 9,904,284 (59,530) the following franchise fees: 6.9990 Rolled-Back Rate 9,882,454 9,904,284 (21,830) • Electric Franchise Fees ($771,909): 8.8274 Majority Vote Maximum 12,464,120 9,904,284 2,559,836 A thirty year franchise (established by Ordinance No. 14-80 on 9.7101 Two-Thirds Vote Maximum 13,710,475 9,904,284 3,806,191 July 10, 1980 for thirty years) was amended on August 28, 2008 (Ordinance 2008-09). The new agreement requires Florida 10.0000 statutory Maximum 14,119,808 9,904,284 4,215,524 Power & Light to pay a franchise fee of 5.9% from sales of 7.6700 Manager Proposed 10,829,893 9,904,284 925,609 electricity, with no deductions for ad valorem property taxes or non-ad valorem assessments. Payments are received monthly from Florida Power& Light. Ad-Valorem Taxes 5 Year Revenue Trend • Gas Franchise Fees $30,861): A thirty year franchise (established by Ordinance No. 11-80 on May 22, 1980 for thirty years) was amended on June 24, 2010 12,O00,000 — (Ordinance 2010-08). The new agreement requires Florida 10,000,000 Public Utilities to pay a franchise fee of 6.5% from the sale of 0,000,000 gas to residential customers within the Village's corporate 6,000,000 limits. Payments are received annually from Florida Public Utilities. 4,000,000 • Water Franchise Fees ($282,819): 2009,000 A franchise fee of 5% (less 0.7% administrative fees) from sales of water and sewer was established by Ordinance No. 15-1986 2009 Actual 2010 Actual 2011 Actual 1 2012 Bud et 2013 Bud et for thirty years. Payments are received monthly from Seacoast IN Revenue 1 11917359 11053,128 10,441,869 9,904284 10,829893 Utility Authority. FY 2013 Proposed Budget Page 61 of 283 Utility Taxes $2,119,414 Franchise Fees 5 Year Revenue Trend Utility taxes are levied on consumer consumption of utility services provided in the Village. The tax is levied as a percentage of gross 300'6 _ receipts. Utility taxes represent 11.47% of the total General Fund 1,250,000 revenues. The estimates are prepared based on past experience and 1,200,000 information received from the utility companies. The Village has the 1,150,000 following Utility Service Taxes: ,,,00.680 • Electric Utility Tax ($968,500): The rate is set at 10% of electric sales generated by FPL. ,,000.000 • Water Utiliy Tax ($318,833): 2809 AcWal 2010 Aclual 2011 AcWal 2012 Bu et 2013 Bud el 't .Revenue 1255831 1.294.32R 1,191,155 1 065,580 ,065500 The rate is 10% of water service sales generated by Seacoast Utility Authority. • Telecommunication ($763,143): As of 2001 Communications Service Tax (CST) replaced Utility Service Taxes 5 Year Revenue Trend Telecommunications Utility Service Tax, Telecommunications Franchise Fees and Cable TV Franchise Fees. The CST is 2,300,1100 charged at the maximum rate of 5.22% on all local telephone service through all providers on phone calls originating within 2,250•°°° Cool the Village and terminating within the state. The CST is 2,204M0 collected and distributed by the State of Florida. Revenue 2,54u60 estimates are projected by the State to be used by local agencies during budget preparation. 2,,80,000 2.650.1,60 • Gas ($68,938): 2,080,000 - - The rate is 10% of natural gas sales. 2009 Ad-I 2010 Arh.] 2011 Ad.1 20126 20136urasi ■Revenue 2,239.002 2,261,375 2.198,148 2.154,044 2,111,111 FY 2013 Proposed Budget Page 62 of 283 Sales & Use Taxes (Local Option Fuel Taxes) $266,006 Intergovernmental Revenues $1,224,939 Gasoline taxes are collected at the state level and distributed by formula Intergovernmental revenue consists of revenues that are received from to cities and counties. Gas taxes represent 1.44% of the total General other governmental agencies. These revenues represent 6.63% of the Fund Revenues. The estimates are prepared based on information total General Fund Revenues. The majority of these revenues consist provided by the Florida Department of Revenue and Palm Beach County. of State Shared Revenues (Local Government Half-Cent Sales Tax, Municipal Revenue Sharing, and Alcoholic Beverage License Fees). Sales a use Taxes Other revenues in this category consist of Federal, State and Local 5 Year Revenue Trend grants and shares of revenue from the county. The budget estimates are provided by the Florida Department of Revenue. �8'°� • Local Government Half-Cent Sales Tax ($810,294) �6°°° In 1982, the local government half-cent sales tax program was 264.060 created to provide an additional income for municipalities 262.006 beyond ad valorem and utility taxes. The budget estimate is Zfi0,600 provided by the State each year. 258'°°° • Municipal Revenue Sharing($329,442): 256,000 The Florida Revenue Sharing Act of 1972 created a revenue 254,°� sharing trust fund for municipalities in order to ensure revenue x°99,557 2°'°AC1°a' 2°",794 2012 6a.42 e1 20,380 e1 parity. An allocation formula serves as the basis for the distribution ■Rerenue 267,557 266,°77 259,794 263.423 266,0°6 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 Intergovernmental Revenue factors: municipal population, municipal sales tax collection, 5 Year Revenue Trend and the municipality's relative ability to raise revenues. The budget estimate is provided by the Department of Revenue each year. 1,320,900 -- ,01.900 • Alcoholic Beverage Licenses$10,000: ,.3 121111 The Village is granted a portion of the funds collected by the ,2fi0006 Department of Business and Professional Regulation's Division 1,249,°99 of Alcoholic Beverages and Tobacco for license taxes levied on 1.2M.D - manufacturers, distributors, vendors and sales agents of 1.200, alcoholic beverages. The estimate for the budget is prepared ','°°°°° based on past experience. 1,160,609 1.140.[199 — — --- 20°9AcWel 2010 Actual 2011 Ad" 2612 Budge 20138u et �Rerenie 1,304,391 1,268,509 1287,638 1,293,524 1224,939 FY 2013 Proposed Budget Page 63 of 283 Charges for Services $2,023,697 Alarm Users Permit Fee ($21,500): All operating alarms Charges for Services represent 10.95% of total General Fund Revenues. require a permit. The fee is $25, which is collected once a year. The budget estimates are based on past experience and are described below: • Recreation $1,047,472 This department is the largest of the total "Charges for • Community Development$235,400 Services" Revenue Category. Within this department, there are Revenues included in this category are the following: Cell various types of charges: Program Fees (including classes, lessons, Tower Rent, Protective Inspection Fees, Building Plan Reviews trips and events), Marina, Memberships, Merchandise Sales, and Non-Domicile Business Registrations. and Rental and or/lease. The major types are described below: • Village Clerk$6,310 Program Fees $385,750: The Clerk's office makes available various records and publications This is the amount paid to participate in various classes, lessons, and collects the filing fees from candidates for public office. trips and events for Recreation, Pool and Tennis. The revenues are • Public Works$377,000 offset by an expenditure account in the respective department. Included in this category are the following revenues: Solid Marina $188,000: Waste Collection and Reimbursement for maintenance services This includes the amount paid to the Village for wet slip boat provided to the Country Club. dockage, dry storage space and marina ramp usage. Solid Waste Collection Fee ($365,000): Charge to commercial Memberships $95,400: establishments for collection services. Rates are based on type This amount includes year-round membership for the Tennis of business at property and square footage. and Pool Facilities. Reimbursement - Country Club Services ($12,000): Reimbursement from the Country Club Fund for work charges for Services performed on building and grounds such as a/c, plumbing, 5 Year Revenue Trend electrical, cleaning/painting, irrigation and custodial. • Public Safety$355,700 zeo°,o°6 Included in this category are items such as Ambulance Fees, z0013,0011] Fire Inspection Fees, Alarm Users Permit Fees, Bicycle Registrations, Court Fines and Accident Reports. 1'50°'00° Ambulance Fees ($275,000): Fee for ambulance transport provided 1,00c.°c by the Village. The fee applies to residents and non-residents. Fire Inspection Fees ($40,000): This fee schedule is detailed in Village Code Article II Sec 12-17. These fees apply to all Revenue ,394,595 1678,948 1,937,115 ' 2,[123,697 businesses, commercial and multi-family residential buildings 1,927370 in the Village regardless of ownership. FY 2013 Proposed Budget Page 64 of 283 Licenses and Permits $684,212 Miscellaneous Revenues $108,240 Licenses and Permits consist of Building Permits, Contractor Registration, The miscellaneous revenue classification represents 0.59% of total Village Business Tax Receipts, Zoning& Annexation Fees and Temporary General Fund Revenues. This classification includes items such as Banner Fees. These revenues represent 3.70% of the total General Fund public records requests, requests for bid documents, vending machines, Revenues. These types of revenues are directly related to the rate of NSF fees, insurance refunds, sales of surplus, use of developer contributions, growth and development in the Village. etc. In 2013,the Village plans to utilize$95,000 of its developer contributions. Licenses&Permits Miscellaneous Revenue 5 Year Revenue Trend 5 Year Revenue Trend 1,000,000 � 350,000 r 900,000 30go0o- KO'DD1 710,001 250,000 fiw,001 200,000 500,000 60 400,000 150,6 310,000 180,6170 210,110 50,060 00,000 21169 nctuei z0t0.actu1 2att nauei 2012 t 203 hue ei 2069 Actual 2016 Actual 2011 Aclual 2012 Bu at 2013 Bud et �Rexvrc 888,016 918,997 959,096 741,454 684,212 NRewnue 364,595 278,142 59,461 1 88,400 168,240 FY 2013 Proposed Budget Page 65 of 283 Fines and Forfeitures $81,115 Investment Income $61,758 Fines and forfeitures are revenues generated by enforcement and Fund Balances and positive cash flow balances are invested according prosecution of municipal ordinances and state statutes. These line to the Village's Investment Policies. The interest income is the items represent 0.44% of total General Fund revenues. This category earnings from these investments. Interest income represents 0.33% of was increased due to past experience. total General Fund Revenues. There is a significant decline in this revenue source due to the downturn in the economy. Fines&Forfeitures 5 Year Revenue Trend Investment Income 5 Year Revenue Trend 1 KOM 1 x0,000 300,003 140,033 250,000 120,033 200,033 009W 150,000 80 000 so Om 1 00,000 40,000 50,000 211,000 2009 Actual 2010 Actual 2011 Actual 2012 Bu el 2013 Bu ei (50,000) Revenue 146,973 149,098 171,416 112,200 81,115 2¢09 AMU21 2010 Actual 2011 Actual 2012 Budget 2013 bud et ■Revenue p,346] 2811,218 97,743 85,740 61,758 FY 2013 Proposed Budget Page 66 of 283 L FY 2013 Proposed Budget Page 67 of 283 VILLAGE OF NORTH PALM BEACH General Fund Expenditures - Fiscal Year 2012 - 2013 By Department Leisure Services $2,837,228 Reserves&Other 15.35% $496,253 General Government 2.68% $2,162,740 Community Development 11.70% $912,409 4.94% Public Safety Public Works $7,838,524 $4,237,709 42.41% 22.93% By Function Capital Contingency $872,221 $103,614 4.72% 0.56% Operating $4,200,249 22.72% -low# Personnel $13,308,779 72% Total $18,484,863 FY 2013 Proposed Budget Page 68 of 283 General Fund Expenditures $1894849863 To counter the decrease in revenue brought about by property tax The ICMA-RC pension employer contributions were budgeted at reform and the economic downturn, The Village Manager asked 15%. Department Directors to reduce spending in a manner that would minimize the impact on our residents. This required seeking new Health Insurance: ways to serve our customers. While Directors did an admirable job Health insurance is budgeted at the employee level for the cost identifying areas to cut, a sizable portion of each department's provided by the insurance carrier based on type of coverage. budget (employee cost) is not entirely within the control of its Director. FICA: This item was budgeted at 7.65% of payroll. This section includes a discussion regarding appropriations for the Village's FY 2012/13 General Fund budget, how much of the total Worker's Compensation: budget it comprises, and assumptions used in determining the This item is budgeted at the employee level for the cost provided projections. by the insurance carrier based on type of position. Personal Services $13,308,779: Personal Services 5 Year Trend Employee salary and benefits represent 72% of the total General Fund Expenses. These costs are allocated on a per employee basis. 13,400,000 Assumptions used in budgeting for the major employee costs are 13,200,000 discussed below: 13,000,000 12,800,000 12,600,000 Salaries: 12,400,000 Performance based merit increases for general employees are 12,200,000 12,000,000 budgeted at an average of 3.75% based on a 0% - 5% scale. 11,800,000 Funding for pay increases for all firefighters and sworn police 2009 2010 2011 2012 2013 Bud officers are budgeted in accordance with the established step plan. ■Expense 12,460,309 12,467,358 12,380,336 13,145,173 13,308,779 Retirement: Actuarial determined employer contributions for the General Employees Pension and Police & Fire Pension were budgeted as follows: General Employees...........................19.86% Police and Fire Employees ..................20.22% FY 2013 Proposed Budget Page 69 of 283 Operating Costs $4,200,249 Capital Outlay $872,221 Appropriations for each department are budgeted based on past Capital needs and resource availability are assessed annually history and the needs of the department. Operating costs represent through a capital planning process that results in a five year capital 22.72% of the overall General Fund Expenses. Some highlights of plan. The five-year capital plan includes: operating costs are listed below: • the cost to furnish and maintain capital facilities and • Contractual Services $810,954 equipment, such as roadways, parks, drainage systems and • Utilities $495,887 other valuable infrastructure • Program Expenses (offset with Program Revenue) $522,150 • Legal Fees $170,000 • the cost of new and replacement fixed assets, such as • Materials & Supplies $574,902 vehicles, equipment, hardware/software, etc. • Gas, Oil & Lubricants $255,020 • Repairs & Maintenance $282,507 Those items deemed necessary are funded in the respective • Solid Waste Disposal $ 79,524 department's budget; the remaining items are deferred to future • Property/General Liability $392,639 years. For FY 2012/13, capital outlay accounts for 4.72% of the overall general fund budget. The capital outlay for FY 2012/13 is • Professional Services $112,500 summarized below: • Special Events $ 87,000 Department Amount Community Development $40,000 Operating costs Public Safety $365,568 5 Year Trend Library $211,653 Public Works $98,000 4,500,000 Parks & Recreation $157,000 4,000,000 3,500,000 Total $872,221 3,004,400 2,500.000 2,000,000 - 1,500.000 1,000.000 500,000 2009 2010 2011 2012 2013 •Expense 3,167,897 3,775,006 3,928,060 4,005,092 1 4,200,249 FY 2013 Proposed Budget Page 70 of 283 Reserves & Contingencies $103,614 Capital Outlay 5 Year Trend Contingency $103,614 1,200,000 1,000,000 A contingency is a reserve that is set aside to accommodate 800,000 unanticipated expenditures. For the FY 2012/13 budget, the 600,000 Contingency category represents 0.56% of the overall general fund 400,000 budget. 200,000 rf" 2009 2010 2011 2012 20'3 Reserves&Contingencies ■Expense 1,013,487 475.007 288.514 258,932 258,932 5 Year Trend 120.000 Debt Service $0 100.000 80,000 Debt service payments are the series of payments of principal and 60,000 interest required on a debt over the fiscal year. The Village began 40,000 accelerating its debt refunding in order to pursue "debt-free status" 20,000 in 2009. The last outstanding loan instrument was paid off in - Fiscal Year 2010 and therefore there is no debt service budgeted in 2009 2010 2011 2012 2013 the upcoming year. In Expense 14,191 43,162 14,089 108,347 103,614 Debt Service 5 Year Trend l� 2.500.000 2,000,000 1.500,000 1,000,000 500,004 2009 2010 1 2011 2012 2013 FoExpensel 1,439,460 1 2,254,384 - FY 2013 Proposed Budget Page 71 of 283 The Village of North Palm Beach Fiscal Year 2012-2013 Budget General Fund Operating Highlights Description Amount Contractual Services $ 810,954 *Street Maintenance Contract($119,248) *Park Maintenance Contract($297,853) *Pool-Independent Contractor($49,100) *Custodial Services($106,164) *Facility Services-Outside Repairs *Various software support agreements,etc. Utilities 495,887 *Electricity($298,223) *Gas ($33,232) *Telephone&Data ($80,377) *Water&Sewer($84,055) Materials&Supplies 574,902 *Materials&Supplies ($301,002) *Office Supplies ($45,200) *Computer Supplies ($38,900) *Auto Parts Supplies ($106,000) *Library Materials($83,800) Recreation Program Expenses(offset with Recreation Program Revenues) 522,150 Property/General Liability 392,639 Gas,Oil&Lubricants 255,020 Repairs&Maintenance 282,507 *R&M Automotive($72,840) *R&M Building&Grounds ($70,750) *R&M Machinery&Equipment ($27,000) *R&M P.A.&Communication Systems ($31,967) *R&M Storm Drainage System ($50,000) *Tree Trimming ($10,000) Legal Fees 170,000 Solid Waste Disposal 79,524 Uniforms 32,100 Travel,Training&Conferences 66,925 Special Events 87,000 Professional Services 112,500 Total Fiscal Year 2012-2013 Operating Costs $ 4,200,249 FY 2013 Proposed Budget Page 72 of 283 The Village of North Palm Beach Fiscal Year 2012-2013 Budget General Fund Capital Outlay Department Amount Public Works Sidewalk repair-village wide 40,000 Asphalt Overlay-Alleys 58,000 $ 98,000 Police Vehicle Replacement(1)marked 28,892 Vehicle Replacement(3)unmarked 86,676 115,568 Fire Rescue Self containing breathing apparatus(27) 200,000 General Services-Public Safety Building Stonework replacement 50,000 Library Roof replacement 152,000 A/C Handler replacement 59,653 211,653 Community Development Vehicle Replacement(1)-Code Compliance 18,000 Vehicle Replacement(1)-Community Planning 22,000 40,000 Parks&Recreation Small Bus 40,000 A/C Handler replacement(2) 22,000 Playground Equipment(*) 45,000 Kiddie Pool Enhancement(*) 50,000 157,000 (*)Funded by Developer Contribution Total Fiscal Year 2012-2013 Capital Outlay $ 872,221 FY 2013 Proposed Budget Page 73 of 283 r, •S r FY 2013 Proposed Budget Page 74 of 283 Village Council Village of North Palm Beach Residents David B. Norris Mayor William L. Manuel Vice Mayor Darryl C. Aubrey President Pro Tem Robert A. Gebbia Councilman Doug Bush Councilman Village Clerk I F Village Attorney Village Manager Operating Departments FY 2013 Proposed Budget Page 75 of 283 Village Council Mission Statement Council members attend monthly meetings of Village boards on a rotation basis in order to remain apprised of the recommendations To provide the highest quality of service to the residents of and activities of board members. North Palm Beach in the most efficient, effective, and fiscally responsible manner by providing sound, clear policy guidance that The Council establishes Village goals and objectives in its annual encourages, promotes, protects, and improves the welfare of the budget and evaluates services and projects throughout the year. Village of North Palm Beach, ensuring that North Palm Beach The Council annually establishes tax millage rates and service fees. remains "the best place to live under the sun." Current Year Accomplishments and New Initiatives Service Levels Narrative During Fiscal Year 2011/2012, the Council enacted legislation, set Serving as the legislative branch of Village government, the Council policies, and approved projects and expenditures that met its goals is comprised of five (5) officials elected Village-wide serving and objectives and provided for the health, safety, and welfare of two-year terms each. Councilmen in Groups 1, 3 and 5 are elected Village residents, including in even years, and councilmen in Groups 2 and 4 are elected in . Maintained high appearance standards for Village properties odd years. At the first regular meeting following the March election the Council selects a Mayor, Vice Mayor, and President Pro Tem. through infrastructure enhancements including construction The Village Council meets on the second and fourth Thursday of of a wall around the Public Works Facility; the month, and holds additional meetings as needed to conduct the • Coordinated Parker Bridge project with FDOT to ensure safe business of the Village. access of vehicles, vessels, and pedestrians, facilitate noise reduction, and enhance tender house appearance to feature Council members represent the Village on the Florida League of uniform Village colors and signage; Cities Intergovernmental Relations, and Finance and Taxation • Continued to advance a business-friendly atmosphere by Legislative Policy Committees, the Palm Beach County League of approving or amending commercial planned unit developments, Cities Board of Directors, the Palm Beach County Multi-Jurisdictional granting Special Use Permits for similar uses in a zoning district, Issues Coordination Forum, the North County Governmental and establishing a permanent Business Advisory Board; Committee, the Treasure Coast Regional Planning Council, the • Encouraged future leaders through presentations on local Regional Hazardous Materials Oversight Committee, and the government to area school students; Northlake Boulevard Corridor Task Force. Councilmen keep abreast • Funded the Five-Year Capital Improvement Plan; and of legislative developments by participating in Legislative Action . Enhanced leisure activities with equipment/product upgrades Days and face-to-face communication with Federal, State, and including new playground equipment for Lakeside Park and local officials. a launch monitor teaching tool for the golf course. FY 2013 Proposed Budget Page 76 of 283 Goals and Obiectives Goal: The Village Council is committed to these goals and objectives: Maintain and Improve all Recreational Facilities of the Village Goal: Obiectives: a. Maintain high levels of appearance and maintenance of Protect the Financial Integrity of the Village in a Difficult Country Club facilities (including tennis and swimming) and Economic Environment all Village parks. Obiectives: b. Seek ways to improve the use of parks by residents. a. Seek alternative sources of funds including grants. c. Actively promote resident and non-resident use of the b. Seek to influence the Florida legislature in areas of unfunded Country Club facilities. mandates, taxation, and revenue sharing. d. Further improve Country Club activities and related services. c. Continue to advance a business-friendly atmosphere in the e. Enhance golf membership through increased member events. Village and work with the Northern Chamber of Commerce to f Enhance tennis and swim operations at the Country Club. encourage new businesses and to promote economic development. Goal: d. Actively pursue annexation opportunities where and when available. e. Address Pension Fund unfunded liabilities. Enhance the Spirit and Participation of our Community Goal: Obiectives: a. Encourage Village resident participation on Boards, programs Maintain a High Quality of Life in the Village and events. Obiectives: b. Improve communication with businesses; encourage participation a. Improve and maintain Village waterways as a unique Village asset. of businesses in Village events. b. Maintain the highest quality of public safety services through c. Enhance and promote organized youth sport leagues and national accreditation of its law enforcement component and programs within the Village. through fire rescue level of service partnerships. d. Continue Village volunteer service similar to the very c. Encourage high standards for the overall appearance of the successful Support Our Troops program. community. d. Enhance communication with residents through mediums such as the Village Newsletter and website. continued on nextpage e. Improve communication and response to the public; encourage suggestions from the public. f Maintain service levels in the face of declining revenue sources. FY 2013 Proposed Budget Page 77 of 283 Goal: Improve the Overall Appearance of the Village Obiectives: a. Continue improvement of code compliance and education with special emphasis towards the abatement of nuisance and abandoned properties. b. Continue support of the Northlake Boulevard Corridor Task Force to bring about uniform beautification. c. Maintain uniformity of Village property design, colors and signage. d. Maintain high standards of overall appearance throughout the Village including commercial, residential, and Village-owned properties and roads. FY 2013 Proposed Budget Page 78 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Village Council Original Fiscal %Increase/ Year 2012 (Decrease)over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 46,800 $ 46,800 0% $ 46,800 $ 46,800 $ 46,800 Overtime Pay - - 0% - - - Part-time Pay - 46,800 - 0% Benefits: Pension - - 0% Health Insurance - - 0% - - - FICA/Medicare 3,581 3,581 0% 3,580 3,580 3,580 Worker's Compensation 81 71 14% 75 90 288 Other - 3,662 - 0% - - - $ 50,462 $ 50,452 0% $ 50,455 $ 50,470 $ 50,668 Operating Accounting&Auditing 28,000 32,872 -15% 23,644 31,248 37,178 Advertising 10,000 10,000 0% 7,333 7,595 5,930 Advisory Board Dinner 5,000 5,000 0% 4,569 5,077 4,394 Conferences& Seminars 2,345 1,975 19% 1,300 1,800 1,545 Council Donations 4,000 2,000 100% 3,000 3,000 4,600 Employee Relations 0 2,225 -100% 6,310 2,175 1,050 Inspector General Expenses 18,628 18,628 0% 4,123 0 0 Membership&Dues 10,312 10,515 -2% 10,046 10,710 11,053 Materials& Supplies 3,200 500 540% 5,644 727 288 Professional Services 5,300 5,300 0% 4,230 3,517 2,037 Special Events 0 0 0% 2,858 0 0 Travel 8,103 5,387 50% 7,319 3,805 3,869 Other Operating Costs 1,400 1,500 -7% 805 (0) 40 96,288 95,902 0% 81,181 69,654 71,984 Capital Capital 0 0 0% 0 0 0 0 0 0% 0 0 0 Total Expenses $ 146,750 $ 146,354 0% $ 131,637 $ 120,125 $ 122,653 FY 2013 Proposed Budget Page 79 of 283 Village Manager Village Manager 1 FT Executive Secretary 1 FT General Fund Operating Departments -Human Resources Country Club Operating Departments -Finance -Golf •Information Technology -Food & Beverage •Community Development -Administration -Library -Parks & Recreation -Law Enforcement -Fire Rescue -Public Works Summary: Change: 2 FT FY 2013 Proposed Budget Page 80 of 283 Village Manager Mission Statement A fundamental responsibility of the Village Manager is to implement policies approved by the Council, and to help develop a shared vision To provide clear direction, support, accountability, achievement, for the organization allowing this to occur. To that end, the Village and recognition through an operational framework that guides and Manager will continue to work with the Village Council in developing empowers Village staff in providing public services to the citizens and communicating our Village's "resident service" vision. By of North Palm Beach as established by Council policy goals. focusing on the needs of the citizens, the Village Manager encourages The Village Manager promotes and fosters a "purpose-driven" program and service improvements that allow the Village to keep working environment that focuses on service to the public through pace with the ever-changing needs of our community. the efforts of a professional staff and improved operating processes. In collaboration with all Village employees, the administration will Accomplishments for Fiscal Year 2012: nurture creativity, responsibility, accountability and thoughtful ri sk-taking...all focused on the core goal of Serving the Community. 1. The Village's General Fund budget has been reduced by $2,174,404.00 or 11.04% over the past five (5) years. Service Levels Narrative ($19,691,948.00 in Fiscal Year 2008 to $17,517,544.00 adopted in Fiscal Year 2012). The function of the Village Manager is to serve as the Chief Executive Officer of the Village. The Village Manager is 2. The Village's ad-valorem taxes have been reduced by responsible to the Village Council for: 15.76% or $1,853,261.00 since Fiscal Year 2008 ($11,757,545.00 in Fiscal Year 2008 to $9,904,284.00 • Creating a strategic focus for the organization that incorporates adopted in Fiscal Year 2012). goals of the Council; • Developing organizational goals that serve the community; 3. The Village's full-time workforce has been reduced by 38 • Strengthening and guiding the Village organization to meet positions or 20.88% since Fiscal Year 2008 (through public needs and to provide services; outsourcing and redeployment strategies) with absolutely no • Preparing agenda materials that foster choices, challenges negative impact upon municipal provided services [182 full- and opportunities, and solutions from which the Village Council time in Fiscal Year 2008 to 144 full-time in Fiscal Year 2012]. can develop policy decisions and make public service choices; and 4. The Village's Finance Department was the recipient of the • Ensuring that the management of Village services and programs Government Finance Officer's Association — Certificate of occurs in an efficient and effective manner. Achievement Award for its Certified Annual Financial Report [with no written comments] and the Distinguished Budget Award for its Budget Document. FY 2013 Proposed Budget Page 81 of 283 5. The Village of North Palm Beach Police Department Village Administration will devote a great deal of attention to received National Accreditation for the second consecutive evaluating the Pay Plan and employee benefits to ensure that they rating period (3 years)through C.A.L.E.A. are current and reflect the most cost effective approach to administering the labor component of the budget. Additionally, the New Initiatives Village will apply more resources toward training staff, in order to make sure employees are equipped with the tools they need to offer Through diligent efforts of Council and staff, the Country Club exemplary service. Succession planning will be initiated to encourage finances have stabilized, from the standpoint of both golf and staff to develop their skills and capabilities in preparation for restaurant operations. Village Administration will continue to growth within the organization. evaluate both financial and operational aspects of this facility with an aim toward delivering high quality service and an enjoyable In FY 2013, Village Administration will look at how employee recreation experience. For the coming year, Administration will tasks and duties are accomplished, by evaluating work processes look to the future and develop a concept for the clubhouse and an with an aim toward improving efficiency. Administration, under associated conceptual design for facility enhancements. The goal is the guidance of the Village Manager, will evaluate its approach to to create a vision for the future, which will spark dialogue among developing and executing capital projects, with the goal to envision, residents, the Council, and staff in formulating a plan for improving conceptualize, fund, and accomplish these projects in a timely the club facility and by extension, improving the experience for fashion that will optimize the use of available capital funding. residents who use the facility. The Village Manager's Office will continue to operate in an Improving and strengthening customer service while fostering local effective, efficient, and professionally responsible fashion, following neighborhood relationships continues to be a primary focus in the the goal-setting support and policy direction of the Village Council. Fiscal Year 2013 budget. The Village continues to evaluate and During Fiscal Year 2013, the Village Manager's Office will also re-focus ongoing services toward essential, high-value service areas remain committed to lowering personnel, capital, and operational that"we do best." This allows contractual opportunities that improve costs wherever possible while continuing to make the Village of resident service quality while restraining or reducing Village costs. North Palm Beach the "best place to live under the sun." As part of this effort to reevaluate and re-focus, the Administration, under the guidance of the Village Manager, will vigorously pursue all options for retraining and repurposing its workforce. The philosophy of the Village Manager's office is to provide the most cost-effective approach to residential service, without compromising the quality or quantity of those services whenever possible. The Administration recognizes that through a better and smarter application of technology to streamline processes and procedures already in place, it is possible to reduce growing personnel-related costs without reducing valuable residential services. FY 2013 Proposed Budget Page 82 of 283 Goals and Obiectives Performance Measures In addition to the "New Initiatives," in the coming year, the Village Performance FY 2011 FY 2012 FY 2013 Manager's Office plans to achieve the following goals and objectives: Measure Actual Projected Estimated 1. Provide leadership and oversight of Village-wide Attended Council 24 Regular 20 Regular 20 Regular governance, functions, services and projects. Regular meetings, 24 Workshops 24 Workshops 24 Workshops Workshops, and a. Direct services to be delivered as set forth in the strategic Special meeting 6 Special 7 Special 7 Special plan, the budget and Council priorities. Staffing levels: b. Provide Council with a recommended budget that falls within Full-time 146 144 145 the strategic plan and Village-wide goals at the lowest Part-time 133 124 123 attainable millage rate. 2. Implement and maintain a comprehensive strategic plan. Millage Rate 6.9723 6.9723 7.67 a. Integrate the Village strategic plan with annual budgeting Village Newsletter 101,400 101,400 109,200 through a unified process. circulation 3. Research, develop and recommend Village-wide and departmental policies and procedures. a. Suggest changes in organizational structure and in types of services provided; evaluate staffing levels and prepare a reduction and transition plan. b. Evaluate specific programs and other contractual services throughout the Village for adequate and appropriate cost recovery for users while increasing cost effectiveness. 4. Provide supervision for all departments, offices and agencies of the Village. a. Establish a comprehensive program to review and evaluate all operational processes. 5. Enhance access to government through programs that inform citizens about Village operations and services. a. Coordinate and improve upon press releases, content of Village publications, brochures, and informational leaflets. FY 2013 Proposed Budget Page 83 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Village Manager %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 186,313 $ 189,178 -2% $ 255,503 $ 210,279 $ 197,776 Overtime Pay - - 0% - - - Part-time Pay - 186,313 - 0% - - - Benefits: Pension 29,523 29,803 -1% 30,405 32,626 29,566 Health Insurance 23,392 22,280 5% 21,900 23,933 19,743 FICA/Medicare 14,322 14,465 -1% 14,925 12,328 11,978 Long Term Disability Insurance 808 979 -17% 910 960 950 Short Term Disability Insurance 485 - 0% - - - LifeInsurance 696 864 -19% 801 864 882 Worker's Compensation 323 284 14% 338 403 1,224 Other - 69,549 - 0% - - - $ 255,862 $ 257,853 -1% $ 324,781 $ 281,393 $ 262,118 Operating Advertising 0 0 0% 0 0 0 Books&Publications 150 150 0% 0 0 0 Conferences&Seminars 1,000 1,710 -42% 25 0 0 Contractual Services 2,258 2,258 0% 1,823 883 484 Materials&Supplies 3,000 2,500 20% 1,301 1,455 965 Memberships&Dues 2,800 2,000 40% 1,751 914 620 Printing&Binding 800 500 60% 450 198 228 Professional Services 1,200 950 26% 1,165 1,136 1,193 Travel&Training 2,862 8,112 -65% 771 0 0 Utilities 0 481 -100% 200 3,422 6,711 Other Operating Costs 1,100 200 450% 582 623 654 15,170 18,861 -20% 8,067 8,631 10,856 Capital Capital 0 0 0% 0 0 0 0 0 0% 0 0 0 Total Expenses $ 271,032 $ 276,714 -2% $ 332,848 $ 290,024 $ 272,974 FY 2013 Proposed Budget Page 84 of 283 Human Resources Director of Human Resources 1 FT Human Resources Specialist 1 FT Summary: Change: FT=2 FY 2013 Proposed Budget Page 85 of 283 Human Resources Mission Statement to all employees, as well as optional employer-subsidized dependent coverage. The self-funded retirement plans options To deliver customer focused services and support to all Village offered by the Village are extremely generous. In addition, we departments and employees with competency, care, and quality in offer a Flexible Spending Account, Life and AD&D insurance, support of the Village's mission and strategic priorities. Long-Term Disability, Vision, and other optional insurance programs. The Village also offers Tuition Reimbursement and a Service Levels Narrative completely confidential Employee Assistance Program. HR is responsible for delivering these programs equitably across our full- The Human Resources (HR) Department supports all other Village time employee workforce and in full compliance of all Federal and Departments through the implementation and management of State healthcare regulations, (i.e., PPACA, COBRA, HIPAA, comprehensive employee benefit programs, development and Medicare, etc.). administration of safety and workers comp programs, ensuring of current and compliant personnel policies and procedures, Currently the HR Department is staffed with one (1) Director of supervision of performance and compensation programs, and Human Resources and one (1) full-time Human Resources support of all employee relations issues. Development and Specialist. The HR Director oversees and supervises all areas of administration of these programs in one office ensures consistency HR and risk management. This includes providing advice and and objectivity in their administration. guidance regarding: personnel support and regulation, policy development and legal compliance, employee benefit management, Human Resources works to ensure all other Village departments hiring administration, development of training programs, objective have the necessary resources and support to best manage their investigation and analysis of personnel matters, disciplinary actions, human capital. Our department provides centralized personnel and/or employee complaints to ensure that Village policies are administration and record-keeping, background screening, training being enforced fairly and consistently. and development programs, collective-bargaining support, workers' compensation case management, and uniform application and The HR Director is also the Village's designated Safety consideration of State and Federal labor laws and of the Village's Coordinator under its Village Safety Policy. As such, the HR Personnel Rules and Regulations. Our department strives to stay Director chairs all Safety Committee meetings, and ensures OSHA— abreast of all state and federal legal changes in order to ensure full level standards are met for reporting, accident investigations, and compliance across the Village. safety improvements. The Village employs 145 full-time and 123 part-time (both year- The HR Specialist works closely with the HR Director to develop round and seasonal) positions. Additionally, the Village offers a and implement full-employment cycle support programs for all benefits package to all full-time staff. Our Health and Welfare employees, and helps to ensure the maintenance of a neutrality and Benefits consists of employer-funded medical and dental coverage confidential environment for all Village Employees. The Human FY 2013 Proposed Budget Page 86 of 283 Resources Specialist serves as a front-line liaison for the care requirements. HR continues to work closely with the Village's department, administering new-hire orientation, answering broker to negotiate the best pricing for group health insurance with employee and vendor inquiries, maintaining confidential a quality carrier that has a viable network and a balanced benefits department records, providing project support, resolving employee package. issues, and educating employees regarding their rights and responsibilities. Traditionally the Village has offered both an HMO and POS (or PPO) option to its employees to offer a choice of healthcare The Human Resources Department maintains the Village's maintenance programs with a combination of network discounts Comprehensive Pay and Classification Plan and position and in-and out-of-network pricing. The average cost for single descriptions for all Village jobs. Accordingly, HR conducts (employee-only) coverage has risen steadily for several years. market-research on these issues and recommends modifications to These increases are due to a combination of market-related inflation Village methods and programs as appropriate. and the Village's claims experience. In addition to the duties already mentioned, the HR Department is With less than 500 full-time employees, the Village is not a large responsible for the following functions: enough employer to be rated by the carriers on claims experience alone. However, we recognize that keeping a positive claims • Renewals of all workers' compensation and group insurance experience can help to reduce the rate at which premiums increase. plans In the coming year, HR plans to begin to foster a cultural shift • Labor relations and collective bargaining with Federation of which develops employee engagement with regard to health and Public Employees (FPE), Police Benevolent Association wellness. (PBA), and International Association of Fire Fighters (IAFF) unions An agency's workers' compensation experience modification rating • Managing all workers' compensation cases with workers' (MOD) measures the ratio of expenses to premiums paid and is compensation carrier and health clinic/providers; and often used as an indicator of an employer's safety record. The • Coordination of all annual employee performance evaluations. norm would be a rating of 1.0 with ratings over 1.0 indicating a high ratio of workers' compensation expenses (i.e. injury-related Federal and State Human Resource Laws are in a constant state of payments) and a rating under 1.0 indicating a low ratio of expenses. flux. This being the case, it is imperative that the Village HR MOD ratings also affect workers' compensation premiums; with Department keeps a pulse on the current regulatory changes in MOD ratings over 1.0 increasing an agency's premiums and ratings order to ensure that these changes are consistently communicated under 1.0 discounting them. The Village's MOD for the current and implemented across all departments. Our staff attends regular year is .83. It is vital to consistently focus on employee safety Human Resource and Benefit Training sessions to stay up to date practices and safety programs in order to sustain our Workers and support the Village accordingly. Comp premiums at manageable levels. HR has partnered with the Village's Agent of Record (and health insurance broker) to keep abreast of the changes in healthcare regulations, including noticing, coverage, and minimum levels of FY 2013 Proposed Budget Page 87 of 283 Current Year Accomplishments and New Initiatives Objectives: a. Scan all employee files electronically. In addition to the projects outlined above, during Fiscal Year b. Ensure HR Staff monitors and implements all legal changes 2011/2012, the HR Department also accomplished the following: immediately. c. Maintain a competitive Comprehensive Pay and Classification • Hired a new Human Resources Director in order to re- Plan. evaluate current policies and procedures, as well as bring d. Maintain/revise job descriptions for all Village positions and new perspective and ideas to the HR Department and create new ones as required. Village as a whole. e. Revise and distribute the Village Policy and Procedure Manual • Begun review and revision of Village Personnel Policies to all Village Employees. and Procedures, in anticipation of introducing a new f. Develop and Distribute a Quarterly Employee Newsletter. Employee Handbook by year-end. Department Goal: Additionally, in Fiscal Year 2011/2012 the HR Department plans Minimize adverse financial impacts to the Village by providing to: the highest possible levels of employee health, dental, vision, disability, and life insurance, while managing premiums and • Review existing employee insurance plans, benefits levels and focusing on improving employee wellness. methods of implementation in order to lower employer costs; and Objectives: • Perform a full employee salary and benefit analysis. a. In coordination with our Benefits Broker, current employee health& wellness programs will go to RFP this year. Goals and Objectives b. Develop continual wellness initiatives to reinforce importance of employee health on a year-round basis. In the coming year, the Human Resources Department plans to achieve the following goals and objectives: Maintain a high quality of life in the Village Council Goal: Department Goal: Protect the financial integrity of the Village in a difficult Provide the highest quality customer service and seek to economic environment maintain/improve employee job-satisfaction and retention rates through the speedy recruitment of strong employees in the Department Goal: pursuit of excellence throughout the Village. Minimize the Village's exposure to employer-liability issues and maintain excellent employee/employer relations through staff Objectives: and supervisor knowledge of and compliance with all State and a. Obtain/maintain high quality, flexible benefit programs that are Federal employment laws and Village policies. responsive to employee needs and provide quality and value. b. Implement consistent safety program across the Village. FY 2013 Proposed Budget Page 88 of 283 Performance Measures Village MOD Ratings Performance FY 2011 FY 2012 FY 2013 Measure Actual Estimated Projected o ° Increase the number of training 0 3 0 % programs offered to general staff: HR 2 4 6 General knowledge 2 4 6 FY FY FY FY FY FY FY FY Percent Change 2005/05 2006/07 2007/08 2008/09 2009/10 2010111 2011112 2012113 Supervisory N/A +100% +50% General knowledge N/A +100% +50% Increase the number of Revised PPM As illustrated above, the Village's workers' compensation policies 4 4 8 experience modification rating (MOD) was 1.17 in Fiscal Year 2009 and declined sharply (for the better)to .92 in Fiscal Year 2010. It is Percent Change N/A o% 200% currently at .83 this year. The Village hopes to maintain a MOD of Increase participation in Employee below 1.0 again for Fiscal Year 2013. Wellness&Benefits Fair Number of Employees 67 100 150 Number of Vendors 16 18 20 Average Total Monthly Medical Insurance Premiums Percent Change Employees N/A 149% +150% $2,000.00 - Vendors N/A 112% +111% $1,800.00 $1,600.00 Scan all employee files $1,400.00 $1,200.00 Number of current employee files N/A 300 20 $1,000.00 Number of termed employee files N/A 50 700 $800.00 $600.00 Percent Change N/A $400.00 Increase opportunities for and $zoo.00$ participation in"Lunch&Learns." FY 2009/10 FY 2010/11 FY 2011.12 FY 2012/13 Projected Number of Sessions 4 4 6 ■Single ■+1 ❑Family Av.Number of Participants 6 6 8 Percent Change Number of Sessions N/A 150% Medical premiums have increased by an average of 31% over the Av.Number of Participants N/A 133% past several years. The Village continues to prioritize wellness in an effort to maintain a positive claims experience and to reduce the rate at which premiums increase going forward. FY 2013 Proposed Budget Page 89 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Human Resources %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 139,686 $ 143,669 -3% S 142,061 S 134,908 S 133,314 Overtime Pay - - 0% - 1,675 - Part-time Pay - 139,686 - 0% - - - Benefits: Pension 25,710 26,094 -1% 20,858 27,708 28,756 Health Insurance 34,027 32,438 5% 31,864 31,720 23,807 FICA/Medicare 10,686 10,983 -3% 9,773 9,093 9,207 Long Term Disability Insurance 629 848 -26% 825 813 783 Short Term Disability Insurance 503 - 0% - - - Life Insurance 174 216 -19% 217 219 216 Worker's Compensation 241 216 12% 223 257 816 Other 4,675 76,645 - 0% - - $ 216,331 $ 214,464 1% $ 205,820 $ 206,393 $ 196,899 Operating Contractual Services 1,160 1,160 0% 931 789 864 Printing&Binding 700 688 2% 177 760 111 Postage 100 100 0% 80 0 18 Employee Assistance Program 4,700 4,000 18% 2,960 2,960 3,620 Employee Physical Exams 5,268 2,220 137% 2,246 3,784 0 Employee Relations 10,000 10,000 0% 10,102 9,681 8,767 Materials&Supplies 800 843 -5% 1,539 1,833 651 Professional Services 30,750 750 4000% 560 2,792 1,990 Books,Publications&Subscriptions 3,943 3,943 0% 810 2,044 2,171 Memberships&Dues 1,040 690 51% 676 525 558 Conferences&Seminars 500 0 0% 0 0 0 Travel&Training 4,000 2,500 60% 968 1,338 498 Utilities 0 0 0% 0 268 872 Other Operating Costs 0 0 0% 0 (0) (0) 62,961 26,894 134% 21,048 26,776 20,120 Capital Computer Hardware&Software 0 0 0% 0 0 0 0 0 0% 0 0 0 Total Expenses $ 279,292 $ 241,358 16% $ 226,868 $ 233,169 $ 217,019 FY 2013 Proposed Budget Page 90 of 283 Finance Director of Finance 1 FT IF Finance Manager 1 FT Accounting Clerk 3 FT Finance Intern 1 PT Summary: Change: FT = 5 PT = 1 FY 2013 Proposed Budget Page 91 of 283 Finance Mission Statement The Finance Director oversees and supervises all areas of the Finance Department. This includes providing oversight, To establish and maintain adequate internal controls that guidance, financial policy, cash/investment management, debt safeguard the Village's assets and ensure they are efficiently and management, and the monitoring and developing of financial effectively allocated, to help maintain the Village's strong strategies. The Director also enforces policies that ensure financial condition by maintaining revenue levels that are adequate financial procedures, fiscal solvency, and financial sufficient to carry out Council priorities and goals, and to support statement integrity through the maintenance of proper internal staff in providing citizens with the appropriate service levels that controls. they have come to expect. The Director is responsible for: preparing and distributing the Service Levels Narrative various financial reports of the Village; overseeing quarterly financial analyses; tracking performance indicators and financial As the largest support department, Finance provides trends; establishing standard operating procedures for the fiscal administrative, operational and financial assistance to operation of the Village; tracking payment schedules; securing management, elected officials and the Village's residents. The financing for vehicles and large capital expenditures (e.g., leases, Department's responsibilities primarily relate to the Capital Improvement, etc.), and developing procedures for administration, control and reporting of all Village finances. The monitoring and facilitating timely debt payment. Department monitors the Village's fund balances, prepares the Village's annual budget document, invests the Village's excess The Finance Manager assists the Director by overseeing the cash balances, reports on Village grants, and prepares the Finance Department's day-to-day operations and is responsible for Village's financial reports —including the Comprehensive Annual financial reporting and internal controls. Financial Report ("CAFR"). The Village's CAFR has received the Certificate of Achievement in Financial Reporting from the The Department is responsible for the following functions: Government Finance Officers Association ("GFOA") for 24 consecutive years. • Preparing, recording, analyzing and monitoring all of the Village's financial transactions; Prudent financial management has contributed to the increase in . Preparing various Village's financial reports; the Unassigned Fund Balance for the Village General Fund. This . Monitoring and improving all Village internal financial gives the Village an adequate and important financial "cushion" to controls; meet unexpected financial hardships. The General Fund . Verifying accuracy, completeness, legitimacy, and proper Unassigned Fund Balance at September 30, 2011 is unused and account recording for all Village expenditures; unbudgeted in this proposed budget - remaining at a level of • Ensuring that payment is remitted timely and accurately in $10.68 million. accordance with Village procurement policies; FY 2013 Proposed Budget Page 92 of 283 • Processing all payroll-related functions including direct Goals and Objectives deposit and the issuance of payroll checks to Village employees; In the coming year, the Finance Department plans to achieve the • Reconciling quarterly pension statements and submitting all following goals and objectives: payroll reports; • Coordinating and preparing the Village's Annual Budget Council Goal: and performance measures; and Protect the Financial Integrity of the Village in a Difficult • Coordinating and preparing the Annual Audit Report Economic Environment (CAFR) with the Village Auditor. Department Goal: Current Year Accomplishments and New Initiatives Maintain the Village's financial systems in conformance with all State and Federal laws, Generally Accepted Accounting During Fiscal Year 2011/2012, the Finance Department achieved Principles (GAAP), standards of the Governmental the following new initiatives and goals for improvement: Accounting Standards Boards (GASB), and the Government Finance Officers Association (GFOA). • Facilitated the annual independent audit process resulting in an unqualified opinion with no management letter Objectives: comments; a. Continue to facilitate the annual audit process ensuring that • Implemented GASB Statement No. 54 (Fund Balance the Village maintains its compliance with State and Federal Reporting and Governmental Fund Type Definitions); agencies, without exception, and that the financial statements • Received the GFOA Distinguished Budget Award for the are presented fairly and accurately. 3rd consecutive year [previously this award had not been b. Facilitate the implementation of new accounting and auditing received since 1995]; standards, as applicable, issued by the Governmental • Completed the update to the Accounting Policies and Accounting Standards Board (GASB). Procedures Manual for Internal Controls; c. Prepare the annual budget meeting GASB requirements and • Received the GFOA Certificate of Achievement for timelines and Florida Truth in Millage (TRIM)regulations. Excellence in Financial Reporting for the 24th consecutive d. Maintain compliance with the GFOA in order to receive the year; GFOA Distinguished Budget Award and the GFOA • Integrated electronic Finance records into Laserfiche Certificate of Achievement Award each year. document imaging system; • Completed and filed all Federal, State, and local reports on a timely basis; and • Completed monthly, quarterly and annual reports of Village fiscal affairs. FY 2013 Proposed Budget Page 93 of 283 Department Goal: Performance Measures Prepare a balanced budget that effectively addresses the Village's goals, accurately reflects the Village's financial Performance FY 2011 FY 2012 FY 2013 position, provides appropriate information to interested Measure Actual Projected Estimated parties, and supports sound financial decisions. Number of Years awarded the Objectives: "Certificate of Achievement 23 24 25 for Excellence in Financial a. Provide services and reports related to resource allocation, Reporting"by GFOA fiscal analysis, and financial forecasting to assist the Village Council, Village Manager, and Village departments in Receive an unqualified audit Yes Yes Yes establishing priorities and allocating resources appropriately. opinion each year b. Oversee and report on a timely and accurate basis all Number of Management Letter 0 0 0 budgetary information in the Village's annual budget to ensure Comments in the audit proper management and reporting of the Village's fiscal Number of Years awarded the resources. "Distinguished Budget Award" 2 3 4 c. Continue building and refining the Village's budget by GFOA information to facilitate a more comprehensive review of the Village's budget, which contributes to more effective policy discussions and decisions. Department Goal: Manage the accounting, budgeting and financial processes, to ensure accuracy, timeliness, and adherence to established practices and guidelines. Objectives: a. Process accurate financial and budgetary transactions, reports, analyses and provide customer assistance in a timely manner. b. Produce relevant, accurate, and timely financial reports online (current) monthly, quarterly, and annually. c. Ensure timely and accurate issuance of all vendor checks, payroll disbursements, and procurement and renewal of goods and services for the Village. d. Continue to streamline internal processes and enhance service levels. FY 2013 Proposed Budget Page 94 of 283 The general fund is the chief operating fund of the Village. As a measure of the general fund's liquidity, it is useful to compare the unassigned fund balance to total fund expenditures: Fund Balance as % of Annual Expenditures Number of Accounts Payable Checks Issued 6,300 65% 63% 6,200 61% 6,100 59% 57% 6,000 55% 53% 5,900 51% 5,800 49% FY 2010 FY 2011 FY 2012 FY 2013 FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projected Estimated Actual Actual Projected Estimated ■#A/P Checks 5,963 6,259 6,000 6,000 The following charts illustrate some departmental workload indicators: Number of Purchase Orders Issued Number of Payroll Checks Issued 1,000 6,470 6,460 950 6,450 900 6,440 6,430 850 6,420 800 6,410 6,400 750 FY 2010 FY 2011 FY 2012 FY 2013 6,390 FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projected Estimated Actual Actual Projected Estimated ■#Purchase Orders 856 859 951 1,000 ❑#P/R Checks 6,463 6,419 6,420 6,420 FY 2013 Proposed Budget Page 95 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Finance %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 329,250 $ 317,541 4% $ 306,840 $ 297,770 $ 276,700 Overtime Pay 6,000 9,600 -38% 3,062 2,678 7,895 Part-time Pay 11,117 346,367 10,657 4% 9,781 14,576 14,442 Benefits: Pension 68,197 65,780 4% 60,607 70,643 71,189 Health Insurance 53,163 50,620 5% 49,669 47,573 40,905 FICA/Medicare 26,497 25,821 3% 22,531 22,187 21,129 Long Term Disability Insurance 1,482 1,872 -21% 1,806 1,736 1,631 Short Term Disability Insurance 1,094 - 0% - - - Life Insurance 435 540 -19% 539 537 542 Worker's Compensation 598 507 18% 529 600 1,824 Other - 151,466 - 0% - - - $ 497,833 $ 482,938 3% $ 455,364 $ 458,300 $ 436,257 Operating Books,Publications&Subscriptions 300 300 0% 295 839 222 Conferences&Seminars 700 700 0% 0 115 772 Contractual Services 30,000 30,000 0% 22,591 21,437 29,525 Materials&Supplies 14,500 10,000 45% 14,998 7,354 6,786 Memberships&Dues 450 370 22% 450 463 440 Postage 100 100 0% 238 162 199 Printing&Binding 4,000 4,000 0% 4,576 4,117 2,356 Professional Services 700 4,200 -83% 945 894 969 Travel&Training 1,100 1,100 0% 0 0 1,456 Utilities 0 0 0% 0 1,941 5,094 Other Operating Costs 0 0 0% (0) 144 (0) 51,850 50,770 2% 44,092 37,466 47,819 Capital Capital 0 0 0% 0 0 0 0 0 0% 0 0 0 Total Expenses $ 549,683 $ 533,708 3% $ 499,456 $ 495,766 $ 484,076 FY 2013 Proposed Budget Page 96 of 283 Information Technology Director of Information Technology 1 FT Network Support Specialist 1 FT Technical Support Specialist 1 FT Summary: Change: FT = 3 PT = 0 FY 2013 Proposed Budget Page 97 of 283 Information Technology Mission Statement In addition to the duties already mentioned, the IT Department is also responsible for the following functions: Information Technology is committed to providing the Village staff with adequate technology to better perform their daily job . Support of Department of Public Safety's radio dispatch functions and to provide effective and timely support as needed. network; • Installation and troubleshooting of wireless video Service Levels Narrative surveillance systems; The Information Technology (IT) Department provides Village • Ordering and implementation of new software and hardware related items; staff with all information technology related assistance. The . Emergency dispatch data consoles and infrastructure; departments responsibilities include: daily data back-ups; . Employee training on Village applications; recovery, installation, and support of all desktop-related systems; network support and troubleshooting; voice and data cabling; • Computer Aided Dispatch System; wireless video support; troubleshooting of Country Club point-of- • Installation and troubleshooting of Village servers; sale (POS) systems; web programming and design; graphic arts • Fiber optic and voice cabling; and and design; database administration; PBX and VOIP phone system • Website and graphic design. support; and support of all Public Safety Mobile Data solutions. Currently the IT Department is staffed with one (1) Director of The IT Department also provides Village residents with online Information Technology, one (1) full-time Network Support services such as online tee-times and reservations for Golf and Specialist, and one (1) full-time Technical Support Specialist. Activity registrations with the Parks and Recreation Department. The IT Director oversees and supervises all areas of the IT The IT Department is continuing its efforts to provide additional Department. The IT Director also enforces all computer-related online services to the residents such as online public records policies to protect the Village infrastructure and is in charge of requests and checking building permit status. The IT Department implementation and design of new technologies. The IT Director also provides guidance to department heads on all technology- is also responsible for coordinating and planning special IT- related purchases. related projects with outside vendors and department heads. The Network and Technical Support Specialists assist the IT Director by completing day-to-day work orders and service calls throughout the Village. The Technical Support Specialist also maintains IT-related inventory and is responsible for making sure all hardware and software and warranties are up-to-date. FY 2013 Proposed Budget Page 98 of 283 Current Year Accomplishments and New Initiatives Goals and Objectives During Fiscal Year 2011/2012, in addition to meeting all of its In the coming year, the Information Technology Department plans performance measures, the IT Department accomplished a to achieve the following goals and objectives: significant amount of special projects including: Council Goal: • Design of new Country Club website; Maintain a High Quality of Life in the Village • Upgrade to new Email System; • Installation of new laptops in all Police patrol cars: Department Goal: • Installation of new surveillance cameras in the driving Continue to enhance online services to Village residents. range building; Objectives: • Implementation of new Laserfiche Server software; a. Continue to build and provide additional online access to • Implementation and design of Weblink software for online Village services. public records access; b. Use in-house email databases to inform residents of Village • Installation of 3 new servers for new Community events and activities. Development software; c. Send electronic flyers and newsletters to inform Village • Installed additional children's computers in Village library; residents of special news and events. • Installation of new data drops in Finance file room; d. Provide online access to Public Records. • Installation of new 911 dispatching system; • Installation of new backup server to expedite backup and Council Goal: restore jobs; Protect the Financial Integrity of the Village in a Difficult • Installation of new Community Development Software; Economic Environment • Installation of new web filtering software to prioritize and Department Goal: manage network bandwidth; Reduce the support costs of Village communications and • Installation of new high bandwidth antennas on Old Port Cove technology by utilizing more efficient systems. for Village Surveillance System; • New DVR and camera installation at the Village Country Club; Objectives: • Migration of Fax and Alarm lines over to Windstream a. Decrease Village network infrastructure costs. Technologies; b. Reduce downtime of department related systems. • Installation of 3 new printer/copier units in Public Safety; c. Continue to implement more web-based systems to • Installation of new DVR unit and additional cameras streamline department workloads and cut costs. throughout the Village library; and • Completed 15-20 IT related work orders per 24 hour period. FY 2013 Proposed Budget Page 99 of 283 protects Village computers from unwanted spyware and harmful Performance Measures virus attacks. Performance FY 2011 FY 2012 FY 2013 Measure Actual Projected Estimated IT Work Orders Reduce the number of virus 0 1 1 attacks on Village network 2900 — Continue maintenance Continue 2800 Continue with 2,796 — schedule for Village Followed monthly with monthly maintenance computers to reduce the monthly schedule. 2700 — amount of hardware Schedule. maintenance Replace hardware related work orders schedule as needed. 2600 — Increase number of online 2500 2,500 — 4 5 or more 5 or more citizen services 2,400 2400 — Obtain more email information from Village Over 500 700 Over 1,000 2300 — — residents and increase current database by 10% 2200 FY 2011 FY 2012 FY 2013 Actual Projected Estimated Email Transmissions IT Work Orders: In 2011, the Information Systems Department 6 completed 2,796 IT related work orders. (Not including special 7 projects or server related issues). As shown above, Village work orders have decreased this current year, mainly due to replacement of old equipment and preventative maintenance on existing hardware. The Information Systems department has been able to build computer systems in house to replace old units with a tremendous cost savings to the Village. 87 Spam (rejected mail) Allowed " Ignored Email Transmissions: As shown above, 87% of the Village's email transmissions are spam or virus related. Only 13% of emails sent to the Village are allowed entry, which, in turn, FY 2013 Proposed Budget Page 100 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Information Technology %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 217,173 $ 215,867 1% $ 173,652 $ 171,033 $ 164,339 Overtime Pay - - 0% - - - Part-time Pay - 217,173 - 0% 26,503 18,826 18,326 Benefits: Pension 38,395 37,959 1% 23,158 31,893 32,277 Health Insurance 24,339 23,156 5% 16,717 17,038 14,653 FICA/Medicare 16,614 16,503 1% 14,905 14,115 13,566 Long Term Disability Insurance 956 1,245 -23% 990 967 936 Short Term Disability Insurance 733 - 0% - - - Life Insurance 261 324 -19% 216 216 216 Worker's Compensation 375 324 16% 315 363 1,128 Other - 81,673 - 0% - - - $ 298,846 $ 295,378 1% $ 256,455 $ 254,450 $ 245,440 Operating Books,Publications&Subscriptions 0 0 0% 0 0 0 Conferences&Seminars 0 0 0% 0 0 0 Contractual Services 8,000 5,800 38% 3,603 1,211 1,396 Materials&Supplies 18,000 6,000 200% 10,013 4,478 3,315 Memberships&Dues 0 0 0% 0 0 0 Professional Services 6,900 6,900 0% 6,900 4,600 170 Repairs&Maintenance 3,000 3,000 0% 1,658 4,786 2,445 Travel&Training 0 0 0% 0 0 0 Utilities 1,000 961 4% 962 10,781 19,972 Other Operating Costs 0 0 0% 0 (0) 45 36,900 22,661 63% 23,136 25,855 27,343 Capital Computer Hardware&Software 0 18,750 -100% 9,706 5,105 9,520 0 18,750 -100% 9,706 5,105 9,520 Total Expenses $ 335,746 $ 336,789 0% $ 289,297 $ 285,410 $ 282,303 FY 2013 Proposed Budget Page 101 of 283 Village Attorney Mission Statement During Fiscal Year 2009-2010, the Village transitioned from a Code Enforcement Board to a Special Magistrate for the enforcement To provide sound, effective, and timely legal advice and of Village Codes. The Special Magistrate alone now hears evidence, representation to the Village Council and Village Administration. decides cases, and addresses fines regarding cases advanced by the Code Enforcement Division of the Community Development Service Levels Narrative Department. The Special Magistrate is paid from the existing budget for Village Attorney-related services, in lieu of the former The Village Attorney Office is contracted to the following outside arrangement, in which the Village Attorney served as legal law firms: counsel to the Code Enforcement Board. • The firms of Leonard Rubin, P.A. and the Law Office of Glen Torcivia and Associates have served in the capacity of Village Attorney since 2006. • The firm of James A. Cherof, Esq., has served in the capacity of Village Labor Attorney since 1997. The Village Attorney's office considers and responds to Village legal requirements and needs. The Village Attorney represents the Village Council and Village Administration in matters of law pertaining to their official duties; prepares and reviews ordinances, resolutions, agreements, contracts, and other documents; advises on statutory matters; and conducts litigation. The Village Labor Attorney represents the Village Council and Village Administration in labor relations and collective bargaining matters. FY 2013 Proposed Budget Page 102 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Village Attorney %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Operating Legal Services-Village Attorney 120,000 120,000 0% 105,155 111,540 95,391 Legal Services-Special 20,000 20,000 0% 22,938 18,029 19,875 Legal Services-Labor 30,000 30,000 0% 31,599 23,787 18,817 170,000 170,000 0% 159,692 153,356 134,083 Total Expenses S 170,000 S 170,000 0% S 159,692 S 153,356 S 134,083 FY 2013 Proposed Budget Page 103 of 283 Village Clerk Village Clerk 1 FT Deputy Village Clerk 1 FT Administrative Assistant 1 FT Summary: Change FT = 3 PT = O FY 2013 Proposed Budget Page 104 of 283 Village Clerk Mission Statement • Records retention and disposition, including digital imaging of permanent/long-term records and indexing in To serve the Village Council and residents of North Palm Beach by electronic records database; recording and preserving all proceedings of the Village Council. . Notary public services; • Preparation and distribution of informational packets to Service Levels Narrative new Village residents; • Notification to advisory board members of appointments The Office of the Village Clerk provides these services to the and term expirations and preparation of associated reports; Village Council, Administration, and residents: . Publication of advisory board vacancies and solicitation of new applicants; • Council agenda preparation, compilation, and distribution, • Online publication and maintenance public records; including online publication of agendas and backup materials • Issuance of certification of Village liens and assessments on the Village website and Council iPads; in response to real property transactions; and • Attendance at all Village Council meetings and transcription . Coordination of the Village's support program for our of minutes; adopted military unit in partnership with Support Our • Legal advertisement and codification of ordinances; Troops USA, Inc. • Execution and distribution of ordinances, resolutions, agreements, contracts, and proclamations; The first runoff election for a Village Council seat in 37 years was • Village election administration; held on March 27, 2012. Previously, the last runoff election was • Management of Council correspondence; in 1975. 1,466 votes were cast in 1975 vs. 1,493 in 2012. • Notice of Village Council and advisory board meetings, In 2011,volunteers with the North Palm Beach Support Our Troops public hearings, and collective bargaining sessions through program incorporated as "Support Our Troops USA, Inc." a public postings and publication in the Village Newsletter, not-for-profit corporation with 5016 status. Support Our on the website and in newspapers of general circulation; Troops USA, Inc. is an organization of unpaid volunteers, with • Code Enforcement Special Magistrate administrative support, 100%of all contributions and donations used to deliver goods and including preparation, distribution, filing, and recording of services to our military personnel. The Village of North Palm hearing notices, orders,liens, and lien releases; Beach, in partnership with Support Our Troops USA, Inc., • Coordination and facilitation of public records requests; continues its mission to demonstrate concern and raise the morale of our adopted military unit, the soldiers of the 2-27 Infantry, "Wolfhounds." FY 2013 Proposed Budget Page 105 of 283 Current Year Accomplishments and New Initiatives On June 1, 2011, all 38 Palm Beach County municipalities came under the jurisdiction of the Palm Beach County Ethics During Fiscal Year 2011/2012, the Clerk's office implemented Commission and Inspector General. The Village Council, the following procedures and programs to enhance services to Advisory Board members, and employees received training in the Council, Administration, and residents: the Palm Beach County Code of Ethics. Ethics training will be ongoing as needed,for new officials,board members, and employees. • Collaborated with IT to implement digital agenda packets for the Village Council through the use of iPads to Goals and Objectives provide quick, paperless access to agenda backup, as well as frequently referenced documents and informational The Clerk's office is committed to expanding the availability of links, such as the Annual Budget, Code of Ordinances, online public records through digital imaging of bids, proposals, advisory board agendas and minutes, investment reports, contracts, leases, agreements, plats, site plans, land development Village website, and local, state, and federal agency websites. studies, and historic documents. • Recognized volunteers and promoted public participation through advisory board member profiles in the Newsletter; The Clerk's office will continue to promote public participation and seek to identify new areas of volunteer opportunities and • Attended and transcribed minutes for 54 Village Council meetings in Fiscal Year 2010/2011, including 24 Regular meaningful acknowledgements of public service. Sessions, 17 Workshop Session, 7 Budget Workshop Council Goal: Sessions, and 6 Special Sessions;with Fiscal Year 2011/2012 currently on target for similar numbers; Enhance the spirit and participation of our community • Provided administrative support in Fiscal Year 2010/2011 for Code Enforcement Special Magistrate Hearings, Department Goal: including preparation of 103 case files, 22 liens and 15 Encourage resident participation in Village Boards and releases recorded; at Fiscal Year 2011/2012 mid-point, programs. support included preparation of 41 case files, 10 liens and 8 releases recorded; and Objectives: • Published notice of Council meetings, provided online a. Publicize volunteer opportunities through the Village newsletter, agendas and backup materials, and advertised advisory website, local newspaper, and direct mail notifications. board openings, election information, Meet the Candidates b. Promote volunteers through articles and photos in the reception, and Support Our Troops activities in the Village newsletter and on the website. Village newsletter and through email; c. Recognize volunteers at Village Council meetings and • Updated Council, Clerk, Advisory Board, and Community special events. Calendar web pages(28)on a weekly basis or as necessary. d. Coordinate with other departments to identify and promote short-term commitment opportunities for volunteerism. FY 2013 Proposed Budget Page 106 of 283 Council Goal: Performance Measures Maintain a high quality of life in the Village FY 2011 FY 2012 FY 2013 Performance Measure Department Goal: Actual Projected Estimated Enhance communication with residents through the Village Newspaper and Village Newsletter and website. Newsletter articles and 36 30 30 postings about Objectives: volunteer opportunities a. Expand online availability of Village records by increasing digital imaging of permanent/long-term records. Number of applications b. Continue collaboration with Village Historian to increase received for Village 17 20 20 online availability of archived historical records. Boards and Committees c. Develop question and answer column in Village Newsletter in Percentage of public response to frequently asked questions, requests for information, records provided within 147/173 153/180 87/115 comments and suggestions, and historical inquiries. five(5)business days of 85% 85% 76% receiving the request Department Goal: Percentage of public 75/173 77/180 46/115 Improve communication and response to the public and records provided on the o 0 0 encourage suggestions from the public. same day as requested 43/0 43/0 40/o Objectives: Percentage of public J 124/173 108/180 69/115 a. Implement informational screen in Village Hall lobby for records provided at o 0 0 ongoing slide show of upcoming meetings and events. no charge 72/0 60/0 60/o b. Track suggestions received, responses issued, actions taken, Number of suggestions and/or programs initiated. received from public 12 20 30 c. Publish the best suggestions received in the Newsletter. FY 2013 Proposed Budget Page 107 of 283 Public Records Requests Lien Certifications 200 173 180 147 153 500 ■400 ■415 150 124 400-Z El 329 115 ❑285 108 87 300 100 75 77 s9 200 50 100 p 0 FY 2011 FY 2012 FY 2013 FY 2010 FY 2011 FY 2012 FY 2013 Actual Projected Estimated Actual Actual Projected Estimated ■Total Requests O Responded within 5 days■Responded Same Day■Responded at No Charge Public Records Requests: The public may review or obtain Lien Certifications: Title companies submit requests to the copies of records by searching the online public records Clerk's office for a records search to determine if there are any database, or contacting the Clerk's office or relevant department. outstanding Village liens or assessments against a property. Clerk's office staff ensures that documents are provided to the Liens may be imposed for Code violation fines or a property requestor in a timely manner. Records that are available may be subject to an assessment for water lines. The number electronically are provided at no charge via email or online, of lien certifications issued is a general indication of property whenever practicable. sales, refinances, or transfers of ownership. FY 2013 Proposed Budget Page 108 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Village Clerk Original Fiscal %Increase/ Year 2012 (Decrease)over Actual Actual Actual Fiscal Year 2012-2013 Budget 2012 Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 192,714 $ 185,931 4% $ 178,703 $ 172,044 $ 161,979 Overtime Pay - - 0% - - - Part-time Pay - 192,714 - 0% - - - Benefits: Pension 38,403 36,720 5% 33,212 39,279 39,812 Health Insurance 24,339 23,156 5% 22,287 22,504 19,297 FICA/Medicare 14,743 14,213 4% 12,744 12,130 11,442 Long Term Disability Insurance 854 1,091 -22% 1,042 998 946 Short Term Disability Insurance 651 - 0% - - - Life Insurance 261 324 -19% 324 324 324 Worker's Compensation 333 279 19% 282 328 972 Other - 79,584 - 0% - - - $ 272,298 $ 261,714 4% $ 248,595 $ 247,606 $ 234,773 Operating Books,Publications&Subscriptions 0 0 0% 0 115 154 Conferences&Seminars 310 195 59% 255 235 185 Contractual Services 2,500 2,300 9% 3,001 1,866 1,779 Election Expense 17,500 17,500 0% 180 16,084 965 Materials&Supplies 3,400 3,400 0% 3,176 3,732 3,995 Memberships&Dues 545 545 0% 488 530 490 Printing&Binding 500 500 0% 727 530 330 Professional Services 100 100 0% 33 101 101 Special Events 0 0 0% 731 0 0 Support Our Troops 0 0 0% 0 194 6,923 Travel&Training 975 1,067 -9% 516 736 1,545 Utilities 0 0 0% 0 1,080 2,492 Other Operating Costs 900 900 0% 842 821 923 26,730 26,507 1% 9,949 26,024 19,882 Capital Capital 0 0 0% 9,495 0 0 0 0 0% 9,495 0 0 Total Expenses $ 299,028 $ 288,221 4% $ 268,039 $ 273,630 $ 254,655 FY 2013 Proposed Budget Page 109 of 283 General Services - Village Hall Mission Statement This Division of the General Fund is for the express purpose of accounting for expenditures related to Village Hall that cannot be directly associated with or easily identified to any other particular department/division. Some of the items accounted for within this Division include the following: • Village Newsletter • Village Hall Copier and Postage Machine Rental • Village Hall Utilities (Telephone, Electric, Water& Sewer) • General Supplies for Village Hall • General Fund Property& General Liability Insurance allocation FY 2013 Proposed Budget Page 110 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget General Services-Village Hall % Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Operating Historian 1,000 1,000 0% 431 0 1,571 Materials& Supplies 5,000 4,500 11% 3,621 3,916 3,618 Newsletter 30,000 41,012 -27% 34,956 30,266 34,103 Postage 35,000 35,000 0% 24,882 26,266 23,627 Rental 8,600 12,100 -29% 9,764 6,600 8,426 Utilities 31,529 34,760 -9% 31,865 28,329 31,491 Other Operating Costs 80 80 0% 76 0 56 111,209 128,452 -13% 105,595 95,376 102,892 Capital Construction&Major Renovation 0 0 0% 0 0 0 Machinery&Equipment 0 50,100 -100% 0 0 0 0 50,100 -100% 0 0 0 Total Expenses S 111,209 S 178,552 -38% S 105,595 S 95,376 S 102,892 FY 2013 Proposed Budget Page 111 of 283 This is a combined organization chart for Public Safety. Please refer Public Safety to the organization charts provided for each department in the following Law Enforcement Department pages. Chief of Police 1 FT Fire Rescue Department Fire Chief 1 FT CALEA Manager 1 PT (+1 PT) Administrative Coordinator 1 FT Captain 1 FT Captains 2 FT Clerical Specialist 1 FT Fire Rescue Shifts: Fire Lieutenants 3 FT Fire Inspector 1 FT Patrol Division: Criminal Investigations: Firefighter/Medics 15 FT Firefghter/EMTs 3 FT Sergeants 4 FT Sergeant 1 FT Police Officer 16 FT Police Officer (Detective) 3 FT Police Officer(Crime Scene) 1 FT Volunteer Firefighters 18 Special Operations: Sergeant 1 FT Public Safety Aide 2 FT Police Officer(K-9) 1 FT Police Officer(Marine Unit) 1 FT School Crossing Guards 12 PT Summary: Change: Reserve/Volunteers 5 FT= 67 Emergency Dispatcher 6 FT PT= 13 +1 PT Records Clerk 2 FT Volunteers= 23 FY 2013 Proposed Budget Page 112 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Public Safety(combined) Original Fiscal %Increase/ Year 2012 (Decrease)over Fiscal Year 2012-2013 Budget 2012 Budget Actual 09/30/11 Actual 09/30/10 Actual 09/30/09 Personnel Salary: Regular Pay $ 4,453,590 $ 4,429,961 1% $ 4,170,333 $ 4,101,513 $ 3,890,749 Overtime Pay 242,800 273,000 -11% 206,057 302,581 270,198 Part-time Pay 67,386 4,763,776 51,698 30% 60,342 51,162 51,371 Benefits: Pension 982,461 975,188 1% 783,529 818,691 743,507 Health Insurance 670,555 628,731 7% 653,190 598,965 486,928 FICA/Medicare 364,430 363,455 0% 322,093 323,600 307,505 Long Term Disability Insurance 19,479 25,381 -23% 23,267 22,640 21,322 Short Term Disability Insurance 15,337 - 0% - - - Life Insurance 5,829 7,236 -19% 7,074 7,092 6,927 Worker's Compensation 111,777 97,218 15% 84,605 94,164 308,364 Other 2,169,868 7,150 -100% 1,650 8,522 8,808 $ 6,933,644 $ 6,859,018 1% $ 6,312,140 $ 6,328,931 $ 6,095,678 Operating Advertising 250 250 0% 25 - 802 Books,Publications&Subscriptions 1,850 1,550 19% 1,514 1,283 1,391 Conferences&Seminars 700 0 0% - - 1,045 Contractual Services 38,544 35,400 9% 31,951 26,493 9,429 Employee Relations 1,500 500 200% 212 454 357 Gas,Oil&Lubricants 119,170 106,514 12% 111,936 97,920 87,793 Law Enforcement Trust(Operating) 0 0 0% 4,000 14,088 1,320 Licenses&Fees 1,626 750 117% 2,188 5,988 8,557 Materials&Supplies 86,552 82,758 5% 70,793 55,240 62,706 Memberships&Dues 1,669 1,389 20% 1,568 1,299 1,375 Postage 1,300 1,800 -28% 1,120 1,148 1,151 Printing&Binding 3,100 1,300 138% 1,213 1,453 1,792 Professional Services 15,600 16,400 -5% 14,911 15,613 15,254 Rental 18,600 18,150 2% 18,563 16,378 17,937 Repairs&Maintenance 65,657 56,893 15% 60,436 37,241 54,349 Travel&Training 37,310 27,640 35% 23,476 22,502 20,451 Uniforms 28,100 23,000 22% 18,384 19,409 31,361 Utilities 105,304 126,646 -17% 103,875 109,141 126,568 Volunteer Firefighter Drill Pay 10,800 10,800 0% 8,475 11,800 11,215 Other Operating Costs 1,680 80 0% 1,933 258 6,319 539,312 511,820 5% 476,572 437,710 461,169 Capital Automotive 115,568 57,582 101% 72,187 54,196 198,900 Audio,Visual,&Comm.Sys 0 0 0% 0 0 5,992 Capital-Law Enforcement Trust 0 0 0% 0 0 7,392 Computer Hardware&Software 0 0 0% 0 0 8,850 Construction&Major Renovation 50,000 0 0% 0 0 5,840 Machinery&Equipment 200,000 61,500 225% 0 0 38,207 365,568 119,082 207% 72,187 54,196 265,181 Total Expenses $ 7,838,524 $ 7,489,920 5% $ 6,860,900 $ 6,820,837 $ 6,822,028 FY 2013 Proposed Budget Page 113 of 283 Law Enforcement Chief of Police 1 FT CALEA Manager 1 PT (+1 PT) Administrative Coordinator 1 FT Captains 2 FT Clerical Specialist 1 FT Patrol Division: Criminal Investigations: Sergeants 4 FT Sergeant 1 FT Police Officer 16 FT Police Officer (Detective) 3 FT Police Officer(Crime Scene) 1 FT Special Operations: Public Safety Aide 2 FT Sergeant 1 FT School Crossing Police Officer(K-9) 1 FT Guards 12 PT Police Officer(Marine Unit) 1 FT Reserve/Volunteers 6 Summary: Change: Emergency Dispatcher 6 FT FT= 43 Records Clerk 2 FT PT= 13 +1 PT Volunteers= 5 FY 2013 Proposed Budget Page 114 of 283 Law Enforcement Mission Statement Each Division is commanded by a Police Captain who is responsible for overseeing: Patrol; Criminal Investigations; To provide the highest quality of police services by maintaining Specialized Units; Communications; Records; and other respect for individual rights and human dignity and by administrative duties. The current organizational structure has empowering our members and the community to work in streamlined internal communications and processes thereby partnership with the goal of improving the quality of life within improving responsiveness and overall customer service. the Village of North Palm Beach. Uniform Patrol Service Levels Narrative The Patrol Division consists of four (4) teams assigned to work The Police Department consists of thirty-one (3 1) sworn law two (2) shifts with a minimum of four (4) police officers assigned enforcement officers, eight (8) communications personnel (two of to each team. The minimum staffing level is three (3) police which serve as Records Clerks), two (2) police aides, and two (2) officers and one (1) sergeant for each shift to provide the full-time clerical personnel. necessary coverage 24-hours per day. Patrol and Communications personnel work a twelve-hour shift Criminal Investigations schedule, with a minimum staffing requirement to provide appropriate law enforcement coverage. Criminal Investigations section consists of one (1) sergeant, three (3) detectives, and one (1) Evidence/Crime Scene Organization Technician, who are primarily assigned to investigate and process evidence of both crimes against property and persons and to The Chief of Police serves as part of the Village Management analyze criminal activity to allow the Department to maximize the team reporting to the Village Manager and is responsible for the use of personnel to prevent and deter criminal activity. overall operation and performance of all Police personnel. The Chief communicates on a regular basis with the Village Manager, Marine Unit other Village Department Directors and Village Council on all police related matters. The Village of North Palm Beach, being a boating community, has a number of waterways within its jurisdiction. Since the The Administrative Coordinator is responsible for all secretarial Village borders Lake Worth, the Intracoastal Waterway and duties required by the Chief of Police. The Coordinator also Earman River, a Marine Unit is deployed to provide for the safety performs duties related to payroll, purchasing, and Criminal of the boating public and to investigate any marine related issues. Justice Standards and Training Commission requirements. The Police Department consists of two (2) divisions: an Operations Division and an Operations Support Division. FY 2013 Proposed Budget Page 115 of 283 Community Policing - Crime Prevention This was accomplished even with the challenge of ongoing road construction projects which typically have an adverse affect on A Police Sergeant is certified as a crime prevention practitioner our goal to further reduce such occurrences. and is responsible for coordination of community programs, residential and business security surveys, and acts as primary Enforcement Initiatives: advisor to our Police Explorers. 2010 4,951 citations, 775 warnings 2011 2,566 citations, 495 warnings Traininz (enhanced traffic enforcement underway) The Police Department continues to work diligently to improve its Crime Scene training programs with the realization that by providing staff with the best training possible their performance will be enhanced and The Department's fully functional crime scene component, which the delivery of services will be improved. The Training Section is began with the conversion of a retired EMS vehicle and the exploring new initiatives for officer development and the assignment of a trained investigator, continues to develop. The Department now hosts regional classes to provide them the tools Crime Scene van has the needed equipment to process almost any to be successful. Officers receive regular high liability training, scene and to collect evidence that may assist in the apprehension along with various other classes to develop their abilities. of a suspect or suspects. The vehicle is also outfitted to serve as a mobile command post if the need arises. Traffic Safety Technology The Police Department continues to closely monitor its response to traffic crashes within the Village. Because citizen safety is The Department continues to research methods for staff to work paramount, the Department is always looking for ways to decrease "smarter" not necessarily "harder." The Village Information traffic crashes. An analysis of accident data identifies causation, Technology Department worked with crime prevention officers to frequency, location, and time of day allowing the Department to deploy surveillance technology at key locations to assist the focus its education and enforcement efforts. In addition, the Department with crime prevention and detection. Each police Department deploys traffic monitoring devices to pinpoint and vehicle is equipped with its own laptop for report writing and easy verify traffic complaint issues. This proactive approach enables access to crime and records information. In-car technology the Department to maximize the use of our resources and to have includes a CAD alert system, which details significant events. the greatest impact on the identified problem areas. National Accreditation Traffic Crashes: • 2010 total is 304 The Commission on Accreditation for Law Enforcement • 2011 total is 295 Agencies, Inc. (CALEA®) proudly announced that on July 30, 2011 the North Palm Beach Police Department received its first The Operations Division's efforts have resulted in a decrease in national re-accreditation by meeting the commissions highly the number of crashes (17 fewer) over the previous year. regarded and broadly recognized body of law enforcement standards established by CALEA. FY 2013 Proposed Budget Page 116 of 283 The North Palm Beach Police Department continued in the re- The Explorers work hand-in-hand with the Police Officers and accreditation process which began 3 years ago after receiving our assist them in community policing philosophy. The program is initial accreditation in 2008. The accreditation core team directed toward people who have an interest in the field of law continued the daunting challenge of reviewing and insuring enforcement. Each Explorer must meet certain requirements compliance with all policies as well as completing inventories and before being accepted into the program. The program currently task analysis' to bring the police department into compliance with has nine (9)participants. the high standards set by CALEA. Police Reserve Program By choosing to be accredited through CALEA, your Police Department voluntarily accepted the challenge to meet the most The Reserve program is for adult individuals who have an interest rigorous set of standards designed for law enforcement in the in serving their community as part of the Law Enforcement United States. The Police Department agreed to meet all the Department. Upon successful completion of applicant processing, standards applicable to the largest size agency defined by candidates must attend an Academy and pass a state exam to CALEA, and to prove compliance with those standards on a become certified as Auxiliary (Reserve) Officers. They assist continual basis through documentation and inspection. Inspections full-time officers in every aspect of their jobs and provide occur both internally and every three years by a team of law assistance during special events. The program currently has five (5) enforcement professionals chosen by CALEA from non-bordering Reserve Officers. jurisdictions. Security Surveys/Home and Business CALEA standards apply to patrol, investigations, administration, crime prevention, property and evidence, the Reserves, the The Department's specially trained Community Policing/Crime Explorers programs, and all areas of Police Department operations. Prevention staff offer free residential and business security surveys to reduce the chances of a break-in at a residence or Communications business. The officer provides tips about door locks, alarm systems, lighting, landscaping, and other areas that may help The Department has completed an upgrade project in cooperation prevent the property owner from becoming a victim. The with the Village's Information Technology Department to update Department completed forty-one (41) security surveys in 2011. and further enhance its own security monitoring ability. Additional security cameras were deployed in several Village Trespass Program property locations as part of this project. This program allows business owners to sign an affidavit giving Community Programs: consent for public safety officers to act as an agent, thereby giving them the authority to request people to vacate the premises. After Explorer Program the affidavit is signed, the owner installs, (at their own expense) specifically worded "No Trespass" signs in visible locations. The Explorer program is for individuals between the ages of 14 Public Safety Officers must advise persons found on the premises and 18. The participants are introduced to the many facets of law that failure to leave the area may result in arrest. Currently there enforcement and emergency services. are thirty-seven (37)properties involved in this program. FY 2013 Proposed Budget Page 117 of 283 Combat Auto Theft(C.A.T.)Program Gun Lock Program The C.A.T. program is used to fight back against auto theft. Upon Free gun locks are given to residents to keep their homes safe through registration (including proof of vehicle ownership and driver's license) secured firearms. The Department distributed 500 gun locks in 2011. the vehicle owner signs a consent form authorizing Public Safety Officers to conduct a traffic stop on their vehicle if the vehicle is Crime Prevention Meetings being operated between the hours of 1:00 A.M. and 5:00 A.M. A yellow C.A.T. sticker is placed on the rear window notifying Officers conduct crime prevention meetings throughout the Police Officers of participation in the program. Currently there community to learn and discuss what problems may be occurring are 372 participants enrolled in the C.A.T. program. and ways to help one another combat crime. This is an open dialogue between all parties involved, finding solutions to issues. Alert Program This program also helps to organize neighborhoods into Crime Watch groups. The Department conducted 160 meetings in 2011. Crime and information bulletins are distributed to residents and business owners to notify them of current crime trends and Neighborhood Watch Meetings prevention strategies. The philosophy is to create an atmosphere of awareness that reduces the chances of residents and business Preventing crime in the community is a shared responsibility owners becoming victims of crime. This prevention strategy is between the police and residents. Neighborhood Watch has been accomplished by a park, walk, and talk technique and by entrusted with the responsibility of empowering Village residents distributing flyers, faxes, and e-mail. The Department distributed to keep their neighborhoods safe. Safe neighborhoods and crime 4,800 flyers in 2011. prevention education of Village residents is the Department's challenge and goal. The program encourages Village citizens to Cell Phones to Seniors become actively involved with the department through practicing crime prevention techniques and reporting crime or suspicious Cell phones are collected and then given out to senior citizens activity. The Department attended 56 meetings throughout 2011. throughout the area for emergency use. The Department distributed 60 phones in 2011. Operation Safe Kids Crime Opportunity Cards This program is designed to provide education and awareness to children about preventable and dangerous situations. This A card is issued to a citizen/vehicle/residence if a law assembly style presentation teaches children how to identify enforcement officer observes the opportunity for a potential crime potential dangers and to protect themselves from abuse, to occur (i.e. valuables left in plain view, doors unlocked, etc). abduction, and exploitation through a series of interactive This is done in an effort to eliminate the criminal's opportunity to scenarios. The presentation empowers children with the commit crime and prevent the citizen from becoming a victim. information, tools, and support they need to be safe without frightening them. It teaches them how to use their instincts, intuition, and common sense to make smart choices, not scared reactions when confronted by danger. FY 2013 Proposed Budget Page 118 of 283 Safety Awareness Training Seminars Adopt-A-Family Program The concept behind Safety Awareness training is to empower The North Palm Beach Police Department identified local needy individuals and to encourage them to work as a team with police families that were referred by local schools and churches to our officers. Participants are taught how crime prevention relates to program. The goal was to provide these families with food, them and how to anticipate and recognize their crime-risk potential. clothing, gifts, and basic household items during the holiday Citizens are educated and provided information on a variety of season. The Department also facilitated contact between these topics including personal safety, child safety, internet safety, gun families and charitable organizations that are able to provide safety, identity theft, and how to protect their home and vehicle sustained support. This project assisted ten (10) families and 26 from burglary. The Department conducted 50 seminars in 2011. children in 2011. We're Watching Program Personnel Chan This program encourages business owners and employees to The personnel/title changes for Fiscal Year 2013 are as follows: "Watch Out" for their business to prevent criminal activity. • Addition of one (1)part-time CALEA Manager position Workers On Watch (WOW) Current Year Accomplishments and New Initiatives This program encourages the many employees of the Village to remain vigilant and immediately report any suspicious activity to Department staff is continually encouraged to think outside of the the police. This program is a cooperative effort between the box, utilize their initiative and remain ever diligent in the ongoing Department and the other entities within the Village to help quest for better service delivery methods. As a result, the prevent crime and assist with quality of life issues. Department continues to identify those areas requiring process refinement and remains open to new methodology, innovative Child Identification Program ideas, and other enhancements to existing programs. Many of the Department's ongoing, successful and newly proposed programs This program is designed to promote the safety of children by are represented in this summary. focusing on prevention strategies. The equipment allows the capture of a child's contact, medical information, photograph and fingerprints. This allows for law enforcement to provide quick and accurate response in the event of a crisis. A total of 500 children were fingerprinted in 2011. D.A.R.E. Program Drug Abuse Resistance Education (D.A.R.E.) is offered in community schools by specially trained officers. In 2011 we graduated 100 sixth grade students from the program. FY 2013 Proposed Budget Page 119 of 283 Transitional Neighborhood Teams Goals and Objectives Transitional Neighborhood teams (TNT) consist of one detective, In the coming year, the Police Department plans to achieve the one K-9 Officer, one police officer and one code enforcement following goals and objectives: officer working part-time towards the goal of addressing those transitional neighborhoods identified through crime trends and Council Goal: quality of life issues as being at risk portions of the community. Maintain a High Quality of Life in the Village • The focus of TNT is to address Section 8 housing fraud in Department Goal: partnership with HUD and the County housing authority. Provide for a safe and secure community. This approach yields positive results in removing felons from our community. Objectives: • Increased traffic enforcement in targeted transitional a. Maintain ratio of UCR Part I crimes reported at current clearance neighborhoods, which leads to other offense enforcement. rate (currently exceeds State& Palm Beach County average). • Truant interdiction partners TNT with school police and b. Enhance traffic safety for Village residents through education parents engaging on truants who become at risk for and enforcement efforts to reduce crashes. committing property crimes when absent from school. c. Increase participation with community groups through meetings, events, and resident participation. The desired outcome of TNT is neighborhood stabilization and d. Focus on transitional neighborhoods using both community crime reduction. policing philosophies and transitional neighborhood team initiatives to reduce crime and improve the quality of life. During Fiscal Year 2011-2012, the Law Enforcement Department achieved the following new initiatives and improvement goals: Council Goal: Improve the Overall appearance of the Village • Successfully completed the Department's first CALEA national re-accreditation three-year process and on-site inspection; Department Goal: • Achieved reduction in Part I Crime; 18.1% Partner with Community Development and Code Compliance • Achieved Part I clearance rate of 25%; to assist with education and enforcement efforts toward • Achieved traffic crash reduction; nuisance abatement. • Increased Community Participation/Meetings; and • Increased Code Enforcement Actions. Objectives: a. Continued educational efforts with Village residents on code requirements with emphasis on quality of life issues. b. Increase code compliance on quality of life issues. FY 2013 Proposed Budget Page 120 of 283 Performance Measures Performance FY 2011 FY 2012 FY 2013 Measure Actual Projected Estimated North h Clearance Palm Beach 2011 Increase flyer distribution 4,800 4,850 5,000 & community campaigns Number of code 158 175 200 iiillp compliance issues Ratio of UCR Part I crime 25% 34% 34% & clearance Increase number of citations and warnings issued for 3,001 6,500 6,960 traffic stops by 10% Reduce traffic crash 295 275 250 reports by 10% Increase Number of HOA, ■Cleared by arrest ❑Pending Crime Watch, and 216 300 325 Community Meetings UCR(Uniform Crime Reporting) Clearance Rate Part 1 Crimes: This chart represents the total clearance of the Village's most serious criminal offenses. The Law Enforcement Department has achieved 25.5% for the year, which exceeds the State average of approximately 20%. Overall crime has been reduced by 18.9% during 2011. FY 2013 Proposed Budget Page 121 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Law Enforcement %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 2,761,408 $ 2,761,838 0% $ 2,579,854 $ 2,552,924 $ 2,440,956 Overtime Pay 150,000 188,000 -20% 134,751 163,111 145,055 Part-time Pay 67,386 2,978,794 51,698 30% 60,342 51,162 51,371 Benefits: Pension 604,426 607,203 0% 478,687 512,008 460,041 Health Insurance 444,134 413,104 8% 388,752 356,729 283,188 FICA/Medicare 227,878 229,432 -1% 201,851 201,260 192,739 Long Term Disability Insurance 12,007 15,728 -24% 14,377 14,004 13,292 Short Tenn Disability Insurance 9,433 - 0% - - - Life Insurance 3,741 4,644 -19% 4,509 4,545 4,443 Worker's Compensation 61,797 54,600 13% 48,283 55,142 138,876 Other - 1,363,416 7,150 -100% 1,650 8,522 8,808 $ 4,342,210 $ 4,333,397 0% $ 3,913,057 $ 3,919,407 $ 3,738,768 Operating Advertising 250 250 0% 25 0 802 Books,Publications&Subscriptions 900 600 50% 681 538 418 Conferences&Seminars 700 0 0% 0 0 1,045 Contractual Services 13,544 10,100 34% 8,773 7,839 8,364 Employee Relations 1,500 500 200% 212 454 357 Gas,Oil&Lubricants 95,000 86,500 10% 89,834 78,841 75,442 Law Enforcement Trust(Operating) 0 0 0% 4,000 14,088 1,320 Licenses&Fees 446 250 78% 568 2,582 1,993 Materials&Supplies 25,735 26,050 -1% 25,077 20,949 24,826 Memberships&Dues 850 570 49% 1,074 605 670 Printing&Binding 2,500 800 213% 918 1,058 1,792 Rental 8,400 8,400 0% 8,400 5,850 7,150 Repairs&Maintenance 49,107 37,900 30% 43,562 24,056 40,054 Travel&Training 20,600 12,500 65% 13,048 8,857 10,996 Uniforms 16,600 10,000 66% 7,819 9,056 13,453 Utilities 12,060 9,800 23% 9,347 9,710 10,061 Other Operating Costs 0 0 0% 1,792 258 5,571 248,192 204,220 22% 215,129 184,742 204,313 Capital Automotive 115,568 57,582 101% 72,187 54,196 14,000 Audio,Visual,&Comm.Sys 0 0 0% 0 0 0 Capital-Law Enforcement Trust 0 0 0% 0 0 7,392 Computer Hardware&Software 0 0 0% 0 0 8,850 Construction&Major Renovation 0 0 0% 0 0 0 Machinery&Equipment 0 0 0% 0 0 0 115,568 57,582 101% 72,187 54,196 30,242 Total Expenses $ 4,705,970 $ 4,595,199 2% $ 4,200,373 $ 4,158,345 $ 3,973,322 FY 2013 Proposed Budget Page 122 of 283 Fire Rescue Fire Chief 1 FT Fire Inspector 1 FT Fire Captain 1 FT Volunteer Firefighters 18 Fire Rescue Shifts: Fire Lieutenants 3 FT Firefighter/Medics 15 FT Firefighter/EMT's 3 FT Summary: Change: FT = 24 PT = 0 Volunteers = 18 FY 2013 Proposed Budget Page 123 of 283 Fire Rescue Mission Statement The Fire Inspector is responsible for all annual existing business inspections as well as inspecting new construction for code The North Palm Beach Fire Rescue Department is committed to compliance. In addition, the Fire Inspector reviews all building providing exceptional life safety services through the delivery of plans and permits for code compliance. quality, professional fire suppression, emergency medical services, fire code enforcement and community education. The Fire Rescue Lieutenants are each assigned a six-personnel shift. Each shift works a 24-hour on duty/48-hour off-duty Service Levels Narrative schedule with each member having an additional scheduled day off every three weeks; this averages to a 48-hour work week. The Fire Rescue Department consists of a fire chief, fire captain, a Mandatory minimum daily staffing is five people, with two on an fire inspector, three fire rescue lieutenants, fifteen firefighter/paramedics, ambulance and three on a fire engine. The Lieutenants are three firefighter/EMT and eighteen volunteers. responsible for the day-to-day operations; responding to emergency calls, in-house training drills, apparatus and equipment The Fire Chief serves as part of the Village management team maintenance and station maintenance. The Lieutenants are also reporting to the Village Manager. The Fire Chief manages the called upon to provide public/group tours of the fire station and resources of the Fire Rescue Department, performing present fire safety information to school groups and citizen administrative duties such as budget preparation and long term organizations. planning. The Fire Chief coordinates with other Village departments, most often Community Development, to minimize Our volunteers are required to hold the same certifications as our conflicts between code issues that might affect projects within the career personnel; Firefighter II and EMT or paramedic Village. The Fire Chief may serve in any capacity up to and certification. They are also required to attend at least two monthly including incident commander during a man-made or natural disaster. fire drills and ride a minimum of twenty-four hours per month with our career personnel. They can be assigned any duty for which The Fire Captain serves as training officer and liaison to other fire they are certified, and supplement,but never replace career personnel. and EMS organizations. As such, the Captain represents the department at various countywide association meetings. The Captain arranges training required to maintain certification and skills, and maintains the training records necessary to comply with county and state laws. FY 2013 Proposed Budget Page 124 of 283 Current Year Accomplishments and New Initiatives Council Goal: Enhance the Spirit and Participation of our Community During Fiscal Year 2011, the Fire Rescue Department achieved the following new initiatives and goals for improvement: Department Goal: Encourage and improve both resident and business • Instituted updated Standard Operating Guidelines; involvement in Village programs and events. • Awarded a PBC EMS non-matching grant to purchase an automated medical inventory system; Objectives: • Recertified all personnel in PALS (Pediatric Advanced a. Increase attendance at annual Safety Fair. Life Support); b. Increase number of Village businesses represented at the • Received the Residential Fire Safety Institute's Life Safety annual Safety Fair. Award; and • Participated in a number of Village and countywide events including our Annual Safety Fair, Heritage Day, Performance Measures 9/11 Remembrance Ceremony and Veterans' Day Ceremony. Performance FY 2011 FY 2012 FY 2013 Goals and Objectives Measure Actual Projected Estimated In the coming year, the Fire Rescue Division plans to achieve the Village Businesses 6 6 7 involved in the Safety Fair following goals and objectives: Media advertising for the 4 4 5 Council Goal: Safety Fair Maintain a High Quality of Life in the Village 8 minute response time 80%of the time 5.22 5.19 5.2 Department Goal: Maintain a response time that meets or exceeds the Personnel Training Hours 3,712 3,473 3,500 countywide standard of eight(8) minutes 80% of the time. Objectives: a. Conduct operational readiness drills to enhance staff speed in deployment and overall readiness. b. Conduct map and area familiarization drills with staff monthly. FY 2013 Proposed Budget Page 125 of 283 Response Time by Year Personnel Training Hours 5.22 3,800 5.21 5.22 3,700 3,712 5.2 3,600 5.19 5.2 3,500 5.18 5.19 3,400 3,473 3,500 5.17 3,300 ❑FY 2011 ❑FY 2012 ❑FY 2013 0 FY 2011 ❑FY 2012 ❑FY 2013 Response Times: As depicted in the above graph, the average Personnel Training Hours: This graph depicts our current response time is well below the eight-minute county maximum training pattern. As newer personnel expand their knowledge limit and we anticipate a continued trend well below the county goal. base, training hours will increase as certification goals are met. FY 2013 Proposed Budget Page 126 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Fire Rescue %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 1,692,182 $ 1,668,123 1% $ 1,590,479 $ 1,548,589 $ 1,449,793 Overtime Pay 92,800 85,000 9% 71,306 139,470 125,143 Part-time Pay - 1,784,982 - 0% - - - Benefits: Pension 378,035 367,985 3% 304,842 306,683 283,467 Health Insurance 226,421 215,627 5% 264,438 242,236 203,740 FICA/Medicare 136,552 134,023 2% 120,241 122,340 114,766 Long Term Disability Insurance 7,472 9,653 -23% 8,890 8,636 8,030 Short Term Disability Insurance 5,904 - 0% - - - Life Insurance 2,088 2,592 -19% 2,565 2,547 2,484 Worker's Compensation 49,980 42,618 17% 36,322 39,023 169,488 Other - 806,452 - 0% - - - $ 2,591,434 $ 2,525,621 3% $ 2,399,084 $ 2,409,524 $ 2,356,910 Operating Books,Publications&Subscriptions 950 950 0% 833 745 972 Conferences&Seminars 0 0 0% 0 0 0 Contractual Services 25,000 25,300 -1% 23,178 18,654 1,065 Gas,Oil&Lubricants 24,170 20,014 21% 22,102 19,079 12,351 Licenses&Fees 1,180 500 136% 1,620 3,406 6,564 Materials&Supplies 60,817 56,708 7% 45,716 23,462 37,621 Memberships&Dues 819 819 0% 494 694 705 Printing&Binding 600 500 20% 294 395 0 Professional Services 15,600 16,400 -5% 14,911 15,613 15,254 Repairs&Maintenance 8,000 15,500 -48% 6,959 13,186 14,295 Travel&Training 16,710 15,140 10% 10,428 13,645 9,455 Uniforms 11,500 13,000 -12% 10,565 10,354 17,908 Utilities 775 1,000 -23% 737 1,006 1,332 Volunteer Firefighter Drill Pay 10,800 10,800 0% 8,475 11,800 11,215 Other Operating Costs 1,600 0 0% 65 0 692 178,521 176,631 1% 146,378 132,039 129,430 Capital Automotive 0 0 0% 0 0 184,900 Audio,Visual,&Comm.Sys 0 0 0% 0 0 0 Computer Hardware&Software 0 0 0% 0 0 0 Construction&Major Renovation 0 0 0% 0 0 0 Machinery&Equipment 200,000 0 0% 0 0 38,207 200,000 0 0% 0 0 223,107 Total Expenses $ 2,969,955 $ 2,702,252 10% $ 2,545,461 $ 2,541,563 $ 2,709,447 FY 2013 Proposed Budget Page 127 of 283 General Services-Public Safety Mission Statement This Division of Public Safety is for the expressed purpose of accounting for expenditures related to the Public Safety Building that cannot be directly associated with or easily identified to Law Enforcement or Fire Rescue. Some of the items accounted for within this Division include the following: • Public Safety Building Copier and Postage Machine Rental • Public Safety Building Utilities (Telephone, Electric, Water and Sewer) • General Supplies for Public Safety • General Repairs and Maintenance related to the Public Safety Building. FY 2013 Proposed Budget Page 128 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget General Services-Public Safety %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Operating Materials& Supplies 0 0 0% 0 10,829 259 Postage 1,300 1,800 -28% 1,120 1,148 1,151 Rental 10,200 9,750 5% 10,163 10,528 10,787 Repairs&Maintenance 8,550 3,493 145% 9,915 0 0 Utilities 92,469 115,846 -20% 93,792 98,424 115,174 Other Operating Costs 80 80 0% 76 0 56 112,599 130,969 -14% 115,066 120,930 127,427 Capital Audio,Visual,&Comm. Sys 0 0 0% 0 0 5,992 Computer Hardware& Software 0 0 0% 0 0 0 Construction&Major Renovation 50,000 0 0% 0 0 5,840 Machinery&Equipment 0 61,500 -100% 0 0 0 50,000 61,500 -19% 0 0 11,832 Total Expenses S 162,599 S 192,469 -16% S 115,066 S 120,930 S 139,259 FY 2013 Proposed Budget Page 129 of 283 Public Works Director of Public Works 1 FT Superintendent of Public Works 1 FT Accounting Clerk 1 FT Facility and Vehicle Division Sanitation Division Streets &Grounds Division Supervisor 1 FT Supervisor 1 FT Trades Mechanic III 1 FT Sanitation Driver/Operator 6 FT Equipment Operator II 2 FT Trades Mechanic II 3 FT Irrigation Tech II 1 FT Mechanic 3 FT Sanitation Collector 12 FT Irrigation Tech 1 1 FT Grounds Maintenance Worker 3 FT Summary: Change: FT= 37 PT= 0 FY 2013 Proposed Budget Page 130 of 283 Public Works Mission Statement The Superintendent of Public Works is responsible for assisting the Director with the oversight of the Public Works Department, To provide the highest quality of service to our citizens and focusing specifically on the Facility& Vehicle Maintenance Division. businesses by maintaining Village facilities, grounds and This Division is comprised of one (1) Trades Mechanic III, roadways with the most effective and cost efficient methods and three (3) Trades Mechanic II's and three (3)Mechanics. by looking after the needs and safety of the community. The Division's Trades Mechanics are responsible for the repair, Service Level Narrative maintenance, and overall appearance of Village buildings and facilities including Village Hall, Public Safety, the Library, the Public Works is comprised of four divisions: Public Works Community Center, Anchorage Park and Marina, Osborne Park, Administration; Facility & Vehicle Maintenance; Sanitation; and Lakeside Park, Public Works, the Tennis facility, the Country Street/Grounds Maintenance. It is the responsibility of each of Club clubhouse, and all Village-owned street lights. The Facility these divisions to facilitate maintenance of the Village Maintenance staff constructs and assembles furniture, completes infrastructure while maintaining a focus on the needs, concerns minor office remodeling, monitors building operations, performs and safety of the residents. preventive maintenance and makes repairs to HVAC equipment, electrical, lighting, plumbing, and street lights. Facility staff is The Public Works Administration is comprised of the Director of also responsible for the appearance (painting and repair) of all Public Works, one (1) full-time Superintendent of Public Works, Village buildings and assists in the repair of irrigation pump motors. and one (1) full-time Accounting Clerk. The Director of Public Works oversees and supervises all areas of the Public Works The Facilities Division also provides general maintenance for the Department, provides professional managerial oversight to the Golf Pro Shop, Restaurant/Lounge and Country Club Administrative department and assistance to the Village Administration and the offices. These labor charges are then submitted to the Country Club public. The Director is responsible for staffing, scheduling, Administration for payment to the Village General Fund. No tax budgetary controls, and maintaining appropriate customer service dollars are utilized for facilities at the North Palm Beach Country Club levels in the department while overseeing the workflow of the that fall within the Enterprise Fund. staff. The Director also enforces Village and departmental Major Facility Maintenance priorities include: policies and guidelines to ensure adequate safety procedures are followed and that the Public Works staff is operating as efficiently • Continuing to upgrade HVAC systems, replacing older and productively as possible. systems to take advantage of newer energy saving models and reducing the impacts of equipment failure; The Accounting Clerk assists the Director with the day-to-day • Developing a street lighting enhancement plan for neighborhood operations of the department including processing payroll and areas without or with limited nighttime lighting. Lighting invoices, correspondence with contractors and consultants, and themes, style, color and materials would enhance safety and answering inquiries from the public. improve the Village's identity; FY 2013 Proposed Budget Page 131 of 283 • Investigate energy saving equipment and devices to reduce Sanitation continues to be impacted by substantial rises in fuel electrical consumption throughout the village; costs, vehicle maintenance costs, personnel injuries, and the cost • Research alternatives to existing signage that will enhance of capital equipment. In the coming years, the Administration communications with village residents; and will be tasked with providing an alternate way of collecting • Continuing the program for painting, landscaping and lighting household garbage and waste throughout the Village. This is facilities to maintain a high quality of appearance. partly in response to the fact that the jitneys (which have become so much a part of everyday life in the Village) are no longer being The Division's Fleet Maintenance staff maintains and repairs manufactured; parts are becoming more difficult to find. The vehicles and equipment utilized by the Public Safety, Community move to alternate means of collection will be done with an Development, Public Works, and Parks & Recreation Departments understanding that the residents still request side door service. to ensure that all Village-owned vehicles are maintained at or above This will require the distribution of wheeled containers that levels recommended by manufacturers. remain at the side of the house. On scheduled collection days, the container will be taken to the street, connected to our truck, The Village fleet/equipment consists of 98 licensed vehicles and dumped and then wheeled back up to the side of the house by numerous pieces of off-road and small equipment (i.e. chain saws, Sanitation staff. Several of the Village's current packer trucks generators, grinders, pumps, etc.). Another aspect of the division is have already been retrofitted to accommodate the new the renovation of the three wheel carts that are utilized for the wheeled containers. collection of garbage in the Village. Fleet provides fabrication and welding for the various departments. This division also maintains During this coming Fiscal Year the Department will seek to various carts used in the driving range operations at the Country Club. purchase one tandem-axle rear-loading packer truck to replace the Those labor charges are then reimbursed by the Country Club. remaining single axle truck in the fleet. Tandem-axle trucks reduce the number of trips to the landfill which improves staff Major Fleet Maintenance renovation priorities for the proposed productivity and lower fuel costs. It also has reduced the number budget include: of overweight tickets, which was prevalent with the single axle. • Oversight of vehicle purchases to ensure equipment is compatible with its intended use. The Sanitation Division recognizes the rising costs and impact to customer service created by workers' compensation claims. In an effort to positively affect these areas, the Sanitation Division will The Sanitation Division currently consists of one (1) Supervisor, continue to discuss, train and promote safety practices and to hold six (6) Sanitation Driver/Operators, and twelve (12) Sanitation safety programs for staff throughout the year. Collectors. The Division provides backdoor garbage collection 3-times a week, curbside vegetation and bulk trash items 2-times a week, and curbside recycling once a week. The Village's Monday through Friday, 5-days-a-week sanitation service is a unique and costly level of service when compared to surrounding municipalities. FY 2013 Proposed Budget Page 132 of 283 The Street Maintenance Division is comprised of one (1) Supervisor, The Street Maintenance Division construction and major renovation two (2) Equipment Operator II's, three (3) Street/Grounds priorities for this year's budget include: Maintenance Workers, one (1) Irrigation Tech II, and one (1) . Sidewalk replacement due to the impacts, deterioration and Irrigation Tech I. damage of Village sidewalks by tree roots, the Division has budgeted funds for outside repair work as needed. This has The Street Maintenance Division is responsible for the proved to be a very cost effective process. The contractor maintenance and repair of the infrastructure throughout the has significantly more resources at his disposal, which allow Village. Work includes preparation of streets for the Village's him to affect a much larger area in a shorter amount of time annual overlay program; patching potholes; repair and replacement than could ever be accomplished by the Public Works staff of sidewalks; repair or replacement of traffic signs; addressing line • Drainage pipe repairs — during the annual NPDES of sight issues at all intersections within Village limits, maintenance inspections, which look at outfalls and catch basins that are of the Village storm drainage system; and administration of integral to the storm water runoff, special attention is paid to NPDES permitting, inspections and reporting requirements. the condition and integrity of this complex system. This Division oversees the work of the landscape contractor who Current Year Accomplishments and New Initiatives is responsible for all landscape maintenance of Village properties, including the various parks. This Division also installs new During Fiscal Year 2011/2012, the Public Works Department vegetation as part of the Village's revitalization program. Further achieved the following new initiatives and goals for improvement: responsibilities include the replacement of landscape material that is damaged as the result of automobile accidents or vandalism. • Repaired pipe joint of storm drain system located at 921 Dogwood Road; During the coming year, Street Maintenance Division plans to: • Repaired pipe joint in the 54 inch outfall pipe located • Develop a median revitalization plan to provide for visually behind the residence at 937 Laurel Road; attractive landscaping while reducing water consumption; • Replaced a/c chiller at the Public Safety facility; • Continue with the very successful outsourcing of maintenance • Replaced a/c chiller at the Village Hall facility; of all Village parks and landscape areas; and • Installed an 8' pre-cast wall around the Public Works • Be proactive in its approach to the guidelines of the NPDES, property; and which emphasizes monitoring of the Village's storm water • Repaired various sections of damaged sidewalk system and to be vigilant for illicit spills and discharges. throughout the village totaling 3,855 lineal feet. FY 2013 Proposed Budget Page 133 of 283 Goals and Objectives Council Goal: In addition to the "New Initiatives," in the coming year, the Public Improve the Overall Appearance of the Village Works Department plans to achieve the following goals and objectives: Department Goal: Council Goal: Increase lineal footage of sidewalk repairs. Protect the Financial Integrity of the Village in a Difficult Objectives: Economic Environment a. Prepare priority list based on daily observation and reporting by residents and other entities. Department Goal: b. Continued education of residents through informative articles Reduction of workers' compensation cases. in the Village Newsletter to ensure that they understand who Objectives: and where they need to report safety concerns such as raised a. Specific training of staff. areas or incidents that have occurred with themselves or neighbors. b. Monitoring of employee work areas. Department Goal: c. In-depth study of employees' habits and tendencies. Improve the appearance of medians and Village grounds. d. Conduct case studies of accidents to initiate preventative measures. Objectives: Department Goal: a. Replacement of dead or damaged vegetation. Reduction of Solid Waste Disposal Fees. b. Develop planting scheme. Objectives: c. Work with landscape contractor to ensure adherence to contract. a. Continued education of residents and staff on keeping items performance Measures separated for collection, particularly trash and vegetation. b. Continued education and encouragement of recycling to Performance FY 2011 FY 2012 FY 2013 reduce disposal fees. Measure Actual Estimated Projected c. Effective scheduling of personnel and equipment to specific tasks. worker Comp cases 5 2 2 d. Observation of Village activity. e. Adhering to collection schedule. Fuel consumption 35,224 33,171 33,000 f Enforce the village's vegetative debris ordinance Sidewalk repair(lineal feet) 3,855 320 1,000 Department Goal: Number of illicit discharges(NPDES) 3 4 2 Reduction of fuel consumption. Number of missed garbage complaints 70 68 66 Objectives: Garbage/trash(tons) 6,720 6,541 6,400 a. Perform regular maintenance of vehicles to ensure performance at the optimum levels. Recycled paper(tons) 820 854 871 b. Effective scheduling of projects to team up departments to Recycled glass/plastic(tons) 488 522 540 reduce travel. FY 2013 Proposed Budget Page 134 of 283 Workers' Compensation Cases Illicit Discharges 5 5 4 4 3 3 2 2 1 1 0 0 1Z FY 2011 FY 2012 FY 2013 FY 2011 FY 2012 FY 2013 Actual Projected Estimated Actual Projected Estimated Workers' Compensation Cases: These cases are related to injuries Illicit Discharges: Public Works monitors all catch basins, outfalls, sustained in the work place. Thorough investigation into each and waterways in the corporate limits of the Village. A concerted incident provides valuable information that can be utilized in effort is put forth to maintain clean water standards throughout the preventative measures in the future. Village's vast storm water collection points and canal systems. Fuel Consumption Sidewalk Repairs (Gallons) 36,000 4,000 35,000 3,000 34,000 2,000 33,000 32,000 1,000 31,000 0 FY 2011 FY 2012 FY 2013 FY 2011 FY 2012 FY 2013 Actual Projected Estimated Actual Projected Estimated ❑ 35,224 33,171 33,000 N: 3,855 320 1,000 Fuel Consumption: This is the amount of fuel consumed by the Sidewalk Repairs: Throughout the year, staff surveys sidewalks 38 vehicles and assorted pieces of machinery and equipment assigned Village-wide and prepares a list of pending repairs. Information to the Public Works Department. Great emphasis is placed on submitted by the residents is also included in these estimates. As safety scheduling projects and grouping employees to minimize trips, concerns arise, those items are addressed immediately. thereby cutting fuel consumption. FY 2013 Proposed Budget Page 135 of 283 Refuse Collected Missed Garbage Complaints 6,800 80 6,700 60 6,600 6,500 40 6,400 20 15,300 — 6,200 F.2011 FY 2012 FY 2013 0 FY 2011 FY 2012 FY 2013 Actual Projected Estimated Actual Projected Estimated ■ 6,720 6,541 6,400 ■ 70 68 66 Refuse Collected: The number of tons of garbage and trash that are Missed Garbage Complaints: These are calls received indicating collected on an annual basis. The trend indicating less refuse being that garbage was not collected at a residence or business. Several collected can be directly linked to both current economic environment factors are considered in response to the complaints, such as time and individuals actively participating in recycling programs. of call in relation to the schedule of the crews, location of container and obstructions. All complaints are resolved within 24 hours. Paper&Cardboard Recycling Glass& Plastic Recycling 880 540 860 520 840 500 820 4 800 80 780 FY 2011 FY 2012 FY 2013 460 FY 2011 FY 2012 FY 2013 Actual Projected Estimated Actual Projected Estimated ❑ 820 854 871 ■ 488 522 540 Paper and Cardboard Recycling: Indicators support that more Glass/Plastic Recycling: Indicators support that more individuals individuals are making a conscientious effort to help to reduce the are making a conscientious effort to help to reduce the amount of amount of refuse that eventually ends up at the landfill. refuse that eventually ends up at the landfill. FY 2013 Proposed Budget Page 136 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Public Works(combined) %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 1,656,676 $ 1,668,438 -1% $ 1,635,687 $ 1,602,353 $ 1,551,692 Overtime Pay 16,000 16,750 -4% 7,995 19,442 11,783 Part-time Pay - 1,672,676 - 0% - - - Benefits: Pension 345,823 348,017 -1% 319,069 381,249 379,608 Health Insurance 403,673 384,511 5% 385,764 380,505 334,403 FICA/ Medicare 127,963 128,778 -1% 115,275 113,189 110,422 Long Tenn Disability Insurance 7,413 9,777 -24% 9,468 9,183 8,999 Short Term Disability Insurance 5,859 - 0% - - - Life Insurance 3,219 3,996 -19% 3,996 3,950 4,073 Worker's Compensation 87,258 76,176 15% 74,376 85,616 253,044 Other - 981,208 - 0% (345) 28,580 12,910 $ 2,653,884 $ 2,636,443 1% $2,551,284 $2,624,068 $ 2,666,932 Operating Advertising 1,400 1,400 0% 1,103 1,155 1,156 Contractual Services 621,800 645,200 -4% 577,465 573,479 176,846 Employee Relations 100 100 0% - - - EquipmentRental 3,600 3,600 0% 1,038 6,897 676 Gas,Oil&Lubricants 122,150 114,998 6% 118,484 94,988 90,213 Licenses&Fees 650 600 8% 3,011 1,131 679 Materials&Supplies 264,650 239,400 11% 446,147 223,600 201,667 Memberships&Dues 400 400 0% 15 450 255 NPEDS Permitting 15,000 15,000 0% 10,965 10,643 16,528 Postage 250 250 0% 365 239 225 Printing&Binding 125 200 -38% 26 178 464 Professional Services 1,200 2,000 -40% 2,847 93 2,591 Repairs&Maintenance 192,200 131,700 46% 113,996 120,390 58,556 Solid Waste Disposal 79,524 78,455 1% 43,165 45,815 50,198 Uniforms 12,230 13,630 -10% 12,877 12,716 11,854 Utilities 169,846 162,169 5% 161,756 166,577 152,296 Other Operating Costs 700 0 0% 100 4,616 1,422 1,485,825 1,409,102 5% 1,493,358 1,262,966 765,625 Capital Automotive 0 0 0% 0 19,804 0 Capital 0 0 0% 0 2,640 0 Computer Hardware&Software 0 0 0% 0 0 0 Construction&Major Renovation 98,000 0 0% 0 345,116 555,767 Machinery&Equipment 0 26,000 -100% 0 3,111 30,220 98,000 26,000 277% 0 370,671 585,987 Total Expenses $ 4,237,709 $ 4,071,545 4% $ 4,044,642 $ 4,257,705 $ 4,018,543 FY 2013 Proposed Budget Page 137 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Public Works Administration %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 231,535 $ 230,038 1% $ 228,635 $ 222,456 $ 209,956 Overtime Pay - - 0% - - - Part-time Pay - 231,535 - 0% - - - Benefits: Pension 46,158 45,358 2% 42,176 49,819 50,450 Health Insurance 29,771 28,340 5% 27,810 26,555 22,639 FICA/Medicare 17,713 17,587 1% 16,190 15,493 14,984 Long Term Disability Insurance 1,021 1,329 -23% 1,305 1,274 1,205 Short Term Disability Insurance 744 - 0% - - - Life Insurance 261 324 -19% 324 324 324 Worker's Compensation 1,915 1,662 15% 1,729 1,950 14,988 Other - 97,583 - 0% - - - $ 329,118 $ 324,638 1% $ 318,170 $ 317,871 $ 314,546 Operating Contractual Services 6,800 7,200 -6% 6,413 6,332 6,557 Employee Relations 100 100 0% 0 0 0 Gas,Oil&Lubricants 0 0 0% 0 30 365 Licenses&Fees 0 0 0% 2,798 906 500 Materials&Supplies 1,700 2,000 -15% 1,214 1,724 1,817 Memberships&Dues 400 400 0% 15 450 255 Postage 250 250 0% 365 239 225 Printing&Binding 125 200 -38% 26 178 464 Repairs&Maintenance 0 0 0% 0 52 469 Uniforms 300 300 0% 281 491 101 Utilities 23,540 24,261 -3% 23,967 15,549 15,718 Other Operating Costs 0 0 0% (0) (0) 217 33,215 34,711 -4% 35,079 25,951 26,686 Capital Automotive 0 0 0% - - - Computer Hardware&Software 0 0 0% Construction&Major Renovation 0 0 0% - - - Machinery&Equipment 0 0 0% 0 0 0 0 0 0% 0 0 0 Total Expenses $ 362,333 $ 359,349 1% $ 353,248 $ 343,822 $ 341,232 FY 2013 Proposed Budget Page 138 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Facility Services Original Fiscal %Increase/ Year 2012 (Decrease)over Actual Actual Actual Fiscal Year 2012-2013 Budget 2012 Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 196,139 $ 189,737 3% $ 187,883 $ 180,686 $ 258,873 Overtime Pay 1,500 1,500 0% 1,166 1,489 2,472 Part-time Pay - 197,639 - 0% - - - Benefits: Pension 42,131 40,266 5% 39,637 45,148 59,610 Health Insurance 41,123 39,165 5% 37,915 40,413 56,446 FICA/Medicare 15,120 14,615 3% 12,993 12,275 18,097 Long Term Disability Insurance 881 1,116 -21% 1,079 1,038 1,464 Short Term Disability Insurance 705 - 0% - - - Life Insurance 348 432 -19% 432 413 729 Worker's Compensation 5,660 4,757 19% 4,455 5,710 26,652 Other - 105,968 - 0% - 12,964 - $ 303,607 $ 291,588 4% $ 285,560 $ 300,137 $ 424,343 Operating Contractual Services 175,000 200,000 -13% 148,859 153,327 46,426 Equipment Rental 1,600 1,600 0% 969 6,593 676 Gas,Oil&Lubricants 10,150 9,100 12% 10,268 8,796 8,355 Licenses&Fees 150 200 -25% 75 75 75 Materials&Supplies 36,900 39,500 -7% 29,482 43,093 41,203 Repairs&Maintenance 59,000 59,600 -1% 46,526 56,006 42,406 Solid Waste Disposal 29,524 28,455 4% 25,868 25,044 23,416 Uniforms 1,200 1,200 0% 959 1,319 1,711 Other Operating Costs 700 0 0% (0) 196 314 314,224 339,655 -7% 263,004 294,449 164,583 Capital Automotive 0 0 0% 0 19,804 0 Capital 0 0 0% 0 2,640 0 Computer Hardware&Software 0 0 0% 0 0 0 Construction&Major Renovation 0 0 0% 0 0 0 Machinery&Equipment 0 0 0% 0 3,111 27,149 0 0 0% 0 25,555 27,149 Total Expenses $ 617,831 $ 631,243 -2% $ 548,564 $ 620,140 $ 616,076 FY 2013 Proposed Budget Page 139 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Vehicle Maintenance %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 136,697 $ 130,511 5% $ 126,042 $ 121,565 $ 115,234 Overtime Pay 1,500 1,500 0% 491 652 1,308 Part-time Pay - 138,197 - 0% - - - Benefits: Pension 29,606 27,966 6% 27,316 30,659 31,861 Health Insurance 17,960 17,096 5% 16,717 17,038 14,732 FICA/Medicare 10,573 10,088 5% 9,072 8,712 8,323 Long Term Disability Insurance 614 768 -20% 738 699 675 Short Term Disability Insurance 492 - 0% - - - Life Insurance 261 324 -19% 324 324 324 Worker's Compensation 2,893 2,400 21% 2,364 2,627 8,196 Other - 62,399 - 0% - - - $ 200,596 $ 190,653 5% $ 183,064 $ 182,276 $ 180,654 Operating Contractual Services 5,000 3,000 67% 1,778 2,144 2,953 Gas,Oil&Lubricants 3,500 2,795 25% 3,117 3,117 3,090 Licenses&Fees 500 400 25% 138 150 104 Materials&Supplies 167,750 142,800 17% 136,710 124,242 110,178 Repairs&Maintenance 58,200 48,000 21% 30,968 27,424 108 Uniforms 1,130 1,130 0% 954 919 1,064 Utilities 200 200 0% 0 9,942 9,835 Other Operating Costs 0 0 0% (0) (0) 0 236,280 198,325 19% 173,666 167,938 127,332 Capital Automotive 0 0 0% 0 0 0 Computer Hardware&Software 0 0 0% 0 0 0 Construction&Major Renovation 0 0 0% 0 0 34,095 Machinery&Equipment 0 0 0% 0 0 0 0 0 0% 0 0 34,095 Total Expenses $ 436,876 $ 388,978 12% S 356,730 S 350,213 S 342,081 FY 2013 Proposed Budget Page 140 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Sanitation %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 777,367 $ 780,406 0% $ 765,335 $ 750,025 $ 719,220 Overtime Pay 10,000 10,750 -7% 5,235 15,230 6,508 Part-time Pay - 787,367 - 0% - - - Benefits: Pension 163,732 163,782 0% 146,414 180,597 175,469 Health Insurance 232,055 221,068 5% 216,062 215,022 189,049 FICA/Medicare 60,234 60,451 0% 53,600 53,318 51,234 Long Term Disability Insurance 3,491 4,589 -24% 4,436 4,343 4,210 Short Term Disability Insurance 2,793 - 0% - - - Life Insurance 1,653 2,052 -19% 2,052 2,061 2,057 Worker's Compensation 61,029 53,260 15% 51,771 59,278 174,060 Other - 524,987 - 0% (275) 4,483 12,910 $ 1,312,354 S 1,296,358 1% S 1,244,630 S 1,284,358 S 1,334,716 Operating Advertising 1,400 1,400 0% 1,103 1,155 1,156 Contractual Services 0 0 0% 5,266 0 0 Gas,Oil&Lubricants 87,500 81,250 8% 83,626 66,632 66,200 Materials&Supplies 14,600 14,100 4% 12,131 13,228 13,472 Repairs&Maintenance 0 0 0% 0 0 7,577 Solid Waste Disposal 50,000 50,000 0% 17,297 20,771 26,782 Uniforms 7,000 8,400 -17% 8,505 7,374 6,703 Other Operating Costs 0 0 0% 100 4,170 270 160,500 155,150 3% 128,029 113,330 122,160 Capital Automotive 0 0 0% 0 0 0 Computer Hardware&Software 0 0 0% 0 0 0 Construction&Major Renovation 0 0 0% 0 0 0 Machinery&Equipment 0 26,000 -100% 0 0 0 0 26,000 -100% 0 0 0 Total Expenses S 1,472,854 S 1,477,508 0% S 1,372,658 S 1,397,688 S 1,456,876 FY 2013 Proposed Budget Page 141 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Streets& Grounds %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 314,938 $ 337,746 -7% $ 327,792 $ 327,620 $ 248,409 Overtime Pay 3,000 3,000 0% 1,103 2,071 1,495 Part-time Pay - 317,938 - 0% - - - Benefits: Pension 64,196 70,645 -9% 63,526 75,027 62,216 Health Insurance 82,764 78,842 5% 87,260 81,477 51,536 FICA/Medicare 24,323 26,037 -7% 23,420 23,390 17,784 Long Term Disability Insurance 1,406 1,975 -29% 1,910 1,830 1,445 Short Term Disability Insurance 1,125 - 0% - - - Life Insurance 696 864 -19% 864 828 639 Worker's Compensation 15,761 14,097 12% 14,056 16,051 29,148 Other - 190,271 - 0% (70) 11,133 - $ 508,209 $ 533,206 -5% $ 519,861 $ 539,426 $ 412,672 Operating Contractual Services 435,000 435,000 0% 415,148 411,676 120,910 Equipment Rental 2,000 2,000 0% 69 305 0 Gas,Oil&Lubricants 21,000 21,853 4% 21,473 16,412 12,203 Materials&Supplies 43,700 41,000 7% 266,609 41,313 34,997 NPEDS Permitting 15,000 15,000 0% 10,965 10,643 16,528 Professional Services 1,200 2,000 -40% 2,847 93 2,591 Repairs&Maintenance 75,000 24,100 211% 36,503 36,907 7,995 Uniforms 2,600 2,600 0% 2,178 2,613 2,275 Utilities 146,106 137,708 6% 137,788 141,086 126,744 Other Operating Costs 0 0 0% (0) 250 621 741,606 681,261 9% 893,580 661,299 324,864 Capital Automotive 0 0 0% 0 0 0 Computer Hardware&Software 0 0 0% 0 0 0 Construction&Major Renovation 98,000 0 0% 0 345,116 521,672 Machinery&Equipment 0 0 0% 0 0 3,071 98,000 0 0% 0 345,116 524,743 Total Expenses $ 1,347,815 $ 1,214,467 11% $ 1,413,441 $ 1,545,841 $ 1,262,278 FY 2013 Proposed Budget Page 142 of 283 Community Development Director of Community Development 1 FT Planner 1 FT Building Official 1 FT Code Compliance Officer 1 FT 1 PT Building Const. Inspector II 2 FT Permit& Licensing Tech 2 FT Building Const. Inspector 1 1 PT Summary: Change: FT=8 PT=2 FY 2013 Proposed Budget Page 143 of 283 Community Development Mission Statement The Building Division consists of one (1) full-time Building Official, one (1) part-time Building Construction Inspector I, two To provide the highest level of customer service to our residents (2) full-time Building Construction Inspector II's and two (2) full- and to work in partnership to promote our local businesses for a time Permit & Licensing Technician positions. The Building more sustainable community. Official is responsible for overseeing the day-to-day operations of the Building Division, including: plan review, providing technical Service Levels Narratives support to the contractors and homeowners, insuring projects comply with federal and state regulations, and maintaining The Community Development Department is a full-service budgetary controls. The Building Inspectors are responsible for department responsible for planning and zoning, building and code conducting daily inspections pertaining to the permitted projects compliance. The Department's responsibilities primarily relate to: within the Village. The Inspectors also work closely with contractors enforcing State and local regulations; issuing building permits; and homeowners to provide guidance to complete projects in a business tax receipts and registrations; and maintaining the timely and professional manner. The Permit & Licensing community's overall appearance. Technicians are responsible for processing and issuing building permits, scheduling inspections, scanning and maintaining lot files, The Community Development Administration consists of the and issuing business tax receipts and registrations. This includes Director of Community Development, one (1) full-time Planner preparing the necessary financial reports and daily deposits. and (1) full-time Building Official. The Director oversees and supervises all areas of the Community Development Department. The Code Compliance Division consists of one (1) full-time and This includes providing oversight, guidance to the staff, project one (1) part-time Code Compliance Officer position. The Code management, budgetary controls, and maintaining customer Compliance Officers work in partnership with the residents and service levels to the Village Administration and the public. The local businesses by seeking and developing voluntary compliance Director also enforces the Village's Comprehensive Plan to ensure instead of relying solely on enforcement through punitive measures. proper growth and redevelopment within the Village to maintain This includes educating the public about the importance of obtaining the "small town feeling." proper permits and hiring licensed contractors for all home and business improvements. The Code Compliance Officers are The Planner is responsible for handling all new development and responsible for case preparation, evidence gathering, and presentation redevelopment, future annexations, site plan approvals, re-zoning, of violation cases before the Code Enforcement Special comprehensive plan amendments, zoning compliance, and any Magistrate. Administrative duties include written correspondence, other State or local required amendments. This includes providing property ownership and code research, and tracking compliance support to the Village Council, Planning Commission, Zoning through ongoing data management and reporting. Board of Adjustment, Construction Board of Adjustment and Appeals, and serving as a liaison to the Business Advisory Board. FY 2013 Proposed Budget Page 144 of 283 Current Year Accomplishments and New Initiatives Objectives: a. Continue to enhance and streamline the process for permitting During Fiscal Year 2012, the Community Development Department and commercial projects. accomplished a significant amount of special projects including: b. Provide inspection-scheduling flexibility for contractors and homeowners to expedite projects on time. • Established guidelines for undeveloped and formerly developed c. Establish an electronic submittal for commercial projects. properties within residential and commercial districts; d. Reduce bulk record storage and turn around time for record requests. • Implemented standards for portable storage containers and e. Update inspection checklists for accuracy and consistency. roll-off construction dumpsters for commercial and residential areas; Council Goal: • Implemented new Community Development software Protect the financial integrity of the Village in a difficult including a module for permits and business tax receipts; economic environment • Implemented a new building fee schedule in compliance with Florida Statutes; Department Goal: • Amended Chapter 6 of the Code of Ordinances in Work with the business community to encourage economic compliance with Florida Statutes and reinstated the redevelopment. Construction Board of Adjustment and Appeals; • Changed the configuration of the Building Division offices Objectives: to expedite the permitting process and facilitate customer a. Continue to promote the local business community by service; and partnership with local government agencies. • Established guidelines to regulate placement of mechanical b. Continue to promote the local business community by equipment within the R-1 and R-2 zoning districts. establishing a permanent Business Advisory Board, collaborating with other local governmental agencies, and seeking grant- Goals and Objectives funding opportunities. c. Establish special event guidelines to promote local businesses. In the coming year, the Community Development Department d. Create a visionary plan for the Village's future annexation area plans to achieve the following goals and objectives: along Ellison Wilson Road. e. Create a new light industrial zoning code with potential Council Goal: bioscience research within the Village's Future Annexation Enhance the spirit and participation of our community area along Old Dixie Highway and Richard Road. f Review zoning codes and make recommendations to Village Department Goal: Council for ordinance changes. Enhance the quality of life by increasing customer service g. Conduct a comprehensive sign code study and make during the permitting and inspection process. recommendations to Village Council for ordinance changes to enhance our business community. FY 2013 Proposed Budget Page 145 of 283 Council Goal: Improve the overall appearance of the Village Code Compliance Pro-active v. Reactive Department Goal: To affirm and uphold the community aesthetic standards 23% through consistent application of the Village Code in cooperation with residents and businesses alike. Objectives: a. Continue to be pro-active in obtaining voluntary code compliance prior to issuing written violations. fD b. Maintain the Village's property values and general appearance. 77% c. Decrease the number of code enforcement cases brought before ❑495 Pro-active (Observation and Education) the Special Magistrate through education and alternative methods. ❑ 151 Reactive (Complaint driven investigations) d. Continue pro-active investigation of potential vacant and/or abandoned properties. 675 Total Code Compliance Cases Performance Measures Voluntary Compliance v. Magistrate 591 Performance FY 2011 FY 2012 FY 2013 Measures Actual Projected Estimated 600 Increase number of Inspections 5,385 6,000 6,240 500 Increase number of building 1,625 1,779 1,815 400 84 permits issued 300 Increase number of new 200 businesses 91 108 120 100 Increase number of business 0 1 1 2 Cases Cases forums Voluntarily Scheduled for Number of Code Enforcement Resolved Magistrate Special Magistrate Cases 84 54 50 Increase voluntary Code N/A N/A 100 Code Compliance Cases: The Code Officers collaborate with compliance residents and businesses in an effort to gain voluntary compliance through education and alternative code methods, which in turn reduces the number of Magistrate Hearings. FY 2013 Proposed Budget Page 146 of 283 Building Permits: Historically more building permits are issued Number of Inspections: The total number of building permits during the second-half of the fiscal year. Building permits, issued has been slowly increasing due to the steadily rising demand inspections, and revenues are all anticipated to increase in for residential and commercial redevelopment and is projected to Fiscal Year 2013 based on new multi-family community and increase again next year. The number of inspections required varies, commercial redevelopment. depending on the complexity of the construction project. Building Permits Issued Number of Inspections 2000 1500 FY 2013 6,240 Estimated 1000 FY 2012 6,000 500 Projected 0 FY 2011 5,385 1st half 2nd half Total Actual •FY 2009 605 917 1522 FY 2010 5,498 •FY 2010 757 987 1744 Actu a I ❑FY 2011 754 871 1625 ❑FY 2012 852 937 1789 4500 5000 5500 6000 6500 Building Permit Revenues 600,000.00 500,000.00 400,000.00 300,000.00 200,000.00 100,000.00 0.00 FY 2009 FY 2010 FY 2011 FY 2012 ■1 st half ■2nd half ❑Total FY 2013 Proposed Budget Page 147 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Community Development(combined) %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 509,460 $ 497,303 2% $ 483,001 $ 470,794 $ 436,775 Overtime Pay - - 0% - - - Part-time Pay 49,684 559,144 54,276 -8% 31,350 31,067 36,966 Benefits: 0% Pension 97,900 94,738 3% 79,492 88,457 87,698 Health Insurance 103,715 98,805 5% 96,380 97,206 78,714 MCA/Medicare 42,776 42,163 1% 36,640 35,806 34,050 Long Tenn Disability Insurance 2,277 2,904 -22% 2,798 2,713 2,514 Short Term Disability Insurance 1,821 - 0% - - - LifeInsurance 696 864 -19% 864 864 837 Worker's Compensation 6,388 5,530 16% 5,828 6,037 43,188 Other - 255,573 - 0% 443 8,525 10,725 $ 814,717 $ 796,583 2% $ 736,796 $ 741,469 $ 731,466 Operating Advertising 2,000 3,500 -43% 5,007 3,329 2,020 Books,Publications&Subscriptions 620 1,672 -63% 570 808 666 Comp Plan Amendments 1,500 3,000 -50% 3,000 2,500 9,000 Conferences&Seminars 600 400 50% 300 360 50 Contractual Services 18,700 11,145 68% 4,842 3,960 14,677 Developer Fees 0 0 0% - - - Engineering Fees 0 0 0% 0 0 0 Gas,Oil&Lubricants 8,700 6,851 27% 7,539 6,984 6,323 Materials&Supplies 2,800 2,500 12% 10,737 2,575 1,847 Memberships&Dues 1,847 992 86% 1,070 985 832 Printing&Binding 800 600 33% 609 424 303 Professional Fees 10,000 5,000 100% 7,318 5,985 9,025 Repairs&Maintenance 0 0 0% 2,089 84 1,167 Small Business Grant 0 0 0% 5,000 0 0 Travel&Training 3,305 2,650 25% 2,711 875 1,442 Uniforms 1,400 1,100 27% 815 752 458 Utilities 1,420 1,620 -12% 1,423 2,581 4,405 Other Operating Costs 4,000 0 0% 1,110 450 804 57,692 41,030 41% 54,141 32,652 53,020 Capital Automotive 40,000 0 0% 0 0 0 Computer Hardware&Software 0 0 0% 8,323 0 0 Construction&Major Renovation 0 0 0% 0 0 0 Machinery&Equipment 0 0 0% 0 0 0 40,000 0 0% 8,323 0 0 Total Expenses $ 912,409 $ 837,613 9% $ 799,260 $ 774,121 $ 784,487 FY 2013 Proposed Budget Page 148 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Community Planning %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 148,149 $ 142,018 4% $ 137,219 $ 132,470 $ 126,052 Overtime Pay - - 0% - - - Part-time Pay - 148,149 - 0% - - - Benefits: Pension 26,800 25,554 5% 19,208 25,940 25,930 Health Insurance 34,027 32,438 5% 31,735 31,606 27,159 FICA/Medicare 11,334 10,857 4% 9,766 9,374 8,966 Long Term Disability Insurance 665 835 -20% 804 773 738 Short Term Disability Insurance 532 - 0% - - - Life Insurance 174 216 -19% 216 216 216 Worker's Compensation 256 213 20% 217 252 768 Other - 73,788 - 0% $ 221,937 $ 212,131 5% S 199,165 S 200,630 S 189,829 Operating Advertising 2,000 3,500 -43% 5,007 3,329 1,567 Books,Publications&Subscriptions 0 0 0% 0 0 0 Comp Plan Amendments 1,500 3,000 -50% 3,000 2,500 9,000 Conferences&Seminars 200 0 0% 0 0 50 Contractual Services 5,500 2,900 90% 2,929 978 2,263 Developer Fees 0 0 0% 0 0 0 Engineering Fees 0 0 0% 0 0 0 Gas,Oil&Lubricants 3,100 2,236 39% 2,552 2,222 1,885 Materials&Supplies 500 400 25% 6,685 360 305 Memberships&Dues 550 550 0% 501 532 492 Printing&Binding 300 200 50% 123 93 71 Professional Services 10,000 5,000 100% 7,318 5,985 9,025 Repairs&Maintenance 0 0 0% 0 0 770 Small Business Grant 0 0 0% 5,000 0 0 Travel&Training 0 0 0% 0 0 6 Utilities 720 720 0% 1,023 1,144 1,446 Other Operating Costs 0 0 0% 0 25 (0) 24,370 18,506 32% 34,137 17,168 26,879 Capital Automotive 22,000 0 0% 0 0 0 Computer Hardware&Software 0 0 0% 8,323 0 0 22,000 0 0% 8,323 0 0 Total Expenses $ 268,307 $ 230,637 16% S 241,625 S 217,798 S 216,708 FY 2013 Proposed Budget Page 149 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Building %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 304,667 $ 300,081 2% $ 293,687 $ 287,412 $ 262,051 Overtime Pay - - 0% - - - Part-time Pay 31,137 335,804 31,137 0% 30,492 31,067 29,215 Benefits: Pension 59,130 57,675 3% 49,069 49,789 48,507 Health Insurance 52,674 50,148 5% 48,777 49,797 37,976 FICA/Medicare 25,689 25,318 1% 23,288 23,045 21,220 Long Term Disability Insurance 1,362 1,750 -22% 1,693 1,650 1,497 Short Term Disability Insurance 1,089 - 0% - - - Life Insurance 435 540 -19% 540 540 513 Worker's Compensation 4,757 4,072 17% 4,325 4,802 32,652 Other - 145,136 - 0% - 1,048 7,150 $ 480,940 $ 470,721 2% $ 451,872 $ 449,150 $ 440,781 Operating Advertising 0 0 0% 0 0 453 Books,Publications&Subscriptions 420 1,672 -75% 570 808 666 Conferences&Seminars 400 400 0% 300 0 0 Contractual Services 8,900 6,045 47% 1,248 2,191 12,020 Gas,Oil&Lubricants 2,800 2,730 3% 2,799 2,702 2,297 Materials&Supplies 2,000 2,000 0% 1,829 1,955 1,542 Memberships&Dues 927 387 140% 439 378 215 Printing&Binding 300 300 0% 485 245 233 Repairs&Maintenance 0 0 0% 0 84 335 Travel&Training 2,550 2,250 13% 1,800 875 868 Uniforms 800 800 0% 522 578 165 Utilities 400 720 -44% 306 1,124 2,082 Other Operating Costs 4,000 0 0% 0 0 249 23,497 17,304 36% 10,299 10,939 21,124 Capital Automotive 0 0 0% - - - Computer Hardware&Software 0 0 0% Construction&Major Renovation 0 0 0% - - - Machinery&Equipment 0 0 0% 0 0 0 0 0 0% 0 0 0 Total Expenses $ 504,437 $ 488,025 3% $ 462,171 $ 460,089 $ 461,905 FY 2013 Proposed Budget Page 150 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Code Enforcement %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 56,644 $ 55,204 3% $ 52,095 $ 50,913 $ 48,673 Overtime Pay - - 0% - - - Part-time Pay 18,547 75,191 23,139 -20% 858 - 7,751 Benefits: Pension 11,970 11,509 4% 11,215 12,728 13,261 Health Insurance 17,014 16,219 5% 15,867 15,803 13,579 FICA/Medicare 5,753 5,988 -4% 3,586 3,386 3,864 Long Term Disability Insurance 250 319 -22% 301 290 279 Short Term Disability Insurance 200 - 0% - - - Life Insurance 87 108 -19% 108 108 108 Worker's Compensation 1,375 1,245 10% 1,286 983 9,768 Other - 36,649 - 0% 443 7,477 3,575 $ 111,840 $ 113,731 -2% $ 85,759 $ 91,688 $ 100,857 Operating Books,Publications&Subscriptions 200 0 0% 0 0 0 Conferences&Seminars 0 0 0% 0 360 0 Contractual Services 4,300 2,200 95% 665 792 395 Gas,Oil&Lubricants 2,800 1,885 49% 2,189 2,060 2,142 Materials&Supplies 300 100 200% 2,223 260 0 Memberships&Dues 370 55 573% 130 75 125 Printing&Binding 200 100 100% 0 87 0 Repairs&Maintenance 0 0 0% 2,089 0 62 Travel&Training 755 400 89% 911 0 568 Uniforms 600 300 100% 293 174 293 Utilities 300 180 67% 94 312 877 Other Operating Costs 0 0 0% 1,110 425 554 9,825 5,220 88% 9,705 4,545 5,017 Capital Automotive 18000 0 0% - - - Computer Hardware&Software 0 0 0% Construction&Major Renovation 0 0 0% - - - Machinery&Equipment 0 0 0% 0 0 0 18,000 0 0% 0 0 0 Total Expenses $ 139,665 $ 118,951 17% $ 95,464 $ 96,234 $ 105,874 FY 2013 Proposed Budget Page 151 of 283 Library Director of Library 1 FT Administrative Assistant 1 FT Public Services Circulation Technical Services Librarian 11 1 FT Library Assistant 111 1 FT Library Assistant 111 1 FT Library Clerk 1 PT Library Assistant 1 FT Library Clerk 5 PT Library Page 4 PT Summary: Change: FT = 6 PT = 10 FY 2013 Proposed Budget Page 152 of 283 Library Mission Statement There are 16 staff members (6 full-time employees) in the library; two are librarians with a Master's Degree in Library Science. The Village Public Library provides materials, services, and programs for community residents of all ages providing personal The implementation of improved, automated, circulation software has enrichment and enjoyment, and meeting educational needs. The allowed staff to track circulation usage more efficiently and accurately. Library has a special mission to children and their parents to Previously, some material circulation statistics were tracked manually, encourage a love of reading and learning. which created a potential for inaccuracies. This helps to explain some of the variance in service levels indicated in prior years. Service Levels Narrative Library statistics are a valuable, but limited, tool for gauging the Today there are over 40,000 items in the North Palm Beach Library, amount of services offered. Circulation statistics tell what has 3.33 per capita. Formats include print books, large print, DVD, been checked-out; however, they do not indicate the quality of music CD, Books on CD, books in MP3 format, downloadable e- service being provided. The Library staff maintains a high level audio books, e-books, magazines and newspapers. We also of interaction with our patrons. This has created a unique "brand" circulate six (6) e-readers containing current bestsellers and six (6) for the Village Public Library that is prized by the residents and is children's handheld video players. difficult to quantify. The North Palm Beach Library is open 60 hours per week, seven days per week. Staff orders, catalogs, and maintains books and Current Year Accomplishments and New Initiatives materials for the collection, and periodically purges outdated or worn materials to sell at the annual book sale. Staff processes all During Fiscal Year 2012, the Library achieved the following new borrower registrations and requests and handles oversight of the initiatives and goals for improvement: on-site meeting room. Library programs are scheduled throughout . The Library replaced eight (8) older computers. Four were the year and include: story times; author lectures; genealogy group purchased with budgeted funds and four were purchased by meetings; book discussions; summer reading programs, a foreign the Friends of the Library. The Library's goal is to maintain film club, and other special events. a regular schedule for hardware replacement to ensure we The Library also offers a variety of reference services including: stay current with the latest technology. simple inquiries; research assistance; and inter-library loans of • In November 2011, the Library went live with downloadable materials not in the collection. The adult library has two (2) audio books. We currently offer 3,500 titles 24/7 that can be electronic catalog computers and the children's library has four downloaded to a computer or compatible device. (4) computers with educational software and games for children. • The Library's annual Mystery Night continues to be a The Library has a Computer Lab downstairs with sixteen (16) success. Staff is looking to increase the number of similar computers available for public use — all of which have genealogy, programs offered next year. Microsoft Office and Internet access. The Library has WI-FI throughout the building. The Obert Room is now used as additional space for laptop users. FY 2013 Proposed Budget Page 153 of 283 • In April, 2012 the Library went live with downloadable e-books The Friends of the Library continue to actively support the through membership in the Southeast Florida Municipal Libraries Library. Through their annual author luncheon, book sale, and Digital Consortium. Patrons can download over 775+ e-books bake sale, they have donated funds for the purchase of furniture to a variety of devices. and equipment not covered through the Library's regular • With a recent upgrade to the Library's automation system operating budget. SIRSI and the new "cloud" server, patrons automatically receive reminders and overdue notifications via e-mail. • In May, 2012, the Library began circulating e-readers Library Patrons pre-loaded with best selling titles. • During the summer of 2011 the Library enlisted 17 teen volunteers for a total of 345 hours to assist with the 12000 children's summer reading program. The Library anticipates 10000 from 20 to 25 teen volunteers during the summer of 2012. 8000 • Over 100 children between the ages of 5 and 12 signed up for 6000 the Summer Reading Program in 2011. Special programs, family 4000 movies, and crafts were offered during the eight-week session. 2000 • In August 2011, the Library signed up its 10,000th member. 0 • The Library continues a Facebook page to relay current 2006 2007 2008 2009 2010 2011 2012 information on library services and programs and encourage feedback. It is anticipated that 2,268 users will have visited the site in the current Fiscal Year. • In FY 2012 it is anticipated that over 2,000 individuals will Computer Lab Patrons have signed up to use the public computers every month. 3000 Ratio of Print to Nan-Print 2500 In Collection Ratio of Print to Non-Print in Circulation 2000 ❑ Piint 16 i, 1500 ■ Media 42% D58%Fm Print ■ Media 1000 500 84^s 0 Oct Nov Dec Jan Feb Mar Apr FY 2013 Proposed Budget Page 154 of 283 Goals and Objectives Performance Measures In the coming year, the Library plans to achieve the following Performance FY 2011 FY 2012 FY 2013 goals and objectives: Measure Actual Projected Estimated Council Goal: Increase membership 10,142 10,446 10,759 Enhance the spirit and participation of our community Increase use of self 878 2,790 5,000+ Department Goal: services Enhance the spirit and participation of Library patrons. Increase number of 25 60 120 Objectives: suggestions/comments a. Increase memberships by 3%. Increase program Adult 1,451 Adult 1,682 Adult 1,732 b. Continue encouraging local businesses to offer free programs to attendance Child 3 187 Child 775 Child 100 Library patrons(i.e.tax advice,legal advice, health&welfare, etc.) Teen 0 Teen 5 Teen c. Continue utilizing teen volunteers to assist with the children's Increase teen volunteer 17 20 23 Summer Reading Program and to develop more teen programming. applicants d. Increase library program brochures for distribution in the Village. Increase circulation of Council Goal: traditional materials 93,926 95,325 98,183 Maintain a high quality of life in the Village Increase circulation of 0 375 1,500 Electronic resources Department Goal: Maintain a high quality of Library services. Objectives: a. Increase self-services with new library automation (i.e. email alerts, news, renewals, and requests). b. Increase use of electronic resources: e-books and downloadable audio books and video. c. Improve communication and responsiveness by actively utilizing a suggestion box both in-house and online. d. Enhance communication with residents through social networking sites (i.e. Facebook, Twitter). e. Enhance computer lab facilities and training classes. f Avail staff opportunities to participate in customer service and training Webinars and workshops. g. Submit to the State Library a Long Range Plan for FY2013-2017. FY 2013 Proposed Budget Page 155 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Library %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 278,794 $ 269,137 4% $ 260,401 $ 255,544 $ 273,681 Overtime Pay - - 0% - - 10 Part-time Pay 104,777 383,571 105,120 0% 100,526 102,698 83,949 Benefits: Pension 50,656 48,692 4% 34,596 48,756 55,140 Health Insurance 43,995 41,860 5% 50,566 52,603 51,427 FICA/Medicare 29,344 28,589 3% 26,866 26,247 26,013 Long Tenn Disability Insurance 1,255 1,585 -21% 1,527 1,429 1,569 Short Tenn Disability Insurance 1,004 - 0% - - - Life Insurance 522 648 -19% 648 603 630 Worker's Compensation 7,588 6,463 17% 6,228 7,089 20,232 Other - 134,364 - 0% 7,020 S 517,935 S 502,094 3% $ 481,359 $ 494,971 $ 519,670 Operating Books,Publications&Subscriptions 405 405 0% 405 404 943 Contractual Services 27,792 26,941 3% 25,729 52,646 23,700 Library Collections: Audio Visual Materials 21,500 17,500 23% 25,044 21,329 24,293 Books 34,650 34,650 0% 32,447 33,787 36,052 Electronic Resources 17,650 18,917 -7% 3,768 3,623 3,370 Magazines 3,000 3,000 0% 2,981 2,830 2,782 Reference Materials 7,000 7,000 0% 8,154 10,114 9,350 Library Gift Account 0 0 0% 2,114 2,314 2,018 Licenses&Fees 1,025 275 273% 275 250 250 Materials&Supplies 11,800 11,800 0% 8,186 11,397 15,480 Postage 1,600 1,600 0% 1,553 2,050 1,363 Rental 6,000 6,000 0% 6,061 5,563 3,748 Repairs&Maintenance 0 17,530 -100% 11,378 1,447 0 Conferences&Seminars 340 290 17% 0 254 510 Memberships&Dues 570 415 37% 410 395 280 Travel&Training 275 175 57% 341 4,848 1,181 Utilities 24,456 28,350 -14% 25,656 28,053 31,454 Other Operating Costs 0 0 0% (0) (0) 839 158,063 174,848 -10% 154,502 181,304 157,613 Capital Capital 0 0 0% 0 0 13,615 Computer Hardware&Software 0 0 0% 0 0 0 Construction&Major Renovation 152,000 0 0% 0 9,661 76,373 Machinery&Equipment 59,653 0 0% 0 0 0 211,653 0 0% 0 9,661 89,988 Total Expenses S 887,651 S 676,942 31% $ 635,861 $ 685,936 $ 767,271 FY 2013 Proposed Budget Page 156 of 283 Parks & Recreation Director of Parks & Recreation 1 FT Marina Wet Dry Storage, Camps, Anchorage, Osborne, Lakeside, Community Center, 1.C. Programs and Instructions, and Special Events Pool and Tennis Recreation/Program Coordinator 1 FT Parks/Facilities Manager 1 FT Recreation Supervisor 2 FT Recreation Supervisor 1 FT Recreation Assistants 4 PT Recreation Assistants 7 PT Youth Art Instructor 1 PT Pool Lifeguard 20 PT Camp Counselor 10 PT Event Coordinator 1 PT Summary: Change: FT=6 PT= 43 FY 2013 Proposed Budget Page 157 of 283 Parks & Recreation Mission Statement • NPB Pool facility— 951 US Highway 1 Features an Olympic-size swimming pool, dive tower, To maintain quality parks and facilities; to preserve open/natural diving boards, lap lanes, locker room facilities, pro shop, spaces and to provide leisure opportunities to residents of all ages and three (3)wading pools. through comprehensive recreational programs and services, designed to enhance the mind, body and soul. • Tennis Center—951 US Highway 1 Features ten (10) lighted Har-Tru courts with tennis facility, Park Resources pro shop and pavilion. • Community Center— 1200 Prosperity Farms Road Programming Features a multi-purpose ball field, batting cages, sand volleyball court, fitness trail, children's playground, full The Parks & Recreation Department offers a wide variety of gymnasium, performance stage, three (3) outdoor basketball activities, classes, workshops, and leisure opportunities for all courts, concession stand, and picnic area. ages. Classes, workshops, clinics, and lectures are offered by 45+ independent contractors. Winter, Spring and Summer Camp • Osborne Park—715 Prosperity Farms Road programs are conducted for youths 4 — 13 years of age. Activities Features a multi-purpose building, six (6) three-wall are also offered on days the public schools are not in session. racquetball courts, two (2) outdoor basketball courts children's playground, two (2) batting cages, two (2) The Parks & Recreation Department largely utilizes independent baseball fields, concession stand, and picnic area. contractors to provide these services. These contractors have agreements with the Village, but are not Village employees and • Anchorage Park— 603 Anchorage Drive are not eligible for benefits. Additionally, because the fees paid to Features multi-purpose building, children's playground, two these contractors are off-set by the revenues they bring into the (2) dog parks, two (2) tennis courts, large open field area, Village, and due to the fluctuating nature of the services they two (2) baseball fields four (4) sand volleyball courts provide, an exact count of these positions is not represented on the picnic areas, eight(8) gazebos, two (2) fishing piers,jogging Department's organizational chart. trail, restrooms, dry storage area, wet slips, boat wash, and Special Events boat ramp. The Parks & Recreation Department offers a wide spectrum of • Lakeside Park—East end of Lighthouse Drive special events throughout the year from January's Car Show & Features an outdoor basketball court, picnic pavilion, tiki Chili Cook-off to the July 4th fireworks to the Holiday Lights hut, sand volleyball court, beachfront area, walking trail, Trolley rides. The Department also offers seasonal events as well children's playground area. as activities unique to the Village, such as our annual Heritage Day, Puppy Love, Village-Wide Garage Sale, and Arts& Crafts Festival. FY 2013 Proposed Budget Page 158 of 283 Sports • Program Activity Fees All non-resident users of Village programs and youth Adult recreational sports league opportunities are offered leagues are charged at a higher rate. including softball, volleyball, and basketball. Youth recreational basketball, flag football, volleyball and soccer are also operated • Summer/Spring Camps by the Department. All other youth sport activities are offered The Village retains all Camp registration fees. through local organized non-profit groups. • Tennis Revenue Organization Involvement The Village retains all membership, rental, and guest fees as well as partial fees obtained from clinics and private lessons. Northern Palm Beach County Little League organizes and manages the youth baseball program. The North Palm Beach Current Year Accomplishments and New Initiatives Swim Club trains and holds county-wide competitions at the Village Pool. During Fiscal Year 2011-2012, the Parks & Recreation Department achieved the following new initiatives and goals for improvement: Revenues Parks & Recreation • Arts and Crafts The Village retains all registration fees for all Department • Continued improvement in the overall appearance of Village sponsored and run Arts and Crafts classes. parks and facilities; • Increased Heritage Day business expo participation by 35%; • Facility Usage Fees • Added the Chili Cook-off to the "Shine and Show" car show All users of Village facilities and fields are charged a (attendance of approximately 2,000); rental fee. • Created new family overnight camping event which generated interaction within the community (40 families); • Heritage Day • Increased Gazebo and Tiki rentals; The Village retains all sponsor monies and ticket fees. • Collaborated with schools to develop Movie in the Park sponsorship opportunities; • Marina Revenues • Developed new departmental sponsorship brochure; The Village retains fees from wet and dry storage and • Implemented bi-monthly direct marketing of events and marina decals. activities via Constant Contact/department E-News to over 3,000 contacts; • Pool Revenues • Implemented use of monthly facility safety check lists at The Village retains all membership, rental, and daily fees each recreation location (parks & facilities); as well as partial fees obtained from swim training and . Trained staff on how to identify potential safety issues; and private lessons. • Appointed staff member to serve on Village Safety committee. FY 2013 Proposed Budget Page 159 of 283 Village Pool Goals and Objectives • Added additional water aerobics class; • Installed two new tiki huts in kiddie pool area; In the coming year, the Parks & Recreation Department plans to • Purchased Turnmaster Pro portable lane bulkheads to increase achieve the following goals and objectives: lap swim lanes; and • Created a summer membership and enhanced membership Council Goal: benefits. Enhance the spirit and participation of our community Tennis Facility Department Goal: • Conducted customer service and key messaging training Increase local business and community participation in with all part time staff and pros; recreation events. • Installed new well to increase pump pressure for court irrigation; Objectives: • Increased tennis member events by 10%; a. Add a new special event (Plant Sale) and invite local • Increased evening participation by forming round-robin leagues growers/organizations to participate. and socials; and b. Invite local businesses to participate in more of the existing • Created women's and men's member-guest tournaments. special events. c. Increase advertising of recreation events via social networks. Anchorage Park Marina d. Increase the use of parks and facilities by local businesses • Resurfaced dry storage driving areas. and organizations. Council Goal: Maintain and improve all Recreational Facilities of the Village Department Goal: Develop an on-going maintenance and facility safety program. Objectives: a. Develop a program that allows users to report facility problems online. b. Develop a closer working relationship with current and future users to ensure better feedback. c. Work more closely with current maintenance contractors in order to better meet the Village's high standards. FY 2013 Proposed Budget Page 160 of 283 Performance Measures Tennis Participants Performance FY 2011 FY 2012 FY 2013 25,000 Measure Actual Projected Estimated 20,000 22,000 23,000 by Increase facility rental $40,000 $44,000 $48,000 15 000 20 224 o 16,776 Increase daily usage 130-Pool 135-Pool 140-Pool 10,000 memberships by 5% 200-Tennis 210-Tennis 220-Tennis Increase business 5,000 participation by 10% 40 45 50 0 FY 2009 FY 2010 FY 2011 FY 2012 Increase school/organization 8 10 12 Actual Actual Actual Projected participation by 10% Tennis Participants: Court play increased after facility renovations in 2009. With only ten courts, our facility has reached capacity, Facility Rental Revenue especially during the weekday morning times. Participation data was obtained from daily court registration sheets. $50,000 $45,000 $40,000 $aa,000 $35,000 $39,900 $a2,000 Marina Ramp Decal Revenue $30,000 $16,500 $25,000 $20,000 $16,000 $15,000 $15,500 $16,200 $10,000- $15,000 $15,234 $5,000 $14,500 $0 $13,000 FY 2009 FY 2010 FY 2011 FY 2012 $14,000 $14,354 Actual Actual Actual Projected $13,500 $13,850 $13,000 Facility Rental Revenue: In 2010, the Village successfully $12,500 FY 2009 FY 2010 FY 2011 FY 2012 implemented a rental fee plan for the Community Center, Actual Actual Actual Projected Anchorage Park and Osborne Park activities buildings, and the gazebos at Anchorage and Lakeside parks. A slight decrease in Marina Ramp Decal Revenue: Residents purchase ramp decals rental revenue is projected due to the opening of the new in order to launch vessels at the Anchorage Park marina. Revenue St. Mark's Episcopal School gymnasium, as well as cuts in area has increased slightly due to the fact that accessible marina boat ramps school athletic budgets. are becoming scarce. Only Village residents may purchase decals. FY 2013 Proposed Budget Page 161 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Parks&Recreation(combined) %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: RegularPay $ 343,969 $ 357,445 -4% $ 353,447 $ 355,595 $ 441,909 Overtime Pay 10,000 10,000 0% 3,785 4,955 8,805 Part-time Pay 234,962 588,931 232,325 1% 225,961 233,247 235,626 Benefits: Pension 72,473 74,025 -2% 68,606 73,516 108,571 Health Insurance 75,380 56,025 35% 50,975 53,017 76,250 FICA/Medicare 45,054 45,780 -2% 42,313 43,353 49,800 Long Term Disability Insurance 1,549 2,096 -26% 2,034 2,029 2,576 Short Term Disability Insurance 1,187 - 0% - - - Life Insurance 522 648 -19% 645 657 968 Worker's Compensation 10,971 9,717 13% 9,520 12,835 55,224 Other 207,136 175 -100% 102 40,681 $ 796,067 $ 788,236 1% $ 757,286 $ 779,305 $1,020,408 Operating Advertising 2,500 2,500 0% 1,521 949 1,119 Books,Publications&Subscriptions 0 0 0% - 96 91 Charge Card Fee 10,700 10,700 0% 10,734 8,796 6,296 Conferences&Seminars 1,000 250 300% 176 - 28 Contractual Services 58,800 55,680 6% 56,262 58,902 325,712 Developer Fees Expense 0 35,000 -100% - - - Gas,Oil&Lubricants 5,000 3,700 35% 2,892 2,531 6,060 Licenses&Fees 250 250 0% 274 250 250 Materials&Supplies 77,400 64,250 20% 57,899 47,214 79,678 Memberships&Dues 1,400 1,650 -15% 930 535 619 Merchandise 0 0 0% 987 1,858 420 Postage 678 1,050 -35% 883 793 983 Printing&Binding 500 500 0% 455 968 3,344 Professional Services 38,000 38,000 0% 36,556 46,993 52,105 Program Expense 522,150 456,750 14% 492,993 493,930 419,017 Repairs&Maintenance 21,650 8,500 155% 14,322 5,705 31,335 Special Events 87,000 87,000 0% 76,068 77,666 72,028 Travel&Training 1,500 1,000 50% - 91 199 Uniforms 3,150 3,150 0% 2,053 1,924 2,376 Utilities 162,332 165,676 -2% 141,568 155,373 180,705 Other Operating Costs 2,500 0 0% 6,233 1,232 18,197 996,510 935,606 7% 902,806 905,807 1,200,561 Capital Automotive 40,000 0 0% 18,970 0 0 Computer Hardware&Software 0 0 0% 0 0 0 Construction&Major Renovation 0 0 0% 136,401 35,375 39,015 Developer Fees Expense-Capital 95,000 45,000 111% 0 0 0 Furniture&Fixtures 0 0 0% 5,061 0 0 Machinery&Equipment 22,000 0 0% 28,371 0 15,107 Playground&Outside Equipment 0 0 0% 0 0 8,688 157,000 45,000 249% 188,803 35,375 62,810 Total Expenses $ 1,949,577 $ 1,768,842 10% $1,848,895 $1,720,488 $2,283,780 FY 2013 Proposed Budget Page 162 of 283 For Reference Only. Maintenance component was The Village of North Palm Beach transferred to Public Works FY 2012-2013 General Fund Budget (Streets & Grounds) in 2010 Park Maintenance %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ $ 0% $ - $ - $ 58,352 Overtime Pay 0% - - 597 Part-time Pay - 0% - - 538 Benefits: Pension 0% - - 15,540 Health Insurance 0% - - 23,110 FICA/Medicare 0% - - 3,903 L.T.D.Insurance 0% - - 377 S.T.D.Insurance 0% - - - Life Insurance 0% - - 212 Worker's Compensation 0% - - 8,328 Other - 0% - - 39,000 $ - $ - 0% $ - $ - $ 149,957 Operating Contractual Services 0 0 0% 0 0 312,986 Gas,Oil&Lubricants 0 0 0% 0 0 3,908 Materials&Supplies 0 0 0% 0 0 17,135 Repairs&Maintenance 0 0 0% 0 0 15,011 Uniforms 0 0 0% 0 0 535 Utilities 0 0 0% 0 0 10,958 Other Operating Costs 0 0 0% 0 0 444 0 0 0% 0 0 360,978 Capital Automotive 0 0 0% 0 0 0 Computer Hardware&Software 0 0 0% 0 0 0 Construction&Major Renovation 0 0 0% 0 0 25,890 Furniture&Fixtures 0 0 0% 0 0 0 Machinery&Equipment 0 0 0% 0 0 0 Playground&Outside Equipment 0 0 0% 0 0 0 0 0 0% 0 0 25,890 Total Expenses $ - $ - 0% $ - $ - $ 536,825 FY 2013 Proposed Budget Page 163 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Recreation&Special Events %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 299,818 $ 314,343 -5% $ 311,933 $ 307,077 $ 263,550 Overtime Pay 10,000 10,000 0% 3,785 4,553 7,726 Part-time Pay 105,671 415,489 104,538 1% 115,628 118,124 126,938 Benefits: Pension 65,130 66,937 -3% 65,299 67,108 71,935 Health Insurance 63,798 44,990 42% 40,199 42,342 33,797 FICA/Medicare 31,785 32,756 -3% 31,022 30,990 28,761 Long Term Disability Insurance 1,350 1,845 -27% 1,793 1,801 1,536 Short Term Disability Insurance 1,028 - 0% - - - Life Insurance 435 540 -19% 537 558 432 Worker's Compensation 7,698 6,939 11% 6,998 9,511 37,944 Other 171,224 0% 217 $ 586,713 $ 582,888 1% $ 577,195 $ 582,066 $ 572,835 Operating Advertising 2,000 2,000 0% 1,101 949 1,119 Books,Publications&Subscriptions 0 0 0% 0 96 91 Charge Card Fee 3,200 3,200 0% 4,502 4,275 3,354 Conferences&Seminars 1,000 250 300% 176 0 28 Contractual Services 7,800 4,680 67% 7,557 14,078 12,725 Developer Fees Expense 0 27,000 -100% 0 0 0 Gas,Oil&Lubricants 5,000 3,700 35% 2,892 2,531 2,151 Materials&Supplies 27,400 26,200 5% 13,719 14,894 16,542 Memberships&Dues 1,200 1,200 0% 780 500 443 Postage 528 900 -41% 883 793 905 Printing&Binding 250 250 0% 210 718 567 Program Expense 168,750 179,750 -6% 194,918 161,776 157,549 Repairs&Maintenance 1,400 1,500 -7% 5,327 0 841 Special Events 87,000 87,000 0% 76,068 77,666 72,028 Travel&Training 1,500 1,000 50% 0 91 199 Uniforms 1,750 1,750 0% 1,005 1,321 997 Utilities 105,877 119,352 -11% 101,284 113,204 129,178 Other Operating Costs 2,500 0 0% 0 605 8,705 417,155 459,732 -9% 410,422 393,498 407,424 Capital Automotive 40,000 0 0% 18,970 0 0 Computer Hardware&Software 0 0 0% 0 0 0 Construction&Major Renovation 0 0 0% 0 35,375 0 Developer Fees Expense-Capital 45,000 45,000 0% 0 0 0 Furniture&Fixtures 0 0 0% 5,061 0 0 Machinery&Equipment 22,000 0 0% 0 0 9,336 Playground&Outside Equipment 0 0 0% 0 0 0 107,000 45,000 138% 24,031 35,375 9,336 Total Expenses $ 1,110,868 $ 1,087,620 2% $ 1,011,648 $ 1,010,939 $ 989,595 FY 2013 Proposed Budget Page 164 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Tennis %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 44,151 $ 42,602 4% $ 41,295 $ 39,593 $ 37,357 Overtime Pay - - 0% - 402 481 Part-time Pay 46,381 90,532 44,801 4% 28,177 25,834 21,842 Benefits: Pension 7,343 7,088 4% 3,307 5,921 5,589 Health Insurance 11,582 11,035 5% 10,776 10,454 4,530 FICA/Medicare 6,926 6,675 4% 5,006 4,870 4,547 Long Term Disability Insurance 199 251 -21% 241 227 219 Short Term Disability Insurance 159 - 0% - - - LifeInsurance 87 108 -19% 108 108 108 Worker's Compensation 2,166 1,815 19% 1,601 1,870 2,544 Other - 28,462 - 0% - - 1,464 $ 118,994 $ 114,375 4% $ 90,510 $ 89,278 $ 78,681 Operating Advertising 500 500 0% 420 0 0 Charge Card Fee 7,000 7,000 0% 5,429 3,481 2,437 Contractual Services 1,900 1,900 0% 0 1,155 0 Gas,Oil&Lubricants 0 0 0% 0 0 0 Materials&Supplies 17,550 15,300 15% 18,157 9,587 12,143 Memberships&Dues 0 250 -100% 0 35 35 Postage 150 150 0% 0 0 78 Printing&Binding 250 250 0% 245 250 2,777 Professional Services 38,000 38,000 0% 36,556 46,993 52,105 Program Expense 257,400 187,400 37% 209,483 235,933 162,303 Repairs&Maintenance 19,000 5,500 245% 3,313 1,920 10,126 Tennis Merchandise 0 0 0% 987 1,858 420 Uniforms 400 400 0% 305 62 217 Utilities 14,151 17,411 -19% 13,800 12,256 11,607 Other Operating Costs 0 0 0% (159) 159 8,263 356,301 274,061 30% 288,536 313,690 262,512 Capital Automotive 0 0 0% 0 0 0 Computer Hardware&Software 0 0 0% 0 0 0 Construction&Major Renovation 0 0 0% 0 0 5,786 Furniture&Fixtures 0 0 0% 0 0 0 Machinery&Equipment 0 0 0% 17,941 0 5,771 Playground&Outside Equipment 0 0 0% 0 0 8,688 0 0 0% 17,941 0 20,246 Total Expenses $ 475,295 $ 388,436 22% $ 396,988 $ 402,968 $ 361,439 FY 2013 Proposed Budget Page 165 of 283 The Village of North Palm Beach FY 2012-2013 General Fudn Budget Pool %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ $ 500 -100% $ 218 $ 8,925 $ 82,651 Overtime Pay - 0% - - - Part-time Pay 82,910 82,910 82,986 0% 82,157 89,290 86,309 Benefits: Pension - - 0% - 487 15,507 Health Insurance - - 0% - 221 14,812 FICA/Medicare 6,343 6,349 0% 6,285 7,493 12,588 Long Term Disability Insurance - - 0% - - 444 Short Term Disability Insurance 0% - - Life Insurance - - 0% - (9) 216 Worker's Compensation 1,107 963 15% 921 1,454 6,408 Other - 7,450 175 -100% 102 $ 90,360 $ 90,973 -1% $ 89,581 $ 107,962 $ 218,935 Operating Charge Card Fee 500 500 0% 803 1,040 505 Contractual Services 49,100 49,100 0% 48,705 43,669 0 Developer Fees Expense 0 8,000 -100% 0 0 0 Gas,Oil&Lubricants 0 0 0% 0 0 0 Licenses&Fees 250 250 0% 274 250 250 Materials&Supplies 32,450 22,750 43% 26,023 22,733 33,858 Memberships&Dues 200 200 0% 150 0 141 Program Expense 96,000 89,600 7% 88,591 96,221 99,165 Repairs&Maintenance 1,250 1,500 -17% 5,682 3,785 5,356 Uniforms 1,000 1,000 0% 743 540 626 Utilities 42,304 28,913 46% 26,484 29,913 28,962 Other Operating Costs 0 0 0% 6,392 468 784 223,054 201,813 11% 203,847 198,619 169,647 Capital Automotive 0 0 0% 0 0 0 Computer Hardware&Software 0 0 0% 0 0 0 Construction&Major Renovation 0 0 0% 136,401 0 7,338 Developer Fees Expense-Capital 50,000 0 0% 0 0 0 Furniture&Fixtures 0 0 0% 0 0 0 Machinery&Equipment 0 0 0% 10,430 0 0 Playground&Outside Equipment 0 0 0% 0 0 0 50,000 0 0% 146,831 0 7,338 Total Expenses $ 363,414 $ 292,786 24% $ 440,259 $ 306,581 $ 395,921 FY 2013 Proposed Budget Page 166 of 283 Reserves & Other 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/Reserves FY 2013 Proposed Budget Page 167 of 283 The Village of North Palm Beach FY 2012-2013 General Fund Budget Reserves & Other %Increase/ Original Fiscal (Decrease) Year 2012 over 2012 Actual Actual Actual Fiscal Year 2012-2013 Budget Budget 09/30/11 09/30/10 09/30/09 Debt Service Debt Service S - S - 0% S - S2,254,384 S 1,439,460 Reserves&Contingencies Transfer to Other Funds 0 0 0% 1,334,934 163,490 318,500 Council Contingency 84,000 86,678 -3% 2,993 21,000 400 Village Manager Contingency 19,614 21,669 -9% 11,097 22,162 13,791 Reserve-General Employees Pension 0 0 0% 0 0 0 Other Operating Costs 0 0 0% 0 0 0 103,614 108,347 4% 1,349,023 206,652 332,691 Non-Departmental Property/General Liability Insurance 392,639 392,639 0% 393,920 511,429 94,930 Total Expenses S 496,253 S 500,986 -1% S 1,742,944 S 2,972,465 S 1,867,081 FY 2013 Proposed Budget Page 168 of 283 I FY 2013 Proposed Budget Page 169 of 283 VILLAGE OF NORTH PALM BEACH Taxable Value and Ad-Valorem Tax Revenue Fiscal Year 2012-2013 2012-2013 Amount Increase(+) % Increase(+) 2011-2012 PROPOSED Decrease(-) Decrease(-) ADOPTED BUDGET BUDGET over Prior Year over Prior Year GROSS ASSESSED VALUE: $ 1,495,282,994 $ 1,486,295,612 $ (8,987,382) -0.60% BUDGETARY TAXABLE VALUE(95%): 1,420,518,844 1,411,980,831 -8,538,013 -0.60% OPERATING MILLAGE: 6.9723 7.6700 0.6977 10.01% ESTIMATED AD VALOREM TAX REVENUE: 9,904,284 10,829,893 925,609 9.35% • 2011 -2012 Millage Rate = 6.9723 mils • Roll Back Millage Rate for 2012-2013 = 6.9990 mils 2012-2013 PROPOSED Millage Rate • Increase from 2011 -2012 Millage Rate = 0.6977 mils • % increase/decrease over Roll Back Rate 9.59% MILLAGE TABLE MILLAGE OPTIONS Roll Back Rate: 6.9990 1.00 MIL = $ 1,411,981 .75 MIL = $ 1,058,986 Majority Vote: 8.8274 .50 MIL = $ 705,991 .25 MIL = $ 352,995 2/3 Vote: 9.7101 .10 MIL = $ 141,198 Statutory Max: 10.0000 FY 2013 Proposed Budget Page 170 of 283 VILLAGE OF NORTH PALM BEACH Millage Rates 2000-2013 10.00 9.50 9.00 8.50 8.00 7.6700 7.50 6.9000 6.9723:,,.. 6.9723 7.00 7.270 ',,.6.6977 N 800 6. 6.50 ',, ',,6.800 6.10 6.00 6.300 5.50 ssoo 5.800 5750 6.600 5.00 4.50 4.00 3.50 3.00 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Fiscal Year Fiscal Millage Fiscal Millage Fiscal Millage Year Rate Year Rate Year Rate 2000 5.6000 2005 7.2700 2010 6.9000 2001 5.7500 2006 6.8000 2011 6.9723 2002 5.6000 2007 6.3000 2012 6.9723 2003 5.8000 2008 6.1000 2013 7.6700 2004 6.8000 2009 6.6977 FY 2013 Proposed Budget Page 171 of 283 Village of North Palm Beach Ad-Valorem and Budget *Tax Reduction of$927,604 over last 5 Last 5 years years *Budget Reduction of $588,329 over last $26,000,000 5 years $20,000,000 $16,000,000 $10,000,000 $6,000,000 2009 2010 2011 2012 2013 OAd Valorem Revenue $11,767,497 $10,968,126 $10,222,389 $9,904,284 $10,829,893 ■Total Budget $19,073,192 $18,066,938 $17,606,072 $17,617,644 $18,484,863 o Millage Rate 6.6977 6.9000 6.9723 6.9723 7.6700 FY 2013 Proposed Budget Page 172 of 283 VILLAGE OF NORTH PALM BEACH GENERALFUND AD VALOREM TAX VS. BUDGET TABLE TAXABLE FISCAL ASSESSED VALUATION MILLAGE TOTAL PERCENT TOTAL PERCENT YEAR VALUE (95%of Assessed Value) RATE TAXES BUDGET BUDGET INCREASE 2000-2001 901,813,310 856,722,645 5.750 4,926,155 35.32% 13,947,270 40.20% 2001-2002 992,018,426 942,417,505 5.600 5,277,538 40.64% 12,986,918 -6.89% 2002-2003 1,137,570,526 1,080,692,000 5.800 6,268,014 45.00% 13,565,749 4.46% 2003-2004 1,297,803,114 1,232,912,958 6.800 8,383,808 61.00% 13,741,933 1.30% 2004-2005 1,438,036,209 1,366,134,399 7.270 9,931,797 63.70% 15,591,492 13.46% 2005-2006 1,667,949,738 1,584,552,251 6.800 10,774,955 59.73% 18,038,400 15.69% 2006-2007 1,999,331,298 1,899,364,733 6.300 11,965,998 61.56% 19,438,633 7.76% 2007-2008 2,028,911,987 1,927,466,388 6.1000 11,757,545 59.71% 19,691,948 9.17% 2008-2009 1,847,845,205 1,755,452,945 6.6977 11,757,497 61.64% 19,073,192 -3.14% 2009-2010 1,673,245,674 1,589,583,390 6.9000 10,968,125 60.74% 18,056,938 -5.33% 2010-2011 1,543,308,420 1,466,142,999 6.9723 10,222,389 58.39% 17,506,072 -3.05% 2011-2012 1,495,282,994 1,420,518,844 6.9723 9,904,284 56.54% 17,517,544 0.07% 2012-2013 1,486,295,612 1,411,980,831 7.6700 10,829,893 58.59% 18,484,863 5.52% FY 2013 Proposed Budget Page 173 of 283 VILLAGE OF NORTH PALM BEACH Property Assessed Valuations 1998 -2013 2,100 2,000 1,900 2'02 1,847 1,800 1,700 1,600 Z1,117 1,543 1,438 1,673 1,500 1,495 1,400 1 RA 1,300 W 1,200 � � 1 1,297,137 � -- 1,100 1,000 902' 900 992 800 764 700 761 804 I I I I I I I I 600 500 400 300 200 100 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Fiscal Year Fiscal Assessed Fiscal Assessed Fiscal Assessed Year Valuation Year Valuation Year Valuation 1998 760,999,508 2003 1,137,570,526 2008 2,028,911,987 1999 763,517,430 2004 1,297,803,114 2009 1,847,845,205 2000 803,891,323 2005 1,438,036,209 2010 1,673,245,674 2001 901,813,310 2006 1,667,949,738 2011 1,543,308,420 2002 992,018,426 2007 1,999,331,298 2012 1,495,282,994 2013 1,486,295,612 FY 2013 Proposed Budget Page 174 of 283 VILLAGE OF NORTH PALM BEACH General Fund Expenditures as a Percent of Assessed Value 2000 -2013 1.60% 1.547% 1.40% 1.309% 1.237% 1.193% ° 1.244% 1.20% ° ° 1.081% ° 1.079%1.134% 1.059/° 1.084/° 1.032% y 1.00% ° V! N V! Q 0.80% w O 0.60% 0.40% 0.20% 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Fiscal Year Fiscal Year Appropriation Assessed Value Percent 2000 9,948,036 803,891,323 1.237% 2001 13,947,270 901,813,310 1.547% 2002 12,986,918 992,018,426 1.309% 2003 13,565,749 1,137,570,526 1.193% 2004 13,741,933 1,297,803,114 1.059% 2005 15,591,492 1,438,036,209 1.084% 2006 18,038,400 1,667,949,738 1.081% 2007 19,438,633 1,999,331,298 0.972% 2008 19,691,948 2,028,911,987 0.971% 2009 19,073,192 1,847,845,205 1.032% 2010 18,056,938 1,673,245,674 1.079% 2011 17,506,072 1,543,308,420 1.134% 2012 17,517,544 1,495,282,994 1.172% 2013 18,484,863 1,486,295,612 1.244% FY 2013 Proposed Budget Page 175 of 283 'All 4 A { 4 - - N16 516 FY 2013 Proposed Budget Page 176 of 283 North Palm Beach Fee Schedule General Services Fiscal Year 2012-2013 Description Fees Description Fees Library Actual Cost Overdue Fines Zoning Map 7/14/28 day Books 25¢a day (Cost of duplication,depends on size) Audio/CD Books 25¢a day CD-$1.00 each or cost of CD if more $1.00 each Music CDs 25¢a day DVD $2.00 a day Special Service Fee: Interlibrary Loans $1.00 a day For any request in which the nature or volume of the Magazines 25¢a day public records requested to be inspected or copied Lost Items requires more than 30 minutes of clerical and.or secretary Replacement Item Cost plus$10.00 Processing Fee assistance to research,locate,review for confidential Library Cards-NPB Resident No charge information,copy,refile,oversee the review of,print and Library Cards-Non-Residents per family $ 25.00 or use of information technology resources there will be Library Cards-Non-Residents Individual up to 6 months $ 15.00 a special service fee which is hourly rate(excluding benefits)of the individual providing the public records. Finance NSF Checks: $25.00(face value of check does not exceed$50.00) $30.00(face value of check does not exceed$300.00) $40.00(face value of check exceeds$300.00 or 5%whichever is greater) Public Works Annual Commercial Disposal Fee(calculated by occupancy category and square foot of building as determined by Solid Waster Authority) 0.068 Low Density 0.181 Medium 0.967 High Residential Yard Waste Removal Fees $ 4.50 Disposal Fee per cubic yard $ 2.50 Equipment&Fuel Cost 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 minimium charge Swale Tree Permit No charge Clerk's Office Copies: Single-sided page up to 8.5 x 11 .15 each Double-sided page up to 8.5 x 11 .20 each Single-sided page 11 x 17 .20 each Certified copies,plus per page cost for copies $1.00 Lien Certificaiton each parcel number $20.00 FY 2013 Proposed Budget Page 177 of 283 North Palm Beach Fee Schedule Code Compliance and Community Planning Fiscal Year 2012-2013 Code Compliance Description: Fee: Annual Abandoned Property Registration Fee $150.00 C od Citation Fees: First Violation $25.00 Second Violation $100.00 Third Violation $150.00 Fourth Violation (Mandatory at before the Special Magistrate) Planning&Zoning Description: Fee: Zoning Variances $200.00 Sign Variances $150.00 Comprehensive Plan Amendments application fee $300.00 Voluntary Annexation application fee $200.00 Rezoning(amendments,modify,supplement or repeal) $300.00 Plaunned Unit Development(PUD) $100.00 per acre of fraction thereof 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 FY 2013 Proposed Budget Page 178 of 283 North Palm Beach Fee Schedule Building Department Fiscal Year 2012-2013 Description: Fee: Minimum Permit Fee $50.00 Minimum plus plan review fee if applicable Percentage of Valuation: Unit Value: 3.68% Up to the first$10,000.00 plus 1.85% The next$10,000.01 to$100,000.00 plus 0.95% The next$100,000.01 and up or fraction thereof Building Department Plan Review(Not applicable to over-the counter 10%of permit fee.$25 Miniumum. Third rejection of plans for permits 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 applicable to all sub-permits that do not require an independent review Surcharge 1.5 percent of the permit fee. Minimum of$2.Florida State Statues SS 468.631 Building Code Administrators and Inspectors Fund 1.5 percent of the permit fee. Minimum of$2.Florida State Statues SS 468.631 Training Surcharge 1%of the permit fee and/or revision fee. $1 minimum Digitizing Plans $2.20 per page for pages over 11"x17"up tp 24"x36" Building Relocation $290.00 Parking lot overlay/re-striping $100 per lot up to 150 parking spaces $125 per lots over 150 parking spaces Construction Trailers $50.00 Re-inspection Fee $50.00,second re-inppection$100,four(4)times the amount of the fee imposed for the fast 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) $75/hr lhr min,2hr Min for after hours,4hr Min weekends& Unscheduled inspection by special request(Subject to availablity) holidays per inspector or inspection trade. Penalty for commencing work without first securing a permit or Two(2)times the pemut fee,plus$100.00 Administration Fee. written approval (At the discretion of the Building Official) $2.25 per$1,000 of valuation. Minimum Fee:$50.00 Civil Plans Plan Review:$50.00.Hood Review(excluding fire supression Fire Department Plan Review(f applicable) system):$75.00. Change of contractor-same location $75.00 plus$25.00 per sub-contractor. Residential Revision Fee After plans are approved and permit issued,one and two family dwellings,$25.00 plus$10.00 per page. An additional fee of the estimated value of work will be charged for revisions that result in an increase to the original job valuation. Commercial Revision Fee After plans are approved and permit issued-includes multi-family dwellings,$50.00 plus$10.00 per page.An additional fee of the estimated value of work will be charged for revisions that result in an increase to the original job valuation. FY 2013 Proposed Budget Page 179 of 283 North Palm Beach Fee Schedule Building Department Fiscal Year 2012-2013 Description: Fee: Renew or extend ermit or a lication: (May require additional Impact,Building,or other fees,if increases have occurred s nce on final a lication Re-issuance Fee(within 180 days of expiration date) $50.00 State Required Construction Lien Law Notification $5.00 Temporary Signs or Temporary Tents(Each) $50.00 plus plan review and Fire Department Fee if applicable Temporary Certificate of of Occupancy Fee $100.00 Temporary Certficate of Completion Fee $100.00 Early Power Release(Commercial Projects Only) $100.00 Document Research Time&Material Fees after 15 minutes Determined by Department Supervisor Palm Beach County Impact Fees Palm Beach County Impacts fees are collected by Village of North Palm Beach. Impact fee credit approval is required at the time of permit application submittal. Refund of buildjULUEEMIkEs 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. EEM WED FY 2013 Proposed Budget Page 180 of 283 Village of North Palm Beach FY 2012-2013 Business Tag Receipt Fee Schedule Classification Existing AGRICULTURAL SERVICES Veterinary Services: Veterinary service from a truck $ 132.00 Veterinary service to animal specialties $ 132.00 Animal specialty services,except verterinary $ 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 Radiotelevision broadcasting $ 412.50 Cable and other pay television services $ 412.50 ELECTRONIC,GAS AND SANITARY SERVICES Electric services(franchise) $ 578.50 Natural gas transmission(franchise) $ 578.50 Natural gas distributors $ 578.50 Liquified petroleum distributors $ 578.50 Water supply(franchise) $ 578.50 Sanitary sewer services(franchise) $ 578.50 FY 2013 Proposed Budget Page 181 of 283 Village of North Palm Beach FY 2012-2013 Business Tag Receipt Fee Schedule Classification Existing WHOLESALE TRADE(See RETAIL) Wholesale-durable eoods: Inventory value cost-not exceeding$1,000.00 $ 38.50 Each additional$1,000.00 $ 9.45 RETAIL TRADE Retail store: Inventory value cost-not exceeding$1,000.00 $ 38.50 Each additional$1,000.00(Maximun cap$7,500) $ 9.45 Filing station,marine/auto/other: 1-4 dispensers $ 93.00 Each additional dispenser $ 27.00 Eating place($54.50 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 Enow- FY 2013 Proposed Budget Page 182 of 283 Village of North Palm Beach FY 2012-2013 Business Tag Receipt Fee Schedule Classification Existing 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 $ 37.50 Title abstract office $ 132.00 Land subdividers and developers $ 186.50 Holding and other investment offices $ 297.00 SERVICES Hotels,rooming houses,etc.($54.50 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 FY 2013 Proposed Budget Page 183 of 283 Village of North Palm Beach FY 2012-2013 Business Tag Receipt Fee Schedule Classification Existing AUTO SERVICE/REPAIR Auto Rental $ 132.00 Auto repair shop: $ 37.50 2 persons $ 59.50 3-4 persons $ 110.00 5-6 persons $ 176.00 7-10 persons $ 220.00 11-20 persons $ 363.00 More than 21 person $ 132.00 Car wash MISCELLANEOUS REPAIR SERVICES Misc.repair services store $ 132.00 Misc.repair services from a truck $ 66.00 Misc.repair services with retail store $ 66.00 MOTION PICTURES Motion picture production/distributor $ 132.00 Motion picture theatre/drive-in $ 275.00 Plus per seat/per space $ 0.49 AMUSEMENT AND RECREATION SERVICE Dance studios $ 132.00 Theatrical producers $ 132.00 Bowling center(1-5 alleys) $ 132.00 Each additional alley $ 37.50 Commercial sports $ 186.50 Physical fitness facilities $ 132.00 Coin operated amusement devices operator $ 280.00 Plus each machine $ 32.50 Amusement and recreation services NEC $ 132.00 Fortune teller-fee charged $ 1,267.00 No fee charged-contribution $ 2,205.00 Phrenologist-fee charged $ 1,487.50 No fee charged-contribution $ 2,205.00 FY 2013 Proposed Budget Page 184 of 283 Village of North Palm Beach FY 2012-2013 Business Tag Receipt Fee Schedule Classification Existing HEALTH SERVICES Licensed practitioner each $ 132.00 Nursing and personal care facility $ 186.50 Hospital $ 186.50 Medical and dental laboratory $ 186.50 Home health care $ 132.00 Miscellaneous health services NEC $ 132.00 LEGAL SERVICES Attorneys each $ 132.00 EDUCATIONAL SERVICES Elementary and secondary school $ 132.00 Vocational school $ 132.00 Schools and educational services NEC $ 132.00 SOCIAL SERVICES Individual and family services $ 132.00 Job training service $ 132.00 Child care facility(Fla.Statute) $ 154.00 Family day care(Fla.Statute) $ 59.00 Community residential home(Fla.Statute) $ 154.00 Social services NEC $ 132.00 Membership organizations ENGINEERING,ACCOUNTING,RESEARCH MANAGEMENT Engineering,architectural and surveying-each practitioner $ 132.00 Residential designer $ 132.00 ACCOUNTING,AUDITING AND BOOKKEEPING SERVICES Accounting/bookkeeping service $ 132.00 Certified public accountant each $ 132.00 RESEARCH,DEVELOPMENT AND TESTING SERVICES Research,development and testing services $ 132.00 FY 2013 Proposed Budget Page 185 of 283 Village of North Palm Beach FY 2012-2013 Business Tag Receipt Fee Schedule Classification Existing MANAGEMENT AND PUBLIC RELATIONS SERVICES Management services $ 132.00 Management consulting services $ 132.00 Public relation services $ 132.00 Facility support management services $ 132.00 Business consulting services NEC $ 132.00 LATE FEES All businesses tax receipts issued hereunder maybe renewed without penalty no later than September 30 by application of the receipt holder. Receipts not renewed by October 1 shall be considered delinquent and subject to a delinquency penalty of ten(10)percent of the full year business for the month of October, plus additional five-percent for each month of delinquency thereafter until paid. The total delinquency penalty shall never exceed twenty-five(25)percent of the full year business tax for that applicant,in addition to the business tax set forth herein. TRANSFER FEE New Owner:(At the time any such receipt is transferred,the person applying such transfer fee equal to ten (10)percent of the annual business tax but not less than three dollars($3.00)and not more than twenty- five dollars($25.00) New Location:(At the time any such receipt is transferred,the person applying such transfer fee equal to ten (10)percent of the annual business tax but not less than three dollars($3.00)and not more than twenty- five dollars($25.00) FY 2013 Proposed Budget Page 186 of 283 North Palm Beach Fee Schedule Public Safety Fiscal Year 2012-2013 Description Fees Description Fees Public Safety Annual Fire Inspection Fees Bicycle Registration $ 1.00 Assembly: Accident Reports-per one-sided page $ 0.15 50-299 $ 50.00 Accient Report-two-side page $ 0.20 300-999 $ 75.00 Accident Report-CD $ 5.00 1,000-4,900 $ 150.00 Fingerprinting-Village Resident $ 2.00 5,000 or greater $ 250.00 Fingerprinting-Employment in the Village $ 4.00 Educational: False Alarm-Residences $ 50.00 Day Care,Nursery Pre-school $ 35.00 False Alarm-Businesses $ 100.00 All others $ 75.00 Alarm Permit Account(New&Renewal) $ 25.00 Health care/Instructional: Parking Fines $ 25.00 5,000 square feet and under $ 50.00 Parking Fines-No decal for marina parking $ 50.00 5,001-15,000 square feet $ 100.00 Parking Fines-Second Violation $ 100.00 15,001-30,000 square feet $ 150.00 Water Restriction-1st Violation Warning 30,001-100,000 square feet $ 250.00 Water Restriction-2nd Violation $ 25.00 100,001 square feet or greater $ 350.00 Outside Services(Special Details) $ 42.02 Transient Lodging,Apartment,Residential Board Forfiture Revenue Varies and Care,and Adult Living Facilities: 24 units and less $ 50.00 Emergency Medical Services Fees 25-100 units $ 75.00 Basic Life(per transport) $ 495.00 101-500 units $ 150.00 Advanced Life Support Level One(per transport) $ 545.00 501 units or greater $ 250.00 Advanced Life Support Level Tow(per transport) $ 600.00 Mercantile,Office,Storage,Industrial and and Manufacturing: *plus$8.00 per mile 5,000 square feet and under $ 35.00 5,001-15,000 square feet $ 50.00 Fire/Rescue(Special Details) $ 42.02 15,001-30,000 square feet $ 75.00 30,001-100,000 square feet or greater $ 250.00 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 Re-inspection Fee(All) $ 25.00 Tent&Temporary Structures $ 35.00 Plan Review Fees Inspection&Plan Review Fee $2.25 per$1,000 (based on improvement cost) ($50.00 min) Civil Drawing Review Fee $ 50.00 Hood(excluding fire suprression system) $ 75.00 Re-Inpsections/Extra Inspections: First No charge Second $ 100.00 Third $ 150.00 Fourth and subsequent $ 200.00 Any unproductive trip FY 2013 Proposed Budget Page 187 of 283 North Palm Beach Fee Schedule Recreation Facilities/Programs Fiscal Year 2012-2013 Description Fees Sales Tax Total Fee Description Fees Sales Tax Total Fee Community Center Pool Membership Fees(Annual) Resident Gymnasium(3 In minimum) $ 75.00 $ 4.50 $ 79.50 Resident Family $ 325.47 $ 19.53 $ 345.00 Non-Resident Gymnasium(3 In minimum) $ 150.00 $ 9.00 $ 159.00 Non-Resident Family $ 468.00 $ 28.08 $ 496.08 Resident after hours building charge(Hourly) $ 100.00 $ 6.00 $ 106.00 Resident Single $ 175.00 $ 10.50 $ 185.50 Non-Resident after hours building charge(Hourly) $ 250.00 $ 15.00 $ 265.00 Non-Resident Single $ 260.00 $ 15.60 $ 275.60 After hours staff charge(Hourly) $ 25.00 $ - $ 25.00 Summer Family(6 months) $ 200.00 $ 12.00 $ 212.00 School non-profit Charge(Hourly) $ 25.00 $ 1.50 $ 26.50 Resident Junior(17&under) $ 95.00 $ 5.70 $ 100.70 Non-Resident Junior(17&under) $ 115.00 $ 6.90 $ 121.90 Anchorage Park Activities Bldg Resident Masters(training) $ 115.00 $ 6.90 $ 121.90 Non-Resident Masters(training) $ 160.00 $ 9.60 $ 169.60 Resident Room A(Hourly) $ 25.00 $ 1.50 $ 26.50 Non-Resident Room A(Hourly) $ 35.00 $ 2.10 $ 37.10 Pool Fees(Daily) Resident Room B(2 In minimum) $ 35.00 $ 2.10 $ 37.10 Adult $ 4.72 $ 0.28 $ 5.00 Non-Resident Room B(2 In minimum) $ 60.00 $ 3.60 $ 63.60 Child(13&under) $ 2.83 $ 0.17 $ 3.00 Kitchen Usage(Hourly) $ 10.00 $ 0.60 $ 10.60 Child(3&under) Free Free Free Tiki Hut#1-(fee total for 3 hrs)* $ 50.00 $ 3.00 $ 53.00 Resident after hours building charge(Hourly) $ 100.00 $ 6.00 $ 106.00 Tiki Hut#2-(fee total for 3 hrs)* $ 50.00 $ 3.00 $ 53.00 Non-Resident after hours building charge(Hourly) $ 200.00 $ 12.00 $ 212.00 After hours staffcharge(Hourly) $ 25.00 $ - $ 25.00 Tennis Membership Fees(Annual) Resident Family $ 498.00 $ 29.88 $ 527.88 Resident Anchorage Gazebo(fee total for 3 hrs)* $ 50.00 $ 3.00 $ 53.00 Non-Resident Family $ 665.00 $ 39.90 $ 704.90 Non-Resident Anchorage Gazebo(fee total for 3 hrs)* $ 100.00 $ 6.00 $ 106.00 Resident Single $ 388.00 $ 23.28 $ 411.28 Non-Resident Single $ 498.00 $ 29.88 $ 527.88 Osborne Park Resident Junior(17&under) $ 89.00 $ 5.34 $ 94.34 Resident Recreation Building(2 In minimum) $ 50.00 $ 3.00 $ 53.00 Non-Resident Junior(17&under) $ 104.00 $ 6.24 $ 110.24 Non-Resident Recreation Building(2 In minimum) $ 150.00 $ 9.00 $ 159.00 Guest Fees(members/residents) $ 10.00 $ 0.60 $ 10.60 Lakeside Park Guest Fees(non-members/non-residents) $ 12.00 $ 0.72 $ 12.72 Resident Tiki Hut-Large(fee total for 3 hrs)* $ 50.00 $ 3.00 $ 53.00 Non-Resident Tiki Hut-Large(fee total for 3 hrs)* $ 100.00 $ 6.00 $ 106.00 Tennis Summer Memberships Resident single $ 200.00 $ 12.00 $ 212.00 Sports Programs(Per/League) Non-Resident Single $ 225.00 $ 13.50 $ 238.50 Resident Youth Basketball $ 65.00 $ - $ 65.00 Resident Family $ 225.00 $ 13.50 $ 238.50 Non-Resident Youth Basketball $ 75.00 $ - $ 75.00 Non-Resident Family $ 250.00 $ 15.00 $ 265.00 Resident Youth Soccer $ 65.00 $ - $ 65.00 Non-Resident Youth Soccer $ 75.00 $ - $ 75.00 Marina Fees(Annual) Resident Youth Flag Football $ 65.00 $ - $ 65.00 Dry Storage Non-resident Youth Flag Football $ 75.00 $ - $ 75.00 15 feet&under $ 600.00 $ 36.00 $ 636.00 Coed Softball(per team) $ 250.00 $ - $ 250.00 16-20 feet $ 650.00 $ 39.00 $ 689.00 Men's Over 40 Basketball(per team) $ 500.00 $ - $ 500.00 21-25 feet $ 700.00 $ 42.00 $ 742.00 Men's Softball(per team) $ 500.00 $ - $ 500.00 26-30 feet $ 750.00 $ 45.00 $ 795.00 31-35 feet $ 800.00 $ 48.00 $ 848.00 Baseball Fields(Hourly) 36&over $ 850.00 $ 51.00 $ 901.00 Resident $ 10.00 $ 0.60 $ 10.60 Non-Resident $ 20.00 $ 1.20 $ 21.20 Wet Storage(Annuab $ 1,886.00 $ 113.16 $ 1,999.16 Team Rental Non-Profit $ 25.00 $ 1.50 $ 26.50 Team Rental For Profit $ 50.00 $ 3.00 $ 53.00 Ramp Decal(Annual) $ 60.00 $ 3.60 $ 63.60 Resident Ballfield Lights(2 In minimum) $ 25.00 $ 1.50 $ 26.50 Temporary Day Launch Permit(res.Only) $ 9.43 $ 0.57 $ 10.00 Non-Resident Ballfield Lights(2 In minimum) $ 50.00 $ 3.00 $ 53.00 Volleyball Courts(Hourly) Resident $ 10.00 $ 0.60 $ 10.60 Non-Resident $ 20.00 $ 1.20 $ 21.20 Team Rental Non-Profit $ 25.00 $ 1.50 $ 26.50 Team Rental For Profit $ 50.00 $ 3.00 $ 53.00 NOTE:1)Programs offered by the Village of North Palm Beach are not taxable;However,rentals are subject to sales tax. Rental fees are hourlyurless specified(*).The VNPB reserves the right to change fees at anytime with approval from Village Council. 2)Programs maybe offered by independent instructors that are not listed.These program fees will be set and collected by the program instructor(sales tax applicable). 3)Non-profit 501 C organizations and local schools will be charged at the Resident rate unless otherwise specified. FY 2013 Proposed Budget Page 188 of 283 _ _ - �_ -�. -_ _ -Y�=��-'�- � --`ice-..G� •Y __ _ FY - - _ -4 _ 'fair - � _ w �' ":� lam ^ °:ft _`t:^.- ILI J.0 kk VILLAGE OF NORTH PALL B.P.LICH, FL, FY2012-2013 Country Club Organization Chart Residents of The Village of North Palm Beach Village Council VILLAGE BOARDS -Golf Advisory Board Village Manager Golf Operations Food & Beverage Operations WAAd QPlf or.,fo8r,0PAAl- 1 FT Director of Golf Administrative Support Director of Food & Beverage 1 FT First Assistant Golf Pro 1 FT Assistant Restaurant Manager 1 PT Outside Service Coordinator 1 FT Accounting Clerk 1 FT g es 0 PT (-1 PT) Outside Service Attendant 7 PT Ggef 0 PT (-1 PT) Golf Shop Attendant 5 PT Line Cook 4 PT (-1 PT) Driving Range/Ranger 9 PT Service Personnel 15 PT Member Relations Coordinator 1 PT Dishwasher 4 PT Sales & Marketing Rep 1 PT Snack Bar Attendant 6 PT Kitchen Manager/Chef 1 FT (+1 FT) Banquet Event Coordinator 1 PT (+1 PT) Summary: Change: FT=6 +1 FT PT=54 -2 PT FY 2013 Proposed Budget Page 190 of 283 North Palm Beach Country Club Mission Statement Professional, one (1) full-time Outside Service Coordinator, one (1) part-time Member Relations Coordinator, one (1) part-time The North Palm Beach Country Club (NPBCC) is committed to Sales & Marketing Representative, seven (7) part-time Outside offering a quality recreational facility to its residents, members and Service Attendants, nine (9) part-time Ranger/Driving Range customers. Its mission is to do so by maintaining self-sustaining Attendants, and five (5) part-time Golf Shop Attendants. The operations through an integrated combination of pricing, marketing operation also has one (1) full-time Accounting Clerk located in and operating controls that capitalize on the facility's ideal locale the Finance Department in Village Hall. This staffing arrangement adjacent to the Intracoastal Waterway, the golf club's Jack best reflects the customer service needs of the golf club. Nicklaus "Signature" course design, and exemplary customer service that reflect the high ideals of the Club amenities, special The Golf Course Maintenance Division of the Golf Operation is functions and users. outsourced to International Golf Maintenance (IGM) of Orlando, Florida. This partnership allows a higher level of conditioning on Service Levels Narrative Golf Operation the Nicklaus "Signature" course layout and realizes a significant monetary savings to the Village. The maintenance of the buildings In November 17, 2006 the North Palm Beach Country Club falls under the supervision of the Public Works Department. opened its newly renovated golf course, becoming only the second Outsourcing the maintenance of the golf course and having Public public municipal golf course in the U.S. to bear the prestigious Works oversee the clubhouse maintenance is the most prudent and moniker of a Jack Nicklaus "Signature" Golf Course. Our fiscally responsible way to operate the facility. Nicklaus "Signature" course offers six (6) sets of tees so each golfer may challenge the course in a manner that is equal to their The Village Administration anticipates new golfers applying for individual game. The course will play up to 7,071 yards at a par membership to the Nicklaus "Signature" golf course in the 71. A putting green is located by hole number one and a upcoming year. In order to provide reasonable member access to pitching/chipping green is located by hole number 15 for golfers to course play while preserving access to "walk-in" guests during perfect their "short game." The club also has a members-only high season and holidays, a maximum of 375 annual golf short game area on the north side of the maintenance facility. memberships will be allowed for the upcoming Fiscal Year. Available memberships will continue to be prioritized as follows: Club golf operations are open seven (7) days-a-week offering individual, group and clinic instruction from on-staff PGA • Renewal of existing club members; professionals, monthly tournaments for all levels of skill and . Residents of North Palm Beach; experience, and a lighted driving range. The golf shop offers a . New members sponsored by existing members in our variety of soft goods, golf accessories and clubs for sale. membership initiative program; and The Golf Operation is headed up by the Director of Golf Operations. • Non-resident applications. The Director is assisted by one (1) full-time First Assistant Golf FY 2013 Proposed Budget Page 191 of 283 In order to maintain the "Signature" course the proposed Golf Quality food at a competitive value and friendly professional service budget reflects funding for additional trees and sod. These items is a cornerstone of the Restaurant operation. The "Village Tavern" will be needed to continue the "fine tuning" of the golf course as it serves freshly prepared quality cuisine that is targeted to appeal to moves into its seventh season of play. a variety of consumers. The "Village Tavern" serves daily specials, quick food for golfers, and provides a menu on the golf carts for Personnel Changes GoIOperation convenient call-ahead service. The personnel/title changes for Fiscal Year 2013 are as follows: The "Snack Bar," located adjacent to the Pool deck, services both the patrons of the pool as well as golfers seeking to purchase quick • Title change from "Head Golf Professional" to "Director of food and beverage items during the summer months. Golf Operations" for one (1)full-time position. Beverage Cart services are provided for the Golf Course. Cart Service Levels Narrative Food&Beverage (F&B) Operation service provides a variety of snacks, sandwiches, and beverage options including alcoholic beverages 7 days a week. The Country Club Food & Beverage (F&B) Operation is a division of the North Palm Beach Country Club. F&B works cooperatively The sale and distribution of alcoholic beverages both on the golf with the Golf, Tennis, and Pool Operations to enhance course and within the facilities will be strictly regulated in tournaments, special events and the overall experience at the Club, accordance with the prevailing beverage laws. and provides services to the general public as well. The Banquet Room is available for business meetings, parties, and North Palm Beach Country Club "Village Tavern" Restaurant, Bar special events. Food and beverage services are available and are and Banquet operations are conducted by Village staff under the coordinated through the F&B Operation. Banquet services are critical direction of the Director of Food & Beverage. The Director of to the overall success of the F&B Division. The facility fulfills a Food & Beverage is assisted by (1) full-time Kitchen niche within the community by offering a great atmosphere, Manager/Chef, (1)part-time Assistant Restaurant Manager, one (1) beautiful setting, quality food, and great service at an affordable cost. part-time Banquet Event Coordinator, fifteen (15) part-time F&B The F&B Division will focus its marketing efforts in the upcoming Service Personnel, four (4) part-time Dishwashers, six (6) part- fiscal year to target the Northern Palm Beach County market area. time Snack Bar Attendants, and four(4)part-time Line Cooks. Personnel Chanfes Food&Beverage Operation (F&B) The Restaurant and Bar is "OPEN" to the public serving the The personnel/title changes for Fiscal Year 2013 are as follows: membership and community seven (7) days-a-week with . Deletion of one (1) part-time Restaurant Sales Coordinator modifiable hours of operation predicated upon seasonal activities position; and overall profitability. Restaurant hours and daily staffing levels . Deletion of one (1)part-time Line Cook position; are modified in accordance with seasonal and other business . Addition of one (1) part-time Banquet Event Coordinator factors to provide attentive and friendly service with an appropriate position; ratio of service personnel to customers. . Deletion of one (1) part-time Chef Position; and • Addition of one(1)full-time Kitchen Manager/Chef position. FY 2013 Proposed Budget Page 192 of 283 Current Year Accomplishments and New Initiatives Goals and Objectives During FY 2012, the North Palm Beach Country Club achieved the In the coming year, the North Palm Beach Country Club plans to following new initiatives and goals for improvement: achieve the following goals and objectives: • Enhanced the look and functionality of the member's short Council Goal: game area by separating the practice and parking areas. The Maintain and improve all Recreational Facilities of the Village bunker has also been expanded to make practice from this area more enjoyable; Department Goal: • Modernized the Golf Shop with additional furniture and Enhance membership status by making golf memberships new technology, which has increased customer enjoyment more valuable. and improved the overall ambiance of the shop. • Improved the merchandise operation by offering the most Objectives: in demand, quality items from the leading manufacturers; a. Increase the overall number of golf memberships. and added progressive products that have broadened the b. Promote the Club through"brand" marketing. customer base; c. Improve the customer service levels by improving staff • Expanded the member and non-member tournament communication and training. program throughout the year. Increased participation by offering a wide variety of unique formats and contests that Department Goal: target golfers of all ages; To afford "Village Tavern" customers a positive dining • Enhanced the instructional program with more formalized experience through the delivery of quality food and service at a programs for juniors and women and added more competitive price, and to provide a destination restaurant/bar technologically advanced teaching techniques that have that exudes an environment that is welcoming to both simplified and improved the learning process; members and guests. • Magnified the Club's reach to customers through a variety of marketing and advertising tools including: a more Objectives: current and interactive website, search engine optimization, a. Continue to develop a service-based establishment, whose building an email database, flyers, advertisements in primary goal is to exceed customers' expectations. publications, and capitalizing on other networking b. Create a food and beverage establishment on the golf course to resources such as other Village departments; enhance sales from the driving range and serve guests on the • Improved revenue over expense, by controlling food and golf course. labor costs, managing operating expenses, and setting c. Increase participation in club activities by providing food and appropriate menu prices; beverage services for the Golf, Pool and Tennis Operations. • Improved service and food quality, by proper training and d. Increase marketing for our banqueting venue, by providing a setting service standards; and menu for all occasions, for clientele to choose from via the web • Created a banquet and special event menu that is in-line site and by reaching out to local hotels and other groups. with proper costs and compatible with market trends. FY 2013 Proposed Budget Page 193 of 283 Council Goal: Council Goal: Enhance the Spirit and Participation of our Community Protect the Financial Integrity of the Village in a Difficult Economic Environment Department Goal: Increase outside events and activities during the summer Department Goal: season to increase year round usage. To establish the banquet facilities as the definitive location for quality affordable parties/events in Northern Palm Beach Objectives: County through targeted marketing and a greater focus on a. Increase outside tournaments and outings including F&B securing recurring banquet events. opportunities. b. Grow junior, beginner and ladies programs with camps and Objectives: clinics focusing on year-round residents. a. Maintain and grow a sustainable F&B Operation through c. Highlight upcoming events and activities through the Country repeat banquet clientele with an emphasis on recurring events Club website, Village newsletter, newspaper and other (i.e. corporate events, holiday parties, etc.). progressive advertising outlets. b. Market the use of the NPBCC Banquet Facility for weddings, birthday parties, bar and bat mitzvahs, and other individual Departmental Goal: special events. Increase Food and Beverage events year round for the whole c. Ensure adequate cost controls are in-line with market pricing, community to participate in. to maintain affordable menu prices. Objectives: Performance Measures a. Monthly theme nights such as theme buffet or ala carte Performance FY 2011 FY 2012 FY 2013 dinners, i.e. Italian Night, Prime Rib Night, Seafood Night. Measure Actual Projected Estimated b. Increase more family-driven events. c. Highlight upcoming eventsand activities through the Number Golf 251 235 245 Country Club website, Village newsletter and other Memberships advertising outlets. Number of Member 25 20 20 Golf Tournaments Number of Outside Events 10 10 10 and Outings Number of Clinics and Camps (Juniors, 86 97 97 Members, etc.) Special events held at the 149 200 220 NPBCC Banquet Facility FY 2013 Proposed Budget Page 194 of 283 Banquet and Special Events: The number of banquets and Banquets and Special Events special events is a good indicator of the overall health of the Food and Beverage Operation, as roughly 56% of total F&B Revenue is derived from banquets and special events. 250 200 150 100 50 0 FY2011 FY 2012 FY 2013 Actual Projected Estimated Member Tournaments and Events Golf Memberships 100 250 80 200 60 150 40 100 20 0 50 FY2011 FY 2012 FY 2013 Actual Projected Estimated 0 ■#Tournaments 25 20 20 FY 2011 FY 2012 FY 2013 ■#Outside Events/Outings 10 10 10 Actual Projected Estimated ❑#CIinics and Camps 86 97 97 ❑#Memberships 149 200 220 Member Tournaments and Events: Country Club Administration Golf Memberships: The number of golf members is a good has been successful in determining the number and type of events indicator of the Club's overall health as roughly 43% of total play desired by the members; thus adding value to the membership is from members. Because most members renew at the beginning experience. Offering more outside events, outings, clinics, and camps of the fiscal year, a substantial amount of the revenue derived from has raised the profile of the Club, resulting in increased revenue. memberships is received in the first quarter, which helps to cover operating expenses throughout the year. FY 2013 Proposed Budget Page 195 of 283 The Village of North Palm Beach Country Club Budget Summary Fiscal Year 2012-2013 Original %Increase/ Fiscal Year 2012-2013 FY 2012 (Decrease)over Actual Actual Actual Golf F&B Admin Total Budget 2012 Budget 9/302011 9/302010 9/302009 REVENUES Driving Range $ 209,026 S 209,026 S 197,380 5.90% 208,865 174,929 208,230 Membership 623,580 623,580 664,970 -6.22% 650,358 753,349 910,249 Cart Rental 939,400 939,400 1,019,820 -7.89% 866,505 960,599 998,584 Walking Fees 37,520 37,520 41,560 -9.72% 40,204 45,215 39,910 Greens Fees 912,480 912,480 836,500 9.08% 810,849 753,886 816,059 Lessons 100,000 100,000 100,000 0.00% 102,006 49,365 21,622 Tournament Proceeds 2,716 2,716 0 0.00% 1,675 3,470 508 Merchandise Sales 140,150 140,150 137,000 2.30% 133,349 133,324 133,386 Special Events/Camps 4,000 4,000 4,000 0.00% 400 200 12,204 Food&Beverage-Lease Operation - 0 0 0.00% 0 28,241 192,735 Liquor Sales 240,000 240,000 256,622 -6.48% 221,152 84,145 - Food&Beverage Sales 545,000 545,000 591,088 -7.80% 479,226 158,839 - Sales of Surplus 96,000 - 96,000 0 0.00% 0 124,000 0 Interest Earnings 7,327 7,327 8,855 -17.26% 8,493 14,686 7,376 Other 55,434 36,300 - 91,734 42,900 113.83% 56,608 82,016 71,372 Total Revenues 3,120,306 821,300 7,327 3,948,933 3,900,695 1.24% 3,579,690 3,366,265 3,412,235 EXPENSES Personnel: Salary&Benefits 519,069 364,148 56,414 939,631 912,212 3.01% 892,066 715,637 558,813 Operating: Accounting&Auditing - - 7,000 7,000 7,000 0.00% 5,911 5,187 6,512 Charge Card Fees 51,500 8,000 0 59,500 62,798 -5.25% 58,602 52,262 51,284 Contractual Services 1,192,888 26,500 34,139 1,253,527 1,223,415 2.46% 1,207,178 1,214,879 1,297,245 Entertainment - 10,000 0 10,000 12,500 -20.00% 23,298 11,032 0 Rental-Equipment/Uniform,etc. 2,000 15,500 5,214 22,714 23,800 -4.56% 22,112 19,120 113,737 Legal Fees 7,500 7,500 7,500 0.00% 3,395 11,652 2,488 Lessons 35,000 - 0 35,000 40,000 -12.50% 27,386 14,580 5,684 Marketing&Advertising 42,000 3,000 0 45,000 50,040 -10.07% 46,376 47,634 41,869 Materials&Supplies 48,175 25,250 4,000 77,425 78,119 -0.89% 56,388 81,934 36,893 Merchandise 98,000 290,000 0 388,000 416,285 -6.79% 373,348 184,527 112,418 Repairs&Maintenance 25,379 23,200 0 48,579 45,065 7.80% 27,625 52,748 17,388 Solid Waste Disposal 7,226 7,224 0 14,450 13,798 4.73% 12,542 12,040 9,866 Utilities 161,035 50,273 5,894 217,202 226,848 -4.25% 209,567 207,725 238,622 Other Operating Costs 18,800 7,450 5,000 31,250 45,900 -31.92% 42,666 40,590 31,106 Capital: Capital Outlay - 53,639 0 53,639 15,500 246.06% 60,456 36,972 15,951 Debt&Other: Debt Service 394,901 394,901 394,901 0.00% 412,338 471,149 506,548 Golf Cart Lease 171,300 171,300 75,300 127.49% 75,235 160,626 71,157 Insurance-Prop&Gen Liab 43,881 43,881 39,864 10.08% 40,840 56,923 63,247 Contingency 128,434 128,434 209,850 -38.80% 0 0 0 Total Expenses 2,767,273 884,184 297,476 3,948,933 3,900,695 1.24% 3,597,328 3,397,216 3,180,826 Revenues over(under)expenses S 353,033 S (62,884) S (290,149) S - S - 8 (17,638) 8 (30,952) 8 231,409 Rounds 48,000 44,972 50,210 50,910 FY 2013 Proposed Budget Page 196 of 283 Village of North Palm Beach Country Club FY 2012-2013 Budget Highlights Number of Memberships 274 Target Number of Rounds 48,000 Personnel Highlights: *Employee Salaries $ 750,410 *Employee Benefits 189,221 Total Personnel Costs $ 939,631 Operating Highlights: *Golf Course Maintenance Contract 1,153,888 *Cost of Food&Beverage Merchandise 290,000 *Utilities 217,202 *Cost of Golf Merchandise 98,000 *Materials&Supplies 77,425 *Charge Card Fees 59,500 *Marketing&Advertising 45,000 *Repairs&Maintenance 48,579 *Property/General Liability 43,881 Total Operating Costs $ 2,261,028 Capital Highlights: *Half-way house 53,639 Total Capital Outlay $ 53,639 Debt Service: *Loan(Golf Course Renovation) 394,901 *Golf Cart Lease(includes balloon payment of$96,000) 171,300 Total Debt Service $ 566,201 Total Country Club Contingency $ 128,434 Total Fiscal Year 2012-2013 Country Club Budget $ 3,948,933 FY 2013 Proposed Budget Page 197 of 283 k •h FY 2013 Proposed Budget Page 198 of 283 Village of North Palm Beach Country Club Revenues FY 2012-2013 Other Driving Range $405,627 $209,026 5.29 r Food&Beverage 10.27° Membership $821,300 $623,580 20.80% 15.79 Greens Fees Cart Rental/Walking Fee $912,480 $976,920 23.11% 24.74 Total Revenues = $ 3,948,933 FY 2013 Proposed Budget Page 199 of 283 Country Club Revenues $399489933 The Country Club is operated as a self-supporting enterprise for Cart Rental/Walkin2 Fee $976,920 which fees charged to users are intended to pay for the full cost of operations. This section includes a discussion regarding revenue This class of revenue represents 24.74% of the overall Country Club sources for the Village's FY 2012/13 Country Club Budget. The Revenues. The calculation is based on anticipated rounds: major source of Country Club revenues (approx 69%)are derived from . Average cart fee per round played (excluding walkers) golf memberships, cart rentals, greens fees, and the driving range. ($21.35 x 44,000) = $939,400 _ The budgeted revenues are estimated based on the number of • Walking Fees ($9.38 x 4,000 rounds) $37,520 memberships, plays, and cart rentals over past years; fees for these Cart Rental&Walking Fees items are adjusted yearly to accommodate the estimated budgeted 5 Year Revenue Trend expenses of the Country Club Operations. 1,100,000 The following assumptions were used when preparing the Country 1,050,000 Club Golf Revenue Estimates: 1,000,000 950,000 • 48,000 anticipated rounds 900,000 • 274 memberships 850,000 800,000 2009 2010 2011 2012 2013 ■Revenue 1,038,49 1 1,005,81 906,709 1,061,38 976,920 Membership $623,580 Golf Memberships represent 15.79% of total Country Club Revenues Memberships and are based on type of membership: 5 Year Revenue Trend Resident 138 memberships $345,870 svo,00fl Non-Resident 66 memberships 229,900 - soo,naa Summer 58 memberships 44,210 d00,M) Junior 12 memberships 3,600 290,M) Golf Plus 12 memberships Included in above p 2C. 2010 2f111 2012 2013 Total $6x13,500 �F2evemle 91 0,24 9 753,3+19 650,358 66+1,970 fi23,580 FY 2013 Proposed Budget Page 200 of 283 Greens Fees $912,480 Food & Beverage $821,300 Greens Fees represent 23.11% of total Country Club Revenues and Historically, the Food & Beverage operation has been contracted are calculated based on current year average dollar per round out to an outside vendor. In May of 2010, the Village assumed the multiplied by anticipated rounds for FY 2013: daily operations for the North Palm Beach Country Club • Average dollar per round played x anticipated rounds Restaurant. Revenue from the Food & Beverage operation ($19.01 x 48,000) = $912,480 represents 20.80% of total Country Club Revenues and is calculated based on the current year sales average: Greens Fees Food& Beverage non-alcoholic Sales $545,000 5 Year Revenue Trend g ( ) Facility Rental 36,300 Liquor Sales 240,000 1,000,000 800,0 10 Total $821,300 600,0❑0 400,000 200,0❑0 Food& Beverage 5 Year Revenue Trend 2999 2010 2911 2012 2013 Revenue 81fi,059 753,88fi 810,849 836,505 912,480 900,000 800,000 700,000 Driving Range $209,026 600,000 500,000 400,000 Driving Range revenue represents 5.29% of total Country Club 300,000 Revenues and is based on a three-year average. 100,000 2999 2015 2011 2012 2013 Driving Range Revenue 272,259 701,350 847,715 821,300 5 Year Revenue Trend 210,000 200,000 190,000 180,000 170,000 160,000 150,000 2009 2010 2911 2012 2913 Revenue 2 208,865 197,380 2590 6 FY 2013 Proposed Budget Page 201 of 283 Miscellaneous $405,627 Miscellaneous Miscellaneous Revenue represents 10.27% of total Country Club 5 Year Revenue Trend Revenues and includes the following: 450,000 400,000 350,000 Golf Merchandise Sales $140,150 300,000 250,000 Special Events/Camps 4,000 200,000 Tournament Proceeds 2,716 i00,000 Golf Grip Sales 474 50,000 Interest Earnings 7,327 2009 2010 2011 2012 2013 Actu- Actual Budget Bud Rental-Golf Clubs 32,000 NRevenue 439,203 434,128 302,532 292,755 405,627 Rental-Lockers 1,632 Rental-Bag Room 15,240 Golf Handicap Service 1,288 Sales of Surplus 96,000 Golf Ball Retrieval 4,800 Golf Lessons 100,000 Total $405 627 FY 2013 Proposed Budget Page 202 of 283 L FY 2013 Proposed Budget Page 203 of 283 Village of North Palm Beach Country Club FY 2012-2013 Expenses Expenses(by category) Contingency $128,434 Personnel ■ Debt Service 3.25% $939,631 $566,201 23.79% 14.34% Insurance-Property&General $43,881 ■ Capita 1.11% $53,639 1.36% Total�2;,2 erating Costs $ 61,02 8 7.26% Operatin $2,217,147 _ 56.15% Expenses(by department) Administration Contingency $125,161 $128,434 5% 3.17% 3.2 Insurance-Property&General $43,881 Food&Beverage 1.11% $884,184 22.39% f r ■ Golf $2,767,273 70.08% Total Expenses = $3,948,933 FY 2013 Proposed Budget Page 204 of 283 Country Club Expenses $399489933 This section includes a discussion regarding appropriations for the Health Insurance: Village's FY 2012/13 Country Club budget, how much of the total Health insurance is budgeted at the employee level for the cost budget it comprises, and assumptions used in determining the provided by the insurance carrier based on type of coverage. projections. All expenses are funded by user charges; no taxes or assessments are used to support the Country Club operations. FICA: As mentioned in the Basis of Accounting section, capital outlay This item was budgeted at 7.65% of payroll. and debt service are reflected as a budgeted expense although both of these items are balance sheet items in the Village's CAFR, as Worker's Compensation: required by GAAP. This item is budgeted at the employee level for the cost provided by the insurance carrier based on type of position. Personal Services $939,631 Personal Services Employee salary and benefits represent 23.79% of the total 5 Year Trend Country Club Expenses. These costs are allocated on a per _ employee basis. Assumptions used in budgeting for the major 1,000,000 '+ — employee costs are discussed below: 800,000 600,000 Salaries: 400,000 Performance based merit increases are budgeted at an average of 200,000 3.75% based on a 0% - 5% scale. - 2009 2010 2011 2012 2013 Actual Actual Actual Budget Budget Retirement: ■Expense 558,813 715,637 892,066 912,212 939,631 Actuarial determined employer contributions for the General Employees Pension were budgeted as follows: General Employees...........................19.86% The ICMA pension employer contributions were budgeted at 15%. FY 2013 Proposed Budget Page 205 of 283 Operating Costs $2,261,028 Capital Outlay $53,639 Appropriations are budgeted based on past history and the needs of Capital needs and resource availability are assessed annually the Club. Operating costs represent 57.26% of the overall Country through a capital planning process that results in a five-year capital Club Expenses. Some highlights of operating costs are listed below: plan. The five-year capital plan includes: • Golf Course Maintenance Contract $1,153,888 • the cost to furnish and maintain capital facilities and • Cost of Food & Beverage Merchandise 290,000 equipment, such as roadways, parks, drainage systems and • Utilities 217,202 other valuable infrastructure • Cost of Golf Merchandise 98,000 . the cost of new and replacement fixed assets, such as • Materials & Supplies 77,425 vehicles, equipment, hardware/software, etc. • Charge Card Fees 59,500 • Marketing & Advertising 45,000 Those items deemed necessary are funded in the respective • Repairs & Maintenance 48,579 department's budget; the remaining items are deferred to future • Property/General Liability 43,881 years. For FY 2012/13, capital outlay accounts for 1.36% of the overall Country Club budget. The capital outlay for FY 2012/13 is Operating Costs budgeted as follows: 5 Year Trend Department Description Amount 2,300,000 Food& Beverage Half-way house $ 53,639 2,200,000 Total $ 53,639 2,100,000 2,000,000 Capital Outlay 5 Year Trend 1,900,000 1,800,000 70,000 2009 2010 2011 2012 2013 Actual Actual Actual Budget Budget 60,000 ■Expense 2,028,357 2,012,832 2,157,233 2,292,932 2,261,028 50,000 40,000 30,000 20,000 1 0,000 2009 2010 2011 2012 2013 0 Expense 15,951 36,972 60,456 13,500 53,639 FY 2013 Proposed Budget Page 206 of 283 Debt Service $566,201 Continuncy $128,434 Debt service payments are the series of payments of principal and During the budget process, reserves are set aside to accommodate interest required on a debt over the fiscal year. The FY 2012/13 unanticipated expenditures. For the FY 2012/13 budget, this debt service budget represents 14.34% of the overall Country Club reserve represents 3.25% of the total budget. budget. The Country Club has one loan and a capital lease outstanding. Debt Service Contingency 5 Year Trend 5 Year Trend 700,000 250,000 600,000 500,000 200,000 400.DOa 150,000 300,000 100,000 200,Daa 100,D as 50,000 20D9 2010 2011 2012 2013 2009 2010 2011 2012 2013 Actual A-tual ■Expense 577,705 631,775 487,573 470.201 566,201 ■Expense 209,850 128,434 FY 2013 Proposed Budget Page 207 of 283 r, •S r FY 2013 Proposed Budget Page 208 of 283 The Village of North Palm Beach FY 2012-2013 Country Club Budget Golf Summary %Increase/ 0riginal 2012 (Decrease)over Actual Actual Actual Fiscal Year 2012-2013 Budget 2012 Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 122,229 $ 115,138 6.16% $ 120,842 $ 61,378 $ 56,492 Overtime Pay 1,000 5,200 -80.77% - 1,423 4,378 Lessons 45,000 40,000 12.50% 54,218 24,960 16,214 Part-time Pay 261,198 429,427 248,023 5.31% 218,821 214,098 204,233 Benefits: Pension 20,646 20,103 2.70% 10,672 9,299 11,039 Health Insurance 29,771 28,340 5.05% 30,740 25,519 15,694 FICA/Medicare 32,852 31,184 5.35% 29,737 22,705 21,275 Long Term Disability Insurance 526 643 -18.20% 606 352 408 Short Term Disability Insurance 421 - 0.00% - - - Life Insurance 261 324 -19.44% 306 216 214 Worker's Compensation 5,165 4,299 20.14% 3,719 4,005 10,728 Other 89,642 18,158 -100.00% 890 3,297 $ 519,069 $ 511,412 1.50% $ 470,552 $ 367,253 $ 340,674 Operating Advertising&Marketing 42,000 36,000 16.67% 32,077 16,382 16,185 Books&Publications 100 100 0.00% 164 - - Charge Card Fee 51,500 51,000 0.98% 48,363 44,957 46,396 Club Relations 500 1,500 -66.67% 388 541 599 Conferences&Seminars 1,700 1,000 70.00% - - - Contiactual Services 1,192,888 1,191,888 0.08% 1,180,424 1,180,821 1,292,325 Rental-Equipment/Golf Club 2,000 3,000 -33.33% 686 8,714 110,116 Gas,Oil&Lubricants - - 0.00% - - - Golf Handicap Expense 3,000 3,000 0.00% 3,024 3,724 3,461 Lessons 35,000 40,000 -12.50% 27,386 14,580 5,684 Materials&Supplies 48,175 54,369 -11.39% 29,709 36,587 40,222 Memberships&Dues 2,800 2,500 12.00% 981 344 459 Merchandise 98,000 108,000 -9.26% 89,130 85,549 112,418 Printing&Binding 3,500 4,000 -12.50% 3,175 3,564 3,435 Professional Services - 1,000 -100.00% 15 4,112 2,118 Repairs&Maintenance 25,379 32,164 -21.10% 19,392 35,779 16,540 Solid Waste Disposal 7,226 6,899 4.74% 6,271 6,020 4,934 Special Events/Camps 500 500 0.00% 401 - - Travel 2,700 300 800.00% - - - Umforms&Shoes 4,000 4,400 -9.09% 3,397 1,671 2,889 Utilities 161,035 159,421 1.01% 149,662 150,795 178,241 Other Operating Costs 0.00% 86 49 1,682,003 1,701,041 -1.12% 1,594,730 1,594,188 1,836,020 Capital Audio,Visual,&Comm.Sys 0 0 0.00% 0 0 0 Computer Hardware&Software 0 0 0.00% 0 0 0 Furniture&Fixtures 0 0 0.00% 0 0 0 Construction&Major Renovation 0 0 0.00% 57,399 2,668 11,152 Machinery&Equipment 15,500 -100.00% 7,246 4,799 0 15,500 -100.00% 57,399 9,914 15,951 Debt&Other Debt Service 394,901 394,901 0.00% 412,338 471,149 506,548 Golf Cart Lease 171,300 75,300 127.49% 75,235 160,626 71,157 566,201 470,201 20.42% 487,573 631,775 577,705 Total Expenses $ 2,767,273 $ 2,698,154 102.56% $ 2,610,255 $ 2,603,129 $ 2,770,348 FY 2013 Proposed Budget Page 209 of 283 North Palm Beach Country Club - FY2013 Membership Fees FY2013 FY2012 Difference Special Offers or Notes Single $2,205.00 $2,205.00 0% Resident Installment Plans:Pay a 3%Administration Fee Family $3,360.00 $3,360.00 0% Single $3,200.00 $3,200.00 0% Non-Resident Installment Plans:Pay a 3%Administration Fee Family $4,300.00 $4,300.00 0% Golf Plus Resident Single $2,477.00 $2,477.00 0% Installment Plans:Pay a 3%Administration Fee (Golf, Tennis&Pool) Family $3,770.00 $3,770.00 0% Golf Plus Non-Resident Single $3,567.00 $3,567.00 00 Installment Plans:Pay a 3%Administration Fee (Golf, Tennis&Pool) Family $4,877.00 $4,877.00 0% Touring Professional Single $2,205.00 N/A N/A Eligibility: Any Current Touring Professional. N.P.B Business Single $2,650.00 $2,650.00 0% Eligibility: Non-Residents owning a business or rental Family $3,750.00 $3,750.00 0% property within the Village. Resident $300.00 $300.00 0% Junior Golfer Pass prices will be the same for Residents Juniors o Non-Resident $300.00 $300.00 0% and Non-Residents. Option A: $495.00 $495.00 0% (Cart Fees Only) Restrictions:No Charging Privileges. Option B is limited Summer Option B: $995.00 $995.00 0% to Monday-Thursday ANYTIME and after 11:00AM Friday Includes Cart Fees Saturday&Holidays(or pay a cart fee). Family: Cart Fees Onl $995.00 N/A N/A Unlimited Golf Cart Single $3,000.00 $3,000.00 N/A Allows Members an"All-Inclusive" option where they pre Program Each Additional $2,750.00 $2,750.00 N/A pay for all cart fees and there are no per play charges. Silver(Par) $10,000.00 $10,000.00 N/A Silver allows up to four named individuals employed at a company to join under one membership. Gold and Gold(Birdie) $14,000.00 $14,000.00 N/A Platinum are same program but also gives company 50 Corporate and 100 pre-paid rounds respectively(Greens Fee, Cart Platinum (Eagle) $17,500.00 $17,500.00 N/A Fee& Tax)which can be used for other employees, clients or guests. Additional individuals may be added for Each Additional $2,500.00 $2,500.00 N/A $2,500 each. FY 2013 Proposed Budget Page 210 of 283 P North Palm Beach Country Club Golf Club Membership & Rates - FY2013 Golf Memberships Resident Single Regular 98 ea.@ $2,205.00 = $216,090.00 Family Regular 34 ea.@ $3,360.00 = $114,240.00 Junior 6 ea.@ $300.00 = $1,800.00 Non-Resident Single 49 ea.@ $3,200.00 = $156,800.00 Family 16 ea.@ $4,300.00 = $68,800.00 Junior 6 ea.@ $300.00 = $1,800.00 Business 0 ea.@ $2,650.00 = $0.00 Based Upon FY2012 Memberships 209 $559,530.00 $623,580.00 Summer Memberships (May 1 -September 30) 58 @ 495 or 995= $44,210.00 Golf Plus Memberships(Golf, Tennis&Pool) Resident Single Regular 4 ea.@ $2,205.00 = $8,820.00 Golf Portion Only(ea.@$2,205) $8,820.00 Family Regular 2 ea.@ $3,360.00 = $6,720.00 Golf Portion Only(ea.@$3,360) $6,720.00 Non-Resident Single Regular 0 ea.@ $3,200.00 = $0.00 Golf Portion Only(ea.@$3,200) $0.00 Family Regular 1 ea.@ $4,300.00 = $4,300.00 Golf Portion Only(ea.@$4,300) $4,300.00 7 Total $19,840.00 Grand Total 274 $623,580.00 Resident Card Holder and Guest of Member Discount 15% Greens Fees: See 2012/2013 Recommended Rates CART RENTAL 18-Holes 9-Holes Cart Fees: Member $22.00 $12.00 Non-Member $26.00 $14.00 WALKING FEE Walking Fees: Member ONLY $12.00 $7.00 Anticipated Rounds: 48,000 FY 2013 Proposed Budget Page 211 of 283 North Palm Beach Country Club 2012-2013 Walk In Rates 18-Hole Rates 9-Hole Rates3 Season Time Weekday' Rate Weekend 2 Rate Weekday' Rate Weekend 2 Rate Early Morning $59.00 $69.00 $35.00 $41.00 Fall Season Morning $59.00 $69.00 $35.00 $41.00 (Oct.8- Nov. 11) Mid-Day $49.00 $59.00 $29.00 $35.00 "" 39.00 $ Twilight* 45.00 ;;;;;;;;;;;;;; g $ Early Morning $75.00 $85.00 $45.00 $51.00 Pre-Winter Season Morning $75.00 $85.00 $45.00 $51.00 (Nov. 12 - Dec. 16) Mid-Day $65.00 $75.00 $39.00 $45.00 Twilight* $50.00 $55.00 Early Morning $89.00 $99.00 $53.00 $59.00 Shoulder Season Morning $89.00 $99.00 $53.00 $59.00 (Dec. 17-Jan. 27) Mid-Day $79.00 $89.00 $47.00 $53.00 Twilight* $49.00 $59.00 Early Morning $99.00 $99.00 $59.00 $59.00 High Season Morning $99.00 $109.00 $59.00 $65.00 (Jan.28-Apr. 7) Mid-Day $85.00 $89.00 $51.00 $53.00 ;;;;;;;;;;;;;;;;;;,,;,,,, Twilight* $55.00 $59.00 Early Morning $75.00 $85.00 $45.00 $51.00 Spring Season Morning $75.00 $85.00 $45.00 $51.00 (Apr. 8-Apr.30) Mid-Day $65.00 $75.00 $39.00 $45.00 Twilight* $49.00 $59.00 Summer Season Early Morning $45.00 $55.00 $27.00 $33.00 (Oct. 1 - Oct 7 & Morning $45.00 $55.00 $27.00 $33.00 May 1 -Sep.30) Mid-Day $39.00 $49.00 $23.00 $29.00 Twilight* $32.00 $35.00 *Twilight=After 3:00pm October 1, 2012-November 3, 2012 After 2:00pm November 4, 2012-March 9, 2013 After 3:00pm March 10, 2013-September 30, 2012 1 Weekday= Monday-Thursday 2 Weekend= Friday-Sunday&Holidays 3 9-Hole Rates are 60%of 18 Hole Rates FY 2013 Proposed Budget Page 212 of 283 The Village of North Palm Beach FY 2012-2013 Country Club Budget Food&Beverage Summary %Increase/ Original 2012 (Decrease)over Actual Actual Actual Fiscal Year 2012-2013 Budget 2012 Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 92,638 $ 61,049 51.74% $ 84,199 $ 43,701 $ Overtime Pay 500 - 0.00% 199 - Part-time Pay 192,024 285,162 212,307 -9.55% 206,404 80,873 Benefits: Pension 15,412 9,769 57.76% 8,445 6,224 Health Insurance 28,335 16,219 74.70% 21,751 8,404 FICA/Medicare 21,815 20,857 4.59% 27,798 11,144 Long Term Disability Insurance 417 324 28.70% 436 253 Short Tenn Disability Insurance 334 - 0.00% - - LifeInsurance 174 108 61.11% 162 99 Worker's Compensation 3,893 3,708 4.99% 4,439 3,274 Other 8,606 78,986 14,607 -41.08% 821 - $ 364,148 $ 338,948 7.43% $ 354,653 $ 153,971 $ Operating Advertising/Marketing 3,000 8,040 -62.69% 8,729 16,302 Charge Card Fee 8,000 11,798 -32.19% 10,239 2,309 Contractual Services 26,500 27,388 -3.24% 22,472 27,794 Entertainment 10,000 12,500 -20.00% 23,298 11,032 Rental-Equipment/Linen/Uniform 15,500 17,300 -10.40% 17,149 6,995 Gas,Oil&Lubricants 150 100 50.00% 132 42 Licenses&Fees 5,200 5,200 0.00% 4,444 3,704 Materials&Supplies 25,250 31,250 -19.20% 32,250 53,292 Merchandise 290,000 308,285 -5.93% 284,218 98,978 Professional Services 600 600 0.00% 835 720 Repairs&Maintenance 23,200 12,901 79.83% 8,233 16,832 848 Solid Waste Disposal 7,224 6,899 4.71% 6,271 6,020 4,932 Utilities 50,273 61,692 -18.51% 54,260 50,472 52,538 Other Operating Costs 1,500 3,700 -59.46% 11,337 4,053 466,397 507,653 -8.13% 483,866 298,545 58,318 Capital Audio,Visual,&Comm.Sys 0 0 0.00% 0 0 0 Automotive 0 0 0.00% 0 0 0 Computer Hardware&Software 0 0 0.00% 3,056 9,973 0 Furniture&Fixtures 0 0 0.00% 0 9,990 0 Dining Room Tables&Chairs 0 0 0.00% 0 0 0 Construction&Major Renovation 53,639 0 0.00% 0 0 0 China,Glass,Silverware,etc. 0 0 0.00% 0 0 0 Machinery&Equipment - - 0.00% - 7,095 - 53,639 0 0.00% 3,056 27,058 0 Total Expenses $ 884,184 $ 846,601 4.44% $ 841,575 $ 479,574 $ 58,318 FY 2013 Proposed Budget Page 213 of 283 The Village of North Palm Beach FY 2012-2013 Country Club Budget Administration %Increase/ Original 2012 (Decrease)over Actual Actual Actual Fiscal Year 2012-2013 Budget 2012 Budget 09/30/11 09/30/10 09/30/09 Personnel Salary: Regular Pay $ 35,321 $ 33,943 4.06% $ 37,753 $ 134,496 $ 147,569 Overtime Pay 500 1,000 -50.00% 450 1,358 - Part-time Pay - 35,821 - 0.00% - - - Benefits: Pension 6,094 5,954 2.35% 5,163 21,082 20,222 Health Insurance 11,322 10,774 5.09% 14,434 24,326 28,255 MCA/Medicare 2,741 2,670 2.66% 2,774 9,658 10,546 Long Tenn Disability Insurance 159 200 -20.50% 252 659 743 Short Term Disability Insurance 128 - 0.00% - - - LifeInsurance 87 108 -19.44% 138 288 306 Worker's Compensation 62 53 16.98% 122 1,134 3,660 Other - 20,593 7,150 -100.00% 5,775 1,411 6,838 $ 56,414 $ 61,852 -8.79% 8 66,861 8 194,413 8 218,139 Operating Accounting&Auditing 7,000 7,000 0.00% 5,911 5,187 6,512 Charge Card Fee - - 0.00% - 4,995 4,889 Contractual Services 34,139 4,139 724.81% 4,282 6,264 4,920 Rental-Copier 5,214 3,500 48.97% 4,278 3,411 3,621 Marketing&Advertising - 6,000 -100.00% 5,570 14,950 25,685 Materials&Supplies 4,000 4,000 0.00% 4,725 3,675 4,253 Memberships&Dues - - 0.00% - 767 674 Postage 3,000 4,000 -25.00% 1,603 2,385 4,461 Printing&Binding 2,000 2,500 -20.00% 1,736 1,851 1,403 Repairs&Maintenance - - 0.00% - 137 - Unifonns&Shoes - - 0.00% - - - Utilities 5,894 5,735 2.77% 5,645 6,458 7,843 Legal Fees 7,500 7,500 0.00% 3,395 11,652 2,488 Other Operating Costs - - 0.00% 654 1,444 4,025 68,747 44,374 54.93% 37,797 63,177 70,774 Capital Audio,Visual,&Comm.Sys 0 0 0.00% 0 0 0 Computer Hardware&Software 0 0 0.00% 0 0 0 Furniture&Fixtures 0 0 0.00% 0 0 0 Construction&Major Renovation 0 0 0.00% 0 0 0 Machinery&Equipment - - 0.00% 0 0 0.00% 0 0 0 Debt&Other Contingency 128,434 209,850 -38.80% 0 0 0 Insurance-Property&General Liability 43,881 39,864 10.08% 40,840 56,923 63,247 172,315 249,714 -31.00% 40,840 56,923 63,247 Total Expenses $ 297,476 $ 355,940 -16.43% 8 145,498 8 314,513 8 352,160 FY 2013 Proposed Budget Page 214 of 283 FY 2013 Proposed Budget Page 215 of 283 Village of North Palm Beach • Provides for annual employer pension contributions; and • Provides for monthly employer and employee health/dental TO: Honorable Mayor and Council insurance contributions. • Provides for employer-sponsored Life, Accidental Death & FROM: Ed Green, Village Manager Dismemberment(ADD), Long Term Disability (LTD), and Short Term Disability (STD)plans. Vision coverage is available at full DATE: July 26, 2012 employee expense. SUBJECT: Comprehensive Pay and Classification Plan Recommended Personnel Changes: Fiscal Year 2012/2013 The Pay Plan reflects proposed changes in Village employment positions including as follow: This Comprehensive Pay and Classification Plan ("Pay Plan") reflects all authorized Village employment position classifications and their Additions/Deletions: related salary ranges for all Village employees for the Fiscal Year • Add one (+1) Kitchen Manager/Chef f/t position (pay grade 20) / starting October 1, 2012. This Pay Plan also reflects employment Delete one (4) Chef p/t position (pay grade 17); Delete one (4) benefits provided to employees unless separately negotiated in Line Cook p/t position (pay grade 13). collective bargaining agreements. • Add one (+1) CALEA Manager p/t position (pay grade 11) • Add one (+1)Restaurant Event Banquet Coordinator p/t position Village management reviews this Pay Plan annually and makes (pay grade 22) / Delete one (4) F&B Sales Coordinator recommendations on the classifications and pay ranges for all (pay grade 6) positions to maintain appropriate staffing resources in relation to competitive market conditions and the needs of our annual Village Other Changes: budget/operating structure. The attached Pay Plan proposal has been . Title Change to"Director of Golf Operations" from"Head Golf incorporated into the Manager's proposed budget for the coming Professional" for one (1)full-time position (pay grade 29). Fiscal Year beginning October 1, 2012. Summary of Personnel Changes: Pay Plan Recommendations This year's Pay Plan includes: The net change in Village employment positions is provided below: Fiscal Year Full-time positions Part-time ositions • Provides for an average 3.75% performance-based merit 2012 144 124 increases (0%to 5%)for FPE-eligible and non-union personnel; 2013 145 123 • Provides for negotiated step-plan increases for PBA and IAFF-eligible Net chan a +1 positions -1 positions employees as negotiated in their collective bargaining agreements; • Provides no COLA/market-based adjustment; FY 2013 Proposed Budget Page 216 of 283 Pension: agree to move all employee health and welfare plans (Medical, Dental, Life, ADD, LTD and STD) to CIGNA. The Village's annual employer contribution increased for both the General Employee Pension Plan and the Police & Fire Pension Plan Increases in medical insurance are driven by both the Village's for Fiscal Year 2012/2013. The Village's ICMA-RC pensions remain individual claims experience rating and the increasing costs within the constant at an employer contribution of 15%. health care industry as a whole. The best way to combat these rising costs is to implement a robust employee wellness program. With the Last year, the Village's required employer contribution for the General support of the Sr. Management Team, the Village will be partnering Employee Pension Plan was 19.57%. For Fiscal Year 2012/2013, the with CIGNA to build upon our current wellness program and encourage Village's annual required employer contribution is 19.86%, or up by .29%. wellness awareness for all of our employees and their dependents. For the Police & Fire Pension Plan the required annual employer contribution for Fiscal Year 2012/2013 increased from 20.03%, to 20.22% Historically, the Village covers the full premium cost of the lower or up by .19%. The reasons for these increases are based on asset returns priced health and dental plans for all employees. For dependent and actuarial experience. coverage, the Village funds 80% of the premium for the lower cost All budgeted plan contributions are outlined below: plan and the balance is paid by the employee. Employees choosing higher cost plan options will pay 100% of the premium cost difference • For General Employees Pension Plan: between the higher and lower cost plans. Employer contribution 19.86% Projected monthly employee costs are as follow: Employee contribution 6.0% Health Insurance: • For Police and Fire Pension Plan: Employer contribution 20.22% CIGNA HMO Plan Employee contribution 2.0% Employee Only Coverage $ 0.00 per month Employee + One Coverage $102.97 per month • For ICMA-RC Pension Plan : Employee +Family Coverage $216.14 per month Employer contribution 15% CIGNA POS Plan Employee contribution 3%, 5%, 10% or 15% Employee Only Coverage $ 43.46 per month Health/Dental Insurance: Employee + One Coverage $189.88 per month Employee +Family Coverage $350.80 per month In order to secure the most advantageous renewals possible for the Village and its employees, Village Administration worked with our insurance Dental Insurance: broker to send out an RFP for our employee health and welfare benefits CIGNA HMO Plan in June of 2012. Due to significantly large claims experience in the Employee Only Coverage $ 0.00 per month past year, several insurance vendors declined to quote for our employee Employee +Family Coverage $ 5.42 per month business. Our current vendor Humana proposed a 17.3% increase. CIGNA PPO Plan CIGNA proposed similar medical plans for a 4.5% increase. The Village Employee Only Coverage $15.40 per month was offered these favorable rates with the understanding that we would Employee +Family Coverage $58.07 per month FY 2013 Proposed Budget Page 217 of 283 The above monthly employee rates are based upon total monthly plan costs to the Village per employee as follows: Health Insurance: CIGNA HMO Plan Employee Only Coverage $ 514.87 per month Employee + One $ 926.77 per month Employee +Family Coverage $1,379.44 per month CIGNA POS Plan Employee Only Coverage $ 514.87 per month Employee + One $ 926.77 per month Employee +Family Coverage $1,379.44 per month Dental Insurance: CIGNA HMO Plan Employee Only Coverage $ 16.68 per month Employee +Family Coverage $ 38.34 per month CIGNA PPO Plan Employee Only Coverage $ 16.68 per month Employee +Family Coverage $ 3 8.3 4 per month RECOMMENDATION: The Administration recommends Council consideration and adoption of the Village's Comprehensive Pay and Classification Plan as follows and with the above incorporated changes. FY 2013 Proposed Budget Page 218 of 283 FISCAL YEAR 2012/2013 SECTION 4. IMPLEMENTATION VILLAGE OF NORTH PALM BEACH COMPREHENSIVE PAY AND The new pay plan will be implemented October 1, 2012. No general CLASSIFICATION PLAN (non-union) employees will receive a cost of living adjustment (COLA) effective October 1, 2012. The pay range (grade) of each SECTION 1. ESTABLISHMENT General Employee shall remain the same as Fiscal Year 2012/2013, as reflected in the attached classification plan. Bargaining unit A Comprehensive Pay and Classification Plan for the Village of employees shall receive base wage increases only in accordance with North Palm Beach (the "Pay Plan"), pertaining to all positions, their collective bargaining agreement. including those that may be specified elsewhere in negotiated collective bargaining agreements or individual employment SECTION 5. HIRING PAY RATES contracts, is hereby established. This document will supersede and replace the pay related provisions of the Village's Personnel Rules The minimum rate established for a job class shall be paid upon and Regulations. employment, except that the "New-Hired" rate in amounts above the minimum may be authorized if the department head submits SECTION 2. DEVELOPMENT OF PAY RANGES adequate written justification and such action is approved by the Village Manager. Approval will be based on the exceptional The Pay Plan establishes pay ranges (grades) for each classification. qualifications of the appointee or inability to employ adequate Such established salary ranges of pay have been determined with due personnel at the minimum rate. regard to ranges of pay for other classes, relative difficulty and responsibility of positions in the class, prevailing rates of pay for SECTION 6. MERIT INCREASE similar positions, and the financial position of the Village and other economic considerations. Appendix A sets forth the pay ranges All employees of the Village of North Palm Beach, except as (grades) with minimum and maximum levels. Base pay is, by provided elsewhere, shall be eligible for a merit increase on their definition, the pay level within pay range for each position employee anniversary date. The anniversary date shall be defined as classification. Base pay may not exceed the maximum pay rate for the employee's entry date into his/her present position. After the one the position classification. For General (non-bargaining unit) (1) year period in their present position, employees shall be eligible Employees the Pay Plan provides for a pay range, without regard to for a merit increase, as defined herein, and shall be eligible at their specific pay level within that range. Adjustments shown to salary annual anniversary date every year from that time forward. ranges for FPE, PBA and IAFF positions are reflected for budgeting purposes and will be subject to bargaining. Employees may be granted such merit increase from zero to five percent (0-5%) of salary, based upon documented and demonstrated SECTION 3. APPLICABILITY workplace performance as recommended by the employee's Supervisor and Department Director. All merit increases shall be All employees of the Village of North Palm Beach, except as submitted to the Village Manager (or Human Resources Department) provided elsewhere, shall be compensated in accordance with this for review, consideration and written approval prior to discussion or plan and the exempt (salaried) and non-exempt positions, depending delivery to the employee. upon job classification. FY 2013 Proposed Budget Page 219 of 283 Merit increases are not automatic. Such merit increase is contingent In the event of an involuntary demotion an employee will be placed upon receipt of a satisfactory performance evaluation. Employees in the same relative position for the lower position grade as he/she who are at the maximum or exceed the maximum pay for their enjoyed in the previous classification, as long as the pay does not classification will not be eligible for a merit increase in their present decrease more than 10%. For a voluntary demotion to a lower pay Pay Plan classification, but may be eligible for a lump sum range (grade), employee shall be placed in the same relative position performance bonus. The Village Manager shall approve merit for the lower position grade while having their current pay "frozen" increases equal to or greater than 4.5%. Contractual provisions will at their current level — with future pay adjustments being used to govern bargaining unit employee merit increases. "offset" this higher pay level until fully absorbed. Lump Sum Performance Bonus: Employees whose compensation is In the event an employee is transferred to a position with the same equal to the maximum annual pay range for their position shall be eligible pay grade, their rate of pay will remain the same. for the annual performance incentive bonus program. Annual performance review bonuses would be paid lump-sum based upon written The Village retains the right to evaluate and if appropriate, make recommendation and documentation from the Department Head; subject personnel classification changes (reclassifications) when appropriate to written approval of the Village Manager or designee as follows: in support of providing the most cost effective and efficient delivery Exceptional Level II performance review rating - $ 1,200 of municipal services to the residents of the Village. Successful Level I through Exceptional Level I performance SECTION 8. PART-TIME PAY & MERIT INCREASE review rating - $ 900 Development Required through Below Standards Part-time employees shall be paid the hourly wage as outlined in the performance review rating - $ 0 attached Pay Plan, at the pay range (grade) minimum unless The bonus payment shall not be included in an employee's regular otherwise recommended by the Department Director, and approved by the Village Manager. base rate of pay and shall not be carried forward in subsequent years. Permanent Part-Time employees (who must be scheduled annually SECTION 7. PROMOTIONS, DEMOTIONS, TRANSFERS, for work in more than 46 or more weeks) shall be eligible for a merit AND RECLASSIFICATIONS increase upon receipt of a satisfactory evaluation. Part-time employees who leave Village employment and are subsequently In the event of a promotion to a higher pay range (grade), employees rehired are not considered to have continuous service and are will be placed in the new position's pay range (grade) at a base pay eligible for a merit increase annually based upon their rehire date. level that does not exceed more than 10% of the base pay level they occupy in their current pay range not to exceed the pay range maximum. Seasonal part-time employees (scheduled during a 12-month period Upon the written recommendation of the Department Director and work for less than 46 weeks), who have worked during the past written approval by the Village Manager, an employee that is within season and return for the upcoming season, may be eligible for a two (2) months of their existing anniversary / annual review date may merit increase at the beginning of the upcoming season, when prior receive a merit increase prior to the implementation of their recommended employment ended due to Village operational direction. Those promotion. Bargaining unit employees shall receive promotional increases employees who leave employment prior to the end of the season and in accordance with their respective collective bargaining agreement, may later be rehired by the Village, are considered new employees unless otherwise negotiated. and not eligible for a merit increase upon their rehire date. FY 2013 Proposed Budget Page 220 of 283 SECTION 9. OVERTIME/COMPENSATORY TIME Permanent part-time employees [who work less than thirty (30) hours per week or less than 1,560 hours per fiscal year] are not eligible to Overtime is authorized by the Village Manager or Department participate in the Village's pension plans, health and dental Heads. Overtime is paid to hourly employees at one and one-half insurance, long-term disability insurance, employer paid life (11/2)times the hourly rate for all hours worked in excess of forty (40) insurance programs, and sick leave incentive programs. hours per week. Upon prior approval of the Department Head or the Village Manager hourly employees may receive compensatory time SECTION 12. MISCELLANEOUS BENEFITS/INCENTIVES off for any work performed in excess of the regularly scheduled hours in a normal work week at one and one-half (11/2) hours for Pension Contributions — The Village's annual required employer every hour for overtime hours worked. Compensatory time for pension contributions for General Employee Pension employees will hourly employees shall accrue to no more than sixty (60) hours. be 19.86% of payroll, 20.22% of payroll for Police & Fire Pension Unused accrued compensatory time shall be paid upon termination of employees, and 15% of payroll for ICMA-RC Pension employees. employment. Bargaining unit employees shall receive overtime and The definition and limitations of earnings shall be as outlined in each compensatory time in accordance with their respective collective respective Village Pension Plan. bargaining agreement, unless otherwise negotiated. 457 Deferred Compensation Contributions — The Village will SECTION 10. WORK ASSIGNMENTS—HIGHER PAY GRADE match a non-union, full-time employee's 457 Deferred Compensation plan through ICMA-RC based on a contribution rate The Village administration recommends creating a pay system for of 50-cents for every dollar of employee contribution — up to a General employees who work in an established higher pay grade monthly Village contribution limit of$60 mo. ($720 yr.) and paid on classification. If a General employee is authorized and directed by a bi-weekly basis. Bargaining unit employees shall receive deferred the Village Manager or designee to temporarily work in an compensation accordance with their respective collective bargaining established higher pay grade classification, the employee shall be agreement, unless otherwise negotiated. paid five percent (5%) above their base pay rate for the period of time worked in the higher pay grade classification. Increases for Short Term Disability Insurance — The Village will incorporate a temporary work assignments that do not conform to established pay short-term disability plan for all full-time benefit eligible employees, grade classifications are handled on a case-by-case basis at the unless otherwise negotiated. This item is still under consideration discretion of the Village Manager. as an optional employee paid benefit. The final, adopted budget will be adjusted to delete the employer cost for this option. SECTION 11. BENEFIT ELIGIBILITY Long Term Disability Insurance—The Village's long-term disability Employees in full-time, budgeted positions [regularly scheduled to shall continue for all full-time employees,unless otherwise negotiated. work thirty (30) or more hours per week or an excess of 1,560 hours within the fiscal year] are eligible for participation in the Village's Life Insurance — The Village life insurance program for all full-time pension plans, health and dental insurance, long-term disability employees shall continue to be a level equivalent to the maximum insurance, and employer paid life insurance programs according to level allowed by IRS regulations before imputing added employee the requirements of these plans/programs. compensation ($50,000, or $25,000 after the age of 70), unless otherwise negotiated. FY 2013 Proposed Budget Page 221 of 283 Sick Leave Incentive Award Program — Regular full-time (non- Health/Dental Insurance Benefit - For all full-time employees, the probationary) general employees who do not use any sick leave Village will pay full cost of the lower-cost single coverage and 80% within any continuous (6) six-month period are eligible to earn eight of the lower-cost employee plus one (+1) for health insurance and (8) hours annual leave time as incentive for not using sick leave. family coverage for health and dental insurance. Employees shall Bargaining unit employees shall receive sick leave incentive(s) in pay all costs above the Village payment of above coverage including accordance with their respective collective bargaining agreement, any increased premium expense of the higher-cost health/dental plans unless otherwise negotiated. the employee may choose to select. Employees will have health and dental insurance premiums taken through the payroll process on a Certification Incentive - The certification incentive program will twice monthly basis. continue to provide certification pay for job related certifications as recommended by the Department Head and approved by the Village Flexible Spending Account — The Village's Flexible Spending Manager. Certification incentive pay will be issued as follows: Account provides employees the ability to voluntarily set aside tax- deferred compensation for authorized personal expenses such as • Certifications requiring an examination and continuing medical and child care expenses. education - $1,000 • Certifications requiring continuing education and no Tuition Refund Program — The Village shall follow a tuition refund examination - $1,000 program that provides a maximum benefit of $400 per semester for • Certification requiring an examination with no continuing technical or undergraduate classes and $450 per semester for education - $500 graduate classes. The reimbursement amount depends on the cost of the class and the grade received. Employees must request approval The maximum number of certifications eligible for the certification for a course prior to the start of the course (at the time of enrollment) incentive will be three (3) per individual. The certification incentive and then must submit proof of tuition amount paid and official grade will not be included in the base pay rate, and payment will be report within thirty (30) days of successful completion of the prorated based on the standard pay cycle. Employees whose base course(s). The Village will make all approved payments within sixty pay plus other types of pay compensation has reached the pay range (60) days of receipt of the necessary paperwork. maximum will be ineligible for certification pay above the pay range maximum. For certification requiring renewal or continuing Employee Assistance Program (EAP) - The Village offers an education, the employee is required to meet the appropriate renewal Employee Assistance Program through McLaughlin Young. The and to have the certification renewed in order to continue receiving program offers various counseling and referral services and currently the certification incentive pay. In addition, if an employee receiving provides for three (3) free counseling sessions per year for each EMT certification is promoted to a Paramedic position, the EMT employee or qualified dependent. certification pay will be removed. FY 2013 Proposed Budget Page 222 of 283 Village of North Palm Beach PAY RANGES - FISCAL YEAR 2012/13 Includes 0% COLA Adjustment effective 10/1/2012* *All union pay/positions are shown for categorization purposes only and are subject to ratification of Collective Bargaining Agreements (P/T positions shown with F/T annual rate for categorization purposes only; P/T and F/T non-exempt positions are paid hourly as worked) New position for Fiscal Year 2012/2013 -J&- Title change in Fiscal Year 2012/2013 Revised Salary Range for Fiscal Year 2012/2013 Position reclassified in Fiscal Year 2012/2013 lete ranges in CBA' Hourly rate Annual rate(F/T) #PT #FT Title Union Grade Minimum Midpoint Maximum Minimum Midpoint Maximum 15 0 F&B Service Personnel (PT) NUPT 3 $4.6500 $5.3411 $6.4688 $9,672 $11,110 $13,455 10 0 Camp Counselor(PT)(Seasonal) NUPT 6 $7.6700 $9.0680 $10.9915 $15,954 $18,861 $22,862 4 0 Dishwasher(PT) NUPT 6 $7.6700 $9.0680 $10.9915 $15,954 $18,861 $22,862 9 9 CA_Q Color Q99F oRatep/DT\ Nil IRT 6 $7.6799 $9.9689 i 4 0 Library Page(PT) NUPT 6 $7.6700 $9.0680 $10.9915 $15,954 $18,861 $22,862 7 0 Outside Service Attendant(PT) NUPT 6 $7.6700 $9.0680 $10.9915 $15,954 $18,861 $22,862 6 0 Snack Bar Attendant(PT) NUPT 6 $7.6700 $9.0680 $10.9915 $15,954 $18,861 $22,862 9 0 Driving Range/Ranger(PT) NUPT 8 $8.3251 $10.3938 $12.6133 $17,316 $21,619 $26,236 20 0 Pool Lifeguard (PT)(Seasonal) NUPT 10 $9.5375 $11.9075 $14.4504 $19,838 $24,768 $30,057 11 0 Recreation Assistant(PT) NUPT 10 $9.5375 $11.9075 $14.4504 $19,838 $24,768 $30,057 1 0 Finance Intern NUPT 11 $10.0002 $12.4855 $15.1447 $20,800 $25,970 $31,501 5 0 Golf Shop Attendant(PT) NUPT 11 $10.0002 $12.4855 $15.1447 $20,800 $25,970 $31,501 0 1 Outside Service Coordinator FPE 11 $10.0002 $12.4855 $15.1447 $20,800 $25,970 $31,501 1 0 Youth Art Instructor(PT) NUPT 11 $10.0002 $12.4855 $15.1447 $20,800 $25,970 $31,501 1 0 CALEA Manager NUPT 11 $10.0002 $12.4855 $15.1447 $20,800 $25,970 $31,501 4 0 Line Cook(PT) NUPT 13 $11.0398 $13.8148 $16.7051 $22,963 $28,735 $34,747 9 9 {ART 49 $11.9398 $13.8148 $16.7951 $22,963 $28,735 $34,747 0 1 Clerical Specialist NU 14 $11.6183 $14.5080 $17.5718 $24,166 $30,177 $36,549 6 0 Library Clerk(PT) NUPT 14 $11.6183 $14.5080 $17.5718 $24,166 $30,177 $36,549 1 0 Member Relations Coordinator(PT) NUPT 14 $11.6183 $14.5080 $17.5718 $24,166 $30,177 $36,549 0 1 Grounds Maintenance Worker FPE 15 $12.1386 $15.2018 $18.3808 $25,248 $31,620 $38,232 0 2 Street Maintenance Worker FPE 15 $12.1386 $15.2018 $18.3808 $25,248 $31,620 $38,232 FY 2013 Proposed Budget Page 223 of 283 Village of North Palm Beach PAY RANGES - FISCAL YEAR 2012/13 Includes 0% COLA Adjustment effective 10/1/2012* *All union pay/positions are shown for categorization purposes only and are subject to ratification of Collective Bargaining Agreements (P/T positions shown with F/T annual rate for categorization purposes only; P/T and F/T non-exempt positions are paid hourly as worked) New position for Fiscal Year 2012/2013 -J&- Title change in Fiscal Year 2012/2013 Revised Salary Range for Fiscal Year 2012/2013 Position reclassified in Fiscal Year 2012/2013 lete ranges in CBA' Hourly rate Annual rate(F/T) #PT #FT Title Union Grade Minimum Midpoint Maximum Minimum Midpoint Maximum 0 1 Irrigation Technician I FPE 16 $12.7742 $15.9537 $19.3061 $26,570 $33,184 $40,157 0 1 Library Assistant FPE 16 $12.7742 $15.9537 $19.3061 $26,570 $33,184 $40,157 0 12 Sanitation Collector FPE 16 $12.7742 $15.9537 $19.3061 $26,570 $33,184 $40,157 0 2 Records Clerk PBA Step plan $13.1838 $16.0246 $19.9167 $27,422 $33,331 $41,427 9 9 P u_❑ r�Tj Nil IRT 4� W.4678 $46-8299 $29.a467 $28,91 a W4,986 $42'a21 0 1 First Assistant Golf Professional NU 18 $14.1035 $17.6299 $21.3292 $29,335 $36,670 $44,365 0 2 Permit&Licensing Technician FPE 18 $14.1035 $17.6299 $21.3292 $29,335 $36,670 $44,365 1 0 Sales& Marketing Rep. (PT)(Golf) NUPT 18 $14.1035 $17.6299 $21.3292 $29,335 $36,670 $44,365 0 2 Equipment Operator 11 FPE 19 $14.7973 $18.4966 $22.5428 $30,778 $38,473 $46,889 0 1 Irrigation Technician 11 FPE 19 $14.7973 $18.4966 $22.5428 $30,778 $38,473 $46,889 0 2 Public Safety Aide NU 19 $14.7973 $18.4966 $22.5428 $30,778 $38,473 $46,889 0 6 Sanitation Driver/Operator FPE 19 $14.7973 $18.4966 $22.5428 $30,778 $38,473 $46,889 0 5 Accounting Clerk NU 20 $15.5492 $19.4219 $23.6987 $32,342 $40,398 $49,293 0 2 Administrative Assistant NU 20 $15.5492 $19.4219 $23.6987 $32,342 $40,398 $49,293 1 0 Event Coordinator(PT) NUPT 20 $15.5492 $19.4219 $23.6987 $32,342 $40,398 $49,293 0 3 Mechanic FPE 20 $15.5492 $19.4219 $23.6987 $32,342 $40,398 $49,293 0 1 Kitchen Manager FPE 20 $15.5492 $19.4219 $23.6987 $32,342 $40,398 $49,293 0 6 Emergency Dispatcher PBA Step plan $15.9566 $19.7662 $24.3305 $33,190 $41,114 $50,607 0 3 Recreation Supervisor FPE 21 $16.3006 $20.4039 $24.8551 $33,905 $42,440 $51,699 0 3 Trades Mechanic 11 FPE 21 $16.3006 $20.4039 $24.8551 $33,905 $42,440 $51,699 0 1 Administrative Coordinator NU 22 $17.1672 $21.4445 $26.1268 $35,708 $44,605 $54,344 0 1 Code Compliance Officer FPE 22 $17.1672 $21.4445 $26.1268 $35,708 $44,605 $54,344 1 0 Code Compliance Officer(PT) NUPT 22 $17.1672 $21.4445 $26.1268 $35,708 $44,605 $54,344 FY 2013 Proposed Budget Page 224 of 283 Village of North Palm Beach PAY RANGES - FISCAL YEAR 2012/13 Includes 0% COLA Adjustment effective 10/1/2012* *All union pay/positions are shown for categorization purposes only and are subject to ratification of Collective Bargaining Agreements (P/T positions shown with F/T annual rate for categorization purposes only; P/T and F/T non-exempt positions are paid hourly as worked) New position for Fiscal Year 2012/2013 -J&- Title change in Fiscal Year 2012/2013 Revised Salary Range for Fiscal Year 2012/2013 Position reclassified in Fiscal Year 2012/2013 lete ranges in CBA' Hourly rate Annual rate(F/T) #PT #FT Title Union Grade Minimum Midpoint Maximum Minimum Midpoint Maximum 1 0 F&B Assistant Manager(PT) NUPT 22 $17.1672 $21.4445 $26.1268 $35,708 $44,605 $54,344 0 1 Human Resources Specialist NU 22 $17.1672 $21.4445 $26.1268 $35,708 $44,605 $54,344 0 2 Library Assistant III FPE 22 $17.1672 $21.4445 $26.1268 $35,708 $44,605 $54,344 12 0 School Crossing Guard (PT) NUPT 22 $17.1672 $21.4445 $26.1268 $35,708 $44,605 $54,344 0 1 Technical Support Specialist NU 22 $17.1672 $21.4445 $26.1268 $35,708 $44,605 $54,344 1 0 Banquet Event Coordinator NUPT 22 $17.1672 $21.4445 $26.1268 $35,708 $44,605 $54,344 0 1 Fire Inspector NU 23 $17.9763 $22.4851 $27.3980 $37,391 $46,769 $56,988 0 1 Trades Mechanic III FPE 23 $17.9763 $22.4851 $27.3980 $37,391 $46,769 $56,988 1 0 Building Construction Inspector I (PT) NUPT 24 $18.9011 $23.5829 $28.7855 $39,314 $49,052 $59,874 0 1 Deputy Village Clerk NU 24 $18.9011 $23.5829 $28.7855 $39,314 $49,052 $59,874 0 1 Executive Secretary NU 24 $18.9011 $23.5829 $28.7855 $39,314 $49,052 $59,874 0 1 Librarian II FPE 24 $18.9011 $23.5829 $28.7855 $39,314 $49,052 $59,874 0 1 Parks Facilities Manager NU 24 $18.9011 $23.5829 $28.7855 $39,314 $49,052 $59,874 0 1 Recreation Program Coordinator NU 24 $18.9011 $23.5829 $28.7855 $39,314 $49,052 $59,874 0 3 Firefighter/EMT IAFF Step plan $20.3689 $25.2328 $31.0623 $42,367 $52,484 $64,610 0 22 Police Officer PBA Step plan $20.3689 $25.7134 $31.0635 $42,367 $53,484 $64,612 0 1 Sanitation Supervisor NU 26 $20.8084 $26.0110 $31.7334 $43,281 $54,103 $66,006 0 1 Street Maintenance Supervisor NU 26 $20.8084 $26.0110 $31.7334 $43,281 $54,103 $66,006 0 2 Building Construction Inspector II FPE 27 $21.8490 $27.2827 $33.8723 $45,446 $56,748 $70,454 0 1 Planner NU 27 $21.8490 $27.2827 $33.8723 $45,446 $56,748 $70,454 0 15 Firefighter/Paramedic IAFF Step plan $22.4630 $27.8260 $34.8475 $46,723 $57,878 $72,483 0 1 Network Support Specialist NU 28 $22.9473 $28.7279 $35.6062 $47,730 $59,754 $74,061 FY 2013 Proposed Budget Page 225 of 283 Village of North Palm Beach PAY RANGES - FISCAL YEAR 2012/13 Includes 0% COLA Adjustment effective 10/1/2012* *All union pay/positions are shown for categorization purposes only and are subject to ratification of Collective Bargaining Agreements (P/T positions shown with F/T annual rate for categorization purposes only; P/T and F/T non-exempt positions are paid hourly as worked) New position for Fiscal Year 2012/2013 -J&- Title change in Fiscal Year 2012/2013 Revised Salary Range for Fiscal Year 2012/2013 Position reclassified in Fiscal Year 2012/2013 lete ranges in CBA' Hourly rate Annual rate(F/T) #PT #FT Title Union Grade Minimum Midpoint Maximum Minimum Midpoint Maximum 0 1 Director of Food & Beverage NU 29 $24.1037 $30.1143 $37.3406 $50,136 $62,638 $77,668 I-IoorJ Gnlf Drnfoccinnol 442-9 $27 0 1 Director of Golf Operations NU 29 $24.1037 $30.1143 $37.3406 $50,136 $62,638 $77,668 0 1 Superintendent of Public Works NU 29 $24.1037 $30.1143 $37.3406 $50,136 $62,638 $77,668 0 1 Finance Manager NU 32 $27.9188 $34.9124 $43.2941 $58,071 $72,618 $90,052 0 3 Fire Rescue Lieutenant IAFF Step plan $27.9833 $32.3939 $38.4117 $58,205 $67,379 $79,896 0 6 Sergeant PBA Step plan $28.1621 $32.9115 $38.4191 $58,577 $68,456 $79,912 0 2 Police Captain NU 34 $36.0459 $39.7410 $44.4738 $74,975 $82,661 $92,506 0 1 Fire Captain NU 34 $36.0459 $39.7410 $44.4738 $74,975 $82,661 $92,506 0 1 Director of Human Resources NU 36 $29.3053 $36.6463 $45.4330 $60,955 $76,224 $94,501 0 1 Director of Information Technology NU 36 $29.3053 $36.6463 $45.4330 $60,955 $76,224 $94,501 0 1 Director of Library NU 36 $29.3053 $36.6463 $45.4330 $60,955 $76,224 $94,501 0 1 Director of Parks and Recreation NU 36 $29.3053 $36.6463 $45.4330 $60,955 $76,224 $94,501 0 1 Village Clerk NU 36 $29.3053 $36.6463 $45.4330 $60,955 $76,224 $94,501 0 1 Building Official NU 38 $30.7510 $38.4388 $48.4375 $63,962 $79,953 $100,750 0 1 Director of Community Development NU 40 $32.3114 $40.3456 $50.8661 $67,208 $83,919 $105,802 0 1 Director of Public Works NU 40 $32.3114 $40.3456 $50.8661 $67,208 $83,919 $105,802 0 1 Fire Chief NU 40 $32.3114 $40.3456 $50.8661 $67,208 $83,919 $105,802 0 1 Director of Finance NU 42 $39.3055 $49.0741 $62.8307 $81,755 $102,074 $130,688 0 1 Police Chief NU 44 $45.4330 $56.7620 $72.7152 $94,501 $118,065 $151,248 0 1 Village Manager NU Contract $52.8846 $60.0962 $67.3077 $110,000 $125,000 $140,000 FY 2013 Proposed Budget Page 226 of 283 Village of North Palm Beach Five Year Position Summary General Fund Positions 160 140 120 100 80 i 60 40 20 0 ■Full Time 143 140 139 139 139 ■Part Time 67 68 69 68 69 Country Club Positions 70 60 50 40 30 20 10 i 0 ■Full Time 5 5 7 5 6 ■Part Time 21 21 64 56 54 FY 2013 Proposed Budget Page 227 of 283 VILLAGE OF NORTH PALM BEACH VILLAGE GOVERNMENT EMPLOYEES BY FUNCTION LAST TEN FISCAL YEARS(*) Unaudited 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Number of Employees: General Government Village Manager-Full-Time 1 1 1 1 1 1 1 1 1 1 Assistant Village Manager-Full-Time 1 1 1 0 0 0 0 0 0 0 Systems Specialist Full-Time 1 1 1 2 2 2 2 2 2 3 Part-Time 0 0 0 0 0 0 1 1 1 0 Executive Secretary-Full-Time 1 1 1 1 1 1 1 1 1 1 Human Resources 2 2 2 2 2 2 2 Village Clerk-Full-Time 3 3 3 3 3 3 3 3 3 3 Finance Full-time 5 5 5 5 5 5 5 5 5 5 Part-Time 0 0 0 0 0 1 1 1 1 1 Public Works Full-time 61 61 62 54 47 48 38 37 37 37 Part-Time 8 8 6 3 0 0 0 0 0 0 Public Safety Full-time 66 66 61 66 68 68 67 67 67 67 Part-Time 14 14 15 14 13 12 11 12 12 12 Community Development and Planning Full-time 0 0 0 0 9 10 9 9 9 8 Part-Time 0 0 0 0 1 1 2 2 2 2 Leisure Services Library Full-time 9 9 8 7 7 7 6 6 6 6 Part-Time 7 7 7 8 8 8 10 10 10 10 Recreation Full-time 6 6 5 15 15 17 9 7 6 6 Part-Time 14 14 15 31 39 42 42 42 43 43 Other Government-Country Club Full-time 25 25 24 18 19 18 5 5 7 5 Part-Time 27 27 27 24 25 22 21 21 64 56 Total Number of Employees Budgeted FY Ending 249 249 242 254 265 268 236 234 279 268 *Variance exists due to the employment of seasonal and part-time employees. Source: Village of North Palm Beach Budget Report FY 2013 Proposed Budget Page 228 of 283 Nab - _ ._ �� >_, �� wit .. .+r;- •,. r. / 1 NOW it FY 2013 Proposed Budget Page 229 of 283 Capital Improvement Plan INTRODUCTION Capitalization Threshold Table: Municipal government provides needed and desired services to the Capitalize and TDepreciate public and in order to provide these services, the Village must Land Ca italizfurnish and maintain capital facilities and equipment. This is Land im rovements $25,0accomplished through the use of a Capital Improvement Plan (CIP). Buildin $50,0 Buildin Im rovements $50,000 Construction in Pro only ntss Capitalize The CIP is a five year projection of future improvements to existing facilities, the acquisition of land and buildings, construction of new Machine & Equipment $aline facilities and major equipment purchases. This includes the regular Vehicle $5,000 replacement of equipment such as vehicles and computer Infrastructure $250,000 hardware/software. The Village Council adopts the five year plan as a part of the annual budgeting process. The first year of the plan is Capital outlays of$10,000 or more are included in the CIP. then formally adopted as part of the Annual Budget for the current year; it is the only year for which funding may legally be The plan places projects [valued at $10,000 or morel in priority appropriated. Future years funding requirements are identified, order, and schedules the projects for funding and implementation. As but are not authorized. presented, it is a five-year forecast that allows the Village to plan The Village of North Palm Beach defines a "capital outlay" as the ahead for its new capital and renewal and replacement needs. cost(s) associated with the acquisition of land, land improvements, Programming capital requirements over time can promote better use buildings, building improvements, construction in progress, of the Village's financial resources, reduce costs and assist in the machinery and equipment, vehicles and infrastructure, and other coordination of public and private development. Careful tangible or intangible assets that are used in operations and that have management of its assets keeps the Village poised for flexible and an initial useful life extending beyond a single reporting period. responsive strategic planning that allows the Village to proactively Capital assets and infrastructure are capitalized and depreciated as prepare the groundwork for capital projects so when funding outlined in the capitalization table below: opportunities arise, a plan is ready to be implemented. By looking beyond year-to-year budgeting and projecting what, where, when and how capital investments should be made, capital planning FY 2013 Proposed Budget Page 230 of 283 enables the Village to maintain an effective level of service for the scopes are subject to change as the needs of the community become present and future population. more defined and projects move closer to final implementation. Priorities may be changed due to funding opportunities or THE CAPITAL IMPROVEMENT PLAN (CIP) circumstances that cause a more rapid deterioration of an asset. Projects may be revised for significant costing variances. The result of this continuing planning process is the CIP, which is the Village's five-year roadmap for creating, maintaining, and The adoption of the CIP is neither a commitment to a particular funding present and future capital requirements. The CIP serves as a project nor a limitation to a particular cost. As a basic tool for planning instrument in conjunction with the Village Comprehensive scheduling anticipated capital projects, it is a key element in Plan and the Village Council's Goals to identify needed capital planning and controlling future capital financing. When adopted, the projects and coordinate the financing and timing of improvements in CIP provides the framework for the Village's management team and a way that maximizes the return to the public. It provides a planned the Village Council with respect to investment planning, project systematic approach to utilizing the Village financial resources in the planning and managing any debt. most responsive and efficient manner to meet its service and facility needs. It serves as the "blueprint" for the future of the community CIP REVIEW and is a management and planning tool. The Village Manager is responsible for reviewing capital project The underlying strategy of the CIP is to plan for capital expenditures requests and providing recommendations to the Village Council. necessary for the safe and efficient provision of public services in Each department submits requests for its capital funding accordance with Village policies and objectives adopted in the requirements to the Village Manager. These requests could be for Village's Comprehensive Plan. It involves conducting needs something as minor as the purchase of a piece of equipment to the assessments and allowing for flexibility to take advantage of complete rebuild/new installation of a piece of infrastructure. The opportunities for capital investment. Capital planning decisions are Village Manager, along with the Finance Director and Department made based on an analysis of each project which includes: cost Head, conduct an in-depth analysis of the impact of the CIP on cash versus benefits, capital renewal strategies, repair-versus-replacement flow and financial obligations, as well as the Village's ability to costs and new service demands. A critical element of a balanced finance, process, design and ultimately maintain projects. The fiscal CIP is the provision of funds to both preserve or enhance existing impact for each individual project(including future maintenance and facilities and provide new assets to respond to changing service replacement costs), is also analyzed. The overall goal is to develop needs. CIP recommendations that: While the program serves as the long range plan, it is reviewed and revised annually in conjunction with the budget. Projects and their FY 2013 Proposed Budget Page 231 of 283 • Preserve the past, by investing in the continued upgrade of having a significant impact on the financial well being of the Village assets and infrastructure; Village. The project must be initiated or • Protect the present with improvements to Village facilities financial/opportunity losses will result. and infrastructure; 2. The project is important and addressing it is necessary. The • Plan for the future. project impacts safety, law enforcement, public health, welfare, economic base, and/or quality of life in the CIP CRITERIA & CATEGORIES community. 3. The project would enhance the quality of life and would The CIP is developed through input by professional staff, citizens of provide a benefit to the community. Completion of the North Palm Beach, and elected Village officials. There are typically project would improve the community providing cultural, more proposals than can be funded in the five-year CIP period, so recreational, and/or aesthetic effects. the projects are evaluated and ranked in order of priority according 4. The project would be an improvement to the community, but to the following guidelines: need not be completed within a five-year CIP. a) Whether the proposed project is financially feasible, in terms Based on the criteria and category, the project is either included in of its impact upon Village budget potential; the CIP or excluded. b) Whether the project is needed to protect public health and safety, to fulfill the Village's legal commitment to provide CIP POLICIES facilities and services, or to preserve, achieve full use of, or increase the efficiency of existing facilities; • The Village will adopt the first year of a multi-year plan for c) Whether the project represents a logical extension of capital improvements, update it annually and make every facilities and services within a designated Village Planning attempt to complete all capital improvements in accordance Area; and with the plan. d) Whether or not the proposed project is consistent with plans of State agencies and the South Florida Water Management. • The Village will coordinate the development of the CIP budget with the development of the operating budget to Further, the projects are broken down into the following categories: ensure future operating expenditures and revenues associated with new capital improvements will be projected and 1. The project is urgent and/or mandated, and must be incorporated into the current and future operating budgets. 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 FY 2013 Proposed Budget Page 232 of 283 • The Village will maintain its physical assets at a level directly linked to the assessed value of individual property, adequate to protect the Village's capital investment and not to the consumption of specific goods and services. minimize future maintenance and replacement costs. • Non-Ad Valorem Revenues: These types of revenues can be • In making or providing of capital improvements, The Village pledged to support various types of bond issues. Such bonds shall not incur a general obligation debt requiring the full are similar to general obligation bonds in that proceeds are faith and credit and taxing power of the Village that exceeds often used for general government purposes and repayment is five (5%) of the property tax base of the Village. For Fiscal unrelated to the revenue generating capacity of the project Year 2013, this amounts to $74.31 million. The Village has being financed. However, unlike general obligation bonds, no general obligation debt. non-ad valorem revenue bonds are payable solely from revenues derived from the pledged revenue (such as sales tax, CIP FINANCING/FUNDING ALTERNATIVES local option fuel tax, and the guaranteed portion of municipal sharing). Capital improvements may be funded by a variety of means depending on the nature of the project, availability of funds, and the • User Fees and Charges: These revenues include a variety of policies of Village Council. Financing decisions are made based on license and permit fees, facility and program fees, and fines. established Village policies and available financing options directly They are rarely used as debt security for non-Enterprise Fund related to project timing and choice of revenue sources. The funding capital projects, but could be a source of direct funding of a methodology for the CIP is reliant upon available resources small capital improvement. including regular operating funds, funds from grants and user fees, useful life of the improvement, and sharing the costs between current • Enterprise Fund User Fees: These revenues are derived from and future users. While some projects can be delayed until funds self-supporting business enterprises (Country Club) which from existing revenues are available, others cannot. The Village provide services in return for compensation. The enterprise explores all options such as ad valorem taxes, grants, developer revenue used to secure debt is commonly termed "net- contributions, user fees, bonds, loans, and undesignated reserves to revenue" consisting of gross revenues less operating costs. fund improvements. The following financing sources are available to fund the CIP: • Note: A written, short-term promise to repay a specified amount of principal and interest on a certain date, payable • Ad Valorem Taxes: The Village does not use these funds as a from a defined source of anticipated revenue. Usually notes debt security due largely to the required electoral approval mature in one year or less. Rarely used by the Village. (voter referendum) prior to issuance. Property taxes are FY 2013 Proposed Budget Page 233 of 283 • Commercial Paper: Generally defined as short term, The administrative ability to seek and utilize the best possible unsecured promissory notes issued by organizations of source, or combination of sources, from the various alternatives for recognized credit quality, usually a bank. Rarely used by the financing Capital Improvements can maximize the Village's Capital Village. Improvement Plan, saving the cost of inefficiencies, which occur from not adequately addressing capital needs. The future • Grant: Contribution or gift of cash or other asset from development, growth and general well being of our citizens is another government to be used or expended for a specific directly related to an affordable and realistic Capital Improvement purpose, activity or facility. Plan. • Developer Contributions: Monies paid by developers in lieu THE CIP SCHEDULE AND PROJECT LISTS of land dedications. These contributions are used for parks and recreational purposes. The CIP includes a comprehensive listing of all projects contained in the Five-Year CIP. Detailed project request forms are contained in • Undesignated Reserves: Unrestricted funds remaining from the plan for those projects included in the first year of the CIP. prior years which are available for appropriation and These request forms list the capital item to be undertaken or expenditure. purchased, the estimated impact on the operating budget, and the method of financing the project. • Bond: An issuer's obligation to repay a principal amount on a certain date (maturity date) with interest at a stated rate. Projects included in the CIP were evaluated based on the criteria Bonds are distinguishable from notes in that notes mature in mentioned above. Application of these criteria ensures that each a much shorter time period. project recommended for Council consideration does indeed support the policy objectives of the Village's long-term planning documents General Obligation Bonds: A bond secured by the and identifies a basis for scheduling and allocation of resources. full faith and credit of the Village's ad valorem taxing power. These are not used by the Village due to The Fiscal Year 2013-2017 CIP recommends a total investment the requirement for a voter referendum. of $9.07 million in the Village of North Palm Beach's capital facilities and equipment during a five-year period. The first year Revenue Bonds: Bonds payable from a specific (2013) is the most active and important year of the CIP. The revenue source, not the full faith and credit of an remaining four years of the CIP lists the capital projects that will be issuer's taxing power and require no electoral done in the future and their estimated cost. The total budget (which approval. Pledged revenues are often generated by will be included in the departmental capital outlay allocation in the operating or project being financed. FY 2013 Proposed Budget Page 234 of 283 the Annual Budget) for capital improvements in FY 2013 is $872,221, comprised of the following projects: • Playground Equipment $ 45,000 • A/C Handler Replacement $ 81,653 • Vehicle Replacement $ 195,568 • Sidewalk Repair (Village wide) $ 40,000 • Asphalt Overlay - Alleys $ 58,000 • Stonework Replacement (Public Safety Building)$ 50,000 • Roof Replacement(Library) $ 152,000 • Self Containing Breathing Apparatus (27) $ 200,000 • Kiddie Pool Enhancement $ 50,000 The five year CIP is presented in the following pages along with the detailed capital project request forms for the first year of the plan. FY 2013 Proposed Budget Page 235 of 283 Village of North Palm Beach Five Year CIP Summary Fiscal Year 2013 - 2017 5 year CIP By Department Community Country Club Development $996,639 $122,000 10.99% 1.35% Total 5 Year CIP Library 53 3.49 $9,067 677 3.49% � Public Works $3,061,817 33.77% Parks& Recreation $2,576,000 28.41% Public Safety $1,994,568 22.00% 5 year CIP 5 year CIP Playground & By Funding Source By Category Outside Equipment Grant Machinery& $90,000 $2,315,000 Equipment 0.99% 25.53% $787,053 8.68% Automotive $3,941,% Lease " 43.47% $916,000 10.10% Village Construction $5,696,677 &Major Renovation Developer 62.82% Renovation Contribution $140,000 46.86% 1.54% FY 2013 Proposed Budget Page 236 of 283 Village of North Palm Beach 5 Year Capital Improvement Plan Summary FY 2013-2017 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Cost by CIP Year Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5) Category/Department Automotive: Community Development 40,000 20,000 22,000 40,000 $ 122,000 Count,y Club 458,000 27,000 458,000 $ 943,000 Public Safety 115,568 329,000 180,000 185,000 790,000 $ 1,599,568 Public Works 282,000 274,700 441,821 223,620 $ 1,222,141 Parks&Recreation 40,000 15,000 $ 55,000 Subtotal Automotive: 653,568 673,000 476,700 1,124,821 1,013,620 $ 3,941,709 Machinery&Equipment: General Services-Village Hall $ Country Club $ Library 59,653 $ 59,653 Public Safety 200,000 85,000 60,000 $ 345,000 Public Works 126,400 50,000 $ 176,400 Parks&Recreation 72,000 112,000 22,000 $ 206,000 Subtotal Machinery&Equipment 331,653 323,400 1 - - $ 787,053 Construction&Major Renovation: Library 152,000 105,000 $ 257,000 Public Works 98,000 325,000 480,092 280,092 480,092 $ 1,663,276 Parks&Recreation 2,225,000 $ 2,225,000 Countiy Club 53,639 $ 53,639 Public Safety 50,000 $ 50,000 Subtotal Construction&Major Renovation 353,639 2, 480,092 280,092 480,092 $ 4,248,915 Computer Hardware&Software: Information Technology$ Subtotal Computer Hardware&Software Playground&Outside Equipment: Parks&Recreation 45,000 45,000 $ 90,000 Subtotal Playground&Outside Equipment 45,000 - 45,000 - - $ 90,000 Estimated Total Cost $ 1,383,860 $ 3,651,400 $ 1,133,792 $ 1,404,913 $ 1,493,712 $ 9,067,677 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Funding Source Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5) Village 830,860 1,336,400 1,088,792 946,913 1,493,712 $ 5,696,677 Grant 2,315,000 $ 2,315,000 Lease 458,000 458,000 $ 916,000 Developer Contributions 95,000 45,000 $ 140,000 Estimated Total Funding $ 1,383,860 $ 3,651,400 $ 1,133,792 $ 1,404,913 $ 1,493,712 $ 9,067,677 FY 2013 Proposed Budget Page 237 of 283 r, •S r FY 2013 Proposed Budget Page 238 of 283 Village of North Palm Beach 5 Year Capital Improvement Plan FY 2013-2017 Fund: General Fund Department: Community Development Division: All Divisions FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Cost by CIP Year Bud et Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5) Description Current Inventory Estimated Life Automotive: $ Sport tili Vehicle 2006(1);2008(1) 7 Years/100k miles 22,000 22,000 $ 44,000 S10 Pickup 2000(1);2002(1);2009(2) 7 Years/100k miles 18,000 20,000 40,000 $ 78,000 Subtotal Automotive 40,000 20,000 22,000 40,000 $ 122,000 Computer Hardware&Software: $ - New Software 2011 $ Subtotal Computer Hardware&Software $ - Estimated Total Cost $ 40,000 $ 20,000 $ 22,000 $ 40,000 $ $ 122,000 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Funding Source Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5) Village 40,000 20,000 22,000 40,000 $ 122,000 Grant $ - Other $ Estimated Total Funding $ 40,000 $ 20,000 $ 22,000 $ 40,000 $ $ 122,000 Annual Operating Cost Increases Created by Project: $ Description of Operating Impact: No operating Impact;Vehicle Replacement FY 2013 Proposed Budget Page 239 of 283 Village of North Palm Beach Capital Request Form FY 2012-2013 Fund: General Fund Department: Community Development Project Title: Vehicle Replacement Division: Community Planning Description/Detail: Capital Account(Check Appropriate): Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440) Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422) Computer Hardware&Software(#66415) Office Equipment(#66420) X Automotive(#66410) Construction&Major Renovation(#66210) Purpose of Expenditure(Check Appropriate): Cost: X Scheduled replacement Number of units requested: 1 Present equipment obsolete Replace worn-out equipment Per Unit Total Improve procedures,records,etc. Purchase Price 22,000.00 $ 22,000.00 Increased safety Plus:Installation or other costs - $ Construction/Major Improvement Less:Trade-in or other discount - $ Other(Please specify) Net Purchase Cost $ 22,000.00 $ 22,000.00 Estimated Useful Life in Years: Replaced item(s): Funding Source(List Amount): Item Disposition Method X Village Lease 2006 Dodge Durango Auction Grant Developer Fees Debt Service Other Operating Impact: Other Comment: Capital Check(Please enter your selection#from the choices provided below): Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP? 5 Vehicle 5,000 Yes Include in CIP Selection#: Capital Category: Capitalization Threshold: 1 Land Improvement 25,000 2 Building 50,000 3 Building Improvement 50,000 4 Machinery&Equipment 5,000 5 Vehicle 5,000 6 Infrastructure 250,000 FY 2013 Proposed Budget Page 240 of 283 Village of North Palm Beach Capital Request Form FY 2012-2013 Fund: General Fund Department: Community Development Project Title: Vehicle Replacement Division: Code Compliance Description/Detail: Capital Account(Check Appropriate): Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440) Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422) Computer Hardware&Software(#66415) Office Equipment(#66420) X Automotive(#66410) Construction&Major Renovation(#66210) Purpose of Expenditure(Check Appropriate): Cost: X Scheduled replacement Number of units requested: 1 Present equipment obsolete Replace worn-out equipment Per Unit Total Improve procedures,records,etc. Purchase Price 18,000.00 $ 18,000.00 Increased safety Plus:Installation or other costs - $ Construction/Major Improvement Less:Trade-in or other discount - $ Other(Please specify) Net Purchase Cost $ 18,000.00 $ 18,000.00 Estimated Useful Life in Years: Replaced item(s): Funding Source(List Amount): Item Disposition Method X Village Lease 2002 5-10 pickup Auction Grant Developer Fees Debt Service Other Operating Impact: Other Comment: Capital Check(Please enter your selection#from the choices provided below): Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP? 5 Vehicle 5,000 Yes Include in CIP Selection#: Capital Category: Capitalization Threshold: 1 Land Improvement 25,000 2 Building 50,000 3 Building Improvement 50,000 4 Machinery&Equipment 5,000 5 Vehicle 5,000 6 Infrastructure 250,000 FY 2013 Proposed Budget Page 241 of 283 Village of North Palm Beach 5 Year Capital Improvement Plan FY 2013-2017 Fund: General Fund Department: Library Division: N/A FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Co t by CIP Year Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5) Description Current Inventory Estimated Life Construction&Major Renovation: Roof re lacement 30-39 years 152,000 $ 152,000 Replace lobby windows 40 years 105,000 $ 105,000 Suhtotal Construction&Major Renovation 152,000 105,000 $ 257,000 Machinery&Equipment: Replace A/C Handlers 10-15 years 59,653 $ 59,653 Subtotal Machinery&Equipment 59,653 - $ 59,653 Estimated Total Cost 211,653 105,000 $ 316,653 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Funding Source Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5) Village 211,653 105,000 $ 316,653 Grant $ - Other $ Estimated Total Funding 211,653 105,000 $ 316,653 Annual Operating Cost Increases Created by Project: $ Description of Operating Impact: No operating Impact FY 2013 Proposed Budget Page 242 of 283 Village of North Palm Beach Capital Request Form FY 2012-2013 Fund: General Fund Department: Library Project Title: Replace Roof Division: N/A Description/Detail: Tear off old roof material and replace with new roofing. Capital Category(Check Appropriate): Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440) Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422) Computer Hardware&Software(#66415) Office Equipment(#66420) Automotive(#66410) x Construction&Major Renovation(#66210) Purpose of Expenditure(Check Appropriate): Cost: Scheduled replacement Number of units requested: 1 Present equipment obsolete Replace worn-out equipment Per Unit Total Improve procedures,records,etc. Purchase Price 152,000.00 $ 152,000.00 Increased safety Plus:Installation or other costs - $ - x Construction/Major Improvement Less:Trade-in or other discount - $ - Other(Please specify) Net Purchase Cost $ 152,000.00 $ 152,000.00 Estimated Useful Life in Years: 30-39 years Replaced item(s): Funding Source(List Amount): Item Disposition Method x Village Lease Old roofing Tear off and discard Grant Developer Fees Debt Service Other Operating Impact: none Other Comment: Capital Check(Please enter your selection#from the choices provided below): Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP? 3 Building Improvement 50,000 Yes Include in CIP Selection#: Capital Category: Capitalization Threshold: 1 Land Improvement 25,000 2 Building 50,000 3 Building Improvement 50,000 4 Machinery&Equipment 5,000 5 Vehicle 5,000 6 Infrastructure 250,000 FY 2013 Proposed Budget Page 243 of 283 Village of North Palm Beach Capital Request Form FY 2012-2013 Fund: General Fund Department: Library Project Title: A/C Air Handlers Division: N/A Description/Detail: Replace six 6 A/C Air Handlers Capital Account(Check Appropriate): x Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440) Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422) Computer Hardware&Software(#66415) Office Equipment(#66420) Automotive(#66410) Construction&Major Renovation(#66210) Purpose of Expenditure(Check Appropriate): Cost: Scheduled replacement Number of units requested: 6 Present equipment obsolete x Replace worn-out equipment Per Unit Total Improve procedures,records,etc. Purchase Price 9,942.16 $ 59,652.96 Increased safety Plus:Installation or other costs - $ Construction/Major Improvement Less:Trade-in or other discount - $ Other(Please specify) Net Purchase Cost $ 9,942.16 $ 59,652.96 Estimated Useful Life in Years: 10 to 15 years Replaced item(s): Funding Source(List Amount): Item Disposition Method x Village Lease Older Air Handlers discard Grant Developer Fees Debt Service Other Operating Impact: none Other Comment: Capital Check(Please enter your selection#from the choices provided below): Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP? 4 Machinery&Equipment 5,000 Yes Include in CIP Selection#: Capital Category: Capitalization Threshold: 1 Land Improvement 25,000 2 Building 50,000 3 Building Improvement 50,000 4 Machinery&Equipment 5,000 5 Vehicle 5,000 6 Infrastructure 250,000 FY 2013 Proposed Budget Page 244 of 283 Village of North Pahn Beach 5 Year Capital Improvement Plan FY 2013-2017 Public Safety Fund: General Fund Department: All Departments Division: N/A FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Co by CIP Year Budget Year ear#1 (Year#2 (Year#3 (Year#4 (Year#5 Description Current Inventory Estimated Life utomotive: 2012(2); 2011(1);2010(3); 2008(1);2007(5);2006(1); Patrol/VeMcles 2005(4) 7 years or 100,000 miles 28,892 270,000 30,000 90,000 $ 418,892 Patrol Boat 1999(l) 15 years $ 2011(2);2008(3);2007(1); Undercover VeMcles 2005(1);2004(1);2004 1 7 years or 100,000 miles 86,676 24,000 72,000 $ 152,676 Replacement Boat Engines 2009(2) 3 years $ Marine Unit Truck 2002(l) 7 years or 100,000 miles 28,000 $ 25,000 K-9 VeMcles 2008(l) 7 years or 100,000 miles 30,000 $ 30,000 Crime Scene VeMCIe 1996(l) 10 years $ Fire Engine 2003(2) 20 years $ Yukon 2004(l) 10 years 35,000 $ 35,000 Suburban(to be replaced by 2004 Yukon on Yukon's replacement in 2014) 2002(l) 10 years $ Support Truck 1987(l) 30 years 100,000 $ 100,000 5-10 Pick-Up Truck 2002(l) 13 years 20,000 $ 20,000 Quintuplet Fire Apparatus 1997(l) 20 ears 600,000 $ 600,000 Ambulance 2003(1)2010(1) 6 years 185,000 $ 185,000 $ SubtotalAutomofive: 115,565 329,000 180,000 185,000 790,000 $ 1,599,565 Machinery&Equipment: 800 MHZ Radio System 2008 10 years $ Breattring Air Compressor 1999(l) 20 ears $ Cardiac Monitor/Defibrillator 2009(2) 5 years 50,000 $ 50,000 Self-contained Breathing Apparatus 2001 27 12 years 200,000 $ 200,000 Hydraulic Extriction Tools 2003(2) 12 years 60,000 $ 60,000 Thermal Imaging Camera 2002(2) 12 years 35,000 $ 35,000 60 Ton A/C CMller 2012 10-12 years $ Subtotal Machinery&Equipment 200,000 55,000 60,000 - - $ 345,000 Construction&Major Renovation Replace stonework around building 50,000 $ 50,000 Subtotal Construction&Major Renovation 50,000 - - - - $ 50,000 Estimated Total Cost $ 365,565 $ 414,000 $ 240,000 $ 155,000 $ 790,000 $ 1,994,565 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Funding Source Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5) Village 365,565 414,000 240,000 155,000 790,000 $ 1,994,565 Grant $ Other $ Estimated Total Funding $ 365,565 $ 414,000 $ 240,000 $ 155,000 $ 790,000 $ 1,994,565 Annual Operating Cost Increases Created by Project: $ Description of Operating Impact: No operating Impact FY 2013 Proposed Budget Page 245 of 283 Village of North Palm Beach Capital Request Form FY 2012-2013 Fund: General Fund Department: Police Project Title: Vehicle replacement-Marked Unit Division: N/A Description/Detail: Vehicle replacement of 1 one marked unit Capital Account(Check Appropriate): Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440) Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422) Computer Hardware&Software(#66415) Office Equipment(#66420) X Automotive(#66410) Construction&Major Renovation(#66210) Purpose of Expenditure(Check Appropriate): Cost: X Scheduled replacement Number of units requested: 1 Present equipment obsolete Replace worn-out equipment Per Unit Total Improve procedures,records,etc. Purchase Price 28,892.00 $ 28,892.00 Increased safety Plus:Installation or other costs - $ Construction/Major Improvement Less:Trade-in or other discount - $ Other(Please specify) Net Purchase Cost $ 28,892.00 $ 28,892.00 Estimated Useful Life in Years: 7 Years Replaced item(s): Funding Source(List Amount): Item Disposition Method $ 28,892.00 Village Lease 236 Auction Grant Developer Fees Debt Service Other Operating Impact: No operating impact. Other Comment: MARKED unit being replaced: Unit 236 2006 Ford Crown Victoria Capital Check(Please enter your selection#from the choices provided below): Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP? 5 Vehicle 5,000 Yes Include in CIP Selection#: Capital Category: Capitalization Threshold: 1 Land Improvement 25,000 2 Building 50,000 3 Building Improvement 50,000 4 Machinery&Equipment 5,000 5 Vehicle 5,000 6 Infrastructure 250,000 FY 2013 Proposed Budget Page 246 of 283 Village of North Palm Beach Capital Request Form FY 2012-2013 Fund: General Fund Department: Police Project Title: Vehicle replacement-Unmarked Units Division: N/A Description/Detail: Vehicle replacement of 3 three unmarked units Capital Account(Check Appropriate): Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440) Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422) Computer Hardware&Software(#66415) Office Equipment(#66420) X Automotive(#66410) Construction&Major Renovation(#66210) Purpose of Expenditure(Check Appropriate): Cost: X Scheduled replacement Number of units requested: 3 Present equipment obsolete Replace worn-out equipment Per Unit Total Improve procedures,records,etc. Purchase Price 28,892.00 $ 86,676.00 Increased safety Plus:Installation or other costs - $ Construction/Major Improvement Less:Trade-in or other discount - $ Other(Please specify) Net Purchase Cost $ 28,892.00 $ 86,676.00 Estimated Useful Life in Years: 7 Years Replaced item(s): Funding Source(List Amount): Item Disposition Method $ 86,676.00 Village Lease 221 Auction Grant Developer Fees 222 Auction Debt Service Other 225 Auction Operating Impact: No operating impact. Other Comment: UNMARKED units being replaced: Unit 221 2004 Dodge Durango Unit 222 2005 Chevrolet Impala Unit 225 2007 Dodge Charger Capital Check(Please enter your selection#from the choices provided below): Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP? 5 Vehicle 5,000 Yes Include in CIP Selection#: Capital Category: Capitalization Threshold: 1 Land Improvement 25,000 2 Building 50,000 3 Building Improvement 50,000 4 Machinery&Equipment 5,000 5 Vehicle 5,000 6 Infrastructure 250,000 FY 2013 Proposed Budget Page 247 of 283 Village of North Palm Beach Capital Request Form FY 2012-2013 Fund: General Fund Department: Fire Rescue Project Title: SCBA Replacement Division: N/A Description/Detail: Purchase to replace 25 SCBAs,50 SCBA cylinders&2 RIT kits Capital Account(Check Appropriate): X Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440) Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422) Computer Hardware&Software(#66415) Office Equipment(#66420) Automotive(#66410) Construction&Major Renovation(#66210) Purpose of Expenditure(Check Appropriate): Cost: X Scheduled replacement Number of units requested: 27 X Present equipment obsolete X Replace worn-out equipment Per Unit Total Improve procedures,records,etc. Purchase Price 7,407.41 $ 200,000.07 X Increased safety lus:Installation or other costs - $ Construction/Major Improvement Less:Trade-in or other discount - $ X Other(Please specify) Net Purchase Cost $ 7,407.41 $ 200,000.07 om 1 w/Federal Law Estimated Useful Life in Years: 15 Replaced item(s): Funding Source(List Amount): Item Disposition Method $ 200,000.00 Village Lease SCBAs Junked Grant Developer Fees Debt Service Other Operating Impact: No additional impact.Purchase replaces obsolete SCBAs Other Comment: Title 49,Code of Federal Regulations,Parts 171-185 govern with modem units. SCBA cylinders,and limits the lifetime of our cylinders to 15 years.Our cylinders will reach that limit before the end of the next budget cycle.Our SCBAs are regulated by NFPA 1981 which is on its third revision since our current SCBAs were purchased making them obsolete.The SCBA warranty expires this budget cycle which will increase .1repair and maintenance costs. Capital Check(Please enter your selection#from the choices provided below): Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP? 4 Machinery&Equipment 5,000 Yes Include in CIP Selection#: Capital Category: Capitalization Threshold: 1 Land Improvement 25,000 2 Building 50,000 3 Building Improvement 50,000 4 Machinery&Equipment 5,000 5 Vehicle 5,000 6 Infrastructure 250,000 FY 2013 Proposed Budget Page 248 of 283 Village of North Palm Beach Capital Request Form FY 2012-2013 Fund: General Fund Department: Public Safety Project Title: Building Improvement Stone Work Division: General Services-Public Safety Description/Detail: Replace deteriorated stone work around select windows on the Public Safety Building,this building is 12 plus years old Capital Account(Check Appropriate): Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440) Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422) Computer Hardware&Software(#66415) Office Equipment(#66420) Automotive(#66410) X Construction&Major Renovation(#66210) Purpose of Expenditure(Check Appropriate): Cost: Scheduled replacement Number of units requested: 1 Present equipment obsolete Replace worn-out equipment Per Unit Total Improve procedures,records,etc. Purchase Price $ Increased safety Plus:Installation or other costs $ X Construction/Major Improvement Less:Trade-in or other discount $ Other(Please specify) Net Purchase Cost $50,000.00 Estimated Useful Life in Years: Replaced item(s): Funding Source(List Amount): Item Disposition Method X Village Lease Grant Developer Fees Debt Service Other Operating Impact: Other Comment: The full extent of the stone replacement could change once the project has started;can't inspect behind the existing stone work at this time.There could be hidden damage. Capital Check(Please enter your selection#from the choices provided below): Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP? 3 Building Improvement 50,000 Yes Include in CIP Selection#: Capital Category: Capitalization Threshold: 1 Land Improvement 25,000 2 Building 50,000 3 Building Improvement 50,000 4 Machinery&Equipment 5,000 5 Vehicle 5,000 6 Infrastructure 250,000 FY 2013 Proposed Budget Page 249 of 283 Village of North Palm Beach 5 Year Capital Improvement Plan FY 2013-2017 Fund: General Fund Department: Public Works Division: All Divisions FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Cost b y CIP Year Budget Year ear#1 Year#2 Year#3 Year#4 Year#5 Description Current Inventory Estimated Life Automotive: 3/4 Ton Truck(1/2 Ton) 2002(1) 10 years 25,000 $ 25,000 3/4 Ton Utility Vehicle 2007(1) 7 years 26,000 $ 26,000 Bucket Truck 2000(l) 12 years 53,000 $ 53,000 Colorado 2006(1) 10 years 16,000 $ 16,000 Dodge 2500 RAM 2002(1);2006(1);2010 1 10 years 26,000 26,000 $ 52,000 Dump Track 2006(1) 12 years $ F350 Track 1995 1) 1 24,000 $ 24,000 F450 Crew Cab Truck 2000(l) 12 years 31,500 $ 31,500 2001(1);2002(1);2004(1); Garbage Trucks 2006(1);2007(2);2009(1) 10 years 190,000 195,700 201,571 207,620 $ 794,891 Lightning Loader 2003 1 7 years 125,000 $ 125,000 Ram 3500 Flatbed 2007(1) 15 years $ S-10 Pick-up 2000 1 2001(l) 7 years/12 years 41,000 $ 41,000 Small Dump Track 2000(1) 12 years 33,750 $ 33,750 Subtotal Automotive: 282,000 274,700 441,821 223,620 $ 1,222,141 Construction&MyorRenovation: Asphalt Overlay-Alleys 10 years 58,000 $ 58,000 Asphalt Overla-Streets 2011 10 years 220,000 280,092 280,092 280,092 $ 1,060,276 Country Club Puking Lot(60%) 2011 10 years $ Fuel Tank Replacement 2007 20 years $ Perimeter wall around PW 2011 20 years $ PW Puking Lot Drainage&Surface 15 years 50,000 $ 50,000 Re-roof storage buildin 20 years 55,000 $ 55,000 Service Alley Wall 20 years 200,000 200,000 $ 400,000 Southwest Neighborhood-new sidewalks(*) (*)See note 20 years $ Village Wide Sidewalks 40,000 $ 40,000 Subtotal Construction&MyorRenovation 98,000 325,000 480,092 280,092 480,092 $ 1,663,276 Machinery&Equipment: Back Hoe 1999(l) 15 years 50,000 $ 50,000 Ballfield Groomer 1998(1) 10 years 21,400 $ 21,400 Case Tractor case 1988 1 25 years 15,000 $ 15,000 Ford Tractor 2006(1) 25 years $ Generator 1990(l) 15 years 60,000 $ 60,000 Pallete Racks for storage 2010 10 years $ "Quick Tip"Dum ster Attachment 2012(l) 10 years 30,000 $ 30,000 1995(1);1997(2);1998(1); Sanitation Utility Vehicle 1999(2);2001 4 4 ears $ Subtotal Machinery&Equipment 126,400 50,000 $ 176,400 Estimated Total Cost $ 98,000 1$ 733,400 $ 804,792 $ 721,913 $ 703,712 $ 3,061,817 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Funding Source Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5) Village-General Fund 98,000 1 733,400 1 804,792 721913 703 712 $ 3 061 817 Grant $ Other $ Estimated Total Funding $ 98,000 $ 733,400 $ 804,792 $ 721,913 $ 703,712 $ 3,061,817 (•)This project was identified,approved and funded during Fiscal Year 2011;The entire estimated cost($431,992)was funded from the Village's Unassigned Fund Balance in Fiscal Year 2011.The project is expected to be complete in Fiscal Year 2012 and is listed here for informational purposes only. Description of Operating Impact: No operating Impact FY 2013 Proposed Budget Page 250 of 283 Village of North Palm Beach Capital Request Form FY 2012-2013 Fund: General Department: Public Works Project Title: Sidewalk repairs Division: Streets Description/Detail: Village wide sidewalk repair Capital Account(Check Appropriate): Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440) Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422) Computer Hardware&Software(#66415) Office Equipment(#66420) Automotive(#66410) X Construction&Major Renovation(#66210) Purpose of Expenditure(Check Appropriate): Cost: Scheduled replacement Number of units requested: 1 Present equipment obsolete Replace worn-out equipment Per Unit Total Improve procedures,records,etc. Purchase Price 40,000.00 $ 40,000.00 Increased safety Plus:Installation or other costs - $ X Construction/Major Improvement Less:Trade-in or other discount - $ Other(Please specify) Net Purchase Cost $ 40,000.00 $ 40,000.00 Estimated Useful Life in Years: 20 Replaced item(s): Funding Source(List Amount): Item Disposition Method X Village Lease 1 Grant Developer Fees Debt Service Other Operating Impact: Other Comment: None Remove and replace sidewalks village wide that are broken or damaged due to tree roots,vehicular or construction damage. Capital Check(Please enter your selection#from the choices provided below): Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP? 1 Land Improvement 25,000 Yes Include in CIP Selection#: Capital Category: Capitalization Threshold: 1 Land Improvement 25,000 2 Building 50,000 3 Building Improvement 50,000 4 Machinery&Equipment 5,000 5 Vehicle 5,000 6 Infrastructure 250,000 FY 2013 Proposed Budget Page 251 of 283 Village of North Palm Beach Capital Request Form FY 2012-2013 Fund: General Department: Public Works Project Title: Asphalt Overlay-Alleys Division: Streets Description/Detail: Overlay various roadways within vila e limits Capital Account(Check Appropriate): Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440) Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422) Computer Hardware&Software(#66415) Office Equipment(#66420) Automotive(#66410) X Construction&Major Renovation(#66210) Purpose of Expenditure(Check Appropriate): Cost: Scheduled replacement Number of units requested: 1 Present equipment obsolete Replace worn-out equipment Per Unit Total Improve procedures,records,etc. Purchase Price 58,000.00 $ 58,000.00 Increased safety Plus:Installation or other costs - $ X Construction/Major Improvement Less:Trade-in or other discount - $ Other(Please specify) Net Purchase Cost $ 58,000.00 $ 58,000.00 Estimated Useful Life in Years: 10 Replaced item(s): Funding Source(List Amount): Item Disposition Method X Village Lease Grant Developer Fees Debt Service Other Operating Impact: Other Comment: None Overlay of selected areas of the east and west service alleys Capital Check(Please enter your selection#from the choices provided below): Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP? 1 Land Improvement 25,000 Yes Include in CIP Selection#: Capital Category: Capitalization Threshold: 1 Land Improvement 25,000 2 Building 50,000 3 Building Improvement 50,000 4 Machinery&Equipment 5,000 5 Vehicle 5,000 6 Infrastructure 250,000 FY 2013 Proposed Budget Page 252 of 283 Village of North Palm Beach 5 Year Capital Improvement Plan FY 2013-2017 Fund: General Fund Department: Parks&Recreation Division: All Divisions FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Cost by CIP year Budget Year Year#1 Year#2 Year#3 Year#4 ear#5 Description Current Inventory Estimated Life Automotive: Sport Utili Vehicle/Blazer 2011 1 10 years $ Mini-Bus 2000(l) 12 years 40,000 $ 40,000 S-10 Pick Up 2003 1 9 years 15,000 $ 15,000 Subtotal Automotive: 40,000 15,000 - $ 55,000 Machinery&Equipment: A/C Handlers 2001(2)2002(4) 12 years 22,000 22,000 22,000 $ 66,000 Kiddie Pool Enhancement 20 years 50,000 $ 50,000 Lightning Detection System 2011 10 years $ Pump&well 2011 10 years $ Relight Osborne Park 20 years 90,000 $ 90,000 Subtotal Machinery&Equipment 72,000 112,000 22,000 $ 206,000 Playground&Outside Equipment: Playground Equipment Various Parks 12 years 45,000 45,000 $ 90,000 Subtotal Playground&Outside Equipment 45,000 - 45,000 $ 90,000 Construction&Major Renovation: Pool"S lash"Park 10 years 125,000 $ 125,000 Pool Resurfacing 2011 15 years $ Pump Room Renovation 2011 25 years $ Memorial Park * See note 20 years $ Anchorage Park Renovation-Phase 2 ** See note 20 years 2,100,000 $ 2,100,000 Subtotal Construction&Major Renovation - 2,225,000 - - - $ 2,225,000 Furniture&Fixtures: Subtotal Furniture&Fixtures - $ Estimated Total Cost $ 157,000 $ 2,352,000 $ 67,000 $ $ $ 2,576,000 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Funding Source Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5) Villa e 62,000 37,000 22,000 $ 121,000 Grant 2,315,000 $ 2,315,000 Developer Contribution 95,000 45,000 $ 140,000 Other $ Estimated Total Funding $ MME&7,000 $ 2,352,000 $ 67,000 $ $ $ 2,576,000 (*)The total cost for this project is yet to be deterimined. There is possibility of grant funding for this project. If the grant is not approved,it will be up to Village Council to decide whether to continue with the project and what the funding source will be,therefore,the funding is not listed on this CIP. 1(**) The Village will appropriate any grant matching requirements upon notification of grant approval Description of Operating Impact: No operating Impact FY 2013 Proposed Budget Page 253 of 283 Fund: General Fund Department: Parks&Recreation Project Title: Vehicle Replacement Division: Recreation Description/Detail: Replacement of a 2000 15-passenger van. This vehicle is used for transportation for camps,trips,etc. Replace with used 20 passenger mini-bus for reasons of safety and functionality. Capital Account(Check Appropriate): Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440) Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422) Computer Hardware&Software(#66415) Office Equipment(#66420) X Automotive(#66410) Construction&Major Renovation(#66210) Other Capital(#66000) Developer Fees Capital Purchase(#66005) Purpose of Expenditure(Check Appropriate): Cost: X Scheduled replacement Number of units requested: 1 Present equipment obsolete Replace worn-out equipment Per Unit Total Improve procedures,records,etc. Purchase Price 40,000.00 $ 40,000.00 Increased safety Plus:Installation or other costs - $ - Construction/Major Improvement Less:Trade-in or other discount - $ - Other(Please specify) Net Purchase Cost $ 40,000.00 $ 40,000.00 Estimated Useful Life in Years: Replaced item(s): Funding Source(List Amount): Item Disposition Method X Village Lease 15 passenger van Auction Grant Developer Fees Debt Service Other Operating Impact: Allow for more options on senior day trips Other Comment: Safer option than 15 passenger van Capital Check(Please enter your selection#from the choices provided below): Enter Selection# Capital Category dization Thr Capital Outlay? 5 year CIP? 5 Vehicle 5,000 Yes Include in CIP Selection#: Capital Category: lization Threshold: 1 Land Improvement 25,000 2 Building 50,000 3 Building Improvement 50,000 4 Machinery&Equipment 5,000 5 Vehicle 5,000 6 Infrastructure 250,000 FY 2013 Proposed Budget Page 254 of 283 Village of North Palm Beach Capital Request Form FY 2012-2013 Fund: General Fund Department: Parks&Recreation Project Title: Replace(2)air handlers Division: Recreation Description/Detail: Replace to AC air handlers at the Community Center. The curent equipment is 8 years old,is not running at full capacity,and requires constant maintenance&service Capital Account(Check Appropriate): X Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440) Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422) Computer Hardware&Software(#66415) Office Equipment(#66420) Automotive(#66410) Construction&Major Renovation(#66210) Other Capital(#66000) Developer Fees Capital Purchase(#66005) Purpose of Expenditure(Check Appropriate): Cost: Scheduled replacement Number of units requested: 2 Present equipment obsolete X Replace worn-out equipment Per Unit Total Improve procedures,records,etc. Purchase Price 11,000.00 $ 22,000.00 Increased safety Plus:Installation or other costs - $ - Construction/Major Improvement Less:Trade-in or other discount $ Other(Please specify) Net Purchase Cost $ 11,000.00 $ 22,000.00 Estimated Useful Life in Years: Replaced item(s): Funding Source(List Amount): Item Disposition Method X Village Lease Grant Developer Fees Debt Service Other Operating Impact: Increase efficiency of A/C system. Other Comment: Capital Check(Please enter your selection#from the choices provided below): Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP? 4 Machinery&Equipment 5,000 Yes Include in CIP Selection#: Capital Category: Capitalization Threshold: 1 Land Improvement 25,000 2 Building 50,000 3 Building Improvement 50,000 4 Machinery&Equipment 5,000 5 Vehicle 5,000 6 Infrastructure 252 FY 2013 Proposed Budget Page 255 of 283 Village of North Palm Beach Capital Request Form FY 2012-2013 Fund: General Fund Department: Parks&Recreation Project Title: Kiddie Pool Enhancement Division: Pool Description/Detail: Install a new water feature in the larger middle kiddie pool that would spill over water and create shade into the pool area.With the water feature, a new filtration system will be installed for the Kiddie Pools to bring us up to compliance with the Florida board of Health.Currently the pools are filtering into the main pool. Capital Account(Check Appropriate): Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440) Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422) Computer Hardware&Software(#66415) Office Equipment(#66420) Automotive(#66410) Construction&Major Renovation(#66210) Other Capital(#66000) X Developer Fees Capital Purchase(#66005) Purpose of Expenditure(Check Appropriate): Cost: Scheduled replacement Number of units requested: 1 X Present equipment obsolete Replace worn-out equipment Per Unit Total Improve procedures,records,etc. Purchase Price 50,000.00 $ 50,000.00 Increased safety Plus:Installation or other costs - $ - Construction/Major Improvement Less:Trade-in or other discount $ Other(Please specify) Net Purchase Cost $ 50,000.00 $ 50,000.00 Estimated Useful Life in Years: Replaced item(s): Funding Source(List Amount): Item Disposition Method Village Lease Grant X Developer Fees Debt Service Other Operating Impact: Other Comment: Create a new water play feature at the pool and also place less pressure on the existing filtration system Capital Check(Please enter your selection#from the choices provided below): Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP? 4 Machinery&Equipment 5,000 Yes Include in CIP Selection#: Capital Category: Capitalization Threshold: 1 Land Improvement 25,000 2 Building 50,000 3 Building Improvement 50,000 4 Machinery&Equipment 5,000 5 Vehicle 5,000 6 Infrastructure 252 FY 2013 Proposed Budget Page 256 of 283 Village of North Palm Beach Capital Request Form FY 2012-2013 Fund: General Fund Department: Parks&Recreation Project Title: Playground Equipment-Osborne Park Division: Recreation Description/Detail: Replace the existing playground equipment at Osborne Park with a new playground s stem that will be ADA accessible. The current equipment at the park is old,rundown and in great need of a facelift. The tot-lot is a highly used playground in the Village. Capital Account(Check Appropriate): Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440) Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422) Computer Hardware&Software(#66415) Office Equipment(#66420) Automotive(#66410) Construction&Major Renovation(#66210) Other Capital(#66000) X Developer Fees Capital Purchase(#66005) Purpose of Expenditure(Check Appropriate): Cost: Scheduled replacement Number of units requested: 1 Present equipment obsolete X Replace worn-out equipment Per Unit Total Improve procedures,records,etc. Purchase Price 45,000.00 $ 45,000.00 Increased safety Plus:Installation or other costs - $ - Construction/Major Improvement Less:Trade-in or other discount $ Other(Please specify) Net Purchase Cost $ 45,000.00 $ 45,000.00 Estimated Useful Life in Years: Replaced item(s): Funding Source(List Amount): Item Disposition Method Village Lease Grant X Developer Fees Debt Service Other Operating Impact: No major impact Other Comment: Capital Check(Please enter your selection#from the choices provided below): Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP? 4 Machinery&Equipment 5,000 Yes Include in CIP Selection#: Capital Category: Capitalization Threshold: 1 Land Improvement 25,000 2 Building 50,000 3 Building Improvement 50,000 4 Machinery&Equipment 5,000 5 Vehicle 5,000 6 Infrastructure 252 FY 2013 Proposed Budget Page 257 of 283 Village of North Palm Beach 5 Year Capital Improvement Plan FY 2013-2017 Fund: Country Club Department: Golf Operations Division: All Divisions FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Cost by CIP Year Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5) Description Current Inventory Estimated Life Automotive: Golf carts w/GPS systems 2010(80) 3 years 440,000 440,000 $ 880,000 Carry Alls 2010(2) 3 years 18,000 18,000 $ 36,000 Driving Range Cart 2010(l) 4 years 12,000 $ 12,000 Suhtotal Automotive 458,000 12,000 458,000 $ 928,000 Machinery&Equipment: Suhtotal Machinery&Equipment - - - $ Construction and Major Renovation: Country Club Parking Lot 2011 10 years $ $ Suhtotal Construction and Major Renovation $ - Estimated Total Cost $ 458,000 S 12,000 S S 458,000 S $ 928,000 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Funding Source Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5) Village - 12,000 $ 12,000 Grant $ - Lease 458,000 - 458,000 $ 916,000 Estimated Total Funding $ 458,000 $ 12,000 $ $ 458,000 $ $ 928,000 Annual Operating Cost Increases Created by Project: $ Description of Operating Impact: No operating impact FY 2013 Proposed Budget Page 258 of 283 Village of North Palm Beach Capital Request Form FY 2012-2013 Fund: Country Club Department: Golf Operation Project Title: Golf carts w/GPS systems Division: Golf Shop Description/Detail: 80 golf carts with GPS units which we will rent out to customers. Capital Account(Check Appropriate): Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440) Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422) Computer Hardware&Software(#66415) Office Equipment(#66420) X Automotive(#66410) Construction&Major Renovation(#66210) Purpose of Expenditure(Check Appropriate): Cost: X Scheduled replacement Number of units requested: 80 Present equipment obsolete Replace worn-out equipment Per Unit Total Improve procedures,records,etc. Purchase Price 5,500.00 $ 440,000.00 Increased safety Plus:Installation or other costs - $ Construction/Major Improvement Less:Trade-in or other discount - $ Other(Please specify) Net Purchase Cost $ 5,500.00 $ 440,000.00 Estimated Useful Life in Years: 3 Replaced item(s): Funding Source(List Amount): Item Disposition Method Village X Lease 80 EZGO Carts Returned at end of lease Grant Developer Fees Debt Service Other Operating Impact: Other Comment: Capital Check(Please enter your selection#from the choices provided below): Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP? 5 Vehicle 5,000 Yes Include in CIP Selection#: Capital Category: Capitalization Threshold: 1 Land Improvement 25,000 2 Building 50,000 3 Building Improvement 50,000 4 Machinery&Equipment 5,000 5 Vehicle 5,000 6 Infrastructure 250,000 FY 2013 Proposed Budget Page 259 of 283 Village of North Palm Beach Capital Request Form FY 2012-2013 Fund: Country Club Department: Golf Operation Project Title: Carry Alls Division: Golf Shop Description/Detail: These 2 carry alls will primarily be used to tow our golf cart fleet back and fourth from the cart barn. Capital Account(Check Appropriate): Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440) Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422) Computer Hardware&Software(#66415) Office Equipment(#66420) X Automotive(#66410) Construction&Major Renovation(#66210) Purpose of Expenditure(Check Appropriate): Cost: X Scheduled replacement Number of units requested: 2 Present equipment obsolete Replace worn-out equipment Per Unit Total Improve procedures,records,etc. Purchase Price 9,000.00 $ 18,000.00 Increased safety Plus:Installation or other costs - $ Construction/Major Improvement Less:Trade-in or other discount - $ Other(Please specify) Net Purchase Cost $ 9,000.00 $ 18,000.00 Estimated Useful Life in Years: 3 Replaced item(s): Funding Source(List Amount): Item Disposition Method Village X Lease 2 EZGO carry alls Returned at end of lease Grant Developer Fees Debt Service Other Operating Impact: Other Comment: The lease of these carry alls will be leveraged with the lease of our 80 golf carts. Capital Check(Please enter your selection#from the choices provided below): Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP? 5 Vehicle 5,000 Yes Include in CIP Selection#: Capital Category: Capitalization Threshold: 1 Land Improvement 25,000 2 Building 50,000 3 Building Improvement 50,000 4 Machinery&Equipment 5,000 5 Vehicle 5,000 6 Infrastructure 250,000 FY 2013 Proposed Budget Page 260 of 283 Village of North Palm Beach 5 Year Capital Improvement Plan FY 2013-2017 Fund: Country Club Department: Food&Beverage Operations Division: N/A FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Co by CIP Year Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5) Description Current Inventory Estimated Life Automotive: Beverage Cart 2007(l) 4 years 15,000 $ 15,000 Suhtotal Automotive 15,000 $ 15,000 Machinery&Equipment: Suhtotal Machinery&Equipment - - $ - Construction and Major Renovation: New Halfway House at Driving Range 20 years 53,639 $ 53,639 Suhtotal Construction and Major Renovation 53,639 $ 53,639 Estimated Total Cost $ 53,639 $ 15,000 $ $ $ $ 68,639 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Funding Source Budget Year(Year#1) (Year#2) (Year#3) (Year#4) (Year#5) Village 53,639 15,000 $ 68,639 Grant $ - Lease $ - Estimated Total Funding $ 53,639 $ 15,000 $ $ $ $ 68,639 Annual Operating Cost Increases Created by Project: $25,000 Description of Operating Impact: Increase of electric and water usage Increase of one staff mem ber per day for operation (2730 hours per year at$7.67 per hour=$20,939.10) Increase of Food and Beverage Merchandise usage Install of Point of Sale System and credit card fees The inpact of operational cost will be offset by sales generated Projected Revenues of New Halfway House(based on yearly average) Covers Food and Beverage Sales pp Revenue Generated Note: Some of this revenue will impact the restaurant revenue 26,400 $10.95 $289,080.00 FY 2013 Proposed Budget Page 261 of 283 Village of North Palm Beach Capital Request Form FY 2012-2013 Fund: Country Club Department: Food&Beverage Project Title: Halfway House Division: N/A Description/Detail: Construction of a halfway house in between the 10th Tee box and the driving range. The purpose would be to provide food&beverage services at a fast pace to golfers playing the golf course as well as those utilizing the driving range. Capital Account(Check Appropriate): Machinery&Equipment(#66490) Audio,Visual,Comm.Systems(#66440) Furniture&Fixtures(#66430) Playground&Outside Equipment(#66422) Computer Hardware&Software(#66415) Office Equipment(#66420) Automotive(#66410) X Construction&Major Renovation(#66210) Purpose of Expenditure(Check Appropriate): Cost: Scheduled replacement Number of units requested: 1 Present equipment obsolete Replace worn-out equipment Per Unit Total Improve procedures,records,etc. Purchase Price 53,639.00 $ 53,639.00 Increased safety Plus:Installation or other costs - $ X Construction/Major Improvement Less:Trade-in or other discount - $ Other(Please specify) Net Purchase Cost $ 53,639.00 $ 53,639.00 Estimated Useful Life in Years: 20 Replaced item(s): Funding Source(List Amount): Item Disposition Method X Village Lease Grant Developer Fees Debt Service Other Operating Impact: Other Comment: Capital Check(Please enter your selection#from the choices provided below): Enter Selection# Capital Category Capitalization Threshold Capital Outlay? 5 year CIP? 3 Building Improvement 50,000 Yes Include in CIP Selection#: Capital Category: Capitalization Threshold: 1 Land Improvement 25,000 2 Building 50,000 3 Building Improvement 50,000 4 Machinery&Equipment 5,000 5 Vehicle 5,000 6 Infrastructure 250,000 FY 2013 Proposed Budget Page 262 of 283 FY 2013 Proposed Budget Page 263 of 283 VILLAGE OF NORTH PALM BEACH OPERATING INDICATORS BY FUNCTION/PROGRAM LAST TEN FISCAL YEARS Unaudited 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012(*) FUNCTION/PROGRAM GENERAL GOVERNMENT Number of Parcels - - - - 7,411 7,422 7,472 7,466 7,466 7,473 PUBLIC WORKS Street Maintenance(No.of lane miles maintained) 31.155 31.155 31.155 31.155 31 31 31 31 31 31 Sanitation (Tons of Refuse Collected) 13,136 18,842 14,037 13,203 12,085 11,974 10,667 10,165 9,962 7,549 No.of collection units for solid waste(residential) 7,434 7,470 7,519 7,558 7,152 7,163 7,214 7,070 7,071 7,600 Number of vehicles maintained 95 95 95 95 104 104 110 110 98 98 Number of repair overlays completed(miles) 3.787 5.587 2.462 2.935 2 3 2.5 2.71 - - PUBLIC SAFETY Number of arrests by police officers 320 315 331 410 545 549 448 402 260 233 Number of traffic citations issued 2,564 3,110 5,743 4,272 4,269 5,520 6,305 4,951 2,564 2,318 EMS average response times(minutes) 2.94 4.42 3.98 4.69 4.73 5.17 5.01 5.12 5.19 5.20 Number of EMS calls 922 1,066 965 1,056 1,034 1,114 1,214 1,146 1,179 700 COMMUNITY DEVELOPMENT&PLANNING Building Department-Number of Permits 224 201 201 (1) 1,875 1,619 1,548 1,744 1,616 1,789 Number of code enforcement violations - 1,767 1,617 729 613 391 575 675 Number of code violations brought to board/magistrate (Calendar Yr End) 120 145 165 144 126 115 73 38 72 84 RECREATION Number of community events presented 14 15 22 21 24 23 28 28 38 38 Number of registrants in athletic programs 1,750 1,575 1,400 1,520 1,600 1,400 1,125 1,005 1,260 1,400 LIBRARY Library-Number of Volumes 47,960 47,531 54,074 47,371 42,372 33,122 35,681 39,277 40,658 42,708 OTHER GOVERNMENT Country Club Number of Golf Members - - - 365 579 389 297 354 298 283 Number of Tennis Members 136 171 171 180 184 173 159 * Preliminary as of July 2012 (1)An accurate number of building permits issued for 2006 is not available-computer systems crash. Source:Village of North Palm Beach U.S.Census Bureau FY 2013 Proposed Budget Page 264 of 283 VILLAGE OF NORTH PALM BEACH PRINCIPAL EMPLOYERS Unaudited 2011 2002 Percentage Percentage of Total of Total Employer Employees Employment Employees Employment Palm Beach Country School Board 21,495 3.47% Palm Beach Country School Board 18,677 3.21% Palm Beach County Government 11,381 1.84% Palm Beach County Government 9,000 1.55% State Government 9,200 1.49% State Government 8,705 1.50% Federal Government 6,200 1.00% Federal Government 5,660 0.97% Tenet Health Care Corp(2) 6,100 0.99% FICA-Hospital Corp.of America(1) 4,000 0.69% Florida Power&Light Company 3,632 0.59% Intracoastal Health Systems,Inc(2) 3,040 0.52% G4S Headquarters 3,000 0.48% U.S. Sugar Corporation 3,000 0.52% FICA-Hospital Corp.of America(1) 2,714 0.44% Florida Power&Light Company 2,800 0.48% Florida Alantic University 2,706 0.44% Boca Raton Resort&Club(Hotel) 2,380 0.41% Bethesda Memorial Hospital 2,391 0.39% Florida Crystals 2,000 0.34% Total 68,819 11.13% Total 59,262 10.19% Source: Business Development Board of Palm Beach County * Employer:Palm Beach County Information is not available for the Village of North Palm Beach. ** Percentage of total employment is calculated using Palm Beach County's available labor force in each of the respective years presented. Notes: (1) Formerly Columbia Palm Beach Health Care Systems,Inc (2) Intracoastal Health Systems,Inc-now part of Tenet Healthcare Corp FY 2013 Proposed Budget Page 265 of 283 VILLAGE OF NORTH PALM BEACH NET ASSESSED VALUE AND ESTIMATED ACTUAL VALUE OF TAXABLE PROPERTY LAST TEN FISCAL YEARS Unaudited Real Property Fiscal Year Ended Tax Roll Residential Commercial Personal Total Net Market- Total Direct Sept 30, Year Property Property Property Assessed Value Tax Rate 2003 2002 963,091,506 128,216,552 44,276,499 1,135,584,557 5.8000 2004 2003 1,092,433,722 147,927,933 44,914,124 1,285,275,779 6.8000 2005 2004 1,180,028,585 208,240,338 49,767,286 1,438,036,209 7.2700 2006 2005 1,441,249,707 179,827,665 44,422,817 1,665,500,189 6.8000 2007 2006 1,700,678,282 235,776,768 45,084,335 1,981,539,385 6.3000 2008 2007 1,744,202,888 229,300,592 43,735,861 2,017,239,341 6.1000 2009 2008 1,575,367,916 230,599,951 41,471,282 1,847,439,149 6.7000 2010 2009 1,394,954,867 221,443,121 40,552,276 1,656,950,264 6.9000 2011 2010 1,295,097,223 210,844,220 38,261,607 1,544,203,050 6.9723 2012 2011 1,265,549,795 189,284,601 33,303,512 1,488,137,908 6.9723 Note: Assessed values are established by the Palm Beach Property Appraiser's office as of January 1,each year. Assessments were increased to 100%of market value as of 1980. Property in the Village is reassessed each year.Property is assessed at actual value,therefore the assessed values are equal to actual value.Tax rates are per$1,000 of assessed value. Source: Palm Beach County Property Appraiser FY 2013 Proposed Budget Page 266 of 283 VILLAGE OF NORTH PALM BEACH CAPITAL ASSET STATISTICS BY FUNCTION/PROGRAM LAST TEN FISCAL YEARS Unaudited 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012(*) Function/Program: General Government No.of General Government Buildings 11 11 11 11 11 11 23 23 23 23 Public Works Square Miles 5.18 5.18 5.18 5.18 5.18 5.18 5.18 5.18 5.18 5.18 Miles of Streets 36.00 36.00 36.00 36.00 36.00 36.00 36.00 36.00 36.00 36.00 Number of Street Lights 425 425 425 425 425 513 513 513 513 513 Public Safety Fire: Number of Stations 1 1 1 1 1 1 1 1 1 1 Number of Fireman&Officers 8 8 8 0 0 0 0 0 0 0 Number of Firemen/Paramedics/EMTs 0 0 0 23 23 23 23 23 23 23 Police/EMS Protection: Number of Stations 1 1 1 1 1 1 1 1 1 1 Number of Policemen&Officers 35 35 35 33 32 32 31 31 31 31 EMS Protection 13 13 13 0 0 0 0 0 0 0 Leisure Services Recreation Number of Parks 4 4 4 4 4 4 4 4 4 4 Public Tennis Courts 4 4 4 2 2 2 2 2 2 2 Swimming Pool 1 1 1 1 1 1 1 1 1 1 Number of Marinas 1 1 1 1 1 1 1 1 1 1 Library Number of Libraries 1 1 1 1 1 1 1 1 1 1 Number of Volumes 47,960 47,531 54,074 47,371 42,372 33,122 35,681 39,277 40,658 42,708 Other Government Country Club Golf Course 1 1 1 1 1 1 1 1 1 1 Driving Range 1 1 1 1 1 1 1 1 1 1 Tennis Courts 10 10 10 10 10 10 10 10 10 10 Restaurant/Sanck Bar 1 1 1 * Preliminary as of July 2012 Source:Village of North Palm Beach FY 2013 Proposed Budget Page 267 of 283 VILLAGE OF NORTH PALM BEACH RATIOS OF OUTSTANDING DEBT BY TYPE LAST TEN FISCAL YEARS Unaudited Business-type Governmental Activities Activities Fiscal Year Percent of Ended Loans Capital Loans Capital Median Personal Per Sept 30, Payable Leases Payable Leases Total Income(1) Capita 2002 7,334,853 736,967 651,058 8,722,878 N/A 715.11 2003 6,947,633 587,792 513,472 8,048,897 N/A 659.85 2004 6,376,387 433,855 411,573 7,221,815 N/A 592.05 2005 5,754,677 275,840 454,131 6,484,648 N/A 513.31 2006 4,941,765 209,224 5,185,978 10,336,967 17.20% 786.20 2007 4,280,842 81,100 5,026,895 9,388,837 14.67% 715.61 2008 3,605,639 40,097 4,662,833 192,892 8,501,461 12.92% 692.64 2009 2,250,000 - 4,383,033 97,049 6,730,082 10.14% 583.15 2010 - - 4,090,284 235,176 4,325,460 6.74% 371.64 2011 - - 3,844,928 173,084 4,018,012 *6.26% **345.22 Note: Details regarding the Village's outstanding debt may be found in the notes to the financial statements. * 2010 Median Household Income was used for calculation-2011 Income was not available due to agency software upgrades ** 2010 Population was used for calculation-2011's Population was not available due to agency software upgrades N/A Data not available. FY 2013 Proposed Budget Page 268 of 283 VILLAGE OF NORTH PALM BEACH PRINCIPAL PROPERTY TAXPAYERS Unaudited 2011 2002 Percentage Percentage of Total of Total Village Net Village Net Taxable Taxable Taxable Taxable Assessed Assessed Assessed Assessed TaMUers Value Rank Value Value Rank Value Florida Power&Light 14,537,154 1 0.94% Olen Residential Realty 14,500,000 2 0.94% $ 17,399,486 1 1.76% Greater Fla Inv Co& 13,376,802 3 0.87% 5,840,000 5 0.59% Sanctuary Bay Trust Corporation 11,600,000 4 0.75% 13,120,685 2 1.32% Crystal Tree Property Owners,LLC 11,000,000 5 0.71% New Country Motor Cars 10,984,628 6 0.71% Old Port Cove Holding,Inc 8,475,000 7 0.55% CF02 Palm Beach III LP 7,000,000 8 0.45% Doman Development,LLC 6,884,529 9 0.45% Village Shoppers at US 1 LLC 6,210,237 10 0.40% Interevest Crystal Tree 9,873,474 3 1.00% North Palm Properties,LTD 8,600,000 4 0.87% Transcontinental Atrium,Inc. 4,590,000 6 0.46% Roschman,M.Elaine TR 4,100,000 7 0.41% WCI Communities,Inc 4,009,300 8 0.40% Pavilion Office Center 3,240,000 9 0.33% Old Port Cove Dev. 3,118,107 10 0.31% Total $ 104,568,350 6.77% $ 73,891,052 7.45% Source: Palm Beach Country Appraiser Note: Assessed values are established by the Palm Beach Property Appraiser's offices as of January 1,each year. FY 2013 Proposed Budget Page 269 of 283 VILLAGE OF NORTH PALM BEACH PROPERTY TAX LEVIES AND COLLECTIONS LAST TEN FISCAL YEARS Unaudited Collected within the Fiscal Year Total Collections Fiscal Year Total Taxes of the Levy Collections in to Date Ending Tax Roll Levied for Percent Subsequent Percent Sept 30, Year Fiscal Year Amount of Levy Years Amount of Levy 2003 2002 6,597,909 6,359,478 96.39% 5,522 6,365,000 96.47% 2004 2003 8,825,061 8,441,383 95.65% 10,401 8,451,784 95.77% 2005 2004 10,463,873 10,059,478 96.14% 9,476 10,068,954 96.23% 2006 2005 11,329,648 10,690,869 94.36% 172,744 10,863,613 95.89% 2007 2006 12,624,307 11,802,457 93.49% 228,352 12,030,809 95.30% 2008 2007 12,360,135 11,546,732 93.42% 333,756 11,880,488 96.12% 2009 2008 12,401,519 11,530,384 92.98% 349,642 11,880,026 95.79% 2010 2009 11,564,281 10,683,829 92.39% 284,004 10,967,833 94.84% 2011 2010 2012 2011 Source: Palm Beach Country Property Appraiser * Information is not available from the Tax Collector FY 2013 Proposed Budget Page 270 of 283 VILLAGE OF NORTH PALM BEACH PROPERTY TAX RATES-DIRECT AND OVERLAPPING GOVERNMENTS LAST TEN FISCAL YEARS Unaudited Overlapping Rates(1) Village of Palm Beach Total N.Palm Beach County Palm Special Direct and Fiscal Tax Roll General School Beach Districts Overlapping Year Year Operations District County Rates 2003 2002 5.8000 8.7800 4.8100 2.4880 21.8780 2004 2003 6.8000 8.5700 4.7900 2.5560 22.7160 2005 2004 7.2700 8.4300 4.7700 2.5260 22.9960 2006 2005 6.8000 8.1060 4.7192 2.5042 22.1294 2007 2006 6.3000 7.8700 4.4800 2.3250 20.9750 2008 2007 6.1000 7.3560 3.9813 2.1308 19.5681 2009 2008 6.7000 7.2500 3.9700 2.2570 20.1770 2010 2009 6.9000 7.9830 4.5614 2.4934 21.9378 2011 2010 6.9723 8.1540 4.9960 2.5549 22.6772 2012 2011 6.9723 8.1800 4.9925 2.3433 22.4881 Note: All millage rates are based on$1 for every$1,000 of assessed value. Source: North Palm Beach:Notice of Ad Valorem Taxes and Non-Ad Valorem Assessments (1) Overlapping rates are those of local and county governments that apply to property owners within the Village of North Palm Beach.Not all overlapping rates apply to all Village of North Palm Beach property owners (i.e. The rates for special districts apply only to the proportion of the government's property owners whose property is located within the geographic boundaries of the special district.) FY 2013 Proposed Budget Page 271 of 283 i i A FY 2013 Proposed Budget Page 272 of 283 Acronyms The following is a list of acronyms used throughout the text of SOP...................................Standard Operating Procedure the budget document. A definition can be found in the TRIM..................................................Truth In Millage Glossary immediately following this section. CAFR...................Comprehensive Annual Financial Report CIP...................................Capital Improvement Program CPI.............................................Consumer Price Index COLA....................................Cost of Living Adjustment EPA........................ ......Environmental Protection Agency EAR..............................Evaluation and Appraisal Report FEMA.............Federal Emergency Management Association FDEP...........Florida Department of Environmental Protection FDLE....................Florida Department of Law Enforcement FDOT........................Florida Department of Transportation FLC..........................................Florida League of Cities FMIT............................Florida Municipal Insurance Trust FRDAP...Florida Recreation Development Assistance Program FTE.............................................Full Time Equivalent GAAP.................Generally Accepted Accounting Principles GASB................Governmental Accounting Standards Board GFOA..................Government Finance Officers Association IAFF.....................International Association of Fire Fighters ICMA................International City Management Association IT.............................................Information Technology LCIR...Legislative Committee on Intergovernmental Relations LOS........................ ...........................Level of Service NIMS......................National Incident Management System NPDES........National Pollutant Discharge Elimination System OPEB.............................Other Post-Employment Benefits RBR....................................................Roll-Back Rate SFWMD...............South Florida Water Management District FY 2013 Proposed Budget Page 273 of 283 Glossary The definitions of terms listed are provided to assist the reader Ad Valorem Taxes: in the understanding of terminology used throughout the text of A tax based on the assessed value of property, to include real the budget document. and personal property. Account: Adopted Budget: A term used to identify an individual asset, liability, The budget as it is approved by the Village Council prior to the expenditure, control, revenue control, encumbrance control or beginning of each fiscal year. fund balance. Amended Budget: Accountability: The adopted budget that incorporates all operating transfers The condition, quality, fact or instance of being obliged to and approved budget amendments (changes in the budget total report for actions or outcomes. that are approved subsequent to initial adoption). Accounting System: Annexation: The total structure of records and procedures which discover, The incorporation of land into an existing city with a resulting record, classify, summarize and report information on the change in the boundaries of that city. financial position and results of operations of a government or any of its funds, fund types, balanced account groups, or Appropriation: organizational components. An authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. An Accrual Basis of Accounting: appropriation is limited in amount to the time it may be The basis of accounting under which transactions are expended. recognized when they occur, regardless of the timing of the related cash flows. Assessed Valuation: A valuation set upon real estate or other property by the county Accumulated Depreciation: assessor and the state as a basis for levying taxes. The total depreciation taken for an asset since it was placed in service. Asset: Resources owned or held by a government which has monetary Actuarial: value. A methodology that makes determinations of required contributions to achieve future funding levels that addresses risk and time. FY 2013 Proposed Budget Page 274 of 283 Audit: Budget Transfer: A test of management's accounting system to determine the An action which changes budgeted amounts at the department, extent to which internal accounting controls are both available division, and/or object code level of control with offsetting and being used. It concludes in a written opinion of its increases and decreases in budgeted line items. findings. Budgetary Basis: Available Fund Balance: The basis of accounting used to estimate financing sources and Funds remaining from the prior year which are available for uses in the budget. This generally takes one of three forms: appropriation and expenditure in the current year. GAAP, cash or modified accrual. Balance Sheet: Budgetary Control: A statement of financial condition as of a given date. The management and control of the budget within limitation of the approved appropriations and available resources. Balanced Budget: A budget in which planned funds available equal planned Budget Document: expenditures. The official written statement-document which presents the proposed budget to the council/legislative body. Budget: An annual financial plan that identifies revenues, specifies the Budget Summary: type and level of services to be provided and establishes the Categories of expenditures or revenue classified by major amount of money which can be spent. function and category. Budget Amendment: Capital Improvement Plan (Oft The process by which unanticipated changes in revenue or A multi-year plan of proposed capital outlays to be incurred expenditures are made a part of the budget, thereby amending each year over a period of five years to meet capital needs it. arising from the Village's long-term needs. The minimum threshold for a capital outlay to be included in the CIP is Budget Calendar: $10,000. A schedule of key dates which the Village follows in the preparation, adoption and administration of the budget. Capital Outlay: The cost(s) associated with the acquisition of land, land Budget Message: improvements, buildings, building improvements, construction A general discussion of the proposed budget as presented in in progress, machinery and equipment, vehicles and writing by the Village Manager to the Village Council. 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. FY 2013 Proposed Budget Page 275 of 283 Capital Proiects Fund: Debt Service: Type of Governmental Fund established to account for the Principal and interest requirements on outstanding debt acquisition or construction of major capital facilities, other than according to a predetermined payment schedule. those accounted for in proprietary or trust funds. Deficit: Comprehensive Annual Financial Report (CAFR): The excess of the liabilities of a fund over its assets. The Prepared at the close of each fiscal year to show the actual excess of expenditures over revenues during an accounting audited condition of the Village's funds and serve as the period. official public record of the Village's financial status and activities. Defined Benefit Plan: A pension plan that has terms specifying the amount of benefits Consumer Price Index (CPI): to be provided after separation of employment; to be A statistical description of price levels provided by the United distinguished from a defined contribution plan in which the States Department of Labor. The index is used as a measure of plan specifies the amount of the contribution to the plan. the increase in the cost of living. Department: Contingency: A major work unit or functional unit having related activities An appropriation of funds to cover unforeseen events that aimed at accomplishing a major service or regulatory program occur during the fiscal year. for which the Village is responsible. Contractual Services: Depreciation: A cost related to a legal agreement. The decrease in value of physical assets due to use and the passage of time. Cost-of-Living Adiustment (Market Adiustment): An increase in salaries to offset the adverse effect of inflation Designated Fund Balance: on compensation. Funds that have been identified for a specific purpose. This differs from reserved funds, in that there is no legal Debt Limit: requirement for funds that have been designated. The maximum amount of gross or net debt which is legally permitted. Division: A section of a department or government that is responsible for Debt Ratios: dealing with a particular area of policy or administration, or a Comparative statistics showing the relationship between the particular task or function. issuer's outstanding debt and such factors as its tax base, income or population. FY 2013 Proposed Budget Page 276 of 283 Economic Development: planning issues through implementation of its comprehensive The process of attracting new businesses by use of incentives plan. or innovative financing methods. Expenditures: Effectiveness: Decreases in net financial resources. Expenditures include Producing a decided, decisive or desired effect. current operating expenses which require the current or future use of net current assets, debt service and capital outlay. Efficiency: Effective operation as measured by a comparison of production Federal Emergency Management Association (FEMA): with cost. Agency of the US Government tasked with Disaster Mitigation, Preparedness, Response & Recovery planning. Employer Contribution: A term used to describe contributions actually made by the Fiduciary Funds: employer in relation to the annual required contribution (ARC) Trust and/or agency funds used to account for assets held by of the employer(in the context of pension benefits). the Village in a trustee capacity or as an agent for individuals, private organizations, other governments, and/or other funds. Encumbrance: Obligations in the form of purchase orders, which are Fines and Forfeitures: chargeable to an appropriation and for which a part of the Revenues derived from penalties imposed for the commission appropriation is reserved. They cease to be encumbrances of statutory offenses, violation of lawful administrative rules when paid or when the actual liability is set up. and regulations and for neglect of official duty; for example, confiscated property. Enterprise Fund: A self supporting fund used to account for operations that Fiscal Year (FY): provide a service to citizens financed primarily by a user A twelve month period of time to which the annual budget charge. Net income is sufficient for capital maintenance, applies and at the end of which a government determines its public policy, management control, accountability or other financial position and results of operations. The fiscal year for purposes. the Village is October 1 to September 30' Environmental Protection Agency (EPA): Fixed Assets: The Federal agency charged with protecting human health and Assets of a long-term character which are intended to continue with safeguarding the natural environment: air, water, and land. to be held or used, such as land, buildings, improvements other than buildings, and machinery and equipment. Evaluation and Appraisal Report (EAR): A State-mandated report which evaluates how successful a community has been in addressing major community land-use FY 2013 Proposed Budget Page 277 of 283 Florida Department of Environmental Protection (FDEP): FTE: A federal agency charged with proposing and enforcing Full-Time Equivalent, which is calculated on the basis of the environmental law. number of hours that have been budgeted for a particular position. Florida Department of Transportation (FDOT): The agency charged with the establishment, maintenance, and Full-Time Position: regulation of public transportation in the state of Florida. A position which qualifies for full Village benefits, usually required to work 40 hours per week. Florida Department of Revenue (FDOR): The lead agency in state government for the collection of Fund: general tax administration. An independent fiscal and accounting entity with self- balancing set of accounts recording cash and/or other resources Florida League of Cities (FLO: together with all related liabilities, obligations, reserves and Comprised of City officials who wished to unite the municipal equities which are segregated for the purpose of carrying on governments in Florida for the purpose of shaping legislation, specific activities or attaining certain objectives. sharing the advantages of cooperative action, and exchanging ideas and experiences established the League in 1922. Fund Balance: The fund equity of governmental funds. Changes in fund Florida Municipal Insurance Trust (FMIT): balances are the result of the difference of revenues to A trust designed to provide cost effective insurance coverage expenditures. for Florida's not for profit agencies. Fund Type: Florida Recreation Development Assistance Program In governmental accounting, all funds are classified into eight FRDAP : generic fund types; General, Special Revenue, Debt Service, A competitive grant program that provides financial assistance Capital Projects, Special Assessment, Enterprise, Internal to local governments for development or acquisition of land for Service and Trust& Agency. public outdoor recreational purposes. General Fund: Franchise Fees: A fund used to account for the receipt and expenditure of Fees levied on a corporation in return for granting a privilege resources traditionally associated with local government. sanctioning a monopoly or permitting the use of public property, usually subject to regulation by the governing body. 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. FY 2013 Proposed Budget Page 278 of 283 General Revenue: Grants: The revenues of a government other than those derived from Contributions or gifts of cash or other assets from another and retained in an enterprise. government to be used or expended for a specific purpose, activity or facility. Generally Accepted Accounting Principles (GAAP): Uniform minimum standards of/and guidelines for financial Interfund Transfers: accounting and reporting. They govern the form and content of The movement of moneys between the funds of a the basic financial statement of an entity. GAAP encompasses governmental entity. the conventions, rules, and procedures necessary to define accepted accounting principles at a particular time. They Intergovernmental Revenues: include not only broad guidelines of general application, but Revenues collected by one government and distributed to also detailed practices and procedures. another level of government. Goal: International City Management Association (ICMA): A statement of broad direction, purpose or intent based on the The professional and educational organization for chief needs of a community. A goal is general and timeless; that is, appointed managers, administrators and assistants in cities, it is not concerned with a specific achievement in a given towns, counties and regional entities. period. Infrastructure: Government Finance Officers Association (GFOA): The physical assets of a government (i.e. streets, water, sewer, The professional association of state/provincial and local public buildings and parks). finance officers in the United States and Canada. Legislative Committee on Intergovernmental Relations Governmental Accounting Standards Board (GASB): LCIR : An established national board, which governs financial The State of Florida's Legislative Committee on reporting standards on state and local government levels Intergovernmental Relations; provides some intergovernmental throughout the United States of America, with its main revenue estimates for budgetary purposes. headquarters in Chicago, IL. Level of Service (LOS): Governmental Funds: Services or products which comprise actual or expected output Funds that account for the activities of a local government's of a given program. operations. They can be classified into four generic fund types: general fund, special revenue funds, capital projects funds, and Local Option Gas Tax: debt service funds. A tax established in 1983 to fund transportation-related improvements. FY 2013 Proposed Budget Page 279 of 283 Long-Term Debt: revenues, such as taxes, are recognized when measurable and Debt liability due after one year or longer. available to pay expenditures in the current period. Maior Fund: MUNIS: A fund whose revenues, expenditures/expenses, assets, or The Village's financial software system liabilities (excluding extraordinary items) are at least 10% of corresponding totals for all governmental or enterprise funds Municipality: and at least 5% of the aggregate amount for all governmental A primarily urban political unit having corporate status and and enterprise funds for the same item. usually powers of self-government. Maximum Millne Rate: National Incident Management System (NIMS): The maximum millage that a county or municipality may levy Core set of doctrine, concepts, principles, terminology, and with a simple majority vote of the governing body; other voting organizational processes that enable effective, efficient, and requirements will allow a municipality to adopt a millage rate collaborative incident management across all emergency in excess of the maximum millage rate. management and incident response organizations and disciplines. Mill: The property tax rate which is based on the valuation of Non-maior Fund: property. A tax rate of one mill produces one dollar of taxes on A fund that does not meet the definition of a major fund (see each $1,000 of assessed property valuation. definition for major fund). Millne: Non-operating Expenses: Property tax levy stated in terms of dollars and cents for every Expenses which are not directly related to the fund's primary thousand dollars of assessed property value. service activities. Mission: Non-operating Revenues: The mission statement is a brief summary of why a program Revenues which are incidental to, or by-products of, the fund's exists and what it is trying to achieve. It tells what the primary service activities. department does, who they do it for and why. The statement is specific enough to describe the program's purpose but general Obiective: enough to last into the future. A simply stated, readily measurable statement of the aim of expected accomplishment within the fiscal year. Modified Accrual Basis: The accrual basis of accounting adopted for the governmental Operating Budget: fund type. In this basis of accounting, expenditures are Plans of current expenditures and the proposed means of recognized when the goods or services are received and financing them. The annual operating budget is the primary FY 2013 Proposed Budget Page 280 of 283 means by which most of the financing acquisition, spending Part-Time: and service delivery activities of a government are controlled. Employees who work less than 30 hours per week and are not The use of an annual operating budget is required by law. entitled to full-time employee benefits. Operating Expenses: Pension Fund: Expenses which are directly related to the fund's primary Account for the accumulation of resources to be used for service activities. retirement benefit payments to the Village's employees. Operating Revenues: Performance Measure: Funds that the government received as income to pay for Data collected to determine how effective and/or efficient a ongoing operation. Includes such items as taxes, fees from program is in achieving its objectives. specific services, interest earnings and grant revenues. Personnel Costs: Ordinance: Costs directly associated with employees, including salaries A formal legislative enactment by the governing board of a and fringe benefits. municipality. If it is not in conflict with any higher form of law, such as a state statute or constitutional provision, it has the Property Tax: full force and effect of law within the boundaries of the A tax levied on the assessed value of real property. This tax is municipality to which it applies. also known as Ad Valorem Tax. Original Budget: Proprietary Fund Types: The first complete appropriated budget which is approved at Account for activities that are common in the private sector, the second public hearing in September. which the government operates in a manner similar to their counterparts in the commercial world. The primary source of Other Financing Sources: revenues for this fund type is user charge. Proprietary funds Governmental fund general long-term debt proceeds, operating can be classified into two fund types; enterprise funds and transfers out, and material proceeds of fixed asset dispositions. internal service funds. Such amounts are classified separately from revenues. Public Hearing: Other Post Employment Benefits WEB): An open public meeting called by a recipient government to Post Employment Benefits other than pension benefits. OPEB provide all residents (without regard to taxpaying, voting consist primarily of health care benefits, and may include other status, or handicap) with an opportunity to offer written and benefits such as life insurance, long term care and similar oral comments regarding the subject to be discussed. benefits. FY 2013 Proposed Budget Page 281 of 283 Purchase Order: Service: A document which authorizes the delivery of specified A specific deliverable provided to the public. It has a specific merchandise or the rendering of certain services. budget, as well as performance measures to determine the benefits received. Reclassification: The moving of an existing position from one personnel Solid Waste Authority: classification to another based upon the different performance The agency responsible for providing an integrated solid waste of duties. management and recycling system for Palm Beach County, Florida. Reserves: A portion of the fund balance or retained earnings legally South Florida Water Management District (SFWMD): segregated for specific purposes. The agency responsible for regional flood control, water supply and water quality protection as well as ecosystem restoration. Resolution: A special or temporary order of a legislative body; an order of Special Assessment: a legislative body requiring less legal formality than an A compulsory levy imposed on certain properties to defray part ordinance or statute. or all of the cost of a specific improvement or service deemed to primarily benefit those parties. Retained Earnings: An equity account reflecting the accumulated earnings of an Special Revenue Fund: Enterprise or Internal Service fund. Fund used to account for the proceeds of specific revenue sources which are restricted by law or policy to finance specific Retirement Benefit Multiplier: activities. The rate applied to the average compensation multiplied by the employee's years of accrual service to yield the amount Standard Operating Procedures (SOP's): payable under the normal retirement pension. A set of instructions having the force of a directive, covering those features of operations that lend themselves to a definite Revenues: or standardized procedure without loss of effectiveness. Increases in governmental fund-type net current assets from other than expenditure refunds and residual equity transfers. Statute: A written law enacted by a duly organized and constituted Roll-Back Rate (RBR): legislative body. That millage rate that will generate the same Ad Valorem tax Revenue as was levied during the prior year when calculated Surplus: against the current year's tax base exclusive of new The excess of assets of a fund over its liabilities. The excess of construction. revenues over expenditures during an accounting period. FY 2013 Proposed Budget Page 282 of 283 Tax: Utility Taxes: A compulsory charge levied by a governmental unit for the Taxes imposed by the Village on each and every purchase of a purpose of raising revenue. These revenues are used to pay for public service within the corporate limits of the Village. Public services or improvements provided for the general public services include electricity, gas, fuel oil, telephone services and benefit. telecommunications. 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 Millne (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. Undesignated/Unreserved Fund Balance: Unrestricted funds available to be designated as a budget- funding source. User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service. FY 2013 Proposed Budget Page 283 of 283