FY 2018 VNPB ADOPTED BUDGET GFOA Budget Award FY 2018
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, 2016.
In order to receive this award, a governmental unit must publish a budget document that meets program
criteria as a policy document, as an operations guide, as a financial plan, and as a communication device.
This award is valid for a period on one year only. We believe our current budget continues to conform to
program requirements, and we are submitting it to GFOA to determine its eligibility for an award in 2018.
Village of North Palm Beach FY 2018 Adopted Budget Page 2 of 295
Guide for Readers FY 2018
The purpose of this section is to provide the reader with a guide to the document’s contents: where and how
to find the information and how to understand or use the information.
The Fiscal Year 2018 Annual budget for the Village of North Palm Beach, Florida is intended to serve four
purposes:
1. The Budget as a Policy Guide:
As a policy document, the budget indicates what services the Village will provide during the twelve-
month period beginning October 1, 2017 and why. The Budget Message summarizes the challenges
facing the Village and how the budget addresses them. The Department budget sections provide
major goals and objectives for each department in the Village.
2. The Budget as a Financial Plan:
As a financial plan, the budget outlines how much Village services will cost and how they will be
funded. The Budget Summary provides an overview of the budget, including major revenue and
expenditure categories.
3. The Budget as an Operations Guide:
As an operations guide, the budget indicates how services will be delivered to the community. The
Departmental budget sections outline the number of authorized positions and department
appropriations approved by the Village Council for the provision of services by each department. An
organizational chart is provided to show how the Village is structured for efficient and effective
work.
4. The Budget as a Communications Device:
The budget is designed to be user friendly with summary information in text, tables and graphs. A
glossary of budget terms is included after the Appendix section for your reference. Finally the budget
includes the Budget Message Section which provides the reader with a condensed analysis of the
fiscal plans of the Village for the upcoming fiscal year.
Copies of this document are available for review at the Village Clerk’s office and the Village Library. In
addition, this document can be accessed through the internet at http://www.village-npb.org.
The table of contents lists every subject covered in this document and its page number. As a further aid, the
budget document is divided into the following six major sections:
Introduction
This section includes the budget message, which provides a narrative of where we have been and where we
are going in the upcoming year. The message provides a broad perspective of services provided and
discusses taxes and millage rates, changes in operations, significant differences in revenues and
expenditures, and the focus and direction of the budget year.
The introduction section also includes general information about the Village, its budget philosophy and
process, debt administration, fund balance overview and other general information.
Village of North Palm Beach FY 2018 Adopted Budget Page 3 of 295
Guide for Readers FY 2018
General Fund
This section provides revenue and expenditure summaries, budget comparisons and computation of taxable
value. Also included are details of all estimated revenues and departmental expenditures.
An overview of each department is included in this section. Each department’s section includes the
following: an organization chart, mission statement, goals and objectives, performance measures and major
changes for each department.
Country Club Fund
This section includes all of the departmental details and information as in the General Fund for the Village of
North Palm Beach Country Club.
Pay Plan
This section includes the Village’s comprehensive pay plan and pay ranges.
Capital Improvement Plan
This section includes the Village’s ten year capital improvement plan.
Appendix
This section includes the Glossary and a list of Acronyms used throughout this document.
We hope this guide has aided in finding and understanding information contained in the Village’s budget. If
any information is unclear or if additional information is necessary, please call the Finance Department at
(561) 841-3360.
Village of North Palm Beach FY 2018 Adopted Budget Page 4 of 295
Table of Contents FY 2018
Main Section
GFOA Distinguished Budget Award ............................................................................................................. 2
Guide for Readers ..................................................................................................................................................3-4
Table of Contents ...................................................................................................................................................5-7
Introduction ................................................................................................................................................................. 8
Manager’s Budget Message ................................................................................................................................. 9-15
Organizational Structure ......................................................................................................................................... 16
Village Officials & Administrative Staff ................................................................................................................ 17
Village Boards & Committees ........................................................................................................................... 18-20
Village Overview ............................................................................................................................................... 21-23
Village Location Map .............................................................................................................................................. 24
Village History ................................................................................................................................................... 25-29
Village Departments ........................................................................................................................................... 30-32
Village Budget at a Glance ...................................................................................................................................... 33
Budget Preparation Process ................................................................................................................................ 34-37
Fund Structure ......................................................................................................................................................... 38
Basis of Presentation, Basis of Budgeting & Budgetary Accounting ................................................................. 39-43
Financial Policies ............................................................................................................................................... 44-47
Debt Administration ........................................................................................................................................... 48-49
Fund Balance Overview ..................................................................................................................................... 50-52
Strategic Planning .............................................................................................................................................. 53-56
Long Range Planning ......................................................................................................................................... 57-58
General Fund Budget ................................................................................................................................................ 59
General Fund Organization Chart ........................................................................................................................... 60
General Fund Budget Summary .............................................................................................................................. 61
General Fund Revenues ...................................................................................................................................... 62-74
General Fund Expenses .......................................................................................................................... 75-80
General Fund Operating Highlights ............................................................................................................. 81
General Fund Department Summaries .......................................................................................................... 82
Village Council ............................................................................................................................ 83-89
Village Manager ........................................................................................................................... 90-95
Human Resources ....................................................................................................................... 96-102
Village of North Palm Beach FY 2018 Adopted Budget Page 5 of 295
Table of Contents FY 2018
Finance .................................................................................................................................... 103-109
Information Technology ............................................................................................................ 110-115
Village Attorney ....................................................................................................................... 116-117
Village Clerk ............................................................................................................................ 118-125
General Services Village Hall ........................................................................................................... 126
Public Safety ............................................................................................................................ 127-147
Public Works ............................................................................................................................ 148-162
Community Development .......................................................................................................... 163-174
Library..................................................................................................................................... 175-183
Parks & Recreation ................................................................................................................... 184-194
Reserves & Other ..................................................................................................................... 195-196
General Fund Charts and Graphs ......................................................................................................... 197-200
General Fund Fee Schedules .......................................................................................................................... 201-214
Country Club Budget .................................................................................................................................. 215
Country Club Organization Chart ......................................................................................................................... 216
Country Club Narrative .................................................................................................................................. 217-223
Country Club Budget Summary ............................................................................................................................ 224
Country Club Highlights ....................................................................................................................................... 225
Country Club Revenues.................................................................................................................................. 226-230
Country Club Expenses .................................................................................................................................. 231-236
Country Club Department Summaries ........................................................................................................... 237-242
Pay Plan .................................................................................................................................................................... 243
Pay Plan Narrative .......................................................................................................................................... 244-246
Comprehensive Pay & Classification Plan ..................................................................................................... 247-250
Pay Ranges ..................................................................................................................................................... 251-252
Five Year Position Summary ................................................................................................................................ 253
Employees by Function ........................................................................................................................................ 254
Capital Improvement Plan ...................................................................................................................................... 255
CIP Narrative.................................................................................................................................................. 256-261
CIP 10 Year Summary ................................................................................................................................... 262-265
Village of North Palm Beach FY 2018 Adopted Budget Page 6 of 295
Table of Contents FY 2018
FY 2018 Capital Outlay and Operating Impact Summary ............................................................................. 266-268
Capital Request Forms ................................................................................................................................... 269-283
Appendix .................................................................................................................................................................. 284
Acronyms .............................................................................................................................................................. 285
Glossary of Terms .......................................................................................................................................... 286-295
Village of North Palm Beach FY 2018 Adopted Budget Page 7 of 295
Introduction FY 2018
Village of North Palm Beach FY 2018 Adopted Budget Page 8 of 295
Manager’s Budget Message FY 2018
TO: Honorable Mayor and Council
FROM: Andrew D. Lukasik, Village Manager
DATE: September 28, 2017
SUBJECT: Fiscal Year 2017/18 Annual Budget
I am pleased to share with you this Fiscal Year 2017/18 Annual Budget for the Village of North Palm Beach
which provides a plan to enhance many Village services during the coming fiscal year. Departments have
prepared an ambitious list of Village projects and operational improvements that support the goals and
objectives established by the Village Council earlier this year.
Budget Format
Village Administration has created a user-friendly budget document that provides a common source of
meaningful information for many different users. Specific managerial and operational responsibilities have
been assigned to each Village Department and staff has been allocated to ensure all functions associated with
the individual Departments are performed in a timely and efficient manner. Within the budget document,
organizational charts are presented depicting each Department’s organizational and supervisory structure. In
addition, Departments included a detailed report featuring individual goals, operational services, program
improvements, and staffing as well as capital project expenditures.
It is the intent of Village Administration to maintain an open exchange of municipal information with all
stakeholders regarding how Village resources are received and expended. To that end, this budget document
will be posted on the Village website (www.village-npb.org).
Budget Goals and Objectives
The Village obtains a major portion of its annual general fund financial resources (62.98%) from ad valorem
property taxes. By comparison, the Village’s gross taxable property values have increased this year to
$2,123,913,004, or nearly 15%, over last year’s valuation.
The Village does not assess many of the traditional fees (taxes) that other municipalities use for generating
revenue. Rather, it primarily depends on ad valorem taxes to fund services. As a result, residents are not
assessed additional fees (taxes) for utility, solid waste, storm water, or fire rescue services.
The financial plan for FY 2017/18 reflects the community’s desire for enhanced services and proper
maintenance of infrastructure. While the budget allocates resources to improve the Village’s ability to
address service and maintenance demands annually, there are also significant capital investments to be made
that will be unique to this fiscal year. Upcoming investments into the clubhouse and golf course will result
in increased expenditures and, due to the closure of both facilities at different times during the projects,
reduced Country Club revenues. However, increasing property valuations and continued state and national
economic growth will blunt the impact of these short-term facility closures to the annual financial plan.
Village of North Palm Beach FY 2018 Adopted Budget Page 9 of 295
Manager’s Budget Message FY 2018
The FY 2017/18 budget was developed collaboratively with assistance from the Village’s Management Team,
departmental supervisors and staff. This process allowed Administration to consider current practices and
procedures while identifying opportunities for new and improved services, programs, and projects that
support the Village Council’s goals and objectives. While setting goals during the budget planning process,
the Administration maintained an awareness of blending our many levels of municipal service with our
valuable and scarce Village financial resources. In all cases, the Administration placed the highest priority
on services that are most valued by our residents – with a commitment to provide these in an effective and
efficient manner. Our budgetary emphasis centers on the Council’s budgetary goals:
Goal: Provide a sustainable financial base for the Village
Through this goal, the Village seeks to ensure that the property taxes and fees levied on
residents and businesses are equitable relative to the services received and that they do not
increase significantly beyond the rate of inflation or the growth in property values.
Annexation of adjacent unincorporated areas and implementation of the Citizens’ Master Plan
Report will encourage mixed use development along the Village’s commercial corridors,
which will assist the Village in achieving these goals. Additionally, the Village will be
reviewing methodologies to equitably distribute financial responsibility for storm water
infrastructure maintenance during the fiscal year as well as developing a “wish list” of items
that could be funded through resident and/or business donations to the community.
Goal: Maintain a high quality of life and improve the overall appearance in the Village
An emphasis on code compliance, improvement and maintenance of the condition of our
waterways and public safety are keys to the Village’s ability to achieve this goal. An update
of the code to address provisions that don’t lend themselves to the maintenance of our small
town feel and a rewrite of those sections that don’t allow for redevelopment in character with
our community are being pursued this year to support this goal. Another area of focus is the
protection of the quality and ability to use our waterways. The Village will replace the
damaged seawall at Anchorage Park this year and will initiate actions to address the impacts
of erosion along the Earman River and the Lighthouse Bridge on navigation as well as
identifying opportunities for water taxi stops and transient docks near the Country Club.
Lastly, a greater investment in infrastructure maintenance as well as communication and
community outreach efforts will be made this year.
Goal: Maintain quality of all recreational facilities of the Village
The Village will be redoubling efforts to maintain a high level of appearance and condition of
Village parks and recreational facilities, including the Country Club, and reinvigorating
recreational activities for a fresh approach that is responsive to the current interests of
residents. This effort will include the identification of youth sports opportunities with an
emphasis on recreational leagues (as opposed to competitive or travel leagues). The
community also needs to collaborate with the John D. MacArthur Beach State Park to
promote its use by our residents.
Village of North Palm Beach FY 2018 Adopted Budget Page 10 of 295
Manager’s Budget Message FY 2018
Goal: Build a new Country Club Clubhouse
Completion of the Clubhouse will provide an enhanced experience for North Palm Beach
Country Club members and visitors alike. The new facility, which will boast an improved
dining experience for anyone visiting the Clubhouse as well as a new banquet facility, and a
restoration of the Jack Nicklaus Signature Golf Course, will provide the community with
enhanced opportunities to gather and socialize. The Clubhouse designs will be completed by
the end of December 2017 with construction scheduled to begin in the spring of 2018.
Goal: Implement the Master Plan for business economic development in our
commercial corridors and community development in our neighborhoods
The Citizens’ Master Plan Report is the springboard for the effort to draft and adopt new
regulations that will breathe life in our commercial districts, create a more sustainable
financial future for the community and enhance the small town living that makes North Palm
Beach a special place to live. To implement the Master Plan, a planning consultant will assist
the Village with a review and rewrite of the Comprehensive Plan, Land Development
regulations and application processes to facilitate the development process. A key component
of this effort will be to engage the public to ensure that the form and function of future
development dovetail with the community’s character. As part of this effort, the Village will
facilitate the creation of a business and commercial property owners’ association to revitalize
and redevelop our commercial corridors.
Other important tasks associated with this goal include the creation of a Neighborhood
Enhancement Program to address “community building” needs, infrastructure needs (i.e. sanitary
sewer), issues with an aging housing stock, and affordability and quality of life issues as well
as working with The Conservatory School to evaluate opportunities and impacts of its vision
for a high school to be located in North Palm Beach.
Goal: Continuously improve the way the Village operates
Community members can bring an extraordinary degree of knowledge and technical expertise
to address many of the opportunities presented to the Village. The Village will work to
encourage resident participation on Village Boards and in public meetings, programs and
events and enhance their exchange of information with the Village Council. The organization
will be working to address opportunities for process improvement and use the technical
expertise of consultants to supplement Village staff.
Goal: Complete the implementation of the Pay for Performance System
To better ensure that employees are appropriately compensated for their work, the Village
will continue to deploy employee workgroups to establish appropriate performance measures
based upon job descriptions, create procedures for the evaluation process and set goals and
objectives.
Village of North Palm Beach FY 2018 Adopted Budget Page 11 of 295
Manager’s Budget Message FY 2018
Goal: Implement and maintain a long-term (10-year) capital improvement plan
Through the use of a Capital Improvement Plan, the Village will be proactively addressing its
infrastructure, maintenance and replacement needs through a disciplined financial model that
incorporates the use of recently approved infrastructure surtax dollars.
Goal: Establish programs to create a “family-feel” within the organization
One of North Palm Beach’s greatest attributes is the family-feel that exists between the
community and Village staff. While this feeling exists, it cannot be taken for granted and
needs to be cared for. Developing leadership capabilities, improving communication within
the organization, empowering employees to make decisions and constantly reinforcing the
need to work as a team are important aspects of this goal.
Budget Highlights:
The financial plan for the upcoming fiscal year represents an aggressive approach to adequately maintain
infrastructure and address gaps in the organization in order to deliver services to the community while
implementing the North Palm Beach Country Club clubhouse construction and golf course renovation
projects.
The Village’s operating millage rate will remain the same as current year’s rate of 7.3300 mils. The
Village has no outstanding general obligation bond debt; therefore, the combined total millage rate of the
Village will equal $7.3300 mils.
Capital budget needs over the next ten (10) years will be leveled off to avoid the “bow effect” that has
caused the budget to fluctuate at extreme levels in past years. The FY 2018 budget provides for funding
the Capital Improvement Plan needs for FY18 without the need to transfer funds from the General Fund
Unassigned Fund Balance (General Fund Reserves).
With the addition of a new planner, the Community Development Department will work to improve its
ability to respond to applications, address inconsistencies in the code and rewriting the code to encourage
redevelopment consistent with the Citizens’ Master Plan Report. Residents and businesses can look
forward to opportunities to share their thoughts about how the Village looks and functions as Village
Council and staff work with its consultants to write the laws that will dictate the character of future
development. Community Development is continuing its focus on addressing community demands for
enhanced code compliance activity and quality customer service as well.
The Parks and Recreation Department will renew its focus on enhancing youth sports and other recreation
programs this year. In response to residents’ requests to enhance the Village’s athletic and recreation
programs, staff will conduct surveys and conduct small focus groups as part of the process of revisiting
the community’s needs to best determine what activities should be offered.
Village of North Palm Beach FY 2018 Adopted Budget Page 12 of 295
Manager’s Budget Message FY 2018
The Public Works Department has oversight of Village sanitation, infrastructure, streets, facilities,
equipment, and roadways. This Department will play a major role in maintaining and expanding the
focus on community appearance during the coming year. With the use of revenue from the voter-
approved 1 cent infrastructure surtax, the Village will be resurfacing roadways, replacing damaged
sidewalks, repairing the Lighthouse Drive bridge and installing a new pump along the Earman River in
order to better ensure that the golf course, several parks and landscaped medians continue to be irrigated
without interruption. Additionally, a greater emphasis on facility and park maintenance is being funded
this year as resources are being dedicated to enhanced landscape median and turf maintenance.
The Police Department has continued to make improvements in neighborhood outreach, crime
suppression and crime clearances. With the addition of two police officers this year, the Police
Department will play a key role in establishing an interdepartmental “Neighborhood Enhancement
Team” that will focus on quality of life issues within all of the Village’s neighborhoods. Other
disciplines within this team – including Fire Rescue, Planning, Code Compliance, Recreation and
Building – will work collaboratively to tackle neighborhood issues that require creativity and persistence.
The design of the Village’s new Country Club will be completed and construction initiated this fiscal
year. It is anticipated that clubhouse construction will be completed late in the 2019 calendar year.
Additionally, the Jack Nicklaus “Signature” Golf Course will be renovated during this fiscal year as well
and is anticipated to be completed by November, 2018. These projects will disrupt the Country Club’s
ability to deliver services and result in a number of short-term operational and financial impacts:
It is anticipated that the clubhouse and course will be closed in the late-spring or early-
summer months of 2018. In anticipation of this, the Village and its contracted restaurant
operator at the clubhouse have mutually agreed to cease regular operations in January,
2018. Food and beverage services will continue until demolition of the clubhouse, but are
anticipated to be delivered through the use of food trucks and a separate beverage service
contractor.
While the course is being renovated, the Village plans to redeploy as many of the existing
part-time staff to other functions as possible. Anticipated functions for part-time
employees include assisting with the course renovation project, minor repair and painting
projects in Village parks and conversion of old paper documents into electronic files.
The repayment schedule on the $15 million loan to reconstruct the clubhouse begins this
fiscal year. Without revenues from the operation of the Country Club this fiscal year (and
part of FY 2019 as well), the General Fund will be temporarily servicing the debt on its
own.
The $1.5 million golf course renovation project will be funded by a loan from the General
Fund to the Country Club. In accordance with Village Council policy direction, this loan
will be based upon the final construction cost and be repaid with interest at a rate that is
0.5% greater than the return the General Fund receives from its investment revenue.
These loan terms continue to ensure that golf operations are not subsidized by Village
businesses and residents and are economically beneficial to both funds.
Village of North Palm Beach FY 2018 Adopted Budget Page 13 of 295
Manager’s Budget Message FY 2018
Communication, community outreach and marketing efforts will be stepped up this year as a new
position that will be responsible for these functions will be created. Whether it be to encourage residents
to attend community events, let residents know about important service issues or policy discussions being
held by the Village Council or ensure that residents and businesses have adequate information about
hurricane preparation and response efforts, the Village will improve the availability of information for
residents’ use and enhance transparency of government operations through this investment in the
organization.
Personnel Staffing and Benefits
The Village will continue to apply more resources toward training staff in order to ensure employees are
equipped with the tools they need to offer exemplary service. An emphasis will be placed on succession
planning that encourages staff to develop their skills and capabilities in preparation for growth within the
organization.
The preparation of this portion of the budget is challenging based on continuing increases in the cost of
employee compensation and benefits. For budget purposes, retirement contribution levels for the
General Employee “Defined Benefit” Retirement Plan are estimated at 23.50% in the coming year and
employee contributions remain at 6%. The Village’s required contribution for the “Defined
Contribution” plan, available through ICMA-RC, is fixed at 15% with a required 3%, 5%, 10% or 15%
contribution by the participating employee.
Police and Fire pension matters are subject to the Village’s collective bargaining negotiations. For
budget purposes, retirement rates for Police and Fire employees are estimated at 20% in the coming year.
Police employee contributions are 4% and Fire employee contributions are 5%.
The actual figures will be based on asset returns, actuarial experience and the results of collective
bargaining.
continued on next page
Village of North Palm Beach FY 2018 Adopted Budget Page 14 of 295
Manager’s Budget Message FY 2018
Budget Conclusion
The FY 2017/18 Budget reflects continued improvement to citizen services, public safety, and public
facility maintenance while emphasizing improved community appearance and financial stability. Most
importantly, the budget provides necessary resources for the Village of North Palm Beach to maintain
and further improve services to our residents without increasing the millage rate and without having to
use the General Fund Unassigned Fund Balance (General Fund Reserves).
Several operating and capital improvement project highlights are planned in the FY 2017/18 budget that
supports the goal of continually improving the Village using a “Resident Service” focus. Many of these
budget highlights are shown on tables in the following pages.
The preparation of this Annual Budget document was accomplished through the tireless collaboration of
all Village departments and the notable assistance of the Finance Department staff.
Several budget workshop meetings were held during the months of July, August, and September where
Council reviewed the substance and content of this Budget in detail. All refinements are incorporated in
this “Final” FY 2017/2018 Annual Budget document.
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 15 of 295
Village Attorney
Village Boards
• Audit Committee
• Business Advisory
• Construction Board of
Adjustment
• Golf Advisory
• Infrastructure Surtax
• Library Advisory
• Pension Boards
• Planning Commission
• Recreation Advisory
• Waterways Board
• Zoning Board of Adjustment
The Residents
Village Council
Village Clerk
General Fund:
• Community Development
• Finance
• Human Resources
• Information Technology
• Library
• Parks & Recreation
• Police
• Fire Rescue
• Public Works
Country Club
•Golf
• Administration
Village Manager
Village of North Palm Beach Organizational Structure FY 2018
Village of North Palm Beach FY 2018 Adopted Budget Page 16 of 295
Village Officials and Administration Staff FY 2018
Village Council:
Mayor
Darryl C. Aubrey
Vice Mayor
Robert A. Gebbia
President Pro Tem
Mark Mullinix
Councilmember
David B. Norris
Councilmember
Susan Bickel
Administrative Staff:
Village Manager Andrew Lukasik
Village Attorney Leonard G. Rubin
Village Clerk Melissa Teal
Chief of Police Richard Jenkins
Fire Chief J.D. Armstrong
Director of Finance Samia Janjua
Director of Information Technology Michael Applegate
Director of Human Resources Renee Govig
Director of Library Zakariya Sherman
Director of Parks & Recreation Mark Hodgkins
Director of Special Projects Chuck Huff
Director of Public Works Steven Hallock
Director of Golf Operations Casey Mitchell
Director of Community Development Denise Malone
Note of Appreciation
We would like to thank all staff members for their contributions during the preparation of this budget
document. Staff’s demonstrated dedication and commitment to the Village ensures that the Village is “the
Best Place to Live under the Sun.”
Village of North Palm Beach FY 2018 Adopted Budget Page 17 of 295
Village Boards and Committees FY 2018
The Village Council of North Palm Beach appoints members of the community to boards, commissions, and
committees to act in an advisory capacity to the Council, Manager, and Departments of the Village. The
Village Council may create a board or committee in connection with any functions of the Village, or may
create an ad hoc committee of limited duration. North Palm Beach board, commission, and committee
members serve at the pleasure of the Village Council. Members of the Village Council attend meetings of
Village boards, commissions, and committees on a rotation schedule in order to remain informed of Board
business and concerns.
Each appointed body has a specific scope of authority as provided by the Village Code of Ordinances and/or
Florida Statutes. Boards, commissions, committees, and task forces may have administrative, managerial,
quasi-judicial, investigatory, and/or advisory powers dependent upon the enabling legislation. Boards,
commissions, and committees are not responsible for day-to-day operations of the departments, operating
policies of departments or the business decisions of the local government.
Municipal advisory boards, commissions, and committees are comprised of dedicated citizens who volunteer
their time and expertise to help their community. Boards, commissions, and committees are an integral part
of citizen participation in local government and an important asset to the Village for proper growth and
development and the long-term stability of our community. Our volunteers provide vital input in the
decision-making process regarding present and future activities, programs, and policies.
The Village of North Palm Beach has twelve (12) Boards, Commissions, and/or Committees:
Audit Committee Business Advisory Board Construction Board of Adjustment Golf Advisory Board
Infrastructure Surtax Oversight Committee Library Advisory Board General Employees’ Pension Board
Police & Fire Pension Board Planning Commission Recreation Advisory Board Waterways Board Zoning Board of Adjustment
Audit Committee
The primary responsibility of the Audit Committee is to oversee and monitor the independent audits of the
Village’s financial statements from the selection of the independent auditors to the resolution of audit
findings. The Audit Committee facilitates communication between the Village Manager’s office, the
independent auditors, and the Village Council, and serves as an advisor to the Village Council. The Audit
Committee also has an annual responsibility to present a written report to the Village Council, which shows
how the committee has discharged its duties and met its responsibilities. The written report also includes its
findings as to the independent audits of the Village’s financial statements.
Business Advisory Board
The Business Advisory Board serves as a liaison between the owners of businesses within the Village and
the Village Council. The Business Advisory Board promotes business development and supports and
sustains existing businesses by identifying business opportunities.
Village of North Palm Beach FY 2018 Adopted Budget Page 18 of 295
Village Boards and Committees FY 2018
Construction Board of Adjustment and Appeals
The Construction Board of Adjustment and Appeals hears appeals of decisions and interpretations of the
building official and considers variances of the technical codes.
Golf Advisory Board
The primary responsibility of the Golf Advisory Board is to support and effectuate an outstanding golf
experience at an affordable price through superior customer service, high quality playing conditions, and a
wide variety of golf services tailored to members, residents and guests. The Golf Advisory Board has the
duty to administer, review and interpret the Golf Course rules, regulations, policies and procedures, which
include the following areas: member and resident comments and concerns; course procedures relating to
starting times; shotgun events; tournament scheduling; charitable outings; special member events; and course
and facilities condition.
Infrastructure Surtax Oversight Committee
The Infrastructure Surtax Oversight Committee was formed pursuant to a voter-approved one percent local
government infrastructure surtax to be utilized by the County, the Palm Beach County School Board, and the
municipalities within Palm Beach County for the financing, planning, construction, reconstruction, renovation,
and improvement of necessary infrastructure. The Committee acts in an oversight and advisory capacity to
the Village Council, and is required to prepare an annual report to the Council regarding whether the
Village’s expenditure of the surtax proceeds for the fiscal year was consistent with statutory requirements
and voter-approved ballot language; and whether the Village’s expenditure of the surtax proceeds for the
fiscal year was consistent with the Village’s approved surtax proceeds project list, if any, or any revisions or
modifications to the surtax project list as approved and adopted by the Village Council.
Library Advisory Board
The Library Advisory Board serves in an advisory capacity to the Village Council and makes
recommendations as to present and future activities, planning, programs, capital improvements and facilities
and other matters relating to the overall function and operation of the North Palm Beach Library.
General Employees Pension Board
The General Employees Pension Board performs all duties and enjoys all rights and powers vested by law or
ordinance and is responsible for administering and effectuating the provisions of the law relating to the
general employees retirement fund.
Police and Fire Pension Board
The Police and Fire Pension Board performs all duties and enjoys all rights and powers vested by law or
ordinance and is responsible for administering and effectuating the provisions of the law relating to the
retirement fund for police and fire employees.
Planning Commission
The Planning Commission is designated as the governmental entity to act as the “local planning agency” in
accordance with F.S. 163. The Planning Commission holds public hearings and makes recommendations
regarding amendments to the appearance plan, the issuance of certificates of appropriateness, reviews
preliminary and final plats, and performs any duties which lawfully may be assigned to it by the Village
Council. Prior to annexation and changes to zoning ordinances, the Village Council seeks the advice of the
Planning Commission.
Village of North Palm Beach FY 2018 Adopted Budget Page 19 of 295
Village Boards and Committees FY 2018
Recreation Advisory Board
The Recreation Advisory Board serves in an advisory capacity to the Village Council and makes
recommendations as to present and future recreation activities, planning, recreation programs, capital
improvements and facilities and other matters relating to the overall recreational activity of the Village other
than its waterways.
Waterways Board
The mission of the Waterways Board is to ensure that the waterways located within the Village, and the
marina located at Anchorage Park, are maintained, operated, and improved to provide the safest, most
efficient, economical and environmentally-sound water transportation route in the Village and to provide
sound use of Village waterways that serve business, commercial fisheries, and recreation. The Waterways
Board is responsible for identifying, analyzing, addressing, and publicizing issues that affect the Village
waterways, citizens, and users. The Waterways Board is charged with building community support through
education of its members, prospective members, community groups, and relevant government officials. The
Waterways Board recommends improvements and establishment of policies to the Village Council.
Zoning Board of Adjustment and Appeal
The Zoning Board of Adjustment hears and decides appeals and variances. The Zoning Board of Adjustment
has the power to authorize variances from the terms of the ordinance as will not be contrary to the public
interest when, owing to special conditions, a literal enforcement of the provisions of the ordinance would
result in unnecessary and undue hardship. In order to authorize any variance from zoning ordinances or
regulations, the Board must find that certain conditions exist, according to specific requirements set forth in
the Code of Ordinances. The Zoning Board of Adjustment hears appeals when it is alleged that there is an
error in any order, requirement, decision, or determination made by an administrative official in the
enforcement of any zoning ordinance or regulation.
Village of North Palm Beach FY 2018 Adopted Budget Page 20 of 295
Village Overview FY 2018
Date of Incorporation 8/13/1956
Fiscal Year 10/1 – 9/30
Form of Government Council / Manager
Elections 5 council members elected for two year, overlapping terms
Area 5.8 square miles
Total FY18 Budget $26.14 million
Total FY18 Property Valuation $2.12 billion
Total FY18 Millage Rate $7.33 mils
Location
The Village of North Palm Beach is located on the sunny east coast of Florida, 9 miles north of West Palm
Beach in Palm Beach County.
The land area of the Village is approximately 5.8 square miles. The Village has an abundant amount of
waterfront property created by a number of lakes, canals, and the Atlantic Ocean. With such assets as warm
weather, sunshine, golf, ocean fishing, boating, sandy beaches and balmy breezes, the Village has much to
offer enthusiastic people who are raising families or are looking to retire.
Village Government
The Village of North Palm Beach was incorporated as a political subdivision of the State of Florida in 1956.
Village government operates under the Council-Manager form of government. The Village Council consists
of five, non-partisan at-large council members, elected for two year, overlapping terms, with a Mayor, Vice
Mayor, and President Pro Tem selected each year by the council members. The Village Council meets in
regular session twice each month for purposes of setting policy and carrying out the legislative matters of the
Village. The Village Council appoints the Village Manager, Village Clerk, and the Village Attorney.
The administrative day to day responsibilities are carried out through the Village Manager. The Village
Manager acts as the Chief Administrative Officer of the Village and is responsible for directing all Village
employees other than those hired directly by the Village Council.
The Village provides a full range of municipal services including Public Safety, Sanitation, Recreation,
Library, Streets & Roads Maintenance, Public Improvements, Planning, Zoning & Building, and General
Administrative Services.
The Village also manages an enterprise operation which is the operation of its Golf and Country Club.
Population
The Village is primarily a residential community with a population of approximately 13,000 which increases
to approximately 20,000 during the winter months by residents who list their northern homes as their official
place of residence. Residents are generally in the middle to upper income brackets.
Village of North Palm Beach FY 2018 Adopted Budget Page 21 of 295
Village Overview FY 2018
Resident Statistics
Median Age 51.67
Median Income $61,801
Total Housing Units 8,103
Per Capita Income $46,160
Registered Voters 10,115
Population 13,342
Racial Composition
White 89.62%
Black 5.37%
Asian 2.26%
Pacific Islander 0.01%
Other 1.09%
Multirace 1.53%
Age Distribution
Up to 19 years 15.16%
20-49 years 30.15%
50-64 years 23.37%
65+ 31.31%
Education
< Grade 9 1.81%
Grade 9 - 12 3.76%
High School 21.08%
Some College 19.6%
Associates Degree 8.71%
Bachelor’s Degree 27.94%
Graduate Degree 17.1%
Public Schools in the Village
NPB Conservatory School K-8
Existing Land Use Acres
Conservation 301.62
Vacant 27.80
Residential Single Family 688.05
Residential Multi Family 293.18
Commercial 149.95
Recreation & Open Space 196.85
Institutional & Civic 86.27
Utility & Transportation
(includes Marina)
24.80
Road ROW, Boat Slips &
Intermittent Water Bodies
590.12
Municipal Employees
Full-time 149
Part-time 95
Total 244
Service Statistics
Solid Waste Res. Accounts 7,614
Village vehicles maintained 88
Streets & Sidewalks:
Miles of Streets & Alleys 32.30
Street Lights 628
Sidewalks 48 miles
Landscape Area 43.23 acres
Swales 42.1 miles
Recreational Facilities:
Recreation Centers 3
Parks 5
Dog Parks 2
Tennis Courts 12
Marina 1
Swimming Pool 1
Playgrounds 4
Library 1
Golf Course 1
Driving Range 1
Public Safety
Police:
Police Station 1
Sworn Police Officers 34
Civilian Employees 5
Crossing Guards 14
Average Response Time 3.14 minutes
Fire Rescue:
Fire Station 1
Employees 24
Average Response Time 5.3 minutes
continued on next page
Village of North Palm Beach FY 2018 Adopted Budget Page 22 of 295
Village Overview FY 2018
Major Employers Employees
PBC School Board 21,200
Federal Government 6,265
Tenet Health Care Corp 6,136
PBC Government 5,928
NextEra Energy (FPL) 4,021
Hospital Corp of
America(HCA)
3,550
Boca Raton Regional Hospital 2,800
Florida Atlantic University 2,761
Veterans Health Administration 2,468
Bethesda Memorial Hospital 2,200
Office Depot 2,034
The Breakers Hotel 2,000
Florida Crystals (Headquarters) 2,000
Jupiter Medical Center 1,907
State Government 1,618
City of Boca Raton 1,499
City of West Palm Beach 1,420
Principal Tax Payers
Olen Residential Realty
Sanctuary Bay Trust Corporation
Florida Power & Light
JB Shoppes LLP
CFO2 Palm Beach III LP
New Country Motor Cars
Greater Fla Inv CO
Domani Development, LLC
Old Port Cove Equities, Inc
Village Shoppes at US1, LLC
Crystal tree Property Owners
Riverside National Bank of Florida
Chouest, Gary
Old Port Cove Holdings, Inc
Property Tax Rate
FY Village County School
District
Special
Districts Total
2009 6.6977 3.9660 7.2500 2.1308 20.1707
2010 6.9000 4.5614 7.9830 2.2570 21.9378
2011 6.9723 4.9960 8.1540 2.4934 22.6772
2012 6.9723 4.9925 8.1800 2.5549 22.4881
2013 6.9723 4.9902 7.7780 2.3433 22.0559
2014 6.8731 4.9852 7.5860 2.3154 21.6723
2015 7.3300 4.9729 7.5940 2.2280 22.0701
2016 7.3300 4.9277 7.5120 2.1732 21.8671
2017 7.3300 4.9142 7.0700 2.0974 21.2595
2018 7.3300 4.7815 6.7690 1.9453 20.7831
Taxable Value by category
Description
# of
parcels /
accounts
Taxable
Value
Personal Property Accounts 699 $35,996,015
Real Property Parcels
Vacant Residential 32 9,961,651
Single Family Residential 2,678 953,364,482
Multi-Family (10 units or more) 13 61,067,784
Condominiums 4,195 768,220,821
Cooperatives 248 13,657,475
Ret. Homes & Misc. Res. 37 0
Multi-family (less than 10 units) 61 18,455,649
Vacant Commercial 12 6,423,461
Improved Commercial 289 248,526,905
Vacant Industrial 2 28,610
Improved Industrial 1 6,102,177
Institutional 14 1,556,105
Government 19 0
Miscellaneous 29 551,869
Total 8,329 $2,123,913,004
* Total Real Property parcels = 7,630
Sources
Business Development Board of PBC
PBC Supervisor of Elections
PBC Property Appraiser
2010 US Census
PBC Planning Division, EXLU15 GIS Data, 2015
Village of NPB
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 23 of 295
Village Location Map FY 2018
Village of North Palm Beach FY 2018 Adopted Budget Page 24 of 295
Village History FY 2018
North Palm Beach Area before Incorporation:
1892 Albert Sawyer was given a warranty deed by the State of Florida with the stipulation that
he improve, cultivate, or sell the land before 1907. This land included Lake Park and
North Palm Beach. Sawyer died in 1903 and willed the trust to his son, Albert. The 1907 deadline
was extended to 1927.
1919 Albert Sawyer, Jr. sold the deed to Barton Peck in 1915 for $1140. Peck sold the deed to
Harry & Mabel Kelsey for $100,000. Kelsey moved to Silver Beach and bought 14 miles of
oceanfront and lakefront property between Miami & Jupiter, including 100,000 acres which
later became Kelsey City/Lake Park and North Palm Beach. He purchased the Florida East
Coast Canal, which is part of the Intracoastal Waterway, and operated it as a toll waterway
with a toll chain across the Intracoastal to stop boats and collect a fee. Dredging became
costly so Kelsey sold the waterway to the state.
1926
Golfers at the Winter Club The Winter Club late 1920’s
1928 A hurricane with 130 mph winds caused Lake Okeechobee to
overflow its banks and drown 3000 residents who lived near the lake.
The hurricane wrenched the concrete Earman River bridge from
its mooring, demolished all but a few of the 100 Lake Park
homes, uprooted and leveled Kelsey’s 3 timber mills, and the
entire Park Avenue shopping district, and ruined the vital credit
rating of this once thriving town.
Many of the pioneer families who had purchased homes in Kelsey City fled North,
abandoning their demolished homes, defaulting on their mortgage payments and causing the
Kelsey City Bank to fail. In Florida, if property taxes went unpaid for 2 years, the state took
title to that land. The unpaid taxes totaled $300 per lot and went up for sale. Kelsey, very
disillusioned that his carefully planned town was in ruins, abandoned his first original home
on the southwest corner of U.S. Highway One and Park Avenue and left Kelsey City.
1929-1930 Sir Harry Oakes purchased the Winter Club and all the NPB land
from Kelsey. Oakes added a south wing to the Winter Club.
Oakes opened the golf course to winter visitors but closed it
shortly after the stock market crash of 1929-30. Oakes moved his
family to Nassau and spent considerable time in London.
1926-1955 In the period of time from 1926 when Kelsey built the Winter Club and 1955, the land consisted
of 7 square miles of sugar sand and scrub palmetto and fewer than 100 individuals living
between Lake Park & Jupiter. The Tesdem Company, formed by Harry Oakes’ Estate,
held trusts of over 1000 lots in Lake Park and all the land in North Palm Beach including both
sides of U.S. Highway One.
Kelsey, with the help of Paris Singer
(Singer Island is named after him) built
an 18 hole golf course and Winter Golf
Clubhouse (“The Winter Club”) on the
land where the North Palm Beach
Country Club sits now.
The Earman River Bridge
Village of North Palm Beach FY 2018 Adopted Budget Page 25 of 295
Village History FY 2018
1951 Harry Oakes’ widow sold the land to Ralph Stolkin, who used it as collateral for a loan from
John D. Macarthur. When Stolkin defaulted, MacArthur became sole owner of North Palm Beach
and Lake Park. However, MacArthur was more interested in developing Palm Beach Gardens.
1955 Charles Cunningham, Vice President of MacArthur’s Bankers Land offered
the North Palm Beach properties for sale to Richard and Herbert Ross,
who purchased the land for $5 million.
Richard & Herbert “Bob” Ross, 1958
(NPB Elementary School groundbreaking)
1956 Before North Palm Beach was incorporated, the Ross brothers had these services in place:
a utilities general manager; a Village Hall; a Village Council consisting of
pioneer first council members: our first Mayor Charles Cunningham, Richard Ross,
Jay White; John Schwencke, and John D. MacArthur; a Fire and Police Chief,
a Village Manager, Anchorage Park Marina and ramp, 75 miles of sewer pipes,
a bulkhead, and dredged 20 canals and 3 lakes.
John A. “Jack” Schwencke
08/13/1956 Together with Seward Mott Associates of Washington, D.C., a master plan was drawn, and the
Legislature of the State of Florida enacted Chapter 31481, Laws of Florida, Acts of 1956 Extraordinary Session,
which established and created a municipality to be known as the Village of North Palm Beach, Florida.
North Palm Beach after Incorporation:
1957 The first business to be issued an occupancy permit was the
Pantry Pride / Food Fair at 101 U.S. Highway One. The first
three permits for occupancy were issued to: 402 S. Anchorage Dr.,
406 S. Anchorage Dr. & 410 S. Anchorage Dr.
402 S. Anchorage Dr.
1958 The developers donated ten acres of land to the school board and North Palm Beach Elementary
opened for classes. The National Association of Home Builders out of Chicago, chose NPB as
an award winning community. This was the first time a Florida town had won! The criteria
used included excellence in landscaping, planning, schools, recreation, zoning, shopping,
variety of home styles and public services in place. The layout for our Village had superior
planning, and credit for this award-winning plan goes to Richard & Herbert Ross.
1961 The Village purchased 145 acres around the North Palm Beach
Country Club for $1,250,000 by issuing general obligation bonds.
Voters approved spending $400,000 to build a new clubhouse
and Olympic size swimming pool. These improvements opened
in 1963 and the bond was paid off in 1988.
NPBCC Clubhouse and pool construction, 1962
1969 North Palm Beach Library, 303 S. Anchorage Dr., was dedicated. Construction began on
Old Port Cove, a condominium complex with over 1,000 units.
Village of North Palm Beach FY 2018 Adopted Budget Page 26 of 295
Village History FY 2018
1971 Twin City Mall opened at the southwest corner of Northlake Boulevard and U.S. Highway One
as Palm Beach County’s second enclosed shopping mall. This Mall was built onto the previous
grocery store/strip mall completed in 1959. The Mall was demolished in the mid-1990s and
has gradually been replaced by a mid-sized strip mall anchored by Publix.
1973 The University of North Carolina chose North Palm Beach as an example of “one of the few
well planned communities its size in the U.S.A.”
1980 1.5 miles of oceanfront land, which lay within North Palm Beach corporate limits, was sold
by the MacArthur Foundation to Palm Beach County for $23 million. It was established as
John D. MacArthur Beach State Park in 1989, the only state park in Palm Beach County.
George Delacorte donated $600,000 toward building our second Community Center. The
NPB Community Center on Prosperity Farms Road was built with the stipulation that no fee
ever be charged for use of the building.
The first woman councilmember, Harriet Nolan, was elected to the NPB Village Council.
1981-2004 Additional condominium complexes completed during these years.
1989 Judy Pierman became the first woman Mayor of the Village of North Palm Beach.
1999 The NPB Department of Public Safety moved into its
new facility at 560 U.S. Highway One, across from
Village Hall. At that time, our Public Safety facility
had the most technologically advanced equipment in
Palm Beach County.
2006 Jack Nicklaus redesigned the Village’s golf course and
charged the Village $1 for his services.
2008 The North Palm Beach Police Department received the acclaimed
National Accreditation through CALEA.
Village residents can take pride in a Village that was first in Florida to be
awarded the National Association of Home Builders award for excellence, a
Village that still looks new, escalating real estate, local government, efficient
public services, and no commercial buildings over 4 stories tall near the road on
U.S. Highway One or Northlake Blvd.
2009 The old Seacoast Water Utility Plant at 603 Anchorage Drive was
transformed into a beautiful waterfront recreational destination.
The North Palm Beach Country Club Tennis Facility
underwent an extensive renovation both on and off court.
Village of North Palm Beach FY 2018 Adopted Budget Page 27 of 295
Village History FY 2018
2010 The Village of North Palm Beach Country Club took over food and
beverage operations of the Country Club restaurant now known as the
“Village Tavern.”
2011 The Village Council reinvested money into the infrastructure
of the Village by replacing the concrete street markers and
stop signs with new street poles and signs.
The Country Club Pool was completely renovated with new tile
and Diamond Brite. The Pool Pump Room was also renovated
replacing a deteriorated ceiling with new concrete and new fencing.
The North Palm Beach Police Department completed the first three-year CALEA
(Commission on Accreditation for Law Enforcement) re-accreditation process.
2012 The first runoff election for a Village Council seat in 37 years was held on March 27, 2012.
Previously, the last runoff election was in 1975. 1,466 votes were cast in 1975 vs. 1,493 in 2012.
2013 Veterans Memorial Park was dedicated with a ceremony was held on
Veterans Day, November 11, 2013. The park is located adjacent to the
Village Library and across from Village Hall.
2014 In January, a market analysis was conducted on various demographics and areas of the Village.
Results indicated a 98% satisfaction rate with the overall quality of life in our community.
No election was held in March 2014 as the three incumbents were elected without opposition.
The North Palm Beach Police Department completed the three-year CALEA (Commission on
Accreditation for Law Enforcement) re-accreditation process. NPB Police Department
received the award on July 26, 2014. The department was initially accredited in 2008.
The Community Development Department outgrew its space in Village Hall and relocated to
420 US Highway 1 to a larger, more user-friendly location.
2015 In February, due to the passing of Councilmember William L. Manuel, the Council appointed
Judy Pierman as the interim Councilmember until a special Election could be held.
Councilmembers David Norris and Doug Bush were re-elected without opposition in March.
Councilmember Mark Mullinix was elected in May to serve the remainder of Mr. Manuel’s term
until March 2016.
Surveys for sidewalks, streets, and roadways as well as storm drainage structures were completed.
The Village issued a Request for Qualifications for Clubhouse Architectural Design Services
for a new Clubhouse design.
Village of North Palm Beach FY 2018 Adopted Budget Page 28 of 295
Village History FY 2018
2016 In January, the Village and the Treasure Coast Regional Planning Council conducted a week-
long Charrette to receive feedback regarding a new Master Plan for the Village, as well as
amenities residents would like to see in a new Country Club Clubhouse.
The 60th Anniversary of the Village was celebrated on Heritage Day in April, with a large
Parade and Festival.
Conceptual designs for the new Clubhouse were created and displayed throughout the Village.
Construction continues on Phase I of the Water Club condominium project, which should be
completed by the end of 2016. Phase II of the project received approval and will include a
third tower.
Several new restaurants/businesses opened in North Palm Beach, including Dairy Queen,
Doris’ Market, Jupiter Donut, and Bahama Bucks, just to name a few.
2017 The Village Council formally adopted the Village of North Palm Beach Citizens’ Master Plan
Report prepared by the Treasure Coast Regional Planning Council, including the
recommendations contained therein, as setting forth the guiding principles for future
development within the Village.
The Department of Public Works Sanitation Division began the process of converting its
existing aged jitney fleet from Textron Cushman jitneys to Kubota satellite collection
vehicles, in order to continue the side-door sanitation service so valued by our residents.
The Village Council created a Citizen Oversight Committee to provide for citizen review of
the Village’s expenditure of proceeds from the voter-approved one-cent sales surtax.
The Country Club clubhouse design was approved and loan funding was secured for the
project, which will include a new Clubhouse, a Splash Park and a remodeled pool deck.
Crystal Cove Commons Commercial Planned Unit Development and Site Plan was approved,
providing for exterior improvements including facade, landscaping, parking, and signage
modifications to the existing Crystal Tree commercial plaza.
The Benjamin School received approval to add a two-story 13,171 square foot Science,
Technology, Engineering and Mathematics (STEM) building on its 14.8 acre campus.
Village of North Palm Beach FY 2018 Adopted Budget Page 29 of 295
Village Departments FY 2018
General Fund:
The General Fund is used to account for most of the day-to-day operations of the Village, which are financed
from property taxes, fees, licenses, permits, fines and forfeitures, intergovernmental and other general
revenue. Activities financed by the General Fund are briefly described below. Additional information can
be found in the department summaries.
General Government:
The General Government provides administrative, legislative, and financial support services to all programs
of the Village. The activities within the General Government are those that are legislative in nature, that are
necessary to implement legislation, and that are supportive of activities within the Village.
The Council represents the citizens of the community by enacting legislation, approving the budget,
determining the tax rate, and establishing policy that encourages, promotes, protects, and improves
the welfare of the Village of North Palm Beach.
The Village Clerk’s Office functions as the Department of Records, and serves to record and preserve
all proceedings of the Village Council, administer Village elections, respond to public records
requests, and provide administrative support to the Village Council and the Special Magistrate.
The Village Attorney provides effective and timely legal representation and advice to the Village
Council and Village Administration. The Village Attorney’s office represents the Village in legal
matters from the point of inquiry to resolution and is committed to implementing the Village
Council’s policy of minimizing exposure and potential liability.
The Village Manager is responsible for the Village’s day-to-day operation; for implementing the
Village Council’s policy and legislation; effectively and efficiently administrating all Village
departments; appointing and supervising the Village employees; and approving and submitting the
proposed annual budget to the Council. The Village Manager’s Office is a central location for
citizens to access information; request assistance; or notify the various departments of potential,
existing, or new problems.
The Human Resources Department is responsible for coordinating the hiring of workers, developing
benefit packages, reviewing injury reports, preparing safety reviews, examining workers’
compensation insurance claims, and preparing the staffing/comprehensive pay plan for the budget.
The Finance Department is responsible for the accounting, budgeting and financial management of
the Village. This includes financial statement preparation, grant management, payroll, accounts
payable and accounts receivable functions. The Finance Department is responsible for developing
the budget with assistance from the Village Manager and other departments and its subsequent
submission to the Council.
The Information Technology Department is responsible for computer hardware and software
applications used throughout the Village. They monitor the Village’s internal networks and are
responsible for ensuring they remain fully operational. This Division is also responsible for
maintaining our website at www.village-npb.org.
Village of North Palm Beach FY 2018 Adopted Budget Page 30 of 295
Village Departments FY 2018
Public Safety:
The Public Safety services performed by the Village include: police, fire and emergency medical services.
These services, provided by the Police and Fire Rescue Departments, are overseen by the Police Chief and
Fire Chief respectively to ensure the highest level of public safety services.
The Police Department’s primary responsibility is maintaining peace, reducing crime, protecting
lives and property, and providing professional service to the community.
The Fire Rescue Department is primarily responsible for administrating, directing, coordinating,
and supervising the Village’s fire, medical and emergency management functions. These
responsibilities involve planning, budgeting, emergency preparedness and response, fire
suppression, advanced medical life support treatment and transportation, fire prevention, fire
inspection and investigation, operational training, and public education.
Public Works:
The Public Works Department is responsible for maintaining the Village’s infrastructure and all Village
green space including roadways, parks, and medians. This includes maintaining irrigation systems,
overlaying streets, installation and repair of sidewalks, and providing park maintenance. The public works
department is comprised of the following divisions:
The Public Works Administration division provides general supervision, department level
management, and administrative support to all divisions.
The Facility Services division provides maintenance and custodial services to Village buildings.
The Vehicle Maintenance division maintains the entire Village fleet comprised of approximately
120 vehicles, equipment, and rolling stock.
The Streets & Grounds Maintenance division is primarily responsible for maintaining and
repairing the Village’s roads, sidewalks, parks, and storm drain infrastructure.
The Sanitation division provides side-door garbage collection three days per week and trash &
vegetation collection two days per week. Included in the trash & vegetation collection is one day
of recycling collection. The division also provides recycling containers for the residents.
Community Development:
The Community Development Department is responsible for administrating, directing, coordinating, and
supervising land development regulation functions and Village operations involving site planning,
permitting, inspections, geographical information systems, and mapping. The Department is also responsible
for enforcing the Village’s Code of Ordinances.
Leisure Services:
The Parks and Recreation Department is responsible for Community events. They also provide Village
recreational programs, operate the adult and youth sports leagues, provide senior programs and operate the
Village’s swimming pool and Tennis Center.
Village of North Palm Beach FY 2018 Adopted Budget Page 31 of 295
Village Departments FY 2018
The Village Public Library provides materials, services, and programs for community residents of all ages
providing personal enrichment and enjoyment, and meeting educational needs.
Enterprise Fund (Country Club):
The Enterprise Fund is used to account for operations of the Village’s golf and Country Club, where the
costs of providing goods and services to the general public on a continuing basis are financed or recovered
through user charges. The Country Club can be divided into three operations: Administration, Golf and
Food & Beverage.
Administration:
Administration is responsible for the accounting and auditing of the golf course, driving range, pro shop and
food & beverage day-to-day operations. Legal services and the property & general liability allocation
associated with the Enterprise Fund are provided for in the Administration section. The Country Club
Contingency is also provided for in the Administration section.
Golf:
The Golf department can be divided into two divisions: Golf Shop and Maintenance. The Golf Shop’s
functions include providing for tee times and retail sales for golf related items; starter and player assistance;
cart & bag assistance; private lessons; and organization of leagues and tournaments. The Golf Course
Maintenance Division of the Golf Operation has been outsourced to an outside contractor who is responsible
for all grounds and turf maintenance, irrigation and all chemical applications. The clubhouse maintenance is
the responsibility of the Village.
Food & Beverage:
The Country Club Restaurant has been outsourced to an outside contractor; however, restaurant expenditures
relating to the following items are the responsibility of the Village: liquor license, utilities, and any repairs
and/or maintenance.
Village of North Palm Beach FY 2018 Adopted Budget Page 32 of 295
Budget at a Glance FY 2018
The budget is a plan (both financially and policy driven) for the accomplishment of goals and objectives identified as
being necessary to the purpose of our local government. As a financial plan, the budget includes estimates of
resources required, tax and non-tax revenues available to support implementation and the number of positions
estimated to fulfill the levels of service set forth by policy decisions. In other words, the “budget” is the legal
authorization to expend Village funds during the fiscal year.
The Village adopts an annual budget for two funds: General Fund and Country Club. The combined budget summary
for both funds is presented below. The General Fund Budget Summary is on page 61 and the Country Club Budget
Summary is on page 224.
Combined Budget Summary
FY 2018
Adopted
Budget
FY 2017
Adopted
Budget
FY 2016
Actual
Millage Rate $7.3300 $7.3300 $7.3300
Budgeted Positions
Full-Time 149 147 144
Part-Time 95 132 132
Revenues
Ad-Valorem Taxes 14,789,868 12,868,838 12,253,917
Utility Service Taxes 2,310,575 2,183,610 2,303,294
Franchise Fees 1,148,647 1,184,539 1,263,812
Sales & Use Taxes 311,751 294,788 288,150
Licenses & Permits 955,200 971,800 1,235,782
Intergovernmental 1,466,358 1,451,803 1,435,795
Charges for Services 2,328,050 2,218,365 2,364,013
Fines & Forfeitures 68,575 54,175 91,535
Greens fee/cart rentals/membership fees 1,742,611 2,359,290 2,294,659
Golf shop revenues 239,500 367,800 326,280
Driving range revenues 238,524 315,920 322,208
Restaurant revenues 0 738,445 759,901
Interest revenues 60,300 62,521 112,583
Miscellaneous revenues 484,570 99,500 353,776
Total Revenues 26,144,529 25,171,394 25,405,704
Expenses
General Government 3,157,283 3,089,925 2,889,266
Public Safety 9,206,587 8,688,912 8,847,148
Public Works 5,228,004 4,702,663 4,254,050
Community Development & Planning 1,567,934 1,510,909 1,354,716
Leisure Services 2,838,416 2,616,543 2,448,129
Debt Service 1,691,260 398,151 547,724
Golf course maintenance 1,161,822 1,138,162 1,124,052
Clubhouse grounds 4,886 102,889 96,668
Golf Shop 947,262 1,164,101 970,645
Food & beverage 16,600 887,771 1,032,367
Country Club Administration & General 133,676 151,781 372,144
Total Expenses 25,953,730 24,451,807 23,936,910
Revenues over (under) expenses 190,799 719,587 1,468,794
Other Financing Sources (uses)
Transfer Out (190,799) (719,587) (1,503,750)
Total Other Financing Sources (uses) (190,799) (719,587) (1,503,750)
Net Change $ 0 $ 0 $ (34,956)
Village of North Palm Beach FY 2018 Adopted Budget Page 33 of 295
Budget Preparation Process FY 2018
The budget process incorporates the development, implementation and evaluation of a plan for the provision
of services and capital assets. The budget is to serve as a management and control tool by measuring actual
performance against budget standards, focus attention on future operations and plans and improve
communication of goals, objectives and plans.
The Village’s budget process relies on a timetable of tasks and the planning of steps and meetings that must
be maintained in order to comply with state requirements for Truth in Millage (TRIM) as well as internal
requirements for sound planning and fiscal responsibility. The budget process begins with setting a calendar
of tasks for the coming months that meets all requirements and is approved by the Village Council. Below is
the Village’s Budget Calendar prepared for the Fiscal Year 2017/2018 budget preparation process:
Task Date
Management Team Budget Preparation Meeting May 5
Finance sends budget packages to departments May 12
Village Council sets village-wide goals & objectives June 14
Department operating requests & revenue projections due June 9
Department organization charts and narratives due
(including goals, objectives, performance measures & accomplishments) June 16
Department capital items due June 23
Departmental budget review meetings with Village Manager & Finance Director June 26 - 30
Property appraiser provides certification of taxable values July 1
Finance compiles proposed budget for presentation to Village Manager for
recommendation to Village Council July 3 - 14
Budget Workshop – Country Club and General Fund Overview July 19
Village Manager presents proposed budget to Village Council
Village Council sets Tentative Millage Rate
Village submits TRIM documents
July 27
Budget Workshops Jul 28 - Sep 6
First public hearing on proposed budget:
Announce percentage by which computed millage exceeds roll back rate
Adopt tentative budget
Amendments (if any)
Re-compute proposed millage (if amended)
Sept. 21
Advertise notice of tax increase and proposed operating budget within 15 days of
1st Public Hearing Sept. 25
Second public hearing on proposed budget and approval of ordinances for final
adoption of ad valorem millage rate and budget 2-5 days after advertisement
Sept. 28
Certification of “TRIM” compliance signed by Village Manager and submitted to
Tax Collector, Property Appraiser & Department of Revenue
October 1st
Budget document available for public distribution October 1st
Village of North Palm Beach FY 2018 Adopted Budget Page 34 of 295
Budget Preparation Process FY 2018
Through the budget process, an annual budget is developed that integrates priorities and short and long-term
goals as established by Council in order to meet the needs and goals of the Village and establish annual
resource allocations. These resource decisions address desired quality of service; staffing levels; technology
needs, equipment and capital improvements; and programs considered to be priorities by the Village
Council. The Village’s fiscal year starts on October 1 and runs through September 30.
The Village’s Budget Process can be divided into five phases:
Policy & Strategy Phase
Assessment Phase
Development Phase
Review Phase
Adoption Phase
Each phase is described below.
Policy & Strategy Phase
Setting priorities for the Village is one of the most important responsibilities of Village Council and these
goals and directives set the tone for the development of the budget. In this phase, Village Council and staff
has the opportunity to reassess the goals and objectives within the strategic framework in order to provide
direction to the resource allocation and budgetary decision-making process.
Annually, the service priorities and objectives for each fiscal year are evaluated and the long-term financial
plan is monitored and updated in order to set direction for the development of the budget that is properly
aligned with the broad goals and strategic directives. This includes an assessment of services, capital needs,
issues and challenges, opportunities as well as a review of economic trends and financial forecasts.
Assessment Phase
As part of the budget process, departments evaluate performance towards meeting current and past goals and
objectives and assess current conditions, programs and needs. Various financial analyses, as well as
productivity and staffing analyses, are performed. Programs and services are also reviewed thoroughly to
assess their value and the subsequent priority to the residents of the Village. These internal analyses are
necessary to determine service needs and delivery improvements, cost savings and opportunities, and
required staffing levels.
Development Phase
Each department’s budget package includes forms and instructions to aid in the preparation of their budget
requests. The forms contain two prior years’ actual data, the current year estimated actual, current year
budget, requested amount for the coming year. The departments describe the expenditures on the line item
justification form which follows the departmental breakdown of the line items. In addition to requesting
dollars, the departments must submit departmental objectives that provide a strategy linked to the Village’s
overall goals and policy agenda. The departments must also provide current year achievements and
organization charts that identify changes from the previous year. The above mentioned items are included in
both the proposed and final budget documents.
Village of North Palm Beach FY 2018 Adopted Budget Page 35 of 295
Budget Preparation Process FY 2018
In a separate package, the departments submit requests for necessary capital outlay and capital improvement
projects. Each department submits requests in order of priority. These include cost and description, as well
as justification for the need. Capital Improvement Projects are forecast in the 10-year Capital Improvement
Program (CIP) document. This allows the need to be known in advance. The department must re-submit
and re-justify the need for the project during each subsequent budget process. The projects include cost and
description.
Review Phase
The Village Manager and Finance Director review the departmental requests, meet with the departments,
verify that the department objectives and measures are in synch with Council goals, and fund what is deemed
necessary.
Public Adoption Phase
In July, the Village Manager presents a proposed budget for the fiscal year commencing October 1 to the
Village Council for consideration and further input. This proposal includes all proposed operating and
capital expenditures and the means of financing it. Council reviews the budget and conducts budget
workshops to provide an opportunity for Village management and departments to offer additional
information. Changes are made to the budget as per the Council’s instructions. The proposed budget is then
revised incorporating these changes.
The budget is adopted in compliance with requirements found in the Village’s Charter as well as with the
State Statute known as TRIM (truth in millage). The law includes strict requirements and a timetable guide
for noticing budget hearings and ensuring residents have an opportunity to be heard before final action takes
place.
TRIM Compliance
Florida Department of Revenue sets a schedule for local governments to follow in adopting tax roll
information in accordance with the county property appraiser offices. Accordingly, there are two public
hearings scheduled to openly discuss the budget, millage rate and reason for any tax increase.
By July 1st each year the Property Appraiser certifies the tax rolls for the Village on form DR-420. This roll
is used in formulating the proposed millage rate for the coming year. Thereafter the following timetable
must be adhered to:
Within 35 days the Village Manager must have submitted the proposed budget to Council and
delivered the DR-420 and DR-420 MM-P to the Property Appraiser (August 5th).
Between 65-80 days from date of certification the Village must hold a tentative budget and millage
hearing. This hearing cannot be held sooner than (10) days following the mailing of notices by the
Property Appraiser (August 24th).
Within fifteen (15) days of the tentative budget and millage hearing the Village must advertise a final
hearing on the budget.
Village of North Palm Beach FY 2018 Adopted Budget Page 36 of 295
Budget Preparation Process FY 2018
Not less than two (2) or more than five (5) days after the advertisement, a final hearing adopting the
budget and millage is held.
Upon completion of the public hearings and prior to October 1st, a final operating budget is legally
enacted through the passage of an ordinance.
Within three (3) days after adoption, the Village must certify the adopted millage to the Property
Appraiser and Tax Collector.
Within three (3) days after receipt of final value, as discussed below, the Finance Director completes
form DR-422 and returns to the Property Appraiser.
Within thirty (30) days of final millage and budget adoption, the Village must certify compliance
with Section 2000.065 and 200.068, F.S., to the Department of Revenue.
Implementing, Monitoring & Amendment Phase-Budgetary Control
Upon the final adoption of the budget, staff implements the new fiscal year budget and begins the process of
continuous monitoring and ensuring budgetary control throughout the fiscal year. The objective of
budgetary controls is to ensure compliance with legal provisions embodied in the annual budget approved by
the Village Council. The level of budgetary control (that is, the level at which expenditures cannot legally
exceed the appropriated amount) is established at the fund level.
Reports are generated monthly to keep Department Directors informed and to monitor revenues and
expenditures in order to achieve effective control over their departmental budgets. Department Directors are
accountable for over/under expenditures.
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:
1. A transfer over $10,000 may be authorized only by ordinance/resolution adopted by Council.
2. Transfers up to $10,000 can be made with authorization by Village Manager.
3. A transfer from the Village’s Unassigned Fund Balance Account or the Council Contingency
Account, which may be authorized only by ordinance/resolution adopted by the Council.
All budget amendments, once approved, are processed by the Finance Department.
Village of North Palm Beach FY 2018 Adopted Budget Page 37 of 295
Village of North Palm Beach Fund Structure FY 2018
Country Club
Fund
• Budgetary Fund
• Major Fund
Governmental Funds Fiduciary FundsProprietary Fund
(Enterprise Fund)
General
Fund
• Budgetary
Fund
• Major Fund
Capital
Projects
Fund
Northlake
Boulevard Grant
Recreation
Grant
Public Safety
Grant
On-Behalf
Pension
Special
Revenue
Fund
Agency Fund Trust
Fund
General
Employees
Pension
Police and
Fire
Pension
Northlake
Boulevard
Task Force
Manatee
Protection
Infrastructure
Surtax
Village of North Palm Beach FY 2018 Adopted Budget Page 38 of 295
Basis of Presentation, Basis of Budgeting and Budgetary Accounting FY 2018
Basis of Presentation
The accounts and the budget of the Village are organized and operated on the basis of funds and account
groups. To better understand the budget, a basic understanding of this financial structure is required.
A fund is an independent fiscal and accounting entity with a self-balancing set of accounts. Fund accounting
segregates funds according to their intended purpose and is used to aid management in demonstrating
compliance with finance-related legal and contractual provisions. Account groups are a reporting
requirement to account for certain assets and liabilities of the governmental funds not recorded directly in
those funds. The funds are classified for reporting purposes into three basic fund types; governmental,
proprietary and fiduciary funds. The purpose of the Village’s funds and account groups are described in the
following paragraphs.
Governmental Fund Types:
Governmental funds are those through which general governmental functions of the Village are financed.
The acquisition, use, and balances of the Village’s expendable financial resources and the related liabilities
(except those accounted for in Proprietary Funds) are accounted for through Governmental Funds. The
following are the Village’s Governmental Fund types:
General Fund – The General Fund is the main operating fund of the Village. This fund is used to
account for all financial resources except those required to be accounted for in another fund. All
general property taxes, fines, various permits, property rentals and certain intergovernmental
revenues are recorded in this fund. General operating expenditures, fixed charges and capital
improvement costs that are not paid through other funds are paid from the General Fund. There can
only be one General Fund.
Special Revenue Funds – Special Revenue Funds account for the proceeds of specific revenue
sources that are legally restricted to expenditures for specified purposes.
Capital Projects Funds – Capital Projects Funds account for financial resources to be used for the
acquisition or construction of major capital facilities or improvements (other than those financed by
proprietary funds) being financed from general long-term debt, grants, or transfers from other funds.
In the Governmental Fund Type category, the Village adopts an annual operating budget and
appropriates funds for the General Fund only. The Capital Projects Fund and the Special Revenue Funds
involve multi-year projects so annual budgets are not adopted for these funds. Instead, appropriations in
these funds remain open and carry over to succeeding years until planned expenditures are made, or until
they are amended or cancelled.
Village of North Palm Beach FY 2018 Adopted Budget Page 39 of 295
Basis of Presentation, Basis of Budgeting and Budgetary Accounting FY 2018
Proprietary Fund Types:
Proprietary funds distinguish between operating and non-operating revenues and expenses, and the principal
revenues are derived from charges to customers for sales and services. The Village’s sole proprietary
activity is the operation of a golf and country club, which is an enterprise fund.
Enterprise Funds – Enterprise Funds account for operations
(a) that are financed and operated in a manner similar to private business enterprises
where the intent of the governing body is that the costs (expenses, including
depreciation) of providing goods or services to the general public on a continuing
basis be financed or recovered primarily through user charges; or
(b) where the governing body has decided that periodic determination of revenue earned,
expenses incurred, and/or net income is appropriate for capital maintenance, public
policy, management control, accountability, or other purposes.
The Village adopts a non-appropriated operating budget for its Country Club Fund at the same time it
adopts the General Fund Budget.
Fiduciary Fund Types:
Fiduciary Fund types are used to account for assets held by the Village in a trustee capacity or as an agent for
individuals, private organizations, other governments and/or other funds. The funds in this category are the
Village’s Pension Trust Funds and Agency Funds. Annual budgets are not prepared for these fund types.
Trust Funds – To account for assets held by the Village in a trustee capacity. The pension trust funds
are accounted for in essentially the same manner as proprietary funds since capital maintenance is
critical.
Agency Funds – To account for assets held by the Village. The Village retains no equity interest in
these funds.
Account Groups:
Account groups are not funds since they don’t reflect available financial resources and related liabilities.
Instead, they are used to establish accounting control and accountability for the Village’s general fixed assets
and general long-term debt. The following is a description of the account groups of the Village:
General Fixed Assets - To account for all fixed assets of the Village, except fixed assets of
Proprietary Funds.
General Long-Term Debt – To account for all the outstanding principal balances of any general and
special obligation bonds or notes, capitalized leases, installment purchases, and compensated
absences of the Village, except long-term obligations of Proprietary Funds.
Village of North Palm Beach FY 2018 Adopted Budget Page 40 of 295
Basis of Presentation, Basis of Budgeting and Budgetary Accounting FY 2018
Basis of Budgeting
The basis of budgeting includes the following two elements (measurement focus and basis of accounting)
that measure and account for transactions the Village reports in the respective fund’s budget and operating
statement.
Measurement Focus
Measurement Focus refers to what transactions are recorded. The accounting and financial reporting
treatment applied to a fund is determined by its measurement focus. There are two different measurement
focuses that are used in the preparation of financial statements for governments:
Economic Resources Measurement Focus – This measurement focus is used in the preparation of the
government-wide financial statements and in the fund financial statements of proprietary funds. With
this measurement focus, all assets and all liabilities associated with the operation of these funds are
included on their statement of net assets and the reported fund equities (total reported assets less total
reported liabilities) provide an indication of the economic net worth of the funds. Operating
statements of these funds report increases (revenue) and decreases (expenses) in total economic net
worth.
Current Financial Resources Measurement Focus – This measurement focus is used in the fund
financial statements of governmental funds. With this measurement focus, only current assets and
current liabilities generally are included on the balance sheet. Accordingly, the reported
undesignated fund balances (net current assets) are considered a measure of available, spendable or
appropriable resources. Operating statements of these funds present increases (revenue and other
financing sources) and decreases (expenditures and other financing uses) in net current assets.
Account Groups are concerned only with the measurement of financial position. They are not involved with
the measurement of results of operations.
Basis of Accounting
Basis of accounting refers to when revenues and expenditures are recognized in the accounts and reported in
the financial statements. The basis of accounting relates to the timing of the measurements made, regardless
of the measurement focus applied.
The government-wide financial statements are reported using the economic resources measurement focus
and the accrual basis of accounting, as are the proprietary fund financial statements. Revenues are recorded
when earned and expenses are recorded when a liability is incurred, regardless of the timing of related cash
flows. Property taxes are recognized as revenues in the year for which they are levied. Grants and similar
items are recognized as revenue as soon as all eligibility requirements imposed by the provider have been
met.
Village of North Palm Beach FY 2018 Adopted Budget Page 41 of 295
Basis of Presentation, Basis of Budgeting and Budgetary Accounting FY 2018
Governmental fund financial statements are reported using the current financial resources measurement
focus and the modified accrual basis of accounting. Revenues are recognized as soon as they are both
measurable and available. Revenues are considered to be available when they are collectible within the
current period or soon enough thereafter to pay liabilities of the current period. For this purpose, Ad valorem
taxes and charges for services are considered to be available if they are collected within 60 days of the end of
the current fiscal period, provided that amounts received pertain to billings through the fiscal year just ended.
Intergovernmental revenues, which include state revenue sharing allotments, local government one-half cent
sales tax, and county shared revenue, among other sources, are recorded in accordance with their legal or
contractual requirements if collected in the current period or within 60 days after year-end.
Interest is recorded when earned. Licenses and permits, fines and forfeitures and all other revenue items are
considered to be measurable and available only when cash is received. Business Tax Receipt revenues
collected in advance of periods to which they relate are recorded as deferred revenues.
Expenditures are recorded when a related fund liability is incurred. However, debt service expenditures, as
well as expenditures related to compensated absences and claims and judgments, are recorded only when
payment is due.
The proprietary fund and pension trust funds are accounted for using the economic resources measurement
focus and the full accrual basis of accounting. Revenues are recorded when earned and expenses are
recorded when a liability is incurred, regardless of the timing of related cash flows. Membership fees of the
proprietary fund that are collected in advance of the period to which they apply are recorded as deferred
revenue.
The table below summarizes the measurement focus and basis of accounting for each reporting element and
type of fund mentioned above:
Measurement Focus and Basis of Accounting for Financial Statements
Financial Statements Measurement Focus Basis of Accounting
Government-wide Financial Statements Economic Resources Accrual
Governmental Funds Financial Statements Current Financial Resources Modified Accrual
Proprietary Funds Financial Statements Economic Resources Accrual
Fiduciary Funds Financial Statements Economic Resources Accrual
The Comprehensive Annual Financial Report (CAFR) shows the status of the Village’s finances on the basis
of “Generally Accepted Accounting Principles” (GAAP). In most cases, this 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.
Village of North Palm Beach FY 2018 Adopted Budget Page 42 of 295
Basis of Presentation, Basis of Budgeting and Budgetary Accounting FY 2018
Budgetary Accounting
State of Florida statutes require that all municipal governments establish budgetary systems and approve
balanced annual operating budgets. The Council annually adopts an operating budget and appropriates
funds for the General Fund. The Village also adopts a non-appropriated operating budget for the
enterprise fund (Country Club) at the same time it adopts the General Fund Budget. The procedures for
establishing budgetary data are as follows:
In July of each year, the Village Manager submits a proposed operating budget to the Council for the
next fiscal year commencing the following October 1st. The proposed budget includes expenditures
and the means of financing them. The Village also advises the County Property Appraiser of the
proposed millage rate and the date, time and place of the public hearing for budget acceptance.
Two Public hearings are conducted to obtain taxpayer comments.
Upon completion of the public hearings and prior to October 1st, a final operating budget is legally enacted
through the passage of an ordinance. Estimated beginning fund balances are considered in the budgetary
process.
Village of North Palm Beach FY 2018 Adopted Budget Page 43 of 295
Financial Policies FY 2018
Operating Budget Policies:
The Village will comply with all Federal, State or local legal requirements pertaining to the operating
budget. A balanced budget is achieved when the amounts available from taxation and other sources,
including amounts carried over from prior fiscal years, equals the total appropriations for
expenditures and reserves.
The Village will employ a structured budget preparation and formulation process that will ensure
adequate citizen input and participation.
The Village will employ a structured expenditure and revenue forecasting system to allow for
effective financial planning.
Essential services will receive first priority for funding. The Village will attempt to maintain current
service levels for all essential services.
The Village will identify low priority services for reduction or elimination, if necessary, before
essential services.
The Village will consider the establishment of user fees as an alternative to service reductions or
elimination.
The Village will pay for all current expenditures with current revenues.
The Village will avoid budgetary procedures that balance current expenditures at the expense of
meeting future years’ expenses.
The budget will provide for adequate maintenance and repair of capital plant and equipment and for
their orderly replacement.
The budget will provide sufficient funding to cover annual debt retirement costs.
The budget will provide for adequate funding of all pension plans, as determined by the Village’s
actuary.
The Village will maintain a budgetary control system to ensure adherence to the budget and will use a
budget/encumbrance control system to ensure proper budgetary control.
The Village administration will prepare regular reports comparing actual revenues and expenditures
to budgeted amounts.
Where possible, the Village will integrate service levels and performance measures within the budget.
The goal of the enterprise fund operation is to be self-supporting and to pay administrative and other
appropriate service charges to the General Fund for administrative support.
Village of North Palm Beach FY 2018 Adopted Budget Page 44 of 295
Financial Policies FY 2018
The total number of employment positions approved in the annual operating budget may not be
exceeded without prior approval of the Village Council.
The Village will annually seek the Distinguished Budget Presentation Award offered by the
Government Finance Officers Association (GFOA)
Fund Balance and Reserve Policies:
The Village will establish an adequate fund balance in the General Fund to indicate that it is in sound
financial condition. This reserve will be maintained at a minimum level of 35% of current year
general fund budgeted expenditures, unless otherwise determined by the Village Council.
Fund Balance will only be used for expenditures that are either non-recurring in nature or that have a
benefit period longer than one operating period, unless otherwise determined by the Village Council.
Village Council approval is necessary for this type of expenditure.
Maintain a contingency reserve in the General Fund and the Country Club Fund to address
unexpected needs that occur throughout the year, subject to approval by the Village Council.
Revenue Policies:
The Village will take active measures to encourage economic development, thereby developing a
diversified and stable revenue system to shelter it from short-run fluctuations in any one revenue
source.
The Village will establish user charges and fees at a level closely related to the full cost of providing
the services (i.e. direct, indirect and capital costs); taking into consideration similar charges/fees
being levied by other organizations.
The Village will aggressively seek Federal and State grant and capital improvement funds and
evaluate future local fiscal impact.
Debt Policy:
The Village Charter and the Constitution of the State of Florida do not provide for a legal debt limit.
However, In making or providing of capital improvements, The Village shall not incur a general
obligation debt requiring the full faith and credit and taxing power of the Village that exceeds five
(5%) of the property tax base of the Village. The Village has no general obligation debt
outstanding.
The Village will analyze the impact of debt service on total annual fixed costs before any long-term
debt is issued.
Any loan obligation above $500,000 shall require review and comment by the Village’s Audit
Committee prior to Council Action.
Village of North Palm Beach FY 2018 Adopted Budget Page 45 of 295
Financial Policies FY 2018
The Village will not use proceeds from long-term debt for current, on-going operations. Long-term
borrowing will be confined to capital improvements too large to be financed from current revenues.
The Village will utilize the form of borrowing that is most cost-effective, including not just interest
expense but all costs, including upfront costs, administrative and legal expenses, prepayment
penalties, and reserve requirements.
Cash Management/Investment Policies:
The Village will deposit funds only in financial institutions which are qualified public depositories
pursuant to Sate of Florida Statutes, Chapter 280, and “Florida Security for Public Deposits Acts.”
The Village will insure timely deposit of all collected revenues.
The Village will maintain a prudent cash management and investment program in order to meet daily
cash requirements.
The Village will follow its adopted investment policy when handling public funds.
The Village will pool cash from each eligible fund for investment purposes.
Accounting, Auditing & Financial Reporting Policies:
An independent audit will be performed annually, including the issuance of a management letter.
The Village administration will promptly evaluate the audit management letter recommendations,
determine the proper actions in response to these recommendations and complete, within established
time frames, all actions that correct or otherwise resolve the matters included in the management
letter.
The Village will produce financial reports in accordance with Generally Accepted Accounting
Principles (GAAP).
The Village Council will be provided monthly with budget reports comparing actual versus budgeted
revenue and expense activity.
The Village will annually seek the Certificate of Achievement for Excellence in Financial Reporting
award offered by the Government Finance Officers Association (GFOA).
The Village will maintain the highest level of accounting practices consistent with generally accepted
accounting principles (GAAP) promulgated by the Government Accounting Standards Board
(GASB).
Village of North Palm Beach FY 2018 Adopted Budget Page 46 of 295
Financial Policies FY 2018
Capital Improvement Plan Policies:
The Village will adopt the first year of a multi-year plan for capital improvements, update it annually
and make every attempt to complete all capital improvements in accordance with the plan.
The Village will coordinate the development of the CIP budget with the development of the operating
budget to ensure future operating expenditures and revenues associated with new capital
improvements will be projected and incorporated into the current and future operating budgets.
The Village will maintain its physical assets at a level adequate to protect the Village’s capital
investment and minimize future maintenance and replacement costs.
In making or providing of capital improvements, The Village shall not incur a general obligation debt
requiring the full faith and credit and taxing power of the Village that exceeds five (5%) of the
property.
Village of North Palm Beach FY 2018 Adopted Budget Page 47 of 295
Debt Administration FY 2018
The Village has limited its borrowing to prudent levels that are able to be covered through existing revenue
and cash flow projections. The Village utilizes debt financing on large expenditures for capital projects.
When establishing debt, there are a number of factors to be considered in the process. These factors include:
the long-term needs of the Village
the amount of resources available to repay the debt
There are a few ways for the Village to achieve debt financing. The Council considers the asset’s useful life
and current economic conditions to determine the appropriate financing instrument. Some financing options
available to the Village include:
bank loan
lease agreements (capital lease or operating lease)
issue special revenue bonds (pledged by a specific revenue source and limited by available revenue)
issue general obligation bonds (require voter referendum approval)
The Village Charter and the Constitution of the State of Florida do not provide for a legal debt limit.
However, in regards to capital improvements, the Village has adopted a policy to limit general obligation
debt (debt pledging payment from ad valorem taxes which must be approved by referendum) to an amount
that does not exceed five (5%) percent of the property tax base of the Village. For Fiscal Year 2017-2018
this would amount to $106 million (tax base of $2.12 billion) in available general obligation debt. The
Village has no outstanding General Obligation debt.
Outstanding Debt
The Village has two loans outstanding. A brief description of each outstanding debt instrument and its
annual debt service requirement to maturity is listed below:
General Fund:
The General Fund has one loan obligation. In March 2017, a $15 million loan was secured for the new
Country Club Clubhouse project, which will include a new Clubhouse, a Splash Park and a remodeled pool
deck. The loan has a fifteen (15) year term and the first debt service payment is scheduled for December
2017.
The transaction consists of two loans: (1) one tax-exempt loan in an amount not to exceed $8.9 million with
an interest rate of 3.19% and a maturity date of June 1, 2032; and (2) one taxable loan in an amount not to
exceed $6.1 million with an interest rate of 3.78% and a maturity date of June 1, 2025. The tax-exempt loan
is pre-payable without penalty after June 1, 2025. Also, the loan requires that the debt shall be repayable
from legally available non-ad valorem revenues. Annual debt service requirements to maturity are as
follows:
Year Ending Principal Interest Total
2018 $ 680,000 $ 613,101 $1,293,101
2019 805,000 488,786 1,293,786
2020 835,000 458,357 1,293,357
2021 865,000 426,794 1,291,794
2022 900,000 394,097 1,294,097
2023 935,000 360,077 1,295,077
2024-2032 9,980,000 1,666,459 11,646,459
Total $15,000,000 $ 4,407,671 $19,407,671
Village of North Palm Beach FY 2018 Adopted Budget Page 48 of 295
Debt Administration FY 2018
Country Club:
The Country Club (Proprietary Fund) has one loan obligation. This loan was to finance certain expenditures
relating to the municipal golf course and country club. Country Club revenues secure the loan. Annual debt
service requirements to maturity are as follows:
Year Ending Principal Interest Total
2017 $ 295,287 $ 102,872 398,159
2018 307,719 90,440 398,159
2019 320,677 77,482 398,159
2020 333,990 64,169 398,159
2021 348,241 49,418 398,159
2022-2024 1,078,999 59,303 1,138,302
$2,684,913 $444,184 $3,129,097
Village of North Palm Beach FY 2018 Adopted Budget Page 49 of 295
Fund Balance Overview FY 2018
Fund Balance is generally defined as the difference between a fund’s assets and liabilities. Changes in fund
balance are based on the difference between revenues and expenditures for a given fiscal year.
An adequate fund balance is necessary for numerous reasons, such as to have funds available in cases of
emergencies, unexpected events, cushion economic cycles and special projects. It is also used to maintain or
enhance the Village’s financial position and related bond ratings, to provide cash for operations prior to
receipt of revenues and to maintain investment earnings.
Over past years, the Village has been able to generate healthy reserves through growth management,
strategic planning, and cost containment measures. The goal of the Village has been to use surplus reserves
in ways that positively affect its financial plan by reducing long-term obligations. The Village does not use
surpluses to offset the subsequent year’s budget, unless otherwise determined by the Village Council.
The Governmental Accounting Standards Board (GASB) released Statement 54 – “Fund Balance Reporting
and Governmental Fund Type Definitions” on March 11, 2009. The Village implemented GASB 54 in its
fiscal year 2011 annual financial reports. This statement impacts only governmental funds; it has no impact
on proprietary (enterprise) funds or fiduciary funds.
The requirements of this statement are intended to improve financial reporting by providing fund balance
categories and classifications that will be more easily understood and applied. The categories are more
clearly defined to make the nature and extent of the constraints placed on a government’s fund balance more
transparent by isolating that portion of fund balance that is unavailable to support the following year’s
budget.
GASB 54 eliminates the previous categories of “Reserved” and “Unreserved” for all Governmental Fund
balances, and replaces these with five new reporting categories. These categories create a hierarchy of
constraints that control how specific amounts can be spent. The five new reporting categories are as follows:
Non-spendable – amounts that are not in a spendable form or are required to be maintained intact
(inventories, prepaid items, inter-fund loans)
Restricted – amounts constrained to specific purposes by their providers (debt covenants, grant
proceeds)
Committed – amounts constrained to specific purposes by the government itself (disaster recovery,
rate stabilization, insurance, encumbrances)
Assigned – amounts a government intends to issue for a specific purpose
Unassigned – amounts that are available for any purpose
Fund Balance tables for the General Fund and the Enterprise Fund (two major/budgetary funds) are on the
following pages. These tables represent the Village’s actual fund balances as of October 01, 2016. The
actual fund balances for fiscal year 2016-17 will be available upon completion of the Village’s annual audit
in early 2018. The reserves shown in these tables are based on conservative revenue estimates and one
hundred percent (100%) of the budgeted expenditures being expended.
Village of North Palm Beach FY 2018 Adopted Budget Page 50 of 295
Fund Balance Overview FY 2018
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 Budget Budget
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Beginning Balance $ 12,705,382 $ 12,987,864 $ 11,410,036 $ 11,643,878 $ 11,643,878
Revenues
Taxes 13,930,876 15,167,693 16,109,173 16,531,775 18,560,841
Licenses & Permits 1,344,652 947,138 1,235,782 971,800 955,200
Intergovernmental 1,367,379 1,437,219 1,435,795 1,451,803 1,466,358
Charges for Services 2,314,166 2,222,343 2,364,013 2,218,365 2,328,050
Fines & Forfeitures 109,939 111,200 91,535 54,175 68,575
Interest 16,068 105,868 103,353 52,521 50,300
Miscellaneous 272,740 151,416 191,251 48,100 52,800
Total 19,355,821 20,142,877 21,530,900 21,328,539 23,482,124
Expenditures
General Government 2,541,539 2,904,557 2,889,266 3,089,925 3,157,283
Police and Fire 8,626,390 8,684,373 8,847,148 8,688,912 9,206,587
Public Works 3,773,696 4,255,638 4,254,050 4,702,663 5,228,004
Community Development & Planning 1,018,622 1,270,395 1,354,716 1,510,909 1,567,934
Leisure Services 2,790,093 2,514,495 2,448,129 2,616,543 2,838,416
Debt Service - - - - 1,293,101
Total 18,750,339 19,629,459 19,793,309 20,608,952 23,291,325
Excess /Deficiency of Revenues
Over/Under Expenditures 605,482 513,418 1,737,592 719,587 190,799
Other financing sources (uses)
Transfer In/Out, etc.(323,000) (2,091,246) (1,503,750) (719,587) (190,799)
Net Change in Fund Balances 282,482 (1,577,828) 233,842 - -
Ending Balance 12,987,864$ 11,410,036$ 11,643,878$ 11,643,878$ 11,643,878$
Components of Fund Balance
Designated/Reserved
Undesignated
Nonspendable 244,438 155,594 358,606 358,606 358,606
Restricted 135,255 131,931 353,019 353,019 353,019
Committed - - - - -
Assigned 216,808 319,888 208,204 208,204 208,204
Unassigned 12,391,362 10,802,623 10,724,049 10,724,049 10,724,049
Ending Balance 12,987,864$ 11,410,036$ 11,643,878$ 11,643,878$ 11,643,878$
Unassigned Fund Balance as a Percent
of Original Budget
Original Budget 18,614,912 19,863,106 20,524,967 21,328,539 23,482,124
Unassigned Fund Balance
as a Percent of Original Budget 66.57% 54.39% 52.25% 50.28% 45.67%
Village of North Palm Beach FY 2018 Adopted Budget Page 51 of 295
Fund Balance Overview FY 2018
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 Budget Budget
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Beginning Balance $ 2,667,408 $ 2,421,913 $ 2,378,498 $ 2,299,147 $ 2,299,147
Operating Revenue
Greens fee/cart rentals/membership fees 2,328,540 2,332,066 2,294,659 2,359,290 1,742,611
Golf shop revenues 405,986 407,268 326,280 367,800 239,500
Driving range revenues 283,320 313,882 322,208 315,920 238,524
Restaurant revenues 621,047 726,184 759,901 738,445 -
Miscellaneous 6,814 9,453 17,525 6,000 6,000
Total Operating Revenue 3,645,706 3,788,853 3,720,573 3,787,455 2,226,635
Operating Expenses
Golf course maintenance 1,209,689 1,178,336 1,124,052 1,138,162 1,149,822
Clubhouse grounds 131,198 93,331 77,274 95,889 4,886
Golf Shop 988,132 901,509 970,645 1,164,101 936,262
Food & beverage 798,211 887,534 1,032,367 887,771 16,600
Administrative & general 93,564 102,539 92,438 104,311 89,638
Insurance 48,170 63,659 51,888 47,470 44,038
Depreciation 481,880 480,574 380,000 - -
Total Operating Expense 3,750,844 3,707,481 3,728,665 3,437,704 2,241,246
Non-operating revenues (expenses)
Interest revenue 10,930 10,393 9,230 10,000 10,000
Interest expense (151,287) (135,179) (116,883) - -
Other revenues - - - 45,400 425,770
Other expenses - (405,151) (421,159)
Gain/(Loss) on disposal of fixed assets - - 36,393 - -
Total Non-operating revenues (expenses)(140,357) (124,786) (71,259) (349,751) 14,611
Excess/Deficiency of Revenues Over/
Under Expenses (245,495) (43,415) (79,351) - -
Operating Transfers Out - - - - -
Change in Net Assets (245,495) (43,415) (79,351) - -
Ending Balance 2,421,913$ 2,378,498$ 2,299,147$ 2,299,147$ 2,299,147$
Components of Fund Balance
Invested in Capital Assets, net of related debt 1,907,747 1,833,975 1,880,421 1,880,421 1,880,421
Unrestricted 514,165 544,523 418,726 418,726 418,726
Ending Balance 2,421,913$ 2,378,498$ 2,299,147$ 2,299,147$ 2,299,147$
Village of North Palm Beach FY 2018 Adopted Budget Page 52 of 295
Strategic Planning FY 2018
Strategic Planning is a structured and coordinated approach for developing long-term organizational goals
and for developing strategies to accomplish them. It is typically used to facilitate communication, to
accommodate divergent interests, and to foster decision making through leadership and consensus building.
In municipal government, one of the primary purposes is to set the state for the annual budget process,
providing a roadmap for annual resource allocations.
Vision
The initial step in the strategic planning process is the establishment of a collectively shared vision for North
Palm Beach’s near-term future:
North Palm Beach will be known for our unparalleled amenities and innovative approach to meeting
the needs of our safe and secure community through continuous improvement in infrastructure and
service delivery as identified by our stakeholders.
Mission
The mission statement provides the foundation for all remaining portions of the strategic planning process:
We sustain North Palm Beach as the “best place to live under the sun” through:
Superior services
Timeless traditions
Quality amenities
Core Values
The core values of an organization are the values it holds that form the foundation on which it performs its
work and conducts itself. They describe how an organization believes it should act, and how those beliefs
should be reflected in its actions:
We create exceptional public service through:
Our People
We care about our people and actively advocate diversity, safety, and personal growth
Continuous Improvement
We are committed to excellence and professionalism.
Integrity
We are transparent, honest, ethical, and have mutual respect for all people.
Strengths, Weaknesses, Opportunities and Threats
Critical to the strategic planning process is the understanding of the forces, both positive and negative, that
impact the Village’s ability to achieve its mission. The Village, as an organization, has certain internal
attributes that are recognized as beneficial assets; its strengths. However, the Village also has some internal
attributes that are negative; its weaknesses. There are those external forces in the outside world that are
beyond the Village’s control or influence. Some of these forces create favorable conditions for achievement
of the Village’s mission; they are opportunities. Of course, some of the external forces are contrary, and
potentially damaging to the Village’s interests; these are threats.
Village of North Palm Beach FY 2018 Adopted Budget Page 53 of 295
Strategic Planning FY 2018
The internal organizational strengths and external opportunities represent sources of positive achievement
and provide a launching point for development of strategies designed to accomplish the Village’s vision. The
internal weaknesses and external threats represent barriers to success but understanding them can also
provide inspiration for new strategies.
The results of the Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis are provided below:
SWOT Analysis
Strengths (Good now: maintain, build, leverage):
Strong financial position
Safe place to live
Quality of life
Unified Council
High quality staff / level of service
Citizen participation on Advisory Boards & Committees
Tradition – 2nd & 3rd generation residents
Vision and Willingness to invest in the future
Numerous Village amenities
K-8 public school
Jack Nicklaus Signature Golf Course
Proximity to Intracoastal waterways and 30 miles of
shoreline
Village Library
Village Parks
o 6 convenient locations
o Boat ramp and dry storage
Village Country Club
o Clubhouse
o Golf Shop
o Olympic size pool
o Tennis courts
o Restaurant
Services unique to the Village
o Police Department
o Fire Rescue
o Sanitation
Village evokes a “small town” feel
o Walkable
o Scenic
o “Curb appeal”
Weaknesses (Bad now: remedy, stop):
Resistance to change/rumors
Underutilized commercial properties
No current anchor or destination
Aged/deteriorated buildings in our community and in our
Village Offices
Dated Infrastructure and backlog of project
improvements
Traffic flow on Northlake Boulevard & Parker Bridge
Slow to take advantage of opportunities
Lack of outreach/marketing/education
Lack of staff training and development
Lack of information sharing within organization
Lack of quality hotel
Lack of high school
Not perceived as “business-friendly”
o Lack of certainty
o Unfamiliar with Village staff
o Time
o Process
o Lack of Consistency
o Developers/property owners not getting what
they request
o Enforcement and code
Internal silos – we need to act as one entity
Time consuming processes and outdated policies
o Payroll
o Purchasing
o Employee evaluations
continued on next page
Village of North Palm Beach FY 2018 Adopted Budget Page 54 of 295
Strategic Planning FY 2018
Opportunities (Good Future: prioritize, optimize):
Annexation
Digital communications – citizen self-serve / online /
newsletter / social media
Re-development/implementation of the Master Plan
o Community building to help promote NPB
Utilize the waterfront
New Country Club facilities-destination/gathering place
Return on Investment – (Country Club / Master Plan)
Coalition of Business and Commercial Property Owners
to join Advisory Boards
Potential expansion of the K-8 public school to “K-12”
Walkability / Bide friendly
Provide additional opportunities for our citizens to
help memorialize the Village through donations such
as a “Wish List”
One cent surtax allocation
Grant Opportunities
o US1 corridor project
o Vacant properties
o Underutilized properties
Promotion of our State Park and other Village
amenities
New Revenue Source (Water Club)
Threats (Bad Future: counter):
Federal, State and County pressures on authority of
municipalities
Neighborhood decline/crime/special needs properties
Sober Homes in residential areas
Increase in operating costs (including health care)
Return on Investment – (Country Club / Master Plan)
Real estate affordability
Aging housing stock
Facility needs – capacity, hurricane prep
o Public Works
o Village Hall
o Community Development
Potential expansion of high school
o Parking lot
o School
o Library
o Village Hall
Few annexation opportunities
Renovation of competing golf operations
Cost of infrastructure maintenance
New CC operation and financial impact
Improper implementation of the Master Plan
o Loss of Village character
o Do we maintain character when we
redevelop?
Long Term Goals
In the annual strategic planning process, Village Council revisits and refines goals to continually adjust to the
current social and economic environment. Overall the general Village goals remain consistent as follows:
1. Provide a sustainable financial base for the Village
2. Maintain a high quality of life and improve the overall appearance in the Village
3. Maintain quality of all recreational facilities of the Village
4. Build a new Country Club Clubhouse
5. Implement the Master Plan for business economic development in our commercial corridors and
community development in our neighborhoods
6. Continuously improve the way the Village operates
7. Complete the implementation of the Pay for Performance System
8. Implement and maintain a long-term (10-year) capital improvement plan
9. Establish programs to create a “family-feel” within the organization
Village of North Palm Beach FY 2018 Adopted Budget Page 55 of 295
Strategic Planning FY 2018
The Annual Budget has been developed with these goals in mind. The budget goals provide the overall
framework for the budget process. Village departments have reviewed their department goals for the
upcoming year to assure that the overall long-term Village goals were addressed in their priorities for
program, service and facility requests.
Performance Measures
Performance measures form the foundation for the strategic planning process because they are really what
assure goal accomplishment. Some measures track outputs or number of units of service delivered over time.
Others measure efficiency or how well resources are leveraged. Each type of measure is significant within
the performance measurement system.
Village departments have included performance measures in their department plans. Performance measures
allow Village departments to monitor implementation of projects, programs, initiatives, and services funded
through the budget; measure their success in meeting the targeted performance; identify opportunities to
improve service delivery; inform Council as they make strategic adjustments; and provide data to support
decisions for future resource allocation.
Conclusion
The Village integrates the annual budgeting process with the strategic planning process. The Strategic Plan
helps to prioritize how the Village will use current and future resources to achieve identified goals. In this
way the strategic plan drives budget preparation decisions and service delivery implementation.
The Village’s ongoing strategic planning process is an affirmation and continuation of a time honored credo
that we are the “best place to live under the sun.”
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 56 of 295
Long Range Planning FY 2018
The long-range planning for the Village of North Palm Beach is outlined in the following policy documents:
1. The Comprehensive Plan.
2. The Annual Budget.
The Comprehensive Plan was adopted in 1989, in compliance with the Florida Statutes Chapter 163,
Department of Community Affairs. The Plan guides future growth and development and provides an overall
vision for the Village. The Plan contains the flowing elements:
1. Future Land Use
2. Transportation
3. Housing
4. Infrastructure
5. Coastal Management
6. Conservation
7. Recreation and Open Space
8. Intergovernmental Coordination
9. Capital Improvements
10. Public School Concurrency
11. Annexation (Optional Element)
Each element of the plan provides goals, objectives and policies to guide the growth of the Village. Levels
of Service (LOS) are also established in the comprehensive plan to ensure that infrastructure and services
will be available to accommodate new residential and commercial developments. The LOS analysis and
resultant capital expenditures are included in the Capital Improvement element which provides the continuity
between the goals and objectives of the Comprehensive Plan and the Annual Budget through the Capital
Improvement Plan (CIP). The CIP identifies projects and their associated costs and is reviewed and updated
annually in both documents.
Long-Term Financial Plan
The Annual Budget contains a CIP and an analysis of total projected revenues and expenditures for the same
time periods as the CIP. The projections assist management in the planning and allocation of resources to
achieve the Village Council goals of maintaining a financially secure municipal government.
The results of the long-range financial plan for the major operating funds (General Fund and Country Club)
are provided on the following pages. The long-range financial plan should not be confused with the
Village’s budget. The budget is the Village’s legal authority for spending. The budget focuses on the
near-term future; it is very detailed, and it must be balanced between resources and requirements. In
comparison, the long-range financial plan has a longer time-frame, is less detailed and is only used to
help management develop budget strategies and prioritize the use of limited resources.
continued on next page
Village of North Palm Beach FY 2018 Adopted Budget Page 57 of 295
Long Range Planning FY 2018
General Fund:
The projections are based on the following set of assumptions:
1. 3% annual growth rate during the FY 2018-2027 period
2. Property Taxes will represent approximately 60% of total General Fund revenues
3. Personnel Costs will represent 70% of total General Fund revenues
4. Operating Costs will represent 25% of total General Fund revenues
5. Debt Service requirement will not change
6. Capital Outlay will represent the totals in the CIP Plan
Revenues (Sources):
FY 2018
Budget
FY 2019
Projected
FY 2020
Projected
FY 2021
Projected
FY 2022
Projected
FY 2023 - 2027
Projected
Property Taxes 14,789,868$ 14,511,953$ 14,947,311$ 15,395,731$ 15,857,602$ 77,045,927$
Other Revenue 8,692,256 9,674,635 9,964,874 10,263,820 10,571,735 51,363,952
Total Revenue 23,482,124 24,186,588 24,912,185 25,659,551 26,429,337 128,409,879
Expenses (Uses):
Personnel 15,984,961 16,930,611 17,438,530 17,961,686 18,500,536 89,886,915
Operating 6,013,263 6,046,647 6,228,046 6,414,888 6,607,334 32,102,470
Capital Outlay 2,985,700 4,924,500 3,803,000 5,268,700 1,953,400 14,694,500
Debt Service 1,293,101 1,293,101 1,293,101 1,293,101 1,293,101 6,465,505
Other 190,799 - - - - -
Total Expenses 26,467,824 29,194,859 28,762,677 30,938,374 28,354,372 143,149,390
Net Revenue / Expense (2,985,700)$ (5,008,272)$ (3,850,492)$ (5,278,823)$ (1,925,034)$ (14,739,511)$
Country Club:
The projections are based on the following set of assumptions:
1. 3% annual growth rate during the FY 2018-2027 period
2. Golf Revenues will represent approximately 79% of total Country Club revenues
3. Personnel Costs will represent 30% of total Country Club revenues
4. Operating Costs will represent 55% of total Country Club revenues
5. Debt Service requirement will not change
6. Capital Outlay will represent the totals in the CIP Plan
Revenues (Sources):
FY 2018
Budget
FY 2019
Projected
FY 2020
Projected
FY 2021
Projected
FY 2022
Projected
FY 2023 - 2027
Projected
Golf 2,220,635$ 2,166,399$ 2,231,391$ 2,298,333$ 2,367,283$ 11,501,706$
Food & Beverage - 200,000 200,000 200,000 200,000 1,000,000
Administration 441,770 5,485 5,649 5,819 5,993 29,118
Total Revenue 2,662,405 2,742,277 2,824,545 2,909,282 2,996,560 14,559,122
Expenses (Uses):
Personnel 581,761 822,683 847,364 872,785 898,968 4,367,737
Operating 1,659,485 1,508,252 1,553,500 1,600,105 1,648,108 8,007,517
Capital Outlay 1,549,305 - - - 47,000 537,000
Debt Service 398,159 398,159 398,159 398,159 398,159 1,990,795
Reserves/Contingencies - - - - - -
Total Expenses 4,188,710 2,729,095 2,799,023 2,871,049 2,992,235 14,903,049
Net Revenue / Expense (1,526,305)$ 13,183$ 2 5 ,523$ 38,233$ 4,325$ (343,927)$
Village of North Palm Beach FY 2018 Adopted Budget Page 58 of 295
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 59 of 295
General Fund Organization Chart FY 2018
Village Attorney
Village Boards
• Audit Committee
• Business Advisory
• Construction Board of
Adjustment
• Golf Advisory
• Library Advisory
• Pension Boards
• Planning Commission
• Recreation Advisory
• Waterways Board
• Zoning Board of Adjustment
• Infrastructure Surtax
The Residents
Village Council
Village Clerk
3 FT Village Manager
4 FT
1 PT
Finance
6 FT (+1 FT)
0 PT (-1 PT)
Human
Resources
2 FT
2 PT
Information
Technology
3 FT
0 PT
Public Works
37 FT (+1 FT)
0 PT
Police
38 FT (+2 FT)
15 PT (+2 PT)
25 Volunteers (-9)
Fire Rescue
24 FT
0 PT
18 Volunteers
Parks & Recreation
6 FT
42 PT (-1 PT)
Library
7 FT
7 PT (-2 PT)
Summary FY 2018 FY 2017 Change
Full-Time 144 139 +5
Part-Time 68 70 -2
Volunteers 43 52 -9
Community
Development
14 FT(+1 FT)
1 PT
Village of North Palm Beach FY 2018 Adopted Budget Page 60 of 295
General Fund Budget Summary FY 2018
Budgeted Amounts
FY 18
Adopted
Budget
FY 17
Original
Budget
%
increase/
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Millage Rate 7.3300 7.3300 0.00% $ 0 7.3300 7.3300
Revenues
Ad-Valorem Taxes $14,789,868 $12,868,838 14.93% $1,921,030 $12,253,917 $11,364,888
Utility Service Taxes 2,310,575 2,183,610 5.81% 126,965 2,303,294 2,267,118
Franchise Fees 1,148,647 1,184,539 -3.03% (35,892) 1,263,812 1,253,139
Sales & Use Taxes 311,751 294,788 5.75% 16,963 288,150 282,549
Licenses & Permits 955,200 971,800 -1.71% (16,600) 1,235,782 947,158
Intergovernmental 1,466,358 1,451,803 1.00% 14,555 1,435,795 1,437,219
Charges for Services 2,328,050 2,231,365 4.33% 96,685 2,364,013 2,231,676
Fines & Forfeitures 68,575 76,175 -9.98% (7,600) 91,535 128,235
Interest 50,300 52,521 -4.23% (2,221) 103,353 108,795
Miscellaneous 52,800 13,100 303.05% 39,700 191,251 122,101
Total Revenues: 23,482,124 21,328,539 10.10% 2,153,585 21,530,900 20,142,877
Expenditures
General Government 3,157,283 3,089,925 2.18% 67,358 2,876,536 2,904,557
Public Safety 9,206,587 8,688,912 5.96% 517,675 8,847,148 8,684,373
Public Works 5,228,004 4,702,663 11.17% 525,341 4,254,050 4,255,638
Community Development 1,567,934 1,510,909 3.77% 57,025 1,354,716 1,270,395
Library 873,637 820,063 6.53% 53,574 777,973 765,918
Parks & Recreation 1,964,779 1,796,480 9.37% 168,299 1,670,156 1,748,577
Debt service 1,293,101 0 0.00% 1,293,101 0 0
Contingency / Other 0 0 0.00% 0 12,730 0
Transfers Out 190,799 719,587 -73.48% (528,788) 1,503,750 2,091,246
Total Expenditures 23,482,124 21,328,539 10.10% 2,153,585 21,297,059 21,720,705
Net Revenue Over Expense $ 0 $ 0 0.00% $ 0 $ 233,842 $(1,577,828)
Note: The General Fund is used to account for most of the day-to-day operations of the Village, which are
financed from property taxes, fees, licenses, permits, fines and forfeitures, intergovernmental and other
general revenue.
The budget summary above is for the General Fund. Please see the detail on the following pages for
explanations on revenues and expenses.
Village of North Palm Beach FY 2018 Adopted Budget Page 61 of 295
Revenues FY 2018
Village of North Palm Beach FY 2018 Adopted Budget Page 62 of 295
General Fund Revenues FY 2018
Total Revenues = $23,482,124
Village of North Palm Beach FY 2018 Adopted Budget Page 63 of 295
General Fund Revenues FY 2018
Revenue Analysis
Budgeted Amounts
FY 18 FY 17
% increase /
(decrease)
$ increase /
(decrease)
Actual
09/30/16
Actual
09/30/15
Taxes:
Ad-Valorem Taxes $ 14,789,868 $ 12,868,838 14.93% $ 1,921,030 $ 12,253,917 $11,364,888
Franchise Fees:
Electricity 786,067 837,606 -6.15% (51,539) 912,800 921,424
Gas 29,596 31,434 -5.85% (1,838) 30,685 31,821
Water 332,984 315,499 5.54% 17,485 320,327 299,894
Utility Service Taxes:
Electricity 1,186,333 1,183,910 0.20% 2,423 1,253,235 1,207,006
Gas 93,330 83,840 11.32% 9,490 77,558 72,837
Telecommunication 632,253 570,687 10.79% 61,566 603,529 640,518
Water 398,659 345,173 15.50% 53,486 368,972 346,757
Sales & Use Taxes 311,751 294,788 5.75% 16,963 288,150 282,549
18,560,841 16,531,775 12.27% 2,029,066 16,109,173 15,167,693
Licenses & Permits:
Building Permits 695,000 685,000 1.46% 10,000 725,513 648,292
Developer Fees - - 0.00% - 218,511 5,097
Occupational Licenses 250,000 275,000 -9.09% (25,000) 280,659 266,620
Other Licenses, Fees, Permits 10,200 11,800 -13.56% (1,600) 11,099 27,149
955,200 971,800 -1.71% (16,600) 1,235,782 947,158
Intergovernmental
Shared Revenue
Other Local Units 28,920 28,500 1.47% 420 42,631 72,811
State Shared Revenue
Local Govt 1/2 Ct Sales Tax 997,500 998,920 -0.14% (1,420) 967,178 942,692
State Revenue Share 391,827 385,620 1.61% 6,207 373,227 366,076
Other State Shared Revenue 18,974 17,622 7.67% 1,352 23,548 23,442
Other Intergov Revenue 29,137 21,141 37.82% 7,996 29,210 32,198
1,466,358 1,451,803 1.00% 14,555 1,435,795 1,437,219
Charges for Services
Community Development 227,450 247,210 -7.99% (19,760) 251,006 260,926
Library 850 1,090 -22.02% (240) 1,610 1,732
Recreation
Pool 93,000 80,500 15.53% 12,500 101,269 108,221
Recreation 483,800 493,715 -2.01% (9,915) 478,616 500,337
Tennis 481,350 438,100 9.87% 43,250 404,540 388,351
Police & Fire
Ambulance Fees 375,000 325,000 15.38% 50,000 353,545 337,871
Other 97,800 97,950 -0.15% (150) 202,057 118,158
Public Works
Solid Waste Collection 540,000 520,000 3.85% 20,000 551,940 498,024
Other 17,500 17,500 0.00% - 7,619 8,515
Village Clerk 11,300 10,300 9.71% 1,000 11,811 9,539
2,328,050 2,231,365 4.33% 96,685 2,364,013 2,231,676
continued on next page
Village of North Palm Beach FY 2018 Adopted Budget Page 64 of 295
General Fund Revenues FY 2018
Budgeted Amounts
FY 18 FY 17
% increase /
(decrease)
$ increase /
(decrease)
Actual
09/30/16
Actual
09/30/15
Fines & Forfeitures
Community Development 13,100 17,100 -23.39% (4,000) 18,383 45,396
Library 4,800 5,500 -12.73% (700) 5,827 7,039
Police & Fire 50,675 53,575 -5.41% (2,900) 67,324 75,800
68,575 76,175 -9.98% (7,600) 91,535 128,235
Miscellaneous
Insurance Refunds - - 0.00% - 65,893 32,808
Sales of Surplus - - 0.00% - 73,648 37,838
Other 52,800 13,100 303.05% 39,700 51,709 51,456
52,800 13,100 303.05% 39,700 191,251 122,101
Interest 50,300 52,521 -4.23% (2,221) 103,353 108,795
Total Revenues: $ 23,482,124 $ 21,328,539 10.10% $ 2,153,585 $ 21,530,900 $20,142,877
Explanation of Increase / (Decrease):
The increase in total General Fund Revenues is primarily due to the increase in Ad-Valorem Tax Revenue as
a result of the increase in taxable value. The millage rate is the same as the previous year.
continued on next page
Village of North Palm Beach FY 2018 Adopted Budget Page 65 of 295
General Fund Revenues FY 2018
This section includes a discussion regarding revenue sources for the Village’s FY 2017/18 General Fund
Budget (total revenue estimate = $23,482,124), how much of the total budget it comprises, revenue trends,
factors influencing the trends, projections provided by the Florida Department of Revenue and assumptions
used in determining the projections.
Ad Valorem Taxes $14,789,868
Property taxes are the single largest revenue line item in the General Fund Budget, making up approximately
62.98% of the total budget. The taxable property value increased from $1.84 billion to $2.12 billion. At the
millage rate of 7.3300 mils, this will generate gross taxes for FY 2017/18 of $15.57 million. But, due to
discounts for prompt payment, state law requires that only 95% of the gross taxes be budgeted as revenue -
equating to $14,789,868.
This class of revenue has historically provided a stable source of revenue and normally displays an
increasing trend based on significant new construction and development.
Millage Options:
On May 26, 2017 Palm Beach County notified the Village that the preliminary taxable valuation was
$2,122,542,635. The final taxable valuation received on June 28, 2017 showed a valuation of
$2,123,913,004. This includes $165,596,226 in new construction.
Based on this final taxable value and current legislation, the millage options, with respect to voting and
advertising requirements for FY 2017/18, are discussed in the following paragraphs. Please note that the
Village’s current millage rate is 7.3300 mils. This rate will remain the same for FY 2017/18.
Methodology for increasing Millage Rate:
As per current tax law (FS 200.185) the Village is required to follow these procedures for FY 2017/18 when
setting its millage rate:
6.9039 Mils (Rolled-Back Rate):
A simple majority vote is all that is required to approve the rolled-back millage rate of 6.9039 or less. The
rolled-back rate is the rate required to produce the same amount of ad valorem tax revenues this year as the
previous year, excluding the effect of new construction. The typical example is that as assessments increase,
the millage rate decreases proportionately to equalize the revenues.
6.9040 – 7.7745 Mils (Majority Vote Maximum Millage Rate):
A simple majority vote is also all that is required to approve a rate above the rolled-back rate, up to 7.7745
mils (This rate is calculated by adjusting the rolled-back rate by the growth in Florida per capita personal
income). However, since this is higher than the rolled-back rate, it must be advertised as a tax increase.
7.7746 – 8.5520 Mils (Two-Thirds Vote Maximum Millage Rate):
A super majority vote is required to increase the millage rate by up to 110% of the majority vote maximum
rate.
8.5521 – 10.0000 Mils (Unanimous Vote Maximum Millage Rate):
A unanimous vote is required to increase the millage rate by more than 110% of the majority vote maximum
rate. However this is subject to an overall legal ceiling for municipalities of 10 mils.
Village of North Palm Beach FY 2018 Adopted Budget Page 66 of 295
General Fund Revenues FY 2018
Millage Rate Impact:
The revenue impact of the above millage rates is shown as follows:
Millage
Rate
Description
Ad-Valorem
Revenue
FY 2017/18
Ad-Valorem
Revenue
FY 2016/17
(as adopted)
Increase /
(Decrease)
6.9039 Rolled-Back Rate 13,930,119 12,868,838 1,061,281
7.3300 Current Millage 14,789,868 12,868,838 1,921,030
7.7745 Majority Vote Maximum 15,686,744 12,868,838 2,817,905
8.5520 Two-Thirds Vote Maximum 17,255,519 12,868,838 4,386,680
10.0000 Statutory Maximum 20,177,174 12,868,838 7,308,335
Village of North Palm Beach FY 2018 Adopted Budget Page 67 of 295
General Fund Revenues FY 2018
Franchise Fees $1,148,647
Franchise fees are charges to service providers for an exclusive/nonexclusive right to operate within the municipal
boundaries of the Village. The charge is levied on a percentage of gross receipts basis. FY 2017/18
franchise fees represent 4.89% of the total General Fund Revenues. The estimates are prepared based on
past experience. The Village has the following franchise fees:
Electric Franchise Fees ($786.067):
A thirty year franchise (established by Ordinance No. 14-80 on July 10, 1980 for thirty years) was
amended on August 28, 2008 (Ordinance 2008-09). The new agreement requires Florida Power &
Light to pay a franchise fee of 5.9% from sales of electricity, with no deductions for ad valorem
property taxes or non-ad valorem assessments. Payments are received monthly from Florida Power
& Light.
Gas Franchise Fees ($29,596):
A thirty year franchise (established by Ordinance No. 11-80 on May 22, 1980 for thirty years) was
amended on June 24, 2010 (Ordinance 2010-08). The new agreement requires Florida Public
Utilities to pay a franchise fee of 6.5% from the sale of gas to residential customers within the
Village’s corporate limits. Payments are received annually from Florida Public Utilities.
Water Franchise Fees ($332,984):
A franchise fee of 5% (less 0.7% administrative fees) from sales of water and sewer was established
by Ordinance No. 15-1986 for thirty years. Payments are received monthly from Seacoast Utility
Authority.
Village of North Palm Beach FY 2018 Adopted Budget Page 68 of 295
General Fund Revenues FY 2018
Utility Taxes $2,310,575
Utility taxes are levied on consumer consumption of utility services provided in the Village. The tax is
levied as a percentage of gross receipts. Utility taxes represent 9.84% of the total General Fund revenues.
The estimates are prepared based on past experience and information received from the utility companies.
The Village has the following Utility Service Taxes:
Electric Utility Tax ($1,186,333):
The rate is set at 10% of electric sales generated by FPL.
Water Utility Tax ($398,659):
The rate is 10% of water service sales generated by Seacoast Utility Authority.
Telecommunication ($632,253):
As of 2001 Communications Service Tax (CST) replaced Telecommunications Utility Service Tax,
Telecommunications Franchise Fees and Cable TV Franchise Fees. The CST is charged at the
maximum rate of 5.22% on all local telephone service through all providers on phone calls
originating within the Village and terminating within the state. The CST is collected and distributed
by the State of Florida. Revenue estimates are projected by the State to be used by local agencies
during budget preparation.
Gas ($93,330):
The rate is 10% of natural gas sales.
Village of North Palm Beach FY 2018 Adopted Budget Page 69 of 295
General Fund Revenues FY 2018
Sales & Use Taxes (Local Option Fuel Taxes) $311,751
Gasoline taxes are collected at the state level and distributed by formula to cities and counties. Gas taxes
represent 1.33% of the total General Fund Revenues. The estimates are prepared based on information
provided by the Florida Department of Revenue and Palm Beach County.
Intergovernmental Revenues $1,466,358
Intergovernmental revenue consists of revenues that are received from other governmental agencies. These
revenues represent 6.24% of the total General Fund Revenues. The majority of these revenues consist of
State Shared Revenues (Local Government Half-Cent Sales Tax, Municipal Revenue Sharing, and Alcoholic
Beverage License Fees). Other revenues in this category consist of Federal, State and Local grants and
shares of revenue from the county. The budget estimates are provided by the Florida Department of
Revenue.
Local Government Half-Cent Sales Tax ($997,500) :
In 1982, the local government half-cent sales tax program was created to provide an additional income for
municipalities beyond ad valorem and utility taxes. The budget estimate is provided by the State each year.
Municipal Revenue Sharing ($391,827):
The Florida Revenue Sharing Act of 1972 created a revenue sharing trust fund for municipalities in order to
ensure revenue parity. An allocation formula serves as the basis for the distribution of these revenues to each
municipality that meets strict eligibility requirements. The apportionment factor is calculated for each eligible
municipality using a formula consisting of the flowing weighted factors: municipal population, municipal
sales tax collection, and the municipality’s relative ability to raise revenues. The budget estimate is provided by the
Department of Revenue each year.
Village of North Palm Beach FY 2018 Adopted Budget Page 70 of 295
General Fund Revenues FY 2018
Charges for Services $2,328,050
Charges for Services represent 9.91% of total General Fund Revenues. The budget estimates are based on past
experience and are described below:
Community Development $227,450
Revenues included in this category are the following: Cell Tower Rent, Protective Inspection Fees, Building
Plan Reviews and Non-Domicile Business Registrations.
Village Clerk $11,300
The Clerk’s office makes available various records and publications and collects the filing fees from candidates for
public office.
Public Works $557,500
Included in this category are the following revenues: Solid Waste Collection and Cardboard Recycling.
Solid Waste Collection Fee ($540,000): Charge to commercial establishments for collection services. Rates
are based on type of business at property and square footage.
Cardboard Recycling ($17,500): Revenue generated from the collection and commodity sale of cardboard to
private vendors.
Public Safety $472,800
Included in this category are items such as Ambulance Fees, Fire Inspection Fees, Alarm Users Permit Fees,
Bicycle Registrations, Fire Plan Review Fees and Accident Reports.
Ambulance Fees ($375,000): Fee for ambulance transport provided by the Village. The fee applies to residents
and non-residents.
Fire Inspection Fees ($35,000): This fee schedule is detailed in Village Code Article II Sec 12-17. These fees
apply to all businesses, commercial and multi-family residential buildings in the Village regardless of
ownership.
Fire Plan Review Fees ($40,000): Fees collected for plans review of new projects or existing building
modifications
Alarm Users Permit Fee ($22,000): All operating alarms require a permit. The fee is $25, which is collected
once a year.
Village of North Palm Beach FY 2018 Adopted Budget Page 71 of 295
General Fund Revenues FY 2018
Recreation $1,058,150
This department is the largest of the total “Charges for Services” Revenue Category. Within this department,
there are various types of charges: Program Fees (including classes, lessons, trips and events), Marina,
Memberships, Merchandise Sales, and Rental and or/lease. The major types are described below:
Program Fees / Lessons $672,150:
This is the amount paid to participate in various classes, lessons, trips and events for Recreation, Pool and
Tennis. The revenues are offset by an expenditure account in the respective department.
Marina $162,000:
This includes the amount paid to the Village for wet slip boat dockage, dry storage space and marina ramp
usage.
Memberships $100,500:
This amount includes year-round membership for the Tennis and Pool Facilities.
continued on next page
Village of North Palm Beach FY 2018 Adopted Budget Page 72 of 295
General Fund Revenues FY 2018
Licenses and Permits $955,200
Licenses and Permits consist of Building Permits, Contractor Registration, Village Business Tax Receipts, Zoning
& Annexation Fees and Temporary Banner Fees. These revenues represent 4.07% of the total General Fund
Revenues. These types of revenues are directly related to the rate of growth and development in the Village.
Miscellaneous Revenues $52,800
The miscellaneous revenue classification represents 0.22% of total General Fund Revenues. This classification
includes items such as public records requests, requests for bid documents, vending machines, NSF fees, charge
card service fees, insurance refunds, sales of surplus, use of developer contributions, use of reserves that have been set
aside for future tax relief, etc.
Village of North Palm Beach FY 2018 Adopted Budget Page 73 of 295
General Fund Revenues FY 2018
Fines and Forfeitures $68,575
Fines and forfeitures are revenues generated by enforcement and prosecution of municipal ordinances and
state statutes. These line items represent 0.29% of total General Fund revenues. This category was
decreased due to past experience.
Investment Income $50,300
Fund Balances and positive cash flow balances are invested according to the Village’s Investment Policies.
The interest income is the earnings from these investments. Interest income represents 0.21% of total
General Fund Revenues. The decline in this revenue source is due to the downturn in the economy.
Village of North Palm Beach FY 2018 Adopted Budget Page 74 of 295
Expenses FY 2018
Village of North Palm Beach FY 2018 Adopted Budget Page 75 of 295
General Fund Expenses FY 2018
Total Expenses = $23,482,124
Village of North Palm Beach FY 2018 Adopted Budget Page 76 of 295
General Fund Expenses FY 2018
This section includes a discussion regarding appropriations for the Village’s FY 2017/18 General Fund
budget (total budget = $23,482,124), how much of the total budget it comprises, and assumptions used in
determining the projections.
Personnel Costs $15,984,961
Employee salary and benefits represent 68.07% of the total General Fund Expenses. These costs are
allocated on a per employee basis. Assumptions used in budgeting for the major employee costs are
discussed below:
Salaries:
Performance based merit increases for non-union personnel are budgeted at an average of 3.75% based on a
0% - 5% scale. Salary increases for union eligible employees (FPE, PBA and IAFF) are budgeted in
accordance with the merit increases as negotiated in their collective bargaining agreements.
Retirement:
For the purpose of creating the 2017/2018 budget, the estimated annual required employer contributions are
shown below. The actual figures will be based on asset returns, actuarial experience and the results of
collective bargaining.
All budgeted plan contributions are outlined below:
Pension
Plan
Employer
Contribution
Employee
Contribution
General Employee Pension Plan 23.5 % 6.0 %
ICMA-RC Pension Plan 15% 3%, 5%, 10% or 15%
Police and Fire Pension Plan 20.0% Fire 5.0% (*)
Police 4.0 % (*)
Health Insurance:
Health insurance is budgeted at the employee level for the cost provided by the insurance carrier based on
type of coverage.
FICA:
This item was budgeted at 7.65% of payroll.
Worker’s Compensation:
This item is budgeted at the employee level for the cost provided by the insurance carrier based on type of
position.
continued on next page
Village of North Palm Beach FY 2018 Adopted Budget Page 77 of 295
General Fund Expenses FY 2018
Operating Costs $6,013,263
Appropriations for each department are budgeted based on past history and the needs of the department.
Operating costs represent 25.61% of the overall General Fund Expenses. Some highlights of operating costs
are listed below:
Contractual Services $1,673,191
Utilities $ 499,922
Program Expenses (offset with Program Revenue) $ 169,500
Legal Fees $ 160,000
Materials & Supplies $1,021,870
Gas, Oil & Lubricants $ 256,550
Repairs & Maintenance $ 698,130
Solid Waste Disposal $ 99,100
Property/General Liability $ 234,077
Professional Services $ 420,950
Travel, Training & Conferences $ 175,048
Uniforms / Uniform Rental $ 89,750
Special Events $ 104,000
continued on next page
Village of North Palm Beach FY 2018 Adopted Budget Page 78 of 295
General Fund Expenses FY 2018
Capital Outlay $0
Capital needs and resource availability are assessed annually through a capital planning process that results
in a ten year capital plan. The ten-year capital plan includes:
the cost to furnish and maintain capital facilities and equipment, such as roadways, parks, drainage
systems and other valuable infrastructure
the cost of new and replacement fixed assets, such as vehicles, equipment, hardware/software, etc.
Those items deemed necessary are funded in the respective department’s budget; the remaining items are
deferred to future years. For FY 2017/18, there is no capital outlay budgeted in the general fund budget; all
capital items are to be funded with either CIP funds, Developer Fees, Infrastructure Surtax Proceeds or Grant
Funds.
Village of North Palm Beach FY 2018 Adopted Budget Page 79 of 295
General Fund Expenses FY 2018
Debt Service $1,293,101
Debt service payments are the series of payments of principal and interest required on a debt over the fiscal
year. The FY 2017/18 debt service budget represents 5.51% of the overall general fund budget. The
General Fund has one loan obligation (In March 2017, a $15 million loan was secured for the new Country
Club Clubhouse project, which will include a new Clubhouse, a Splash Park and a remodeled pool deck.
The loan has a fifteen (15) year term and the first debt service payment is scheduled for December 2017).
Reserves, Contingencies & Transfers $190,799
This category includes items such as contingency and transfers to other funds. For the FY 2017/18 budget,
the “Transfers Out” category represents 0.81% of the overall general fund budget. An appropriation of
$190,799 is to be transferred to the Capital Projects Fund to finance the General Fund’s Capital Improvement
Plan.
Village of North Palm Beach FY 2018 Adopted Budget Page 80 of 295
General Fund Operating Highlights FY 2018
Description Amount
Contractual Services $ 1,673,191
* Maintenance Contract (Landscaping & Grounds Maintenance) 715,000
* Consolidated Dispatch 381,961
* Community Development Lease Agreement 51,000
* Custodial Services 121,000
Utilities 499,922
* Electricity 266,674
* Gas 30,925
* Telephone & Data 87,499
* Water & Sewer 114,824
Materials & Supplies 1,021,870
* Materials & Supplies 695,770
* Office Supplies 46,000
* Computer Supplies 76,600
* Auto Parts Supplies 110,500
* Library Materials 89,000
Recreation Program Expenses (offset with Recreation Program Revenues) 169,500
Property/General Liability 234,077
Gas, Oil & Lubricants 256,550
Repairs & Maintenance 698,130
* R & M Automotive 161,250
* R & M Building & Grounds 297,450
* R & M Machinery & Equipment 62,825
* R & M P.A. & Communication Systems 27,525
* R & M Storm Drainage System 77,250
* R & M Irrigation System 17,000
* Street Striping 25,750
* R & M Sidewalk Replacement 10,300
Legal Fees 160,000
Solid Waste Disposal 99,100
Uniforms / Uniform Rental 89,750
Travel, Training & Conferences 175,048
Special Events 104,000
Professional Services 420,950
* Master Plan implementation 125,000
* Tennis Court Maintenance 42,000
* Building Department Inspection Services 20,000
* Grant Management Services 15,000
* Professional Services for Streets & Grounds Maintenance 61,800
* Lighthouse Concept Study 75,000
* Employee Team Development 20,000
* EMS Director Fee 14,400
Total Fiscal Year 2017-2018 Operating Costs $ 6,013,263
Village of North Palm Beach FY 2018 Adopted Budget Page 81 of 295
Department Summaries FY 2018
Village of North Palm Beach FY 2018 Adopted Budget Page 82 of 295
Village of North Palm Beach
Residents
Village Council
Darryl C. Aubrey Mayor
Robert A. Gebbia Vice Mayor
Mark Mullinix President Pro Tem
David B. Norris Councilmember
Susan Bickel Councilmember
Village AttorneyVillage Manager
Operating
Departments
Village Clerk
Village Council FY 2018
Village of North Palm Beach FY 2018 Adopted Budget Page 83 of 295
Village Council FY 2018
Mission Statement
It is the mission of the Village Council to provide the highest quality of service to the residents of
North Palm Beach in the most efficient, effective, and fiscally responsible manner by providing sound, clear
policy guidance that encourages, promotes, protects, and improves the welfare of the Village of North Palm Beach,
ensuring that North Palm Beach remains “the best place to live under the sun.”
Service Levels Narrative
Serving as the legislative branch of Village government, the Council is comprised of five (5) officials elected
Village-wide serving two-year terms each. Councilmembers in Groups 1, 3 and 5 are elected in even years and
Groups 2 and 4 are elected in odd years. At the first Regular Session after the March election, the Council
selects a Mayor, Vice Mayor, and President Pro Tem. The Village Council meets on the second and fourth
Thursday of the month and holds other meetings as needed to conduct the business of the Village.
In 2017, the incumbent councilmember in Group 4, David Norris, was re-elected without opposition to a
two-year term. The incumbent councilmember in Group 2, Doug Bush, retired. An election was held on
March 14, 2017 and Susan Bickel was elected as the Group 2 councilmember for a two-year term. Council
officers Mayor Darryl Aubrey, Vice Mayor Robert Gebbia, and President Pro Tem Mark Mullinix were
appointed on March 23, 2017 and will hold office until March 2018. North Palm Beach had 10,115
registered voters in March 2017. The next municipal election will be held on March 13, 2018.
Councilmembers stay well-informed about pending legislation through the Florida League of Cities (FLC) and
Palm Beach County (PBC) League of Cities, and communications with federal, state, and local officials.
Councilmembers represent the Village on the following boards and committees:
FLC Finance, Taxation, Personnel Legislative Policy Committee
FLC Utilities, Natural Resources, and Public Works Legislative Policy Committee.
PBC League of Cities Board of Directors
PBC Multi-Jurisdictional Issues Coordination Forum
Regional Hazardous Materials Oversight Committee
North County Governmental Committee
Treasure Coast Regional Planning Council
Lake Worth Lagoon Initiative Board
John D. MacArthur Park Conservation Corps Board of Directors
Northlake Boulevard Corridor Task Force
Councilmembers attend monthly meetings of Village Advisory Boards on a rotation basis in order to remain
apprised of the recommendations and activities of Board members.
The Council establishes Village goals and objectives in its annual budget and evaluates services and projects
throughout the year. The Council annually establishes tax millage rates and service fees.
Village of North Palm Beach FY 2018 Adopted Budget Page 84 of 295
Village Council FY 2018
Current Year Accomplishments
During Fiscal Year 2017, the Council enacted legislation, set policies, and approved projects and expenditures
that met its goals and objectives, and provided for the health, safety, and welfare of Village residents.
Adopted the Village of North Palm Beach Citizens’ Master Plan Report prepared by the Treasure Coast
Regional Planning Council, including recommendations, as setting forth the guiding principles for
future development within the Village.
Proceeded with the North Palm Beach Country Club clubhouse project: approved the final schematic
design, secured loan funding, acquired temporary facilities, and issued a Request for Proposals (RFP)
for a Food and Beverage operator. The clubhouse construction RFP will be issued in October 2017.
Approved the Anchorage Park Phase 2 Master Plan, and utilized grant funding to construct a ten-foot
wide asphalt bicycle /walking trail. Grant funding in the amount of $400,000 was previously secured
for Anchorage Park Phase 2 improvements; construction is scheduled to commence in FY 2018.
Appropriated $719,587 (approximately 3.5 tenths of a mil) in the Fiscal Year 2017 Budget, which was
transferred to the Capital Projects Fund to finance the General Fund Capital Improvement Plan (CIP).
An additional $200,000 in Fiscal Year 2016 budgetary savings was transferred to the Capital Projects Fund.
Provided for capital expenditures from CIP funds, including the purchase of Police vehicles; LPR cameras;
a front-load sanitation collection truck, commercial dumpsters, and sanitation satellite collection vehicles
for Public Works; and an upgraded telephone system for all Village facilities.
Protected the public health, safety, and welfare of residents through Police Department involvement in
the Sober Home Task Force and continued participation in the PBC LEX information sharing project;
Fire-Rescue equipment (cardiac compression device, laryngoscopes) obtained with EMS grant funding.
Facilitated economic development in commercial corridors by approving special use permits and
commercial planned unit developments.
Established the Infrastructure Surtax Oversight Committee to review the expenditure of proceeds from
the voter-approved one percent local government infrastructure surtax.
Goals and Objectives
The Village Council is committed to the following goals and objectives for the coming year:
Council Goal:
Provide a sustainable financial base for the Village
Objectives:
a. Ensure equitable taxes and fees for Village services.
1. Action Item: Long term, potential fees need to be reviewed to determine if they are more appropriate
than the use of ad valorem.
2. Action Item: Review storm water funding practices and possible impact of implementation in the
Village in FY 2018.
b. Keep taxes and fee growth as close to inflation rates and property values as possible.
c. Implementation of Master Plan to encourage new businesses and to promote economic development.
d. Actively pursue annexation opportunities.
e. Pursue the best facility and land utilization for the benefit of all Village residents. Ensure the character
of development is consistent with the Village’s vision. Evaluate the need for facilities and parks in
neighborhoods and newly annexed areas.
f. Explore all opportunities for sources of funds.
1. Action Item: Create a Village “Wish List” for businesses and resident donations.
Village of North Palm Beach FY 2018 Adopted Budget Page 85 of 295
Village Council FY 2018
Council Goal:
Maintain a high quality of life and improve the overall appearance in the Village
Objectives:
a. Improve and maintain Village waterways as a unique Village asset.
1. Action Items: Evaluate and address the impacts of erosion along the Earman River; the impact of the
Lighthouse Bridge on navigation; and opportunities for water taxi stops and transient docks near the
Country Club.
2. Action Item: Complete the seawall and kayak access at Anchorage Park.
b. Maintain the highest quality of public safety services through accreditation of its law enforcement
component and through fire rescue level of service partnerships.
c. Enhance communication with residents through mediums such as the Village Newsletter and website and
other forms of communications.
d. Provide more interactive opportunities for all citizens to participate in Village direction, activity, and
facility decisions.
e. Maintain service levels.
1. Action Item: Aggressively address infrastructure maintenance needs (streets, sidewalks, alley, pool, golf).
2. Action Item: Report on strategies for LED street lighting to improve pedestrian safety.
f. Update the Code of Ordinances to match contemporary requirements and to encourage redevelopment
consistent with the Master Plan.
g. Improve code compliance and education with special emphasis towards consistent enforcement and the
abatement of “special needs” properties.
Council Goal:
Maintain quality of all recreational facilities of the Village
Objectives:
a. Maintain a high level of appearance and condition of Village parks and recreational facilities, including
the Country Club.
b. Reinvigorate recreational activities for a fresh approach that is responsive to the current interests of
residents to include, but not be limited to,
1. Increased involvement in recreational activities by expanding programming for all age groups;
i. Consider strategies to reinvigorate youth sports opportunities with an emphasis on recreational
leagues (as opposed to competitive sports).
ii. Consider partnering with other communities to broaden opportunities – both recreational and competitive.
iii. Balance the number of sports opportunities with the need to adequately maintain athletic fields.
2. Enhancement and promotion of pool, tennis, and park amenities.
c. Capitalize on the State Park as an asset to the Village.
1. Identify opportunities to collaborate with the Park.
Council Goal:
Build a new Country Club Clubhouse
Objectives:
a. Release construction RFP.
b. Break ground during Calendar Year 2017.
Village of North Palm Beach FY 2018 Adopted Budget Page 86 of 295
Village Council FY 2018
Council Goal:
Implement the Master Plan for business economic development in our commercial corridors and
community development in our neighborhoods
Objectives:
a. Review Comprehensive Plan, Land Development regulations and application processes to make
recommendations that would facilitate the implementation of the Master Plan.
b. Engage the public regularly to ensure implementation of the plan is consistent with community values.
c. Prepare marketing strategies.
d. Facilitate the creation of a coalition of business and commercial property owners to revitalize and
redevelop our commercial corridors.
e. Identify grant opportunities.
f. Action Item: Evaluation creation of a Neighborhood Enhancement Program to address “community building”
needs, infrastructure needs (i.e. sanitary sewer), issues with an aging housing stock, and affordability.
g. Action Item: Work with The Conservatory School on its vision for a high school to evaluate
opportunities and impacts.
Council Goal:
Continuously improve the way the Village operates
Objectives:
a. Encourage resident participation on Village Boards and in public meetings, programs and events.
1. Action Item: Better define goals for each Board.
2. Action Item: Challenge Boards to suggest actions to address issues.
3. Action Item: Conduct joint Council/Board meetings to enhance communication.
b. Improve communication with businesses, encouraging participation of businesses in Village events.
1. Action Item: Implement additional/improved social media communications to residents and businesses.
c. Assess key work processes to determine what services can be improved and implement improved procedures.
d. Maintain a human resources capability that brings consistency in policies and procedures across all
departments while remaining current, relevant, and compliant with federal, state, and local personnel and
labor laws.
e. Identify opportunities to engage consultants to supplement Village staff including landscape architects,
architects and traffic engineers/planners.
Council Goal:
Complete the implementation of the Pay for Performance System
Objectives:
a. Create management/employee workgroups to:
1. Establish appropriate performance measures based upon job descriptions;
2. Create procedures for the evaluation process; and
3. Set goals and objectives.
b. Complete implementation of pay for performance for appropriate personnel before the end of Fiscal Year 2017.
Village of North Palm Beach FY 2018 Adopted Budget Page 87 of 295
Village Council FY 2018
Council Goal:
Implement and maintain a long-term (10-year) capital improvement plan
Objectives:
a.Proactively address infrastructure, maintenance and replacement needs.
1.Coordinate with Seacoast and FDOT on the U.S. 1 Corridor Project.
b. Maintain a consistent level of expenditures to achieve Village goals.
c.Plan funding needs, where possible, to avoid substantial debt or tax swings.
d.Incorporate Surtax Plan into the Village’s CIP.
Council Goal:
Establish programs to create a “family-feel” within the organization
Objectives:
a.Implement team-building events.
b.Empower employees to feel a sense of ownership, feel valued, and boost morale.
c.Enhance internal communication.
d. Develop leadership capabilities.
Performance / Workload Measures
Performance Measure FY 2016
Actual
FY 2017
Projected
FY 2018
Estimated
Council Meetings per year
Regular Session
Workshop Session
Special Session
Budget Workshop
22
12
11
8
22
14
12
7
22
15
8
7
Total Ordinances per year
Code Amendment ordinances per year
13
5
17
8
24
12
Total Resolutions per year
Resolutions approving contracts, leases, or agreements per year
87
36
103
61
85
35
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 88 of 295
Village Council FY 2018
Budget Summary
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 50,466 $ 50,466 0.00% $ 0 $50,469 $50,465
Operating
Accounting & Auditing 27,000 27,000 0.00% 0 26,748 26,876
Advertising 10,500 10,500 0.00% 0 5,577 10,284
Advisory Board Dinner 6,000 7,200 -16.67% (1,200) 7,777 5,641
Conferences & Seminars 1,500 2,000 -25.00% (500) 525 455
Contractual Services 3,650 3,650 0.00% 0 3,249 2,580
Council Donations 5,000 5,000 0.00% 0 5,275 3,075
Membership & Dues 10,851 10,617 2.20% 234 10,617 10,555
Materials & Supplies 6,970 1,600 335.63% 5,370 1,094 4,767
Professional Services 6,350 6,000 5.83% 350 2,041 5,161
Special Events 0 4,500 -100.00% (4,500) 0 0
Travel 5,244 6,425 -18.38% (1,181) 991 1,076
Other Operating Costs 0 0 0.00% 0 67 (0)
Total Operating Costs 83,065 84,492 -1.69% (1,427) 63,961 70,469
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $133,531 $ 134,958 -1.06% $ (1,427) $114,430 $120,934
Explanation of Increase / (Decrease):
The decrease in total expenses is negligible.
Village of North Palm Beach FY 2018 Adopted Budget Page 89 of 295
Summary FY 2018 FY 2017 Change
Full-Time 4 4 No Change
Part-Time 1 1 No Change
Village Manager
1 FT
Executive Secretary
Executive Assistant
1 FT
Purchasing
Manager
1 PT
Purchasing Agent
0 FT (-1 FT)
Director of
Special Projects
1 FT
Communications
Manager
1 FT (+1 FT)
Village Manager FY 2018
Note: The changes in this department are a result of decentralizing the Purchasing
Division and creating a position for Communications.
Village of North Palm Beach FY 2018 Adopted Budget Page 90 of 295
Village Manager FY 2018
Mission Statement
To provide clear direction, support, accountability, achievement, and recognition through an operational
framework that guides and empowers Village staff in providing public services to the citizens of North Palm
Beach as established by Council policy and goals. The Village Manager promotes and fosters a collaborative
working environment that focuses on service to the public through the efforts of a professional staff and
improved operating processes. In collaboration with all Village employees, the administration will nurture
creativity, responsibility, accountability, and teamwork…all focused on the core goal of Serving the
Community.
Service Levels Narrative
The function of the Village Manager is to serve as the Chief Executive Officer of the Village. The Village
Manager is responsible to the Village Council for:
Working with the Village Council and the Management Team to create a strategic focus for the
organization;
Refining organizational goals and guiding staff in coordination with the Management Team to ensure
that it is prepared to serve the community;
Preparing agenda materials that assist the Village Council in developing policy and making decision
impacting public services; and
Ensuring that Village services, programs and projects are delivered in an efficient and effective manner.
Personnel Changes
The personnel/title changes for Fiscal Year 2017/2018 are:
Deletion of one (1) full-time Purchasing Agent position (employee was transferred to Public Works);
Addition of a full-time Communications Manager position to improve community outreach and
education as well as marketing capabilities; and
Title Change: Executive Secretary position title changed to Executive Assistant.
Current Year Accomplishments and New Initiatives
A fundamental responsibility of the Village Manager is to implement the Council’s Policies, Goals and
Objectives for the Village. To that end, the following are accomplishments and new initiatives that occurred in
Fiscal Year 2016/2017:
Goal:
Protect the financial integrity of the Village
1. The Village’s Finance Department was the recipient of the Government Finance Officer’s Association
– Certificate of Achievement Award for its Certified Annual Financial Report [with no written comments]
and the Distinguished Budget Award for its Budget Document.
2. The Village received a $200,000 grant for the Community Center Trail Project to assist with
improvements to the Community Center.
3. The Village’s addition of a second grapple truck has helped to reduce workers’ compensation claims.
Village of North Palm Beach FY 2018 Adopted Budget Page 91 of 295
Village Manager FY 2018
4. Approved Water Club PUD and third tower construction which will have a positive impact on the tax
base of the Village.
5. Refined the purchasing/procurement function to ensure better checks and balances in accordance with
the NIGP (National Institute of Government Purchasing) guidelines and created a contracts database to
have an accounting of all contracts and requirements.
6. Worked with the community to develop and adopt the Citizens’ Master Plan Report to outline a vision
for development and re-development of the Village along commercial corridors, specifically US 1
Corridor, Northlake Boulevard and Prosperity Farms Road, to improve overall quality of life and
generate new revenue in the form of an enhanced commercial tax base.
7. Established the Infrastructure Surtax Committee to assist in the prioritization of capital projects to be
funded with Palm Beach County’s voter-approved sales tax revenue.
8. Began refining the CIP process to ensure that adequate funding is available for planned capital
expenditures.
Goal:
Maintain a high quality of life in the Village
1. Continued the process of reorganizing and revising the Village Code of Ordinances.
2. Numerous renderings of the proposed conceptual design of the Country Club Clubhouse were prepared
and finalized. Building plans will be completed before January 2018 in order to begin construction
during Fiscal Year 2017/18.
3. Recommended new or amended ordinances providing measures to address Right of Way (ROW), Boats
& RV’s, and wireless communications facilities. Developed the process to gain compliance with new
provisions of the Boat & RV Ordinance and began a gradual implementation in September 2017.
4. Village Website increased communication; Village Newsletter increased from 8 to 20 pages to provide
more information to residents about activities in each department.
5. Installed LPR cameras within the Village for safety and crime prevention -- the Village was ranked the
4th Safest City in Florida by Movato in 2016.
6. Established the Neighborhood Enhancement Team (NET). This interdepartmental team, comprised of
representatives from the Police Department, Community Development, Fire/Rescue, Recreation and
the Village Manager’s Office, will work collaboratively with neighborhood leaders to address quality
of life issues within their communities.
7. 143 new businesses located in the Village in the past year.
8. Renewed ten-year water supply plan with the State and SFWMD.
Goal:
Maintain and improve all recreational facilities of the Village
1. The Village received a $200,000 grant for the Community Center Trail Project to assist with
improvements to the Community Center.
2. Issued an RFP for the Country Club Clubhouse Restaurant/Banquet Operator.
Village of North Palm Beach FY 2018 Adopted Budget Page 92 of 295
Village Manager FY 2018
3. The new Country Club Clubhouse design has space for multipurpose rooms, banquet facilities and
updated locker room facilities.
4. Planning for the pool renovation and Splash Park are in progress as part of the Clubhouse Project.
5. Repaired turf at the Community Center athletic fields.
6. Issued a new contract for athletic field maintenance to a company with specific expertise in turf
management in order to address resident concerns about field conditions.
7. Replaced Fencing at Community Center and Osborne Park.
8. Leased new Golf Carts at the Country Club.
9. Purchased new State of the Art Golf Ball Dispensers.
10. Re-surfacing materials purchased for Har-Tru Tennis Courts.
11. Made repairs to the Country Club Swimming Pool
Goal:
Enhance the spirit and participation of our community
1. Village Website traffic has increased by 20,000 hits over last year to over 80,000 per year – more
enhanced information available- residents can sign up to be notified of any updates by their selected
interests.
2. Scheduled numerous events such as: Heritage Day, Fourth of July, Touch a Truck & Fire Safety Fair,
Hot Cars and Chili Cook Off, Veterans Day, Tree Lighting, Food Truck Frenzy, and Puppy Love
3. Increased new participation by residents to Village Boards, Committees and Commissions
4. Meet periodically with community groups.
5. Facebook Page is updated weekly with meeting announcements and as necessary, to announce
meetings, kudos, events, and other Village News.
6. Continue to secure top entertainment and speakers for annual Veterans Day Ceremony
Goal:
Improve the overall appearance of the Village
1. Repaired and revitalized median landscaping along US 1.
2. Incorporated surveys of Village streets, sidewalks, and storm water drainage systems to be better able
to forecast and schedule infrastructure repairs or replacement in our ten-year CIP Plan
3. Made improvements to Parks by re-sodding, re-fencing ball fields and re-surfacing the Har Tru tennis
courts
4. The Village received a $200,000 grant for the Community Center Trail Project to assist with
improvements to the Community Center.
5. Started the process of reorganizing and revising the Village Code of Ordinances.
6. Recommended new or amended ordinances providing measures to address Right of Way (ROW), Boats
& RV’s, Wireless Communications facilities.
Village of North Palm Beach FY 2018 Adopted Budget Page 93 of 295
Village Manager FY 2018
Goal:
Continuously evaluate the way we work
1. Begin continued negotiations this summer for the next contract period with Police (PBA), Fire (IAFF) and the
Federation of Public Employees unions.
2. Expanded Pay for Performance evaluation system to the Police Department. Continue to refine the
evaluation process to ensure compensation increases reflect performance.
3. Investing in employee training to emphasize the need to approach work with a team mentality and
developing the organization’s next generation of leaders.
4. The Village website provides updated information to residents and notifies them immediately through the
“Stay Notified” portal
5. Incorporated surveys of Village streets, sidewalks, and storm water drainage systems to be better able to
forecast and schedule infrastructure repairs or replacement to complete a 10 year CIP Plan.
6. Continuing the process of reorganizing and revising the Village Code of Ordinances.
7. Re-organized the Purchasing/procurement function of the Village; developed and evaluated Risk
Management function that resulted in cost savings to the Village.
8. Held employee picnic and holiday dinner for employees (best attended ever) to show appreciation to the
employees.
Village of North Palm Beach FY 2018 Adopted Budget Page 94 of 295
Village Manager FY 2018
Budget Summary
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 614,040 $ 629,518 -2.46% $ (15,478) $390,933 $287,786
Operating
Advertising 3,000 3,500 -14.29% (500) 2,631 -
Books, Publications &
Subscriptions 550 550 0.00% - 1,230 1,400
Conferences & Seminars 3,300 1,250 164.00% 2,050 249 610
Contractual Services 10,465 15,100 -30.70% (4,635) 22,916 1,195
Materials & Supplies 11,500 7,100 61.97% 4,400 4,982 4,687
Memberships & Dues 3,500 4,350 -19.54% (850) 1,353 1,629
Postage 600 900 -33.33% (300) 321 96
Printing & Binding 1,100 1,100 0.00% - - 0
Professional Services 7,100 20,770 -65.82% (13,670) 14,850 9,945
Travel & Training 3,750 3,000 25.00% 750 76 49
Uniforms 200 360 -44.44% (160) 61 0
Other Operating Costs 600 600 0.00% - 0 0
Total Operating Costs 45,665 58,580 -22.05% (12,915) 48,669 19,610
Capital
Capital Outlay 0 0 0.00% - 0 0
Total Expenses $ 659,705 $ 688,098 -4.13% $ (28,393) $439,603 $307,396
Explanation of Increase / (Decrease):
The decrease in total expenses is a combination of personnel and operating costs. The FY18 budget includes:
A personnel expenditure decrease reflecting the addition of one (1) full-time Communications Manager
position and the deletion of one (1) Purchasing Agent position (employee was transferred to Public Works).
The net change resulted in savings for the Village Manager’s budget;
A decrease in the budgeted amount for Professional Services, which is primarily a result of decentralizing the
Purchasing Division and reducing the estimated cost for consulting services.
.
Village of North Palm Beach FY 2018 Adopted Budget Page 95 of 295
Summary FY 2018 FY 2017 Change
Full-Time 2 2 No Change
Part-Time 2 2 No Change
Director of Human
Resources
1 FT
HR Specialist
1 PT
Administrative
Assistant
1 FT
Administrative
Coordinator
1 PT
Human Resources FY 2018
Village of North Palm Beach FY 2018 Adopted Budget Page 96 of 295
Human Resources FY 2018
Mission Statement
The Department of Human Resources is committed to fostering a work environment that attracts quality
applicants and inspires excellence in personnel to support the Village’s mission and strategic priorities.
Service Levels Narrative
HR supports all Village Departments through the advertising, screening, hiring and training of personnel. HR
also implements and manages the comprehensive employee benefit programs, safety and workers’
compensation programs, personnel policies and procedures, employee performance, compensation programs
and employee relations activities. Development and oversight of these functions in one office ensures
consistency and objectivity in their administration.
The Village employs 149 full-time and 95 part-time (both year-round and seasonal) positions. The Village offers
a comprehensive benefits package to all full-time staff. Our health and welfare benefits consist of employer-
funded medical and dental coverage for all employees, as well as optional employer-subsidized dependent
coverage.
The self-funded retirement plan options offered by the Village are extremely generous. In addition, Flexible
Spending Accounts, Health Spending Accounts, Life and AD&D insurance, Long-Term Disability, Vision, and
other optional benefit programs are available. The Village also offers Education Assistance and a
completely confidential Employee Assistance Program. HR is responsible for delivering these programs
equitably across the full-time employee workforce and in full compliance of all federal and state regulations
(i.e., FLSA, PPACA, COBRA, HIPAA, ERISA, etc.).
Currently the HR Department is staffed with a Director of Human Resources, a part-time Human Resources
Specialist, a part-time Administrative Coordinator and a full-time Administrative Assistant.
The HR Director oversees and supervises all areas of HR including personnel support and regulation, policy
development, legal compliance, employee benefit administration, recruitment and selection, development and
delivery of training programs, investigation and resolution of personnel matters and employee complaints,
disciplinary actions while providing general advice and guidance. This oversight helps ensure that Village policies
are enforced fairly and consistently.
The HR Director also fulfills a vital role in risk management by working to control Worker’s Compensation costs
and risk factors. As the Village’s designated Safety Coordinator, the HR Director chairs all Safety Committee
meetings and ensures OSHA–level standards are met for reporting, accident investigations, and safety
improvements.
The HR Specialist ensures that the Village attracts and hires quality candidates for employment, identifying
vacancies, evaluating the skill sets needed for positions, creating relevant job descriptions, advertising in
appropriate forums, screening candidates, conducting reference and background checks and conducting
interviews in accordance with federal and state guidelines. The Specialist also administers new hire orientations
and works with employees who have been injured at work to ensure they understand their rights and
responsibilities.
Village of North Palm Beach FY 2018 Adopted Budget Page 97 of 295
Human Resources FY 2018
The Administrative Coordinator serves as the Village’s Compensation Analyst and Benefits Coordinator,
reconciling bills for employee benefits, processing requests for pension disbursement, calculating merit-based pay
increases and providing oversight for employee rates of pay and other disbursements.
The Administrative Assistant serves as a front-line liaison for the Department, responding to employee and vendor
inquiries and providing administrative support. The Administrative Assistant also serves as the Records
Coordinator for the Department of Human Resources, managing the Village’s personnel records to ensure
compliance with Florida public records laws and records retention schedules.
The Human Resources Department maintains the Village’s Comprehensive Pay and Classification Plan which
includes position descriptions for all Village jobs. Accordingly, HR conducts market-research on related issues
and recommends modifications to Village policies and programs as appropriate.
Additionally, the HR Department is responsible for the following functions:
Conducting labor relations and collective bargaining sessions with Federation of Public Employees
(FPE), Police Benevolent Association (PBA), and International Association of Fire Fighters (IAFF) unions;
Administering Employee Assistance Plan support;
Collaborating with the Village Clerk regarding personnel-related records requests;
Managing all workers’ compensation cases with workers’ compensation carrier and health
clinic/providers; and
Coordinating annual employee performance evaluations.
The Department keeps abreast of regulatory changes in federal and state employment laws in order to ensure
compliance and uniform application across all departments. To that end, our staff attends regular training
sessions and subscribes to publications which offer insight to emerging trends and statutory changes.
HR has partnered with the Village’s Agent of Record (and health insurance broker) to monitor changes in
healthcare regulations as mandated by the Affordable Care Act, including notices, coverage, and minimum
levels of care requirements. HR continues to work closely with the Village’s broker to negotiate the best
pricing for group health insurance with a quality carrier that has a viable network and a balanced benefits
package. With less than 500 full-time employees, the Village is not a large enough employer to be rated by
the carriers on claims experience alone. However, by developing plans for an employee wellness program, we
can assist in keeping a positive claims experience which ultimately may help to reduce the rate at which
premiums increase. Therefore, HR will develop an Employee Wellness Program that encourages employee
engagement with regard to health and wellness.
Personnel Changes
There are no personnel changes for Fiscal Year 2017/2018.
Village of North Palm Beach FY 2018 Adopted Budget Page 98 of 295
Human Resources FY 2018
Current Year Accomplishments and New Initiatives
During Fiscal Year 2017/2018, the HR Department accomplished the following new initiatives and goals for
improvement:
Established the Department as an employee-friendly resource for providing information, supporting
career goals and resolving conflicts.
Began the process of auditing and consolidating the personnel records to maintain compliance with
records retention schedules, converting all remaining microfilm record to a digital format.
Implemented behavioral interviewing system to review the competencies of job candidates.
Recruited and hired several key personnel for the Village.
Goals and Objectives
In the coming year, the Human Resources Department plans to achieve the following goals and objectives:
Council Goal:
Department Goal:
Ensure the Village attracts and maintains personnel best suited to accomplishing Council goals and
initiatives.
Objectives:
a. Upgrade the quality of employees through collaboration with managers and full utilization of tools
available.
b. Expand the scope of applicant recruitment.
c. Continue to conduct extensive reference/background checks.
d. Utilize behavioral-based questions to facilitate in-depth interviews for selection of the best applicants.
Department Goal:
Provide employees opportunities to enhance their personal health and workplace safety.
Objectives:
a. Establish a Safety Committee with representation from all departments.
b. Conduct a Safety Needs Assessment with information being used to establish goals, objectives, activities
and training.
c. Establish a Wellness Committee made up of volunteer employees interested in the initiative.
d. Partner with our Insurance Broker to identify no-cost or low-cost programs and activities.
Continuously improve the way the Village operates.
Village of North Palm Beach FY 2018 Adopted Budget Page 99 of 295
Human Resources FY 2018
Department Goal:
Bring consistency to personnel policies and procedures across all departments while remaining
current, relevant and compliant with all federal, state and local employment and labor laws.
Objectives:
a. Complete revision and distribution of personnel policies, conducting training when necessary.
b. Expand the library of forms and correspondence templates to help supervisors address personnel issues
consistently across all departments.
c. Continue to audit and consolidate personnel records to ensure compliance with records retention
schedules.
d. Partner with departments as they implement personnel actions to provide guidance.
Factors Monitored by Human Resources
2015
Actual
2016
Actual
2017
Actual
2018
Estimate
FULL TIME 17 14 19 20
PART TIME 52 39 34 30
0
10
20
30
40
50
60 NEW HIRES/REHIRES
1.1
1.15
1.2
1.25
1.3
1.35
1.4
1.45
Worker's Compensation Modification
Rating
2014 Actual
2015 Actual
2016 Actual
2017 Actual
2018 Projected
As illustrated above, the Village’s Workers’ Compensation experience modification rating (MOD) has
fluctuated greatly since 2014. For 2017, we dropped to 1.21. Our 2018 goal is 1.1 or lower. HR and the
Safety Committee will to focus on safety training and programs for the coming year to manage our Workers’
Compensation costs.
Village of North Palm Beach FY 2018 Adopted Budget Page 100 of 295
Human Resources FY 2018
As a result of the costs mandated by the Affordable Care Act, medical premiums across the country have been
increasing exponentially over the past several years. In contrast, the Village has enjoyed very moderate
increases. This year, the Health Information Team researched, reviewed and made recommendations for Fiscal
Year 2018.
For 2018, with 3 plans to choose from, Single coverage for the HMO HDHP with Health Savings Account will
be $460.82; Plus one $872.91 and family $1,144.32 for the base medical plan. Health Savings Accounts will
be funded by the Village in the amounts of $1,500 for employee only coverage and $3,000 employee plus
dependents.
Village of North Palm Beach FY 2018 Adopted Budget Page 101 of 295
Human Resources FY 2018
Budget Summary
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $308,734 $ 279,235 10.56% $ 29,499 $ 271,839 $223,123
Operating
Advertising 1,000 1,500 -33.33% (500) 1,326 471
Books, Publications &
Subscriptions 2,816 2,816 0.00% 0 3,371 901
Conferences & Seminars 600 600 0.00% 0 0 1,604
Contractual Services 20,000 7,500 166.67% 12,500 5,476 21,323
Employee Assistance
Program 4,500 4,500 0.00% 0 3,059 3,059
Employee Physical Exams 8,369 8,369 0.00% 0 6,941 8,664
Employee Relations 20,000 30,000 -33.33% (10,000) 29,752 29,791
Materials & Supplies 3,200 3,200 0.00% 0 5,735 4,409
Memberships & Dues 1,548 1,548 0.00% 0 499 1,664
Postage 150 150 0.00% 0 59 74
Printing & Binding 700 700 0.00% 0 482 152
Professional Services 34,000 24,000 41.67% 10,000 27,538 26,545
Travel & Training 20,000 6,400 212.50% 13,600 5,441 1,602
Uniforms 0 0 0.00% 0 0 195
Other Operating Costs 0 0 0.00% 0 (0) 0
Total Operating Costs 116,883 91,283 28.04% 25,600 89,678 100,453
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $425,617 $ 370,518 14.87% $ 55,099 $ 361,517 $323,577
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs. The FY18 budget includes:
An anticipated salary increase of approximately 3.75% from performance-based merit increases for
non-union personnel;
An increase in budgeted salary and benefits for newly hired employee;
An investment in leadership training and team coaching components; and
An increase in professional services that provide extensive pension actuarial analysis.
Village of North Palm Beach FY 2018 Adopted Budget Page 102 of 295
Summary FY 2018 FY 2017 Change
Full-Time 6 5 +1
Part-Time 0 1 -1
Director of
Finance
1 FT
Finance Manager
1 FT
Accountant
2 FT
Accounting Clerk
2 FT (+1 FT)
0 PT (-1 PT)
Finance FY 2018
Note: The Finance Director also oversees the following position:
• 1 FT Country Club Accounting Clerk
The personnel change in this department is a result of changing a part-time clerical
position to full-time to meet the needs of the department.
Village of North Palm Beach FY 2018 Adopted Budget Page 103 of 295
Finance FY 2018
Mission Statement
It is the mission of the Finance Department to establish and maintain adequate internal controls that
safeguard the Village’s assets and ensure they are efficiently and effectively allocated, to help maintain the
Village’s strong financial condition by maintaining revenue levels that are sufficient to carry out Council
priorities and goals, and to support staff in providing citizens with the appropriate service levels that they
have come to expect.
Service Levels Narrative
As the largest support department, Finance provides administrative, operational and financial assistance to
management, elected officials and the Village’s residents. The Department’s responsibilities primarily relate
to the administration, control and reporting of all Village finances. The Department monitors the Village’s
fund balances, prepares the Village’s annual budget document, invests the Village’s excess cash balances,
reports on Village grants, and prepares the Village’s financial reports – including the Comprehensive Annual
Financial Report (“CAFR”). The Village’s CAFR has received the Certificate of Achievement in Financial
Reporting from the Government Finance Officers Association (“GFOA”) for 29 consecutive years.
The Village’s General Fund Unassigned Fund Balance is viewed by Administration as a measurement of
Village financial stability since the General Fund is the chief operating fund of the Village. Prudent financial
management has resulted in a healthy financial “cushion” to meet unexpected financial hardships for the
Village (The General Fund Unassigned Fund Balance at September 30, 2016 is $10.7 million). As a
measure of the general fund’s liquidity, it is useful to compare the unassigned fund balance to total fund
expenditures:
The Finance Director oversees and supervises all areas of the Finance Department. This includes providing
oversight, guidance, financial policy, cash/investment management, debt management, fixed asset
management and the monitoring and developing of financial strategies. The Director also enforces policies
that ensure adequate financial procedures, fiscal solvency, and financial statement integrity through the
maintenance of proper internal controls.
Village of North Palm Beach FY 2018 Adopted Budget Page 104 of 295
Finance FY 2018
The Director is responsible for: preparing and distributing the various financial reports of the Village;
overseeing quarterly financial analyses; tracking performance indicators and financial trends; establishing
standard operating procedures for the fiscal operation of the Village; tracking payment schedules; securing
financing for vehicles and large capital expenditures (e.g., leases, capital improvement projects, etc.), and
developing procedures for monitoring and facilitating timely debt payment. The Director is also responsible
for overseeing and supervising the risk management function associated with the Village’s Property/Casualty and
General Liability Insurance (The HR Director oversees the risk management function associated with Workers’
Compensation).
The Finance Manager assists the Director by overseeing the Finance Department’s day-to-day operations and
is responsible for financial reporting and internal controls.
The Country Club Accounting Clerk reports to the Finance Director and is responsible for processing and
recording financial transactions related to the Country Club. The Country Club Accounting Clerk is located in
the Finance Department.
The Department is responsible for the following functions:
Preparing, recording, analyzing and monitoring all of the Village’s financial transactions;
Preparing various Village financial reports;
Monitoring and improving all Village internal financial controls;
Verifying accuracy, completeness, legitimacy, and proper account recording for all Village
expenditures;
Ensuring that payment is remitted timely and accurately in accordance with Village procurement
policies;
Processing all payroll-related functions in accordance with federal, state & local guidelines as well as all
current union Collective Bargaining Agreements;
Reconciling quarterly pension statements and submitting all payroll reports;
Reconciling and tracking fifteen (15) different funds;
Overseeing Village-wide grant compliance to ensure complete, accurate grant reporting;
Overseeing the Village’s Inventory Control operations;
Supervising risk management for Property/Casualty & General Liability claims;
Preparing, implementing and monitoring the Village’s Annual Budget in accordance with all applicable
federal, state and local requirements; and
Coordinating and preparing the Annual Audit Report a/k/a CAFR (Comprehensive Annual Financial
Report) with the Village Auditor.
Personnel Changes
The personnel/title changes for Fiscal Year 2017/2018 are:
Addition of one (1) full-time Accounting Clerk position / Deletion of one (1) part-time Accounting
Clerk position
Village of North Palm Beach FY 2018 Adopted Budget Page 105 of 295
Finance FY 2018
Current Year Accomplishments and New Initiatives
During Fiscal Year 2016/2017, the Finance Department achieved the following new initiatives and goals for
improvement:
Facilitated the annual independent audit process resulting in an unqualified opinion;
Received the GFOA (Government Finance Officers Association) Distinguished Budget Award for the
8th consecutive year [previously this award had not been received since 1995];
Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 28th
consecutive year;
Completed and filed all federal, state, and local reports on a timely basis;
Completed monthly, quarterly and annual reports of Village fiscal affairs;
The FY17 budget document was reformatted to change the page layout from landscape orientation to
portrait in order to ensure consistent page configuration and presentation in an easier to read and
more user-friendly format; and
The budget summaries in the FY17 budget document were updated to include the dollar amount of
increase/ (decrease) in the budget and an explanation of the budget change.
Goals and Objectives
In the coming year, the Finance Department plans to achieve the following goals and objectives:
Council Goal:
Provide a sustainable financial base for the Village
Department Goal:
Maintain the Village’s financial systems in conformance with all state and federal laws, Generally
Accepted Accounting Principles (GAAP), and standards of the Governmental Accounting Standards
Boards (GASB) and the Government Finance Officers Association (GFOA).
Objectives:
a. Continue to facilitate the annual audit process ensuring that the Village maintains its compliance with
state and federal agencies, without exception, and that the financial statements are presented fairly and
accurately.
b. Facilitate the implementation of new accounting and auditing standards, as applicable, issued by the
Governmental Accounting Standards Board (GASB).
c. Prepare the annual budget in accordance with GASB requirements and timelines and the Florida Truth in
Millage (TRIM) regulations.
d. Maintain compliance with the GFOA in order to receive the GFOA Distinguished Budget Award and the
GFOA Certificate of Achievement Award.
Village of North Palm Beach FY 2018 Adopted Budget Page 106 of 295
Finance FY 2018
Department Goal:
Prepare a balanced budget that effectively addresses the Village’s goals, accurately reflects the
Village’s financial position, provides appropriate information to interested parties, and supports
sound financial decisions.
Objectives:
a. Provide services and reports related to resource allocation, fiscal analysis, and financial forecasting to
assist the Village Council, Village Manager, and Village departments in establishing priorities and
allocating resources appropriately.
b. Oversee and report on a timely and accurate basis all budgetary information in the Village’s annual
budget to ensure proper management and reporting of the Village’s fiscal resources.
c. Continue building and refining the Village’s budget information to facilitate a more comprehensive
review of the Village’s budget, which contributes to more effective policy discussions and decisions.
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.
Performance Measures
Goals, Objectives, and Measures
FY 2016
Actual
FY 2017
Projected
FY 2018
Estimated
Village Council Goal #1: Provide a sustainable financial base for the Village
Increase electronic transfers as method of payment to vendors
o Provide direct transfer of payments to vendors’ bank accounts,
reducing cost of checks and postage
Percent of vendor payments processed through
electronic funds transfer 7.57% 9.01% 9.83%
Provide effective information to the Village Council, citizens, and the
Government Finance Officers Associations (GFOA)
o Utilize best practices when preparing a communication device,
policy document, financial plan, and operations guide
Achievement of GFOA Award for Budget document Yes Yes Yes
Develop and adopt the Village’s annual budget prior to
September 30th of the preceding fiscal year Yes Yes Yes
Village of North Palm Beach FY 2018 Adopted Budget Page 107 of 295
Finance FY 2018
Departmental Workload Indicators
Performance
Measure
FY 2016
Actual
FY 2017
Projected
FY 2018
Estimated
Number of Purchase Orders issued 292 248 268
Number of Payroll Checks issued 6,102 5,342 5,352
Number of Accounts Payable Checks issued 5,081 4,947 4,947
Number of Accounts Payable Invoices processed 9,034 8,684 8,684
Number of Credit Card transactions 692 800 800
Number of 1099’s issued 101 105 105
Number of W-2’s issued 285 290 290
Number of Budget Amendments Processed 15 15 15
Number of EFT’s 416 490 539
The following charts illustrate some departmental workload indicators:
Village of North Palm Beach FY 2018 Adopted Budget Page 108 of 295
Finance FY 2018
Budget Summary
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 588,169 $ 532,781 10.40% $ 55,388 $674,916 $697,065
Operating
Advertising 250 250 0.00% 0 0 179
Books, Publications &
Subscriptions 100 300 -66.67% (200) 597 139
Conferences & Seminars 200 500 -60.00% (300) 0 120
Contractual Services 30,000 30,000 0.00% 0 27,336 23,954
Materials & Supplies 8,500 11,500 -26.09% (3,000) 8,182 11,257
Memberships & Dues 370 300 23.33% 70 645 1,673
Postage 100 100 0.00% 0 134 83
Printing & Binding 3,000 4,000 -25.00% (1,000) 1,680 3,656
Professional Services 1,000 1,000 0.00% 0 280 1,708
Travel & Training 15,600 200 7700.00% 15,400 591 53
Uniforms 0 0 0.00% 0 166 308
Other Operating Costs 0 0 0.00% 0 0 (0)
Total Operating Costs 59,120 48,150 22.78% 10,970 39,612 43,130
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $ 647,289 $ 580,931 11.42% $ 66,358 $714,528 $740,195
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs. The FY18 budget includes:
An anticipated salary increase of approximately 3.75% from performance-based merit increases for
non-union personnel;
A personnel expenditure increase reflecting the change of a part-time Accounting Clerk position to
full-time; and
An operating expenditure increase in additional software training to enhance operational efficiency.
Village of North Palm Beach FY 2018 Adopted Budget Page 109 of 295
Director of
Information
Technology
1 FT
Network Support
Specialist
1 FT
Technical Support
Specialist
1 FT
Summary FY 2018 FY 2017 Change
Full-Time 3 3 No Change
Part-Time 0 0 No Change
Information Technology FY 2018
Village of North Palm Beach FY 2018 Adopted Budget Page 110 of 295
Information Technology FY 2018
Mission Statement
It is the mission of the Information Technology Department to provide excellent, secure
infrastructure, effective and timely support, and innovation in the delivery of information
technology products and services.
Service Levels Narrative
The Information Technology (IT) Department provides Village staff with all information
technology-related assistance. Departmental responsibilities include daily data back-ups;
recovery, installation, and support of all desktop computers; network design, support and
troubleshooting; voice and data cabling; wireless video support; troubleshooting of Country Club
point-of-sale (POS) systems; web development and design; graphic arts and design; database
administration; PBX and VOIP phone system support; and support of all Public Safety Mobile
Data solutions. The IT Department also provides guidance to department heads on all
technology-related purchases.
The IT Department provides Village residents with services such as online golf tee-time
reservations, online registration for Parks and Recreation activities, and online public records
requests. The IT Department is continuing its efforts to provide additional, convenient online
services to our residents and business community through the design of an all new Village website.
The new website will offer a full customer service portal for Village residents, including checking the
status of building permits, reporting concerns and submitting payments for business tax receipts.
In addition to the duties already mentioned, the IT Department is also responsible for the
following functions:
Wireless Networking;
Installation and troubleshooting of video surveillance systems;
Ordering and implementation of new software and hardware related items;
Laserfiche support;
Employee training on Village software applications;
Police laptop repair and support;
Installation and troubleshooting of virtual servers;
Electronic public records requests;
Video surveillance evidence retrieval;
Mobile phones, air cards and Ipads; and
Enforcement of IT policies and procedures
Currently the IT Department is staffed with one (1) Director of Information Technology, one (1)
full-time Network Support Specialist, and one (1) full-time Technical Support Specialist. The IT
Director oversees and supervises all areas of the IT Department. The IT Director also enforces
all computer-related policies to protect the Village infrastructure and is in charge of
implementation and design of new technologies. The IT Director is also responsible for
coordinating and planning special IT-related projects with outside vendors and department heads.
Village of North Palm Beach FY 2018 Adopted Budget Page 111 of 295
Information Technology FY 2018
The Network Support and Technical Support Specialists assist the IT Director by completing day-to-
day work orders and responding to service calls throughout the Village. The Technical Support
Specialist also maintains IT-related inventory and is responsible for making sure all hardware,
software, and warranties are up-to-date.
Personnel Changes
There are no personnel/title changes for Fiscal Year 2017/2018.
Current Year Accomplishments and New Initiatives
During Fiscal Year 2016-2017, in addition to meeting all of its performance measures, the IT
Department accomplished a significant amount of special projects including:
Installation of additional License Plate Recognition cameras.
Upgrade all cameras and equipment at Village facilities to high definition.
Virtualization software upgrade to version 6.5.
Upgrade all Police laptops to Windows 10.
Upgraded Community Development location to fiber connectivity.
Implementation of new computer management software at the Village library.
Installation of Cisco POE network switches at all Village facilities for increased bandwidth
and security features.
Redesign of all Village IT equipment closets.
Redesign of Village network for new phone system.
Implementation of Archive social software to archive social media outlets for record
keeping.
Setup and implementation of Emergency Operations Center in Public Safety building.
Antivirus upgrade to latest version.
New audio and video system in Public Safety multi-purpose room.
Setup of crossmatch fingerprint scanners.
Implementation of disaster recovery plan for secure offsite data storage.
Implementation of ransomware filtering on web gateway.
Installation of new data drops at Community Development.
Implementation of Mobile field inspector application for Code Enforcement.
Installation of Active911 software for active monitoring of rescue calls.
Implementation of Windows SUS server for patches and security updates.
Installation of new Village-wide Avaya IP office phone system.
Installation of numerous desktop computers throughout Village.
Storage archiving to Amazon Cloud.
Laserfiche upgraded to version 10.2.1
continued on next page
Village of North Palm Beach FY 2018 Adopted Budget Page 112 of 295
Information Technology FY 2018
Goals and Objectives
In the coming year, the Information Technology Department plans to achieve the following goals
and objectives:
Council Goal:
Maintain a high quality of life and improve the overall appearance in the Village.
Department Goal:
Implement additional online services to Village residents through new Village website.
Objectives:
a. Maintain a Village website that provides Village residents with a customer service-oriented
web portal to interact with Village staff and stay up to date with all Village events and
activities.
b. Allow Village residents the capability to sign up for Village events and activities.
Council Goal:
Continuously improve the way the Village operates.
Department Goal:
Provide an economically efficient IT infrastructure for all Village operations.
Objectives:
a. Implement Tyler Munis Workflows to streamline financial processes.
b. Continue to modernize all data closets at Village facilities with latest technologies.
c. Continue to implement safeguards on Village network to prevent cyber attacks.
Council Goal:
Establish a long-term (10-year) capital plan.
Department Goal:
Plan IT-related capital expenses in accordance with Village’s established long-term capital
plan.
Objectives:
a. Proactively address IT infrastructure, maintenance and replacements needs.
b. Distribute IT capital expenses evenly over ten (10) year period to avoid year to year
fluctuation.
Village of North Palm Beach FY 2018 Adopted Budget Page 113 of 295
Information Technology FY 2018
Performance / Workload Measures
Performance
Measure
FY 2016
Actual
FY 2017
Projected
FY 2018
Estimated
Number of virus attacks on Village network 0 1 2
Virtualization of Village servers 16 20 22
Average number of yearly hits to Village website 174,739 190,542 225,000
IT Work Orders Completed 2105 2235 2300
Village Website Hits: As shown above, the new
Village Website continues to see a significant
increase in web traffic. More residents and visitors
are utilizing the website to stay current with Village
events. We have also seen an increase on residents
and visitors signing up to be notified on specific
Village business topics. The IT department strives
to create additional online resources and tools for
website visitors to utilize.
IT Work Orders: In 2016, the Information
Technology Department completed 2,105 IT-
related work orders (not including special projects
or server-related issues). As shown above, IT
work orders are projected to increase slightly next
year, mainly due to the renovation of the new
clubhouse at the Country Club and additional
computers throughout the Village. The
Information Technology Department performs
weekly quality assurance checks on servers and
camera systems, as well as testing disaster
recovery with daily backups.
Village of North Palm Beach FY 2018 Adopted Budget Page 114 of 295
Information Technology FY 2018
Budget Summary
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 338,809 $ 323,058 4.88% $ 15,751 $ 313,439 $ 260,281
Operating
Contractual Services 47,000 44,000 6.82% 3,000 27,783 98,077
Licenses & Fees 6,000 6,000 0.00% 0 7,855 3,413
Materials & Supplies 10,300 15,400 -33.12% (5,100) 57,173 13,090
Postage 25 25 0.00% 0 16 10
Professional Services 3,000 6,000 -50.00% (3,000) 531 44,322
Repairs & Maintenance 3,000 28,000 -89.29% (25,000) 2,744 1,707
Travel & Training 1,000 2,000 -50.00% (1,000) 0 0
Other Operating Costs 0 0 0.00% 0 0 25
Total Operating Costs 70,325 101,425 -30.66% (31,100) 96,101 160,645
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $ 409,134 $ 424,483 -3.62% $ (15,349) $ 409,540 $ 420,926
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily due to the decrease in operating costs:
An overall decrease in repairs and maintenance as compared to FY17 which included a one-time
purchase to upgrade the wireless camera system.
Village of North Palm Beach FY 2018 Adopted Budget Page 115 of 295
Village Attorney FY 2018
Mission Statement
To provide sound, effective, and timely legal advice and representation to the Village Council and Village
Administration.
Service Levels Narrative
The Village Attorney Office is contracted to the following outside law firms:
The firms of Leonard G. Rubin, P.A. and the Law Office of Glen J. Torcivia and Associates, P.A. have
served in the capacity of Village Attorney since 2006.
Jim Cherof of the law firm of Goren, Cherof, Doody and Ezrol, P.A. represents the Village as Labor
Attorney since 1997.
The Village Attorney’s office considers and responds to Village legal requirements and needs. The Village
Attorney represents the Village Council and Village Administration in matters of law pertaining to their
official duties; prepares and reviews ordinances, resolutions, agreements, contracts, and other documents;
advises on statutory matters; and conducts litigation.
The Village Labor Attorney represents the Village Council and Village Administration in labor relations
and collective bargaining matters.
During Fiscal Year 2009-2010, the Village transitioned from a Code Enforcement Board to a Special
Magistrate for the enforcement of Village Codes. The Special Magistrate alone now hears evidence, decides
cases, and addresses fines regarding cases advanced by the Code Enforcement Division of the Community
Development Department. The Special Magistrate is paid from the existing budget for Village Attorney-
related services, in lieu of the former arrangement, in which the Village Attorney served as legal counsel to
the Code Enforcement Board.
Thomas J. Baird, of the firm Jones, Foster, Johnston & Stubbs, P.A. has served in the capacity of Special
Magistrate since 2010.
Village of North Palm Beach FY 2018 Adopted Budget Page 116 of 295
Village Attorney FY 2018
Budget Summary
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Operating
Village Attorney $ 125,000 $ 125,000 0.00% $ 0 $102,062 $104,084
Legal Services - Special 10,000 10,000 0.00% 0 4,125 14,500
Legal Services - Labor 25,000 25,000 0.00% 0 7,246 19,815
Materials & Supplies 0 0 0.00% 0 0 524
Total Operating Costs 160,000 160,000 0.00% 0 113,432 138,923
Total Expenses $160,000 $ 160,000 0.00% $ 0 $113,432 $138,923
Explanation of Increase / (Decrease):
There is no change in total expenses.
Village of North Palm Beach FY 2018 Adopted Budget Page 117 of 295
Village Clerk
1 FT
Deputy Village
Clerk
1 FT
Administrative
Assistant
1 FT
Summary FY 2017 FY 2016 Change
Full-Time 3 3 No Change
Part-Time 0 0 No Change
Village Clerk FY 2017
Village of North Palm Beach FY 2018 Adopted Budget Page 118 of 295
Village Clerk FY 2018
Mission Statement
It is the mission of the Village Clerk to serve the Village Council and residents of North Palm Beach by
recording and preserving all proceedings of the Village Council.
Service Levels Narrative
The Village Clerk serves as Clerk of the Council. The Office of the Village Clerk is comprised of the
Clerk, Deputy Clerk, and Administrative Assistant, who provide the following services to the Village Council,
Administration, and residents:
Council agenda preparation, compilation, and distribution, including publication of agendas and backup
materials on the Village website and Council iPads;
Attendance at all Village Council meetings and transcription of minutes;
Legal advertisement and codification of ordinances; Execution and distribution of ordinances,
resolutions, agreements, contracts, and proclamations;
Administration of Village elections;
Records retention, including digital imaging, indexing and online publication in the electronic records
database, and records disposal in compliance with statutory requirements;
Code Enforcement Special Magistrate administrative support, including preparation, distribution, filing,
and recording of hearing notices, orders, liens, and lien releases;
Certification of Village liens and assessments in response to real property transactions;
Coordination and facilitation of public records requests;
Publication of advisory board vacancies, solicitation of new applicants, notification to board members
of appointments and term expirations, and preparation of associated reports;
Receipt of bids, attendance at bid openings, online publication of bids received by the Village, and
retention/disposition of bid records;
Publication of Council and advisory board meetings, public hearings, collective bargaining sessions, and
municipal election information in the Village Newsletter, on the website and Facebook, in newspapers
of general circulation, and posting of public notices;
Management of Council correspondence;
Coordination of Council registration and travel for FLC Conference and other events;
Notary public services;
Organization of Council special events, such as the annual Advisory Board Dinner, as well as special
recognition of residents or sports teams at Council meetings;
Preparation and distribution of Village Guide to Services informational packets to new residents; and
Coordination of the Village’s military support program in partnership with Support Our Troops USA, Inc.
Personnel Changes
There are no personnel/title changes for Fiscal Year 2017/2018.
Village of North Palm Beach FY 2018 Adopted Budget Page 119 of 295
Village Clerk FY 2018
Current Year Accomplishments and New Initiatives
During Fiscal Year 2016/2017, the Clerk’s office accomplished the following goals and initiatives:
Provided support and assistance to the Village Council and the Human Resources Department during
the search process for a new Village Manager.
Administered the March 14, 2017 Municipal Election. Duties include qualifying candidates and
receiving campaign finance reports; hiring poll workers, securing polling locations, legal advertising,
delivering ballots to the tabulation center, serving on the canvassing board, and coordinating election
activities with the Palm Beach County Supervisor of Elections.
Supported Village voters by providing information on the general and municipal election through the
newsletter and website. Election details provided on the website included information on qualifying as
a candidate for Village Council, candidates for Village Council, polling locations, and links to voter
registration, early voting, vote by mail, sample ballots, constitutional amendments, and candidates for
county, state, and federal office. Advertised the general and municipal elections on Facebook and the
Village Hall slideshow.
Assisted the AAUW (American Association of University Women) with “Meet the Candidates” event.
Created a Florida Legislature webpage to make it easier for citizens to access information on the
current session, view and track bills through the legislative process, and contact the elected officials
who represent North Palm Beach.
Promoted volunteers and public participation with articles and photos in the Newsletter; publicized
volunteer options such as assisting with special events or serving as an AARP Tax Aide Counselor;
recognized the service of advisory board members at Council meetings and during National Volunteer
Week; and coordinated the annual Advisory Board Dinner.
Used the Newsletter and Facebook to advertise new website options for receiving notification of
activities, events, meetings, agendas and minutes, as well as the ability to report and track concerns.
Enhanced communication with residents by improving and continuously updating 54 pages of content
on the website related to Council, Clerk, Elections, Advisory Boards, Public Hearings, Ordinances,
Public Records, and Community Calendars.
Reformatted the electronic agenda for Village Council meetings by including embedded links to agenda
supporting documents to make it more user-friendly.
Updated the Boards and Committees Handbook.
Published the Budget Workshop meeting schedule in the Newsletter, along with an article explaining
the budget process and encouraging residents to attend the meetings.
Served as Village liaison and Board member of Support Our Troops USA; publicized activities through
the newsletter/website/slideshow/Facebook, participated in packing days, and coordinated the use of
Village clerical, facility, and vehicle resources.
Fostered the professional development of staff through training and continuing education.
Village of North Palm Beach FY 2018 Adopted Budget Page 120 of 295
Village Clerk FY 2018
Goals and Objectives
In the coming year, the Village Clerk’s office plans to achieve the following goals and objectives:
Council Goal:
Continuously improve the way the Village operates
Department Goal:
Assess key work processes to determine what can be improved and implement improved procedures.
Objectives:
a. Create a more comprehensive Orientation Guide for elected officials.
b. Collaborate with Code Compliance Division to review and improve interdepartmental procedures for
Code Enforcement Special Magistrate Hearings.
c. Evaluate filing structure for electronic document storage in Laserfiche to simplify storage and retrieval of
long-term and permanent records.
Department Goal:
Encourage resident participation in Village Boards, programs and events.
Objectives:
a. Publicize volunteer opportunities via Facebook, the Village newsletter, website, and email notifications.
b. Promote volunteerism and public participation through articles and photos in the Village newsletter, local
newspaper, website, social media, and Village Hall slideshow.
c. Recognize volunteers at Council meetings and special events.
d. Provide information on public service options in the areas of recreational activities, leisure services, and
clerical assistance.
e. Assist Village Administration in scheduling joint Council/Board meetings to enhance communication.
Council Goal:
Maintain a high quality of life and improve the overall appearance in the Village
Department Goal:
Enhance communication with residents through mediums such as the Village Newsletter and website
and other digital communications.
Objectives:
a. Work with IT and new Communications Manager to further refine and improve the website to ensure
citizens have easy access to Village services and information through increased use of features such as
online forms, news updates, and photo galleries, as well as links to website content on Facebook.
b. Utilize website tools to ensure Council agendas, agenda backup documents, minutes, and recordings are
easy to access; ensure email/text notifications contain links to agendas and backup documents.
c. Review website statistics in order to measure the effectiveness of communications and gauge resident’s
level of interest in, and use of, online resources.
d. Issue public notices on Facebook in addition to traditional, legally-required methods.
e. Work with new Communications Manager to reformat and update the Village Guide to Services.
Village of North Palm Beach FY 2018 Adopted Budget Page 121 of 295
Village Clerk FY 2018
Performance / Workload Measures
Performance Measure FY 2016
Actual
FY 2017
Projected
FY 2018
Estimated
Council Meetings: Regular Session
Workshop Session
Special Session
Budget Workshop
22
12
11
8
22
14
12
7
22
15
8
7
Total Ordinances/Code Amendment ordinances 13/5 18/8 22/10
Total Resolutions/Resolutions approving contracts, leases, agreements 87/36 103/61 105/65
Code Enforcement Special Magistrate Hearings
Code Enforcement case files prepared
Code Enforcement liens recorded
Code Enforcement liens released
9
47
18
10
11
45
20
10
11
50
25
15
Newsletter articles, Website/Facebook/Lobby postings
promoting Village volunteers, volunteering, and civic involvement 79 65 80
Applications and inquiries received in Clerk’s Office
regarding Village boards and/or public service options 13 17 20
Public records provided within 1-5 business days of receipt 80.49%
132/164
57.00 %
69/120
57.00%
74/130
Public records provided the same day as requested 35.37%
58/164
30.00%
36/120
30.00%
39/130
Public records provided at no charge to requestor 73.78%
121/164
80.00%
96/120
80.00%
104/130
Website Subscriber Data FY 2016 effective 9/16/16 FY 2017 effective 8/25/17
AGENDAS
Village Council
and
Advisory Boards
208 subscribers for 11 Agendas
1. Council Regular Session .......................... 38
2. Council Workshop Session ...................... 31
3. Planning Commission .............................. 27
4. Waterways Board ..................................... 26
5. Golf Advisory Board ................................ 25
293 subscribers total for 13 Agendas
1. Council Regular Session........................... 59
2. Council Workshop Session ...................... 46
3. Planning Commission ............................... 39
4. Waterways Board ..................................... 34
5. Golf Advisory Board ................................ 29
CALENDARS
Village Council
Advisory Boards
Departments/Events
448 subscribers total for 17 Calendars
1. NPB Country Club ................................... 77
2. Recreation Events ..................................... 71
3. Parks & Recreation................................... 60
4. Village Council ......................................... 37
5. Library Events .......................................... 36
806 subscribers total for 17 Calendars
1. NPB Country Club .................................. 122
2. Recreation Events .................................... 100
3. Parks & Recreation .................................... 99
4. Village Council .......................................... 74
5. NPBCC Community Input Meeting ......... 69
Village of North Palm Beach FY 2018 Adopted Budget Page 122 of 295
Village Clerk FY 2018
The public may review or obtain
copies of records by searching the
online public records database or
by contacting the Clerk’s office or
relevant department. The Clerk’s
office acknowledges receipt of
requests for public records and
ensures that the requestor receives
documents in a timely manner.
Records that are available in a
digital format are provided at no
charge by email or on the website,
whenever feasible.
Title companies submit requests to the Clerk’s office for a
records search to determine if there are any outstanding
Village liens or assessments against a property. Liens may be
imposed for code enforcement violation fines or a property
may be subject to an assessment for water lines. The number
of lien certifications issued is a general indication of property
sales, refinances, or transfers of ownership.
2015
Actual
2016
Actual
2017
Projected
2018
Estimated
Total Requests 101 164 120 130
Provided 1‐5 busines days 87 132 69 74
Provided same day 49 58 36 39
Provided at no charge 86 121 96 104
0
40
80
120
160
Public Records Requests
470
578
470
550
FY 2015
Actual
FY 2016
Actual
FY 2017
Projected
FY 2018
Estimated
Lien Certifications
Village of North Palm Beach FY 2018 Adopted Budget Page 123 of 295
Village Clerk FY 2018
The Village website was completely redesigned in FY 2015 to improve communication and service delivery
to our residents through interactive tools and online access to Village staff, services, and resources.
Residents can sign up (subscribe) to receive news alerts and notifications of meetings and community events
via email and/or text message.
59
46
3934
29
86
Website Agenda Subscribers
Council Regular
Council Workshop
Planning Commission
Waterways Board
Golf Advisory Board
Other Agendas (8)
122
100
99
7469
342
Website Calendar Subscribers
NPB Country Club
Recreation Events
Parks & Recreation
Village Council
NPBCC Community Input Meeting
Other Calendars (17)
127
89
104
98
Website Newsflash Subscribers
Country Club
Elections and Voting
Police Department
Public Hearings
127
89
104
98
Website Notify Me Subscribers
New Clubhouse
Village Master Plan
Village Newsletter
Public Hearings
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 124 of 295
Village Clerk FY 2018
Budget Summary
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 344,291 $ 324,059 6.24% $ 20,232 $ 316,432 $ 293,214
Operating
Books, Publications &
Subscriptions 35 35 0.00% 0 22 22
Conferences & Seminars 925 650 42.31% 275 925 0
Contractual Services 5,000 5,000 0.00% 0 3,687 3,408
Election Expense 24,300 22,000 10.45% 2,300 270 45,905
Materials & Supplies 3,500 3,500 0.00% 0 2,303 3,922
Memberships & Dues 505 605 -16.53% (100) 575 602
Printing & Binding 600 600 0.00% 0 570 256
Professional Services 100 100 0.00% 0 0 65
Special Events 0 0 0.00% 0 766 0
Support Our Troops 0 0 0.00% 0 0 0
Travel & Training 1,410 1,920 -26.56% (510) 577 341
Uniforms 0 100 -100.00% (100) 27 0
Other Operating Costs 1,150 950 21.05% 200 475 1,426
Total Operating Costs 37,525 35,460 5.82% 2,065 10,198 55,947
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $ 381,816 $ 359,519 6.20% $ 22,297 $ 326,630 $ 349,161
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs:
An anticipated salary increase of approximately 3.75% from performance-based merit increases for
non-union personnel; and
An operating expenditure increase in election costs.
Village of North Palm Beach FY 2018 Adopted Budget Page 125 of 295
General Services – Village Hall FY 2018
Mission Statement
This Division of the General Fund is for the express purpose of accounting for expenditures related to
Village Hall that cannot be directly associated with or easily identified to any other particular
department/division. Some of the items accounted for within this Division include the following:
Village Newsletter
Village Historian
Village Hall Copier and Postage Machine Rental
Village Hall Utilities (Telephone, Electric, Water & Sewer)
General Supplies for Village Hall
Budget Summary
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Operating
Historian $ 0 $ 0 0.00% $ 0 $ 0 $ 399
Materials & Supplies 10,000 9,900 1.01% 100 6,526 5,952
Newsletter 44,000 44,000 0.00% 0 37,511 39,559
Postage 25,000 35,000 -28.57% (10,000) 23,932 22,311
Rental 5,605 6,268 -10.58% (663) 5,409 6,082
Repairs & Maintenance 0 1,245 -100.00% (1,245) 12,188 46,447
Utilities 21,429 22,625 -5.29% (1,196) 22,872 33,971
Other Operating Costs 80 80 0.00% 0 0 0
Total Operating Costs 106,114 119,118 -10.92% (13,004) 108,438 154,720
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $106,114 $ 119,118 -10.92% $ (13,004) $ 108,438 $ 154,720
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily due to a decrease in operating costs for postage.
Village of North Palm Beach FY 2018 Adopted Budget Page 126 of 295
Public Safety (Combined)FY 2018
Summary FY 2017 FY 2016 Change
Full-Time 62 60 +2
Part-Time 15 13 +2
Volunteers 25 34 -9
This is a combined organization
chart for Police and Fire. Please
refer to the organization charts
provided for each department in
the following pages.
Village of North Palm Beach FY 2018 Adopted Budget Page 127 of 295
Public Safety (Combined) FY 2018
Budget Summary
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $7,843,093 $7,377,573 6.31% $465,520 $7,794,826 $7,650,528
Operating
Advertising 180 180 0.00% 0 - 25
Books, Publications &
Subscriptions 2,600 2,150 20.93% 450 1,436 1,771
Conferences & Seminars 600 600 0.00% 0 379 930
Contractual Services 516,871 505,013 2.35% 11,858 426,640 399,882
Employee Relations 3,000 2,000 50.00% 1,000 1,044 1,585
Gas, Oil & Lubricants 142,200 149,600 -4.95% (7,400) 86,435 115,961
Law Enforcement Trust
(Operating) 0 0 0.00% 0 4,800 4,000
Licenses & Fees 9,666 11,666 -17.14% (2,000) 1,038 10,241
Materials & Supplies 242,700 237,820 2.05% 4,880 143,972 153,562
Memberships & Dues 4,140 4,275 -3.16% (135) 2,662 2,684
Postage 2,200 1,738 26.58% 462 1,191 1,341
Printing & Binding 4,000 4,350 -8.05% (350) 3,220 3,549
Professional Services 25,600 25,400 0.79% 200 25,139 15,597
Rental 29,950 23,350 28.27% 6,600 20,677 18,647
Repairs & Maintenance 154,500 115,500 33.77% 39,000 105,273 92,519
Travel & Training 69,060 68,110 1.39% 950 55,492 46,196
Uniforms 64,000 61,000 4.92% 3,000 53,108 51,318
Utilities 92,147 98,507 -6.46% (6,360) 92,412 97,398
Other Operating Costs 80 80 0.00% 0 0 0
Total Operating Costs 1,363,494 1,311,339 3.98% 52,155 1,024,917 1,017,205
Capital
Capital Outlay 0 0 0.00% 0 27,405 16,640
Total Expenses $9,206,587 $8,688,912 5.96% $517,675 $8,847,148 $8,684,373
Note: The Public Safety services performed by the Village include: police, fire and emergency medical
services. The combined budget summary above is for illustrative purposes only. Increases or decreases in
total expenses are indicated on each department’s individual budget summary.
Village of North Palm Beach FY 2018 Adopted Budget Page 128 of 295
Police FY 2018
Sergeant 1 FT
Police Officer (K-9) 1 FT
Police Officer (Marine Unit) 1 FT
Police Officer (Motor) 3 FT
Records Clerk 1 FT
Police Service Aide 1 FT
School Crossing Guards 14 PT (+2 PT)
Volunteers:
• Reserves 19 (-4)
• Non-Sworn 5
• Explorer 1 (-5)
Chief of Police
1 FT
Captain
2 FT
Operation
Division /
Patrol
Operations Support
Division / Criminal
Investigations
Sergeant 4 FT
Police Officer 15 FT (+2 FT)
Summary FY 2018 FY 2017 Change
Full-Time 38 36 +2
Part-Time 15 13 +2
Volunteers 25 34 -9
Administrative
Coordinator
1 FT
CALEA Manager / Captain
Professional Standards
1 PT
Sergeant 1 FT
Detective 3 FT
Detective (Crime Scene) 1 FT
Crime Analyst 1 FT
Clerical
Specialist
1 FT
Note: The changes in this department are primarily a result of:
• The addition of a NET (Neighborhood Enhancement Team) to
resolve quality of life issues in the Village neighborhoods, in
collaboration with Fire Rescue, Code Compliance and Public
Works.
• Additional Crossing Guards due to the increased student
population.
• Recruiting efforts are on-going for Volunteer programs
Village of North Palm Beach FY 2018 Adopted Budget Page 129 of 295
Police FY 2018
Mission Statement
It is the mission of the Police Department to provide the highest quality of police services by maintaining
respect for individual rights and human dignity and by empowering residents and the community to work in
partnership with the goal of improving the quality of life within the Village of North Palm Beach.
Service Levels Narrative
The Police Department consists of thirty-one (31) police officers, a Records Clerk, a Clerical Specialist, a
Police Service Aide, a Crime Intelligence Analyst and an Administrative Coordinator. The Department
currently has thirteen (13) part-time personnel (one who serves as the CALEA Manager/Captain of
Professional Standards and twelve (12) School Crossing Guards). There are nineteen (19) Reserve Officers
and five (5) non-sworn volunteers. The Patrol squads work a twelve-hour shift schedule and Records and
Administration personnel work an eight hour shift, with a minimum staffing requirement to provide
appropriate law enforcement coverage.
The Police Chief serves as part of the Village management team reporting to the Village Manager and is
responsible for the overall operation and performance of all Police personnel. The Chief communicates on a
regular basis with the Village Manager, other Village Department Directors and Village Council on all
police-related matters.
The Administrative Coordinator is responsible for all secretarial duties required by the Police Chief. The
Coordinator also performs duties related to payroll, purchasing, and Criminal Justice Standards and Training
Commission requirements.
The Police Department consists of three (3) functional areas:
Operations/Patrol
Operations Support/Detective Squad and Special Operations
Professional Standards/ Training/Internal Affairs/Accreditation
Each functional area is commanded by a Police Captain who is responsible for overseeing: Patrol, the
Detective Squad, Special Operations, Records, and other administrative duties. The current organizational
structure has streamlined internal communications and processes, thereby improving responsiveness and
overall customer service.
Patrol consists of four (4) squads assigned to work two (2) shifts with a minimum of four (4) Police Officers
assigned to each team. The minimum staffing level is three (3) Police Officers and one (1) Police Sergeant
for each squad to provide the necessary coverage 24-hours per day.
The Detective Squad consists of a Police Detective Sergeant, a Criminal Intelligence Analyst, three (3)
Police Detectives, and a Police Detective/Crime Scene Technician. They are primarily assigned to
investigate and process evidence of both crimes against property and persons and to analyze criminal
activity, allowing the Department to maximize the use of personnel to prevent and deter criminal activity.
Professional Standards consists of the Internal Affairs function, the Training function, and the CALEA
Accreditation function.
Village of North Palm Beach FY 2018 Adopted Budget Page 130 of 295
Police FY 2018
The Village of North Palm Beach, known as a boating community, has a number of waterways within its
jurisdiction. Since the Village borders Lake Worth, the Intracoastal Waterway and the Earman River, a
Marine Unit is deployed to provide for the safety of the boating public and to investigate any marine-related
issues.
A Police Sergeant is certified as a crime prevention practitioner and is responsible for coordination of
community programs, residential and business security surveys.
The Police Department continues to work diligently to improve training programs with the realization that by
providing staff with the best training possible, their performance will be enhanced and the delivery of
services will be improved. The Training Section is exploring new initiatives for police officer development;
and the Department now hosts regional classes to provide them the tools to be successful. Police Officers
receive regular high liability training, along with various other classes to develop their abilities.
The Police Department continues to closely monitor its response to traffic crashes within the Village.
Because citizen safety is paramount, the Department is always looking for ways to decrease traffic crashes.
An analysis of accident data identifies causation, frequency, location, and time of day, affording the
Department with the necessary information to properly focus its education and enforcement efforts. In
addition, the Department deploys traffic monitoring devices to pinpoint and verify traffic complaint issues.
This proactive approach enables the Department to maximize the use of police resources and to have the
greatest impact on the identified problem areas.
The Department’s fully functional crime scene component, which began with the conversion of a retired
EMS vehicle and the assignment of a trained investigator, continues to develop. The Crime Scene van has
the needed equipment to process almost any scene and to collect evidence that may assist in the apprehension
of a suspect or suspects. The vehicle is also outfitted to serve as a mobile command post if the need arises.
The Department continues to research methods for staff to work “smarter” not necessarily “harder.”
Information Technology personnel worked with community policing officers to deploy surveillance
technology at key locations to assist the Department with crime prevention and detection. Each police
vehicle is equipped with a laptop for report writing and easy access to intelligence information.
In April 2017, the North Palm Beach Police Department completed the third national re-accreditation on-site
assessment. The Department was re-accredited for a four year assessment cycle at the July 2017 Commission
Conference.
The Police Department continued to participate in the re-accreditation process, which began nine (9) years
ago after receiving the initial accreditation in 2008. The core accreditation team continued the daunting
challenge of reviewing and ensuring compliance with all policies as well as completing inventories and task
analyses to bring the Department into compliance with the high standards set by CALEA.
By choosing to be accredited through CALEA, the Police Department voluntarily accepted the challenge to
meet the most rigorous set of standards designed for law enforcement in the United States. The Police
Department agreed to meet all the standards applicable to the largest size agency defined by CALEA and to
prove compliance with those standards on a continual basis through documentation and inspection.
Inspections occur both internally and every four (4) years. Effective April 2017, inspections will be
Village of North Palm Beach FY 2018 Adopted Budget Page 131 of 295
Police FY 2018
conducted annually by a team of law enforcement professionals selected by CALEA from non-bordering
jurisdictions.
CALEA standards apply to patrols, investigations, administration, crime prevention, property and evidence,
the Reserves, the Explorers programs, and all other areas of police operations.
The following community programs are supported by police personnel:
Explorer Program
The Explorer program focuses on individuals between the ages of 14 and 21. The participants are introduced
to the many facets of law enforcement and emergency services. The Explorers work hand-in-hand with the
Police Officers and assist them in community policing. The program is directed toward people who have an
interest in the field of law enforcement. Each Explorer must meet certain requirements before being accepted
into the program. The program currently has one (1) participant.
Police Officer Reserve Program
The Police Officer Reserve program is established for Florida Certified Law Enforcement Police Officers
who have an interest in serving this community as part of the North Palm Beach Police Department. The
program currently has nineteen (19) Reserve Police Officers, with openings for an additional thirteen (13)
officers.
Volunteers in Policing
A trained group of volunteers assist with recent victim re-contact in the detective squad and other
administrative tasks throughout the agency. This program currently has five (5) participants.
Security Surveys/Home and Business
The Department’s specially trained community policing officers provide free residential and business
security surveys to reduce the chances of a break-in at a residence or business. A police officer provides tips
about door locks, alarm systems; lighting, landscaping, and other areas that may help prevent the property
owner from becoming a victim. The Department completed fifteen (15) security surveys in 2016.
Trespass Program
This program allows business owners to sign an affidavit giving consent for police officers to act as an agent,
thereby giving them the authority to request people to vacate the premises. After the affidavit is signed, the
owner installs (at their own expense) specifically worded “No Trespass” signs in visible locations throughout
the property. Police Officers advise persons found on the premises that failure to leave the area may result in
arrest. Currently there are forty five (45) properties involved in this program.
Alert Program
Crime and information bulletins are distributed to residents and business owners to notify them of current
crime trends and prevention strategies. The philosophy is to create an atmosphere of awareness that reduces
the chances of residents and business owners becoming victims of crime. These prevention strategies are
accomplished by a park, walk and talk technique and by distributing flyers, faxes, and e-mails. The Department
distributed twenty two hundred (2,200) flyers in 2016.
Village of North Palm Beach FY 2018 Adopted Budget Page 132 of 295
Police FY 2018
Gun Lock Program
Free gun locks are provided to residents to keep their homes safe through secured firearms. The Department
distributed one hundred and seventy five (175) gun locks in 2016.
Community Participation Meetings
Police Officers’ conduct crime prevention meetings throughout the community to learn and discuss what
problems may be occurring and ways to help one another combat crime. This is an open dialogue between
all parties involved in hopes of finding solutions to issues. This program also helps to organize
neighborhoods into Crime Watch groups. The Department conducted three hundred (300) meetings in 2016.
Neighborhood Watch Meetings
Preventing crime in the community is a shared responsibility between the police and residents.
Neighborhood Watch has been entrusted with the responsibility of empowering Village residents to keep
their neighborhoods safe. Safe neighborhoods and crime prevention education for Village residents is the
Department’s challenge and goal. The program encourages Village citizens to become actively involved with
the Department through practicing crime prevention techniques and reporting crime or suspicious activity.
The Department attended seven (7) meetings throughout 2016.
Safety Awareness Training Seminars
The concept behind Safety Awareness training is to empower individuals and to encourage them to work as a
team with police officers. Participants are taught how crime prevention relates to them and how to anticipate and
recognize their crime-risk potential. Citizens are educated and provided information on a variety of topics,
including personal safety, child safety, internet safety, gun safety, identity theft, and how to protect their home
and vehicle from burglary. The Department conducted nineteen (19) seminars in 2016.
Workers On Watch (WOW)
This program encourages the many employees of the Village to remain vigilant and immediately report any
suspicious activity to the police. This program is a cooperative effort between the Department and the other
entities within the Village to help prevent crime and assist with quality of life issues. The department
conducted two (2) Workers on Watch meetings held at Public Works in 2016.
Child Identification Program
This program is designed to promote the safety of children by focusing on prevention strategies. The equipment
allows the capture of a child’s contact data, medical information, photograph and fingerprints. This allows law
enforcement to provide quick and accurate response in the event of a crisis. A total of fifty (50) children were
fingerprinted in 2016.
SmartWater Program
This is a new program implemented to address residential, auto and vessel burglaries. The Police Department
purchased kits that were distributed to residents to safeguard their personal property and aid in the recovery
of stolen property.
Transitional Neighborhood Team (TNT)
There are currently seventeen (17) members of TNT which include one (1) Commander, two (2) Team Leaders,
two (2) Police Detectives/Logistics and twelve (12) Operators.
Village of North Palm Beach FY 2018 Adopted Budget Page 133 of 295
Police FY 2018
Personnel Changes:
The personnel/title changes for Fiscal Year 2017/2018 are:
Addition of two (2) Police Officers
Addition of two (2) Crossing Guards
Volunteers
Recruiting efforts underway to increase the number of Reserve Police Officers
Recruiting efforts underway to increase the number of Explorers
Additional Purchases
Add one (1) Un-marked police vehicle with the police package, for the (2) Police Officers
Current Year Accomplishments and New Initiatives
During Fiscal Year 2017/2018, the Police Department achieved the following new initiatives and
improvement goals:
Increased community participation/meetings:
0
100
200
300
400
500
2014 2015 2016 Projected 2017
Increased code enforcement actions:
0
10
20
30
40
50
60
2014 2015 2016 2017
Code Citations
Code Warnings
Code Related NTA
Arrests
Village of North Palm Beach FY 2018 Adopted Budget Page 134 of 295
Police FY 2018
ANNUAL REPORT INFORMATION
Increase in overdose cases.
Biased based policing report.
Use of force analysis.
Transitional Neighborhood Teams (TNT) consisting of seventeen (17) members of TNT which include
one (1) Commander, two (2) Team Leaders, two (2) Police Detectives/Logistics and twelve (12)
Operators and a code enforcement officer working part-time towards the goal of addressing those
transitional neighborhoods identified through crime trends and quality of life issues as being at-risk
portions of the community.
Addressed Section 8 housing fraud in partnership with HUD and the County housing authority, yielding
positive results in removing felons from the NPB community.
Increased traffic enforcement in targeted transitional neighborhoods, leading to other offense
enforcement.
Became truant interdiction partners with school police and parents, engaging truants who become at risk
for committing property crimes when absent from school.
Goals and Objectives
In the coming year, the Police Department plans to achieve the following goals and objectives:
Council Goal:
Maintain a high quality of life and improve the overall appearance of the Village.
Department Goal:
Provide for a safe and secure community.
Objectives:
a. Improve and maintain Village waterways as a unique Village asset
The Police Department submitted the Palm Beach County Manatee Law Enforcement grant as an
opportunity to increase law enforcement presence on the Village waterways.
b. Maintain ratio of UCR Part I crimes reported at current clearance rate.
c. Enhance communication with residents through mediums such as the Village Newsletter and website and other
forms of communications.
Community Meetings have replaced the traditional Neighborhood Watch program. This has allowed for
several pockets within the Village to connect and address community policing based initiatives.
d. Enhance traffic safety for Village residents through education and enforcement efforts to reduce crashes.
Participating in the FDOT Grant that covers the High Visibility Enforcement program for pedestrians and
bike safety.
e. Maintain participation with community groups through meetings, events, and resident participation.
f. Focus on transitional neighborhoods, using both community policing philosophies and transitional
neighborhood team initiatives to reduce crime and improve the quality of life.
The Citizen Response Survey is made available to residents that would like to participate or have
suggestions for improvement within the organization.
g. Continue to pursue the pedestrian and bicycle safety enforcement grant to aid in funding the project to improve
pedestrian and bicycle safety through education and enforcement.
h. Continue to inform the public of safety messages and announce upcoming events displayed on the message
board.
Village of North Palm Beach FY 2018 Adopted Budget Page 135 of 295
Police FY 2018
Council Goal:
Continuously improve the way the Village operates.
Department Goal:
Utilize all Police resources to partner with Community Development and Code Compliance, to assist
with education and enforcement efforts towards nuisance abatement.
Objectives:
a. Deploy TNT (Transitional Neighborhood Team) to address areas in initial decline and take a leadership role in the
coordination of the interdepartmental program (Neighborhood Enhancement Team) to resolve quality of life
concerns in Village’s neighborhoods.
b. Improve communication with businesses, encouraging participation of businesses in Village events.
Watch Commander Liaisons continue to engage high risk businesses within the Village which include
Sober Homes, Motel and Lodging establishments, and Massage Parlors in an effort to encourage open
dialogue and deter criminal activity.
c. Increase business outreach through directed patrols and business closing programs.
d. Continue educational efforts with Village residents on code requirements with emphasis on quality of life issues.
e. License Plate Reader’s installed to reduce criminal activity and to assist in enforcement and apprehension.
Council Goal:
Provide a sustainable financial base for the Village.
Departmental Goal:
Increase civilian and sworn volunteer personnel.
Objectives
a. Continue the 3-year plan to move cars and monitor mileage to prevent a bow wave of expenditures.
b. Partner with the United States Department of Justice in the BVP Grant opportunity (Bulletproof Vest
Partnership) to defray the departmental cost to purchase ballistic vests annually.
c. Increase community knowledge of the special detail opportunities within the Village.
d. Seek graduating college students as interns to utilize within the department for administrative tasks.
e. Attempt to secure equipment from outside surplus equipment in order to offset agency cost.
f. Utilize reserve officers, police explorers, and volunteer civilian staff as a cost efficient alternative to full
time employees.
Council Goal:
Maintain and improve all recreational facilities of the Village.
Departmental Goal:
Increase directed patrols.
Objectives
a. Deploy directed patrols to address quality of life issues in the parks.
b. Maintain a high level of appearance and condition of Village parks and recreational facilities, including the
Country Club.
The department continues to provide presence through directed patrol and citizen contact at all Village
Parks and community fields.
c. Apply Crime Prevention through Environmental Design concepts in neighborhood parks.
Village of North Palm Beach FY 2018 Adopted Budget Page 136 of 295
Police FY 2018
Council Goal:
Implement the pay for performance system.
Departmental Goal:
Develop strategies to address any anticipated subject matters that may affect the Village and the PBA
(Police Benevolent Association) / CBA (Collective Bargaining Agreement).
Objectives:
a. Partner with the Human Resources Department and the PBA (Police Benevolent Association) on
implementation of pay for performance.
Council Goal:
Implement the Master Plan for business economic development in our commercial corridors and
community development in our neighborhoods.
Departmental Goal:
Identify grant opportunities.
Objectives:
a. Law Enforcement support through grant funding opportunities continues to remain a priority within the
organization. The Bulletproof Vest Project (BVP), Florida Department of Transportation (FDOT)
Pedestrian Enforcement and Palm Beach County Manatee Enforcement grant applications have been
submitted.
Council Goal:
Establish programs to create a “family-feel” within the organization.
Departmental Goal:
Develop leadership capabilities.
Objectives:
a. Law Enforcement Resilience Training for all command staff and police officers. Continued training and
development programs.
Performance / Workload Measures
Performance
Measure
FY 2016
Actual
FY 2017
Projected
FY 2018
Estimated
Community Policing Contacts 1,335 1,400
1,500
Enforcement Contacts 4,800 5,471
5,570
Number of code compliance issues 20 18
15
Increase number of warnings issued for
traffic stops 2,065 2,115
2,120
Reduce traffic crash reports 364 210
150
Village of North Palm Beach FY 2018 Adopted Budget Page 137 of 295
Police FY 2018
Crime Statistics
Jan 2015 Jan 2016
+ / -
%
Actual Cases Dec 2015 Dec 2016 Change
Murder 0 0 0 0% 0
Sexual Assault 1 0 -1 -100% 0
Robbery 1 2 1 100% 2
Aggravated Assault 9 8 -1 -11% 8
Aggravated Stalking 0 1 1 100% 1
Stolen Vehicle 14 17 3 21% 17
Burglary to Residence 27 33 6 22% 33
Burglary Non- Residence 10 11 1 10% 11
Burglary to Vehicle 50 38 -12 -24% 38
Theft 85 74 -11 -13% 74
TOTALS: 197 183 -14 -7% 183
Arrests: 277 233 -44 -16% 233
10 Year Statistics (Jan – Dec)
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Murder 0 0 0 0 0 0 0 0 0 0
Sexual Assault 1 2 1 1 0 2 0 4 1 0
Robbery 14 10 16 9 9 13 6 5 1 2
Aggravated Assault 15 9 21 14 10 4 8 10 9 8
Stolen Vehicle 26 16 14 22 14 11 8 20 14 17
Burglary to Residence 64 50 51 66 39 64 38 59 27 33
Burglary Non Residence 0 20 34 14 17 14 7 16 10 11
Burglary to Vehicle 45 77 70 55 31 44 33 58 50 38
Theft 116 136 124 139 131 106 105 135 85 74
TOTALS: 281 320 331 320 251 258 205 307 197 184
Village of North Palm Beach FY 2018 Adopted Budget Page 138 of 295
Police FY 2018
Budget Summary
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $4,648,909 $ 4,252,008 9.33% $ 396,901 $ 4,597,368 $ 4,606,274
Operating
Advertising 180 180 0.00% 0 0 25
Books, Publications &
Subscriptions 500 700 -28.57% (200) 131 516
Conferences & Seminars 600 600 0.00% 0 379 930
Contractual Services 480,871 468,813 2.57% 12,058 393,092 366,673
Employee Relations 3,000 2,000 50.00% 1,000 1,044 1,585
Gas, Oil & Lubricants 118,000 118,000 0.00% 0 73,314 98,146
Law Enforcement Trust 0 0 0.00% 0 4,800 4,000
Licenses & Fees 8,166 8,166 0.00% 0 993 8,479
Materials & Supplies 176,700 174,920 1.02% 1,780 87,073 102,014
Memberships & Dues 2,800 3,000 -6.67% (200) 1,905 1,780
Postage 300 150 100.00% 150 119 125
Printing & Binding 3,500 3,500 0.00% 0 2,702 3,145
Professional Services 10,000 10,000 0.00% 0 9,669 0
Rental 27,200 20,600 32.04% 6,600 18,394 16,791
Repairs & Maintenance 77,000 68,000 13.24% 9,000 53,451 53,475
Travel & Training 38,500 38,500 0.00% 0 31,851 24,510
Uniforms 32,000 32,000 0.00% 0 27,818 26,138
Utilities 15,150 13,300 13.91% 1,850 12,280 11,430
Other Operating Costs 0 0 0.00% 0 0 0
Total Operating Costs 994,467 962,429 3.33% 32,038 719,014 719,759
Capital
Capital Outlay 0 0 0.00% 0 27,405 16,640
Total Expenses $ 5,643,376 $ 5,214,437 8.23% $ 428,939 $ 5,343,786 $ 5,342,673
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs, with the primary contributing factor
being personnel costs. The FY18 budget includes:
An anticipated salary increase of approximately 3.75% from performance-based merit increases for non-union
personnel and negotiated increases for PBA-eligible employees as negotiated in their collective bargaining
agreements;
A personnel expenditure increase reflecting two (2) additional full-time police officers and two (2) additional
part-time School Crossing Guards.
Village of North Palm Beach FY 2018 Adopted Budget Page 139 of 295
Summary FY 2018 FY 2017 Change
Full-Time 24 24 No Change
Part-Time 0 0 No Change
Volunteers 18 18 No Change
Fire Chief
1 FT
District Chief
1 FT
Fire Lieutenants
3 FT
Driver/Engineer EMT
1 FT
Driver/Engineer Medic
2 FT
Firefighter/Paramedic
15 FT
Volunteer
Firefighters
18
Senior Fire Inspector
1 FT
Fire Rescue FY 2018
Village of North Palm Beach FY 2018 Adopted Budget Page 140 of 295
Fire Rescue FY 2018
Mission Statement
It is the mission of the Fire Rescue Department to provide exceptional life safety services through the
delivery of quality, professional fire suppression, emergency medical services, fire code enforcement and
community education.
Department Structure
The Fire Rescue Department is composed of a fire chief, district chief, a senior fire inspector, three (3) fire
rescue lieutenants, three (3) driver/engineers, fifteen (15) firefighter/paramedics and eighteen (18) volunteers.
The Fire Chief serves as part of the Village management team reporting to the Village Manager. The Fire
Chief manages the resources of the Fire Rescue Department, performing administrative duties such as budget
preparation and long-term planning. The Fire Chief coordinates with other Village departments, most often
Community Development, to minimize conflicts between code issues that might affect projects within the
Village. The Fire Chief responds to emergency incidents and may serve in any capacity up to and including
incident commander during a man-made or natural disaster.
The District Chief serves as training officer and liaison to other fire and EMS organizations. As such, the
District Chief represents the Department at various countywide association meetings. The District Chief
arranges training required to maintain certification and skills, and maintains the training records necessary to
comply with county and state laws. The District Chief serves as the department safety officer and, as such,
coordinates with the department safety committee. Further, the District Chief supervises the Lieutenants and
serves as a command officer at emergency operations.
The Senior Fire Inspector is responsible for all annual existing business inspections as well as inspecting new
construction for code compliance. The Senior Fire Inspector also reviews all building plans and permits for
code compliance. Additionally, the Senior Fire Inspector may provide initial origin and cause investigation at
fire scenes, assists with pre-fire plans and serves on the safety committee.
The Fire Rescue Lieutenants are responsible for the day-to-day operations: responding to emergency calls,
in-house training drills and station maintenance. The Lieutenants are also called upon to provide
public/group tours of the fire station and present fire safety information to school groups and citizen
organizations. Each Lieutenant is also assigned a specific task; inventory maintenance, fleet and facility
overview, or pre-fire plan maintenance as examples. The Lieutenants are each assigned a six-personnel shift;
one being a driver/engineer. The driver/engineer is responsible for apparatus operation and
apparatus/equipment maintenance and also steps up to the lieutenant role when necessary. Each shift works
a 24-hour on-duty/48-hour off-duty schedule with each member having an additional scheduled day off
every three (3) weeks, averaging out to a 48-hour work week. Mandatory minimum daily staffing is five (5)
people, with two (2) on a rescue/ambulance and three (3) on a fire engine.
Volunteers are required to hold the same certifications as career personnel: Firefighter II and EMT or
paramedic certification. Volunteers are also required to attend at least two (2) monthly fire drills and ride a
minimum of twenty-four (24) hours per month with career personnel. They can be assigned any duty for which
they are certified and can supplement, but never replace, career personnel.
Village of North Palm Beach FY 2018 Adopted Budget Page 141 of 295
Fire Rescue FY 2018
Personnel Changes
There are no personnel/title changes for Fiscal Year 2017/2018.
Current Year Accomplishments and New Initiatives
During Fiscal Year 2016/2017, the Fire Rescue Department achieved the following new initiatives and goals
for improvement:
Recertified all personnel in Advanced Cardiac Life Support (ACLS).
Recertified all personnel in CPR.
Served as a host location for the annual countywide Hands-only CPR training event.
Received an EMS Grant to purchase three (3) video laryngoscopes and one (1) automatic cardiac
compression device.
Instituted biweekly fitness training sessions for shift personnel.
Instituted a revised decontamination policy for personal protective equipment following the guidelines
from the UM Firefighter Cancer Research Study to limit exposure for our personnel.
Conducting lieutenant promotional exam to fill vacancy created through retirement.
Conducting driver/engineer promotional exam to create eligibility list which had expired and is
required by the IAFF CBA.
Participated in a number of Village and countywide events including Annual Safety Fair, Heritage Day,
9/11 Remembrance Ceremony, and Veterans Day Ceremony.
Goals and Objectives
In the coming year, the Fire Rescue Department plans to achieve the following goals and objectives:
Council Goal:
Maintain a high quality of life in the Village
Department Goal:
Maintain a response time that meets or exceeds the countywide standard of eight (8) minutes 80% of
the time.
Objectives:
a. Conduct operational readiness drills to enhance staff speed in deployment and overall readiness.
b. Conduct map and area familiarization drills with staff monthly.
Department Goal:
Maintain personnel proficiencies at a high level in all aspects of emergency response work our
department engages.
Objectives:
a. Conduct regularly scheduled in-house training to maintain job skills.
b. Offer and encourage advanced educational opportunities.
c. Provide a multi-discipline, multi-agency training program.
Village of North Palm Beach FY 2018 Adopted Budget Page 142 of 295
Fire Rescue FY 2018
Council Goal:
Implement & maintain a long-term (10-year) capital plan
Department Goal:
Restructure apparatus types and their replacement schedules to better manage capital expenditures
while maintaining service levels.
Objectives:
a.Replace quintuplet fire apparatus with an engine/pumper in FY 2019, saving approximately $400,000.
b. Maintain a three (3) engine fleet – with a seven-year rotation.
c.Maintain a two (2) rescue fleet – with a five-year rotation.
Performance / Workload Measures
Performance
Measure
FY 2016
Actual
FY 2017
Projected
FY 2018
Estimated
N.P.B. Average Response Time* 5.26 5.27 5.30
Personnel training hours 5,062 5,100 5,200
5.26
5.27
5.30
5.24
5.26
5.28
5.30
Response Time by Year
FY 2016 FY 2017 FY 2018
*Response Times: As depicted in the above
graph, the average response time is well below the
eight-minute county maximum limit. Increases are
anticipated due to call volume.
5,062 5,100
5,200
4,900
5,000
5,100
5,200
Personnel Training Hours
FY 2016 FY 2017 FY 2018
Personnel Training Hours: This graph depicts
current training pattern. With recertifications
scheduled bi-annually and tri-annually, planned
training hour cycles are scheduled accordingly.
Trends and Future Needs
In an effort to be better prepared to serve the future needs of the Village, Fire Rescue has been studying past
trends to project what short-term (3-5 year) adjustments to our service plan will keep us ahead of the curve.
We are referring to this as our Triennium Study as we have looked at patterns in three year increments
starting in 2002. We chose 2002 as this was the time the Fire and EMS Divisions merged making data
collection less cumbersome.
Village of North Palm Beach FY 2018 Adopted Budget Page 143 of 295
Fire Rescue FY 2018
2002‐2004 2005‐2007 2008‐2010 2011‐2013 2014‐2016
Total Calls 4043 4450 4716 4973 5865
Increase 407 266 257 892
% Change 10%6%5%18%
Triennium Emergency Responses
As you can see, from 2002 to 2016 our total calls have increased by 45%, usually in small increments
averaging 10% per period until 2014-2016 when it almost doubled with an 18% increase. This increase
corresponds with an increase in automatic aid calls our units are responding to outside the Village.
In 2002-2004, Village units responded outside the Village 31 times (less than 1% of our total responses). The
following year, 2005, we executed a Tri-party automatic aid agreement between Palm Beach County Fire
Rescue, Palm Beach Gardens and the Village. In the first period of this agreement 8% of our responses were
outside the Village; by 2014-2016 that has almost doubled to 15%. Please don’t misunderstand; this is still a
very valuable agreement for the Village.
2002‐2004 2005‐2007 2008‐2010 2011‐2013 2014‐2016
In Village 4012 4073 4154 4411 4999
% of total 99% 91% 88% 89% 85%
Outside 31 377 562 562 866
% of Total 0.80% 8% 12% 11% 15%
Triennium Automatic Aid Given Responses
Our automatic aid partners provide responses in to the Village at a rate equal to what we provide to them.
They provide additional units for single-incident responses when Village assets are inadequate; they provide
response to the Village when our units are busy on other calls within the Village; and, they respond into the
Village when our units are on a call outside the Village and unavailable. In addition, the availability of these
responders, along with the countywide dispatch center, affords us a low Insurance Services Office (ISO)
classification of 2 that reduces homeowner and business property insurance rates throughout the Village.
2002‐2004 2005‐2007 2008‐2010 2011‐2013 2014‐2016
Given 31 377 562 562 866
Received 36 333 602 551 838
Automatic Aid Given vs Received
However, our partners response areas are growing and their call volumes are increasing exponentially. This
often results in their closest units not being immediately available to respond into the Village. Of late, it has
not been unusual for our automatic aid units to come from as far west as Jog Road and north from Jupiter.
Response times exceeding 10-minutes have not been unheard of due to extended travel distance. We
anticipate this trend to continue as more planned developments are populated.
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 144 of 295
Fire Rescue FY 2018
2002‐2004 2005‐2007 2008‐2010 2011‐2013 2014‐2016
Average
Response
Times 4:53 4:38 4:50 5:25 5:19
Automatic
Aid Only
Responses
No Auto
Aid Only
Calls 7:59 7:12 7:13 7:26
Average Response Times vs. Automatic Aid Only
Response Times
At its inception in 2005, the Countywide Fire Service Level of Service Standard called for each fire rescue
department to staff, at minimum, two (2) fire engines, each with a crew of three (3), and two (2) rescues,
each with a crew of two (2), or, as an alternate, have an interlocal agreement with neighboring fire rescue
departments to provide all or a portion of this minimum. The Village chose to staff one (1) fire engine with a
three (3) member crew and one (1) rescue with a two (2) member crew, and then entered into the Tri-party
agreement to provide additional resources.
In the twelve years since the original Tri-party agreement was established, our neighbors have expanded
their response areas and population served; this trend is not anticipated to slow. The Village has experienced
a forty-five (45%) percent increase in responses during this same period. If these trends continue, as
anticipated, our neighbors will not be capable of providing additional resources to the Village in the same
timely manner as in the past. The Village must consider becoming more self-reliant for multiple fire rescue
responses.
Working under the assumption that these trends continue, Fire Rescue would recommend the following
actions to provide the additional service:
Staff one additional fire engine and one additional rescue with an either/or crew.
This either/or crew would staff the appropriate apparatus depending on the situation.
An addition of twelve (12) personnel would be required to add three (3) per shift giving consideration
for planned leave time.
One (1) additional rescue vehicle would need to be purchased.
Modifications to the existing fire station to accommodate the additional personnel.
Based on current costs, budget would increase as outlined below:
Additional personnel would add approximately $1.2mil reoccurring salary & benefits, and
Approximately $120,000 in reoccurring operating costs.
A fully-equipped rescue vehicle would be a capital expense of approximately $450,000, and
Approximately $15,000 in reoccurring operating costs.
Station modifications to accommodate the additional personnel would be a one-time expense of
approximately $15,000.
Fire Rescue will continue tracking these trends, but we feel it is incumbent on us to inform you now. We
have a high degree of confidence that if these trends continue, it will be necessary, within the next three (3)
years, to increase our resources to continue providing services at the high level our residents and guests have
become accustom to and deserve.
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 145 of 295
Fire Rescue FY 2018
Budget Summary
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase
/ decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 3,194,184 $3,125,565 2.20% $ 68,619 $ 3,197,458 $ 3,044,254
Operating
Books, Publications &
Subscriptions 2,100 1,450 44.83% 650 1,305 1,256
Contractual Services 36,000 36,200 -0.55% (200) 33,548 33,209
Gas, Oil & Lubricants 24,200 31,600 -23.42% (7,400) 13,121 17,815
Licenses & Fees 1,500 3,500 -57.14% (2,000) 45 1,762
Materials & Supplies 66,000 62,900 4.93% 3,100 56,899 51,549
Memberships & Dues 1,340 1,275 5.10% 65 757 904
Postage 500 150 233.33% 350 113 61
Printing & Binding 500 850 -41.18% (350) 518 404
Professional Services 15,600 15,400 1.30% 200 15,470 15,597
Rental 2,750 2,750 0.00% 0 2,283 1,856
Repairs & Maintenance 47,500 47,500 0.00% 0 25,064 11,778
Travel & Training 30,560 29,610 3.21% 950 23,641 21,686
Uniforms 32,000 29,000 10.34% 3,000 25,289 25,180
Utilities 2,000 2,000 0.00% 0 1,306 810
Other Operating Costs 0 0 0.00% 0 (0) 0
Total Operating Costs 262,550 264,185 -0.62% (1,635) 199,360 183,867
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $ 3,456,734 $3,389,750 1.98% $ 66,984 $ 3,396,819 $ 3,228,121
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to the increase in personnel costs. The FY18 budget includes:
An anticipated salary increase of approximately 3.75% from performance-based merit increases for non-union
personnel and negotiated increases for IAFF-eligible employees as negotiated in their collective bargaining
agreements.
Village of North Palm Beach FY 2018 Adopted Budget Page 146 of 295
General Services – Public Safety Building FY 2018
Mission Statement
This Division of Public Safety is for the express purpose of accounting for expenditures related to the Public
Safety Building that cannot be directly associated with or easily identified to Police or Fire Rescue. Some of
the items accounted for within this Division include the following:
Postage
Utilities (Telephone, Electric, Water and Sewer)
General Supplies
General Repairs and Maintenance.
Budget Summary
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Operating
Postage $ 1,400 $ 1,438 -2.64% $ (38) $ 959 $ 1,156
Repairs & Maintenance 30,000 0 0.00% 30,000 26,758 27,265
Utilities 74,997 83,207 -9.87% (8,210) 78,826 85,158
Other Operating Costs 80 80 0.00% 0 0 0
Total Operating Costs 106,477 84,725 25.67% 21,752 106,543 113,579
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $ 106,477 $ 84,725 25.67% $ 21,752 $ 106,543 $ 113,579
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to one-time costs associated with repair and maintenance of the Public
Safety building.
Village of North Palm Beach FY 2018 Adopted Budget Page 147 of 295
Public Works FY 2018
Director of Public
Works
1 FT
Fleet & Facilities
Division
Sanitation
Division
Streets &
Grounds
Division
Mechanical Systems Coordinator 1 FT
Trades Mechanic 3 FT
Vehicle Mechanic 2 FT
Supervisor
1 FT
Supervisor
1 FT
Supervisor
1 FT
Driver / Operator 11 FT
Collector 7 FT
Equipment Operator 2 FT
Sr. Irrigation Tech 1 FT
Irrigation Tech 1 FT
Grounds Maintenance Worker 1 FT
Street Maintenance Worker 2 FT
Summary FY 2018 FY 2017 Change
Full-Time 37 36 +1
Part-Time 0 0 No Change
Administrative
Coordinator
1 FT
Public Works
Manager
1 FT (+1 FT)
Note:
The following change is being
made to manage new programs
and projects to better serve the
community and residents:
• Addition of one (1) Public
Works Manager to coordinate
and oversee a variety of new
tasks, programs and projects
such as accreditation, asset
management, stormwater
permit compliance, ROW
monitoring, safety and
emergency preparedness.
Village of North Palm Beach FY 2018 Adopted Budget Page 148 of 295
Public Works FY 2018
Mission Statement
The Department of Public Works is committed to developing and implementing strategies that advance the
policies, goals, and objectives established by the Mayor and Council of the Village of North Palm Beach. It
is our responsibility to preserve and protect the Village's major investment in its infrastructure so that we
may realize the maximum possible benefit of its intended purpose. In the performance of our duties, we will
constantly strive to efficiently manage resources and achieve the most effective results. A professional
atmosphere is to be maintained through continuing education, training, and adherence to safety principles.
Additionally, we will continue to educate management, elected officials, and the public of the importance of
Public Works and the impact of their decisions.
Service Level Narrative
Public Works is comprised of four (4) divisions: Public Works Administration; Fleet and Facility
Maintenance; Street and Grounds Maintenance; and Sanitation. It is the responsibility of each of these
divisions to implement capital improvement initiatives and Village infrastructure maintenance projects while
focusing on the daily needs, concerns, and safety of Village residents.
The Public Works Administration is comprised of the Director of Public Works, a Public Works Manager,
and an Administrative Coordinator. The Director of Public Works oversees and supervises all areas of the
Public Works Department and provides professional managerial oversight to the Department. The Director is
responsible for staffing, scheduling, budgetary controls, and maintaining appropriate customer service levels
in the Department while overseeing the workflow of staff. The Director enforces Village and departmental
policies and guidelines to ensure adequate safety procedures are followed and staff is operating as efficiently
and effectively as possible.
The Public Works Manager plans, organizes, coordinates and oversees assigned Public Works activities,
functions and projects, and provides highly complex and responsible administrative and management
assistance to the Public Works Director. Work in this position is characterized by the Department-wide scope
of major Public Works operations, or functions in assigned areas, and by responsibility for a variety of tasks,
programs and projects.
The Administrative Coordinator assists the Director with the day-to-day operations of the Department,
including processing payroll and invoices, correspondence with contractors and consultants, scheduling
meetings, performing research, office management, and answering inquiries from the public.
The Fleet and Facility Maintenance Division is comprised of one (1) Supervisor, one (1) Mechanical
Systems Coordinator, three (3) Trades Mechanics, and two (2) Vehicle Mechanics.
The Vehicle Mechanics maintain and repair vehicles and equipment utilized by Public Safety, Community
Development, Public Works, and Parks & Recreation Departments to ensure that all Village owned vehicles
are maintained at or above levels recommended by manufacturers. Village owned fleet and equipment
consists of 85 licensed vehicles, numerous pieces of specialty vehicles (e.g. kubota, front-end loader, bobcat,
carts, trailers, etc.), and small equipment (e.g. chain saws, generators, grinders, pumps, etc.)
Village of North Palm Beach FY 2018 Adopted Budget Page 149 of 295
Public Works FY 2018
The Mechanical Systems Coordinator and Trades Mechanics are responsible for the repair, maintenance, and
overall appearance of Village buildings and facilities which include the Village Hall, Public Safety, Library,
Community Center, Anchorage Park and Marina, Osborne Park, Lakeside Park, Public Works Complex,
Tennis Facility, Country Club Clubhouse, Country Club Golf Pro Shop, Country Club Restaurant and Bar,
Country Club Administrative Offices, Country Club Mechanics Shop, and all Village maintained street lights
(173 out of 628 street lights). In addition, the staff of this division constructs and assembles furniture,
completes minor office remodeling, monitors building operations, performs preventive maintenance and
makes electrical, lighting, and plumbing repairs, as well as repairs to HVAC equipment and to street lights.
The Sanitation Division currently consists of one (1) Supervisor, eleven (11) Sanitation Driver/Operators,
and seven (7) Sanitation Collectors.
The Sanitation Division provides residential side door refuse collection on the following schedule:
Monday – Garbage, Trash, and Bulk Items
Tuesday – Vegetation
Wednesday - Garbage, Trash, and Bulk Items
Thursday – Vegetation and Recycling
Friday - Garbage, Trash, and Bulk Items
The Sanitation Division provides dumpster service to multi-family buildings 3-days a week for garbage and once
a week for recycling. The commercial dumpsters are collected on various days throughout the week, cardboard is
collected twice a week, and recycling once per week.
The Village’s Monday through Friday (5-days a week) sanitation service is one of the highest level of
services provided in Palm Beach County when compared with other municipalities.
The Streets and Grounds Maintenance Division is comprised of one (1) Supervisor, two (2) Equipment
Operators, two (2) Street Maintenance Workers, one (1) Grounds Maintenance Worker, one (1) Senior
Irrigation Technician, and one (1) Irrigation Technician.
The Street Maintenance staff is responsible for the maintenance and repair of the infrastructure throughout
the Village. Work includes patching potholes, repair and replacement of sidewalks, repair or replacement of
traffic signs, addressing line of sight issues at intersections, maintenance of the Village stormwater drainage
system, and administration of National Pollutant Discharge Elimination System (NPDES) permitting,
inspection and reporting requirements.
The Grounds Maintenance staff oversees the work of the landscape contractors who are responsible for all
landscape maintenance of Village properties, including the various parks. They also install new vegetation
as part of the Village’s revitalization program. Additional responsibilities include the replacement of
landscape material that is damaged as the result of automobile accidents or vandalism.
Village of North Palm Beach FY 2018 Adopted Budget Page 150 of 295
Public Works FY 2018
Personnel Changes
The personnel/title changes for Fiscal Year 2017/2018 are:
Addition of one (1) full-time Public Works Manager position (employee was transferred from the
Purchasing Division)
Current Year Accomplishments and New Initiatives
Filled the vacant Director of Public Works position.
U.S. Route One landscape median improvements.
Village-wide street sign replacement.
Landscape contract divided into Landscaping/Grounds and Bermuda Turf.
Recovery efforts on Community Center athletic fields.
Started Anchorage Park Master Plan and grant improvements.
Started transition from sanitation jitneys to kubotas.
Continued sanitation transition from rear-end load trucks to front-end load trucks.
Transitioned from sanitation rear-end dumpsters to front-end dumpsters.
Completed sanitation route baseline analysis and began implementing efficiencies.
Community Center HVAC RTU replacement.
Fuel management hardware and software system upgrades.
Began utilizing Facility Dude inventory management software.
Started a Department safety program.
Completed roof replacements at Public Works and the Library.
Implemented a Florida friendly fertilizer ordinance.
Goals and Objectives
Council Goal:
Provide a sustainable financial base for the Village.
Department Goal:
Review stormwater funding practices and possible impact of implementation in the Village.
Objectives:
a. Establish a reliable and dedicated funding source for needed stormwater system maintenance and
improvements.
b. Evaluate funding models, including stormwater fees, that are fair and equitable for all Village properties.
c. Review the use of non-ad valorem special assessment options for creation of a stormwater enterprise fund
utility.
Council Goal:
Maintain a high quality of life and improve the overall appearance in the Village.
Department Goal:
Complete the Earman River Pump Station reconstruction.
Village of North Palm Beach FY 2018 Adopted Budget Page 151 of 295
Public Works FY 2018
Objectives:
a. Ensure a reliable irrigation water source for the North Palm Beach Country Club, U.S. Route One medians,
Lighthouse Drive medians, Lakeside Park, Osborne Park, Village Hall, Library and Public Safety.
b. Investigate connecting the Earman River irrigation system to the Seacoast reclaimed water system at the
North Palm Beach Country Club to create redundancy in the irrigation system.
c. Evaluate ways to use the Earman River irrigation water more efficiently and effectively.
Department Goal:
Complete all needed repairs to the Lighthouse and Monet Bridges.
Objectives:
a. Utilize the annual FDOT inspection reports to perform all recommended maintenance and repairs on the
bridges.
b. Review options for the replacement of the Lighthouse Bridge.
c. Determine a funding source, scope and schedule for the Lighthouse Bridge replacement.
Department Goal:
Restart an asphalt paving program.
Objectives:
a. Utilize the Pavement Condition Report and software to prioritize street projects in order to achieve the desired
Pavement Condition Index (PCI).
b. Provide interactive opportunities for all citizens to participate in street planning.
c. Begin funding milling and paving projects annually.
Department Goal:
Begin stormwater collection system improvements.
Objectives:
a. Utilize the stormwater collection system inventory to begin televising pipes and structures to determine
condition.
b. Meet the National Pollutant Discharge Elimination System (NPDES) permitting, inspection and reporting
requirements.
c. Begin prioritizing needed stormwater capital improvement projects.
Department Goal:
LED Street, pedestrian and area lighting.
Objectives:
a. Continue to work with FPL to transition all street lights from HPS (High Pressure Sodium) to LED (Light
Emitting Diode).
b. Negotiate with FPL to transition all street light ownership from the Village to FPL.
c. Incorporate LED lighting into all new construction projects, including Anchorage Park Improvements.
Village of North Palm Beach FY 2018 Adopted Budget Page 152 of 295
Public Works FY 2018
Council Goal:
Maintain quality of all recreational facilities of the Village.
Department Goal:
Finalize the Anchorage Park Master Plan and complete grant funded improvements.
Objectives:
a. Provide interactive opportunities for all citizens to participate in the Master Plan process.
b. Construct new seawall, docks, athletic field, kayak launch, observation decks, picnic facility and lighting.
c. Evaluate options and secure an additional irrigation source with adequate water quality and quantity to better
maintain all turf.
Department Goal:
Maintain all athletic fields, parks and facilities in good condition.
Objectives:
a. Closely monitor and manage the Athletic Field Bermuda Turf Maintenance contract to ensure the fields
are healthy, lush, and aesthetically pleasing.
b. Closely monitor and manage the Landscaping and Grounds Maintenance contract to maintain healthy
turf, shrubs, trees and plants that present a clean, neat, and professional appearance.
c. Incorporate appropriate landscaping into all new construction projects, such as the Anchorage Park
improvements.
Council Goal:
Build a new Country Club Clubhouse.
Department Goal:
Assist Village Manager, Council, other Departments and the Community with the Clubhouse construction.
Objectives:
a. Attend meetings and provide input on construction items directly related to Public Works, e.g. facility
maintenance.
b. Provide manpower and/or resources as needed and appropriate to assist with the construction, e.g. moving
Village staff into temporary facilities and salvaging old Clubhouse building materials.
c. Review of new Country Club landscaping and related maintenance contract to determine if some
elements should be incorporated into other landscape contract(s) when rebid in the future.
Council Goal:
Implement the Master Plan for business economic development in our commercial corridors and
community development in our neighborhoods.
Department Goal:
Assist Village Manager, Council, other Departments and the Community with the Master Plan
implementation.
Village of North Palm Beach FY 2018 Adopted Budget Page 153 of 295
Public Works FY 2018
Objectives:
a.Attend meetings and provide input on the key recommendations of the Master Plan related to Public
Works, e.g. redefining U.S. Route One and improving Prosperity Farms Road.
b.Investigate the creation of a stormwater utility and its benefit to the Village as it seeks to implement the
Master Plan, e.g. planning and construction benefits.
c.Attend meetings and provide input on any programmatic approaches pursued, e.g. infrastructure programs
and landscaping & beautification programs.
Council Goal:
Continuously improve the way the Village operates.
Department Goal:
Identify opportunities to engage consultants to supplement Village staff.
Objectives:
a.Draft RFQ and select a short list of consultants for Village use to include landscape architects and traffic
engineers/planners.
b.When appropriate, piggyback on other agency consultant contracts to save time and money while
ensuring the best possible consultant for each individual project are selected.
Department Goal:
Achieve and maintain Public Works Department American Public Works Association (APWA)
accreditation.
Objectives:
a.Select and train a Self Assessment Program Manager.
b.Start a Department self assessment utilizing the APWA “Public Works Management Practices Manual”.
c.Work with other Village Departments, namely Human Resources and Finance, to develop needed
policies, procedures, and documentation to secure accreditation.
Council Goal:
Complete the implementation of the Pay for Performance System.
Department Goal:
Review all Department of Public Works job descriptions and performance evaluation forms.
Objectives:
a.Review and update as appropriate all Department of Public Works job descriptions in coordination with
the Department of Human Resources.
b.Provide recommendations on how to improve the Employee Performance Evaluation forms.
c.Participate in management/employee workgroups to establish performance measures.
Village of North Palm Beach FY 2018 Adopted Budget Page 154 of 295
Public Works FY 2018
Council Goal:
Implement and maintain a long-term (10-year) capital improvement plan.
Department Goal:
Assist Village Manager, Council, other Departments and the Community with the development of a long-
term Capital Improvement Plan (CIP).
Objectives:
a.Provide recommendations to improve how the Village plans, accounts and documents capital
improvement projects within the CIP.
b.Provide detailed capital improvement project scopes with the best budget estimates available.
c.Transition from the current 10-year planning horizon to a 5-year timeframe in order to provide a
more reliable and financially feasible plan.
Council Goal:
Establish programs to create a “family-feel” within the organization.
Department Goal:
Build teamwork and trust within the Department of Public Works.
Objectives:
a.Continue to encourage open and effective communication between all Public Works employees, other
Village Departments and the public.
b.Continue to implement Department safety program with a core focus on employee health and safety while
conducting safety training at least once per month.
c.Continue open door policy, weekly leadership team meetings, monthly Division staff meetings, and
implementing employee suggestions as appropriate.
Performance / Workload Measures
Performance
Measure
FY 2016
Actual
FY 2017
Projected
FY 2018
Estimated
Service Work Orders (Facility Dude) 2,500 2,700 2,900
Fuel Consumption (Gallons/Full Fleet) 68,000 76,000 85,000
Solid Waste Collection (tons) 8,526 8,070 8,300
Paper & Cardboard Recycling (tons) 785 948 933
Glass & Plastic Recycling (tons) 549 612 600
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 155 of 295
Public Works FY 2018
Service Work Orders: Public Works service work
order management system that is interactive and
allows for work projection and trend analysis.
Fuel Consumption: The above graph illustrates
the entire Village fleet of vehicles and assorted
pieces of machinery and equipment. Public Works
vehicle purchases made in FY 2014 (and going
forward) replace older vehicles with more fuel-
efficient models.
7,500
8,000
8,500
9,000
FY 2016
Actual
FY 2017
Projected
FY 2018
Estimated
8,527
8,070 8,300
Solid Waste Collection (Tons)
Solid Waste Collection: This chart depicts the
number of tons of garbage and trash collected on an
annual basis.
0
500
1,000
FY 2016
Actual
FY 2017
Projected
FY 2018
Estimated
786
948 933
Paper & Cardboard (Tons)
Paper & Cardboard Recycling: The above
graph indicates that more individuals are making a
conscientious effort to reduce the amount of
recyclable material that eventually ends up at the
landfill.
500
550
600
650
FY 2016
Actual
FY 2017
Projected
FY 2018
Estimated
550
612 600
Glass & Plastic Recycling (Tons )
Glass & Plastic Recycling: As referenced earlier,
the indicators support the conclusion that
individuals are making a conscientious effort to
help to reduce the amount of recyclable material
that eventually ends up at the landfill.
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 156 of 295
Public Works FY 2018
Budget Summary (Public Works combined)
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $2,786,323 $ 2,597,618 7.26% $ 188,705 $ 2,588,043 $2,570,847
Operating
Advertising 1,000 1,000 0.00% 0 189 169
Conferences & Seminars 6,750 6,500 3.85% 250 1,589 0
Contractual Services 904,850 721,800 25.36% 183,050 682,516 654,584
Employee Relations 1,000 150 566.67% 850 - 111
Equipment Rental 9,050 9,000 0.56% 50 956 6,461
Gas, Oil & Lubricants 104,750 113,000 -7.30% (8,250) 75,021 86,757
Licenses & Fees 7,875 12,850 -38.72% (4,975) 7,015 8,855
Materials & Supplies 469,000 407,050 15.22% 61,950 338,797 312,293
Memberships & Dues 1,150 1,100 4.55% 50 1,001 374
NPEDS Permitting 15,000 15,000 0.00% 0 10,622 11,876
Postage 400 500 -20.00% (100) 554 525
Printing & Binding 525 500 5.00% 25 557 1,044
Professional Services 141,800 155,000 -8.52% (13,200) 17,461 92,356
Repairs & Maintenance 459,000 349,000 31.52% 110,000 198,671 164,590
Solid Waste Disposal 99,100 97,000 2.16% 2,100 127,948 149,483
Travel & Training 15,050 13,700 9.85% 1,350 2,916 1,835
Uniforms 19,750 10,400 89.90% 9,350 14,869 10,815
Utilities 184,931 191,045 -3.20% (6,114) 184,974 182,165
Other Operating Costs 700 450 55.56% 250 351 498
Total Operating Costs 2,441,681 2,105,045 15.99% 336,636 1,666,007 1,684,791
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $5,228,004 $ 4,702,663 11.17% $ 525,341 $ 4,254,050 $4,255,638
Note: The Public Works Department is responsible for maintaining the Village’s infrastructure and all
Village green space and includes the following divisions: Administration, Facility Services, Vehicle
Maintenance, Streets and Grounds and Sanitation. The combined budget summary above is for illustrative
purposes only. Increases or decreases in total expenses are indicated on each division’s individual budget
summary.
Village of North Palm Beach FY 2018 Adopted Budget Page 157 of 295
Public Works FY 2018
Budget Summary (Public Works Administration)
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 317,052 $ 214,875 47.55% $ 102,177 $ 213,724 $ 204,556
Operating
Conferences & Seminars 1,500 1,500 0.00% 0 1,589 0
Contractual Services 30,000 27,000 11.11% 3,000 30,395 21,986
Employee Relations 1,000 150 566.67% 850 0 111
Licenses & Fees 0 0 0.00% 0 6,715 7,775
Materials & Supplies 4,525 2,550 77.45% 1,975 3,663 40,605
Memberships & Dues 1,150 1,100 4.55% 50 1,001 374
Postage 400 500 -20.00% (100) 554 525
Printing & Binding 525 500 5.00% 25 557 1,044
Professional Services 5,000 70,000 -92.86% (65,000) 2,770 4,189
Travel & Training 4,150 4,000 3.75% 150 1,876 795
Uniforms 0 0 0.00% 0 0 0
Utilities 18,968 21,368 -11.23% (2,400) 21,337 21,980
Other Operating Costs 275 250 10.00% 25 158 159
Total Operating Costs 67,493 128,918 -47.65% (61,425) 70,614 99,543
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $ 384,545 $ 343,793 11.85% $ 40,752 $ 284,338 $ 304,098
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to the increase in personnel costs. The FY18 budget includes:
An anticipated salary increase of approximately 3.75% from performance-based merit increases for
non-union personnel;
A personnel expenditure increase reflecting the addition of one (1) full-time Public Works Manager
position.
Village of North Palm Beach FY 2018 Adopted Budget Page 158 of 295
Public Works FY 2018
Budget Summary (Facility Services)
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 341,669 $ 323,684 5.56% $ 17,985 $ 312,503 $ 307,850
Operating
Conferences & Seminars 1,500 1,250 20.00% 250 0 0
Contractual Services 148,000 150,000 -1.33% (2,000) 121,397 123,732
Professional Services 0 25,000 -100.00% (25,000) 7,095 2,366
Equipment Rental 1,550 1,500 3.33% 50 54 184
Gas, Oil & Lubricants 8,250 11,000 -25.00% (2,750) 6,651 9,584
Licenses & Fees 5,150 8,150 -36.81% (3,000) 75 318
Materials & Supplies 41,125 37,250 10.40% 3,875 34,451 38,215
Repairs & Maintenance 187,250 165,500 13.14% 21,750 103,407 102,863
Solid Waste Disposal 27,000 27,000 0.00% 0 23,165 24,784
Travel & Training 2,300 2,200 4.55% 100 0 0
Uniforms 2,500 1,300 92.31% 1,200 1,982 1,284
Other Operating Costs 225 200 12.50% 25 193 339
Total Operating Costs 424,850 430,350 -1.28% (5,500) 298,469 303,669
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $ 766,519 $ 754,034 1.66% $ 12,485 $ 610,972 $ 611,519
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to the increase in personnel costs. The FY18 budget includes:
An anticipated salary increase of approximately 3.75% from performance-based merit increases for
non-union personnel and negotiated increases for FPE-eligible employees as negotiated in their
collective bargaining agreement.
Village of North Palm Beach FY 2018 Adopted Budget Page 159 of 295
Public Works FY 2018
Budget Summary (Vehicle Maintenance)
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 267,662 $ 230,677 16.03% $ 36,985 $ 229,216 $198,070
Operating
Conferences & Seminars 1,250 1,250 0.00% 0 0 0
Contractual Services 4,350 4,200 3.57% 150 2,366 2,027
Gas, Oil & Lubricants 1,500 2,000 -25.00% (500) 1,359 741
Licenses & Fees 725 700 3.57% 25 225 762
Materials & Supplies 196,800 192,750 2.10% 4,050 181,971 145,452
Repairs & Maintenance 63,000 52,500 20.00% 10,500 30,507 30,301
Travel & Training 2,750 2,500 10.00% 250 0 (125)
Uniforms 2,250 1,250 80.00% 1,000 2,082 1,117
Utilities 325 300 8.33% 25 252 270
Other Operating Costs 0 0 0.00% 0 0 0
Total Operating Costs 272,950 257,450 6.02% 15,500 218,761 180,547
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $ 540,612 $ 488,127 10.75% $ 52,485 $ 447,977 $378,616
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs, with the primary
contributing factor being personnel costs. The FY18 budget includes:
An anticipated salary increase of approximately 3.75% from performance-based merit increases for
non-union personnel and negotiated increases for FPE-eligible employees as negotiated in their
collective bargaining agreements;
A change in insurance coverage for an employee who previously opted out of the health plan;
Increased cost for materials and supplies for internal repairs to the Village’s fleet of vehicles;
Increased cost for repairs and maintenance performed by outside shops.
Village of North Palm Beach FY 2018 Adopted Budget Page 160 of 295
Public Works FY 2018
Budget Summary (Sanitation)
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $1,378,335 $ 1,362,433 1.17% $ 15,902 $1,404,229 $1,419,726
Operating
Conferences & Seminars 1,250 1,250 0.00% 0 0 0
Contractual Services 2,500 12,500 -80.00% (10,000) 11,808 4,516
Gas, Oil & Lubricants 85,000 90,000 -5.56% (5,000) 61,586 68,804
Materials & Supplies 10,950 10,500 4.29% 450 15,170 15,841
Repairs & Maintenance 40,000 0 0.00% 40,000 0 0
Solid Waste Disposal 72,100 70,000 3.00% 2,100 104,783 124,699
Travel & Training 2,050 2,000 2.50% 50 0 0
Uniforms 10,000 6,250 60.00% 3,750 8,347 6,599
Other Operating Costs 100 0 0.00% 100 0 0
Total Operating Costs 223,950 192,500 16.34% 31,450 201,695 220,458
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $1,602,285 $ 1,554,933 3.05% $ 47,352 $1,605,924 $1,640,185
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs, with the primary
contributing factor being operating costs. The FY18 budget includes:
An anticipated salary increase of approximately 3.75% from performance-based merit increases for
non-union personnel and negotiated increases for FPE-eligible employees as negotiated in their
collective bargaining agreements;
Increased cost for repair and maintenance of Dumpsters, Carry Cans and Engines.
Village of North Palm Beach FY 2018 Adopted Budget Page 161 of 295
Public Works FY 2018
Budget Summary (Streets and Grounds Maintenance)
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 481,605 $ 465,949 3.36% $ 15,656 $ 428,372 $ 440,646
Operating
Advertising 1,000 1,000 0.00% 0 189 169
Conferences & Seminars 1,250 1,250 0.00% 0 0 0
Contractual Services 720,000 528,100 36.34% 191,900 516,550 502,323
Equipment Rental 7,500 7,500 0.00% 0 902 6,277
Gas, Oil & Lubricants 10,000 10,000 0.00% 0 5,425 7,628
Licenses & Fees 2,000 4,000 -50.00% (2,000) 0 0
Materials & Supplies 215,600 164,000 31.46% 51,600 103,543 72,179
NPEDS Permitting 15,000 15,000 0.00% 0 10,622 11,876
Professional Services 136,800 60,000 128.00% 76,800 7,596 85,801
Repairs & Maintenance 168,750 131,000 28.82% 37,750 64,757 31,425
Travel & Training 3,800 3,000 26.67% 800 1,040 1,165
Uniforms 5,000 1,600 212.50% 3,400 2,457 1,815
Utilities 165,638 169,377 -2.21% (3,739) 163,386 159,916
Other Operating Costs 100 0 0.00% 100 0 (0)
Total Operating Costs 1,452,438 1,095,827 32.54% 356,611 876,467 880,574
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $ 1,934,043 $ 1,561,776 23.84% $ 372,267 $ 1,304,839 $1,321,220
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs, with the primary
contributing factor being operating costs. The FY18 budget includes:
An anticipated salary increase of approximately 3.75% from performance-based merit increases for
non-union personnel and negotiated increases for FPE-eligible employees as negotiated in their
collective bargaining agreements;
Increased cost for the landscaping and grounds maintenance contract;
An increase in operating cost relating to preventative repair and maintenance to Village streets and
grounds.
Village of North Palm Beach FY 2018 Adopted Budget Page 162 of 295
Summary FY 2018 FY 2017 Change
Full-Time 14 13 +1
Part-Time 1 1 No Change
Director of Community
Development
1 FT
Village Planner
1 FT
Planner
1 FT (+1 FT)
Building Official
1 FT
License & Permit
Supervisor
1 FT
Permit & License
Technician
3 FT
Senior Building Const.
Inspector
2 FT
Building Const.
Inspector
1 FT
Code Compliance
Officer
1 FT
Zoning Compliance
Officer
1 FT
Administrative
Coordinator
1 FT
Administrative
Assistant
1 PT
Community Development FY 2018
Note:
The following change is
being made to provide a
greater level of customer
service
• Addition of one (1)
Planner position to assist
the Village Planner with
building and zoning
permit reviews,
Certificates of
Appropriateness, and
various needed planning
tasks.
Village of North Palm Beach FY 2018 Adopted Budget Page 163 of 295
Community Development FY 2018
Mission Statement
It is the mission of the Community Development Department to work in partnership with residents and local
businesses to promote a more sustainable community, maintain the community’s overall appearance and
preserve the “small town feeling.”
Service Levels Narrative
The Community Development Department (CDD) is a full-service department responsible for planning,
zoning, code compliance, building activity applications and permits, business tax receipts, and contractor
registrations.
Administration Division
The Director of Community Development oversees and supervises the Planning/Zoning, Building, and
Code/Zoning Compliance Divisions.
The Administrative Coordinator assists the Director and all Divisions in providing and facilitating
communications with residents and businesses that interact with CDD. Correspondence, Board minutes,
payroll and invoices, and administrative tasks are channeled through this position to ensure consistency and
timeliness. The part-time Administrative Assistant provides administrative support to the Department and
ensures documents for long-term storage are properly indexed and scanned.
Planning and Zoning Division
The Planning & Zoning Division is staffed by the Village Planner and Planner positions. The Village
Planner is responsible for managing approval processes, as well as processing applications for Certificates of
Appropriateness, new development, redevelopment, Village projects, future annexations, site plan approvals,
re-zoning, and comprehensive plan amendments. A newly created Planner position will assist the Village
Planner with the Planner-on-Call and application review processes.
The Planning & Zoning Division implements the Comprehensive Plan and ensures compliance of proposed
improvement with the land development regulations (zoning) and any other state or local required
amendments. Additionally, the Planning & Zoning Division is responsible for records management of all
zoning related approvals and provides support to the Village Council, Planning Commission, Zoning Board
of Adjustment and Construction Board of Adjustment and Appeals.
In FY 2017, the Planning & Zoning Division processed twenty-nine (29) Certificates of Appropriateness,
one (1) Comprehensive Plan Text Amendment, and assisted in the review and processing of four (4)
amendments to the Village Code of Ordinances. In addition, the Planning & Zoning Division prepared
thirteen (13) text and site-specific agenda items and five (5) workshop items for the Planning Commission
and Board of Adjustments; and eighteen (18) text and site-specific agenda items and three (3) workshop
items for Village Council. Finally, the Planning & Zoning Division reviewed 379 permits for zoning
compliance and issued twenty (20) Zoning Confirmation Letters as of August 23, 2017. With the extensive
amount of daily responsibilities, in addition to assistance with the Department’s larger scale planning efforts
associated with Code re-write, Comprehensive Plan Evaluation and Appraisal Report and updates, planning
studies, and GIS implementation, the Village created a new Planner position to maintain a high level of
customer service.
Village of North Palm Beach FY 2018 Adopted Budget Page 164 of 295
Community Development FY 2018
Building Division
The Building Division consists of a full-time Building Official, two (2) full-time Senior Building Construction
Inspectors, one (1) full-time Building Construction Inspector, one (1) full-time License & Permit Supervisor,
and three (3) full-time Permit & Licensing Technicians.
The Building Official is responsible for overseeing the day-to-day operations of the Building Division,
including plan review, while providing technical support to the contractors and homeowners, ensuring
projects comply with federal and state regulations, and maintaining budgetary controls. In addition, the
Building Official conducts Flood Plain administrative duties as the Village Flood Plain Manager and
completes the Community Rating System Report.
The Building Inspectors are responsible for conducting daily inspections of the permitted projects within the
Village. The Inspectors also work closely with contractors and homeowners, providing guidance as it pertains to
completing projects with proper permits, and in in a timely and professional manner. Duties also include
records management and scanning.
The License & Permit Supervisor oversees the Permit & License Technicians and directly interfaces with the
Inspectors and Building Official to ensure follow through and completion of inquiries, status requests,
various tasks, and assistance with the front counter to provide a high level of customer service. The Permit &
Licensing Technicians are responsible for customer service in processing and issuing building permits,
scheduling inspections, scanning and maintaining lot files, issuing business tax receipts and contractor
registrations, and preparing the necessary financial reports and daily deposits. Duties also include manning
the phones, records management, and scanning
Code Compliance Division
The Code Compliance Division consists of a full-time Code Compliance Officer and a full-time Zoning
Compliance Officer. The purpose of Code/Zoning Compliance is to maintain the aesthetics and property
values for residential and business properties within the Village. The Zoning/Code Compliance Officers also
educate the public about the importance of obtaining proper permits and hiring licensed contractors for all
home and business improvements.
The Zoning/Code Compliance Officers work in partnership with residents by continuously educating and gaining
voluntary compliance instead of relying on punitive measures. They are responsible for case preparation, evidence
gathering, and presentation of violation cases before the Special Magistrate. Administrative duties include
written correspondence, property ownership, code research, and tracking compliance through ongoing data
management and reporting. The Zoning/Code Compliance Officers also work in collaboration with the Village
Planner and local businesses along the commercial corridors within the Village to assure compliance with all
zoning regulations in accordance with planning and zoning policies and procedures.
Personnel Changes
The personnel/title changes for Fiscal Year 2017/2018 are:
Addition of one (1) full-time Planner position
Village of North Palm Beach FY 2018 Adopted Budget Page 165 of 295
Community Development FY 2018
Current Year Accomplishments and New Initiatives
During Fiscal Year 2017/2018, the Community Development Department accomplished a number of special
projects including the following:
Coordinated with Treasure Coast Regional Planning Council and participated in the completion of the
Master Plan Report for the Village.
Enacted a Zoning Moratorium for Medical Marijuana Treatment Centers.
Adopted the Communication Services Ordinance.
Adopted the NPB Commons Memory Care CPUD, Site Plan, and Landscaping Plan.
Adopted the Crystal Cove Commons CPUD, Site Plan, Landscaping Plan and Signage Plan.
Adopted the Benjamin School CPUD, Site Plan, Landscaping Plan for a new STEM building.
Amended the Flood Plain Ordinance and conducted community outreach for the new FEMA flood
maps.
Initiated implementation of the newly adopted revisions to Chapter 18, Section 18-33, 35, and 35.1
regarding Boats, Recreation Vehicles and Trailers Boats and RV Ordinance.
Issued a Certificate of Completion for Phase 1 of the Water Club Condominiums and Townhouses.
Initiated a Comprehensive Plan Text Amendment for Master Plan Report Policy Reference and
removal of building lot coverage.
Closed out four (4) years’ worth of past open permit files, scanning, and filing of completed projects.
Purchased a large scale format scanner for scanning and electronic records retention of large format
plans and files.
Initiatives planned for the upcoming fiscal year include:
Implementation of the Master Plan Report.
Continuation of creating the Unified Land Development Code.
Hiring and working with a consultant to develop a Form-Based or Hybrid code to implement the
Master Plan Report components.
Electronic Plan submittal and review.
Goals and Objectives
In the coming year, the Community Development Department plans to achieve the following goals and
objectives:
Village of North Palm Beach FY 2018 Adopted Budget Page 166 of 295
Community Development FY 2018
Council Goal:
Maintain a high quality of life and improve the overall appearance in the Village
Department Goal:
Safeguard the public health, safety, general welfare and property through consistent application,
voluntary compliance, and education of the Building and Zoning codes.
Objectives:
a. Educate Village residents and commercial owners regarding the importance of obtaining the necessary
building permits and inspections.
b. Maintain the Village’s property values and general appearance with pro-active enforcement and
voluntary code compliance.
c. Pro-actively investigate potential vacant and/or abandoned properties and “special needs” properties.
d. Collaborate with Police and Fire to exchange information on potential code enforcement or public safety
issues observed within the Village.
Council Goal:
Implement the Master Plan for business economic development in our commercial corridors and
community development in our neighborhoods
Department Goal:
Establish long-term goals, objectives and strategic planning to achieve the Council’s vision for
commercial and residential properties within the Village.
Objectives:
a. Implement a plan that promotes unity and a sense of continuity throughout the Village.
b. Encourage local ownership of properties, sustainable businesses, and redevelopment.
c. Promote a pedestrian and bicycle friendly community throughout the Village.
d. Revise the Comprehensive Plan and Land Development Regulations to facilitate the implementation of
the Master Plan and a Unified Land Development Code.
Council Goal:
Continuously improve the way the Village operates
Department Goal:
Enhance customer service while expediting the permitting process.
Objectives:
a. Adopt an expedited permitting process for building and zoning permits.
b. Establish a plan review cross-training program for inspectors and technicians to afford greater flexibility
and responsiveness.
c. Encourage business community participation at Village events and promote local businesses within the
Village.
d. Provide customer service training to all CDD personnel.
e. Provide individual guidance to any resident, contractor or developer requesting assistance and document
actions taken by staff.
Village of North Palm Beach FY 2018 Adopted Budget Page 167 of 295
Community Development FY 2018
Performance / Workload Measures
Planning and Zoning Cases: The Planners are resources to residents and property owners seeking to
improve their property by providing public information about the Village’s Comprehensive Plan and Land
Development regulations (LDRs) as well as conducting formal review of applications and permits for
consistency with said LDRs. While the table below reflects the number of formal applications and permits, it
is the goal of the Planning & Zoning Division to develop indicators to capture the volume of public
information provided (including walk-ins and phone inquiries) to the community in the next fiscal year.
continued on next page
Performance Measures
FY 2016
Actual
FY 2017
Projected
FY 2018
Estimated
Number of Inspections 8519 8430 8,850
Number of Building Permits Issued 2048 2592 2700
Number of New Businesses (BTRs) 180 140 150
Number of Opened Code Enforcement
Cases 108 160 180
Number of Code Enforcement Special
Magistrate Cases 45 60 50
Number of Walk-ins (Data Not Collected) 3026 3300
Village of North Palm Beach FY 2018 Adopted Budget Page 168 of 295
Community Development FY 2018
Code Compliance Cases: Code Officers collaborate with residents and businesses in an effort to gain
voluntary compliance through education and alternative code methods, which in turn reduces the number of
Magistrate Hearings. FY 2017
Building Permits: Building permits, inspections, and revenues are all anticipated to increase in FY 18 based
on construction of a new multi-family community and commercial redevelopment. The way the number of
permits is being reported has changed from the past. The number listed here is only the primary permit on
the job. No sub permits, certificates of completion, or change of contractor changes are included in the
reporting numbers or graph as was done in years past.
Number of Building Inspections: The total number of issued building inspections has been slowly increasing
due to the steadily rising demand for residential and commercial redevelopment and, as such, is projected to
increase again next year. The number of required inspections depends on the complexity and size of the
construction project. The spike of inspections last year was due to the completion of the Phase I Water Club
condominium.
continued on next page
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 169 of 295
Community Development FY 2018
Number of Walk In Customers: In February 2016, a voluntary sign-in sheet was instituted to capture the
number of walk-ins primarily needing Building Division customer service. During this past fiscal year, as
indicated by the graph below, the Department is averaging over 250 walk-ins per month for Building
Division related services and is experiencing an increase in activity over previous months. This trend is
expected to continue into FY18.
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 170 of 295
Community Development FY 2018
Budget Summary (Community Development combined)
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase/
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 1,222,785 $ 1,204,014 1.56% $ 18,771 $ 987,991 $ 1,039,041
Operating
Advertising 5,000 5,000 0.00% 0 802 1,309
Books, Publications &
Subscriptions 4,322 1,891 128.56% 2,431 547 1,135
Charge Card Fees 5,460 5,200 5.00% 260 5,373 5,861
Comp Plan Amendments 0 10,000 -100.00% (10,000) - 4,573
Conferences & Seminars 4,950 3,475 42.45% 1,475 1,214 1,149
Contractual Services 97,900 80,884 21.04% 17,016 55,107 51,796
Developer Fees 0 0 0.00% 0 12,531 17,899
Gas, Oil & Lubricants 6,000 7,000 -14.29% (1,000) 2,580 3,833
Materials & Supplies 24,700 36,200 -31.77% (11,500) 13,051 12,173
Memberships & Dues 5,315 3,403 56.19% 1,912 2,629 1,676
Postage 3,150 3,150 0.00% 0 3,470 3,821
Printing & Binding 900 900 0.00% 0 191 533
Professional Fees 145,000 115,000 26.09% 30,000 235,852 39,977
Repairs & Maintenance 630 610 3.28% 20 249 90
Small Business Grant 0 0 0.00% 0 7,500 60,000
Travel & Training 17,275 11,259 53.43% 6,016 2,373 4,470
Uniforms 1,800 1,800 0.00% 0 546 546
Utilities 22,547 21,123 6.74% 1,424 19,039 17,192
Other Operating Costs 200 0 0.00% 200 10 3,321
Total Operating Costs 345,149 306,895 12.46% 38,254 363,063 231,353
Capital
Capital Outlay 0 0 0.00% 0 3,662 0
Total Expenses $ 1,567,934 $ 1,510,909 3.77% $ 57,025 $1,354,716 $ 1,270,395
Note: The Community Development department is a full-service department responsible for planning,
zoning, code compliance, building permits, business tax receipts and contractor registrations. The
Department includes the following divisions: Planning & Zoning, Building and Code Compliance. The
combined budget summary above is for illustrative purposes only. Increases or decreases in total expenses
are indicated on each division’s individual budget summary.
Village of North Palm Beach FY 2018 Adopted Budget Page 171 of 295
Community Development FY 2018
Budget Summary (Planning & Zoning)
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 337,132 $ 269,566 25.06% $ 67,566 $ 246,026 $263,430
Operating
Advertising 5,000 5,000 0.00% 0 802 1,309
Books, Publications &
Subscriptions 750 750 0.00% 0 0 0
Comp Plan Amendments 0 10,000 -100.00% (10,000) 0 4,573
Conferences & Seminars 2,700 1,250 116.00% 1,450 200 165
Contractual Services 13,200 12,800 3.13% 400 12,022 11,315
Developer Fees 0 0 0.00% 0 12,531 17,899
Gas, Oil & Lubricants 0 0 0.00% 0 15 22
Materials & Supplies 7,100 4,200 69.05% 2,900 2,865 3,878
Memberships & Dues 3,410 2,175 56.78% 1,235 1,759 725
Postage 150 150 0.00% 0 50 96
Printing & Binding 200 200 0.00% 0 56 29
Professional Services 125,000 100,000 25.00% 25,000 181,168 25,482
Small Business Grant 0 0 0.00% 0 7,500 60,000
Travel & Training 7,500 3,100 141.94% 4,400 746 1,066
Uniforms 200 200 0.00% 0 305 0
Utilities 1,440 1,440 0.00% 0 631 128
Other Operating Costs 0 0 0.00% 0 0 21
Total Operating Costs 166,650 141,265 17.97% 25,385 220,651 126,708
Capital
Capital Outlay 0 0 0.00% 0 3,662 0
Total Expenses $ 503,782 $ 410,831 22.63% $ 92,951 $ 470,339 $390,139
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs, with the primary
contributing factor being personnel costs. The FY18 budget includes:
An anticipated salary increase of approximately 3.75% from performance-based merit increases for
non-union personnel and negotiated increases for FPE-eligible employees as negotiated in their
collective bargaining agreements;
A personnel expenditure increase reflecting one (1) additional full-time Planner; and
An increase in professional services to allow for the Master Plan Implementation.
Village of North Palm Beach FY 2018 Adopted Budget Page 172 of 295
Community Development FY 2018
Budget Summary (Building)
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 756,593 $ 815,664 -7.24% $ (59,071) $636,038 $ 664,605
Operating
Books, Publications &
Subscriptions 2,822 1,141 147.33% 1,681 547 1,135
Charge Card Fees 5,460 5,200 5.00% 260 5,373 5,861
Conferences & Seminars 1,350 1,325 1.89% 25 1,014 919
Contractual Services 66,700 54,756 21.81% 11,944 31,931 29,815
Gas, Oil & Lubricants 3,000 4,000 -25.00% (1,000) 1,424 2,853
Materials & Supplies 14,600 29,000 -49.66% (14,400) 9,397 6,795
Memberships & Dues 1,435 1,068 34.36% 367 795 871
Postage 3,000 3,000 0.00% 0 3,420 3,725
Printing & Binding 500 500 0.00% 0 136 160
Professional Services 20,000 15,000 33.33% 5,000 54,684 14,495
Repairs & Maintenance 430 410 4.88% 20 195 45
Travel & Training 8,475 6,959 21.78% 1,516 1,438 3,404
Uniforms 1,000 1,000 0.00% 0 167 329
Utilities 20,416 17,603 15.98% 2,813 17,338 16,162
Other Operating Costs 200 0 0.00% 200 0 (0)
Total Operating Costs 149,388 140,962 5.98% 8,426 127,858 86,568
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $ 905,981 $ 956,626 -5.29% $ (50,645) $763,896 $ 751,173
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily due to a decrease in budgeted salary and benefits for newly hired
employee.
Village of North Palm Beach FY 2018 Adopted Budget Page 173 of 295
Community Development FY 2018
Budget Summary (Code Compliance)
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 129,060 $ 118,784 8.65% $ 10,276 $105,927 $111,006
Operating
Books, Publications &
Subscriptions 750 0 0.00% 750 0 0
Conferences & Seminars 900 900 0.00% 0 0 65
Contractual Services 18,000 13,328 35.05% 4,672 11,153 10,666
Gas, Oil & Lubricants 3,000 3,000 0.00% 0 1,140 959
Materials & Supplies 3,000 3,000 0.00% 0 789 1,500
Memberships & Dues 470 160 193.75% 310 75 80
Printing & Binding 200 200 0.00% 0 0 344
Repairs & Maintenance 200 200 0.00% 0 54 45
Travel & Training 1,300 1,200 8.33% 100 189 0
Uniforms 600 600 0.00% 0 74 218
Utilities 691 2,080 -66.78% (1,389) 1,070 902
Other Operating Costs 0 0 0.00% 0 10 3,300
Total Operating Costs 29,111 24,668 18.01% 4,443 14,554 18,077
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $ 158,171 $ 143,452 10.26% $ 14,719 $120,481 $129,083
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs. The FY18 budget includes:
An anticipated salary increase of approximately 3.75% from performance-based merit increases for
non-union personnel and negotiated increases for FPE-eligible employees as negotiated in their
collective bargaining agreements;
An increase in budgeted salary and benefits for newly hired employee; and
An operating expenditure increase in additional software training to enhance operational efficiency.
Village of North Palm Beach FY 2018 Adopted Budget Page 174 of 295
Summary FY 2018 FY 2017 Change
Full-Time 7 7 No Change
Part-Time 7 9 -2
Director of
Library
1 FT
Youth
Services
Librarian
1 FT
Senior Library
Assistant
1 FT
Library Clerk
1 PT (+1 PT)
Circulation &
Information
Senior Library
Assistant
1 FT
Library
Assistant
1 FT
Library Clerk
5 PT
Library Page
0 PT (-3 PT)
Technical
Services
Senior Library
Assistant
1 FT
Library Page 0 PT (-1 PT)
Library Clerk 1 PT (+1 PT)
Adult
Services
Administrative
Assistant
1 FT
Library FY 2018
The changes in this department are
being made to provide better
customer service and to account for
substantial changes in work duties.
These changes make possible the
cross-training of staff across library
divisions and allow for extra flexibility
in scheduling.
Village of North Palm Beach FY 2018 Adopted Budget Page 175 of 295
Library FY 2018
Mission Statement
The North Palm Beach Public Library provides materials, services, and programs for community residents of
all ages while focusing on personal enrichment and enjoyment and meeting educational needs. The Library
has a special mission that encourages a love of reading and learning among children and their parents.
Service Levels Narrative
The North Palm Beach Public Library opened its 303 Anchorage Drive location in 1968 and quickly became
the best place to read under the sun. Consisting of 24,893 square feet and two stories, the library includes a
children’s library, a multi-purpose meeting room, the Village Historian’s office, and a computer lab.
The library employs 7 full-time and 8 part-time staff members for a total of 10.5 FTE. Two full-time staff
members have a Master’s degree in Library Science. Technical Services orders, receives, catalogs, and
prepares materials for lending. Circulation creates and maintains the library’s database of registered users,
bills and collects for late, lost and damaged materials, maintains the stacks, issues library cards, and checks
materials in and out. Information provides research assistance, readers advisory, 1-on-1 tech help, and
inter-library loans of materials not in the collection. Youth Services builds relationships with community
partners and develops programs that benefit patrons of all ages, including storytimes and chess clubs; yoga
programs, afterschool creativity times; genealogy meetings; guest speakers and authors; arts and craft
programs; quilting and knitting groups; and weekly class visits from Conservatory School students.
Services are available seven (7) days a week, (60) sixty hours per week, and many resources such as Rosetta
Stone Language Learning software and Overdrive eBooks and audiobooks are accessible 24/7 through the
library’s website.
The library’s collection includes over 50,000 print and media items and even more when combined with the
electronic resources available through our website. Formats include print, large print, newspapers and
magazines, music CDs, books on CD, DVDs, e-books and audio books. The Library also circulates Nooks
and Kindles containing bestsellers and classics.
The computer lab provides access to (16) sixteen Internet computers and offers printing, photocopying,
scanning, and faxing services. Microsoft Office is installed on the computers and patrons have in-house
access to Ancestry Genealogy. Wi-Fi is available for free throughout the building.
The children’s library contains toys, games and puzzles and (2) two AWE Learning stations with educational
software and games suitable for younger audiences. The teen room boasts a large screen TV with access to
PlayStation 4 gaming equipment.
The Friends of the Library actively support the library’s many programs through fundraising activities and
are integral to the success of the library in the community. In Fiscal Year 2016/2017, through their book
sales, bake sales, raffles, donations, and monies earned from membership dues and other events, the Friends
gifted $10,000 to the library, and for Fiscal Year 2017/2018 they gifted $15,000.
Village of North Palm Beach FY 2018 Adopted Budget Page 176 of 295
Library FY 2018
Personnel Changes
The personnel/title changes for Fiscal Year 2017/2018 are:
Deletion of four (4) part-time Library Page positions / Addition of two (2) part-time Library Clerks (The
library is eliminating two Library Page positions for FY18 and reclassifying two as Library Clerks due
to substantial changes in work duties).
Current Year Accomplishments and New Initiatives
During Fiscal Year 2016/2017, the Library achieved the following new initiatives and goals for
improvement:
Youth Services
Developed closer relationship with the Conservatory School by signing up 372 students in Pre-K through
third grade with library cards and hosting classes each week for students to checkout books, listen to
stories, meet local authors, and play games.
Implemented Reading Buddies program for children in grades K through five to read to a teen in grades
six through twelve, and for teens to gain volunteer credit to count toward their volunteer service
requirements at school.
Initiated afterschool programming Tuesdays and Wednesdays called Creativity time focusing on STEM
skills.
Installed new big screen TV in the teen room for movies and gaming and added PlayStation 4 equipment
and games.
Added 40+ audio-enabled children’s books to the collection from VOX books.
Partnered with Home Depot to sponsor crafts at the Santa’s Trolley rides in December. Children
completed 355 craft projects.
Enhanced afterschool programming by inviting therapy dog Pearl, along with her owner Cathy Dash, to
participate in our Read to a Dog program and to replace our retired therapy dog, Ella.
Increased the number of children and families participating in library programs by over 250%! That’s
over 3x the amount of participants per month on average.
Began using iPads during class visits to look up books for students and teachers.
Enlarged the children’s section by adding more furniture and shelving units and moving the children’s
non-fiction books to the children’s area, resulting in higher non-fiction circulation.
Recruited teen volunteers for summer reading.
Participated in a number of Village events including Heritage Day, Veterans Day Ceremony, Santa’s
Trolley Rides, and Tree Lighting.
Village of North Palm Beach FY 2018 Adopted Budget Page 177 of 295
Library FY 2018
6171
12399 13019
0
5000
10000
15000
FY15/16
(Actual)
FY16/17
(Projected)
FY17/18
(Estimated)
Total Attendance at Children's
programs by Fiscal Year
Circulation
Achieved a net gain in total library cardholders for the first time since Fiscal Year 2012. At the end of
June 2017, the library had 7,903 card holders, the highest total since April 2015 when the library had
7,925.
Added 1327 new members through the first nine months of Fiscal Year 2017 compared with only 962 for
the entire twelve months of Fiscal Year 2016!
Increased total circulation by nearly 5% (projected as of June 2017).
Adjusted shelf heights of collection, making it easier for patrons to access higher and lower shelves,
resulting in increased browsability of collection and higher circulation.
Upgraded outdated computers, monitors, scanners, keyboards, and mice.
Improved service delivery by removing reference desk from public floor and concentrating all customer
service interactions at main service desk.
Enhanced workflow and aesthetics at main service desk by removing unnecessary signage and clutter and
reducing footprint of staff-related furniture.
Began offering B&W and color copying at the circulation desk.
84899
88920
93366
80000
82000
84000
86000
88000
90000
92000
94000
96000
FY15/16
(Actual)
FY16/17
(Projected)
FY17/18
(Estimated)
Total Circulation by Fiscal Year
Village of North Palm Beach FY 2018 Adopted Budget Page 178 of 295
Library FY 2018
Adult Services
Added additional Yoga program with instructor Mi Sun Donahue.
Hosted monthly arts and crafts programs for adults featuring different themes.
Partnered with local rock painting group NPB Rocks to facilitate rock painting program at the library.
Information
Enhanced communication with residents by regularly posting to social media, maintaining website and
online calendar of events, and by publishing the schedule of programs for children and adults in the
Village newsletter.
Collections
Added Rosetta Stone language learning software which includes 30 languages, all levels, and is
accessible with a library card through the library’s website from any location.
Created a single web-based form to input all purchase suggestions and inter-library loan requests in order
to streamline process and increase circulation.
Accepted donation of CFO Atwater’s former senate desk to complement the Florida Room.
Computer Lab
Added new PC Reservation software in the computer lab in order to streamline the way customers access
the Internet, resulting in an increase in cardholders and more time for staff to perform other duties.
Upgraded all monitors to 24-inch widescreen monitors.
Safety & Security
Added new HD security cameras throughout the library.
Replaced or rekeyed all of the locks in the library to a single key.
Recertified two staff members in First Aid and CPR.
Technical Services
Remodeled workspace to create more efficient workflow.
Replaced 10 hour Page with 20 hour Clerk.
Upgraded monitors, scanners, keyboards, and mice.
The Friends of the Library
Gifted $10,000 to the library to support all library programs not covered through the Library’s regular
operating budget, including summer reading, for Fiscal Year 16/17; gifted $15,000 for Fiscal Year 17/18.
Supported afterschool creativity time for ages 4+ with $1,500 infusion for Legos, Hot Wheels, K’NEX,
Tinker Toys, Snap Circuits, Magnetic Tiles and Games.
Achieved record annual Booksale in the amount of $4,365.
Purchased PlayStation 4 equipment and games for the teen room.
Replaced signage on Booksale shelf updating prices and implemented new procedures concerning the
length of time materials stay on the sale shelf.
Grants
Applied for and received State Aid to Libraries grant in the amount of $21,137.
Village of North Palm Beach FY 2018 Adopted Budget Page 179 of 295
Library FY 2018
Awards/Recognition
Received certificate of appreciation for participating in and supporting Read for the Record in October
2016.
Conferences
Attended 2016 SEFLIN Regional Conference; 2016 Florida Public Library Directors Meeting in
Tallahassee; 2017 American Library Association Midwinter Conference in Atlanta, Georgia; and 2017
Directors Academy / Florida Library Association Conference in Orlando.
Goals and Objectives
In the coming year, the Library plans to achieve the following goals and objectives:
Council Goal:
Maintain a high quality of life in the Village
Department Goal:
Implement services that meet the needs of the community
Objectives:
a. Implement Did you know? speaker series to complement adult programming and bring interesting
subjects to life with community experts.
b. Provide additional afterschool events for elementary, middle, and high school students by reserving
Obert Room between the hours of 2 p.m. and 5 p.m., to allow for five days a week of afterschool
activities.
c. Explore options for additional quiet areas and seating space for adults and tutors.
d. Implement one-on-one tech help programs.
e. Explore outreach services to various organizations and communities in the Village.
f. Continue participation of staff and Friends of the Library in community activities such as Heritage Day
Parade, Veterans Day Ceremony, Trolley Rides, Holiday Tree Lighting, etc.
Council Goal:
Continuously improve the way the Village operates
Department Goal:
Continuously improve the way the Library operates
Objectives:
a. Expand partnership with The Conservatory School to include library card sign up, regular visits, after
school programs, and volunteer opportunities for teens.
b. Increase Friends of the Library book sale revenues by creating a Friends of the Library book store out of
the Florida Room.
c. Relocate children’s department to first floor and computer lab to second floor to accommodate increased
activity of youth services and future Conservatory School expansion.
d. Relocate Teen Room to current Director’s office.
e. Relocate Director’s office to current Teen Room.
Village of North Palm Beach FY 2018 Adopted Budget Page 180 of 295
Library FY 2018
f.Explore relocating Village Historian office to second floor to raise visibility and usage among the
community, by creating a new office space and using the current Historian office as an office for two
youth services staff members.
g.Identify volunteer opportunities and create job titles and descriptions to match library needs.
h.Explore marketing library card memberships to non-county residents, such as homeschool groups, to
increase revenues and to allow for remote access of library resources, such as Rosetta Stone.
i.Enhance customer service by adding faxing component to Toshiba staff printer, located at the main
service desk.
j.Evaluate existing library signage and establish consistent theme to help create and sustain cohesiveness
of the library message.
k.Identify suitable location for community information, such as flyers, handouts, pamphlets, brochures, etc.
l.Continue updating policies and procedures.
Performance Measures
As shown by the chart above, total circulation of library materials is expected to rise almost 5% and print
circulation nearly 13%. New library card memberships are expected to almost double, meaning a near 100%
increase compared with FY16. Total program attendance is also expected to double, as is the number of teen
volunteers.
What is to account for the rising numbers?
It all began in FY14 when the library hired a full-time staff person to lead children’s services. Prior to the
position being filled, the library’s attendance to children’s programs amounted to a meager 2,441 in FY13.
With a full-time person leading the department in FY14, that number jumped to 4,015 and continued to rise
to 6,263 in FY15. It remained roughly the same in FY16 at 6,171. What changed dramatically to account
for the projected doubling of attendance at children’s programs in FY17 (see Total Attendance at Children’s
programming by Fiscal Year graph) was the library’s reorientation toward children and families which was
the direct result of a close partnership between the Conservatory School (Principal Stoupas) and the Library
Director (Zak Sherman).
Performance
Measure
FY 2016
Actual
FY 2017
Projected
FY 2018
Estimated
Circulation of Library
Materials
84,899 88920 93,366
Circulation of Print
Materials
45,911 51,845 54,437
Circulation of
eBooks
2891 3008 3158
New Library Cards 962 1830 1921
Program Attendance 8471 16,696 17530
Number of Teen
Volunteers
24 40+ 50
Village of North Palm Beach FY 2018 Adopted Budget Page 181 of 295
Library FY 2018
By signing up Conservatory School students with library cards and having them visit the library on a weekly
basis to checkout materials, and by implementing afterschool programming, including activities for younger
children as well as activities and volunteer opportunities for teens, the library was quickly able to mold itself
into a go-to destination for many younger members of our community and their caregivers.
Using social media and posting information about programs, along with meaningful photos of people having
a good time, has also helped to increase public awareness. Further, it has led to an increase in new Facebook
Page likes. In FY16 we had 52 while through the first eight months of FY17 we’ve already amassed 47.
Looking forward, the numbers are expected to rise even more with the relocation of the children’s
department and the freeing up of our meeting room space between the hours of 2 p.m. and 5 p.m. to allow for
five days a week of afterschool programming for elementary, middle, and high school students, something
we got away from years ago when circulation and attendance in the children’s library began falling and the
decision was made to halve the department and move it upstairs.
Finally, at some point, we know that the Conservatory School will move from a K-8 school to a K-12 (and
how many more students will come to the library then?), and foreseeing the impact of this makes us feel
confident that the library is moving in the right direction. Does that mean we have forgotten about the
adults in our community? Not at all. We have many popular programs for adults including chess, knit &
crochet, arts and crafts, quilting, and yoga, not to mention author visits and various types of lectures. We
envision that the real opportunity in adult services lies in doing outreach to various communities and
organizations throughout the Village and meeting people where they live, because not everyone can
physically come to the library.
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 182 of 295
Library FY 2018
Budget Summary
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 669,017 $ 658,869 1.54% $ 10,148 $ 618,270 $ 614,303
Operating
Books, Publications &
Subscriptions 456 456 0.00% 0 468 456
Contractual Services 28,455 28,455 0.00% 0 21,863 28,762
Library Collections:
Audio Visual Materials 22,000 22,000 0.00% 0 21,751 18,370
Books 39,000 32,000 21.88% 7,000 32,377 31,506
Electronic Resources 24,000 24,000 0.00% 0 24,004 15,938
Magazines 3,000 3,000 0.00% 0 2,886 2,763
Reference Materials 4,000 6,000 -33.33% (2,000) 5,889 6,089
Library Gift Account 40,000 0 0.00% 40,000 5,285 3,377
Licenses & Fees 1,400 1,250 12.00% 150 1,258 1,173
Materials & Supplies 11,950 11,800 1.27% 150 13,011 10,647
Postage 755 1,077 -29.90% (322) 883 907
Rental 4,208 2,803 50.12% 1,405 3,123 2,749
Conferences & Seminars 845 1,420 -40.49% (575) 996 515
Memberships & Dues 3,096 3,145 -1.56% (49) 3,298 3,070
Travel & Training 2,839 2,075 36.82% 764 831 745
Uniforms 0 300 -100.00% (300) 206 0
Utilities 18,616 21,363 -12.86% (2,747) 20,915 24,536
Other Operating Costs 0 50 -100.00% (50) 0 15
204,620 161,194 26.94% 43,426 159,703 151,615
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $ 873,637 $ 820,063 6.53% $ 53,574 $ 777,973 $ 765,918
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs, with the primary
contributing factor being operating costs. The FY18 budget includes:
An anticipated salary increase of approximately 3.75% from performance-based merit increases for
non-union personnel and negotiated increases for FPE-eligible employees as negotiated in their
collective bargaining agreements;
An operating expenditure increase associated with creating a new Children’s Section to accommodate
increased activity of youth services (The funding source for this project is the Library Gift Account);
and
An operating expenditure increase to expand the Children’s book collection.
Village of North Palm Beach FY 2018 Adopted Budget Page 183 of 295
Parks & Recreation FY 2018
Recreation Superintendent 0 FT (-1 FT)
Parks / Facilities Manager 1 FT
Tennis
Operations
Pool
Operations
Recreation &
Special Events
Pool Lifeguard 14 PT (-6 PT)
Recreation Assistant 4 PT (+4 PT)
Recreation
Assistant
5 PT
Director of Parks &
Recreation
1 FT
Summary FY 2018 FY 2017 Change
Full-Time 6 6 No Change
Part-Time 42 43 -1
Recreation
Supervisor
1 FT
Camp Counselors 9 PT (-1 PT)
Recreation Assistant 5 PT (+1 PT)
Recreation
Supervisor
2 FT (+1 FT)
Athletics
Recreation
Supervisor
1 FT
Recreation
Assistant
4 PT
Administrative
Assistant
1 PT (+1 PT)
The changes in this department are a result of departmental reorganization due to the
retirement of a long-tenured employee.
Village of North Palm Beach FY 2018 Adopted Budget Page 184 of 295
Parks and Recreation FY 2018
Our Mission Statement
It is the mission of the Parks and Recreation Department to create recreational opportunities for growth and
enhancement by developing diverse services and programs that promote resident involvement and a strong
sense of community while striving to increase the social, cultural, and physical well-being of our residents
and visitors.
Our Vision
"We Enrich Lives through Quality Parks and Programs"
The Department encompasses a number of facilities as described below:
Community Center – 1200 Prosperity Farms Road
Features a multi-purpose ball field, batting cages, sand volleyball court, fitness trail, children’s playground, full
gymnasium, performance stage, three (3) indoor Pickleball courts, three (3) outdoor basketball courts,
concession stand, and picnic area.
Osborne Park – 715 Prosperity Farms Road
Features a multi-purpose building, six (6) three-wall racquetball courts, two (2) outdoor basketball courts,
children’s playground, two (2) batting cages, two (2) baseball fields, concession stand, and picnic area.
Anchorage Park – 603 Anchorage Drive
Features multi-purpose building, children’s playground, two (2) dog parks, two (2) tennis courts, large open field
area, two (2) baseball fields, four (4) sand volleyball courts, picnic areas, eight (8) gazebos, two (2) fishing piers,
jogging trail, restrooms, dry storage area, wet slips, boat wash, and boat ramp.
Lakeside Park – East end of Lighthouse Drive
Features an outdoor basketball court, picnic pavilion, tiki hut, sand volleyball court, beachfront area, walking
trail, children’s playground area.
Veterans Memorial Park – 501 US Hwy 1
Features a passive park including amphitheater, benches and US Military commemorative flag poles.
North Palm Beach Country Club Pool Facility – 951 US Highway 1
Features an Olympic-size swimming pool, one meter diving board, lap lanes, locker room facilities, pro shop,
and three (3) children’s wading pools.
Service Levels Narrative
The Parks & Recreation Department offers a wide variety of activities, classes, workshops, and leisure
opportunities for all ages. Classes, workshops, clinics, and lectures are offered throughout the year. Winter,
Spring and Summer Camp programs are conducted for youths 7 – 15 years of age. Activities are also offered
on days the public schools are not in session.
Special Events
The Parks & Recreation Department offers a wide spectrum of special events throughout the year, ranging
from January’s Car Show & Chili Cook-off to the July 4th fireworks to the Holiday activities. The
Department also offers seasonal events as well as activities unique to the Village, such as the annual Heritage
Day, Puppy Love, Touch-A-Truck, Food Truck Frenzies, Kids Night Out, Village-Wide Garage Sales, and
Veteran’s Day ceremony, Egg Hunts, Turkey Shoot and Arts & Crafts Festival.
Village of North Palm Beach FY 2018 Adopted Budget Page 185 of 295
Parks and Recreation FY 2018
Sports
Adult recreational sports league opportunities are offered including Softball, Volleyball, Pickleball and
Basketball.
Youth recreational Tennis, Basketball, Flag Football, Volleyball, Swimming, Lacrosse and Soccer are also
operated within the Department.
Organization Involvement
The North Palm Beach Swim Club trains and holds county-wide competitions at the Village Pool.
Palm Beach Crew a youth rowing club trains out of Anchorage Pak
Northern Palm Beach Little League plays on North Palm Beach fields
Two college swim teams train at the pool over the winter holidays
Host St. Clares, Bright Futures and Lake Park Baptist home basketball and volleyball games
Revenues are generated from the following sources:
Facility Usage Fees – All users of Village facilities and fields are charged a rental fee.
Heritage Day – The Village retains all sponsor monies and ticket fees.
Marina Revenue – The Village retains fees from wet and dry storage and marina decals.
Pool Revenue – The Village retains all membership, rental, and daily fees as well as rental fees
obtained from swim training and private lessons.
Program Activity Fee – All non-resident users of Village programs and youth leagues are charged
a higher rate.
Summer/Spring Camps – The Village retains all Camp registration fees.
Tennis Revenue – The Village retains all membership, rental, and guest fees as well as fees
obtained from clinics and private lessons.
Personnel Changes
The personnel/title changes for Fiscal Year 2017/2018 are:
Addition of one (1) full-time Recreation Supervisor position;
Addition of one (1) part-time Administrative Assistant position;
Addition of four (4) part-time Recreation Assistant positions;
Deletion of one (1) full-time Recreation Superintendent position;
Deletion of six (6) part-time Pool Lifeguard positions;
Deletion of one (1) part-time Camp Counselor position;
Addition of one (1) part-time Recreation Assistant position;
Reclassification of tennis instructors as part-time employees
Village of North Palm Beach FY 2018 Adopted Budget Page 186 of 295
Parks and Recreation FY 2018
Current Year Accomplishments and New Initiatives
During Fiscal Year 2016-2017, the Parks & Recreation Department achieved the following initiatives and goals
for improvement:
Parks & Community Center
Coordinated with Palm Beach County ERM for the Munyon Island Clean up
Coordinated field usage with Northern Palm Beach County Little League
Coordinated with Bright Futures for park usage/concession stand usage for their lunches
Increased amount of trips to an average of 3 per month
Applied for four more grants waiting on results for Anchorage Park phase II, Community Center &
Pool facility
Special Events
Increased Touch-A-Truck participation to over 40 units
Increased the Car Show/Chili Cook-off participants by 10%
Increased Heritage Day revenues by 3%
Village Pool
Offering multiple training classes/lessons through American Red Cross
Extended pool hours to accommodate resident/member requests
Tennis Facility
Took over complete control of Tennis operation from outside vendor
6 Ladies Teams
3 Senior Men’s Teams
Increased Non-Resident Membership revenues
Increased Stringer Revenue
Bus trip to the Miami Open – Sold out for 4th consecutive year!
Increased Guest fee revenues
Goals and Objectives
Council Goal:
Maintain a high quality of life and improve the overall appearance in the Village
Department Goal:
Enhance and promote all Village Parks and Recreational amenities
Objectives:
a. Keep the residents informed throughout the Village through all outlets of the media. (Facebook,
Constant Contact etc.)
b. Further promote the easy access to information and registration through our new and improved
Village website.
c. Continue to monitor user survey feedback on all facility rentals.
Village of North Palm Beach FY 2018 Adopted Budget Page 187 of 295
Parks and Recreation FY 2018
d. Form a community engagement group to evaluate the Youth Sports that are offered within the
Village.
e. Create a community engagement group to evaluate Recreation programming offered.
f. Review Summer Camp policies/protocols and training.
g. Oversee the Anchorage Park Master plan development and implementation.
h. Work in unison with the Public Works Department to create a neighborhood outreach program in
regards to sidewalk/tree conflicts throughout the Village
Council Goal:
Build a new Country Club Clubhouse
Department Goal:
Enhance and promote the complete Country Club experience
Objectives:
a. Continue to be an integral part of the planning and design of the Club House to ensure that the full needs
of the residents are addressed in terms of recreation and parks.
b. Develop strategies to enhance the experience of residents and swim team members at the pool facility.
a. Create strategies to increase coverage and improve oversight.
b. With the assistance of an ad hoc committee of Village residents and concerned pool users,
develop long term strategies to improve the pool area experience for current users as well as
attracting new users.
c. Enhance the overall atmosphere and maintenance of the tennis facility.
a. Create new strategies to increase participation in all phases of the programs.
b. Increase merchandizing revenue and work with the golf management staff to better coordinate
this process
Council Goal:
Maintain and improve all Recreational Facilities of the Village
Department Goal:
Continue to monitor all Facilities in terms of age and use
Objectives:
a. Improve the ancillary areas at Community Center and Osborne Park sports fields (dugouts, batting
cages etc.).
b. Begin program to educate staff on better evaluating the existing facilities.
c. Work closer with outside Village vendors that maintain and clean the Village fields and buildings.
d. Promote Lakeside Park as a neighborhood park.
e. Obtain a Tree City USA designation.
Village of North Palm Beach FY 2018 Adopted Budget Page 188 of 295
Parks and Recreation FY 2018
Performance / Workload Measures
Performance
Measure
FY 2015
Actual
FY 2016
Projected
FY 2017
Estimated
Daily usage memberships 125 – Pool
205 - Tennis
89 – Pool
205 - Tennis
100 – Pool
220 - Tennis
Business participation 95 93 95
School/organization participation 14 17 18
Youth Sports League Participation: The Village Parks and Recreation Department oversees youth Basketball, Soccer and Flag
Football leagues throughout the year. The numbers show a steady growth in participation. The spike in 2014 is the addition of Flag
Football. All of our leagues are co-ed and reflect ages 7-17. Independent contractor Soccer Shots training program is introducing
3-6 year olds into soccer, The Northern Palm Beach County Little League manages all youth baseball for the Village.
continued on next page
Village of North Palm Beach FY 2018 Adopted Budget Page 189 of 295
Parks and Recreation FY 2018
Tennis and Pool Operations
Village of North Palm Beach FY 2018 Adopted Budget Page 190 of 295
Parks and Recreation FY 2018
Budget Summary (Parks and Recreation combined)
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $1,219,234 $ 896,046 36.07% $ 323,188 $ 854,696 $ 875,309
Operating
Advertising 1,500 1,500 0.00% 0 182 892
Charge Card Fee 16,118 14,300 12.71% 1,818 12,598 13,076
Conferences & Seminars 1,250 1,250 0.00% 0 - 1,356
Contractual Services 9,000 9,000 0.00% 0 7,630 59,003
Equipment Rental 500 500 0.00% 0 0 312
Gas, Oil & Lubricants 3,600 3,725 -3.36% (125) 4,183 5,236
Licenses & Fees 275 250 10.00% 25 250 250
Materials & Supplies 126,550 126,250 0.24% 300 74,528 80,907
Memberships & Dues 1,550 1,550 0.00% 0 785 675
Merchandise 4,000 8,500 -52.94% (4,500) 6,057 3,881
Postage 800 800 0.00% 0 375 858
Printing & Binding 750 750 0.00% 0 410 781
Professional Services 57,000 57,000 0.00% 0 49,125 51,015
Program Expense 169,500 385,750 -56.06% (216,250) 381,877 417,003
Repairs & Maintenance 81,000 22,320 262.90% 58,680 34,674 22,889
Special Events 104,000 104,000 0.00% 0 92,538 89,884
Travel & Training 2,900 2,900 0.00% 0 52 (177)
Uniforms 4,000 3,500 14.29% 500 2,456 2,037
Utilities 160,252 156,589 2.34% 3,663 145,619 120,224
Other Operating Costs 1,000 0 0.00% 1,000 2,121 3,168
Total Operating Costs 745,545 900,434 -17.20% (154,889) 815,461 873,269
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $1,964,779 $1,796,480 9.37% $ 168,299 $ 1,670,156 $1,748,577
The Parks and Recreation Department is responsible for community events and includes the following
divisions: Recreation and Special Events, Tennis and Pool. The combined budget summary above is for
illustrative purposes only. Increases or decreases in total expenses are indicated on each division’s individual
budget summary.
Village of North Palm Beach FY 2018 Adopted Budget Page 191 of 295
Parks and Recreation FY 2018
Budget Summary (Recreation and Special Events)
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 729,030 $ 645,394 12.96% $ 83,636 $ 626,300 $ 640,697
Operating
Advertising 500 500 0.00% 0 0 892
Charge Card Fee 4,218 6,500 -35.11% (2,282) 4,710 5,465
Conferences & Seminars 1,250 1,250 0.00% 0 0 1,356
Contractual Services 9,000 9,000 0.00% 0 7,630 8,054
Gas, Oil & Lubricants 3,600 3,725 -3.36% (125) 4,183 5,236
Materials & Supplies 58,650 63,150 -7.13% (4,500) 20,654 21,054
Memberships & Dues 1,200 1,200 0.00% 0 585 675
Postage 600 600 0.00% 0 288 678
Printing & Binding 250 250 0.00% 0 0 479
Professional Services 15,000 15,000 0.00% 0 13,125 15,015
Program Expense 154,500 193,500 -20.16% (39,000) 168,591 180,587
Repairs & Maintenance 28,000 9,020 210.42% 18,980 11,536 6,789
Special Events 101,000 101,000 0.00% 0 90,669 88,300
Travel & Training 1,900 1,900 0.00% 0 25 (245)
Uniforms 1,750 1,750 0.00% 0 1,081 1,198
Utilities 92,680 94,480 -1.91% (1,800) 84,180 84,547
Other Operating Costs 1,000 0 0.00% 1,000 96 2,541
Total Operating Costs 475,098 502,825 -5.51% (27,727) 407,354 422,621
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $1,204,128 $1,148,219 4.87% $ 55,909 $1,033,654 $ 1,063,318
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to an increase in personnel costs. The FY18 budget includes:
An anticipated salary increase of approximately 3.75% from performance-based merit increases for
non-union personnel and a negotiated increase for FPE-eligible employees as negotiated in their
collective bargaining agreements; and
A personnel expenditure increase due to the re-organization of the department resulting from the
departure of a long-tenured employee.
Village of North Palm Beach FY 2018 Adopted Budget Page 192 of 295
Parks and Recreation FY 2018
Budget Summary (Tennis)
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 410,132 $ 155,643 163.51% $ 254,489 $139,530 $136,489
Operating
Advertising 1,000 1,000 0.00% 0 182 0
Charge Card Fee 11,000 7,500 46.67% 3,500 7,013 6,965
Contractual Services 0 0 0.00% 0 0 946
Equipment Rental 500 500 0.00% 0 0 312
Materials & Supplies 26,000 24,200 7.44% 1,800 22,501 27,709
Memberships & Dues 100 100 0.00% 0 0 0
Postage 200 200 0.00% 0 87 179
Printing & Binding 500 500 0.00% 0 410 302
Professional Services 42,000 42,000 0.00% 0 36,000 36,000
Program Expense 3,000 183,150 -98.36% (180,150) 193,487 214,129
Repairs & Maintenance 49,000 9,300 426.88% 39,700 4,165 13,427
Special Events 3,000 3,000 0.00% 0 1,869 1,584
Tennis Merchandise 4,000 8,500 -52.94% (4,500) 6,057 3,881
Uniforms 750 750 0.00% 0 385 320
Utilities 14,673 13,654 7.46% 1,019 12,464 12,097
Other Operating Costs 0 0 0.00% 0 (0) 627
Total Operating Costs 155,723 294,354 -47.10% (138,631) 284,621 318,479
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $ 565,855 $ 449,997 125.75% $ 115,858 $424,151 $454,968
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to the reclassification of tennis instructors as part-time
employees.
Village of North Palm Beach FY 2018 Adopted Budget Page 193 of 295
Parks and Recreation FY 2018
Budget Summary (Pool)
FY 2018 Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 80,072 $95,009 -15.72% $ (14,937) $ 88,865 $ 98,122
Operating
Charge Card Fee 900 300 200.00% 600 874 645
Contractual Services 0 0 0.00% 0 0 50,004
Licenses & Fees 275 250 10.00% 25 250 250
Materials & Supplies 41,900 38,900 7.71% 3,000 31,372 32,143
Memberships & Dues 250 250 0.00% 0 200 0
Program Expense 12,000 9,100 31.87% 2,900 19,799 22,287
Repairs & Maintenance 4,000 4,000 0.00% 0 18,973 2,672
Travel & Training 1,000 1,000 0.00% 0 27 68
Uniforms 1,500 1,000 50.00% 500 991 519
Utilities 52,899 48,455 9.17% 4,444 48,976 23,580
Other Operating Costs 0 0 0.00% 0 2,025 0
Total Operating Costs 114,724 103,255 11.11% 11,469 123,486 132,169
Capital
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $ 194,796 $ 198,264 -1.75% $ (3,468) $ 212,351 $ 230,291
Explanation of Increase / (Decrease):
The decrease in total expenses is negligible.
Village of North Palm Beach FY 2018 Adopted Budget Page 194 of 295
Reserves and Other FY 2018
Mission Statement
This Division of the General Fund is for the express purpose of accounting for expenditures that cannot be
directly associated with or easily identified to any other particular department/division. Some of the items
accounted for within this Division include the following:
General Fund Debt Service payments
General Fund Council Contingency/Transfers to other funds
General Fund Property/Casualty & General Liability Insurance allocation
Debt Service
In March 2017, The Village obtained loan financing for the new Country Club Clubhouse project. The
transaction consists of two loans: (1) one tax-exempt loan in an amount not to exceed $8.9 million with an
interest rate of 3.19% and a maturity date of June 1, 2032; and (2) one taxable loan in an amount not to
exceed $6.1 million with an interest rate of 3.78% and a maturity date of June 1, 2025. The tax-exempt loan
is pre-payable without penalty after June 1, 2025.
Contingency
A contingency is a reserve that is set aside to accommodate unanticipated expenditures. For the FY 2017/18
budget, the Village Council opted to remove this item from the budget and will utilize unassigned fund
balance for unanticipated expenditures.
Transfers
In FY 2018, an appropriation of $190,799.00 is to be transferred to the Capital Projects Fund to finance the
General Fund’s Capital Improvement Plan.
Property/Casualty & General Liability Insurance
Effective October 1, 2006, the Village discontinued its participation in the Southeast Risk Management
Association (SERMA) and joined the Florida Municipal Insurance Trust (FMIT). However, as a former
participant in SERMA, the Village is liable for claims incurred through September 30, 2006.
In 2010, the Village initiated a Request for Proposals (RFP) for Property/Casualty and General Liability
insurance for the Village. The proposals submitted were reviewed by an independent Risk Management
company that assisted with the selection. This company assessed the pricing, coverage, financial stability
and service capability of each provider. As a result of the analysis the Village joined Public Risk
Management (PRM) on October 1, 2011. Since that time, each proposal submitted by PRM for renewal of
the insurance has been determined by Council to be in the best interest of the Village. For FY18 the Village
has once again chosen PRM as the Property/Casualty and General Liability provider.
Village of North Palm Beach FY 2018 Adopted Budget Page 195 of 295
Reserves and Other FY 2018
Budget Summary
FY 2018
Budget
FY 2017
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/16
Actual
09/30/15
Debt Service $1,293,101 $ 0 0.00% $1,293,101 $ 0 $ 0
Property/General Liability Insurance 234,077 252,300 -7.22% (18,223) 288,419 348,726
Reserves/Contingencies/Transfers 190,799 719,587 -73.48% (528,788) 1,516,480 2,091,246
Total Expenses $1,717,977 $971,887 76.77% $ 746,090 $1,804,898 $2,439,972
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to an increase in debt service:
In March 2017, a $15 million loan was secured for the new Country Club Clubhouse project, which
will include a new Clubhouse, a Splash Park and a remodeled pool deck. The loan has a fifteen (15)
year term and the first debt service payment is scheduled for December 2017.
Village of North Palm Beach FY 2018 Adopted Budget Page 196 of 295
General Fund Charts & Graphs FY 2018
Village of North Palm Beach FY 2018 Adopted Budget Page 197 of 295
Property Value and Millage Summary FY 2018
Property Value:
FY 2017 Millage Rate $7.3300
FY 2017 Ad-Valorem Proceeds $12,868,838
FY 2017 GROSS Taxable Value $ 1,848,041,694 Increase in GROSS taxable value
$275,871,310 14.93%
FY 2018 GROSS Taxable Value $ 2,123,913,004
FY 2018 BUDGETARY Taxable Value (95%) $ 2,017,717,354
FY 2018 Rolled Back Rate $6.9039
Millage Table:
MIL Amount
1.00 MIL $ 2,017,717
.75 MIL $ 1,513,288
.60 MIL $ 1,210,630
.55 MIL $ 1,109,744
.50 MIL $ 1,008,859
.40 MIL $ 807,087
.35 MIL $ 706,201
.30 MIL $ 605,315
.25 MIL $ 504,429
.20 MIL $ 403,543
.10 MIL $ 201,772
Millage Options:
Calculations for selection of millage rate:
Millage
Rate Ad-Valorem
$
Increase /
(Decrease)
over 2017
Ad-Valorem
%
increase /
(decrease)
over
FY 2017
Millage Rate
%
increase /
(decrease) over
FY 2018 RBR
Retain FY 2017 Millage Rate 7.3300 $14,789,868 $ 1,921,030 0.00% 6.17%
FY 2018 Rolled Back Rate 6.9039 $13,930,119 $ 1,061,281 -5.81% 0.00%
Millage Rate Required to retain FY 2017
Ad-Valorem 6.3779 $12,868,838 $ 0 -12.99% -7.62%
FY 2018 Majority Vote Rate 7.7745 $15,686,744 $ 2,817,905 6.06% 12.61%
FY 2018 Two-Thirds Vote Rate 8.5520 $17,255,519 $ 4,386,680 16.67% 23.87%
Statutory Maximum 10.0000 $20,177,174 $ 7,308,335 36.43% 44.85%
Council's Adopted Rate 7.3300 $ 14,789,868 $ 1,921,030 0.00% 6.17%
Village of North Palm Beach FY 2018 Adopted Budget Page 198 of 295
Ad-Valorem, Assessed Value, Millage and Budget FY 2018
Fiscal Year 2001-2018 presented below:
Fiscal
Year
Assessed
Value
Taxable
Valuation
Millage
Rate
Total
Taxes
Total
Budget
Total
Budget %
Increase /
(Decrease)
over Prior
Year
Total
Taxes
as % of
Total
Budget
Total
Budget
as % of
Assessed
Value
2001
901,813,310
856,722,645
5.7500
4,926,155
13,947,270 40.20% 35.32% 1.55%
2002
992,018,426
942,417,505
5.6000
5,277,538
12,986,918 -6.89% 40.64% 1.31%
2003
1,137,570,526
1,080,692,000
5.8000
6,268,014
13,565,749 4.46% 46.20% 1.19%
2004
1,297,803,114
1,232,912,958
6.8000
8,383,808
13,741,933 1.30% 61.01% 1.06%
2005
1,438,036,209
1,366,134,399
7.2700
9,931,797
15,591,492 13.46% 63.70% 1.08%
2006
1,667,949,738
1,584,552,251
6.8000
10,774,955
18,038,400 15.69% 59.73% 1.08%
2007
1,999,331,298
1,899,364,733
6.3000
11,965,998
19,438,633 7.76% 61.56% 0.97%
2008
2,028,911,987
1,927,466,388
6.1000
11,757,545
19,691,948 1.30% 59.71% 0.97%
2009
1,847,845,205
1,755,452,945
6.6977
11,757,497
19,073,192 -3.14% 61.64% 1.03%
2010
1,673,245,674
1,589,583,390
6.9000
10,968,125
18,056,938 -5.33% 60.74% 1.08%
2011
1,543,308,420
1,466,142,999
6.9723
10,222,389
17,506,072 -3.05% 58.39% 1.13%
2012
1,495,282,994
1,420,518,844
6.9723
9,904,284
17,517,544 0.07% 56.54% 1.17%
2013
1,486,295,612
1,411,980,831
6.9723
9,844,754
17,499,724 -0.10% 56.26% 1.18%
2014
1,527,431,467
1,451,059,894
6.8731
9,973,280
18,614,912 6.37% 53.58% 1.22%
2015
1,609,188,844
1,528,729,402
7.3300
11,205,587
19,863,106 6.71% 56.41% 1.23%
2016
1,726,462,395
1,640,139,275
7.3300
12,022,221
20,524,967 3.33% 58.57% 1.19%
2017
1,848,041,694
1,755,639,609
7.3300
12,868,838
21,328,539 3.92% 60.34% 1.15%
2018
2,123,913,004
2,017,717,354
7.3300
14,789,868
23,482,124 10.10% 62.98% 1.11%
Village of North Palm Beach FY 2018 Adopted Budget Page 199 of 295
Millage Rates and Assessed Valuations FY 2018
Fiscal Year 2007 – 2018 presented below:
Village of North Palm Beach FY 2018 Adopted Budget Page 200 of 295
General Fund Fee Schedule FY 2018
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 201 of 295
General Fund Fee Schedules FY 2018
Recreation
Notes for Recreation Fee Schedule:
1.Programs offered by the Village of North Palm Beach (VNPB) are not taxable; however, rentals are subject to sales tax. The fees
shown below do not include sales tax. Rental fees are hourly unless specified (*). The VNPB reserves the right to change fees at any
time with approval from the Village Council.
2.Programs may be offered by independent instructors that are not listed. These programs will be set and collected by the program
instructor (sales tax applicable).
3.Non-profit 501C organizations and local schools will be charged at the Resident rate unless otherwise specified.
Description Fee
Anchorage Park Activities Building (Hourly)
Resident Room A $ 26.52
Non-Resident Room A $ 37.13
Resident Room B $ 37.13
Non-Resident Room B $ 63.65
Resident after hours building charge $ 106.09
Non-Resident after hours building charge $ 212.18
After hours staff charge $ 26.52
Anchorage Park (Hourly)
Resident Anchorage Gazebo $ 25.75
Non-Resident Anchorage Gazebo $ 41.20
Resident Volleyball (1 court) $ 25.75
Resident Volleyball (2 courts) $ 36.05
Non-Resident Volleyball (1 court) $ 36.05
Non-Resident Volleyball (2 courts) $ 51.50
Community Center (Hourly)
Resident Gymnasium $ 110.00
Non-Resident Gymnasium $ 210.00
Non-profit (W-501 C-3) Charge $ 110.00
Resident Field (No Lights) $ 35.00
Resident Field (With Lights) $ 70.00
Non-Resident Field (No Lights) $ 70.00
Non-Resident Field (With Lights) $ 100.00
Lakeside Park (Hourly)
Resident Tiki Hut - Large $ 25.75
Osborne Park (Hourly)
Resident Recreation Building $ 53.04
Non-Resident Recreation Building $ 159.13
Resident Field (No Lights) $ 37.13
Resident Field (With Lights) $ 74.26
Non-Resident Field (No Lights)) $ 74.26
Non-Resident Field (With Lights) $ 106.09
Resident after hours building charge $ 106.09
Non-Resident after hours building charge $ 212.18
After hours staff charge $ 25.75
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 202 of 295
General Fund Fee Schedules FY 2018
Description Fee
Sports Programs (Per/Player/League)
Resident Youth (All Sports) $ 75.00
Non-Resident Youth (All Sports) $ 85.00
Pool Membership Fees (Annual)
Resident Family $ 345.00
Non-Resident Family $ 468.00
Resident Single $ 175.00
Non-Resident Single $ 260.00
Resident Junior (17 & under) $ 95.00
Non-Resident Junior (17 & under) $ 115.00
Resident Masters (training only ) $ 115.00
Non-Resident Masters (training only ) $ 160.00
Pool Fees (Daily)
Resident Adult $ 2.83
Non Resident Adult $ 4.72
Child (13 & under) $ 2.83
Child (3 & under) Free
Resident/Member Tiki Hut $ 25.75
Non-Resident Tiki Hut $ 41.20
After hours Full facility rental (3 hrs) $ 550.00
After hours lifeguards per guard per hr. $ 25.00
Tennis Membership Fees (Annual)
Resident Family $ 540.63
Non-Resident Family $ 721.00
Resident Single $ 422.30
Non-Resident Single $ 540.63
Resident Junior (17 & under) $ 108.15
Non-Resident Junior (17 & under) $ 113.30
Summer Resident Single $ 206.00
Summer Resident Family $ 231.75
Summer Non-Resident Single $ 231.75
Summer Resident Family $ 257.50
Guest Fees (members) $ 10.00
Guest Fees (non-members) $ 12.00
Marina Fees (Annual)
Dry Storage
15 feet & under $ 681.34
16 - 20 feet $ 738.10
21 - 25 feet $ 794.90
26 - 30 feet $ 851.67
31 - 35 feet $ 908.46
36 & over $ 965.23
Wet Storage $ 2,141.68
Ramp Decal $ 60.00
Temporary Day Launch Permit (Res. Only) $ 9.43
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 203 of 295
General Fund Fee Schedules FY 2018
General Services
Description Fee
Library
Overdue Fines (Maximum fine per item is $5.00)
7/14/28 day Books $ 0.25 a day
Audio/CD Books $ 0.25 a day
Music CDs $ 0.25 a day
DVD $ 0.25 a day
Interlibrary Loans $ 0.25 a day
Magazines $ 0.25 a day
Lost / Damaged Items
Lost or Damaged Item Cost of item
Lost Library Card Fee $1.00 per card
Kindle $119.00
Kindle Case $30.00
Nook $100.00
Nook Case $35.00
USB Cord $10.00
Plug Adapter $10.00
Carrying Bag $10.00
Memberships
Library Cards-NPB Resident / PBC Resident No charge
Library Cards-Non-Residents per family $ 25.00
Library Cards-Non-Residents Individual up to 6 months $ 15.00
Services
Black and White Copy / Print $0.15 per copy
Color Copy / Print $0.50 per copy
Fax Service $1.00 per page
Scanning No charge
Finance
NSF Checks:
Face value of check does not exceed $50.00 $ 25.00
Face value of check does not exceed $300.00 $ 30.00
Face value of check exceeds $300.00 $ 40.00 or 5% of face value
of check whichever is greater
Clerk's Office
Copies:
Single-sided page up to 8.5 x 14 $ 0.15 each
Double-sided page up to 8.5 x 14 $ 0.20 each
Single-sided page 11 x 17 $ 0.20 each
Certified copies, plus per page cost for copies $ 1.00
Lien Certification each parcel number $ 20.00
Zoning Map (Cost of duplication, depends on size) Actual Cost
CD Actual Cost
Special Service Fee: For any request in which the nature or volume of the public records requested to be inspected or copied
requires more than 15 minutes of clerical and/or supervisory assistance to research, locate, review for confidential information,
copy, re-file, oversee the review of, print and or use of information technology resources there will be a special service fee which is
hourly rate (excluding benefits) of the individual providing the public records.
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 204 of 295
General Fund Fee Schedules FY 2018
Public Works
Description Fee
Annual Commercial Disposal Fee
(calculated by occupancy category and square foot of building as determined by Solid Waste Authority)
Low Density 0.081
Medium 0.214
High 1.147
Residential Waste Removal Fees
Disposal Fee per cubic yard $4.50
Equipment & Fuel Cost per cubic yard $2.70
Total per cubic yard $7.00
In addition to the charge per cubic yard set forth above, persons who violate the yard waste collection requirements shall also be
assessed for personnel costs (less benefits) in the amount of $18.50 per hour based on the actual time incurred in removing the yard
waste, with a two-hour minimum charge.
Swale Tree Permit No charge
Dumpster lease fees are applicable to Commercial Account customers utilizing Village owned and maintained dumpsters,
customers utilizing Village owned and maintained dumpsters.
1 cubic yards $18/Month
2 cubic yards $20/Month
3 cubic yards $21/Month
4 cubic yards $22/Month
6 cubic yards $25/Month
8 cubic yards $27/Month
Right-of-Way Permitting
Note: The Village reserves the right to refuse service to any construction or permitted work site based on non-payment of
fees. The Village reserves the right to refuse service and permitting to business entities or individuals based on outstanding
unpaid fees. Non-payment of fees shall constitute proper documented notification by the Village of fees due and failure of the
receiving party to pay or appeal said fees within twenty (20) business days of receipt of notification.
Note: Fees described wherein may adjust annually at a rate equal to the Consumer Price Index or three percent (3%),
whichever may be determined more appropriate, each October 1st (beginning October 1, 2017).
Note: Refer to day charges shall be for calendar days, inclusive of weekends and holidays.
Right-of-Way Utilization Permit Application & Processing Fee ① $ 35.00
Residential Driveway Apron Construction $ 35.00
Sidewalk Repair/Construction, first 100’ $ 35.00
Each additional 100’ LF or fraction thereof $ 35.00
Crane/Lifting Equipment Placement, per day $ 25.00
Roll-off Dumpster Placement, per day $ 25.00
Construction Material Placement (Swale/Right-of-Way, per day) $ 25.00
Tree Trimming Operation (Rolling locations, per day) $ 35.00
Permit extension(s), 30 calendar days (Non-refundable) $ 35.00
Permit renewal (expired permit) $ 35.00
Maintenance of Traffic Plan Review (2 reviews) $ 135.00
Each additional review $ 60.00
Roadway Closure/Obstruction (per lane-foot per day) $ 0.50
Sidewalk Closure/Obstruction (per linear foot per day) $ 0.50
Roadway/Sidewalk Closure Work Completion Delay ② 2 x
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Village of North Palm Beach FY 2018 Adopted Budget Page 205 of 295
General Fund Fee Schedules FY 2018
Description Fee
Special Events w/ Road Closure $ 265.00
Open Cut Roadway, Per Cut Location $ 218.00
Utility Pole Installation – Overhead Facilities, Each Pole $ 109.00
Franchise Utility Main / Cable / Line Install, Per 100’ Linear $ 20.00
Franchise Utility Cabinet Installation, Per Location $ 163.50
Permit Violation Charges (All Permits)
Work Commencement (without valid permit) ③ 2 x permit fee
Work Commencement (valid permit – without notice) $ 100.00
Work Outside Permit Limits (with valid permit) 2 x permit fee
Work with a suspended or expired permit ④ $ 500.00
Closure/Obstruction (without valid permit) ⑤ $ 500.00
Closure/Obstruction (exceeding permit limits) ⑤ $ 150.00
Abandoned Barricade/Temporary Signage Collection/Storage
Traffic Signage & VMS Board, per day $ 10.00
Barricade (all types), per day $ 5.00
Collection Fee (30 calendar days past due) ⑥ $ 35.00
Emergency Response Cost Recovery ⑦
Emergency Response – Street Maintenance Actual Cost ⑧
①Right-of-way permits are valid for a maximum of 30 calendar days from date of issue. Permits may be extended in 30 calendar day increments at time of
issuance. Additional work not authorized by the original permit terms will require a new permit or modification of existing permit. Fees are payable upon
submission of permit application.
②Closure/Obstructions exceeding the prescribed permit time limits will be access fees equal to 2 times the daily closure rate for each day, or fraction thereof, of
additional closure/obstruction.
③Violation charge is applicable in all cases where work commences without a valid Village of NPB right-of-way permit. Violation charges will not apply to
emergency work, if permit is applied for within two (2) business days following the commencement of emergency work. Violation charges will be assessed
separately and shall be equal to the total of the permit assessment, effectively doubling the permit fee.
④Violation charges will be assessed for work completed with a suspended or expired permit in the amount of $500 per day, or fraction thereof, per occurrence.
Work completed with a suspended or expired permit will be assumed defective without inspection and may be rejected in part or entirety.
⑤Violation charges will be assessed for closure/obstruction of roadway, sidewalk, or public access in the amount of $500 per day, or fraction thereof, per
occurrence. Violation charges will be assessed for closure/obstruction or roadway, sidewalk, or public access in the amount of $150 per day, or fraction thereof,
per occurrence for incidents that exceed a valid permit work limitations.
⑥Fees assessed for additional work, time extension, late charge, or emergency response are due upon issuance. Fees are determined to be past due if not paid
within 30 calendar days of issuance.
⑦Emergency response cost recovery expenses may be assessed in association with capital construction, site development, right-of-way construction, and
infrastructure maintenance activity that result in damage or disruption of service to a Village owned facility or utility. Additional fines, fees, or cost recovery
expenses may be levied by other regulatory agencies.
⑧ Actual cost will include, but is not limited to: labor, overhead, equipment, materials, laboratory analysis, and municipal contractor cost.
Public Safety
Description Fee
Police
Bicycle Registration $ 1.00
Accident Reports-per one-sided page $ 0.15
Accident Report-two-side page $ 0.20
Accident/Incident Report-CD $ 2.00
Fingerprinting-Village Resident $ 4.00
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Village of North Palm Beach FY 2018 Adopted Budget Page 206 of 295
General Fund Fee Schedules FY 2018
Description Fee
Fingerprinting-Non Resident $ 6.00
Fingerprinting – Employment in the Village $ 6.00
False Alarm-Residences $ 50.00
False Alarm-Businesses $ 100.00
Alarm Permit Account (New & Renewal) $ 25.00
Parking Fines $ 25.00
Parking Fines-No decal for marina parking $ 50.00
Parking Fines-Second Violation $ 100.00
Water Restriction-1st Violation Warning
Water Restriction-2nd Violation $ 25.00
Outside Services (Special Details) $ 54.37
Forfeiture Revenue Varies
Emergency Medical Services Fees
Basic Life (per transport) $ 610.00
Advanced Life Support Level One (per transport) $ 675.00
Advanced Life Support Level Two (per transport) $ 745.00
*plus $12.00 per mile
Fire/Rescue (Special Details min. 3 hours charged per event)
Hourly rate per firefighter (2 firefighters minimum) $49.88
Vehicle operating cost per hour $12.98
Annual Fire Inspection Fees
Assembly (Type of Occupancy Use)
50-299 $ 75.00
300-999 $ 100.00
1,000-4,900 $ 175.00
5,000 or greater $ 275.00
Educational:
Day Care, Nursery Pre-school $ 35.00
All others $ 75.00
Healthcare/Instructional
5,000 square feet and under $ 50.00
5,001-15,000 square feet $ 100.00
15,001-30,000 square feet $ 150.00
30,001-100,000 square feet $ 250.00
100,001 square feet or greater $ 350.00
Transient Lodging, Apartment, Residential Board and Care, and Adult Living Facilities
24 units and less $ 55.00
25-100 units $ 75.00
101-500 units $ 150.00
501 units or greater $ 250.00
Mercantile, Office, Storage, Industrial and Manufacturing
5,000 square feet and under $ 50.00
5,001-15,000 square feet $ 100.00
15,001-30,000 square feet $ 150.00
30,001-100,000 square feet or greater $ 200.00
100,001 square feet or greater $ 300.00
Marinas and Boat Storage Facilities
50 boat slips and under $ 50.00
51-200 boat slips $ 150.00
101-250 boat slips $ 200.00
251 boat slips or greater $ 300.00
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Village of North Palm Beach FY 2018 Adopted Budget Page 207 of 295
General Fund Fee Schedules FY 2018
Description Fee
Tent & Temporary Structures
All $ 50.00
All other occupancies not listed $ 50.00
Re-Inspections/Extra Inspections
First No charge
Second $ 100.00
Third $ 150.00
Fourth and subsequent $ 200.00
Unscheduled inspection by special request (subject to
availability)
$75/hr 1 hr min.
2 hr min after hours
4 hr min weekend &
holidays per inspection
Any unproductive trip
(Work not ready, locked out, plans absent, etc.) $ 100.00
Plan Review Fees
Inspection & Plan Review Fee
(based on improvement cost)
$2.25 per $1,000
($50.00 minimum)
Civil Drawing Review Fee $ 50.00
Hood (excluding fire suppression system) $ 100.00
Pre-permit revision 10% of original fee
Post permit revision
$5.00 per page
($20.00 minimum)
Planning, Zoning & Code Compliance
Code Compliance
Annual Abandoned Property Registration Fee $ 150.00
Open Code Enforcement Researches (per address) $ 20.00
Code Citation Fees:
First Violation $ 25.00
Second Violation $ 100.00
Third Violation $ 150.00
Fourth Violation
Mandatory appearance
before Special Magistrate
Planning & Zoning (* Fees do not include advertising, legal, etc.)
Zoning Variances * $ 500.00
Sign Variances * $ 500.00
Comprehensive Plan Amendments application fee * $ 1,500.00
Rezoning (amendments, modify, supplement or repeal) $ 1,000.00
Planned Unit Development (PUD) application fee * $ 2,000.00
Planned Unit Development Major Amendment application fee * $ 1,000.00
Planned Unit Development Minor Amendment application fee * $ 500.00
Planned Unit Development Waiver fee (per waiver request)* $ 100.00
Temporary Commercial Signage - For Sale or For Lease (each) $ 10.00
Temporary Banner Fee (each) $ 10.00
Portable Storage Containers & Roll-off Construction Dumpsters (Permit) $ 25.00
Portable Storage Containers & Roll-off Construction Dumpsters (Permit Renewal) $ 10.00
Special Event Permit - Profit $ 50.00
Special Event Permit - Non-Profit $ 25.00
Landscape Permit (which includes up to 2 zoning inspections) $ 150.00
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Village of North Palm Beach FY 2018 Adopted Budget Page 208 of 295
General Fund Fee Schedules FY 2018
Description Fee
Site Plan Major application fee - Multi-Family & Commercial $ 500.00
Site Plan Minor application fee - Multi-Family & Commercial $ 100.00
Site Plan amendment application fee for previously approved by Planning Commission and/or
Council $ 100.00
Zoning Confirmation Letter $ 50.00
Zoning Re-inspection Fee $ 25.00
Peddlers and Solicitors Fee $ 250.00
Special Exception Fee* $ 500.00
Conditional Use Fee* $ 100.00
Painting Permit Fee $ 150.00
Similar Use Permit* $ 500.00
Business Tax
Notes for Business Tax Schedule:
1.LATE FEES
All businesses tax receipts issued hereunder may be renewed without penalty no later than September 30 by application of
the receipt holder. Receipts not renewed by October 1 shall be considered delinquent and subject to a delinquency
penalty of ten (10) percent of the full year business for the month of October, plus additional five-percent for each month
of delinquency thereafter until paid. The total delinquency penalty shall never exceed twenty-five (25) percent of the full
year business tax for that applicant, in addition to the business tax set forth herein.
2.TRANSFER FEE
a.New Owner: (At the time any such receipt is transferred, the person applying such transfer fee equal to ten (10)
percent of the annual business tax but not less than three dollars ($3.00) and not more than twenty-five dollars
($25.00).
b.New Location: (At the time any such receipt is transferred, the person applying such transfer fee equal to ten(10)
percent of the annual business tax but not less than three dollars ($3.00) and not more than twenty-five dollars
($25.00).
Classification
Total Fee
(cash/check)
Total Fee
(credit card)
AGRICULTURAL SERVICES
Veterinary Services:
Veterinary service from a truck $ 132.00 $ 134.97
Veterinary service to animal specialties $ 132.00 $ 134.97
Animal specialty services, except veterinary $ 132.00 $ 134.97
Landscape counseling and planning $ 132.00 $ 134.97
Lawn and garden service $ 110.00 $ 112.48
Ornamental shrub and tree service $ 110.00 $ 112.48
Building construction-Contractors as defined by the Contractors Licensing Board
of Palm Beach County $ 132.00 $ 134.97
TRANSPORTATION
Taxi cabs:
Local Trucking $ 93.00 $ 95.09
Each place or business $ 66.00 $ 67.49
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Village of North Palm Beach FY 2018 Adopted Budget Page 209 of 295
General Fund Fee Schedules FY 2018
Classification
Total Fee
(cash/check)
Total Fee
(credit card)
Each vehicle $ 66.00 $ 67.49
Water transportation of passengers $ 66.00 $ 67.49
Marinas (also see retail) each space (minimum $55.00 increased to $57.75); each $ 3.30 $ 3.37
Water transportation services NEC $ 66.00 $ 67.49
Arrangement of passenger transportation $ 164.50 $ 168.20
Arrangement of freight/cargo transportation $ 164.50 $ 168.20
COMMUNICATIONS
Radiotelephone communications $ 176.00 $ 179.96
Telephone company (franchise) $ 66.00 $ 67.49
Telephone communication except radiotelephone $ 176.00 $ 179.96
Telegraph $ 478.50 $ 489.27
Radio television broadcasting $ 412.50 $ 421.78
Cable and other pay television services $ 412.50 $ 421.78
ELECTRONIC, GAS AND SANITARY SERVICES
Electric services (franchise) $ 578.50 $ 591.52
Natural gas transmission (franchise) $ 578.50 $ 591.52
Natural gas distributors $ 578.50 $ 591.52
Liquefied petroleum distributors $ 578.50 $ 591.52
Water supply (franchise) $ 578.50 $ 591.52
Sanitary sewer services (franchise) $ 578.50 $ 591.52
WHOLESALE TRADE (See RETAIL)
Wholesale-durable goods:
Inventory value cost-not exceeding $1,000.00 $ 38.50 $ 140.97
Each additional $1,000.00 $ 9.45 $ 140.97
RETAIL TRADE
Retail store:
Inventory value cost-not exceeding $1,000.00 $ 38.50 $ 39.37
Each additional $1,000.00 (Maximum cap $7,500) $ 9.45 $ 9.66
Filing station, marine/auto/other:
1-4 dispensers $ 93.00 $ 95.09
Each additional dispenser $ 27.00 $ 27.61
Eating place ($54.50 increased to $57.00 minimum) each seat $ 2.70 $ 2.76
Drinking place (alcoholic drinks) ($54.50 increased to $57.00 minimum) each seat $ 2.70 $ 2.76
Food service-no seats $ 132.00 $ 134.97
Non-store retail
Catalog and mail order $ 132.00 $ 134.97
Automatic merchandise machines operator $ 280.00 $ 286.30
Each machine $ 32.50 $ 33.23
Fuel oil dealer (bottled gas) $ 132.00 $ 134.97
LP gas dealer (bottled gas) $ 132.00 $ 134.97
Direct selling-each person/vehicle $ 132.00 $ 134.97
Solicitor/canvasser each:
Per year $ 346.50 $ 354.30
Each canvasser $ 115.50 $ 118.10
Retail store NEC:
Florist $ 132.00 $ 134.97
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Village of North Palm Beach FY 2018 Adopted Budget Page 210 of 295
General Fund Fee Schedules FY 2018
Classification
Total Fee
(cash/check)
Total Fee
(credit card)
Tobacco store $ 132.00 $ 134.97
News dealer/news stand $ 132.00 $ 134.97
Optical goods store $ 132.00 $ 134.97
Miscellaneous Retail Store NEC (Consignment, Pawn) $ 132.00 $ 134.97
FINANCE, INSURANCE, REAL ESTATE
Depository institution $ 297.00 $ 303.68
Non-depository institution $ 297.00 $ 303.68
Security and commodity brokers/dealers $ 150.00 $ 153.38
Brokers sales agent $ 37.50 $ 38.34
INSURANCE
Insurance carriers $ 132.00 $ 134.97
Insurance agents, broker service $ 132.00 $ 134.97
Insurance sales agent $ 132.00 $ 134.97
REAL ESTATE
Real estate operator ($54.50 increased to $57.00 minimum):
Base (1-5 sleeping rooms) $ 15.75 $ 16.10
Each additional room $ 3.30 $ 3.37
Real estate agents and manager $ 132.00 $ 134.97
Real estate sales agent (No Longer Applicable) $ 0 $ 0
Title abstract office $ 132.00 $ 134.97
Land sub dividers and developers $ 186.50 $ 190.70
Holding and other investment offices $ 297.00 $ 303.68
SERVICES
Hotels, rooming houses, etc. ($54.50 increased to $57.00 minimum):
Base (1-5 sleeping rooms) $ 16.50 $ 16.87
Each additional sleeping room $ 3.30 $ 3.37
Personal Services:
Laundry, cleaning, garment service $ 132.00 $ 134.97
Coin operated laundry, dry cleaning $ 132.00 $ 134.97
Operator 1-20 machines $ 132.00 $ 134.97
Each additional machine $ 6.50 $ 6.65
Photographic studio, portrait $ 132.00 $ 134.97
Beauty shop $ 132.00 $ 134.97
Each state licensed operator $ 37.50 $ 38.34
Barber shop $ 132.00 $ 134.97
Each state licensed operator $ 37.50 $ 38.34
Shoe repair shop $ 132.00 $ 134.97
Funeral service $ 297.00 $ 303.68
Additional for ambulance service $ 186.50 $ 190.70
Tax preparation service $ 132.00 $ 134.97
Miscellaneous personal service NEC $ 132.00 $ 134.97
Advertising agency $ 132.00 $ 134.97
Consumer credit reporting/collection $ 132.00 $ 134.97
Mailing, reproduction. Commercial art and stenographic service $ 132.00 $ 134.97
Service to dwelling $ 132.00 $ 134.97
Miscellaneous equipment rental/leasing $ 132.00 $ 134.97
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Village of North Palm Beach FY 2018 Adopted Budget Page 211 of 295
General Fund Fee Schedules FY 2018
Classification
Total Fee
(cash/check)
Total Fee
(credit card)
Personnel supply service $ 132.00 $ 134.97
Computer programming, data processing $ 132.00 $ 134.97
Miscellaneous business service NEC $ 132.00 $ 134.97
Business services NEC $ 132.00 $ 134.97
Telemarketing $ 186.50 $ 190.70
Plus each phone $ 37.50 $ 38.34
AUTO SERVICE/REPAIR
Auto Rental $ 132.00 $ 134.97
Auto repair shop:
2 persons $ 37.50 $ 38.34
3-4 persons $ 59.50 $ 60.84
5-6 persons $ 110.00 $ 112.48
7-10 persons $ 176.00 $ 179.96
11-20 persons $ 220.00 $ 224.95
More than 21 person $ 363.00 $ 371.17
Car wash $ 132.00 $ 134.97
MISCELLANEOUS REPAIR SERVICES
Misc. repair services store $ 132.00 $ 134.97
Misc. repair services from a truck $ 66.00 $ 67.49
Misc. repair services with retail store $ 66.00 $ 67.49
MOTION PICTURES
Motion picture production/distributor $ 132.00 $ 134.97
Motion picture theatre/drive-in $ 275.00 $ 281.19
Plus per seat/per space $ 0.49 $ 0.50
AMUSEMENT AND RECREATION SERVICE
Dance studios $ 132.00 $ 134.97
Theatrical producers $ 132.00 $ 134.97
Bowling center (1-5 alleys) $ 132.00 $ 134.97
Each additional alley $ 37.50 $ 38.34
Commercial sports $ 186.50 $ 190.70
Physical fitness facilities $ 132.00 $ 134.97
Coin operated amusement devices operator $ 280.00 $ 286.30
Plus each machine $ 32.50 $ 33.23
Amusement and recreation services NEC $ 132.00 $ 134.97
Fortune teller-fee charged $ 1,267.00 $ 1,295.51
No fee charged-contribution $ 2,205.00 $ 2,254.61
Phrenologist-fee charged $ 1,487.50 $ 1,520.97
No fee charged-contribution $ 2,205.00 $ 2,254.61
HEALTH SERVICES
Licensed practitioner each $ 132.00 $ 134.97
Nursing and personal care facility $ 186.50 $ 190.70
Hospital $ 186.50 $ 190.70
Medical and dental laboratory $ 186.50 $ 190.70
Home health care $ 132.00 $ 134.97
Miscellaneous health services NEC $ 132.00 $ 134.97
LEGAL SERVICES
Attorneys each $ 132.00 $ 134.97
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Village of North Palm Beach FY 2018 Adopted Budget Page 212 of 295
General Fund Fee Schedules FY 2018
Classification
Total Fee
(cash/check)
Total Fee
(credit card)
EDUCATIONAL SERVICES
Elementary and secondary school $ 132.00 $ 134.97
Vocational school $ 132.00 $ 134.97
Schools and educational services NEC $ 132.00 $ 134.97
SOCIAL SERVICES
Individual and family services $ 132.00 $ 134.97
Job training service $ 132.00 $ 134.97
Child care facility (Fla. Statute) $ 154.00 $ 157.47
Family day care (Fla. Statute) $ 59.50 $ 60.84
Community residential home (Fla. Statute) $ 154.00 $ 157.47
Social services NEC $ 132.00 $ 134.97
Membership organizations $ 132.00 $ 134.97
ENGINEERING, ACCOUNTING, RESEARCH MANAGEMENT
Engineering, architectural and surveying-each practitioner $ 132.00 $ 134.97
Residential designer $ 132.00 $ 134.97
ACCOUNTING, AUDITING AND BOOKKEEPING SERVICES
Accounting/bookkeeping service $ 132.00 $ 134.97
Certified public accountant each $ 132.00 $ 134.97
RESEARCH, DEVELOPMENT AND TESTING SERVICES
Research, development and testing services $ 132.00 $ 134.97
MANAGEMENT AND PUBLIC RELATIONS SERVICES
Management services $ 132.00 $ 134.97
Management consulting services $ 132.00 $ 134.97
Public relation services $ 132.00 $ 134.97
Facility support management services $ 132.00 $ 134.97
Business consulting services NEC $ 132.00 $ 134.97
Building
Description: Fees:
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 permits)
10% of permit fee. $25.00 Minimum. Third rejection of plans
for the same comment shall incur a fee of four (4) times the plan
review portion of the permit fee. Florida State Statues SS
553.80(2)(b)
Sub-permit $10.00 applicable to all sub-permits that do not require an
independent review
Low Voltage Alarm $40.00 per label
Surcharge 1% of the permit fee. Minimum of $2. Florida State Statues SS
553.721
Building Code Administrators and Inspectors Fund
1.5% of the permit fee. Minimum of $2. Florida State Statutes
SS 468.631
Training Surcharge 1% of the permit fee and/or revision fee. $1 minimum
Digitizing Plans $2.20 per page for pages over 11"x17" up to 24"x36"
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Village of North Palm Beach FY 2018 Adopted Budget Page 213 of 295
General Fund Fee Schedules FY 2018
Description Fee
Building Relocation $290.00
Change of Occupancy without work being performed $ 75.00
Building Demolition $ 290.00
Parking lot overlay/re-striping $ 100 per lot up to 150 parking spaces
$ 125 per lots over 150 parking spaces
Construction Trailers $ 50.00
Re-inspection Fee
$50.00, second re-inspection $100, four (4) times the amount of
the fee imposed for the first re-inspection and for each
subsequent re-inspection for an uncorrected violation after the
second re-inspection. Florida State Statues SS 553.80(2)(c)
Unscheduled inspection by special request
(Subject to availability) $75/hr 1hr min, 2hr Min for after hours, 4hr Min weekends &
holidays per inspector or inspection trade.
Penalty for commencing work without first securing a permit or
written approval Four (4) times the permit fee, plus $100.00 Administration Fee.
(At the discretion of the Building Official)
Change of contractor-same location $75.00 plus $25.00 per sub-contractor.
Residential Revision Fee
After plans are approved and permit issued, one and two family
dwellings, $25.00 plus $10.00 per page. An additional fee of
the estimated value of work will be charged for revisions that
result in an increase to the original job valuation.
Commercial Revision Fee
After plans are approved and permit issued-includes multi-
family dwellings, $50.00 plus $10.00 per page. An additional
fee of the estimated value of work will be charged for revisions
that result in an increase to the original job valuation.
Renew or extend permit or application $ 50.00
Re-issuance Fee (after 180 days of expiration date) 30% of original permit fee, $75.00 minimum + plan review fee
Temporary Signs or Temporary Tents (Each) $ 50.00 + plan review and Fire Department Fee if applicable
Temporary Certificate of Occupancy Fee $ 100.00
Temporary Certificate of Completion Fee $ 100.00
Early Power Release (Commercial Projects Only) $ 100.00
Local Product Approval $ 250.00 and requires Construction Board of Adjustment and
Appeals review and approval
Document Research Time & Material Fees after 15 minutes Actual Cost
Palm Beach County Impact Fees
Palm Beach County Impacts fees are collected by Village of
North Palm Beach. Impact fee credit approval is required at the
time of permit application submittal.
Open Permit Researches (per address) $ 25.00
Refund of building permit fees:
Refunds requested due to application error or canceling of a permit (All conditions must be met):
1. A maximum of 50% will be refunded.
2. Permit cannot be expired.
3. No-work has occurred or commenced on the project
(Verified by the building inspector and plan review has processed the application).
4. Request must be in writing, addressed to the Building Official.
5. Plan review fees are not subject to refund.
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Village of North Palm Beach FY 2018 Adopted Budget Page 214 of 295
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 215 of 295
Country Club Organization Chart FY 2018
The Residents
Village Manager
Golf
Operations
Administrative
Support
Food and
Beverage
Operations
Accounting Clerk
1 FT
Outside Service Attendant 0 PT (-8 PT)
Golf Shop Attendant 0 PT (-7 PT)
Driving Range / Ranger 0 PT (-11 PT)
First Assistant Golf Pro 1 FT
Outside Service Coordinator 1 FT
Member Relations Coordinator 1 FT
Sales & Marketing Rep 1 PT
Country Club Attendant 26 PT
Village Council
Kitchen Manager / Chef 0 FT (-1 FT)
Assistant Restaurant Manager 0 FT (-2 FT)
Banquet Event Coordinator 0 PT (-1 PT)
Line Cook 0 PT (-5 PT)
Service Personnel 0 PT (-24 PT)
Dishwasher 0 PT (-5 PT)
Summary FY 2018 FY 2017 Change
Full-Time 5 8 -3
Part-Time 27 62 -35
Director of Golf
1 FT
Note: The changes in the
Country Club are a result
of outsourcing the food &
beverage operations
Village of North Palm Beach FY 2018 Adopted Budget Page 216 of 295
Country Club FY 2018
Mission Statement
The North Palm Beach Country Club (NPBCC) is committed to offering a quality recreational facility to
residents, members and the general public. Its mission is to maintain self-sustaining operations through an
integrated combination of pricing, marketing and operating controls that capitalize on the facility’s ideal
locale adjacent to the Intracoastal Waterway, on the golf club’s Jack Nicklaus “Signature” course design, and on
exemplary customer service.
Service Levels Narrative – Golf Operation
In November 2006, the North Palm Beach Country Club opened its newly renovated golf course, becoming
only the second public municipal golf course in the United States to bear the prestigious moniker of a Jack
Nicklaus “Signature” Golf Course. The Village’s Nicklaus “Signature” course offers six (6) sets of tees so
golfers may challenge the course in a manner commensurate to their individual game. The course will play
up to 7,071 yards at a par 71. A putting green is located by hole number one with a pitching/chipping green
by hole number 15 for golfers to perfect their “short game.” Also a members-only short game area on the north
side of the maintenance facility is available.
Golf operations are open seven (7) days-a-week offering individual, group and clinic instruction from on-
staff PGA professionals, monthly tournaments for all levels of skill and experience, and a lighted driving
range. The golf shop offers a variety of soft goods, golf accessories, and golf clubs for sale.
The golf club facility is headed by the Director of Golf Operations. The Director is assisted by a full-time
First Assistant Golf Professional, a full-time Outside Service Coordinator, a full-time Member Relations
Coordinator, a part-time Sale and Marketing Representative, and 26 part-time Country Club Attendants. The
operation also employs a full-time Accounting Clerk located in the Finance Department at Village Hall.
Golf Course maintenance services are outsourced to International Golf Maintenance (IGM) of Orlando,
Florida, which affords a higher level of conditioning on the Nicklaus “Signature” course layout and realizes a
significant monetary savings to the Village. The maintenance of the buildings has been assigned to the
Public Works Department. The combination of outsourcing the maintenance of the golf course and having
Public Works oversee the clubhouse maintenance has resulted in a more efficient and improved level of
operation.
The golf club-fitting services are also an outsourced component of the Country Club. Club-fitting services
have been provided by an outsourced vendor for each of the last five years with a mutually beneficial
relationship between the vendor and the North Palm Beach Country Club. Mobile club-fitting operations
carry the latest equipment in the business with some vendors employing the same technology that the PGA
Tour uses for club-fitting and modifications. As an added amenity to members, residents, and guests, patrons
can be properly fit to their specific club needs in-season with the added benefit of being able to see their ball
flight in an outdoor facility, while hitting off of non-synthetic turf grass. This relationship has helped develop
improved service levels and offerings with our patrons and has expanded the customer base of the Country
Club with additional marketing materials supplied by the vendor.
Village of North Palm Beach FY 2018 Adopted Budget Page 217 of 295
Country Club FY 2018
With the opening of the Water Club residencies to the north of the club, Village Administration anticipates
new golfers and residents applying for memberships in the future. In order to provide reasonable member
access to course play while preserving access to “walk-in” guests during high season and holidays, a
maximum of 225 annual golf memberships has been established for the facility. Available memberships will
continue to be prioritized as follows:
Renewal of existing club members,
Residents of North Palm Beach,
New members sponsored by existing members in membership initiative program, and
Non-resident applications.
To maintain the “Signature” course, the proposed Golf budget reflects funding for additional trees and sod
which supports the “fine tuning” of the golf course as it moves into its twelfth season of play.
Personnel Changes – Golf Operation
The personnel/title changes for Fiscal Year 2017/2018 are:
Addition of twenty six (26) part-time Country Club Attendants;
Deletion of eight (8) part-time Outside Service Attendant positions; deletion of seven (7) part-time Golf
Shop Attendant positions; deletion of eleven (11) Driving Range/Ranger positions
Service Levels Narrative – Food & Beverage (F&B) Operation
The Food & Beverage (F&B) Operation has been outsourced to an outside contractor. An RFP has been
issued to find a suitable vendor (or vendors) who will provide the members and guests of the club as well as
residents of the Village with service via food trucks after the first of the calendar year. Accommodations will
be made to have mobile food options available in highly trafficked areas of the property to service the
golfers, tennis players, swimmers, and other visitors.
The sale and distribution of alcoholic beverages, both on the golf course and within the facilities, will be
strictly regulated in accordance with the prevailing beverage laws.
Personnel Changes – Food & Beverage Operation (F&B)
The personnel/title changes for Fiscal Year 2017/2018 are:
Deletion of one (1) full-time Kitchen Manager/Chef; Deletion of two (2) full-time Assistant Restaurant
Managers; Deletion of one (1) part-time Banquet Event Coordinator; Deletion of five (5) part-time Line
Cooks; Deletion of twenty-four (24) part-time Service Personnel; Deletion of five (5) part-time
Dishwashers
Current Year Accomplishments and New Initiatives
During Fiscal Year 2016/2017, the North Palm Beach Country Club achieved the following new initiatives
and goals for improvement:
Hosted two complimentary Member Mixers during our seasonal months with an overwhelmingly
positive response from attendees. The first Member Mixer in early January served as a “welcome
back,” with our second event in March serving as our summer farewell mixer.
Village of North Palm Beach FY 2018 Adopted Budget Page 218 of 295
Country Club FY 2018
Improved programming for our Junior Team Golf with access to our practice facilities and a
particular emphasis on practicing throughout the week apart from scheduled team practice times
Improved programming for our adult Get Golf Ready Program and implemented summer clinic
options which were previously not offered.
Had a very successful Junior Golf and Swim Camp summer program with the first week of camp
having record attendance.
Continued to reduce the carbon footprint of the Golf Operation by reducing waste in landfills and
continuing our recycling initiative that was implemented in FY2016.
Assisted in the plans for the new country club clubhouse, including but not limited to the layout of
the proposed golf shop, locker rooms, administrative offices, cart barn, and other pertinent golf and
recreational facilities of the club; provided feedback and advice to Village Administration and
council pertaining to the golf operations and future projects; and worked closely with the project team
on temporary facilities and golfers’ needs prior to, during, and through construction.
Met with the Nicklaus Group and has had an open dialogue with both the architects and agronomists
several times during the fiscal year in preparation for pending proposed course projects and
renovations.
Hosted a meeting for council, Golf Advisory Board members, Green’s Committee Members, Golf
and IGM staff, and Village Administration to interact with the Nicklaus Group to provide valuable
information on proposed course projects and renovations.
Goals and Objectives
In the coming year, the North Palm Beach Country Club plans to achieve the following goals and objectives:
Council Goal:
Maintain quality of all recreational facilities of the Village
Department Goal:
Continue to enhance the conditions of the course and clubhouse grounds and club offerings to remain
in line with the expectations of a Jack Nicklaus Signature golf facility and become a destination facility
for traveling golfers and corporate groups.
Objectives:
a. Work closely with a Nicklaus approved agronomist on the current and future needs of the golf course
and facility and utilize their expertise to effectively and efficiently implement a master renovation
plan for the golf course in the summer of 2018. This plan will enhance the overall playability and
aesthetics of the golf course and driving range facilities. Added synthetic turf at the north end of the
driving range will provide relief to the Bermuda turf on a weekly basis and will improve the overall
look and playability of the public range. The addition of LED lighting will provide a better overall
experience for those practicing at night by making the hitting tee and ball flight more visible.
Village of North Palm Beach FY 2018 Adopted Budget Page 219 of 295
Country Club FY 2018
b. Utilize the current contract with IGM to realize a cost-savings for the Village through the renovation
project and work closely with the Nicklaus group to ensure the project is on schedule and under
budget.
c. Continuously assess the program offerings of the club and add or adjust programs to meet the needs
of the community. The first Team Golf Elite program at the North Palm Beach Country Club will be
implemented in fall 2017 as a stepping stone for juniors interested in playing competitive golf.
d. Continue to host weekly staff meetings with the course Superintendent and golf administrators to
discuss ongoing and upcoming projects, inform staff, and plan work, tournaments and activities
accordingly.
e. Continually enhance the appearance and offerings of the golf shop to reflect Village pride and brand
awareness, particularly as it relates to the larger, improved space anticipated in the new country club
clubhouse.
Council Goal:
Build a new Country Club Clubhouse
Department Goal:
Actively participate in the planning of the new Country Club Clubhouse through the collaboration
and building phases.
Objectives:
a. Provide valuable feedback regarding the golf and restaurant operations as it pertains to traffic flow,
clubhouse design functionality, member and customer desires, and employee and operational
necessities and requirements prior to, during, and through construction.
b. Provide a transparent and open line of communication with patrons and residents concerning the
progress and subsequent steps in the process to dispel rumors and cultivate interest.
c. Work in conjunction with Information Technology, Public Works, Parks and Recreation, and other
pertinent and involved departments to make a seamless transition into temporary work facilities while
minimizing the impact on staff, members, guests, and the operation as a whole.
Council Goal:
Continuously improve the way the Village operates
Department Goal:
Build a supporting network of members, guests, patrons, employees, and industry professionals to
provide valuable feedback, insight, and ideas to improve the overall Country Club operations for the
enjoyment of all visitors.
Objectives:
a. Evaluate local area courses and correspond with administrative staff to gain valuable information
regarding industry trends, maintenance practices, and other golf-related business decisions,
particularly as it pertains to the planned renovations on course and impacts to the operation and
attend the yearly PGA Merchandise show to capture industry trends nation and world-wide to help
plan for the future of the North Palm Beach Country Club.
Village of North Palm Beach FY 2018 Adopted Budget Page 220 of 295
Country Club FY 2018
b. Encourage members and guests to participate in the monthly Green’s Committee and Golf Advisory
Board meetings by word of mouth, email communication, and external posting of meeting
information.
c. Continue to engage in the chapter and national meetings of the Professional Golfer’s Association of
America and network with local professionals and industry leaders to conceptualize and collaborate
on issues pertinent to the golf industry.
d. Participate in Florida’s Municipal Golf Course Association as a PGA Professional and administrator
to examine areas of opportunity and gain a better understanding of the threats, opportunities, and
trends affecting the industry in our immediate area and continuously converse with local area
professionals to build a community of clubs that we can partner with for future mutual benefit.
e. Cross-train the current staff at the North Palm Beach Country Club in various departments across the
golf operation to help alleviate scheduling conflicts, create a more knowledgeable and helpful staff
base and achieve the desired work hour mixture across the varying demographics of employees.
Council Goal:
Implement and maintain a long-term (10-year) capital plan
Department Goal:
Develop a master plan for the golf course in conjunction with the 10-year capital plan to outline and
prioritize large-scale future projects and associated costs.
Objectives:
a. Implement the “wish list” as envisioned by the Nicklaus Group, Golf Advisory Board, Green’s
Committee, golf staff, and Village Administration in the summer of 2018 with the guidance of a
Nicklaus approved agronomist and Nicklaus architect(s).
b. Continuously assess the current and future needs of the course and acknowledging it as a “living,
breathing entity” in need of constant care, and providing and planning for the implementation of the
projects with both time and financial impacts considered.
c. Ensure that the employees of the North Palm Beach Country Club are utilized in other areas of the
Village or with the course project to the best of our ability by working with Human Resources and
Village Administration to realize areas and other project needs in various departments across the
Village and planning ahead to ensure proper timing of the moving of labor resources to other areas.
continued on next page
Village of North Palm Beach FY 2018 Adopted Budget Page 221 of 295
Country Club FY 2018
Performance Measures
Performance Measure FY 2016
Actual
FY 2017
Projected
FY 2018
Estimated
Instructional Program (practices and matches) for
Adults and Juniors
(Team Golf, Saturday Junior Clinic, Get Golf Ready, Team Golf
Elite, Allamanda Elementary, Jupiter Christian, Suncoast High
School, Benjamin (lower school), St. Marks, Summer Golf Camp,
Palm Beach Atlantic University)
308 318 406
Number of annual golf memberships (annual & 12
month members) 187 188 167
Number of Junior Golf Memberships 27 27 28
Number of Summer Memberships 57 56 0
Number of Resident Card Holders 132 149 140
Golf Memberships: The number of golf members is a good indicator of the golf club’s overall health, as members
account for roughly 40-45% of total play. Since many members renew at the beginning of the fiscal year, a
substantial amount of first quarter revenue is derived from memberships which helps cover operating expenses
throughout the year. A slight decrease is expected in annual and twelve-month memberships for the 2018
fiscal year due to course closures over the summer months beginning May 1. A special summer reciprocal
has been procured by the Golf Director for the annual and twelve-month members for the period of time the
course is to be closed for renovations. Summer memberships will not be sold for the 2018 fiscal year, and
junior memberships and resident card passes sold are expected to remain roughly unchanged from last fiscal
year.
0
20
40
60
80
100
120
140
160
180
200
Annual golf
memberships
Junior Golf
Memberships
Summer
Memberships
Resident Card Holders
FY2016 Actual
FY2017 Projected
FY2018 Estimated
Village of North Palm Beach FY 2018 Adopted Budget Page 222 of 295
Country Club FY 2018
FY2016 Actual FY2017 Projected FY2018 Estimated
# of Instructional Programs for Adults
& Juniors 308 318 406
0
50
100
150
200
250
300
350
400
450
Instructional Programs for Adults and Juniors
(practices and matches at NPBCC)
Instructional Programs at the North Palm Beach Country Club: In FY2018 we will see the addition of the
Junior Team Golf Elite program as well as the Allamanda Elementary School practices with PGA Professionals
on site. Jupiter Christian and Palm Beach Atlantic University will also utilize the facility for practices along with
the returning Suncoast High School, St. Marks, and Benjamin Lower School teams. We will continue to host our
year-round Saturday morning drop-in clinic for beginner juniors as well as our Get Golf Ready program for
beginner to intermediate level adults throughout the seasons.
Village of North Palm Beach FY 2018 Adopted Budget Page 223 of 295
Country Club Budget Summary FY 2018
Revenue
FY 2018
Budget
FY 2017
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
9/30/16
Actual
9/30/15
Greens fee/cart rentals/membership fees $ 1,742,611 $ 2,359,290 -26.14% $ (616,679) $2,294,659 $2,332,066
Golf Shop revenues 239,500 367,800 -34.88% (128,300) 326,280 407,268
Driving range revenues 238,524 315,920 -24.50% (77,396) 322,208 313,882
Restaurant revenues 0 738,445 -100.00% (738,445) 761,378 726,228
Interest revenues 10,000 10,000 0.00% 0 9,230 10,393
Sale of Surplus 0 0 0.00% 0 145,000 0
Miscellaneous 431,770 51,400 740.02% 380,370 16,048 9,409
Total Revenues $ 2,662,405 $ 3,842,855 -30.72% $(1,180,450) $3,874,803 $3,799,246
Expenses
Personnel Costs 581,761 1,218,306 -52.25% (636,545) 1,213,242 1,090,503
Operating Costs
Golf Course Maintenance 1,149,822 1,138,162 1.02% 11,660 1,124,052 1,178,336
Golf Shop and Range 421,939 509,973 -17.26% (88,034) 400,670 340,914
Food and Beverage 16,600 389,017 -95.73% (372,417) 456,498 424,475
Country Club Administration 12,200 28,887 -57.77% (16,687) 246,960 24,919
Clubhouse & Grounds 4,886 95,889 -94.90% (91,003) 77,274 93,331
Insurance & General Liability 44,038 47,470 -7.23% (3,432) 51,888 63,659
Attorney Fees 10,000 10,000 0.00% 0 5,898 10,770
Capital Outlay
Capital Outlay 23,000 7,000 228.57% 16,000 19,394 8,161
Debt Service
Debt Service 398,159 398,151 0.00% 8 547,724 533,821
Reserves
Contingency 0 0 0.00% 0 0 0
Total Expenses $ 2,662,405 $ 3,842,855 -30.72% $(1,180,450) $4,143,601 $3,768,889
Revenues over (under) expenses $ 0 $ 0 $ 0 $(268,797) $ 30,357
# Rounds 25,044 44,050 -43.15% (19,006) 42,415 42,934
Note: The Country Club is an Enterprise Fund used to account for operations of the Village’s Golf and
Country Club, where the costs of providing goods and services to the general public on a continuing basis are
financed or recovered through user charges: no taxes or assessments are used to support the Country Club
operations. The Country Club can be divided into three operations: Golf, Food & Beverage and
Administration. The budget summary above is for the Country Club Fund. Please see the detail on the
following pages for explanations on revenues and expenses.
Note: The Country Club Budget was prepared with the assumption that the Golf Course will be closed for
restoration from May 1, 2018 through the end of the fiscal year.
Village of North Palm Beach FY 2018 Adopted Budget Page 224 of 295
Country Club Highlights FY 2018
Budget Assumption: Golf Course will be closed for restoration from May 1, 2018 through end of the fiscal
year.
Number of Memberships 214
Target Number of Rounds 25,044
Personnel Highlights:
*Employee Salaries $ 456,626
*Employee Benefits 125,135
Total Personnel Costs $ 581,761
Operating Highlights:
*Golf Course Maintenance Contract 1,067,719
*Utilities 92,097
*Cost of Golf Merchandise 60,000
*Golf Cart Lease with GPS 147,580
*Materials & Supplies 25,850
*Charge Card Fees 45,000
*Marketing & Advertising 30,000
*Repairs & Maintenance 23,386
*Property/General Liability 44,038
Total Operating Costs $ 1,659,485
Debt Service:
*Loan (Golf Course Renovation) 398,159
Total Debt Service $ 398,159
Capital Outlay:
*Driving Range Cart 11,000
*Irrigation Pump 12,000
Total Capital Outlay $ 23,000
Country Club Contingency $ 0
Total Fiscal Year 2017-2018 Country Club Budget $ 2,662,405
Village of North Palm Beach FY 2018 Adopted Budget Page 225 of 295
Revenues FY 2018
Village of North Palm Beach FY 2018 Adopted Budget Page 226 of 295
Country Club Revenues FY 2018
Total Revenues = $2,662,405
Village of North Palm Beach FY 2018 Adopted Budget Page 227 of 295
Country Club Revenues FY 2018
The Country Club is operated as a self-supporting enterprise for which fees charged to users are intended to
pay for the full cost of operations. This section includes a discussion regarding revenue sources for the
Village’s FY 2017/18 Country Club Budget (total budget = $2,662,405). The major source of Country Club
revenues (74.21%) are derived from golf memberships, cart rentals, walking fees, greens fees, and the driving
range.
The budgeted revenues are estimated based on the number of memberships, plays, and cart rentals over past
years; fees for these items are adjusted yearly to accommodate the estimated budgeted expenses of the
Country Club Operations.
The following assumptions were used when preparing the Country Club Golf Revenue Estimates:
Golf course will be closed for restoration from May 1, 2018 through the end of the fiscal year
25,044 anticipated rounds
214 memberships
Membership $500,180
Golf Memberships represent 18.79% of total Country Club Revenues and are based on type of membership:
Membership
Type
Number of
Memberships Total Revenue
Resident 121 $287,150
Non-Resident 64 202,050
Business 1 3,420
Junior 28 7,560
Golf Plus Included in
above
Included in
above
Total 214 $500,180
continued on next page
Village of North Palm Beach FY 2018 Adopted Budget Page 228 of 295
Country Club Revenues FY 2018
Cart Rental/Walking Fee $581,229
This class of revenue represents 21.83% of the
overall Country Club Revenues. The calculation is
based on the average of the prior two fiscal years.
Driving Range $238,524
Driving Range revenue represents 8.96% of total
Country Club Revenues and is based on the
current year trend.
Greens Fees $655,902
Greens Fees represent 24.64% of total Country
Club Revenues and are calculated based on
current year average dollar per round multiplied
by anticipated rounds for FY 2018:
Average dollar per round played x
anticipated rounds
($26.19 x 25,044) = $655,902
continued on next page
Village of North Palm Beach FY 2018 Adopted Budget Page 229 of 295
Country Club Revenues FY 2018
Food & Beverage $0
The Food & Beverage operation has been
contracted out to an outside vendor.
Miscellaneous $686,570
Miscellaneous Revenue represents 25.79% of total
Country Club Revenues. Key components include
the following:
Golf Merchandise Sales 100,000
Interest Earnings 10,000
Rental-Golf Clubs 35,000
Golf Lessons 100,000
Appropriated Retained Earnings 425,770
Village of North Palm Beach FY 2018 Adopted Budget Page 230 of 295
Expenses FY 2018
Village of North Palm Beach FY 2018 Adopted Budget Page 231 of 295
Country Club Expenses FY 2018
Total Expenses = $2,662,405
Village of North Palm Beach FY 2018 Adopted Budget Page 232 of 295
Country Club Expenses FY 2018
This section includes a discussion regarding appropriations for the Village’s FY 2017/18 Country Club
budget (total budget = $2,662,405), how much of the total budget it comprises, and assumptions used in
determining the projections. All expenses are funded by user charges; no taxes or assessments are used to
support the Country Club operations. It is important to note that the FY 2017/18 Country Club budget
was prepared with the assumption that the golf course will be closed for restoration from May 1, 2018
through the end of the fiscal year.
As mentioned in the Basis of Accounting section, capital outlay and debt service are reflected as a budgeted
expense although both of these items are balance sheet items in the Village’s CAFR, as required by GAAP.
Personnel Costs $581,761
Employee salary and benefits represent 21.85% of the total Country Club Expenses. These costs are
allocated on a per employee basis. Assumptions used in budgeting for the major employee costs are
discussed below:
Salaries:
Performance based merit increases for non-union personnel are budgeted at an average of 3.75% based on a
0% - 5% scale. Salary increases for union eligible employees (FPE, PBA and IAFF) are budgeted in
accordance with the merit increases as negotiated in their collective bargaining agreements.
Retirement:
For the purpose of creating the 2017/2018 budget, the estimated annual required employer contributions are
shown below. The actual figures will be based on asset returns, actuarial experience and the results of
collective bargaining.
All budgeted plan contributions are outlined below:
Pension
Plan
Employer
Contribution
Employee
Contribution
General Employee Pension Plan 23.5 % 6.0 %
ICMA-RC Pension Plan 15% 3%, 5%, 10% or 15%
Police and Fire Pension Plan 20.0% Fire 5.0% (*)
Police 4.0 % (*)
Health Insurance:
Health insurance is budgeted at the employee level for the cost provided by the insurance carrier based on
type of coverage.
FICA:
This item was budgeted at 7.65% of payroll.
Worker’s Compensation:
This item is budgeted at the employee level for the cost provided by the insurance carrier based on type of
position.
continued on next page
Village of North Palm Beach FY 2018 Adopted Budget Page 233 of 295
Country Club Expenses FY 2018
Operating Costs $1,659,485
Appropriations are budgeted based on past history and the needs of the Club. Operating costs represent
62.33% of the overall Country Club Expenses. Some highlights of operating costs are listed below:
Golf Course Maintenance Contract $1,067,719
Golf Cart Lease w/ GPS 147,580
Utilities 92,097
Cost of Golf Merchandise 60,000
Materials & Supplies 25,850
Charge Card Fees 45,000
Marketing & Advertising 30,000
Repairs & Maintenance 23,386
Property / General Liability 44,038
Village of North Palm Beach FY 2018 Adopted Budget Page 234 of 295
Country Club Expenses FY 2018
Capital Outlay $23,000
Capital needs and resource availability are assessed annually through a capital planning process that results
in a ten year capital plan. The ten-year capital plan includes:
the cost to furnish and maintain capital facilities and equipment, such as roadways, parks, drainage
systems and other valuable infrastructure
the cost of new and replacement fixed assets, such as vehicles, equipment, hardware/software, etc.
Those items deemed necessary are funded in the respective department’s budget; the remaining items are
deferred to future years. The FY 2017/18 capital outlay budget represents 0.86% of the overall Country Club
budget and includes the following:
Description Estimated Cost
Driving Range Cart $11,000
Irrigation Pump 12,000
Total $23,000
continued on next page
Village of North Palm Beach FY 2018 Adopted Budget Page 235 of 295
Country Club Expenses FY 2018
Debt Service $398,159
Debt service payments are the series of payments of principal and interest required on a debt over the fiscal
year. The FY 2017/18 debt service budget represents 14.95% of the overall Country Club budget. The
Country Club has one loan outstanding.
Contingency $0
During the budget process, reserves are set aside to accommodate unanticipated expenditures. For the FY
2017/18 budget, the Contingency category represents 0% of the overall Country Club budget. Village
Council opted to remove this item from the budget and will utilize unrestricted retained earnings for
unanticipated expenditures.
Village of North Palm Beach FY 2018 Adopted Budget Page 236 of 295
Department Summaries FY 2018
Village of North Palm Beach FY 2018 Adopted Budget Page 237 of 295
Golf FY 2018
Budget Summary
FY 2018
FY 2017
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 514,323 $ 654,128 -21.37% $(139,805) $ 569,975 $ 560,595
Operating
Advertising & Marketing 30,000 25,000 20.00% 5,000 4,693 10,122
Books & Publications 0 100 -100.00% (100) 78 -
Charge Card Fee 45,000 69,072 -34.85% (24,072) 54,630 58,839
Club Relations 8,000 3,500 128.57% 4,500 2,675 586
Conferences & Seminars 2,900 2,900 0.00% 0 644 903
Contractual Services 1,276,264 1,227,429 3.98% 48,835 1,194,810 1,089,500
Rental-Equipment/Golf Club 5,600 7,500 -25.33% (1,900) 9,191 7,214
Golf Handicap Expense 4,200 3,600 16.67% 600 3,733 3,672
Lessons 0 32,000 -100.00% (32,000) 33,596 58,723
Materials & Supplies 25,850 56,400 -54.17% (30,550) 33,139 48,151
Memberships & Dues 3,200 3,200 0.00% 0 1,737 1,358
Merchandise 60,000 117,000 -48.72% (57,000) 99,719 103,809
Printing & Binding 3,250 1,250 160.00% 2,000 224 1,470
Professional Services 200 100 100.00% 100 - 90
Repairs & Maintenance 23,386 37,620 -37.84% (14,234) 15,335 84,601
Special Events / Camps 1,500 1,500 0.00% 0 99 491
Travel 1,200 1,200 0.00% 0 1,023 -
Uniforms & Shoes 4,000 4,500 -11.11% (500) 3,879 4,228
Utilities 82,097 150,153 -45.32% (68,056) 142,793 137,160
Other Operating Costs 0 - 0.00% 0 - 1,661
Total Operating Costs 1,576,647 1,744,024 -9.60% (167,377) 1,601,996 1,612,581
Capital
Capital Outlay 23,000 7,000 228.57% 16,000 19,394 8,161
Debt & Other
Debt Service 398,159 398,151 0.00% 8 398,159 398,159
Golf Cart Lease 0 - 0.00% 0 149,566 135,662
398,159 398,151 0.00% 8 547,724 533,821
Total Expenses $2,512,129 $2,803,303 -10.39% $(291,174) $2,739,089 $2,715,158
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily a result of the assumption that the Golf Course will be closed for
restoration from May 1, 2018 through the end of the fiscal year.
Village of North Palm Beach FY 2018 Adopted Budget Page 238 of 295
Golf FY 2018
Membership Fees
FY2017 FY2018 Difference Special Offers or Notes
Resident
Single $2,255.00 $2,255.00 0% Installment Plans: Pay a 3%
Administration Fee Family $3,410.00 $3,410.00 0%
Non-Resident
Single $3,250.00 $3,250.00 0% Installment Plans: Pay a 3%
Administration Fee Family $4,350.00 $4,350.00 0%
Golf Plus Resident
(Golf, Tennis & Pool)
Single $2,527.00 $2,527.00 0% Installment Plans: Pay a 3%
Administration Fee Family $3,820.00 $3,820.00 0%
Golf Plus Non-Resident
(Golf, Tennis & Pool)
Single $3,617.00 $3,617.00 0% Installment Plans: Pay a 3%
Administration Fee Family $4,927.00 $4,927.00 0%
Touring Professional Single $2,255.00 $2,255.00 0% Eligibility: Any Current
Touring Professional.
N.P.B Business
Single $2,700.00 $2,700.00 0% Eligibility: Non-Residents
owning a business or rental
property within the Village. Family $3,800.00 $3,800.00 0%
Juniors
Resident $300.00 $300.00 0% Junior Golfer Pass prices will
be the same for Residents and
Non-Residents. Non-Resident $300.00 $300.00 0%
Summer
Option A:
(Cart Fees Only) $495.00 $495.00 0% Restrictions: No Charging
Privileges. Option B is limited
to Sunday-Thursday
ANYTIME and after 11:00AM
Friday,Saturday and Holidays
(or pay a cart fee).
Option B:
(Includes Cart Fees) $995.00 $995.00 0%
Family:
(Cart Fees Only) $995.00 $995.00 0%
Unlimited Golf Cart
Program
Single $3,000.00 $3,000.00 0% Allows Members an "All-
Inclusive" option where they
pre-pay for all cart fees and
there are no per play charges. Each Additional $2,750.00 $2,750.00 0%
Corporate
Silver (Par) $10,000.00 $10,000.00 0% Silver allows up to four named
individuals employed at a
company to join under one
membership.
Gold and Platinum are same
program but also gives
company 50 and 100 pre-paid
rounds respectively (Greens
Fee, Cart Fee & Tax) which
can be used for other
employees, clients or guests.
Additional individuals may be
added for $2,500 each.
Gold (Birdie) $14,000.00 $14,000.00 0%
Platinum (Eagle) $17,500.00 $17,500.00 0%
Each Additional $2,500.00 $2,500.00 0%
Village of North Palm Beach FY 2018 Adopted Budget Page 239 of 295
Golf FY 2018
Walk – In Rates
Weekday1 Rate Weekend2 Rate Weekday1 Rate Weekend2 Rate
Early Morning $59.95 $69.95 $36.00 $42.00
Fall Season Morning $59.95 $69.95 $36.00 $42.00
Mid-Day $49.95 $59.95 $30.00 $36.00
Twilight* $39.95 $49.95 N/A N/A
Early Morning $75.95 $85.95 $46.00 $52.00
Pre-Winter Season Morning $75.95 $85.95 $46.00 $52.00
Mid-Day $65.95 $75.95 $40.00 $46.00
Twilight* $49.95 $59.95 N/A N/A
Early Morning $89.95 $99.95 $54.00 $60.00
Shoulder Season Morning $89.95 $99.95 $54.00 $60.00
Mid-Day $79.95 $89.95 $48.00 $54.00
Twilight* $54.95 $64.95 N/A N/A
Early Morning $104.95 $114.95 $63.00 $69.00
High Season Morning $104.95 $114.95 $63.00 $69.00
Mid-Day $89.95 $94.95 $54.00 $57.00
Twilight* $59.95 $64.95 N/A N/A
Early Morning $79.95 $89.95 $48.00 $54.00
Spring Season Morning $79.95 $89.95 $48.00 $54.00
Mid-Day $69.95 $79.95 $42.00 $48.00
Twilight* $49.95 $59.95 N/A N/A
Summer Season Early Morning $45.95 $55.95 $28.00 $34.00
(Oct. 1, 2017 & Morning $45.95 $55.95 $28.00 $34.00
May 1 - Sep. 30, 2018) Mid-Day $39.95 $49.95 $24.00 $30.00
Twilight* $32.95 $35.95 N/A N/A
* Twilight = After 3:00pm October 1, 2017 - November 4, 2017 After 2:00pm November 5, 2017 - March 10, 2018
After 3:00pm March 11, 2018 - September 30, 2018
3 9-Hole Rates are 60% of 18 Hole Rates
Season Time
18-Hole Rates 9-Hole Rates
3
(Dec. 11, 2017 -
Jan. 21, 2018)
(Oct. 2, 2017 -
Nov. 5, 2017)
(Nov. 6, 2017 -
Dec. 10, 2017)
(Apr. 2, 2018 -
Apr. 30, 2018)
(Jan. 22, 2018 -
Apr. 1, 2018)
1 Weekday = Monday - Thursday
2 Weekend = Friday - Sunday & Holidays
Village of North Palm Beach FY 2018 Adopted Budget Page 240 of 295
Food and Beverage FY 2018
Budget Summary
FY 2018
FY 2017
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 0 $498,754 -100.00% $(498,754) $ 575,869 $463,059
Operating
Advertising / Marketing 0 1,000 -100.00% (1,000) 428 3,211
Charge Card Fee 0 10,500 -100.00% (10,500) 13,232 11,256
Contractual Services 0 23,000 -100.00% (23,000) 25,392 23,148
Entertainment 0 7,000 -100.00% (7,000) 5,462 5,204
Rental-Equipment/Linen/Uniform 0 10,000 -100.00% (10,000) 9,626 10,092
Gas, Oil & Lubricants 0 500 -100.00% (500) 149 152
Licenses & Fees 6,600 6,600 0.00% 0 3,410 3,409
Materials & Supplies 0 22,600 -100.00% (22,600) 28,374 31,403
Merchandise 0 247,000 -100.00% (247,000) 313,029 280,358
Professional Services 0 - 0.00% 0 0 30
Repairs & Maintenance 0 11,000 -100.00% (11,000) 7,048 7,986
Utilities 10,000 47,717 -79.04% (37,717) 48,570 46,166
Other Operating Costs 0 2,100 -100.00% (2,100) 1,778 2,059
Total Operating Costs 16,600 389,017 -95.73% (372,417) 456,498 424,475
Total Expenses $16,600 $ 887,771 -98.13% $(871,171) $1,032,367 $887,534
Explanation of Increase / (Decrease):
The decrease in total expenses is a result of outsourcing the Food & Beverage Operation; however, restaurant
expenditures relating to the following items are the responsibility of the Village: liquor license, utilities, and
any repairs and/or maintenance.
Village of North Palm Beach FY 2018 Adopted Budget Page 241 of 295
Country Club Administration FY 2018
Budget Summary
FY 2018
FY 2017
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/16
Actual
09/30/15
Personnel
Total Salary & Benefits $ 67,438 $ 65,424 3.08% $ 2,014 $ 67,398 $ 66,850
Operating
Accounting & Auditing 7,000 7,000 0.00% 0 5,687 6,219
Contractual Services 0 4,545 -100.00% (4,545) 72 3,422
Rental-Copier 3,200 6,250 -48.80% (3,050) 3,185 6,092
Materials & Supplies 0 4,800 -100.00% (4,800) 4,263 4,033
Postage 2,000 2,000 0.00% 0 1,528 1,641
Professional Fees 0 0 0.00% 0 227,818 0
Printing & Binding 0 2,000 -100.00% (2,000) 415 381
Utilities 0 2,292 -100.00% (2,292) 2,225 2,504
Legal Fees 10,000 10,000 0.00% 0 5,898 10,770
Other Operating Costs 0 0 0.00% 0 1,768 626
Total Operating Costs 22,200 38,887 -42.91% (16,687) 252,858 35,689
Debt & Other
Contingency 0 0 0.00% 0 0 0
Insurance-
Property & General Liability 44,038 47,470 -7.23% (3,432) 51,888 63,659
Total Debt & Other 44,038 47,470 -7.23% (3,432) 51,888 63,659
Total Expenses $ 133,676 $151,781 -11.93% (18,105) $372,144 $166,198
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily due to reduced operating costs resulting from the closure of the
Golf Course from May 1, 2018 through the end of the fiscal year.
Village of North Palm Beach FY 2018 Adopted Budget Page 242 of 295
Comprehensive Pay Plan FY 2018
Village of North Palm Beach FY 2018 Adopted Budget Page 243 of 295
Comprehensive Pay Plan FY 2018
This Comprehensive Pay and Classification Plan (“Pay Plan”) reflects authorized Village employment
position classifications and their related salary ranges for all Village employees for the Fiscal Year starting
October 1, 2017. This Pay Plan also provides a summary of employment benefits offered to employees.
Village Administration reviews this Pay Plan annually and makes recommendations regarding the
classifications and pay ranges for all positions to maintain appropriate staffing resources in relation to
competitive market conditions and the needs of the annual Village budget/operating structure.
Pay Plan Summary
Provides for an average 3.75% performance-based merit increases (0% to 5%) for non-union personnel;
Provides for negotiated increases for FPE, PBA and IAFF-eligible employees as negotiated in their collective
bargaining agreements;
Provides no COLA/market-based adjustment;
Provides for annual employer pension contributions;
Provides for monthly health/dental insurance contributions with vision coverage available at the
employees’ expense; and
Provides for employer-sponsored Life, Accidental Death & Dismemberment (ADD), and Long Term
Disability (LTD) plans.
Personnel Changes
Additions / Deletions
Add one (+1) f/t Recreation Supervisor position (pay grade 109) / Add one (+1) p/t Administrative
Assistant position (pay grade 108) / Add four (+4) p/t Recreation Assistant positions (pay grade 100) /
Delete one (-1) f/t Recreation Superintendent position (pay grade 116);
Delete six (-6) p/t Pool Lifeguard positions (pay grade 102);
Delete one (-1) p/t Camp Counselor position (pay grade 100) / Add one (+1) p/t Recreation Assistant
position (pay grade 100);
Add one (+1) f/t Accounting Clerk position / Delete one (-1) p/t Accounting Clerk position (pay grade
108);
Add one (+1) f/t Planner position (pay grade 112);
Add one (+1) f/t Public Works Manager position (pay grade 114) / Delete one (-1) f/t Purchasing
Agent position (pay grade 114);
Add one (+1) f/t Communications Manager position (pay grade 113);
Add two (+2) f/t Police Officer positions (pay grade 302);
Add two (+2) p/t School Crossing Guard positions (pay grade 109);
Delete four (-1) p/t Library Page positions (pay grade 100) / Add two p/t (+2) Library Clerk positions
(pay grade 103);
Add twenty six (+26) p/t Country Club Attendants (pay grade 101) / Delete eight (-8) p/t Outside
Service Attendant positions (pay grade 101) / Delete seven (-7) p/t Golf Shop Attendant positions (pay
grade 100) / Delete eleven (-11) p/t Driving Range Ranger positions (pay grade 100);
Delete one (-1) f/t Kitchen Manager position (pay grade 108) / Delete two (-2) f/t Assistant Restaurant
Manager positions (pay grade 109) / Delete one (-1) p/t Banquet Event Coordinator position (pay
grade 109) / Delete five (-5) p/t Line Cook positions (pay grade 101) / Delete twenty four (-24) p/t
Service Personnel positions (pay grade 50) / Delete five (-5) p/t Dishwasher positions (pay grade 100);
Village of North Palm Beach FY 2018 Adopted Budget Page 244 of 295
Comprehensive Pay Plan FY 2018
Title Change Executive Secretary position title changed to Executive Assistant (pay grade 111); and
Pay Grade Change Director of Golf Operations pay grade changed from 115 to 122 to align with other
Department Heads.
Summary of Personnel Changes
Net Changes for 2017/2018
Fiscal Year Full-time Positions Part-time Positions
2017 147 132
2018 149 95
Net change +2 positions -37 positions
Other Changes
Instructors were previously treated as independent contractors. Effective October 1, 2017, these
individuals will become part-time employees. The number of instructors will vary based on class
enrollment.
Pension
The Village’s annual employer contribution is estimated to increase for the General Employee Pension Plan
and remain the same for the Police & Fire Pension Plan for Fiscal Year 2017/2018. The Village’s ICMA-RC
pensions remain constant at an employer contribution of 15%.
Last year, the required employer contribution for the General Employee Pension Plan was estimated at 21%.
For the purpose of creating the 2017/2018 budget, the annual required employer contribution is estimated to
be 23.5%. For the Police & Fire Pension Plan, we are estimating that the required annual employer
contribution for Fiscal Year 2017/2018 will remain at 20%. The actual figures will be based on asset returns,
actuarial experience and the results of collective bargaining.
All budgeted plan contributions are outlined below:
Pension
Plan
Employer
Contribution
Employee
Contribution
General Employee Pension Plan 23.5 % 6.0 %
ICMA-RC Pension Plan 15% 3%, 5%, 10% or 15%
Police and Fire Pension Plan 20.0% Fire 5.0% (*)
Police 4.0 % (*)
(*) per terms of collective bargaining agreements
Health/Dental Insurance
The Village covers the full premium cost of the HDHP/HMO base medical plan and the lower cost HMO
dental plan for all full-time employees. Employees enrolling their dependents in the base medical plan will
pay just 15% of the total premium with the Village funding the remaining 85%. Employees selecting either
the HDHP/PPO or traditional HMO medical plan for themselves or their dependents will also pay 15% of
those total premiums, with the Village contributing 85%. Employees choosing the higher cost PPO dental
plan pay the difference between the higher and lower cost plans.
Village of North Palm Beach FY 2018 Adopted Budget Page 245 of 295
Comprehensive Pay Plan FY 2018
By changing the medical insurance carrier and adding more options, the Village secured a minimal increase
in the cost of medical insurance for FY 18. Regarding dental insurance, there was no change in the cost
either for employees or for the Village.
2018 Insurance Premiums Medical Insurance:
BlueCare HDHP HMO (*) Plan 126/127 Employee Monthly Premium Employer Monthly Premium
Employee Only Employee +1 Employee + Family
$ 0.00 $ 155.69 $ 204.09
$ 460.82 $ 872.91 $ 1,144.32
BlueCare HDHP PPO (*) Plan 05180/05181 Employee Monthly Premium Employer Monthly Premium
Employee Only Employee +1 Employee + Family
$ 79.96 $ 176.21 $ 231.00
$ 438.75 $ 967.26 $ 1,268.01
BlueCare Traditional HMO Plan 67 Employee Monthly Premium Employer Monthly Premium
Employee Only Employee +1 Employee + Family
$ 77.60 $ 184.68 $ 242.10
$ 434.82 $ 1,034.87 $ 1,356.64
Dental Insurance:
Dental Insurance (Humana DHMO) Employee Monthly Premium Employer Monthly Premium
Employee Only Employee + Family $ 0.00 $ 5.74 $ 14.88 $ 37.88
Dental Insurance (Humana PPO) Employee Monthly Premium Employer Monthly Premium
Employee Only Employee + Family $ 16.90 $ 57.66 $ 14.88 $ 37.88
Vision Insurance:
Vision Insurance (EyeMed) Employee Monthly Premium Employer Monthly Premium
Employee Only Employee +1 Employee + Family
$ 6.67 $ 12.69 $ 18.62
$ 0.00 $ 0.00 $ 0.00
(*) Employees who enroll in high deductible health plans (HDHP) during the 2017 Open
Enrollment will receive a one-time additional funding amount from the Village of $1,500 for
single coverage and $3,000 for employees with dependent coverage. Funding amounts for new
hires will be pro-rated on the number of months of actual coverage in the plan year.
Village of North Palm Beach FY 2018 Adopted Budget Page 246 of 295
Comprehensive Pay Plan FY 2018
COMPREHENSIVE PAY AND CLASSIFICATION PLAN
SECTION 1. ESTABLISHMENT
A Comprehensive Pay and Classification Plan for the Village of North Palm Beach (the “Pay Plan”),
pertaining to all positions, including those that may be specified elsewhere in negotiated collective
bargaining agreements or individual employment contracts, is hereby established. This document will
supersede and replace the pay-related provisions of the Village’s Personnel Rules and Regulations.
SECTION 2. DEVELOPMENT OF PAY RANGES
The Pay Plan establishes pay ranges (grades) for each classification. These salary ranges of pay have been
determined with due regard to ranges of pay for other classes, relative difficulty and responsibility of
positions in the class, prevailing rates of pay for similar positions, and the financial position of the Village as
well as other economic considerations. Appendix A sets forth the pay ranges (grades) with minimum and
maximum levels. Base pay is, by definition, the pay level within pay range for each position classification.
Base pay may not exceed the maximum pay rate for the position classification. For General (non-bargaining
unit) Employees, the Pay Plan provides for a pay range, without regard to specific pay level within that
range. Adjustments to salary ranges for FPE, PBA and IAFF positions are reflected for budgeting purposes
and will be subject to bargaining.
SECTION 3. APPLICABILITY
All employees of the Village of North Palm Beach, except as provided elsewhere, shall be compensated in
accordance with this Pay Plan depending upon job classification.
SECTION 4. IMPLEMENTATION
The new Pay Plan will be implemented October 1, 2017. The pay range (grade) of each General Employee
shall remain the same as Fiscal Year 2016/2017. Bargaining unit employees shall receive base wage
increases only in accordance with their respective collective bargaining agreements.
SECTION 5. HIRING PAY RATES
Applicants shall be hired at the minimum rate established for a job class. Exceptions may be authorized by
the Village Manager based on the exceptional qualifications of the appointee or the inability to employ
suitable personnel at the minimum rate.
SECTION 6. MERIT INCREASES
All employees of the Village of North Palm Beach, except as provided elsewhere, shall be eligible for a
merit increase on their employee anniversary date. The anniversary date shall be defined as the employee's
entry date into his/her present position. After the one year period in their present position, employees shall
be eligible for a merit increase, as defined herein, and shall be eligible at their annual anniversary date every
year from that time forward. Contractual provisions will govern bargaining unit employee merit increases.
Employees may be granted merit increases from zero to five percent (0-5%) of salary, based upon
documented and demonstrated workplace performance as recommended by their supervisors. All proposed
merit increases shall be submitted to the Human Resources Department for review, consideration and written
approval prior to discussion or delivery to the employee. No employee will be eligible for a merit increase
Village of North Palm Beach FY 2018 Adopted Budget Page 247 of 295
Comprehensive Pay Plan FY 2018
greater or equal to 4.5% without the approval of the Village Manager. Merit increases are not automatic and
are contingent upon receipt of a satisfactory performance evaluation.
Employees who are at the maximum or exceed the maximum pay for their classification will not be eligible
for a merit increase in their present Pay Plan classification, but may be eligible for a lump sum performance
bonus, as follows:
Exceptional Level II $ 1,200.00
Successful Level I to Exceptional Level I $ 900.00
Development Required to Below Standards $ 0.00
The bonus payment shall not be included in an employee’s regular base rate of pay and shall not be carried
forward in subsequent years.
SECTION 7. MERIT INCREASES FOR PART-TIME AND SEASONAL EMPLOYEES
Part-time Employees are employees who work less than thirty (30) hours per week. Part-time employees are
hired at the pay range (grade) minimum unless otherwise recommended by the Department Director and
approved by the Village Manager. Part-time employees shall be eligible for a merit increase upon receipt of
a satisfactory evaluation. Part-time employees who leave Village employment and are subsequently rehired
are not considered to have continuous service and, as a result, are only eligible for a merit increase annually
based upon their rehire date.
Seasonal Employees are employees hired to work for a defined period not to exceed twenty-six (26) weeks
of any twelve (12) month fiscal year. Seasonal employees, who return after working for the entirety of any
scheduled season, will be eligible for a merit increase at the beginning of the upcoming season. Those
employees who leave employment prior to the end of the season and are later rehired by the Village will be
considered new employees and will not be eligible for a merit increase upon rehire.
SECTION 8. PROMOTIONS, DEMOTIONS, TRANSFERS, AND RECLASSIFICATIONS
In the event of a promotion to a higher pay range (grade), employees will be placed in the new position’s pay
range (grade) at a base pay level that does not exceed an increase of 10% of their current salary, provided
this amount does not exceed the pay range maximum for the new position. Upon the written
recommendation of the Department Director and with the approval of the Village Manager, employees who
are within two (2) months of their existing anniversary / annual review date may receive a merit increase
prior to the implementation of their recommended promotion. Bargaining unit employees shall receive
promotional increases in accordance with their respective collective bargaining agreement, unless otherwise
negotiated.
In the event of an involuntary demotion, employees will be placed in the same relative position for the lower
position grade as they enjoyed in the previous classification, as long as the pay does not decrease more than
10%. For a voluntary demotion to a lower pay range (grade), employees shall be placed in the same relative
position for the lower position grade while having their current pay “frozen” at their current level – with
future pay adjustments being used to “offset” this higher pay level until fully absorbed.
In the event that employees are transferred to positions within the same pay grade, their rate of pay will
remain the same.
Village of North Palm Beach FY 2018 Adopted Budget Page 248 of 295
Comprehensive Pay Plan FY 2018
Village Administration retains the right to evaluate and, if appropriate, make personnel classification changes
(reclassifications) in support of providing the most cost effective and efficient delivery of services to the
residents of the Village.
SECTION 9. WORKING AN ASSIGNMENT AT A HIGHER PAY GRADE
General employees who are authorized and directed by the Village Manager or his designee to temporarily
work in an established higher pay grade classification shall be paid five percent (5%) above their base pay
rate for the period of time worked in the higher pay grade classification. Increases for temporary work
assignments that do not conform to established pay grade classifications are handled on a case-by-case basis
at the discretion of the Village Manager.
SECTION 10. OVERTIME/COMPENSATORY TIME
Overtime must be authorized by the Village Manager or Department Director. Unless otherwise specified in
the applicable collective bargaining agreement, overtime is paid to non-exempt employees at one and one-
half (1½) times the hourly rate for all hours worked in excess of forty (40) hours per week. Upon prior
approval of the Department Director or the Village Manager, non-exempt employees may receive
compensatory time off for any work performed in excess of the regularly scheduled hours in a normal work
week at one and one-half (1½) hours for every hour for overtime hours worked. Compensatory time shall
accrue to no more than twenty-four (24) hours. Unused accrued compensatory time shall be paid upon
termination of employment. Bargaining unit employees shall receive overtime and compensatory time in
accordance with their respective collective bargaining agreement, unless otherwise negotiated.
SECTION 11. BENEFIT ELIGIBILITY
Employees in full-time, budgeted positions are eligible for participation in the Village’s pension plans, health
and dental insurance, long-term disability insurance, and employer paid life insurance programs according to
the requirements of these plans/programs. Part-time employees who are regularly scheduled to work thirty
(30) or more hours per week or an excess of 1,560 hours within the official measurement period will be
eligible for health and dental insurance in compliance with the Affordable Care Act. Part-time employees
working less than thirty (30) hours per week and Seasonal employees are not eligible to participate in such
plans or to receive benefits associated with such plans/programs.
SECTION 12. MISCELLANEOUS BENEFITS/INCENTIVES
457 Deferred Compensation Contributions – The Village will match a non-union, full-time employee’s
457 Deferred Compensation plan through ICMA-RC based on a contribution rate of 50 cents for every dollar
of employee contribution, up to a monthly Village contribution limit of $60 mo. ($720 yr.) and paid on a bi-
weekly basis. Bargaining unit employees shall receive deferred compensation in accordance with their
respective collective bargaining agreements.
Long Term Disability Insurance – Employer-paid coverage for long-term disability shall continue for all
full-time employees who become disabled due to an illness or non-work-related injury, unless otherwise
negotiated. Employees must be disabled for ninety (90) days prior to becoming eligible for the benefit.
Life Insurance – The Village life insurance program for all full-time employees shall continue at a level
equivalent to the maximum level allowed by IRS regulations before imputing added employee compensation
($50,000 maximum or $25,000 after the age of 70), unless otherwise negotiated.
Village of North Palm Beach FY 2018 Adopted Budget Page 249 of 295
Comprehensive Pay Plan FY 2018
Sick Leave Incentive Award Program – Regular full-time (non-probationary) general employees who do
not use any sick leave within any continuous (6) six-month period are eligible to earn eight (8) hours annual
leave time as incentive for not using sick leave. Bargaining unit employees shall receive sick leave
incentive(s) in accordance with their respective collective bargaining agreement, unless otherwise negotiated.
Certification Incentive - The certification incentive program will continue to provide certification pay for
job-related certifications when recommended by the Department Director and approved by the Village
Manager. Employees are not eligible for certification pay if they hold or are pursuing certifications or
licenses that are required as stated in their current job description. Certification incentive pay will be issued
as follows:
Certifications requiring continuing education $1,000
Certifications with no continuing education (Exam Required) $500
The maximum number of certifications eligible for the certification incentive will be three (3) per employee.
The certification incentive will not be included in the base pay rate, and payment will be prorated based on
the standard pay cycle. Employees whose compensation has reached the pay range maximum will be
ineligible for certification pay above the pay range maximum. For certification requiring renewal or
continuing education, employees are required to meet the appropriate renewal and to have the certification
renewed in order to continue receiving the certification incentive pay. In addition, if employees receiving
EMT certification are promoted to a Paramedic position, the EMT certification pay will be removed.
Flexible Spending Account (FSA) – Flexible Spending Accounts allow employees to voluntarily set aside
tax-deferred compensation for qualified health care and work-related dependent care expenses.
Higher Educational Assistance Program – The Village provides educational assistance to eligible
employees who are seeking qualifying undergraduate / graduate degrees or professional certifications or who
wish to obtain job-related training. Only active, full-time employees with at least one full year of continuous
service and in good standing are eligible to apply for the Program. Funding is subject to budgetary
constraints. The assistance amounts provided to eligible employees are considered a loan for educational
expenses and must be fully repaid if employees fail to fulfill the terms of the policy.
Employee Assistance Program (EAP) - The Village offers an Employee Assistance Program with various
counseling and referral services and currently provides for six (6) free counseling sessions per issue per year
for each employee or qualified dependent.
Health Savings Account (HSA) – Health Savings Accounts are interest-bearing accounts where funds can
be used to pay deductibles, coinsurance and any other qualified medical expenses in compliance with IRS
213 requirements. Employees who enroll in high deductible health plans (HDHP) qualify to receive a Health
Savings Account funded by the Village, and they may opt to additionally fund the HSA with tax-free dollars.
Village of North Palm Beach FY 2018 Adopted Budget Page 250 of 295
PT FT Class Title Union Pay
Grade N Hrly Min Hrly Max An Min An Max
*INSTRUCTOR NU N/A 10.34$
9 CAMP COUNSELOR NU 100 N 10.34$ 16.54$ 21,500.00$ 34,400.00$
18 RECREATION ASSISTANT NU 100 N 10.34$ 16.54$ 21,500.00$ 34,400.00$
26 COUNTRY CLUB ATTENDANT NU 101 N 10.96$ 17.53$ 22,790.00$ 36,464.00$
1 OUTSIDE SERVICE COORDINATOR FPE 101 N 10.96$ 17.53$ 22,790.00$ 36,464.00$
1 CLERICAL SPECIALIST NU 102 N 11.61$ 18.58$ 24,157.40$ 38,651.84$
1 GOLF MEMBER RELATIONS COORDINATOR NU 102 N 11.61$ 18.58$ 24,157.40$ 38,651.84$
14 POOL LIFEGUARD NU 102 N 11.61$ 18.58$ 24,157.40$ 38,651.84$
7 LIBRARY CLERK NU 103 N 12.31$ 19.70$ 25,606.84$ 40,970.95$
1 GROUNDS MAINTENANCE WORKER FPE 103 N 12.31$ 19.70$ 25,606.84$ 40,970.95$
2 STREET MAINTENANCE WORKER FPE 103 N 12.31$ 19.70$ 25,606.84$ 40,970.95$
1 IRRIGATION TECHNICIAN FPE 104 N 13.05$ 20.88$ 27,143.25$ 43,429.21$
1 LIBRARY ASSISTANT FPE 104 N 13.05$ 20.88$ 27,143.25$ 43,429.21$
7 SANITATION COLLECTOR FPE 104 N 13.05$ 20.88$ 27,143.25$ 43,429.21$
1 GOLF SALES & MARKETING REPRESENTATIVE NU 106 N 14.66$ 23.46$ 30,498.16$ 48,797.06$
1 1ST ASSISTANT GOLF PROFESSIONAL NU 106 E 14.66$ 23.46$ 30,498.16$ 48,797.06$
2 EQUIPMENT OPERATOR FPE 107 N 15.54$ 24.87$ 32,328.05$ 51,724.88$
1 SR. IRRIGATION TECHNICIAN FPE 107 N 15.54$ 24.87$ 32,328.05$ 51,724.88$
1 POLICE SERVICE AIDE NU 107 N 15.54$ 24.87$ 32,328.05$ 51,724.88$
11 SANITATION DRIVER/OPERATOR FPE 107 N 15.54$ 24.87$ 32,328.05$ 51,724.88$
3 ACCOUNTING CLERK NU 108 N 16.47$ 26.36$ 34,267.73$ 54,828.37$
23ADMINISTRATIVE ASSISTANT NU 108 N 16.47$ 26.36$ 34,267.73$ 54,828.37$
2 VEHICLE MECHANIC FPE 108 N 16.47$ 26.36$ 34,267.73$ 54,828.37$
3 TRADES MECHANIC FPE 108 N 16.47$ 26.36$ 34,267.73$ 54,828.37$
4 RECREATION SUPERVISOR FPE 109 N 17.46$ 27.94$ 36,323.80$ 58,118.08$
3 PERMIT & LICENSE TECHNICIAN FPE 109 N 17.46$ 27.94$ 36,323.80$ 58,118.08$
13ADMINISTRATIVE COORDINATOR NU 109 N 17.46$ 27.94$ 36,323.80$ 58,118.08$
1 CODE COMPLIANCE OFFICER FPE 109 N 17.46$ 27.94$ 36,323.80$ 58,118.08$
1 ZONING COMPLIANCE OFFICER FPE 109 N 17.46$ 27.94$ 36,323.80$ 58,118.08$
3 SR. LIBRARY ASSISTANT FPE 109 N 17.46$ 27.94$ 36,323.80$ 58,118.08$
14 SCHOOL CROSSING GUARD NU 109 N 36,323.80$ 58,118.08$
1 TECHNICAL SUPPORT SPECIALIST NU 109 N 17.46$ 27.94$ 36,323.80$ 58,118.08$
1 MECHANICAL SYSTEMS COORDINATOR FPE 111 N 19.62$ 31.39$ 40,813.42$ 65,301.47$
1 CRIMINAL INTELLIGENCE ANALYST NU 111 N 19.62$ 31.39$ 40,813.42$ 65,301.47$
1 BUILDING CONSTRUCTION INSPECTOR FPE 111 N 19.62$ 31.39$ 40,813.42$ 65,301.47$
1 EXECUTIVE ASSISTANT NU 111 N 19.62$ 31.39$ 40,813.42$ 65,301.47$
1 LIBRARIAN FPE 111 N 19.62$ 31.39$ 40,813.42$ 65,301.47$
1 PARKS AND FACILITIES MANAGER NU 111 N 19.62$ 31.39$ 40,813.42$ 65,301.47$
2 ACCOUNTANT NU 112 E 20.80$ 33.28$ 43,262.22$ 69,219.56$
1 LICENSE AND PERMIT SUPERVISOR NU 112 E 20.80$ 33.28$ 43,262.22$ 69,219.56$
3 PUBLIC WORKS SUPERVISOR NU 112 E 20.80$ 33.28$ 43,262.22$ 69,219.56$
1 PLANNER NU 112 E 20.80$ 33.28$ 43,262.22$ 69,219.56$
2 SR. BUILDING CONSTRUCTION INSPECTOR FPE 113 N 22.05$ 35.28$ 45,857.96$ 73,372.73$
1 VILLAGE PLANNER NU 113 E 22.05$ 35.28$ 45,857.96$ 73,372.73$
1 COMMUNICATIONS MANAGER NU 113 E 22.05$ 35.28$ 45,857.96$ 73,372.73$
1 PUBLIC WORKS MANAGER NU 114 E 23.37$ 37.39$ 48,609.44$ 77,775.10$
1 NETWORK SUPPORT SPECIALIST NU 114 N 23.37$ 37.39$ 48,609.44$ 77,775.10$
1 SENIOR FIRE INSPECTOR NU 115 N 24.77$ 39.64$ 51,526.00$ 82,441.60$
1 HR SPECIALIST NU 115 E 24.77$ 39.64$ 51,526.00$ 82,441.60$
1 PURCHASING MANAGER NU 115 E 24.77$ 39.64$ 38,641.20$ 61,838.40$
1 DEPUTY VILLAGE CLERK NU 116 E 26.26$ 42.01$ 54,617.56$ 87,388.10$
1 FINANCE MANAGER NU 118 E 29.50$ 47.21$ 61,368.29$ 98,189.27$
1 DIRECTOR OF LIBRARY NU 118 E 29.50$ 47.21$ 61,368.29$ 98,189.27$
1 BUILDING OFFICIAL NU 119 E 31.27$ 50.04$ 65,050.39$ 104,080.62$
1 VILLAGE CLERK NU 122 E 37.95$ 60.73$ 78,944.76$ 126,311.62$
1 DIRECTOR OF HUMAN RESOURCES NU 122 E 37.95$ 60.73$ 78,944.76$ 126,311.62$
continued on next page
(P/T positions shown with F/T annual rate for categorization purposes only)
*All union pay / positions are shown for categorization purposes only and are subject to ratification of Collective Bargaining Agreements
Varies on class enrollment
Daily Rate $26.11
Village of North Palm Beach FY 2018 Adopted Budget Page 251 of 295
PT FT Class Title Union Pay
Grade N Hrly Min Hrly Max An Min An Max
(P/T positions shown with F/T annual rate for categorization purposes only)
*All union pay / positions are shown for categorization purposes only and are subject to ratification of Collective Bargaining Agreements
1 DIRECTOR OF SPECIAL PROJECTS NU 122 E 37.95$ 60.73$ 78,944.76$ 126,311.62$
1 DIRECTOR OF COMMUNITY DEVELOPMENT NU 122 E 37.95$ 60.73$ 78,944.76$ 126,311.62$
1 DIRECTOR OF INFORMATION TECHNOLOGY NU 122 E 37.95$ 60.73$ 78,944.76$ 126,311.62$
1 DIRECTOR OF PARKS & RECREATION NU 122 E 37.95$ 60.73$ 78,944.76$ 126,311.62$
1 DIRECTOR OF PUBLIC WORKS NU 122 E 37.95$ 60.73$ 78,944.76$ 126,311.62$
1 CALEA MGR/CAPTAIN OF PROFESSIONAL STANDARDS NU 122 E 37.95$ 60.73$ 78,944.76$ 126,311.62$
2 POLICE CAPTAIN NU 122 E 37.95$ 60.73$ 78,944.76$ 126,311.62$
1 DISTRICT CHIEF NU 122 E 37.95$ 60.73$ 78,944.76$ 126,311.62$
1 DIRECTOR OF GOLF OPERATIONS NU 122 E 37.95$ 60.73$ 78,944.76$ 126,311.62$
1 FIRE CHIEF NU 123 E 40.61$ 64.98$ 84,470.90$ 135,153.43$
1 DIRECTOR OF FINANCE NU 123 E 40.61$ 64.98$ 84,470.90$ 135,153.43$
1 POLICE CHIEF NU 125 E 46.50$ 74.39$ 96,710.73$ 154,737.17$
1 VILLAGE MANAGER NU 126 E 52.88$ 84.62$ 110,000.00$ 176,000.00$
15 FIREFIGHTER/PARAMEDIC IAFF 202 N 19.58$ 31.33$ 48,876.60$ 78,202.56$
1 DRIVER ENGINEER/EMT IAFF 203 N 20.76$ 33.21$ 51,809.20$ 82,894.72$
2 DRIVER ENGINEER/MEDIC IAFF 204 N 22.00$ 35.20$ 54,917.75$ 87,868.40$
3 FIRE RESCUE LIEUTENANT IAFF 206 N 24.72$ 39.55$ 61,705.58$ 98,728.93$
1 RECORDS CLERK PBA 300 N 20.91$ 33.46$ 43,500.00$ 69,600.00$
24 POLICE OFFICER PBA 302 N 23.50$ 37.60$ 48,876.60$ 78,202.56$
6 POLICE SERGEANT PBA 306 N 29.67$ 47.47$ 61,705.58$ 98,728.93$
95 149
* The number of instructors will vary based on class enrollment
Village of North Palm Beach FY 2018 Adopted Budget Page 252 of 295
Five Year Position History FY 2018
Village of North Palm Beach FY 2018 Adopted Budget Page 253 of 295
Village Employees by Function FY 2018
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
General Government
Village Manager
Full-Time 2 2 2 2 4 4
Part-Time 0 0 0 0 1 1
Information Technology
Full-Time 3 3 3 3 3 3
Part-Time 0 0 0 0 0 0
Human Resources
Full-Time 2 2 2 2 2 2
Part-Time 0 0 1 2 2 2
Village Clerk
Full-Time 3 3 3 3 3 3
Part-Time 0 0 0 0 0 0
Finance
Full-time 5 5 7 7 5 6
Part-Time 1 1 0 0 1 0
Public Works
Full-time 37 37 35 34 36 37
Part-Time 0 0 0 0 0 0
Police & Fire
Police
Full-time 43 43 36 36 36 38
Part-Time 13 13 13 13 13 15
Fire Rescue
Full-time 24 24 24 24 24 24
Part-Time 0 0 0 0 0 0
Community Development
Full-time 8 10 11 12 13 14
Part-Time 2 1 0 0 1 1
Leisure Services
Library
Full-time 6 6 7 7 7 7
Part-Time 10 10 9 9 9 7
Recreation
Full-time 6 6 6 6 6 6
Part-Time 43 43 43 43 43 42
Other Government - Country Club
Full-time 6 8 8 8 8 5
Part-Time 54 65 65 65 62 27
TOTAL 268 282 275 276 279 244
Village of North Palm Beach FY 2018 Adopted Budget Page 254 of 295
Capital Improvement Plan FY 2018
Village of North Palm Beach FY 2018 Adopted Budget Page 255 of 295
Capital Improvement Plan FY 2018
INTRODUCTION
Municipal government provides needed and desired services to the public and in order to provide these
services, the Village must furnish and maintain capital facilities and equipment. This is accomplished
through the use of a Capital Improvement Plan (CIP).
The CIP is a ten year projection of future improvements to existing facilities, the acquisition of land and
buildings, construction of new facilities and major equipment purchases. This includes the regular
replacement of equipment such as vehicles and computer hardware/software. The Village Council adopts the
ten year plan as a part of the annual budgeting process. The first year of the plan is the only year for
which funding is authorized. The remaining nine years of the CIP lists the capital projects that will be
done in the future and their estimated cost…funding requirements are identified, but are not
authorized.
The Village of North Palm Beach defines a “capital outlay” as the cost(s) associated with the acquisition of
land, land improvements, buildings, building improvements, construction in progress, machinery and
equipment, vehicles and infrastructure, and other tangible or intangible assets that are used in operations and
that have an initial useful life extending beyond a single reporting period. Capital assets and infrastructure
are capitalized and depreciated as outlined in the capitalization table below:
Capitalization Threshold Table:
Capitalize and Depreciate
Land Capitalize only
Land improvements $25,000
Building $50,000
Building Improvements $50,000
Construction in Progress Capitalize only
Machinery & Equipment $5,000
Vehicle $5,000
Intangible Assets:
Internally Generated Software $100,000
Purchased Software $25,000
Easements $5,000
Other Intangible Assets $100,000
Infrastructure $250,000
The plan places projects in priority order, and schedules the projects for funding and implementation. As
presented, it is a ten-year forecast that allows the Village to plan ahead for its new capital and renewal and
replacement needs. Programming capital requirements over time can promote better use of the Village’s
financial resources, reduce costs and assist in the coordination of public and private development. Careful
management of its assets keeps the Village poised for flexible and responsive strategic planning that allows
the Village to proactively prepare the groundwork for capital projects so when funding opportunities arise, a
plan is ready to be implemented. By looking beyond year-to-year budgeting and projecting what, where,
when and how capital investments should be made, capital planning enables the Village to maintain an
effective level of service for the present and future population.
Village of North Palm Beach FY 2018 Adopted Budget Page 256 of 295
Capital Improvement Plan FY 2018
THE CAPITAL IMPROVEMENT PLAN (CIP)
The result of this continuing planning process is the CIP, which is the Village’s ten-year roadmap for
creating, maintaining, and funding present and future capital requirements. The CIP serves as a planning
instrument in conjunction with the Village Comprehensive Plan and the Village Council’s Goals to identify
needed capital projects and coordinate the financing and timing of improvements in a way that maximizes
the return to the public. It provides a planned systematic approach to utilizing the Village financial resources
in the most responsive and efficient manner to meet its service and facility needs. It serves as the “blueprint”
for the future of the community and is a management and planning tool.
The underlying strategy of the CIP is to plan for capital expenditures necessary for the safe and efficient
provision of public services in accordance with Village policies and objectives adopted in the Village’s
Comprehensive Plan. It involves conducting needs assessments and allowing for flexibility to take
advantage of opportunities for capital investment. Capital planning decisions are made based on an analysis
of each project which includes: cost versus benefits, capital renewal strategies, repair-versus-replacement
costs and new service demands. A critical element of a balanced CIP is the provision of funds to both
preserve or enhance existing facilities and provide new assets to respond to changing service needs.
While the program serves as the long range plan, it is reviewed and revised annually in conjunction with the
budget. Projects and their scopes are subject to change as the needs of the community become more defined
and projects move closer to final implementation. Priorities may be changed due to funding opportunities or
circumstances that cause a more rapid deterioration of an asset. Projects may be revised for significant
costing variances.
The adoption of the CIP is neither a commitment to a particular project nor a limitation to a particular cost.
As a basic tool for scheduling anticipated capital projects, it is a key element in planning and controlling
future capital financing. When adopted, the CIP provides the framework for the Village’s management team
and the Village Council with respect to investment planning, project planning and managing any debt.
CIP REVIEW
The Village Manager is responsible for reviewing capital project requests and providing recommendations to
the Village Council. Each department submits requests for its capital funding requirements to the Village
Manager. These requests could be for something as minor as the purchase of a piece of equipment to the
complete rebuild/new installation of a piece of infrastructure.
The Village Manager, along with the Finance Director and Department Head, conduct an in-depth analysis of
the impact of the CIP on cash flow and financial obligations, as well as the Village’s ability to finance,
process, design and ultimately maintain projects. The fiscal impact for each individual project (including
future maintenance and replacement costs), is also analyzed. The overall goal is to develop CIP
recommendations that:
Preserve the past, by investing in the continued upgrade of Village assets and infrastructure;
Protect the present with improvements to Village facilities and infrastructure;
Plan for the future.
Village of North Palm Beach FY 2018 Adopted Budget Page 257 of 295
Capital Improvement Plan FY 2018
CIP CRITERIA & CATEGORIES
The CIP is developed through input by professional staff, citizens of North Palm Beach, and elected Village
officials. There are typically more proposals than can be funded in the ten-year CIP period, so the projects
are evaluated and ranked in order of priority according to the following guidelines:
a) Whether the proposed project is financially feasible, in terms of its impact upon Village budget
potential;
b) Whether the project is needed to protect public health and safety, to fulfill the Village’s legal
commitment to provide facilities and services, or to preserve, achieve full use of, or increase the
efficiency of existing facilities;
c) Whether the project represents a logical extension of facilities and services within a designated
Village Planning Area; and
d) Whether or not the proposed project is consistent with plans of State agencies and the South Florida
Water Management.
Further, the projects are broken down into the following categories:
1. The project is urgent and/or mandated, and must be completed quickly. The Village could face severe
consequences if the project is delayed, possibly impacting the public health, safety, and welfare of the
community, or having a significant impact on the financial well being of the Village. The project
must be initiated or financial/opportunity losses will result.
2. The project is important and addressing it is necessary. The project impacts safety, law enforcement,
public health, welfare, economic base, and/or quality of life in the community.
3. The project would enhance the quality of life and would provide a benefit to the community.
Completion of the project would improve the community providing cultural, recreational, and/or
aesthetic effects.
4. The project would be an improvement to the community, but need not be completed within a ten-year
CIP.
Based on the criteria and category, the project is either included in the CIP or excluded.
CIP POLICIES
The Village will adopt the first year of a multi-year plan for capital improvements, update it annually
and make every attempt to complete all capital improvements in accordance with the plan.
The Village will coordinate the development of the CIP budget with the development of the operating
budget to ensure future operating expenditures and revenues associated with new capital
improvements will be projected and incorporated into the current and future operating budgets.
The Village will maintain its physical assets at a level adequate to protect the Village’s capital
investment and minimize future maintenance and replacement costs.
Village of North Palm Beach FY 2018 Adopted Budget Page 258 of 295
Capital Improvement Plan FY 2018
In making or providing of capital improvements, The Village shall not incur a general obligation debt
requiring the full faith and credit and taxing power of the Village that exceeds five (5%) of the
property tax base of the Village. For Fiscal Year 2018, this amounts to $106 million (tax base of
$2.12 billion). The Village has no general obligation debt.
CIP FINANCING/FUNDING ALTERNATIVES
Capital improvements may be funded by a variety of means depending on the nature of the project,
availability of funds, and the policies of Village Council. Financing decisions are made based on established
Village policies and available financing options directly related to project timing and choice of revenue
sources. The funding methodology for the CIP is reliant upon available resources including regular
operating funds, funds from grants and user fees, useful life of the improvement, and sharing the costs
between current and future users. While some projects can be delayed until funds from existing revenues are
available, others cannot. The Village explores all options such as ad valorem taxes, grants, developer
contributions, user fees, bonds, loans, and undesignated reserves to fund improvements. The following
financing sources are available to fund the CIP:
Ad Valorem Taxes: The Village does not use these funds as a debt security due largely to the
required electoral approval (voter referendum) prior to issuance. Property taxes are directly linked to
the assessed value of individual property, not to the consumption of specific goods and services.
Non-Ad Valorem Revenues: These types of revenues can be pledged to support various types of
bond issues. Such bonds are similar to general obligation bonds in that proceeds are often used for
general government purposes and repayment is unrelated to the revenue generating capacity of the
project being financed. However, unlike general obligation bonds, non-ad valorem revenue bonds
are payable solely from revenues derived from the pledged revenue (such as sales tax, local option
fuel tax, and the guaranteed portion of municipal sharing).
User Fees and Charges: These revenues include a variety of license and permit fees, facility and
program fees, and fines. They are rarely used as debt security for non-Enterprise Fund capital
projects, but could be a source of direct funding of a small capital improvement.
Enterprise Fund User Fees: These revenues are derived from self-supporting business enterprises
(Country Club) which provide services in return for compensation. The enterprise revenue used to
secure debt is commonly termed “net-revenue” consisting of gross revenues less operating costs.
Note: A written, short-term promise to repay a specified amount of principal and interest on a certain
date, payable from a defined source of anticipated revenue. Usually notes mature in one year or less.
Rarely used by the Village.
Commercial Paper: Generally defined as short term, unsecured promissory notes issued by
organizations of recognized credit quality, usually a bank. Rarely used by the Village.
Grant: Contribution or gift of cash or other asset from another government to be used or expended
for a specific purpose, activity or facility.
Village of North Palm Beach FY 2018 Adopted Budget Page 259 of 295
Capital Improvement Plan FY 2018
Developer Contributions: Monies paid by developers in lieu of land dedications. These
contributions are used for parks and recreational purposes.
Infrastructure Surtax Proceeds: On November 8, 2016 PBC voters approved a one-cent sales surtax,
raising the sales tax from 6 to 7% effective January 1, 2017. The use of surtax proceeds are restricted
to, among other things, the financing, planning and construction of infrastructure. The surtax sunsets
on December 31, 2026.
Capital Improvement Plan (CIP) Funds: Periodically, General Fund budgetary savings at fiscal year-
end are transferred to the Village’s Capital Projects Fund as “CIP Funds”. These savings roll over
from year to year and are utilized for funding the Ten-Year Capital Improvement Plan (CIP); this
process reduces the impact of the CIP on the Village’s Annual General Fund Budget and millage rate.
Village Council approval is required for both the transfer and use of CIP Funds.
Unassigned Fund Balance: Fund balance that has not been assigned to other funds and has not been
restricted, committed or assigned to specific purposes within the general fund.
Bond: An issuer’s obligation to repay a principal amount on a certain date (maturity date) with
interest at a stated rate. Bonds are distinguishable from notes in that notes mature in a much shorter
time period.
General Obligation Bonds: A bond secured by the full faith and credit of the Village’s ad
valorem taxing power. These are not used by the Village due to the requirement for a
voter referendum.
Revenue Bonds: Bonds payable from a specific revenue source, not the full faith and credit of
an issuer’s taxing power and require no electoral approval. Pledged revenues are often
generated by the operating or project being financed.
The administrative ability to seek and utilize the best possible source, or combination of sources, from the
various alternatives for financing Capital Improvements can maximize the Village’s Capital Improvement
Plan, saving the cost of inefficiencies, which occur from not adequately addressing capital needs. The future
development, growth and general well-being of our citizens are directly related to an affordable and realistic
Capital Improvement Plan.
THE CIP SCHEDULE AND PROJECT LISTS
The CIP includes a comprehensive listing of all projects contained in the Ten-Year CIP. Projects included in
the CIP were evaluated based on the criteria mentioned above. Application of these criteria ensures that each
project recommended for Council consideration does indeed support the policy objectives of the Village’s
long-term planning documents and identifies a basis for scheduling and allocation of resources. The Fiscal
Year 2018-2027 CIP recommends a total investment of $35.76 million in the Village of North Palm
Beach’s capital facilities and equipment during a ten-year period.
Note: In Fiscal Year 2017, The Village secured a $15 million loan for the Country Club Clubhouse project, which will
include a new Clubhouse, a Splash Park and a remodeled pool deck. The project funds have been set aside in the
Village’s Capital Projects Fund since The Village has not yet entered the construction phase.
Village of North Palm Beach FY 2018 Adopted Budget Page 260 of 295
Capital Improvement Plan FY 2018
The first year (2018) is the most active and important year of the CIP. The total budget request for capital
improvements in FY 2018 is $4,535,005; however, $1,549,305 will be funded in the Country Club Annual
Budget (*). The remaining amount ($2,985,700) will be funded as follows: $800,000 will be funded with
Grant Funds, $1,305,000 will be funded with infrastructure surtax proceeds, $250,000 will be funded with
developer fees and $630,700 will be funded with CIP Funds. A brief summary of the first year of the plan
(2018) is as follows:
Description
Country
Club
Annual
Budget CIP Grant
Infrastructure
Surtax
Developer
Fees Total
Fire Vehicle Replacement 38,000 38,000
Police Vehicle Replacement 177,700 177,700
Sanitation Service Vehicle 135,000 135,000
Cardiac Monitor / Defibrillator 80,000 80,000
Pool Pump Room Renovation 200,000 200,000
Floating Docks (*) 250,000 250,000
Anchorage Park - Phase 2 800,000 800,000
Earman River Irrigation Pump Station 300,000 300,000
Asphalt Resurfacing-Streets 400,000 400,000
Village Wide Sidewalks & Crosswalks 80,000 80,000
Lighthouse Bridge Repairs 250,000 250,000
Stormwater Drianage System Maintenance 275,000 275,000
Driving Range Cart 11,000 11,000
Irrigation Pump 12,000 12,000
Golf Course Improvements/Renovation (*) 1,526,305 1,526,305
Total Projects $1,549,305 $ 630,700 $ 800,000 $ 1,305,000 $ 250,000 $4,535,005
* A Budget Amendment Ordinance will be presented to Council for approval immediately prior to project
commencement (The recommended funding source for this project is a loan from the General Fund
Unassigned Fund Balance).
The ten year CIP is presented in the following pages. The following items are also provided:
Summary table for the estimated impact on the operating budget; and
The detailed capital project request forms for the first year of the plan (2018) (These request forms list the
capital item to be undertaken or purchased, the estimated impact on the operating budget, and the method of
financing the project).
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 261 of 295
Capital Improvement Plan FY 2018
10-Year CIP Summary (by category & funding source)
Category FY18 FY19 FY20 FY21 FY22 FY23 -27 Total
Capital Equipment
Purchases &
Replacements
$392,000 $333,000 $150,000 $125,000 $164,000 $931,300 $2,095,300
Information /
Communication
Technology
195,000 90,000 60,000 75,000 30,000 450,000
Infrastructure
Redevelopments &
Improvements
3,781,305 2,340,000 2,290,000 1,770,000 845,000 11,140,000 22,166,305
Public Buildings &
Facilities 175,000 682,500 2,656,000 1,442,000 4,955,500
Vehicle Purchases
& Replacements 361,700 1,881,500 590,500 657,700 916,400 1,688,200 6,096,000
Total $4,535,005 $4,924,500 $3,803,000 $5,268,700 $2,000,400 $15,231,500 $35,763,105
Funding
Source (*)
Village $2,180,005 $4,204,500 $3,083,000 $4,548,700 $1,280,400 $12,171,500 $27,468,105
Developer Fees 250,000 250,000
Grant
(includes Village
Match)
800,000 800,000
Infrastructure
Surtax 1,305,000 720,000 720,000 720,000 720,000 3,060,000 7,245,000
Total $4,535,005 $4,924,500 $3,803,000 $5,268,700 $2,000,400 $15,231,500 $35,763,105
(*)Funding is based on a series of projections and assumptions. The funding source presented should be
viewed as a theoretical framework to be adjusted each year based on the most recent information available at
that time.
Village of North Palm Beach FY 2018 Adopted Budget Page 262 of 295
Capital Improvement Plan FY 2018
Total 10 Year CIP = $35,763,105
By Category
By Funding Source
Village of North Palm Beach FY 2018 Adopted Budget Page 263 of 295
Capital Improvement Plan FY 2018
10-Year CIP (by Project)
Project FY18 FY19 FY20 FY21 FY22 FY 23-27 Total
Alley Wall / Resurfacing 300,000 300,000 600,000
Anchorage Park Boat Ramp 75,000 75,000
Anchorage Park Floating Docks 250,000 250,000
Anchorage Park Parking
Resurfacing 225,000 225,000
Anchorage Park Phase 2 800,000 700,000 445,000 1,945,000
Articulated Boom Lift 60,000 60,000
Asphalt Resurfacing - Streets 400,000 500,000 450,000 450,000 350,000 1,300,000 3,450,000
Automotive 350,700 1,881,500 590,500 657,700 905,400 1,677,200 6,063,000
Bobcat S570 52,500 52,500
CDD Relocation 100,000 100,000
Chloration Feeder 15,000 15,000
Community Center Renovation 565,000 565,000
Driving Range Cart 11,000 11,000 11,000 33,000
Driving Range Golf Ball
Dispenser 20,000 20,000
Earman River Irrigation Pump
Station 300,000 300,000
Emergency Generator 350,000 350,000
Equipment Replacement 80,000 145,000 50,000 512,800 787,800
Exchange Email Server Software 25,000 15,000 40,000
Fire Kitchen Remodel 65,000 65,000
Firewall Upgrades 10,000 10,000
Fuel Tank 36,000 36,000
Golf Cart Storage Building 250,000 250,000
Golf Course
Improvements/Renovation 1,526,305 100,000 1,626,305
HVAC Controls 110,000 17,500 127,500
HVAC System Replacement 245,000 245,000
Irrigation Controllers 156,000 156,000
Irrigation Pump 12,000 12,000
Jet-N-Vac Cleaning/Maint. Trailer 150,000 150,000
John Deere Combination 58,000 58,000
Lakeside Park - Reroute Asphalt
Pathways 25,000 25,000
Lakeside Park Seawall Rehab 125,000 125,000
Library Stair Replacement 50,000 50,000
Lighthouse Bridge Repairs 250,000 50,000 50,000 50,000 50,000 200,000 650,000
Lighthouse Bridge Replacement 150,000 7,000,000 7,150,000
Village of North Palm Beach FY 2018 Adopted Budget Page 264 of 295
Capital Improvement Plan FY 2018
Project FY18 FY19 FY20 FY21 FY22 FY 23-27 Total
Lightning Detection System 30,000 15,000 45,000
LPR Cameras 70,000 50,000 50,000 60,000 230,000
Marquee Sign 20,000 20,000
Microsoft Office 50,000 30,000 80,000
Monet Road Seawall Rehab 450,000 450,000
New Holland Tractor 58,000 58,000
Osborne Park Parking Lot
Resurfacing 125,000 125,000
Parking Lot Resurfacing 85,000 85,000
Playground Equipment 45,000 45,000 135,000 225,000
Pool Heater 70,000 70,000
Pool Pump Room
Renovation 200,000 200,000
Pool Resurfacing 200,000 200,000
Public Works Complex 2,656,000 2,656,000
Roof Replacement 462,000 462,000
Storm water Drainage
System Maintenance 275,000 620,000 570,000 270,000 270,000 1,080,000 3,085,000
Street Lighting 1,000,000 1,000,000
Tennis Court Drainage
System 45,000 45,000
Tennis Court Fence
Replacement 60,000 60,000
Vehicle Lift 5,000 5,000
Village Christmas Tree 25,000 25,000
Village-wide sidewalks &
crosswalks 80,000 100,000 100,000 100,000 100,000 400,000 880,000
Virtualization 40,000 40,000
Web streaming 50,000 50,000
Grand Total 4,535,005 4,924,500 3,803,000 5,268,700 2,000,400 15,231,500 35,763,105
continued on next page
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 265 of 295
Capital Improvement Plan FY 2018
Fiscal Year 2018 Capital Outlay
Project Estimated Cost
Fire Vehicle Replacement 38,000
Police Vehicle Replacement 177,700
Sanitation Service Vehicle 135,000
Cardiac Monitor / Defibrillator 80,000
Pool Pump Room Renovation 200,000
Floating Docks 250,000
Anchorage Park - Phase 2 (Grant) 800,000
Earman River Irrigation Pump Station 300,000
Asphalt Resurfacing-Streets 400,000
Village Wide Sidewalks & Crosswalks 80,000
Lighthouse Bridge Repairs 250,000
Storm water Drainage System Continuing Maintenance 275,000
Driving Range Cart 11,000
Irrigation Pump 12,000
Golf Course Improvements / Renovation 1,526,305
Total $4,535,005
Fiscal Year 2018 Operating Budget Impact Summary
As shown in the table on the following pages, the FY 2018 capital projects don’t have a significant impact on
the Village’s operating budget. The majority of the projects are considered maintenance of infrastructure or
equipment replacement or purchase.
Category Project Description Estimated
Cost Operating Budget Impact
Improvements Storm water Drainage
System
Improved drainage and water
quality Village wide.
Perform activities to begin
meeting the Village's
NPDES MS4 permit.
$275,000
This program is part of the
Village’s ongoing operating and
maintenance efforts. The
project may have little or no
operational impact, but will
likely result in avoidance of large
amounts of capital spending that
might be otherwise required to
maintain the Village wide storm
water infrastructure.
Improvement Earman River Pump
Station
Reconstruction of the
Earman River Pump Station
to provide an improved and
more reliable way to pull
water from the Earman River
for irrigation uses around the
Village.
$300,000
The Earman River Pump Station
is old and lacks duplicity to
ensure it is operational at all
times. The scope of the project is
not sufficiently well defined to
permit estimation of any impact
on the operating budget. If this
Station goes down there are
significant impacts to
landscaping around the Village.
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 266 of 295
Capital Improvement Plan FY 2018
Category Project Description Estimated
Cost Operating Budget Impact
Improvement Pool Pump Room
Renovation
Replacement of the existing
pool piping with a new
system
$200,000
There may be operating
efficiencies or avoidance of
future costs that result from the
improvements, but these impacts
are not presently quantifiable and
are believed to be marginal.
Vehicle
Purchase
(Fire Rescue)
Vehicle purchase One (1) Fire vehicle $38,000
No significant impact. A new
vehicle warranty will cover most
repair items and regular
maintenance costs will be less
Vehicle
Purchase
(Police)
Vehicle purchase Five (5) Police Vehicles $177,700
No significant impact. A new
vehicle warranty will cover most
repair items and regular
maintenance costs will be less.
Equipment
Purchase
(Fire Rescue)
Equipment Replacement
Replacement of two (2)
cardiac
monitor/defibrillators.
$80,000
Minimal impact on operating
budget. This equipment is vital
to the continuance of providing
high-quality, critical medical
care to the community.
Vehicle
Purchase Driving Range Cart Replacement of existing cart $11,000
No significant impact. A new
vehicle warranty will cover most
repair items and regular
maintenance costs will be less.
Improvement Anchorage Park Phase II
Floating Docks –
Install new docks & piers at
Anchorage Park Marina
$250,000 Component of Anchorage Park
Phase II Project which is
primarily grant funded. Ongoing
operating costs include minor
maintenance.
Boating Facilities, Picnic
Facility, Fishing Dock,
Observation Deck, Kayak
Launch, Multi-Purpose Trail
$800,000
Vehicle
Purchase
(Public Works)
Jitney Replacement Satellite collection utility
vehicles $135,000
Minimal impact on operating
budget. This equipment is vital
to the continuance of providing
high-quality service to the
community. New equipment
will reduce repair costs and time
spent trying to obtain
replacement parts for a
discontinued model
Improvement Asphalt Resurfacing
(Streets)
In October 2015 the overall
street Pavement Condition
Index (PCI) was 70.34. Staff
will be developing a plan in
the coming year to increase
the overall PCI to at least 75
within 10 years.
$400,000
Program to maintain the existing
streets, including milling and
overlay projects, per prioritized
list. Maintenance of the
roadways will reduce time and
materials utilized to make
pavement repairs. There may be
operating efficiencies or
avoidance of future costs that
result from the improvements,
but these impacts are not
presently quantifiable and are
believed to be marginal.
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 267 of 295
Capital Improvement Plan FY 2018
Category Project Description Estimated
Cost Operating Budget Impact
Improvements Sidewalks & Crosswalks
Needs assessment needs to
be completed in FY 2017-18
to inventory, rate and
prioritize Village wide
sidewalk projects and create
short and long range plans
using proven asset
management principles.
$80,000
Minimal impact because this is
already part of the ongoing
maintenance program. The
primary goal is to increase
pedestrian safety by reducing and
eliminating trip and fall incidents.
The secondary goal is to improve
streetscape aesthetics. Less will
need to be spent on future
concrete repairs. The project will
be completed in the most time
and cost efficient manner by
utilizing Village staff, a
contractor or a combination of
both.
Improvement Golf Course
Improvements/Renovation
Enhance the overall
playability and aesthetics of
the golf course and driving
range facilities
$1,526,305
There may be operating
efficiencies or avoidance of
future costs that result from the
improvements, but these impacts
are not presently quantifiable and
are believed to be marginal.
Improvements Lighthouse Bridge
The Lighthouse Drive bridge
is inspected annually by an
independent FDOT bridge
inspector. The bridge
inspection report
recommends remedial repairs
be performed on key bridge
elements to stabilize the
bridge structure until such
time the bridge can be
replaced or abandoned.
$250,000
The Lighthouse Drive bridge has
been in use for 60 years, is
nearing the end of its useful life,
and is in need of repairs. The
scope of the project is not
sufficiently well defined to permit
estimation of any impact on the
operating budget
Equipment
Purchase Irrigation Pump Replacement of existing
equipment $12,000
There may be operating
efficiencies or avoidance of
future costs that result from the
improvements, but these impacts
are not presently quantifiable and
are believed to be marginal.
TOTAL $4,535,005
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 268 of 295
Capital Improvement Plan FY 2018
Fiscal Year 2018 Capital Request Forms
Project Title: Irrigation Pump
Project Category: Capital Equipment Purchases & Replacements
Department: Golf
Project Description
Replacement of existing pump motors. The main irrigation system runs on three motors in the pump
house station located on the thirteenth hole. Each motor provides pressure to the irrigation lines.
Project Budget Funding Source
Land Acquisition Village $ 12,000
Planning / Design Developer Fees
Engineering Grant
Construction Debt Service
Equipment / Vehicle 12,000 Lease
Computer Hardware & Software Infrastructure Surtax
Other Other
Total Budget $ 12,000 Total $ 12,000
Operating Impact
There may be operating efficiencies or avoidance of future costs that result from the improvements, but
these impacts are not presently quantifiable and are believed to be marginal.
Comment
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 269 of 295
Capital Improvement Plan FY 2018
Project Title: Lighthouse Bridge Repairs
Project Category: Infrastructure Redevelopments & Improvements
Department: Public Works
Project Description
The Lighthouse Drive bridge is inspected annually by an independent FDOT bridge inspector. The bridge
inspection report recommends remedial repairs be performed on key bridge elements to stabilize the bridge
structure until such time the bridge can be replaced or abandoned.
Project Budget Funding Source
Land Acquisition Village
Planning / Design Developer Fees
Engineering Grant
Construction 250,000 Debt Service
Equipment / Vehicle Lease
Computer Hardware & Software Infrastructure Surtax 250,000
Other Other
Total Budget $ 250,000 Total $ 250,000
Operating Impact
The Lighthouse Drive bridge has been in use for 60 years, is nearing the end of its useful life, and is in need of
repairs. The scope of the project is not sufficiently well defined to permit estimation of any impact on the
operating budget.
Comment
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 270 of 295
Capital Improvement Plan FY 2018
Project Title: Golf Course Improvements / Renovation
Project Category: Infrastructure Redevelopments & Improvements
Department: Golf
Project Description
The project includes Greens Renovation/Re-grassing; Bunker Renovation; Conversion of 419 to Celebration in
Fairways; Replacement of Bahia Rough with Bermuda; Concrete line waste bunker of #5; cart path extensions;
raise low fairways (3,8,18); Add irrigation on course in old Bahia areas; Fertilizer & herbicide for "no-til" fairway
conversion; equipment rental; Driving Range LED Lighting; Driving Range Roof Replacement; Synthetic Turf at
north end of range, electric & A/C to two (2) restrooms on the course; Move Green Complex of #9; Restroom
Buildings - replacement of buildings or roof replacement.
Project Budget Funding Source
Land Acquisition Village $ 1,526,305
Planning / Design Developer Fees
Engineering Grant
Construction 1,526,305 Debt Service
Equipment / Vehicle Lease
Computer Hardware & Software Infrastructure Surtax
Other Other
Total Budget $ 1,526,305 Total $ 1,526,305
Operating Impact
The project will enhance the overall playability and aesthetics of the golf course and driving range facilities.
There may be operating efficiencies or avoidance of future costs that result from the improvements, but these
impacts are not presently quantifiable and are believed to be marginal.
Comment
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 271 of 295
Capital Improvement Plan FY 2018
Project Title: Sidewalks & Crosswalks
Project Category: Infrastructure Redevelopments & Improvements
Department: Public Works
Project Description
Needs assessment needs to be completed in FY 2017-18 to inventory, rate and prioritize Village wide sidewalk
projects and create short and long range plans using proven asset management principles.
Project Budget Funding Source
Land Acquisition Village $ 80,000
Planning / Design Developer Fees
Engineering Grant
Construction 80,000 Debt Service
Equipment / Vehicle Lease
Computer Hardware & Software Infrastructure Surtax
Other Other
Total Budget $ 80,000 Total $ 80,000
Operating Impact
Minimal impact because this is already part of the ongoing maintenance program. The primary goal is to increase
pedestrian safety by reducing and eliminating trip and fall incidents. The secondary goal is to improve streetscape
aesthetics. Less will need to be spent on future concrete repairs. The project will be completed in the most time
and cost efficient manner by utilizing Village staff, a contractor or a combination of both.
Comment
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 272 of 295
Capital Improvement Plan FY 2018
Project Title: Asphalt Resurfacing - Streets
Project Category: Infrastructure Redevelopments & Improvements
Department: Public Works
Project Description
The Village has approximately 30 miles of streets and has postponed major street projects for several years. A
Village-wide pavement condition assessment was completed in October 2015, which resulted in the overall street
Pavement Condition Index (PCI) of 70.34; staff would like to see this index increase to 75 within 10 years. The
assessment also came with software that allows staff to predict street deterioration and prioritize projects based on
available funding. In FY 2018, most of the street work is expected to be milling and overlaying.
Project Budget Funding Source
Land Acquisition Village
Planning / Design Developer Fees
Engineering Grant
Construction 400,000 Debt Service
Equipment / Vehicle Lease
Computer Hardware & Software Infrastructure Surtax 400,000
Other Other
Total Budget $ 400,000 Total $ 400,000
Operating Impact
Program to maintain the existing streets, including milling and overlay projects, per prioritized list. Maintenance of
the roadways will reduce time and materials utilized to make pavement repairs. There may be operating
efficiencies or avoidance of future costs that result from the improvements, but these impacts are not presently
quantifiable and are believed to be marginal.
Comment
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 273 of 295
Capital Improvement Plan FY 2018
Project Title: Sanitation Service Vehicle
Project Category: Vehicle Purchases & Replacements
Department: Public Works
Project Description
Purchase of additional satellite collection utility vehicles in order to maintain side door sanitation service. The
continued replacement of Village vehicles is warranted by age, and/or high mileage, and/or high repair and
maintenance costs.
Project Budget Funding Source
Land Acquisition Village $ 135,000
Planning / Design Developer Fees
Engineering Grant
Construction Debt Service
Equipment / Vehicle 135,000 Lease
Computer Hardware & Software Infrastructure Surtax
Other Other
Total Budget $ 135,000 Total $ 135,000
Operating Impact
Minimal impact on operating budget. This equipment is vital to the continuance of providing high-quality service
to the community. New equipment will reduce repair costs and time spent trying to obtain replacement parts for a
discontinued model.
Comment
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 274 of 295
Capital Improvement Plan FY 2018
Project Title: Anchorage Park - Phase II
Project Category: Infrastructure Redevelopments & Improvements
Department: Recreation
Project Description
Project Elements include: Boating Facilities, Picnic Facility, Fishing Dock, Observation Deck, Kayak Launch,
Multi-Purpose Trail.
Project Budget Funding Source
Land Acquisition Village
Planning / Design Developer Fees
Engineering Grant 800,000
Construction 800,000 Debt Service
Equipment / Vehicle Lease
Computer Hardware & Software Infrastructure Surtax
Other Other
Total Budget $ 800,000 Total $ 800,000
Operating Impact
Component of Anchorage Park Phase II Project which is primarily grant funded. Ongoing operating costs include
minor maintenance.
Comment
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 275 of 295
Capital Improvement Plan FY 2018
Project Title: Floating Docks
Project Category: Infrastructure Redevelopments & Improvements
Department: Recreation
Project Description
Install new docks & piers at Anchorage Park Marina.
Project Budget Funding Source
Land Acquisition Village
Planning / Design Developer Fees 250,000
Engineering Grant
Construction 250,000 Debt Service
Equipment / Vehicle Lease
Computer Hardware & Software Infrastructure Surtax
Other Other
Total Budget $ 250,000 Total $ 250,000
Operating Impact
Component of Anchorage Park Phase II Project which is primarily grant funded. Ongoing operating costs include
minor maintenance.
Comment
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 276 of 295
Capital Improvement Plan FY 2018
Project Title: Driving Range Cart
Project Category: Vehicle Purchases & Replacements
Department: Golf
Project Description
Purchase of a Driving Range Cart. The cart is used on a daily basis to collect the range balls from the range bed.
The range balls are then washed and put back into circulation for further use. The range cart streamlines the
cleaning process by decreasing the amount of time it takes to collect the balls after each use. The cart provides
protection to the range attendant, making it possible to collect the range floor while patrons are practicing. The
continued replacement of Village vehicles is warranted by age, and/or high mileage, and/or high repair and
maintenance costs.
Project Budget Funding Source
Land Acquisition Village $ 11,000
Planning / Design Developer Fees
Engineering Grant
Construction Debt Service
Equipment / Vehicle 11,000 Lease
Computer Hardware & Software Infrastructure Surtax
Other Other
Total Budget $ 11,000 Total $ 11,000
Operating Impact
No significant impact. A new vehicle warranty will cover most repair items and regular maintenance costs will
be less.
Comment
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 277 of 295
Capital Improvement Plan FY 2018
Project Title: Cardiac Monitor/Defibrillator Replacement
Project Category: Capital Equipment Purchases & Replacements
Department: Fire Rescue
Project Description
Replacement of two (2) cardiac monitor/defibrillators; the current equipment is obsolete. This equipment is vital
to the continuance of providing high-quality, critical medical care to the community.
Project Budget Funding Source
Land Acquisition Village $ 80,000
Planning / Design Developer Fees
Engineering Grant
Construction Debt Service
Equipment / Vehicle 80,000 Lease
Computer Hardware & Software Infrastructure Surtax
Other Other
Total Budget $ 80,000 Total $ 80,000
Operating Impact
Equipment Replacement - Minimal impact on operating budget.
Comment
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Village of North Palm Beach FY 2018 Adopted Budget Page 278 of 295
Capital Improvement Plan FY 2018
Project Title: Vehicle Replacement
Project Category: Vehicle Purchases & Replacements
Department: Police
Project Description
Purchase of five (5) police vehicles. The continued replacement of Village vehicles is warranted by age, and/or
high mileage, and/or high repair and maintenance costs.
Project Budget Funding Source
Land Acquisition Village $ 177,700
Planning / Design Developer Fees
Engineering Grant
Construction Debt Service
Equipment / Vehicle 177,700 Lease
Computer Hardware & Software Infrastructure Surtax
Other Other
Total Budget $ 177,700 Total $ 177,700
Operating Impact
No significant impact. A new vehicle warranty will cover most repair items and regular maintenance costs will
be less.
Comment
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 279 of 295
Capital Improvement Plan FY 2018
Project Title: Vehicle Replacement
Project Category: Vehicle Purchases & Replacements
Department: Fire Rescue
Project Description
Purchase of one Fire Rescue vehicle. The continued replacement of Village vehicles is warranted by age,
and/or high mileage, and/or high repair and maintenance costs.
Project Budget Funding Source
Land Acquisition Village $ 38,000
Planning / Design Developer Fees
Engineering Grant
Construction Debt Service
Equipment / Vehicle 38,000 Lease
Computer Hardware & Software Infrastructure Surtax
Other Other
Total Budget $ 38,000 Total $ 38,000
Operating Impact
No significant impact. A new vehicle warranty will cover most repair items and regular maintenance costs will
be less
Comment
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 280 of 295
Capital Improvement Plan FY 2018
Project Title: Pool Pump Room Renovation
Project Category: Infrastructure Redevelopments & Improvements
Department: Recreation
Project Description
Replacement of the existing pool piping with a new system.
Project Budget Funding Source
Land Acquisition Village
Planning / Design Developer Fees
Engineering Grant
Construction 200,000 Debt Service
Equipment / Vehicle Lease
Computer Hardware & Software Infrastructure Surtax 200,000
Other Other
Total Budget $ 200,000 Total $ 200,000
Operating Impact
There may be operating efficiencies or avoidance of future costs that result from the improvements, but these
impacts are not presently quantifiable and are believed to be marginal.
Comment
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 281 of 295
Capital Improvement Plan FY 2018
Project Title: Earman River Pump Station
Project Category: Capital Equipment Purchases & Replacements
Department: Public Works
Project Description
The Earman River Pump Station services the Golf Course, Osborne Park, Lakeside Park, Village Hall, Veterans
Park, and US1. The project includes the reconstruction of the Earman River Pump Station to provide an
improved and more reliable way to pull water from the Earman River for irrigation uses around the Village.
Project Budget Funding Source
Land Acquisition Village
Planning / Design Developer Fees
Engineering Grant
Construction 300,000 Debt Service
Equipment / Vehicle Lease
Computer Hardware & Software Infrastructure Surtax 300,000
Other Other
Total Budget $ 300,000 Total $ 300,000
Operating Impact
The Earman River Pump Station is old and lacks duplicity to ensure it is operational at all times. The scope of the
project is not sufficiently well defined to permit estimation of any impact on the operating budget. If this Station
goes down there are significant impacts to landscaping around the Village.
Comment
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Village of North Palm Beach FY 2018 Adopted Budget Page 282 of 295
Capital Improvement Plan FY 2018
Project Title: Storm water Drainage System
Project Category: Infrastructure Redevelopments & Improvements
Department: Public Works
Project Description
Rehabilitation and/or replacement of deficient storm water structures, pipes, grates, swales, etc. to improve
drainage and water quality Village wide. The Village will perform the necessary activities to begin meeting the
NPDES MS4 permit requirements. A needs assessment needs to be completed to inventory, rate and prioritize
Village-wide storm water infrastructure to create short and long range plans using proven asset management
principles.
Project Budget Funding Source
Land Acquisition Village
Planning / Design Developer Fees
Engineering Grant
Construction 275,000 Debt Service
Equipment / Vehicle Lease
Computer Hardware & Software Infrastructure Surtax 275,000
Other Other
Total Budget $ 275,000 Total $ 275,000
Operating Impact
This program is part of the Village’s ongoing operating and maintenance efforts. The project may have little or
no operational impact, but will likely result in avoidance of large amounts of capital spending that might be
otherwise required to maintain the Village wide storm water infrastructure.
Comment
Return to Table of Contents
Village of North Palm Beach FY 2018 Adopted Budget Page 283 of 295
Appendix FY 2018
Village of North Palm Beach FY 2018 Adopted Budget Page 284 of 295
Acronyms FY 2018
The following is a list of acronyms used throughout the text of the budget document. A definition can be
found in the Glossary immediately following this section.
CAFR…………………………………………………………….Comprehensive Annual Financial Report
CIP…………………………………………………………………………..Capital Improvement Program
CPI………………………….……………………..…………………………………Consumer Price Index
COLA………………………………………………..…………………………Cost of Living Adjustment
EPA………………………………………………………...…………...Environmental Protection Agency
EAR………………………………………………………………………Evaluation and Appraisal Report
FEMA……………………………………………………….Federal Emergency Management Association
FDEP………………………………………………...…..Florida Department of Environmental Protection
FDLE………………………………………………………….....Florida Department of Law Enforcement
FDOT…………………………………………………...…………...Florida Department of Transportation
FLC……………………………………………………...………………………...Florida League of Cities
FMIT…………………….……………………………..……………….Florida Municipal Insurance Trust
FRDAP……………………………………………..Florida Recreation Development Assistance Program
FTE……………………………………………………………...……………………Full Time Equivalent
GAAP…………………………………………………...……..Generally Accepted Accounting Principles
GASB…………………………………………………...…….Governmental Accounting Standards Board
GFOA…………………………………………………...……...Government Finance Officers Association
GIS………………………………………………………………………Geographical Information System
IAFF………………………………………………………...…...International Association of Fire Fighters
ICMA……………………………………………………...….International City Management Association
IT…………………………………………………………………………...……...Information Technology
LCIR……………………………………………...Legislative Committee on Intergovernmental Relations
LOS……………………………………………………………...…………………………Level of Service
NIMS………………………………………………………...…….National Incident Management System
NPDES……………………………………………….....National Pollutant Discharge Elimination System
OPEB……………………………………………………………...……..Other Post-Employment Benefits
RBR……………………………………………………………...………………………….Roll-Back Rate
SFWMD…………………………………………………...…...South Florida Water Management District
SOP…………………………………………………………………...……..Standard Operating Procedure
TRIM………………………………………………………………………………...….....Truth In Millage
ULDC…………………………………………………………………...Unified Land Development Code
Village of North Palm Beach FY 2018 Adopted Budget Page 285 of 295
Glossary FY 2018
The definitions of terms listed are provided to assist the reader in the understanding of terminology used
throughout the text of the budget document.
Account:
A term used to identify an individual asset,
liability, expenditure, control, revenue control,
encumbrance control or fund balance.
Accountability:
The condition, quality, fact or instance of
being obliged to report for actions or
outcomes.
Accounting System:
The total structure of records and procedures
which discover, record, classify, summarize
and report information on the financial
position and results of operations of a
government or any of its funds, fund types,
balanced account groups, or organizational
components.
Accrual Basis of Accounting:
The basis of accounting under which
transactions are recognized when they occur,
regardless of the timing of the related cash
flows.
Accumulated Depreciation:
The total depreciation taken for an asset since
it was placed in service.
Actuarial:
A methodology that makes determinations of
required contributions to achieve future
funding levels that addresses risk and time.
Ad Valorem Taxes:
A tax based on the assessed value of property,
to include real and personal property.
Adopted Budget:
The budget as it is approved by the Village
Council prior to the beginning of each fiscal
year.
Amended Budget:
The adopted budget that incorporates all
operating transfers and approved budget
amendments (changes in the budget total that
are approved subsequent to initial adoption).
Annexation:
The incorporation of land into an existing city
with a resulting change in the boundaries of
that city.
Appropriation:
An authorization granted by a legislative body
to make expenditures and to incur obligations
for specific purposes. An appropriation is
limited in amount to the time it may be
expended.
Assessed Valuation:
A valuation set upon real estate or other
property by the county assessor and the state
as a basis for levying taxes.
Asset:
Resources owned or held by a government
which has monetary value.
Assigned Fund Balance:
Fund Balance reporting category which refers
to amounts a government intends to issue for a
specific purpose.
Audit:
A test of management’s accounting system to
determine the extent to which internal
accounting controls are both available and
being used. It concludes in a written opinion
of its findings.
Available Fund Balance:
Funds remaining from the prior year which are
available for appropriation and expenditure in
the current year.
Village of North Palm Beach FY 2018 Adopted Budget Page 286 of 295
Glossary FY 2018
Balance Sheet:
A statement of financial condition as of a
given date.
Balanced Budget:
A budget in which planned funds available
equal planned expenditures.
Budget:
An annual financial plan that identifies
revenues, specifies the type and level of
services to be provided and establishes the
amount of money which can be spent.
Budget Amendment:
The process by which unanticipated changes in
revenue or expenditures are made a part of the
budget, thereby amending it.
Budget Calendar:
A schedule of key dates which the Village
follows in the preparation, adoption and
administration of the budget.
Budget Message:
A general discussion of the proposed budget as
presented in writing by the Village Manager to
the Village Council.
Budget Transfer:
An action which changes budgeted amounts at
the department, division, and/or object code
level of control with offsetting increases and
decreases in budgeted line items.
Budgetary Basis:
The basis of accounting used to estimate
financing sources and uses in the budget. This
generally takes one of three forms: GAAP,
cash or modified accrual.
Budgetary Control:
The management and control of the budget
within limitation of the approved
appropriations and available resources.
Budget Document:
The official written statement-document which
presents the proposed budget to the
council/legislative body.
Budget Summary:
Categories of expenditures or revenue
classified by major function and category.
Capital Improvement Plan (CIP):
A multi-year plan of proposed capital outlays
to be incurred each year over a period of ten
years to meet capital needs arising from the
Village’s long-term needs.
Capital Outlay:
The cost(s) associated with the acquisition of
land, land improvements, buildings, building
improvements, construction in progress,
machinery and equipment, vehicles and
infrastructure, and other tangible or intangible
assets that are used in operations and that have
an initial useful life extending beyond a single
reporting period.
Capital Projects Fund:
Type of Governmental Fund established to
account for the acquisition or construction of
major capital facilities, other than those
accounted for in proprietary or trust funds.
Comprehensive Annual Financial Report
(CAFR):
Prepared at the close of each fiscal year to
show the actual audited condition of the
Village’s funds and serve as the official public
record of the Village’s financial status and
activities.
Committed Fund Balance:
Fund Balance reporting category which refers
to amounts that can only be used for specific
purposes pursuant to constraints imposed by
formal action of the government’s highest
level of decision-making authority.
Village of North Palm Beach FY 2018 Adopted Budget Page 287 of 295
Glossary FY 2018
Consumer Price Index (CPI):
A statistical description of price levels
provided by the United States Department of
Labor. The index is used as a measure of the
increase in the cost of living.
Contingency:
An appropriation of funds to cover unforeseen
events that occur during the fiscal year.
Contractual Services:
A cost related to a legal agreement.
Cost-of-Living Adjustment (Market
Adjustment):
An increase in salaries to offset the adverse
effect of inflation on compensation.
Debt Limit:
The maximum amount of gross or net debt
which is legally permitted.
Debt Ratios:
Comparative statistics showing the
relationship between the issuer’s outstanding
debt and such factors as its tax base, income or
population.
Debt Service:
Principal and interest requirements on
outstanding debt according to a predetermined
payment schedule.
Deficit:
The excess of the liabilities of a fund over its
assets. The excess of expenditures over
revenues during an accounting period.
Defined Benefit Plan:
A pension plan that has terms specifying the
amount of benefits to be provided after
separation of employment; to be distinguished
from a defined contribution plan in which the
plan specifies the amount of the contribution
to the plan.
Department:
A major work unit or functional unit having
related activities aimed at accomplishing a
major service or regulatory program for which
the Village is responsible.
Depreciation:
The decrease in value of physical assets due to
use and the passage of time.
Division:
A section of a department or government that
is responsible for dealing with a particular area
of policy or administration, or a particular task
or function.
Economic Development:
The process of attracting new businesses by
use of incentives or innovative financing
methods.
Effectiveness:
Producing a decided, decisive or desired
effect.
Efficiency:
Effective operation as measured by a
comparison of production with cost.
Employer Contribution:
A term used to describe contributions actually
made by the employer in relation to the annual
required contribution (ARC) of the employer
(in the context of pension benefits).
Encumbrance:
Obligations in the form of purchase orders,
which are chargeable to an appropriation and
for which a part of the appropriation is
reserved. They cease to be encumbrances
when paid or when the actual liability is set up.
Village of North Palm Beach FY 2018 Adopted Budget Page 288 of 295
Glossary FY 2018
Enterprise Fund:
A self supporting fund used to account for
operations that provide a service to citizens
financed primarily by a user charge. Net
income is sufficient for capital maintenance,
public policy, management control,
accountability or other purposes.
Environmental Protection Agency (EPA):
The Federal agency charged with protecting
human health and with safeguarding the
natural environment: air, water, and land.
Evaluation and Appraisal Report (EAR):
A State-mandated report which evaluates how
successful a community has been in addressing
major community land-use planning issues
through implementation of its comprehensive
plan.
Expenditures:
Decreases in net financial resources.
Expenditures include current operating
expenses which require the current or future
use of net current assets, debt service and
capital outlay.
Federal Emergency Management
Association (FEMA):
Agency of the US Government tasked with
Disaster Mitigation, Preparedness, Response &
Recovery planning.
Fiduciary Funds:
Trust and/or agency funds used to account for
assets held by the Village in a trustee capacity
or as an agent for individuals, private
organizations, other governments, and/or other
funds.
Fines and Forfeitures:
Revenues derived from penalties imposed for
the commission of statutory offenses, violation
of lawful administrative rules and regulations
and for neglect of official duty; for example,
confiscated property.
Fiscal Year (FY):
A twelve month period of time to which the
annual budget applies and at the end of which
a government determines its financial position
and results of operations. The fiscal year for
the Village is October 1 to September 30.
Fixed Assets:
Assets of a long-term character which are
intended to continue to be held or used, such
as land, buildings, improvements other than
buildings, and machinery and equipment.
Florida Department of Environmental
Protection (FDEP):
A federal agency charged with proposing and
enforcing environmental law.
Florida Department of Transportation
(FDOT):
The agency charged with the establishment,
maintenance, and regulation of public
transportation in the state of Florida.
Florida Department of Revenue (FDOR):
The lead agency in state government for the
collection of general tax administration.
Florida League of Cities (FLC):
Comprised of City officials who wished to
unite the municipal governments in Florida for
the purpose of shaping legislation, sharing the
advantages of cooperative action, and
exchanging ideas and experiences established
the League in 1922.
Florida Municipal Insurance Trust (FMIT):
A trust designed to provide cost effective
insurance coverage for Florida’s not for profit
agencies.
Florida Recreation Development Assistance
Program (FRDAP):
A competitive grant program that provides
financial assistance to local governments for
development or acquisition of land for public
outdoor recreational purposes.
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Glossary FY 2018
Franchise Fees:
Fees levied on a corporation in return for
granting a privilege sanctioning a monopoly or
permitting the use of public property, usually
subject to regulation by the governing body.
FTE:
Full-Time Equivalent, which is calculated on
the basis of the number of hours that have
been budgeted for a particular position.
Full-Time Position:
A position which qualifies for full Village
benefits, usually required to work 40 hours per
week.
Fund:
An independent fiscal and accounting entity
with self-balancing set of accounts recording
cash and/or other resources together with all
related liabilities, obligations, reserves and
equities which are segregated for the purpose
of carrying on specific activities or attaining
certain objectives.
Fund Balance:
The fund equity of governmental funds.
Changes in fund balances are the result of the
difference of revenues to expenditures.
Fund Type:
In governmental accounting, all funds are
classified into eight generic fund types;
General, Special Revenue, Debt Service,
Capital Projects, Special Assessment,
Enterprise, Internal Service and Trust &
Agency.
General Fund:
A fund used to account for the receipt and
expenditure of resources traditionally
associated with local government.
General Obligation Bonds:
When a government pledges its full faith and
credit to the repayment of the bonds it issues,
those bonds are referred to as general
obligation bonds.
General Revenue:
The revenues of a government other than those
derived from and retained in an enterprise.
Generally Accepted Accounting Principles
(GAAP):
Uniform minimum standards of/and guidelines
for financial accounting and reporting. They
govern the form and content of the basic
financial statement of an entity. GAAP
encompasses the conventions, rules, and
procedures necessary to define accepted
accounting principles at a particular time.
They include not only broad guidelines of
general application, but also detailed practices
and procedures.
Geographical Information System (GIS):
Total tool and mapping technique that
connects databases to maps. It combines
layers of information about where things are
located with descriptive data about those
things and their surroundings.
Goal:
A statement of broad direction, purpose or
intent based on the needs of a community. A
goal is general and timeless; that is, it is not
concerned with a specific achievement in a
given period.
Government Finance Officers Association
(GFOA):
The professional association of state/provincial
and local finance officers in the United States
and Canada.
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Glossary FY 2018
Governmental Accounting Standards Board
(GASB):
An established national board, which governs
financial reporting standards on state and local
government levels throughout the United
States of America, with its main headquarters
in Chicago, IL.
Governmental Funds:
Funds that account for the activities of a local
government’s operations. They can be
classified into four generic fund types: general
fund, special revenue funds, capital projects
funds, and debt service funds.
Grants:
Contributions or gifts of cash or other assets
from another government to be used or
expended for a specific purpose, activity or
facility.
Interfund Transfers:
The movement of moneys between the funds
of a governmental entity.
Intergovernmental Revenues:
Revenues collected by one government and
distributed to another level of government.
International City Management Association
(ICMA):
The professional and educational organization
for chief appointed managers, administrators
and assistants in cities, towns, counties and
regional entities.
Infrastructure:
The physical assets of a government (i.e.
streets, water, sewer, public buildings and
parks).
Legislative Committee on
Intergovernmental Relations (LCIR):
The State of Florida’s Legislative Committee
on Intergovernmental Relations; provides
some intergovernmental revenue estimates for
budgetary purposes.
Level of Service (LOS):
Services or products which comprise actual or
expected output of a given program.
Local Option Gas Tax:
A tax established in 1983 to fund
transportation-related improvements.
Long-Term Debt:
Debt liability due after one year or longer.
Major Fund:
A fund whose revenues,
expenditures/expenses, assets, or liabilities
(excluding extraordinary items) are at least
10% of corresponding totals for all
governmental or enterprise funds and at least
5% of the aggregate amount for all
governmental and enterprise funds for the
same item.
Maximum Millage Rate:
The maximum millage that a county or
municipality may levy with a simple majority
vote of the governing body; other voting
requirements will allow a municipality to
adopt a millage rate in excess of the maximum
millage rate.
Mill:
The property tax rate which is based on the
valuation of property. A tax rate of one mill
produces one dollar of taxes on each $1,000 of
assessed property valuation.
Millage:
Property tax levy stated in terms of dollars and
cents for every thousand dollars of assessed
property value.
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Glossary FY 2018
Mission:
The mission statement is a brief summary of
why a program exists and what it is trying to
achieve. It tells what the department does,
who they do it for and why. The statement is
specific enough to describe the program’s
purpose but general enough to last into the
future.
Modified Accrual Basis:
The accrual basis of accounting adopted for
the governmental fund type. In this basis of
accounting, expenditures are recognized when
the goods or services are received and
revenues, such as taxes, are recognized when
measurable and available to pay expenditures
in the current period.
MUNIS:
The Village’s financial software system
Municipality:
A primarily urban political unit having
corporate status and usually powers of self-
government.
National Incident Management System
(NIMS):
Core set of doctrine, concepts, principles,
terminology, and organizational processes that
enable effective, efficient, and collaborative
incident management across all emergency
management and incident response
organizations and disciplines.
Non-major Fund:
A fund that does not meet the definition of a
major fund (see definition for major fund).
Non-operating Expenses:
Expenses which are not directly related to the
fund’s primary service activities.
Non-operating Revenues:
Revenues which are incidental to, or by-
products of, the fund’s primary service
activities.
Non-spendable Fund Balance:
Fund Balance reporting category which
includes amounts that are not in a spendable
form or are required to be maintained intact.
Objective:
A simply stated, readily measurable statement
of the aim of expected accomplishment within
the fiscal year.
Operating Budget:
Plans of current expenditures and the proposed
means of financing them. The annual
operating budget is the primary means by
which most of the financing acquisition,
spending and service delivery activities of a
government are controlled. The use of an
annual operating budget is required by law.
Operating Expenses:
Expenses which are directly related to the
fund’s primary service activities.
Operating Revenues:
Funds that the government received as income
to pay for ongoing operation. Includes such
items as taxes, fees from specific services,
interest earnings and grant revenues.
Ordinance:
A formal legislative enactment by the
governing board of a municipality. If it is not
in conflict with any higher form of law, such
as a state statute or constitutional provision, it
has the full force and effect of law within the
boundaries of the municipality to which it
applies.
Original Budget:
The first complete appropriated budget which
is approved at the second public hearing in
September.
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Glossary FY 2018
Other Financing Sources:
Governmental fund general long-term debt
proceeds, operating transfers out, and material
proceeds of fixed asset dispositions. Such
amounts are classified separately from
revenues.
Other Post-Employment Benefits (OPEB):
Post-Employment Benefits other than pension
benefits. OPEB consist primarily of health
care benefits, and may include other benefits
such as life insurance, long term care and
similar benefits.
Part-Time:
Employees who work less than 30 hours per
week and are not entitled to full-time
employee benefits.
Pension Fund:
Account for the accumulation of resources to
be used for retirement benefit payments to the
Village’s employees.
Performance Measure:
Data collected to determine how effective
and/or efficient a program is in achieving its
objectives.
Personnel Costs:
Costs directly associated with employees,
including salaries and fringe benefits.
Property Tax:
A tax levied on the assessed value of real
property. This tax is also known as Ad
Valorem Tax.
Proprietary Fund Types:
Account for activities that are common in the
private sector, which the government operates
in a manner similar to their counterparts in the
commercial world. The primary source of
revenues for this fund type is user charge.
Proprietary funds can be classified into two
fund types; enterprise funds and internal
service funds.
Public Hearing:
An open public meeting called by a recipient
government to provide all residents (without
regard to taxpaying, voting status, or handicap)
with an opportunity to offer written and oral
comments regarding the subject to be
discussed.
Purchase Order:
A document which authorizes the delivery of
specified merchandise or the rendering of
certain services.
Reclassification:
The moving of an existing position from one
personnel classification to another based upon
the different performance of duties.
Reserves:
A portion of the fund balance or retained
earnings legally segregated for specific
purposes.
Resolution:
A special or temporary order of a legislative
body; an order of a legislative body requiring
less legal formality than an ordinance or
statute.
Restricted Fund Balance:
Fund Balance reporting category which
includes amounts constrained to specific
purposes by their providers.
Retained Earnings:
An equity account reflecting the accumulated
earnings of an Enterprise or Internal Service
fund.
Retirement Benefit Multiplier:
The rate applied to the average compensation
multiplied by the employee’s years of accrual
service to yield the amount payable under the
normal retirement pension.
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Glossary FY 2018
Revenues:
Increases in governmental fund-type net
current assets from other than expenditure
refunds and residual equity transfers.
Roll-Back Rate (RBR):
That millage rate that will generate the same
Ad Valorem tax Revenue as was levied during
the prior year when calculated against the
current year’s tax base exclusive of new
construction.
Service:
A specific deliverable provided to the public.
It has a specific budget, as well as
performance measures to determine the
benefits received.
Solid Waste Authority:
The agency responsible for providing an
integrated solid waste management and
recycling system for Palm Beach County,
Florida.
South Florida Water Management District
(SFWMD):
The agency responsible for regional flood
control, water supply and water quality
protection as well as ecosystem restoration.
Special Assessment:
A compulsory levy imposed on certain
properties to defray part or all of the cost of a
specific improvement or service deemed to
primarily benefit those parties.
Special Revenue Fund:
Fund used to account for the proceeds of
specific revenue sources which are restricted
by law or policy to finance specific activities.
Standard Operating Procedures (SOP’s):
A set of instructions having the force of a
directive, covering those features of operations
that lend themselves to a definite or
standardized procedure without loss of
effectiveness.
Statute:
A written law enacted by a duly organized and
constituted legislative body.
Surplus:
The excess of assets of a fund over its
liabilities. The excess of revenues over
expenditures during an accounting period.
Tax:
A compulsory charge levied by a
governmental unit for the purpose of raising
revenue. These revenues are used to pay for
services or improvements provided for the
general public benefit.
Taxable Value:
The assessed value of property minus the
homestead exemption and any other
exemptions which may be applicable.
Temporary Position:
A position that is filled for a specific period of
time, is not permanent in nature, and does not
qualify for regular Village benefits.
Trust Funds:
Funds used to account for assets held by a
government in a trustee capacity for
individuals, private organizations, other
government and/or other funds.
Truth in Millage (TRIM) :
The Florida TRIM serves to formalize the
property tax levying process by requiring a
specific method of tax rate calculation, form of
notice, public hearing requirements and
advertisement specifications prior to the
adoption of a budget tax rate.
Unassigned Fund Balance:
Fund balance that has not been assigned to
other funds and has not been restricted,
committed or assigned to specific purposes
within the general fund.
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Glossary FY 2018
United Land Development Code (ULDC):
Consolidates development-related regulations
into a single unified development code that
represents a more consistent, logical,
integrated and efficient means of controlling
development.
User Charges:
The payment of a fee for direct receipt of a
public service by the party benefiting from the
service.
Utility Taxes:
Taxes imposed by the Village on each and
every purchase of a public service within the
corporate limits of the Village. Public services
include electricity, gas, fuel oil, telephone
services and telecommunications.
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