VNPB ADOPTED BUDGET_FY 2019Village of North Palm Beach, FL
Annual Adopted Budget
Fiscal Year 2019
GFOA Budget Award FY 2019
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, 2017.
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 2019.
Village of North Palm Beach FY 2019 Adopted Budget Page 2 of 358
Guide for Readers FY 2019
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 2019 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, 2018 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 2019 Adopted Budget Page 3 of 358
Guide for Readers FY 2019
General Fund
This section provides revenue and expenditure summaries, budget comparisons and computation of taxable
value. Also included are details of all estimated revenues and departmental expenditures.
An overview of each department is included in this section. Each department’s section includes the
following: an organization chart, mission statement, goals and objectives, performance measures and major
changes for each department.
Country Club Fund
This section includes all of the departmental details and information as in the General Fund for the Village of
North Palm Beach Country Club.
Pay Plan
This section includes the Village’s comprehensive pay plan and pay ranges.
Capital Improvement Plan
This section includes the Village’s five-year capital improvement plan.
Appendix
This section includes the Glossary and a list of Acronyms used throughout this document.
We hope this guide has aided in finding and understanding information contained in the Village’s budget. If
any information is unclear or if additional information is necessary, please call the Finance Department at
(561) 841-3360.
Village of North Palm Beach FY 2019 Adopted Budget Page 4 of 358
Table of Contents FY 2019
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 ................................................................................................................................ 34-38
Fund Structure .................................................................................................................................................... 39-41
Basis of Budgeting ............................................................................................................................................. 42-43
Financial Policies ............................................................................................................................................... 44-47
Debt Administration ........................................................................................................................................... 48-49
Fund Balance Overview ..................................................................................................................................... 50-52
Strategic Planning .............................................................................................................................................. 53-60
Long Range Planning ......................................................................................................................................... 61-62
General Fund Budget ................................................................................................................................................ 63
General Fund Organization Chart ........................................................................................................................... 64
General Fund Budget Summary .............................................................................................................................. 65
General Fund Revenues ...................................................................................................................................... 66-78
General Fund Expenses .......................................................................................................................... 79-84
General Fund Operating Highlights ............................................................................................................. 85
General Fund Department Summaries .......................................................................................................... 86
Village Council ............................................................................................................................ 87-92
Village Manager ........................................................................................................................... 93-98
Human Resources ....................................................................................................................... 99-105
Village of North Palm Beach FY 2019 Adopted Budget Page 5 of 358
Table of Contents FY 2019
Finance .................................................................................................................................... 106-113
Information Technology ............................................................................................................ 114-119
Village Attorney ....................................................................................................................... 120-121
Village Clerk ............................................................................................................................ 122-129
General Services Village Hall ........................................................................................................... 130
Public Safety ............................................................................................................................ 131-148
Public Works ............................................................................................................................ 149-163
Community Development .......................................................................................................... 164-175
Library..................................................................................................................................... 176-183
Parks & Recreation ................................................................................................................... 184-193
Reserves & Other ..................................................................................................................... 194-195
General Fund Charts and Graphs ......................................................................................................... 196-199
General Fund Fee Schedules .......................................................................................................................... 200-213
Country Club Budget .................................................................................................................................. 214
Country Club Organization Chart ......................................................................................................................... 215
Country Club Narrative .................................................................................................................................. 216-221
Country Club Budget Summary ............................................................................................................................ 222
Country Club Highlights ....................................................................................................................................... 223
Country Club Revenues.................................................................................................................................. 224-228
Country Club Expenses .................................................................................................................................. 229-234
Country Club Department Summaries ........................................................................................................... 235-240
Pay Plan .................................................................................................................................................................... 241
Pay Plan Narrative .......................................................................................................................................... 242-244
Comprehensive Pay & Classification Plan ..................................................................................................... 245-248
Pay Ranges ..................................................................................................................................................... 249-250
Five Year Position Summary ................................................................................................................................ 251
Employees by Function ........................................................................................................................................ 252
Capital Improvement Plan ...................................................................................................................................... 253
CIP Narrative.................................................................................................................................................. 254-258
FY 2019 Capital Outlay and Operating Impact Summary ............................................................................. 259-262
Village of North Palm Beach FY 2019 Adopted Budget Page 6 of 358
Table of Contents FY 2019
Five Year CIP Summary ................................................................................................................................ 263-266
Capital Request Forms ................................................................................................................................... 267-346
Appendix .................................................................................................................................................................. 347
Acronyms .............................................................................................................................................................. 348
Glossary of Terms .......................................................................................................................................... 349-358
Village of North Palm Beach FY 2019 Adopted Budget Page 7 of 358
Introduction
FY 2019
Village of North Palm Beach FY 2019 Adopted Budget Page 8 of 358
Manager’s Budget Message FY 2019
TO: Honorable Mayor and Council
FROM: Andrew D. Lukasik, Village Manager
DATE: October 1, 2018
SUBJECT: Fiscal Year 2018/19 Annual Budget
I am pleased to share with you this Fiscal Year 2018/19 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 enhancements that support the goals and
objectives established by the Village Council earlier this year.
Budget Format
To provide the public with information about the financial plan for the fiscal year, the Village has created a
user-friendly budget document that provides detailed and meaningful information for many different users.
Specific managerial and operational responsibilities have been assigned to each Village Department; and
staff have been allocated to ensure all functions associated with the individual Departments are performed in
a timely and efficient manner. Within the budget document, organizational charts are presented depicting
each Department’s organizational and supervisory structure. In addition, Departments included a detailed
report featuring individual goals, operational services, program improvements, and staffing as well as capital
project expenditures.
It is the intent of the Village to maintain an open exchange of municipal information with all stakeholders
regarding how public financial resources are received and expended. To that end, this budget document, as
well as a summary, will be posted on the Village website (www.village-npb.org).
Budget Goals and Objectives
The Village obtains a major portion of its annual general fund financial resources (63.82%) from ad valorem
property taxes. By comparison, the Village’s gross taxable property values have increased this year to
$2,237,340,441, or nearly 5.3%, over last year’s valuation.
The Village does not currently assess many of the traditional fees (taxes) that other municipalities use for
generating revenue. Rather, it primarily depends on ad valorem taxes to fund services. As a result, residents
are not assessed additional fees (taxes) for utility, solid waste, storm water, or fire rescue services.
The financial plan for FY 2018/19 reflects the community’s desire for enhanced services and proper
maintenance of infrastructure. While the budget allocates resources to improve the Village’s ability to
address service and maintenance demands annually, there are also significant capital investments to be made
that will be unique to this fiscal year. Although budgeted in the prior year’s budget, continued work to build
a new clubhouse and renovate the golf course will result in reduced Country Club revenues due to the
closure of both facilities at different times and the need for the General Fund to support debt service
associated with the projects until the Country Club returns to full operation. Increasing property valuations
and continued state and national economic growth, however, will blunt the impact of these short-term facility
closures to the annual financial plan.
Village of North Palm Beach FY 2019 Adopted Budget Page 9 of 358
Manager’s Budget Message FY 2019
The FY 2018/19 budget was developed collaboratively with assistance from the Village’s Management Team,
departmental supervisors and staff. This process allowed Administration to consider current practices and
procedures while identifying opportunities for new and improved services, programs, and projects that
support the Village Council’s goals and objectives. Our budgetary emphasis centers on the Council’s
budgetary goals:
Goal: Financial Sustainability
Through this goal, the Village seeks to ensure that the property taxes and fees levied on residents and
businesses are equitable relative to the services received and that they do not increase significantly beyond
the rate of inflation or the growth in property values. Annexation of adjacent unincorporated areas and
implementation of the Citizens’ Master Plan Report (adopted in October, 2016), which will encourage
mixed use development along the Village’s commercial corridors and provide for desired investments in
residential districts as well as simplified code regulations, will assist the Village in achieving these goals.
Functions at the Country Club are being reviewed to ensure that revenue is generated to finance debt, cover
operating and maintenance costs and begin funding future improvements. Not only is the Village pursuing
a different delivery model for tennis operations (i.e., private company as opposed to Village employees),
but one of this year’s priorities will be to reduce the financial impact of the pool operation on the General
Fund. Additionally, the Village will be reviewing methodologies to equitably distribute financial
responsibility for storm water infrastructure construction and maintenance during the fiscal year.
Goal: Beautification and Quality of Life
To support one of the suggestions to improve and stabilize neighborhoods in the Citizens’ Master Plan
Report, the Village Council recently established a Beautification Committee. Cohesive and significant
landscaping and streetscape improvements, such as benches, lighting, and neighborhood signage, help
create neighborhood identity and improve property values. Improving these features often encourages
existing property owners to respond in kind, with improvements that follow on private properties. The
cyclical impact is the attraction of new homebuyers to improving neighborhoods, which further reinforces
neighborhood stability, appearance, and desirability. The newly established Beautification Committee will
work with staff and neighborhood participants to identify necessary improvements and be responsible for
developing and implementing programs to address them. Further, it is anticipated that the Committee will
advise on streetscape and other public landscape projects.
Goal: All Neighborhoods as Desirable Places to Live
An emphasis on code compliance is a key to achieving this goal. The Citizens’ Master Plan Report
highlighted this point by calling attention to “stressed” neighborhoods and identifying a lack of landscape
and home maintenance, faded exterior paint broken shutters and overgrown lawns as indicators. To address
those issues, the Village has included a new Code Compliance Officer in this year’s budget, increasing the
number of Code Compliance Officers in the Village to three (3) and creating the capacity necessary to
address the volume of violations identified proactively by staff and through citizen complaints. This new
capacity will better afford Officers the time necessary to work with residents and businesses to come into
compliance prior to requiring a hearing with the Special Magistrate. Additionally, in an effort to maximize
their time, the use of software to create efficiencies for Code Compliance Officers by allowing them to
complete paperwork in the field will be evaluated this year.
Village of North Palm Beach FY 2019 Adopted Budget Page 10 of 358
Manager’s Budget Message FY 2019
Another strategy identified in the Citizens’ Master Plan Report was the need to establish infill regulations
that ensure compatibility in the neighborhood. Residents who participated in the Citizens’ Master Plan
Report charette process voiced concerns about the character of new housing in established neighborhoods –
specifically, the mass of houses being constructed in single family neighborhoods. There were other issues,
such as the desire to allow for “granny flats” in the Village, that were identified during the charette process
as well. To address these and similar issues, the Village will initiate a review of its land development
regulations related to residential neighborhoods. The process will begin with the selection of a consulting
firm to assist in the process and will include a series of public meetings to solicit input as potential changes
to the code are developed for review by the Village Council.
Lastly, during their Strategic Planning meetings in advance of development of the budget, the Village
Council determined that there is a need to establish a committee or committees to assist with community
building efforts.
Goal: Waterways and Recreation
The Village will continue recent efforts to maintain a high level of appearance and condition of Village
parks and recreational facilities, including the Country Club, and reinvigorate recreational activities for a
fresh approach that is responsive to the current interests of residents. To that end, the Parks and Recreation
Department, in response to residents’ requests to enhance the Village’s athletic and recreational programs,
will conduct surveys and introduce small focus groups as part of the process of revisiting the community’s
needs to best determine what activities should be offered. This community outreach will result in the
development of a Recreation Master Plan that will guide activities for the next few years. This effort will
also consider potential improvements to existing facilities to accommodate residents’ recreational needs.
Not only will the Village be evaluating the use of a stormwater fee that will be used, in part, to better treat
stormwater before it hits open water, but the Village will work to collaborate with other Palm Beach
County communities to promote access to and preserve the quality of the Lake Worth Lagoon and the
Intracoastal Waterway through participation with the Blueway Trail program.
Goal: Strong Local Economy
The Citizens’ Master Plan Report served as the springboard for the effort to draft and adopt new regulations
that will breathe life into our commercial districts, create a more sustainable financial future for the
community and enhance the small-town culture that makes North Palm Beach a special place to live. To
implement the Master Plan, a planning consultant has been assisting the Village with a review and rewrite
of the Comprehensive Plan, Land Development Regulations, and application processes to facilitate the
development process. A key component of this endeavor has been to engage the public to ensure that the
form and function of future development dovetails with the community’s character. As part of this
initiative, the Village will recreate the Business Advisory Board to assist in revitalizing and redeveloping
our commercial corridors.
While rewriting the Village’s Land Development Regulations will encourage new private investment, there
will continue to be public investment needs as well. New infrastructure or improvements that will benefit
the commercial areas will be required over time. The use of a Community Redevelopment Agency (CRA),
which implements a tax increment financing plan, is a common tool used throughout Florida and the
nation. However, establishing a CRA requires Palm Beach County approval which has a policy that
precludes the creation of new CRAs. While a CRA may not be a viable economic development tool for the
Village, other opportunities will be explored to ensure that funding is available for necessary projects in our
commercial areas.
Village of North Palm Beach FY 2019 Adopted Budget Page 11 of 358
Manager’s Budget Message FY 2019
Goal: Improve Mobility
The character and functionality of the US1 Corridor was a key issue discussed by the community in the
development of the Citizens’ Master Plan Report. In addition to the recommendation to encourage
redevelopment along the Corridor in a character desired by the community, the Plan also identified the need
to evaluate, as a means of addressing community character and transportation alternatives, the reduction of
US1 from six (6) lanes to four (4). Although US1 is four (4) lanes on either end of the Village and volume
projections within the Plan indicate that the Corridor will accommodate growth in the future in a four-lane
configuration, the Village Council recognizes the need to study the impacts of reducing the number of lanes
given the controversial nature of such decisions.
Both Palm Beach County and the Florida Department of Transportation have bridge replacement projects
scheduled to take place within the Village limits within the next five (5) years. The replacement of these
bridges at Prosperity Farms Road and US1 (both over the Earman River) afford the Village the opportunity
to introduce some of the design concepts identified in the Citizens’ Master Plan Report. Ensuring that
pedestrians and bicyclists (as well as golf carts) are accommodated, the addition of architectural features
and more emphasis on water views will create new gateway elements for the community to enjoy.
Additionally, although the Village made significant investments in the bridge during the last fiscal year, the
evaluation options regarding replacement of the Lighthouse Bridge will be initiated this year. Replacement
of the bridge is anticipated in 2023.
Goal: Organizational Excellence
Community members are able to 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 to 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. Pursuant
to their desire to engage the community to address challenges facing the Village, the Council will ask
members of the Advisory Boards to identify issues that can improve residents’ quality of life.
To create efficiencies and ensure that the Village obtains the expertise it needs to implement projects, the
Village Council has asked Village staff to identify contingencies for contracting with consultants to
supplement staff, including the use of landscape architects, architects, traffic engineers and planners.
To better ensure that employees are appropriately compensated for their work, the Village will continue to
deploy employee workgroups to establish appropriate performance measures based upon job descriptions,
create procedures for the evaluation process and set realistic goals and objectives. Additionally, Village
staff will initiate an ongoing educational program to ensure that supervisors and employees appropriately
implement the revised Pay for Performance system.
continued on next page
Village of North Palm Beach FY 2019 Adopted Budget Page 12 of 358
Manager’s Budget Message FY 2019
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
completing the North Palm Beach Country Club clubhouse construction and golf course renovation projects.
The Village’s operating millage rate will increase from 7.3300 mils to 7.5000 mils. The Village has no
outstanding general obligation bond debt; therefore, the combined total millage rate of the Village will equal
$7.5000 mils. The millage increase was approved as a means to address potential increases associated with
public safety union contracts and preparation for a significant revenue loss should Amendment 1 be
approved by Florida voters in November. Although the millage increase will increase ad valorem revenues
by $300,000 this year, the impact of Amendment 1 is projected to reduce ad valorem revenues by nearly
$600,000.
Capital budget needs over the next five (5) years are addressed in a balanced Capital Improvement Plan. The
FY 2018/19 budget provides funding for the Capital Improvement Plan without the need to transfer funds
from the General Fund Unassigned Fund Balance (General Fund Reserves).
The Public Works Department has oversight of Village sanitation, infrastructure, streets, facilities,
equipment, and roadways. This Department will play a major role in maintaining and expanding the focus
on community appearance during the coming year. With the use of revenue from the voter-approved 1 cent
infrastructure surtax, the Village will continue resurfacing roadways, replacing damaged sidewalks,
developing and beginning the multi-phased project to replace the alley wall east of US1 as well as
developing designs for pedestrian amenities and architectural features on the US1 and Prosperity Farms
Road bridges.
The Police Department has continued to make improvements in neighborhood outreach, crime suppression
and crime clearances. With the addition of two (2) police officers this past year, the Police Department plays
a key role in cultivating an interdepartmental “Neighborhood Enhancement Team” that focuses on quality of
life issues within all of the Village’s neighborhoods. Other disciplines within this team – including Fire
Rescue, Planning, Code Compliance, Recreation and Building – will work collaboratively to tackle
neighborhood issues that require creativity and persistence.
Construction of the Village’s new Country Club will be completed this fiscal year. The Clubhouse will
provide an enriched experience for North Palm Beach Country Club members and visitors alike. The new
structure, which will boast an improved dining experience for anyone visiting the Clubhouse as well as a
new banquet facility, in conjunction with the restoration of the Jack Nicklaus Signature Golf Course will
provide the community with enhanced opportunities to gather and socialize. The golf course will resume
operations in December 2018, and the Clubhouse is anticipated to open in August 2019.
continued on next page
Village of North Palm Beach FY 2019 Adopted Budget Page 13 of 358
Manager’s Budget Message FY 2019
These projects, while necessary, disrupted the Country Club’s ability to deliver services and resulted in a
number of short-term operational and financial impacts:
During the closure of the clubhouse and the course, food and beverage services were suspended. Those
services are anticipated to be delivered through the use of food trucks and a separate beverage service
contractor when the course opens in December and to continue until the clubhouse is operational in
August.
The repayment schedule on the $15 million loan to reconstruct the clubhouse began last fiscal year.
Without revenues from the operation of the Country Club last fiscal year and most of this year, the General
Fund will be temporarily servicing the debt on its own.
The $1.7 million golf course renovation project will be funded by a loan from the General Fund to the
Country Club. In accordance with Village Council policy direction, this loan will be based upon the final
construction cost and be repaid with interest at a rate that is 0.5% greater than the return the General Fund
receives from its investment revenue. These loan terms continue to ensure that golf operations are not
subsidized by Village businesses and residents and are economically beneficial to both funds.
Personnel Staffing and Benefits
The preparation of this portion of the budget is challenging, based on continuing increases in the cost of
employee compensation and benefits. For budget purposes, retirement contribution levels for the General
Employee “Defined Benefit” Retirement Plan are estimated at 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 2019 Adopted Budget Page 14 of 358
Manager’s Budget Message FY 2019
Budget Conclusion
Several operating and capital improvement project highlights are planned in the FY 2018/19 budget that
support the goal of continually improving the Village using a “Resident Service” focus. Many of these
budget highlights are shown on tables in the following pages.
The preparation of this Annual Budget document was accomplished through the collaboration of all Village
departments and the notable assistance of the Finance Department staff.
Several budget workshop meetings were held during the months of July, August, and September where
Council reviewed the substance and content of this Budget in detail. All refinements are incorporated in this
“Final” FY 2018/19 Annual Budget document.
Respectfully submitted,
Andrew D. Lukasik
Village Manager
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 15 of 358
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
Operating Departments
Community Development
Finance
Human Resources
Information Technology
Library
Police
Fire Rescue
Public Works
Parks & Recreation
Country Club
Village Manager
Village of North Palm Beach Organizational Structure FY 2019
Village of North Palm Beach FY 2019 Adopted Budget Page 16 of 358
Village Officials and Administration Staff FY 2019
Village Council:
Mayor
David B. Norris
Vice Mayor
Mark Mullinix
President Pro Tem
Susan Bickel
Councilmember
Darryl C. Aubrey
Councilmember
Deborah Searcy
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
Country Club General Manager Vacant
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 2019 Adopted Budget Page 17 of 358
Village Boards and Committees FY 2019
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 2019 Adopted Budget Page 18 of 358
Village Boards and Committees FY 2019
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 2019 Adopted Budget Page 19 of 358
Village Boards and Committees FY 2019
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 2019 Adopted Budget Page 20 of 358
Village Overview FY 2019
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 FY19 Budget $27.86 million
Total FY19 Property Valuation $2.24 billion
Total FY19 Millage Rate $7.50 mils
Location
The Village of North Palm Beach is located on the sunny east coast of Florida, 9 miles north of West Palm
Beach in Palm Beach County.
The land area of the Village is approximately 5.8 square miles. The Village has an abundant amount of
waterfront property created by a number of lakes, canals, and the Atlantic Ocean. With such assets as warm
weather, sunshine, golf, ocean fishing, boating, sandy beaches and balmy breezes, the Village has much to
offer enthusiastic people who are raising families or are looking to retire.
Village Government
The Village of North Palm Beach was incorporated as a political subdivision of the State of Florida in 1956.
Village government operates under the Council-Manager form of government. The Village Council consists
of five, non-partisan at-large council members, elected for two-year, overlapping terms, with a Mayor, Vice
Mayor, and President Pro Tem selected each year by the council members. The Village Council meets in
regular session twice each month for purposes of setting policy and carrying out the legislative matters of the
Village. The Village Council appoints the Village Manager, Village Clerk, and the Village Attorney.
The administrative day to day responsibilities are carried out through the Village Manager. The Village
Manager acts as the Chief Administrative Officer of the Village and is responsible for directing all Village
employees other than those hired directly by the Village Council.
The Village provides a full range of municipal services including Public Safety, Sanitation, Recreation,
Library, Streets & Roads Maintenance, Public Improvements, Planning, Zoning & Building, and General
Administrative Services.
The Village also manages an enterprise operation which is the operation of its Golf and Country Club.
Population
The Village is primarily a residential community with a population of approximately 13,000 which increases
to approximately 15,000 during the winter months by residents who list their northern homes as their official
place of residence. Residents are generally in the middle to upper income brackets.
Village of North Palm Beach FY 2019 Adopted Budget Page 21 of 358
Village Overview FY 2019
Resident Statistics
Median Age 52.1
Median Income $61,217
Total Housing Units 8,120
Per Capita Income $46,290
Registered Voters 10,188
Population 13,057
Racial Composition
White 85.8%
Black 2.8%
Asian 1.4%
Other .1%
Two or More Races 1.5%
Hispanic or Latino 9.2%
Age Distribution
Up to 17 years 14.5%
18-34 years 14.2%
35-54 years 25.6%
55-64 years 16.6%
65+ 29.2%
Education
< Grade 9 1.51%
Grade 9 - 12 3.67%
High School 21.59%
Some College 21.40%
Associates Degree 7.55%
Bachelor’s Degree 30.16%
Graduate Degree 14.12%
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 151
Part-time 97
Total 248
Service Statistics
Solid Waste Res. Accounts 7,627
Village vehicles maintained 85
Streets & Sidewalks:
Miles of Streets & Alleys 32.30
Street Lights 628
Sidewalks 48 miles
Landscape Area 43.23 acres
Swales 42.1 miles
Recreational Facilities:
Recreation Centers 3
Parks 5
Dog Parks 2
Tennis Courts 12
Marina 1
Swimming Pool 1
Playgrounds 4
Library 1
Golf Course 1
Driving Range 1
Public Safety
Police:
Police Station 1
Sworn Police Officers 34
Civilian Employees 5
Crossing Guards 14
Average Response Time 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 2019 Adopted Budget Page 22 of 358
Village Overview FY 2019
Major Employers Employees
PBC School Board 21,200
Federal Government 6,226
Tenet Health Care Corp 5,939
PBC Government 5,952
NextEra Energy (FPL) 4,404
Hospital Corp of
America(HCA)
3,550
Boca Raton Regional Hospital 2,800
State Government 3,003
Florida Atlantic University 2,644
Veterans Health Administration 2,468
Bethesda Memorial Hospital 2,282
Office Depot 2,055
The Breakers Hotel 2,000
Florida Crystals (Headquarters) 2,000
Jupiter Medical Center 1,907
G4S Secure Solution 1,501
City of West Palm Beach 1,420
Principal Tax Payers
Domani Development, LLC
Olen Residential Realty
Old Port Cove Equities, Inc.
Sanctuary Bay Trust Corporation
Florida Power & Light
JB Shoppes LLP
Pearland RJR LLC
New Country Motor Cars
Old Port Cove Holdings, Inc.
Chouest, Gary
Crystal tree NPB
CFO2 Palm Beach III LP
Greater Fla Inv CO
Village Shoppes at US1, LLC
Riverside National Bank of Florida
Northlake Storage, LLC
Property Tax Rate
FY Village County School
District
Special
Districts Total
2009 6.6977 3.9660 7.2500 2.1308 20.1707
2010 6.9000 4.5614 7.9830 2.2570 21.9378
2011 6.9723 4.9960 8.1540 2.4934 22.6772
2012 6.9723 4.9925 8.1800 2.5549 22.4881
2013 6.9723 4.9902 7.7780 2.3433 22.0559
2014 6.8731 4.9852 7.5860 2.3154 21.6723
2015 7.3300 4.9729 7.5940 2.2280 22.0701
2016 7.3300 4.9277 7.5120 2.1732 21.8671
2017 7.3300 4.9142 7.0700 2.0974 21.2595
2018 7.3300 4.7815 6.7690 1.9453 20.7831
2019 7.5000 4.8980 6.5720 1.6920 20.6620
Taxable Value by category
Description
# of
parcels /
accounts
Taxable
Value
Personal Property Accounts 704 $38,882,553
Real Property Parcels
Vacant Residential 34 16,198,054
Single Family Residential 2,673 996,898,602
Multi-Family (10 units or more) 13 66,641,400
Condominiums 4,198 805,428,653
Cooperatives 248 14,928,563
Ret. Homes & Misc. Res. 45 0
Multi-family (less than 10 units) 61 20,443,572
Vacant Commercial 12 8,540,591
Improved Commercial 286 254,764,786
Vacant Industrial 2 30,591
Improved Industrial 2 12,326,870
Institutional 14 1,678,932
Government 19 0
Miscellaneous 21 577,274
Total 8,333 $2,237,340,441
* Total Real Property parcels = 7,629
Sources
Business Development Board of PBC
PBC Supervisor of Elections
PBC Property Appraiser
US Census estimates
PBC Planning Division, EXLU15 GIS Data, 2015
Village of NPB
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 23 of 358
Village Location Map FY 2019
Village of North Palm Beach FY 2019 Adopted Budget Page 24 of 358
Village History FY 2019
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 2019 Adopted Budget Page 25 of 358
Village History FY 2019
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 2019 Adopted Budget Page 26 of 358
Village History FY 2019
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 2019 Adopted Budget Page 27 of 358
Village History FY 2019
2010 The Village of North Palm Beach Country Club took over food and
beverage operations of the Country Club restaurant now known as the
“Village Tavern.”
2011 The Village Council reinvested money into the infrastructure
of the Village by replacing the concrete street markers and
stop signs with new street poles and signs.
The Country Club Pool was completely renovated with new tile
and Diamond Brite. The Pool Pump Room was also renovated
replacing a deteriorated ceiling with new concrete and new fencing.
The North Palm Beach Police Department completed the first three-year CALEA
(Commission on Accreditation for Law Enforcement) re-accreditation process.
2012 The first runoff election for a Village Council seat in 37 years was held on March 27, 2012.
Previously, the last runoff election was in 1975. 1,466 votes were cast in 1975 vs. 1,493 in 2012.
2013 Veterans Memorial Park was dedicated with a ceremony was held on
Veterans Day, November 11, 2013. The park is located adjacent to the
Village Library and across from Village Hall.
2014 In January, a market analysis was conducted on various demographics and areas of the Village.
Results indicated a 98% satisfaction rate with the overall quality of life in our community.
No election was held in March 2014 as the three incumbents were elected without opposition.
The North Palm Beach Police Department completed the three-year CALEA (Commission on
Accreditation for Law Enforcement) re-accreditation process. NPB Police Department
received the award on July 26, 2014. The department was initially accredited in 2008.
The Community Development Department outgrew its space in Village Hall and relocated to
420 US Highway 1 to a larger, more user-friendly location.
2015 In February, due to the passing of Councilmember William L. Manuel, the Council appointed
Judy Pierman as the interim Councilmember until a special Election could be held.
Councilmembers David Norris and Doug Bush were re-elected without opposition in March.
Councilmember Mark Mullinix was elected in May to serve the remainder of Mr. Manuel’s term
until March 2016.
Surveys for sidewalks, streets, and roadways as well as storm drainage structures were completed.
The Village issued a Request for Qualifications for Clubhouse Architectural Design Services
for a new Clubhouse design.
2016 In January, the Village and the Treasure Coast Regional Planning Council conducted a week-
long Charrette to receive feedback regarding a new Master Plan for the Village, as well as
amenities residents would like to see in a new Country Club Clubhouse.
The 60th Anniversary of the Village was celebrated on Heritage Day in April, with a large
Parade and Festival.
Village of North Palm Beach FY 2019 Adopted Budget Page 28 of 358
Village History FY 2019
Conceptual designs for the new Clubhouse were created and displayed throughout the Village.
Construction continues on Phase I of the Water Club condominium project, which should be
completed by the end of 2016. Phase II of the project received approval and will include a
third tower.
Several new restaurants/businesses opened in North Palm Beach, including Dairy Queen,
Doris’ Market, Jupiter Donut, and Bahama Bucks, just to name a few.
2017 The Village Council formally adopted the Village of North Palm Beach Citizens’ Master Plan
Report prepared by the Treasure Coast Regional Planning Council, including the
recommendations contained therein, as setting forth the guiding principles for future
development within the Village.
The Department of Public Works Sanitation Division began the process of converting its
existing aged jitney fleet from Textron Cushman jitneys to Kubota satellite collection
vehicles, in order to continue the side-door sanitation service so valued by our residents.
The Village Council created a Citizen Oversight Committee to provide for citizen review of
the Village’s expenditure of proceeds from the voter-approved one-cent sales surtax.
The Country Club clubhouse design was approved and loan funding was secured for the
project, which will include a new Clubhouse, a Splash Park and a remodeled pool deck.
Crystal Cove Commons Commercial Planned Unit Development and Site Plan was approved,
providing for exterior improvements including facade, landscaping, parking, and signage
modifications to the existing Crystal Tree commercial plaza.
The Benjamin School received approval to add a two-story 13,171 square foot Science,
Technology, Engineering and Mathematics (STEM) building on its 14.8-acre campus.
2018 Country Club demolished. Village begins construction of new 37,000-foot clubhouse. Golf
course and driving range get new grass.
Lighthouse Drive Bridge seawall reinforced, extending life of 60-year-old landmark.
Anchorage Park seawall rebuilt. “Bowl” are leveled, new grass planted. Northeast field
converted to baseball/softball field.
Children’s Department at the Village Library opens on second floor and immediately begins
attracting children with a variety of fun learning opportunities.
Village Neighborhood Enhancement Team (NET) established, takes on first projects.
Village holds spring and summer workshops to work with citizens on changes to the Village
Code that regulates business development on U.S Highway 1 and on Northlake Boulevard.
Citizens overwhelmingly show support for new “form-based” zoning proposal.
Village Council formally adopted the Village of North Palm Beach Citizens’ Master Plan
Report prepared by the Treasure Coast Regional Planning Council, including the
recommendations contained therein, as setting forth the guiding principles for future
development within the Village.
Village of North Palm Beach FY 2019 Adopted Budget Page 29 of 358
Village Departments FY 2019
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 2019 Adopted Budget Page 30 of 358
Village Departments FY 2019
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 2019 Adopted Budget Page 31 of 358
Village Departments FY 2019
The Village Public Library provides materials, services, and programs for community residents of all ages
providing personal enrichment and enjoyment, and meeting educational needs.
Enterprise Fund (Country Club):
The Enterprise Fund is used to account for operations of the Village’s golf and Country Club, where the
costs of providing goods and services to the general public on a continuing basis are financed or recovered
through user charges. The Country Club can be divided into three operations: Administration, Golf and
Food & Beverage.
Administration:
Administration is responsible for the accounting and auditing of the golf course, driving range, pro shop and
food & beverage day-to-day operations. Legal services and the property & general liability allocation
associated with the Enterprise Fund are provided for in the Administration section. The Country Club
Contingency is also provided for in the Administration section.
Golf:
The Golf department can be divided into two divisions: Golf Shop and Maintenance. The Golf Shop’s
functions include providing for tee times and retail sales for golf related items; starter and player assistance;
cart & bag assistance; private lessons; and organization of leagues and tournaments. The Golf Course
Maintenance Division of the Golf Operation has been outsourced to an outside contractor who is responsible
for all grounds and turf maintenance, irrigation and all chemical applications. The clubhouse maintenance is
the responsibility of the Village.
Food & Beverage:
The Country Club Restaurant is outsourced to an outside contractor.
Village of North Palm Beach FY 2019 Adopted Budget Page 32 of 358
Budget at a Glance FY 2019
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 65 and the Country Club Budget
Summary is on page 222.
Combined Budget Summary
FY 2019
Adopted Budget
FY 2018
Adopted Budget
FY 2017
Actual
Millage Rate $7.50 $7.33 $7.33
Budgeted Positions Full-Time 151 149 147
Part-Time 97 95 132
Revenues
Ad-Valorem Taxes $15,941,051 $14,789,868 $13,091,985
Utility Service Taxes 2,478,772 2,310,575 2,413,679
Franchise Fees 1,227,209 1,148,647 1,306,996
Sales & Use Taxes 311,598 311,751 305,700
Licenses & Permits 980,100 955,200 997,656
Intergovernmental 1,500,382 1,466,358 1,459,577
Charges for Services 2,345,560 2,328,050 2,321,294
Fines & Forfeitures 72,800 68,575 124,394
Greens fee/cart rentals/membership fees 2,129,209 1,742,611 2,302,642
Golf shop revenues 159,400 239,500 296,119
Driving range revenues 300,000 238,524 303,994
Restaurant revenues 0 0 22,300
Interest revenues 105,530 60,300 69,073
Miscellaneous revenues 306,447 484,570 178,447
Total Revenues 27,858,058 26,144,529 25,193,857
Expenses
General Government 3,709,139 3,157,283 4,395,896
Public Safety 9,671,875 9,206,587 8,886,615
Public Works 5,283,828 5,228,004 4,406,403
Community Development 1,658,923 1,567,934 1,197,052
Leisure Services 2,817,701 2,838,416 2,591,846
Debt Service 1,865,025 1,691,260 398,159
Golf course maintenance 1,163,500 1,161,822 1,137,008
Clubhouse grounds 29,000 4,886 120,796
Golf Shop 939,660 947,262 996,500
Food & beverage 12,314 16,600 65,579
Country Club Administration & General 302,093 133,676 152,931
Total Expenses 27,453,058 25,953,730 24,348,785
Revenues over (under) expenses 405,000 190,799 845,072
Other Financing Sources (uses)
Transfer In / (Out) (405,000) (190,799) 689,495
Total Other Financing Sources (uses) (405,000) (190,799) 689,495
Net Change $ 0 $ 0 $ 1,534,567
Village of North Palm Beach FY 2019 Adopted Budget Page 33 of 358
Budget Preparation Process FY 2019
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 2018/2019 budget preparation process (a flow
chart of the budget process can be found on page 38 of this document):
Task Date
Strategic Planning Workshop; Council sets village-wide goals & objectives May 16
Finance sends budget packages to departments May 18
Department organization charts due May 25
Department operating requests & revenue projections due June 1
Department capital items due June 8
Department narratives due June 15
Finance compiles budget documents for Department budget review meetings
with Village Manager June 18 - 22
Departmental budget review meetings with Village Manager & Finance Director June 25 - 29
Property appraiser provides certification of taxable values July 1
Finance compiles proposed budget for presentation to Village Manager for
recommendation to Village Council July 2 - 13
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 26
Budget Workshops Jul 31 - Aug 30
First public hearing on proposed budget:
Announce percentage by which computed millage exceeds roll back rate
Adopt tentative budget
Amendments (if any)
Re-compute proposed millage (if amended)
September 13
Advertise notice of tax increase and proposed operating budget within 15 days of
1st Public Hearing September 27
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
October 1st
Certification of “TRIM” compliance signed by Village Manager and submitted to
Tax Collector, Property Appraiser & Department of Revenue
October 2nd
Village of North Palm Beach FY 2019 Adopted Budget Page 34 of 358
Budget Preparation Process FY 2019
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 2019 Adopted Budget Page 35 of 358
Budget Preparation Process FY 2019
In a separate package, the departments submit requests for necessary capital outlay and capital improvement
projects. Each department submits requests in order of priority. These include cost and description, as well
as justification for the need. Capital Improvement Projects are forecast in the 5-year Capital Improvement
Program (CIP) document. This allows the need to be known in advance. The department must re-submit
and re-justify the need for the project during each subsequent budget process. The projects include cost and
description.
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 2019 Adopted Budget Page 36 of 358
Budget Preparation Process FY 2019
Not less than two (2) or more than five (5) days after the advertisement, a final hearing adopting the
budget and millage is held.
Upon completion of the public hearings and prior to October 1st, a final operating budget is legally
enacted through the passage of an ordinance.
Within three (3) days after adoption, the Village must certify the adopted millage to the Property
Appraiser and Tax Collector.
Within three (3) days after receipt of final value, as discussed below, the Finance Director completes
form DR-422 and returns it to the Property Appraiser.
Within thirty (30) days of final millage and budget adoption, the Village must certify compliance
with Section 2000.065 and 200.068, F.S., to the Department of Revenue.
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. The level of budgetary control (that is, the
level at which expenditures cannot legally exceed the appropriated amount) is established at the fund level.
Changes or amendments to the budgeted amounts at the fund level must be approved by the Village Council.
All budget amendments, once approved, are processed by the Finance Department.
Village of North Palm Beach FY 2019 Adopted Budget Page 37 of 358
Budget Preparation Process FY 2019
Village Council
sets
Village-wide goals
& objectives
Departments
prepare budget
requests
Finance
Department
compiles budget
Requests
Property
Appraiser issues
preliminary
property values
(June 1)
Village Manager &
Finance Director
review budgets
with each of the
departments
Property
Appraiser certifies
tax roll
(July 1)
Finance
Department
prepares budget
document for review
by Village Council
Village Manger
presents Proposed
Budget to Council
Village Council sets
Tentative Millage
Rate & Date of 1st
Public Hearing
Village advises
Property Appraiser of
proposed millage &
rollback rates
TRIM notices mailed
by Property
Appraiser to property
owners
Village Council holds
public budget
workshop meetings
1st Public hearing on
tentative budget and
proposed tax rate
2nd and final public
hearing to adopt tax
rate & budget
Ordinance adopting
millage rate is sent
to Property Appraiser
and Tax Collector
TRIM forms sent to
Department of
Revenue
Budget document is
finalized and is
available for public
distribution
Property Tax bills are
mailed by Property
Appraiser to property
owners
Flow Chart of Budget Process
Village of North Palm Beach FY 2019 Adopted Budget Page 38 of 358
Fund Structure FY 2019
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 2019 Adopted Budget Page 39 of 358
Fund Structure FY 2019
Fund Accounting
The accounts and the budget of the Village are organized and operated on the basis of funds and account
groups. To better understand the budget, a basic understanding of this financial structure is required.
A fund is an independent fiscal and accounting entity with a self-balancing set of accounts. Fund accounting
segregates funds according to their intended purpose and is used to aid management in demonstrating
compliance with finance-related legal and contractual provisions. Account groups are a reporting
requirement to account for certain assets and liabilities of the governmental funds not recorded directly in
those funds. The funds are classified for reporting purposes into three basic fund types; governmental,
proprietary and fiduciary funds. The purpose of the Village’s funds and account groups are described in the
following paragraphs.
Governmental Fund Types:
Governmental funds are those through which general governmental functions of the Village are financed.
The acquisition, use, and balances of the Village’s expendable financial resources and the related liabilities
(except those accounted for in Proprietary Funds) are accounted for through Governmental Funds. The
following are the Village’s Governmental Fund types:
General Fund – The General Fund is the main operating fund of the Village. This fund is used to
account for all financial resources except those required to be accounted for in another fund. All
general property taxes, fines, various permits, property rentals and certain intergovernmental
revenues are recorded in this fund. General operating expenditures, fixed charges and capital
improvement costs that are not paid through other funds are paid from the General Fund. There can
only be one General Fund.
Special Revenue Funds – Special Revenue Funds account for the proceeds of specific revenue
sources that are legally restricted to expenditures for specified purposes.
Capital Projects Funds – Capital Projects Funds account for financial resources to be used for the
acquisition or construction of major capital facilities or improvements (other than those financed by
proprietary funds) being financed from general long-term debt, grants, or transfers from other funds.
In the Governmental Fund Type category, the Village adopts an annual operating budget and
appropriates funds for the General Fund only. The Capital Projects Fund and the Special Revenue Funds
involve multi-year projects so annual budgets are not adopted for these funds. Instead, appropriations in
these funds remain open and carry over to succeeding years until planned expenditures are made, or until
they are amended or cancelled.
Village of North Palm Beach FY 2019 Adopted Budget Page 40 of 358
Fund Structure FY 2019
Proprietary Fund Types:
Proprietary funds distinguish between operating and non-operating revenues and expenses, and the principal
revenues are derived from charges to customers for sales and services. The Village’s sole proprietary
activity is the operation of a golf and country club, which is an enterprise fund.
Enterprise Funds – Enterprise Funds account for operations
(a) that are financed and operated in a manner similar to private business enterprises
where the intent of the governing body is that the costs (expenses, including
depreciation) of providing goods or services to the general public on a continuing
basis be financed or recovered primarily through user charges; or
(b) where the governing body has decided that periodic determination of revenue earned,
expenses incurred, and/or net income is appropriate for capital maintenance, public
policy, management control, accountability, or other purposes.
The Village adopts an operating budget for its Country Club Fund at the same time it adopts the General
Fund Budget.
Fiduciary Fund Types:
Fiduciary Fund types are used to account for assets held by the Village in a trustee capacity or as an agent for
individuals, private organizations, other governments and/or other funds. The funds in this category are the
Village’s Pension Trust Funds and Agency Funds. Annual budgets are not prepared for these fund types.
Trust Funds – To account for assets held by the Village in a trustee capacity. The pension trust funds
are accounted for in essentially the same manner as proprietary funds since capital maintenance is
critical.
Agency Funds – To account for assets held by the Village. The Village retains no equity interest in
these funds.
Account Groups:
Account groups are not funds since they don’t reflect available financial resources and related liabilities.
Instead, they are used to establish accounting control and accountability for the Village’s general fixed assets
and general long-term debt. The following is a description of the account groups of the Village:
General Fixed Assets - To account for all fixed assets of the Village, except fixed assets of
Proprietary Funds.
General Long-Term Debt – To account for all the outstanding principal balances of any general and
special obligation bonds or notes, capitalized leases, installment purchases, and compensated
absences of the Village, except long-term obligations of Proprietary Funds.
Village of North Palm Beach FY 2019 Adopted Budget Page 41 of 358
Basis of Budgeting FY 2019
Budgetary Basis
The basis of budgeting refers to the period when revenues and expenditures are recognized in the funds and
reported on the financial statements. The only two funds for which operating budgets are prepared are the
General Fund (Governmental Fund) and the Country Club (Proprietary Fund).
The budget is adopted on a basis consistent with Generally Accepted Accounting Principles (GAAP) with
the following exceptions:
Depreciation expense is not budgeted
Expenditures for principal payments on outstanding debt are budgeted as expenses
Capital Outlay purchases are budgeted as expenses
Compensated absences are not included in the budget
The GAAP basis of accounting for governmental funds is the modified accrual basis of accounting. Briefly,
this means that revenues are recognized when they become measurable and available. Measurable means
that the dollar value of the revenue is known. Available means that it is collectible within the current period,
or soon enough after the end of the current period to pay off liabilities of the current period.
Significant revenues that are considered to be measurable and available under the modified accrual basis of
accounting are property taxes, utility taxes, franchise fees, intergovernmental revenues and charges for
services received within approximately 60 days of the end of the fiscal year. Expenditures are recorded
when a related fund liability is incurred; however, debt service expenditures, as well as expenditures related
to compensated absences and claims and judgments, are recorded only when payment is due.
For financial statement purposes, the Proprietary Fund is accounted for using the full accrual basis of
accounting. Revenue is recognized when earned and expenses are recognized when they are incurred. For
budgetary purposes, this fund is presented on the cash basis, i.e. depreciation and amortization are not
budgeted, while capital purchases and debt service payments are.
The Village maintains budgetary controls at the fund level by the encumbrance of estimated purchase
amounts. All appropriations lapse at year end; however, encumbrances specifically designated to be carried
over to the subsequent year are reported as assigned fund balance on the balance sheets as of September 30th
and re-appropriated in the following year.
The Comprehensive Annual Financial Report (CAFR) shows the status of the Village’s finances on the
GAAP basis and fund expenditures/revenues on both a GAAP and budget basis for comparison purposes.
Village of North Palm Beach FY 2019 Adopted Budget Page 42 of 358
Basis of Budgeting FY 2019
Budgetary Accounting
State of Florida statutes require that all municipal governments establish budgetary systems and approve
balanced annual operating budgets.
Budgetary accounting is a management tool to assist in controlling expenses. The procedures for
establishing budgetary data are as follows:
In July of each year, the Village Manager submits a proposed operating budget to the Council for the
next fiscal year commencing the following October 1st. The proposed budget includes expenditures
and the means of financing them. The Village also advises the County Property Appraiser of the
proposed millage rate and the date, time and place of the public hearing for budget acceptance.
Two Public hearings are conducted to obtain taxpayer comments.
Upon completion of the public hearings, a final operating budget is legally enacted through the passage of an
ordinance. Estimated beginning fund balances are considered in the budgetary process.
Village of North Palm Beach FY 2019 Adopted Budget Page 43 of 358
Financial Policies FY 2019
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 2019 Adopted Budget Page 44 of 358
Financial Policies FY 2019
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 2019 Adopted Budget Page 45 of 358
Financial Policies FY 2019
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 2019 Adopted Budget Page 46 of 358
Financial Policies FY 2019
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 2019 Adopted Budget Page 47 of 358
Debt Administration FY 2019
The Village has limited its borrowing to prudent levels that are able to be covered through existing revenue
and cash flow projections. The Village utilizes debt financing on large expenditures for capital projects.
When establishing debt, there are a number of factors to be considered in the process. These factors include:
the long-term needs of the Village
the amount of resources available to repay the debt
There are a few ways for the Village to achieve debt financing. The Council considers the asset’s useful life
and current economic conditions to determine the appropriate financing instrument. Some financing options
available to the Village include:
bank loan
lease agreements (capital lease or operating lease)
inter-fund loan
issue special revenue bonds (pledged by a specific revenue source and limited by available revenue)
issue general obligation bonds (require voter referendum approval)
The Village Charter and the Constitution of the State of Florida do not provide for a legal debt limit.
However, in regards to capital improvements, the Village has adopted a policy to limit general obligation
debt (debt pledging payment from ad valorem taxes which must be approved by referendum) to an amount
that does not exceed five (5%) percent of the property tax base of the Village. For Fiscal Year 2018-2019
this would amount to $112 million (tax base of $2.24 billion) in available general obligation debt. The
Village has no outstanding General Obligation debt.
Outstanding Debt
The Village has two loan obligations and an inter-fund loan outstanding. In addition, The Village plans to
enter into a capital lease program for a portion of its fleet in Fiscal Year 2019.
A brief description of each outstanding debt instrument and its annual debt service requirement to maturity is
listed below:
General Fund:
The General Fund has one loan obligation. In addition, The Village plans to enter into a capital lease
program for a portion of its fleet in Fiscal Year 2019.
Bank Loan:
In March 2017, a $15 million loan was secured for the new Country Club Clubhouse project, which
will include a new Clubhouse, a Splash Park and a remodeled pool deck. The loan has a fifteen (15)
year term and the first debt service payment is scheduled for December 2017.
The transaction consists of two loans: (1) one tax-exempt loan in an amount not to exceed $8.9
million with an interest rate of 3.19% and a maturity date of June 1, 2032; and (2) one taxable loan in
an amount not to exceed $6.1 million with an interest rate of 3.78% and a maturity date of June 1,
2025. The tax-exempt loan is pre-payable without penalty after June 1, 2025. Also, the loan requires
that the debt shall be repayable from legally available non-ad valorem revenues. Annual debt service
requirements to maturity are as follows:
Village of North Palm Beach FY 2019 Adopted Budget Page 48 of 358
Debt Administration FY 2019
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
Capital Lease:
The details of the lease are not yet available. A total of $137,550 has been budgeted as the estimated
lease payment for Fiscal Year 2019.
Country Club:
The Country Club (Proprietary Fund) has two loan obligations: one bank loan and one inter-fund loan.
Bank Loan:
This loan was to finance certain expenditures relating to the municipal golf course and country club.
Country Club revenues secure the loan. Annual debt service requirements to maturity are as follows:
Year Ending Principal Interest Total
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 362,904 35,255 398,159
2023-2024 573,557 24,048 597,605
$2,247,088 $341,312 $2,588,400
Inter-Fund Loan:
The General Fund loaned $1.7 million to the Country Club to finance improvements to the Country
Club Golf Course. The loan is to be repaid in ten (10) annual installments beginning September 30,
2019, with interest only payments until fiscal year 2024.
Village of North Palm Beach FY 2019 Adopted Budget Page 49 of 358
Fund Balance Overview FY 2019
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, 2017. The
actual fund balances for fiscal year 2017-18 will be available upon completion of the Village’s annual audit
in early 2019. 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 2019 Adopted Budget Page 50 of 358
Fund Balance Overview FY 2019
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 2015 FY 2016 FY 2017 FY 2018 FY 2019
Beginning Balance $ 12,987,864 $ 11,410,036 $ 11,643,878 $ 13,092,709 $ 13,092,709
Revenues
Taxes 15,167,693 16,109,173 17,118,361 18,560,841 19,958,630
Licenses & Permits 947,138 1,235,782 997,656 955,200 980,100
Intergovernmental 1,437,219 1,435,795 1,459,577 1,466,358 1,500,382
Charges for Services 2,222,343 2,364,013 2,321,294 2,328,050 2,345,560
Fines & Forfeitures 111,200 91,535 124,394 68,575 72,800
Interest 105,868 103,353 58,799 50,300 95,530
Miscellaneous 151,416 191,251 157,071 52,800 24,800
Total 20,142,877 21,530,900 22,237,151 23,482,124 24,977,802
Expenditures
General Government 2,904,557 2,889,266 4,395,896 3,157,283 3,709,139
Police and Fire 8,684,373 8,847,148 8,886,615 9,206,587 9,671,875
Public Works 4,255,638 4,254,050 4,406,403 5,228,004 5,283,828
Community Development & Planning 1,270,395 1,354,716 1,197,052 1,567,934 1,658,923
Leisure Services 2,514,495 2,448,129 2,591,846 2,838,416 2,817,701
Debt Service - - - 1,293,101 1,431,336
Total 19,629,459 19,793,309 21,477,813 23,291,325 24,572,802
Excess /Deficiency of Revenues
Over/Under Expenditures 513,418 1,737,592 759,338 190,799 405,000
Other financing sources (uses)
Transfer In/Out, etc.(2,091,246) (1,503,750) 689,495 (190,799) (405,000)
Net Change in Fund Balances (1,577,828) 233,842 1,448,833 - -
Ending Balance 11,410,036$ 11,643,878$ 13,092,711$ 13,092,709$ 13,092,709$
Components of Fund Balance
Designated/Reserved
Undesignated
Nonspendable 155,594 358,606 430,721 430,721 430,721
Restricted 131,931 353,019 326,311 326,311 326,311
Committed - - - - -
Assigned 319,888 208,204 771,711 771,711 771,711
Unassigned 10,802,623 10,724,049 11,563,966 11,563,966 11,563,966
Ending Balance 11,410,036$ 11,643,878$ 13,092,709$ 13,092,709$ 13,092,709$
Unassigned Fund Balance as a Percent
of Original Budget
Original Budget 19,863,106 20,524,967 21,328,539 23,482,124 24,977,802
Unassigned Fund Balance
as a Percent of Original Budget 54.39% 52.25% 54.22% 49.25% 46.30%
Village of North Palm Beach FY 2019 Adopted Budget Page 51 of 358
Fund Balance Overview FY 2019
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 2015 FY 2016 FY 2017 FY 2018 FY 2019
Beginning Balance $ 2,421,913 $ 2,378,498 $ 2,299,147 $ 2,352,629 $ 2,352,629
Operating Revenue
Greens fee/cart rentals/membership fees 2,332,066 2,294,659 2,302,642 1,742,611 2,129,209
Golf shop revenues 407,268 326,280 296,119 239,500 159,400
Driving range revenues 313,882 322,208 303,994 238,524 300,000
Restaurant revenues 726,184 759,901 22,300 - -
Miscellaneous 9,453 17,525 21,376 6,000 6,000
Total Operating Revenue 3,788,853 3,720,573 2,946,432 2,226,635 2,594,609
Operating Expenses
Golf course maintenance 1,178,336 1,124,052 1,137,008 1,149,822 1,163,500
Clubhouse grounds 93,331 77,274 120,796 4,886 29,000
Golf Shop 901,509 970,645 996,500 936,262 939,660
Food & beverage 887,534 1,032,367 65,579 16,600 12,314
Administrative & general 102,539 92,438 105,462 89,638 255,538
Insurance 63,659 51,888 47,469 44,038 46,555
Depreciation 480,574 380,000 327,077 - -
Total Operating Expense 3,707,481 3,728,665 2,799,890 2,241,246 2,446,567
Non-operating revenues (expenses)
Interest revenue 10,393 9,230 10,274 10,000 10,000
Interest expense (135,179) (116,883) (103,334) - -
Other revenues - - - 425,770 275,647
Other expenses - - (421,159) (433,689)
Gain/(Loss) on disposal of fixed assets - 36,393 - - -
Total Non-operating revenues (expenses)(124,786) (71,259) (93,060) 14,611 (148,042)
Excess/Deficiency of Revenues Over/
Under Expenses (43,415) (79,351) 53,482 - -
Operating Transfers Out - - - - -
Change in Net Assets (43,415) (79,351) 53,482 - -
Ending Balance 2,378,498$ 2,299,147$ 2,352,629$ 2,352,629$ 2,352,629$
Components of Fund Balance
Invested in Capital Assets, net of related debt 1,833,975 1,880,421 1,991,168 1,991,168 1,991,168
Unrestricted 544,523 418,726 361,461 361,461 361,461
Ending Balance 2,378,498$ 2,299,147$ 2,352,629$ 2,352,629$ 2,352,629$
Village of North Palm Beach FY 2019 Adopted Budget Page 52 of 358
Strategic Planning FY 2019
Strategic Planning is a structured and coordinated approach for developing long-term organizational goals
and for developing strategies to accomplish them. The Village has used the process to facilitate
communication, set priorities and direct resources towards common goals established by the Council.
Vision
The initial step in the strategic planning process is the establishment of a collectively shared vision for North
Palm Beach’s near-term future:
North Palm Beach will be known for our unparalleled amenities and innovative approach to meeting
the needs of our safe and secure community through continuous improvement in infrastructure and
service delivery as identified by our stakeholders.
Mission
The mission statement provides the foundation for all remaining portions of the strategic planning process:
We sustain North Palm Beach as the “best place to live under the sun” through:
Superior services
Timeless traditions
Quality amenities
Core Values
The core values of an organization are the values it holds that form the foundation on which it performs its
work and conducts itself. They describe how an organization believes it should act, and how those beliefs
should be reflected in its actions:
We create exceptional public service through:
Our People
We care about our people and actively advocate diversity, safety, and personal growth
Continuous Improvement
We are committed to excellence and professionalism.
Integrity
We are transparent, honest, ethical, and have mutual respect for all people.
Strengths, Weaknesses, Opportunities and Threats
Critical to the strategic planning process is the understanding of the forces, both positive and negative, that
impact the Village’s ability to achieve its mission. The Village, as an organization, has certain internal
attributes that are recognized as beneficial assets; its strengths. However, the Village also has some internal
attributes that are negative; its weaknesses. There are those external forces in the outside world that are
beyond the Village’s control or influence. Some of these forces create favorable conditions for achievement
of the Village’s mission; they are opportunities. Of course, some of the external forces are contrary, and
potentially damaging to the Village’s interests; these are threats.
Village of North Palm Beach FY 2019 Adopted Budget Page 53 of 358
Strategic Planning FY 2019
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:
Good now: maintain, build, leverage
Village of North Palm Beach FY 2019 Adopted Budget Page 54 of 358
Strategic Planning FY 2019
Bad now: remedy, stop
Village of North Palm Beach FY 2019 Adopted Budget Page 55 of 358
Strategic Planning FY 2019
Good Future: prioritize,
optimize
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 56 of 358
Strategic Planning FY 2019
Bad Future: counter
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 57 of 358
Strategic Planning FY 2019
Strategic Goals & Initiatives
In May 2018, The Village Council and senior staff held a strategic planning workshop to identify key
strategic issues. These strategic issues were grouped into eight goal areas. The Council then identified and
prioritized objectives for each goal. These objectives were grouped into two levels, or tiers. Objectives
receiving most support from Council for implementation over the next few years were identified as Tier 1
objectives. Those receiving secondary importance were designated as Tier 2.
Strategic Goals
All Neighborhoods as Desirable Places to Live
Improve Mobility
Financial Sustainability
Beautification and Quality of Life
Organizational Excellence
Strong Local Economy
Community Outreach
Waterways and Recreation
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 58 of 358
Strategic Planning FY 2019
Strategic Initiatives
Tier 1
Tier 2
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 59 of 358
Strategic Planning FY 2019
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 2019 Adopted Budget Page 60 of 358
Long Range Planning FY 2019
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 2019 Adopted Budget Page 61 of 358
Long Range Planning FY 2019
General Fund:
The projections are based on the following set of assumptions:
1. 3% annual growth rate during the FY 2019-2023 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. CIP Transfer will represent the estimated General Fund transfer to CIP as shown in the CIP Plan
Revenues (Sources):
FY 2019
Budget
FY 2020
Projected
FY 2021
Projected
FY 2022
Projected
FY 2023
Projected
Property Taxes 15,941,051$ 15,436,282$ 15,899,370$ 16,376,351$ 16,867,642$
Other Revenue 9,036,751 10,290,854 10,599,580 10,917,567 11,245,094
Total Revenue 24,977,802 25,727,136 26,498,950 27,293,919 28,112,736
Expenses (Uses):
Personnel 16,782,752 18,008,995 18,549,265 19,105,743 19,678,915
Operating 5,997,383 6,431,784 6,624,738 6,823,480 7,028,184
CIP Transfer 405,000 417,150 429,665 442,554 455,831
Debt Service 1,431,336 1,431,336 1,431,336 1,431,336 1,431,336
Contingency 361,331
Total Expenses 24,977,802 26,289,265 27,035,003 27,803,113 28,594,266
Net Revenue / Expense -$ (562,129)$ (536,053)$ (509,195)$ (481,530)$
Country Club:
The projections are based on the following set of assumptions:
1. 3% annual growth rate during the FY 2019-2023 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 2019
Budget
FY 2020
Projected
FY 2021
Projected
FY 2022
Projected
FY 2023
Projected
Golf 2,588,609$ 2,343,664$ 2,413,974$ 2,486,393$ 2,560,985$
Food & Beverage - 200,000 200,000 200,000 200,000
Administration 291,647 5,933 6,111 6,295 6,484
Total Revenue 2,880,256 2,966,664 3,055,664 3,147,333 3,241,754
Expenses (Uses):
Personnel 828,298 889,999 916,699 944,200 972,526
Operating 1,618,269 1,631,665 1,680,615 1,731,033 1,782,964
Capital Outlay - - - - -
Debt Service 433,689 433,689 433,689 433,689 433,689
Reserves/Contingencies - - - - -
Total Expenses 2,880,256 2,955,353 3,031,003 3,108,922 3,189,179
Net Revenue / Expense -$ 11,311$ 24,661$ 38,411$ 52,574$
Village of North Palm Beach FY 2019 Adopted Budget Page 62 of 358
General Fund
FY 2019
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Village of North Palm Beach FY 2019 Adopted Budget Page 63 of 358
General Fund Organization Chart FY 2019
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
Human
Resources
2 FT
2 PT
Information
Technology
3 FT
0 PT
Public Works
37 FT
2 PT (+2 PT)
Police
38 FT
15 PT
25 Volunteers
Fire Rescue
24 FT
0 PT
18 Volunteers
Parks & Recreation
6 FT
42 PT
Library
7 FT
7 PT
Summary FY 2019 FY 2018 Change
Full-Time 145 144 +1
Part-Time 70 68 +2
Volunteers 43 43 No Change
Community
Development
15 FT(+1 FT)
1 PT
Village of North Palm Beach FY 2019 Adopted Budget Page 64 of 358
General Fund Budget Summary FY 2019
Budgeted Amounts
FY 19
Adopted
Budget
FY 18
Original
Budget
%
increase/
decrease
$
increase /
decrease
Actual
09/30/17
Actual
09/30/16
Millage Rate $7.5000 $7.3300 2.32% $ 0.17 $7.3300 $7.3300
Revenues
Ad-Valorem Taxes $15,941,041 $14,789,868 7.78% $1,151,183 $13,091,985 $12,253,917
Utility Service Taxes 2,478,772 2,310,575 7.28% 168,197 2,413,679 2,303,294
Franchise Fees 1,227,209 1,148,647 6.84% 78,562 1,306,996 1,263,812
Sales & Use Taxes 311,598 311,751 -0.05% (153) 305,700 288,150
Licenses & Permits 980,100 955,200 2.61% 24,900 997,656 1,235,782
Intergovernmental 1,500,382 1,466,358 2.32% 34,024 1,459,577 1,435,795
Charges for Services 2,345,560 2,328,050 0.75% 17,510 2,321,294 2,364,013
Fines & Forfeitures 72,800 68,575 6.16% 4,225 124,394 91,535
Interest 95,530 50,300 89.92% 45,230 58,799 103,353
Debt Proceeds 0 0 0.00% 0 15,000,000 0
Miscellaneous 24,800 52,800 -53.03% (28,000) 157,071 191,251
Transfers In 0 0 0.00% 0 53,082 0
Total Revenues: $24,977,802 $23,482,124 6.37% $1,495,678 $37,290,233 $21,530,900
Expenditures
General Government 3,347,808 3,157,283 6.03% 190,525 2,970,245 2,876,536
Public Safety 9,671,875 9,206,587 5.05% 465,288 8,886,615 8,847,148
Public Works 5,283,828 5,228,004 1.07% 55,824 4,406,403 4,254,050
Community Development 1,658,923 1,567,934 5.80% 90,989 1,197,052 1,354,716
Library 854,980 873,637 -2.14% (18,657) 781,231 777,973
Parks & Recreation 1,962,721 1,964,779 -0.10% (2,058) 1,810,615 1,670,156
Debt service 1,431,336 1,293,101 10.69% 138,235 0 0
Contingency / Other 361,331 0 0.00% 361,331 1,425,652 12,730
Transfers Out 405,000 190,799 112.27% 214,201 14,363,587 1,503,750
Total Expenditures $24,977,802 $23,482,124 6.37% 1,495,678 35,841,400 21,297,059
Net Revenue Over Expense $ 0 $ 0 $1,448,832 $233,842
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 2019 Adopted Budget Page 65 of 358
Revenues
FY 2019
Village of North Palm Beach FY 2019 Adopted Budget Page 66 of 358
General Fund Revenues FY 2019
Total Revenues = $24,977,802
Village of North Palm Beach FY 2019 Adopted Budget Page 67 of 358
General Fund Revenues FY 2019
Revenue Analysis
Budgeted Amounts
FY 19
Adopted
FY 18
Original
% increase /
(decrease)
$ increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Taxes:
Ad-Valorem Taxes $15,941,051 14,789,868 7.78% $ 1,151,183 $ 13,091,985 $ 12,253,917
Franchise Fees:
Electricity 847,517 786,067 7.82% 61,450 930,407 912,800
Gas 38,780 29,596 31.03% 9,184 41,075 30,685
Water 340,912 332,984 2.38% 7,928 335,514 320,327
Utility Service Taxes:
Electricity 1,294,892 1,186,333 9.15% 108,559 1,289,385 1,253,235
Gas 93,394 93,330 0.07% 64 84,829 77,558
Telecommunication 699,645 632,253 10.66% 67,392 642,912 603,529
Water 390,841 398,659 -1.96% (7,818) 396,553 368,972
Sales & Use Taxes 311,598 311,751 -0.05% (153) 305,700 288,150
19,958,630 18,560,841 7.53% 1,397,789 17,118,361 16,109,173
Licenses & Permits:
Building Permits 720,000 695,000 3.60% 25,000 720,202 725,513
Developer Fees - - 0.00% - 1,179 218,511
Occupational Licenses 250,000 250,000 0.00% - 265,596 280,659
Other Licenses, Fees, Permits 10,100 10,200 -0.98% (100) 10,679 11,099
980,100 955,200 2.61% 24,900 997,656 1,235,782
Intergovernmental
Shared Revenue
Other Local Units 29,000 28,920 0.28% 80 58,019 42,631
State Shared Revenue
Local Govt 1/2 Ct Sales Tax 1,019,083 997,500 2.16% 21,583 962,149 967,178
State Revenue Share 401,995 391,827 2.60% 10,168 386,278 373,227
Other State Shared Revenue 20,000 18,974 5.41% 1,026 23,462 23,548
Other Intergov Revenue 30,304 29,137 4.01% 1,167 29,669 29,210
1,500,382 1,466,358 2.32% 34,024 1,459,577 1,435,795
Charges for Services
Community Development 246,550 227,450 8.40% 19,100 243,593 251,006
Library 2,060 850 142.35% 1,210 992 1,610
Recreation
Pool 94,000 93,000 1.08% 1,000 105,876 101,269
Recreation 440,000 483,800 -9.05% (43,800) 457,352 478,616
Tennis 468,150 481,350 -2.74% (13,200) 451,010 404,540
Police & Fire
Ambulance Fees 375,000 375,000 0.00% - 357,647 353,545
Other 181,800 97,800 85.89% 84,000 143,858 202,057
Public Works
Solid Waste Collection 513,500 540,000 -4.91% (26,500) 537,604 551,940
Other 14,000 17,500 -20.00% (3,500) 9,496 7,619
Village Clerk 10,500 11,300 -7.08% (800) 13,866 11,811
2,345,560 2,328,050 0.75% 17,510 2,321,294 2,364,013
continued on next page
Village of North Palm Beach FY 2019 Adopted Budget Page 68 of 358
General Fund Revenues FY 2019
Budgeted Amounts
FY 19
Adopted
FY 18
Original
% increase /
(decrease)
$ increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Fines & Forfeitures
Community Development 17,500 13,100 33.59% 4,400 66,660 18,383
Library 4,300 4,800 -10.42% (500) 5,000 5,827
Police & Fire 51,000 50,675 0.64% 325 52,734 67,324
72,800 68,575 6.16% 4,225 124,394 91,535
Miscellaneous
Insurance Refunds 0 0 0.00% 0 36,419 65,893
Sales of Surplus 0 0 0.00% 0 29,758 73,648
Other 24,800 52,800 -53.03% (28,000) 90,894 51,709
24,800 52,800 -53.03% (28,000) 157,071 191,251
Interest 95,530 50,300 89.92% 45,230 58,799 103,353
Debt Proceeds 0 0 0.00% 0 15,000,000 0
Transfers In 0 0 0.00% 0 53,082 0
Total Revenues: $ 24,977,802 $ 23,482,124 6.37% $ 1,495,678 $ 37,290,233 $ 21,530,900
Explanation of Increase / (Decrease):
The increase in total General Fund Revenues is primarily due to the increase in Ad-Valorem Tax Revenue as
a result of the increase in taxable value and millage rate.
continued on next page
Village of North Palm Beach FY 2019 Adopted Budget Page 69 of 358
General Fund Revenues FY 2019
This section includes a discussion regarding revenue sources for the Village’s FY 2018/19 General Fund
Budget (total revenue estimate = $24,977,802), 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 $15,941,051
Property taxes are the single largest revenue line item in the General Fund Budget, making up approximately
63.82% of the total budget. The taxable property value increased from $2.12 billion to $2.24 billion. At the
millage rate of 7.5000 mils, this will generate gross taxes for FY 2018/19 of $16.78 million. But, due to
discounts for prompt payment, state law requires that only 95% of the gross taxes be budgeted as revenue -
equating to $15,941,051.
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 25, 2018 Palm Beach County notified the Village that the preliminary taxable valuation was
$2,229,139,612. The final taxable valuation received on June 27, 2018 showed a valuation of
$2,237,340,441. This includes $8,484,755 in new construction.
Based on this final taxable value and current legislation, the millage options, with respect to voting and
advertising requirements for FY 2018/19, are discussed in the following paragraphs. Please note that the
Village’s current millage rate is 7.3300 mils. This rate will increase to $7.5000 for FY 2018/19 (An increase
of $1,151,182 in budgeted ad-valorem revenue).
Methodology for increasing Millage Rate:
As per current tax law (FS 200.185) the Village is required to follow these procedures for FY 2018/19 when
setting its millage rate:
6.9710 Mils (Rolled-Back Rate):
A simple majority vote is all that is required to approve the rolled-back millage rate of 6.9710 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.
6.9711 – 7.5024 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 7.5024
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.
7.5025 – 8.2526 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.
8.2527 – 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 2019 Adopted Budget Page 70 of 358
General Fund Revenues FY 2019
Millage Rate Impact:
The revenue impact of the above millage rates is shown as follows:
2015
Actual
2016
Actual
2017
Actual
2018
Budget
2019
Budget
Revenue $11,364,888 $12,253,917 $13,091,985 $14,789,868 $15,941,051
Millage $7.3300 $7.3300 $7.3300 $7.3300 $7.5000
$10,000,000
$11,000,000
$12,000,000
$13,000,000
$14,000,000
$15,000,000
$16,000,000
$17,000,000
Ad-Valorem Taxes & Millage Rates
5 Year Trend
Millage
Rate
Description
Ad-Valorem
Revenue
FY 2018/19
Ad-Valorem
Revenue
FY 2017/18
(as adopted)
$
Increase /
(Decrease)
$6.9710 Rolled-Back Rate $14,816,675 $14,789,868 $26,807
$7.3300 Current Millage $15,579,720 $14,789,868 $789,852
$7.5024 Majority Vote Maximum $15,946,152 $14,789,868 $1,156,284
$8.2526 Two-Thirds Vote Maximum $17,540,682 $14,789,868 $2,750,814
$10.0000 Statutory Maximum $21,254,734 $14,789,868 $6,464,866
Village of North Palm Beach FY 2019 Adopted Budget Page 71 of 358
General Fund Revenues FY 2019
Franchise Fees $1,227,209
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 4.91% of the total General Fund Revenues. The estimates are prepared based on
past experience. The Village has the following franchise fees:
Electric Franchise Fees ($847,517):
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 ($38,780):
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 ($340,912):
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 2019 Adopted Budget Page 72 of 358
General Fund Revenues FY 2019
Utility Taxes $2,478,772
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 9.92% 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 ($1,294,892):
The rate is set at 10% of electric sales generated by FPL.
Water Utility Tax ($390,841):
The rate is 10% of water service sales generated by Seacoast Utility Authority.
Telecommunication ($699,645):
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 ($93,394):
The rate is 10% of natural gas sales.
Village of North Palm Beach FY 2019 Adopted Budget Page 73 of 358
General Fund Revenues FY 2019
Sales & Use Taxes (Local Option Fuel Taxes) $311,598
Gasoline taxes are collected at the state level and distributed by formula to cities and counties. Gas taxes
represent 1.25% 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 $1,500,382
Intergovernmental revenue consists of revenues that are received from other governmental agencies. These
revenues represent 6.01% of the total General Fund Revenues. The majority of these revenues consist of
State Shared Revenues (Local Government Half-Cent Sales Tax, Municipal Revenue Sharing, and Alcoholic
Beverage License Fees). Other revenues in this category consist of Federal, State and Local grants and
shares of revenue from the county. The budget estimates are provided by the Florida Department of
Revenue.
Local Government Half-Cent Sales Tax ($1,019,083):
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 ($401,995):
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 2019 Adopted Budget Page 74 of 358
General Fund Revenues FY 2019
Charges for Services $2,345,560
Charges for Services represent 9.39% of total General Fund Revenues. The budget estimates are based on past
experience and are described below:
Community Development $246,550
Revenues included in this category are the following: Cell Tower Rent, Protective Inspection Fees, Building
Plan Reviews and Non-Domicile Business Registrations.
Village Clerk $10,500
The Clerk’s office makes available various records and publications and collects the filing fees from candidates for
public office.
Public Works $527,500
Included in this category are the following revenues: Solid Waste Collection and Cardboard Recycling.
Solid Waste Collection Fee ($513,500): Charge to commercial establishments for collection services. Rates
are based on type of business at property and square footage.
Cardboard Recycling ($14,000): Revenue generated from the collection and commodity sale of cardboard to
private vendors.
Public Safety $556,800
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.
Village of North Palm Beach FY 2019 Adopted Budget Page 75 of 358
General Fund Revenues FY 2019
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 ($120,000): Fees collected for plans review of new projects or existing building
modifications
Alarm Users Permit Fee ($23,000): All operating alarms require a permit. The fee is $25, which is collected
once a year.
Recreation $1,002,150
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 $613,150:
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 $173,000:
This includes the amount paid to the Village for wet slip boat dockage, dry storage space and marina ramp
usage.
Memberships $90,000:
This amount includes year-round membership for the Tennis and Pool Facilities.
Village of North Palm Beach FY 2019 Adopted Budget Page 76 of 358
General Fund Revenues FY 2019
Licenses and Permits $980,100
Licenses and Permits consist of Building Permits, Contractor Registration, Village Business Tax Receipts, Zoning
& Annexation Fees and Temporary Banner Fees. These revenues represent 3.92% of the total General Fund
Revenues. These types of revenues are directly related to the rate of growth and development in the Village.
Miscellaneous Revenues $24,800
The miscellaneous revenue classification represents 0.10% 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 2019 Adopted Budget Page 77 of 358
General Fund Revenues FY 2019
Fines and Forfeitures $72,800
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 $95,530
Fund Balances and positive cash flow balances are invested according to the Village’s Investment Policies.
The interest income is the earnings from these investments. Interest income represents 0.38% 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 2019 Adopted Budget Page 78 of 358
Expenses
FY 2019
Village of North Palm Beach FY 2019 Adopted Budget Page 79 of 358
General Fund Expenses FY 2019
Total Expenses = $24,977,802
Village of North Palm Beach FY 2019 Adopted Budget Page 80 of 358
General Fund Expenses FY 2019
This section includes a discussion regarding appropriations for the Village’s FY 2018/19 General Fund
budget (total budget = $24,977,802), how much of the total budget it comprises, and assumptions used in
determining the projections.
Personnel Costs $16,782,752
Employee salary and benefits represent 67.19% of the total General Fund Expenses. These costs are
allocated on a per employee basis. Assumptions used in budgeting for the major employee costs are
discussed below:
Salaries:
Performance based merit increases for non-union personnel are budgeted at an average of 4.0% based on a
0% - 5% scale. Salary increases for union eligible employees (FPE, PBA and IAFF) are budgeted in
accordance with the merit increases as negotiated in their collective bargaining agreements.
Retirement:
For the purpose of creating the 2018/2019 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 % (*)
(*) per terms of collective bargaining agreements
Health Insurance:
Health insurance is budgeted at the employee level for the cost provided by the insurance carrier based on
type of coverage.
FICA:
This item was budgeted at 7.65% of payroll.
Worker’s Compensation:
This item is budgeted at the employee level for the cost provided by the insurance carrier based on type of
position.
continued on next page
Village of North Palm Beach FY 2019 Adopted Budget Page 81 of 358
General Fund Expenses FY 2019
$13,000,000
$13,500,000
$14,000,000
$14,500,000
$15,000,000
$15,500,000
$16,000,000
$16,500,000
$17,000,000
Expense
2015 Actual $14,561,962
2016 Actual $14,861,855
2017 Actual $14,834,487
2018 Budget $15,984,961
2019 Budget $16,782,752
Personnel Costs
5 Year Trend
Operating Costs $5,997,383
Appropriations for each department are budgeted based on past history and the needs of the department.
Operating costs represent 24.01% of the overall General Fund Expenses. Some highlights of operating costs
are listed below:
Contractual Services $1,726,232
Utilities $ 537,870
Program Expenses (offset with Program Revenue) $ 175,500
Legal Fees $ 160,000
Materials & Supplies $1,089,702
Gas, Oil & Lubricants $ 253,630
Repairs & Maintenance $ 563,105
Solid Waste Disposal $ 132,000
Property/General Liability $ 258,077
Professional Services $ 315,400
Travel, Training & Conferences $ 194,661
Uniforms / Uniform Rental $ 99,200
Special Events $ 104,000
continued on next page
Village of North Palm Beach FY 2019 Adopted Budget Page 82 of 358
General Fund Expenses FY 2019
Capital Outlay $0
Capital needs and resource availability are assessed annually through a capital planning process that results
in a five-year capital plan. The five-year capital plan includes:
the cost to furnish and maintain capital facilities and equipment, such as roadways, parks, drainage
systems and other valuable infrastructure
the cost of new and replacement fixed assets, such as vehicles, equipment, hardware/software, etc.
Those items deemed necessary are funded in the respective department’s budget; the remaining items are
deferred to future years. For FY 2018/19, 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 2019 Adopted Budget Page 83 of 358
General Fund Expenses FY 2019
Debt Service $1,431,336
Debt service payments are the series of payments of principal and interest required on a debt over the fiscal
year. The FY 2018/19 debt service budget represents 5.73% of the overall general fund budget. The
General Fund has one loan obligation. In addition, the Village plans to enter into a capital lease program for
a portion of its fleet in Fiscal Year 2019.
Reserves, Contingencies & Transfers $766,331
This category includes items such as contingency and transfers to other funds. For the FY 2018/19 budget,
this category represents 3.07% of the overall general fund budget. An appropriation of $405,000 is to be
transferred to the Capital Projects Fund to finance the General Fund’s Capital Improvement Plan and an
appropriation of $361,331 is to be set aside as Council Contingency to cover unforeseen events.
Village of North Palm Beach FY 2019 Adopted Budget Page 84 of 358
General Fund Operating Highlights FY 2019
Description Amount
Contractual Services $ 1,726,232
* Maintenance Contract (Landscaping & Grounds Maintenance) 703,469
* Consolidated Dispatch 409,220
* Community Development Lease Agreement 60,000
* Custodial Services 150,000
Utilities 537,870
* Electricity 278,140
* Gas 30,630
* Telephone & Data 104,090
* Water & Sewer 125,010
Materials & Supplies 1,089,702
* Materials & Supplies 704,210
* Office Supplies 46,992
* Computer Supplies 132,500
* Auto Parts Supplies 110,500
* Library Materials 92,000
Recreation Program Expenses (offset with Recreation Program Revenues) 175,500
Property/General Liability 258,077
Gas, Oil & Lubricants 253,630
Repairs & Maintenance 563,105
* R & M Automotive 92,500
* R & M Building & Grounds 222,700
* R & M Machinery & Equipment 57,500
* R & M P.A. & Communication Systems 40,525
* R & M Storm Drainage System 10,000
* R & M Irrigation System 8,500
* Street Striping 25,750
* Tree Trimming 50,000
* Exterminating 34,380
Legal Fees 160,000
Solid Waste Disposal 132,000
Uniforms / Uniform Rental 99,200
Travel, Training & Conferences 194,661
Special Events 104,000
Professional Services 315,400
* UCLD re-write & Master Plan implementation 100,000
* Tennis Court Maintenance 42,000
* Recreation Master Plan 50,000
* Grant Management Services 15,000
* Professional Architectural Services for Facility Maintenance 25,800
* Salary Study 10,000
* Strategic Planning 25,000
* EMS Director Fee 14,400
Total Fiscal Year 2018-2019 Operating Costs $ 5,997,383
Village of North Palm Beach FY 2019 Adopted Budget Page 85 of 358
Department Summaries
FY 2019
Village of North Palm Beach FY 2019 Adopted Budget Page 86 of 358
Village of North Palm Beach
Residents
Village Council
David B. Norris Mayor
Mark Mullinix Vice Mayor
Susan Bickel President Pro Tem
Darryl C. Aubrey Councilmember
Deborah Searcy Councilmember
Village AttorneyVillage Manager
Operating
Departments
Village Clerk
Village Council FY 2019
Village of North Palm Beach FY 2019 Adopted Budget Page 87 of 358
Village Council FY 2019
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.
Effective beginning with the March 13, 2018 general election, the qualifying period for candidates for the
Village Council was changed to the first seven business days in January in order to provide sufficient time for
the Palm Beach County Supervisor of Elections to send vote-by-mail (absentee) ballots to overseas voters. In
2018, two candidates qualified for the Group 1 seat and two candidates qualified for the Group 5 seat; the
incumbent councilmember in Group 3, Darryl Aubrey, was re-elected without opposition to a two-year term.
North Palm Beach had 10,186 registered voters, as certified by the Palm Beach County Supervisor of Elections
on February 15, 2018. The general election was held on March 13, 2018. Deborah Searcy was elected as the
Group 1 councilmember and Mark Mullinix was re-elected as the Group 5 councilmember; each will serve a
two-year term. Council officers were appointed on March 22, 2018. Mayor David Norris, Vice Mayor Mark
Mullinix, and President Pro Tem Susan Bickel will hold office until March 28, 2019. The next municipal
election will be held on March 12, 2019 to elect councilmembers in Groups 2 and 4.
Councilmembers stay well-informed about pending legislation through the Florida League of Cities (FLC),
Palm Beach County (PBC) League of Cities, and communications with federal, state, and local officials. The
Village’s elected officials in the Florida Legislature, Senator Bobby Powell, District 30, and Representative
Rick Roth, District 85, provide an annual update at a Village Council meeting following the conclusion of the
legislative session. Councilmembers represent the Village of North Palm Beach on the following state and
local committees:
FLC Utilities, Natural Resources, and Public Works Legislative Policy Committee;
PBC Multi-Jurisdictional Issues Coordination Forum;
North County Governmental Committee;
Treasure Coast Regional Planning Council;
Lake Worth Lagoon Initiative Steering Committee; and
Northlake Boulevard Corridor Task Force.
Councilmembers attend monthly meetings of Village Boards and Committees on a rotation basis in order to
remain apprised of the recommendations and activities of Board members.
The Council establishes Village goals and objectives in its annual budget and evaluates services and projects
throughout the year. The Council annually establishes tax millage rates and service fees.
Village of North Palm Beach FY 2019 Adopted Budget Page 88 of 358
Village Council FY 2019
Current Year Accomplishments
During Fiscal Year 2018, 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.
Maintained the Village’s operating millage rate at the Fiscal Year 2017 rate of 7.3300 mils.
Engaged Dover, Kohl and Partners to provide consulting services for the preparation of a form-
based/hybrid land development code to implement the Village Master Plan.
Proceeded with the North Palm Beach Country Club clubhouse project: approved the clubhouse redesign
and authorized final construction drawings; contracted for demolition of the old clubhouse and
commenced construction on the new clubhouse; and received a $50,000 Florida Recreational Development
Assistance Program (FRDAP) grant for Country Club pool improvements. A Clubhouse Farewell event
was held on April 26, 2018.
Provided for renovation of the Jack Nicklaus “Signature” Golf Course. Construction commenced in May
2018; project completion is anticipated in November 2018.
Entered into a lease agreement for 80 new golf carts that will be delivered in November 2018 in time for
the reopening of the golf course.
Funded improvements to Anchorage Park, including a new irrigation system at the ball field, installation
of new sod and landscaping, bulkhead repairs, and construction of floating docks.
Appropriated $50,000 from the General Fund Unassigned Fund Balance to provide matching funds for a
$250,000 grant from the Florida Department of Environmental Protection Recreation Trails Grant to be
used to construct a multi-use paved fitness trail and purchase and install four fitness stations at the
Community Center.
Upgraded Village facilities by replacing the original lower level windows and doors at the Library with
new impact resistant, energy efficient windows and doors, installed two 10-ton Split HVAC systems in the
Anchorage Park Activities Building, and installed a new automatic gate at the Public Works Facility.
Partnered with FPL on a pilot project converting existing FPL street lights to energy efficient LED lights.
Appropriated $190,799 in the Fiscal Year 2018 Budget, which was transferred to the Capital Projects
Fund to finance the General Fund Capital Improvement Plan (CIP).
Provided for capital expenditures from CIP funds, including the purchase of five Police vehicles, one Fire
Rescue vehicle, and three Public Works sanitation satellite collection vehicles (Kubotas).
Protected the public health, safety, and welfare of residents through: the Police Department’s continued
participation in the PBC LEX information sharing project, an emphasis on community policing efforts
including the Neighborhood Enhancement Team (NET is comprised of the Police Department, Fire
Department, Community Development Department, Public Works Department, and Administration);
acquisition of Fire-Rescue equipment with CIP funds (cardiac monitor/defibrillators) and an EMS grant
(electronic narcotic safes/lockboxes); and sidewalk repairs that eliminated 1,557 trip hazards.
Utilized proceeds from the voter-approved one percent local government infrastructure surtax to fund all
or part of these infrastructure projects: Earman River pump station, Lighthouse Bridge repairs,
Anchorage Park bulkhead repairs, roadway milling and resurfacing, and sidewalk repairs.
Enacted amendments to the Village Code of Ordinances to update the Standard Housing Code property
maintenance and occupancy requirements/restrictions; address group living facilities and codify the
reasonable accommodation process; and prohibit medical marijuana treatment center dispensing facilities.
Amended the Investment Policy to revise the percentages applicable to the Village’s Operating Funds
(Short-Term Portfolio) per the recommendation of the Audit Committee and the Investment Advisor.
Village of North Palm Beach FY 2019 Adopted Budget Page 89 of 358
Village Council FY 2019
Goals and Objectives
The Village Council has prioritized the following goals and objectives for the coming year:
Strategic Goal: All Neighborhoods as Desirable Places to Live
Objectives:
a. Well maintained property.
1. Evaluate software to create efficiencies for Code Compliance Officers.
b. Quality Public Safety Services.
1. Establish Committees to assist with community-building efforts (Beautification, Events, etc.).
c. Maintain Single Family Character.
1. Establish regulations for infill single-family that ensure compatibility in the neighborhood, consistent
with the Master Plan.
Strategic Goal: Improve Mobility
Initiatives:
1. U.S. Highway 1 corridor feasibility analysis, consistent with the Master Plan.
2. Prosperity Farms Road improvements, consistent with the Master Plan.
3. U.S. Highway 1 Bridge concept design at Northlake Boulevard intersection.
4. Lighthouse Bridge analysis: replacement or other, consistent with the Master Plan.
Strategic Goal: Financial Sustainability
Objectives:
a. Capitalize on the investment in the new clubhouse.
1. Evaluate pool operations.
b. Actively pursue annexation
1. Monet Acres
2. Lost Tree Village
Strategic Goal: Beautification and Quality of Life
Objective:
a. Maintain a high level of appearance and condition of Village parks and recreational facilities, including
the Country Club, consistent with the Master Plan.
1. Village-wide beautification program consistent with the Master Plan.
Strategic Goal: Organizational Excellence
Objectives:
a. Improve Board and Committee operations.
1. Challenge Boards to suggest actions to address issues.
b. Evaluate key work processes.
1. Identify opportunities to engage consultants to supplement Village staff, including landscape architects,
architects, and traffic engineers/planners.
Village of North Palm Beach FY 2019 Adopted Budget Page 90 of 358
Village Council FY 2019
Strategic Goal: Strong Local Economy
Objective:
a. Implementation of Master Plan to encourage new businesses and to promote economic development
1. Re-establish the Business Advisory Board.
2. Evaluate the use of a CRA for public improvements, etc. in commercial areas.
Strategic Goal: Waterways and Recreation
Objective:
a. Improve and maintain waterways as a unique Village asset.
1. Blue Way Trail involvement, consistent with the Master Plan.
2. Develop a Recreation Master Plan.
Performance / Workload Measures
Performance Measure FY 2017
Actual
FY 2018
Projected
FY 2019
Estimated
Council Meetings per year
Regular Session
Workshop Session
Special Session
Budget Workshop
21
15
15
7
21
11
3
7
21
11
3
7
Total Ordinances per year
Code Amendment ordinances per year
17
4
18
8
17
7
Total Resolutions per year
Resolutions approving contracts, leases, or agreements per year
115
53
120
65
107
51
Village of North Palm Beach FY 2019 Adopted Budget Page 91 of 358
Village Council FY 2019
Budget Summary
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $ 50,470 $ 50,466 0.01% $ 4 $ 50,477 $ 50,469
Operating
Accounting & Auditing 28,000 27,000 3.70% 1,000 23,388 26,748
Advertising 10,700 10,500 1.90% 200 8,393 5,577
Advisory Board Dinner 6,000 6,000 0.00% 0 6,070 7,777
Conferences & Seminars 1,575 1,500 5.00% 75 1,575 525
Contractual Services 3,700 3,650 1.37% 50 3,387 3,249
Council Donations 4,500 5,000 -10.00% (500) 5,250 5,275
Membership & Dues 11,090 10,851 2.20% 239 10,685 10,617
Materials & Supplies 7,200 6,970 3.30% 230 919 1,094
Professional Services 7,500 6,350 18.11% 1,150 3,153 2,041
Repairs & Maintenance 7,000 0 0.00% 7,000 0 0
Travel 4,075 5,244 -22.29% (1,169) 2,059 991
Other Operating Costs 0 0 0.00% 0 (0) 67
Total Operating Costs 91,340 83,065 9.96% 8,275 64,878 63,961
Total Expenses $ 141,810 $ 133,531 6.20% $ 8,279 $115,356 $114,430
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to one-time costs associated with the installation of a Hearing
Loop Audio System and new carpet in the Council Chambers.
Village of North Palm Beach FY 2019 Adopted Budget Page 92 of 358
Summary FY 2019 FY 2018 Change
Full-Time 4 4 No Change
Part-Time 1 1 No Change
Village Manager FY 2019
Village Manager
1 FT
Executive
Assistant
1 FT
Communications
Manager
1 FT
Purchasing
Manager
1 PT
Director of
Special Projects
1 FT
Village of North Palm Beach FY 2019 Adopted Budget Page 93 of 358
Village Manager FY 2019
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 policies and goals. The Village Manager promotes and fosters a
collaborative working environment that focuses on service to the public through the efforts of a professional
staff and improved operating processes. In cooperation with all Village employees, the Manager’s Office
will 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 d eveloping policy and making
decisions impacting public services; and
Ensuring that Village services, programs and projects are delivered in an efficient and effective manner.
A fundamental responsibility of the Village Manager is to implement policies approved by the Council and
to help develop a shared vision for the organization as a whole. To that end, the Village Manager will
continue to work with the Village Council in establishing and communicating our Village’s “resident
service” vision. By focusing on the needs of the citizens, the Village Manager encourages program and
service improvements that allow the Village to keep pace with the ever-changing needs of our community.
The Special Projects Director oversees an array of projects in the Village, most notably the new North Palm
Beach Country Club, requiring him to ensure the project comes in on time and on budget. The Director is
also a key member of the Neighborhood Enhancement Team (NET) which involves helping and assisting the
residents with code-related issues and/or utilizing outside resources to assist them if they are financially
unable to do so. The Director also works closely with new and established businesses and organizations to
encourage and cultivate economic development/redevelopment.
The Communications Manager coordinates and oversees the Village’s communication efforts, with the
primary responsibility to ensure that a consistent message is conveyed throughout the media. In addition, the
Communications Manager serves as a point of contact for the news media and is the Village’s spokesperson
in emergency and crisis situations. The Communications Manager is also responsible for preparing the
Village newsletter that is distributed electronically and mailed to residents.
The Purchasing Manager oversees the purchasing of products and services associated with the Country Club
Clubhouse Project.
Personnel Changes
There are no personnel/title changes for Fiscal Year 2018/2019
Village of North Palm Beach FY 2019 Adopted Budget Page 94 of 358
Village Manager FY 2019
Current Year Accomplishments
The following are some of the major accomplishments that occurred in Fiscal Year 2017/2018:
Prepared a comprehensive annual budget that maintained productive levels of service.
Coordinated department activities to provide efficient and effective programs and services throughout the
Village.
Established the Emergency Response Team.
Refined the CIP process to ensure that adequate funding is available for planned capital expenditures.
Revamped the Village Newsletter.
Established the Neighborhood Enhancement Team (NET).
Secured meaningful media coverage for the Village.
Increased social media presence.
Oversaw the planning and initial construction of the Country Club Clubhouse.
Refined the strategic planning process to include strategic goals, priorities and initiatives.
New Initiatives
Improving and strengthening customer service while fostering local neighborhood relationships continues to
be a primary focus in the Fiscal Year 2018/2019 budget. The Village continues to evaluate and re-focus on-
going services toward essential/high-value service areas that “we do best,” allowing contractual opportunities
that improve resident service quality while restraining or reducing Village costs.
As part of this effort to re-evaluate and re-focus, the Management Team, under the guidance of the Village
Manger, will vigorously pursue all options for retraining and repurposing its workforce. The philosophy of
the Village Manager’s office is to provide the most cost-effective approach to residential service, without
compromising the quality or quantity of those services whenever possible. The Management Team
recognizes that through a better and smarter application of technology to streamline processes and
procedures already in place, it is possible to reduce growing personnel-related costs without reducing
valuable residential services.
The Village Manager’s Office will continue to operate in an effective, efficient and professionally
responsible fashion following the goal-setting support and policy direction of the Village Council. During
Fiscal Year 2018/2019, the Village Manager’s Office will also remain committed to lowering personnel,
capital, and operational costs wherever possible while continuing to advance the Village of North Palm
Beach as the “best place to live under the sun.”
Goals and Objectives
In addition to the “New Initiatives,” the Village Manager’s Office plans to achieve the following goals and
objectives in the coming year:
Strategic Goal:
Community Outreach
Department Goal:
Enhance access to government through programs that inform citizens about Village operations and
services
Objectives:
a. Continue to enhance the newsletter, website, Facebook and other social media sites to increase public
awareness of Village services and issues.
b. Actively promote Village Boards, programs, and events to encourage citizen and business participation.
Village of North Palm Beach FY 2019 Adopted Budget Page 95 of 358
Village Manager FY 2019
Strategic Goal:
Organizational Excellence
Department Goal:
Provide overall leadership and management
Objectives:
a. Deliver services as set forth in the strategic plan, the budget and Council priorities.
b. Update and maintain Village policies and procedures in compliance with federal, state and local laws.
c. Review all department work processes to ensure efficiency, transparency and effectiveness.
d. Retain high quality workforce.
Strategic Goal:
Financial Sustainability
Department Goal:
Ensure prudent management of tax dollars
Objectives:
a. Provide Council with a recommended budget that aligns with the strategic plan and Village-wide goals at
the lowest attainable millage rate.
b. Continually monitor and evaluate cost effectiveness as well as efficient and accountable business
practices.
c. Explore alternative sources of revenues.
d. Develop a plan regarding annexation opportunities.
Strategic Goal:
Strong Local Economy
Department Goal:
Provide an environment that attracts economic development
Objectives:
a. Engage with Village business owners and business organizations to promote new and improved business
opportunities in the Village.
b. Promote the Country Club as a regional center with a vibrant mix of high quality entertainment options.
Strategic Goal:
All Neighborhoods as Desirable Places to Live
Department Goal:
Ensure reinvestment in the existing community
Objectives:
a. Maintain diverse, safe, and attractive neighborhoods throughout the Village.
b. Provide well-designed, well-maintained Village infrastructure.
c. Facilitate greater interaction among residents in the community and within neighborhoods.
Village of North Palm Beach FY 2019 Adopted Budget Page 96 of 358
Village Manager FY 2019
Strategic Goal:
Beautification and Quality of Life
Department Goal:
Ensure that citizens receive a positive return on their quality of life investments
Objectives:
a. Develop and implement a plan to enhance and promote resident use of the Village’s facilities and
programs.
b. Promote a safe and secure community.
c. Protect and preserve our natural resources for future generations.
Performance / Workload Measures
Performance
Measure
FY 2017
Actual
FY 2018
Projected
FY 2019
Estimated
Village Newsletter Circulation 8,515 8,515 8,515
Budget submitted to Council before October 1 of
each year Yes Yes Yes
Council Meetings per year:
Regular Session
Workshop Session
Special Session
Budget Workshop
21
15
15
7
21
11
3
7
21
11
3
7
Staffing Levels:
Full-time
Part-time
147
132
149
95
151
97
Number of followers on various social media outlets:
Facebook 1,242 1,633 2,187
Twitter (started in April 2018) N/A 67 134
Nextdoor (started in April 2018) N/A 1,928 2,120
Number of new businesses in the Village (*) 122 146 134
Number of website visits (**) 186,093 177,725 177,725
(*) A decrease for FY 2019 due to redevelopment opportunities
(**) Because social media (not website) has become the primary communication tool to push out
information, website visits often decline as social media increases. Village website visits declined 4.49
percent from FY2017 to FY2018, so the estimate for FY2019 is held flat at 2018’s number
Village of North Palm Beach FY 2019 Adopted Budget Page 97 of 358
Village Manager FY 2019
Budget Summary
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $ 685,349 $ 614,040 11.61% $ 71,309 $ 563,825 $390,933
Operating
Advertising 4,000 3,000 33.33% 1,000 1,517 2,631
Periodicals 500 550 -9.09% (50) 0 1,230
Conferences & Seminars 3,000 3,300 -9.09% (300) 1,799 249
Contractual Services 10,000 10,465 -4.44% (465) 68,070 22,916
Materials & Supplies 13,500 11,500 17.39% 2,000 5,116 4,982
Memberships & Dues 3,100 3,500 -11.43% (400) 2,737 1,353
Postage 400 600 -33.33% (200) 101 321
Printing & Binding 1,000 1,100 -9.09% (100) 241 0
Professional Services 26,200 7,100 269.01% 19,100 13,439 14,850
Travel & Training 5,500 3,750 46.67% 1,750 5,533 76
Uniforms 200 200 0.00% 0 137 61
Utilities 0 0 0.00% 0 547 0
Other Operating Costs 1,000 600 66.67% 400 1,441 0
Total Operating Costs 68,400 45,665 49.79% 22,735 100,677 48,669
Total Expenses $ 753,749 $ 659,705 14.26% $ 94,044 $ 664,502 $439,603
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs. The FY19 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-union
personnel;
An increase in budgeted salary and benefits for a newly hired employee; and
An increase in professional services related to strategic planning for the Village.
.
Village of North Palm Beach FY 2019 Adopted Budget Page 98 of 358
Summary FY 2019 FY 2018 Change
Full-Time 2 2 No Change
Part-Time 2 2 No Change
Director of Human
Resources
1 FT
HR Specialist
1 PT
Administrative
Assistant
1 FT
HR Analyst 1 PT (+1 PT)
Administrative Coordinator 0 PT (-1 PT)
Human Resources FY 2019
The personnel change in this department is a result of reclassifying a position to more
fully capture the essential functions.
Village of North Palm Beach FY 2019 Adopted Budget Page 99 of 358
Human Resources FY 2019
Mission Statement
The Department of Human Resources is committed to fostering a work environment which attracts retains,
develops and motivates a high quality workforce that upholds and supports the Village’s mission and strategic
priorities.
Service Levels Narrative
The HR team establishes and maintains strong working relationships with Village departments for the sourcing,
induction, assignment, retention, professional development and performance of all staff. HR is also responsible
for implementing and managing the comprehensive employee benefits program, safety and workers’
compensation programs, personnel policies and procedures, wage and salary directives, and employee relations
activities. Development and oversight of these functions in one office ensures consistency and objectively in their
administration.
The Village workplace consists of 151 full-time and 97 part-time (both year-round and seasonal) employees. Full-time
staff members are eligible to receive the comprehensive benefits package, which includes employer-funded
medical and dental coverage for employees as well as optional employer-subsidize dependent coverage.
The self-funded retirement plan options offered by the Village are extremely generous. In addition, Flexible
Spending Accounts, Health Savings Accounts, Life and AD&D insurance, Long-Term Disability, Vision, and other
optional benefit programs are available. The Village also offers Education Reimbursement and a completely
confidential Employee Assistance Program. HR delivers these programs equitably, consistently and in full
compliance of all federal and state regulations (i.e., FLSA, PPACA, COBRA, HIPAA, ERISA, etc.).
Currently the HR Department is staffed with a Director of Human Resources, a part-time Human Resources
Specialist, a part-time HR Analyst and a full-time Administrative Assistant.
The HR Director oversees and supervises all HR functions including personnel support and regulation, policy
formulation, legal compliance, employee benefit administration, recruitment and selection, planning and delivery
of training programs, investigation and resolution of personnel matters, and employee complaints and disciplinary
actions.
The HR Director also fulfills a vital role by working to control Worker’s Compensation costs and liability factors. As
the Village’s designated Safety Coordinator, the HR Director chairs all Safety Committee meetings, reviews accident
investigations, and recommends safety improvements.
The HR Specialist ensures that the Village attracts and hires highly qualified candidates for employment. This is
accomplished through evaluation of the skill sets needed for each vacancy, creating and updating job descriptions,
advertising in appropriate forums, rigorously screening candidates, conducting reference and background checks and
facilitating interviews in accordance with federal and state guidelines. The Specialist also administers new hire
orientations and works with employees who have been injured on the job to make certain they understand their
rights and responsibilities from a workers’ compensation perspective.
The HR Analyst serves in the roles of compensation analyst and benefits coordinator, reconciling bills for employee
benefits, processing requests for pension disbursement and education assistance, calculating merit-based pay increases
and providing oversight for employee rates of pay and other disbursements.
Village of North Palm Beach FY 2019 Adopted Budget Page 100 of 358
Human Resources FY 2019
The Administrative Assistant serves as a front-line liaison for the Department, responding to employee and vendor
inquiries and providing administrative support. The Administrative Assistant also serves as the records
coordinator for the Department of Human Resources, managing the Village’s personnel records to ensure
compliance with Florida public records laws and records retention schedules.
The Human Resources Department maintains the Village’s Comprehensive Pay and Classification Plan which
includes position descriptions for all Village jobs. Accordingly, HR conducts market-research on related issues and
recommends modifications to Village policies and programs as appropriate.
Additionally, the HR Department is responsible for the following functions:
Conducting labor relations and collective bargaining sessions with Federation of Public Employees (FPE),
Police Benevolent Association (PBA), and International Association of Fire Fighters (IAFF) unions;
Administering the Employee Assistance Program (EAP);
Collaborating with the Village Clerk regarding personnel-related records requests;
Managing all workers’ compensation cases in conjunction with workers’ compensation carrier, Concentra
and health providers; and
Tracking annual employee performance evaluations and processing subsequent merit pay increases.
The Department keeps abreast of regulatory changes in federal and state employment laws in order to ensure
compliance and uniform application across all departments. To that end, our staff attends regular training sessions
and subscribes to publications which offer insight to emerging trends and statutory changes.
HR has partnered with the Village’s Agent of Record (and health insurance broker) to monitor changes in
healthcare regulations as mandated by the Affordable Care Act, including notices, coverage, and minimum levels
of care requirements. HR continues to work closely with the Village’s broker to negotiate the best pricing for
group health insurance with a quality carrier that has a viable network and a balanced benefits package. With less
than 500 full-time employees, the Village is not a large enough employer to be rated by the carriers on claims
experience alone.
Personnel Changes
The personnel/title change for Fiscal Year 2018/2019 is:
Addition of one (1) part-time HR Analyst position / Deletion of one (1) part-time Administrative
Coordinator position.
continued on next page
Village of North Palm Beach FY 2019 Adopted Budget Page 101 of 358
Human Resources FY 2019
Current Year Accomplishments and New Initiatives
During Fiscal Year 2017/2018, the HR Department accomplished the following new initiatives and goals for
improvement:
Established Employee Event Planning Committee.
Offered new medical insurance choices with high deductible plans and health savings accounts (HSA).
Re-established the Village Safety Committee.
Utilized behavioral interviewing system to identify critical job candidates.
Recruited and hired several key personnel - Communications Manager, Building Official, and Sanitation
Supervisor.
Offered department-wide training to Community Development staff.
Implemented a plan to covert former “contracted” employees in Parks & Recreation to Instructors in
accordance with IRS guidelines.
Re-tooled Higher Education Assistance Program.
Created a committee for re-vamping the Performance Evaluation System.
Offered Sexual Harassment training update to all part-time and full-time employees.
Coordinated PTSD Training for Public Safety employees.
Presented DDI Management Development Training for front line supervisors.
Goals and Objectives
In the coming year, the Human Resources Department plans to achieve the following goals and objectives:
Strategic Goal:
Department Goal:
Provide employees with opportunities to enhance their personal health and workplace safety
Objectives:
a. Conduct regular Safety Committee meetings and expand membership to all departments.
b. Conduct a Safety Needs Assessment to establish goals, objectives, activities and training.
c. Partner with Insurance Broker and Village Health Insurance Team to research the viability of establishing a
full-service clinic to serve the health needs of Village employees.
Department Goal:
Enhance employees’ work quality of life
Objectives:
a. Continue to look at options to improve the current Pay for Performance Program, inclusive of creating new
appraisal documents.
b. Continue with Compensation and Classification Study through consultant.
c. Improve Open Enrollment process, with login on a phone APP.
Organizational Excellence
Village of North Palm Beach FY 2019 Adopted Budget Page 102 of 358
Human Resources FY 2019
Department Goal:
Bring consistency to personnel policies and procedures while remaining current and compliant with
all federal, state and local employment and labor laws
Objectives:
a. Continue to revise and distribute personnel policies and conduct relevant training as needed.
b. Continue to audit and consolidate personnel records to ensure compliance with records retention schedules.
c. Partner with and provide guidance to departments as they implement new policies and programs.
Factors Monitored by Human Resources
2016
Actual
2017
Actual
2018
Actual
2019
Projected
FULL TIME 14 19 16 13
PART TIME 39 34 40 30
0
5
10
15
20
25
30
35
40
45 NEW HIRES/REHIRES
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
Worker's Compensation Modification
Rating
2015 Actual
2016 Actual
2017 Actual
2018 Actual
2019 Projected
As illustrated above, the Village’s Workers’ Compensation experience modification rating (MOD) has greatly
decreased since 2016. Fiscal Year 2018 dropped to 1.15. Our 2019 goal is 1.1 or lower. HR and the Safety
Committee will focus on safety training and programs for the coming year to manage our Workers’
Compensation costs.
Village of North Palm Beach FY 2019 Adopted Budget Page 103 of 358
Human Resources FY 2019
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.
For 2018/2019, with three (3) plans in place, Single coverage for the HMO HDHP with Health Savings Account
will be $475.59; Plus One coverage will be $1,108.47 and Family coverage is $1,453.12 for the base medical plan.
Health Savings Accounts will be funded by the Village in the amounts of $1,500 for employee only coverage and
$3,000 for employee plus dependents coverage.
$0.00 $500.00 $1,000.00 $1,500.00 $2,000.00
2019
Actual
2018
Actual
2017
Actual
2016
Actual
MEDICAL PREMIUMS
Family
Plus One
Single
Village of North Palm Beach FY 2019 Adopted Budget Page 104 of 358
Human Resources FY 2019
Budget Summary
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $ 295,708 $ 308,734 -4.22% $ (13,026) $216,625 $271,839
Operating
Advertising 1,500 1,000 50.00% 500 100 1,326
Periodicals 0 2,816 -100.00% (2,816) 3,296 3,371
Conferences & Seminars 900 600 50.00% 300 498 0
Contractual Services 20,000 20,000 0.00% 0 6,361 5,476
Employee Assistance Program 5,200 4,500 15.56% 700 5,115 3,059
Employee Physical Exams 9,000 8,369 7.54% 631 7,286 6,941
Employee Relations 20,000 20,000 0.00% 0 25,853 29,752
Materials & Supplies 2,250 3,200 -29.69% (950) 1,274 5,735
Memberships & Dues 650 1,548 -58.01% (898) 367 499
Postage 100 150 -33.33% (50) 19 59
Printing & Binding 0 700 -100.00% (700) 576 482
Professional Services 10,000 34,000 -70.59% (24,000) 1,455 27,538
Travel & Training 31,000 20,000 55.00% 11,000 0 5,441
Other Operating Costs 720 0 0.00% 720 (0) (0)
Total Operating Costs 101,320 116,883 -13.32% (15,563) 52,200 89,678
Total Expenses $ 397,028 $ 425,617 -6.72% $ (28,589) $268,824 $361,517
Explanation of Increase / (Decrease):
The decrease in total expenses is a combination of personnel and operating costs. The FY19 budget
includes:
A decrease in budgeted salary and benefits for newly hired employee; and
A decrease in professional services.
Village of North Palm Beach FY 2019 Adopted Budget Page 105 of 358
Summary FY 2019 FY 2018 Change
Full-Time 6 6 No Change
Part-Time 0 0 No Change
Director of
Finance
1 FT
Finance
Manager
1 FT
Accountant
2 FT
Accounting
Clerk
2 FT
Finance FY 2019
Note: The Finance Director also oversees the following position:
• 1 FT Country Club Accounting Clerk
Village of North Palm Beach FY 2019 Adopted Budget Page 106 of 358
Finance FY 2019
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 30 consecutive years and the
Village’s annual budget has received the Distinguished Budget Presentation award from the GFOA for 9
consecutive years.
The Village’s General Fund Unassigned Fund Balance is viewed by Staff 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, 2017 is $11.8 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 2019 Adopted Budget Page 107 of 358
Finance FY 2019
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
There are no personnel/title changes for Fiscal Year 2018/2019
continued on next page
Village of North Palm Beach FY 2019 Adopted Budget Page 108 of 358
Finance FY 2019
Current Year Accomplishments and New Initiatives
During Fiscal Year 2017/2018, the Finance Department achieved the following new initiatives and goals for
improvement:
Facilitated the annual independent audit process resulting in an unqualified opinion with no management
letter comments;
Received the GFOA (Government Finance Officers Association) Distinguished Budget Award for the
9th consecutive year [previously this award had not been received since 1995];
Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 29th
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 FY18 budget document was revised to include a summary of the impact of the capital outlay on
the operating budget;
The capital request forms in the FY18 budget document were revised so that they are easier to read
within the budget document and provide more relevant information for each project; and
The statistical information in the FY18 budget document was revised to include additional data that
describe the Village, our community and population rather than having the same information that is
provided in the CAFR. This information is now located in one “Village Overview” section.
Goals and Objectives
In the coming year, the Finance Department plans to achieve the following goals and objectives:
Strategic Goal:
Financial Sustainability
Department Goal:
Maintain the Village’s financial systems in conformance with all state and federal laws, Generally
Accepted Accounting Principles (GAAP), and standards of the Governmental Accounting Standards
Boards (GASB) and the Government Finance Officers Association (GFOA).
Objectives:
a. Continue to facilitate the annual audit process ensuring that the Village maintains its compliance with
state and federal agencies, without exception, and that the financial statements are presented fairly and
accurately.
b. Facilitate the implementation of new accounting and auditing standards, as applicable, issued by the
Governmental Accounting Standards Board (GASB).
c. Prepare the annual budget in accordance with GASB requirements and timelines and the Florida Truth in
Millage (TRIM) regulations.
d. Maintain compliance with the GFOA in order to receive the GFOA Distinguished Budget Award and the
GFOA Certificate of Achievement Award.
Village of North Palm Beach FY 2019 Adopted Budget Page 109 of 358
Finance FY 2019
Department Goal:
Prepare a balanced budget that effectively addresses the Village’s goals, accurately reflects the
Village’s financial position, provides appropriate information to interested parties, and supports
sound financial decisions.
Objectives:
a. Provide services and reports related to resource allocation, fiscal analysis, and financial forecasting to
assist the Village Council, Village Manager, and Village departments in establishing priorities and
allocating resources appropriately.
b. Oversee and report on a timely and accurate basis all budgetary information in the Village’s annual
budget to ensure proper management and reporting of the Village’s fiscal resources.
c. Continue building and refining the Village’s budget information to facilitate a more comprehensive
review of the Village’s budget, which contributes to more effective policy discussions and decisions.
d. Assist in the evaluation of financial initiatives including:
1. Distribution of Country Club Construction costs between the General Fund and
Enterprise Fund.
2. Evaluation of Stormwater Fees to fund stormwater infrastructure repairs and
improvements.
3. Review of rate adjustments for the lease of floating docks in the Anchorage Park
Marina.
4. Review of rate adjustments for memberships and daily usage at the newly renovated
North Palm Beach Jack Nicklaus Signature Golf Course.
Department Goal:
Manage the accounting, budgeting and financial processes, to ensure accuracy, timeliness, and
adherence to established practices and guidelines.
Objectives:
a. Process accurate financial and budgetary transactions, reports, analyses and provide customer assistance
in a timely manner.
b. Produce relevant, accurate, and timely financial reports online (current) monthly, quarterly, and annually.
c. Ensure timely and accurate issuance of all vendor checks, payroll disbursements, and procurement and
renewal of goods and services for the Village.
d. Continue to streamline internal processes and enhance service levels.
continued on next page
Village of North Palm Beach FY 2019 Adopted Budget Page 110 of 358
Finance FY 2019
Performance Measures
Goals, Objectives, and Measures
FY 2017
Actual
FY 2018
Projected
FY 2019
Estimated
Village Council Goal: Financial Sustainability
Provide effective information to the Village Council, citizens, and the
Government Finance Officers Associations (GFOA)
o Utilize best practices when preparing the annual budget and the
comprehensive annual financial report
Achievement of GFOA Award for CAFR Yes Yes Yes
Achievement of GFOA Award for Budget document Yes Yes Yes
Departmental Workload Indicators
Performance
Measure
FY 2017
Actual
FY 2018
Projected
FY 2019
Estimated
Number of Purchase Orders issued 241 244 244
Number of Payroll Checks issued 5,384 5,642 5,642
Number of Accounts Payable Checks issued 4,629 4,228 4,228
Number of Accounts Payable Invoices processed 7,942 7,900 7,900
Number of Credit Card transactions 881 1,436 1,436
Number of 1099’s issued 94 95 95
Number of W-2’s issued 270 275 275
Number of Budget Amendments Processed 23 15 15
Number of EFT’s 458 300 300
continued on next page
Village of North Palm Beach FY 2019 Adopted Budget Page 111 of 358
Finance FY 2019
The following charts illustrate some departmental workload indicators:
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 112 of 358
Finance FY 2019
Budget Summary
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $ 618,043 $ 588,169 5.08% $ 29,874 $ 533,670 $ 674,916
Operating
Advertising 250 250 0.00% 0 0 0
Periodicals 300 100 200.00% 200 0 597
Conferences & Seminars 200 200 0.00% 0 120 0
Contractual Services 35,000 30,000 16.67% 5,000 51,807 27,336
Materials & Supplies 9,500 8,500 11.76% 1,000 9,461 8,182
Memberships & Dues 370 370 0.00% 0 430 645
Postage 100 100 0.00% 0 120 134
Printing & Binding 3,000 3,000 0.00% 0 3,222 1,680
Professional Services 1,000 1,000 0.00% 0 30,258 280
Travel & Training 3,000 15,600 -80.77% (12,600) 0 591
Uniforms 0 0 0.00% 0 324 166
Other Operating Costs 0 0 0.00% 0 (0) 0
Total Operating Costs 52,720 59,120 -10.83% (6,400) 95,741 39,612
Total Expenses $ 670,763 $ 647,289 3.63% $ 23,474 $ 629,411 $ 714,528
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to the increase in personnel costs. The FY19 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel; and
A change in health insurance coverage for an employee.
Village of North Palm Beach FY 2019 Adopted Budget Page 113 of 358
Director of
Information
Technology
1 FT
Network Support
Specialist
1 FT
Technical Support
Specialist
1 FT
Summary FY 2019 FY 2018 Change
Full-Time 3 3 No Change
Part-Time 0 0 No Change
Information Technology FY 2019
Village of North Palm Beach FY 2019 Adopted Budget Page 114 of 358
Information Technology FY 2019
Mission Statement
It is the mission of the Information Technology Department to provide excellent, secure infrastructure,
effective and timely support, and innovation in the delivery of information technology products and services.
Service Levels Narrative
The Information Technology (IT) Department provides Village staff with all information technology-related
assistance. Departmental responsibilities include daily data back-ups; recovery, installation, and support of
all desktop computers; network design, support and troubleshooting; voice and data cabling; wireless video
support; troubleshooting of Country Club point-of-sale (POS) systems; web administration, database
administration; VOIP phone system support; and support of all Public Safety Mobile Data solutions. The IT
Department also provides guidance to department heads on all technology-related purchases and manages the
Village IT inventory, as well as aerial drone photography and videography.
The IT Department provides Village residents with services such as online golf tee-time reservations, online
registration for Parks and Recreation activities, and online public records requests. The IT Department is
continuing its efforts to provide additional, convenient online services to our residents and business community
through the Village website.
In addition to the duties already mentioned, the IT Department is also responsible for the following
functions:
Wireless Networking;
Installation and troubleshooting of video surveillance systems;
Ordering and implementation of new software and hardware related items;
Laserfiche support;
Employee training on Village software applications;
Police laptop repair and support;
Installation and troubleshooting of virtual servers;
Electronic public records requests;
Video surveillance evidence retrieval;
Mobile phones, air cards and iPads;
Enforcement of IT policies and procedures
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.
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.
Village of North Palm Beach FY 2019 Adopted Budget Page 115 of 358
Information Technology FY 2019
Personnel Changes
There are no personnel/title changes for Fiscal Year 2018/2019.
Current Year Accomplishments and New Initiatives
During Fiscal Year 2017-2018, the IT Department accomplished the following new initiatives and goals for
improvement:
Installation of new LPR site at AltA1A and Juniper Lane.
Migration of all Village security cameras to unified system.
Vmware upgrade to version 6.5u3.
Installation of new Watchguard firewall for added security.
Upgraded Public Works facility to fiber connectivity.
Antivirus upgrade to version 14.0.
New data circuit for Tennis facility.
Migration of Police air cards and phones to Firstnet network.
Migration of Village network domain to Windows 2016.
Upgrade of data backup system to latest version.
Implementation of Barracuda web filtering for Library computer lab.
Installation of new surveillance cameras at Anchorage Park.
Upgrade of Rectrac/Golftrac systems to meet new PCL credit card standards.
Implementation of new helpdesk software for improved reporting of IT work orders.
Re-cabling of the Village Library and computer lab.
Increased bandwidth to 150mb at Village library computer lab.
Setup and cabling of Country Club temp facilities.
Munis upgrade to version 11.3
New data drops at Public Safety facility.
Installation of new Inventory module in Munis for Public Works.
Installation of new IP camera system at Public Safety.
Re-cabling of Village EOC center for future upgrades.
Security awareness training for Village employees.
New security cameras in Veterans Park.
Cloud based data archiving.
continued on next page
Village of North Palm Beach FY 2019 Adopted Budget Page 116 of 358
Information Technology FY 2019
Goals and Objectives
In the coming year, the Information Technology Department plans to achieve the following goals and
objectives:
Strategic Goal:
Community Outreach
Department Goal:
Implement additional online services to Village residents through new Village website.
Objectives:
a. Maintain a Village website that provides Village residents with a customer service-oriented web portal to
interact with Village staff and stay up to date with all Village events and activities.
b. Allow Village residents the capability to sign up for Village events and activities.
c. Post all materials related to RFP’s and bids on Bids and Proposals module for potential contractors.
Strategic Goal:
Organizational Excellence
Department Goal:
Provide an economically efficient IT infrastructure for all Village operations.
Objectives:
a. Implement Laserfiche forms and workflows to streamline department processes.
b. Provide security awareness training to all Village staff (Human Firewall).
c. Continue to implement safeguards on Village network and update policies to prevent cyber-attacks.
Strategic Goal:
Financial Sustainability
Department Goal:
Plan IT-related capital expenses in accordance with Village’s established long-term capital plan.
Objectives:
a. Proactively address IT infrastructure, maintenance and replacements needs.
b. Distribute IT capital expenses evenly over a five (5) year period to avoid year to year fluctuation.
Village of North Palm Beach FY 2019 Adopted Budget Page 117 of 358
Information Technology FY 2019
Performance / Workload Measures
Performance
Measure
FY 2017
Actual
FY 2018
Projected
FY 2019
Estimated
Virtualization of Village servers 20 22 25
Average number of yearly hits to Village website 183,636 188,000 200,000
IT Work Orders Completed 2,105 2,235 2,300
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. Council meetings and
Library events seem to be the favorites among
visitors.
IT Work Orders: In 2017, the Information
Technology Department completed 2,229 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 staff
and 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 2019 Adopted Budget Page 118 of 358
Information Technology FY 2019
Budget Summary
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $ 339,117 $ 338,809 0.09% $ 308 $ 309,673 $ 313,439
Operating
Contractual Services 47,000 47,000 0.00% 0 44,625 27,783
Licenses & Fees 18,000 6,000 200.00% 12,000 5,298 7,855
Materials & Supplies 8,300 10,300 -19.42% (2,000) 11,793 57,173
Postage 25 25 0.00% 0 11 16
Professional Services 0 3,000 -100.00% (3,000) 30 531
Repairs & Maintenance 3,000 3,000 0.00% 0 9,352 2,744
Travel & Training 1,000 1,000 0.00% 0 39 0
Other Operating Costs 0 0 0.00% 0 (0) 0
Total Operating Costs 77,325 70,325 9.95% 7,000 71,147 96,101
Total Expenses $ 416,442 $409,134 1.79% $ 7,308 $ 380,820 $ 409,540
Explanation of Increase / (Decrease):
The increase in total expenses is negligible.
Village of North Palm Beach FY 2019 Adopted Budget Page 119 of 358
Village Attorney FY 2019
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 2019 Adopted Budget Page 120 of 358
Village Attorney FY 2019
Budget Summary
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Operating
Legal Services-Village Attorney $125,000 $125,000 0.00% $0 $144,596 $102,062
Legal Services-Special 10,000 10,000 0.00% 0 22,833 4,125
Legal Services-Labor 25,000 25,000 0.00% 0 12,485 7,246
Total Operating Costs 160,000 160,000 0.00% 0 179,915 113,432
Total Expenses $160,000 $ 160,000 0.00% $0 $179,915 $113,432
Explanation of Increase / (Decrease):
There is no change in total expenses.
Village of North Palm Beach FY 2019 Adopted Budget Page 121 of 358
Village Clerk
1 FT
Deputy
Village Clerk
1 FT
Administrative Coordinator 1 FT (+1 FT)
Administrative Assistant 0 FT (-1 FT)
Summary FY 2019 FY 2018 Change
Full-Time 3 3 No Change
Part-Time 0 0 No Change
Village Clerk FY 2019
The personnel change in this department is to match the position title to
the job duties being performed.
Village of North Palm Beach FY 2019 Adopted Budget Page 122 of 358
Village Clerk FY 2019
Mission Statement
It is the mission of the Village Clerk to serve the Village Council and residents of North Palm Beach by
recording and preserving all proceedings of the Village Council.
Service Levels Narrative
The Office of the Village Clerk is comprised of the Clerk, Deputy Clerk, and Administrative 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 agendas, orders, liens, and lien releases;
Certification of Village liens and assessments in response to real property transactions;
Coordination and facilitation of public records requests;
Publication of advisory board vacancies, solicitation of new applicants, notification to board members of
appointments and term expirations, and preparation of associated reports;
Receipt of bids and proposals, preparation and execution of bid and proposal tally sheets, attendance at
openings, publication of notices and minutes preparation per statutory requirements, notifications to Office
of the Inspector General, electronic distribution and retention/disposition of bid records;
Publication of Council and advisory board meetings, public hearings, collective bargaining sessions, and
municipal election information in the Village Newsletter, on the website and Facebook, in newspapers of
general circulation, and posting of public notices;
Management of Council correspondence; coordination of Council registration and travel for League of Cities
conferences and other events; organization of Council special events and recognition of citizens and sports
teams at Council meetings;
Coordination of the Village’s military support program in partnership with Support Our Troops USA, Inc.
The Village Clerk is appointed by the Village Council, serves as Clerk of the Council, is the custodian of
the Village Seal and of the general and permanent records, attests to all executory contracts as evidence of
Council authorization, administers municipal elections, supervises all functions of the Clerk’s Office, and is
the head of the Department of Records.
The Deputy Village Clerk is appointed by the Village Clerk, subject to confirmation by the Village Council,
and during the absence of the Village Clerk, assumes the duties of Clerk. The Deputy Clerk is responsible for
providing administrative support to the Special Magistrate.
The Administrative Coordinator performs a wide range of support services, including responding to inquiries
from the public and Village departments, coordinating public records requests, notifying Village board and
committee members of appointments and term expirations, general purchasing duties, receiving and processing
bids and proposals, scheduling meetings, and posting public notices.
Village of North Palm Beach FY 2019 Adopted Budget Page 123 of 358
Village Clerk FY 2019
Personnel Changes
The personnel/title change for Fiscal Year 2018/2019 is:
Addition of one (1) full-time Administrative Coordinator position / Deletion of one (1) full-time
Administrative Assistant position
Current Year Accomplishments and New Initiatives
Administered the March 13, 2018 Municipal Election. Duties included: qualifying five candidates;
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. Effective beginning with this election,
the qualifying period for candidates for the Village Council was changed to the first seven business days
in January in order to provide sufficient time for the Palm Beach County Supervisor of Elections to send
vote-by-mail (absentee) ballots to overseas voters.
Supported Village voters by providing information on the municipal election and primary/general elections
through the newsletter and website, including information on how to qualify as a candidate for Village
Council; the candidates for Village Council; polling locations; voter registration; early voting; vote-by-
mail (absentee); sample ballots; constitutional amendments; and candidates for county, state, and federal
office. Publicized the municipal, primary, and general elections on Facebook and the Village Hall
slideshow. Assisted the AAUW (American Association of University Women) with its “Meet the
Candidates” event to introduce Village voters to the candidates for Village Council.
Promoted volunteers and public participation with articles and photos in the Newsletter and on social
media; publicized short-term volunteer options such as assisting with special events or serving as an
AARP Tax Aide Counselor; recognized advisory board members’ service at Council meetings and during
National Volunteer Week; and coordinated the Advisory Board Picnic.
Enhanced communication with residents by improving and continuously updating website content related
to Council, Clerk, Elections, Advisory Boards, Public Hearings, Public Records, Ordinances, and
Community Calendars. Worked with Communications Manager to publicize website options for
receiving notification of activities, events, meetings, agendas and minutes, as well as the ability to report
and track concerns.
Served as Village liaison and Board member of Support Our Troops USA Inc.; publicized activities
through the newsletter/website/slideshow/Facebook, participated in packing days, and coordinated the use
of Village clerical, facility, and vehicle resources.
Deputy Village Clerk completed the advanced educational and professional service components required
to achieve the designation of Master Municipal Clerk awarded by the International Institute of Municipal
Clerks, marking the first time in the Office of Village Clerk that both Clerk and Deputy Clerk are MMC
certified.
Clerk’s office employees attended training sessions through the FL Institute of Government, FL Assoc.
of City Clerks, PBC Municipal Clerks Association, and other organizations in order to stay up-to-date
on statutory requirements and best practices regarding elections, government in the sunshine, records
management, and administrative services.
Village of North Palm Beach FY 2019 Adopted Budget Page 124 of 358
Village Clerk FY 2019
Goals and Objectives
In the coming year, the Village Clerk’s office plans to achieve the following goals and objectives:
Strategic Goal:
Organizational Excellence
Department Goal:
Assess key work processes to determine what can be improved and implement improved procedures.
Objectives:
a. Implement Agenda Management software to improve coordination of the agenda preparation process and
provision of backup materials by departments to the manager and clerk.
b. Continue efforts with Code Compliance Division to review and improve interdepartmental procedures for
Code Enforcement Special Magistrate Hearings. Deputy Clerk will become an associate member of the
Florida Association of Code Enforcement to stay abreast of regulatory changes and best practices, and to
facilitate collaboration with code compliance officers.
c. Continually evaluate filing structure, storage, and retrieval of long-term and permanent records in the
Village’s electronic records database.
Strategic Goal:
Community Outreach
Department Goal:
Enhance communication with residents through mediums such as the Village Newsletter and website
and other digital communications.
Objectives:
a. Continue ongoing efforts with IT and Communications Manager to ensure citizens have easy access to
Village services and information through website features such as online forms, news updates, and photo
galleries, as well as links to website content on social media.
b. Reformat Agenda Center portion of Village website to simplify access to Council and Advisory Board
agendas, agenda backup documents, minutes, and recordings; 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. Increase use of social media (in addition to traditional, legally-required methods) to issue public notices.
Department Goal:
Encourage resident participation in Village Boards, programs and events.
Objectives:
a. Enhance Council/Board communications by assisting Village Administration in scheduling ongoing Board
reports at Council meetings; schedule joint Council/Board meetings as necessary.
b. Continue collaboration with Communications Manager to promote opportunities for volunteers and public
participation through social media, the Village newsletter, website, and email notifications.
c. Recognize volunteers at Council meetings and special events and publicize on social media.
Village of North Palm Beach FY 2019 Adopted Budget Page 125 of 358
Village Clerk FY 2019
Performance / Workload Measures
Performance Measure FY 2017
Actual
FY 2018
Projected
FY 2019
Estimated
Council Meetings: Regular Session
Workshop Session
Special Session
Budget Workshop
21
15
15
7
21
15
15
7
22
11
3
7
Total Ordinances/Code Amendment ordinances 17/4 18/8 17/7
Total Resolutions/Resolutions approving contracts, leases, agreements 115/53 120/65 107/51
Code Enforcement Special Magistrate Hearings
Code Enforcement case files prepared
Code Enforcement liens recorded
Code Enforcement liens released
11
46
14
11
12
146
61
9
12
160
70
15
Newsletter articles, Website/Facebook/Lobby postings
promoting Village volunteers, volunteering, and civic involvement 65 80 90
Applications and inquiries received in Clerk’s Office
regarding Village boards and/or public service options 17 20 30
Public records provided within 1-5 business days of receipt 83.62%
97/116
51.18%
87/107
70.00%
105/150
Public records provided the same day as requested 27.59%
32/116
43.53%
74/170
36.67%
55/150
Public records provided at no charge to requestor 74.14%
86/116
91.76%
156/170
80.67%
121/150
Website Subscriber Data FY 2017 effective 8/25/17 FY 2018 effective 7/13/18
AGENDAS
Village Council
and
Advisory Boards
109 subscribers for 11 Agendas
1. Council Regular Session .......................... 58
2. Council Workshop Session ...................... 45
3. Planning Commission .............................. 39
4. Waterways Board ..................................... 34
5. Audit Committee ...................................... 31
131 subscribers total for 11 Agendas
1. Council Regular Session........................... 66
2. Council Workshop Session ...................... 50
3. Planning Commission ............................... 50
4. Waterways Board ..................................... 42
5. Audit Committee ...................................... 35
CALENDARS
Village Council
Advisory Boards
Departments/Events
248 subscribers total for 14 Calendars
1. NPB Country Club ................................. 116
2. Recreation Events ..................................... 97
3. Parks & Recreation................................... 96
4. Village Council ......................................... 73
5. Planning Commission .............................. 53
303 subscribers total for 14 Calendars
1. NPB Country Club .................................. 147
2. Parks & Recreation .................................. 121
3. Recreation Events .................................... 118
4. Village Council .......................................... 83
5. Library Events............................................ 70
Village of North Palm Beach FY 2019 Adopted Budget Page 126 of 358
Village Clerk FY 2019
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.
2016
Actual
2017
Actual
2018
Projected
2019
Estimated
Total Requests 164 116 170 150
Provided 1‐5 busines days 13297 87105
Provided same day 58 32 74 55
Provided at no charge 12186156121
0
40
80
120
160
Public Records Requests
578
479 464 470
FY 2016
Actual
FY 2017
Actual
FY 2018
Projected
FY 2019
Estimated
Lien Certifications
2017 Actual 2018 Actual
2019
Estimated
Total Registered Voters 10115 10186 10226
Total Voter Turnout 1285 1990 1638
Total Voters at Precinct 870 1475 1173
Total Vote‐by‐Mail 414 515 515
100
2100
4100
6100
8100
10100
Municipal Election Voter Turnout
Village of North Palm Beach FY 2019 Adopted Budget Page 127 of 358
Village Clerk FY 2019
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.
66
50
50
42
35
121
Website Agenda Subscribers
Council Regular
Council Workshop
Planning Commission
Waterways Board
Audit Committee
Other Agendas (6)
147
121
11883
70
218
Website Calendar Subscribers
NPB Country Club
Parks & Recreation
Recreation Events
Village Council
Library Events
Other Calendars (14)
161
132
116
109
Website Newsflash Subscribers
Country Club
Police Department
Public Hearings
Elections & Voting
294
288
264
68
Website Notify Me Subscribers
New Clubhouse
Village Newsletter
Village Master Plan
Hurricane Updates
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 128 of 358
Village Clerk FY 2019
Budget Summary
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $ 375,284 $ 344,291 9.00% $ 30,993 $342,421 $316,432
Operating
Periodicals 25 35 -28.57% (10) 24 22
Conferences & Seminars 325 925 -64.86% (600) 625 925
Contractual Services 23,000 5,000 360.00% 18,000 4,615 3,687
Election Expense 25,500 24,300 4.94% 1,200 23,922 270
Materials & Supplies 3,800 3,500 8.57% 300 1,498 2,303
Memberships & Dues 655 505 29.70% 150 445 575
Printing & Binding 600 600 0.00% 0 138 570
Professional Services 100 100 0.00% 0 32 0
Repairs & Maintenance 3,200 0 0.00% 3,200 0 0
Special Events 0 0 0.00% 0 0 766
Travel & Training 1,730 1,410 22.70% 320 1,734 577
Uniforms 0 0 0.00% 0 29 27
Other Operating Costs 1,500 1,150 30.43% 350 1,225 475
Total Operating Costs 60,435 37,525 61.05% 22,910 34,287 10,198
Total Expenses $ 435,719 $ 381,816 14.12% $ 53,903 $ 376,708 $ 326,630
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel; and
An operating expenditure increase in repairs and maintenance for carpet installation in the Clerk’s
Office; and
An operating expenditure increase in contractual services for the purchase of Agenda Management
Software.
Village of North Palm Beach FY 2019 Adopted Budget Page 129 of 358
General Services – Village Hall FY 2019
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 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Operating
Historian $ 0 $ 0 0.00% $ 0 $ 74 $ 0
Materials & Supplies 10,000 10,000 0.00% 0 5,440 6,526
Newsletter 50,000 44,000 13.64% 6,000 36,895 37,511
Postage 25,000 25,000 0.00% 0 21,646 23,932
Rental 5,310 5,605 -5.26% (295) 5,456 5,409
Repairs & Maintenance 3,500 0 0.00% 3,500 4,790 12,188
Utilities 20,330 21,429 -5.13% (1,099) 22,971 22,872
Other Operating Costs 80 80 0.00% 0 154 0
Total Operating Costs 114,220 106,114 7.64% 8,106 97,426 108,438
Total Expenses $ 114,220 $ 106,114 7.64% $ 8,106 $ 97,426 $ 108,438
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to an increase in costs for the monthly newsletter.
Village of North Palm Beach FY 2019 Adopted Budget Page 130 of 358
Public Safety (Combined)FY 2019
Chief of Police
1 FT
District Chief
1 FT
Summary FY 2019 FY 2018 Change
Full-Time 62 62 No Change
Part-Time 15 15 No Change
Volunteers 43 43 No Change
Administrative
Coordinator
1 FT
CALEA Manager /
Captain Professional
Standards
1 PT
Clerical
Specialist
1 FT
Sergeant 6 FT
Police Officer 20 FT
Detective 4 FT
Crime Analyst 1 FT
Records Clerk 1 FT
Police Service Aide 1 FT
School Crossing Guards 14 PT
Volunteers 25
This is a combined organization chart for Police & Fire. Please refer to the
organization charts provided for each department in the following pages
Fire Chief
1 FT
Captain
2 FT
Senior Fire
Inspector
1 FT
Fire Lieutenants 3 FT
Driver/Engineer EMT 1 FT
Driver/Engineer Medic 2 FT
Firefighter/Paramedic 15 FT
Volunteers 18
Police Fire Rescue
Village of North Palm Beach FY 2019 Adopted Budget Page 131 of 358
Public Safety (Combined) FY 2019
Budget Summary
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $8,195,985 $7,843,093 4.50% $ 352,892 $7,694,405 $ 7,794,826
Operating
Advertising 180 180 0.00% 0 0 0
Periodicals 2,300 2,600 -11.54% (300) 70 1,436
Conferences & Seminars 600 600 0.00% - 130 379
Contractual Services 511,497 516,871 -1.04% (5,374) 457,620 426,640
Employee Relations 4,000 3,000 33.33% 1,000 2,204 1,044
Gas, Oil & Lubricants 138,000 142,200 -2.95% (4,200) 87,712 86,435
Law Enforcement Trust 0 0 0.00% 0 4,800 4,800
Licenses & Fees 10,866 9,666 12.41% 1,200 5,158 1,038
Materials & Supplies 314,850 242,700 29.73% 72,150 164,510 143,972
Memberships & Dues 4,380 4,140 5.80% 240 4,522 2,662
Postage 2,200 2,200 0.00% 0 1,608 1,191
Printing & Binding 3,900 4,000 -2.50% (100) 3,573 3,220
Professional Services 23,600 25,600 -7.81% (2,000) 21,818 25,139
Rental 29,922 29,950 -0.09% (28) 24,378 20,677
Repairs & Maintenance 167,000 154,500 8.09% 12,500 181,069 105,273
Travel & Training 82,685 69,060 19.73% 13,625 60,993 55,492
Uniforms 73,000 64,000 14.06% 9,000 56,314 53,108
Utilities 106,830 92,147 15.93% 14,683 85,994 92,412
Other Operating Costs 80 80 0.00% 0 55 0
Total Operating Costs 1,475,890 1,363,494 8.24% 112,396 1,162,527 1,024,917
Capital
Automotive 0 0 0.00% 0 29,683 27,405
Capital Outlay 0 0 0.00% 0 29,683 27,405
Total Expenses
$9,671,875 $ 9,206,587 5.05% $ 465,288 $8,886,615 $8,847,148
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 2019 Adopted Budget Page 132 of 358
Police FY 2019
Sergeant 1 FT
Police Officer (K-9) 1 FT
Police Officer (Marine Unit) 1 FT
Police Officer (Motor) 3 FT
Police Officer (NET) 2 FT
Records Clerk 1 FT
Police Service Aide 1 FT
School Crossing Guards 14 PT
Volunteers:
• Reserves 19
• Non-Sworn 5
•Explorer 1
Chief of Police
1 FT
Captain
2 FT
Operation
Division /
Patrol
Operations Support
Division / Criminal
Investigations
Sergeant 4 FT
Police Officer 13 FT
Summary FY 2019 FY 2018 Change
Full-Time 38 38 No Change
Part-Time 15 15 No Change
Volunteers 25 25 No Change
Administrative
Coordinator
1 FT
CALEA Manager / Captain
Professional Standards
1 PT
Sergeant 1 FT
Detective 3 FT
Detective (Crime Scene) 1 FT
Crime Analyst 1 FT
Clerical
Specialist
1 FT
Village of North Palm Beach FY 2019 Adopted Budget Page 133 of 358
Police FY 2019
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-three (33) police officers, a Records Clerk, a Clerical Specialist, a
Police Service Aide, a Crime Intelligence Analyst and an Administrative Coordinator. The Department
currently has fifteen (15) part-time personnel (one who serves as the CALEA Manager/Captain of
Professional Standards and fourteen (14) School Crossing Guards). There are 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 squad. 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.
Village of North Palm Beach FY 2019 Adopted Budget Page 134 of 358
Police FY 2019
Professional Standards consists of the Internal Affairs function, the Training function, and the CALEA
Accreditation function.
The Village of North Palm Beach has a number of waterways within its jurisdiction. Since the Village
borders Lake Worth, the Intracoastal Waterway and the Earman River, a Marine Unit is deployed to provide
for the safety of the boating public and to investigate any marine-related issues.
A Police Sergeant is certified as a crime prevention practitioner and is responsible for coordination of
community programs, residential and business security surveys.
The Police Department continues to work diligently to improve training programs with the realization that by
providing staff with the best training possible, their performance will be enhanced and the delivery of
services will be improved. The Training Section is exploring new initiatives for police officer development;
and the Department now hosts regional classes to provide them the tools to be successful. Police Officers
receive regular high liability training, along with various other classes to develop their abilities.
The Police Department continues to closely monitor its response to traffic crashes within the Village.
Because citizen safety is paramount, the Department is always looking for ways to decrease traffic crashes.
An analysis of accident data identifies causation, frequency, location, and time of day, affording the
Department with the necessary information to properly focus its education and enforcement efforts. In
addition, the Department deploys traffic monitoring devices to pinpoint and verify traffic complaint issues.
This proactive approach enables the Department to maximize the use of police resources and to have the
greatest impact on the identified problem areas.
The Department’s fully functional crime scene component, which began with the conversion of a retired
EMS vehicle and the assignment of a trained investigator, continues to develop. The Crime Scene van has
the needed equipment to process almost any scene and to collect evidence that may assist in the apprehension
of a suspect or suspects. The vehicle is also outfitted to serve as a mobile command post if the need arises.
The Department continues to research methods for staff to work “smarter” not necessarily “harder.”
Information Technology personnel continue to work with community policing officers to deploy surveillance
technology at key locations to assist the Department with crime prevention and detection. Each police
vehicle is equipped with a laptop for report writing and easy access to intelligence information.
In April 2017, the North Palm Beach Police Department completed the third national re-accreditation on-site
assessment. The Department was re-accredited for a four-year assessment cycle at the July 2017 Commission
Conference.
The Police Department continued to participate in the re-accreditation process, which began nine (9) years
ago after receiving the initial accreditation in 2008. The core accreditation team continued the daunting
challenge of reviewing and ensuring compliance with all policies as well as completing inventories and task
analyses to bring the Department into compliance with the high standards set by CALEA.
Village of North Palm Beach FY 2019 Adopted Budget Page 135 of 358
Police FY 2019
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
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 five (5) participants.
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 seventeen (17) security surveys in 2017.
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-two (42) 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 two thousand three hundred and fifteen flyers in 2017.
Gun Lock Program
Free gun locks are provided to residents to keep their homes safe through secured firearms. The Department
distributed one hundred and eighty (180) gun locks in 2017.
Village of North Palm Beach FY 2019 Adopted Budget Page 136 of 358
Police FY 2019
Community Participation Meetings
Police Officers’ conduct crime prevention meetings throughout the community to learn and discuss what
problems may be occurring and ways to help one another combat crime. This is an open dialogue between
all parties involved in hopes of finding solutions to issues. This program also helps to organize
neighborhoods into Crime Watch groups. There were approximately three hundred and forty (340) residents
who either attended or showed interest in community meetings in 2017
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 nine (9) meetings in 2017.
Safety Awareness Training Seminars
The concept behind Safety Awareness training is to empower individuals and to encourage them to work as a
team with police officers. Participants are taught how crime prevention relates to them and how to anticipate and
recognize their crime-risk potential. Citizens are educated and provided information on a variety of topics,
including personal safety, child safety, internet safety, gun safety, identity theft, and how to protect their home
and vehicle from burglary. The Department conducted twenty-three (23) seminars in 2017.
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 2017.
SmartWater Program
This is a new program implemented to address residential, auto and vessel burglaries. The Police Department
purchased kits that were distributed to residents to safeguard their personal property and aid in the recovery
of stolen property. We have distributed one hundred and twenty-five (125) Smart Water kits.
Transitional Neighborhood Team (TNT)
There are currently seventeen (17) members of TNT which include one (1) Commander, two (2) Team Leaders,
two (2) Investigators /Logistics and twelve (12) Operators.
Personnel Changes:
There are no personnel/title changes for Fiscal Year 2018/2019
Volunteers
Recruiting efforts underway to increase the number of Reserve Police Officers
Recruiting efforts underway to increase the number of Explorers
2018 Awards:
The agency has been recognized by 3 sources as being in the top 10 lowest crime cities in Florida.
Village of North Palm Beach FY 2019 Adopted Budget Page 137 of 358
Police FY 2019
Current Year Accomplishments and New Initiatives
During Fiscal Year 2018/2019, the Police Department achieved the following new initiatives and
improvement goals:
Increased community participation/meetings
0
100
200
300
400
500
2014 2015 2016 2017 Projected
2018
Increased code enforcement actions
0
10
20
30
40
50
60
2014 2015 2016 2017
Code Citations
Code Warnings
Code Related NTA
Arrests
ANNUAL REPORT INFORMATION
Using a Neighborhood Enhancement Team approach that Police, Fire, Code Enforcement and Public
Works Departments will focus on the declining neighborhoods, and partner with local motels to
reduce code violations as well as make enhancements that will aid in the reduction of overdoses and
drug sales/usage.
Manatee Enforcement Grant to provide additional enforcement in the waterways.
Continue the High Visibility Enforcement / Pedestrian Grant program.
Continued community engagement by directed patrols.
Village of North Palm Beach FY 2019 Adopted Budget Page 138 of 358
Police FY 2019
Goals and Objectives
In the coming year, the Police Department plans to achieve the following goals and objectives:
Strategic Goal:
All Neighborhoods as Desirable Places to Live
Department Goal:
Provide for a safe and secure community.
Objectives:
Maintain the highest quality of public safety services through accreditation of its law enforcement
component.
a. Police department re-accreditation
CALEA re-accreditation completed on 7/26/17. Re-accreditation was done every 4 years and
will now be done yearly.
b. Community policing focus.
Police department will continue to partner with residents, businesses, schools and places of
worship and provide safety training.
c. NET (Neighborhood Enhancement Team) / Neighborhood relationships
NET team active and collaborating with other Village departments.
Strategic Goal:
Strong Local Economy
Department Goal:
Identify grant opportunities.
Objectives
a. Law Enforcement support through grant funding opportunities continues to remain a priority within
the organization. The Bulletproof Vest Project (BVP), Florida Department of Transportation (FDOT)
Pedestrian Enforcement and Palm Beach County Manatee Enforcement grant applications have been
re-submitted.
b. Evaluation and creation of a NET program to address “community building” needs, infrastructure
needs (i.e. sanitary sewer), issues with the aging housing stock, and affordability.
Establish first neighborhood (action plan ongoing)
Grants for infrastructure (to be researched by NET)
Housing needs (Based on community needs)
Lighting (ongoing)
LPR’s (ongoing)
Village of North Palm Beach FY 2019 Adopted Budget Page 139 of 358
Police FY 2019
Performance / Workload Measures
Performance
Measure
FY 2017
Actual
FY 2018
Projected
FY 2019
Estimated
Community Policing Contacts 1,430 1,480 1650
Enforcement Contacts 5230 5,471
5,570
Number of code compliance issues 18 20 12
Increase number of warnings issued for traffic
stops 1822 2,115 2120
Reduce traffic crash reports 242 215 180
Crime Statistics
Village of North Palm Beach FY 2019 Adopted Budget Page 140 of 358
Police FY 2019
Budget Summary
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $ 4,939,348 $4,648,909 6.25% $ 290,439 $4,484,837 $4,597,368
Operating
Advertising 180 180 0.00% 0 0 0
Periodicals 500 500 0.00% 0 70 131
Conferences & Seminars 600 600 0.00% 0 130 379
Contractual Services 481,497 480,871 0.13% 626 424,763 393,092
Employee Relations 4,000 3,000 33.33% 1,000 2,204 1,044
Gas, Oil & Lubricants 118,000 118,000 0.00% 0 72,176 73,314
Law Enforcement Trust 0 0 0.00% 0 4,800 4,800
Licenses & Fees 8,166 8,166 0.00% 0 880 993
Materials & Supplies 234,600 176,700 32.77% 57,900 107,420 87,073
Memberships & Dues 2,960 2,800 5.71% 160 2,399 1,905
Postage 300 300 0.00% 0 606 119
Printing & Binding 3,500 3,500 0.00% 0 3,201 2,702
Professional Services 8,000 10,000 -20.00% (2,000) 6,198 9,669
Rental 27,172 27,200 -0.10% (28) 22,309 18,394
Repairs & Maintenance 89,500 77,000 16.23% 12,500 62,377 53,451
Travel & Training 46,000 38,500 19.48% 7,500 42,150 31,851
Uniforms 32,000 32,000 0.00% 0 31,000 27,818
Utilities 20,660 15,150 36.37% 5,510 5,944 12,280
Other Operating Costs 0 0 0.00% 0 0 0
Total Operating Costs 1,077,635 994,467 8.36% 83,168 788,628 719,014
Capital
Automotive 0 0 0.00% 0 29,683 27,405
Capital Outlay 0 0 0.00% 0 29,683 27,405
Total Expenses $6,016,983 $5,643,376 6.62% $ 373,607 $ 5,303,147 $5,343,786
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs. The FY19 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-union
personnel and negotiated increases for PBA-eligible employees as negotiated in their collective bargaining
agreements;
A personnel expenditure increase as a result of an increase in the number of Officers with assignment pay;
An operating expenditure increase in materials & supplies for the purchase of 28 Police laptops; and
An operating expenditure increase in repairs & maintenance for radios & headsets
Village of North Palm Beach FY 2019 Adopted Budget Page 141 of 358
Summary FY 2019 FY 2018 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 2019
Village of North Palm Beach FY 2019 Adopted Budget Page 142 of 358
Fire Rescue FY 2019
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 chairs 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 2019 Adopted Budget Page 143 of 358
Fire Rescue FY 2019
Personnel Changes
There are no personnel/title changes for Fiscal Year 2018/2019
Current Year Accomplishments and New Initiatives
During Fiscal Year 2017/2018, the Fire Rescue Department achieved the following new initiatives and goals
for improvement:
Recertify personnel in Pediatric Advanced Life Support (PALS).
Recertify personnel in Pre-Hospital Trauma Life Support (PHTLS)
Working member of the Village NET.
Worked with CDD and Village Attorney to bring new “sober homes” into Fire Code compliance.
Served as a host location for the annual countywide Hands-only CPR training event.
Received an EMS Grant to purchase electronic narcotic lockboxes for our apparatus.
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, Virtual Honor Flight and Veterans Day Ceremony.
Goals and Objectives
In the coming year, the Fire Rescue Department plans to achieve the following goals and objectives:
Strategic Goal:
Organizational Excellence
Department Goal:
Maintain a response time that meets or exceeds the countywide standard of eight (8) minutes 80% of
the time.
Objectives:
a. Conduct operational readiness drills to enhance staff speed in deployment and overall readiness.
b. Conduct map and area familiarization drills with staff monthly.
Department Goal:
Maintain personnel proficiencies at a high level in all aspects of emergency response work our
department engages.
Objectives:
a. Conduct regularly scheduled in-house training to maintain job skills.
b. Offer and encourage advanced educational opportunities.
c. Provide a multi-discipline, multi-agency training program.
Village of North Palm Beach FY 2019 Adopted Budget Page 144 of 358
Fire Rescue FY 2019
Department Goal:
Move from a purchase to a lease method to acquire apparatus.
Objectives:
a. Replace fire apparatus utilizing a seven (7) year lease plan.
b. Replace EMS apparatus utilizing a five (5) year lease plan.
c. Turn in and replace apparatus at the end of lease periods.
This is the most significant change to Fire Rescue budgeting. Moving from the purchase of our apparatus
fleet to leasing has the potential of avoiding just under $1,000,000.00 in costs over the five-year CIP, while
updating our fleet, cutting maintenance costs, reducing mechanical downtime and replacing apparatus in a
more timely manner. Apparatus leasing has been employed nationwide by fire rescue departments both large
and small with great success. Most apparatus manufacturers offer lease plans as well as plans made available
through local lending institutions; keeping our options open and searching out the best fit for the Village will
produce the successful program we anticipate.
Through this lease program we hope to:
Reduce maintenance costs
Reduce mechanical downtime
Replace apparatus before they become obsolete
Performance / Workload Measures
Performance
Measure
FY 2017
Actual
FY 2018
Projected
FY 2019
Estimated
N.P.B. Average Response Time* 5.30 5.32 5.34
Personnel training hours 5,505 5,000 5,000
5.30
5.32
5.34
5.25
5.30
5.35
Response Time by Year
FY 2017 FY 2018 FY 2019
*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.
5,505
5,000 5,000
4,500
5,000
5,500
6,000
Personnel Training Hours
FY 2017 FY 2018 FY 2019
Personnel Training Hours: This graph depicts
current training pattern. With recertifications,
most notably paramedic, EMT and fire inspector,
scheduled bi-annually and tri-annually, planned
training hour cycles are scheduled accordingly.
Village of North Palm Beach FY 2019 Adopted Budget Page 145 of 358
Fire Rescue FY 2019
Trends and Future Needs
In an effort to be better prepared to serve the future needs of the Village, Fire Rescue has been studying past
trends to project what short-term (3-5 year) adjustments to our service plan will keep us ahead of the curve;
we refer to this as our Triennium Study. Fire Rescue continues tracking trends to plan for future needs using
our Triennium Study. The next reporting period will cover 2017-2019. As we compile those numbers for a
future report, we have resubmitted the past study data for your review.
2002‐2004 2005‐2007 2008‐2010 2011‐2013 2014‐2016
Total Calls 4043 4450 4716 4973 5865
Increase 407 266 257 892
% Change 10%6%5%18%
Triennium Emergency Responses
2002‐2004 2005‐2007 2008‐2010 2011‐2013 2014‐2016
In Village 4012 4073 4154 4411 4999
% of total 99% 91% 88% 89% 85%
Outside 31 377 562 562 866
% of Total 0.80% 8% 12% 11% 15%
Triennium Automatic Aid Given Responses
2002‐2004 2005‐2007 2008‐2010 2011‐2013 2014‐2016
Given 31 377 562 562 866
Received 36 333 602 551 838
Automatic Aid Given vs Received
2002‐2004 2005‐2007 2008‐2010 2011‐2013 2014‐2016
Average
Response
Times 4:53 4:38 4:50 5:25 5:19
Automatic
Aid Only
Responses
No Auto
Aid Only
Calls 7:59 7:12 7:13 7:26
Average Response Times vs. Automatic Aid Only
Response Times
As you can see from the collected data, as our call volume increases so do our response times; this is a two-
fold problem. As our call volume increases we are more reliant on our automatic aid partners to cover these
calls, but their call volumes are also increasing making them less available to assist. If these trends continue
into the next reporting cycle, the Village must become more self-reliant. It would be our recommendation
that consideration be given to increasing staffing and equipment to allow Fire Rescue to continue providing
service at its current level.
Village of North Palm Beach FY 2019 Adopted Budget Page 146 of 358
Fire Rescue FY 2019
Budget Summary
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $ 3,256,637 $3,194,184 1.96% $ 62,453 $3,209,568 $3,197,458
Operating
Periodicals 1,800 2,100 -14.29% (300) 0 1,305
Contractual Services 30,000 36,000 -16.67% (6,000) 32,857 33,548
Gas, Oil & Lubricants 20,000 24,200 -17.36% (4,200) 15,536 13,121
Licenses & Fees 2,700 1,500 80.00% 1,200 4,278 45
Materials & Supplies 80,250 66,000 21.59% 14,250 57,090 56,899
Memberships & Dues 1,420 1,340 5.97% 80 2,123 757
Postage 500 500 0.00% 0 176 113
Printing & Binding 400 500 -20.00% (100) 371 518
Professional Services 15,600 15,600 0.00% 0 15,620 15,470
Rental 2,750 2,750 0.00% 0 2,069 2,283
Repairs & Maintenance 47,500 47,500 0.00% 0 35,765 25,064
Travel & Training 36,685 30,560 20.04% 6,125 18,843 23,641
Uniforms 41,000 32,000 28.13% 9,000 25,314 25,289
Utilities 2,000 2,000 0.00% 0 1,444 1,306
Other Operating Costs 0 0 0.00% 0 0 (0)
Total Operating Costs 282,605 262,550 7.64% 20,055 211,486 199,360
Total Expenses $ 3,539,242 $ 3,456,734 2.39% $ 82,508 $3,421,054 $3,396,819
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs. The FY19 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-union
personnel and negotiated increases for IAFF-eligible employees as negotiated in their collective bargaining
agreements; and
Increased cost for materials and supplies for:
o medical and safety supplies
o supplies for use in Police assist incidents.
Village of North Palm Beach FY 2019 Adopted Budget Page 147 of 358
General Services – Public Safety Building FY 2019
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 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Operating
Postage $ 1,400 $ 1,400 0.00% $ 0 $ 826 $ 959
Repairs & Maintenance 30,000 30,000 0.00% 0 82,927 26,758
Utilities 84,170 74,997 12.23% 9,173 78,606 78,826
Other Operating Costs 80 80 0.00% 0 55 0
Total Operating Costs 115,650 106,477 8.62% 9,173 162,414 106,543
Total Expenses $ 115,650 $ 106,477 8.62% $ 9,173 $162,414 $ 106,543
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to an increase in utility costs.
Village of North Palm Beach FY 2019 Adopted Budget Page 148 of 358
Public Works FY 2019
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 2 PT (+2 PT)
Equipment Operator 2 FT
Sr. Irrigation Tech 1 FT
Irrigation Tech 1 FT
Grounds Maintenance Worker 1 FT
Street Maintenance Worker 2 FT
Summary FY 2019 FY 2018 Change
Full-Time 37 37 No Change
Part-Time 2 0 + 2
Administrative
Coordinator
1 FT
Public Works
Manager
1 FT
The personnel change in this departmentisduetostaffingneededtocomplete work
schedules on time and not rollover collection days and/or pay overtime.
Village of North Palm Beach FY 2019 Adopted Budget Page 149 of 358
Public Works FY 2019
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 used by Public Safety, Community
Development, Public Works, and Parks & Recreation Departments to ensure that all Village owned vehicles
are maintained at or above levels recommended by manufacturers. Village owned fleet and equipment
consists of 85 licensed vehicles, numerous pieces of specialty vehicles (e.g. Kubota, front-end loader, bobcat,
carts, trailers, etc.), and small equipment (e.g. chain saws, generators, grinders, pumps, etc.).
Village of North Palm Beach FY 2019 Adopted Budget Page 150 of 358
Public Works FY 2019
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.
Personnel Changes
The personnel/title changes for Fiscal Year 2018/2019 are:
Addition of two (2) part-time Sanitation Collector positions to complete work schedules on time and
not rollover collection days and/or pay excessive overtime.
Village of North Palm Beach FY 2019 Adopted Budget Page 151 of 358
Public Works FY 2019
Current Year Accomplishments and New Initiatives
Eliminated 1,557 sidewalk tripping hazards in the Village by saw cutting.
Started replacing old rusted posts and signs throughout the Village streets and parks. The posts are
being replaced with aluminum to increase the longevity and improve appearance.
Added improvements to the existing irrigation system at Lakeside Park to have all of the sprinklers
on a time clock. This maximizes time, proper coverage and uniformity.
Added improvements to the irrigation system on Corsair Drive by adding more zones to cover new
landscaping improvements.
Assisted FDOT by providing Maintenance of Traffic (MOT) and closing off the waterway under the
US 1 Bridge when the sidewalk collapsed.
Assisted Lake Clarke Shores by moving sand off sidewalks by Palm Beach inlet.
Replaced sod and landscaping in areas that needed improvement (Public Safety Building, Community
Center, Osborne Park, Anchorage Park and Lakeside Park).
Set up all of the decorations including the Christmas tree for the Christmas tree lighting.
Installed a stormwater flume on Yacht Club Drive to allow the stormwater to sheet-flow off of the
street.
Installed an Oak Tree at Community Center to have the Village designated as a “Tree City”.
Assisted the Police Department with several accidents throughout the Village by cleaning up all of
the debris and taking care of MOT.
Set up, maintained and took down all of the MOT for the Heritage Day parade.
Replaced two (2) air conditioning units at Anchorage Park.
Installed three phase electric for new irrigation pump at Anchorage Park.
Replaced one (1) air conditioning unit at the Community Center.
Replaced two (2) HVAC RTU at Community Center.
Installed a new electric gate at the Public Works Facility.
Purchased three (3) new Kubota to replace the last of the old Jitneys.
Installed a new roof shelter to protect the ten (10) new Kubotas.
Built a new office for the Sanitation Supervisor.
Installed fiber optics for Public Works Facility connection.
Installed LPR camera pole and electric.
Prepared old Country Club for demolition.
Prepared temporary facilities for golf and pool operations including water and electric.
Prepared temporary bathrooms and showers on pool deck.
Built and installed two (2) temporary gates on pool deck.
Upgraded the fuel system and software.
Installed and began utilizing new inventory hardware and software.
Removed and replaced the Public Safety Building roof.
Hired a new Sanitation Supervisor.
Started weekly OSHA meetings to focus on safety; Daily Sanitation safety briefings designed to
reduce workers comp claims.
Decreased overtime throughout the Sanitation Division by adjusting routes and staff.
Implemented “Haul or Call” process to eliminate missed sanitation stops.
Developed a plan to improve the Sanitation efficiency and effectiveness by adjusting trucks,
manpower, and routes.
Village of North Palm Beach FY 2019 Adopted Budget Page 152 of 358
Public Works FY 2019
Formed a vehicle committee which helped to identify and prioritize vehicle needs. One of the goals
of this committee is to analyze the costs associated with a vehicle and identifying the point, when on
average, a vehicle is reasonable depreciated but not yet incurring significant maintenance costs.
Provide Risk Management oversight for property/casualty & general liability claims, ensuring that all
claims are monitored, tracked and settled in a timely, efficient and consistent manner.
Managed 85% of insurance claims internally which saves in the cost of filing claims ($34.00 per
claim versus $351.00 - $1,026.00) and results in a better rate of reimbursement and lower future
insurance premiums.
Maximized the revenue resulting from the sale of vehicles and other equipment collecting a total of
$58,824.89 for 127 items sold on Govdeals.net.
Implemented fuel card program utilizing WEX cards.
Accepted a proposal from Hazen and Sawyer and started an initial stormwater management study.
Approved a contract with Hinterland Group, Inc. and constructed a new Earman River Pump Station.
Approved a contract with Proshot Concrete, Inc. and completed Lighthouse Drive Bridge Repairs.
Accepted a proposal from M & M Asphalt Maintenance, Inc. d/b/a All County Paving, and
completed milling and paving project: Lighthouse Drive, Oyster Road, Riverside Road, Atlantic
Road, Lakeside Drive, Cruiser Road, and west end of Camelot Motor Lodge alley.
Diverted all of the Stormwater Drainage System Infrastructure Surtax monies to the Anchorage Park
Bulkhead project so that it is fully funded and can be completed.
Approved an LED Lighting Agreement with Florida Power & Light Company (FPL) to switch street
lights over to LED in the Neighborhood Enhancement Team (NET) area.
Anchorage Park Improvements:
o Continued work on the Anchorage Park Master Plan.
o Removed the berm, installed irrigation and sodded a new ball field in Anchorage Park.
o Approved a contract with Cone & Graham, Inc. and completed construction of a new
Anchorage Park bulkhead and removal of the peninsula.
o Added fill, adjusted irrigation, and installed new sod in the “Bowl” area of Anchorage Park.
o Installed new Anchorage Park landscaping under the Bayan trees by Anchorage Drive.
o Installed new sod in both dog parks.
Awarded an athletic field Bermuda turf maintenance contract to STO Landscape Services who
specialize in high quality athletic fields. This improved the quality of the Village’s athletic fields and
eliminated complaints from the public.
Attended weekly Country Club construction meetings, reviewed plans, salvage and surplus of old
Country Club items, improved and painted three (3) bathroom buildings to match the new Club
House, installed a drain pipe for the pool, installed three (3) new irrigation pumps for the golf course.
Master Plan Implementation:
o Worked with Village Manager to draft a Request for Qualifications (RFQ) to hire a consultant
to assist with Master Plan implementation opportunities.
o Accepted a proposal from Engenuity Group, Inc. and completed a topographic survey of
Lighthouse Drive to utilize for Master Planning.
o Communication with Palm Beach County on Prosperity Farms Bridge replacement; and
FDOT on US 1 Bridge replacement to incorporate Master Plan elements.
Accepted a proposal from Tyler Technology to provide software and hardware for inventory and
scanning to make operations more efficient and effective.
Utilized NPBCC Staff over the summer to start a self-assessment utilizing the APWA “Public Works
Management Practices Manual”.
Village of North Palm Beach FY 2019 Adopted Budget Page 153 of 358
Public Works FY 2019
Worked with Village Manager and Directors to create a more realistic 5-year capital improvement
plan; Researched and implemented a new 5-year Vehicle Lease Program.
Hurricane Irma – Public Works First to Respond, Last to Leave…
Strategic Goals and Initiatives
In the coming year, the Public Works Department plans to achieve the following goals and objectives:
Strategic Goal:
Department Goal:
Utilizing the Master Plan, develop project scopes with State, County and Village on upcoming bridge projects,
while still focusing on maintaining or improving the Village’s streets, sidewalks and bridges.
Objectives:
a. US 1 Corridor Feasibility Analysis
b. Prosperity Farms Road Improvements
c. US 1 Bridge Concept Design
d. Lighthouse Bridge Analysis
e. Mill and pave to maintain the Village’s street network
f. Remove Sidewalk Trip Hazards by Remove/Replace and Saw Cut
g. Make Monet Bridge repairs recommended in the annual inspection report
Strategic Goal:
Department Goal:
Utilize budgets efficiently and effectively; seek and secure new revenue streams to fund Village priorities.
Objectives:
a. Complete Stormwater Fee Study and implement if directed
b. Aggressively seek out grant funding
c. Prioritize and make wise expenditures with available funding
Strategic Goal:
Department Goal:
Continue to improve the appearance of all publicly owned property throughout the Village to improve quality of
life for all users.
Objectives:
a. Facility and Park Planning and Maintenance
b. Streetscape and Median Planning and Maintenance
c. Begin East alley wall replacement
Improve Mobility
Financial Sustainability
Beautification and Quality of Life
Village of North Palm Beach FY 2019 Adopted Budget Page 154 of 358
Public Works FY 2019
Strategic Goal:
Department Goal:
Continue ongoing efforts to establish an internal framework of standards and processes intended to
engage and motivate employees to deliver products and services that fulfill internal and external customer
requirements within Village expectations.
Objectives:
a. Continue work on American Public Works Association (APWA) accreditation
b. Draft a Policy and Procedure Manual specific to the Public Works Department
c. Require all Sanitation Staff to obtain CDL licenses and be able to operate all Sanitation vehicles
d. Implement new Tyler Technology (Munis) modules for inventory/scanning and Sanitation annual billing
e. Complete all major projects on time and within budget to a high level of customer satisfaction
f. Establish and implement a Department safety program
g. Ensure all MS4 NPDES permit requirements are met in a timely fashion
Performance / Workload Measures
Performance
Measure
FY 2017
Actual
FY 2018
Projected
FY 2019
Estimated
Service Work Orders (Facility Dude) 2,224 1,500 1,500
Fuel Consumption (Gallons/Full Fleet) 82,000 108,000 110,000
Paper & Cardboard Recycling (tons) 786 948 933
Glass & Plastic Recycling (tons) 550 612 600
Solid Waste Collection (Tons) 8,496 8,041 8,369
Risk Management Claims 75 60 50
Competitive Solicitations Issued n/a 14 14
Items Sold (govdeals.net) 70 135 50
0
1,000
2,000
3,000
FY 2017
Actual
FY 2018
Projected
FY 2019
Estimated
2,224
1,500 1,500
Service Works Orders
Organizational Excellence
Service Work Orders: The Village
uses a program named Facility Dude for
work orders that is interactive and
allows for work projection and trend
analysis. Numbers decreased this year
after a review of the data and usage.
Village of North Palm Beach FY 2019 Adopted Budget Page 155 of 358
Public Works FY 2019
0
50,000
100,000
150,000
FY 2017
Actual
FY 2018
Projected
FY 2019
Estimated
82,000 108,000 110,000
Fuel Consumption (Gallons)Fuel Consumption: This graph
illustrates fuel usage for the entire
Village fleet and assorted machinery
and equipment. When older vehicles are
replaced they are replaced with more
fuel efficient models.
Glass & Plastic Recycling: This graph
indicates that glass and recycling
collection may have topped out and
efforts should be made to promote more
recycling.
Paper & Cardboard Recycling: This
graph indicates that paper and
cardboard collection may have topped
out and efforts should be made to
promote more recycling.
Solid Waste Collection: This graph
depicts the number of tons of garbage
and trash collected on an annual basis.
There is a dip in FY 2018 but it is
expected to return to the average in the
past.
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 156 of 358
Public Works FY 2019
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 157 of 358
Public Works FY 2019
Budget Summary (Public Works combined)
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $ 3,014,803 $2,785,603 8.23% $ 229,200 $ 2,620,017 $2,588,043
Operating
Advertising 1,250 1,000 25.00% 250 193 189
Conferences & Seminars 3,500 6,750 -48.15% (3,250) 1,099 1,589
Contractual Services 918,175 904,850 1.47% 13,325 838,204 682,516
Employee Relations 1,500 1,000 50.00% 500 129 -
Equipment Rental 9,000 9,050 -0.55% (50) 2,412 956
Gas, Oil & Lubricants 107,050 104,750 2.20% 2,300 89,337 75,021
Licenses & Fees 6,950 7,875 -11.75% (925) 2,075 7,015
Materials & Supplies 461,400 469,000 -1.62% (7,600) 282,264 338,797
Memberships & Dues 2,000 1,150 73.91% 850 1,625 1,001
NPEDS Permitting 15,000 15,000 0.00% - 10,738 10,622
Postage 1,000 400 150.00% 600 164 554
Printing & Binding 525 525 0.00% 0 208 557
Professional Services 30,000 141,800 -78.84% (111,800) 19,915 17,461
Repairs & Maintenance 339,975 459,000 -25.93% (119,025) 188,496 198,671
Solid Waste Disposal 132,000 99,100 33.20% 32,900 123,095 127,948
Travel & Training 22,250 15,050 47.84% 7,200 5,597 2,916
Uniforms 19,250 19,750 -2.53% (500) 19,699 14,869
Utilities 196,300 184,931 6.15% 11,369 194,002 184,974
Other Operating Costs 1,900 1,420 33.80% 480 1,782 351
Total Operating Costs 2,269,025 2,442,401 -7.10% (173,376) 1,781,035 1,666,007
Capital
Total Expenses $ 5,283,828 $ 5,228,004 1.07% $ 55,824 $ 4,406,403 $4,254,050
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 2019 Adopted Budget Page 158 of 358
Public Works FY 2019
Budget Summary (Public Works Administration)
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $ 341,012 $ 316,332 7.80% $ 24,680 $ 131,658 $213,724
Operating
Advertising 250 0 0.00% 250 0 0
Conferences & Seminars 1,500 1,500 0.00% 0 1,099 1,589
Contractual Services 32,000 30,000 6.67% 2,000 49,481 30,395
Employee Relations 1,500 1,000 50.00% 500 129 0
Licenses & Fees 0 0 0.00% 0 0 6,715
Materials & Supplies 4,750 4,525 4.97% 225 13,869 3,663
Memberships & Dues 2,000 1,150 73.91% 850 1,625 1,001
Postage 1,000 400 150.00% 600 164 554
Printing & Binding 525 525 0.00% 0 208 557
Professional Services 5,000 5,000 0.00% 0 673 2,770
Travel & Training 4,600 4,150 10.84% 450 1,042 1,876
Uniforms 0 0 0.00% 0 88 0
Utilities 21,290 18,968 12.24% 2,322 19,499 21,337
Other Operating Costs 1,400 995 40.70% 405 1,290 158
Total Operating Costs 75,815 68,213 11.14% 7,602 89,166 70,614
Total Expenses $ 416,827 $ 384,545 8.39% $ 32,282 $ 220,824 $284,338
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 FY19 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel.
Village of North Palm Beach FY 2019 Adopted Budget Page 159 of 358
Public Works FY 2019
Budget Summary (Facility Services)
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $350,568 $ 341,669 2.60% $ 8,899 $ 333,039 $312,503
Operating
Conferences & Seminars 0 1,500 -100.00% (1,500) 0 0
Contractual Services 170,725 148,000 15.35% 22,725 133,390 121,397
Professional Services 25,000 0 0.00% 25,000 200 7,095
Equipment Rental 1,500 1,550 -3.23% (50) 0 54
Gas, Oil & Lubricants 8,250 8,250 0.00% 0 7,593 6,651
Licenses & Fees 5,150 5,150 0.00% 0 1,648 75
Materials & Supplies 36,200 41,125 -11.98% (4,925) 9,306 34,451
Repairs & Maintenance 209,225 187,250 11.74% 21,975 72,158 103,407
Solid Waste Disposal 32,000 27,000 18.52% 5,000 22,193 23,165
Travel & Training 1,000 2,300 -56.52% (1,300) 0 0
Uniforms 2,500 2,500 0.00% 0 2,570 1,982
Other Operating Costs 500 225 122.22% 275 458 193
Total Operating Costs 492,050 424,850 15.82% 67,200 249,515 298,469
Total Expenses $ 842,618 $ 766,519 9.93% $ 76,099 $ 582,554 $610,972
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 FY19 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel and negotiated increases for FPE-eligible employees as negotiated in their collective
bargaining agreement;
Increased cost for contractual services for janitorial services;
Increased cost for professional services for architectural consulting services; and
Increased cost for repairs and maintenance for exterminating of Village facilities.
Village of North Palm Beach FY 2019 Adopted Budget Page 160 of 358
Public Works FY 2019
Budget Summary (Vehicle Maintenance)
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $ 289,572 $ 267,662 8.19% $ 21,910 $ 259,868 $229,216
Operating
Conferences & Seminars 0 1,250 -100.00% (1,250) 0 0
Contractual Services 4,350 4,350 0.00% 0 3,395 2,366
Gas, Oil & Lubricants 2,500 1,500 66.67% 1,000 551 1,359
Licenses & Fees 1,800 725 148.28% 1,075 427 225
Materials & Supplies 199,000 196,800 1.12% 2,200 170,371 181,971
Repairs & Maintenance 25,000 63,000 -60.32% (38,000) 41,009 30,507
Travel & Training 1,550 2,750 -43.64% (1,200) 3,374 0
Uniforms 2,250 2,250 0.00% 0 1,831 2,082
Utilities 320 325 -1.54% (5) 347 252
Other Operating Costs 0 0 0.00% 0 (0) 0
Total Operating Costs 236,770 272,950 -13.26% (36,180) 221,306 218,761
Total Expenses $ 526,342 $ 540,612 -2.64% $ (14,270) $ 486,526 $447,977
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily due to a decrease in cost for maintaining the Village’s fleet as a
result of the vehicle leasing program.
Village of North Palm Beach FY 2019 Adopted Budget Page 161 of 358
Public Works FY 2019
Budget Summary (Sanitation)
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $ 1,508,363 $1,378,335 9.43% $ 130,028 $1,450,919 $1,404,229
Operating
Conferences & Seminars 2,000 1,250 60.00% 750 0 0
Contractual Services 0 2,500 -100.00% (2,500) 2,410 11,808
Gas, Oil & Lubricants 86,300 85,000 1.53% 1,300 75,172 61,586
Materials & Supplies 14,500 10,950 32.42% 3,550 7,915 15,170
Repairs & Maintenance 12,000 40,000 -70.00% (28,000) 28,408 0
Solid Waste Disposal 100,000 72,100 38.70% 27,900 100,903 104,783
Travel & Training 13,100 2,050 539.02% 11,050 1,156 0
Uniforms 11,000 10,000 10.00% 1,000 12,089 8,347
Other Operating Costs 0 100 -100.00% (100) 28 0
Total Operating Costs 238,900 223,950 6.68% 14,950 228,080 201,695
Total Expenses $ 1,747,263 $ 1,602,285 9.05% $ 144,978 $1,678,999 $1,605,924
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and operating costs. The FY19 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel and negotiated increases for FPE-eligible employees as negotiated in their collective
bargaining agreements;
A personnel expenditure increase reflecting two (2) additional part-time Sanitation Collectors;
An increase in waste disposal costs; and
An increase in training to allow for staff to obtain Commercial Drivers Licenses (CDL’s).
Village of North Palm Beach FY 2019 Adopted Budget Page 162 of 358
Public Works FY 2019
Budget Summary (Streets and Grounds Maintenance)
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $525,288 $481,605 9.07% $43,683 $444,534 $ 428,372
Operating
Advertising 1,000 1,000 0.00% 0 193 189
Conferences & Seminars 0 1,250 -100.00% (1,250) 0 0
Contractual Services 711,100 720,000 -1.24% (8,900) 649,529 516,550
Equipment Rental 7,500 7,500 0.00% 0 2,412 902
Gas, Oil & Lubricants 10,000 10,000 0.00% 0 6,021 5,425
Licenses & Fees 0 2,000 -100.00% (2,000) 0 0
Materials & Supplies 206,950 215,600 -4.01% (8,650) 80,803 103,543
NPEDS Permitting 15,000 15,000 0.00% 0 10,738 10,622
Professional Services 0 136,800 -100.00% (136,800) 19,042 7,596
Repairs & Maintenance 93,750 168,750 -44.44% (75,000) 46,920 64,757
Travel & Training 2,000 3,800 -47.37% (1,800) 25 1,040
Uniforms 3,500 5,000 -30.00% (1,500) 3,121 2,457
Utilities 174,690 165,638 5.46% 9,052 174,156 163,386
Other Operating Costs 0 100 -100.00% (100) 6 0
Total Operating Costs 1,225,490 1,452,438 -15.63% (226,948) 992,967 876,467
Total Expenses $1,750,778 $1,934,043 -9.48% $ (183,265) $1,437,501 $ 1,304,839
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily due to the change in budgeting for capital projects. The
professional and contractual service costs associated with capital projects are now budgeted in the five-year
CIP plan as a project related cost.
Village of North Palm Beach FY 2019 Adopted Budget Page 163 of 358
Summary FY 2019 FY 2018 Change
Full-Time 15 14 +1
Part-Time 1 1 No Change
Director of
Community
Development
1 FT
Village Planner
1 FT
Planner
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
2 FT (+1 FT)
Zoning Compliance
Officer
1 FT
Administrative
Coordinator
1 FT
Administrative
Assistant
1 PT
Community Development FY 2019
The personnel change in this Department is being made to provide a greater level of
customer service in Code Enforcement
Village of North Palm Beach FY 2019 Adopted Budget Page 164 of 358
Community Development FY 2019
Mission Statement
It is the mission of the Community Development Department to work in partnership with residents and local
businesses to promote a more sustainable community, maintain the community’s overall appearance, and
preserve the “small town feeling.”
Service Levels Narrative
The Community Development Department (CDD) is a full-service department consisting of three (3)
divisions responsible for planning, zoning, code compliance, building applications and permits, inspections,
business tax receipts, and contractor registrations.
Administration Division
The Director of Community Development oversees and supervises the Planning/Zoning, Building, and
Code/Zoning Compliance Divisions.
The Administrative Coordinator assists the Director and all Divisions in providing and facilitating
communications with residents and businesses that interact with CDD. Correspondence, Board minutes,
payroll and invoices, and administrative tasks are channeled through this position to ensure consistency and
timeliness. The 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. The Division implements the
Comprehensive Plan and ensures compliance of proposed improvements with the land development
regulations (zoning) and any other state or local required amendments. Additionally, the Planning & Zoning
Division is responsible for records management of all zoning related approvals and provides support to the
Village Council, Planning Commission, Zoning Board of Adjustment and Construction Board of Adjustment
and Appeals.
The Village Planner is responsible for managing approval processes, as well as processing applications for
Certificates of Appropriateness, new development, redevelopment, Village projects, and future annexations.
These applications types include site plan approvals, re-zoning, annexation, comprehensive plan
amendments and the review of building permits for consistency with the land development code and
previous board approvals. The Planner position assists the Village Planner with the Planner-on-Call duties
as well as zoning & building permit application review.
In FY 2018, the Planning & Zoning Division processed Twenty (20) Certificates of Appropriateness, the
Village’s Comprehensive Plan EAR Text Amendments, and assisted in the review and processing of three
(3) amendments to the Village Code of Ordinances. In addition, the Planning & Zoning Division prepared
nine (9) text and site-specific agenda items and five (5) workshop items for the Planning Commission and
Board of Adjustments; and sixteen (16) text and site-specific agenda items and five (5) workshop items for
Village Council. Finally, the Planning & Zoning Division reviewed 449 permits for zoning compliance and
issued eighteen (18) Zoning Confirmation Letters as of August 13, 2018.
Village of North Palm Beach FY 2019 Adopted Budget Page 165 of 358
Community Development FY 2019
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 plan
review, records management and scanning.
The License & Permit Supervisor oversees the Permit & License Technicians and directly interfaces with the
Inspectors and Building Official to ensure follow through and completion of inquiries, status requests,
various tasks, and assistance with the front counter to provide a high level of customer service. The Permit &
Licensing Technicians are responsible for customer service in processing and issuing building permits,
scheduling inspections, scanning and maintaining lot files, issuing business tax receipts and contractor
registrations, and preparing the necessary financial reports and daily deposits. Duties also include manning
the phones, records management, and scanning
Code Compliance Division
The Code Compliance Division consists of two (2) full-time Code Compliance Officers (one (1) position
created in this fiscal year due to demands and meeting level of service) and a full-time Zoning Compliance
Officer. The purpose of Code/Zoning Compliance is to maintain the aesthetics and property values for
residential and business properties within the Village. The Zoning/Code Compliance Officers also educate the
public about the importance of obtaining proper permits and hiring licensed contractors for all home and
business improvements.
The Zoning/Code Compliance Officers work in partnership with residents by continuously educating and gaining
voluntary compliance instead of relying on punitive measures. They are responsible for case preparation, evidence
gathering, and presentation of violation cases before the Special Magistrate. Administrative duties include
written correspondence, property ownership, code research, and tracking compliance through ongoing data
management and reporting. The Zoning/Code Compliance Officers also work in collaboration with the Village
Planner and local businesses along the commercial corridors within the Village to assure compliance with zoning
regulations in accordance with planning and zoning policies and procedures.
Personnel Changes
The personnel changes for Fiscal Year 2018/2019 are:
Addition of one (1) full-time Code Compliance Officer
Village of North Palm Beach FY 2019 Adopted Budget Page 166 of 358
Community Development FY 2019
Current Year Accomplishments and New Initiatives
During Fiscal Year 2018/2019, the Community Development Department accomplished a number of projects
including the following:
Adoption of an Ordinance establishing a Zoning in Progress (ZIP) to ensure that developers are aware
of the goals and objectives of the Village’s Master Plan and, to the greatest extent practicable and
feasible, incorporate the Master Plan principles adopted in the ZIP into any new development or
redevelopment applications.
Adoption of the State required Comprehensive Plan Evaluation and Appraisal Report (EAR).
Adoption of an updated Flood Plain Ordinance and conducted community outreach for the new
FEMA flood maps.
Adoption of a Resolution opting into the County’s PACE program.
Adoption of an Ordinance regulating Medical Marijuana Treatment Centers.
Adoption of an Ordinance modifying the Village’s walls & fencing code provisions for public
projects.
Adoption of an Ordinance updating the Village’s housing code provisions
Adoption of an Ordinance codifying the Village’s reasonable accommodation process.
Adoption of amendments to the Water Club PUD Signage and Tower III site plan.
Adoption of amendments to the Crystal Cove Commons CPUD, Site Plan, Landscaping Plan and
Signage Plan.
Council Workshops on proposed revisions to modify the Village’s docks and piers provisions, to
establish an impervious maximum for front yards in the R-1 District, and to establish provisions to
allow for artificial turf.
Prepared the RFQ and worked with Dover, Kohl and Partners to provide consulting services for the
preparation of a form-based/hybrid land development code to implement the Village Master Plan.
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.
Completion of the Local Update of Census Addresses (LUCA).
Collaborated with the Neighborhood Enhancement Team (NET) and in setting code compliance
priorities.
Reduced a considerable amount of backlogged scanning of permit and project records for permanent
electronic retention by utilizing the newly purchased large scale format scanner.
Some initiatives planned for this fiscal year include:
Implementation of the Master Plan Report.
Adoption of a Form-Based/Hybrid code.
Adoption of a Unified Land Development Code (ULDC).
Electronic Zoning Application submittal and review.
Update of the Comprehensive Plan Future Land Use Maps and Zoning District Map.
Continue the digitization of Department records.
Collaboration with the Neighborhood Enhancement Team (NET).
Continue to assess operations and processes for improved efficiencies.
Village of North Palm Beach FY 2019 Adopted Budget Page 167 of 358
Community Development FY 2019
Goals and Objectives
In the coming year, the Community Development Department plans to achieve the following goals and
objectives:
Strategic Goal: All Neighborhoods as Desirable Places to Live
Department Goal:
Safeguard the public health, safety, general welfare and property through consistent application,
voluntary compliance, and education of the Building and Zoning codes.
Objectives:
a. Educate Village residents and commercial owners regarding the importance of obtaining the necessary
building permits and inspections.
b. Collaborate with Police and Fire to exchange information on potential code enforcement or public safety
issues observed within the Village.
c. Maintain Single Family Character
1. Establish regulations for infill single-family that ensure compatibility in the neighborhood, consistent
with the Master Plan.
2. Continue collaborative efforts with the Neighborhood Enhancement Team (NET).
d. Well maintained property
1. Prioritize pro-active enforcement and voluntary code compliance.
2. Evaluate software to create efficiencies for Code Compliance Officers.
Department Goal:
Engage in initiatives to improve the mobility of multi-users along major Village Roadways.
Objectives:
a. U.S. Highway 1 Corridor Feasibility Analysis, consistent with the Master Plan.
b. Prosperity Farms Road improvements, consistent with the Master Plan.
c. U.S. Highway 1 Bridge concept design at Northlake Boulevard intersection.
Strategic Goal: Financial Sustainability
Department Goal:
Engage in initiatives to pursue annexations that are financially beneficial to the Village.
Objective:
a. Assist in the efforts of actively pursuing annexation.
1. Monet Acres
2. Lost Tree Village
continued on next page
Strategic Goal: Improve Mobility
Village of North Palm Beach FY 2019 Adopted Budget Page 168 of 358
Community Development FY 2019
Strategic Goal: Organizational Excellence
Department Goal:
Enhance customer service and implement operational/process efficiencies.
Objectives:
a. Evaluate key work processes.
1. Identify opportunities to engage consultants to supplement Village staff, including landscape architects,
architects, and traffic engineers/planners.
2. Continue evaluating operations and processes, and implementing improved efficiencies.
b. Provide customer service training to frontline personnel.
Strategic Goal: Strong Local Economy
Department Goal:
Implement the Master Plan for business economic development in our commercial corridors and
community development in our neighborhoods.
Objective:
a. Implementation of Master Plan to encourage new businesses and to promote economic development
1. Re-establish the Business Advisory Board.
2. Evaluate the use of a CRA for public improvements, etc. in commercial areas.
3. Revise the Comprehensive Plan and Land Development Regulations to facilitate the implementation
of the Master Plan.
Performance / Workload Measures
continued on next page
Performance Measures
FY 2017
Actual
FY 2018
Projected
FY 2019
Estimated
Number of Inspections 7774 9760 9900
Number of Primary Building Permits
Issued 2309 2350 2400
Number of New Businesses Tax
Receipts issued (BTRs) 111 142 150
Number of Opened Code Enforcement
Cases 108 280 300
Number of Code Enforcement Special
Magistrate Cases 77 250 250
Number of Walk-ins 3030 7350 7400
Village of North Palm Beach FY 2019 Adopted Budget Page 169 of 358
Community Development FY 2019
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 public hearing workshops, agenda
items and permits, it is the goal of the Planning & Zoning Division to develop indicators to capture the
volume of public information provided by the Division (including walk-ins and phone inquiries) to the
community in the next fiscal year. However, the Division is servicing a portion of the walk-in customers
identified in the section below.
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.
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 170 of 358
Community Development FY 2019
Building Permits: Building permits, inspections, and revenues are all anticipated to increase in FY 18 based
on increased residential construction activity and commercial redevelopment. The number listed reflects only
the primary permit issued. No sub permits, certificates of completion, or change of contractor changes are
included in the reporting numbers or graph as was done in years past.
Number of Building Inspections: The total number of building inspections has been increasing due to the
steadily rising demand for residential and commercial redevelopment and, as such, is projected to increase
again next year. The number of required inspections depends on the complexity and size of the construction
project.
Number of Walk in Customers: During this past fiscal year, as indicated by the graph below, the
Department is averaging over 615 walk-ins per month for related services and is experiencing an increase in
activity over previous months. This trend is expected to continue into FY19.
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 171 of 358
Community Development FY 2019
Budget Summary (Community Development combined)
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $ 1,335,371 $1,222,785 9.21% $112,586 $ 940,697 $ 987,991
Operating
Advertising 5,000 5,000 0.00% 0 1,190 802
Periodicals 4,322 4,322 0.00% 0 2,361 547
Charge Card Fees 5,460 5,460 0.00% 0 6,394 5,373
Conferences & Seminars 5,450 4,950 10.10% 500 2,030 1,214
Contractual Services 109,860 97,900 12.22% 11,960 56,219 55,107
Developer Fees 0 0 0.00% 0 10,754 12,531
Gas, Oil & Lubricants 5,250 6,000 -12.50% (750) 2,456 2,580
Materials & Supplies 24,500 24,700 -0.81% (200) 12,739 13,051
Memberships & Dues 5,795 5,315 9.03% 480 2,577 2,629
Postage 3,150 3,150 0.00% 0 2,804 3,470
Printing & Binding 900 900 0.00% 0 637 191
Professional Fees 110,000 145,000 -24.14% (35,000) 112,009 235,852
Repairs & Maintenance 380 630 -39.68% (250) 456 249
Small Business Grant 0 0 0.00% 0 7,500 7,500
Travel & Training 18,775 17,275 8.68% 1,500 7,743 2,373
Uniforms 1,800 1,800 0.00% 0 916 546
Utilities 22,710 22,547 0.72% 163 20,976 19,039
Other Operating Costs 200 200 0.00% 0 299 10
Total Operating Costs 323,552 345,149 -6.26% (21,597) 250,060 363,063
Capital
Computer Hardware &
Software 0 0 0.00% 0 0 3,662
Machinery & Equipment 0 0 0.00% 0 6,295 0
Capital Outlay 0 0 0.00% 0 6,295 3,662
Total Expenses $ 1,658,923 $1,567,934 5.80% $90,989 $1,197,052 $1,354,716
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 2019 Adopted Budget Page 172 of 358
Community Development FY 2019
Budget Summary (Planning & Zoning)
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $ 341,487 $ 337,132 1.29% $ 4,355 $ 226,333 $246,026
Operating
Advertising 5,000 5,000 0.00% 0 1,190 802
Periodicals 750 750 0.00% 0 538 0
Conferences & Seminars 3,200 2,700 18.52% 500 1,235 200
Contractual Services 17,260 13,200 30.76% 4,060 9,983 12,022
Developer Fees 0 0 0.00% 0 10,754 12,531
Gas, Oil & Lubricants 0 0 0.00% 0 28 15
Materials & Supplies 7,100 7,100 0.00% 0 5,530 2,865
Memberships & Dues 3,845 3,410 12.76% 435 1,967 1,759
Postage 150 150 0.00% 0 15 50
Printing & Binding 200 200 0.00% 0 45 56
Professional Services 100,000 125,000 -20.00% (25,000) 65,176 181,168
Small Business Grant 0 0 0.00% 0 7,500 7,500
Travel & Training 9,000 7,500 20.00% 1,500 1,940 746
Uniforms 200 200 0.00% 0 188 305
Utilities 470 1,440 -67.36% (970) 242 631
Other Operating Costs 0 0 0.00% 0 0 0
Total Operating Costs 147,175 166,650 -11.69% (19,475) 106,331 220,651
Capital
Computer Hardware &
Software 0 0 0.00% 0 0 3,662
Capital Outlay 0 0 0.00% 0 0 3,662
Total Expenses $ 488,662 $ 503,782 -3.00% $ (15,120) $ 332,664 $470,339
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily due to the decrease in operating costs:
An overall decrease in professional services as compared to FY 18 which included the one-time cost
for consulting services associated with implementing the Master Plan.
Village of North Palm Beach FY 2019 Adopted Budget Page 173 of 358
Community Development FY 2019
Budget Summary (Building)
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $781,940 $ 756,593 3.35% $ 25,347 $633,328 $636,038
Operating
Periodicals 2,822 2,822 0.00% 0 1,823 547
Charge Card Fees 5,460 5,460 0.00% 0 6,394 5,373
Conferences & Seminars 1,350 1,350 0.00% 0 580 1,014
Contractual Services 70,500 66,700 5.70% 3,800 36,759 31,931
Gas, Oil & Lubricants 3,000 3,000 0.00% 0 1,530 1,424
Materials & Supplies 13,400 14,600 -8.22% (1,200) 5,707 9,397
Memberships & Dues 1,480 1,435 3.14% 45 365 795
Postage 3,000 3,000 0.00% 0 2,789 3,420
Printing & Binding 500 500 0.00% 0 260 136
Professional Services 10,000 20,000 -50.00% (10,000) 43,808 54,684
Repairs & Maintenance 380 430 -11.63% (50) 438 195
Travel & Training 8,475 8,475 0.00% 0 4,474 1,438
Uniforms 1,000 1,000 0.00% 0 423 167
Utilities 21,370 20,416 4.67% 954 19,962 17,338
Other Operating Costs 200 200 0.00% 0 299 0
Total Operating Costs 142,937 149,388 -4.32% (6,451) 125,612 127,858
Capital
Machinery & Equipment 0 0 0.00% 0 6,295 0
Capital Outlay 0 0 0.00% 0 6,295 0
Total Expenses $924,877 $ 905,981 2.09% $ 18,896 $765,234 $763,896
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to the increase in personnel costs:
An increase in budgeted salary and benefits for a newly hired employee.
Village of North Palm Beach FY 2019 Adopted Budget Page 174 of 358
Community Development FY 2019
Budget Summary (Code Compliance)
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $211,944 $ 129,060 64.22% $ 82,884 $ 81,037 $105,927
Operating
Periodicals 750 750 0.00% 0 0 0
Conferences & Seminars 900 900 0.00% 0 215 0
Contractual Services 22,100 18,000 22.78% 4,100 9,476 11,153
Gas, Oil & Lubricants 2,250 3,000 -25.00% (750) 898 1,140
Materials & Supplies 4,000 3,000 33.33% 1,000 1,503 789
Memberships & Dues 470 470 0.00% 0 245 75
Postage 0 0 0.00% 0 0 0
Printing & Binding 200 200 0.00% 0 331 0
Professional Services 0 0 0.00% 0 3,025 0
Repairs & Maintenance 0 200 -100.00% (200) 18 54
Travel & Training 1,300 1,300 0.00% 0 1,328 189
Uniforms 600 600 0.00% 0 305 74
Utilities 870 691 25.90% 179 772 1,070
Other Operating Costs 0 0 0.00% 0 0 10
Total Operating Costs 33,440 29,111 14.87% 4,329 18,117 14,554
Total Expenses $245,384 $ 158,171 55.14% $ 87,213 $ 99,154 $120,481
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 FY19 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel and negotiated increases for FPE-eligible employees as negotiated in their collective
bargaining agreements; and
A personnel expenditure increase reflecting one (1) additional full-time Code Officer.
Village of North Palm Beach FY 2019 Adopted Budget Page 175 of 358
Summary FY 2019 FY 2018 Change
Full-Time 7 7 No Change
Part-Time 7 7 No Change
Director of
Library
1 FT
Youth
Services
Librarian
1 FT
Senior Library
Assistant
1 FT
Library Clerk
2 PT (+1 PT)
Circulation &
Information
Access Services
Senior Library
Assistant
1 FT
Library
Assistant
1 FT
Library Clerk
5 PT
Technical
Services
Senior Library
Assistant
1 FT
Library Clerk
0 PT (-1 PT)
Administrative Coordinator 1 FT (+1 FT)
Administrative Assistant 0 FT (-1 FT)
Library FY 2019
The personnel changes in this
department provide for better
customer service and a
restructuring of employee work
duties.
Village of North Palm Beach FY 2019 Adopted Budget Page 176 of 358
Library FY 2019
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 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 local history & archives, a reading area, and a computer lab.
Currently the library is staffed with one (1) Director of Library, one (1) Librarian, three (3) Senior Library
Assistants, one (1) Library Assistant, one (1) Administrative Coordinator, and seven (7) part-time Library
Clerks. The Director and Librarian each have a Master’s degree in Library Science. The Library consists of
three (3) departments: Technical Services, which orders, receives, prepares and catalogs materials for
lending; Access Services, which issues library cards, checks in and out books, provides readers advisory,
helps with downloading e-books and audiobooks, and processes requests for items not in our collection; and
Youth Services, which conducts activities for children and families and hosts weekly class visits from local
schools.
Services are available seven (7) days a week, sixty (60) hours per week, and many resources such as Rosetta
Stone language learning software, Heritage Quest, World Vital Records, and Overdrive ebooks and
audiobooks are accessible 24/7 through the Library’s website.
The Library’s collection includes 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, ebooks and audiobooks, and e-readers containing bestsellers and classics.
The computer lab provides access to fourteen (14) Internet computers and offers printing, photocopying,
scanning, and faxing services. Microsoft Office is installed on the computers and patrons have in-house
access to Ancestry Genealogy and ABCmouse. Wi-Fi is available for free throughout the building.
The newly renovated children’s department contains play areas and reading corners, soft seating, a large
screen TV for gaming and movies, two (2) kid-friendly computer stations with educational software, eight
(8) laptops, and toys, games and puzzles. The teen room boasts a laptop bar, soft seating, and a large screen
TV for gaming and movies.
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. For Fiscal Year 2018/2019, the Friends gifted
$11,000 to the library.
Personnel Changes
The personnel/title changes for Fiscal Year 2018/2019 are:
Addition of one (1) full-time Administrative Coordinator position / Deletion of one (1) full-time
Administrative Assistant position
Village of North Palm Beach FY 2019 Adopted Budget Page 177 of 358
Library FY 2019
Current Year Accomplishments and New Initiatives
During Fiscal Year 2017/2018, the Library achieved the following new initiatives and goals for
improvement:
Youth Services
Expanded storytime offerings to include children of varying age groups from birth to age five to address
the different developmental stages of children.
Added more toys, games and puzzles for children to play with and to use during programs.
Planned and implemented successful Solar Eclipse party for 440 people of all ages.
Expanded relationship with The Conservatory School by hosting weekly visits and issuing memberships
to every Pre-K through fifth grade student without a library card.
Hosted afterhours TCS middle school dance for 92 students.
Renovated former computer lab into new children’s and teen space, replete with play areas and reading
corners, soft seating, new shelving, a laptop bar, two (2) large screen TVs for gaming and movies, two
(2) kid-friendly computer stations with educational software, eight (8) laptops, and toys, games and
puzzles.
Coordinated with Home Depot to sponsor crafts at the Santa’s Trolley rides in December.
Participated in pilot YOUmedia program to introduce teenagers to new technology-related skills such as
coding, music production, photography and video editing, podcasting and robotics.
Enacted new policy making all children’s materials fine free.
Increased afterschool programming from two to five days per week.
Increased year-over-year programming attendance by 76%.
Increased number of programs by 75%.
Recruited teen volunteers for Reading Buddies and summer reading.
Participated in a number of Village events including Heritage Day, Veterans Day Ceremony, Santa’s
Trolley Rides, and Tree Lighting.
6171
14191
26235 26983
0
5000
10000
15000
20000
25000
30000
FY15/16 FY16/17
(Actual)
FY17/18
(Projected)
FY18/19
(Estimated)
Total Attendance at Children's
programs by Fiscal Year
Village of North Palm Beach FY 2019 Adopted Budget Page 178 of 358
Library FY 2019
Circulation
Issued 1,081 new library cards through the first eight (8) months of Fiscal Year 2018, resulting in highest
number of cardholders (8,327) since July 2014 when the library had 8,464.
Increased total circulation by 3.4%.
Improved service delivery by implementing new procedures for purchase suggestions, resulting in faster
fulfillment times and better workflow.
Adult Services
Hosted hearing loss group and local camera club meetings/classes.
Relocated adult reading area to opposite side of the library and enlarged it by removing one (1) unit of
shelving and adding more study tables.
Coordinated with Palm Beach Sail & Power Squadron for free boating safety courses.
Coordinated first annual Village Art show with Village Manager’s office.
Increased number of programs by 31%.
Information
Enhanced communication with residents by redesigning website, newsletter, and in-house flyers.
Hosted “Meet the candidates” program in conjunction with Clerk’s office.
Collections
Added ABCmouse for in-house use only.
Relocated local history & archives upstairs for greater visibility and access.
Computer Lab
Relocated computer lab, public copier, printer, and charging station from downstairs to upstairs.
Converted (2) two sit-down computers to stand-up computers.
Upgraded to Comcast high speed internet (150mbps).
Upgraded web-filtering software.
Launched redesign of desktop and shortcut bars on all public PCs, providing for a consistent user
experience across machines.
84899
86745
89722
92000
80000
82000
84000
86000
88000
90000
92000
94000
FY15/16 FY16/17
(Actual)
FY17/18
(Projected)
FY18/19
(Estimated)
Total Circulation by Fiscal Year
Village of North Palm Beach FY 2019 Adopted Budget Page 179 of 358
Library FY 2019
Safety & Security
Added new HD security cameras in Veterans Park.
Replaced downstairs windows and doors with hurricane resistant windows and doors.
Installed new blinds on all library windows.
Installed new LED bulbs in all fixtures.
Replaced flooring in downstairs rear entryway.
The Friends of the Library
Allocated $11,000 to the Library in support of programs and events, including summer reading, and for
any items and materials not covered through the Library’s regular operating budget.
Purchased eight (8) laptops and a laptop charging cart for use in the children’s department.
Expanded Booksale area and replaced signage updating prices and implementing new procedures
concerning book donations.
Grants
Applied for and received State Aid to Libraries grant in the amount of $21,604.
Awards/Recognition
Featured in State Library’s FLYP Forward newsletter (Volume 10, Issue 7) concerning our Solar Eclipse
party.
Conferences
Attended 2017 Florida Public Library Directors Meeting in Tallahassee; 2018 Directors’ Academy &
Florida Library Association Conference in Orlando.
Goals and Objectives
In the coming year, the Library plans to achieve the following goals and objectives:
Strategic Goal:
Beautification & Quality of Life
Department Goal:
Implement services that meet the needs of the community
Objectives:
a. Continue speaker series to complement adult programming and bring interesting subjects to life with
community experts.
b. Continue partnership with The Conservatory School to include library card sign up, regular visits, after
school programs, and volunteer opportunities for teens.
c. Implement additional afterschool activities for teens with a focus on coding, music production,
photography and video editing, podcasting and robotics.
d. Explore adding sign language and music programs for children under two years of age.
e. Prepare plan for outreach services to various organizations and communities in the Village.
f. Evaluate existing space to accommodate increased activity of youth services.
g. Replace existing signage to establish consistent theme and sustain cohesiveness of the library message.
h. Continue participation in community activities such as Heritage Day Parade, Veterans Day Ceremony,
Trolley Rides, Holiday Tree Lighting, Hot Cars & Chili, etc.
Village of North Palm Beach FY 2019 Adopted Budget Page 180 of 358
Library FY 2019
Strategic Goal:
Organizational Excellence
Department Goal:
Continuously improve the way the Library operates
Objectives:
a.Increase Friends of the Library Booksale revenues by implementing new procedures concerning book
donations and focusing on in-house sales.
b.Identify volunteer opportunities and create job titles and descriptions to match library needs.
c.Enhance customer service by adding faxing component to Toshiba staff printer, located at the main
service desk.
d.Continue updating policies and procedures.
e.Replace current ILS (integrated library system) Sirsi with new open source, web-based ILS Koha.
f.Explore options for renovating front lobby entryway.
g.Implement new policies and procedures concerning local history & archives and provide for onboarding
of new Historian.
Performance Measures
As shown by the chart above, total circulation of library materials is projected to rise 3.4% and print
circulation 11.5%. While new library card memberships are expected to remain steady, circulation of ebooks
is projected to rise 7.7% and total program attendance by 81%. By contrast, computer usage has declined
over the years - by 33%, in fact, from FY13 to FY17, but is projected to increase 7% in FY18, due in large
part to moving the lab upstairs, increasing its visibility.
continued on next page
Performance
Measure
FY 2017
Actual
FY 2018
Projected
FY 2019
Estimated
Circulation of Library Materials 86,745 89,722 91,965
Circulation of Print Materials Only
(Books & Magazines) 50,444 56,289 57,696
Circulation of ebooks 3,282 3,535 3,623
New Library Cards Issued 1,682 1,621 1,662
Program Attendance (Total) 17,793 32,266 33,072
Computer usage (Total Sessions) 14,573 15,621 16,089
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 181 of 358
Library FY 2019
What is to account for the rising attendance and circulation 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. Then something amazing happened: dramatic increases occurred in FY17 and FY18, and
it all had to do with the close partnership between the Library and The Conservatory School (TCS).
By signing up TCS students with library cards and having them visit the Library each week to check out
books, and by implementing afterschool activities to include children of all ages, the Library became the go-
to-place in the Village, especially for kids after school.
More adults started visiting too, and not just with their children or grandchildren. Once the children’s
department moved downstairs, accommodations were made to expand the upstairs reading area and provide
for additional study spaces with plenty of elbow room.
Using social media has also helped to increase public awareness, resulting in an increase in new Facebook
Page likes. In FY16 we had fifty-two; in FY17 eighty-two; and already through the first eight (8) months of
FY18, we’ve had seventy-three.
Looking forward, we expect our circulation numbers and program attendance to rise even more over the next
few years. With the addition of a ninth grade at TCS, starting in August 2018, coupled with increases in
other grades, nearly one hundred more students will be enrolled in school next year, which means more
opportunities for the Library. Already, we are looking at ways to better utilize our existing space in order to
provide for better services in a way that benefits everyone.
We now are heading in the right direction with adult programming too. We host many popular activities
such as quilting, knit & crochet, yoga, arts and crafts, rock painting, chess, Great Courses lectures, and local
speakers and authors. We envision the next great challenge in adult services lies in doing community
outreach and meeting people where they live.
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 182 of 358
Library FY 2019
Budget Summary
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $ 675,094 $ 669,017 0.91% $ 6,077 $619,778 $618,270
Operating
Periodicals 500 456 9.65% 44 452 468
Contractual Services 38,500 28,455 35.30% 10,045 29,194 21,863
Library Collections:
Audio Visual Materials 22,000 22,000 0.00% 0 16,646 21,751
Books 39,000 39,000 0.00% 0 41,732 32,377
Electronic Resources 24,000 24,000 0.00% 0 17,473 24,004
Magazines 3,000 3,000 0.00% 0 3,062 2,886
Reference Materials 4,000 4,000 0.00% 0 3,946 5,889
Library Gift Account 0 40,000 -100.00% (40,000) 2,181 5,285
Licenses & Fees 350 1,400 -75.00% (1,050) 1,391 1,258
Materials & Supplies 11,800 11,950 -1.26% (150) 12,343 13,011
Postage 100 755 -86.75% (655) 875 883
Rental 5,200 4,208 23.57% 992 4,111 3,123
Repairs & Maintenance 5,050 0 0.00% 5,050 1,450 659
Conferences & Seminars 640 845 -24.26% (205) 240 996
Memberships & Dues 3,000 3,096 -3.10% (96) 3,257 3,298
Travel & Training 3,306 2,839 16.45% 467 2,242 831
Uniforms 0 0 0.00% 0 0 206
Utilities 19,440 18,616 4.43% 824 20,858 20,915
Other Operating Costs 0 0 0.00% 0 0 0
179,886 204,620 -12.09% (24,734) 161,453 159,703
Total Expenses $ 854,980 $ 873,637 -2.14% $(18,657) $781,231 $777,973
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily due to a change in budgeting for the use of Library gift account
monies.
Village of North Palm Beach FY 2019 Adopted Budget Page 183 of 358
Parks & Recreation FY 2019
Parks / Facilities Manager 1 FT
Tennis
Operations
Pool
Operations
Recreation &
Special Events
Pool Lifeguard 14 PT
Recreation Assistant 4 PT
Recreation
Assistant
5 PT
Director of Parks &
Recreation
1 FT
Summary FY 2019 FY 2018 Change
Full-Time 6 6 No Change
Part-Time 42 42 No Change
Recreation
Supervisor
1 FT
Camp Counselors 9 PT
Recreation Assistant 5 PT
Recreation
Supervisor
2 FT
Athletics
Recreation
Supervisor
1 FT
Recreation
Assistant
4 PT
Administrative
Assistant
1 PT
Village of North Palm Beach FY 2019 Adopted Budget Page 184 of 358
Parks and Recreation FY 2019
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.
North Palm Beach Country Club Tennis Facility – 951 US Highway 1
Features 10 Har-Tru clay lighted tennis courts, pro shop, and a full service clubhouse
Service Levels Narrative
The Parks & Recreation Department offers a wide variety of activities, classes, workshops, and leisure
opportunities for all ages. Classes, workshops, clinics, and lectures are offered throughout the year. Winter,
Spring and Summer Camp programs are conducted for youths 7 – 13 years of age. Activities are also offered
on days the public schools are not in session.
Special Events
The Parks & Recreation Department offers a wide spectrum of special events throughout the year, ranging
from January’s Car Show & Chili Cook-off to the July 4th fireworks to the Holiday activities. The
Department also offers seasonal events as well as activities unique to the Village, such as the annual Heritage
Day, 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 2019 Adopted Budget Page 185 of 358
Parks and Recreation FY 2019
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 Park
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
There are no personnel/title changes for Fiscal Year 2018/2019
Current Year Accomplishments and New Initiatives
During Fiscal Year 2017-2018, the Parks & Recreation Department achieved the following initiatives and goals
for improvement:
Parks & Community Center
Coordinated field usage with Northern Palm Beach County Little League
Increased the number of trips to an average of 3 per month
Applied for and were awarded grants for the jogging trail and the gym lighting at the Community
Center, Anchorage Park Phase #2, the NPBCC Pool and Lakeside Park
Special Events
Increased Fishing Tournament entrants by 5 boats
Village Pool
Offering multiple training classes/lessons through American Red Cross
Extended pool hours to accommodate resident/member requests
Pool renovations are moving forward
Village of North Palm Beach FY 2019 Adopted Budget Page 186 of 358
Parks and Recreation FY 2019
Tennis Facility
7 Ladies Teams
3 Senior Men’s Teams
Increased Stringer Revenue
Bus trip to the Miami Open – Sold out for 5th consecutive year!
Goals and Objectives
Strategic Goal:
Waterways & Recreation
Department Goal:
Enhance and promote all Village Parks and Recreational amenities
Objectives:
a. Coordinate efforts with a consultant to initiate community engagement activities and, as a result,
develop a Parks and Recreation Master Plan.
b. Keep the residents informed throughout the Village through all outlets of the media. (Facebook,
Constant Contact, etc.)
c. Further promote the easy access to information and registration through our new and improved
Village website.
d. Continue to monitor user survey feedback on all facility rentals.
e. Form a community engagement group to evaluate the Youth Sports that are offered within the
Village.
f. Create a community engagement group to evaluate Recreation programming offered.
g. Review Summer Camp policies/protocols and training.
h. Oversee the Anchorage Park Master plan development and implementation.
i. Work in unison with the Public Works Department to create a neighborhood outreach program in
regards to sidewalk/tree conflicts throughout the Village
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
Village of North Palm Beach FY 2019 Adopted Budget Page 187 of 358
Parks and Recreation FY 2019
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.
Performance / Workload Measures
Performance
Measure
FY 2016
Actual
FY 2017
Projected
FY 2018
Estimated
Daily usage memberships 125 – Pool
205 - Tennis
89 – Pool
210 - Tennis
50 – Pool
210 - 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.
2014 2015 2016 2017 2018
Soccer 250 250 250 225 225
Basketball 360 405 425 425 410
Flag Football 200 210 220 225 225
Totals 810 865 895 875 860
Village of North Palm Beach FY 2019 Adopted Budget Page 188 of 358
Parks and Recreation FY 2019
Tennis Operation
$‐
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Budget
Revene $404,540 $451,010 $481,350 $468,150
Expense $424,151 $442,601 $565,855 $558,174
Revene
Expense
Pool Operation
$‐
$50,000
$100,000
$150,000
$200,000
$250,000
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Budget
Revene $101,364 $105,876 $93,000 $94,000
Expense $212,351 $244,557 $194,796 $164,929
Revene
Expense
Village of North Palm Beach FY 2019 Adopted Budget Page 189 of 358
Parks and Recreation FY 2019
Budget Summary (Parks and Recreation combined)
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $1,196,808 $1,214,434 -1.45% $ (17,626) $ 940,037 $ 854,696
Operating
Advertising 1,750 1,500 16.67% 250 767 182
Charge Card Fee 14,796 16,118 -8.20% (1,322) 13,860 12,598
Conferences & Seminars 1,250 1,250 0.00% - 332 -
Contractual Services 9,500 9,000 5.56% 500 7,860 7,630
Equipment Rental 500 500 0.00% 0 0 0
Gas, Oil & Lubricants 3,330 3,600 -7.50% (270) 3,784 4,183
Licenses & Fees 275 275 0.00% - 250 250
Materials & Supplies 127,102 126,550 0.44% 552 72,199 74,528
Memberships & Dues 1,550 1,550 0.00% - 305 785
Merchandise 3,500 4,000 -12.50% (500) 5,104 6,057
Postage 800 800 0.00% - 576 375
Printing & Binding 750 750 0.00% - 249 410
Professional Services 107,000 57,000 87.72% 50,000 57,000 49,125
Program Expense 175,500 169,500 3.54% 6,000 414,155 381,877
Repairs & Maintenance 34,000 81,000 -58.02% (47,000) 32,100 34,674
Special Events 104,000 104,000 0.00% 0 91,712 92,538
Travel & Training 3,900 2,900 34.48% 1,000 1,180 52
Uniforms 4,050 4,000 1.25% 50 2,146 2,456
Utilities 172,260 160,252 7.49% 12,008 160,299 145,619
Other Operating Costs 100 5,800 -98.28% (5,700) 6,699 2,121
Total Operating Costs 765,913 750,345 2.07% 15,568 870,578 815,461
Total Expenses $1,962,721 $1,964,779 -0.10% $ (2,058) $1,810,615 $1,670,156
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 2019 Adopted Budget Page 190 of 358
Parks and Recreation FY 2019
Budget Summary (Recreation and Special Events)
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $706,240 $ 724,230 -2.48% $ (17,990) $ 692,347 $ 626,300
Operating
Advertising 750 500 50.00% 250 595 0
Charge Card Fee 3,646 4,218 -13.56% (572) 5,288 4,710
Conferences & Seminars 1,250 1,250 0.00% 0 332 0
Contractual Services 9,500 9,000 5.56% 500 7,596 7,630
Gas, Oil & Lubricants 3,330 3,600 -7.50% (270) 3,784 4,183
Materials & Supplies 62,292 58,650 6.21% 3,642 22,372 20,654
Memberships & Dues 1,200 1,200 0.00% 0 270 585
Postage 600 600 0.00% 0 576 288
Printing & Binding 250 250 0.00% 0 0 0
Professional Services 65,000 15,000 333.33% 50,000 15,000 13,125
Program Expense 158,500 154,500 2.59% 4,000 170,476 168,591
Repairs & Maintenance 20,000 28,000 -28.57% (8,000) 19,121 11,536
Special Events 101,000 101,000 0.00% 0 90,065 90,669
Travel & Training 1,900 1,900 0.00% 0 560 25
Uniforms 1,800 1,750 2.86% 50 292 1,081
Utilities 102,260 92,680 10.34% 9,580 88,086 84,180
Other Operating Costs 100 5,800 -98.28% (5,700) 6,699 96
Total Operating Costs 533,378 479,898 11.14% 53,480 431,111 407,354
Capital Outlay 0 0 0.00% 0 0 0
Total Expenses $1,239,618 $ 1,204,128 2.95% $ 35,490 $1,123,458 $1,033,654
Explanation of Increase / (Decrease):
The increase in total expenses is primarily due to an increase in operating costs. The FY19 budget includes:
An increase in professional services relating to a Recreation Master Plan study.
Village of North Palm Beach FY 2019 Adopted Budget Page 191 of 358
Parks and Recreation FY 2019
Budget Summary (Tennis)
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $ 421,214 $ 410,132 2.70% $ 11,082 $ 129,383 $139,530
Operating
Advertising 1,000 1,000 0.00% 0 172 182
Charge Card Fee 10,500 11,000 -4.55% (500) 7,777 7,013
Contractual Services 0 0 0.00% 0 264 0
Equipment Rental 500 500 0.00% 0 0 0
Materials & Supplies 34,910 26,000 34.27% 8,910 15,154 22,501
Memberships & Dues 100 100 0.00% 0 35 0
Postage 200 200 0.00% 0 0 87
Printing & Binding 500 500 0.00% 0 249 410
Professional Services 42,000 42,000 0.00% 0 42,000 36,000
Program Expense 3,000 3,000 0.00% 0 215,802 193,487
Repairs & Maintenance 14,000 49,000 -71.43% (35,000) 10,334 4,165
Special Events 3,000 3,000 0.00% 0 1,647 1,869
Tennis Merchandise 3,500 4,000 -12.50% (500) 5,104 6,057
Uniforms 750 750 0.00% 0 370 385
Utilities 23,000 14,673 56.75% 8,327 14,310 12,464
Other Operating Costs 0 0 0.00% 0 (0) (0)
Total Operating Costs 136,960 155,723 -12.05% (18,763) 313,218 284,621
Total Expenses $ 558,174 $ 565,855 -1.36% $ (7,681) $ 442,601 $424,151
Explanation of Increase / (Decrease):
The decrease in total expenses is primarily due to the decrease in the budgeted amount for court clay
contract.
Village of North Palm Beach FY 2019 Adopted Budget Page 192 of 358
Parks and Recreation FY 2019
Budget Summary (Pool)
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $ 69,354 $ 80,072 -13.39% $ (10,718) $ 118,308 $ 88,865
Operating
Charge Card Fee 650 900 -27.78% (250) 795 874
Licenses & Fees 275 275 0.00% 0 250 250
Materials & Supplies 29,900 41,900 -28.64% (12,000) 34,673 31,372
Memberships & Dues 250 250 0.00% 0 0 200
Program Expense 14,000 12,000 16.67% 2,000 27,877 19,799
Repairs & Maintenance 0 4,000 -100.00% (4,000) 2,645 18,973
Travel & Training 2,000 1,000 100.00% 1,000 620 27
Uniforms 1,500 1,500 0.00% 0 1,485 991
Utilities 47,000 52,899 -11.15% (5,899) 57,904 48,976
Other Operating Costs 0 0 0.00% 0 0 2,025
Total Operating Costs 95,575 114,724 -16.69% (19,149) 126,249 123,486
Total Expenses $ 164,929 $ 194,796 -15.33% $ (29,867) $ 244,557 $212,351
Explanation of Increase / (Decrease):
The decrease in total expenses is a combination of personnel and operating costs due to the assumption that
the pool will be closed during a portion of the year to allow for renovations.
Village of North Palm Beach FY 2019 Adopted Budget Page 193 of 358
Reserves and Other FY 2019
Mission Statement
This Division of the General Fund is for the express purpose of accounting for expenditures that cannot be
directly associated with or easily identified to any other particular department/division. Some of the items
accounted for within this Division include the following:
General Fund Debt Service payments
General Fund Council Contingency/Transfers to other funds
General Fund Property/Casualty & General Liability Insurance allocation
Debt Service
In March 2017, The Village obtained loan financing for the new Country Club Clubhouse project. The
transaction consists of two loans: (1) one tax-exempt loan in an amount not to exceed $8.9 million with an
interest rate of 3.19% and a maturity date of June 1, 2032; and (2) one taxable loan in an amount not to
exceed $6.1 million with an interest rate of 3.78% and a maturity date of June 1, 2025. The tax-exempt loan
is pre-payable without penalty after June 1, 2025.
In addition, The Village plans to enter into a capital lease program for a portion of its fleet in Fiscal Year
2019.
Contingency
In FY 2019, an appropriation of $361,331 has been aside to accommodate unanticipated expenditures.
Transfers
In FY 2019, an appropriation of $405,000 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 FY19 the Village
has once again chosen PRM as the Property/Casualty and General Liability provider.
Village of North Palm Beach FY 2019 Adopted Budget Page 194 of 358
Reserves and Other FY 2019
Budget Summary
FY 2019
Budget
FY 2018
Budget
%
increase /
decrease
$
increase /
decrease
Actual
09/30/17
Actual
09/30/16
Debt Service
$1,431,336 $1,293,101 10.69% $138,235 $ 0 $ 0
Property/General Liability
Insurance
258,077 234,077 10.25% 24,000 257,283 288,419
Reserves/Contingencies/Transfers
Contingency 361,131 0 0.00% 361,131 0 0
Inter-Fund Transfer 405,000 190,799 112.27% 214,201 14,363,587 1,503,750
Professional Services 0 0 0.00% 0 800,430 0
Construction & Major Renovation 0 0 0.00% 0 144,125 0
Other Costs 0 0 0.00% 0 481,097 12,730
Total Reserves, Contingency &
Transfers 766,331 190,799 301.64% 575,532 15,789,239 1,516,480
Total Expenses $2,455,744 $1,717,977 42.94% $737,767 $16,046,522 $1,804,898
Explanation of Increase / (Decrease):
The increase in total expenses is due to the following:
An increase in debt service related to a capital lease program for a portion of the Village’s
fleet;
An increase in the renewal of the Village’s property & general liability insurance as a result of
an increase in property values;
An increase in Council Contingency to address unforeseen expenditures; and
An increase in the inter-fund transfer amount to allow for a transfer of funds to the Village’s
Capital Improvement Plan (CIP) Fund.
Village of North Palm Beach FY 2019 Adopted Budget Page 195 of 358
Charts and Graphs
Village of North Palm Beach FY 2019 Adopted Budget Page 196 of 358
Property Value and Millage Summary FY 2019
Property Value:
FY 2018 Millage Rate $7.3300
FY 2018 Ad-Valorem Proceeds $14,789,868
FY 2018 GROSS Taxable Value $ 2,123,913,004 Increase in GROSS taxable value
$113,427,437 5.34%
FY 2019 GROSS Taxable Value $ 2,237,340,441
FY 2019 BUDGETARY Taxable Value (95%) $ 2,125,473,419
FY 2019 Rolled Back Rate $6.9710
Millage Table:
MIL Amount
1.00 MIL $ 2,125,473
.75 MIL $ 1,594,105
.60 MIL $ 1,275,284
.55 MIL $ 1,169,010
.50 MIL $ 1,062,737
.40 MIL $ 850,189
.35 MIL $ 743,916
.30 MIL $ 637,642
.25 MIL $ 531,368
.20 MIL $ 425,095
.10 MIL $ 212,547
Millage Options:
Calculations for selection of millage rate:
Millage
Rate Ad-Valorem
$
Increase /
(Decrease)
over 2018
Ad-Valorem
%
increase /
(decrease)
over
FY 2018
Millage Rate
%
increase /
(decrease) over
FY 2019 RBR
Retain FY 2018 Millage Rate 7.3300 $15,579,720 $ 789,852 0.00% 5.15%
FY 2019 Rolled Back Rate 6.9710 $14,816,675 $ 26,807 -4.90% 0.00%
Millage Rate Required to retain FY 2018
Ad-Valorem 6.9584 $14,789,868 $ 0 -5.07% -0.18%
FY 2019 Majority Vote Rate 7.5024 $15,946,152 $ 1,156,284 2.35% 7.62%
FY 2019 Two-Thirds Vote Rate 8.2526 $17,540,682 $ 2,750,814 12.59% 18.38%
Statutory Maximum 10.0000 $21,254,734 $ 6,464,866 36.43% 43.45%
Council's Adopted Rate 7.5000 $ 15,941,051 $ 1,151,182 2.32% 7.59%
Village of North Palm Beach FY 2019 Adopted Budget Page 197 of 358
Ad-Valorem, Assessed Value, Millage and Budget FY 2019
Fiscal Year 2002-2019 presented below:
Fiscal
Year
Assessed
Value
Taxable
Valuation
Millage
Rate
Total
Taxes
Total
Budget
Total
Budget %
Increase /
(Decrease)
over Prior
Year
Total
Taxes as
% of
Total
Budget
Total
Budget
as % of
Assessed
Value
2002
992,018,426
942,417,505
5.6000
5,277,538
12,986,918 -6.89% 40.64% 1.31%
2003
1,137,570,526
1,080,692,000
5.8000
6,268,014
13,565,749 4.46% 46.20% 1.19%
2004
1,297,803,114
1,232,912,958
6.8000
8,383,808
13,741,933 1.30% 61.01% 1.06%
2005
1,438,036,209
1,366,134,399
7.2700
9,931,797
15,591,492 13.46% 63.70% 1.08%
2006
1,667,949,738
1,584,552,251
6.8000
10,774,955
18,038,400 15.69% 59.73% 1.08%
2007
1,999,331,298
1,899,364,733
6.3000
11,965,998
19,438,633 7.76% 61.56% 0.97%
2008
2,028,911,987
1,927,466,388
6.1000
11,757,545
19,691,948 1.30% 59.71% 0.97%
2009
1,847,845,205
1,755,452,945
6.6977
11,757,497
19,073,192 -3.14% 61.64% 1.03%
2010
1,673,245,674
1,589,583,390
6.9000
10,968,125
18,056,938 -5.33% 60.74% 1.08%
2011
1,543,308,420
1,466,142,999
6.9723
10,222,389
17,506,072 -3.05% 58.39% 1.13%
2012
1,495,282,994
1,420,518,844
6.9723
9,904,284
17,517,544 0.07% 56.54% 1.17%
2013
1,486,295,612
1,411,980,831
6.9723
9,844,754
17,499,724 -0.10% 56.26% 1.18%
2014
1,527,431,467
1,451,059,894
6.8731
9,973,280
18,614,912 6.37% 53.58% 1.22%
2015
1,609,188,844
1,528,729,402
7.3300
11,205,587
19,863,106 6.71% 56.41% 1.23%
2016
1,726,462,395
1,640,139,275
7.3300
12,022,221
20,524,967 3.33% 58.57% 1.19%
2017
1,848,041,694
1,755,639,609
7.3300
12,868,838
21,328,539 3.92% 60.34% 1.15%
2018
2,123,913,004
2,017,717,354
7.3300
14,789,868
23,482,124 10.10% 62.98% 1.11%
2019 2,237,340,441 2,125,473,419 7.5000 15,941,051 24,977,802 6.37% 63.82% 1.12%
Village of North Palm Beach FY 2019 Adopted Budget Page 198 of 358
Millage Rates and Assessed Valuations FY 2019
Fiscal Year 2013 – 2019 presented below:
Village of North Palm Beach FY 2019 Adopted Budget Page 199 of 358
Fee Schedule
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 200 of 358
General Fund Fee Schedules FY 2019
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
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Village of North Palm Beach FY 2019 Adopted Budget Page 201 of 358
General Fund Fee Schedules FY 2019
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 2019 Adopted Budget Page 202 of 358
General Fund Fee Schedules FY 2019
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 2019 Adopted Budget Page 203 of 358
General Fund Fee Schedules FY 2019
Public Works
Description Fee
Annual Commercial Disposal Fee
(calculated by occupancy category and square foot of building as determined by Solid Waste Authority)
Low Density 0.081
Medium 0.214
High 1.147
Residential Waste Removal Fees
Disposal Fee per cubic yard $4.50
Equipment & Fuel Cost per cubic yard $2.50
Total per cubic yard $7.00
In addition to the charge per cubic yard set forth above, persons who violate the yard waste collection requirements shall also be
assessed for personnel costs (less benefits) in the amount of $18.50 per hour based on the actual time incurred in removing the yard
waste, with a two-hour minimum charge.
Swale Tree Permit No charge
Dumpster lease fees are applicable to Commercial Account customers utilizing Village owned and maintained dumpsters,
customers utilizing Village owned and maintained dumpsters.
1 cubic yards $18/Month
2 cubic yards $20/Month
3 cubic yards $21/Month
4 cubic yards $22/Month
6 cubic yards $25/Month
8 cubic yards $27/Month
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 2019 Adopted Budget Page 204 of 358
General Fund Fee Schedules FY 2019
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 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 2019 Adopted Budget Page 205 of 358
General Fund Fee Schedules FY 2019
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 2019 Adopted Budget Page 206 of 358
General Fund Fee Schedules FY 2019
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
Preliminary or final Plat filing fee * $300.00
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
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Village of North Palm Beach FY 2019 Adopted Budget Page 207 of 358
General Fund Fee Schedules FY 2019
Description Fee
Landscape Permit (which includes up to 2 zoning inspections) $150.00
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
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 208 of 358
General Fund Fee Schedules FY 2019
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
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 209 of 358
General Fund Fee Schedules FY 2019
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
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 210 of 358
General Fund Fee Schedules FY 2019
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
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 211 of 358
General Fund Fee Schedules FY 2019
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"
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 212 of 358
General Fund Fee Schedules FY 2019
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
Non-Domicile Business Registration $ 25.00
Refund of building permit fees:
Refunds requested due to application error or canceling of a permit (All conditions must be met):
1. A maximum of 50% will be refunded.
2. Permit cannot be expired.
3. No-work has occurred or commenced on the project
(Verified by the building inspector and plan review has processed the application).
4. Request must be in writing, addressed to the Building Official.
5. Plan review fees are not subject to refund.
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 213 of 358
Country Club
FY 2019
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 214 of 358
Country Club Organization Chart FY 2019
The Residents
Village Manager
Golf
Operations
Accounting Clerk
1 FT
First Assistant Golf Professional 1 FT
Second Assistant Golf Professional 1 FT (+1 FT)
Outside Service Coordinator 0 FT (-1 FT)
Member Relations Coordinator 1 FT
Sales & Marketing Rep 1 PT
Country Club Attendant 26 PT
Village Council
Summary FY 2019 FY 2018 Change
Full-Time 6 5 +1
Part-Time 27 27 No Change
Head Golf Professional 1 FT (+1 FT)
Director of Golf 0 FT (-1 FT)
General Manager
1 FT (+1 FT)
Administrative
Support
The personnel change
provides for additional
oversight in the Country
Club operation.
Village of North Palm Beach FY 2019 Adopted Budget Page 215 of 358
Country Club FY 2019
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 Operations
In December 2018, the course will reopen its newly landscaped golf course which remains the second public
municipal golf course in the United States to bear the prestigious moniker of a Jack Nicklaus “Signature” Golf
Course. The course was renovated this year to improve playability for differing skill levels by reshaping some
greens and adjusting the location and size of bunkers and included re-grassing the entire course – including the
introduction of Latitude 36 to the tee boxes, fairways and roughs, and extending cart paths to reduce wear on the
facility. The Village’s Nicklaus “Signature” course offers six (6) sets of tees so golfers may challenge the
course in a manner commensurate to their individual game. The course plays up to 7,071 yards at a par 71. A
putting green is located adjacent to hole number one with a pitching/chipping green near hole number 15 for
golfers to perfect their “short game.” Also, a members-only short game area on the north side of the maintenance
facility is available.
The Village of North Palm Beach commenced a project to rebuild the North Palm Beach Country Club
Clubhouse in June 2018. The project was designed by Peacock + Lewis LLC and is under construction through
The Weitz Company as the Village’s Construction Manager with a scheduled date for substantial completion
in August 2019.
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 Country Club facility will be headed by the General Manager who supervises staff and manages contracts
associated with the golf, tennis and pool activities as well as the restaurant and banquet facility. The golf
operation will be led by a full-time Head Golf Professional. In addition to the Head Pro, the golf organization
includes a full-time First Assistant Golf Professional, a full-time Second Assistant Golf Professional, a full-time
Member Relations Coordinator, a part-time Sales and Marketing Representative, and 26 part-time Country
Club Attendants. The operation also employs a full-time Accounting Clerk housed 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 grounds maintenance of the golf course and having
Public Works oversee the clubhouse maintenance has resulted in a more efficient and improved level of
operation.
continued on next page
Village of North Palm Beach FY 2019 Adopted Budget Page 216 of 358
Country Club FY 2019
With the opening of the Water Club development to the north of the club, Village Administration anticipates
new golfers to apply for future memberships. 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 Operations budget reflects funding for additional trees and
sod which supports the “fine tuning” of the golf course as it moves into its twelfth season of play.
Personnel Changes
The personnel/title changes for Fiscal Year 2018/2019 are:
Addition of one (1) full-time General Manager position;
Addition of one (1) full-time Head Golf Professional position / Deletion of one (1) full-time Director of
Golf Position;
Title change: Outside Service Coordinator position title changed to Second Assistant Golf Professional.
Service Levels Narrative – Food & Beverage (F&B) Operation
The Food & Beverage (F&B) Operation will be outsourced in the coming fiscal year. An RFP has been issued
to find a suitable vendor (or vendors) to provide club members and guests 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 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.
Current Year Accomplishments and New Initiatives
During Fiscal Year 2017/2018, the North Palm Beach Country Club achieved the following new initiatives and
goals for improvement:
Hosted two complimentary Member Mixers during the seasonal months with an overwhelmingly
positive response from attendees. The first Member Mixer in early January served as a “welcome back,”
with our second event in March serving as our summer farewell mixer.
Improved programming for Junior Team Golf with access to practice facilities and a particular
emphasis on practicing throughout the week apart from scheduled team practice times.
Improved programming for the adult Get Golf Ready program and implemented summer clinic options
which were previously not offered.
Experienced a very successful Junior Golf and Swim Camp summer program as evidenced by the first
week of camp having record attendance.
Village of North Palm Beach FY 2019 Adopted Budget Page 217 of 358
Country Club FY 2019
Continued to reduce the carbon footprint of the Golf Operation by reducing waste in landfills and
continuing the recycling initiative initially implemented in FY2016.
Assisted in the plans for the new Country Club Clubhouse, including but not limited to the layout of
the proposed golf shop, locker rooms, administrative offices, cart barn, and other pertinent golf and
recreational facilities of the club; provided feedback and advice to Village Administration and Council
pertaining to the golf operations and future projects; and worked closely with the project team
regarding temporary facilities and golfers’ needs prior to, during, and through the end of construction.
Met with the Nicklaus Group and initiated an open dialogue between the architects and agronomists
during the fiscal year in preparation for proposed course projects and renovations.
Hosted a meeting for Council, Golf Advisory Board members, Green’s Committee members, Golf and
IGM staff, and Village Administration to interact with the Nicklaus Group in order 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:
Strategic Goal:
Beautification & Quality of Life
Department Goal:
Continue to enhance the conditions of the course, clubhouse grounds and club offerings to align with
the expectations of a Jack Nicklaus Signature golf facility and to become a destination facility for
traveling golfers and corporate groups.
Objectives:
a. Work closely with a Nicklaus-approved agronomist regarding the current and future needs of the golf
course and facility and utilize their expertise to effectively and efficiently implement a master
renovation plan for the golf course. This plan will enhance the overall playability and aesthetics of the
golf course and driving range facilities. By adding synthetic turf at the north end of the driving range,
it will provide relief to the Bermuda turf on a weekly basis and will improve the overall look and
playability of the public range. The addition of LED lighting will provide a better overall experience
for those practicing at night by making the hitting tee and ball flight more visible.
b. Utilize the current contract with IGM to realize a cost-savings for the Village through the renovation
project while working in conjunction with the Nicklaus group to ensure the project is on schedule and
under budget.
c. Regularly assess the program offerings of the club and adjust programs to meet the needs of the
community. The first Team Golf Elite program at the North Palm Beach Country Club was
implemented in fall 2017 as a stepping stone for juniors interested in playing competitive golf.
d. Host weekly staff meetings with the course Superintendent and golf administrators to discuss ongoing
and upcoming projects and to schedule work priorities, tournaments and activities accordingly.
e. Enhance the appearance and offerings of the golf shop to reflect Village pride and brand awareness,
particularly as it relates to the larger, improved space anticipated in the new Country Club Clubhouse.
Village of North Palm Beach FY 2019 Adopted Budget Page 218 of 358
Country Club FY 2019
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/operational necessities
and requirements prior to, during, and through construction.
b. Foster a transparent and open line of communication with patrons and residents concerning the
progress, subsequent steps, and expected outcomes of the various phases.
Strategic Goal:
Financial Sustainability
Department Goal:
Build a support network of members, guests, employees, and industry professionals to provide valuable
feedback, insight, and ideas to improve the overall Country Club operations for the enjoyment of all
visitors.
Objectives:
a. Evaluate local area courses and communicate with administrative staff in order to gain valuable
information regarding industry trends, maintenance practices, and other golf-related business decisions,
particularly as it pertains to the planned renovations of the course and impacts to the overall operation.
b. Attend the yearly PGA Merchandise show to learn about trends nation-wide and world-wide to help
plan for the future of the North Palm Beach Country Club.
c. Encourage members and guests to participate in the monthly Green’s Committee and Golf Advisory
Board meetings by word of mouth, email communication, and external posts of meeting information.
d. Engage in chapter and national meetings of the Professional Golfers Association of America and
network with local professionals and industry leaders to conceptualize and collaborate on issues
pertinent to the golf industry.
e. Participate in Florida’s Municipal Golf Course Association as a PGA Professional and Administrator
to examine areas of opportunity and gain a better understanding of the threats, opportunities, and trends
affecting the industry in our immediate area. Also, to that end, establish ongoing work relationships
with local area professionals to build a community of clubs, with whom we can partner for future
mutual benefit.
f. Cross-train the current staff at the North Palm Beach Country Club across the various functions of the
golf operation to help alleviate scheduling conflicts, create a more knowledgeable and helpful staff
base and cover for emergencies in short-term situations.
continued on next page
Village of North Palm Beach FY 2019 Adopted Budget Page 219 of 358
Country Club FY 2019
Department Goal:
Develop a master plan for the golf course in conjunction with the 5-year capital plan that outlines and
prioritizes large-scale future projects and associated costs.
Objectives:
a. Implement the “wish list” as envisioned by the Nicklaus Group, Golf Advisory Board, Green’s
Committee, golf staff, and Village Administration in the summer of 2018 with the guidance of a
Nicklaus-approved agronomist and Nicklaus architect(s).
b. Regularly assess the current and future needs of the course, acknowledging it as a “living, breathing
entity” in need of constant care, and provide and plan for the implementation of projects in terms of
both time and financial impacts.
Performance Measures
Performance Measure FY 2017
Actual
FY 2018
Projected
FY 2019
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)
210 339 350
Number of annual golf memberships
(annual & 12 month members) 188 164 185
Number of Junior Golf Memberships 27 14 20
Number of Summer Memberships 56 0 45
Number of Resident Card Holders 147 102 160
Number of Rounds 41,979 25,832 40,000
continued on next page
Village of North Palm Beach FY 2019 Adopted Budget Page 220 of 358
Country Club FY 2019
Golf Memberships: The number of golf members is a good indicator of the golf club’s overall health based on the
fact that 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 help cover operating
expenses throughout the year.
Instructional Programs at the North Palm Beach Country Club: In FY2019 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.
0 50 100 150 200
Annual Golf
Memberships
Junior Golf
Memberships
Summer
Memberships
Resident Card
Holders
FY 19 Estimated FY 18 Projected FY 17 Actual
0
50
100
150
200
250
300
350
400
FY 17 Actual FY 18 Projected FY 19 Estimated
Village of North Palm Beach FY 2019 Adopted Budget Page 221 of 358
Country Club Budget Summary FY 2019
Revenue
FY 2019
Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
9/30/17
Actual
9/30/16
Greens fee/cart rentals/membership fees $2,129,209 $1,742,611 22.18% $386,598 $2,302,642 $2,294,659
Golf Shop revenues 159,400 239,500 -33.44% (80,100) 296,119 326,280
Driving range revenues 300,000 238,524 25.77% 61,476 303,994 322,208
Restaurant revenues 0 0 0.00% 0 32,595 761,378
Interest revenues 10,000 10,000 0.00% 0 10,274 9,230
Sale of Surplus 0 0 0.00% 0 0 145,000
Miscellaneous 6,000 6,000 0.00% 0 11,081 16,048
Appropriated Retained Earnings 275,647 425,770 -35.26% (150,123) 0 0
Total Revenues $2,880,256 $2,662,405 8.18% $217,851 $2,956,706 $3,874,246
Expenses
Personnel Costs 828,298 581,761 42.38% 246,537 649,433 1,213,242
Operating Costs
Golf Course Maintenance 1,163,500 1,149,822 1.19% 13,678 1,137,008 1,124,052
Golf Shop and Range 343,200 421,939 -18.66% (78,739) 418,621 400,670
Food and Beverage 12,314 16,600 -25.82% (4,286) 64,288 456,498
Country Club Administration 13,700 12,200 12.30% 1,500 20,109 246,960
Clubhouse & Grounds 29,000 4,886 493.53% 24,114 118,380 77,274
Insurance & General Liability 46,555 44,038 5.72% 2,517 47,469 51,888
Attorney Fees 10,000 10,000 0.00% 0 4,683 5,898
Capital Outlay
Capital Outlay 0 23,000 -100.00% (23,000) 2,416 19,394
Debt Service
Debt Service 433,689 398,159 8.92% 35,530 398,159 547,724
Reserves
Contingency 0 0 0.00% 0 10,407 0
Total Expenses $2,880,256 $2,662,405 8.18% 217,851 2,870,972 4,143,601
Revenues over (under) expenses $ 0 $ 0 $ 0 85,734 $(268,797)
# Rounds 40,000 25,044 59.72% 14,956 41,979 42,415
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 following assumptions:
In December 2018 the course will re-open with a newly landscaped golf course; and
The substantial completion date for the Clubhouse construction project is August 2019.
Village of North Palm Beach FY 2019 Adopted Budget Page 222 of 358
Country Club Highlights FY 2019
Budget Assumptions:
Golf Course will re-open in December 2018; and
The substantial completion date for the Clubhouse construction project is August 2019.
Number of Memberships 250
Target Number of Rounds 40,000
Personnel Highlights:
*Employee Salaries $ 627,076
*Employee Benefits 201,222
Total Personnel Costs $ 828,298
Operating Highlights:
*Golf Course Maintenance Contract 1,067,719
*Utilities 97,000
*Cost of Golf Merchandise 30,000
*Golf Cart Lease with GPS 140,608
*Materials & Supplies 56,000
*Charge Card Fees 45,000
*Marketing & Advertising 15,000
*Repairs & Maintenance 11,000
*Property/General Liability 46,555
Total Operating Costs $ 1,618,269
Debt Service:
*Golf Course Renovation loan 398,159
*Inter-fund loan from General Fund 35,530
Total Debt Service $ 433,689
Capital Outlay $ 0
Country Club Contingency $ 0
Total Fiscal Year 2018-2019 Country Club Budget $ 2,880,256
Village of North Palm Beach FY 2019 Adopted Budget Page 223 of 358
Revenues
FY 2019
Village of North Palm Beach FY 2019 Adopted Budget Page 224 of 358
Country Club Revenues FY 2019
Total Revenues = $2,880,256
Village of North Palm Beach FY 2019 Adopted Budget Page 225 of 358
Country Club Revenues FY 2019
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 2018/19 Country Club Budget (total budget = $2,880,256). The major source of Country Club
revenues (84.18%) 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 re-open in December 2018
The substantial completion date for the Clubhouse construction project is August 2019
40,000 anticipated rounds
250 memberships
Membership $531,709
Golf Memberships represent 18.46% of total Country Club Revenues and are based on type of membership:
Membership
Type
Number of
Memberships Total Revenue
Resident 120 $290,400
Non-Resident 52 170,042
Business 1 3,484
Junior 20 6,000
Summer 45 28,705
Golf Plus 12 33,078
Total 250 $531,709
continued on next page
Village of North Palm Beach FY 2019 Adopted Budget Page 226 of 358
Country Club Revenues FY 2019
Cart Rental/Walking Fee $731,000
This class of revenue represents 25.38% of the
overall Country Club Revenues. The calculation is
based on the average of the prior two fiscal years.
Driving Range $300,000
Driving Range revenue represents 10.42% of total
Country Club Revenues and is based on the
average of the prior two fiscal years.
Greens Fees $862,000
Greens Fees represent 29.93% of total Country
Club Revenues and are calculated based on
current year average dollar per round multiplied
by anticipated rounds for FY 2019:
Average dollar per round played x
anticipated rounds
($21.55 x 40,000) = $862,000
continued on next page
Village of North Palm Beach FY 2019 Adopted Budget Page 227 of 358
Country Club Revenues FY 2019
Food & Beverage $0
The Clubhouse is under construction and the
substantial completion date is July 31, 2019. The
Food & Beverage operation will be contracted out
to an outside vendor.
Miscellaneous $455,547
Miscellaneous Revenue represents 15.82% of total
Country Club Revenues. Key components include
the following:
Golf Merchandise Sales 45,000
Interest Earnings 10,000
Rental-Golf Clubs 25,000
Golf Lessons 85,000
Appropriated Retained Earnings 275,647
Village of North Palm Beach FY 2019 Adopted Budget Page 228 of 358
Expenses
FY 2019
Village of North Palm Beach FY 2019 Adopted Budget Page 229 of 358
Country Club Expenses FY 2019
Total Expenses = $2,880,256
Village of North Palm Beach FY 2019 Adopted Budget Page 230 of 358
Country Club Expenses FY 2019
This section includes a discussion regarding appropriations for the Village’s FY 2018/19 Country Club
budget (total budget = $2,880,256), 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 2018/19 Country Club budget
was prepared with the following assumptions:
Golf course will re-open in December 2018
The substantial completion date for the Clubhouse construction project is August 2019
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 $828,298
Employee salary and benefits represent 28.76% of the total Country Club Expenses. These costs are
allocated on a per employee basis. Assumptions used in budgeting for the major employee costs are
discussed below:
Salaries:
Performance based merit increases for non-union personnel are budgeted at an average of 4% based on a
0% - 5% scale. Salary increases for FPE union eligible employees are budgeted in accordance with the merit
increases as negotiated in their collective bargaining agreement.
Retirement:
For the purpose of creating the 2018/2019 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%
Health Insurance:
Health insurance is budgeted at the employee level for the cost provided by the insurance carrier based on
type of coverage.
FICA:
This item was budgeted at 7.65% of payroll.
Worker’s Compensation:
This item is budgeted at the employee level for the cost provided by the insurance carrier based on type of
position.
Village of North Palm Beach FY 2019 Adopted Budget Page 231 of 358
Country Club Expenses FY 2019
$600,000
$700,000
$800,000
$900,000
$1,000,000
$1,100,000
$1,200,000
$1,300,000
Expense
2015 Actual $1,090,503
2016 Actual $1,213,242
2017 Actual $649,433
2018 Budget $581,761
2019 Budget $828,298
Operating Costs $1,618,269
Appropriations are budgeted based on past history and the needs of the Club. Operating costs represent
56.18% 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 140,608
Utilities 97,000
Cost of Golf Merchandise 30,000
Materials & Supplies 56,000
Charge Card Fees 45,000
Marketing & Advertising 15,000
Repairs & Maintenance 11,000
Property / General Liability 46,555
Village of North Palm Beach FY 2019 Adopted Budget Page 232 of 358
Country Club Expenses FY 2019
Capital Outlay $0
Capital needs and resource availability are assessed annually through a capital planning process that results
in a five-year capital plan. The five-year capital plan includes:
the cost to furnish and maintain capital facilities and equipment, such as roadways, parks, drainage
systems and other valuable infrastructure
the cost of new and replacement fixed assets, such as vehicles, equipment, hardware/software, etc.
Those items deemed necessary are funded in the respective department’s budget; the remaining items are
deferred to future years. For the FY 2018/19 budget, the Capital Outlay category represents 0% of the
overall Country Club budget.
Debt Service $433,689
Debt service payments are the series of payments of principal and interest required on a debt over the fiscal
year. The FY 2018/19 debt service budget represents 15.06% of the overall Country Club budget. The
Country Club has one loan obligation and one inter-fund loan outstanding.
$300,000
$400,000
$500,000
$600,000
Expense
2015 Actual $533,821
2016 Actual $547,724
2017 Actual $398,159
2018 Budget $398,159
2019 Budget $433,689
Village of North Palm Beach FY 2019 Adopted Budget Page 233 of 358
Country Club Expenses FY 2019
Contingency $0
During the budget process, reserves are set aside to accommodate unanticipated expenditures. For the FY
2018/19 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 2019 Adopted Budget Page 234 of 358
Department Summaries
FY 2019
Village of North Palm Beach FY 2019 Adopted Budget Page 235 of 358
Golf FY 2019
Budget Summary
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $ 596,460 $ 514,323 15.97% $ 82,137 $ 577,880 $ 569,975
Operating
Advertising & Marketing 15,000 30,000 -50.00% (15,000) 10,421 4,693
Periodicals 0 0 0.00% 0 0 78
Charge Card Fee 45,000 45,000 0.00% 0 56,347 54,630
Club Relations 8,000 8,000 0.00% 0 5,854 2,675
Conferences & Seminars 2,500 2,900 -13.79% (400) 1,314 644
Contractual Services 1,249,000 1,276,264 -2.14% (27,264) 1,284,786 1,194,810
Rental-Equipment/Golf Club 7,500 5,600 33.93% 1,900 5,757 9,191
Golf Handicap Expense 4,500 4,200 7.14% 300 4,369 3,733
Lessons 0 0 0.00% 0 18,445 33,596
Materials & Supplies 54,750 25,850 111.80% 28,900 33,457 33,139
Memberships & Dues 1,500 3,200 -53.13% (1,700) 932 1,737
Merchandise 30,000 60,000 -50.00% (30,000) 83,437 99,719
Printing & Binding 3,500 3,250 7.69% 250 912 224
Professional Services 200 200 0.00% 0 3,700 -
Repairs & Maintenance 11,000 23,386 -52.96% (12,386) 13,725 15,335
Special Events / Camps 1,500 1,500 0.00% 0 395 99
Travel 1,200 1,200 0.00% 0 591 1,023
Uniforms & Shoes 4,000 4,000 0.00% 0 5,691 3,879
Utilities 95,500 82,097 16.33% 13,403 143,836 142,793
Other Operating Costs 50 0 0.00% 50 40 0
Total Operating Costs 1,535,700 1,576,647 -2.60% (40,947) 1,674,008 1,601,996
Capital
Machinery & Equipment 0 23,000 -100.00% (23,000) 2,416 19,394
Total Capital 0 23,000 -100.00% (23,000) 2,416 19,394
Debt & Other
Debt Service 433,689 398,159 8.92% 35,530 398,159 398,159
Golf Cart Lease 0 0 0.00% 0 0 149,566
433,689 398,159 8.92% 35,530 398,159 547,724
Total Expenses $ 565,849 $2,512,129 2.14%
53,720 $2,652,463 $2,739,089
Explanation of Increase / (Decrease):
The increase in total expenses is a combination of personnel and debt service costs. The FY 19 budget
includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel and negotiated increases for FPE-eligible employees as negotiated in their collective
bargaining agreements;
A personnel expenditure increase as a result of re-opening the Golf Course in December 2018; and
A debt service increase to reflect the interest only payment for an inter-fund loan from the General
Fund.
Village of North Palm Beach FY 2019 Adopted Budget Page 236 of 358
Golf FY 2019
Membership Fees
FY2019 FY2018 Difference Special Offers or Notes
Resident
Single $2,067.08 $2,255.00 -8% Installment Plans: Pay a
3% Administration Fee Family $3,125.83 $3,410.00 -8%
Non-Resident
Single $2,979.17 $3,250.00 -8% Installment Plans: Pay a
3% Administration Fee Family $3,987.50 $4,350.00 -8%
Golf Plus Resident
(Golf, Tennis & Pool)
Single $2,324.84 $2,527.00 -8% Installment Plans: Pay a
3% Administration Fee Family $3,535.83 $3,820.00 -7%
Golf Plus Non-Resident
(Golf, Tennis & Pool)
Single $3,346.17 $3,617.00 -7% Installment Plans: Pay a
3% Administration Fee Family $4,564.50 $4,927.00 -7%
Touring Professional Single $2,067.08 $2,255.00 -8% Eligibility: Any Current
Touring Professional.
N.P.B Business
Single $2,475.00 $2,700.00 -8% Eligibility: Non-Residents
owning a business or rental
property within the Village. Family $3,483.33 $3,800.00 -8%
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) $649.00 $495.00 31% 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) $1,299.00 $995.00 31%
Family:
(Cart Fees Only) $1,299.00 $995.00 31%
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 2019 Adopted Budget Page 237 of 358
Golf FY 2019
Walk – In Rates
Season Time
18-Hole Rates 9-Hole Rates3
Weekday1
Rate
Weekend2
Rate
Weekday1 Rate Weekend2
Rate
Fall Season
(Oct. 1, 2018 -
Nov. 4, 2018)
Early Morning $65.95 $74.95 $40.00 $45.00
Morning $65.95 $74.95 $40.00 $45.00
Mid-Day $55.95 $64.95 $34.00 $39.00
Twilight* $45.95 $54.95 N/A N/A
Pre-Winter
Season
(Nov. 5, 2018 -
Dec. 9, 2018)
Early Morning $79.95 $89.95 $48.00 $54.00
Morning $79.95 $89.95 $48.00 $54.00
Mid-Day $69.95 $79.95 $42.00 $48.00
Twilight* $54.95 $64.95 N/A N/A
Shoulder Season
(Dec. 10, 2018 -
Jan. 20, 2019)
Early Morning $94.95 $104.95 $57.00 $63.00
Morning $94.95 $104.95 $57.00 $63.00
Mid-Day $84.95 $94.95 $51.00 $57.00
Twilight* $59.95 $69.95 N/A N/A
High Season
(Jan. 21, 2019 -
March 31, 2019)
Early Morning $114.95 $124.95 $69.00 $75.00
Morning $114.95 $124.95 $69.00 $75.00
Mid-Day $99.95 $104.95 $60.00 $63.00
Twilight* $69.95 $79.95 N/A N/A
Spring Season
(Apr. 1, 2019 -
Apr. 30, 2019)
Early Morning $84.95 $94.95 $51.00 $57.00
Morning $84.95 $94.95 $51.00 $57.00
Mid-Day $74.95 $84.95 $45.00 $51.00
Twilight* $54.95 $64.95 N/A N/A
Summer Season
(May 1 2019 –
Sep. 30, 2019)
Early Morning $49.95 $59.95 $30.00 $36.00
Morning $49.95 $59.95 $30.00 $36.00
Mid-Day $45.95 $53.95 $28.00 $34.00
Twilight* $35.95 $39.95 N/A N/A
* Twilight
After 3:00pm October 1, 2018 – November 4, 2018
After 2:00pm November 5, 1018 – March 10, 2019
After 3:00pm March 11, 2019 – September 30, 2019
¹ Weekday = Monday – Thursday
² Weekend = Friday – Sunday & Holidays
³ 9-Hole rates are 60% of 18 hold rates
Village of North Palm Beach FY 2019 Adopted Budget Page 238 of 358
Food and Beverage FY 2019
Budget Summary
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $ 0 $ 0 0.00% $ 0 $ 1,291 $ 575,869
Operating
Advertising / Marketing 0 0 0.00% 0 0 428
Charge Card Fee 0 0 0.00% 0 340 13,232
Contractual Services 0 0 0.00% 0 10,585 25,392
Entertainment 0 0 0.00% 0 2,433 5,462
Rental 0 0 0.00% 0 0 9,626
Gas, Oil & Lubricants 0 0 0.00% 0 0 149
Licenses & Fees 2,314 6,600 -64.94% (4,286) 2,600 3,410
Materials & Supplies 0 0 0.00% 0 0 28,374
Merchandise 0 0 0.00% 0 0 313,029
Repairs & Maintenance 0 0 0.00% 0 463 7,048
Utilities 0 10,000 -100.00% (10,000) 47,867 48,570
Other Operating Costs 10,000 0 0.00% 10,000 0 1,778
Total Operating Costs 12,314 16,600 -25.82% (4,286) 64,288 456,498
Total Expenses $12,314 $ 16,600 -25.82% $ (4,286) $ 65,579 $1,032,367
Explanation of Increase / (Decrease):
The Village of North Palm Beach commenced a project to rebuild the North Palm Beach Country Club
Clubhouse in June 2018. The project is under construction with a scheduled date for substantial completion
of August 2019. The Food & Beverage operation will be contracted out to an outside vendor.
Village of North Palm Beach FY 2019 Adopted Budget Page 239 of 358
Country Club Administration FY 2019
Budget Summary
FY 2019 Budget
FY 2018
Budget
%
increase /
(decrease)
$
increase /
(decrease)
Actual
09/30/17
Actual
09/30/16
Personnel
Total Salary & Benefits $231,838 $67,438 243.78% $ 164,400 $ 70,263 $ 67,398
Operating
Accounting & Auditing 7,000 7,000 0.00% 0 5,847 5,687
Charge Card Fee 0 0 0.00% 0 - -
Contractual Services 0 0 0.00% 0 3,545 72
Rental-Copier 3,200 3,200 0.00% 0 3,147 3,185
Marketing & Advertising 0 0 0.00% 0 - -
Materials & Supplies 1,250 0 0.00% 1,250 3,794 4,263
Memberships & Dues 0 0 0.00% 0 - -
Postage 750 2,000 -62.50% (1,250) 1,149 1,528
Professional Fees 0 0 0.00% 0 - 227,818
Printing & Binding 0 0 0.00% 0 144 415
Repairs & Maintenance 0 0 0.00% 0 - -
Uniforms & Shoes 0 0 0.00% 0 - -
Utilities 1,500 0 0.00% 1,500 2,209 2,225
Legal Fees 10,000 10,000 0.00% 0 4,683 5,898
Other Operating Costs 0 0 0.00% 0 275 1,768
Total Operating Costs 23,700 22,200 6.76% 1,500 24,792 252,858
Debt & Other
Contingency 0 0 0.00% 0 10,407 0
Insurance-Property &
General Liability 46,555 44,038 5.72% 2,517 47,469 51,888
Total Debt & Other 46,555 44,038 5.72% 2,517 57,876 51,888
Total Expenses $302,093 $133,676 125.99% $ 168,417 $ 152,931 $372,144
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 FY 19 budget includes:
An anticipated salary increase of approximately 4% from performance-based merit increases for non-
union personnel; and
A personnel expenditure increase reflecting the addition of one (1) full-time General Manager to
oversee the Country Club Operation.
Village of North Palm Beach FY 2019 Adopted Budget Page 240 of 358
Pay Plan
FY 2019
Village of North Palm Beach FY 2019 Adopted Budget Page 241 of 358
Comprehensive Pay Plan FY 2019
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, 2018. This Pay Plan also provides a summary of employment benefits offered to employees.
Village Administration reviews this Pay Plan annually and makes recommendations regarding the
classifications and pay ranges for all positions to maintain appropriate staffing resources in relation to
competitive market conditions and the needs of the annual Village budget/operating structure.
Pay Plan Summary
Provides for an average 4% performance-based merit increases (0% to 5%) for non-union personnel;
Provides for 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 General Manager position (pay grade 123);
Add one (+1) f/t Code Compliance Officer position (pay grade 109);
Add two (+2) p/t Sanitation Collector positions (pay grade 104);
Add one (+1) p/t Human Resources Analyst position (pay grade 110) / Delete one (-1) p/t HR
Administrative Coordinator position (pay grade 109);
Add two (+2) f/t Administrative Coordinator positions (pay grade 109) / Delete two (-2) f/t
Administrative Assistant positions (pay grade 108);
Title Change Outside Service Coordinator position title changed to Second Assistant Golf Professional
(pay grade 101); and
Add one (+1) f/t Head Golf Professional position (pay grade 119) / Delete one (-1) f/t Director of Golf
position (pay grade 122).
Summary of Personnel Changes
Net Changes for 2018/2019
Fiscal Year Full-time Positions Part-time Positions
2019 151 97
2018 149 95
Net change +2 positions +2 positions
continued on next page
Village of North Palm Beach FY 2019 Adopted Budget Page 242 of 358
Comprehensive Pay Plan FY 2019
Pension
For Fiscal Year 2018/2019, no change is anticipated in annual employer contributions for any of the
Village’s pension plans. 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 23.50% 6%
ICMA-RC Pension Plan 15.00% 3%, 5%, 10% or 15%
Police and Fire Pension Plan 20.00% Fire 5% (*)
Police 4% (*)
(*) 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.
By continuing with the current medical insurance carrier, the Village secured a minimal increase in the cost
of medical insurance for FY 19. Regarding dental insurance, there was no change in the cost either for
employees or for the Village.
continued on next page
Village of North Palm Beach FY 2019 Adopted Budget Page 243 of 358
Comprehensive Pay Plan FY 2019
2019 Insurance Premiums Medical Insurance:
BlueCare HDHP HMO (*) Plan 126/127 Employee Monthly Premium Employer Monthly Premium
Employee Only $0.00 $475.59
Employee + 1 $166.28 $942.20
Employee + Family $217.96 $1,235.16
BlueOptions HDHP PPO (*) Plan 05180/05181 Employee Monthly Premium Employer Monthly Premium
Employee Only $85.10 $482.20
Employee + 1 $195.38 $1,107.10
Employee + Family $256.12 $1,451.32
BlueCare HMO Plan 67 Employee Monthly Premium Employer Monthly Premium
Employee Only $81.36 $461.08
Employee + 1 $193.66 $1,097.38
Employee + Family $253.80 $1,438.24
Dental Insurance:
Humana DHMO Employee Monthly Premium Employer Monthly Premium
Employee Only $0.00 $14.88
Employee + Family $5.74 $37.88
Humana PPO Employee Monthly Premium Employer Monthly Premium
Employee Only $16.90 $14.88
Employee + Family $57.66 $37.88
Vision Insurance:
EyeMed Employee Monthly Premium Employer Monthly Premium
Employee Only $6.67 $0.00
Employee + 1 $12.69 $0.00
Employee + Family $18.62 $0.00
(*) Employees who enroll in high deductible health plans (HDHP) during the 2019 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 2019 Adopted Budget Page 244 of 358
Comprehensive Pay Plan FY 2019
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, 2018. The pay range (grade) of each General Employee
shall remain the same as Fiscal Year 2018/2019. However, a Compensation Study conducted by an outside
vendor was recently completed. The study addressed approximately one-third (1/3rd) of the Village’s
workforce, concentrating primarily on those positions affiliated with the FPE bargaining unit.
Recommended changes are forthcoming and will be implemented pending Council approval. 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. No employee
will be eligible for a merit increase greater or equal to 4.5% without the approval of the Village Manager.
Merit increases are not automatic and are contingent upon receipt of a satisfactory performance evaluation.
Village of North Palm Beach FY 2019 Adopted Budget Page 245 of 358
Comprehensive Pay Plan FY 2019
Employees who are at the maximum or exceed the maximum pay for their classification will not be eligible
for a merit increase in their present Pay Plan classification, but may be eligible for a lump sum performance
payment, as follows:
Exceptional Level II $ 1,200.00
Successful Level I to Exceptional Level I $ 900.00
Development Required to Below Standards $ 0.00
The lump sum payment shall not be included in an employee’s regular base rate of pay and shall not be
carried forward in subsequent years.
SECTION 7. MERIT INCREASES FOR PART-TIME 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 Human Resources Director. Part-time employees shall be eligible for a merit increase upon
receipt of a satisfactory evaluation. Part-time employees who leave Village employment and are
subsequently rehired are not considered to have continuous service and, as a result, are only eligible for a
merit increase annually based upon their rehire date.
Seasonal Employees are employees hired to work for a defined period not to exceed twenty-six (26) weeks
of any twelve (12) month fiscal year. Seasonal employees, who return after working for the entirety of any
scheduled season, will be eligible for a two percent (2%) merit increase at the beginning of the upcoming
season. Those employees who leave employment prior to the end of the season and are later rehired by the
Village will be considered new employees and will not be eligible for a merit increase upon rehire.
SECTION 8. PROMOTIONS, DEMOTIONS, TRANSFERS, AND RECLASSIFICATIONS
In the event of a promotion to a higher pay range (grade), employees will either be placed in the new
position’s pay range (grade) at a base pay level or will receive an increase of 10% of their current salary,
whichever is greater, provided this amount does not exceed the pay range maximum for the new position.
Upon the written recommendation of the Department Director and with the approval of the Village Manager,
employees who are within two (2) months of their existing anniversary / annual review date may receive a
merit increase prior to the implementation of their recommended promotion. Bargaining unit employees
shall receive promotional increases in accordance with their respective collective bargaining agreement,
unless otherwise negotiated.
In the event of an involuntary demotion, employees will be placed in the same relative position for the lower
position grade as they enjoyed in the previous classification, as long as the pay does not decrease more than
10%. For a voluntary demotion to a lower pay range (grade), employees shall be placed in the same relative
position for the lower position grade while having their current pay “frozen” at their current level – with
future pay adjustments being used to “offset” this higher pay level until fully absorbed.
In the event that employees are transferred to positions within the same pay grade, their rate of pay will
remain the same.
Village Administration retains the right to evaluate and, if appropriate, make personnel classification changes
(reclassifications) in support of providing the most cost effective and efficient delivery of services to the
residents of the Village.
Village of North Palm Beach FY 2019 Adopted Budget Page 246 of 358
Comprehensive Pay Plan FY 2019
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 as well as 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.
Sick Leave Incentive Award Program – Regular full-time (non-probationary) general employees who do
not use any sick leave within any continuous (6) six-month period are eligible to earn eight (8) hours annual
leave time as incentive for not using sick leave. Bargaining unit employees shall receive sick leave
incentive(s) in accordance with their respective collective bargaining agreement, unless otherwise negotiated.
Village of North Palm Beach FY 2019 Adopted Budget Page 247 of 358
Comprehensive Pay Plan FY 2019
Certification Incentive - The certification incentive program will continue to provide certification pay for
job-related certifications when recommended by the Department Director and approved by the Village
Manager. Employees are not eligible for certification pay if they hold or are pursuing certifications or
licenses that are required as stated in their current job description. Certification incentive pay will be issued
as follows:
Certifications requiring continuing education $1,000
Certifications with no continuing education (Exam Required) $500
The maximum number of certifications eligible for the certification incentive will be three (3) per employee.
The certification incentive will not be included in the base pay rate, and payment will be prorated based on
the standard pay cycle. Employees whose compensation has reached the pay range maximum will be
ineligible for certification pay above the pay range maximum. For certification requiring renewal or
continuing education, employees must meet the appropriate renewal criteria and provide a copy of the
renewed certificate in order to continue receiving the certification incentive pay. 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 2019 Adopted Budget Page 248 of 358
PT FT Class Title Union Pay
Grade FLSA Hrly Min Hrly Max Annual Min Annual 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 SECOND ASSISTANT GOLF PROFESSIONAL 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$
2 SANITATION COLLECTOR PT NU 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 FIRST ASSISTANT GOLF PROFESSIONAL NU 106 N 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$
21ADMINISTRATIVE 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$
5 ADMINISTRATIVE COORDINATOR NU 109 N 17.46$ 27.94$ 36,323.80$ 58,118.08$
2 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 HUMAN RESOURCES ANALYST NU 110 N 18.51$ 29.62$ 38,503.23$ 61,605.16$
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 & 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 & 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 SR. FIRE INSPECTOR NU 115 N 24.77$ 39.64$ 51,526.00$ 82,441.60$
1 HUMAN RESOURCES 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 HEAD GOLF PROFESSIONAL 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$
(P/T positions shown with F/T annual rate for categorization purposes only)
*All union pay / positions are shown for categorization purposes only and are subject to ratification of Collective Bargaining Agreements
Daily Rate $26.11
VARIES ON CLASS ENROLLMENT
Pay Plan Ranges FY 2019
Village of North Palm Beach FY 2019 Adopted Budget Page 249 of 358
PT FT Class Title Union Pay
Grade FLSA Hrly Min Hrly Max Annual Min Annual Max
(P/T positions shown with F/T annual rate for categorization purposes only)
*All union pay / positions are shown for categorization purposes only and are subject to ratification of Collective Bargaining Agreements
Pay Plan Ranges FY 2019
1 DIRECTOR OF SPECIAL PROJECTS NU 122 E 37.95$ 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 GENERAL MANAGER NU 123 E 40.61$ 64.98$ 84,470.90$ 135,153.43$
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/MEDIC 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$
97 151
* The number of instructors will vary based on class enrollment
Village of North Palm Beach FY 2019 Adopted Budget Page 250 of 358
Five Year Position History FY 2019
Village of North Palm Beach FY 2019 Adopted Budget Page 251 of 358
Village Employees by Function FY 2019
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
General Government
Village Manager
Full-Time 2 2 2 4 4 4
Part-Time 0 0 0 1 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 1 2 2 2 2
Village Clerk
Full-Time 3 3 3 3 3 3
Part-Time 0 0 0 0 0 0
Finance
Full-time 5 7 7 5 6 6
Part-Time 1 0 0 1 0 0
Public Works
Full-time 37 35 34 36 37 37
Part-Time 0 0 0 0 0 2
Police & Fire
Police
Full-time 43 36 36 36 38 38
Part-Time 13 13 13 13 15 15
Fire Rescue
Full-time 24 24 24 24 24 24
Part-Time 0 0 0 0 0 0
Community Development
Full-time 10 11 12 13 14 15
Part-Time 1 0 0 1 1 1
Leisure Services
Library
Full-time 6 7 7 7 7 7
Part-Time 10 9 9 9 7 7
Recreation
Full-time 6 6 6 6 6 6
Part-Time 43 43 43 43 42 42
Other Government - Country Club
Full-time 8 8 8 8 5 6
Part-Time 65 65 65 62 27 27
TOTAL 282 275 276 279 244 248
Village of North Palm Beach FY 2019 Adopted Budget Page 252 of 358
Capital Improvement Plan
FY 2019
Village of North Palm Beach FY 2019 Adopted Budget Page 253 of 358
Capital Improvement Plan FY 2019
INTRODUCTION
Municipal government provides needed and desired services to the public and in order to provide these
services, the Village must furnish and maintain capital facilities and equipment. This is accomplished
through the use of a Capital Improvement Plan (CIP).
The CIP is a five-year projection of future improvements to existing facilities, the acquisition of land and
buildings, construction of new facilities and major equipment purchases. This includes the regular
replacement of equipment such as vehicles and computer hardware/software. The Village Council adopts the
five-year plan as a part of the annual budgeting process. The first year of the plan is the only year for
which funding is authorized. The remaining nine years of the CIP lists the capital projects that will be
done in the future and their estimated cost…funding requirements are identified, but are not
authorized.
The Village of North Palm Beach defines a “capital outlay” as the cost(s) associated with the acquisition of
land, land improvements, buildings, building improvements, construction in progress, machinery and
equipment, vehicles and infrastructure, and other tangible or intangible assets that are used in operations and
that have an initial useful life extending beyond a single reporting period. Capital assets and infrastructure
are capitalized and depreciated as outlined in the capitalization table below:
Capitalization Threshold Table:
Capitalize and Depreciate
Land Capitalize only
Land improvements $25,000
Building $50,000
Building Improvements $50,000
Construction in Progress Capitalize only
Machinery & Equipment $5,000
Vehicle $5,000
Intangible Assets:
Internally Generated Software $100,000
Purchased Software $25,000
Easements $5,000
Other Intangible Assets $100,000
Infrastructure $250,000
The plan places projects in priority order, and schedules the projects for funding and implementation. As
presented, it is a five-year forecast that allows the Village to plan ahead for its new capital and renewal and
replacement needs. Programming capital requirements over time can promote better use of the Village’s
financial resources, reduce costs and assist in the coordination of public and private development. Careful
management of its assets keeps the Village poised for flexible and responsive strategic planning that allows
the Village to proactively prepare the groundwork for capital projects so when funding opportunities arise, a
plan is ready to be implemented. By looking beyond year-to-year budgeting and projecting what, where,
when and how capital investments should be made, capital planning enables the Village to maintain an
effective level of service for the present and future population.
Village of North Palm Beach FY 2019 Adopted Budget Page 254 of 358
Capital Improvement Plan FY 2019
THE CAPITAL IMPROVEMENT PLAN (CIP)
The result of this continuing planning process is the CIP, which is the Village’s five-year roadmap for
creating, maintaining, and funding present and future capital requirements. The CIP serves as a planning
instrument in conjunction with the Village Comprehensive Plan and the Village Council’s Goals to identify
needed capital projects and coordinate the financing and timing of improvements in a way that maximizes
the return to the public. It provides a planned systematic approach to utilizing the Village financial resources
in the most responsive and efficient manner to meet its service and facility needs. It serves as the “blueprint”
for the future of the community and is a management and planning tool.
The underlying strategy of the CIP is to plan for capital expenditures necessary for the safe and efficient
provision of public services in accordance with Village policies and objectives adopted in the Village’s
Comprehensive Plan. It involves conducting needs assessments and allowing for flexibility to take
advantage of opportunities for capital investment. Capital planning decisions are made based on an analysis
of each project which includes: cost versus benefits, capital renewal strategies, repair-versus-replacement
costs and new service demands. A critical element of a balanced CIP is the provision of funds to both
preserve or enhance existing facilities and provide new assets to respond to changing service needs.
While the program serves as the long range plan, it is reviewed and revised annually in conjunction with the
budget. Projects and their scopes are subject to change as the needs of the community become more defined
and projects move closer to final implementation. Priorities may be changed due to funding opportunities or
circumstances that cause a more rapid deterioration of an asset. Projects may be revised for significant
costing variances.
The adoption of the CIP is neither a commitment to a particular project nor a limitation to a particular cost.
As a basic tool for scheduling anticipated capital projects, it is a key element in planning and controlling
future capital financing. When adopted, the CIP provides the framework for the Village’s management team
and the Village Council with respect to investment planning, project planning and managing any debt.
CIP REVIEW
The Village Manager is responsible for reviewing capital project requests and providing recommendations to
the Village Council. Each department submits requests for its capital funding requirements to the Village
Manager. These requests could be for something as minor as the purchase of a piece of equipment to the
complete rebuild/new installation of a piece of infrastructure.
The Village Manager, along with the Finance Director and Department Head, conduct an in-depth analysis of
the impact of the CIP on cash flow and financial obligations, as well as the Village’s ability to finance,
process, design and ultimately maintain projects. The fiscal impact for each individual project (including
future maintenance and replacement costs), is also analyzed. The overall goal is to develop CIP
recommendations that:
Preserve the past, by investing in the continued upgrade of Village assets and infrastructure;
Protect the present with improvements to Village facilities and infrastructure;
Plan for the future.
Village of North Palm Beach FY 2019 Adopted Budget Page 255 of 358
Capital Improvement Plan FY 2019
CIP CRITERIA & CATEGORIES
The CIP is developed through input by professional staff, citizens of North Palm Beach, and elected Village
officials. There are typically more proposals than can be funded in the five-year CIP period, so the projects
are evaluated and ranked in order of priority according to the following guidelines:
a) Whether the proposed project is financially feasible, in terms of its impact upon Village budget
potential;
b) Whether the project is needed to protect public health and safety, to fulfill the Village’s legal
commitment to provide facilities and services, or to preserve, achieve full use of, or increase the
efficiency of existing facilities;
c) Whether the project represents a logical extension of facilities and services within a designated
Village Planning Area; and
d) Whether or not the proposed project is consistent with plans of State agencies and the South Florida
Water Management.
Further, the projects are broken down into the following categories:
1. The project is urgent and/or mandated, and must be completed quickly. The Village could face severe
consequences if the project is delayed, possibly impacting the public health, safety, and welfare of the
community, or having a significant impact on the financial well-being of the Village. The project
must be initiated or financial/opportunity losses will result.
2. The project is important and addressing it is necessary. The project impacts safety, law enforcement,
public health, welfare, economic base, and/or quality of life in the community.
3. The project would enhance the quality of life and would provide a benefit to the community.
Completion of the project would improve the community providing cultural, recreational, and/or
aesthetic effects.
4. The project would be an improvement to the community, but need not be completed within a five-
year CIP.
Based on the criteria and category, the project is either included in the CIP or excluded.
CIP POLICIES
The Village will adopt the first year of a multi-year plan for capital improvements, update it annually
and make every attempt to complete all capital improvements in accordance with the plan.
The Village will coordinate the development of the CIP budget with the development of the operating
budget to ensure future operating expenditures and revenues associated with new capital
improvements will be projected and incorporated into the current and future operating budgets.
The Village will maintain its physical assets at a level adequate to protect the Village’s capital
investment and minimize future maintenance and replacement costs.
Village of North Palm Beach FY 2019 Adopted Budget Page 256 of 358
Capital Improvement Plan FY 2019
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 2019, this amounts to $112 million (tax base of
$2.24 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 2019 Adopted Budget Page 257 of 358
Capital Improvement Plan FY 2019
Developer Contributions: Monies paid by developers in lieu of land dedications. These
contributions are used for parks and recreational purposes.
Infrastructure Surtax Proceeds: On November 8, 2016 PBC voters approved a one-cent sales surtax,
raising the sales tax from 6 to 7% effective January 1, 2017. The use of surtax proceeds is restricted
to, among other things, the financing, planning and construction of infrastructure. The surtax sunsets
on December 31, 2026.
Capital Improvement Plan (CIP) Funds: Periodically, General Fund budgetary savings at fiscal year-
end are transferred to the Village’s Capital Projects Fund as “CIP Funds”. These savings roll over
from year to year and are utilized for funding the Five-Year Capital Improvement Plan (CIP); this
process reduces the impact of the CIP on the Village’s Annual General Fund Budget and millage rate.
Village Council approval is required for both the transfer and use of CIP Funds.
Unassigned Fund Balance: Fund balance that has not been assigned to other funds and has not been
restricted, committed or assigned to specific purposes within the general fund.
Bond: An issuer’s obligation to repay a principal amount on a certain date (maturity date) with
interest at a stated rate. Bonds are distinguishable from notes in that notes mature in a much shorter
time period.
General Obligation Bonds: A bond secured by the full faith and credit of the Village’s ad
valorem taxing power. These are not used by the Village due to the requirement for a
voter referendum.
Revenue Bonds: Bonds payable from a specific revenue source, not the full faith and credit of
an issuer’s taxing power and require no electoral approval. Pledged revenues are often
generated by the operating or project being financed.
The administrative ability to seek and utilize the best possible source, or combination of sources, from the
various alternatives for financing Capital Improvements can maximize the Village’s Capital Improvement
Plan, saving the cost of inefficiencies, which occur from not adequately addressing capital needs. The future
development, growth and general well-being of our citizens are directly related to an affordable and realistic
Capital Improvement Plan.
THE CIP SCHEDULE AND PROJECT LISTS
The CIP includes a comprehensive listing of all projects contained in the Five-Year CIP. Projects included
in the CIP were evaluated based on the criteria mentioned above. Application of these criteria ensures that
each project recommended for Council consideration does indeed support the policy objectives of the
Village’s long-term planning documents and identifies a basis for scheduling and allocation of resources.
The Fiscal Year 2019-2023 CIP recommends a total investment of $18.58 million in the Village of
North Palm Beach’s capital facilities and equipment during a five-year period.
Village of North Palm Beach FY 2019 Adopted Budget Page 258 of 358
Capital Improvement Plan FY 2019
The first year (2019) is the most active and important year of the CIP. The total budget request for capital
improvements in FY 2019 is $2,235,768 and will be funded as follows: $394,000 will be funded with Grant
Funds, $800,000 will be funded with infrastructure surtax proceeds, $200,000 will be funded from the sale of
an existing sanitation truck, $443,768 will be funded from fund balance and $398,000 will be funded with
CIP Funds. A brief summary of the first year of the plan (2019) is as follows:
Description Fund
Balance
(*)
CIP Grant Infrastructure
Surtax Other Total
Sanitation Collection Vehicle
Replacement $200,000 $200,000
Cardiac Monitor / Defibrillator 40,000 40,000
Community Center Lighting 6,000 54,000 60,000
Pool Resurfacing 150,000 50,000 200,000
Pool Pump Room Renovation 200,000 200,000
Tennis Court Drainage System 50,000 50,000
Anchorage Park Phase I (completion) 393,768 200,000 593,768
Anchorage Park Phase II (design) 10,000 10,000
Bridge
Improvements
Prosperity 25,000 25,000
US1 25,000 25,000
Monet 50,000 50,000
Asphalt Resurfacing - Streets 300,000 300,000
Sidewalks & Crosswalks 150,000 150,000
Pool Chiller 32,000 32,000
East Alley Wall Replacement 50,000 50,000
Community Center Pathways 50,000 200,000 250,000
Total Projects $443,768 $ 398,000 $ 394,000 $ 800,000 $ 200,000 $2,235,768
(*) carry-over funds from prior year
The five-year CIP is presented in the following pages. The following items are also provided:
Summary table for the estimated impact on the operating budget (2019 projects only); and
The detailed capital project request forms for all projects in the five-year plan (These request forms list the
capital item to be undertaken or purchased, the estimated impact on the operating budget, and the method of
financing the project).
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 259 of 358
CIP – Impact on Operating Budget FY 2019
As shown in the table below, the FY 2019 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
Vehicle
Purchase
Sanitation Collection
Vehicle Replacement New Vehicle $200,000
No significant impact. A new
vehicle warranty will cover most
repair items and regular
maintenance costs will be less.
Equipment
Purchase Equipment
Replacement
Replacement of one (1)
cardiac monitor/defibrillator $40,000
Minimal impact on operating
budget. This equipment is vital to
the continuance of providing high-
quality, critical medical care to the
community.
Improvement Community Center
Lighting
Replacement of existing
halogen gymnasium lights
with LED sports specific
lights at the Community
Center
$60,000
No significant impact. This project
is primarily grant funded. If the
targeted grant isn’t awarded, the
project will either be suspended or
the Village will seek alternate
funding sources.
Improvement Pool Resurfacing
Project will include lane
lines, tile, pool
equipment/piping evaluation
and resurfacing of the entire
pool.
$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.
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.
Improvement Tennis Court
Drainage System
Creation of a drainage area to
the east of the courts outside
the fence line to manage
court irrigation run off.
$50,000
No significant impact. This project
is grant funded. If the targeted
grant isn’t awarded, the project
will either be suspended or the
Village will seek alternate funding
sources.
Improvement Anchorage Park
Phase I Completion
Rebuilding Northside of
seawall; installation of
floating docks, two day
docks & a kayak launch;
continuation of walking trail
& pedestrian lighting along
seawall; installation of
landscaping along seawall;
viewing structure
$593,768
No significant impact. Completion
of Anchorage Park Phase I Project
which is primarily grant funded.
Ongoing operating costs include
minor maintenance.
Improvement Anchorage Park
Phase II
Engineering study for recap
of southern seawall and
installation of floating docks
$10,000
No significant impact. Component
of Anchorage Park Phase II Project
which is primarily grant funded.
Ongoing operating costs include
minor maintenance
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 260 of 358
CIP – Impact on Operating Budget FY 2019
Category Project Description Estimated
Cost Operating Budget Impact
Improvement Bridge Improvement
(Prosperity)
PBC is replacing bridge.
Proposed configuration
includes a 3 lane bridge, bike
lanes & sidewalks. Any
upgrades consistent with the
Master Plan will require
Village funding.
$25,000
No significant impact. Consultant
services and payment to PBC to
construct Village desired Master
Plan elements as a part of the
bridge construction.
Improvement Bridget Improvement
(US1)
FDOT is replacing bridge.
FDOT is open to Village
design input, but the Village
will need to pay for
construction that goes above
and beyond FDOT’s
established design standards.
$25,000
No significant impact. Consultant
services and payment to FDOT to
construct Village desired Master
Plan elements as a part of the
bridge construction.
Improvement Bridge Improvement
(Monet)
Bridge repairs to the Monet
structure. Needed repairs are
identified by the annual
FDOT bridge inspection
reports.
$50,000
There may be operating
efficiencies or avoidance of future
costs that result from the
improvements, but these impacts
are not presently quantifiable and
are believed to be marginal.
Improvement Asphalt Resurfacing -
Streets
Milling and paving of streets
on an annual basis; pavement
preservation strategies
$300,000
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.
Improvement Sidewalks &
Crosswalks
Village sidewalk repairs
(saw cutting and
removal/replacement)
$150,000
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.
Equipment Pool Chiller System to regulate the
temperature in the pool $32,000
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.
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 261 of 358
CIP – Impact on Operating Budget FY 2019
Category Project Description Estimated
Cost Operating Budget Impact
Improvement East Alley Wall
Replacement
Replace the existing alley
wall with a new design $50,000
The project will reduce or
eliminate staff time and materials
on maintenance but these impacts
are not presently quantifiable and
are believed to be marginal.
Improvement Community Center
Pathways
Renovation of the walking
paths at the Community
Center.
$250,000
No significant impact. This project
is grant funded. The grant was
awarded in FY 18
Total $2,235,768
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 262 of 358
Capital Improvement Plan FY 2019
5-Year CIP Summary (by category & funding source)
FY19 FY20 FY21 FY22 FY23 Total
Category
Vehicles $ 200,000 $ 440,000 $ 418,952 $ 290,070 $ 342,570 $ 1,691,592
Equipment 72,000 173,000 100,000 128,000 352,500 825,500
Technology 81,000 43,900 124,900
Village Facilities 2,265,000 80,000 2,345,000
Recreational
Facilities 510,000 450,000 960,000
Park
Development 853,768 925,000 6,000 75,000 1,859,768
Streets & Roads 600,000 695,000 1,380,000 825,000 6,375,000 9,875,000
Storm-water 75,000 275,000 275,000 275,000 900,000
Total $ 2,235,768 $ 4,654,000 $ 2,623,952 $ 1,524,070 $ 7,543,970 $ 18,581,760
Funding Source (*)
General
Revenues $ 398,000 $ 636,000 $ 598,952 $ 424,070 $ 573,970 $ 2,630,992
Debt Service 700,000 700,000
Grant 800,000 695,000 775,000 700,000 875,000 3,845,000
Infrastructure
Surtax 394,000 1,018,000 975,000 125,000 3,280,000 5,792,000
Fund Balance 443,768 443,768
Other 200,000 1,605,000 275,000 275,000 2,815,000 5,170,000
Total $ 2,235,768 $ 4,654,000 $ 2,623,952 $ 1,524,070 $ 7,543,970 $ 18,581,760
(*) 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 2019 Adopted Budget Page 263 of 358
Capital Improvement Plan FY 2019
Total 5 Year CIP = $18,581,760
By Category (in millions)
By Funding Source (in millions)
Village of North Palm Beach FY 2019 Adopted Budget Page 264 of 358
Capital Improvement Plan FY 2019
5-Year CIP (by Project)
Project Title FY
2019
FY
2020
FY
2021
FY
2022
FY
2023 Total
Vehicles
Public Works:
Sanitation Collection
Vehicle Replacement
$200,000 $440,000 $418,952 $290,070 $342,570 $1,691,592
Equipment
Fire Rescue:
Breathing Air Compressor
& Fill Station
68,000 68,000
Cardiac Monitor /
Defibrillator
40,000 160,000 200,000
Power Stretchers 80,000 80,000
Public Works:
Construction Equipment
Replacement
58,000 112,500 170,500
Recreation:
Pool Heater 70,000 70,000
Pool Chiller 32,000 32,000
Lightning Detection System
Replacement
50,000 50,000
Police:
LPR Cameras 105,000 105,000
Patrol Boat Engine 50,000 50,000
Technology
Web streaming 43,900 43,900
Microsoft Office 2016 41,000 41,000
Virtualization 40,000 40,000
Village Facilities
Public Safety Building
Fire Kitchen Remodel 65,000 65,000
Library
Front Lobby Renovation 80,000 80,000
Public Works
New Complex 2,200,000 2,200,000
continued on next page
Village of North Palm Beach FY 2019 Adopted Budget Page 265 of 358
Capital Improvement Plan FY 2019
Project Title FY
2019
FY
2020
FY
2021
FY
2022
FY
2023 Total
Recreational Facilities
Community Center
Community Center Lighting 60,000 60,000
Pool
Pool Pump Room
Renovation 200,000 200,000
Pool Resurfacing 200,000 200,000
Tennis
Tennis Court Drainage
System 50,000 50,000
Tennis Court Lighting 300,000 300,000
Tennis Court Fencing 150,000 150,000
Park Development
Lakeside Park
Lakeside Park Paths 225,000 225,000
Anchorage Park
Dog Park Fencing 100,000 100,000
Boat Ramp Renovation 6,000 75,000 81,000
Phase II 10,000 600,000 610,000
Phase I 593,768 593,768
Community Center
Resurface Pathways 250,000 250,000
Streets & Roads
Asphalt Resurfacing-Streets 300,000 300,000 300,000 300,000 300,000 1,500,000
Alley Wall Replacement 50,000 100,000 100,000 100,000 100,000 450,000
Sidewalk Repairs 150,000 100,000 75,000 75,000 75,000 475,000
Bridge Repairs (Monet) 50,000 50,000
Bridge Replacement
(Lighthouse) 100,000 5,400,000 5,500,000
Bridge Improvement
(Prosperity Farms) 25,000 200,000 225,000
Bridge Improvement (US1) 25,000 25,000 500,000 550,000
Seawall - Lakeside Park 160,000 500,000 660,000
Seawall - Monet Road 30,000 30,000
Parking Lot
(Anchorage Park) 25,000 250,000 275,000
Parking Lot
(Community Center) 10,000 150,000 160,000
Storm water
Storm water Repair &
Replacement 75,000 275,000 275,000 275,000 900,000
Grand Total $2,235,768 $4,654,000 $2,623,952 $1,524,070 $7,543,970 $18,581,760
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 266 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Organizational Excellence Public Works (Sanitation)
Project Name :Year(s) :2019-2023
Sanitation Collection Vehicle Replacement
Project Description :
Type 2019 2020 2021 2022 2023 Total
Rear-Load 1211 4
Front-Load 1 1
Grapple Truck 1 2
Kubota 1 2 3
Total 1212310
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
2019 1 Rear-load garbage truck ($0k) - Swap with front-end loader
2020 2 Rear-load garbage trucks ($440k)
2021 1 Rear-load garbage truck ($237,952); 1 Grapple truck ($181,000)
2022 1 Rear-load garbage truck ($247,470); 1 Kubota vehicle ($42,600)
2023 1 Front-load garbage truck ($257,370); 2 kubota vehicles ($42,600 each)
The three criteria that are considered when establishing the replacement schedule are mileage, age
and maintenance. The Village's internal Vehicle Committee reviewed and identified the schedule for
vehicle replacement. The goal is to continue to maintain our vehicles to ensure employee safety as
well as improve operational efficiencies.
By maintaining a modern, up to date fleet, the residents of North Palm Beach can be assured that all
Village services are being delivered at the highest quality service available.
To maintain a high quality of service for Village residents, Sanitation Collection Trucks must be
replaced on a regular schedule. The Public Works Department maintains 10 vehicles in this category .
These vehicles cannot be procured by lease and must be purchased out right. This project is intended
to replace the following vehicles over the next five years:
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Village of North Palm Beach FY 2019 Adopted Budget Page 267 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Sanitation Collection Vehicle Replacement
Strategic Result :Organizational Excellence
Department :Public Works (Sanitation)
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Vehicle 200,000$ 440,000$ 418,952$ 290,070$ 342,570$ 1,691,592$
Equipment -$
Other -$
Total Budget 200,000$ 440,000$ 418,952$ 290,070$ 342,570$ 1,691,592$
Funding Sources :
General revenues 220,000$ 418,952$ 290,070$ 342,570$ 1,271,592$
Impact fees -$
Grant revenues 220,000$ 220,000$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other 200,000$ 200,000$
Total Revenues 200,000$ 440,000$ 418,952$ 290,070$ 342,570$ 1,691,592$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$-$
Comment:
Other: Existing truck will be surplused and sold (estimate $200k).
A new vehicle warranty will cover most repair items and regular
maintenance costs will be less.
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 268 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Organizational Excellence Fire Rescue
Project Name : Year(s) :2020
Breathing Air Compressor & Fill Station Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Replace a 1999, 5000 p.s.i. breathing air compressor and a three cylinder filling station with a 6000
p.s.i compressor and four cylinder filling station; also replacing the high-pressure cascade cylinders.
The current, 1999 breathing air compressor was purchased when SCBA cylinders were either 2216
p.s.i. or 4500 p.s.i.. All current SCBA are 4500 p.s.i., and the next generation will be 5000 p.s.i.; our
current compressor and filling station is not capable of meeting this demand. Adding the four
cylinder filling station will allows more cylinders to be refilled quicker to place our units back in
service faster
This purchase replaces existing, outdated equipment with modern, state-of-the-art equipment.
The use of Self-contained Breathing Apparatus is essential to the safety and health of our fire
rescue personnel allowing them to perform at their highest level. The air used to fill these cylinders
must be of the highest quality to allow our personnel to function at their best. By continuing our
practice of quarterly, third-party lab air quality tests we would expect this new compressor, with
new, improved filtration systems to continue meeting the Department's high quality standards.
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 269 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Breathing Air Compressor & Fill Station Replacement
Strategic Result :Organizational Excellence
Department :Fire Rescue
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Vehicle -$
Equipment 68,000$ 68,000$
Other -$
Total Budget -$ 68,000$ -$ -$ -$ 68,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues 68,000$ 68,000$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ 68,000$ -$ -$ -$ 68,000$
Operating Impact :
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment:
Minimal impact on operating budget. This equipment is vital to
the continuance of providing high quality, critical medical care to the
community
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 270 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Organizational Excellence Fire Rescue
Project Name : Year(s) :2019 and 2023
Cardiac Monitor/Defibrillator Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
The Department will replace one monitor/defibrillator in FY2019 to complete the current cycle. In
FY2023 we will replace all four monitor/defibrillators moving back to an appropriate five (5) year
replacement cycle.
High quailty, state-of-the-art cardiac monitor/defibrillators are essential to providing high quality
EMS. As stated above, technical advances occur rapidly and a five (5) year life expectancy is a
reasonable timeframe to maintain this equipment.
These purchases replace existing equipment. No new or additional equipment is included.
Cardiac monitor/defibrillator are a major component in providing high quality emergency medical
services. Thechnology advances require a five (5) year replacement cycle to stay state-of-the-art.
This replacement schedule will allow us to provide continued high quality service
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Village of North Palm Beach FY 2019 Adopted Budget Page 271 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Cardiac Monitor/Defibrillator Replacement
Strategic Result :Organizational Excellence
Department :Fire Rescue
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Vehicle -$
Equipment 40,000$ 160,000$ 200,000$
Other -$
Total Budget 40,000$ -$ -$ -$ 160,000$ 200,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues 40,000$ 160,000$ 200,000$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues 40,000$ -$ -$ -$ 160,000$ 200,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment:
Minimal impact on operating budget. This equipment is vital to the
continuance of providing high quality, critical medical care to the
community.
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Village of North Palm Beach FY 2019 Adopted Budget Page 272 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Organizational Excellence Public Works
Project Name :Year(s) :2022-2023
Construction Equipment Replacement
Project Description :
Type 2019 2020 2021 2022 2023 Total
Bobcat S570 1 1
John Deere Tractor 1 1
New Holland Tractor 1 1
Total 000123
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
To maintain a high quality of service for Village residents, construction equipment needed for various repairs
around the Village must be replaced on a regular schedule. The Public Works Department maintains 3 pieces
of construction equipment. This construction equipment cannot be procured by lease and must be purchased
out right. This project is intended to replace the following construction equipment over the next five years:
By maintaining a modern, up to date fleet, the residents of North Palm Beach can be assured that all Village
services are being delivered at the highest quality service available.
The three criteria that are considered when establishing the replacement schedule for construction equipment
are hours, age and maintenance cost.
The construction equipment in this plan replace existing construction equipment; no additional construction
equipment is a part of this plan.
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Village of North Palm Beach FY 2019 Adopted Budget Page 273 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Construction Equipment Replacement
Strategic Result :Organizational Excellence
Department :Public Works
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Vehicle -$
Equipment 58,000$ 112,500$ 170,500$
Other -$
Total Budget -$ -$ -$ 58,000$ 112,500$ 170,500$
Funding Sources :
General revenues 58,000$ 112,500$ 170,500$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ -$ -$ 58,000$ 112,500$ 170,500$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$-$
Comment: No significant impact. New warranties will cover most repair items and
regular maintenance costs will be less.
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Village of North Palm Beach FY 2019 Adopted Budget Page 274 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Beautification & Quality of Life Recreation
Project Name :Year(s) :2021
Lightning Detection System Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
This is the replacement of the lightning detection system at the Country Club.
This is the replacement of the lightning detection system at the Country Club. This system alerts
users to leave the golf course, tennis courts and pool areas.
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Village of North Palm Beach FY 2019 Adopted Budget Page 275 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Lightning Detection System Replacement
Strategic Result :Beautification & Quality of Life
Department :Recreation
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Vehicle -$
Equipment 50,000$ 50,000$
Other -$
Total Budget -$ -$ -$ -$ -$ 50,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues 50,000$ 50,000$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ -$ 50,000$ -$ -$ 50,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$ -$
Comment: No significant impact. Capital expenditure is designed to replace existing
equipment
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Village of North Palm Beach FY 2019 Adopted Budget Page 276 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Organizational Excellence Police
Project Name : Year(s) :2020
License Plate Recognition System
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Ongoing Project of adding additional LPR systems to various predetermined locations within the
village. The LPR's this year will be placed at US1 and Ebbtide and US1 and South Anchorage
Drive.
The LPR systems that are currently in use were selected to capture data on main roadways
throughout the village. In an effort to maximize the results of this equipment, a change in
philosophy lead the device to be placed facing inward toward the residential community. The new
use captures and provides time sensitive data to Police Officers when the vehicle enters these
residential areas and provides them with information to enhance investigations and generate leads.
The LPR system installation is one of the methods of commitment used to enhance and strengthen
the ability to ensure a quality living environment for residents in North Palm Beach.
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Village of North Palm Beach FY 2019 Adopted Budget Page 277 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :License Plate Recognition System
Strategic Result :Organizational Excellence
Department :Police
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 38,000$ 38,000$
Vehicle -$
Equipment 67,000$ 67,000$
Other -$
Total Budget -$ 105,000$ -$ -$ -$ 105,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other 105,000$ 105,000$
Total Revenues -$ 105,000$ -$ -$ -$ 105,000$
Operating Impact:
Personnel -$
Operating 10,119$ 10,119$ 10,119$ 30,357$
Capital -$
Other -$
Total Operating -$ -$ 10,119$ 10,119$ 10,119$ 30,357$
Comment:Operating Impact includes annual maintenance costs. System will
be evaluated to determine if we can maintain in house.
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Village of North Palm Beach FY 2019 Adopted Budget Page 278 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Organizational Excellence Police
Project Name : Year(s) :2021
Patrol Boat Engine Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Replacing the boat engine allows for safe operation of the patrol boat and response to calls for service. The
propensity is for the boat engine to wear rapidly and require repairs that are more often in frequency and more
expensive. Replacement of the boat engine within the 6 year warranty time frame will reduce the additional
costs associated to repair the boat.
Maintaining and replacing the boat engine within the warranty period, will be an operational benefit and cost
savings for the Police Department.
The Marine Unit patrol boat engine has a 6 year warranty and will be due for replacement in 2021.
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Village of North Palm Beach FY 2019 Adopted Budget Page 279 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Patrol Boat Engine Replacement
Strategic Result :Organizational Excellence
Department :Police
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Vehicle -$
Equipment 50,000$ 50,000$
Other -$
Total Budget -$ -$ 50,000$ -$ -$ 50,000$
Funding Sources :
General revenues 50,000$ 50,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ -$ 50,000$ -$ -$ 50,000$
Operating Impact:
Personnel
Operating
Capital
Other
Total Operating -$ -$ -$ -$ -$-$
Comment: No significant impact. A replacement boat engine warranty will cover
most repair items and regular maintenance costs will be less
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Village of North Palm Beach FY 2019 Adopted Budget Page 280 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result :Department :
All Neighborhoods as Desirable Places to Live Recreation (Pool)
Project Name :Year(s) :2019
Pool Chiller
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
This is the purchase of a pool chiller system. This system would give the facility the ability to
regulate the temperature in the pool during the summer months. This sytem will allow staff to
reduce the temperature of the pool water to a level that is more cunducive to training and aerobics
and more refreshing for daily pool recreational use. Lower temperatures also reduce the amount of
chemicals required during the summer months.
This purchase will allow the pool to be open year round for training and open swim usage
The pool chiller purchase is scheduled in the 2019 budget cycle
The chiller would be place on a 8'X8' concrete slab next to the existing pool heater at the south end
of the pool
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Village of North Palm Beach FY 2019 Adopted Budget Page 281 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Pool Chiller
Strategic Result :All Neighborhoods as Desirable Places to Live
Department :Recreation (Pool)
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Vehicle -$
Equipment 32,000$ 32,000$
Other -$
Total Budget 32,000$ -$ -$ -$ -$ 32,000$
Funding Sources :
General revenues 32,000$ 32,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues 32,000$ -$ -$ -$ -$ 32,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment: There may be operating efficiences or avoidance of future costs that
result from the replacement, but these impacts are not presently
quantifiable and are believed to be marginal
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Village of North Palm Beach FY 2019 Adopted Budget Page 282 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result :Department :
All Neighborhoods as Desirable Places to Live Recreation (Pool)
Project Name :Year(s) :2022
Pool Heater Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Existing pool gas heater equipment was purchased in 2016. This is the replacement of that unit.
This purchase will allow the pool to be open year round for training and open swim usage
The pool heater purchase is scheduled in the 2022 budget cycle
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Village of North Palm Beach FY 2019 Adopted Budget Page 283 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Pool Heater Replacement
Strategic Result :All Neighborhoods as Desirable Places to Live
Department :Recreation (Pool)
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Vehicle -$
Equipment 70,000$ 70,000$
Other -$
Total Budget -$ -$ -$ 70,000$ -$ 70,000$
Funding Sources :
General revenues 70,000$ 70,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ -$ -$ 70,000$ -$ 70,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment: There may be operating efficiences or avoidance of future costs that
result from the replacement, but these impacts are not presently
quantifiable and are believed to be marginal
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Village of North Palm Beach FY 2019 Adopted Budget Page 284 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result :Department :
Organizational Excellence Fire Rescue
Project Name :Year(s) :2023
Power Stretcher Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Replace two (2) power stretchers that will have reached the end of their useful life, will be obsolete
and no longer supported by their manufacturer by their 2023 replacement date.
The Department's current power stretchers are not supported by the manufacturer after seven
years of service. The power stretchers, and their associated loading systems, provide a safer
method of loading and off-loading patients reducing both the possiblity of dropping the patient or
causing injury to the caregiver.
This replaces existing equipment. No new or additional equipment is included.
Power Stretchers provide a safer method of loading and off-loading patients, both for the patient
and the caregiver.
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Village of North Palm Beach FY 2019 Adopted Budget Page 285 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Power Stretcher Replacement
Strategic Result :Organizational Excellence
Department :Fire Rescue
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Vehicle -$
Equipment 80,000$ 80,000$
Other -$
Total Budget -$ -$ -$ -$ 80,000$ 80,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues 80,000$ 80,000$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ -$ -$ -$ 80,000$ 80,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment:
Minimal impact on operating budget. This equipment is vital to the
continuance of providing high-quality, critical medical care to the
community.
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Village of North Palm Beach FY 2019 Adopted Budget Page 286 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Organizational Excellence Information Technology
Project Name : Year(s) :2020
Office 2016 Upgrade
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Upgrade current Microsoft Office 2010 with version 2016.
Currently the Village utilizes Microsoft Office 2010 for its word processing, email, and spreadsheet
software. Microsoft has announced end of support for our current version.The new version of
software also provides Village staff with added features and functionality with other municipalities.
To provide a high level of service to our residents, our employees must be supplied with the correct
tools to streamline their job duties
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Village of North Palm Beach FY 2019 Adopted Budget Page 287 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Office 2016 Upgrade
Strategic Result :Organizational Excellence
Department :Information Technology
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Vehicle -$
Equipment -$
Other 41,000$ 41,000$
Total Budget -$ 41,000$ -$ -$ -$ 41,000$
Funding Sources :
General revenues 41,000$ 41,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ 41,000$ -$ -$ -$ 41,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment: No operating impact. This project is consistent with the goal of
providing high quality level of service to the community
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Village of North Palm Beach FY 2019 Adopted Budget Page 288 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result :Department :
Organizational Excellence Information Technology
Project Name :Year(s) :2020
Virtualization upgrade
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Upgrade current Virtualization hardware, two (2) servers and a storage area network.
Currently the Village utilizes Vmware and Dell hardware to run all of the Village's virtual servers. As
technology continues to evolve, so does the demand for more hardware resources. New servers
are added each budget year to support new Village applications and services to our residents. New
virtualization hardware will provide the IT department with adequate resources to support the
Village's continued growth.
Maintaining a high level of service to our residents requires the use of many different software
packages. In order to keep these applications up and running, necessary hardware resources are
required.
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Village of North Palm Beach FY 2019 Adopted Budget Page 289 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Virtualization upgrade
Strategic Result :Organizational Excellence
Department :Information Technology
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Equipment -$
Vehicle -$
Other 40,000$ 40,000$
Total Budget -$ 40,000$ -$ -$ -$ 40,000$
Funding Sources :
General revenues 40,000$ 40,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ 40,000$ -$ -$ -$ 40,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment: No operating impact. This project is consistent with the goal of
providing high quality level of service to the community
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Village of North Palm Beach FY 2019 Adopted Budget Page 290 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Organizational Excellence Information Technology
Project Name : Year(s) :2023
Webstreaming
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Purchase of webstreaming cameras and equipment to broadcast Council meetings to residents on
the internet.
The Village currently conducts audio recordings of all Council meetings.Several residents have
requested live streaming of Council meetings. This would allow Village residents to watch Council
meetings from anywhere with an internet connection. All Council meetings would also be archived
and could be downloaded at any time.
Providing a webstreaming service enhances communication to our residents. Village residents can
watch Council meetings live and stay up to date on all Village business.
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Village of North Palm Beach FY 2019 Adopted Budget Page 291 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Webstreaming
Strategic Result :Organizational Excellence
Department :Information Technology
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction -$
Equipment 43,900$ 43,900$
Vehicle -$
Other -$
Total Budget -$ -$ -$ -$ 43,900$ 43,900$
Funding Sources :
General revenues 43,900$ 43,900$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ -$ -$ -$ 43,900$ 43,900$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment: Operating Impact includes annual costs for # of meetings @ $950
per month and remote control of cameras @ $150 per event
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Village of North Palm Beach FY 2019 Adopted Budget Page 292 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Organizational Excellence Public Safety Building
Project Name : Year(s) :2020
Fire Rescue Kitchen Remodel
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Remodel the Fire Rescue kitchen to make it more user friendly including more cabinet and counter
space, commercial sink, and updated floor tile, wall finish and appliances.
The current kitchen is original to the building having been completed in 1999. The space was
designed for a smaller daily user count and use during disasters was not factored. Cabinet and
counter space are inadequate to serve the present use. All appliances, with the exception of the
dishwasher, are original. The floor tile is cracked in places and the cabinets are in disrepair. This
remodel will enhance operations and boost employee morale.
Providing an updated kitchen enhances the day-to-day Fire Rescue operations and also creates a
more useable space during times of disaster.
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Village of North Palm Beach FY 2019 Adopted Budget Page 293 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Fire Rescue Kitchen Remodel
Strategic Result :Organizational Excellence
Department :Public Safety Building
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 65,000$ 65,000$
Vehicle -$
Equipment -$
Other -$
Total Budget -$ 65,000$ -$ -$ -$ 65,000$
Funding Sources :
General revenues 65,000$ 65,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ 65,000$ -$ -$ -$ 65,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment:Minimal impact on operating budget. The project will require staff
time to develop specs, prepare plans and bid documents, and
monitor progress of project.
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Village of North Palm Beach FY 2019 Adopted Budget Page 294 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result :Department :
Waterways and Recreation Library
Project Name : Year(s): 2023
Front Lobby Renovation
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Work consists of renovating the planter by altering its shape to include built-in seating, purchasing
new lobby furniture, repainting the entire lobby interior, replacing hand rails and any damaged
flooring tiles, and incorporating interior landscaping.
The project supports the Village's goal of maintaining quality recreational facilities.
This work is necessary to improve aesthetics, functionality, access, safety, and public flow.
In the summer of FY18 measures were taken to address some needed repairs and safety issues
related to the front steps in order to mitigate future hazard. These included removing old sheet rock
and wallpaper from the stair risers, painting the risers with a decorative finish, reinforcing the front
steps with steel brackets, removing old treads and polishing the terrazzo, and installing new
commercial grade heavy-duty rubber treads with a safety feature strip to prevent tripping hazards.
Part of the work was completed in June, while the remainder will finish by August.
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Village of North Palm Beach FY 2019 Adopted Budget Page 295 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Front Lobby Renovation
Strategic Result :Waterways and Recreation
Department :Library
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 80,000$ 80,000$
Vehicle -$
Equipment -$
Other -$
Total Budget -$ -$ -$ -$ 80,000$ 80,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues 40,000$ 40,000$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other 40,000$ 40,000$
Total Revenues -$ -$ -$ -$ 80,000$ 80,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment:
This project is contingent upon receipt of grant funds. If targeted
grant isn't awarded, The Village will need to either suspend the
project or seek alternate funding sources.
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Village of North Palm Beach FY 2019 Adopted Budget Page 296 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Organizational Excellence Public Works
Project Name : Year(s) :2020
Public Works Complex
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Old Location
New Location
Comments :
New Public Works Complex.
Provides a facility of adequate size and condition to more effectively and efficiently operate and
provide better services.
New larger facility that will be able to accommodate our fleet of vehicles and allow us to have space
to service and store equipment. It will provide a safer environment for our operations and not
require us to work in flooded conditions during rain events. This will also allow us to service all of
our vehicles and equipment indoors. Located in a light industrial area rather than a residential
neighborhood.
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Village of North Palm Beach FY 2019 Adopted Budget Page 297 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Public Works Complex
Strategic Result :Organizational Excellence
Department :Public Works
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition 2,200,000$ 2,200,000$
Planning / Design -$
Engineering -$
Construction -$
Vehicle -$
Equipment -$
Other -$
Total Budget -$ 2,200,000$ -$ -$ -$ 2,200,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues -$
Debt Service 700,000$ 700,000$
Infrastructure Surtax -$
Fund balance -$
Other 1,500,000$ 1,500,000$
Total Revenues -$ 2,200,000$ -$ -$ -$ 2,200,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$ -$
Total Operating -$-$ -$ -$-$ -$
Comment:
The current PW Building will be sold (estimate revenue $1.5 million)
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Village of North Palm Beach FY 2019 Adopted Budget Page 298 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result :Department :
Waterways & Recreation Recreation
Project Name :Year(s) :2019
Community Center Lighting
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
This is the replacement of the existing halogen gymnasium lights with LED sports specific lights at
the Community Center. This project will include the complete removal of the existing system and
installation of a new system. The existing gymnasium lighting system is the original product installed
in 1983. The federal Energy grant will pay for 95% of the project.
These improvements at the Community Center are working towards the goal of the Master Plan to
update and upgrade the Village infrastructure. These LED lights will lower the electricity bills as well
as upgrade the gym lights.
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Village of North Palm Beach FY 2019 Adopted Budget Page 299 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Community Center Lighting
Strategic Result :Waterways & Recreation
Department :Recreation
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 60,000$ 60,000$
Vehicle -$
Equipment -$
Other -$
Total Budget 60,000$ -$ -$ -$ -$ 60,000$
Funding Sources :
General revenues 6,000$ 6,000$
Impact fees -$
Grant revenues 54,000$ 54,000$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues 60,000$ -$ -$ -$ -$ 60,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment:
The Village will appropriate any grant matching requirements upon
notification of grant approval. If targeted grant isn't awarded, The Village
will need to either suspend the project or seek alternate funding sources.
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Village of North Palm Beach FY 2019 Adopted Budget Page 300 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Beautification and Quality of Life Recreation (Pool)
Project Name : Year(s) :2019
Pool Pump Room Renovation
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
The existing pool pump room was last restored in 2008. The project will include, pool
equipment/piping replacement. This some of the original equipment installed over 35 years ago.
The condition of the pool pump room was evaluated by the Village's maintenance contractor in
2017. At that time, a scope of work to repair and maintain was identified. This work is being
coordinated with improvements being made on the pool resurface and in coordination with as the
Clubhouse Project.
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Village of North Palm Beach FY 2019 Adopted Budget Page 301 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Pool Pump Room Renovation
Strategic Result :Beautification and Quality of Life
Department :Recreation (Pool)
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 200,000$ 200,000$
Vehicle -$
Equipment -$
Other -$
Total Budget 200,000$ -$ -$ -$ -$ 200,000$
Funding Sources :
General revenues 200,000$ 200,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues 200,000$ -$ -$ -$ -$ 200,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment:
This project was previously approved for in FY 2018 but has been
rescheduled to be completed in FY 2019 in connection with the new
Country Club Clubhouse Project
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Village of North Palm Beach FY 2019 Adopted Budget Page 302 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Waterways and Recreation Recreation (Pool)
Project Name : Year(s) :2019
Pool Resurfacing
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
The existing pool was last resurfaced in 2008. The project will include lane lines, tile, pool
equipment/piping evaluation and resurface of the entire pool.
The condition of the pool infrastructure was evaluated by the Village's maintenance contractor in
May 2016. At that time, a scope of work to repair and maintain was identified. This work is being
coordinated with improvements being made on the pool deck as part of the Clubhouse Project.
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Village of North Palm Beach FY 2019 Adopted Budget Page 303 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Pool Resurfacing
Strategic Result :Waterways and Recreation
Department :Recreation (Pool)
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 200,000$ 200,000$
Vehicle -$
Equipment -$
Other -$
Total Budget 200,000$ -$ -$ -$ -$ 200,000$
Funding Sources :
General revenues 150,000$ 150,000$
Impact fees -$
Grant revenues 50,000$ 50,000$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues 200,000$ -$ -$ -$ -$ 200,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment:
There may be operating efficiencies or avoidance of future costs that
result from the improvements, but these impacts are not presently
quantifiable and are believed to be marginal
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Village of North Palm Beach FY 2019 Adopted Budget Page 304 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Waterways and Recreation Recreation (Tennis)
Project Name : Year(s) :2020
Tennis Court Lighting
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
This project would replace the existing court lights with LED sports lighting. The existing lights are
unreliable, over 20 years old and require relatively high maintenance costs.
The court lighting system is over 20 years old and not adequate for standard tennis play. The
courts are being used for night play throughout the year.by members, guest and residents
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Village of North Palm Beach FY 2019 Adopted Budget Page 305 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Tennis Court Lighting
Strategic Result :Waterways and Recreation
Department :Recreation
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 300,000$ 300,000$
Equipment -$
Vehicle -$
Other -$
Total Budget -$ 300,000$ -$ -$ 300,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues 300,000$ 300,000$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ -$ 300,000$ -$ -$ 300,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment:The Village will appropriate any grant matching requirements upon
notification of grant approval. If targeted grant isn't awarded, The
Village will need to either suspend the project or seek alternate funding
sources.
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Village of North Palm Beach FY 2019 Adopted Budget Page 306 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Waterways and Recreation Recreation (Tennis)
Project Name : Year(s) :2019
Tennis Court Drainage
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
This project would create a drainage area to the east of the courts outside the fence line to manage
court irrigation run off. The area directly east from the courts will be trenched and funnel the water
drainage to the north away from the courts. Asphalt runoff slopes will be installed to not allow water
erosion under the courts.
Court irrigation water accumulates and ponds on the east side of the courts. A drainage system
would allow the courts to be kept free of standing water along the east fence line. The design of the
irrigation system is for the water flow to move west to east and off the courts. The outside of the
fence line to the east has built up over time and needs to be lowered to allow this planned water
flow.
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Village of North Palm Beach FY 2019 Adopted Budget Page 307 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Tennis Court Drainage
Strategic Result :Waterways and Recreation
Department :Recreation
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 50,000$ 50,000$
Vehicle -$
Equipment -$
Other -$
Total Budget 50,000$ -$ -$ -$ -$ 50,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues 50,000$ 50,000$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues 50,000$ -$ -$ -$ -$ 50,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment:
There may be operating efficiencies or avoidance of future costs that
result from the improvements, but these impacts are not presently
quantifiable and are believed to be marginal
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Village of North Palm Beach FY 2019 Adopted Budget Page 308 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result :Department :
Beautification & Quality of Life Recreation (Tennis)
Project Name :Year(s) :2021
Tennis Fence Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
This is the renovation of the Tennis Center which is the replacement of all tennis fences including
posts and mesh.
These improvements at the Tennis center are working towards the goal of the Master Plan to
update and upgrade the Village infrastructure.
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Village of North Palm Beach FY 2019 Adopted Budget Page 309 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Tennis Fence Replacement
Strategic Result :Beautification & Quality of Life
Department :Recreation (Tennis)
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 150,000$ 150,000$
Vehicle -$
Equipment -$
Other -$
Total Budget -$ -$ -$ -$ -$ 150,000$
Funding Sources :
General revenues 100,000$ 100,000$
Impact fees -$
Grant revenues 50,000$ 50,000$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues 150,000$ -$ -$ 150,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$ -$
Comment: No significant impact. Capital expenditure is designed to replace existing
fencing
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Village of North Palm Beach FY 2019 Adopted Budget Page 310 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result :Department :
Waterways and Recreation Recreation
Project Name :Year(s) :2022-2023
Anchorage Boat Ramp Renovation
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
This project will be the renovation of the existing boat ramp.
These improvements in Anchorage Park are working towards the goal of the Anchorage Master
Plan to make the park a neighborhood type experience for all walks of life.
Anchorage Park is a heavily used recreational facility that caters to diverse recreational
opportunities. The improvements will continue to support boating opportunities, but will introduce
kayaking, paddleboarding and canoeing faciliites as well. Active recreation opportunities continue
to be emphasized.
Known damage at the end of the ramp based upon subaquoius inspection. Scope may need to be
adjusted after further inspection.
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Village of North Palm Beach FY 2019 Adopted Budget Page 311 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Anchorage Boat Ramp Renovation
Strategic Result :Waterways and Recreation
Department :Recreation
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering 6,000$ 6,000$
Construction 75,000$ 75,000$
Vehicle -$
Equipment -$
Other -$
Total Budget -$ -$ -$ 6,000$ 75,000$ 81,000$
Funding Sources :
General revenues 6,000$ 75,000$ 81,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ -$ -$ 6,000$ 75,000$ 81,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment:
There may be operating efficiencies or avoidance of future costs that
result from the improvements, but these impacts are not presently
quantifiable and are believed to be marginal
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Village of North Palm Beach FY 2019 Adopted Budget Page 312 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result :Department :
Waterways and Recreation Recreation
Project Name :Year(s) :2019
Anchorage Park Phase 1
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
This is the completion of Phase 1 for Anchorage Park. The northside of the seawall will be rebuilt
and floating docks installed. Two day docks and a kayak launch are also part of this Phase. The
walking trail and pedestrian lighting will be continued and landscaping will be installed along the
seawall. A viewing area structure is also proposed.
These improvements in Anchorage Park are working towards the goal of the Anchorage Master
Plan to consolidate the dry storage areas and create a park for all ages and users from dog lovers
& volleyball players to fisherman and family picnicers
Anchorage Park is a heavily used recreational facility that caters to diverse recreational
opportunities. The improvements will continue to support boating opportunities, but will also
introduce kayaking, paddleboarding and canoeing faciliites as well. Active recreation opportunities
continue to be emphasized.
Work in 2019 would include the northern seawall and floating docks, connection of pedestrian path
and construction of an overlook area. This will complete Phase I of this project.
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Village of North Palm Beach FY 2019 Adopted Budget Page 313 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Anchorage Park Phase 1
Strategic Result :Waterways and Recreation
Department :Recreation
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 593,768$ 593,768$
Vehicle -$
Equipment -$
Other -$
Total Budget 593,768$ -$ -$ -$ -$ 593,768$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax 200,000$ 200,000$
Fund balance 393,768$ 393,768$
Other -$
Total Revenues 593,768$ -$ -$ -$ -$ 593,768$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment: Developer Fees & Grant funds were previously awarded
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Village of North Palm Beach FY 2019 Adopted Budget Page 314 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result :Department :
Waterways and Recreation Recreation
Project Name :Year(s) :2019-2023
Anchorage Park Phase 2
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
FY 2019
FY 2020
Project Schedule
This is the continuation of Phase 2 for Anchorage Park.
These improvements in Anchorage Park are working towards the goal of the Anchorage Master
Plan to consolidate the dry storage areas and create a park for all ages and users from dog lovers
& volleyball players to fisherman and family picnickers
Anchorage Park is a heavily used recreational facility that caters to diverse recreational
opportunities. The improvements will continue to support boating opportunities, but will also
introduce kayaking, paddle boarding and canoeing facilities as well. Active recreation opportunities
continue to be emphasized.
Engineering study for recap of southern seawall and installation of floating docks
Southern seawall recap and installation of floating docks
post FY 2023 Construction of dry storage area for boats, trailers & RV's
Installation of Pickleball courts
This project is anticipated to be complete at the end of FY 2023
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Village of North Palm Beach FY 2019 Adopted Budget Page 315 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Anchorage Park Phase 2
Strategic Result :Waterways and Recreation
Department :Recreation
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering 10,000$ 10,000$
Construction 600,000$ 600,000$
Vehicle -$
Equipment -$
Other -$
Total Budget 10,000$ 600,000$ -$ -$ -$ 610,000$
Funding Sources :
General revenues 10,000$ 100,000$ 110,000$
Impact fees -$
Grant revenues 500,000$ 500,000$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues 10,000$ 600,000$ -$ -$ -$ 610,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$-$ -$-$-$
Comment:The Village will appropriate any grant matching requirements upon
notification of grant approval. If targeted grant isn't awarded, The Village will
need to either suspend the project or seek alternate funding sources.
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Village of North Palm Beach FY 2019 Adopted Budget Page 316 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result :Department :
Waterways & Recreation Recreation
Project Name :Year(s) :2019
Community Center Paths
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
This is the renovation of the walking paths at the Community Center. This project will include the
complete demolition of the existing path and construction of a new one. It will also include park
amenities related to the path
These improvements at the Community Center pathways are working towards the goal of the
Master Plan to update and upgrade the Village infrastructure.
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Village of North Palm Beach FY 2019 Adopted Budget Page 317 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Community Center Paths
Strategic Result :Waterways & Recreation
Department :Recreation
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 250,000$ 250,000$
Vehicle -$
Equipment -$
Other -$
Total Budget 250,000$ -$ -$ -$ -$ 250,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues 200,000$ 200,000$
Debt Service -$
Infrastructure Surtax -$
Fund balance 50,000$ 50,000$
Other -$
Total Revenues 250,000$ -$ -$ -$ -$ 250,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment: Grant awarded in FY 2018
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Village of North Palm Beach FY 2019 Adopted Budget Page 318 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result :Department :
Beautification and Quality of Life Recreation
Project Name :Year(s) :2020
Dog Park Fence Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
This is the replacement of the Dog Park fence which including posts and black mesh chain link
material.
These improvements at the Dog Park are working towards the goal of the Strategic Plan to update
and upgrade the Village infrastructure.
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Village of North Palm Beach FY 2019 Adopted Budget Page 319 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Dog Park Fence Replacement
Strategic Result :Beautification and Quality of Life
Department :Recreation
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 100,000 100,000$
Vehicle -$
Equipment -$
Other -$
Total Budget -$ 100,000$ -$ -$ -$ 100,000$
Funding Sources :
General revenues 50,000 50,000$
Impact fees -$
Grant revenues 50,000 50,000$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ 100,000$ -$ -$ -$ 100,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$ -$
Comment: No significant impact. Capital expenditure is designed to replace existing
fencing
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Village of North Palm Beach FY 2019 Adopted Budget Page 320 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result :Department :
Waterways & Recreation Recreation
Project Name :Year(s) :2020
Lakeside Park Paths
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
This is the renovation of the walking paths at Lakeside Park. This project will include the complete
demolition of the existing path and construction of a new one. It will also include park amenities
related to the path
These improvements at the lakeside pathways are working towards the goal of the Master Plan to
update and upgrade the Village infrastructure.
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Village of North Palm Beach FY 2019 Adopted Budget Page 321 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Lakeside Park Paths
Strategic Result :Waterways & Recreation
Department :Recreation
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 225,000$ 225,000$
Vehicle -$
Equipment -$
Other -$
Total Budget -$ 225,000$ -$ -$ -$ 225,000$
Funding Sources :
General revenues 45,000$ 45,000$
Impact fees -$
Grant revenues 180,000$ 180,000$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ 225,000$ -$ -$ -$ 225,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$ -$ -$ -$
Comment:
The Village will appropriate any grant matching requirements upon
notification of grant approval. If targeted grant isn't awarded, The Village
will need to either suspend the project or seek alternate funding sources.
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Village of North Palm Beach FY 2019 Adopted Budget Page 322 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result :Department :
Beautification and Quality of Life Public Works
Project Name :Year(s) :2019 - 2023
Alley Wall Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Replace the existing east alley wall with a new design.
Improve appearance of the alleyway and encourage multi-modal usage.
Existing alley wall is old and in need of major repairs; Materials are no longer available and repairs
are costly and time consuming.
Design and community consensus in FY 19. Start construction phase in FY 20. Use old alley wall
materials for repairs until project is completed. Seek grants to help pay for the construction if
possible.
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Village of North Palm Beach FY 2019 Adopted Budget Page 323 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Alley Wall Replacement
Strategic Result :Beautification and Quality of Life
Department :Public Works
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design 50,000$ 50,000$
Engineering -$
Construction 100,000$ 100,000$ 100,000$ 100,000$ 400,000$
Vehicle -$
Equipment -$
Other -$
Total Budget 50,000$ 100,000$ 100,000$ 100,000$ 100,000$ 450,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax 50,000$ 100,000$ 100,000$ 100,000$ 100,000$ 450,000$
Fund balance -$
Other -$
Total Revenues 50,000$ 100,000$ 100,000$ 100,000$ 100,000$ 450,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$-$
Comment:
This project will reduce or eliminate staff time and materials on east
alley wall maintenance but these impacts are not presently quantifiable
and are believed to be marginal
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Village of North Palm Beach FY 2019 Adopted Budget Page 324 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Improve Mobility Public Works
Project Name : Year(s) :2019 - 2023
Asphalt Resurfacing
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Milling and paving of streets on an annual basis; pavement preservation strategies.
Maintain the existing Village street network at an acceptable level.
Milling and paving before streets deteriorate and need complete reconstruction at a substantially
higher cost (5 times more expensive).
Prioritized based on 2018 Pavement Management Services Pavement Condition Report; Pilot
project to apply Reclamite® asphalt rejuvenator to extend street life.
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Village of North Palm Beach FY 2019 Adopted Budget Page 325 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Asphalt Resurfacing
Strategic Result :Improve Mobility
Department :Public Works
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 300,000$ 300,000$ 300,000$ 300,000$ 300,000$ 1,500,000$
Vehicle -$
Equipment -$
Other -$
Total Budget 300,000$ 300,000$ 300,000$ 300,000$ 300,000$ 1,500,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax 300,000$ 300,000$ 300,000$ 300,000$ 300,000$ 1,500,000$
Fund balance -$
Other -$
Total Revenues 300,000$ 300,000$ 300,000$ 300,000$ 300,000$ 1,500,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$-$
Comment:
Maintains existing condition of the Village street network.
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Village of North Palm Beach FY 2019 Adopted Budget Page 326 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Improve Mobility Public Works
Project Name : Year(s) :2019-2021
Bridge Improvement - Prosperity Farms
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Palm Beach County is replacing the Prosperity Farms Bridge (Project Number: 2018800) and
issued an RFQ for engineering services on June 28, 2018 and opened the RFQs on July 31, 2018.
The Village has met with the County and requested to be involved in the design process.
Objective is to achieve a multi-modal design for the new bridge with the added benefit of
beautification of this traffic corridor.
The bridge has reached the end of its life cycle and needs to be replaced. The County is open to
Village design input, but the Village will need to pay for construction that goes above and beyond
the County's established design standards.
Palm Beach County is scheduled to replace the bridge. The proposed configuration includes a 3
lane bridge, bike lanes and sidewalks. Any upgrades consistent with the Master Plan will require
Village funding. The current timeline for the County has design work being initiated in summer,
2019 and construction in Fiscal Year 2021. A more detailed schedule will be provided after the
consultant selection process and the work scope is finalized. The Village will work to complete
design concepts before initiation of County design work.
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Village of North Palm Beach FY 2019 Adopted Budget Page 327 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Bridge Improvement - Prosperity Farms
Strategic Result :Improve Mobility
Department :Public Works
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design 25,000$ 25,000$
Engineering -$
Construction 200,000$ 200,000$
Vehicle -$
Equipment -$
Other -$
Total Budget 25,000$ -$ 200,000$ -$ -$ 225,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax 25,000$ 200,000$ 225,000$
Fund balance -$
Other -$
Total Revenues 25,000$ -$ 200,000$ -$ -$ 225,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$-$
Consultant services and payment to Palm Beach County to construct
Village desired Master Plan elements as a part of the bridge
construction. Comment:
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Village of North Palm Beach FY 2019 Adopted Budget Page 328 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result :Department :
Improve Mobility Public Works
Project Name :Year(s) :2019- 2023
Bridge Improvement - US 1
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
FDOT - District IV is replacing the US 1 Bridge over the Earman River (FPID 442891-1-32-01), and
four (4) conceptual bridge replacement typical section options have been developed. The Village
has met with FDOT and requested to be involved in the design process.
Objective is to achieve a multi-modal design for the new bridge with the added benefit of
beautification of this traffic corridor.
The bridge was damaged October 18, 2017 when a 35-foot section of the sidewalk and part of the
shoulder on the southbound side collapsed into the waterway. Temporary repairs have been made,
but the bridge has reached the end of its life cycle and needs to be replaced.FDOT appears open
to Village design input, but the Village will need to pay for construction that goes above and beyond
FDOT's established design standards.
The Village issued an RFQ in 2018 for Consulting Services to Prepare Conceptual Designs and
Budgets for Street Beautification. The Firm(s) selected will work with Village Staff on desired
improvements to the bridge design.
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Village of North Palm Beach FY 2019 Adopted Budget Page 329 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Bridge Improvement - US 1
Strategic Result :Improve Mobility
Department :Public Works
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design 25,000$ 25,000$ 50,000$
Engineering -$
Construction 500,000$ 500,000$
Vehicle -$
Equipment -$
Other -$
Total Budget 25,000$ 25,000$ -$ -$ 500,000$ 550,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues 500,000$ 500,000$
Debt Service -$
Infrastructure Surtax 25,000$ 25,000$ 50,000$
Fund balance -$
Other -$
Total Revenues 25,000$ 25,000$ -$ -$ 500,000$ 550,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$-$
Comment:
Consultant services and payment to FDOT to construct Village desired
Master Plan elements as a part of the bridge construction.
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Village of North Palm Beach FY 2019 Adopted Budget Page 330 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Improve Mobility Public Works
Project Name : Year(s) :2019
Bridge Repairs - Monet
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Bridge repairs to the Monet structure.
Ensure the bridge is safe and in good condition for public use.
Maximize the life of the bridge until it needs to be replaced.
Needed repairs are identified by the annual FDOT bridge inspection reports.
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Village of North Palm Beach FY 2019 Adopted Budget Page 331 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Bridge Repairs - Monet
Strategic Result :Improve Mobility
Department :Public Works
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 50,000$ 50,000$
Vehicle -$
Equipment -$
Other -$
Total Budget 50,000$ -$ -$ -$ -$ 50,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax 50,000$ 50,000$
Fund balance -$
Other -$
Total Revenues 50,000$ -$ -$ -$ -$ 50,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$-$
Comment:
Needed repairs are identified by the annual FDOT bridge inspection
reports.
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Village of North Palm Beach FY 2019 Adopted Budget Page 332 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Improve Mobility Public Works
Project Name : Year(s) :2021-2023
Bridge Replacement - Lighthouse
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Complete reconstruction of the Lighthouse Drive bridge.
Failure or closure of the Lighthouse Drive bridge will have a significant impact on the Village street
network and overall traffic flow. Options should be seriously evaluated within the next 2-3 years with
engineering beginning in 2022.
The Lighthouse Drive bridge has been in use for 60 years and is nearing the end of its useful life. A
recent bridge inspection report gave the bridge only a 26.2 sufficiency rating and recommends the
Village seriously consider a plan for replacing the bridge in 5 to 8 years. Village staff is proposing
construction in 2023.
Needed repairs identified by the annual FDOT bridge inspection report were completed in 2018.
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Village of North Palm Beach FY 2019 Adopted Budget Page 333 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Bridge Replacement - Lighthouse
Strategic Result :Improve Mobility
Department :Public Works
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering 250,000$ 250,000$ 500,000$
Construction 5,000,000$ 5,000,000$
Vehicle -$
Equipment -$
Other -$
Total Budget -$ -$ 250,000$ 250,000$ 5,000,000$ 5,500,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues 2,500,000$ 2,500,000$
Debt Service -$
Infrastructure Surtax 250,000$ 250,000$ 500,000$
Fund balance -$
Other 2,500,000$ 2,500,000$
Total Revenues -$ -$ 250,000$ 250,000$ 5,000,000$ 5,500,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$ -$ -$-$ -$ -$
Comment:
Needed repairs identified by the annual FDOT bridge inspection reports
have been completed, but the bridge has reached the end of its life cycle.
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Village of North Palm Beach FY 2019 Adopted Budget Page 334 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Beautification & Quality of Life Public Works
Project Name : Year(s) :2022
Parking Lot - Anchorage Park
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
The finishing touch of the Anchorage Park Master Plan construction project will be redesigning the
parking lot and boat wash area to improve drainage, milling and paving, and striping.
The Village has made a substantial investment in Anchorage Park beautification. Not addressing
the parking lot condition detracts from the park's overall appearance. An added benefit is drainage
improvements to better protect the North Palm Beach Waterway, which goes toward Waterways
and Recreation strategic initiative.
The parking lot is old and deteriorated and needs to be milled and paved. Parts of it will need to be
reconstructed altogether due to failure and redesign.
Project needs to be done after all of the other Master Plan elements have been completed.
Funding contemplates applying for Lake Worth Lagoon Initiative funding in 2020 for use in 2022
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VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Parking Lot - Anchorage Park
Strategic Result :Beautification & Quality of Life
Department :Public Works
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering 25,000$ 25,000$
Construction 250,000$ 250,000$
Vehicle -$
Equipment -$
Other -$
Total Budget -$ -$ 25,000$ 250,000$ -$ 275,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues 125,000$ 125,000$
Debt Service -$
Infrastructure Surtax 25,000$ 125,000$ 150,000$
Fund balance -$
Other -$
Total Revenues -$ -$ 25,000$ 250,000$ -$ 275,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$-$ -$ -$-$ -$
Comment:
Final element of the Anchorage Park Master Plan; The Village will
appropriate any grant matching requirements upon notification of grant
approval. If targeted grant isn't awarded, The Village will need to either
suspend the project or seek alternate funding sources
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Village of North Palm Beach FY 2019 Adopted Budget Page 336 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Beautification and Quality of Life Public Works
Project Name : Year(s) :2020-2021
Parking Lot - Community Center
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Milling and paving of the Community Center south parking lot with the goals of saving the trees and
eliminating trip hazards.
The Community Center is a high use and high visibility facility. Significant funding is budgeted to
maintain the athletic fields at the highest level. The parking lot is overdo for milling and paving and
detracts from the aesthetics of the property.
The parking lot is old and deteriorated and needs to be milled and paved. Parts of it will need to be
reconstructed altogether due to failure and redesign.
Parking will be reduced as a part of this project so that the trees can be saved and the pavement
better protected from roots.
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Village of North Palm Beach FY 2019 Adopted Budget Page 337 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Parking Lot - Community Center
Strategic Result :Beautification and Quality of Life
Department :Public Works
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering 10,000$ 10,000$
Construction 150,000$ 150,000$
Vehicle -$
Equipment -$
Other -$
Total Budget -$ 10,000$ 150,000$ -$ -$ 160,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues 75,000$ 75,000$
Debt Service -$
Infrastructure Surtax 10,000$ 75,000$ 85,000$
Fund balance -$
Other -$
Total Revenues -$ 10,000$ 150,000$ -$ -$ 160,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$-$ -$ -$-$ -$
Comment:
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Village of North Palm Beach FY 2019 Adopted Budget Page 338 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Waterways and Recreation Public Works
Project Name : Year(s) :2020-2021
Seawall Replacement at Lakeside Park
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Two options should be considered. The first option is replacement of the seawall. The second
option is installation of interlocking sheet piling on the waterward side of the seawall. With the
resulting gap filled by sand, gravel, or flowable fill, with rip-rap stacked on the waterward side of the
sheets for structual support, aesthetics, and wave energy absorption.
Avoid a seawall failure that could cause the loss of the park penusula and observation area.
The southeast seawall is in poor condition. It simply has so many deficiencies that repair is not
feasible. The seawall is clearly at or near the end of its useful life, and could suffer a structural
failure at any time, especially during a severe rain event or during a sudden recession of the water
level in the lake (such as from waves or a drop from an unusually high tide to a relatively low tide).
Staff conclusions are based upon an engineering study completed in December 2017 to assess
damage at Lakeside Park after Hurricane Irma. The canal side seawall will need to be addressed at
a future date and is less critical at this time.
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Village of North Palm Beach FY 2019 Adopted Budget Page 339 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Seawall Replacement at Lakeside Park
Strategic Result :Waterways and Recreation
Department :Public Works
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering 60,000$ 60,000$
Construction 600,000$ 600,000$
Vehicle -$
Equipment -$
Other -$
Total Budget -$ 60,000$ 600,000$ -$ -$ 660,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues 500,000$ 500,000$
Debt Service -$
Infrastructure Surtax 160,000$ 160,000$
Fund balance -$
Other -$
Total Revenues -$ 160,000$ 500,000$ -$ -$ 660,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$-$ -$-$-$ -$
Comment:
The Village will appropriate any grant matching requirements upon
notification of grant approval. If targeted grant isn't awarded, The Village will
need to either suspend the project or seek alternate funding sources.
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Village of North Palm Beach FY 2019 Adopted Budget Page 340 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Waterways and Recreation Public Works
Project Name : Year(s) :2021
Seawall - Monet Road
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Monet Road
Comments :
Engineering study to determine the extent of needed repairs and establish a timeline for
construction activities.
Avoid a seawall failure that could impact or obstruct the abutting canal and cause the loss of the
park peninsula and observation area.
The seawall is showing visual signs of aging. The engineering study will determine the condition of
the seawall, recommend any needed repair options, and determine when these repairs should be
completed to avoid a premature seawall failure.
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Village of North Palm Beach FY 2019 Adopted Budget Page 341 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Seawall - Monet Road
Strategic Result :Waterways and Recreation
Department :Public Works
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design 30,000$ 30,000$
Engineering -$
Construction -$
Equipment -$
Vehicle -$
Other -$
Total Budget -$ -$ 30,000$ -$ -$ 30,000$
Funding Sources :
General revenues 30,000$ 30,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other -$
Total Revenues -$ -$ 30,000$ -$ -$ 30,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$-$ -$-$-$ -$
Comment:
Engineering study should determine the extent of needed repairs and
establish a timeline for construction activities.
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VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Improve Mobility Public Works
Project Name : Year(s) :2019 - 2023
Sidewalk Repairs
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Village Sidewalk Repairs (saw cutting and removal/replacement).
Pedestrian safety.
Eliminate possible trip hazards.
A complete sidewalk inventory and inspection was completed in June 2018 and will be used to
prioritize projects.
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Village of North Palm Beach FY 2019 Adopted Budget Page 343 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Sidewalk Repairs
Strategic Result :Improve Mobility
Department :Public Works
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design -$
Engineering -$
Construction 150,000$ 100,000$ 75,000$ 75,000$ 75,000$ 475,000$
Equipment -$
Vehicle -$
Other -$
Total Budget 150,000$ 100,000$ 75,000$ 75,000$ 75,000$ 475,000$
Funding Sources :
General revenues -$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax 150,000$ 100,000$ 75,000$ 75,000$ 75,000$ 475,000$
Fund balance -$
Other -$
Total Revenues 150,000$ 100,000$ 75,000$ 75,000$ 75,000$ 475,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$-$ -$ -$-$ -$
Comment:
Pedestrian safety.
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Village of North Palm Beach FY 2019 Adopted Budget Page 344 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
2019 - 2023
Strategic Result : Department :
Waterways and Recreation Public Works
Project Name : Year(s) :2020-2023
Stormwater Repair and Replacement
Project Description :
Link to Strategic Plan :
Need, Justification, Benefits :
Location & Area Map Project Photo
Comments :
Stormwater pipe cleaning and televising
Pepperwood Circle stormwater repair
Lighthouse Drive and US 1 stormwater repair
Improve drainage and protect surrounding water bodies.
Reduce flooding and improve water quality; Some work mandated by the Village's National
Pollutant Discharge Elimination System (NPDES) permit.
Stormwater Atlas was completed in 2015 identifying pipe and discharge locations but conditions are
unknown at this time. Initial stormwater management study commenced in FY 17-18.
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Village of North Palm Beach FY 2019 Adopted Budget Page 345 of 358
VILLAGE OF NORTH PALM BEACH
CAPITAL IMPROVEMENT PLAN
FINANCIAL INFORMATION
2019 - 2023
Project Name :Stormwater Repair and Replacement
Strategic Result :Waterways and Recreation
Department :Public Works
2019 2020 2021 2022 2023 Total
Project Budget :
Land acquisition -$
Planning / Design 75,000$ 75,000$
Engineering -$
Construction 275,000$ 275,000$ 275,000$ 825,000$
Vehicle -$
Equipment -$
Other -$
Total Budget -$ 75,000$ 275,000$ 275,000$ 275,000$ 900,000$
Funding Sources :
General revenues 75,000$ 75,000$
Impact fees -$
Grant revenues -$
Debt Service -$
Infrastructure Surtax -$
Fund balance -$
Other 275,000$ 275,000$ 275,000$ 825,000$
Total Revenues -$ 75,000$ 275,000$ 275,000$ 275,000$ 900,000$
Operating Impact:
Personnel -$
Operating -$
Capital -$
Other -$
Total Operating -$-$ -$ -$-$ -$
Comment:
Assumes some type of fair and equitable stormwater fee structure is
developed and implemented.
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Village of North Palm Beach FY 2019 Adopted Budget Page 346 of 358
Appendix
FY 2019
Return to Table of Contents
Village of North Palm Beach FY 2019 Adopted Budget Page 347 of 358
Acronyms FY 2019
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 2019 Adopted Budget Page 348 of 358
Glossary FY 2019
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 2019 Adopted Budget Page 349 of 358
Glossary FY 2019
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 2019 Adopted Budget Page 350 of 358
Glossary FY 2019
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 2019 Adopted Budget Page 351 of 358
Glossary FY 2019
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 2019
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 2019
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 2019
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 2019
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 2019
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 2019
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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