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HomeMy WebLinkAboutAgenda Council Agenda 060106 City of Palm Beach Gardens Council Agenda June 1, 2006 Council Chambers 10500 N. Military Trail Palm Beach Gardens, FL 33410 Mayor Russo Council Member Jablin Vice Mayor Barnett Council Member Levy Council Member Valeche CITY OF PALM BEACH GARDENS COUNCIL AGENDA June 1, 2006 7:00 P.M. I. PLEDGE OF ALLEGIANCE II. ROLL CALL III. ADDITIONS, DELETIONS, MODIFICATIONS: IV ANNOUNCEMENTS / PRESENTATIONS: a. (Page 4) Recognition of the Palm Beach Gardens High School Girls Softball 2nd State Championship. V. ITEMS OF RESIDENT INTEREST AND BOARD/COMMITTEE REPORTS: VI. CITY MANAGER REPORT: a. On-going Service assessment and Community Outreach Annual Report. b. Compensation and Classification Study Report. c. PGA Blvd. construction update. VII. COMMENTS FROM THE PUBLIC: (For Items Not on the Agenda, please submit request form to the City Clerk prior to this Item) VIII. CONSENT AGENDA: a. (Page 5) Approve Minutes from the May 4, 2006 Regular City Council meeting. b. (Page 10) 2nd Quarter Financial Report. c. (Page 70) Proclamation -- in recognition of Chatsworth at PGA National, a division of Devonshire Senior Resort Communities for receiving the Governors Gold Seal Award. IX. PUBLIC HEARINGS: Part I – Quasi-judicial Part II – Non-Quasi-judicial a. (Staff Report on Page 71, Ordinance on Page 75) Ordinance 11, 2006 – (2nd reading and adoption) Firefighters’ Pension Plan. An Ordinance of the City Council of the City of Palm Beach Gardens, Florida relating to the Firefighters’ Pension Plan; amending Section 38-54, Code of Ordinances, entitled “Finances and Fund Management,” to permit investments of up to ten percent of the pension plan’s assets in real estate; providing for codification; and providing an effective date. X. RESOLUTIONS: XI ORDINANCES: (For Consideration on First Reading) XII. ITEMS FOR COUNCIL ACTION/DISCUSSION: a. Budget Oversight Committee XIII. CITY ATTORNEY REPORT: XIV. ADJOURNMENT PLEASE TAKE NOTICE AND BE ADVISED that if any interested party wishes to appeal any decision made by the City Council with respect to any matter considered at this public hearing, such interested persons will need a record of the proceedings and may need to ensure that a verbatim record is made, including the testimony and evidence upon which the appeal is to be based. In accordance with the Americans with Disabilities Act and Section 286.26, Florida Statutes, persons with disabilities needing special accommodations in order to participate in this proceeding are entitled to the provision of certain assistance at no cost. Please call the City Clerk’s Office at 561-799-4122 no later than 5 days prior to the hearing if this assistance is required. For hearing impaired assistance, please call the Florida Relay Service Numbers: 800-955-8771 (TDD) or 800-955-8770 (VOICE). NOTE: All presentation materials must be received by the City Clerk prior to the presentation to the Council. CITY OF PALM BEACH GARDENS Community Services MEMORANDUM TO: Patty Snider, City Clerk DATE: May 19,2006 A FROM: Justin Lucas, Parks Superintendent’ @52,- APPROVED: Mike Kelly, Parks Director SUBJECT: Palm Beach Gardens High School Girls Softball Presentation The Palm Beach Gardens High School Girls Softball team won the Florida High School Athletics Association (FHSAA) 6A State Championship on Saturday, May 13 with a 3-1 victory over Spruce Creek High School. The Gators finished the season with a 30-2 record. A majority of the team members participated in the Palm Beach Gardens Youth Athletic Association Girls Softball program at Lake Catherine Complex. Head coach Randy Jackson, team members and parents will be present and the team would like to present a signed ball to the Council. CITY OF PALM BEACH GARDENS CITY COUNCIL REGULAR MEETING May 4, 2006 The May 4, 2006 Regular Meeting of the City Council of the City of Palm Beach Gardens, Florida, was called to order at 7:02 P.M. in the Council Chambers of the Municipal Complex, located at 10500 North Military Trail, Palm Beach Gardens, Florida, by Mayor Russo, and opened with the Pledge of Allegiance. ROLL CALL: The City Clerk called the roll and the following elected officials were found to be in attendance: Mayor Russo, Vice Mayor Barnett, Councilmember Jablin, Councilmember Levy, and Councilmember Valeche. ADDITIONS, DELETIONS AND MODIFICATIONS: Mayor Russo announced the following proposed additions and deletions to the agenda: under additions, staff update by City Manager on ongoing projects; under deletions- postponement of public hearing under quasi-judicial hearings, Part 1 – Resolution 49, 2006, granting conditional use approval on the Vavrus ranch site, to the City Council meeting of June 15, 2006 as requested by the applicant. Councilmember Jablin made a motion to approve the additions and deletions as requested. Councilmember Levy seconded the motion, which carried by unanimous 5-0 vote. PRESENTATIONS: City resident Sid Forbes was honored for his contributions to the City, with the operation of the Gardens Mall, for his volunteer work and leadership role; and was presented with a key to the City. Mr. Forbes expressed his thanks. ITEMS OF RESIDENT INTEREST: Vice Mayor Barnett congratulated 2006 Pathfinder award winners in Palm Beach County, and noted the reason the City had worked so hard to bring Scripps here was to provide educational opportunities for such outstanding young people. Councilmember Levy reported he had been one of the judges for the senior projects at Dwyer High School, and had been impressed by the students. Councilmember Levy also reported he had attended a Recreation Advisory Committee meeting, relayed the Committee’s thanks to the City Council for passing the recreation loan initiative, and described the proposed improvements. Councilmember Valeche reported he had attended a Budget Oversight Committee meeting, and proposed reinstating the board since it was due to sunset. Councilmember Valeche suggested re-naming this group the Budget Oversight Board, and increasing the number of members. Councilmember Valeche reported he had been elected to the Board of Directors of the League of Cities, and reported the League was taking an aggressive posture against the County on home rule issues and would lobby for purely city issues, which he believed would create friction with the County, and advised that he would take no position before bringing the issues back to the City Council. Councilmember Jablin thanked the crew at the golf course for providing dinner, and congratulated Mayor Russo for winning the putting contest. Mayor Russo noted the budget oversight committee issue should be discussed at an upcoming Council meeting. Mayor Russo reported on the 15th he would be attending the cabinet meeting in Tallahassee, referred to items in a letter from the Governor and the City’s actions already taken addressing these issues, and advised that work needed to be accelerated on the Scripps matter. Mayor Russo expressed his opinion that the members of the Council who had not made the trip to La Jolla should plan a trip, and that work on Scripps should be considered in the upcoming budget. CITY OF PALM BEACH GARDENS REGULAR MEETING, 5/4/06 2 CITY MANAGER REPORT: Michael Sanchez, Growth Management Department, reported the County Commission had postponed consideration of the Callery-Judge comprehensive plan amendments to May 25, 2006. Kara Irwin reported attendance at an IPARC (Interlocal Plan Amendment Review Committee) fact-finding panel on the CREA (Coastal Residential Exception Area) amendment which was being proposed by the County, and advised there would be an issues forum May 18. The amendments would be on the June LUAB (Land Use Advisory Board) meeting and were proposed to go to the Board of County Commission transmittal in July or August, The City would be able to object 15 days prior to transmittal. Ms. Irwin advised that currently no agreement on the language had been reached. City Manager Ferris reported the process of changing the architecture for Palm Beach Gardens high school was continuing, and when the plans were ready it will be brought before Council to review. City Manager Ferris also reported FDOT (Florida Department of Transportation) had been contacted regarding PGA Boulevard from Central Boulevard to Shady Lakes Drive, and Military Trail from Garden Lakes Drive to Johnson Dairy Road for an intersection and safety review as requested by City Council at their last meeting, and the results would be presented when received. The City Manager commented regarding communications with Commissioner Marcus’ office that did not want to get between the Commissioner and the Council on issues that might be political unless the Council wanted him to do that. Consensus of Council was that the procedure would not change except the City Manager’s office would try to be more communicative on issues in which the Commissioner was interested, and staff would continue to communicate with staff. City Manager Ferris reported $72,000 had been the net received from the April 22 auction, and that later this summer 7 motorcycles will be retired would probably net at least that much. COMMENTS FROM THE PUBLIC: Tom DeRita, 5770 Whirlaway Road, and Al Malefatto of Greenberg Taurig, representing Avatar, responded to concerns raised by Commissioner Marcus at the last meeting regarding who was going to pay for the mast arm signal at Frenchman’s Yacht Club. Mr. Malefatto announced that Avatar had agreed to contribute $100,000. Mr. DeRita advised he had contacted Commissioner Marcus, who agreed that $100,000 was the total amount that would be paid by the developer. Mayor Russo thanked Avatar for being a good citizen to the City. Mayor Russo read a card from Breny Castano, a resident who was not present, which stated a concern regarding being affected by noise. The Mayor indicated this was a homeowner association issue. Mayor Russo requested that the City Manager send Ms. Castano a letter. Suzanne Archer, 3187 Gardens East Drive, commented she had been trying to find out what the City’s process had been during the hurricane period December 2004 through September 2005, and Todd Engle had helped her. Ms. Archer questioned if occupational licenses were required of contractors; and indicated she had been unable to locate applications, and was curious why the City’s checklist had not been followed. City Manager Ferris responded, and advised that a copy of the latest efforts to respond to Ms. Archer’s requests was available for the Council and a copy was to be given to Ms. Archer. Paula Magnuson, Sandalwood, thanked Todd Engle for his help, indicated there was a disaster regarding engineering, inspections, and the a/c skirts, and if the a/c skirts did not make it through this hurricane season she wanted them removed and another material used. Ms. Magnuson indicated another issue was that the a/c units relocated to the ground had no skirts or landscaping, and CITY OF PALM BEACH GARDENS REGULAR MEETING, 5/4/06 3 encouraged the City to require inspections during repairs. Dennis Berg, Sandalwood, reported a newsletter from the homeowners association had indicated construction would start May 15, and requested inspections and that the code be followed. David Millard, Sandalwood, presented a copy of the roofing contract and pictures of material that was installed which could not be identified, and engineering requirements which the pictures showed were not followed, and asked if inspections had been done. Todd Engle, Construction Services Director, advised inspection records were being researched; the roofing contractor was going back to do all repairs, the standard inspection and certification process would be followed, and work would be done to assure all failures would be repaired. Mr. Engle advised the residents and HOA needed to work out some issues, and the City was going to work with the contractor to be sure all technical issues were resolved. The City Manager described the permitting process that had been done following the hurricanes, and advised that the City had gone well beyond their authority on this issue and was doing the best they could. Joan Elias, 1009 Diamond Head Way, commented Scripps was coming before Christmas and advised the City not to be cheap when doing the budget—the cost would be well worth it. Ms. Elias thanked Mr. Sanchez for representing the City at the Callery-Judge hearing, and asked that the City fight against a flyover at Beeline Highway. Bob Odell, Palm Beach County, Police Benevolent Association, reported he and Jay Spencer, with the Police pension board, were present to provide an update of pension issues, and asked for second reading on the next agenda. Jay Spencer reported meeting with Council and staff, and reported the requested study information had been completed. Finance Director Allan Owens indicated the actuary would have the report in a few days and the consultant could then complete their study in about two weeks. Discussion ensued regarding receipt of information. This item was anticipated to be on the agenda the first meeting in June if the report was ready. CONSENT AGENDA: Councilmember Jablin moved approval of the consent agenda. Councilmember Levy seconded the motion, which carried by unanimous 5-0 vote. Therefore, the following item was approved on the consent agenda: a. Approve Minutes from the April 6, 2006 Regular City Council meeting. PUBLIC HEARINGS: Part I – Quasi-judicial – Mayor Russo announced the procedures to be followed in tonight’s quasi-judicial hearings. The City Clerk swore in all those intending to offer testimony in any of these cases. Resolution 26, 2006 - RCA Center PUD Revisions to Approved Development Plans. A Resolution of the City Council of the City of Palm Beach Gardens, Florida approving an amendment to the Master Development Plan for the approximately 30-acre RCA Center Planned Unit Development (PUD) (A.K.A. “Parcel 5B”), approved by way of Resolution 216, 2004, generally bounded by the PGA Flyover to the North, the Florida East Coast (FEC) Railway to the East, the Gardens Station PUD to the South, and RCA Boulevard to the West, as more particularly described herein, to modify certain conditions of approval and to allow: a reallocation of square footage between certain buildings on site; revised footprints and elevations of certain buildings; addition of a parking structure; and other minor changes to the site and landscape plans; providing additional waivers; providing additional conditions of approval; and providing an effective date. The City Clerk read Resolution 26, 2006 by title. Donaldson Hearing spoke on behalf of the applicant. Mayor Russo declared the public hearing open and called for ex-parte communication. CITY OF PALM BEACH GARDENS REGULAR MEETING, 5/4/06 4 Councilmember Levy reported he spoke with Jeff Marshall and discussed the project. Mr. Donaldson answered questions from the Council. Vice Mayor Barnett expressed a desire for public input earlier in the process. Discussion ensued. Hearing no comments from the public, Mayor Russo declared the public hearing closed. Councilmember Jablin made a motion to approve Resolution 26, 2006. Councilmember Levy seconded the motion, which carried by unanimous 5-0 vote. Resolution 49, 2006 – Granting Conditional Use approval on the Vavrus Ranch site. A Resolution of the City Council of the City of Palm Beach Gardens, Florida granting Conditional Use approval for certain agricultural uses for the approximately 4,760-acre Vavrus Ranch site located approximately five miles West of S.R. 710 (Beeline Highway) on the North side of Northlake Boulevard and East of Grapeview Boulevard, as more particularly described herein; providing conditions of approval; and providing an effective date. The City Clerk read Resolution 49, 2006 by title. Mayor Russo declared the public hearing open and called for ex-parte communication. Councilmember Levy reported John Gary had called him and asked if he had any questions, and he had none. Councilmember Valeche also reported speaking to John Gary. Councilmember Jablin reported Mr. Gary also asked him, and he had no questions. There were no comments from the public. Councilmember Jablin made a motion to continue the public hearing for Resolution 49, 2006 to the City Council meeting of June 15, 2006. Councilmember Levy seconded the motion, which carried by unanimous 5-0 vote. Part II – Non-Quasi-judicial Ordinance 6, 2006 – (2nd reading and Adoption) Amending the Property Maintenance Standards in the Code of Ordinances. An Ordinance of the City Council of the City of Palm Beach Gardens, Florida creating a new Chapter 79 of the Palm Beach Gardens Code of Ordinances to be entitled “Property Maintenance Standards”; repealing Section 86-27 Code of Ordinances, entitled “Housing Code Adopted”; repealing Sections 34-123 through 34-128 of Article V, Code of Ordinances, Entitled “Weeds, Rubbish, Unsanitary Conditions”; providing for codification; and providing an effective date. The City Clerk read Ordinance 6, 2006 by title only on second reading. Mayor Russo declared the public hearing open. City Attorney Christine Tatum explained the two proposed additions: (1) to allow six months for the ordinance to be effective, and (2) in adding requirements of Section 78-329 to clarify that sprinklers did not have to be added to residential properties if they had not been installed originally. Hearing no comments from the public, Mayor Russo declared the public hearing closed. Councilmember Jablin made a motion to adopt Ordinance 6, 2006 on second reading by title only. Councilmember Levy seconded the motion, which carried by unanimous 5-0 vote. ITEMS FOR COUNCIL ACTION/DISCUSSION: Councilmember Jablin presented a memo containing his research on waivers, and summarized the waiver process, which was used as a planning tool. Councilmember Jablin listed the most requested waivers in order, and reported although the least requested item was building height, that was the waiver that seemed to upset the residents the most; and therefore suggested that staff prepare a planning study with the intent being to codify and permanently restrict areas within the City that will not allow height waivers over “x” percent over what the code allows, and to recommend locations where buildings similar in height but no higher than the medical mall at 3801 PGA Boulevard might possibly be built, and to codify that as well. The waiver process would still be in place, and anyone requesting a CITY OF PALM BEACH GARDENS REGULAR MEETING, 5/4/06 5 height waiver in any of these zones would have to go through the same process as today, but hopefully this would allay fears that tall buildings were going to be built everywhere. Discussion ensued. Suggestions included a visioning process by the residents, making the process more user friendly to the residents, addressing waivers separately from building heights, and clarifying that tall buildings could only go into certain locations. The City Manager encouraged the Council to let staff put together information on all planning elements and their interrelationships in order to see the big picture; and commented the future appearance of Northlake Boulevard also needed to be brought up. Another suggestion was to coordinate the budget workshop with the things that needed to be accomplished next year and to address this in the fall when all the residents were here. Councilmember Levy expressed his opinion that gasoline prices would rise out of control and the City should look at alternative fuels for their vehicles, and a long-term goal should be not to use gasoline. ADJOURNMENT There being no further business to discuss, the meeting was adjourned at 9:02 p.m. APPROVAL: ____________________________________ MAYOR RUSSO ____________________________________ VICE MAYOR BARNETT ____________________________________ COUNCILMEMBER JABLIN ____________________________________ COUNCILMEMBER LEVY ____________________________________ COUNCILMEMBER VALECHE ATTEST: ____________________________________ PATRICIA SNIDER, CMC CITY CLERK CITY OF PALM BEACH GARDENS CITY COUNCIL Agenda Cover Memorandum Date Prepared: May 12,2006 Meeting Date: June 1,2006 SubjecVAgenda Item: Presentation of quarterly financial report [XI Recommendation to APPROVE I 1 Recommendation to DENY Reviewed by: City Attorney Submitted by: Department Director Originating Dept.: ,, Advertised: [XI Not Required Affected parties [ ]Notified [XI Not required costs: -0- (Total) -0- Current FY Funding Source: [ ] Operating [XI Other NIA Budget Acct.#: NIA Council Action: [ 3 Approved [ ]Approved wl conditions [ ] Denied [ ] Continued to: Attachments: Quarterly financial report 313 112006 [ ]None Date Prepared: May 12,2006 Meeting Date: June 1,2006 BACKGROUND: As required by Code of Ordinances Article XIII, Section 13- 1 , the Council may request other financial reports throughout the year. We are pleased to present the quarterly financial report for the period ended March 3 1 , 2006. Some of the highlights contained within the report include: 9 Total General Fund revenues through the second quarter were $52 million, compared to $42.8 million for the same period last year. > General Fund revenues exceeded expenditures by $23.2 million through the second quarter, as compared to $15.6 million for the same quarter last fiscal year. > The total investment portfolio as of March 31, 2006 was $61.7 million, compared to $50.9 million at March 3 1 , 2005. 9 Investment returns continue to improve. Our weighted average yield for the entire portfolio as of the end of the quarter was 4.38% or .44% below the one-year Treasury Bill rate of 4.82% 9 $2.5 million dollars in project worksheets have been signed off by FEMA for reimbursement for Hurricane Wilma, of which $1.8 million has been received by the City. An additional $500,000 has been collected from the City’s insurance company, bringing the total reimbursement received to $2.3 million. 9 In December Council adopted Resolution 170, 2005 approving the issuance of a Public Improvement Note in the amount of $1.1 million dollars to finance the cost of certain improvements to the City’s golf course. 9 On February 15, 2006 the City received $1.8 million dollars for Vavrus Case# 99-1 85 code fine violation. > On February 23, 2006 Council adopted Resolution 29, 2006 approving an interlocal agreement with Palm Beach County for the reimbursement of $3 million dollars for cost related to the acquisition and development of the Briger parcel for Scripps Florida on the Abacoa FAU/Briger site. P On April 6, 2006 the firm of McGladrey & Pullen presented Council with the City’s Comprehensive Annual Financial Report. (CAFR) 0 MISC/OTHER: N/A 0 STAFF RECOMMENDATIONS: o Staff recommends a motion to accept the attached quarterly financial report for the quarter ended March 3 1 , 2006 THE CITY OF PALM BEACH GARDENS, FLORIDA QUARTERLY FINANCIAL REPORT FOR THE QUARTER ENDED MARCH 31, 2006 Sculpture: Butterfly Grove Artist: Mark Fuller Location: PGA Commons CITY OF PALM BEACH GARDENS, FL TABLE OF CONTENTS PAGE Transmittal Letter 1 Investment Report 16 Capital Improvement Plan Update 19 Grant Status Report 33 Financial Statements Balance Sheet – Governmental Funds 37 Combining Balance Sheet – Nonmajor Governmental Funds 38 Statement of Revenues, Expenditures, and Changes in Fund Balances – Governmental Funds 39 Combining Statement of Revenues, Expenditures, and Changes in Fund Balances – Nonmajor Governmental Funds 40 Budgetary Comparison Schedule – General Fund 41 Statement of Net Assets – Proprietary Funds 42 Statement of Revenues, Expenditures, and Changes in Fund Balances – Proprietary Funds 43 Analysis of significant line items and Budgetary Comparison Charts 44-55 TRANSMITTAL LETTER Overview I am pleased to present the financial report for the City of Palm Beach Gardens for the second quarter of fiscal year 2006 ending March 31, 2006. The intent of these reports is to inform Council and the public of our financial position by comparing actual results with the adopted budget, and taking corrective actions as appropriate. Our goal is to provide optimum fiscal responsibility through open disclosure in a public forum. Format A brief description of each section of this report is as follows: Transmittal Letter – a financial overview and brief discussion of significant items encountered during the prior quarter. Investment Report – a summary of investment activity (purchases, sales, calls, etc.); total cash and investments by fund; rate of return on investments compared with our benchmark. Capital Improvement Projects (CIP) Update/Project Listing Report – a summary of city projects with a status report on each project to date. Grant Status Report – a summary of city projects funded in part or in whole by grants along with a status report on the project to date. Financial Statements – The following funds’ financial statements are presented: • General Fund • Special Revenue Funds Recreation Programs Golf Course Gas Tax • Capital Project Funds Recreation Impact Police Impact Fire Impact Road Impact PGA Flyover Burns Road • Proprietary Funds Internal Service (Fleet Management) 1 The following statements and other information are presented: • Balance Sheet – Governmental Funds • Combining Balance Sheet – Non major Governmental Funds • Statement of Revenues, Expenditures, and Changes in Fund Balances – Governmental Funds • Combining Statement of Revenues, Expenditures, and Changes in Fund Balances – Non major Governmental Funds • Budgetary Comparison Schedule – General Fund • Statement of Net Assets – Proprietary Funds • Statement of Revenues, Expenditures, and Changes in Fund Balances – Proprietary Fund • Analysis of significant line items and Budgetary Comparison Charts Financial Overview General Fund Revenues General Fund revenues total $52 million through the end of the second quarter, up from $42.8 million for the same period last year: 10,000 20,000 30,000 40,000 50,000 60,000 2005 2006 General Fund Revenues - 2nd Quarter Last Year Vs. This Year (in $1,000s) Ad Valorem Tax revenue increased by $5.7 million from $33,428,000 to $39,188,000 over last year at this time as the graph below illustrates. 10,000 20,000 30,000 40,000 2005 2006 Ad Valorem Tax Revenues - 2nd Quarter Last Year Vs. This Year (in $1,000s) 2 A comparison of some of the other major categories of General Fund revenue from last year to this year is depicted in the following chart: 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000 4,000,000 4,500,000 F r a n c h i s e F e e s L i c e n s e s & Pe r m i t s I n t e r g o v ' & G r a n t s C h a r g e s f o r S e r v i c e s & Fi n e s M i s c e ll a n e o u s General Fund Revenues For the Period Ending Mar. 31, 2006 as compared to Mar. 31, 2005 2nd Qtr Mar '05 2nd Qtr Mar '06 • Franchise Fees $2,197,339 – Franchise fees include revenues received from FP&L $1,795,079, Solid Waste $22,311 and Telecommunication Tax of $379,949. Revenues earned to date represent 44% of estimated earnings. Total revenues for the same period last year were $1,559,132. • Licenses and Permits $2,517,921 – Licenses and permit revenues include Permits $1,213,047, Occupational Licenses $1,156,181, Application Filing Fees $100,400, Juno Beach Building Permits $27,654 and Other Licenses & Fees $20,639. Our revenues earned to date represent 61% of estimated earnings. Total revenues for the same period last fiscal year were $3,513,190. The largest decrease from prior year is with permit revenue which is $1,132,641 lower than last year-to-date. Finance has prepared a mid-year budget amendment reducing permit revenue by $980,000 for council’s approval. • Intergovernmental & Grants $4,255,669 – Intergovernmental revenues include Half Cent Sales Tax $1,712,960, State Revenue Sharing $550,602, County Occupational Licenses $99,324, Mobile Home Licenses $16,378, Alcoholic Beverage License Renewals $2,610, Fuel Tax Refunds $11,392, Grants Revenue from FEMA $1,660,835, Other Grant Revenue $191,865, and Firefighters Supplement $9,703. Revenues earned to date represent 58% of estimated earnings for the period ending March 31, 2006. Total revenues for the same period last fiscal year were $1,911,815 with variance being FEMA money received. • Charges for Services & Fines $2,353,824 – Revenues include Code Fines $1,812,900 (of which $1,808,500 was for the Vavrus Case #99-185 fine paid 2/15/06), Court & Parking Fines $88,405, EMS Transport Fees $161,167, Fire Inspection Fees $246,000, Public Safety Fees $4,275, Recreation Fees $24,438, and 3 Interim Service Fees $16,639. Revenues earned to date represent 61% of budget. Total revenues for the same period last fiscal year were $1,259,913. • Miscellaneous Revenues $739,684 – Revenues earned to date represent 60% of estimated budget. Total revenues for the same period last fiscal year were $344,933. Miscellaneous Revenues to date are as follows: BIO 2006 Sponsorship 20,400$ Boat RV/ Decals 825 Building Dept. Overtime & Auto Reimbursement 63,030 County Impact Fee Retainage 30,245 Donations 45,085 Insurance Proceeds 514,169 Miscellaneous 6,447 Nextel Tower Lease 14,000 Reimbursement of City Services - Median Maintenance27,073 Tax Search, Zoning & Copies 18,409 General Fund Expenditures Assuming expenditures occur consistently throughout the year, 50% of a department’s budget would be expended through the second quarter ending March 31, 2006. Overall, the general fund has expended 38% of total budget. Department Expenditures - % Expended Through March 2006 10 20 30 40 50 C ounc il A dm i n i s t r a t i on E c onom i c D e v e l op m e nt I nf or m a t i on S y s t e m s C i t y C l e r k Le ga l S e r v i c e s H um a n R e s ou r c e s Fi na nc e G e ne r a l S e r v i c e s P oli c e Fi r e /R e s c ue G r ow t h Ma na ge m e nt P a r k s & R e c r e a t i o n G r ound s Ma i n t e na nc e P ubli c W or k s % Expended Total General Fund expenditures through the second quarter were $28.7 million. All departments are in line with budget except for Growth Management, which is at less than 20%. Although the mid-year budget adjustment of $3 million for costs related to the acquisition and development of the Briger parcel for Scripps Florida has been approved by resolution, the funds have not been expended. 4 Risk Management As of the second quarter ending March 31, 2006, the City incurred 41 worker’s compensation claims, with a total loss of $174,102 as compared to 21 claims incurred, and total loss of $84,480 for the same period last fiscal year. The City’s Property and Liability claims totaled $1,642,088 compared to $91,398 for the same period ending March 31, 2005. To date, the City received $500,000 in insurance proceeds. Significant Items The second quarter was busy in Finance and the City as a whole. Following is a brief summary of some of the more significant items occurring during the quarter: • To date, $2.5 million dollars in project worksheets have been signed off by FEMA for reimbursement for Hurricane Wilma, of which $1.8 million has been received by the City to date. An additional $500,000 has been collected, to date, by the City’s insurance company, bringing the total reimbursement received to $2.3 million. • Other Department accomplishments during the 2nd quarter and projects are: The firm of McGladrey & Pullen presented our annual Comprehensive Audited Financial Report to Council April 6, 2006. On December 15, 2005 the City approved, through the adoption of Resolution 170, 2005 issuance of a Public Improvement Note, Series 2005, in the amount of $1,155,200, to finance the cost of certain improvements to the City’s golf course. The golf course will close May 1st to begin improvements. See the CIP section of this report on pages 19-32 for updates on this project. On February 15, 2006 the City received $1,808,500 for Vavrus Case# 99-185 code fine violation. Finance has teamed with IT and Public Works researching a new time and attendance software that integrates with our Eden Payroll System. Resolution 33, 2006 awarded Advanced Data Processing, Inc. the EMS third- party billing. We are $629,000 under last year at this time in EMS fee revenue but once ADP catches up the 4 month backlog in billing, budget estimates for year-end should be met. On February 23, 2006 the City approved, through the adoption of Resolution 29, 2006 an interlocal agreement with Palm Beach County for the reimbursement of $3,000,000 for costs related to the acquisition and development of the Briger parcel for Scripps Florida on the Abacoa FAU/Briger site. The Honda Classic 2006 golf tournament was held at the country club at Mirasol March 6-12, 2006. The City hosted a welcome booth at the event and City employees volunteered their time to work shifts, greeting Honda patrons and distributing City information. In addition, the City paid The Classic Foundation $8,000 for the hospitality box and $45,000 as acting host of the event. 5 Capital Improvement Projects Citywide, there are currently 37 CIP projects ongoing in various stages. Please see the Project Listing Report on pages 19-32 for more detail. During the second quarter, some of the more significant projects are as follows: Golf Course Renovations – $1,155,200 was received for golf course improvements and below are some of the items these funds will go toward renovating: 6 Golf Course Renovations – continued from page 6 7 PGA Flyover Beautification – according to the CIP report on page 28 the artwork for the towers should be complete by June of 2006. Below is an aerial of one of the towers as well as the Bas Relief Patina Finish Logo Sculpture Plaques. There are four plaques; two visible from both north and sound bound on A1A (see red arrows below). 8 BRCRC Expansion/Renovations –as the Recreation Department gears up for summer camp, staff looks forward to the completion of this project. Below are some updated pictures of construction in progress: 9 BRCRC Expansion/Renovations – continued from page 9 10 Tennis Center Expansion Project –with court construction underway, staff is anticipating the courts to open before June. Below are pictures from the tennis center and of the HarTru tennis courts under construction: 11 Municipal Complex Artwork Lighting –this project includes the installation of lighting systems in the City Hall lobby and around the Costas Varotsos “Contiguous Currents” art piece. Below are pictures of the completed portions of this project. 12 Capital Outlay During the 2nd quarter, a number of capital assts were purchased and added to the city’s inventory. The following are items of interest: Stromberg time & attendance software with TimeClock, Ethernet, Biometric4,294$ Folder & inserter system (folds, inserts, & seals documents into envelopes)5,312 37 Thinkpad computers for police 45,562 Dummies Unlimited - Cuff Man arrest and control training 1,895 2 - Level three entry vests for SWAT Team 3,586 2 - Hurst extrication equipment for fire 8,726 Wacker roller and trailer for street maintenance 14,482 2006 Ford Escape 21,884 Stromberg time & attendance – as mentioned on page 5, Finance has teamed with IT and Public Works researching a new time and attendance software that integrates with Eden Payroll System. Below is a picture of the timeclock where you clock in with your thumb in the top left hand corner: Folder & inserter system – on February 28, 2006 Neopost delivered, installed and trained our Payroll Coordinator Deborah Steinbruckner on the envelope stuffer that folds, inserts and seals multiple documents. Finance budgeted for this capital outlay and estimates a savings of 2-3 hours per pay period with this asset addition. Below is a picture of Deborah and the Neopost machine: 13 ThinkPad Computers for Police – on February 14, 2006 the police department received 37 ThinkPad Computer Laptops that have been placed in the police cars. Other Capital Outlay for Police – the police department purchased a Cuff Man arrest and control training dummy with free standing mount from Dummies Unlimited as well as 2 level three entry vests for SWAT team. Below are pictures of the Cuff Man from the vendor’s website: Hurst xtractor II cutters for extrication – fire purchased 2 of these cutters with 16 ft. extension hoses. This equipment has a cutting force of 72,000 lbs and is designed to give the firefighters more bite, more force and more cutting power. Below is a picture of the equipment from the Hurst website: 14 Wacker Roller and Trailer – public works purchased the roller pictured below for street maintenance. The parks department also has a similar roller from the same manufacturer which will streamline the maintenance of the equipment. 2006 Ford Escape – in accordance with the agreement the City has with HomeDevco Development Corporation, LLC (developer) the funds for the purchase of this vehicle have come from their $93,000 escrow and the vehicle is to be used by the building inspector and titled to the City. The developer’s project is Landmark located at 3600 Gardens Parkway. In summary, I would like to thank Tresha Thomas, Sr. Accountant, Lisa Scalabrin, Accountant and the entire Finance Staff for their efforts in preparing this document. I would also like to thank Stacy Rundle, Grants Administrator, and Angela Wong, Operations Manager, for providing the information presented in the Grant Status Report, and CIP Update, sections, respectively. Respectfully submitted, Allan Owens, CPA, CGFO Finance Administrator 15 INVESTMENT MANAGEMENT Short-term interest rates increased, with the one-year Treasury bill at 4.82%, from the last quarter’s rate of 4.38%. Longer-term rates also increased for the quarter, with the 20-year Treasury yield at 5.07% as compared to 4.61% from the end of the previous quarter. Investment Portfolio by Type Total Portfolio $61,794,416 SBA 88% FHLMC 3% US Treasury Notes 1% FHLB 2% FNMA 5% FFCB 1% Investment Portfolio by Fund Total Portfolio $61,794,416 Special Revenue 3% Capital Projects 32% General 65% 16 On March 31, 2006, the amount invested at the SBA totaled $54,794,416. The SBA yield gradually increased each month from 3.37% at the beginning of the quarter to 4.65% at the end of the quarter. The Investment Summary provides a listing of the outstanding investments as of March 31, 2006 along with the investment date, maturity date, type of instrument, yield and amounts. As of the end of the quarter, the total market value of the various federal agencies and securities was $6,780,945 compared to the original purchase price of $6,973,341. The total weighted average yield for the entire portfolio as of the end of the quarter was 4.38%, or .44% below the one-year Treasury Bill rate of 4.82%. All other policy guidelines for portfolio composition have been adhered to. INVESTMENT SUMMARY March 31, 2006 Investment Instrument Investment Date Maturity Date Yield Par Value U.S. Treasury Notes 3/13/02 11/15/06 4.52% 500,000 Federal National Mtg Assoc Note 3/29/04 10/7/11 3.00% 500,000 Federal National Mtg Assoc Note 3/29/04 4/8/10 3.00% 500,000 Federal National Mtg Assoc Note 2/26/03 9/05/07 3.00% 500,000 Federal Home Loan Mortgage Corp 4/21/03 10/15/07 3.00% 500,000 Federal Home Loan Banks Debenture 4/21/03 3/26/07 3.02% 500,000 Federal Farm Credit Banks Debenture 5/05/03 4/15/08 3.00% 500,000 Federal Home Loan Mortgage Corp 5/05/03 5/15/08 3.05% 500,000 Federal National Mtg Assoc Note 5/19/03 12/3/07 2.50% 500,000 Federal Home Loan Bk Note Stp Coupon 5/22/03 12/19/08 2.25% 500,000 Federal National Mtg Assoc Note 8/22/03 11/15/07 3.33% 500,000 Federal Home Loan Mortgage Corp 4/13/04 4/15/09 3.00% 500,000 Federal Home Loan Mortgage Corp 11/05/05 11/03/10 3.00% 500,000 Federal National Mtg. Assoc Note 3/04/05 3/03/10 3.25% 500,000 State Investment Pool 4.65% 54,794,416 TOTAL INVESTMENTS 61,794,416 17 Below is a graphic comparison of the City’s earnings rate with the State Investment Pool. The City earned 4.65% for the period ending March 31, 2006 compared to 2.63% for the period ending March 31, 2005. For the quarter ending March 31, 2006 the City’s portfolio totaled $54,794,416 compared to $44,441,158 for the same period in 2005. The second graph shows the increase of the portfolio over the past two years. 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% STATE INVESTMENT POOL EARNINGS RATE 2005 2006 $0 $10 $20 $30 $40 $50 $60 Mi l l i o n s CITY OF PALM BEACH GARDENS PORTFOLIO HISTORY 2005 2006 18 5/11/2006 8:18:29AM Project Listing ReportpaPrList fir0083 Fire Dept. Training TowerProject # This project includes completing the roof of the existing training tower and adding an external stair to the building to be in compliance with State training requirements. Project Description: Project Manager: Fetterman Update: The roof trusses have been ordered and will be installed this month, staff is obtaining proposals for the design and construction of the additional stair system. Account No: 303.1200.522.6900 gol0029 Golf Course RenovationsProject # This project includes renovation of all tee box signage. Project Description: Project Manager: Dan Reidy Update: No Update. Account No: 106.2540.572.6900 gol0075 Golf Course Irrigation Pump ReplacementProject # Replacement of three irrigation pumps. Project Description: Project Manager: Reidy Update: This project is complete. Account No: 106.2540.572.6900 gol0076 Golf Course Above Ground Fuel TankProject # Removal of a underground storage tank and replacement with an above ground storage system to be compliant with FDEP Regulations. Project Description: Project Manager: Reidy Update: The above ground fuel tank was delivered on April 5th. The project is scheduled to be complete in May. Account No: 106.2540.572.6900 gol0077 Golf Course Greens ReplacementProject # Removal of existing greens. Install new drainage, irrigation, subsurface and putting surface to meet USGA standards. Project Description: Project Manager: Reidy Update: The project is scheduled to be complete in May. Account No: 106.2540.572.6900 19 5/11/2006 8:18:29AM Project Listing ReportpaPrList gol0080 Golf Course Driving Range ExpansionProject # This project adds enhancements to the driving range to include installing a partial shade structure cover, benches and inserting floating greens as practice targets in the aqua range. Project Description: Project Manager: Reidy Update: Staff has ordered the floating greens and shade structure. The project is scheduled to be complete in May. Account No: 301.2000.572.6900 gol0081 Golf Course Concession ExpansionProject # Funds are requested to increase square footage of the golf concessions area by flooring an open area. Project Description: Project Manager: Reidy Update: The project is scheduled to be complete in May. Account No: 301.2000.572.6900 pol0050 Radio Equipment - Countywide ConsortiumProject # This project includes the implementation of the interoperable 800 MHz radio system, which will increase communications between neighboring cities. Project Description: Project Manager: Gisele Foster Update: The interlocal agreement has been approved by 2 of the 3 municipalities involved in the 1st phase of the project (which are West Palm Beach and Palm Beach). Staff will present to Council on 4/20/06 for approval. The contract with M/A-COM is currently being reviewed by the MPSCC for approval. Account No: 001.1000.521.6900 pol0082 Police Emergency Operations CenterProject # Funds are requested for the construction of a new Emergency Operations Center (EOC). The EOC includes 911 Dispatch Operations and will also house all of the City’s communications and computer equipment sustained by generator and uninterrupted power supply (UPS). The current EOC and Dispatch Center in the existing structure can only be safely occupied and operated during a hurricane with winds up to 110 mph. The new structure will withstand winds up to at least 155 mph. The project will also facilitate ancillary construction of an equipment shelter attached to the north side of the sally port and the expansion of the Community Room to increase safe space in the in the Police Department during emergencies. Additionally, it will be used citywide for conferencing and a meeting facility. This is a multi-year funded projected financed by the Impact Fund . Project Description: Project Manager: Gisele Update: The 10-year growth analysis for the City has been completed. Staff is analysing the results as part of the Citywide Facilities Expansion project. This project is being considered along with all facility needs. Account No: 302.1000.521.6900 20 5/11/2006 8:18:29AM Project Listing ReportpaPrList pub0001 Burns Road Widening ProjectProject # This project includes mitigation of impacts due to the widening of Burns Road. Project Description: Project Manager: Engle Update: Parking Lot improvements remain. Wiring installation is complete. Account No: 309.0900.519.6900 pub0019 Bus Shelters (PBCC & Lakeside)Project # This project includes the installation of two bus shelters, one at Lakeside Bldg on Military Trail and one at the main entrance to PBCC. Palm Tran through PBC has approved grants for both locations in the amount of $7500 per site. Project Description: Project Manager: Reyes Update: Staff is obtaining quotes for the construction of the shelters, as well as developing easement agreements for same. Account No: 103.3000.539.6900 pub0023 Kyoto Gardens Drive ExtensionProject # This project includes the design and construction of a railroad crossing at Kyoto Gardens Drive and the FEC tracks just west of A1A, which includes a proposed traffic light at the Kyoto/A1A intersection, and construction of a 4-lane roadway by Catalfumo. 4 Lane Roadway - $4,838,301: Catalfumo $3,304,970; City $1,533,331 FEC Settlement - $1,182,000 Winchester Courts Mitigation- $500,000 Engineering/Contingency - $385,820 Project Description: Project Manager: Dan Clark Update: Staff is working with the developer to complete the permitting with SFWMD. Construction Phase services to beign within the next three months. Account No: 305.0900.541.6900 pub0027 BRCRC Restroom RenovationsProject # This project includes replacement of the restroom fixtures and tiles. Project Description: Project Manager: Wilson Update: This project is complete. Account No: 001.3030.539.6900 21 5/11/2006 8:18:29AM Project Listing ReportpaPrList pub0031 Stormwater System Imp - Phase IIProject # This project includes all improvements listed in the 2002 Stormwater System Improvements Plan. Thompson River Canal (Military south to Seagrape) Project Description: Project Manager: Reyes Update: This project is complete. Account No: 001.3040.541.6900 pub0047 Garage Bay DoorsProject # Installation of new doors at Public Works yard. Project Description: Project Manager: Wilson Update: Fleet Maintenance is reviewing the structural portion of the doors prior to installation for June 2006. Account No: 501.3020.539.6900 pub0048 Military Tr Medians - Lilac to S LimitProject # This project includes beautification elements to various medians along Military Trail from the EPB-3C canal south to the city limits as well as Northlake Blvd from Military Trail to the Florida Turnpike. Project Description: Project Manager: Reyes Update: The project is under construction. Garden Oaks Homeowners Association agreed to allow the City utilize their irrigation system to service the new improvements. Staff is currently developing an agreement, to be reviewed by Garden Oaks. Account No: 001.2080.519.6900 pub0052 City Hall - First Floor RenovationsProject # This project involves the renovations of several departments in City Hall to provide for additional office space. In addition, the lobby at the Building Department will be redesigned to provide for additional function and security. Project Description: Project Manager: Engle Update: This project is complete. Account No: 001.3030.539.6900 22 5/11/2006 8:18:29AM Project Listing ReportpaPrList pub0053 Public Works Storage RenovationsProject # This project includes enclosing the existing outside storage areas in the PW yard. Project Description: Project Manager: Wilson Update: This project is complete. Account No: 001.3030.539.6900 pub0057 Bus Shelters - US 1Project # This project includes construction of two shelters to be located on US1 near the intersection of PGA Boulevard. FDOT will be providing partial funding. Project Description: Project Manager: Reyes Update: Staff is obtaining quotes for the construction of the shelters, as well as developing easement agreements for same. Account No: 103.3000.539.6900 pub0058 Two Quadrant Gate SystemProject # As requested by FEC for "Quiet Zone" designation, this project includes a two quadrant gate system at the Lighthouse Road railroad crossing, as well as reflectors and horns at all five other crossings. Project Description: Project Manager: Clark Update: On Hold. Account No: 001.3050.541.6900 pub0061 Public Works Office Bldg ReconstructionProject # This project involves the reconstruction of the Public Works Building due to damage sustained from Hurricane Jeanne. Project Description: Project Manager: Wilson Update: This project is complete. Account No: 001.3030.539.6900 pub0066 Military Tr Medians - EPB3C to I95Project # This project includes the installation of landscaping and irrigation improvements within the center medians on Military Trail from I-95 to the EPB3C Canal. 50% Funding is anticipated from KPBCB Grant. Project Description: Project Manager: Reyes Update: The project is under construction and should be complete no later than May 2006 (Landscape Service Professionals). Staff is negotiating with the Pointe to contribute monies to offset installation and pay for maintenance of adjacent medians. Account No: 001.2080.519.6900 23 5/11/2006 8:18:29AM Project Listing ReportpaPrList pub0067 OTIS - Military Tr and NorthlakeProject # This project includes the installation of xeriscaping within one median on Military Trail at Lillian Avenue and landscaping/ irrigation within three medians on Northlake Blvd. from Military Trail west to Green Meadows Drive. 100% Funding is anticipated from Palm Beach County through the "Only Trees, Irrigation, & Sod" Program. Project Description: Project Manager: Reyes Update: The project is under construction and should be complete no later than May 2006 (Vila & Sons). Account No: 001.2080.519.6900 pub0068 Alternate A1A Medians - Burns Rd to C17Project # This project includes landscaping and irrigation installation along A1A from the C17 Canal north to Burns Road within the center medians as well as the installation of a City entrance sign at the southern limit. Partial funding for this project is anticipated from the KPBCB grant program through FDOT. Project Description: Project Manager: David Reyes Update: This project is on hold until FY 06-07. Account No: 001.2090.539.6900 pub0069 Northlake Medians - Grn Mdws to TurnpikeProject # This project includes the installation of landscaping and irrigation within center medians on Northlake Blvd. from Green Meadows Drive west to the Turnpike. 50% Funding is anticipated through a Keep Palm Beach County Beautiful grant. Project Description: Project Manager: Reyes Update: The project is under construction and should be complete no later than May 2006 (Vila & Sons). Staff is compiling costs related to the Christ Fellowship Church medians in order to collect installation costs. Account No: 001.2080.519.6900 pub0070 Golf Course Bridge ReplacementProject # Remove existing wood cart bridges (3) and replace with new. Project Description: Project Manager: Wilson Update: A work authorization to Construction Technology is scheduled for Council review and recommendation. Upon approval, list of materials for quote solicitation will be provided. Account No: 001.3030.539.6900 24 5/11/2006 8:18:29AM Project Listing ReportpaPrList pub0071 Golf Course Sewer ConnectionProject # Funds are requested to disconnect piping leading into the leaching field and install new piping from the club house to Northlake Blvd. to interconnect to the existing force main sewer line, Project Description: Project Manager: Wilson Update: Staff is reviewing Design Plans. Account No: 001.3030.539.6900 pub0084 Stormwater System Imp - Phase IIIProject # Thompson River Canal (Larch St north to Hickory Dr.) Thompson River Canal (Larch St. south to Vision) Thompson River Canal (Holly Dr. to I-95) Project Description: Project Manager: David Reyes Update: Thompson River Canal (Holly Dr. to I-95): This project is completed. Thompson River Canal (Larch St north to Hickory Dr.): This project is completed. Thompson River Canal (Larch St. south to Vision): This project is currently under construction. Estimated completion date is June 2006. Account No: 001.3040.541.6900 pub0085 Stormwater System Imp - Phase IVProject # Earman River Canal (Military Trail east to I-95) Earman River Canal (I-95 east to C-17) Project Description: Project Manager: Reyes Update: Earman River Canal (Military Trail east to I-95): This project is under construction and is approximatley 50% complete. Earman River Canal (I-95 east to C-17): This project is under construction. Estimated completion date is December 2006. Account No: 001.3040.541.6900 pub0086 Stormwater System Imp - Phase VProject # FEC Ditch (C-17 to RCA Blvd) Project Description: Project Manager: David Reyes Update: Currently awaiting quotes from D.S. Eakins. Staff recommendation to Council is scheduled for June. Account No: 001.3040.541.6900 25 5/11/2006 8:18:29AM Project Listing ReportpaPrList pub0087 Stormwater System Imp - Phase VIProject # Allamanda Canal - (Lighthouse Dr north to Prosperity Farms Rd) Meridian Way Canal - (Meridians Way to Allamanda Canal) Allamanda Spillway Operable Gate Project Description: Project Manager: David Reyes Update: Allamanda Canal - (Lighthouse Dr north to Prosperity Farms Rd): LBF&H completed survey and is currently under Design. Meridian Way Canal - (Meridians Way to Allamanda Canal): LBF&H completed survey and is currently under Design. Allamanda Spillway Operable Gate: No update Account No: 001.3040.541.6900 pub0088 Stormwater System Imp - Phase VIIProject # Bellewood Canal (Earman River Canal to Military Trail) Project Description: Project Manager: David Reyes Update: Applied for grant to help pay for restoration of this canal thorugh the USDA. Account No: 001.3040.541.6900 pub0089 Stormwater System Imp - Phase VIIIProject # Installation of City Park berm and drainage improvements associated with the Tennis Center Expansion Project. Project Description: Project Manager: David Reyes Update: West Construction completed the berm installation and drainage improvements. Staff is to hire a contractor to install sod along the berm via Annual Landscape contract. Account No: 001.3040.541.6900 pub0091 Raillroad Crossing ImprovementsProject # As requested by FEC for "Quiet Zone" designation, this project includes design and installation of 4-quadrant gates at each crossing as well as crossing equipment upgrades to include other supplemental safety measures. Project Description: Project Manager: Dan Clark Update: This project is on Hold until the FRA and the FEC resolve their lawsuit regarding the allowance of "Quiet Zones" in Florida. Account No: 305.0900.541.6900 26 5/11/2006 8:18:29AM Project Listing ReportpaPrList rec0003 Lakeside Building DrivewayProject # This project includes the widening of the driveway apron to the Lakeside Building on Military Trail. Project Description: Project Manager: Todd Engle Update: The project is complete. Account No: 001.2080.519.6900 rec0005 Gardens District ParkProject # The Master Plan developed by PBC includes construction of a 50,000 s.f. community center, water park, multi-purpose field with lights, parks equipment and storage facility, amphitheatre with restrooms, court complex (volleyball, racquetball, basketball, roller hockey rinks, shade structure, and restroom facility), group picnic area, family picnic area, and upland nature trails. Project Description: Project Manager: Charlotte Presensky Update: This project is on hold until further direction from Council. No account associated to this project rec0013 Municipal Complex Artwork LightingProject # This project includes the installation of lighting systems in the City Hall lobby and around the Costas Varotsos "Contiguous Currents" art piece. Project Description: Project Manager: Angela Wong Update: Staff is awaiting change order on the stair landing and to complete the final run approaching the Council Chambers. No account associated to this project rec0017 Sandhill Crane Access ParkProject # FPL agreed to dedicate a park parcel to the City on the western portion of the FPL Ryder substation site, which abuts a SFWMD right-of-way containing an existing boat access area. It will include a fishing pier, observation deck, renovations to the existing boat ramp and docks for small water vessels to access the waterway, picnic areas, parking area, interpretive educational displays and walking/biking trails. Project Description: Project Manager: Todd Engle Update: Staff is reviewing preliminary site plan. Permiting with SFWMD will be processed. A notice of commencement and final site plan with be sent to FDEP in June. Account No: 301.2000.572.6900 27 5/11/2006 8:18:29AM Project Listing ReportpaPrList rec0018 PGA Flyover BeautificationProject # This project includes the installation of four sculptures to be placed in towers being constructed by the FDOT. In addition, architectural consultant services are being provided by OGSP. Project Description: Project Manager: Wong Update: Lighting - The original contractor, Astaldi, will not be performing repairs on the PGA decorative lighting. Repairs will be made under FDOT's hurricane lighting damage restoration contract that covers state roads in Palm Beach and Martin counties. Horsepower Electric Inc. will be performing the replacement work. FDOT is awaiting an executed copy of the contract in order to proceed. Target Engineering will be administering the project. Plans for the redesign of the failed arm-pole connection are expected to be delivered to FDOT's district structures office for review this week. Upon final approval of the redesign, an amendment to the contract, the work will be done to cover the restoration work required on the PGA decorative lighting. Upon execution of the contract amendment, FDOT will furnish the City with a schedule of the work. Shelf Plaques - The four City shield plaques have been received and will be displayed by the end of April. Artwork - The artworks are under fabrication and should be complete by June 2006. Staff is preparing permit applications for submittal to FDOT. Account No: 304.1400.515.6900 rec0041 BRCRC Expansion/RenovationsProject # This project is for improvements to the BRCRC main building including expansion of the gym, expansion of the restrooms with new locker room facilities, additional program/meeting space, new service counter area, expansion of the parking lot, and enhanced landscaping and irrigation. Project Description: Project Manager: Presensky Update: Finishes are being installed in the existing Community Center and roof replacement to the existing gymnasium. All areas with the exception of the new gym are expected to be open in Summer 2006. The new locker room, parking areas and site work shall be completed in Fall 2006. Account No: 301.2000.572.6900 rec0042 BRCRC Pool ExpansionProject # This project includes construction of a new lap pool to meet current high school design criteria and to provide an area for water fitness; a new spray playground; expansion of the deck area; and a zero depth entry area. Project Description: Project Manager: Presensky Update: This project is complete. Account No: 301.2000.572.6900 28 5/11/2006 8:18:29AM Project Listing ReportpaPrList rec0043 HWMS Field Lighting/RestroomProject # This project is for the expansion of the City's court inventory through an interlocal agreement with the PBC School District by lighting ball fields, tennis courts and racquetball courts as well as the construction of restroom facilities. Project Description: Project Manager: Kelly Update: The project is on Hold until further notice. Account No: 301.2000.572.6900 rec0045 Lake Catherine Concession/RestroomsProject # This project includes the construction of a "clubhouse style" building at the north end of the Lake Catherine Sports Complex, to feature restrooms, concession area, meeting room, storage and pavilion areas. Project Description: Project Manager: Mike Kelly Update: The project is complete. Account No: 301.2000.572.6900 rec0051 Thompson River Linear ParkProject # This project will link the BRCRC to the ballfield complex located adjacent to PB Gardens High School. The proposed bridge & extension of the exercise trail will provide convenient and safe access to a wide range of recreation opportunities. Project Description: Project Manager: Presensky Update: All project elements have been installed. Staff will be submitting the final reimbursement request from FDEP for the FRDAP grant. Account No: 301.2000.572.6900 rec0054 City Park - Phase IIProject # This project includes recreation facilities such as hard surface tennis courts, picnic facilities, hard surface exercise trail and related equipment, sports lighting, and playground shade structure. Project Description: Project Manager: Presensky Update: Staff has ordered two shade structures for the playground and sports lighting. Account No: 301.2000.572.6900 29 5/11/2006 8:18:29AM Project Listing ReportpaPrList rec0055 Dog ParkProject # This project is for construction of a dog park run to be located adjacent to the Lilac Athletic Facility. Project Description: Project Manager: Kelly Update: This project is complete. Additional amenities will be added in the Lilac Park construction. Account No: 301.2000.572.6900 rec0056 Tennis Center Expansion ProjectProject # This project includes construction of four (4) HarTru tennis courts at the Tennis Center including bleachers, shade structure, benches, fitness trail, and picnic table. Project Description: Project Manager: Presensky Update: Court construction is underway. Staff is reviewing preforated drainage system. It is anticipated that the courts will open before June. Account No: 301.2000.572.6900 rec0060 Lilac Park - FRDAPProject # This project includes additional recreation facilities such as a playground, picnic areas, boat facilities, and improvements to the existing baseball field and exercise trail. Partial funding will be applied for through the FRDAP program. Project Description: Project Manager: Presensky Update: Staff received a quote on the major elements of the project from Landscape Structures and is awaiting revised pricing for council review scheduled for June. Account No: 301.2000.572.6900 rec0065 Municipal Complex Civic EnhancementProject # This project includes construction of civic related improvements at the Muncipal Complex. Project Description: Project Manager: Presensky Update: City staff met with the Vice Mayor and other interested individuals regarding this project. The Construction services Division is working on a design/build package for this project and the package is almost complete. Account No: 001.2000.572.6900 30 5/11/2006 8:18:29AM Project Listing ReportpaPrList rec0072 BRCRC RenovationsProject # This project includes replacement of the existing playground equipment and surfacing at the Burns Road Community Recreation Campus playground as well as installation of an irrigation system and additional landscaping. Project Description: Project Manager: Presensky Update: Landscaping and irrigation is underway. The project is scheduled to be completed by Fall. Account No: 001.2000.572.6900 rec0073 Lake Catherine Park RenovationsProject # Renovation of existing areas of the Lake Catherine softball complex to include replacing the field sports lighting, backstops and field fencing, enlarge dugouts, develop a practice area, replace irrigation, rework infield areas, add a new playground and build a parks storage area. Project Description: Project Manager: Presensky Update: Staff is currently soliciting bids. Account No: 001.2000.572.6900 rec0074 PGA Park RenovationsProject # Renovation of the PGA Park restroom and pavilion areas to include upgrading to user friendly standards. Will also include redoing the PGA softball fields with new fencing, turf and sports lighting to meet industry standards. Improvements will include replacement of the pump and irrigation system. Project not eligible for impact funds due to renovations. Project Description: Project Manager: Presensky Update: Staff is currently soliciting bids. Account No: 001.2000.572.6900 rec0078 Skatepark Lighting and ImprovementsProject # Add lighting. Project Description: Project Manager: Presensky Update: Lighting will be installed prior to summer camp. Account No: 301.2000.572.6900 31 5/11/2006 8:18:29AM Project Listing ReportpaPrList rec0079 PGA Park Renovation PlanningProject # Planning services for the reconstruction of PGA Park. Project Description: Project Manager: Presensky Update: No Update. Account No: 301.2000.572.6900 32 CITY OF PALM BEACH GARDENS MEMORANDUM TO: Ron Ferris, City Manager DATE: April 18, 2006 Allan Owens, Finance Administrator Mary Anderson, Deputy Finance Administrator FROM: Stacy A. Rundle, Executive Assistant to the City Manager SUBJECT: Grant Status Report Listed below, by department, are the various City projects funded in part or in whole by grants along with a status report on the project to date: COMMUNITY SERVICES Project: Military Trail Median Beautification – I-95 north to the EPB-3 canal Grant Source: Keep Palm Beach County Beautiful – BCC Funds Grant Amount: $66,679 City Match: $66,679 Grant Deadline: Extended to June 2006 Status: Contracts for annual landscaping and irrigation services have been awarded, and the work authorization for the installation of this project was approved on the March 2, 2006 Council agenda. A pre-construction meeting was held on March 23, 2006, and construction is anticipated to begin within two weeks. Project: Military Trail Median Beautification – PGA Boulevard south to the city limit Grant Source: Keep Palm Beach County Beautiful – MPO Funds Grant Amount: $89,046.50 City Match: $89,046.50 Grant Deadline: Extended to June 2006 Status: This project is currently being installed. We have not requested reimbursement of funds to date. Project: Northlake Boulevard Median Beautification – (.6 miles west of Military Trail to the FL Turnpike) Grant Source: Keep Palm Beach County Beautiful – BCC Funds Grant Amount: $73,405 City Match: $73,405 Grant Deadline: September 30, 2006 Status: The work authorization for the installation of this project was approved on the February 16, 2006 Council agenda. Construction is in progress. We have not requested reimbursement of funds to date. 33 34 Project: Victoria Gardens Avenue between Alt. A1A and PGA Blvd. Grant Source: Keep Palm Beach County Beautiful – MPO Funds Grant Amount: $241,816.01 City Match: $241,816.01, provided by The Sembler Company Grant Deadline: TBD Status: This grant project is funded by state monies through Keep Palm Beach County Beautiful and The Sembler Company, representing Legacy Place. The City applied for the grant with the understanding that if awarded, The Sembler Company would front all costs associated with it. The City is acting as a pass- through for the grant money and no City funds are being utilized for this project. Currently the project is complete. Final billing is expected within 30 days. Project: Thompson River Canal Water Quality Improvement Project Grant Source: SFWMD Grant Amount: $285,000 City Match: $285,000 Grant Deadline: October 11, 2006 Status: The City continues to implement this canal improvement project with grant funds provided by the Water Management District. Fifty-thousand dollars has been reimbursed to the City to date, with the remainder of the grant finds expected to be reimbursed this fiscal year. This project is on-going. Project: Thompson River Linear Park Grant Source: Land and Water Conservation Fund (LWCF) Grant Amount: $200,000 City Match: $200,000 Grant Deadline: December 15, 2007 Status: To date, the City has spent $345,385.70 on this project and received reimbursement from the State of Florida in the amount of $104,040.09. Reimbursement in the amount of $68,652.77 was received in February. Approximately $28,000 is left to be reimbursed on this grant. Project: Sandhill Crane Access Park Grant Source: FRDAP Grant Amount: $200,000 City Match: $200,000 Grant Deadline: September 30, 2007 Status: A contract award for this project was made at the February 2, 2006 Council meeting. Preliminary design drawings have been received and are under review by city staff. Construction is anticipated to being in June 2006. Project: City Park Phase II Grant Source: FRDAP Grant Amount: $200,000 City Match: $200,000 Grant Deadline: TBD Status: The funding agreement for this project has been fully executed by both the City and the State. The project is currently in the design phase by city staff. 35 Project: Lilac Park Phase I Grant Source: FRDAP Grant Amount: $200,000 City Match: $200,000 Grant Deadline: TBD Status: Construction on this project began in February. No reimbursements have been received to date. Project: Bus Shelter – US-1 Grant Source: Palm Tran/Palm Beach County Grant Amount: $30,970 City Match: $0 Grant Deadline: July 12, 2006 Status: Staff is still collecting quotes for materials, including steel. Construction is expected to commence by June. POLICE DEPARTMENT Project: Taser purchases Grant Source: Bureau of Justice Assistance Grant (JAG) Year: 2005 Grant Amount: $11,018 City Match: $0 Grant Deadline: September 30, 2008 Status: These funds were requested for the purchase of tasers and have been received. Project: Police Communications Equipment Grant Source: Palm Beach County E911 Funds Year: 2006 Grant Amount: $105,321 City Match: N/A Grant Deadline: September 30, 2006 Status: The Police Department participates in the County’s 911 Grant Program. Each year, a list of items, including a percentage of call-taker salaries, is presented to 911 Management for inclusion in the program. These funds allow for the purchase of communications-related equipment and materials, maintenance of same, and a percentage of call-taker salaries. Funds are provided on a reimbursement basis. Project: Bulletproof Vest Program Grant Source: US Department of Justice Year: 2003 Grant Amount: $34,893.59 City Match: $34,893.59 Grant Deadline: September 30, 2007 Status: This project is on-going. The funds may be used to purchase ballistic and stab vests for law enforcement officers. Staff has requested an addition $2,500 in grant funding which, if approved, will take the City to the maximum allowable grant amount. 36 Project: Universal Hiring Grant Grant Source: US Department of Justice Year: 2003 Grant Amount: $375,000 over three (3) years City Match: $511,825 over three (3) years Grant Deadline: August 31, 2006 Status: This program provides partial funding for five (5) new, additional full-time officer positions over three (3) years specifically to bolster community policing efforts in the city. This is the first time the department has participated in this program. To date, the City has spent $371,037.54 of the grant funds and approximately $279,568 of the City’s match. Other Total RecreationRoadGovernmentalGovernmental General Impact Impact Funds Funds Assets: Cash and cash equivalents84,795$ 71,177$ 63,579$ 6,229,272$ 6,448,822$ Investments39,027,9774,950,668 11,047,244 - 55,025,889 Receivables (net)1,129,482 - - 56,300 1,185,782 Due from other funds72,223 72,223 Prepaid items75 - - 14,257 14,332 Interest58,539 - - - 58,539 Total assets40,373,090$ 5,021,845$ 11,110,823$ 6,299,829$ 62,805,587$ Liabilities and fund balances: Liabilities: Accounts payable 1,280,453$ -$ -$ 14,216$ 1,294,670$ Accrued liabilities650,255 - - - 650,255 Contracts and retainage payable- - - - - Deferred revenue1,770 - 2,745,409 9,037 2,756,217 Due to other funds- - - 72,223 72,223 Total liabilities1,932,478 - 2,745,409 95,477 4,773,364 Fund balances: Reserved for encumbrances4,436,901 2,307,766 125,000 1,067,278 7,936,945 Reserved for prepaid items- - - - - Reserved for law enforcement- - - - - Reserved for debt service- - Reserved for capital improvements- 2,714,079 8,240,414 3,177,207 14,131,700 Designated for: General accident settlement- - - - - Special projects- - - - - Unreserved general fund34,003,710 - - - 34,003,710 Special revenue funds- - 1,959,868 1,959,868 Total fund balances38,440,611 5,021,845 8,365,414 6,204,353 58,032,223 Total liabilities and fund balances40,373,090$ 5,021,845$ 11,110,823$ 6,299,829$ 62,805,587$ CITY OF PALM BEACH GARDENS BALANCE SHEET MARCH 31, 2006 GOVERNMENTAL FUNDS 37 Po l i c e Tr a i n i n g Re c r e a t i o n Pr o g r a m s Go l f Ex t r a D u t y Po l i c e Lo c a l O p t i o n Ga s T a x To t a l Po l i c e I m p a c t Fi r e I m p a c t Ar t I m p a c t PG A Fl y o v e r Burns RoadTotalTotal Nonmajor Funds As s e t s : C a s h a n d c a s h e q u i v a l e n t s 3 , 6 1 7 $ 2 5 0 , 2 2 4 $ 1 , 2 4 8 , 0 0 6 $ 6 8 , 0 4 3 $ 5 5 9 , 3 5 3 $ 2 , 1 2 9 , 2 4 3 $ 1 , 4 6 5 , 0 6 4 $ 1 , 1 9 0 , 5 1 9 $ 5 0 7 , 4 0 9 $ 2 2 4 , 3 4 6 $ 7 1 2 , 6 9 0 $ 4,100,029$ 6,229,272$ R e c e i v a b l e s 9 5 3 - - - 5 5 , 3 4 7 5 6 , 3 0 0 - - - - - - 56,300 P r e p a i d i t e m s - 5 0 0 1 3 , 7 5 7 - - 1 4 , 2 5 7 - - - - - - 14,257 T o t a l a s s e t s 4, 5 7 0 $ 2 5 0 , 7 2 4 $ 1 , 2 6 1 , 7 6 3 $ 6 8 , 0 4 3 $ 6 1 4 , 7 0 1 $ 2 , 1 9 9 , 8 0 0 $ 1 , 4 6 5 , 0 6 4 $ 1 , 1 9 0 , 5 1 9 $ 5 0 7 , 4 0 9 $ 2 2 4 , 3 4 6 $ 7 1 2 , 6 9 0 $ 4,100,029$ 6,299,829$ Li a b i l i t i e s a n d f u n d b a l a n c e s : L i a b i l i t i e s : A c c o u n t s p a y a b l e - $ - $ 1 2 , 7 1 6 $ - $ - $ 1 2 , 7 1 6 $ - $ - $ 1 , 5 0 0 $ - $ - $ 1,500$ 14,216$ C o n t r a c t s a n d r e t a i n a g e p a y a b l e - - - - - - - - - - - - D e f e r r e d r e v e n u e - 9 , 0 3 7 - - 9 , 0 3 7 - - - - - - 9,037 D u e t o o t h e r f u n d s - - 7 2 , 2 2 3 - 7 2 , 2 2 3 - - - - - - 72,223 T o t a l l i a b i l i t i e s - 9 , 0 3 7 1 2 , 7 1 6 7 2 , 2 2 3 - 9 3 , 9 7 7 - - 1 , 5 0 0 - - 1,500 95,477 Fu n d b a l a n c e s ( d e f i c i t s ) : R e s e r v e d f o r e n c u m b r a n c e s - 2 9 , 5 9 4 6 0 , 0 5 2 - 5 6 , 3 1 0 1 4 5 , 9 5 5 - 4 7 2 , 7 5 8 1 5 8 , 0 2 2 1 8 9 , 8 9 7 1 0 0 , 6 4 5 921,321 1,067,278 R e s e r v e d f o r p r e p a i d i t e m s - - - - - - - - - - - - R e s e r v e d f o r c a p i t a l i m p r o v e m e n t s - - - - - - 1 , 4 6 5 , 0 6 4 7 1 7 , 7 6 1 3 4 7 , 8 8 7 3 4 , 4 4 9 6 1 2 , 0 4 6 3,177,207 3,177,207 D e s i g n a t e d f o r s p e c i a l p r o j e c t s - - - - - - - - - - - - U n r e s e r v e d , u n d e s i g n a t e d 4 , 5 7 0 2 1 2 , 0 9 2 1 , 1 8 8 , 9 9 5 ( 4 , 1 8 0 ) 5 5 8 , 3 9 0 1 , 9 5 9 , 8 6 8 - - - - - - 1,959,868 T o t a l f u n d b a l a n c e s ( d e f i c i t s ) 4 , 5 7 0 2 4 1 , 6 8 6 1 , 2 4 9 , 0 4 7 ( 4 , 1 8 0 ) 6 1 4 , 7 0 1 2 , 1 0 5 , 8 2 4 1 , 4 6 5 , 0 6 4 1 , 1 9 0 , 5 1 9 5 0 5 , 9 0 9 2 2 4 , 3 4 6 7 1 2 , 6 9 0 4,098,529 6,204,353 T o t a l l i a b i l i t i e s a n d f u n d b a l a n c e s 4, 5 7 0 $ 2 5 0 , 7 2 4 $ 1 , 2 6 1 , 7 6 3 $ 6 8 , 0 4 3 $ 6 1 4 , 7 0 1 $ 2 , 1 9 9 , 8 0 0 $ 1 , 4 6 5 , 0 6 4 $ 1 , 1 9 0 , 5 1 9 $ 5 0 7 , 4 0 9 $ 2 2 4 , 3 4 6 $ 7 1 2 , 6 9 0 $ 4,100,029$ 6,299,829$ Sp e c i a l R e v e n u e F u n d s C a p i t a l P r o j e c t s F u n d s CI T Y O F P A L M B E A C H G A R D E N S CO M B I N I N G B A L A N C E S H E E T MA R C H 3 1 , 2 0 0 6 NO N M A J O R G O V E R N M E N T A L F U N D S 38 Other RecreationRoadGovernmentalTotal General Impact Impact Funds Funds Revenues: Taxes39,187,945$ -$ -$ -$ 39,187,945$ Franchise Fees2,197,339 2,197,339 Licenses and permits2,517,921 - - - 2,517,921 Intergovernmental2,402,969 - - - 2,402,969 Impact fees- 735,108 1,594,244 428,066 2,757,419 Local option gas tax- - - 332,084 332,084 Charges for services452,519 - - 1,828,217 2,280,736 Grants1,852,700 68,653 - - 1,921,352 Fines and forfeitures1,901,305 - - 5,718 1,907,023 Interest759,380 129,187 217,325 98,085 1,203,976 Miscellaneous739,684 - 104,691 34,736 879,111 Total revenues52,011,762 932,948 1,916,260 2,726,907 57,587,875 Expenditures: General government4,906,686 - - - 4,906,686 Public safety14,455,669 - - 219,196 14,674,865 Culture and recreation2,380,905 - - 1,267,627 3,648,532 Physical environment2,683,009 - - 78,443 2,761,452 Transportation- - 2,062 222,860 224,921 Capital outlay3,487,651 2,258,778 303,379 388,125 6,437,932 Principal285,421 - - - 285,421 Interest548,992 - - 205,826 754,818 Other Debt Service Costs19,500 19,500 Total expenditures28,767,832 2,258,778 305,440 2,382,077 33,714,128 Excess (deficiency) of revenues over expenditures23,243,929 (1,325,831) 1,610,820 344,829 23,873,748 Other financing sources(uses): Transfers in49,381 - - 960,396 1,009,777 Transfers out(410,000) - (350,437) (23,000) (783,437) Refunding bonds issue- - Loan Proceeds401,200 754,000 1,155,200 Total other financing sources (uses)40,581 - (350,437) 1,691,396 1,381,541 Net change in fund balances23,284,510 (1,325,831) 1,260,383 2,036,226 25,255,289 Fund balances, beginning of year15,156,101 6,347,675 7,105,031 4,168,127 32,776,934 Fund balances, March 31, 200638,440,611$ 5,021,845$ 8,365,414$ 6,204,353$ 58,032,223$ CITY OF PALM BEACH GARDENS STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCES MARCH 31, 2006 GOVERNMENTAL FUNDS 39 Po l i c e Tr a i n i n g Re c r e a t i o n Pr o g r a m s Go l f Ex t r a D u t y Po l i c e Lo c a l O p t i o n Ga s T a x To t a l Po l i c e I m p a c t Fi r e I m p a c t Ar t I m p a c t PG A F l y o v e r Burns RoadTotalTotal Nonmajor Funds Re v e n u e s : I m p a c t f e e s - $ - $ - $ - $ - $ 1 4 4 , 3 9 1 $ 2 6 2 , 6 7 6 $ 2 1 , 0 0 0 $ - $ - $ 428,066$ 428,066$ L o c a l o p t i o n g a s t a x - - - 3 3 2 , 0 8 4 3 3 2 , 0 8 4 - - - - - - 332,084 C h a r g e s f o r s e r v i c e s - 8 3 6 , 8 5 1 7 8 1 , 5 6 0 2 0 9 , 8 0 7 - 1 , 8 2 8 , 2 1 7 - - - - - - 1,828,217 G r a n t s - - - - - - - - - - - - F i n e s a n d f o r f e i t u r e s 5 , 7 1 8 - - - 5 , 7 1 8 - - - - - - 5,718 I n t e r e s t 2 1 4 , 2 5 0 1 4 , 5 6 3 - 1 0 , 1 5 5 2 8 , 9 9 0 2 6 , 4 1 1 2 2 , 9 9 1 9 , 8 8 8 - 9 , 8 0 6 69,096 98,085 M i s c e l l a n e o u s - 3 4 , 7 3 6 - - 3 4 , 7 3 6 - - - - - - 34,736 T o t a l r e v e n u e s 5 , 7 3 9 $ 8 4 1 , 1 0 0 $ 8 3 0 , 8 5 9 $ 2 0 9 , 8 0 7 $ 3 4 2 , 2 3 9 $ 2 , 2 2 9 , 7 4 4 $ 1 7 0 , 8 0 2 $ 2 8 5 , 6 6 7 $ 3 0 , 8 8 8 $ - $ 9 , 8 0 6 $ 497,162$ 2,726,907$ Ex p e n d i t u r e s : P u b l i c s a f e t y 5 , 2 1 1 - 2 1 3 , 9 8 7 - 2 1 9 , 1 9 8 - - - - - - 219,197 C u l t u r e a n d r e c r e a t i o n - 6 7 9 , 8 1 0 5 8 7 , 8 1 7 - - 1 , 2 6 7 , 6 2 7 - - - - - - 1,267,627 P h y s i c a l e n v i r o n m e n t - - - - - - - - 7 8 , 4 4 4 - 78,443 78,443 T r a n s p o r t a t i o n - - - 2 1 7 , 6 9 0 2 1 7 , 6 9 0 - - - - 5 , 1 7 0 5,170 222,860 C a p i t a l o u t l a y - - - - - 2 , 0 0 0 1 6 5 , 6 7 3 1 5 7 , 2 7 8 - 6 3 , 1 7 5 388,125 388,125 P r i n c i p a l - - - - - - - - - - - - I n t e r e s t - - - - - - - 6 , 3 1 9 - 5 7 , 4 2 1 1 4 2 , 0 8 7 205,826 205,826 T o t a l e x p e n d i t u r e s 5 , 2 1 1 6 7 9 , 8 1 0 5 8 7 , 8 1 7 2 1 3 , 9 8 7 2 1 7 , 6 9 0 1 , 7 0 4 , 5 1 5 2 , 0 0 0 1 7 1 , 9 9 2 1 5 7 , 2 7 8 1 3 5 , 8 6 5 2 1 0 , 4 3 2 677,564 2,382,078 Ex c e s s ( d e f i c i e n c y ) o f r e v e n u e s o v e r e x p e n d i t u r e s 5 2 8 1 6 1 , 2 9 0 2 4 3 , 0 4 2 ( 4 , 1 8 0 ) 1 2 4 , 5 4 9 5 2 5 , 2 3 0 1 6 8 , 8 0 2 1 1 3 , 6 7 5 ( 1 2 6 , 3 8 9 ) ( 1 3 5 , 8 6 5 ) ( 2 0 0 , 6 2 6 ) (180,402) 344,828 Ot h e r f i n a n c i n g s o u r c e s ( u s e s ) : B o n d P r o c e e d s 7 5 4 , 0 0 0 7 5 4 , 0 0 0 - 754,000 T r a n s f e r s i n - 2 5 2 , 0 0 5 - 2 5 2 , 0 0 5 - - - 3 5 8 , 0 0 0 3 5 0 , 3 9 2 708,392 960,396 T r a n s f e r s o u t - ( 2 3 , 0 0 0 ) - - ( 2 3 , 0 0 0 ) - - - - - - (23,000) T o t a l o t h e r f i n a n c i n g s o u r c e s ( u s e s ) - ( 2 3 , 0 0 0 ) 1 , 0 0 6 , 0 0 5 - - 9 8 3 , 0 0 5 - - - 3 5 8 , 0 0 0 3 5 0 , 3 9 2 708,392 1,691,396 Ne t c h a n g e i n f u n d b a l a n c e s 5 2 8 1 3 8 , 2 9 0 1 , 2 4 9 , 0 4 7 ( 4 , 1 8 0 ) 1 2 4 , 5 4 9 1 , 5 0 8 , 2 3 4 1 6 8 , 8 0 2 1 1 3 , 6 7 5 ( 1 2 6 , 3 8 9 ) 2 2 2 , 1 3 5 1 4 9 , 7 6 6 527,989 2,036,225 Fu n d b a l a n c e s , b e g i n n i n g o f y e a r 4 , 0 4 2 1 0 3 , 3 9 6 - - 4 9 0 , 1 5 1 5 9 7 , 5 8 9 1 , 2 9 6 , 2 6 2 1 , 0 7 6 , 8 4 4 6 3 2 , 2 9 8 2 , 2 1 1 5 6 2 , 9 2 4 3,570,539 4,168,128 Fu n d b a l a n c e s , M a r c h 3 1 , 2 0 0 6 4 , 5 7 0 $ 2 4 1 , 6 8 6 $ 1 , 2 4 9 , 0 4 7 $ ( 4 , 1 8 0 ) $ 6 1 4 , 7 0 0 $ 2 , 1 0 5 , 8 2 4 $ 1 , 4 6 5 , 0 6 4 $ 1 , 1 9 0 , 5 1 9 $ 5 0 5 , 9 0 9 $ 2 2 4 , 3 4 6 $ 7 1 2 , 6 9 0 $ 4,098,528$ 6,204,353$ Sp e c i a l R e v e n u e F u n d s C a p i t a l P r o j e c t s F u n d s CI T Y O F P A L M B E A C H G A R D E N S CO M B I N I N G S T A T E M E N T O F R E V E N U E S , E X P E N D I T U R E S & C H A N G E S I N F U N D B A L A N C E MA R C H 3 1 , 2 0 0 6 NO N M A J O R G O V E R N M E N T A L F U N D S 40 % ActualAnnualReceived/ as of 3/31/06 Budget Spent Revenues: Taxes41,385,284$ 45,783,327$ 90.39% Licenses and permits2,517,921 4,096,506 61.47% Intergovernment2,402,969 5,055,903 47.53% Charges for services452,519 1,638,893 27.61% Grants1,852,700 2,305,750 80.35% Fines and forfeitures1,901,305 2,204,020 86.27% Interest759,380 1,080,097 70.31% Miscellaneous739,684 1,231,663 60.06% Total revenues52,011,762 63,396,159 82.04% Expenditures: City Council123,019 297,518 41.35% Administration294,071 638,770 46.04% Economic Development81,677 193,927 42.12% Information Systems464,061 1,103,635 42.05% City Clerk202,224 484,021 41.78% Legal Services158,181 421,400 37.54% Public Relations45,780 131,554 34.80% Human Resources448,596 1,003,264 44.71% Finance339,157 844,286 40.17% General Services1,688,881 4,009,951 42.12% Police7,675,700 16,578,385 46.30% Fire6,779,970 14,481,747 46.82% Growth Management1,061,038 5,495,639 19.31% Parks and Recreation964,690 2,320,151 41.58% Grounds Maintenance1,416,216 3,266,359 43.36% Public Works & Construction Services2,683,009 6,706,730 40.00% Capital outlay3,487,651 13,913,939 25.07% Principal285,421 1,891,966 15.09% Interest548,992 1,131,626 48.51% Other Debt Service Cost19,500 - 0.00% Total expenditures28,767,832 74,914,868 38.40% Excess (deficiency) of revenues over expenditures23,243,929 (11,518,709) Other financing sources(uses): Transfers in49,381 98,762 Transfers out(410,000) (716,000) Refunding bonds issue- - Loan Proceeds401,200 4,945,700 Total other financing sources (uses)40,581 4,328,462 Net change in fund balances23,284,510 (7,190,247) Fund balances, beginning of year15,156,101 15,156,101 Fund balances, March 31, 200638,440,611$ 7,965,854$ CITY OF PALM BEACH GARDENS BUDGETARY COMPARISON SCHEDULE MARCH 31, 2006 GENERAL FUND 41 Internal Service Fund Fleet Management Assets: Cash and cash equivalents112,934$ Inventory138,318 Prepaid items - Deposits - Deferred charges- Capital assets not being depreciated2,097 Capital assets being depreciated, net2,030,578 Total assets2,283,927 Liabilities: Current liabilities: Accounts payable - Accrued liabilities- Accrued interest payable11,132 Due to other funds- Revenue bonds payable - current portion- Obligations under capital lease - current portion Total current liabilities11,132 Noncurrent liabilities: Compensated absences payable10,689 Revenue bonds payable- Obligations under capital lease360,635 Total noncurrent liabilities371,324 Total liabilities382,456 Net Assets: Reserved for encumbrances754,667 Invested in capital assets, net of related debt (deficit)875,242 Unrestricted271,562 Total net assets (deficit)1,901,471$ CITY OF PALM BEACH GARDENS STATEMENT OF NET ASSETS MARCH 31, 2006 PROPRIETARY FUNDS 42 Internal Service EnterpriseFund FundFleet Golf Management Operating revenues: Charges for services- $1,050,592 Miscellaneous - Total revenues- $1,050,592 Operating expenses: Personnel expenses267,924 Repair and maintenance106,865 Fuel and chemicals 250,472 Operating supplies 61,300 Cost of goods sold - Other professional and contractual6,765 Utilities 1,006 Other expenses 9,438 Depreciation - Amortization Capital Outlay 7,544 Total operating expenses- 711,314 Operating income (loss)- 339,278 Non-operating revenues (expenses): Loss on sale of capital assets- Principal (284,150) Interest expense (13,499) Total non-operating revenues (expenses)- (297,649) Income (loss) before transfers41,629 Transfers in1,409,324 52,000 Transfers out(252,004) (26,381) Change in net assets1,157,320 67,248 Net assets (deficit), beginning(1,157,320) 1,834,223 Net assets (deficit), ending- $1,901,471 CITY OF PALM BEACH GARDENS STATEMENT OF REVENUES, EXPENDITURES, & CHANGES IN FUND BALANCES MARCH 31, 2006 PROPRIETARY FUNDS 43 GENERAL FUND ANALYSIS GENERAL NOTE: The financial reports are formatted for management’s use and, as such, generally do not include all the classifications, accruals and footnotes which would accompany fiscal year-end reporting. The Balance Sheet for this fund is reported on page 37 and the Revenues and Expenditures are reported on page 39. ASSETS • Accounts receivable $1,129,482 – As of 3/31/06, EMS Fees net $162,782, FPL Franchise Fees $598,360, Telecommunication Tax $63,325, Court Fines $12,867, Half Cent Sales Tax $285,493 and Maintenance Reimbursement $6,655. LIABILITIES • Accounts payable and accrued liabilities $1,930,708 – The items included in this amount are County Impact Fees $71,463, Escrow $516,026, Police, Fire & General Pension accrual $830,000, Payroll Accruals $390,918, and various payables $122,301. REVENUES General Fund revenues for the period ending March 31, 2006 total $52,011,762. We received 82% of our budgeted revenues and as the graph below illustrates, the majority of our revenue is derived from Taxes. Budgetary Comparison of Revenues - General Fund as of March 31, 2006 $- $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000 $50,000,000 Actual $41,385,284 2,517,921 2,402,969 452,519 1,852,700 1,901,305 759,380 739,684 Budget $45,783,327 4,096,506 5,055,903 1,638,893 2,305,750 2,204,020 1,080,097 1,231,663 Taxes Licenses and permits Intergovernment Charges for services Grants Fines and forfeitures Interest Miscellaneous 44 EXPENDITURES General Fund expenditures for the six months ending March 31, 2006 total $28,767,832, 38% of budget. As the graph below illustrates, the majority of expenditures are for Public Safety. Budgetary Comparison of Expenditures - General Fund as of March 31, 2006 - 5,000,000 10,000,000 15,000,000 20,000,000 25,000,000 30,000,000 35,000,000 Actual 4,926,185 14,455,669 2,380,905 2,683,009 3,487,651 285,421 548,992 Budget 14,623,965 31,060,132 5,586,510 6,706,730 13,913,939 1,891,966 1,131,626 Gen GovernmentPublic SafetyCulture & RecreationPhysical EnviromentCapital Outlay Principal Interest The Budgetary Comparison Schedule on page 41 breaks down the graph above departmentally. There is also a graph on page 4 of the Transmittal Letter comparing percentage expended. 45 LOCAL OPTION GAS TAX FUND ANALYSIS GENERAL NOTE: The Balance Sheet for this fund is reported on page 38, the Revenues and Expenditures are reported on page 40. • Accounts Receivable $55,347 – This amount consists of Local Option Gas Tax revenues due from the State of Florida. Budget Actual % Received/ Spent Revenues: Local option gas tax 560,000$ 332,084$ 59.30% Grants - - Interest 14,000 10,155 72.54% Miscellaneous - - Total revenues 574,000 342,239 59.62% Expenditures: Current: Transportation 793,151 217,690 27.45% Capital outlay 79,229 - 0.00% Total expenditures 872,380 217,690 24.95% Excess (deficiency) of revenues over expenditures (298,380) 124,549 Other financing sources(uses): Transfers in - - Transfers out - - Total other financing sources (uses)- - Net change in fund balances (298,380) 124,549 Fund balances, beginning of year 490,151 490,151 Fund balances, March 31, 2006 191,771$ 614,700$ CITY OF PALM BEACH GARDENS BUDGETARY COMPARISON SCHEDULE LOCAL OPTION GAS TAX MARCH 31, 2006 • Total Revenue $342,239 – Revenues for the second quarter of the fiscal year are at 59% of anticipated revenues excluding fund balance carry-forward. • Total Expenditures $217,690 – Electricity for street lights is $100,756 while repairs for street lights on PGA Blvd and deflection laser surface testing totaled $37,962 and $78,972 to Florida East Coast Railway Company for crossing rebuild at Lighthouse Drive. 46 RECREATION SPECIAL REVENUE FUND ANALYSIS GENERAL NOTE: The Balance Sheet for this fund is reported on page 38 and the Revenues and Expenditures are reported on page 40. Budget Actual % Received/ Spent Revenues: Charges for services 1,931,605$ 836,851$ 43.32% Interest 2,600 4,250 163.46% Miscellaneous - - Total revenues 1,934,205 841,100 43.49% Expenditures: Current: Culture and recreation 1,877,183 679,810 36.21% Capital outlay 6,000 - Total expenditures 1,883,183 679,810 36.10% Excess (deficiency) of revenues over expenditures 51,022 161,290 Other financing sources(uses): Transfers in - - Transfers out (46,000) (23,000) Total other financing sources (uses)(46,000) (23,000) Net change in fund balances 5,022 138,290 Fund balances, beginning of year 103,395 103,396 Fund balances, March 31, 2006 108,417$ 241,686$ CITY OF PALM BEACH GARDENS BUDGETARY COMPARISON SCHEDULE RECREATION PROGRAMS - SPECIAL REVENUE FUND MARCH 31, 2006 • Total Revenues $841,100 – Revenues consist of Programs $160,378, Administrative Resources $38,960, Athletics & Special Facilities (including Seniors & Aquatics) $159,569, Recreation Youth Enrichment $303,543, Tennis $174,400 and Interest $4,250. Overall, revenues are approximately 43% of budget for the period ending March 31, 2006. • Total Expenditures $679,810 – Recreation Program expenditures are approximately 36% for the second quarter, which does not include transfers. 47 GOLF SPECIAL REVENUE FUND ANALYSIS GENERAL NOTE: The Balance Sheet for this fund is reported on page 38 and the Revenues and Expenditures are reported on page 40. The Golf Course Fund was previously accounted for as an enterprise fund. The accounting and budgeting for the golf operation has been changed to more accurately reflect the true nature of the operation, i.e., to provide an affordable recreational amenity to the residents of the City. Budget Actual % Received/ Spent Revenues: Charges for services 1,254,055$ 781,560$ 62.32% Interest 10,000 14,563 145.63% Miscellaneous 70,854 34,736 49.02% Total revenues 1,334,909 830,859 62.24% Expenditures: Current: Culture and recreation 1,334,909 587,817 44.03% Capital outlay 776,969 - 0.00% Total expenditures 2,111,878 587,817 27.83% Excess (deficiency) of revenues over expenditures (776,969) 243,042 Other financing sources(uses): Transfers in - 252,005 Bond Proceeds 754,000 754,000 Total other financing sources (uses)754,000 1,006,005 Net change in fund balances (22,969) 1,249,047 Fund balances, beginning of year 22,969 - Fund balances, March 31, 2006 -$ 1,249,047$ CITY OF PALM BEACH GARDENS BUDGETARY COMPARISON SCHEDULE GOLF - SPECIAL REVENUE FUND MARCH 31, 2006 • Golf Course Fund Revenue - $830,859 – Represent approximately 62% of projected budget for the period ended. • Golf Course Fund Expenditures - $587,817 – Represent approximately 28% of projected budget for the period ended. • Golf Course Bond Proceeds - $754,000 – On December 19, 2005 we received proceeds for the Series 2005 Public Improvement Note for Golf Course Improvements. 48 CAPITAL PROJECTS FUND ANALYSIS GENERAL NOTE: The Balance Sheets for these funds are reported on pages 37 & 38 and the Revenues and Expenditures are reported on pages 39 & 40. Road Impact Fund – Deferred Revenue $2,745,409 –This figure represents the build out administrative time extension. During the 2nd quarter, $856,467 has been drawn down for the following projects: Borland, Frenchman’s Reserve, Mirasol PCD, Gardens Station, Old Palm and PGA Design Center. Impact Fee Revenue - $2,757,419 – Total revenue from impact fees is at 26% of budget. Finance has addressed this issue with Construction Services and may present future budget adjustments to council if applicable. ActualBudget % Fire 262,676 1,148,189 22.88% Recreation735,108 4,514,374 16.28% Police144,391 788,074 18.32% Road1,594,244 4,046,951 39.39% Art 21,000 80,000 26.25% 2,757,419 10,577,588 26.07% Significant Impact Fee Revenues – During the second quarter, we collected and recognized impact fee revenues for the following projects: • Borland Center Midtown - $966,890 for 9 commercial and 2 single family residence • Frenchman’s Reserve - $83,183 for 12 single family residence • Gardens Station - $180,192 for 2 commercial • Legacy Place - $153,465 for 3 commercial • Mirasol - $124,382 for 10 single family residence • Old Palm - $56,875 for 8 single family residence • PGA Design Center - $235,944 for 3 commercial • PGA National - $65,191 for Bascom Palmer Eye Institute • Miscellaneous Projects - $18,702 49 Total Impact Fee Revenue through March 31, 2006 by project is displayed in the chart below: CITY OF PALM BEACH GARDENS IMPACT FEE REVENUE BY PROJECT MARCH 31, 2006 0 100000 200000 300000 400000 500000 600000 Borland Center 86,459 371,146 61,867 620,227 Donald Ross Vill. 4,472 29,192 3,894 13,640 Legacy Place 38,836 15,473 209,084 Mirasol 213,335 166,877 Old Palm 9,920 64,704 8,630 30,496 PGA Design Cntr 67,900 30,867 359,502 Frenchman's Reserve 7,257 47,343 6,314 22,269 Gables at Northlake 620 4,044 539 1,906 Gardens Station 31,877 12,073 136,242 PGA National 21,000 11,258 3,047 29,886 Miscellaneous Projects 4,078 5,344 1,687 4,114 Art Fire Recreation Police Road Road Impact Fees are our largest impact fee revenue stream with Borland Center Midtown being our highest impact fee revenue collected this fiscal year-to-date. As indicated on page 49, we are at 39% of budget in Road Impact Fee Revenues. See page 52 for the budget comparison schedule for the Road Impact Fee Fund. The budget comparison schedules for the remaining Impact Fee Funds are reported on the following pages. 50 Budget Actual % Received/ Spent Revenues: Impact fees 1,148,189$ 262,676$ 22.88% Interest 11,000 22,991 209.01% Total revenues 1,159,189 285,667 24.64% Expenditures: Public Safety - - Capital outlay 718,475 165,673 23.06% Debt service: Principal 72,880 - 0.00% Interest 10,000 6,319 63.19% Total expenditures 801,355 171,992 21.46% Net change in fund balances 357,834 113,675 Fund balances, beginning of year 1,076,844 1,076,844 Fund balances, March 31, 2006 1,434,678$ 1,190,519$ CITY OF PALM BEACH GARDENS BUDGETARY COMPARISON SCHEDULE FIRE IMPACT MARCH 31, 2006 Budget Actual % Received/ Spent Revenues: Impact fees 4,514,374$ 735,108$ 16.28% Grants - 68,653 Miscellaneous - - Interest 32,000 129,187 403.71% Total revenues 4,546,374 932,948 20.52% Expenditures: Professional Services - - Capital outlay 7,630,040 2,258,778 29.60% Total expenditures 7,630,040 2,258,778 29.60% Excess (deficiency) of revenues over expenditures (3,083,666) (1,325,830) Other financing sources(uses): Transfers in - - Transfers out - - Total other financing sources (uses)- - Net change in fund balances (3,083,666) (1,325,830) Fund balances, beginning of year 6,347,674 6,347,675 Fund balances, March 31, 2006 3,264,008$ 5,021,845$ CITY OF PALM BEACH GARDENS BUDGETARY COMPARISON SCHEDULE RECREATION IMPACT MARCH 31, 2006 51 Budget Actual % Received/ Spent Revenues: Impact fees 788,074$ 144,391$ 18.32% Interest 5,400 26,411 489.09% Total revenues 793,474 170,802 21.53% Expenditures: Public Safety - - Capital outlay 1,166,600 2,000 0.17% Total expenditures 1,166,600 2,000 0.17% Excess (deficiency) of revenues over expenditures (373,126) 168,802 Other financing sources(uses): Transfers in - - Transfers out - - Total other financing sources (uses)- - Net change in fund balances (373,126) 168,802 Fund balances, beginning of year 1,537,999 1,296,262 Fund balances, March 31, 2006 1,164,873$ 1,465,064$ CITY OF PALM BEACH GARDENS BUDGETARY COMPARISON SCHEDULE POLICE IMPACT MARCH 31, 2006 Budget Actual % Received/ Spent Revenues: Impact fees 4,046,951$ 1,594,244$ 39.39% Contributions, Donations & Miscellaneous104,691 104,691 100.00% Interest 19,500 217,325 1114.49% Total revenues 4,171,142 1,916,260 45.94% Expenditures: Professional Services - 2,062 Contribution to Developers - - Capital outlay 4,172,478 303,379 7.27% Total expenditures 4,172,478 305,440 7.32% Excess (deficiency) of revenues over expenditures (1,336) 1,610,820 Other financing sources(uses): Transfers in - - Transfers out (700,873) (350,437) Total other financing sources (uses)(700,873) (350,437) Net change in fund balances (702,209) 1,260,383 Fund balances, beginning of year 7,105,031 7,105,031 Fund balances, March 31, 2006 6,402,822$ 8,365,414$ CITY OF PALM BEACH GARDENS BUDGETARY COMPARISON SCHEDULE ROAD IMPACT MARCH 31, 2006 52 Budget Actual % Received/ Spent Revenues: Impact fees 80,000$ 21,000$ 26.25% Interest 9,600 9,888 103.00% Total revenues 89,600 30,888 34.47% Expenditures: Culture and recreation - - Contributions to FDOT - - Capital outlay 374,158 157,278 42.04% Total expenditures 374,158 157,278 42.04% Net change in fund balances (284,558) (126,390) Fund balances, beginning of year 632,297 632,298 Fund balances, March 31, 2006 347,739$ 505,908$ CITY OF PALM BEACH GARDENS BUDGETARY COMPARISON SCHEDULE ART IMPACT MARCH 31, 2006 Fire Impact Fund Expenditures, during the 2nd quarter an emergency generator was purchased from Walker Miller Equipment Co. for $13,197 and interest on the Series 2004 Public Safety Equipment Note for $6,319 was paid. Recreation Impact Fund Expenditures, during the 2nd quarter $1,772,449 was expended for the following: Project rec0041: BRCRC Expansion/Renovations $1,458,332, Project rec0051 Thompson River Linear Park $32,478, Project rec0056 Tennis Center Expansion $251,649, and $29,990 on various projects. On February 21, 2006 the City received grant funding in the amount of $68,653 for the Thompson River Linear Park land and water conservation program. See page 33-36 for the Grant Status Report detailing more on this source of revenue. Police Impact Fund Expenditures, during the 2nd quarter $2,000 was expended on Yamaha EF3000ISE Inverter generator for SWAT. Road Impact Fund Expenditures, during the 2nd quarter $186,678 was paid to Catalfumo Construction, LTD for the Kyoto Gardens Drive Extension Project pub0023. Also, the 2nd of three payments was made for $57,000 to Winchester Courts for window replacement. See the CIP section of this report page 21 for an update on this project. Art Impact Fund Expenditures, during the 2nd quarter $110,487 was paid to Ross Sculpture Studio to design, fabricate and install the 4 outdoor sculptural elements. Also, $17,400 was paid to Designs and Signs for Bas Relief Patina Finish Logo Sculptures. See the CIP section of this report page 28 for an update on this project rec0018. 53 Other Capital Projects: Budget Actual % Received/ Spent Revenues: Interest 800 - 0.00% Total revenues 800 - 0.00% Expenditures: Professional Services 22,500 3,750 16.67% Repairs and Maintenance 411,667 74,694 18.14% Debt Service:- Principal 170,000 - 0.00% Interest 114,843 57,421 50.00% Total expenditures 719,010 135,865 18.90% Other financing sources(uses): Transfers in 716,000 358,000 Total other financing sources (uses)716,000 358,000 Net change in fund balances (2,210) 222,135 Fund balances, beginning of year 2,210 2,211 Fund balances, March 31, 2006 -$ 224,346$ CITY OF PALM BEACH GARDENS BUDGETARY COMPARISON SCHEDULE PGA FLYOVER MARCH 31, 2006 • PGA Flyover Capital Projects Fund - during the 2nd quarter $44,350 has been expended on the flyover landscaping maintenance and mowing. Budget Actual % Received/ Spent Revenues: Interest 7,500 9,806 130.75% Miscellaneous Revenues 231,262 - 0.00% Total revenues 238,762 9,806 4.11% Expenditures: Professional Services 129 5,169 4006.98% Capital Outlay 310,263 63,175 20.36% Debt Service:- Principal 425,000 - 0.00% Interest 275,873 142,087 51.50% Total expenditures 1,011,265 210,431 20.81% Other financing sources(uses): Transfers in 700,873 350,392 Total other financing sources (uses)700,873 350,392 Net change in fund balances (71,630) 149,767 Fund balances, beginning of year 331,661 562,924 Fund balances, March 31, 2006 260,031$ 712,691$ CITY OF PALM BEACH GARDENS BUDGETARY COMPARISON SCHEDULE BURNS ROAD MARCH 31, 2006 • Burns Road Improvements Fund - during the 2nd quarter $63,175 was paid to West Construction for Project pub0001 Burns Road Widening. See the CIP section of this report page 21 for an update on this project 54 PROPRIETARY FUND ANALYSIS GENERAL NOTE: The Statement of Net Assets for this fund is reported on page 42 and the Revenues and Expenditures are reported on page 43. • Fleet Maintenance Fund Revenues - $1,050,592 – Represent 50% of projected budget for the period ending March 31, 2006. • Fleet Maintenance Fund Expenditures - $711,314 – Represent 36% of projected budget with $1,049 expended in Capital Outlay for retro fit upgrade to the Air Compressor purchased during the first quarter. • Golf Course Proprietary Fund Transfers – $1,409,324 Transfer In and ($252,004) Transfer Out to record transfers of capital and current financial resources, respectively, from the Golf Enterprise Fund to the Golf Special Revenue Fund. The Golf Course Fund is now being accounted for as a special revenue fund. The accounting and budgeting for the golf operation has been changed to more accurately reflect the true nature of the operation, i.e., to provide an affordable recreational amenity to the residents of the City. This concludes the analysis of significant line items and budgetary comparison charts. Please direct any questions regarding the Quarterly Financial Report as of March 31, 2006 to Allan Owens, Finance Administrator. 55 PROC'MA TION management, physiwl, d to diminish R CITY OF PALM BEACH GARDENS CITY COUNCIL Agenda Cover Memorandum Date Prepared: May 24,2006 Meeting Date: June 1,2006 Ordinance: Ordinance 11 , 2006 SubjecVAgenda Item: Second Reading of an Ordinance of the City Of Palm Beach Gardens, Florida relating to the Firefighters’ Pension Plan; amending Section 38-54, Code of Ordinances, entitled “Finances and Fund Management”, to permit real estate investments for the Pension Plan. [XI Recommendation to APPROVE I1 Recommendation to DENY Reviewed by: i City Attorney ‘“G Submitted by: Peter T. Berael Fire Chi Department Director Originating Dept.: Advertised: Date: Paper: [ x] Not Required Affected parties [ ] Notified [ x ] Not required costs: $ 0 (Total) $- Current FY Funding Source: [ ] Operating [ 1 Other Budget Acct.#: Council Action: [ ]Approved [ ]Approved w/ conditions [ ] Denied [ ] Continued to: Attachments: Staff Report Ordinance 11, 2006 Investment consultant Recommendation [ ]None Date Prepared: May 24,2006 Meeting Date: June 1,2006 Ordinance: Ordinance 11,2006 BACKGROUND: Bogdahn Consulting, LLC, the investment consultant to the Board of Trustees of the Palm Beach Gardens Firefighters’ Pension Plan, has recommended that the pension plan’s investments be diversified to include investments in real estate. Many Florida municipal pension plans are now investing in real estate. These real estate investments typically are made in professionally managed trusts comprised of ownership of income-producing real estate. The managers of these trusts take fiduciary responsibility for these real estate investments. The shares of the trusts can be redeemed (sold) and thus the investments are fairly liquid. State law permits real estate investments by municipal pension plans if investment in real estate is specifically authorized by the local ordinance. The Board of Trustees have therefore prepared an ordinance amending §38-54(a)(6)(b) of the Code to permit investment of up to 10% of the pension plan’s assets in real estate. The City’s pension consultant, Bolton Partners, recommends a 5% limit on real estate investment based upon the size of the fund. They further recommend that the language specify that the real estate investment be limited to real estate mutual funds such as RElTs or commingled funds. The pension board has indicated that it does not plan to individually own or manage any properties, but their attorney has indicated they wish the investment language to allow for either direct or RElT investments. The board has advised that because this amendment does not change the pension plan’s benefits, no statement of actuarial impact is necessary. STAFF RECOMMENDATION: The Board of Trustees recommends approval of Ordinance 11 , 2006, amending Section 38-54. At first reading of this Ordinance, Council requested clarification regarding the types of real estate investments that would be authorized by this amendment. The attorneys for the Board have submitted additional language, which has been reviewed by Staff. Staff recommends approval with the changes suggested by the Board attorney: board. AHN CONSULTING, L .B simplifying your investment decisions MEMORANDUM TO: Trustees FROM: Mike Welker, CFA & Dave West, CFA RE: Reasons for Real Estate Allocation DATE: March 8,2006 Below are some of the reasons why we believe adding real estate would be beneficial to the Palm Beach Gardens Firefighters’ portfolio. 1) Income replacement for a bond portfolio that might struggle in a rising interest rate environment. Total returns in the bond market might be positive but less than previous years. 2) The volatility of private real estate is much less than that of stocks. The income stream historically has been much more stable and predictable. This is one of the advantages of private real estate. Fluctuations in the price are not determined by investor demand but instead on real estate fimdamentals and the underlying assets. retail, industrial and apartment structures. portfolio risk is lowered by adding real estate. portfolio, is one of the least risky real estate asset classes. Lease structures are already in place with multi tenants, maximum leverage positions are around 35%, they are located in developed markets with high quality construction. The land is instrumental for the leaseholder to do business -jugular income. Inflation protected through escalation clauses so real returns remain attractive. 6) The overall asset class is slightly more risky than corporate bonds. 7) Over the past 10 years this asset class has been one of the most efficient yielding the highest returns with the least amount of risk, measured by volatility. 8) The real estate market makes up 10% of the global investment universe. For a fully diversified portfolio investors should participate in this market segment. 9) Stability of returns as shown by constant dividend. 10) As a stand alone asset real estate may be risky but coupled with other types of asset classes the overall risk of the portfolio goes down with less volatility. 3) Within the real estate mandate the portfolio is well diversified with holdings in office, 4) Real estate as an asset class has a low correlation to stocks and bonds. Therefore overall 5) Core real estate, one of our suggestions for the Palm Beach Gardens Firefighters’ 340 Central Ave., Suite 300 + Winter Haven, Florida 33880 Telephone (863)293-8289 Facsimile (863) 292-8717 Second Reading: May 18,2006 Ordinance 11, 2006 Ordinance 1 I, 2006 Proposed Revision Subsequent to First Reading AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF PALM BEACH GARDENS, FLORIDA RELATING TO THE FIREFIGHTERS’ PENSION PLAN; “FINANCES AND FUND MANAGEMENT,” TO PERMIT INVESTMENTS OF UP TO TEN PERCENT; PROVIDING FOR CODIFICATION; AND PROVIDING AN EFFECTIVE DATE. AMENDING SECTION 38-54, CODE OF ORDINANCES, ENTITLED *** SECTION 2. Section 38-54(a)(6)bI Code of Ordinances, entitled “Finances and Fund Management,” is amended to read as follows: Sec. 38-54. Finances and Fund Management. (a) Establishment and operation of fund. *** (6) The board shall have the following investment powers and authority: *** 6. Up to ten percent of the assets of the fund, at cost, may be board. Date Prepared: March 2, 2006 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 ORDINANCE 11,2006 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF PALM BEACH GARDENS, FLORIDA RELATING TO THE FIREFIGHTERS’ ORDINANCES, ENTITLED “FINANCES AND FUND MANAGEMENT,” TO PERMIT INVESTMENTS OF UP TO TEN PERCENT OF THE PENSION PLAN’S ASSETS IN REAL ESTATE; PROVIDING FOR CODIFICATION; AND PROVIDING AN EFFECTIVE DATE. PENSION PLAN; AMENDING SECTION 38-54, CODE OF WHEREAS, Bogdahn Consulting, LLC, the Firefighters’ Pension Fund’s investment consultant, has recommended that the investment performance of the Pension Fund will be enhanced by permitting investment of a portion of the Pension Fund’s assets in real estate; and WHEREAS, an amendment to the City Code is necessary to permit such real estate investments; and WHEREAS, the trustees of the City of Palm Beach Gardens Firefighters’ Pension Plan have requested and approved such an amendment as being in the best interests of the participants and beneficiaries; and WHEREAS, an actuarial impact statement is not necessary since this amendment is not a change in plan benefits; and WHEREAS, the City Council has determined that adoption of this Ordinance is in the best interests of the citizens and residents of the City of Palm Beach Gardens, Florida. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF PALM BEACH GARDENS, FLORIDA that: SECTION 1. The foregoing recitals are hereby affirmed and ratified. SECTION 2. Section 38-54(a)(6)b, Code of Ordinances, entitled “Finances and Fund Management,” is amended to read as follows: Date Prepared: March 2,2005 Ordinance 11, 2005 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 Sec. 38-54. Finances and Fund Management. Establishment and operation of fund. As part of the system, there exists the fund, into which shall be deposited all of the contributions and assets whatsoever attributable to the system, including the assets of the prior firefighters’ pension fund. The actual custody and supervision of the fund (and assets thereof) shall be vested in the board. Payment of benefits and disbursements from the fund shall be made by the disbursing agent but only upon written authorization from the board. All funds of the firefighters’ pension fund may be deposited by the board with the finance director of the city, acting in a ministerial capacity only, who shall be liable in the same manner and to the same extent as he is liable fort the safekeeping of funds for the city. However, any funds so deposited with the finance director of the city shall be kept in a separate fund by the finance director or clearly identified as such funds of the firefighters’ pension fund. In lieu thereof, the board shall deposit the funds of the firefighters’ pension fund in a qualified public depository as defined in Section 280.02, Florida Statutes, which depository with regard to such funds shall conform to and be bound by all of the provisions of Chapter 280, Florida Statutes. In order to fulfill its investment responsibilities as set forth herein, the board may retain the services of a custodian bank, an investment advisor registered under the Investment Advisors Act of 1940 or otherwise exempt from such required registration, an insurance company, or a combination of these, for the purposes of investment decisions and management. Such investment manager shall have discretion, subject to any guidelines as prescribed by the board, in the investment of all fund assets. All funds and securities of the system may be commingled in the fund, provided that accurate records are maintained at all times reflecting the financial composition of the fund, including accurate current accounts and entries as regards the following: a. Current amounts of accumulated contributions of members on both an individual and aggregate account basis and amounts currently held in member share accounts pursuant to Section 38-79; b. Receipts and disbursements; c. Benefit payments; 2 Date Prepared: March 2, 2005 Ordinance 11,2005 1 2 3 4 5 6 7 8 9 10 I1 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 (5 d. Current amounts clearly reflecting all monies, funds, and assets whatsoever attributable to contributions and deposits from the city; e. All interest, dividends, and gains (or losses) whatsoever; and f. Such other entries as may be properly required so as to reflect a clear and complete financial report of the fund. An audit shall be performed annually by a certified public accountant for the most recent fiscal year of the system showing a detailed listing of assets and a statement of all income and disbursements during the year. Such income and disbursements must be reconciled with the assets at the beginning and end of the year. Such report shall reflect a complete evaluation of assets on both a cost and market basis, as well as other items normally included in a certified audit. (6) The board shall have the following investment powers and authority: a. The board shall be vested with full legal title to said fund, subject, however, and in any event to the authority and power of the city council to amend or terminate this fund, provided that no amendment or fund termination shall ever result in the use of any assets of this fund except for the payment of regular expenses and benefits under this system, except as otherwise provided herein. All contributions from time to time paid into the fund, and the income thereof, without distinction between principal and income, shall be held and administered by the board or its agent in the fund, and the board shall not be required to segregate or invest separately any portion of the fund. b. All monies paid into or held in the fund shall be invested and reinvested by the board and the investment of all or any part of such funds shall be limited to: 1. Annuity and life insurance contracts with life insurance companies in amounts sufficient to provide, in whole or in part, the benefits to which all of the members in the fund shall be entitled under the provisions of this system and pay the initial and subsequent premium thereon. 2. Time or savings accounts of a national bank, a state bank insured by the bank insurance fund or a savings/building and loan association insured by the Savings Association Insurance Fund which is administered by the Federal Deposit Insurance Corporation or a state or federal chartered credit union whose share accounts are insured by the National Credit Union Share Insurance Fund. 3 Date Prepared: March 2,2005 Ordinance 11. 2005 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 3. Obligations of the United States or obligations guaranteed as to principal and interest by the government of the United States or by an agency of the government of the United States. 4. Bonds issued by the State of Israel. 5. Stocks, commingled funds administered by national or state banks, mutual funds and bonds, or other evidences of indebtedness, provided that : a) Except as provided in subparagraph (b), all individually held securities and all securities in a commingled or mutual fund must be issued or guaranteed by a corporation organized under the laws of the United States, any state or organized territory of the United States, or the District of Columbia. b) Up to ten percent of the assets of the fund may be invested in foreign securities. c) The board shall not invest more than five percent of its assets in the common stock, capital stock, or convertible securities of any one issuing company, nor shall the aggregate investment in any one issuing company exceed five percent of the outstanding capital stock of that company; nor shall the aggregate of its investments in common stock, capital stock, and convertible securities at cost exceed 65 percent of the assets of the fund. 6. Up to ten percent of the assets of the fund, at cost, may be invested in real estate. c. At least once every three years, and more often as determined by the board, the board shall retain a professionally qualified independent consultant, as defined in Section 175.071, Florida Statutes, to evaluate the performance of all current investment managers and make recommendations regarding the retention of all such investment managers. These recommendations shall be considered by the board at its regularly scheduled meeting. d. The board may retain in cash and keep unproductive of income such amount of the fund as it may deem advisable, having regard for the cash requirements of the system. 4 Date Prepared: March 2, 2005 Ordinance 11,2005 1 2 3 4 5 6 7 8 9 10 I1 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 e. The board may cause any investment in securities held by it to be registered in or transferred into its name as trustee or into the name of such nominee as it may direct, or it may retain them unregistered and in form permitting transferability, but the books and records shall at all times show that all investments are part of the fund. f. The board is empowered, but is not required, to vote upon any stocks, bonds, or securities of any corporation, association, or trust and to give general or specific proxies or powers of attorney with or without power of substitution; to participate in mergers, reorganizations, recapitalizations, consolidations, and similar transactions with respect to such securities; to deposit such stock or other securities in any voting trust or any protective or like committee with the trustees or with depositories designated thereby; to amortize or fail to amortize any part or all of the premium or discount resulting from the acquisition or disposition of assets; and generally to exercise any of the powers of an owner with respect to stocks, bonds, or other investments comprising the fund which it may deem to be to the best interest of the fund to exercise. g. The board shall not be required to make any inventory or appraisal or report to any court, nor to secure any order of court for the exercise of any power contained herein. h. Where any action which the board is required to take or any duty or function which it is required to perform either under the terms herein or under the general law applicable to it as trustee under this division, can reasonably be taken or performed only after receipt by it from a member, the city, or any other entity, of specific information, certification, direction, or instructions, the board shall be free of liability in failing to take such action or perform such duty or function until such information, certification, direction, or instruction has been received by it. i. Any overpayments or underpayments from the fund to a member, retiree, or beneficiary caused by errors of computation shall be adjusted with interest at a rate per annum approved by the board in such a manner that the actuarial equivalent of the benefit to which the member, retiree, or beneficiary was correctly entitled to, shall be paid. Overpayments shall be charged against payments next succeeding the correction or collected in another manner if prudent. Underpayments shall be made up from the fund in a prudent manner. j. The board shall sustain no liability whatsoever for the sufficiency of the fund to meet the payments and benefits herein provided for. 5 I 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 Date Prepared: March 2, 2005 Ordinance 11,2005 k. In any application to or proceeding or action in the courts, only the board shall be a necessary party, and no member or other person having an interest in the fund shall be entitled to any notice or service of process. Any judgment entered in such a proceeding or action shall be conclusive upon all persons. I. Any of the foregoing powers and functions reposed in the board may be performed or carried out by the board through duly authorized agents, provided that the board at all times maintains continuous supervision over the acts of any such agent; provided further, that legal title to said fund shall always remain in the board. SECTION 3. Codification of this Ordinance is hereby authorized and directed. SECTION 4. This Ordinance shall become effective immediately upon adoption. (The remainder of this page left intentionally blank) 6 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 PASSED this 6 "- day of PASSED AND ADOPTED this day of , 2006, upon pfi IC , 2006, upon first reading. second and final reading. CITY OF PALM BEACH GARDENS BY: Joseph R. Russo, Mayor Jody Barnett, Vice Mayor Eric Jablin, Councilmember David Levy, Councilmember Hal R. Valeche, Councilmember ATTEST: BY: Patricia Snider, CMC, City Clerk APPROVED AS TO FORM AND LEGAL SUFFICIENCY FOR AGAINST ABSENT BY: Christine P. Tatum, City Attorney G:\attorney-share\ORDlNANCES\fire pension amendment-real estate - ord 11 2006.doc 7 BOGDAHN CONSULTING, LLC. simplifying your investment decisions MEMORANDUM TO: Trustees FROM: Mike Welker, CFA & Dave West, CFA RE: Reasons for Real Estate Allocation DATE: March 8,2006 Below are some of the reasons why we believe adding real estate would be beneficial to the Palm Beach Gardens Firefighters’ portfolio. 1) Income replacement for a bond portfolio that might struggle in a rising interest rate environment. Total returns in the bond market might be positive but less than previous years. 2) The volatility of private real estate is much less than that of stocks. The income stream historically has been much more stable and predictable. This is one of the advantages of private real estate. Fluctuations in the price are not determined by investor demand but instead on real estate fundamentals and the underlying assets. 3) Within the real estate mandate the portfolio is well diversified with holdings in office, retail, industrial and apartment structures. 4) Real estate as an asset class has a low correlation to stocks and bonds. Therefore overall portfolio risk is lowered by adding real estate. 5) Core real estate, one of our suggestions for the Palm Beach Gardens Firefighters’ portfolio, is one of the least risky real estate asset classes. Lease structures are already in place with multi tenants, maximum leverage positions are around 35%, they are located in developed markets with high quality construction. The land is instrumental for the leaseholder to do business -jugular income. Inflation protected through escalation clauses so real returns remain attractive. 6) The overall asset class is slightly more risky than corporate bonds. 7) Over the past 10 years this asset class has been one of the most efficient yielding the highest returns with the least amount of risk, measured by volatility. 8) The real estate market makes up 10% of the global investment universe. For a fully diversified portfolio investors should participate in this market segment. 9) Stability of returns as shown by constant dividend. 10) As a stand alone asset real estate may be risky but coupled with other types of asset classes the overall risk of the portfolio goes down with less volatility. 340 Central Ave., Suite 300 + Winter Haven, Florida 33880 Telephone (863)293-8289 + Facsimile (863) 292-8717 City of Palm Beach Gardens Council Agenda June 1,2006 Mayor Russo Council Chambers 10500 N. Military Trail Palm Beach Gardens, FL 33410 Council Member Jablin Vice Mayor Barnett Council Member Levy Council Member Valeche J I. 11. CITY OF PALM BEACH GARDENS COUNCIL AGENDA June 1,2006 7:OO P.M. PLEDGE OF ALLEGIANCE ROLL CALL 111. ADDITIONS, DELETIONS. MODIFICATIONS: Y IV ANNOUNCEMENTS / PRESENTATIONS: ,/ a. /Page 4) Recognition of the Palm Beach Gardens High School Girls Softball 2nd State Championship. V. 4 ITEMS OF RESIDENT INTEREST AND BOARD/COMMITTEE REPORTS: VI. CITY MANAGER REPORT: J a. On-going Service assessment and Community Outreach Annual Report. v/ b. Compensation and Classification Study Report. J c. PGA Blvd. construction update. MI. COMMENTS FROM THE PUBLIC: (For Items Not on the APenda, please submit request form to the Citv Clerk prior to this Item) a. b. r VIII. CONSENT AGENDA: JPape 5) Approve Minutes fiom the May 4, 2006 Regular City Council meeting. lPage 10) 2nd Quarter Financial Report. (Page 70) Proclamation -- in recognition of Chatsworth at PGA National, a division of Devonshire Senior Resort Communities for receiving the Governors Gold Seal Award. IX. PUBLIC HEARINGS: Part I - Quasi-iudicial Part II - Non-Ouasi-iudicial X. XI XII. m. m. a. {Staff Renort on Page 71, Ordinance on Page 75ftItdb~~ 11,2006. R?&zkt 3R& mending Section 38-54, Code of eaxtidd =rii -e read' Pension Pla ordinance of the COW& City of pabn;; Beach Gardens, Florida relating to the-Fk6g.4 L m RESOLUTIONS: ORDINANCES: (For Consideration on First Reading) ITEMS FOR COUNCIL ACTIONlDISCUSSION: a. Budget Oversight Committee CITY ATTORNEY REPORT: ADJOURNMENT PLEASE TAKE NOTICE AND BE ADVISED that if any interested party wkhes to appeal any decision made by the City Council with respect to any matter considered at this public hearing, such interested persons will need a record of the proceedings and may need to ensure that a verbatim record is made, including the testimony and evidence upon which the appeal is to be based In accordance with the Americans with Disabilities Act and Section 286.26, Florida Statutes, persons with disabilities needing special accommodations in order to participate in this proceeding are entitled to the provision of certain assistance at no cost. Please call the City Clerk's Office at 561-799-4122 no later than 5 days prior to the hearing if this assistance is required For hearing impaired assistance, please call the Florida Relay Service Numbers: 80&955-8771 (TDD) or 80&955-8770 (VOICE). NOTE: All presentation materials must be received by the City Clerk prior to the presentation to the Council. City of Palm Beach Gardens Council Agenda June 1, 2006 Council Chambers 10500 N. Military Trail Palm Beach Gardens, FL 33410 Mayor Russo Vice Mayor Barnett Council Member Jablin Council Member Levy Council Member Valeche CITY OF PALM BEACH GARDENS COUNCIL AGENDA June 1,2006 7:OO P.M. I. PLEDGE OF ALLEGIANCE 11. ROLLCALL 111. ADDITIONS, DELETIONS, MODIFICATIONS: IV VI. 7:53 ANNOUNCEMENTS / PRESENTATIONS: a. (Page 4) Recognition of the Palm Beach Gardens High School Girls Softball Znd State Championship. ITEMS OF RESIDENT INTEREST AND BOARDKOMMITTEE REPORTS: CITY MANAGER REPORT: b. On-going Service assessment and Community Outreach Annual Report. Compensation and Classification Study Report. PGA Blvd. construction update. VII. COMMENTS FROM THE PUBLIC: (For Items Not on the Agenda, please submit request form to the City Clerk prior to this Item) 8-138 VIII. CONSENT AGENDA: a. b. C. (Page 5) Approve Minutes from the May 4, 2006 Regular City Council meeting. (Page 10) Znd Quarter Financial Report. (Page 70) Proclamation -- in recognition of Chatsworth at PGA National, a division of Devonshire Senior Resort Communities for receiving the Governors Gold Seal Award. IX. PUBLIC HEARINGS: Part I - Quasi-iudicial Part I1 - Non-Quasi-judicial a. 8‘: 5-7 p0 lStaff Report on Pape 71, Ordinance on Page 75) Ordinance 11, 2006 - (2nd reading and adoption) Firefighters’ Pension Plan. An Ordinance of the City Council of the City of Palm Beach Gardens, Florida relating to the Firefighters’ Pension Plan; amending Section 38-54, Code of Ordinances, entitled “Finances and Fund Management,” to permit investments of up to ten percent of the pension plan’s assets in real estate; providing for codification; and providing an effective date. X. RESOLUTIONS: XI ORDINANCES: (For Consideration on First Reading) XII. ITEMS FOR COUNCIL ACTION/DISCUSSION: Budget Oversight Committee XIII. CITY ATTORNEY REPORT: XIV. ADJOURNMENT PLEASE TAKE NOTICE AND BE ADVISED that if any interested party wishes to appeal any decision made by the City Council with respect to any matter considered at this public hearing, such interested persons will need a record of the proceedings and may need to ensure that a verbatim record is made, including the testimony and evidence upon which the appeal is to be based. In accordance with the Americans with Disabilities Act and Section 286.26, Florida Statutes, persons with disabilities needing special accommodations in order to participate in this proceeding are entitled to the provision of certain assistance at no cost. Please call the City Clerk s Ofice at 561 - 799-41 22 no later than 5 days prior to the hearing if this assistance is required. For hearing impaired assistance, please call the Florida Relay Service Numbers: 800-955-8771 (TDD) or 800-955-8770 (VOICE). NOTE: All presentation materials must be received by the City Clerk prior to the presentation to the Council. PUBLIC HEARINGS: 06/15/06 > Non-Quasi-Judicial Summarv FirefigbSers' Pension Pfan; amding Code of ordinances, entitkd "Fi COMMENTS FROM THE PUBLIC Request to Address City Council Please Print ~ ~ ~ ~ ~ ~ ~ Members of the public may address the City Council during the “Comments by the Public” portion of the agenda and during “Public Hearings”. This Request to Address the City Council must be delivered to the City Clerk prior to the commencement of the meeting. The time limit for each speaker is limited to three (3) minutes. COMMENTS FROM THE PUBLIC Request to Address City Council Please Name:. Print Members of the public may address the City Council during the “Comments by the Public” portion of the agenda and during “Public Hearings”. This Request to Address the City Council must be delivered to the City Clerk prior to the commencement of the meeting. The time limit for each speaker is limited to three (3) minutes. COMMENTS FROM THE PUBLIC Request to Address City Council Please Print Name: 770 7 J Address: Members of the public may address the City Council during the “Comments by the Public” portion of the agenda and during “Public Hearings”. This Request to Address the City Council must be delivered to the City Clerk prior to the commencement of the meeting. The time limit for each speaker is limited to three (3) minutes. Members of the public may address the City Council during the ccComments by the Public” portion of the agenda and during “Public Hearings”. This Request to Address the City Council must be delivered to the City Clerk prior to the commencement of the meeting. The time limit for each speaker is limited to three (3) minutes. COMMENTS FROM THE PUBLIC Request to Address City Council Please Prin Name: Address: City: Subject: COMMENTS FROM THE PUBLIC Request to Address City Council Please Print Members of the public may address the City Council during the “Comments by the Public” portion of the agenda and during “Public Hearings”. This Request to Address the City Council must be delivered to the City Clerk prior to the commencement of the meeting. The time limit for each speaker is limited to three (3) minutes. r SURVEY METHODOLOGY PALM BEACH GARDENS From March 4 through March 17, 2006, telephone interviews with 400 randomly selected households in the City of Palm Beach Gardens were conducted. Participants within households were selected via the Hagan-Collier technique that randomizes who among the oldest male, youngest male over 18, oldest female and youngest female over 18 would be chosen. This technique guards against a disproportionate number of older and female participants. The sampling frame for the study was all working (listed and unlisted) residential telephone numbers for the service area. The sample was provided by the City of Palm Beach Gardens via reverse 911 lookup. The City provided 23,568 telephone numbers that were divided into random and representative replicates to ensure integrity of the selection process. Kerr & Downs Research conducted telephone interviews via computerized telephone procedures. Interviews were conducted from 9a.m. to 9:30p.m. weekdays, 9a.m. to 9p.m. Saturdays, and noon to 9p.m. on Sundays. Ten percent (10%) of the completed interviews were validated through callbacks by interviewer supervisors. Up to five calls were attempted to reach selected households to ensure integrity of the sampling process. Proportionately less calls were made during business hours than during the evening when most working people would be home. The total sample size was 400. The sampling error for binomially distributed responses given a 95% confidence level was 4.88%. For example, since 85% of residents interviewed in the study would recommend living in Palm Beach Gardens; there is a high degree of certainty that between 80.12% and 89.88% (85% f 4.88%) of all residents in the City of Palm Beach Gardens would recommend living in Palm Beach Gardens. The results presented in this survey are weighted based on 2005 census estimates to accurately represent the age of residents in the City of Palm Beach Gardens. 1 City of Palm Beach Gardens - Resident Opinion Survey - 2006 SURVEYRESULTS PALM BEACH GARDENS Number one concern about living in Palm Beach Gardens Traffic 26% -I No concerns 8% i Taxes bT% -I Crime IS% Trees, lack of green space 3% b 0% 20% 40% 60% 80% 100% ........................................................................................................... When residents are asked their number one concern about Palm Beach Gardens as a place to live, two issues trump all others; growth &development (28%) and traffic concerns (26%) outweigh all other responses. These two issues are seemingly related to each other; as the area becomes more crowded, traffic will increase. One in twelve residents (8%) have no concerns about living in Palm Beach Gardens, while slightly fewer residents (7%) mention taxes as their number one concern. Other concerns were mentioned by residents. Each one was mentioned by less than 2% of resi- dents. ........................................................................................................... TOP concerns about living in Palm Beach Gardens* Growth & Development Traffic Taxes No concerns Crime Trees, lack of green space Road construction ............................ When residents are asked about their top three con- cerns with living in the City, the results are simi- lar to the number one concern. Notable differ- ences include taxes (1 1%) surpassing "no concerns" and 5% of resi- dents mentioning road construction. ............................ 0% 20% 40% 60% 80% 100% *Residents were allowed to specify more than one answer. 9 City of Palm Beach Gardens - Resident Opinion Survey - 2006 * , COMMUNITY CONCERNS PALM BEACH GARDENS Number one reason for living in Palm Beach Gardens My (my spouse's) worklschool is here Upscale community b 0% 20% 40% 60% 80% 100% ........................................................................................................... The number one reason for living in Palm Beach Gardens is residents' (or their spouses') work or school is in the vicinity (14%). The pleasant weather, shopping and restaurant opportunities, and the beauty of the City are all top reasons for living in Palm Beach Gardens. ........................................................................................................... Top reasons for living in Palm Beach Gardens* My (my spouse's) work/school is here Weather Shopping, restaurants, etc. Born here, never left Physical beauty Family lives here 0% 20% 40% 60% 80% 100% *Residents were allowed to sDecifv more than one answer. 10 City of Palm Beach Gardens - Resident Opinion Survey - 2006 GARDENS Definitely recommend living in Palm Beach Gardens ...... - r - Yes 85% I.n=4001 I I 0% 20% 40% 60% 80% 100% ........................................................................................................... The vast majority of residents (85%) would definitely recommend living in Palm Beach Gardens. The top reason for not recommending Palm Beach Gardens as a place to live is overcrowding (65%). Other top reasons for not recommending Palm Beach Gardens as a place to live include traffic (21%), the high cost of living (l6%), and taxes (12%). Crime and the school system are only mentioned by one in twenty (5%) residents. ........................................................................................................... Reasons for not recommending Palm Beach Gardens* - -- I Overcrowding 65% *Only residents who answered “No” to the previous question were asked this question. Residents were allowed to specify more than one answer. 11 City of Palm Beach Gardens - Resident Opinion Survey - 2006 CITY SERVICES PALM BEACH GARDENS Understanding of services provided by the City* High 5 -26% I Understanding - 4 26% 3 I No Understanding ............................ The majority of residents believe they have a de- cent understanding of the services the City of Palm Beach Gardens pro- vides. Over half of resi- dents (52%) rate their understanding of City services a four or five on a five-point scale. The average rating is 3.52. 0% 20% 40% 60% 80% 100% ............................ Satisfaction with the overa I quality of City services** Very 5 ............................ Satisfied 4 40% 3 I 2 The majority of residents (74%) are at least some- what satisfied with the overall quality of City ser- vices. The average rat- ing is 4.00. ............................ Satisfied Not 1 b7% I 20% 40% 60% 80% 100% 0% I *On a scale of 1 to 5, where 1 is no degree of understanding and 5 is a high degree of understanding. **On a scale of 1 to 5, where 1 is not at all satisfied and 5 is very satisfied. 12 City of Palm Beach Gardens - Resident Opinion Survey - 2006 ' CITY SERVICES PALM BEACH GARDEN s The City should be providing more services I I Yes P Not sure 1 n = 400 s 0% 20% 40% 60% 80% 100% ........................... Improvements to traf- fic and roads (20%) is the most popular addi- tional service residents believe the City should provide. A significant percentage of residents (14%) would like to see more activities, clubs, and organizations. Resi- dents specifically men- tion activities for senior citizens. A mass tran- sit system (12%) is also mentioned as an addi- tional service the city should provide. ........................... Trafficlroad improvements More activltieslclubs Masstransit Hurricane relief PolicelFire dept. improvements improve hospital 53NiCedmOdlCal care Other Additional services Additional taxes willing to pay More libraries $67 More post offices $27 Improve school system $0 .......................................... Fewer than one in five residents (19%) believe the City should be providing more services. Most resi- dents who specify services the City should be providing mention im- provements in current City ser- vices. .......................................... !O% b mn=76 c_r 40% 60% 80% 100% 0% 20% .............................................. Residents are not willing to pay more in property taxes for most additional services requested of the city. Resi- dents are willing to pay $245 more in taxes per year to improve medical care. Residents are also willing to pay higher annual taxes for mass transit ($83) and libraries ($67). .............................................. *Averaqe amount of taxes Der Year residents stated they would be willina to Dav for additional Citv service, 13 City of Palm Beach Gardens - Resident Opinion Survey - 2006 CITY SERVICES PALM BEACH GARDENS Are there services the City should stop providing? 0% 20% 40% 60% 80% 100% Fewer than one in twenty residents (4%) think the City is providing services it should not. A few residents disapprove of police directing church traffic on Sundays, and several residents want the city to cut back on parks and recreation programs. The complete list of residents' statements concerning this issue as well as their annual expected reduction in local taxes are listed below. "There's a church on Northlake Boulevard where city police are there when the church lets out to stop traffic. I get livid every time I go by. Public servants should not be used to accommodate a private church." ($0) "City police directing traffic for Church which are not contributing to taxes." "Decrease tax rate substantially so the only increase comes from increase in property value. Also, stop buying land for parks and have developers build parks as part of development orders." ($20) "They're building too many parks and waterslides instead of spending the money for education or traffic control." ($3) " U n co n t ro I I ed g row t h . " ( $5 0 0) "The Green Market on Sundays." ($0) "Sanitation." ($0) "Roadside beautification that endangers the population in storms that we know are bound to be coming." ($0) "People who want to come and remodel the city when people have been living there for years and years. It Is not fair." ($0) "Making two lane streets wider when they shouldn't be cutting those trees down. Traffic is only increasing and they only accommodate certain people with everyone's tax money." ($0) "Half the programs in the recreation center." ($500) "Growth approval for development such as the Borland Center." ($0) "The golf course business." ($0) "Construction crews close roads at improper times, should schedule better." "Allowing more homes to be built."($O) ($9) ($9) 14 Ciry of Palm Beach Gardens - Resident Opinion Survey - 2006 CITY SERVICES ."ml~n__l__l~_lll___ - I _I -.-. Pay user-based fees for services No 34% Not sure 28% 1 PALM BEACH GARDENS 0% 20% 40% 60% 80% 100% ............................................................................................................ The residents of Palm Beach Gardens stand divided on willingness to pay user-based fees for services in lieu of ad valorem tax increases. More residents like the idea of user-based fees (38%) than an increase in property taxes (34%). Almost three in ten residents (28%) are not sure which they prefer. ............................................................................................................ Satisfaction with F I 23% I Not Satisfied 1 jl% 1 m re Department* I D n = 400 ....................................... Satisfaction with the Fire Depart- ment receives the highest rating from residents compared to satis- faction with Parks &Recreation and the Police Department. On a five- point scale, two in three residents (66%) are completely satisfied with the Fire Department's services. Average satisfaction with the Fire Department is 4.52 on a five-point scale. *On a scale of 1 to 5, where 1 is not at all satisfied and 5 is very satisfied. 15 City of Palm Beach Gardens - Resident Opinion Survey - 2006 PALM BEACH CITY SERVICES GARDENS Satisfaction with Police Department* .......................................... The Police Department receives lower Satisfied satisfaction ratings than the Fire Department, but still receives high ratings. Just over half of residents (52%) rate their satisfaction with the Police Department a five on a five- point scale. The average rating is 4.26. Not .......................................... 0% . 20% 40% 60% ean = 4. 6 + L m n = 400 Satisfaction with Parks & Recreation* Satisfied 4 I I Satisfied Not 1 i3% 1 &F=l ean 4.25 b n = 400 80% 100% .................................... Parks & Recreation also garner high satisfaction ratings. Over half of residents (54%) rate their satisfaction with Parks & Recre- ation a five out of five on a five- point scale. The average rating is 4.25. .................................... 0% 20% 40% 60% 80% 100% ..................................... '............................"...~.......~~~...........*...*...*...... Parks & Recreation services are vital to the community 90s *On a scale of 1 to 5. where 1 is not at all satisfied and 5 is verv satisfied .................................. Nine out of ten residents (90%) agree that the parks and rec- reation services the city pro- vides are vital to the commu- nity. .................................. 16 City of Palm Beach Gardens - Resident Opinion Survey - 2006 GARDENS CITY SERVICES Percentage of property tax bill that goes to the City to pay for services ....... ...... 0% 20% 40% 60% 80% 1 % ............................................................................................................ Residents were asked what percentage of their property tax bill they believe goes to the City to pay for City services. Three quarters of residents (76%) stated they did not know, while 6% of residents said they did not own property. Approximately one in five residents (18%) attempted to answer this question. One in three of these residents (32%) believed the figure to be between 31% and 40%. There is no unanimity in responses as the graph above shows. One in twelve residents (8%) believes the figure to be 5% or less, while nearly one in ten residents (9"/0) believes over 60% of their property taxes pay for City services. ............................................................................................................ Perceived return on taxes paid* ................................... Overall, residents feel they re- ceive a decent return, in terms of City services, for the amount they pay in property taxes. Two out of three residents (66%) feel their return on taxes paid is at least "good." ................................... 0% 20% 40% 60% 80% 100% *Question read: "Based on the taxes you pay to the City and the services you receive, would you say you receive an excellent, very good, good, fair, or poor value in return for your property tax dollars paid to the City ? " 17 City of Palm Beach Gardens - Resident Opinion Survey - 2006 CITY SERVICES PALM BEACH GARDENS Action taken to be involved in the City's budget process Yes - attended Council meeting rn n = 400 s ........................... The majority of resi- dents (88%) have never taken action to be involved in the City's budget process. ........................... 0% 20% 40% 60% 80% 100% ............................................................................................................. Contacted the City by phone or in person in last six months .......................................... One in three residents (33%) claims to have contacted the City by phone or in person in the last six months. The actual figure is slightly lower (27%), as some residents who claim to have contacted the City men- tioned County or State departments when asked which department or service they contacted. .......................................... 0% 20% 40% 60% 80% 100% Department or service contacted* Growth Menagemnt Parks 6 Recreation Police Departnmnt Mmlnlstration WaterNtlllties Publlc Works Other Countyor State Departments Don't knowlother .......................................... Growth management is mentioned by one in four residents (24%) who claim to have contacted the City in the past six months. Parks & Recreation and the Police Department are the next most popular services called (16%). One in I six residents (16%) who claim to have contacted the City mentions Waste Management, Water/Utilities, or an- t other County or State department not run by the City. , I I I .......................................... 0% 20% 40% 60% 80% 100% *In past six months I 18 City of Palm Beach Gardens - Resident Opinion Survey - 2006 CITY SERVICES mn=133 PALM BEACH GARDKNS Frequently called departments in the past year Growth Management All residents were later asked what City depart- ments they have called most frequently in the past year. Half of residents (50%) did not call the City at all in the past year. The Police Department (12%), Parks &Recreation (19%), and Growth Management (6%) are the top depart- ments called, according to residents. 0 % 20% 40% 60% 80% 100% ............................................................................................................ Friendliness of City staff* . ..... .......................................... 5 Residents who contacted the City within the past six months were asked to rate how courteous and pleasant the City staff are. Friendliness of City staff receives high ratings as almost 11; nine out of ten residents (85%) rate the staff a four or five on a five-point scale. 2 .......................................... 1 4% 0% 200, Effectiveness of ( . I + --+--A- I n = 1331 I 0 Yo 20% 40% 60% 80% 100% *On a scale of 1 to 5 where 5 is the most oositive answer. 40% 60% 80% 100% ty staff* .......................................... The same residents were asked to rate the effectiveness of the City staff in resolving residents’ problems. The effectiveness of City staff also receives high ratings as seven in ten residents (70%) rate the effective- ness of City staff a four or five on a five- point scale. .......................................... City of Palm Beach Gardens - Resident Opinion Survey - 2006 19 CITYCOMMUNI CATION PALM BEACH GARDENS Effectiveness of City communication * ........................................... ___ __ 22% All residents were asked to rate the City's ability to communicate impor- tant information about City govern- 4 30% ment to the residents of Palm Beach with residents also receives a satis- Gardens. The City's communication 3 31% factory rating as over eight in ten resi- dents (83%) give the City at least a three out of five on effectiveness of communication, I n = 400 ........................................... 0% 20% 40% 60% 80% 100% Preferred method of receiving information from the City Mall Television Telephone Direct ernails or e- newsletters B% m n = 400 17 ............................. Mail (49%) is the pre- ferred method of receiv- ing communication from the City, while the news- paper (18%) is the next most preferred method. Fewer than one in ten residents prefer to re- ceive information from the City via television (9O/o), telephone (9"/0) or e-mail (8%). ............................. 0% 20% 40% 60% 80% 100% Aware of phone broadcast of City Council meetings ._ Yes I 1 I I 0% 20% 40% 60% 80% 100% *Question read: "Using a 5-point scale where 5 is very effective and 1 is not at all effectlve, how would you rate the City's ability to communicate important information about City government to you and other citizens?" 20 City of Palm Beach Gardens - Resident Opinion Survey - 2006 PALM BEACH CARD6NS 10% Number of meetings attended or listened to* -_ ~ ............................ ' The most popular reason for listening to or attend- ing City Council meetings is to keep informed of City activities and poli- ' cies (60%). Fewer than one in ten residents (7%) attend City Council meetings due to civic re- sponsibility. -. -. I I .......................................... 0 One in seven residents is aware that City Council meetings are broadcast over the phone, while fewer than one in ten residents (9%) has attended or listened to a City Council meeting in the past six months. .......................................... (.n=4001 0% 20% 40% 60% 80% 100% mn=36 Reasons for listening or attending ............................ Nothing else better to do with my time To make sure local politicians are doing the right thing it is myresponsibilityto participate in local government Listen oniywhen something affects me directly 0% 20% 40% 60% 80% 100% Likelihood of watching televised City Council meetings** .................................. 7.- - Cable subscribers were asked 5 their likelihood of watching City Council meetings if they were 4 televised. Three out of ten (29%) are very likely to watch televised Council meetings, while over half of cable-sub- scribing residents (55%) are at least somewhat likely to watch City Council meetings on tele- cable-subscribing residents 3 2 1 Don,t know vision. 0 Yo 20% 40% 60% 80% 100% .................................. *In past six months **On a 5 point scale, where 5 means definitely watch and 1 means definitely will not watch. 21 City of Palm Beach Gardens - Resident Opinion Survey - 2006 PALM BEACH CITYCOMMUNI CATION GARDENS Satisfaction with cable service -- I I Yes, I am satisfied r , T-- No, I am not satisfied Don't have cable - customer satelliteldish 33% Not applicable - don't have anyform of television service 165% 0% 20% 40% 60% 80% 100% ........................ Almost nine in ten residents (88%) are cable su bscrl bers, and two in three resi- dents (65%) are sat- isfied with their cable service. ........................ High-speed internet access ...... ___ ........................ I Yes I Almost four in five residents (78%) have high-speed internet access either at home or at work. More than seven in ten residents No (73%) have internet less than six in ten (58%) have access at Not sure work. access at home, while I I' 141% ........................ : 473% At Home At Work I 100% 0% 20% 40 % 60% 80% Aware of City website 1- 1 - -1 I No 30% I I I I ....................................... Seven in ten residents (70%) are aware that the City maintains a website. ....................................... 0% 20% 40% 60% 80% 100% 22 City ofpalm Beach Gardens - Resident Opinion Survey - 2006 PALM BEACH GARDENS Visits to City website* Mean 2.22 r ......................................... Residents who are aware of the City's website were asked how many times they have visited it within the last six months. Half of residents (50%) who are aware of the website have visited it; most residents (35%) have visited the website three times or .n=280] ~ ~ I ess . I ......................................... 0% 20% 40% 60% 00% 100% Information sought ..................................... Residents were then asked what Parks 8 Recreation - 30% 21% 10% information they were seeking. General Information Property TaxlReal Estate Three in ten website visitors (30%) use the website to get information on Parks &Recreation, JobsNolunteering claim just to have been looking for general information. One in ten Visitors uses the City website for information on real estate or property taxes. ZonlnglPlannlng Sex OffenderRegistry Waste Management 3% Don't Know A few visitors mention specific information they would like to see on the website that is not cur- rently there. Their comments are shown'below: G- 0% 20% 40% 60% 80% 100% "The building of over size churches in the City. It would cause the traffic to become more horrific." * "Open land development." 9 "I would like more information concerning planning and zoning." "A lot more zoning laws that are more understandable." 8 "Floor plans." "I could use more Information on Green Market schedule and vendors and programs offered by the Parks and Recreation Department." "Coming events in the City. I would atso like to see City sponsored events better advertised by mailers, posters, etc. I went to an event that was not well attended but I think would have been better attended if advertised." "How much money they're paying the City councilmen." "More information on Yates requirements: boats, etc." "Link to PEG softball.com site." "I would like it to be more interactive, meet other residents, watch a video, connect with others with similar interests and provide online discussions." * 8 * a "More frequently updated information." - ............................................................................ *In past six months 23 City of Palm Beach Gardens - Resident Opinion Survey - 2006 GROWTH &DEVELOPMENT PALM BEACH GARDENS Transportation systems to implement* 25% 24% F- 21 % Shuttle buses to all major tourist and shopping areas, airport, etc. Bus System Trolley car system None 141 Other 12% I 0% 20% 40% 60% 80% 100% ............................................................................................................. Residents were presented with a list of transportation systems the City should focus on providing over then next five to seven years and asked to choose one. Bus systems are the most popular choice. A general bus system is supported by one in four residents (24%), as is a shuttle bus system to all major tourist and shopping areas, airports, etc. A trolly car system is supported by one in five residents (20%). One in eight residents (13%) feel the City should not focus on any transportation system over the next five to seven years. Residents were then asked how much more per year they are willing to pay in higher taxes and user fees. The table below illustrates this, displaying the average amounts residents are willing to pay for each transportation system. A light rail system garners the most financial support ($104). The most popular choice, a bus system, receives the least amount of financial support from residents ($13). ............................................................................................................ Light rail $104** Bus system $13 *Question read: “Which of the following transportation systems should Palm Beach Gardens focus on providing in the next 5 to 7 years to accommodate our growing population?” **Average annual amount of taxes or user fees residents stated they would be willing to pay for the transportation service. 24 City of Palm Beach Gardens - Resident Opinion Survey - 2006 GROWTH &DEVELOPMENT PALM BEACH GARDENS Residents' positions on growth & development directions More green space bouQht by bcal government with your tax dollars More Bb science project devebpment Scripps initiatiie to support the More affordable housing subsidized by government with your tax dollars More density of growth if it meant taller buiding in the downtown area only 1 r"l j WOppose -100% -75% -50% -25% 0% 25% 50% 75% 100% The most popular growth and development direction among residents is for the City to buy and preserve more green space, favored by 72% of residents. Only one in three residents (32%) favor more density of growth restricted to downtown high-rises only. Perhaps this is a reflection of residents' unwillingness to accept any growth, and not their objection to downtown high-rises. ............................................................................................................ Satisfaction with growth & development areas* Restaurant/ 3.98 entertainment City streetscape Res Mentlal develop menta 1 2 3 4 5 .................................. Residents were asked to rate their satisfaction with various growth and development ar- eas of the City on a five-point scale. Shopping and retail re- ceives the highest satisfac- tion score, averaging 4.06 on a five-point scale. Residents are least satisfied with com- mercial developments, which receive an average of 3.21 on a five-point scale. .................................. *Average, on a five point scale, where 5 is very satisfied and 1 is not at all satisfied. 25 City of Palm Beach Gardens - Resident Opinion Survey - 2006 DEMOGRAPHlCS PALM BEACH GARDENS Years lived in Palm Beach Gardens I Yo 424% - -. - 0 to 2 -11% 1- 1 3 to 5 6 to 10 1 11 to15 169 16 to 20 21 to 25 26 to 30 31 to35 4 yo 0% ;I 10% 20% 30% 40% 50% 1 rn n = 400 A The typical resident of Palm Beach Gardens is 50 years old and has been living in the City for 12 years. .......................*....... "..............,.....*........................"..........."............... Resident age Less than 25 25 to 34 35 to 44 45 to 54 55 to 64 65 to 74 75 or older 0% 10% 20% 30% 40% 50% 26 City of Palm Beach Gardens - Resident Opinion Survey - 2006 I DEMOGRAPHICS PALM BEACH GARD6NS Home ownership Rent 14% Owr ............................................................ ................................................ Most residents (86%) are home owners. Seven in ten residents (70%) earn between $50,000 and $249,999 annually. The estimated median income is $97,050. ............. ".......................~......*......,.~~"."~*~~."...~".......*..........*..............~.~... 2005 household income Less than $25,000 3% ir- I $25,000 to $49,999 $50,000 to $99,999 $100,000 to $249,999 1 I .. . IEstimated Median = $97,050 $250,000 or more 12%/ ril n = 400 0% 20% 40% 60% 80% 100% LI City of Palm Beach Gardens - Resident Opinion Survey - 2006 DEMOGRAPHICS PALM BEACH GARDENS Live in gated community -- s54% No 46 ............................................................................................................ Most residents of Palm Beach Gardens (54%) live in a gated community. The vast majority (94%) are full-time residents. ............................................................................................................ Full-time resident NO 6% Yes 94% 28 City of Palm Beach Gardens - Resident Opinion Survey - 2006 DEMOGRAPHICS Zip code PALM BEACH GARDENS 0% 20% 40 % 60% 80% 100% ............-......*........................ "......"..............*......................*.................. Most residents interviewed live in the 33410 or 33418 zip codes. .............L...........*....*~............~. ".......*~~.."......*.~....~.....~~-*"~*.............*.-*.*.-. Gender 0% 20% 40% 60% 80% 100% 29 City of Palm Beach Gardens - Resident Opinion Survey - 2006 PALM BEACH GARDENS Hello, this is out about their feelings regarding the City. calling on behalf of the City of Palm Beach Gardens. We’re calling citizens to find 1. May I speak to the 1 2 3 4 Youngest male over 18 in the household Oldest male in the household Youngest female over 18 in the household Oldest female in the household City Spirit 2. What is the number one concern you have about Palm Beach Gardens as a place to live? What is another key concern? Traffic Roads Road Construction Public transportation Sidewalks/Bicycle paths Airline cost/availability Parking Economy Taxes Economic Development Low wages/diversified, skilled jobs Underemployment Housing costs Affordable housing Other Cost of powerlenergy Gas Prices Healthcare Costs Availability of health Insurance Availability of Child Care TrasWGarbagelRecycling DrainageElooding Disasterrnurricane preparedness Growth and development Downtown development Environment - water/air pollution Trees, lack of green space Pollution Government Crime We appreciate your candid and open responses to our questions. We will be covering several topics in detail throughout this survey. Please try to give as accurate answers as possible to each specific question. Now let’s continue.. . 3. Would you definitely recommend living in Palm Beach Gardens? Yes ---- No - Why not? Not sure --I 30 City of Palm Beach Gardens - Resident Opinion Survey - 2006 OUESTIONNAIRE \- PALM BEACH GARDENS 4. What is the number one reason you live in Palm Beach Gardens? What’s another key reason why you live here? ---- My (my spouse’s) workhchool is here __-_ Born here - never left -- Recreation opportunities _--- Physical beauty ---- Cultural opportunities Upscale community --- Shopping, restaurants, etc. _--- Low crime __-- Family lives here Proximity to ocean ---- Friendly people Weather Other _--_ --- Level of Services 5. How would you describe your understanding of the services the City of Palm Beach Gardens provides? Use a 5-point scale where l=no degree of understanding and 5=a high degree of understanding. ----_ Level of understanding 6. Using a 5-point scale where 5 is very satisfied and 1 is not at all satisfied, how satisfied are you with the overall quality of services provided by the City of Palm Beach Gardens? ---- Satisfaction 7. Are there any services the City of Palm Beach Gardens should be providing that it currently does not? Yes - No Not sure --- 8. Which service? 9. How much more in local taxes per year would you be willing to pay to receive this additional service from the City? 10. Are there any services the City currently provides that it should stop providing? Yes - Not sure - No - 11. Which service? 12. If the City discontinued this service, how much less would you expect to pay in local taxes per year? Would you be willing to pay user based fees for services in lieu of ad valorem tax increases? ~ ~~ City of Palm Beach Gardens - Resident Opinion Survey - 2006 31 OUESTIONNAIRE PALM BEACH GARDENS 13. Using a 5-point scale where 5 is very satisfied and 1 is not at all satisfied, how satisfied are you with the performance of the City police department? --- Satisfaction with Police Department 14. Using a 5-point scale where 5 is very satisfied and 1 is not at all satisfied, how satisfied are you with the performance of the City fire department? --- Satisfaction with Fire Department 15. Using a 5-point scale where 5 is very satisfied and 1 isnot at all satisfied, how satisfied are you with the performance of the City parks and recreation? ---- Satisfaction with Parks and Recreation 16. In your opinion, are the City’s parks and recreation services and programs vital to the community? Yes __ No ---- Not sure 17. About what percentage of your property tax bill goes to the City of Palm Beach Gardens to pay for City services? ---- Don’t own property YO Don’t know ---- --- 18. Based on the taxes you pay to the City and the services you receive, would you say you receive an excellent, very good, good, fair, or poor value in return for your property tax dollars paid to the City? Excellent Good Fair Poor -- Don’t know -- --- Very good -- --- --- 19. In the past 3 years, have you taken any action to be involved with the City’s budget process? No Yes - talked to Council Yes - attended Council meetings Yes - attended budget workshops Yes - mailed, emailed Council or staff Wrote letter to newspaper -I --- --- --- Talked to other citizens 32 City of Palm Beach Gardens - Resident Opinion Survey - 2006 PALM BEACH GARDENS UESTIONNAIRE Communication 20. In the past 6 months, have you contacted the City of Palm Beach Gardens by phone or in person? Yes No -- Don’t recall -__ 21. Which service? 22. Using a 5-point scale where 5 is the most positive answer, how courteous and pleasant was the City staff you contacted? Score 23. Using this same 5-point scale, how effective was this person in resolving your problem? Score -- 24. What City departments have you called most frequently in the past year? Information Technology Parks -- City Clerk Police -- Administration __--_ --- City Attorney __--_ Construction Services Public Facilities Finance Recreation FireRescue -__ Human Resources --- Support Services Other --- Growth Management ---- 25. Using a 5-point scale where 5 is very effective and 1 is not at all effective, how would you rate the City’s ability to communicate important information about City government to you and other citizens? Score -- 26. What is your most preferred method of receiving communication from the City? Booths or presence at live events such as Mail __- Newspaper Green Market Radio Television Public notice posting on properties being discussed Direct emails or e-newsletters Posting information on the City website -- --__- Printed promotional materials such as brochures placed in City offices and local businesses throughout the city development Other --- ----- ----- Certified mailings about project Telephone ---- -- City of Palm Beach Gardens - Resident Opinion Survey - 2006 33 PALM BEACH QUESTIONNAIRE GARDENS Technology/IT 27. Do you have access to high speed internet (Le. broadband, DSL, Cable). . . At home? Yes No Don’tknow At work? Yes No Don’tknow 28. Are you aware that City Council meetings are broadcast over the phone? ----- Yes No Don’t know 29. In the past 6 months, how many City Council meetings have you attended? --__- Meetings 30. Why do you listen or attend them? Keep informed of City activities and policies It is my responsibility to participate in local government To make sure local politicians are doing the right thing Nothing else better to do with my time Listen only when something affects me directly Other 3 I a. Are you satisfied with your cable service? ---- Yes, I am satisfied No, I am not satisfied Don’t have cable - satelliteDISH customer I -- Not applicable - don’t have any form of television service 3 1 b. How likely would you be to watch the City Council meetings if they were televised? Use a 5-point scale where 5 means you will definitely watch Council meetings and 1 means you will definitely not watch Council meetings. I Likelihood of watching City Council meetings on TV ~ 32. Did you know the city has a website? ~ Don’t know Yes No I 33. How many times have you visited the Palm Beach Gardens Website in the last 6 months? ____- # of times visited 34 City of Palm Beach Gardens - Resident Opinion Survey - 2006 i ouEsTIoNN?JAIRE PALM BEACH CARDPNS 34. What information were you seeking? ---- -_--____-____---- 35. Is there any information not on the website that you would like to see? --- Growth 36. Which of the following transportation systems should Palm Beach Gardens focus on provibing in the next 5 to 7 years to accommodate our growing population? ---- Light rail (like Tri-Rail in Palm Beach, Broward, Miami-Dade) Trolley car system Bus system Shuttle buses to all major tourist and shopping areas, the airport, etc. None Other ---- ---- ---- ---- 37. To help pay for the (RESPONSE IN #37), how much more per year are you wi taxes or user fees? ling to pay in higher $- per year 38. Next, I’m going to read some growth & development directions the City of Palm Beach Gardens may take in the next 10 years. Please tell me if you favor or oppose each one after I read it. Favor Oppose ---- ---- More density of growth if it meant taller buildings in the downtown area only ---- More affordable housing subsidized by government with your tax dollars -- ---_ More green space bought by local government with your tax dollars -- ---- More Bio science project development to support the Scripps initiative 39. Using a 5-point scale where 5 is very satisfied and 1 is not at all satisfied, how satisfied are you with the following growth and development areas in the City? Residential developments Commercial developments RestauranVentertaient Streetscape throughout the City Art in Public Places -- Shoppinghetail 35 City of Palm Beach Gardens - Resident Opinion Survey - 2006 OUESTIONNAIRE PALM BEACH I GARDENS Demographic Profile 40. For how many years have you lived in Palm Beach Gardens? years 41. Which category best fits your age? (READ) 1 Younger than 25 5 55-64 2 25-34 6 65-74 3 35-44 7 75 or older 4 45-54 8 Refused 42. Do you rent or own where you live? 1 Rent 2 Own 3 Refused 43. Which category best fits your total 2005 household income from all sources? (READ) 1 Less than $25,000 2 $25,000-$49,999 , 3 $50,000-$99,999 4 $1 00,000-$249,999 5 $250,000 or more 6 Refused 9 Not Sure/ Don’t know I 44. Do you live in a gated community? ~ 45. Are you a full-time resident of Palm Beach Gardens? Yes -No I 46. What is the zip code where you live? 1 33403 6 33420 2 33408 7 Other 3 33410 8 Refused 4 33412 9 Don’tknow 5 33418 I I ‘I 36 ~ ~~ City of Palm Beach Gardens - Resident Opinion Survey - 2006 TO: Ron Ferris, City Manager DATE: June 1,2006 FROM: SUBJECT: Public Records Request Patricia Snider, City Clerk fs Attached is a synopsis of my conversation with Ms. Archer on Tuesday, May 30,2006. I thought it necessary to bring this to your attention because as the documentation reflects, it was a very lengthy and at times difficult meeting. For your information, Susan Bell and Todd Engle were also in the room and would be able to provide their interpretations if needed. Please let me know if you have any questions. 1. 2. 3. 4. 5. 6. 7. 8. 9. On Tuesday, May 30,2006 at approx. 1 1 :00 a.m. Susan Bell telephoned Ms. Archer and provided the cost for her records requests which included staff research time and copying for a total of $296.44. Ms. Archer requested a breakdown for the 4 requests, (1) $53.42, (2) $2.85, (3) $240.17, (4) $0. She said she would pick up the requests under $50.00 and wait on the more expensive one. Ms. Archer arrived at the Cashier’s office and was told the documents were with the City Clerk. She responded “I don’t have time for this” and left the building. Prior to her arrival it was determined that some information appeared to be redundant and therefore the City Clerk lowered the cost. At approx. 4:OO p.m. Ms. Archer returned to City Hall, was issued a visitor badge and escorted to Susan’s office for an explanation of the documents prepared. Ms. Archer appeared very agitated and said that she did not have time for this “Bullshit” and we should just give her what we have. Susan indicated that her records were separated out and we are prepared to review each packet with her. Ms. Archer started pulling apart the packets in a very irritated manner. She was raising her voice and made a derogatory statement “how do I know that you even got it right this time?’ (NN: She had already received documents and had several meetings with Todd Engle on the same information.) Susan asked Ms. Archer how she would feel if someone came in to her place of business with this kind of behavior and Ms. Archer’s response was “this would never happen because you would not have this crap in my ofice.” 10. During the Clerk’s explanation, Ms. Archer continued to interrupt, pointed to the stack of papers, went over started flipping through them saying “What the hell do I need these for?” “This is not what I need; this is not what I want”. she said “This is not what I wanted, I wanted the OwnerBuilder applications, do you see an owner’s name on this”. 12. The Clerk asked her to please stop raising her voice and her response was “What’s the matter with you people, don’t you know what an Owner/Builder is?” 13. The requests that she submitted never mentioned OwnerBuilder but only permit applications for Murton Roofing. 14. She stated “what the hell do I need this for?’ As the conversation ensued, Todd Engle joined the meeting and concurred with Susan and the Clerk that at no point did Ms. Archer ever ask for any OwnerBuilder applications. 15. As the review continued Ms. Archer remained combative and argumentative, insisting we were not providing her with the information she requested while making insulting remarks such as: “Don’t you people know what’s required?” “I’m a realtor, I know what’s required.” 16. After an hour of being subjected to Ms. Archer’s hostile behavior, she refixed to pay for 2 requests totaling $83.89. She said to put these to the side because her HOA would do a public records request she would get the information fiom them. she should proceed to the cashier. 1 1. She began to look through the copies of 62 permit applications per her request and 17. Susan suggested that if she only intended to pay for the 1 remaining request that Say into the microphone: I would like to call this meet Palm Beach Gardens to orde me in the pledge of allegianc I pledge allegiance.. . . . .. Will the Clerk please call thc ig of the City Council of the City of - , Would you all please rise and join b /. roll? Palm Beach Gardens Classification & Compensation Study Report Presentation HR Management Partners, Inc. HR MANAGEMENT PARTNERS, INC. 1938 WESTPOINTE CIRCLE, SUITE 350 ORLANDO. FL 32835 PHONE: 407-765-4979 I FAX: 407-532-4823 I EMAIL: SOLUTIONS@HRMP.NET I WEE: WW.HRMP.NET Introduction Scope of services: Comprehensive study for approximately 100 job classifications Provide market study results in a clear and objective summary Review and evaluate current pay administration policies / practices Recommend internally equitable and externally competitive pay plan Provide final recommendations and reporting at the close of the study 2 e Approach & Methodology Conduct initial meetings to identify key issues, concerns and objectives Review / analyze current system (philosophy, policies, practices) Regional market study - comparable benchmarks, pay ranges Internal job analysis - Equal Pay Act of 1963 - ensure internal equity Classification & Compensation System - funding costs, schedule Software - Compensation Managem pay plan administration system 3 Regional Market Study Boca Raton Jupiter PaIIIi Springs Boynton Beach Palm Beach County Royal Palm Beach Delray Beach PBC ClerK & Comptroller South Florida WMD Greenacres PBC Sheriff's Office Wellington Juno Beach I Palm Beach I West Palm Beach I Economic Research Institute Private Sector Data Published Quarterly (Ist Quarter 2006) Supports Pay Practices of 7000 Organizations (80% Fortune 500) Geographic Differential - City of West Palm Beach 4 Report Example 0 rga nization M in Mid Max Boca Raton 32528 43343 54158 Boynton Beach 32084 40106 48127 Delrav Beach 33134 41631 50128 Greenacres 30903 Juno Beach 36953 Jupiter 31411 Palm Beach County 36872 PBC ClerK & ComDtroller 46398 55924 4-i PBC Sheriff's Office Palm Beach 34667 43897 53127 Palm SDrinqs 24141 30652 37164 IRoval Palm Beach I 30445 I 37661 I 44877 I -- South Florida WMD W el I i ng ton 31110 38880 49380 West Palm Beach 34347 42934 51521 '; Min Mid Max AVERAGES 32382.92 40801.08 49446.58 MEDIAN 32306 40868.5 49754 O/O Difference versus Average -1% 2 Yo 3 Yo O/O Difference versus Median - 1 Yo 2 Yo 3% 5 Current Range vs. Proposed Range Sample r 1 I I I Min I Mid I Max I I 47323 I 59806 I 74401 I I 47348 I 59185 I 71022 I 6 Pay Administration Policies & Practices Strengths Pay for Performance - Variable Incentive Pay vs Entitlement Pay Wage Progression - Pay for Performance + ECI (CPI also applicable) Initiatives to maintain parity amongst bargaining / non-bargaining groups Point Factor Analysis - Most Objective / Defensible Method Available Hiring Practices - Aligned with Experience / Credentials of Applicants Areas For Improvement Continue Initiatives to Broaden Certification / Education Pay Program Base Performance Increase on Market Point - Equal Performance Rewards 7 Internal Equity Study Job G Job F Job E Job D Job C Job B Job A INTERNAL HIFRARCHY Training I Education Related Experience Com m u n ica t io ns Leaders hip Decision Making Com plexi ty 0 rg a n ization I m pact Occu pat ion a I Hazards Physical Effort Working Environment 8 Establish External Equity Examine correlation between internal value (points) and external value (market). Establish line of best fit using the study’s strong observations / correlations. Becomes baseline for subsequent development of the proposed pay plan. 9 Completed Objectives Recommended externally competitive pay plan (market study) Recommended internally equitable classification plan (point factor) Proposed .32% increase to payroll to bring employees up to new minimums Proposed pay administration philosophy to attract / retain valuable staff Provided recommendations and observations on various pay policies Updated Compensation Managem system for Human Resources Staff 10 CITY OF PALM BEACH GARDENS MEMORANDUM TO: Mayor and Council DATE: June 1,2006 APPROVED: Ron Ferris, City Manager FROM: 66=+J Sheryl Stewart, Assistant to City Managedlnterim HR Administrator I SUBJECT: Compensation and Classification Study Report Consistent with the Council-Manager form of government and Ordinance 15, 2004 concerning the implementation and administration of the City’s personnel system, the following is being submitted to you for your information. BacknroundlPurpose: The Human Resources Department periodically coordinates a compensation and classification study of non-bargaining unit positions utilizing an outside firm. The last study was conducted in fiscal year 2001-2002. The goal of implementing the results of that study was to establish a job classification and salary plan that would raise the pay ranges and salaries to a competitive level within the market, and provide a system or framework to maintain said plan. This goal has been met, and as part of the periodic review of the plan, the Human Resources Department has coordinated a new study. HR Management Partners, Inc. was the firm selected through the Request for Quote process via the Demandstar System, in accordance with the City’s purchasing procedures. Bargaining unit positions will continue to be surveyed prior to contract negotiations for each respective bargaining unit. The purpose of this studv was to assess the current plan for its internal fairness and equity. external competitiveness and structural comparabilitv to the plans of other organizations in the Citv’s competincr market. Resu Its: HR Management Partners, Inc. (HRMP) made observations about the City’s competitiveness in the market, and recommenLations to reposition the City to ensure our ability to continue to recruit, retain and reward talented employees for quality work. The study also reviewed the City’s classification and pay administration policies and practices for potential improvements. Attached is a CODY of HRMP’s report. The primary findings of the report are as follows: 55% of the jobs surveyed have a pay range that is competitive in the market; 36% of the jobs surveyed have a pay range that is less than competitive in the market; 9% of the jobs surveyed have a pay range that is higher than the competitive market. Overall, employees’ salaries are in-line with the current competitive market value. The City’s utilization of the Employment Cost Index (ECI) has been an appropriate practice to maintain the competitive stance of the pay plan within a highly competitive labor market. Overall, the City’s current pay policies and practices were found to be thorough, ’ .; :d complete, and in-line with progressive compensation philosophy. - Conclusion: Staff concurs with HRMP’s recommendations for the proposed improvements to the compensation and classification plan. Implementation of the proposed plan will realign the pay ranges for those positions that were found to be below and/or above market value. A summary of the adiustments proposed bv HRMP are listed on the next paqe. Thirteen (13) positions were found to be below market, and the adjustments recommended would bring the salaries of the employees in those positions up to the minimum pay grade. Four (4) positions were identified as over market value range by greater than 10% variance. Those ranges would be adjusted to reflect the accurate placement within the market. However, the employees’ actual salaries in those positions were still within the acceptable range, and therefore would not be reduced after the adjustment to the range. The total cost to implement the proposed adjustments would be $28,038, which is 0.32% over the current non-bargaining unit payroll budget. Attachments 3 HRMP Implementation Summary Department Information Systems Corn Svc/Adrnin Corn SvdRecreation Corn SvdRecreation Corn SvdRecreation Corn SvdRecreation Corn Svc/P & Z Corn Svc/P & Z Corn Svc/P & Z Corn Svc/Cons.Svc Corn SvclConsSvc Corn Svc/Cons.Svc Finance Position Network Specialist Admin Spec Ill Lead Lifeguard Lead Lifeguard Recreation Supervisor Golf Oper Coordinator Planner GIS Manager Planning Manager Building Inspector I Building Inspector I Building Inspector II Accountant Total: Amount $424.00 $453.00 $3,366.00 $3,366.00 $2,152.62 $1,283.00 $4,549 .OO $3,184.84 $2,800.00 $2,426.00 $2,426.00 $644.00 $964.00 $28,038.46 City Clerk Deputy City Clerk Recreation Coordinator Human Resources Generalist I I I I I I I I I I I I I I I I I I I Compensation & Class if icat ion Study Report City of Palm Beach Gardens May 2006 HR MANAGEMENT PARTNERS, INC. I604 FLAMINGO DRIVE, MADEIRA BEACH, FL 33708 PHONE: 727.793.4767 I FAX: 727.394.71 09 I EMAIL: SOULUTIONS@HRMP.NET City of Palm Beach Gardens Compensation & Classification Study Report I -- I I -' Q , I I Q I' 1 I I i I I I TARI F nF CnNTFNTS 1. Executive Study Summary. .. A. Study Goals & Objectives ........ B. Summary Study Recommendations. .. T. Summary Study Observations.. ... ..3 3 .. .3 4 II. Study Approach & Methodology. ... A. Market Survey ................ B. Internal Job Analysis / Evaluations. C. Establish External Equity ....... D. Pay Plan Development Philosophy. E. Additional Study Observations ... ..6 ..... .6 ..... 8 .. .10 .... .I2 .... .I4 111. Conclusion.. ... Attachments Market Study Report Proposed Pay Plan Elements . . -16 Tab 1 Tab 2 0 HR Management Partners, Inc., 5/2006 2 I I I I I I I 1 I I I I i I 1 1 I City of Palm Beach Gardens Compensation & Classification Study Report This Executive Summary narrative provides an overview of the City of Palm Beach Garden's Compensation & Classification Study objectives and recommendations regarding implementation options. The remaining body of this report details approach, methodology, issues, and implementation reports. I I I Review the current job classification plan to analyze its strengths and limitations. Conduct a salary survey of appropriate cities within the State of Florida to assess the external competitiveness of the City's current salary plan based on a market study. Assess the external competitiveness of the City's Merit Program and COLNECI annual adjustments. I Prepare the comparative study for one hundred twelve (1 12) non-bargaining positions. Make recommendations to develop and implement a job classification and salary plan. Analyze the Job Tasks for each position surveyed for the best match and assess internal equity considerations. Consolidate the survey results in a clear, objective summary detailing cities surveyed and position titles surveyed. Provide recommendations on the results of the comprehensive salary study and make recommendations no later than Wednesday, May 31,2006. HRMP recommends the City implement the proposed classification and compensation system that is internally equitable, externally competitive and structurally comparable to the plans of other agencies in the City's competing market. The proposed plan includes pay grades 35 through 63, structured in increasing 5% increments in ascending the plan. The proposed plan is a modified inverted pyramid, with range percentage spreads ranging from approximately 49% on the lower end of the plan to 56% on the upper end of the structure. Upgrades are also proposed in the attached documents. The proposed implementation schedule includes costs to bring employee salaries up to the proposed range minimums if any salaries are currently lower than the proposed range minimums. The cost for this implementation was found to be relatively low at $28,038 (.32% over current payroll budget). 0 HR Management Partners, Inc., 5/2006 3 I I I I j ,:- I’ I It City of Palm Beach Gardens Compensation & Classification Study Report At this point it is important to note that, while HRMP is recommending changes to the City’s compensation structure and philosophy, the changes are intended to be improvements. Overall HRMP identified progressive philosophy, policy and pay practices already in place. . Current Wage Progression Practices The City currently administers a performance management system for pay progression. This is an important incentive for employees and makes a strong statement for moving away from entitlement programs. Entitlement systems are strongly entrenched in public sector agencies, but are highly atypical in the private sector. The private sector perpetually strives for increased efficiencies and revenues. Performance incentives encourage employees in the private sector to yield the desired results. The City is also a business, with opportunities at all levels to continually improve public service. The City utilizes the Employment Cost Index (ECI) to maintain the pay plan’s competitive stance. This is also an appropriate practice. The combination of the ECI in conjunction with the performance increase budget has assisted the City with maintaining pace and competitiveness in a tightly clustered and highly competitive labor market. The ECI ending first quarter 2006 as reported by the Bureau of Labor Statistics was 3.6. The Consumer Price Index (CPI) is another reliable indicator used in the market to maintain the competitiveness of pay plans in the region. The CPI for Urban Wage Earners & Clerical Workers was also 3.6% for the month of March, thereby indicating the comparability and appropriate use of these economic indicators as the basis for maintaining the competitive stance of the pay plan. The City has also structured pay progression potential for non-bargaining employees to maintain parity with collective bargaining actions. Not all agencies in the competing labor market administer plans that include both collective bargaining and non-bargaining groups. For those that do, however, it is imperative they ensure initiatives put forth on behalf of non-bargaining groups demonstrate comparability to approved bargaining contracts. This ensures the agency maintains internal equity with respect to all employee groups regardless of bargaining status and preserves overall employee morale. . Market Study Results For the benchmark survey jobs, HRMP found approximately 55% of the jobs to be competitive to the overall market place. Approximately 36% of the jobs were found to be below appropriate competitive parameters, with the remaining 9% of the jobs compensated at higher than the overall market averages. These findings indicate that I) the City’s historical pay plan administration actions have kept the majority of the pay plan ranges highly competitive to the market; and 2) the City’s choice to conduct this study at this time will affect a timely correction to the pay ranges competitive stance for the 36% of jobs found to be compensated under market. (Both corrections and improvements for jobs above or below market may be referenced in Tab 1 - Market Study Results.) 0 HR Management Partners, Inc., 512006 4 I I I I I I c City of Palm Beach Gardens Compensation & Classification Study Report . Point Factor Job Analysis Another strength and progressive compensation philosophy utilized by the City is point factor analysis, a quantitative as opposed to qualitative job analysis system. Point factor analysis is recognized as the most objective and legally defensible job evaluation methodology available today. The system utilized by the City is structured to comply with the Equal Pay Act (EPA) of 1963. The EPA states that, in conducting job analysis, a minimum of 4 criteria must be considered in order to comply with the act’s provisions. These criteria include: 1) The effort required in accomplishing the work, 2) The skills necessary to succeed in the work, 3) The level of responsibility associated with the work; and 4) The working conditions to which an employee is exposed when performing the work. The City has utilized the point factor analysis methodology since 2001 and intends to continue utilizing the system in maintaining the pay plan’s internal equity. . TopOutPay The City also administers top out in accordance with progressive pay philosophy. Market ranges are established for jobs throughout the entire. pay hierarchy. The ranges consist of minimums and maximums, which are indicators of the wage rates the market will reasonably bear for any given job. Due to longevity, there will be instances when longer- term employee base salaries will reach the established pay range maximums. In such instances, HRMP recommends that such employees continue to receive the same rewards as other in range employees. The rewards, however, should be provided in a lump sum form and not attached to base pay. This practice should continue to occur until such time that the employee’s base wage rate falls back within range. The City currently adheres to this compensation principle and philosophy. . Hiring Practices A final observation regarding progressive pay policies and practices of the City is in regard to hiring practices. Generally in the public sector, new. hires are brought in at pay range minimum or slightly higher if the incumbent possesses significantly more than the minimum education and experience requirements. The City, however, recognizes the challenges of recruiting in a tightly clustered labor market that includes both public and private sector contenders. The City allows for hiring rates to more closely align with a given candidates credentials and experience, a practice that will become increasingly more important as the labor pool continues to shrink over the next several years. 0 HR Management Partners, Inc., 5/2006 5 ~~ I I I I I I I I I I I I I I 1 Boca Raton Boynton Beach Delray Beach Greenacres Juno Beach I I 1 Jupiter Palm Springs Palm Beach County PBC ClerK & Comptroller PBC Sheriff's Office Wellington Royal Palm Beach South Florida WMD Palm Beach West Palm Beach Compensatlm City of Palm Beach Gardens Classification Study Report APPROAGH a, METHODOLOGY The City of Palm Beach Gardens engaged the services of HR Management Partners (HRMP) to conduct a comprehensive Compensation & Classification Study. HRMP understands the City's goal is to ensure equitable and competitive compensation necessary to hire, reward and retain a highly skilled and qualified workforce. The previous Executive Summary highlights key recommendations regarding study results. Detailed project approach, methodology and observations are outlined in the remaining body of this report. Market Survey.. . In developing an effective total compensation structure, the overriding goal is to establish a system that is internally equitable and externally competitive. External competitiveness must be achieved through the analysis of current competing labor market data. The plan should be evaluated for vertical and horizontal consistency according to these criteria to ensure equal pay for equal work and for comparable work in accordance with the Equal Pay Act of 1963. Upon agreement to proceed with the project, HRMP met with City administration and key staff to discuss study goals and objectives, outline intended strategies, and ascertain concerns and issues regarding the review and analysis of the pay and classification system. HRMP gathered current job descriptions, organizational charts, pay policies and procedures, pay rates and salary schedules, pay administration data, management concerns and related rewards data to facilitate various aspects of the study. In collaboration, HRMP and City staff established appropriate sources from which to solicit comparison data via a competing labor market survey, including private sector data to compare the City's labor market stance within the immediate region. HRMP conducted a first quarter 2006 market survey for the City. The market study was conducted by means of an automated Internet online survey of those entities with which the City competes for skilled and qualified staff. The purpose of the automated utility was to minimize error rate, expedite compilation of survey results, and encourage greater target participation via a convenient and time-efficient response mechanism. The following agencies participated in the City's market study: 0 HR Management Partners, Inc., 5/2006 6 I ‘I I AVERAGES] 32382.92 MEDIAN1 32306 I I I 40801.08 49446.58 40868.5 49754 City of Palm Beach Gardens Compensation & Classification Study Report O/O Difference versus Average O/O Difference versus Median For the benchmark job classifications, HRMP published work descriptions using job criteria solicited from the current job descriptions for the work and HRMP’s industry knowledge of the minimum qualifications required for the respective job classes. Current pay gradehange data were provided to HRMP by Human Resources staff. The benchmark jobs with attendant pay range data were imported into the online utility and posted for participation at www.survevs.us. -1% 2% 3 % -1% 2% 3% HRMP allowed for approximately 5 weeks for posting of the survey to allow for sufficient response. At the close of 5 weeks, HRMP extracted all raw data from the survey and initiated the market analysis. The attached market survey report outlines the benchmark jobs used in the study. For each job, pay range data were solicited from the survey participants because this is the prevailing type of plan structure found in the City’s labor market. Participants were instructed to match work descriptions and minimum qualifications data provided by the survey utility. The following table illustrates how competitive stance was evaluated. Organization 32528 43343 54158 Boca Raton 0 HR Management Partners, Inc., 5/2006 7 I I I I I I City of Palm Beach Gardens Compensation & Classification Study Report Upon compilation of the survey data, HRMP analyzed the raw data for responses that were beyond expected and reasonable parameters (based on work descriptions and organizational structures). Data entries that were clearly human error were also verified for accuracy when possible or were eliminated from the data sets prior to finalizing survey results. Other data that appeared outside reasonable and expected parameters were also corrected or removed from the analysis prior to compiling survey results. Next, for each job, the City’s difference to the market averages and medians was calculated. These values, expressed as percentages, indicate the City’s current competitive stance per job in the market at either above, below or equal to the reported market values. In this example, the Code Enforcement Officer illustrates a competitive stance within the overall competing market. The Code Enforcement Officer example indicates the current pay range for the job classification is within 2% of both the market average and median in the Palm Beach County labor market. Not all job classifications will show as close a correlation to the pay ranges of the market place as the example cited in this report. There is an industry standard, however, of an acceptable variation rate of plus or minus 10% difference when conducting pay range analyses. Therefore, any jobs with pay ranges falling outside the acceptable 10% variation rate are subject to further review throughout the remainder of the study. As discussed in the Executive Summary, HRMP found approximately 55% of the jobs to be competitive to the overall market place. Approximately 36% of the jobs were found to be below appropriate competitive parameters, with the remaining 9% of the jobs compensated at higher than the overall market averages. These findings indicate that 1) the City’s historical pay plan administration actions have kept the majority of the pay plan highly competitive to the market; and 2) the City’s choice to conduct this study at this time will affect a timely correction to the market competitive stance for the 36% of jobs found to be compensated under market. Economic Research Institute Private sector data were also compiled for the market study from the Economic Research Institute (ERI). ERI is an organization that conducts capital and human resource research for both the private and public sector. Founded in 1987, the Institute provides more than 7000 organizations across the nation with quarterly updated market research data affecting more than 100,000 organizations’ pay practices, The Institute’s classification format is the enhanced Dictionary of Occupational Titles (eDOTTM). HRMP applied the Institute’s current geographic differential salary data for the City using the City of West Palm Beach as the geographic base, and incorporated these private sector data in the attached reports where applicable. Internal Job Analysis / Evaluations.. . External competitiveness was determined through analysis of market data obtained from other organizations that compete in the same labor market. Additionally, to ensure internal equity, each classification was evaluated by measuring effort, skill, responsibility, and working conditions in accordance with the Equal Pay Act (EPA) of 1963. To ,achieve internal equity, it was necessary to use a valid and reliable job evaluation system to determine the relative worth 0 HR Management Partners, Inc., 512006 8 I I I i I I City of Palm Beach Gardens Compensation & Classification Study Report ~~~ ~ ~~ ~ of each classification. Equal pay for equal work and equal pay for comparable work was established in the proposed classification and compensation plan through application of the job evaluation methodology referred to as point factor job analysis. Position Description Questionnaire (PDQ) During initial project meetings, HRMP provided a Position Description Questionnaire (PDQ) to the City for distribution to all employees included in the scope of study. The PDQ was provided in both electronic and hard copy format. The PDQ was distributed at the outset of the study, and collected from the employees during the market survey phase. HRMP used the employee PDQ’s to conduct job analysis and Fair Labor Standards Act (FLSA) review. The PDQ served as a comprehensive data-gathering instrument that was utilized as the basis for several study objectives. Both employees and their supervisors completed and reviewed the content, and indicated their concurrence with the information contained therein. This approach satisfied documentation requirements for the City by showing concurrence between the two job experts, which is the job incumbent in conjunction with the job’s immediate supervisor. Human Resources then organized the PDQ’s and submitted them to HRMP for the internal job analysis. Internal Equity As previously discussed in the Executive Summary, the City currently espouses the use of point factor analysis for job evaluation. Point factor job analysis is a quantitative job evaluation methodology, and is recognized as one of the most objective, legally defensible, and statistically accurate methods available. This is a quantitative method that utilizes defined factors with associated degree levels within each factor to arrive at a total point value for each job independent of all other jobs. Each job is evaluated based on the same universal criteria. The degree levels within each factor have definitions that correspond to a point value for that degree level. Upon evaluating all factors for each of the jobs, the compensation analyst arrives at a total point score for each job. Upon completing evaluations for all jobs, an internal point value hierarchy is created for all jobs. This hierarchy establishes the agency’s internal equity. The following factors were established as the universal job factors applied to the City’s internal job analysis and equity study: Training & Education Related Experience Communications Leadership Occupational Hazards 0 HR Management Partners, Inc., 512006 Decision Making Complexity Organizational lm pact Physical Effort Norking Environment 9 I I I I I I I I I I I I I I I I! I I I t City of Palm Beach Gardens Compensation & Classification Study Report Figure 1 illustrates the concept of an internally equitable job hierarchy, achieved through point factor analysis and arriving at total point scores for sample jobs A through G: INTERNAL HIERARCHY Job G I Job F Job E Job D Job C 1 JobB There are important reasons why point factor analysis is the preferred method to market pricing in today’s public sector domain. Until the 197O’s, few questioned the efficacy of using market pricing to determine pay rates. It was in the 1970’s, however, that the use of market pricing began to shift in the public sector as a result of three landmark cases. Nurses working at the City of Denver, Librarians working at the University of California and Clerical Workers working at the University of North Iowa all filed and won suit against their employers under the Equal Pay Act of 1963 - an amendment to the Fair Labor Standards Act of 1938 under the Civil Rights Act. In all 3 cases, the contention was that utilizing market data as the only source for determining pay rates was not equitable. It was their contention that biases existed in the market. In these 3 cases, it was shown that gender bias existed in the market and those biases were reflected in the pay administration systems of the defendants. Because the Equal Pay Act calls for the evaluation of all jobs based on skill, effort, responsibility and working conditions, these noteworthy cases forever changed the way jobs are “priced” in the public sector. HRMP designed the point factor evaluation system that was applied to the City’s jobs to comply with these provisions as set forth in the Equal Pay Act. Fair Labor Standards Act (FLSA) Analvsis The Fair Labor Standards Act (FLSA), a federal law enacted in 1938, sets minim rm we, overtime pay, equal pay, record keepin’g and child labor standards for workers who are covered by the act. In regards to overtime, the act provides for certain exemptions. These include, but are not limited to 3 major exemptions, which apply to executive, administrative and professional employees, otherwise known as the “white-collar” or “EAP” exemptions. 0 HR Management Partners, Inc., 512006 10 I I I I I I I I 1 I I I 1 I I I i m II City of Palm Beach Gardens Compensation & Classification Study Report FLSA exemptions are based on the specific job duties of the positions involved. In determining FLSA exemptions, the process of job analysis is essential. HRMP conducted an exemption test for each job using the Department of Labor’s Wage and Hour Division’s most recently released August 23, 2004 final rules and regulations. The FLSA exemption status recommendations are attached to this report.** ** Please note that HRMP staff members do not practice law. Therefore, any questionable determinations should be referred to an employment attorney. Establish External Equity.. . Once the internal hierarchy was established through the point factor method, HRMP established external equity by integrating the City’s market study results into the study utilizing linear regression. Linear regression is the tool through which the Compensation Managem software establishes a baseline for the proposed pay plan and, thereby, a means to establish fair market values for all jobs of the organization. In summary, linear regression is an examination of the correlation between 2 known variables. These known variables (in the case of point factor analysis and pay plan development) are external market values and internal point values. This tool utilizes the “least squares” calculation method to fit a mathematical line of best fit through a defined set of observations. The process results in a “line of best fit”, which becomes the baseline for the proposed plan. Figure 2 illustrates how linear regression examines the correlation between the jobs’ internal total point values (x-axis) and the jobs’ external market values (y-axis). Figure 2: 0 HR Management Partners, Inc., 512006 11 I I I I I I I I 1 I I I I 1 I i I 1 I Y City of Palm Beach Gardens Compensation & Classification Study Report Pay Plan Development Philosophy.. . The goal of the study is to ensure the City administers internally equitable pay from an externally competitive compensation structure. Internal equity is established utilizing point factor analysis. External competitiveness is established utilizing appropriate market data from the local and regional competing labor market. This combination approach effectively addresses two (2) common issues associated with pay plan development and administration: . 1) Point factor analysis ensures unique jobs are assigned to the plan in an objective, quantifiable, and defensible manner (internally equitable). 2) Market study ensures the plan’s foundation is directly linked to wages offered in the market within Which the City competes for labor (externally competitive). Those jobs showing a strong correlation to the market were utilized as benchmark jobs and were the basis for establishing the pay ranges of the plan. Not all jobs were used as benchmarks for purposes of pay plan development. This is because each organization has unique jobs or jobs that vary considerably from the market majority. Overall, however, those jobs found to be most consistent and reliable from one organization to the next were utilized to ensure the plan’s externally competitive market position. As expected, there were instances where market responses are reported substantially lower or higher than the current pay ranges of the City. The value of the point factor method is best illustrated in such instances. The point factor method identifies the City’s unique administration and hierarchy in such areas by recognizing the level of responsibility and the role each job classification plays in the City’s overall mission. For this reason, the point factor method in combination with market study is the preferred approach and the most objective method for pay plan development. I’ Modified Inverted Pyramid I< ’ “ The software system is equipped to accommodate varying pay plan designs. The proposed design for the City’s plan is the Modified Inverted Pyramid. This plan type effectively competes in the City’s labor market and accomplishes several important objectives for the City for future pay administration purposes. The following narrative provides an historical overview of the evolution of the Modified Inverted Pyramid design. I In terms of pay plan design philosophy, there was an increasing trend during the mid- to late 1980’s to structure organizational pay plans in a manner that resembled an inverted pyramid (Le., higher pay grades in the plan structure have wider range widths). Prior to that time, the traditional “rectangle” (whereby all pay grades were structured with equal percentage widths) was the most prevalent design type in the market. The shift began to occur because those organizations with rectangle (also known as parallel) plans began to recognize they were unable to reconcile their internal structure philosophy and pay ranges with what they knew to be reliable market indicators for the various.jobs in their overall plan hierarchies. , 0 HR Management Partners, Inc., 5/2006 12 I I I I I I I I I I I I I I I I I I I City of Palm Beach Gardens Compensation & Classification Study Report On the lower end of the pay scale, long-term incumbents were found to be compensated beyond acceptable market parameters for the work. This was due to excessive percentage widths of an incumbent’s assigned pay range in conjunction with the same incumbent’s length of time in the position. It was recognized that, even though an incumbent could be a long-term employee, the organizational value of the work performed by the incumbent was not necessarily sufficient to justify compensation at levels that were considerably beyond fair market indicators. Conversely, on the upper end, employers recognized that retention of highly skilled incumbents was essential for long-term growth and stability. Wider pay range widths at the higher levels in the overall hierarchy made sense. Thus evolved the inverted pyramid, which appeared to address and accommodate retention of key positions and highly skilled and qualified staff. The inverted pyramid philosophy did indeed correct market and expenditure issues at the lower levels. At higher levels, however, the inverted pyramid created new problems. It was true that range widths were more widely structured at the upper levels. The length of time, however, for highly skilled and qualified incumbents to move to midpoints (fair market values) had become excessive due to the wider minimum to midpoint percentage widths. In essence, in ascending the hierarchy, percentage spreads from minimums to midpoints had significantly increased. While the inverted pyramid structure was appropriate in terms of hierarchy, traditional midpoint philosophy was in need of modification. As a result, compensation philosophy further evolved to the Modified Inverted Pyramid. Organizations recognized the value of establishing “control points” within the pay ranges to represent market values as opposed to actual midpoint values. Control points function as that point of range progression whereby an incumbent is fully proficient and should, therefore, be compensated according to the job’s fair market value. Regarding accepted industry practice, it should take no longer for any position, regardless of placement in the hierarchy, to require more than a 5 to 7 year time span to become fully proficient in the essential job functions. Thus, a successful performer should penetrate the pay range in a manner that ensures reaching this market goal within that time frame. The “modification” is the strategic placement of market control points per pay range to accommodate all pay grades. In the City’s proposed plan, control points are set at approximately 22% range penetration. This accommodates the learning/proficiency curve of a 5 to 7 year spread for all jobs - regardless of placement in the hierarchy. In structuring the plan according to this philosophy, all positions in the organization have potential for achieving the control point and, therefore, market goals within expected parameters. Allocate Emplovees to the Plan In addition to the proposed pay plan, upgrades are also proposed in the attached report documents. The proposed implementation schedule includes costs to bring employee salaries up to the newly proposed range minimums if any salaries are found to be currently lower than the proposed range minimums. The cost for this implementation was found to be relatively low at $28,038 (.32% over current payroll budget). 0 HR Management Partners, Inc., 5/2006 13 City of Palm Beach Gardens Compensation & Classification Study Report 1 I I I I I I I I I I Additional Study Observations.. . Proiected Trends As discussed in the Executive Summary, the City currently allows for hiring rates to more closely align with a given candidates education and credentials. This is consistent with compensation policies that recognized the increasingly tight labor market from with to recruit qualified and skilled staff. For example, the City recognizes that an Accountant who has several years of experience should not be offered a salary 20% below the market value of the job. Rather, since the candidate would be able to “hit the deck running”, s/he should be .offered a salary closer to market value. Conversely, a candidate that recently graduated from college and only has limited experience should be offered the minimum salary because this individual only has the “minimum qualifications” and will require several years to become fully proficient in the work. These types of policies are emerging because the country is experiencing a dramatic demographic shift that is (and will continue to be) affecting competition in the labor market. According to the Bureau of Labor Statistics it is anticipated that, despite the fact that the economy has slowed, the tight labor market and low unemployment will remain for several years to come. The Bureau has estimated that by the year 2010, the labor pool will be short several million skilled workers. In essence, as the “Baby Boomer” generation (76 million population) continues to retire, they are being replaced with the “Generation X population, which is approximately 113 the size of the Boomer generation. Therefore, in difficult recruitment situations, HRMP recommends the City continue to establish hire rates to more closely correspond with a given candidate’s experience and credentials. Certification / Licensure I Education Pay For Public Safety, the City currently has a specialty pay system. For attracting and retaining the highest caliber staff in an ever-tightening labor market, the City is currently exploring extending specialty pay incentives to other job groups. Increasingly employers intent on retaining a high caliber workforce are “home-growing’’ their talent. Educational incentives and incentive pay for professional licenses/certifications are common practices in both the public and private sector and HRMP encourages the City to continue in this endeavor. If such programs are to be considered, HRMP recommends the managers of the various departments, divisions, and units review the job classifications and job families for which they are responsible. The managers are in the best position to identify those job credentials that would enhance the desired efficiencies and/or professional standards of their respective units. HRMP provides a few areas for exercising caution. First, the additional credentialing should reflect a value-add to the organization. Certification pay should not be offered for needs the City does not have. Second, if multiple certifications are to be considered for individual incumbents, the City should ensure the multiple certifications are not redundant. Third, in certain job families such as Building Codes Inspection, multiple certifications are highly valuable and necessary in a 0 HR Management Partners, Inc., 5/2006 14 City of Palm Beach Gardens Compensation & Classification Study Report number of instances. A significant number of certifications, however, are available in this field. Therefore a maximum on the number andlor type of eligible pay certifications may need to be established. Finally, if the City pays for employees to acquire certifications, policy should be instituted to prorate those costs and charge back the employee in the event they separate from the City within two years of acquiring the City-paid credentialing. Private Sector vs. Public Sector Total Compensation Often during the course of a study of this nature, employees voice concern over pay rates offered in the private sector as opposed to pay rates offered by their public sector employer. This is understandable as a number of public sector jobs can readily transition to private sector. It is important to recognize, however, that “like” total compensation comparisons must be drawn in order to apply any specific weight to the base pay wages offered by various organizations in the private sector. For example base compensation potential may be significantly higher in such fields as sales and marketing. However, the same positions that have as much as 35% or more base pay earnings potential may not be provided an agency administered retirement program. Furthermore, a number of other benefit offerings may not exist or may be severely limited in the private sector depending on the size and stability of the organization. Therefore, base pay rates should not be the only consideration when comparing the public and private sector. HRMP recognizes, however, that in an increasingly tight labor market there will be supply and demand issues for critical staff with specific knowledge, skills and abilities. Where concerns arise, HRMP recommends a review of turnover statistics specific to the job class(es) in question to determine if other alternatives should be considered. Such review should include both the short- and long-term history of the job classification(s). If it is found that recruitment and turnover are not an issue, HRMP recommends the pay range for the job class(es) remain unchanged. Maintenance of the Approved Svstem HRMP is providing and installing a licensed version of the Compensation Manager pay plan development and pay administration system so that the City maintains on-site an historical record of the classification and compensation study. Regarding administering the plan moving forward, the following reinforces the methods and strategies already used by the City: . Basis for Structure and Employee Wage Improvement Adjustments - The ECI and CPI are two reliable indicators commonly used as the basis for structure adjustments. . Market Review - The same survey market is periodically reviewed for any increases to their respective pay structures and employee wages. HRMP typically recommends the organization use the overall average increase that has occurred in the region as the basis for adjustment (which is usually linked to the ECI or CPI). . Bargaining Initiatives - HRMP recommends the City strive to ensure initiatives approved for bargaining groups are comparable to the market and that any approved actions also be mirrored in initiatives for non-bargaining employees to maintain internal equity. 0 HR Management Partners, Inc., 512006 15 City of Palm Beach Gardens Compensation & Classification Study Report I I I 1 1 I I I I I The scope of this study included reviewing the compensation and classification systems for the City of Palm Beach Gardens. This study found the current pay administration practices and policies of the City to be progressive and already espoused by HRMP in the following areas: . Current Wage Progression Practices 1 ) The City currently administers a performance management program; 2) The City utilizes the Employment Cost Index (ECI), a reliable economic indicator to maintain the pay plan’s competitive stance; and 3) The structures pay progression potential for non-bargaining employees to maintain parity with collective bargaining actions. . Point Factor Job Analysis - The City utilizes point factor analysis, a quantitative job analysis system that complies with the Equal Pay Act of 1963 and is recognized as the most objective and legally defensible job evaluation methodologies available today. . Top Out Pay - Market ranges are established for jobs throughout the entire pay hierarchy. The ranges consist of minimums and maximums, which are indicators of the wage rates the market will reasonably bear for any given job. Topped out employees receive the same rewards as in range employees, only the reward is provided in a lump sum form. Hiring Practices - The City recognizes the challenges of recruiting in a tightly clustered labor market and allows for hiring rates to more closely align with a given candidates credentials and experience, a practice that will become increasingly more important as the labor pool continues to shrink over the next several years. This report provides direction and recommendations for the City to implement the proposed classification and compensation system that is internally equitable, externally competitive and structurally comparable to the pay plans of other organizations in the City’s competing labor market. The proposed plan includes pay grades 35 through 63, structured in increasing 5% increments in ascending the plan hierarchy. The proposed plan type is a modified inverted pyramid, with pay range percentages spreads ranging from approximately 49% on the lower end of the plan hierarchy to 56% on the upper end of the structure. Upgrades are also proposed in the attached report documents. The proposed implementation schedule includes costs to bring employee salaries up to the newly proposed range minimums if any salaries are. found to be currently lower than the minimums. The cost for this implementation is relatively low at $28,038 (.32% over current payroll budget). 0 HR Management Partners, Inc., 5/2006 16 I I I i I I I I I i I I I I I I I I I City of Palm Beach Gardens Compensation & Classification Study Report The foregoing is provided to ensure an understanding of the compensation philosophy of HRMP’s approach and methodology to the City’s compensation study. In considering concepts of internal equity and external competitiveness, along with industry trends and increasing labor market competition, HRMP understands the City’s goal is to ensure the City’s systems are competitively structured for the appropriate market. The City has demonstrated diligence in seeking to ensure the competitiveness and fairness of the compensation programs provided to employees. The purpose of this report is to inform the City of current market conditions in a tightly clustered labor market, report the trends that are occurring in this market, and make recommendations to competitively position the City to attract, retain and reward the highest quality staff. HRMP appreciates this opportunity to serve the City. 0 HR Management Partners, Inc., 512006 17 I I I I I - m 0 v) ii I I 5 P P 3 fn I I u) E 3 (3 N I I 4!? 4 3 d B G P x) $ r P N c m C - o? 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I Proposed Alphabetical Job Order Listing 5/27/2006 I Scenario: A - Main Job Code Title FLSA Pay Plan Pay Grade Minimum ControllMid Maximum I 505127 ACCOUNTANT N I 45 39,600.00 48,200.00 60,800.00 48 45,800.00 55,900.00 70,900.00 I I 600551 ADMINISTRATIVE SPECIALIST 111 N I 41 32,500.00 39,700.00 49,200.00 101004 ASST TO CITY MANAGER E I 60 82,200.00 100,300.00 128,400.00 II I 9091 80 BUDGET TECHNICIAN N I 41 32,500.00 39.700.00 49,200.00 707230 BUILDING INSPECTOR II N I 47 43,600.00 53,200.00 67,000.00 202509 CITIZENS SERVICES SPECIALIST E I 44 37,700.00 45,900.00 57,900.00 707741 CITY FORESTER N I 47 43,600.00 53,200.00 67,000.00 I I 606132 COMMUNITY EDUC SPECIALIST N I 46 41,500.00 50,700.00 63,800.00 404734 COORDINATOR, RECREATION E I 46 41,500.00 50,700.00 63,800.00 I 9091 40 CRIME ANALYST & RECORDS SUPVR E I 46 41,500.00 50,700.00 63,800.00 505100 DEPUTY FINANCE ADMINISTRATOR E I 57 71.000.00 86,600.00 110.900.00 I I I 707755 FORESTRY TECHNICIAN N I 41 32,500.00 39.700.00 49,200.00 II Palm Beach Gardens I Proposed Alphabetical Job Order Listing Scenario: A - Main 512712006 I Job Code Title FLSA Pay Plan Pay Grade Minimum ControllMid Maximum 404207 GOLF OPERATIONS COORDINATOR E I 46 41,500.00 50,700.00 63.800.00 808001 HUMAN RESOURCES ADMINISTRATOR E I 59 78,300.00 95,500.00 122,300.00 I 707250 PERMITS TECHNJCIAN N I 39 29,500.00 36,000.00 44,600.00 1 2021 10 PUBLIC INFO & RECORDING COORD E I 44 37,700.00 45.900.00 57,900.00 I 1 909135 QUARTERMASTER 41,700.00 51. I 404770 RECREATN YOUTH ENRICH INSTRCTR N I 40 31,000.00 37,000.00 46,900.00 Palm Beach Gardens 2 Proposed Alphabetical Job Order Listing 512712006 Scenario: A - Main Job Code Title FLSA Pay Plan Pay Grade Minimum ControllMid Maximum 606130 SPECIAL PROJECTS COORDINATOR E I 47 43,600.00 53,200.00 67,000.00 404505 SUPERINTENDENT, FLEET 50 50,500.00 61,600.00 78,200.00 I I I 404508 SUPERVISOR, FLEET E I 48 45,800.00 55,900.00 70,900.00 k F $ N I 909370 YOUTH RESOURCES ASSISTANT N I 38 28,100 00 34,300 00 41,800 00 I I I I I I Palm Beach Gardens I I I I I I I Proposed Pay Grade Order Job Listing 512712006 Scenario: A - Main Job Code Title FLSA Pay Plan Pay Grade Minimum ControllMId Maximum 400001 RECREATION ASSISTANT I N I 35 24,300.00 29,600.00 36,100.00 400013 RECREATION ASSISTANT II N I 36 25.500.00 31.100.00 37.900.00 600563 EMS INSURANCE TECHNICIAN N I 40 31,000.00 37,800.00 46,900.00 707525 OCCUPATIONAL LICENSE SPECIALIST N I 40 31 .OOO.OO 37.800.00 46.900.00 600551 ADMINISTRATIVE SPECIALIST 111 N I 41 32.500.00 39.700.00 A9 200 00 I --.--- -- I I 404754 SUPERVISOR, RECREATION E I 42 34,200.00 41,700.00 51,700.00 404127 PURCHASING AGENT E I 44 37.700.00 45.900.00 57.900.00 'I I 909147 TELECOMMUNICATIONS TECHNICIAN N I 44 37.700.00 45.900.00 57.900.00 700555 ADMINISTRATIVE ASSISTANT N I 45 3960000 4820000 6080000 606132 COMMUNITY EDUC SPECIALIST N I 46 41,500.00 50,700.00 63,800.00 909140 CRIME ANALYST & RECORDS SUPVR E I 46 41,500.00 50,700.00 63.800.00 404207 GOLF OPERATIONS COORDINATOR E I 46 41.500.00 50.700.00 63.800.00 303149 SOFTWARE SYSTEMS SPECIALIST N I 46 41,500.00 50,700.00 63,800.00 707230 BUILDING INSPECTOR II N I 47 43.600.00 53,200.00 67,000.00 Palm Beach Gardens 1 Proposed Pay Grade Order Job Listing 512712006 I I I I Scenario: A - Main Job Code Title FLSA Pay Plan Pay Grade Minimum ControllMid Maximum 707510 CODE ENFORCEMENT SUPERVISOR E I 47 43,600.00 53,200.00 67,000.00 303150 NETWORK SPECIALIST N I 47 43.600.00 53.200.00 67.000.00 909175 ADMIN AIDE TO CHIEF OF POLICE E I 48 45,800.00 55,900.00 70,900.00 I I I I 505125 SENIOR ACCOUNTANT E I 49 48,100.00 58,600.00 74,500.00 404722 MANAGER, AQUATIC COMPLEX E I 50 50,500.00 61,600.00 78,200.00 I 909128 SENIOR NETWORK SPECIALIST N I 50 50,500.00 61,600.00 78,200.00 404505 SUPERINTENDENT, FLEET E I 50 50,500.00 61,600.00 78,200.00 I 404710 SUPERINTENDENT, REC. PROGRAMS E I 50 50,500.00 61,600.00 78,200.00 I 101 050 EXEC ASST TO CITY MANAGER E I 51 53.000.00 64.700.00 82.100.00 707220 DEPUTY BUILDING OFFICIAL E I 52 55,700.00 67,900.00 86,900.00 I I 9091 49 POLICE TELECOMMUNICATIONS MANAGER E I 53 58,500.00 71,300.00 91,200.00 303127 SOFTWARE SYSTEMS MANAGER E I 53 58.500.00 71,300.00 91,200.00 606110 DIVISION CHIEF E I 55 64,400.00 78,600.00 100,600.00 I I 404700 DIRECTOR. RECREATION DIVISION E I 56 67.700.00 82,500.00 105,600.00 I 505100 DEPUTY FINANCE ADMINISTRATOR E I 57 71,000.00 86,600.00 11 0,900.00 707100 DEVELOPMENT DIRECTOR E I 57 71.000.00 86,600.00 110,900.00 I Palm Beach Gardens 2 Proposed Pay Grade Order Job Listing 5/27/2006 Scenario: A - Main I I I I I I I I I I Job Code Title FLSA Pay Plan Pay Grade Minimum ControllMid Maximum 202001 CITY CLERK E I 58 74,600.00 91,000.00 116,400.00 909100 POLICE MAJOR E I 58 74.600.00 91 .OOO.OO 116.400.00 303001 INFO SYSTEMS ADMINISTRATOR E I 59 78,300.00 95,500.00 122,300.00 505001 FINANCE ADMINISTRATOR E I 60 82.200.00 100.300.00 128.400.00 .. ~ ~ &@if 5% %, ~~ @!@ &I_+ 2d:400?$ 707001 GROWTH MGMT ADMINISTRATOR E I 60 82.200 00 100,300 00 128.400.00 404001 COMMUNITY SERVICES ADMINISTRATOR E I 61 86,400.00 105,300.00 134,800.00 Palm Beach Gardens 3 'I I I CITY OF PALM BEACH GARDENS PALM BEACH COUNTY, FLORIDA PROCLAMATION WHEREAS, Chatsworth skilled nursing and rehabilitation center employs a caring staff of licensed nurse supervisors, therapists, and certified nursing assistants who provide daily supervision and professional care to those in need of personal attention and rehabilitation; and WHEREAS, each resident's plan of care is carefully monitored from various staff perspectives such as nutrition, post-op care, pain management, physical, occupational, and speech therapy, with each discipline exchanging information with one another for the most thorough treatment and care; and WHEREAS, Chatsworth has been singled out in various newspaper articles for its innovative approach to long term assisted living, particularly in the area of dementia, utilizing the new science of therapeutic environmental design for its care of people suffering from memory impairment and Alzheimer's; and WHEREAS, Chatsworth is designed and staffed to diminish anxiety, lessen confusion and disorientation in their patients; and WHEREAS, Chatsworth has led the way in installing specially designed computers to enable its senior residents to keep in touch with friends and family, access emails and the latest stock quotes; and WHEREAS, the Governor's Gold Seal, which is awarded every two years and was first implemented in 2002, recognizes those nursing homes that exhibit excellence in health care management and quality of life for their residents; and WHEREAS, to date just 16 of Florida's more than 651 licensed skilled nursing centers have been deemed worthy of the rigorous Gold Seal qualifications; and WHEREAS, Chatsworth has now become one of two Palm Beach County communities to be so recognized for its skilled nursing excellence,· and NOW, THEREFORE, L Joseph R. Russo, by virtue of the authority vested in me as Mayor of the City of Palm Beach Gardens, Florida, do hereby recognize and congratulate Chatsworth at PGA National for receiving the prestigious Attest: GOVERNOR'S SEAL AWARD IN WITNESS WHEREOF, I have hereunto set my hand and caused the Seal of the City of Palm Beach Gardens, Florida, to be a xed this 1'1 day of June in the year Tw CITY OF PALM BEACH GARDENS PALM BEACH COUNTY, FLORIDA PROCLAMATION WHEREAS, Good Neighbor Day is a goodwill event held on the first Wednesday of September; and WHEREAS, the purpose of Good Neighbor Day is to make our communities a better place to live; and WHEREAS, as our communities become better places to live, they will become better places to do business; and WHEREAS, Good Neighbor Day's appeal is simple -it is a means of promoting a return to neighborliness in our communities; and WHBRBAS, participating florists throughout Palm Beach County and the United States will be giving away thousands of flowers in one dozen bunches to customers, asking in return only that they keep one and give away the other eleven in a gesture of friendship and goodwill; and WHEREAS, through this act of kindness, new friendships will be formed and a message of love and caring will be shared. NOW, THEREFORE, 1, Joseph R. Russo, by virtue of the autlwrity vested in me as Mayor of the City of Palm Beach Gardens, Florida, do hereby proclaim September 6, 2006 GOOD NEIGHBOR DAY in the City of Palm Beach Gardens and urge all interested citizens and businesses to recognize this worthwhile event. Attest: IN WITNBSS WHBREOF, I have hereunto set my hand and caused the Seal of the City of Palm Beach Gardens, Florida, to be affixed on this 17th day of August in t Year of our Lord, 1\uo Thous