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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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.
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Date Prepared: March 2,2005
Ordinance 11. 2005
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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
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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.
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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
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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
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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
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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
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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%
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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
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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
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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
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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
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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
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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.
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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
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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
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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
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1 Boca Raton
Boynton Beach
Delray Beach
Greenacres
Juno Beach I
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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:
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AVERAGES] 32382.92
MEDIAN1 32306
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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
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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
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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
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Complexity
Organizational lm pact
Physical Effort
Norking Environment
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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.
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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:
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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
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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
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Compensation & Classification Study Report
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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
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Compensation & Classification Study Report
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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
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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
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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
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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
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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
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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
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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
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Palm Beach Gardens
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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
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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
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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
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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
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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
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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
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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
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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