FY2018 Adopted Budget by City of Coral Springs

AN N UAL BU D G E T FISCAL YEAR 2018

ADOPTED

Fiscal Year 2018

Annual Budget City of Coral Springs, Florida To be the premier community in which to live, work, and raise a family.

Mayor Walter â&#x20AC;&#x153;Skipâ&#x20AC;? Campbell

Vice Mayor Dan Daley

Commissioner Larry Vignola

City Manager Michael Goodrum

Commissioner Lou Cimaglia

Commissioner Joy Carter

City Attorney John Hearn

Budget Development Team Michael Goodrum, City Manager Susan Grant, Deputy City Manager Anthony Pustizzi, Interim Deputy City Manager Catherine Givens, Director of Budget and Strategy Laurie Bishara, Senior Financial Analyst Vannelys Rivera, Senior Financial Analyst Chelsea Stahl, Senior Financial Analyst Sherri Toops, Senior Financial Analyst Kristin Holowicki, Grant Coordinator Allison Boettcher, Budget Analyst Grace Checo, Principal Office Assistant

Cover design by Christine Parkinson Jahrsdoerfer

Adopted September 27, 2017

Distinguished Budget Presentation Award

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to City of Coral Springs, Florida for its annual budget for the fiscal year beginning October 1, 2016. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

Fiscal Year 2018 Annual Budget

Table of Contents Introduction............................................................................................................................................................................................ 8 City Managerâ&#x20AC;&#x2122;s Letter..................................................................................................................................................................... 8 Strategic Priorities....................................................................................................................................................................... 11 Core Values.................................................................................................................................................................................. 12 City of Coral Springs Organization Chart...................................................................................................................................... 13 History of Coral Springs................................................................................................................................................................ 14 Budget and Strategy Division....................................................................................................................................................... 16 Budget Overview ................................................................................................................................................................................. 18 Budget Process Overview............................................................................................................................................................. 18 Budget Highlights........................................................................................................................................................................ 23 Fund Structure Overview............................................................................................................................................................. 28 Fund Budget Overviews............................................................................................................................................................... 33 General Fund Budget Summary.......................................................................................................................................... 33 General Fund Description.................................................................................................................................................. 36 Fire Fund Budget Summary................................................................................................................................................ 42 Fire Fund Description.......................................................................................................................................................... 43 Water and Sewer Fund Budget Summary........................................................................................................................... 46 Water and Sewer Fund Description..................................................................................................................................... 47 Health Fund Budget Summary........................................................................................................................................... 49 Health Fund Description..................................................................................................................................................... 50 General Insurance Fund Budget Summary........................................................................................................................ 51 General Insurance Fund Description.................................................................................................................................. 52 Coral Springs Charter School Fund Budget Summary........................................................................................................ 53 Coral Springs Charter School Fund Description.................................................................................................................. 53 Public Art Fund Budget Summary...................................................................................................................................... 54 Public Art Fund Description................................................................................................................................................ 54 Equipment Services Fund Budget Summary....................................................................................................................... 55 Equipment Services Fund Description................................................................................................................................. 56 Pension Fund Budget Summary......................................................................................................................................... 58 Pension Fund Description................................................................................................................................................... 58 Solid Waste Fund Budget Summary.................................................................................................................................... 60 Solid Waste Fund Description............................................................................................................................................. 60 Debt Service Fund Budget Summary.................................................................................................................................. 61 Debt Service Fund Description............................................................................................................................................ 62 Debt Service Schedule - GO Bonds...................................................................................................................................... 63 Debt Service Schedule - Non-Voted Debt............................................................................................................................ 64 Capital Improvement Program..................................................................................................................................................... 66 Impact of CIP on the Operating Budget.............................................................................................................................. 70 Capital Improvement Summary by Fund............................................................................................................................ 74 CIP Budget by Funding Source- All Funds........................................................................................................................... 75 Major Capital Projects by Department................................................................................................................................ 76 Major Capital Projects by Location...................................................................................................................................... 77 General Fund CIP Summary by Funding Source.................................................................................................................. 78 Revenue Trends............................................................................................................................................................................ 79 General Fund Five-Year Forecast.................................................................................................................................................. 81

City of Coral Springs, Florida

Table of Contents (continued) Business Plan........................................................................................................................................................................................ 83 Market Environment.................................................................................................................................................................... 85 Service and Operations Strategy.................................................................................................................................................. 96 A Family-Friendly Community..................................................................................................................................................... 97 A Thriving Business Community................................................................................................................................................. 102 An Active, Healthy Community.................................................................................................................................................. 108 An Attractive Community.......................................................................................................................................................... 112 Financial Strategy...................................................................................................................................................................... 124 Measuring Results..................................................................................................................................................................... 130 Customer Requirements Analysis............................................................................................................................................... 148 Process Improvement Teams...................................................................................................................................................... 162 Awards and Special Recognitions............................................................................................................................................... 163 Department Budgets.......................................................................................................................................................................... 165 Budget Process Map.................................................................................................................................................................. 166 Department Budgets Overview................................................................................................................................................. 168 Sample Department Budgets Page............................................................................................................................................ 169 Department Budgets................................................................................................................................................................. 170 City Attorney.................................................................................................................................................................... 170 City Commission............................................................................................................................................................... 172 City Managerâ&#x20AC;&#x2122;s Office........................................................................................................................................................ 173 Development Services...................................................................................................................................................... 177 Financial Services............................................................................................................................................................. 183 Fire/EMS........................................................................................................................................................................... 186 Human Resources............................................................................................................................................................. 190 Information Technology.................................................................................................................................................... 194 Parks and Recreation........................................................................................................................................................ 197 Police................................................................................................................................................................................ 203 Public Works..................................................................................................................................................................... 207 Summary of Fleet Purchases 2018............................................................................................................................................. 212

Fiscal Year 2018 Annual Budget

Tables and Illustrations Introduction............................................................................................................................................................................................ 8 Budget Overview ................................................................................................................................................................................. 18 FY 2018 Budget Calendar............................................................................................................................................................. 22 Coral Springs operating millage rate ........................................................................................................................................... 23 Operating millage rate comparison with other municipalities..................................................................................................... 23 Voter-approved debt service millage rate.................................................................................................................................... 23 Tax Rate Fiscal Year 2018.............................................................................................................................................................. 23 Net full-time position changes per fiscal year.............................................................................................................................. 24 Full-time additions for Fiscal Year 2018....................................................................................................................................... 24 Annual net operating budget and capital.................................................................................................................................... 27 Fund structure overview.............................................................................................................................................................. 28 Major Funds................................................................................................................................................................................. 28 Summary of net budgeted revenues — Fiscal Year 2018............................................................................................................ 30 Summary of net budgeted expenditures —Fiscal Year 2018....................................................................................................... 31 Where the money comes from by source (all funds).................................................................................................................... 32 Where the money goes by category (General Fund only)............................................................................................................. 32 Where the money goes by type of program (all funds)................................................................................................................ 32 Millage rates, combined, historical.............................................................................................................................................. 36 General Fund total revenues—$124,829,900*........................................................................................................................... 36 Franchise fees.............................................................................................................................................................................. 37 Utility service taxes...................................................................................................................................................................... 37 General Fund total expenditures—$124,829,900....................................................................................................................... 39 General Fund revenue and expenditure summary ....................................................................................................................... 40 General Fund non-departmental operating expenses................................................................................................................. 41 Fire Assessment rate schedule ..................................................................................................................................................... 43 Fire Fund total revenues—$21,988,143...................................................................................................................................... 43 Fire Assessment rate comparison Fiscal Year 2018....................................................................................................................... 44 Fire Fund total expenditures—$20,489,199*............................................................................................................................. 44 Fire Fund revenue and expense summary.................................................................................................................................... 45 Water bill for average single-family residence............................................................................................................................. 47 Water and Sewer Fund Total Revenues ........................................................................................................................................ 47 Water and Sewer Fund revenue and expense summary............................................................................................................... 48 Water and Sewer Fund total expenditures .................................................................................................................................. 48 Health Fund revenue and expense summary............................................................................................................................... 50 General Insurance Fund revenue and expense summary............................................................................................................. 52 Equipment Service Fund revenue and expense summary............................................................................................................ 56 Ten-year fleet replacement cost................................................................................................................................................... 57 Solid Waste Assessment............................................................................................................................................................... 60 Allocation of Non-Voted Debt Service for Fiscal Year 2018........................................................................................................... 62 Debt Service Schedule - GO Bonds............................................................................................................................................... 63 Debt Service Schedule - Non-Voted Debt..................................................................................................................................... 64 Capital expenditure Fiscal Year 2018............................................................................................................................................ 66 Capital expenditure Fiscal Years 2018-2023................................................................................................................................. 66 Computer Replacement Program contributions and expenses .................................................................................................... 68 Fleet Replacement Program contributions and expenses............................................................................................................. 68 CIP funding sources- Fiscal Year 2018........................................................................................................................................... 69

City of Coral Springs, Florida

Tables and Illustrations (continued) CIP Operating Capital- Fiscal Year 2018........................................................................................................................................ 71 CIP impact on the operating budget FY 2018............................................................................................................................... 72 FY2018 Capital projects financed via grants................................................................................................................................. 73 Capital Improvement Summary by Fund..................................................................................................................................... 74 CIP Budget by Funding Source- All Funds.................................................................................................................................... 75 Major Capital Projects by Department......................................................................................................................................... 76 Major Capital Projects by Location............................................................................................................................................... 77 General Fund Revenues............................................................................................................................................................... 79 General Fund Five-Year Forecast .................................................................................................................................................. 81 Business Plan........................................................................................................................................................................................ 83 Total Taxable Assessed Values...................................................................................................................................................... 86 Demographic charts.................................................................................................................................................................... 93 Population age............................................................................................................................................................................ 93 Population trends........................................................................................................................................................................ 93 Growing Hispanic Population....................................................................................................................................................... 94 Place of birth............................................................................................................................................................................... 94 Language spoken at home........................................................................................................................................................... 94 Income......................................................................................................................................................................................... 95 Population below poverty level................................................................................................................................................... 95 City of Coral Springsâ&#x20AC;&#x2122; Business Model........................................................................................................................................... 96 2016-2018 Short-Range Transportation Improvement Plan...................................................................................................... 106 Long-Range Transportation Improvement Plan......................................................................................................................... 107

Fiscal Year 2018 Annual Budget

Tables and Illustrations (continued) Summary of Fiscal Year 2018 Initiatives..................................................................................................................................... 122 Assessed Value Totals as billed* ................................................................................................................................................ 125 Five-Year Forecast: General Fund ............................................................................................................................................... 127 Water and Sewer Fund forecasted debt service ......................................................................................................................... 128 Fire Assessment rate comparison Fiscal Year 2018..................................................................................................................... 128 Residential Solid Waste Assessment Rate.................................................................................................................................. 129 Summary of Fiscal Year 2016 KIO Results................................................................................................................................... 131 Department Performance Measurements.................................................................................................................................. 132 Summary of Fiscal Year 2016 Initiative Updates......................................................................................................................... 139 Survey respondents by general location.................................................................................................................................... 148 Reasons Businesses Decide to Locate Here................................................................................................................................. 154 Overall Business Atmosphere Rating.......................................................................................................................................... 154 Best Ways for the City to Communicate with Businesses ........................................................................................................... 155 Ratings of City Property Taxes Compared to Other Communities ............................................................................................... 155 Ratings of City Property Taxes.................................................................................................................................................... 156 SWOC Rankings ......................................................................................................................................................................... 157 Ranking of first choices by all respondents................................................................................................................................ 158 Department Budgets.......................................................................................................................................................................... 165 Budget Process Map.................................................................................................................................................................. 166

City of Coral Springs, Florida

City Manager’s Letter

To:

The Honorable Mayor and City Commissioners

From:

Michael Goodrum, City Manager

Subject:

Transmittal of the Fiscal Year 2017 - 2018 Adopted Budget

Date:

September 30, 2017

Copy:

John J. Hearn, City Attorney

Debra Dore Thomas, City Clerk

Coral Springs is a city with a defined mission, commitment to excellence and employees who deliver a high level of service to the community with a great sense of pride. I am pleased to present to you the City of Coral Springs Adopted Budget for Fiscal Year 2018; beginning October 1, 2017 and ending September 30, 2018. The budget document represents the policy direction set by the City Commission through the Strategic Planning process, which took place April 2017. It also represents the preparation and collaboration among the operating departments concerning the best ways to provide the level of services to the community. The business plan is intended to give a comprehensive view of the City’s new initiatives, market environment, environmental scan, and our customer requirements analysis from our community. The FY 2018 Business Plan contains numerous tangible initiatives the City will undertake to move it closer to its vision of being the premier community in which to live, work, and raise a family. Strategic Plan for the Future We continue to utilize the vision of the following five Strategic Priorities as the foundation of our financial planning. These priorities • Family-Friendly Community; • Thriving Business Community; • An Active, Healthy Community; • An Attractive Community; and • An Innovative, High-Performing Organization; have been affirmed in surveys, employee commitment, and in committee meetings as well. Strategic priorities form the basis for how we develop goals for the future and deploy resources necessary to pursue and achieve those goals. Building Our Future Our vision of building our future is near, as our Municipal Complex, the most visible expression of constructing the downtown for tomorrow, will be completed in the fall. The following ribbon cutting ceremonies have taken place around the City: rebuild Fire Stations 43 and 95; renovate and expand of the Crime Scene Investigations building; reconstruct the 50- meter pool at the Aquatics Complex; build a permanent structure for Safety Town and Humane Unit Facility. Our residents are pleased by the visible improvements around town, such as a new entrance to the Aquatic Complex and continuing Our Downtown Pathway project creating a walking path between the Downtown area and the Center for the Arts.

Fiscal Year 2018 Annual Budget

Through the City Commission’s partnership with the Community Redevelopment Agency, the Chamber of Commerce and other stakeholders our driving force devotes our attention and resources to supporting and attracting businesses to our community. The City is working diligently to attract new businesses, diversify the tax base, and increase property values of our community. We welcome Orchard Supply Hardware, 4 Rivers Smokehouse, Mainland China, Nothing Bundt Cakes, Lucky’s Market, and look forward to Cleveland Clinic expanding in Coral Springs with a $70-million investment, Broward Health Coral Springs, the Village Green development with Starbucks and Holy Cross Urgent Care. With a healthy housing market, new residential development underway, and an energized commercial sector developing growing and further diversifying the economic base will provide a more solid foundation to withstand future economic downturns. Investing in Our Future The City has experienced an increase in total taxable assessed value of 7.39% this year; however, we have not regained to the levels from 2008 when Coral Springs reached its taxable value peak. Our City is at a crossroad to invest in the community and adapt to changing needs for future growth. The budget we are submitting with an increased millage rate from $4.7982 to $5.8732 will allow the City to invest resources into the community today and addresses preparing for the City’s financial future. • Key factors influencing this budget • Enhancing staffing levels in Public Safety. • Improving median maintenance and condition of streets and street lighting. • Replacing walking/biking paths. • Addressing aging infrastructure. • Refreshing our parks and maintenance plans. • Funding a plan for deferred capital. • Continuing our commitment to attracting and retaining a well-qualified, highly regarded workforce. Additional points from the FY 2018 budget to highlight include: • Dedicating resources to fund additional reserves after Hurricane Matthew and Hurricane Irma. • The Debt Service millage rate will slightly decrease from $0.2948 to $0.2753. • The Water rates will increase 3.5% per the 2013 Water and Wastewater Study, which equates to approximately $2.24 per month for the average single-family homeowner. • The residential Solid Waste Assessment will increase by $8.25, from $239.75 to $248.00. • The Single-Family Fire Assessment will increase by $25, from $155 to $180. • The Multi-Family and Industrial Fire Assessment will remain constant. • The Commercial Fire Assessment will decrease by $0.03, from $23.03 to $23.00 per sq ft. Coral Springs continues to maintain a AAA bond rating from Standard and Poor’s and Fitch which signals to the market the City of Coral Springs is a low-risk investment, thus, lower interest rates on any borrowing and lower payments on general obligation bonds. The City also received another unqualified opinion from external auditors.

City of Coral Springs, Florida

Excellent Customer Ratings Customer satisfaction is a cornerstone of our Business Model. The City of Coral Springs continues to set the standard with regard to the overall quality of City services and customer satisfaction. Our most recent residential survey conducted in the Spring of 2017, found 93% of the residents surveyed were satisfied with the service provided by City employees and 94% of the businesses surveyed in the 2016 business survey rated the City’s customer services as “very good” or “good”. Acknowledgements The development of this year’s Adopted Budget has taken a great deal of time, energy, dedication, and hard work. I would like to express my sincere appreciation for the collaboration between the City, the commission, our residents and businesses. Thank you to our employees who make all of these accomplishments possible. We are deeply grateful for their dedication, commitment and ability to deliver quality services to our community. Respectfully Submitted,

Michael Goodrum City Manager

Fiscal Year 2018 Annual Budget

Strategic Priorities A Family-Friendly Community Augment the quality of life that defines the hometown feel of our community by assuring public safety and good schools, promoting arts and culture, capitalizing on the strength in our diversity, and embracing our inclusive, welcoming nature.

A Thriving Business Community Continue to provide fiscal benefit and economic stability to the City by encouraging and supporting economic development and redevelopment as well as expansion and retention of existing businesses.

An Attractive Community Take proactive measures to preserve and enhance the communityâ&#x20AC;&#x2122;s appearance and maintain of its vital infrastructure. Lead by example in the stewardship and conservation of natural resources.

An Innovative, High Performing Organization The City is committed to ethical governance, adherence to its Core Values, transparency, innovation, collaboration, and exceeding customer expectations by delivering high-quality programs and services that meet the needs of an increasingly diverse community.

City of Coral Springs, Florida

Core Values Customer Focus • Demonstrate a passion for customer service. • Care about employees, so they will be more likely to care about customers. • Measure organizational and employee successes based on customer satisfaction. • Solicit and listen intently to customer requirements and expectations. • Maximize the positive impact of customers’ first impression and “moments of truth.” • Collect customer feedback continuously and use it to improve quality.

• Solicit and listen intently to employees’ requirements and expectations. • Recognize and reward quality and customer service initiatives. • Recognize change as a given, not government as usual.

Continuous Improvement • Commit “every day, in every way, to getting better and better.” • Plan for quality.

• Achieve customer satisfaction by assessing the specific needs and expectations of each individual customer.

• Make quality a never-ending effort.

Empowered Employees

• Let customer feedback drive quality improvements.

• Empower the people closest to the customer, working individually or in teams, to continuously improve the organization’s quality and services.

• Focus on process improvements to increase quality.

• Commit the entire organization to achieving total customer satisfaction. • Empower employees to make decisions based on their experience, skill, training and capability, rather than their position. • Share decision-making and allow employees to take authority and responsibility for the organization’s mission. • Encourage use of individual judgment; do what needs to be done. • Empower employees to contribute to customer satisfaction regardless of organizational level.

Leadership • Establish an inspiring vision that creates a government that works better and costs less. • Create an atmosphere of innovation, risk-taking and tolerance for mistakes.

• Have customers define quality.

• Create a culture in which the right things are done the first time and every time.

Sustainability • Work toward efficient and cost-effective solutions to protect and conserve natural resources, maintain economic viability, and ensure a healthy and safe quality of life for current and future generations. • Commit to increasing green awareness in the community and reducing our own carbon footprint. • Balance environmental, economic, and social factors in decision making. • Promote and role-model practices that improve our environment by reducing energy usage, water consumption, and waste stream. • Promote practices that improve our environment while creating greater economic opportunity.

• Recognize failure as the price paid for improvement.

• Promote the concepts of “green” development, sustainable business practices, and renewable energy in our community.

• Lead by example, by involvement and demonstrate commitment to quality, service and customers—“walk the talk.”

• Contribute to economic development through the support and promotion of a market for environmentally friendly and energy-efficient products.

• Create a system of guidelines, not rules.

• Consider the impact of your actions on the environment and aesthetics of the City.

• Remove “red tape” to achieve the organization’s mission.

• Practice a “can do” attitude.

Fiscal Year 2018 Annual Budget

City of Coral Springs Organization Chart Citizens/ Customers

Citizens Advisory Committees and Boards

City Commission City Attorney

Internal Auditor

John J. Hearn jhearn@coralsprings.org

City Manager

Michael Goodrum mgoodrum@coralsprings.org

Deputy City Manager

Interim Deputy City Manager

Susan Grant sgrant@coralsprings.org

*City Clerkâ&#x20AC;&#x2122;s Office

City Clerk Debra Thomas dthomas@coralsprings.org

Information Technology

Director of Information Technology Robert Curnow rcurnow@coralsprings.org

Human Resources

Director of Human Resources Dale Pazdra dpazdra@coralsprings.org

*Communications and Marketing Director of Comm. and Marketing Liz Kolodney lkolodney@coralsprings.org

Anthony Pustizzi

apustizzi@coralsprings.org

Fire/EMS

Fire Chief Frank Babinec fbabinec@coralsprings.org

Police

Interim Chief of Police Shawn Backer sbacker@coralsprings.org

*Budget and Strategy

Development Services

Director of Development Services Susan Hess Krisman skrisman@coralsprings.org

Public Works

Director of Public Works Rich Michaud rmichaud@coralsprings.org

Parks and Recreation

Director of Budget and Strategy Catherine Givens cgivens@coralsprings.org

Director of Parks and Recreation Rick Engle rengle@coralsprings.org

Financial Services

*Economic Development

Director of Financial Services Melissa Heller mheller@coralsprings.org

*Community Redevelopment Agency

Chief Economic Dev Officer Ana Barbosa abarbosa@coralsprings.org

Charter Offices *Divisions of the City Managerâ&#x20AC;&#x2122;s Office

City of Coral Springs, Florida

History of Coral Springs Originally known as “the City in the Country,” Coral Springs is a premier South Florida community, known for its abundant parks, quality schools, numerous athletic programs, and attractive neighborhoods. Prior to its incorporation as a city in July 1963, the area that was to become Coral Springs was part of a huge tract of land acquired by Henry “Bud” Lyons between 1911 and 1939 that totaled over 20,000 acres of marshy wilderness in western Broward County. He cleared and drained the land to grow beans. Lyons died in 1952, leaving his vast land holdings to his family, who converted the land for ranching, bringing in 5,000 head of cattle. After a series of hurricanes flooded much of the southern portions of the state in 1947, Florida created the Central and Southern Florida Flood Control District (now the South Florida Water Management District) that built a network of canals and levees throughout South Florida. The canals helped to further drain the land that would become Coral Springs. After World War II there was a real estate boom in South Florida. Coral Ridge Properties, a land development firm, was started by James Hunt, Joseph Taravella, and Stephen Calder to develop communities in Broward County. By the late 1950s, they were running out of land to develop in the Fort Lauderdale area and were seeking opportunities further west. Land in the northwest corner of Broward County, now owned by Lena Lyons, perfectly suited Hunt’s vision for a master-planned community. On December 14, 1961, Coral Ridge Properties purchased 3,860 acres for $1 million. They moved three wooden shacks onto the land, along with five Coral Ridge Properties employees, which made the land eligible to incorporate as a city under Florida law. The City of Coral Springs was chartered on July 10, 1963. Additional land purchases from the Lyons family brought the total land in the City up to 5,000 acres. By 1964, a master plan was developed that projected a population of more than 50,000 residents living in small neighborhoods throughout the community. On July 22, 1964, the first land sale was held, selling 536 building lots for $1.6 million. Looking to give the new town a country flair, Hunt ordered the construction of the Covered Bridge that same year. It is now a Florida Heritage site. Employees from Coral Ridge Properties staffed the City administration, with Werner Buntemeyer holding the position of city manager from 1964 to 1974. In 1965, Coral Ridge Properties acquired an additional 5,000 acres from Lena Lyons, increasing the City to 16 square miles. From the very beginning, Coral Ridge Properties enacted strict landscaping and sign laws to create a beautiful and natural looking town. In May 1965, a second land sale was held, with television celebrity Johnny Carson on hand to help draw buyers. Johnny himself bought almost 55 acres of land. This time 1,100 lots were sold. Then the first residents began moving in, including Wilfred Neale II and Robert Fuller in The Hills in early 1965. Both became early city commissioners. Also in 1965, the City’s first employee was hired, Police Chief Richard Vedilago, who was assisted by a German Shepherd named “Sergeant Satan.” According to Stuart McIver, in 1966 Westinghouse Electric Corporation acquired Coral Ridge Properties so it could use the new City as an “urban laboratory to evaluate new products, such as a home utility center, home sewage disposal systems, an infrared heating system, full electric kitchens, and central air-conditioning and heating systems.” By 1967, the City had several hundred residents and held its first election. Lewie Mullins was elected mayor and Robert Fuller vicemayor. The remaining commissioners were Wilfred Neale, Peter Giordano, and Richard Hunt. The census of 1970 set Coral Springs’ population at 1,489, although the City Manager believed the actual number was closer to 3,750. In January 1970, the Broward County School Board voted to build the City’s first elementary school. Westinghouse opened its “Electra Center” designed to showcase state-of-the-art home systems. Some of these modern conveniences were built into model homes in the Electra Lab to allow visitors to experience motion-detecting lights, electric kitchens, and home security systems first hand. The volunteer Fire Department was also started in 1970. Early in 1971, the last large increase in property came with the purchase of the Remsberg Ranch on the north side of the City. The City was now 13,400 acres. In 1974, O. Benjamin Geiger was elected Mayor and began the task of making Coral Springs independent. This included establishing the City’s first ad valorem property tax, which at $4.0000 mils, was a huge increase to residents’ tax bills. Phillip Kelley was hired as the new City Manager, completing the break from Coral Ridge Properties. It was during this transition that the City’s codes and ordinances were created and the charter was modified to reflect the new vision for the City. The Commission wanted a professionally run City, so they chose a strong city manager form of government. The City grew at an incredible pace. Ten new public schools, a regional mall, shopping centers, and parks sprang up around the City during the 1970s. By 1980, the population had swelled to more than 37,000 people.

Fiscal Year 2018 Annual Budget

City Hall was originally the Administration Building for the corporate headquarters of Coral Ridge Properties.

During the 1980s, growth continued to be the City’s greatest concern. By 1985, the population surpassed 50,000 and schools were overcrowded as young families poured into the neighborhoods. The realities of development - increasing traffic and crowding provided a series of challenges for the City’s Planning office. The total property value passed the $1 billion mark in 1983 and the City, drawing on a strengthening financial position and debt service ratings, began planning bond referendums for community parks, a public safety facility, fire stations, and a community center. The nation took notice as the Honda Classic golf tournament moved to Eagle Trace Country Club in 1984. After 1986 when the Sawgrass Expressway was constructed, linking the City to the major transportation centers in Broward County, more and more corporate relocations and retailers were attracted to Coral Springs. The 1990s turned out to be a critical decade for the City. Only thirty years old, the City was nonetheless facing a staggering growth rate—which created a huge demand for City services. Between 1990 and 2000, the City’s population grew from 78,864 to 117,549 and the taxable value from $2.8 billion to $4.7 billion. By 1994, it became apparent that there was a need for better recreational and cultural programming for City residents, so several existing facilities were improved and new ones opened to serve the growing population. The Coral Springs City Centre was renovated to add an art museum and renamed the Coral Springs Center for the Arts. The Aquatic Complex was expanded and improved. The Sportsplex and Tennis Center were created to provide additional recreation opportunities. At the same time, City residents passed a $7.5 million bond referendum to purchase environmentally sensitive lands (now Red Lichen and Sandy Ridge Parks) to preserve the few wetlands left within city limits. The biggest change to City operations began in 1993 when a total quality management program was implemented, to completely overhaul operations and service delivery by becoming customer-focused and quality-oriented. The central feature of the program was a new business model that would take us from “government as usual” to a high-performance municipal corporation. The strategic and business planning system we use today—allocating resources strategically through data-driven decision making—was instituted in 1995. Numerous awards and recognition followed, but that wasn’t the only positive outcome of the City’s business model. When 95% of our residential property was developed in the late 1990s, we reached “build-out,” a time when growth-related revenues dropped precipitously. We were able to make the transition smoothly, without a significant change to our current operating millage rates. Sustaining our reputation for excellence becomes more challenging as the City ages. With no space left for new development, the City must leverage its strengths to encourage vibrant redevelopment. A recommitment to improving the aesthetics of the City was launched as the build-up to the City’s 50th Anniversary in July 2013. Future focus is on sparking interest in the Downtown area with a new Municipal Complex as a centerpiece.

Sources: City of Coral Springs; 1994-95 Guide to Program and Facility Sponsorships; 1994. City of Coral Springs; Economic Development Brochure; 1988. City of Coral Springs; Statistical Guide for Economic Development; Coral Ridge Properties, Coral Springs, FL; 1989. Greater Coral Springs Chamber of Commerce; Guide to Greater Coral Springs Florida; 1994. McIver, Stuart; Coral Springs: the First Twenty-Five Years; The Donning Company, Norfolk, VA; 1988. Wangberg, Wendy and Kevin Knutson; Images of America: Coral Springs; Arcadia Publishing; 2003. Various City documents and memoranda.

City of Coral Springs, Florida

Budget and Strategy Division We are pleased to present this nationally recognized planning and budgeting document as one of the many services we provide to the City of Coral Springs. Budget and Strategy is a division of the City Manager’s Office and is responsible for managing and implementing several cross-functional processes within the City, including: Strategic Plan

Grants

Business Plan

Program Analysis

Performance Measurement System

Financial Analysis

Annual Budget

Performance Benchmarking

Capital Improvement Program

Operational Auditing

Performance Improvement Projects

Technical Assistance for Departments

Our budgeting system meets all of the best practice recommendations of the National Advisory Council on State and Local Budgeting, as well as previous recommendations by the Government Finance Officers Association (GFOA). We have had the good fortune to receive the Government Finance Officers Association Distinguished Budget Presentation Award for twenty-six consecutive years. In past years, our Annual Budget has received “Special Performance Measures Recognition” from GFOA as well as “Outstanding as a Policy Document and Operations Guide.” In addition, our performance measurement and budgeting system has been cited as a “Best Practice” by the National Partnership for Reinventing Government. The Fitch Rating Agency uses our planning system as a model for cities interested in achieving the distinction of an ‘AAA’ bond rating. Our performance measurement system was selected as a “Best Practice” by the American Quality and Productivity Center. We also received the Certificate of Excellence from the International City/ County Managers Association Center for Performance Analytics. Our strategic planning, performance measurement, and budgeting efforts also contributed to the receipt of the 2007 Malcolm Baldrige National Quality Award. We are the first state or local government to receive the Baldrige Award. In addition, we also received the Florida Governor’s Sterling Award for Organizational Performance Excellence in 1997 and again in 2003. We are the first organization to win the Governor’s Sterling Award for the second time. For more information, please visit our web site, www.coralsprings.org, to download copies of our Strategic Plan, Business Plan, Annual Budget, Capital Improvement Plan, and other related documents and presentations.

Thank You! Thanks to the City Manager’s Office, the department heads and their staff for helping us make this budget successful! We would also like to acknowledge the valuable assistance of Christine Parkinson Jahrsdoerfer for developing the cover design of this budget document.

Catherine Givens

Director of Budget and Strategy (954) 344-5920 cgivens@coralsprings.org

Laurie Bishara

Senior Financial Analyst (954) 344-5938 lbishara@coralsprings.org

Vannelys Rivera

Senior Financial Analyst (954) 344-5928 vrivera@coralsprings.org

Chelsea Stahl

Senior Financial Analyst (954) 344-5914 cstahl@coralsprings.org

Sherri Toops

Senior Financial Analyst (954) 346-1723 stoops@coralsprings.org

Kristin Holowicki Grant Coordinator (954) 344-5902

kholowicki@coralsprings.org

Allison Boettcher

Budget Analyst (954) 344-1133 aboettcher@coralsprings.org

Grace Checo

Principal Office Assistant (954) 344-1191 gcheco@coralsprings.org City of Coral Springs 9551 West Sample Road Coral Springs, FL 33065 www.coralsprings.org Fax: (954) 344-1198

Fiscal Year 2018 Annual Budget

Budget Overview Contents Budget Process Overview...................................................................................................................................................................... 18 Budget Highlights................................................................................................................................................................................. 23 Fund Structure Overview....................................................................................................................................................................... 28 Fund Budget Overviews........................................................................................................................................................................ 33 General Fund Budget Summary................................................................................................................................................... 33 General Fund Description............................................................................................................................................................ 36 Fire Fund Budget Summary......................................................................................................................................................... 42 Fire Fund Description................................................................................................................................................................... 43 Water and Sewer Fund Budget Summary.................................................................................................................................... 46 Water and Sewer Fund Description.............................................................................................................................................. 47 Health Fund Budget Summary.................................................................................................................................................... 49 Health Fund Description.............................................................................................................................................................. 50 General Insurance Fund Budget Summary.................................................................................................................................. 51 General Insurance Fund Description............................................................................................................................................ 52 Coral Springs Charter School Fund Budget Summary.................................................................................................................. 53 Coral Springs Charter School Fund Description............................................................................................................................ 53 Public Art Fund Budget Summary................................................................................................................................................ 54 Public Art Fund Description......................................................................................................................................................... 54 Equipment Services Fund Budget Summary................................................................................................................................ 55 Equipment Services Fund Description.......................................................................................................................................... 56 Pension Fund Budget Summary................................................................................................................................................... 58 Pension Fund Description............................................................................................................................................................ 58 Solid Waste Fund Budget Summary............................................................................................................................................. 60 Solid Waste Fund Description....................................................................................................................................................... 60 Debt Service Fund Budget Summary........................................................................................................................................... 61 Debt Service Fund Description..................................................................................................................................................... 62 Debt Service Schedule - GO Bonds............................................................................................................................................... 63 Debt Service Schedule - Non-Voted Debt..................................................................................................................................... 64 Capital Improvement Program.............................................................................................................................................................. 66 Impact of CIP on the Operating Budget........................................................................................................................................ 70 Capital Improvement Summary by Fund..................................................................................................................................... 74 CIP Budget by Funding Source- All Funds.................................................................................................................................... 75 Major Capital Projects by Department......................................................................................................................................... 76 Major Capital Projects by Location............................................................................................................................................... 77 General Fund CIP Summary by Funding Source............................................................................................................................ 78 Revenue Trends..................................................................................................................................................................................... 79 General Fund Five-Year Forecast............................................................................................................................................................ 81

City of Coral Springs, Florida

Budget Process Overview The Budget Environment The nation’s economy has maintained a slow but steady growth with most economists expecting a modest increase for the next two years, remaining below the 3% GDP growth rate that is considered normal. Gross Domestic Product (GDP), the total dollar value of all goods and services produced in the United States during any given time period, is one of the primary indicators used to measure the health of the nation’s economy. While calendar years 2014 and 2015 showed growth above 2%, the annualized growth in US real GDP in 2016 was 1.6% one percent. In Florida, GDP growth is expected to continue eclipsing the national average. Florida’s gross domestic product, or overall economic output, grew 3.0 percent in 2016, beating the national growth rate of 1.6 percent -- the fourth-fastest rate among all large states. It is a growing consensus among economists that Florida’s economy is in recovery mode mostly as a result of solid job growth, declining unemployment, and higher consumer confidence. The City of Coral Springs, leaning on our business model and long-range financial planning, has been able to navigate the unpredictable, up-again-down-again economic recovery. Since the 2017-2018 Strategic Plan, the City has developed a comprehensive plan to encourage our economic growth. It embraces the implementation of the Economic Development Strategic Plan and includes activities to support the redevelopment of the City’s commercial areas. Growing and diversifying the economic base will provide the foundation that will enable the City to withstand future economic downturns. In addition, the City will continue working to attract businesses and increase property values by investing in the curb appeal, safety, and educational resources of our community.

How the Budget Was Created The Strategic Plan began with the City’s mission, strategic priorities, and Key Intended Outcomes developed in year one. Reviewed and updated biennially, the plan creates a shared vision for the future of the community. Strategic Priorities In 1997, the City Commission began a process of strategic planning designed to identify the issues that must be addressed to achieve our mission and that will persist over the lifetime of the Strategic Plan. These long-range policy issues developed by the City Commission in Fiscal Year 2015, emphasize the values of our customers: • A Family-Friendly Community • A Thriving Business Community • An Active, Healthy Community

City Mission

• An Attractive Community • An Innovative, High Performing Organization For each priority, an action plan is developed for implementing policy and operating measures. Through this process, the Business Plan was developed: • Commission Priority: Identify the vital issues.

Strategic Priorities

Key Intended Outcomes

• Key Intended Outcomes (KIO): Identify desired results. • Initiatives: Allocate activities, resources, personnel, investment and time planned for the year to achieve each KIO.

Department Performance Measures

• Performance Measures: Specific and measurable data indicating the effectiveness in meeting the KIOs. • By setting quality targets (Key Intended Outcomes) we are able to determine the resources necessary to meet them. The Business Plan section includes a matrix listing the KIOs and the departments that impact each.

Fiscal Year 2018 Annual Budget

Business Plan Once the priorities and indicators are established, the operations of the City are reviewed and resources aligned to bring the strategic vision to life. Specific actions, programs, capital purchases, staffing requirements and funding levels are developed in response to the needs identified in the Strategic Plan. The Business Plan is an outgrowth of the strategic priorities, capturing the City’s vision in a quantifiable form, improving decision-making and resource allocation. Initiatives in this year’s plan focus on additional public safety staffing, economic development, as well as addressing aging infrastructure. A benefit of using a business plan is that we can establish a direct link between costs, activities, and key drivers. We use this model to monitor our performance by: • Performing variance analysis using cost drivers. • Mapping the process that links budget items to activities. • Identifying value-added and non value-added activities. In developing the annual operating budget, departments analyze both existing and potential services in light of the strategic priorities. The Business Plan identifies added and removed services, which are then quantified in the line item budget. They reflect not only the strategic priorities as set by the City Commission, but also incorporate feedback from customer surveys and policy initiatives that contribute to the long-term financial health of the City. Departments set goals to meet the needs identified by the strategic priorities. To meet these goals, programs within the departments have specific objectives that are measured through process indicators. Staff’s individual objectives and performance measures are then linked to the program objectives. Each employee knows what the end result should be and how it contributes to the Strategic Plan. In this way, the budget becomes a tool for monitoring, rather than controlling, operating performance. The performance measures table included with each department’s summary is designed to show how the program objectives support the strategic priorities. Each performance measure is explicitly related to the Key Intended Outcome it supports and the strategic priorities it addresses. Our policy deployment model follows the illustrated path. It’s significant we view the process in this fashion, so we combine top-down and bottom-up input, tightly linking targets to the strategic plan.

Budget Methodology The budget methodology for the City of Coral Springs is a performance-based budgeting system. This type of budgeting system identifies a particular level of service performance for each type of service (program) and the resources needed to operate it, as well as describes the structure of the departments and the programs into which they are divided. The department’s budget is separated into the following components: Mission Statement— identifies the specific purpose for the department and how it relates to the City’s overall mission. Core Processes and Outputs—a listing of the fundamental processes and the outputs for the department. New Initiatives—new services or the removal of existing services as they relate to the strategic plan. Objectives and Performance Measures—the objectives focus on particular program accomplishments that will be attained within the current year. All objectives are measurable by the performance indicators supplied. Each performance measure includes explicit links showing how program objectives and their indicators are directly related to KIOs and the strategic priorities they support. Organization Charts—outline of program structure within the department. Program/Expenditure Summary—the budget for the department, summarized by program, if applicable, and by major category of expenditure: • Personal Services—salaries, overtime and other pay including vacation payment incentive, holiday pay, temporary wages. • Benefits—FICA, retirement contributions, health and other benefits. • Other Expenses—supplies, repairs, utilities, services and other costs. • Operating Capital—departmental machinery and equipment under $5,000.

City of Coral Springs, Florida

Approach To The Budget Review Process Start-Up We begin by reviewing all current services in light of the Strategic Plan. Are current services sufficient or necessary? What are our customers’ needs and desires? Through resident and business surveys, SWOC (strengths, weaknesses, opportunities, Challenges) analysis, Slice of the Springs meetings, our customers’ input is a critical piece of the budget process. What new initiatives should be undertaken to meet constituent requirements or a changing market environment? Then we develop a list of recommended changes arising out of this analysis, forming the basis for the Business Plan. Beginning with each department’s mission statement, which is a driving force behind the department’s budget and should set the direction of the department, we develop a projected budget based on the previous year’s budget with any new initiatives appended, and any discontinued services removed. From there, goals and objectives are developed that relate to each other and to the department’s mission and the City’s Key Intended Outcomes as outlined in the Strategic Plan. Goals and objectives should be realistic, quantifiable, and include improvements to the efficiency and effectiveness of the department. Current goals and objectives may be used to establish a starting point for the future. In the spring, the Budget and Strategy Division distributes to departments a target budget for the coming year, which is based on projections of current year expenditures, as well as the two prior years’ actual expenditures. Included in this target budget are budgeted line items for salaries and benefits (for example, pension and health plan allocations). Also included are the current year’s goals and objectives for the department. At the same time, Capital Replacement Program, Capital Improvement Program and physical inventory worksheets are distributed for department input. Verification of all numbers and assumptions made in these categories is carried out by departmental staff. Personnel changes such as retirements, projected salary increases or changes in hours worked are submitted to the Budget and Strategy Division. Methodology Given the slow and steady economic recovery, the budget process proceeded in two steps. First, the Budget and Strategy Division asked departments to develop a budget with the expectation of no new money. Second, the City Manager’s Office asked departments to identify cost savings and/or revenue enhancements resulting from service refinements. The service refinement exercise was not necessarily about cutting service, but about finding a different way of providing that service. Investments were considered if they would lead to enhanced productivity or reduced expenditures. While indiscriminate, across-the-board cuts are easy to implement and have the pretense of equity and fairness, these cuts do not consider customer (that is, residents’ and business’) needs and expectations. The City of Coral Springs’ business model, by contrast, has customer-driven excellence as its foundation. Our customer-driven excellence philosophy enables the City to address potential challenges strategically. It involves awareness of current and emerging customer needs, expectations and trends, which, in turn, leads to increasing levels of customer trust, value, and satisfaction. Operating Expenses The target budget will also contain operating expenses based on projections of the current year’s expenditures. Actual users of the supplies and services review their practices and habits involving daily expenditures for possible efficiencies. Departments review line item account codes for descriptive accuracy to determine if they reflect the actual types of expenditures. Lastly, Departments provide justification for any changes from the target budget based on information from current year expenditures or information obtained from other sources, such as trends in next year’s contracts or service costs provided by the Purchasing Division. Capital Expenses Departments also evaluate all existing equipment, facilities, and other capital items, to determine if useful life has been exceeded, or will be exceeded, in the coming budget year. They then identify all recommended capital expenditures from this evaluation of equipment. Vehicle life expectancy information is provided by the Public Works Department- Equipment Services Division. Other capital expenses, such as office equipment, are estimated with help from the Purchasing Division.

Fiscal Year 2018 Annual Budget

Each department maintains a six-year Capital Improvement Program plan for its equipment needs and submits same to the Budget and Strategy Division for review, summarization and presentation to the City Commission for approval. Business Plan Taking into account the market environment, customer expectations and emerging issues, the changes to service structure (discontinued services, new initiatives, etc...) are outlined and cross-referenced to the Strategic Plan. Citywide financial strategies are identified to address the long-term needs of the City in relation to emerging issues that have been identified through the strategic planning process. Anticipated results are identified and linked to Key Intended Outcomes for inclusion in the City’s performance measurement system. Based on the recommended projects and services, a preliminary budget is presented at the Business Plan workshop.

Budget Format A municipal budget document should provide sufficient, meaningful and useful information to elected officials, City staff, and to the public. To that end, we have developed a budget document that serves four primary functions: • Policy document • Financial plan • Operations guide • Communication device. Together, these budget elements define what the City of Coral Springs has done, what it plans to do, and how it will accomplish its objectives. The budget is a program- and performance-based plan that links prescribed organizational goals and objectives with the financial resources necessary to achieve them. Each of the budget’s programs represent a “product” of the City. Contained within each program are objectives and achievements. The program/performance budget is integrated with line item financial information to ensure optimal budget control. This program/performance budget enables the City Commission and the public to analyze the budget by priorities based on program goals and performance objectives rather than line item costs. In addition, this format provides information so that the City Commission and the public will have a better understanding of the allocation of resources among programs and the measurable work that each department will accomplish. The annual budget includes the following sections: Introduction, Budget Overview, Business Plan, and Department Budgets.

Approving The Budget During the summer months, recommended operating and capital improvement program budget documents are prepared and presented to the City Manager and forwarded to the City Commission for review during public budget workshops. The City Commission either approves or makes changes to the recommended budget(s) and returns to staff for further study. Public hearings and final adoption of the budget occur in mid-September.

Monitoring The Budget The Budget staff is authorized to transfer funds within individual departments. Revisions that alter the total expenditures of any department within a fund must be approved by the City Manager. Actual expenditures and operating transfers out may not exceed budget appropriations at the individual fund level. Appropriations which are neither expended, encumbered, nor specifically designated to be carried over, lapse at the end of the fiscal year.

City of Coral Springs, Florida

Amending The Budget If, during the course of the fiscal year, it becomes evident that a particular fund is unable to provide the required level of services to the community due to unexpected higher costs of providing the service, the budget may be amended. The Director of Budget and Strategy submits a request to amend the budget to the City Commission. The request contains a written explanation from the director(s) of the department(s) requiring additional funds. The request also includes a proposal for financing the additional expenditures, such as appropriating from the fund balance/ retained earnings or submitting evidence of expected surplus from current year revenues.

FYalter 2018 Budget Calendar City Commission approval is required for budget amendments which the total adopted budget amount of any fund. As of September 13, 2017

FY 2018 Budget Calendar

Date

Description

Time

Location

04/04/2017

CC Strategic Planning Workshop

5:00 p.m.

Museum of Art

04/06/2017

Budget Kickoff

2:00 p.m.

West Wing Conference Room

04/07/2017

Budget Training Session I

10:00 a.m.

West Wing Conference Room

04/10/2017

Budget Training Session II

2:00 p.m.

West Wing Conference Room

04/27/2017

Budget Package due to MBO

5:00 p.m.

Budget Office

05/15-05/26 Departmental Budget Meetings

Individually scheduled

06/7/2017

CC Business Plan Preview Workshop*

11:00 a.m.

Center for the Arts Rooms A

06/28/2017

CC Business Plan Workshop I*

5:00 p.m.

Chambers

07/26/2017

CC Business Plan Workshop II* 5:15 p.m.  TRIM Notification prepared and submitted to CC  Adopt Preliminary Assessment Resolutions

Chambers

09/13/2017

First Public Budget Hearing**

5:15 p.m.

Chambers

09/19/2017

First Public Budget Hearing* (RESCHEDULED)

5:15 p.m.

Chambers

09/27/2017

Second Public Budget Hearing* 6:30 p.m. Chambers  Adopt Operating Budget and Capital Improvement Program

* All Commission meetings and workshops are open to the public ** Rescheduled due to Hurricane Irma

Abbreviations Used: CC—City Commission CMO—City Manager’s Office TRIM—Truth in Millage MBO—Management & Budget Office

CMO Conference Room

Fiscal Year 2018 Annual Budget

Budget Highlights

Tax Rate Fiscal Year 2018

Introduction

Combined City Millage Rate

$6.1485

$7.0000 $5.8732

$6.0000 $5.0000 $4.0000

$4.5697 $4.5697 $4.5697 $4.3559 $4.3939

$4.7982 $4.7982

$3.8866 $3.3651 $3.3651

$3.0000 $2.0000 $1.0000 $0.0000

FY 2017 Final Millage Rates

FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

Operating millage rate comparison with other municipalities $10 $9 $8

Coral Springs

4.1193

Plantation

5.0799

Deerfield Beach

5.3252

Sunrise

5.6736

5.8732

• Total taxable assessed value increased 7.39% in the City of Coral Springs.

2018

5.9000

6.0493

Highlights of the Fiscal Year 2018 budget include:

• Operating millage rate will be increased to $5.8732. Combined with the increase in assessed values, the City will receive approximately $12.8 million in additional property tax revenue.

$0.2753

6.0543

The adopted operating net budget for Fiscal Year 2018 for all funds totals $191,972,863. This represents an increase of $16,979,010 or 9.7% compared to the Fiscal Year 2017 net budget. The Fiscal Year 2018 budget reflects community needs as identified in the Fiscal Year 20182019 Strategic Plan and 2018 Business Plan.

Debt Service Millage

Coral Springs operating millage rate

6.7654

Budget in Brief

$5.8732

Operating Millage Rate

7.4479

The Fiscal Year 2018 Annual Budget, adopted on September 27, 2017, is a numerical reflection of the Fiscal Year 2018 Business Plan. By allocating resources in alignment with the City Commission’s five strategic priorities and departmental performance indicators, we believe this budget will successfully meet the challenges before us and set the stage for continued success in the future.

General Operating Millage

$1 $0

Hollywood Miramar

Pembroke Pompano Pines Beach*

Davie

Ft Lauderdale

Comparing Coral Springs’ Fiscal Year 2018 operating millage rate to other cities’ final Fiscal Year 2017

operating millage rates. EMS millage of 0.5000 • The voter-approved debt service * Pompano Beach includes a separate millage rate will decrease from $0.2948 to $0.2753 a decrease of $0.0195 or -6.6% due to the increase in assessed Voter-Approved Debt Service Millagerate Rate Voter-approved debt service millage values.

• The combined general operating and debt service millage rate is $6.1485 per $1,000 of assessed value, an increase of $1.0555 or 21%. • The Fire Assessment fee for singlefamily homes will increase by $25.00, from $155.00 to $180.00. Multi-family fee will remain at $195.25 per unit. Institutional properties will also see an increase in the fire assessment rate.

$1.0000 $0.8000 $0.6000 $0.4000 $0.2915

$0.2000

$0.1774

$0.1763

$0.2933

$0.2906 $0.2033

$0.2948

$0.2753

$0.2038

$0.0000 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

City of Coral Springs, Florida

Full-time additions for Fiscal Year 2018

• Water and Sewer rates will increase by 3.5%, an increase of $2.24 per month for the average residential customer.

# of positions

Position title

Dept—Division

Firefighter/Paramedic

Fire/EMS

Fire Inspector I

Fire Inspection

• General Fund debt service for franchise and capital revenue bonds, as a percentage of total budget, will equal 5.6% in Fiscal Year 2018 as compared to 6.5% last year, well within the General Fund debt service policy limitation of 12.5% of total General Fund expenditures.

Telecommunicator

Police Communications

Law Enforcement Lieutenant

Police Patrol Unit

Law Enforcement Sergeant

Police Strategic Enf Team

Law Enforcement Officer

Police Strategic Enf Team

• With a General Obligation bond indebtedness of 0.24% of total taxable assessed value, the City is well below its self-imposed debt policy limit of 5%.

Neighborhood Service Worker

Solid Waste

Principal Office Assistant

Code Compliance

Planning Technician

Neighborhood Services

Contract Administrator

Purchasing

Horticultural Contract Coord.

Public Works Administration

Custodian

Public Works - Facilities Management

Accountant

Accounting

Principal Office Assistant

Fire - Inspection

Office Assistant

Public Works Administration

Neighborhood Service Worker

Public Works - Streets

• The Residential Solid Waste Special Assessment will increase by $8.25, from $239.75 to $248.00 per single-family home.

Staffing • Total full-time positions in Fiscal Year 2018 is 825 (excludes Fire/EMS services contract staff). This represents an addition of twenty-two (22) fulltime employees, offset partially by the conversion of several part-time positions to full-time status. The table to the right shows the newly authorized positions for the upcoming budget year. • The three (3) new Firefighter/Paramedics will add one body to each of the three shifts in order to support the busier rescue units and respond to the heavy amount of medical calls. A new (1) Fire Inspector and one (1) Principal office assistant position will help with the increasing workload in terms of annual inspections, building plan reviews, fire investigations and public education programs to name a few.

Total

Full-Time Position Changes per Fiscal Year Net full-timeNetposition changes per fiscal year 50

FY 2018

FY 2017

FY 2016

FY 2015

FY 2014

FY 2013

FY 2012

FY 2011

FY 2010

FY 2009

FY 2008

FY 2007

FY 2006

FY 2005

FY 2004

FY 2003

FY 2002

FY 2001

FY 2000

FY 1999

• The City will add one (1) additional Emergency 29 30 Call-Taker in the Communications unit due to the 22 20 17 heavy call volume. This additional call-taker will 16 15 14 13 13 13 also provide better coverage for accreditation 8 10 7 6 5 purposes, and will reduce the amount of 4 3 mandatory overtime for other unit members. 0 -2 A new (1) Law Enforcement Lieutenant will be -10 -8 added to assume the administrative tasks of the -11 -13 Patrol unit allowing the current staff to focus on -20 their specific platoon needs. The City plans to add five new positions to the Police Strategic Enforcement team: one (1) Sergeant and four (4) Law Enforcement Officers. These plain clothed officers search for, and take into custody the suspects of crimes being investigated by our detectives as well as attack emerging crimes trends, track gang intelligence and support Youth Liaison Officers during school release hours. • The City will add two (2) Neighborhood Services Workers, paid from the Solid Waste Fund, to provide stability to the litter control program and improve the levels of service. • The administrative workload of the Code Compliance division of Development Services has been at a high level for the past three years and does not show signs of declining. A newly-created waiver for administrative costs will add a new task to existing staff. The new (1) Principal Office Assistant position will allow the Code division to comply with the increased load and will also

Fiscal Year 2018 Annual Budget

reduce the level of temporary agency staff. Additional support for the Planning and zoning area will be needed for the same reason, that is why one (1) Planning Technician position will be converted from part-time to full-time and will serve the One Stop shop customers with all their Planning related needs. • The City’s Purchasing division is adding one (1) Contract Administrator position that would provide a central resource for City employees who perform contract administration duties. This position should result in smoother daily operations, more accurate bill payment, better business relationships with service providers and a reduced possibility of negative reports from internal and external auditors. A defined report of cost savings and other findings would be prepared by the Contract Administrator and provided to the Purchasing Administrator and Finance Director annually. • The City will add one (1) Horticultural Services Specialist to participate in the RFP review and selection committee process. The new employee will be dedicated to this contract, and possess the technical knowledge to address deteriorating conditions before they happen, as well as manage the Landscape Master Plan, recommending replacement projects as part of the Capital Improvement Program. An add to staff, (1) Neighborhood Services Worker, will also be added to fill a vacant zone resulting from an employee transferred from Streets to Utilities several years ago. This position will return staffing to full coverage of all six zones and empower “employee ownership” of assigned right of way and related areas in the City. • In order to provide the level of custodial services needed in the new Municipal Complex, Public Works Facilities will add one (1) full-time Custodian to the existing staff. This staff would supplement the basic building janitorial and maintenance service. • The Finance department will convert a current part-time position to one (1) full-time Accountant role in 2018. This conversion will create the capacity for current staff members to be reassigned to the ERP Project Team in order to procure and implement a new financial system, . • As the current major construction projects (Municipal Complex, Fire Station 43 and 95) come to a close, the future major multiyear construction projects are expected to be related to Public Works. Therefore, the Construction Manager will be moved from the City Manager’s Office to Public Works. With this change, Public Works administrative staff will be expected to handle a larger volume of work and for that reason the City will convert one part-time resource to one (1) full time Office Assistant. • In Fiscal Year 2017, the City added 6 full-time employees, from which four were converted from part-time status. The 6 positions were budgeted as follows: 5.38 in the General Fund and 0.62 in the Fire Fund. Capital Improvements • In Fiscal Year 2018, the City will invest $18,112,357 in capital improvements and upkeep of City-owned facilities. For details of the projects planned for this year, refer to the Capital Improvement Program section included in this document.

Financial Condition The improving local and regional economy has begun to favorably impact the City’s financial outlook. The City’s unemployment rate (April 2017 3.8%) is expected to remain below the National (4.3%) and State (4.5%) rate and signs point toward moderate economic growth. Despite downward pressure on revenues due to residential build-out, tax relief legislation, and the lingering effects of the economic recession, our City continues to lead the nation in fiscal management and stability. The City’s healthy financial position can be attributed to our long-term financial planning that identifies emerging issues which may affect our ability to provide the level and type of service our customers expect. We were able to achieve a structural balance between expenditures and revenues for Fiscal Year 2018 by relying on sound financial practices, not reserves. Bond Ratings The City is proud to have earned the highest bond rating available from Standard and Poor’s (S&P) (AAA) and Fitch Ratings (AAA). The City also received the Aa1 rating from Moody’s Investors Service. The City’s goal is to maintain the AAA from S&P and Fitch while making the changes needed to earn the Aaa bond rating from Moody’s. Increasing fund balance is an important change the City can make to achieve this goal. Achieving AAA bond rating is important for our residents because it indicates to investors that the City is a low-risk investment which translates into lower interest rates and corresponding lower interest payments on general obligation bonds.

City of Coral Springs, Florida

Revenues The City’s intergovernmental, franchise, and other demand-driven revenues fluctuate with the economy. Most experts agree the economy will continue to grow at a modest rate in the near term. However, rather than growth returning to normal levels, the economy will move slowly but steadily upward. On the other hand, the City’s aging infrastructure and a possible change in the state homestead exemption are driving the need for a 1.075 millage rate increase that will bring the City the necessary resources to support these current and future challenges. Fiscal Year 2018 revenue estimates include a budgeted increase in revenues of about 11.6% overall, compared to 3.7% last year, mainly driven by the Ad-Valorem increase. Longer term, the City’s revenue growth is forecast to be slow and more closely approximate inflation, with out-years’ forecasts exhibiting revenue growth under 3%. Fund balances are improving as a result of growth-related revenues, improved productivity, and prudent financial management policies. Those fund balances have been leveraged to avoid future debt service by equity financing capital purchases.

Major Policy Considerations Expecting the economic recovery to maintain its slow but steady progression, the City’s strategy is focusing its efforts on continuing to invest in the community, as well as providing high quality services to our residents, maintaining and improving our aging infrastructure and building up our reserves. Investing in the Community During the depths of the recession, the City adopted a three-pronged financial strategy. While this was an appropriate strategy for the time, a new financial strategy is necessary to place the City in the most advantageous position to embrace the economic recovery. Although the recession has officially ended, the return to pre-recession economic growth rates is not on the horizon. Since the fuel that powered the City’s economic engine (population growth and new construction) will not return to previous levels quickly, if at all, we must expect and plan for a new normal. The City Commission has set the stage for this vision by incorporating language in the 2017-2018 Strategic Plan directing the City to take a leadership role in creating its future by investing in our community. In partnership with the Economic Development Office, Community Redevelopment Agency, the Chamber of Commerce, and other stakeholders, the City will proactively prime the engine of economic growth by assisting our existing business community, devoting resources to encourage the redevelopment of the City’s commercial areas such as the Corporate Park, and investing in education. In addition, the City will work to attract businesses and increase property values by investing in the appearance and the safety of our community. Economic Development Strategy A key component to building a stronger, more vibrant future for the City of Coral Springs is the expansion of our commercial tax base. Over 40% of the City’s revenue comes from property taxes which are the City’s single largest revenue source. After several years of declining property values, the City’s Total Taxable Assessed Values have steadily increased over the past seven years. The tax base is expected to continue to grow due to new commercial entities, such as Cleveland Clinic and Costco, as well as key residential development projects currently underway. Upgrade Technology Infrastructure The City will continue to invest in tools that allow its employees to achieve high levels of productivity as well as provide customer service that is second to none. A state of the art technology infrastructure is a crucial element in allowing the City to meet its service delivery goals now and in the future. This objective must be balanced against the need to protect the confidentiality, integrity, and availability of information and at the same time control costs. It is also important that all City departments participate in the efforts to utilize technology in an efficient and effective manner.

Fiscal Year 2018 Annual Budget

Annual net operating budget and capital FY 2017 FY 2018 Budget Budget $174,993,853 $191,972,863 26,352,799 18,112,357 $201,346,652 $210,085,220

$ % Change Change $16,979,010 9.7% ($8,240,442) -31.3% $8,738,568 4.3%

FY 2017 FY 2018 Net Operating Budget Budget Budget General Fund $75,079,944 $85,405,772 Special Revenue Funds Fire Fund 14,195,194 15,168,817 C.S. Charter School Fund 10,647,868 10,971,680 Public Art Fund 357,000 336,900 Enterprise Funds Water and Sewer Fund 19,128,376 20,923,367 Solid Waste Fund 4,331,688 4,532,543 Internal Service Funds Health and General Insurance Fun 18,854,360 19,249,101 Equipment Services Fund 9,942,672 11,046,111 Pension Fund 12,216,095 14,352,360 Debt Service Fund 10,240,655 9,986,212 Total Net Operating Budget $174,993,853 $191,972,863

$ % Change Change $10,325,827 13.8%

Net Operating Budget Capital Improvements (CIP) Total Financial Program

$973,623 $323,812 ($20,100)

6.9% 3.0% -5.6%

$1,794,991 $200,855

9.4% 4.6%

$394,741 $1,103,439 $2,136,265 ($254,443) $16,979,010

2.1% 11.1% 17.5% -2.5% 9.7%

Note: For a more comprehensive overview of net budgeted revenues and expenditures/expenses, refer to the Budget Overview section of this Budget.

City of Coral Springs, Florida

Fund Structure Overview

325

FY 2018 Total Operating Budget and Capital $210,085,220

FY 2018 Net Operating Budget $191,972,863

General Fund $85,405,772

Special Revenue Funds $26,477,397

Internal Services Funds $30,295,212

Trust and Agency Funds $14,352,360

Water and Sewer $20,923,367

Fire $15,168,817

Insurance Funds $19,249,101

Pension $14,352,360

Solid Waste Fund $4,532,543

Charter School $ 10,971,680

Equipment Services $11,046,111

Enterprise Funds $25,455,910

Debt Service Fund $9,986,212 Debt Service $9,986,212

Public Art $336,900

Major Funds Fund Name

Fund Type

General Fund*

City Operating Fund

Fire Fund*

Special Revenue Fund

Water and Sewer Fund*

Enterprise Fund

Solid Waste Fund*

Enterprise Fund

Health and General Insurance Funds* Coral Springs Charter School Fund*

Internal Service Funds Special Revenue Fund Internal Service Accounts for the costs of maintaining the City’s fleet Fund Includes the Public Art fee receipts collected during the Special Revenue permitting process for new construction and renovations of Fund existing structures

Equipment Services Fund* Public Art Fund*

Fund Description Accounts for police, code compliance, parks and recreation, public works, building, emergency medical services, and administration services Covers the fire department and subsequent divisions, including administration, suppression, inspection, training, and communications Provides water and wastewater services to approximately 51% of Coral Springs residents Includes the non-franchise portion of the City’s residential solid waste special assessment to cover cost of hauler and disposal fees Contribute to the City’s insured general liability, property, workers’ compensation, life, and employee medical benefits Includes the revenues and expenses incurred in the operation of the Coral Springs Charter School

Pension Fund

Trust and Agency Fund

Accounts for the accumulation of resources to be used for retirement benefit payments to the City’s employees

Debt Service Fund*

Debt Service Fund

Covers the revenues and payment of voter approved longterm general obligation debt and revenue bond debt

*Indicates appropriated funds in accordance with the Budget Ordinance.

Fiscal Year 2018 Annual Budget

Fund Structure Overview (continued)

FY 2018 Capital Budget $18,112,357

General Fund $5,375,690

Special Revenue Funds $1,179,800

Internal Services Funds $4,432,367

Water and Sewer $7,124,500

Fire $609,800

Equipment Services $4,432,367

Solid Waste Fund $0

Charter School $50,000

Enterprise Funds $7,124,500

Public Art $20,000

Tree Trust Fund $500,000

City of Coral Springs, Florida

Summary of net budgeted revenues â&#x20AC;&#x201D; Fiscal Year 2018 FY 2017 Adopted Net Budget General Fund

Percent of Total

FY 2018 Adopted Net Budget

Percent of Total

Dollar Change

Percent Change

$106,191,978

60.7%

$118,874,352

61.9%

$12,682,375

11.9%

Fire Fund

19,160,749

10.9%

20,471,344

10.7%

1,310,595

6.8%

Water and Sewer Fund

23,776,556

13.6%

25,855,807

13.5%

2,079,251

8.7%

2,090,000

1.2%

2,281,100

1.2%

191,100

9.1%

12,067,868

6.9%

12,391,680

6.5%

323,812

2.7%

357,000

0.2%

336,900

0.2%

(20,100)

-5.6%

Equipment Services Fund

3,954,275

2.3%

4,536,364

2.4%

582,089

14.7%

Solid Waste Fund

4,347,900

2.5%

4,585,987

2.4%

238,087

5.5%

Debt Service Fund

3,047,527

1.7%

2,639,328

1.4%

(408,199)

-13.4%

100.0% $191,972,863

100.0%

Health and General Insurance Funds C. S. Charter School Fund Public Art Fund

Total

$174,993,853

$16,979,010

Note: The total net budgeted revenues and expenditures/expenses are equal. However, the total by fund for revenue and expenditure/expenses are different due to inter-fund transfers.

Fiscal Year 2018 Net Budget - All Funds - Revenues $191,972,863 Fire Fund 10.7%

Debt Service Fund 1.4%

Other 1.4% Charter School Fund 6.5%

General Fund 61.9%

Water and Sewer Fund 13.5%

Equipment Services Fund 2.4% Solid Waste Fund 2.4%

Fiscal Year 2018 Annual Budget

9.7%

Summary of net budgeted expenditures â&#x20AC;&#x201D;Fiscal Year 2018 FY 2017 Adopted Net Budget General Fund

Percent of Total

FY 2018 Adopted Net Budget

Percent of Total

Dollar Change

Percent Change

$75,079,944

42.9%

$85,405,772

44.5%

$10,325,828

13.8%

Fire Fund

14,195,194

8.1%

15,168,817

7.9%

973,623

6.9%

Water and Sewer Fund

19,128,376

10.9%

20,923,367

10.9%

1,794,991

9.4%

Health and General Insurance Funds

18,854,360

10.8%

19,249,101

10.0%

394,741

2.1%

C.S. Charter School Fund

10,647,868

6.1%

10,971,680

5.7%

323,812

3.0%

357,000

0.2%

336,900

0.2%

(20,100)

-5.6%

9,942,672

5.7%

11,046,111

5.8%

1,103,439

11.1%

12,216,095

7.0%

14,352,360

7.5%

2,136,265

17.5%

Solid Waste Fund

4,331,688

2.5%

4,532,543

2.3%

200,855

4.6%

Debt Service Fund

10,240,655

5.9%

9,986,212

5.2%

(254,443)

-2.5%

Public Art Fund Equipment Services Fund Pension Fund

Total

$174,993,853

100.0%

$191,972,863

100%

$16,979,010

9.7%

Note: The total net budgeted revenues and expenditures/expenses are equal. However, the total by fund for revenue and expenditure/expenses are different because of interfund transfers.

Fiscal Year 2018 Net Budget - All Funds - Expenditures $191,972,863 Solid Waste Fund 2.3%

Equipment Services Fund 5.8% Water and Sewer Fund 10.9%

General Fund 44.5%

Fire Fund 7.9%

Charter School Fund 5.7% Debt Service Fund & Public Art Fund 5.4% Pension Fund 7.5%

Health and General Insurance Fund 10.0%

City of Coral Springs, Florida

Where the money comes from by source (all funds) 1.7%

2.0%

6.1% Ad Valorem Taxes Sales and Use Taxes Utility Service Taxes Intergovernmental Fines and Forfeitures Misc. Revenues

27.6%

1.6%

20.0%

Special Assessments Franchise Fees License and Permits Charges for Services Capital Other Financing Sources

Where the money goes by type of program 9.4% 14.7%

4.3% 4.9%

5.7%

2.0%

Where the money goes by type of program (all funds) 1.2%

7.5%

7.1%

2.4%

6.3%

9.5%

General Government Services Education Public Safety Physical Environment Economic Environment Culture and Recreation Debt Service Capital Improvements Other Financing Uses Stabilization Fund

7.6% 0.4% Where the money goes by category (General Fund Only) 40%

18%

Where the money goes by category (General Fund only) 3.0%

5.6%

6.3% 0.5% 43.5% 18.3%

Personal Services Benefits Other Operating Operating Capital Non-Departmental Interfund Transfers Debt Service

22.8%

Fiscal Year 2018 Annual Budget

General Fund Budget Summary FY 2015 Actual

FY 2016 Actual

FY 2017

FY 2018

Adopted Budget

Change From Change From FY17 Budget FY17 Budget

Revenues General Operating $35,279,815 2,147,155

$39,282,218 2,257,733

$41,287,396 2,245,712

$54,079,618 2,167,500

$12,792,222 ($78,212)

30.98% -3.48% n/a

Franchise Fees Electricity Solid Waste Towing/Other Subtotal - Franchise Fees

7,138,456 2,845,639 113,803 10,097,898

6,895,939 2,938,771 126,520 9,961,229

7,508,844 3,100,000 120,000 10,728,844

6,758,313 3,131,000 120,000 10,009,313

($750,531) $31,000 $0 ($719,531)

-10.00% 1.00% 0.00% -6.71%

Utility Service Taxes Electricity Water Propane/Natural Gas Subtotal - Utility Taxes

8,936,647 1,970,004 148,158 11,054,809

9,056,315 1,975,003 132,163 11,163,482

9,373,000 2,034,861 157,847 11,565,708

9,466,730 2,055,210 159,425 11,681,365

$93,730 $20,349 $1,578 $115,657

1.00% 1.00% 1.00% 1.00%

State Intergovernmental Revenues: Communications Services Tax PEG Revenues Shared Revenues Alcoholic Beverages/Casino Sales Tax Other Revenue/Municipal Rebate Subtotal State Intergovernmental

4,615,072 28,542 3,978,502 202,075 7,930,264 64,722 16,819,176

3,999,468 18,121 4,108,743 205,166 8,160,408 41,162 16,533,068

4,032,488 0 4,400,000 58,794 8,712,500 49,886 17,253,668

4,259,000 0 4,444,000 59,382 8,712,500 50,385 17,525,267

$226,512 $0 $44,000 $588 $0 $499 $271,599

5.62% n/a 1.00% 1.00% 0.00% 1.00% 1.57%

Other Intergovernmental Revenues Miscellaneous Community Bus Program Revenues First Local Option Fuel Tax Second Local Option Fuel Tax Public Safety E911 Recycling Material Revenue Subtotal Other Intergovernmental Subtotal Intergovernmental

40,000 124,703 1,277,166 918,530 221,907 234,265 2,816,571 19,635,747

40,000 118,503 1,303,208 933,551 233,272 159,195 2,787,728 19,320,796

40,000 125,002 1,310,000 950,000 237,936 75,000 2,737,938 19,991,606

40,000 125,002 1,390,000 980,000 240,316 287,000 3,062,318 20,587,584

$0 $0 $80,000 $30,000 $2,379 $212,000 $324,379 $595,978

0.00% 0.00% 6.11% 3.16% 1.00% 282.67% 11.85% 2.98%

Permits and Business Tax Building Permits Not Related State Surcharge Rebillable Overtime Other Permits (Waste Hauling) Subtotal Permits

2,421,951 142,069 150,101 9,600 2,723,721

2,808,818 87,570 116,385 10,500 3,023,273

2,558,838 210,000 131,904 10,020 2,910,762

2,686,779 105,000 126,479 15,000 2,933,258

$127,942 ($105,000) ($5,425) $4,980 $22,497

5.00% -50.00% -4.11% 49.70% 0.77%

Business Tax Subtotal Permits and Business Tax

1,075,826 3,799,547

1,137,568 4,160,841

1,297,338 4,208,100

1,232,471 4,165,729

($64,867) ($42,370)

-5.00% -1.01%

Charges For Services Parks and Recreation Cypress Park Mullins Park North Community Park Neighborhood Parks Activity Center Recreation Services Summer Recreation Transportation Gymnasium Aquaticsâ&#x20AC;&#x201D;Cypress Pool Aquaticsâ&#x20AC;&#x201D;Mullins Pool Aquatic Complex Sportsplex Tennis Center Cypress Tennis Subtotal Parks and Recreation

119,747 323,938 31,927 107,025 43,800 18,032 536,992 40,215 472,227 125,568 66,046 1,739,190 380,385 336,667 120,273 4,462,032

105,431 345,000 27,404 91,364 50,153 16,379 530,281 36,201 493,694 101,287 54,083 1,456,248 384,399 341,933 123,252 4,157,108

124,141 320,130 46,087 112,979 44,676 18,393 547,732 56,029 462,747 128,079 67,317 1,582,005 348,718 433,775 165,725 4,458,533

126,624 326,533 47,009 115,239 45,570 18,760 510,000 57,150 470,558 130,641 68,663 1,740,032 348,580 354,841 127,910 4,488,109

$2,483 $6,403 $922 $2,260 $894 $368 ($37,732) $1,121 $7,811 $2,562 $1,346 $158,027 ($138) ($78,934) ($37,815) $29,576

2.00% 2.00% 2.00% 2.00% 2.00% 2.00% -6.89% 2.00% 1.69% 2.00% 2.00% 9.99% -0.04% -18.20% -22.82% 0.66%

Ad Valorem Taxes Solid Waste Assessment-FF

City of Coral Springs, Florida

General Fund Budget Summary (continued) FY 2015 Actual

FY 2017

FY 2018

Adopted Budget

Change From Change From FY17 Budget FY17 Budget

Charges for Services to other funds W&S Fund—Admin Services W&S Fund—Economic Development Fire Fund—Admin Services Subtotal - Charges for Services - Other Funds

2,128,431 250,000 1,658,349 4,036,780

2,111,716 260,000 1,724,683 4,096,399

2,200,109 271,050 1,797,982 4,269,141

2,373,409 283,247 1,878,891 4,535,547

$173,300 $12,197 $80,909 $266,406

7.88% 4.50% 4.50% 6.24%

Charges for Services—Other General Government City Hall in the Mall Public Safety EMS Transport Fees EMS Interfacility Transportation EMS Contract Subtotal - Charges for Services - Other

1,191,976 758,891 1,110,986 2,212,473 85,110 1,751 5,361,187

1,022,607 834,273 1,155,473 1,704,343 18,963 1,751 4,737,410

957,799 930,924 1,406,963 2,400,000 87,663 1,751 5,785,101

891,140 922,470 1,440,239 2,400,000 20,000 1,751 5,675,600

($66,659) ($8,454) $33,276 $0 ($67,663) $0 ($109,501)

13,859,999

12,990,916

14,512,775

14,699,256

$186,481

-6.96% -0.91% 2.37% 0.00% -77.19% 0.00% -1.89% n/a 1.28%

Fines and Forfeitures Court Fines Other Police Fines Red Light Cameras Adult Deferred Prosecution Misdemeanor Diversion Prog-Admin fee Code Compliance Citations and Liens Other Miscellaneous Subtotal Fines and Forfeitures

1,091,615 174,353 15,481 81,366 29,035 1,147,045 931,191 3,470,086

883,598 131,601 702 112,783 35,124 3,956,387 1,062,284 6,182,478

1,124,364 176,888 0 90,000 30,000 1,008,000 581,040 3,010,292

900,000 180,426 0 90,000 30,000 1,405,000 604,282 3,209,708

($224,364) $3,538 $0 $0 $0 $397,000 $23,242 $199,416

-19.95% 2.00% n/a 0.00% 0.00% 39.38% 4.00% 6.62%

Other Income: Interest Rents & Royalties/Cell Tower Lease Sale PFM (Center for the Arts Contribution CRA Contribution Charter School Lease

162,764 1,246,059 0 50,000 1,420,000

320,183 1,306,373 52,015 50,000 1,420,000

255,000 1,470,937 0 119,875 1,420,000

331,500 1,281,013 0 154,472 1,420,000

$76,500 ($189,924) $0 $34,597 $0

30.00% -12.91% n/a 28.86% 0.00%

Auction ICMA-RC Agreement (Admin Fund) SW Disposal Rebate Solid Waste Disposal Agreement Facility Rental Other Miscellaneous Subtotal Other Income

16,203 3,333 21,401 372,952 150,638 353,219 3,796,569

48,370 0 28,892 371,699 152,642 290,338 4,040,510

19,404 25,000 23,164 410,082 150,638 306,614 4,200,714

19,793 0 16,200 414,182 150,638 306,818 4,094,616

$388 ($25,000) ($6,964) $4,101 $0 $204 ($106,098)

2.00% -100.00% -30.06% 1.00% 0.00% 0.07% -2.53%

103,141,625

109,360,204

111,751,145

124,694,691

$12,943,545

11.58%

0 0 0 400,000 400,000

0 0 0 300,000 300,000

0 129,973 0 0 129,973

0 135,209 0 0 135,209

$0 $5,236 $0 $0 $5,236

n/a 4.03% n/a n/a 4.03%

$103,541,625

$109,660,204

$111,881,119

$124,829,900

$12,948,781

11.57%

Subtotal - Charges For Services

Total General Operating Other Capital Reserve Transfer from Grants Fund for CDBG Transfer from Solid Waste Fund Appropriation of fund balance for CIP Total Other Total Revenues

FY 2016 Actual

Fiscal Year 2018 Annual Budget

General Fund Budget Summary (continued) FY 2015 Actual

FY 2016 Actual

FY 2017

FY 2018

Adopted Budget

Change From Change From FY17 Budget FY17 Budget

Expenditures: Departmental City Commission City Manager Human Resources Financial Services Information Technology City Attorney Development Services Police Emergency Medical Services Public Works Parks and Recreation Total Departmental

$320,070 3,507,908 1,664,726 2,461,598

$306,433 3,838,354 1,717,584 2,455,848

$370,614 4,196,057 1,983,626 2,548,325

$370,692 $4,619,266 $2,154,592 $2,885,286

3,182,972 915,442 6,236,248 44,934,521 8,901,547 4,695,804 14,216,083 91,036,919

3,446,521 982,149 6,184,303 46,645,805 9,133,097 4,933,360 14,240,017 93,883,471

3,655,547 1,044,068 7,163,433 47,911,549 9,529,479 4,818,349 15,012,348 98,233,395

150,000 580,139 0 0 0 0 0

$78 $423,209 $170,966 $336,961

0.02% 10.09% 8.62% 13.22%

$4,022,052 $1,073,204 7,066,895 51,089,838 10,179,636 7,457,677 14,810,228 105,729,366

$366,505 $29,136 ($96,538) $3,178,289 $650,157 $2,639,328 ($202,120) $7,495,971

10.03% 2.79% -1.35% 6.63% 6.82% 54.78% -1.35% 7.63%

500,000 684,431 571,565 0 150,000 75,000 113,928 0 334,000 193,571 80,000 545,000 525,000 0 25,000 0 0 323,446 10,000 0 4,130,941

528,405 1,105,149 600,143 2,451,293 150,000 75,000 116,206 0 402,373 312,574 80,000 555,900 425,000 0 25,000 0 0 90,000 10,000 0 6,927,043

$28,405 $420,718 $28,578 $2,451,293 $0 $0 $2,278 $0 $68,373 $119,003 $0 $10,900 ($100,000) $0 $0 $0 $0 ($233,446) $0 $0 $2,796,102

5.68% 61.47% 5.00% n/a 0.00% 0.00% 2.00% n/a 20.47% 61.48% 0.00% 2.00% -19.05% n/a 0.00% n/a n/a -72.17% 0.00% n/a 67.69%

Non-Departmental Operating Capital Non-Departmental Operating Contingency Rebuild Stabilization Fund Contingency Economic Development Incentive Market Adjustments Other Post Employment Benefits Inventory/Over/shortage Microsoft Licensing CRA Special Assessment Tuition Reimbursement Charter School (Lease Expense) Center for the Arts EMS Pension Adjustment Internal Auditor City Hall Licensing/Maintenance PD Comm Syst & Eq. Improvement Study City Hall at the Walk Lease Library/Grounds Parking lot Maint Computer Replacement Plan Subtotal - Non-Departmental

0 147,317 49,064 464,371 529,116 0 100,000 0 0 271,856 9,956 0 2,301,818

171,061 626,144 0 0 6,983 29,700 103,571 (48,313) 0 168,402 26,295 465,988 517,021 0 89,170 0 0 268,175 4,124 0 2,428,321

Interfund Transfers Property/Casualty Fire Fund (Nonprofit Subsidy Churches/Schools) Fire Fund Govt. Assessment To Capital Fund Subtotal - Interfund Transfers

1,105,266 995,808 185,323 469,720 2,756,117

1,257,342 1,011,001 250,592 307,000 3,025,935

1,328,064 1,092,401 236,049 0 2,656,514

1,476,668 1,297,046 219,753 2,166,000 5,159,467

$148,604 $204,645 ($16,296) $2,166,000 $2,502,953

11.19% 18.73% -6.90% n/a 94.22%

Debt Service Revenue Bond 2014 Rev Bonds - (Refunding 2004) 2015 Rev Bonds - (Refunding 2008) 2010 Recovery Zone Bond ($5.9M/20yr/2.79%) 2013 Capital Revenue Note ($4.7M/10yr/1.95%) 2013 Lease Purchase Financing (Phone) 2014 Municipal Complex Loan Ph. 1 ($10M / 2.47%) 2015 Municipal Complex Bond Ph. 2 ($27.3M)

1,533,970 1,576,788 405,517 519,600 373,756 250,000 0

1,534,270 1,582,163 413,731 519,600 373,756 248,062 796,250

1,453,095 1,433,899 390,513 490,973 353,164 234,395 1,176,529

1,534,445 1,517,553 412,822 519,600 373,756 248,062 1,002,190

$81,350 $83,654 $22,309 $28,627 $20,592 $13,667 ($174,339)

5.60% 5.83% 5.71% 5.83% 5.83% 5.83% -14.82%

2015 Capital Revenue Note ($12M / 10yr / 2.32%) Subtotal Debt Service

0 4,659,631

1,400,000 6,867,832

1,327,700 6,860,269

1,405,596 7,014,024

$77,896 $153,756

225,577 225,577

273,930 273,930

0 0

Miscellaneous Expenditures: Gainsharing Total Miscellaneous Expenditures Total Non-Departmental Total Expenditures Revenues in Excess of Expenditures Number of FTE's

($273,930)

5.87% 2.24% -100.00%

9,943,143

12,596,017

13,647,724

19,100,534

$5,452,810

$100,980,062

$106,479,488

$111,881,119

$124,829,900

$12,948,781

$2,561,563

$3,180,715

($0)

619.78%

664.29

680.43

16.14

2.43%

659.77

659.65

City of Coral Springs, Florida

39.95% 11.57%

General Fund Description The General Fund, as the main operating fund for the City of Coral Springs, provides for a broad spectrum of premier services including, public safety, beautiful parks and recreational facilities, code compliance, athletic programs, an attractive aquatic complex, public works, building plan review and inspections, emergency medical services, and more. The majority of resources are provided by taxes. The General Fund budget is $124,829,900 for Fiscal Year 2018. This represents an increase of $12,948,781 or 11.57% from the Fiscal Year 2017 budget. This budget is adequate to finance the General Fund expenses and a portion of the Coral Springs Center for the Arts, Insurance, Debt Service, Equipment Services, and pension expenses relative to the General Fund.

General Fund Total Revenues - $124,829,900 General Fund total revenues—$124,829,900*

Revenues

Sales Tax 7.0%

A summary of the Fiscal Year 2018 General Fund revenue by source is provided in the chart to the right. Major revenue sources for the General Fund Fiscal Year 2018 budget include: Ad valorem taxes: $54,079,618 (43.3% of total revenues)

Fines and Forfeitures 2.6%

Charges for Services 11.8%

Misc. Revenues 3.3% Intergovernmental 9.5%

Utility Taxes 9.4%

Permits and Business Tax 3.3%

Ad valorem taxes represent a levy on the assessed value of real and personal property. In Fiscal Year 2018 ad valorem taxes will account for 43.3% of total General Fund revenues.

Franchise Fees/Solid Waste Assessment 9.8%

Other 0.1%

The general operating tax millage rate is Ad Valorem Taxes $5.8732, an increase of 1.075 mills from 43.3% Fiscal Year 2017. This rate is still below the state-imposed ten mill cap. The ad valorem revenue generated by the Fiscal Year 2018 tax millage rate is based on the July 1, 2017 assessed value provided by the Broward County Property Appraiser’s Office.

* %’s may not add 100% due to rounding

Tax year 2017 gross taxable property value increased 7.39% to $9,692,486,879 at July 1. New additions, annexations, and construction added $24,642,440 or 0.25% to the tax roll. The voter-approved debt service millage rate will decrease from $0.2948 to $0.2753 in Fiscal Year 2018. This represents a decrease of $0.0195 or -6.6% due to the increase in assessed values. There is no legal debt millage limit established by the State of Florida for its municipalities, counties, or independent taxing districts. City policy does, however, limit annual General Fund debt service expense to 12.5% of the total General Fund budget. At 5.6%, the City is well within its General Fund debt service limitation policy.

Millage rates, combined, historical Adopted FY 2015

Adopted FY 2016

Adopted Adopted Percent FY 2017 FY 2018 Change

General Operating Voter-Approved

$4.5697

$4.7982

$5.8732

22.40%

$0.2038

$0.2933

$0.2948

$0.2753

-6.61%

Total Millage

$4.7735

$5.0915

$5.0930

$6.1485

15.79%

Fiscal Year 2018 Annual Budget

Franchise fees

Franchise fees: $10,009,313 (8.0% of total revenues)

FY 2016

FY 2017

FY 2018

Percent

Type (% of Gross) Budgeted Budgeted Budgeted Franchise fees are charges to service Change Receipts Receipts Receipts providers for the right to operate within Electricity (6%) $7,434,499 $7,508,844 $6,758,313 -10.00% the municipal boundaries of the City. The “Franchise Fees” table presented on the Solid Waste 2,900,000 3,100,000 3,131,000 1.00% right, includes current franchise fee rates, Towing/Other 101,000 120,000 120,000 0.00% projected Fiscal Year 2018 revenues, and Total $10,435,499 $10,728,844 $10,009,313 -6.71% percent change from the adopted Fiscal Year 2017 budget. For more details, see “Revenue Trends” in this section of the document.

Utility service taxes

Utility service taxes: $11,681,365 (9.4% of total revenues)

Type (% of Gross)

The City charges a 10% utility service tax on all utility payments made in the City. As shown in the “Utilities service taxes” chart to the right, Fiscal Year 2017 utility service tax revenues are projected to increase by 1.00% or $115,657 from Fiscal Year 2017 budgeted revenue.

Electricity (10%) Water (10%) Propane (10%) Total

FY 2016 Budgeted Receipts

FY 2017 Budgeted Receipts

FY 2018 Budgeted Receipts

Percent Change

$9,100,000

$9,373,000

$9,466,730

1.00%

2,101,200

2,034,861

1.00%

192,496

157,847

159,425

1.00%

$11,393,696

$11,565,708

$11,681,365

1.00%

Solid Waste Assessment: $2,167,500 (1.7% of total revenues) The City assesses residences for solid waste services. Intergovernmental revenue sharing: $11,710,082 (9.38% of total revenues) Intergovernmental revenue sharing is provided to local municipalities by the state using a predetermined allocation methodology based, in part, on population. Anticipated revenues to be received in Fiscal Year 2018 are as follows:

Communications service tax

$4,259,000

State shared revenue

$4,444,000

First local option fuel tax

$1,390,000

Second local option fuel tax

$980,000

Recycling material revenue

$287,000

Public safety E911

$240,316

Alcoholic beverage license

$59,382

Municipal rebate

$50,385

The Communications service tax revenue is projected to increase by $226,512 or 5.62%. The State shared revenue is estimated with a 1.0% increase or $44,000, while the First and Second local option fuel taxes are projected to increase $110,000 from Fiscal Year 2017. Revenue for recycling materials is expected to increase by $212,000 and public safety E911 revenues are expected to decrease by 1.0%. Sales tax: $8,712,500 (7.0% of total revenues) Also considered an intergovernmental revenue, half-cent sales tax may be used for municipal-wide programs, municipal-wide property tax or utility tax relief, or principal and interest payments on capital projects only. Sales tax revenue is expected to remain flat for Fiscal Year 2018 budget.

City of Coral Springs, Florida

Permits and business tax: $4,165,729 (3.3% of total revenues) Building permit revenues are budgeted at $2,686,779, an increase of $127,942 or 5.0% from Fiscal Year 2017. This includes charges for permit and inspection services related to any construction, alteration, repair, or other activity required by the City Code and South Florida Building Code. After the steep decline in the number of building permit applications during Fiscal Years 2008 through 2013 with the majority of permits issued for homeowner renovations, we are projecting a moderate increase based on the economic recovery that is bringing additional commercial and residential projects to our city. Building permits are 2.2% of total General Fund revenues. Business tax revenues are expected at $1,232,471, a decrease of $64,867 or 5.0% over Fiscal Year 2017 budget. Formerly known as an “occupational license,” local governments are authorized to charge an annual “business tax” to businesses, professionals, and other for-profit enterprises for the privilege of operating a business within the City boundaries. Business tax revenues represent 1.00% of total revenues. Revenues received from rebillable overtime for building services and waste hauling permits are also included in this revenue category and account for another 0.1% of total revenues. Charges for services—Parks & Recreation: $4,488,109 (3.5% of total revenues) Parks and Recreation revenues are generated from user fees at the City’s parks, pools, and athletic facilities. Fiscal Year 2018 revenues are projecting a moderate increase 0.66% or $29,576. Charges for services—other funds: $4,535,547 (3.6% of total revenues) The transfer from the Water and Sewer Fund to the General Fund for administrative services is increasing by $173,300 or 7.88%. The transfer from the Fire Fund to the General Fund for indirect cost is increasing by $80,809, or 4.50%, in Fiscal Year 2018. These inter-fund transfers will fully reimburse the General Fund for the cost of administrative services related to Fire and the Utilities fund. In addition, a transfer in the amount of $283,247 is budgeted from the Water and Sewer Fund to the General Fund to support the Economic Development Division. This inter-fund transfer is increasing by $12,197 or 4.50% over Fiscal Year 2017 budget. Charges for services—other: $5,675,600 (4.5% of total revenues) Charges for services rendered represent a fair method of recovering the cost of providing a service to an individual or group, not the community at large. These user fees are primarily related to planning, EMS, and general governmental services. Fiscal Year 2018 revenues are projected to decrease 1.89% or $109,501 from the Fiscal Year 2017 budget. EMS interfacility transport fee revenues are expected to decrease by 77.19% or $67,663 over Fiscal Year 2017. General Government revenues are expected to decrease by $66,659 or 6.96% from Fiscal Year 2017 budget mainly driven by water billing. Fines and forfeitures: $3,209,708 (2.6% of total revenues) Fines and forfeitures are revenues generated by enforcement and prosecution of municipal ordinances and state statutes. Fiscal Year 2018 revenues are projected to increase $199,416 or 6.62% from Fiscal Year 2017. Miscellaneous revenues: $4,094,616 (3.3% of total revenues) The majority of the miscellaneous revenues include the Coral Springs Charter School lease, rents and royalties, interest earnings from fund balance, and the Solid Waste Disposal agreement. The Coral Springs Charter School lease revenue will remain the same, $1,420,000. This represents 1.1% of total General Fund revenues. Rents and royalties include telecommunication tower leases and facility rentals. Fiscal Year 2018 revenues are expected to be $1,281,013, a decrease of $189,924 or 12.91% over Fiscal Year 2017. Interest earnings are expected to be $331,500, an increase of $76,500 or 30.0%. This line of revenue is generated by investment earnings on the portion of cash reserve investments attributable to the General Fund. Interest earnings represent 0.3% of total General Fund revenues.

Fiscal Year 2018 Annual Budget

Other financing sources: $135,209 (0.1% of total revenues) This revenue represents a Community Development Block Grant (CDBG) budgeted to be received in Fiscal Year 2018.

Expenditures The Fiscal Year 2018 General Fund budgeted expenditures total $124,829,900. This adopted budget represents an increase of $12,948,781 or 11.57% from the Fiscal Year 2017 budget of $111,881,119. A recap of departmental expenditures in the General Fund Budget includes: City Commission: $370,692 (0.3% of total expenditures)

GeneralGeneral Fund total Fundexpenditures—$124,829,900 Total Expenditures - $124,829,900

The City Commission’s budget remains basically flat over Fiscal Year 2017.

Development Services Emergency Medical Svc. 5.7% 8.2% Financial Services HR/CAO 2.3% 2.6%

City Manager: $4,619,266 (3.7% of total expenditures) The City Manager’s Office includes Administration, Economic Development, Budget and Strategy, Communications and Marketing, City Clerk, and the CRA (Community Redevelopment Agency). The overall department increased by $423,209 or 10.09% in Fiscal Year 2017. The majority of the increase is attributed to wages and operating expenses related to the new Municipal Complex. Human Resources: $2,154,592 (1.7% of total expenditures)

Non-Departmental 15.3%

Information Services 3.2% Police 40.9%

CMO/Commission 4.0%

Parks and Recreation 11.9%

Human Resources’ budget increased $170,966 or 8.62% mainly due to wages and operating initiatives for On-Boarding Enhancements and ERP incentives.

Public Works 6.0%

* %’s may not add 100% due to rounding

Financial Services: $2,885,286 (2.3% of total expenditures) Financial Services’ budget increased by $336,961 or 13.22% from Fiscal Year 2017 budget mainly driven by wages, additional staff and ERP incentives. Information Technology (IT): $4,022,052 (3.2% of total expenditures) IT’s budget increased by $366,505 or 10.03%. The increase is mainly due to an increase wages and ERP incentives as well as higher service contract costs. City Attorney: $1,073,204 (0.9% of total expenditures) The City Attorney’s budget increased by $29,136 or 2.79%.

City of Coral Springs, Florida

Development Services—Administration, Code, Building and Community Development: (5.7% of total expenditures)

$7,066,895

Development Services includes the Administration Division, Code Compliance, Building Divisions, Community Development, and Engineering. The budget for this department decrease by $96,538 or 1.35%. Mainly driven by the transfer of the Engineering division to Public Works Police: $51,089,838 (40.9% of total expenditures) The Police Department’s budget increased by $3,178,289 or 6.63% primarily due to increase in Sworn Pension, salaries, additional staff and related operating expenses for Fiscal Year 2018. Emergency Medical Services (EMS): (8.2% of total expenditures)

$10,179,636

The EMS budget increased $650,157 or 6.82% primarily due to increased wages and additional staff. Public Works: $7,457,677 (6.0% of total expenditures) The Public Works budget increased by $2,639,328 or 54.78%, mainly due to the transfer of responsibility for Medians maintenance and Engineering divisions to Public Works. Increase also includes the impact of salary increases, additional staff and municipal complex expenses. Parks and Recreation—includes Aquatics, Tennis, and Sportsplex: (11.9% of total expenditures)

$14,810,228

Parks and Recreation’s budget decreased by $202,120 or 1.35%. This decrease is mainly due to the transfer of Medians maintenance to Public Works offset by higher wages and the transfer of maintenance expenditures from the capital fund to the Parks expense budget. Non-departmental: (5.5% of total expenditures)

$6,927,043

The non-departmental budget increased by $2,796,102 or 67.69%. The main driver for the increase is an strategic allocation to the City’s Stabilization fund. Other increases include the CRA assessment, Elections expense and Contracted services.

General Fund revenue and expenditure summary

General Fund

FY 2014 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

400,000 $103,541,625

$39,282,218 2,257,733 8,160,408 9,961,229 11,163,482 4,160,841 11,160,388 12,990,916 6,182,478 4,040,510 0 300,000 $109,660,204

$41,287,396 2,245,712 8,712,500 10,728,844 11,565,708 4,208,100 11,279,106 14,512,775 3,010,292 4,200,714 129,973 0 $111,881,119

$54,079,618 2,167,500 8,712,500 10,009,313 11,681,365 4,165,729 11,875,086 14,699,256 3,209,708 4,094,616 135,209 0 $124,829,900

$45,533,554 25,106,823 17,591,247 195,135 4,064,428 1,228,031 4,495,695 $98,214,913

46,746,453 27,817,922 16,535,911 162,210 3,407,084 1,650,851 4,659,631 $100,980,062

48,946,157 28,785,872 16,052,884 543,549 3,514,602 1,768,593 6,867,832 $106,479,488

51,815,008 26,514,473 19,903,914 500,000 4,959,005 1,328,450 6,860,269 111,881,119

$1,411,031 649.66

$2,561,563 659.77

$3,180,716 659.65

$0 664.29

Sources Revenues: Ad Valorem Taxes Solid Waste Assessment Sales and Use Taxes Franchise Fees Utility Service Taxes Licenses and Permits Intergovernmental Charges for Services Fines and Forfeitures Miscellaneous Revenues Other Financing Sources Appropriated Fund Balance Total Revenues

$33,847,000 2,138,469 7,587,739 10,098,446 10,859,975 3,511,763 11,586,864 12,964,154 2,189,442 4,021,807 820,285 0 $99,625,944

Uses Expenditures: Personal Services Benefits Other Operating Operating Capital Non-Departmental Interfund Transfers Debt Service Total Expenditures Rev. in Excess of Exp. Total full-time FTE's

FY 2015 Actual $35,279,815 2,147,155 7,930,264 10,097,898 11,054,809 3,799,547 11,705,483 13,859,999 3,470,086 3,796,569

$ Change from FY17 Budget

% Change from FY17 Budget

$12,792,222 ($78,212) $0 ($719,531) $115,657 ($42,371) $595,980 $186,481 $199,416 ($106,098) $5,236 $0 $12,948,782

31.0% -3.5% 0.0% -6.7% 1.0% -1.0% 5.3% 1.3% 6.6% -2.5% 4.0% n/a 11.6%

54,320,795 28,508,989 22,899,582 528,405 7,875,306 3,682,799 7,014,024 124,829,900

$2,505,787 $1,994,516 $2,995,667 $28,405 $2,916,301 $2,354,349 $153,756 $12,948,781

4.8% 7.5% 15.1% 5.7% 58.8% 177.2% 2.2% 11.6%

$0 680.43

$0 (16.1)

n/a -2.4%

Fiscal Year 2018 Annual Budget

Internal fund transfers: $5,159,467 (4.1% of total expenditures) The interfund transfers budget increased by $2,502,953 or 94.22%. The increase is mostly driven by a transfer of $2.166 million to the Capital Fund to cover the costs of infrastructure projects. Debt service: $7,014,024 (5.6% of total expenditures) Debt service consists of capital and franchise revenue bonds, including an Economic Recovery Zone Bond issued in December 2010. General Fund Debt Service will increase $153,756 or 2.24% over the Fiscal Year 2017 budget. The amounts in 2018 reflect both, principal and interest payments estimated for the fiscal year.

General Fund non-departmental operating expenses Adopted FY 2017 Budget

Item Internal Auditor Tuition Reimbursement Credit Card Charges Quality Resident/Business Survey Benchmarking Program Crowfunding Event Election Expense Unemployment Festival of the Arts Cross Lobbyist Departmental Center for the Arts Rentals Other Contractual Services Hurricane Preparedness (Safety) Special Event Banner Printing CRA Assessment Special Boards and Commission Expense Accessibility Issues (Disability) Boards & Historical Advisory Committee Advisory Sports Commission Committees Multi-Cultural Events Martin Luther King, Jr. Day Celebratio Sports Event Grants Education Grants Grants Coral Springs Community Chest Holiday Parade Teen Political Forum Half-Marathon Events Kreul Classic Tournament Art Walk Events July 4th

Financial

Total

25,000 80,000 70,000 25,000 15,000 0 41,000 34,000 20,000 40,000 8,700 60,000 6,500 40,000 193,571 17,500 2,500 10,000 3,000 35,231 15,000 35,000 0 52,500 22,000 7,500 15,000 15,000 54,000 40,000

Adopted FY 2018 Budget 25,000 80,000 70,000 25,000 15,000 20,000 190,000 34,000 20,000 40,000 8,700 184,718 6,500 40,000 312,574 17,500 2,500 10,000 3,000 35,231 15,000 35,000 10,000 52,500 22,000 7,500 15,000 15,000 71,000 40,000

$983,002 $1,522,723

City of Coral Springs, Florida

$ Change 0 0 0 0 0 20,000 149,000 0 0 0 0 124,718 0 0 119,003 0 0 0 0 0 0 0 10,000 0 0 0 0 0 17,000 0

% Change 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 363.41% 0.00% 0.00% 0.00% 0.00% 207.86% 0.00% 0.00% 61.48% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 31.48% 0.00%

$539,721 54.91%

Fire Fund Fire Fund Budget Summary Revenues: Non Ad Valorem Special Assessment Fees Non-Ad Valorem Special Assessment Fee Government Assessment Nonprofit Subsidy (Churches & Schools) Sub-Total Non Ad Valorem Special Assessment Fees Partial Year Assessment Intergovernmental Base Contract (Parkland) Base Contract (Broward County) Sub-Total Intergovernmental Charges for Services: Fire Inspection Services Fire Re-Inspection Fees Training Tuition Fees Training Miscellaneous Fees State Education Incentive Fund Off Duty Fire Rescue Service Plan Review Fees Sub-Total Charges for Services Fines and Forfeitures: Fire Inspection Fines False Alarm Recovery Sub-Total Fines and Forfeitures Other: Interest Income Miscellaneous Revenue Doubtful Accounts Sub-Total Other Interfund Transfers Capital Reserve Sub-Total Interfund Transfers Grand Total - Revenues Expenditures: Departmental Administration Communication Service Suppression Training Community Risk Reduction Total Departmental Non-Departmental C.I.P. Other Contractual (Wellness) OPEB Rate Consultant Contingency Assessment Collection Costs Microsoft Licensing Indirect Costs Economic Conditions Computer Replacement Program Sub-Total - Non-Departmental Interfund Transfers: Capital Transfer to Equip Replacement Fund Property Casualty Transfer Sub-Total - Interfund Transfers Bond Debt Service: Revenue Bond-'04 (Refunding) Revenue Bond-'08 2013 Lease Purchase Financing (Phone) Sub-Total - Debt Service Total Non-Departmental Grand Total - Expenditures Revenues in Excess of Expenditures

Prepared 10/26/2017 9:17 AM

FY2018 Adopted Budget

FY 2015 Actual

FY 2016 Actual

FY2017 Adopted Budget

$9,592,940 185,323 995,808 10,774,072 3,751

$9,628,295 250,592 1,011,001 10,889,888 6,749

$10,269,608 236,049 1,092,401 11,598,058 5,887

$10,976,450 219,753 1,297,046 12,493,249 5,887

$706,842 (16,296) 204,645 895,191 (0)

6.88% -6.90% 18.73% 7.72% -0.01%

5,523,449 12,124 5,535,573

5,489,228 12,124 5,501,352

5,707,100 12,124 5,719,224

6,074,761 12,124 6,086,885

367,661 0 367,661

6.44% 0.00% 6.43%

979,929 13,411 1,208,312 582,626 74,668 50,278 153,031 3,062,255

906,216 21,026 1,306,316 524,876 46,620 59,626 139,312 3,003,992

834,462 31,836 1,688,532 294,736 50,000 45,000 114,444 3,059,010

834,462 31,836 1,751,731 417,629 50,000 45,000 114,444 3,245,102

0 0 63,199 122,893 0 0 0 186,092

0.00% 0.00% 3.74% 41.70% 0.00% 0.00% 0.00% 6.08%

6,050 700 6,750

15,511 0 15,511

52,020 0 52,020

52,020 50,000 102,020

0 50,000 50,000

0.00% n/a 96.12%

24,571 13,400 (3,600) 34,371

33,965 5,241 0 39,206

50,000 5,000 0 55,000

0 0 0 0

0.00% 0.00% n/a 0.00%

0 0

1,851,114 1,851,114

0 0

0 0 0

n/a n/a

$19,416,772

$21,307,811

$20,489,199

$21,988,143

$1,498,944

7.32%

$587,636 108,012 12,146,562 1,727,281 1,314,871 15,884,361

$660,323 124,786 12,475,770 1,765,812 1,346,289 16,372,980

$694,080 166,292 12,883,761 1,922,733 1,324,408 16,991,274

$742,893 158,593 13,904,319 2,143,226 1,530,060 18,479,091

$48,813 (7,699) 1,020,558 220,493 205,652 1,487,817

7.03% -4.63% 7.92% 11.47% 15.53% 8.76%

216,856 0 0 0 306,341 19,628 0 1,658,349 1,040 29,693 2,231,907

255,282 74,314 57,143 19,999 121,045 19,627 24,676 1,724,683 15,564 45,218 2,357,551

565,500 75,000 62,857 0 150,000 20,000 28,054 1,797,982 102,367 82,600 2,884,360

609,800 0 64,114 0 150,000 20,000 35,000 1,878,891 102,367 9,500 2,869,672

44,300 (75,000) 1,257 0 0 0 6,946 80,909 0 (73,100) (14,688)

7.83% -100.00% 2.00% n/a 0.00% 0.00% 24.76% 4.50% 0.00% -88.50% -0.51%

765,500 0 192,002 957,502

2,076,000 0 218,420 2,294,420

0 100,000 230,705 330,705

0 100,000 256,520 356,520

0 0 25,815 25,815

n/a 0.00% 11.19% 7.81%

132,860 100,000 50,000 282,860 3,472,269

132,860 100,000 50,000 282,860 4,934,831

132,860 100,000 50,000 282,860 3,497,925

132,860 100,000 50,000 282,860 3,509,052

0 0 0 0 11,127

0.00% 0.00% 0.00% 0.00% 0.32%

$19,356,630

$21,307,811

$20,489,199

$21,988,143

$1,498,944

7.32%

$60,142

Fiscal Year 2018 Annual Budget

$ % Change from Change from FY17 Budget FY17 Budget

Fire Fund FY2018 adopted

Fire Fund Description The Fire Fund is a special revenue fund to provide fire protective services to the citizens of Coral Springs. The City of Coral Springs also has a contractual agreement with the City of Parkland, Florida, to provide fire/rescue services. The Fire Department is funded by a special assessment. The Emergency Medical Services (EMS) portion of the Fire Department is funded in the General Fund (refer to the General Fund revenues and expenditures for information on the EMS budget). The Fire Fund budget is $21,988,143 in Fiscal Year 2018. This represents an increase of $1,498,944 or 7.3% over the Fiscal Year 2017 Fire Fund Total Revenues - $21,988,143 adopted budget.

Fire Fund total revenuesâ&#x20AC;&#x201D;$21,988,143

Revenues

Other 0.7%

Major revenue sources for the Fire Fund for Fiscal Year 2018 budget include: Special Assessment: (56.4% of total revenues)

$12,499,136

Charges for Services 14.8%

The primary revenue source for the Fire Fund is a non-ad valorem special assessment which makes up 56.6% of total revenues. The assessment increased $895,191 or 7.7% from Fiscal Year 2017. A portion of this fire assessment fee is subsidized by the General Fund for churches and schools that are exempt from this assessment. The General Fund also covers the fire assessment fee for government properties. The table below shows fire assessment fees are based on the type of property, not the value of that property.

Intergovernmental 27.7%

Special Assessment 56.8%

Intergovernmental: $6,086,885 (27.7% of total revenues) Intergovernmental revenues increased by $367,661 or 6.4% due to an increase in our contract with the City of Parkland for the delivery of Community Risk Reduction, Emergency Medical and Fire Protection Services. This partnership began in March 2004. A new five-year contract was renewed beginning October 1, 2016. Charges for services: (14.8% of total revenues)

$3,245,102

Charges for services, also known as user fees, are fees charged for a city service that are provided to an individual or group, not the community at large, such as training, inspections, and plan reviews. Charges for services revenue increased by $186,092 or 6.1%, primarily due to training tuition and fees. This revenue is generated through firefighter training and certification programs offered at the Fire Training Academy to other cities and agencies in our area. Other: (0.7% of total revenues)

$157,020

Other revenue includes interest income, fines, forfeiture, and false alarm recovery.

Fire Assessment rate schedule Property Use:

Adopted

FY 2015

FY 2016

FY 2017

FY 2018

Change

Residential (per unit) Single-Family Multi-Family Commercial (per 100 sq. ft., up to 400,000 sq. ft.)

Warehouse/Industrial (per 100 sq. ft., up to 400,000 sq. ft.)

Institutional/Governmental (per 100 sq. ft., up to 400,000 sq. ft.)

$141.36

$147.00

$155.00

$180.00

$25.00

16.1%

$186.40

$186.00

$195.25

$0.00

0.0%

$19.98

$19.78

$23.03

$23.00

-$0.03

-0.1%

$3.01

$2.40

$2.98

$0.00

0.0%

$21.47

$22.00

$22.50

$27.00

$4.50

20.0%

City of Coral Springs, Florida

Fire Fund Total Expenditures - $21,988,143 Fire Fund total expenditures—$20,489,199*

Expenditures The Fire Fund expenditures increased by $1,498,944 or 7.3% over the Fiscal Year 2017 adopted budget. The increase is primarily attributable to operating expenditures and capital. Major expenditures for the Fire Fund budget include: Suppression: (63.2% of total expenditures)

Debt Service 1.3%

Training 9.7% Community Risk Reduction 7.0%

$13,904,319

Interfund Transfer 1.6%

The Fire Suppression Division responds to all fire calls and other emergency situations. The Suppression Division is comprised of Assistant Fire Chiefs, Battalion Chiefs, Captains, Rescue Lieutenants, and Firefighter/Paramedics. These units not only provide fire service for the City of Coral Springs, but also for the neighboring City of Parkland. This partnership has improved emergency response times and has benefitted both cities. The overall Suppression budget has increased $1,020,558 or 7.9% from Fiscal Year 2017. This increase is primarily due to the addition of three additional Firefighter/Paramedics, higher wages, pension contributions, and vehicle depreciation costs. Training: (9.7% of total expenditures)

Non-Departmental 13.1%

Suppression 63.2%

Administration 3.4% Communication Services 0.7%

* %’s may not add 100% due to rounding

$2,143,226

The Fire Training Division is responsible for the certification of fire and emergency rescue personnel. The Training Division budget increased $220,493 or 11.5% from Fiscal Year 2017. The majority of the increase is for instructors at the Academy. The Academy is self-sustaining, meaning revenues offset operational expenditures. Community Risk Reduction (formerly known as the Inspection Division): (7.0% of total expenditures)

$1,530,060

The division recently changed its name to Community Risk Reduction (CRR). to better reflect the mission to prevent a fire incident or personal injury before it occurs. CRR staff provides fire inspection, plan review, public life-safety education, and fire related investigation services for the citizens of Coral Springs. The CRR budget increased $205,652 or 15.5% from Fiscal Year 2017. This is primarily due to the addition of a Fire Inspector and conversion of a part-time Principal Office Assistant to full-time. Administration: (3.4% of total expenditures)

$742,893

Fire’s Administration budget increased $48,813 or 7.0%. This is due to higher wages and a slight increase in operating expenses.

Fire Assessment Fee Comparison

Fire Assessment rate comparison Fiscal Year 2018 local cities with full service fire departments $400 $350 $300 $250 $200 $150

$372.84

*ISO 1 Fire Departments $350.00 $300.00

$271.48

$256.00 $222.00

$209.50

$196.00

$180.00

$100 $50 $0

Fiscal Year 2018 Annual Budget

$175.00

$163.00

Fire Fund (continued) Communication Services: (0.7% of total expenditures)

$158,593

The Communication Services Division consists of telecommunicators and emergency call takers. Expenses in this area decreased $7,699 or 4.6% from Fiscal Year 2017. The decrease is primarily due to a reduction of operating expenses. The cost of this division is split between the Fire Fund and EMS in the General Fund. Non-departmental: $2,869,672 (13.1% of total expenditures) Non-departmental expenses decreased by $14,688 or 0.5%. Increases to capital outlay and indirect costs were offset by decreases to the computer replacement plan and movement of the wellness exams to the Suppression division. The major Fiscal Year 2018 Fire non-departmental expenditures include the following: • $1,878,891 to cover indirect costs associated with various City departments • $609,800 for capital outlay • $150,000 dedicated to financial policy contingency and $102,367 to economic conditions • $64,114 for contributions to Other Post Employment Benefits (OPEB) • $35,000 for Microsoft licensing costs • $20,000 for assessment collection costs • $9,500 for computer replacement Interfund transfer: (1.6% of total expenditures)

$356,520

The cost of property/casualty insurance premiums increased $25,815 or 11.2% from Fiscal Year 2017. An interfund transfer in the amount of $100,000 will be used to repay the Equipment Services Fund. One million dollars was borrowed from the Equipment Services Fund in 2016 to help fund an unexpectedly high bid to construct Fire Stations 43 and 95. The entire amount will be repaid within 10 years. Debt service: (1.3% of total expenditures)

$282,860

Debt service is unchanged.

Fire Fund revenue and expense summary Fire Fund Sources Revenues: Fire Fund Special Assessment Intergovernmental Revenue Charges for Services Misc. Revenue/Interest Income Fines and Forfeitures Partial Year Assessment Capital Reserve Total Revenues

FY 2014 Actual

FY 2015 Actual

$10,585,171 5,412,640 2,148,838 36,114 14,811 6,037 173,566 $18,377,177

$10,774,072 5,535,573 3,062,255 34,371 6,750 3,751 0 $19,416,772

Uses Expenditures: Personal Services Benefits Other Operating Operating Capital Training Division Non-Departmental Interfund Transfers Debt Service Total Expenditures

$8,565,326 4,091,250 1,368,726 213,344 1,273,670 1,644,162 937,839 282,860 $18,377,177

$9,334,121 3,415,320 1,407,639 216,856 1,727,281 2,015,051 957,502 282,860 $19,356,630

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$10,889,888 5,501,352 3,003,992 39,206 15,511 6,749 1,851,114 $21,307,811

$11,598,058 5,719,224 3,059,010 55,000 52,020 5,887 0 $20,489,199

$12,493,249 6,086,885 3,245,102 55,000 102,020 5,887 0 $21,988,143

$895,191 $367,661 $186,092 $0 $50,000 $0 $0 $1,498,944

7.7% 6.4% 6.1% 0.0% 96.1% 0.0% n/a 7.3%

$9,601,653 3,754,682 1,250,833 255,282 1,765,812 2,102,269 2,294,420 282,860 $21,307,811

$9,829,275 3,653,390 1,585,876 565,500 1,922,733 2,318,860 330,705 282,860 $20,489,199

$10,519,538 4,094,776 1,721,551 609,800 2,143,226 2,259,872 356,520 282,860 $21,988,143

$690,263 $441,386 $135,675 $44,300 $220,493 ($58,988) $25,815 $0 $1,498,944

7.0% 11.8% 10.8% 17.4% 12.5% -2.8% 1.1% 0.0% 7.3%

City of Coral Springs, Florida

$ Change from FY17 Budget

% Change from FY17 Budget

Water and Sewer Fund Budget Summary Statement of Revenues and Expenses Water & Sewers Fund

Revenues Operating Revenues Water Wastewater Private Fire Line Fee Meter Sales Backflow Recertification Adm. Fee Miscellaneous Income Charges for Service Total Operating Revenue Non-Operating Revenues Interest Income - Operating Interest Earnings-Revenue Bond Series 2012 Doubtful Accounts Capitalization from Prior Year CIP Appropriated Fund Balance Total Non-Operating Revenue Grand - Total Revenues Expenses Departmental Administration Water Distribution Wastewater Collection Water Treatment Total Departmental Non-Operating Wastewater Treatment Capital Administrative Services Revenue and Collection Non-Departmental Transfer To Renewal and Replacement Business Development Property/Casualty Computer Replacement Debt Service Lease Purchase Financing 2013 (Phone System) Revenue Bond-Series 2010 Revenue Bond-Series 2012 ($8.7M/2.29%/20 years) Revenue Bond-Series 2015 ($4.7M/2.002%/10 years) SRF Loans Water Plant Imp DW0603010 ($5.4M/2.57%/20 years) Wells & wellheads DW0603020 ($1.8M/2.79%/20 years) Transm. Dist, Interconnect DW0603030 ($3M/2.79%/2 Source & Treatment DW061620 ($1.1M/3.06%/20 years Lift Stations Rehab WW822020 Sewer Rehab WW06160 Forest Hills Wellfield DW061630 Subtotal Debt Service Total Non-Operating Grand Total - Expenses Revenues in Excess of Expenses Positions

FY 2015 Actual

FY 2016 Adopted Budget

FY 2017 Adopted Budget

FY 2018 Adopted Budget

$8,434,232 12,262,183 24,979 3,130 25,476 4,323 267,746 21,022,069

$8,459,130 12,680,259 24,865 12,731 18,362 11,330 192,845 21,399,522

$8,658,486 12,718,563 24,551 25,208 22,400 (7,427) 316,810 21,758,591

$8,755,199 13,124,068 25,611 10,000 18,913 10,000 204,470 22,148,261

$9,061,630 13,583,410 26,379 10,300 19,480 10,000 210,889 22,922,088

$306,431 459,342 768 300 567 6,419 773,827

3.50% 3.50% 3.00% 3.00% 3.00% 0.00% 3.14% 3.49%

30,309 190 30,499

25,250 18,000 43,250

60,421 60,421

25,502 5,000 1,597,793 1,628,295

31,012 2,902,707 2,933,719

5,510 (5,000) 1,304,914 1,305,424

21.61% -100.00% 0.00% 0.00% 81.67% 80.17%

21,052,568

21,442,772

21,819,012

23,776,556

25,855,807

2,079,251

8.74%

849,464 903,403 2,483,906 1,178,791 5,415,564

995,700 1,089,044 1,155,196 3,003,667 6,243,607

961,504 1,059,319 1,156,299 2,619,583 5,796,705

1,049,980 1,119,212 1,241,049 3,037,385 6,447,626

1,135,761 1,168,645 1,255,105 3,106,453 6,665,964

85,781 49,433 14,056 69,068 218,338

8.17% 4.42% 1.13% 2.27% 3.39%

5,232,090 458,626 1,576,400 552,031 285,614 4,790,000 250,000 565,017 2,415

5,513,827 558,000 1,576,400 535,316 535,556 3,344,000 260,000 642,759 20,176

6,104,926 552,215 1,576,400 535,316 288,022 3,344,000 260,000 642,759 12,872

6,065,210 325,000 1,643,397 556,712 358,437 5,214,000 271,050 678,913 2,800

6,065,210 905,500 1,750,950 622,459 358,987 6,219,000 283,247 754,879 16,200

580,500 107,553 65,747 550 1,005,000 12,197 75,966 13,400

0.00% 178.62% 6.54% 11.81% 0.15% 19.28% 4.50% 11.19% 478.57%

50,000 579,622 252,698

50,000 581,330 564,132

50,000 582,056 563,683

0.00% 0.00% 0.00% 0.00%

359,107 120,249 201,750 75,846 34,846 68,028 139,145

361,943 121,224 203,318 75,902 34,925 68,527 151,830

361,943 121,225 203,318 75,902 34,926 68,528 151,830

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

1,881,291

2,213,131

2,213,411

0.00%

FY 2016 Actual

$ % Change From Change From FY17 Budget FY17 Budget

15,593,484

15,199,165

15,529,641

17,328,930

19,189,843

1,860,913

10.74%

$21,009,048

$21,442,772

$21,326,346

$23,776,556

$25,855,807

$2,079,251

8.74%

$43,520

$492,666

40.25

40.50

Fiscal Year 2018 Annual Budget

40.50

$0 40.50

$0 0.00

n/a 0.00%

Water and Sewer Fund Description The Water and Sewer Fund, as an enterprise fund, must be self-supporting through user fees charged for services. The purpose of the Water and Sewer Fund is to provide clean water and to safely dispose of wastewater for customers living in the Coral Springs water district; which is the area between Wiles Road and Royal Palm Boulevard. The Fiscal Year 2018 Water and Sewer budget totals $25,855,807. This amount represents a increase of $2,079,251 or 8.74% from Fiscal Year 2017. This increase is primarily due to additional capital funding of $1,585,500 and higher departmental costs of $218,338.

Water bill for average single-family residence

Water Wastewater Total Monthly Bill

2017 Average Bill

2018 Average Bill

$ Increase (Decrease)

% Increase (Decrease)

$23.43 $40.57

$24.25 $41.99

$0.82 $1.42

3.5% 3.5%

$64.00

$66.24

$2.24

3.5%

Note: Rates are calculated using an average consumption of 5,000 gallons for a single family residence (including 10% utility tax on water). Rate increase will be in effect October 1, 2017

Revenues The City will continue with the 3.5% annual rate adjustment recommended by the 2013 Water and Wastewater Study for Fiscal Years 2014-2023. One of the principal objectives of the study was to develop a multi-year plan of water and wastewater rate revenue increases that will satisfy annual operating, debt service, and capital cost requirements as well as maintain adequate operating reserves. The City Commission has approved the recommended 3.5% rate adjustment for FY2018. As illustrated in the table above, a typical single family residence in Coral Springs (consumption of 5,000 gallons per month) will notice an increase of $2.24 on the total monthly water bill.

Water and Sewer FundFund Total Revenues - $25,851,807 Water and Sewer Total Revenues

Other 1.2%

Wastewater 52.5%

Appropriated Fund Balance 11.2%

Water 35.1%

Major revenues for the Water and Sewer Fund include: Water: (35.0% of total revenue)

$9,061,630

Revenue from the sale of water is estimated to increase by $306,431, or 3.5% compared to Fiscal Year 2017 budget This increase is due to the recommended 3.5% annual rate adjustment. Wastewater: (52.5% of total revenue) $ 13,583,410 The wastewater revenue consists of a base charge to the customer for sewage disposal and a volume-based charge based on the monthly water consumption. For Fiscal Year 2018, the rate to calculate the volumetric charge will be $4.10 per 1,000 gallons of water use. This represents a 3.5% annual rate adjustment. Appropriated fund balance (11.2% of total revenues) $ 2,902,707 The allocation of surplus or fund balance will increase by $1,304,914 or 81.6% compared to FY 2017. This increase is due to the financing of specific capital projects in order to maintain the Cityâ&#x20AC;&#x2122;s water and sewer infrastructure. Other (1.2% of total revenue) $ 308,060 Other miscellaneous revenues include meter sales, private fire line fee, administrative fee for backflow certification, and interest income from fund balance.

City of Coral Springs, Florida

Expenses The City has an aggressive plan to mitigate wastewater system inflow and infiltration problems, has acquired additional wastewater treatment reserve capacity, and has implemented measures to reduce operational costs. In Fiscal Year 2018 we will continue our efforts to control expenses and improve services to our customers.

Major expenses in the Water and Sewer Fund Include:

Water and Sewer Fund Total Expenditures - $25,855,807 Water and Sewer Fund total expenditures Administration 4.4% Water Distribution 4.5%

Capital 3.5%

Wastewater Collection 4.9%

Administration: $ 1,135,761 or 4.4% of total expenses

Administration costs increased by $85,781 or 8.17%from the previous years budget.

Non-Operating 47.3% Water Treatment 12.0%

Water Distribution: $ 1,168,645 or 4.52% of total expenses The overall Water Distribution division is projected to increase by $ 49,433 or 4.4% Wastewater Collection: $1,255,105 or 4.85% of total expenses. The budget in this division increased $14,056 or 1.13%

Wastewater Treatment 23.5%

Water Treatment: $ 3,106,453 or 12.0% of total expenses Water treatment expenses increased by $69,068 or 2.27%. Wastewater Treatment: $6,065,210 or 23.5% Wastewater treatment costs are expected to remain the same as in FY2017. Capital: $ 905,500 or 3.5% of total expenses

Operating capital funds will be used to continue inspection, repair, and maintenance of water and wastewater valves, ongoing replacement of fire hydrants, painting of Water Treatment Plant and purchase of portable emergency generators at lift stations within the City.

Water and Sewer Fund revenue and expense summary Water & Sewer

Sources Revenues: Water Wastewater Charges for Services Meter Sales Interest Income Appropriated Fund Balance Total Revenues

FY 2014 Actual

FY 2015 Actual

FY 2016 Actual

$8,140,432 11,797,667 315,921 5,895 32,256 0 $20,292,171

$8,434,232 12,262,183 322,524 3,130 30,499 0 $21,052,568

$8,658,486 12,718,563 356,334 25,208 60,421 0 $21,819,012

$8,755,199 13,124,068 258,994 10,000 30,502 1,597,793 $23,776,556

$9,061,630 13,583,410 266,748 10,300 31,012 2,902,707 $25,855,807

$306,431 $459,342 $7,754 $300 $510 $1,304,914 $2,079,251

3.5% 3.5% 3.0% 3.0% 1.7% 81.7% 8.7%

Uses Expenses: Personal Services Benefits Other Operating Operating Capital Debt Service Renewal and Replacement Insurance Other Non-Operating Total Expenses

$1,844,885 907,677 2,326,912 574,928 1,577,198 3,113,250 533,639 7,420,439 $18,298,928

$2,061,769 975,154 2,361,729 475,538 1,881,291 4,790,000 565,017 7,898,550 $21,009,048

$2,351,093 1,047,851 2,397,761 552,215 2,213,131 3,344,000 642,759 8,777,536 $21,326,346

$2,346,997 1,068,168 3,032,459 343,411 2,213,411 5,214,000 678,913 8,879,197 $23,776,556

$2,499,009 1,073,468 3,093,487 905,500 2,213,411 6,219,000 754,879 9,097,053 $25,855,807

$152,012 $5,300 $61,028 $562,089 $0 $1,005,000 $75,966 $217,856 $2,079,251

6.5% 0.5% 2.0% 163.7% 0.0% 19.3% 11.2% 2.5% 8.7%

$1,993,243 38.75

$43,520 40.25

$492,666 40.5

$0 40.5

$0 0.00

Rev. in Excess of Exp. Total full-time FTE's

FY 2017 Budget

FY 2018 Budget

Fiscal Year 2018 Annual Budget

$ Change from FY17 Budget

% Change from FY17 Budget

n/a 0.0%

Statement of Revenues and Expenses Health Fund Budget Summary Health Fund

FY 2015 Actual Revenues Transfers: General Fund Water and Sewer Fund Fire Fund Solid Waste Fund General Insurance Fund Equipment Services Subtotal Transfers Interest Income Recoveries: Premium/Retirees Terminated/Cobra Employees W/Dependent Wellness Other/Pharmacy Rebate Subtotal Recoveries Appropriated Retained Ear

FY 2016 Actual

FY 2018 Adopted Budget

FY 2017 Adopted Budget

$ % Change From Change From FY17 Budget FY17 Budget

$9,560,948 586,270 1,601,938 218,486 23,626 11,991,268

$9,910,422 608,646 1,683,202 11,272 23,695 225,424 12,462,661

$10,340,314 626,307 1,721,766 11,598 38,660 231,961 12,970,606

$10,164,611 596,901 1,697,731 40,524 36,840 221,041 12,757,648

15,074

26,776

20,000

792,016 2,291 581,024 321,711 1,697,042

789,120 5,045 571,133 285,939 1,651,237

875,000 20,000 700,000 75,000 250,000 1,920,000

900,000 20,000 776,100 100,000 300,000 2,096,100

($175,703) (29,406) (24,035) 28,926 (1,820) (10,920) (212,958) -

25,000 76,100 25,000 50,000 176,100 -

-1.70% -4.70% -1.40% 249.41% -4.71% -4.71% -1.64% 0.00%

2.86% 0.00% 10.87% 33.33% 20.00% 9.17% n/a

Total Revenues

13,703,384

14,140,674

14,910,606

14,873,748

(36,858)

-0.25%

Expenses Health-Dental Contingency Long Term Disability Life Insurance

13,236,295 163,073 131,353

13,725,741 25,000 171,246 137,591

14,556,406 35,000 180,000 139,200

14,492,217 36,231 180,000 165,300

(64,189) 1,231 26,100

-0.44% 3.52% 0.00% 18.75%

Total Expenses

13,530,721

14,059,578

14,910,606

14,873,748

(36,858)

-0.25%

$172,663

$81,096

n/a

1.50

2.25

0.00

0.00%

Revenues in Excess of Expenses

Positions

City of Coral Springs, Florida

Health Fund Description The City provides insurance to employees in the areas of long-term disability, life insurance, and medical/dental insurance. The General, Water and Sewer, Fire, General Insurance, and Equipment Services funds are billed to cover premiums and claims, and to maintain an adequate reserve balance. Given the diversity of the Health Fund, the fund is categorized as health/dental, long-term disability, and life insurance to enhance accountability and budget control. The Fiscal Year 2018 Health Fund budget is $14,873,748. This represents a decrease of $36,858 or .25 % from the Fiscal Year 2017 adopted budget.

Revenues Interfund transfers: (85.7% of total revenues)

Expenses $12,757,648

Group health/dental program: (97.4% of total expenses)

Interfund transfers from the General Fund, Water and Sewer, Fire, General Insurance, and Equipment Services funds decreased by $212,958 or 1.6%. This revenue consists of recovering administrative cost for services regarding health, dental, life, and long-term disability insurance. This fee is calculated annually based on the number of full-time employees assigned to each Department and Fund. Recoveries: (14.1% of total revenues)

This represents health and dental insurance costs for the City, which is self-insured. This expense decreased $64,189 or .4% from Fiscal Year 2017. Long-term disability: (1.2% of total expenses)

$180,000

This represents the cost to cover long-term disability for fulltime employees. This program has enabled the City to cap sick leave accruals at 480 hours per employee, while providing employees long-term disability coverage. This expense is projected to remain the same at Fiscal Year 2017 budget.

$2,096,100

Recoveries are premiums and other charges to employees, terminated employees, and retirees for the service of health insurance. Recoveries revenue increased by $176,100 or 9.1%. This increase is mainly due to projecting a 10% increase in employeeâ&#x20AC;&#x2122;s contributions, 20% increase in pharmacy rebates and $100,000 for wellness rebates to be received from the Health Insurance company. Interest income: (0.1% of total revenues)

$14,492,217

Life insurance: (1.1% of total expenses)

$165,300

The cost of life insurance has increased $26,100 or 18.7% from Fiscal Year 2017. Contingency:

$20,000

This income is an estimate of the interest earnings that will generate the fund balance during the fiscal year. Interest income for Fiscal Year 2018 is projected to remain the same as Fiscal Year 2017 budgeted income.

A contingency of $36,231 was budgeted to cover for differences in estimates versus actual payments. This expense increased $1,231 or 3.5%.

Health Fund revenue and expense summary Health Fund

Sources Revenues: Interfund Transfers Recoveries Interest Income Total Revenues

FY 2014 Actual

FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$11,645,096 1,619,276 17,160 $13,281,532

$11,991,268 1,697,042 15,074 $13,703,384

$12,462,661 1,651,237 26,776 $14,140,674

$12,970,606 1,920,000 20,000 $14,910,606

$12,757,648 2,096,100 20,000 $14,873,748

($212,958) $176,100 $0 ($36,858)

-1.6% 9.2% 0.0% -0.3%

Uses Expenses: Health-Dental Long-Term Disability Life Insurance Contingency Total Expenses

$12,785,588 159,411 130,049 0 $13,075,048

$13,236,295 163,073 131,353 0 $13,530,721

$13,725,741 171,246 137,591 25,000 $14,059,578

$14,556,406 180,000 139,200 35,000 $14,910,606

$14,492,217 180,000 165,300 36,231 $14,873,748

($64,189) $0 $26,100 $1,231 ($36,858)

-0.4% 0.0% 18.8% 3.5% -0.3%

$206,484 1.25

$172,663 1.5

$81,096 1.5

$0 2.25

Rev. in Excess of Exp. Total full-time FTE's

$36,231

Fiscal Year 2018 Annual Budget

$ Change from FY17 Budget

$0 0.00

% Change from FY17 Budget

n/a 0.0%

General Insurance Fund Budget Summary FY 2015 Actual

FY 2016 Actual

FY 2017 Adopted Budget

FY 2018 Adopted Budget

Transfers: General Fund Water and Sewer Fund Fire Fund Health Fund Equipment Services Solid Waste fund Subtotal Transfers

$2,270,469 636,326 386,848 2,680 26,575 3,322,898

$2,457,333 716,154 419,754 2,718 27,183 1,359 3,624,501

$2,625,727 757,393 446,456 4,360 29,067 1,453 3,864,456

2,907,469 838,761 495,117 4,660 31,067 5,696 4,282,770

Interest Income/Other

22,610

37,807

25,000

0.00%

76,539 41,941 70,504 188,984

137,475 53,739 1,136,267 1,327,481

50,000 25,000 50,000 125,000

50,000 40,000 50,000 140,000

15,000 15,000

0.00% 60.00% 0.00% 17.65%

Total Revenues

3,534,492

4,989,789

4,014,456

4,447,770

433,314

10.79%

Expenses Workers' Compensation Property/Motor Vehicle Liability Casualty/General Claims

1,325,770 1,837,311 221,602

2,020,967 1,977,134 508,672

1,687,297 2,130,732 196,427

1,855,130 2,340,490 252,150

167,833 209,758 55,723

9.95% 9.84% 28.37%

$3,384,683

$4,506,773

$4,014,456 $4,447,770

$433,314

10.79%

$149,809

$483,016

($0)

n/a

1.50

2.50

0.00

0.00%

$ % Change From Change From FY17 Budget FY17 Budget

Revenues

Recoveries: Motor Vehicle Property Damage Workers' Comp Subtotal Recoveries

Total Expenses Revenues in Excess of Expenses Positions

City of Coral Springs, Florida

$281,742 81,368 48,661 300 2,000 4,243 418,314

10.73% 10.74% 10.90% 6.88% 6.88% 292.02% 10.82%

General Insurance Fund Description The City is insured in the areas of general liability, property and auto liability, and workers’ compensation. The General, Water and Sewer, Health, Fire, and Equipment Services funds are billed to cover premiums, claims, and to maintain an adequate reserve balance in the General Insurance Fund. Given the diversity of the General Insurance Fund, the fund is categorized as workers’ compensation, property/motor vehicle liability, and casualty/general claims to enhance accountability and budget control. The Fiscal Year 2018 General Insurance Fund budget totals $4,447,770. This represents an increase of $433,314 or 10.7% from the Fiscal Year 2017 adopted budget.

Revenues

Expenses

Interfund Transfers: (96.3% of total revenues)

$4,282,770

Workers’ compensation: (41.7% of total expenses)

Interfund transfer revenue consists of administrative fees charged to other funds for services related to workers’ compensation and property/casualty insurance. The fee for workers’ compensation is calculated proportionally using the number of full-time employees per fund. The annual cost of property/casualty is allocated among the General Fund, Fire Fund, and Water and Sewer Fund. The increase is primarily attributable to higher insurance premium costs in Fiscal Year 2018. Recoveries: (3.1% of total revenues)

$140,000

Workers’ compensation claims are estimated to increase by $167,833 or 9.9%. Property/motor vehicle liability: (52.6% of total expenses)

$2,340,490

This represents a $209,758 or 9.8% increase for property/motor vehicle liability due mainly to a rise in property insurance premium costs. Casualty/general claims: (5.6% of total expenses)

$252,150

Casualty/general claims are expected to increase by 28.3% from Fiscal Year 2017 budget.

Recoveries revenue consist of motor vehicle, property, and workers’ compensation recoveries. Total recoveries are projected to increase $15,000 or 17.6% in Fiscal Year 2018. Interest Income: (0.6% of total revenues)

$1,855,130

$25,000

Interest earnings from fund balance are projected to remain the same as Fiscal Year 2017.

General Insurance Fund revenue and expense summary General Insurance Fund

Sources Revenues: Interfund Transfers Recoveries Interest Income Total Revenues

FY 2014 Actual

FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$3,176,379 71,792 21,443 $3,269,614

$3,322,897 188,984 22,610 $3,534,491

$3,624,501 1,327,481 37,807 $4,989,789

$3,864,456 125,000 25,000 $4,014,456

$4,282,770 140,000 25,000 $4,447,770

$418,314 15,000 $0 $433,314

10.8% 12.0% 0.0% 10.8%

Uses Expenses: Workers' Compensation Property/Motor Veh. Liability Casualty/General Claims Total Expenses

$1,060,530 1,812,375 (163,168) $2,709,737

$1,325,770 1,837,311 221,602 $3,384,683

$2,020,967 1,977,134 508,672 $4,506,773

$1,687,297 2,130,732 196,427 $4,014,456

$1,855,130 2,340,490 252,150 $4,447,770

$167,833 209,758 55,723 $433,314

9.9% 9.8% 28.4% 10.8%

$559,877 1.5

$149,808 1.5

$483,016 2.5

$0 2.5

$0 0.0

n/a 0.0%

Rev. in Excess of Exp. Total full-time FTE's

Fiscal Year 2018 Annual Budget

$ Change from FY17 Budget

% Change from FY17 Budget

Statement of Revenues and Expenditures

Coral Springs Charter School Fund Budget Charter School Fund Summary FY 2018 Adopted Budget

FY 2015 Actual

FY 2016 Actual

FY 2017 Adopted Budget

Revenues Intergovernmental Other Revenue/ Miscellaneous Appropriation of Fund Balance

$12,147,340 25,460 0

$12,537,050 52,527 0

$12,043,752 24,116 0

$12,153,888 72,400 165,392

$110,136 $48,284 $165,392

0.91% 200.22% n/a

Total Revenues

$12,172,800

$12,589,577

$12,067,868

$12,391,680

$323,812

2.68%

Expenditures Operating Expenses (CSUSA) Transfer to General Fund-Lease Capital

$10,481,564 1,420,000 0

$10,740,486 1,420,000 0

$10,597,868 1,420,000 50,000

$10,921,680 1,420,000 50,000

$323,812 $0 $0

3.06% 0.00% 0.00%

Total Expenditures

$11,901,564

$12,160,486

$12,067,868

$12,391,680

$323,812

2.68%

$271,236

$429,091

Revenues in Excess of Expenditures

$ Change From FY17 Budget

% Change From FY17 Budget

Coral Springs Charter School Fund Description Charter Schools USA (CSUSA), a professional education management company, operates the school on the Cityâ&#x20AC;&#x2122;s behalf. The Fiscal Year 2018 Charter School Fund budget is $12,391,680. This represents an increase of $323,812, or 2.68% from the Fiscal Year 2017 adopted budget.

Revenues

Expenditures

Intergovernmental: $12,153,888 (98.1% of total revenues)

Operating expenditures CSUSA: (88.1% of total expenditures)

This revenue represents funds received from Broward County for students attending the Coral Springs Charter School. It is based on the updated calculation by the state for the new school year.

This represents the funds needed to operate the Coral Springs Charter School. Total operating expenses increased $323,812 or 3.06%.

Other revenue: (0.6% of total revenues)

$72,400

A majority of this revenue represents funds received for interest income. Appropriation of fund balance: (1.3% of total revenues)

$165,392

A portion of the fund balance will be used to pay for certain capital items if necessary.

Transfer to General Fund: (11.5% of total expenditures)

$10,921,680

$1,420,000

This is a lease expense to repay the General Fund for all schoolrelated expenses necessary to operate the Charter School including telephone, electricity, cable/satellite, water and sewer, waste disposal, pest control, building repairs and maintenance. There is no change from the current year. Capital: $50,000 (0.4% of total expenditures) Capital expenditures will be used for air conditioning repairs.

City of Coral Springs, Florida

Public Art

Statement of Revenues and Expenses Public Art Summary Fund Fund Budget FY 2017 Adopted Budget

FY 2018 Adopted Budget

$ % Change From Change From FY17 Budget FY17 Budget

FY 2015 Actual

FY 2016 Actual

Revenues Public Art Fees Realized/Unrealized Gain/Loss Interest Rents and Royalties Appropriated Fund Balance Total Revenues

$158,961 (2,759) 5,324 1,890 $163,416

$225,505 1,028 5,432 $231,965

$15,000 5,000 3,000 334,000 $357,000

$15,000 5,000 3,000 313,900 $336,900

$0 (20,100) ($20,100)

0.00% n/a 0.00% 0.00% -6.02% -5.63%

Expenditures Operating Expenses Capital Total Expenditures

$122,387 20,355 $142,742

$78,322 9,872 $88,194

$37,000 320,000 $357,000

$103,700 233,200 $336,900

$66,700 (86,800) ($20,100)

180.27% -27.13% -5.63%

Revenues in Excess of Expenditures

$20,674

$143,771

n/a

Public Art Fund Description The Public Art Fund is a special revenue fund utilized to account for the collection of Public Art fees, as well as operating expenditures to maintain all sculptures. No public tax money is used by this fund. Instead, Public Art Fees are fees charged to developers which are then used to purchase and maintain public art. The Fiscal Year 2018 budget for the Public Art Fund totals $336,900, a decrease of $20,100 or 5.63% from Fiscal Year 2017.

Revenues The only source of revenue for this fund is the Public Art fee receipts collected during the permitting process for new construction and renovations of existing structures. The fee only applies to structures in excess of 12,500 square feet, except residences on less than one acre. Revenues are collected only from those developers who choose not to purchase and maintain public art on their own property.

Expenditures The10/6/2017 cost of selecting, purchasing, and 10:53 AM maintaining public art are the main expenditures of the fund, along with consultants, materials, and supplies needed to support the Public Art Committee.

Fiscal Year 2018 Annual Budget

Statement of Revenues and Expenses Equipment Services FundSummary Equipment Services Fund Budget

Revenues Operating Revenues Fuel and Maintenance Transfers General Fund Water and Sewer Fund Fire Fund

FY 2015 Actual

FY 2016 Actual

FY 2017 Adopted Budget

FY 2018 Adopted Budget

$2,569,496 237,234 386,848

$2,408,580 222,377 362,621

$2,401,856 221,756 361,609

$2,521,932 232,842 379,687

$120,076 11,086 18,078

5.00% 5.00% 5.00%

1,979,580 225,453 492,136

2,262,929 284,710 448,752

2,433,262 310,824 584,356

2,682,499 324,789 687,574

249,237 13,965 103,218

10.24% 4.49% 17.66%

$ % Change From Change From FY17 Budget FY17 Budget

Vehicle Charge Back Transfers General Fund Water and Sewer Fund Fire Fund Miscellaneous Revenues Interest Income Auction Charges for Fleet Services City of Parkland City of Margate City of Coconut Creek Total Operating Revenue

41,917 291,224

56,134 330,268

50,000 144,000

50,000 200,000

56,000

0.00% 38.89%

34,983 5,175 6,264,046

26,002 5,144 6,407,517

32,000 3,500 6,543,163

32,000 3,500 7,114,823

571,660

0.00% 0.00% n/a 8.92%

Non-Operating Revenues Appropriations from Fund Balance Financial Strategy Equipment Purchases Total Non-Operating Revenue

3,237,402 3,237,402

3,312,686 3,312,686

181,435 3,543,340 3,724,775

260,727 3,990,137 4,250,864

79,292 446,797 526,089

n/a 0 14.12%

Grand Total Revenues

9,501,448

9,720,203

10,267,938

11,365,687

1,097,749

10.69%

Expenses Operating Expenses Personal Benefits Other Expenses Charge Back Expense Total Operating Expenses

$756,592 362,685 1,977,731 2,697,224 5,794,232

$808,253 374,129 1,377,738 2,996,391 5,556,511

$893,000 393,875 1,910,541 3,328,442 6,525,858

936,645 391,272 1,910,541 3,694,862 6,933,320

$43,645 (2,603) 366,420 407,462

4.89% -0.66% 0.00% 11.01% 6.24%

Non-Operating Expenses Transfer to Capital Fund Equipment Purchases Total Non-Operating Expenses

3,237,402 3,237,402

312,000 3,312,686 3,624,686

198,740 3,543,340 3,742,080

442,230 3,990,137 4,432,367

243,490 446,797 690,287

122.52% 12.61% 18.45%

$9,031,634

$9,181,197

$10,267,938

$11,365,687

$1,097,749

10.69%

$469,814

$539,006

n/a

15.00

0.0%

Grand Total Expenses Revenues in Excess of Expenses Positions

City of Coral Springs, Florida

$0 15.00

Equipment Services Fund Description The Equipment Services Fund is an internal service fund used to account for the purchase, operation, and maintenance costs of the City’s vehicles and other major equipment; such as mowers and emergency generators. The City’s fleet inventory includes emergency vehicles (patrol units, rescues, fire trucks), buses for recreation, trucks for Building, Code Compliance, and fire inspections, as well as vehicles for maintenance of streets and parks, and generators. In addition, other small equipment such as workmans, mowers, ballpros, tillers, paint machines, pressure cleaners, trailers, etc. are essential to maintain tennis and basketball courts, city buildings and sport fields in optimal condition. The Fiscal Year 2018 Equipment Services Fund budget totals $11,365,737. This represents a increase of $1,097,799 or 10.7% from Fiscal Year 2017. As a self-sustaining fund, the Equipment Services Fund provides maintenance services to all applicable departments in the City on a cost reimbursement basis. Cost recovery is performed for depreciation, also known as chargeback, fuel, maintenance, and operating expenses. These expenses are budgeted and paid for by the Equipment Services Fund; therefore, monthly interfund transfers are processed to reimburse this fund. For example, depreciation or chargeback, is an operating expense to gradually pay for the use of all equipment assigned to each department. The amount of annual chargeback is calculated for each piece of equipment using a simple formula that takes the cost of the item divided by the expected life (i.e., straight-line depreciation). The result is the amount to allocate to the user department annually for the number of years the item will be in service (refer to interfund transfers for allocation by fund). Budgeting depreciation for capital assets allows the City to “pay-as-you-go” finance its vehicles, therefore avoiding debt. As illustrated on the “Ten-year fleet replacement cost” table, the average annual vehicle replacement cost for Fiscal Year 2018 through Fiscal Year 2028 is estimated to be $4.9 million.

Equipment Service Fund revenue and expense summary Equipment Services Fund

FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$5,724,387 43,226 2,333 (2,397) 157,921 37,123 3,414,461 $9,377,054

$5,890,747 34,983 5,175 41,917 291,224 0 3,237,402 $9,501,448

$5,989,969 26,002 5,144 56,134 330,268 0 3,312,686 $9,720,203

$6,313,663 32,000 3,500 50,000 144,000 181,435 3,543,340 $10,267,938

$6,829,323 32,000 3,500 50,000 200,000 260,727 3,990,137 $11,365,687

$515,660 $0 $0 $0 $56,000 $79,292 $446,797 $1,097,749

8.2% 0.0% 0.0% 0.0% 38.9% 43.7% 12.6% 10.7%

Uses Expenses: Personal Services Benefits Other Operating Vehicle Chargeback Interfund Transfers Equipment Purchases Total Expenses

$776,631 360,462 2,083,241 2,568,785 173,475 3,414,460 $9,377,054

$756,592 362,685 1,977,731 2,697,224 0 3,237,402 $9,031,634

$808,253 374,129 1,377,738 2,996,391 312,000 3,312,686 $9,181,197

$893,000 393,875 1,910,541 3,328,442 198,740 3,543,340 $10,267,938

$936,645 391,272 1,910,541 3,694,862 442,230 3,990,137 $11,365,687

$43,645 ($2,603) $0 $366,420 $243,490 $446,797 $1,097,749

4.9% -0.7% 0.0% 11.0% 122.5% 12.6% 10.7%

Rev. in Excess of Exp. Total full-time FTE's

$0 15

$469,814 15

$539,006 15

$0 15

Sources Revenues: Interfund Transfers Parkland Maintenance Fee Margate Maintenance Fee Interest Other Approp Fund Balance (Fin. Strategy) Approp Fund Balance (Eqt Purchases Total Revenues

FY 2014 Actual

Fiscal Year 2018 Annual Budget

$ Change from FY17 Budget

$0 0.0

% Change from FY17 Budget

n/a 0.0%

Revenues Major revenues in the Equipment Services Fund include: Interfund transfers: (60.1% of total revenues) $ 6,829,323 Departments are charged an annual administrative fee plus a proportional fuel, maintenance and replacement cost of their assigned vehicles and their share to operate the fleet division. Overall revenues increased by 10.6% from Fiscal Year 2017. This is mainly due to an increase in vehicle chargebacks. For Fiscal Year 2018, interfund transfers into the Equipment Services Fund are allocated as follows: • Chargeback: General Fund: $ 2,682,499; Fire $ 687,574; Water and Sewer Fund $ 324,789. • Fuel and maintenance transfers: General Fund $ 2,521,932; Fire $ 379,687; Water and Sewer Fund $232,842 Appropriated Fund Balance: (37.4% of total revenues)$ 4,250,864 This revenue appropriation consists of $260,727 allocated for capital enhancements and $3,990,137 for replacement of vehicles and equipment. Miscellaneous Income: (2.5% of total revenues) $ 285,500 This source of revenue includes: • Return on investment or interest earnings on fund balance during the fiscal year. The projected interest for Fiscal Year 2018 is budgeted at $50,000, remaining at the same FY 2017 budgeted levels.

• Auction of vehicles is estimated at $200,000. This amount represents a $56,000 or 38.8% increase from the previous year’s budget.

Ten-year fleet replacement cost

$9.0 $8.0 $7.0

$7.8 $6.9

Millions

$6.0

$6.8

$5.0

$5.9 $5.1

$4.0 $3.0 $2.0

$4.2

$3.9 $3.4

$3.6

$3.4

$1.0 $0.0

City of Coral Springs, Florida

Pension Fund Budget Summary FY 2015 Actual

FY 2016 Actual

FY 2017 Adopted Budget

FY 2018 Adopted Budget

$ % Change From Change From FY17 Budget FY17 Budget

Revenues Transfers: General Fund Fire Fund Water and Sewer Fund Solid Waste Fund Equipment Services Health Fund General Insurance Fund

$11,347,084 1,293,980 172,285 61,732 14,765 8,352

$11,233,615 1,159,912 200,991 3,113 62,760 15,225 8,649

$10,811,298 1,098,975 210,741 3,161 64,238 17,929 9,753

$12,616,794 1,397,466 232,491 7,224 67,468 21,013 9,904

$1,805,496 298,491 21,750 4,063 3,230 3,084 151

16.70% 27.16% 10.32% 128.54% 5.03% 17.20% 1.55%

Total Revenues

$12,898,198

$12,684,265

$12,216,095

$14,352,360

$2,136,265

17.49%

$8,275,000 2,000,000 1,545,620 543,778 529,000 4,800

$8,130,000 1,700,000 1,561,603 573,148 185,714 529,000 4,800

$7,664,000 1,600,000 1,621,442 592,362 204,285 529,000 5,006

9,168,553 2,060,554 1,729,876 650,776 208,370 529,000 5,231

1,504,553 460,554 108,434 58,414 4,085 225

19.63% 28.78% 6.69% 9.86% 2.00% 0.00% 4.49%

$12,898,198

$12,684,265

$12,216,095

$14,352,360

$2,136,265

17.49%

n/a

Expenses Police Pension Sworn EMS/Fire Pension Certified ICMA(401)a - General Employees ICMA(401)a - Management OPEB General Employees Pension City Commission Pension Total Expenses Revenues in Excess of Expenses

Pension Fund Description The Pension Fund accounts for the accumulation of resources to be used for benefit payments to retired City employees. The Fiscal Year 2018 Pension Fund allocation is $14,352,360. This represents a increase of $2,136,265 or 17.49% increase from the Fiscal Year 2017 budget.

Revenues The $14,352,360 Pension budget has been allocated as follows: • $12,616,794 transfer from General Fund • $1,397,466 transfer from Fire Fund • $232,491 transfer from Water and Sewer Fund • $67,468 transfer from Equipment Services Fund • $21,013 transfer from Health Fund • $9,904 transfer from General Insurance Fund • $7,224 transfer from Solid Waste Fund

Fiscal Year 2018 Annual Budget

Expenses Police pension expense: (63.8% of total expenses)

$9,168,553

This represents a $1,504,553, or 19.6%, increase from Fiscal Year 2017 budget. Since this is a defined benefit plan, it is necessary to maintain the appropriate funding levels for the pension’s obligation as determined by an actuary. EMS/Fire pension expense: (14.3% of total expenses)

$2,060,554

This defined benefit plan was established in 2005 for firefighters and paramedics. This represents an increase of $460,554 or 28.7%. As a defined benefit plan, it is required to maintain the appropriate funding level for the pension’s obligation as determined by an actuary. Employee (ICMA) expense: (12.1% of total expenses)

$1,729,876

This represents a $124,114 or 7.65% increase from Fiscal Year 2017. This is a defined contribution plan available to full-time general employees. Management (ICMA) expense: (4.5% of total expenses)

$650,776

This represents a $58,414 or 9.86% increase from Fiscal Year 2017. This is a defined contribution plan, based on salary, available to managers and supervisors. General employee pension expense: (3.6% of total expenses)

$529,000

This is a single-employer defined benefit plan that was established in 1973 and was closed to new participants in 1988. This expense will remain the same in Fiscal Year 2018. OPEB $208,370 (1.4% of total expenses) This represents the City’s contribution to Other Post Employment Benefits (OPEB) provided to the City’s retired employees. These benefits principally involve health care benefits, but also may include life insurance, disability and/or other services. This expense increased $4,085 or 2% from Fiscal Year 2017. City Commission pension expense: (.04% of total expenses)

$5,231

There is a slight increase of $225 or 4.5% from Fiscal Year 2017. This is a former Commission closed pension plan with only one remaining participant.

City of Coral Springs, Florida

Statement of Revenues and Expenses Solid Waste Fund Budget Summary FY 2017

FY 2018

FY 2015

FY 2016

Adopted

Adopted Change From Change From

Actual

Budget

$4,042,989

$4,174,454

200,000

$4,042,989

FY17 Budget FY17 Budget

Revenues: $4,347,900 $4,585,987

$238,087

5.48%

n/a

$4,374,454

$4,347,900 $4,585,987

$238,087

5.48%

$4,190,011

$4,265,711

$4,285,680 $4,424,180

$138,500

3.23%

Personal Services

n/a

43,872

42,658

$100,579

57,921

135.8%

Benefits

n/a

18,122

19,562

$61,228

41,666

213.0%

36,000

71,500

n/a

$4,226,011

$4,399,205

$4,347,900 $4,585,987

$238,087

5.48%

Revenues in Excess of Expenditures ($183,022)

($24,751)

n/a

Solid Waste Non Franchise Interfund Transfer (from General Fund)

Expenditures: Operating Expenses

Interfund Transfer (to Capital)

# FTEs

0.00

0.75

2.75

2.00

Solid Waste Fund Description The Solid Waste Fund was established as an enterprise fund in Fiscal Year 2014. This fund includes the non-franchise portion of the City’s residential solid waste special assessment which covers the cost of hauler and disposal fees. In the first year of this fund, Fiscal Year 2014, only nine months’ of expenditures were included, to coincide with the start of the Waste Pro contract on January 1, 2014. At that time, the City began paying for solid waste collection and disposal separately. For Fiscal Year 2018 two full-time litter control employees will be funded by the Solid Waste Fund and expenses paid to the hauler and disposal providers will increase by the level of inflation. The Fiscal Year 2018 Solid Waste Fund budget totals $4,585,987 which is an increase of $238,087 or 5.48% from Fiscal Year 2017.

Revenues

Expenditures

Solid Waste Non-Franchise: (100% of total)

$4,585,987

The solid waste non-franchise revenue is collected as part of the City’s residential non-ad valorem special assessment on residents’ tax bill and distributed to the Solid Waste Fund to cover the cost of collection and disposal of solid waste.

Operating Expenses: (96% of total)

$4,424,180

This represents the cost for the waste hauler contract with Waste Pro and the cost of waste disposal paid to Sun Bergeron and Waste Pro.

Solid Waste Assessment 2014

2015

2016

2017

2018

$220.92

$225.84

$234.75

$239.75

$248.00

The residential solid waste assessment is included on the property tax bill issued each November. The assessment period is the upcoming calendar year.

Fiscal Year 2018 Annual Budget

Statement of Revenue and Expenditures Debt Service Fund Budget Summary Debt Service Fund

FY 2015 Actual

FY 2016 Actual

FY 2018 Adopted Budget

FY 2017 Adopted Budget

Change from

FY17 Budget

Revenues Ad Valorem Taxes Transfer from General Fund Transfer from Fire Fund Transfer from Water & Sewer Fund Appropriated Fund Balance Proceeds of Refund Bond Interest Rebate-Revenue Bond Series 2010 Interest Income

Total Revenues

$1,573,553 $2,400,836 $2,536,685 $ 4,659,631 6,867,832 6,860,269 282,860 282,860 282,860 50,000 50,000 50,000 400,000 7,780,000 109,891 104,577 98,605 6,676 14,968 12,236 $ 6,682,611 $ 17,501,073 $ 10,240,655 $

2,534,925 $ 7,014,024 282,860 50,000 92,756 11,647 9,986,212 $

(1,760)

153,754 (400,000) (5,849) (589)

n/a

(254,444)

-2%

0% 0% -6% -5%

Expenditures General Obligation Bond-2005A (Refunding) General Obligation Bond-2005B (Refunding) General Obligation Bond-2013 - (Refunding) Public Safety General Obligation Bond-2015 Public Safety NEW General Obligation Bond-Other

Total General Obligation Bond Franchise Revenue Bond-2014 (Refunded 2004) Capital Revenue Bond-2015 (Refunded 2008) Capital Revenue (RZED) Bond Series 2010 Capital Revenue Note 2013 Lease Purchase Financing 2013* Capital Revenue Bond 2015B Municipal Complex-Phase 1 Loan 2014 Municipal Complex-Phase 2 Series 2016A Municipal Complex-Phase 2 Series 2016B Advance Refunding Escrow Other - Trustee Fees

606,156 $ 530,516 437,721 750 1,575,144

$ 533,736 1,001,478 843,124 750 2,379,088

$ 531,603 998,541 1,006,877 1,250 2,538,271

$ 528,750 999,756 1,006,667 750 2,535,923 $

(2,853) 1,215 (210) (500)

-40%

(2,348)

1,666,830 $ 1,676,788 523,998 519,530 473,757 241,861 -

1,667,130 $ 1,591,888 518,027 519,599 473,756 988,104 248,062 7,737,629 1,150 13,745,346

1,670,680 $ 1,617,505 511,888 519,600 473,756 1,405,114 248,062 1,245,129 650 7,692,384

1,667,305 $ 1,617,553 505,578 519,600 473,756 1,405,596 248,062 923,000 79,190 650 7,440,289 $

(3,375) 48 (6,310) (0) (0) 482 (322,129) 79,190 (252,095)

1,000,000 89,733 $ 1,089,733

10,000 $ 10,000

$ 10,000 10,000 $

$10,240,655 $

9,986,212 $

650 5,103,413

Total Revenue Bonds

-1% 0% 0%

0% -1% 0% 0% 0% 0% -26% n/a n/a 0% -3%

Other Interfund Transfer to Municipal Complex Issuance Costs

681 $ 681

Total Other Total Expenditures

6,679,238

Revenues in Excess of Expenditures

$3,374 $

17,214,167 286,906 $

(0) $

n/a

(254,443) -

-2% n/a

*Lease Purchase Financing was initiated in June 2013 for phone system

T:\Division Share\City Administration\Management and Budget\Budgets\Fiscal Year 2018 Budget\Summaries\Debt Service Fund FY18_Adopted

City of Coral Springs, Florida

Debt Service Fund Description The Debt Service Fund is used to account for the repayment of voter-approved long-term general obligation debt, as well as other long-term financing utilized by the City, including but not limited to franchise revenue bonds, capital revenue bonds and notes, lease purchase financing and bank loans. Ad valorem taxes are used to pay debt service on general obligation bonds. Debt service obligations on all other financing is allocated amongst the various City funds. See the table “Allocation of Non-Voted Debt Service for Fiscal Year 2018.” The Fiscal Year 2018 Debt Service Fund budget is $9,986,212. This represents an decrease of $254,443 or 2% from the Fiscal Year 2017 budget primarily due to lower than expected debt service on the Phase 2 Municipal Complex financing.

Revenues Revenue sources for the Debt Service Fund Fiscal Year 2018 budget include: Ad valorem taxes: $2,534,925

25% of total revenues

Ad valorem taxes represent a levy of $0.2753 per $1,000 of taxable assessed value on real and personal property. This debt service millage rate is calculated separately from the operating millage rate and covers the debt service on the City’s general obligation bonds (voted debt) only. There is no legal debt millage limit established by the state of Florida for municipalities, counties, or independent taxing districts. The City, however, complies with its self-imposed debt policy to limit its General Fund debt service expense to no more than 12.5% of the total General Fund budget and limit total outstanding General Obligation debt to 5% of the City’s total taxable assessed value. Transfers from Other Funds: $7,346,884

74% of total revenues

Transfers in from other funds are the debt service payments for which each fund bears responsibility for the non-voted outstanding debt, including franchise and capital revenue bonds, a recovery zone bond, and lease purchase financing.

Allocation of Non-Voted Debt Service for Fiscal Year 2018 Franchise Revenue Bond 2014 (A)

Capital Revenue Bond 2015 (B)

Capital Revenue Bonds (RZED) 2010*

(C)

Capital Revenue Note 2013 (D)

General Fund $1,534,445 $1,517,553 $412,822 $519,600 Fire Fund

$132,860

$100,000

Water & Sewer Fund Allocations by Issuance

$1,667,305 $1,617,553

$412,822 $519,600

Lease Purchase Financing 2013 (E)

Capital Revenue Bond 2015B (F)

$373,756 $1,405,596

Municipal Municipal Complex Complex Loan Ph. I Loan Ph. 2 Allocations 2016 2014 by Fund (H) (G) $248,062 $1,002,190 $7,014,024

$50,000

$282,860

$50,000

$473,756 $1,405,596

$248,062 $1,002,190 $7,346,884*

* RZED debt service shown net of interest rebate. Only the net expected RZED debt service ($505,578-$92,756) is allocated to the General Fund.

Fiscal Year 2018 Annual Budget

Debt Service Schedule - GO Bonds

Fiscal

1998 CD

2006

2015

Refunding

Public Safety

Year Series 2005 B Series 2013 Series 2015 Par Value $5,855,000 $14,302,475 $12,450,000 Issue Date July 6, 2005 April 25,2013 Jan 23, 2015 10/1/2026 10/1/2029 Due Date/Last Maturity 10/1/2018 T.I.C. 3.5803% 2.1800% 2.4000%

2015

2016

2017

2018

2019

2020

2021

2022

2023

P Int

450,000 80,516

128,531 309,191

DS EB

530,516 1,980,000

437,722 14,118,768

P Int

470,000 63,736

701,333 300,145

DS EB

533,736 1,510,000

1,001,478 13,417,435

P Int

485,000 46,603

713,822 284,719

DS EB

531,603 1,025,000

998,541 12,703,613

P Int

500,000 28,750

730,783 268,973

DS EB

528,750 525,000

999,756 11,972,830

P Int

525,000 9,844

742,114 252,919

DS EB

534,844 0

995,033 11,230,716

P Int

1,302,892 230,628

DS EB

1,533,520 9,927,824

P Int

1,328,096 201,950

DS EB

1,530,046 8,599,728

P I

1,357,048 172,682

DS EB

1,529,730 7,242,680

P I

1,389,632 142,743

DS EB

1,532,375 5,853,048

General Obligation Bonds TOTAL

1,173,531 400,863

$ 1,574,394 16,098,768 493,810.00 349,314.28

1,665,143 713,195

843,124.28 $ 2,378,338 11,956,190.00 26,883,625 728,672.00 278,204.50

1,927,494 609,527

1,006,876.50 $ 2,537,021 11,227,518.00 24,956,131 746,160 260,507

1,976,943 558,230

1,006,667 $ 2,535,173 10,481,358 22,979,188 764,068 242,384

2,031,182 505,146

1,006,452 $ 2,536,328 9,717,290 20,948,006 782,406 223,826

2,085,298 454,454

1,006,232 $ 2,539,752 8,934,884 18,862,708 801,183 204,823

2,129,279 406,773

1,006,006 $ 2,536,052 8,133,701 16,733,429 820,412 185,364

2,177,460 358,046

1,005,776 $ 2,535,506 7,313,289 14,555,969 840,102 165,438

2,229,734 308,181

1,005,540 $ 2,537,915 6,473,187 12,326,235

Expenditures Expenditures in the Debt Service Fund are the principal and interest payments on the City’s outstanding debt. There are two categories of debt: voted General Obligation (GO) bonds, and non-voted debt, which consists of a variety of instruments including bonds, notes, bank loans and lease purchase financing. The GO Bond debt service is $2,535,173, or 25% of total expenditures. This debt service is for three voter-approved GO bonds funded by ad valorem taxes. • GO Refunding Bond Series 2005B This bond, issued July 6, 2005, matures October 1, 2018. Debt service totals $528,750 leaving a balance at year-end of $525,000. This bond refunded GO Series 1998 C&D, originally issued to fund North Community Park and Mullins Gymnasium. • GO Refunding Bond Series 2013 This bond, issued April 25, 2013, matures October 1, 2026. Debt service for the year is $999,756 leaving a balance of $11,972,830. Refunded at a 2.18% interest rate, replacing the original 4.2% rate, this bond was originally issued in 2006 to fund the Mullins Master Plan project, including additional Public Safety Building space, a new fire station, and parking and access improvements to Mullins Park. • GO Bond Series 2015 Public Safety Approved by voters in November 2014, this $12.45 million bond was issued in January 2015 at a rate of 2.40% to fund high priority projects: Upgrade Public Safety communications, construct two new fire stations, construct a new Safety Town, and renovate the CSI building. Debt service will be $1,006,667 leaving a yearend balance of $10,481,358.

City of Coral Springs, Florida

Debt Service Schedule - Non-Voted Debt

Fiscal

Franchise

2008

Revenue

Capital

Vital

Refunding

Revenue

(94,96,98,99,04)

Refunding

(RZED)

Lease Purch.

Capital

Municipal

Capital

(Phone System)

Revenue

Cmplx Loan

Revenue

Agreement

Bond

Phase 1

Phase 2

Year Series 2014 Series 2015 Series 2010 Series 2013 2013 2015B 2014 Par Value $9,441,272 $7,780,000 $5,913,000 $4,679,582 $2,511,998 $12,089,000 $10,043,000 Source/Lender Sabadell Pinnacle BB&T BBVA Key Bank Raymond James Raymond James Issue Date June 3, 2014 Oct 14, 2015 Dec 14, 2010 July 05, 2013 Jun 20, 2013 Dec 18, 2015 Sep 10, 2014 9/1/2020 9/1/2021 4/1/2030 9/1/2023 12/1/2017 9/1/2025 9/1/2024 Due Date/Last Maturity Term (Yrs) T.I.C. 1.7002% 1.7500% 2.7995% 1.9502% 2.4474% 2.3200% 2.4700%

2015

2016

2017

2018

2019

2020

2021

2022

$18,460,000

2016B

$3,770,000

BofA MrlLnch

Sep 14, 2016 9/1/2034

Sep 14, 2016 9/1/2026

2.781%

1,506,328 1,275,000 260,707 436,701 430,083 160,502 401,788 144,810 82,899 43,674

‐ 241,861

3,908,819 833,673

DS EB

1,666,830 7,934,944

241,861 10,043,000

$ 4,742,491

P Int

1,532,236 1,419,000 268,006 445,216 440,608 791,000 ‐ 134,894 224,700 145,725 74,384 33,148 197,104 248,062

4,896,066 1,058,018

DS EB

1,667,130 6,402,708

P Int

1,561,834 1,483,000 275,509 453,898 451,392 1,143,000 ‐ ‐ ‐ 108,846 134,505 137,774 65,702 22,365 262,114 248,062 889,669.44 76,330.36

DS EB

1,670,680 4,840,874

P Int

1,585,010 1,509,000 283,222 462,749 462,439 1,170,000 ‐ ‐ ‐ 82,294.86 108,553 222,356 56,851 11,318 235,596 248,062 923,000 79,190

DS EB

1,667,305 3,255,864

P Int

1,614,862 1,539,000 291,150 471,773 55,350 82,145 121,198 47,827

DS EB

1,670,212 1,641,002

P Int

1,641,002 1,566,000 299,301 480,972 27,897 55,213 112,560 38,628

DS EB

1,668,899 ‐

1,676,788 405,517 519,600 473,757 8,780,000 4,912,001 3,814,533 1,354,439

1,621,213 411,861 519,600 473,750 1,405,682 248,062 923,000 79,190 $ 7,351,256 1,589,000 3,494,813 1,499,925 6,563,000 10,043,000 18,460,000 3,770,000 45,419,738 1,589,000 307,680 490,351 27,808 103,681 29,249

DS EB

1,616,808 411,361 519,600 473,750 1,405,262 1,299,062 923,000 79,190 $ 6,728,032 ‐ 3,187,133 1,009,574 5,310,000 8,992,000 18,460,000 3,770,000 40,728,707

P I DS EB

316,294 499,913 94,553 19,687

PLUG 1,282,000 2,755,000 ‐ ‐ ERP Debt 123,192 222,102 923,000 79,190

PLUG ERP Debt

1,312,000 2,824,000 ‐ ‐ 93,450 154,054 923,000 79,190

$ 9,891,008

4,691,031 1,563,251

$ 9,264,084

4,853,207 1,461,724

410,847 519,600 473,750 1,405,192 2,977,102 923,000 79,190 $ 6,788,681 2,870,839 509,661 4,028,000 6,237,000 18,460,000 3,770,000 35,875,500 325,148 509,661 85,169 9,938

$ 9,889,087

5,212,275 1,665,231

P Int

P I

$ 9,974,812

5,113,785 1,765,224

1,621,145 412,348 519,600 473,750 1,405,452 248,062 923,000 79,190 $ 7,352,759 3,155,000 3,794,114 1,980,897 7,788,000 10,043,000 18,460,000 3,770,000 50,632,013

PLUG 1,253,000 1,051,000 ‐ ‐ ERP Debt 152,262 248,062 923,000 79,190

$ 9,851,020

5,472,420 1,967,220

1,617,553 505,578 519,600 473,756 1,405,596 248,062 923,000 79,190 $ 7,439,639 4,694,000 4,085,264 2,452,670 ‐ 8,985,000 10,043,000 18,460,000 3,770,000 55,745,798

PLUG 1,225,000 ‐ ‐ ‐ ERP Debt 180,682 248,062 923,000 79,190

$ 8,332,422

5,368,633 1,945,367

1,405,114 248,062 889,669 76,330 $ 7,313,999 10,155,000 10,043,000 18,460,000 3,770,000 $ 61,218,218

PLUG 1,197,000 ‐ ‐ ‐ ERP Debt 208,452 248,062 923,000 79,190

$ 6,316,885

$ 26,795,917

1,643,700 413,731 519,600 473,756 988,104 248,062 ‐ $ 5,954,084 7,686,000 4,643,995 3,369,317 913,830 11,298,000 10,043,000 18,460,000 3,770,000 $ 62,816,850

1,617,505 413,283 519,600 473,756 6,203,000 4,368,486 2,915,419 462,439

DEBT SERVICE FUND TOTAL

2.514%

P Int

DS EB

2023

2016A

OTHER DEBT TOTAL

$ 9,324,187

4,970,809 1,344,801

410,317 519,599 473,750 1,405,450 2,978,054 923,000 79,190 $ 6,789,360 2,545,691 $ ‐ 2,716,000 3,413,000 18,460,000 3,770,000 30,904,691

$ 9,327,275

Total debt service for the non-voted debt is $7,439,639, or 75% of total expenditures. These are payments for a variety of debt issuances. (A) Franchise Revenue Bond Series 2014 The 2004 Franchise Bonds refunded in 2014 at a rate of 1.7% to mature September 1, 2020. The 2004 bond had previously refunded the 1994, 1996, 1998 and 1999 Series, which were issued to fund Public Works projects, parks projects, as well as other major projects and infrastructure improvements. Debt service is $1,667,305; the balance at year-end will be $3,255,864. (B) Capital Revenue Bond Series 2015 Originally issued August 14, 2008 to refund two capital revenue bonds from the Florida Intergovernmental Financing Commission (FIFC 2001A and FIFC 2002B.) This debt was refunded in October 2015 at a 1.75% interest rate to mature September 1, 2021. Debt service is $1,617,553. The outstanding balance will be $4,694,000. (C) Capital Revenue (RZED) Bond Series 2010 As part of the 2009 Federal stimulus (American Recovery and Reinvestment Act), the City issued taxable Recovery Zone Economic Development (RZED) bonds, with a rebate of 45% of the taxable interest paid. Issued December 14, 2010 with a maturity date of April 1, 2030, the proceeds funded downtown improvements. Debt service totals $505,578 but after the expected rebate is $412,822 and the year-end balance will be $4,085,264.

Fiscal Year 2018 Annual Budget

Debt Service Schedule - Non-Voted Debt (D) Capital Revenue Note 2013 Issued July 5, 2013 to mature September 1, 2023, this low interest rate debt (1.95%) funded the Fiscal Year 2013 Capital Improvement Plan. Debt service is $519,600, and the year-end outstanding balance will be $2,452,670. (E) Lease Purchase Financing 2013 A critical technology and infrastructure upgrade was funded with a lease purchase agreement dated June 20, 2013 with a maturity date of December 1, 2017. Debt service is $473,756, and the outstanding balance will be $0. (F) Capital Revenue Bond 2015B A $12 million bond was issued December 18, 2015 at a rate of 2.32% to fund three yearsâ&#x20AC;&#x2122; of vital capital projects. Maturing September 1, 2025, debt service is $1,405,596. The outstanding balance will be $8,985,000. (G) Municipal Complex Loan (Phase I) 2014 Funding sufficient to meet the near-term cash flow needs of the Municipal Complex project was obtained on September 10, 2014 with a maturity date of September 1, 2024. Interest-only debt service is budgeted at $248,062. With no principal payments planned until Fiscal Year 2021, the outstanding balance will remain at $10,043,000. (H) Municipal Complex Loan (Phase 2) 2016 The remaining funding needed for the Municipal Complex project was issued in September 2016 and was split into two parts. The primary portion was issued as tax-exempt bonds but a portion of the debt, reflective of the cost of the public parking portion of the Complex, was issued as taxable bonds. This was done to preserve the Cityâ&#x20AC;&#x2122;s flexibility in future economic development. The debt service is $923,000 and $79,190 respectively. No principal payments are planned until Fiscal Year 2025, the outstanding balance will remain at $22,230,000.

City of Coral Springs, Florida

Capital Improvement Program The Capital Improvement Program (CIP) is an economical and responsible financial plan to ensure quality public services today and in the future. The CIP is a separate budgeting process within the annual operating budget. Collectively, the CIP and the Five-Year Forecast serve as a road map to intelligently plan for the City’s future.

Capital Capital expenditure Fiscal 2018 Expenditures Fiscal YearsYear 2018 ($18,112,357) Public Art Fund 0.1%

Tree Trust Fund 2.8%,

Charter School Fund, 0.3%

Fire Fund 3.4% General Fund 29.7%

The capital expenditures for Fiscal Year 2018 is programmed at $18,112,357. General Fund

$5,375,690

Water and Sewer

$7,124,500

Equipment Service Fund

$4,432,367

Fire Fund

Water and Sewer Fund, 39.3%

$609,800

Charter School Fund

$50,000

Public Art Fund

$20,000

Tree Trust Fund

$500,000

The CIP procedure is used to plan, budget, and finance the purchase and/or construction of large capital infrastructure, facilities, equipment, and other fixed assets. The City uses this process to ensure these expensive, long-lived projects are aligned with its strategic direction and that the money is prudently spent. The capital item to be undertaken or purchased, the year in which it will be started, the anticipated capital outlay each year, the estimated impact on the operating budget, and the method of financing the project are all listed in the CIP summaries that follow this description. The six-year Capital Improvement Program includes Fiscal Year 2018 budget and expenditure projections for the next five years. The total capital plan for Fiscal Years 2018 through 2023 is $170,560,543.

Equipment Services Fund, 24.5%

Capital expenditure Fiscal Capital Expenditures Fiscal Years Years 2018-20232018-2023 ($170,560,543) Solid Waste Fund 0.8% Fire Fund 7.4%

Charter School fund .6%,

Tree Trust Fund 0.3% Public Art Fund 0.05%,

Water and Sewer Fund, 23.2%

General Fund 44.3%

Equipment Services Fund, 23.2%

The Capital Improvement Program provides detailed information for all CIP projects with capital outlays greater than $5,000 that the City plans to construct, improve, or purchase during Fiscal Years 2018 through 2023. The following policy guidelines are used to define a capital expenditure and steer the management of the process: • A capital expenditure is defined as a major construction, expansion, purchase, or major repair/replacement of buildings, utility systems, streets, or other physical structures or property which has an estimated total cost of $5,000 or more and generally has an expected life of at least five years. • Capital items under $5,000 are generally included in the various Fiscal Year 2018 funds’ operating budgets. • Capital improvements are programmed and scheduled based on the City’s projected financial ability to purchase and maintain the capital project. All projects are prioritized and ranked based on criteria including the strength of the linkage between the capital expenditure and the City’s strategic priorities. • General Fund debt service expenditures will not exceed 12.5% of the total annual General Fund budget. • Voter-approved general obligation debt outstanding will not exceed 5.0% of the City’s total taxable assessed valuation.

Fiscal Year 2018 Annual Budget

CIP Selection Process The CIP is updated annually to make adjustments for changing capital needs, changes in availability and cost of funds, and to add a year of programming to replace the year just completed. The CIP process begins in early January with an evaluation of the capital budgeting process to determine if there are any changes that will make the process more user-friendly, efficient, or effective. Next, departments conduct a fixed assets inventory including an inventory of vehicles, computers, and printers. Each department submitting a capital acquisition request must complete a Project Description Form (to the right). The request includes the following information: project title, department/division, linkage to strategic priority or initiatives, expected life of equipment (when applicable), additional operating cost/savings, additional revenue or income, contingencies, project description, project update, alternatives, impact on other departments, and a justification.

One of the key components in the CIP process has been the linkage of the Capital Improvement Program to the Strategic Plan. In the spring, capital requirements flowing from the adopted Strategic Plan and Business Plan are identified. Each project recommended for inclusion in the Fiscal Year 2018 capital budget is linked to the Strategic Plan as it relates to the City Commission’s five priorities. The CIP also takes into consideration department needs, the Comprehensive Plan Capital Improvement element, and the Water and Wastewater Master Plan.

City of Coral Springs

Project Description Form for Vehicles and Equipment Replacement Fiscal Year 2018 Budget

Department: _____________________________ Division: ___________________________________

Information of Existing Vehicle

Unit Number

Type of Vehicle/equipment

Model

Purchase Year

Mileage

Description of New Vehicle/equipment

Select

Q t y

Make/ Model

Engine

Type

Select Body Truck Car

Drive

Graphic

Gas ________

Full Size____

Diesel ___ Hybrid___ Electric___

Compact___

LED/Light Package Cost

Reg Cab____ Ext Cab____ Crew Cab____

Sedan ______ Van ______ Ht.____ Lth____

4X4 ____

Public Safety ____

Public Safety ____ Amber____ Other_____

Prior to being included in the six-year Capital Improvement Program, each potential project is analyzed to determine its financial impact on operations, operating expenditures, and revenues. The total cost of each recommended project is identified as part of the capital budgeting process and associated operating expenses are included in the operating budget. In the CIP, the Project Description Form for each project identifies expected debt service costs, including interest rate and life expectancy assumptions, and operating and maintenance costs for new equipment. Fleet requests are accompanied by a Fleet Replacement Form (to the right) identifying the vehicle type, quantity, replacement cost, vehicle identification numbers, model type, and specialty items necessary to put the vehicle in service. In addition, current status and condition of each vehicle is required as part of the justification submitted for review (e.g. mileage, life-to-date repair cost, etc).

SUV ____ Van ____

4X2 ____ AWD____ _ N/A ____

Other_____

Project Justification:

Who needs this equipment? ________________________________________________________________________________________________________ What is it used for? ________________________________________________________________________________________________________

Additional Information: List “all” accessories and after delivery work necessary to place this vehicle in service. ______________________________________________________________________________________________ ______________________________________________________________________________________________ ______________________________________________________________________________________________ Provide Comparable Model Number (if available) ______________________________________________________

Please send completed form to Fleet Superintendent for review. Items will be budgeted and purchased as requested in this form (if approved for funding). *Accessories not requested here will not be part of the approved budget.__________________________________ _________________________________________ Requested by Reviewed/approved by (Fleet Supervisor)

The City evaluates each project recommended for inclusion in the Fiscal Year 2018 capital budget through a CIP project prioritization funding exercise. The goal of this exercise is to reduce subjectivity when comparing projects and ensure that projects are prioritized on a citywide perspective- balancing needs and budget with strategic priorities. The CIP Review Committee— made up of the City Manager, the department requesting the capital, and staff from the Budget office—discusses all capital requests with further justification, research, and analysis during the budget meetings. If the need proves to be valid and the capital is part of the City’s overall strategic plan, the project is recommended for approval. The Senior Management Team reviews the entire list of proposed capital projects along with the funding sources and restraints. A final list of projects is recommended to the City Commission by this team for inclusion in the capital budget.

City of Coral Springs, Florida

CIP Project Categories Capital projects are divided into one of three primary categories: 1. Capital improvement projects: The purchase, replacement, maintenance, and repair of infrastructure and fixed assets is budgeted and accomplished through the Capital Improvement Program. 2. Fleet replacement: The entire inventory of vehicles and equipment is evaluated annually in order to prioritize replacement and repairs needed in the upcoming year, Fleet Replacement Program contributions and expenses based on age, condition, maintenance Contributed Intra Fund Estimated cost, and expected life of each equipment. Fiscal The Equipment Services Fund provides for the purchase, replacement, and maintenance of the City’s fleet and other large equipment (such as generators or tillers). This is an internal service fund in which departments are charged for the usage or depreciation of the equipment. This recurring source of money makes the fund self-sufficient. Existing assets are replaced on a life cycle replacement schedule. New equipment can be added through a new initiative if it can be shown to support the Strategic Plan.

Year 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028

Expenses $3,990,137 $6,943,808 $3,455,338 $3,622,609 $5,181,610 $3,471,067 $3,581,220 $4,206,295 $5,999,372 $7,921,135 $6,857,393

Depreciation $3,694,571 $3,879,299 $4,073,264 $4,276,927 $4,490,774 $4,715,312 $4,951,078 $5,198,632 $5,458,563 $5,731,492 $6,018,066

Transfer $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $0 $0

Interest $52,171 $48,130 $18,966 $26,335 $34,142 $28,575 $42,303 $57,424 $68,922 $65,203 $43,959

Year-End Balance $ 4,812,994 $ 1,896,615 $ 2,633,507 $ 3,414,161 $ 2,857,466 $ 4,230,286 $ 5,742,447 $ 6,892,208 $ 6,520,322 $ 4,395,882 $ 3,600,514

The table below shows the estimated replacement cost of the City’s fleet inventory for the next ten years with corresponding annual contributions required from department users of vehicles, in order to make “pay-as-you-go” fleet purchases. This annual contribution eliminates borrowing money to finance a vehicle’s replacement. In Fiscal Year 2018, the City will invest nearly $3.9M to replace vehicles and equipment that otherwise would be more costly to maintain. 3. Computer replacement: The Computer Replacement Program is used to purchase and maintain computer hardware (including scanners, laptops, and desktops) and software. This is also a self-sufficient, internal service fund. Existing computer technologies are replaced on a standardized replacement schedule that considers legacy as well as usage. The table above shows the annual investment cost to replace the existing inventory of computers.

Computer Replacement Program contributions and expenses Fiscal Year 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028

Planned Expenditures $866,123 $778,420 $756,800 $1,149,750 $1,223,750 $757,820 $734,250 $1,152,800 $942,050 $1,150,270 $540,000

Contributed Depreciation $822,388 $808,415 $830,466 $853,619 $877,930 $903,457 $930,260 $958,403 $987,953 $1,018,981 $1,051,561

Year‐end Balance 1,590,829 1,620,825 1,694,491 1,398,360 1,052,541 1,198,178 1,394,187 1,199,790 1,245,693 1,114,404 1,625,964

Fiscal Year 2018 Annual Budget

Capital Projects Funding Funding for capital projects can be obtained from any of the following sources: General Fund, Fire Fund, and Water and Sewer Fund operating revenues—these appropriated revenues will generally be used to purchase modest, routine operating capital items. Franchise revenue bonds and capital revenue bonds—this consists of debt that is secured through the pledge of City General Fund franchise revenues and other non-ad valorem revenues.

CIP funding sources- Fiscal Year 2018 Funding Source Operating General Fund

$528,405

Fire Fund

$609,800

Water and Sewer Fund Equipment Service Fund

Water and Sewer revenue bonds—the Water and Sewer Fund is an enterprise fund supported by fees for service rather than by taxes. Revenue bonds are repaid with revenues generated from this fund, not by contributions from the General Fund. Revenue bonds are obtained to increase plant capacity and modernize the Utility system.

Equity Financing

General obligation bonds—this funding source requires voter approval and is used to finance major capital projects with an expected life of 15 to 30 years. Debt retirement is achieved through a special ad valorem debt millage separate from the General Fund ad valorem operating millage.

Grants

Variable-rate debt bonds and loans—this funding source will be used to purchase capital items through a financial institution with a contractual obligation specifying payment terms, including principal and interest to be paid over a period of time.

Budget

General Fund Equipment Service Fund General Fund Loan Renewal & Replacement CDBG

$905,500 $3,990,137 $2,166,000 $442,230 $984,500 $6,219,000 $540,840

HOME Grant

$195,748

SHIP Grant

$785,197

Tree Trust Fund

$500,000

Public Art Fund

$20,000

Charter School Fund

$50,000

Facilities Reserve

$175,000

Total Fiscal Year 2018 CIP

$18,112,357

Equity Financing— this is generally known as “pay-as-yougo” financing and involves dedicating budget surpluses that are generated in previous years to fund capital purchases. When the City equity finances some of its CIP, it reduces the amount of debt that needs to be issued. Florida Department of Environmental Protection (DEP) loan—this program provides low-interest loans for planning, designing, and constructing drinking water and wastewater projects. This program is also known as a State Revolving Fund (SRF) Loan. Grants—this funding source refers to giving of funds for a specific purpose. Funds may be granted from federal, state, or local sources, such as Community Development Block Grant (CDBG), Urban Area Security Initiative (UASI), Federal Emergency Management Administration (FEMA), Florida Department of Transportation, Florida Department of Environmental Protection, Justice Assistance Grant (JAG), Resource Recovery Board, Florida Department of Health, etc. Tax Incremental Financing (TIF)—this captures the future taxes of real estate improvements in a designated area to pay the present cost of these improvements. In summary, the six-year CIP provides the necessary components of a sound Capital Improvement Program. The table above lists the sources of financing for the capital budget in Fiscal Year 2018.

City of Coral Springs, Florida

Impact of CIP on the Operating Budget Operating Capital Operating capital is a funding source for capital requests, vehicles, and equipment that are relatively modest in cost, have a short life expectancy and/or are purchased annually or fairly regularly. Each fund allocated money to make appropriate purchases or enhancements, financed through recurring revenues. Projects funded through operating capital in Fiscal Year 2018 totals $6,033,842. Please see CIP Operating CapitalFiscal Year 2018 table for individual project costs. General Fund The General Fund operating capital for Fiscal Year 2018 totals $528,405. The replacement of existing speed humps, guardrails, bus shelters and irrigation upgrades along with the purchase of athletic field equipment will be included in the General Fund Operating Capital. Also included is the purchase of a vehicle and Bear Tactical/ K-9 vests for the Police department as well as replacement of gym equipment. Public works will upgrade street lights and construct the Turtle Run Park turn lane which was designed in Fiscal Year 2017. Fire Fund The Fire Fundâ&#x20AC;&#x2122;s operating capital for Fiscal Year 2018 totals $609,800. This allocation will be used for ongoing improvements and upkeep of the fire stations, replacement of personal protective equipment and dive rescue equipment, thermal imagers, training messaging displays, Mobile Eyes fire inspection licenses, an add to fleet and purchase of a free standing shade structure. These funds will also continue support the on-going program to install traffic light controllers at major intersections to allow safe and quick access to emergency vehicles as well as other projects listed in the CIP Operating Capital- Fiscal Year 2018 table. Water and Sewer Fund The Water and Sewer Fundâ&#x20AC;&#x2122;s operating capital of $905,500 will be used for ongoing replacement of fire hydrants, continued inspection, repair and maintenance of water and wastewater valves ensuring all components of the sanitary system will perform as needed during times of emergencies, the purchase of portable generators for lift stations and funding for the painting of the Water Treatment Plant as well as other projects listed in the CIP Operating Capital -Fiscal Year 2018 table. Equipment Services Fund In Fiscal Year 2018, the City is projecting a $3,990,137 in operating capital expense in the Equipment Service Fund to replace vehicles and equipment that have exceeded their useful life (refer to Fleet Assets for more information).

Fiscal Year 2018 Annual Budget

CIP Operating Capital- Fiscal Year 2018

Fund

Budget

General Fund Network/Internet Infrastructure

Budget

Water & Sewer Fund $30,000

Data Center Infrastructure

$10,500

Virtual Infrastructure Growth

$70,000

Lifepaks

Fund

$7,305

Neighborhood Parks Revitalization

$50,000

Athletic Field Renovation Equipment

$45,000

Irrigation Upgrades

$26,000

Bear Tactical Vests

$5,000

Fire Hydrant Replacement Prog.

$60,000

Broward Cty Water Conserv. Prog.

$29,000

Force Main Valve Repair/Repl Prog.

$50,000

Water Main Valve Repair/Repl Prog.

$50,000

Dead End Water Main Auto. Flusher

$50,000

Painting Water Treatment Plant

$586,500

Portable EmergGen. for lift stat.

$80,000

Total Water & Sewer Operating CIP

$905,500

Equipment Service Fund Gym Equipment Replacement

$50,000

Taser Replacement Admin Lieutenant Vehicle K-9 Tactical Vests

Vehicle & Equip. Replacement

$3,990,137

$33,000

Total Equipment Serv Operating CIP

$3,990,137

$36,600

Fire Fund

$7,000

Speed Hump Repair and Restripe

$ 48,000

Street Light Upgrades

$30,000

Turtle Run Park Left Turn Lane

$55,000

Bus Shelter Repairs and Replacement

$10,000

Guardrail Maintenance and Repair

$15,000

Total General Fund Operating CIP

$528,405

Dive Rescue Equipment Fire Station Painting & improvements

$25,000 $245,000

Traffic Pre-Emption

$25,000

Thermal Imagers

$35,000

Training Messaging Displays

$19,000

Vehicle

$34,800

Mobile Eyes Inspection Licenses

$18,000

Personal Protective Inspect.Licenses Free Standing Shade Structure Total Fire Operating CIP Total FY 2018 Operating Capital

City of Coral Springs, Florida

$200,000 $8,000 $609,800 $6,033,842

Impact of CIP on the City’s Operating Budget (continued) Operating Expenses

CIP impact on the operating budget FY 2018

CIP projects can affect the City’s operating budget by increasing expenditures and offset by anticipated savings or new revenues generated by the project. Major capital projects requested for Fiscal Year 2018 are comprised mainly of rehabilitation and improvements to the water and sewer facilities, virtual/data center infrastructure improvements in the Information Technology department, storm water master plan, canal bank clearing and roof/air conditioning replacements in the Public Works departments, replacement of playground equipment and irrigation control system for Park and Recreation and replacement of equipment and station renovations for Fire Department. These projects improve but do not expand the level of service the City provides. The operating impact, therefore, is either negligible or indeterminable at this time due to the early stage of the projects.

Operating Budget $191,972,863

CIP Impact $24,429

Capital Improvement Budget $18,112,357

The operating impacts of other CIP projects are measurable and have been included in the operating budget. For example, the addition of four vehicles in the Police and Fire departments will result in an impact on the City’s operating budget by increasing gasoline/electric and depreciation costs. The additional fuel and maintenance cost for this new fleet is estimated at $6,600 and the annual depreciation charge for the use of this equipment is projected at $24,829. Some capital projects are associated with the reduction of operating expenses. For example, the Parks’ light fixture replacement program will result in approximately $7,000 in cost savings by replacing existing fixtures with new energy efficient lighting systems.

Debt Service Debt service refers to the amount of interest and principal the City will pay on its outstanding debt during a fiscal year. In Fiscal Year 2018, the City will continue repayment of a $4.7 million loan to finance capital improvements in the General Fund. The total principal and interest payment for this loan in Fiscal Year 2018 is $519,600. In FY2016, the City borrowed $12M to finance vital capital improvements for the General Fund. The total principal and interest payment for this loan in Fiscal Year 2018 is $1,405,596. The City has also budgeted debt service related to the Municipal Complex in FY 2018. Debt service totaling $248,062 (interest only) is budgeted for the repayment of a $10M loan for the first phase of the Municipal Complex. An additional $23M was borrowed in FY 2016 to finance the construction phase of the Municipal Complex and debt service of $ 1,002,190 is budgeted in FY 2018 for this 20 year estimated 3.5% borrowing. The City has secured long term financing from the Florida Department of Environmental Protection State Revolving Fund (SRF) loan program for the improvements at the Water Treatment Plant as well as throughout the entire water and sewer system. The interest rate for this financing is 60% of the market rate, resulting in low-cost financing for these improvements over a term of 20 years. Approximately $15 million in SRF financing has been obtained and most of the projects completed (i.e. replacement of existing wells, construction of new raw water supply, and improvements at lift stations). In Fiscal Year 2018, debt service totaling $1,017,672 is allocated in the Water and Sewer fund for the repayment of exiting SRF loans. The City will also continue repayment of an $8.7 million bank loan secured in Fiscal Year 2013 for the rehabilitation of booster stations and improvements on the water and sewer system. The interest rate for this loan is 2.29%. Principal and interest repayment for Fiscal Year 2018 is programmed at $582,056. In 2015, the City borrowed an additional $4.7 million to continue rehabilitation of booster stations and perform other necessary improvements to the water and sewer system. In FY 2018, $563,683 is allocated for the repayment of this 2.002% 10 year loan.

Fiscal Year 2018 Annual Budget

Impact of CIP on the City’s Operating Budget (continued) Fleet Assets

Vehicle Chargeback

Replacement of vehicles and fleet equipment is funded in the Equipment Services Fund. This internal service fund provides for the operating and maintenance costs of the City’s vehicles and major equipment. Fuel, maintenance and depreciation expenses are determined on a full-recovery basis for each fleet asset type. The allocated amount for each department in the City is budgeted taking into account the expected life of the vehicle/ equipment, the type of equipment, fuel and maintenance cost, purchase price, and inflation.

General Fund

Fire Fund

Water & Sewer Fund

$324,789 $687,574

The City’s entire inventory of vehicles is inspected annually followed by a complete analysis of each fleet item, including mileage, life-to-date repair and maintenance cost, operational condition and life expectancy. This evaluation helps prioritize replacements and repairs for inclusion in the upcoming budget year. As a result, some vehicles originally scheduled for replacement are found to be in good condition. Therefore, replacement is not necessary. Instead, funding is placed in the budget to fund repairs, thereby extending their useful life. This strategy has resulted in annual cost savings to the General Fund, Fire Fund, and Water and Sewer Fund operating budgets by reducing the “chargeback” or annual allocation transfer to the Equipment Service Fund.

$2,682,499

Vehicle Maintenance & Gas General Fund $379,687

Fire Fund

Water & Sewer Fund

$232,842

Chargeback is a term used to describe the method to reimburse the Equipment Service Fund for the usage of an asset over its $2,521,932 expected useful life (also known as funded depreciation) rather than borrowing money to buy the asset at the beginning of its useful life. Depreciation fees collected from a department are held in the fleet replacement fund until the money is needed to purchase fleet items. The total chargeback allocation for Fiscal Year 2018 is $3,694,862 of which $2,682,499 impacts the General Fund, $324,789 is allocated to the Water and Sewer Fund, and $687,574 is charged to the Fire Fund. Vehicle maintenance expenses and gasoline costs are also funded by the Equipment Replacement Fund. This expense is also collected from all applicable departments via interfund transfers. The fuel and maintenance budget for Fiscal Year 2018 totals $ 3,134,461. The impact to the City’s general operating fund is $2,521,932. The Fire Fund allocation for Fiscal Year 2018 is $ FY2018 Capital projects financed via grants 379,687, and the Water and Sewer Fund’s portion is $232,842. Source of Project Allocation Grant

Grants

The City of Coral Springs is continually seeking grant opportunities to help finance projects that support its five strategic priorities and link to Business Plan initiatives. Grants from Federal, Local, and State sources are researched and applied for with the ultimate goal of funding specific projects that meet our customers’ needs while lowering departmental operating costs. For Fiscal Year 2018, the City projects $1,521,785 in grants to assist with funding of necessary capital projects, as described in the table to the right. This year’s grant funds impact the City’s operating budget by supplementing 8.4% of the total capital expenditure for Fiscal Year 2018.

Housing Rehabilitation

CDBG

$89,673

Existing Walkways Renovation

$100,000

New Side Walk Construction

$249,760

Youth scholarships

$50,000

Senior recreational activities & TherapeuticalActivity

$51,407

HOME Grant

Housing Rehabilitation

$195,748

SHIP Grant

Housing Rehabilitation

$785,197

City of Coral Springs, Florida

Capital Improvement Summary by Fund Fund

FY 2018

Name Fire Fund General Fund Public Art Fund Tree Trust Fund Water and Sewer Fund Equipment Services Fund Charter School Fund Solid Waste Fund Total

10/6/2017

11:21 AM

Adopted $609,800 $5,375,690 $20,000 $500,000 $7,124,500 $4,432,367 $50,000 $0 $18,112,357

FY 2019 Plan $5,059,000 $39,171,919 $20,000 $0 $7,219,000 $19,470,986 $515,653 $274,000 $71,730,558

FY 2020 Plan $5,826,000 $8,437,034 $20,000 $0 $5,824,000 $3,455,638 $486,092 $700,000 $24,748,764

FY 2021 Plan $473,000 $8,041,534 $20,000 $0 $7,217,000 $3,617,209 $0 $275,000 $19,643,743

Fiscal Year 2018 Annual Budget

FY 2022 Plan $458,000 $7,079,534 $0 $0 $5,817,000 $5,176,095 $0 $150,000 $18,680,629

FY 2023 Plan $245,000 $7,511,705 $0 $0 $6,417,000 $3,470,787 $0 $0 $17,644,492

Total Cost FY 2018-2023 $12,670,800 $75,617,416 $80,000 $500,000 $39,618,500 $39,623,082 $1,051,745 $1,399,000 $170,560,543

CIP Budget by Funding Source- All Funds Preliminary CIP By Funding Source Category FY 2018-FY 2023

Funding Source Operating General Fund Fire Fund W&S Fund Equipment Services Fund Total Operating Equity Financing General Fund Fire Fund Water & Sewer Fund Solid Waste Fund Equipment Services Fund Total Equity Financing

FY 2017 Budget

FY 2018 Adopted

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

Total Cost FY 2018-2023

$531,500 565,500 325,000 3,543,340 4,965,340

$528,405 609,800 905,500 3,990,137 6,033,842

$814,129 209,000 488,000 6,970,986 8,482,115

$726,829 326,000 459,000 3,455,638 4,967,467

$685,829 473,000 459,000 3,617,209 5,235,038

$571,829 458,000 459,000 5,176,095 6,664,924

$547,000 245,000 1,059,000 3,470,787 5,321,787

$3,874,021 2,320,800 3,829,500 26,680,852 36,705,173

1,332,434 0 591,400 0 198,740 2,122,574

2,166,000 0 0 0 442,230 2,608,230

940,000 0 0 0 0 940,000

1,115,000 0 0 0 0 1,115,000

1,510,000 0 0 0 0 1,510,000

845,000 0 0 0 0 845,000

985,000 0 0 0 0 985,000

7,561,000 0 0 0 442,230 8,003,230

Reserves General Fund Facilities

55,000

175,000

185,000

265,000

280,000

205,000

1,285,000

Total Reserves

55,000

175,000

185,000

265,000

280,000

205,000

1,285,000

Grants CDBG Grant Justice Assistance Grant SHIP Grant FEMA AFG Dept of Environ Protection Grant Dept of Transportation TAP Grant HOME Grant Grant Dependent Total Grants

522,781 0 591,737 0 190,000 0 1,000,000 148,948 1,494,000 3,947,466

540,840 0 785,197 0 0 0 0 195,748 0 1,521,785

555,760 0 785,197 0 0 0 0 195,748 194,000 1,730,705

667,760 0 785,197 0 0 0 0 195,748 194,000 1,842,705

439,760 0 785,197 0 0 0 0 195,748 194,000 1,614,705

374,760 0 785,197 0 0 1,300,000 0 195,748 194,000 2,849,705

3,134,640 0 4,711,182 0 0 1,300,000 0 1,174,488 970,000 11,290,310

Renewal and Replacement Renewal and Replacement Total R&R Fund

5,214,000 5,214,000

6,219,000 6,219,000

4,555,000 4,555,000

3,215,000 3,215,000

4,608,000 4,608,000

3,208,000 3,208,000

25,013,000 25,013,000

425,000 425,000

0 0

9,543,419 0 0 0 0 0 9,543,419

984,500 0 0 0 0 0 984,500

8,217,885 2,176,000 12,500,000 27,526,200 4,850,000 0 55,270,085

5,379,500 2,150,000 0 0 5,500,000 0 13,029,500

4,013,000 2,150,000 0 0 0 0 6,163,000

3,918,000 2,150,000 0 0 0 0 6,068,000

2,925,000 2,150,000 0 0 0 0 5,075,000

25,437,885 10,776,000 12,500,000 27,526,200 10,350,000 0 86,590,085

Other Funds Charter School Fund Total Charter School Fund

50,000 50,000

515,653 515,653

486,092 486,092

0 0

1,051,745 1,051,745

Tree Trust Fund Tree Trust Fund Total Tree Trust Fund

10,000 10,000

500,000 500,000

0 0

500,000 500,000

Public Art Fund Public Art Fund Total Public Art Fund

20,000 20,000

0 0

80,000 80,000

Potential Loan Potential Loan Total Potential Loan

0 0

CRA Funded CRA Funded Total CRA Funded

0 0

42,000 42,000

0 0

42,000 42,000

26,352,799

18,112,357

71,730,558

24,748,764

19,643,743

18,680,629

17,644,492

170,560,543

Impact Fees Water and Sewer Fund Total Impact Fees Debt Service Loan (General Fund) Revenue Bond (W&S) Potential Loan (Equip Fund) Potential Loan (General Fund) Potential Loan (Fire Fund) General Obligation Bond Total Debt Service

Total CIP

City of Coral Springs, Florida

Major Capital Projects by Department Department/Fund Development Services

Public Works

Transportation

Parks & Recreation

Police

Equipment Services

Water and Sewer Fund

Capital Project

$195,748 HOME Grant

Housing Rehabilitation

$785,197 SHIP Grant

Median Improvements

$500,000 Tree Trust Fund

Air Conditioning Repairs and Improvements

$120,000 Facilities Reserve

Storm Water Master Plan

$150,000 Equity

Pedestrian Lighting for Forest Hills Blvd

$120,000 Equity

Roof Replacement

$240,000 Equity

Existing Walkway Renovation

$100,000 CDBG Grant

New Sidewalk Construction

$249,760 CDBG Grant

Resurface and Restripe Parking Lots

$160,000 General Fund Operating

Road Resurfacing Program

$750,000 General Fund Operating

15-year Playground Replacement

$150,000 Loan

Irrigation System Control

$100,000 Equity

Light Fixture Replacement Program

$125,000 Equity

Artifical Turf Fields

$400,000 Equity

Neighborhood Park Revitalization

$100,000 Loan/ Equity

Athletic Field Renovations

$100,000 Equity

SRO Vehicles

$125,000 Loan

Corporate Park License Plate Readers

$126,000 Equity

Fleet Software

$100,000 Equipment Fund Equity

West Side Complex Design

$310,230 Equipment Fund Equity

Vehicle and Equipment Replacement

$3,946,137 Equipment Fund Operating

Infiltration/Inflow Correction Program

$1,000,000 Renewal and Replacement

Lift Station Rehab Program

$400,000 Renewal and Replacement

Water and Wastewater Pumps

$104,000 Renewal and Replacement

Galvanized Water Service Replacement Program Painting Water Treatment Plant Raw Water Well Replacement Program

Information Technology

Funding Source

Housing Rehabilitation

Wiles Road Utilities Relocation Phase 2

Fire Fund

FY 2018 Budget

$850,000 Renewal and Replacement $1,800,000 Renewal and Replacement $586,500 Water and Sewer operating $2,000,000 Renewal and Replacement

Fire Stations Painting & Improvements

$245,000 Fire Fund Operating

Personal Protective Equipment (PPE)

$200,000 Fire Fund Operating $ ,

Network/Internet Infrastructure

$120,000 Loan/ GF Operating

Virtual Infrastructure Growth

$200,000 Loan/ GF Operating

Fiscal Year 2018 Annual Budget

Major Capital Projects by Location Capital Projects Citywide Infiltration/inflow correction program Lift Station Rehab Program SRO Vehicles Galvanized Water Service Replacement Program Raw Water Well Replacement Program Irrigation System Control Median Improvements

Housing Rehabilitation Network/Internet Infrastructure Storm Water Master Plan Vehicle and Equipment Replacement Existing Walkway Renovations Light Fixture Replacement Program Fire Station Painting and Improvements

Virtual Infrastructure Growth Fleet Software Water and Wastewater Pumps Personal Protective Equipment (PPE) Resurface and Restripe Parking Lots Neighborhood Parks Revitalization New Sidewalk Construction

Pine Ridge North

Corporate Park

Road Resurfacing Program

License Plate Readers

Wiles Road Utilities Relocation

Westside Complex

Paul Barre Park Playground Replacement

Design

Sportsplex Water Treatment Plant

Playground Replacement

Facilities Painting Gymnasium Roof Replacement

Forest Hills Blvd Cypress Park

Pedestrian Lighting

Artifical Turf Fields

Facility Mullins Park Athletic Field Renovations

City of Coral Springs, Florida

Street name Capital project

General Fund CIP Summary by Funding Source CIP By Funding Source General Fund Departments

Funding Source Operating—General Fund Aquatic Complex Center For The Arts Emergency Medical Services Information Services Parks and Recreation Police Public Works Sportsplex/Tennis Transportation Operating—General Fund Total Equity Financing Parks and Recreation Police Public Works Transportation Equity Financing Total CDBG Grant Aquatics- Cypress Pool Development Services Parks and Recreation Transportation CDBG Grant Total Grant Dependent Development Services Grant Dependent Total Loan Aquatic Complex Aquatics- Cypress Pool Aquatics- Mullins Center For The Arts Emergency Medical Services Information Services Parks and Recreation Police Public Works Sportsplex/Tennis Transportation City Manager Loan Total HOME Grant Development Services HOME Grant Total SHIP Grant Development Services SHIP Grant Total Potential Loan Aquatic Complex Parks and Recreation Police Sportsplex/Tennis Potential Loan Total Equity Financing Capital Public Works Facilities Reserve Total Unknown Funding Transportation Department of Transportation Total CRA Funded Public Works CRA Funded Total Total General Fund CIP

FY 2018 Adopted

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

Total Cost FY 2018-2023

$0 0 7,305 110,500 121,000 131,600 78,000 0 80,000 528,405

$42,500 10,000 25,000 113,000 163,000 129,629 101,000 50,000 180,000 814,129

$60,000 15,000 0 30,000 178,000 205,829 108,000 30,000 100,000 726,829

$60,000 5,000 146,000 30,000 163,000 60,829 91,000 30,000 100,000 685,829

$35,000 0 0 105,000 163,000 53,829 85,000 30,000 100,000 571,829

0 0 25,000 30,000 70,000 232,000 60,000 30,000 100,000 547,000

197,500 30,000 203,305 418,500 858,000 813,716 523,000 170,000 660,000 3,874,021

725,000 126,000 405,000 910,000 2,166,000

100,000 0 200,000 640,000 940,000

100,000 0 190,000 825,000 1,115,000

100,000 0 125,000 1,285,000 1,510,000

100,000 0 75,000 670,000 845,000

100,000 0 40,000 845,000 985,000

1,225,000 126,000 1,035,000 5,175,000 7,561,000

36,386 89,673 65,021 349,760 540,840

33,000 89,760 63,000 370,000 555,760

35,000 89,760 63,000 480,000 667,760

35,000 89,760 65,000 250,000 439,760

35,000 89,760 0 250,000 374,760

207,386 538,473 319,021 2,069,760 3,134,640

0 0

194,000 194,000

970,000 970,000

35,000 0 0 0 69,000 279,500 200,000 171,000 155,000 0 75,000 0 984,500

1,346,500 82,500 70,000 176,900 87,390 802,756 2,667,000 556,339 265,000 594,500 1,285,000 10,000 7,943,885

205,000 45,000 25,000 14,500 72,000 1,160,000 1,245,000 283,000 45,000 90,000 1,495,000 0 4,679,500

280,000 37,000 25,000 0 129,000 995,000 1,120,000 107,000 0 100,000 945,000 0 3,738,000

235,000 0 20,000 0 73,000 940,000 1,245,000 0 0 0 1,255,000 0 3,768,000

35,000 0 0 0 75,000 930,000 750,000 0 0 0 1,135,000 0 2,925,000

2,136,500 164,500 140,000 191,400 505,390 5,107,256 7,227,000 1,117,339 465,000 784,500 6,190,000 10,000 24,038,885

195,748 195,748

1,174,488 1,174,488

785,197 785,197

4,711,182 4,711,182

0 0 0 0 0

42,000 24,441,600 1,752,600 1,290,000 27,526,200

0 0 0 0 0

42,000 24,441,600 1,752,600 1,290,000 27,526,200

175,000 175,000

185,000 185,000

265,000 265,000

280,000 280,000

205,000 205,000

1,285,000 1,285,000

0 0

1,300,000 1,300,000

0 0 $5,375,690

42,000 42,000 $39,171,919

0 0 $8,437,034

0 0 $8,041,534

0 0 $7,079,534

0 0 7,511,705

42,000 42,000 75,617,416

Fiscal Year 2018 Annual Budget

Revenue Trends Fiscal Year % Change The primary source of revenue for the 2018 Budget from FY17 City is ad valorem property taxes, which comprise over 40% total budgeted Budget

General Fund Revenues

Fiscal Year 2017 Budget

Ad Valorem (Property) Taxes

$41.3 million $54.1 million

Electric Utility Service Tax

$9.4 million

$ 9.5 million

Half-cent Sales Tax

$8.7 million

$ 8.7 million

Electric Franchise Fee

$7.5 million

$ 6.8 million

-10%

State Shared Revenues

$4.4 million

$ 4.4 million

Communications Services Tax

$4.0 million

$ 4.3 million

Solid Waste Franchise Fees

$5.3 million

$ 5.3 million

Charges for ServiceParks & Rec

$4.5 million

$ 4.5 million

Totals

$85.1 million

$99.6 million

15%

revenues for the General Fund. The remaining revenue comes from a wide variety of intergovernmental, franchise, and other demand-driven sources. The Fiscal Year 2018 Budget includes a substantial increase in the ad valorem millage rate, bringing in 31% more in property taxes. An increasing reliance on property taxes is necessary as other revenues decline.

31%

As part of the Five-Year Forecast, we have made several assumptions about future revenue growth that have a major impact on the resources that we can plan to use. Following is an explanation of some of these assumptions.

Total Fiscal Year 2018 Budget General Fund Revenues: $124.8 million. Ad Valorem Taxes

Ad Valorem Taxes

Source: Broward County Tax Collector Frequency: monthly, EFT

$70.00

$60.00

Year-end Projection

$40.00

$30.00

$20.00

$10.00

Budget Estimate

$50.00

$ Millions

2022

2023

2021

2022

2020

2019

2018

2017

2016

2015

2014

2013

2012

2021

Electric Utility Service Tax

2011

2010

2009

2008

2007

2006

$‐ 2005

Ad valorem taxes are levied against the taxable value of real and personal property. The City sets the rate (“millage”) for this tax each year prior to October 1, and this rate is applied to each property’s taxable assessed value as determined by the Broward County Property Appraiser. This revenue grows through increases to the millage rate and/or taxable values. The City’s millage rate will be increased 21%, from 4.7982 to 5.8732. This higher rate combined with a 7.39% overall increase in property values results in a 31% increase in this revenue. Forecasts are for a conservative 4% property value growth and no additional millage rate increase contemplated.

Electric Utility Service Tax

Source: Florida Power & Light (FPL) Frequency: monthly, EFT

$10.00

$7.00 $6.00 $5.00 $4.00

Budget Estimate

$8.00

$3.00 $2.00 $1.00

City of Coral Springs, Florida

2023

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

$‐ 2007

$ Millions

The City levies a 10% utility service tax on all electricity payments made within the City, through FPL. Electricity charges are made up of a base rate and a fuel rate. The City receives no tax on fuel rate increases, only on the base rate. When fuel rates increase, there is no effect on this revenue. Because this tax is based on the consumption of electricity, the City expects low to moderate growth as complete build-out and full occupancy is reached. This revenue is conservatively forecast to increase 1% annually.

Year-end Projection

$9.00

Revenue Trends (continued) 1/2 Cent Sales Tax

Half-cent Sales Tax

$10.00 $9.00

$7.00

$ Millions

$6.00 $5.00 $4.00 $3.00

Source: Florida Department of Revenue Frequency: monthly, EFT

Budget Estimate

Year-end Projection

$8.00

$2.00 $1.00

2023

2022

2021

2020

2019

Electric Franchise Fees (6%)

2018

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

$‐

$10.00

Electric Franchise Fee

$9.00 $8.00

Source: Florida Power & Light (FPL) Frequency: monthly, EFT

$3.00

Budget Estimate

$4.00

2018

$5.00

Year-end Projection

$6.00

2017

$7.00

$ Millions

The half-cent sales tax generates the largest amount of revenue for local governments among the state-shared revenues currently authorized. The State forecasts increases related to tourism, motor vehicles, business purchases, and household goods. Each city’s share is based on a percentage of County population, so as other cities grow faster, our revenue will not increase on the same trajectory therefore we are forecasting a modest 2% growth over the next five years.

The City authorizes FPL to provide electrical service in exchange for a franchise fee to reimburse the City for use of rights-of-way and other public services. FPL bills each customer a portion of their total electric usage. As FPL rates increase and consumption of electricity grows, this revenue will increase. FPL increased base rates as of January 2017. Forecasts are for a slow increase (1%) in the growth of this revenue over the next five years.

$2.00 $1.00

2023

2022

2021

2020

2019

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

$‐

Communications Services Tax

$7.00 $6.00

$Millions

$4.00 $3.00 $2.00 $1.00

2023

2022

2021

2020

2019

2016

2015

2014

2013

2012

2011

2010

2009

2008

$‐

Shared Revenues

State Shared Revenues

$6.00 $5.00

Budget Estimate

$7.00

$4.00 $3.00 $2.00 $1.00

Fiscal Year 2018 Annual Budget

2023

2022

2021

2020

2019

2016

2015

2014

2013

2012

2011

2010

2009

2008

$‐ 2007

$ Millions

State shared revenues are comprised of revenues from the state sales tax and the municipal fuel tax. As the economy continues to recover, the City predicts this revenue source will grow. However this revenue is meted out based upon each city’s proportionate share of County total population, and as other cities grow faster, our share will shrink. A conservative 2% is forecast due to the drag of lower gas prices and the shrinking share of this blended revenue.

2018

$8.00

Year-end Projection

$9.00

2017

$10.00

Source: Florida Department of Revenue Frequency: monthly, EFT

$5.00

2007

Coral Springs imposes a local tax rate of 5.22% on retail sales of communications services. The State is forecasting a decline in this revenue due to negative growth in wireless service and annual declines in landlines. The refund claim of $525,000 to AT&T will be paid off in Fiscal Year 2018 allowing a return to a slightly higher revenue. Thereafter the City forecasts a 2% annual decline as technology changes and consumer preferences shift to services not subject to tax.

Budget Estimate

$8.00

Year-end Projection

$9.00

2018

Source: Florida Department of Revenue Frequency: monthly, EFT

2017

$10.00

General Fund Five-Year Forecast General Fund Five-Year Forecast Remaining Deficit

0.0

No Deficit

-1.0

-$1.6

-2.0

Millions

The General Fund FiveYear Forecast is an integral part of planning the City’s future fiscal position. It is an important tool used to determine a longerrange picture of the City’s financial horizon, as well as the level of risk we face over the next few years as current revenue growth does not keep pace with the growth in operational costs.

-3.0 -$4.2

-4.0 -5.0

This model is the -6.0 framework to peer into the -$6.9 near future to identify the -7.0 deficits that might await us if we were to take no FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 -8.0 action. It helps City staff to conservatively quantify This chart is for planning purposes and illustrates the potential shortfalls the General Fund could face if no our financial outlook so positive action is taken. By Florida law, the proposed budget must be balanced. Financial Strategies will be we can adequately plan formulated to address future year shortfalls and will be included in the FY 2018 Business Plan. and be prepared to meet these challenges. As we map out our financial and operating strategies, we use the model to determine the potential impact of decisions, focusing on long-term solutions rather than short-term “fixes,” which could lead to negative financial impacts in future years. This financial outlook provides an opportunity to both avoid future budget problems and maintain financial stability. The forecast integrates projections of the major drivers of the City’s annual budget, new programs, and the anticipated revenues over the forecast period. Typically, future years show a deficit of revenues over expenditures. The General Fund’s forecast includes the assumption of the increased millage rate of 5.8732 starting on Fiscal Year 2018. The millage rate increase was adopted to provide funding for existing and for new business plan initiatives. Although national and state economies are improving at a slow but steady pace, local governments are still experiencing slowly recovering revenues, which was making it difficult to provide both essential services to the community and the much needed infrastructure improvements. In the other revenues, the City continues to project minimal growth and the need to hold the line on expenditures in order to maintain adequate working capital over the five-year period. On the positive side, the General Fund’s beginning working capital and increased property tax revenues will allow us to forecast three years’ worth of stable operations. The City is also including a contribution to the Stabilization fund in order to increase reserves and prepare the organization for future natural and economic challenges. This “Rainy Days” fund ties to one of our City’s core values: Sustainability. As shown in the chart above, the City is presenting a balanced budget for Fiscal Year 2018 and projects no deficit until Fiscal Year 2021 with the adoption of the new 5.8732 millage rate. Our success to date has been largely dependent upon planning ahead for the financial realities we project in coming years.

City of Coral Springs, Florida

Fiscal Year 2018 Annual Budget $306,433 3,838,354 1,717,584 2,455,848 3,446,521 982,149 46,645,805 9,133,097 6,468,882 4,648,782 14,240,017 2,257,259 3,025,935 7,038,893 273,930

($0) $3,180,716

$107,846,903 $106,479,488

$361,999 3,990,533 1,753,051 2,444,342 3,522,893 1,023,041 46,622,075 9,128,502 6,798,286 4,751,708 14,636,819 3,253,888 2,518,935 7,040,832 0



$41,287,396 2,245,712 10,728,844 11,565,708 19,991,606 4,208,100 14,512,775 3,010,292 4,200,714 129,973

Adopted Fiscal Year 2017

$370,614 4,196,057 1,983,626 2,548,325 3,655,547 1,044,068 47,911,549 9,529,479 7,163,433 4,818,349 15,012,348 3,630,941 2,656,514 7,360,269 0

($0)

3.2% $111,881,119

-4.3% 9.4% 3.2% -0.2% 8.3% 7.3% 3.8% 2.6% 3.7% -1.0% 0.2% -20.7% 32.3% 46.3% n/a

6.3% $111,881,119

$39,282,218 11.3% 2,257,733 5.1% 9,961,229 -1.4% 11,163,482 1.0% 19,320,796 -1.6% 4,160,841 9.5% 12,990,916 -5.5% 6,182,478 78.2% 4,040,510 6.6% 300,000 n/a

$107,846,903 $109,660,204

$38,909,404 2,245,712 10,435,499 11,393,696 20,026,189 4,005,554 14,306,464 2,202,750 4,194,210 127,425

Actual Fiscal Year 2016

($0)

$124,829,900

$370,692 $4,619,266 $2,154,592 $2,885,286 $4,022,052 $1,073,204 $51,089,838 $10,179,636 $7,066,895 $7,457,677 $14,810,228 $6,398,638 $2,993,467 $9,708,429 $0

$124,829,900

$54,079,618 $2,167,500 $10,009,313 $11,681,365 $20,587,584 $4,165,729 $14,699,256 $3,209,708 $4,094,616 $135,209

Projected Fiscal Year 2018

11.6%

0.0% 10.1% 8.6% 13.2% 10.0% 2.8% 6.6% 6.8% -1.3% 54.8% -1.3% 76.2% 12.7% 31.9% n/a

11.6%

31.0% -3.5% -6.7% 1.0% 3.0% -1.0% 1.3% 6.6% -2.5% 4.0%



2.7%

4.0% 1.0% 0.2% 1.0% 1.0% 3.8% 4.1% 3.5% -1.5% 2.0%



$1,728,041

$126,428,521

1.3%

$382,391 3.2% 4,818,106 4.3% 2,246,613 4.3% 3,004,297 4.1% 4,190,960 4.2% 1,120,437 4.4% 53,395,700 4.5% 10,627,638 4.4% 7,517,692 6.4% 7,612,125 2.1% 15,401,108 4.0% 3,698,218 -42.2% 4,667,087 55.9% 7,746,149 -20.2% 0 n/a

$128,156,562

$56,242,803 2,189,175 10,026,209 11,798,179 20,785,451 4,323,967 15,300,293 3,320,688 4,031,884 137,913

Projected Fiscal Year 2019

$329,141

$131,409,668

$394,479 5,010,008 2,334,763 3,120,280 4,355,713 1,165,690 55,776,372 11,058,877 7,810,322 7,912,949 15,982,553 3,791,377 4,851,637 7,844,647 0

$131,738,809

$58,492,515 2,189,175 10,125,271 11,916,161 20,991,004 4,489,624 15,851,610 3,435,765 4,107,013 140,671

Projected Fiscal Year 2020

3.9%

3.2% 4.0% 3.9% 3.9% 3.9% 4.0% 4.5% 4.1% 3.9% 4.0% 3.8% 2.5% 4.0% 1.3% n/a

2.8%

4.0% 0.0% 1.0% 1.0% 1.0% 3.8% 3.6% 3.5% 1.9% 2.0%



($1,560,532)

$136,943,760

$414,136 5,243,755 2,445,923 3,272,328 4,552,856 1,219,674 58,637,283 11,591,513 8,197,232 8,264,978 16,713,985 3,887,961 5,047,852 7,454,283 0

$135,383,228

$60,832,216 2,189,175 10,225,324 12,035,322 21,203,809 4,650,493 16,395,907 3,555,093 4,152,405 143,485

Projected Fiscal Year 2021

4.2%

5.0% 4.7% 4.8% 4.9% 4.5% 4.6% 5.1% 4.8% 5.0% 4.4% 4.6% 2.5% 4.0% -5.0% n/a

2.8%

4.0% 0.0% 1.0% 1.0% 1.0% 3.6% 3.4% 3.5% 1.1% 2.0%



($4,226,311)

$143,455,241

$435,075 5,489,698 2,563,181 3,433,074 4,760,092 1,276,431 61,659,276 12,153,021 8,606,459 8,634,313 17,485,056 3,988,117 5,256,517 7,714,932 0

$139,228,930

$63,265,504 2,189,175 10,326,377 12,155,675 21,423,943 4,819,405 16,992,234 3,678,833 4,231,429 146,355

Projected Fiscal Year 2022

Annual budgets will always be balanced, as required by State law. Projected deficits in this model should not be construed as actual shortfalls.

Note: This forecast is for planning purposes only and shows potential deficits if no positive action is taken, given known operational and capital needs and conservative projections of revenue.

Total Expenditures

Expenditures/Financing Uses City Commission City Manager's Office Human Resources Financial Services Information Technology City Attorney's Office Police Department Emergency Medical Services Development Services Public Works Parks and Recreation Non-Departmental Interfund Transfers Capital Financing Miscellaneous

Total Revenues

Revenues/Financing Sources Ad Valorem Taxes Solid Waste Special Assessment Utility Franchise Fees Utility Service Taxes Intergovernmental Revenues Licenses and Permits Charges for Services Fines and Forfeitures Miscellaneous Interfund Transfers

Budget Fiscal Year 2016

General Fund Five-Year Forecast Summary

4.8%

5.1% 4.7% 4.8% 4.9% 4.6% 4.7% 5.2% 4.8% 5.0% 4.5% 4.6% 2.6% 4.1% 3.5% n/a

2.8%

4.0% 0.0% 1.0% 1.0% 1.0% 3.6% 3.6% 3.5% 1.9% 2.0%



($6,882,716)

$150,053,292

$457,401 5,748,588 2,686,933 3,603,112 4,978,027 1,336,126 64,852,501 12,745,240 9,039,543 9,021,953 18,298,340 4,091,990 5,478,470 7,715,068 0

$143,170,576

$65,796,124 2,189,175 10,428,441 12,277,232 21,651,488 4,996,764 17,560,990 3,807,151 4,313,920 149,290

Projected Fiscal Year 2023

4.6%

5.1% 4.7% 4.8% 5.0% 4.6% 4.7% 5.2% 4.9% 5.0% 4.5% 4.7% 2.6% 4.2% 0.0% n/a

2.8%

4.0% 0.0% 1.0% 1.0% 1.1% 3.7% 3.3% 3.5% 1.9% 2.0%



Business Plan Contents Introduction................................................................................................................................................................................ 84 Market Environment................................................................................................................................................................ 85 Service and Operations Strategy......................................................................................................................................... 96 A Family-Friendly Community.............................................................................................................................................. 97 A Thriving Business Community........................................................................................................................................102 An Active, Healthy Community..........................................................................................................................................108 An Attractive Community....................................................................................................................................................112 Financial Strategy....................................................................................................................................................................124 Revenue Outlook............................................................................................................................................................126 Five-Year Forecast .........................................................................................................................................................126 Fiscal Year 2018 Capital Improvement Program.................................................................................................127 Fire Fund ...........................................................................................................................................................................128 Water and Sewer............................................................................................................................................................128 Solid Waste.......................................................................................................................................................................129 Measuring Results...................................................................................................................................................................130 Quarterly Performance Review.................................................................................................................................130 Key Intended Outcome Analysis..............................................................................................................................130 Initiative Analysis............................................................................................................................................................130 Supplier and Partner Performance Data................................................................................................................130 Sustainability Indicators..............................................................................................................................................130 Composite Indicators....................................................................................................................................................136 Fiscal Year 2016 Initiative Summary........................................................................................................................139 Customer Requirements Analysis.....................................................................................................................................148 Overview...........................................................................................................................................................................148 Residential Satisfaction Survey Results..................................................................................................................148 Business Survey Summary..........................................................................................................................................152 SWOC: Strengths, Weaknesses, Opportunities, and Challenges...................................................................157 Neighborhood Meetings.............................................................................................................................................159 Process Improvement Teams..............................................................................................................................................162 Cross-Functional Teams...............................................................................................................................................162 Awards and Special Recognitions.....................................................................................................................................163

City of Coral Springs, Florida

Introduction The Strategy Behind the Plan The Business Plan outlines how City resources will be applied within our five priority areas to achieve the objectives determined by the Strategic Plan. Our strategic planning delivers a mission and a set of strategic priorities that provide vision and direction for the City. While it has evolved over the years, true to the spirit of continuous improvement, it is still the linchpin in linking our dayto-day activities with the mission that we aspire to achieve. We often say the Business Plan gives “feet” to our priorities and Key Intended Outcomes, as well as establishes a structure for resource allocation. With the strategic priorities set—and appropriate outcomes identified—the operations of the City are reviewed and redeployed to bring the strategic vision to life. Specific initiatives are developed in response to the priorities identified in the Strategic Plan. This Business Plan is an outgrowth of the strategic priorities, capturing the City’s vision in a specific, directed, and quantifiable form. The Market Environment section is the result of an environmental scan performed prior to the strategic planning process. It is presented in its complete form in the Strategic Planning Workbook and then updated and summarized here in the Business Plan. We look at local demographic and economic market forces to identify emerging issues and items of concern to our residents. Direct customer feedback is solicited through surveys, focus groups, and town meetings, which becomes the basis for the Commission’s strategic planning. Our Service and Operations Strategy is organized by strategic priority to document the steps we are taking to achieve the intended outcomes for each of the priority areas. Key Intended Outcomes, set by the Commission, are the measurable results we intend to achieve. The Financial Strategy provides a summary of the tactics we are employing to maintain our stable financial condition and build for our future. To monitor the success of the Business Plan, we use a number of measurements, as detailed in the Measuring Results section. We report survey results as part of the Customer Requirements Analysis, even though they are initially examined during the Commission’s strategic planning.

Fiscal Year 2018 Annual Budget

Market Environment Overview The improving local and regional economy has begun to favorably impact the City’s financial outlook. Economists remain optimistic yet cautious going into years 2018-2019. Many market predictors anticipate a moderate growth which is evident in the increases in the City’s property values. Consumer confidence is holding at a fairly high level, supported by job and wage gains. Unemployment forecasts continue to decline. Many industries have amplified hiring at higher rates and average wage growth is gaining momentum this past year as the dollar has begun to appreciate. Better-than-expected job growth could convince the Fed that the economy can withstand a faster pace of rate increases. Expecting the economic recovery to maintain its slow but steady progression, the City’s strategy is to focus its efforts on continuing to invest in the community, as well as providing high quality services to our residents, maintaining and improving our aging infrastructure, and building our reserves. During the depths of the recession, the City adopted a three-pronged financial strategy. The prongs of that strategy included the adoption of the rolled-back rate; reduction in spending; and the judicial use of reserves. While this was an appropriate strategy for the time, a new financial strategy is necessary to place the City in the most advantageous position to embrace the economic recovery. Although the recession has officially ended, the return to pre-recession growth rates and increases in particular revenues is not on the near horizon. Since the fuel that powered the City’s economic engine (population growth and new construction) will not return to previous levels quickly, we must create a plan to bridge the gap. The City Commission has set the stage for this vision by incorporating language in the previous 2016-2017 Strategic Plan directing the City to take a leadership role in creating its future by investing in our community. In partnership with the Economic Development Office, Community Redevelopment Agency, the Chamber of Commerce, and other stakeholders, the City will proactively prime the engine of economic growth by assisting our existing business community, devoting resources to encourage the redevelopment of the City’s commercial areas such as the Corporate Park, and investing in education. In addition, the City will work to attract businesses and increase property values by investing in the appearance and safety of our community. A key component to building a stronger, more vibrant future for the City of Coral Springs is the expansion of our commercial tax base. Over one-third of the City’s revenue comes from property taxes which are the City’s single largest revenue source. After several years of declining property values, the City’s Total Taxable Assessed Values have been steadily increasing. The City continues to be faced with demands for changes or increasing services, numerous challenges including the cost of technology, potential legislation that will weaken its home rule authority or impose mandates without a corresponding funding source, the need to invest in capital infrastructure, growing our financial reserves, and controlling expenses. There are no easy decisions ahead. We must rely on our planning process to ascertain available resources, identify priorities, and then allocate our scarce resources according to those priorities. In the Fiscal Year 2018 Business Plan, outlined here are the market conditions and trends impacting the City of Coral Springs.

City of Coral Springs, Florida

Total Taxable Assessed Values Increasing Steady but Slow $12.0

Total Taxable Assessed Values

$10.0

$9.69

$8.54

$9.06

$8.13

‐2%

$7.75

$7.40

‐11%

$7.47

$7.55

$9.82

$4.0

$9.48

$6.0

$10.39

$8.0 $ Billions

Ad valorem property taxes, which are based on assessed values, make up a third of the City’s total revenues. A majority of the City’s residential properties are protected by the Save Our Homes (SOH) cap, a Florida law that limits the increase on homesteaded property values to the lesser of the rate of inflation or 3%. Growth in this singularly important revenue mainly comes from value increases in the commercial, retail and industrial sectors, new development, and millage rate increases.

$8.53

Real Estate Trends

$2.0 15.3%

$0.0

9.6%

‐5.5%

‐13%

FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018

Total Taxable Assessed Values are recovering for the City but growth is restrained due to the high percentage of

Source: July 1 certified values, FL DOR Certified Taxable Value form (DR‐420) properties protected by Save Our Homes. Source: July 1 values from FL Department of Revenue form DR-420. Housing Market Healthy

• Single-family home sellers enjoy a strong market. Data for January 2017 shows the average sales price remains very high at 95% of the listing price, with a median 45 days to contract. • Broward County has seen a 7% decrease in active listings of single family homes from January 2016 to January 2017; the inventory for condos decreased by 3%. • Median sales prices in Coral Springs in February 2017 were $363,000 for single-family homes and $135,000 for condos, an increase of 4% and 18% from a year ago, respectively. In Broward County, median sales prices of single family homes reached $311,250 in January 2017, an increase of 10% from the previous year. • A 17% decrease in cash sales of single-family homes and 6% decrease for condos in Broward County, January 2016 vs. January 2017, indicates a diminishing presence of investors in the market, further contributing to market stability. In January 2017, 29% of single-family home sales and 62% of townhouse/condo sales were cash sales. • There has been an 87% decrease in foreclosures since 2010; roughly 700 in February 2017 down from a peak of 5,500 in May 2010. The number of cases in all phases of foreclosure (lis pendens, final judgments, and REOs) is declining.

New Residential Development Underway • The former Broken Woods Golf Club will be the site of over 400 new residential units—186 single-family, zero-lot line homes on the north parcel, 80 townhomes and 168 three-story, multi-family units on the south parcel. Construction is underway at the Reserve, the south parcel with multi-family units and townhomes. Building permits have been issued for model homes as well as several new homes in Coral Lago, the north parcel where the single-family homes will be constructed. • Coral Springs Country Club will be home to 250 mid-rise units on the northern portion of the golf course property fronting Sample Road, including a new golf course clubhouse, redesign of two fairways/greens, and tennis courts. Construction is underway for the high rise units in Bainbridge Coral Springs, and two of the seven buildings have received a certificate of occupancy. The site work for the clubhouse has been completed and work on a new clubhouse will begin in the next year or two.

Commercial Sector Energized • Major retailers and restaurants have recently opened, including Orchard Supply and Four Rivers. Nearly all of the “big box” retail spaces within the City have been filled. • Cleveland Clinic Florida is expanding in Coral Springs and will soon begin construction of a new 74,000 square foot Family Health and Surgical Center. The facility will house a clinic with up to 40 exam rooms, an ambulatory surgery center with four operating suites, and several procedure rooms. • Business development continues to grow with 282 new business tax receipts issued since October 2016.

Fiscal Year 2018 Annual Budget

Economic Development The Economic Development Office directly impacts the City’s Thriving Business Strategic Priority. In order to make Coral Springs a community of choice, it must continue to tout the assets of Coral Springs, promote economic development initiatives, and create opportunities for new and expanding businesses. All economic development efforts are focused on encouraging and supporting development and redevelopment, as well as expansion and retention of existing businesses.

Complete an Economic Development Strategic Plan • The Economic Development Office (EDO) is currently working with AngelouEconomics and other City departments to identify priorities, develop roles and responsibilities, establish an implementation strategy, and ascertain budget requirements to finalize the Economic Development Strategic Plan. • Create action items that address the needs of the entire City to assure continued economic well-being and a diversified tax base. • Promote absorption of existing available commercial, industrial, and retail space. • Develop and maintain relationships with the top real estate experts in Broward County by continuing the annual Real Estate Summit. • Provide support and assistance to developers, contractors, and business owners. Serve as a liaison with City departments, County and State agencies. Continue the Business Recognition and Appreciation initiative.

Continue the “Business is Brighter” Marketing Campaign • Continue to steer site selectors, prospectors and businesses to the EDO website. Ensure high visibility through promotion of the property search capability feature, and highlight the assets of the City. • Social media marketing will be utilized to increase new lead generation and deliver value to businesses. Social media is an important tool to inform consumers about economic development opportunities. It can also provide an identity to the City, create relationships, and provide interaction with businesses and site selectors. • Conferences, trade shows, and other events and institutions will again be targeted to promote Coral Springs. A strategic partnership with other Broward County cities, and with financial institutions providing business assistance, will be fostered to leverage infrastructure and capital. Marketing materials will be developed for target industries and business lines. • Support will be given to the Chamber of Commerce Business Academy.

Partner with Business Owners to Improve the Corporate Park • The Economic Development Office will continue to work with the Corporate Park Association and the businesses to ensure that the Corporate Park is considered a desirable location by repositioning the area as a key asset to the City. Support current and ongoing efforts for security and compliance while developing plans for sustainment of such efforts.

City of Coral Springs, Florida

Downtown Coral Springs The City of Coral Springs and the Coral Springs Community Redevelopment Agency (CRA) are creating a vibrant and sustainable downtown in which residents, businesses, and visitors can live, work, shop, and entertain. Efforts include rezoning the downtown area to promote a mix of uses, increase density, and facilitate redevelopment. The City is investing in infrastructure improvements to support new development, such as a water and sewer line replacement currently under construction in the downtown core. The recent completion of the ArtWalk and the construction of the new Municipal Complex will serve as catalysts to downtown redevelopment.

Downtown Housing With the upcoming approval of a new downtown Zoning District (expected September 2017), the amount of downtown housing is expected to increase significantly, allowing for the development of 2,400 residential dwelling units. This housing will be in addition to two new housing developments already under construction within walking distance to the downtown core - The Reserve at Coral Springs and Coral Lago. The Reserve features 80 townhomes and 186 multifamily units with apartments and townhomes. Amenities include a fitness center, clubhouse, 4.7 acre public park, pool, and a business-savvy e-cafe. Coral Lago features 186 single-family homes with three, four, and five bedrooms. A third housing project, Bainbridge Coral Springs, is nearly completed. This new luxury, resort style development located one mile from Downtown features 250 units in seven five-story buildings. Amenities include a 17,000 sq. ft. clubhouse, three tennis courts, pool, fitness center, pro shop, and a free round of golf for residents at the redesigned golf course on which this development sits.

Downtown Business A new Cornerstone Plaza development (Pei Wei and Chase Bank), located on University Drive in the downtown area, was completed in the summer of 2016. The Village Green project, within the CRA/Downtown area (located in the NE corner of Sample and University), is currently under construction. The project will include a Starbucks drive-thru, Holy Cross Imaging Center, and space for future retail. Although outside the boundaries of the CRA, Broward Health Coral Springs is contributing to the momentum with a $56 million project. Construction of a three-story south building will house 28 private post-partum rooms, a neonatal intensive care unit, and surgical beds. The hospitalâ&#x20AC;&#x2122;s bed capacity will increase from 196 to 250. The hospitalâ&#x20AC;&#x2122;s central energy plant will also be upgraded. Construction is expected to be completed by the first half of 2018.

Municipal Complex nears Completion Groundbreaking was held May 2016 for a multi-purpose, vibrant, and attractive municipal complex that will serve as the functional and symbolic center of the City. Significant parking capacity will be available in a 607 space parking garage, spurring other private investment and redevelopment. The new 74,000 square-foot five-story Municipal Complex building is estimated to be completed in October 2017. This project will serve the community, encourage private sector confidence, and drive the necessary private investment in our designated downtown, serving as a catalyst for redevelopment in the Downtown area. To support the infrastructure demands of the new Complex as well as anticipated future development, there will be necessary water and sewer improvements, along with the installation of a new turn lane on Sample Road. Occupancy of the new Complex is expected for late 2017.

Building Momentum The Municipal Complex Commercial Development is city-owned land adjacent to the new Municipal Complex and parking garage. The City intends to convey Phase II and Phase III parcels to the CRA and the CRA will grant the selected private developer the right to develop both parcels. The CRA desires a commercial development project that will serve as a catalyst for the evolution of the Downtown. The CRA encourages mixed uses, businesses that generate pedestrian traffic, high quality design that will enhance Downtown, and projects that are flexible to respond to future market evolution. Once the new Municipal Complex is completed the City is going to sell or lease the old City Hall to a private developer for construction of a project that includes a mixture of residential and commercial.

Fiscal Year 2018 Annual Budget

Technology The City of Coral Springs information technology strategic plan is a comprehensive blueprint that defines how technology will be envisioned, architected, and delivered to all City departments. The strategic plan will enable Information Technology (IT)to meet its mission by defining a strategy that adheres to best practices, governance, and supports the initiatives and vision of the City’s strategic plan. Defining this fundamental IT best practice favorably positions the City to take full advantage of future solutions and technologies we pursue.

Network Infrastructure The City’s network infrastructure was designed to provide data and voice redundancy shared across multiple data centers in the City. This foundation provides stability, bandwidth, and survivability to the critical systems that are necessary to run critical City operations. In an effort to ensure the availability of data, an enterprise class virtualized server and storage network was implemented. This technology provides a robust application layer, which is capable of handling the latest in software applications, as well as allowing for future platform growth.

Enterprise Software Application The City is currently working with a consultant to develop an RFP (request for proposals) for a new Enterprise Resource Planning (ERP) system. Combining multiple data elements into a seamless platform is necessary to meet the growing demands of the City, and to meet the expectations of our customers. In an effort to integrate the numerous work-flow processes that are now being done by multiple disparate platforms, or in many cases shadow systems, an ERP project will be necessary to create uniformity and up-to-date functionality. The ERP solution will also allow the City to take advantage of electronic document delivery, as well as drastically minimize many of the manual processes that are done today.

Software Sustainability The City maintains a comprehensive inventory of the software products deployed across the environment. With the use of integrated tools such as Microsoft System Center Configuration Manager (SCCM), we have the ability to conduct real-time inventories of all of the software in use on all City devices. In addition to maintaining software inventory, the City also maintains Enterprise License Agreements (ELA) with Microsoft, our largest software provider. In accordance to the ELA, the IT department maintains appropriate license levels, and keeps products on their latest versions and patch levels.

IT Standardization The IT department maintains a change management practice modeled after industry standard protocols outlined by the Information Technology Infrastructure Library (ITIL) governance body. ITIL governance dictates how changes to production systems are handled, documented, and communicated. Detailed logs of the regular weekly Change Advisory Board (CAB) meetings are kept, and changes must pass through the CAB before implementation. The IT department also follows the industry standards set for Project Management based on the Project Management Book of Knowledge (PMBOK). Currently the IT department has two certified Project Management Professionals (PMP) on staff.

On-Line Services and Registration Currently the City utilizes several online or web based solutions to serve our residents. Our customers can pay water bills online, register and pay for parks and recreation classes or events, and enroll in our Fire Academy courses. Additionally, several of the City’s applications are hosted in the cloud when available, and depending on the nature of the data. Online services provide the City with an added reach to our programs and payment options, which allow us to focus on our residents’ needs.

City of Coral Springs, Florida

The City currently supports an online registration process for our Parks and Recreations department, as well as our Regional Fire Academy. Recently, the City deployed a new Applicant Tracking Application (NEOGOV) that allows for a more refined Human Resources hiring process. These web based technologies allow the public to conduct day-to-day business with the city outside of the normal face to face transactions. As the City looks to deploy state-of-the-art applications, the focus will be on extending online registration as a part of the deployment.

Public Safety Technology Initiatives Public Safety is paramount to the integrity and security of the residents of Coral Springs. Our Police and Fire Departments are outfitted with the latest CAD E911 applications and state-of-the-art Motorola GPS enabled two-way radios. The IT department recently wrapped up a major retrofit of mobile devices used in Patrol cars, and is doing the same for our Fire and Rescue apparatus. In addition, the 911 Communications Center workstations recently received a refresh where new solid state hard drives were added. This upgrade, in conjunction with larger screen monitors for the calltakers and dispatchers, added additional speed and functionality to their workspace.

Green Information Technology & Document Management/Imaging The IT department continues to invest in energy compliance by reducing our data center footprint and purchasing energy star compliant devices. Taking advantage of virtualized technology allows the IT department to maintain powerful systems that require less cooling and power than conventional server infrastructures. This reduction directly relates to data center efficiency, and provides flexible architectures that can be deployed in smaller more efficient locations. The IT department also maintains a digital document management system that aims at reducing the physical paper products produced, which must be stored in costly offsite locations.

Legislative Issues The City is concerned about legislation that will weaken its home rule authority or impose mandates without a corresponding funding source. The following issues reflect legislative challenges that require attention and clear direction to staff through the Strategic and Business Plans. The Florida League of Citiesâ&#x20AC;&#x2122; legislative bulletins were used as the source of the summaries below.

State Appropriations With an initial surplus expected in the State 2017-2018 budget, a host of special local funding requests were submitted to State legislators and the City of Coral Springs was no exception, submitting over $2.8 million in appropriations requests for special projects. The final adopted pre-veto budget totaled approximately $82.4 billion. Two of the eight special projects submitted by the City of Coral Springs made it to the pre-veto budget but ended up being vetoed in the final session.

Job Growth Grant Fund A new program called the Job Growth Grant Fund was funded at $65 million in the state budget. The Job Growth Grant Fund is meant to act as economic incentives, but rather than benefiting one company or entity, the funding would go towards infrastructure investment in communities that would then drive private sector investment.

Fiscal Year 2018 Annual Budget

Emerging Issues The following issues may affect our ability to provide the level and type of service our customers expect.

Opioids Opioid misuse and abuse is an epidemic in the United States. According to the Centers for Disease Control, they were involved in more than 33,000 deaths in 2015. Florida has seen a dramatic increase in opioid-driven overdoses, up more than 20 percent. Opioids, such as heroin, lead to nearly 10 deaths a day in the state, killing someone every two and a half hours, according to the Florida Behavioral Health Association. The problem is spurring calls for expanded availability of treatment for people addicted to drugs and increased training of law-enforcement officers and first responders in overdose prevention.

Potential Federal Budget Impacts: CDBG The Community Development Block Grant (CDBG) program, provided through the Department of Housing and Urban Development (HUD), funds specific projects and activities the City will undertake to address priority needs identified in the 20152020 Consolidated Plan. These priorities include providing a suitable living environment, providing decent and affordable housing, and expanding economic opportunities. The program allows the City to utilize grant funds for capital improvement projects in the City’s low- to moderate-income areas which otherwise would have to be paid through the City’s Capital Improvement Program and allows 15% of the funding for public services (senior and youth programs). The Fiscal Year 2017 CDBG Allocation for the City was $653,476. The Office of Management and Budget’s “blueprint” for 2018 proposed by the Trump administration reduces HUD’s funding and eliminates community development grants. The proposed budget needs congressional approval before it is enacted.

Dodd-Frank Wall Street Reform and Consumers Protection Act The Dodd-Frank Wall Street Reform and Consumer Protection Act was signed into federal law by President Barack Obama on July 21, 2010. The Act made changes in the American financial regulatory environment that affect federal financial regulatory agencies and almost every part of the nation’s financial services industry. President Donald Trump pledged during his campaign to repeal the bank reforms that came about after the 2008 financial crisis promising to replace it with “new policies to encourage economic growth and job creation.” It is not clear how Trump might change specific rules for big banks, small banks and other financial firms. Some suggest changes could include a more lax regulatory environment for money managers, insurance companies, consumer lenders and other financial firms.

Increasing Cost of Technology While the costs of computer hardware and processing power has fallen at a steady rate for years, the increase in the amount of data we capture, manage and hold has grown exponentially. Once we have captured and stored that data, we now have to protect it. Even with inexpensive servers and software we add additional layers of security, which means more people have to administer the applications and more layers of integration and complexity. We then present this data to the citizens, and increasingly provide them with online services ranging from building permit scheduling to water bill payments, and even citizen to police reporting. Providing the increased services, additional data storage, and higher level of security is causing Information Technology maintenance to increase consistently from year to year. In Fiscal Year 2018, the City’s Information Technology department is requesting an 8% increase in maintenance costs.

School Boundaries For the 2017-2018 school year, boundary proposal No. C7 phases out a portion of the Stoneman Douglas High School boundary to Coral Glades High School over a four year period- relieving overcrowding at Stoneman Douglas High School. As the area in Parkland known as “the wedge” continues to grow, Stoneman Douglas High School will continue to be monitored to ensure that its student enrollment does not exceed 110% of its permanent capacity. The City of Coral Springs will continue to observe this situation and work with the Broward County School Board.

City of Coral Springs, Florida

Charter School Relocation The Charter School creates significant traffic at peak school hours for roadways that are already highly congested. The school has already outgrown its facility and is examining opportunities to relocate to a larger space with assistance from the City. Currently, the school does not have any fields for sports practice and would like a space that can incorporate this need. Several sites have been considered including relocating the Charter School to the parking lot of the Coral Springs Center for the Arts. Discussions have been tabled giving City Staff time to take a fresh look at all of the sites considered including the upgrading the school at its present site or moving it to another spot on the same site.

Threat of Diminishing Federal Funding (CDBG, SHIP, HOME) The more than 40 year old Community Development Block Grants (CDBG) program could be in jeopardy of being cut out of the federal budget according to documents obtained by the Washington Post. The Trump administration could slash more than $6â&#x20AC;&#x2030;billion in funding for the Department of Housing and Urban Development and eliminate funding for community development projects. Community Development grants including CDBG, State Housing Initiative Partnership (SHIP) and HOME Investment Partnerships Program (HOME) could all be impacted. These programs are a cornerstone tool for cities to pay for affordable housing development, create economic opportunities and ensure suitable living environments for low- and moderate-income residents. In FY16 CDBG funds in the City of Coral Springs were used for housing rehabilitation, youth scholarships, pedestrian lighting and senior recreational activities.

75% Recycling Goal by 2020 The Energy, Climate Change and Economic Security Act of 2008 established a statewide recycling goal of 75% by 2020. The Act directed the Florida Department of Environmental Protection to submit to the Florida Legislature a comprehensive program to achieve this goal. While the State recycling goal and responsibility for meeting the goal falls on county governments, the City desires to be a leader in supporting Broward Countyâ&#x20AC;&#x2122;s efforts to reach the goal established by the State. In 2011, the City adopted a goal of achieving a citywide 75% recycling rate by 2020. The City contracted with HDR Engineering, Inc. in May 2011 to develop a Solid Waste and Recycling Strategic Plan for the City to provide quality solid waste and recycling services for the next 10 years, increase recycling to reach its 75% goal by 2020, and develop innovative strategies for managing solid waste.

Solid Waste Disposal In 2013, the City executed an Interlocal Agreement with Broward County and accessed two agreements for waste disposal, whereby residential and commercial solid waste is processed in Wheelabratorâ&#x20AC;&#x2122;s Waste to Energy plant and bulk materials, yard waste and construction and demolition debris is processed at Sun-Bergeron facilities. No waste goes directly to a landfill. These five-year agreements allow renewals that would become effective in July 2018. It is our understanding that the County is taking no action until the lawsuits related to the Sun-Bergeron joint venture are concluded. In the meantime, staff is researching other disposal options, which may include another five-year agreement with Sun-Bergeron, subject to provisions within the ILA.

Royal Utility Royal Utility Company is a ground water lime softening treatment plant located in northeast Coral Springs. It produces potable drinking water, servicing approximately 1,500 customers. The City conducted an analysis of the financial viability of purchasing the water utility. The study puts a value of the utility at approximately $1.4 million which is net of the $3.3 million in capital improvements needed. Based on the findings, the City does not intend to purchase the utility at this time.

Corporate Park The Corporate Park is 442 acres, approximately 244 businesses with business tax licenses, 318 folios, and 233 property owners. The Economic Development Office is working with the City, property owners, businesses and other organizations in the Corporate Park to create a Business Improvement District. The goal of the District is to enhance and expand economic activity by increasing business development conducive to economic advancement. This will provide a stronger, more balanced and stable economy and employment opportunities for the residents, and improve the competitive advantage of the City. As a result of a study performed in 2014, stormwater system improvements have been identified in the Corporate Park Area which has historically encountered flooding issues during and after significant rainfall events. This study estimated implementation costs for any recommended stormwater improvements and developed a phase in plan for any recommended stormwater improvements. The design of those improvements began in 2016.

Fiscal Year 2018 Annual Budget

Demographic charts Demographic Trends Decennial Census and American Community Survey The U.S. Census Bureau’s Decennial Census provides actual counts of population and housing units every ten years, with the most recent one conducted in 2010. The 2010 Decennial Census still remains the best source for reporting basic demographic data, such as population counts, age and race/ethnicity, along with housing unit counts, occupancy and tenure. While the Decennial Census Survey provided an array of other socioeconomic data in the past, that practice was discontinued after the 2000 Census and replaced in 2005 by an annual survey called the American Community Survey (ACS). While the ACS does provide more timely data, it has a reduced sample size and greater sampling error. The ACS collects annual survey information continuously nearly every day of the year through a questionnaire mailed to a sample of households, and then aggregates the results over a specific time period. The ACS data is provided as 1-year, 3-year and 5-year estimates. The 5-year estimate is considered the most reliable socio-economic/demographic dataset. The analysis below uses the best available data for each category. Where appropriate, trending was done using the Census data for 1990, 2000 and 2010, along with the 2011-2015 ACS 5-year estimates (most recent estimates available from the ACS). A number of trends are worth monitoring as they may indicate the need for a new mix of services. Some trends include the increase in the proportion of residents over the age of 50, the decrease in proportion of school age residents, and the growing number of multi-lingual residents. Coral Springs has a majority minority population for the first time.

Population age Population • Coral Springs is still a “young” community, with 25.8% of population under 18 • Population under 18 has seen a decrease in its share of the total population from a high of 30.9% in 1990 • There has been some “aging” in the past 20 years • Median Age reported by the Census increased from 31.7 in 1990 (37.6 for Broward County) to 36.5 in 2011-15 (40.0 for Broward County) • Age group 50-64 increased its share of the population significantly, 122% since 1990 • Persons 65 and older also increased and these trends will continue through 2030 as Baby Boomers age.

Age Breakdown Population trends 2011‐2015 ACS Age 65+ 9.3%

Under 5 6.7%

Age 5‐17 The Age 50‐ City is still a “young” 64 community but the 19.1% 19.5% population is aging in place. There will be a continued Age 18‐ need for youth Age 35‐ and senior programs in49the next 534to 1022.2% year period. 23.2%

Under 5 100% 90%

7.0% 8.8%

80% 70%

28.4%

60% 50% 40%

Age 5‐17

Age 18‐34

6.0% 14.1% 28.1%

10% 0%

Coral Springs is still a “young” community

Age 65+

7.9%

9.3%

20.5%

19.5%

23.6%

23.2%

21.2%

21.4%

22.2%

23.8%

20.8%

19.1%

7.1%

6.9%

5.8%

6.7%

1990

2000

2010

2011‐2015

City of Coral Springs, Florida

•

Age 50‐64

24.9%

30% 20%

Age 35‐49

Data S 1990‐2 2011‐2

M (20

•

Growing Hispanic Population • Coral Springs has a Majority Minority population for the first time, according to the 2011-2015 ACS 5-year estimates. Majority Minority means the White Non-Hispanic population comprises less than 50% of the population.

Race/Ethnicity

• Based on the racial and ethnic diversity of Miami-Dade and Broward Counties, the current trends will continue as more racially/ ethnically diverse population continues to move from Miami-Dade into Broward (and Coral Springs). 2011‐2015 ACS

100% 90%

Hispanic or Latino

25%

80%

Hispanic or Latino 25%

Non‐ Hispanic Other 7%

70% 60%

Non‐Hispanic Other

Non‐Hispanic Black

20%

Non‐Hispanic White

48%

50%

Non‐ Hispanic White 48%

40% 30%

Non‐ Hispanic Black 20%

20% 10% 0% 1990

2000

2010

2011‐2015

Data Sources: 1990‐2010 Decennial Census, 2011‐2015 American Community Survey 5‐year estimates

Place of birth

For the first time – the City of Coral Springs has Majority Minority population, according to the 2011‐ • Foreign-born population in the City has increased its share of the total population from 11% in 1990 to almost 30%. 2015 ACS 5‐year estimates. • The majority of foreign born residents come from the Caribbean/West Indies, Central America, and South America. Based on the racial and ethnic diversity of Miami‐Dade and Broward Counties, the current trends will City of Coral Springs (ACS 2011-2015) continue as more racially/ethnically diverse population continues to move from Miami‐Dade into Percentage of Native Born Percentage of Foreign Born Percent of Total Place of Birth Estimate Broward (and Coral Springs). Foreign Born • Foreign‐born population in the Ci

Place of Birth

100% 80% 60%

Haiti

21%

25%

29%

79%

75%

71%

40% 20% 0% 2000 Census

2005‐2009 ACS

5,356

14.7%

India

1,466

4.0%

Dominican Republic

1,427

3.9%

has increased its share of the tota 4,902 13.4% Colombia 4,736 13.0% population from roughly 1/5 to Peru 1,820 5.0% Mexico almost 30% since 1990. 1,475 4.0%

Jamaica

•

3.9% The majority of foreign born 1,217 3.3% Venezuela 1,153 3.2% residents come from the West Indies and Central/South America

Cuba

2011‐2015 ACS

1,416

Trinidad and Tobago

Language Spoken at Home

Language spoken at home

City of Coral Springs (ACS 2011‐2015)

Broward County (ACS 2011‐2015)

• Over the last 10+ Percent of Total years, the population speaking only EnglishPercent of Total at home has decreased from 75% to 63%.

Place of Birth Haiti

Estimate

Foreign Born

Place of Birth

Estimate

Foreign Born

• Roughly 1 in 8 residents speak English less than “very well” as reported by the 2011-2015 ACS. 5,356

14.7% Jamaica

86,299

14.5%

13.4% Haiti 13.0%may rely on children or grandchildren to access • Due to the 4,902 increase in foreign born population, many 77,286 heads of households Language spoken at home information4,736 in English. Colombia 13.0% Colombia 56,853 9.6% Jamaica Peru

1,820 English only 1,475

Mexico 100% India 90% Dominican Republic 80% Cuba 70% 60% Trinidad and Tobago 50% Venezuela 40% 30% 20% 10% 0%

2000 Census

5.0% Cuba Spanish or Spanish Creole 4.0% Venezuela

47,795 Other languages 24,002

8.1% 4.0%

1,466

4.0% Peru

20,720

3.5%

1,427

3.9% Canada

18,374

3.1%

1,416

3.9% Brazil

18,116

3.1%

1,217

3.3% Dominican Republic

17,543

3.0%

1,153

3.2% Mexico

15,320

2.6%

2005‐2009 ACS

2011‐2015 ACS

Fiscal Year 2018 Annual Budget

As the foreign born population increases from areas other than English speaking countries, there will be a future need to provide pertinent City information in other languages, and provide information in social media and other outlets to get information to the younger age groups.

Income • Residents’ Median Household Income is 28% higher than the County and 23% higher than the U.S. • Residents’ Median Family Income is 15% higher than the County and 8% higher than the U.S. Coral Springs

Broward County

$80,000 $70,000

$71,321

$66,430

$60,000

United States

$61,809 $51,968

$66,011

$53,889

$50,000 $40,000 $30,000 $20,000

The City’s reputation as a place to raise a family will continue to attract young families with higher incomes as compared to Broward County and the U.S.

$10,000 $0

Median Household Income

Median Family Income

A household consists of all people who occupy a housing unit regardless of relationship. A household may consist of a person living alone or multiple unrelated individuals or families living together. Median family income is typically higher than median household income because of the composition of households.

Population below poverty level

Poverty

• The percent of residents living below poverty level in the City is lower than the County and the State. • Poverty has doubled from 1990 (5.2%). Percent of Population Below Poverty Level 18.0%

16.5%

16.0%

14.5%

14.0% 12.0%

10.3%

10.0% 8.0% 6.0% 4.0%

Although lower than the County and the U.S., this data does not include those living below the median household and median family income levels. These families continue to struggle to make ends meet. The fate of funding for Federal programs (HOME/CDBG and other HUD programs) may have a direct impact on these figures over the next few years.

2.0% 0.0% Coral Springs

Broward County

Florida

2011‐2015 ACS 5‐year estimates

rcent of residents living below poverty level in the City is lower than the County and the State.

mber may increased due to impending cuts.

City of Coral Springs, Florida

Service and Service andOperations OperationsStrategy Strategy The purpose of the Business Plan is to set out detailed actions the City intends to undertake in the coming fiscal year to help achieve our Strategic Priorities. The five priorities identified by the City Commission set the agenda for this Business Plan, namely: • A Family-Friendly Community • A Thriving Business Community • An Active, Healthy Community • An Attractive Community • An Innovative, High-Performing Organization While the Strategic Plan sets out the vision, the Business Plan outlines tangible plans for making the vision a reality. In each of the priority areas, department directors have developed initiatives that will direct the way the City operates in order to address our five priorities and implement the vision expressed in the Strategic Plan. A Word About Existing Services and Ongoing Initiatives In some sections, we have highlighted initiatives that were in previous Business Plans that are still being implemented in Fiscal Year 2018. Generally, if an initiative is fully operational and integrated into our service package, it will not be mentioned. The emphasis is on multiyear implementation and the evolution of existing initiatives. For more detail about the services we provide and the performance measures we use to manage those services, please reference the departmental sections of the Annual Budget. Our New Initiatives Initiatives are developed that will assist us in achieving our Key Intended Outcomes. We include those we feel are significant contributors to supporting our strategic priorities or put additional demands on our resources. In this way, we identify the most significant actions we plan to take next year. Wherever applicable, operating expenditures have been identified for the first year only. Capital expenditures also reflect only the first year of the project, and do not include capital carrying costs.

City of Coral Springs’ Business Model Data Analysis

Citizen Input

Strategic Plan Business Plan Budgets Output to Citizens

Fiscal Year 2018 Annual Budget

A Family-Friendly Community A FAMILY-FRIENDLY COMMUNITY The City will undertake efforts to augment the quality of life that defines the hometown feel of our community by assuring public safety and good schools, promoting arts and culture, capitalizing on the strength of our diversity, and embracing our inclusive, welcoming nature.

NEW INITIATIVES Enhance Strategic Enforcement Team Lead Department: Police

Operating Expenses: $536,000

Capital Outlay: $177,160

SET detectives are used for a variety of crime issues that occur within the City of Coral Springs. These detectives are plain clothed officers who operate unmarked vehicles and provide support to every unit in the Police Department. These detectives search for, and take into custody the suspects of crimes being investigated by our detectives as well as attack emerging crimes trends, track gang intelligence and support Youth Liaison Officers during school release hours. Currently the City employs eight Strategic Enforcement Team (SET) Detectives. The need for the addition of four SET detectives is to expand our support to the other units of the department. The goal of the SET unit expansion is to provide seven-day week coverage for both day and night shift to maximize support to other units of the department. Because of the seven-day week coverage for both day and night shift, the span of control is too thin for the current SET sergeant to provide proper oversight of the unit’s operations. The need for the addition of another sergeant is to supervise six SET members which will alleviate the span of control issue.

Administrative Lieutenant Lead Department: Police

Operating Expenses: $156,900

Capital Outlay: $46,870

In the early 1990’s lieutenants were removed from the Police Department rank structure to flatten the department’s organizational command. In 2010, the rank of lieutenant was reintroduced by cutting one of the two Patrol Captains and adding four (4) lieutenants, one for each platoon in the Patrol division. These four lieutenants shared the administrative tasks involved in the dayto-day operations of the Police Department and provided direct supervision of those under their command. Currently all of the lieutenants perform duties related specifically to their assigned platoon or collateral duties. Their schedule and assignment to one specific platoon restricts their ability to perform administrative tasks that are common to all of Patrol. It also hampers their ability to properly supervise units that work a traditional five-day work week as their schedule is the 12 hour day/two-week rotation schedule. The remaining Patrol Captain is required to perform all of the administrative tasks that were shared by two captains in the past. An administrative lieutenant would work a traditional five-day work week, and assume administrative responsibilities of the Patrol division.

FY 2016 Goal

FY 2017 Goal

FY 2018 Goal

2,500

TBD

Resident rating of City efforts to prevent crime (Resident Survey)

—

92%

TBD

Resident rating of City Government for respecting religious and ethnic diversity (Resident Survey)

—

94%

TBD

(Biz) 96%

(Res) 96%

TBD

Coral Springs Charter School graduation rate

95%

TBD

Injury accidents at or near 14 major intersections in the City

175

165

TBD

Key Intended Outcomes City crime rate (crimes/100,000 residents—Calendar Year)

Ratings of Quality of Life (Resident and Business Surveys)

City of Coral Springs, Florida

Increase Firefighter/Paramedic Staffing Lead Department: Fire Operating Expenses: $175,700 Fire Fund, $107,700 General Fund Capital Outlay: $19,000 The Coral Springs Fire Department (CSFD) currently maintains a staff of 147 shift based personnel, 49 per shift. These personnel staff eight fire stations in Coral Springs and Parkland. CSFD requires a minimum of 37 personnel to staff all required positions on a daily basis. Seven personnel are on “Kelly day” per shift (this is a mandatory day off to keep firefighters within FLSA standards). Only four personnel are available to fill in for anyone who is not on duty for any number of reasons. Each day, up to four personnel are allowed to be on leave for vacation or comp time, leaving zero firefighters to fill any open positions. Openings occur for multiple reasons, such as sick calls, injury or illness leaves of absence, military deployment, FEMA Task force deployment, and D-MAT deployment, all of which can be brief or extended. Adding three firefighters will add one firefighter/paramedic to each of the three fire department shifts. This will increase the amount of personnel on particular units, such as the busier rescue units that are running a heavy amount of calls for service. This would also decrease the need for some of the busiest ladder and engine companies to respond to medical calls for additional staffing, thus permitting suppression companies to remain available, allowing faster and more efficient responses in their respective response zones. One additional person per shift will also allow more personnel to utilize their leave time. Not only does this greatly improve the functionality and efficiency of the fire department, it substantially improves morale in the rank and file.

Emergency Call-Taker and Dispatch Improvements Lead Department: Police

Operating Expenses: $115,055

Last year the Police Department’s Communications unit answered over 61,000 emergency calls in our center, averaging 5,000 calls a month, spending over 450 minutes a month on these emergency calls. This does not include the increase in non-emergency calls that the City received after implementing the “Make a Call, Make a Difference” program. The Communications unit is taking over 115,200 non-emergency calls a year, spending over 1,057 minutes a month on non-emergency calls. All of these calls come in through the Communications Center and are entered as a call for service. The amount of time spent on emergency and nonemergency calls has increased by 157 minutes a month. The City will add an additional Emergency Call-Taker in the Communications unit due to this heavy call volume. An additional calltaker will also provide better coverage for accreditation purposes, and will reduce the amount of mandatory overtime for other unit members. Victims, residents, and visitors will benefit from a quicker response time to their calls for service. Additionally, our dispatch and call-taker consoles are past the end of their life expectancy. A bid was submitted to the Broward County Office of Regional Communication and Technology for funding of thirteen (13) consoles in our Communications unit. Once approved, the City will pay for the replacement of new consoles including installation and movement of radio equipment from old consoles to new consoles as well as the addition of ergonomic lighting over each console.

Summer Breakspot Program Lead Department: Police

Operating Expenses: $6,500

During the summer of 2016 the Community Services division of the Police Department coordinated the facilitation of a “Summer Breakspot” juvenile feeding and outreach program in conjunction with Meals on Wheels South Florida. This 6 week program not only provided nourishment to at-risk children (ages 6-14) within our community, but also provided enrichment through daily safety presentations, reading and mentoring, arts and crafts, and sports activities. Coral Springs Police personnel staffed and operated the program, coordinating volunteers, providing educational and recreational components, sports activities, and food distribution. High school students and community volunteers were also recruited to assist with the daily operations. The 2016 program was hosted at James Hunt Elementary School and benefitted 80 at-risk children. This year’s 2017 program will be held at Coral Springs Elementary. To continue the “Summer Breakspot” program this coming summer and years ahead, a dedicated funding source will help with the continuance and possible expansion of the “Summer Breakspot” program.

Fiscal Year 2018 Annual Budget

SWAT Suppressors Lead Department: Police

Operating Expenses: $28,949

Coral Springs Police SWAT has been researching and testing hearing protection devices that can be utilized effectively on operations to reduce the risk of hearing damage. Unfortunately, officers that were assigned to SWAT for many years have retired with considerable hearing loss. The Police Department will purchase suppressors for the SWAT rifles to reduce the decibel level when the guns are fired and help prevent hearing damage. The rifles, when fired with suppressors, bring the decibel level below 140, making it hearing-safe. Anything over 140 decibels can cause permanent or severe hearing loss. Suppressors will make it safe for our SWAT personnel when they are out in the field and when they are training.

ONGOING INITIATIVES Virtual Slice of the Springs Meeting (2017-2018) Lead Departments: Development Services, Communications and Marketing

Operating Expenses: $7,500

Since 1995, the City of Coral Springs has held a series of “Slice of the Springs” neighborhood meetings, conducted in different sections or slices of the City – Southeast/Southwest, Town Center/Center West and Northside/Northeast. At each Slice meeting, City staff provides an annual update to the community and discusses relevant issues or concerns with the residents. The meetings are a chance for the residents to interact directly with staff members from all departments of the City, including Police, Fire, Community Development, Code Compliance, Building, Public Works and Parks and Recreation. After a decrease in attendance in 2014-2015, the three-meeting series held in 2015-2016 saw a significant increase in attendance. The attendance was boosted by the advertising efforts of the City’s Communications and Marketing Department through the City’s social media platforms. The goal of this ongoing initiative is to increase the number of participants in Slice meetings by including residents who would like to attend the meeting in person but are unable to do so. A “virtual” option allows people to attend “live” via their computer or mobile device. Communications and Marketing and the Development Services departments conducted the first “Virtual Slice of the Springs” on April 20, 2017. A panel of eight staff members answered questions from the public as they were submitted on Facebook while streaming live. This first Virtual Slice was a great success with over 250 questions or comments submitted and over 2,000 views during the 45 minute broadcast—and over 15,000 views to date. Due to this success, staff plans to hold two Virtual Slice meetings during Fiscal Year 2018. Additional technology, lighting equipment, and software, will be rented to support these meetings.

Event Management Process (2016-2018) Lead Department: Communications and Marketing

Operating Expenses: $12,000

The City has always taken a decentralized approach to event management. Individual departments and divisions, like Parks, Police, Community Relations, Community Development, Fire, and Communications and Marketing are all responsible for planning and executing their own events, relying on the help of other City departments in varying degrees. The lack of a coordinated effort in planning, and the increasing drain on resources, has challenged all departments and created a need to evaluate our event process. The City is working with The Dorsey Group to improve the City’s event management process. For Fiscal Year 2018, the additional funds will be used to add an event to the ArtWalk series.

City of Coral Springs, Florida

Community Paramedic Program (2015-2018) Lead Department: Fire/EMS

Operating Expenses: Existing Funds (General Fund and Fire Fund)

Demand is increasing for health care services due to the Affordable Care Act, the expansion of Medicaid, and the aging population. EMS (Emergency Medical Services) is considered an essential resource in reducing the cost of health care delivery, improving the population’s health, and improving the quality of care. Increasingly, 911 emergency services are being accessed by individuals with low acuity medical issues, the chronically ill, those with no access to primary care, and those with behavioral health needs who find themselves in crisis with no other way to access appropriate care. Many of these patients are transported by rescue to a hospital’s ER even though it may not be the most appropriate way to meet their needs. In March 2015, the Coral Springs Fire Department launched a pilot of a Community Paramedic program. An existing, experienced paramedic was temporarily moved from the traditional 24 hour on and 48 hour off, to an eight hour a day, five days per week schedule to run the program. Based on the success of the interventions made to date, the City created a permanent Community Paramedic position in Fiscal Year 2017. This paramedic will continue the program on a permanent basis, conducting house visits to patients who traditionally have used the 911 system for non-medical emergencies, or as their primary source of healthcare. This program meets these patients’ non-medical needs, helping them obtain resources directly, instead of through the already taxed 911 system. Our residents make better use of emergency services and find solutions to problems that are not typically related to emergency medical care (transportation, follow up care, medication management, food, housing, utilities, etc.)

School Resource Officers (2015-2018) Lead Department: Police

Capital Outlay: $125,000

School Resource Officers (SROs) perform duties that promote positive relations between students and law enforcement officers, serve as liaison with school administrators, identify and prevent delinquent behavior, as well as other functions to create a safer school environment. The Broward County School Board provides financial assistance for an SRO to be present full time at each Coral Springs elementary school. However, that is only a small portion of the yearly costs. All SROs require a vehicle and the City is responsible for funding vehicles for these officers. While we increased six SRO’s last year, we only purchased three vehicles. Three additional vehicles will be added to the fleet so that each SRO will be equipped to perform their duties.

Education Grants (2016-2018) Lead Department: City Manager’s Office

Operating Expenses: Existing Funds

To support and supplement the education efforts of the Broward County Schools, the City has committed resources to assist area students. In Fiscal Year 2017, the City provided $2,000 grants through a grant application process to each of the five public high schools serving Coral Springs students (Coral Glades, Coral Springs, J.P. Taravella, M.S. Douglas, Coral Springs Charter). Grant funds were used for various initiatives including SAT/ACT prep, test prep software, Saturday Reading and Writing Camp, and student incentives. End of year reports indicate positive impact on school results. For Fiscal Year 2018, it is anticipated that the funds will once again be distributed to the high schools through a grant application process.

100

Fiscal Year 2018 Annual Budget

Multi-cultural Events (1995-2018) Lead Department: Human Resources Operating Expenses: Existing Funds Each year, the City promotes a number of events and programs to strengthen the ethnic, religious, and cultural bonds within the community. By focusing on diversity and respect, we become stronger as an inclusive community and add value to our lives through understanding, acceptance, and appreciation of others. These events and programs are designed to appeal to every segment of the population from students and teachers to families and businesses. In Fiscal Year 2018 the City anticipates hosting the following events. • Martin Luther King, Jr. Celebrations: Student Art & Literary Exhibits, Community Celebration, Business Luncheon, Diversity/ Leadership Day for high school and middle school students, MLK Scholarship Program, MLK Golf Tournament, and a proposed MLK Monument Award to a resident or organization who exemplifies Dr. King’s teachings • WorldFest • National Day of Prayer, hosted by The Clergy Coalition of Coral Springs & Parkland in partnership with the MultiCultural Advisory Committee • CommuniTea • International Day of Peace • International Dinner Dance In addition, diversity/sensitivity training programs, such as UniKids, UniTeens, and UniTown, are offered for elementary, middle, and high school students to raise awareness and respect for different cultures, religions, and disabilities, with special emphasis on anti-bullying.

Youth Programs (2008-2018) Lead Department: Human Resources

Operating Expenses: Existing Funds

Teen Political Forum: The purpose of the Teen Political Forum is to have City, County and State elected officials enlighten students with their personal experiences and address teen issues of interest, concluding with a Q & A from the student audience. This is a great opportunity for students to talk directly to elected officials and feel that their voices are heard. A Steering Committee made up of select high school students spends several months planning the program, under the guidance of a City Commissioner and City staff. This is a valuable experience for the students to develop their leadership skills. The event is open to all high school students who live in Coral Springs or who attend local high schools: Coral Springs, Marjory Stoneman Douglas, Coral Glades, Coral Springs Charter, J. P. Taravella and Coral Springs Christian Academy. Service hours are offered for attending the Forum. Students who are home-schooled or attend private schools and live in Coral Springs are also welcome. Four years ago incentives were introduced to help attract attendees, which proved very successful. Sponsors donated a $1,000 cash award and Pizza Party to the high school with the largest attendance at the event. Additionally, a Traveling Trophy is awarded to the school with the largest attendance each year. Students are treated to food donated by local restaurants. These incentives help to attract approximately 1,000 to 1,500 students to the event. ShineOn: An annual recognition ceremony which honors the “Teacher of the Year” and one student from each graduating class (5th grade, 8th grade, 12th grade) for exemplary community service in each of our public and private schools. Swearing In Ceremony: Officers of student government councils in each of our public and private schools are sworn in at City Hall, honoring them for their commitment and dedication to their schools and fellow students.

City of Coral Springs, Florida

101

A Thriving Business Community A THRIVING BUSINESS COMMUNITY Continue to provide fiscal benefit and economic stability to the City by encouraging and supporting economic development and redevelopment as well as expansion and retention of existing businesses.

NEW INITIATIVES Crowdfunding Event Lead Departments: Communications and Marketing, CRA

Operating Expenses: $20,000

A crowdfunding festival will allow local artists, entrepreneurs and innovators (known as ‘creators’), to showcase their products in front of festival attendees and potential investors—helping them to raise money to start their business venture. The festival will take place over two days at the ArtWalk, and at the newly opened Municipal Complex. Creators categories include arts, health, sports, technology, and social good. Since there is no similar event being produced in our area, it will be an experience unique to our community. This will be a joint project funded by the City and the CRA (Community Redevelopment Agency) and is planned for spring 2018.

K - 12 Education Summit Lead Departments: Communications and Marketing, Economic Development Office

Operating Expenses: $10,000

In order to become known as one of the best cities for families in the U.S., the City needs to educate the community on the opportunities available. The K-12 Summit will involve educators, students, residents, and businesses coming together to discuss how Coral Springs can build on its offerings for children and families. A K-12 Summit will help gain support and be a tool for economic development The Summit will discuss actions the community-at-large can take to support excellence in the schools including but not limited to: • Internships and jobs • Pipelines to higher education • Adopt-a-School program that engages business in providing support and in-kind services to specific schools • Summer programs • A bold initiative like “Coral Springs Promise” – enabling high school seniors to attend college regardless of their families’ means • Attention to culturally diverse students and their needs (e.g. language), including ethnic diversity and country of origin, including Asians and Pacific Islanders

Key Intended Outcomes Business rating of the image of the City (Business Survey)

FY 2016 Goal

FY 2017 Goal

FY 2018 Goal

95%

—

TBD

Net new taxable value as % of Total Taxable Assessed Value (BCPA)

above the average of six comparison cities

TBD

Non-residential tax base growth

above the average of six comparison cities

TBD

below State

TBD

Coral Springs’ June unemployment rate

102

Fiscal Year 2018 Annual Budget

Corporate Park License Plate Readers Lead Department: Police

Operating Expenses: $126,000

The Corporate Park License Plate Reader (LPR) project will provide self-contained video surveillance equipment for remote surveillance, intelligence, and incident command system management. The equipment will be interoperable with web based systems and portable technology components such as laptops, tablets, and smart phones. The LPR cameras will serve a dual purpose. They will read the license plates of all vehicles entering the Corporate Park and will also act as a security camera system that provides video and still photos. This not only benefits criminal investigations but can be utilized by Incident Command System Management for condition updates during a large scale event or natural disaster. The primary purpose will be to deter crime, identify possible suspects, and develop investigative leads for crimes that occur throughout the Corporate Park. LPR cameras will be operable 24 hours a day and will be placed at each major entrance into the Corporate Park. The Corporate Park Association has agreed to conduct the necessary site work which consists of digging and sinking the poles and running power to the poles. Their contribution to this project is expected to be approximately $35,000.

Business Recruitment Campaign Lead Department: Economic Development Office

Operating Expenses: $95,000

Hiring an expert site selection consultant can bring a significant value to Coral Springs by providing the resources and experience to simplify the business site selection process, maximize the return on investment, and reduce risks. They will assist the EDO in the following areas: • Web email marketing campaign to select businesses highlighting Coral Springs’ quality of life, local incentives, target industries, regional workforce, regional market, and real estate • Organizing biannual inter-city visits with companies and public officials (two per year), to include approximately seven local leaders and officials • Host training session prior to site visits • Coral Springs case study promotion at top trade shows and conferences • When applicable, promote benefits and successes of Coral Springs in publications and economic development industry conferences • Develop site selection proposal template. Proposal to be used as template for site location requests following industry best practices and expertise from practitioners The overall campaign will last one year. Individual campaigns will take place every other month, six in total.

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Building Our Future Campaign Lead Department: Economic Development Office

Operating Expenses: $10,500

At the Fiscal Year 2018-2019 Strategic Planning Workshop in April 2017, Angelou Economics, the City’s economic development consultant, suggested additional economic development marketing ideas to bring businesses to Coral Springs. Specifically, the campaign would focus on the six industry sectors: business services, advanced technologies, life sciences and healthcare, manufacturing, entertainment and amateur sports, and aviation, aerospace and defense. In order to achieve our goals, the following items will be funded: • Publish a map of Corporate Park, highlighting available properties • Design and publish a brochure highlighting the Corporate Park and other economic development opportunities • Produce a testimonial video campaign

Target Key Economic Development and Trade Groups Lead Department: Economic Development Office

Operating Expenses: $5,000

The Economic Development Office attends the International Economic Development Council (IEDC) and International Council of Shopping Centers (ICSC) every year. The City’s economic development consultant Angelou Economics suggested expanding attendance to three additional key economic development and trade groups including Industrial Asset Management Council (IAMC), SelectUSA, and Site Selector’s Guild with the goal of eventually increasing the tax base for the City.

104

Fiscal Year 2018 Annual Budget

ONGOING INITIATIVES Municipal Complex (2007-2018) Lead Department: City Manager’s Office

Operating Expenses: $201,500

Total Project Cost: $38 million

The existing City Hall was built in 1967. It was originally built as a real estate sales center, and not designed to serve as a municipal complex. The City moved its operation to the site in 1976, intending to use it as a temporary location. The facility is outdated and functionally obsolete. Its many deficiencies include a failure to meet many modern ADA accessibility standards, significant security and life safety limitations, not hurricane-resistant, a lack of sufficient parking and public meeting space, and poor energy efficiency. A 74,000 square foot Municipal Complex and 607 space parking garage at the corner of Sample Road and NW 94 Avenue will be completed and occupied in Fiscal Year 2018. Taking up residency in this facility will require many new expenses that have to be anticipated and estimated, including increased janitorial, utilities, and maintenance expenses. Because the main floor will be open to the public and will house additional organizations, such as the Coral Springs Chamber of Commerce and various State legislators’ offices, additional personnel including a security guard, a facilities attendant, and a “One-Stop Shop” guide will be needed. All of these expenses take into account the elimination of services at the old City Hall location, which is expected to be sold or leased, and eliminating the lease expense for personnel housed at The Walk. The City and the CRA (Community Redevelopment Agency) are seeking proposals from experienced developers interested in buying or leasing three City owned sites (Former City Hall Parcel, Municipal Complex Commercial Parcel, and Grand Lawn Parcel) located in the Downtown core. This redevelopment will serve as a catalyst for the continued evolution of the Downtown and include a mix of uses that create a pedestrian-friendly environment.

Real Estate Summit (2015-2018) Lead Department: Economic Development Office (EDO)

Operating Expenses: Existing

Realtors are an important economic force in the community. In order to promote the City and foster economic growth, an outreach program has been developed to ensure the real estate community has all the information it needs to enthusiastically market the City of Coral Springs. A real estate forum or similar platform will be held on an annual basis, in a concerted effort between EDO, the City Manager’s Office, and the Community Redevelopment Agency. The purpose of the forum is to strengthen the City of Coral Springs’ ties with all stakeholders to include commercial and residential realtors, business communities, and developers in order to make the City attractive for mutually beneficial economic development activities.

Coral Springs Regional Chamber Business Academy (2017-2018) Lead Department: Economic Development Office (EDO)

Operating Expenses: Existing

Now in the third year, the Coral Springs Regional Chamber Business Academy continues to grow. Sponsored by the City of Coral Springs and FPL and led by an expert that focuses on a specific topic or discipline, local business owners that want to grow their business have the opportunity to improve communication skills, gaining expert knowledge, network with other businesses and expand resources to help their business succeed. The series of six classes will begin in November and end in April. A nominal fee will be charged to attend.

Corporate Park Improvements (2017-2018) Lead Department: Economic Development Office (EDO)

Operating Expenses: Existing

In Fiscal Year 2017 the City and the newly-formed Property Owners of Coral Springs Corporate Park Association (Association) began working cooperatively to address long-standing issues in the Corporate Park. City staff, the Association, the Coral Springs Regional Chamber, and Sunshine Water Control District will continue to meet on a quarterly basis to discuss the three principal areas of concern: security, drainage, and code compliance. Although some progress has been made for security and drainage improvements, this is a large and complex project that is expected to take some years to complete. In Fiscal Year 2018, the City will encourage all commercial properties in the Corporate Park to ensure compliance with the code. The City will continue building solid, productive relationships and partnerships with existing companies in the Corporate Park to make it a better place to work and do business, together.

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Proposed/Under Construction 2018-2019 1 2 3 4 5 6 7 8 9 10 11 12 13 14

City Roadway Resurfacing Program Sidewalk/Pathway/ADA Improvements Mast Arm Installation Wiles Road - Riverside Drive to Rock Island Road - Widen 4-6 lanes (2019) NW 110 Avenue Bike Lanes and Sidewalk Wiles Road - Rock Island Road to US 441 - Widen 4-6 lanes Traffic Calming Speed Cushion Replacement Eastbound Right Turn Lane School Zone Mast Arm Improvements Street Lighting Project (County) Entryway Improvements Forest Hills Lighting Project Tortoise Way - Left turn into Turtle Run Park Westbound Left Turn Arrow

" ) Completed 2017 A B C D E F G H

Water Main/Force Main Construction (NW 110 Avenue) Mast Arm Installation, extend SB travel lane north of Cardinal Rd. School Zone Mast Arm Installation Northbound/Southbound Left Turn Lanes Traffic Calming Speed Cushion Replacement Sidewalk Improvement City Roadway Resurfacing Right turn lane, Sample Road at NW 94 Avenue (Municipal Complex)

Community Redevelopment Agency (CRA) Area #10708 ihouseh 4-11-2017

Traffic Management (2010-2018) Lead Department: Development Services

Capital Outlay: $48,000

The Transportation Improvement Plan for Fiscal Year 2018 shows the efforts planned or underway to ensure acceptable levels of service and safe driving conditions are maintained in the City. The City’s Traffic Management Team meets monthly to address issues pertaining to the safe and efficient use of the roadway network. Projects include traffic calming, road resurfacing, turn lanes at intersections, as well as pedestrian and bicycle infrastructure improvements. In Fiscal Year 2018, the City will work with Broward County on pedestrian signal improvements to enhance mobility and connectivity, including the installation of audible pedestrian detectors at three intersections with high levels of pedestrian activity. Another project involves installation of a solar powered pedestrian-activated signal to replace the stop signs on NW 31st Court at NW 94th Avenue adjacent to the ArtWalk. Broward County is planning several improvements including updated traffic signal synchronization and the installation of new mast arms with pedestrian countdown signals. City staff will work with the Broward MPO (Metropolitan Planning Organization) on the following efforts: • Implement projects that improve regional connectivity, including the extension of the Sawgrass Expressway east to I-95 • Expand University Drive to six lanes north of NW 40th Street

106

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1. University Drive/Sample Road - Add SB, EB and WB right turn lanes 2. University Drive/Wiles Road - Add NB, SB, EB, and WB left turn lanes - Add NB and SB through lanes 3. Sample Road/Coral Springs Drive - Add EB and WB right turn lanes 4. Sample Road/Riverside Drive - Add EB right turn lanes Add NB and SB left turn lanes 5. Sawgrass Expressway 6 lanes to 8 or 10 lanes 6. Coral Hills Drive - Sample Road to NW 29th Street Widen to provide a 3-lane cross section 7. NW 33rd Street - Coral Hills Drive to NW 99th Way Widen to provide a 3-lane cross section 8. University Drive - NW 40th Street to Sawgrass Widen from 4 to 6 lanes 9. Wiles Road - University Drive to Riverside Drive Widen from 4 to 6 lanes 10. Multi-Modal Improvements (2040 LRTP, Comp Plan) 11. Proposed Transit Center in Downtown DRI 12. Proposed Diverging Diamond Interchange 13. Future Sidewalks

" ) Completed RIVERSIDE DR

A. University Drive/ Sample Road - Add NB and EB right turn lanes, Bus Bay and Sidewalk Improvements (Completed 2007) B. Sample Road/Sportsplex Drive, install traffic signal (Completed 2006) C. Downtown Pathway (Completed 2016) D. NW 85 Avenue Northbound/Southbound turn lanes

Community Redevelopment Agency (CRA) Area

• Widen Wiles Road east of Riverside Drive to six lanes • Advance multi-modal initiatives along Rock Island Road, Coral Ridge Drive, and Turtle Creek Drive • Ensure federal funds for the Gateway Mobility Hub become available in 2018. City staff will continue to monitor development within the Downtown LAC (Local Activity Center) to determine traffic impacts of new development as well as the ongoing development within the “Wedge” area of Parkland. Also in Fiscal Year 2018, $48,000 will be used to purchase replacement speed cushion parts, speed hump signage, thermoplastic for advanced pavement markings, and chevrons to increase visibility of speed humps. Replacement of speed cushions will be coordinated with roadway resurfacing.

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An Active, Healthy Community AN ACTIVE, HEALTHY COMMUNITY Influence and support an environment that promotes active, healthy, and enriched lifestyles for residents of all ages. Focus on leisure, cultural, recreational, and sporting activities and events that infuse event dollars into the local economy.

NEW INITIATIVES Zika Prevention Efforts Lead Department: Public Works

Operating Expenses: $27,000

The City will adhere to a Broward County recommendation to place Zika tablets in the storm drains before the start of the rainy season. When the Zika tablets are placed in storm drains, the larvicide breaks the Zika virus cycle by reducing or eliminating the larvae in their habitats. County staff advised that this treatment may be necessary for a couple of years. Without dedicated annual funding for the tablets, the City runs the risk of larvae growth which may in turn spread the Zika virus by mosquitoes.

Senior Outreach Newsletter Lead Department: Communications and Marketing

Operating Expenses: $17,556

Since 1990 the City’s population in the 50-64 age group has increased by 122%, bringing us closer to being a ‘community for all ages.’ While there are an increasing number of programs serving this age group – most recently the Socrates Café – we need to improve awareness of these programs, along with other social issues that challenge this population. The senior population has unique challenges facing them, with scams that threaten them financially, and emerging technology that often leaves them feeling isolated. The City offers many programs to meet their needs, like our Senior Ride Transportation Program and Seniors vs. Crime groups, but the awareness of these programs needs to be raised. This population gets their news through print media rather than social media, or other online services. This initiative will promote the programs and services already available. The City currently produces a quarterly newsletter called ‘Forever Young’, printing several hundred in-house and distributing them to the local assisted living facilities. This funding will provide for a quarterly mailing of the ‘Forever Young’ newsletter to our 62+ population. The printing will be done externally and mailings increased from several hundred to 11,000.

FY 2016 Goal

FY 2017 Goal

FY 2018 Goal

Resident rating of appearance of Parks and Recreation facilities (Resident Survey)

—

95%

TBD

Resident rating of range of activities at Parks and Recreation facilities (Resident Survey)

—

95%

TBD

8,100

TBD

Key Intended Outcomes

Athletic league participation

108

Fiscal Year 2018 Annual Budget

Mullins Aiello Field Turf Replacement Lead Department: Parks and Recreation Capital Outlay: $400,000 The artificial turf on Aiello Field at Mullins Park was installed 10 years ago and has reached the end of its life expectancy. The carpet is too thin and stretched out to get additional play and if not replaced, the field will have to be closed down. In addition to replacing the carpet and infill, a new layer of padding will be installed that is soon to be a requirement for all athletic fields for fall impact safety. The new artificial turf will come with a 10 year warranty and the addition of padding will be beneficial to players to help prevent concussions.

Cultural Facilities Grant for Museum Renovations Lead Department: Development Services Grant Funding: $376,536 The City of Coral Springs received a Cultural Facilities grant in June 2017 from the Florida Division of Cultural Affairs in the amount of $376,536 to renovate the Coral Springs Center for the Artsâ&#x20AC;&#x201D;a performing arts theater and visual art museum. The City will provide a 2-to-1 match in the amount of $754,560. Funding will be used to renovate classrooms, renovate the museum gallery, security upgrades, sound system upgrades, painting, lighting of public art, replacement of flooring, roof and air conditioning repair.

Mullins MacElderry Field Lighting Lead Department: Parks and Recreation Capital Outlay: $125,000 As part of Phase II of a three phase approach to upgrading field lighting, the MacElderry baseball field at Mullins Park will get new LED field lights. The existing lights do not meet current lighting standards for baseball fields and have exceeded their useful life expectancy of 20 years. There is an imminent threat of having to shut down this field for nighttime usage until the situation is resolved.

Athletic Field Maintenance Lead Department: Parks and Recreation

Capital Outlay: $145,000

In Fiscal Year 2018 two soccer/football fields at Mullins Park will be renovated. In addition, two pieces of turf equipment will be purchased to help reduce the field compaction, which according to our turf consultant will help the growth of the grass. City athletic fields are used seven days a week, every day of the year. Thousands of children and adults utilize these fields. The constant use wears out the grass in the goal mouths and in the center of the field. Each year we patch those areas and install new sod. Over time this causes the fields to become uneven, produces low spots and causes the fields to hold water. To remedy this, the entire field needs to be graded every 10 years. Sodding the entire field improves the drainage and makes the play on the field better. The City had a 10-year renovation program, however it was put on hold during the recession hit and many fields have not been fully renovated in over 14 years.

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ONGOING INITIATIVES City-wide Day of Service (2016-2018) Lead Department: Human Resources Operating Expenses: $5,500 The City wants to build employee and volunteer involvement in the community by providing avenues for service. City-wide Day of Service was initiated in 2016 and continued in 2017 without any assigned funding. In order to support the momentum that has started during the last few years and grow the number of service projects that employees can participate in to support our community, dedicated funding is needed for program costs. Projects that were completed in the second year of this initiative include: • Six street cleanups • 200+ no-sew pillows made for South Florida Honor Flight (WWII vets traveling to Washington to see their memorial) • 96 Emergency Kits made and delivered to our vulnerable population in the City • Mulching, cleaning and landscaping at Sawgrass Nature Center and Community Garden • Shoe lace project for our most in-need schools providing a new pair of shoe laces to spruce up an old pair of shoes • Painting of the Senior Center at Sartory Hall Through community outreach efforts, employees will engage others to make a positive contribution through existing community programs that can bring joy to our world while promoting goodwill throughout the City. Funds will be used for event promotion materials, supplies, refreshments, t-shirts for volunteers, and any additional needs.

Additional Senior Programming (20172018) Lead Department: Parks and Recreation Grant Funding (CDBG): $51,407 Operating Expenses: $10,000 Today’s mature resident is seeking opportunities for continued education and lifelong health and fitness. This has led to an increased demand on the City’s senior programing. Currently we offer a variety of health, fitness, and education classes free of charge to Coral Springs seniors. We are one of the few cities that offer 100% free classes. Tai Chi, yoga, as well as a variety of other fitness classes are among the most popular offerings. Many of these classes reach capacity, with seniors signing up on a waiting list to attend. With the senior population growing, residents are asking for new activities. Additional funds will enable new classes to be added to our Senior Programming.

110

Fiscal Year 2018 Annual Budget

Forest Hills Boulevard Pedestrian Lighting (2016-2018) Lead Department: Public Works

Capital Outlay: $120,000

To enhance the quality of pedestrian lighting along Forest Hills Boulevard, 67 pedestrian light poles will be installed so that there is a light pole every 150 feet. The existing sidewalk around the boulevard circle is a popular place for pedestrian activity. This project’s goal is to provide a well-lighted pedestrian walkway encompassing the Forest Hills Boulevard circle so that residents may use it at night with a better sense of safety. The new lighting is necessary for enhanced pedestrian walkability, and complements the minimal street lighting located in the median and will improve the ability of the police department to monitor activity at night. Design was completed in Fiscal Year 2015 with use of CDBG funds. In Fiscal Year 2017 Phase 1 will begin with the installation of 34 light poles near Forest Hills Elementary and work south around the circle. The second phase of the project will be completed in Fiscal Year 2018 with the installation of the remaining 33 poles.

Drowning Prevention/Water Safety (2007-2018) Lead Departments: Fire/EMS, Communications and Marketing

Operating Expenses: Existing Funds

Drowning is a leading cause of death among all children, and in Florida it is the number one cause of death in children under age four, with Broward County leading in this tragic statistic. Due to our close proximity to all forms of water and our high population of children the City has made it a priority to heighten community awareness and focus on prevention efforts. One of the most significant prevention strategies we employ is our partnerships with local agencies and schools to bring swimming lessons to children and families in the community, offering free swimming lesson vouchers for children under four years of age, and recently began partnering to offer adult swim lesson vouchers. In 2016, more than 1,000 vouchers were distributed to Coral Springs families, and in the first six months of 2017 we have distributed 953. Additionally, cooperating with the School Board and local charter and private elementary schools, over 1,264 children received a week of free lessons during the 2016 school year, and we are scheduled to deliver 1,146 lessons in 2017. The Coral Springs Fire Department, together with our local partners, administers a program called “Watch Your Kid, You’ll Be Glad You Did”. This effort presents educational sessions to a wide range of community groups to raise awareness and provide pool safety instruction. The Police Department and Aquatics staff work together to support the message as part of their community outreach efforts. During the fall of 2016 and in April of 2017, the City co-sponsored two major drowning prevention events. Both the October 2016 event at Cypress Pool and our April Pools Day event held at Mullins Pool were well-received, impacting more than 400 families. As part our overall Life Safety education initiative, CPR training mannequins are brought to most community events to educate the public on CPR training techniques, supporting our Pulse Point initiative in improving both the response to drowning as well as cardiac emergencies. Many other programs, such as Sleep Safe and Car Seat Safety installations, are utilized to further drowning prevention efforts.

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An Attractive Community AN ATTRACTIVE COMMUNITY Take proactive measures to preserve and enhance the community’s appearance and maintain its vital infrastructure. Lead by example in the stewardship and conservation of natural resources.

NEW INITIATIVES Building Permit Fee Study Lead Department: Development Services

Operating Expenses: $15,000 offset by Building Permit Training Fund

The Building division of Development Services will work with a consultant to conduct a detailed analysis of and subsequent recommendations for its current user fees. The current fee schedule is outdated and overly complicated; the last fee study was conducted in 2004. Our minimum permit fee is much lower than neighboring cities and needs to be evaluated to ensure the City is obtaining adequate cost recovery. There will also be opportunities to automate more fees and reduce the need for staff to make manual adjustments. Funds collected within the Building Permit Training Fund will be used to offset the costs of the study.

Flag Replacement Project Lead Department: Communications and Marketing

Operating Expenses: $2,000

The City selected its new City Flag in June 2017 and will fly this flag at the new Municipal Complex as well as other City facilities. A total of 80 submissions were received in a recent design contest and the public had an opportunity to vote online. A committee narrowed the selection down to six finalists, and the public was given a second opportunity to vote. City employee Dale Williams’ flag, which he calls “Where the Sawgrass Meets the Sky,” received the most votes from both the public and the selection committee. The City Commission concurred with the choice. Funds will be used to purchase and replace existing flags flying throughout the City.

Key Intended Outcomes

FY 2016 Goal

FY 2017 Goal

FY 2018 Goal

Ratings of litter collection on City streets (Resident and Business Surveys)

(Biz) 87%

(Res) 87%

TBD

—

90%

TBD

Ratings of City efforts at maintaining quality of neighborhoods (Resident and Business Surveys)

(Biz) 85%

(Res) 85%

TBD

Fuel consumed by City operations (diesel and unleaded)

400,000

TBD

120

TBD

Ratings of condition/appearance of medians (Resident Survey)

Pounds of recycled materials per capita

112

Fiscal Year 2018 Annual Budget

Code Compliance Operational Review and Training Lead Department: Development Services

Operating Expenses: $25,000

The Code Compliance division of Development Services underwent a yearlong operational review in 2012. The review resulted in 67 findings and recommendations, of which a majority have been accomplished. One area that remains deficient is maintaining an image with the community that Codeâ&#x20AC;&#x2122;s operations are consistent and predictable. The City continues to receive feedback related to Code Complianceâ&#x20AC;&#x2122;s consistency, which indicates the current level and content of existing training and communication is not adequate. The division will work with a consultant to assess the current situation, provide recommendations for appropriate training and more focused efforts to communicate the activities of the division.

Optimize Code Compliance Administrative Support Lead Department: Development Services Expenses: $4,000 net

Operating

The administrative workload of the Code Compliance division of Development Services has been at a high level for the past three years and does not show signs of declining. Applications for reductions of fines have continued to increase (from 166 in Fiscal Year 2014 to 497 in Fiscal Year 2016). Lien search volume continues to be high, with 3,400 in Fiscal Year 2014 to 4,400 in Fiscal Year 2016. Both activities are on target to meet or exceed last yearâ&#x20AC;&#x2122;s levels for Fiscal Year 2017. In addition, a legal interpretation in Fiscal Year 2017 required Code Compliance to at least double the number of notices sent by certified mail, a much more labor-intensive mailing process. Administrative staff have been processing code violation notices for the past year as well. This task was previously performed by Code Officers, but responsibility was transferred to administrative staff to allow officers to spend more time in the field, communicating with property owners and property managers. A newly-created waiver for administrative costs will add a new task to existing staff. Current estimates are for about 150 waiver requests annually. Temporary agency staff have been filling the gap, with up to four on staff at a time, some of which have worked for the City for extended time periods. However, since the increase in work load is clearly not temporary, this solution is no longer viable. This position will allow the division to reduce the level of temporary agency staff.

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Median/Right of Way Maintenance Plan Lead Departments: Public Works, Parks and- Recreation

Operating Expenses: $745,000

Median maintenance will be moved from the Parks and Recreation Department to Public Works in order to place all maintenance in the public right of way under one department, with the exception of the Tree Trimming and Irrigation crews, which will remain in Parks and Recreation. Due to the workload in community and neighborhood parks associated with tree trimming and irrigation, these crews were deemed to be better suited to remain in the Parks and Recreation department. To address the organizational need for consolidating median maintenance into the Public Works right of way maintenance operation, eight part-time positions and one full-time position in Parks and Recreation will be transferred and funded within Public Works. The Public Works Streets division will assume responsibility of the pressure cleaning crew. Public Works expects to use six of the part-time positions for pressure cleaning. The Public Works Facilities Management division will assign two part time positions to the Municipal Complex. Due to the difficulty in retaining part time employees, the Pressure Cleaning crew will serve as back-up for Litter crew vacancies. Lapses in the pressure cleaning operation due to part time vacancies will be covered via contract. City crews have been able to pressure clean the entire City about once every 15 months. Because we have been doing this cleaning on a regular basis, we will explore extending the duration of the full-city sweep, or evaluate pressure cleaning the existing curbs on a less frequent basis, initially every other year. One side effect of frequent pressure cleaning is more weed growth along the median and outside travel lane curb lines. The City will be adding curb line herbicide to the Horticultural Services contract and purchase a tow-behind crash attenuator for employee and vehicle protection when in-house staff apply weed killer to the curb line. Increased emphasis on the design and upkeep of medians requires the City to increase the level of service of the existing horticultural services contract, which provides the plantings, mulching and mowing of the medians. An RFP (request for proposals) will seek a new contract for enhanced service levels, including pre-hurricane season tree trimming to mitigate potential storm damage, beginning January 1, 2018. To manage and oversee this highly visible and important service, the City will add a Horticultural Services Specialist to participate in the RFP review and selection committee process. This employee will be dedicated to this contract, and possess the technical knowledge to address deteriorating conditions before they happen, as well as manage the Landscape Master Plan, recommending replacement projects as part of the Capital Improvement Program. The emphasis will be on quality control. In addition, the above mentioned one full time position transferred from Parks to Public Works will be re-assigned to the drainage/ sidewalk crew to meet increased demand for repair and maintenance of these critical assets in the public right of way. A newly added Neighborhood Services Worker is proposed to fill a vacant zone resulting from an employee transferred from Streets to Utilities several years ago. This position will return staffing to full coverage of all six zones and empower â&#x20AC;&#x153;employee ownershipâ&#x20AC;? of assigned right of way and related areas in the City.

114

Fiscal Year 2018 Annual Budget

Replace Irrigation Control System, Add Irrigation Wells Lead Department: Parks and Recreation

Capital Outlay: $126,000

The centrally controlled irrigation system automatically checks conditions to identify areas of unusual water flow, measuring rain water and automatically shutting down the system, and identifying if a valve does not turn on. From a central location, the system can be programmed for each area, setting when to turn on, how long to run, and when to shut down. It even measures how much water is used by zone. The City’s current system is no longer serviced by the manufacturer; parts to repair the system are no longer available, and the computer program can no longer be updated. The purchase of a new system will enable the City’s irrigation to be maintained remotely, preserving landscaping throughout the City while saving staff time and operating expenses. During the dry season, many of our canals, which are the irrigation source for many medians, dry up to the point that we cannot pump water out of them. Three locations are most vulnerable: the University Drive pump station which irrigates University Drive from Wiles Road to south of NW 40th Street; the Sample Road pump station which irrigates medians from Riverside Drive to Rock Island Road; and Sportsplex Drive. Wells will be installed at these locations to maintain consistent median irrigation.

New Entrance for Sherwood Forest Park Lead Department: Parks and Recreation, Public Works

Operating Expenses: $160,000

The roadway into Sherwood Forest Park is sinking and the road needs to be rebuilt. Since the roadway will be under construction, it is the perfect time to enhance the entire entryway including landscaping, irrigation and signage to identify the park and make it more visible to the public. This project will improve the beauty of the park and make it safer for vehicular and pedestrian traffic coming into the park.

Intersection Approaches Upgraded to ADA Compliance Lead Department: Public Works

Capital Outlay: $100,000

The City will upgrade asphalt handicap ramps at intersections to concrete in order to meet current ADA (Americans with Disabilities Act) codes on City roads. The intent is to upgrade approximately 25 intersections per year. The City received a complaint through the Federal Highway Administration from a customer regarding intersection approaches being non-ADA compliant. The notice required a plan to convert asphalt ramps to concrete, meeting proper pitch and slope.

Canal Bank Clearing Lead Department: Public Works Capital Outlay: $50,000 The canal banks in the Corporate Park abutting City-owned property are in need of clearing, including tree trimming and basic weed clean-up down to the water’s edge in order to comply with the City’s code. Cleanup will not only improve drainage, it will improve the aesthetics of the Corporate Park making it more appealing for future businesses.

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ONGOING INITIATIVES Increase and Enhance Litter Control (2017-2018) Lead Department: Public Works Fund

Operating Expenses: $99,000 Solid Waste Fund

Operating Savings: $31,000 General

Litter continues to be an environmental concern for City residents. In February 2008 the Streets division implemented a litter control program which currently consists of six part-time crew members and one part-time Lead Neighborhood Service Worker, which oversees the crew. The crew operates from John Deer Gators, a golf cart type vehicle, to quickly traverse public right of ways to pick up litter. This crew can de-litter about 159 miles of public land in five working days. Since October 2016 the litter crew has not been at full staff. The performance measures serve as an early warning signal, and the Streets division has not been meeting the goal of clearing 159 miles of public land in five working days. Instead it is taking between 8 - 18 working days. It is clear that relying on part-time workers is no longer a viable strategy. The City will add two fulltime positions, paid from the Solid Waste Fund, to provide stability to this crew. This will reduce the expenditures for part-time employees in the General Fund.

Turtle Run Park Left Turn Lane (2017-2018) Lead Department: Public Works

Capital Outlay: $55,000

A left turn lane will be constructed on northbound Tortoise Way into the park. This turn will eliminate the need for motorists to make a dangerous U-turn at the intersection of Wiles Road and Tortoise Way in order to enter Turtle Run Park. An imminent County project to widen Wiles Road to six lanes will make this current U-turn practice even more dangerous. Design was funded in Fiscal Year 2017 with construction funded in Fiscal Year 2018.

Electric Vehicles and Charging Stations (2017-2018) Lead Department: Public Works

Capital Outlay: Existing Funds

To support the City’s drive toward sustainability, two electric automobiles were added to the fleet in Fiscal Year 2017. These vehicles showcase efforts to reduce emissions and dependence on fossil fuels. In addition, these vehicles help meet the Key Intended Outcome of reduced fuel consumption. For wider community application, the City will be installing an electric vehicle charging station at various central city-owned locations. During Fiscal Year 2017, a pilot project consisting of the installation of two stations was completed at the Gymnasium. In Fiscal Year 2018, additional stations will be installed at the Municipal Complex garage. Future installations are contemplated for the NW Regional Library parking lot, the Aquatics Complex, and additional parks such as North Community Park and the Tennis Center.

CDBG Action Plan (2011-2018) Lead Department: Development Services

FY 2018 CDBG Allocation: $676,049

Each year, the City is required to complete an Action Plan as a part of the Community Development Block Grant (CDBG) program, provided through the Department of Housing and Urban Development. The plan describes specific projects and activities the City will undertake in the coming year to address priority needs identified in the 2015-2020 Consolidated Plan. These priorities include providing a suitable living environment, providing decent and affordable housing, and expanding economic opportunities. The City’s five-year Consolidated Plan approved for Fiscal Year 2018 provides the framework for the City to identify housing, homelessness, community and economic development needs and resources, and then tailor a strategic plan to meet those needs. The program allows the City to utilize grant funds for capital improvement projects in the City’s low- to moderate-income areas which otherwise would have to be paid through the City’s Capital Improvement Program and allows 15% of the funding for public services (senior and youth programs). The following projects are listed in the Fiscal Year 2017/2018 Action Plan: • NW 28th Street Sidewalk: $100,000 • NW 114th Lane Sidewalk Project: $249,760 • Home Repair: $89,673 • Youth Scholarship Program: $50,000

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• Senior Recreational and Functional Training: $36,386 • Senior Recreation and Therapeutic Program: $15,021 • Neighborhood Partnership Program: $15,000 • Planning and Administration: $135,209

NW 110th Avenue Bicycle and Pedestrian Project (2017-2018) Lead Departments: Development Services, Public Works

Capital Outlay: $685,000; $1.2 million TAP Grant (est.)

The NW 110th Avenue Bicycle and Pedestrian Project will promote a safer environment for local residents who utilize the corridor to attend school, access public transportation, and provide connections to local restaurants or other businesses within the area. This project also promotes a sustainable environment and improves the quality of life for area residents by promoting the use of alternate modes of transportation that will connect to the regional transportation network. The project consists of construction of a bike lane, curbing, a six-foot sidewalk, landscaping and resurfacing of the roadway along 110th Avenue between Sample Road and Wiles Road. Restoration of existing driveways and irrigation systems will also be completed along this corridor. CDBG funding has been used for a feasibility study and design. City staff applied for and was awarded over $1.2 million from Federal Transportation Alternatives grant. Capital funds for road resurfacing and walkway renovation will be drawn to help implement this project. Infrastructure improvements along NW 110th Avenue have been requested by residents within the adjacent community, by the administrators and parents of children attending Coral Springs Elementary, and by local bicycle advocacy groups. A primary benefit of the NW 110th Avenue Project is the safety of neighborhood children that must utilize the existing substandard sidewalks to access Coral Springs Elementary School located on the south end of NW 110th Avenue near Sample Road. Construction of all improvements along 110th Avenue are scheduled to be completed by June 2018.

Inflow and Infiltration Rehabilitation (2012-2018) Lead Department: Public Works

Capital Outlay: $1,000,000 Water & Sewer Fund

The City will continue repairs of vitrified clay sanitary sewer lines that may be cracked or damaged, allowing rain and ground water to seep in (infiltrate). Water that enters the sewer system travels to a Broward County wastewater treatment facility where charges are incurred for treating the additional ground water, thus increasing our wastewater treatment costs paid to Broward County. The highest infiltration flows are observed following significant storm events or following prolonged periods of precipitation. Generally, the work includes joint grouting, relining of defective or cracked main line and structural defective segments of the sewer lines. Structural defects can cause collapsed pipes and interrupt service to our residents.

Roadway Resurfacing (2001-2018) Lead Department: Public Works

Capital Outlay: $750,000

The life expectancy of an asphalt road is about 20 to 25 years depending on vehicle volume. Effective pavement management calls for streets to be resurfaced approximately every 25 years. Beyond 25 years, the aggregate in the road base rises to the surface leading to the recurring formation of potholes. The goal is to resurface the road before there is deterioration of the road base; if not, the existing road has to be demolished and a new road reconstructed in its place. If roads are not resurfaced based on the planned timeline, the City could incur greater expenses in the future. The areas targeted in Fiscal Year 2018 include Pine Ridge North and Westview Drive, and University to Riverside Drive. For roads within the City’s Utility service area, the Resurfacing plan is linked to the Utilities division cast iron water main replacement program. The water mains will be replaced in advance of the roadway resurfacing project.

Wiles Road and 441 Entry Improvements (2017-2018) Lead Department: Public Works

Capital Outlay: $280,000 Allocated in FY2017

Broward County will widen Wiles Road from State Road 7 to Rock Island Road due to traffic volumes exceeding capacity. The project consists of converting from a four- to six-lane road, adding a four foot bike lane and sidewalks on the north side, improved street lighting, and enhanced landscaping. The City entered into a memorandum of understanding with the County regarding opportunities to construct additional improvements to this primary entry way into the City from the north. The City will fund improvements including an entryway sign with landscaping as well as pedestrian lighting on the north sidewalk from State Road 7 to Creekside Drive.

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AN INNOVATIVE, HIGH-PERFORMING ORGANIZATION The City is committed to ethical governance, adherence to its Core Values, transparency, innovation, collaboration, and exceeding customer expectations by delivering high-quality programs and services that meet the needs of an increasingly diverse community.

NEW INITIATIVES City Engineer Lead Department: Public Works

Operating Expenses: $62,000 Water & Sewer Fund Operating Savings: $173,000 General Fund

Currently the City outsources engineering services to an engineering consultant company to perform as the â&#x20AC;&#x153;City Engineerâ&#x20AC;?. The contract with the consultant providing these city engineering services will expire this year. The City would like to improve the quality of engineering services by providing better management of the day-to-day engineering activities with full-time, in-house personnel. This will eliminate communication gaps and increase accountability and accessibility to the Engineering division. These improvements will benefit internal customers, residents, and businesses. In addition, by implementing this initiative, the City will be saving money within the General Fund due to the reduction in costs from the external consulting service. This initiative will require the reclassification of nine existing positions under the Utilities division; no new staff will be added.

Contract Administrator in Purchasing Lead Department: Finance

Operating Expenses: $98,000

Recent reports issued by the Broward County Office of the Inspector General have provided clear evidence that the lack of resources applied by many municipalities to the contract administration process has resulted in improper expenditure of funds and less than optimal value received from contractual services. Adding a Contract Administrator position would provide a central resource for City employees who perform contract administration duties. The Contract Administrator would create standard templates, processes and methods to be used in the daily administration of the contracts. Most importantly, this position would provide training for any employees new to a position of responsibility which includes contract administration. This position would also provide continuing contract administration education for City employees that currently perform these services. This position should result in smoother daily operations, more accurate bill payment, better business relationships with service providers and a reduced possibility of negative reports from internal and external auditors. A defined report of cost savings and other findings would be prepared by the Contract Administrator and provided to the Purchasing Administrator and Finance Director annually.

Key Intended Outcomes

FY 2016 Goal

FY 2017 Goal

FY 2018 Goal

Satisfaction ratings with City communications (Resident and Business Surveys)

(Biz) 81%

(Res) 95%

TBD

Employee satisfaction rating (Employee Survey)

92%

TBD

Maintain AAA bond ratings

AAA

TBD

Ratings of value for tax dollars and fees (Resident and Business Surveys)

(Biz) 65%

(Res) 75%

TBD

Ratings of customer service (Resident and Business Surveys)

(Biz) 95%

(Res) 95%

TBD

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Municipal Bond Post-Issuance Compliance Monitoring Lead Department: Finance

Operating Expenses: $3,000

The City will retain the services of Digital Assurance Certification (DAC) for required post issuance compliance tasks associated with outstanding municipal bonds. DAC is a dissemination agent who has perfected the art of monitoring compliance activities associated with municipal bonds. This firm, a former affiliate of Ernst & Young, provides thousands of issuers (including City of Fort Lauderdale, Miramar, Pembroke Pines, West Palm Beach and Delray Beach) the peace of mind that comes from its “No Action Letter” from the SEC. This letter means that, as long as an issuer is utilizing DAC’s services, the issuer will be considered in full compliance with all requirements. DAC is the single least expensive insurance policy we can buy to ensure full compliance with IRS and SEC requirements for taxexempt issuers. DAC provides a full suite of compliance monitoring and record keeping services including not only continuing disclosure and material event monitoring and filings when necessary, but private use monitoring and retention of all filing receipts for all parties (including bank loans). DAC will also provide the IRS with direct access to the City’s information retained in its system should the City ever be audited. Documents for any given issuance must be available throughout the life of the loan and then several years following payment in full. For some City borrowings, that is well over 20 years. Underwriters are increasingly shying away from issuers with disclosure transgressions because of the large monetary penalties that these firms have been paying in recent years for not discovering and correcting these shortcomings in all of their issuers. For issuers in this situation, fewer underwriters means less competition for borrowing which will increase the interest rates being paid by these issuers when they do borrow.

FEMA Appeals Consultant Lead Department: Finance

Operating Expenses: $10,000

For the past three fiscal years, the City has utilized the services of two firms to assist with ongoing FEMA appeals processes related to Hurricane Wilma: O’Briens Response Management and the Washington, DC office of the Baker Donelson law firm. This assistance needs to continue until we receive a final decision on the one outstanding appeal. The City’s use of these firms over the past three years has resulted in successful appeals of over $2,000,000. The remaining appeal is the result of an error on the part of FEMA and the State but the best course of action was to file an appeal.

Interactive OnLine Mapping Lead Department: Development Services

Operating Expenses: Existing Funds

Many cities are providing interactive online maps on their websites. The Community Development division will work with Information Technology and Communications and Marketing to provide interactive maps on the City’s website. These maps will provide the ability to highlight some of the City’s most significant features to residents and visitors, including parks, public art, and upcoming development. These maps can be used by multiple departments and are an interesting, fun way to disseminate information. An interactive webmap can be used to tell stories and answer questions by combining maps with narrative text, images, and multimedia content. An example would be a monthly map of current commercial development that would allow users to easily obtain project-related information by clicking on the map. A Public Art Tour map would combine a map showing the locations of art pieces with the images and descriptions of each piece. The same could be done with City parks, including images, amenities, contact information, etc. Even demographics, such as census tracts in the City, could be mapped this way. Interactive maps are a way for the City to advance technologically. They are easy to use and can be quickly updated. They will improve the City’s image and assist in the competition for economic development opportunities.

Onboarding Enhancements Lead Department: Human Resources

Operating Expenses: $25,000

To support the City’s ongoing goal to hire the best qualified candidates, the Human Resources Department will add various services that assist the organization in hiring candidates with the best skills and cultural fit. These additional services include using LinkedIn, which will allow us to expand our applicant pool and focus on those best matched to our qualifications. A skills testing service, such as ESkill, will help verify each candidate possesses the skills necessary to perform the job. Utilizing a Predictive Index is a highly recommended behavioral assessment and learning indicator which will further assist in identifying the best candidates for select positions and will be a great tool for development opportunities such as team building and succession planning. The addition of these services will ensure the City consistently hires the best qualified candidates.

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Information Technology Contract Staff Augmentation Lead Department: Information Technology

Operating Expenses: $97,000

The Information Technology Department has vacancies in three critical positions. Establishing a partnership with a staffing agency will provide the department the ability to contract the skills necessary to implement new technology, as well as support existing technology. Staffing agencies provide flexibility with skills, as well as a database of talent in which the City can pull from based on needs. Staffing agencies have vetted their workforce, and the benefits come from individuals who possess the skills necessary to take on responsibilities immediately. This staffing strategy may also allow the department to leverage direct-hire opportunities when available; contractors can be hired as full time employees after six months.

Promoting Public Safety Wellness Lead Department: Police

Capital Outlay: $50,000

The gym located at the Public Safety Building is used by Police and Fire employees for health, wellness, and physical activity. The current space is overcrowded with outdated equipment, most of which is over a decade old. The user departments will benefit from a gym overhaul, beginning with a layout evaluation, maximizing space for more functional equipment as well as the purchase of newer training equipment.

Construction Management Support Lead Department: Public Works

Operating Expenses: $35,000

As the City’s current major construction projects come to a close (Municipal Complex, Fire Stations 43 and 95), the future major multi-year construction projects are expected to be related to Public Works. Therefore, the Construction Manager will be moved from the City Manager’s Office to Public Works. With this change, Public Works administrative staff will be expected to handle a larger volume of work, such as many more purchase orders, bill payments, tracking and organizing financial aspects of construction projects, plus an increase in vendor meetings and presentations. An incremental increase in staffing (converting one part-time position to full-time) is needed to cover the increased workload, such as covering phones, managing schedules, and processing payments, time sheets and reimbursements.

ONGOING INITIATIVES Stormwater Assessment Implementation (2014-2018) Lead Department: Public Works

Operating Expenses: Existing

Capital Outlay: $150,000

At least 17 municipalities in Broward County currently have a stormwater utility fee or assessment. A study was conducted to quantify the financial impact of stormwater runoff from each parcel within the City to determine the needs of the City’s stormwater management system. Parcels with a high percentage of impervious ground coverage generate more stormwater runoff which must be handled by the City’s system. A numerical correlation of the impact of each parcel has been calculated. Results of this study were presented and discussed at the Fiscal Year 2016-2017 Strategic Planning Workshop. At the Fiscal Year 2018 Business Plan Preview, the City Commission directed staff to proceed with next steps involving additional analysis to justify the assessment calculations, and required legal documentation and procedures to move toward implementation of the stormwater assessment on the tax bill. Funds raised by this assessment would be used to manage and maintain the City’s existing stormwater management system and to construct improvements to address flooding issues.

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Fiscal Year 2018 Annual Budget

IT Security and Training (2015-2018) Lead Department: Information Technology

Operating Expenses: $30,000

With the recent infusion of Spear phishing attacks, Ransomware attacks, and data breaches across the world, IT security is becoming more important than ever before. To protect the City, technical security training is necessary to help IT personnel stay ahead of these rapidly evolving threats. SANS training is the most trusted source for Information Security training, and offers the highest level courses including digital forensics, cyber threat intelligence, malware analysis and incident response. In addition, as we transform our IT environment from IBM (Naviline) to SunGardâ&#x20AC;&#x2122;s OSPS and TRAKiT, there is a need to introduce new skills and upgrade existing skills in IT. The required areas of focus include SQL development, Superion (SunGard) application conferences and training, and ESRI GIS training and conferences, affording us the opportunity to offer our customers the support they need.

Enterprise Software (2013-2018) Lead Department: Information Technology Operating Expenses: $66,000 Finance Department Capital Outlay: $265,000 Allocated in FY2016 The City requires a new financial system as the current system was installed over 20 years ago. BerryDunn, a consulting firm, has been retained to assist the City in preparing a formal RFP (request for proposals) that includes short and long term objectives for a new Enterprise Resource Planning (ERP) platform. BerryDunn is assisting the City in preparing a needs analysis as well as the RFP, and will continue support the City through vendor selection. The implementation of the new ERP platform will be a phased process involving Finance, Budget, Human Resources, Information Technology, and representatives from key using departments across the City. Considerable time and effort is needed to ensure the preservation of existing data and the uninterrupted functionality of these key internal services. The Finance department is preparing for this project by adding two part time positions, reclassifying one existing full time position and upgrading another from part time to family hours to create capacity for additional work without hiring new staff members that require full time compensation as well as a long learning curve. The selected vendor may require an up-front lump sum payment or it may require an annual fee that covers licensing and maintenance. In the event an up-front payment is required, the City will likely issue debt to cover that expense but no debt service payments will be required during FY 2018.

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Summary of Fiscal Year 2018 Initiatives A Family-Friendly Community Enhance Strategic Enforcement Team Administrative Lieutenant Increase Firefighter/Paramedic Staffing Emergency Call-Taker and Dispatch Improvements Summer Breakspot Program SWAT Suppressors Virtual Slice of the Springs Meeting (ongoing) Event Management Process (ongoing) Community Paramedic Program (ongoing) School Resource Officers (ongoing) Education Grants (ongoing) Multi-cultural Events (ongoing) Youth Programs (ongoing) A Thriving Business Community Crowdfunding Event K - 12 Education Summit Corporate Park License Plate Readers Business Recruitment Campaign Building Our Future Campaign Target Key Economic Development and Trade Groups Municipal Complex (ongoing) Economic Development Marketing-Website Redesign (ongoing) Real Estate Summit (ongoing) Coral Springs Regional Chamber Business Academy (ongoing) Corporate Park Improvements (ongoing) Traffic Management (ongoing) An Active, Healthy Community Zika Prevention Efforts Senior Outreach Newsletter Mullins Aiello Field Turf Replacement Cultural Facilities Grant for Museum Renovations Mullins MacElderry Field Lighting Athletic Field Maintenance City-wide Day of Service (ongoing) Additional Senior Programming (ongoing) Forest Hills Boulevard Pedestrian Lighting (ongoing) Drowning Prevention/Water Safety (ongoing)

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Police Police Fire Police Police Police Development Services/Comm&Mktg Communications and Marketing Fire/EMS Police City Managerâ&#x20AC;&#x2122;s Office Human Resources Human Resources Communications & Marketing Comm&Mktg/EconDevelopment Office Police Economic Development Office Economic Development Office Economic Development Office City Managerâ&#x20AC;&#x2122;s Office Economic Development Office Economic Development Office Economic Development Office Economic Development Office Development Services Public Works Communications & Marketing Parks and Recreation Development Services Parks and Recreation Parks and Recreation Human Resources Parks and Recreation Public Works Fire/EMS, Communications & Marketing

Fiscal Year 2018 Annual Budget

Summary of Fiscal Year 2018 Initiatives An Attractive Community Building Permit Fee Study Flag Replacement Project Code Compliance Operational Review and Training Optimize Code Compliance Administrative Support Median/Right of Way Maintenance Plan Replace Irrigation Control System, Add Irrigation Wells New Entrance for Sherwood Forest Park Intersection Approaches Upgraded to ADA Compliance Canal Bank Clearing Increase and Enhance Litter Control (ongoing) Turtle Run Park Left Turn Lane (ongoing) Electric Vehicles and Charging Stations (ongoing) CDBG Action Plan (ongoing) NW 110th Avenue Bicycle and Pedestrian Project (ongoing) Inflow and Infiltration Rehabilitation (ongoing) Roadway Resurfacing (ongoing) Wiles Road and 441 Entry Improvements (ongoing) An Innovative, High-Performing Organization City Engineer Contract Administrator in Purchasing Municipal Bond Post-Issuance Compliance Monitoring FEMA Appeals Consultant Interactive OnLine Mapping OnBoarding Enhancements Information Technology Contract Staff Augmentation Promoting Public Safety Wellness Construction Management Support Stormwater Assessment Implementation (ongoing) IT Security and Training (ongoing) Enterprise Software (ongoing)

Development Services Communications & Marketing Development Services Development Services Public Works Parks & Recreation Parks & Recreation, Public Works Public Works Public Works Public Works Public Works Public Works Development Services Development Services, Public Works Public Works Public Works Public Works Public Works Finance Finance Finance Development Services Human Resources Information Technology Police Public Works Public Works Information Technology Information Technology, Finance

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Financial Strategy Financial Strategy

4.1193

5.3220

5.0799

5.4865

5.6736

5.9000

5.3252

5.7500

5.8732

4.7982

6.0543

6.0493

6.0981

6.7654

$8 7.4479

The improving local and regional economy has begun to favorably impact the City’s financial outlook. The City’s unemployment rate (September 2017 3.1%) is expected to remain below the National (4.4%) and State (3.6%) rate and signs continue to point toward steady economic growth.

Operating MillageRate Rate increased Operating Millage Increased 22%1.075 mills or 22% 7.4479

Introduction

The City’s healthy financial position can $3 be attributed to our long-term financial $2 planning that identifies emerging issues which may affect our ability to $1 provide the level and type of service our customers expect. We were able to $0 achieve a structural balance between Hollywood Miramar Deerfield Sunrise Coral Plantation Pembroke Pompano Davie Ft Beach Springs Pines Beach* Lauderdale expenditures and revenues for Fiscal Year 2018 by relying on sound financial FY17 Actual FY18 Actual practices, not reserves. Recently, Fitch * Pompano Beach includes a separate EMS millage of 0.5000 and Standard and Poor’s rating agencies affirmed the City’s credit rating as AAA, the highest bond rating an organization can earn. Structural balance has been achieved through: • Increasing operating millage rate in Fiscal Year 2018 from $4.7982 to $5.8732; • Decreasing the Debt Service millage rate from $0.2948 to $0.2753; • Increasing Water and Sewer rates 3.5%, in accordance with the 2013 Water and Wastewater Rate Study; • Increasing the residential Solid Waste Special Assessment from $234.75 to $239.75 per single-family household; • Increasing the Fire Special Assessment Fee from $155 to $180 per single-family household, whereas, multi-family assessment will remain constant; • Health Fund expenditure increases are below medical inflation; • Increasing allocation to Stabilization/Reserve Funds. Use of Surpluses One important component of our long-term planning is utilizing all identified surpluses in all funds to pay for the following years needed capital items. Each year we carefully analyze all our funds to determine if any surpluses exist. Instead of leaving those funds idle, or spending them on on-going operating expenses which should be budgeted for, we invest them in needed capital improvements. As surpluses are declining it is more important than ever that future surpluses, beyond satisfying the appropriate financial reserve policy, be earmarked to provide a funding source for future capital expenditures, foregoing the need to borrow or issue additional debt, thereby avoiding future interest expense. A significant portion of the Fiscal Year 2016 surplus was be allocated to Financial Stabilization Reserves, while a portion will be dedicated to Capital Improvement Program Projects and Capital Replacement Programs. Due to two hurricanes impacting Coral Springs in the same budget year, minimal surplus is expected for Fiscal Year 2017. Depreciation Funding depreciation of vehicles, computers, and parks (turf fields and 50 meter aquatic pool) is another vital component of our financial strategy. This innovative “pay-as-you-go” approach allows the City to avoid debt service for vehicle replacement and for computer replacement. In 2017, the City set up a parks replacement plan for larger parks capital items such as the turf fields and 50 meter aquatic pool. The City will continue to fund vehicle, computer, and parks depreciation plans on an annual basis to ensure we can replace our vehicles, technology, and large park items when necessary, thereby avoiding the issuance of additional debt.

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Finally, we will continue to pursue strategies to diversify our revenue stream, particularly our property tax base. Attracting new business, growing and further diversifying the economic base will provide a more solid foundation that will foster development to better enable the City to withstand future economic downturns. Fostering Commercial Development A key component to building a stronger, more vibrant future for the City of Coral Springs is the expansion of our commercial tax base. Over one-third of the City’s revenue comes from property taxes which are the City’s single largest revenue source. Property taxes are determined by the assessed value of real property within the City limits. In other words, increasing assessed values is vital to increasing revenue. As shown in the table below, these efforts appear to be paying off. After several years of declining property values, the City’s Total Taxable Assessed Values, after Value Board adjustments, have steadily increased over the past seven years. The tax base is expected to continue to grow due to new commercial entities as well as key residential development projects currently underway. Cleveland Clinic is investing $70 million to build a new 65,000 square foot Family Health Center that broke ground in 2017. Broward Health Coral Springs is expanding capacity with a $56 million construction of a three-story building. Two residential developments are currently being built. Coral Lago is a redevelopment of the former Broken Woods Golf Club and includes 186 single-family homes,168 multi-family units and 80 townhomes. The Country Club of Coral Springs is also undergoing a redevelopment including the construction of 250 apartments, a new clubhouse, tennis courts and modifications to the existing 18-hole golf course. Other businesses that have celebrated their Grand Openings include: Orchard Supply Hardware, 4 Rivers Smokehouse, Mainland China, Nothing Bundt Cakes, Lucky’s Market. The City’s contribution to build a new Municipal Complex that will serve as a catalyst for redevelopment of Downtown Coral Springs will open December 2017. Just as we leaned on these methods to exit the great recession on sound financial footing, we will rely on our Core Values and solid principles of financial management to guide our journey toward long-term financial sustainability. Moreover, this strategy will allow the City to continue to provide the same quality of services our customers have come to expect and preserve our community’s quality of life.

Fiscal Year 2013

Fiscal Year 2014

Fiscal Year 2015

Fiscal Year 2016

Fiscal Year 2017

Fiscal Year 2018

Assessed Value $7,406,611,267 $7,672,193,557 $8,112,209,703 $8,484,376,574 $9,025,213,273 $9,692,486,879 Totals as billed* +1.3% +3.6% +5.7% +4.6% +6.4% +7.39% Collected Ad Valorem Revenue

$32,726,175 +5.1%

$33,847,000 +3.4%

$35,279,815 +4.2%

$39,282,218 +11.3%

$41,287,396 Budget +6.1%

$54,079,618 Budget +31%

* Values as of October used for tax bills, which determines actual ad valorem revenues. For Fiscal Year 2018 the Assessed Value is as of July 2017.

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Revenue Outlook The City’s intergovernmental revenues (Half-cent Sales Tax, State Shared Revenues) are based upon the City’s share of the population in comparison with the rest of Broward County. Coral Springs is a built-out city, with little room for new development, however there are other cities within Broward County that continue to grow. As these other cities grow, the proportionate share of Coral Springs’ intergovernmental revenues decreases. Franchise and demand-driven revenues (Electric Franchise, Solid Waste Franchise, Utility Service Taxes) fluctuate with the economy or are based upon sources that are declining with cultural shifts or advancements in technology. With little to no growth in these revenues, the City has to increase its reliance on Ad Valorem (Property Tax) revenue. Property Tax Revenue

General Fund Revenue

Fiscal Fiscal Year 2017 Year 2018 % Budget Budget Change

Ad Valorem (property) Taxes

$41.3 million

$54.1 million

31%

Electric Utility Service Tax

$9.4 million

$9.5 million

Half-cent Sales Tax

$8.7 million

Electric Franchise Fee

$7.5 million

$6.8 million

-10%

Solid Waste Franchise Fee

$5.3 million

Charges for ServiceParks & Rec

$4.5 million

State Shared

$4.4 million

$4.44 million

The primary source of revenue for the City is ad valorem Revenues property taxes. In Fiscal Year 2015, ad valorem property Communication $4.0 million $4.3 million 5% tax revenue made up about 34% of the City’s total revenue Service Tax sources. For Fiscal Year 2018, it will be 43% of the City’s total revenue source. Some of this can be attributed to the steady growth in property values over this time period, 19% over the same period. Added to that a 22% increase in the millage rate for Fiscal Year 2018 and ad valorem property tax revenue is inching toward funding nearly half of the City’s general fund operations. Homesteaded properties will be protected by the Save Our Homes legislation and will only see an assessed property value increase of 2.2% over last year. Overall the total taxable values for the City grew 7.9% for Fiscal Year 2018. Other Major Revenues The Half-cent Sales Tax growth has slowed considerably and will not meet budget expectations. With the economic recovery this revenue grew 6% annually in Fiscal Years 2013 and 2014, but has since started a downward growth slide, even missing State forecast estimates the past two years. This is due to Coral Springs’ shrinking share of the pie (Broward County total population.) The hope is that an improving economy will continue to grow the overall pie, or sales taxes collected, to make up for our City’s diminishing portion. State Shared Revenues operate similarly, and are not expected to grow more than 1% in Fiscal Year 2018. Communications Services Tax (CST) revenue will have a small recovery this fiscal year because the AT&T Settlement repayment will end, ending the 15-month payoff of Coral Springs’ share of the settlement. Going forward, the State is estimating negative growth rates for wireless service and a decline in landlines, which we reflect with an annual 2% decline in this revenue. With continuing low fuel prices, the electric franchise fees, which are based in part upon the fuel surcharge, needed to be brought in line with reality, budgeted at a 10% decrease over last year. However a non-recurring revenue stream from Code Compliance activities is expected to offset these declines for Fiscal Year 2018. Overall, the ad valorem revenues will be the workhorse of the City’s budget going forward. As property values are expected to rise for the short term, the increased millage rate will keep the budget in balance. Further ahead when a real estate downturn occurs, other measures will need to be explored.

Five-Year Forecast The General Fund Five-Year Forecast is an integral part of planning the City’s future fiscal position. It is an important tool used to determine a longer-range picture of the City’s financial horizon, as well as the level of risk we face over the next few years as current revenue growth does not keep pace with the growth in operational costs. This model is the framework to peer into the near future to identify the deficits that might await us if we were to take no action. It helps City staff to conservatively quantify our financial outlook so we can adequately plan and be prepared to meet these challenges. As we map out our financial and operating strategies, we use the model to determine the potential impact of decisions, focusing on long-term solutions rather than short-term “fixes,” which could lead to negative financial impacts in future

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Five-Year Forecast: General Fund

years. This financial outlook provides an opportunity to both avoid future budget problems and maintain financial stability. The forecast integrates projections of the major drivers of the City’s annual budget, new programs, and the anticipated revenues over the forecast period. Typically, future years show a deficit of revenues over expenditures.

Remaining Deficit

0.0

No Deficit

-1.0

-$1.6

-2.0

Millions

-3.0 The General Fund’s forecast includes the assumption of the increased millage -$4.2 -4.0 rate of 5.8732 starting on Fiscal Year 2018. The millage rate increase was -5.0 adopted to provide funding for existing and for new business plan initiatives. -6.0 Although national and state economies -$6.9 are improving at a slow but steady pace, -7.0 local governments are still experiencing FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 -8.0 slowly recovering revenues, which This chart is for planning purposes and illustrates the potential shortfalls the General Fund could face if no was making it difficult to provide both positive action is taken. By Florida law, the proposed budget must be balanced. Financial Strategies will be formulated to address future year shortfalls and will be included in the Fiscal Year 2016 Business Plan. essential services to the community and the much needed infrastructure improvements. In the other revenues, the City continues to project minimal growth and the need to hold the line on expenditures in order to maintain adequate working capital over the five-year period.

On the positive side, the General Fund’s beginning working capital and increased property tax revenues will allow us to forecast three years’ worth of stable operations. The City is also including a contribution to the Stabilization fund in order to increase reserves and prepare the organization for future natural and economic challenges. This “Rainy Days” fund ties to one of our City’s core values: Sustainability. As shown in the chart above, the City is presenting a balanced budget for Fiscal Year 2018 and projects no deficit until Fiscal Year 2021 with the adoption of the new 5.8732 millage rate. Our success to date has been largely dependent upon planning ahead for the financial realities we project in coming years.

Fiscal Year 2018 Capital Improvement Program The Capital Improvement Program (CIP) is a long-range plan for the timely replacement and maintenance of the City’s equipment and facilities. Financing options for capital needs are examined to determine the best source for each project including operating fund balances, capital reserves, grants, outstanding debt, and rating agency criteria for borrowing. Because submitted capital requests exceed available financing, decisions about which requests to fund in the upcoming year’s capital budget and which to schedule for future consideration were made based on a project prioritization funding exercise conducted by senior management. The highest priority projects are proposed for funding in the capital budget. Those are projects that satisfy a regulatory requirement, are tied to a new initiative, achieve the City’s strategic goals and objectives, maintain or improve a standard of service, contribute to the enhancement of aesthetic value, or maintenance programs that protect the City’s infrastructure. This evaluation resulted in adopted capital expenditures for Fiscal Year 2018 of $18.1 million, of which approximately $5.3 million is proposed for projects in the General Fund. Fiscal Year 2018 represents the third and final year new projects will be funded with the $12 million loan which was secured in Fiscal Year 2016 to finance vital capital improvements to our parks, facilities, roadways. Debt service of $1.4 million is budgeted in Fiscal Year 2018 for this 10 year 2.32% loan. The Water and Sewer Fund is budgeting $7.1 million in improvements to the water and wastewater infrastructure, the Fire Fund is budgeting $0.6 million in capital improvements and the Equipment Service Fund is budgeting $4.4 million for the replacement of vehicles in Fiscal Year 2018. This allocation also includes funding to perform repairs and preventive maintenance on vehicles and equipment to extend their useful life, the purchase of new fleet software and funding for phase two of the design of the Westside Maintenance Compound which is the headquarters for Public Works Street Division, Equipment Services Division and Central Stores.

City of Coral Springs, Florida

127

The City has applied for various federal, state and local grants such as CDBG (Community Development Block Grants), Department of Environmental Protection grants, and HOME/SHIP grants. These funds supplement $1.5 million of the total capital investment for the upcoming year. Other financing sources include operating capital supported by revenues, and equity. In Fiscal Year 2018, operating capital is estimated at $528,405 for the General Fund, $609,800 for the Fire Fund, $3,990,137 for the Equipment Services Fund and $905,500 for the Utilities Fund. Public Art Fund projects total $20,000, Charter School Fund projects total $50,000 and Tree Trust Fund projects total $500,000. Equity from the General Fund ($2,166,000) and the Equipment Service Fund ($442,230) will be used for improvement and construction projects.

Fire Assessment rate comparison Fiscal Year 2018

Fire Fund The Coral Springs Fire Department is adding three firefighter/paramedics, a fire inspector, and converting a part-time principal office assistant to full-time. These adds to staff will ensure adequate staffing levels given the changing demands for service.

$400 $350

$372.84 $350.00

$300

$300.00 $271.48

$250

$256.00 $222.00

$200

Fire Stations 43 and 95 were recently rebuilt, funded by the 2015 General Obligation Bonds, to meet the recommended safety requirements for the staff who live in the stations.

$209.50

$196.00

$150

$180.00

$175.00

$163.00

$100

The Coral Springs-Parkland Fire Department is rated an “ISO Class 1” fire department by the Insurance Service Organization. It is the highest rating a fire department can attain for fire protection services in the United States.

$50 $0

*Miramar

*Tamarac

*Margate

*Pembroke Pines

*Ft *Hollywood Lauderdale

Sunrise

Davie

*Coral Springs *Deerfield *Pompano Beach (BSO) Beach

*ISO 1 Fire Departments

Coral Springs has one of the lowest fire assessment rates for a single-family home in the area.

Water and Sewer The City’s water and sewer infrastructure requires ongoing repair and maintenance to ensure the safe, efficient operation of the utility. To meet these capital requirements, the City secured long-term financing from the Florida Department of Environmental Protection State Revolving Fund (SRF) for improvements at the Water Treatment Plant as well as throughout the entire system. The interest rate for this financing is 60% of the market rate, resulting in low-cost financing for a term of 20 years. Over $15 million in financing has been obtained for the replacement of existing wells, construction of new raw water supply wells, installation of wellheads and transmission lines, and improvements at lift stations. In Fiscal Year 2018, debt service totaling $1,017,671 is allocated in the Water and Sewer Fund for repayment of SRF loans.

Water and Sewer Fund forecasted debt service Revenue Bonds

SRF

2,500,000 2,000,000 1,500,000

$1,146,605 $1,141,043$1,142,186 $1,141,880 $1,146,145$1,145,865 $1,145,137

1,000,000 $1,017,671 $1,017,671$1,017,671 $1,017,671 $1,017,671$1,017,671 $1,017,671

In Fiscal Year 2014, the City began repayment of an $8.7 million bank loan secured during 2012 to continue rehabilitation of booster stations and complete Phase III of water treatment plant improvements. The interest rate for this loan is 2.29% with a debt service of $582,056 for Fiscal Year 2018. In Fiscal Year 2015, the City secured a $4.7 million low interest bank loan to finance the continued rehabilitation of the East and West booster stations as well as other system improvements. The interest rate for this loan is 2.002% with a debt service of $563,683 which has been budgeted in Fiscal Year 2018.

500,000 2018

128

2019

2020

2021

2022

2023

2024

Fiscal Year 2018 Annual Budget

Operating capital funds will be used for ongoing inspection, repair, and maintenance of water and force main valves ensuring all components of the sanitary system will perform as needed during times of emergencies, ongoing replacement of fire hydrants, and installation of automatic flushing systems at dead end streets to ensure water quality. The City will also continue to replace portable generators for lift stations and will actively participate in water conservation efforts through Broward County’s water conservation program. Additionally, plant maintenance will continue with the painting of the exterior of the water treatment plant.

Solid Waste A Solid Waste enterprise fund was established in Fiscal Year 2014 to collect the residential solid waste assessment and directly pay collection and disposal costs for residential waste and recycling. This process provides the City a clear picture of the costs involved in providing garbage service to residents. As of January 1, 2014 the City engaged Waste Pro as the City’s exclusive hauler of residential solid waste and recyclables, as well as commercial garbage hauler, ending a 15 year relationship with Waste Management. With this overhaul, residents continue to receive a low solid waste assessment, less than $21 per month, at $248.00 for 2018. Litter Control Litter continues to be an environmental concern among City residents. In February 2008 the Streets division of Public Works implemented a litter control program which currently consists of six part-time crew members and one part-time Lead Neighborhood Service Worker, which oversees the crew. The crew operates from John Deer Gators, a golf cart type vehicle, to quickly traverse public right of ways to pick up litter. Over the last eight years a total of 1,897 cubic yards of litter has been collected. This crew can de-litter about 159 miles of public land in 5 working days. Thanks to this program, resident complaints about litter are down. As part of a Fiscal Year 2018 Business Plan Initiative, two Neighborhood Service Workers will be converted from part time to full time status and will be paid for out of the Solid Waste Fund. Currently, the Litter Crew has struggled to meet the goal of covering 159 miles within 5 working days. Instead it has been taking from 8 – 18 working days. Adding two full time positions to replace two part time positions will ensure the integrity of the litter removal program by reducing the amount of turn over common with parttime employees. Establishing these two full time positions will also increase the effectiveness of the program. Instead of part time staff leaving half a day due to hour quotas, the full time employees will be able to stay the full day, increasing the productivity of the division. Funding of this initiative is partially offset by the revenues from the Solid Waste Franchise agreement with Waste Pro.

Residential Solid Waste Assessment Rate Residential Solid Waste Assessment

$300 $290 $280 $270 $260 $250

$243.00

$240 $230

$226.32

$246.72

$250.20

$248.00 $233.64

$232.20

$234.75

$239.75

$227.16 $225.84 $220.92

$220

City of Coral Springs, Florida

FY 2018

FY 2017

FY 2016

FY 2015

FY 2014

FY 2013

FY 2012

FY 2011

FY 2010

FY 2009

FY 2008

$200

FY 2007

$210

129

Measuring Results Measuring Results Quarterly Performance Review Overview The City has developed a performance measurement system to align department services and programs with the City Commission’s seven strategic priorities. The system enables departments to systematically measure results and make timely adjustments when results fall short of expected performance levels. Three components make up the system: a performance reporting program, composite indicators that measures the overall financial and service operation position, and the State of the City report. These elements play an important part in the City’s overall Business Plan and help keep the organization on target. Departmental Measures A total of 116 performance measures have been established to measure results achieved through services and programs provided by the City’s operating and support departments. Fourteen results are based on ratings from the resident and business surveys. Ten measures are marked “not reported” this year because they are dependent upon results of the resident survey which was not conducted this year. The resident survey is conducted every other year. Two measures are marked “not available” because of the transition to new systems (Fire and Human Resources). Of the available 104 results, 84 (81%) of the measures met or exceeded their goals for Fiscal Year 2016, eight (8%) were within 95% of their goals, and 12 goals (11%) were not achieved.

Key Intended Outcome Analysis Twenty-six Key Intended Outcomes (KIOs) have been established, all of which support at least one of the five strategic priorities. Performance goals for each KIO were developed as part of the City Commission’s Fiscal Years 2016-2017 Strategic Plan. As of the end of Fiscal Year 2016, 18 of those goals have been met and three were within a few percentage points of goal. Two goals for the year were not achieved: • Net new taxable value as a percentage of total taxable value was less than six comparison cities. • The non-residential tax base did not grow as robustly as our comparison cities.

Initiative Analysis The Fiscal Year 2016 Business Plan included 55 initiatives. Departments completed 27 initiatives and will continue working on 26 initiatives during the first few months of Fiscal Year 2017. Twenty-three of the initiatives that are still “in progress” are more than halfway complete. One initiative, the Stormwater Utility Fee Implementation, was placed on hold. Another, Franchise Fees for Residential C&D Waste, was discontinued.

Supplier and Partner Performance Data The City’s most important suppliers, partners, collaborators, and distributors are those that provide direct service to customers. A waste hauler picks up and processes trash and recycling. Professional Facilities Management operates the Coral Springs Center for the Arts. Charter Schools U.S.A. manages and staffs the City’s charter middle and high school. Advanced Cable Communications provides the infrastructure for television programming. Median mowing is accomplished through a group of contractors. Service standards are part of the contracts with these organizations; the standards spell out customer requirements and are discussed through periodic regularly scheduled meetings. For instance, City management meets quarterly with the principals of schools in the City to assess our partnership with them regarding athletic field use, after school programs, leadership development, etc.

Sustainability Indicators In Fiscal Year 2009, the City created a list of sustainability indicators to track a broad spectrum of green and sustainability benchmarks. The indicators of fuel use, electricity use, and paper consumption warrant the most attention because they impact not only our environment, but directly affect City expenditures as well. Some of the other indicators include linear feet of sidewalk improvements, number of trees planted, water consumption, and number of certified backyard habitats.

130

Fiscal Year 2018 Annual Budget

Strategic Planning Cycle Fiscal Year 2016-2017 Key Intended Outcomes

FY 2015 Actual

FY 2014 Actual

FY 2016 Actual

FY 2016 Goal

FY 2017 Goal

Notes

A Family-Friendly Community 1 City crime rate (crimes/100,000 residents—Calendar Year) Resident rating of City efforts to prevent crime 2 (Resident Survey) Resident rating of City Government for respecting religious and 3 ethnic diversity (Resident Survey)

2,278.2

2,500

2,171.2

2,180.5 

—

(Res) 94%

—

— 

—

(Res) 98%

—

— 

2,500 Met goal in FY2015, next survey in 2017 Met goal in FY2015, next survey in 2017

92% 94%

(Biz) 97%

(Res) 96%

(Biz) 96%

(Biz) 98% 

(Res) 96%

5 Coral Springs Charter School graduation rate

98%

99.5%

95%

99.5% 

95%

6 Injury accidents at or near 14 major intersections in the City

139

133

175

97 

165

96%

—

(Biz) 95%

(Biz) 97% 

—

4 Ratings of Quality of Life (Resident and Business Surveys)

A Thriving Business Community 7 Business rating of the image of the City (Business Survey) 8 Net New Taxable Value as % of Total Taxable Assessed Value (BCPA)

CS 0.14% Comp avg 1.15%

CS 0.19% Comp avg 0.76%

9 Non-residential tax base growth 10 Coral Springs' June unemployment rate

above the average of 6 comp cities

CS 0.17% Comp avg 1.26%



above the average of 6 comp cities

CS 7.9% Comp avg 8.6%



above the average of 6 comp cities

4.4% 

5.0%

—

(Res) 97%

—

— 

—

(Res) 95%

—

— 

below State

State was 4.9%

below State

An Active, Healthy Community Resident rating of appearance of Parks and Recreation facilities (Resident Survey) Resident rating of range of activities at parks and recreation facilities 12 (Resident Survey)

13 Athletic league participation

8,100

7,976

Met goal in FY2015, next survey in 2017 Met goal in FY2015, next survey in 2017

95% 95%

8,475

8,713

—

(Res) 87%

(Biz) 87%

(Biz) 98% 

(Res) 92%

(Res) 90%

(Res) 92% 

8,100

An Attractive Community 14 15 16 17 18

NEW: Ratings of litter collection on City streets (Resident and Business Surveys) NEW: Rating of condition/appearance of medians (Resident Survey) Ratings of City efforts at maintaining quality of neighborhoods (Resident and Business Surveys) Fuel consumed by City operations (diesel and unleaded) Pounds of recycled materials per capita

87% Met FY17 goal in FY15, next survey in 2017

90%

95%

(Res) 84%

(Biz) 85%

(Biz) 96% 

85%

401,977 118.3

390,933 125

400,000 120

393,662  126 

400,000 120

(Biz) 78%

(Res) 94%

(Biz) 81%

(Biz) 79% *

(Res) 95%

95%

93%

92%

94% 

92%

AAA

S&P AAA Fitch AAA  Moody's Aa1

AAA

An Innovative, High-Performing Organization 19

Satisfaction ratings with City communications (Resident and Business Surveys)

20 Employee satisfaction rating (Employee Survey) 21

Maintain AAA bond ratings (Two required)

Ratings of value for tax dollars and fees (Resident and Business Surveys)

S&P AAA S&P AAA Fitch AAA Fitch AAA Moody's Aa1 Moody's Aa1

23 Ratings of customer service (Resident and Business Surveys)

(Biz) 76%

(Res) 87%

(Biz) 65%

(Biz) 78% 

(Res) 75%

(Biz) 94%

(Res) 95%

(Biz) 95%

(Biz) 94% *

(Res) 95%

FY 2016 KIO Summary Met or exceeded goal 18 Within 95% of goal 3 2 Did not meet goal 23

City of Coral Springs, Florida

 * 

131

Department Performance Measurements City Attorney and Risk Management (3) 1) Preparation of Legislation (resolutions, ordinance, orders) within 10 workdays of request when accompanied by backup material

FY 2014 Actual

FY 2015 Actual

Goal

FY 2016 Actual

97%

99%



2) Number of days lost from on the job injuries per 100 employees

27.53

95.85



3) Percentage of subrogation eligible dollars recovered

35%

52%

47%

66%



City Manager's Office Management and Budget Office (6) 1) Internal customer satisfaction rating 2) Process 100% of budget transfers within 24 hours of receipt 3) Facilitate or support cross-functional process improvement teams 4) Receive the GFOA Distinguished Budget Presentation award 5) Payroll regular salaries adopted budget versus actual, net of policy changes 6) Produce monthly financial statements within seven business days of period close

99% 100% 3 Yes -1.4%

98% 100% 3 Yes 0.9%

95% 100% 2 Yes ±2%

94% 100% 5 Yes 1.7%

*    

1 days

1 day

<7 days

1 day



100% — —

100% 88% 5,985

94% — 7,785

100% — 10,657

N/R

131



100%

95%

100%



2 hours

4 hours

2 hours



99% 1.9 days 1.9 days

95% 1.4 days 1.8 days

95% 2 days 2 days

99% 1 day 1.5 days

  

9 days

8 days

8.25 days

Yes



2.75

2.80

2.90

2.75

34 days

30 days

45 days

29 days



1.43 482 14

1.53 1,525 11

1.50 1,000 10

1.70 2,155 6

  

100% 98%

95% 90%

100% 94%

 

N/A

78%

75%

78%



—

84%

—

N/R

95%

—

87%

95%



— —

Yes —

Yes Yes

 

Communications and Marketing (4) 1) Customer satisfaction with communications (Internal Survey) 2) Awareness of Coral Springs magazine by new residents (Resident Survey) 3) NEW Number of followers on social media 4) REVISED Number of new promotional/informational campaigns produced for social media and City TV City Clerk's Office (2) 1) Percentage of agenda packages completed and distributed at least 5 days prior to the next City Commission meeting 2) Number of hours of staff time per meeting spent preparing summary minutes Development Services Community Development (10) 1) Department customer satisfaction rating (composite) 2) Cycle time for small permits by the Zoning Division (Building Plan Review) 3) Cycle time for sign permits by the Zoning Division (Building Plan Review) 4) Cycle time for plan reviews (new and major/minor) by the Zoning Division (Development Review Committee) 5) Comprehensive Plan consistency with Department of Community Affairs (DCA) 6) Number of housing units rehabilitated using public financial assistance per $100,000 housing rehabilitation 7) Average number of days from the receipt of the resident's application for rehabilitation assistance to application approval 8) Timeliness ratio of CDBG spending: annual CDBG allocation available by July 31 9) Number of trees planted within the City 10) Number of formal and informal neighborhood partnerships each year Building (2) 1) Requested inspections completed within one day 2) Percent of plan reviews completed within 15 working days Code Compliance (3) 1) Percent of code cases brought into voluntary compliance prior to administrative/judicial process 2) Percent of survey respondents satisfied with City efforts at maintaining the quality of their neighborhoods (Resident Survey) 3) Percent of survey respondents satisfied with the City's efforts to support quality neighborhoods (Business Survey) Construction Management Support (2) 1) Build the following City construction projects within budget and on time: Safety Town Humane Unit

132

Fiscal Year 2018 Annual Budget

 

Department Performance Measurements (continued)

Financial Services (6) 1) Internal customer satisfaction rating (Financial Services Internal Survey) 2) Percentage of purchase requisitions under $10,000 processed within 24 hours 3) Water billings past due more than 180 days as percentage of outstanding bills 4) Number of repeat items in management letters prepared by the City's external auditors 5) Percentage of invoices paid within 30 days 6) Out of stock level of the total inventory at Central Stores Fire/EMS (13) 1) Maintain Fire Rescue quality standards: —Response time of eight minutes or less for 90% of all emergency Fire/EMS calls —A minimum of fourteen firefighters on scene within ten minutes 90% of time for all structural fires 2) Provide inspection report to customer within 12 days from date of inspection 3) Perform annual fire inspections on all commercial properties and applicable multi-family residential units (new beginning FY 2015) 4) Provide public education programs to residents ages 5-8 (new beginning FY 2015) 5) Provide a minimum number of classes at the Fire Academy: —Florida Firefighter Minimum Standards classes —EMT classes —Specialty classes —Paramedic class (new beginning FY2015) 6) Percentage of customers who are satisfied with the quality of the Fire Department (Resident Survey) 7) Percentage of customers who are satisfied with the quality of the emergency paramedics (Business Survey) 8) Maintain Citizen Emergency Response Team (CERT) force (new beginning FY 2015) 9) Maintain Fire Explorers program participation (new beginning FY 2015)

FY 2014 Actual

FY 2015 Actual

Goal

FY 2016 Actual

99% 86% 2%

95% 85% 1%

94% 88% 3%

97% 87% 1%

  



99% 2.50%

93% 3.80%

90% 2.50%

96% 1.90%

 

97%

90%

97%



100%

90%

98%



N/A

8,883

6,400

6,069

6,788

4,000

6,761



7 5 93

7 8 180 2

7 4 50 1

6 5 50 3

  

—

100%

—

N/R

97%

—

99%

97%

135

100

135





N/A: Delayed reporting due to transition to new software

Human Resources (11) 1) Percentage of employees who agree with the statement “I would recommend working for the City to a friend” 2) Employee engagement index 3) Percentage of employees who feel Human Resources provides quality services 4) Percentage of employees that are satisfied with liaison services 5) Percentage of employees that are satisfied with wellness activities 6) Percentage of employees who believe benefits are in line with needs 7) Quality of hire satisfaction 8) Sick hours per employee 9) Percentage of minority applicants per recruitment 10) Percentage of employees who agree with "I am satisfied with the access to training resources to assist in my professional development." 11) Respond to customer requests within 2 days —and complete service request within 7 business days* Information Services (5) 1) Number of IT Development Projects implemented in accordance with City’s Business Plan and IT Work Program 2) Customer satisfaction rating from survey of Information Technology 3) Meet service level agreement regarding network availability 4) Meet service level agreement regarding application availability 5) Meet service level agreement regarding server availability

95% 87% 98% 96% 92% 93% 100% 67.4 65%

93% 87% 97% 96% 91% 92% 96% 64.7 64%

92% 90% 92% 90% 90% 90% 90% 48 45%

94% 88% 96% 95% 95% 93% 100% 65.3 68%

 *       

85%

91%

90%

92%



97% 98%

95% 95%

transitioned to new app

87% 91%

N/A

13 98% 100.0% 100.0% 99.8%

17 99% 100.0% 100.0% 100.0%

8 95% 99.5% 98.0% 99.0%

7 99% 100.0% 99.9% 99.9%

    

City of Coral Springs, Florida

133

Department Performance Measurements (continued) FY 2014 Actual

FY 2015 Actual

Goal

—

97%

—

N/R

— —

96% 93%

— —

N/R N/R

100% 68% 84,581

100% 66% 85,208

98% 60% 80,000

99% 66% 77,081

  *

85% 76%

84% 72%

65% 60%

79% 65%

 

3,517 49% 243 95

4,863 39% 253 N/A

4,000 49% 250 120

4,782 41% 255 130

   

98% 99% 99%

N/A N/A N/A

92% 92% 92%

  

Sportsplex (2) 1) Revenue generated from Sportsplex concessionaires 2) Sports Commission: Number of room nights

$226K 3943

$230K 3,404

$226K 3,600

$227K 3,454

 

Tennis (7) 1) Combined cost recovery ratio 2) Tennis lesson revenue 3) Maintain customer service ratings at the Tennis Center 4) Membership turnover at the Tennis Center 5) Customer service rating for court maintenance at the Tennis Center 6) Number of tennis special events 7) Number of tennis teams

56% $255K — 15% — 36 65

55% $288K 94% 19% 78% 36 93

50% $275K 90% 30% 85% 30 60

51% $309K 95% 21% 86% 42 89

      

Parks and Recreation Parks (3) 1) Quality service rating for appearance of recreation/athletic facilities (Resident Survey) 2) Customer service rating for parks and recreation staff (Resident Survey) 3) Safety rating of City parks (Resident Survey) Recreation (3) 1) Customer service rating of summer recreation program 2) Cost recovery ratio for the Recreation Division 3) Number of riders on community buses Aquatics (9) 1) The combined cost recovery for the Aquatic Services Division: —Aquatic Complex —Aquatic Services Division 2) Increase members and reduce member turnover: —Aquatic Complex membership —Aquatic Complex membership turnover —Cypress Pool average daily pool usage —Mullins Pool average daily pool usage 3) Maintain customer service ratings: —Aquatic facility —Cypress Park Pool —Mullins Park Pool

134

Fiscal Year 2018 Annual Budget

FY 2016 Actual

Department Performance Measurements (continued)

Police (12) 1) Police Department's overall quality rating (Resident Survey) 2) Percentage of customers who has contact with or knows their neighborhood officers (Resident Survey) 3) Percentage of residents who feel that Coral Springs has remained as safe or become a safer place to live (Resident Survey) 4) Average Police response time (from time of call to arrival) 5) Stabilize the burglary rate at a 0% increase adjusted for population (Source: Uniform Crime Report) 6) Maintain 0% increase in crime rate as adjusted for population (Source: Uniform Crime Report) 7) Clearance rate for crimes (Source: Uniform Crime Report) 8) Reduce or maintain percent change in number of robberies (Source: Uniform Crime Report) (new beginning FY 2013) 9) Traffic crashes per 1,000 citizens 10) Number of high school students that are awarded safe driving certificates at graduation 11) Satisfaction rating by businesses (Business Survey) 12) Safety rating by businesses (Business Survey) Public Works (13) 1) Department’s overall quality service rating (Resident Survey) 2) Customer satisfaction rating on janitorial services 3) Availability rate of all vehicles/equipment for all departments 4) Facilities routine work orders completed within 15 working days 5) Percent of hydrants inspected

FY 2014 Actual

FY 2015 Actual

Goal

—

96%

—

N/R

—

43%

—

N/R

—

N/R

4:44



-14.0%



0.4%

35.7%



17.5%



—

79%

2013 4:31 2013 -32.2% 2013 -8.33% 2013 34.7% 2013 26.9% 2013 34

2014 5:00 2014 -9.2% 2014 -4.7% 2014 35.7% 2014 -42.4% 2014 31



262

321

200

304



92% 96%

— —

92% 92%

96% 96%

 

— 83% 93% 92% 100%

90% 93% 93% 93% 100%

— 90% 94% 90% 100%

— 100% 96% 99% 100%

N/R

1 million gallons/ year

160,000 gallons



1,000 1 day

1,200 1 day

 

4:55 0%

2015 2015 2015

0% 2015 30% 2015 0% 31

6) REVISED Reduce total flow by 1 million gallons per year in lift stations through I&I program compared to I&I 2011 base year 7) Service valves per year 8) Pot hole repair response time 9) Miles of street sweeping per year to meet NPDES standards (new beginning FY2015) 10) Complete litter removal of 159 miles of road rights-of-way in five working days 11) Inspect and clean storm drains per year (new beginning FY2015) 12) Number of times wastewater flow exceeds 9.79 mgd per month for three consecutive months (new beginning FY2015) 13) Percent of "unaccounted for" water

FY 2016 Actual

2015

   

1,122 <1 day

1,164 <1 day 978

850

1,151



6.6 days

4.3 days 19,770

5 days 15,000

5.9 days 18,007

 



5.68%

8.00%

<10%

6.12%



Fiscal Year 2016 Results Met or exceeded goal Within 95% of goal Did not meet goal

84 8 12 104

 * 

Not available Not reported

2 10

N/A N/R

116

City of Coral Springs, Florida

135

Composite Indicators The following indicators were carefully chosen to give an overall representative snapshot of our financial and operating results. These measures correspond with the City’s mission and longtime focus areas: property values, safety, educational opportunity, customer satisfaction, recreation participation, community involvement, and employee productivity. Although we began tracking these results in 1994 as part of the Composite Index, for brevity we only show the post-2004 results.

Residential Property Value

Residential Property Values $9.0 $8.0

$8.3

Billions $7.6

$7.0 $6.0 $5.0

Good

$6.5 $5.7 $5.2

$7.7 $6.2 $5.4

$5.4

$5.5

$5.7

$6.1

$6.4

Source: Broward County Property Appraiser’s Office

$4.0 $3.0 (Property values reflect calendar year rather than fiscal year.)

$2.0 $1.0 $0.0

Residential property values are slowly increasing, inching closer to where they were 10 years ago. Residential taxable assessed property values decreased drastically in Fiscal Years 2010 and 2011 due to property tax legislation passed in January 2008. The national recession which began in 2008 also contributed to depressed values.

FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Non-residential Property Percentage Non-Residential Property Values There is an inverse relationship between residential and non-residential property values; an increase in residential property values (see chart above) means a decrease in non-residential as a percentage of total value. Non-residential includes commercial/industrial sites, as well as agricultural, institutional, government and miscellaneous real estate. As residential values improve, non-residential values should ease back to about 20%.

As a % of Total Property Values

Good Source: Broward County Property Appraiser’s Office

(Property values reflect calendar year rather than fiscal year.)

Crime Rate Crime Rate

Good Incidents of major crimes per 100,000 population

Source: City of Coral Springs Police Department and Florida Department of Law Enforcement Crime Report (Crime figures are calculated utilizing calendar year rather than fiscal year)

136

There incidents of major crimes per 100,000 population was relatively flat from FY 2015 to FY 2016. The increase in FY 2012 was due to a 4% rise in the number of indexed crimes (3,271 from 3,145) coupled with a lower population number. The 2010 Census for Coral Springs was 4% less than prior estimates by BEBR. The rise in the crime rate from FY 2009 to FY 2010 was the result of a mathematical anomaly. While the number of crimes decreased during this period, the population upon which the ratio is based decreased at a faster rate.

Fiscal Year 2018 Annual Budget

Customer Satisfaction Survey Customer Satisfaction

Projected

No survey conducted; used prior year result

The City has consistently received high ratings in customer satisfaction from our residents. The overall satisfaction rating decreased in Fiscal Year 2009, yet ratings for departments and services increased. Results from the 2011, 2013, and 2015 surveys show a steady return to historically high levels. The Residential Survey is conducted every other year.

Good

Source: 2015 Resident Survey conducted by ETC Institute.

Volunteers in Government

Good

Source: Database of Boards and Committees

Members of City committees and boards are counted as volunteers for this indicator. The number of volunteers in government reached an all-time high of 540 for Fiscal Year 2013 due to participation in the Cityâ&#x20AC;&#x2122;s 50th Anniversary Committee and decennial Charter Review Committee. Three boards were dissolved during Fiscal Year 2014, causing a decrease in the number of volunteers that year. Fewer people participated on the Parent Education Advisory Committee during Fiscal Year 2015.

Athletic League Participants

Athletic League Participants Some of the activities offered by the Parks and Recreation Department are basketball, soccer, football, baseball, lacrosse, and cheerleading. Independent teams and programs, though not counted in this measure, also utilize City facilities. The recent declines are due primarily to the number of participants moving from recreational leagues to more competitive travel leagues, whose participants are not included in this measure.

Good

Source: City of Coral Springs Parks and Recreation Department

Employee Satisfaction

Same result used for FY 2012 and 2013

Survey conducted during Q4

Good All employees are surveyed annually by the Human Resources Department to determine overall job satisfaction. Employeesâ&#x20AC;&#x2122; ratings of satisfaction are consistently high. Source: City of Coral Springs Human Resources Department Employee Survey

City of Coral Springs, Florida

137

Employee Productivity

Good It will take fewer than five full-time employees to generate one million dollars of revenue.

Employees Per Million Dollars of Revenue

Source: Annual Budget (Calculation includes full-time employees for all funds divided by Net Revenues)

School Overcrowding School Overcrowding Overcrowding has decreased for Coral Springs public schools since FY 2002. Enrollment and capacity numbers are provided by the Broward County School District.

Good % Capacity Student Stations

Source: Broward County School Board

(Percentages reflect academic year rather than fiscal year.)

138

Fiscal Year 2018 Annual Budget

City of Coral Springs, Florida

139

Community Spotlight Pilot

Education Grants

Community Paramedicine (ongoing)

CMO/ Economic Development Office

Fire/EMS

CMO

Public Works

Police

CMO/Development Services

There were six events planned for the ArtWalk this fiscal year - three large events and three smaller events. In the first quarter, three events took place on the ArtWalk - the Ground Breaking, on October 9, Biz and Kidz Holiday Happenings on November 21, and Downtown in December on December 12. This represents two of the three larger events and one smaller event. The turnout was excellent at all of the events, with several hundreds attending Biz and Kidz, and several thousand attending the Grand Opening and Downtown in December. The response from residents has been very positive. In the second quarter, the UnPlugged event was held at the ArtWalk, with thousands in attendance. This was the third and final ‘large’ event of the fiscal year. UnPlugged featured live art, music, food trucks and craft beer.

70%

Cleveland Clinic has already allotted one registered nurse practitioner to provide services in that unit. She is currently undergoing clinical training in the emergency room setting as well as training on the patient data entry and billing system that will be used in the program. The next steps will be to relocate the nurse practitioner to the fire department setting, to finalize and purchase any needed equipment and supplies, determine the scope of services that will be In Progress provided, and complete the training of all the crews that will work in the MIH truck. The tentative date to begin providing services is November 1st, 2016. The program will run for two months and at the beginning of 2017 we will be announcing the formal roll out of the program.

100%

90%

100%

% Complete

100%

Complete

In Progress

Complete

Status

Complete

This program continues to gain volume as well as popularity within the community. The FD crews are calling on the Community Paramedic more often as her services are better known. (The program is ongoing and evolving daily)

Q4: Staff continues to research these city-owned properties as well as the school property (Hunt Elementary). Boys and Girls Club staff met with the Principal of Hunt Elementary and the Superintendent this quarter to discuss the possibility of using portions of the school and park area. Q3: CMO Staff met with two reps for the Boys and Girls Club to assess the property owned by the City along Riverside Drive. The reps preferred being adjacent to Hunt Elementary, using portions of the school and city park area (Lyons Park). Additional research including conducting some platting and title work will begin from this general discussion. Q2: City staff (CMO, Development Services, Parks & Recreation) met with Town of Davie staff to discuss potential locations/programs. Q1: Staff toured North Lauderdale facility with Boys & Girls Club staff. CMO will be coordinating meeting with BGC management to strategize next steps. Q4: We are approximately 7 weeks into the pilot program phase. Ay this time we are working with the State's Attorney Office on how to best send videos for case preparations. Based on the analytical information collected so far, we will begin to compile a workload assessment on a full deployment. Q3: The Coral Springs Police Department is working to conduct a pilot program of the body worn cameras. Administrative procedures are being finalized with regard to policy and evidence submission to the State's Attorney Office. Anticipated deployment and use of cameras by officers is expected in the near future. Q2: HB 93 was recently approved and put into effect. This addressed concerns regarding the use of body worn cameras and FS 943. The PD is working with the City Attorney’s Office to finalize an agreement so that a “pilot” program, which will consist of an initial roll out of approximately 12 cameras can be conducted. PD staff is also working with Finance Department to address bond money that has been allocated and what it can be utilized for regarding body camera program. Q3: The project scope update, schematic design, and phase 1 of design development has been completed. Approximately $140,000 is budgeted in FY 17 for continuation of schematics and site planning. The entire design contract is over $700k. Q2: A contract was awarded by the City Commission to Wolfberg Alvarez in the amount of $132,800 on Nov. 18th for preliminary design work to include a master plan update, schematic design, and design development for phase 1 (new Central Stores bldg). Six episodes of the video spotlight 'CloseUp' have been completed. Mayor Skip Campbell, Commissioner Larry Vignola, Vice Mayor Dan Daley, and Commissioner Joy Carter were interviewed for the first four episodes. The fifth was an interview with Commissioner Cimaglia. The sixth, and final interview, featured an interview with both Mayor Skip Campbell and City Manager Erdal Donmez. A total of 36 students from the City's high schools participated in a free SAT preparation class at the City gymnasium. The City held classes over five separate weekends at the gymnasium. Coral Springs High had 8, Douglas had 7, Taravella had 1, Coral Glades and Coral Springs Charter School had 10 each. An additional 12 students attended a makeup session during the third quarter, bringing the total attendance to 48.

Update as of the Fourth Quarter Fiscal Year 2016

Department(s)

Mobile Integrated Healthcare (ongoing) Fire/EMS

West Side Complex Public Safety

Body Worn Cameras Pilot

Boys and Girls Club Feasibility Study

ArtWalk Event Programming

C Initiative

A Family-Friendly Community

Fiscal Year 2016 Initiative Summary

140

Fiscal Year 2018 Annual Budget

Fire Stations 43 and 95 (ongoing)

School Resource Officers (ongoing)

CSI Building Renovation (ongoing)

Safety Town (ongoing)

Multi-cultural Events (ongoing)

Teen Political Forum (ongoing)

Human Resources

Parks and Recreation

Police

Fire/EMS

95%

100%

Q3: A successful Teen Political Forum was held on April 11, 2016 at the Center for the Arts. It drew almost 1,500 high school students who had an opportunity to hear from and/or address a panel of 10 elected officials. J. P. Taravella won the Complete Traveling Trophy and the $1,000 check from Waste Pro for having the largest attendance. Q1-2: A Student Steering Committee has been working hard over the past few months to make this a success.

95%

90%

100%

50%

Q4: The Multi-Cultural Committee is hard at work with preparations for the 2016 International Dinner Dance. The country to be highlighted this year is Vietnam. We have a very eager group of local Vietnamese residents who have volunteered to assist with the decorations, catering, fashion show and entertainment. This popular event has been sold out since early July at 430 guests. This project will be 100% complete on September 24th, 2016. Q3: The CommuniTea event had to be cancelled due to poor response. However, the Multi-Cultural Committee hosted the 28th Annual National Day of Prayer at the Coral Springs Charter School with an attendance of over 400 people. 31 Houses of Worship attended with three schools offering entertainment for the even. Q2: The MLK Committee proudly announces that the MLK Monument was installed in front of the N.W. Regional Library on January 15, 2016, as planned. More than 350 people attended the Dedication Ceremony. In Progress Q1: Earlier, on September 21st, we hosted the Ground Breaking for the MLK Monument in conjunction with International Day of Peace. This was held at the N.W. Regional Library where hundreds of residents and young children participated in the Chalk4Peace project, co-hosted by United Way. This project is 100% complete. The MLK Celebration weekend has just been completed very successfully. On Thursday, January 14th, a Student Award Ceremony was held at the Center for the Arts where the winners of the Art & Literary Exhibits received their trophies. On Friday, the MLK Monument was unveiled and dedicated, followed by a Sponsor Reception at the Museum of Art. Lastly, on the King Holiday, we hosted a Diversity/Leadership Day for high school and middle school students. Approximately 200 students attended. The North Broward County Chapter of the Links partnered with us in this last program.

Both temporary stations have been placed on the sites for use during construction. IT and city staff are working together In Progress to ensure connectivity during the transition (station alerting, phone, internet, city network connectivity, etc.) Q4: The City of Coral Springs is continuing efforts to place an SRO at every public school within the city. We are still actively recruiting for one SRO position. The School Board approved funding for the remaining six SROs. Q3: Currently, 5 of the 6 positions for Seasonal SROs have been filled and there is active recruitment to fill the final vacancy before the start of the 2016/2017 school year. Q2: All Seasonal SROs have now completed all required training, including the 40 hour School Resource Office class which was held in March. Complete Q1: After receiving notification that additional SRO positions on a part-time basis, similar to other local agencies, was not approved for the 2015/16 school year, funding was secured that would allow the Coral Springs Police Department to continue with its Seasonal School Resource Officer (SSRO) program. At this time, we have filled five of the six budgeted positions with retired law enforcement officers and are actively recruiting to fill the final vacancy. These efforts have greatly increased our departmentâ&#x20AC;&#x2122;s level of security at schools throughout the City of Coral Springs and allowed us to be more proactive with crime prevention/educational efforts. Q4: CSI renovation project will be finished at the end of October. The exterior is coming to a completion and the interior is in progress. The elevator will be installed in the coming weeks. Inspections and demobilization is expected to start October 3rd. In Progress Q2: The staff of the CSI Unit relocated to the main Public Safety building on February 9th. A temporary wall to provide entry to the temporary processing lab was constructed on March 16th and 17th. The demolition and actual construction started on March 24, 2016. The project should take 180 days. Building will be completed by end of September. All that is remaining is parking lot and landscaping on the exterior and finishing tile work, installing wood laminated flooring, and hanging interior doors. All work is scheduled to be completed In Progress by mid-September.

City of Coral Springs, Florida

141

Economic Development Office

Public Works

Economic Development Marketing Strategy

Downtown Water & Sewer Improvements

Business Tax Process Improvement

Business Recognition and Appreciation Economic Development (ongoing) Office

Development Services

Corporate Park Improvement District

Economic Development Office

Department(s)

Initiative

A Thriving Business Community Update as of the Fourth Quarter Fiscal Year 2016

Complete

Status

95%

90%

Q4: The EDO along with EDAC members selected the businesses honored at the September 7, 2016 meeting. The group will ask the commission to recognized all business that applied at a City Commission meeting. In addition, will pick one business that has made the most significant impact and ask the Commission to make a presentation at that business. Q3: The Business Recognition program guidelines have been established. The July edition of "Under the Sun" magazine featured an article which talks about the City's intent to honor long-term businesses. The application and criteria has been In Progress posted on the City's website. Applications will be taken until August 31st. Q2: The Economic Development Office along with the Economic Development Advisory Committee will nominate long time businesses that demonstrate a commitment to the vitality of Corals Spring's business climate to be recognized at a City Commission meeting each year in September.

95%

100%

% Complete

In Progress

Q4: Staff continues to implement TRAKiT and is working with Communications and Marketing to develop a plan for educating the public on E-TRAKiT. Q3: The review process for new business tax receipts was evaluated in conjunction with the upcoming conversion to TRAKiT software: - An option for an upfront Zoning review of the business and location will be offered - For businesses that do not opt for the upfront review, Zoning review of new business tax applications will take place before the application is routed to other disciplines. - Businesses will have the option of submitting applications online once TRAKiT is implemented. Q1: After much research, discussion, and analysis at internal staff meetings, next steps involve: - An educational effort geared towards property managers and owners to inform them of changes - Amendment to Code as appropriate per CAO - An upfront Zoning review of the proposed business use instead of creating a new process of Certificate of Use resulting in additional fees - Considering implementing a new program (Opencounter.com) which provides 24/7 answers to customersâ&#x20AC;&#x2122; questions - Considering appointing a key contact person to assist customers through the process during office hours

Q4: 94th Ave W&S line and City Hall Lift Station under Kaufman Lynn's scope; Sample Road W&S line replacement given direction to proceed at August 24th Workshop. Q3: Staff is conducting final review of budget, maintenance of traffic plan, and public outreach. Target is a September bid award with work to commence in January 2017. Q2: Design drawings are 90% complete, awaiting final approval from Broward County. Anticipated bid release in May. Complete Q1: The new City Hall Lift Station, as well as the water and sewer line on 94th Ave will be included under the Municipal Complex master bid. The replacement of the existing water and sewer lines on Sample Road in front of the existing City Hall, as well as the new right turn lane, will be bid separately under a Broward County permit. Construction activity should be underway in the spring. Q4: The second reading for the Corporate Park is scheduled for October 19, 2016. The EDO will present the findings of the Needs Assessment along with Assessment Methodology. The EDO and City Staff have met with the Corporate Park Association approximately 12 times since January 2016 to look at ways to improve the Corporate Park. Q3: There have been 2 out of 3 public forums led by Chen Moore as part of the Needs Assessment. Both meetings were In Progress attended by approximately 70 Corporate Park businesses. The EDO is working with Chen-Moore to complete the Needs Assessment and Methodology report. Staff continues to meet with the Corporate Park Board members regularly to ensure transparency engagement of the Needs Assessment process. Q2: Staff has held a series of meetings with representatives of the Corporate Park Property Owners Association. Staff will give the City Commission an update at its April 20, 2016 meeting.

Q4: The CoralSpringsEDO.com Economic Development Website is now live. Had a booth at ICSC Florida where the EDO marketed the "Business is Brighter" marketing campaign. Focused on the creation of the downtown, and current activities. Q3: The EDO attended the Florida Boost Conference and ICSC Vegas utilizing "Business is Brighter" marketing material. The website is content ready and will go live once new staff is trained. Q2: "Business is Brighter" branding campaign has begun with an ad in the Alliance Sourcebook. The partnership with the Chamber has been successful with 5 sold out Business Academy sessions. The website content is being reviewed and will be populated by the 3rd quarter. Q1: Website is currently being populated. Events in partnership with Chamber underway (Business Academy, Biz n'Kids).

142

Fiscal Year 2018 Annual Budget Development Services

Electronic Permitting Feasibility Study (ongoing)

Development Services

Traffic Management (ongoing)

Economic Development Office

Development Services

Realtors’ Summit (ongoing)

City Manager’s Office

40-Year-Old Building Inspections (ongoing)

Downtown Redevelopment (ongoing)

City Manager’s Office

Municipal Complex (ongoing)

Complete

In Progress

Complete

Q4: Staff reviewed a demo from Project Docs to compare with Bluebeam and learned the differences. Staff will attend SunGard Conference in October and continue research next budget year. Q3: TRAKiT kick-off meeting on April 1 between City Staff and SunGard to review configuration and workbooks. June 24th: Staff completed all division module workbooks on time. Staff will begin working on eTRAKiT workbook in Q4. The public will use eTRAKiT to access permit, project, license, code, land, inspection information, request inspections, pay fees, upload plans, apply for some permits, file complaints, and much more online. Staff is also researching an electronic plan review software program offered to TRAKiT customers called Bluebeam. Customers will be able to submit their plans electronically. Q2: In March, the conversion process from Navaline to TRACKiT was initiated. Staff began reviewing permit codes and documenting permit processes. The goal is to transition the faxable permit process to an EPermit platform in 2017. Q1: In December, Staff attended a field visit at the city of Cape Coral. Staff received a demonstration about their online permitting process. Cape Coral staff presented best practices and shared some obstacles to look out for in developing an on-line platform.

Complete

Q4: The strategy for the timing/costs for closing Sample Road to install needed infrastructure for the Downtown has been presented to the Commission. TMT met on 7/22, 8/26, and 9/23. Issues discussed included alleyways off Sample Road, Turtle Run District proposals for roadway improvements, University Drive expansion north of NW 40th Street, and the Heron Bay up-lighting proposed project. Completed five Traffic Calming traffic studies. Q3: Issues discussed included NW 31 Court, Sawgrass Expressway expansion; Turtle Run Boulevard proposed improvements, alleyways on Sample Rd., and the Walk Safe Program. Completed five Traffic Calming studies. Complete Q2: TMT met on 1/27, 2/29, 3/8, 3/25, and 3/29. Issues discussed were NW 110 Ave. Coordination, NW 31 Ct., Heron Bay Blvd., Turtle Run CDD Projects, Center for the Arts Crosswalk, Alleyway pedestrian traffic, and the Sawgrass Expressway expansion. Performed 12 speed/volume traffic studies. Q1: TMT met on Oct. 23 and Nov. 20. Issues discussed were Turtle Run CDD proposed Tortoise Way Improvements, speed bumps on private property, alleyways, traffic calming maintenance issues and 2016 budget, MOT Reviews for small projects, NW 31 Court and the NW 110 Avenue project. Performed four speed/volume traffic studies. Q4: The Building Division received the 2016 list from Broward County which includes a total of 23 properties; property owners have been notified. Since Q3, four properties were taken to Special Magistrate, two have come into compliance. The Building Division will now be taking the non-compliant properties from 2014 to Special Magistrate in an effort to continue the process of bringing them into compliance. Q3: Since Q2 we have had 9 properties come into compliance. Overall out of the 280 buildings received between 2008 In Progress and 2015 we have a total of 17 that are non-compliant. Q2: Overall from 2008-2015, we have had approx. 94% compliance. The 4 non-compliant properties received between 2008 and 2013 are being taken before the Special Magistrate in April. The 7 non-compliant properties from 2014 have been sent 30-day courtesy notices, and the 9 non-compliant properties from 2015 were sent 30-day courtesy notices.

Realtors Forum took place on February 26, 2016. It was very well attended.

The contract for construction was awarded to Kaufman Lynn, the notice to proceed was issued and construction has commenced. Q4: Bid documents are being prepared. Q3: The construction documents went out to bid at the beginning of August 2016. Q2: Construction drawings are complete for most of the infrastructure improvements. Q1: Artwalk is complete. Infrastructure improvements are currently being designed.

100%

95%

100%

50%

100%

City of Coral Springs, Florida

143

Parks and Recreation

AARP Network of Age-Friendly Communities

Parks and Recreation

Cypress Park Artificial Turf Fields

Aquatic Complex 50 Meter Pool (ongoing)

Playground Equipment Replacement (ongoing)

Downtown Pathway (ongoing)

Drowning Prevention (ongoing)

Parks and Recreation

On-Line Class Registration

Parks and Recreation

City Day of Service

Fire/EMS, Communications and Marketing

Development Services

Parks and Recreation

Human Resources

Forest Hills Blvd. Pedestrian Lighting

Public Works

Parks and Recreation

Expand Senior Programming

Department(s)

Initiative

An Active, Healthy Community Status Update as of the Fourth Quarter Fiscal Year 2016 New programs offered this fiscal year included the Lecture Series, Technology classes, and French Classes. We held a Technology class where high school students taught the Seniors how to use the computers. We held two session of French Classes. We have had three lecture series with an average of 14 Seniors in attendance. In April there was Complete an Orchestra performing at the Charter School for the Seniors. We still have the regular classes funded thru the CDBG Grant Funds. Q4:Staff is attending a symposium at the end of September to get more information from other cities. The AARP representative reviewed the City Survey and said that it does not contain enough information for the recognition. This means we will have to do a separate survey to gather information. The symposium should provide us with a better idea of what work will need to be done for the survey. Staff is still not sure if the potential work load warrants going for the recognition. A final recommendation will be made following the symposium. Q1-3: Staff has completed its study of the program and is preparing a recommendation for the City Manager. Staff contacted several other Cities that are in the process of working with AARP to become an Age-Friendly Community. They Complete explained that it is time consuming to gather and track all the information. The steps to become an Age-Friendly Community as staff understands them are simple. You fill out the application and send it to AARP. You are then given the title of an Age Friendly Community. You then have 3 years to show AARP that you should keep the title. You must complete a Community Survey to determine what your residents want. Over the 3 year period you must implement several of those items in order to keep the status of an Age Friendly Community. The difficult part is that you are not able to take credit for any of the programs or upgrades that are currently being done or are in the works. Staff has not been able to determine how extensive the Survey needs to be. We will be gathering that information in the Q3. Q4: Final plan corrections being addressed by Miller Legg. Should be out to bid in September. Q3: Plans have been value engineered to fit within budget. Anticipate an October bid award. Q2: Consultant is revising his drawings to meet budget. Anticipated release for bid in May. In Progress Q1: The Consultant selected for the design, Miller Legg, has generated 2 versions of the construction plans which were rejected by staff. A new engineer assigned to the project is committed to revising the plans to the Cityâ&#x20AC;&#x2122;s satisfaction. - 94 participants in our City Wide Day of Service on March 18, 2016 - 500 non-perishable items collected for local families - 165 no sew pillows made for WWII Veterans going on the Honor Flight - 3 street clean ups estimated 250 pounds total of trash removed from these three streets. Complete - 1 house brought back to beauty before they were cited by Code Compliance (landscaping) - 160 lunch bags made for low income students and given away at Lions Park - Coloring Books, crayons and shoes were distributed to students at Lions Park - Food Collection in two neighborhoods by committee and five individual food drives in neighborhoods by teens On-line registration is now available for all classes offered at the Gymnasium. Over 25% of summer camp registrations were done on-line. In November we had 32 people register on line and in December we had 90 people register for Complete classes. Over 180 people signed up for programs on-line in Q2. The two artificial turf fields at Cypress Park fields have been completed and are currently in use. Complete Q4: Demolition of the existing 50 meter pool is underway. The new pool is ordered and should be on site within the next month. Everything is going to plan at this time. This is a two-year project. In Progress Q3: The Contractor (RDC) has been chosen. They are currently finalizing the plans and securing the necessary permits for the project. Work will begin the first week of August and completion is expected for early February. Both scheduled Playground Replacements have been completed. The new playgrounds at Forest Hills Park and Complete Whispering Oaks Park are in place and in use. Q4: Project completed. Final Invoices have been paid to contractors. Final reimbursement and close-out documents have been submitted to FDOT. Q3: Ribbon Cutting occurred on June 1, 2016. Final walk through on June 9. Complete Q2: Construction of the pathway has been completed. Landscaping and hardscape (lights, benches, and trash receptacles) will be installed in April. The program has expanded into a partnership with the Broward County Health Department and the Coral Springs Police Department. This quarter, the program has been expanded into the high schools. A real life demo, including a swimming pool, was performed in the gym for 11th and 12th grade students. The last demo was seen by over 1,000 students. This Complete program is reaching out to the students by offering lifeguard and water safety instructor scholarships. We are encouraging students to learn CPR by offering classes while the students are in school. (The program is ongoing and evolving daily)

100%

40%

100%

60%

100%

% Complete

144

Fiscal Year 2018 Annual Budget

Development Services

Public Works

Residential Construction Mitigation Grant

Franchise Fees for Residential C&D Waste

Pine Ridge Drive Resurfacing

CDBG Action Plan (ongoing)

Public Works

Meadows and Dells Stormwater Improvements (ongoing)

Recycling Education Efforts (ongoing)

Infiltration and Inflow (ongoing)

Humane Unit Building (ongoing)

Police

Public Works

Waste Transfer Station Improvements (ongoing)

Development Services

Public Works

Department(s)

Initiative

An Attractive Community Update as of the Fourth Quarter Fiscal Year 2016 Q4: Funds have been released to the City as of late July 2016, in the amount of $194,000. Staff is currently working on approving residents eligible for assistance. A re-bid for contractors and inspectors for this program will take place in November 2016. This is typically a multi-year process. Q3: The grant agreement was approved by the commission on June 1st, 2016. Staff is working to revise requirements regarding contractors and other policies to the home repair program. Stuff must re-bid for contractors and inspectors for this program. Q2: The City was awarded $194,000 and is awaiting the grant agreement in order to begin expending funds. A survey of other cities franchise fees has been completed. There is no universal approach as a mixture of exclusive, nonexclusive or open market/licensing systems are utilized. This initiative has been discontinued. Q4: The project has a substantial completion date of September 30th. Q3: The bid was awarded in June with work anticipated to begin in July. Contract term is 90 days. Q4: The Forest Hills pedestrian lighting project continues to be on hold. The project is set to begin before year-end. The Senior Programs and Youth Scholarship projects are near fully expending funds. The Home Repair activity funds are fully encumbered, however, scheduled expenditures are now expected to be met by December 2016 in order to fully expend additional funding sources in a timely manner. The City met the 1.5 timeliness ratio of expenditures required by the U.S. Department of HUD. Q4: Master Plan has been completed. Drainage design in progress. Q3: Engineering design for demolition, earthwork, and general construction consisting of drainage, concrete slabs, retaining walls, fencing, electrical upgrades, and landscaping is in progress. Q2: The rear alley and entry gate construction, for use by Waste Pro trucks, has been completed. An Engineering proposal for conceptual plan and stormwater design is pending. Q4: Public meeting to be held in September. Commission award scheduled for Oct. 5th. Q3: The Meadows and Dells Storm water improvement grants will be coordinated under 2 contracts. One as the drainage component of the 40th street sidewalk replacement, and the other as drainage improvements on 39th street. Both projects are expected to be awarded in the 1st quarter of FY 17. Q1-2: The City received a second grant raising the amount to $245k. Staff has assigned Engineers to incorporate the grant to fund the drainage components of the 40th street sidewalk, within the Meadows and Dells. Q4: Education is ongoing through Communications and Marketing. Q3: Waste Pro revised operational procedures at the Waste Transfer Station with a focus on recovered materials. A dramatic rise in scrap metal and cardboard recovery has been noted. The monthly collection of paint, fluorescent bulbs and electronics remains a popular service offered to residents. Q2: A Student Intern from Coral Springs Charter reviewed the Recycling Program at the school. She conducted student and employee surveys, performed site reconnaissance, documented current recycling efforts, secured additional recycling carts and stimulated participation. Provisions for recycling became a standard feature for new commercial developments and standard comments issued during the Development Review Process. Q1: Recycling information was included in an updated brochure mailed to all 28,500 residences that use the recycling carts. The city has included links to videos and other public information developed by the Cityâ&#x20AC;&#x2122;s processing contractor, Sun-Bergeron. The Incentive Program remains modestly popular and the Contractor, Waste Pro, agreed to reduce the cost by 37%. The City used 2 contractors during the fiscal year. Q4: LMK Lined 424 LF of laterals in Section 21C basin. Q3: City contractor lined 2,010 LF of sewer laterals. Q2: 4,035 linear feet of main sewer pipe were lined, and 1,004 linear feet of lateral lines were repaired for leaks. Q1: Miller Pipeline lined approximately 7,000 LF of main sewer line and LMK lined nearly 700 LF of laterals (the smaller pipe coming off the main lines). Q4: Construction is on time and on budget. Project is set to be completed at the end of October. In Progress

Complete

In Progress

Complete

In Progress

Complete

85%

100%

50%

100%

27%

100%

35%

% Complete

Discontinued

In Progress

Status

City of Coral Springs, Florida

145

Human Resources

Health Plan Administrative Modifications

Misdemeanor Diversion (ongoing)

Network Security (ongoing)

Compensation Study Phase II (ongoing) Human Resources

Information Technology

City Attorneyâ&#x20AC;&#x2122;s Office

Coral Springs Regional Institute of Public Safety

47 Fire/EMS

Public Works

APWA Accreditation in Public Works

Department(s)

Initiative

An Innovative, High-Performing Organization

The Coral Springs Regional Institute of Public Safety is accredited through the Council on Education Occupational Education (COE). The Title IV training program that the staff at CSRIPS must attend is about half completed. Once these classes are complete, the Institute will be eligible for the funds. For July and August: 40 people qualified for the program and 6 people completed it. For Q3, 69 people qualified for the program and 7 people completed it. For Q2, 73 people qualified for the program and 21 people completed it. For Q1, 70 people qualified for the program and 33 people completed it. Q4: With the successful completion of the NGFW, and the password policy enforcer, IT Security has begun the work associated with Network Access Control portion of this project. In addition, we have acquired the services of Dell Secure Works to monitor the firewall even logs, and deployed a forensic network client that will alert IT of any malicious activity on the top 100 most visible systems in the city. IT has also begun the testing and deployment of Next Generation End Point Protection - Cylance. Q2: The Next Generation Firewall (NGFW) platform by Palo Alto Networks has been mostly implemented by the infrastructure team, and the ForeScout NAC solution is partially implemented. With the core out approach, and application awareness, the NGFW environment will establish a stronger security posture for the protection of city technology assets. In addition, the installation of a Network Access Control (NAC) platform is underway to help protect and isolate possible threats aimed at the City's network. Q4: Part time staff structure changes have been implemented based on the recommendations from Evergreen consultant. We also implemented the annual Workforce Planning policy and processed the changes to classifications as requested by Department Directors. The development and transition to NEOGOV employment application platform is continuing according to our established timeline. Q3: Standard language regarding expectations to be included in job descriptions is being added. Draft job descriptions are going to be revised and maintained in the NEOGOV employment application solution. Q2: Standard language regarding expectations to be included in job descriptions was reviewed and finalized among HR staff members. We determined the most efficient strategy for obtaining department director input was to issue draft job descriptions to a few small departments. This process is expected to begin shortly. Q1:Study results were communicated to department heads along with memos issued to full time employees. Feedback from employees and supervisors was considered regarding proposed minimums/maximums along with hierarchal issues. The consultant adjusted the structure to allow for this consideration. Senior management reviewed the revisions and approved moving forward. Received draft job descriptions and researched other cities for template core values and emergency management expectations to be included.

In Progress

Complete

In Progress

Q4: The Benefits Focus Group was given a presentation on what to expect during open enrollment. Meetings with Benefits Insight are scheduled to prepare for these changes and establish a timeline for a smooth open enrollment period. Employees continue to use self service reporting of qualifying life events within Benefits Insight. Q3: The Benefits Insight program has been set up to interface with TASC to administer COBRA notifications. Employees are reminded through HR Staff interaction to update various life events through the system. Open enrollment planning for the upcoming period to be scheduled shortly. Q2: We are revising the Benefits Insight program to interface with other vendors as needed. Issues that have surfaced Complete during transition are being addressed as they are identified. Employees are reminded through HR Staff interaction to update various life events through the system. Q1: Open enrollment meetings included representatives from Cigna; Aon; Delta Dental; Humana Vision who presented an explanation of our benefits and individual consultations with employees. A demonstration with Benefits Insight was given with step-by-step instructions on how to use the automated system. HR representatives staffed computer lab sessions to assist employees with the online enrollment. New hires are signing up for their benefits online as well.

Status Update as of the Fourth Quarter Fiscal Year 2016 Q4: All division section narratives have been drafted and partially uploaded. Goal is to wrap up final details in October and schedule peer review in November. Q3: Staff is in final stages of uploading supporting documentation. Upcoming milestones are Agency peer review in In Progress November and site visit in winter 2017. Staff has completed first draft, and has received submittals from other key Departments. Target date is Aug. 1

98%

95%

100%

90%

100%

95%

% Complete

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Fiscal Year 2018 Annual Budget

Fuel and Energy Conservation (ongoing)

54 Public Works

Q4: Emphasis the past quarter has been on upgrading the fuel management system which will allow improved tracking of vehicle miles per gallon and PM scheduling due to automatic recording of odometer readings. Q3: During the quarter, the procurement of new fuel management system was completed. The software implementation is 70% completed. The Vehicle/Equipment & User data base 100% completed. The Aims installation & software training is completed, Fleet staff is in the process of installing the Aims units, approximately 20% of the fleet is currently outfitted with the AIMS unit. The Westside fuel site infrastructure is underway and is expected to be completed by July 22nd 2016. The Utilities fuel site updates and installation of the Fuel Master equipment has been completed, beginning Monday July 18th this site is being used as a test location for the new fuel management system while all other sites are being updated. After the new fuel management system is operational Fleet staff will resume the evaluation process with Derive Systems to validate fuel reduction during idling: Idle RPM levels can be reduced by 10%, 20% or 30% by reprograming the vehicles ECM unit. Q2: Because of severe deficiencies with the current Gasboy Fuel Management System and the fact that repair parts are In Progress being phased out, it was determined that a new fuel management system could be used to accomplish much of what was in the previous telematics pilot program. Thus, a new fuel management software - Fuel Master - was examined and procured with Commission approval. The software allows for a more efficient and updated fueling system as well as give us real time accurate mileage readings. It will also allow the set up of timely PM that will identify fuel consumption issues. Q1: The 12 month pilot study based on hardware installed in 40 city vehicles (5 per department) has come to an end. Fleet is in process now of compiling data resulting from this program and will have a more in depth report next quarter. However, some preliminary lessons learned are: - It was noted not all departments idle equally. It was clear, however, that there is room for improvement to reduce idling. - The system alerts given when a vehicle has a diagnostic issue was very helpful. Alerts allowed Fleet to contact the department for vehicle repair before becoming a major issue. It also noted that occasional driver habits needed to be addressed and communication was given immediately to make vehicle operation more efficient.

On Hold

Initiative has been placed on hold indefinitely until direction from the City Commission.

90%

75%

Q4: IT has procured the new backup application and associated hardware and licenses. The project is currently in the testing phase, and phase II will include an internal IT staff meeting to identify data retention requirements each application has along with the evaluation of each data set to be backed up. Additional future tasks related to this initiative are ongoing. Q3: The Infrastructure team is in the process of procuring a new backup server and new backup software solution. The new software solution has lower recurring costs, and the new hardware will allow for faster backups and restorations In Progress which is required for our ever growing data sets. Q2:The Infrastructure team deployed two new DFS replicated file servers to handle the growing and diverse storage requirements of the City. Along with full file system replication, the new DFS platform will prevent single point of failures resulting in data access from either of these new servers for all City data. The above task was completed as part of the ongoing Electronic Data Back-up and Storage initiative.

Stormwater Utility Fee Implementation Public Works (ongoing)

25%

Information Technology

Electronic Data Back-up and Storage (ongoing)

Enterprise Software (ongoing)

Q4: The Finance, Budgeting, Asset Management and Human Resources modules continue in the infantile status as we await the direction of the newly hired consultants, BerryDunn Consultants. The SunGard Implementation team for TRAKiT will complete the initial configuration of our new system. The initial testing and evaluation of our system by Power Users (key users of the system who will act as first level support for their various sections) will take place this quarter with on going tuning of the system happening simultaneously. Q3: The Finance, Budgeting, Asset management and Human Resources modules continue in a hold status as we await the direction of the newly hired consultants, BerryDunn Consultants. These consultants were chosen by a select group of Senior Staff from the impacted areas after interviewing 3 of a possible 10 submissions for the job. BerryDunn has In Progress experience with public sector organizations and a detailed process to success. Q2: Community Development staff and IT completed the arduous task of handwriting existing processes and practices of all functions moving to the TRAKiT application. With the processes mostly documented and turned over to SunGard/FIS the configuration of the TRAKiT system to be delivered in September begins. This job is done completely by SunGard/FIS. The Finance, Budgeting, Asset Management and Human Resources modules continue in a hold status as we await the direction from the key players in the various divisions. Q1: SunGard/FIS amendment has been approved to move OneSolution and Naviline Community modules to CRW TRAKiT application. Project plan kick-off is scheduled for 1/12/16 with SunGard/FIS.

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OSPS (ongoing)

Information Technology

Q4: Optional Modules selected, training scheduled. Finalized interface requirements and costs. Amendment 4 approved. Intermediate CAD and RMS audits complete. CAD and RMS Security training complete. Motorola Astro 25 configuration/test complete. CAD QA/AVL install & training/interfaces complete. RMS interface installation complete. Work in progress through end of September 2016, continue to work on CAD and RMS data build in preparation of data conversion and test. MFR Maintenance Training, MFR Audit, updates to CAD and RMS environments, final CAD audit review, MCT Train-the Trainer, Freedom Install, MFR Train-the Trainer and Mugshot training. Q3: The server and software installs for CAD and RMS is complete. Training schedules complete for all initial modules however optional modules training schedule pending. Initial CAD and RMS audits complete. CAD and RMS Maintenance Training complete. CAD and RMS SA work session complete. Working on data build in preparation of data migration. Finalizing interface requirements and costs unknown at initial execution. In Progress

75%

Customer Requirements Analysis Overview In an effort to closely align the City’s scarce resources with the needs and expectations of our residents, we use a number of “listening devices” to gather credible and useful data. This customer input is a critical piece of the Strategic Planning process. Our business model demands that we know our customers’ needs and expectations. Through citizen and business surveys, SWOT analyses, Slice of the Springs meetings and good, old-fashioned customer contact, we gain an understanding of our customers views.

Residential Satisfaction Survey Results Overview ETC Institute administered surveys to residents in the City of Coral Springs during February and March of 2015. The purpose of the surveys was to assess satisfaction with the quality of City services and to gather input about priorities for the community. Methodology A seven-page survey was mailed to a random sample of households in the City of Coral Springs. Approximately seven days after the surveys were mailed, residents who received the survey were contacted by phone. Those who indicated that they had not returned the survey were given the option of completing it by phone or over the Internet. A total of 1,265 completed surveys. The results for the random sample of 1,265 households have a precision of at least +/-2.7% at the 95% level of confidence. There were no statistically significant differences in the results of the survey based on the method of administration (phone vs. mail).

Survey respondents by general location

In order to understand how well services are being delivered in different areas of the City, ETC Institute geocoded the home address of respondents to the survey. The map to the right shows the physical distribution of respondents to the resident survey based on the location of their home. A minimum of 200 surveys were completed in each of six areas of the City. The results for each area have a precision of at least +/-6.9% at the 95% level of confidence. Major Findings The major City services that were rated best included:

Source: ETC Institute 2015 Coral Springs Resident Satisfaction Survey

• fire services (100%) • emergency medical services (99%) • City parks and recreation programs (97%) • City parks (97%) • police services (96%) Residents were least satisfied with Code Compliance Division (78%). The major City services that residents thought should be emphasized most over the next two years were: (1) police services, (2) maintaining the quality of neighborhoods in the City, and (3) Code Compliance Division

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Fiscal Year 2018 Annual Budget

The public safety services that were rated best included: • how quickly EMS personnel respond to emergencies (100%) • how quickly fire personnel respond to emergencies (99%) • how quickly police respond to emergencies (97%) Residents were least satisfied with how often police officers patrol neighborhoods (77%). The public safety services that residents thought were most important to emphasize over the next two years were: (1) the City’s efforts to prevent crimes and (2) how often police patrol neighborhoods. The areas of parks and recreation that were rated best included: • the City’s aquatic/pool facilities (98%), • the number of City parks (98%), • the maintenance of city parks (98%) The quality of recreation programs for seniors (88%) was the lowest rated service in this category. The parks and recreation services that residents thought were most important to emphasize over the next two years were: (1) the maintenance of City parks, (2) walking and biking paths in the City and (3) the appearance of parks and recreation facilities. The solid waste services that were rated best included: • the City Waste Transfer Station (94%) • curbside recycling services (93%) Bulk trash pickup (88%) was the lowest rated service in this category. The City communication services that were rated best included: • the City’s website (97%) • the Coral Springs News Magazine (97%) City efforts to keep residents informed on local issues (91%) was the lowest rated item in this category. The areas of infrastructure/maintenance that were rated best included: • satisfaction with the condition of major City streets (94%) • the condition/appearance of medians (92%) • the condition of neighborhood streets (88%) Residents were least satisfied with the adequacy of street lighting in neighborhoods (74%). The areas of maintenance that residents thought were most important to emphasize over the next two years were: (1) adequacy of City street lighting in neighborhoods, (2) the condition of major City streets and (3) litter collection on City streets. How Coral Springs Compares to Other Communities Overall Satisfaction. The City of Coral Springs is setting the standard with regard to the overall quality of City services. Seventy-two percent (72%) of the residents surveyed in the City of Coral Springs were satisfied (ratings of 4 or 5 on a 5-point scale) with the overall quality of City services compared to a national average of just 57% and a Florida average of 58%.

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Satisfaction with Specific Areas. The City of Coral Springs rated at or above the U.S. and Florida averages in 39 of the 43 areas that were assessed on the survey. The individual areas where Coral Springs was setting the standard for service delivery (rating 15% or more above the national average) among other U.S. communities are listed below: • Coral Springs aquatic/pool facilities (+29%) • Condition of major City streets (+23%) • How well the City is planning for the future (+21%) • Condition of neighborhood streets (+19%) • Bulk trash pick-up service (+18%) • Public works (streets and drainage) (+17%)

The City of Coral Springs rated at or above the U.S. and Florida averages in 39 of the 43 areas that were assessed on the survey

• City efforts to inform about local issues (+17%) • City communication with residents (+16%) • Number of City parks (+16%) • Outdoor athletic facilities/fields (+16%) • Availability of information about recreation programs (+15%) • Customer service provided by City employees (+15%) • Availability of information about City services (+15%) The individual areas where Coral Springs was setting the standard for service delivery (rating 15% or more above the Florida average) among other Florida communities are listed below: • How well the City is planning for the future (+27%) • Coral Springs aquatic/pool facilities (+26%) • City communication with residents (+20%) • Quality of recreation programs for youth (+19%) • As a place to raise children (+18%) • Bulk trash pick-up service (+16%) • As a place to work (+16%)

Coral Springs was setting the standard for service delivery (rating 15% or more above the Florida average) among other Florida communities

• Outdoor athletic facilities/fields (+16%) • City efforts to prevent crimes (+15%) • Availability of information about City services (+15%) • City efforts to inform about local issues (+15%) Other Findings • Eighty-three percent (83%) of residents reported they read the Coral Springs’ magazine “all the time” or “sometimes”; 15% reported they read the magazine “seldom” or “never” and 2% did not know. • Forty-five percent (45%) of those surveyed thought the taxes they pay to the City of Coral Springs are just right; 32% of the residents thought the taxes they pay are too high, 1% thought taxes were too low, and the remaining 21% felt that while taxes remain high, the city is providing a higher level of service than expected. • The City services or facilities that were used most often were: the Coral Springs Center for Performing Arts (59%), City Hall in the Mall (48%) and police services (45%).

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Fiscal Year 2018 Annual Budget

• The top four reasons residents indicated they originally made the decision to move to Coral Springs were: the nice neighborhoods (67%), housing (61%), the quality education system (59%) and the location (54%). • Fifty-five percent (55%) of residents, who had an opinion, were “very satisfied” or “satisfied” with the overall effectiveness of the City’s efforts to address public school issues; 29% were “neutral” and 16% were dissatisfied. • Nearly half (47%) of residents felt they had a good understanding of the important issues facing the City of Coral Springs; 32% did not; and 22% did not know. • Sixty-two percent (62%) of residents think the City of Coral Springs is continually improving as a place to live; 21% disagreed; and 16% did not know. Opportunities for Improvement In order to help the City identify opportunities for improvement, ETC Institute conducted Importance-Satisfaction Priorities Analysis. This analysis examined the importance that residents placed on each City service and the level of satisfaction with each service. By identifying services of high importance and low satisfaction, the analysis identified which services will have the most impact on overall satisfaction with City services over the next two years. If the City wants to improve its overall satisfaction rating, the City should prioritize improvements in services with the highest Importance Satisfaction (I-S) ratings. Based on the results of the Importance-Satisfaction (I-S) Priorities Analysis, ETC Institute recommends the following: Overall Priorities for the City by Major Category. The first level of analysis reviewed the importance of and satisfaction with major categories of City services. This analysis was conducted to help set the overall priorities for the City. Based on the results of this analysis, the major services that are recommended as the top two opportunities for improvement over the next two years in order to raise the City’s overall satisfaction rating are listed below in descending order of the Importance-Satisfaction rating: • Efforts to maintain quality neighborhoods • Code Compliance Division Priorities within Departments/Specific Areas. The second level of analysis reviewed the importance of and satisfaction of services within departments and specific service areas. This analysis was conducted to help departmental managers set priorities for their department. Based on the results of this analysis, the services that are recommended as the top priorities within each department over the next two years are listed below: • Public Safety: frequency of police patrols in neighborhoods and City efforts to prevent crimes • Parks and Recreation: quality of recreation programs for seniors • Maintenance: adequacy of city street lighting in neighborhoods

The major services recommended as the top two opportunities for improvement over the next two years in order to raise the City’s overall satisfaction rating are efforts to maintain quality neighborhoods and the Code Compliance Division The departmental services recommended as the top opportunities for improvement over the next two years in order to raise the City’s overall satisfaction rating are frequency of police patrols in neighborhoods and City efforts to prevent crimes quality of recreation programs for seniors adequacy of city street lighting in neighborhoods

City of Coral Springs, Florida

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Business Survey Summary

Business Survey: Bottom line up front

Overview

Businesses have a very positive perception of the City Satisfaction improved in zoning and street maintenance, but decreased slightly in other areas The top two reasons businesses plan to stay in Coral Springs are: (1) the City’s positive image and (2) the City’s low crime rate If the City wants to enhance overall satisfaction among businesses with City services, the City should emphasize improvements in (1) trash collection services and (2) code compliance.

In an effort to closely align the City’s scarce resources with the needs and expectations of our residents, we use a number of “listening devices” to gather credible and useful data. This customer input is a critical piece of the Strategic Planning process. Our business model demands that we know our customers’ needs and expectations. Through citizen and business surveys, SWOC analyses, Slice of the Springs meetings and good, old-fashioned customer contact, we gain an understanding of our customers views. Purpose and Methodology During the spring of 2014, ETC Institute administered a survey to businesses in the City of Coral Springs. The purpose of the survey was to gather feedback from Coral Springs business owners and senior managers to identify ways to improve the quality of City services. The survey was administered by phone to a random sample of 403 businesses in the City of Coral Springs. The overall results of the survey have a precision of at least +/-5.0% at the 95% level of confidence.

Major Findings Overall Satisfaction with City Services Forty-one percent (41%) of the businesses surveyed felt the quality of City services was higher than their expectations; more than half (53%) of the businesses surveyed felt the quality of City services was meeting their expectations and only 6% felt the quality of City services was below their expectations.

Satisfaction with Specific City Services, Departments, or Programs Seventy-six percent (76%) or more of the businesses surveyed were “satisfied” or “neutral” with all 16 of the City services, departments or programs assessed on the survey. The City services, departments, or programs that businesses were most satisfied with, based upon the combined percent of businesses who were “very satisfied,” “satisfied” or “neutral” were: • Emergency Paramedics (97%) • Fire Inspection (97%) • Streets Maintenance (96%) • Police Department (96%) • Water Billing (94%)

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Fiscal Year 2018 Annual Budget

Satisfaction with City Customer Service Most (94%) of the businesses surveyed rated the City’s customer service as “very good” or “good;” only 6% of businesses rated the City’s customer service as “poor.” Satisfaction with City Efforts to Improve Coral Springs Businesses were asked how satisfied they were with the City’s efforts to improve various aspects of the Coral Springs. Items that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses were: • Clean city streets and public areas (99%) • Work on road conditions (95%) • Support quality neighborhoods (95%) • Support the availability of customer parking (91%) • Events bringing residents from surrounding towns (91%) Satisfaction with City Codes and Regulations The City codes and regulations that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses, were: • Paint color regulations (92%) • Trash disposal regulations (91%) • Requirements for proper business appearance maintenance (90%) • Business parking regulations (90%) Importance of City Services The three City services, departments, or programs that businesses felt were most important to their organization were: • Police Department (40%) • Fire Inspection (32%) • Trash Collection Service (29%) Overall Perceptions of the City Businesses were asked to indicate how satisfied they were with various items that may influence their perceptions of the City. The items that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses, were: • Overall quality of life (97%) • Overall image of the City (96%) • Overall feeling of safety (96%)

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Ratings of the Physical Appearance of the City Eighty percent (80%) of the businesses surveyed rated the physical appearance of the area where their business is located as “excellent” or “good;” 17% rated it as “average,” and only 3% rated it as “poor.”

Reasons Businesses Decide to Locate Here

Reasons for Moving to Coral Springs When asked to indicated which issues they felt were most important in their decision to locate their business in Coral Springs, the items that businesses identified as most important, based upon the combined percentage of “extremely important,” “very important” and “important” responses, were: • Low crime rate (91%) • Overall image of the City (88%) • Telecommunications/utilities/other infrastructure (87%) • Attitude of local government toward business (86%) • Access to Sawgrass Expressway (85%)

Reasons Business Will Stay in Coral Springs for the Next 10 Years The top reasons businesses indicated that they would stay in Coral Springs for the next 10 years were: • Low crime rate (32%) • Overall image of the City (29%) • Access to Sawgrass Expressway (29%)

Overall Business Atmosphere Rating

A “Business Friendly” Community Likelihood of Recommending the City as a Business Location Most (90%) of the businesses surveyed were “very likely,” “likely” or “somewhat likely” to recommend Coral Springs as a business location to friends, family and coworkers; only 9% were “not likely” or “not likely at all” to recommend Coral Springs as a business location and 1% did not know. Ratings of the City’s Business Atmosphere Compared to Two Years Ago Forty percent (40%) of the businesses surveyed felt the City’s business atmosphere was “better” compared to two years ago; nearly half (46%) of the businesses surveyed felt the City’s business atmosphere was the same compared to two years ago but felt it was “good,” 8% felt it was the same compared to two years ago but that it was “bad” and 6% felt it was “worse” compared to two years ago.

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Fiscal Year 2018 Annual Budget

Ratings of the Labor Pool in Coral Springs When asked to rate the labor pool in Coral Springs, the items that showed the highest positive ratings, based upon a combined percentage of “excellent,” “good” or “average” responses, were:

Best Ways for the City to Communicate with Businesses

• Productivity of the workforce (94%) • Attitude of employees (93%) • Stability of the City’s labor force (90%) • Availability of labor (90%) Communication Use of the City’s Website Fifty-six percent (56%) of the businesses surveyed indicated their organization had not used the City’s website, 42% of businesses had used the City’s website and 2% did not remember. Satisfaction with Various Communication Services The communication related services that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses, were: • City’s website: www.CoralSprings.org (99%) • www.businessENews.org (97%) • www.csbizassist.org (96%) • www.WorkCoralSprings.org (96%) Best Ways to Communicate With Businesses The top three ways that respondents felt it would best for the City to communicate with businesses were: direct mail (57%), emails (51%), and newsletters (37%). Overall Ratings of City Communication Seventy-eight percent (78%) of the businesses surveyed rated the City’s communication with businesses owners and managers as “very good” or “good;” 17% rated the City’s communication with business owners and managers as “poor” and 5% rated it as “very poor.” Conducting Business with the City Online More than half (53%) of the businesses surveyed were interested in conducting business with the City online; 41% were not interested and 6% were unsure. Of the businesses who were interested in conducting business with the City online, most (88%) were interested in applying for City permits online and most (88%) were interested in paying City bills online.

Ratings of City Property Taxes Compared to Other Communities

Property Taxes How Property Taxes Compare to Surrounding Communities Thirty-seven percent (37%) of businesses felt the City’s property taxes were “about the same” compared to surrounding communities; 33% felt property taxes were higher compared to surrounding communities, 4% felt they were lower and 26% did not know.

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Ratings of City Property Taxes

Ratings of the Amount of Property Taxes Businesses were asked to indicate their agreement with various statements regarding the amount of property taxes they were paying in relation to the quality of City services they were receiving. The results are provided below: • 53% of the businesses surveyed felt property taxes were just right for the amount and quality of City services they were receiving. • 24% of businesses felt property taxes were too high for the quality of City services they were receiving. • 22% of businesses felt property taxes were high but felt the City was providing more services at a higher quality than expected. • 1% of businesses felt property taxes were too low for the amount and quality of City services they were receiving. Other Findings

The City services, departments or programs that businesses used most often were: • Fire Inspection (81%), Street Maintenance (73%) and Street Drainage (72%). The City services, departments or programs that used least often were: the Planning (11%), Building Division Call Center (12%), Zoning (12%) and Community Development (12%). Three-fourths (75%) of businesses indicated that they had not taken advantage of the new sign regulations; 13% had taken advantage of the new regulations and 12% did not know. Sixty-five percent (65%) of the businesses surveyed reported that they would know who to call or where to go if they had a complaint or comment about City services, 34% did not and 1% were unsure. Businesses generally felt that City events had a positive impact on the City. • When asked to rate the impact of various events on the City, eighty-nine percent (89%) of businesses felt the Festival of the Arts had a positive impact on the City, 87% felt the Holiday Parade had a positive impact on the City, 86% felt the Our Town event had a positive impact on the City, 85% felt the Green Market had a positive impact on the City and 78% felt the Kruel Classic had a positive impact on the City. Three-fourths (75%) of the businesses surveyed indicated they would support a City ordinance that requires businesses in Coral Springs to participate in a recycling program; 18% were not supportive and 7% were not sure. Nearly all (96%) of the businesses surveyed did not feel that they had workforce training needs that were not being met; only 1% did have workforce training needs that were not being met and 3% were not sure.

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Fiscal Year 2018 Annual Budget

SWOC: Strengths, Weaknesses, Opportunities, and Challenges The Challenges category was previously titled Threats. During February and March 2015, 120 participants (79 volunteers—the majority serving on advisory boards and committees, 39 employees, and two “other”respondents) completed the SWOC exercise. Prior SWOT exercises included 190 participants in 2013, 130 participants in 2011, 138 participants in 2009, and 56 respondents in 2006. Each respondent was asked to rank five strengths, five weaknesses, five opportunities, and five threats to the community. The list of options came from prior SWOT exercises, the most recent Visioning event, the Urban Land Institute report, the Economic Development Strategic Plan, and the branding research. Below is a summary of the top ranked issues for each category. The chart below shows which items volunteers and employees ranked the same and which they did not.

SWOC Rankings

Best practice research suggests using the findings in the following way:

Challenges/Threats (be responsive)

Opportunities (take advantage)

Strengths (leverage strengths)

Use strengths to reduce or block threats

Exploit opportunities by using strengths

Weaknesses (manage weaknesses)

Eliminate weaknesses to reduce impact of threats

Exploit opportunities to support reduction of weaknesses

Example “exploit opportunities by using strengths”:

Strengths (leverage strengths)

Opportunities (take advantage)

Good schools, Safe community, Well-run City government, Quality of life, Parks & Rec facilities/programs

Economic Development, Redevelopment, Business development...

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Ranking of first choices by all respondents Below is a comparison chart of the first choices selected by all respondents. Highlighted in blue are the top choices in 2015 and 2013.

2015 STRENGTHS

2013 STRENGTHS

2015 WEAKNESSES

2013 WEAKNESSES

Safe community

1 Safe community

Lack of Downtown

1 Lack of Downtown

Good schools

2 Fiscally responsible

Lack of high paying jobs

2 Crime/perception of crime

Quality of life

3 Good schools

Declining aesthetics

3 Vacant storefronts

Family oriented

4 Quality of life

Outdated City facilities

4 Outdated City facilities

Well-run City government

5 Well-run City government

Traffic congestion

5 Declining aesthetics

2015 OPPORTUNITIES

2013 OPPORTUNITIES

2015 CHALLENGES

2013 THREATS

New City Hall

1 Nightlife

Crime

1 Crime

Economic development

2 Business development

Economic downturn

2 Economic downturn

Business development

3 Redevelopment

Unfunded State and Federal mandates

3 Reputation difficult to do business

Redevelopment

4 New revenue sources

Negligent landlords

4 Negligent landlords

Corporate Park

5 Economic development

Reputation difficult to do 5 Natural disaster business

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Fiscal Year 2018 Annual Budget

Neighborhood Meetings The City completed its twentieth year of the “Slice of the Springs” Town Hall Meetings during Fiscal Year 2015. City staff from various departments presented on a number of important topics including: General Obligation Bond Projects, Downtown development, Municipal Complex status and crime statistics among other topics. Attendance continues to decline as residents have more opportunities to interact with staff, both in person and via the Help Desk portal. These three Slice meetings yielded an attendance of 130, compared to a high of 486 in Fiscal Year 2003. However 100% of the residents that do attend rate the meeting as productive and would recommend it to a neighbor. In addition, 22% of the attendees attended meetings for the first time so City staff was able to educate citizens on how the City operates. Residents expressed their appreciation to City staff for maintaining high quality of life in the city, while also expressing their specific concerns, some of which mirror previous years’ comments. The top five issues raised by Slice attendees are: • Speeding, high traffic volume • Poor street lightning in certain areas • New housing units development and its effect on school enrollment • Code compliance issues • Street maintenance

Residents expressed their appreciation to City staff for maintaining high quality of life in the city, while also expressing their specific concerns

Slice meetings continue to provide an opportunity for residents to interact directly with City staff from multiple departments, to raise their concerns and suggest programs and activities for their neighborhoods. A follow up letter was sent to the attendees covering outstanding issues from the meetings and also to acknowledge how important is for City staff to address all concerns/complaints voiced by the residents during the sessions. The Slice meetings are taped and replayed on City TV 25, 25.2 or 725 on Advanced Cable Communications, via Channel 99 on AT&T U-Verse or can be streamed on-line from CoralSprings.org/live.

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Workforce Analysis According the latest organization survey, overall employee satisfaction remains high at 93%, highlighting the City’s excellent work environment where employee recognition is linked to core values and employees feel valued for their contributions. Employees report high levels of satisfaction with their direct supervisor. When employees know what is expected of them, feel their opinion matters, and are supported in achieving their developmental goal, morale remains high and employee retention is strong. Three years ago Human Resources established an employee engagement index as part of our annual organization survey. The index includes indicators such as work environment, empowerment/innovation, managerial effectiveness, professional development and employee recognition. Our engagement index remains high at an overall average 89%. Strategic Direction is the highest scoring area. Employees have a strong sense of belonging, know how their job supports their department goals and City’s mission, and continue to model the City’s five core values which sustains a positive work environment and organization culture.

Sustaining Employee Engagement through Health/Wellness Initiatives The City is committed to sustaining our workforce by offering onsite wellness programs and quality employee benefits. Our wellness committee has established a champions program to increase awareness of wellness opportunities. To keep engagement levels high, we continue to offer quarterly wellness challenges to promote teamwork and individual progress. To further strengthen wellness engagement, our onsite health coach provides personalized one-on-one health coaching sessions and a variety of stop-by booths to educate employees on counteracting chronic health conditions. Healthy behaviors are rewarded and employees are encouraged to strive for overall well-being, with an increased focus on delivering education on emotional wellbeing, stress management, the importance of sleep and topics related to financial wellness.

Proactively Growing Internal Talent The City has been growing our talent pool for the last decade resulting in several successes, turning succession plans into reality. Currently 57 employees (both non-managers and managers) participate in the program by attending in-house workshops, lectures and thought-provoking training programs. Recently, leadership participants completed a four part master-mind series called “Today Matters”. Two years ago, the City established an employee chapter of Toastmasters International to support those who are interested in increasing their confidence in public speaking. Mentoring relationships continue to grow, providing greater exposure to real-life work challenges and leadership issues outside of normal work assignments. The City is committed to growing future leaders and will continue to offer a variety of fresh learning opportunities to enable participants to succeed.

Expanding Recruitment and Selection Strategies To promote the City’s employment brand and positive work culture, Human Resources implemented a number of initiatives. In November 2016 the City launched a new applicant management system NEOGov which has improved applying for positions within the City and increased the quality of the applicant match through position specific screening questions. NEOGov automatically advertises the City’s openings at GovernmentJobs.com increasing our reach. Future enhancements will expand NEOGov for volunteer opportunities, increase self-service options for hiring managers and streamline new-hire on-boarding paperwork for payroll processing. With the support of Communications and Marketing, a homegrown “Welcome” video was produced and is being used to recruit and onboard our new employees. In it, existing employees share why they believe Coral Springs is the #1 employer of choice.

160

Fiscal Year 2018 Annual Budget

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161

Process Improvement Teams When the annual Environmental Scan indicates that customer requirements have significantly changed or when performance measures show that a service or delivery system needs improvement, a process improvement team is convened. If the issues are significant, the team will be a Cross-Functional Process Improvement Team with representatives from Financial Services, Information Services, Human Resources, the department that owns the process, and stakeholder departments.

Cross-Functional Teams

All City teams follow a six-step process improvement methodology. They refine the problem statement based on initial research and data gathering. The problem is analyzed through flow charting and reviewing more detailed data on the process. Additional data are collected as needed. Often data are stratified to gain insight. For instance, cycle time data might be put in subsets by time of day, day of week, and time of year. The team uses the data to form a hypothesis on what component(s) of a process is under-performing and how customers (often in a focus group) react to the hypothesis. More data are gathered to explore the best ideas. When the team is clear on “what is broken,” solutions are generated, in part by benchmarking. The best solutions are tested, refined and then implemented through an action plan. Stakeholders and customers are consulted in all phases. The team develops measures to monitor results and uses the results to develop further refinements.

• Complaint Tracking Team

Cross-functional teams and departmental teams do research to improve performance. These team efforts may be part of a routine cycle of review, in reaction to stakeholder or customer input (complaint data), or because performance data suggests an improvement is needed.

The City has benefited from the work of many cross-functional teams over the years. • Garage Team • Employee Health Benefits Team • Customer Service Standards Team • Police Vehicle Team • Water Billing Team • Time=Life Team • Tennis Center Team • Code Enforcement Team • Strategic Planning/Budgeting Process Team • Recreation Summer Hires Team • Compensation and Classification Team • Police False Alarm Team • Fire Inspection Team • Fire Response Time Team • Aquatics Fitness Center Team • Internal Review against Sterling Criteria • Fleet Preventive Maintenance Team • Building Division Plans Review Team • Construction Project Management Team • Student Leaders in Government Team • Business Intelligence Team • Online Requests and Complaints Team • Police False Alarm Team II • Visioning Team • Citation System Improvement Team • Boardwalk Replacement Team • Police Report Writing Team • Administrative Citation Team • Payroll Revision Team • Baldrige Application Writing Team • iVantage HR System Implementation Team • Utility Billing Team • Neighborhood Stabilization Program Team • Emergency Management Team (on-going) • Events Team • Fire Department Strategic Planning Team • Business Tax Committee

162

Fiscal Year 2018 Annual Budget

Awards and Special Recognitions The City of Coral Springs is the first state or local government in the nation to receive the coveted Malcolm Baldrige National Quality Award, a Presidential honor that recognizes U.S. companies for organizational performance excellence. The City claimed the award in 2007, the very first year it was available to non-profit organizations. Of 84 total applicants, Coral Springs was one of 13 non-profits to apply and one of only four to receive a site visit in its category. All of the applicants were evaluated rigorously by an independent board of examiners in seven areas: leadership; strategic planning; customer and market focus; measurement, analysis and knowledge management; workforce focus; process management; and results. The award was presented at a ceremony in Washington, D.C. in April 2008. Twice in past years, a governor’s panel has said Coral Springs is run better than most businesses. And twice those efforts have earned Coral Springs the Governor’s Sterling Award (1997, 2003), which recognizes leadership and management. The Governor’s Sterling Award is given to organizations and businesses in Florida that have successfully achieved performance excellence within their management and operations. Each winner undergoes a series of in-depth assessments and evaluations by Sterling examiners that analyze productivity and organizational performance. Coral Springs was the first municipality to be awarded this state sanctioned, Baldrige-based quality award.

In 2004, Coral Springs was the first city to win the Florida City of Excellence award. This prestigious award recognizes overall excellence in a city government. The program is designed to focus public attention on all the good things cities do to improve the quality of life in Florida and honor outstanding city leaders and cities for their excellent, innovative and highly praised programs. Cities are judged on a number of categories including: governance and administration, city leadership, intergovernmental cooperation, citizen outreach and involvement, technology, innovative programs and services, and fiscal management.

Wall Street’s three major rating agencies continue to uphold the City’s underlying bond rating, the rating of our bonds without insurance. The City’s general obligation bonds maintain the highest rating of ’AAA’ from Standard and Poors (S&P) and was re-affirmed by Fitch in 2015. The city also has an affirmed “Aa1” rating from Moody’s. These high ratings demonstrate our city very strong capacity to meet its financial commitments, and are earned only by a few cities in the nation. Over the years our High Grade ratings have saved the City millions of dollars in interest costs.

In 2016, the Coral Springs Police Department, received once again the “Law Enforcement Accreditation with Excellence” awarded by the Commission on Accreditation for Law Enforcement Agencies, Inc., (CALEA®). Our City Police first became accredited in November 1988. The Department has to comply with national and state standards, every three years, in order to maintain its’ accredited status. To be awarded with “Excellence” is an additional honor that shows a superlative performance within these accreditation programs. The purpose of CALEA’s Accreditation Programs is to improve the delivery of public safety services, primarily by: maintaining a body of standards, developed by public safety practitioners, covering a wide range of up-to-date public safety initiatives; establishing and administering an accreditation process; and recognizing professional excellence. The program has become the Gold Standard for an agency to voluntarily demonstrate their commitment to excellence in law enforcement.

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In 2012, and for the third time, Coral Springs has made the Money magazine’s list of the Top 100 best places to live across the nation. The cities were ranked on economic opportunity, income, job growth and affordability, quality of life, crime, quality of schools, arts and leisure, park space and stress-related ailments. The city has ranked as the number one city in Florida twice, more recent in 2010, being 44th on the overall list. The magazine highlighted the City’s array of leisure and sports facilities. Coral Springs also scored highly on safety and was recognized for its excellent public schools, racial diversity, attractive home prices and air quality index.

Coral Springs Regional Institute of Public Safety, previously known as Coral Springs Fire Academy, is a three-time winner of this celebrated award for its ability to bring about realistic, innovative and cost effective training programs to Florida and abroad. The Fire Service Awards are coordinated through the Bureau of Fire Standards and Training (BFST) by State Fire Marshal’s Office annually and are sponsored by the Fire Training Director’s Association among other Fire Service related organizations. The Institute mission is to achieve student success by creating and sustaining a dynamic teaching and learning environment. As a public fire academy accredited to offer certificate programs, the entire curriculum is developed and presented in compliance with all local, state and federal standards. In 2016, the Coral Springs Fire Department was awarded a Class 1 Fire Protection rating by the insurance industry advisory company ISO. The classification by Insurance Services Office, Inc. (ISO), known as the Public Protection Classification (PPC) program, assesses the fire-protection efforts in a particular community. Out of the 48,632 rated organizations in the United States, Coral Springs Fire is now among only 178 that are rated as ISO CLASS 1. ISO collects information on municipal fire-protection efforts in communities throughout the United States. Class 1 represents superior property fire protection. The program provides an objective, countrywide standard that helps fire departments in planning and budgeting for facilities, equipment, and training.

The International City/County Management Association honored the City with its Certificate of Excellence for its performance management efforts with a Certificate of Excellence from the ICMA Center for Performance Analytics™. Only 33 jurisdictions in North America received this award, which is the highest level of recognition given by ICMA’s Center for Performance Measurement. Criteria for the Certificate of Excellence include: Use of performance data in strategic planning and operational decision-making; Sharing of performance measurement knowledge with other local governments through presentations, site visits, and other networking; Commitment to tracking and reporting to the public key outcomes ; Surveying of the both residents and local government employees.

Tree City USA is a renowned national program administered locally by state foresters using four standards to evaluate a community’s commitment to their urban forest resource. The National Arbor Day Foundation, in cooperation with the U.S. Forest Service and the National Association of State Foresters, annually recognizes communities that effectively manage their public tree resources. Coral Springs has earned the Tree City USA recognition each year since 1985. In 2006 the City of Coral Springs earned the distinction of Sterling Tree City USA for earning the Tree City USA Growth Award more than 10 years in a row.

164

Fiscal Year 2018 Annual Budget

Department Budgets Contents Budget Process Map............................................................................................................................................................................ 166 Department Budgets Overview........................................................................................................................................................... 168 Understanding Departmental Performance Budgets................................................................................................................. 168 Sample Department Budgets Page..................................................................................................................................................... 169 Department Budgets.......................................................................................................................................................................... 170 City Attorney.............................................................................................................................................................................. 170 City Commission........................................................................................................................................................................ 172 City Managerâ&#x20AC;&#x2122;s Office................................................................................................................................................................. 173 Development Services............................................................................................................................................................... 177 Financial Services....................................................................................................................................................................... 183 Fire/EMS.................................................................................................................................................................................... 186 Human Resources...................................................................................................................................................................... 190 Information Technology............................................................................................................................................................. 194 Parks and Recreation................................................................................................................................................................. 197 Police......................................................................................................................................................................................... 203 Public Works.............................................................................................................................................................................. 207 Summary of Fleet Purchases 2018...................................................................................................................................................... 212

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165

Budget Process Map Budget Process Map

January

February

March

Workbooks Compiled & “Hot Topics” Identified

Commission Workshop

April

May

June

Strategic Plan Resident / Business Survey (as scheduled) Management SWOC Exercise

Final Draft Published

KIO’s Set

Business Plan Select Initiatives

Environmental Scan

Departmental Budget Packages Distributed for Business Plan, Staffing, Operating Budget, CIP & Replacement Programs

Operating Budget & Performance Measures

Quarterly PM Report

Budget Client Feedback

Five-Year Forecast

Packages Returned

CMO/Dept. Meetings

Business Plan Workshop

Staffing & Capital Line Item Review Performance Measures

Quarterly PM Report

Capital Budget Fleet Process Review

166

Replacement Programs Distributed and Conduct Fleet Budget Meetings

Replacement Programs Updated Fixed Asset Inventory Distributed

Fiscal Year 2018 Annual Budget

New Capital Requests

Prioritize Capital Funding

July

August

September

Note: The Strategic Plan is a multi-year plan. In certain years the Business Plan Environmental Scan is the first element.

Business Plan Presentation

October

November

December

Elections

New Commission Orientation

City of Coral Springs Strategic Planning & Performance Measurement Process Map January January 2017 2016

Composite Index

Fund Summaries Balanced First Budget Hearing To Next Yearâ&#x20AC;&#x2122;s Quarterly PM

Proposed Budget Prepared

To Environmental Scan

Second Budget Hearing Quarterly PM Report

Quarterly PM Report

Adopted Budget Published

Budget Adopted

Budgeted Purchases

Proposed CIP Prepared

Fiscal Year Ends

City of Coral Springs, Florida

Fixed Asset Inventory Updated

167

Department Budgets Overview Understanding Departmental Performance Budgets The department’s budget is separated into the following components: Mission Statement—the statement must identify the particular purpose for the department and how it relates to the City’s overall mission. Core Processes—a listing of the fundamental business processes that the department is designed to provide. Outputs— indicate the volume, frequency or level of service provided. New Initiatives—new services or the removal of existing services as they relate to the Strategic Plan. A list of the new initiatives follows. Organization Charts—outline of program structure within the department. Program/Expenditure Summary—the budget for the department, summarized by program, if applicable, and by major category of expenditure: • Personal Services—salaries, overtime and other pay including vacation payment incentive, holiday pay, temporary wages. • Benefits—FICA, retirement contributions, health and other benefits. • Other Expenses—supplies, repairs, utilities, services and other costs. • Capital—departmental machinery and equipment under $5,000. Objectives and Performance Measures—the objectives focus on particular program accomplishments that will be attained within the current year. All objectives are measurable by the performance indicators supplied. Each performance measure includes explicit links showing how program objectives and their indicators are directly related to KIOs and strategic priorities that they support.

168

Fiscal Year 2018 Annual Budget

Sample Department Budgets Page jTitle

oRevenues and Expenditures

Indicates the department.

A summary of the budgeted departmental revenues and expenditures.

kMission Developed by the department, this is a statement that identifies the particular purpose for the department.

pPerformance Linkage The Strategic Priority and Directional Statement that support the department’s performance measures.

lCore Processes and Outputs qPerformance Measures A listing of the fundamental processes and the outputs for the department.

The actual historical performance and future goals for the department.

mOrganization Chart An organization chart showing the breakdown of programs, divisions and personnel.

nNew Initiatives Business Plan Initiatives for this department, if available.

j k

y ttorne City A n M issio

torney City At es: Revenu torney City At Total

tation

presen legal re ty timely Ci g tive and mission and enrm m esfo ts in ide effec ly re-Pprer To prov e to the City Co zee, usgh Hi cetivalo is committed vic va ey ad offi no rn d is an to . ThIn An sd on esesan y: ati rsi polic y of City At str rit ve en ro iv ini io ion m fect Commiss ’s y. c Pr Efnt al: co giad leg pe lit in ty bi Ty ty Strate thm Ci lia t Ci e tential ting th re e en nce, Measu to implemen posures and po , ordina ed ng ex lutions mpani minimizi n acco n (reso

FY2016 tual e icAc y'ls Off oa G ne

FY2015 tu al Attor AcCity

Goal

99%

re: slatio 37 nd esestawnhed Measu ation of Legi squ 49nce Fu ura cseofsre ar kday r 100 General Ins / 2.5 Porro 1) Prep 10 w 52% ries pe oinre ith (8801) % ) wC job inju l ts e ia 47 orders th er at on up m tp ulost from d by back O u covere days inator llars re ber of l nt Coord le, do ibion City 2) Num s ch and Counse ion elig nageme d ee sear Risk Ma ards an ogat Commiss sut br employ Re ge ofen the City all assigned bo ining es ta rta d en pr 3) Perc • Re ministration, an at ters of law pe t tan

99% Attorney City49 5.75 (2502) /

47%

99%

FY2017 Goal 99%

49 tion iga 95.85 Outside Lit 47% 66%

FY2018 Goal 99% 49 47%

itures: ary Expend m Summ Progra torney City At l ta To ry Catego ary By Summ l Persona Benefits nses pe Other Ex n Litigatio Total

reem s and ag

0 $587,58 212,935 111,142 3,782 9 $915,43 5.75

0 $507,07 183,104 178,498 500 2 $869,17 6.00

FTE's

79 $3,176,3 21,443 71,792 14 $3,269,6

orney City Att Deputy

98 $3,322,8 22,610 188,984 92 $3,534,4

01 $3,624,5 25,000 85,000 01 $3,734,5

70 $1,325,7 1 1,837,31 221,602 83 4,6 $3,38

30 $1,060,5 5 1,812,37 ) (163,168 37 $2,709,7 7 $108,97 589,290 0 2,011,47 37 9,7 ,70 $2 1.50

2 $135,66 570,521 0 2,678,50 83 $3,384,6

6.62% 0.00% 47.06% 7.50%

5 0 40,000 ,95 79 5

$239,95

10.56% 1.66% 74.97% 7.50%

0 $161,10 34,694 84,161 5 $279,95

97 $1,687,2 2 2,130,73 196,427 56 4,4 ,01 $4 4 $130,22 0 1,034,94 2 2,849,29 56 $4,014,4

9 $136,59 1 1,018,87 1 2,579,03 01 $3,734,5

ge from % Chan dget FY16 Bu

ge from $ Chan dget FY16 Bu

56 $3,864,4 25,000 125,000 56 $4,014,4

97 $1,526,1 8 2,096,03 112,266 01 4,5 $3,73

0.0%

0.00

FY 2017 Budget

FY 2016 Budget

FY 2015 Actual

FY 2014 Actual

2.38% 2.86% 0.06% 4.14% 2.06%

$14,468 6,431 106 22 $21,027

4 $622,09 231,590 189,830 554 68 $1,044,0 5.75

6 $607,62 225,159 189,724 532 41 $1,023,0 5.75

2.06% 2.06%

$21,027 $21,027

68 $1,044,0 68 $1,044,0

41 $1,023,0 41 $1,023,0

9 $915,43 9 $915,43

2 $869,17 2 $869,17

0.00% 0.00%

$0 $0

$30,000 $30,000

$29,035 $29,035

$18,453 $18,453

nd ance Fu l Insur Genera : es Revenu s fer Trans 75)* Income orney (0. Interest t City Att ries Assistan Recove tor Total l Prosecu ipa nic Mu m sis ad es: nt) Risk As ees in all ary Expens 01 uivale tant (2) committ cial duties. ission im e Eq Fund Div. 60 Div. 88 01 ram Summ r (Fu ll-T ve Assis sation Comm nd offi Prog er ** Executi of FTEs ter an d Sewe ura nce Fu Compen to their s for City mb er es Partn Wa Workers' neral Ins er) / Nu al service ents. ; 25 % Resourc 50 * Ge Numb . 2502 ide leg Human te perty 10 00 ; vis ion ey Div ina v. Di Pro • Prov erating departm Di orn rd nt/ Att es ty me urc and subo (D ep art split 75% Ci man Reso sualty ion and op Ca iss n Hu m m *Pos itio n sp lit 50 % City Co Total itio **Pos ntracts • At tend meetings. ry Catego ions, co out ary By agency resolut ely fashion. s. ce with Summ ances, mplian dinance l ract co are ordin ments in a tim d 50 or Persona re cont • Prep ions an cu su lut do en r so to Benefits nses and othe ly 10 0 re e frame ate tim im pe st ox shor te Other Ex are appr thin the • Prep Total ents wi

FY 2016 Budget

FY 2015 Actual

FY 2014 Actual

ge from % Chan dget FY16 Bu

ge from $ Chan dget FY16 Bu

FY 2017 Budget

-4.67% 1.58% 10.48% 7.50%

($6,375) 16,069 270,261 5 $279,95

0.0%

0.00

2.50

1.50

s. d lease

cts ntract racts, an Contra ts, cont epare co reemen w and pr e. 20 0 ag • Revie inconvenienc imately approx vendor review or ion d/ ut are an n Prosec • Prep tion. l Violatio le litiga unicipa d hand n and M the City. at ters an half of Litigatio tutory m ur t on be e on sta deral co Fe • Advis d State an in . ar risk. ies inquir • Appe limiting ff. citizen ches to tes to sta ond to e approa al upda • Resp eventiv ing leg about pr continu ters. t at ing en m Br es • ve pr in and inistrati re Ac t. itu dm ate rfe t/a cip d Fo men • Parti y) ntraban employ d Casualt rida Co cipate in er ty an the Flo • Parti ion, Prop enforce rs’ pensat essively rs’ Com for worke • Aggr (Worke ograms and proper ty nd pr Fu ce e nc bilit y, insuran l Insura in City ’s nal, vehicle lia Genera mainta sio ster and , profes Admini ation, general ns compe . ce s. insuran verage ance co ims. ims. ure insur to all cla ation cla gs, • Proc spond mpens meetin rkers’ co w and re mmittee • Revie ess all wo ation Co mittee. oc pr d m y Evalu ive an ate Safet ents to the Co ilit • Rece fac and and accid dinate idents • Coor ng all inc reporti . t policies ement agemen an M k manag Ris ty ’s risk inister Ci • Adm

FTE's

Perfo

es itiativ ation N ew In High-Performing Organiz

Me rmance

asure

ing -Perform ve, High torney Innovati ess City At Priority: An ectiven c Strategi ent Type: Eff m re su ce, Mea ordinan lutions, mpanied ion (reso en acco re: Legislat of request wh Measu tion of s ay ara ep rkd wo 100 1) Pr thin 10 ies per ur wi inj rs) orde e job rial up mate lost from on th d by back ys recovere er of da dollars 2) Numb eligible on es ati ye emplo subrog ntage of 3) Perce

FY2015 Actual Goal 99% 99% 49 47%

37 52%

FY2016 tual Ac Goal 99% 99% 49 47%

FY2017 Goal

FY2018 Goal

95.85

66%

99%

47%

99% 49 47%

g) ative, (ongoin An Innov version eanor Di Misdem

City of Coral Springs, Florida

169

City Attorney Mission

To provide effective and timely legal representation and advice to the City Commission and City administration. This office Attorney zealously represents the City in legal controversies and is committed to implementing the City Commission’s policy of minimizing ategic Priority: An Innovative, High-Performing exposures and potential liability. asurement Type: Effectiveness FY2015 FY2016 FY2017 asure: Core Processes and Outputs Goal Actual Goal Actual Goal reparation of Legislation (resolutions, ordinance, Research and Counsel ers) within 10 workdays of request when accompanied 99% 99% 99% 99% 99% City Attorney’s Office backup material • Represent the City Commission, City umber of days lost fromand on all the job injuries administration, assigned boardsper 100 49 37 49 95.85 49 ployees and committees in all matters of law to theireligible official duties. 47% 52% 47% 66% 47% ercentage pertaining of subrogation dollars recovered • Provide legal services for City Commission and operating departments. • Attend City Commission and subordinate agency meetings. • Prepare ordinances, resolutions, contracts and other documents in a timely fashion. • Prepare approximately 100 resolutions and 50 ordinances. Contracts • Review and prepare contracts and agreements within the shortest time (Department/ Division Number) / Number ofFTEs (Full-Time Equivalent) frame to ensure contract compliance without vendor inconvenience. (a)Position split 50% Human Resources Div. 1000; 50* General Insurance Fund Div. 8801 split 75% contracts, City Attorney Div. 2502; 25% Water and Sewer Fund Div. 6001 • Prepare and/or review approximately 200(b)Position agreements, and leases.

Litigation and Municipal Violation Prosecution • Advise on statutory matters and handle litigation. • Appear in State and Federal court on behalf of the City. • Respond to citizen inquiries. • Bring about preventive approaches to limiting risk. • Participate in and present continuing legal updates to staff. • Participate in employment/administrative matters. • Aggressively enforce the Florida Contraband Forfeiture Act. General Insurance Fund (Workers’ Compensation, Property and Casualty) Administer and maintain City’s insurance programs for workers’ compensation, general, professional, vehicle liability, and property insurance. • Procure insurance coverages. • Review and respond to all claims. • Receive and process all workers’ compensation claims. • Coordinate and facilitate Safety Evaluation Committee meetings, reporting all incidents and accidents to the Committee. Risk Management • Administer City’s risk management policies.

170

Fiscal Year 2018 Annual Budget

FY2018 Goal 99% 49 47%

Revenues and Expenditures by Program and Category City Manager's Office Revenues: City Clerk Total

FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$ Change from FY17 Budget

% Change from FY17 Budget

$22,905 $22,905

$12,410 $12,410

$22,256 $22,256

$23,248 $23,248

$992 $992

4.46% 4.46%

Expenditures: Program Summary Administration Economic Development Management & Budget Office Communications & Marketing CRA City Clerk Total

$1,101,599 168,230 646,988 1,032,582 74,122 558,507 $3,582,028

$1,174,693 264,812 623,367 1,117,669 52,562 657,813 $3,890,916

$1,184,864 287,075 709,081 1,168,565 69,875 771,055 $4,190,515

$1,252,784 469,925 770,683 1,264,539 83,858 777,476 $4,619,265

$67,920 182,850 61,602 95,974 13,983 6,421 $428,750

5.73% 63.69% 8.69% 8.21% 20.01% 0.83% 10.23%

Summary By Category Personal Benefits Other Expenses Capital Total

$2,146,768 802,493 607,918 24,849 $3,582,028

$2,265,758 827,743 794,000 3,415 $3,890,916

$2,451,402 881,177 863,478 0 $4,196,057

2,598,211 907,940 1,113,115 0 $4,619,266

$146,809 26,763 249,637 0 $423,209

5.99% 3.04% 28.91% n/a 10.09%

General Insurance Fund Revenues: Transfers Interest Income Recoveries Total

26.50 FY 2015 Actual

26.50 FY 2016 Actual

26.50 FY 2017 Budget

26.50 FY 2018 Budget

$3,322,898 22,610 188,984 $3,534,492

$3,624,501 37,807 1,327,481 $4,989,789

$3,864,456 25,000 125,000 $4,014,456

Expenses: Program Summary Workers' Compensation Property Casualty Total

$1,325,770 1,837,311 221,602 $3,384,683

$2,020,967 1,977,134 508,672 $4,506,773

Summary By Category Personal Benefits Other Expenses Total

$135,662 570,521 2,678,500 $3,384,683

$114,463 2,026,985 2,365,323 $4,506,771

FTE's

0.00 $ Change from FY17 Budget

0.0% % Change from FY17 Budget

$4,282,770 25,000 140,000 $4,447,770

$418,314 0 15,000 $433,314

10.82% 0.00% 12.00% 10.79%

$1,687,297 2,130,732 196,427 $4,014,456

$1,855,130 2,340,490 252,150 $4,447,770

$167,833 209,758 55,723 $433,314

9.95% 9.84% 28.37% 10.79%

$130,224 1,034,940 2,849,292 $4,014,456

$131,034 1,074,995 3,241,741 $4,447,770

$810 40,055 392,449 $433,314

0.62% 3.87% 13.77% 10.79%

2.50

0.00

0.0%

1.50

Performance Measures City Attorney Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 1) Preparation of Legislation (resolutions, ordinance, orders) within 10 workdays of request when accompanied by backup material 2) Number of days lost from on the job injuries per 100 employees 3) Percentage of subrogation eligible dollars recovered

FY2015 Goal Actual

Goal

99%

47%

52%

City of Coral Springs, Florida

FY2016 Actual

FY2017 Goal

FY2018 Goal

99%

95.85

47%

66%

47%

171

City Commission

Mission To provide the Charter offices clear policy direction toward making the City of Coral Springs the premier community in which to live, work and raise a family.

City Commission 6 (0100) 1

A Family-Friendly Community

Executive Asssistant to the City Commission

Augment the quality of life that defines the hometown feel of our community by assuring public safety and good schools, promoting arts and culture, capitalizing on the strength in our diversity, and embracing our inclusive, welcoming nature.

Mayor (0100) 0

A Thriving Business Community

Vice-Mayor 1 (0100) 0

Commissioner 3 (0100) 0

Left Number = Number of Positions Right Number = Number of FTEs (Full-Time Equivalent) Center Number = Department/Division Number

Continue to provide fiscal benefit and economic stability to the City by encouraging and supporting economic development and redevelopment as well as expansion and retention of existing businesses.

Left Number = Number of Positions Right Number = Number of FTE's (Full-Time Equivalent) Center Number = Department/Division Number

An Active, Healthy Community Influence and support an environment that promotes active, healthy, and enriched lifestyles for residents of all ages. Focus on leisure, cultural, recreational, and sporting activities and events that infuse event dollars into the local economy. An Attractive Community Take proactive measures to preserve and enhance the community’s appearance and maintain its vital infrastructure. Lead by example in the stewardship and conservation of natural resources. An Innovative, High Performing Organization The City is committed to ethical governance, adherence to its Core Values, transparency, innovation, collaboration, and exceeding customer expectations by delivering high-quality programs and services that meet the needs of an increasingly diverse community.

Core Processes • Provide policy direction for City operations. • Promote public participation in government through regular and special City Commission meetings, public hearings and workshops. • Encourage partnerships with the private and nonprofit sectors to resolve local issues.

Revenues and Expenditures by Program and Category City Commission Expenditures: Program Summary City Commission Total Summary By Category Personal Benefits Other Expenses Total FTE's

172

FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$ Change from FY17 Budget

% Change from FY17 Budget

$320,071 $320,071

$306,433 $306,433

$370,614 $370,614

$370,692 $370,692

$78 $78

0.02% 0.02%

$127,542 111,038 81,491 $320,071

$131,355 114,715 60,363 $306,433

$135,419 117,670 117,525 $370,614

$138,640 114,698 117,354 $370,692

$3,221 (2,972) (171) $78

2.38% -2.53% -0.15% 0.02%

6.00

0.00

0.0%

Fiscal Year 2018 Annual Budget

City Manager’s Office Mission To provide support and systems that empower City departments to anticipate and meet customer expectations and carry out City Commission policy initiatives.

Core Processes and Outputs City Manager’s Office Organize and mobilize City departments to address the five priorities established by the City Commission. • Complete strategic activities for the City Commission’s five priority areas. • Provide overall management of all City operations in a way that empowers employees to exceed customer expectations. • Provide effective communication between the City Commission, staff, residents and other customers. • Continue to attract quality businesses to the City of Coral Springs. Budget and Strategy Monitor City’s financial condition and provide financial strategies to ensure fiscal solvency. • Monitor the budget through monthly financial reports. Prepare Strategic Plan, annual Business Plan, annual budget document, and Capital Improvement Program. • Produce the City’s Business Plan, budget document and Capital Improvement Program. • Process Strategic Plan including the Environmental Scan, the SWOC Analysis and the Strategic Planning Workshop Presentation. • Maintain Performance Measurement System. • Aggressively seek grants on behalf of the City and oversee administration of grant funding. • Collaborate with Police and Fire pension boards, Charter School Advisory Committee, Financial Advisory Committee, and other committees.

City Manager’s Office

(Department/Division Number) / Number ofFTEs (Full-Time Equivalent) (a)Position split 50% City Manager's Office Div. 0501; 50% Water and Sewer Fund Div. 6001 (b)Position split 91% CRA Div. 3200; 0.09% Economic Development Div. 0502

City of Coral Springs, Florida

173

City Manager’s Office (continued) Communications and Marketing Communicate public information in an effective, creative manner. • Publish three editions of Coral Springs magazine, Annual State of the City Report, and other informational publications. • Provide writing, design, photography and other graphic services for print, digital and video formats. • Provide multimedia, video and photographic support, and produce public service announcements and programming for use by the broadcast media.

New Initiatives A Family-Friendly Community Virtual Slice of the Springs Meeting with Development Services Event Management Process (ongoing) Education Grants (ongoing) A Thriving Business Community

• Develop and manage the City’s social media accounts and websites, including coralsprings.org and playcoralsprings.org.

Crowdfunding Event

• Produce programming and manage the City’s TV station, Channel 25.

K - 12 Education Summit

• Provide special event promotion. Handle media relations.

Business Recruitment Campaign

• Produce programming and schedule the City’s radio station, 1670 AM.

Building Our Future Campaign

City Clerk

Target Key Economic Development and Trade Groups

Serve as Secretary of the City. • Oversee City Commission agenda process which includes creation of bimonthly agendas, coordination of over 500 agenda memoranda, duplication and distribution of agenda material to interested parties, and continue to encourage the City’s “paperless agenda” environment. • Inform citizenry of public hearings by advertising pursuant to Florida law. Provide public notice for approximately 350 public meetings annually. • Manage codification and distribution to subscribers of the Municipal Code, both the general volume and Land Development Code. • Attend and prepare minute summaries for advisory boards and committees. Serve as the City’s records custodian by preserving the integrity of the City’s official records, which encompasses business transactions, law and policy making, and property matters. • Maintain an historical database of over five million document images Citywide from 1963 to the present and respond to public records requests. • Maintain a database of public meetings via audio tapes, CD-ROMs and summaries of the meeting proceedings, and respond to more than 1,500 customer requests for information annually. • Provide for records disposal to the fullest extent permissible by Florida law, and the cost effective, legal maintenance of permanent records for all City departments.

Municipal Complex (ongoing) Economic Development Marketing-Website Redesign (ongoing) Real Estate Summit (ongoing) Coral Springs Regional Chamber Business Academy (ongoing) Corporate Park Improvements (ongoing) An Active, Healthy Community Senior Outreach Newsletter Drowning Prevention/Water Safety (ongoing) with Fire/EMS An Attractive Community Flag Replacement Project An Innovative, High Performing Organization Enterprise Software (ongoing) with IT, HR, CMO , FS

Serve as the director of municipal elections as required by the City Charter

174

Fiscal Year 2018 Annual Budget

and Florida Statutes. Economic Development Promote absorption of existing vacant commercial, industrial and retail space by continuing to maintain and develop relationships with the top real estate experts in Broward County. Set the stage for new development as well as redevelopment while the economy improves and our proactive approach sparks opportunities in selected targeted industry sectors. • Complete Economic Development Strategic Plan. • Reduce vacancy rates in commercial, industrial, and retail sectors. • Assist, support, and grow business in Coral Springs. • Continue to increase local property values through key tenant improvement projects. Maximize the potential of the Coral Springs Corporate Park. Maintain a competitive business environment. Attract high-value industries and businesses. Implement Downtown infrastructure improvements on City Center planning as catalysts for Downtown Redevelopment.

Revenues and Expenditures by Program and Category

City Manager's Office Revenues: City Clerk Total

FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$ Change from FY17 Budget

% Change from FY17 Budget

$22,905 $22,905

$12,410 $12,410

$22,256 $22,256

$23,248 $23,248

$992 $992

4.46% 4.46%

Expenditures: Program Summary Administration Economic Development Management & Budget Office Communications & Marketing CRA City Clerk Total

$1,101,599 168,230 646,988 1,032,582 74,122 558,507 $3,582,028

$1,174,693 264,812 623,367 1,117,669 52,562 657,813 $3,890,916

$1,184,864 287,075 709,081 1,168,565 69,875 771,055 $4,190,515

$1,252,784 469,925 770,683 1,264,539 83,858 777,476 $4,619,265

$67,920 182,850 61,602 95,974 13,983 6,421 $428,750

5.73% 63.69% 8.69% 8.21% 20.01% 0.83% 10.23%

Summary By Category Personal Benefits Other Expenses Capital Total

$2,146,768 802,493 607,918 24,849 $3,582,028

$2,265,758 827,743 794,000 3,415 $3,890,916

$2,451,402 881,177 863,478 0 $4,196,057

2,598,211 907,940 1,113,115 0 $4,619,266

$146,809 26,763 249,637 0 $423,209

5.99% 3.04% 28.91% n/a 10.09%

26.50

0.00

0.0%

FTE's

City of Coral Springs, Florida

175

Performance Measures Budget and Strategy Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 1) Internal customer satisfaction rating 2) Facilitate or support cross-functional process improvement teams 3) Grant measures (new beginning FY2018) : Grant applications submitted Grants awarded Active grants worked during fiscal year Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 4) Receive the GFOA Distinguished Budget Presentation award 5) Payroll regular salaries adopted budget versus actual, net of policy changes 6) Produce monthly financial statements within seven business days of period close

FY2015 Goal Actual 95% 98% 2

—

Goal 95%

FY2016 Actual 94%

17 10 34

5 18 10 37

—

FY2015 Goal Actual

Goal

Yes

±2%

Yes

FY2016 Actual

FY2017 Goal 95%

FY2018 Goal 95%

—

20 11 40

FY2017 Goal

FY2018 Goal

Yes

±2%

1.7%

±2%

Yes

FY2017 Goal

FY2018 Goal

Communications and Marketing Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 1) Customer satisfaction with communications (Internal Survey) 2) Awareness of Coral Springs magazine by new residents (Resident Survey) 3) Number of followers on social media 4) Number of new promotional/informational campaigns produced for social media and City TV

FY2015 Goal Actual

Goal

FY2016 Actual

94%

100%

94%

100%

95%

79%

88%

—

85%

—

5,985

7,785

10,657

9,300

20,000

131

City Clerk's Office Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 1) Percentage of agenda packages completed and distributed at least 5 days prior to the next City Commission meeting (new beginning FY 2013) 2) Number of hours of staff time per meeting spent preparing summary minutes (new beginning FY 2013)

176

FY2015 Goal Actual

Goal

FY2016 Actual

95%

100%

95%

4 hours

2 hours

4 hours

Fiscal Year 2018 Annual Budget

FY2017 Goal

FY2018 Goal

100%

95%

2 hours

4 hours

Development Services Mission To plan and facilitate quality development and redevelopment, enhance citywide aesthetics through education by complying with local regulations, and provide professional services to the community while incorporating the latest technology.

Core Processes and Outputs Community Development Continue to provide technically sound and professional recommendations to the City Commission, along with the various boards and committees appointed by the City Commission. • Maintain the City’s recertification of its Comprehensive Plan. • Maintain department customer satisfaction rating at 95%. Coordinate and implement neighborhood revitalization and enhancement efforts through continued coordination with residents and other government agencies. • Conduct in-person and virtual Slice of the Springs meetings and ensure 93% of attendees find the neighborhood meetings productive. • Collaborate on 10 neighborhood partnerships (formal and informal). Implement state and federal programs (CDBG, HLMP, HOME, SHIP opportunities). • Screen applicants for home repair programs resulting in 20 grants being awarded each year. Continue to provide accurate plan review to ensure compliance with land development regulations and architectural design guidelines in order to encourage an attractive and quality aesthetically pleasing community. • Administratively review 50 Development Review Committee and Architectural Review Committee projects.

Development Services

(a)Three positions are contractual

City of Coral Springs, Florida

177

Development Services (continued) • Process 15 petitions for various land development actions, including newly established Administrative Zoning Review Committee. • Process 800 paint approval forms. Assist the public (residential and commercial) with general zoning information and aesthetic issues. • Maintain cycle time for new DRC plan reviews at eight days by the Zoning Division. • Conduct 2,500 zoning inspections. • Maintain cycle time for sign permits and small permits at two days by the Zoning Division • Continue to process designer and monument signs to increase the aesthetic appeal while staying business-focused. Manage and improve the sustainability of the City’s urban forest through the Neighborhood and Environmental Committee, regular inspections, exotic species removal, general preventive maintenance, and environmental monitoring. Provide technical support to various City departments, including the Community Redevelopment Agency effort in conjunction with Downtown Coral Springs. Provide detailed analysis on current topics affecting the City, such as tracking properties in foreclosure on a monthly basis. • Research and apply for various grants that support department objectives and improve mobility and connectivity within the City. Oversee operations of the Coral Springs Museum of Art and the Public Art Program. • Implement ProjectTRAK. Building Provide prompt, professional, and courteous customer service to the entire community for all plan reviews, building permits, and field inspections to ensure conformance of construction in the City with the Florida Building Codes. • Conduct plan reviews in 15 days or less 90% of the time. • Conduct approximately 21,000 building inspections. • Process 15,000 contractor license insurance information requests. • Schedule 5,000 residential inspection related appointments. • Provide plan reviews and issue approximately 9,000 building permits. • Complete requested inspections within one day 95% of the time. • Process approximately 3,000 open permit search requests within three business days. • Process 1,000 record requests. • Issue 10,000 notification postcards to permit holders and property owners. • Respond to 45,000 incoming calls for Building division via the Customer Care Center. • Implement ProjectTRAK. Code Compliance Respond to internal and external customer requests, questions, emergencies, and complaints within 48 hours. Educate the public on the City’s Code of Ordinances in order to achieve compliance with the code to preserve and enhance aesthetics citywide. • Provide consistent education to property owners and occupants on City codes and ordinances. • Coordinate and implement programs on code compliance issues in conjunction with other departments including Public Works, Police, and Fire. • Promote voluntary compliance through collaboration with property owners, property managers, residents, business owners, and neighborhoods. • Perform over 30,000 code compliance/business tax field visits, neighborhood preservation inspections, and abandoned property maintenance for approximately 5,000 cases.

178

Fiscal Year 2018 Annual Budget

Development Services (continued) • Address and resolve problems on difficult cases, such as abandoned or nuisance properties, or those properties whose owners are financially distressed. • Support volunteer Code Rangers partnered with Code Compliance Officers and administrative staff.

New Initiatives A Family-Friendly Community Virtual Slice of the Springs Meeting with Communications and Marketing

• Collect illegal signs from our street rights-of-way.

A Thriving Business Community

• Process 4,500 lien inquiries. • Follow-up on 600 Public Stuff inquiries.

Pedestrian Crossing at NW 28th Street Feasibility Study

Support business development in the City by working with business owners and outside agencies to educate business owners on laws, regulations, and ordinances, and by processing Business Tax applications in a timely manner.

Traffic Management (ongoing) An Active, Healthy Community

• Process 5,500 business tax receipts.

Cultural Facilities Grant for Museum Renovations

• Administer Landlord Registration Program and Neighborhood Preservation Program. • Implement CodeTRAK.

An Attractive Community

Provide training to code officers and administrative staff to allow them to provide a consistently high level of customer service. This training will enable the entire staff to stay up-to-date with industry best practices.

Building Permit Fee Study Code Compliance Operational Review and Training Optimize Code Compliance Administrative Support Median/Right of Way Maintenance Plan CDBG Action Plan (ongoing) NW 110th Avenue Bicycle and Pedestrian Project (ongoing) with Public Works An Innovative, High-Performing Organization Interactive OnLine Mapping

City of Coral Springs, Florida

179

Revenues and Expenditures by Program and Category Development Services Revenues: Community Development Building Code Compliance* Total

FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$ Change from FY17 Budget

% Change from FY17 Budget

$133,540 2,779,210 3,507,187 $6,419,937

$168,947 5,419,691 3,060,949 $8,649,587

$105,000 2,907,447 3,210,432 $6,222,879

$105,000 2,924,963 2,416,000 $5,445,963

$0 17,516 (794,432) ($776,916)

0.00% 0.60% -24.75% -12.48%

$501,007 1,058,936

$508,200 1,033,219

$548,881 1,297,771

$570,328 1,381,823

21,447.00 84,052

3.91% 6.48%

2,489,031 1,953,814 $6,002,788

2,593,561 2,049,327 $6,184,307

2,800,166 2,198,395 $6,845,213

2,899,795 2,214,949 $7,066,895

99,629 16,554 $221,682

3.56% 0.75% 3.24%

$3,584,084 1,649,373 746,012 16,453 6,866 $6,002,788

$3,814,093 1,701,681 372,030 296,503 $6,184,307

$4,234,038 1,796,935 797,563 0 16,677 $6,845,213

$4,401,637 1,841,992 659,943 163,323 0 $7,066,895

$167,599 45,057 (112,308) 163,323 (16,677) $221,682

3.96% 2.51% -14.08% n/a -100.00% 3.24%

66.00

68.00

0.00

0.0%

*Includes Business Tax revenue Expenditures: Program Summary Development Services Community Development Building Code Compliance Total Summary By Category Personal Benefits Other Expenses Capital Grants and Aids Total FTE's

180

Fiscal Year 2018 Annual Budget

Performance Measures Development Services Community Development Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 1) Department customer satisfaction rating (composite)

FY2015 Goal Actual 95% 95%

Goal 95%

FY2016 Actual 99%

FY2017 Goal 95%

FY2018 Goal 95%

FY2015 Goal Actual

Goal

FY2016 Actual

FY2017 Goal

FY2018 Goal

Strategic Priority: A Thriving Business Community Measurement Type: Efficiency Measure: 2) Cycle time for small permits by the Zoning Division (Building Plan Review) 3) Cycle time for sign permits by the Zoning Division (Building Plan Review) 4) Cycle time for plan reviews (new and major/minor) by the Zoning Division (Development Review Committee) 5) Comprehensive Plan consistency with Department of Community Affairs (DCA)

2 days

1.4 days

2 days

1 day

2 days

1.8 days

2 days

1.5 days

2 days

9 days

8 days

8.25 days

8 days

Yes

FY2017 Goal

FY2018 Goal

Strategic Priority: An Attractive Community Measurement Type: Effectiveness Measure: 6) Number of housing units rehabilitated using public financial assistance per $100,000 housing rehabilitation 7) Average number of days from the receipt of the resident's application for rehabilitation assistance to application approval (new beginning FY 2013)

FY2015 Goal Actual

Goal

FY2016 Actual

2.90

2.80

2.90

2.75

2.90

45 days

30 days

45 days

29 days

45 days

FY2016 Actual

FY2017 Goal

FY2018 Goal

Strategic Priority: An Attractive Community Measurement Type: Efficiency Measure: 8) Timeliness ratio of CDBG spending: annual CDBG allocation available by July 31 9) Number of trees planted within the City

FY2015 Goal Actual

Goal

1.50

1.53

1.50

1.7

1.50

1,000

1,525

1,000

2,155

1,000

FY2017 Goal

FY2018 Goal

Strategic Priority: An Attractive Community Measurement Type: Demand Measure: 10) Number of formal and informal neighborhood partnerships each year

FY2015 Goal Actual 15

City of Coral Springs, Florida

Goal 10

FY2016 Actual 6

181

Performance Measures Building Measure: 1) Requested inspections completed within one day 2) Percent of plan reviews completed within 15 working days

FY2015 Goal Actual 95% 100%

Goal 95%

90%

98%

FY2016 Actual 100% 94%

FY2017 Goal 95%

FY2018 Goal 95%

90%

FY2017 Goal

FY2018 Goal

Code Compliance Measure: 1) Percent of code cases brought into voluntary compliance prior to administrative/judicial process 2) Percent of survey respondents satisfied with City efforts at maintaining the quality of their neighborhoods (Resident Survey) 3) Percent of survey respondents satisfied with the City's efforts to support quality neighborhoods (Business Survey)

182

FY2015 Goal Actual

Goal

FY2016 Actual

75%

78%

75%

77.6%

75%

85%

84%

—

85%

—

87%

95%

—

87%

Fiscal Year 2018 Annual Budget

Financial Services Mission Financial Services To preserve the City’s strong financial condition by creating responsible financial strategies, effectively managing the City’s resources, and providing analysis and recommendations that ensure optimal economic outcomes. Center for the Arts To provide a diverse schedule of programming for all residents, reduce the deficit of the venue, and deliver high quality customer service to all.

Core Processes and Outputs Financial Services Provide financial policy, cash management, debt management, accounting, payroll, accounts payable, purchasing, central stores, and utility billing for the City. • Produce the City’s Comprehensive Annual Financial Report. • Process over 8,000 accounts payable checks and prepare over 30,000 payroll checks. • Reconcile and track over 40 different funds. • Process over 2,500 purchase orders. • Purchase over $32 million in goods and services. • Refinance and restructure City’s outstanding debt. Monitor City’s financial condition and provide financial strategies to ensure fiscal solvency. Maintain all water and wastewater customer accounts. • Process over 150,000 utility bills including standby.

Financial Services Director of Financial Services* (1501) / 2.25 (a) Senior Office Assistant (1501)

City Controller (1501) / 0.50 (b)

Accounting Services (1601) / 8

Senior Accountant (3) Fin. Reporting & Compliance Admin Payroll Coordinator (2) Senior Accounting Assistant Accountant

Purchasing (1701 - 1702) / 10

Revenue & Collection (1602) / 6

Water Billing Representative (4) Accounting Assistant Billing Operations Technician

Administration (1701) / 6

Purchasing Administrator Purchasing Agent II (3) Project Support Specialist Contract Administrator Central Stores (1702) / 4

Central Stores Coordinator Purchasing Assistant (3)

City of Coral Springs, Florida

183

Financial Services (continued) Center for the Arts

New Initiatives

Coordinate event management and production.

An Innovative, High-Performing Organization

Program national tours.

Contract Administrator in Purchasing

Provide theater and meeting room rentals.

Municipal Bond Post-Issuance Compliance Monitoring

• Host 365 meetings. • Accommodate over 122,000 theater attendants.

FEMA Appeals Consultant

Facilitate Museum exhibitions, programming, and events.

Enterprise Software (ongoing) with IT, HR, CMO , FS

• Museum hosts 105 events and 190 classes. • Accommodate over 35,000 museum attendees. Box Office services. Catering services and concessions.

Revenues and Expenditures by Program and Category Financial Services Revenues: Revenue and Collection Total Expenditures: Program Summary Administration Accounting Utility Billing Sub-Total Purchasing Administration Central Stores Sub-Total

FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$ Change from FY17 Budget

% Change from FY17 Budget

$384,190 $384,190

$367,300 $367,300

$399,557 $399,557

$300,000 $300,000

($99,557) ($99,557)

-24.92% -24.92%

$438,450 553,141 530,874 $1,522,465

$442,515 600,288 546,093 $1,588,896

$480,088 682,447 556,712 $1,719,247

$502,587 780,832 622,459 $1,905,878

$22,499 98,385 65,747 $186,631

4.69% 14.42% 11.81% 10.86%

$586,485 352,648 $939,133

$497,558 369,396 $866,954

$531,129 297,949 $829,078

$655,828 323,580 $979,408

$124,699 25,631 $150,330

23.48% 8.60% 18.13%

Total

$2,461,598

$2,455,850

$2,548,325

$2,885,286

$336,961

13.22%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,394,770 618,414 446,360 2,054 $2,461,598

$1,453,866 638,908 363,076 0 $2,455,850

$1,537,598 665,595 345,132 0 $2,548,325

$1,818,653 711,901 352,532 2,200 $2,885,286

$281,055 46,306 7,400 2,200 $336,961

18.28% 6.96% 2.14% n/a 13.22%

24.25

26.25

2.00

8.2%

FTE's

184

Fiscal Year 2018 Annual Budget

Performance Measures Financial Services Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 1) Internal customer satisfaction rating (Financial Services Internal Survey) 2) Percentage of purchase requisitions under $10,000 processed within 24 hours Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 3) Water billings past due more than 180 days as percentage of outstanding bills 4) Number of repeat items in management letters prepared by the City's external auditors 5) Percentage of invoices paid within 30 days 6) Out of stock level of the total inventory at Central Stores

FY2015 Goal Actual

Goal

93%

95%

94%

88%

85%

88%

FY2015 Goal Actual

Goal

FY2017 Goal

FY2018 Goal

97%

94%

87%

88%

FY2017 Goal

FY2018 Goal

FY2016 Actual

99%

93%

90%

96%

90%

2.50%

3.8%

2.5%

1.9%

2.5%

City of Coral Springs, Florida

185

Fire/EMS Mission To preserve life and property through emergency medical services, fire suppression, community risk reduction, public education, and community partnerships.

Core Processes and Outputs Administration Manage and administer the fire department’s budget, policies, and procedures while providing department-wide leadership and direction. Responsible for the direction and development of approximately 400 members of the organization. • Personnel include nine full-time fire administrative staff, 147 shift personnel, five fire academy administrative staff, 10 full-time fire community risk reduction staff, 100 emergency service instructors, and 100 Community Emergency Response Team (CERT) members. Oversee the daily operations pertaining to Risk Reduction, Prevention, Suppression, Emergency Medical Services (EMS), and Training. • Provide contractual Fire/EMS service to the City of Parkland and provide Fire/EMS to unincorporated Broward County. • Provide automatic aid to the cities of Margate, Coconut Creek, and Tamarac. Provide additional mutual aid response in accordance with federal, state, and local agreements.

Fire/EMS

(f)Position split 62% Fire-Inspection Div. 4901; 38% EMS Div. 4702

(a)All positions are split 50% Fire Adm. Div. 4601; 50% EMS Div. 4702

186

(c)All positions are split (d) Most positions are split 38% EMS Div. 4702; 62% Fire- Supression Div. 4801 (b)All positions are split (e)All positions are split 23% Comm. Svc. Div. 4602; 62% Fire-Suppression Div. 4801; 38% EMS Div. 4702 **Position split 50% EMS Div. 4702; 50% Fire Adm. Div. 4601 77% EMS Comm. Svc. Div 4703; 77% EMS Comm. Svc. Div 4703 23% Comm Svc. Div. 4602

Fiscal Year 2018 Annual Budget

Fire/EMS (continued) Commit to continuous involvement in major organizations and committees on a national, state and local level that affect the delivery of emergency services. Fire Suppression and Emergency Medical Services (EMS) Respond to all types of fire-related emergencies within the City. Provide basic and advanced emergency medical care to victims of illness or injury.

New Initiatives A Family-Friendly Community Increase Firefighter/Paramedic Staffing Community Paramedic Program (ongoing) An Active, Healthy Community

• Respond to a projected 15,000 calls for service.

Drowning Prevention/Water Safety (ongoing) with Communications and Marketing

• Maintain a response time of 8 minutes or less at least 90% of the time to emergency incidents. • Provide treatment and transport approximately 9,000 patients to area hospitals. • Provide inter-facility transport services to the community. • Continue to acquire and utilize state of the art equipment to ensure the highest level of care to the community • Provide a Special Weapons and Tactics (SWAT) medic program to support local police departments. • Provide a specialty water rescue unit. • Maintain a ready fleet of apparatus consisting of 7 front line ALS transport units, 3 reserve ALS transport units, 6 front line advanced life support (ALS) pumpers, 1 ALS aerial apparatus, 2 reserve ALS pumpers, and 2 reserve ALS aerial apparatus. • Maintain a ready fleet of support service apparatus to include a mobile air support unit, a dive rescue boat, a special events cart, and an incident support trailer. Provide Mobile Integrated Healthcare Unit to treat low acuity and nonemergent type calls. Provide Community Paramedic program to helps residents make better use of available emergency services and find solutions to problems that are not typically related to emergency medical care. Training Provide comprehensive training programs to enhance the skills of firefighters and their ability to deliver the highest level of service while safely responding to emergency incidents. Provide required medical, fire, and inspection related recertification training in accordance with national, state, and local regulations for members of the Coral Springs Fire Department. Deliver entry level, recertification, and advanced level courses in fire, EMS, and technical rescue to Firefighters / EMS personnel nationally and internationally. Provide various levels of training to military, federal, state, and local law enforcement personnel. Provide training and education to the residents and businesses within the community. Research and evaluate the newest technology and procedures in the fire and EMS fields to enhance the delivery of services to the public. Organize the Fire Explorer Program, a career development program geared towards high school students who are interested in a career in the fire-rescue profession. Community Risk Reduction Perform approximately 6,400 annual fire inspections and approximately 5,600 re-inspections on all commercial properties and applicable multi-family residential units. Perform fire and life safety inspections of all public and private schools. Perform approximately 1,100 permit inspections and review approximately 1,300 sets of plans annually. Provide annual fire safety and prevention education through Safety Town and various educational programs to the community. Provide hands-on fire extinguisher training to the public. Conduct fire investigations on all fire related incidents to determine origin and cause while working closely with local law enforcement and the Florida State Fire Marshal’s Office.

City of Coral Springs, Florida

187

Revenues and Expenditures by Program and Category Fire/EMS Revenues: Fire Fund Fire Fund Special Assessment Intergovernmental Revenue Charges for Services Miscellaneous Revenues Fines and Forfeitures Partial Year Assessment Appropriated Fund Balance Capital Reserve Sub-Total EMS-General Fund Emergency Medical Services Contract Services Training Sub-Total Total Revenues

FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$ Change from FY17 Budget

$10,774,072 5,535,573 3,062,255 34,371 6,750 3,751 0 0 $19,416,772

$10,889,888 5,501,352 3,003,992 39,206 15,511 6,749

$12,493,249 6,086,885 3,245,102 55,000 102,020 5,887 0 0 $21,988,143

$895,191 367,661 186,092 (0) 50,000 0 $0 $0 $1,498,944

7.72% 6.43% 6.08% 0.00% 96.12% 0.00%

1,851,114 $21,307,812

$11,598,058 5,719,224 3,059,010 55,000 52,020 5,887 0 0 $20,489,199

$2,318,301 1,751 0 $2,320,052

$1,760,798 1,751 9,721 $1,772,270

$2,509,133 1,751 0 $2,510,884

$2,442,211 1,751 0 $2,443,962

($66,922) 0 0 ($66,922)

-2.67% 0.00%

$1,432,022

% Change from FY17 Budget

7.32%

-2.67% 6.23%

$21,736,824

$23,080,082

$23,000,083

$24,432,105

Expenditures: Program Summary Fire Fund Administration Communication Services Suppression Training Community Risk Reduction Capital Debt Service Interfund Transfers Non-Departmental Sub-Total

$587,636 108,012 12,146,562 1,727,281 1,314,871 216,856 282,860 957,502 2,015,051 $19,356,630

$660,323 124,786 12,475,770 1,765,812 1,346,289 255,282 282,860 2,294,420 2,102,269 $21,307,811

$694,080 166,292 12,883,761 1,922,733 1,324,408 565,500 282,860 330,705 2,318,860 $20,489,199

$742,893 158,593 13,904,319 2,143,226 1,530,060 609,800 282,860 356,520 2,259,872 $21,988,143

$48,813 (7,699) 1,020,558 220,493 205,652 44,300 0 25,815 (58,988) $1,498,944

7.03% -4.63% 7.92% 11.47% 15.53% 7.83% 0.00% 7.81% -2.54% 7.32%

EMS-General Fund Emergency Medical Services Communication Services Training Sub-Total

$8,325,264 362,028 214,252 $8,901,544

$8,499,190 420,613 213,290 $9,133,093

$8,891,096 446,549 191,834 $9,529,479

$9,516,260 453,263 210,113 $10,179,636

$625,164 6,714 18,279 $650,157

7.03% 1.50% 9.53% 6.82%

$28,258,174

$30,440,904

$30,018,678

$32,167,779

$2,149,101

7.16%

$9,334,121 3,415,320 1,407,639 216,856 1,727,281 2,015,051 957,502 282,860 $19,356,630

$9,601,653 3,754,682 1,250,833 255,282 1,765,812 2,102,269 2,294,420 282,860 $21,307,811

$9,829,275 3,653,390 1,585,876 565,500 1,922,733 2,318,860 330,705 282,860 $20,489,199

$10,519,538 4,094,776 1,721,551 609,800 2,143,226 2,259,872 356,520 282,860 $21,988,143

$690,263 441,386 135,675 44,300 220,493 (58,988) 25,815 0 $1,498,944

7.02% 12.08% 8.56% 7.83% 11.47% -2.54% 7.81% 0.00% 7.32%

$5,675,957 2,106,466 1,094,699 24,422 $8,901,544

$5,896,464 2,307,002 925,834 3,793 $9,128,502

$6,143,154 2,299,245 1,074,064 13,016 $9,529,479

$6,565,992 2,470,665 1,129,963 13,016 $10,179,636

$422,838 171,420 55,899 0 $650,157

6.88% 7.46% 5.20% 0.00% 6.82%

$28,258,174

$30,436,313

$30,018,678

$32,167,779

$2,149,101

7.16%

109.98 68.02 178.00

111.10 67.90 179.00

111.34 68.66 180.00

115.20 69.80 185.00

3.86 1.14 5.00

3.5% 1.7% 2.8%

Total Expenditures Summary by Category Fire Fund Personal Services Benefits Other Operating Expenses Capital Training Non-Departmental Interfund Transfers Debt Service EMS-General Fund Personal Benefits Other Expenses Capital Sub-Total Total FTE's Fire EMS Total FTE's

188

Fiscal Year 2018 Annual Budget

Performance Measures Fire/EMS Strategic Priority: A Family-Friendly Community Measurement Type: Efficiency FY2015 Goal Actual

Goal

90%

97%

90%

100%

90%

FY2015 Goal Actual

Goal

N/A

6,400

8,883

4,000

FY2016 Actual

FY2017 Goal

FY2018 Goal

97%

90%

98%

90%

FY2017 Goal

FY2018 Goal

N/A

95%

90%

6,400

6,069

6,400

6,788

4,000

6,761

4,000

7 4 50 1

7 8 180 2

7 4 50 1

6 5 50 3

7 4 50 1

7 7 50 4

99%

99.5%

—

95%

—

99%

100%

—

90%

8) Maintain Citizen Emergency Response Team (CERT) force

100

135

100

135

100

9) Maintain Fire Explorers program participation

Measure: 1) Maintain Fire Rescue quality standards: —Response time of eight minutes or less for 90% of all emergency Fire/EMS calls —A minimum of fourteen firefighters on scene within ten minutes 90% of time for all structural fires Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 2) Provide inspection report to customer within 12 days from date of inspection (revised FY 2017) 3) Perform annual fire inspections on all commercial properties and applicable multi-family residential units 4) Provide public education programs to residents ages 5-8 5) Provide a minimum number of classes at the Fire Academy: —Florida Firefighter Minimum Standards classes —EMT classes —Specialty classes —Paramedic class 6) Percentage of customers who are satisfied with the quality of the Fire Department (Resident Survey) 7) Percentage of customers who are satisfied with the quality of the emergency paramedics (Business Survey)

City of Coral Springs, Florida

FY2016 Actual

189

Human Resources Mission Human Resources The Human Resources Department is committed to providing expertise in attracting, developing, and sustaining a high quality workforce committed to excellent service. Health Fund To provide Coral Springs employees and their families with a competitive benefits package consisting of a comprehensive, yet cost effective program for health, life, and long-term disability benefits.

Core Processes and Outputs Recruitment Recruit top talent by coordinating advertising, screening, interviewing, testing, selection, employee database management. • Timely processing of job applications to identify the most qualified candidates. Employee Development Provide training and development opportunities in the areas of compliance, customer service, leadership development and other topics identified through needs analysis. • Offer training through a variety of methods including instructor-led, e-learning, webinars, forums, mentoring, shadowing, books, and articles. • Develop leadership training programs and other professional development options in support of the City’s succession planning process. Compensation and Classification Support the development and maintenance of the Citywide broad band classification system, preparation and maintenance of classification specifications, preparation and maintenance of job descriptions, and completion of salary surveys. • Perform a comprehensive review of the City’s classification and compensation system to ensure competitive salaries to enable the City to hire and retain the best qualified employees. • Timely and accurate processing of payroll change authorizations. Compliance/Safety Coordinate Citywide safety programs. • Provide effective methods to ensure a safe work environment including safety training, committee meetings, library, events and programs. Employee Relations Partner with departments to provide guidance and consultation on human resource matters. • Develop, communicate and implement policies. • Discretely manage employee relations issues. • Effectively manage collective bargaining negotiations. Benefits Administration • Administer Police and Fire retirement plans. • Provide administrative support for general employee retirement plan, self-insured comprehensive medical and dental plan,

190

Fiscal Year 2018 Annual Budget

Human Resources (continued) and fully insured vision plan. Ensure that the aggregate and specific reinsurance coverage is maintained. • Limit health care costs to less than the medical inflation rate. • Provide fully insured basic life insurance, employee paid supplemental group life, long-term disability coverage, and wellness programs to all eligible employees. Community Relations/Citizens Services/City Hall in the Mall • Act as a clearinghouse for citizen requests for information and service via the City’s Help Desk. • Provide an added level of service and convenience by coordinating various new and existing city, county, state and federal programs and services at our City Hall in the Mall satellite location.

New Initiatives A Family-Friendly Community Multi-cultural Events (ongoing) Youth Programs (ongoing) An Active, Healthy Community City-wide Day of Service (ongoing) An Innovative, High-Performing Organization

• Human Resources staff serve as liaisons on the MLK Committee, Multicultural Advisory Committee, and the Customer-Involved Government Committee.

City Hall in the Mall Service Improvements OnBoarding Enhancements Enterprise Software (ongoing) with IT, HR, CMO , FS

• Plan and organize community, multi-cultural and education-related events, including the Martin Luther King, Jr. weekend Celebration, State of the City Reception, Unitown, Uniteens, Unikids, Teen Political Forum, National Day of Prayer, International Dinner Dance, Worldfest, and other ethnic festivals. Quality Feedback Initiatives Provide strategic direction and support for the City’s internal quality initiatives and coordinate the annual support services survey, organization survey, and department director/supervisor 360-degree assessments. • Coordinate the City’s Sterling/Baldrige efforts including coordination of the Citywide survey.

Human Resources

(Department/ Division Number) / Number of FTEs (Full-Time Equivalent) (a)Position split 75% Human Resources Div.1000; 25% Health Fund Div. 8501 (b)Position split 50% Human Resources Div. 1000; 50* General Insurance Fund Div. 8801

City of Coral Springs, Florida

191

Revenues and Expenditures by Program and Category

Human Resources Revenues: City Hall In The Mall Total Expenditures: Program Summary Human Resources Community Relations Volunteer Services* City Hall In The Mall Total

FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$ Change from FY17 Budget ($8,454) ($8,454)

% Change from FY17 Budget

$758,891 $758,891

$834,272 $834,272

$930,924 $930,924

$922,470 $922,470

-0.91% -0.91%

$894,933

$908,172

$1,180,378

1,225,450

45,072

3.82%

281,345 128,805 359,641 $1,664,724

291,981 138,513 378,917 $1,717,583

233,769 153,972 415,507 $1,983,626

291,081 168,304 469,757 $2,154,592

57,312 14,332 54,250 $170,966

24.52% 9.31% 13.06% 8.62%

$1,038,538 391,589 287,456

1,340,129 488,021 323,442 3,000 $2,154,592

$126,330 40,727 3,909 0 $170,966

10.41% 9.11% 1.22% 0.00% 8.62%

14.25

0.00

0.0%

*Division transferred from the Police Department Summary By Category Personal Benefits Other Expenses Capital Total FTE's

$975,971 374,216 311,363 3,174 $1,664,724

$1,717,583

$1,213,799 447,294 319,533 3,000 $1,983,626

13.00

14.25

FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$11,991,268 15,074 1,697,042 $13,703,384

$12,462,661 26,776 1,651,237 $14,140,674

$12,970,606 20,000 1,920,000 $14,910,606

$12,757,648 20,000 2,096,100 $14,873,748

($212,958) 0 176,100 ($36,858)

-1.64% 0.00% 9.17% -0.25%

Expenses: Program Summary Health-Dental Long Term Disability Contingency Life Insurance Total

$13,236,295 163,073 0 131,353 $13,530,721

$13,725,741 25,000 171,246 137,591 $14,059,578

$14,556,406 180,000 35,000 139,200 $14,910,606

$14,492,217 36,231 180,000 165,300 $14,873,748

($64,189) (143,769) 145,000 26,100 ($36,858)

-0.44% -79.87% 414.29% 18.75% -0.25%

Summary By Category Personal Benefits Other Expenses Total

$135,862 11,685,711 1,709,147 $13,530,720

$141,541 11,979,346 1,938,690 $14,059,577

$194,125 12,587,262 2,129,219 $14,910,606

$196,799 12,591,319 2,085,630 $14,873,748

$2,674 4,057 (43,589) ($36,858)

1.38% 0.03% -2.05% -0.25%

1.50

2.25

0.00

0.0%

Health Fund Revenues: Transfers Interest Income Recoveries Total

FTE's

192

Fiscal Year 2018 Annual Budget

$ Change from FY17 Budget

% Change from FY17 Budget

Performance measures Human Resources Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 1) Percentage of employees who agree with the statement “I would recommend working for the City to a friend” 2) Employee engagement index 3) Percentage of employees who feel Human Resources provides quality services 4) Percentage of employees that are satisfied with liaison services 5) Percentage of employees that are satisfied with wellness activities 6) Percentage of employees who believe benefits are in line with needs 7) Quality of hire satisfaction 8) Sick hours per employee 9) Percentage of minority applicants per recruitment 10) Percentage of employees who agree with "I am satisfied with the access to training resources to assist in my professional development." Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 11) Respond to customer requests within 2 days —and complete service request within 7 business days*

FY2015 Goal Actual

Goal

90%

93%

92%

90%

87%

90%

FY2016 Actual

FY2017 Goal

FY2018 Goal

94%

90%

88%

90%

97%

92%

96%

95%

90%

96%

90%

95%

90%

91%

90%

93%

90%

92%

90%

88%

90%

90% 48 45%

96% 64.7 64%

90% 48 45%

100% 65.3 68%

90% 48 45%

90%

91%

90%

92%

90%

FY2017 Goal 95% 95%

FY2018 Goal 95% 95%

FY2015 Goal Actual 100% 95% 100% 95%

FY2016 Actual transitioned 87% to new app 91% Goal

45%

*Complete is defined as either resolved or assigning it to another platform (such as Code or Track EZ) with a new case number.

City of Coral Springs, Florida

193

Information Technology Mission To successfully integrate people, process and technology by fostering partnerships and consistently delivering solutions that serve as the foundation of City operations.

Core Processes and Outputs The Information Technology department provides voice and data services to over 1,000 staff at 35 locations. The voice network includes over 275 mobiles devices and over 900 wired devices, approximately half of which are related to CISCO VOIP service switches (Public Safety, City Hall, Center for the Arts and Tennis Center). The remaining lines provide basic telephone service (CENTREX) from AT&T. The data network consists of systems that can access a full suite of general purpose software tools, as well as 142 business applications and services. Elements of the data network consist of computing platforms, local area networks (LAN), the wide area network (WAN), and a wireless infrastructure. Computing platforms in the network include AS/400, file servers, and application servers. Access to a computing platform from most locations is accommodated via LAN, which, in turn, is interconnected to form the City’s WAN. Application Development and Integration Develop and maintain business applications, integrating them with the production computing environment. • Maintain, administer, and upgrade three AS/400 computing systems and the 35 HTE integrated applications that are operational on this platform. • Maintain and administer 125 servers and 125 applications that are server based.

Information Technology

(Department/Division Number) / Number of FTEs (Full-Time Equivalent) (a)Position split 75% Information Technology Div. 2001; 25% Public Works-Utilities- Adm. Div 6001

194

Fiscal Year 2018 Annual Budget

Information Technology (continued) Infrastructure Management Plan, manage, and maintain a production environment (platforms, LANs, and WAN) in accordance with service level agreements related to security, reliability, availability, and performance of voice and data services.

New Initiatives An Innovative, High-Performing Organization

• Maintain and administer the City’s WAN, consisting of CISCO routers and switches at all City locations. Provide and support desktop access to general purpose software tools, business applications and data across multiple computing platforms, and external services, data, or applications.

Information Technology Contract Staff Augmentation Superion Training Package IT Security and Training (ongoing) Enterprise Software (ongoing) with Finance

• Maintain and administer the fully integrated voice and data network that consists of over 900 voice and data drops. The network serves all City locations with technology from CISCO systems. • Maintain, administer, and upgrade the City’s mobile computing environment for Police, Fire, Code Compliance, and Fleet Management. • Maintain, administer, and upgrade the GIS and AutoCADD computing platforms and applications serving departmental needs City-wide. • Maintain, administer and provide information relative to the City’s library of plat maps, as-builts, and design drawings. Customer Service Provide “on demand” service and support for system and security administration, problem resolution or coordination, acquisition research and assistance, and information requests relative to tools, data, and applications. • Respond to over 8,100 requests for service per year. Project Management Provide project governance based on sound project management methodologies, utilizing industry standard project management guidelines, the IT organization will manage the initiating, planning, executing, monitoring, controlling and closing of all technology projects..

City of Coral Springs, Florida

195

Performance Measures Information Technology Strategic Priority: An Innovative, High-Performing Measurement Type: Workload FY2015 Goal Actual

Measure: 1) Number of IT Development Projects implemented in accordance with Cityâ&#x20AC;&#x2122;s Business Plan and IT Work Program

Goal

FY2016 Actual

FY2017 Goal

FY2018 Goal

FY2017 Goal

FY2018 Goal

Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 2) Customer satisfaction rating from survey of Information Technology 3) Meet service level agreement regarding network availability 4) Meet service level agreement regarding application availability 5) Meet service level agreement regarding server availability

FY2015 Goal Actual

Goal

FY2016 Actual

95%

99%

95%

99%

95%

99.5%

100%

99.5%

100.0%

99.5%

98%

100%

98%

99.9%

98%

100%

99%

99.9%

99%

Revenues and Expenditures by Program and Category Information Technology Revenues: Information Technology Total

FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$ Change from FY17 Budget

% Change from FY17 Budget

$137 $137

$3,446,520 $3,446,520

$0 $0

$4,022,052 $4,022,052

Expenditures: Program Summary Computer Services Total

$3,182,973 $3,182,973

$3,446,520 $3,446,520

$3,655,547 $3,655,547

$4,022,052 $4,022,052

$366,505 $366,505

10.03% 10.03%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,544,804 611,962 1,026,207 0 $3,182,973

$1,698,736 648,804 1,034,668 64,312 $3,446,520

$1,804,231 677,531 1,173,785 0 $3,655,547

$1,964,787 672,815 1,382,950 1,500 $4,022,052

$160,556 (4,716) 209,165 1,500 $366,505

8.90% -0.70% 17.82% n/a 10.03%

21.25

21.50

0.00

0.0%

FTE's

196

Fiscal Year 2018 Annual Budget

n/a n/a

Parks and Recreation Mission To serve as a sports and entertainment destination to the residents of Coral Springs and northwest Broward County by providing exceptional leisure opportunities, beautification of the City, and support in reaching the City Commissionâ&#x20AC;&#x2122;s strategic priorities. We are focused on exceeding customer expectations through a philosophy of providing quality services, well-maintained facilities, and customer-friendly and attentive staff.

Parks and Recreation

(Department/Division Number) / Number ofFTEs (Full-Time Equivalent)

City of Coral Springs, Florida

197

Parks and Recreation (continued) Core Processes and Outputs Maintenance

New Initiatives An Active, Healthy Community

Coordinate overall management of Parks and Recreation divisions. • Maintain quality athletic fields and courts for over 1,150 organized sports teams. • Maintain 49 parks totaling 768 acres including buildings, structures, landscaping, irrigation and equipment. • Maintain safe and clean tennis facilities at Tennis Center, Cypress Park Tennis Center, other City parks, and two middle schools.

Mullins Aiello Field Turf Replacement Mullins MacElderry Field Lighting Athletic Field Maintenance Additional Senior Programming (ongoing) An Attractive Community

• Maintain ten pools, a 7,500 square foot fitness center, a full-service swim shop, and three concession venues.

Replace Irrigation Control System, Add Irrigation Wells

Landscape and Irrigation

New Entrance for Sherwood Forest Park with Public Works

Install, repair, and maintain irrigation systems, landscaping, and athletic turf in parks, medians, and all public buildings, facilities and grounds.

Maintain and Protect City Trees (ongoing)

Recreational Programming Provide programming for seniors, teens, special needs populations, preschoolers, after-school, summer recreation, and at-risk youth among others. • Conduct 32,000 swim classes annually to over 4,000 participants through three different Learn to Swim programs. Administrative Services Manage new park construction and existing facility enhancements. Develop, implement, and monitor the budget and strategic plan for Parks and Recreation. City representative to sports groups, Kreul Classic, Sports Coalition Committee, and Sports Commission. Negotiate reciprocal use agreements with schools, both public and private. Prepare grants and inter-local, reciprocal use, and lease agreements. Revenue collection for permits, rentals, clinics, summer recreation and other programs. • Generate over $270,000 in tennis lesson revenue and over $400,000 in gross sales at the Swim Shop. Coordinate and secure sponsorships and advertising. Negotiate and administer contracts of third-party contractors providing a variety of services to facility customers. Scheduling Provide field and court permits for 19 City-recognized sports programs, independent leagues and organizations, and drop-in groups. • Accommodate over 4,000,000 park visitors to all sites. • Accommodate 500,000 Aquatic Complex participants and visitors. • Host 118,000 tennis players. Transportation Provide community and senior bus service.

198

Fiscal Year 2018 Annual Budget

Revenues and Expenditures by Program and Category Parks and Recreation Revenues: Parks Cypress Park Mullins Park North Community Park Neighborhood Parks Sub-Total

FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$ Change from FY17 Budget

% Change from FY17 Budget

$119,747 323,939 31,928 107,025 $582,639

$105,431 345,001 27,403 91,364 $569,199

$124,141 320,130 46,087 112,979 $603,337

$126,624 326,533 47,009 115,239 $615,405

$2,483 6,403 922 2,260 $12,068

2.00% 2.00% 2.00% 2.00% 2.00%

Recreation Mullins Activity Center $43,800 Recreation Center 18,032 Summer Recreation 536,992 Transportation Services* 164,918 Gymnasium 472,227 Sub-Total $1,235,969 *Includes Community Bus Program Revenues

$50,153 16,379 530,282 154,704 493,694 $1,245,212

$44,676 18,393 547,732 181,031 462,747 $1,254,579

$45,570 18,760 510,000 182,152 470,558 $1,227,040

$894 367 (37,732) 1,121 7,811 ($27,539)

2.00% 2.00% -6.89% 0.62% 1.69% -2.20%

$349,931 30,454 120,273 336,667 $837,325

$358,896 25,503 123,251 341,933 $849,583

$320,140 28,578 165,725 433,775 $948,218

$320,002 28,578 127,910 354,841 $831,331

($138) 0 (37,815) (78,934) ($116,887)

-0.04% 0.00% -22.82% -18.20% -12.33%

$125,568 66,046 1,739,191 $1,930,805

$101,288 54,083 1,456,249 $1,611,620

$128,079 67,317 1,582,005 $1,777,401

$130,641 68,663 1,740,032 $1,939,336

$2,562 1,346 158,027 $161,935

2.00% 2.00% 9.99% 9.11%

Sportsplex/Tennis Sportsplex Athletic Complex Cypress Tennis Tennis Center Sub-Total Aquatics Services Cypress Pool Mullins Pool Aquatics Complex Sub-Total

$4,586,738

$4,275,614

$4,583,535

$4,613,112

$29,577

0.65%

Expenditures: Program Summary Parks Cypress Park Mullins Park North Community Park Neighborhood Parks Beautification Landscape Irrigation Environmentally Sensitive Land Sub-Total

Total Revenues

$1,174,671 1,420,000 777,100 1,509,774 1,133,568 1,275,759 576,887 158,853 $8,026,612

$1,157,598 1,444,224 770,280 1,547,886 1,114,248 1,350,848 594,097 217,481 $8,196,662

$1,289,942 1,425,781 838,853 1,587,117 1,229,488 1,484,576 627,996 238,676 $8,722,429

$1,444,389 1,580,326 974,550 1,848,372 648,627 813,177 670,481 241,595 $8,221,517

$154,447 154,545 135,697 261,255 (580,861) (671,399) 42,485 2,919 ($500,912)

11.97% 10.84% 16.18% 16.46% -47.24% -45.22% 6.77% 1.22% -5.74%

Recreation Activity Center Recreation Services Summer Recreation Transportation Services Gymnasium Sub-Total

$106,802 434,694 503,563 380,924 454,876 $1,880,859

$113,838 448,285 483,146 408,116 441,292 $1,894,677

$127,315 485,808 594,625 406,813 387,574 $2,002,135

$142,327 484,956 536,093 413,231 391,257 $1,967,864

$15,012 (852) (58,532) 6,418 3,683 ($34,271)

11.79% -0.18% -9.84% 1.58% 0.95% -1.71%

Sportsplex/Tennis Sportsplex Athletic Complex Cypress Tennis Tennis Center Sub-Total

$260,108 496,386 199,356 658,954 $1,614,804

$264,367 504,163 200,348 704,660 $1,673,538

$279,717 538,237 230,327 673,067 $1,721,348

$290,497 619,872 232,280 771,854 $1,914,503

$10,780 81,635 1,953 98,787 $193,155

3.85% 15.17% 0.85% 14.68% 11.22%

Aquatics Services Cypress Pool Mullins Pool Aquatics Complex Sub-Total

$323,768 272,394 2,097,662 $2,693,824

$352,151 272,603 1,850,058 $2,474,812

$397,758 264,706 1,903,972 $2,566,436

$404,739 273,330 2,028,275 $2,706,344

$6,981 8,624 124,303 $139,908

1.76% 3.26% 6.53% 5.45%

$14,216,099

$14,239,689

$15,012,348

$14,810,228

($202,120)

-1.35%

Total Expenditures

City of Coral Springs, Florida

199

Revenues and Expenditures by Program and Category Parks and Recreation (continued) Expenditures: Summary By Category Parks Personal Benefits Other Expenses Capital Sub-Total

FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$ Change from FY17 Budget

% Change from FY17 Budget

$2,992,121 1,631,446 3,365,825 37,220 $8,026,612

$3,049,663 1,676,508 3,400,844 69,647 $8,196,662

$3,291,516 1,777,671 3,629,402 23,840 $8,722,429

$3,178,669 1,733,227 2,932,396 377,225 $8,221,517

($112,847) (44,444) (697,006) 353,385 ($500,912)

-3.43% -2.50% -19.20% 1482.32% -5.74%

$721,923 219,843 937,701 1,392 $1,880,859

$703,196 224,504 966,977 0 $1,894,677

$852,441 246,473 903,221 0 $2,002,135

$806,127 243,062 918,675 0 $1,967,864

($46,314) (3,411) 15,454 0 ($34,271)

-5.43% -1.38% 1.71% n/a -1.71%

Personal Benefits Other Expenses Capital Sub-Total

$575,082 231,303 802,104 6,315 $1,614,804

$591,818 238,693 796,623 46,404 $1,673,538

$640,543 246,734 827,178 6,893 $1,721,348

$726,871 255,794 844,945 86,893 $1,914,503

$86,328 9,060 17,767 80,000 $193,155

13.48% 3.67% 2.15% 1160.60% 11.22%

Aquatic Services Personal Benefits Other Expenses Capital Sub-Total

$1,040,591 395,843 1,255,932 1,458 $2,693,824

$1,037,220 397,809 1,039,783 0 $2,474,812

$1,052,724 409,997 1,103,715 0 $2,566,436

$1,079,845 408,918 1,117,581 100,000 $2,706,344

$27,121 (1,079) 13,866 100,000 $139,908

2.58% -0.26% 1.26% n/a 5.45%

$14,216,099

$14,239,689

$15,012,348

$14,810,228

($202,120)

-1.35%

$5,329,717 2,478,435 6,361,562 46,385 $14,216,099

$5,381,897 2,537,514 6,204,227 116,051 $14,239,689

$5,837,224 2,680,875 6,463,516 30,733 $15,012,348

$5,791,512 2,641,001 5,813,597 564,118 $14,810,228

($45,712) (39,874) (649,919) 533,385 ($202,120)

-0.78% -1.49% -10.06% 1735.54% -1.35%

72.00 8.00 9.00 16.00 105.00

73.00 8.00 9.00 16.00 106.00

70.00 8.00 11.00 16.00 105.00

(3.00) 0.00 2.00 0.00 (1.00)

-4.11% 0.00% 22.22% 0.00% -0.94%

Recreation Personal Benefits Other Expenses Capital Sub-Total Sportsplex/Tennis

Total Expenditures Expenditures - All Divisions Summary By Category Personal Benefits Other Expenses Capital Total Expenditures

FTE's Parks Recreation Sportsplex/Tennis Aquatic Services Total FTE's

200

Fiscal Year 2018 Annual Budget

Performance Measures Parks and Recreation Parks Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 1) Quality service rating for appearance of recreation/athletic facilities (Resident Survey) 2) Customer service rating for parks and recreation staff (Resident Survey) 3) Safety rating of City parks (Resident Survey)

FY2015 Goal Actual

Goal

FY2016 Actual

FY2017 Goal

FY2018 Goal

96%

97%

—

95%

—

94%

96%

—

95%

—

92%

93%

—

90%

—

Recreation Strategic Priority: An Active, Healthy Community Measurement Type: Effectiveness Measure: 1) Customer service rating of summer recreation program

FY2015 Goal Actual 98% 100%

Goal 98%

FY2016 Actual 99%

FY2017 Goal 95%

FY2018 Goal 95%

FY2015 Goal Actual 60% 66%

Goal 60%

FY2016 Actual 66%

FY2017 Goal 60%

FY2018 Goal 60%

FY2016 Goal Actual 80,000 77,081

FY2017 Goal 80,000

FY2018 Goal 80,000

Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 2) Cost recovery ratio for the Recreation Division Strategic Priority: A Family-Friendly Community Measurement Type: Demand Measure: 3) Number of riders on community buses

FY2015 Goal Actual 90,000 85,208

City of Coral Springs, Florida

201

Performance Measures Aquatics Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 1) The combined cost recovery for the Aquatic Services —Aquatic Complex —Aquatic Services Division Strategic Priority: An Active, Healthy Community Measurement Type: Demand Measure: 2) Increase members and reduce member turnover: —Aquatic Complex membership —Aquatic Complex membership turnover —Cypress Pool average daily pool usage —Mullins Pool average daily pool usage Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 3) Maintain customer service ratings: —Aquatic facility —Cypress Park Pool —Mullins Park Pool

FY2015 Goal Actual

Goal

65% 50%

65% 60%

84% 72%

FY2016 Actual 79% 65%

FY2015 Goal Actual

Goal

5,000 49% 250 120

4,000 49% 250 120

4,863 39% 253 N/A

FY2015 Goal Actual

Goal

92% 92% 92%

N/A N/A N/A

FY2016 Actual 4,782 41% 255 130

FY2016 Actual 92% 92% 92%

FY2017 Goal

FY2018 Goal

65% 60%

FY2017 Goal

FY2018 Goal

4,000 50% 250 120

FY2017 Goal

FY2018 Goal

90% 90% 90%

Sportsplex Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 1) Revenue generated from Sportsplex concessionaires

FY2015 Goal Actual $230K $198K

FY2016 Goal Actual $226K $227K

FY2017 Goal $226K

FY2018 Goal $226K

FY2015 Goal Actual 4,000 3,404

FY2016 Goal Actual 3,600 3,454

FY2017 Goal 3,600

FY2018 Goal 3,600

FY2015 Goal Actual 50% 55% $288K $300K

FY2016 Goal Actual 50% 51% $275K $309K

FY2017 Goal 50% $275K

FY2018 Goal 50% $275K

FY2015 Goal Actual 90% 94% 30% 19%

Goal 90% 30%

FY2016 Actual 95% 21%

FY2017 Goal 90% 30%

FY2018 Goal 90% 30%

Strategic Priority: A Thriving Business Community Measurement Type: Effectiveness Measure: 2) Sports Commission: Number of room nights Tennis Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 1) Combined cost recovery ratio 2) Tennis lesson revenue Strategic Priority: An Active, Healthy Community Measurement Type: Effectiveness Measure: 3) Maintain customer service ratings at the Tennis Center 4) Membership turnover at the Tennis Center 5) Customer service rating for court maintenance at the Tennis Center 6) Number of tennis special events 7) Number of tennis teams

202

90%

78%

—

86%

90%

25 60

36 93

30 60

42 89

30 60

Fiscal Year 2018 Annual Budget

Police Mission To provide professional, high quality and effective police service in partnership with the community.

Core Processes and Outputs Administration Administer the financial, operational and capital budgets of the department. Manage the overall working of the Police Department to provide a safe and secure community environment. Provide public informational services. Identify specific training needs of department personnel.

Police

City of Coral Springs, Florida (Department/Division Number) / Number of FTEs (Full-Time Equivalent) *No full-time staff assigned to these divisions

203

Investigations Investigate property crimes such as burglaries, thefts etc., and violent crimes such as batteries, assaults, domestic violence, child abuse (physical, sexual, and neglect), elderly abuse, adult sex crimes, homicide, and aggravated battery.

New Initiatives A Family-Friendly Community Enhance Strategic Enforcement Team Administrative Lieutenant

Patrol Receive, process, and dispatch both emergency and non-emergency calls for Police and Fire Rescue. â&#x20AC;˘ Respond to 170,000 projected calls for service and incident response.

Emergency Call-Taker and Dispatch Improvements Summer Breakspot Program SWAT Suppressors

Support Functions

Mobile Command Center

Process all external and internal requests for reports and information.

School Resource Officers (ongoing)

Coordinate fleet and facility maintenance.

A Thriving Business Community Corporate Park License Plate Readers

Juvenile Operate the School Resource Officer program and present educational program at all grade levels.

An Innovative, High-Performing Organization Promoting Public Safety Wellness

Coordinate court-ordered community service hours program for juveniles and adults.

204

Fiscal Year 2018 Annual Budget (Department/Division Number) / Number of FTEs (Full-Time Equivalent) *No full-time staff assigned to these divisions

Revenues and Expenditures by Program and Category FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$2,390,586 408,623 $2,799,209

$2,105,780 435,242 $2,541,022

$2,689,551 424,966 $3,114,517

$2,426,019 452,033 $2,878,052

($263,532) 27,067 ($236,465)

-9.80% 6.37% -7.59%

$277,499 2,444,457 381,480 356,380 2,527,335 999,550 190,327 $7,177,028

$282,578 2,514,360 401,912 377,680 2,574,825 959,434 305,062 $7,415,851

$286,560 2,537,737 309,548 321,927 2,894,465 950,764 265,697 $7,566,698

$306,193 2,612,850 305,875 336,413 2,999,180 969,753 309,107 $7,839,371

$19,633 75,113 (3,673) 14,486 104,715 18,989 43,410 $272,673

6.85% 2.96% -1.19% 4.50% 3.62% 2.00% 16.34% 3.60%

3,329,703 86,238 228,935 804,096 1,728 479,172 423,051 512,443 $5,865,366

3,466,419 63,091 267,865 754,279 0 501,189 442,259 611,175 $6,106,277

3,539,159 94,150 248,035 801,621 0 561,723 445,815 585,934 $6,276,437

3,714,469 119,636 395,611 820,598 0 579,350 448,815 669,462 $6,747,941

$175,310 25,486 147,576 18,977 0 17,627 3,000 83,528 $471,504

4.95% 27.07% 59.50% 2.37% n/a 3.14% 0.67% 14.26% 7.51%

Sub-total Administration $13,042,394 *Division transferred to Human Resources in FY 2015 Office of Professional Standards Office of Professional Standards $261,974 Sub-Total $261,974 Operations Patrol Unit $17,848,172 Special Events 128,687 Traffic Unit 1,871,384 Sub-Total $19,848,243

$13,522,128

$13,843,135

$14,587,312

$744,177

5.38%

$264,828 $264,828

$346,873 $346,873

$363,076 $363,076

$16,203 $16,203

4.67% 4.67%

$18,517,485 160,108 1,900,650 $20,578,243

$18,832,549 150,838 1,930,796 $20,914,183

$20,013,035 170,936 2,081,212 $22,265,183

$1,180,486 20,098 150,416 $1,351,000

6.27% 13.32% 7.79% 6.46%

Police Revenues: Office of the Chief Off-Duty Detail Total Expenditures: Program Summary Administration Office of the Chief Vice/Intelligence Human Resources Off-Duty Detail Communications Center Fiscal Management SWAT Sub-Total Administration-Community Services Youth Liaison Emergency Management Community Involvement Training Volunteer Services* Central Records Crossing Guards Building and Fleet Maintenance Sub-Total

$ Change from FY17 Budget

% Change from FY17 Budget

Special Operations Strategic Enforcement Team Humane Unit K-9 Street Intelligence Unit Bicycle Unit BEAR Unit Sub-Total

$1,596,580 227,363 1,124,746 570,420 855,498 1,132,348 $5,506,955

$1,655,678 243,841 1,176,099 575,969 919,410 1,171,411 $5,742,408

$1,697,771 259,605 1,165,155 600,836 928,508 1,192,127 $5,844,002

$2,143,513 264,162 1,217,436 649,803 964,876 1,273,794 $6,513,584

$445,742 4,557 52,281 48,967 36,368 81,667 $669,582

26.25% 1.76% 4.49% 8.15% 3.92% 6.85% 11.46%

Criminal Investigations General Investigations Special Investigations Crime Scene Investigations Dive Team Sub-Total

$2,817,329 2,393,752 1,053,082 10,797 $6,274,960

$2,995,207 2,397,995 1,135,255 9,746 $6,538,203

$3,254,163 2,505,011 1,190,414 13,768 $6,963,356

$3,467,477 2,672,459 1,206,518 14,229 $7,360,683

$213,314 167,448 16,104 461 $397,327

6.56% 6.68% 1.35% 3.35% 5.71%

Sub-Total Operations Total Summary By Category Personal Benefits Other Expenses Capital Total Positions FTE's

$31,630,158

$32,858,854

$33,721,541

$36,139,450

$2,417,909

7.17%

$44,934,526

$46,645,810

$47,911,549

$51,089,838

$3,178,289

6.63%

$23,930,698 15,747,625 5,237,980 18,223 $44,934,526

$25,196,120 16,063,128 5,214,751 171,811 $46,645,810

$26,222,528 15,836,317 5,827,788 24,916 $47,911,549

$27,244,875 17,453,817 6,275,481 115,665 $51,089,838

$1,022,347 1,617,500 447,693 90,749 $3,178,289

3.90% 10.21% 7.68% 364.22% 6.63%

301.00 300.63

302.00 301.63

302.00 308.63

0.00 7.00

0.00% 2.32%

City of Coral Springs, Florida

205

Performance Measures Police Strategic Priority: A Family-Friendly Community Measurement Type: Effectiveness Measure: 1) Police Department's overall quality rating (Resident Survey) 2) Percentage of residents who feel that Coral Springs has remained as safe or become a safer place to live (Resident Survey)

FY2015 Goal Actual

Goal

FY2018 Goal

96%

—

95%

—

75%

79%

—

75%

—

5:00

4:55

-9.2%

2016 5:00 2016 0% 2016 0% 2016 30% 2016

2017 5:00 2017 0% 2017 0% 2017 30% 2017

17.5%

5:00

2015

6) Clearance rate for crimes (Source: Uniform Crime Report)

29%

7) Reduce or maintain percent change in number of robberies (Source: Uniform Crime Report)

-5%

-14.0% 2015

2014 0%

4:44 2015

2014 0%

-4.7%

0% 2015

2014 35.7%

30%

-42.4%

2016 31

2017 31

135

321

200

304

200

FY2017 Goal —

FY2018 Goal 92%

—

92%

2014

2015

35.7%

2015

2014 8) Traffic crashes per 1,000 citizens 9) Number of high school students that are awarded safe driving certificates at graduation

FY2017 Goal

95%

2014 3) Average Police response time (from time of call to arrival) 4) Stabilize the burglary rate at a 0% increase adjusted for population (Source: Uniform Crime Report) 5) Maintain 0% increase in crime rate as adjusted for population (Source: Uniform Crime Report)

FY2016 Actual

Strategic Priority: A Thriving Business Community Measurement Type: Effectiveness Measure: 10) Satisfaction rating by businesses (Business Survey) 11) Safety rating by businesses (Business Survey)

206

FY2015 Goal Actual — — —

—

Goal 92% 92%

Fiscal Year 2018 Annual Budget

FY2016 Actual 96% 96%

Public Works Mission Public Works To support Coral Springs in becoming the premier community in which to live, work, and raise a family by providing quality facilities, infrastructure and customer-focused services to both internal and external customers. Utilities To provide the City utilities service area with a reliable and safe water supply that is adequate for all customer needs including fire protection; and to ensure that wastewater is collected and disposed of properly in accordance with all regulations and standards as set forth by the Environmental Protection Agency, Florida Department of Environmental Protection, Broward County Health Department and the Broward County Environmental Protection Department. Equipment Services To support all departments of the City by maintaining and repairing all vehicles and equipment in a timely and cost-effective manner.

Public Works

(Department/Division Number) / Number of FTEs (Full-Time Equivalent): a. Position split 50% Public Works Div. 5501; 50% Utilities Adm. Div. 6001 b. Position split 50% Public Works Div. 5501; 50% Facilities Mgmt. Div. 5502 c. Position split 25% Public Works Div. 5502; 75% Streets Div. 5601 d. Total FTE also includes the following position split: 50% Director of Public Works (5501), 25% Director of Financial Services (1501), 50% City Controller (1501), and 25% Assistant City Attorney (2502) e. Position split 50% City Manager's Office Div. 0501; Utilities Adm. Div. 6001 f. Position split 25% Utilities Adm. Div. 6001; 75% Information Technology Div. 2001

City of Coral Springs, Florida

207

Public Works (continued) Core Processes and Outputs Public Works Administration

New Initiatives An Active, Healthy Community

Coordinate overall department management, administration, and budget.

Zika Prevention Efforts

Oversee the contractual responsibilities of the solid waste franchise holder.

Forest Hills Boulevard Pedestrian Lighting (ongoing)

Streets Perform repair and maintenance of City-owned streets, bike paths and parking areas. • Maintain 96.5 miles of bike paths and sidewalks. • Maintain 224 center lane miles of City streets. • Inspect 8 miles of state roads and 32 miles of county roads. • Clean and maintain over 6,500 drains.

An Attractive Community Median/Right of Way Maintenance Plan New Entrance for Sherwood Forest Park with P&R Intersection Approaches Upgraded to ADA Compliance Canal Bank Clearing

Facilities Perform in-house or contract for maintenance, repair, and minor construction of all City buildings. • Maintain 662,170 square feet of City facilities. Utilities Perform management, administration, and support for the daily operation of water treatment, water plant maintenance, water distribution, wastewater collection, and wastewater treatment.

Increase and Enhance Litter Control (ongoing) Turtle Run Park Left Turn Lane (ongoing) Electric Vehicles and Charging Stations (ongoing) NW 110th Avenue Bicycle and Pedestrian Project (ongoing) with Development Services

• Produce an average of 5.83 million gallons per day of treated water.

Inflow and Infiltration Rehabilitation (ongoing)

Equipment Services

Roadway Resurfacing (ongoing)

Repair and maintain all City vehicles including fire, police, and small engine equipment.

Wiles Road and 441 Entry Improvements (ongoing)

• Maintain 706 vehicles/equipment, 448 pieces of small engine equipment, and 81 generators.

An Innovative, High-Performing Organization

Prepare specifications for new equipment and vehicle purchases. Provide specialized equipment installation for public safety vehicles and general fleet. Repair and service motorcycles for the City of Margate and Coconut Creek.

City Engineer Construction Management Support Stormwater Assessment Implementation (ongoing)

Repair and maintain City of Parkland fire apparatus.

208

Fiscal Year 2018 Annual Budget

Revenues and Expenditures by Program and Category Public Works Revenues: Administrative Services Streets Total

FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$ Change from FY17 Budget

% Change from FY17 Budget

$258,866 49,684 $308,550

188,087 49,777 $237,864

$108,184 49,777 $157,961

$318,200 49,777 $367,977

$210,016 0 $210,016

194.13% 0.00% 132.95%

$295,668 54,497 $350,165

$273,054 41,157 $314,211

$287,489 61,309 $348,798

$411,736 217,453 $629,189

Engineering Streets Facilities Management Total

233,459 $3,551,565 794,073 $4,929,262

284,579 $3,560,063 774,508 $4,933,361

6,069 $3,738,749 730,802 $4,824,418

145,346 $5,525,252 1,157,890 $7,457,677

124,247 156,144 $280,391 $0 139,277 1,786,503.00 427,088 $2,633,259

43.22% 254.68% 80.39% n/a 2294.89% 47.78% 58.44% 54.58%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,497,962 675,932 2,744,423 10,945 $4,929,262

$1,483,186 649,786 2,796,500 3,889 $4,933,361

$1,613,521 732,316 2,472,512 6,069 $4,824,418

$1,935,855 821,826 4,691,457 8,539 $7,457,677

$322,334 89,510 2,218,945 2,470 $2,633,259

19.98% 12.22% 89.74% 40.70% 54.58%

28.00

27.75

28.75

33.75

5.00

17.4%

Expenditures: Program Summary Administrative Services Solid Waste Recycling Sub-Total

FTE's

Equipment Services Revenues: Fuel/Maint/Chargeback Transfers Fleet Services to other entities: City of Parkland City of Margate/Coconut Creek Interest Income Financial Strategy Appropriated Fund Balance / Equipmen Auction Total

FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$ Change from FY17 Budget

% Change from FY17 Budget

$5,890,747

$5,989,969

$6,313,663

$6,829,323

$515,660

34,983 5,175 41,917

26,002 5,144 56,134

32,000 3,500 50,000

0 0 0

3,237,402 291,224 $9,501,448

3,312,686 330,268 $9,720,203

3,722,625 144,000 $10,265,788

32,000 3,500 50,000 260,727 3,990,137 200,000 $11,365,687

8.17% n/a 0.00% 0.00% 0.00%

267,512 56,000 $1,099,899

7.19% 38.89% 10.71%

Expenses: Program Summary Equipment Maintenance Total

$9,031,634 $9,031,634

$9,181,197 $9,181,197

$10,265,788 $10,265,788

$11,365,687 $11,365,687

$1,099,899 $1,099,899

10.71% 10.71%

Summary By Category Personal Benefits Other Expenses Depreciation Interfund Transfers Equipment Purchases Total

$756,592 362,685 1,977,731 2,697,224 0 3,237,402 $9,031,634

$808,253 374,129 1,377,738 2,996,391 312,000 3,312,686 $9,181,197

$893,000 393,875 1,910,541 3,328,442 198,740 3,541,190 $10,265,788

$936,645 391,272 1,910,541 3,694,862 442,230 3,990,137 $11,365,687

$43,645 (2,603) 0 366,420 243,490 448,947 $1,099,899

15.00

0.00

4.89% -0.66% 0.00% 11.01% 122.52% 12.68% 10.71% n/a 0.00%

FTE's

City of Coral Springs, Florida

209

Revenues and Expenditures by Program and Category

Water and Sewer Fund Utilities Revenues: Water Wastewater Private Fire Line Fee Meter Sales Backflow Recertification Adm. Fee Misc. Income Charges for Service Appropriated Fund Balance Interest Income Total Expenses: Program Summary Administration Water Distribution Water Treatment Wastewater Treatment Wastewater Collection Sub-Total Non-Departmental Total Summary By Category Personal Benefits Other Expenses Capital Sub-Total Non-Departmental Total FTE's

FY 2015 Actual

FY 2016 Actual

$8,434,232 12,262,183 24,979 3,130 25,476 4,323 267,746 0 30,499 $21,052,568

60,421 $21,819,012

$306,431 459,342 768 300 567 0 6,419 1,304,914 510 $2,079,251

$849,464 903,403 1,178,791 5,232,090 2,483,906 $10,647,654

$961,504 1,059,319 2,619,583 6,104,926 1,156,299 $11,901,631

$1,049,980 1,119,212 3,037,385 6,065,210 1,241,049 $12,512,836

$1,135,761 1,168,645 3,106,453 6,065,210 1,255,105 $12,731,174

$10,361,394 $21,009,048

$9,424,715 $21,326,346

$11,263,720 $23,776,556

$13,124,633 $25,855,807

$85,781 49,433 69,068 0 14,056 $218,338 $0 $1,860,913 $2,079,251

$2,061,769 975,154 2,378,641 475,538 $5,891,102

$2,254,247 1,022,851 2,519,611 472,611 $6,269,320

$2,346,999 1,068,168 3,032,461 343,411 $6,791,039

$2,499,009 1,073,468 3,093,487 923,911 $7,589,875

$15,117,946 $21,009,048

$15,057,026 $21,326,346

$16,985,517 $23,776,556

40.25

40.50

FY 2016 Actual

0 $4,042,989

Expenditures: Summary By Category Personal Benefits Operating Expenses Interfund Transfers Total

210

$ Change from FY17 Budget

$9,061,630 13,583,410 26,379 10,300 19,480 10,000 210,889 2,902,707 31,012 $25,855,807

Solid Waste Fund Revenues: Program Summary Solid Waste Non Franchise Interfund Transfer (from General Fund) Appropriated Fund Balance Total

FTE's

FY 2018 Budget

$8,755,199 13,124,068 25,611 10,000 18,913 10,000 204,470 1,597,793 30,502 $23,776,556

FY 2015 Actual

$8,658,486 12,718,563 24,551 25,208 22,400 (7,427) 316,810

FY 2017 Budget

$4,042,989

$4,174,454 $200,000

FY 2017 Budget

% Change from FY17 Budget 3.50% 3.50% 3.00% 3.00% 3.00% 0.00% 3.14% 81.67% 1.67% 8.74% n/a n/a n/a 8.17% 4.42% 2.27% 0.00% 1.13% 1.74% n/a 16.52% 8.74%

6.48% 0.50% 2.01% 169.04% 11.76%

$18,265,932 $25,855,807

$152,010 5,300 61,026 580,500 $798,836 $0 $1,280,415 $2,079,251

40.50

0.00

0.00%

FY 2018 Budget

$ Change from FY17 Budget

7.54% 8.74%

% Change from FY17 Budget

$4,347,900

$4,585,987

$238,087

5.48%

$4,374,454

0 $4,347,900

0 $4,585,987

0 $238,087

n/a 5.48%

$0 0 4,190,011 36,000 $4,226,011

$43,872 18,122 4,265,711 71,500 $4,399,205

$42,658 19,562 4,285,680 0 $4,347,900

$100,579 61,228 4,424,180 0 $4,585,987

$57,921 41,666 138,500 0 $238,087

135.78% 212.99% 3.23% n/a 5.48%

0.00

0.75

2.75

2.00

266.7%

Fiscal Year 2018 Annual Budget

Performance Measures Public Works Strategic Priority: An Attractive Community Measurement Type: Effectiveness Measure: 1) Department’s overall quality service rating (Resident Survey) 2) Customer satisfaction rating on janitorial services

FY2015 Goal Actual

Goal

FY2016 Actual

FY2017 Goal

FY2018 Goal

92%

90%

—

90%

—

90%

93%

90%

100%

90%

FY2015 Goal Actual

Goal

FY2016 Actual

FY2017 Goal

FY2018 Goal

94%

93%

94%

96%

94%

93%

90% 3 days

93% <1 day

90% 1 day

99% 1 day

90% 2 days

5 days

4.3 days

5 days

5.9 days

5 days

10 days

FY2017 Goal 14,000 —

FY2018 Goal 12,000 1,155

Strategic Priority: An Attractive Community Measurement Type: Efficiency Measure: 3) Availability rate of all vehicles/equipment for all departments 4) Facilities routine work orders completed within 15 working days 90% of the time 5) Pot hole repair response time 6) Complete litter removal of 159 miles of road rights-ofway in five working days Strategic Priority: An Attractive Community Measurement Type: Workload Measure: 7) Storm drains cleaned per year 8) Fire hydrants serviced (revised for FY 2018) 9) Length of sanitary sewer pipe rehabilitated (lining) (new for FY 2018) 10) Service valves per year 11) Miles of street sweeping per year to meet NPDES standards

FY2015 Goal Actual 19,770 9,600 — 1,180

FY2016 Goal Actual 15,000 18,007 — 1,155

8,000 LF

750

1,164

1,000

1,200

1,000

300

978

850

1,151

1,000

Strategic Priority: An Attractive Community Measurement Type: Demand Measure: 12) Average daily wastewater flow (revised for FY 2018) 13) Percent of "unaccounted for" water

FY2015 Goal Actual — 7.135 <10% 8.00%

FY2016 Goal Actual — 9.042 <10% 6.12%

FY2017 Goal — <10%

FY2018 Goal <9.79 MGD <10%

FY2015 Goal Actual

Goal

FY2016 Actual

FY2017 Goal

FY2018 Goal

Yes Yes — — — — —

— Yes Yes — — — —

— — — Yes Yes Yes Yes

— — — — — — Yes (Dec)

Construction Management Support Strategic Priority: A Thriving Business Community Measurement Type: Effectiveness Measure: 1) Build the following City construction projects within budget and on time: City Hall South Building Demolition Safety Town Humane Unit Fire Station 43 Fire Station 95 CSI Building Municipal Complex

No No — — — — —

City of Coral Springs, Florida

— Yes Yes — — — —

211

Summary of Fleet Purchases 2018 Department/Fund

Division/Program Name Special Response Team

Div # 4201

Patrol

4107

Traffic Unit

4202

K-9 Unit

4203

Stategic Enforcement Team

4204

General Investigations

4301

Crime Scene Investigation

4305

Suppression

4801

Building

5302

Code Compliance Tennis

5403 8409

Sportsplex

7812

Police

Fire/EMS

Development Services

Sportsplex/ Tennis

Parks & Recreation

Public Works

Equipment Services

Utilities

Year 2009 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 2011 2011 2010 2010 2010 2010 2010 2010 2012 2012 2012 2012 2012 2012 2015 2015 2015 2015 2015 2008 2013 2013 2013 2013 2010 2011 2006 2008 2008 2010 2011 2008 2006 2005 2005 2007 2008 2008 2008 2008 2008

Item ID 9905 9262 9265 9266 9272 9285 9288 9290 9292 9294 9297 9298 9300 9302 9305 9308 9311 9313 9314 9324 9327 9329 9331 9337 9244 8444 8445 8446 8447 8443 8503 8612 8614 8615 8617 8070 9976 8060 8065 8067 8068 8075 9988 9989 9999 8900 7728 1532 1533 1534 1535 1536

Truck, Pickup 1/2 Ton Mini-replaced with Escape Toyota/Prius Hybrid- replaced with Escape Truck, Pickup 1/2 Ton Golf Cart Skid Loader Workman, Dumpbed

2007 2007 2008 2012 2004 2011

6005 6014 6646 1175 1895 1162

Estimate FY 2018 517,734 34,500 40,900 34,500 34,500 34,500 34,500 34,500 34,500 34,500 34,500 34,500 34,500 34,500 34,500 34,500 34,500 34,500 34,500 40,900 40,900 40,900 40,900 40,900 34,500 19,800 19,800 19,800 19,800 19,800 14,700 40,900 40,900 40,900 40,900 29,000 28,200 29,300 29,300 29,300 29,300 29,300 33,000 33,000 26,500 11,500 710,000 23,710 23,710 23,710 23,710 23,710 22,500 22,500 22,500 16,300 61,056 23,000

North Community Park

8103

Paint Machine

2013

1991

4,000

Mullins Park

8102

2004 2009 2009 2011 2011

1195 2205 1751 1185 2218

61,056 30,770 18,700 4,200 6,000

Neighborhood Parks

8116

Irrigation Beautification/ Landscape

8119 8118

Skid Loader Truck, Pickup 3/4 Ton Mower, Zero Turn Directional Arrows * Cab 7 Chassis 1 Ton w Utility Body

Cypress Park

8101

Toyota/Prius Hybrid- replace with Leaf Front End Loader w box blade

2007 2006

2200 2100

23,300 73,211

Streets

5601

Facilities

5801

Equipment Maintenance

5701

Truck, Pickup 1/2 Ton crew Cab Hybrid Pickup Truck, 1/2 crew Cab Hybrid * Generator Westside Van, Full Truck, Silverado Pickup Contingency

2011 2009 1998 2009 2006

4409 4407 Gen-57 4416 SPW9

30,770 40,300 4,000 30,400 35,500 44,000 0

Water Distribution

6002

Wastewater Collection

6005

Cab & Chassis EC Directiona Arrows, DOT * Vacuum Pump Truck, Sewer TV Equip/Grout Truck, Pickup 3500 Workman Generator, 230 KW Riverside & Wiles

2008 2008 2008 2007 2006 2009 1995

3311 3340 3324 3009 3310 1690 Gen-46

$46,000 $4,200 $2,000 $75,000 $202,940 $9,500 $278,750

Total Fleet Budgetâ&#x20AC;&#x201D;FY 2018 * Equipment to be refurbished in FY 2018

212

Vehicle/Equipment Type Mobile Command Center ** Patrol Vehicle, Full Size Patrol Vehicle, Full Size- replaced with SUV Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size- replaced with SUV Patrol Vehicle, Full Size- replaced with SUV Patrol Vehicle, Full Size- replaced with SUV Patrol Vehicle, Full Size- replaced with SUV Patrol Vehicle, Full Size- replaced with SUV Patrol Vehicle, Full Size Motorcycle Motorcycle Motorcycle Motorcycle Motorcycle Message Board Trailer Patrol Vehicle, SUV-K9 Patrol Vehicle, SUV-K9 Patrol Vehicle, SUV-K9 Patrol Vehicle, SUV-K9 Admin- SUV Van, 7 Passenger- replaced with SUV Admin Vehicle, Impala Admin Vehicle, Impala Admin Vehicle, Impala Admin Vehicle, Impala Admin Specialty Vehicle Van, Cargo Van, Cargo Van, 8 Passenger Workman Truck, Pumper Extrication Tool Extrication Tool Extrication Tool Extrication Tool Extrication Tool

3,990,137 ** Partially funded through Equipment Replacement Fund

Fiscal Year 2018 Annual Budget

ANNUAL BUDGE T CITY OF CORAL SPRINGS, FLORIDA 9551 West Sample Road Coral Springs, Florida 33065 CoralSprings.org â&#x20AC;¢ 954-344-1000