City of Coral Springs Adopted Budget FY 2018 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 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

How To Use This Book We’ve made every effort to make this book as easy as possible to read, but we understand just how difficult it can be to find what you’re looking for in such a complex document. To make your search easier, we’ve provided a number of tools to help you get what you need.

Organization of This Book The City of Coral Springs’ Annual Budget is made up of three separate books: The Annual Budget (this book), the Capital Improvement Program, and the Business Plan. This Annual Budget volume is divided into five sections: Introduction—This section contains the City Manager’s Letter, Mission, Strategic Priorities, Core Values, Citywide Organization Chart, and a few brief statistics about the City and its history. Pages 1-16. Budget Overview—This section contains the Budget Process Overview, Budget Highlights, Fund Structure Overview, Fund Summaries and Descriptions, Debt Management, Capital Improvement Program, and long-range planning tools. Pages 17-94. Business Plan—This section contains the current Market Environment, Service and Operations Strategy including ongoing and new initiatives, Financial Strategy, and results showing how well the City has performed in achieving strategic and departmental goals. Pages 95-180. Department Budgets—This section contains a description of each department’s mission, core processes and outputs, new initiatives, organization chart, revenue and expenditure summary, performance measures, and capital improvement projects. Pages 181-228. Appendix—This section includes the City’s Budget Resolution, Budget Ordinance, Financial Policies, Fund Balance, Debt Service Maturity Schedules, and staffing information. Pages 229-284.

Tables of Contents

Key Tools

A comprehensive Table of Contents is provided to help the reader locate information in this document. In addition, each subsequent section contains a table of contents directly behind the tab page to identify specific information about that section. Following the main Table of Contents is a list of Tables and Illustrations to highlight charts and graphs that contain essential information.

Strategic Priorities and Values.........................10 Coral Springs Organization Chart...................14 Budget Highlights......................................... 23-27 Combined Budget Summary...........................29 Fund Structure Overview........................... 30-31

Abbreviations and Acronyms A useful list of abbreviations and acronyms used in the book.

Glossary

Summary Net Budget.................................. 32-33 Fund Summaries & Descriptions..............35-69 Major Capital Projects..................................80-81 General Fund Five-Year Forecast.........138-139

A concise description of the terminology used in this document that is either technical in nature or unique to the City of Coral Springs. Each term is given a short entry that clearly defines it within the context that we use the term.

Index

Summary of new Initiatives...................134-135 FY 2018 KIO Summary .................................... 147 Performance Measurements ................148-150 Composite Indicators ...............................151-153 FY 2018 Initiative Updates......................154-164

In the back of the book we are providing a useful index with pointers to important terms. Headings and subheadings with corresponding page locators are listed to help the reader quickly search and easily access information throughout this book. This tool can be used to search by specific topic, by alphabet, and by cross reference.

Budget Process Map................................. 182-183 Department Budgets.............................. 186-226 Staffing......................................................... 254-270

City of Coral Springs, Florida

Table of Contents Introduction............................................................................................................................................................................................ 3 How To Use This Book..................................................................................................................................................................... 3 City Managerâ&#x20AC;&#x2122;s Letter..................................................................................................................................................................... 8 Strategic Priorities....................................................................................................................................................................... 10 Core Values.................................................................................................................................................................................. 11 Coral Springs at a Glance.............................................................................................................................................................. 12 Service Statistics.......................................................................................................................................................................... 13 City of Coral Springs Organization Chart...................................................................................................................................... 14 History of Coral Springs................................................................................................................................................................ 15 Budget and Strategy Division....................................................................................................................................................... 16 Budget Overview ................................................................................................................................................................................. 18 Budget Process Overview............................................................................................................................................................. 18 Budget Highlights........................................................................................................................................................................ 23 Combined Budget Summary........................................................................................................................................................ 29 Fund Structure Overview............................................................................................................................................................. 30 Budgeted Funds Overviews......................................................................................................................................................... 35 General Fund Budget.......................................................................................................................................................... 35 Fire Fund Budget................................................................................................................................................................ 44 Water and Sewer Fund Budget........................................................................................................................................... 48 Health Fund Budget........................................................................................................................................................... 51 General Insurance Fund Budget.......................................................................................................................................... 53 Coral Springs Charter School Fund Budget.......................................................................................................................... 55 Public Art Fund Budget....................................................................................................................................................... 56 Equipment Services Fund Budget....................................................................................................................................... 57 Pension Fund Budget.......................................................................................................................................................... 60 Solid Waste Fund Budget.................................................................................................................................................... 62 Debt Service Fund Budget.................................................................................................................................................. 63 Debt Management............................................................................................................................................................. 68 Capital Improvement Program..................................................................................................................................................... 70 Impact of CIP on the Operating Budget.............................................................................................................................. 74 Capital Improvement Summary by Fund............................................................................................................................ 78 CIP Budget by Funding Source - All Funds.......................................................................................................................... 79 Major Capital Projects by Department................................................................................................................................ 80 Major Capital Projects by Location...................................................................................................................................... 81 General Fund CIP Summary by Funding Source.................................................................................................................. 82 CIP Project Descriptions - General Fund.............................................................................................................................. 83 CIP Project Descriptions - Fire Fund.................................................................................................................................... 90 CIP Project Descriptions - Water and Sewer Fund................................................................................................................ 92 CIP Project Descriptions - Other Funds................................................................................................................................ 94 Business Plan........................................................................................................................................................................................ 95 Market Environment.................................................................................................................................................................... 97 Service and Operations Strategy................................................................................................................................................ 108 A Family-Friendly Community................................................................................................................................................... 109 A Thriving Business Community................................................................................................................................................. 114 An Active, Healthy Community.................................................................................................................................................. 120 An Attractive Community.......................................................................................................................................................... 124 Innovative, High-Performing Organization................................................................................................................................ 130

Fiscal Year 2018 Annual Budget

Table of Contents (continued) Financial Strategy...................................................................................................................................................................... 136 Measuring Results..................................................................................................................................................................... 146 Customer Requirements Analysis............................................................................................................................................... 165 Process Improvement Teams...................................................................................................................................................... 178 Awards and Special Recognitions............................................................................................................................................... 179 Department Budgets.......................................................................................................................................................................... 181 Budget Process Map.................................................................................................................................................................. 182 Department Budgets Overview................................................................................................................................................. 184 Sample Department Budgets Page............................................................................................................................................ 185 Department Budgets................................................................................................................................................................. 186 City Attorney.................................................................................................................................................................... 186 City Commission............................................................................................................................................................... 188 City Managerâ&#x20AC;&#x2122;s Office........................................................................................................................................................ 189 Development Services...................................................................................................................................................... 193 Financial Services............................................................................................................................................................. 198 Fire/EMS........................................................................................................................................................................... 201 Human Resources............................................................................................................................................................. 205 Information Technology.................................................................................................................................................... 209 Parks and Recreation........................................................................................................................................................ 212 Police................................................................................................................................................................................ 218 Public Works..................................................................................................................................................................... 222 Summary of Fleet Purchases 2018............................................................................................................................................. 227 Appendix............................................................................................................................................................................................ 229 Millage Rate Resolution............................................................................................................................................................. 230 Budget Ordinance...................................................................................................................................................................... 232 Financial Policies........................................................................................................................................................................ 237 Fund Balance Overview............................................................................................................................................................. 245 Staffing...................................................................................................................................................................................... 254 Community Redevelopment Agency (CRA)................................................................................................................................ 271 Abbreviations and Acronyms..................................................................................................................................................... 273 Glossary of Terms....................................................................................................................................................................... 274 Index......................................................................................................................................................................................... 280

City of Coral Springs, Florida

Tables and Illustrations Introduction............................................................................................................................................................................................ 3 Key Tools........................................................................................................................................................................................ 3 Coral Springs at a Glance.............................................................................................................................................................. 12 Service Statistics.......................................................................................................................................................................... 13 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....................................................................................................................................... 25 Timeline of major events impacting the City’s financial condition............................................................................................... 26 Annual net operating budget and capital.................................................................................................................................... 28 Appropriated Funds Budget - Fiscal Year 2018............................................................................................................................. 29 Fund structure overview.............................................................................................................................................................. 30 Major Funds................................................................................................................................................................................. 30 Summary of net budgeted revenues — Fiscal Year 2018............................................................................................................ 32 Summary of net budgeted expenditures —Fiscal Year 2018....................................................................................................... 33 Where the money comes from by source (all funds).................................................................................................................... 34 Where the money goes by category (General Fund only)............................................................................................................. 34 Where the money goes by type of program (all funds)................................................................................................................ 34 Millage rates, combined, historical.............................................................................................................................................. 38 General Fund total revenues—$124,829,900*........................................................................................................................... 38 Franchise fees.............................................................................................................................................................................. 39 Utility service taxes...................................................................................................................................................................... 39 General Fund total expenditures—$124,829,900....................................................................................................................... 41 General Fund revenue and expenditure summary ....................................................................................................................... 42 General Fund non-departmental operating expenses................................................................................................................. 43 Fire Assessment rate schedule ..................................................................................................................................................... 45 Fire Fund total revenues—$21,988,143...................................................................................................................................... 45 Fire Assessment rate comparison Fiscal Year 2018....................................................................................................................... 46 Fire Fund total expenditures—$21,988,143*............................................................................................................................. 46 Fire Fund revenue and expense summary.................................................................................................................................... 47 Water bill for average single-family residence............................................................................................................................. 49 Water and Sewer Fund Total Revenues ........................................................................................................................................ 49 Water and Sewer Fund revenue and expense summary............................................................................................................... 50 Water and Sewer Fund total expenditures .................................................................................................................................. 50 Health Fund revenue and expense summary............................................................................................................................... 52 General Insurance Fund revenue and expense summary............................................................................................................. 54 Equipment Service Fund revenue and expense summary............................................................................................................ 58 Ten-year fleet replacement cost................................................................................................................................................... 59 Solid Waste Assessment............................................................................................................................................................... 62 Allocation of Non-Voted Debt Service for Fiscal Year 2018........................................................................................................... 64 General Obligation Bonds Outstanding........................................................................................................................................ 65 Ad Valorem Millage Rate Charged for General Obligation Bonds.................................................................................................. 65 Debt Maturity Schedule............................................................................................................................................................... 66

Fiscal Year 2018 Annual Budget

Tables and Illustrations (continued) Capital expenditure Fiscal Year 2018............................................................................................................................................ 70 Capital expenditure Fiscal Years 2018-2023................................................................................................................................. 70 Fleet Replacement Program contributions and expenses............................................................................................................. 72 Computer Replacement Program contributions and expenses..................................................................................................... 72 CIP funding sources- Fiscal Year 2018........................................................................................................................................... 73 CIP Operating Capital- Fiscal Year 2018........................................................................................................................................ 75 CIP impact on the operating budget FY 2018............................................................................................................................... 76 FY2018 Capital projects financed via grants................................................................................................................................. 77 Capital Improvement Summary by Fund..................................................................................................................................... 78 CIP Budget by Funding Source - All Funds.................................................................................................................................... 79 Major Capital Projects by Department......................................................................................................................................... 80 Major Capital Projects by Location............................................................................................................................................... 81 Business Plan........................................................................................................................................................................................ 95 Total Taxable Assessed Values...................................................................................................................................................... 98 Demographic charts.................................................................................................................................................................. 105 City of Coral Springsâ&#x20AC;&#x2122; Business Model......................................................................................................................................... 108 2016-2018 Short-Range Transportation Improvement Plan...................................................................................................... 118 Long-Range Transportation Improvement Plan......................................................................................................................... 119 Summary of Fiscal Year 2018 Initiatives..................................................................................................................................... 134 Assessed Value Totals as billed .................................................................................................................................................. 137 General Fund Five-Year Forecast ................................................................................................................................................ 138 Forecast of General Fund Revenues............................................................................................................................................ 140 General Fund Revenues............................................................................................................................................................. 140 Fire Assessment rate comparison Fiscal Year 2018..................................................................................................................... 143 Water and Sewer Fund forecasted debt service ......................................................................................................................... 144 Residential Solid Waste Assessment Rate.................................................................................................................................. 145 Summary of Fiscal Year 2017 KIO Results................................................................................................................................... 147 Department Performance Measurements.................................................................................................................................. 148 Summary of Fiscal Year 2017 Initiative Updates......................................................................................................................... 154 Survey respondents by general location.................................................................................................................................... 165 Overall ratings of customer service............................................................................................................................................ 169 Overall perceptions of Coral Springs........................................................................................................................................... 170 Reasons Businesses Decide to Locate Here................................................................................................................................. 171 Overall Business Atmosphere Rating.......................................................................................................................................... 171 Best Ways for the City to Communicate with Businesses ........................................................................................................... 172 Ratings of City Property Taxes Compared to Other Communities ............................................................................................... 173 SWOC Rankings ......................................................................................................................................................................... 174 Ranking of first choices by all respondents................................................................................................................................ 175 Department Budgets.......................................................................................................................................................................... 181 Budget Process Map.................................................................................................................................................................. 182 Summary of Fleet Purchases 2018............................................................................................................................................. 227 Appendix............................................................................................................................................................................................ 229 Summary table of Position Counts............................................................................................................................................. 254 Number of budgeted positions By Departmentâ&#x20AC;&#x201D;Fiscal Year 2018............................................................................................ 254 Position Counts for all Departments and Divisions..................................................................................................................... 255 Fiscal Year 2018 CRA Operating Budget...................................................................................................................................... 272

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. 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,

Fiscal Year 2018 Annual Budget

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. 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

City of Coral Springs, Florida

Strategic Priorities TO BE THE PREMIER COMMUNITY IN WHICH TO LIVE, WORK, AND RAISE A FAMILY.

Family-Friendly Community

Thriving Business 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 of our diversity, and embracing our inclusive, welcoming nature.

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.

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.

Attractive Community

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.

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.

Innovative, High-Performing Organization Key Initiatives: • Enhance Strategic Enforcement Team

• Corporate Park License Plate Readers

• Increase Firefighter/Paramedic Staffing • Business Recruitment Campaign

• Athletic Field Maintenance • Forest Hills Boulevard Pedestrian Lighting

• 911 Dispatch Improvements

• Building Our Future Campaign

• Summer Breakspot Program

• Municipal Complex

• Median/Right of Way Maintenance Plan

• SWAT Suppressors

• Zika Prevention

• Sherwood Forest Park Entrance

• Mobile Command Center

• Senior Outreach Newsletter

• Canal Bank Clearing

• Crowdfunding Event

• Mullins Aiello Field Turf Replacement

• City Engineer

• K-12 Education Summit

• Mullins MacElderry Field Lighting

• Contract Administrator

Fiscal Year 2018 Annual Budget

Core Values Customer Focus • Practice a “can do” attitude.

• 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.

City of Coral Springs, Florida

Coral Springs at a Glance  Incorporated July 10, 1963  Commission - City Manager Form of Government  Five-member City Commission, nonpartisan, elected at large  City Manager appointed by the City Commission

Demographics

Economics Office space Retail space Industrial space Assessed Taxable Property Valuation Principal Employers Employer

Population per U.S. Census Bureau 1980 37,349 1990 78,864 2000 117,549 2010 121,096 2011* 121,651 2012* 122,681 2013* 122,994 2014* 123,618 2015* 124,282 2016* 126,264 2017* 127,381

Broward County Schools First Data Coral Springs Medical Center Publix Supermarkets Walmart/Sam’s Club City of Coral Springs Coral Springs Auto Mall Target Macy’s Sears Roebuck & Co. Total

*As of April 1 Bureau of Economic and Business Research (BEBR)

3.9 million sq. feet 8.1 million sq. feet 3.6 million sq. feet $9,692,486,879

Employees % of Total City Employment 2,029 2.90% 2,000 2.86% 1,127 1.61% 1,103 1.58% 846 1.21% 831 1.19% 390 0.56% 306 0.44% 250 0.36% 233 0.33% 9,115 13.04%

Source: 2016 CAFR, Coral Springs Economic Development Foundation

% of Total Assessed Value Principal taxpayers: Coral-CS/LTD Associates 1.35% Florida Power & Light 0.79% Mid-America Apartments LP 0.75% Spa the Grove LLC 0.65% Sherwood Forest at Coral Springs 0.61% Knickerbocker Properties Inc. 0.57% ERP Operating LP 0.48% Club Mira Lago Trust Cort 0.39% City National Bank of Florida 0.38% Alliance RT Limited Partnership 0.38% (2017 Tax Year per DR-420)

Median age

36.5

Number of households Median household income (2010 ACS est.)

41,814 $65,348

Racial composition (may be more than one race) White Black or African American Asian Some other race American Indian, Alaskan Native Pacific Islander Two or more races

69.17% 17.94% 5.10% 4.19% 0.24% <0.1% 3.31%

Hispanic or Latino (of any race)

23.49%

Source: 2010 U.S. Bureau of the Census.

Education For School Year 2016-2017

Number of public/charter schools Elementary Middle High school (including Douglas) Charter (all grades)

26 12 4 4 6

Number of students

31,064

(Includes public schools, charter schools, and out-of-city limits Stoneman Douglas High School.)

Source: City of Coral Springs Fiscal Year 2016 CAFR.

Property tax millage rate (Fiscal Year 2018): General operating $5.8732 Voter-approved debt $0.2753 Total $6.1485 Bond ratings: Moody’s Investors Service Standard and Poor’s Fitch Ratings

Aa1 AAA AAA

Per capita debt (Fiscal Year 2018): General Obligation debt per capita

$196

Fiscal Year 2018 Net Adopted Budget: *Fiscal Year 2018 Adopted Capital Budget:

$191,972,863 $18,112,357

Fire Assessment (single-family residence) Solid Waste Assessment

$180.00 $248.00

* FY 2018 Capital Improvement Program budget of $17,527,357 was adjusted shortly after approval to reflect $585,000 in additional General Fund Capital

Land Use Land area

Improvements. A budget amendment reflecting the revised total FY 2018 Capital Improvement Program of $18,112,357 is forthcoming.

23.94 sq. miles

For more details, refer to Demographic Trends in the Business Plan section of this book.

Fiscal Year 2018 Annual Budget

Service Statistics

Service Statistics Police (for FY2018)

Center For The Arts/Theater/Museum

Police officers Number of service calls Number of 911 calls Average emergency response time

*216 119,235 60,053 5:62 min.

Fire/EMS (for FY2018) Uniform strength (career and certified firefighters): Coral Springs (including Parkland) *169 Number of fire stations: Coral Springs 5 Parkland 3 Number of service calls (for Coral Springs): Fire 152 EMS 9,623 Other 3,738 Average response times (for Coral Springs): Fire 5:02 min. EMS 4:52 min. *Budgeted positions for FY2018

Theater size Capacity Meetings hosted Theater attendance Museum size Museum attendance Museum events Museum classes

67,000 sq. ft. 1,471 seats 15 101,150 13,500 sq. ft. 292,911 176 118

Parks and Recreation Number of parks Number of acres Number of park patrons Number of sports teams Number of tennis patrons Number of Aquatic Complex visitors Number of swim classes Number of swim class participants

49 768 5,200,000 774 120,000 600,000 466 4,000

Public Works Tons of waste recycled Streets / miles maintained City vehicles and equipment maintained Bike path / sidewalks

8,037 tons 224 miles 1,363 116 miles

Utility District Size Population served Customer accounts Miles of water lines Fire hydrants Number of wells Average daily water demand Daily water treatment capacity Permitted maximum day withdrawal Sewer lines / force mains Average daily sewer treatment Sewer reserve capacity

Total City Staff

Coral Springs Charter School Number of students (2018 School Year) Number of classrooms Number of teachers Grades

11.5 sq. miles 66,158 13,038 163 1,155 18 6.131 mgd 16 mgd 11.37 mgd 125.1/31.4 miles 7.62 mgd 9.79 mgd

1,673 84 99 6 - 12

Full-time (includes city of Parkland fire staff) 858 Part-time 1 Subtotal 859 Temporary (excludes Summer Recreation) 307 Total 1,166

City of Coral Springs, Florida

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

Fiscal Year 2018 Annual Budget

independentCity renovated to add including celebrates museum, Aquatic 50th establishing Complex was aed Anniversary the City’s first expanded, ty ad valorem Sportsplex 30 yearand old City O. Benjamin taxproperty Tennis Center faces staggering City’s first was Geiger mils $4.0000 d City created growth rateemployee elected Mayor gering creating a huge was hiredatebegan the and demand for City Police Chief huge servicesCoral of making task Richard or City Springs City Coral Springs Vedilago Coral Centre was y 1963, independentCity City holds first City renovated to add l Springs including celebrate election: Mayor was museum, Aquatic was City 50th establishing Lewie Mullins to add Complex was The rporaed celebrates Anniversa The census of 2013 the City’s first continued O. 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rings

History of Coral Springs

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mark

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.

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

Grace Checo

Principal Office Assistant (954) 344-1191 gcheco@coralsprings.org

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.

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 Combined Budget Summary................................................................................................................................................................. 29 Fund Structure Overview....................................................................................................................................................................... 30 Budgeted Funds Overviews................................................................................................................................................................... 35 General Fund Budget................................................................................................................................................................... 35 Fire Fund Budget......................................................................................................................................................................... 44 Water and Sewer Fund Budget.................................................................................................................................................... 48 Health Fund Budget..................................................................................................................................................................... 51 General Insurance Fund Budget................................................................................................................................................... 53 Coral Springs Charter School Fund Budget................................................................................................................................... 55 Public Art Fund Budget................................................................................................................................................................ 56 Equipment Services Fund Budget................................................................................................................................................ 57 Pension Fund Budget................................................................................................................................................................... 60 Solid Waste Fund Budget............................................................................................................................................................. 62 Debt Service Fund Budget........................................................................................................................................................... 63 Debt Management....................................................................................................................................................................... 68 Impact of CIP on the Operating Budget........................................................................................................................................ 74 Capital Improvement Summary by Fund..................................................................................................................................... 78 CIP Budget by Funding Source - All Funds.................................................................................................................................... 79 Major Capital Projects by Department......................................................................................................................................... 80 Major Capital Projects by Location............................................................................................................................................... 81 General Fund CIP Summary by Funding Source............................................................................................................................ 82 CIP Project Descriptions - General Fund....................................................................................................................................... 83 CIP Project Descriptions - Fire Fund.............................................................................................................................................. 90 CIP Project Descriptions - Water and Sewer Fund......................................................................................................................... 92 CIP Project Descriptions - Other Funds......................................................................................................................................... 94

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, Department Budgets, and Index.

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 (Operating and CIP) 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

General Operating Millage

Debt Service Millage

Introduction

$5.8732 $0.2753

Combined City Millage Rate $6.1485

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. Operating Millage Rate rate Voter-Approved Debt Service Millage Ratemillage rate Coral Springs operating millage Voter-approved debt service $1.0000

$7.0000 $5.8732

$6.0000 $5.0000 $4.0000

$4.5697 $4.5697 $4.5697 $4.3559 $4.3939

$0.8000

$4.7982 $4.7982

$0.6000

$3.8866 $3.3651 $3.3651

$3.0000

$0.4000 $0.2915

$2.0000

$0.2000

$1.0000 $0.0000

$0.1774

$0.1763

$0.2933

$0.2906

$0.1763

$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

Budget in Brief 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 2018-2019 Strategic Plan and 2018 Business Plan. Highlights of the Fiscal Year 2018 budget include: • Total taxable assessed value increased 7.39% in the City of Coral Springs to $9,692,486,879. • 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. • The voter-approved debt service millage rate will decrease from $0.2948 to $0.2753, a decrease of $0.0195 or -6.6% due to the increase in assessed values.

FY 2017 Final Millage Rates

Operating millage rate comparison with other municipalities $10 $9

Coral Springs

4.1193

Plantation

5.0799

Deerfield Beach

5.3252

5.8732

Sunrise

5.6736

5.9000

6.0493

2018

6.0543

6.7654

7.4479

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

$1 $0

Hollywood Miramar

Pembroke Pompano Pines Beach*

Davie

Ft Lauderdale

* Pompano Beach includes a separate EMS millage of 0.5000

City of Coral Springs, Florida

• 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 single-family 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. • Water and Sewer rates will increase by 3.5%, an increase of $2.24 per month for the average residential customer. • The Residential Solid Waste Special Assessment will increase by $8.25, from $239.75 to $248.00 per single-family home. • 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. • 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%. 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. 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) full-time employees, offset partially by the conversion of several part-time positions to full-time status. The table below shows the newly authorized positions for the upcoming budget year. • 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.

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

40 29

0 -2

-10 -13

-11

-8

Fiscal Year 2018 Annual Budget

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

-20

Full-time additions for Fiscal Year 2018

FY2018 FULL TIME ADDS TO STAFF

POLICE 4 Law Enforcement Officers - 1 Law Enforcement Sergeant 1 Law Enforcement Sergeant - 1 Telecommunicator

FIRE/EMS 3 Firefighter/Paramedics - 1 Fire Inspector 1 Principal Office Assistant

PUBLIC WORKS

SOLID WASTE

FINANCIAL SERVICES 1 Accountant - 1 Contract Administrator

DEVELOPMENT SERVICES

City of Coral Springs, Florida

Financial Condition The improving local and regional economy has favorably impacted 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’s priority is to continue efforts in maintaining a sound fiscal management and stability. The City’s healthy financial position can be attributed to long-term financial planning that identifies emerging issues which may affect our ability to provide the level and type of service customers expect. For that commitment to our citizens the City commission approved a millage increase from $4.7982 to $5.8732. As shown in the table below, our financial, political and natural environment is forcing management to take the hard but much needed decisions, to ensure the City continues to provide the level of services and builds up a healthy stabilization fund to prepare the City for future challenges.

How We Got Here

Timeline of major events impacting the City’s financial condition Hurricane Wilma

Tax Reform

Ad Valorem Revenues

Economic Recession

Taxable Value

Other Revenue

Hurricane Irma

2005 (FY2006)

2007‐current

2007‐2015

2007‐2013

2008‐2017

2007‐2016

2017‐2018

Used ~$30M reserves

Limited tax revenue a City could collect

Recently returned to pre‐recession: $35M in 2007 $35M in 2015

Recession impacted all revenue sources

Taxable value ↓ CST ↓ $1.8M Over $13M in costs 29% from 2008 (legislative (estimated) driven) to 2012

↑ Foreclosures

Save Our Homes caps limit increase to 3%

↑ Unemployment

Recovering: at $9.69B, still not up to $10.39B In 2008

(unfunded mandates)

Additional $25,000 homestead exemption New homestead portability New property tax caps

↑ Commercial vacancies

FY18 – Unfunded mandate for Police & Fire $860,000

Home values reset at lower values and are locked due to SOH

Interest Income ↓ $1.5M Licenses and Permits ↓ $1.3M

↑Sworn Pension due to Δ State of Florida Mortality Tables

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.

Fiscal Year 2018 Annual Budget

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 six 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.

City of Coral Springs, Florida

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.

Fiscal Year 2018 Annual Budget

Combined Budget Summary BUDGET SUMMARY CITY OF CORAL SPRINGS FISCAL YEAR 2017-2018

THE PROPOSED OPERATING BUDGET EXPENDITURES OF THE CITY OF CORAL SPRINGS ARE 9.2% MORE THAN LAST YEAR'S OPERATING EXPENDITURES

Appropriated Funds Budget - Fiscal Year 2018

CASH BALANCE BROUGHT FORWARD: ESTIMATED REVENUES

GENERAL FUND $0

Millage Per $1,000 Ad Valorem Taxes $5.8732 Ad Valorem Taxes $0.2753 (Voted Debt) Solid Waste Assessment Fire Fund Special Assessment Sales and Use Taxes Franchise Fees Utility Service Taxes Licenses and Permits Intergovernmental Revenue Charges for Services Fines and Forfeitures Miscellaneous Revenues Other Financing Sources

DEBT SERVICE FUND $0

CAPITAL PUBLIC PROJECTS ART FUND FUND $0 $313,900

SOLID WASTE FUND $0

WATER & SEWER FUND $2,902,707

FIRE FUND $0

CHARTER SCHOOL FUND $165,392

TOTAL BUDGET $3,381,999

Taxes:

54,079,618 2,534,925 2,167,500

4,585,987 12,493,249

8,712,500 10,009,313 11,681,365 4,165,729 11,875,085 14,699,256 3,209,708 4,094,616 135,209

11,647 7,439,640

4,847,285

23,000

TOTAL REVENUES AND OTHER FUNDING SOURCES

$124,829,900

$9,986,212

$4,847,285

$23,000

$4,585,987

TOTAL ESTIMATED REVENUES AND BALANCES

$124,829,900

$9,986,212

$4,847,285

$336,900

$4,585,987

$54,079,618 $2,534,925 $6,753,487 $12,493,249 $8,712,500 $10,009,313 $11,681,365 $4,165,729 $30,188,259 $40,866,446 $3,311,728 $4,192,275 $12,451,021

6,086,885 3,245,102 102,020 55,000 5,887

12,226,288

$22,953,100

$21,988,143

$12,226,288

$201,439,916

$25,855,807

$21,988,143

$12,391,680

$204,821,915

22,922,088 31,012

EXPENDITURES / EXPENSES General Governmental Services 14,558,398 Education 555,900 Public Safety 63,484,423 Physical Environment 10,357,472 Economic Environment 619,925 Culture and Recreation 15,245,228 Debt Service 7,014,024 Capital Improvement Program Excluding Operating CIP Other Financing Sources (Uses) 10,543,237 TOTAL EXPENDITURES/EXPENSES $122,378,607 Reserves $2,451,293

$9,986,212 $0

$4,847,285 $336,900 $0 $0

TOTAL APPROPRIATED EXPENDITURES AND RESERVES

$9,986,212

$4,847,285

$124,829,900

2,213,411

282,860

$4,585,987 $0

1,660,379 $25,855,807 $0

3,226,192 $21,988,143 $0

$12,391,680 $0

$14,558,398 $12,947,580 $81,963,514 $36,642,229 $903,172 $15,582,128 $19,496,507 $4,847,285 $15,429,808 $202,370,621 $2,451,293

$4,585,987

$25,855,807

$21,988,143

$12,391,680

$204,821,914

12,391,680 18,479,091 4,585,987

21,698,770 283,247

336,900 9,986,212 4,847,285

$336,900

The tentative, adopted, and/or final budgets are on file in the office of the above-reference taxing authority as a public record.

Note: Revenues (sources) and Expenses (uses) for Equipment Services, Health, and General Insurance funds are incorporated within all other appropriated funds included in this summary and thus, not listed separately. Note: In accordance with standard budgeting practice, the main difference between the “Summary of Net Budgeted Revenues/Expenditures” on pages 30 and 31 and the “Fiscal Year 2018 Combined Budget Summary” on this page is that the latter does not include internal service funds to avoid double-counting interfund transfers (movement of money from one fund to another).

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 * FY 2018 Capital Improvement Program budget of $17,527,357 was adjusted shortly after approval to reflect $585,000 in additional General Fund Capital Improvements. A budget amendment reflecting the revised total FY 2018 Capital Improvement Program of $18,112,357 is forthcoming.

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

Budgeted Funds Overviews GENERAL FUND BUDGET SUMMARY FY 2015 Actual

FY 2016 Actual

FY 2017

FY 2018

Adopted Budget

General Fund 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 Aquatics—Cypress Pool Aquatics—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%

0 400,000 400,000

0 300,000 300,000

129,973 0 129,973

135,209 0 135,209

$5,236 $0 $5,236

4.03% 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 Transfer from Grants Fund for CDBG 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 $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

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 Internal Auditor City Hall at the Walk Lease Library/Grounds Parking lot Maint Subtotal - Non-Departmental

150,000 580,139 0 0 0 0 0 0 0 147,317 49,064 464,371 529,116 100,000 271,856 9,956 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 89,170 268,175 4,124 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

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

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

Miscellaneous Expenditures: Gainsharing Total Miscellaneous Expenditures Total Non-Departmental Total Expenditures Revenues in Excess of Expenditures

$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 25,000 323,446 10,000 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 25,000 90,000 10,000 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 ($233,446) $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% 0.00% -72.17% 0.00% 67.69%

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%

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%

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

($273,930)

5.87% 2.24% -100.00%

9,943,143

12,596,017

13,647,724

19,100,534

$5,452,810

39.95%

$100,980,062

$106,479,488

$111,881,119

$124,829,900

$12,948,781

11.57%

$2,561,563

$3,180,715

($0)

City of Coral Springs, Florida

($0)

0.00%

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) Franchise fees are charges to service providers for the right to operate within the municipal boundaries of the City. The “Franchise Fees” table presented on the right, includes current franchise fee rates, projected Fiscal Year 2018 revenues, and percent change from the adopted Fiscal Year 2017 budget. For more details, see Financial Strategy in Business Plan section of the document.

FY 2016 Type (% of Gross) Budgeted Receipts

FY 2017 Budgeted Receipts

FY 2018 Budgeted Receipts

Percent Change

Electricity (6%)

$7,434,499

$7,508,844

$6,758,313

-10.00%

Solid Waste

2,900,000

3,100,000

3,131,000

1.00%

Towing/Other Total

101,000

120,000

0.00%

$10,435,499

$10,728,844

$10,009,313

-6.71%

FY 2017 Budgeted Receipts

FY 2018 Budgeted Receipts

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 2018 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

Percent Change

$9,100,000

$9,373,000

$9,466,730

1.00%

2,101,200

2,034,861

2,055,210

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. Waste Pro is the exclusive provider of residential solid waste service since Jan 2014. 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 increase 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, the economy has significantly improved since then with the majority of current permits being 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 (3.6% 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 offset by savings in other categories. 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, 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 in 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, and Community Development. The budget for this department decreased 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 a 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 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 $12,948,782

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

$0 680.43

$0 16.1

Fiscal Year 2018 Annual Budget

n/a 2.4%

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 Financial 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

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 Budget FIRE FUND BUDGET SUMMARY Fire Fund 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

FY2018 Adopted Budget

FY 2015 Actual

FY 2016 Actual

FY2017 Adopted Budget

$ % Change from Change from FY17 Budget FY17 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 Prepared 10/26/2017 9:17 AM

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—$21,988,143*

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 Fire FundFund revenue and expense summary 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

FY 2016 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 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 StatementFUND of Revenues and Expenses WATER AND SEWER BUDGET SUMMARY Water & Sewers Fund

FY 2015 Actual

FY 2016 Actual

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

$8,658,486 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

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

21,819,012

23,776,556

25,855,807

2,079,251

8.74%

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

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

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%

Subtotal Debt Service

1,881,291

2,213,131

2,213,411

0.00%

Total Non-Operating

15,593,484

15,529,641

17,328,930

19,189,843

1,860,913

10.74%

$21,009,048

$21,326,346

$23,776,556

$25,855,807

$2,079,251

8.74%

$43,520

$492,666

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%/20 Source & Treatment DW061620 ($1.1M/3.06%/20 years) Lift Stations Rehab WW822020 Sewer Rehab WW06160 Forest Hills Wellfield DW061630

Grand Total - Expenses Revenues in Excess of Expenses Positions

40.25

40.50

Fiscal Year 2018 Annual Budget

$ % Change From Change From FY17 Budget FY17 Budget

$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 an 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

Non-Operating 47.3%

Administration costs increased by $85,781 or 8.17% from the previous yearâ&#x20AC;&#x2122;s budget.

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.

Wastewater Treatment 23.5%

The budget in this division increased $14,056 or 1.13%. 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%

Health Fund Budget 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 0.25 % from the Fiscal Year 2017 adopted budget.

Revenues

Expenses

Interfund transfers: (85.7% of total revenues)

$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 0.4% 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

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

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.

Health Health Fund Fund revenue and expense summary 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 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

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

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)

Workers’ compensation: (41.7% of total expenses)

$1,855,130

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.

$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 % Change from FY17 Budget FY17 Budget

Coral Springs Charter School Fund Budget

Statement of Revenues and Expenditures CHARTER SCHOOL FUND SUMMARY Charter SchoolBUDGET Fund 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 Fund Budget

PUBLIC

Statement of Revenues and Expenses Art Fund ART FUND Public BUDGET SUMMARY 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 The cost of selecting, purchasing, and maintaining are the main expenditures 10/6/2017 public 10:53art AM of the fund, along with consultants, materials, and supplies needed to support the Public Art Committee.

Fiscal Year 2018 Annual Budget

Equipment Servicesand Fund Budget Statement of Revenues Expenses Equipment Services Fund

EQUIPMENT SERVICES FUND BUDGET SUMMARY

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 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. The increase is mainly driven by a change in the mortality tables actuaries use to calculate pension obligations. 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%. The increase is mainly driven by a change in the mortality tables actuaries use to calculate pension obligations. 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

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

Debt Service Fund Budget DEBT SERVICE FUND BUDGET SUMMARY The Debt Service Fund accounts for the repayment of voter-approved long-term General Obligation debt, as well as other longterm financing utilized by the City. Ad valorem taxes are used to pay debt service on general obligation bonds. Debt service on all other financing is allocated among the various funds of the City. The City is not subject to a legally-imposed debt limit but makes careful use of debt to finance major capital projects, such as new buildings, renovations, infrastructure improvements, and major equipment purchases, per self-imposed policies (see Financial Policies in the Appendix for details.)

The Fiscal Year 2018 Debt Service FundStatement budget is $9,986,212. represents aand decrease of $254,443 or 2% from the Fiscal Year 2017 of This Revenue Expenditures budget primarily due to lower than expected debt service on the Phase 2 Municipal Complex financing.

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

City of Coral Springs, Florida

Debt Service Fund Description Debt Issuance and Refundings Capital improvements, equipment purchases, and facility projects are classified into “pay-as-you-go” and “debt financing” classifications. Pay-as-you-go capital items are $5,000 or less with short lives (less than four years) or involve the replacement of existing equipment where depreciation has been paid to a sinking fund. It is generally not prudent to spend operating cash on assets that have useful lives greater than five years because capital assets are paid for gradually over their useful lives by an annual depreciation charge to the current accounting period.

Debt financing is used for major, non-recurring items with a minimum four years of useful life. When the City finances capital projects by issuing debt, it is amortized over a term not to exceed the average useful life of the project(s) financed. Current relatively low interest rates make debt financing economical and wise compared to cash financing.

The City’s goal is to keep the average maturity of General Obligation bonds at or below 12 years. The City reviews its outstanding debt regularly to determine if the financial marketplace will afford the opportunity to refund an issue and lessen debt service costs. To consider the possibility of refunding an issue, a present value savings of three percent over the life of the respective issue, at a minimum, must be attainable.

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. 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 Capital Municipal Municipal Revenue Capital Complex Complex Revenue Bonds Loan Ph. 2 Loan Ph. I Bond (RZED) 2016 2014 2015B 2010* General Fund $1,002,190 $248,062 $412,822 $1,405,596

Capital Revenue Note 2013

Capital Revenue Bond 2015

Franchise Revenue Bond 2014

$519,600 $1,517,553 $1,534,445 $373,756 $100,000

Fire Fund

$132,860

Water & Sewer Fund Allocations by Issuance

$1,002,190

$248,062 $412,822 $1,405,596

Lease Purchase Financing Allocations 2013 by Fund

$519,600 $1,617,553 $1,667,305

$7,014,024

$50,000

$282,860

$50,000

$473,756 $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.

The City limits its debt service expense allocated to the General Fund to no more than 12.5% of the General Fund budgeted expenditures. The General Fund expenditures for Fiscal Year 2018 are budgeted at $124,829,900. The debt service allocated to the General is $7,014,024, or 5.6%, well below the self-imposed limit of 12.5%. Annual General Fund debt service expense is limited to 12.5% of the total General Fund budget: current = 5.6%

Fiscal Year 2018 Annual Budget

Debt Service Fund Description - cont. Expenditures Expenditures in the Debt Service Fund are the principal and interest payments on most of 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. General Obligation Bond Debt Service: $2,535,173

25% of total expenditures

General Obligation (GO) bonds allow municipalities to borrow money to pay for capital improvements and projects that benefit the entire community. Repayment of GO bonds is guaranteed by the “full faith and credit” of the City and the ability to raise taxes to pay the debt service via a separate voter-approved debt levy. The City has three voter-approved GO bonds outstanding, funded by ad valorem taxes. The current dedicated debt millage rate is $0.2753 per $1,000 of taxable assessed value. The City limits its total outstanding General Obligation debt to no more than 5% of the City’s total taxable assessed value. For Fiscal Year 2018 the General Obligation debt outstanding is $22.9 million which is 0.24% of the total taxable assessed value. General obligation debt outstanding shall not exceed 5% of the City’s taxable assessed value: current = 0.24%

General Obligation Bonds Outstanding

Rating Agency

Series

Purpose

Outstanding

2005B

N. Community Park, Mullins Gym

2013

Mullins Master Plan, Public Safety add’n

$11,972,830

2015

PS Comm., 2 Fire Stations, Safety Town...

$10,481,358

$525,000

TOTAL

$22,979,188

Ad Valorem Millage Rate Charged for General Obligation Bonds FY2013

FY2014

FY2015

FY2016

$0.2906 $0.2033 $0.2038 $0.2933

FY2017

FY2018

$0.2948

$0.2753

Moody’s Investor Service

GO Bond Rating Aa1

Standard and Poor’s

AAA

Fitch

AAA

Much like an individual’s credit rating, a bond rating is a measure of an organization’s credit worthiness. The higher the bond rating, the more favorable the interest rates that can be obtained. Coral Springs has the highest bond rating (triple A) from two of the three rating agencies.

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 totals $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 Public Safety projects: Upgrade Public Safety communications, construct two new fire stations, construct a new Safety Town, and renovate the CSI building. This bond has a maturity date of October 1, 2029. Debt service will be $1,006,667 leaving a year-end balance of $10,481,358.

City of Coral Springs, Florida

Debt Service Fund Description - cont. Debt Maturity Schedule Mun Complex Ph 2 2016A Mun Complex Ph 2 2016B

$18.5 M Bond $923,000 $3.7 M Bond

$79,190

$10 M Bond

$248,062

$5.9 M Bond

$505,578

$12 M Bond

$1,405,596

$4.7 M Note

$519,600

$7.8 M Bond

$1,617,553

Franchise Rev Bond 2014

$9.4 M Bond

$1,667,305

Phone Lease Purchase 2013

$2.5 M Lease

$473,756

GO Bond 2015

$12.45 M GO Bond $1,006,667

GO Bond 2013

$14.3 M GO Bond $999,756

GO Bond 2005B

$5.9 M GO Bond $528,750

Mun Complex Ph 1 RZED Bond Cap Revenue Bond 2015B Cap Revenue Note 2013 Cap Revenue Bond 2015

Mun Cmplx Bond Phase 2 2016A Mun Cmplx Bond Phase 2 2016B Mun Cmplx Bond Phase 1 2014 Capital Revenue (RZED) Bond 2010 Capital Revenue Bond 2015B Capital Revenue Note 2013 Capital Revenue Bond 2015 Franchise Revenue Bond 2014 Lease Purchase Financing 2013

Par Value $18,460,000 $3,770,000 $10,043,000 $5,913,000

Matures FY2034 FY2026 FY2024 FY2030

$12,089,000 $4,679,582 $7,780,000 $9,441,272 $2,511,998

FY2025 FY2023 FY2021 FY2020 FY2018

Fiscal Year 2018 Annual Budget

Debt Service $923,000 $79,190 $248,062 $505,578 ($412,822 net) $1,405,596 $519,600 $1,617,553 $1,667,305 $473,756

Outstanding $18,460,000 $3,770,000 $10,043,000 $4,085,264 $8,985,000 $2,452,670 $4,694,000 $3,255,864 $0

Debt Service Fund Description - cont. Revenue Bond (non-voted) Debt Service: $7,440,289 75% of total expenditures Municipal Complex Bond (Phase 2) 2016A and 2016B The bulk of the funding for the new City Hall was issued September 2016, split into two parts. Series 2016A are tax-exempt bonds and Series 2016B, reflective of the cost of the public parking portion of the Complex, are taxable bonds. This was done to preserve the Cityâ&#x20AC;&#x2122;s flexibility in future economic development. No principal payments are planned until Fiscal Year 2025. Municipal Complex Bond (Phase I) 2014 Funding sufficient to meet early cash flow needs of the new City Hall was obtained September 2014. Interest-only debt service is planned until Fiscal Year 2021. Capital Revenue (RZED) Bond 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 2010 the proceeds funded downtown improvements. Capital Revenue Bond 2015B For Fiscal Year 2016 the operating millage rate was increased by 5% in order to fund debt service on $12 million of capital projects including the Aquatic Complex renovations (repairing the 50 meter pool), artificial turf in Cypress Park, Gymnasium renovation, security cameras in the parks, energy efficient field lighting, Center for the Arts roof repairs, interior improvements at the Center for the Arts, roadway resurfacing, pedestrian lighting on Forest Hills Boulevard, improvements at the Wiles Road and 441 intersection, forensic analysis equipment, and other police safety and investigative equipment. Capital Revenue Note 2013 This low interest rate debt (1.95%) funded projects in Fiscal Year 2013 Capital Improvement Plan, including Aquatics upgrades, Royal Palm Entryway, technology security, various parks renovations, and police surveillance equipment. Capital Revenue Bond 2015 Originally issued August 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. Franchise Revenue Bond 2014 The 2004 Franchise Bonds were refunded in 2014 at a rate of 1.7%. The 2004 bond had refunded the 1994, 1996, 1998 and 1999 Series, which were issued to fund capital for Public Works, Parks, as well as infrastructure improvements. 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 this debt will be fully repaid this year.

City of Coral Springs, Florida

Debt Management Water and Sewer Fund Debt Much of the water utility improvements identified in the Cityâ&#x20AC;&#x2122;s Water and Wastewater System Master Plan (August 2006) were funded by low-interest loans from the Florida Department of Environmental Protection (DEP) State Revolving Fund (SRF). The City has seven outstanding SRF loans, each with a term of 20 years. The annual interest rate has varied from 2.50% to 3.06%. Capital Improvement Program (CIP) budgets adopted in Fiscal Years 2012 and 2013 included an additional $8.7 million in water and sewer system improvements, specifically a $6.7 million Phase 3 water plant improvement and a $2 million booster station rehabilitation. In December 2012, the City executed a 20 year bank loan of $8,745,000 at an interest rate of 2.29% to fund these improvements. In May 2015, the City issued $4,772,000 in new Water and Sewer Fund debt at a rate of 2.002% for additional capital projects including rehabilitation, replacement and improvement to the Cityâ&#x20AC;&#x2122;s water and sewer infrastructure. The estimated pledged revenue coverage ratio of the Water and Sewer Fund for Fiscal Year 2018 is 3.4. Gross Revenue

Less: Operating Expenses

Net Available Revenue

Debt Service Total

Coverage

$23,777,000

$16,349,000

$7,427,000

$2,164,276

3.4

Water and Sewer Debt SRF Loan: Lift Station 20A/20B Rehab

Par Value

Matures

Debt Service

Outstanding

$536,159

FY2029

$34,926

$330,115

SRF Loan: Sewer Rehab Phase II

$1,046,756

FY2033

$68,527

$849,111

SRF Loan: Water Treatment Plant Improvements, Phase 1 and 2

$5,431,530

FY2032

$361,943

$4,167,983

SRF Loan: Raw Water Supply Wells

$1,846,683

FY2031

$121,224

$1,314,171

SRF Loan: Transmission, Distribution, Interconnects

$3,052,141

FY2033

$203,318

$2,411,063

SRF Loan: Source and Treatment

$1,119,826

FY2032

$75,902

$859,067

SRF Loan: Forest Hills Wellfield

$2,378,188

FY2033

$151,830

$1,889,444

$1,017,671

$11,820,954

SRF Loans Total

$15,411,283

2012 Bank Loan

$8,745,000

FY2031

$582,552

$6,455,000

2015 Bank Loan

$4,772,000

FY2024

$564,053

$3,158,000

$2,164,276

$21,433,954

Water/Sewer Total Debt

$28,928,283

Fiscal Year 2018 Annual Budget

Debt Management - cont. Debt Ratios The City’s Total Taxable Value for the Fiscal Year 2018 budget is $9,692,486,879 and the population estimate as of April 2017 is 127,381.

Fund

Debt

Debt Service

GO Bonds

$24,956,131

$1,976,943

Debt Service

Revenue Bonds

$61,218,218

Water & Sewer

SRF Loans

Water & Sewer

Revenue Bonds

TOTALS

Principal Outstanding October 1

Principal Principal Outstanding Payments

% of Taxable Value

Per Capita

$22,979,188

0.24%

$180

$5,472,420

$55,745,798

0.58%

$438

$12,499,672

$678,718

$11,820,954

0.12%

$93

$10,529,000

$916,000

$9,613,000

0.09%

$75

$100,158,940

1.03%

$786

$109,203,021

September 30

Future Debt GO Bond Using a November 2016 referendum Broward County proposed a one-cent sales surtax to fund countywide transportation needs as well as local municipalities’ infrastructure projects. The referendum failed. In preparation and support of the referendum, the City of Coral Springs identified a backlog of capital projects that need a funding source. A 22% operating millage rate increase for Fiscal Year 2018 has started the City down the road toward funding some of these projects, but there are many more that are of immediate concern. Therefore, the City is asking voters to approve up to a $74 million General Obligation bond issuance in the March 2018 special elections. This bond referendum will be submitted as three seperate ballot questions to authorize the issuance of Genral Obligation Bonds for Public Safety, Parks and Recreation and Streets and Drainage projects. Westside Complex In August 2017, the building and land located at 4150 NW 120 Street in Coral Springs was listed for sale. This building is immediately to the south of the City’s Fire Academy and to the east of the existing Westside Complex. The availability of this building presented a unique opportunity to reduce both time and costs associated with the ongoing project at Westside. The City will finance the purchase of this building and begin design work for the Westside Complex with a $10 million revenue bond with a 15 year term, a rate of 2.5%, and prepayment at no additional cost after October 1, 2019. This will enable the City to consider refinancing this debt if the General Obligation bond referendum passes. No debt service is expected until Fiscal Year 2019.

City of Coral Springs, Florida

Capital Improvement Program 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. The capital expenditures for Fiscal Year 2018 is programmed at $18,112,357. The Capital Improvement Program budget of $17,527,357 was adjusted shortly after approval to reflect $585,000 in additional General Fund Capital Improvements. A budget amendment reflecting the revised total FY 2018 Capital Improvement Program of $18,112,357 is forthcoming. General Fund

$5,375,690

Water and Sewer

$7,124,500

Equipment Service Fund

$4,432,367

Fire Fund

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%

Water and Sewer Fund, 39.3%

Equipment Services Fund, 24.5%

$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.

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 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. 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 . 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.

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 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). 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, based on age, condition, maintenance cost, and expected life of each equipment. 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.

Computer Replacement Program contributions and expenses Planned Fiscal Year Expenditures 2018 $863,786 2019 $829,056 2020 $807,436 2021 $1,200,386 2022 $1,122,386 2023 $796,286 2024 $929,056 2025 $635,436 2026 $1,396,686 2027 $1,120,136 2028 $666,186

Contributed Depreciation $838,081 $859,083 $881,135 $904,290 $928,603 $954,131 $980,936 $1,009,081 $1,038,633 $1,069,663 $1,102,244

Year‐end Balance 1,692,894 1,722,921 1,796,620 1,500,525 1,306,741 1,464,587 1,516,467 1,890,112 1,532,059 1,481,586 1,917,644

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. 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.

Fleet Replacement Program contributions and expenses Fiscal 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

Contributed 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

Intra Fund Transfer $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $0 $0

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

Fiscal Year 2018 Annual Budget

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

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

$33,000

Admin Lieutenant Vehicle

$36,600

K-9 Tactical Vests

$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

Vehicle & Equip. Replacement

$3,990,137

Total Equipment Serv Operating CIP

$3,990,137

Fire Fund 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 (cont.) Operating Expenses 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 Parks 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.

CIP impact on the operating budget FY 2018

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 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 the projects have been 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 existing 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 (cont.) 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 FY2018 Capital projects financed via grants 2018 is $ 379,687, and the Water and Sewer Fund’s portion Source of is $232,842. Project Allocation Grant

Grants

Housing Rehabilitation

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.

Existing Walkways Renovation

$100,000

New Side Walk Construction

$249,760

Youth scholarships

$50,000

Senior recreational activities & TherapeuticalActivity

$51,407

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.

CDBG

$89,673

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 Forest Hills Blvd Roof Replacement

Pedestrian Lighting

Facility Mullins Park Athletic Field Renovations

Street name Capital project

Artifical Turf Field- Aiello

City of Coral Springs, Florida

CIP By Funding SourceCIP Summary by Funding Source General Fund 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

CIP Project Descriptions - General Fund PROJECT NAME STRATEGIC PRIORITY

Admin Lieutenant Vehicle Family‐Friendly Community

Budget

FY 2018 Budget

FY 2019 FY 2020 Plan Plan

Project Cost

36,600 ‐

Operating Impact

‐

FY 2021 FY 2022 FY 2023 Plan Plan Plan ‐

‐

Total 36,600

FUNDING SOURCE

General Fund Operating

DEPARTMENT DESCRIPTION

Police Total Project Cost 36,600 5,229 5,229 5,229 5,229 5,229 62,745 This project is for the purchase of a vehicle for the newly created position of Operations Division Lieutenant.

PROJECT NAME

K‐9 Tactical Vests

STRATEGIC PRIORITY

Family‐Friendly Community

Budget

FY 2018 Budget

5,229 5,229 5,229 5,229 5,229 26,145

FY 2019 FY 2020 Plan Plan

FY 2021 FY 2022 FY 2023 Plan Plan Plan

Total

Project Cost

7,000 ‐

‐

7,000 14,000

Operating Impact

‐

FUNDING SOURCE

General Fund Operating

‐

DEPARTMENT DESCRIPTION

Police Total Project Cost 7,000 ‐ ‐ This project is for the replacement of K‐9 tactical Vests with GatorHawk K‐9 tactical Vests.

‐

7,000 14,000

PROJECT NAME

Bear Tactical Vests

Budget

FY 2018 Budget

‐

FY 2019 FY 2020 Plan Plan

‐

FY 2021 FY 2022 FY 2023 Plan Plan Plan

Total

STRATEGIC PRIORITY Family‐Friendly Community

Project Cost

5,000 ‐

‐

5,000 ‐

10,000

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

DEPARTMENT DESCRIPTION

Police Total Project Cost 5,000 ‐ ‐ ‐ This project is for the replacement of tactical vests with Prima Vista International tactical vests.

PROJECT NAME

Taser Replacement

Budget

FY 2018 Budget

‐

FY 2019 FY 2020 Plan Plan

‐

5,000 ‐

10,000

FY 2021 FY 2022 FY 2023 Plan Plan Plan

Total

STRATEGIC PRIORITY Family‐Friendly Community

Project Cost

43,000 42,829 42,829 32,829 32,829 ‐

194,316

FUNDING SOURCE

General Fund Operating/Loan

Operating Impact

‐

DEPARTMENT

Police Total Project Cost 43,000 42,829 42,829 32,829 32,829 ‐ 194,316 This project is for the replacement of tasers carried by officers as a less lethal option to significantly reduce the risk of officer and suspect injury for non‐compliant or combative subjects.

DESCRIPTION

PROJECT NAME

Corporate Park License Plate Readers Budget

FY 2018 Budget

‐

FY 2019 FY 2020 Plan Plan

‐

FY 2021 FY 2022 FY 2023 Plan Plan Plan

Total

STRATEGIC PRIORITY Thriving Business Community

Project Cost

126,000

FUNDING SOURCE

General Fund Equity

Operating Impact

‐

DEPARTMENT

Police Total Project Cost 126,000 4,000 4,000 4,000 4,000 4,000 146,000 This project is for the purchase of a new license plate reader system. The new system has higher resolution cameras and a database available for law enforcement to share with other agencies.

DESCRIPTION

PROJECT NAME

Handgun Replacement

Budget

FY 2018 Budget

‐

126,000

4,000 4,000 4,000 4,000 4,000 20,000

FY 2019 FY 2020 Plan Plan

FY 2021 FY 2022 FY 2023 Plan Plan Plan

Total

STRATEGIC PRIORITY Family‐Friendly Community

Project Cost

10,000 ‐

10,000 5,000 ‐

‐

25,000

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT DESCRIPTION

Police

10,000 5,000 ‐

‐

25,000

PROJECT NAME

SRO Vehicles‐ Three

‐

Total Project Cost 10,000 ‐ Purchase replacement handguns for officers in the Police Department. Budget

FY 2018 Budget

FY 2019 FY 2020 Plan Plan

‐

FY 2021 FY 2022 FY 2023 Plan Plan Plan

Total

STRATEGIC PRIORITY Family‐Friendly Community

Project Cost

125,000 ‐

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT

Police

Total Project Cost

125,000 17,857 17,857 17,857 17,857 17,857 214,285

DESCRIPTION

This project is for the purchase of three marked police vehicles to be utilized by sworn police officer in the performance of their duties.

‐

125,000

17,857 17,857 17,857 17,857 17,857 89,285

City of Coral Springs, Florida

CIP Project Descriptions - General Fund (cont.) PROJECT NAME

Gym Equipment Replacement

Budget

FY 2018 Budget

FY 2019 FY 2020 Plan Plan

FY 2021 FY 2022 FY 2023 Plan Plan Plan

Total

STRATEGIC PRIORITY Family‐Friendly Community

Project Cost

50,000 ‐

‐

50,000

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

DEPARTMENT

Police

Total Project Cost

50,000 ‐

‐

50,000

DESCRIPTION

This project is for the replacement of gym equipment at the Public Safety building.

PROJECT NAME

Computer/Hi Tech Forensic Analysis U Budget

FY 2018 Budget

FY 2019 FY 2020 Plan Plan

FY 2021 FY 2022 FY 2023 Plan Plan Plan

Total

STRATEGIC PRIORITY Family‐Friendly Community

Project Cost

26,000 ‐

‐

26,000

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

Total Project Cost

26,000 ‐

‐

26,000

DEPARTMENT

Police

DESCRIPTION

This project is for the purchase of computer hardware and specialized software equipment to maximize efficiency in forensic examinations.

PROJECT NAME

Lifepaks

Budget

FY 2018 Budget

FY 2019 FY 2020 Plan Plan

FY 2021 FY 2022 FY 2023 Plan Plan Plan

Total

STRATEGIC PRIORITY Innovative, high performing organizat Project Cost

76,305 ‐

‐

76,305

FUNDING SOURCE

General Fund Operating/Loan

‐

DEPARTMENT

Emergency Medical Services Total Project Cost 76,305 ‐ ‐ ‐ ‐ ‐ 76,305 The Lifepak 15 unit is a specialized piece of equipment with far greater capabilities than the now commonplace automatic external defibrillators installed in nearly every public place. These units allow paramedics to view the electrical activity of the heart remotely, permitting diagnosis of cardiac‐related emergencies in the field. The device also allows EMS personnel to monitor carbon dioxide levels, carbon monoxide levels, blood pressure, pulse, and make pulse oxygenation assessments. It can also transmit essential information to the receiving hospital prior to the patient’s arrival. The plan is to purchase two Lifepak 15 units each year to replace the existing ones that have reached the end of their useful life.

DESCRIPTION

PROJECT NAME

Speed Hump Repair and Restripe

Operating Impact

Budget

FY 2018 Budget

‐

FY 2019 FY 2020 Plan Plan

FY 2021 FY 2022 FY 2023 Plan Plan Plan

Total

STRATEGIC PRIORITY Thriving Business Community

Project Cost

48,000 33,000 33,000 36,000 30,000 30,000 210,000

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

DEPARTMENT

Public Works Total Project Cost 48,000 33,000 33,000 36,000 30,000 30,000 210,000 The funds requested for this project will be utilized for replacement of existing speed humps, repair parts and striping of existing speed humps which are necessary traffic calming devices used to reduce speeding on Coral Springs streets.

DESCRIPTION

PROJECT NAME

Street Light Upgrades

Budget

FY 2018 Budget

‐

FY 2019 FY 2020 Plan Plan

‐

FY 2021 FY 2022 FY 2023 Plan Plan Plan

‐

Total

STRATEGIC PRIORITY Active, Healthy Community

Project Cost

30,000 30,000 30,000 30,000 30,000 30,000 180,000

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

DEPARTMENT DESCRIPTION

Public Works Total Project Cost 30,000 30,000 30,000 30,000 30,000 30,000 180,000 This project is for the upgrade and addition of new street lighting.

PROJECT NAME

Roof Replacement

Budget

STRATEGIC PRIORITY Innovative, high performing organizat Project Cost

FY 2018 Budget

‐

FY 2019 FY 2020 Plan Plan

‐

FY 2021 FY 2022 FY 2023 Plan Plan Plan

‐

Total

240,000 200,000 190,000 125,000 75,000 40,000 870,000

FUNDING SOURCE

General Fund Equity

DEPARTMENT

Public Works Total Project Cost 240,000 200,000 190,000 125,000 75,000 40,000 870,000 This project is part of the City's Comprehensive Roof Management Program which schedules major repairs, or replacement in 35 locations throughout the City. Scheduled for FY2018‐ Gym Lower Level Roof

DESCRIPTION

Operating Impact

Fiscal Year 2018 Annual Budget

CIP Project Descriptions - General Fund (cont.) PROJECT NAME

Pedestrian Lighting for Forest Hills Blv Budget

STRATEGIC PRIORITY Active, Healthy Community

Project Cost

FUNDING SOURCE

General Fund Equity

Operating Impact

DEPARTMENT

Public Works

DESCRIPTION

PROJECT NAME

FY 2018 Budget

FY 2019 FY 2020 Plan Plan

120,000 ‐

‐

FY 2021 FY 2022 FY 2023 Plan Plan Plan ‐

‐

Total 120,000

Total Project Cost 120,000 ‐ ‐ ‐ ‐ ‐ 120,000 This project is to enhance the quality of pedestrian lighting along Forest Hills Blvd. Improvements will increase natural surveillance and overall safety of the sidewalk and roadway.

Canal Bank Clearing

Budget

FY 2018 Budget

FY 2019 FY 2020 Plan Plan

FY 2021 FY 2022 FY 2023 Plan Plan Plan

Total

STRATEGIC PRIORITY Attractive Community

Project Cost

‐

50,000

FUNDING SOURCE

General Fund Equity

Operating Impact

DEPARTMENT

Public Works Total Project Cost 50,000 ‐ ‐ ‐ ‐ ‐ This project is for canal bank clearing, tree trimming and cleanup in the Corporate Park to water's edge to comply with Code.

50,000

DESCRIPTION

PROJECT NAME

Stormwater Master Plan

Budget

STRATEGIC PRIORITY Innovative, high performing organizat Project Cost

50,000 ‐

FY 2018 Budget

‐

FY 2019 FY 2020 Plan Plan

150,000 ‐

‐

FY 2021 FY 2022 FY 2023 Plan Plan Plan ‐

‐

Total 150,000

FUNDING SOURCE

General Fund Equity

DEPARTMENT

Public Works Total Project Cost 150,000 ‐ ‐ ‐ ‐ ‐ 150,000 The City wishes to investigate the establishment of a stormwater utility assessment, which will be the funding source for the operations and maintenance of the City's storm water management system and will also fund future capital drainage improvements or to other activities to comply with regulatory mandates. This project will define the improvements that would be funded by a possible Assessment over a ten year period.

DESCRIPTION

PROJECT NAME

Operating Impact

Air Conditioning Maint/ Replacement Budget

STRATEGIC PRIORITY Innovative, high performing organizat Project Cost

FY 2018 Budget

FY 2019 FY 2020 Plan Plan

FY 2021 FY 2022 FY 2023 Plan Plan Plan

Total

120,000 120,000 130,000 210,000 225,000 150,000 955,000

FUNDING SOURCE

General Fund Equity

Operating Impact

DEPARTMENT

Public Works

Total Project Cost

DESCRIPTION

This project is a comprehensive program to ensure that all air conditioning systems throughout the City are working efficiently and effectively. The age and condition of the City A/C systems dictate they be replaced systematically before they break down and must be designed, engineered, purchased, and installed on an emergency basis. FY 18 location: Aquatics

PROJECT NAME

Roof Repairs

Budget

STRATEGIC PRIORITY Innovative, high performing organizat Project Cost

120,000 120,000 130,000 210,000 225,000 150,000 955,000

FY 2018 Budget

FY 2019 FY 2020 Plan Plan

FY 2021 FY 2022 FY 2023 Plan Plan Plan

Total

55,000 55,000 55,000 55,000 55,000 55,000 330,000

FUNDING SOURCE

General Fund Equity

DEPARTMENT DESCRIPTION

Public Works Total Project Cost 55,000 55,000 55,000 55,000 55,000 55,000 330,000 This project represents funding to perform preventative maintenance and roof repairs.

PROJECT NAME

Irrigation Upgrades

Operating Impact

Budget

FY 2018 Budget

FY 2019 FY 2020 Plan Plan

FY 2021 FY 2022 FY 2023 Plan Plan Plan

Total

STRATEGIC PRIORITY Attractive Community

Project Cost

FUNDING SOURCE

General Fund Operating

Operating Impact

DEPARTMENT

Parks and Recreation Total Project Cost 26,000 75,000 75,000 75,000 75,000 ‐ 326,000 This is a multi‐year project to upgrade the irrigation systems throughout the City. FY2018 funds have been identified for the installation of three(3) new irrigation wells‐ University Drive pump station that irrigates University drive fro Wiles Road to south of NW 40th street, sample road pump station that irrigates from Riverside Drive to Rock Island Road and Sportsplex Drive.

DESCRIPTION

26,000 75,000 75,000 75,000 75,000 ‐

City of Coral Springs, Florida

326,000

CIP Project Descriptions - General Fund (cont.) PROJECT NAME

Athletic Field Renovation Equipment Budget

FY 2018 Budget

FY 2019 FY 2020 Plan Plan

FY 2021 FY 2022 FY 2023 Plan Plan Plan

Total

STRATEGIC PRIORITY Active, Healthy Community

Project Cost

45,000 ‐

‐

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

DEPARTMENT

Parks and Recreation Total Project Cost 45,000 ‐ ‐ ‐ ‐ ‐ 45,000 This project is for the purchase of two (2) new pieces of equipment needed to maintain and improve conditions of the athletic fields‐ Shockwave and Linear Slicer.

DESCRIPTION

PROJECT NAME

Neighborhood Parks Revitalization

Budget

FY 2018 Budget

‐

FY 2019 FY 2020 Plan Plan

FY 2021 FY 2022 FY 2023 Plan Plan Plan

45,000

Total

STRATEGIC PRIORITY Active, Healthy Community

Project Cost

100,000 100,000 100,000 100,000 100,000 100,000 600,000

FUNDING SOURCE

General Fund Operating/Loan

Operating Impact

‐

DEPARTMENT

Parks and Recreation Total Project Cost 100,000 100,000 100,000 100,000 100,000 100,000 600,000 This is an on‐going program to enhance our Neighborhood Parks. Funds requested will be used to upgrade restrooms, pathways and other replacements and improvement to the park.

DESCRIPTION

PROJECT NAME

Irrigation System Control

Budget

FY 2018 Budget

‐

FY 2019 FY 2020 Plan Plan

‐

FY 2021 FY 2022 FY 2023 Plan Plan Plan

STRATEGIC PRIORITY Attractive Community

Project Cost

100,000 ‐

‐

FUNDING SOURCE

General Fund Equity

Operating Impact

‐

DEPARTMENT DESCRIPTION

Parks and Recreation Total Project Cost 100,000 ‐ ‐ ‐ ‐ ‐ This project is for the replacement of the Central Control System which monitors conditions of the City's irrigation systems.

PROJECT NAME

Athletic Field Renovations

Budget

FY 2018 Budget

‐

FY 2019 FY 2020 Plan Plan

FY 2021 FY 2022 FY 2023 Plan Plan Plan

Total 100,000

100,000

Total

STRATEGIC PRIORITY Active, Healthy Community

Project Cost

100,000 100,000 100,000 100,000 100,000 100,000 600,000

FUNDING SOURCE

General Fund Equity

Operating Impact

‐

DEPARTMENT

Total Project Cost 100,000 100,000 100,000 100,000 100,000 100,000 600,000 This projects is for field renovations at Mullins and North Community Park. Work includes removal of existing grass, laser grading the fields and installing new grass.

DESCRIPTION

PROJECT NAME

‐

Parks and Recreation

Light Fixture Replacement Program

Budget

FY 2018 Budget

FY 2019 FY 2020 Plan Plan

FY 2021 FY 2022 FY 2023 Plan Plan Plan

Total

STRATEGIC PRIORITY Active, Healthy Community

Project Cost

125,000 ‐

‐

FUNDING SOURCE

General Fund Equity

Operating Impact

‐

DEPARTMENT

Parks and Recreation Total Project Cost 125,000 ‐ ‐ ‐ ‐ ‐ 125,000 This project is for the replacement of light fixtures on fields and courts at Mullins and Neighborhood Parks with newer energy efficient, hurricane resistant light fixtures.

DESCRIPTION

PROJECT NAME

Artificial Turf Fields

Budget

FY 2018 Budget

‐

FY 2019 FY 2020 Plan Plan

FY 2021 FY 2022 FY 2023 Plan Plan Plan

STRATEGIC PRIORITY Active, Healthy Community

Project Cost

400,000 7,000,000 ‐

‐

FUNDING SOURCE

General Fund Equity

Operating Impact

‐

DEPARTMENT DESCRIPTION

Parks and Recreation Total Project Cost 400,000 7,000,000 ‐ This project is for the replacement of one turf carpet located at Mullins Park‐ Aiello Field

‐

Fiscal Year 2018 Annual Budget

125,000

Total 7,400,000

7,400,000

CIP Project Descriptions - General Fund (cont.) PROJECT NAME STRATEGIC PRIORITY

Youth Recreation Scholarship Active, Healthy Community

Budget

FY 2018 Budget

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

Total

Project Cost

50,000 50,000 50,000 50,000 50,000 50,000 300,000

Operating Impact

‐

FUNDING SOURCE

CDBG Grant

DEPARTMENT

Parks and Recreation Total Project Cost 50,000 50,000 50,000 50,000 50,000 50,000 300,000 This project represents scholarships given to youth living in the city coming from low‐to‐moderate‐income households for the purpose of participating in recreation programs.

DESCRIPTION

PROJECT NAME STRATEGIC PRIORITY

Sr. Recreational and Therapeutically Budget Active, Healthy Community

FY 2018 Budget

‐

FY 2019 Plan

FY 2020 Plan

‐

FY 2021 Plan

‐

FY 2022 Plan

‐

FY 2023 Plan

Project Cost

15,021 13,000 13,000 13,000 15,000 ‐

Total 69,021

FUNDING SOURCE

CDBG Grant

Operating Impact

‐

DEPARTMENT

Parks and Recreation

Total Project Cost

15,021 13,000 13,000 13,000 15,000 ‐

DESCRIPTION

The City offers opportunities for senior citizens to interact with each other during recreational activities. This program serves over 800 seniors each month through therapeutic and recreational programming. This funding provides daily activities at Sartory Senior Center.

PROJECT NAME

15‐Year Playground

STRATEGIC PRIORITY

Active, Healthy Community

Budget

FY 2018 Budget

‐

FY 2019 Plan

FY 2020 Plan

‐

FY 2021 Plan

‐

FY 2022 Plan

‐

FY 2023 Plan

69,021

Total

Project Cost

150,000 140,000 45,000 245,000 245,000 200,000 1,025,000

Operating Impact

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT DESCRIPTION

Parks and Recreation Total Project Cost 150,000 140,000 45,000 245,000 245,000 200,000 1,025,000 This project is to replace the City's Park's playgrounds on a 15‐ year cycle.

PROJECT NAME

Guardrail Maintenance Repair

Budget

FY 2018 Budget

‐

FY 2019 Plan

FY 2020 Plan

‐

FY 2021 Plan

‐

FY 2022 Plan

‐

FY 2023 Plan

Total

STRATEGIC PRIORITY Attractive Community

Project Cost

15,000 65,000 65,000 65,000 65,000 65,000 340,000

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

DEPARTMENT

Transportation Total Project Cost 15,000 65,000 65,000 65,000 65,000 65,000 340,000 This project is for the continuation of the systematic maintenance program for the inspection, repair and installation of new guardrails throughout the City as required by the Traffic Engineering Guidelines.

DESCRIPTION

PROJECT NAME

Bus Shelter Repair & Replacement Budget

FY 2018 Budget

‐

FY 2019 Plan

FY 2020 Plan

‐

FY 2021 Plan

‐

FY 2022 Plan

‐

FY 2023 Plan

‐

Total

STRATEGIC PRIORITY Attractive Community

Project Cost

10,000 25,000 25,000 25,000 25,000 25,000 135,000

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

DEPARTMENT DESCRIPTION

Transportation Total Project Cost 10,000 25,000 25,000 25,000 25,000 25,000 135,000 This project is for the installation, maintenance and improvements of bus shelter locations throughout the City.

PROJECT NAME

Turtle Run Park Left Turn Lane

Budget

FY 2018 Budget

‐

FY 2019 Plan

FY 2020 Plan

‐

FY 2021 Plan

‐

FY 2022 Plan

‐

FY 2023 Plan

STRATEGIC PRIORITY Attractive Community

Project Cost

55,000 ‐

‐

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

DEPARTMENT DESCRIPTION

Transportation Total Project Cost 55,000 ‐ ‐ ‐ This project is for the construction of a left turn lane on Northbound Tortoise Way into Turtle Run Park.

‐

City of Coral Springs, Florida

Total 55,000

55,000

CIP Project Descriptions - General Fund (cont.) PROJECT NAME

Intersection Approach Upgrade to A Budget

FY 2018 Budget

FY 2019 Plan

FY 2020 Plan

FY 2021 FY 2022 Plan Plan

FY 2023 Plan

Total

STRATEGIC PRIORITY Attractive Community

Project Cost

75,000 100,000 100,000 100,000 100,000 100,000 575,000

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT

Transportation Total Project Cost 75,000 100,000 100,000 100,000 100,000 100,000 575,000 This project is for the upgrade of asphalt ramps at intersections to concrete that meet proper slopes and pitch on City Roads to become ADA compliant.

DESCRIPTION

PROJECT NAME

Resurface and Restripe Parking Lots Budget

FY 2018 Budget

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 FY 2022 Plan Plan

‐

FY 2023 Plan

Total

STRATEGIC PRIORITY Attractive Community

Project Cost

160,000 75,000 115,000 120,000 125,000 125,000 720,000

FUNDING SOURCE

General Fund‐ Equity

Operating Impact

‐

DEPARTMENT DESCRIPTION

Transportation Total Project Cost 160,000 75,000 115,000 120,000 125,000 125,000 720,000 This project represents a program to resurface and reseal City parking lots.

PROJECT NAME

Road Resurfacing Program

Budget

FY 2018 Budget

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 FY 2022 Plan Plan

‐

FY 2023 Plan

Total

STRATEGIC PRIORITY Attractive Community

Project Cost

750,000 565,000 710,000 1,165,000 545,000 720,000 4,455,000

FUNDING SOURCE

General Fund‐ Equity

Operating Impact

‐

DEPARTMENT DESCRIPTION

Transportation Total Project Cost 750,000 565,000 710,000 1,165,000 545,000 720,000 4,455,000 This project represents an ongoing program to resurface City roads.

PROJECT NAME

Existing Walkway Renovations

Budget

FY 2018 Budget

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 FY 2022 Plan Plan

‐

FY 2023 Plan

Total

STRATEGIC PRIORITY Attractive Community

Project Cost

100,000 370,000 370,000 480,000 250,000 250,000 1,820,000

FUNDING SOURCE

CDBG Grant

Operating Impact

‐

DEPARTMENT DESCRIPTION

Transportation Total Project Cost 100,000 370,000 370,000 480,000 250,000 250,000 1,820,000 This project is to inspect, study, design, and plan modifications to existing asphalt bicycle and pedestrian walkways.

PROJECT NAME

New sidewalk Construction

Budget

FY 2018 Budget

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 FY 2022 Plan Plan

‐

FY 2023 Plan

STRATEGIC PRIORITY Attractive Community

Project Cost

249,760 ‐

‐

FUNDING SOURCE

CDBG Grant

Operating Impact

‐

DEPARTMENT DESCRIPTION

Transportation Total Project Cost 249,760 ‐ ‐ ‐ ‐ ‐ This project is for the installation of new concreate sidewalk on NW 114th Lane North of Sample Road to NW 36th Street.

PROJECT NAME

Network/Internet Infrastructure

STRATEGIC PRIORITY

Budget

FY 2018 Budget

‐

FY 2019 Plan

FY 2020 Plan

FY 2021 FY 2022 Plan Plan

FY 2023 Plan

Total 249,760

249,760

Total

Project Cost

120,000 150,000 250,000 250,000 250,000 250,000 1,270,000

Operating Impact

‐

FUNDING SOURCE

General Fund Loan/ Operating

DEPARTMENT DESCRIPTION

Information Technology Total Project Cost 120,000 150,000 250,000 250,000 250,000 250,000 1,270,000 This project will keep the City’s network infrastructure up to date to ensure that the City’s data systems are fast, secure, and reliable.

PROJECT NAME

Virtual Infrastructure Growth

Budget

FY 2018 Budget

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 FY 2022 Plan Plan

‐

FY 2023 Plan

Total

STRATEGIC PRIORITY Professional, High‐Performing OrganProject Cost

200,000 200,000 250,000 250,000 250,000 240,000 1,390,000

FUNDING SOURCE

General Fund Loan/ Operating

‐

DEPARTMENT DESCRIPTION

Information Technology Total Project Cost 200,000 200,000 250,000 250,000 250,000 240,000 1,390,000 This project is to grow the data storage infrastructure with based on increased departmental requirements.

Operating Impact

‐

Fiscal Year 2018 Annual Budget

‐

CIP Project Descriptions - General Fund (cont.) PROJECT NAME

Data Center Infrastructure

Budget

FY 2018 Budget

FY 2019 Plan

FY 2020 Plan

FY 2021 FY 2022 Plan Plan

FY 2023 Plan

Total

STRATEGIC PRIORITY Professional, High‐Performing OrganProject Cost

70,000 71,328 550,000 70,000 70,000 70,000 901,328

FUNDING SOURCE

General Fund Loan/ Operating

‐

DEPARTMENT

Information Technology Total Project Cost 70,000 71,328 550,000 70,000 70,000 70,000 901,328 This project addresses the need for additional data center infrastructure and server hardware replacement based on application changes and growth in data access requirements by City departments.

DESCRIPTION

PROJECT NAME STRATEGIC PRIORITY

Operating Impact

Sr. Rec and Therapeutically Activity Budget Active, Healthy Community

FY 2018 Budget

‐

FY 2019 Plan

FY 2020 Plan

‐

FY 2021 FY 2022 Plan Plan

‐

FY 2023 Plan

Total

Project Cost

36,386 33,000 33,000 35,000 35,000 35,000 207,386

Operating Impact

‐

FUNDING SOURCE

CDBG Grant

DEPARTMENT DESCRIPTION

Aquatics Total Project Cost 36,386 33,000 33,000 35,000 35,000 35,000 207,386 This project represents a Senior Fitness Programs funded with CDBG Funds.

PROJECT NAME

Fitness Equipment Replacement

STRATEGIC PRIORITY

Active, Healthy Community

Budget

FY 2018 Budget

‐

FY 2019 Plan

FY 2020 Plan

‐

FY 2021 FY 2022 Plan Plan

‐

FY 2023 Plan

Total

Project Cost

35,000 35,000 35,000 35,000 35,000 35,000 210,000

Operating Impact

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT DESCRIPTION

Aquatics Total Project Cost 35,000 35,000 35,000 35,000 35,000 35,000 210,000 This project is for the ongoing replacement of Cardio‐ Fitness Equipment at the Aquatic Complex.

PROJECT NAME

Housing Rehabilitation

Budget

FY 2018 Budget

‐

FY 2019 Plan

FY 2020 Plan

‐

FY 2021 FY 2022 Plan Plan

‐

FY 2023 Plan

Total

STRATEGIC PRIORITY Attractive Community

Project Cost

89,673 74,760 74,760 74,760 74,760 74,760 463,473

FUNDING SOURCE

CDBG Grant

Operating Impact

‐

DEPARTMENT

Development Services Total Project Cost 89,673 74,760 74,760 74,760 74,760 74,760 463,473 This rehabilitation program provides home repair assistance to homeowners who are experiencing conditions in and around their home that pose a threat to their health, safety, and welfare.

DESCRIPTION

PROJECT NAME

Housing Rehabilitation

Budget

FY 2018 Budget

‐

FY 2019 Plan

FY 2020 Plan

‐

FY 2021 FY 2022 Plan Plan

‐

FY 2023 Plan

Total

STRATEGIC PRIORITY Attractive Community

Project Cost

195,748 195,748 195,748 195,748 195,748 195,748 1,174,488

FUNDING SOURCE

Home Grant

Operating Impact

‐

DEPARTMENT

Development Services Total Project Cost 195,748 195,748 195,748 195,748 195,748 195,748 1,174,488 This rehabilitation program provides home repair assistance to homeowners who are experiencing conditions in and around their home that pose a threat to their health, safety, and welfare.

DESCRIPTION

PROJECT NAME

Housing Rehabilitation

Budget

FY 2018 Budget

‐

FY 2019 Plan

FY 2020 Plan

‐

FY 2021 FY 2022 Plan Plan

‐

FY 2023 Plan

Total

STRATEGIC PRIORITY Attractive Community

Project Cost

785,197 785,197 785,197 785,197 785,197 785,197 4,711,182

FUNDING SOURCE

SHIP Grant

Operating Impact

‐

DEPARTMENT

Development Services Total Project Cost 785,197 785,197 785,197 785,197 785,197 785,197 4,711,182 This rehabilitation program provides home repair assistance to homeowners who are experiencing conditions in and around their home that pose a threat to their health, safety, and welfare.

DESCRIPTION

‐

City of Coral Springs, Florida

‐

CIP Project Descriptions - Fire Fund PROJECT NAME

Dive Rescue Equipment

Budget

FY 2018 Budget

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

Total

STRATEGIC PRIORITY Family‐Friendly Community

Project Cost

FUNDING SOURCE

Fire Fund Operating

Operating Impact ‐

DEPARTMENT

Fire Total Project Cost 25,000 ‐ 25,000 ‐ 25,000 ‐ 75,000 This project is for the purchase of specialized dive equipment for the fire department unit. The Coral Springs Fire Department dive team has over twenty members, all of whom are certified as dive rescue specialist.

DESCRIPTION

PROJECT NAME

Traffic Pre‐Emption

Budget

25,000 ‐

FY 2018 Budget

‐

FY 2019 Plan

25,000 ‐

75,000

‐

FY 2020 Plan

‐

FY 2021 Plan

FY 2022 Plan

‐

FY 2023 Plan

Total

STRATEGIC PRIORITY Family‐Friendly Community

Project Cost

FUNDING SOURCE

Fire Fund Operating

Operating Impact ‐

DEPARTMENT

Fire Total Project Cost 25,000 25,000 25,000 25,000 25,000 25,000 150,000 This project is for the installation of Opticom traffic light controllers at four major intersections within the City of Coral Springs. The Opticom unit receives a radio signal from approaching emergency vehicles, stops other vehicle traffic from all other directions, and allows the emergency unit to safely proceed through the intersection with minimum delay. This minimizes the time it takes for emergency vehicles to reach an emergency scene and assists the fire department in achieving response goals.

DESCRIPTION

PROJECT NAME

Thermal Imagers

STRATEGIC PRIORITY Family‐Friendly Community

Budget Project Cost

25,000 25,000 25,000 25,000 25,000 25,000 150,000

FY 2018 Budget

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

FY 2022 Plan

‐

FY 2023 Plan

‐

Total

35,000 36,000 36,000 40,000 40,000 40,000 227,000

FUNDING SOURCE

Fire Fund Operating

Operating Impact ‐

DEPARTMENT

Fire

Total Project Cost 35,000 36,000 36,000 40,000 40,000 40,000 227,000

DESCRIPTION/ JUSTIF

This project is to replace three thermal imaging cameras used in rescue units for search and rescue operations. These units can detect propane and natural gas leaks, and have an increased thermal range that help firefighters when searching for fire victims or people in wooded areas.

PROJECT NAME

Fire Stations Painting& Imprv.

Budget

FY 2018 Budget

STRATEGIC PRIORITY Attractive Community

Project Cost

Operating Impact ‐

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

FY 2022 Plan

‐

FY 2023 Plan

‐

Total

245,000 120,000 130,000 150,000 150,000 150,000 945,000

FUNDING SOURCE

Fire Fund Operating

DEPARTMENT DESCRIPTION

Fire Total Project Cost 245,000 120,000 130,000 150,000 150,000 150,000 945,000 This project is for the routine, on‐going repairs and maintenance of the fire stations.

PROJECT NAME

Mobile Eye Fire Inspection Licenses Budget

STRATEGIC PRIORITY Innovative, High‐Performing OrganizProject Cost FUNDING SOURCE

FY 2018 Budget

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

FY 2022 Plan

‐

FY 2023 Plan

‐

Total

18,000 18,000 18,000 18,000 18,000 18,000 108,000

DEPARTMENT DESCRIPTION

Fire Fund Operating Operating Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fire Total Project Cost 18,000 18,000 18,000 18,000 18,000 18,000 108,000 This project is for the purchase of software specifically written for annual fire inspections.

PROJECT NAME

Personal Protective Equipment

Budget

FY 2018 Budget

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

Total

STRATEGIC PRIORITY Family‐Friendly Community

Project Cost

FUNDING SOURCE

Fire Fund Operating

Operating Impact ‐

DEPARTMENT

Fire Total Project Cost 200,000 ‐ ‐ 200,000 200,000 ‐ 600,000 This project is for the purchase of a second set of personal protective equipment for each fire fighter and a primary set up to each fire academy instructor that conducts live fire training.

DESCRIPTION

200,000 ‐ ‐

‐

200,000 200,000 ‐

600,000

‐

Fiscal Year 2018 Annual Budget

‐

CIP Project Descriptions - Fire Fund (cont.) PROJECT NAME

Training Messages & New Displays Budget

FY 2018 Budget

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

Total

STRATEGIC PRIORITY Family‐Friendly Community

Project Cost

FUNDING SOURCE

Fire Fund Operating

Operating Impact ‐

DEPARTMENT

Fire Total Project Cost 19,000 2,000 2,000 2,000 2,000 2,000 19,000 This project represent a the purchase of an all‐inclusive messaging system that allows for messages, training videos, news crawls, breaking incidents, weather, flag status, and line of duty death/injury notifications to be displayed in each fire station. This messaging center is controlled via the internet and any supervisor can post information to this system from anyway internet is accessible.

DESCRIPTION

PROJECT NAME

Free Standing Shade Structure

Budget

19,000 ‐

FY 2018 Budget

STRATEGIC PRIORITY Family Friendly Community

Project Cost

Operating Impact ‐

‐

FY 2019 Plan

8,000 ‐

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

‐

8,000

‐

8,000

Fire Fund Operating

Fire Total Project Cost 8,000 ‐ ‐ ‐ ‐ This project is to install a shade structure at Fire Station 80 for public education programs and care seat installations.

PROJECT NAME

Add to Fleet

‐

FY 2023 Plan

‐

FUNDING SOURCE

FY 2018 Budget

19,000

2,000 2,000 2,000 2,000 2,000 ‐

DEPARTMENT DESCRIPTION

Budget

‐

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

Total

STRATEGIC PRIORITY Family‐Friendly Community

Project Cost

‐

34,800

FUNDING SOURCE

Fire Fund Operating

Operating Impact ‐

‐

DEPARTMENT DESCRIPTION

Fire Total Project Cost 34,800 ‐ This project is for the addition of a vehicle for the fire training Battalion Chief.

‐

34,800

34,800 ‐

City of Coral Springs, Florida

CIP Project Descriptions - Water and Sewer Fund PROJECT NAME

Budget

Infiltration/ Inflow Correction Program

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Budget Plan Plan Plan Plan Plan

Total

STRATEGIC PRIORITY Innovative, high performing organization

Project Cost

FUNDING SOURCE

Renewal and Replacement

Operating Impact ‐

DEPARTMENT

Utilities Total Project Cost 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,000,000 This project is to prevent the inflow and infiltration of ground water into the sewer lines, which ultimately travels to a Broward County wastewater treatment facility where charges are incurred for treating ground water.

DESCRIPTION

PROJECT NAME

Budget

Water meter Replacement Program

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,000,000 ‐

‐

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Budget Plan Plan Plan Plan Plan

‐

Total

65,000 68,000 65,000 58,000 58,000 58,000 372,000

FUNDING SOURCE

Renewal and Replacement

DEPARTMENT DESCRIPTION

Utilities Total Project Cost 65,000 68,000 65,000 58,000 58,000 58,000 372,000 This project is an ongoing replacement of one to six inch water meters based on periodic testing. Meters that do not test at 99% efficiency are placed in the replacement schedule.

Operating Impact

PROJECT NAME

Lift Station Rehab Program

Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Budget Plan Plan Plan Plan Plan

Total

400,000 1,400,000 1,400,000 2,800,000 1,400,000 1,400,000 8,800,000

FUNDING SOURCE

Renewal and Replacement

DEPARTMENT DESCRIPTION

Utilities Total Project Cost 400,000 1,400,000 1,400,000 2,800,000 1,400,000 1,400,000 8,800,000 This project is an ongoing annual rehabilitation of existing City sanitary lift stations. This rehabilitation prevents sewer overflows and provides a reliable wastewater collection system.

Operating Impact ‐

PROJECT NAME

Galvanized Water Service Replacement ProBudget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

‐

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Budget Plan Plan Plan Plan Plan

‐

Total

850,000 402,000 450,000 450,000 450,000 450,000 3,052,000

FUNDING SOURCE

Renewal and Replacement

DEPARTMENT DESCRIPTION

Utilities Total Project Cost 850,000 402,000 450,000 450,000 450,000 450,000 3,052,000 This project is part of an ongoing program to replace the existing galvanized throughout the City's utility service area.

Operating Impact

PROJECT NAME

Raw Water Well Replacement Program

Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Budget Plan Plan Plan Plan Plan

Total

2,000,000 500,000 500,000 500,000 500,000 500,000 4,500,000

FUNDING SOURCE

Renewal and Replacement

Operating Impact

DEPARTMENT DESCRIPTION

Utilities Total Project Cost 2,000,000 500,000 500,000 500,000 500,000 500,000 4,500,000 This project is for the rehabilitation of 3 existing wells 18,19 and 20 to restore them to their original design capacity and protection.

PROJECT NAME

Water and Wastewater Pumps

Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Budget Plan Plan Plan Plan Plan

Total

104,000 109,000 100,000 100,000 100,000 100,000 613,000

FUNDING SOURCE

Renewal and Replacement

DEPARTMENT

Utilities Total Project Cost 104,000 109,000 100,000 100,000 100,000 100,000 613,000 This project is for the purchase of pumps for water plant and wastewater lift stations as well as other critical assets to reduce the risk of system failure when pumps are out for repairs. This project will also replace pumps that have reached their life and are in need of major repairs to restore their capacity.

DESCRIPTION

PROJECT NAME

Wiles Road Utility Relocation‐ Phase 2

Operating Impact

Budget

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Budget Plan Plan Plan Plan Plan

Total

STRATEGIC PRIORITY Attractive Community

Project Cost

FUNDING SOURCE

Renewal and Replacement

Operating Impact ‐

DEPARTMENT

‐ ‐ ‐ ‐ 1,800,000 Utilities Total Project Cost 1,800,000 ‐ This project is for the replacement of existing 5,000 LF of cast iron and old ductile iron water main on Wiles Rd. from Rock Island Rd. to Riverside Dr. as part of the County's Wiles Rd. Phase II roadway widening project .

DESCRIPTION

1,800,000 ‐ ‐

‐

1,800,000

‐

Fiscal Year 2018 Annual Budget

CIP Project Descriptions - Water and Sewer Fund (cont.) PROJECT NAME

Fire Hydrant Replacement Program

Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Budget Plan Plan Plan Plan Plan

Total

60,000 127,000 100,000 100,000 100,000 100,000 587,000

FUNDING SOURCE

Water & Sewer Operating

Operating Impact

DEPARTMENT DESCRIPTION

Utilities Total Project Cost 60,000 127,000 100,000 100,000 100,000 100,000 587,000 This project will replace fire hydrants that are no longer serviceable or for which OEM parts are no longer available

PROJECT NAME

Broward County Water Conservation Progr Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Budget Plan Plan Plan Plan Plan

Total

29,000 29,000 29,000 29,000 29,000 29,000 174,000

FUNDING SOURCE

Water & Sewer Operating

DEPARTMENT DESCRIPTION

Utilities Total Project Cost 29,000 29,000 29,000 29,000 29,000 29,000 174,000 This project will allow the City to participate actively in water conservation efforts through a countywide water conservation program

Operating Impact ‐

‐

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Budget Plan Plan Plan Plan Plan PROJECT NAME Force Main Valve Repair/Repl. Program Budget Total 50,000 101,000 100,000 100,000 100,000 100,000 551,000 STRATEGIC PRIORITY Innovative, high performing organization Project Cost Operating Impact ‐ ‐ ‐ ‐ ‐ ‐ FUNDING SOURCE Renewal and Replacement DEPARTMENT Utilities Total Project Cost 50,000 101,000 100,000 100,000 100,000 100,000 551,000 The Florida Department of Environmental Protection requires Utilities to have a valve exercise program. This project is for the ongoing identification o valves in the system, incorporation into the GIS system and documentation of this exercise program. Valves that have reached their useful life and/or DESCRIPTION no longer functional will be replaced.

PROJECT NAME

Water Main Valve Repair/ Repl Program

Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Budget Plan Plan Plan Plan Plan

Total

50,000 101,000 100,000 100,000 100,000 100,000 551,000

FUNDING SOURCE

Water & Sewer‐ Operating

DEPARTMENT

Utilities Total Project Cost 50,000 101,000 100,000 100,000 100,000 100,000 551,000 The Florida Department of Environmental Protection requires Utilities to have a valve exercise program. This project is the on going identification of valves in the system to incorporate into the GIS system and document the exercise program. Valves that have reached their useful life and/or no longer functional will be replaced.

DESCRIPTION

PROJECT NAME

Painting Water Treatment Plant

Operating Impact ‐

Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

‐

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Budget Plan Plan Plan Plan Plan 586,500 ‐

Operating Impact ‐

‐

Total

‐

586,500

FUNDING SOURCE

Renewal & Replacement

‐

DEPARTMENT DESCRIPTION

‐ Utilities Total Project Cost 586,500 ‐ This project is for the painting of buildings inside the perimeter of the Water Treatment Plant.

‐

586,500

PROJECT NAME

Dead End Water Main Automatic Flushers Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

‐

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Budget Plan Plan Plan Plan Plan

Total

50,000 50,000 50,000 50,000 50,000 50,000 300,000

FUNDING SOURCE

Water & Sewer‐ Operating

DEPARTMENT

Utilities Total Project Cost 50,000 50,000 50,000 50,000 50,000 50,000 300,000 This project is intended to continue the installation of automatic flushing systems at dead end streets to ensure water quality. The City has 87 flushers in the system acquired via a grant from the South Florida Water Management District. There are approximately 300 dead water mains in the system. The annual budget will fund about 15 flushers.

DESCRIPTION

PROJECT NAME

Portable Emergency Generators for Lifts

Operating Impact ‐

Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

‐

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Budget Plan Plan Plan Plan Plan

‐

Total

80,000 80,000 80,000 80,000 80,000 80,000 480,000

FUNDING SOURCE

Water & Sewer‐ Operating

DEPARTMENT

Utilities Total Project Cost 80,000 80,000 80,000 80,000 80,000 80,000 480,000 This project is intended to fund the purchase of two emergency generators for Lift Stations on an annual basis. Project shall add portable emergency power generators to the fleet inventory for the 50 existing lift stations.

DESCRIPTION

Operating Impact ‐

‐

City of Coral Springs, Florida

‐

CIP Project Descriptions - Other Funds Equipment Services Fund FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Budget Plan Plan Plan Plan Plan PROJECT NAME Replacement of Inground Vehicle Lifts Budget Total STRATEGIC PRIORITY Innovative , high performing organization Project Cost 32,000 ‐ ‐ ‐ ‐ ‐ 32,000 FUNDING SOURCE Equipment Service Fund Equity Operating Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ DEPARTMENT Fleet Total Project Cost 32,000 ‐ ‐ ‐ ‐ ‐ 32,000 Fleet lifts are starting to show age and having maintenance issues. In effort to prevent oil leaks and retain EPA Compliant status, Fleet seeks to replace 2 DESCRIPTION in‐ground lifts annually an replace with above ground electric lifts. FY 2018 FY 2019 FY 2020 Budget Plan Plan PROJECT NAME Replacement of Vehicles and Equipment Budget STRATEGIC PRIORITY Innovative , high performing organization Project Cost 3,990,137 5,195,747 3,674,791 FUNDING SOURCE Equipment Service Fund Operating Operating Impact ‐ ‐ ‐ DEPARTMENT Fleet Total Project Cost 3,990,137 5,195,747 3,674,791 DESCRIPTION This project represents the vehicles and equipment scheduled for replacement in Fiscal Year 2018.

FY 2021 Plan 3,790,689 ‐ 3,790,689

FY 2022 Plan 5,171,526 ‐ 5,171,526

FY 2023 Plan Total 3,529,193 25,352,083 ‐ ‐ 3,529,193 25,352,083

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Budget Plan Plan Plan Plan Plan PROJECT NAME Westside Complex Budget Total 310,230 12,500,000 ‐ ‐ ‐ ‐ 12,810,230 STRATEGIC PRIORITY Innovative , high performing organization Project Cost FUNDING SOURCE Equipment Service Fund Operating Operating Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ DEPARTMENT Fleet Total Project Cost 310,230 12,500,000 ‐ ‐ ‐ ‐ 12,810,230 DESCRIPTION This project is for the ongoing funding of the Westside Complex master plan. FY 2018 funding is for the construction drawings. FY 2018 FY 2019 Budget Plan PROJECT NAME Fleet Software Budget 100,000 ‐ STRATEGIC PRIORITY Innovative , high performing organization Project Cost FUNDING SOURCE Equipment Service Fund Operating Operating Impact ‐ ‐ DEPARTMENT Fleet Total Project Cost 100,000 ‐ DESCRIPTION This project is for the purchase of new Fleet Manangment Software for Fleet Services.

FY 2020 Plan ‐ ‐ ‐

FY 2021 Plan ‐ ‐ ‐

FY 2022 Plan ‐ ‐ ‐

FY 2023 Plan Total ‐ 100,000 ‐ ‐ ‐ 100,000

Charter School Fund FY 2016 PROJECT NAME STRATEGIC PRIORITY FUNDING SOURCE DEPARTMENT DESCRIPTION

FY 2017

FY 2018

Budget Plan Plan Air Conditioning Repair and Repl. Budget Family Friendly Community Project Cost 50,000 ‐ ‐ Charter School Operating Impact ‐ ‐ ‐ Public Works Total Project Cost 50,000 ‐ ‐ This project is for the repair and replacement of air conditioning units in the Charter School.

FY 2019 Plan

‐ ‐ ‐

FY 2020 Plan

‐ ‐ ‐

FY 2021 Plan

‐ ‐ ‐

Total

50,000 ‐ 50,000

Public Art Fund FY 2016 FY 2017 Budget Plan FY 2018 Plan FY 2019 Plan PROJECT NAME Pad Construction Budget Project Cost 20,000 20,000 20,000 20,000 STRATEGIC PRIORITY An Attractive Community FUNDING SOURCE Public Art Operating Impact ‐ ‐ ‐ ‐ DEPARTMENT Public Works Total Project Cost 20,000 20,000 20,000 20,000 DESCRIPTION/ JUSTIFI This project is for the funding of pad construction to hold art work throughout the City.

FY 2020 Plan 20,000 ‐ 20,000

FY 2021 Plan Total 20,000 120,000 ‐ ‐ 20,000 120,000

Tree Trust Fund FY 2016 PROJECT NAME STRATEGIC PRIORITY FUNDING SOURCE DEPARTMENT DESCRIPTION

FY 2018

Budget FY 2017 Plan Plan Median Improvements Budget An Attractive Community Project Cost 500,000 ‐ ‐ Tree Trust Fund Operating Impact ‐ ‐ ‐ Development Services Total Project Cost 500,000 ‐ ‐ This project is for median improvements throughout the City.

Fiscal Year 2018 Annual Budget

FY 2019 Plan

‐ ‐ ‐

FY 2020 Plan

‐ ‐ ‐

FY 2021 Plan

‐ ‐ ‐

Total

500,000 ‐ 500,000

Business Plan Contents Introduction................................................................................................................................................................................ 96 Market Environment................................................................................................................................................................ 97 Service and Operations Strategy.......................................................................................................................................108 A Family-Friendly Community............................................................................................................................................109 A Thriving Business Community........................................................................................................................................114 An Active, Healthy Community..........................................................................................................................................120 An Attractive Community....................................................................................................................................................124 Innovative, High-Performing Organization...................................................................................................................130 Financial Strategy....................................................................................................................................................................136 General Fund Five-Year Forecast...............................................................................................................................138 General Fund Revenue Outlook................................................................................................................................140 Fiscal Year 2018 Capital Improvement Program.................................................................................................143 Fire Fund ...........................................................................................................................................................................143 Water and Sewer Fund.................................................................................................................................................144 Solid Waste Fund............................................................................................................................................................145 Measuring Results...................................................................................................................................................................146 Quarterly Performance Review.................................................................................................................................146 Key Intended Outcome Analysis..............................................................................................................................146 Initiative Analysis............................................................................................................................................................146 Supplier and Partner Performance Data................................................................................................................146 Sustainability Indicators..............................................................................................................................................146 Composite Indicators....................................................................................................................................................151 Fiscal Year 2017 Initiative Summary........................................................................................................................154 Customer Requirements Analysis.....................................................................................................................................165 Overview...........................................................................................................................................................................165 Residential Satisfaction Survey Results..................................................................................................................165 Business Survey Summary..........................................................................................................................................169 SWOC: Strengths, Weaknesses, Opportunities, and Challenges...................................................................174 Neighborhood Meetings.............................................................................................................................................176 Process Improvement Teams..............................................................................................................................................178 Cross-Functional Teams...............................................................................................................................................178 Awards and Special Recognitions.....................................................................................................................................179

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.

100

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.

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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.

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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.

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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.

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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

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%

Population trends 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

105

•

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 the City of Coral Springs has Majority Minority population, according to the 2011‐ For the first time – • 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

Language spoken at home

City of Coral Springs (ACS 2011‐2015)

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

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

106

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.

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107

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

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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)

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109

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.

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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.

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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.

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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.

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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

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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.

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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

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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

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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

118

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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

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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

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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.

122

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

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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.

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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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Fiscal Year 2018 Annual Budget

• 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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Innovative, High-Performing Organization 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

130

Fiscal Year 2018 Annual Budget

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.

132

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

City of Coral Springs, Florida

135

Financial Strategy Financial Strategy Introduction

4.1193

5.3220

5.0799

5.4865

5.6736

5.9000

5.3252

5.7500

5.8732

6.0543

6.0493

6.0981

6.7654

7.4479

6.7654

4.7982

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. Recently, Fitch and Standard and Poor’s rating agencies affirmed the City’s credit rating as AAA, the highest bond rating an organization can earn.

Operating MillageRate Rate increased Operating Millage Increased 22%1.075 mills or 22% 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.

$2 $1 $0

Hollywood Miramar Deerfield Beach

Sunrise

Coral Springs

FY17 Actual

Plantation Pembroke Pompano Pines Beach*

Davie

Ft Lauderdale

FY18 Actual

* Pompano Beach includes a separate EMS millage of 0.5000

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 $239.75 to $248.00 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 allocated to Financial Stabilization Reserves, while a portion was 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. 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.

136

Fiscal Year 2018 Annual Budget

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 40% 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 six 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 in the first quarter of 2018. 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. The Impact of Hurricanes in one Fiscal Year Hurricane Matthew Hurricane Matthew impacted the City of Coral Springs commencing on Thursday, October 6th, 2016 into the early morning of Friday, October 7th, 2016. The storm proved to be a threat to life safety, infrastructure, public and private property. If the storm did track 30 miles to the east, impacts to the city could have been much more severe. It came within 75 miles of the coast causing tropical storm force conditions across South Florida and hurricane conditions further north in the state. Hurricane Matthew, which impacted the City five days into the new fiscal year, caused expenses in excess of $278,000. While the City’s Emergency Coordinator, Finance Director, and Budget Director completed the proper paperwork for maximum FEMA reimbursement of 87.5% of the storms total cost, departments were challenged to begin the new fiscal year with less overtime capacity and judiciously spend funds throughout the fiscal year. Hurricane Irma Hurricane Irma impacted the City of Coral Springs beginning on Saturday, September 9th, 2017 and continuing through Sunday, September 10th, 2017 with an incident period of September 7th – September 15th. The storm approached the State of Florida as a catastrophic category 5 hurricane. Realizing the threat, the City of Coral Springs took prudent and responsible action to prepare for a potential landfall on the southeast coast of Florida. Consistent prediction anticipated an east coast landfall, but ultimately the storm tracked to the west, saving the City from the most dangerous winds. Thankfully, damage to residences and buildings was limited with vegetative debris representing the greatest impact from the storm. The total cost of the City’s recovery from Hurricane Irma is approximately $13.5 million. Of this amount, the City’s share is approximately 12.5% or $1.72 million. Hurricane Irma’s majority expense is debris management and pick up throughout the City. Because of Irma’s timing, much of the cost for debris related work will be accounted for in Fiscal Year 2018 because it occurred after October 1, 2017. Hurricane Irma’s FY2017 expenses are in excess of $2.8 million. With contingency, department savings and unassigned reserves, the City has met this financial challenge in FY2017 without having to issue costly debt, expend the City’s Stabilization Fund of 17% or levy a hurricane cleanup surcharge. It should be noted that these numbers are subject to change until all costs are verified, paid and reimbursement is received from FEMA, the State and City’s insurance carrier.

City of Coral Springs, Florida

137

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 near future to -$6.9 identify the deficits that -7.0 might await us if we FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 were to take no action. -8.0 It helps City staff to This chart is for planning purposes and illustrates the potential shortfalls the General Fund could face if no positive conservatively quantify action is taken. By Florida law, the proposed budget must be balanced. Financial Strategies will be formulated to our financial outlook so address future year shortfalls and will be included in the FY 2018 Business Plan. 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 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 in 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 other key 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.

138

Fiscal Year 2018 Annual Budget

City of Coral Springs, Florida

139

$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

Annual budgets will always be balanced, as required by State law. Projected deficits in this model should not be construed as actual shortfalls.

$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

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%



General Fund Revenue Outlook The primary source of revenue for the City is ad valorem property taxes, which comprise 44% of total budgeted revenues for Fiscal Year 2018 Revenues the General Fund. The City receives another 18% of its General Fund revenues from other State-imposed taxes and utility fees. The remaining 38% comes from a wide variety of smaller General Fund Revenues intergovernmental and other demand-driven sources. The Fiscal Year 2018 Budget includes a substantial increase in the ad valorem millage rate, increasing the General Fund ad valorem $48.0 revenues by 31%. An increasing reliance on property taxes is $55.7 38% Ad Valorem Property Tax necessary as other revenues decline. 44%

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.

State Imposed Taxes, Fees Local Fees, Fines

$22.8 18%

Ad Valorem (Property Tax) Revenue

The primary source of revenue for the City is ad valorem property taxes 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, which is applied to each property’s taxable assessed value as determined by the Broward County Property Appraiser. In Fiscal Year 2015, ad valorem property tax revenue made up about 34% of the City’s General Fund revenues. For Fiscal Year 2018, it will be 44%. Some of this can be attributed to the 20% growth in property values over this time period. Added to that a 22% increase in the millage rate, from $4.7982 to $5.8732, for Fiscal Year 2018 and ad valorem property tax revenue is inching toward funding nearly half of the City’s daily operations.

Forecast of Ad ValoremAd Valorem Taxes (Property Tax) Revenues

Homesteaded properties are protected by the Save Our Homes legislation and will only see an assessed value increase of 2.2% over last year. Overall the total taxable values for the City grew 7.9% for Fiscal Year 2018.

$70.00

$60.00

Forecasts are for a conservative 4% property value growth each year and no additional millage rate increase contemplated.

$ Millions

$50.00

$40.00

$30.00

$20.00

$10.00

State-Imposed Taxes, Utility Taxes and Fees Two of the City’s major State revenues, Half-cent Sales Tax, State Shared Revenues, are distributed based upon each city’s share of the County population. Coral Springs is a built-out city, with little room for new development, however other cities within Broward County continue to grow. As these other cities grow, Coral Springs’ proportionate share of these revenues decreases. Utility taxes, franchise fees, and demand-driven revenues fluctuate with the economy or are based upon sources that are declining due to 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.

Forecast of General Fund Revenues

140

2023

2022

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

$‐

In 2017 the Florida legislature passed a bill that could allow voters to expand the homestead exemption to $75,000 from $50,000 for homes worth at least $100,000. The proposed constitutional amendment will be voted on November 2018. If passed, the City is expected to lose over $3 million in ad valorem revenue.

Major General Fund Revenues

Fiscal Fiscal Year 2017 Year 2018 % Budget Budget Change

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

State Shared Revenues

$4.4 million

$4.44 million

Communication Service Tax

$4.0 million

$4.3 million

Total General Fund Revenues

$111.9 million

$124.8 million

11%

Fiscal Year 2018 Annual Budget

Shared Revenues Forecast of State Shared Revenues $10.00

$9.00

$8.00

$7.00

$6.00

$6.00 $5.00

2023

2022

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2007

2023

2022

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

$‐

2010

$1.00

$‐ 2009

$2.00

$1.00

2008

$3.00

$2.00

2011

$4.00

$3.00

2010

$4.00

2009

$5.00

2008

$ Millions

$10.00

2007

$ Millions

Forecast of Half-Cent Sales Tax Revenues 1/2 Cent Sales Tax

The Half-Cent Sales Tax generates the largest amount of revenue for local governments among the state-shared revenues currently authorized. With the economic recovery this revenue grew 6% in Fiscal Years 2013 and 2014, but has since started a downward slide, missing State forecast estimates the past two years. The State forecasts increases related to tourism, motor vehicles, business purchases, and household goods. The hope is that an improving economy will continue to grow the overall sales taxes collected to make up for Coral Springs’ diminishing portion. We are forecasting a modest 2% annual growth over the next five years. State shared revenues are comprised of revenues from the state sales tax and the municipal fuel tax. As the economy continues to expand, the City predicts this revenue source will grow however Coral Springs’ share, same as for the Half-Cent Sales Tax, will shrink. A conservative 2% is forecast due to the drag of lower gas prices and the shrinking share of this blended revenue. Communications Services Tax (CST) has a State and local component; this data reflects only the local tax rate of 5.22% on retail sales of communications services. This revenue will have a small recovery in Fiscal Year 2018 because our share of the AT&T Settlement 15-month repayment will end. 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. 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. Because this tax is based on the consumption of electricity, the City expects low growth as complete build-out and full occupancy is reached. This revenue is conservatively forecast to increase 1% annually. The City authorizes FPL to provide electrical service in exchange for a franchise fee 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. With continuing low fuel prices, this revenue needed to be brought in line with reality, budgeted at a 10% decrease over last year’s budget. Forecasts are for a slow increase (1%) in the growth of this revenue over the next five years.

Forecast of Electric Franchise Fee Revenues Electric Franchise Fees (6%)

$10.00

$9.00

$8.00

$7.00

$6.00

City of Coral Springs, Florida

2023

2022

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

2023

2022

2021

2020

2019

2018

2017

$‐ 2016

$‐ 2015

$1.00

2014

$1.00

2013

$2.00

2012

$2.00

2011

$3.00

2010

$3.00

2009

$4.00

2008

$4.00

2009

$5.00

2008

$5.00

2007

$ Millions

$10.00

2007

$ Millions

Electric Utility Service Tax Forecast of Electric Utility Service Tax Revenues

141

Local Fees, Fines The City exercises its sovereign function to impose fees and fines, capturing revenue from licenses, permits, fines, and direct charges to use a service. These revenues are meant to recoup the cost to provide the service. A non-recurring revenue from Code Compliance activities is expected to continue to provide a larger than normal boost to the City, budgeted to increase by $400,000 for Fiscal Year 2018. Overall, the ad valorem revenues will be the workhorse of the Cityâ&#x20AC;&#x2122;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.

Millions

Forecast of Code Compliance Revenues $4.50 $4.00 $3.50 $3.00 $2.50 $2.00 $1.50 $1.00 $0.50

142

2023

2022

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

$0.00

Fiscal Year 2018 Annual Budget

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. 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 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. 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. 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. Coral Springs has one of the lowest fire assessment rates for a single-family home in the area.

Fire Assessment rate comparison Fiscal Year 2018 $400 $350

$372.84 $350.00

$300

$300.00 $271.48

$250

$256.00 $222.00

$200

$209.50

$196.00

$150

$180.00

$175.00

$163.00

$100 $50 $0

*Miramar

*Tamarac

*Margate

*Pembroke Pines

*Ft Lauderdale

*Hollywood

Sunrise

Davie

*Coral Springs *Deerfield Beach (BSO)

*Pompano Beach

*ISO 1 Fire Departments

City of Coral Springs, Florida

143

Water and Sewer Fund The Cityâ&#x20AC;&#x2122;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. 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. 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 Countyâ&#x20AC;&#x2122;s water conservation program. Additionally, plant maintenance will continue with the painting of the exterior of the water treatment plant.

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

500,000 2018 2019 2020 2021 2022 2023 2024

144

Fiscal Year 2018 Annual Budget

Solid Waste Fund 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

145

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 110 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. Four measures are marked “not reported” this year because they are dependent upon results of the business survey which was not conducted this year. The business survey is conducted every other year. Four measures are not marked because they are new for Fiscal Year 2018. Of the available 106 results, 85 (80.2%) of the measures met or exceeded their goals for Fiscal Year 2017, 10 (9.4%) were within 95% of their goals, and 11 goals (10.4%) 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 2017, 14 of those goals have been met and seven 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 2017 Business Plan included 52 initiatives. Departments completed 36 initiatives and will continue working on 16 initiatives during the first few months of Fiscal Year 2018. Eleven of the 16 initiatives that are still “in progress” are more than halfway complete.

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.

146

Fiscal Year 2018 Annual Budget

Summary of Fiscal Year 2017 KIO Results

Strategic Planning Cycle Fiscal Year 2016-2017 Key Intended Outcomes

FY 2015 Actual

FY 2016 Actual

FY 2016 Goal

FY 2017 Actual

FY 2017 Goal

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) 4 Ratings of Quality of Life (Resident and Business Surveys) 5 Coral Springs Charter School graduation rate 6 Injury accidents at or near 14 major intersections in the City

2,171.2

2,500

2,180.5 

2,500

2,075 

(Res) 94%

—

— 

92%

93% 

(Res) 98%

—

— 

94%

97% 

(Res) 96%

(Biz) 96%

(Biz) 98% 

(Res) 96%

94% *

99.5%

95%

99.5% 

95%

99% 

133

175

97 

165

116 

—

(Biz) 95%

(Biz) 97% 

—

(Biz) 97% 

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 0.19% above the average Comp avg 0.76% of 6 comp cities

CS 0.17% Comp avg 1.26%



above the average of 6 comp cities

CS 0.25% Comp avg 2.24%



above the average of 6 comp cities

CS 7.9% Comp avg 8.6%



above the average of 6 comp cities

CS 6.5% Comp avg 12.4%



9 Non-residential tax base growth 10 Coral Springs' June unemployment rate

5.0%

4.4% 

below State

4.0 

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) 11

13 Athletic league participation

(Res) 97%

—

— 

95%

92% *

(Res) 95%

—

— 

95%

92% *

8,713

8,100

(Res) 87%

(Biz) 87%

(Biz) 98% 

87%

88% 

(Res) 92%

(Res) 90%

(Res) 92% 

90%

91% 

(Res) 84%

(Biz) 85%

(Biz) 96% 

85%

84% *

390,933 125

400,000 120

393,662  126 

400,000 120

350,703  126.2 

(Res) 94%

(Biz) 81%

(Biz) 79% *

(Res) 95%

92% *

93%

92%

94% 

92%

93% 

S&P AAA Fitch AAA Moody's Aa1

AAA

S&P AAA Fitch AAA  Moody's Aa1

AAA

S&P AAA Fitch AAA  Moody's Aa1

(Res) 87%

(Biz) 65%

(Biz) 78% 

(Res) 75%

84% 

(Res) 95%

(Biz) 95%

(Biz) 94% *

(Res) 95%

93% *

7,976

8,056 *

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

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)

23 Ratings of customer service (Resident and Business Surveys)

FY 2017 KIO Summary Met or exceeded goal Within 95% of goal Did not meet goal

City of Coral Springs, Florida

14 7 2 23

 * 

147

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 2) Number of days lost from on the job injuries per 100 employees 3) Percentage of subrogation eligible dollars recovered City Manager's Office Budget and Strategy (6) 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 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 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 Communications and Marketing (4) 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 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 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 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) 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 5) Percentage of invoices paid within 30 days 6) Out of stock level of the total inventory at Central Stores

148

FY 2015 Goal Actual

FY 2016 Goal Actual

Goal

99%



49 47%

37 52%

49 47%

95.85 66%

49 47%

51 68%

 

95% 2

98% 3

95% 2

94% 5

95% 2

99% 3

 

—

17 10 34

—

18 10 37

FY 2017 Actual

—

39 9 63

Yes ±2% Yes

Yes 0.9% Yes

Yes ±2% Yes

Yes 1.7% Yes

Yes ±2% Yes

Yes 0.4% Yes

  

95%

100%

95%

100%

95%

100%



4 hours

2 hours

4 hours

2 hours

4 hours

2 hours



94% 79% 30

100% 88% 5,985 46

94% — 7,785 60

100% — 10,657 131

95% 85% 9,300 60

98% 87% 17,161 99

   

95% 2 days 2 days

95% 1.4 days 1.8 days

95% 2 days 2 days

99% 1 day 1.5 days

95% 2 days 2 days

98% 1.9 days 1.5 days

  

9 days

8 days

8.25 days

8 days

8.3 days

Yes



2.90

2.80

2.90

2.75

2.90

2.83



45 days

30 days

45 days

29 days

45 days

38 days



1.50 1,000 15

1.53 1,525 11

1.50 1,000 10

1.70 2,155 6

1.50 1,000 10

1.48 3,195 4

  

95% 90%

100% 98%

95% 90%

100% 94%

95% 90%

100% 96%

 

75%

78%

75%

78%

75%

79.9%



85%

84%

—

85%

84%

—

87%

95%

—

N/R

93%

95%

94%

97%

94%

98%



88%

85%

88%

87%

88%

80%



0 99% 2.50%

1 93% 3.80%

0 90% 2.50%

0 96% 1.90%

0 90% 2.50%

0 96% 1.30%

  

Fiscal Year 2018 Annual Budget

Department Performance Measurements (continued) 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 (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) 8) Maintain Citizen Emergency Response Team (CERT) force 9) Maintain Fire Explorers program participation Human Resources (11) 1) Percentage of employees who agree with the statement “I would recommend working for the City to a friend”

FY 2015 Goal Actual

FY 2016 Goal Actual

Goal

FY 2017 Actual

90%

97%

90%

97%

90%

97%



90%

100%

90%

98%

90%

100%



N/A



6,400

8,883

6,400

6,069

6,400

5,890



4,000

6,788

4,000

6,761

4,000

8,210



7 4 50 1

7 8 180 2

7 4 50 1

6 5 50 3

7 4 50 1

7 6 101 3

   

99%

100%

—

95%

99%



—

99%

100%

—

N/R

100 40

135 28

100 40

135 25

100 40

82 30

 

90%

93%

92%

94%

90%

93%



90%

87%

90%

88%

90%

89%

90%

97%

92%

96%

95%

97%



90% 90% 90% 90% 48 45%

96% 96% 91% 96% 64.7 64%

90% 90% 90% 90% 48 45%

95% 95% 93% 100% 65.3 68%

95% 95% 90% 90% 48 45%

96% 96% 94% 100% 58.7 73%

     

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 able to apply skills or knowledge learned through City training to my job." 11) Respond to customer requests within 2 days —and complete service request within 7 business days*

90%

91%

90%

92%

90%

93%



100% 100%

95% 95%

transitioned to new app

87% 91%

95% 95%



Information Services (5) 1) Number of IT Development Projects implemented in accordance with City’s 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

8 95% 99.5% 98.0% 98.0%

17 99% 100.0% 100.0% 100.0%

8 95% 99.5% 98.0% 99.0%

7 99% 100.0% 99.9% 99.9%

10 95% 99.5% 98.0% 99.0%

7 99% 100.0% 99.9% 99.9%

    

96%

97%

—

95%

92%



94% 92%

96% 93%

— —

95% 90%

94% 91%

* 

98% 60% 90,000

100% 66% 85,208

98% 60% 80,000

99% 66% 77,081

95% 60% 80,000

97% 58% 76,487

  *

65% 50%

84% 72%

65% 60%

79% 65%

65% 60%

78% 60%

 

5,000 49% 250 120

4,863 39% 253 N/A

4,000 49% 250 120

4,782 41% 255 130

4,000 50% 250 120

4,087 42% 48 64

*   

92% 92% 92%

N/A N/A N/A

92% 92% 92%

90% 90% 90%

97% 95% 97%

  

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

City of Coral Springs, Florida

149

Department Performance Measurements (continued) Sportsplex (2) 1) Revenue generated from Sportsplex concessionaires 2) Sports Commission: Number of room nights

FY 2015 Goal Actual

FY 2016 Goal Actual

Goal

FY 2017 Actual

$198K 4000

$230K 3404

$226K 3600

$227K 3454

$226K 3600

$211K 2060

 

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

50% $300K 90% 30% 90% 25 60

55% $288K 94% 19% 78% 36 93

50% $275K 90% 30% — 30 60

51% $309K 95% 21% 86% 42 89

50% $275K 90% 30% 90% 30 60

48% $272K 94% 15% 87% 52 100

 *   *  

95%

96%

—

95%



75%

79%

—

75%

78%



5:00

4:55

4:44

5:00

3:50



-36.5%



-4.8%



32.0%



11.9%

  

Police (11) 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) 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)

2014 5:00 2014 0%

2014

0% 29%

-9.2%

-4.7%

35.7%

30%

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 90% of the time 5) Pot hole repair response time 6) Complete litter removal of 159 miles of road rights-of-way in five working days 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 12) Average daily wastewater flow (revised for FY 2018) 13) Percent of "unaccounted for" water Construction Management Support 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

-14.0%

0.4%

-42.4%

35.7%

2016 2016

30% 2016

2015 17.5%

2015

2014 8) Traffic crashes per 1,000 citizens 9) Number of high school students that are awarded safe driving certificates at 10) Satisfaction rating by businesses (Business Survey) 11) Safety rating by businesses (Business Survey)

2015 2015

2014 -5%

2016

2015

2014 6) Clearance rate for crimes (Source: Uniform Crime Report) 7) Reduce or maintain percent change in number of robberies (Source: Uniform Crime Report)

2016

2015

2016

35 135 — —

31 321 — —

31 200 92% 92%

33 304 96% 96%

31 200 — —

32 401 — —

N/R N/R

92% 90% 94%

90% 93% 93%

— 90% 94%

— 100% 96%

90% 90% 94%

89% 99% 95%

*  

90% 100%

93% 100%

90% 1 day

99% 1 day

90% 2 days

98% 1 day

5 days

4.3 days

5 days

5.9 days

5 days

12.9 days



9,600 —

19,770 1,180

15,000 —

18,007 1,155

14,000 —

15,131 1,418



750 300 — <10%

1,164 978 7.135 8.00%

1,000 850 — <10%

1,200 1,151 9.042 6.12%

1,000 1,000 — <10%

1,004 1,330 7.625 9.31%

Yes Yes — — — — —

No No — — — — —

— Yes Yes — — — —

— — — Yes Yes Yes Yes

 

   

Fiscal Year 2017 Results Met or exceeded goal Within 95% of goal Did not meet goal Not reported Total

150

Fiscal Year 2018 Annual Budget

85 10 11 106

 * 

N/R

110

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

Good Source: Broward County Property Appraiser’s Office

Billions

(Property values reflect calendar year rather than fiscal year.)

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.

Non-residential Property Percentage Non-Residential Property Values Non-residential includes commercial/industrial sites, as well as agricultural, institutional, government and miscellaneous real estate.

As a % of Total Property Values

Non-residential values increased at a greater rate than residential for FY 2017. New commercial construction contributed to this increase.

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)

City of Coral Springs, Florida

The incidents of major crimes per 100,000 population hit an all-time low. 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.

151

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 Residential Survey is conducted every other year.

Good

Source: 2015 Resident Survey conducted by ETC Institute.

Volunteers in Government

Good 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 2017.

600 500

458

463

479

454

463

494

519

509

520

540

506

496 459

442

400 300 200 Source: Database of Boards and Committees

100 0

FY 2004FY 2005FY 2006FY 2007FY 2008FY 2009FY 2010FY 2011FY 2012FY 2013FY 2014FY 2015FY 2016FY 2017

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.

14,000 12,000

11,624

11,150 10,151

10,000

9,500 8,500

8,000

8,763 7,792

8,158

8,105

8,711

8,475

8,713

7,976

8,056

6,000 Source: City of Coral Springs Parks and Recreation Department

4,000 2,000 0

FY 2004

Employee Satisfaction

FY 2005

FY 2006

FY 2007

FY 2008

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

FY 2014

FY 2015

FY 2016

FY 2017

Same result used for FY 2012 and 2013

Good

Survey conducted during Q4

152

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

Fiscal Year 2018 Annual Budget

Employee Productivity 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.)

City of Coral Springs, Florida

153

154

Fiscal Year 2018 Annual Budget

Department(s)

Update for Fiscal Year 2017

Mobile Integrated Healthcare (ongoing)

Fire/EMS

The Mobile Integrated Healthcare Unit is operating with full autonomy at this time. Cleveland Clinic is now handling the appointments, which allows the Nurse Practitioner more time to spend with the patient, rather than registering the patient on her computer first. The number of patients seen on average, is 15-20 per week. This is significantly higher than during the initial pilot program. The MIH unit is changing how healthcare is delivered to our residents and visitors.

Virtual Slice took place April 20th at the Coral Springs Museum of Art. It was very Host Virtual Slice of the Springs Development Services successful, exceeding expectations in terms of engagement-- with a reach of Meeting / Comm&Mktg more than 15,000 and nearly 293 comments posted. The Founders day event was held in July. We had an evening event at Cypress Park Pool with a D.J., free swimming, games for the children, refreshments and New Event Programming Parks and Recreation birthday cupcakes. Over 200 people attended the event. Egg Hunt was completed and went very well. The department currently deploys all six trailers in areas throughout the city. These areas have both consistent heavy traffic flow and are main avenues into and out of the city. Other factors in determining needs for their use and placement depend on the crime trends, security needs, etc. The LPRs have License Plate Readers Police provided successful results due to data collected over the past year. Fixed cameras are still being researched and will further improve the already successful program. Q3: The interviews for the remaining detective position were completed and the selections were made. All positions have been filled. Enhance Economic Crimes Staffing Police Q2: The sergeant position has been filled for the Economic Crime Unit. Interviews for the remaining detective position are being held in April. The ArtWalk event season is complete. While Artoberfest was rained out, Downtown in December was rescheduled for later in the month of December, Comm&Mktg/ Parks and was well received. Equally, UnPlugged was again well-attended, and has ArtWalk Events (ongoing) become a signature event for Coral Springs. The second of the two Savor the and Recreation Notes Jazz Brunch events took place on April 30 in conjunction with the Farmers' Market. Q3:The Body Worn Cameras Pilot Program is complete. The program was presented to the City Commission. If the purchase is approved, we are ready to move forward with deployment. Body Worn Cameras Pilot (ongoing) Police Q2: The testing of the program is complete. The Police Department has created a policy for the worn cameras. Information will be presented to Commission. Once a budget is decided the project can move forward. The Community Paramedic Program is functioning at 100%. Our Community Paramedic, Susan Toolan, receives requests for patient follow-ups on an almost daily basis. The CP program continues to be an invaluable asset to our Community Paramedic Program (ongoFire/EMS community. The CP Program has been able to change the lives of many of our vulnerable population.

CInitiative

A Family-Friendly Community

Fiscal Year 2017 Initiative Summary

100%

% Complete

Complete

Status

City of Coral Springs, Florida

155

Human Resources

14 Teen Political Forum (ongoing)

Police

12 School Resource Officers (ongoing)

Human Resources

Police

11 CSI Building Renovation (ongoing)

13 Multi‐cultural Events (ongoing)

City Manager’s Office

Fire/EMS

10 Education Grants (ongoing)

9 Fire Stations 43 and 95 (ongoing) Fire Station 43 is complete. Fire Station 95 is complete. Q3: Final reports received and compiled in June 2017, with successes documented for each of the five high schools. Q2: Compiled information from the grant applications was presented to the City Commission at the February 22, 2017 Workshop, where staff received consensus to proceed with the grants. Checks were provided to five high schools. End of year reports will be requested at the end of the school year. The CSI Building renovation is complete. The members of the Unit moved in on February 1st. Broward County agreed to pay all funding for the 20 positions including SSROS. All School Resource Officer positions are full. The International Day of Peace was hosted on September 19th at the Peace Garden with an attendance of approximately 100 people, including 4 of our local schools. *On September 23rd, the International Dinner Dance was held at the Coral Springs Marriott with a guest count of close to 400 people. The country of Cuba was highlighted showcasing its culture, music and cuisine. *Unikids Diversity Training - in progress. *The City celebrated the 27th Annual MLK Celebration with a weekend of programs and activities geared to every segment of the community. In addition to an Art & Literary Exhibits Contest for all schools, the Committee hosted a musical drama production entitled "I Have a Dream." On the King Holiday, a workshop was held for middle and high school students at the Charter School. Approximately 250 students were in attendance as we reminded them that this is a "Day On, not a Day Off." *The Annual CommuniTea was held on May 13th at the C.S. Museum of Art. It drew about 200 attendees who enjoyed an afternoon of good food, international teas while being entertained by a spectacular Venezuelan Dance Troupe and a The event was held March 30 at the Coral Springs Center for the Arts from 6:30 to 8:30 p.m.

100%

95%

100%

Complete

In Progress

Complete

156

Fiscal Year 2018 Annual Budget

Chamber of Commerce Business Academy

16 “Business is Brighter” Campaign

15 TRAKiT

Initiative

A Thriving Business Community Update for Fiscal Year 2017 Q4: DS staff has met with IT staff on a weekly basis to address outstanding issues. Superion continues to provide some expertise as they have not finalized what their requirements are as part of the contract. Many of the glitches have Development Services been fixed, however, a few still remain. Q3: TRAKiT and eTRAKiT launches were successful. Consulting contract with Sungard/Superion expires 6/30/17. Continued attention is needed in fine tuning this effort. Q4: Sixty‐six welcome letters mailed out in Q4, bringing to a total of 267 letters sent out in FY2017. The Business Recognition Award video was advertised and promoted on the Facebook page receiving many positive feedback. Q3: Twenty‐seven welcome letters were mailed out to the new businesses in April and May (note: final numbers for June businesses are not yet available). EDO reached out to a broader audience by placing a “Business is Brighter in Coral Springs” ad in the ULI magazine (1/2 page) and in the American Airline’s American Economic Way magazine (1/4 page). EDO started to utilize Facebook to promote the City’s Development Office economic development updates. A short video of the Business Recognition Program is completed and ready to be promoted in Q4. Q2: Fifty‐four letters were mailed out to the new businesses in Coral Springs and 11 letters were sent out to the fastest‐growing companies nationwide. Real Estate Summit was held in January. Creation of the short video to promote the 2017 Business Recognition Program began. FL Business Boost Conference event Q4: Sixty-six welcome letters mailed out, bringing to a total of 267 letters sent out in FY2017. The Business Recognition Award video was advertised and promoted on the Facebook page receiving many positive feedback. Q3: The final Business Academy session, “How to Harness the Power of Social Media,” was held on April 6, 2017. Overall, the Business Academy went well. The Economic EDO and Chamber of Commerce met to evaluate this year’s sessions and to brainstorm topic ideas for next year’s Business Academy. Development Office Q2: Chamber held 3 Business Academy sessions ("Creating an Amazing Workplace Culture", "Speak, Dazzle, Succeed: Overcome your fear of Public Speaking", and "Reputation Management & Capturing Your Target Market"). Q1: Chamber of Commerce held 2 Business Academy sessions ("YouTube is King" and "Top Ten Ways to Avoid Employee Lawsuit").

Department(s)

100%

95%

% Complete

Complete

In Progress

Status

City of Coral Springs, Florida

157

Economic Development Marketing Strategy (ongoing)

Economic Development Office

Public Works

Corporate Park Improvement District Economic ‐ Phase II Development Office

19 Water Fill Station

Q4: City staff, Corporate Park Association, WastePro and Coral Springs Regional Chamber Office met on 7/17 to discuss code compliance visit, security update (LPR), drainage issues, grant opportunities, and proposed business plan initiatives to improve the Park. Next meeting has been scheduled for 10/16. Q3: City Staff, Corporate Park Property Owner Association, and WastePro met on 4/17 and held a lengthy discussion on upcoming code compliance visit, trees, garbage, security, and drainage system issues in the Corporate Park. The next group meeting will be held on 7/17. Q2: City staff met internally to discuss the next steps for improving the Corp Park. In January, a collaborative letter between the City and POA was sent out to 511 businesses and property owners to communicate about the upcoming Code Compliance site visit in Q3. Q1: The Needs Assessment and Assessment Methodology have been completed and presented to the Commission and the POA. The City Commission tabled the passing of the ordinance to "a date uncertain." City staff continued to meet with the POA to discuss improvements that can be made by property owners. The RFP for stormwater phase II has been issued. Project may have to be re-bid due to incomplete bids. Q4: Staff attended the ICSC Florida Conference from 8/27-8/29 and promoted the city, available retail properties and the downtown area in Coral Springs. Q3: AngelouEconomics (AE) recommendations were presented at the Commission Workshop. Based on AE and Economic Development Advisory Committee's recommendations, staff prepared 7 business plan initiatives for the FY18 Budget. EDO continue to promote the "Business is Brighter" campaign and met with 7 businesses in Q3. Staff will also attend the ICSC Florida Conference in Q4. Q2: AngelouEconomics made several site visits in Q2 to discuss and plan the overall Economic Development Marketing Strategies and Implementation Actions. Key findings to be presented at the Commission Workshop in April. Q1: Since the launch of the new EDO website in September, Google Analytics report shows that there has been an increase of 75% new visitors in Q1. Social media marketing such as Facebook and LinkedIn links were also created in Q1 featuring the "Business is Brighter" campaign to drive engagement and to

100%

10%

100%

Complete

In Progress

Complete

158

Fiscal Year 2018 Annual Budget

Downtown Redevelopment (ongoing)

Downtown Water & Sewer Improvements (ongoing)

Real Estate Summit (was Realtors’ Summit) (ongoing)

24 Traffic Management (ongoing)

23 Municipal Complex (ongoing)

Q3-Q4: Turn lane has started, removals complete and new drainage installed. Water and sewer tie ins continue at night. Q2: Water/wastewater replacement has been concluded. Work at intersections City Manager’s continues during the night. Office/CRA Q1: Contracts have been awarded for water line replacement on Coral Hills Drive and Sample Road from University Drive to Coral Hills Drive. The turn lane will be constructed concurrent with the water and sewer upgrades. Q4: Shell is weather tight • Mechanicals started up on all floors • AC started on all floors • Interiors : 1st Floor – Ceiling tiles ready to be started, Terrazzo floor started • 2nd Floor – Ceiling tile complete, carpet 95% complete • 3rd Floor Ceiling tile complete, carpet to start 10/13/17 • 4th Floor – Ceiling tile complete, carpet 70% complete • 5th Floor – Ceiling tile in progress, carpet to start 10/12/17. City Manager’s Office Relocation bidding in and Commission approved contract. There was one response on the RFP, and the proposal was rejected. Q3: RFP is due July 2017. Q2: The tri-party agreement has been terminated and our RFP will be issued. Q1: The second phase of financing has been approved and bonds have been issued. The proposal for Phase II and III parcels has been approved. Q4: One traffic study was completed. The TMT met on 7/28, 8/25, 9/22. Q3: Eight traffic studies were completed. TMT met on 4/21, 5/19, and 6/23. Q2: Fourteen traffic studies were completed. TMT met on 1/20, 2/17, and 3/17. Development Services Q1: Eight traffic studies were completed. TMT met on Oct. 28th to discuss the Diverging Diamond Interchange (DDI) being proposed by the Florida Turnpike Authority for the intersection of the Sawgrass/Coral Ridge Drive and the University Drive expansion project. Commission will review at Jan. workshop. Real Estate Summit was held on 1/11 with a total of 81 attendees. Next year's Summit will be held in March 2018. This year, in addition to the commercial and Economic residential real estate agents, financial institutions attended the Summit. The Development Office following keynote speakers were selected for 2017 Real Estate Summit: Malcolm Butters, Doug Simms, Angelos Angelou, and Erdal Donmez.

Public Works

Q4: Construction of turn lane and water and sewer main tie ins to be completed during the next 45 days. Paving to be completed by Dec. 1st Q3: The replacement of the water and sewer mains between University Drive and Coral Hills is complete, as well as the water main on Coral Hills Drive and in the intersection of Coral Hills and Sample. The Contractor is working in the intersection of University and Sample thru the end of July, where after work will begin on the 94th Ave turn lane. Q2: The replacement of the water and sewer mains on Sample Road between University and Coral Hills began 2/16, leaving one lane open in each direction. Q1: The downtown water and sewer improvements consist of a new water and sewer main on 94th Avenue to service the municipal complex, the replacement of the water and sewer lines on Sample Road between University Drive and Coral Hills, and a new water main on Coral Hills Drive from 31 Ct to Sample Road.

100%

92%

85%

Complete

In Progress

City of Coral Springs, Florida

159

Parks and Recreation Parks and Recreation

Parks and Recreation

Human Resources

29 Athletic Field Renovations

30 Court Resurfacing

31 Riverside Park Boat Dock Grant

32 City‐wide Day of Service (ongoing)

Parks and Recreation

28 Turtle Run Park Improvements

Aquatic Complex 50 Meter Pool (ongoing)

Parks and Recreation

27 Additional Senior Programming

Parks and Recreation

Department(s)

Replacement Fund for Parks and 26 Recreation

Initiative

An Active, Healthy Community Update for Fiscal Year 2017 A Depreciation Fund was set up as part of the 2016/17 Budget and funds have been placed into the account. Q2: Several senior classes have been added including Socrates program, Chair Yoga and Tai Chi. The chair yoga and tai chi classes are paid classes that were added because the free classes were full and people were asking for more classes. Registration for the paid classes has been doing well. Staff is working on adding some intergenerational classes during the summer and fall. Q1: The Senior Health Field was held in October. There was good participation from the Seniors and great participation by vendors. This project has been completed. The swale area was graded, new piping was put in under the sidewalks, and new sod was installed. The results are been excellent. Three fields were renovated at the end of Soccer Season. Two fields on Tract 24 and MW #3 fields were graded and resodded. All courts have been completed and are open for play. The County changed the requirements for the grant funds for the dock. We cannot replace just one side at the current height. They want the dock lowered. The architect has completed the plans for the new docks at the height the County has requested. South Florida Water District must now review the plans and hopefully will issue a permit for the dock. The Water District can take up to 4 months to review the plans. Once a permit is issued, we will then go back to the County to receive the grant funds. Then a bid will go out for construction of the new dock. The day was a great success! Here’s what was accomplished: - 200 Laces of Love were created for Parkside, Coral Springs, Hunt and Forest Hills Elementary School - 116 pillows were made for the Honor Flight - 96 Emergency Bags were delivered to Coral Springs residents on the vulnerable population list - Sawgrass Nature Center and Coral Springs Community Garden were cleaned up, mulched, trees planted and more - The Senior Center at Sartory Hall was painted and cleaned - Two streets were cleaned and litter was removed - 600 canned food items were collected by high school students that were donated to Coral Springs Food Banks The 50 Meter Pool is completed and in full operation. The project was completed on schedule and within the budget. The first meet held in the renovated pool resulted in 22 state records being broken. 100%

100%

30%

100%

% Complete

Complete

In Progress

Complete

Status

160

Fiscal Year 2018 Annual Budget

Drowning Prevention/Water Safety (ongoing)

The Coral Springs Fire Department, together with local partners, administers a drowning prevention 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 and water safety instruction. Police, Communications and Marketing, and Aquatics staff work together to support the message as part of community outreach efforts. This past year the Coral Springs Regional Institute of Public Safety, together with our community partners, was able to develop and deliver our first drowning prevention program focused on high school students. Over 700 high school juniors and seniors participated. Additionally, about half that number also completed a free CPR training program offered at their school during the drowning prevention event. This is another part of the City’s long range commitment to breaking down the known obstacles Fire/EMS, which keep the tragedy of drowning so prominent in our community. Communications and In Q1, 17 major Risk Reduction presentations were done in Coral Springs and an Marketing additional 18 were done in Parkland. Each of these presented material and information that was audience (age) appropriate on drowning prevention, as well as frequently allowing participants to try CPR using the training equipment provided and guided by our FD staff. The first quarter of each new fiscal year is typically one of our busiest, with numerous community invitations to present to schools or host events with business and community groups. This is because October is traditionally Fire Prevention Month and our department provides an expanded community education effort that encompasses many life safety risks. So in addition to the usual life safety messages about fire, we incorporate the information and materials on drowning prevention. I nQ1 we were able to provide information to 2,125 Coral Springs residents and 2,250 Parkland residents during our various events and contacts. 100%

Complete

City of Coral Springs, Florida

161

Public Works

Piloting Electric Vehicles and Charging Stations

39 Increase and Enhance Litter Control

38 Maintain and Protect City Trees

37 Interactive Public Art

Engineering design is complete. Construction is funded in FY18.

Update for Fiscal Year 2017 Tesla provided two charging stations at no cost. They were installed by staff at Mullins Gym. Tesla will refund up to $4,000 for City time and materials. Fleet staff purchased the two electric vehicles, Nissan Leafs.

Q4: Artists continuing fabrication within expected installation, the first week in November 2017. Q3: The PAC sponsored an art show held at the Coral Springs Museum of Art Lobby Gallery in June 2017. It featured Broward County local artists and will be on display until August 23, 2017. The PAC is also in the process of wrapped 7 traffic signal boxes with artists’ designs. Development Services Q2: On January 23, 2017, the PAC approved the artwork selection of Jen Lewin for an interactive artwork that will be located on NW 31st Court ArtWalk. Q1: Public Art Committee created a call for artists. 139 applications were reviewed by the committee and two representatives of the CRA. On November 14, 2016, the top three artists were selected (Madeline Weiner, John Fleming, and Jen Lewin.) The full time Maintenance Worker has been hired and started work during the Parks and Recreation 1st Quarter. Q4: Cycle time has improved from 19 days for the 3rd quarter to 12 days for the 4th quarter due to improved staffing. Q3: Staffing shortages due to the difficulty in recruiting part time personnel has affected the timely completion of the routes. However, staff is making best efforts to complete the cycle. Public Works Q2: The additional Gator Utility vehicle has been received. Q1: As a result of funding from the Waste Pro contract, a part time positon was converted to full time with the hire beginning service in October 2016. Waste Pro has made payment to the City for the purchase of the Gator utility vehicle.

36 Turtle Run Park Left Turn Lane ‐ Ph. I Public Works

Department(s)

Initiative

An Attractive Community

100%

80%

100%

% Complete

Complete

In Progress

Complete

Status

162

Fiscal Year 2018 Annual Budget

NW 110th Avenue Bicycle and Pedestrian Project

Public Works

Coral Springs Water Quality Improvement

Meadows and Dells Stormwater Improvements (ongoing)

Projected completed by Anzco, Inc.

13 Automatic Flushing Devices were purchased with FDEP grant dollars. Utilities team installed 4 of 13 flushers. Hurricane Irma prevented completion by end of fiscal year. Q4: Capital improvement projects are underway and near completion. Senior and youth programs have been expended. Home Repair projects are completed and the balance of funds will be leveraged with other funding sources to fully expend all funds over the course of this next FY 2018. Q3: Contracts have been awarded for all capital improvement projects and 42 CDBG Action Plan (ongoing) Development Services construction is underway. Senior programs will be expended by July 2017. Youth scholarship funds will be fully expended by August 2017. Home Repair projects are underway. Q2: Plans and designs have been completed and projects are out to bid for capital improvement projects. Home Repair projects are underway. Q4: This program is closed and the city is awaiting property inspections as the Residential Construction Mitigation 43 Development Services final reimbursement has been submitted. Grant (ongoing) Q3: Five home repair projects were completed by June 27, 2017. Q4: LMK lined 154 LF of lateral lines. Q3: The City's contractors lined 3,236 LF of gravity main pipe in lift station basins 17E, 19C, 14C and 72 LF of laterals in LS 21C basin. 44 Infiltration and Inflow (ongoing) Public Works Q2: The City's Contractor installed 1,689 feet of lateral lining in various sections of the City's service area. Q1: City contractor lined 10,504 lineal feet of sewer line.

Q4: Contractor Metro Express, Inc. began construction activities on July 31. Primary activities this quarter involved City crews removing the 4 existing speed tables, contractor removing trees that conflicted with the new bike lane and sidewalk and installing new catch basins throughout the corridor. CEI provided additional survey work to verify elevations of the valley gutters to determine how much to raise the gutter to avoid excessive slopes at driveways on the northeast section of the project. Several conflicts with the force main and water Development Services, main were identified during installation of the catch basins. The CEI and EOR Stephen Botek are working out details of a change order to respond to these Public Works conflicts. Q3: Commission approved contracts on June 21st with Metro Express, Inc. for construction and Calvin Giordano & Associates for construction engineering and inspection (CEI) services. Water/sewer project will be completed early August. Q2: Project needed to be re-bid due to discrepancy in plans and specifications. Q1: LAP Agreement signed by Commission and FDOT. Notice to Proceed issued by FDOT on December 6, 2016.

In Progress

Complete

69%

100%

Complete

In Progress 55%

100%

In Progress

40%

30%

City of Coral Springs, Florida

163

Human Resources City Attorney’s Office

Information Technology

49 Misdemeanor Diversion (ongoing)

50 Network Security (ongoing)

The new employee started in February and is actively being cross-trained by the Pension Administrator. For FY17: Issued 189 notices to appear, 20 declined the program, 73 cases were closed Q4: Forescout (Network Access Control) configuration is 90% complete. Once fully implemented, this will only allow approved devices to communicate on our network. We are also moving all Security devices and IOT devices to private VLANs which have extensive access controls for routing back to the City's enterprise network which is now 50% complete. Q3: Forescout (Network Access Control) configuration is 70% complete. Once fully implemented, this will only allow approved devices to communicate on our network. Palo Alto Next Generation Firewall configurations are now 100% complete. We are also moving all Security devices and IOT devices to private VLANs which have extensive access controls for routing back to the City's enterprise network. Q2: Glauber Ribiero was hired as our Security Analyst. He is currently configuring Forescout (Network Access Control). Finalizing Palo Alto Next Generation Firewall configurations for SSL decryption for all users.

Update for Fiscal Year 2017 Q4: After several meetings with IT and the vendor, the recommendation is to install the equipment in the new Municipal Complex, rather than installing in the old building and migrating over. Communications and Q3: Equipment has been received and we are working with the vendor and IT for installation. Marketing Q2: EMC has been identified as the vendor. Purchasing will be taking this to the City Commission in May. We plan to have the server installed at our current location and then migrated over to the Municipal Complex. The newly formed Records Management Team researched different systems and conducted site visits to determine the best solution to meet our needs. The purchase of the Flex Scan 400 system was approved by the City Commission at City Clerk their regularly scheduled meeting on March 1, 2017. Installation and training are complete.

Department(s)

48 Sustaining Pension Administration

47 Digitize Microfiche, Microfilm

46 Video Storage Solution

Initiative

An Innovative, High-Performing Organization

96%

100%

80%

% Complete

In Progress

Complete

In Progress

Status

164

Fiscal Year 2018 Annual Budget

Public Safety Technology Upgrade (ongoing)

52 Enterprise Software (ongoing)

Q4: Turn by Turn scheduled for implemention into test environment on 10/23. Rest of original OSPS project is complete. Q3: Emergin to Hiplink Interface to be implemented week of 7/17. EasyStreet Interface is fully implemented. Turn-by-Turn is in planning and information gathering process. Q2: Currently in post-implementation phase. Amendment 5 presented at the 5/3 Commission Meeting: Emergin to Hiplink Interface, EasyStreet Interface and Turnby-Turn and the removal of Property and Evidence Module. Q1: The OSPS Migration Project is complete. The project team successfully met the project scope to implement FIS/SunGard’s OSPS public safety modules as referenced in the project contract with an objective to upgrade and consolidate all current Police application onto a single platform. All base CAD, RMS, MCT, and MFR products and interfaces are in the production environment. Go Live was held December 6-8, 2016. The project is in post implementation phase through June 2017. Optional modules training from Jan - March 2017 is scheduled. Q4: We are working to develop a draft RFP and complete process mapping. We had originally scheduled our process mapping session for Finance, HR and Budget for September but due to Hurricane Irma we were forced to postpone the sessions which are now scheduled to be held October 31st thru November 2nd. We have completed the final functional and technical requirements documents and we are using these to begin the draft RFP. Q3: Discussed the contract agreement of implementing the ERP system with the assistance from BerryDunn. We are also developing and preparing for process documents for the way we currently do business in our various departments. The contract was presented and approved by the Commission. We are now ready to continue working on the process documents with BerryDunn. Q2: Joint Requirements Planning Session was held 3/22-24/2017. All Departments participated in the sessions in an attempt to give BerryDunn, the consultants driving this project, a good representation of the expectation of what they hope to get out of the proposed ERP system. Out of the sessions, the consultants drafted a Functional Requirements Report and submitted to the team for review, comment and amendments. The report was resubmitted to BerryDunn for final review. Received a Statement of Work for Project Management Services. The quotes assume each phase implementation will take 12 months. The costs presented were for a single 12 month phase, giving us the flexibility to budget follow-on phases across fiscal years. The latest version of the project plan which included the push of the RFP release to 12/4/2017.

Information Technology

25%

99%

In Progress

Customer Requirements Analysis Overview In an effort to closely align the City’s limited 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

Survey respondents by general location

Overview and Methodology ETC Institute administered surveys to residents in the City of Coral Springs during February and March of 2017. The purpose of the surveys was to assess satisfaction with the quality of City services and to gather input about priorities for the community. 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 1,237 completed surveys. The results for the random sample of 1,237 households have a precision of at least +/-2.8% 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 vs. online). 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 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: the quality of emergency medical services (90%), the quality of fire services (89%), the quality of police services (85%), and the quality of City parks and recreation programs (80%). Residents were least satisfied with Code Compliance Division (55%). 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) Public Works. Public Safety The public safety services that were rated best included: how quickly EMS personnel respond to emergencies (84%), how quickly police respond to emergencies (81%), and how quickly fire personnel respond to emergencies (81%). Residents were least satisfied with how often police officers patrol neighborhoods (46%). 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.

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Parks and Recreation Services The areas of parks and recreation that were rated best included: the number of City parks (85%), outdoor athletic facilities/fields (81%), the appearance of parks and recreation facilities (80%), and the maintenance of City parks (80%). Residents were least satisfied with the City senior center (48%). 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. Solid Waste Services Eighty-one percent (81%) of the residents surveyed who had an opinion were satisfied (rating of 4 or 5 on a 5-point scale) with curbside recycling services; 80% were satisfied with residential trash collection services, and 78% were satisfied with bulk trash pickup. City Communications Seventy-two percent (72%) of the residents surveyed who had an opinion were satisfied (rating of 4 or 5 on a 5-point scale) with the quality of the Coral Springs News Magazine; 70% were satisfied with the City’s website (CoralSprings.org), and 67% were satisfied with the availability of information about City services. Infrastructure/Maintenance Services The areas of infrastructure/maintenance that were rated best included: satisfaction with the condition/appearance of medians (74%), the condition of major City streets (73%), and the condition of neighborhood streets (71%). Residents were least satisfied with the adequacy of City street lighting in neighborhoods (55%). The areas of maintenance that residents thought were most important to emphasize over the next two years were: (1) the condition of major City streets, (2) the adequacy of City street lighting in neighborhoods, and (3) the condition of neighborhood 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-five percent (75%) 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 49% and a Florida average of 49%. Satisfaction with Specific Areas The City of Coral Springs rated at or above the U.S. and Florida averages in 44 of the 51 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 (+39%) • Public Works (+28%) • Bulk trash pickup service (+27%) • Customer service by City employees (+25%) • Condition of major City streets (+23%) • Condition of neighborhood streets (+23%) • City communication with residents (+22%) • Availability of information about City services (+21%) • How well the City is planning for the future (+20%) • Appearance of parks and recreation facilities (+20%) • Condition/appearance of medians (+20%) • As a place to live (+19%)

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• As a City that is moving in the right direction (+19%) • As a place to raise children (+18%) • City efforts to inform on local issues (+18%) • City efforts to prevent crimes (+17%)

The City of Coral Springs rated at or above the U.S. and Florida averages in 44 of the 51 areas that were assessed on the survey

• Number of City parks (+17%) • Enforcement of exterior maintenance of residential property (+17%) • How quickly police respond to emergencies (+16%) • Outdoor athletic facilities/fields (+16%) • Adequacy of City street lighting of major streets (+15%) • Police services (+15%) • Overall satisfaction with parks and recreation (+15%) • Value for City taxes and fees (+15%) Setting the standard 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: • Coral Springs aquatic/pool facilities (+37%) • Bulk trash pickup service (+29%) • As a City that is moving in the right direction (+25%) • As a place to live (+23%) • Customer service by City employees (+22%) • Appearance of parks and recreation facilities (+22%) • Public Works (+21%)

Coral Springs was setting the standard for service delivery (rating 15% or more above the Florida average) among other Florida communities

• How well the City is planning for the future (+22%) • City efforts to inform on local issues (+19%) • City communication with residents (+18%) • As a place to raise children (+18%) • City efforts to prevent crimes (+17%) • Condition/appearance of medians (+17%) • Adequacy of City street lighting of major streets (+17%) • Availability of information about City services (+16%) • Condition of neighborhood streets (+15%) • As a place to work (+15%) • Number of City parks (+15%) • Quality of recreation programs for youth (+15%)

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Other Findings • Seventy-eight percent (78%) of residents reported they read the Coral Springs’ magazine “all the time” or “sometimes”; 17% reported they read the magazine “seldom” or “never” and 5% did not know. • Forty percent (40%) of those surveyed thought the taxes they pay to the City of Coral Springs are just right; 37% 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: MyCoralSprings on website, CoralSprings.org (43%), the Coral Springs Center for the Performing Arts (40%), Police services (31%), and City Hall in the Mall (30%). • The top four reasons residents indicated they originally made the decision to move to Coral Springs were: the nice neighborhoods (67%), housing (57%), the quality education system (54%) and the location (54%). • Fifty-two percent (52%) 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; 28% were “neutral” and 19% were dissatisfied. • Nearly half (46%) of residents felt they had a good understanding of the important issues facing the City of Coral Springs; 29% did not, and 25% did not know. • Sixty-six percent (66%) of residents think the City of Coral Springs is continually improving as a place to live; 20% disagreed, and 14% did not know. Opportunities for Improvement In order to help the City identify opportunities for improvement, ETC Institute conducted Importance-Satisfaction (I-S) 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: 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 service that is recommended as the top opportunity for improvement over the next two years in order to raise the City’s overall satisfaction rating is: • Efforts to maintain quality neighborhoods

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: condition of major City streets City efforts to prevent crimes frequency of police patrols in neighborhoods walking and biking paths in the City adequacy of city street lighting in neighborhoods

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: • Public Safety: frequency of police patrols in neighborhoods and City efforts to prevent crimes • Parks and Recreation: walking and biking paths in the City • Maintenance: adequacy of city street lighting in neighborhoods and condition of major City streets

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Business Survey Summary

Business Survey: Bottom line up front

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, SWOC analyses, Slice of the Springs meetings and good, old-fashioned customer contact, we gain an understanding of our customers views. Purpose and Methodology

Perceptions of the City are very positive and continue to improve Overall satisfaction with City services remains high and stayed about the same 93% of businesses would recommend Coral Springs as a place to do business The top two reasons businesses plan to stay in Coral Springs are: (1) the City’s low crime rate and (2) access to Sawgrass Expressway

During the spring of 2016, 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 improve the quality of City services. The survey was administered by phone to a random sample of 305 businesses in the City of Coral Springs. The overall results of the survey have a precision of at least +/-5.6% at the 95% level of confidence.

Major Findings

96% of businesses were satisfied with the quality of City services

Overall Satisfaction with City Services Thirty-six percent (36%) of the businesses surveyed felt the quality of City services was higher than their expectations; more than half (60%) of the businesses surveyed felt the quality of City services was meeting their expectations and only 4% 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: Overall Ratings of the City’s Customer

Service

• Emergency Paramedics (100%)

Overall ratingsBy percentage of customer of respondentsservice (excluding don’t know/not sure)

• Police Department (98%)

61%

Very Good

• Fire Inspection (98%)

40%

• Streets Maintenance (95%)

37% 37%

Very Poor

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.”

2012 2008

57%

5% 3% 3%

Poor

Satisfaction with City Customer Service

2014

34%

Good

• Street Drainage (90%)

2016

57% 61%

1% 0% 0%

94%

94% 98% 97%

Total: Very Good + Good 0%

20%

City of Coral Springs, Florida

40%

60%

80%

Customer service ratings remain very high

100%

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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%) • Litter collection on city streets (98%) • City efforts at maintaining the quality of neighborhoods (96%) • Work on road conditions (94%) • Provide lighting in commercial areas (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: • Requirements for proper business appearance maintenance (93%) • Trash disposal regulations (93%) • Landscaping codes (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 (38%) • Fire Inspection (29%) • Emergency Paramedics (19%) 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: Current Perceptions of Coral Springs

Overall perceptions Springs by percentages of respondents of who Coral rated the item as a 1 to 5 on a 5-point scale

• Overall quality of life (98%) • Overall image of the City (96%)

Overall image of the City

56%

33%

Overall quality of life

55%

34%

Overall feeling of safety

54%

34%

• Overall feeling of safety (96%) Ratings of the Physical Appearance of the City Eighty-five percent (85%) of the businesses surveyed rated the physical appearance of the area where their business is located as “excellent” or “good;” 13% rated it as “average,” and only 2% rated it as “poor.”

Quality of new development in the City

Quality of public education Very Satisfied (5)

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44%

40% Satisfied (4)

32%

20%

38%

15%

Neutral (3)

Dissatisfied (1/2)

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:

Reasons Why Businesses Decide to Locate to

• Low crime rate (95%)

Reasons Businesses Decide Locate Here Coral to Springs

• Overall image of the City (95%)

By percentage of business respondents who rated the item as a 3, 4 or 5 on a 5-point scale

Low crime rate

• Attitude of local government toward business (91%)

Overall image of the City

• Access to Sawgrass Expressway (90%) • Telecommunications/utilities/other infrastructure (90%)

Attitude of local government toward business

Extremely Important (5) Very Important (4)

Access to Sawgrass Expressway

Reasons Business Will Stay in Coral Springs for the Next 10 Years

Telecommunications/utilities/other infrastructure

The top reasons businesses indicated that they would stay in Coral Springs for the next 10 years were:

Proximity of important businesses

• Low crime rate (31%)

Important (3)

Level of taxation Quality of schools

• Access to Sawgrass Expressway (25%)

20%

40%

60%

80% 100%

• Proximity of important businesses (18%) A “Business Friendly” Community Likelihood of Recommending the City as a Business Location Most (92%) 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 7% were “not likely” or “not likely at all” to recommend Coral Springs as a business location and 2% did not know (does not equal 100% due to rounding). Ratings of the City’s Business Atmosphere Compared to Two Years Ago Nearly half (48%) of the businesses surveyed felt the City’s business atmosphere was “better” compared to two years ago; 42% 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 “poor” and 4% felt it was “worse” compared to two years ago. 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:

Overall Business Atmosphere Rating

Overall Business Atmosphere Rating By percentage of respondents (excluding don’t know/not sure)

90%

86% 82% 87%

Total Positive

• Productivity of the workforce (95%) • Stability of the City’s labor force (93%) • Attitude of employees (92%)

48%

40% 32% 27%

Better

2014

46% 50% 60%

No change, but good

2012

2008

9% 6% 4%

No change, but poor

6% 12% 9%

Worse 0%

City of Coral Springs, Florida

2016

42%

20%

40%

60%

80%

100%

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Communication Use of the City’s Website Forty-eight percent (48%) of the businesses surveyed indicated their organization had used the City’s website, 47% of businesses had not used the City’s website and 5% 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 (96%) • Under the Sun magazine (92%) • www.WorkCoralSprings.org (89%) Best Ways to Communicate With Businesses The top three ways that respondents felt it would best for the City to communicate with businesses were: emails (58%), direct mail (53%), and personal calls (29%).

Best Ways for the City to Communicate

Best Ways for the City to Communicate with with Businesses Businesses By percentage of respondents Emails Direct Mail Personal calls Social Media Newsletters City Website Brochures Business Forums City TV Workshops e HelpDesk

58% 53% 29% 21% 19% 13% 9%

Email and Direct Mail are the preferred methods of communication with the City

5% 4% 4% 4%

20%

40%

60%

Overall Ratings of City Communication Seventy-nine percent (79%) of the businesses surveyed rated the City’s communication with businesses owners and managers as “very good” or “good;” 14% rated the City’s communication with business owners and managers as “poor” and 7% rated it as “very poor.” Conducting Business with the City Online Nearly half (49%) of the businesses surveyed were interested in conducting business with the City online; 42% were not interested and 10% were unsure (does not equal 100% due to rounding). Of the businesses who were interested in conducting business with the City online, most (91%) were interested in applying for City permits online and most (93%) were interested in paying City bills online.

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Property Taxes How Property Taxes Compare to Surrounding Communities Thirty-six percent (36%) of businesses felt the City’s property taxes were “about the same” compared to surrounding communities; 35% felt property taxes were higher compared to surrounding communities, 3% felt they were lower and 26% did not know. 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: • 58% of the businesses surveyed felt property taxes were just right for the amount and quality of City services they were receiving. • 22% of businesses felt property taxes were too high for the quality of City services they were receiving. • 17% of businesses felt property taxes were high but felt the City was providing more services at a higher quality than expected.

Ratings of Property City Property Taxes Compared Ratings of City Taxes Compared to Other to Other Communities Communities By percentage of respondents

• 4% of businesses felt property taxes were too low for the amount and quality of City services they were receiving.

36% 37%

About the same 25%

45%

35%

Other Findings

Higher

The City services, departments or programs that businesses used most often were: • Fire Inspection (71%)

29%

2016

33%

2014

43%

2012

4% 6% 4%

Lower

2008 26%

Don't know/ Not sure

21%

• Trash Collection Services (54%) 0%

• Water Billing (47%)

10%

20%

26%

29%

30%

40%

50%

• the Police Department (46%)

Two-thirds (67%) 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, 30% did not and 3% were unsure.

Businesses generally felt that City events had a positive impact on the City: • 89% of businesses felt the Festival of the Arts had a positive impact on the City • 89% felt the Half Marathon/Race for Women’s Wellness had a positive impact on the City • 88% felt the Farmer’s Market had a positive impact on the City • 86% felt the Holiday Parade had a positive impact on the City • 84% felt the Our Town event had a positive impact on the City • 79% felt the Kruel Classic had a positive impact on the City

Over half (54%) of the businesses surveyed indicated they presently have a recycling program; 41% do not have a recycling program, and 5% 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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SWOC: Strengths, Weaknesses, Opportunities, and Challenges The Challenges category was previously titled Threats. During January and February 2017, 190 participants (76 volunteers—the majority serving on advisory boards and committees, 104 employees, eight “other”respondents, and two unidentified) completed the SWOC exercise. Prior SWOT exercises included 120 participants in 2015, 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 STRENGHTS

Strengths

Weaknesses

Volunteers

Response

Employees

Volunteers

Response

Employees

1 2 3 4 5 6 7

Safe community (low crime rate) Good schools Well‐run City government Quality of life Family oriented Good neighborhoods Parks and recreation facilities/programs

1 2 5 6 3 7 4

1 2 3 4 5 6 7

Lack of Downtown Aging infrastructure Declining aesthetics Not pedestrian friendly Traffic congestion Lack of high paying jobs Difficult for businesses

2 3 4 6 1 7 8

Opportunities

Challenges

Volunteers

Response

Employees

Volunteers

Response

Employees

1 2 3 4 5 6 7

Nightlife Business development Economic development New revenue sources Redevelopment Corporate Park Millennials moving to Coral Springs

2 7 1 6 5 3 12

1 2 3 4 5 6 7

Traffic on major roads Negligent landlords Crime State and Federal mandates without funding Economic downturn Reputation difficult to do business Natural disaster

1 3 2 6 4 5 8

Challenges

Opportunities

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

Trends:

Below is a comparison chart of the first choices selected by all respondents. Highlighted in blue are the top choices in 2017, 2015 andRanking of first choices by all respondents 2013. 2017 STRENGTHS Safe community 1 (low crime rate)

2015 STRENGTHS

2013 STRENGTHS

Safe community (low crime rate)

Safe community

2 Well‐run City government

Good schools

Fiscally responsible

3 City's reputation

Quality of life

Good schools

Family oriented

Quality of life

4 5

Family oriented

Trends: Good schools

Quality of life

Well‐run City government Ranking of first choices by all respondents

Well‐run City government

2017 WEAKNESSES

2015 WEAKNESSES

2013 WEAKNESSES

1 Lack of Downtown

Lack of Downtown

Lack of high paying jobs

Crime/perception of crime

2 Aging infrastructure 3 Traffic congestion 4 Declining aesthetics 5

Declining aesthetics Outdated City facilities Traffic congestion

Confusing codes Trends: Lack of high paying jobs Crime/perception of crime

Ranking of first choices by all respondents 2017 OPPORTUNITIES

1 Nightlife

Vacant storefronts Outdated City facilities Declining aesthetics

2015 OPPORTUNITIES

2013 OPPORTUNITIES

New City Hall

Nightlife

2 Redevelopment

Economic development

Business development

3 Economic development

Business development

Redevelopment

4 Corporate Park

Redevelopment

New revenue sources Economic development

Corporate Park Trends:

5 New revenue sources

Corporate Park Ranking of first choices by all respondents 2017 CHALLENGES

2015 CHALLENGES

2013 CHALLENGES

1 Traffic on major roads

Crime

State and Federal 2 mandates without funding

Economic downturn

Reputation difficult to do business

State and Federal mandates Reputation difficult to do without funding business

Crime

Traffic on major roads

4 Negligent landlords 5 Economic downturn

Reputation difficult to do business

Negligent landlords

Negligent landlords (tie) Natural disaster

City of Coral Springs, Florida

Natural disaster

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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.

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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

178

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.

Striving to become an outstanding provider of services to the Coral Springs community, the Public Works Department has achieved national accreditation. Awarded by the American Public Works Association (APWA), the accreditation examiners reviewed 347 policies, procedures and practices to determine if the Department met the high standards for Accreditation. The Keep Coral Springs Beautiful litter collection program was also named a “Model Practice.”The City of Coral Springs Public Works Department is the first Accredited Agency in Broward County, the 11th in the State, and 121st organization in the nation. The award is granted for four years with a mandatory update every two years demonstrating continuous service improvement.

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 2017, Coral Springs is proud to announce that once again the Coral Springs Police Department received Advance Meritorious Accreditation with Excellence for Law Enforcement and Accreditation with Excellence for Communications from the Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA®). This was the ninth Accreditation Award for Law Enforcement and the fourth Accreditation Award for our Communications Division. CALEA® accreditation is a voluntary process that requires accredited agencies to submit annual reports showing compliance with the program’s standards. During the CALEA® Awards presentation our department was the only agency to receive the Award with Excellence in both Law Enforcement and Communications out of more than 100 North American agencies. The purpose and importance of these programs is to improve the delivery of public safety services by maintaining standards which strengthen crime prevention, increase community support, establish nondiscriminatory personnel practices and formalize management procedures.

City of Coral Springs, Florida

179

The Coral Springs-Parkland Fire Department was named “EMS Provider of the Year” for 2017 by the Florida Health Department. Over the past five years, the department has focused on exceeding the standards set by the state department’s EMS strategic plan in training, public education and innovative initiatives. Many other fire departments from around the nation reach out to Coral Springs on a daily basis to benchmark and copy their models. The department has been focused on meeting and exceeding the standards set by the state department’s EMS strategic plan in training, public education and innovative initiatives.

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. Page 1 of 1

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.

180

Fiscal Year 2018 Annual Budget

https://www.phoenix.gov/budgetsite/MediaAssets/ICMA_Excellence_Award_logo_2017.jpg 12/5/2017

Department Budgets Contents Budget Process Map............................................................................................................................................................................ 182 Department Budgets Overview........................................................................................................................................................... 184 Understanding Departmental Performance Budgets................................................................................................................. 184 Sample Department Budgets Page..................................................................................................................................................... 185 Department Budgets.......................................................................................................................................................................... 186 City Attorney.............................................................................................................................................................................. 186 City Commission........................................................................................................................................................................ 188 City Managerâ&#x20AC;&#x2122;s Office................................................................................................................................................................. 189 Development Services............................................................................................................................................................... 193 Financial Services....................................................................................................................................................................... 198 Fire/EMS.................................................................................................................................................................................... 201 Human Resources...................................................................................................................................................................... 205 Information Technology............................................................................................................................................................. 209 Parks and Recreation................................................................................................................................................................. 212 Police......................................................................................................................................................................................... 218 Public Works.............................................................................................................................................................................. 222 Summary of Fleet Purchases 2018...................................................................................................................................................... 227

City of Coral Springs, Florida

181

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

182

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

183

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.

184

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

pPerformance Linkage

Developed by the department, this is a statement that identifies the particular purpose for the department.

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

tation

presen legal re ty timely Ci tive and mission and ents m esg ide effec reprin ly rm To prov e to the City Co zealo usfo -Per gh ce vic mmitted Hi ad co offi e, d is is Thtiv on.va es and rney an ini atino rsi In polic y of to str ve At An ro s ion ntes y: iss ’s y. coen adm City aliv iorit leg ct Pr Comm fe in c ty bilit Ef ty gi Ci lia : Ci e e pe ntial g th Ty Strate mentth ementin sures and pote re to impl nance, Measu expo di ng or , izi ed minim lutions mpani

cod acn (reso re: slation stswehesna ees Measu ation of Legi cqu of re Psro ar kday r 100 1) Prep Cwoorre ithin 10 juries pe w in ) b rs ts jo l u on the orde eria up mat O ulotp d st from by back covere l days re se of rs r un ty be dolla ion, Ci and Co igible 2) Num s elty Commiss d boards and Research ation Ci ee ne og bres ent the employ rtaining of supr d all assig entage • Re ministration, an at ters of law pe rc Pe 3) ad s in all m

torney City At es: Revenu torney City At Total

FY2016 tu ice Offal sAc l ney' ttor oa FY2015 tual CityGA Ac 99% 99% 99% 99% ey .85 y Attorn95 49 Cit ) / 5.75 (2502 nd 66% 37 nce Fu ral Insura 49 47% Gene 2.5 / ) 01 (88 52% ey 47% y Attorn puty Cit

Goal

FY2017 tual Ac Goal 99%

99%

49 Litigation Outside 47%

68%

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

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

01 $3,624,5 25,000 85,000 01 $3,734,5

98 $3,322,8 22,610 188,984 92 $3,534,4

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

2 $135,66 570,521 0 2,678,50 83 $3,384,6

1.50

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 De fer Trans inator 75)* Income nt Coord orney (0. Interest nageme t City Att ries Risk Ma Assistan Recove tor Total l Prosecu ipa nic t Mu sistan es: nt) Risk As ee 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

reem s and ag

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

es itiativ ation N ew In High-Performing Organiz

Me rmance

asure

ing Perf h-Perform ve, Hig torney Innovati City At Priority: An eness ic : Effectiv Strateg t Type en em nce, Measur s, ordina ied solution compan e: lation (re uest when ac Measur ion of Legis rat ays of req 1) Prepa thin 10 workd r 100 uries pe wi ) inj ers job ial ord up mater lost from on the by back ys overed er of da llars rec 2) Numb gible do es tion eli employe ge of subroga nta 3) Perce

FY2015 Actual Goal 99% 99% 49 47%

37 52%

FY2016 tual Ac Goal 99% % 99 49 47%

95.85 66%

FY2017 tual Ac Goal 99% 99% 49 47%

FY2018 Goal

q 51

68%

99%

47%

g) ative, (ongoin An Innov version eanor Di Misdem

City of Coral Springs, Florida

185

Department Budgets City Attorney

City Attorney

CITY ATTORNEY Mission

To provide effective and timely legal representation and advice to the City ney Commission and City administration. This office zealously represents the City in Priority: An Innovative, High-Performing legal controversies and is committed to implementing the City Commission’s ment Type: Effectiveness policy of minimizing exposures and potential liability. FY2015 FY2016 Goal Actual Goal Actual Core Processes and Outputs tion of Legislation (resolutions, ordinance, hin 10 workdays of request when accompanied 99% 99% 99% 99% Research and Counsel material of days • lost from onthe the job injuries per 100 Represent City Commission, City administration,49 and all assigned 37 boards and49 95.85 committees in all matters of law pertaining to their official duties. 47% departments. 52% 47% 66% age of subrogation eligible dollars recovered • Provide legal services for City Commission and operating

Goal

FY2017 Actual

99%

47%

68%

47%

• 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 frame to ensure contract compliance without vendor inconvenience. • Prepare and/or review approximately 200 agreements, contracts, and leases. Litigation and Municipal Violation Prosecution

City Attorney’s Office

• 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.

(Department/ Division Number) / Number of FTEs (Full-Time Equivalent)

• Aggressively enforce the Florida Contraband Forfeiture(a)Position Act. split 50% Human Resources Div. 1000; 50* General Insurance Fund Div. 8801 (b)Position split 75% City Attorney Div. 2502; 25% Water and Sewer Fund Div. 6001 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.

186

Fiscal Year 2018 Annual Budget

FY20 Go

Revenues and Expenditures by Program and Category

City Attorney Revenues: City Attorney Total

FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$ Change from FY17 Budget

% Change from FY17 Budget

$29,035 $29,035

$35,124 $35,124

$30,000 $30,000

$0 $0

0.00% 0.00%

Expenditures: Program Summary City Attorney Total

$915,439 $915,439

$982,149 $982,149

$1,044,068 $1,044,068

$1,073,204 $1,073,204

$29,136 $29,136

2.79% 2.79%

Summary By Category Personal Benefits Other Expenses Litigation Total

$587,580 212,935 111,142 3,782 $915,439

$618,720 221,012 140,124 2,293 $982,149

$622,094 231,590 189,830 554 $1,044,068

$648,601 234,107 189,942 554 $1,073,204

$26,507 2,517 112 0 $29,136

4.26% 1.09% 0.06% 0.00% 2.79%

5.75

0.00

0.0%

FTE's

General Insurance Fund Revenues: Transfers Interest Income Recoveries Total

FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

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

$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%

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

$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%

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

$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%

FTE's

1.50

$ Change from FY17 Budget

% Change from FY17 Budget

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

FY2016 Actual

99%

95.85

47%

52%

47%

66%

47%

68%

47%

City of Coral Springs, Florida

Goal

FY2017 Actual

FY2018 Goal

187

City Commission

CITY COMMISSION Mission City Commission

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. A Family-Friendly Community

City Commission 6 (0100) 1

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.

Executive Asssistant to the City Commission

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.

Mayor (0100) 0

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

An Active, Healthy Community

Left Number

= Number of Positions

Number = Number of FTE's (Full-Time Equivalent) Influence and support an environment that promotes active, healthy, and enriched lifestyles forRightresidents of all ages. Focus on Center Number = Department/Division Number 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

188

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

CITY MANAGERS 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.

City Manager’s Office

(Department/Division Number) / Number of FTEs (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

189

City Manager’s Office (continued) 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.

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 Crowdfunding Event K - 12 Education Summit Business Recruitment Campaign Building Our Future Campaign

Communications and Marketing

Target Key Economic Development and Trade Groups

Communicate public information in an effective, creative manner.

Municipal Complex (ongoing)

• Publish three editions of Coral Springs magazine, Annual State of the City Report, and other informational publications.

Economic Development Marketing-Website Redesign (ongoing)

• Provide writing, design, photography and other graphic services for print, digital and video formats.

Real Estate Summit (ongoing)

• Provide multimedia, video and photographic support, and produce public service announcements and programming for use by the broadcast media.

Coral Springs Regional Chamber Business Academy (ongoing) Corporate Park Improvements (ongoing)

• Develop and manage the City’s social media accounts and websites, including coralsprings.org and playcoralsprings.org.

An Active, Healthy Community

• Produce programming and manage the City’s TV station, Channel 25.

Senior Outreach Newsletter

• Provide special event promotion. Handle media relations.

Drowning Prevention/Water Safety (ongoing) with Fire/EMS

• Produce programming and schedule the City’s radio station, 1670 AM.

An Attractive Community

City Clerk

Flag Replacement Project

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.

An Innovative, High Performing Organization Enterprise Software (ongoing) with IT, HR, CMO , FS

• 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.

190

Fiscal Year 2018 Annual Budget

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. Serve as the director of municipal elections as required by the City Charter 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

25.50

(1.00)

-3.8%

FTE's

City of Coral Springs, Florida

191

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

FY2015 Goal Actual 95% 98% 2

—

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

3 17 10 34

Goal 95%

FY2016 Actual 94%

5 18 10 37

—

FY2016 Actual

Goal 95%

FY2017 Actual 99%

—

FY2018 Goal 95%

39 9 63

20 11 40

FY2015 Goal Actual

Goal

Yes

±2%

1.7%

±2%

0.4%

±2%

Yes

Goal

FY2017 Actual

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

Goal

94%

100%

94%

100%

95%

98%

95%

79%

88%

—

85%

87%

—

5,985

7,785

10,657

9,300

17,161

20,000

131

FY2017 Actual

FY2018 Goal

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 2) Number of hours of staff time per meeting spent preparing summary minutes

FY2015 Goal Actual

Goal

FY2016 Actual

Goal

FY2017 Actual

95%

100%

95%

100%

95%

100%

95%

4 hours

2 hours

4 hours

2 hours

4 hours

2 hours

4 hours

FY2018 Goal

192

FY2015 Goal Actual

Goal

FY2016 Actual

Goal

FY2017 Actual

95%

100%

95%

100%

95%

100%

95%

4 hours

2 hours

4 hours

2 hours

4 hours

2 hours

4 hours

Fiscal Year 2018 Annual Budget

FY2018 Goal

Development Services

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.

Development Services

City of Coral Springs, Florida

(a)Three positions are contractual

193

Development Services (continued) • Administratively review 50 Development Review Committee and Architectural Review Committee projects. • 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.

194

Fiscal Year 2018 Annual Budget

Development Services (continued) • Perform over 30,000 code compliance/business tax field visits, neighborhood preservation inspections, and abandoned property maintenance for approximately 5,000 cases. • 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 A Thriving Business Community Traffic Management (ongoing)

• Collect illegal signs from our street rights-of-way. • Process 4,500 lien inquiries.

An Active, Healthy Community

• Follow-up on 600 Public Stuff inquiries. 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.

Cultural Facilities Grant for Museum Renovations An Attractive Community

• Process 5,500 business tax receipts.

Building Permit Fee Study

• Administer Landlord Registration Program and Neighborhood Preservation Program.

Code Compliance Operational Review and Training

• Implement CodeTRAK.

Optimize Code Compliance Administrative Support

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.

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

195

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

196

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%

Goal 95%

FY2017 Actual 98%

FY2018 Goal 95%

FY2015 Goal Actual

Goal

FY2016 Actual

Goal

FY2017 Actual

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

1.9 days

2 days

1.8 days

2 days

1.5 days

2 days

1.5 days

2 days

9 days

8 days

8.25 days

8 days

8.3 days

8 days

Yes

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

Goal

2.90

2.80

2.90

2.75

2.90

2.83

2.90

45 days

30 days

45 days

29 days

45 days

38 days

45 days

FY2016 Actual

FY2017 Goal

Actual

FY2018 Goal

FY2016 Actual

Goal

FY2017 Actual

FY2018 Goal

FY2015 Goal Actual

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

1.48

1.50

1,000

1,525

1,000

2,155

1,000

3,195

1,000

Strategic Priority: An Attractive Community Measurement Type: Demand FY2015 Goal Actual

Measure: 10) Number of formal and informal neighborhood partnerships each year

Goal

FY2016 Actual

Goal 10

FY2017 Actual 4

FY2018 Goal 10

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%

Goal 95% 90%

FY2017 Actual 100% 96%

FY2018 Goal 95% 90%

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)

FY2018 Goal

FY2015 Goal Actual

Goal

FY2016 Actual

Goal

FY2017 Actual

75%

78%

75%

77.6%

75%

79.9%

75%

85%

84%

—

85%

84%

—

87%

95%

—

87%

City of Coral Springs, Florida

197

Financial Services

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)

198

Fiscal Year 2018 Annual Budget

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

City of Coral Springs, Florida

199

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

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

200

Goal

93%

95%

94%

97%

94%

98%

94%

88%

85%

88%

87%

88%

80%

88%

FY2015 Goal Actual

Measure:

Goal

FY2016 Actual

Goal

FY2017 Actual

FY2018 Goal

FY2015 Goal Actual

FY2017 Actual

FY2018 Goal

99%

93%

90%

96%

90%

96%

90%

2.50%

3.8%

2.5%

1.9%

2.5%

1.3%

2.5%

Fiscal Year 2018 Annual Budget

Fire/EMS

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. Commit to continuous involvement in major organizations and committees on a national, state and local level that affect the delivery of emergency services.

Fire/EMS

(f)Position split 62% Fire-Inspection Div. 4901; 38% EMS Div. 4702

City of Coral Springs, Florida

201

Fire/EMS (continued)

New Initiatives

Fire Suppression and Emergency Medical Services (EMS)

A Family-Friendly Community

Respond to all types of fire-related emergencies within the City. Provide basic and advanced emergency medical care to victims of illness or injury. • Respond to a projected 15,000 calls for service. • 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.

Increase Firefighter/Paramedic Staffing Community Paramedic Program (ongoing) An Active, Healthy Community Drowning Prevention/Water Safety (ongoing) with Communications and Marketing

• 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.

202

Fiscal Year 2018 Annual Budget

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

City of Coral Springs, Florida

203

Performance Measures Fire/EMS Strategic Priority: A Family-Friendly Community Measurement Type: Efficiency FY2015 Goal Actual

Goal

90%

97%

90%

97%

90%

97%

90%

100%

90%

98%

90%

100%

90%

FY2015 Goal Actual

Goal

FY2017 Actual

N/A

95%

98%

90%

6,400

8,883

6,400

6,069

6,400

5,890

6,400

4,000

6,788

4,000

6,761

4,000

8,210

4,000

7 4 50 1

7 8 180 2

7 4 50 1

6 5 50 3

7 4 50 1

7 6 101 3

7 7 50 4

99%

99.5%

—

95%

99%

—

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

FY2016 Actual

Goal

FY2017 Actual

FY2018 Goal

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)

204

FY2016 Actual

Fiscal Year 2018 Annual Budget

FY2018 Goal

Human Resources

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.

City of Coral Springs, Florida

205

Human Resources (continued) • Provide administrative support for general employee retirement plan, self-insured comprehensive medical and dental plan, and fully insured vision plan. Ensure that the aggregate and specific reinsurance coverage is maintained.

New Initiatives A Family-Friendly Community

• Limit health care costs to less than the medical inflation rate.

Multi-cultural Events (ongoing)

• Provide fully insured basic life insurance, employee paid supplemental group life, long-term disability coverage, and wellness programs to all eligible employees.

Youth Programs (ongoing)

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.

An Active, Healthy Community City-wide Day of Service (ongoing) An Innovative, High-Performing Organization OnBoarding Enhancements Enterprise Software (ongoing) with IT, HR, CMO , FS

• Human Resources staff serve as liaisons on the MLK Committee, Multicultural Advisory Committee, and the Customer-Involved Government Committee. • 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

206

Fiscal Year 2018 Annual Budget

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

City of Coral Springs, Florida

$ Change from FY17 Budget

% Change from FY17 Budget

207

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 able to apply skills or knowledge learned through City training to my job." 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*

FY2016 Actual

FY2015 Goal Actual

Goal

90%

93%

92%

94%

90%

93%

90%

87%

90%

88%

90%

89%

90%

97%

92%

96%

95%

97%

95%

90%

96%

90%

95%

96%

95%

90%

91%

90%

93%

90%

94%

90%

92%

90%

88%

90%

88%

90%

90% 48 45%

96% 64.7 64%

90% 48 45%

100% 65.3 68%

90% 48 45%

100% 58.7 73%

90%

91%

90%

92%

90%

93%

90%

FY2015 Goal Actual 100% 95% 100% 95%

FY2016 Actual transitioned 87% to new app 91% Goal

Goal

Goal 95% 95%

*Complete is defined as either resolved or assigning it to another platform (such as Code or Track EZ) with a new case number.

208

Fiscal Year 2018 Annual Budget

FY2017 Actual

FY2017 Actual 95% 95%

FY2018 Goal

45%

FY2018 Goal 95% 95%

Information Technology

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 Cityâ&#x20AC;&#x2122;s WAN. Application Development and Integration Develop and maintain business applications, integrating them with the production computing environment. â&#x20AC;˘ Maintain, administer, and upgrade three AS/400 computing systems and the 35 HTE integrated applications that are operational on this platform.

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

City of Coral Springs, Florida

209

Information Technology (continued) • Maintain and administer 125 servers and 125 applications that are server based.

New Initiatives

Infrastructure Management

An Innovative, High-Performing Organization

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. • 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..

210

Fiscal Year 2018 Annual Budget

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

Goal

FY2017 Actual

FY2018 Goal 9

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

FY2016 Actual

Goal

95%

99%

95%

99%

95%

99%

95%

99.5%

100%

99.5%

100.0%

99.5%

100%

99.5%

98%

100%

98%

99.9%

98%

99.9%

98%

100%

99%

99.9%

99%

99.9%

99%

Goal

FY2017 Actual

FY2018 Goal

FY2015 Goal Actual

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

City of Coral Springs, Florida

n/a n/a

211

Parks and Recreation

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.

(Department/Division Number) / Number ofFTEs (Full-Time Equivalent)

212

Fiscal Year 2018 Annual Budget

Parks and Recreation (continued) Core Processes and Outputs Maintenance

New Initiatives An Active, Healthy Community

Coordinate overall management of Parks and Recreation divisions.

Mullins Aiello Field Turf Replacement

• Maintain quality athletic fields and courts for over 1,150 organized sports teams.

Mullins MacElderry Field Lighting Athletic Field Maintenance

• 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.

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. 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.

City of Coral Springs, Florida

213

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

214

Fiscal Year 2018 Annual Budget

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

City of Coral Springs, Florida

215

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

FY2017 Actual

FY2018 Goal

96%

97%

—

95%

92%

—

94%

96%

—

95%

94%

—

92%

93%

—

90%

91%

—

Recreation Strategic Priority: An Active, Healthy Community Measurement Type: Effectiveness Measure: 1) Customer service rating of summer recreation program

FY2016 Actual

FY2015 Goal Actual 98% 100%

Goal 98%

FY2016 Actual 99%

Goal 95%

FY2017 Actual 97%

FY2018 Goal 95%

FY2015 Goal Actual 60% 66%

Goal 60%

FY2016 Actual 66%

Goal 60%

FY2017 Actual 58%

FY2018 Goal 60%

FY2017 Goal Actual 80,000 76,487

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

216

FY2015 Goal Actual 90,000 85,208

FY2016 Goal Actual 80,000 77,081

Fiscal Year 2018 Annual Budget

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%

Goal

FY2017 Actual

65% 60%

Goal

78% 60%

FY2017 Actual

4,000 50% 250 120

Goal 90% 90% 90%

4,087 42% 48 64

FY2017 Actual 97% 95% 97%

FY2018 Goal 65% 60%

FY2018 Goal 4,000 50% 250 120

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 Actual $226K $211K

FY2018 Goal $226K

FY2015 Goal Actual 4,000 3,404

FY2016 Goal Actual 3,600 3,454

FY2017 Goal Actual 3,600 2,060

FY2018 Goal 3,600

FY2015 Goal Actual 50% 55% $288K $300K

FY2016 Goal Actual 50% 51% $275K $309K

FY2017 Goal Actual 50% 48% $275K $272K

FY2018 Goal 50% $275K

FY2015 Goal Actual 90% 94% 30% 19%

Goal 90% 30%

FY2017 Actual 94% 15%

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

FY2016 Actual 95% 21%

Goal 90% 30%

90%

78%

—

86%

90%

87%

90%

25 60

36 93

30 60

42 89

30 60

52 100

30 60

City of Coral Springs, Florida

217

Police

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.

Police

218

Fiscal Year 2018 Annual Budget

(Department/Division Number) / Number of FTEs (Full-Time Equivalent)

Identify specific training needs of department personnel. Investigations

New Initiatives A Family-Friendly Community

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.

Enhance Strategic Enforcement Team Administrative Lieutenant Emergency Call-Taker and Dispatch Improvements

Patrol Receive, process, and dispatch both emergency and non-emergency calls for Police and Fire Rescue.

Summer Breakspot Program

â&#x20AC;˘ Respond to 170,000 projected calls for service and incident response.

School Resource Officers (ongoing)

SWAT Suppressors

A Thriving Business Community

Support Functions

Corporate Park License Plate Readers

Process all external and internal requests for reports and information.

An Innovative, High-Performing Organization

Coordinate fleet and facility maintenance.

Promoting Public Safety Wellness

Juvenile Operate the School Resource Officer program and present educational program at all grade levels.

Coordinate court-ordered community service hours program for juveniles and adults.

City of Coral Springs, Florida (Department/Division Number) / Number of FTEs (Full-Time Equivalent) *No full-time staff assigned to these divisions

219

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

220

$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%

Fiscal Year 2018 Annual Budget

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

FY2017 Actual

FY2018 Goal

96%

—

95%

—

75%

79%

—

75%

78%

—

5:00

4:55

4:44

5:00

-9.2%

-14.0%

5:00

2015

-4.7%

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%

30%

-42.4%

30%

17.5%

135

321

200

304

2016

32%

2017 5:00 2017 0% 2017 0% 2017 30% 2017

11.9%

2017 31

200

401

200

2015

2014

-4.8% 2016

35.7%

2015

-36.5% 2016

2015 35.7%

2014

3:50 2016

2015

2014 0%

2016

2015

2014 0%

2014

8) Traffic crashes per 1,000 citizens 9) Number of high school students that are awarded safe driving certificates at graduation

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

2016

Strategic Priority: A Thriving Business Community Measurement Type: Effectiveness Measure: 10) Satisfaction rating by businesses (Business Survey) 11) Safety rating by businesses (Business Survey)

FY2015 Goal Actual — — —

—

Goal 92%

FY2016 Actual 96%

92%

City of Coral Springs, Florida

96%

Goal — —

FY2017 Actual — —

FY2018 Goal 92% 92%

221

Public Works

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

222

Fiscal Year 2018 Annual Budget

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.

An Attractive Community Median/Right of Way Maintenance Plan New Entrance for Sherwood Forest Park with P&R

• Maintain 96.5 miles of bike paths and sidewalks. • Maintain 224 center lane miles of City streets.

Intersection Approaches Upgraded to ADA Compliance

• Inspect 8 miles of state roads and 32 miles of county roads. • Clean and maintain over 6,500 drains.

Canal Bank Clearing

Facilities

Increase and Enhance Litter Control (ongoing)

Perform in-house or contract for maintenance, repair, and minor construction of all City buildings.

Turtle Run Park Left Turn Lane (ongoing)

• Maintain 662,170 square feet of City facilities.

Electric Vehicles and Charging Stations (ongoing)

Utilities Perform management, administration, and support for the daily operation of water treatment, water plant maintenance, water distribution, wastewater collection, and wastewater treatment.

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.

City of Coral Springs, Florida

223

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

318,220 $3,738,749 730,802 $5,136,569

145,346 $5,525,252 1,157,890 $7,457,677

124,247 156,144 $280,391 $0 (172,874) 1,786,503.00 427,088 $2,321,108

43.22% 254.68% 80.39% n/a -54.33% 47.78% 58.44% 45.19%

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 2,784,663 6,069 $5,136,569

$1,935,855 821,826 4,691,457 8,539 $7,457,677

$322,334 89,510 1,906,794 2,470 $2,321,108

19.98% 12.22% 68.47% 40.70% 45.19%

Expenditures: Program Summary Administrative Services Solid Waste Recycling Sub-Total

FTE's 28.00 27.75 28.75 34.75 6.00 *Note: Engineering Division was tranferred from Dev. Services Department for FY2018 (Previous year included in PW for comparative purposes)

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

20.9%

% 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

224

Fiscal Year 2018 Annual Budget

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 $8,434,232 12,262,183 24,979 3,130 25,476 4,323 267,746 0 30,499 $21,052,568

FY 2018 Budget

$ Change from FY17 Budget

60,421 $21,819,012

$9,061,630 13,583,410 26,379 10,300 19,480 10,000 210,889 2,902,707 31,012 $25,855,807

$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 2015 Actual

0 $4,042,989

Expenditures: Summary By Category Personal Benefits Operating Expenses Interfund Transfers Total

$4,042,989

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

FY 2017 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

Solid Waste Fund Revenues: Program Summary Solid Waste Non Franchise Interfund Transfer (from General Fund) Appropriated Fund Balance Total

FTE's

FY 2016 Actual

$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%

City of Coral Springs, Florida

225

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

Goal

FY2017 Actual

FY2018 Goal

92%

90%

—

90%

89%

—

90%

93%

90%

100%

90%

99%

90%

FY2015 Goal Actual

Goal

FY2016 Actual

Goal

94%

93%

94%

96%

94%

95%

93%

90% 3 days

93% <1 day

90% 1 day

99% 1 day

90% 2 days

98% 1 day

90% 2 days

5 days

4.3 days

5 days

5.9 days

5 days

12.9 days

10 days

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

FY2017 Actual

FY2018 Goal

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

FY2017 Goal Actual 14,000 15,131 — 1,418

FY2018 Goal 12,000 1,155 8,000 LF

750

1,164

1,000

1,200

1,000

1,004

1,000

300

978

850

1,151

1,000

1,330

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%

FY2015 Goal Actual

Goal

Yes Yes — — — — —

— Yes Yes — — — —

FY2017 Goal Actual — 7.625 <10% 9.31%

FY2018 Goal <9.79 MGD <10%

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

226

No No — — — — —

FY2016 Actual

Fiscal Year 2018 Annual Budget

— Yes Yes — — — —

Goal — — — Yes Yes Yes Yes

FY2017 Actual — — — Yes Yes Yes Yes

FY2018 Goal — — — — — — Yes (Dec)

Summary of Fleet Purchases 2018 Summary of Fleet Purchases 2018 Department/Fund

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

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

Police

Fire/EMS

Development Services

Sportsplex/ Tennis

Parks & Recreation

Public Works

Equipment Services

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 small SUV Toyota/Prius Hybrid- replaced with small SUV Truck, Pickup 1/2 Ton- replaced with small SUV Golf Cart Skid Loader Workman, Dumpbed

2007 2007 2008 2012 2004 2011

6005 6014 6646 1175 1895 1162

22,500 22,500 22,500 16,300 61,056 23,000

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

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

Water Distribution

Utilities

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 Admin Vehicle Admin Vehicle Admin Vehicle Admin Specialty Vehicle Van, Cargo Van, Cargo Van, 8 Passenger Workman Truck, Pumper Extrication Tool Extrication Tool Extrication Tool Extrication Tool Extrication Tool

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

Division/Program Name Special Response Team

Wastewater Collection

Total Fleet Budgetâ&#x20AC;&#x201D;FY 2018 * Equipment to be refurbished in FY 2018

6002

6005

3,990,137 ** Partially funded through Equipment Replacement Fund

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Fiscal Year 2018 Annual Budget

Appendix Contents Millage Rate Resolution........................................................................................................................................................230 Budget Ordinance...................................................................................................................................................................232 Financial Policies......................................................................................................................................................................237 Fund Balance Overview........................................................................................................................................................245 General Fund Balance...................................................................................................................................................246 Fire Fund Balance...........................................................................................................................................................248 Water and Sewer Fund Balance................................................................................................................................249 Health Fund Balance.....................................................................................................................................................250 General Insurance Fund Balance..............................................................................................................................251 Equipment Services Fund Balance...........................................................................................................................252 Debt Service Fund Balance.........................................................................................................................................253 Staffing........................................................................................................................................................................................254 Summary table of Position Counts..........................................................................................................................254 Number of budgeted positions By Department—Fiscal Year 2018............................................................254 Position Counts for all Departments and Divisions...........................................................................................255 City Commission...................................................................................................................................................257 City Manager’s Office...........................................................................................................................................257 Human Resources.................................................................................................................................................258 City Attorney...........................................................................................................................................................258 Financial Services..................................................................................................................................................259 Information Technology.....................................................................................................................................260 Development Services—Administration.....................................................................................................260 Development Services—Code Compliance................................................................................................260 Development Services—Community Development...............................................................................261 Development Services—Building..................................................................................................................261 Police.........................................................................................................................................................................262 Fire/EMS....................................................................................................................................................................265 Public Works............................................................................................................................................................267 Equipment Services.............................................................................................................................................267 Solid Waste..............................................................................................................................................................267 Utilities......................................................................................................................................................................268 Parks and Recreation...........................................................................................................................................269 Community Redevelopment Agency (CRA)..................................................................................................................271 Abbreviations and Acronyms..............................................................................................................................................273 Glossary of Terms.....................................................................................................................................................................274 Index............................................................................................................................................................................................280

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Millage Rate Resolution

230

Fiscal Year 2018 Annual Budget

Millage Rate Resolution (continued)

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Budget Ordinance

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Fiscal Year 2018 Annual Budget

Budget Ordinance (continued)

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Budget Ordinance (continued)

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Fiscal Year 2018 Annual Budget

Budget Ordinance (continued)

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Budget Ordinance (continued) EXHIBIT “A” Annual Operating Budget

EXHIBIT “B” Capital Improvement Program

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Fiscal Year 2018 Annual Budget

Financial Policies Operating Budget Policies

• The budget will provide adequate funding for maintenance and replacement of capital plant and equipment.

Accounting Basis

• The City Commission will be provided with interim budget reports comparing actual versus budgeted revenue and expense activity.

The General, Fire, Coral Springs Charter School, and Debt Service fund budgets are prepared on a modified accrual basis of accounting except that encumbrances are treated as the equivalent of expenditures, as opposed to a reservation of fund balance. Under the modified accrual basis of accounting, revenues are recognized in the accounting period in which they become both measurable and available to finance expenditures of the fiscal period. Expenditures are recorded when a liability is incurred, as under accrual accounting. Debt service expenditures, as well as expenditures related to compensated absences and claims and judgments, are recorded only when payment is due, using the current financial resources measurement focus of accounting. At year-end, open encumbrance balances lapse. The budgets for the proprietary funds and internal service funds are prepared on the full accrual basis of accounting. These funds include Water and Sewer, Health and General Insurance, and Equipment Services. Under the full accrual basis, revenues are recorded when earned (for example, water user fees are recognized as revenue when the bills are prepared) and expenses are reported when a liability is incurred, regardless of the timing of related cash flows, using the economic resources measurement focus of accounting. The differences between the budget basis and the full accrual basis of accounting include: (1) budgeting the full amount of capital expenditures as expense rather than depreciating them, (2) not budgeting interest earnings on restricted funds and impact fees, and (3) presenting debt service expense net of restricted investment proceeds. Guidelines The Comprehensive Annual Financial Report (CAFR) presents the status of the City’s finances on a basis consistent with Generally Accepted Accounting Principles (GAAP) (that is, the governmental funds use the modified accrual basis of accounting while the proprietary funds use the full accrual basis). In order to provide a meaningful comparison of actual results with the budget, the CAFR presents the City’s operations on a GAAP basis and also shows fund expenditures and revenues on a budget basis for the General, Debt Service and proprietary funds. • The City is required to prepare a balanced budget in which current revenues will be sufficient to support current expenditures. • The budget process and format shall be performancebased and focused on goals, objectives, and performance indicators.

• The City shall establish and maintain a standard of accounting practices. Planning The City will annually prepare a Five-Year Forecast. The forecast will include estimated operating costs and revenues of future capital improvements, such as new parks and public works facilities, included in the capital budget.

Reserve Policies On an annual basis, after the year-end audit has been completed, staff shall produce a schedule of all fund surpluses and deficits, with projections of reserve requirements and a plan for the use of an excess surplus for the current year in accordance with “Use of Stabilization Reserve Policy” and “Use of Surplus Policy.” This document will be used not only to ensure compliance with stated policies, but also to analyze the total reserve and surplus picture to ensure that the policies as provided do not inadvertently create adverse effects. The Director of Financial Services may make changes to any policies in “Use of Stabilization Reserve Policy” and “Use of Surplus Policy” based on needs identified in the analysis. Stabilization Funds Maintaining a Financial Stabilization Account is a necessity for sound financial management and fiscal accountability. In accordance with the Governmental Accounting Standards Board Statement 54, the City Commission has the authority to establish a Financial Stabilization Account that will be designated as Committed Fund Balance. The stabilization account provides the City with a “rainy day” fund for use in unforeseen, unbudgeted emergency situations, such as sustained declines in real estate values of more than 10% and/or property tax collections that decline by more than 5%; 1.5% decline in revenues or 1.5% increase in spending requirements imposed by the state or federal government or vital to maintaining day to day operations of the City (e.g. gas, electricity); unreimbursable natural disaster expenditures or emergency infrastructure failures costing greater than $1,500,000; or unforeseen litigation in excess of $1,000,000. The target level for the Financial Stabilization Account is 17% of General Fund budgeted expenditures. The recognition of the need to utilize the stabilization account must be established by the City Commission or the City Manager. If established by the City Manager, the specific need must be reported to the City Commission at its next meeting. A budget amendment must

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Financial Policies (continued) be approved by the City Commission. When such a need is recognized as part of the budget process, the need and amount will be documented as part of that process and adopted as part of the budget. When it becomes necessary for the City to draw funds from the stabilization account, wherein the balance drops below the target level of 17% of General Fund budgeted expenditures, the City will develop a plan to replenish the account to the minimum level from net revenue surpluses in subsequent fiscal year(s) until the balance is restored to the minimum level. Working Capital The City shall include in the General Fund operating budget annually, a contingency account equal to 0.5% of the General Fund budgeted expenditures, less chargebacks, debt service, interfund transfers and capital expenditures. This contingency will expire at the end of each fiscal year and balances will not be brought forward. The City shall maintain a working capital reserve in the Fire Fund to ensure the continued operations in the event of a natural disaster or other emergency. The reserve will be greater than or equal to 17% of the Fire Fund operating budgeted expenditures less Training Division, non-departmental, chargebacks, debt service, interfund transfers, and capital. In addition, a contingency of at least $25,000 in the nondepartmental operating budget will be budgeted annually and will expire at the end of each fiscal year. In order to provide the resources necessary to ensure continued operations of the City’s water and sewer programs should a natural disaster or other emergency occur, the City shall maintain a working capital reserve. The reserve will be equal to a minimum of two months of the Water and Sewer operating budgeted expenditures less chargebacks, debt service, interfund transfers, and capital costs. The City shall maintain a reserve for the Property, Casualty, and Workers’ Compensation Insurance Fund of a minimum of 125% of the current year’s projected claims or the amount as determined by the biannual actuarial report. Risk Management and the City Attorney’s Office shall review and adjust on a quarterly basis the funding of the reserve. Adjustments to the reserves shall be reflected in the budget as current expense with an offsetting liability account. An independent actuarial report will be performed biennially on reserves to verify their adequacy. In addition, up to 20% of General Fund revenue in excess of expenditures, calculated annually, may be dedicated to support the insurance reserves as needed. The City shall maintain an unreserved retained earnings balance in the Health Fund of an amount equal to or greater than 25% of total budgeted health claims. The City shall designate an amount equal to two pay periods of

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salaries and benefits for Charter School employees as a reserve in the Charter School Fund. All defined-benefit retirement plans (General, Police, and Firefighters) will be financed in a manner that systematically funds liabilities at a minimum of 85% of the pension obligation per fund as determined by an annual independent actuarial report. Capital Reserves The City shall maintain a capital reserve balance inclusive of capital reserves required by bond covenants in the Water and Sewer Fund of the lesser of 15% of the budgeted annual operation and maintenance expense or the prior year’s depreciation expense. The City shall establish a capital reserve balance in the Capital Projects Fund for unanticipated expenses for the maintenance of buildings and replacement of related equipment of 0.5% of the total annual General Fund expenditures, less debt service, interfund transfers, chargebacks, non-departmental expenditures, and capital expenditures. The purpose of this fund is to pay for new Business Plan initiatives of a capital nature that are adopted midterm, high-profile projects that go over budget, or emergency repairs not included in the annual operating budget or Capital Improvement Program. This fund is maintained at this level from year to year for this purpose. The City may transfer up to 20% of the General Fund revenue in excess of expenditures, determined annually, into the Computer Replacement Program or any other program for the purpose of creating a perpetual funding method for replacing the City’s equipment. Prior to any funds being transferred, a ten-year funding projection shall be made to determine appropriate balance requirements. The City shall designate 50% of the Charter School’s operating surplus to fund major facilities repair and maintenance in the Charter School Fund. An additional 10% of Charter School Fund operating surplus shall be designated for technology replacement. The City shall maintain a Library Reserve for the maintenance and improvement of the Northwest Regional Library grounds and other library-related projects. The City shall maintain a Tree Trust Fund for the purpose of replacing or maintaining the City’s tree canopy.

Use of Surplus Policies Use of Surpluses It is the intent of the City to use all surpluses generated to accomplish three goals: meeting reserve policies, avoidance of future debt, and reduction of outstanding debt.

Fiscal Year 2018 Annual Budget

Financial Policies (continued) Any surpluses realized in the General Fund at year-end may be used first to meet reserve policies as set forth in the Stabilization Reserve Policies. Excess surplus will then be used for the following purposes: • Gainsharing. This program provides for two uses of “yearend net favorable variances” (i.e., surplus) as a reward to employees. The first portion is a pro-rata distribution of 10% of the surplus as calculated by policy. This distribution is dependent on economic conditions and is at the discretion of the City Manager. The City may set aside an additional 10% of the surplus to be used for capital purchases or new programs. • Capital Replacement Programs. After General Fund and Insurance Fund reserves have been met, excess reserves may be set aside to provide the cash necessary to implement capital replacement programs (the vehicle replacement, computer replacement, and facility maintenance programs). Prior to any funds being transferred, a ten-year funding projection shall be made to determine appropriate balance requirements. • Retirement or Refinancing of Existing Debt. Any excess surplus remaining after reserve policies have been met and replacement programs are fully funded over a ten-year period may be used to pay principal on existing revenue bonds or any other existing debt. • Cash Payments for Capital Improvement Program Projects. Using cash to purchase capital items will reduce the future debt burden of the City. This strategy may be combined with debt retirement to reduce future debt service. • Pension Funds. From time to time the City may use excess surplus funds to contribute to any of its pension funds to increase its funding level to policy standards. • OPEB Trust. The City may transfer up to 20% of excess surplus funds to its Other Post-Employment Benefit Trust to bring that trust to the level determined by the actuary. • Trust Funds. After all other needs have been satisfied, excess surpluses may be transferred to trust funds that have been established to care for the environment or City facilities, such as the Environmentally Sensitive Land and Tree Trust funds. • Community Redevelopment Agency. After all other needs have been satisfied, excess surpluses may be transferred to the Community Redevelopment Agency that has been established to provide for infrastructure and public facility needs. Water and Sewer Fund surpluses shall be first used to fund minimum reserve requirements as identified in “Financial Reserve Policies,” with excess surpluses used to fund capital projects and economic development projects as follows:

• Renewal and Replacement Fund Projects. Funds may be used to contribute to the Renewal and Replacement Fund balance for future capital expenditures. • Capital Improvement Program (CIP) Projects. Excess surpluses may be used to pay cash for CIP items to avoid future debt service, or may be used to pay down existing debt. • Business Development Reserve. A reserve for economic development incentives, projects, and programs may be established to provide funding for future community redevelopment and business development. Equipment Services, Debt Service, and Insurance fund surpluses will be held in the fund generating the surplus to first contribute to meeting the reserve policies in “Financial Reserve Policies.” Excess surpluses may be used to pay down debt, pay cash for CIP items, provide General Fund operating support, or to reduce interfund transfers from the General Fund.

Performance Measurement Policies Establishing Performance Requirements Every two years, the City shall create a Strategic Plan that identifies the strategic priorities for the following two years, with three to five corresponding Key Intended Outcomes (KIOs) that measure appropriate results for each priority. Annually, each department, in concert with the City Manager’s Office, shall develop departmental performance measures that directly support the successful achievement of KIOs. Goals should be related to core processes of the department and should reflect customer needs. The measures should be a mix of different types, including effectiveness, efficiency, demand and workload. Measures should have sufficiently aggressive “stretch” goals to ensure continuous improvement. Workload—Measures the quantity of activity for a department (such as number of calls responded to). Demand—Measures the amount of service opportunities (such as total number of calls). Efficiency—Measures the relationship between output and service cost (such as average cost of response to service call). Effectiveness—Measures the impact of an activity (such as percent of people who feel safe). Department directors shall establish performance measures for each division or program within their department to monitor and project program performance. These measures must be linked to the objectives they support.

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Financial Policies (continued) Supervisors shall negotiate fair and aggressive performance measures for each employee that directly support program objectives, departmental measures, and KIOs as part of the Incentive Pay System annual review.

• Capital Budgeting Tools—Present value payback, net present value analysis, and own/lease analysis.

Reporting Performance

• Ten-Year Fleet Replacement Plan—Equipment replacement model covering useful life of all vehicle classes.

Quarterly summaries of progress on KIOs and departmental performance measures will be published. A “State of the City” report shall be promulgated that summarizes the operational and financial performance of the City each fiscal year. Decision Making and Analysis The City’s strategic/business planning and budgeting decisions are based on a number of advanced statistical, economic, and financial models. The specific tools used include: • Citizen Surveys—Based on sound statistical sampling methods, a survey of residents and business owners will be conducted to gather widespread customer satisfaction, quality perceptions, and other attitudinal information. • Citizen Focus Groups and Advisory Boards—Focus groups (such as Vision 20/20) and advisory boards (such as Financial Advisory Committee) are teams made up of citizens and City staff to address specific concerns and strategic priorities. More than two dozen such committees currently exist. • Master Planning—Specific functions and processes are included in written plans, such as the Utilities Master Plan or the Comprehensive Land Use Plan. • Ad Valorem Impact Model—This econometric model quantifies the impact of tax relief legislation and changes in the economy on ad valorem revenue. • SWOC Analysis - Strengths, Weaknesses, Opportunities, and Challenges are gathered from staff, Advisory Committee members, and other members of the community. • Process Improvements—The Service Improvement Process, a ten-step model established by the City to guide crossfunctional teams through improvement cycles. Other tools include Pareto charts, “fishbone” diagrams, and statistical analysis. • Fiscal Impact Model—Allocation methodology which quantifies average and marginal revenues and the costs of new development by land use type. • Revenue Forecasting Model—Statistical time series analysis and tracking model of major revenue sources. • Performance Measurement System—Quarterly performance evaluations.

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• Five-Year Financial Plan—Multiyear forecasting of revenues and expenditures.

• Sustainability Index - Sets targets and measurable goals for a broad spectrum of green and environmental benchmarks. • Project Management—Several techniques are employed to manage processes citywide. For example, critical path methods and program evaluation review techniques are used in the budgeting process.

Capital Improvement Program Policies Alignment The City shall coordinate the development of the Capital Improvement Program with the development of the Strategic Plan, Business Plan, and Operating Budget, as well as ensuring compliance with the Comprehensive Plan’s Capital Improvement element. Future operating expenditures and revenues associated with new capital improvement will be projected and included in operating budget Five-Year Forecasts. Project Selection All capital projects submitted for approval must be justified in terms of how the project supports the achievement of the City’s strategic priorities and Key Intended Outcomes. Projects are prioritized and approved based on the relevance of the project to the City’s Strategic Plan and the impact on the end customer. Approval for inclusion in the adopted budget is granted through two separate mechanisms. For items under $100,000, approval will be granted or withheld at the departmental budget meeting with the City Manager’s Office. Items in excess of $100,000 will be discussed in a budget workshop held annually for the senior management team. Capital Budget The City shall adopt an annual capital budget based on the Capital Improvement Program. Future capital expenditures necessitated by changes in population, real estate development, or economic base will be calculated and included in capital budget projections. Staff will identify the estimated costs and funding sources for each capital project proposal before it is submitted to the City Commission for approval.

Fiscal Year 2018 Annual Budget

Financial Policies (continued) The City shall make all capital improvements in accordance with an adopted Capital Improvement Program and capital budget. The City will determine and use the most prudent financial methods for acquisitions of new capital equipment and projects, based on its financial resources and market conditions at the time of acquisition. Capital Replacement Programs—The City shall establish equipment replacement and maintenance needs for at least a ten-year period and will update this projection each year. From this projection a maintenance and replacement schedule shall be developed and implemented. Funding for these programs will be made through funded chargebacks to user departments and held in sinking funds created for the purpose of paying for future replacements. Additional funding may be obtained through year-end surpluses as identified in “Use of Surplus Policies.” The following replacement programs have been established:

Maintenance The City shall maintain all capital assets at a level adequate to protect the City’s investment and to minimize future maintenance and replacement costs. Physical Inventory An annual inventory (see “Fixed-Asset Accounting Policies”) will be conducted to ensure that the replacement, maintenance, and Capital Improvement Program projections are accurate, and that sufficient internal control over capital items is exercised. See “Fixed-Assets Accounting Policies” in this section for further information on capital purchases.

Debt Management Policies

• Ten-Year Fleet Replacement Program

Market Review

• Ten-Year Computer Replacement Program

The City shall review its outstanding debt annually for the purpose of determining if the financial marketplace will afford the City the opportunity to refund an issue and lessen its debt service costs. To consider the possibility of refunding of an issue, a present value savings of three percent over the life of the respective issue, at a minimum, must be attainable.

• Ten & Twenty-five Year Parks Replacement Program Project Management All projects will be considered active once the fiscal year has begun with an appropriately adopted Capital Improvement Program budget in place. Projects will be initiated by the responsible department, which shall follow appropriate procurement policies and procedures. Projects funded with bonds, loans, or short-term notes will continue until the project is finished and closed on the general ledger. Projects funded by cash will expire at year-end, with no funding rolled forward unless approved by the Director of Financial Services. Projects finished under budget will be closed and excess funds will be placed in fund balance for unrestricted use. Unrestricted, excess funds shall be used to fund future capital projects, new Business Plan initiatives adopted midterm, overbudget projects, or to refund financial instruments. Projects that will exceed budget must have a revised budget and request for additional funding submitted to the Budget Office at the earliest possible time. Additional funding may be identified through savings in other capital projects at the discretion of the Budget Director, or through Commission action, as appropriate to the procurement code.

Debt Issuance When the City finances capital projects by issuing bonds, it shall amortize the debt over a term not to exceed the average useful life of the project(s) financed. The City’s goal is to keep the average maturity of general obligation bonds at or below 12 years. Capital improvements, equipment, and facility projects shall be classified into “pay-as-you-go” and “debt financing” classifications. Pay-as-you-go capital items will be $5,000 or less with short lives (less than four years) or replacement of existing equipment where depreciation has been paid to a sinking fund. Debt financing will be used for major, non-recurring items with a minimum of four years of useful life. The City may confine long-term borrowing to capital improvements and projects that have useful lives of four to 50 years. When appropriate, the City may use special assessment or selfsupporting bonds instead of general obligation bonds, so those benefiting from the improvements will bear all or part of the cost of the project financed.

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Financial Policies (continued) Debt Service Levels Annual General Fund debt service expense will be limited to 12.5% of the total General Fund budget. The City will limit its total outstanding General Obligation (GO) debt to 5% of the total assessed valuation of taxable property. Bond Ratings The City shall periodically review possible actions to maintain or improve its bond ratings by various rating agencies. The City shall maintain good communications with bond rating agencies about its financial condition. The City shall follow a policy of “full disclosure” in its Comprehensive Annual Financial Report and bond prospectuses.

Revenue Policies Revenue Projections

• Environmental Scan. A review of the local economy, land development trends, population trends, and customer expectations by the MBO as part of the Business Plan. • Situational Analysis. Every two years, as part of the strategic planning process, an analysis of the demographic, legislative, and customer requirements is made. Part of the process includes a SWOC (Strengths—Weaknesses—Opportunities— Challenges) analysis. • Composite Indicators. A set of ten indicators used to determine annual improvements published by the MBO in the Business Plan. • Impact Model. An economic decision-making model used to estimate the impact of tax reform and the changing economy on ad valorem revenue compiled by the MBO. • Community Composition. Currently known as the “Growth Build-Out Model,” an as-needed review of all properties, absorption rates, and population will be compiled by MBO to estimate ad valorem tax revenues and building permit revenues.

The City shall estimate its annual revenues by objective and analytical processes.

•Revenue Manual. A guide to the major revenue sources that indicates the source, calculation, legal requirements, and accounting guidelines. Updated periodically by MBO.

The City shall maintain a diversified and stable revenue system to the extent provided by law to insulate it from short-run fluctuations in any one revenue source.

• Reserve Analysis. The Controller will annually review the reserve levels and produce a report that indicates up-to-date reserve levels as compared to policy goals.

User Fees

• Investment Portfolio Reports. A quarterly report designed to track and analyze the performance of our investment portfolio.

The City shall recalculate the full cost of selected activities currently supported by user fees and charges to identify the impact of inflation and other cost increases periodically. The City shall set fees and user charges for each enterprise fund, such as Water and Sewer, at a level that fully supports the total direct and indirect costs of operation, including the cost of depreciation. The City shall review the costs of services it provides for the potential implementation of user fees and charges on an annual basis. Reporting and Analysis To ensure compliance with revenue, reserve, and budget policies, the City shall prepare reports and analyses annually to monitor, project, and estimate revenues and expenditures, specifically: • Five-Year Forecast of Revenues and Expenditures. A planning tool used by the Management and Budget Office (MBO) to forecast and project various funds (General, Fire, and Water and Sewer).

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Investment Policies Investment Management The City shall perform a cash flow analysis of all funds on a regular basis. Disbursement, collection, and deposit of all funds will be scheduled to ensure optimum cash availability. Where permitted by law, the City may pool cash from each respective fund for investment purposes. Investments shall be managed to optimize cash utilization to generate and enhance interest income opportunities. Investment Analysis The City shall review its investment policies established for investing surplus and pension funds to account for changes in legislation and market conditions on an annual basis. The City shall prepare quarterly investment portfolio reports containing the overall performance of the fund.

Fiscal Year 2018 Annual Budget

Financial Policies (continued) Fixed-Assets Accounting Policies and Procedures Definition of a Fixed Asset A fixed asset is any tangible property owned by the City that is worth more than $1,000 and has an expected useful life of two years or more. Fixed assets include equipment, computers, furniture and vehicles. All vehicles are attributed to the Equipment Services Fund where depreciation is calculated. Once purchased, all capital items are maintained in the physical inventory and Capital Replacement Program until disposed. Purchasing Fixed Assets Capital items (fixed assets) shall be identified for purchase through three methods: 1.

New. Through a new initiative in the Business Plan that justifies the feasibility of a project or program requiring the purchase.

Replacement. Through the Capital Replacement Programs for items already in inventory that require replacement. Justification of the continued necessity for the item and an analysis of the functionality of the existing property are required through this program.

Emergency. Ad hoc needs are addressed through special amendments to the budget, gainsharing funds, or through maintenance reserves.

The procedures for purchasing fixed assets are: • Capital items must be approved for inclusion in the adopted budget as outlined in Capital Improvement Program policies. • Once the identified items are approved in the budget resolution and ordinance, departments must contact the Department of Financial Services to ensure that the funding for their project is available before initiating the purchasing sequence (such as bond proceeds secured, or account and project numbers established). • Through the purchasing inventory module, departments initiate the purchase requisition and electronically record the receipt of an asset from a 6X-XX account. The Purchasing Division creates the purchase order for the item, ensuring that the first line of the item description contains a specific, identifiable description of the asset being acquired. For capital items only, multiple accounts for payment are not appropriate. Whenever possible, budget transfers should be made prior to initiating the requisition. • Once the item has been ordered and received, departments enter the receiving report electronically and forward any invoices to Accounts Payable. The capitalization and subsequent addition to inventory is made on the payment date.

• The Accounts Payable Division processes payment for these purchases once received. Because of the program interface capability, purchase information such as the purchase order number, asset description, acquisition date, cost center, purchase price and expense code migrate from the purchasing inventory module to the fixed asset pending item file in the fixed asset module when the item is paid in the accounts payable module. Year-End Procedures At year-end, the Accounting Division reconciles expenditures per activity listings of capital accounts to the fixed-asset maintenance file, adjusting any differences identified. Capital purchases using multiple account numbers other than 6X-XX that should have been recorded as a capital purchase should be verified via the purchase order on the purchasing inventory side, printed and adjusted to balance the fixed assets records. Disposition Forms/Transfers All interdepartmental transfers of inventory with a value of $750 or greater must be reported on a property disposition form. The transfer form identifies fixed assets transferred to their new assigned locations. The information on the disposition form is recorded and verified in the fixed asset records. The completed inventory transfer form must be signed by the transferring department director and fixed asset coordinator before an asset can be physically moved from one location to the next. The white copy goes to Central Stores, yellow copy to the originating department and pink copy to Accounting. The department/division disposing of an asset likewise completes a property disposition form, signed by the department head. The form is routed to Finance and upon approval of the fixed asset coordinator transferred to Central Stores to be held for auction, used as a trade-in at time of purchasing replacement, or disposed of, depending on the condition of the asset. Disposition forms require the following information by the time of the auction: • City of Coral Springs asset tag number • Quantity • Asset description • Serial number • Condition and disposition • Dollar amount On an as-needed basis, the City auctions assets that have salvage or resale value by using an online offsite auction service Central Stores Division completes the disposition forms for assets sold and sends the information to Accounting where the fixed asset coordinator updates the asset register.

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Financial Policies (continued) Monthly Depreciation

Accounting Division Responsibilities

For capital assets purchased, Accounting uses the fixed asset module depreciation program to compute the depreciation annually.

• Review of pending fixed asset file. • Coordinate tagging and inventory controls. • Maintain additions, deletions and transfers.

Inventory Tagging Using the fixed asset pending item file, Central Stores tags new assets and completes paperwork needed to update the fixed asset records. Information includes asset tag number, serial number, asset type, location code, and department/division number. Metal tags are used on outdoor equipment (such as hand-held communication devices) and paper tags for indoor equipment (such as computers, chairs and office equipment). Tags that become damaged or illegible should be identified by department staff and reported to Central Stores for a new asset tag.

• Update fixed asset system and record depreciation annually. • Work in conjunction with Central Stores and City departments to conduct annual physical inventory of fixed assets. • Make any adjustments of asset records. • Prepare Comprehensive Annual Financial Report fixed asset schedules and reconcile schedule balance to fixed asset records. Purchasing/Central Stores Responsibilities • Identify the item locations, tag the asset, and submit necessary paperwork to Accounting Division.

Physical Inventory Annually, as part of the Capital Replacement Program budget process, a complete inventory of fixed assets will be distributed to every department and division. At that time, all items on the inventory must be physically verified by a representative and corrections or changes made on the inventory sheets, which will then be signed and returned with the capital purchase requests. Throughout the year, departments may be audited on a random basis on the accuracy of their physical inventory. In cases of gross inaccuracies (10% of the item counts/dollar value or more) future capital purchases may be deferred until the inaccuracies have been rectified.

• Inform accounting of any unusual observations in the field.

Fixed Assets Losses

• Justify need for capital purchases through the budgeting process.

Lost or stolen assets should be reported on a property disposition form. Replacement of the asset is accomplished through a budget transfer from the appropriate risk fund to a capital purchase account in the fund where the asset is maintained. Voiding Fixed Assets Accounts Payable is responsible for notifying Accounting of any capital purchases voided and/or voided and reissued through the accounts payable system. The Accounts Payable staff must notify the fixed asset coordinator to correct the pending fixed asset record. Duplication of records in the pending fixed asset file will create an overstatement.

• Check all purchase orders for capital items. • Ensure that the item description accurately and concisely describes the item. Risk Management Responsibilities • Annually assess insurance coverage.

Department Responsibilities

• Obtain the correct account number and ascertain that funding is available. • Project managers are responsible for coding and using the correct project numbers and account numbers on every requisition for all capital purchases (using 6X-XX accounts). • Conduct an annual physical inventory of fixed assets (subject to audit). • Prepare property disposition forms when assets are moved, removed from inventory, lost, or stolen.

Project Accounting A project is a specific grouping of activities aimed at achieving a defined goal. Projects are set up in the accounting software application with an assigned account number for all expenditures associated with the project and are identified with a five digit project number assigned by Accounting.

244

Fiscal Year 2018 Annual Budget

Fund Balance Overview What is Fund Balance? Fund balance is the difference between assets and liabilities reported in a governmental fund at the end of the fiscal year. Fund balance tables for all major funds are presented on the following pages.

How are Fund Balances Used? City staff reviews fund balances yearly to identify available surpluses. The surpluses become part of the City’s financial strategy to equity fund capital projects, supplement the funding of depreciation, and to pay down outstanding debt. Coral Springs is proud to be among an elite group of cities that are currently rated ‘AAA’ by Standard and Poor’s and Fitch and Aa1 by Moddy’s Investors Service. The City’s strong financial performance is due, in part, to the City’s long-term perspective and aggressive debt management.

We have used surpluses to retire expensive debt, provide adequate funding for pension funds, enhance the education resources of the City, and provide “pay-as-you-go” financing structures for its equipment and technology upgrades. (See the Capital Improvement Program in the Budget Overview section for detailed information on replacement programs.) Prior to tax reform, it was evident surpluses would be decreasing at an increasing rate because the City had reached residential build-out and building/developmental-related revenues were expected to decline. To capitalize on these declining resources, surpluses were earmarked to provide a funding source for future capital expenditures. The allocation of reserves is intended to support operating expenditures required to maintain the quality of service our residents have come to expect.

Prior to build-out, the City—through its growth management, strategic planning, and cost containment measures—had been able to generate reserves that were reinvested back into the community. The goal of the City has been to use surplus reserves in ways that positively affect the financial Five-Year Forecast by reducing long-term obligations, while avoiding property tax increases.

City of Coral Springs, Florida

245

General Fund Balance BEGINNING BALANCE Adjustment (Conference Center and Library) Use of Reserves REVISED BEGINNING BALANCE REVENUE/SOURCES Ad Valorem Taxes Franchise Fees Utility Taxes Intergovernmental Revenues License and Permits Charges for Services Fines and Forfeitures Interest/Other SUB TOTAL REVENUES Appropriations from fund balance TOTAL REVENUE/SOURCES

FY 2013 Actual

FY 2014 Actual

FY 2015 Actual

$22,478,338

$22,187,147

$21,222,176

$22,478,338

$22,187,147

$21,222,176

32,726,176 10,229,175 10,170,739 22,667,879 3,031,511 12,948,144 1,368,085 4,572,491 97,714,200

33,847,000 12,236,915 10,859,975 21,094,024 3,349,483 13,090,654 1,744,986 4,358,604 100,581,641

97,714,200

100,581,641

35,279,815 12,245,054 11,054,809 24,699,065 3,652,702 14,657,823 2,511,975 4,336,617 108,437,860 0 108,437,860

EXPENDITURES/USES General Government Public Safety Parks and Recreation Public Works Development Services Educational Programs Capital Outlay TOTAL EXPENDITURES/USES

13,331,804 53,544,362 13,547,342 5,066,860 5,687,335 931,783 0 92,109,486

13,799,474 55,363,578 14,143,371 4,722,294 5,945,559 1,051,065 0 95,025,341

14,886,437 56,030,431 14,203,964 5,103,911 6,201,882 1,225,680 0 97,652,305

EXCESS (DEFICIENCY) OF REVENUES OVER EXPENDITURES

5,604,714

5,556,300

10,785,555

Other Financing Sources (Uses) Transfers In Transfers Out Special Item Total Other Financing Sources (Uses)

0 (4,830,905) (1,065,000) (5,895,905)

820,285 (5,906,556) (1,435,000) (6,521,271)

0 (6,460,482) 0 (6,460,482)

(291,191)

(964,971)

$22,187,147

$21,222,176

NET CHANGE IN FUND BALANCE FUND BALANCE END OF YEAR Total Assets Liabiliities Deferred Inflows of resources Subtotal Fund balance Nonspendable Inventory Long-term note receivable Prepaid Items Advances to other funds Restricted Landfill Parks Committed Stabilization Fund Assigned Computer Replacement Program Facilities Replacement Subsequent years' expenditures Capital Projects Unassigned ENDING BALANCE

246

FY 2016 Actual $25,547,249 $25,547,249

FY 2017 Budget

FY 2018 Budget

$27,942,164 $27,942,164

39,282,218 12,218,962 11,163,482 21,743,610 4,046,601 14,095,119 5,087,817 4,304,307 111,942,116

41,287,396 12,974,556 11,565,708 19,991,606 4,208,100 14,512,775 3,010,292 4,330,687 111,881,119

54,079,618 12,176,813 11,681,365 20,587,584 4,165,729 14,699,256 3,209,708 4,229,827 124,829,900

111,942,116

111,881,119

124,829,900

16,231,340 58,109,154 14,239,971 4,910,376 6,432,802 987,133 100,910,776

26,400,961 57,441,028 15,012,348 4,818,349 7,163,433 545,000 500,000 111,881,119

35,389,867 61,269,474 14,810,228 4,818,349 7,457,677 555,900 528,405 124,829,900

11,031,340

(8,636,425)

4,325,073

2,394,915

$25,547,249

$27,942,164

(8,636,425)

$33,444,994 $ 31,764,537 $ 35,537,958 $ 38,893,032 9,934,492 8,500,963 7,918,567 8,179,184 1,323,355 2,041,398 2,072,142 2,771,684 $22,187,147 $21,222,176 $25,547,249 $27,942,164 1,033,162 1,435,000 0 0

1,075,825 0 0 0

1,138,336 0 0 0

949,546

23,000 81,945

23,820 81,945

24,153 81,945

24,371 81,945

17,053,991

17,548,453

18,333,974

19,019,790

1,355,098 1,204,951 0 0 0

1,426,266 665,867 0 400,000 0

1,882,094 542,357 0 0 3,544,390

2,291,671 919,265 4,655,576

$22,187,147

$21,222,176

$25,547,249

$27,942,164

Fiscal Year 2018 Annual Budget

General Fund Balance (continued) Discussion of changes in Fund Balance: At the end of FY 2013, fund balance for the General Fund was $22,187,147 or 24% of total general Fund expenditures. Of this balance, $17,053,991 has been committed to the City’s stabilization fund, $1,355,098 has been assigned to the Computers Replacement Program, $1,204,951 to the Facilities Plan, and $2,468,000 is classified as nonspendable. Changes are mainly due to a $1.6M increase in property tax revenue, $2M increase in intergovernmentral revenue, and $1.3M increase in other income (primarily to the receipt of excess funds from the volunteer firefighter’s pension fund of $1.2M). Expenditures decreased $660K or 0.7% over the prior fiscal year. In FY 2014, fund balance for the General Fund was $21,222,176 or 22% of total General Fund Expenditures. Of this balance, $105,000 is restricted by specific legal requirements, $17,548,000 has been committed to the City’s stabilization fund, $1,426,000 has been assigned to the compter replacement program, $666,000 has been assigned to facilities replacement, $400,000 has been assigned to capital projects, and $1,076,000 is classified as nonspendable. The General Fund fund balance decreased by approximately $965,000 from FY 2013. Revenues increased due to a $1.1 million increase in property tax revenue and $2M increase in franchise tax revenue. This was offset by a decrease of $1.6M in intergovernmental revenue. This decrease in intergovernmental revenue is primarily due to a one time distribution of $1.4M received in fiscal year 2013 from the Resource Recovery Board. Expenditures increased $2.9M or 3.2% over the prior fiscal period. In FY 2015, fund balance for the General Fund was $25,547,249 or 26% of total General Fund Expenditures. Of this balance, $106,000 is restricted by specific legal requirements, $18,333,974 has been committed to the City’s stabilization fund,

$1,882,094 has been assigned to the computer replacement program, $542,357 has been assigned to facilities replacement, and $1,138,336 has been classified as nonspendable. The General Fund balance has increased by approximateley $4.3M. Revenues increased $2.2M primarily due to a Miscellaneous Fines (Code Citations/Liens) increase of $3.4M offset by a decrease in Intergovernmental Revenues ($679k) as well as a decrease in expenditures of $1.9M At the end of FY 2016, fund balance for the General Fund was $27,942,164 or 27% of total General Fund Expenditures. Of this balance, $106,316 is restricted by specific legal requirements, $19,019,790 has been committed to the City’s stabilization fund as per the City’s financial policy. The amount of $2,291,671 has been assigned to the computer replacement program, $919,265 has been assigned to facilities replacement, and $949,546 has been classified as nonspendable. The General Fund balance has increased by approximateley $2.4M. Revenues increased $3.5M primarily due to Ad Valorem Revenues and Miscellaneous Fines (Code Citations/Liens) offset by a decrease in Intergovernmental Revenues as well as a increase in expenditures of $3.25M when compared to actuals from FY 2015. In FY 2017, there were no funds budgeted to be allocated from fund balance. The slight increase in total revenues assumes that the city revenues and expenditures will be at 100% of budget at the end of 2017. In FY 2018, there were no funds budgeted to be allocated from fund balance. The operating millage increase of 22.40% drove the overall impact of 11.57% increase in total revenues versus the FY2017 budget. This also assumes that the city revenues and expenditures will be at 100% of budget at the end of 2018.

General Fund 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 ‐ FY 2012

FY 2013

FY 2014

FY 2015

City of Coral Springs, Florida

FY 2016

247

Fire Fund Balance FY 2013 Actual BEGINNING BALANCE Use of Reserves REVISED BEGINNING BALANCE REVENUE/SOURCES Intergovernmental Non-Ad Valorem Special Assessment Charges for Services Interest and Other Income SUB TOTAL REVENUES Appropriations from fund balance TOTAL REVENUE/SOURCES

FY 2014 Actual

FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$2,489,670

$2,675,464

$2,501,899

$2,562,042

$710,933

$2,489,670

$2,675,464

$2,501,899

$2,562,042

$710,933

53,170 8,792,351 7,256,998 15,146 16,117,665

58,581 9,365,347 7,517,732 36,741 16,978,401

74,668 9,596,691 8,529,911 34,371 18,235,641

46,620 9,635,043 8,474,235 39,206 18,195,104

52,020 11,603,945 8,778,234 55,000 20,489,199

102,020 12,499,135 9,331,987 55,000 21,988,143

16,117,665

16,978,401

18,235,641

18,195,104

20,489,199

21,988,143

16,768,601

17,338,467

21,988,143

17,338,467

18,648,446 300500 18,948,946

20,489,199

16,768,601

18,120,825 187,444 18,308,269

20,489,199

21,988,143

EXCESS (DEFICIENCY) OF REVENUES OVER EXPENDITURES

(650,936)

(360,066)

(72,628)

(753,842)

Other Financing Sources (Uses) Transfers In Transfers Out Total Other Financing Sources (Uses)

1,119,590 (282,860) 836,730

1,225,861 (1,039,360) 186,501

1,181,131 (1,048,360) 132,771

1,261,593 (2,358,860) -1,097,267

185,794

(173,565)

60,143

-1,851,109

$2,675,464

$2,501,899

$2,562,042

$710,933

2,675,464 0

2,501,899 0

2,562,042 0

710,933 0

$2,675,464

$2,501,899

$2,562,042

$710,933

EXPENDITURES/USES Public Safety Capital Outlay TOTAL EXPENDITURES/USES

NET CHANGE IN FUND BALANCE FUND BALANCE END OF YEAR Nonspendable/Restricted Unassigned ENDING BALANCE

Discussion of changes in Fund Balance: For FY 2013 - FY 2016 the entire fund balance in the Fire fund is restricted for fire safety per the City’s Financial Policies. This capital reserve will ensure continued operations in the event of a natural disaster or other emergency. In FY 2013, the increase of $185,794 was due primarily to a 6.2% increase in non- 3,000,000 ad valorem special assessment revenue and savings in operational expenses. For FY 2014, the decrease of $173,565 was primarily due to an $400,000 2,500,000 appropriation from capital reserves to pay for the design phase of two new Fire Stations. 2,000,000 In FY 2015, there was a $60,143 increase in fund balance. In FY 2016, the fund balance for the Fire Fund decreased $1,851,000 due primarily 1,500,000 to a transfer of $2,000,000 to the General Capital Projects fund to cover a portion of the construction costs for two new fire stations. 1,000,000 In FY 2017, although the original budget did not allocate any portion of fund balance to cover expenses, the Fire fund will be amended for FY 2017 and may impact the ending fund balance. Final figures for FY 2017 will be reported at 500,000 the CAFR and are not available at the time this book is published. In FY 2018 it was not necessary to allocate any portion of fund balance to cover ‐ expenses.

248

Fire Fund

FY 2012

Fiscal Year 2018 Annual Budget

FY 2013

FY 2014

FY 2015

FY 2016

Water and Sewer Fund Balance FY 2013 Actual BEGINNING BALANCE Use of Reserves Adjustment- GASB Statement 65 REVISED BEGINNING BALANCE

FY 2014 Actual

$37,634,922 0 (475,099) $37,159,823

$39,676,969 0 0 $39,676,969

REVENUE/SOURCES Charges for Services Appropriations from fund balance TOTAL REVENUE/SOURCES

19,457,821 0 19,457,821

20,259,916

EXPENSES/USES Operating Expenses: Operating and Program Costs Administration Non-Departmental Depreciation TOTAL OPERATING EXPENSES/USES Non Operating Revenues (Expenses) Investment Income Interest Expense Bond and Loan Issuance Costs Other (Trustee fees/disposal of capital assets) TOTAL NON OPERATING REV (EXP) EXCESS (DEFICIENCY) OF REVENUES OVER EXPENSES Other Financing Sources (Uses) Contributions from private source Capital Contributions Transfers Out Total Other Financing Sources (Uses) CHANGE IN NET POSITION

FY 2015 Actual

FY 2016 Actual

$42,076,819 $45,150,398 0 $42,076,819 $45,150,398

20,259,916

21,022,068 0 21,022,068

9,572,847 2,909,962 729,870 3,223,832 16,436,511

9,732,913 3,044,374 985,467 3,302,148 17,064,902

52,015 (583,489) (61,554) (897) (593,925)

58,921 (569,654) (49,334)

FY 2018 Budget

$47,822,929 $46,225,136 (1,597,793) (2,902,707) 0 0 $46,225,136 $43,322,429

21,758,591

22,178,763 1,597,793 23,776,556

22,953,100 2,902,707 25,855,807

10,101,383 3,458,755 922,596 3,580,130 18,062,864

11,157,899 3,633,614 964,621 3,886,594 19,642,728

11,462,856 1,049,980 11,263,720 0 23,776,556

11,595,413 1,135,761 13,124,633 0 25,855,807

59,246 (436,163) (44,766) (980) (422,663)

137,745 (603,116) (465,371)

2,634,947

2,536,541

1,650,492

14,616 125,145 (50,000) 89,761

3,690 2,963 (241,750) (235,097)

587,038 0 (50,000) 537,038

1,228,034 (205,995) 1,022,039

2,517,146

2,399,850

3,073,579

2,672,531

2,427,385

(560,067)

21,758,591

FY 2017 Budget

FUND BALANCE END OF YEAR

$39,676,969

$42,076,819

$45,150,398

$47,822,929

$46,225,136

$43,322,429

NET ASSETS/POSITION Net investment in capital assets Restricted (Renewal & Replacement) Restricted (Impact Fees) Unrestricted NET POSITION END OF YEAR

29,435,866 500,000 1,526,065 8,215,038 $39,676,969

30,980,127 0 1,531,532 9,565,160 $42,076,819

31,352,457 31,111,084 0 1,644,867 2,814,703 12,153,074 13,897,142 $45,150,398 $47,822,929

$46,225,136

$43,322,429

Discussion of changes in Fund Balance or Net Position: In FY 2013, increases in fund balance were due to reduced operating and program costs. For example, the actual charges for wastewater treatment were 79.8% from the estimated budget, resulting in a $1.3M cost savings. In addition, a 3% rate increase was implemented at the beginning of this fiscal year for water and sewer customers. In FY 2014, increase in fund balance was primarily due reduced wastewater treatment costs which was 73.8% of the estimated budget, resulting in a $1.8M cost savings. In FY 2015, the increase in fund balance is primarily due to $1,928,000 budgeted to equity finance capital projects in which no portion of this was used as well as lower than budgeted departmental expenditures. In FY 2016, the increase in operating earnings are due primarily to a rate increase implemented in October 2015 offset by an increase in operating, program and administrative costs. In FY 2017, $1,597,793 was budgeted from fund balance to equity finance capital projects. In FY 2018, $2,902,707 was budgeted from fund balance to equity finance capital projects.

Water and Sewer Fund 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 ‐ FY 2012

City of Coral Springs, Florida

FY 2013

FY 2014

FY 2015

FY 2016

249

Health Fund Balance FY 2013 Actual BEGINNING BALANCE/NET POSITION REVENUE/SOURCES Operating Revenue Charges for Services General Fund Water and Sewer Fund Equipment Services Fund Solid Waste Fund Property/Casualty Insurance Fund Fire Fund Other Revenue Total Operating Revenue

$3,118,183

FY 2014 Actual

FY 2015 Actual

$3,175,813

$3,382,303

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$3,554,966

$3,636,062

9,910,422 608,646 225,424 11,272 23,695 1,683,202 210,939 12,673,600

10,340,314 626,307 231,961 11,598 38,660 1,721,766 250,000 13,220,606

10,164,611 596,901 221,041 40,524 36,840 1,697,731 300,000 13,057,648

7,723,579 519,646 219,597 0 23,364 1,615,953 243,528 10,345,667

9,308,329 555,212 214,921 0 21,493 1,545,141 355,198 12,000,294

9,560,948 586,270 23,626 0 218,486 1,601,938 321,711 12,312,979

Non Operating Revenue Premium/Retirees Terminated/Cobra Employee W/Dependent Wellness Interest Income Total Non Operating Revenue

632,420 23,172 518,810 0 12,249 1,186,651

700,963 9,774 553,341 0 17,160 1,281,238

792,016 2,291 581,024 0 15,074 1,390,405

789,120 5,045 571,133 75,000 26,776 1,467,074

875,000 20,000 700,000 75,000 20,000 1,690,000

900,000 20,000 776,100 100,000 20,000 1,816,100

TOTAL REVENUE/SOURCES

11,532,318

13,281,532

13,703,384

14,140,674

14,910,606

14,873,748

EXPENSES/USES Health Plan Contingency Life Ins/ Long Term Disability TOTAL EXPENSES/USES

11,192,892 0 281,796 11,474,688

12,785,588 0 289,460 13,075,048

13,236,295 0 294,426 13,530,721

308,836 14,059,578

14,556,406 35,000 319,200 14,910,606

14,492,217 36,231 345,300 14,873,748

TRANSFERS - OTHERS

13,750,742

57,630

206,484

172,663

81,096

FUND BALANCE END OF YEAR

$3,175,813

$3,382,297

$3,554,966

$3,636,062

NET ASSETS/POSITION Designated/Reserved Undesignated/Unreserved NET POSITION END OF YEAR

0 3,175,813 $3,175,813

0 3,382,303 $3,382,303

0 3,554,966 $3,554,966

3,636,062 $3,636,062

0 3,636,062 $3,636,062

$3,817,610

$4,258,732

$4,242,497

$4,344,393

$3,733 $10,804 $627,260 $641,797

$317,369 $10,692 $548,368 $876,429

$39,924 $11,059 $636,549 $687,531

7,972.36 9,778.56 690,579.75 708,330.67

CHANGE IN NET POSITION

Total Assets Net position end of year includes: Accounts payable & accrued Liabilities Compensated absences Accrued liabilities for estimated claims Total Liabilities

Discussion of changes in Fund Balance or Net Position: The fund balance/net position shown for each year complies with the City’s financial policy of maintaining unreserved retained earnings balance in the Health Fund of an amount equal to or greater than 25% of total budgeted health claims. In FY 2013, a small change in fund balance of $58K was due to a combined $217K cost increase in health, long-term disability and life insurance and a reduction in inter-fund transfers for services to other funds totaling $1.1M. This decrease is offset by additional revenue receipts for pharmacy rebates. In FY 2014, the fund balance increased $206,484 due to higher recovery revenue receipts during the year including pharmacy rebates. In FY 2015, the fund balance increased $172,663 mainly driven by the increase in pharmacy rebates and premium recoveries. In FY 2016, the fund balance had a slight increased of $81,096 mainly driven by the increase in pharmacy rebates and premium recoveries.

Health Fund 3,700,000 3,600,000 3,500,000 3,400,000 3,300,000 3,200,000 3,100,000 3,000,000 2,900,000 2,800,000 FY 2012

250

Fiscal Year 2018 Annual Budget

FY 2013

FY 2014

FY 2015

FY 2016

General Insurance Fund Balance FY 2013 Actual BEGINNING BALANCE

$1,063,533

FY 2014 Actual $914,499

FY 2015 Actual $1,474,375

FY 2016 Actual

FY 2017 Budget

$1,624,184

FY 2018 Budget

$2,107,200

REVENUE/ SOURCES Operating Revenue Charges for Services General Fund Water and Sewer Fund Equipment Services Fund Health Fund Solid Waste Fire Fund Total Operating Revenue

1,847,892 529,995 21,282 1,806 0 317,122 2,718,097

2,177,938 601,162 26,138 1,888 0 369,253 3,176,379

2,270,469 636,326 26,575 2,680 0 386,848 3,322,898

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

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

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

Non Operating Revenue Motor Vehicle Workers' Compensation Other Interest Income Total Non Operating revenue

65,427 50,029 22,601 14,810 152,867

22,476 30,866 18,450 21,443 93,235

76,539 70,504 41,941 22,610 211,594

137,475 1,136,267 53,739 37,807 1,365,288

50,000 50,000 25,000 25,000 150,000

50,000 50,000 40,000 25,000 165,000

TOTAL REVENUE/SOURCES

2,870,964

3,269,614

3,534,492

4,989,789

4,014,456

4,447,770

EXPENSES/USES Workers' Compensation Property Casualty TOTAL EXPENSES/USES

1,460,707 1,506,702 52,588 3,019,997

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

CHANGE IN NET POSITION

(149,034)

559,876

149,809

483,016

$1,474,375

$1,624,184

$2,107,200

FUND BALANCE END OF YEAR NET ASSETS/POSITION Designated/Reserved Undesignated/Unrestricted NET POSITION END OF YEAR

$914,499

0 914,499 $914,499

0 1,474,375 $1,474,375

0 1,624,184

0 2,107,200

$1,624,184

$2,107,200

$4,426,236 $4,642,165 $5,128,649 $37,719 $25,098 $15,531 $5,558 $5,692 $932 $3,469,000 $3,137,000 $3,488,000 $3,512,277 $3,167,790 $3,504,464 Discussion of changes in Fund Balance or Net Position: The unrestricted fund balance listed above for the General Insurance Fund is undesignated after setting aside reserves for the minimum of 125% of each year’s projected claims (for Property, Casualty, and Worker’s Compensation) or 2,500,000 the amount as determined by the biannual actuarial report. In FY 2013, overall expenses increased by only $35K primarily due to higher 2,000,000 property insurance costs. Revenues declined by $114K due to a reduction in recoveries for worker’s compensation. 1,500,000 In FY 2014, the fund balance increased $559,876 due to less worker’s compensation claims and lower estimated claims liability per AMI actuarial 1,000,000 report. In FY2015, the fund balance increased $149,809 due to higher recoveries and lower worker’s compensation claims. 500,000 In FY2016, the fund balance increased $483,016. The excess of expenditures can be attributed to higher than expected casualty claims which were offset by ‐ insurance reimbursements.

$4,142,677 $32,802 $5,343 $3,041,000 $3,079,145

Total Assets Accounts payable and accrued liabilities Compensated absences Accrued liability for estimated claims

FY 2012

City of Coral Springs, Florida

0 2,107,200 $2,107,200

General Insurance

FY 2013

FY 2014

FY 2015

FY 2016

251

Equipment Services Fund Balance FY 2013 Actual BEGINNING BALANCE/NET POSITION

FY 2014 Actual

FY 2015 Actual

$15,531,809

$16,010,253

5,451,840 177,099 5,628,939

5,724,387 43,160 5,767,547

30,451

127,606 158,057

TOTAL REVENUE/SOURCES EXPENDITURES/USES Operating/Administration Depreciation Expense TOTAL OPERATING EXPENSES/USES

FY 2016 Actual

FY 2018 Budget

$18,587,061

$19,718,998

5,890,776 40,157 5,930,933

5,984,889 31,145 6,016,034

6,349,163 144,000 6,493,163

6,864,823 200,000 7,064,823

56,135

(13,396) (13,396)

41,918 0 184,821 226,739

245,635 301,770

50,000 3,724,775

50,000 4,250,864

3,774,775

4,300,864

5,786,996

5,754,151

6,157,672

6,317,804

10,267,938

11,365,687

3,352,023 2,360,822 5,712,845

3,231,925 2,542,498 5,774,423

2,823,778 2,638,684 5,462,462

3,621,567 2,639,523 6,261,090

6,939,496 3,328,442 10,267,938

7,670,825 3,694,862 11,365,687

74,151

(20,272)

695,210

56,714

148,302

(40,544)

1,390,420

113,428

Other Financing Sources/Uses Capital Contributions Transfers In Transfers Out Total Other Financing Sources/Uses

504,460 0 (100,167) 404,293

837,544 191,750 (5,672,175) (4,642,881)

1,343,051 5,498,700 (297,000) 6,544,751

1,272,928 155,995 (353,700) 1,075,223

CHANGE IN NET POSITION

478,444

(4,663,153)

7,239,961

1,131,937

FUND BALANCE END OF YEAR

$16,010,253

$11,347,100

$18,587,061

$19,718,998

NET ASSETS/POSITION Net investment in capital assets Unrestricted NET POSITION END OF YEAR

7,427,178 8,583,075 $16,010,253

9,145,526 2,201,574 $11,347,100

10,957,120 7,629,941 $18,587,061

11,913,124 7,805,874 $19,718,998

$19,718,998

OPERATING REVENUE/SOURCES Charges for Services Other SUB TOTAL REVENUES Non Operating Revenues Investment Income Appropriation from fund balance Gain on disposal of capital assets Total Non Operating Revenues

INCOME (LOSS) BEFORE CONTRIBUTIONS AND TRANSFERS EXCESS/DEFICIENCY OF REVENUES OVER EXPENSES

Discussion of changes in Fund Balance or Net Position: In FY 2013, the fund balance increased due to capital contributions. In FY 2014, the fund balance decreased due to the transfer of $5.4M to the Capital Fund. This borrowing was processed internally to be replaced in FY 2015. In FY 2015, the fund balance increased due to the transfer of $5.4M from the Capital Fund. This represents the replacement of the FY2015 borrowing. In FY 2016, the increase in fund balance of $1,131,937 is is primarily due to higher auction revenue and lower departmental costs.

$11,347,100

FY 2017 Budget

Equipment Services 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 ‐ FY 2012

252

Fiscal Year 2018 Annual Budget

FY 2013

FY 2014

FY 2015

FY 2016

Debt Service Fund Balance FY 2013 Actual BEGINNING BALANCE Budgeted Reserves Use of Reserves REVISED BEGINNING BALANCE REVENUE/SOURCES Ad Valorem Taxes Intergovernmental Interest and Other SUB TOTAL REVENUES Other Financing Sources Interest Rebate Appropriations from fund balance Inter-fund transfers for Debt Service From General Fund From Fire Fund From Water and Sewer Fund Subtotal Other Financing Sources

FY 2014 Actual

FY 2015 Actual

FY 2016 Actual

FY 2017 Budget

FY 2018 Budget

$1,895,891

$184,636

$252,937

256,311

543,220

$1,895,891

$184,636

$252,937

$256,311

$543,220

2,400,836 104,577 14,971 2,520,384

2,536,685

2,534,925

12,236 2,548,921

11,647 2,546,572

98,606

92,756

2,081,501

1,508,312

214,252 2,295,753

119,079 1,627,391

1,573,553 109,891 6,676 1,690,120

6,860,269 282,860 50,000 7,291,735

TOTAL REVENUE SOURCES

2,295,753

1,627,391

1,690,120

2,520,384

9,840,656

9,986,212

EXPENDITURES/USES General Government Principal Interest TOTAL EXPENDITURES/USES

2,650 4,354,871 1,986,474 6,343,995

2,150 3,416,439 1,522,819 4,941,408

1,400 5,082,350 1,595,487 6,679,237

1,900 6,561,209 1,913,429 8,476,538

11,900 7,296,127 2,932,629 10,240,656

11,400 7,449,363 2,525,449 9,986,212

(4,048,242)

(3,314,017)

(4,989,117)

(5,956,154)

14,302,475 (14,295,212) 4,029,724 (1,700,000) 2,336,987

9,441,272 (10,887,509) 4,828,555 3,382,318

4,992,491 4,992,491

7,780,000 (7,737,629) 7,200,692 (1,000,000) 6,243,063

NET CHANGE IN FUND BALANCE

(1,711,255)

68,301

FUND BALANCE END OF YEAR

$184,636

EXCESS (DEFICIENCY) OF REVENUES OVER EXPENDITURES Other Financing Sources (Uses) Refunding Bonds Issued Payment to Refunded Bond Escrow Agent Transfers In Transfers Out Total Other Financing Sources (Uses)

Restricted for Bond Reserves Assigned to Debt Service Undesignated ENDING BALANCE

7,014,024 282,860 50,000 7,439,640

3,374

286,909

$252,937

$256,311

$543,220

0 184,636 0

0 252,937 0

0 256,311 0

0 543,220 0

$184,636

$252,937

$256,311

$543,220

Discussion of changes in Fund Balance: FY 2013: Fund balance decreased by $1.7M due to transferring cash reserves ($1,450,000 to the Capital Fund and $250,000 to the Tree Preservation Trust Fund) for capital improvement projects. During this year, the series 2004 Franchise Revenue bond was refunded. FY 2014- FY2015: Fund balance remained basically the same. FY 2016: The City issued $7,780,000 Capital Revenue Refunding Bonds, Series 2015 to refund Capital Revenue Refunding Bonds, Series 2008 (Series 2008). The Series 2008 refunded bonds are subject to redemption and are maturing from September 1, 2017 through September 1, 2021 at a redemption price of 100% of the call price. Proceeds of $7,737,628 from the Series 2015 Bonds were used to purchase direct obligations (federal securities) of the US .The advance refunding was undertaken to reduce total debt service payments. In April 2016, upon approval of the construction bid for the Municipal Complex, $1 million of fund balance was designated as funding source for this project.

Debt Service 2,000,000 1,800,000 1,600,000 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 ‐ FY 2012

City of Coral Springs, Florida

FY 2013

FY 2014

FY 2015

FY 2016

253

Staffing Summary table of Position Counts FY 2015 Authorized Position FTE's 1 1.00

Department Name City Commission City Manager's Office

FY 2016 Authorized Position FTE's 1.00 1.00

FY 2017 Authorized Position FTE's 1.00 1.00

FY 2018 Authorized Position FTE's 1.00 1.00

Position Change # % 0.00 0.00%

FTE Change # 0.00

% 0.00%

26.5

26.50

25.50

(1.00)

-3.77%

(1.00)

-3.77%

Human Resources

13.00

14.25

0.00

0.00%

0.00

0.00%

Financial Services

24.25

26.25

2.00

8.25%

2.00

8.25%

Information Technology

21.25

21.50

0.00

0.00%

0.00

0.00%

5.75

0.00

0.00%

0.00

0.00%

City Attorney Development Services Police Emergency Medical Services Public Works Parks and Recreation*

66.00

68.00

2.00

3.03%

2.00

3.03%

301

300.63

301.00

300.63

302.00

301.63

309.00

308.63

7.00

2.32%

7.00

2.32%

68.02

67.90

68.66

69.80

1.14

1.66%

1.14

1.66%

28.00

27.75

28.75

34.75

6.00

20.87%

6.00

20.87%

(1.00)

-0.94%

(1.00)

-0.94%

105

105.00

106.00

105.00

659.77

659.40

659.65

659.28

664.66

664.29

680.80

680.43

109.98

111.10

111.34

115.20

3.86

3.47%

3.86

3.47%

40.25

40.50

0.00

0.00%

0.00

0.00%

Health Fund

1.50

2.25

0.00

0.00%

0.00

0.00%

General Insurance Fund (WC, Property and Casualty)

1.50

2.50

0.00

0.00%

0.00

0.00%

15.00

0.00

0.00%

0.00

0.00%

0.00

0.75

2.75

2.00

266.67%

2.00

266.67%

828.00

827.63

831.00

830.63

837.00

836.63

859.00

858.63

22.00

2.63%

22.00

2.63%

Total General Fund *Includes Sportsplex & Aquatics Fire Fund Water and Sewer Fund

Equipment Services Fund Solid Waste Fund Total Staff All Funds Including Parkland, FL

16.14

2.43%

16.14

2.43%

Changes in Staffing Levels For Fiscal Year 2018, the number of full-time equivalent increased by 22. This increase is offset by the conversion of several part-time positions to full-time status. Funding for the additional positions is budgeted as follows: 16.14 were budgeted in the General Fund, 3.86 are split between Fire Fund and EMS (General Fund) and 2 were added to the Solid Waste Fund. These additional staff members are necessary to continue providing high quality services to our customers. Details of the new authorized positions are included in the Budget in Brief section and details of the new initiatives associated with these staff are described in the Business Plan section of this document.

Number of budgeted positions By Department—Fiscal Year 2018 Total Positions By Department ‐ Fiscal Year 2018 City Commission

1.00

City Manager's Office

25.50

Human Resources/Health

16.5

Financial Services

26.25

Information Technology

21.50

City Attorney/General Insurance

8.25

Development Services

68.00

Police

309.00

Fire/EMS*

185.00

Public Works/Water and Sewer/Equipment/Waste

93.00

Parks and Recreation

105.00

254

100

125

150

175

Fiscal Year 2018 Annual Budget

200

225

250

275

300

325

350

Position Counts for all Departments and Divisions FY 2015 Authorized Position FTEs

Department Name City Commission* Exec. Assistant to City Commission

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

F/T TOTAL

1 1

F/T F/T F/T F/T F/T F/T TOTAL

6.5 6 6 1 5 2 26.50

6.5 6 6 0.91 5 2.09 26.50

5.5 6 6 0.91 5 2.09 25.50

F/T F/T F/T TOTAL

7 5 1 13.00

9.25 4 1 14.25

F/T F/T F/T F/T F/T TOTAL

2.25 7 6 5 4 24.25

Information Technology

F/T TOTAL

21.25 21.25

21.5 21.5

City Attorney

F/T TOTAL

5.75 5.75

Development Services

F/T TOTAL

4 4.00

F/T F/T TOTAL

4 8 12.00

F/T F/T F/T F/T F/T TOTAL

Code Compliance Grand Total Development Services

*5 City Commissioners not included in total City Manager's Office City Manager's Office Budget & Strategy Communications and Marketing CRA City Clerk Economic Development Human Resources Human Resources Comm. Relations/City Hall in Mall Volunteer Services Financial Services Administration Accounting Revenue and Collection Purchasing Central Stores

Community Development Planning Neighborhood/Env.Services Building Building-Administration Building-Structural Building-Electrical Building-Plumbing Building-Mechanical

Police Office of the Chief Office of Professional Standards Vice and Intelligence Human Resources Fiscal Management Patrol Unit Traffic Unit K-9 Unit Tactical Unit Humane Unit Community Involvement Bicycle Unit Training Unit Street Intelligence Unit Emergency Management BEAR Unit General Investigations Special Investigations Youth Liaison Crime Scene Investigations Strategic Enforcement Team Central Records Communications Center Building/Fleet Maintenance

Position Change # %

FTE Change # %

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

5.5 6 6 0.91 5 2.09 25.50

(1.00) 0.00 0.00 0.00 0.00 0.00 (1.00)

-15.38% 0.00% 0.00% 0.00% 0.00% 0.00% -3.77%

(1.00) 0.00 0.00 0.00 0.00 0.00 (1.00)

-15.38% 0.00% 0.00% 0.00% 0.00% 0.00% -3.77%

9.25 4 1 14.25

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

2.25 7 6 5 4 24.25

2.25 8 6 6 4 26.25

0.00 1.00 0.00 1.00 0.00 2.00

0.00% 14.29% 0.00% 20.00% 0.00% 8.25%

0.00 1.00 0.00 1.00 0.00 2.00

0.00% 14.29% 0.00% 20.00% 0.00% 8.25%

21.5 21.5

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

5.75 5.75

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

4 4.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

4 8 12.00

5 8 13.00

1.00 0.00 1.00

25.00% 0.00% 8.33%

1.00 0.00 1.00

25.00% 0.00% 8.33%

12 8 4 1 2 27.00

0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00

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

F/T TOTAL

23 23.00

24 24.00

1.00 1.00

4.35% 4.35%

1.00 1.00

4.35% 4.35%

F/T TOTAL

66 66.00

66.00 66.00

68.00 68.00

2.00 2.00

3.03% 3.03%

2.00 2.00

3.03% 3.03%

F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T P/T F/T P/T TOTAL

2 2 14 5 5 113 10 6 0 3 2 6 5 4 1 7 19 16 19 11 10 7 29 4 1 300 1 301.00

2 2 14 5 5 113 10 6 0 3 2 6 5 4 1 7 19 16 19 11 10 7 29 4 0.63 300 0.63 300.63

2 2 14 5 5 113 10 6 0 3 2 6 5 4 1 7 19 16 19 11 10 7 29 4 1 300 1 301.00

2 2 14 5 5 113 10 6 0 3 2 6 5 4 1 7 19 16 19 11 10 7 29 4 0.63 300 0.63 300.63

2 2 14 4 5 114 10 6 0 3 2 6 4 4 1 7 21 16 18 12 10 7 29 4 1 301 1.00 302.00

2 2 14 4 5 114 10 6 0 3 2 6 4 4 1 7 21 16 18 12 10 7 29 4 0.63 301 0.63 301.63

2 3 14 4 4 113 10 6 0 3 3 6 4 4 1 7 21 17 18 12 15 7 30 4 1 308 1 309.00

2 3 14 4 4 113 10 6 0 3 3 6 4 4 1 7 21 17 18 12 15 7 30 4 0.63 308 0.63 308.63

0.00 1.00 0.00 0.00 (1.00) (1.00) 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 5.00 0.00 1.00 0.00 0.00 7.00 0.00 7.00

0.00% 50.00% 0.00% 0.00% -20.00% -0.88% 0.00% 0.00% n/a 0.00% 50.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 6.25% 0.00% 0.00% 50.00% 0.00% 3.45% 0.00% 0.00% 2.33% 0.00% 2.32%

0.00 1.00 0.00 0.00 (1.00) (1.00) 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 5.00 0.00 1.00 0.00 0.00 7.00 0.00 7.00

0.00% 50.00% 0.00% 0.00% -20.00% -0.88% 0.00% 0.00% n/a 0.00% 50.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 6.25% 0.00% 0.00% 50.00% 0.00% 3.45% 0.00% 0.00% 2.33% 0.00% 2.32%

City of Coral Springs, Florida

255

Position Counts for all Departments and Divisions (continued) FY 2015 Authorized Position FTEs

Department Name EMS Emergency Medical Services Communication Services Training Public Works Administrative Services Streets Facilities Management

Parks and Recreation Parks Cypress Park Mullins Park North Community Park (31/35) Neighborhood Parks Beautification Environmentally Sensitive Land Landscape Irrigation

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position

FTEs

FY 2018 Authorized Position FTEs

Position Change # %

FTE Change # %

F/T F/T F/T TOTAL

60.9 6.16 1 68.02

60.7 6.16 1 67.9

61.5 6.16 1 68.66

62.6 6.16 1.00 69.8

1.14 0.00 0.00 1.14

1.85% 0.00% 0.00% 1.66%

1.14 0.00 0.00 1.14

1.85% 0.00% 0.00% 1.66%

F/T F/T F/T F/T P/T TOTAL

2.5 21 4.5 28 0 28.00

2 20.75 5 27.75 0 27.75

2 21.75 5 28.75 0 28.75

5 22.75 7 34.75 0 34.75

3.00 1.00 2.00 6.00 0.00 6.00

150.00% 4.60% 40.00% 20.87% n/a 20.87%

3.00 1.00 2.00 6.00 0.00 6.00

150.00% 4.60% 40.00% 20.87% n/a 20.87%

11 11 9 16 1 1 15 8

11 11 9 15 1 2 16 8

12 12 11 18 1 2 6 8

1.00 1.00 2.00 3.00 0.00 0.00 (10.00) 0.00

9.09% 9.09% 22.22% 20.00% 0.00% 0.00% -62.50% 0.00%

1.00 1.00 2.00 3.00 0.00 0.00 (10.00) 0.00

9.09% 9.09% 22.22% 20.00% 0.00% 0.00% -62.50% 0.00%

72.00

73.00

70.00

(3.00)

-4.11%

(3.00)

-4.11%

F/T F/T F/T F/T F/T F/T F/T F/T

Sub-Total Parks Recreation Activity Center Recreation Services Summer Recreation Transportation Sub-Total Recreation

F/T F/T F/T F/T

1 5 1 1 8.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

Sportsplex/Tennis Sportsplex Athletic Complex Cypress Tennis Tennis Center Sub-Total Sportsplex/Tennis

F/T F/T F/T F/T

1 5 1 2 9.00

1 6.00 1 3 11.00

0.00 1.00 0.00 1.00 2.00

0.00% 20.00% 0.00% 50.00% 22.22%

0.00 1.00 0.00 1.00 2.00

0.00% 20.00% 0.00% 50.00% 22.22%

F/T F/T F/T TOTAL

3 2 11 16.00 105.00

3 2 11 16.00 106.00

3 2 11 16.00 105.00

0.00 0.00 0.00 0.00 -1.00

0.00% 0.00% 0.00% 0.00% -0.94%

0.00 0.00 0.00 0.00 -1.00

0.00% 0.00% 0.00% 0.00% -0.94%

F/T P/T TOTAL

658.77 1 659.77

658.77 0.625 659.40

658.65 1 659.65

658.65 0.625 659.28

663.66 1 664.66

663.66 0.625 664.29

679.80 1 680.80

679.80 0.625 680.43

16.14 0.00 16.14

2.43% 0.00% 2.43%

16.14 0.00 16.14

2.43% 0.00% 2.43%

F/T F/T F/T F/T F/T TOTAL

3.5 1.84 91.52 10.62 2.5 109.98

4.5 1.84 91.64 9.62 3.5 111.1

4.5 1.84 91.76 9.62 3.62 111.34

4.5 1.84 94.24 11.62 3.00 115.2

0.00 0.00 2.48 2.00 (0.62) 3.86

0.00% 0.00% 2.70% 20.79% -17.13% 3.47%

0.00 0.00 2.48 2.00 (0.62) 3.86

0.00% 0.00% 2.70% 20.79% -17.13% 3.47%

F/T F/T F/T F/T TOTAL

6.25 10 15 9 40.25

7.5 10 15 8 40.50

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

Health Fund

F/T TOTAL

1.5 1.50

2.25 2.25

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

General Insurance Fund Workers' Compensation, Property and Casualty

F/T TOTAL

1.5 1.50

2.5 2.50

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Equipment Services Equipment Maintenance

F/T TOTAL

15 15.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Solid Waste Fund Solid Waste

F/T TOTAL

0 0.00

0.75 0.75

2.75 2.75

2.00 2.00

266.67% 266.67%

2.00 2.00

266.67% 266.67%

F/T P/T

827 1 828

827.00 0.63 827.63

830 1 831

830.00 0.63 830.63

836.00 1.00 837.00

836.00 0.63 836.63

858 1 859

858.00 0.63 858.63

22.00 0.00 22.00

2.63% 0.00% 2.63%

22.00 0.00 22.00

2.63% 0.00% 2.63%

Aquatics Cypress Pool Mullins Pool Aquatic Complex Sub-Total Aquatics Grand Total Parks & Recreation General Fund

Fire Administration Communication Services Suppression Inspection Training Water and Sewerâ&#x20AC;&#x201D;Utilities Administration Water Distribution Water Treatment Wastewater Collection

Total Staff All Funds

5 City Commissioners not included in total

256

Fiscal Year 2018 Annual Budget

Detail of Positions by Department and Division City Commission Detail of Positions

FY 2015 Authorized Position FTEs

City Commission-0100 Full Time Executive Assistant to the City Commission* Grand Total City Commission

1 1

FY 2016 Authorized Position FTEs

1.00 1.00

1 1

FY 2017 Authorized Position FTEs

1.00 1.00

1 1

FY 2018 Authorized Position FTEs

1.00 1.00

1 1

Position Change # %

1.00 1.00

0.00 0.00

FTE Change #

0.00% 0.00%

0.00 0.00

0.00% 0.00%

City Manager’s Office Detail of Positions

FY 2015 Authorized Position FTEs

City Manager's Office CMO Administration—0501 Full Time City Manager Deputy City Manager** Assistant to the City Manager Construction Project Manager*** Executive Assistant CMO Management Analyst Total Administration *Reclassified from Construction Project Manager **Position split 50/50 with Public Works Utilities-Admin-6001 Position Transfer to Public Works Division 5501 Economic Development—0502 Full Time Chief Economic Development Officer CRA Administrator* Economic Development Coordinator** Total Economic Development *Split position 0.09/.91 with Division 3200 **Was Principal Office Assistant Budget & Strategy —1901 Full Time Director of Budget & Strategy* Senior Financial Analyst Total Budget & Strategy **Reclassified from Director of Budget, Strategy & Communications Communications and Marketing—O604 Full Time Director of Communications and Marketing Senior Videographer/Editor Broadcast Communications Coordinator Communications Coordinator Writer/Media Relations Coordinator Total Communications and Marketing Community Redevelopment Agency (CRA)—3200 Full Time CRA Administrator* Total Community Redevelopment Agency *Split position 0.09/0.91 with Division 0502 City Clerk—3501 Full Time City Clerk Assistant City Clerk Records Management Coordinator* Public Records Specialist** Total City Clerk Grand Total City Manager's Office

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

Position Change # %

FTE Change #

1 1.5 1 1 2 0 6.5

1.00 1.50 1.00 1.00 1.00 1.00 6.50

1 1.5 1 1 2 0 6.5

1.00 1.50 1.00 1.00 2.00 0.00 6.50

1 1.5 1 1 1 1 6.5

1.00 1.50 1.00 1.00 1.00 1.00 6.50

1 1.5 1 0 1 1 5.5

1.00 1.50 1.00 0.00 1.00 1.00 5.50

0.00 0.00 0.00 (1.00) 0.00 0.00 (1.00)

0.00% 0.00% 0.00% -100.00% 0.00% 0.00% -15.38%

0.00 0.00 0.00 (1.00) 0.00 0.00 (1.00)

0.00% 0.00% 0.00% -100.00% 0.00% 0.00% -15.38%

1 0 1 2

1.00 0.00 1.00 2.00

1 0.09 1 2.09

1.00 0.09 1.00 2.09

1 0.09 1 2.09

1.00 0.09 1.00 2.09

1 0.09 1 2.09

1.00 0.09 1.00 2.09

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

1 1 1 2 1 6

1.00 1.00 1.00 2.00 1.00 6.00

1 1 1 2 1 6

1.00 1.00 1.00 2.00 1.00 6.00

1 1 1 2 1 6

1.00 1.00 1.00 2.00 1.00 6.00

1 1 1 2 1 6

1.00 1.00 1.00 2.00 1.00 6.00

0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00

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

1 1

1.00 1.00

0.91 0.91

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

1 1 1 1 5 26.5

1.00 1.00 1.00 1.00 5.00 26.50

1 1 1 1 5 26.5

1.00 1.00 1.00 1.00 5.00 26.5

1 1 2 1 5 26.5

1.00 1.00 1.00 1.00 5.00 26.5

1 1 2 1 5 25.5

1.00 1.00 1.00 1.00 5.00 25.50

0.00 0.00 0.00 0.00 0.00 (1.00)

0.00% 0.00% 0.00% 0.00% 0.00% -3.77%

0.00 0.00 0.00 0.00 0.00 (1.00)

0.00% 0.00% 0.00% 0.00% 0.00% -3.77%

City of Coral Springs, Florida

257

Detail of Positions by Department and Division (continued) Human Resources Detail of Positions

FY 2015 Authorized Position FTEs

Human Resources—1000 Full Time Director of Human Resources* Human Resources Partner** Human Resources Manager Human Resources Coordinator Pension Administrator Human Resources Analyst Pension Analyst Project Support Specialist Human Resources Technician Total Human Resources * Position split 75/25 with Health Fund-8501 **Position split 50/50 with General Insurance Fund Division 8501 Community Relations—1001 and 1007 Full Time Community Relations Manager Passport Services Supervisor Community Relations Coordinator Office Assistant Senior Office Assistant Total Community Relations (Includes City Hall in the Mall) Volunteer Services—1008 Full Time Volunteer Services Coordinator* Volunteer Services Administrator* Total Volunteer Services *Reclassiffied to Volunteer Services Administrator Health Fund—8501 Full Time Director of Human Resources* Employee Benefits Program Manager Human Resources Coordinator** Total Health Fund *Position split 25/75 with Human Resources-1000 **Title change from Senior Human Resources Coordinator

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

Position Change # %

FTE Change #

0.5 1.5 0 1 1 1 0 1 1 7

0.50 1.50 0.00 1.00 1.00 1.00 0.00 1.00 1.00 7.00

0.5 1.5 0.00 1 1 1 0 1 1 7

0.50 1.50 0.00 1.00 1.00 1.00 0.00 1.00 1.00 7.00

0.75 0.5 2.00 1 1 1 1 1 1 9.25

0.75 0.50 2.00 1.00 1.00 1.00 1.00 1.00 1.00 9.25

0.75 0.5 2.00 1 1 1 1 1 1 9.25

0.75 0.50 2.00 1.00 1.00 1.00 1.00 1.00 1.00 9.25

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

1 1 1 1 1 5

1.00 1.00 1.00 1.00 1.00 5.00

1 1 1 1 1 5

1.00 1.00 1.00 1.00 1.00 5.00

1 1 1 0 1 4

1.00 1.00 1.00 0.00 1.00 4.00

1 1 1 0 1 4

1.00 1.00 1.00 0.00 1.00 4.00

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% n/a 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% n/a 0.00% 0.00%

1 0 1

1.00 0.00 1.00

1 0 1

1.00 0.00 1.00

1 0 1

1.00 0.00 1.00

0 1 1

0.00 1.00 1.00

(1.00) 1.00 0.00

-100.00% n/a 0.00%

(1.00) 1.00 0.00

-100.00% n/a 0.00%

0.5 0 1 1.5

0.50 0.00 1.00 1.50

0.5 0 1 1.5

0.50 0.00 1.00 1.50

0.25 1 1 2.25

0.25 1.00 1.00 2.25

0.25 1 1 2.25

0.25 1.00 1.00 2.25

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

City Attorney Detail of Positions City Attorney—2502 Full Time City Attorney Deputy City Attorney Assistant City Attorney* Municipal Prosecutor Executive Assistant Grand Total City Attorney

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

Position Change # %

FTE Change #

1 1 0.75 1 2 5.75

1.00 1.00 0.75 1.00 2.00 5.75

1 1 0.75 1 2 5.75

1.00 1.00 0.75 1.00 2.00 5.75

1 1 0.75 1 2 5.75

1.00 1.00 0.75 1.00 2.00 5.75

1 1 0.75 1 2 5.75

1.00 1.00 0.75 1.00 2.00 5.75

0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00

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

0.5 0 1 1.5

0.50 0.00 1.00 1.50

0.5 1 1 2.5

0.50 1.00 1.00 2.50

0.5 1 1 2.5

0.50 1.00 1.00 2.50

0.5 1 1 2.5

0.50 1.00 1.00 2.50

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

7.25

8.25

0.00

0.00%

0.00

0.00%

*Position split 75/25 Public Works Utilities-Admin-6001 General Insurance Fund—Property—8801* Full Time Human Resources Partner* Risk Assistant Risk Management Coordinator Sub-Total General Insurance Fund *Position split 50/50 with Human Resources Grand Total City Attorney and General Insurance

258

Fiscal Year 2018 Annual Budget

8.25

Detail of Positions by Department and Division (continued) Financial Services Detail of Positions Administration—1501 Full Time Director of Financial Services City Controller** Senior Office Assistant Total Administration Accounting Services Accounting—1601 Full Time Senior Accountant* Fin. Reporting & Compliance Admin. Payroll Coordinator* Payroll Technician* Senior Accounting Assistant Accountant** Total Accounting *Reclassified from Payroll Technician to Coordinator ** Adds to Staff FY2018 Revenue and Collection—1602 Full Time Water Billing Representative Accounting Assistant Billing Operations Technician Total Revenue and Collection Total Accounting Services Purchasing Administration—1701 Full Time Purchasing Administrator Purchasing Agent II Senior Office Assistant* Project Support Specialist* Contract Administrator** Sub-Total Administration *Was Senior Office Assistant **Adds to Staff FY2018 Central Stores—1702 Full Time Central Stores Coordinator Purchasing Assistant Sub-Total Central Stores Total Purchasing Grand Total Financial Services

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

Position Change # %

FTE Change #

0.75 0.5 1 2.25

0.75 0.50 1.00 2.25

0.75 0.5 1 2.25

0.75 0.50 1.00 2.25

0.75 0.5 1 2.25

0.75 0.50 1.00 2.25

0.75 0.5 1 2.25

0.75 0.50 1.00 2.25

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

3 1 1 1 1 0 7

3.00 1.00 1.00 1.00 1.00 0.00 7.00

3 1 1 1 1 0 7

3.00 1.00 1.00 1.00 1.00 0.00 7.00

3 1 1 1 1 0 7

3.00 1.00 1.00 1.00 1.00 0.00 7.00

3 1 2 0 1 1 8

3.00 1.00 1.00 1.00 1.00 1.00 8.00

0.00 0.00 1 (1.00) 0.00 1.00 1.00

0.00% 0.00% 100.00% -100.00% 0.00% n/a 14.29%

0.00 0.00 0.00 0.00 0.00 1.00 1.00

0.00% 0.00% 0.00% 0.00% 0.00% n/a 14.29%

4 1 1 6

4.00 1.00 1.00 6.00

4 1 1 6

4.00 1.00 1.00 6.00

4 1 1 6

4.00 1.00 1.00 6.00

4 1 1 6

4.00 1.00 1.00 6.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

13.00

14.00

1.00

7.69%

1.00

7.69%

1 3 1 0 0 5

1.00 3.00 1.00 0.00 0.00 5.00

1 3 1 0 0 5

1.00 3.00 1.00 0.00 0.00 5.00

1 3 1 0 0 5

1.00 3.00 1.00 0.00 0.00 5.00

1 3 0 1 1 6

1.00 3.00 0.00 1.00 1.00 6.00

0.00 0.00 (1.00) 1.00 1.00 1.00

0.00% 0.00% -100.00% n/a n/a 20.00%

0.00 0.00 (1.00) 1.00 1.00 1.00

0.00% 0.00% -100.00% n/a n/a 20.00%

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

9.00

10.00

1.00

11.11%

1.00

11.11%

24.25

26.25

2.00

8.25%

2.00

8.25%

City of Coral Springs, Florida

259

Detail of Positions by Department and Division (continued) Information Technology Detail of Positions

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

Information Technology- 2001 Full Time Director of Information Technology 1 1.00 Applications Administrator 2 2.00 Network Administrator 1 1.00 Senior Network Specialist 2 2.00 IT Support Specialist*** 2 2.00 Applications Manager 0 0.00 Infrastructure Manager 0 0.00 Network Analyst 0 0.00 Solutions/Systems Analyst 0 0.00 IT Security Analyst** 0 0.00 Network Engineer 0 0.00 IT Support Specialist* 0 0.00 Database Analyst 2 2.00 GIS/Security Administrator 1 1.00 IT Project Manager 1 1.00 Senior Programmer Analyst 4 4.00 Programmer Analyst*** 2 2.00 Production Support Specialist 1 1.00 IT Business Analyst* 0 0.00 Senior CADD/GIS Technician 0.75 0.75 Applications Analyst* 0.5 0.50 Project Suppport Specialist 1 1.00 Grand Total Information Technology 21.25 21.25 *Position split .75 Information Technology; .25 Public Works Utilities-Admin-6001

1 0 0 0 0 1 1 4 2 0 1 3.75 1 1 1 1 2 0 0 0 0.75 1 21.5

1.00 0.00 0.00 0.00 0.00 1.00 1.00 4.00 2.00 0.00 1.00 3.75 1.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.75 1.00 21.50

FY 2017 Authorized Position FTEs

1 0 0 0 0 1 1 4 1 1 1 3.75 1 1 1 0 3 0 1 0 0.75 0 21.5

FY 2018 Authorized Position FTEs

1.00 0.00 0.00 0.00 0.00 1.00 1.00 4.00 1.00 1.00 1.00 3.75 1.00 1.00 1.00 0.00 3.00 0.00 1.00 0.00 0.75 0.00 21.50

1 0 0 0 0 1 1 4 1 1 1 3.75 1 1 1 0 3 0 1 0 0.75 0 21.5

1.00 0.00 0.00 0.00 0.00 1.00 1.00 4.00 1.00 1.00 1.00 3.75 1.00 1.00 1.00 0.00 3.00 0.00 1.00 0.00 0.75 0.00 21.50

Position Change # %

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% n/a n/a n/a n/a 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% n/a 0.00% n/a 0.00% n/a 0.00% n/a 0.00%

FTE Change #

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% n/a n/a n/a n/a 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% n/a 0.00% n/a 0.00% n/a 0.00% n/a 0.00%

Development Services—Administration Detail of Positions

FY 2015 Authorized Position FTEs

Code Compliance—5403 Full Time Code Compliance Manager Code Compliance Administrator Code Compliance Supervisor Code Support Specialist Code Compliance Officer Senior Office Assistant Principal Office Assistant */** Office Assistant* Total Code Compliance *Reclass from Office Assistant to Principal Office Assistant **Adds to Staff FY2018

1 1 2 0 10 2 3 1 23

1.00 1.00 2.00 0.00 10.00 2.00 3.00 1.00 23.00

FY 2016 Authorized Position FTEs

Development Services—Code Compliance Detail of Positions Code Compliance—5403 Full Time Code Compliance Manager Code Compliance Administrator Code Compliance Supervisor Code Support Specialist** Code Compliance Officer Senior Office Assistant Principal Office Assistant Tax Collection Specialist* Inspector I*** Office Assistant Total Code Compliance

260

FY 2014 Authorized Position FTEs

1 1 2 0 10 2 2 2 1.00 1 22.00

1.00 1.00 2.00 0.00 10.00 2.00 2.00 2.00 1.00 1.00 22.00

1 1 2 0 10 2 4 1 23

1.00 1.00 2.00 0.00 10.00 2.00 4.00 1.00 23.00

FY 2015 Authorized Position FTEs

1 1 2 0 10 2 3 2 1 1 23

1.00 1.00 2.00 0.00 10.00 2.00 3.00 2.00 1.00 1.00 23.00

FY 2017 Authorized Position FTEs

1 1 2 1 11 2 4 1 23

FY 2018 Authorized Position FTEs

1.00 1.00 2.00 1.00 11.00 2.00 4.00 1.00 23.00

FY 2016 Authorized Position FTEs

1 1 2 0 10 2 4 1 1 1 23

1.00 1.00 2.00 0.00 10.00 2.00 4.00 1.00 1.00 1.00 23.00

Fiscal Year 2018 Annual Budget

1 1 2 1 11 2 6 0 24

1.00 1.00 2.00 1.00 11.00 2.00 6.00 0.00 24.00

FY 2017 Authorized Position FTEs

1 1 2 1 11 2 4 0 0 1 23

1.00 1.00 2.00 1.00 11.00 2.00 4.00 0.00 0.00 1.00 23.00

Position Change # %

0.00 0.00 0.00 0.00 0.00 0.00 2.00 (1.00) 1.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 50.00% -100.00% 4.35%

Position Change # %

0.00 0.00 0.00 1.00 1.00 0.00 0.00 (1.00) (1.00) 0.00 0.00

0.00% 0.00% 0.00% n/a 10.00% 0.00% 0.00% -100.00% -100.00% 0.00% 0.00%

FTE Change #

0.00 0.00 0.00 0.00 0.00 0.00 2.00 (1.00) 1.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 50.00% -100.00% 4.35%

FTE Change #

0.00 0.00 0.00 1.00 1.00 0.00 0.00 (1.00) (1.00) 0.00 0.00

0.00% 0.00% 0.00% n/a 10.00% 0.00% 0.00% -100.00% -100.00% 0.00% 0.00%

Detail of Positions by Department and Division (continued) Development Services—Community Development Detail of Positions

FY 2015 Authorized Position FTEs

Planning and Zoning—3001 Full Time Planning and Zoning Manager Assistant Planner Planning Technician* Senior Planner Associate Planner Sub-Total Planning *Adds to Staff FY2018

Neighborhood/Environmental Services—3004 Full Time Community Development & Housing Coordinator Chief Planner Transportation Planner Environmental Coordinator/City Forester Senior Planner Museum Director Housing Specialist** Neighborhood Coordinator Assistant Sub-Total Neighborhood/Environmental Svcs

Total Community Development

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

Position Change # %

FTE Change #

1 1 0 0 2 4

1.00 1.00 0.00 0.00 2.00 4.00

1 1 0 0 2 4

1.00 1.00 0.00 0.00 2.00 4.00

1 1 0 1 1 4

1.00 1.00 0.00 1.00 1.00 4.00

1 1 1 1 1 5

1.00 1.00 1.00 1.00 1.00 5.00

0.00 0.00 1.00 0.00 0.00 1.00

0.00% 0.00% n/a 0.00% 0.00% 25.00%

0.00 0.00 1.00 0.00 0.00 1.00

0.00% 0.00% n/a 0.00% 0.00% 25.00%

1 1 1 1 1 1 1 1 8

1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00

1 1 1 1 1 1 1 1 8

1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00

1 1 1 1 1 1 0 1 8

1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 8.00

1 1 1 1 1 1 0 1 8

1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 8.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% n/a 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% n/a 0.00% 0.00%

12.00

13.00

1.00

8.33%

1.00

8.33%

Development Services—Building Detail of Positions

FY 2015 Authorized Position FTEs

Building—Administrative Services— 5101 Full Time Chief Building Official 1 1.00 Development Services Administrator 1 1.00 Building Services Administrator 0 0.00 Senior Office Assistant 1 1.00 DS Support Specialist* 0 0.00 Senior Permit Services Representative* 4 4.00 Lead Permit Service Representatitve 0 0.00 Permit Services Representative 5 5.00 Total Administrative Services 12 12.00 *Reclassified from Senior Permit Services Representative to DS Support Specialist

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

Position Change # %

FTE Change #

1 1 0 1 0 3 1 5 12

1.00 1.00 0.00 1.00 0.00 3.00 1.00 5.00 12.00

1 0 1 1 0 2 1 6 12

1.00 0.00 1.00 1.00 0.00 2.00 1.00 6.00 12.00

1 0 1 1 1 1 1 6 12

1.00 0.00 1.00 1.00 1.00 1.00 1.00 6.00 12.00

0.00 0.00 0.00 0.00 1.00 (1.00) 0.00 0.00 0.00

0.00% n/a 0.00% 0.00% n/a -50.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 1.00 (1.00) 0.00 0.00 0.00

0.00% n/a 0.00% 0.00% n/a -50.00% 0.00% 0.00% 0.00%

Building—Inspection Structural—5301 Full Time Assistant Building Official** Chief Inspector* Electrical Inspector I Inspector II*** Inspector I Total Structural

0 0 0 5 2 8

0.00 0.00 0.00 5.00 2.00 8.00

0 0 1 5 1 8

0.00 0.00 1.00 5.00 1.00 8.00

1 1 1 4 1 8

1.00 1.00 1.00 4.00 1.00 8.00

1 1 1 4 1 8

1.00 1.00 1.00 4.00 1.00 8.00

0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00

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

Electrical—5302 Full Time Chief Inspector* Inspector II Total Electrical

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Plumbing—5303 Full Time Chief Inspector Total Plumbing

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Mechanical—5304 Full Time Chief Inspector Inspector II Total Mechanical

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Total Inspection

15.00

0.00

0.00%

0.00

0.00%

Total Building Administration and Inspection

27.00

0.00

0.00%

0.00

0.00%

Grand Total Development Services

66.00

2.00

3.03%

2.00

3.03%

City of Coral Springs, Florida

68.00

261

Detail of Positions by Department and Division (continued) Police Detail of Positions Police-Administration Office of the Chief—4101 Full Time Chief of Police Executive Assistant Total Office of the Chief

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

Position Change # %

FTE Change #

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

1 1 1 1 0 0 4

1.00 1.00 1.00 1.00 0.00 0.00 4.00

1 1 1 0 0 2 5

1.00 1.00 1.00 0.00 0.00 2.00 5.00

0 1 2 0 0 1 4

0.00 1.00 2.00 0.00 0.00 1.00 4.00

0 1 1 0 1 1 4

0.00 1.00 1.00 0.00 1.00 1.00 4.00

0.00 0.00 (1.00) 0.00 1.00 0.00 0.00

n/a 0.00% -50.00% n/a n/a 0.00% 0.00%

0.00 0.00 (1.00) 0.00 1.00 0.00 0.00

n/a 0.00% -50.00% n/a n/a 0.00% 0.00%

1 1 1 0 2 5

1.00 1.00 1.00 0.00 2.00 5.00

1 1 1 0 2 5

1.00 1.00 1.00 0.00 2.00 5.00

1 1 2 1 0 5

1.00 1.00 2.00 1.00 0.00 5.00

1 1 2 0 0 4

1.00 1.00 2.00 0.00 0.00 4.00

0.00 0.00 0.00 (1.00) 0.00 (1.00)

0.00% 0.00% 0.00% -100.00% n/a -20.00%

0.00 0.00 0.00 (1.00) 0.00 (1.00)

0.00% 0.00% 0.00% -100.00% n/a -20.00%

1 12 1 14

1.00 12.00 1.00 14.00

1 12 1 14

1.00 12.00 1.00 14.00

1 12 1 14

1.00 12.00 1.00 14.00

1 12 1 14

1.00 12.00 1.00 14.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Communications Center—4502 Full Time Communications Administrator 1 Telecommunicator*/** 19 Communications Training Coordinator** 0 Communications Technical Coordinator 1 Communications Shift Supervisor 6 Emergency Call Taker 2 Total Communications Center 29 *Adds to Staff FY2018 **Reclassiffied from Telecommunicator to Comm. Training Cordinator

1.00 19.00 0.00 1.00 6.00 2.00 29.00

1 19 0 1 6 2 29

1.00 19.00 0.00 1.00 6.00 2.00 29.00

1 19 0 1 6 2 29

1.00 19.00 0.00 1.00 6.00 2.00 29.00

1 19 1 1 6 2 30

1.00 19.00 1.00 1.00 6.00 2.00 30.00

0.00 0.00 1.00 0.00 0.00 0.00 1.00

0.00% 0.00% n/a 0.00% 0.00% 0.00% 3.45%

0.00 0.00 1.00 0.00 0.00 0.00 1.00

0.00% 0.00% n/a 0.00% 0.00% 0.00% 3.45%

Sub-Total Administration

Human Resources—4104 Full Time Human Resources Administrator Background Investigator Human Resources Support Specialist* Traffic Technician HR Technician* Prinicpal Office Assistant Total Human Resources *Reclassified from HR Support Specilaist

Fiscal Management—4110 Full Time Deputy Police Chief Police Fiscal and Procurement Coordinator Senior Office Assistant Accreditation Coordinator* Principal Office Assistant* Total Fiscal Management *Transfered to Division 4102

Vice and Intelligence—4103 Full Time Law Enforcement Sergeant Investigator Intelligence Analyst Total Vice and Intelligence

54.00

55.00

54.00

0.00

0.00%

0.00

0.00%

Administration-Community Services Building/Fleet Maintenance—4503 Full Time Senior Fleet/Facilities Coordinator Fleet/Facilities Coordinator Facilities Technician Sub-Total Building/Fleet maintenance

1 1 2 4

1.00 1.00 2.00 4.00

1 1 2 4

1.00 1.00 2.00 4.00

1 1 2 4

1.00 1.00 2.00 4.00

1 1 2 4

1.00 1.00 2.00 4.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Part Time Building Custodian Total Building/Fleet Maintenance

1 5

0.63 4.63

1 5

0.63 4.63

1 5

0.63 4.63

1 5

0.63 4.63

0.00 0.00

0.00% 0.00%

(0.38) 0.00

-60.00% 0.00%

1 2 1 1 5

1.00 2.00 1.00 1.00 5.00

1 2 1 0 4

1.00 2.00 1.00 0.00 4.00

1 2 1 0 4

1.00 2.00 1.00 0.00 4.00

1 2 1 0 4

1.00 2.00 1.00 0.00 4.00

5.00

4.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% n/a 0.00% n/a n/a 0.00%

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% n/a 0.00% n/a n/a 0.00%

Training Unit—4210 Full Time Law Enforcement Sergeant Law Enforcement Officer Range Master Crime Lab Technician SUB TOTAL TRAINING UNIT Part Time Building Custodian Total Training Unit

262

Fiscal Year 2018 Annual Budget

Detail of Positions by Department and Division (continued) Police (continued) Detail of Positions

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

Administration-Community Services (continued) Central Records—4501 Full Time Records Supervisor Principal Office Assistant Senior Office Assistant Office Assistant Total Central Records

1 4 0 2 7

1.00 4.00 0.00 2.00 7.00

1 4 0 2 7

1.00 4.00 0.00 2.00 7.00

1 3 1 2 7

1.00 3.00 1.00 2.00 7.00

1 3 1 2 7

1.00 3.00 1.00 2.00 7.00

Part Time Office Assistant Total Central Records

0 7

0.00 7.00

0.00 7

0.00 7.00

0.00 7

0.00 7.00

0.00 7

0.00 7.00

1 2 15 0 1 19

1.00 2.00 15.00 0.00 1.00 19.00

1 2 14 0 1 18

1.00 2.00 14.00 0.00 1.00 18.00

1 2 14 1 0 18

1.00 2.00 14.00 1.00 0.00 18.00

1 2 14 1 0 18

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 0 1

1.00 0.00 1.00

1 0 1

1.00 0.00 1.00

1 0 1

Sub-Total Adm-Community Services

38.63

36.63

Total Administration

92.63

91.63

1 1 0 2

1.00 1.00 0.00 2.00

1 1 0 2

1.00 1.00 0.00 2.00

1 1 4 12 84 9 0 1 1 113

1.00 1.00 4.00 12.00 84.00 9.00 0.00 1.00 1.00 113.00

1 1 4 12 84 9 0 1 1 113

1.00 1.00 4.00 12.00 84.00 9.00 0.00 1.00 1.00 113.00

0 113

0.00 113.00

1 9 10

1.00 9.00 10.00

1 9 10

1.00 9.00 10.00

1 9 10

1.00 9.00 10.00

1 9 10

123

123.00

123

123.00

124

124.00

123

Youth Liaison—4303 Full Time Law Enforcement Captain Law Enforcement Sergeant Youth Liaison Officer Senior Office Assistant Principal Office Assistant Total Youth Liaison

Community Involvement Unit—4207 Full Time Law Enforcement Officer* Community Involvement Coordinator Total Community Involvement *Transferred from Div 4201 to 4207 Emergency Management—4115 Full Time Emergency Management Coordinator* Emergency Management Manager* Total Emergency Management *Reclass for Emergency Mgmt. Coordinator to Manager

Police Office of Professional Standards—4102 Full Time Law Enforcement Sergeant (NB)* Senior Office Assistant Police Accrediation Coordinator** Total Office of Professional Standards

Position Change # %

FTE Change #

0.00 0.00% 0.00 0.00% 0.00 0.00% 0.00 0.00% 0.00 0.00% 0.00 n/a 0.00 n/a 0.00 n/a 0.00 0.00%

1.00 2.00 14.00 1.00 0.00 18.00

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% n/a 0.00%

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% n/a 0.00%

2 1 3

2.00 1.00 3.00

1.00 0.00 1.00

100.00% 0.00% 50.00%

1.00 0.00 1.00

100.00% 0.00% 50.00%

1.00 0.00 1.00

0 1 1.00

0.00 1.00 1.00

(1.00) 1.00 0.00

-100.00% n/a 0.00%

(1.00) 1.00 0.00

-100.00% n/a 0.00%

36.63

37.63

1.00

2.70%

1.00

2.73%

90.63

91.63

1.00

1.10%

1.00

1.10%

1 1 0 2

1.00 1.00 0.00 2.00

1 1 1 3

1.00 1.00 1.00 3.00

0.00 0.00 1.00 1.00

0.00% 0.00% n/a 50.00%

0.00 0.00 1.00 1.00

0.00% 0.00% n/a 50.00%

1 1 4 12 84 9 1 1 1 114

1.00 1.00 4.00 12.00 84.00 9.00 1.00 1.00 1.00 114.00

1 1 5 12 83 9 0 1 1 113

1.00 1.00 5.00 12.00 83 9.00 0.00 1.00 1.00 113.00

0.00 0.00 1.00 0.00 (1.00) 0.00 (1.00) 0.00 0.00 (1.00)

0.00% 0.00% 25.00% 0.00% -1.19% 0.00% -100.00% 0.00% 0.00% -0.88%

0.00 0.00 1.00 0.00 (1.00) 0.00 (1.00) 0.00 0.00 (1.00)

0.00% 0.00% 25.00% 0.00% -1.19% 0.00% -100.00% 0.00% 0.00% -0.88%

0.00 0.00

n/a 0.00%

0.00 0.00

n/a 0.00%

1.00 9.00 10.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

123.00

(1.00)

-0.81%

(1.00)

-0.81%

*Non-Bargaining.

**Transferred from Division 4110 Operations Support Patrol Unit—4201 Full Time Deputy Police Chief Law Enforcement Captain Law Enforcement Lieutenant* Law Enforcement Sergeant Law Enforcement Officer** Traffic Accident Investigator Investigator*** Executive Assistant Senior Office Assistant Total Patrol Unit *Adds to Staff FY2018 **Transferred from Div 4201 to 4207 ***Transferred position to Div 4302

Traffic Unit—4202 Full Time Law Enforcement Sergeant Motorcycle Officer Total Traffic Unit Sub-Total Operations-Support

City of Coral Springs, Florida

263

Detail of Positions by Department and Division (continued) Police (continued) Detail of Positions Special Operations K-9 Unit—4203 Full Time Law Enforcement Sergeant Law Enforcement Officer Total K-9 Unit

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

Position Change # %

FTE Change #

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

1 1 8 10

1.00 1.00 8.00 10.00

1 1 8 10

1.00 1.00 8.00 10.00

1 1 8 10

1.00 1.00 8.00 10.00

1 2 12 15

1.00 2.00 12.00 15.00

0.00 1.00 4.00 5.00

0.00% 100.00% 50.00% 50.00%

0.00 1.00 4.00 5.00

0.00% 100.00% 50.00% 50.00%

Humane Unit—4205 Full Time Humane Officer Total Humane Unit

3 3

3.00 3.00

3 3

3.00 3.00

3 3

3.00 3.00

3 3

3.00 3.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Bicycle Unit—4209 Full Time Law Enforcement Sergeant Law Enforcement Officer Total Bicycle Unit

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Street Intelligence Unit—4211 Full Time Law Enforcement Officer Total Street Intelligence Unit

4 4

4.00 4.00

4 4

4.00 4.00

4 4

4.00 4.00

4 4

4.00 4.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Burglary Enforcement and Reduction (BEAR) Unit4212 Full Time Law Enforcement Sergeant Law Enforcement Officer Total BEAR Unit

1 6 7

1.00 6.00 7.00

1 6 7

1.00 6.00 7.00

1 6 7

1.00 6.00 7.00

1 6 7

1.00 6.00 7.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

36.00

41.00

5.00

13.89%

5.00

13.89%

1 1 11 2 1 0 1 2 0 19

1.00 1.00 11.00 2.00 1.00 0.00 1.00 2.00 0.00 19.00

1 1 11 2 1 0 1 2

1.00 1.00 11.00 2.00 1.00 0.00 1.00 2.00

1 2 12 1 1 1 1 2

1.00 2.00 12.00 1.00 1.00 1.00 1.00 2.00

1 2 12 1 1 1 1 2

1.00 2.00 12.00 1.00 1.00 1.00 1.00 2.00

19.00

21.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% n/a 0.00%

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% n/a 0.00%

2 10 2 2 16

2.00 10.00 2.00 2.00 16.00

2 11 2 2 17

2.00 11.00 2.00 2.00 17.00

2 10 2 2 16

2.00 10.00 2.00 2.00 16.00

2 11 2 2 17

2.00 11.00 2.00 2.00 17.00

0.00 1.00 0.00 0.00 1.00

0.00% 10.00% 0.00% 0.00% 6.25%

0.00 1.00 0.00 0.00 1.00

0.00% 10.00% 0.00% 0.00% 6.25%

1 1 0 6 3 0 0 11

1.00 1.00 0.00 6.00 3.00 0.00 0.00 11.00

1 1 1 6 3 0 0 12

1.00 1.00 1.00 6.00 3.00 0.00 0.00 12.00

1 1 1 6 3 0 0 12

1.00 1.00 1.00 6.00 3.00 0.00 0.00 12.00

1 1 1 6 3 0 0 12

1.00 1.00 1.00 6.00 3.00 0.00 0.00 12.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% n/a n/a 0.00%

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% n/a n/a 0.00%

Strategic Enforcement Team—4204 Full Time Law Enforcement Captain Law Enforcement Sergeant* Law Enforcement Officer* Total Strategic Enforcement Team *Adds to Staff FY2018

Sub Total Special Operations Operations- Criminal Investigations General Investigations- 4301 Full Time Law Enforcement Captain Law Enforcement Sergeant Investigator Criminal Investigations Specialist Crime Analyst Senior Crimes Analyst* Senior Office Assistant Principal Office Assistant Executive Assistant Total General Investigations * Reclassified from Criminal Investigations Specialist Special Investigations—4302 Full Time Law Enforcement Sergeant Investigator* Victim/Family Advocate Principal Office Assistant Total Special Investigations *Transferred position from Div 4201 Crime Scene Investigations - 4305 Full Time Unit Supervisor Latent Fingerprints Examiner Crime Lab Technician Crime Scene Technician Evidence Specialist Property Room Technician Principal Office Assistant Total Crime Scene Investigations

Sub-Total Operations-Investigations

46.00

48.00

49.00

50.00

1.00

2.04%

1.00

2.04%

Total Operations

205

205.00

207

207.00

209

209.00

214

214.00

5.00

2.39%

5.00

2.39%

Grand Total Police

300

299.63

301

7.00

2.32%

7.00

2.32%

264

300.63

302

301.63

Fiscal Year 2018 Annual Budget

309

308.63

Detail of Positions by Department and Division (continued) Fire/EMS Detail of Positions Administration—4601 Full Time Fire Administration—4601 Full Time Fire Chief* Deputy Fire Chief* Emergency Management & Planning Chief** Division Fire Chief Fire Equipment Technician* Excecutive Office Assistant* Senior Office Assistant Data Analyst* Total Administration *Positions split 50/50 with Fire-4601 and EMS-4702 Communication Services—4602 Full Time Telecommunicator* Emergency Call Taker** Total Communication Services *Positions split 23/77 with Fire-4602 and EMS-4703 **Positions split 23/77 with Fire-4602 and EMS-4703 Suppression—4801 Full Time Assistant Fire Chief* Battalion Chief* Captain (Fire)* Rescue Lieutenant* Driver Engineer/Paramedic*/**** Driver Engineer/EMT*/**** Firefighter/Paramedic*/*** Division Chief Fire Training Center** Communty Paramedic Firefighter/EMT Total Suppression *Positions split 62/38 with Fire-4801 and EMS-4702 **Position split 50/50 Fire-4801 and Training-4805 ***Adds to Staff FY 2018 ****Reclass from Driver Engineering/EMT to Paramedic Training- 4805 Full Time Division Chief Training Center Chief Training Officer* Accreditation & Compliance Administrator Senior Office Assistant Total Fire Training *Transfer to Division 4801 Inspection-4901 Full Time Fire Marshal Fire Inspection Captain Fire Inspector II Fire Inspector I* Principal Office Assistant* Public Education Officer** Fire Inspection Lieutenant Senior Office Assistant Total Inspection *Adds to Staff FY2018 **Position split 62/38 with Inspection-4901 and EMS-4702 Total Fire

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

Position Change # %

FTE Change #

0.5 0.5 0.5 0 0.5 0 1 0.5 3.5

0.50 0.50 0.50 0.00 0.50 0.00 1.00 0.50 3.50

0.5 0.5 0 1 0.5 0.5 1 0.5 4.5

0.50 0.50 0.00 1.00 0.50 0.50 1.00 0.50 4.50

0.5 0.5 0 1 0.5 0.5 1 0.5 4.5

0.50 0.50 0.00 1.00 0.50 0.50 1.00 0.50 4.50

0.5 0.5 0 1 0.5 0.5 1 0.5 4.5

0.50 0.50 0.00 1.00 0.50 0.50 1.00 0.50 4.50

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% n/a 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% n/a 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0.69 1.15 1.84

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

1.74 1.86 18.6 18.6 15.5 3.1 31 0.5 0 0.62 91.52

1.74 1.86 18.60 18.60 15.50 3.10 31.00 0.50 0.00 0.62 91.52

1.86 1.86 18.6 18.6 16.12 2.48 31 0.5 0 0.62 91.64

1.86 1.86 18.60 18.60 16.12 2.48 31.00 0.50 0.00 0.62 91.64

1.86 1.86 18.6 18.6 16.74 1.86 31 0 0.62 0.62 91.76

1.86 1.86 18.60 18.60 16.74 1.86 31.00 0.00 0.62 0.62 91.76

1.86 1.86 18.6 18.6 17.36 1.24 32.86 0.62 0.62 0.62 94.24

1.86 1.86 18.60 18.60 17.36 1.24 32.86 0.62 0.62 0.62 94.24

0.00 0.00 0.00 0.00 0.62 (0.62) 1.86 0.62 0.00 0.00 2.48

0.00% 0.00% 0.00% 0.00% 3.70% -33.33% 6.00% n/a 0.00% 0.00% 2.70%

0.00 0.00 0.00 0.00 0.62 (0.62) 1.86 0.62 0.00 0.00 2.48

0.00% 0.00% 0.00% 0.00% 3.70% -33.33% 6.00% n/a 0.00% 0.00% 2.70%

0.5 1 0 1 2.50

0.50 1.00 0.00 1.00 2.50

0.5 1 1 1 3.50

0.50 1.00 1.00 1.00 3.50

1 0.62 1 1 3.62

1.00 0.62 1.00 1.00 3.62

1 0 1 1 3.00

1.00 0.00 1.00 1.00 3.00

0.00 (0.62) 0.00 0.00 (0.62)

0.00% -100.00% 0.00% 0.00% -17.13%

0.00 (0.62) 0.00 0.00 (0.62)

0.00% -100.00% 0.00% 0.00% -17.13%

1 1 7 0 0 0.62 0 1 10.62

1.00 1.00 7.00 0.00 0.00 0.62 0.00 1.00 10.62

1 1 6 0 0 0.62 0 1 9.62

1.00 1.00 6.00 0.00 0.00 0.62 0.00 1.00 9.62

1 1 5 0 0 0.62 1 1 9.62

1.00 1.00 5.00 0.00 0.00 0.62 1.00 1.00 9.62

1 1 5 1 1 0.62 1 1 11.62

1.00 1.00 5.00 1.00 1.00 0.62 1.00 1.00 11.62

0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 2.00

0.00% 0.00% 0.00% n/a n/a 0.00% 0.00% 0.00% 20.79%

0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 2.00

0.00% 0.00% 0.00% n/a n/a 0.00% 0.00% 0.00% 20.79%

115.20

4.10

3.69%

4.10

3.69%

109.98

111.10

111.34

City of Coral Springs, Florida

115.20

265

Detail of Positions by Department and Division (continued) Fire/EMS (continued) Detail of Positions

Emergency Medical Service—4702 Full Time Fire Chief* Deputy Fire Chief* Division Fire Chief* Assistant Fire Chief** Battalion Chief** Community Paramedic Chief Training Officer** Captain (Fire)** Rescue Lieutenant** Firefighter/EMT** Firefighter/Paramedic**/***** Driver Engineer/EMT**/**** Driver Engineer/Paramedic**/**** Fire Equipment Technician* Public Education Officer*** Data Analyst* Senior Office Assistant* Principal Office Assistant Executive Assistant* Total Emergency Medical Service *Position split 50/50 with EMS-4702 and Fire-4601 **Position split 38/62 with EMS-4702 and Fire-4801 ***Position split 38/62 with EMS-4702 and Inspection-4901 ****Reclass to Driver Engineer/Paramedic *****Adds to Staff FY2018

EMS Communication Services—4703 Full Time Telecommunicator* Emergency Call Taker* Total Communication Services *Positions split 23/77 with Fire-4602 and EMS-4703 EMS Training—4705 Full Time Assistant Chief Training Officer Total EMS Training Total EMS Grand Total Fire and EMS

266

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

Position Change # %

FTE Change #

0.5 0.5 0 1.26 1.14 0 0 11.4 11.4 0.38 19 1.9 9.5 0.5 0.38 0.5 1 1 0 60.86

0.50 0.50 0.00 1.26 1.14 0.00 0.00 11.40 11.40 0.38 19.00 1.90 9.50 0.50 0.38 0.50 1.00 1.00 0.00 60.86

0.5 0.5 1 1.14 1.14 0 0 11.4 11.4 0.38 19 1.52 9.88 0.5 0.38 0.5 1 0 0.5 60.74

0.50 0.50 1.00 1.14 1.14 0.00 0.00 11.40 11.40 0.38 19.00 1.52 9.88 0.50 0.38 0.50 1.00 0.00 0.50 60.74

0.5 0.5 1 1.14 1.14 0.38 0.38 11.4 11.4 0.38 19 1.14 10.26 0.5 0.38 0.5 1 0 0.5 61.50

0.50 0.50 1.00 1.14 1.14 0.38 0.38 11.40 11.40 0.38 19.00 1.14 10.26 0.50 0.38 0.50 1.00 0.00 0.50 61.50

0.5 0.5 1 1.14 1.14 0.38 0.38 11.4 11.4 0.38 20.14 0.76 10.64 0.5 0.38 0.5 1 0 0.5 62.64

0.50 0.50 1.00 1.14 1.14 0.38 0.38 11.40 11.40 0.38 20.14 0.76 10.64 0.50 0.38 0.50 1.00 0.00 0.50 62.64

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.14 (0.38) 0.38 0.00 0.00 0.00 0.00 0.00 0.00 1.14

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 6.00% -33.33% 3.70% 0.00% 0.00% 0.00% 0.00% n/a 0.00% 1.85%

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.14 (0.38) 0.38 0.00 0.00 0.00 0.00 0.00 0.00 1.14

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 6.00% -33.33% 3.70% 0.00% 0.00% 0.00% 0.00% n/a 0.00% 1.85%

2.31 3.85 6.16

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

1 1.00

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

68.02

67.90

68.66

69.80

1.14

1.66%

1.14

1.66%

178.00

179.00

180.00

185.00

5.00

2.78%

5.00

2.78%

Fiscal Year 2018 Annual Budget

Detail of Positions by Department and Division (continued) Public Works Detail of Positions

FY 2015 Authorized Position FTEs

Administrative Services—5501 Full Time Director of Public Works**** 0.5 Civil Engineer 0.5 Const./ Cap Improv. Program Manager* 0 PW Analyst*** 0.5 Senior Office Assistant 1 Horticultural Contract Coordinator** 0 Office Assistant** 0 Total Administrative Services 2.5 *Transfer from Div 5501/ Title change from Construction Project Manager **Adds to Staff FY2018 ***Position split 50/50 with Solid Waste Fund-5502 ****Split 50/50 between Admin-5501 and Utilities-6001

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

0.50 0.50 0.00 0.50 1.00 0.00 0.00 2.50

0.5 0 0 0.5 1 0 0 2

0.50 0.00 0.00 0.50 1.00 0.00 0.00 2.00

0.5 0 0 0.5 1 0 0 2

0.50 0.00 0.00 0.50 1.00 0.00 0.00 2.00

0.5 0 1 0.5 1 1 1 5

0.50 0.00 1.00 0.50 1.00 1.00 1.00 5

1 1 2 0 1 3 7 1 5 0 21

1.00 1.00 2.00 0.00 1.00 3.00 7.00 1.00 5.00 0.00 21.00

0.75 1 2 0 1 3 7 1 5 0 20.75

0.75 1.00 2.00 0.00 1.00 3.00 7.00 1.00 5.00 0.00 20.75

0.75 1 2 1 1 4 6 1 5 0 21.75

0.75 1.00 2.00 1.00 1.00 4.00 6.00 1.00 5.00 0.00 21.75

0.75 1 2 1 1 4 5 1 6 1 22.75

0.75 1.00 2.00 1.00 1.00 4.00 5.00 1.00 6.00 1.00 22.75

Facilities Management—5801 Full Time Facilities Superintendent Facilities Technician** Electrician A/C Technician Carpenter Lead Custodian Custodian* PW Analyst Sub-Total Facilities Management *Add to Staff FY2018 *Reclassified from Streets Division

1 1 1 0 1 0 0 0.5 4.5

1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.50 4.50

1 1 1 1 1 0 0 0 5

1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 5.00

1 1 1 1 0 1 0 0 5

1.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 5.00

1 2 1 1 0 1 1 0 7

Total Public Works

28.00

27.75

28.75

34.75

Streets—5601 Full Time PW Project Technician* Streets Superintendent Lead Worker Lead Neighborhood Service Worker Senior Office Assistant Equipment Operator II Streets Technician** Office Assistant Neighborhood Service Worker*** Maintenance Worker**** Total Streets *Position split 75/25 with Solid Waste Fund-5502 **Transfer to Div. 5801 as Facilities Technician ***Ads to Staff FY2018 ****Transfer from Parks Div. 8118

Position Change # %

0.00 0.00 1.00 0.00 0.00 1.00 1.00 3.00

0.00% n/a n/a 0.00% 0.00% n/a n/a 150.00%

FTE Change #

0.00 0.00 1.00 0.00 0.00 1.00 1.00 3.00

0.00% n/a n/a 0.00% 0.00% n/a n/a 150.00%

0.00 0.00 0.00 0.00 0.00 0.00 (1.00) 0.00 1.00 1.00 1.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -16.67% 0.00% 20.00% n/a 4.60%

0.00 0.00 0.00 0.00 0.00 0.00 (1.00) 0.00 1.00 1.00 1.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -16.67% 0.00% 20.00% n/a 4.60%

1.00 2.00 1.00 1.00 0.00 1.00 1.00 0.00 7.00

0.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 2.00

0.00% 100.00% 0.00% 0.00% n/a 0.00% n/a n/a 40.00%

0.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 2.00

0.00% 100.00% 0.00% 0.00% n/a 0.00% n/a n/a 40.00%

34.75

6.00

20.87%

6.00

20.87%

Equipment Services Detail of Positions Equipment Maintenance—5701 Full Time Fleet Superintendent Lead Mechanic Generator Technician Mechanic/Fire-EVT Fleet Analyst Service Writer Mechanic Senior Office Assistant Total Equipment Services

FY 2015 Authorized Position FTEs

1 1 1 1 0 10 1 15

FY 2016 Authorized Position FTEs

1.00 1.00 1.00 1.00 0.00 10.00 1.00 15.00

1 1 1 2 0 9 1 15

1.00 1.00 1.00 2.00 0.00 9.00 1.00 15.00

FY 2017 Authorized Position FTEs

1 1 1 2 1 8 1 15

1.00 1.00 1.00 1.00 1.00 9.00 1.00 15.00

FY 2018 Authorized Position FTEs

1 1 1 2 1 8 1 15

1.00 1.00 1.00 1.00 1.00 9.00 1.00 15.00

Position Change # %

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

FTE Change #

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

Solid Waste Detail of Positions Solid Waste (Fund 410)— 5502 Full Time Public Works Analyst* PW Project Technician** Neighborhood Service Worker*** Total Equipment Services *Position split 50/50 with Public Works Admin Div. 5501 **Position split 75/25 with Public Works Streets Div. 5601 ***Adds to Staff FY 2018

FY 2015 Authorized Position FTEs

0 0 0 0

0.00 0.00 0.00 0.00

FY 2016 Authorized Position FTEs

0.5 0.25 0 0.75

0.50 0.25 0.00 0.75

FY 2017 Authorized Position FTEs

0.5 0.25 0 0.75

0.50 0.25 0.00 0.75

City of Coral Springs, Florida

FY 2018 Authorized Position FTEs

0.5 0.25 2 2.75

0.50 0.25 2.00 2.75

Position Change # %

0.00 0.00 2.00 2.00

0.00% 0.00% n/a 266.67%

FTE Change #

0.00 0.00 2.00 2.00

0.00% 0.00% n/a 266.67%

267

Detail of Positions by Department and Division (continued) Utilities Detail of Positions

FY 2015 Authorized Position FTEs

Administration—6001 Full Time Deputy City Manager* 0.5 Director of Financial Services** 0.25 Director of Public Works*** 0.5 0.5 Civil Engineer**** City Engineer**** 0 Utilities Operations Manager 1 Assist. Dir. Public Works******** 0 Asset Management System Technician 0 Applications Analyst***** 0.5 Senior Office Assistant 1 Project Support Specialist 0 SR. CADD Tech/GIS Technician 0.25 IT Support Specialist***** 0 Assistant City Attorney****** 0.25 City Controller******* 0.5 Principal Office Assistant********* 0 Office Assistant********* 1 Sub-Total Administration 6.25 *Position split 50/50 with City Manager's Office-0501 **Position split .25 Utilities-Admin-6001; .75 Financial Svc.-1501 ***Position no longer split PW Admin-5501. Charged fully to Utilities Admin-6001 ****Position Reclass from Civil Engineer to City Engineer *****Position split .25 Utilities-Admin-6001; .75 IT-2001 ******Position split .25 Utilities-Admin-6001; .75 City Attorney-2502 *******Position split 50/50 with Financial Services-1501 ********Position Reclass from Utilities Operations Manager to Assistant Director *********Position Reclass from Office Assistant to Principal Office Assistant

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

Position Change # %

FTE Change #

0.50 0.25 0.50 0.50 0.00 1.00 0.00 0.00 0.50 1.00 0.00 0.25 0.00 0.25 0.50 0.00 1.00 6.25

0.5 0.25 0.5 1 0 1 0 1 0.25 1 0 0 0.25 0.25 0.5 0 1 7.5

0.50 0.25 0.50 1.00 0.00 1.00 0.00 1.00 0.25 1.00 0.00 0.00 0.25 0.25 0.50 0.00 1.00 7.50

0.5 0.25 0.5 1 0 1 0 1 0.25 0 1 0 0.25 0.25 0.5 0 1 7.5

0.50 0.25 0.50 1.00 0.00 1.00 0.00 1.00 0.25 0.00 1.00 0.00 0.25 0.25 0.50 0.00 1.00 7.50

0.5 0.25 0.5 0 1 0 1 1 0.25 0 1 0 0.25 0.25 0.5 1 0 7.5

0.50 0.25 0.50 0.00 1.00 0.00 1.00 1.00 0.25 0.00 1.00 0.00 0.25 0.25 0.50 1.00 0.00 7.50

0.00 0.00 0.00 (1.00) 1.00 (1.00) 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 (1.00) 0.00

0.00% 0.00% 0.00% -100.00% n/a -100.00% n/a 0.00% 0.00% n/a 0.00% n/a 0.00% 0.00% 0.00% n/a -100.00% 0.00%

0.00 0.00 0.00 (1.00) 1.00 (1.00) 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 (1.00) 0.00

0.00% 0.00% 0.00% -100.00% n/a -100.00% n/a 0.00% 0.00% n/a 0.00% n/a 0.00% 0.00% 0.00% n/a -100.00% 0.00%

0 1 1 0 0 2 1 4 0 0 10

0.00 1.00 1.00 0.00 0.00 2.00 1.00 4.00 0.00 0.00 10.00

0 1 1 0 1 2 1 3 0 1 10

0.00 1.00 1.00 0.00 1.00 2.00 1.00 3.00 0.00 1.00 10.00

0 1 1 0 1 3 1 2 1 0 10

0.00 1.00 1.00 0.00 1.00 3.00 1.00 2.00 1.00 0.00 10.00

1 1 0 1 1 2 1 2 1 0 10

1.00 1.00 0.00 1.00 1.00 2.00 1.00 2.00 1.00 0.00 10.00

1.00 0.00 (1.00) 1.00 0.00 (1.00) 0.00 0.00 0.00 0.00 0.00

n/a 0.00% -100.00% n/a 0.00% -33.33% 0.00% 0.00% 0.00% n/a 0.00%

1.00 0.00 (1.00) 1.00 0.00 (1.00) 0.00 0.00 0.00 0.00 0.00

n/a 0.00% -100.00% n/a 0.00% -33.33% 0.00% 0.00% 0.00% n/a 0.00%

Water Treatment—6003 Full Time Water Plant Superintendent** 0 Chief Water Plant Operator** 1 1 Utilities Maintenance Supervisor Utilities Maintenance Specialist 0 Senior Utilities Mechanic* 0 Utilities Mechanic* 2 Senior Water Plant Operator 6 Water Plant Operator 4 Utilities Service Technician 1 Total Water Treatment 15 *Reclass from Utilities Mechanic to Senior Utilities Mechanic **Reclass from Chief Water Plant Operator to Water Plant Superintendent

0.00 1.00 1.00 0.00 0.00 2.00 6.00 4.00 1.00 15.00

0 1 1 0 0 2 7 3 1 15

0.00 1.00 1.00 0.00 0.00 2.00 7.00 3.00 1.00 15.00

0 1 0 1 0 2 9 1 1 15

0.00 1.00 0.00 1.00 0.00 2.00 9.00 1.00 1.00 15.00

1 0 0 1 1 1 9 1 1 15

1.00 0.00 0.00 1.00 1.00 1.00 9.00 1.00 1.00 15.00

0.00 (1.00) 0.00 0.00 1.00 (1.00) 0.00 0.00 0.00 0.00

n/a -100.00% n/a 0.00% n/a -50.00% 0.00% 0.00% 0.00% 0.00%

0.00 (1.00) 0.00 0.00 1.00 (1.00) 0.00 0.00 0.00 0.00

n/a -100.00% n/a 0.00% n/a -50.00% 0.00% 0.00% 0.00% 0.00%

1 1 0 2 1 1 1 0 1 1 9

1.00 1.00 0.00 2.00 1.00 1.00 1.00 0.00 1.00 1.00 9.00

1 0 1 2 1 0 0 1 1 1 8

1.00 0.00 1.00 2.00 1.00 0.00 0.00 1.00 1.00 1.00 8.00

1 0 1 2 1 0 0 1 1 1 8

1.00 0.00 1.00 2.00 1.00 0.00 0.00 1.00 1.00 1.00 8.00

1 0 1 2 1 0 0 1 1 1 8

1.00 0.00 1.00 2.00 1.00 0.00 0.00 1.00 1.00 1.00 8.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% n/a 0.00% 0.00% 0.00% n/a n/a 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% n/a 0.00% 0.00% 0.00% n/a n/a 0.00% 0.00% 0.00% 0.00%

Total Utilities

40.25

40.50

0.00

0.00%

0.00

0.00%

Grand Total Public Works, Equipment and Utilities

83.25

93.00

Water Distribution—6002 Full Time Utilities Superintendent*** Water Conservation Coordinator Field Operations Supervisor Engineering Inspector* PW Lead Worker Utilities Service Technician** Utilities Locator Technician**/*** Utilities Service Worker Utilities Mechanic Utilities Electrician Total Water Distribution *Reclass from Field Operations Sup to Engineering Inspector **Reclass from Utilities Service Technician to Locator Technician ***Reclass from Utilities Locator Technician to Superintendent

Wastewater Collection— 6005 Full Time Utilities Coordinator Utilities Instrumentation Senior Utilities Instrumentation Technician Equipment Operator II Video Inspection Technician Asset Management System Technician Lift Station Mechanic Utilities Mechanic Utilities Electrician Utilities Service Technician Total Wastewater Collection

268

40.50 84.00

40.50 85.00

Fiscal Year 2018 Annual Budget

0.09

Detail of Positions by Department and Division (continued) Parks and Recreation Detail of Positions Parks— 8100 Cypress Park—8101 Full Time Parks Superintendent* Parks Administrator Parks and Recreation Coordinator Parks Technician Parks Lead Worker Maintenance Worker* Sub-Total Cypress Park *Transfer from Division 8116

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

Position Change # %

FTE Change #

1 0 1 2 1 6 11

1.00 0.00 1.00 2.00 1.00 6.00 11.00

1 0 1 2 1 6 11

1.00 0.00 1.00 2.00 1.00 6.00 11.00

0 1 1 2 1 6 11

0.00 1.00 1.00 2.00 1.00 6.00 11.00

0 1 1 2 1 7 12

0.00 1.00 1.00 2.00 1.00 7.00 12.00

0.00 0.00 0.00 0.00 0.00 1.00 1.00

n/a 0.00% 0.00% 0.00% 0.00% 16.67% 9.09%

0.00 0.00 0.00 0.00 0.00 1.00 1.00

n/a 0.00% 0.00% 0.00% 0.00% 16.67% 9.09%

1 1 2 1 6 11

1.00 1.00 2.00 1.00 6.00 11.00

1 1 2 1 6 11

1.00 1.00 2.00 1.00 6.00 11.00

1 1 2 1 6 11

1.00 1.00 2.00 1.00 6.00 11.00

1 1 2 1 7 12

1.00 1.00 2.00 1.00 7.00 12.00

0.00 0.00 0.00 0.00 1.00 1.00

0.00% 0.00% 0.00% 0.00% 16.67% 9.09%

0.00 0.00 0.00 0.00 1.00 1.00

0.00% 0.00% 0.00% 0.00% 16.67% 9.09%

1 0 2 1 5 9

1.00 0.00 2.00 1.00 5.00 9.00

1 0 2 1 5 9

1.00 0.00 2.00 1.00 5.00 9.00

1 0 2 1 5 9

1.00 0.00 2.00 1.00 5.00 9.00

1 1 1 1 7 11

1.00 1.00 1.00 1.00 7.00 11.00

0.00 1.00 (1.00) 0.00 2.00 2.00

0.00% n/a -50.00% 0.00% 40.00% 22.22%

0.00 1.00 (1.00) 0.00 2.00 2.00

0.00% n/a -50.00% 0.00% 40.00% 22.22%

1 0 3 1 1 10 16

1.00 0.00 3.00 1.00 1.00 10.00 16.00

1 0 2 1 1 10 15

1.00 0.00 2.00 1.00 1.00 10.00 15.00

1 0 2 1 1 10 15

1.00 0.00 2.00 1.00 1.00 10.00 15.00

2 1 2 1 1 11 18

2.00 1.00 2.00 1.00 1.00 11.00 18.00

1.00 1.00 0.00 0.00 0.00 1.00 3.00

100.00% n/a 0.00% 0.00% 0.00% 10.00% 20.00%

1.00 1.00 0.00 0.00 0.00 1.00 3.00

100.00% n/a 0.00% 0.00% 0.00% 10.00% 20.00%

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

2 1 3 9 15

2.00 1.00 3.00 9.00 15.00

2 1 3 9 15

2.00 1.00 3.00 9.00 15.00

2 1 3 10 16

2.00 1.00 3.00 10.00 16

1.00 1.00 2.00 2.00 6

1.00 1.00 2.00 2.00 6.00

(1.00) 0.00 (1.00) (8.00) (10.00)

-50.00% 0.00% -33.33% -80.00% -62.50%

(1.00) 0.00 (1.00) (8.00) (10.00)

-50.00% 0.00% -33.33% -80.00% -62.50%

Irrigation—8119 Full Time Parks Services Coordinator Parks Technician* Maintenance Worker Sub-Total Irrigation

1 2 5 8

1.00 2.00 5.00 8.00

1 1 6 8

1.00 1.00 6.00 8.00

1 1 6 8

1.00 1.00 6.00 8.00

1 1 6 8.00

1.00 1.00 6.00 8.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Environmentally Sensitive Land—8121 Full Time Parks and Recreation Coordinator Parks Technician* Sub-Total ESL

1 0 1

1.00 0.00 1.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

72.00

73.00

70.00

(3.00)

-4.11%

(3.00)

-4.11%

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Mullins Park—8102 Full Time Director of Parks and Recreation Parks and Recreation Coordinator Parks Technician Parks Lead Worker Maintenance Worker* Sub-Total Mullins Park *Transfer from Division 8118 North Community Park—8103 Full Time Parks and Recreation Coordinator Park Services Coordinator** Parks Technician** Parks Lead Worker Maintenance Worker* Sub-Total North Community Park *Transfer from Division 8118 **Reclass fro Parks Tecnician to Park Services Coordinator Neighborhood Parks—8116 Full Time Parks and Recreation Coordinator*** Parks Services Coordinator** Parks Technician Parks Lead Worker Senior Office Assistant Maintenance Worker* Sub-Total Neighborhood Parks *Transfer from Division 8118 **Transfer from Division 8118 ***Transfer from Divisin 7812 Beautification—8117 Full Time Parks Adminstrator Sub-Total Beautification Landscape—8118 Full Time Parks Services Coordinator* Parks Technician Parks Lead Worker*** Maintenance Worker** Sub-Total Landscape *Transferred to Div 8116 **Transferred to Divisions 5601/8100/8102/8103/8116/7812 *Transferred to Div 8409

Total Parks Recreation—8200 Activity Center—8204 Full Time Parks and Recreation Coordinator Sub-Total Activity Center

City of Coral Springs, Florida

269

Detail of Positions by Department and Division (continued) Parks and Recreation (continued) Detail of Positions

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

Position Change # %

FTE Change #

Recreation Services—8205 Full Time Parks and Recreation Coordinator Principle Office Assistant Sub-Total Recreation Services

4 1 5

4.00 1.00 5.00

4 1 5

4.00 1.00 5.00

4 1 5

4.00 1.00 5

4 1 5

4.00 1.00 5.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Summer Recreation—8208 Full Time Recreation Superintendent Sub-Total Summer Recreation

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Transportation—8209 Full Time Bus Driver Sub-Total Transportation

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

8.00

0.00

0.00%

0.00

0.00%

Total Recreation

8.00

1 1 8

Sportsplex/Tennis Detail of Positions Sportsplex—7810 Full Time Assistant Director of Parks and Recreation Sub-Total Sportsplex

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

1 1

1.00 1.00

1 1

Athletics—7812 Full Time Parks and Recreation Coordinator* Parks Lead Worker Parks Technician Maintenance Worker** Sub-Total Athletics *Transferred to Division 8116 **Transferred from Division 8118

1 1 1 2 5

1.00 1.00 1.00 2.00 5.00

1 1 1 2 5

1.00 1.00

1.00 1.00 1.00 2.00 5.00

FY 2017 Authorized Position FTEs

1 1

1 1 1 2 5

1.00 1.00

1.00 1.00 1.00 2.00 5.00

FY 2018 Authorized Position FTEs

Position Change # %

FTE Change #

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

0 1 1 4 6.00

0.00 1.00 1.00 4.00 6.00

(1.00) 0.00 0.00 2.00 1.00

-100.00% 0.00% 0.00% 100.00% 20.00%

(1.00) 0.00 0.00 2.00 1.00

-100.00% 0.00% 0.00% 100.00% 20.00%

Total Sportsplex/Athletics

6.00

7.00

1.00

16.67%

1.00

16.67%

Tennis—8400 Cypress Tennis—8401 Full Time Executive Assistant Sub-Total Cypress Tennis

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Tennis Center—8409 Full Time Parks and Recreation Coordinator Parks Lead Worker Sub-Total Tennis Center

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 2 3

1.00 2.00 3.00

0.00 1.00 1.00

0.00% 100.00% 50.00%

0.00 1.00 1.00

0.00% 100.00% 50.00%

Total Tennis Services

3.00

4.00

1.00

33.33%

1.00

33.33%

Total Sportsplex and Tennis

9.00

11.00

2.00

22.22%

2.00

22.22%

Detail of Positions

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

Position Change # %

FTE Change #

Aquatics—8300 Cypress Pool—8301 Full Time Parks and Recreation Coordinator Parks Administrator* Parks and Recreation Associate Total Cypress Pool

1 0 2 3

1.00 0.00 2.00 3.00

1 0 2 3

1.00 0.00 2.00 3.00

0 1 2 3

0.00 1.00 2.00 3.00

0 1.00 2.00 3

0.00 1.00 2.00 3.00

0.00 0.00 0.00 0.00

n/a 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

n/a 0.00% 0.00% 0.00%

Mullins Pool—8302 Full Time Parks and Recreation Associate Total Mullins Pool

2 2

2.00 2.00

2 2

2.00 2.00

2 2

2.00 2.00

2 2

2.00 2.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

0 1 1 5 2 1 11

0.00 1.00 1.00 5.00 2.00 1.00 11.00

0 1 1 5 2 1 11

0.00 1.00 1.00 5.00 2.00 1.00 11.00

1 1 1 5 2 1 11

1.00 1.00 1.00 5.00 2.00 1.00 11.00

1 1 1 5 2 1 11

1.00 1.00 1.00 5.00 2.00 1.00 11.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

16.00 106.00

16 105.00

16.00 105.00

0.00 0.00% (1.00) -0.94% 0.00 n/a

858.00 0.63 858.63

22.00 0.00 22.00

Aquatic Complex—8303 Full Time Team Swimwear District Supervisor Parks and Recreation Coordinator Parks and Recreation Technician Parks and Recreation Associate Principal Office Assistant Maintenance Worker Total Aquatic Complex * Reclassified to Team Swimwear District Supervisor Total Aquatics Grand Total Parks and Recreation Sub-Total Full-Time Staff Sub-Total Part-Time Staff Total Staff (Including Parkland, FL)

270

16 105 827 1 828

16.00 105.00 827.00 0.63 827.63

16 105.00 830 1 831

16.00 105.00 830.00 0.63 830.63

16 106.00 836 1 837

836.00 0.63 836.63

Fiscal Year 2018 Annual Budget

858 1 859

2.63% 0.00% 2.63%

Community Redevelopment Agency (CRA) In the past two years, the Coral Springs Community Redevelopment Agency (CRA) made significant progress in many of the downtown redevelopment projects. In October 2015, the construction of the Downtown ArtWalk located on NW 31st Court was completed. The ArtWalk provides the community with a connection from the new Municipal Complex in the designated downtown to the very vibrant commercial property two blocks south - “The Walk”, and provides an artistic park and entertainment space for the Downtown. In addition, the ArtWalk ties into the recently completed Downtown Pathways project providing pedestrian andbicycling connections from the downtown area to Broward Health Coral Springs, The Center for the Arts, and various civic and cultural organizations. Construction of the Municipal Complex and the 607 space-parking garage started in FY 2017 and is estimated to be completed in the first quarter of 2018. The placement of the Municipal Complex in the Southwest Quadrant is expected to be a catalyst and to accelerate the much-needed private mixed-use residential and commercial development in our designated downtown area. The parking garage will accommodate parking requirements for the new Municipal Complex and for the future commercial development in the area. In conjunction with the development of the Municipal Complex, the City will construct a right-turn lane at NW 94th Avenue and Sample Road, which will improve and enhance the transportation requirements of the new downtown area. The focus of the FY 2018 Business Plan is to complete many of the projects that the CRA initiated in FY 2017. • The CRA played a major role in drafting and promoting the Downtown Mixed-Use Redevelopment RFP, which includes the Former City Hall, Municipal Complex Commercial and Grand Lawn Parcels (developer selection is expected for FY 2018). • The City and the CRA worked diligently over the past year to revise the downtown zoning regulations and to communicate the proposed changes to the property and business owners (rezoning adoption is expected for November 2017). • The CRA was instrumental in working with the businesses to mitigate the inconvenience caused by the Sample Road Water and Sewer Line Replacement Project Phase I (construction of Phase I is nearing completion and preparation for Phase II will begin at the end of FY 2018). • The CRA selected an artist to build the Downtown Mobile Interactive Icon to help market and brand the downtown (fabrication completion is expected for November 2017). • A tri-party agreement between the City, CRA, and Crowdly was approved for a unique Crowdfunding Event in Downtown Coral Springs (event is scheduled for April 27-28, 2018). In addition to continuing the projects highlighted above, the CRA is also going to work on some new projects and will continue working on the ongoing projects, such as the partnership with the Economic Development Office and the Chamber of Commerce, events and marketing initiatives to promote downtown, and the meetings with the newly formed Downtown Merchants Group.

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Community Redevelopment Agency (CRA) - (continued) Fiscal Year 2018 CRA Operating Budget Revenues: 1.0 Tax Increment Revenue 1.1 City of Coral Springs - tax increment based on recommended millage rate:

312,574.00

1.2 North Broward Hospital District - tax increment based on recommended millage rate:

66,435.00

1.3 Broward County tax increment - based on recommended millage rate:

80,854.00

1.4 Children Services Council of Broward County (CSCBC) - tax increment based on recommended millage rate:

25,982.00

1.5 Interest Earnings projection:

1,500.00

1.6 Prior Year Rev/Exp Adjustment:

1.7 Transfer from the CRA Trust Fund for RZEDB Contribution Payment: **

1.8 Transfer from the CRA Trust Fund for projects: 1.9 Sponsorships for Springboard Crowdfunding Event - Set Goal

45,000.00

80,000.00

612,345.00

Expenditures: 1.0 Administrative 1.1 - 1.2 Salaries: CRA Project Coordinator staff position - includes performance merit raise:

58,008.00

Part-Time Employee

19,000.00 23,850.00

1.3 Benefits - FICA, ICMA,Disability,Health,Life Insurance, Workers' Comp:

1.4 Benefits - car allowance:

2,000.00

1.5 CRA Legal Counsel - based on monthly retainer of $3,500 and annual reimbursable expenses at $3,000:

45,000.00 35,000.00

2.0 Professional Services 2.1 Architectural/Urban Planning (ex. Update to design guidelines) :

2.2 Engineering:

8,000.00

2.3 Appraisals:

8,000.00

2.4 CRA Financial Audit - per agreement:

13,800.00

2.5 Marketing & Promotion - initiatives to promote CRA projects & Downtown awareness:

11,506.00

(ex. Merchants Asso., Giveaways, event booth, Downtown Branding, Colleteral, Web, etc.) 2.6 Other Professional Services (ex. consultant for RFP, lighting study, wayfinding design):

40,000.00

2.7 Springboard Crowdfunding Event ($35,000 from CRA; $80,000 potential sponsorship contributions):

115,000.00

2.8 Economic Development initiatives - (Ex. CRA Matching Grant):

40,000.00

Expenditures (continued): 3.0 Operating Expenses 3.1 Advertisements - Board Vacancy, Calendar, Annual Report, Award Applications, Merchants ads, Misc.:

6,000.00

3.2 Meeting Expenses - CRA Board meetings, Merchants Meetings, Downtown Zoning District meetings, misc. meeting:

2,500.00

3.3 Office Supplies - various office supplies:

2,000.00

3.4 Postage - mailings:

250.00

Community Redevelopment Agency (proposed 11/21/2017,4:17 PM)

3.5 Printing & Publishing - stationary, letterheads, etc.:

400.00

3.6 Special Events - CRA-Downtown Community Events Promotional (Coral Springs Art Festival $2,500; Event to promote CRA $,4,500):

7,000.00

3.7 Membership(s) - (ex. FRA $495, IEDC $345, ULA $100, Chamber $265, ICSC $50, Association of Children Museum $290):

1,545.00

3.8 CRA Consultants-Lobbyist:

1,000.00

3.9 General Liability Insurance for CRA:

4,935.00

3.10.1 Property Maintenance - Events:

200.00

3.10.2 Property Maintenance - Water for events base+use:

500.00

3.11 DEO Special District Fee:

175.00

3.12 Communication Cost - cell phone allowance:

600.00

3.13 Payment to Children Services Council of Broward County (CSCBC) - as per ILA: 3.14 Travel, Meals, Lodging (Ex. FRA & ICSC Conferences; FRA Classes):

25,982.00

1,900.00

3.15 Registration/Educational (Ex. FRA & ICSC Conference; local conferences, summits, events):

2,580.00

65,000.00

5.2 RZEDB Debt Service Contribution - Build America Bonds:

50,000.00

5.3 Parking Garage Maintanance

20,614.00

4.0 Capital Outlay 4.1 Capital Outlay (ex. Interactive Icon $37,167 and wayfinding signage $7,833 + $20,000): **

$45,000 from balance of operations fund remaining at the end of FY 2017 5.0 Additional Expenses 5.1 Loan Interest Payment:

$ 612,345.00

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Fiscal Year 2018 Annual Budget

Abbreviations and Acronyms ACS A/P ARC ARRA AS/400

American Community Survey Accounts payable Architectural Review Committee American Recovery and Reinvestment Act The City’s mainframe/server*

ICMA IRD ISF ISP IT

International City/County Management Association Industrial Research Development Internal Service Fund* Internet service provider Information Technology

CADD CAFR CALEA

JAG KIO LAN

Justice Assistance Grant Key Intended Outcome* Local area network

CDBG CERT CIP C&M CMO CO CPI CRA CSHS CSMART CSUSA

Computer assisted design and drafting Comprehensive Annual Financial Report* Commission on Accreditation for Law Enforcement Agencies Community Development Block Grant* Community Emergency Response Team Capital Improvement Program* Communications and Marketing City Manager’s Office Certificate of Occupancy Consumer Price Index Community Redevelopment Agency Coral Springs High School Coral Springs Museum of Art Charter Schools USA

MBO MGD MLK M-STARS

Management and Budget Office Million gallons per day Martin Luther King Municipal Short-term Auction Rate Securities*

NEC OPEB

Neighborhood Stabilization Comittee Other Post Employment Benefits

DEP DOE DOR DOT

Florida Department of Environmental Protection U.S. Department of Energy Florida Department of Revenue U.S. Department of Transportation

EDF EMS ERP ESF ESL

Economic Development Foundation Emergency Medical Services Enterprise Resource Planning* Equipment Services Fund* Environmentally Sensitive Land

FDOT Florida Department of Transportation FEMA Federal Emergency Management Administration* FF&E Furniture, fixtures, and equipment FICA Federal Insurance Contributions Act FIFC Florida Intergovernmental Financing Commission* FPL Florida Power and Light F/T Full-time FTMS Financial Trend Monitoring System FTE Full-time equivalent* FY Fiscal Year* GAAP GASB GFOA GIS GMBA GO

Generally Accepted Accounting Principles Governmental Accounting Standards Board Government Finance Officers Association Geographic Information Systems Government Management Budgetary Association General Obligation

HR HTE HUD

Human Resources The City’s main data application vendor* U.S. Department of Housing and Urban Development

PD Police Department PFM Professional Facilities Management P/I Purchasing/Inventory PM Performance measure* SFWMD South Florida Water Management District SRF State Revolving Fund* (loan program) SRT Special Response Team SWOC Strengths-Weaknesses-Opportunities-Challenges SWOT Strengths-Weaknesses-Opportunities-Threats SYEP Summer Youth Employment Program TIF TQM TRIM

Tax Increment Financing* Total Quality Management Truth in Millage*

UASI WAN

Urban Area Security Initiative* Wide Area Network

*defined in the Glossary of Terms

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Glossary of Terms Accrual Basis of Accounting A method of accounting where revenues are recorded when service is given and expenses are recognized when the benefit is received.

Bonds A certificate of debt issued by an entity, guaranteeing payment of the original investment, plus interest, by a specified future date.

Actuarial A person or methodology that makes determinations of required contributions to achieve future funding levels that addresses risk and time.

Build-out That time in the life cycle of the city when no incorporated property remains undeveloped. All construction from this point forward is renovation, retrofitting or land cleared through the demolition of existing structures.

Ad ValoremTax A tax levied on the assessed value of real estate and personal property. This tax is also known as property tax. Adopted Budget The proposed budget as initially formally approved by the City Commission. Amended Budget The adopted budget as formally adjusted by the City Commission. Amortization The reduction of debt through regular payments of principal and interest sufficient to retire the debt instrument at a predetermined date known as maturity. Appropriation A specific amount of money authorized by the City Commission for the purchase of goods or services. AS400 Midrange server built by IBM and designed for small businesses and departments in large enterprises and now redesigned so that it will work well in distributed networks with Web applications. Assessed Property Value The value set upon real estate or other property by the County Property Appraiser and the State as a basis for levying ad valorem taxes. Balanced Budget A budget in which planned funds or revenues available are equal to planned expenditures. Basis Point Equal to 1/100 of one percent. If interest rates rise from 7.50 percent to 7.75 percent, the difference is referred to as an increase of 25 basis points. Benchmarking Determining the quality of products, services and practices by measuring critical factors (e.g., how fast, how reliable a product or service is) and comparing the results to those of highly regarded competitors. Bond Covenants A legally enforceable promise made to the bondholders from the issuer, generally in relation to the source of repayment funding. Bond Rating A measure of an organization’s credit-worthiness. The primary bond rating services—Moody’s, Fitch, and Standard & Poor’s—perform credit analyses to determine the probability of an issuer of debt defaulting partially or fully.

274

Business Plan A written document outlining how City resources will be applied to achieve the objectives determined by the Strategic Plan. Business SWAT Team A special team put together to deal with a specific issue using particular analysis tools over a short period of time. Capital Equipment Physical plant and equipment with an expected life of five years or more. Capital Expenditure The approved budget for improvements to or acquisition of infrastructure, park development, building, construction or expansion, utility systems, streets or other physical structure with an estimated cost of $5,000 or more. Capital Improvement Plan (CIP) A plan for capital expenditures to be incurred each year over a five-year period. Essentially, the plan allows for a systematic evaluation of all potential projects, specifies funding sources for all approved projects, and serves as an economic development tool. The CIP is linked to the City’s Business and Strategic Plans. Capital Lease An agreement conveying the right to use property, plant or equipment usually for a stated period of time where the lessee assumes all the risks and rewards of ownership. Capitalized Interest When interest cost is added to the cost of an asset and expensed over the useful life of the asset. Chargeback Term used to describe the method to reimburse the Equipment Services Fund for the usage of an asset over its expected useful life (also known as funded depreciation). Communications Services Tax Simplification Law A law created by Florida Legislature to combine communication services revenues with a two-tiered tax composed of State and local-option tax. Community Development Block Grant (CDBG) One of the longest-running programs of the U.S. Department of Housing and Urban Development that funds local community development activities such as affordable housing, anti-poverty programs, and infrastructure development.

Fiscal Year 2018 Annual Budget

Glossary of Terms (continued) Community Redevelopment Agency (CRA) A dependent special district covered by Chapter 189, Florida Statutes responsible for carrying out community redevelopment activities and projects in the community redevelopment area of the City of Coral Springs Comprehensive Annual Financial Report (CAFR) This official annual report presents the status of the City’s finances in a standardized format. The CAFR is organized by fund and contains two basic types of information: a balance sheet that compares assets with liabilities and fund balance; and an operating statement that compares revenues and expenditures. Contingency An appropriation of funds available to cover unforeseen events that occur during the fiscal year. These funds, if not used, lapse at year end. This is not the same as fund balance. Coral Springs Charter School Fund This fund accounts for the revenues and expenses incurred in the operation of the Coral Springs Charter School. Funds are received from the state and through grants to teach approximately 1,600 students in grades six through twelve. Core Service A principal service or product delivered by a program or department that is necessary to the successful operation of the city. Often, core services are part of the mission of the program or department. Cross-Functional Team A team of employees from more than one department convened to analyze problems and create strategies for process improvement that have Citywide impact. Debt Service The payment of principal and interest on borrowed funds such as bonds and loans. Debt Service Fund The debt service fund is used to account for the accumulation of resources for, and the payment of, general long-term debt principal, interest, and related costs. Defeasance A provision that voids a bond when the borrower puts cash in escrow via a refunding bond issuance sufficient to service the borrower’s debt. When a bond issue is defeased the borrower sets aside cash to pay off the bonds, therefore the outstanding debt and cash offset each other on the balance sheet and are removed from the financial statements. Deficit The excess of liabilities over assets—or expenditures over revenues—in a fund over an accounting period. Depreciation The decrease in value of physical assets due to use and the passage of time.

Designated Funds that have been identified for a specific purpose. This differs from reserved funds, in that there is no legal requirement for funds that have been designated. Distinguished Budget Presentation Program A voluntary program administered by the Government Finance Officers Association to encourage governments to publish efficiently organized and easily readable budget documents and to provide peer recognition and technical assistance to the fiscal officers preparing them. Encumbrances Obligations incurred in the form of orders, contracts and similar items that will become payable when goods are delivered or services rendered. Enterprise Fund A self supporting fund designed to account for activities supported by user charges: an example is the Water and Sewer Fund. Equipment Services Fund (ESF) An Internal Service Fund that accounts 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. Departments reimburse this fund for these costs through interfund transfers. Equity Financing A source of revenue that comes from surpluses that are generated in previous years. When the City Equity Finances some of its CIP it reduces the amount of debt that would have to be issued. Enterprise Resource Planning (ERP) ERP software integrates various functions into one complete system to streamline processes and information across the entire organization. The central feature of all ERP systems is a shared database that supports multiple functions used by different business units. Escrow Money or property held in the custody of a third party that is returned only after the fulfillment of specific conditions. Federal Emergency Management Administration (FEMA) Agency of the US government responsible for disaster mitigation, preparedness, response, and recovery planning. Fiduciary Funds Funds used to report assets held in a trustee or agency capacity for others and which therefore cannot be used to support the government’s own programs. The fiduciary fund category includes pension trsut funds, investment trust funds, private-purpose trust funds, and agency funds. Florida Intergovernmental Financing Commission (FIFC) Debt service activity related to a bond series of the Florida Intergovernmental Financing Commission.

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Glossary of Terms (continued) Financial Trend Monitoring System A management tool that pulls together information from a government’s budgetary and financial reports, combines it with economic and demographic data, and creates a series of 22 financial indicators that, when plotted over time, can be used to monitor changes in financial condition and alert the government to future problems. Fines And Forfeitures Consists of a variety of fees, fines and forfeitures collected by the State Court System, including bail forfeitures, garnishments, legal defenders recoupment and juror/witness fees. Fire Fund A special revenue fund that provides for the Fire Department, consisting of administration, prevention, suppression, inspection and communications. Fiscal Year (FY) Any period of 12 consecutive months designated as the budget year. The City’s budget year begins October 1st and ends September 30th. Fixed Asset Items owned by the City that cost a considerable amount and has a useful life exceeding two years—e.g., computers, furniture, equipment and vehicles. Fleet The vehicles owned and operated by the City. (See Rolling Stock) Forfeiture The automatic loss of property, including cash, as a penalty for breaking the law, or as compensation for losses resulting from illegal activities. Once property has been forfeited, the City may claim it, resulting in confiscation of the property.

General Fund A governmental fund established to account for resources and uses of general operating functions of City departments. Resources are, in the majority, provided by taxes. General Obligation Bonds Debt issued by municipalities that are backed by the full faith and credit of the issuer. Governmental Funds Funds generally used to account for tax-supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital projects funds, and permanent funds. Health and General Insurance Funds Internal service funds set up to account for the City’s insured general liability, property, workers’ compensation, life and employee medical benefits. Homestead Exemption Pursuant to the Florida State Constitution, the first $25,000 of assessed value of a home which the owner occupies as principal residence is exempt from the property tax. HTE The City’s main data application vendor. Also known as Sungard. Inflation A rise in price levels caused by an increase in available funds beyond the proportion of available goods. Infrastructure Public domain fixed assets including roads, bridges, curbs, gutters, sidewalks, drainage systems, lighting systems and other items that have value only to the city.

Franchise Bonds Bonds for the payment of which the City’s franchise revenues are pledged.

Interest Income Revenue associated with the City cash management activities of investing fund balances.

Franchise Fee Charges to utilities for exclusive/non-exclusive rights to operate within municipal boundaries. Examples are electricity, telephone, cable television, and solid waste.

Interfund Reimbursement (Transfers) Administrative fees charged to other City funds (e.g. Water & Sewer Fund) for the provision of administrative and other City services.

Full-Time Equivalent Position A part-time position converted to the decimal equivalent of a full-time position based on 2,080 hours per year.

Intergovernmental Revenue Revenue received from or through the Federal, State, or County government. These include Cigarette Tax, State Revenue Sharing, Alcoholic Beverage Tax, Sales Tax (5th cent), Rebate - Municipal Vehicles.

Fund A set of interrelated accounts to record revenues and expenditures associated with a specific purpose. Fund Balance The difference between assets and liabilities reported in a governmental fund at the end of the fiscal year. Gainsharing A city program, similar to corporate profitsharing, where departments and employees who contribute to cost savings or revenue enhancements may share in the resulting gain. This Fiscal Year, up to 10% of retained earnings and unappropriated fund balances in specific funds may be shared with employees.

276

Internal Service Fund (ISF) A fund established to account for an entity which provides goods and services to other City entities and charges those entities for the goods and services provided. Key Intended Outcome (KIO) The principal outcome desired from a program or activity that forms a basis for the rationale for funding the activity. They are always expressed quantitatively to ensure that discreet measurements can be made to assess the effectiveness of the activity.

Fiscal Year 2018 Annual Budget

Glossary of Terms (continued) Linkage A system of interconnected parts or the act of linking. In our case, this refers to the relationships between the various performance measures, objectives, goals, and Key Intended Outcomes to ensure the entire organization is working together to achieve the City’s Mission.

Non-Departmental Referring to activities, revenues and expenditures that are not assigned to a department. Operating Budget A budget for general revenues and expenditures such as salaries, utilities, and supplies.

Major Funds The financial transactions of the City are recorded in individual funds. Accounting principles generally accepted in the United States of America set forth minimum criteria (percentage of the assets, liabilities, revenue or expenditures/expenses of the applicable fund category and the governmental and enterprise combined) for the determination of major funds.

Operating Lease A lease that is paid out of current operating income rather than capitalized.

Mandate A requirement from a higher level of government that a lower level of government perform a task in a particular way or to a particular standard.

Outcomes Quality performance measures of effectiveness and of achieving goals. (e.g., customer satisfaction, awareness level, etc.)

Market Rate Value The appraised value assigned to property by the County Property Appraiser. Typically, this value represents “Fair Market Value” less estimated selling expenses. Mill A taxation unit equal to one dollar of tax obligation for every $1,000 of assessed valuation of property.

Outputs Process performance measures of efficiency and productivity. (e.g., per capita expenditures, transactions per day, etc.)

Millage The total tax obligation per $1,000 of assessed valuation of property. Modified Accrual Basis The basis of accounting under which revenues are recognized when measurable and available to pay liabilities and expenditures are recognized when the liability is incurred except for interest on long-term debt which is recognized when due, and the noncurrent portion of accrued vacation and sick leave which is recorded in general long-term debt. The General Fund, Fire/EMS Fund, and Debt Service Fund budgets are prepared on the modified accrual basis of accounting except that encumbrances are treated like expenditures. M-STAR The rate of interest to be borne by M-STARS (either or both of the Series 2002B and Series 2002C Bonds while they bear interest at the M-STARS Rate) during each auction period. In no event may the M-STARS Rate exceed the maximum M-STARS Rate. Municipal Code A collection of laws, rules and regulations that apply to the City and its citizens. Neighborhood Services Team A program comprised of various City department team members developed to promote and strengthen the stability, development, revitalization and preservation of Coral Springs’ neighborhoods through community-based problem solving, neighborhood services and public/private cooperation.

Ordinance A formal legislative enactment by the City that carries the full force and effect of the law within corporate boundaries of the City unless in conflict with any higher form of law, such as state or federal.

Pay-as-You-Go Financing A method of paying for capital projects that relies on current tax and grant revenues rather than on debt. Pension Fund The Pension Fund accounts for the accumulation of resources to be used for retirement benefit payments to the City’s employees. Per Capita A measurement of the proportion of some statistic to an individual resident determined by dividing the statistic by the current population. Performance Budget A budget wherein expenditures are based primarily upon measurable performance of activities and work programs. Performance Measure (PM) Data collected to determine how effective and/or efficient a program is in achieving its objectives. Performance Measurement System The City’s methodology for monitoring performance measures and Key Intended Outcomes. See Quarterly Performance Report. Permit Revenue Fees imposed on construction-related activities and for the acquisition of other nonbusiness permits (e.g. dog, bicycle). Potable Water Water that is fit to drink.

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Glossary of Terms (continued) Present Value The discounted value of a future amount of cash, assuming a given rate of interest, to take into account the time value of money. To put it another way, a dollar is worth a dollar today, but is worth less than today’s dollar tomorrow. Property Tax A tax levied on the assessed value of real and personal property. This tax is also known as ad valorem tax. Proprietary Fund Enterprise and internal service funds that are similar to corporate funds, in that they are related to assets, liabilities, equities, revenues, expenses and transfers determined by business or quasi-business activities. Public Art Fund This is a special revenue fund where Public Art fees are collected during the permitting process for new construction and renovations of existing structures. Revenues are collected only from those developers who choose not to purchase and maintain public art on their own property. Public/Private Partnership A joint project conducted with resources of the city and a private organization, generally nonprofit. Examples in Coral Springs includes the efforts of the Economic Development Foundation and Civic, Cultural and Educational Foundation. Quarterly Performance Report A document that collects quarterly performance achievement in each of the Key Intended Outcomes and departmental performance measures. Refunding Paying off an outstanding bond issue by using money from the sale of a new bond offering. In other words, issuing more bonds to pay off existing bonds. Reserves A portion of the fund balance or retained earnings legally segregated for specific purposes. Resolution A legislative act by the City with less legal formality than an ordinance. Retained Earnings An account in the equity section of the balance sheet reflecting the accumulated earnings of the Water & Sewer Fund, the Self-Insurance Funds, the Equipment Services Fund, or the City Centre Fund. Revenue Bonds Bonds whose principal and interest are payable exclusively from earnings of an enterprise fund. In addition to a pledge of revenues, such bonds sometimes contain a mortgage on the enterprise fund’s property. Rolled-Back Rate The operating millage rate required to raise the same ad valorem tax revenues as were levied in the prior year, exclusive of new construction, additions to structures, deletions and property added, i.e. annexations.

278

Rolling Stock Wheeled vehicles in the City’s fleet. Sales Tax Tax imposed on the taxable sales of all final goods Self Insurance Fund This internal service fund is used to centrally manage the employee health and life insurance benefit packages, the workers’ compensation program, and the City’s insurance coverage of real and personal property. Special Assessment A compulsory levy made against certain properties to defray part or all of the cost of a specific improvement or service deemed to primarily benefit those properties. Special Revenue Fund A fund used to account for revenues legally restricted to expenditures for a particular purpose. An example is the Fire Rescue Fund. State Revolving Fund (SRF) A low interest loan program from the Florida Department of Environmental Protection (DEP) for planning, designing, and constructing drinking water and wastewater projects. Sterling Award The Governor of the State of Florida created a program in 1993 to recognize Florida corporations for quality and organizational excellence. It is based on the criteria established for the national Malcolm Baldrige Award. Structurally Balanced Budget: A budget that supports financial sustainability for multiple years in the future. Strategic Plan A document outlining long-term goals, critical issues and action plans which will increase the organization’s effectiveness in attaining its mission, priorities, goals and objectives. Strategic planning starts with examining the present, envisioning the future, choosing how to get there, and making it happen. Tax Increment Financing (TIF) A funding source used in blighted areas designated by the City for redevelopment. The public improvements required for the project is financed with the incremental taxes generated by the increase in the assessed valuation of the new development. Taxable Value The assessed value less homestead and other exemptions, if applicable. Total Quality Management (TQM) A management philosophy that emphasizes customer satisfaction, continual incremental improvement, teams and employee training as critical elements to an organization’s long-run success. Transport Fees The cost to provide ambulance transportation to patients from home to hospital.

Fiscal Year 2018 Annual Budget

Glossary of Terms (continued) Trust and Agency Funds These funds are used to account for assets held by the City in a trustee capacity or as an agent for individuals, private organizations, other governments and/or other funds. Truth in Millage (TRIM) The Florida Truth in Millage Act (TRIM) requires a specific method of tax rate calculation, form of notice, public hearing requirements and advertisement specifications prior to the adoption of a budget tax rate. The effect of TRIM is to inform taxpayers that their property taxes are changing (up or down), the cause (a change in the assessed value of their property and/or an increase in the proposed spending level) and how the proposed new tax rate compares to the rate that would generate the same property tax dollars as the current year (the “rolled-back” rate). Unappropriated Not obligated for specific purposes. (See Undesignated)

User Fees Charges for expenses incurred when services are provided to an individual or groups and not the community at large. The key to effective utilization of user fees is being able to identify specific beneficiaries of services and then determine the full cost of the service they are consuming (e.g. building inspections). Fees are traditionally charged under the following circumstances: • Service is supplied to an individual or group • Benefits accrue to an individual or group • Service can be withheld from individuals who refuse to pay • Cost can be passed on to the ultimate beneficiary • Degree of utilization can be measured • Use of service is voluntary Utility Service Tax Taxes levied on consumer consumption of utility services provided in the City. The tax is levied as a percentage of gross receipts. Variable Rate A rate of interest subject to adjustment (e.g., the rate of interest specified may be a percentage of the prime rate on certain set dates.)

Undesignated Without a specific purpose. (See Unappropriated) Unencumbered The portion of an allotment not yet expended or encumbered. Urban Area Security Initiative (UASI) A federal grant program that provides funding support for target-hardening activities to nonprofit organizations. The program seeks to promote coordination and collaboration in emergency preparedness activities among public and private community representatives, state and local government agencies, and Citizen Corps Councils. Useful Life The period of time that a fixed asset is able to be used. This can refer to a budgeted period of time for an equipment class or the actual amount of time for a particular item.

Water & Sewer Fund (W&S) An enterprise fund established to account for the resources and uses of the Utilities function of the City and is prepared on the full accrual basis of accounting. The Utilities function consists of the provision of a clean water source and the proper disposal of wastewater. The Water & Sewer Fund is an enterprise fund and as such receives its revenues from charges levied for the provision of services to users. Wetlands Mitigation Any action required to reduce the impact of development on a wetland. Mitigation actions may include creation of new wetlands or improvement of existing wetlands. Mitigation may occur on the site of the development or at some other site. Working Capital A financial metric which represents operating liquidity available to a business. It is calculated as current assets minus current liabilities.

Sources: Bailey, Larry P.; Governmental GAAP Guide; Harcourt Brace; 1994. Bland, R; Budgeting-A Guide for Local Governments, ICMA, 1997. Government Finance Officers Association; Governmental Accounting, Auditing and Financial Reporting; GFOA, 1994. Webster’s II: New Riverside University Dictionary; Houghton Mifflin Company, 1994.

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Index Index

Note: Departments and funds are bold to help the reader locate them easier.

A Abbreviations and Acronyms 273 Ad Valorem Taxes 38 Millage rates 38 Operating Millage Rate Comparison 23 Tax Rate 23 Voter Approved Debt Service Millage Rate 23 Awards and Special Recognitions 2, 179

B Bond ratings 12 Budget Award 2 Calendar 22, 29 Highlights 23 Process Amending 22 Approving 21 Creation 18 Environment 18 Format 21 Methodology 19 Monitoring 21 Review Process 20 Where the Money Comes from by Source 34 Where the Money Goes by Line Item Category 34 Where the Money Goes by Type of Program 34 Budget and Strategic Planning Performance Measures 192 Budget Highlights 23, 29 Budget Ordinance 232 Budget Process Map 182 Budget Process Overview 18 Budget Resolution 230 Budget Summary Tables Coral Springs Charter School Fund 55 Public Art Fund 56 Building. See Development Services Business Plan Initiatives. See Initiatives

C Calendar See “Budget Calendar” 22 Capital Improvement Program Capital Improvement Summaries All Funds by Funding Source 79 General Fund by Funding Source 82, 83, 84, 85, 86, 87, 88, 89, 90, 91, 92, 93, 94 Summary by Fund 78 CIP Funding Sources 73

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CIP Policies 240 Impact on Operating Budget 74 Major Capital Projects by Department 80 Major Capital Projects by Location 81 Center for the Arts Service Statistics 13 Charts and Graphs Budget Process Map 182 Capital expenditure 70 Capital Improvement Summary by Fund 78 CIP Budget by Funding Source- All Funds 79 Computer Rep. Program contributions and expenses 72 Debt Service Fund total revenues 64 Debt service millage rate 23 Debt Service Schedule 65, 66, 67, 68, 69 Fire Assessment rate comparison 46, 143 Fire Fund total expenditures 46 Fire Fund total revenues 45 Five-Year Forecast: General Fund 138, 140, 141, 142 Franchise fees 39 Fund Structure Overview 30, 31 General Fund CIP Summary by Funding Source 82, 83, 84, 85, 86, 87, 88, 89, 90, 91, 92, 93, 94 General Fund total expenditures 41 General Fund total revenues 38 Major Capital Projects by Department 80 Major Capital Projects by Location 81 Millage rates 38 Operating millage rate 23 Operating millage rate comparison 23 Tax rate 23 Total Positions By Department 254 Utility service taxes 39 Water and Sewer Fund total revenues 49, 50 Where the Money Comes from by Source 34 Where the Money Goes by Line Item-GF 34 Where the Money Goes by Type of Program 34 City Organization Chart 14 City Attorney Core Processes and Outputs 185, 186 Core Processes and Outputs; Mission; Org Chart 185 Performance Measures 185, 187 Revenues and Expenditures by Program and Category 187 Staff 258 City Clerk Core Processes and Outputs 190 Mission; Org Chart 189 Revenues and Expenditures by Program and Category 191 Staff 257

Fiscal Year 2018 Annual Budget

Index (continued) City Commission Core Processes and Outputs; Mission; Org Chart 188 Revenues and Expenditures by Program and Category 188 City Manager’s Office Core Processes and Outputs; Mission; Org Chart 190 Revenues and Expenditures by Program and Category 191 Staff 257 Code Enforcement. See Development Services Communications and Marketing Core Processes and Outputs 190 Mission; Org Chart 189 Community Development. See Development Services Composite Index 151 Computer Repl Prog Contributions and Expenses 72 Coral Springs Awards and Special Recognitions 179 Bond Ratings 12 Budget Ordinance 232 Budget Resolution 230 Core Values 11 Education 12 Fire Assessment Fee 12 Land Use 12 Service Statistics 13 Solid Waste Fee 12 Staff Detail of Positions by Department and Division 257 Total City Staff 13 Total Positions By Department 254 Strategic Priorities 10 Tax Rate , 12 Coral Springs at a Glance 12 Coral Springs Charter School Fund Budget Summary 55 Core Processes and Outputs City Attorney 185, 186 EMS/Fire 201 General Insurance Fund 185, 186 Information Technology 209 Police 218 Public Works 222 Core Values 11 Cross-Functional Teams 178

D Debt Management Policies 241 Debt Service Fund Expenditures 65 Fund Balance Table 253 Revenues 64

Debt Service Millage Rate 23, 64 Debt Service Schedule 65, 66, 67, 68, 69 Demographic Trends 105 Departmental Performance Budgets 184 Department Performance Measurements Summary 148 Development Services Core Processes and Outputs; Mission; Org Chart 193 Performance Measures 197 Revenues and Expenditures by Program and Category 196 Staff 260

E Equipment Services Fund Core Processes and Outputs; Mission; Org Chart 223 Performance Measures 226 Staff 267

F Financial Condition 24 Financial Policies 237 Financial Services Performance Measures 200 Revenues and Expenditures by Program and Category 199 Staff 259 Financial Strategy 136 Fire Assessment Rate Comparison 46, 143 Fire Assessment (single-family residence) 12 Fire/EMS New Initiatives 202 Performance Measures 204 Revenues and Expenditures by Program and Category 203 Service Statistics 13 Staff 265 Fire Fund Description 45 Expenditures 46 Fire Assessment Rate Comparison 46, 143 Fund Balance Table 248 Rate Schedule 45 Revenues 45 Fire Fund Balance Table 248 Five-Year Forecast-GF 138 Fixed-Assets Accounting Policies and Procedures 243 Fleet Purchases Summary 227 Franchise fees 39 Full-time positions added in Fiscal Year 2017 25 Fund Balance Overview 245 Fund Balance Tables Debt Service Fund 253 Equipment Services 252

City of Coral Springs, Florida

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Index (continued) M

Fire Fund 248 General Fund 246 General Insurance Fund 251 Health Fund 250 Water and Sewer Fund 249 Fund Budget Overview General Fund 38 Fund Structure Overview 30, 31

Major Capital Projects by Department 80 Major Funds 30 Management and Budget Office 16 Map, Strategic Plan and Perf Measurement Process 182 Market Environment 97 Millage Rate Resolution 230 Millage rates 23, 38 Mission City Commission 188 Fire/EMS 201 General Insurance Fund 185, 186 Health Fund 205 Information Technology 209 Police 218 Public Works 222 Equipment Services 222 Utilities 222 Museum of Art Service Statistics 13

G General Fund Description 38 Expenditures 41 Five-Year Forecast 139 Franchise fees 39 Fund Balance Table 246 Millage rates 38 Revenue and exp summary table 42 Revenues 38 Utility service taxes 39 General Insurance Fund Expenses 54 Fund Balance Table 251 Revenue and Expense Summary Table 54 Revenues 54 Glossary of Terms 274

N Net Budget See “Fund Structure Overview” 30, 31 New Initiatives. See Initiatives

H Health Fund Expenses 52 Fund Balance Table 250 Revenues 52 How To Use This Book 3 Human Resources Performance Measures 208 Revenues and Expenditures by Program and Category 207 Staff 258

I Information Technology Performance Measures 211 Revenues and Expenditures by Program and Category 211 Staff 260 Investment Policies 242

K Key Intended Outcome Analysis 146 Key Tools 3

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Ongoing Initiatives. See Initiatives Operating millage rate 23 Ordinance 232 Organization Chart City Attorney 185 General Insurance Fund 185 City Manager’s Office Management and Budget Office 190 Financial Services 198 Fire/EMS 201 Human Resources Health Fund 205 Information Technology 209 Police 218 Public Works 222 Equipment Services 222 Utilities 222 Organization of This Book 3

P Parks and Recreation Performance Measures 216

Fiscal Year 2018 Annual Budget

Index (continued) Revenues and Expenditures by Program and Category 214 Service Statistics 13 Staff 269 Pension Fund Expenses 61 Revenues 60 Performance Budget Overview 184 Performance Measurement Policies 239 Performance Measures City Attorney 185, 187 City Manager’s Office 192 Development Services 197 Financial Services 200 Fire/EMS 204 Human Resources 208 Information Technology 211 Parks and Recreation 216 Police 221 Public Works 226 Police Performance Measures 221 Revenues and Expenditures by Program and Category 220 Service Statistics 13 Staff 262 Policies Capital Improvement Program Policies 240 Debt Management Policies 241 Financial Reserve Policies 237 Fixed-Assets Accounting Policies and Procedures 243 Investment Policies 242 Operating Budget Policies 237 Performance Measurement Policies 239 Revenue Policies 242 Use of Surplus Policies 238 Process Improvement Teams 178 Cross-Functional Teams 178 Property Tax Millage Rate 12 Public Art Fund Budget Summary 56 Expenditures 56 Revenues 56 Public Works Performance Measures 226 Revenues and Expenditures by Program and Category 224 Service Statistics 13 Staff 267

Quarterly Performance Review 146

Recognitions See “Awards and Special Recognitions” 179 Replacement programs Computer Repl. Prog. contributions and expenses 72 Resolution See “Budget Resolution” 230 Revenue Policies 242 Revenues and Expenditures by Program and Category City Attorney 187 City Manager’s Office 191 Development Services 196 Financial Services 199 Fire/EMS 203 Health Fund 207 Human Resource 207 Information Technology 211 Parks and Recreation 214 Police 220 Public Works 224

S Sample Performance Budget Page 185 Service Statistics 13 Solid Waste Assessment 12 Solid Waste Fund Expenses 62 Revenues 62 Special Recognitions See “Awards and Special Recognitions” 179 Staffing 254 Detail of Positions By Department 257 Summary of Position Counts 254 Total City Staff 13 Total Positions By Department 254 Strategic Priorities 10 Summary Tables. See Budget Summary Tables Surplus Policies 238 Sustainability Index 146

T Table of Contents Main 4 Tables and Illustrations 6 Total City Staff 13

Utilities Service Statistics 13 Staff 268 Utility Service Taxes 39

City of Coral Springs, Florida

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Index (continued) V Voter-approved debt service millage rate 23

W Water and Sewer Fund Description 49 Expenses 50 Fund Balance Table 249 Revenues 49 Water/wastewater bill 49

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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