Annual Budget FY2016 - Proposed

AN N UAL BU D G E T FISCAL YEAR 2016

ADOPTED

Fiscal Year 2016

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

Mayor Walter “Skip” Campbell

Vice Mayor Larry Vignola

Commissioner Dan Daley

City Manager Erdal Dönmez

Commissioner Lou Cimaglia

Commissioner Joy Carter

City Attorney John Hearn

Budget Development Team

Erdal Dönmez, City Manager Susan Grant, Deputy City Manager Jennifer K. Bramley, Deputy City Manager Robert Goehrig, Director of Budget, Strategy, and Communication Liliana Alvarez, Senior Financial Analyst Laurie Bishara, Senior Financial Analyst Chelsea Stahl, Senior Financial Analyst Sherri Toops, Senior Financial Analyst Kristin Holowicki, Grant Coordinator Vannelys Rivera, Budget Analyst

Cover design by Christine Parkinson Jahrsdoerfer

Adopted September 24, 2015

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, 2014. 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.

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Fiscal Year 2016 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 1-20. 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 21-106.

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

Glossary 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 In the back of the book (starting on page 297) 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.

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 107-186.

Key Tools Strategic Priorities and Values...................13-17 Coral Springs Organization Chart...................15

Performance Budget—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 187-246.

Budget Highlights......................................... 27-30

Appendix—This section includes the City’s Budget Resolution, Budget Ordinance, Financial Policies, Fund Balance, Debt Service Maturity Schedules, and staffing information. Pages 247-302.

Fund Summaries & Descriptions...............37-70

Combined Budget Summary...........................31 Fund Structure Overview........................... 32-33 Summary Net Budget..................................34-35 Major Capital Projects..................................80-81 General Fund Five-Year Forecast.........104-105 Summary of FY 2016 Initiatives............145-146

Tables of Contents

FY 2014 KIO Summary .................................... 154

A comprehensive Table of Contents is provided (pages 4-5) 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.

City of Coral Springs, Florida

Performance Measurements ................ 155-158 Composite Indicators .............................. 159-161 Fiscal Year 2014 Initiative Summary.... 162-167 Budget Process Map.................................188-189 Department Budgets...............................192-244 Staffing.................................................................. 273

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Table of Contents Introduction...................................................................................................................................................................................3 How To Use This Book........................................................................................................................................................3 City Manager’s Letter.........................................................................................................................................................8 Strategic Priorities............................................................................................................................................................ 13 Core Values......................................................................................................................................................................... 14 City of Coral Springs Organization Chart................................................................................................................ 15 Coral Springs at a Glance............................................................................................................................................... 16 Service Statistics............................................................................................................................................................... 17 History of Coral Springs................................................................................................................................................. 18 Management and Budget Office................................................................................................................................ 20 Budget Overview ...................................................................................................................................................................... 21 Budget Process Overview............................................................................................................................................. 22 Budget Highlights............................................................................................................................................................ 27 Combined Budget Summary....................................................................................................................................... 31 Fund Structure Overview.............................................................................................................................................. 32 Fund Budget Overviews................................................................................................................................................ 37 General Fund Budget Summary........................................................................................................................ 37 General Fund Description................................................................................................................................... 40 Fire Fund Budget Summary................................................................................................................................ 45 Fire Fund Description............................................................................................................................................ 46 Water and Sewer Fund Budget Summary...................................................................................................... 49 Water and Sewer Fund Description.................................................................................................................. 50 Health Fund Budget Summary.......................................................................................................................... 52 Health Fund Description...................................................................................................................................... 53 General Insurance Fund Budget Summary.................................................................................................. 54 General Insurance Fund Description.............................................................................................................. 55 Coral Springs Charter School Fund Budget Summary............................................................................. 56 Coral Springs Charter School Fund Description......................................................................................... 56 Public Art Fund Budget Summary.................................................................................................................... 57 Public Art Fund Description................................................................................................................................ 57 Equipment Services Fund Budget Summary................................................................................................ 58 Equipment Services Fund Description............................................................................................................ 59 Pension Fund Budget Summary........................................................................................................................ 61 Pension Fund Description.................................................................................................................................... 62 Solid Waste Fund Budget Summary................................................................................................................. 63 Solid Waste Fund Description............................................................................................................................. 63 Debt Service Fund Budget Summary.............................................................................................................. 64 Debt Service Fund Description.......................................................................................................................... 65 Debt Service Schedule.......................................................................................................................................... 67 Debt Management................................................................................................................................................. 68 Debt Service Schedule - Water and Sewer Loans........................................................................................ 70 Capital Improvement Program................................................................................................................................... 71 Impact of CIP on the Operating Budget......................................................................................................... 75 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.............................................................................................................................. 93 CIP Project Descriptions- Water & Sewer........................................................................................................ 96 CIP Project Descriptions- Other Funds..........................................................................................................100 Revenue Trends...............................................................................................................................................................102 General Fund Five-Year Forecast...............................................................................................................................104

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Fiscal Year 2016 Annual Budget

Table of Contents (continued) Business Plan.............................................................................................................................................................................107 Market Environment.....................................................................................................................................................109 Service and Operations Strategy..............................................................................................................................122 A Family-Friendly Community...................................................................................................................................123 A Thriving Business Community...............................................................................................................................129 An Active, Healthy Community.................................................................................................................................135 An Attractive Community...........................................................................................................................................138 An Innovative, High-Performing Organization...................................................................................................142 Financial Strategy...........................................................................................................................................................147 Measuring Results..........................................................................................................................................................153 Customer Requirements Analysis............................................................................................................................168 Benchmarking.................................................................................................................................................................181 Process Improvement Teams.....................................................................................................................................182 Awards and Special Recognitions............................................................................................................................184 Performance Budget..............................................................................................................................................................187 Performance Budget Overview.................................................................................................................................190 Sample Performance Budget Page..........................................................................................................................191 Department Budgets....................................................................................................................................................192 City Attorney...........................................................................................................................................................192 City Commission...................................................................................................................................................194 City Manager’s Office...........................................................................................................................................195 Development Services........................................................................................................................................200 Financial Services..................................................................................................................................................207 Fire/EMS....................................................................................................................................................................210 Human Resources.................................................................................................................................................216 Information Technology.....................................................................................................................................220 Parks and Recreation...........................................................................................................................................223 Police.........................................................................................................................................................................232 Public Works............................................................................................................................................................237 Appendix....................................................................................................................................................................................247 Millage Rate Resolution...............................................................................................................................................248 Budget Ordinance..........................................................................................................................................................250 Financial Policies.............................................................................................................................................................255 Fund Balance Overview...............................................................................................................................................263 Staffing...............................................................................................................................................................................273 Abbreviations and Acronyms....................................................................................................................................290 Glossary of Terms...........................................................................................................................................................291 Index...................................................................................................................................................................................297

City of Coral Springs, Florida

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Tables and Illustrations Introduction...................................................................................................................................................................................3 Key Tools.................................................................................................................................................................................3 City of Coral Springs Organization Chart................................................................................................................ 15 Coral Springs at a Glance............................................................................................................................................... 16 Service Statistics............................................................................................................................................................... 17 The Budget Team............................................................................................................................................................. 20 Budget Overview ...................................................................................................................................................................... 21 FY 2016 Budget Calendar.............................................................................................................................................. 26 Coral Springs Operating millage rate ...................................................................................................................... 27 Operating millage rate comparison with other municipalities....................................................................... 27 Voter-approved debt service millage rate.............................................................................................................. 27 Tax Rate Fiscal Year 2016............................................................................................................................................... 27 Net full-time position changes per fiscal year....................................................................................................... 28 Full-time additions for Fiscal Year 2016.................................................................................................................... 28 Annual net operating budget and capital.............................................................................................................. 29 Appropriated Funds Budget—Fiscal Year 2016.................................................................................................... 31 Major Funds........................................................................................................................................................................ 32 Fund structure overview............................................................................................................................................... 32 Summary of net budgeted revenues —Fiscal Year 2016................................................................................... 34 Summary of net budgeted expenditures —Fiscal Year 2016........................................................................... 35 Where the money comes from by source (all funds) ......................................................................................... 36 Where the money goes by category (General Fund only)................................................................................ 36 Where the money goes by type of program (all funds)..................................................................................... 36 Millage rates, combined, historical............................................................................................................................ 40 General Fund total revenues—$107,846,903........................................................................................................ 40 Franchise fees.................................................................................................................................................................... 41 Utility service taxes.......................................................................................................................................................... 41 General Fund total expenditures—$107,846,903................................................................................................ 42 General Fund revenue and expenditure summary ............................................................................................. 43 General Fund non-departmental operating expenses...................................................................................... 44 Fire Assessment rate schedule ................................................................................................................................... 46 Fire Fund total revenues—$19,352,126................................................................................................................... 46 Fire Assessment rate comparison Fiscal Year 2016.............................................................................................. 47 Fire Fund revenue and expense summary.............................................................................................................. 48 Fire Fund total expenditures—$19,352,126........................................................................................................... 48 Water bill for average single-family residence...................................................................................................... 50 Water and Sewer Fund total revenues —$21,442,772....................................................................................... 50 Water and Sewer Fund revenue and expense summary................................................................................... 51 Water and Sewer Fund total expenses —$21,442,772....................................................................................... 51 Health Fund revenue and expense summary........................................................................................................ 53 General Insurance Fund revenue and expense summary................................................................................. 55 Equipment Service Fund revenue and expense summary............................................................................... 59 Ten-year fleet replacement cost................................................................................................................................. 60 Solid Waste Assessment................................................................................................................................................. 63 Debt Service Fund revenues - $9,695,976............................................................................................................... 65 Allocation of Debt Service for Fiscal Year 2016..................................................................................................... 66 Debt Service Fund expenditures - $9,695,976....................................................................................................... 66 Debt Service Schedule................................................................................................................................................... 67 Debt Service Schedule - Water and Sewer Loans................................................................................................. 70 Capital expenditure Fiscal Year 2016 ($39,127,935)............................................................................................ 71

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Fiscal Year 2016 Annual Budget

Tables and Illustrations (continued) Capital expenditure Fiscal Years 2016-2021 ($154,732,419)............................................................................. 71 Fleet Replacement Program contributions and expenses................................................................................ 73 Computer Replacement Program contributions and expenses .................................................................... 73 CIP funding sources- Fiscal Year 2016....................................................................................................................... 74 CIP Operating Capital- Fiscal Year 2016.................................................................................................................... 75 CIP impact on the operating budget Fiscal Year 2016........................................................................................ 76 FY 2016 Capital projects financed via grants......................................................................................................... 77 Major Capital Projects by Department..................................................................................................................... 80 Major Capital Projects by Location............................................................................................................................ 81 General Fund Revenues...............................................................................................................................................102 General Fund Five Year Forecast ..............................................................................................................................104 Business Plan.............................................................................................................................................................................107 Percent Change in GDP................................................................................................................................................109 Unemployment Rates...................................................................................................................................................110 Change in CPI..................................................................................................................................................................110 Ad Valorem Revenues...................................................................................................................................................111 Downtown Core, Phase I: SW Corner Sample Rd. and University Dr..........................................................113 Demographic charts.....................................................................................................................................................118 City of Coral Springs’ Business Model.....................................................................................................................122 2015-2017 Short-Range Transportation Improvement Plan..........................................................................134 Long-Range Transportation Improvement Plan.................................................................................................134 Summary of Fiscal Year 2016 Initiatives.................................................................................................................145 Total Taxable Assessed Value ....................................................................................................................................148 Five-Year Forecast: General Fund ............................................................................................................................150 Residential Solid Waste Assessment.......................................................................................................................151 Water and Sewer Fund forecasted debt service ................................................................................................152 Department Performance Measurements............................................................................................................155 Survey respondents by general location...............................................................................................................168 Reasons Businesses Decide to Locate Here..........................................................................................................174 Overall Business Atmosphere Rating......................................................................................................................174 Best Ways for the City to Communicate with Businesses ...............................................................................175 Ratings of City Property Taxes Compared to Other Communities ..............................................................175 Ratings of City Property Taxes...................................................................................................................................176 SWOC Rankings .............................................................................................................................................................177 Ranking of first choices by all respondents..........................................................................................................178 Performance Budget..............................................................................................................................................................187 Budget Process Map......................................................................................................................................................188 Summary of Fleet Purchases 2016...........................................................................................................................245 Appendix....................................................................................................................................................................................247 Fund Balance Summaries............................................................................................................................................264 Summary table of Position Counts..........................................................................................................................273 Number of budgeted positions By Department—Fiscal Year 2016............................................................273 Position Counts for all Departments and Divisions...........................................................................................274

City of Coral Springs, Florida

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City Manager’s Letter

To:

The Honorable Mayor and City Commissioners

From:

Erdal Dönmez, City Manager

Subject:

City Commission Business Planning Workshop

Date:

July 15, 2015

Copy:

John J. Hearn, City Attorney Debra Thomas, City Clerk

I am proud of all we have accomplished this past year. The creation of an Economic Development Office and the hosting of a Realtors’ Summit have announced the City is open for business. The creation of a white fly remediation grant program to help restore white fly ravaged vegetation along our arterial roadways, increased number of litter removal crews, and an incentive-based recycling program have signaled our intentions to enhance the curb appeal of our City. Our residents are excited by the visual evidence of the downtown redevelopment including completion of the Art Walk, a reduction in the crime rate, and noticeable park improvements including the installation of the Mullins Pathway. As evidenced by the record attendance at the Teen Political Forum, our youth are passionate about creating a better tomorrow. Our efforts to reach out to our residents on social media have resulted in increasing the number of Instagram followers by 60% and increasing the number of Facebook followers by 55% over the past year. Through these and other communication avenues, we have learned what was important to our residents. For example, in Fiscal Year 2015, the City was able to add six School Resource Officers which allows us to provide one SRO to every school in the City. Furthermore, our efforts to mitigate foreclosures have helped cut the total number of residences in some stage of the process to 947 as of June 2015 from a high of nearly 5,500 in May 2010. Moreover, the City has been able to maintain its focus on providing excellent customer service. As shown in the chart below, our customers (i.e., residents and businesses) trust the City to do the right thing. An incredible 91% of our residents felt the City does a good job of planning for the future. Similarly, in the March 2015 SWOC (Strength-Weakness-Opportunities-Challenges) exercise our customers applauded a well-run city government as one of the top five community strengths. As a result, when we asked our residents to approve a $12.45 million General Obligation Public Safety Bond in the last election, the bond received overwhelming approval. Those funds have already been used to implement a new, digital, public safety dispatch and communication system (also known as P25). This is the first upgrade of this type in the County. In addition, the bond proceeds will be used to build a permanent Safety Town building, re-build fire stations 43 and 95, and expand and renovate the Crime Scene Investigations building during the Satisfaction with Items that Influence Perception of City are coming year.

High

Satisfaction Exceeds 80% on These Items that Influence Perception of City As a City that is moving in the right direction City as a place to live Very satisfied

How well the City is planning for the future

Satisfied Quality of services provided by the City

Neither Dissatisfied

Quality of Life ‐ Businesses Quality of life ‐ Residents 0%

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10%

20%

30%

40%

50%

60%

70%

Fiscal Year 2016 Annual Budget

80%

90% 100%

City Manager’s Letter (continued) Strategic Plan for the Future Not long after the election, we rolled up our sleeves and got to work making this City even better. A fruitful collaboration between our elected officials, staff, board and committee members, citizens, and businesses produced a new Strategic Plan that, I believe, lays the groundwork for a future as successful as our past. The Strategic Plan defines a high-level vision that we expect to achieve in the two-years of the Plan. The vision of the Fiscal Year 2016-2017 Strategic Plan is best defined by its Strategic Priorities, • A Family-Friendly Community • A Thriving Business Community • An Active, Healthy Community • An Attractive Community • An Innovative, High-Performing Organization I am pleased to present to you the adopted Budget for Fiscal Year 2016, which supports the Business Plan and the 2016-2017 Strategic Plan. The high-level strategic priorities mentioned above are made actionable through a series of one-year action plans which are more commonly known as the Business Plan. While the Business Plan is our “community contract” for the coming fiscal year, we consider it the means to an ongoing dialogue with our residents and business community. The Fiscal Year 2016 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. Investing in the City’s Future Although we have nearly balanced the Fiscal Year 2016 operating budget using the current millage rate of $4.5697, the City’s efforts to achieve its long-term strategic goal of priming the engine of economic growth will be seriously hampered unless we are able to continue investing in the City’s vital infrastructure. As we have stated numerous times in our Financial Strategy and previous Business Plans: “The City will take a leadership role in creating its future by investing in our community. In partnership with the Community Redevelopment Agency, Chamber of Commerce, and the business community, the City will proactively prime the engine of economic growth by assisting existing and potential businesses. In addition, the City will work to attract businesses, diversify the tax base, and increase property values by investing in the curb appeal, safety, and educational resources of our community.” Toward that end, we are recommending developing a dedicated revenue source for investments in our community appearance, safety, and infrastructure. This can be accomplished by the adoption of a millage rate that is $0.2285 higher than the current millage rate of $4.5697. The additional tax revenue will be allocated toward $12 million in priority capital projects over the next three years such as the Aquatic Complex renovations (including repairing the 50 meter pool), replace the artificial turf fields in Cypress Park, Gymnasium renovation project, 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. The impact to the average single-family, homesteaded homeowner will be approximately $45 more than the current millage rate. In fact, the City will maintain the second lowest property tax millage in the County (among cities over 70,000 population) even after raising the millage rate $0.2285. Leaning on our business model and long-range financial planning the City has been able to navigate the unpredictable, upagain-down-again “forgotten recovery.” For example, in concert with all our stakeholders we have developed a plan to encourage economic growth that is comprehensive in nature. It embraces the implementation of the Economic Development Strategic Plan. It includes activities to support the redevelopment of the City’s commercial areas such as the Corporate Park, University Drive and Sample Road corridors, and Downtown Coral Springs. Growing and further diversifying the economic base will provide a more solid foundation that will foster development that enables the City to withstand future economic downturns.

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City Manager’s Letter (continued) Those efforts are beginning to bear fruit. For example, Lupin Pharmaceuticals has relocated its facility to the Corporate Park. In addition, Project “Osprey” has announced it will relocate its U.S. headquarters and manufacturing to the Corporate Park. New and remodeled buildings can be seen all along Sample Road and elsewhere. New residential projects will be coming out of the ground soon at the Coral Springs Country Club and at Broken Woods. Overall, the City’s Total Taxable Assessed Values have increased by 6.1% this year – this is the fourth year in a row of positive growth. The recommendation to grow a dedicated revenue source to continue investing in our community is consistent with our longrange theme of “maintain the momentum.” To continue this momentum, we must continue to invest. This is not the time, then, to curtail the City’s investment in the infrastructure, curb appeal, safety, and educational resources of the community. Therefore, it is vitally important we discuss the trade-offs between the current level of funding and community needs. World Class Service at Reasonable Rates We will end Fiscal Year 2015 within budget across all funds. We are on track to meet or exceed 25 of our 26 Key Intended Outcomes which measure the overall success in meeting our customers’ needs and expectations. In fact, customer satisfaction is a cornerstone of our Business Model. It is worth mentioning 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 2015, for example, found that 96% of the residents surveyed were satisfied with the service provided by City employees. Moreover, 94% of the businesses surveyed in the 2014 business survey rated the City’s customer service as “very good” or “good.” Finally, 75% of businesses and 68% of residents say they get good value for the money they pay in taxes.

City’s Customers Say They Get Good Value Majority of residents and businesses believe they are receiving the right level of service for the taxes they are paying. for Their Money Businesses

Residents

53% 46%

Property taxes are just right for the amount and quality of City services received Property taxes are high but the City is providing more services at a higher quality than expected City taxes are too low

1% 1%

22% 21%

76% 68%

Total Positive

24% 32%

Property taxes are too high

Key Initiatives for the Coming Year

0%

20%

40%

60%

80%

100%

TheSource: April 2014 Business Survey (n=403) and March 2015 Resident Business Plan section of the Annual Budget includes economic data as well as staff’s proposals for initiatives geared toward addressing our residents’ needs and enhancing our community’s quality of life. These initiatives will serve as the guiding force Survey (n=1,023); both conducted by the ETC Institute. behind the City’s Fiscal Year 2016 activities. Highlights of the 22 new initiatives, as well as 32 ongoing initiatives, contained in the Business Plan section include: A Family-Friendly Community The Fiscal Year 2016-2017 Strategic Plan describes this Strategic Priority as augmenting 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. Highlights of the new initiatives and ongoing initiatives, contained within the Business Plan that supports this Strategic Priority include:

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Fiscal Year 2016 Annual Budget

City Manager’s Letter (continued) • Maintaining a safe community will remain a top priority. Not only will the high-visibility “Make a Call, Make a Difference “campaign and the Burglary Enforcement and Reduction (BEAR) program continue, but we will invest in the latest technology to ensure our officers have the best tools for enhancing neighborhood safety. • Design and construction of the new Fire Stations 43 and 95. • Renovation and expansion of the Crime Scene Investigation building. • A permanent Safety Town building will be built on the site of the current Safety Town trailer. • Explore options for the upgrade to the public safety support operations housed at the West Side Complex. The complex also houses the back-up Emergency Operations Center. • The newly completed “Art Walk” will serve as an urban linear plaza that will provide public space for events and will create a sense of place for our residents, business owners, and visitors. • The Fire Department will pilot an innovative public health treatment and prevention campaign known as mobile integrated health care, an expansion of the existing Community Paramedicine program. A Thriving Business Community This Strategic Priority is one which encourages 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. Highlights of the new initiatives and ongoing initiatives, contained within the Business Plan that supports this Strategic Priority include: • Encouraging business development and redevelopment by creating an Economic Development web page, implementing recommendations from the economic development strategic plan, and creating a Corporate Park improvement district. • Enhancing the efficiency and effectiveness of the business tax process by reviewing policies and procedures, records management, communication flow, and customer education. • In Fiscal Year 2013, we began the process of developing a municipal complex in the downtown area to act as a catalyst for economic development. Significant steps were taken since then and in Fiscal Year 2016 we will continue moving this project forward. • Implement infrastructure improvements in the downtown area to support future development including the installation of a turn lane on Sample Road, streetscaping along NW 32nd Street and NW 94th Avenue, water and sewer upgrades, and road way resurfacing. An Active, Healthy Community This Strategic Priority is best defined as one that influences and supports an environment that promotes active, healthy, and enriched lifestyles for residents of all ages. Highlights of the new initiatives and ongoing initiatives, contained within the Business Plan that supports this Strategic Priority include: • Focus on leisure, cultural, recreational, and sporting activities and events that infuse event dollars into the local economy. • Expand programming to provide more opportunities for seniors to attend continuing education classes, lifelong health and fitness classes, as well as area trips. • Continue the successful 5k/half-marathon. • Encourage walking and bicycling along Forest Hills Boulevard by installing pedestrian pathway lighting. • Add more classes to the list of programs that can be reserved on-line.

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City Manager’s Letter (continued) An Attractive Community Under this Strategic Priority the City will take proactive measures to preserve and enhance the community’s appearance and maintain its vital infrastructure as well as lead by example in the stewardship and conservation of natural resources. Highlights of the new initiatives and ongoing initiatives, contained within the Business Plan that supports this Strategic Priority include: • Continuing to address the aesthetic appeal of our neighborhoods under the “Community Pride” umbrella. This initiative will enhance the appearance of our medians, rights-of-way and public buildings and will also invest heavily in our parks. Enhancing the City’s tree canopy will continue this year with fertilizing and tree trimming, as well as with planting trees throughout the parks and around public buildings. • Working toward achieving the goal of recycling 75% of the waste stream by 2020 by offering recycling incentives and exploring methods of encouraging recycling within the multi-family and commercial sectors. • Offering a home repair grant program to elderly and low-income residents for use in improving the hurricane preparedness of their homes. An Innovative, High-Performing Organization The Fiscal Year 2016-2017 Strategic Plan describes this Strategic Priority as an organization committed to ethical governance, Core Values, transparency, innovation, collaboration, and exceeding customer expectations by delivering high-quality programs and services. Highlights of the new initiatives and ongoing initiatives, contained within the Business Plan that supports this Strategic Priority include: • Continuing investment in our vital information technology infrastructure. • Improving communication with our customers by developing a plan to better utilize our various social media platforms. • Pursuing the American Public Works Association Accreditation as a means of pursuing industry best practices. Honoring our Partnership We know that maintaining our premier community requires a joint effort and strong partnership between the City and our residents and businesses. While the Business Plan is our “community contract” for the coming fiscal year, we consider it the means to an ongoing dialogue with our residents and we offer numerous channels for feedback and suggestions. We also know that it is our employees who make all of these accomplishments possible. We are deeply grateful for their commitment to public service, this community, and first rate customer service. We remain committed to excellence: providing excellent police and fire services; keeping our parks in first-rate condition; providing sound financial management; providing well-maintained streets and transportation; providing outstanding business opportunities and support; and providing superior service to our customers. We also remain committed to maintaining the training and equipment necessary to provide that level of service as well as to respond to emergencies within our boundaries. We know our residents have the right to take these things for granted. Please be assured that we never do!

Respectfully Submitted,

Erdal Dönmez City Manager

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Fiscal Year 2016 Annual Budget

Strategic Priorities A Family-Friendly Community Augment the quality of life that defines the hometown feel of our community by assuring public safety and good schools, promoting arts and culture, capitalizing on the strength in our diversity, and embracing our inclusive, welcoming nature. A Thriving Business Community Continue to provide fiscal benefit and economic stability to the City by encouraging and supporting economic development and redevelopment as well as expansion and retention of existing businesses.

An Attractive Community Take proactive measures to preserve and enhance the community’s appearance and maintain of its vital infrastructure. Lead by example in the stewardship and conservation of natural resources. An Active, Healthy Community Influence and support an environment that promotes active, healthy, and enriched lifestyles for residents of all ages. Focus on leisure, cultural, recreational, and sporting activities and events that infuse event dollars into the local economy.

An 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 highquality programs and services that meet the needs of an increasingly diverse community. City of Coral Springs, Florida

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Core Values •  Solicit and listen intently to employees’ requirements and expectations.

Customer Focus •  Demonstrate a passion for customer service. •  Care about employees, so they will be more likely to care about customers.

•  Recognize and reward quality and customer service initiatives. •  Recognize change as a given, not government as usual.

•  Measure organizational and employee successes based on customer satisfaction.

Continuous Improvement

•  Solicit and listen intently to customer requirements and expectations.

•  Commit “every day, in every way, to getting better and better.”

•  Maximize the positive impact of customers’ first impression and “moments of truth.”

•  Plan for quality.

•  Collect customer feedback continuously and use it to improve quality. •  Achieve customer satisfaction by assessing the specific needs and expectations of each individual customer.

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

•  Make quality a never-ending effort. •  Have customers define quality. •  Let customer feedback drive quality improvements. •  Focus on process improvements to increase 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.

•  Empower employees to contribute to customer satisfaction regardless of organizational level.

• Promote and role-model practices that improve our environment by reducing energy usage, water consumption, and waste stream.

Leadership

• Promote practices that improve our environment while creating greater economic opportunity.

•  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. •  Recognize failure as the price paid for improvement. •  Lead by example, by involvement and demonstrate commitment to quality, service and customers—“walk the talk.”

• Promote the concepts of “green” development, sustainable business practices, and renewable energy in our community. • Contribute to economic development through the support and promotion of a market for environmentally friendly and energy-efficient products. • Consider the impact of your actions on the environment and aesthetics of the City.

•  Create a system of guidelines, not rules. •  Remove “red tape” to achieve the organization’s mission. •  Practice a “can do” attitude.

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Fiscal Year 2016 Annual Budget

City of Coral Springs Organization Chart Citizens/ Customers

Citizens Advisory Committees and Boards

City Commission City Attorney

Internal Auditor

John J. Hearn jhearn@coralsprings.org

City Manager

Erdal Dönmez edonmez@coralsprings.org

Deputy City Manager Susan Grant sgrant@coralsprings.org

Financial Services

Director of Financial Services Melissa Heller mheller@coralsprings.org

*City Clerk’s Office

City Clerk Debra Thomas dthomas@coralsprings.org

Information Technology

Director of Information Technology Curlie Matthews cmatthews@coralsprings.org

*Budget, Strategy, and Communications

Dir. Budget/Strategy/Communications Robert Goehrig rgoehrig@coralsprings.org

*Management and

*Communications

Budget Office

and Marketing

Fire/EMS

Fire Chief Frank Babinec fbabinec@coralsprings.org

Police

Chief of Police Anthony Pustizzi apustizzi@coralsprings.org

Deputy City Manager

Jennifer K. Bramley jbramley@coralsprings.org

Development Services

*Community Redevelopment Agency

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 Parks and Recreation Rick Engle rengle@coralsprings.org

*Economic Development

Human Resources

Chief Economic Dev Officer Ana Zeinieh azeinieh@coralsprings.org

Director of Human Resources Dale Pazdra dpazdra@coralsprings.org

Charter Offices Charter Offices

*Divisions of the City Manager’s Office City of Coral Springs, Florida

15

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 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

23.94 sq. miles

Land use: % of Total Residential 49% Traffic circulation 18% Waterways 11% Commercial 8% Recreation/open space 7% Community facilities/schools/hospitals 4% Industrial 3% 100% 1.0%

Developed 99% Undeveloped 1% 100% Source: 2015 City of Coral Springs GIS data

Economics

36.5

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

41,814

Office space Retail space Industrial space Assessed Taxable Property Valuation (2015 Tax Year per DR-420)

3.1 million sq. feet 6.6 million sq. feet 2.8 million sq. feet $8,535,965,050

$65,348

% of Total

Principal taxpayers: Assessed Value

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.

Coral-CS/LTD Associates Florida Power & Light Spa the Grove LLC Sherwood Forest at Coral Springs Mid-America Apartments LP Club Mira Lago Cort City National Bank of Florida Alliance RT Limited Partnership EQR-Lincoln Village I Vistas Royal Palm Dev Inc

Source: City of Coral Springs Fiscal Year 2014 CAFR.

Property tax millage rate (Fiscal Year 2016):   General operating   Voter-approved debt   Total

Education For School Year 2014-2015

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

29 12 4 4 6

Number of students

29,899

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

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

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Land area

Downtown LAC

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

Median age

Land Use

1.29% 0.87% 0.69% 0.57% 0.43% 0.37% 0.37% 0.35% 0.34% 0.31%

$4.7982 $0.2933 $5.0915

Bond ratings:   Moody’s Investors Service   Standard and Poor’s   Fitch Ratings

Aa1 AAA AAA

Per capita debt (Fiscal Year 2016):   General Obligation debt per capita

$230

Fiscal Year 2016 Net Adopted Budget: Fiscal Year 2016 Adopted Capital Budget:

$166,506,799 $39,127,935

Fire Assessment (single-family residence) Solid Waste Assessment

$147.00 $234.75

Fiscal Year 2016 Annual Budget

Service Statistics Police (for FY2015) Police officers (budgeted for FY2016) Number of service calls Number of 911 calls Average emergency response time

Center For The Arts/Theater/Museum 208 165,347 68,481 5:15 min.

Fire/EMS (for FY2015) Uniform strength (career and certified firefighters): Coral Springs (including Parkland) 164 Number of fire stations:   Coral Springs 5   Parkland 3 Number of service calls (for Coral Springs):  Fire 151  EMS 9,529   Other 3,169 Average response times (for Coral Springs):   Fire 4:43 min.   EMS 4:25 min.

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

67,000 sq. ft. 1,471 seats 82 124,683 13,500 sq. ft. 170,200 112 182

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

49 765 4,250,000 750 115,000 600,000 32,000 4,000

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

7,745 tons 224 miles 1,387 95 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

11.5 sq. miles 66,158 12,990 163 1,150 18 6.055 mgd 16 mgd 11.37 mgd 125.1/31.4 miles 7.14 mgd 9.79 mgd

Total City Staff Coral Springs Charter School Number of students (2015 School Year) Number of classrooms Number of teachers Grades

1,671 84 99 6 - 12

Full-time (includes city of Parkland fire staff) 827 Part-time 1 Subtotal 795 Temporary (excludes Summer Recreation) 215 Total 1,043

City of Coral Springs, Florida

17

History of Coral Springs Originally known as “the City in the Country,” Coral Springs has become a premier South Florida community, known for its abundant parks, quality schools, numerous athletic programs, and attractive neighborhoods. Prior to its incorporation as a city in July 1963, the area that was to become Coral Springs was part of a huge tract of land acquired by Henry “Bud” Lyons between 1911 and 1939 that totaled over 20,000 acres of marshy wilderness in western Broward County. He cleared and drained the land to grow beans. Lyons died in 1952, leaving his vast land holdings to his family, who converted the land to be used for ranching, bringing in 5,000 head of cattle. After a series of hurricanes flooded much of the southern portions of the state in 1947, Florida created the Central and Southern Florida Flood Control District (now the South Florida Water Management District) that built a network of canals and levees throughout South Florida. The canals helped to further drain the land that would become Coral Springs. After World War II there was a real estate boom in South Florida. Coral Ridge Properties, a land development firm, was started by James Hunt, Joseph Taravella, and Stephen Calder to develop communities in Broward County. By the late 1950s, they were running out of land to develop in the Fort Lauderdale area and were seeking opportunities further west. Land in the northwest corner of Broward County, now owned by Lena Lyons, perfectly suited Hunt’s vision for a masterplanned community. On December 14, 1961, Coral Ridge Properties purchased 3,860 acres for $1 million. They moved three wooden shacks onto the land, along with five Coral Ridge Properties employees, which made the land eligible to incorporate as a city under Florida law. The City of Coral Springs was chartered on July 10, 1963. Additional land purchases from the Lyons family brought the total land in the City up to 5,000 acres. By 1964, a master plan was developed that projected a population of more than 50,000 residents living in small neighborhoods throughout the community. On July 22, 1964, the first land sale was held, selling 536 building lots for $1.6 million. Looking to give the new town a country flair, Hunt ordered the construction of the Covered Bridge that same year. It is now a Florida Heritage site. Employees from Coral Ridge Properties staffed the City administration, with Werner Buntemeyer holding the position of city manager from 1964 to 1974. In 1965, Coral Ridge Properties acquired an additional 5,000 acres from Lena Lyons, increasing the City to 16 square miles.

18

From the very beginning, Coral Ridge Properties enacted strict landscaping and sign laws to create a beautiful and natural looking town. In May 1965, a second land sale was held, with television celebrity Johnny Carson on hand to help draw buyers. Johnny himself bought almost 55 acres of land. This time 1,100 lots were sold. Then the first residents began moving in, including Wilfred Neale II and Robert Fuller in The Hills in early 1965. Both became early city commissioners. Also in 1965, the City’s first employee was hired, Police Chief Richard Vedilago, who was assisted by a German Shepherd named “Sergeant Satan.” According to Stuart McIver, in 1966 Westinghouse Electric Corporation acquired Coral Ridge Properties so it could use the new City as an “urban laboratory to evaluate new products, such as a home utility center, home sewage disposal systems, an infrared heating system, full electric kitchens, and central air-conditioning and heating systems.” By 1967, the City had several hundred residents and held its first election. Lewie Mullins was elected mayor and Robert Fuller vice-mayor. The remaining commissioners were Wilfred Neale, Peter Giordano, and Richard Hunt. The census of 1970 set Coral Springs’ population at 1,489, although the City Manager believed the actual number was closer to 3,750. In January 1970, the Broward County School Board voted to build the City’s first elementary school. Westinghouse opened its “Electra Center” designed to showcase state-of-the-art home systems. Some of these modern conveniences were built into model homes in the Electra Lab to allow visitors to experience motion-detecting lights, electric kitchens, and home security systems first hand. The volunteer Fire Department was also started in 1970. Early in 1971, the last large increase in property came with the purchase of the Remsberg Ranch on the north side of the City. The City was now 13,400 acres. In 1974, O. Benjamin Geiger was elected Mayor and began the task of making Coral Springs independent. This included establishing the City’s first ad valorem property tax, which at $4.0000 mils, was a huge increase to residents’ tax bills. Phillip Kelley was hired as the new City Manager, completing the break from Coral Ridge Properties. It was during this transition that the City’s codes and ordinances were created and the charter was modified to reflect the new vision for the City. The Commission wanted a professionally run City, so they chose a strong city manager form of government. The City grew at an incredible pace. Ten new public schools, a regional mall, shopping centers, and parks sprang up around the City during the 1970s. By 1980, the population had swelled to more than 37,000 people.

Fiscal Year 2016 Annual Budget

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

During the 1980s, growth continued to be the City’s greatest concern. By 1985, the population had passed 50,000 and schools were overcrowded as young families poured into the neighborhoods. The realities of development - increasing traffic and crowding - provided a series of challenges for the City’s planning office. The total property value passed the $1 billion mark in 1983 and the City, drawing on a strengthening financial position and debt service ratings, began planning bond referendums for community parks, a public safety facility, fire stations, and a community center. The nation took notice as the Honda Classic golf tournament moved to Eagle Trace Country Club in 1984. After 1986 when the Sawgrass Expressway was constructed, linking the City to the major transportation centers in Broward County, more and more corporate relocations and retailers were attracted to Coral Springs. The 1990s turned out to be a critical decade for the City. Only thirty years old, the City was nonetheless facing a staggering growth rate—which created a huge demand for City services. Between 1990 and 2000, the City’s population grew from 78,864 to 117,549 and the taxable value from $2.8 billion to $4.7 billion. By 1994, it became apparent that there was a need for better recreational and cultural programming for City residents, so several existing facilities were improved and new ones opened to serve the growing population. The Coral Springs City Centre was renovated to add an art museum and renamed the Coral Springs Center for the Arts. The Aquatic Complex was expanded and improved. The Sportsplex and Tennis Center were created to provide additional recreation opportunities. At the same time, City residents passed a $7.5 million bond referendum to purchase environmentally sensitive lands (now Red Lichen and Sandy Ridge Parks) to preserve the few wetlands left within city limits.

feature of the program was a new business model that would take us from “government as usual” to a high-performance municipal corporation. The strategic and business planning system we use today—allocating resources strategically through data-driven decision making—was instituted in 1995. Numerous awards and recognition followed, but that wasn’t the only positive outcome of the City’s business model. When 95% of our residential property was developed in the late 1990s, we reached “build-out,” a time when growth-related revenues dropped precipitously. We were able to make the transition smoothly, without a significant change to our current operating millage rates. Sustaining our reputation for excellence becomes more challenging as the City ages. With no space left for new development, the City must leverage its strengths to encourage vibrant redevelopment. A recommitment to improving the aesthetics of the City was launched as the build-up to the City’s 50th Anniversary in July 2013. Future focus is on sparking interest in the Downtown area.

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

The biggest change to City operations began in 1993 when a total quality management program was implemented, to completely overhaul operations and service delivery by becoming customer-focused and quality-oriented. The central

City of Coral Springs, Florida

19

Management and Budget Office 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. The Management and Budget Office (MBO) 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 Business Plan Performance Measurement System Annual Budget Capital Improvement Program Performance Improvement Projects Grants Business SWAT Team Projects Program Analysis Financial Analysis Performance Benchmarking Operational Auditing 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-four 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.”

Our Performance Measurement system was selected as a “Best Practice” by the American Quality and Productivity Center. We also received the International City/County Managers Association Center for Performance Measurement Certificate of Excellence. Our strategic planning, performance measurement, and budgeting efforts also contributed to the receipt of the 2007 Malcolm Baldrige National Quality Award. We are the first state or local government to receive the Baldrige Award. In addition, we also received the Florida Governor’s Sterling Award for Organizational Performance Excellence in 1997 and again in 2003. We are the first organization to win the Governor’s Sterling Award for the second time. For more information, please visit our web site, www.coralsprings.org, to download copies of our Strategic Plan, Business Plan, Annual Budget, Capital Improvement Plan, and other related documents and presentations.

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

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.

Robert Goehrig

Director of Budget, Strategy, and Communications (954) 344-5920

rgoehrig@coralsprings.org

Liliana Alvarez

Senior Financial Analyst (954) 344-1133

lalvarez@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

City of Coral Springs 9551 West Sample Road Coral Springs, FL 33065 www.coralsprings.org Fax: (954) 344-1198 Pictured from left: Liliana Alvarez, Sherri Toops, Bob Goehrig, Chelsea Stahl, Kristin Holowicki, Vannelys Rivera, and Laurie Bishara

20

The Budget Team

Fiscal Year 2016 Annual Budget

Budget Overview Contents Budget Process Overview...................................................................................................................................................... 22 Budget Highlights..................................................................................................................................................................... 27 Combined Budget Summary................................................................................................................................................ 31 Fund Structure Overview....................................................................................................................................................... 32 Fund Budget Overviews......................................................................................................................................................... 37 General Fund Budget Summary................................................................................................................................. 37 General Fund Description............................................................................................................................................ 40 Fire Fund Budget Summary.......................................................................................................................................... 45 Fire Fund Description..................................................................................................................................................... 46 Water and Sewer Fund Budget Summary............................................................................................................... 49 Water and Sewer Fund Description........................................................................................................................... 50 Health Fund Budget Summary.................................................................................................................................... 52 Health Fund Description............................................................................................................................................... 53 General Insurance Fund Budget Summary............................................................................................................ 54 General Insurance Fund Description........................................................................................................................ 55 Coral Springs Charter School Fund Budget Summary...................................................................................... 56 Coral Springs Charter School Fund Description.................................................................................................. 56 Public Art Fund Budget Summary............................................................................................................................. 57 Public Art Fund Description......................................................................................................................................... 57 Equipment Services Fund Budget Summary......................................................................................................... 58 Equipment Services Fund Description..................................................................................................................... 59 Pension Fund Budget Summary................................................................................................................................. 61 Pension Fund Description............................................................................................................................................. 62 Solid Waste Fund Budget Summary.......................................................................................................................... 63 Solid Waste Fund Description...................................................................................................................................... 63 Debt Service Fund Budget Summary....................................................................................................................... 64 Debt Service Fund Description................................................................................................................................... 65 Debt Service Schedule................................................................................................................................................... 67 Debt Management.......................................................................................................................................................... 68 Debt Service Schedule - Water and Sewer Loans................................................................................................. 70 Capital Improvement Program............................................................................................................................................. 71 Impact of CIP on the Operating Budget.................................................................................................................. 75 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....................................................................................................................................... 93 CIP Project Descriptions- Water & Sewer................................................................................................................. 96 CIP Project Descriptions- Other Funds..................................................................................................................... 99 Revenue Trends........................................................................................................................................................................101 General Fund Five-Year Forecast........................................................................................................................................103

City of Coral Springs, Florida

21

Budget Process Overview The Budget Environment

How the Budget Was Created

Since 2011 the nation’s economy has maintained a slow but steady growth with most economists expecting a modest rate of 2.6% increase for the next two years although this rate is below the 3% GDP increase 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. Calendar years 2013 and 2014 showed a 2.2% and 2.4% growth respectively. Although for the second quarter of 2015 the increase reported by the the U.S. Department Bureau of Economic Analisys was 3.9%, the GDP forecast for the rest of the year is expected to be much lower This shows that the recovery has been consistently inconsistent resulting in mixed results. In overall, economists remain positive regarding the state of the economy. It will be well into 2016 and early 2017 before we can expect the economic recovery to translate into anything approaching normal.

The 2015-2016 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.

In Florida, GDP growth is expected to eclipse the national average in the next two years. It is a growing consensus among economists that Florida’s economy is in recovery mode mostly as a result of a 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 2014-2015 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 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.

Strategic Priorities Beginning 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 • 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. • Key Intended Outcomes (KIO): Identify desired results. • Initiatives: Allocate activities, resources, personnel, investment and time planned for the year to achieve each KIO. • 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. Business Plan Just as in previous years, 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. Despite the reduction in revenues, initiatives in this year’s plan focus on economic development, as well as improving the look of the City.

22

Fiscal Year 2016 Annual Budget

Our guiding principle is to focus our analysis efforts to continue to offer our customers the highest quality services possible. 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:

City Mission Strategic Priorities

• Performing variance analysis using cost drivers.

Key Intended Outcomes

• Mapping the process that links budget items to activities. • Identifying value-added and non-value-added activities. In developing the Fiscal Year 2015 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—the 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.

Department Performance Measures 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.

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 citizen and business surveys, SWOT (strengths, weaknesses, opportunities, threats) 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? We then develop a list of recommended changes arising out of this analysis, forming the basis for the Business Plan.

New Initiatives—new services or the removal of existing services as they relate to the strategic plan.

City of Coral Springs, Florida

23

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.

The actual users of the supplies and services review their practices and habits involving daily expenditures for possible efficiencies. Departments review the line item account codes for accuracy of description and determine if they reflect the actual types of expenditures.

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.

Lastly, they provide justification for any changes from the target budget with the use of 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.

In the spring, the Management and Budget Office (MBO) 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.

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.

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 Management and Budget Office.

Each department maintains a six-year Capital Improvement Program plan for its equipment needs and submits same to MBO for review, summarization and presentation to the City Commission for approval.

Methodology

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.

Given the slow economic recovery, the budget process proceeded in two steps. First, MBO asked departments to develop a budget with the expectation of no new money.

Capital Expenses

They then identify all recommended capital expenditures from this evaluation of equipment. Vehicle life expectancy information is provided by the Public Works DepartmentEquipment Services Division. Other capital expenses, such as office equipment, are estimated with help from the Purchasing Division.

Business Plan

Second, CMO 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.

Citywide financial strategies are identified to address the longterm needs of the City in relation to emerging issues that have been identified through the strategic planning process.

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 businesses) 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.

Based on the recommended projects and services, a preliminary budget is presented at the Business Plan workshop.

Anticipated results are identified and linked to Key Intended Outcomes for inclusion in the City’s performance measurement system.

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

Operating Expenses The target budget will also contain operating expenses based on projections of the current year’s expenditures.

• Financial plan • Operations guide • Communication device.

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Fiscal Year 2016 Annual Budget

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.

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 Strategic Planning 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) needing 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. City Commission approval is required for budget amendments which alter the total adopted budget amount of any fund.

The Fiscal Year 2015 budget includes the following sections: Introduction, Budget Overview, Business Plan, Performance Budget, and Appendix.

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 budget workshops which are open to the public. 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 midSeptember.

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

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FY 2016 Budget Calendar Updated July 7, 2015 FY 2016 Budget Calendar

Date

Description

Time

Location

04/14/2015

Budget Kickoff

2:00 p.m.

West Wing Conference Room

04/15/2015

Budget Training Session I

10:00 a.m.

West Wing Conference Room

04/16/2015

Budget Training Session II

2:30 p.m.

West Wing Conference Room

04/17/2015

CC Strategic Planning Workshop*

8:30 am.

Mullins Hall

05/05/2015

Budget Package due to MBO

5:00 p.m.

Budget Office

05/21-06/01 Departmental Budget Meetings

Individually scheduled

CMO Conference Room

06/24/2015

CC Business Plan Preview Workshop* (Part of regular CC Workshop)

5:00 p.m.

Chambers

07/01/2015

Regular CC Meeting* CC Business Plan Workshop I*

9:00 a.m. 10:00 a.m.

Chambers Chambers

07/15/2015

CC Business Plan Workshop II* 5:15 p.m.  TRIM Notification prepared and submitted to CC  Adopt Preliminary Assessment Resolutions Regular CC Meeting* 7:00 p.m.

Chambers

09/11/2015

First Public Budget Hearing*

Chambers

09/24/2015

Second Public Budget Hearing* 5:15 p.m. Chambers  Adopt Operating Budget and Capital Improvement Program

5:15 p.m.

*All Commission meetings and workshops are open to the public Abbreviations Used: CC—City Commission CMO—City Manager’s Office TRIM—Truth in Millage MBO—Management & Budget Office

26

Fiscal Year 2016 Annual Budget

Chambers

Budget Highlights

Tax Rate Fiscal Year 2016

Introduction The Fiscal Year 2016 Annual Budget, which was adopted on September 24, 2015, is a numerical reflection of the Fiscal Year 2016 Business Plan. By allocating our resources in alignment with the City Commission’s five strategic priorities and departmental performance indicators, we believe this budget will successfully meet the challenges we have before us and set the stage for continued success in the future.

Budget in Brief The adopted operating net budget for Fiscal Year 2016 for all funds totals $166,506,799. This represents an increase of $4,685,689 or 2.9% more than the Fiscal Year 2015 net budget. The Fiscal Year 2016 budget is balanced, prudent and responsive to community needs as identified in the Fiscal Year 2016 Business Plan.

Debt Service Millage

$0.2933

Combined City Millage Rate

$5.0915

Coral Springs Operating millage rate $6.0000 $5.0000 $4.0000

$4.3559 $4.3939

$4.5697 $4.5697 $4.5697

$4.7982

$3.8866

$3.8715 $3.8715 $3.3651 $3.3651

$3.0000 $2.0000 $1.0000 $0.0000 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Operating Millage Rate Comparison Operating millage rate comparison with other municipalities FY 2016 Proposed

$8.0000 $7.0000

• Total taxable assessed value increased 6.24% in the City of Coral Springs.

$5.0000

• Operating millage rate will increase by $0.2285 or 5% over Fiscal Year 2015 tax rate (from $4.5697 to $4.7982). This increase will generate approximately $1.9 million additional property tax revenue. This revenue source is required to finance essential capital improvements identified over a threeyear period. The average single-family homesteaded homeowner will pay an additional $54 in property taxes to the City due to an increase in home values and the increase to the millage rate.

$3.0000

• The combined general operating and debt service millage rate is $5.0915 per $1,000 of assessed value, an increase of $0.3180 or 6.7%.

$4.7982

Operating Millage Rate-5% Increase

Highlights of the Fiscal Year 2016 budget include:

• The voter-approved debt service millage rate will increase from $0.2038 to $0.2933, an increase of $0.0895 or 43.9%. This increase is due to the issuance of a $12.4 million Public Safety G.O. Bond approved by voters in November of 2014.

General Operating Millage

$7.8007

Coral Springs

$6.9000 $5.9000

$6.0000

$6.0543

$6.2385

$6.2745 $5.4865

$5.0819

$4.7982

$4.0000

$4.2990

$2.0000 $1.0000 $0.0000

Hollywood Miramar Plantation

Sunrise

Pembroke Deerfield Pompano Pines Beach Beach

Davie

Coral Ft. Springs Lauderdale

When comparing Broward County cities with populations greater than 70,000, Coral Springs’ proposed operating millage rate continues to be one of the lowest of the 10 municipalities.

Voter-Approved Debt Service Voter-approved debt service millage rateMillage Rate $1.0000 $0.8000 $0.6000 $0.4000 $0.2510

$0.2000

$0.2915 $0.2134

$0.1774

$0.1763

$0.1763

$0.1763

$0.2933

$0.2906 $0.2033

$0.2038

$0.0000 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

City of Coral Springs, Florida

27

• The Fire Assessment fee for single-family homes will increase by $5.64, from $141.36 to $147.00. Multi-family and commercial fees will decrease by $0.40 per unit and $0.20 per 100 square feet respectively.

Full-time additions for Fiscal Year 2016

• Water and Sewer rates will increase by 3.5%, an increase of $2.09 per month for the average residential customer.

Accreditation and Compliance Administrator

• The Residential Solid Waste Special Assessment will increase by $8.91, from $225.84 to $234.75 per singlefamily home.

Air Conditioning Technician Public Works—Facilities

1

Risk Assistant

1

Position title

• General Fund debt service for franchise and capital revenue bonds, as a percentage of total budget, will equal 6.4% in Fiscal Year 2016 as compared to 4.5% in the current year, well within the General Fund debt service policy limitation of 12.5% of total General Fund expenditures.

Dept—Division Fire—Training Academy

General Insurance Fund

Total

Staffing • For Fiscal Year 2016, the number of full-time positions is 797 (excludes Fire/EMS services contract staff). This represents an addition of three full-time employees, offset by the conversion of two part-time positions to full-time status. The table to the right shows the new authorized positions for the upcoming budget year. The Accrediation and Compliance Administrator will support the new Business Plan initiative “Coral Springs Regional Institute of Public safety” and is fully funded in the Fire Fund’s Training Division. The Technician position in Public Works is necessary to have in-house staff available to perform routine and preventive maintenance on air conditioning units on designated buildings. Having an in-house employee available full-time to perform this task, will ensure City facilities are operating in optimal

3

• In Fiscal Year 2015, the City added 14 full-time employees, from which three were converted from part-time status. The 14 positions were budgeted as follows: 10 in the General Fund, two in the Fire Fund, and two were split between the Fire Fund and the General Fund —Public Education Officer (62% Fire/38% General Fund; Data Analyst (50% Fire/50% General Fund). Capital Improvements • In Fiscal Year 2016, the City will invest $39,127,935 in capital improvements and upkeep of City own facilities. For details of the projects planned for this year, refer to the Capital Improvement Program section included in this document.

Net full-timeNetposition changes per fiscal year Full-Time Position Changes per Fiscal Year 44

40 29

30 20 12

14

17

16

13 8

10

15

5

13

7

13

14

4

3

0 -2

-10 -13

-11

-8

Fiscal Year 2016 Annual Budget

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

FY 1998

FY 1997

-20

28

1

climate conditions and will allow the City to reduce its current contract for this type of service; thereby eliminating operational cost. The third position added is a Risk Assistant to support the increased volume of work associated with Citywide risk management functions. The goal is to convert a part-time position to full-time status. This position will be fully funded in the General Insurance Fund.

• With a General Obligation bond indebtedness of 0.31% of total taxable assessed value, the City is well below its debt policy limit of 5%.

50

# of positions

Financial Condition After two years of consecutive decline during the “Great Recession” (2007-2008), Florida’s economic growth in 2014 was in positive territory for the fifth year in a row. The Florida Office of Economic and Demographic Research (EDR) has expressed their optimism that the recovery will steadily continue but still have a few years before returning to normal conditions. In Coral Springs, and despite the several years of downward pressure on revenues due to residential build-out, tax relief legislation, and the economic recession, our City continues to lead the nation in fiscal management and stability. Bond Ratings The City is proud to have earned the highest bond rating available from Standard and Poor’s (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 from 26% to 30% 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 investment risk which translates into lower interest rates and corresponding lower interest payments on general obligation bonds. Intergovernmental Revenue Most economists agree the economy will continue to grow at a modest rate during the upcoming year. However, rather than growth returning to normal pre-recession levels quickly, the economy will move slowly but steadily upward. We have, therefore, adopted a moderate growth philosophy for Fiscal Year 2016 revenue estimates. To hedge against being too optimistic, we have adopted a contingency that is higher than we otherwise would simply to counterbalance this risk. For many years, fund balances improved as a result of growthrelated revenues, improved productivity, and prudent financial management policies. Those fund balances have been leveraged to avoid future debt service by equity financing capital purchases. For further information on our fund balances, refer to the Appendix section of this document.

Annual net operating budget and capital

Net Operating Budget Capital Improvements (CIP) Total Financial Program

FY 2015 FY 2016 Budget Budget $161,821,110 $166,506,799 41,836,054 39,127,935 $203,657,164 $205,634,734

FY 2015 FY 2016 Net Operating Budget Budget Budget General Fund $69,632,817 $71,444,599 Special Revenue Funds Fire Fund 12,198,755 13,270,342 C.S. Charter School Fund 10,008,913 10,632,503 Public Art Fund 222,000 207,000 Enterprise Funds Water and Sewer Fund 18,362,701 16,988,178 Solid Waste Fund 4,157,009 4,291,174 Internal Service Funds Health and General Insurance Funds 16,799,742 17,771,875 Equipment Services Fund 10,755,940 9,520,887 Pension Fund 12,898,198 12,684,265 Debt Service Fund 6,785,035 9,695,976 Total Net Operating Budget $161,821,110 $166,506,799

City of Coral Springs, Florida

$ % Change Change $4,685,689 2.9% ($2,708,119) -6.5% $1,977,570 1.0%

$ Change $1,811,782

% Change 2.6%

$1,071,587 $623,590 ($15,000)

8.8% 6.2% -6.8%

($1,374,523) $134,165

-7.5% 3.2%

$972,133 ($1,235,053) ($213,933) $2,910,941 $4,685,689

5.8% -11.5% -1.7% 42.9% 2.9%

29

Major Policy Considerations Expecting the economic recovery to maintain its steady progression, the City’s strategy is focusing its efforts on continuing to invest in the community, as well as as providing high quality services to our citizens, 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 threepronged 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 prerecession 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 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 Foundation, 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 The City has adopted a targeted-industries approach to replaced the old model of economic development that was essentially driven by land developers. We have began to proactively target the industries that are projected to have the highest growth in our area: health care, medical devices, medical information technology, global information technology, and distribution. Our biggest challenge, however, continues to be filling existing vacant industrial and office space. Once absorption occurs we can set our sights on new development and expansion. 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 citizen 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.

30

Fiscal Year 2016 Annual Budget

Combined Budget Summary Appropriated Funds Budget—Fiscal Year 2016 CASH BALANCE BROUGHT FORWARD

Debt Service Fund

General Fund $0

Capital Projects Fund $0

Public Art Fund

$103,000

Solid Waste Fund

$184,000

Water and Sewer Fund

$214,218

Charter School Fund

Fire Fund

$0

$0

FY 2016 Total Budget

$251,693

$752,911

Revenues By Type: Taxes: Millage Per $1,000 Ad Valorem Taxes $4.7982 Ad Valorem Taxes $0.2933 (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

38,909,404 2,245,712 8,250,000 10,435,499 11,418,696 4,005,554 11,751,189 14,306,464 2,202,750 4,194,210 127,425

2,378,418

4,092,700

10,755,136

21,399,522 12,570 7,304,988

320,000 29,385,385

23,000

43,250

5,501,352 2,982,731 52,020 55,000 5,887

11,800,810

38,909,404 2,378,418 6,338,412 10,755,136 8,250,000 10,435,499 11,418,696 4,005,554 29,053,351 38,688,717 2,254,770 4,625,030 36,846,685

Total Revenues and Other Financing Sources

$107,846,903

$9,695,976 $29,705,385

$23,000

$4,092,700

$21,442,772

$19,352,126

$11,800,810 $203,959,672

Grand Total Revenues and Balances

$107,846,903

$9,695,976 $29,808,385

$207,000

$4,306,918

$21,442,772

$19,352,126

$12,052,503 $204,712,583

Expenditures By Type: General Governmental Services Education Public Safety Physical Environment Economic Environment Culture and Recreation Debt Service Capital Improvement Program (Excluding Opeating CIP) Other Financing Sources (Uses) Total Expenditures and Other Financing Uses Reserves Total Appropriated Expenditures and Reserves

$14,880,860 515,000 57,778,628 7,470,531 516,411 15,171,819 6,867,832

4,235,418 9,695,976

4,645,822 107,846,903

9,695,976

0

0

$107,846,903

207,000

0

$9,695,976 $29,808,385

16,348,489

2,213,131

282,860

71,500

1,200,759

2,720,777

207,000

4,306,918

21,442,772

19,352,126

12,052,503

0

0

0

0

0

$207,000

$4,306,918

$21,442,772

$19,352,126

29,808,385

29,808,385

17,768,882 260,000

12,052,503

$14,880,860 12,567,503 74,127,117 29,474,831 776,411 15,378,819 19,059,799 29,808,385 8,638,858 204,712,583 0

$12,052,503 $204,712,583

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 24 and 25 and the “Fiscal Year 2016 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

31

Fund Structure Overview

325

FY 2016 Total Operating Budget and Capital $205,634,734

FY 2016 Net Operating Budget $166,506,799

General Fund $71,444,599

Special Revenue Funds $24,109,845

Internal Services Funds $27,292,762

Water and Sewer $16,988,178

Fire $13,270,342

Insurance Funds $17,771,875

Solid Waste Fund $4,291,174

Charter School $10,632,503

Equipment Services $9,520,887

Enterprise Funds $21,279,352

Trust and Agency Funds $12,684,265 Pension $12,684,265

Debt Service Fund $9,695,976 Debt Service $9,695,976

Public Art $207,000

Major Funds Fund Name

Fund Type

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

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*

Internal Service Funds

Coral Springs Charter School Fund*

Special Revenue Fund

Equipment Services Fund*

Internal Service Fund

Public Art Fund*

Special Revenue Fund

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 long-term general obligation debt and revenue bond debt

*Indicates appropriated funds in accordance with the Budget Ordinance.

32

Fiscal Year 2016 Annual Budget

Fund Structure Overview (continued)

FY 2016 Capital Budget $39,127,935

General Fund $29,981,385

Special Revenue Funds $820,500

Internal Services Funds $3,440,550

Water and Sewer $4,814,000

Fire $755,500

Equipment Services $3,440,550

Solid Waste Fund $71,500

Charter School $30,000

Enterprise Funds $4,885,500

Public Art $20,000

Tree Trust Fund $15,000

The Coral Springs Aquatic Complex, a world-renowned facility, is home to many national and international swimming, water polo, synchronized swimming and diving competitions.

City of Coral Springs, Florida

33

Summary of net budgeted revenues 窶認iscal Year 2016 FY 2015 Adopted Net Budget General Fund

Percent of Total

FY 2016 Adopted Net Budget

$97,769,413

60.4%

$102,330,504

Fire Fund

17,310,587

10.7%

Water and Sewer Fund

22,648,735

Percent of Total

Dollar Change

Percent Change

61.5% $4,561,091

4.7%

18,090,533

10.9%

779,946

4.5%

14.0%

21,442,772

12.9%

(1,205,963)

-5.3%

1,535,000

0.9%

1,735,000

0.9%

200,000

13.0%

11,428,913

7.1%

12,052,503

7.2%

623,590

5.5%

222,000

0.1%

207,000

0.1%

(15,000)

-6.8%

Equipment Services Fund

5,171,909

3.2%

3,846,285

2.3%

(1,325,624)

-25.6%

Solid Waste Fund

4,157,009

2.6%

4,306,918

2.6%

149,909

3.6%

Debt Service Fund

1,577,544

1.0%

2,495,284

1.5%

917,740

58.2%

100.0% $4,685,689

2.9%

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

Total

$161,821,110

100.0%

$166,506,799

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 2016 Net Budget - All Funds - Revenues $166,506,799 Fire Fund 10.9%

Debt Service Fund 1.5%

Other 1.0% Charter School Fund 7.2%

Water and Sewer Fund 12.9% General Fund 61.5% Equipment Services Fund 2.3% Solid Waste Fund 2.6%

34

Fiscal Year 2016 Annual Budget

Summary of net budgeted expenditures 窶認iscal Year 2016 FY 2015 Adopted Net Budget General Fund

Percent of Total

FY 2016 Adopted Net Budget

Percent of Total

Dollar Change

$69,632,817

43.0%

$71,444,599

Fire Fund

12,198,755

7.5%

13,270,342

8.0%

1,071,588

8.8%

Water and Sewer Fund

18,362,701

11.3%

16,988,178

10.2%

(1,374,524)

-7.5%

Health and General Insurance Funds

16,799,742

10.4%

17,771,875

10.7%

972,133

5.8%

C.S. Charter School Fund

10,008,913

6.2%

10,632,503

6.4%

623,590

6.2%

222,000

0.1%

207,000

0.1%

(15,000)

-6.8%

Equipment Services Fund

10,755,940

6.6%

9,520,887

5.7%

(1,235,053)

-11.5%

Pension Fund

12,898,198

8.0%

12,684,265

7.6%

(213,933)

-1.7%

Solid Waste Fund

4,157,009

2.6%

4,291,174

2.6%

134,165

3.2%

Debt Service Fund

6,785,035

4.2%

9,695,976

5.8%

2,910,941

42.9%

100.0% $4,685,689

2.9%

Public Art Fund

Total

$161,821,110

100.0%

$166,506,799

42.9% $1,811,782

Percent Change 2.6%

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 2016 Net Budget - All Funds - Expenditures $166,506,799 Solid Waste Fund 2.6%

Equipment Services Fund 5.7% Water and Sewer Fund 10.2%

General Fund 42.9%

Fire Fund 8.0%

Charter School Fund 6.4%

Debt Service Fund & Public Art Fund 5.8% Pension Fund 7.6%

Insurance and Health Fund 10.7%

City of Coral Springs, Florida

35

Where the money comes from by source (all funds) 20.0%

18.0%

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

2.3% 0.4% 1.1%

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

8.4%

Where the money goes by type of program

4.0%

18.9%

5.1% 5.6% 14.2%

2.0%

Where the money goes by type of program (all funds) 7.3%

4.2% 14.6%

6.1% General Government Services Education Public Safety Physical Environment Economic Environment Culture and Recreation Debt Service Capital Improvements Other Financing Uses

9.3%

Where the money goes by category (General Fund Only) 7.5%

0.4% 14.4%

Where the money goes by category (General Fund only) 0.9%

6.4%

4.6% 0.2%

17.8%

45.8%

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

24.3%

36

Fiscal Year 2016 Annual Budget

36.2%

General Fund Budget Summary FY 2013 Actual Revenues General Operating Ad Valorem Taxes Solid Waste Assessment-FF

FY 2014 Actual

FY 2015 Adopted Budget

$4.7982 FY 2016 Adopted Budget

$ % Change From Change From FY15 Budget FY15 Budget

$32,726,175 1,827,073

$33,847,000 2,138,469

$35,299,267 2,124,467

$38,909,404 2,245,712

$3,610,137 $121,245

10.23% 5.71%

6,609,005 1,703,027 90,070 8,402,102

7,095,324 2,901,100 102,022 10,098,446

7,434,499 2,600,000 100,000 10,134,499

7,434,499 2,900,000 101,000 10,435,499

$0 $300,000 $1,000 $301,000

0.00% 11.54% 1.00% 2.97%

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

8,138,589 1,882,074 150,077 10,170,740

8,819,225 1,888,040 152,710 10,859,975

8,800,000 2,060,000 185,986 11,045,986

9,100,000 2,101,200 192,496 11,393,696

$300,000 $41,200 $6,510 $347,710

3.41% 2.00% 3.50% 3.15%

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

5,288,750 44,095 3,406,040 123,420 7,142,316 64,350 16,068,971

4,837,666 41,037 3,667,385 192,435 7,587,739 41,960 16,368,222

5,000,000 25,000 3,746,848 161,092 7,673,453 47,022 16,653,415

4,800,000 25,000 4,000,000 165,145 8,250,000 48,433 17,288,578

($200,000) $0 $253,152 $4,053 $576,547 $1,411 $635,163

-4.00% 0.00% 6.76% 2.52% 7.51% 3.00% 3.81%

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

40,000 124,706 1,208,213 874,019 258,295 418,305 2,923,538 18,992,509

40,000 124,748 1,234,067 908,010 236,976 262,580 2,806,381 19,174,603

40,000 125,002 1,260,000 900,000 238,086 292,000 2,855,088 19,508,503

40,000 125,002 1,260,000 900,000 247,609 165,000 2,737,611 20,026,189

$0 $0 $0 $0 $9,523 ($127,000) ($117,477) $517,686

0.00% 0.00% 0.00% 0.00% 4.00% -43.49% -4.11% 2.65%

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

1,834,570 103,449 123,088 108,733 2,169,840

2,015,465 156,787 163,698 9,900 2,345,850

2,213,000 225,153 67,667 8,116 2,513,936

2,341,750 200,000 131,904 60,000 2,733,654

$128,750 ($25,153) $64,237 $51,884 $219,718

5.82% -11.17% 94.93% 639.28% 8.74%

Business Tax Subtotal Permits and Business Tax

1,088,179 3,258,019

1,165,913 3,511,763

1,221,900 3,735,836

1,271,900 4,005,554

$50,000 $269,718

4.09% 7.22%

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

111,837 269,138 28,078 98,412 44,162 20,273 543,076 46,846 421,985 140,846 73,067 1,653,434 277,730 307,363 128,385 4,164,632

117,835 286,149 33,692 112,583 45,110 16,141 525,870 40,002 468,083 133,006 72,167 1,704,323 368,942 304,820 109,866 4,338,589

119,325 307,703 44,302 108,596 63,970 23,016 600,000 53,856 437,525 165,027 81,646 1,700,486 335,181 416,940 159,293 4,616,866

121,709 313,855 45,185 110,766 75,247 23,476 592,000 54,932 466,272 168,325 83,276 1,734,489 381,883 405,275 142,478 4,719,168

$2,384 $6,152 $883 $2,170 $11,277 $460 ($8,000) $1,076 $28,747 $3,298 $1,630 $34,003 $46,702 ($11,665) ($16,815) $102,302

2.00% 2.00% 1.99% 2.00% 17.63% 2.00% -1.33% 2.00% 6.57% 2.00% 2.00% 2.00% 13.93% -2.80% -10.56% 2.22%

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

City of Coral Springs, Florida

37

General Fund Budget Summary (continued) FY 2013 Actual

FY 2015 Adopted Budget

FY 2016 Adopted Budget

$ % Change From Change From FY15 Budget FY15 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 Fund

1,921,487 0 1,504,172 3,425,659

2,007,954 0 1,579,380 3,587,334

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

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

($16,715) $10,000 $66,334 $59,619

-0.79% 4.00% 4.00% 1.48%

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

900,765 647,248 1,178,881 2,433,785 97,342 0 2,907 5,260,928

998,056 668,151 1,118,718 2,166,662 84,894 0 1,750 5,038,231

896,648 648,075 1,189,383 2,682,120 97,246 231,801 1,751 5,747,023

970,245 728,350 1,190,388 2,400,000 100,163 100,000 1,751 5,490,897

$73,597 $80,275 $1,005 ($282,120) $2,917 ($131,801) $0 ($256,126)

8.21% 12.39% 0.08% -10.52% 3.00% -56.86% 0.00% -4.46%

12,851,219

12,964,154

14,400,669

14,306,464

($94,205)

-0.65%

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

606,910 114,151 42,295 0 0 767,385 40,940 1,571,681

916,528 116,916 37,223 0 18,453 639,512 460,810 2,189,442

725,000 207,066 197,400 0 150,000 758,000 182,388 2,219,854

900,000 128,750 0 60,000 30,000 558,000 526,000 2,202,750

$175,000 ($78,316) ($197,400) $60,000 ($120,000) ($200,000) $343,612 ($17,104)

24.14% -37.82% -100.00% n/a -80.00% -26.39% 188.40% -0.77%

Other Income: Interest Rents & Royalties/Cell Tower Lease Sale Sept 11 5K Event CRA Contribution Charter School Lease Auction ICMA-RC Agreement (Admin Fund) Resource Recovery SW Disposal Rebate Solid Waste Disposal Agreement Facility Rental Other Miscellaneous Subtotal Other Income

95,527 1,214,591 0 50,000 1,420,000 9,695 0 1,388,360 0 185,000 126,970 280,275 6,030,588

261,174 1,106,336 12,545 50,000 1,420,000 12,673 0 0 22,620 572,650 138,815 421,979 4,021,807

307,500 1,277,412 15,000 155,143 1,420,000 18,651 0 0 18,000 525,000 150,000 245,051 4,131,757

250,000 1,304,450 15,000 166,236 1,420,000 19,024 25,000 0 19,500 525,000 150,000 300,000 4,194,210

($57,500) $27,038 $0 $11,093 $0 $373 $25,000 $0 $1,500 $0 $0 $54,949 $62,453

-18.70% 2.12% 0.00% 7.15% 0.00% 2.00% n/a n/a 8.33% 0.00% 0.00% 22.42% 1.51%

95,830,106

98,805,659

102,600,838.2 107,719,478.0

$5,118,640

4.99%

0 0 0 0 0 0

100,000 0 720,285 0 0 820,285

0 125,355 0 100,000 400,000 625,355

0 127,425 0 0 0 127,425

$0 $2,070 $0 ($100,000) ($400,000) ($497,930)

n/a 1.65% n/a -100.00% -100.00% -79.62%

$95,830,106

$99,625,944

$103,226,193

$107,846,903

$4,620,710

4.48%

Subtotal - Charges For Services

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

38

FY 2014 Actual

Fiscal Year 2016 Annual Budget

General Fund Budget Summary (continued) FY 2013 Actual Expenditures: Departmental City Commission City Manager Human Resources Financial Services Information Technology City Attorney Development Services Police Emergency Medical Services Public Works Parks and Recreation Total Departmental

$271,867 2,731,916 1,338,163 2,370,586 2,714,483 849,553 5,716,533 42,512,397 8,623,568 4,051,812 13,264,952 84,445,830

FY 2014 Actual

$318,138 3,049,892 1,453,909 2,490,268 2,910,805 869,172 5,968,441 44,757,596 8,452,558 4,314,667 13,841,313 88,426,759

FY 2016 Adopted Budget

FY 2015 Adopted Budget

$ % Change From Change From FY15 Budget FY15 Budget

$356,301 3,814,675 1,675,532 2,478,075 3,258,968 997,264 6,710,575 45,386,271 8,952,199 4,608,241 14,314,766 92,552,867

$361,999 3,990,533 1,753,051 2,444,342 3,522,893 1,023,041 6,798,286 46,622,075 9,128,502 4,751,708 14,636,819 95,033,249

$5,698 $175,858 $77,519 ($33,733) $263,925 $25,777 $87,711 $1,235,804 $176,303 $143,467 $322,053 $2,480,382

1.60% 4.61% 4.63% -1.36% 8.10% 2.58% 1.31% 2.72% 1.97% 3.11% 2.25% 2.68%

Non-Departmental Operating Capital Conference Center Equipment Non-Departmental Operating Contingency Solid Waste Contingency Economic Development Incentive Market Adjustments Other Post Employment Benefits Inventory/Over/shortage CRA Special Assessment Tuition Reimbursement Charter School (Lease Expense) Center for the Arts EMS Pension Adjustment Internal Auditor City Hall Licensing/Maintenance PD Comm Syst & Eq. Improvement Study City Hall at the Walk Lease Library/Grounds Parking lot Maint 50th Anniversary SQL Database License Computer Replacement Plan Subtotal - Non-Departmental

524,567 50,000 420,443 0 0 0 2,186 0 0 131,702 34,829 471,142 448,933 0 11,496 0 3,165 0 6,802 107,121 606,461 381,071 3,199,918

446,725 0 529,542 0 0 126,564 0 0 (21,347) 137,849 38,163 459,684 488,423 0 70,993 3,675 21,680 0 9,992 0 350,831 0 2,662,774

200,000 0 654,982 450,000 0 200,000 67,404 0 0 146,175 75,000 578,281 525,000 0 100,000 25,000 0 264,456 10,000 0 0 0 3,296,298

173,000 0 677,731 472,500 0 250,000 75,000 103,571 0 153,484 75,000 515,000 525,000 0 100,000 0 0 296,601 10,000 0 0 0 3,426,887

($27,000) $0 $22,749 $22,500 $0 $50,000 $7,596 $103,571 $0 $7,309 $0 ($63,281) $0 $0 $0 ($25,000) $0 $32,145 $0 $0 $0 $0 $130,589

-13.50% n/a 3.47% 5.00% n/a 25.00% 11.27% n/a n/a 5.00% 0.00% -10.94% 0.00% n/a 0.00% -100.00% n/a 12.16% 0.00% n/a n/a n/a 3.96%

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

939,990 959,675 159,915 114,451 2,174,031

1,043,886 1,043,031 182,830 185,000 2,454,747

1,105,266 995,808 185,323 406,000 2,692,397

1,257,342 1,011,001 250,592 0 2,518,935

$152,076 $15,193 $65,269 ($406,000) ($173,462)

13.76% 1.53% 35.22% -100.00% -6.44%

Debt Service Revenue Bond Rev Bonds - '04 (Refunding) Rev Bonds - '08 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 2015 Municipal Complex Bond ($19.1M/20yr/3.5% 2015 Capital Revenue Note ($12M/10yr/3.5%) Subtotal Debt Service

1,625,384 1,565,963 405,517 0 0 0 0 0 3,596,864

1,627,159 1,569,663 405,517 519,600 373,756 0 0 0 4,495,695

1,533,970 1,576,788 405,517 519,600 373,756 275,000 0 0 4,684,631

1,534,270 1,582,163 413,731 519,600 373,756 248,062 796,250 1,400,000 6,867,832

$300 $5,375 $8,214 $0 $0 ($26,938) $796,250 $1,400,000 $2,183,201

0.02% 0.34% 2.03% 0.00% 0.00% -9.80% n/a n/a 46.60%

231,300

174,938

0

0

$0

n/a

Miscellaneous Expenditures: Gainsharing

9,202,113

9,788,154

10,673,326

12,813,654

$2,140,328

20.05%

Total Expenditures

Total Non-Departmental

$93,647,942

$98,214,913

$103,226,193

$107,846,903

$4,620,710

4.48%

Revenues in Excess of Expenditures

$2,182,164

$1,411,031

$0

$0

$0

n/a

-0.12

-0.02%

Number of FTE's

640.41

649.66

659.77

City of Coral Springs, Florida

659.65

39

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 $107,846,903 for Fiscal Year 2016. This represents an increase of $4,620,710 or 4.48% from the Fiscal Year 2015 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 - $107,846,903

General Fund total revenues—$107,846,903

Revenues

Sales Tax 7.6%

A summary of the Fiscal Year 2016 General Fund revenue by source is provided in the chart to the right.

Fines and Forfeitures 2.0%

Major revenue sources for the General Fund Fiscal Year 2016 budget include:

Utility Taxes 10.6% Permits and Business Tax 3.7%

(36.1% of total revenues) Ad valorem taxes represent a levy on the assessed value of real and personal property. In Fiscal Year 2016, ad valorem taxes will account for 36.1% of total General Fund revenues.

Other 0.1%

The general operating tax millage rate is $4.7982, a $0.2285 increase from Fiscal Year 2015. This is well below the state-imposed ten mill cap. The ad valorem revenue generated by the Fiscal Year 2016 tax millage rate is based on the July 1, 2015 assessed value provided by the Broward County Property Appraiser’s Office.

Franchise Fees/Solid Waste Assessment 11.8%

Ad Valorem Taxes 36.1%

Tax year 2015 gross taxable property value increased 6.24% to $8,535,965,050 at July 1. New additions, annexations, and construction added $16,589,210 or 0.19% to the tax roll. The voter-approved debt service millage rate for Fiscal Year 2016 is $0.2933 per $1,000 of taxable assessed value levied on real and personal property. This represents an increase of $0.0895 or 43.9% over Fiscal Year 2015 budget. 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 6.3%, the City is well within its General Fund debt service limitation policy.

Millage rates, combined, historical Adopted Adopted Adopted Adopted FY 2013 FY 2014 FY 2015 FY 2016 General Operating Voter-Approved

$4.5697 $0.2906

$4.5697 $0.2033

$4.5697 $0.2038

$4.7982 $0.2933

Total Millage

$4.8603

$4.7730

$4.7735

$5.0915

40

Intergovernmental 10.9%

Charges for Services 13.3%

Ad valorem taxes: $38,909,404

Misc. Revenues 3.9%

The combined general operating and debt service millage rates of $4.7982 and $0.2933, respectively, total $5.0915 per $1,000 of assessed property value. The Fiscal Year 2016 combined millage rate represents a 6.7% increase from the Fiscal Year 2015 combined millage rate of $4.7735.

Solid Waste Assessment: (2.1% of total revenues)

$2,245,712

The City assesses residences for solid waste services. Anticipated revenue increase is $121,245 or 5.7% more than Fiscal Year 2015.

Franchise fees:

(9.7% of total revenues)

$10,435,499

Franchise fees are charges to service providers for the right to operate within the municipal boundaries of the City. The “Franchise Fee” table presented on the following page, includes current franchise fee rates, projected Percent Fiscal Year 2016 revenues, and percent change from Change the adopted Fiscal Year 2015 budget. For more 5.00% details, see “Revenue Trends” in this section of the 43.91% document. 6.66%

Fiscal Year 2016 Annual Budget

General Fund (continued) Utility service taxes:

$11,393,696

(10.5% of total revenues)

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 2016 utility service tax revenues are projected to increase by 3.2% or $347,710 from Fiscal Year 2015 budgeted revenue.

Intergovernmental revenue sharing: (10. % of total revenues)

$11,776,189

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 2016 are as follows:

Communications service tax

$4,800,000

State shared revenue

$4,000,000

First local option fuel tax

$1,260,000

Second local option fuel tax

$900,000

Recycling material revenue

$165,000

Public safety E911

$247,609

Alcoholic beverage license

$165,145

Municipal rebate

$48,433

(7.6% of total revenues)

(3.7% of total revenues)

Electricity (10%)

$4,005,554

Building permit revenues are budgeted at $2,341,750, an increase of $128,750 or 5.8% from Fiscal Year 2015. 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. We have seen

FY 2016 Budgeted Receipts

Percent Change

$8,800,000

$9,100,000

3.41%

1,916,028

2,060,000

2,101,200

2.00%

179,697

185,986

192,496

3.50%

$10,806,725,

$11,045,986

$11,393,696

3.15%

Type (% of Gross)

FY 2014 Budgeted Receipts

FY 2015 Budgeted Receipts

Electricity (6%)

$7,434,499

$7,434,499

$7,434,499

0.00%

2,790,739

2,600,000

2,900,000

11.54%

107,696

100,000

101,000

1.00%

$10,332,934

$10,134,499

$10,435,499

2.97%

Water (10%) Propane (10%) Total

Franchise fees

Total

$8,250,000

FY 2015 Budgeted Receipts

$8,711,000

Towing/Other

Also considered an intergovernmental revenue, half-cent sales tax may be used for municipal-wide programs, municipalwide property tax or utility tax relief, or principal and interest payments on capital projects only. Sales tax revenue is expected to increase $576,547 or 7.5% over Fiscal Year 2015 budget.

Permits and business tax:

FY 2014 Budgeted Receipts

Type (% of Gross)

Solid Waste

The Communications service tax revenue is projected to decrease by $200,000 or 4%. The State shared revenue is estimated with a 6.8% increase or $253,152, while the First and second local option fuel taxes are projected to remain the same as Fiscal Year 2015. Revenue for recycling materials is expected to decrease by 43.5% and public safety E911 revenues are expected to increase by 4%.

Sales tax:

Utility service taxes

FY 2016 Budgeted Receipts

Percent Change

a steep decline in the number of building permit applications during Fiscal Years 2008 through 2013 with the majority of permits issued for homeowner renovations. (Refer to Revenue Trends in this section for more information on building permits). Building permits are 2.2% of total General Fund revenues. Business tax revenues are expected at $1,271,900, an increase of $50,000 or 4.1% over Fiscal Year 2015 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 1.2% 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: (4.4% of total revenues)

$4,719,168

Parks and Recreation revenues are generated from user fees at the City’s parks, pools, and athletic facilities. Fiscal Year 2015 revenues are projected to increase 2.2% or $102,302.

City of Coral Springs, Florida

41

Charges for services—other funds:

Other financing sources:

$4,096,399

(3.8% of total revenues)

(0.1% of total revenues)

The transfer from the Water and Sewer Fund to the General Fund for administrative services is decreasing by $16,715 or .8%. The transfer from the Fire Fund to the General Fund for indirect cost is increasing by $66,334, or 4%, in Fiscal Year 2016. 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 $260,000 is budgeted from the Water and Sewer Fund to the General Fund to support the newly created Economic Development Division. This inter-fund transfer is increasing by $10,000 or 4% over Fiscal Year 2015 budget.

Charges for services—other: (5.1% of total revenues)

$5,490,897

Fines and forfeitures:

(2.0% of total revenues)

$2,202,750

Fines and forfeitures are revenues generated by enforcement and prosecution of municipal ordinances and state statutes. Fiscal Year 2016 revenues are projected to decrease $17,104 or .8% from Fiscal Year 2015.

Miscellaneous revenues: (3.9% of total revenues)

$4,194,210

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 1.3% of total General Fund revenues. Rents and royalties include telecommunication tower leases and facility rentals. Fiscal Year 2016 revenues are expected to be $1,304,450, an increase of $27,038 or 2.1% over Fiscal Year 2015. Interest earnings are expected to be $250,000, a decrease of $57,500 or 18.7%. They are generated by investment earnings on that portion of cash reserve investments attributable to the General Fund. Interest earnings represent 0.2% of total General Fund revenues.

42

This revenue represents a Community Development Block Grant budgeted to be received in Fiscal Year 2016.

Expenditures The Fiscal Year 2016 General Fund budgeted expenditures total $107,846,903. This adopted budget represents an increase of $4,620,710 or 4.5% from the Fiscal Year 2015 budget of $103,226,193. A recap of departmental expenditures in the General Fund Budget includes:

City Commission:

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 2016 revenues are projected to decrease 4.5% or $256,126 from the Fiscal Year 2015 budget. EMS transport fee and EMS Community Paramedicine fee revenues are expected to decrease by 10.5% or $282,120 and $131,801 or 56.9%, respectively over Fiscal Year 2015. General Government and City Hall in the Mall revenues are expected to increase by $73,597 or 8.2% and $80,275 or 12.4% respectively from Fiscal Year 2015 budget.

$127,425

(0.3% of total expenditures)

$361,999

The City Commission’s budget increased $5,698 or 1.6% from Fiscal Year 2015. The increase is primarily due to health allocation.

City Manager:

(3.7% of total expenditures)

$3,990,533

The City Manager’s Office includes Administration, Economic Development, the Management and Budget Office, Communications and Marketing, City Clerk, and the CRA (Community Redevelopment Agency). The overall department increased by $175,858 or 4.6% in Fiscal Year 2016. The majority of the increase is attributed to an increase in health allocation and wages as well as the movement of mail room services from the Purchasing department to the City Clerk department.

General Fund Total Expenditures - $107,846,903

General Fund total expenditures—$107,846,903 Development Services 6.3% HR/CAO 2.6%

Emergency Medical Svc. 8.4% Financial Services 2.3%

Non-Departmental 11.9%

Information Services 3.3%

CMO/Commission 4.0% Police 43.2% Parks and Recreation 13.6% Public Works 4.4%

Fiscal Year 2016 Annual Budget

Human Resources:

$1,753,051

(1.6% of total expenditures)

Emergency Medical Services (EMS):

(8.5% of total expenditures)

$9,128,502

Human Resources’ budget increased $77,519 or 4.6% mainly due to health allocations and wages.

The EMS budget increased $176,303 or 1.9% primarily due to increased wages.

Financial Services:

Public Works:

$2,444,342

(2.3% of total expenditures)

$4,751,708

(4.4% of total expenditures)

Financial Services’ budget decreased by $33,733 or 1.6% from Fiscal Year 2015 budget.

The Public Works budget increased by $143,467 or 3.1%, mainly due to budgeting additional funding for street lights. .

Information Technology (IT):

Parks and Recreation—includes Aquatics, Tennis, and Sportsplex: $14,636,819 (13.6% of total expenditures)

(3.3% of total expenditures)

$3,522,893

IT’s budget increased by $263,925 or 8.1%. The increase is mainly due to an increase wages and healthcare allocations as well as higher communication and service contract costs.

City Attorney:

$1,023,041

(.9% of total expenditures)

Parks and Recreation’s budget increased by $322,053 or 2.3%. This increase is mainly due to higher wages and increased vehicle depreciation chargebacks.

The City Attorney’s budget increased by $25,777 or 2.58%.

Development Services—Administration, Code, Building, Community Development, and Engineering: $6,798,286 (6.3% of total expenditures) Development Services includes the Administration Division, Code Compliance, Building Divisions, Community Development, and Engineering. The budget for this department increased by $87,711 or 1.3%.

Police:

$46,622,075

(43.2% of total expenditures)

The Police Department’s budget increased by $1,235,804 or 2.7% primarily due to increased wages.

General Fund revenue and expenditure summary FY 2012 Actual

FY 2013 Actual

FY 2014 Actual

FY 2015 Budget

FY 2016 Budget

$ Change from FY15 Budget

% Change from FY15 Budget

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

$31,133,669 1,432,712 6,684,505 8,555,293 9,726,732 3,291,395 11,838,112 12,672,832 1,538,793 3,036,278 500,000 2,822,013 $93,232,332

$32,726,175 1,827,073 7,142,316 8,402,102 10,170,740 3,258,019 11,850,193 12,851,219 1,571,681 6,030,588 0 0 $95,830,106

$33,847,000 $35,299,267 $38,909,282 2,138,469 2,124,467 2,245,712 7,587,739 7,673,453 8,250,000 10,098,446 10,134,499 10,435,499 10,859,975 11,045,986 11,393,696 3,511,763 3,735,836 4,005,554 11,586,864 11,835,050 11,776,189 12,964,154 14,400,669 14,306,464 2,189,442 2,219,854 2,202,750 4,021,807 4,131,757 4,194,332 820,285 225,355 127,425 0 400,000 0 $99,625,944 $103,226,193 $107,846,903

$3,610,015 $121,245 $576,547 $301,000 $347,710 $269,718 ($58,861) ($94,205) ($17,104) $62,575 ($97,930) ($400,000) $4,620,710

10.2% 5.7% 7.5% 3.0% 3.1% 7.2% -0.5% -0.7% -0.8% 1.5% -43.5% -100.0% 4.5%

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

$43,099,482 26,910,324 15,876,171 126,967 3,974,556 897,755 2,347,076 $93,232,331

$44,907,206 23,195,938 15,194,717 1,147,968 5,531,123 1,074,126 2,596,864 $93,647,942

$45,533,554 $47,758,444 49,366,070 25,106,823 25,769,479 26,201,840 17,591,247 18,994,681 19,221,756 195,135 270,807 243,583 4,064,428 4,346,343 4,934,821 1,228,031 1,401,808 1,011,001 4,495,695 4,684,631 6,867,832 $98,214,913 $103,226,193 $107,846,903

$1,607,626 $432,361 $227,075 ($27,224) $588,478 ($390,807) $2,183,201 $4,620,710

3.4% 1.7% 1.2% -10.1% 13.5% -27.9% 46.6% 4.5%

$0 631.91

$2,182,164 640.41

$0 (0.1)

n/a 0.0%

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

$1,411,031 649.66

$0 659.77

City of Coral Springs, Florida

$0 659.65

43

Non-departmental:

(3.2% of total expenditures)

$3,426,887

The non-departmental budget increased by $130,589 or 3.96%. The majority of the increased expenses were in the following areas: Economic Development incentive, and other post employee benefits.

Internal fund transfers:

(2.3% of total expenditures)

$2,518,935

The interfund transfers budget decreased by $173,462 or 6.4%. The decrease in mainly due to Capital Fund transfers made in Fiscal Year 2015 not in budget for 2016. This decrease was offset by higher Property and Casualty transfers to recover additional worker’s compensation and property insurance

expenses. Fire Fund Govt Assessment transfers for Fiscal Year 2016 also increased.

Debt service:

(4.5% of total expenditures)

$6,867,832

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 $2,183,201 or 46.6% over the Fiscal Year 2015 budget. This is due to the budgeting of two new capital loans planned for Fiscal Year 2016, one for the construction phase of the new Municipal Complex and one for priority capital projects over the next three years. The amounts in 2016 reflect both, principal and interest payments estimated for the fiscal year.

General Fund non-departmental operating expenses

Item Financial Quality Program

Cross Departmental

Special Projects Boards & Advisory Committees Grants

Events

Total

44

Internal Auditor Tuition Reimbursement Credit Card Charges Resident/Business Survey Benchmarking Election Expense Unemployment Security Licensing/Maintenance Festival of the Arts Lobbyist Center for the Arts Rentals Other Contractual Services Hurricane Preparedness (Safety) Special Event Banner Printing Business Development/EDF CRA Assessment Boards and Commission Expense Accessibility Issues (Disability) Historical Advisory Committee Sports Commission Multi-Cultural Events Martin Luther King, Jr. Day Celebrat Sports Event Grants Coral Springs Community Chest Holiday Parade Teen Political Forum September 11th 5K event Half-Marathon Kreul Classic Tournament July 4th

Adopted FY 2015 Budget 100,000 75,000 50,000 25,000 15,000 42,000 34,000 25,000 15,000 36,000 8,500 80,251 6,500 50,000 0 146,175 17,500 2,500 10,000 5,000 35,231 20,000 35,000 50,000 20,000 7,500 15,000 15,000 20,000 40,000

Adopted FY 2016 $ Budget Change

% Change

100,000 75,000 50,000 25,000 15,000 0 34,000 0 20,000 36,000 8,500 165,000 6,500 50,000 0 153,484 17,500 2,500 10,000 5,000 35,231 15,000 35,000 50,000 20,000 7,500 0 15,000 15,000 40,000

0 0 0 0 0 (42,000) 0 (25,000) 5,000 0 0 84,749 0 0 0 7,309 0 0 0 0 0 (5,000) 0 0 0 0 (15,000) 0 (5,000) 0

0.00% 0.00% 0.00% 0.00% 0.00% -100.00% 0.00% -100.00% 33.33% 0.00% 0.00% 105.60% 0.00% 0.00% n/a 5.00% 0.00% 0.00% 0.00% 0.00% 0.00% -25.00% 0.00% 0.00% 0.00% 0.00% -100.00% 0.00% -25.00% 0.00%

$1,001,157 $1,006,215

$5,058

0.51%

Fiscal Year 2016 Annual 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 Assesment 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 Safer Grant Appropriated Fund Balance Sub-Total Other Capital Reserve Grand Total - Revenues Expenditures: Departmental Administration Communication Service Suppression Training Inspection Total Departmental Non-Departmental C.I.P. OPEB Rate Consultant Contingency Assessment Collection Costs Microsoft Licensing Indirect Costs Economic Conditions Computer Replacement Program Sub-Total - Non-Departmental Interfund Transfers: Capital Property Casualty Transfer Sub-Total - Interfund Transfers Bond Debt Service: Revenue Bond-'04 (Refunding) Revenue Bond-'08 2013 Lease Purchase Financing (Phone) Future Debt for Aerial Truck Sub-Total - Debt Service Total Non-Departmental Grand Total - Expenditures Revenues in Excess of Expenditures Positions

FY 2015 Adopted Budget

$ Change From FY15 Budget

FY2016 Adopted Budget

% Change From FY15 Budget

FY 2013 Actual

FY 2014 Actual

$8,784,413 159,915 959,675 9,904,003 7,938

$9,359,310 182,830 1,043,031 10,585,171 6,037

$9,385,390 185,323 995,808 10,566,521 5,887

$9,493,543 250,592 1,011,001 10,755,136 5,887

$108,153 65,269 15,193 188,615 0

1.15% 35.22% 1.53% 1.79% 0.00%

5,311,217 12,124 5,323,341

5,400,516 12,124 5,412,640

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

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

(34,221) 0 (34,221)

-0.62% 0.00% -0.62%

750,463 20,182 886,244 132,417 53,170 34,905 102,894 1,980,275

812,043 17,202 908,006 179,382 58,581 51,993 121,631 2,148,838

834,462 31,836 987,625 220,349 50,000 35,000 114,444 2,273,716

834,462 31,836 1,606,589 300,400 50,000 45,000 114,444 2,982,731

0 0 618,964 80,051 0 10,000 0 709,015

0.00% 0.00% 62.67% 36.33% 0.00% 28.57% 0.00% 31.18%

4,626 1,900 6,526

10,511 4,300 14,811

52,020 3,000 55,020

52,020 0 52,020

0 (3,000) (3,000)

0.00% -100.00% -5.45%

45,094 4,749 (34,771) 0 0 15,072

44,991 (8,877) 0 0 0 36,114

50,000 5,000 0 0 0 55,000

50,000 5,000 0 0 0 55,000

0 0 0 0 0 0

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

0

173,565

0

0

0

n/a

$17,237,156

$18,377,177

$18,491,718

$19,352,126

$860,408

4.65%

$540,643 121,503 11,675,873 1,249,734 1,167,796 14,755,548

$514,542 108,378 12,164,048 1,273,670 1,238,334 15,298,972

$534,268 169,504 12,135,531 1,409,498 1,374,349 15,623,150

$681,357 160,683 12,286,296 1,937,855 1,282,298 16,348,489

$147,089 (8,821) 150,765 528,357 (92,051) 725,339

27.53% -5.20% 1.24% 37.49% -6.70% 4.64%

291,513 0 0 0 19,610 0 1,504,172 29,177 5,192 1,849,664

213,344 0 0 14,499 19,612 0 1,579,380 30,671 0 1,857,506

286,730 0 0 100,000 24,560 0 1,658,349 102,367 31,700 2,203,706

398,200 57,143 22,000 100,000 24,560 28,054 1,724,683 102,367 45,350 2,502,357

111,470 57,143 22,000 0 0 28,054 66,334 0 13,650 298,651

38.88% n/a n/a 0.00% 0.00% n/a 4.00% 0.00% 43.06% 13.55%

0 163,291 163,291

756,500 181,339 937,839

0 192,002 192,002

0 218,420 218,420

0 26,418 26,418

n/a 13.76% 13.76%

132,860 100,000 50,000 0 282,860 2,295,815

132,860 100,000 50,000 0 282,860 3,078,205

132,860 100,000 50,000 190,000 472,860 2,868,568

132,860 100,000 50,000 0 282,860 3,003,637

0 0 0 (190,000) (190,000) 135,069

0.00% 0.00% 0.00% -100.00% -40.18% 4.71%

$17,051,363

$18,377,177

$18,491,718

$19,352,126

$860,408

4.65%

$185,793 107.84

($0) 107.84

$0 109.98

$0 111.10

$0 1.12

n/a 1.02%

Prepared 12/18/2015 10:53 AM

Fire Fund Adopted

City of Coral Springs, Florida

45

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 $19,352,126 in Fiscal Year 2016. This represents an increase of $860,408 or 4.65% over the Fiscal Year 2015 adopted budget. Fire Fund Total Revenues - $19,352,126

Revenues

Fire Fund total revenues—$19,352,126

Major revenue sources for the Fire Fund for Fiscal Year 2016 budget include: Special Assessment: (55.6% of total revenues)

Other 0.6%

$10,755,136

Charges for Services 15.4%

The primary revenue source for the Fire Fund is a non-ad valorem special assessment which makes up 55.6% of total revenues. The assessment increased $188,615 or 1.79% from Fiscal Year 2015. 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 28.4% Special Assessment 55.6%

Intergovernmental: $5,501,352 (28.4% of total revenues) Intergovernmental revenues decreased by $34,221 or 0.62% due to a decrease in our contract with the City of Parkland for the delivery of Community Risk Reduction, Emergency Medical and Fire Protections Services. This partnership began in March 2004. A new five-year contract was renewed beginning October 1, 2016. Charges for services: (15.4% of total revenues)

$2,982,731

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 $709,015 or 31.2%.

Training tuition, including miscellaneous fees, increased by $699,015 or 57.9% due to an anticipated increase in student enrollment prompted by the academy’s recent accreditation. This revenue is generated through firefighter training and certification programs offered at the Fire Training Academy to other cities and agencies in our area. Revenue from off duty Fire Rescue Services increased by $10,000 or 28.6%. Other: (0.6% of total revenues)

$107,020

Other revenue includes interest income and fines and forfeiture.

Fire Assessment rate schedule Adopted FY 2013

Adopted FY 2014

Adopted FY 2015

Single-Family

$138.10

$141.36

$141.36

$147.00

$5.64

4.0%

Multi-Family

$160.59

$174.89

$186.40

$186.00

($0.40)

(0.2%)

Commercial (per 100 sq. ft., up to 400,000 sq. ft.)

$17.61

$19.34

$19.98

$19.78

($0.20)

(1.0%)

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

$2.58 $22.95

$3.01 $23.05

$3.01 $21.47

$2.40 $22.00

($0.61) $0.53

(20.3%) 2.5%

Property Use: Residential (per unit)

46

Fiscal Year 2016 Annual Budget

Adopted $ FY 2016 Change

% Change

Expenditures

Training: (10% of total expenditures)

The Fire Fund expenditures increased by $860,408 or 4.7%, over the Fiscal Year 2015 adopted budget. The increase is primarily attributable to operating expenditures, which were offset by a decrease in debt service. The graph on the following page is a summary of the Fiscal Year 2016 Fire Fund expenditures by function. Major expenditures for the Fire Fund budget include: Suppression: (63.5% of total expenditures)

$12,286,296

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 $150,735 or 1.24% from Fiscal Year 2015. This increase is primarily due to higher wages offset by lower pension contributions and vehicle fuel, maintenance, and depreciation costs.

$1,937,855

The Fire Training Division is responsible for the certification of fire and emergency rescue personnel. The Training Division budget increased $528,357 or 37.49% from Fiscal Year 2015. This increase is representative of the additional instructors needed at the academy due to its recent accreditation. This accreditation will enhance our ability to accept pre-paid college funds, Federal financial aid and scholarships, as well as enable our courses to be college credit transferable causing a demand for more classes and the instructors who facilitate them. In addition, the City has added a Accreditation and Compliance Administrator position in Fiscal Year 2016 to oversee this area. Inspection: $1,282,298 (6.6% of total expenditures) Fire Department personnel conduct annual inspections of every business and multi-unit dwelling in the City as a preventive measure to identify fire hazards. Fire Inspection’s budget decreased $92,051 or 6.7% from Fiscal Year 2015. This is due primarily to one less fire inspector budgeted in Fiscal Year 2016. Administration: (3.5% of total expenditures)

$681,357

Fire’s Administration budget increased $147,089 or 27.5%. This is due salary reclassifications made in Fiscal Year 2016. Communication Services: (0.8% of total expenditures)

$160,683

The Communication Services Division consists of telecommunicators and emergency call takers. Expenses in this area decreased $8,821 or 5.20% from Fiscal Year 2015. The cost of communication and dispatch is split between the Fire Fund and EMS in the General Fund.

134.00

147.00

166.00

175.00

$100

177.79

$150

199.50

$200

209.00

$250

225.00

$300

259.85

$350

372.84

Fire Assessment rate comparison Fiscal Year 2016

$50 $0

Miramar Pembroke Ft Hollywood Sunrise Pines Lauderdale

Coconut Deerfield Creek Beach

City of Coral Springs, Florida

Davie

Coral Springs

Pompano Beach

47

Fire Fund (continued)

Fire Fund Total Expenditures - $19,352,126 Fire Fund total expenditures—$19,352,126

Non-departmental: $2,502,357 (12.9% of total expenditures) Non-departmental expenses increased by $298,651 or 13.55%. This increase is due primarily to higher operating capital projects and indirect costs as well as the funding of OPEB, microsoft licensing, and rate consultant costs in Fiscal Year 2016.

Debt Service 1.5%

Training 10.0% Inspection 6.6%

The major Fiscal Year 2016 Fire non-departmental expenditures include the following: • $1,724,683 to cover indirect costs associated with various City departments

Interfund Transfer 1.1%

Non-Departmental 12.9% Suppression 63.5%

• $100,000 dedicated to financial policy contingency and $102,367 to economic conditions Administration 3.5%

• $24,560 for assessment collection costs

Communication Services 0.8%

• $45,350 for computer replacement • $57,143 for contributions to Other Post Employment Benefits (OPEB) • $28,054 for Microsoft licensing costs • $22,000 for special assessment rate consultant costs • $398,200 for capital outlay Interfund transfer: (1.1% of total expenditures)

Debt service: (1.5% of total expenditures)

$218,420

The cost of property/casualty insurance premiums increased $26,418 or 13.76% from Fiscal Year 2015.

$282,860

Debt service decreased $190,000 due to no longer budgeting future debt related to the aerial truck. A new aerial truck was purchased in Fiscal Year 2015.

Fire Fund 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 Appropriated Fund Balance Capital Reserve Total Revenues Uses Expenditures: Personal Services Benefits Other Operating Operating Capital Training Division Non-Departmental Interfund Transfers Debt Service Total Expenditures Rev. in Excess of Exp. Total full-time FTE's

48

FY 2012 Actual

FY 2013 Actual

FY 2014 Actual

FY 2015 Budget

FY 2016 Budget

$9,319,912 5,135,476 1,898,874 62,661 70,545 13,034 0 0 $16,485,460

$9,904,003 5,323,341 1,980,275 49,843 6,526 7,938 0 0 $17,237,155

$10,585,171 5,412,640 2,148,838 36,114 14,811 6,037 0 173,566 $18,377,177

$10,566,521 5,535,573 2,273,716 55,000 55,020 5,888 0 0 $18,491,718

$10,755,136 5,501,352 2,982,731 55,000 52,020 5,887 0 0 $19,352,126

$188,615 ($34,221) $709,015 $0 ($3,000) ($1) $0 $0 $860,408

1.8% -0.6% 31.2% 0.0% -5.5% 0.0% #DIV/0! #DIV/0! 4.7%

$8,188,277 3,816,302 1,024,605 229,407 1,018,693 1,564,093 154,228 232,860 $16,228,465

$8,192,083 4,087,738 1,207,642 309,865 1,249,734 1,558,150 163,291 282,860 $17,051,362

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

$9,054,168 3,721,483 1,438,001 286,730 1,409,498 1,916,976 192,002 472,860 $18,491,718

$9,316,182 3,624,346 1,470,106 398,200 1,937,855 2,104,157 218,420 282,860 $19,352,126

$262,014 ($97,137) $32,105 $111,470 $528,357 $187,181 $26,418 ($190,000) $860,408

2.9% -2.6% 2.2% 38.9% 37.5% 9.8% 13.8% -40.2% 4.7%

$256,995 103.84

$185,793 107.84

$0 107.84

$0 109.98

$0 111.1

Fiscal Year 2016 Annual Budget

$ Change from % Change from FY15 Budget FY15 Budget

$0 1.1

n/a 1.0%

Water and Sewer Statement Fund Budget Summary of Revenues and Expenses Water & Sewers Fund FY 2013 Actual 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 years) Source & Treatment DW061620 ($1.1M/3.06%/20 years) Lift Stations Rehab WW822020 Sewer Rehab WW06160 Forest Hills Wellfield DW061630 Subtotal Debt Service Total Non-Operating Grand Total - Expenses Revenues in Excess of Expenses Positions

FY 2014 Actual

FY 2016 Adopted Budget

FY 2015 Adopted Budget

$ Change From FY15 Budget

% Change From FY15 Budget

271,742 20,259,916

$8,173,072 12,251,457 24,141 12,360 18,180 11,330 186,945 20,677,485

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

$286,058 428,802 724 371 182 0 5,900 722,037

3.50% 3.50% 3.00% 3.00% 1.00% 0.00% 3.16% 3.49%

14,368 53,778 91,541 0 80,580 240,267

0 47,912 0 0 0 47,912

25,250 18,000 0 0 1,928,000 1,971,250

25,250 18,000 0 0 0 43,250

0 0 0 0 (1,928,000) (1,928,000)

0.00% n/a n/a n/a -100.00% -97.81%

$19,588,774

$20,307,828

$22,648,735

$21,442,772

($1,205,963)

-5.32%

529,226 810,121 1,033,771 2,445,240 4,818,357

567,984 906,178 1,154,883 2,467,958 5,097,001

881,622 1,068,823 1,231,394 2,917,928 6,099,767

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

114,078 20,221 (76,198) 85,739 143,840

12.94% 1.89% -6.19% 2.94% 2.36%

5,128,042 696,064 1,402,183 519,304 171,626 2,554,500 281,840 480,527 5,783

4,883,673 557,401 1,487,170 520,784 276,512 3,113,250 252,300 533,639 0

5,513,827 1,239,000 1,576,400 552,031 427,218 4,583,000 250,000 565,017 19,400

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

0 (681,000) 0 (16,715) 108,338 (1,239,000) 10,000 77,742 776

0.00% -54.96% 0.00% -3.03% 25.36% -27.03% 4.00% 13.76% 4.00%

0 2,710,962 458,397 0 0 147,716 47,400 82,143 30,810 12,636 33,220 7,265

50,000 0 578,457 0 0 359,185 120,276 201,793 75,848 34,848 47,397 109,391

50,000 0 580,376 175,028

50,000 0 581,330 564,132

0 0 954 389,104

n/a n/a 0.16% 100.00%

361,943 121,224 203,318 75,903 34,926 68,527 151,830

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

0 0 0 (1) (1) 0 0

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

$3,530,548

$1,577,198

$1,823,075

$2,213,131

$390,056

21.40%

$8,410,260 10,666,161 20,942 13,120 17,325 4,918 215,780 19,348,507

$8,140,432 11,797,667 22,679 5,895 21,500

14,770,417

13,201,927

16,548,968

15,199,165

(1,349,803)

-8.16%

$19,588,774

$18,298,928

$22,648,735

$21,442,772

($1,205,963)

-5.32%

($0)

$2,008,899

$0

$0

$0

n/a

35.00

38.75

40.25

0.25

0.70%

City of Coral Springs, Florida

40.50

49

Water and Sewer Fund Description Water bill for average single-family residence

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.

2015 2016 $ Increase % Increase Average Average (Decrease) (Decrease) Bill Bill Water Wastewater Total Monthly Bill

The Fiscal Year 2016 Water and Sewer budget totals $21,442,772. This amount represents a decrease of $1,205,963 or 5.3% from Fiscal Year 2015. This decrease is due to the $1,928,000 appropriated fund balance budgeted in FY 2015 for the funding of capital improvements offset by the FY 2016 recommended 3.5% rate increase.

Revenues

$21.87 $37.88 $59.75

$22.64 $39.20 $61.84

$0.77 $1.32 $2.09

3.5% 3.5% 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, 2015

Water and Sewer Fund Total Revenues - $21,442,772

The City will continue with the 3.5% annual rate adjustment recommended by the 2013 Water and Wastewater Study for Fiscal Years 2014-2018. 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 FY2016.

Water and Sewer Fund total revenues —$21,442,772

Other 1.4%

Water 39.4%

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 $ 2.09 on the total monthly water bill. Major revenues for the water and Sewer Fund include: Water: (39.4% of total revenue)

Wastewater 59.1%

$8,459,130

Revenue from the sale of water is estimated to increase by $286,058, or 3.5% compared to Fiscal Year 2015 budget This increase is due to the recommended 3.5% annual rate adjustment. Wastewater: (59.1% of total revenue) $ 12,680,259 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 2016, the rate to calculate the volumetric charge will be $3.82 per 1,000 gallons of water use. This represents a 3.5% annual rate adjustment. Appropriated fund balance (0% of total revenues) The allocation of surplus or fund balance will decrease by $1,928,000 or 100% compared to FY 2015. This decrease is due to the FY 2015 fund balance budgeted for the financing of specific capital projects in order to maintain the City’s water and sewer infrastructure. Other (1.4% of total revenue) $ 303,383 Other miscellaneous revenues include meter sales, private fire line fee, administrative fee for backflow certification, and interest income from fund balance.

50

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 2016 we will continue our efforts to control expenses and improve services to our customers. Major expenses in the Water and Sewer Fund include: Administration: $ 995,700 or 4.6% of total expenses Administration costs increased by $114,078 or 12.9% from the previous year’s budget. This increase is mainly due to the 100% funding of the Civil Engineer position previously partially funded in the General Fund.

Fiscal Year 2016 Annual Budget

Water and Sewer Total Expenditures - $21,442,772

Expenses (continued)

Water and Sewer Fund total expenses —$21,442,772

Water Distribution: $1,089,044 or 5.1% of total expenses The overall Water Distribution division is projected to increase by $20,221 or 1.9%.

Wastewater Treatment 25.7%

Wastewater Treatment: $5,513,827 or 25.7% of total expenses. Water Treatment expenses are expected to remain at FY 2015 budgeted levels.

Non-Operating 42.6%

Wastewater Collection: $1,155,196 or 5.4% of total expenses

Wastewater Collection 5.4%

The budget in this division decreased $76,198 or -6.2%

Administration 4.6%

Water Treatment: $ 3,003,667 or 14% of total expenses

Water Distribution 5.1%

Water treatment expenses increased 85,739 or 2.9%. The main driver of this increase was a true-up of the equipment chargeback for vehicles added to the department.

Water Treatment 14.0%

Capital 2.6%

Capital: $ 558,000 or 2.6% 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, replacement of portable generators and dead end water main automatic flushers.

Debt Service: $2,213,131 or 10.3% of total expenses The Utility debt service expense has increased $390,056 or 21.4% due to the addition of a $4.7M Revenue bond in early 2015. FY 2016 budgeted debt service represents the full annual costs related to the service of this loan. Non-operating: $ 6,914,207 or 32.2% of total expenses Non-operating expenses decreased by -$1,058,859 or -13.3%. This is primarily due to a reduction in the interfund transfer to the Renewal and Replacement Fund needed to support capital improvements.

Water and Sewer Fund revenue and expense summary Sources Revenues: Water Wastewater Charges for Services Meter Sales Interest Income Appropriated Fund Balance Total Revenues Uses Expenses: Personal Services Benefits Other Operating Operating Capital Debt Service Renewal and Replacement Insurance Other Non-Operating Total Expenses Rev. in Excess of Exp. Total full-time FTE's

FY 2012 Actual

FY 2013 Actual

FY 2014 Actual

FY 2015 Budget

FY 2016 Budget

$8,158,708 10,350,718 184,270 14,736 52,239 1,940,000 $20,700,671

$8,410,260 10,666,161 254,047 13,120 44,248 200,937 $19,588,774

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

$8,173,072 12,251,457 240,596 12,360 43,250 1,928,000 $22,648,735

$8,459,130 12,680,259 247,402 12,731 43,250 0 $21,442,772

$286,058 $428,802 $6,806 $371 $0 ($1,928,000) ($1,205,963)

3.5% 3.5% 2.8% 3.0% 0.0% -100.0% -5.3%

$1,783,057 828,300 7,717,410 740,823 2,876,185 2,778,488 453,859 2,260,423 $19,438,545

$1,767,428 835,923 7,341,890 697,948 3,530,548 2,554,500 480,527 2,380,010 $19,588,774

$1,844,885 907,677 1,771,080 573,360 1,577,198 3,113,250 533,639 7,977,838 $18,298,927

$2,144,838 994,637 8,455,708 1,239,000 1,823,075 4,583,000 565,017 2,843,460 $22,648,735

$2,221,234 1,015,407 2,988,555 18,411 2,213,131 3,344,000 642,759 8,999,275 $21,442,772

$76,396 $20,770 ($5,467,153) ($1,220,589) $390,056 ($1,239,000) $77,742 $6,155,815 ($1,205,963)

3.6% 2.1% -64.7% -98.5% 21.4% -27.0% 13.8% 216.5% -5.3%

$1,262,126 35.5

$0 35

$1,993,244 38.75

$0 40.25

$0 40.5

City of Coral Springs, Florida

$ Change from % Change from FY15 Budget FY15 Budget

$0 0.25

n/a 0.6%

51

Statement of Revenues and Expenses Health Fund Health Fund Budget Summary FY 2015 Adopted Budget

FY 2016 Adopted Budget

$9,308,329 555,212 1,545,141 0 21,493 214,921 11,645,096

$9,560,948 586,270 1,601,938 0 23,626 218,486 11,991,268

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

12,249

17,160

35,000

20,000

Recoveries: Premium/Retirees 632,420 Terminated/Cobra 23,172 Employees W/Dependent 518,810 Wellness 0 Other/Pharmacy Rebate 243,528 Subtotal Recoveries $1,417,931

700,963 9,774 553,341 0 355,198 1,619,276

660,000 20,000 590,000 0 120,000 1,390,000

$11,532,319 $13,281,532

Revenues Transfers: General Fund Water and Sewer Fund Fire Fund Solid Waste Fund General Insurance Fund Equipment Services Subtotal Transfers Interest Income

Total Revenues Expenses Health-Dental Contingency Long Term Disability Life Insurance Total Expenses Revenues in Excess of Expenses

Positions

FY 2013 Actual

FY 2014 Actual

$7,723,579 519,646 1,615,953 0 23,364 219,597 10,102,139

$ % Change From Change From FY15 Budget FY15 Budget

$349,474 $22,376 $81,264 $11,272 $69 $6,938 $471,393

3.66% 3.82% 5.07% n/a 0.29% 3.18% 3.93%

($15,000)

-42.86%

735,000 20,000 635,000 75,000 140,000 1,605,000

$75,000 $0 $45,000 $75,000 $20,000 $215,000

11.36% 0.00% 7.63% n/a 16.67% 15.47%

$13,416,268

$14,087,661

$671,393

5.00%

12,785,588 0 159,411 130,049

13,124,718 0 160,350 131,200

13,771,111 25,000 160,350 131,200

$646,393 $25,000 $0 $0

4.93% n/a 0.00% 0.00%

$11,474,688 $13,075,048

$13,416,268

$14,087,661

$671,393

5.00%

11,192,892 0 154,951 126,845

$57,631

$206,484

$0

$0

$0

n/a

1.25

1.25

1.50

1.50

0.00

n/a

9:42 AM10/13/2015

52

Fiscal Year 2016 Annual Budget

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 2016 Health Fund budget is $14,087,661. This represents an increase of $671,393 or 5.00% from the Fiscal Year 2015 adopted budget.

Revenues Interfund transfers: (88.5% of total revenues)

Expenses $12,462,661

Group health/dental program: (97.8% of total expenses)

$13,771,111

Interfund transfers from the General Fund, Water and Sewer, Fire, General Insurance, and Equipment Services funds increased by $471,393 or 3.9%. 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.

This represents health and dental insurance costs for the City, which is self-insured. This expense increased $646,393 or 4.9% from Fiscal Year 2015. This is due to expected higher cost for medical claims.

Recoveries: (11.3% of total revenues)

This represents the cost to cover long-term disability for full-time employees. This program has enabled the City to cap sick leave accruals at 480 hours per employee, while providing employees long-term disability coverage.

Long-term disability: (1.1% of total expenses)

$1,605,000

Recoveries are premiums and other charges to employees, terminated employees, and retirees for the service of health insurance. Recoveries revenue increased by $215,000 or 15.5%. This increase is mainly due to projecting a 11% increase in retiree’s premiums, 7% increase in employee’s contributions, 16% increase in pharmacy rebates and $75,000 for wellness rebates to be received from the Health Insurance company. Interest income: (0.1% of total revenues)

$160,350

Life insurance: (.9% of total expenses)

$131,200

The cost of life insurance for 2016 will remain at 2015 levels. Contingency:

$25,000

A contingency of $25,000 was budgeted to cover for differences in estimates versus actual payments.

$20,000

This income is an estimate of the interest earnings that will generate the fund balance during the fiscal year. Interest income for Fiscal Year 2016 is projected to decrease 42.9% from Fiscal Year 2015 budgeted income.

Health Fund revenue and expense summary Sources Revenues: Interfund Transfers Recoveries Interest Income Total Revenues Uses Expenses: Health-Dental Long-Term Disability Life Insurance Contingency Total Expenses Rev. in Excess of Exp. Total full-time FTE's

FY 2012 Actual

FY 2013 Actual

FY 2014 Actual

FY 2015 Budget

FY 2016 Budget

$11,350,581 1,244,749 30,032 $12,625,362

$10,102,139 1,417,931 12,249 $11,532,319

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

$11,991,268 1,390,000 35,000 $13,416,268

$12,462,661 1,605,000 20,000 $14,087,661

$471,393 $215,000 ($15,000) $671,393

3.9% 15.5% -42.9% 5.0%

$10,991,335 144,500 121,630

$11,192,892 154,951 126,845

$11,257,465

$11,474,688

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

$13,124,718 160,350 131,200 0 $13,416,268

$13,771,111 160,350 131,200 25,000 $14,087,661

$646,393 $0 $0 $25,000 $671,393

4.9% 0.0% 0.0% n/a 5.0%

$206,484 1.25

$0 1.5

$0 1.5

$0 0.00

n/a 0.0%

$1,367,897 1.25

$57,631 1.25

City of Coral Springs, Florida

$ Change from % Change from FY15 Budget FY15 Budget

53

General

Statement of Revenues and Expenditures InsuranceGeneral Fund Budget Summary Insurance Fund 9/2/2015 FY 2015 Adopted Budget

FY 2013 Actual

FY 2014 Actual

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

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

14,810

21,443

65,427 22,601 50,029 138,057

22,476 18,450 30,866 71,792

$2,870,964

$3,269,614

1,460,708 1,506,701 52,588

1,060,530 1,812,375 (163,168)

Total Expenses

$3,019,997

$2,709,737

Revenues in Excess of Expenses

($149,033)

$559,877

$0

1.50

1.50

1.50

Revenues Transfers: General Fund Water and Sewer Fund Fire Fund Health Fund Equipment Services Solid Waste fund Subtotal Transfers Interest Income Recoveries: Motor Vehicle Property Damage Workers' Comp Subtotal Recoveries Total Revenues Expenses Workers' Compensation Property/Motor Vehicle Liability Casualty/General Claims

Positions

54

FY 2016 Adopted Budget

$ % Change From Change From FY15 Budget FY15 Budget

$2,270,468 $2,457,333 636,326 716,154 386,848 419,754 2,680 2,718 26,575 27,183 0 1,359 3,322,897 3,624,501

$186,865 $79,828 $32,906 $38 $608 0 $301,604

8.23% 12.55% 8.51% 1.42% 2.29% n/a 9.08%

25,000

25,000

$0

0.00%

50,000 25,000 10,000 85,000

50,000 25,000 10,000 85,000

$0 $0 $0 $0

0.00% 0.00% 0.00% 0.00%

$3,432,897 $3,734,501

$301,604

8.79%

1,526,197 2,096,038 112,266

$44,797 $275,941 ($19,134)

3.02% 15.16% -14.56%

$3,432,897 $3,734,501

$301,604

8.79%

$0

n/a

1.00

66.67%

1,481,400 1,820,097 131,400

Fiscal Year 2016 Annual Budget

($0) 2.50

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 2016 General Insurance Fund budget totals $3,734,501. This represents an increase of $301,604 or 8.79% from the Fiscal Year 2015 adopted budget.

Revenues

Expenses

Interfund Transfers: (97% of total revenues)

$3,624,501

Workers’ compensation: (40.9% of total expenses)

Interfund transfer revenue consists of administrative fees charged to other funds for services related to workers’ compensation and property/casualty insurance. The fee for workers’ compensation is calculated proportionally using the number of full-time employees per fund. The annual cost of property/casualty is allocated among the General Fund, Fire Fund, and Water and Sewer Fund. The increase is primarily attributable to higher insurance premium costs in Fiscal Year 2016. Recoveries: (2.3% of total revenues)

$85,000

There is no change to projected recoveries revenue consisting of motor vehicle, property, and workers’ compensation recoveries. Interest Income: (0.7% of total revenues)

$1,526,197

Workers’ compensation claims are estimated to increase by $44,797 or 3%. Property/motor vehicle liability: (56.1% of total expenses)

$2,096,038

This represents a $275,941 or 15.2% increase for property/ motor vehicle liability due mainly to a rise in property insurance premium costs. Casualty/general claims: (3% of total expenses)

$112,266

Casualty/general claims will decrease by 14.6% from Fiscal Year 2015 budget.

$25,000

Interest earnings from fund balance are projected to remain the same as 2015.

General Insurance Fund revenue and expense summary

Sources Revenues: Interfund Transfers Recoveries Interest Income Total Revenues

FY 2012 Actual

FY 2013 Actual

FY 2014 Actual

FY 2015 Budget

FY 2016 Budget

$2,564,554 151,070 37,980 $2,753,604

$2,718,097 138,057 14,810 $2,870,964

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

$3,322,897 85,000 25,000 $3,432,897

$3,624,501 85,000 25,000 $3,734,501

$301,604 $0 $0 $301,604

9.1% 0.0% 0.0% 8.8%

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

$1,445,112 1,402,961 135,004 $2,983,076

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

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

$1,481,400 1,820,097 131,400 $3,432,897

$1,526,197 2,076,904 131,400 $3,734,501

$44,797 $256,807 $0 $301,604

3.0% 14.1% 0.0% 8.8%

($229,473) 1.5

($149,033) 1.5

$559,877 1.5

$0 1.5

$0 2.5

$0 1.0

n/a 66.7%

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

City of Coral Springs, Florida

$ Change from FY15 Budget

% Change from FY15 Budget

55

Statement of Revenues and Expenditures

Coral Springs Charter Charter SchoolSchool FundFund Budget Summary FY 2013 Actual

FY 2014 Actual

FY 2016 Adopted Budget

FY 2015 Adopted Budget

$ Change From FY15 Budget

% Change From FY15 Budget

Revenues Intergovernmental Other Revenue/ Miscellaneous Appropriation of Fund Balance

$10,762,282 66,078 0

$11,814,219 48,998 0

$11,137,221 39,192 252,500

$11,780,522 20,288 251,693

$643,301 ($18,904) ($807)

5.78% -48.23% -0.32%

Total Revenues

$10,828,360

$11,863,217

$11,428,913

$12,052,503

$623,590

5.46%

$9,772,729 1,420,000 49,850

$10,831,013 1,420,000 0

$9,876,413 1,420,000 132,500

$10,602,503 1,420,000 30,000

$726,090 $0 ($102,500)

7.35% 0.00% -77.36%

$11,242,579

$12,251,013

$11,428,913

$12,052,503

$623,590

5.46%

$0

$0

$0

n/a

Expenditures Operating Expenses (CSUSA) Transfer to General Fund-Lease Capital Total Expenditures Revenues in Excess of Expenditures

($414,219)

($387,796)

Coral Springs Charter School Fund Description Charter Schools USA (CSUSA), a professional education management company, operates the school on the City’s behalf. The Fiscal Year 2016 Charter School Fund budget is $12,052,503. This represents an increase of $623,590, or 5.46% from the Fiscal Year 2015 adopted budget.

Revenues

Expenditures

Intergovernmental: $11,780,522 (97.7% of total revenues)

Operating expenditures CSUSA: (88% of total expenditures)

This revenue represents funds received from Broward County for students attending the Coral Springs Charter School. Based on the updated calculation by the state for the new school year, revenues increased $643,301 or 5.8% from Fiscal Year 2015.

This represents the funds needed to operate the Coral Springs Charter School. Total operating expenses increased by $726,090 or 7.4%.

Other revenue: (0.17% of total revenues)

$20,288

A majority of this revenue represents funds received for interest income. Appropriation of fund balance: (2.09% of total revenues)

$251,693

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

Transfer to General Fund: (11.8% of total expenditures)

$10,602,503

$1,420,000

This represents a lease expense to repay the General Fund for all school-related expenses necessary to operate the Charter School including telephone, electricity, cable/satellite, water and sewer, waste disposal, pest control, building, and equipment repairs and maintenance. There is no change from the current year. Capital: $30,000 (0.2% of total expenditures) The majority of capital expenditures will be used for furniture replacement, computer equipment, and air conditioning repairs.

56

Fiscal Year 2016 Annual Budget

Statement of Revenues and Expenses Public Art Fund Public Art Fund Budget Summary FY 2013 Actual Revenues Public Art Fees Realized/Unrealized Gain/Loss Interest Rents and Royalties Appropriated Fund Balance Total Revenues

FY 2014 Actual

FY 2015 Adopted Budget

FY 2016 Adopted Budget

$ % Change From Change From FY15 Budget FY15 Budget

$27,387 0 6,904 2,670 0 $36,961

$85,299 (2,331) 5,259 1,460 0 $89,687

$15,000 0 8,500 3,000 195,500 $222,000

$15,000 0 5,000 3,000 184,000 $207,000

$0 $0 ($3,500) $0 ($11,500) ($15,000)

0.00% n/a -41.18% 0.00% -5.88% -6.76%

Expenditures Operating Expenses Capital Total Expenditures

$121,591 0 $121,591

$46,864 20,000 $66,864

$132,000 90,000 $222,000

$187,000 20,000 $207,000

$55,000 ($70,000) ($15,000)

41.67% -77.78% -6.76%

Revenues in Excess of Expenditur

($84,630)

$22,823

$0

$0

$0

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 2016 budget for the Public Art Fund totals $207,000, a decrease of $15,000 or 6.76% from Fiscal Year 2015.

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 public art are the main expenditures of the fund, along with consultants, materials, 10/13/2015 9:53 and AM supplies needed to support the Public Art Committee.

City of Coral Springs, Florida

57

Statement of Revenues and Expenses Equipment Services Fund

Equipment Services Fund Budget Summary FY 2016 Adopted Budget

FY 2015 Adopted Budget

$ % Change From Change From FY15 Budget FY15 Budget

FY 2013 Actual

FY 2014 Actual

$2,418,058 223,253 364,046

$2,538,942 234,414 382,246

$2,569,514 $237,237 $386,849

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

($160,934) (14,860) (24,228)

-6.26% -6.26% -6.26%

1,795,572 204,524 446,387

1,885,333 214,748 468,704

$1,979,600 $225,485 $492,139

$2,262,929 $284,710 $448,752

283,329 59,225 (43,387)

14.31% 26.27% -8.82%

52,463 135,964

(2,397) 157,921

50,000 103,000

50,000 120,000

0 17,000

0.00% 16.50%

179,168 3,431 0 5,822,866

43,226 2,333 0 5,925,471

45,000 3,500 0 6,092,324

45,000 3,500 0 6,208,469

0 0 0 116,145

0.00% 0.00% n/a 1.91%

0 2,024,740 2,024,740

37,123 3,414,461 3,451,584

258,509 4,711,900 4,970,409

219,235 3,408,550 3,627,785

(39,274) (1,303,350) (1,342,624)

-15.19% -27.66% -27.01%

$7,847,606

$9,377,054

$11,062,733

($1,226,479)

-11.09%

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

$767,561 354,659 2,157,239 2,446,483 5,725,942

$776,631 360,462 2,083,241 2,568,785 5,789,118

$829,384 370,394 2,156,831 2,697,224 6,053,833

$857,893 381,148 2,160,272 2,996,391 6,395,704

$28,509 10,754 3,441 299,167 341,871

3.44% 2.90% 0.16% 11.09% 5.65%

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

0 2,024,740 2,024,740

173,475 3,414,461 3,587,936

297,000 4,711,900 5,008,900

32,000 3,408,550 3,440,550

(265,000) (1,303,350) -1,568,350

-89.23% -27.66% -31.31%

$7,750,682

$9,377,054

$11,062,733

($1,226,479)

-11.09%

$96,924

$0

$0

$0

($0)

n/a

15.00

15.00

15.00

15.00

0

0.0%

Revenues Operating Revenues Fuel and Maintenance Transfers General Fund Water and Sewer Fund Fire Fund 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 Non-Operating Revenues Appropriations from Fund Balance Financial Strategy Equipment Purchases Total Non-Operating Revenue Grand Total Revenues

Grand Total Expenses Revenues in Excess of Expenses Positions

58

Fiscal Year 2016 Annual Budget

$9,836,254

$9,836,254

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 2016 Equipment Services Fund proposed budget totals $9,836,254. This represents a decrease of $1,226,479 or 11% from Fiscal Year 2015. 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 2016 through Fiscal Year 2026 is estimated to be $4.4 million.

Equipment Service Fund revenue and expense summary FY 2012 Sources Actual Revenues: Interfund Transfers $5,314,668 Parkland Maintenance Fee 84,088 Margate Maintenance Fee 3,495 Interest 109,075 Other 138,054 Approp Fund Balance (Fin. Strategy) 3,213,989 Approp Fund Balance (Eqt Purchases 1,900,449 Total Revenues $10,766,657

FY 2013 Actual $5,451,840 179,168 3,431 52,463 135,964 0 2,024,740 $7,847,606

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

$731,637 347,366 2,097,297 2,317,272 3,213,989 1,900,449 $10,608,010

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

$158,647 15

FY 2014 Actual

FY 2015 Budget

FY 2016 Budget

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

$5,890,824 45,000 3,500 50,000 103,000 258,509 4,711,900 $11,062,733

$5,989,969 45,000 3,500 50,000 120,000 219,235 3,408,550 $9,836,254

$99,145 $0 $0 $0 $17,000 ($39,274) ($1,303,350) ($1,226,479)

1.7% 0.0% 0.0% 0.0% 16.5% -15.2% -27.7% -11.1%

$767,561 354,659 2,157,239 2,446,483 0 2,024,740 $7,750,682

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

$829,384 370,394 2,156,831 2,697,224 297,000 4,711,900 $11,062,733

$857,893 381,148 2,160,272 2,996,391 32,000 3,408,550 $9,836,254

$28,509 $10,754 $3,441 $299,167 ($265,000) ($1,303,350) ($1,226,479)

3.4% 2.9% 0.2% 11.1% -89.2% -27.7% -11.1%

$96,924 15

$0 15

$0 15

$0 15

City of Coral Springs, Florida

$ Change from FY15 Budget

$0 0.0

% Change from FY15 Budget

n/a 0.0%

59

Revenues

• Charges for fleet services to neighboring cities are projected at $48,500. This amount remains the same as the Fiscal Year 2015 budget.

Major revenues in the Equipment Services Fund include: Interfund transfers: (60.9% of total revenues) $ 5,989,969

Expenses

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 decreased by 11% from Fiscal Year 2015. This is mainly due to a decrease in equipment replacement purchases.

Major expenses include: Personal and benefits: (12.6% of total expenses) $ 1,238,072 This represents an increase of $38,294 or 3.2% from Fiscal Year 2015.

For Fiscal Year 2016, interfund transfers into the equipment Services Fund are allocated as follows:

Chargeback Expense: (30.4% of total expenses) $2,996,391 The chargeback expense will increase by 11% or $299,167 from the previous year’s budget

• Chargeback: General Fund: $2,262,929; Fire $448,752; Water and Sewer Fund $284,710

Gasoline: (12.7% of total expenses) $1,250,000

• Fuel and maintenance transfers: General Fund $ 2,408,580; Fire $ 362,621; Water and Sewer Fund $222,377

Fuel expenses are expected to remain at previous years budgeted levels.

Appropriated Fund Balance: (36.9% of total revenues)$ 3,634,016

Other Operating Expenses: (9.6% of total expenses)

This revenue appropriation consists of $32,000 allocated for capital enhancements and $3,408,550 for replacement of vehicles and equipment.

$910,272

Miscellaneous Income: (2.2% of total revenues) $ 201,500

Other expenses include automotive parts, replacement tires for vehicles, chemicals, supplies, hand tools, vehicle warranties, costs to refurbish equipment, etc. This budget represents an increase of $3,441 or .4% from the Fiscal Year 2015 budget.

This source of revenue includes:

Equipment purchases: (34.7% of total expenses)

• Return on investment or interest earnings on fund balance during the fiscal year. The projected interest for Fiscal Year 2016 is budgeted at $50,000, remaining at the same FY 2015 budgeted levels.

This represents a decrease of $1,296,150 or 27.5% from the previous year. This decrease is due to planning for the replacement of 62 fleet items in Fiscal Year 2016(compared to 102 in Fiscal Year 2015).

• Auction of vehicles is estimated at $120,000. This amount represents a $17,000 or 16.5% increase from the previous year’s budget.

Ten-year fleet replacement cost $8.0 $7.0 $6.0

$6.9

$5.0

$5.3

$4.9

Millions

$4.0 $3.0 $2.0

$3.7 $3.4

$4.2

$3.7

$4.4

$3.9 $3.5

$1.0 $0.0

60

Fiscal Year 2016 Annual Budget

$4.1

$3,415,750

Statement of Revenues and Expenses Pension Contributions

Pension Fund Budget Summary

FY 2015 Adopted Budget

FY 2016 Adopted Budget

$10,791,786 1,738,654 108,877 0 45,267 7,899 6,171

$11,347,084 1,293,980 172,285 0 61,732 14,765 8,352

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

($113,469) ($134,068) $28,706 $3,113 $1,028 $460 $297

-1.00% -10.36% 16.66% n/a 1.67% 3.12% 3.56%

$13,817,646

$12,698,654

$12,898,198

$12,684,265

($213,933)

-1.66%

$8,700,000 2,700,000 1,402,310 510,536 0 500,000 4,800

$8,500,000 2,200,000 1,074,452 390,402 0 529,000 4,800

$8,275,000 2,000,000 1,545,620 543,778 0 529,000 4,800

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

($145,000) ($300,000) $15,983 $29,370 $185,714 $0 $0

-1.75% -15.00% 1.03% 5.40% n/a 0.00% 0.00%

$13,817,646

$12,698,654

$12,898,198

$12,684,265

($213,933)

-1.66%

$0

$0

$0

$0

$0

n/a

FY 2013 Actual

FY 2014 Actual

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

$11,860,518 1,748,523 134,625 0 56,256 9,851 7,873

Total Revenues 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

10/13/2015

$ % Change From Change From FY15 Budget FY15 Budget

The10:01 City HallAM In The Mall, located inside the Coral Square Mall, is one of two convenient locations in the City to apply for a U.S. passport.

City of Coral Springs, Florida

61

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 2016 Pension Fund allocation is $12,684,265. This represents a decrease of $213,933 or 1.66% reduction from the Fiscal Year 2015 budget.

Revenues

Employee (ICMA) expense: (12.3% of total expenses)

The $12,684,265 Pension budget has been allocated as follows: • $11,233,615 transfer from General Fund • $1,159,912 transfer from Fire Fund • $200,991 transfer from Water and Sewer Fund • $62,760 transfer from Equipment Services Fund • $15,225 transfer from Health Fund • $8,649 transfer from General Insurance Fund • $3,113 transfer from Solid Waste Fund

Expenses Police pension expense: (64.1% of total expenses)

$8,130,000

This represents a $145,000, or 1.8%, decrease from Fiscal Year 2015 budget. Since this is a defined benefit plan, it is necessary to maintain the appropriate funding levels for the pension’s obligation as determined by an actuary. EMS/Fire pension expense: (13.4% of total expenses)

$1,700,000

This defined benefit plan was established in 2005 for firefighters and paramedics. This represents a decrease of $300,000 or 15%. As a defined benefit plan, it is required to maintain the appropriate funding level for the pension’s obligation as determined by an actuary.

62

$1,561,603

This represents a $15,983 or 1% increase from Fiscal Year 2015. This is a defined contribution plan available to full-time general employees. Management (ICMA) expense: (4.5% of total expenses)

$573,148

This represents a $29,370 or 5.4% increase from Fiscal Year 2015. This is a defined contribution plan, based on salary, available to managers and supervisors. General employee pension expense: (4.2% 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 2016. OPEB $185,714 (1.5% 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. City Commission pension expense: (0.04% of total expenses)

$4,800

No change to the City Commission pension plan from Fiscal Year 2015. This is a former Commission closed pension plan with only one remaining participant.

Fiscal Year 2016 Annual Budget

Statement of Revenues and Expenses Solid Waste Fund

Solid Waste Fund Budget Summary FY 2013 Actual

Revenues

FY 2014 Actual

FY 2015 Adopted Budget

FY 2016 Adopted Budget

$ % Change From Change From FY15 Budget FY15 Budget

Solid Waste Non Franchise Appropriated Fund Balance

$0 $3,908,538 0 0

$3,972,005 185,004

$4,092,700 214,218

$120,695 29,214

3.04% 15.79%

Total Revenues

$0 $3,908,538

$4,157,009

$4,306,918

$149,909

3.61%

Operating Expenses Personal Services Benefits Interfund Transfer (to Capital)

$0 $2,995,990 n/a n/a 0 720,285

$4,121,009 n/a n/a 36,000

$4,174,480 $41,982 $18,956 71,500

$53,471 n/a n/a 35,500

1.30% n/a n/a 98.61%

Total Expenses

$0 $3,716,275

$4,157,009

$4,306,918

$149,909

3.61%

Revenues in Excess of Expenses

$0 $192,263

$0

$0

$0

n/a

# FTEs

0.00

0.00

0.75

0.75

n/a

Expenses

0.00

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. Beginning with Fiscal Year 2016 a portion of the administrative expenses for the Solid Waste Coordinator and Litter Control are included in the fund. The Fiscal Year 2016 Solid Waste Fund budget totals $4,306,918 which is an increase of $149,909 or 3.61% from Fiscal Year 2015.

Revenues Solid Waste Non-Franchise: (95% of total revenues)

Expenses $4,092,700

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 a portion is distributed to the Solid Waste Fund to cover the cost of collection and disposal fees. Appropriated Fund Balance: (5% of total revenues)

$214,218

A contingency has been set aside to cover additional costs, as more experience is needed to accurately budget for disposal costs.

Residential Solid Waste Assessment*

Operating Expenses: (97% of total expenses)

$4,174,480

This represents the cost for the waste hauler contract with Waste Pro and the waste disposal contracts with Sun Bergeron and Wheelabrator. Interfund Transfer: (1.7% of total expenses)

$71,500

These funds will establish a capital project to make improvements at the Waste Transfer Station.

2014

2015

2016

$220.92

$225.84

$234.75

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

City of Coral Springs, Florida

63

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

$0.2933 FY 2013 Actual

FY 2016 Adopted Budget

$

%

FY 2014 Actual

FY 2015 Budget

$1,508,312 4,495,695 282,860 50,000 9,441,272

$1,574,394 $ 2,378,418 $ 804,024 4,684,631 6,867,832 2,183,201 472,860 282,860 (190,000) 50,000 50,000 104,296 104,296 3,150 12,570 9,420 $6,785,035 $ 9,695,976 $ 2,910,941

Change from Change from FY15 Budget FY15 Budget

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

$2,081,501 3,596,864 282,860 50,000 100,000 1,700,000 14,302,475 78,170 129,940 (10,833) 16,981 $22,327,958

Total Revenues

114,409 4,670 $15,897,217

51% 47% -40% 0% 100% 299% 43%

Expenditures General Obligation Bond-2003A(Refunding) 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-2004 (Refunding in 2014) Capital Revenue Bond-2008 Capital Improvement Revenue Bond Series 2010** Lease Purchase Financing 2013*** Capital Revenue Note 2013 Municipal Complex-Phase 1 Loan 2014 Municipal Complex-Phase 2 Loan 2015 2016 Vital Capital Funding Advance Refunding Escrow Other - Trustee Fees

Total Revenue Bonds

$355,350 $ $ 607,150 607,375 531,354 526,479 551,438 345,582 1,250 1,500 2,046,542 1,480,936

$ $ 606,156 (606,156) 530,516 533,736 3,220 437,722 1,001,478 563,756 843,124 843,124 1,750 2,000 250 1,576,144 2,380,338 804,194

1,758,244 1,665,963 535,458 278,170 14,195 14,295,212 650 18,547,892

231,743 1,669,663 529,807 473,757 519,600 10,887,509 650 14,312,729

1,666,830 1,676,788 405,517 473,757 519,600 275,000 5,017,491

1,667,130 1,682,163 518,027 473,756 519,600 248,062 796,250 1,400,000 650 7,305,638

1,700,000 44,775 1,744,775

35,253 35,253

190,000 1,400 191,400

10,000 10,000

$22,339,209

$15,828,918

-100% 1% 129% n/a 14% 51%

300

0%

5,375

0%

112,510

28%

(0)

0%

0

0%

(26,938)

-10%

796,250

n/a

1,400,000 -

n/a -

650

0%

2,288,147

46%

Other Future Debt for Fire Aerial Truck Interfund Transfer Budget Amendment Issuance Costs

Total Other Total Expenditures

-

-100% -

8,600

614%

(181,400)

-95%

$6,785,036 $ 9,695,976 $ 2,910,940

43%

Revenues in Excess of Expenditures ($11,251) $68,299 *General Obligation Bond 2006 refunding in FY 2013 **Capital Improvement Revenue Bond Series 2010 (aka Build America Bond) issued in December 2010 ***Lease Purchase Financing was initiated in June 2013 for phone system

64

(190,000)

($0) $

Fiscal Year 2016 Annual Budget

-

$

(0)

n/a

Debt Service Fund Description The Debt Service Fund is used to account for the repayment of voter-approved long-term general obligation debt, as well as other long-term financing utilized by the City, including but not limited to franchise revenue bonds, capital revenue bonds and notes, lease purchase financing and bank loans. Ad valorem taxes are used to pay debt service on general obligation bonds; debt service obligations on all other financing is allocated to various City funds. See the table “Allocation of Debt Service for Fiscal Year 2016.” The Fiscal Year 2016 Debt Service Fund budget is $9,695,976. This represents an increase $2,910,940 or 43% from the Fiscal Debt ServiceofFund Revenues - $9,695,976 Year 2015 budget primarily due to the planned issuances of two additional funding in Fiscal Year 2016.

Revenues

Debt Service Fund revenues - $9,695,976

Revenue sources for the Debt Service Fund Fiscal Year 2016 budget include: Ad valorem taxes: (24.5% of total revenues)

$2,378,418

Ad valorem taxes represent a levy of $0.2933 per $1,000 of taxable assessed value on real and personal property. This debt service millage rate is calculated separately from the operating millage rate and covers the debt service on the City’s general obligation bonds (voted debt) only. There is no legal debt millage limit established by the state of Florida for municipalities, counties, or independent taxing districts. The City, however, complies with its self-imposed debt policy to limit its General Fund debt to no more than 12.5% of the total General Fund budget and limit total outstanding debt to 5% of the City’s total taxable assessed value. For more information, refer to ”Debt Management Policies” later in this section. Transfers from Other Funds: General Fund Transfer: (70.9% of total revenues) Fire Fund Transfer: (2.9% of total revenues) Water and Sewer Fund Transfer: (0.5% of total revenues)

Other 1.7%

$6,867,832 $282,860 $50,000

The transfers from these 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.

Ad Valorem Taxes 24.5% Fire Fund 2.9%

General Fund 70.9%

Expenditures The total GO (General Obligation) debt service budgeted in Fiscal Year 2016 is $2,380,338, or 24.5% of total expenditures. This debt service is for three outstanding GO bonds. • GO Refunding Bond Series 2005B This bond, issued July 6, 2005, matures October 1, 2018. Debt service totals $533,576 for principal and interest, leaving an outstanding balance at year-end of $1,510,000. This bond refunded the 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, 2027. Debt service for the year is $1,001,478 and the year-end balance will be $13,417,435. Refunding 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 bond was issued in January 2015 at a rate of 2.40% to fund four high priority projects: Upgrade Public Safety communications, construct two new fire stations, construct a new Safety Town, and renovate the CSI building. Debt service will be $843,124.

City of Coral Springs, Florida

65

Debt Service Fund Expenditures - $9,695,976 Total debt service for the remaining bonds is $7,305,638, or 75.4% of total expenditures. This covers payments for six currently outstanding debt issuances plus the estimated debt service for two additional issuances planned for Fiscal Year 2016.

Debt Service Fund expenditures - $9,695,976 Other 0.1%

General Obligation Bond 24.5%

• Franchise Revenue Bond Series 2014 To reduce interest costs, the 2004 Franchise Bonds were refunded at a new rate of 1.7%, issued June 3, 2014 to mature September 1, 2020. The 2004 Franchise Revenue bond had previously refunded the 1994, 1996, 1998 and 1999 Series. These bonds were issued to fund various Public Works projects, parks projects, as well as other major projects and infrastructure improvements. Debt service is $1,667,130, and the balance at year-end will be $6,402,708. • Capital Revenue Bond Series 2008 Issued August 14, 2008 for the purpose of refunding two capital revenue bonds from the Florida Intergovernmental Financing Commission, (FIFC 2001A and FIFC 2002B), matures September 1, 2021. This debt will be refunded early in Fiscal Year 2016 to take advantage of low interest rates. Debt service, budgeted at $1,682,163, was set well before the refunding. The outstanding balance is expected to be less than $8,000,000 after refunding. • Capital Revenue (RZED) Bond Series 2010 As part of the 2009 Federal stimulus (American Recovery and Reinvestment Act), the City issued taxable Recovery Zone Economic Development (RZED) bonds, receiving a rebate of 45% of the taxable interest paid. Issued December 14, 2010 with a maturity date of April 1, 2030, the City used the proceeds of the bonds to fund downtown improvements. Debt service net of the expected rebate is $413,731 and the year-end balance will be $4,643,995. • Capital Revenue Note 2013 Issued July 5, 2013 to mature September 1, 2023, this low interest rate debt (1.95%) funded various capital improvements detailed in the Fiscal Year 2013 Capital Improvement Plan. Debt service is $519,600, and the yearend outstanding balance will be $3,369,317.

Revenue Bond 75.4%

• Lease/Purchase Financing 2013 A critical technology and infrastructure upgrade was funded with a lease/purchase agreement dated June 20, 2013 with a maturity date of December 1, 2017. Debt service is $473,756, and the outstanding balance will be $913,830. • Municipal Complex Loan (Phase I) 2014 Funding sufficient to meet the near-term cash flow needs of the municipal complex project was obtained on September 10, 2014 with a maturity date of September 1, 2024. Interest-only debt service is budgeted at $248,062. With no principal payments planned until Fiscal Year 2021, the outstanding balance will remain at $10,043,000. • Planned New Debt Issuances 2016 New debt of $12 million for vital capital projects is planned. In addition, the remaining funding needed for the Municipal Complex project is expected to be issued. The following page offers a consolidated debt repayment schedule for the General Obligation Bonds as well as the other debt issuances discussed here. For more information regarding the City’s debt, refer to Debt Management on the following pages of this document.

Allocation of Debt Service for Fiscal Year 2016 Franchise Revenue Bond 2014 General Fund Fire Fund

Capital Capital Capital Revenue Improvement Revenue Bond 2008 Bonds (RZED) Note 2013 2010**

$1,534,270 $1,582,163 $132,860

$413,731

$519,600

$100,000

Water & Sewer Fund Total Allocations

$1,667,130 $1,682,163

$413,731 $519,600

Lease Purchase Financing 2013

$373,756

Municipal Complex Loan Ph. I 2014

Planned New Debt Issuances 2016

$248,062 $2,196,250

$6,867,831

$50,000

$282,860

$50,000

$50,000

$473,756

$248,062 $2,196,250

Ad Valorem Taxes*

$7,200,691 $2,378,418

*Ad Valorem Taxes are revenues collected via a debt millage on the tax bill for voter-approved General Obligation Bonds.

66

Allocations by Fund (Principal & Interest)

** RZED debt service shown net of interest rebate.

Fiscal Year 2016 Annual Budget

Debt Service Schedule Fiscal

GO

GO

GO

GO

Franchise Revenue

2008 Capital

Capital

Lease/Pur.

Municipal

Planned

1997

1997 CD

2006

2015

Refunding

Revenue

Revenue

Capital

(Phone System)

Cmplx Loan

New Debt

Refunding

Refunding

Refunding

Public Safety

(94,96,98,99,04)

Refunding

(RZED)

Revenue

Agreement

Phase I

Issuances

Series 2014

Series 2015

Series 2010

Series 2013

2013

2014

2016

Year Series 2005 A Series 2005 B Series 2013 Series 2015 Par Value $4,705,000 $5,855,000 $14,302,475 $12,450,000 Source/Lender Issue Date July 6, 2005 July 6, 2005 April 25,2013 Jan 23, 2015 Due Date/Last Maturity 10/1/2014 10/1/2018 2026 10/1/2029 Term (Yrs) T.I.C. 3.2984% 3.5803% 2.1800% 2.4000%

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

P I

575,000 32,375

430,000 96,479

55,176 290,406

DS EB

607,375 595,000

526,479 2,430,000

345,582 14,247,299

P Int

595,000 11,156

450,000 80,516

128,531 309,191

DS EB

606,156

530,516 1,980,000

437,722 14,118,768

P Int

470,000 63,736

701,333 300,145

DS EB

533,736 1,510,000

1,001,478 13,417,435

P Int

485,000 46,603

713,822 284,719

DS EB

531,603 1,025,000

998,541 12,703,613

P Int

500,000 28,750

730,783 268,973

DS EB

528,750 525,000

999,756 11,972,830

P Int

525,000 9,844

742,114 252,919

DS EB

534,844 0

995,033 11,230,716

P Int

1,302,892 230,628

DS EB

1,533,520 9,927,824

P Int

1,328,096 201,950

DS EB

1,530,046 8,599,728

P I

1,357,048 172,682

DS EB

1,529,730 7,242,680

P I

1,389,632 142,743

DS EB

1,532,375 5,853,048

P I

1,415,726 112,165

DS EB

1,527,891 4,437,322

P I

1,450,388 80,924

DS EB

1,531,312 2,986,934

P I

1,479,744 48,986

DS EB

1,528,730 1,507,190

P I

1,507,190 16,428

DS EB

1,523,618 0

P I DS EB

2029

P I DS EB

2030

TOTAL TOTAL TOTAL

P I

GO TOTAL

$37,312,475

$9,441,272

Sabadell June 3, 2014

1.7002%

$7,794,000

10/9/2015 9/1/2021

$5,913,000 $4,679,582 BB&T BBVA

Dec 14, 2010 July 05, 2013 Jun 20, 2013 Sep 1, 2023

1.7500%

‐ 1,225,000 39,234 444,663

$ 1,479,436 39,234 17,272,299 9,441,272

2.7995%

1.9502%

2.4474%

253,608 151,910

428,348 91,252

449,307 24,450

260,707 144,810

436,701 82,899

2.4700% 2,356,263 751,507 3,107,770 $ 40,747,735

430,083 ‐ 43,674 241,861

3,908,819 1,075,534

$ 1,574,394 1,666,830 1,676,788 405,517 519,600 473,757 241,861 16,098,768 7,934,944 8,780,000

4,912,001

3,814,533

1,354,439 10,043,000

4,984,352 $ 36,838,917

1,665,143 1,532,236 1,325,000 713,195 134,894 357,163

268,006 145,725

445,216 74,384

440,608 ‐ 33,148 248,062

4,011,066 993,376

843,124 $ 2,378,338 1,667,130 1,682,163 413,731 519,600 11,956,190 26,883,625 6,402,708 7,694,000 4,643,995 3,369,317

33,066,850 4,228,633 717,393

473,756 248,062 ‐ 462,439 10,043,000

28,838,218

462,439 ‐ 11,318 248,062

4,305,420 636,765

1,006,667 $ 2,535,173 1,667,305 1,620,640 412,822 519,600 473,756 248,062 10,481,358 22,979,188 3,255,864 4,696,000 4,085,264 2,452,670 ‐ 10,043,000

24,532,798

1,927,494 1,561,834 1,486,000 609,527 108,846 134,645

275,509 137,774

453,898 65,702

1,006,877 $ 2,537,021 1,670,680 1,620,645 413,283 519,600 11,227,518 24,956,131 4,840,874 6,208,000 4,368,486 2,915,419 746,160 260,507

764,068 242,384

1,976,943 1,585,010 1,512,000 558,230 82,295 108,640

283,222 129,600

2,031,182 1,614,862 1,540,000 505,146 55,350 82,180

291,150 121,198

462,749 56,851

471,773 47,827

1,006,452 $ 2,536,328 1,670,212 1,622,180 412,348 519,600 9,717,290 20,948,006 1,641,002 3,156,000 3,794,114 1,980,897 782,406 223,826

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

$ 4,942,185 $ 7,477,358

‐ 248,062

3,917,785 554,617

$ 4,472,402 $ 7,008,730

248,062 10,043,000

20,615,013

‐ 248,062

3,988,275 482,377

1,668,899 1,622,230 411,861 519,600 ‐ 1,589,000 3,494,813 1,499,925

248,062 10,043,000

16,626,738

2,129,279 406,773

299,301 112,560

1,589,000 27,808

490,351 29,249

1,051,000 248,062

3,438,031 408,799

1,299,062 8,992,000

13,188,707

2,177,460 358,046

316,294 94,553

2,755,000 222,102

3,571,207 336,342

1,005,776 $ 2,535,506 7,313,289 14,555,969

410,847 2,870,839

519,600 509,661

2,977,102 6,237,000

9,617,500

325,148 85,169

509,661 9,938

2,824,000 154,054

3,658,809 249,162

410,317 519,599 2,545,691 $ ‐

2,978,054 3,413,000

5,958,691

2,275,990 257,198

334,251 75,523

3,413,000 84,301

3,747,251 159,824

1,005,297 $ 2,533,188 5,612,923 10,050,245

409,774 2,211,440

3,497,301 ‐

2,211,440

820,412 185,364

840,102 165,438

307,680 103,681

$ 4,470,652 $ 7,010,404

1,616,808 411,361 519,600 ‐ 3,187,133 1,009,574

1,006,006 $ 2,536,052 8,133,701 16,733,429

2,229,734 308,181

1,005,540 $ 2,537,915 6,473,187 12,326,235 860,264 145,033

880,911 124,139

499,913 19,687

$ 3,846,830 $ 6,382,882

$ 3,907,549 $ 6,443,055

$ 3,907,971 $ 6,445,886

$ 3,907,075 $ 6,440,264

2,331,299 205,064

343,608 61,909

343,608 61,909

1,005,050 $ 2,536,363 4,732,012 7,718,946

$ 405,517 $ 2,941,880

405,517 1,867,832

1,867,832

2,381,796 151,730

353,228 52,290

353,228 52,290

1,004,796 $ 2,533,526 3,829,960 5,337,150

405,518 1,514,604

1,514,604

2,430,892 97,263

363,116 42,401

363,116 42,401

1,004,537 $ 2,528,155 2,906,258 2,906,258

405,517 1,151,488

1,151,488

373,282 32,236

373,282 32,236

902,052 102,744

923,702 80,835

945,870 58,400

945,870 58,400

$ 6,558,746

$ 4,946,026 $ 7,483,047

480,972 38,628

2,085,298 1,641,002 1,567,000 454,454 27,897 55,230

$ 4,587,206

$ 7,200,692 $ 9,579,030

473,756 248,062 2,196,250 913,830 10,043,000 451,392 ‐ 22,365 248,062

728,672 278,205

DEBT SERVICE TOTAL

Sep 10, 2014

1,669,663 405,518 519,600 473,756 10,055,000 5,172,708 4,251,234 1,784,521 10,043,000

1,173,531 1,506,328 1,275,000 400,863 160,502 401,788

493,810 349,314

$2,511,998 $10,043,000 Key Bank Raymond James

OTHER DEBT TOTAL

$ 405,518 $ 2,939,044

$ 405,517 $ 2,933,672

405,518 778,206

$ 405,518 $ 1,409,788

968,571 35,426

383,732 21,786

383,732 21,786

1,003,997 $ 1,003,997 991,817 991,817

405,518 394,474

394,474

1,004,270 $ 1,004,270 1,960,388 1,960,388 968,571 35,426

991,817 11,902

778,206

$ 405,518 $ 1,409,515

991,817 11,902

394,474 11,043

394,474 11,043

DS EB

1,003,719 $ 1,003,719 0 0

405,517 ‐

‐

P I DS

$ 4,705,000 $ 5,855,000 $ 14,302,475 $ 12,450,000 $ 37,312,475 $ 890,089 $ 1,521,956 $ 2,712,861 $ 2,468,339 $ 6,703,155 $ 5,595,089 $ 7,376,956 $ 17,015,336 $ 14,918,339 $ 44,015,630

$9,441,272 $609,017 $10,050,289

$17,069,000 $4,460,073 $21,529,073

Debt Service_the latest

$5,913,000 $1,897,719 $7,810,719

$ 405,517 $ 1,409,236 $4,679,582 $530,611 $5,210,193

City of Coral Springs, Florida

$2,511,998 $134,954 $2,646,952

$10,043,000 $2,190,691 $12,233,691

$30,173,580 $7,023,357 $37,196,937

10/27/2015

67

Debt Management The City of Coral Springs 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 the self-imposed policies detailed below. The City will begin Fiscal Year 2016 with a combined outstanding net debt of $90,615,408 and has plans for two additional issuances, $12 million for vital capital needs plus $22 million for Phase II of the Municipal Complex. The City’s total combined debt at the end of the fiscal year, September 30, 2016 is anticipated to be $114,535,572. General Obligation Bonds $26,883,625 Franchise Revenue Bonds $6,402,708 Capital Revenue Bonds/Notes/Loans $26,664,142 Planned New Debt $32,000,000 Water/Sewer Loans $11,425,000 State Revolving Fund Loans (W&S) $13,160,097 $116,535,572

General Obligation Debt 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 current dedicated debt millage is $0.2933 per $1,000 of taxable assessed value. Refer to the Debt Service Fund Description for details of each outstanding General Obligation bond issuance.

General Obligation Bonds

Outstanding Balance

2005B Refunding Series

$1,510,000

2013 Refunding Series

$13,417,435

2015 Series Public Safety

$11,956,190

TOTAL

$26,883,625

Debt Management Policies The City finances major capital equipment and facilities based on their expected economic lives. It is not prudent to spend operating cash on assets that have lives greater than five years. This is because long lived capital items are paid for gradually over their useful lives by an annual depreciation charge to the current accounting period. In addition, current relatively low interest rates make debt financing economical and wise compared to cash financing. The state of Florida has not imposed a legal debt limit on municipalities. The City, however, follows a number of self-imposed guidelines and policies in relation to debt management (see Financial Policies in the Appendix.) Illustrated here are the two debt policies. Annual General Fund debt service expense is limited to 12.5% of the total General Fund budget. The General Fund expenditures for Fiscal Year 2016 are budgeted at $107,846,903. The General Fund annual debt service will be $6,867,831, or 6.4%, well below the selfimposed limit of 12.5%.

Ratings 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.

Rating Agency

GO Bond Rating

Moody’s Investor Service

Aa1

Standard and Poor’s

AAA

Fitch

AAA

Recent Issues and Activities On November 4, 2014, Coral Springs voters approved a special bond referendum for a new issue of $12.45 million in General Obligation Bonds to improve the public safety communications system, replace Fire Stations 43 and 95, renovate the Crime Scene Investigation and Evidence storage facility, and build a new Safety Town Building.

General obligation debt outstanding shall not exceed 5% of the City’s taxable assessed value. At July 1, the Broward County Property Appraiser’s office advised the City’s taxable assessed value as $8,535,965,050. The 5% policy limit for outstanding general obligation debt would be $426,798,253. The City’s outstanding general obligation debt for Fiscal Year 2016 of $26,883,625 represents only 0.31% of the City’s taxable assessed value.

68

Debt Millage Rate

FY2012

FY2013

FY2014

FY2015

FY2016

$0.2911

$0.2906

$0.2033

$0.2038

$0.2933

Fiscal Year 2016 Annual Budget

Franchise Revenue Bonds

Water/Sewer Revenue Bonds/Loans

Franchise revenue bonds are secured by the issuer pledging specific revenues either from the project(s) being financed and/or other dedicated revenue sources such as franchise fees, utility service taxes, communications services taxes, sales taxes, etc... The 2004 Franchise Revenue bond was refunded in 2014 to take advantage of favorable interest rates.

Much of the water utility improvements identified in the City’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; all but one have been finalized. The Forest Hills Wellfield project is complete and the loan amount will be finalized upon completion of an audit by the DEP. The terms for each of these loans is 20 years; the annual interest rate has varied from 2.50% to 3.06%.

Franchise Revenue Bonds 2014 Refunding Series

Outstanding Balance $6,402,708

Capital Revenue Bonds/Notes/Loans Capital improvements, equipment, and facility projects are separated into “pay‐as‐you‐go” and “debt financing” classifications. Pay‐as‐you‐go capital items are usually $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 is used for major, non‐recurring capital purchases with a minimum of four years of useful life. When the City finances capital projects by issuing bonds or other debt, the goal is to amortize the debt over a term not to exceed the average useful life of the project(s) financed.

Capital Revenue Bonds, Notes, Loans

$7,694,000

Capital Improvement Bond (RZED) 2010

$4,643,995

Capital Revenue Note 2013

$3,369,317

Municipal Complex Loan Ph. 1 2014

TOTAL

Recent Issues and Activities 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 City’s water and sewer infrastructure.

Outstanding Balance

Capital Revenue Refunding Bond 2015

Lease/Purchase Financing 2013

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 included was a $6.7 million Phase 3 water plant improvement project and a $2 million booster station rehabilitation project. In December 2012, after conducting a competitive request for proposals process, the City executed a 20 year bank loan of $8,745,000 at an interest rate of 2.29% to fund these improvements.

$913,830 $10,043,000 $26,664,142

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

$380,291

SRF Loan: Sewer Rehab Phase II

$939,771

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

$4,641,684

SRF Loan: Raw Water Supply Wells

$1,477,552

SRF Loan: Transmission, Distribution, Interconnects

$2,673,930

SRF Loan: Source and Treatment

Recent Issues and Activities

SRF Loan: Forest Hills Wellfield

In 2014, the City enacted its financing strategy for the municipal complex to provide funding sufficient to meet project cash flow needs while minimizing interest and other expenses. After reviewing various maturity and structuring options, it was decided to execute a $10 million borrowing initially with another borrowing estimated at $22 million as the project progresses. Debt service of $796,250 is budgeted in Fiscal Year 2016 in the event this borrowing is executed. In addition, a borrowing for vital capital projects was contemplated by the City Commission as justification for the operating millage rate increase. This planned borrowing of approximately $12 million has a debt service of $1.4 million programmed into the Fiscal Year 2016 budget.

Outstanding Balance

SRF Total

$954,614 $2,092,255 $13,160,097

2012 Bank Loan

$7,295,000

2015 Bank Loan

$4,130,000

Water/Sewer Total Loans

$24,585,097

The following page offers a consolidated debt repayment schedule for the State Revolving Fund loans and the two additional water and sewer fund bank loans discussed here.

City of Coral Springs, Florida

69

Debt Service Schedule - Water and Sewer Loans SRF WW822020 Lift Stn Rehab Disbursable Amount + Capitalized Interest + Loan Service Fee Authorized Loan Amt $

FY10-FY33

70

525,646 10,513 536,159

SRF WW061610 Sewer Rehab II

SRF DW0603010 WTP Imprvmnts

SRF DW0603020 Wells

SRF DW0603030 Trans/Dist

1,037,813 8,943 20,756 1,046,756

5,142,514 289,016 115,771 5,431,530

1,809,728 36,955 40,013 1,846,683

2,983,328 68,813 84,000 3,052,141

$

$

$

$

SRF SRF DW061620 DW061630 Source/Trtmnt Forst Hills Wllfld

$

1,119,826 34,348 1,119,826

$

2,310,346 20,800 47,042 2,378,188

Water/Sewer Bank Loan Series 2012

Water/Sewer Bank Loan Series 2015

14,929,201 424,527 352,443 15,411,283

n/a n/a $ 8,745,000

n/a n/a $ 4,772,000

SRF Totals

$

2015

P I DS EB

23,447 11,479 34,926 404,380

42,534 25,993 68,527 983,400

220,919 141,024 361,943 4,868,834

76,216 45,008 121,224 1,555,909

122,626 80,692 203,318 2,800,001

44,276 31,627 75,902 1,000,255

95,291 56,539 151,830 2,189,944

625,309 392,362 1,017,671 13,802,724

395,000 185,376 580,376 7,700,000

170,000 30,253 200,253 4,602,000

2016

P I DS EB

24,089 10,836 34,926 380,291

43,629 24,898 68,527 939,771

227,150 134,793 361,943 4,641,684

78,357 42,867 121,224 1,477,552

126,071 77,247 203,318 2,673,930

45,641 30,261 75,902 954,614

97,688 54,142 151,830 2,092,255

642,626 375,044 1,017,671 13,160,097

405,000 176,330 581,330 7,295,000

472,000 92,132 564,132 4,130,000

2017

P I DS EB

24,749 10,177 34,926 355,542

44,753 23,774 68,527 895,017

233,557 128,386 361,943 4,408,128

80,559 40,666 121,224 1,396,993

129,613 73,705 203,318 2,544,317

47,048 28,854 75,902 907,566

100,146 51,684 151,830 1,992,110

660,425 357,246 1,017,671 12,499,672

415,000 167,056 582,056 6,880,000

481,000 82,683 563,683 3,649,000

2018

P I DS EB

25,427 9,499 34,926 330,115

45,907 22,621 68,527 849,111

240,144 121,799 361,943 4,167,983

82,822 38,402 121,224 1,314,171

133,254 70,063 203,318 2,411,063

48,499 27,403 75,902 859,067

102,665 49,165 151,830 1,889,444

678,718 338,953 1,017,671 11,820,954

425,000 157,552 582,552 6,455,000

491,000 73,053 564,053 3,158,000

2019

P I DS EB

26,123 8,803 34,926 303,992

47,089 21,438 68,527 802,021

246,918 115,026 361,943 3,921,066

85,149 36,076 121,224 1,229,022

136,998 66,320 203,318 2,274,065

49,995 25,908 75,902 809,072

105,248 46,582 151,830 1,784,197

697,519 320,152 1,017,671 11,123,435

430,000 147,820 577,820 6,025,000

500,000 63,223 563,223 2,658,000

2020

P I DS EB

26,838 8,087 34,926 277,154

48,302 20,225 68,527 753,719

253,882 108,061 361,943 3,667,184

87,541 33,683 121,224 1,141,481

140,847 62,471 203,318 2,133,218

51,536 24,366 75,902 757,536

107,895 43,935 151,830 1,676,301

716,842 300,828 1,017,671 10,406,593

440,000 137,973 577,973 5,585,000

511,000 53,213 564,213 2,147,000

2021

P I DS EB

27,573 7,352 34,926 249,580

49,547 18,980 68,527 704,172

261,043 100,900 361,943 3,406,141

90,001 31,224 121,224 1,051,481

144,804 58,514 203,318 1,988,414

53,125 22,777 75,902 704,411

110,610 41,221 151,830 1,565,691

736,702 280,968 1,017,671 9,669,890

450,000 127,897 577,897 5,135,000

521,000 42,983 563,983 1,626,000

2022

P I DS EB

28,328 6,597 34,926 221,252

50,823 17,704 68,527 653,349

268,406 93,537 361,943 3,137,735

92,529 28,695 121,224 958,952

148,872 54,446 203,318 1,839,542

54,763 21,139 75,902 649,648

113,392 38,438 151,830 1,452,299

757,114 260,557 1,017,671 8,912,776

465,000 117,592 582,592 4,670,000

531,000 32,553 563,553 1,095,000

2023

P I DS EB

29,104 5,821 34,926 192,148

52,133 16,394 68,527 601,216

275,976 85,967 361,943 2,861,759

95,129 26,096 121,224 863,823

153,055 50,263 203,318 1,686,487

56,452 19,451 75,902 593,196

116,245 35,585 151,830 1,336,054

778,093 239,578 1,017,671 8,134,683

475,000 106,943 581,943 4,195,000

542,000 21,922 563,922 553,000

2024

P I DS EB

29,901 5,024 34,926 162,246

53,476 15,051 68,527 547,740

283,760 78,183 361,943 2,577,999

97,801 23,423 121,224 766,022

157,355 45,963 203,318 1,529,133

58,192 17,710 75,902 535,003

119,169 32,661 151,830 1,216,885

799,655 218,016 1,017,671 7,335,028

485,000 96,066 581,066 3,710,000

553,000 11,071 564,071 -

2025

P I DS EB

30,720 4,206 34,926 131,526

54,854 13,673 68,527 492,886

291,764 70,179 361,943 2,286,235

100,549 20,676 121,224 665,473

161,776 41,542 203,318 1,367,357

59,987 15,916 75,902 475,017

122,167 29,663 151,830 1,094,718

821,816 195,855 1,017,671 6,513,213

495,000 84,959 579,959 3,215,000

2026

P I DS EB

31,561 3,364 34,926 99,965

56,267 12,260 68,527 436,619

299,993 61,950 361,943 1,986,242

103,374 17,851 121,224 562,099

166,321 36,997 203,318 1,201,036

61,836 14,066 75,902 413,180

125,240 26,590 151,830 969,478

844,592 173,078 1,017,671 5,668,620

505,000 73,624 578,624 2,710,000

2027

P I DS EB

32,426 2,500 34,926 67,539

57,717 10,810 68,527 378,903

308,455 53,489 361,943 1,677,787

106,278 14,946 121,224 455,821

170,993 32,325 203,318 1,030,043

63,743 12,159 75,902 349,437

128,391 23,439 151,830 841,087

868,002 149,669 1,017,671 4,800,618

520,000 62,059 582,059 2,190,000

2028

P I DS EB

33,314 1,612 34,926 34,226

59,204 9,323 68,527 319,699

317,155 44,788 361,943 1,360,633

109,264 11,961 121,224 346,557

175,797 27,521 203,318 854,246

65,708 10,194 75,902 283,729

131,621 20,210 151,830 709,467

892,062 125,609 1,017,671 3,908,556

530,000 50,151 580,151 1,660,000

2029

P I DS EB

34,226 700 34,926 -

60,729 7,798 68,527 258,970

326,100 35,843 361,943 1,034,533

112,334 8,891 121,224 234,224

180,736 22,582 203,318 673,510

67,735 8,168 75,902 215,994

134,932 16,899 151,830 574,535

916,791 100,880 1,017,671 2,991,766

540,000 38,014 578,014 1,120,000

2030

P I DS EB

62,294 6,233 68,527 196,677

335,298 26,645 361,943 699,235

115,490 5,735 121,224 118,734

185,814 17,504 203,318 487,696

69,823 6,079 75,902 146,171

138,326 13,504 151,830 436,209

907,044 75,701 982,745 2,084,721

555,000 25,648 580,648 565,000

2031

P I DS EB

63,898 4,629 68,527 132,778

344,755 17,188 361,943 354,479

118,734 2,490 121,224 (0)

191,034 12,283 203,318 296,662

71,976 3,926 75,902 74,195

141,806 10,024 151,830 294,403

932,204 50,541 982,745 1,152,517

565,000 12,939 577,939 -

2032

P I DS EB

65,545 2,982 68,527 67,233

354,479 7,464 361,943 0

196,401 6,916 203,318 100,260

74,195 1,707 75,902 0

145,373 6,457 151,830 149,030

835,993 25,527 861,520 316,524

2033

P I DS EB

67,233 1,294 68,527 0

149,030 2,800 151,830 (0)

316,524 5,492 322,016 0

100,260 1,399 101,659 (0)

P I

536,159 162,355

1,046,756 302,877

5,431,530 1,724,332

1,846,683 576,621

3,052,141 964,731

1,119,826 384,097

2,378,188 658,417

$ 15,411,283 $ 4,773,429

$8,745,000 $2,101,813

$4,772,000 $503,085

DS

698,514

1,349,632

7,155,862

2,423,304

4,016,872

1,503,923

3,036,605

$ 20,184,713

$10,846,813

$5,275,085

Fiscal Year 2016 Annual Budget

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 2016 is programmed at $39,127,935.

General Fund Water and Sewer Equipment Service Fund Fire Fund Solid Waste Fund Charter School Fund Public Art Fund Tree Trust Fund

$29,981,385 $4,814,000 $3,440,550 $755,500 $71,500 $30,000 $20,000 $15,000

Capital expenditure Fiscal Years 2016-2021 ($154,732,419) Solid Waste 0.3% Equipment Services 23.1%

The six-year Capital Improvement Program includes Fiscal Year 2016 budget and expenditure projections for the next five years. The total capital plan for Fiscal Years 2016 through 2021 is $154,732,419.

Capital expenditure Fiscal Year 2016 ($39,127,935)

Equipment Services 8.8%

General Fund 48.4%

Water and Sewer 22.8%

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.

Charter School 0.1%

Charter School 0.7% Fire Fund 4.6%

Solid Waste 0.2% Fire Fund 1.9%

Water and Sewer 12.3%

Public Art 0.1%

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 2016 through 2021. 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 2016 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.

Public Art 0.1% General Fund 76.6%

• Voter-approved general obligation debt outstanding will not exceed 5.0% of the City’s total taxable assessed valuation.

City of Coral Springs, Florida

71

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 (below). 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.

accompanied by a Fleet Replacement Form (below) 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 2016 capital budget through a CIP project ranking process. The goal of the CIP project ranking process is to reduce subjectivity when comparing projects and ensure that projects are ranked on a citywide perspective- balancing needs and budget with strategic priorities. This process evaluates each project based on four Principal and four Technical Criteria. Principal Criteria’s include: Quality of Life, Improves/Maintains City Facilities or Infrastructure, Economic Development, and Health/Public Safety. Technical Criteria includes: Regulatory Compliance, External Funding, Impact on Operating Budget, and Implication of Project Deferral. Departments are required to prioritize their projects by scoring their respective projects based on these criterion. A weight is applied to the evaluation criteria producing a Priority Ranking of all projects.

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 2016 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

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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.

Fiscal Year 2016 Annual Budget

CIP Project Categories: Capital projects are divided into one of three primary categories:

Computer Replacement Program contributions and expenses Fiscal Year 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

Capital improvement projects: The purchase, replacement, maintenance, and repair of infrastructure and fixed assets is budgeted and accomplished through the Capital Improvement Program. 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. 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 2016, the City will invest nearly $3.4M to replace vehicles and equipment that otherwise would be more costly to maintain. 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 on the right shows the annual investment cost to replace the existing inventory of computers.

Fleet Replacement Program contributions and expenses

Fiscal Year 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

Expenses $3,408,550 $6,885,524 $3,684,892 $4,207,544 $3,715,814 $3,909,565 $5,281,361 $3,555,112 $4,911,734 $4,361,712 $4,066,299

Contributed Depreciation $2,996,391 $3,325,994 $3,691,853 $3,876,446 $4,070,268 $4,273,782 $4,487,471 $4,711,844 $4,947,436 $5,194,808 $5,454,549

Intra Fund Transfer ($200,000) $217,412 $0 $0 $0 $0 $0 $0 $0 $0 $0

Estimated Interest $48,926 $43,293 $10,305 $10,478 $7,272 $10,889 $14,640 $6,847 $18,483 $19,025 $27,546

Planned Expenditures $980,924 $1,005,700 $744,400 $889,870 $609,500 $1,189,850 $1,040,300 $716,750 $877,820 $519,400 $1,282,900

Contributed Depreciation $381,092 $734,147 $787,554 $808,562 $830,620 $853,781 $878,100 $903,635 $930,446 $958,599 $988,159

Year‐end Balance $750,929 $479,375 $522,529 $441,221 $662,341 $326,271 $164,071 $350,955 $403,582 $842,780 $548,039

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. 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. 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.

Year-End Balance $4,329,335 $1,030,509 $1,047,776 $727,155 $1,088,881 $1,463,987 $684,736 $1,848,316 $1,902,501 $2,754,622 $4,170,418

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. Equity Financing— this is generally known as “pay-asyou-go” 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.

City of Coral Springs, Florida

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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 on the right lists the sources of financing for the capital budget in Fiscal Year 2016. Through the CIP evaluation and planning process, the City identified $12M in vital capital projects needing funding over the next three year period$6M identified in FY2016 and $6M in FY2017-2018. The City will borrow $12 million to fund these priority projects and the approved 5% millage rate increase will provide the necessary debt service funding for this loan.

CIP funding sources- Fiscal Year 2016 Funding Source Operating General Fund

$173,000

Fire Fund

$398,200

Equipment Services Fund Water and Sewer Fund

$3,408,550 $558,000

Equity Financing General Fund

$103,000

Equipment Service Fund

$32,000

Solid Waste Fund

$71,500

General Fund Loan

$28,020,474

Grants CDBG Justice Assistance Grant HOME Grant

$509,703 $14,900 $148,948

SHIP Grant

$561,360

Dept of Environ. Protection

$130,000

FEMA

$357,300

Grant Dependent

$320,000

Tree Trust Fund

$15,000

Public Art Fund

$20,000

Charter School Fund

$30,000

Renewal and Replacement Fund Revenue Bond Total FY 2016 CIP

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Budget

Fiscal Year 2016 Annual Budget

$3,344,000 $912,000 $39,127,935

Impact of CIP on the Operating Budget Operating Capital

CIP Operating Capital- Fiscal Year 2016

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 2016 totals $4,537,750.

Fund General Fund OSPS Software

$13,000

Keep Coral Springs Beautiful

$10,000

Total General Fund Operating CIP

The replacement of the existing Police and Fire public safety application software (OSSI) will impact the General Operating Fund by $150,000. Payments for this replacement of the OSSI software will continue through Fiscal Year 2019. Also included in the General Fund operating capital are funds for tennis center improvements and the Keep Coral Springs Beautifulre-engage for good program.

Fire

The Fire Funds operating capital for Fiscal Year 2016 totals $398,200. This allocation will be used for on-going improvements and upkeep of the fire stations, replacement of dive rescue equipment, thermal imagers, and structure burn props for the fire academy, the purchase of gas meters, automatic external defibrillators, turnout gear cleaning equipment, a forklift for the training center and Training Tracking and IA Pro Software. These funds will also continue to provide uniform members with extensive wellness screening and physical exams as well as support the ongoing program to install traffic light controllers at major intersections to allow safe and quick access to emergency vehicles. Please see CIP Operating Capital- Fiscal Year 2016 table for individual project costs.

$150,000

Tennis Center Improvements

General Fund

Fire Fund

Budget

$173,000

Dive Rescue Equipment

$40,000

Assistance to Firefighters

$39,700

Traffic Pre-Emption

$25,000

Fire Station 80 Awning Project

$25,000

Automatic External Defibrillators

$17,000

Turnout Gear Cleaning Equipment

$20,000

Thermal Imagers

$33,000

Training Tracking Software

$16,000

Structure Burn Replacement

$17,000

Gas Meters

$10,000

IA Pro Software

$17,500

Forklift/ Lull

$30,000

Fire Stations Painting & Improv.

$40,000

Physical Exam & Health Screenings

$68,000

Total Fire Operating CIP

$398,200

Water & Sewer

Water and Sewer Fund

Fire Hydrant Replacement Prog.

The Water and Sewer Fund’s operating capital of $558,000 will be used for ongoing replacement of fire hydrants, replacement of generators used during power outages at lift stations, continued inspection, repair and maintenance of water and wastewater values ensuring all components of the sanitary system will perform as needed during times of emergencies, two additions to the Utility fleet as well as other projects listed in the CIP Operating Capital -Fiscal Year 2016 table.

Broward Cty Water Conserv. Prog.

$29,000

Force Main Valve Repair/Repl Prog.

$87,000

Water Main Valve Repair/Repl Prog.

$87,000

Dead End Water Main Auto. Flusher

$75,000

CMMS

$55,000

Port Emerg. Generators for lift stat.

$80,000

SUV

$26,000

Equipment Services Fund In Fiscal Year 2016, the City is projecting a $3,408,550 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).

Gator Total Water & Sewer Operating CIP

$110,000

$9,000 $558,000

Equipment Fund Vehicle and Equip. Replacement

$3,408,550

Total Equipment Operating CIP

$3,408,550

City of Coral Springs, Florida

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

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 FY 2016 are comprised mainly of rehabilitation and improvements to the water and sewer facilities, virtual/data center infrastructure improvements in the Information Technology department, replacement of artificial turf and playground equipment in the Parks and Recreation Department, air conditioning maintenance, walkway renovation, road resurfacing in the Public Works departments and the construction phase of a new Municipal Complex. 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. The operating impacts of other nonrecurring CIP projects are measurable and have been included in the operating budget. For example, the Forest Hills Pedestrian Lighting Project will increase operating costs by approximately $7,224 for the installation of 86 poles. The addition of two vehicles in the Utilities division will have an impact on the City’s operating budget by increasing gasoline and maintenance costs. The additional fuel and maintenance cost for this new fleet is estimated at $1,650 and the annual depreciation charges for the use of this equipment is projected at $4,714. Some capital projects are associated with the reduction of operating expenses. For example, the OSPS Software application will replace up to 30 independent standalone applications resulting in a $30,000 annual savings. Capital projects could also effect revenue as with the 50-meter pool replacement. This project will result in a loss of revenue while the pool is under reconstruction. This operating impact is estimated at $39,000. The net operating impact of these CIP projects in FY 2016 is $22,588 as shown in the venn diagram below. For a full list of FY2016 CIP projects and related operating impact, please see CIP descriptions at the end of this section.

CIP impact on the operating budget Fiscal Year 2016

Operating Budget $166,506,799

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CIP Impact $22,588

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 2016, 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 2016 is $519,600. In addition, 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 $19M will be borrowed in FY 2016 to finance the construction phase of the Municipal Complex and debt service of $ 796,250 is budgeted in FY 2016 for this 20 year estimated 3.5% borrowing. In addition, the City plans to borrow $12M to finance vital capital improvements for the General Fund. The interest rate for this loan is estimated at 3.5% and the life is 10 years. In Fiscal year 2016, the City has budgeted $1.4M in the General Fund to begin repayment of this loan. The City has secured long term financing from the Florida Department of Environmental Protection State Revolving Fund (SRF) loan program for the improvements at the Water Treatment Plant as well as throughout the entire water and sewer system. The interest rate for this financing is 60% of the market rate, resulting in low-cost financing for these improvements over a term of 20 years. Approximately $15 million in SRF financing has been obtained and most of the projects completed (i.e. replacement of existing wells, construction of new raw water supply, and improvements at lift stations). In Fiscal Year 2016, debt service totaling $1,017,671 is allocated in the Water and Sewer fund for the repayment of exiting SRF loans. The City will 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 2016 is programmed at $581,330. 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 2016, $564,132 is allocated for the repayment of this 2.002% 10 year loan.

Capital Improvement Budget $39,127,935

Fiscal Year 2016 Annual Budget

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

Vehicle Maintenance & Gas

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. 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. Chargeback is a term used to describe the method to reimburse the Equipment Service Fund for the usage of an asset over its 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 2016 is $2,996,391 of which $2,262,929 impacts the General Fund, $284,710 is allocated to the Water and Sewer Fund, and $ 448,752 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 2016 totals $ 2,993,578. This represents a 6.3% decrease from Fiscal Year 2015 allocation representing lower fuel costs. The impact to the City’s general operating fund is $2,408,580. The Fire Fund allocation for Fiscal Year 2016 is $362,621, and the Water and Sewer Fund’s portion is $222,377. Vehicle Chargeback Fire Fund

General Fund

$284,710

$2,262,929

Water and Sewer $ 448,752

Fire Fund

General Fund $222,377

Water and Sewer $ 362,218

$2,408,580

Grants The City of Coral Springs is continually seeking grant opportunities to help finance projects that support its five strategic priorities and link to Business Plan initiatives. Grants from Federal, Local, and State sources are researched and applied for with the ultimate goal of funding specific projects that meet our customers’ needs while lowering departmental operating costs. For Fiscal Year 2016, the City projects $2,042,211 in grants to assist with funding of necessary capital projects, as described in the table below. This year’s grant funds impact the City’s operating budget by supplementing 5.2% of the total capital expenditure for Fiscal Year 2016.

FY 2016 Capital projects financed via grants Source of grant

CDBG

JAG

Project Housing Rehabilitation Pedestrian Lighting for Forest Hills Blvd Youth scholarships Senior recreational activities Replace tasers Handgun Replacement

Allocation $49,134 $365,000 $50,000 $45,569 $10,000 $4,900

HOME Grant

Housing Rehabilitation

$148,948

SHIP Grant

Housing Rehabilitation

$561,360

Meadows and Dells

$130,000

Assistance To Fire Fighters Residential Construction Mitigation Splash Pad

$357,300

Department of Environmental Protection FEMA Grant Dependent

City of Coral Springs, Florida

$200,000 $120,000

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Capital Improvement Summary by Fund Fund 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

11/18/2015

78

FY 2015 Budget $5,478,528 $21,735,626 $90,000 $0 $9,457,000 $5,008,900 $30,000 $36,000 $41,836,054

FY 2016 Adopted $755,500 $29,981,385 $20,000 $15,000 $4,814,000 $3,440,550 $30,000 $71,500 $39,127,935

FY 2017 Plan $759,000 $7,747,661 $20,000 $0 $4,545,000 $8,210,524 $545,653 $227,000 $22,054,838

FY 2018 Plan $4,790,000 $2,788,142 $20,000 $0 $6,192,500 $6,684,892 $506,092 $200,000 $21,181,626

FY 2019 Plan $276,000 $15,760,100 $20,000 $0 $6,582,000 $9,007,544 $30,000 $0 $31,675,644

1:45 PM

Fiscal Year 2016 Annual Budget

FY 2020 Plan $293,000 $11,423,042 $20,000 $0 $5,899,000 $4,445,814 $0 $0 $22,080,856

FY 2021 Total Cost Plan FY 2016-2021 $306,000 $7,179,500 $7,133,955 $74,834,285 $20,000 $120,000 $0 $15,000 $7,242,000 $35,274,500 $3,909,565 $35,698,889 $0 $1,111,745 $0 $498,500 $18,611,520 $154,732,419

CIP Budget by Funding Source- All Funds Funding Source Operating General Fund Fire Fund W&S Fund Equipment Services Fund Total Operating

FY 2016 Budget

FY 2015 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total Cost FY 2016-2021

$200,000 286,730 1,239,000 4,711,900 6,437,630

$173,000 398,200 558,000 3,408,550 4,537,750

$150,000 259,000 585,000 6,885,524 7,879,524

$150,000 290,000 1,244,500 3,684,892 5,369,392

$76,000 276,000 576,000 4,207,544 5,135,544

$0 293,000 534,000 3,715,814 4,542,814

$0 306,000 484,000 3,909,565 4,699,565

549,000 1,822,200 3,981,500 25,811,889 32,164,589

1,165,327 36,000 297,000 1,498,327

103,000 71,500 32,000 206,500

0 227,000 0 227,000

0 200,000 0 200,000

0 0 0 0

0 0 0 0

0 0 0 0

103,000 498,500 32,000 633,500

886,500 886,500

0 0

0 0

0 0

0 0

0 0

0 0

0 0

Grants CDBG Grant Justice Assistance Grant SHIP Grant FLDOE Grant CFB Grant FEMA AFG Dept of Environ Protection Grant Federal Transp. Enhancement TAP Grant HOME Grant Grant Dependent Total Grants

501,421 17,044 561,360 250,000 22,077 0 0 405,000 0 156,897 311,798 2,225,597

509,703 14,900 561,360 0 0 357,300 130,000 0 0 148,948 320,000 2,042,211

145,134 0 561,360 0 0 0 0 0 1,000,000 148,948 200,000 2,055,442

145,134 0 561,360 0 0 0 0 0 0 148,948 200,000 1,055,442

145,134 0 561,360 0 0 0 0 0 0 148,948 200,000 1,055,442

145,134 0 561,360 0 0 0 0 0 700,000 148,948 200,000 1,755,442

147,134 0 561,360 0 0 0 0 0 0 148,948 200,000 1,057,442

1,237,373 14,900 3,368,160 0 0 357,300 130,000 0 1,700,000 893,688 1,320,000 9,021,421

Renewal and Replacement Total R&R Fund

4,583,000 4,583,000

3,344,000 3,344,000

3,960,000 3,960,000

2,809,000 2,809,000

3,830,000 3,830,000

3,215,000 3,215,000

4,608,000 4,608,000

21,766,000 21,766,000

10,000,000 3,635,000 0 12,450,000 26,085,000

28,020,474 912,000 0 0 28,932,474

4,392,219 0 2,975,000 0 7,367,219

1,582,700 2,139,000 7,500,000 0 11,221,700

14,628,658 2,176,000 4,800,000 0 21,604,658

9,667,600 2,150,000 730,000 0 12,547,600

6,076,513 2,150,000 0 0 8,226,513

64,368,164 9,527,000 16,005,000 0 89,900,164

30,000 30,000

30,000 30,000

545,653 545,653

506,092 506,092

30,000 30,000

0 0

0 0

1,111,745 1,111,745

Tree Trust Fund Total Tree Trust Fund

0 0

15,000 15,000

0 0

0 0

0 0

0 0

0 0

15,000 15,000

Public Art Fund Total Public Art Fund

90,000 90,000

20,000 20,000

20,000 20,000

20,000 20,000

20,000 20,000

20,000 20,000

20,000 20,000

120,000 120,000

41,836,054

$39,127,935

22,054,838

21,181,626

31,675,644

22,080,856

18,611,520

154,732,419

Equity Financing General Fund Solid Waste Fund Equipment Services Fund Total Equity Financing Reserves General Fund Facilities Total Reserves

Debt Service Loan (General Fund) Revenue Bond (W&S) Potential Loan (Westside Complex) General Obligation Bond Total Debt Service Other Funds Charter School Fund Total Charter School Fund

Total CIP

City of Coral Springs, Florida

79

Major Capital Projects by Department Department/Fund Aquatics

Development Services

Police Public Works

Transportation

Parks & Recreation

Capital Project 50 Meter Pool Upgrade

FY 2016 Budget

Funding Source

$1,500,000 General Fund Loan

Enclosed Flume Slide

$160,000 General Fund Loan

Housing Rehabilitation

$148,948 HOME Grant

Housing Rehabilitation

$561,360 SHIP Grant

Residential Construction Mitigation

$200,000 Grant Dependent

Body Cameras

$165,000 General Fund Loan

Field Force Equipment

$150,000 General Fund Loan

Pedestrian Lighting Forest Hills Blvd

$450,000 CDBG ($365k) General Fund Loan ($85k)

Air Conditioning Maintenance

$150,000 General Fund Loan

New & Existing Walkway Renovations

$110,000 General Fund Loan

Road Resurfacing Program

$850,000 General Fund Loan

Meadows and Dells Improvement

$130,000 Department of Environmental Protection Grant

15 Year Playground Equipment

$150,000 General Fund Loan

Splash Pad System for Betti Stradling Park

$120,000 Grant Dependent

Artificial Turf Fields

$850,000 General Fund Loan

City Manager Office

Municipal Complex Construction

Equipment Services

Vehicle and Equipment Replacement

$3,408,550 Equipment Fund Operating Capital

Infiltration/Inflow Correction Program

$1,000,000 Renewal and Replacement

$22,000,000 General Fund Loan

List Station Rehab Program

$500,000 Renewal and Replacement

Cast Iron Water Main Replacement

$348,000 Renewal and Replacement

Upgrade Force Main for Lift Station 21-C

$350,000 Renewal and Replacement

Force Main Integrity Evaluation

$115,000 Renewal and Replacement

Wiles Road Utilities Relocation

$708,000 Renewal and Replacement

Additional Downtown Improvements

$229,000 Renewal and Replacement

Force Main System Improvements

$670,000 Revenue Bond

Project Contingency

$242,000 Revenue Bond

Fire Hydrant Replacement Program

$110,000 Water & Sewer Operating Capital

Fire Fund

Assistance to Fire Fighters Program

$357,300 FEMA Grant

Center for the Arts

Roof Repair and Replacement

$225,000 General Fund Loan

OSPS Software

$150,000 General Fund Operating Capital

Virtual Infrastructure Growth

$240,000 General Fund Loan

Next Generation Firewall

$385,000 General Fund Loan

Finance/HR ERP

$425,000 General Fund Loan

Water and Sewer Fund

Information Technology

*Major capital projects listed are those $ 100,000 and greater

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Fiscal Year 2016 Annual Budget

Major Capital Projects by Location Capital Projects Citywide Infiltration/inflow correction program Lift station rehabilitation program Cast Iron Water Main Replacement Force Main Integrity Evaluation Vehicles and equipment replacement Residential Construction Mitigation

Force Main System Improvements Fire Hydrant Replacement Program OSPS Software Virtual Infrastructure Growth Air Conditioning Maintenance Housing Rehabilitation

Lift Station 21-C Upgrade Force Main Center for the Arts

Next Generation Firewall Finance/HR ERP Assistance to Fire Fighters Program Body Cameras Field Force Equipment New and Existing Walkway Renovations

Downtown

Pineridge

W & S Improvements

Road Resurfacing

Betti Stradling Park Splash Pad

Wiles Road

Roof Repair & Replacement

Utilities Relocation

Aquatic Center Municipal Complex

50 Meter Pool Upgrade

Construction

Cypress Park

Meadows & Dells

Artifical Turf Replacement

Drainage Improvements

Forest Hills Park Cypress Pool

Playground Replacement

Enclosed Flume Slide

Forest Hills Blvd Pedestrian Lighting

Whispering Oaks Park Playground Equipment

Facility Street name Capital project

City of Coral Springs, Florida

81

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

Funding Source Operating—General Fund Information Services Sportsplex/Tennis Transportation Operating—General Fund Total CDBG Grant Aquatics- Cypress Pool Development Services Parks and Recreation Public Works CDBG Grant Total Justice Assistance Grant Police Justice Assistance Grant Total Grant Dependent Development Services Parks and Recreation Grant Dependent Total Loan Aquatic Complex Aquatics- Cypress Pool Aquatics- Mullins Center For The Arts Development Services 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 Dept of Environ Protection Grant Transportation Dept of Environ Protection Grant Total TAP Grant Transportation TAP Grant Total Potential Loan Police Potential Loan Total Equity Financing Capital Emergency Medical Services Public Works Equity Financing Capital Total Total General Fund CIP

82

FY 2016 Adopted

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total Cost FY 2016-2021

150,000 13,000 10,000 173,000

150,000 0 0 150,000

150,000 0 0 150,000

67,000 9,000 0 76,000

0 0 0 0

0 0 0 0

517,000 22,000 10,000 549,000

33,000 49,134 62,569 365,000 509,703

33,000 49,134 63,000 0 145,134

33,000 49,134 63,000 0 145,134

33,000 49,134 63,000 0 145,134

33,000 49,134 63,000 0 145,134

35,000 49,134 63,000 0 147,134

200,000 294,804 377,569 365,000 1,237,373

14,900 14,900

0 0

0 0

0 0

0 0

0 0

14,900 14,900

200,000 120,000 320,000

200,000 0 200,000

200,000 0 200,000

200,000 0 200,000

200,000 0 200,000

200,000 0 200,000

1,200,000 120,000 1,320,000

1,556,000 160,000 0 447,500 0 30,000 1,111,000 1,000,000 400,974 355,000 0 960,000 22,000,000 28,020,474

547,500 0 0 373,500 0 108,319 1,016,000 400,000 407,000 353,900 0 1,186,000 0 4,392,219

35,000 0 0 95,700 0 69,000 390,000 700,000 143,000 0 0 150,000 0 1,582,700

1,186,500 112,000 47,000 354,100 385,762 112,390 870,756 5,420,000 1,139,400 890,250 1,530,500 2,570,000 10,000 14,628,658

292,500 52,500 25,000 29,500 0 72,000 1,140,000 3,523,000 386,000 709,100 103,000 3,335,000 0 9,667,600

235,000 59,500 30,000 9,500 0 129,000 970,000 1,573,000 125,000 581,480 154,000 2,210,033 0 6,076,513

3,852,500 384,000 102,000 1,309,800 385,762 520,709 5,497,756 12,616,000 2,601,374 2,889,730 1,787,500 10,411,033 22,010,000 64,368,164

148,948 148,948

148,948 148,948

148,948 148,948

148,948 148,948

148,948 148,948

148,948 148,948

893,688 893,688

561,360 561,360

561,360 561,360

561,360 561,360

561,360 561,360

561,360 561,360

561,360 561,360

3,368,160 3,368,160

130,000 130,000

0 0

0 0

0 0

0 0

0 0

130,000 130,000

0 0

1,000,000 1,000,000

0 0

0 0

700,000 700,000

0 0

1,700,000 1,700,000

0 0

1,150,000 1,150,000

0 0

0 0

0 0

0 0

1,150,000 1,150,000

94,000 9,000

0 0

0 0

0 0

0 0

0 0

94,000 9,000

103,000

0

0

0

0

0

103,000

29,981,385

7,747,661

2,788,142

15,760,100

11,423,042

7,133,955

74,834,285

Fiscal Year 2016 Annual Budget

CIP Project Descriptions- General Fund PROJECT NAME

OSPS Software

Budget

STRATEGIC PRIORITY Innovative,high performing organization Project Cost

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

150,000 150,000 150,000 67,000 ‐

FY 2021 Plan

‐

Total

517,000

FUNDING SOURCE

General Fund Operating

DEPARTMENT

Information Technology Total Project Cost 120,000 120,000 120,000 37,000 (30,000) (30,000) 337,000 This unified software will replace up to 30 independent, standalone software applications in the Police and Fire Departments which allows for more efficient software maintenance. This project also enhances the useful life of the Motorola Radio System upgrade and enables automatic vehicle location service.

DESCRIPTION

PROJECT NAME

Keep Coral Springs Beautiful

STRATEGIC PRIORITY Attractive Community

Operating Impact

Budget

(30,000) (30,000) (30,000) (30,000) (30,000) (30,000) (180,000)

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

Project Cost

10,000 ‐

‐

‐

‐

‐

10,000

Operating Impact

‐

‐

‐

‐

‐

‐

FUNDING SOURCE

General Fund Operating

DEPARTMENT

Public Works‐ Transportation Total Project Cost 10,000 ‐ ‐ ‐ ‐ ‐ 10,000 Funds represent the Keep Coral Springs Beautiful project. This project involves baby boomers leading a team of parents and teens to remove litter from designated streets within the City. Previous years fuding was made in part through a CFB grant. In FY2016, the City will continue to fund this project which goal is to keep the streets aesthetically beautiful, environmentally safe and reduce the number of litter complaints.

DESCRIPTION

PROJECT NAME

Next Generation Firewall

Budget

STRATEGIC PRIORITY Innovative,high performing organization Project Cost

FY 2016 Budget

‐

FY 2017 Plan

385,000 ‐

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

Total

385,000

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Information Technology Total Project Cost 385,000 70,000 70,000 70,000 70,000 70,000 735,000 A next‐generation firewall (NGFW) is a hardware based network security system that is able to detect and block sophisticated computer attacks by enforcing security policies at the application level. The City’s existing firewalls do not offer this level of protection as they are based on blocking traffic originating from a specific port or computer address. The NGFW will protect all City computer systems through a real‐time threat prevention mechanism that monitors all data that enters or leaves the City computer network.

DESCRIPTION

PROJECT NAME

Virtual Infrastructure Growth

Operating Impact

Budget

STRATEGIC PRIORITY Innovative,high performing organization Project Cost

‐

FY 2018 Plan

FY 2016 Budget

70,000 70,000 70,000 70,000 70,000 350,000

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

240,000 240,000 200,000 200,000 250,000 250,000 1,380,000

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Information Technology Total Project Cost 240,000 240,000 200,000 200,000 250,000 250,000 1,380,000 This project is to grow the data storage infrastructure based on increased departmental requirements. The current environment will support the City's needs through 2015, but will have limited ability to address the projected requirements for 2016 and beyond. As data retention requirements increase, additional storage capacity will be needed.

DESCRIPTION

PROJECT NAME

Drainage System Renewal

Operating Impact

Budget

STRATEGIC PRIORITY Innovative,high performing organization Project Cost

‐

FY 2016 Budget

‐

FY 2017 Plan

‐

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

Total

9,000 ‐

‐

9,000 9,500 10,000 37,500

‐

‐

‐

FUNDING SOURCE

General Fund Equity

DEPARTMENT

Public Works Total Project Cost 9,000 ‐ ‐ 9,000 9,500 10,000 37,500 This project is for the 5‐year renewal of drainage system permits. There are now 32 permits in the data base, with an approximation of 8 permits renewed on an annual basis over a 5 year projection .

DESCRIPTION

PROJECT NAME

Data Center Infrastructure

Operating Impact

Budget

STRATEGIC PRIORITY Innovative,high performing organization Project Cost

FY 2016 Budget

‐

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

Total

61,000 501,000 70,000 71,328 550,000 70,000 1,323,328

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Information Technology Total Project Cost 61,000 501,000 70,000 71,328 550,000 70,000 1,323,328 Based on application changes and growth in data access requirements by City departments, Information Technology will have to stay ahead of user demands. To accomplish this task, additional data center infrastructure and server hardware replacement will be needed. Additional data center infrastructure capacity is required to keep pace with the growth and complexity of City applications and the data storage that will result. Server replacement process has to be in place to accommodate new and existing applications.

DESCRIPTION

Operating Impact

‐

‐

City of Coral Springs, Florida

‐

‐

‐

‐

‐

83

PROJECT NAME

Finance /HR ERP System

Budget

STRATEGIC PRIORITY Innovative,high performing organization Project Cost

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

425,000 ‐

‐

‐

‐

‐

425,000

‐

‐

‐

‐

‐

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Information Technology Total Project Cost 425,000 ‐ ‐ ‐ ‐ ‐ 425,000 The City's goal is to streamline the financial, budgeting, human resoiurce, building, permitting, asset management, Code Compliance, and licensing processes throughout ther City. To complete this task, there is a need for a new enterprise resource program (ERP).

DESCRIPTION

PROJECT NAME

Forest Hills Blvd Pedestrian Lighting

STRATEGIC PRIORITY Attractive Community

Operating Impact

Budget

FY 2016 Budget

‐

FY 2017 Plan

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

Total

Project Cost

450,000 ‐

Operating Impact

7,225 7,225 7,225 7,225 7,225 7,225 43,350

450,000

FUNDING SOURCE

CDBG / General Fund Loan

DEPARTMENT

Public Works Total Project Cost 457,225 7,225 7,225 7,225 7,225 7,225 493,350 The purpose of this project is to provide a well‐lighted pedestrian walkway encompassing the Forest Hills Blvd circle so that residents may use it at night, increasing natural surveillance and overall safety of the sidewalk and roadway. This will also enhance the ability of the police department to monitor activity at night allowing for a better sense of safety. 86 pedestrian light poles will be installed every 100 feet at an approximated cost of $5,000 per pole. In FY 2015, the design was completed with use of CDBG funds. In FY 16 construction will start near Forest Hills Elementary and work South around the circle. Of the $450,000 the funding, distribution is proposed at $365,000 CDBG (Community Development Block Grant) and $85,000 General Fund capital.

DESCRIPTION

PROJECT NAME

A/C Maintenance & Replacement

Budget

STRATEGIC PRIORITY Innovative,high performing organization Project Cost

FY 2016 Budget

FY 2017 Plan

150,000 ‐

FY 2018 Plan

‐

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

100,000 150,000 204,480 604,480

FUNDING SOURCE

General Fund Loan

DEPARTMENT DESCRIPTION

Public Works‐ Facilities Total Project Cost 150,000 ‐ ‐ 100,000 150,000 204,480 604,480 This project will ensure that all air conditioning systems throughout the City are working efficiently and effectively.

PROJECT NAME

Roof Maintenance & Replacement

Operating Impact

Budget

STRATEGIC PRIORITY Innovative,high performing organization Project Cost

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

50,000 155,000 ‐

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

235,000 190,000 250,000 880,000

FUNDING SOURCE

General Fund Loan

DEPARTMENT DESCRIPTION

Public Works‐ Facilities Total Project Cost 50,000 155,000 ‐ 235,000 190,000 250,000 880,000 This project will ensure the repair or replacement of roofs in need of maintenance throughout the City.

PROJECT NAME

Corporate Park Drainange

STRATEGIC PRIORITY Thriving business community

Operating Impact

Budget Project Cost

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

30,000 170,000 ‐

FY 2021 Plan

Total

‐

‐

‐

200,000

‐

‐

‐

‐

General Fund Loan

DEPARTMENT

Public Works‐ Facilities Total Project Cost 30,000 170,000 ‐ ‐ ‐ ‐ 200,000 This project proposes stormwater system improvements as a result of a study performed in 2014 of the Corporate Park Area, which has historically encountered flooding issues during and after significant rainfall events. The general boundaries of the area are Sample Road to the south, Wiles Road to the north, Coral Ridge Drive to the east, and the Sawgrass Expressway to the west. It also includes adjacent areas which are hydraulically connected to the Corporate Park Area.

PROJECT NAME

Pine Ridge Resurfacing Project

STRATEGIC PRIORITY Attractive Community

Operating Impact

Budget

FY 2016 Budget

‐

FY 2020 Plan

FUNDING SOURCE

DESCRIPTION

‐

FY 2019 Plan

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

Project Cost

850,000 251,000 ‐

800,000 800,000 800,000 3,501,000

Operating Impact

‐

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Public Works‐Transportation Total Project Cost 850,000 251,000 ‐ 800,000 800,000 800,000 3,501,000 This is an ongoing project to resurface City roads. Effective road resurfacing management calls for streets to be resurfaced between the 20th and 25th year of useful life. The proposed area for 2016/2017 is the Pineridge subdivisions. Future years are listed in the Road Resurfacing Master Plan maintained by I.S./G.I.S., and to be updated by the Pavement Management study performed in 2015.

DESCRIPTION

84

‐

‐

Fiscal Year 2016 Annual Budget

‐

‐

PROJECT NAME

Meadows & Dells Drainange Improveme Budget

STRATEGIC PRIORITY Attractive Community

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

Project Cost

130,000 ‐

‐

300,000 425,000 225,000 1,080,000

Operating Impact

‐

‐

‐

FUNDING SOURCE

FLDEP

DEPARTMENT

Public Works‐ Transportation Total Project Cost 130,000 ‐ ‐ 300,000 425,000 225,000 1,080,000 There are a total of 15 catch basin and drainage systems to be modified throughout the Meadows and Dells subdivision. This multi‐year project will improve the existing drainage system by re‐profiling swales and installing piping and catch basins to channel storm water to the canal system. Four drainage basins, located north of 40th Street, east of Riverside Drive, have been completed through 2015. The improvements to these four basins were funded via a Community Development Block Grant (CDBG). Funds in FY 2016 represent the awarded Legislative Appropriation to continue work within this area.

DESCRIPTION

PROJECT NAME

Speed Bump Repair

Budget

STRATEGIC PRIORITY Innovative,high performing organization Project Cost

FY 2016 Budget

‐

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

Total

40,000 ‐

‐

28,000 37,000 37,000 142,000

‐

‐

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Public Works‐Transportation Total Project Cost 40,000 ‐ ‐ 28,000 37,000 37,000 142,000 Speed humps are necessary traffic calming devices used to reduce speeding on Coral Springs streets. The funds requested for this project will be utilized to repair parts and striping of existing speed humps. The City is entering its 14th year of the traffic calming program as a method of slowing traffic and reducing cut‐through traffic. Traffic calming devices are installed on 29 local neighborhood streets.

DESCRIPTION

Operating Impact

‐

City of Coral Springs, Florida

‐

‐

85

PROJECT NAME

New and Existing Walkway Renovations Budget

STRATEGIC PRIORITY Attractive Community

Project Cost

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

110,000 485,000 150,000 300,000 300,000 480,000 1,825,000

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT

Public Works‐Transportation

Total Project Cost

110,000 485,000 150,000 300,000 300,000 480,000 1,825,000

DESCRIPTION

In 2009, a Sidewalk and Asphalt Bicycle Pathway Evaluation Report was prepared by a consultant to look at the feasibility of converting asphalt pathways to concrete sidewalks. The Traffic Management Team has also evaluated the need for concrete sidewalks replacing asphalt to ensure adequate pedestrian mobility and ADA access. Areas taregeted for future construction include: 110th Ave from Sample to Wiles; 40th St., from Riverside to Woodside Drive; Rock Island Road from Sample Road to Wiles Road, east side; Rock Island Road from Sample Road to Wiles Road, west side; Ramblewood Drive, north side, from Riverside to Atlantic. CDBG funds may be used to offset costs in the eligible target areas.

PROJECT NAME

50 Meter Pool Replacement

STRATEGIC PRIORITY Active, Healthy Community

Budget

FY 2016 Budget

‐

‐

FY 2017 Plan

Project Cost

1,500,000 ‐

Operating Impact

39,000 193,000

FY 2018 Plan

‐

‐

FY 2019 Plan

‐

‐

FY 2020 Plan

‐

‐

FY 2021 Plan

‐

‐

Total

1,500,000

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Aquatics Total Project Cost 1,539,000 193,000 ‐ ‐ ‐ ‐ 1,732,000 The Aquatics Complex was built in 1990 and the 50‐meter pool was part of the initial construction and needs replacement. After 25 years, the gutter system has experienced extended deterioration. As part of the process, staff is recommending raising this pool one additional foot which will assist us in attracting more nationally recognized events due to the mandate changes regarding minimum water depths by many of the governing bodies since the facility was built. With the upgrade of the pool, we will also have to update the pump system and water lines in order to handle the additional water in the pool. Construction is expected to begin August 2016 and continue for 6 months. During the reconstruction of the pool, revenue will be lost due to the lack of use of the pool for lessons/tournamnets etc. A total of $232,000 has been budgeted as a revenue deduction in FY 2016‐FY2017.

DESCRIPTION

PROJECT NAME

Sr. Rec & Therapeutical Activity

STRATEGIC PRIORITY Active Healthy Community

Budget

FY 2016 Budget

232,000

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

Project Cost

33,000 33,000 33,000 33,000 33,000 35,000 200,000

Operating Impact

‐

FUNDING SOURCE

CDBG Grant

DEPARTMENT

Aquatics Total Project Cost 33,000 33,000 33,000 33,000 33,000 35,000 200,000 This is a Senior Fitness Program that is run through the Aquatic Complex, but also takes place at Sartory Hall. This program is funded with CDBG Funds.

DESCRIPTION

PROJECT NAME

Cypress Park Waterslide

STRATEGIC PRIORITY Active, Healthy Community

Budget

FY 2016 Budget

‐

‐

FY 2017 Plan

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

Project Cost

160,000 ‐

‐

‐

‐

‐

Operating Impact

‐

‐

‐

‐

‐

Total

160,000

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Aquatics Total Project Cost 160,000 ‐ ‐ ‐ ‐ ‐ 160,000 This project is for the replacement of the main attraction at the Cypress Park Pool‐ the Water Slide. Closing the slide will result in lost revenue at the pool. As a result of the latest Health Department inspection, the slide must be replaced or closed.

DESCRIPTION

FY 2016

‐

‐

FY 2017

FY 2018

PROJECT NAME STRATEGIC PRIORITY FUNDING SOURCE DEPARTMENT DESCRIPTION

Budget Plan Plan Fitness Center Equipment Budget Active, Healthy Community Project Cost 56,000 35,000 35,000 General Fund Loan Operating Impact ‐ ‐ ‐ Aquatics Total Project Cost 56,000 35,000 35,000 This project is for the ongoing replacement of Cardio‐ Fitness equipment at the Aquatic Center.

PROJECT NAME

Roof Repair and Replacement

Budget

STRATEGIC PRIORITY Innovative,high performing organization Project Cost

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

13,500 30,000 ‐ ‐ 13,500 30,000

30,000 ‐ 30,000

199,500 ‐ 199,500

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

225,000 225,000 ‐

‐

‐

‐

450,000

‐

‐

‐

‐

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Center for the Arts Total Project Cost 225,000 225,000 ‐ ‐ ‐ ‐ 450,000 This project is to replace the roof at the entrance to the Center for the Arts and provide a coating to the large roof field over the Theater.

DESCRIPTION

86

Operating Impact

‐

‐

Fiscal Year 2016 Annual Budget

PROJECT NAME

Replace Rigging Equipment

Budget

STRATEGIC PRIORITY Innovative,high performing organization Project Cost

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

7,500 ‐

‐

‐

‐

‐

‐

‐

‐

‐

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Center for the Arts Total Project Cost 7,500 ‐ ‐ ‐ ‐ ‐ 7,500 This project is for the replacement of rigging equipment at the Center for the Arts. Many events and performances require the standard procedure of hanging very heavy set pieces from above the stage. The equipment to hang these pieces needs to be replaced in order to eliminate a safety hazard and avoid an accident.

DESCRIPTION

PROJECT NAME

Assisted Listening Devices

Operating Impact

Budget

STRATEGIC PRIORITY Innovative , high performing organizatio Project Cost

FY 2016 Budget

‐

Total

7,500

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

10,000 ‐

‐

‐

‐

‐

‐

‐

‐

‐

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Center for the Arts Total Project Cost 10,000 ‐ ‐ ‐ ‐ ‐ 10,000 This project is to replace 16‐year‐old hearing devices used by seniors at the Center for the Arts. The existing equipment is outdated and has exceeded its useful life. These devices are essential to better serve the needs of our seniors.

DESCRIPTION

PROJECT NAME

Dance Studio Rooftop Lights

Operating Impact

Budget

STRATEGIC PRIORITY Innovative , high performing organizatio Project Cost

FY 2016 Budget

‐

Total

10,000

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

20,000 ‐

‐

‐

‐

‐

20,000

‐

‐

‐

‐

‐

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Center for the Arts Total Project Cost 20,000 ‐ ‐ ‐ ‐ ‐ 20,000 This project is for replacement of original Dance Studio Rooftop Lights at the Center for the Arts. The current studio rooftop lights are original and replacement can no longer be found. These are outdoor lights which illuminate the courtyard area. They have rusted and are in need of replacement.

DESCRIPTION

PROJECT NAME

Operating Impact

Carpeting (Lobby and Meeting Rooms) Budget

STRATEGIC PRIORITY Attractive Community

FY 2016 Budget

‐

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Project Cost

50,000 50,000 ‐

‐

‐

‐

Operating Impact

‐

‐

‐

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Center for the Arts Total Project Cost 50,000 50,000 ‐ ‐ ‐ ‐ 100,000 This project is to install new carpet in the lobby and backstage rooms at the Center for the Arts due to the wear and tear of heavy traffic. The Center for the Arts is visited daily and the carpets in the lobby and meeting rooms have exceeded their useful life.

DESCRIPTION

PROJECT NAME

Dimmer Lighting Package for Theater

Budget

STRATEGIC PRIORITY Innovative , high performing organizatio Project Cost

FY 2016 Budget

‐

FY 2017 Plan

‐

Total

100,000

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

80,000 ‐

‐

‐

‐

‐

‐

‐

‐

‐

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT DESCRIPTION

Center for the Arts Total Project Cost 80,000 ‐ ‐ ‐ ‐ ‐ 80,000 This project is for the installation of new dimmer lighting in the theater. The existing dimmer lighting system is 20 years old and replacement parts are no longer available. Viable illumination is required to provide entertainment and attract shows and other events to this facility.

PROJECT NAME

Renovate Green Room & VIP Rooms

STRATEGIC PRIORITY Attractive Community

Operating Impact

Budget

FY 2016 Budget

‐

Total

80,000

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

Project Cost

15,000 ‐

‐

‐

4,500 ‐

19,500

Operating Impact

‐

‐

‐

‐

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Center for the Arts Total Project Cost 15,000 ‐ ‐ ‐ 4,500 ‐ 19,500 This project is for the renovation of the Green Room and VIP Room at the Center for the Arts. Compared to the rest of the beautiful main stage facility, the Green Room and VIP Room are extremely run down and out of date. All of our VIP Performers use this space backstage and have a subpar experience at our center because of the poor quality of their designated backstage area.

DESCRIPTION

‐

City of Coral Springs, Florida

‐

87

PROJECT NAME

Museum Gallary Lighting

Budget

STRATEGIC PRIORITY Innovative , high performing organizatio Project Cost

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

40,000 ‐

‐

‐

4,500 ‐

‐

‐

‐

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Center for the Arts Total Project Cost 40,000 ‐ ‐ ‐ 4,500 ‐ 44,500 This project is to replace the existing lighting fixtures in the Museum of Art to LED fixtures. This change will lend to energy efficiency as well as visual appeal. LED lighting has been known to cause less or little harm to fine art and will assist in the accreditation process.

DESCRIPTION

PROJECT NAME

Body Cameras

STRATEGIC PRIORITY Family‐Friendly Community

Operating Impact

Budget

FY 2016 Budget

‐

Total

44,500

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

‐

FY 2021 Plan

Project Cost

165,000 80,000 80,000 ‐

‐

‐

Operating Impact

‐

‐

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Police Total Project Cost 165,000 80,000 80,000 ‐ ‐ ‐ 325,000 Over the past several months, there have been a number of high profile incidents throughout the US that have spurred the discussion of equipping all law enforcement officers with body worn cameras. Although police accountability and transparency has been the resounding argument, there are a number of other benefits with the use of body worn cameras by law enforcement which include but are not limited to: sensitive evidence collection, recording of spontaneous utterances, documentation of officer review to ensure accurate reports, stronger court/case presentation, enhanced training materials/scenarios and liability mitigation/officer protection. The City has applied for a federal grant to offset the cost of this equipment.

DESCRIPTION

PROJECT NAME

Force Field Equipment

Budget

STRATEGIC PRIORITY Innovative, high performing organizationProject Cost

FY 2016 Budget

‐

‐

FY 2017 Plan

FY 2018 Plan

‐

Total

325,000

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

150,000 ‐

‐

‐

‐

‐

150,000

‐

‐

‐

‐

‐

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Police Total Project Cost 150,000 ‐ ‐ ‐ ‐ ‐ 150,000 The Mobile Field Force provides its member agencies with a planned, organized, and rapid response to: control unruly crowds (either hostile or passive); seal off problem areas, regardless of size; rescue citizens or officers from crowds; clear an area of hostile individuals by use of proactive tactics; and apprehend multiple offenders, if required.

DESCRIPTION

PROJECT NAME

FFE/ Equipment CSI

Operating Impact

Budget

STRATEGIC PRIORITY Innovative, high performing organizationProject Cost

FY 2016 Budget

‐

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

63,774 ‐

‐

‐

‐

‐

63,774

‐

‐

‐

‐

‐

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Police Total Project Cost 63,774 ‐ ‐ ‐ ‐ ‐ 63,774 The renovation of the first floor and the addition of a second floor to the Crime Scene Investigations Unit require additional furniture to accommodate both staff and equipment. The current equipment is over ten years old and would likely need replacing in the short term. Replacement as well as new equipment allows the City of Coral Springs to maintain a high level of service with the latest forensic tools necessary to process evidence for criminal investigations. Evidence shelving is needed to utilize the space that is currently the CSI Break Room and will be designated as an evidence storage room after renovation. The shelving is necessary to maximize the capacity of storage needs. Although, most of the furniture will be utilized in the new space, additional furniture is necessary.

DESCRIPTION

PROJECT NAME

Lighting at Gun Range

Operating Impact

Budget

STRATEGIC PRIORITY Innovative, high performing organizationProject Cost

FY 2016 Budget

‐

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

17,100 ‐

‐

‐

‐

8,000 25,100

‐

‐

‐

‐

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Police Total Project Cost 17,100 ‐ ‐ ‐ ‐ 8,000 25,100 This project is to replace the current lighting system at the Police Gun Range with a more economical and eco‐efficient system. The existing halogen lighting system is in need of great repair due to water intrusion caused by leaks in the roofing system. Updating the lighting technology would decrease the use of power cost and also reduce the cost and frequency of replacement of bulbs. Proper lighting is essential to ensure safety of all occupants of this facility.

DESCRIPTION

88

Operating Impact

‐

Fiscal Year 2016 Annual Budget

‐

FY 2016 PROJECT NAME STRATEGIC PRIORITY FUNDING SOURCE DEPARTMENT

DESCRIPTION

PROJECT NAME

FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

Budget Plan Plan Plan Plan Plan Handgun Replacement Budget Total Innovative, high performing organizationProject Cost 10,000 ‐ ‐ ‐ ‐ ‐ 10,000 General Fund Loan/ JAG Grant Operating Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ Police Total Project Cost 10,000 ‐ ‐ ‐ ‐ ‐ 10,000 This project is for replacement of handguns for officers in the Police Department. When an officer joins the Police Department, they are issued handguns. When officers retire from the department, we do not reissue their weapons to new officers due to wear and tear on the weapon. In addition, some weapons are replaced during the officer’s tenure if they are found to be defective and cannot be repaired. With this in mind, the department will need to maintain an inventory of the weapons. After carefully reviewing our current inventory, we will need to continue purchasing additional weapons. In FY2016, partial funding of this project is provided through a JAG grant ($5,100)

Mobile Intergrated Healthcare

STRATEGIC PRIORITY Family‐Friendly Community

Budget

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

Project Cost

30,000 ‐

‐

‐

‐

‐

30,000

Operating Impact

‐

‐

‐

‐

‐

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Emergency Medical Services Total Project Cost 30,000 ‐ ‐ ‐ ‐ ‐ 30,000 The Mobile Integrated Healthcare Program, (MIH) is an alternative and innovative response model that will deploy a single vehicle utilizing a mid‐ level provider and a paramedic to respond to non‐urgent non‐emergent, low level calls for service in place of a standard paramedic engine and rescue unit response. This cost represents additional funds needed in order to fully equip this vehicle into service.

DESCRIPTION

PROJECT NAME

Chest Compression Devices

Budget

STRATEGIC PRIORITY Innovative, high performing organizationProject Cost

FY 2016 Budget

‐

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

14,000 14,000 ‐

‐

‐

‐

‐

‐

‐

‐

FUNDING SOURCE

General Fund Equity

DEPARTMENT

Emergency Medical Services Total Project Cost 14,000 14,000 ‐ ‐ ‐ ‐ 28,000 It has been proven that chest compression devices have helped improve survivability in cardiac arrest patients, when used in combination with proper Advanced Life Support by EMS, and continued care at the receiving hospital. The American Heart Association, in its 2010 updated guidelines for advanced cardiac resuscitation, has emphasized the importance of continuous, uninterrupted, and effective CPR as a crucial component of the chain of survival. According to a study by the University of Arizona Sarver Heart Center, interruptions to chest compression‐generated blood flow during cardiopulmonary resuscitation (CPR) are detrimental.

DESCRIPTION

PROJECT NAME

LED Intubation Equipment Kits

Operating Impact

Budget

STRATEGIC PRIORITY Innovative, high performing organizationProject Cost

FY 2016 Budget

‐

FY 2017 Plan

‐

Total

28,000

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

14,000 ‐

‐

‐

‐

‐

‐

‐

‐

‐

‐

FUNDING SOURCE

General Fund Equity

DEPARTMENT

Emergency Medical Services Total Project Cost 14,000 ‐ ‐ ‐ ‐ ‐ 14,000 Endotracheal intubation requires the use of highly specialized equipment. The current intubation equipment carried in the rescue trucks is the krypton lightbulb type. This equipment provides an economic alternative, but is now considered antiquated. Advances in technology made possible the invention of an LED light type intubation laryngoscope, which provides the best quality and tone of light for the perfect illumination of vocal cords. The white illumination ensures a high level of confidence and safety during intubation.

DESCRIPTION

PROJECT NAME

Lifepacks

Operating Impact

Budget

STRATEGIC PRIORITY Innovative, high performing organizationProject Cost

FY 2016 Budget

‐

Total

14,000

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

66,000 67,000 69,000 70,000 72,000 73,000 417,000

FUNDING SOURCE

General Fund Equity

DEPARTMENT

Emergency Medical Services Total Project Cost 66,000 67,000 69,000 70,000 72,000 73,000 417,000 It has been proven that chest compression devices have helped improve survivability in cardiac arrest patients, when used in combination with proper Advanced Life Support by EMS, and continued care at the receiving hospital. The American Heart Association, in its 2010 updated guidelines for advanced cardiac resuscitation, has emphasized the importance of continuous, uninterrupted, and effective CPR as a crucial component of the chain of survival. According to a study by the University of Arizona Sarver Heart Center, interruptions to chest compression‐generated blood flow during cardiopulmonary resuscitation (CPR) are detrimental.

DESCRIPTION

PROJECT NAME

Municipal Complex Phase II

STRATEGIC PRIORITY Thriving Business Community

Operating Impact

Budget

‐

FY 2016 Budget

‐

FY 2017 Plan

‐

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

Total

Project Cost

22,000,000 ‐

‐

‐

‐

‐

22,000,000

Operating Impact

‐

‐

‐

‐

‐

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT

City Manager Total Project Cost 22,000,000 ‐ ‐ ‐ ‐ ‐ 22,000,000 This project is for the construction of the proposed new municipal complex. The project includes a five story building and a parking garage. Also included in this project is the culverting of the existing canal cutting through the site, all site improvements and landscaping.

DESCRIPTION

‐

City of Coral Springs, Florida

89

PROJECT NAME

Cypress Park Artificial Turf

STRATEGIC PRIORITY Family‐Friendly Community

Budget

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

Project Cost

850,000 ‐

‐

1,500,000 1,500,000 ‐

3,850,000

Operating Impact

‐

‐

‐

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT

Parks and Recreation Total Project Cost 850,000 ‐ ‐ 1,500,000 1,500,000 ‐ 3,850,000 The 2 Artificial Turf Fields at Cypress Park will be 12 years old next year. The seams are pulling apart and there are holes in the carpet. This project will replace the 2 carpets and the rubber infill needed in order for the fields to remain playable. If this project is not done, we will have to close the fields due to unsafe conditions. Artificial turf saves the City in maintenance costs as they do not require water or chemical treatments for bugs or diseases or mowing. It is estimated that each field will pay for itself in approximately nine years. The replacement of these fields will promote our athletic facilities to attract more tournaments, teams and visitors to the City.

DESCRIPTION

PROJECT NAME

Tennis Center Improvements

STRATEGIC PRIORITY Attractive Community

Budget

FY 2016 Budget

‐

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

Total

Project Cost

13,000 ‐

‐

9,000 ‐

‐

22,000

Operating Impact

‐

‐

‐

‐

‐

FUNDING SOURCE

General Fund Operating

DEPARTMENT

Parks and Recreation Total Project Cost 13,000 ‐ ‐ 9,000 ‐ ‐ 22,000 The windscreens at the Tennis Center and Cypress Tennis have not been completely replaced in several years. The tennis nets at all of the city tennis courts need to be replaced on an ongoing basis.

DESCRIPTION

PROJECT NAME

15‐Year Playground Replacement

STRATEGIC PRIORITY Active, Healthy Community

Budget Project Cost

FY 2016 Budget

‐

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

‐

FY 2020 Plan

FY 2021 Plan

Total

150,000 100,000 150,000 140,000 45,000 200,000 785,000

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT

Parks and Recreation

Total Project Cost

150,000 100,000 150,000 140,000 45,000 200,000 785,000

DESCRIPTION

This is a program to replace Park’s playgrounds on a 15-year cycle. The City's playgrounds have a life expectancy of 15 years and should be replaced for the safety of our visitors and to reduce the City’s liability risk. In addition, those playgrounds that currently do not have full ADA accessibility to all equipment will be upgraded to meet that requirement. The schedule for replacements is: 2015 - Kiwanis and Lakeview Parks 2016- Forest Hills and Whispering Oaks Parks 2017 - Countrywood and Volunteer Parks 2018 - Paul Barre and Sportsplex Parks 2019 Mullins Park 2020 - Windings Park 2021 - Betti Stradling Park .

90

‐

‐

Fiscal Year 2016 Annual Budget

‐

‐

‐

‐

PROJECT NAME

Splash Pad

STRATEGIC PRIORITY Family‐Friendly Community

Budget

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

Project Cost

120,000 ‐

‐

‐

‐

‐

120,000

Operating Impact

‐

‐

‐

‐

‐

‐

FUNDING SOURCE

Grant Dependent

DEPARTMENT

Parks and Recreation Total Project Cost 120,000 ‐ ‐ ‐ ‐ ‐ 120,000 This project is for the construction of a splash pad play aera in the site that is currently the Betti Stradling Park Memorial Garden The design and engineering were done in 2014. Funds requested represet grant match requirement.

DESCRIPTION

PROJECT NAME

Youth Recreation Scholarship

STRATEGIC PRIORITY Active Healthy Community

Budget

FY 2016 Budget

‐

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 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 The City offers many recreation programs to youth living in the City. The purpose of this program is to assist families who are unable to utilize these services due to the cost. Scholarships will be offered to low‐ to moderate‐income households to participate in the programs.

DESCRIPTION

PROJECT NAME

Senior Recreation Scholarship

STRATEGIC PRIORITY Active Healthy Community

Budget

FY 2016 Budget

‐

FY 2017 Plan

‐

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

Total

Project Cost

12,569 13,000 13,000 13,000 13,000 13,000 77,569

Operating Impact

‐

FUNDING SOURCE

CDBG Grant

DEPARTMENT

Parks and Recreation Total Project Cost 12,569 13,000 13,000 13,000 13,000 13,000 77,569 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.

DESCRIPTION

PROJECT NAME

Taser Replacement

Budget

STRATEGIC PRIORITY Innovative, high performing organizationProject Cost

FY 2016 Budget

‐

FY 2017 Plan

‐

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

50,000

‐

‐

JAG Grant

DEPARTMENT DESCRIPTION

Police Total Project Cost 10,000 10,000 10,000 10,000 10,000 ‐ This project is for the purchase taser weapons for the officers in the Police Department. The plan is to replace 100 tasers each year.

PROJECT NAME

Housing Rehabilatation

STRATEGIC PRIORITY Family‐Friendly Community

Budget

Total

10,000 10,000 10,000 10,000 10,000 ‐

FUNDING SOURCE

Operating Impact

‐

FY 2016 Budget

‐

FY 2017 Plan

‐

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

50,000

Total

Project Cost

49,134 49,134 49,134 49,134 49,134 49,134 294,804

Operating Impact

‐

FUNDING SOURCE

CDBG Grant

DEPARTMENT

Development Services Total Project Cost 49,134 49,134 49,134 49,134 49,134 49,134 294,804 The City’s rehabilitation program provides home repair assistance to homeowners who are experiencing conditions in and around their homes that pose a threat to their health, safety, and welfare. This program is funded through two federal programs (Community Development Block Grant‐ CDBG and HOME) as well as State funds (SHIP). The housing rehabilitation program is limited to low‐to moderate‐income homeowners and is available on a first‐come, first‐served basis. The program encourages the purchase of energy efficient products and environmentally‐friendly appliances.

DESCRIPTION

PROJECT NAME

Housing Rehabilitation

STRATEGIC PRIORITY Family‐Friendly Community

Budget

FY 2016 Budget

‐

FY 2017 Plan

‐

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

Total

Project Cost

148,948 148,948 148,948 148,948 148,948 148,948 893,688

Operating Impact

‐

FUNDING SOURCE

HOME Grant

DEPARTMENT

Development Services Total Project Cost 148,948 148,948 148,948 148,948 148,948 148,948 893,688 The City's housing rehabiliation program provides home repair assistance to homeowners who are experiencing conditions in and around their homes that pose a threat to their health, safety, and welfare. This program is funded through two federal programs (CDBG and Home Investment Partnership‐ HOME) as well the state program (SHIP). The housing rehabilitation program is limited to low‐to moderate‐income homeowners and is available on a first‐come, first‐served basis. The program encourages the purchase of energy efficient products and environmentally‐friendly appliances.

DESCRIPTION

‐

City of Coral Springs, Florida

‐

‐

‐

‐

‐

91

PROJECT NAME

Housing Rehabilitation

STRATEGIC PRIORITY Family‐Friendly Community

Budget

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

Project Cost

561,360 561,360 561,360 561,360 561,360 561,360 3,368,160

Operating Impact

‐

FUNDING SOURCE

SHIP Grant

DEPARTMENT

Development Services Total Project Cost 561,360 561,360 561,360 561,360 561,360 561,360 3,368,160 The City's housing rehabilitation program provides home repair assistance to homeowners who are experiencing conditions in and around their homes that pose a threat to their health, safety and welfare. This program is funded through two federal programs (CDBG and HOME) as well as a State Housing Initiative Partnership (SHIP) funds from the State. The housing rehabilitation program is limited to low‐to moderate‐income homeowners and is available on a first‐come, first‐served basis. The program encourages the purchase of energy efficient products and environmentally‐friendly appliances.

DESCRIPTION

PROJECT NAME

Residential Construction Mitigation GranBudget

STRATEGIC PRIORITY Family‐Friendly Community

FY 2016 Budget

‐

‐

FY 2017 Plan

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

Total

Project Cost

200,000 200,000 200,000 200,000 200,000 200,000 1,200,000

Operating Impact

‐

FUNDING SOURCE

FLDEM Grant

DEPARTMENT

Development Services Total Project Cost 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000 The Residential Construction Mitigation program is a competitive grant provided by the State of Florida’s Division of Emergency Management through the Division’s Bureau of Mitigation. The program provides funding to local governments to support programs intended to improve hurricane preparedness to reduce loss from a hurricane for residential units through a home repair grant program. Funded activities include retrofits, inspections, and construction or modification of building components designed to increase a structure’s ability to withstand hurricane‐ force winds.

DESCRIPTION

92

‐

‐

Fiscal Year 2016 Annual Budget

‐

‐

‐

‐

CIP Project Descriptions- Fire Project Name

Assistance to Firefighters

Budget

Strategic Priority Innovative , high performing organization Project Cost

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

397,000 ‐

‐

‐

‐

‐

397,000

‐ ‐ 397,000 ‐

‐ ‐

‐ ‐

‐ ‐

‐ ‐

‐ 397,000

Funding Source

FEMA AFG Grant/ Fire Fund Operating

Department

Fire Total Project Cost The City of Coral Springs has applied for funding for Personal Protective Equipment that is critical to protect the health and safety of the public and firefighting personnel. The equipment to be purchased includes 70 Self Contained Breathing Apparatus Airpacks, 70 spare bottles, and 100 face pieces. Grant requires a 90/10 match.

Description

Project Name

Dive Rescue Equipment

Operating Impact

Budget

Strategic Priority Innovative , high performing organization Project Cost

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

40,000 ‐

25,000 ‐

‐

‐

65,000

‐

‐

‐

‐

‐

Funding Source

Fire Fund Operating

Department

Fire Total Project Cost 40,000 ‐ 25,000 ‐ ‐ ‐ 65,000 This project is for the purchase of specialized equipment has a lot of bearing on the success of this fire department unit. With waterways running throughout the City of Coral Springs, the Fire Department trains on and is fully prepared to respond to a host of water related emergencies. The Coral Springs Fire Department dive team has over twenty members, all of whom are certified as dive rescue specialists. Personnel and training are not enough to keep this specialized team up and running.

Description

Project Name

Traffic Pre‐Emption

Operating Impact

Budget

Strategic Priority Innovative , high performing organization Project Cost

FY 2016 Budget

‐

FY 2017 Plan

FY 2018 Plan

‐

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

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

Funding Source

Fire Fund Operating

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

Fire Station 80 Awning Project

Operating Impact

Budget

Strategic Priority Innovative , high performing organization Project Cost

‐

FY 2016 Budget

‐

FY 2017 Plan

‐

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

Total

25,000 ‐

‐

‐

‐

‐

25,000

‐

‐

‐

‐

‐

‐

Funding Source

Fire Fund Operating

Department

Fire Total Project Cost 25,000 ‐ ‐ ‐ ‐ ‐ 25,000 This project is for the installation of a protective awning outside the bays at Fire Station 80, 2825 Coral Springs Drive vehicles from exposure to the elements causing the need for premature repairs on, and replacement of these units.

Description

Project Name

Automatic External Defibrillators

Operating Impact

Budget

Strategic Priority Innovative , high performing organization Project Cost

FY 2016 Budget

‐

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

17,000 ‐

‐

‐

‐

‐

17,000

‐

‐

‐

‐

‐

‐

Funding Source

Fire Fund Operating

Department

Fire Total Project Cost 17,000 ‐ ‐ ‐ ‐ ‐ 17,000 This project is for the purchase of additional AED for each fire inspection vehicle enabling assistance without the need to locate an AED, thus reducing the time until defibrillation can be delivered.

Description

Project Name

Turnout Gear Cleaning Equipment

Operating Impact

Budget

Strategic Priority Innovative , high performing organization Project Cost

FY 2016 Budget

‐

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

20,000 ‐

‐

‐

‐

‐

20,000

‐

‐

‐

‐

‐

‐

Funding Source

Fire Fund Operating

Department

Fire Total Project Cost 20,000 ‐ ‐ ‐ ‐ ‐ 20,000 This project is for the purchase of cleaning equipment for turnout gear in order to keep clothing clean and properly maintained. Turnout clothing represents an investment for the fire department and proper care will extend the life of the clothing.

Description

Operating Impact

‐

City of Coral Springs, Florida

93

Project Name

Thermal Imagers

Budget

Strategic Priority Innovative , high performing organization Project Cost

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

33,000 34,000 35,000 36,000 36,000 36,000 210,000

Funding Source

Fire Fund Operating

Operating Impact

‐

Department

Fire

Total Project Cost

33,000 34,000 35,000 36,000 36,000 36,000 210,000

Description

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

Training Tracking Software

Budget

Strategic Priority Innovative , high performing organization Project Cost

FY 2016 Budget

‐

‐

FY 2017 Plan

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

Total

16,000 17,000 17,000 17,000 17,000 17,000 101,000

Funding Source

Fire Fund Operating

Department

Fire Total Project Cost 16,000 17,000 17,000 17,000 17,000 17,000 101,000 This project is for the purchase of the Target Solutions training tracking system that provides training courses developed throughout the country. Many in‐service training courses will be available online to our members monthly. This allows for standardized tracking of training that is accepted by accreditation agencies and ISO.

Description

Project Name

Structure Burn Replacement

Operating Impact

Budget

Strategic Priority Innovative , high performing organization Project Cost

‐

FY 2016 Budget

‐

‐

FY 2017 Plan

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

17,000 ‐

‐

‐

17,000 ‐

‐

‐

‐

‐

‐

Total 34,000

Funding Source

Fire Fund Operating

Department

Fire Total Project Cost 17,000 ‐ ‐ ‐ 17,000 ‐ 34,000 The current structure burn props that are used at the Fire Academy are steel conex containers. Live fire training is conducted as a part of the minimum standards firefighter course. The containers have been in place for over three years and are in need of replacement. This project would consist of replacing the burn cell portions of the prop, additional steel, and cost for fabrication. The funds requested will also include the purchase of a welding generator, estimated at $3,500, which will allow for all fabrication of this prop and other fire academy props on site.

Description

Project Name

Gas Meters

Operating Impact

Budget

Strategic Priority Innovative , high performing organization Project Cost

FY 2016 Budget

‐

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

‐

FY 2021 Plan

Total

10,000 ‐

‐

10,000 ‐

‐

20,000

‐

‐

‐

‐

‐

Funding Source

Fire Fund Operating

Department

Fire Total Project Cost 10,000 ‐ ‐ 10,000 ‐ ‐ 20,000 These funds will be used to purchase eight gas meters. Gas meters are portable gas detectors that simultaneously monitor atmospheric hazards, including carbon monoxide, oxygen combustible gas, and a wide range of other toxic gases. These units are used in a variety of emergency situations.

Description

Project Name

IA Pro Software

Operating Impact

Budget

Strategic Priority Innovative , high performing organization Project Cost

FY 2016 Budget

‐

FY 2017 Plan

17,500 ‐

FY 2018 Plan ‐

FY 2019 Plan ‐

‐

FY 2020 Plan ‐

FY 2021 Plan ‐

Total 17,500

Funding Source

Fire Fund Operating

Department

Fire Total Project Cost 17,500 3,500 3,500 3,500 3,500 3,500 35,000 IA pro is a software program that encompasses all investigative forms, tracking, data reports to ensure that all investigations are maintained in a central location. It is crucial to have a system in place that allows for the collection and processing of incidents in a consistent manner to avoid violations of due process or being accused of being arbitrary.

Description

Project Name

Forklift/Lull

Operating Impact

Budget

Strategic Priority Innovative , high performing organization Project Cost

‐

FY 2016 Budget

3,500 3,500 3,500 3,500 3,500 17,500

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

30,000 ‐

‐

‐

‐

‐

30,000

‐

‐

‐

‐

‐

‐

Funding Source

Fire Fund Operating

Department

Fire Total Project Cost 30,000 ‐ ‐ ‐ ‐ ‐ 30,000 The training center currently utilize a forklift from other city departments whenever a project requires that type of equipment. The training center acquired a dispossession forklift from the garage, however shortly after it was pulled from service and deemed unrepairable. The training centers usage has increased dramatically over the years and has placed a burden on the city garage or other departments. The training center has increased the types of courses and the need for a forklift/lull has increased.

Description

94

Operating Impact

‐

Fiscal Year 2016 Annual Budget

Project Name

Fire Stations Painting and Improvement

Budget

Strategic Priority Innovative , high performing organization Project Cost

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

40,000 40,000 120,000 120,000 120,000 120,000 560,000

Funding Source

Fire Fund Operating

Department

Fire Total Project Cost 40,000 40,000 120,000 120,000 120,000 120,000 560,000 This project is for the routine, on‐going repairs and maintenance of the fire stations. The maintenance scheduled in Fiscal Year 2013 include seal coating parking lots/driveways at the Training Center, carpeting, and painting, restoration of bay floors at Station 95 and 43, interior painting at Station 80, and carpet replacement at Station 64.

Description

Project Name

Physical Exams and Health Screenings

Operating Impact

Budget

Strategic Priority Innovative , high performing organization Project Cost

‐

FY 2016 Budget

‐

FY 2017 Plan

‐

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

Total

68,000 68,000 68,000 68,000 68,000 68,000 408,000

Funding Source

Fire Fund Operating

Department

Fire Total Project Cost 68,000 68,000 68,000 68,000 68,000 68,000 408,000 This project will provide for all uniform members of the fire department to receive an extensive wellness screening and physical exam that would meet NFPA, IAFC, and IAFF recommendations.

Description

Operating Impact

‐

‐

City of Coral Springs, Florida

‐

‐

‐

‐

‐

95

CIP Project Descriptions- Water & Sewer PROJECT NAME

Additional Downtown Improvements

Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

FY 2016 Budget

FY 2017 Plan

229,000 ‐

FY 2018 Plan ‐

FY 2019 Plan ‐

FY 2020 Plan ‐

FY 2021 Plan ‐

Total 229,000

FUNDING SOURCE

Renewal and Replacement

DEPARTMENT

Utilities Total Project Cost 229,000 ‐ ‐ ‐ ‐ ‐ 229,000 This project is for the installation of underground utility infrastructure in the new downtown area. Wastewater improvements are needed to successfully complete the Downtown Project, including the construction of a new lift station for the new Municipal Complex.

DESCRIPTION

PROJECT NAME

Operating Impact

Cast Iron Water Main Replacement

Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

348,000 966,000 1,014,000 1,065,000 1,000,000 1,000,000 5,393,000

FUNDING SOURCE

Renewal and Replacement

DEPARTMENT

Utilities Total Project Cost 348,000 966,000 1,014,000 1,065,000 1,000,000 1,000,000 5,393,000 This project is for the removal/replacement of all cast iron water mains with ductile iron or polyvinyl chloride pipe. This will reduce the risk of old pipe leaking and disrupting service to customers.

DESCRIPTION

PROJECT NAME STRATEGIC PRIORITY FUNDING SOURCE DEPARTMENT DESCRIPTION

PROJECT NAME

Operating Impact

FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Budget Plan Plan Plan Plan Plan Total Force Main Integrity Evaluation Budget Innovative, high performing organization Project Cost 115,000 120,000 126,000 133,000 100,000 100,000 694,000 Renewal and Replacement Operating Impact ‐ ‐ ‐ ‐ ‐ ‐ Utilities Total Project Cost 115,000 120,000 126,000 133,000 100,000 100,000 694,000 This project is intended to study the existing conditon of the existing sewer force mains and develop a planned repair and replacement program, minimizing the potential of major force main breaks. The out years will fund the design for the improvements.

Infiltration/ Inflow Correction Program

Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

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

FUNDING SOURCE

Renewal and Replacement

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. In FY 2015, the City will continue repairs of vitrified clay sanitary sewer lines, including, but not limited to joint testing/grouting, relining of defective/cracked main line and structural defective segments/laterals. Ground water entering into the sewer system increases our treatment costs paid to Broward County. Structural defects can cause collapsed pipes and interrupt customer service.

DESCRIPTION

PROJECT NAME

Operating Impact

Upgrade Force Main for Lift Station 21‐C Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

‐

FY 2016 Budget

‐

‐

FY 2017 Plan

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

350,000

Total 350,000

FUNDING SOURCE

Renewal & Replacement

DEPARTMENT DESCRIPTION

Utilities Total Project Cost 350,000 ‐ ‐ ‐ ‐ ‐ 350,000 This project is for the upgrade 6‐inch force main leaving Lift Station 21C to accommodate higher flows and reduce head in local system.

PROJECT NAME

Wiles Road Utility Relocation

STRATEGIC PRIORITY Attractive Community

Operating Impact

Budget

‐

‐

FY 2016 Budget

‐

‐

FY 2017 Plan

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

Project Cost

708,000 ‐

‐

‐

‐

‐

Operating Impact

‐

‐

‐

‐

‐

FUNDING SOURCE

Renewal and Replacement

DEPARTMENT DESCRIPTION

Utilities Total Project Cost 708,000 ‐ ‐ ‐ ‐ ‐ This project is for the relocation of City facilities in Broward County Right of Way along the Wiles Road widening project corridor.

PROJECT NAME

Lift Station Rehab Program

Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

FY 2016 Budget

‐

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

‐

Total 708,000 ‐ 708,000

Total

500,000 ‐

1,400,000 1,400,000 1,400,000 2,800,000 7,500,000

‐

‐

FUNDING SOURCE

Renewal and Replacement

DEPARTMENT

Utilities Total Project Cost 500,000 ‐ 1,400,000 1,400,000 1,400,000 2,800,000 7,500,000 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. We could perform some of the work in‐house to save costs, but this will take staff away from other preventive maintenance activities.

DESCRIPTION

96

Operating Impact

‐

Fiscal Year 2016 Annual Budget

‐

‐

‐

‐

PROJECT NAME

Spare Pumps and Replacement Pumps

Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

94,000 99,000 104,000 109,000 100,000 100,000 606,000

FUNDING SOURCE

Renewal & Replacement

DEPARTMENT

Utilities Total Project Cost 94,000 99,000 104,000 109,000 100,000 100,000 606,000 This project is to purchase 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 design life and are in need of major repairs to restore their capacity.

DESCRIPTION

PROJECT NAME

Operating Impact

Broward County Water Conservation ProgBudget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

‐

FY 2016 Budget

‐

FY 2017 Plan

‐

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

Total

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

FUNDING SOURCE

Water and Sewer Fund‐ Operating

DEPARTMENT

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. This program includes a high visibility marketing campaign advocating water conservation and the availability of rebates and exchanges for high‐ efficiency plumbing devices.

DESCRIPTION

PROJECT NAME

CMMS

Operating Impact

Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

‐

FY 2016 Budget

‐

FY 2017 Plan

‐

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

Total

55,000 58,000 61,000 63,000 ‐

‐

237,000

‐

‐

‐

FUNDING SOURCE

Water & Sewer‐ Operating

DEPARTMENT

Utilities Total Project Cost 55,000 58,000 61,000 63,000 ‐ ‐ 237,000 This project is intended to support the requirements of the Computerized Maintenance Management System (CMMS). The CMMS is an asset management program designed to achieve maximum life and usefulness of infrastructure improvements. The City has spent millions of dollars on improvements at the Water Treatment Plant and its associated infrastructure. The CMMS program is intended to track, document, and assist in planning the necessary maintenance and replacement to ensure the facilities are in line with the strategic priority of a High Performing Organization.

DESCRIPTION

Operating Impact

‐

City of Coral Springs, Florida

‐

‐

‐

97

PROJECT NAME

Dead End Water Main Automatic FlushersBudget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

75,000 75,000 75,000 75,000 75,000 75,000 450,000

FUNDING SOURCE

Water & Sewer‐ Operating

DEPARTMENT

Utilities Total Project Cost 75,000 75,000 75,000 75,000 75,000 75,000 450,000 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

Operating Impact

Fire Hydrant Replacement Program

Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

‐

FY 2016 Budget

‐

‐

FY 2017 Plan

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

Total

110,000 115,000 121,000 127,000 100,000 100,000 673,000

FUNDING SOURCE

Water & Sewer‐ Operating

DEPARTMENT

Utilities Total Project Cost 110,000 115,000 121,000 127,000 100,000 100,000 673,000 This project will replace fire hydrants that are no longer serviceable or for which OEM parts are no longer available. This program is necessary to ensure adequate fire protection and maintain a good rating from the International Organization for Standardization (ISO). Areas within the City that were developed in the 1970s and ‘80s have fire hydrants that are no longer serviceable and for which OEM parts are not available. Regulations require fire hydrants to meet certain standards that these older hydrants no longer meet.

DESCRIPTION

PROJECT NAME

Operating Impact

Force Main Valve Repair/ Repl Program

Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

‐

FY 2016 Budget

‐

‐

FY 2017 Plan

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

Total

87,000 91,000 96,000 101,000 100,000 100,000 575,000

FUNDING SOURCE

Water & Sewer‐ Operating

DEPARTMENT

Utilities Total Project Cost 87,000 91,000 96,000 101,000 100,000 100,000 575,000 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

Operating Impact

Portable Emergency Generators for Lifts Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

‐

FY 2016 Budget

‐

‐

FY 2017 Plan

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 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

PROJECT NAME

Vehicle Gator

Operating Impact

Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

‐

FY 2016 Budget

‐

‐

FY 2017 Plan

9,000 ‐

FY 2018 Plan ‐

‐

FY 2019 Plan ‐

‐

FY 2020 Plan ‐

‐

FY 2021 Plan ‐

‐

Total 9,000

FUNDING SOURCE

Water & Sewer‐ Operating

DEPARTMENT

Utilities Total Project Cost 10,350 1,350 1,350 1,350 1,350 1,350 17,100 The water treatment plant operators will be using the Gator to mobilize when going throughout the plant collecting samples, inspecting equipment, etc.

DESCRIPTION

PROJECT NAME

New Vehicle‐ Ford Escape

Operating Impact

Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

1,350 1,350 1,350 1,350 1,350 1,350 8,100

FY 2016 Budget

FY 2017 Plan

26,000 ‐

FY 2018 Plan ‐

FY 2019 Plan ‐

FY 2020 Plan ‐

FY 2021 Plan ‐

Total 26,000

FUNDING SOURCE

Water & Sewer‐ Operating

DEPARTMENT

Utilities Total Project Cost 31,014 5,014 5,014 5,014 5,014 5,014 56,084 This project is for a new Ford Escape for the Civil Engineer for mobilization when visiting and inspecting job sites, attend DRC meetings, attend intergovernmental agencies meetings, etc. Vehicle useful life is seven years/ estimate of $1300 fuel and maintanence per year.

DESCRIPTION

98

Operating Impact

5,014 5,014 5,014 5,014 5,014 5,014 30,084

Fiscal Year 2016 Annual Budget

PROJECT NAME

Water Main Valve Repair/ Repl Program Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

FY 2016 Budget

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

87,000 91,000 96,000 101,000 100,000 100,000 575,000

FUNDING SOURCE

Water & Sewer‐ Operating

DEPARTMENT

Utilities Total Project Cost 87,000 91,000 96,000 101,000 100,000 100,000 575,000 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

Contingency

STRATEGIC PRIORITY Attractive Community

Operating Impact

Budget

‐

FY 2016 Budget

‐

FY 2017 Plan

‐

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

Total

Project Cost

242,000 ‐

‐

‐

‐

‐

242,000

Operating Impact

‐

‐

‐

‐

‐

‐

FUNDING SOURCE

Revenue Bond

DEPARTMENT

Utilities Total Project Cost 242,000 ‐ ‐ ‐ ‐ ‐ 242,000 This amount represent a contingency related to projects funded by the FY 2015 Revenue Bond. These projects include the East and West Booster Stations, Lift Station Scadea and Force Main Improvements.

DESCRIPTION

PROJECT NAME

Force Main System Improvements

Budget

STRATEGIC PRIORITY Innovative, high performing organization Project Cost

FY 2016 Budget

‐

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

Total

670,000 704,000 739,000 776,000 750,000 750,000 4,389,000

FUNDING SOURCE

Revenue Bond

DEPARTMENT

Utilities Total Project Cost 670,000 704,000 739,000 776,000 750,000 750,000 4,389,000 This project is intended to implement the recommendations generated by a study of the existing conditon of the sewer force mains in an effort to sustain a planned repair and replacement program.

DESCRIPTION

Operating Impact

‐

‐

City of Coral Springs, Florida

‐

‐

‐

‐

‐

99

CIP Project Descriptions- Other Funds Equipment Service Fund FY 2016 Budget

FY 2017 Plan FY 2018 Plan FY 2019 Plan FY 2020 Plan FY 2021 Plan

PROJECT NAME STRATEGIC PRIORITY FUNDING SOURCE DEPARTMENT

Replacement of Inground Vehicle Lifts Budget Innovative , high performing organizatio Project Cost Equipment Service Fund Equity Operating Impact Fleet Total Project Cost

DESCRIPTION

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 in‐ground lifts annually an replace with above ground electric lifts.

PROJECT NAME STRATEGIC PRIORITY FUNDING SOURCE DEPARTMENT DESCRIPTION

Replacement of Vehicles and Equipment Budget Innovative , high performing organizatio Project Cost Equipment Service Fund Operating Operating Impact Fleet Total Project Cost

32,000 ‐ 32,000

FY 2016 Budget

3,408,550 ‐ 3,408,550

‐ ‐ ‐

‐ ‐ ‐

‐ ‐ ‐

‐ ‐ ‐

‐ ‐ ‐

FY 2017 Plan FY 2018 Plan FY 2019 Plan FY 2020 Plan FY 2021 Plan

6,885,524 ‐ 6,885,524

3,684,892 ‐ 3,684,892

4,207,544 3,715,814 ‐ ‐ 4,207,544 3,715,814

3,909,565 ‐ 3,909,565

Total

32,000 ‐ 32,000

Total

25,811,889 ‐ 25,811,889

This project represents the vehicles and equipment scheduled for replacement in Fiscal Year 2016.

Solid Waste Fund FY 2016 Project Name Strategic Priority Funding Source Department

Description

FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

Budget Plan Plan Plan Plan Plan Waste Transfer Station Improvements Budget Total Innovative , high performing organization Project Cost 71,500 200,000 200,000 ‐ ‐ ‐ 471,500 Equity Solid Waste Fund Operating Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ Public Works Total Project Cost 71,500 200,000 200,000 ‐ ‐ ‐ 471,500 This project represents the design and improvements to the existing Waste Transfer Station, located at 126th Ave and Wiles Road, to accommodate new contract requirements for traffic circulation. A general upgrade is needed, including designating an area for the collection of Household Hazardous Waste. The project is intended to have multiple phases, with Phase 1 consisting of construction of an alley and interior service road between the adjacent commercial property, as well as some stormwater improvements. Phase 2 will address traffic circulation and complete stormwater improvements. The final phase will consist of perimeter walls on the north, west, and east sides. In addition, a security camera is proposed to monitor illegal dumping outside the gate, as well as viewing unauthorized access by commercial vehicles.

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

DESCRIPTION

100

FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

Budget Plan Plan Plan Plan Plan Air Conditioning Repair and Repl. Budget Total Innovative High Performing Organization Project Cost 30,000 30,000 20,000 30,000 ‐ ‐ 110,000 Charter School Operating Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ Public Works Total Project Cost 30,000 30,000 20,000 30,000 ‐ ‐ 110,000 This project is to replace air conditioning units in the Charter School. In FY 2016, victaulic fittings for room #411 as well as 12 air handler units will be replaced. Replacement of these old air conditioning units eliminates spending additional money in high maintenance cost and replacing units on an emergency basis when they breakdown. The use of a programmed, proactive life cycle replacement schedule, using warranties when applicable, is fiscally sound and in the best interest of the City, students and faculty. The comprehensive air conditioning replacement program will help maintain the Charter School facility in a condition acceptable to all occupants of this building and enhance the environmental safety of the school. Having newer, more efficient and reliable air conditioning systems could result in the City obtaining LEEDS credit for the Green Environmental Program.

Fiscal Year 2016 Annual Budget

Tree Trust Fund FY 2016 Project Name Strategic Priority Funding Source Department Description

Budget FY 2017 Plan FY 2018 Plan FY 2019 Plan FY 2020 Plan Landscape Median‐B. Geiger to Entrance Budget Attractive Community Project Cost 10,000 ‐ ‐ ‐ ‐ Tree Trust Fund Operating Impact ‐ ‐ ‐ ‐ ‐ Public Works/ Center for the Arts Total Project Cost 10,000 ‐ ‐ ‐ ‐ This project is for landscape improvements to the median on B. Geiger Drive to the entrance to the Center for the Arts.

Project Name Strategic Priority Funding Source Department

FY 2017 Plan FY 2018 Plan FY 2019 Plan FY 2020 Plan FY 2021 Plan Landscape Drop‐off Island Budget Total Total Attractive Community Project Cost 5,000 ‐ ‐ ‐ ‐ ‐ 5,000 Tree Trust Fund Operating Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ Public Works/ Center for the Arts Total Project Cost 5,000 ‐ ‐ ‐ ‐ ‐ 5,000 With the recent exterior paint job on the theater now completed, more work needs to be done to improve the front entrance of the venue. Along with the resurfacing of the Center for the Arts entrance, the front of the building needs some color and decoration to tie it all together in keeping with the City’s emphasis on improving the aesthetics of the major landmarks and roadways.

Description

FY 2021 Plan

‐ ‐ ‐

Total

10,000 ‐ 10,000

Public Art Fund Project Name Strategic Priority Funding Source Department Description

FY 2016 FY 2017 Budget Plan FY 2018 Plan Pad Construction Budget Attractive Community Project Cost 20,000 20,000 20,000 Public Art Operating Impact ‐ ‐ ‐ Public Works Total Project Cost 20,000 20,000 20,000 This project represents funds for cement pad construction to hold art work through out the City.

City of Coral Springs, Florida

FY 2019 Plan 20,000 ‐ 20,000

FY 2020 Plan 20,000 ‐ 20,000

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

101

Revenue Trends General Fund Revenues

% of General Fund

Fiscal Year 2016 Budget

% Change from FY15 Budget

Ad Valorem (Property) Taxes

36.1%

$38.9 million

10.2%

Electric Utility Service Tax

8.4%

$9.1 million

3.4%

Half-cent Sales Tax

7.7%

$8.3 million

7.5%

Electric Franchise Fee

6.9%

$7.4 million

0%

Communications Services Tax

4.5%

$4.8 million

-4.0%

Solid Waste Franchise Fees

4.8%

$5.2 million

8.9%

Charges for Service-Parks & Rec

4.4%

$4.7 million

2.2%

State Shared Revenues

3.7%

$4.0 million

6.8%

The primary source of revenue for the City is ad valorem property taxes, which comprises one-third of $108 million total budgeted revenues for the General Fund. The remaining revenue comes from a wide variety of intergovernmental, franchise, and other demand-driven sources. As part of the Five-Year Forecast, we have made several assumptions about future revenue growth that have a major impact on the resources that we can plan to use. Following is an explanation of some of these assumptions.

Total Fiscal Year 2016 Budget General Fund Revenues: $107,846,903

Ad Valorem Taxes

Source: Broward County Tax Collector Frequency: monthly, EFT

Ad Valorem Taxes $50.00 $45.00 $40.00

$15.00 $10.00 $5.00

2021

2020

2019

2018

2017

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

$‐

Electric Utility Service Tax

Electric Utility Service Tax

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

$10.00 $9.00

$4.00 $3.00 $2.00

Budget Estimate

$5.00

2016

$6.00

Year-end Projection

$7.00

2015

$8.00

$1.00

Fiscal Year 2016 Annual Budget

2021

2020

2019

2018

2017

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

$‐ 2004

$ Millions

The City levies a 10% utility service tax on all electricity payments made within the City, through FPL. Electricity charges are made up of a base rate and a fuel rate. The City receives no tax on fuel rate increases, only on the base rate. When fuel rates increase, there is no effect on this revenue. Because this tax is based on the consumption of electricity, the City expects moderate growth as vacant residential and commercial properties become absorbed and normal activity resumes after the recession. This revenue is conservatively forecast to increase 2% annually.

102

Budget Estimate

$20.00

Year-end Projection

$25.00

2016

$30.00

2015

$35.00

$ Millions

Ad valorem taxes are levied against the taxable value of real and personal property. The City sets the rate (“millage”) for this tax each year prior to October 1, and this rate is applied to each property’s taxable assessed value as determined by the Broward County Property Appraiser. This revenue can grow through increases to the millage rate and/or taxable values. The City’s millage rate increased 5% and values increased about 6.24% overall for Fiscal Year 2016 resulting in a 10% increase in this revenue. Future estimates include a conservative property value growth of 4% with no further millage rate increase contemplated.

Revenue Trends (continued) Half-cent Sales Tax

1/2 Cent Sales Tax

Source: Florida Department of Revenue Frequency: monthly, EFT

$10.00 $9.00 $8.00

$3.00 $2.00

Budget Estimate

$4.00

Year-end Projection

$5.00

2016

$1.00

2021

2020

2019

2018

2017

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

$‐

Electric Franchise Fees (6%)

Electric Franchise Fee

$10.00

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

$9.00 $8.00

$2.00 $1.00

2021

2020

2019

2018

2017

Communications Services Tax

Communications Services Tax $10.00

Source: Florida Department of Revenue Frequency: monthly, EFT

$9.00 $8.00 $7.00

2021

2020

2019

2018

2017

2014

2013

2016

State Shared Revenues

2012

2008

2007

2006

2005

2004

$‐

Budget Estimate

$1.00

2016

$2.00

2015

$3.00

Year-end Projection

$4.00

2015

Year-end Projection

$5.00

Budget Estimate

$6.00

$Millions

Implemented in 2001, the communications services tax is imposed on retail sales of communications services, comprised of State and local portions. Coral Springs imposes a local tax rate of 5.22%. The State is forecasting a decline in this revenue due to negative growth rates in wireless service and a forecasted annual decline in landlines. The City is expecting no growth in this revenue as technology changes and consumer preferences shift to services not subject to tax.

2011

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

$‐

The City authorizes FPL to provide electrical service in exchange for a franchise fee to reimburse the City for use of rights-of-way and other public services. FPL bills each customer a portion of their total electric usage. As FPL rates increase and consumption of electricity grows, this revenue will increase. FPL has not had an increase to base rates since 2011 but has petitioned for an increase to build two nuclear power plants. Forecasts show a slow increase (1%) in the consumption of electricity over the coming year.

2010

$3.00

Budget Estimate

$4.00

Year-end Projection

$5.00

2016

$6.00

2015

$7.00

$ Millions

The half-cent sales tax generates the largest amount of revenue for local governments among the state-shared revenue sources currently authorized. For Fiscal Year 2015, taxable sales in Florida finally exceeded the previous peak in Fiscal Year 2007. The State is forecasting increases to reflect future strength in taxable sales related to tourism, motor vehicles, business purchases and household goods. Each city’s share is based on a percentage of population, so as other cities grow faster, this revenue for Coral Springs will not increase in line with the rest of the State.

2009

$ Millions

$6.00

2015

$7.00

Shared Revenues $10.00

Source: Florida Department of Revenue Frequency: monthly, EFT

$9.00 $8.00 $7.00

$1.00

City of Coral Springs, Florida

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

$‐

2021

$2.00

2020

$3.00

2019

$4.00

2018

$5.00

2017

$6.00 $ Millions

State shared revenues are comprised of revenues from the state sales tax and the municipal fuel tax. As of January 1, 2014, cities will no longer receive revenues from the alternative fuel user decal fee, which the State estimates as an insignificant negative impact to local government of $0.2 million annually. As the economy recovers, the City predicts this revenue source will show gradual growth.

103

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

0.0

$0.0

-1.0 -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

-$2.9 -$3.8

-4.0 -$4.9

-5.0

This model is the framework to peer into the -6.0 -$6.4 near future to identify the deficits that might await -7.0 -$7.6 us if we were to take no FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 action. It helps City staff -8.0 to conservatively quantify our financial outlook so This chart is for planning purposes and illustrates the potential shortfalls the General Fund could face if we can adequately plan no positive action is taken. By Florida law, the proposed budget must be balanced. Financial Strategies and be prepared to meet will be formulated to address future year shortfalls and will be included in the FY 2016 Business Plan. these challenges. As we map out our financial and operating strategies, we use the model to determine The General Fund’s forecast continues to project the potential impact of decisions, focusing on long-term minimal revenue growth and the need to hold solutions rather than short-term “fixes,” which could lead the line on expenditures in order to maintain to negative financial impacts in future years. This financial adequate working capital over the five-year outlook provides an opportunity to both avoid future budget period. The national and state economies are problems and maintain financial stability. The forecast improving at a steady, but slow pace. However, integrates projections of the major drivers of the City’s local governments are still experiencing annual budget, new programs, and the anticipated revenues slowly recovering revenues, which will make over the forecast period. Typically, future years show a deficit it difficult to provide both essential services to of revenues over expenditures. the community and improvements needed for infrastructure. On the positive side, the General Fund’s beginning working capital will allow us to forecast another year of stable, though lean, operations. As shown in the chart above, the City is presenting a balanced budget for Fiscal Year 2016. Our success to date has been largely dependent upon planning ahead for the financial realities we project in coming years.

104

Fiscal Year 2016 Annual Budget

General Fund Five-Year Forecast Summary Budget Fiscal Year 2014 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

City of Coral Springs, Florida

Total Revenues 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 Total Expenditures Surplus/(Deficit)

%



Adopted Fiscal Year 2015

%



Adopted Fiscal Year 2016

%



Projected Fiscal Year 2017

%



Projected Fiscal Year 2018

%



$33,651,176 2,103,433 10,332,934 10,806,725 19,285,436 3,643,420 13,380,889 2,050,691 3,643,386 1,519,503

3.8% 12.8% 13.4% 7.0% -1.8% -0.5% 5.7% 3.6% -20.6% -45.1%

$35,299,267 2,124,467 10,134,499 11,045,986 19,508,503 3,735,836 14,400,669 2,219,855 4,131,756 625,355

4.9% 1.0% -1.9% 2.2% 1.2% 2.5% 7.6% 8.2% 13.4% -58.8%

$38,909,404 2,245,712 10,435,499 11,393,696 20,026,189 4,005,554 14,306,465 2,202,750 4,194,210 127,425

10.2% 5.7% 3.0% 3.1% 2.7% 7.2% -0.7% -0.8% 1.5% -79.6%

$40,465,780 2,290,626 10,614,199 11,624,457 20,258,234 4,139,237 14,687,681 2,215,685 3,773,667 129,973

4.0% 2.0% 1.7% 2.0% 1.2% 3.3% 2.7% 0.6% -10.0% 2.0%

$42,084,411 2,336,439 10,796,173 11,859,934 20,611,554 4,279,604 15,187,089 2,291,216 3,743,609 132,573

4.0% 2.0% 1.7% 2.0% 1.7% 3.4% 3.4% 3.4% -0.8% 2.0%

$100,417,593

1.6%

$103,226,193

2.8%

$107,846,903

4.5%

$110,199,539

2.2%

$113,322,601

2.8%

$352,109 3,333,225 1,452,647 2,545,778 2,886,654 863,842 45,124,246 8,844,999 6,499,433 4,414,581 14,135,475 3,221,854 2,454,747 4,288,003

8.8% 13.5% 6.6% 0.7% -3.6% 3.0% 1.6% -0.3% 1.9% 4.3% 1.7% -13.5% 19.2% -2.6%

$356,301 3,814,675 1,675,532 2,478,075 3,258,968 997,264 45,386,271 8,952,200 6,710,576 4,608,241 14,314,764 3,096,298 2,692,397 4,884,632

1.2% 14.4% 15.3% -2.7% 12.9% 15.4% 0.6% 1.2% 3.2% 4.4% 1.3% -3.9% 9.7% 13.9%

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 3,253,887 2,518,935 7,040,832

1.6% 4.6% 4.6% -1.4% 8.1% 2.6% 2.7% 2.0% 1.3% 3.1% 2.2% 5.1% -6.4% 44.1%

$378,765 4,167,413 1,831,895 2,563,614 3,667,858 1,067,244 48,665,256 9,574,434 7,125,405 4,919,951 15,218,166 3,339,457 2,883,617 7,677,184

4.6% 4.4% 4.5% 4.9% 4.1% 4.3% 4.4% 4.9% 4.8% 3.5% 4.0% 2.6% 14.5% 9.0%

$396,736 4,354,088 1,915,220 2,690,214 3,820,618 1,114,368 50,819,483 10,046,811 7,472,523 5,096,743 15,831,876 3,076,850 2,822,792 7,673,348

4.7% 4.5% 4.5% 4.9% 4.2% 4.4% 4.4% 4.9% 4.9% 3.6% 4.0% -7.9% -2.1% 0.0%

$100,417,593

1.6%

$103,226,193

2.8%

107,846,903

4.5%

$113,080,258

4.9%

$117,131,668

3.6%

$0

$0

($0)

($2,880,720)

($3,809,068)

Projected Fiscal Year 2019

%



$43,978,210 4.5% 2,383,168 2.0% 10,981,483 1.7% 12,100,226 2.0% 20,974,727 1.8% 4,426,989 3.4% 15,705,433 3.4% 2,369,437 3.4% 3,566,906 -4.7% 135,224 2.0% $116,621,803

2.9%

$416,023 4.9% 4,551,240 4.5% 2,003,350 4.6% 2,824,701 5.0% 3,981,717 4.2% 1,164,041 4.5% 53,088,833 4.5% 10,547,533 5.0% 7,841,161 4.9% 5,282,690 3.6% 16,480,356 4.1% 3,139,891 2.0% 2,989,322 5.9% 7,221,825 -5.9% $121,532,682 ($4,910,878)

3.8%

Projected Fiscal Year 2020

%



Projected Fiscal Year 2021

$45,957,229 4.5% 2,430,831 2.0% 11,170,193 1.7% 12,345,432 2.0% 21,348,036 1.8% 4,581,743 3.5% 16,243,492 3.4% 2,450,448 3.4% 3,545,460 -0.6% 137,928 2.0%



$48,025,305 2,479,448 11,362,369 12,595,654 21,731,773 4,744,235 16,802,075 2,534,349 3,563,746 140,687

4.5% 2.0% 1.7% 2.0% 1.8% 3.5% 3.4% 3.4% 0.5% 2.0%

3.1%

$123,979,640

3.1%

$436,748 5.0% 4,759,611 4.6% 2,096,632 4.7% 2,967,683 5.1% 4,151,744 4.3% 1,216,434 4.5% 55,484,985 4.5% 11,078,660 5.0% 8,232,980 5.0% 5,478,453 3.7% 17,166,226 4.2% 3,205,229 2.1% 3,166,466 5.9% 7,153,425 -0.9%

$459,043 4,980,005 2,195,447 3,119,825 4,331,341 1,271,736 58,016,941 11,642,428 8,649,787 5,684,749 17,892,344 3,272,960 3,354,940 6,663,948

5.1% 4.6% 4.7% 5.1% 4.3% 4.5% 4.6% 5.1% 5.1% 3.8% 4.2% 2.1% 6.0% -6.8%

$131,535,496

3.9%

$120,210,794

$126,595,277 ($6,384,483)

4.2%

($7,555,856)

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

%

105

106

Fiscal Year 2016 Annual Budget

Business Plan Contents Introduction.................................................................................................................................................................................................. 108 Market Environment...................................................................................................................................................................................... 109 Service and Operations Strategy.................................................................................................................................................................... 122 A Family-Friendly Community........................................................................................................................................................................ 123 New Initiatives..................................................................................................................................................................................... 123 Ongoing Initiatives............................................................................................................................................................................... 125 A Thriving Business Community..................................................................................................................................................................... 129 New Initiatives..................................................................................................................................................................................... 129 Ongoing Initiatives............................................................................................................................................................................... 131 An Active, Healthy Community...................................................................................................................................................................... 135 New Initiatives..................................................................................................................................................................................... 135 Ongoing Initiatives............................................................................................................................................................................... 136 An Attractive Community............................................................................................................................................................................... 138 New Initiatives..................................................................................................................................................................................... 138 Ongoing Initiatives............................................................................................................................................................................... 139 An Innovative, High-Performing Organization............................................................................................................................................... 142 New Initiatives..................................................................................................................................................................................... 142 Ongoing Initiatives............................................................................................................................................................................... 143 Financial Strategy.......................................................................................................................................................................................... 147 Revenue Outlook.................................................................................................................................................................................. 149 Managing Debt and Equity................................................................................................................................................................... 149 Five-Year Forecast ................................................................................................................................................................................ 150 Fiscal Year 2016 Capital Improvement Program.................................................................................................................................... 150 Solid Waste........................................................................................................................................................................................... 151 Water and Sewer.................................................................................................................................................................................. 152 Fire Fund ............................................................................................................................................................................................. 152 Measuring Results.......................................................................................................................................................................................... 153 Quarterly Performance Review............................................................................................................................................................. 153 Key Intended Outcome Analysis........................................................................................................................................................... 153 Initiative Analysis................................................................................................................................................................................. 153 Supplier and Partner Performance Data............................................................................................................................................... 153 Sustainability Indicators....................................................................................................................................................................... 153 Fiscal Year 2015 KIO Summary.............................................................................................................................................................. 154 Composite Indicators............................................................................................................................................................................ 159 Fiscal Year 2015 Initiative Summary..................................................................................................................................................... 162 Customer Requirements Analysis................................................................................................................................................................... 168 Overview.............................................................................................................................................................................................. 168 Residential Satisfaction Survey Results................................................................................................................................................ 168 Business Survey Summary................................................................................................................................................................... 172 SWOC: Strengths, Weaknesses, Opportunities, and Challenges............................................................................................................ 176 Neighborhood Meetings...................................................................................................................................................................... 177 Workforce Analysis .............................................................................................................................................................................. 179 Benchmarking............................................................................................................................................................................................... 181 Process Improvement Teams.......................................................................................................................................................................... 182 Cross-Functional Teams........................................................................................................................................................................ 182 Special Department Teams................................................................................................................................................................... 183 Awards and Special Recognitions................................................................................................................................................................... 184

City of Coral Springs, Florida

107

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. This Business Plan represents the first year in the current strategic planning process. 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 day-to-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 continue our recovery from the lingering effects of the recent severe national recession. 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.

108

Fiscal Year 2016 Annual Budget

Market Environment Overview Since the end of the Great Recession in June 2009, economists have been trying to describe the expected economy recovery using the alphabet. Past recessions have followed a predictable pattern: the economy entered a recessionary period, bottomed out, and then began the recovery period. Economists expected the shape of this recession to deviate significantly from that historic “V” pattern with the recovery being described as a “U,” “elongated U,” also known as the gravy boat, or a “W,” known as the double-dip recession. As the recovery has stretched from months to years, descriptions have become more colloquial with one economist calling it the “barbeque recovery” (low and slow) and another referring to the recovery as a “genie lamp” (rub it and wish for the best). Strong economic growth has repeatedly slipped our grasp. It is clear the recovery has been consistently inconsistent resulting in mixed results. For example, consumer confidence has been buoyed by the steep decline in gas prices; however, that confidence has not translated to the kind of consumer spending we would expect. The unemployment rate is

nearing all time lows, however, this has not translated to increased wages because the number of part-time employees looking for full-time work as well as the number of previously unemployed looking for work is holding down the growth in wages. In addition, the number of discouraged workers remains stubbornly high. Of most concern is the labor under-utilization rate (commonly referred to as “U-6”). U-6 includes the unemployed who are looking for work as well as discouraged workers (i.e., those who have stopped looking for work). Nationally, this figure stands at 11.2% or nearly twice the unemployment rate. Home prices are increasing faster than incomes. Finally, there are a number of political factors that are causing investors to take a wait-and-see attitude before investing heavily in the economy. Uncertainly surrounding the implementation of the Affordable Care Act and the Dodd-Frank financial regulations as well as the end of the Federal Reserve’s quantitative easing program has made the business community think twice before investing in expansion. Overall, economists remain positive regarding the state of the economy. However, it will be well into 2016 and early 2017 before we can expect the economic recovery to translate into anything approaching normal.

Slow economic expansion limits revenue growth Gross Domestic Product, a universally-accepted measure of economic vitality, was an uninspiring 2.4% for the nation last year. The US economy chugged along at a steady but slow pace. A dramatic drop in oil prices toward the end of the year put more money in consumers’ pockets. Economists hope this, along with improvements in employment, energizes consumer spending into 2015 and are forecasting a modest boost to GDP, although most do not expect growth to achieve a more normal 3% rate until well into 2016, possibly later. The City’s revenues are dependent on the state of the economy. As the economy picks up so does the City’s revenue. If the economy stagnates, on the other hand, so does the City’s revenue stream.

GDP

Percent Change in GDP Percent Change from Preceding Period 8.0% 6.0% 4.0% 2.0% 0.0% ‐2.0%

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

‐4.0% ‐6.0% ‐8.0% US

Florida

Region

City of Coral Springs, Florida Citation U.S. Bureau of Economic Analysis:

109

Employment approaching full recovery The unemployment rate has fallen to 2008 levels, ending 2014 at 5.7% for the State, 5.6% for the nation. Florida’s job market is still recovering, but forecasts show about 4,000 prime working-age people are being added each month, so full recovery is a greater challenge. The professional and business services sector is providing the most gains for the State, followed by the trade/ transportation/utilities sector and tourism.

Unemployment Rate Improving

Of the 22 metro areas in the State, the Ft. Lauderdale-Pompano Beach-Deerfield Beach area posted the third highest job gains for the year, adding 28,600 jobs for a 3.7% increase. Locally, Coral Springs’ unemployment is down to 5.1%, nearing the pre-recession 3.2% of 2007.

Unemployment Rates

12%

11.2% 10.5%

10%

9.5%

8.9% 8.5%

8%

8.9%

8.8%

8.1%

8.5%

7.6%

6% 4% 2% 0%

5.1%

5.0%

8.7%

6.8%

5.4%

5.7% 5.70% 5.6% 5.50% 5.7%

4.7% 3.3%

3.4%

3.3%

3.2%

2007

5.4%

5.1%

4.1%

Coral Springs

2006

7.6% 7.5%

2008

2009

National

2010

Florida

2011

2012

2013

2014

2015*

Low inflation may signal weak economic conditions Source: FL Dept of Economic Opportunity – Labor Market Statistics

LOCAL AREA STATISTICS PROGRAM (Not Seasonally A little bit of inflation is aUNEMPLOYMENT good thing. The Federal Reserve aims for aAdjusted) two percent inflation rate, which they believe supports price stability and maximum employment. A lower rate presents a higher risk of falling into deflation, which means prices and perhaps 1 wages are falling. The Consumer Price Index (CPI) is one measure of inflation in the U.S. After a strong summer, when year over year increases were averaging around two percent, the CPI fizzled out toward the end of 2014, resulting in the average annual increase for 2014 at 1.6%, below optimum. The plunging energy sector has been the biggest drag, leaving inflation with no significant impact on the economy. Economists are expecting low rates of inflation to continue through the end of 2015, or possibly longer.

CONSUMER PRICE INDEX ‐ Change All Urban Consumers in CPI 6.0%

Miami Region

5.0%

US

4.0%

3.0%

2.0%

US at

1.0%

0% 0.0% 2005

110‐1.0%

2006

2007

2008

2009

2010

2011

Fiscal Year 2016 Annual Budget Series1

Series3

2012

2013

2014

May‐15

Real Estate Trends The City’s primary revenue source is ad valorem property taxes, which are based on each property’s assessed value. 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%. Because inflation has been at historic lows, this primary revenue has not shown remarkable growth. In fact, for Fiscal Year 2016 homesteaded properties will be limited to a maximum SOH increase of 0.8%. Growth in the commercial, retail and industrial sectors will be the primary driver of growth in the City for the coming year.

Property Tax Revenue Returning to FY 2007 Level Ad Valorem Revenues $36,000,000 $35,000,000 $34,000,000 $33,000,000 $32,000,000 $31,000,000 $30,000,000 $29,000,000 FY 2007 Revenue $35,337,291

FY 2008

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

FY 2014

FY 2015 Budget

$33,678,537

$31,880,960

$31,302,051

$31,252,848

$31,142,750

$32,726,176

$33,847,000

$35,299,267

Ad Valorem revenues appear to have recovered to the same level as Fiscal Year 2007. However, when factoring for inflation, today’s revenue offers 13% less purchasing power.

Stabilizing Housing Market • Broward County has seen a 3% decrease in active listings of single family homes in Broward County, compared to August 2014; the inventory for condos increased by 3%. • Single-family home sellers enjoy a strong market. Data for August 2015 shows the average percent of original list price received remains very high at 95%, with a median 36 days on the market. • Median sales prices in Coral Springs (Q3 2015) were $355,500 for single-family homes and $97,000 for condos, an increase from a year ago. In Broward County, median sales prices of single family homes reached $307,250 in August 2015, an increase of 6% from a year ago. • A 16% decrease in cash sales of single-family homes in Broward County, August 2014 vs. August 2015, indicates a diminishing presence of investors in the market, further contributing to market stability. In August 2015, 27% of single-family home sales and 64% of townhouse/condo sales were cash sales. • There has been a 76% decrease in foreclosures since 2010: 1,280 in September 2015 down from a peak of 5,416 in May 2010.

New Residential Development on the Horizon • 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. The developer is currently finishing site plan review, and construction on this development should commence in late 2015. • Coral Springs Country Club will be home to 250 high-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. The developer is finishing site plan review and construction is expected to begin during summer 2015.

Commercial Vacancies Filling Up • Major retailers and restaurants have recently opened, including Dick’s Sporting Goods, BJ’s Wholesale Club, BJ’s Brewhouse, and Brass Tap. With the addition of Hobby Lobby and planned Stein Mart, nearly all of the “big box” retail spaces within the City have been filled. • Potential large-scale development projects in the Corporate Park are being pursued for 2015. • Business development continues to grow with 311 new business tax receipts issued since October 2014.

City of Coral Springs, Florida

111

Economic Development The Economic Development Office understands that in order to create a community of choice, it must continue to tout the assets of Coral Springs, re-brand its economic development initiatives, and create opportunities for new and expanding businesses. In addition to implementing the priorities previously identified in a comprehensive assessment by Angelou Economics, the Economic Development Office will tackle the following strategic plan of action.

Create a five year Economic Development Strategy • Address the needs of the entire City to assure continued economic health and tax base expansion

Establish an Economic Development Advisory Committee • Look at other cities and organizations’ best practices to create a successful committee • Establish the size of the Committee, frequency of meetings, board selection process, term limits • Develop a goal/objective for the board and set-up parameters on what the committee would vote on

Create an Economic Development Marketing Campaign • Efforts will be focused on a marketing strategy in Fiscal Year 2016. The creation of a new website will provide an economic development tool to ensure accessibility to potential site selectors. Zoom Prospector will be added to the website to allows site selectors and prospects to search available commercial property within the City. • Social media marketing will be utilized to increase new lead generation. The goal is to deliver more 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 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. Additionally, we will inventory parcels that are available to developers to actively market and advertise.

Develop and implement an improvement district for the Corporate Park • An additional focus of Fiscal Year 2016 will be creating a special taxing district in the Corporate Park. • The Economic Development Office will work to establish relationships with all Corporate Park businesses. Events will be planned, promoted, and hosted to discuss future plans and required actions. • Incentives will be created to improve the success of the improvement district.

112

Fiscal Year 2016 Annual Budget

Downtown Coral Springs

Downtown Core, Phase I: SW Corner Sample Rd. and University Dr.

Downtown Coral Springs is a vision of City leaders to create a sense of place for residents. Ground zero for this vision is in the vicinity of the intersection of University Drive and Sample Road. This location falls within a dependent special district known as the Coral Springs Community Redevelopment Area (CRA) which contains approximately 137 acres along the Sample Road corridor. Multiple efforts are underway to lay the foundation for future progress in this area.

Downtown Core projects include water and sewer improvements, street light replacements, construction of the Municipal Complex, and construction of a shared parking structure.

ArtWalk sets the stage Beautiful streetscaping and landscaping along NW 31st Street, with room for six art sculpture installations, will provide the perfect place for pedestrians to experience the City’s center. This 1,300 linear foot additional event venue will offer 300 linear feet of seating wall and have the capacity to host 52 tents in the heart of Downtown Coral Springs. For its inaugural year, six events are contemplated, one every other month. Three would be large events organized by the City. The other three would be smaller events planned by the Chamber of Commerce and the Community Redevelopment Agency. An entranceway public art piece, entitled “Beyond”, has been commissioned. Funded by the Public Art Fund, this piece will be a 13-foot tall infinity glass sculpture with powder-coated aluminum and LED lights. The sculpture will be a combination of several unique glass etching and lighting techniques using multiple layers of specialty glass to create an infinite feeling for pedestrians to experience. Estimated completion, or “walking the ArtWalk”, is planned for September 2015.

Municipal Complex will be a catalyst for development A Municipal Complex will be built within the Coral Springs Community Redevelopment Area (CRA). Plans call for a multi-purpose, attractive, and vibrant municipal complex that will serve as the functional and symbolic center of the City. Significant parking capacity will be available, spurring other private investment and redevelopment. An architect has designed the architectural and engineering aspects of the Complex, an in-house construction project manager has been hired to shepherd the project, a comprehensive space plan has been developed, and initial financing has been secured. The architect, Song & Associates Inc., presented the Commission with their conceptual design for the Complex. The Commission approved the concept and retained Song & Associates Inc. to complete the design and engineering. A schematic design has been completed and presented to City staff and construction drawings are underway. In addition, the City Commission approved a 600 space parking garage for the site. In the first quarter of Fiscal Year 2016, the design will be completed, finalizing construction documents for both the building and parking garage. All necessary permits will be obtained, and a contractor will be hired. Construction is scheduled to start in late 2015.

Collaboration and cooperation continues the momentum Broward College, Broward County Transit, the Broward Metropolitan Planning Organization (MPO), as well as private entities are all invested in the future of the CRA. A Sample Road Corridor Coalition is working to bring attention to the much needed east-west connection between proposed gateway hubs at State Road 7 and the intersection of University Drive/Sample Road. An Education Corridor Transit study was initiated by the MPO in January 2015. The CRA is working with all these players to revitalize and grow Downtown Coral Springs.

City of Coral Springs, Florida

113

Workforce Analysis In April of this year the Sun Sentinel recognized the City of Coral Springs as one of the top work places in South Florida. More than 400 employees responded to an online survey managed by an outside company (Workplace Dynamics). This feedback affirmed the City’s ongoing commitment to maintaining a dynamic employee culture. Forty-five companies were selected for the Top Workplaces recognition and the City was honored to be recognized by our employees. For more than two decades the City has measured employee satisfaction through internal surveys and employee satisfaction levels have consistently been at or near 99%. The strength of our organization has always been our people and this recognition continues to highlight the fact that we provide an excellent work environment that recognizes employee contributions and provides them with opportunities to make a positive difference every day.

Proactively Growing Internal Talent Beginning in 2007, the City established a Leadership Development Program to identify and grow internal talent for future key positions in management. More than fifty (50) employees (both non-managers and managers) actively participate in the program by attending in-house workshops, lectures and thought provoking training programs that are classified as strategic learning events. Leadership development participants are also involved in mentoring relationships where they gain greater exposure to real-life work challenges and exposure to leadership issues outside their normal work assignments. The City has been proactively growing our talent pool for more than eight years resulting in several internal success stories that have turned succession plans into reality. In an effort to continuously improve the program, participant feedback is requested annually to gauge overall satisfaction and improve participant engagement. As we look to the future, we will continue to be intentional about providing our participants with new opportunities to grow, learn, and achieve success.

Increasing Employee Engagement through Health/Wellness Initiatives The City is committed to sustaining our workforce by offering on site wellness programs and high quality employee benefits. During the last year a new wellness strategy was created to engage and motivate employees through quarterly wellness challenges. Participants are recognized for their commitment to establishing a healthier lifestyle while receiving encouragement and positive moral support from coworkers. An on-site health coach is now making great strides in promoting our wellness programs, offering health related information and delivering personalized one-on-one health coaching sessions. As we look to the future, we will continue to reward healthy behaviors and seek inventive ways to engage our employees, encouraging them to be stronger health consumers focused on improving their wellbeing. Additionally, the City will continue to leverage the resources of our health-partners to deliver fresh options to engage employees city-wide to continue their wellness journey. One size does not fit all when establishing meaningful wellness goals and rewards; it is vital we continue to encourage employees to share their experiences and celebrate success stories.

Increasing Professional Development Standards To keep pace with ever-changing employment laws and regulations, the City has established new internal training programs to expand the knowledge base of our supervisory staff and other key decision makers. Policies on a variety of compliance topics have been revamped to reflect current practices and new legal standards to sustain fair and equitable workplace standards. As new legislative action becomes reality, we are committed to proactively communicating changes and re-training staff as necessary to ensure greater compliance city-wide. To increase awareness and compliance we will leverage existing communication channels such as new employee on-boarding sessions, employee focus groups, and employee guidebooks, to keep employees informed. Knowledge is power, and we believe it is vital to regularly share new perspectives on professional standards to safeguard our workplace and sustain our positive employee culture.

114

Fiscal Year 2016 Annual Budget

Technology The City’s ability to deliver services and to be transparent in its management of information resources is critical. City departments must have ready access to information to make business decisions. Ready access to data depends on information technology platforms that are state-of-the-art. Therefore, the City must invest in systems that meet current hardware and software standards and are easy to use. As a result, City staff will be more productive, thereby, reducing the overall cost of service delivery.

Network Infrastructure Voice and data services are integrated onto a fully redundant fiber backbone network. This integration enables data to flow and to be available at a rate that exceeds past performance. The platform implemented by Information Technology Department includes both wired and wireless services. This network architecture ensures access to data across multiple locations as well as mobile connectivity for City staff and citizens. Future enhancements will increase data center performance and information availability through the use of virtual servers and data storage platforms.

Enterprise Software Application The deployment of an Enterprise Resource Planning (ERP) platform that enables data to be shared across departments is critical to the City’s ability to deliver services to its citizens in the most cost effective manner. The end goal is to implement software systems that satisfy the needs of departments while allowing the free flow of information. Success in deploying an ERP platform is dependent on the selection of software that can be fully integrated with the business functions of the majority of City departments. Where this objective cannot be fully met, the goal should be to provide a software interfaces that allow the transfer of information in a seamless manner. The City is currently exploring options for a fully integrated enterprise software solution.

Software Sustainability The City continues to maintain a strong business relationship with SHI, the Microsoft reseller. Future changes and enhancements to the Microsoft suite of software products will be closely monitored as well as keeping current on software patches required to protect from the city data breaches. Maintenance of GIS data continues to be a major focus as this information impacts nearly all City departments. Staying current with software agreements (maintenance) ensures ongoing security and availability of applications and data.

IT Standardization With the full implementation of ITIL Change Management, the Information Technology Department has taken a major step forward in ensuring that upgrades to the data infrastructure does not impact departmental operations. The IT Department has fully implemented ITIL standards for Change Management and is rolling-out Project Management in the current fiscal year. This step ensures that technology based projects will be successfully implemented and tracked and completed within budget, time, and resource objectives.

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Green Information Technology & Document Management/Imaging Through the deployment of energy efficient hardware systems, Information Technology continues to meet its objective of reducing hardware footprints while increasing the effectiveness of data center operations. Hardware that is purchased and deployed in the data center is evaluated on how well it performs and the energy efficiency that it produces. The implementation of the OnBase document management system enables information to be readily available to city staff on demand. The challenge for the City comes from the volume of data that is being stored. As the volume grows, so does the cost to maintain it. The objective moving forward is to refine data retention requirements and the implementation of a program to delete transitory data and records that have satisfied retention requirements. This solution will enable City staff to attach documents to the database on the mainframe and give us a more robust search capability. It will also help with paper reduction.

On-Line Services Any future software purchase or upgrade will be reviewed based on an objective to increase the use of on-line services for doing business with the City. Information Technology’s Project Management Division will partner with departments in the evaluation of software programs in an effort to determine the extent in which web based service can be provided as a part of the implementation.

Public Safety Technology Initiatives The services provided by the city’s Police and Fire Departments are vital to the overall security of citizens and businesses. To this end, maintaining current technology for officer and firefighter safety is the prime objective of the IT Department. A project is underway to evaluate public safety systems that are deployed within the region so that decisions can be made on the direction taken to ensure inter-connectivity with the greatest number of agencies surrounding Coral Springs. This process includes an evaluation of software modules in use by the agencies, the methodology they used to determine vendor selection, and any issue related to the implementation of the software platform.

116

Fiscal Year 2016 Annual Budget

Legislative Issues The City is concerned about legislation that will weaken its home rule authority or impose mandates on the City without a corresponding funding source. The following issues reflect the legislative challenges that require attention of the City staff and clear direction to staff through the strategic and business plan. Communication Services Tax Legislation has further eroded the Communication Services Tax (CST). Legislation passed that permanently reduces the Communications Services Tax rates by 1.73 percentage points although it promises to maintain the local government share at current levels. In Fiscal Year 2014, the City collected $4.8 million via our local 5.22% Communications Services Tax and expects to collect less ($4.7 million) for Fiscal Year 2015. State Appropriations With an initial surplus expected in the State budget for 2015-2016, a host of special local funding requests were submitted to State legislators and City of Coral Springs was no exception. After requiring an extended session to come to an agreement on the budget, many of these special requests, or appropriations, were granted, including two for the City. However, utilizing his line item veto, Governor Rick Scott wiped out $461.4 million of these local priorities. One project for the City of Coral Springs remains funded, for drainage improvements in the Meadows and Dells neighborhoods.

Emerging Issues Recycling The Energy, Climate Change and Economic Security Act of 2008 established a statewide recycling goal of 75% by 2020. Working toward this goal, the City has introduced automated recycling cart collection for single family residences and is tackling multi-family recycling on a case-by-case basis. Areas of concern for commercial recycling include dumpster screening and the retrofitting of dumpster enclosures to make room for recycling containers. Initial estimates reveal there are approximately 1,100 of these enclosures in Coral Springs. Stormwater Assessment Stormwater runoff must be effectively and efficiently handled in order to prevent flooding, property damage, and the pollution of waterways. The City has conducted a preliminary analysis of implementing an assessment to fund a stormwater management system. At least 17 municipalities in Broward County currently charge this assessment. The charge would be related to the financial impact of runoff from each parcel within the City. Parcels with high 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. Funds would be used to provide maintenance and construct improvements to address stormwater issues.

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Demographic Trends

Population trends Under 5

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 2000 Census data, along with the 2005-2009 ACS 5-year estimates (earliest 5-year estimates available from the ACS) and 2008-2012 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 65, the decrease in proportion of school age residents, the rise in college students, and the growing number of multilingual residents. Population In the State of Florida, the most accurate municipal level population estimates in the intercensal years are produced by the University of Florida’s Bureau of Economic and Business Research (BEBR). According to the BEBR’s 2013 estimates, the City of Coral Springs had a population of 122,994, a slight increase over the 2010 Census estimate of 121,096. The 2010 Census reported the gender distribution as 52% female and

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

Age 5-17 7.0% 8.8% 28.4%

Age 18-34

Age 35-49

Age 50-64

6.0% 14.1%

Age 65+ 7.9%

20.5%

28.1%

23.6%

24.9%

21.2%

23.8%

23.8%

20.8%

7.1% 1990

6.9% 2000

5.8% 2010

21.4%

Data Source: Decennial Census 1990, 2000 and 2010

48% male. The median age was 36.5 years. Population under 18 made up 27% of the City’s total population, while senior population (age 65 and over) made up only 8% of the City’s total population. While Coral Springs is a “young” community, especially when compared to Broward County and the United States, there has been some “aging” of the population over the past 20 years. Population under 18 years old has decreased its share of total population by roughly 14% since 1990, while the “baby boomers” group grew significantly – age group 50-64 increased its share of the population by over 130% since 1990. Race and Ethnicity The 1990-2000 comparison of the City’s racial/ethnic make-up shows an increasingly diverse community: This significant change over the past twenty years is best reflected in the growth of the minority population which reached 48% of the City’s total population in 2010, compared to only 13% in 1990. African-American (Non-Hispanic) population has grown considerably, from only 3.2% of the City’s total population in 1990 to 17.1% in 2010. While the minority population as a whole has increased in the past 20 years, it is the Hispanic population that has seen the greatest growth – its share of the City’s total population grew from 7.1% in 1990 to 23.5% in 2010, an increase of 231%.

1990

Population age

Growing Hispanic Population 100%

Under 5 Age 65+ 5.8% 7.9% Age 50-64 20.5%

Hispanic or Latino Non-Hispanic Other Non-Hispanic Black

90% 80%

Age 5-17 20.8%

70% 60% 50% 40% 30%

Age 35-49 23.6%

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Non-Hispanic White

20%

Age 18-34 21.4%

10% 0% 1990

Fiscal Year 2016 Annual Budget

Data Source: 2010 Census

2000

2010

Data Source: Decennial Census 1990, 2000 and 2010

Households and Families The 2010 Census reported there were an estimated 41,814 households in the City, with the average household size of 2.9 people. Families made up 78% of the City’s households (higher than Broward County’s 63% and the nation’s 66%). This figure includes both married-couple families (55%) and “other” families – female householder, no husband present (17%) and male householder, no wife present (6%). Family households with children accounted for 40% of total households in Coral Springs (higher than Broward County’s 29% and the nation’s 30%). The average family size was 3.3 people. Most of the nonfamily households were people living alone.

Top 10 Ethnic Groups for Foreign Born Population Total

% of Population

Jamaica

4,406

3.6%

Colombia

4,201

3.4%

Haiti

3,711

3.0%

Peru

1,669

1.4%

India

1,427

1.2%

Brazil

1,380

1.1%

Venezuela

1,161

0.9%

Nativity and Foreign Born

Trinidad and Tobago

1,094

0.9%

The 2008-2012 ACS estimate reports that 73% of the people living in Coral Springs were native residents of the United States. Thirty percent of these residents were born in Florida.

Dominican Republic

1,083

0.9%

Cuba

1,063

0.9%

Twenty-seven percent of the people living in Coral Springs were foreign born. Of the foreign born population, 53 percent were naturalized U.S. citizens and 97.5 percent entered the country before the year 2010.

Top 10 Ethnic Groups by First Ancestry Reported Total

% of Population

Italian

10,038

8.2%

Irish

7,670

6.3%

100%

German

7,223

5.9%

90%

Haitian

5,778

4.7%

80%

Jamaican

5,393

4.4%

70%

American

4,824

3.9%

60%

Russian

4,530

3.7%

50%

English

4,116

3.4%

40%

Polish

3,447

2.8%

30%

French (except Basque)

1,847

1.5%

Place of birth

Percentage of Foreign Born

Percentage of Native Born

20% 10%

Geographic Mobility

0% 2000 Census

2005-2009 ACS Estimate

2008-2012 ACS Estimate

While foreign born residents of Coral Springs come from different parts of the world, a great majority (75%) were born in Latin America, 13 percent in Asia, and 8 percent in Europe. It is important to note that two of the top three ethnic groups for foreign born population are the West Indies’ countries of Jamaica and Haiti. Although foreign born population is dominated by Latin American nationalities, the most prevalent ancestry is still European, as noted in the following table.

Eighty-five percent of the people at least one year old living in Coral Springs were living in the same residence one year earlier. Those who do move tend to stay in Broward County. Language Among people at least five years old living in Coral Springs, roughly one-third (34%) spoke a language other than English at home. One-fifth (20%) of residents over the age of five spoke Spanish, while 10 percent spoke an Indo-European language. One-third (33%) of those who spoke a language other than English at home reported that they did not speak English “very well”. The number of multilingual residents has increased, though the number and percentage that report they did not speak English “very well” has decreased since the early 2000’s.

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Language spoken at home 100% 90% 80%

Other languages

70%

Asian and Pacific Islander

60%

The 2008-2012 ACS provides additional characteristics of occupied housing units. Eighty-one percent of the owner occupied housing units had a mortgage. Roughly 2 percent of all occupied households did not have telephone service. Five percent had no vehicle available and 21 percent had three or more available.

50%

Other Indo-European

Housing Costs

40%

Spanish

30%

English only

The median monthly housing costs for mortgaged owners was $2,281, nonmortgaged owners $690, and renters $1,310. Fifty percent of owners with mortgages, 20 percent of owners without mortgages, and 62 percent of renters in Coral Springs spent 30 percent or more of household income on housing.

20% 10% 0% 2000 Census

2005-2009 ACS Estimate

2008-2012 ACS Estimate

Education

Housing Characteristics The 2010 Census reported a total count of 45,433 housing units in Coral Springs - 92 percent were occupied and 8 percent were vacant. Among the occupied housing units, 65 percent were owner-occupied and 35 percent were renter-occupied.

The total school enrollment in Coral Springs was approximately 39,000. Nursery school and kindergarten enrollment was 3,700 and elementary through high school enrollment was approximately 24,500 children. College or graduate school enrollment was 10,700.

Housing Percentage of Occupied

Ninety percent of people 25 years and over had at least a high school diploma or completed some level of college: 24 percent had a high school diploma only, 10 percent had an associate degree, 35 percent had a bachelor’s degree or higher, 23 percent had some college but no degree. Seven percent had not received their high school diploma.

Percentage of Vacant

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

School enrollment (age 3 and older) 50%

Percetage of Nursery School, Preschool

45% 40%

Percentage of Kindergarten

35% 2000 Census

2005-2009 ACS Estimate

2010 Census

2008-2012 ACS Estimate

30% 25% 20%

According to the 2008-2012 ACS, close to 90% of all housing units in Coral Springs were built between 1970-1999, with a fairly similar share of units built in each of those three decades.

15% 10% 5% 0% 2000 Census

Majority of housing units were built between 1970-1999 0% Built 2010 or later

5%

10%

15%

20%

25%

27.7%

Built 1980 to 1989

31.6%

Built 1970 to 1979 Built 1960 to 1969

27.4%

In Coral Springs, 65 percent of the population 16 and over were employed; 26 percent were not currently in the labor force. Eighty-three percent of the people employed were private wage and salary workers; 11 percent were federal, state, or local government workers; and 6 percent were self-employed in their own (not incorporated) business.

2.6%

Built 1950-1959

0.4%

Built 1940 to 1949

0.0%

Built 1939 or earlier

0.3%

Data Source: 2008‐2012 ACS 5‐year estimates

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35%

9.9%

Built 1990 to 1999

2008-2012 ACS Estimate

Employment Status and Type of Employer 30%

0.10%

Built 2000 to 2009

2005-2009 ACS Estimate

Percentage of Elementary School (Grades 1-8) Percentage of High School Grade (Grades 9-12) Percentage of College or Graduate School

Fiscal Year 2016 Annual Budget

Commuting to Work

Health Insurance

Eighty-one percent of Coral Springs workers drove to work alone, and nine percent carpooled. Among those who commuted to work, it took them on average 27 minutes to get to work. Nearly 40 percent of all workers in Coral Springs travel to work between 30-60 minutes.

During 2008-2012, among the civilian non-institutionalized population in Coral Springs, 80 percent had health insurance coverage and 20 percent did not have health insurance coverage. For those under 18 years of age, 13 percent had no health insurance coverage.

Commute time to work

Poverty

0% 90+ minutes

5%

10%

15%

20%

25%

30%

35%

40%

1.10%

60-89 minutes

6.1%

30-59 minutes

38.0%

15-29 minutes

32.1%

<15 minutes

Nine percent of Coral Springs residents had incomes below the poverty level during the 12 months before the ACS survey was conducted. Eight percent of people 65 years old and over were below the poverty level. Seven percent of all families were below the poverty level, 11 percent were related children under 18, and 18 percent of families with a female householder and no husband present had incomes below the poverty level. Poverty thresholds vary depending on the size of the family, number of children under 18, and age of the householder. For instance, in 2012 the threshold was $11,011 for a person 65 years and older living alone. The threshold for a family with two adults and two children was $23,283.

22.7%

Data Source: 2008‐2012 ACS 5‐year estimates

Income The 2008-2012 ACS reported the median household income in Coral Springs at $68,255. Seven percent of households had income below $15,000 a year and 14 percent had income over $150,000 or more. The estimated median family income was $74,857.

Population below poverty level

Income

14%

20% 18% 16% 65 years and over

12% Coral Springs

Broward County

$80,000 $70,000 $60,000 $50,000

United States $74,857

$68,255

$62,353 $64,585 $51,603 $53,046

All Families

10% 8%

Related children under 18 years

6%

Families with female householder

4%

$40,000

2%

$30,000

0%

$20,000

2000 Census

$10,000

2005-2009 2008-2012 ACS Estimate ACS Estimate

$0 Median Household Income

Median Family Income

Data Source: Decennial Census 1990, 2000 and 2010

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Service and Service andOperations OperationsStrategy Strategy This Business Plan covers the first year within a two-year Strategic Plan for Fiscal Years 2016 and 2017. The five priorities identified by the City Commission for this strategic planning cycle 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.

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. Fiscal Year 2016 will present new opportunities. Adhering to our successful business model, we will be looking forward to continued recovery from the Great Recession. This Business Plan includes several initiatives designed to proactively prime the engine of economic growth by assisting our existing business community and deploying resources to encourage redevelopment of commercial areas such as the Downtown. 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.

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 2016. 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.

City of Coral Springs’ Business Model Citizen Input

Data Analysis

Strategic Plan Business Plan Budgets Output to Citizens

122

Fiscal Year 2016 Annual Budget

A Family-Friendly Community New Initiatives ArtWalk Event Programming Lead Department: City Manager’s Office, Economic Development Office Operating Expenses: $76,000 Upon its completion, the ArtWalk will afford the City an additional event venue in the heart of Downtown Coral Springs. For its inaugural year, six events are contemplated, one every other month. Three would be large events organized by the City. The other three would be smaller events planned by the Chamber of Commerce and the Community Redevelopment Agency. This program will ensure that events held on the ArtWalk are planned, coordinated and funded. Funding is specially designated to support public safety, set-up, clean-up, and advertising.

FY 2016 Goal

FY 2017 Goal

2,500

2,500

Resident rating of City efforts to prevent crime (Resident Survey)

—

92%

Resident rating of City Government for respecting religious and ethnic diversity (Resident Survey)

—

94%

(Biz) 96%

(Res) 96%

Coral Springs Charter School graduation rate

95%

95%

Injury accidents at or near 14 major intersections in the City

175

165

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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Community Spotlight Pilot Lead Department: Communications and Marketing Operating Expenses: $3,000 Our marketing and communication strategy has been to leverage all of the communication outlets available to us, in an effort to deliver information to City residents. In the past, these efforts have been fairly localized – ads in local publications, broadcast on Advanced Cable/AT&T U-verse, and our quarterly magazine – all of which have helped us connect with our residents. As the Downtown development progresses and our Economic Development outreach advances, there is a need to create a broader strategy. Our target audience now extends beyond the borders of our City. We have started implementing this strategy by enriching the content on our website and significantly increasing our social media presence. We have had a difficult challenge in the area of television, however, because our cable services only broadcast within our city limits. The video programming developed by this initiative would be broadcast on Becon TV, which delivers programming throughout South Florida, including AT&T U-verse, Direct TV, dish Network and Comcast – a much wider reach for our marketing plan.

Boys and Girls Club Feasibility Study Lead Departments: City Manager’s Office, Development Services Operating Expenses: $25,000 The City will explore establishing a Boys and Girls Club on City-owned property along Riverside Drive, considering the necessary land development actions, construction funding and potential partnerships.

Education Grants Lead Department: City Manager’s Office Operating Expenses: $10,000 To support and supplement the education efforts of the Broward County Schools, the City is committing resources to assist area students. A program will be developed to provide financial assistance to qualifying students and/or local schools that will encourage and sustain academic achievement.

Boys and Girls Club of Broward County has 13 facilities serving over 13,000 youth. Their activities are organized into three core youth program areas, Academic Success, Healthy Lifestyles, and Good Character and Citizenship. The closest clubs for Coral Springs youth are the Levin/Slaughter Club in North Lauderdale, Lauderhill Club, and the Jim and Jan Moran Club in Deerfield Beach. Having a Boys and Girls Club in the City of Coral Springs could provide a positive impact to our youth and provide synergies with other City-sponsored programs.

124

Fiscal Year 2016 Annual Budget

West Side Complex Public Safety Improvements

Ongoing Initiatives

Lead Department: Police

Community Paramedic Program (2015-2016)

Operating Expenses: Existing The City houses significant public safety support operations in the Westside Complex, buried in the heart of the Corporate Park. This critical building serves as an operational support hub for Police, Fire, and Public Works first responders to emergency events, including the Vehicle and Streets Maintenance Division personnel. Servicing, fueling, maintenance and staging activities take place at the Westside Complex. During significant storm events, this location is the primary command center to mobilize street clearing and clean-up efforts. The Westside Complex Garage Facility is at significant risk to storm damage itself. The building requires an intensive wind retrofit upgrade, consisting of structural and non-structural retrofitting of the roof and related structures, in order to meet current building codes. Additional protective measures need to be taken to ensure the continued use of this building during and after hurricanes and other significant emergency events. The Public Safety Training Center, located on the adjacent campus, is a site for the back-up of the City’s data center as well as a back-up for the Emergency Operations Center. Plans and funding options are being explored for these necessary public safety improvements. Preliminary funding in 2015 was used for initial surveying, storm water permitting, conceptual design, and security improvements. To assist in funding this effort a FEMA Pre-Disaster Mitigation grant application has been submitted.

Body Worn Cameras Pilot Lead Department: Police Capital Outlay: $165,000 The Coral Springs Police Department has always been a leader with regard to progressive law enforcement, particularly in the area of technology. Over the past year, there have been a number of high profile incidents throughout the United States that have spurred the discussion of equipping all law enforcement officers with body worn cameras. Although police accountability and transparency have been the resounding arguments, there are a number of other benefits of body worn cameras, such as sensitive evidence collection, recording of spontaneous utterances, documentation to ensure accurate reports, stronger court/case presentation, enhanced training scenarios, and liability mitigation. Initially, about 25 patrol officers will be outfitted with body worn cameras so that the equipment and processes can be tested. Collaboration with the vendor and State Attorney’s Office will be necessary to develop procedures and controls.

Lead Department: Fire/EMS Operating Revenue: $100,000 est. The result of the Affordable Care Act and the expansion of Medicaid is an increase in demand for health care services. The goals of these new programs are to reduce the cost of delivering health care, improve the population’s health, and improve the quality of care. EMS (emergency medical services) is considered an essential resource in achieving these goals. The nature of care provided by EMS nationwide has changed drastically since the early 1970’s when fire based pre-hospital health care professionals began working on the streets. Increasingly, 911 emergency services are being accessed by individuals with low acuity medical issues, the chronically ill, by patients with no access to primary care, and by patients with behavioral health needs who find themselves in crisis with no other way to access appropriate care. Invariably, 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. As part of a Community Risk Reduction initiative, the Coral Springs Fire Department has placed in motion a Community Paramedic program based on best practices from several agencies throughout the nation to better meet the demands of our customers while maintaining a high quality of service. The Coral Springs Fire Department Community Paramedic Program has been in place since March 21, 2015. An existing, experienced paramedic has been moved from the traditional 24 hour on and 48 hour off, to an 8 hour a day, five days per week schedule. This paramedic has been tasked with conducting house visits to patients who traditionally have used the 911 system as their primary source of healthcare, or for issues that are not necessarily medical emergencies. Many of these patients simply are not aware that there are resources available to them other than the already taxed 911 system. This program helps our citizens make better use of available 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...) These patients are being directly assisted or referred to agencies that can assist them. During the Community Paramedic two year pilot program, the Fire Department will be working with a select number of patients from four main groups: • frequent callers or EMS loyal patients, • frequent fall patients, • patients who have special medical needs, • patients discharged from area hospitals after being admitted for pneumonia, asthma, congestive heart failure, and other conditions.

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Fire Stations 43 and 95 (20152016) Lead Department: Fire/EMS Capital Outlay: Voter-approved GO Bond (November 2014)

Mobile Integrated Healthcare (2015-2016) Lead Department: Fire/EMS Capital Outlay: $30,000 A separate program under the Community Risk Reduction initiative is Mobile Integrated Healthcare, which utilizes an existing ALS-equipped (advanced life support) vehicle staffed by one Coral Springs Fire Department paramedic and one registered nurse practitioner provided by a partner hospital. The rescue vehicle is being outfitted with an examination table and will be stocked with ALS supplies and equipment, as well as all the supplies commonly found in the fast track area of the hospital emergency room (stitching, stapling, diagnostic equipment, soft casting, etc...) The vehicle will eventually carry mobile diagnostic equipment such as a portable radiology machine and portable scanning equipment. A state of the art communication system will allow providers to interact with medical direction via telemedicine.

Fire Station 43 was erected in 1988, four years before Hurricane Andrew hit, and Fire Station 95 was built twenty years ago in 1995. Both stations were constructed before the Coral Springs Fire Department became a career force, and were only designed to house apparatus and gear, not full-time staff. The Fire Department long ago changed from a volunteer department to a full-time professional department in a city with a developing urban center. Additional missions brought on by changing demands require the Fire Department to respond to emergencies not imagined when these stations were built, such as acts of terrorism and mass casualty incidents. Natural disasters also present a special challenge for ensuring our fire stations weather these storms and preserve our Department’s ability to respond. Architectural and engineering designs will be completed soon to rebuild Stations 43 and 95 to meet today’s challenges. The new designs ensure these stations meet the recommended safety requirements for the staff who live in the stations and accommodate male and female firefighters with adequate sleeping and working areas to perform their jobs as emergency responders. In November 2014 voters approved a general obligation bond to finance the construction phase of these two fire stations, scheduled to begin in early 2016.

This rescue unit will bring mid-level medical care to our residents under a model of Assess, Treat, and Refer. Services provided will include treatment of low severity medical issues, such as basic wound care, x-rays for possible fractures, pediatric fever, and flu-like symptoms. The nurse practitioner in the mobile unit will be able to prescribe medication and provide referrals to specialists for follow up. This innovative health care delivery initiative will establish the Coral Springs Fire Department as an active partner in residents’ health care management, with an expanding presence in all stages of treatment including prevention and follow up. Other community risk reduction initiatives include educational programs, like Safety Town, Baby Safe Sleep, Choices (distracted driving prevention), Prom Scare, and child seat safety inspections. In addition, there will be new programs for senior citizens such as stroke education and fall prevention as well as public awareness efforts utilizing social media outlets.

126

Fiscal Year 2016 Annual Budget

CSI Building Renovation (2015-2016)

Safety Town (2015-2016)

Lead Department: Police

Lead Department: Parks and Recreation

Capital Outlay: $63,744 plus Voter-approved GO Bond (November 2014)

Capital Outlay: Voter-approved GO Bond (November 2014)

The CSI (Crime Scene Investigations) Unit is a specialized civilian unit of the Coral Springs Police Department, processing crime scenes, including the documentation and collection of evidence. The evidence collected is brought back to and housed in the CSI building, where further indepth forensic examination is conducted. The CSI Unit also provides assistance to other agencies such as neighboring police departments, Broward Sheriff’s Office, and the State Fire Marshall’s Office. The CSI Unit is currently housed in a small, single-story building adjacent to the main, three-story Public Safety Building. This building has not been updated since its original construction in 2001, when it was built to accommodate a staff of eight. Since then, the volume of work has necessitated adding four additional Crime Scene Investigators. As a result of the increased staffing, additional work spaces were integrated into the office area. Likewise, existing workspaces were consolidated to accommodate equipment acquired due to advancements in forensic sciences.

During the school year, Safety Town hosts about 2,500 kindergarten children from public and private schools throughout Coral Springs. Kids have the opportunity to learn safety, pedestrian and bicycle safety, how to cross the street safely, stranger danger and more. There is no charge for the school children. The current Safety Town trailer is over 18 years old and in dire need of replacement. Voters approved the funding needed to replace the current Safety Town module with a permanent structure. The design work is nearing completion with site work and construction to begin in September 2015. In addition, the City received a $250,000 state grant to offset operational costs of the program. These funds will be used to provide a comprehensive early childhood, hands-on safety education program designed to introduce all kinds of safety situations to children between the ages of 4 1/2 and 6 1/2.

Such advancements, like those in DNA, have dictated the creation of dedicated areas to handle, document, process, and package evidence to lessen the potential for crosscontamination. Renovation of the current building will accommodate these dedicated areas, allowing staff to work on their cases simultaneously without the risk of crosscontamination. This expansion will provide dedicated evidence handling space and office space, and will accommodate the equipment needed to keep pace with technological advancements. Voters approved a general obligation bond in November 2014 to finance the construction of a second floor to the current CSI building and renovate the existing space. Capital funds are being programmed to purchase furnishings and equipment.

School Resource Officers (2015-2016) Lead Department: Police Operating Expenses: $150,000 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 only provides financial assistance for one SRO for every two elementary schools, requiring the SROs to split their time between two locations. This funding allows an SRO to be present full time at each Coral Springs elementary school.

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event and more than 1,700 students to the 2015 event. At least 100 students had to be turned away because the event was over-capacity. We are now faced with the challenge of accommodating a similar crowd for the upcoming event in 2016.

Multi-cultural Events (1995-2016) Lead Department: Human Resources Operating Expenses: Existing Each year, the City promotes a number of events and programs to strengthen the ethnic, religious and cultural bond 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, teachers to families and businesses. In Fiscal Year 2016, the following events and programs are anticipated.

Teen Political Forum (2008-2016) Lead Department: Human Resources

• Martin Luther King, Jr. Celebration. The highlight of this year’s celebration will be the installation of a permanent memorial at the Northwest Regional Library in honor of Dr. Martin Luther King, Jr., which will be a historic milestone, making it the first of its kind in Broward and Miami-Dade counties. • CommuniTea

Operating Expenses: Existing The purpose of the Teen Political Forum is to have city and county 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, plans and implements the program, under the supervision of City staff, which further develops their leadership skills.

• Celebration of International Day of Peace will be held in conjunction with the ground breaking for the MLK monument on Monday, September 21, 2015, the actual date of the International Day of Peace. • International Dinner Dance In addition, diversity/leadership programs will be conducted in elementary, middle and high schools to raise awareness and respect for different cultures, religions and disabilities, with special emphasis on anti-bullying.

The event is open to all high school students who live in Coral Springs or who attend local high schools: Coral Springs High, Marjory Stoneman Douglas High, Coral Glades High, Coral Springs Charter, J. P. Taravella High 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. Two years ago we introduced incentives to help attract attendees, with great success. The high school with the largest attendance at the event is offered a trophy as well as a $1,000 check donated by Waste Pro. Students are also treated to free food donated by local restaurants. This helped to attract around 950 students to the 2014

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Fiscal Year 2016 Annual Budget

A Thriving Business Community New Initiatives

Corporate Park Improvement District

Economic Development Marketing Strategy

Lead Department: Economic Development Office

Lead Department: Economic Development Office

Operating Expense: $20,000

Operating Expenses: $45,000

The Economic Development Office (EDO) will create a partnership among the City, property owners, businesses and other organizations in the Corporate Park to create a Business Improvement District (BID) under Chapter 189 F.S. The purpose of creating a BID is to stabilize and improve the Corporate Park, through promotion, management, marketing, and other similar services.

An economic development marketing campaign will be designed and implemented to foster growth in Coral Springs. The goals of the campaign will be to attract new and expanding business, recruit and retain a talented workforce, and attract retail development. Elements of the strategy will be the creation of an Economic Development official website, integrating Zoom Prospector, targeting conferences, trade shows, and events to promote the City, co-hosting Chamber of Commerce events, and increasing new lead generation through social media marketing outreach.

The EDO will schedule individual meetings with all Corporate Park property owners to talk about their vision for the Corporate Park and start building a relationship. In addition, the EDO will host two Corporate Park improvement meetings to educate property and business owners on Business Improvement Districts and how a BID can enhance the Corporate Park. The purpose of the outreach is to ensure that property and business owners understand the benefits of a BID and feel included from the beginning of the process. Funding will be used to complete an assessment methodology report. The report will identify necessary improvements and additional costs.

Key Intended Outcomes Business rating of the image of the City (Business Survey)

FY 2016 Goal

FY 2017 Goal

95%

—

Net new taxable value as % of Total Taxable Assessed Value (BCPA)

above the average of six comparison cities

Non-residential tax base growth

above the average of six comparison cities

Coral Springs’ June unemployment rate

below State

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below State

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reviewed including any Code cases that may result due to inspections of new businesses. This scope is limited to commercial businesses and does not include homebased businesses. Many improvements are expected. We expect to reduce processing time for new business tax applications as a result of a more streamlined process. Business survey results should improve, as the City will be able to better communicate to our business customers early in the application process as to compliance and safety concerns within the building they plan to occupy. Ultimately, this effort will make the City more attractive to potential businesses due to a reputation as a government that is business-friendly and businessfocused.

Business Tax Process Improvement Lead Department: Development Services

Downtown Water and Sewer Improvements Lead Department: Public Works

Operating Expense: Existing The City’s Code of Ordinance, Chapter 10 – Local Business Tax Receipts and Business Regulations, governs how the City monitors business activity and helps generate funding for services used by businesses, such as police, fire/EMS and other City services. The ordinance requires, among other things, that new businesses must be in compliance with all building and zoning regulations. Survey results and other feedback from businesses, property owners, and staff indicate improvements are needed in the process businesses go through to have their business tax applications approved by the City. A Business Tax Committee (BTC) was formed in the third quarter of Fiscal Year 2015 for the purpose of evaluating this process and making recommendations to improve efficiency and make the process more business-friendly. The initiative will benefit the present and future business community by making the application process more streamlined, easy to understand, and simple to navigate.

Capital Outlay: $2.48 million In preparation for development in the Downtown area, many water and sewer improvements are planned to begin in Fiscal Year 2016. In order to support the Municipal Complex, a new wastewater pump station, as well as water and sewer lines, will be installed on NW 94th Avenue from NW 31st Court to Sample Road. In addition, existing water and wastewater main lines along Sample Road from University Drive to Coral Hills Drive will be upgraded to replace aging infrastructure. These improvements, to be carried out over the course of the next two years, should begin before construction of the new Municipal Complex along with the Sample Road work to minimize costs and avoid disruption after completion of the new facility.

The BTC is a cross-functional team made up of representatives from Code Compliance, Community Development, Building, Fire, Police, Economic Development Office, Information Technology, Management and Budget, City Attorney’s Office, and Communications and Marketing. Ultimately, representatives from the business community, including the Chamber of Commerce and Building Focus Group, will be invited to respond to the findings and provide input to any changes being proposed. It is important to educate the property owners and leasing agents of any changes as well. The Committee’s scope for this effort includes reviewing policies and procedures, records management, communication flow, inspections involved, timing of revenue collection, and potential ordinance changes to the City’s Code. The team structure and work schedule will be

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Ongoing Initiatives

Municipal Complex (2007-2016) Lead Department: City Manager’s Office

Downtown Redevelopment (2013-2016) Lead Department: City Manager’s Office Partner: Community Redevelopment Agency (CRA) Capital Outlay: $3.6M (Economic Recovery Zone funding 2010) During Fiscal Year 2013, the City began to explore alternatives for the best use of the Downtown area in terms of public gathering opportunities, future activities, and the connectivity between the public and private spaces with the ultimate goal of creating a sustainable Downtown. As an on-going effort, the City will continue discussions of the anticipated gateway hub, amphitheater and other civic uses within the Downtown. The City and CRA have enumerated and prioritized the infrastructure improvements that will occur in the downtown area in order to support future development. These improvements include the installation of a turn lane on Sample Road, the redevelopment of NW 31st Court into the ArtWalk, NW 32nd Street and NW 94th Avenue streetscaping, water and sewer upgrades, and road resurfacing. The aim of the enhancements is to provide an infrastructure which will create a “sense of place” that residents and commercial owners have been seeking for the past several years.

Capital Outlay: $22 million (plus $10 million FY2015 CIP) The existing City Hall (North) 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. Among its many deficiencies include a lack of energy efficiency, failure to meet many modern ADA accessibility standards, significant security and life safety limitations, not hurricane-resistant, and lack of sufficient parking and public meeting space. Approximately 5.9 acres have been assembled to accommodate a new Municipal Complex and associated uses on the south side of Sample Road. Existing buildings (City Hall South and bank drive-thru) have been demolished. To date, an architect has designed the architectural and engineering aspects of the Complex, an in-house construction project manager has been hired to shepherd the project, a comprehensive space plan has been developed, and initial financing has been secured. The architect, Song & Associates, presented the Commission with their conceptual design for the Complex. The Commission approved the concept and retained Song & Associates to complete design and engineering. A schematic design has been presented to City staff and construction drawings are underway. In addition, the City Commission approved a 600 space parking garage for the site. In the first quarter of Fiscal Year 2016, the design will be completed, finalizing construction documents for both the building and parking garage. All necessary permits will be obtained, and a contractor will be hired. Construction is scheduled to start in late 2015.

40-Year-Old Building Inspections (2006-2016) Lead Department: Development Services Operating Expenses: Existing Operating Revenues: $6,900 est. In January 2006, Broward County adopted a 40-Year-Old Building Safety Inspection Program, the goal of which is to minimize the public’s exposure to safety hazards caused by aging, dilapidated structures. This County program requires structural and electrical safety inspections be conducted on large (3,500 square feet or larger) commercial and multi-family buildings that are 40 years old or older and every ten years thereafter. Exempted from this program are

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single-family residences and duplexes, federal and state buildings, Broward County schools, buildings built on Indian Reservations and buildings under 3,500 square feet. The City’s Building Official receives a list of the buildings meeting this program’s criteria every year from Broward County and a Notice of Inspection letter is sent to each applicable property owner. The property owner has 90 days to submit structural and electrical safety inspection reports from an architect or engineer to the Building Division for review, incurring a $300 review fee. In the event that repairs are necessary, the owner has 180 days from the date of the building inspection report in which to correct the structural and electrical deficiencies that pose an immediate threat to life safety. Since the inception of this program, the City has provided a Notice of Inspection letter to 250 building owners. Of these, 157 buildings have come into compliance. The next phase of this program will be to obtain greater compliance through the use of Special Magistrate hearings. This initiative is being highlighted again this year to ensure all buildings subject to this Broward County requirement are in compliance.

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Electronic Permitting Feasibility Study (2014-2016) Lead Department: Development Services Operating Expenses: $5,000 The Building Division is committed to providing the best service to its customers. The purpose of electronic permitting, or E-permitting, is to streamline the permitting process, while facilitating development in the City. Broward County is working on streamlining the permitting process across the county and is the lead facilitator in helping local municipalities move toward electronic submittals. Staff has researched the many software products available and attended vendor workshops. Staff has reached out to neighboring cities to understand current best practices, attending their on-line permitting launch meetings. The goal for Fiscal Year 2016 is to conduct further research and develop a migration plan from the traditional paper process to an electronic process. We will continue to work with Broward County as they develop their E-permitting process and platform.

Fiscal Year 2016 Annual Budget

Traffic Management (2010-2016) Lead Department: Development Services Capital Outlay: $40,000 The Transportation Improvement Plan for Fiscal Year 2016 shows efforts planned or underway to ensure acceptable levels of service and safe driving conditions are maintained in the City. The 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.

Business Recognition and Appreciation (2011-2016) Lead Department: Economic Development Operating Expense: Existing In January 2011, the City Commission requested that staff develop a Business Recognition Program to acknowledge companies that have been doing business in Coral Springs for more than 20 years. Commission also discussed a renewed effort toward this program at the April 2015 strategic planning session. Periodically, groups of businesses are recognized at Citysponsored Chamber of Commerce events or at City Commission meetings. Recognitions take place throughout the year as the City strives to acknowledge and appreciate long-standing local businesses. Long-time business owners are encouraged to provide their contact details so they may receive a special recognition that celebrates their long history in the City and contributions to the community.

Realtors’ Summit (2015-2016) Lead Department: Economic Development Office (EDO) Operating Expenses: $5,000 In order to promote the City and foster economic growth, an outreach program is being developed to ensure the real estate community has all the information it needs to adequately 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, City Manager’s Office, and the Community Redevelopment Agency. The purpose of the forum is to strengthen Coral Springs’ ties with all stakeholders to include, commercial realtors, business owners, and developers in order to make the City attractive for mutually beneficial economic development activities.

In 2015, the Downtown Pathway project began construction, using a Federal Transportation Enhancement grant. Traffic calming wasn’t funded in Fiscal Year 2015, putting on hold the repair or replacement of damaged devices. In Fiscal Year 2016, $40,000 will be used to purchase speed cushions. Ongoing maintenance of signage and thermoplastic used for pavement markings and chevrons is needed to make speed humps more visible. Speed cushions will be replaced in the following areas: • NW 39th Court, Coral Hills to Coral Springs Drive • NW 20th, 21st Street and Shadow Wood Blvd. in the Ramblewood neighborhood. The City will work with the County on signal improvements to enhance mobility and connectivity at several of the City’s major intersections. This initiative will be funded and implemented by the County Public Works and Transportation Department. Broward County is planning several improvements including updated traffic signal synchronization and the installation of new mast arms with pedestrian countdown signals (see Short Range and Long Range Maps). City staff will work with the MPO (Metropolitan Planning Organization) to implement projects that improve regional connectivity, including the extension of the Sawgrass Expressway east to I-95, and to ensure that federal funds for the Gateway Mobility Hub, located at Sample Road and University Drive, become available in 2016. City staff will work with the NW City Planners Consortium to secure funding through the MPO and Broward County to perform a “Congestion Management/ Livability Planning” effort along Sample Road and the MPO’s Education Corridor Transit Study to review options for additional transit services connecting downtown Coral Springs and Broward College with other educational institutions in the region. City staff will continue to monitor development within the Downtown LAC (Local Activity Center) to determine traffic impacts of new development and will monitor the ongoing development within the “Wedge Area” of Parkland.

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2015-2017 Short-Range Transportation Improvement Plan 2015-2017

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2040 Long Range/D Transportatio Improvemen Plan

Fiscal Year 2016 Annual Budget Community Redevelopment Agency (CRA) Area #10127 ihouseh 5-14-5014

An Active, Healthy Community New Initiatives Expand Senior Programming Lead Department: Parks and Recreation Grant Funding (CDBG): $45,569 Operating Expenses: $18,000 (offset by $10,000 add’l revenues) With the aging of our general population, today’s mature resident is seeking out opportunities for continued education and lifelong health and fitness. This had led to an increased demand on the City’s senior programming. Currently, the City offers a variety of health, fitness and education classes free of charge to Coral Springs seniors. We are one of the few cities that offers 100% free classes. Tai Chi is one of the most popular offerings, as is yoga. Many of these classes reach capacity, with seniors signing up on a wait list to attend. This funding will allow the City to hire more instructors, offer additional classes, and accommodate those currently on waiting lists. Also in the works are more classes at the Senior Center with the goal to educate seniors on how to prevent fraud, as well as techniques to improve their health through better nutrition. Charter buses will be rented in order to offer seniors a transportation mode for longer trips to destinations further away than our current city-owned buses can accommodate.

AARP Network of Age-Friendly Communities Lead Department: Parks and Recreation Operating Expenses: Existing City staff will explore the possibility of applying to be an AARP Network of Age-Friendly Communities. The purpose is to

make Coral Springs a community that educates, encourages, promotes, and recognizes improvements to become more supportive of not only older residents, but residents of all ages. Staff will explore the requirements of applying for the AARP Network Community. Staff will contact communities who have gone through the process successfully and also communities that are currently in the process. Staff will explore what costs if any are involved, what are the benefits of becoming an AARP Network Community, how long it will take to complete the process and how much staff time will be involved. At the end of the Study, staff will make a recommendation to either proceed with the application or not.

FY 2016 Goal

FY 2017 Goal

Resident rating of range of activities at parks and recreation facilities (Resident Survey)

—

95%

Resident rating of range of activities at parks and recreation facilities

—

95%

8,100

8,100

Key Intended Outcomes

Athletic league participation

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Forest Hills Boulevard Pedestrian Lighting

On-Line Class Registration

Lead Department: Public Works

Lead Department: Parks and Recreation

Grant Funding (CDBG): $365,000

Operating Expenses: Existing

Capital Outlay: $85,000

Recreation class information is available on-line and the City is working to enable registering for these classes on-line as well. Already, this fast, easy, safe and convenient service is operational for dance classes. The system allows users to complete and sign all required forms as well as pay for classes. Residents may also continue to register and pay in person at the Gymnasium.

To enhance the quality of pedestrian lighting along Forest Hills Boulevard, 86 pedestrian light poles will be installed every 100 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, allowing for a better sense of security by enhancing the natural surveillance and overall safety of the sidewalk and roadway. The improved lighting is necessary for increased observation from civilians and to ensure 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 2016 construction will begin near Forest Hills Elementary and work south around the circle.

City Day of Service Lead Department: Human Resources Operating Expenses: $5,000 The City will rally residents, businesses, and community stakeholders to directly impact the quality of life in Coral Springs. Through community outreach efforts, City employees will engage others to make a positive contribution through existing community programs that can bring joy to our world. Gathering goods, services, and new toys for those in need will create a unified sense of accomplishment while promoting good will throughout the City. Funds would be used for event promotion materials, supplies, refreshments, t-shirts for volunteers, and any additional needs. Existing City-sponsored programs will benefit from the community outreach to neighborhoods for items required for Thanksgiving baskets and the City Hall in the Mall Giving Tree project. Events will include both City employees and volunteers from the community.

Cypress Park Artificial Turf Fields Lead Department: Parks and Recreation Capital Outlay: $850,000 The two artificial turf fields at Cypress Park will be twelve years old next year. These fields, used year-round, are starting to deteriorate. The seams are pulling apart and there are holes in the artificial turf carpet. Patches have been made but going forward, only a complete replacement of the entire turf carpet, along with the rubber in-fill, will keep these fields in playable condition.

Ongoing Initiatives Aquatic Complex 50 Meter Pool Lead Department: Parks and Recreation Capital Outlay: $1,500,000 The Coral Springs Aquatics Complex was built in 1990 and the 50-meter pool was part of the initial construction. Due to the heavy use and age of the pool, a number of cracks and leaks have developed, resulting in loss of water. Additionally, staff is recommending raising this pool one additional foot, from four feet to five feet, which will assist in attracting more nationally recognized events due to the mandate changes regarding minimum water depths by many of the governing bodies since the facility was built. With the upgrade of the pool, additional updates to the pump system and water lines will need to be made in order to handle the additional water in the pool. To continue offering Olympic divers and swimmers from all over the world a premier aquatic and training facility, the City will reconstruct this mainstay of the Aquatic Complex. A design-build is planned for this project and timing conscientiously scheduled to minimize disruption and service hours of this popular City amenity.

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Fiscal Year 2016 Annual Budget

Downtown Pathway (2012-2016) Lead Department: Development Services Federal Transportation Enhancement Grant: $545,000 CDBG Funding: $30,000 (FY14) In 2011, the MPO (Metropolitan Planning Organization), awarded the City a Transportation Enhancement grant for construction of the Downtown Pathway. This project will construct a pathway along Ben Geiger Drive (NW 29th Street) and Coral Hills Drive. The goal is to improve access to local social service agencies, schools, places of worship, and medical facilities. This pathway will be suitable for pedestrians and bicyclists with direct access to Downtown.

Playground Equipment Replacement (2012-2016) Lead Department: Parks and Recreation Capital Outlay: $150,000 This program enacts a plan to ensure that playground equipment in all City parks is replaced every 15 years. There are currently 33 playgrounds throughout the City in neighborhood and Community parks. All playground equipment and surfaces are inspected regularly by maintenance staff and a certified playground inspector to assure continued safety, as well as to meet all the updated Americans with Disabilities Act requirements for playgrounds. Because playground equipment has a life expectancy of about 15 years, the City has created a schedule that provides for replacing the equipment over that time frame. This program allows better planning of the funding of the equipment. Every year, as funding is available, equipment at designated parks is scheduled to be upgraded. The plan for Fiscal Year 2016 is to replace the equipment at the Forest Hills playground.

The project encompasses native landscaping, pedestrian lighting, and areas for public art. Design was completed and approved by FDOT (Florida Department of Transportation) in 2014. City funding was used to construct a portion of the Pathway within an easement provided by the Harbor Chase Assisted Living Facility, located on Ben Geiger Drive.

Drowning Prevention (2007-2016) Lead Departments: Fire/EMS, Communications and Marketing Operating Expenses: Existing Drowning is a leading cause of death among kids and, in Florida, is the number one cause of death in children under age four. Too many families in and around Coral Springs have experienced this unimaginably horrible family tragedy. In a majority of the drowning deaths, the child has been seen five minutes or less before being missed and subsequently found in the pool. The City makes it a priority to heighten community awareness and focus on prevention efforts. The Coral Springs Fire Department, together with various 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. A special effort is directed toward educating local grandparents on pool safety for their visiting grandchildren. As part of the Safety Town initiative, training devices have been obtained to allow residents to practice providing CPR and using AEDs. Training mannequins are brought to all outreach events to provide as many practice opportunities as possible. 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 New Initiatives

Franchise Fees for Residential C&D Waste

Residential Construction Mitigation Grant Lead Department: Development Services Capital Outlay: $200,0000 (Grant dependent) The residential construction mitigation program is a competitive grant provided by the State of Florida’s Division of Emergency Management through the Division’s Bureau of Mitigation. The program provides funding to local governments to support programs intended to improve hurricane preparedness and reduce loss from a hurricane for residential units through a home repair grant program. Funded activities include retrofits, inspections, and construction or modification of building components designed to increase a structure’s ability to withstand hurricane-force winds. This program will work in conjunction with the City’s existing Home Repair programs. The mitigation funds will be leveraged with other City programs, including SHIP, CDBG, and HOME by funding simultaneous mitigation retrofits on homes undergoing repairs. These funds will provide homeowners with needed repairs that will allow for insurance discounts for certain mitigation features. The additional funds will allow the City to assist more home repair applicants each year.

Lead Department: Public Works Operating Revenue: $50,000 est. In 1993, the City established the residential C&D (construction and demolition) license process, removing the service from the exclusive franchise agreement with Waste Management. Haulers may obtain an annual license in the amount of $3,000 to haul and dispose of construction and demolition materials generated at either single or multi family properties, which, in most cases, involves the use of roll-off containers. The C&D materials are currently exempted from the solid waste franchise, currently held by Waste Pro. In Fiscal Year 2015, there are only three licensed residential C&D haulers: Waste Pro, Waste Management, and Southern Waste Systems. A non-exclusive franchise fee consistent with the general provisions of the Waste Pro agreement would level the playing field, allowing the City to direct the residential C&D material to maximize recycling and gain rebates, as currently framed in the Sun-Bergeron disposal agreement. The license process would be administered through the Building Division to ensure General Contractors are provided with the most current list of approved haulers. The reporting of the monthly tonnage activity and collection of the franchise fees would be managed through Public Works and Finance. The City would direct the disposal of the residential C&D materials to Sun-Bergeron, benefiting from the associated recycling tonnages, and gaining recycling rebates.

FY 2016 Goal

FY 2017 Goal

Ratings of litter collection on City streets (Resident and Business Surveys)

87%

87%

Ratings of City efforts at maintaining quality of neighborhoods (Resident and Business Surveys)

85%

85%

400,000

400,000

120

120

Key Intended Outcomes

Fuel consumed by City operations (diesel and unleaded) Pounds of recycled materials per capita

138

Fiscal Year 2016 Annual Budget

Ongoing Initiatives CDBG Action Plan (2011-2016) Lead Department: Development Services FY 2016 CDBG Allocation: $637,128 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 to be approved for Fiscal Year 2016 will provide the framework for the City to identify housing, homelessness, community and economic development needs and resources. The strategic plan will be tailored 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 2015/2016 Action Plan. • Forest Hills Pedestrian Lighting: $365,000 • Home Repair: $49,134 • Youth Scholarship Program: $50,000 • Senior Recreational and Functional Training: $33,000

Pine Ridge Drive Resurfacing Lead Department: Public Works

• Senior Recreation and Therapeutic Program: $12,569 • Planning and Administration: $127,425

Capital Outlay: $850,000 As part of ongoing efforts to resurface City roads between the twentieth and twenty-fifth year of useful life, Pine Ridge Drive, from University Drive to Riverside Drive, is slated for resurfacing in Fiscal Year 2016. If the roads are not resurfaced, there is accelerated deterioration of the asphalt surface and gradual deterioration of the road base. As a result, the City could incur greater expenses in the future. Future years are listed in the Road Resurfacing Master Plan maintained by Information Technology, to be updated by the Pavement Management study performed in 2015.

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Waste Transfer Station Improvements (2014-2016) Lead Department: Public Works Capital Outlay: $71,500 (Solid Waste Fund) The Waste Transfer Station, located at NW 126th Avenue and Wiles Road, accepts bulk trash, yard waste and sourceseparated recyclables during its operating hours on the weekends and designated holidays. On the first Saturday of every month, the transfer station also accepts paint, fluorescent light bulbs, and electronic equipment delivered to the station by residents. This is a free service for residents of Coral Springs. The purpose of this project is to make the facility more user friendly, which is being driven by the introduction of household hazardous waste collection in 2014, as well as aesthetic improvements due to the construction of a new private commercial entity on the eastern boundary of the transfer station. For Fiscal Year 2016, planned improvements include the construction of an alley as well as some stormwater improvements. Future work will involve improving traffic circulation patterns, constructing an interior service road along the adjacent commercial property, completing stormwater improvements, and construction of perimeter walls. In addition, security cameras are proposed to monitor illegal dumping outside the gate and unauthorized access by commercial vehicles. Funding for these improvements comes from the Solid Waste Fund.

Meadows and Dells Stormwater Improvements (2014-2016) Lead Department: Public Works Grant Funding: $130,000 There is an urgent need in The Meadows neighborhood, and The Dells neighborhood, to provide more storage of stormwater run-off during and after significant weather events. The City received State legislative appropriations funding to install catch basins and drainage piping, and to grade swales. These enhancements will also increase the efficiency by which stormwater is removed, and increase the quality of the stormwater prior to discharge to receiving water bodies (the Sunshine Water Control District canals, the C-14 canal, and ultimately the Atlantic Ocean.) This project will re-establish swale storage and conveyance in the neighborhoods to eliminate standing water and provide flood mitigation for up to a 100-year, three day storm event. The plan is to have a system in place that is designed to take the full load of a 3 day storm without impacting the roadways (potentially impacting emergency services), providing flood mitigation for up to a 100-year three day storm event. These efforts will also have a positive environmental impact on the water quality of the region by reducing pollution runoff and recharging groundwater levels.

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Inflow and Infiltration Rehabilitation (2012 -2016) Lead Department: Public Works Capital Outlay: $1,000,000 (Water and 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). As this enters the sewer system, it 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. Generally, the work includes joint testing and 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. Rehabilitation of the sanitary system will also prevent sanitary sewage from entering the ground water and will prevent sanitary spills from occurring in the future.

Fiscal Year 2016 Annual Budget

Recycling Education Efforts (2014-2016)

Humane Unit (2015 -2016)

Lead Department: Public Works

Lead Department: Police

Operating Expense: Existing (Solid Waste Fund)

Capital Outlay: $30,000 (Allocated in FY 2015)

The City adopted a goal of achieving a citywide 75% recycling rate by 2020. This goal was driven in part by the State of Florida’s 75% recycling goal established by the State Legislature in 2008 as part of House Bill 7135 (Energy, Climate Change, and Economic Security Act). Many steps have been taken in order to maximize progress towards achieving the City’s goal.

The Humane Unit is a specialized civilian unit of the Coral Springs Police Department. The Unit consists of three members whose primary responsibility is to enforce the City ordinances, codes, and state statutes regarding animal issues. The members respond to citizen complaints regarding stray and injured animals and animal bites. They conduct all the care and feeding duties for impounded animals and supervise general maintenance of the retention facility.

In December 2013, residents received a blue 65 gallon recycling cart which is serviced one time per week. Multi-family residences have dedicated recycling carts and/or dumpsters. All recyclable items can be commingled. Household recyclable items include: • Plastic bottles and jugs (no caps) • Plastic dairy tubs (yogurt and margarine, etc...) • Plastics coded #1-7 • Steel and tin cans • Corrugated cardboard (limit 18”X 24”) • Glass bottles and jars of all colors • Newspapers

The Unit is housed at the Westside Complex, consisting of an office building, a portion of which is needed for cat cages, and an attached building to house dogs. The office area is a 10’x 10’ room. This room holds all three members’ work stations and the space is not sufficient for current operations. The oldest area of the structure is the dog runs. This area consists of eight runs, which are not heated or air conditioned. Future added storage needs should be considered to store supplies such as dog food and other supplies to run the facility, such as cleaning and animal care items. Design of a new facility is underway. Construction financing alternatives are being explored in conjunction with the West Side Public Safety Improvements initiative.

• Catalogs and magazines • Junk mail • Phone books • Cereal boxes • Aluminum cans • Clean paper • Milk cartons and juice boxes The City receives revenue from the sale of recyclables from the processing facility, Sun-Bergeron, based on the amount and composition of materials. Contamination causes Sun-Bergeron to downgrade the materials, diminishing City revenues. Education efforts are underway to avoid any items in the recycling cart that are not acceptable as part of the recycling program, such as household garbage, clothes, packing materials, and plastic bags. Additional efforts are aimed at increasing the recycling participation at multi-family residences. The City has partnered with Waste Pro to offer a recycling incentive program that provides residents coupons for discounts at local businesses. A survey was conducted to gauge residents’ satisfaction and gather input to improve this program. Continued monitoring is needed to determine the success of this incentive program.

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An Innovative, High-Performing Organization New Initiatives

Health Plan Administrative Modifications

APWA Accreditation in Public Works Lead Department: Public Works Operating Expenses: Existing The purpose of the American Public Works Association (APWA) accreditation program is to provide a means of formally verifying and recognizing the Public Works department for compliance with industry best practices. The objectives are to: • Conduct a self-assessment, • Compare current practices with best practices from the United States and Canada, • Recognize good performance and incentives to improve processes, • Increase the spirit of professionalism and pride within Public Works. The self-assessment is a valuable tool for determining how Public Works’ procedures and processes compare to recommended practices identified by nationally recognized experts. Public Works will be able to benchmark and observe models for developing or improving existing practices to enhance performance, increase productivity, and to strengthen employee morale. There are currently 99 accredited and provisionally accredited Public Works departments across the United States and Canada. Of these, there are eight in Florida, and none in Broward County. Staff will complete an application in Fiscal Year 2016. A site visit would be planned for Fiscal Year 2017.

Lead Department: Human Resources Operating Expenses: $27,140 (Health Fund) The City’s health care plan administrator, CIGNA, recently acquired Choicelinx, which provides benefits enrollment and streamlined eligibility administration services. To fully leverage this solution and eliminate entry of eligibility data into separate benefit service provider websites, we plan to establish a secure electronic data transfer process (vendor interface) with nonCIGNA benefit service providers. There are many advantages to utilizing this new service. It provides a high level of integration with the CIGNA network service providers and related tools available through MyCigna. com. It enables employers to push eligibility data and enrollment changes to benefits service providers electronically and securely on a weekly and/or daily basis. It offers a secure online environment, and streamlines new enrollments, annual enrollments and life event changes that impact employee benefits coverage. In addition to the online enrollment system, the City will also receive centralized call center support to assist employees with enrollment questions and provide the option to enroll by phone if preferred over the online experience. This solution will greatly improve our benefits administration function and will enable the City to achieve a higher level of seamless benefit data integration with service providers. More importantly, the centralized administration of eligibility data through Choicelinx will eliminate redundant manual data-entry tasks that requires staff to enter changes through multiple benefits service provider websites and the payroll system. Additionally, the system provides advanced workflow management options and robust reporting capabilities through a common platform.

Key Intended Outcomes

FY 2016 Goal

FY 2017 Goal

Satisfaction ratings with City communications (Resident and Business Surveys)

(Biz) 81%

(Res) 95%

Employee satisfaction rating (Employee Survey)

92%

92%

Maintain AAA bond ratings

AAA

AAA

Ratings of value for tax dollars and fees (Resident and Business Surveys)

(Biz) 65%

(Res) 75%

Ratings of customer service (Resident and Business Surveys)

(Biz) 95%

(Res) 95%

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Fiscal Year 2016 Annual Budget

Coral Springs Regional Institute of Public Safety Lead Department: Fire/EMS Operating Expenses: $61,000 (Fire Fund) In 2014, the Coral Springs Regional Institute of Public Safety (CSRIPS), also known as the Fire Training Academy, obtained its accreditation status through the Council on Occupational Education. Through this accreditation and through articulation agreements with Broward College and Columbia Southern University, students enrolled in CSRIPS will be able to transfer courses attended with us to one of these other institutions for college credit. In addition, CSRIPS is pursuing Federal Title IV funding which will allow our students to qualify for and use various funding sources, such as PELL Grants, Pre-Paid College, Federal Financial Aid and other approved college loans. A full-time administrator will be put in place to provide a high caliber of oversight for these new processes. Additional educational institution partners will be sought for articulation agreements, to allow our students to receive credits when transferring to another school to complete a degree. Being able to offer these new advantages to students should lead to increased enrollments, thus increased revenue for CSRIPS.

Ongoing Initiatives Misdemeanor Diversion (2015-2016) Lead Department: City Attorney’s Office

current firewalls are unable to detect. Next steps involve a comprehensive review of the alternative remedies and complete cost-benefit analyses of each option. One option currently being explored is a true NGFW (next generation firewall) that will remedy these vulnerabilities as well as prevent data leakage of personal and confidential information. The benefits of implementing a NGFW solution will provide the City with a level of visibility into breaches from malicious attacks or software we currently do not possess. As the threat landscape increases, it is imperative the City’s IT department maintain state-of-the-art firewall protection mechanisms to ensure data integrity and availability.

Compensation Study Phase II (2015-2016) Lead Department: Human Resources Operating Expenses: Existing Last year, Human Resources hired an external consultant to conduct a compensation study. Evergreen Solutions performed a comprehensive review of non-union job descriptions and pay ranges. As part of the study, they issued and analyzed a regional market survey, and evaluated compensation policies and practices. Once recommended actions are reviewed and prioritized by senior management, cost impact scenarios will be formally developed and a phased implementation process may be needed to address all adopted changes. The City expects employee satisfaction related to total compensation will show improvement following the implementation of the compensation consultant’s recommendations. The City’s ability to recruit higher skilled

Operating Expenses: Existing The City offers non-violent first time offenders an opportunity to participate in a Misdemeanor Diversion Program. The purpose is to rehabilitate first time offenders and mitigate the potential negative consequences on a person’s livelihood from the creation of a court case. When a defendant is issued a Notice to Appear in County Court for a qualifying offense, an information sheet is given to them outlining the program. The person must contact the City Attorney’s Office within three business days from the issuance of the Notice to Appear. The City Attorney’s Office reviews the case file and makes a final determination if the offender qualifies for the program. If so, defendants must attend a rehabilitative instructional program and pay a required fee. Upon successful completion of the program, the offender’s case will be closed and will not be filed in court.

Network Security (2015-2016) Lead Department: Information Technology Capital Outlay: $385,000 The results of a March 2015 security audit of the City’s information technology pointed out multiple vulnerabilities that exist within the City’s computer network. These vulnerabilities appear in applications in which the

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workers with specialized skills will also improve. Employees will feel more valued and recognized for their contributions because they have confidence in the competitiveness of the City’s compensation system.

Enterprise Software (2013-2016) Lead Department: Information Technology Capital Outlay: Allocated in FY2014 In Fiscal Year 2013, the City began the planning phase to modernize the current enterprise software application (i.e., Sungard H.T.E.) or replace it with a different enterprise resource program (ERP). The goal is to streamline the financial, budgeting, human resources, building, permitting, asset management, Code Compliance, and licensing processes throughout the City. The Code Compliance and Business Tax divisions of Development Services were the first to transition in Fiscal Year 2014. They migrated to a new Sungard product called OneSolution. OneSolution allows these divisions to more efficiently manage code compliance cases and business tax receipts and to share information easily city-wide. Customers are able to access and submit code-related information online. OneSolution also allows businesses to apply, renew, update, and pay for business tax receipts online. The Building division of Development Services is now working on its transition to OneSolution. Once complete, staff will have the ability to standardize permit pricing, automate permit invoicing and routing, enhance inspections scheduling and reports, and improve internal communication. The system will give residents and customers the ability to schedule inspections online. The next phase of the City’s enterprise software implementation is the migration of all Finance related applications, Human Resources, and Budget. Considerable time and effort is needed to ensure the preservation of all existing data and the uninterrupted functionality of these key internal services. Staff is exploring options that enhance the capability to fully integrate asset management with the general ledger, allow users to generate financial reports, track accounting activities and cost information associated with work orders, and manage the collection of money from multiple locations with full audit trails. Other departments will follow after implementation of this phase.

Electronic Data Back-up and Storage (2013-2016) Lead Department: Information Technology Capital Outlay: $301,000 With the growing requirements to process data in a more efficient manner, the need for capacity continues to increase at a rapid rate. The Information Technology Department is required to provide this increased capacity on an annual basis. This project is to grow the data storage infrastructure based on increased departmental requirements. The current

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environment will support the City’s needs for the short term, but will not address the projected requirements for 2015 and beyond. Additionally, based on application changes and growth requirements by City departments, Information Technology will have to stay ahead of user demands. Staff productivity increases will result from the availability of information needed to make business decisions and to respond to citizens requests. To accomplish this task, additional server hardware will be needed. This project will address that need as well as replace existing servers that are obsolete.

Stormwater Utility Fee Implementation (2014-2016) Lead Department: Public Works Operating Expenses: Existing At least 17 municipalities in Broward County currently have a stormwater utility fee assessment. A study was conducted to quantify the financial impact of stormwater runoff from each parcel within the City on the needs of the City’s stormwater management system. Parcels with high 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. Next steps involve additional analysis to justify the assessment calculations, and required legal documentation and procedures to implement 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.

Fuel and Energy Conservation (2014-2016) Lead Department: Public Works (Fleet Division) Operating Expenses: Existing (Equipment Fund) The City is in the process of a study where hardware has been installed in 40 vehicles (5 vehicles per department) on an experimental basis to record vehicle usage data. This technology implements a tracking system through vehicle diagnostics, that can notify Fleet and departments when a component is malfunctioning (prior to operator notice) triggering maintenance and avoiding expensive repairs. It also provides alerts of driver habits that can lead to improved driver education and awareness, such as reducing excessive idling and, in turn, reducing fuel consumption. Driver habits that reduce the burning of fuel would also improve citizens health and safety by releasing less emissions into the air and link to the City of Coral Springs sustainability core value to “protect and conserve our natural resources” and promoting a more “green” environment.

Fiscal Year 2016 Annual Budget

Summary of Fiscal Year 2016 Initiatives A Family-Friendly Community ArtWalk Event Programming Boys and Girls Club Feasibility Study Body Worn Cameras Pilot West Side Complex Public Safety Community Spotlight Pilot Education Grants Community Paramedicine (ongoing) Mobile Integrated Healthcare (ongoing) Fire Stations 43 and 95 (ongoing) School Resource Officers (ongoing) CSI Building Renovation (ongoing) Safety Town (ongoing) Multi-cultural Events (ongoing) Teen Political Forum (ongoing)

CMO/Economic Development Office CMO/Development Services Police Police CMO CMO Fire/EMS Fire/EMS Fire/EMS Police Police Parks and Recreation Human Resources Human Resources

A Thriving Business Community Economic Development Marketing Strategy Downtown Water & Sewer Improvements Corporate Park Improvement District Business Tax Process Improvement Business Recognition and Appreciation (ongoing) Municipal Complex (ongoing) Downtown Redevelopment (ongoing) Realtors’ Summit (ongoing) Traffic Management (ongoing) 40-Year-Old Building Inspections (ongoing) Electronic Permitting Feasibility Study (ongoing)

Economic Development Office Public Works Economic Development Office Development Services Economic Development City Manager’s Office City Manager’s Office Economic Development Office Development Services Development Services Development Services

An Active, Healthy Community Expand Senior Programming AARP Network of Age-Friendly Communities Forest Hills Blvd. Pedestrian Lighting City Day of Service On-Line Class Registration Cypress Park Artificial Turf Fields

Parks and Recreation Parks and Recreation Public Works Human Resources Parks and Recreation Parks and Recreation

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Summary of Fiscal Year 2016 Initiatives An Active, Healthy Community - con’t. Aquatic Complex 50 Meter Pool (ongoing) Playground Equipment Replacement (ongoing) Downtown Pathway (ongoing) Drowning Prevention (ongoing)

Parks and Recreation Parks and Recreation Development Services Fire/EMS, Communications and Marketing

An Attractive Community Residential Construction Mitigation Grant Franchise Fees for Residential C&D Waste Pine Ridge Drive Resurfacing CDBG Action Plan (ongoing) Waste Transfer Station Improvements (ongoing) Meadows and Dells Stormwater Improvements (ongoing) Recycling Education Efforts (ongoing) Infiltration and Inflow (ongoing) Humane Unit Building (ongoing)

Development Services Public Works Public Works Development Services Public Works Public Works Public Works Public Works Police

An Innovative, High-Performing Organization APWA Accreditation in Public Works Health Plan Administrative Modifications Coral Springs Regional Institute of Public Safety Misdemeanor Diversion (ongoing) Network Security (ongoing) Compensation Study Phase II (ongoing) Enterprise Software (ongoing) Electronic Data Back-up and Storage (ongoing) Stormwater Utility Fee Implementation (ongoing) Fuel and Energy Conservation (ongoing)

Public Works Human Resources Fire/EMS City Attorney’s Office Information Technology Human Resources Information Technology Information Technology Public Works Public Works

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Fiscal Year 2016 Annual Budget

Financial Strategy Financial Strategy Introduction

• Health Fund expenditure increases coming in below medical inflation;

The improving local and regional economy, is expected to favorably impact the City’s financial outlook in the near term future. The region’s unemployment rate is expected to remain below the national average and all signs point toward a moderate economic growth rate.

• Zero growth in Pension Fund contributions. 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 worse, spending them on ongoing operating expenses, 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 expected Fiscal Year 2015 surplus will be used to invest in our information technology infrastructure thereby avoiding further interest costs.

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 2016 by relying on sound financial practices, not reserves. In fact, Fitch Ratings recently affirmed the City’s credit rating as AAA, the highest bond rating an organization can earn. Structural balance has been maintained through: • Increasing the operating millage rate by $0.2285 from $4.5697 to $4.7982 to fund important capital projects; • Increasing water and sewer rates 3.5%, in accordance with the 2013 Water and Wastewater Rate Study;

Managing Debt Another key component of our long-term planning is managing existing debt through refunding, retirement, and defeasance of our debt. For example, the City refunded the Capital Revenue Bond Series 2008 for a net present value savings of $350,000 or 4.7% of the refunded bonds. The annual savings of approximately $60,000 will be available in the General Fund to spend on other City priorities.

• Increasing the Fire Special Assessment Fee for single-family homes by $5.64; • Increasing the residential Solid Waste Special Assessment from $225.84 to $234.75 per single-family household;

Operating Millage Rate Remains One of Lowest in the County Operating Millage Remains One of the Lowest

• Increasing user fees by 1.1% or the rate of inflation over the past two years;

FY 2015

$10.0000

FY 2016

$9.0000

$4.1193

$4.1193

$4.7982

$5.4865

$5.2470

$4.5697

$2.0000

$5.0819

$5.0829

$5.6368

$5.6368

$5.9000

$6.0543

$6.0543

$6.1949

$5.7500

$3.0000

$6.2745

$4.0000

$6.7654

$5.0000

$6.7654

$6.0000

$7.4479

$7.0000

$7.4479

$8.0000

$1.0000 $0.0000

*Includes EMS millage

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In Fiscal Year 2016 the operating millage rate was increased to $4.7982 by a unanimous vote of the City Commission. This rate is an increase of $0.2285 (5%) over the Fiscal Year 2015 millage rate of $4.5697. This decision was based on the longterm financial well-being of the City to provide for priority capital needs and to supplement reserves. The additional tax revenue generated by the millage increase will be allocated toward debt service on $12 million in capital projects over the next three years such as the Aquatic Complex renovations (including repairing the 50 meter pool), replacing artificial turf fields in Cypress Park, a Gymnasium renovation project, 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. Depreciation Funding depreciation of vehicles and computers 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. The City will continue to fund vehicle and computer depreciation on an annual basis to ensure we can replace our vehicles and technology 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. Growing and further diversifying the economic base will provide a more solid foundation that will foster development to better enable the City to withstand future economic downturns. Fostering Commercial Development A key component to building a stronger, more vibrant future for the City of Coral Springs is the expansion of our commercial tax base. Roughly one-third of the City’s revenue comes from property taxes which are the City’s single largest revenue source. Property taxes are determined by the assessed value of real property within the City limits. In other words, increasing assessed values is vital to increasing revenue. As shown in the table below, these efforts appear to be paying off. After several years of declining property values, the City’s Total Taxable Assessed Values, after Value Board adjustments, have increased over 5% for the past two years.

Total Taxable Assessed Value Ad Valorem Revenue

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Fiscal Year 2012

Fiscal Year 2013

$7,314,462,946

$31,133,669 Actual

The tax base is expected to continue to grow due to new commercial entities as well as key residential development projects currently underway. • Hoerbiger Corp. of America has purchased a 425,000 square foot building in the Corporate Park to relocate its U.S. headquarters and manufacturing, expecting to relocate 420 jobs with long term capacity of 700+ with this $25 million capital investment. • Lupin Pharmaceuticals has relocated a $13 million research center to the Corporate Park, expecting to employ 45 people. • Cleveland Clinic is investing $70 million to build a new 65,000 square foot Family Health Center. • Broward Health Coral Springs will expand capacity with a $56 million construction of a three-story building. New and remodeled commercial buildings can be seen all along Sample Road and elsewhere. The City is contributing as well with a voter-approved GO Bond to rebuild two fire stations and expand Public Safety CSI. The Downtown projects are underway with the ArtWalk, an outdoor plaza featuring public art and events, and a new Municipal Complex that will serve as a catalyst for redevelopment of Downtown Coral Springs. New residential projects will be coming out of the ground soon including 250 high rise apartments at the Coral Springs Country Club, 186 single family units at Coral Lago, and 80 townhomes and 168 apartments at The Reserve. Just as we leaned on these methods to exit the great recession on sound financial footing, we will rely on our Core Values and solid principles of financial management to guide our journey toward long-term financial sustainability. Moreover, this strategy will allow the City to continue to provide the same quality of services our customers have come to expect and preserve our community’s quality of life.

Fiscal Year 2014

Fiscal Year 2015

$7,406,611,267

$7,672,193,557

$8,112,209,703

$8,535,965,050

+1.3%

+3.6%

+5.7%

+5.2%

$32,726,175 Actual

$33,847,000 Actual

$35,279,815 Est. Actual

$38,909,404 Budget

Fiscal Year 2016 Annual Budget

Fiscal Year 2016

Revenue Outlook The City’s intergovernmental, franchise, and other demanddriven revenues fluctuate with the economy. As the City learned during the recession, a slumping economy leads to lower retail sales, which in turn, translate to lower sales tax revenue. Less traveling leads to lower fuel tax revenue. Declining economic growth leads to less construction, less renovation, fewer home improvements, and thus declining revenue. Positive economic growth, on the other hand, promises to reverse this trend. Most economists are expecting moderate economic growth to continue, moving slowly but steadily upward. We have, therefore, adopted a moderate growth philosophy for Fiscal Year 2016 revenue estimates with an budgeted increase in revenues of about 4.5% overall, compared to less than 2% last year. Property Tax Revenue The primary source of revenue for the City is ad valorem property taxes, which comprises over one-third of $108 million total budgeted revenues for the General Fund. The remainder of revenue comes from a wide variety of intergovernmental, franchise, and other demand-driven sources. Although the budget was balanced using the current millage rate of $4.5697, the City raised the millage rate by 5% to $4.7982 in order to invest in vital infrastructure. The additional tax revenue will be allocated toward debt service for $12 million in priority capital projects that will be completed over the next three years. Other Major Revenues The Half-cent Sales Tax is seeing a renewed vigor, coming in 4% higher ($340,000) than budget, per Fiscal Year 2015 projections. The State Shared Revenues similarly are providing a boost with a projected additional $231,000 or 6.2% more than Fiscal Year 2015 budget. These gains were offset by continued decline in the Communications Services Tax (CST) revenue, which looks to be 7% ($354,000) below budget for Fiscal Year 2015 and the lack of expected growth in the Electric Franchise Fees, currently projected to be $416,000 (6%) below budget. Going forward, the State is estimating negative growth rates for wireless service and a decline in landlines, meaning it is unlikely that the CST revenue will recover to previous levels. With falling fuel prices, the electric franchise fees, which are based in part upon the fuel surcharge, are expected to flatten out going forward. To offset these declines, the City has had to look to charges for services, diligently collecting court fines, business tax licenses and landlord registration fees. Overall, we anticipate revenues to be nearly at 100% of Fiscal Year 2015 budget estimates. But due to the departments carefully managing their expenses, Fiscal Year 2015 will be closed with a surplus.

General Fund Revenue

Fiscal Fiscal Year 2015 Year 2016 % Budget Budget Change

Ad Valorem (property) Taxes

$35.3 million

$38.9 million

10.23%

Electric Utility Service Tax

$8.8 million

$9.1 million

3.41%

Half-cent Sales Tax

$7.7 million

$8.3 million

7.51%

Electric Franchise Fee

$7.4 million

$7.4 million

0%

Solid Waste Franchise Fee

$4.7 million

$5.2 million

8.9%

Communication Service Tax

$5.0 million

$4.8 million

-4.0%

Charges for ServiceParks & Rec

$4.6 million

$4.7 million

2.2%

State Shared Revenues

$3.7 million

$4.0 million

6.8%

Managing Debt and Equity As part of the City’s financial strategy that was put into place at the beginning of the recession, reserves were used over three fiscal years (Fiscal Years 2010, 2011 and 2012) to soften the impact of declining revenues. The City has always maintained a contingency reserve of 17% of the general fund budget, but it is time to start replenishing the savings for another rainy day. Future Debt Issuance For Fiscal Year 2016 the operating millage rate was increased 5% to $4.7982 by a unanimous vote of the City Commission. The additional tax revenue generated by the millage increase will be allocated toward debt service on $12 million in vital capital projects over the next three years. The City also plans to issue capital revenue bonds of approximately $20 million to provide the remaining funding needed to complete construction of the new municipal complex.

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Five-Year Forecast

Remaining Deficit

0.0

$0.0

-1.0 -2.0

Millions

The Five-Year Forecast is an integral part of planning the City’s future fiscal position. It is an important tool used to determine a longer-range picture of the City’s financial horizon, as well as the level of risk over the next few years as current revenue growth does not keep pace with operational costs. Our success to date has been largely dependent upon planning ahead for the financial realities we project in coming years.

Five-Year Forecast: General Fund

-3.0

-$2.9 -$3.8

-4.0 -$4.9

-5.0

This model is the framework to peer into the near future to identify the deficits -6.0 -$6.4 that might await us if we were to take -7.0 no further action. It helps City staff to -$7.6 conservatively quantify our financial FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 -8.0 outlook so we can adequately plan and This chart is for planning purposes and illustrates the potential shortfalls the General Fund could face if no be prepared to meet these challenges. As positive action is taken. By Florida law, the proposed budget must be balanced. Financial Strategies will be formulated to address future year shortfalls and will be included in the Fiscal Year 2016 Business Plan. 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 The Capital Improvement Program (CIP) is a long-range plan and maintain financial stability. The forecast integrates for the timely replacement and maintenance of the City’s projections of the major drivers of the City’s annual budget, equipment and facilities. Financing options for capital needs new programs, and the anticipated revenues over the forecast are examined to determine the best source for each project period. Typically, future years show a deficit of revenues over including operating fund balances, capital reserves, grants, expenditures. outstanding debt, and rating agency criteria for borrowing. The forecast continues to project minimal revenue growth Because submitted capital requests exceed available financing, and the need to hold the line on expenditures in order decisions about which requests to fund in the upcoming year’s to maintain adequate working capital over the five-year capital budget and which to schedule for future consideration period. The national and state economies are improving at a were made based on a CIP project ranking process. This project steady, but slow pace. However, local governments are still ranking process prioritizes each project based on Principal experiencing slowly recovering revenues, which will make it and Technical Criteria. Principal Criteria include: quality of life, difficult to provide both essential services to the community improves/maintains city facilities or infrastructure, economic and improvements needed for infrastructure. On the positive side, the General Fund’s beginning working capital will allow us development, and health/public safety. Technical Criteria include: regulatory compliance, external funding, impact on to forecast another year of stable, though lean, operations. As operating budget, and implication of project deferral. shown in the Five-Year forecast chart, the City is presenting a balanced budget for Fiscal Year 2016. This evaluation resulted in adopted capital expenditures for

Fiscal Year 2016 Capital Improvement Program

Fiscal Year 2016 of $39.1 million, of which nearly $30 million is proposed for projects in the General Fund. Two borrowings are planned in Fiscal Year 2016 for the General Fund, approximately $22 million to finance the second phase of the Municipal complex and $12 million to finance priority capital improvements. These vital capital improvements to our parks, facilities, roadways, and other areas will be funded over the next three years. The interest rate for this $12 million loan is estimated at 3.5% and the life is 10 years. In Fiscal year 2016, the City has budgeted $2.2 million debt service in the General Fund to begin repayment of these two loans. The Water and Sewer Fund is budgeting $4.8 million in improvements to the water and wastewater infrastructure, the Fire Fund is budgeting $0.7 million in capital improvements and the Equipment Service Fund is budgeting $3.4 million for

150

Fiscal Year 2016 Annual Budget

the replacement of vehicles in Fiscal Year 2016. This allocation also includes funding to perform repairs and preventive maintenance on 26 vehicles and equipment to extend their useful life. These assets were originally scheduled for replacement in Fiscal Year 2016. Maintaining the fleet inventory in optimal condition through preventive maintenance has allowed the City to prioritize its replacement schedule of vehicles and equipment, avoiding additional replacement cost.

Waste Transfer Station

The City has applied for various federal, state and local grants such as CDBG (Community Development Block Grants), Department of Environmental Protection grants, and Justice Assistance grants. These funds supplement $2 million of the total capital investment for the upcoming year. Other financing sources include operating capital supported by revenues, and equity. In Fiscal Year 2016, operating capital is estimated at $173,000 for the General Fund, $398,200 for the Fire Fund, $3,408,550 for the Equipment Services Fund and $558,000 for the Utilities Fund. Public Art Fund projects total $20,000, Charter School Fund projects total $30,000 and Tree Trust Fund projects total $15,000. Equity from the General Fund ($103,000), Solid Waste Fund ($71,500) and the Equipment Service Fund ($32,000) will be used for improvement and construction projects.

Recycling

Solid Waste With the dissolution of the Broward County Solid Waste Disposal District on July 3, 2013, the City revamped its solid waste process. 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. As of January 1, 2014 the City engaged Waste Pro as the City’s hauler of residential solid waste and recyclables, as well as commercial garbage hauler, ending a 15 year relationship with Waste Management. Waste Pro offers an automated collection process and an online customer relations system to track issues and concerns. With this overhaul, residents continue to receive a low solid waste assessment, less than $20 per month, at $234.75 for 2016. In addition, the City is able to make modest improvements to the waste transfer station.

Every weekend, Coral Springs residents are able to take advantage of the free waste transfer station at the end of Wiles Road. The station accepts large quantities of bulk trash, yard waste and source-separated recyclables. In addition, on the first Saturday of each month, the station accepts paint, fluorescent light bulbs, and electronic equipment from residents.

The City has a goal to recycle 75% of its solid waste stream by 2020 and implementing single-stream recycling, which does not require sorting or separating items, was a big first step toward that goal. To encourage residents to fill their bright blue recycling containers, a rewards program was piloted in April 2014. Each recycling cart contains a radio frequency identification chip that captures information about recycling participation. Every time a resident recycles, their home is credited in the rewards program, making them eligible for savings at local businesses. The rewards are tiered, so the more a resident recycles, the better the reward. Commercial Recycling Commercial recycling initiatives are projected to play a major role in the City achieving its 75% recycling goal. City staff will advance this effort through a number of actions, including developing a list of businesses without recycling service coupled with follow-up outreach and education. Effective programs will be identified and success stories shared with other businesses. Staff will explore opportunities to increase service at multi-family complexes - more carts or increased collections. Property managers will be encouraged to establish on-site support that will help encourage and monitor participation, post information such as door hangers and posters, as well as promote use of apartment recycling bins and bags.

Residential Solid Waste Assessment Residential Solid Waste Assessment $300 $290 $280 $270 $260 $250

$243.00

$250.20

$233.64

$240 $230

$246.72

$232.20

$234.75 $227.16

$226.32

$225.84

$220

$220.92

FY 2016

FY 2015

FY 2014

FY 2013

FY 2012

FY 2011

FY 2010

FY 2009

FY 2008

$200

FY 2007

$210

City of Coral Springs, Florida

151

Water and Sewer

Fire Fund

The City’s water and sewer infrastructure requires ongoing repair and maintenance to ensure the safe, efficient operation of the utility. To meet these capital requirements, the City secured long-term financing from the Florida Department of Environmental Protection State Revolving Fund (SRF) for improvements at the Water Treatment Plant as well as throughout the entire system. The interest rate for this financing is 60% of the market rate, resulting in low-cost financing for a term of 20 years. Over $15 million in financing has been obtained for the replacement of existing wells, construction of new raw water supply wells, installation of wellheads and transmission lines, and improvements at lift stations. In Fiscal Year 2016, debt service totaling $1,017,670 is allocated in the Water and Sewer Fund for repayment of SRF loans.

Three of the City’s five fire stations have been renovated or completely rebuilt to make them suitable for a full-time, professional department rather than a volunteer force. Architectural and engineering designs have been completed for the remaining two stations. The plan is to rebuild Stations 43 and 95 to meet today’s challenges. The new designs ensure these stations meet the recommended safety requirements for the staff who live in the stations and accommodate male and female firefighters with adequate sleeping and working areas to perform their jobs as emergency responders.

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 $581,330 for Fiscal Year 2016. 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 $564,132 which has been budgeted in Fiscal Year 2016.

The Fire Department will be adding one position to oversee new processes related to Title IV funding now available at the Coral Springs Regional Institute of Public Safety.

Coral Springs voters approved in November 2014 a bond referendum for $12.45 million in general obligation bonds for public safety infrastructure. A portion, $5.1 million, will be used to finance the construction phase of these two fire stations.

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

Operating capital funds will be used for ongoing inspection, repair, and maintenance of water and wastewater valves ensuring all components of the sanitary system will perform as needed during times of emergencies, ongoing replacement of fire hydrants, replacement of portable generators used during power outages at lift stations and installation of automatic flushing systems at dead end streets to ensure water quality. The City will also continue to support the requirements of the Computerized Maintenance Management system which is designed to achieve maximum life and usefulness of infrastructure improvements and actively participate in water conservation efforts through Broward County’s water conservation program. Additionally, the City will add a small SUV vehicle and Gator to the fleet to better serve the needs of the Utility Division.

Water and Sewer Fund forecasted debt service SRF

Revenue Bonds

$2,500,000

$2,000,000

$1,145,462 $1,145,739

$1,146,605 $1,141,043

$1,017,671

$1,017,671

$1,142,186

$1,141,880

$780,629 $579,192

$1,500,000

$1,000,000

$500,000

$1,017,671

$1,017,671

$1,017,671

$1,017,671 $1,017,671 $1,017,671

$‐ 2014

152

2015

2016

2017

2018

2019

2020

2021

Fiscal Year 2016 Annual Budget

Measuring Results Measuring Results Quarterly Performance Review

Initiative Analysis

Overview

The Fiscal Year 2015 Business Plan included 48 initiatives. Departments completed 21 initiatives and will continue working on 26 through Fiscal Year 2016.

The City has developed a performance measurement and management 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 quarterly performance reporting program, composite indicators that measures the overall financial and service operation position, and the State of the City report. These elements play an important part in the City’s overall Business Plan and help keep the organization on target. Departmental Measures A total of 116 performance measures have been established to measure results achieved through services and programs provided by the City’s operating and support departments. Fourteen results are based on ratings from the resident or business surveys. Four measures are marked “not reported” this year. Three are dependent upon results of the business survey which was not conducted this year; the business survey is conducted every other year. A question on the resident survey was revised, making it invalid. Eight are marked “not available;” four because of reporting gaps (Aquatics), three because of the transition to new systems (Code, Fire, and Human Resouces), and one because of a mid-year revision to the original measure (Public Works). Of the available 104 results, 86 (83%) of the measures met their goals for Fiscal Year 2015 and 10 (9%) were within 95% of their goal. Eight goals (8%) 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 20142015 Strategic Plan. As of the end of Fiscal Year 2015, 19 of those goals have been met and four were within a few percentage points of goal.

Twenty-one of the initiatives that are still “in progress” are more than half way complete. Four of the other five initiatives involve major construction, which typically takes more than one year to complete. One is a large-scale technology implementation. One initiative, to conduct a Stormwater Utility Fee study, has been put on hold.

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.

Two goals for the year have not been achieved: • Net new taxable value as a percentage of total taxable value was less than six comparison cities. • The number of room nights related to the sporting events sponsored by the Sports Commission. Ratings for nine residential survey questions are used as Key Intended Outcomes.

City of Coral Springs, Florida

153

Strategic Planning Cycle Fiscal Years 2014-2015

Fiscal YearOutcomes 2015 KIO Summary Key Intended

FY 2013 Actual

FY 2014 Actual

FY 2015 Actual

FY 2015 Goal

A Family-Friendly Community 2,485.3

2,278.2

2,600

2,171.2



92%

—

92%

94%



98%

—

94%

98%



(Res) 96%

(Biz) 97%

(Res) 96%

96%



4,391

4,440

4,000

5,625



98%

98%

95%

>95%



7 Coral Springs Charter School school grade

A

A

A

A



8 Injury accidents at or near 15 major intersections in the City

—

139

200

133



1 City crime rate (crimes/100,000 residents—Calendar Year) Resident rating of City efforts to prevent crime (Resident Survey) Resident rating of City Government for respecting religious and 3 ethnic diversity (Resident Survey) 2

4 Ratings of Quality of Life (Resident and Business Surveys) Number of students attending classes at Broward College 5 at Coral Springs Academic Center 6 Coral Springs Charter School graduation rate

A Thriving Business Community N/R

96%

96%



0.15%

CS 0.14% Comp avg 1.15%

above the average of 6 comp cities

CS 0.19% Comp avg 0.76%



11 Coral Springs' June unemployment rate

5.7%

4.8%

below State

5.0%



12 Retail vacancy rate (CoStar Jan-Mar report)

8.0%

6.1%

9%

8.6%



96%

N/R

96%

97%



15,693

18,776

18,000

17,920

*

15 Athletic league participation

8,711

8,475

8,100

8,713



16 Sports Commission: Number of room nights

4,325

3,943

4,000

3,404



90,595

84,581

90,000

85,208

*

—

—

—

84%

95%

85%

407,253 gal

401,977

103.37

118.3

110

124.6



(Res) 95%

(Biz) 78%

(Res) 95%

94%

*

93%

95%

92%

93%



9 Business rating of the image of the City (Business Survey) Net New Taxable Value as % of Total Taxable Assessed Value 10 (BCPA)

N/R

An Active, Healthy Community 13

Resident rating of appearance of Parks and Recreation facilities (Resident Survey)

14 Youth volunteer hours (Volunteer Services report)

17 Number of riders on intracity bus routes

An Attractive Community NEW: Ratings of litter collection on City streets (Resident and Business Surveys) Ratings of City efforts at maintaining quality of neighborhoods 19 (Resident and Business Surveys) 18

20 Fuel consumed by City operations (diesel and unleaded) 21 Pounds of recycled materials per capita

400,000

87% N/A 84% 390,933

* 

An Innovative, High-Performing Organization 22

Satisfaction ratings with City communications (Resident and Business Surveys)

23 Employee satisfaction rating (Employee Survey) 24

S&P AAA AAA Fitch AAA Moody's Aa1

Maintain AAA bond ratings (Two required)

Ratings of value for tax dollars and fees (Resident and Business Surveys) 26 Ratings of customer service (Resident and Business Surveys) 25

AAA

S&P AAA Fitch AAA  Moody's Aa1

(Res) 86%

(Biz) 76%

(Res) 80%

87%



(Res) 95%

(Biz) 94%

(Res) 95%

95%



FY 2015 Year-End Results Met or exceeded goal 19 Within 95% of goal 4 Did not meet goal 2 Not available 1 26

154

Fiscal Year 2016 Annual Budget

 *  N/A

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 (new for FY 2013; formerly in Human Resources) 3) Percentage of subrogation eligible dollars recovered (new beginning FY 2013) City Manager's Office Management and Budget Office (6) 1) Internal customer satisfaction rating 2) Process 100% of budget transfers within 24 hours of receipt 3) Facilitate or support cross-functional process improvement teams 4) Receive the GFOA Distinguished Budget Presentation award 5) Payroll regular salaries adopted budget versus actual, net of policy changes 6) Produce monthly financial statements within seven business days of period close City Clerk's Office (2) 1) Percentage of agenda packages completed and distributed at least 5 days prior to the next City Commission meeting (new beginning FY 2013) 2) Number of hours of staff time per meeting spent preparing summary minutes (new beginning FY 2013) Communications and Marketing (5) 1) Customer satisfaction with communications (Internal Survey) 2) Awareness of Coral Springs magazine by new residents (Resident Survey) 3) Average number of unique page views on website 4) Number of episodes produced for What's Happening 5) Number of new promotional/informational campaigns developed Development Services Community Development (10) 1) Department customer satisfaction rating (composite) 2) Cycle time for small permits by the Zoning Division (Building Plan Review) 3) Cycle time for sign permits by the Zoning Division (Building Plan Review) 4) Cycle time for plan reviews (new and major/minor) by the Zoning Division (Development Review Committee) 5) Comprehensive Plan consistency with Department of Community Affairs (DCA) 6) Number of housing units rehabilitated using public financial assistance per $100,000 housing rehabilitation 7) Average number of days from the receipt of the resident's application for rehabilitation assistance to application approval (new beginning FY 2013) 8) Timeliness ratio of CDBG spending: annual CDBG allocation available by July 31 9) Number of trees planted within the City 10) Number of formal and informal neighborhood partnerships each year Building (2) 1) Requested inspections completed within one day 2) Percent of plan reviews completed within 15 working days Code Compliance (4) 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 3) Percent of survey respondents satisfied with the City's efforts to support quality neighborhoods 4) Process new business tax applications within 5 business days 90% of the time (new beginning FY 2014)

FY 2013 Actual

FY 2014 Actual

Goal

99%

97%

99%

FY 2015 Actual 99%



29.5

27.53

49

37



60%

35%

47%

52%



98% 100% 4 Yes 0.4% 1 day

99% 100% 3 Yes -1.4% 1 days

95% 100% 2 Yes ±2% <7 days

98% 100% 3 Yes 0.9% 1 day

     

100%

100%

95%

100%



2 hours

4 hours

2 hours



98% 84% 135,602 12 38

100% — 140,826 12 47

94% 79% 115,000 12 30

100% 88% 132,699 12 46

    

97% 1.5 days 1.7 days

99% 1.9 days 1.9 days

95% 2 days 2 days

95% 1.4 days 1.8 days

  

6.5 days

9 days

9 days

8 days



Yes

Yes

Yes

Yes



—

2.75

2.90

2.80

*

39.5 days

34 days

45 days

30 days



2.02 1,221 13

1.43 482 14

1.50 1,000 15

1.53 1,525 11

*  

100% 95%

100% 98%

95% 90%

100% 98%

 

84%

N/A

75%

78%



84%

—

85%

84%

*

—

95%

—

—

N/R

—

N/A

N/A

N/A

N/A

N/A: Delayed reporting due to transition to ONESolution

Construction Management Support (1) 1) Build the following City construction projects within budget and on time: City Hall/City Hall South Building Demolition

—

City of Coral Springs, Florida

Yes

Yes

Yes



155

Department Performance Measurements (continued)

Financial Services (6) 1) Internal customer satisfaction rating (Financial Services Internal Survey) 2) Percentage of purchase requisitions under $10,000 processed within 24 hours 3) Water billings past due more than 180 days as percentage of outstanding bills 4) Number of repeat items in management letters prepared by the City's external auditors 5) Percentage of invoices paid within 30 days 6) Out of stock level of the total inventory at Central Stores Fire/EMS (13) 1) Maintain Fire Rescue quality standards: —Response time of eight minutes or less for 90% of all emergency Fire/EMS calls —A minimum of fourteen firefighters on scene within ten minutes 90% of time for all structural fires 2) Provide inspection report to customer within 12 days from date of inspection 3) Perform annual fire inspections on all commercial properties and applicable multi-family residential units (new beginning FY 2015) 4) Provide public education programs to residents ages 5-8 (new beginning FY 2015) 5) Provide a minimum number of classes at the Fire Academy: —Florida Firefighter Minimum Standards classes —EMT classes —Specialty classes (new beginning FY2014) —Paramedic class (new beginning FY2015) 6) Percentage of customers who are satisfied with the quality of the Fire Department (Resident Survey) 7) Percentage of customers who are satisfied with the quality of the emergency paramedics (Business Survey) 8) Maintain Citizen Emergency Response Team (CERT) force (new beginning FY 2015) 9) Maintain Fire Explorers program participation (new beginning FY 2015)

FY 2013 Actual

FY 2014 Actual

Goal

95% 78% 1.9%

99% 86% 2%

93% 88% 3%

FY 2015 Actual 95% 85% 1%

 * 

0

0

0

1



99.8% 2.2%

99% 2.50%

99% 2.50%

93% 3.80%

 

91%

97%

90%

97%



100%

100%

90%

100%



6 days

N/A

12 days

N/A

N/A

6,400

8,883



4,000

6,788



8 4

7 5 93

7 4 50 1

7 8 180 2

   

99.7%

—

99%

100%



—

97%

—

—

N/R

100

135



40

28



N/A: Delayed reporting due to transition to ONESolution

Human Resources (11) 1) Percentage of employees who agree with the statement “I would recommend working for the City to a friend” 2) Employee engagement index (new beginning FY 2013) 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 (new beginning FY 2013) 8) Sick hours per employee 9) Percentage of minority applicants per recruitment 10) Percentage of employees who agree with "I am satisfied with the access to training resources to assist in my professional development." (new beginning FY 2013) 11) NEW Overall satisfaction with request management process (new help desk platform) Information Services (5) 1) Number of IT Development Projects implemented in accordance with City’s Business Plan and IT Work Program 2) Customer satisfaction rating from survey of Information Technology 3) Meet service level agreement regarding network availability (new beginning FY 2013) 4) Meet service level agreement regarding application availability (new beginning FY 2013) 5) Meet service level agreement regarding server availability (new beginning FY 2013)

156

93%

95%

90%

93%



84% 96% 92% 91% 80% 100% 57.8 63%

87% 98% 96% 92% 93% 100% 67.4 65%

90% 90% 90% 90% 90% 90% 48 45%

87% 97% 96% 96% 91% 96% 64.7 64%

*       

85%

85%

90%

91%



95% 96%

97% 98%

100% 100%

n/a n/a

N/A

24 99.0%

13 98%

8 95%

17 99%

100.0%

100.0%

99.5%

100.0%



99.6%

100.0%

98.0%

100.0%



100.0%

99.8%

98.0%

100.0%



Fiscal Year 2016 Annual Budget

 

Department Performance Measurements (continued)

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

FY 2013 Actual

FY 2014 Actual

Goal

FY 2015 Actual

96%

—

96%

97%



96% 92%

— —

94% 92%

96% 93%

 

98% 68% 90,595

100% 68% 84,581

98% 60% 90,000

100% 66% 85,208

  

84% 76%

85% 76%

65% 50%

84% 72%

  *  

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

3,868 33% 343 117

3,517 49% 243 95

5,000 49% 250 120

4,863 39% 253 N/A

N/A

99% 100% 99%

98% 99% 99%

92% 92% 92%

N/A N/A N/A

N/A N/A N/A

Sportsplex (1) 1) Revenue generated from Sportsplex concessionaires

$180K

$226K

$198K

$230K



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

55% $272K 94% 21% 79% 36 139

56% $255K — 15% — 36 65

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

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

 *     

City of Coral Springs, Florida

157

Department Performance Measurements (continued)

Police (12) 1) Police Department's overall quality rating (Resident Survey) 2) Percentage of customers who has contact with or knows their neighborhood officers (Resident Survey) 3) Percentage of residents who feel that Coral Springs has remained as safe or become a safer place to live (Resident Survey) 4) Average Police response time (from time of call to arrival) 5) Stabilize the burglary rate at a 0% increase adjusted for population (Source: Uniform Crime Report) 6) Maintain 0% increase in crime rate as adjusted for population (Source: Uniform Crime Report) 7) Clearance rate for crimes (Source: Uniform Crime Report) 8) Reduce or maintain percent change in number of robberies (Source: Uniform Crime Report) (new beginning FY 2013) 9) Traffic crashes per 1,000 citizens 10) Number of high school students that are awarded safe driving certificates at graduation 11) Satisfaction rating by businesses (Business Survey) (new beginning FY 2013) 12) Safety rating by businesses (Business Survey) (new beginning FY 2013) Public Works (13) 1) Department’s overall quality service rating (Resident Survey) 2) Achieve a 90% customer satisfaction rating on janitorial services (new beginning FY2014) 3) Availability rate of all vehicles/equipment for all departments 4) Facilities routine work orders completed within 15 working days 5) Percent of hydrants inspected (new beginning FY2014) 6) REVISED Reduce total flow by 1 million gallons per year in lift stations through I&I program compared to I&I 2011 base year 7) Service valves per year (new beginning FY2014) 8) Pot hole repair response time 9) Perform 850 miles of street sweeping per year to meet NPDES standards (new beginning FY 2015) 10) Complete litter removal of 159 miles of road rights-of-way in five working days 11) Inspect and clean storm drains per year (new beginning FY2015) 12) Number of times wastewater flow exceeds 9.79 mgd per month for three consecutive months (new beginning FY2015) 13) Percent of "unaccounted for" water

FY 2013 Actual

FY 2014 Actual

Goal

95%

—

95%

96%



—

45%

43%

*

75%

79%



5:00



-9.2%



-4.7%



35.7%



-42.4%



31



43%

FY 2015 Actual

71%

—

2012 4:45 2012 -10.4% 2012 -7.59% 2012 30.4% 2012 -13.3% 2012 33

2013 4:31 2013 -32.2% 2013 -8.33% 2013 34.7% 2013 26.9% 2013 34

126

262

135

321



—

92%

—

—

N/R

—

96%

—

—

N/R

92%

—

92%

90%

*

83%

90%

93%



93% 92% 100%

94% 90% 100%

93% 93% 100%

*  

N/A

N/A

N/A

750 3 days

1,164 <1 day

 

300

978



5 days

4.3 days



9,600

19,770



97% 93%

1,122 <1 day

1 day

6.6 days

4.75%

5:00 0%

2014 2014 2014

0% 2014 29% 2014 -5% 35

2014

0

0

0



5.68%

<10%

8.00%



86 10 8 104

 * 

8 4

N/A N/R

Fiscal Year 2015 Results Met or exceeded goal Within 95% of goal Did not meet goal Not available Not reported Total

158

Fiscal Year 2016 Annual Budget

116

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 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.

Source: Broward County Property Appraiser’s Office

Billions

Residential property values are slowly increasing, inching closer to where they were 10 years ago.

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

Non-residential Property Percentage Non-Residential Property Values There is an inverse relationship between residential and non-residential property values; an increase in residential property values (see chart above) means a decrease in non-residential as a percentage of total value. Non-residential includes commercial/industrial sites, as well as agricultural, institutional, government and miscellaneous real estate. As residential values improve, non-residential values should ease back to about 20%.

35%

As a % of Total Property Values

30% 25%

Good

27.9% 22.6%

22.1%

21.2%

20%

20.1%

28.8%

27.4%

26.5%

26.2%

25.4%

21.9% 19.7%

Source: Broward County Property Appraiser’s Office

15%

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

10% 5% 0%

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

Crime Rate Crime Rate

Good

3,500

2,500 2,000

Source: City of Coral Springs Police Department and Florida 2171.2 Department of Law Enforcement Crime Report

Incidents of major crimes per 100,000 population

3085.5 3,000

2731.4 2500.5 2259.3

2583.9

2530.1

2559.1

2688.8 2469.4

2485.3 2278.2

1,500 (Crime figures are calculated utilizing calendar year rather than fiscal year)

1,000 500 0

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

City of Coral Springs, Florida

There was a decrease in incidents of major crimes per 100,000 population. 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.

159

Customer Satisfaction Survey Customer Satisfaction The City has consistently received high ratings in customer satisfaction from our residents. The overall satisfaction rating decreased in Fiscal Year 2009, yet ratings for departments and services increased. Results from the 2011, 2013, and 2015 surveys show a steady return to historically high levels. The Residential Survey is conducted every other year.

Good

100%

20%

95%

95%

95%

95%

96%

Projected

92%

No survey conducted; used prior year result

40%

92%

No survey conducted; used prior year result

60%

0%

93% No survey conducted; used prior year result

93%

No survey conducted; used prior year result

95%

95%

93% 80%

Source: 2015 Resident Survey conducted by ETC Institute.

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

Volunteers in Government

Volunteers in Government

Good

Source: Database of Boards and Committees