Annual Budget Fiscal Year 2014 by City of Coral Springs

CELEBRATING 50 YEARS OF EVERY THING UNDER THE SUN

Annual Budget Fiscal Year 2014

The City of Coral Springs

Annual Budget Fiscal Year 2014 To be the premier community in which to live, work, and raise a family.

City Attorney John Hearn, Commissioner Dan Daley, Commissioner Larry Vignola, Mayor Vince Boccard, Commissioner Claudette Bruck, Vice Mayor Tom Powers, City Manager Erdal Dรถnmez

Erdal Dรถnmez, City Manager Susan Grant, Deputy City Manager Jennifer K. Bramley, Deputy City Manager Robert Goehrig, Director of Budget, Strategy, and Communication Rita Radziwon, Senior Financial Analyst Chelsea Stahl, Senior Financial Analyst Forrest Lehman, Senior Financial Analyst Liliana Alvarez, Senior Financial Analyst Sherri Toops, Senior Financial Analyst Peter Yuan, Budget Analyst Jane Suk, Budget Assistant

Cover design by Christine Parkinson Jahrsdoerfer

Adopted September 18, 2013

The Government Finance Officers Association of the United States and Canada (GFOA) presented an Award for Distinguished Budget Presentation to the City of Coral Springs, Florida for its annual budget for the fiscal year beginning October 1, 2012. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. The 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 year.

Fiscal Year 2014 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.

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

Glossary 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 1-22. 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 23-86.

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 295) 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 87-150. 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 151-234.

Key Tools Strategic Priorities and Values ..................13-14 Coral Springs Organization Chart..................15 Budget Highlights ...............................................29 Fund Structure Overview .......................... 34-35 Combined Budget Summary ..........................33 Summary Net Budget ................................. 36-37

Appendix—This section includes the City’s Budget Resolution, Budget Ordinance, Financial Policies, Fund Balance, Debt Service Maturity Schedules, and staffing information. Pages 235-300.

Fund Summaries & Descriptions............. 39-71 Major Capital Projects........................................72 Five-Year Forecast .............................................. 86 Composite Index ......................................137-139

Tables of Contents

Fiscal Year 2013 KIO Summary .................... 132

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 ............... 133-136 Fiscal Year 2013 Initiative Update .......140-147 Fiscal Year 2014 Initiative Summary........... 148 Budget Process Map................................ 152-153 Departments’ Performance Levels .... 156-217

Table of Contents Introduction ..................................................................................................................................................................................3 How To Use This Book .......................................................................................................................................................3 City Manager’s Letter ........................................................................................................................................................9 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 ............................................................................................................................... 22 Budget Overview ..................................................................................................................................................................... 23 Budget Process Overview ............................................................................................................................................ 24 Budget Highlights ........................................................................................................................................................... 29 Combined Budget Summary ...................................................................................................................................... 33 Fund Structure Overview ............................................................................................................................................. 34 Fund Budget Overviews ............................................................................................................................................... 39 General Fund Summary ....................................................................................................................................... 39 General Fund Description .................................................................................................................................. 42 Fire Fund Summary ............................................................................................................................................... 47 Fire Fund Description ........................................................................................................................................... 48 Water and Sewer Fund Summary..................................................................................................................... 51 Water and Sewer Fund Description ................................................................................................................. 52 Health Fund Summary ......................................................................................................................................... 54 Health Fund Description ..................................................................................................................................... 55 General Insurance Fund Summary ................................................................................................................. 56 General Insurance Fund Description ............................................................................................................. 57 Coral Springs Charter School Fund Summary ............................................................................................ 58 Coral Springs Charter School Fund Description ........................................................................................ 58 Public Art Fund Summary ................................................................................................................................... 59 Public Art Fund Description ............................................................................................................................... 59 Equipment Services Fund Summary ............................................................................................................... 60 Equipment Services Fund Description ........................................................................................................... 61 Pension Fund Summary....................................................................................................................................... 63 Pension Fund Description ................................................................................................................................... 64 Solid Waste Fund Summary ............................................................................................................................... 65 Solid Waste Fund Description............................................................................................................................ 65 Debt Service Fund Summary ............................................................................................................................. 66 Debt Service Fund Description ......................................................................................................................... 67 Debt Management ................................................................................................................................................ 69 Capital Improvement Program................................................................................................................................... 72 Impact of CIP on the City’s 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 Revenue Trends................................................................................................................................................................ 83 Five-Year Forecast............................................................................................................................................................ 85

Fiscal Year 2014 Annual Budget

Table of Contents (continued) Business Plan.............................................................................................................................................................................. 87 Introduction ...................................................................................................................................................................... 89 Market Environment ...................................................................................................................................................... 90 Service and Operations Strategy .............................................................................................................................100 A Family-Friendly Community ..................................................................................................................................101 A Thriving Business Community ..............................................................................................................................105 An Active, Healthy Community ................................................................................................................................110 An Attractive Community ..........................................................................................................................................113 A Professional, High-Performing Organization ..................................................................................................118 Financial Strategy ..........................................................................................................................................................122 Measuring Results .........................................................................................................................................................131 Performance Budget ............................................................................................................................................................151 Performance Budget Overview................................................................................................................................154 Sample Performance Budget Page .........................................................................................................................155 Department Performance Levels ............................................................................................................................157 City Commission...................................................................................................................................................158 City Managerâ&#x20AC;&#x2122;s Office ..........................................................................................................................................159 Human Resources ................................................................................................................................................163 Financial Services .................................................................................................................................................167 Information Services ...........................................................................................................................................171 City Attorney..........................................................................................................................................................174 Development Services .......................................................................................................................................176 Police ........................................................................................................................................................................182 Economic Development ....................................................................................................................................187 Fire/EMS...................................................................................................................................................................188 Public Works...........................................................................................................................................................194 Parks and Recreation ..........................................................................................................................................204 Coral Springs Center for the Arts ....................................................................................................................214 Coral Springs Charter School ...........................................................................................................................216 Customer Requirements Analysis ...........................................................................................................................218 Benchmarking ................................................................................................................................................................227 Process Improvement Teams ....................................................................................................................................230 Awards and Special Recognitions ...........................................................................................................................232 Appendix ...................................................................................................................................................................................235 Budget Resolution ........................................................................................................................................................236 Budget Ordinance.........................................................................................................................................................238 Financial Policies............................................................................................................................................................243 Fund Balance Overview ..............................................................................................................................................251 Staffing ..............................................................................................................................................................................270 Abbreviations and Acronyms ...................................................................................................................................287 Glossary of Terms ..........................................................................................................................................................288 Index ..................................................................................................................................................................................295

City of Coral Springs, Florida

Tables and Illustrations Introduction ..................................................................................................................................................................................3 Key Tools ................................................................................................................................................................................3 City of Coral Springs Organization Chart................................................................................................................ 15 Coral Springs at a Glance.............................................................................................................................................. 16 Service Statistics .............................................................................................................................................................. 17 MBO Staff ........................................................................................................................................................................... 22 Budget Overview ..................................................................................................................................................................... 23 Budget Calendar.............................................................................................................................................................. 28 Operating millage rate .................................................................................................................................................. 29 Voter-approved debt service millage rate ............................................................................................................. 29 Operating millage rate comparison Fiscal Year 2014 ......................................................................................... 29 Tax rate Fiscal Year 2014................................................................................................................................................ 29 Net full-time position changes per fiscal year ...................................................................................................... 30 Full-time positions added in Fiscal Year 2014 ....................................................................................................... 30 Annual net operating budget and capital ............................................................................................................. 31 Appropriated Funds Budget—Fiscal Year 2014 ................................................................................................... 33 Major Funds....................................................................................................................................................................... 34 Fund structure overview .............................................................................................................................................. 35 Summary of net budgeted revenues—Fiscal Year 2014 ................................................................................... 36 Summary of net budgeted expenditures—Fiscal Year 2014........................................................................... 37 Where the money goes by type of program (all funds) .................................................................................... 38 Where the money comes from by source (all funds).......................................................................................... 38 Where the money goes by category (General Fund only) ............................................................................... 38 General Fund total revenues—$100,317,593 ....................................................................................................... 42 Millage rates ...................................................................................................................................................................... 42 Franchise fees ................................................................................................................................................................... 43 Utility service taxes ......................................................................................................................................................... 43 General Fund revenue and expenditure summary............................................................................................. 44 General Fund total expenditures—$100,317,593 ............................................................................................... 45 Non-departmental operating detail ........................................................................................................................ 46 Fire Fund total revenues—$18,344,908 .................................................................................................................. 48 Fire Assessment rate schedule .................................................................................................................................. 48 Fire Fund revenue and expenditure summary .................................................................................................... 49 Fire Fund total expenditures—$18,344,908 .......................................................................................................... 49 Fire Assessment rate comparison Fiscal Year 2014 ............................................................................................. 50 Water and Sewer Fund total revenues —$21,624,783 ...................................................................................... 52 Water bill for average single-family residence ..................................................................................................... 52 Water and Sewer Fund revenue and expense summary .................................................................................. 53 Water and Sewer Fund total expenses —$21,624,783 ...................................................................................... 53 Health Fund revenue and expense summary ....................................................................................................... 55 General Insurance Fund revenue and expense summary ................................................................................ 57 Ten-year fleet replacement cost ................................................................................................................................ 61 Equipment Services Fund revenue and expense summary ............................................................................ 62 Debt Service Fund revenues - $6,435,168 .............................................................................................................. 67 Debt Service Fund expenditures - $6,435,168...................................................................................................... 67 Debt Service Fund revenue and expenditure summary ................................................................................... 68 Allocation of Debt Payments for Fiscal Year 2014 ............................................................................................... 68 Capital expenditure Fiscal Year 2014 of $13,960,688 ......................................................................................... 72 Capital expenditure Fiscal Years 2014-2019 of $135,481,049 ......................................................................... 72 Fleet Replacement Program contributions and expenses .............................................................................. 73 Computer Replacement Program contributions and expenses ................................................................... 73 CIP funding sources— Fiscal Year 2014................................................................................................................... 74 Projects funded via General Fund operating capital.......................................................................................... 75

Fiscal Year 2014 Annual Budget

Tables and Illustrations (continued) CIP impact on the operating budget Fiscal Year 2014 ....................................................................................... 75 Fleet replacement cost Fiscal Years 2014—2024 ................................................................................................. 76 FY 2014 Capital projects financed via grants ........................................................................................................ 77 Building permit revenues ............................................................................................................................................. 83 State shared revenues ................................................................................................................................................... 83 Half-cent sales tax revenues ........................................................................................................................................ 83 Electric utility service tax revenues........................................................................................................................... 84 Communications services tax revenues ................................................................................................................. 84 Electric utility franchise fee revenues ...................................................................................................................... 84 Five-Year Forecast: General Fund .............................................................................................................................. 85 General Fund Five-Year Forecast Summary Schedule ....................................................................................... 86 Business Plan.............................................................................................................................................................................. 87 Largest Metropolitan Statistical Areas in terms of economic activity (i.e., Real GDP) ........................... 91 City’s unemployment rate lowest since September 2008 ................................................................................ 91 Percent change in CPI .................................................................................................................................................... 92 U.S. Treasuries interest rate yield curve ................................................................................................................... 92 Median single-family home values........................................................................................................................... 94 People of Hispanic origin may be of any race....................................................................................................... 97 Population age ................................................................................................................................................................. 97 Families make up most households ......................................................................................................................... 97 Household trends............................................................................................................................................................ 98 Place of birth ..................................................................................................................................................................... 98 Language spoken at home .......................................................................................................................................... 98 Housing............................................................................................................................................................................... 98 Educational attainment ................................................................................................................................................ 99 School enrollment (age 3 and older) ....................................................................................................................... 99 Median household income.......................................................................................................................................... 99 Population below poverty level ................................................................................................................................. 99 City of Coral Springs’ Business Model ....................................................................................................................100 2014-2015 Short-Range Transportation Improvement Plan .........................................................................107 Long-Range Transportation Improvement Plan ................................................................................................108 No use of reserves in FY 2014 General Fund budget .......................................................................................122 Property tax revenue trend .......................................................................................................................................124 Communication service tax revenue .....................................................................................................................125 Half-cent sales tax revenue........................................................................................................................................125 Building permit revenue.............................................................................................................................................125 Five-Year Forecast: General Fund ............................................................................................................................126 Water and Sewer Fund forecasted debt service ...............................................................................................129 Water and Sewer residential bill comparison .....................................................................................................129 Fire Assessment fee for single-family homes remains low ............................................................................130 Fiscal Year 2013 KIO Summary..................................................................................................................................132 Department Performance Measurements ...........................................................................................................133 Performance Budget ............................................................................................................................................................151 Budget Process Map.....................................................................................................................................................152 Department Revenue, Expenditure and Position Summary for Fiscal Year 2014 ..................................157 Organization Charts—By Department..................................................................................................................158 Performance Measures—By Department ............................................................................................................161 Summary of fleet purchases—FY 2014 .................................................................................................................202 Survey respondents by general location ..............................................................................................................218 Residential Survey Trends ..........................................................................................................................................220 Residential Survey Trends ..........................................................................................................................................220 Importance-Satisfaction Assessment Matrix ......................................................................................................221 Business Survey: Bottom line up front ..................................................................................................................222

City of Coral Springs, Florida

Tables and Illustrations (continued) CityHelpDesk Responses: Comparison Chart .....................................................................................................226 ICMA comparison cities ..............................................................................................................................................227 ICMA comparison: Median Income ........................................................................................................................227 ICMA comparison: FTE per 1,000 - Number of sworn officers.......................................................................228 ICMA comparison: Dispatched police calls ..........................................................................................................228 ICMA comparison: Fleet rating for quality of services .....................................................................................228 ICMA comparison: Youth programs as percent of all recreation programs ............................................229 ICMA comparison: Employee turnover rate ........................................................................................................229 Appendix ...................................................................................................................................................................................235 Fund Balance Summaries ...........................................................................................................................................252 Debt Service Maturity Schedules ............................................................................................................................260 Summary of Position Counts ....................................................................................................................................270 Total Positions By Department窶認iscal Year 2014 .............................................................................................270 Position Counts for all Departments and Divisions ..........................................................................................271

Fiscal Year 2014 Annual Budget

City Manager’s Letter As we celebrate the City’s 50th Birthday, we look back with pride at all the City has accomplished. It is only natural, given this historical perspective, to ask “what will the City look like 50 years from now?” At the March 2013 Strategic Planning Workshop, we got to work answering that question. 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 Strategic Plan. The vision of the FY 2014-2015 Strategic Plan is captured by the five redefined Strategic Priorities: • A Family-Friendly Community • A Thriving Business Community • An Active, Healthy Community • An Attractive Community • A Professional, High-Performing Organization I am pleased to present to you the Budget for Fiscal Year 2014, which is the first Budget supporting the 2014-2015 Strategic Plan. The high-level 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. It 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. World Class Service at Reasonable Rates The strength of our Strategic Planning Process is its long-term approach to planning and financial management, with special emphasis on anticipating emerging issues, using forecasting tools to quantify their impacts, and then implementing sound practices to mitigate or take advantage of these opportunities. This is exactly what happened during the great recession. As you may recall, the stock market declined 53% from its high in October 2007 to its low in March 2009. Housing values plunged by more than half in some cases. This led to the number of homes in some stage of foreclosure to rise to 5,500, or 12% of the City’s housing stock, by May 2010. The jobless rate in Florida passed 11% as construction workers lost their jobs. All of this caused the City to lose millions of dollars in revenue jeopardizing its ability to provide essential services. Leaning on our business model and long-range financial planning, the City has been able to weather the storm. For example, by relying on prudent and conservative practices we made the difficult decisions necessary to protect the long-term health of this City by cutting costs in key areas such as employee benefits and healthcare; filling the breach in the short run with the limited use of reserves; and enhancing revenue sources. Furthermore, we adopted a strategy of investing in economic development as well as public safety, education, and the curb appeal of the community. In fact, the proactive actions taken by the City have enabled us to exit the Great Recession on solid financial footing. For example, in our community, efforts to mitigate foreclosures have helped cut the total number of residences in some stage of the process to 2,219 as of July 2013 from a high of nearly 5,500 in May 2010. The City of Coral Springs’ unemployment rate has fallen to 5.1%, well below Florida’s rate of 7.1%, as of May 2013. And, for the second year in a row, the City experienced an increase in taxable assessed values; the increase was 4.1% for FY 2014. Moreover, the City has been able to maintain its focus on providing excellent customer service. Our most recent residential survey conducted in the spring of 2013 indicates the City of Coral Springs is setting the standard with regard to the overall quality of City services. Ninety-five percent (95%) of the residents surveyed in the City of Coral Springs biennial survey were satisfied. A typical means of comparing cities is with the Composite Satisfaction Index. The Index is derived from the mean rating given for all major categories of city services that are assessed on the survey. The Composite Customer Satisfaction Index for the City of Coral Springs stayed the same from 2011 to 2013. When analyzing the long-term trend, the City improved three points from 100 in 2009 to 103 in 2013.

City of Coral Springs, Florida

The chart shows how the Composite Satisfaction Index for the City of Coral Springs, the State of Florida, and the United States has changed since 2009. While the results for the City of Coral Springs stayed the same, the Florida average declined by one point and the U.S. average improved by two points.

Overall Composite Customer Satisfaction Index 2009 vs. 2011 vs. 2013

Balancing the Budget Without the Use of Reserves We are adopting a balanced budget for Fiscal Year 2014 using a millage rate of $4.5697. Although this millage rate is the same millage rate as the FY 2013 millage rate, it must be advertised as a 4% tax increase because the assessed property values have increased 4.1%. I am pleased to tell you that this is the first year since FY 2010 that reserves will not be used to close the gap between revenues and expenditures in the General Fund operating budget. Other points from the FY 2014 budget that are worth highlighting include:

Coral Springs’s Ratings Stayed the Same From 2011 to 2013 While the Florida Average Declined

Source: ETC Institute 2013 City of Coral Springs Community Survey

• Although $1.75 million was budgeted from reserves in FY 2013, we are confident that we will NOT need to use any reserves in this fiscal year. • Due to sound debt management, the Debt Service Millage rate will decrease by more than 30%! This represents a decrease of $14.53 for the typical singlefamily homeowner.

No use of reserves in FY 2014 General Fund budget $4.50

$4.00

$3.55

• The residential Solid Waste Assessment will decline from $227.16 in FY 2013 to $220.92, the lowest it’s been since FY 2007. • The City’s solid waste contract with Waste Management expired after 15 years. We have successfully completed an RFP process and contract with Waste Pro that has resulted in even lower residential and commercial garbage rates.

$ Millions

$3.50

• As called for in the City Ordinance, user fees will increase by 4.9% which is the rate of inflation over the past two years.

$3.00 $2.50 $2.00 Budget

$1.00 $0.50

Actual

$0.00

$0.00 FY 2010

• A $3.26 increase in the single-family Fire Assessment Fee represents the smallest increase since FY 2006. Overall, we expect the typical single-family homesteaded homeowner to pay just $2.12 more to the City in FY 2014 than in FY 2013. Furthermore, the typical non-homesteaded condominium owner will pay $27.79 more in FY 2014.

$1.75

$1.65

$1.50

Fiscal Year 2014 Annual Budget

FY 2011

FY 2012

Original Strategy

Actual

FY 2013

$0.00 FY 2014

Key Initiatives for the Coming Year The adopted Business Plan includes initiatives geared toward addressing our residents’ needs and enhancing our community’s look, feel and overall appeal. These initiatives will serve as the guiding force behind the City’s Fiscal Year 2014 activities. Highlights of the 29 new initiatives as well as 25 ongoing initiatives include: A Family-Friendly Community The FY 2014-2015 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 and ongoing initiatives that support this Strategic Priority include: • In 2013, 19 Coral Springs schools received an ‘A’ rating for the 2012 school year, including all five area high schools for the first time. Our students attend more ‘A’ schools than any other city in Broward County. The City will continue to support our public schools by working with the Principal Education and Parent Education Advisory Committees. • Continuing to support educational excellence by fostering our alliance with Broward College and ensuring the Coral Springs Charter School remains highly rated. The Coral Springs Charter School has received an ‘A’ rating for nine consecutive years. • Maintaining a safe community will remain a top priority. Not only will the high-visibility “Make a Call, Make a Difference” campaign continue, we will also make every effort to involve concerned citizens in the safety of their neighborhoods by promoting web-based reporting mechanisms. We will invest in the latest technology to ensure our officers have the best tools for enhancing neighborhood safety. A Thriving Business Community The FY 2014-2015 Strategic Plan describes this Strategic Priority as one which provides 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 and ongoing initiatives that support this Strategic Priority include: • Encouraging business development and redevelopment by creating an economic development strategic plan, establishing an economic incentive account, and redesigning the Economic Development Foundation (EDF) web site. We will also continue to work closely with the EDF, Community Redevelopment Agency, Chamber of Commerce, and the Retail Coalition to diversify the tax base and absorb vacant commercial space. • Enhancing the efficiency and effectiveness of the code compliance process by automating a number of outdated and manual systems. This upgrade will also allow the public to have access to check on the status of Code Compliance cases. • The City and the Community Redevelopment Agency have enumerated and prioritized the infrastructure improvements that will occur in the downtown area. These improvements include the installation of turn lanes on Sample Road; the redevelopment of NW 31st Court promenade; NW 32nd Street and NW 94th Avenue Streetscaping; Sample Road median landscaping improvements, and matching walkway grants. Resurfacing University Drive is planned for FY 2015 following the construction of turn lanes. These enhancements will provide pedestrian and bicycling connections which together will create a “sense of place” the residents/commercial owners have been seeking for the past several years. • In FY 2013, we began the process of developing a municipal complex in the downtown area to act as a catalyst for economic development. In FY 2014 we will continue moving this project forward. 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 and ongoing initiatives that support this Strategic Priority include: • Focus on leisure, cultural, recreational, and sporting activities and events that infuse event dollars into the local economy. • We will continue to enjoy our many multi-cultural events throughout the year as well as celebrate the City’s 50th birthday. • We will continue to upgrade and enhance the infrastructure to promote a healthy lifestyle. For example, the running-walking pathway in Mullins Park will be completed. Furthermore, the City bike path and walkway inventory and master plan has been completed which will allow us to prioritize the improvements to this system throughout the City.

City of Coral Springs, Florida

• The three newly constructed buildings in Mullins Park will provide safe, modern, and convenient amenities and meeting space for all users. • Continue the very successful 5K/half marathon. 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 and ongoing initiatives that support this Strategic Priority include: • Continuing to address the aesthetic appeal of our neighborhoods by enhancing the appearance of our medians, rights-ofway 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 more trees throughout the parks and around public buildings. • Work 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. A Professional, High-Performing Organization The FY 2014-2015 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 and ongoing initiatives that support this Strategic Priority include: • Continuing to invest in our vital information technology infrastructure, which was critically behind industry standards. • Improving the communication with our customers by developing a plan to more effectively utilize our various social media platforms. • Continuing to diversify the risk of future revenue stream and to improve idle cash balances. For example, the City has recently concluded an agreement to assign the rent payment associated with 4 cell tower leases to a private entity in exchange for a onetime payment of $3.4 million to the City. Everything Under the Sun Participating in the branding exercise this past year was an incredible experience. It helped us appreciate all of the wonderful things this City has to offer its residents and business community. We have a magnificent park system, great schools, an art museum, and performing arts center. As our consultant said during one of their visits, “you make it look easy!” We know it is anything but easy. It takes careful planning, coordination, and lots of hard work. We know it requires a joint effort and strong partnership between the City and our residents and businesses. We also know that it is our employees who make it look easy. This City would not be poised to enter the next 50 years without the dedication and hard work of our employees. I thank them and express the deepest debt of gratitude for their loyalty and ingenuity. On their behalf, we all look forward to a productive and successful 2014 as we continue to provide “Everything Under the Sun!”

Respectfully Submitted,

Erdal Dönmez City Manager

Fiscal Year 2014 Annual Budget

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

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

An 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.

Professional, 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

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.

Fiscal Year 2014 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 Josephine Chavez jchavez@coralsprings.org

Information Services Director of Information Services Curlie Matthews cmatthews@coralsprings.org

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

*Communications and Marketing

*Management and Budget Office

Fire/EMS Fire Chief Mark Curran mcurran@coralsprings.org

Police Chief of Police Anthony Pustizzi apustizzi@coralsprings.org

Deputy City Manager Jennifer K. Bramley jbramley@coralsprings.org *Community Redevelopment Agency

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

Public Works Director of Public Works Rich Michaud rmichaud@coralsprings.org

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

Human Resources Director of Human Resources Dale Pazdra dpazdra@coralsprings.org

Charter Offices *Divisions of the City Manager’s Office

City of Coral Springs, Florida

Coral Springs at a Glance    

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

Demographics 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

Land Use Land area

23.93 sq. miles

Land use: Residential Traffic circulation Waterways Commercial Recreation/open space Community facilities/schools/hospitals Industrial

% of Total 49% 19% 10% 8% 7% 4% 3% 100%

Downtown LAC

1.0%

Developed Undeveloped

98.4% 1.6% 100.0%

*As of April 1 Bureau of Economic and Business Research (BEBR) Source: 2013 Community Development Land Data Record System and GIS.

Median age

36.5

Number of households

41,814

Median household income (2010 ACS est.)

$65,348

Economics Office space Retail space Industrial space Assessed Taxable Property Valuation

3.1 million sq. feet 6.6 million sq. feet 2.8 million sq. feet $7,751,557,101

(2013 Tax Year)

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

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

Hispanic or Latino (of any race)

23.49%

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

Education

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

29 12 4 4 9

Property tax millage rate (Fiscal Year 2014): General operating Voter-approved debt Total Bond ratings: Moody’s Investors Service Standard and Poor’s Fitch Ratings

$4.5697 $0.2033 $4.7730 Aaa AAA AAA

30,247

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

Coral-CS/LTD Associates Florida Power & Light Mid-America Apartments LP Spa the Grove LLC Knickerbocker Properties Inc City National Bank of Florida Wal-Mart Stores East LP ERP Operating LP Sherwood Forest at Coral Springs Target Corporation Source: City of Coral Springs Fiscal Year 2012 CAFR.

For School Year 2012-2013

Number of students

% of Total Assessed Value 1.34% 0.72% 0.67% 0.65% 0.54% 0.43% 0.43% 0.41% 0.38% 0.36%

Principal taxpayers:

Per capita debt (Fiscal Year 2014): General Obligation debt per capita

$140.43

Fiscal Year 2014 Net Adopted Budget: Fiscal Year 2014 Adopted Capital Budget:

$156,536,037 $13,960,688

Fire Assessment (single-family residence) Solid Waste Assessment

$141.36 $220.92

Fiscal Year 2014 Annual Budget

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

Center For The Arts/Theater/Museum 205 167,338 64,654 4:44 min.

Fire/EMS Uniform strength (career and certified firefighters): Coral Springs 132 Parkland 33 Number of fire stations: Coral Springs 5 Parkland 3 Number of service calls (for Coral Springs): Fire 197 EMS 9,177 Other 2,931 Average response times (for Coral Springs): Fire 4:39 min. EMS 4:45 min.

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

67,000 sq. ft. 1,471 seats 72 125,000 13,500 sq. ft. 166,379 105 190

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 4,250,000 900 115,000 550,000 32,000 4,000

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

6,357 tons 224 miles 1,377 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 12,895 163 1,145 18 5.88 mgd 16 mgd 11.37 mgd 125.1/31.4 miles 7.64 mgd 9.79 mgd

Total City Staff Coral Springs Charter School Number of students (2013 School Year) Number of classrooms Number of teachers Grades

1,642 84 99 6 - 12

Full-time (excludes city of Parkland fire staff ) Part-time Subtotal Temporary (excludes Summer Recreation) Total

City of Coral Springs, Florida

780 1 781 215 996

History of Coral Springs 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. Clearing and draining the land himself, with the help of workers from the Bahamas, most of the land was used to grow beans, earning him the nickname “Titan of the Bean Patch.” 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 wet hurricanes had 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. Similar to the land rush of the 1920s, after World War II there was another 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.

Although still somewhat swampy, land in the northwest corner of Broward County, now owned by Lena Lyons, perfectly suited Hunt’s vision for a master-planned community. On December 14, 1961, Coral Ridge Properties purchased 3,860 acres for $1 million. They moved three wooden shacks onto the land, along with five Coral Ridge Properties employees, which made the land eligible to incorporate as a city under Florida law. The City of Coral Springs was chartered on July 10, 1963. Other names that were considered included “Curran Village,” “Pompano Springs,” and “Quartermore.” 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 in Ft. Lauderdale’s Galt Ocean Mile Hotel, 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. Coral Ridge Property employees 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 area within the City to 16 square miles. From the very beginning, Coral Ridge Properties enacted strict landscaping and sign laws designed to create a beautiful and natural looking town. In May 1965, a second land sale was held, this time in Coral Springs, 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.”

The Covered Bridge built in 1964, spanning the canal on Northwest 59th Avenue just south of Wiles Road, was the City’s first structure and is a Florida Heritage Site. The Covered Bridge was renovated in 2007, and local artist Val Tascon repainted the artwork to match the original design.

Fiscal Year 2014 Annual Budget

In 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.

Coral Springs’ first police officers were Vic Vedilago and Sergeant Satan, hired on November 1, 1965 when the official population was 10. They patrolled mostly barren landscape coming across more snakes and alligators than people.

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. He also led the commission in hiring Phillip Kelley 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. During the 1980s, growth continued to be the City’s greatest concern. By 1985, the population had passed 50,000 and schools were overcrowded throughout the community as young families poured into the neighborhoods. The realities of development were beginning to have an effect by increasing traffic and crowding, providing a series of challenges for the City’s planning office.

Pony Express: Before door-to-door delivery began, residents picked up their mail at the Coral Ridge Properties Administration Building, which is now City Hall. Local delivery didn’t begin until 1970.

The Honda Classic golf tournament moved to Eagle Trace Country Club in 1984 bringing national attention to the City. The total property value had passed the $1 billion mark in 1983 and the City began planning bond referendums for community parks, a public safety facility, fire stations, and a community center. Recognizing the strength of the City’s financial position, Moody’s Investors Service increased the City’s bond rating from ‘Baa’ to ‘A-1,’ and Standard and Poor’s from ‘BBB+’ to ‘A+’.

Village Green, the City’s first shopping center, built in 1967 at the southwest corner of University Drive and Sample Road, included a barbershop, restaurant, pharmacy and market, leased by Publix. Before that, all shopping had to be done in Margate via Wiles Road as Sample Road did not run to 441 until 1970.

City of Coral Springs, Florida

Coral Springs was rapidly filling up with single-family homes and apartment complexes, earning it a reputation as a “yuppie” bedroom community. That began to change after 1986 when the Sawgrass Expressway was constructed, linking the City to the major transportation centers in Broward County. The City was becoming more and more attractive to corporate relocations and retailers.

The biggest change to affect the City began in 1993 when City management implemented a total quality management program, designed to completely overhaul operations and service delivery by becoming customer-focused and qualityoriented. The central feature of the program was a new business model that would take us from “government as usual” to a high-performance municipal corporation. The strategic and business planning system we use today— allocating resources strategically through datadriven decision making—was instituted in 1995.

It didn’t take long for the new model to prove itself. In 1997, Coral Springs was awarded the Florida Governor’s Sterling Award, making it the first municipality to be awarded a state-sanctioned, City Hall was originally the Administration Building for the corporate headquarters of Coral Ridge Properties. Baldrige-based quality award, and again in 2003, receiving the government Sterling Award for a The 1990s turned out to be a critical decade in the life of the second time validating our sustained commitment to delivering City. Only thirty years old, the City was nonetheless facing a the highest quality of customer service to our community. staggering growth rate—which created a huge demand for In 1998, our “Time=Life Team,” a process improvement team City services aimed at enhancing quality of life. Between 1990 that created the City’s outstanding Emergency Medical and 2000, the City’s population grew from 78,864 to 117,549 Services division, won the Florida Sterling Quality Conference and the taxable value from $2.8 billion to $4.7 billion. Team Showcase Award and went on to place fourth at the By 1994, it became apparent that there was a need for better national conference. Soon after, the Forest Hills Resident recreational and cultural programming for City residents, so Association, one of our older neighborhoods, was awarded the several existing facilities were improved and new ones opened Neighborhood of the Year Award from Neighborhoods, USA. to serve the growing population. The Coral Springs City Recognition wasn’t the only positive outcome of the City’s Centre was renovated to add an art museum and renamed the business model. When 95% of our residential property was Coral Springs Center for the Arts, where arts and community developed in the late 1990s, we reached “build-out,” a time programming for all ages is offered. The Aquatic Complex was when growth-related revenues dropped precipitously. We were expanded and improved, with a new fitness center and better able to make the transition smoothly, without any change to diving pools. The Sportsplex and Tennis Center were created to our current operating millage rates. provide additional recreation activities. At the same time, City residents passed a $7.5 million bond referendum to purchase environmentally sensitive lands with the goal of purchasing and preserving the few wetlands left within the City of Coral Springs. These parks, including Red Lichen and Sandy Ridge, provide educational and aesthetic treasures to the City’s park system.

Fiscal Year 2014 Annual Budget

The new millennium has brought even more exciting news. We are the first state or local government to receive the prestigious Malcolm Baldrige National Quality Award for performance excellence and innovation, a presidential honor. In presenting the award at a national conference in Washington, DC, Secretary of Commerce Carlos Gutierrez commended recipients for developing an innovative approach to performance excellence that benefits their organization, their community, and our nation. Coral Springs is also among an elite group of only 22 cities nationwide to have bonds rated ‘AAA’ by all three rating agencies on Wall Street. ‘AAA’ is the highest credit rating afforded to municipalities for superior financial performance management. All three rating agencies praised the City’s solid overall financial position, effective long-range planning, and prudent management policies.

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.

Historical Advisory Committee Mission Statement The principal mission of the City of Coral Springs Historical Advisory Committee is to actively collect, preserve and showcase memorabilia relating to all aspects of the City’s history. Furthermore, the City of Coral Springs Historical Advisory Committee shall work in conjunction with City staff to foster a sense of community spirit and to encourage citizen involvement and pride in the City’s heritage.

City of Coral Springs, Florida

Management and Budget Office MBO Staff Robert Goehrig Director of Budget, Strategy, and Communications (954) 344-5920 rgoehrig@coralsprings.org

Rita Radziwon Senior Financial Analyst (954) 344-5938 rlanning@coralsprings.org

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

Liliana Alvarez Senior Financial Analyst (954) 344-1133 lalvarez@coralsprings.org

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

Peter Yuan Budget Analyst (954) 344-1191 pyuan@coralsprings.org

Jane Suk Budget Assistant (954) 344-5928 jsuk@coralsprings.org

City of Coral Springs 9551 West Sample Road Coral Springs, FL 33065 www.coralsprings.org Fax: (954) 344-1198

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.

Government. The Fitch Rating Agency uses our planning system as a model for cities interested in achieving the distinction of an ‘AAA’ bond rating.

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 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 Distinction.

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-one 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 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 Pictured from left: Jane Suk, Chelsea Stahl, Sherri Toops, Bob Goehrig, Liliana Alvarez, Peter Yuan, and Rita Radziwon.

Fiscal Year 2014 Annual Budget

Budget Overview Contents Budget Process Overview ..................................................................................................................................................... 24 Budget Highlights .................................................................................................................................................................... 29 Combined Budget Summary ............................................................................................................................................... 33 Fund Structure Overview ...................................................................................................................................................... 34 Fund Budget Overviews ........................................................................................................................................................ 39 General Fund Summary ................................................................................................................................................ 39 General Fund Description ........................................................................................................................................... 42 Fire Fund Summary ........................................................................................................................................................ 47 Fire Fund Description..................................................................................................................................................... 48 Water and Sewer Fund Summary .............................................................................................................................. 51 Water and Sewer Fund Description .......................................................................................................................... 52 Health Fund Summary .................................................................................................................................................. 54 Health Fund Description............................................................................................................................................... 55 General Insurance Fund Summary .......................................................................................................................... 56 General Insurance Fund Description....................................................................................................................... 57 Coral Springs Charter School Fund Summary ..................................................................................................... 58 Coral Springs Charter School Fund Description ................................................................................................. 58 Public Art Fund Summary ............................................................................................................................................ 59 Public Art Fund Description ........................................................................................................................................ 59 Equipment Services Fund Summary ........................................................................................................................ 60 Equipment Services Fund Description .................................................................................................................... 61 Pension Fund Summary ................................................................................................................................................ 63 Pension Fund Description ............................................................................................................................................ 64 Solid Waste Fund Summary......................................................................................................................................... 65 Solid Waste Fund Description ..................................................................................................................................... 65 Debt Service Fund Summary ...................................................................................................................................... 66 Debt Service Fund Description .................................................................................................................................. 67 Debt Management ......................................................................................................................................................... 69 Capital Improvement Program............................................................................................................................................ 72 Impact of CIP on the City’s 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 Revenue Trends ......................................................................................................................................................................... 83 Five-Year Forecast ..................................................................................................................................................................... 85

City of Coral Springs, Florida

Budget Process Overview The Budget Environment

How the Budget Was Created

After the economy slowed perceptively in 2012, the economy has started off strong in 2013. For example, 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 year 2011 started off slow (0.4% GDP growth in the first quarter) but finished strong (4.1% growth in fourth quarter) raising hopes that this strong growth would continue. Calendar year 2012, however, opened with a modest 2% growth in GDP the first quarter of the year finishing with a disappointing 0.4% in the fourth quarter causing one economist to refer to 2012 as the year of lost momentum. With a GDP of 1.8%, the first quarter of 2013 started off strong. While the remainder of the year is not expected to continue at this pace, GDP is still expected to grow by around 2% for the remainder of the year.

The first year of the 2014-2015 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 fact, Florida’s GDP growth is expected to eclipse the national average in the next two years. While one pundit describes Florida’s economic growth as “more eye-watering than eye-popping” since the official beginning of the economic recovery, there appears to be a growing consensus among economists that Florida’s economy is in recovery mode.

• An Active, Healthy Community

The City Commission has set the stage for economic growth by incorporating a “Thriving Business Community” Strategic Priority in the 2014-2015 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 build on the financial strategy adopted last fiscal year by continuing to invest in economic development. In addition, the City will work 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 2014, emphasize the values of our customers: • A Family-Friendly Community • A Thriving Business Community

• An Attractive Community • A Professional, High-Performing Community 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.

Fiscal Year 2014 Annual Budget

A guiding principle we’ve used to focus our analysis is to continue to offer our customers the highest quality services possible. A benefit of using a business plan is the direct link between costs, activities, and key drivers. We use this model to monitor our performance by:

City Mission

Strategic Priori es

• 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 2014 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 for the City of Coral Springs is a performancebased 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. New Initiatives—new services or the removal of existing services as they relate to the strategic plan.

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.

City of Coral Springs, Florida

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.

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 Methodology 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.

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.

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.

Fiscal Year 2014 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 by appropriating from the fund balance/retained earnings or by 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 2014 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.

This Public Art installation, entitled “HD”, is a popular photo spot. Designed by Kimber Fiebiger, this bronze sculpture was financed by fees charged to developers who have projects greater than 12,500 feet.

City of Coral Springs, Florida

Budget Calendar 03/22/13 & 03/27/13

Strategic Planning Workshop*

04/04/2013

Budget Kickoff/Departmental Budget Packages distributed

04/08/2013 04/09/2013

Budget Training Session Budget Training Session

05/03/2013

Departmental Budget Package due to MBO

05/13-05/24

Department Meetings with CMO

05/29/13

Commission Business Plan Preview Workshop*

06/06/13

Department Directors’ Business Plan Mini-Retreat

07/03/13

Commission Business Plan Workshop I*

07/24/13

Commission Business Plan Workshop II* (TRIM Notification prepared and submitted to City Commission) (Adopt Preliminary Assessment Resolutions)

08/30/2013

MBO provides draft of Operating and Capital Improvement Budgets to CMO

09/04/2013

CMO review of proposed Operating and Capital Improvement Budgets

09/06/2013

Proposed Operating and Capital Improvement Budgets submitted to Commission and posted online for public review

09/12/2013

First Public Hearing*

09/18/2013

Second Public Hearing—Operating and Capital Improvement Budgets Adopted*

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

Fiscal Year 2014 Annual Budget

Tax rate Fiscal Year 2014

Budget Highlights

General Operating Millage

$4.5697

Introduction

Debt Service Millage

$0.2033

The Fiscal Year 2014 Annual Budget, which was adopted on September 18, 2013, is a numerical reflection of the Fiscal Year 2014 Business Plan. By allocating our resources through a balanced 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 our continued success in the future.

Combined City Millage Rate

$4.7730

Operating millage rate $8.0000 $7.0000 $6.0000 $5.0000 $4.0000

$3.8715

$3.8715 $3.8715

$3.8715

$4.3559

$4.3939

$4.5697

FY 2011

FY 2012

FY 2013

FY 2014

$3.8866 $3.3651 $3.3651

$3.0000 $2.0000 $1.0000

Budget in Brief

$0.0000

The adopted operating net budget for Fiscal Year 2014 for all funds totals $156,536,037. This represents an increase of $3,069,800 or 2% more than the Fiscal Year 2013 net budget. The Fiscal Year 2014 budget is balanced, prudent and responsive to community needs as identified in the Fiscal Years 2014 - 2015 Strategic Plan.

The operating millage rate will remain the same as in Fiscal Year 2013. Keeping the millage rate exactly the same, $4.5697, will be considered a 4% tax increase. The average single-family homeowner will pay an additional $19.63 in property taxes if current rate is maintained.

FY 2004

FY 2005

FY 2006

FY 2007

FY 2008

FY 2009

FY 2010

Operating millage rate comparison Fiscal Year 2014 $8.0000 $7.4479 $7.0000

$6.4654

$6.2317

Some features of the Fiscal Year 2014 budget that deserve special attention are:

Coral Springs

$6.0543

$6.0000

$5.6383

$5.6142

$5.3712

$5.1132

$5.0000

$4.5697 $4.5697

$4.0000

• No change to the proposed operating millage rate of $4.5697. By retaining the current millage rate, the City will collect approximately $1.2 million additional property tax revenue than last year.

$3.0000 $2.0000 $1.0000 $0.0000

• The voter-approved debt service millage rate will decrease from $0.2906 to $0.2033, a decrease of $0.0873 or 30%. • The combined general operating and debt service millage rate is $4.7730 per $1,000 of assessed value, a decrease of $0.0873 or 1.8%. • An increase of $3.26 per single family residence for Fire Special Assessment fees.

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

Voter-approved debt service millage rate $1.0000

$0.8000

$0.6000

• A Water and Sewer fee increase of approximately $0.96 per month (before tax) or $0.70 (including tax) for a typical single family residence (see breakdown on page 18). • Solid Waste Special Assessment will decrease $6.24 for a single family residence.

$0.4000

$0.4131

$0.3924 $0.2915 $0.2510

$0.2134

$0.1774

$0.1763

FY 2007

FY 2008

FY 2009

FY 2010

FY 2011

$0.2000

$0.2906 $0.2033

$0.0000 FY 2004

FY 2005

FY 2006

FY 2012

FY 2013

FY 2014

The debt millage rate will decrease from $0.2906 to $0.2033 or 30% in Fiscal Year 2014. This debt millage rate will reflect the actual debt service approved by voter referendum. In prior years, fund balance was used to subsidize the annual debt service payment.

City of Coral Springs, Florida

Full-time positions added in Fiscal Year 2014

• General Fund debt service for franchise and capital revenue bonds, as a percentage of total budget, will equal 3.7% in Fiscal Year 2014 as compared to 3.6% in the current year, well within the General Fund debt service policy limitation of 12.5% of total General Fund expenditures.

General Fund: Additions:

• With a General Obligation bond indebtedness of 0.23% of total taxable assessed value, the City is well below its debt policy limit of 5%. Personal Services

Senior Office Assistant-City Commission

Construction Project Manager-City Manager’s Office*

Senior Financial Analyst/Grant Coordinator-CMO/ Management & Budget

Principal Office Assistant-CMO/City Clerk

Senior Office Assistant-HR/City Hall in the Mall

• Total full-time positions in all funds for Fiscal Year 2014 is 780 (excludes the Fire/EMS services contract staff ).

Assistant Planner/Housing SpecialistDS/Community Development

• Added thirteen full-time positions, ten in the General Fund and three in the Water & Sewer Fund. General Fund added one Office Assistant in Public Works Streets; two Principal Office Assistants, one in City Clerk and one in Code Compliance; three Senior Office Assistants, one each in City Commission, Human Resources, and Public Works Administration; one Senior Financial Analyst/Grant Coordinator in Management & Budget Office; one Assistant Planner in Community Development; one Crime Scene Technician in the Police Department; and one Construction Project Manager in the City Manager’s Office. Six part-time positions were converted to full-time to offset the increase in the number of positions. The Water & Sewer Fund added three Utilities Service Workers in Public Works Utilities.

Principal Office Assistant-DS/Code Compliance

Crime Scene Technician-Police

Senior Office Assistant-PW/Administration

Office Assistant-PW/Streets

Sub-Total

Water & Sewer Fund: Additions: Utilities Service Workers-PW/Utilities

Sub-Total

Net New Positions

*Construction Project Manager position added after budget was adopted. Budget Amendment approved by Commission on December 4, 2013.

Capital Improvements • The City will invest $13,960,688 in Fiscal Year 2014 to address its capital needs. For more on capital, refer to Capital Improvement Program included in this document. These changes reflect our continued emphasis to maximize customer satisfaction by providing the same quality service levels as last year to the City’s businesses, residents, and employees during difficult economic times.

Net full-time position changes per fiscal year 50

Excludes Fire Staff for City of Parkland, Florida

40 29 30 20

17 14

13 10

8 5

7 4

0 -2 -10

-8 -13

-11

-20

Note: Chart shows in Fiscal Year 2014, a net change of thirteen additional full-time positions—ten to the General Fund and three to the Water & Sewer Fund (see detail above). In Fiscal Year 2013, there was a net change of thirteen additional full-time positions—nine to the General Fund and four to the Fire Fund. From Fiscal Years 2008 through 2011, 34 full-time positions were deleted primarily due to the elimination of vacant positions, with some positions eliminated through attrition and in response to tax reform and the economic recession. In Fiscal Year 2007, 11 public safety positions were added. In Fiscal Year 2003, public safety employees were added as a result of September 11th national tragedy. Paid firefighters were added in Fiscal Year 2001, and EMS startup began in Fiscal Year 1996.

Fiscal Year 2014 Annual Budget

Financial Condition

Intergovernmental Revenue

Despite four years of downward pressure on revenues due to residential build-out, tax relief legislation, and the economic recession, Coral Springs continues to lead the nation in fiscal management and stability. Bond Ratings We are proud of achieving the highest financial honor bestowed on any municipality—earning a ‘AAA’ from Standard and Poors, ‘Aaa’ rating from Moody’s Investors Service, and ‘AAA’ rating from Fitch Ratings. Such ratings mean the City’s general obligation bonds are considered to be of excellent investment quality, which translates into lower interest rates and corresponding lower interest payments.

Most economists are expecting the economy to grow at a modest rate during the coming year. However, rather than growth returning to normal levels quickly, the economy will move slowly but steadily upward. We have, therefore, adopted a moderate growth philosophy for Fiscal Year 2014 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

Net Operating Budget General Fund Special Revenue Funds Fire Fund C.S. Charter School Fund Public Art Fund Enterprise Funds Water and Sewer Fund Solid Waste Fund Internal Service Funds Health Fund/Gen. Ins. Fund Equipment Services Fund Pension Fund Debt Service Fund Total Net Operating Budget

FY 2013 FY 2014 $ % Budget Budget Change Change $153,466,237 $156,536,037 $3,069,800 2.0% 24,291,975 13,960,688 (10,331,287) -42.5% $177,758,212 $170,496,725 ($7,261,487) -4.1%

FY 2013 Budget $66,913,902

FY 2014 Budget $67,814,579

$ % Change Change $900,677 1.3%

11,098,592 10,046,480 86,500

11,873,782 10,488,350 96,500

775,190 441,870 10,000

7.0% 4.4% 11.6%

19,176,769 0

17,811,641 3,106,900

(1,365,128) 3,106,900

-7.1% n/a

15,888,674 16,118,093 8,671,101 9,152,277 13,859,067 13,638,747 7,725,152 6,435,168 $153,466,237 $156,536,037

229,419 481,176 (220,320) (1,289,984) $3,069,800

1.4% 5.5% -1.6% -16.7% 2.0%

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

City of Coral Springs, Florida

Major Policy Considerations Although we expect the economic recovery to hold center stage, the Cityâ&#x20AC;&#x2122;s strategy to invest in its community, as well as a number of other issues will also be part of the conversation. 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 Cityâ&#x20AC;&#x2122;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. For example, having reached build-out the City can no longer count on development of vacant parcels to spur economic growth. The City Commission has set the stage for this vision by incorporating language in the 2014-2015 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 Cityâ&#x20AC;&#x2122;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 which will replace the old model of economic development that was essentially driven by land developers. We will 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, is to fill 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.

Fiscal Year 2014 Annual Budget

Combined Budget Summary Appropriated Funds Budget—Fiscal Year 2014

Debt Service Fund

General Fund CASH BALANCE BROUGHT FORWARD

$260,000

Capital Projects Fund

$800,000

Public Art Fund

$1,225,800

Solid Waste Fund

$73,000

Water and Sewer Fund $0

$1,600,000

Fire Fund

Charter School Fund

FY 2014 Total Budget

$400,000

$1,026,784

$5,385,584

Revenues By Type: Taxes: Millage Per $1,000 Ad Valorem Taxes $4.5697 Ad Valorem Taxes $0.2033 (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 Total Revenues and Other Financing Sources Grand Total Revenues and Balances

33,651,176 1,497,097 2,103,433 10,356,868 7,374,706 10,332,934 10,831,725 3,643,420 11,917,168 13,380,888 2,019,253 3,643,387 1,159,503

19,979,783 9,516 4,128,555

3,827,185

100,057,593

5,635,168

1,335,822

23,500

3,827,185

20,024,783

17,944,908

$6,435,168

$2,561,622

$96,500

$3,827,185

$21,624,783

$18,344,908

$13,607,757 578,281 55,614,029 7,161,854 250,000 14,645,475 3,695,695 0 4,764,502

Total Expenditures and Other Financing Uses

100,317,593

6,435,168

$100,317,593

$6,435,168

Total Appropriated Expenditures and Reserves

45,000 23,500

$100,317,593

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)

Reserves

5,000 1,330,822

5,413,774 2,016,809 54,000 77,000 26,457

10,881,566

14,966,904 17,874,310 287,476

96,500 6,435,168

1,660,358

382,860

1,802,639

2,995,144

2,561,622

2,561,622 0 $2,561,622

159,730,525

$11,908,350 $165,116,109

11,908,350 3,827,185

33,651,176 1,497,097 2,103,433 10,356,868 7,374,706 10,332,934 10,831,725 3,643,420 28,212,508 35,377,480 2,073,253 3,779,903 10,496,022

96,500

3,827,185

21,624,783

18,344,908

11,908,350

$96,500

$3,827,185

$21,624,783

$18,344,908

$13,607,757 12,486,631 70,580,933 28,863,349 537,476 14,741,975 12,174,081 2,561,622 9,562,285

165,116,109 0

$11,908,350 $165,116,109

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 36 and 37 and the “Fiscal Year 2014 Combined Budget Summary” on this page is that the latter does not include internal service funds to avoid double-counting interfund transfers (movement of money from one fund to another).

City of Coral Springs, Florida

Fund Structure Overview 325

FY 2014 Total Net Budget $170,496,725

FY 2014 Net Operating Budget $156,536,037

General Fund $67,814,579

Enterprise Funds $20,918,541

Water and Sewer $17,811,641 Solid Waste Fund $3,106,900

Special Revenue Funds $22,458,632

Internal Services Funds $25,270,370

Fire $11,873,782 Charter School $10,488,350 Public Art $96,500

Insurance Funds $16,118,093 Equipment Services $9,152,277

Trust and Agency Funds $13,638,747 Pension $13,638,747

Capital Projects Funds $6,435,168 Debt Service $6,435,168

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. Refer to the Appendix section of this document.

Fiscal Year 2014 Annual Budget

FY 2014 Capital Budget $13,960,688

General Fund $3,153,930

Enterprise Funds $5,351,000

Water and Sewer $5,351,000

Special Revenue Funds $2,008,173

Internal Services Funds $3,447,585

Fire $1,202,920 Charter School $591,253 Tree Trust $214,000

Equipment Services $3,447,585

City of Coral Springs, Florida

Summary of net budgeted revenues—Fiscal Year 2014 FY 2013 Revised Net Budget

General Fund

Percent of Total

FY 2014 Proposed Net Budget

Percent of Total

Dollar Change

Percent Change

$93,968,623

61.2%

$94,589,974

60.4%

$621,351

0.7%

Fire Fund

16,208,294

10.6%

17,119,047

10.9%

910,753

5.6%

Water and Sewer Fund

22,713,254

14.8%

21,624,783

13.8%

(1,088,471)

-4.8%

1,610,000

1.0%

1,338,000

0.8%

(272,000)

-16.9%

11,466,480

7.5%

11,908,350

7.6%

441,870

3.9%

86,500

0.1%

96,500

0.1%

10,000

11.6%

3,517,657

2.3%

3,725,585

2.4%

207,928

5.9%

0.0%

3,827,185

2.4%

3,827,185

n/a

3,895,429

2.5%

2,306,613

1.5%

(1,588,816)

-40.8%

Health and General Insurance Funds C. S. Charter School Fund Public Art Fund Equipment Services Fund Solid Waste Fund Debt Service Fund

Total

$153,466,237

100.0% $156,536,037

100.0% $3,069,800

2.0%

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 the interfund transfers.

Fiscal Year 2014 Net Budget—All Funds—Revenues $156,536,037

Equipment Services Fund 2.4%

Solid Waste Fund 2.4%

Water and Sewer Fund 13.8%

Charter School Fund 7.6% Other 1.0%

General Fund 60.4%

Fire Fund 10.9% Debt Service Fund 1.5%

Fiscal Year 2014 Annual Budget

Summary of net budgeted expenditures—Fiscal Year 2014 FY 2013 Revised Net Budget

General Fund

Percent of Total

FY 2014 Proposed Net Budget

Percent of Total

Dollar Change

Percent Change

$66,913,902

43.6%

$67,814,579

43.3%

$900,677

1.3%

Fire Fund

11,098,592

7.2%

11,873,782

7.6%

775,190

7.0%

Water and Sewer Fund

19,176,769

12.5%

17,811,641

11.4%

(1,365,128)

-7.1%

Health and General Insurance Funds

15,888,674

10.4%

16,118,093

10.3%

229,419

1.4%

C.S. Charter School Fund

10,046,480

6.5%

10,488,350

6.7%

441,870

4.4%

Public Art Fund Equipment Services Fund Pension Fund Solid Waste Fund Debt Service Fund

Total

86,500

0.1%

96,500

0.1%

10,000

11.6%

8,671,101

5.7%

9,152,277

5.8%

481,176

5.5%

13,859,067

9.0%

13,638,747

8.7%

(220,320)

-1.6%

0.0%

3,106,900

2.0%

3,106,900

n/a

7,725,152

5.0%

6,435,168

4.1%

(1,289,984)

-16.7%

$153,466,237

100.0% $156,536,037

100.0% $3,069,800

2.0%

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 2014 Net Budget—All Funds—Expenditures $156,536,037

Insurance Funds 10.3%

Pension Fund 8.7%

Debt Service Fund and Public Art Fund 4.2% Charter School Fund 6.7%

Fire Fund 7.6%

General Fund 43.3%

Water and Sewer Fund 11.4% Solid Waste Fund 2.0%

Equipment Services Fund 5.8%

City of Coral Springs, Florida

Where the money comes from by source (all funds) Capital Projects 6.1%

Reserves 3.7%

Fines & Forfeitures 1.2%

Licenses and Permits 2.2%

Ad Valorem Taxes and Assessments 27.6%

Intergovernmental 16.8% Utilities Service Taxes 6.1% Other 5.7%

Charges for Services 20.5%

Franchise Fees 5.8%

Sales and Use Taxes 4.3%

Where the money goes by type of program (all funds) Capital Projects 6.2% Debt Service 8.5%

General Government 8.2% Other Financing Sources 5.0%

Culture and Recreation 8.6%

Education 7.2%

Physical and Economical Environment 14.4%

Public Safety 41.9%

Where the money goes by category (General Fund only) Debt Service 3.6%

Supplies/Services 24.5%

Personal Services/Benefits 71.9%

Fiscal Year 2014 Annual Budget

Fund Budget Overviews General Fund Summary FY 2011 Actual Revenues General Operating Ad Valorem Taxes Solid Waste Assessment-FF

FY 2012 Actual

FY 2013 Adopted Budget

FY 2013 Estimated Actual

FY 2014 Adopted Budget

$ Change From FY13 Budget

% Change From FY13 Budget

$31,512,835 994,502

$31,133,669 1,432,712

$32,428,839 1,864,900

$32,726,176 1,827,073

$33,651,176 2,103,433

$1,222,337 238,533

3.77% 12.79%

Franchise Fees: Electricity Solid Waste Solid Waste (RFP Reimbursement) Towing/Other Subtotal - Franchise Fees

7,050,212 1,491,104 0 92,566 8,633,882

6,738,441 1,726,826 0 90,026 8,555,293

7,080,475 1,929,730 500,000 104,054 9,614,259

6,609,005 1,703,027 485,000 90,070 8,887,102

7,434,499 2,790,739 0 107,696 10,332,934

354,024 861,009 (500,000) 3,642 718,675

5.00% 44.62% -100.00% 3.50% 7.48%

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

7,589,037 1,794,541 167,833 9,551,411

7,731,838 1,819,102 175,792 9,726,732

8,050,000 1,878,459 173,620 10,102,079

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

8,711,000 1,916,028 179,697 10,806,725

661,000 37,569 6,077 704,646

8.21% 2.00% 3.50% 6.98%

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

5,673,513 76,750 3,158,028 53,662 6,713,258 43,658 15,718,869

5,439,445 78,203 3,249,073 107,219 6,684,505 52,091 15,610,536

5,700,000 60,000 3,471,595 125,346 7,230,104 44,322 16,631,367

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

5,400,000 25,000 3,541,027 129,107 7,374,706 45,652 16,515,492

(300,000) (35,000) 69,432 3,761 144,602 1,330 (115,875)

-5.26% -58.33% 2.00% 3.00% 2.00% 3.00% -0.70%

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

40,000 124,913 1,293,370 936,579 294,424 300,692 2,989,978 18,708,847

40,000 125,270 1,207,219 873,300 332,446 333,843 2,912,078 18,522,614

40,000 124,954 1,331,612 964,271 220,124 336,400 3,017,361 19,648,728

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

40,000 127,453 1,245,000 900,000 228,929 260,000 2,801,382 19,316,874

0 2,499 (86,612) (64,271) 8,805 (76,400) (215,979) (331,854)

0.00% 2.00% -6.50% -6.67% 4.00% -22.71% -7.16% -1.69%

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

2,118,582 243,547 0 0 2,362,129

2,017,050 113,358 0 0 2,130,408

2,300,000 145,779 53,530 7,500 2,506,809

1,834,570 108,763 0 0 1,943,333

2,200,000 150,153 67,667 7,000 2,424,820

(100,000) 4,374 14,137 (500) (81,989)

-4.35% 3.00% 26.41% -6.67% -3.27%

Business Tax Subtotal Permits and Business Tax

1,151,648 3,513,777

1,160,986 3,291,394

1,154,722 3,661,531

1,088,179 3,031,512

1,218,600 3,643,420

63,878 (18,111)

5.53% -0.49%

109,658 312,452 37,266 114,312

104,890 291,840 39,211 96,488

115,000 273,735 41,211 87,019

111,838 269,137 28,078 98,411

111,000 286,235 41,211 101,019

(4,000) 12,500 0 14,000

-3.48% 4.57% 0.00% 16.09%

35,928 18,966 611,434 45,567 394,906

45,736 21,489 612,155 52,087 414,760

58,507 20,410 622,448 49,099 400,000

44,162 20,273 543,076 46,847 421,985

59,507 21,410 622,448 50,099 407,000

1,000 1,000 0 1,000 7,000

1.71% 4.90% 0.00% 2.04% 1.75%

Charges For Services: Parks and Recreation Parks Cypress Park Mullins Park North Community Park (Park 31/35) Neighborhood Parks Recreation Activity Center Recreation Services Summer Recreation Transportation Gymnasium

City of Coral Springs, Florida

General Fund Summary (continued) FY 2011 Actual

FY 2013 Adopted Budget

FY 2013 Estimated Actual

FY 2014 Adopted Budget

$ Change From FY13 Budget

% Change From FY13 Budget

Aquatics Cypress Pool Mullins Pool Aquatics Complex Sportsplex Tennis Tennis Center Cypress Tennis Subtotal Parks and Recreation

158,997 68,873 1,456,014 248,231

153,307 66,662 1,506,121 294,650

147,640 69,091 1,471,586 300,349

140,846 73,068 1,653,434 277,730

153,513 75,950 1,558,592 308,947

5,873 6,859 87,006 8,598

3.98% 9.93% 5.91% 2.86%

357,346 146,600 4,116,550

329,432 120,917 4,149,745

386,850 148,180 4,191,125

307,362 128,385 4,164,632

387,850 148,180 4,332,961

1,000 0 141,836

0.26% 0.00% 3.38%

Charges for Service - Other Funds: Water & Sewer Fund Fire Fund Subtotal - Chg/Svc - Other Funds

1,649,617 1,371,950 3,021,567

1,802,824 1,432,545 3,235,369

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

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

86,467 75,208 161,675

4.50% 5.00% 4.72%

555,310 584,165 1,046,634 1,980,848 47,071 4,214,028 11,352,145

758,848 586,751 1,136,280 2,578,547 102,646 5,164,823 12,549,937

637,993 628,515 1,192,838 2,500,000 81,955 5,041,301 12,658,085

1,392,385 647,247 1,084,446 2,433,785 97,342 5,656,956 13,247,247

915,047 638,646 1,208,486 2,604,000 94,414 5,460,593 13,380,888

277,054 10,131 15,648 104,000 12,459 419,292 722,803

43.43% 1.61% 1.31% 4.16% 15.20% 8.32% 5.71%

619,178 100,309 0 657,846 113,677 1,491,010

514,754 71,392 3,175 654,696 294,775 1,538,792

650,000 118,500 50,000 702,000 459,440 1,979,940

606,910 131,856 42,295 767,335 262,537 1,810,933

575,000 220,610 197,400 658,000 368,243 2,019,253

(75,000) 102,110 147,400 (44,000) (91,197) 39,313

-11.54% 86.17% 294.80% -6.27% -19.85% 1.99%

306,074 1,538,664 0 0 1,420,000

265,554 1,204,766 0 0 1,420,000

575,000 1,472,500 100,000 119,960 1,420,000

95,527 4,424,101 0 0 1,420,000

375,000 1,028,775 0 127,734 1,420,000

(200,000) (443,725) (100,000) 7,774 0

-34.78% -30.13% -100.00% 6.48% 0.00%

9,927 0 0 0 0 0 0 59,444 69,371

5,086 0 0 0 0 0 124,645 139,125 268,856

17,926 0 0 0 0 0 150,000 233,242 401,168

9,695 1,388,360 829,220 1,155,820

359

2.00%

126,970 175,850 3,685,915

18,285 0 0 0 12,518 272,000 150,000 239,075 691,878

0 0 12,518 272,000 0 5,833 290,710

n/a n/a n/a n/a 0.00% 2.50% 72.47%

89,092,518

89,910,319

96,046,989

100,318,836

98,898,090

7,388,081

7.69%

97,798 0 0 1,000,000 0 0 0 2,550,000 3,647,798

0 0 0 500,000 0 0 0 2,822,013 3,322,013

117,293 0 0 0 900,000 0 0 1,750,000 2,767,293

125,898 63,320 720,285 0 250,000 75,000 185,000 0 1,419,503

8,605 63,320 720,285 0 (650,000) 75,000 185,000 (1,750,000) (1,347,790)

7.34% n/a n/a n/a -72.22% n/a n/a -100.00% -48.70%

$92,740,316

$93,232,332

$98,814,282

$100,318,836 $100,317,593

$1,503,311

1.52%

Charges for Service - Other: General Government City Hall in the Mall Public Safety EMS Transport Fees EMS Interfacility Transportation Subtotal - Chg/Svc - Other Subtotal - Charges For Services Fines and Forfeitures Court Fines Other Police Fines Red Light Cameras Code Enforcement Citations & Liens Other Miscellaneous Subtotal Interest Rents & Royalties/Cell Tower Lease Sale FY 2013 50th Anniversary CRA Contribution Charter School Lease Other Income: Auction Resource Recovery Wheelabrator Loyalty Payment Volunteer Firefighter Pension SW Disposal Rebate Solid Waste Dispoasal Agreement Facility Rental Other Miscellaneous Subtotal Total General Operating Other Transfer from CDBG Fund Transfer from SHIP/HOME Transfer from Solid Waste Fund Transfer from Library Fund Forfeiture-SRO's 50th Anniversary Fund Balance Appropriation For CIP Appropriated Fund Balance Total Other Grand Total - Revenues

FY 2012 Actual

0 0 0 0 0 0 0

Fiscal Year 2014 Annual Budget

General Fund Summary (continued)

Expenditures: Departmental City Commission City Manager (MBO, C&M, Clerk) Human Resources Financial Services Information Services City Attorney Development Services (Adm., Code, Bldg, CD, Engr Police Emergency Medical Services Public Works Parks & Recreation (Aquatics, Sportsples, Tennis) Total Departmental

FY 2011 Actual

FY 2012 Actual

FY 2013 Adopted Budget

FY 2013 Estimated Actual

$255,208 2,846,202 1,340,856 2,412,679 2,533,073 781,555 5,685,946 45,223,489 8,111,165 4,002,779 12,443,496 85,636,448

$277,535 2,686,196 1,326,880 2,547,851 2,687,018 826,566 5,741,622 43,833,365 8,939,341 4,012,555 13,058,163 85,937,092

$323,618 2,935,995 1,362,884 2,528,838 2,995,514 839,014 6,375,954 44,411,871 8,875,165 4,234,257 13,896,495 88,779,605

$271,867 2,731,916 1,338,164 2,370,587 2,714,485 849,554 5,716,535 42,512,389 8,623,566 4,051,811 13,264,953 84,445,827

0 0 767,733 0 0 17,774 21,938 0 0 203,248

803,925 0 659,981 427,265 0 250,000 222,000 0 0 137,413 90,707 0 566,942 445,000 (150,000) 0 100,000 0 45,000 0 150,000 270,000 360,000 939,990 159,915 5,478,138

524,566 0 561,343 2,186 0 0 2,056 0 231,300 131,702 34,829 3,660 471,142 448,933 0 0 11,496 0 53,165 6,802 107,121 270,000 336,461 939,990 159,915 4,296,669

FY 2014 Adopted Budget

$352,109 3,233,225 1,452,647 2,545,778 2,886,654 863,842 6,499,433 45,124,246 8,844,999 4,414,581 14,135,475 90,352,989

$ Change From FY13 Budget

% Change From FY13 Budget

$28,491 297,230 89,763 16,940 (108,860) 24,828 123,479 712,375 (30,166) 180,324 238,980 1,573,384

8.80% 10.12% 6.59% 0.67% -3.63% 2.96% 1.94% 1.60% -0.34% 4.26% 1.72% 1.77%

592,308 0 651,981 450,764 129,076 250,000 180,924 0 0 139,214 94,564 0 578,281 500,000 0 (300,000) 100,000 25,000 0 10,000 75,000 337,050 0 1,043,886 182,830 5,040,878

(211,617) 0 (8,000) 23,499 129,076 0 (41,076) 0 0 1,801 3,857 0 11,339 55,000 150,000 (300,000) 0 25,000 (45,000) 10,000 (75,000) 67,050 (360,000) 103,896 22,915 (437,260)

-26.32% n/a -1.21% 5.50% n/a 0.00% -18.50% n/a n/a 1.31% 4.25% n/a 2.00% 12.36% -100.00% n/a 0.00% n/a -100.00% n/a -50.00% 24.83% -100.00% 11.05% 14.33% -7.98%

Non-Departmental C.I.P. C.I.P. Conference Center Equipment Non-Departmental Operating Contingency Solid Waste Contingency Economic Development Incentive Market Adjustment Other Post-Employment Benefits (OPEB) Gainsharing CRA Special Assessment Tuition Reimbursement Inventory Over/Shortage Charter School (Lease Expense) Center for the Arts Attrition Offset EMS Pension Adjustment Internal Auditor City Hall Licensing/Maintenance PD Comm Sys & Eqt Improvement Study Library/Grounds Parking lot Maint 50th Anniversary Microsoft Office License/ESRI Maintenance SQL Database License Property/Casualty Fire Fund Govt. Assessment Subtotal - Non-Departmental

(13,486) 499,419 0 0 0 0 0 0 0 0 0 0 972,457 141,132 2,610,215

25,878 50,000 727,531 0 0 0 135,710 830,000 0 159,115 46,419 10,717 472,111 440,016 0 0 100,029 0 0 0 8,342 0 0 887,823 156,715 4,050,408

Interfund Transfers: Fire Fund Nonprofit Subsidy Churches/Schools To Capital Fund Center for the Performing Arts Fund Subtotal - Interfund Transfers

859,337 0 395,000 1,254,337

897,755 0 0 897,755

959,675 0 0 959,675

959,675 114,451 0 1,074,126

1,043,031 185,000 0 1,228,031

83,356 185,000 0 268,356

8.69% n/a n/a 27.96%

Revenue Bond Rev Bonds - '04 (Refunding) Rev Bonds - '08 Recovery Zone Bond 2010-Sample & University 2013 Capital Revenue Note ($4,679,582/1.95/10 yr 2013 Lease Purchase Financing (Phone) Subtotal - Revenue Bond

1,628,346 1,574,713 0 0 0 3,203,059

375,696 1,565,863 405,516 0 0 2,347,075

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

827,159 1,569,663 405,517 519,600 373,756 3,695,695

(798,225) 3,700 0 519,600 373,756 98,831

-49.11% 0.24% 0.00% n/a n/a 2.75%

Total Debt Service

3,203,059

2,347,075

3,596,864

3,695,695

98,831

2.75%

Total Non-Departmental

7,067,611

7,295,238

10,034,677

8,967,654

9,964,604

(70,073)

-0.70%

$92,704,059

$93,232,331

$98,814,282

$93,413,481 $100,317,593

$1,503,311

1.52%

$36,257

Debt Service:

Grand Total - Expenditures Revenues in Excess of Expenditures Positions

627.91

631.91

$6,905,355

640.41

City of Coral Springs, Florida

640.41

$0 649.66

$0 9.25

n/a 1.44%

General Fund Description The General Fund is the general operating fund of the City. It provides for a broad spectrum of services such as police, code compliance, parks and recreation, public works, building, emergency medical services, and administrative services. Resources are, in the majority, provided by taxes.

Millage rates Adopted Adopted Adopted Adopted Percent FY 2011 FY 2012 FY 2013 FY 2014 Change General Fund $4.3559 Voter-Approved $0.1763

$4.3939 $0.2915

$4.5697 $0.2906

$4.5697 $0.2033

0.0% -30.0%

The General Fund budget is $100,317,593 for Fiscal Total Millage $4.5322 $4.6854 $4.8603 $4.773 -1.8% Year 2014. This represents an increase of $1,503,311 or 1.5% from the Fiscal Year 2013 budget. This budget is adequate to finance the General Fund expenses and Tax year 2013 gross taxable property value increased from a portion of the Coral Springs Center for the Arts, Insurance, $7,469,991,547 to $7,751,557,101 or 3.8%. New additions, Debt Service, Equipment Services, and Pension fund expenses annexations, and construction added $11,504,630 or 0.15% relative to the General Fund. to the tax roll. Existing taxable property value increased $292,452,996 or 3.9%.

Revenues

The voter-approved debt service millage rate is $0.2033 per $1,000 of taxable assessed value levied on real and personal property. This represents a decrease of $0.0873 or 30% in Fiscal Year 2014.

A summary of the Fiscal Year 2014 General Fund revenue by source is provided in the chart below. Major revenue sources for the General Fund Fiscal Year 2014 budget include:

Ad valorem taxes:

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 almost 3.7%, the City is well within its General Fund debt service limitation policy.

$33,651,176

(33.5% of total revenues) Ad valorem taxes represent a levy on the assessed value of real and personal property. In Fiscal Year 2014, ad valorem taxes will account for 33.5% of total General Fund revenues. The general operating tax millage rate is $4.5697, no increase from Fiscal Year 2013. This is well below the state-imposed ten mill cap. The ad valorem revenue generated by the Fiscal Year 2014 tax millage rate is based on the July 1, 2013, assessed value provided by the Broward County Property Appraiserâ&#x20AC;&#x2122;s Office.

The combined general operating and debt service millage rates of $4.5697 and $0.2033, respectively, total $4.7730 per $1,000 of assessed property value. The Fiscal Year 2014 combined millage rate represents a 1.8% decrease from the Fiscal Year 2013 combined millage rate of $4.8603.

Solid Waste Assessment:

General Fund total revenuesâ&#x20AC;&#x201D;$100,317,593 Sales Tax 7.4%

Misc. Revenue 3.6%

Fines and Forfeitures 2.0%

Intergovernmental 11.9% Utility Taxes 10.8%

The City assesses single-family homes for solid waste services. Anticipated revenue is $238,533 or 12.8% more than Fiscal Year 2013 as savings for lower tipping fees (disposal fees) are passed along to the customer. Solid waste shifted from charging a percentage to a flat fee.

Franchise fees:

$10,332,934

(10.3% of total revenues)

Charges for Services 13.3%

Permits and Business Tax 3.6% Other 1.4%

$2,103,433

(2.1% of total revenues)

Ad Valorem Taxes 33.6%

Franchise Fees/Solid Waste Assessment 12.4%

Fiscal Year 2014 Annual Budget

Franchise fees are charges to service providers for the right to operate within the municipal boundaries of the City. The current franchise fee rates, projected Fiscal Year 2014 revenues, and percent change from the adopted Fiscal Year 2013 budget are shown on the chart to the right.

Fiscal Year 2013 total franchise fees represent 10.3% of the total General Fund revenues, an increase of 7.5%. (Refer to Revenue Trends in this section of the document for more information)

Franchise fees Type (% of Gross)

FY 2012 Budgeted Receipts

FY 2013 Budgeted Receipts

UƟlity service taxes: $10,806,725

Electricity (6%)

$7,297,500

$7,080,475

$7,434,499

5.00%

1,673,000

1,929,730

2,790,739

44.6%

500,000

Solid Waste

(10.8% 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 2014 utility service tax revenues are projected to increase by 7% or $704,646 from Fiscal Year 2013 budgeted revenue. (Refer to Revenue Trends in this section of the document for more information)

Intergovernmental revenue sharing: $11,942,168 (11.9 % of total revenues) Intergovernmental revenue sharing is provided to local municipalities by the state using a predetermined allocation methodology based, in part, on population. Anticipated revenues to be received in Fiscal Year 2014 are as follows: Communications service tax

$5,400,000

State shared revenue

$3,541,027

First local option fuel tax

$1,245,000

Second local option fuel tax

$900,000

Recycling material revenue

$260,000

Public safety E911

$228,929

Alcoholic beverage license

$129,107

Municipal rebate

$45,652

Solid Waste (RFP Reimbursement) Towing/Other Total

FY 2014 Budgeted Receipts

Percent Change

0 -100.0%

100,535

104,054

107,696

3.50%

$9,071,035

$9,614,259

$10,332,934

7.48%

FY 2013 Budgeted Receipts

FY 2014 Budgeted Receipts

Percent Change

Utility service taxes Type (% of Gross)

FY 2012 Budgeted Receipts

Electricity (10%)

$7,639,800

$8,050,000

$8,711,000

8.21%

1,841,627

1,878,459

1,916,028

2.00%

167,749

173,620

179,697

3.50%

$9,649,176,

$10,102,079

$10,806,725

6.98%

Water (10%) Propane (10%) Total

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 permit revenues represent 3.6% of total General Fund revenue. Business tax revenues are expected at $1,218,600, an increase of $63,878 or 5.5% in Fiscal Year 2014. 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.

Communications service tax funds, first and second local option fuel tax, and recycling material revenues are expected to decrease and shared revenues and public safety E911 revenues are expected to increase slightly in Fiscal Year 2014.

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.

Sales tax:

Charges for services—Parks & RecreaƟon:

$7,374,706

$4,332,961

(7.4% of total revenues)

(4.3% of total revenues)

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 2% or $144,602 in Fiscal Year 2014.

Parks and Recreation revenues are generated from user fees at the City’s parks, pools, and athletic facilities. Fiscal Year 2014 revenues are projected to increase 3.4% or $141,836. This increase is driven primarily by increased usage of Aquatic Complex, Neighborhood Parks, and Mullins Park.

Permits and business tax:

Charges for services—other funds:

$3,643,420

$3,587,334

(3.6% of total revenues)

Building permit revenues are expected to equal $2,200,000, a decrease of $100,000 or 4.4% from Fiscal Year 2013. They include 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 a steep decline in the number of building permit applications

The transfer from the Water and Sewer Fund to the General Fund is increasing by $86,467 or 4.5%. The transfer from the Fire Fund to the General Fund is increasing by $75,208, or 5%, in Fiscal Year 2014. This increase will more fully cover the actual cost of administrative services.

City of Coral Springs, Florida

Charges for services—other:

$5,460,593

Other financing sources:

(5.4% of total revenues) Charges for services rendered represent a fair method of recovering the cost of providing a service to an individual or group, not the community at large. These user fees are primarily related to planning, EMS, and general governmental services. Fiscal Year 2014 revenues are projected to increase 8.3% or $419,292 from the adopted Fiscal Year 2013 budget. EMS transport fee revenue is expected to increase by 4.2% or $104,000 from Fiscal Year 2013, mainly due to a higher collection rate with implementation of Phase 2 and 3 by a new provider. General Government revenues increased $277,054 or 43.4% primarily due revenue generated from the implementation of the landlord registration program.

Fines and forfeitures:

Appropriated fund balance:

(0% of total revenues) The financial strategy for using fund balance is discussed in “Fund Balance Overview” in the Appendix section of this document.

Expenditures

$2,019,253

(2% of total revenues) Fines and forfeitures are revenues generated by enforcement and prosecution of municipal ordinances and state statutes. Fiscal Year 2014 revenues are projected to increase $39,313 or 2.0% from Fiscal Year 2013, mainly due to collecting outstanding fines and lien inquiries.

Miscellaneous revenues:

$1,419,503

(1.4% of total revenues) These revenues include CDBG and SHIP/HOME grant funding. A portion of forfeiture funding is used to offset the cost of school resource officers, though the transfer amount is $650,000 or 72.2% less than last year. A transfer of $720,285 from the Solid Waste Fund will act as a contingency for costs related to the new waste collection and disposal contracts.

The Fiscal Year 2014 General Fund budgeted expenditures are $100,317,593. The Fiscal Year 2014 budget represents an increase of $1,503,311 or 1.5% from the Fiscal Year 2013 budget of $98,814,282. The chart shows a summary of the Fiscal Year 2014 General Fund expenditures by function. A recap of department expenditures in the General Fund Budget includes the following:

$3,643,387

(3.6% of total revenues) The majority of the miscellaneous revenues include the Coral Springs Charter School lease, rents and royalties, interest and 50th anniversary sponsorship. The Coral Springs Charter School lease revenue is $1,420,000, or 1.4% of total General Fund revenues. There is no change from the prior year. Rents and royalties include telecommunication tower leases and facility rentals. Fiscal Year 2014 revenues are expected to be $1,028,775, a decrease of $443,725 or 30.1% compared to Fiscal Year 2013. The decrease is the due to the City is transferring the rights of four cell tower lease agreements to Black Dot, Inc. for a lump sum payment. Interest earnings are expected to be $375,000, a decrease of $200,000 or 34.8%. They are generated by investment earnings on that portion of cash reserve investments attributable to the General Fund. Interest earnings represent less than 1% of total General Fund revenues.

City Commission:

$352,109

(0.4% of total expenditures) The City Commission’s budget increased $28,491 or 8.8% from Fiscal Year 2013. The increase is primarily due to the conversion of a part-time position to a full-time office assistant.

General Fund revenue and expenditure summary FY 2011 Actual

FY 2012 Actual

FY 2013 Budget

FY 2013 Est. Actual

FY 2014 Budget

$ Change from % Change from FY13 Budget FY13 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

$31,512,835 $31,133,669 $32,428,839 $32,726,176 994,502 1,432,712 1,864,900 1,827,073 6,713,258 6,684,505 7,230,104 7,142,316 8,633,882 8,555,293 9,614,259 8,887,102 9,551,411 9,726,732 10,102,079 10,170,739 3,513,777 3,291,395 3,661,531 3,031,511 11,995,589 11,838,112 12,418,624 11,900,193 11,352,145 12,672,832 12,658,085 13,361,037 1,491,010 1,538,793 1,979,940 1,529,386 3,334,109 3,036,278 4,088,628 9,743,303 1,097,798 500,000 1,017,293 0 2,550,000 2,822,013 1,750,000 0 $92,740,316 $93,232,332 $98,814,282 $100,318,836

$33,651,176 2,103,433 7,374,706 10,332,934 10,806,725 3,643,420 11,942,168 13,380,888 2,019,253 3,643,387 1,159,503 260,000 $100,317,593

$1,222,337 238,533 144,602 718,675 704,646 (18,111) (476,456) 722,803 39,313 (445,241) 142,210 (1,490,000) $1,503,311

3.8% 12.8% 2.0% 7.5% 7.0% -0.5% -3.8% 5.7% 2.0% -10.9% 14.0% -85.1% 1.5%

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

$42,870,054 $43,099,482 $45,475,836 27,239,927 26,910,324 25,500,714 15,486,683 15,876,171 17,765,212 39,784 126,967 841,768 2,610,215 3,974,556 4,674,213 1,254,337 897,755 959,675 3,203,059 2,347,076 3,596,864 $92,704,059 $93,232,331 $98,814,282

$43,841,892 23,292,832 17,107,964 727,708 3,886,549 959,675 3,596,864 $93,413,481

$46,475,297 25,659,548 18,173,204 637,248 4,448,570 1,228,031 3,695,695 $100,317,593

$999,461 158,834 407,992 (204,520) (225,643) 268,356 98,831 $1,503,311

2.2% 0.6% 2.3% -24.3% -4.8% 28.0% 2.7% 1.5%

$6,905,355 640.41

$0 649.66

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

$36,257 627.91

$0 631.91

$0 640.41

Fiscal Year 2014 Annual Budget

$0 9.25

n/a 1.4%

City Manager: $3,233,225

General Fund total expenditures—$100,317,593

(3.6% of total expenditures) Information Services The City Manager’s Office includes 2.9% the Management and Budget Office, Communications and Marketing, City Clerk, Non-Departmental 9.9% and the Community Redevelopment Agency. The overall department increased by $297,230 HR/CAO or 10.1% in Fiscal Year 2014. The increase is 2.3% attributed to two additional positions (a principal office assistant in the City Clerk’s Office and a Development Services grant coordinator in MBO), additional money for 6.5% entertainment for the State of the City event, funding for an indirect cost study, and an increase Emergency Medical Svcs. to the health plan costs also contributed to the 8.8% overall increase.

Human Resources:

$2,545,778

(2.5% of total expenditures) Financial Services’ budget increased $16,940 or less than 1%.

$2,886,654

(2.9% of total expenditures)

Police:

Police 45.0%

$863,842

$45,124,246

(45% of total expenditures) The Police Department’s budget increased by $712,375 or 1.6%. Typical salary and health plan allocation increases account for most of the increase, plus the department added a crime scene technician. The budget for overtime increased $42,564. Overall, Police Department revenues are projected to increase by $172,489.

Emergency Medical Services:

Information Services’ budget decreased by $108,860 or 3.6%. The decrease is mainly due to reductions in repair and maintenance contracts. Part of the senior CADD technician/GIS technician was transferred to the utilities division.

City AƩorney:

Public Works 4.4%

Financial Services 2.5%

Human Resources’ budget increased $89,763 or 6.6% mainly due to the additional of a senior office assistant at City Hall in the Mall and parttime pension support staff, an increase to the health plan allocation cost, and a small increase for employee training.

InformaƟon Services:

Parks and Recreation 14.1%

$1,452,647

(1.4% of total expenditures)

Financial Services:

CMO/Commission 3.6%

$8,844,999

(8.8% of total expenditures) The EMS budget decreased $30,166 or less than 1%. Typical salary and health plan allocation increases were offset by other savings.

Public Works:

$4,414,581

(0.9% of total expenditures)

(4.4% of total expenditures)

The City Attorney’s budget increased by $24,828 or 2.96%. The increase is related to typical salary and health plan allocation increases.

The Public Works budget increased by $180,324 or 4.3%, mainly due to an additional senior office assistant in the administration division, an office assistant in the streets division to assist with the enhanced litter removal initiative, and an additional liter removal crew made of part-time staff.

Development Services—AdministraƟon, Code, Building, Community Development, and Engineering: $6,499,433 (6.5% of total expenditures) Development Services includes the Administration Division, Code Compliance Division, Building Division, Community Development Division, and Engineering Division. The budget increased by $123,479 or 1.9%. An assistant planner/housing specialist was added to community development and a principal office assistant was added to code compliance. Typical salary and health plan allocation increases account for part of the increase.

Parks and RecreaƟon—includes AquaƟcs, Tennis, and Sportsplex: $14,135,475 (14.1% of total expenditures) Parks and Recreation’s budget increased by $238,980 or 1.7%. Part of the increase is due to the health plan and workers comp allocations. A large portion is due to other contractual services for mowing contract, building and material supplies.

City of Coral Springs, Florida

Non-departmental:

$5,040,878

Debt service:

$3,695,695

(5% of total expenditures)

(3.7% of total expenditures)

The overall non-departmental budget decreased by $437,260 or 7.98%,

Debt service consists of capital and franchise revenue bonds and a new Recovery Zone Bond issued in December 2010. An increase of $98,831 or 2.75% is the net of to two new revenue bonds partially offset by the refunding of the 2004 revenue bond.

The overall non-departmental operating budget is shown in the adjacent table. Funding for special events, activities and promotional efforts for the will be discontinued Cityâ&#x20AC;&#x2122;s 50th anniversary celebration. Other one-time only projects were completed in Fiscal Year 2013.

Internal fund transfers:

$1,228,031

(1.2% of total expenditures) The interfund transfer budget increased by $268,356 or 27.96%. This is due to the General Fund increasing its subsidy for churches and schools to the Fire Fund operations.

Non-departmental operating detail FY 2014 Adopted Budget $34,000 0

$ Change (6,000) 0

0 0 0 36,302 0 0 0

0 0 0 50,000 0 0 0

0 0 0 0 0 0 0

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

25,000 0 0 10,550

22,100 0 0 9,158

25,000 0 0 13,550

0 0 0 3,000

0.00% n/a n/a 28.44%

128,851 0 12,500 36,000 8,668 1,317 28,944

111,407 35,524 15,000 36,000 10,000 6,500 50,000

115,992 31,312 15,000 36,000 9,314 0 20,879

126,931 0 15,000 36,000 10,000 6,500 50,000

15,524 (35,524) 0 0 0 0 0

13.93% -100.00% 0.00% 0.00% 0.00% 0.00% 0.00%

24,390

20,000

3,872

20,000

0.00%

10,842 1,800 14,976 0 34,497 11,941

15,052 1,800 12,513 0 34,927 10,880

17,500 2,500 15,000 0 35,000 15,000

28,520 1,800 9,212 0 35,296 6,167

17,500 2,500 15,000 5,000 35,000 15,000

0 0 0 5,000 0 0

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

20,723 0 14,603 19,500 50,000

2,431 0 0 25,000 50,000

0 5,000 0 35,000 50,000

197 0 0 31,750 50,000

0 0 0 50,000 50,000

0 (5,000) 0 15,000 0

n/a -100.00% n/a 42.86% 0.00%

17,516 0 33,740 $767,733 *Moved to department operating budgets in FY 2013

18,539 0 31,440 $727,531

20,000 15,000 40,000 $659,981

16,532 15,000 36,156 $552,054

20,000 15,000 40,000 $651,981

0 0 0 (8,000)

0.00% 0.00% 0.00% -1.21%

Unemployment *Former Commission Closed Pension Fund Financial *Financial Services Advisor *Armored Car *Bank Charges Credit Card Charges *Accounting & Auditing Investment Management Fees Custodian Fees Quality Program Resident/Business Survey Visioning Exercise *Instant Employee Recognition Benchmarking Miscellaneous Cross-Departmental Expenses Other Contractual Services Election Expense Festival of the Arts Lobbyist Center for the Arts Rentals Hurricane Preparedness (Safety) Special Event Banner Printing Special Projects Business Development/EDF Boards & Advisory Committees Boards & Commissions Expense Accessibility Issues (Disability) Historical Advisory Committee Sports Commission Multi-Cultural Events Martin Luther King, Jr. Day Celebration Grants Youth & Family Grants Code Compliance Micro-grants (Pilot) Special Events Grants Sports Event Grants Community Chest Events Holiday Parade Half-Marathon 4th of July

FY 2013 FY 2013 Adopted Estimated Budget Actual $40,000 $21,495 0 0

FY 2011 Actual $42,126 18,229

FY 2012 Actual $32,797 18,229

15,000 0 21,118 52,577 54,236 51,298 20,655

14,463 7,050 6,242 40,854 51,896 45,946 16,819

0 0 0 50,000 0 0 0

22,000 0 23,475 14,334

22,100 11,333 29,726 11,207

116,659 0 10,000 32,250 5,605 5,135 8,508

Fiscal Year 2014 Annual Budget

% Change -15.00% n/a

Fire Fund Summary Revenues: Non Ad Valorem Special Assessment Fees Non-Ad Valorem Special Assessment Fee Government Assessment Nonprofit Subsidy (Churches & Schools) Sub-Total Non Ad Valorem Special 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 Grand Total - Revenues Expenditures: Departmental Administration Communication Service Suppression Training Inspection Total Departmental Non-Departmental C.I.P. Rate Consultant Contingency Assessment Collection Costs 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 2011 Actual

FY 2012 Actual

FY 2013 Adopted Budget

FY 2013 Estimated Actual

$7,806,592 141,132 859,337 8,807,061

$8,265,442 156,715 897,755 9,319,912

$8,609,314 159,915 959,675 9,728,904

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

$9,131,007 182,830 1,043,031 10,356,868

$521,693 22,915 83,356 627,964

6.06% 14.33% 8.69% 6.45%

5,746

13,034

25,938

7,938

26,457

519

2.00%

4,915,476 12,124 4,927,600

5,123,352 12,124 5,135,476

5,311,217 13,252 5,324,469

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

5,400,522 13,252 5,413,774

89,305 0 89,305

1.68% 0.00% 1.68%

739,928 23,784 819,937 110,185 46,600 34,323 124,438 1,899,195

814,070 40,859 748,414 92,187 50,510 26,444 126,389 1,898,873

818,100 30,600 826,000 150,230 47,940 40,203 110,000 2,023,073

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

834,462 31,212 820,024 129,005 48,899 41,007 112,200 2,016,809

16,362 612 (5,976) (21,225) 959 804 2,200 (6,264)

2.00% 2.00% -0.72% -14.13% 2.00% 2.00% 2.00% -0.31%

33,138 1,000 34,138

68,395 2,150 70,545

50,000 3,000 53,000

4,626 1,900 6,526

51,000 3,000 54,000

1,000 0 1,000

2.00% 0.00% 1.89%

43,936 533 350 0 0 44,819 $15,718,559

61,686 975 (15,041) 0 0 47,620 $16,485,460

65,000 12,000 0 95,500 0 172,500 $17,327,884

45,094 4,749 (34,771) 0 0 15,072 $17,237,156

65,000 12,000 0 0 400,000 477,000 $18,344,908

0 0 0 (95,500) 400,000 304,500 $1,017,024

0.00% 0.00% n/a -100.00% n/a 176.52% 5.87%

$407,371 113,086 10,319,319 1,051,909 1,035,197 12,926,882

$538,977 120,233 11,216,600 1,018,693 1,153,375 14,047,878

$565,704 122,652 11,794,044 1,141,198 1,180,131 14,803,729

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

$579,558 125,124 11,961,947 1,102,133 1,198,142 14,966,904

$13,854 2,472 167,903 (39,065) 18,011 163,175

2.45% 2.02% 1.42% -3.42% 1.53% 1.10%

294,378 19,999 0 19,614 1,371,950 0 65,505 1,771,446

229,407 0 16,857 19,607 1,432,545 84,769 10,315 1,793,500

389,800 0 100,000 22,932 1,504,172 100,000 11,100 2,128,004

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

578,072 30,000 105,000 24,079 1,579,380 77,474 19,800 2,413,805

188,272 30,000 5,000 1,147 75,208 (22,526) 8,700 285,801

48.30% n/a 5.00% 5.00% 5.00% -22.53% 78.38% 13.43%

130,082 168,931 299,013

0 154,228 154,228

0 163,291 163,291

400,000 181,339 581,339

400,000 18,048 418,048

n/a 11.05% 256.01%

132,860 100,000 0 0 232,860 2,303,319

132,860 100,000 0 0 232,860 2,180,588

132,860 100,000 0 0 232,860 2,524,155

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

132,860 100,000 50,000 100,000 382,860 3,378,004

0 0 50,000 100,000 150,000 853,849

0.00% 0.00% n/a n/a 64.42% 33.83%

$15,230,201

$16,228,466

$17,327,884

$17,051,363

$18,344,908

$1,017,024

5.87%

$488,358 103.84

$256,995 103.84

$0 107.84

$185,793 107.84

$0 107.84

$0 0.0

n/a 0.00%

City of Coral Springs, Florida

FY 2014 Adopted Budget

$ Change From FY13 Budget

% Change From FY13 Budget

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. Along with revenue from this contract, the Fire Department is funded by a special tax 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 $18,344,908 in Fiscal Year 2014. This represents an increase of $1,017,024 or 5.9% over the Fiscal Year 2013 adopted budget.

Fire Fund total revenuesâ&#x20AC;&#x201D;$18,344,908 Charges for Services 11.0% Other 3.0%

Special Assessment 56.5%

Intergovernmental: (29.5% of total revenues)

$5,413,774

Intergovernmental revenues increased by $89,305 or 1.7% primarily due to an increase in our contract with the city of Parkland, Florida for fire/rescue services. This partnership began in March 2004. In April 2007, both cities partnered together to cover areas in northwest Coral Springs and west Parkland by adding a suppression unit and a rescue unit. These units are based in Parkland, but service both cities. In February of Fiscal Year 2010, the city of Parkland, Florida renegotiated and adopted a new five-year contract with the City of Coral Springs which began October 1, 2010. Charges for services: (11% of total revenues)

$2,016,809

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 decreased by $6,264 or 0.3%.

Intergovernmental 29.5%

Training tuition, including miscellaneous fees, decreased by $27,201 or 2.8% due to a decline in student enrollment. This revenue is generated through firefighter training and certification programs offered at the Fire Training Academy to other cities and agencies in our area.

Revenues Major revenue sources for the Fire Fund for Fiscal Year 2014 budget include: Special Assessment: (56.5% of total revenues)

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.

$10,356,868

The primary revenue source for the Fire Fund is a non-ad valorem special assessment which makes up 56.5% of total revenues. The assessment increased $627,964 or 6.5% from Fiscal Year 2013. A portion of this fire assessment fee is subsidized by the General Fund for churches and schools that

Revenue from fire inspection services and plan review fees both increased slightly. Fire inspections are mandated by the municipal code and the county for all commercial and multifamily properties in the City. A fee is levied on each dwelling based on classification of the structure. Other: (3% of total revenues)

$557,457

A portion of fund balance totaling $400,000 is designated to finance the design of Fire Station 43 offset slightly by a $95,000 decrease from a grant not awarded in Fiscal Year 2013

Fire Assessment rate schedule Adopted FY 2011

Adopted FY 2012

Adopted FY 2013

Adopted FY 2014

Single-Family

$114.84

$128.77

$138.10

$141.36

$3.26

2.36%

Multi-Family

$138.55

$143.94

$160.59

$174.89

$14.30

8.90%

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

$17.19

$17.65

$17.61

$19.34

$1.73

9.82%

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

$2.25

$2.45

$2.58

$3.01

$0.43

16.67%

$20.21

$22.33

$22.95

$23.05

$0.10

0.44%

Property Use: Residential (per unit)

Fiscal Year 2014 Annual Budget

$ Change

% Change

Fire Fund total expenditures—$18,344,908

Expenditures

Administration 3.1%

The Fire Fund expenditures increased by $1,017,024 or 5.9%, over the Fiscal Year 2013 budget. The increase is primarily attributable to design funding for Fire Station 43, operating capital, indirect costs, vehicle fuel/maintenance/depreciation costs and salaries. The graph at right is a summary of the Fiscal Year 2014 Fire Fund expenditures by function. Major expenditures for the Fire Fund budget include: Suppression: (65.2% of total expenditures)

Non-Departmental 13.2%

Interfund Transfer 3.2%

$11,961,947

Inspection 6.5%

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 $167,903 or 1.4% from Fiscal Year 2013 primarily due to transfer of fifty percent of Chief Training Officer’s salary from the Training Division. Rise in vehicle fuel, maintenance, and depreciation also contributed to this increase. Training: (6% of total expenditures)

$1,102,133

The Fire Training Division is responsible for the certification of fire and emergency rescue personnel. The Training Division’s budget decreased $39,065 or 3.4% in Fiscal Year 2014. An initiative to promote the Fire Academy and attract students interested in basic fire service certification is underway. The Academy has also started the accreditation process which will

Suppression 65.2%

Training 6.0% Debt Service 2.1%

enhance our ability to accept pre-paid college funds, Federal financial aid and scholarships, along with having our courses accredited for college credit transfers. Fifty percent of the Chief Training Officer’s salary is being funded in the Suppression Division, and the decline in training revenues is offset with a reduction in instructors’ salaries. Inspection: (6.5% of total expenditures)

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

FY 2011 Actual

Administration: $579,558 (3.2% of total expenditures) FY 2013 Est. Actual

FY 2014 Budget

$8,807,061 $9,319,912 $9,728,904 4,927,600 5,135,476 5,324,469 1,899,195 1,898,874 2,023,073 44,469 62,661 172,500 34,138 70,545 53,000 350 (15,042) 0 5,746 13,034 25,938 0 0 0 $15,718,559 $16,485,460 $17,327,884

$9,904,003 5,323,341 1,980,276 49,843 6,526 (34,771) 7,938 0 $17,237,156

$10,356,868 5,413,774 2,016,809 77,000 54,000 0 26,457 400,000 $18,344,908

$627,964 89,305 (6,264) (95,500) 1,000 0 519 400,000 $1,017,024

6.5% 1.7% -0.3% -55.4% 1.9% n/a 2.0% n/a 5.9%

$7,910,495 $8,188,277 $8,286,067 2,980,383 3,816,302 4,103,496 984,096 1,024,605 1,272,968 294,378 229,407 389,800 1,051,909 1,018,693 1,141,198 130,082 0 0 1,477,068 1,564,093 1,738,204 168,931 154,228 163,291 232,860 232,860 232,860 $15,230,201 $16,228,465 $17,327,884

$8,192,083 4,087,738 1,207,642 315,057 1,249,734 0 1,552,959 163,291 282,860 $17,051,363

$8,448,187 4,090,570 1,326,014 597,872 1,102,133 0 1,815,933 581,339 382,860 $18,344,908

$162,120 (12,926) 53,046 208,072 (39,065) 0 77,729 418,048 150,000 $1,017,024

2.0% -0.3% 4.2% 53.4% -3.4% n/a 4.5% 256.0% 64.4% 5.9%

$185,793 107.84

$0 107.84

$488,358 103.84

FY 2012 Actual

$256,995 103.84

FY 2013 Budget

$0 107.84

$1,198,142

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 increased $18,011 or 1.5% from Fiscal Year 2013. This is due primarily to an increase in salary and vehicle fuel and maintenance costs.

Fire Fund revenue and expenditure summary Sources Revenues: Fire Fund Special Assessment Intergovernmental Revenue Charges for Services Misc. Revenue/Interest Income Fines and Forfeitures Doubtful Accounts Other Financing Sources Appropriated Fund Balance Total Revenues

Communication Services 0.7%

$ Change from % Change from FY13 Budget FY13 Budget

City of Coral Springs, Florida

$0 0.0

n/a 0.0%

Fire’s Administration budget increased $13,854 or 2.5%. This is due mainly to salaries and vehicle fuel and maintenance increases. Communication Services: $125,124 (0.7% of total expenditures) The Communication Services Division consists of telecommunicators and emergency call takers. The cost of communication and dispatch is split between the Fire Fund (23%) and EMS (77%) in the General Fund. Expenses in this area increased $2,472 or 2% from Fiscal Year 2013.

Non-departmental: (13.2% of total expenditures)

$2,413,805

Non-departmental expenses increased by $285,801 or 13.4%. This increase is due primarily to additional operating capital equipment needs, higher indirect costs and a rate study for the special assessment fee. The major Fiscal Year 2014 Fire non-departmental expenditures include the following: • $1,579,380 to cover indirect costs associated with various City departments • $578,072 for capital purchases consisting of self-contained breathing apparatus, training mannequins, fire station improvements, portable radios, thermal imagers, traffic pre-emption, training software physical exams and health screenings and flashover replacement • $105,000 dedicated to financial policy contingency and $77,474 to economic conditions • $30,000 for a special assessment rate study • $24,079 for assessment collection costs • $19,800 for computer replacement Interfund transfer: (3.2% of total expenditures)

$581,339

Transferring $400,000 from reserves to capital for the design funding of Fire Station 43, and the cost of property/casualty insurance premiums increased $18,048 or 11.1% from Fiscal Year 2013. Debt service: (2.1% of total expenditures)

Some firefighters participated in the City’s September 11th Remembrance 5K run wearing their personal protective equipment to commemorate and honor the responders who lost their lives in the attacks.

$382,860

Debt service increased $150,000 or 64.4% due to future debt for the aerial truck and the 2013 lease purchase financing for the phone system.

Fire Assessment rate comparison Fiscal Year 2014 $350 $304.90

$300 $252.71

$250 $200 $150

$225.00

Coral Springs $189.00

$175.50

$175.00

$91.62 $141.36

$100 $50 $0

Fiscal Year 2014 Annual Budget

$134.00

Water and Sewer Fund Summary FY 2011 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) 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

FY 2012 Actual

FY 2013 Adopted Budget

FY 2013 Estimated Actual

FY 2014 Adopted Budget

$ Change From FY13 Budget

% Change From FY13 Budget

$8,167,917 10,226,080 18,508 8,699 0 4,120 88,092 18,513,415

$8,158,708 10,350,718 20,282 14,736 19,550 16,389 128,048 18,708,432

$8,490,805 10,701,700 22,755 14,000 16,000 12,500 195,494 19,453,254

$8,410,260 10,666,161 20,942 13,120 17,325 3,666 212,114 19,343,589

$7,896,688 11,837,157 23,438 12,000 18,000 11,000 181,500 19,979,783

($594,117) 1,135,457 683 (2,000) 2,000 (1,500) (13,994) 526,529

-7.00% 10.61% 3.00% -14.29% 12.50% -12.00% -7.16% 2.71%

46,052 0 0 430,217 0 476,269

52,239 0 0 0 1,940,000 1,992,239

70,000 0 0 0 3,190,000 3,260,000

14,368 53,778 (23,898) 0 200,937 245,185

25,000 20,000 0 0 1,600,000 1,645,000

(45,000) 20,000 0 0 (1,590,000) (1,615,000)

-64.29% n/a n/a n/a -49.84% -49.54%

$18,989,684

$20,700,671

$22,713,254

$19,588,774

$21,624,783

($1,088,471)

-4.79%

477,263 829,474 1,030,928 2,467,023 4,804,688

537,639 870,944 1,103,487 2,337,571 4,849,641

651,985 903,577 1,099,189 2,745,257 5,400,008

529,226 810,121 1,033,771 2,445,239 4,818,357

680,029 1,019,999 1,235,259 2,813,892 5,749,179

28,044 116,422 136,070 68,635 349,171

4.30% 12.88% 12.38% 2.50% 6.47%

5,279,144 338,156 1,170,520 478,801 164,117 578,717 225,953 497,125 3,440

5,492,398 727,548 1,291,508 511,316 198,922 2,778,488 258,680 453,859 0

6,422,686 1,006,500 1,402,183 519,304 276,768 2,554,500 281,840 480,527 7,600

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

6,615,366 1,269,000 1,487,170 520,784 371,161 3,113,250 287,476 533,639 17,400

192,680 262,500 84,987 1,480 94,393 558,750 5,636 53,112 9,800

3.00% 26.08% 6.06% 0.28% 34.11% 21.87% 2.00% 11.05% 128.95%

0 2,922,550 0

0 2,717,842 0

50,000 2,761,666 545,534

50,000 2,925,964 193,396

50,000 0 579,192

0 (2,761,666) 33,658

n/a -100.00% 6.17%

0 0 0 0 24,060 0

0 143,937 0 0 14,406 0 0

407,066 143,255 147,015 120,046 34,926 0 151,830

147,715 47,400 82,143 30,810 12,636 33,220 7,264

361,943 121,224 203,318 75,902 34,926 82,022 151,830

(45,123) (22,031) 56,303 (44,144) 0 82,022 0

-11.08% -15.38% 38.30% -36.77% 0.00% n/a 0.00%

$2,946,610

$2,876,185

$4,361,338

$3,530,548

$1,660,358

($2,700,980)

-61.93%

11,682,583

14,588,904

17,313,246

14,770,417

15,875,604

(1,437,642)

-8.30%

Grand Total - Expenses

$16,487,271

$19,438,545

$22,713,254

$19,588,774

$21,624,783

($1,088,471)

-4.79%

Revenues in Excess of Expenses

$2,502,413

$1,262,126

n/a

35.50

35.00

3.75

10.56%

Positions

City of Coral Springs, Florida

$0 38.75

Water and Sewer Fund Description The Water and Sewer Fund, as an enterprise fund, must be selfsupporting through user fees charged for services. The purpose of the Water and Sewer Fund is to provide clean water to City residents and to safely dispose of wastewater. The Fiscal Year 2014 Water and Sewer Fund budget totals $21,624,783. This amount represents a decrease of $1,088,471 or 4.8% from Fiscal Year 2013. This decrease is primarily due to paying off a Revenue Bond during last fiscal year, therefore reducing principal and interest payments for Fiscal Year 2014 by $2.7 million. In addition, capital projects to maintain the utility system and its infrastructure will be financed this year using equity and operating funds; thereby avoiding issuing new debt obligations in Fiscal Year 2014.

Revenues In Fiscal Year 2013, the current monthly water and wastewater rates were examined by a consultant who recommended rate structure modifications as part of a multi-year financial management plan. The principal components of the Study included a revenue sufficiency analysis, review of impact fees, including the level of the fees and the method of collection, conducted rate surveys, and identified the cost of providing miscellaneous services; such as, connection fees, service initiation charges, and meter testing. Key assumptions incorporated in the study included demands and customer growth, future borrowing, levels of operating reserves, earnings on invested funds, escalation rates for operating costs, etc. The study’s results recommended rate structure modifications and a 3.5% annual rate adjustment for FY 2014-FY 2018 in order to meet current and projected operating, debt service, and capital costs requirements as well as maintaining adequate operating reserves. The City Commission approved the recommended 3.5% rate adjustment.

Water and Sewer Fund total revenues —$21,624,783

2013 2014 $ Increase % Increase Average Average (Decrease) (Decrease) Bill Bill Water Wastewater Total Monthly Bill

$23.96 $33.06 $57.02

$21.13 $36.59 $57.72

($2.83) $3.53 $0.70

-11.8% 10.7% 1.2%

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, 2013.

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 $0.70 on the total water bill. Major revenues for the Water and Sewer Fund include: Water: (36.5% of total revenues)

$7,896,688

Revenue from the sale of water is estimated to decrease by $594,117, or 7% compared to Fiscal Year 2013 budget. This decrease is due to certain modifications to the rate structure; such as redistribution of revenue from water to sewer based upon the cost of each service. Wastewater: (54.7% of total revenues) $11,837,157 The wastewater revenue consists of a base charge to the customer for sewerage disposal and a volume-based charge based on the monthly water consumption. For Fiscal Year 2014, the rate to calculate the volumetric charge will be $3.57 per 1,000 gallons of water use. This adjustment as well as the re-alignment of revenues with cost recovery will generate $1,135,457 or 10.6% more wastewater revenues compared to last year’s budget. This revenue source is used to fund increased operational expenses and capital enhancements of the Utility System. Appropriated fund balance (7.4% of total revenues) $1,600,000 This revenue is an allocation of surplus or fund balance designated to finance specific capital projects.

Reserves 7.4%

Other: (1.3% of total revenues)

$290,938

Other miscellaneous revenues include meter sales, private fire line fee, administrative fee for blackflow certification, and interest income from fund balance. The City is projecting a $25,000 reduction in the amount of interest earnings from fund balance when comparing to last year’s budget.

Water 36.5% Wastewater 54.7%

Expenses Other 1.4%

Water bill for average single-family residence

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 2014 we will continue our efforts to control expenses and improve service to our customers.

Fiscal Year 2014 Annual Budget

Major expenses in the Water and Sewer Fund include:

Water and Sewer Fund total expenses â&#x20AC;&#x201D;$21,624,783

Administration: $680,029 or 3.1% of total expenses Capital 5.9%

Administration costs increased by $28,044, or 4.3%, from the previous yearâ&#x20AC;&#x2122;s budget. This is mainly due to an increase of 3% in operating expenses such as licensing and permit renewals, and reclassification of one position from Utilities Superintendent to Operations Manager.

Water Treatment 13%

Water Distribution 4.7%

Water distribution: $1,019,999 or 4.7% of total expenses The overall Water Distribution division is projected to increase by $116,422 or12.9%. This increase is primarily due to the addition of two fuill-time positions, Utilities Service Workers and increased health cost allocation.

Non-Operating 37%

Administration 3.1% Wastewater Treatment 30.6%

Wastewater treatment: $6,615,366 or 30.6% of total expenses

Wastewater Collection 5.7%

Broward County Wastewater Treatment facility charges the City to process its wastewater. This expense is expected to increase by $192,680, or 3%, over Fiscal Year 2013. This additional funding will cover debt service for treatment, transmission, and disposal services. Capital outlay: $1,269,000 or 5.9% of total expenses

Wastewater Collection:$1,235,259 or 5.7% of total expenses The budget in this division increased by $136,070 or 12.4%. This increase is primarily due to adding one Utilities Service Worker full-time position and the transfer of one Computer Analyst/Technician, previously charged 50% to Public Works Streets and 50% to Utilities Administration. Water Treatment:

$2,813,892 or 13% of total expenses

Water treatment expenses increased by $68,635 or 2.5%. The Main drivers of this increase are higher operational cost such as electricity and chemicals.

This funding will be used for ongoing repairs and replacement of force main and water main valves, continue replacement of fire hydrants, implementation of a GIS asset management tool, addition of isolation valves to the raw water main system-in order to have a mechanism to isolate individual wells rather than shut down multiple raw water lines for repair and maintenance-, and preventive maintenance of various components of the sanitary system. Non-operating: $7,991,238 or 37% of total expenses

Non-operating expenses decreased by $1,892,822 or 19.2% due to a $2.7M reduction in debt service repayments off set by an increase in the transfer to the Renewal and Replacement Fund in order to continue the following capital projects: rehabilitation of Booster stations, repairs of sanitary sewer lines in Water and Sewer Fund revenue and expense summary order to prevent ground water from FY 2011 FY 2012 FY 2013 FY 2013 FY 2014 $ Change from % Change fro entering into the sewer system, Sources Actual Actual Budget Est. Actual Budget FY13 Budget FY13 Budge on-going repairs and replacement Revenues: Water $8,167,917 $8,158,708 $8,490,805 $8,410,260 $7,896,688 ($594,117) -7.0% of spare pumps, rehabilitation Wastewater 10,226,080 10,350,718 10,701,700 10,666,161 11,837,157 1,135,457 10.6% of lift stations, and continue Charges for Services 134,920 184,270 246,749 254,047 233,938 (12,811) -5.2% Meter Sales 8,699 14,736 14,000 13,120 12,000 (2,000) -14.3% security improvements at the Interest Income 46,052 52,239 70,000 44,248 45,000 (25,000) -35.7% Water Treatment Plant. In addition, Capitalization-Prior Year CIP 430,217 0 0 0 0 0 n/a Appropriated Fund Balance 0 1,940,000 3,190,000 200,937 1,600,000 (1,590,000) -49.8% administrative cost paid to the Other (24,201) 0 0 0 0 0 n/a General Fund for services to the Total Revenues $18,989,685 $20,700,671 $22,713,254 $19,588,774 $21,624,783 ($1,088,471) -4.8% Utility System increased by $86,467 Uses Expenses: or 4.5%. 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

$1,667,838 $1,783,057 $1,826,319 741,669 828,300 845,256 7,668,231 7,717,410 9,133,483 344,251 740,823 1,024,136 2,946,610 2,876,185 4,361,340 578,717 2,778,488 2,554,500 497,125 453,859 480,527 2,042,831 2,260,423 2,487,693 $16,487,272 $19,438,545 $22,713,254 $2,502,413 35.5

$1,262,126 35.5

$0 35

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

$1,995,528 925,869 9,425,185 1,286,963 1,660,358 3,113,250 533,639 2,683,991 $21,624,783

$0 35

$0 38.75

$169,209 80,613 291,702 262,827 (2,700,982) 558,750 53,112 196,298 ($1,088,471) $0 3.75

City of Coral Springs, Florida

9.3% 9.5% 3.2% 25.7% -61.9% 21.9% 11.1% 7.9% -4.8% n/a 10.7%

Health Fund Summary

FY 2011 Actual

FY 2012 Actual

FY 2013 Adopted Budget

$7,807,034 439,283 1,284,937 18,561 185,613 9,735,428

$9,109,253 510,225 1,492,446 21,696 216,961 11,350,581

$9,225,015 519,646 1,615,953 23,364 219,597 11,603,575

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

$9,308,330 555,212 1,545,141 21,493 214,921 11,645,097

$83,315 $35,566 ($70,812) ($1,871) ($4,676) $41,522

0.90% 6.84% -4.38% -8.01% -2.13% 0.36%

22,189

30,032

45,000

12,249

45,000

0.00%

522,377 11,540 481,740 20,783 1,036,440

565,281 38,159 497,021 144,288 1,244,749

572,000 20,000 538,000 0 1,130,000

632,420 23,172 518,810 243,528 1,417,931

600,000 20,000 538,000 0 1,158,000

28,000 0 0 0 28,000

4.90% 0.00% 0.00% n/a 2.48%

300,000

(300,000)

-100.00%

Total Revenues

$10,794,057

$12,625,362

$13,078,575

$11,532,319

$12,848,097

($230,478)

-1.76%

Expenses Health-Dental Long Term Disability Life Insurance

$11,053,209 155,379 120,517

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

$12,808,015 144,500 126,060

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

$12,577,537 144,500 126,060

($230,478) 0 0

-1.80% 0.00% 0.00%

Total Expenses

$11,329,105

$11,257,465

$13,078,575

$11,474,688

$12,848,097

($230,478)

-1.76%

($535,048)

$1,367,897

$57,631

n/a

1.25

0.00

0.00%

Revenues Transfers: General Fund Water and Sewer Fund Fire Fund General Insurance Fund Equipment Services Subtotal Transfers Interest Income Recoveries: Retirees COBRA Employees Other Subtotal Recoveries Appropriated Retained Earnings

Revenues in Excess of Expenses Positions

FY 2013 Estimated Actual

FY 2014 Adopted Budget

$ Change From FY13 Budget

Free birthday cake was provided courtesy of Publix for the Cityâ&#x20AC;&#x2122;s 50th Anniversary Birthday Block Party, held July 10.

Fiscal Year 2014 Annual Budget

% Change From FY13 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 2014 Health Fund budget is $12,848,097 and has decreased $230,478 or 1.8% from the Fiscal Year 2013 adopted budget.

Revenues Interfund transfers: (90.6% of total revenues)

$11,645,097

Interfund transfer revenue increased by $41,522 or 0.4%. This revenue consists of administrative fees charged to other funds for the service of health, dental, life, and long-term disability insurance. This fee is based on the number of employees per fund. Recoveries: (9% of total revenues)

Expenses Group health/dental program: (97.9% of total expenses)

$12,577,537

This represents health and dental insurance costs for the City, which is self-insured. This expense decreased $230,478 or 1.8% from Fiscal Year 2013 primarily due to reduction in number of medical claims. Long-term disability: (1.1% of total expenses)

$144,500

This represents the cost to cover City employees for longterm disability. There is no change in long-term disability from Fiscal Year 2013. This program has enabled the City to cap sick leave accruals at 480 hours per employee, while providing employees long-term disability coverage. Life insurance: (1.0% of total expenses)

$126,060

No change in life insurance costs to cover City employees in Fiscal Year 2014.

$1,158,000

Recoveries are premiums and other charges to employees, terminated employees, and retirees for the service of health insurance. Recoveries revenue increased by $28,000 or 2.5%. Interest income: (0.4% of total revenues)

$45,000

There is no change to interest income in Fiscal Year 2014. The amount reflects interest earnings generated from fund balance. Appropriated Retained Earnings decreased by $300,000 from Fiscal Year 2013.

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

FY 2011 Actual

FY 2013 Est. Actual

FY 2014 Budget

$9,735,428 $11,350,581 $11,603,575 1,036,440 1,244,749 1,130,000 22,189 30,032 45,000 0 0 300,000 $10,794,057 $12,625,362 $13,078,575

$10,102,139 1,417,931 12,249 0 $11,532,319

$11,645,097 1,158,000 45,000 0 $12,848,097

$41,522 28,000 0 (300,000) ($230,478)

0.4% 2.5% 0.0% n/a -1.8%

$11,053,209 $10,991,335 $12,808,015 155,379 144,500 144,500 120,517 121,630 126,060 $11,329,105 $11,257,465 $13,078,575

$11,192,892 154,951 126,845 $11,474,688

$12,577,537 144,500 126,060 $12,848,097

($230,478) 0 0 ($230,478)

-1.8% 0.0% 0.0% -1.8%

$57,631 1.25

$0 1.25

($535,048) 1.25

FY 2012 Actual

$1,367,897 1.25

FY 2013 Budget

$0 1.25

City of Coral Springs, Florida

$ Change from % Change from FY13 Budget FY13 Budget

$0 0.00

n/a 0.0%

General Insurance Fund Summary

Revenues Transfers: General Fund Water and Sewer Fund Fire Fund Health Fund Equipment Services 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 Total Expenses Revenues in Excess of Expenses Positions

FY 2011 Actual

FY 2012 Actual

FY 2013 Adopted Budget

FY 2013 Estimated Actual

FY 2014 Adopted Budget

$ Change From FY13 Budget

% Change From FY13 Budget

$1,824,940 544,956 308,836 1,631 20,210 2,700,573

$1,746,255 501,790 294,430 1,698 20,381 2,564,554

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

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

$330,046 71,167 52,131 82 4,856 458,282

17.86% 13.43% 16.44% 4.54% 22.82% 16.86%

32,794

37,980

50,000

14,810

50,000

0.00%

43,570 24,730 232,494 300,794

81,672 29,953 39,445 151,070

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

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

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

0 0 0 0

0.00% 0.00% 0.00% 0.00%

$3,034,161

$2,753,604

$2,853,097

$2,870,964

$3,311,379

$458,282

16.06%

$859,672 1,585,318 74,845

$1,445,112 1,402,961 135,004

$1,164,700 1,541,397 147,000

$1,460,707 1,506,702 52,588

$1,449,400 1,730,979 131,000

$284,700 189,582 (16,000)

24.44% 12.30% -10.88%

$2,519,835

$2,983,077

$2,853,097

$3,019,997

$3,311,379

$458,282

16.06%

$514,326

($229,473)

($149,033)

n/a

1.50

0.00

The Cityâ&#x20AC;&#x2122;s 50th Anniversary Birthday Block Party, held July 10, 2013 was a huge success. The rain and clouds gave way to a beautiful evening to celebrate the Semi-Centennial with non-stop entertainment for all ages.

Fiscal Year 2014 Annual Budget

0.00%

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. 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 2014 General Insurance Fund budget is $3,311,379 and has increased $458,282 or 16.1% from the Fiscal Year 2013 adopted budget.

Revenues Interfund Transfers: (95.9% of total revenues)

Workers’ compensation: (43.8% of total expenses)

$1,449,400

Workers’ compensation claims have increased driving the Fiscal Year 2014 projection to increase by $284,700 or 24.4%. Property/motor vehicle liability: (52.3% of total expenses)

Interfund transfer revenue consists of administrative fees charged to other funds for the service of workers’ compensation and property/casualty insurance. The fee for workers’ compensation is based on the number of employees per fund. The charge for property/casualty is divided among the General Fund, Fire Fund, and Water and Sewer Fund. The increase is primarily attributable to higher insurance premium costs in Fiscal Year 2014.

$1,730,979

This represents a $189,582 or 12.3% increase for property/ motor vehicle liability due mainly to rise in property insurance premium costs. Casualty/general claims: (4% of total expenses)

$3,176,379

Recoveries: (2.6% of total revenues)

Expenses

$131,000

Casualty/general claims decreased $16,000, or 10.9% from Fiscal Year 2013.

$85,000

There is no change to projected recoveries revenue consisting of motor vehicle, property, and workers’ compensation recoveries. Interest Income: (1.5% of total revenues)

$50,000

No change to projected interest income in Fiscal Year 2014. The amount reflects interest earnings from fund balance.

General Insurance Fund revenue and expense summary Sources Revenues: Interfund Transfers Recoveries Interest Income Total Revenues

FY 2011 Actual

FY 2012 Actual

FY 2013 Budget

FY 2013 Est. Actual

FY 2014 Budget

$2,700,573 300,794 32,794 $3,034,161

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

$2,718,097 85,000 50,000 $2,853,097

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

$3,176,379 85,000 50,000 $3,311,379

$458,282 0 0 $458,282

16.9% 0.0% 0.0% 16.1%

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

$859,672 1,585,318 74,845 $2,519,835

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

$1,164,700 1,541,397 147,000 $2,853,097

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

$1,449,400 1,730,979 131,000 $3,311,379

$284,700 189,582 (16,000) $458,282

24.4% 12.3% -10.9% 16.1%

$514,326 1.5

($229,473) 1.5

$0 1.5

($149,033) 1.5

$0 1.5

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

$ Change from % Change from FY13 Budget FY13 Budget

City of Coral Springs, Florida

$0 0.0

n/a 0.0%

Coral Springs Charter School Fund Summary FY 2011 Actual

FY 2012 Actual

FY 2013 Adopted Budget

FY 2013 Estimated Actual

FY 2014 Adopted Budget

$ Change From FY13 Budget

% Change From FY13 Budget

Revenues Intergovernmental Other Revenue/ Miscellaneous Appropriation of Fund Balance

$11,671,084 76,989 0

$10,325,990 101,787 0

$10,285,445 95,000 1,086,035

$10,762,282 66,078 0

$10,777,632 103,934 1,026,784

$492,187 8,934 (59,251)

4.79% 9.40% -5.46%

Total Revenues

$11,748,073

$10,427,777

$11,466,480

$10,828,360

$11,908,350

$441,870

3.85%

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

$10,081,410 1,420,000 435,199

$7,904,079 1,420,000 505,524

$9,198,327 1,420,000 848,153

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

$9,739,197 1,420,000 749,153

$540,870 0 (99,000)

5.88% 0.00% -11.67%

Total Expenditures

$11,936,609

$9,829,603

$11,466,480

$11,242,579

$11,908,350

$441,870

3.85%

($188,536)

$598,174

($414,219)

n/a

Revenues in Excess of Expenditures

Coral Springs Charter School Fund Description Charter Schools USA (CSUSA), a professional education management company, operates the school on the Cityâ&#x20AC;&#x2122;s behalf. The Fiscal Year 2014 Charter School Fund budget is $11,908,350. This represents an increase of $441,870, or 3.9% from the Fiscal Year 2013 adopted budget

Revenues Intergovernmental: (90.5% of total revenues)

$10,777,632

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 decreased $276,327 or 2.6% from Fiscal Year 2012. Other revenue: (0.9% of total revenues)

$103,934

A majority of this revenue represents funds received for food services. This revenue increased $15,000 or 18.8% from Fiscal Year 2012. Appropriation of fund balance: (8.6% of total revenues)

$1,026,784

A portion of the fund balance will be used to pay for a partial roof replacement, air conditioning replacement, and part of the materials for the new math program. A reduction of $175,453 or 13.9% is projected for Fiscal Year 2013.

Expenditures Operating expenditures CSUSA: (81.8% of total expenditures)

$9,739,197

This represents the funds needed to operate the Coral Springs Charter School. Total operating expenses decreased by $388,168 or 4%, most of which is due to the reductions in professional services, instructional expenses, and maintenance related expenses. Costs for compensation and benefits increased by 1.2%. Student transportation costs stayed the same and vendor services decreased slightly. Transfer to General Fund: (11.9% of total expenditures)

$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 debt service, telephone, electricity, cable/ satellite, water and sewer, waste disposal, security, pest control, maintenance and cleaning supplies, building, and equipment repairs and maintenance. There is no change from the current year. Capital: (6.3% of total expenditures)

$749,153

The majority of capital expenditures will be used for partial roof replacement and air conditioning repairs.

Fiscal Year 2014 Annual Budget

Public Art Fund Summary FY 2011 Actual

FY 2012 Actual

FY 2013 Adopted Budget

FY 2013 Estimated Actual

FY 2014 Adopted Budget

$ % Change From Change From FY13 Budget FY13 Budget

Revenues Public Art Fees Realized/Unrealized Gain/Loss Interest Rents & Royalties Unappropriated Fund Balance Total Revenues

$75,968 (5,289) 12,829 0 0 $83,508

$16,651 (2,578) 10,073 0 0 $24,146

$86,500 0 0 0 0 $86,500

$27,387 0 1,992 2,670 0 $32,049

$15,000 0 8,500 0 73,000 $96,500

($71,500) 0 8,500 0 73,000 $10,000

-82.66% n/a n/a n/a n/a 11.56%

Expenditures Operating Expenses Capital Total Expenditures

$505 37,216 $37,721

$11,222 79,522 $90,744

$86,500 0 $86,500

$121,591 0 $121,591

$96,500 0 $96,500

$10,000 0 $10,000

11.56% n/a 11.56%

$45,787

($66,598)

n/a

Revenues in Excess of Expenditur

($89,542)

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. The Fiscal Year 2014 Public Art Fund budget is $96,500, an increase of $10,000 or 11.6% from Fiscal Year 2013.

Expenditures The cost of selecting, purchasing, and maintaining public art are the main expenditures of the fund, along with consultants, materials, and supplies needed to support the Public Art Committee.

Revenues The only source of revenues 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.

The City of Coral Springs recognizes that public art creates a unique sense of place and distinction, enjoyment and pride for all citizens and visitors to our community.

City of Coral Springs, Florida

Equipment Services Fund Summary FY 2013 Adopted Budget

FY 2013 Estimated Actual

FY 2014 Adopted Budget

$ % Change From Change From FY13 Budget FY13 Budget

FY 2011 Actual

FY 2012 Actual

$2,348,060 194,488 312,715

$2,464,836 204,211 328,349

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

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

$120,884 11,161 18,200

5.00% 5.00% 5.00%

1,666,565 221,396 361,818

1,716,564 228,037 372,671

1,795,572 204,524 446,387

1,885,333 214,748 468,704

89,761 10,224 22,317

5.00% 5.00% 5.00%

116,107 65,300

109,075 138,054

140,000 100,000

52,463 135,964

80,000 103,000

(60,000) 3,000

-42.86% 3.00%

125,267 2,574 1,860 592 5,416,742

84,088 3,495 2,839 0 5,652,219

108,000 5,000 2,500 0 5,807,340

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

90,000 5,000 0 0 6,002,387

(18,000) 0 (2,500) 0 195,047

-16.67% 0.00% -100.00% n/a 3.36%

2,000,000 1,822,033 3,822,033

3,213,989 1,900,449 5,114,438

0 3,162,157 3,162,157

0 2,024,740 2,024,740

173,475 3,274,110 3,447,585

173,475 111,953 285,428

n/a 3.54% 9.03%

$9,238,775

$10,766,657

$8,969,497

$7,847,606

$480,475

5.36%

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

$701,322 312,084 1,982,794 2,249,779 5,245,979

$731,638 347,366 2,097,296 2,317,272 5,493,572

$803,086 359,356 2,198,415 2,446,483 5,807,340

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

$809,750 359,874 2,263,978 2,568,785 6,002,387

$6,664 518 65,563 122,302 195,047

0.83% 0.14% 2.98% 5.00% 3.36%

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

2,000,000 1,822,033 3,822,033

3,213,989 1,900,449 5,114,438

0 3,162,157 3,162,157

0 2,024,740 2,024,740

173,475 3,274,110 3,447,585

173,475 111,953 285,428

n/a 3.54% 9.03%

$9,068,012

$10,608,010

$8,969,497

$7,750,682

$480,475

5.36%

$170,763

$158,647

$96,924

n/a

15.00

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 Florida Atlantic University 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

$9,449,972

Fiscal Year 2014 Annual Budget

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 fleet equipment.

Revenues

The Fiscal Year 2014 Equipment Services Fund adopted budget totals $9,449,972. This represents an increase of $480,475 or 5.4% from Fiscal Year 2013.

Interfund transfers: (60.6% of total revenues)

As a self-sustaining fund, the Equipment Services Fund provides fleet 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 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. 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. 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. As illustrated on the “Ten-year fleet replacement cost” table, the average annual vehicle replacement cost for Fiscal Year 2014 through Fiscal Year 2024 is estimated at $4.2 million.

Major revenues in the Equipment Services Fund include: $5,724,387

Departments are charged an annual administrative fee plus a proportional fuel, maintenance, and replacement cost of their assigned vehicles and their share to operate the Fleet division. Overall revenues increased by 5.4% from Fiscal Year 2013. This is mainly due to an increase in vehicle’s cost. This additional expense is passed through to all departments proportionally, according with each department’s inventory and fleet replacement cost. For Fiscal Year 2014, Interfund transfers into the Equipment Services Fund are allocated as follow: • Chargeback: General Fund: $1,885,333; Fire Fund: $468,704; Water and Sewer Fund: $214,748. • Fuel and maintenance transfers: General Fund: $2,538,942; Fire Fund $382,246; Water and Sewer Fund $234,414. Approp Fund Balance: (36.5% of total revenues) $3,447,585 This revenue appropriation consists of $173,475 allocated for capital enhancements (see detail on the following page) and $3,274,110 for replacement of vehidles and equipment. Miscellaneous income: (2.9% of total revenues)

$278,000

This source of revenue includes: • Return of investment or interest earnings on fund balance during the fiscal year. The projected interest for Fiscal Year 2014 is budgeted at $80,000. A decrease of $60,000 or 42.9% from the previous year’s budget. • Auction of vehicles is estimated at $103,000. This amount represents a 3% increase from the Fiscal Year 2013 budget. • Charges for fleet services to neighboring cities are projected at $95,000. This includes maintenance of Fire vehicles for the City of Parkland and motorcycles for the City of Margate.

Ten-year fleet replacement cost $8.0 $7.7

$7.0

$6.5

$6.0 $5.0 $4.0 $3.0

$4.2 $3.3

$3.3

$3.6

$3.8

$4.0

$3.6

$3.4 $3.1

$2.0 $1.0 $0.0

City of Coral Springs, Florida

Equipment purchases: (34.6% of total expenses) $3,274,110

Expenses Major expenses include: Personal and benefits: (12.4% of total expenses)

$1,169,624

This represents a minor increase of $7,182 or 0.6% from Fiscal Year 2013. Chargeback expense: (27.2% of total expenses) $2,568,785 The chargeback expense will increase by 5% or $122,302 from the previous year’s budget. Gasoline: (14.5% of total expenses)

$1,369,782

Fuel expenses are expected to increase by $89,082 or 6.9% compared to the previous year’s budget. Other operating expenses: (9.4% of total expenses)

This represents an increase of $111,953 or 3.5% from the previous year. The increase is mainly due to budgeting for the purchase of two additional vehicles for Code Compliance, an additional van for criminal investigations, two pressure cleaners, and two workmans for maintenance of parks The budget also includes funding to replace 24 patrol vehicles, a pickup truck, 7 administrative vehicles, 3 Sport Utility vehicles (SUV’s), and a van for the Police Deaprtment. In addition, 1 Rescue transport vehicle for Emergency Medical Services is scheduled to be replaced this year, as well as 3 pickup trucks for the Fire Department, 6 SUV’s for Code Compliance and Building, 8 trucks for Parks and Recreation, and 2 trucks for Public Works Department.

$894,196

Other expenses include automotive parts, replacement tires for vehicles, chemicals, supplies, hand tools, vehicle warranties, costs to refurbish small equipment, etc. This budget represents a decrease of $23,519 or 2.7% from Fiscal Year 2013 budget.

Equipment Services Fund revenue and expense summary FY 2011 FY 2012 Sources Actual Actual Revenues: Interfund Transfers $5,105,042 $5,314,668 Parkland Maintenance Fee 125,267 84,088 Margate Maintenance Fee 2,574 3,495 Coconut Crk. Maintenance Fee 1,860 2,839 FAU Maintenance Fee 592 0 Interest 116,107 109,075 Other 65,300 138,054 Approp Fund Balance (Fin. Strategy) 2,000,000 3,213,989 Approp Fund Balance (Eqt Purchases 1,822,033 1,900,449 Total Revenues $9,238,775 $10,766,657

FY 2013 Budget

FY 2013 Est. Actual

FY 2014 Budget

$5,451,840 108,000 5,000 2,500 0 140,000 100,000 0 3,162,157 $8,969,497

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

$5,724,387 90,000 5,000 0 0 80,000 103,000 173,475 3,274,110 $9,449,972

$272,547 (18,000) 0 (2,500) 0 (60,000) 3,000 173,475 111,953 $480,475

5.0% -16.7% 0.0% -100.0% n/a -42.9% 3.0% n/a 3.5% 5.4%

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

$803,086 359,356 2,198,415 2,446,483 0 3,162,157 $8,969,497

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

$809,750 359,874 2,263,978 2,568,785 173,475 3,274,110 $9,449,972

$6,664 518 65,563 122,302 173,475 111,953 $480,475

0.8% 0.1% 3.0% 5.0% n/a 3.5% 5.4%

$0 15

$96,924 15

$0 15

$0 0.0

n/a 0.0%

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

$701,322 $731,637 312,084 347,366 1,982,794 2,097,297 2,249,779 2,317,272 2,000,000 3,213,989 1,822,033 1,900,449 $9,068,012 $10,608,010 $170,763 15

$158,647 15

Fiscal Year 2014 Annual Budget

$ Change from % Change from FY13 Budget FY13 Budget

Pension Fund Summary FY 2011 Actual

FY 2012 Actual

FY 2013 Adopted Budget

FY 2013 Estimated Actual

FY 2014 Adopted Budget

$ Change From FY13 Budget

% Change From FY13 Budget

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

$14,078,969 985,885 128,187 53,329 11,666 7,163

$13,621,210 1,604,199 136,711 54,462 9,906 8,051

$11,897,390 1,748,752 137,580 57,517 10,114 7,714

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

$11,670,915 1,743,542 149,652 56,636 10,233 7,769

($226,475) (5,210) 12,072 (881) 119 55

-1.90% -0.30% 8.77% -1.53% 1.18% 0.71%

Total Revenues

$15,265,199

$15,434,539

$13,859,067

$13,817,646

$13,638,747

($220,320)

-1.59%

Expenses Police Pension Sworn EMS/Fire Pension Certified ICMA(401)a - General Employees ICMA(401)a - Management General Employee Pension City Commission Pension

$11,310,445 1,536,214 1,377,296 523,015 500,000 18,229

$10,503,449 2,513,786 1,399,255 499,817 500,003 18,229

$8,700,000 2,700,000 1,457,372 496,895 500,000 4,800

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

$8,500,000 2,600,000 1,499,254 505,693 529,000 4,800

($200,000) (100,000) 41,882 8,798 29,000 0

-2.30% -3.70% 2.87% 1.77% 5.80% 0.00%

Total Expenses

$15,265,199

$15,434,539

$13,859,067

$13,817,646

$13,638,747

($220,320)

-1.59%

Revenues in Excess of Expenses

n/a

The City offers a defined-benefit pension plan for the Police and Fire department employees.

City of Coral Springs, Florida

Pension Fund Description The Pension Fund accounts for the accumulation of resources to be used for retirement benefit payments to the City’s employees. The Fiscal Year 2014 Pension Fund budget is $13,638,747. This represents a decrease of $220,320 or 1.6% less than the Fiscal Year 2013 budget primarily due to a change in the Police pension plan methodology and reduction in City’s future Annual Required Contribution.

Revenues The $13,638,747 Pension Fund budget consists of the following funding sources:

General employee pension expense: (3.9% of total expenses)

This is a single-employer defined benefit plan that was established in 1973 and was closed to new participants in 1988. This represents a $29,000 increase or 5.8% from Fiscal Year 2013 as determined by an actuary. City Commission pension expense: (0.04% of total expenses)

• $1,743,542 transfer from Fire Fund • $149,652 transfer from Water and Sewer Fund • $56,636 transfer from Equipment Services Fund • $10,233 transfer from Health Fund • $7,769 transfer from General Insurance Fund

Expenses $8,500,000

This represents a $200,000, or 2.3%, decrease from Fiscal Year 2013. Pension reform and change in methodology is major cause for decrease. 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: (19.1% of total expenses)

$2,600,000

This is a new defined benefit plan established in 2005 for firefighters and paramedics. This represents a decrease of $100,000 or 3.7%. This is also a defined benefit plan, making it necessary to maintain the appropriate funding level for the pension’s obligation as determined by an actuary. Employee (ICMA) expense: (11% of total expenses)

$1,499,254

This represents a $41,882 or 2.9% increase from Fiscal Year 2013. This is a defined contribution plan available to general employees. Management (ICMA) expense: (3.7% of total expenses)

$505,693

This represents a $8,798 or 1.8% increase from Fiscal Year 2013. This is a defined contribution plan, based on salary, available to managers and supervisors.

$4,800

No change to the City Commission pension plan from Fiscal Year 2013. This is a former Commission closed pension plan and has one remaining participant.

• $11,670,915 transfer from General Fund

Police pension expense: (62.3% of total expenses)

$529,000

Fiscal Year 2014 Annual Budget

Solid Waste Fund Summary FY 2011 Actual

FY 2013 Adopted Budget

FY 2012 Actual

FY 2013 Estimated Actual

FY 2014 Adopted Budget

$ % Change From Change From FY13 Budget FY13 Budget

Revenues Solid Waste Non Franchise Total Revenues

$0 $0

$3,827,185 $3,827,185

n/a n/a

Expenses Operating Expenses Interfund Transfer Total Expenses

$0 0 $0

$3,106,900 720,285 $3,827,185

n/a n/a n/a

Revenues in Excess of Expenses

n/a

Solid Waste Fund Description The Solid Waste Fund is a new enterprise fund for 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.

Expenses

The Fiscal Year 2014 Solid Waste Fund budget totals $3,827,185.

This represents the cost for the waste hauler contract with Waste Pro and the waste disposal contracts with Sun Bergeron and Wheelabrator.

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

$3,827,185

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 waste hauler and disposal fees.

Operating Expenses: (81.2% of total expenses)

Interfund Transfer: (18.8% of total expenses)

$3,106,900

$720,285

This represents a contingency from the General Fund to cover additional costs.

City of Coral Springs, Florida

Debt Service Fund Summary 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* Total Revenues

FY 2011 Actual

FY 2012 Actual

FY 2013 Amended Budget

$1,277,185 3,203,059 232,860 0 0 0 0 0 40,255 0 42,558 $4,795,917

$2,065,981 2,347,076 232,860 0 0 1,250,000 0 0 135,437 (13,243) 49,886 $6,067,997

$2,062,241 3,596,863 232,860 0 0 1,700,000 0 0 129,940 0 3,248 $7,725,152

$ FY 2014 Adopted Budget

FY 2013 Estimated Actual

$2,081,501 $1,497,097 3,596,864 3,695,695 282,860 382,860 50,000 50,000 100,000 0 1,700,000 800,000 14,302,475 0 78,170 0 129,940 0 (10,833) 0 16,981 9,516 $22,327,958 $6,435,168

$ Change from FY13 Budget

% Change from FY13 Budget

($565,144) 98,832 150,000 50,000 0 (900,000) 0 0 (129,940) 0 6,268 ($1,289,984)

-27.40% 2.75% 64.42% n/a n/a -52.94% n/a n/a -100.00% n/a 192.98% -16.70%

*Interest income fluctuates yearly based on how much cash is reserved, including the 10% debt commitment.

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-Other Total General Obligation Bond

$355,150 604,425 524,441 551,438 1,250 2,036,704

$355,400 601,138 525,704 551,438 1,250 2,034,929

$355,534 616,685 538,624 551,397 1,250 2,063,489

$355,350 607,150 531,354 551,438 1,250 2,046,542

$0 617,438 534,004 345,582 1,249 1,498,273

($355,534) 753 (4,620) (205,814) (1) (565,216)

-100.00% 0.12% -0.86% -37.33% -0.04% -27.39%

Franchise Revenue Bond-2004 (Refunding) Capital Revenue Bond-2008** Capital Improvement Revenue Bond Series 2010*** Lease Purchase Financing 2013**** Capital Revenue Note 2013***** Advance Refunding Escrow Total Revenue Bonds

1,761,206 1,674,713 89,455 0 0 0 3,525,374

1,758,556 1,665,863 540,955 0 0 0 3,965,374

1,758,244 1,665,963 535,457 0 0 0 3,959,663

1,758,244 1,665,963 535,458 278,170 14,195 14,339,237 18,591,267

1,760,019 1,669,663 411,857 473,756 519,600 0 4,834,895

1,775 3,700 (123,600) 473,756 519,600 0 875,232

0.10% 0.22% -23.08% n/a n/a n/a 22.10%

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

0 0 1,400 1,400

0 1,700,000 2,000 1,702,000

0 1,700,000 1,400 1,701,400

100,000 0 2,000 102,000

100,000 (1,700,000) 0 (1,600,000)

n/a -100.00% 0.00% -94.01%

Total Expenditures

$5,563,478

$6,001,703

$7,725,152

$22,339,209

$6,435,168

($1,289,984)

-16.70%

Revenues in Excess of Expenditures

($767,561)

$66,294

($11,251)

*General Oblibation Bond 2006 refunding in FY 2013 **Capital Revenue Bond was issued in August 2008 to refinance FIFC Loans 2001A & 2002B. ***Capital Improvement Revenue Bond Series 2010 (aka Build America Bond) was issued in December 2010 ****Lease Purchase Financing was issued in June 2013 for phone system *****Capital Revenue Note 2013 was issued in July 2013

Fiscal Year 2014 Annual Budget

n/a

Debt Service Fund Description The Debt Service Fund is used to account for the revenues and payment of voter-approved long-term general obligation debt, franchise revenue bonds, capital revenue bond debt, capital revenue notes, and lease purchase financing. The Fiscal Year 2014 Debt Service Fund budget is $6,435,168. This represents a decrease of $1,289,984 or 16.7% from the Fiscal Year 2013 budget primarily due to the use of reserves generated from an assignment of rent agreement with Black Dot, Inc, to cover a portion of the 2004 revenue bond debt.

Debt Service Fund revenues - $6,435,168 Other 0.9%

Reserves 12.4% Ad Valorem Taxes 23.3%

Fire Fund 6.0% General Fund 57.4%

Revenues Revenue sources for the Debt Service Fund Fiscal Year 2014 budget include: Ad valorem taxes: (23.3% of total revenues)

$1,497,097

Ad valorem taxes represent a levy of $0.2033 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. 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 of limiting its General Fund debt to no more than 12.5% of the total General Fund budget and limiting total outstanding debt to 5% of the City’s total taxable assessed value. For more information, refer to ”Debt Management Policies” in this section of the budget document. Transfers from General Fund: (57.4% of total revenues)

$800,000

This is an allocation of surplus or fund balance generated from an assignment of rent agreement with Black Dot, Inc. designated to finance a portion of the 2004 revenue bond debt. Interest income: $9,516 (0.1% of total revenues) This amount is interest that is earned from available debt service fund balances each month. The amount fluctuates with the market.

Debt Service Fund expenditures - $6,435,168

$3,695,695

The transfers from the General Fund are the amounts the General Fund has accumulated in debt service payments (principal and interest) for outstanding franchise and capital revenue bonds, recovery zone bond, and lease purchase financing. Transfers from Fire Fund: (6% of total revenues)

Appropriated Fund Balance: (12.4% of total revenues)

General Obligation Bond 23.3% Other 1.6% Revenue Bond 75.1%

$382,860

The transfers from the Fire Fund are the amounts the Fire Fund has accumulated in debt service payments (principal and interest) for the outstanding franchise and capital revenue bonds and lease purchase financing.

Expenditures

Transfers from Water and Sewer Fund: (0.8 % of total revenues)

General obligation bonds: (23.3% of total expenditures)

$50,000

The transfers from the Water and Sewer Fund are the amounts the Water and Sewer Fund has accumulated in debt service payments (principal and interest) for the outstanding lease purchase financing.

The debt issues and their projected Fiscal Year 2014 total debt service payments consist of: $1,498,273

• $4,705,000 General Obligation Refunding Bond Series 2005A issued July 6, 2005 to mature in Fiscal Year 2015. Debt service principal and interest payment for Fiscal Year 2014 is $617,438, and the outstanding balance is $1,170,000.

City of Coral Springs, Florida

• $5,855,000 General Obligation Bond Refunding Series 2005B issued July 6, 2005 to mature in Fiscal Year 2019. Debt Service principal and interest payment for Fiscal Year 2014 is $534,004, and the outstanding balance is $2,860,000. • $14,302,475 General Obligation Refunding Bond Series 2013 issued April 25, 2013 to mature in Fiscal Year 2027. Debt service principal and interest payment for Fiscal Year 2014 is $345,582, and the outstanding balance is $14,302,475. Revenue bonds/lease purchase: (75.1% of total expenditures)

Other: (1.6% of total expenditures)

$102,000

This is primarily for future debt to purchase an aerial truck for the Fire Department. For more information regarding the City’s debt issuances, refer to Debt Management on the following pages of this document.

$4,834,895

Allocation of Debt Payments for Fiscal Year 2014 2004 Franchise Revenue Refunding Bond

• $21,400,000 Franchise Revenue Refunding Bond Series 2004 issued October 28, 2004 to mature in Fiscal Year 2020. Debt service principal and interest payment for Fiscal Year 2014 is $1,760,019, and the outstanding balance is $10,695,000. • $16,830,000 Capital Revenue Bond Series 2008 issued August 14, 2008 to mature in Fiscal Year 2021. Debt service principal and interest payment for Fiscal Year 2014 is $1,669,663, and the outstanding balance is $11,280,000. • $5,913,000 Capital Revenue Bond Series 2010 issued December 14, 2010 to mature in Fiscal Year 2030. Debt service principal and interest payment for Fiscal Year 2014 is $411,857, and the outstanding balance is $5,426,316. • $4,679,582 Capital Revenue Bond Series 2013 issued July 5, 2013 to mature in Fiscal Year 2023. Debt service principal and interest payment for Fiscal Year 2014 is $519,600, and the outstanding balance is $4,679,582. • $2,511,998 Phone Lease Purchase Agreement 2013 issued June 20, 2013 to mature in Fiscal Year 2018. Debt service principal and interest payment for Fiscal Year 2014 is $473,756, and the outstanding balance is $2,311,998.

General Fund Fire Fund Sub-total Revenue Bond 2004

General Fund Fire Fund Sub-total Revenue Bond 2008

$1,569,663 100,000 $1,669,663

2010 Recovery Zone Bond General Fund

$411,857

2013 Capital Revenue Note General Fund

$519,600

2013 Lease Purchase Financing General Fund Fire Fund Water & Sewer Fund Sub-total Lease Purchase Financing 2013

373,756 50,000 50,000 $473,756

Total General Fund Total Fire Fund Total Water & Sewer Fund Total All Funds

$4,502,035 282,860 $50,000 $4,834,895

Debt Service Fund revenue and expenditure summary FY 2011 Sources Actual Revenues: Ad Valorem Taxes $1,277,185 Transfer General Fund 3,203,059 Transfer Fire Fund 232,860 Transfer Water & Sewer Fund 0 Transfer to Capital Projects 0 Proceeds of Refund Bond 0 Appropriated Fund Balance Interest Rebate-Rev. Bond Series 201 40,255 Other 0 Interest Income 42,558 Total Revenues $4,795,917

FY 2012 Actual

FY 2013 Rev. Budget

FY 2013 Est. Actual

FY 2014 Budget

$2,065,981 2,347,076 232,860 0 0 0 1,250,000 135,437 (13,243) 49,886 $6,067,997

$2,062,241 3,596,863 232,860 0 0 0 1,700,000 129,940 0 3,248 $7,725,152

$2,081,501 3,596,864 282,860 50,000 100,000 14,302,475 1,700,000 129,940 78,170 6,148 $22,327,958

$1,497,097 3,695,695 382,860 50,000 0 0 800,000 0 0 9,516 $6,435,168

($565,144) 98,832 150,000 50,000 0 0 (900,000) (129,940) 0 6,268 ($1,289,984)

-27.4% 2.7% 64.4% n/a n/a n/a n/a -100.0% n/a 193.0% -16.7%

Uses Expenditures: General Obligation Bonds Revenue Bonds Interfund Transfer Budget Amendment Advanced Refunding Escrow Other Total Expenditures

$2,036,704 3,525,374 0 0 1,400 $5,563,478

$2,034,929 3,965,374 0 0 1,400 $6,001,703

$2,063,489 3,959,663 1,700,000 0 2,000 $7,725,152

$2,046,542 4,253,430 1,700,000 14,339,237 0 $22,339,209

$1,498,273 4,834,895 0 0 102,000 $6,435,168

($565,216) 875,232 (1,700,000) 0 100,000 ($1,289,984)

-27.4% 22.1% n/a n/a 5000.0% -16.7%

($767,561)

$66,294

($11,251)

$1,627,159 132,860 $1,760,019

2008 Capital Revenue Bond

(Excludes General Obligation Bonds)

Rev. in Excess of Exp.

Principal/Interest

$ Change from % Change from FY13 Budget FY13 Budget

Fiscal Year 2014 Annual Budget

n/a

Debt Management The City of Coral Springs is not subject to a legally-imposed debt limit but makes careful use of debt when appropriate, per the self-imposed policies detailed below. The City will begin Fiscal Year 2014 with a combined outstanding net debt of $74,672,000. If there are no additional issuances in Fiscal Year 2014, the City’s total combined debt at the end of the fiscal year, September 30, 2014 is anticipated to be $70,443,000. General Obligation Bonds Franchise Revenue Bonds Capital Revenue Bonds/Notes/Loans Water/Sewer Revenue Bonds/Loans State Revolving Fund Loans (W&S)

$17,272,000 $9,320,000 $21,328,000 $8,095,000 $14,428,000 $70,443,000

General Obligation Debt General obligation (GO) bonds allow municipalities to borrow money to pay for capital improvements and infrastructure. Repayment of GO bonds is guaranteed by the “full faith and credit” of the City. Annual debt service to fully amortize interest and the repayment of principal on GO bonds is paid via a debt service millage. The City’s outstanding general obligation debt is secured by a voter-approved ad valorem tax millage. The current dedicated debt millage is $0.2033 per $1,000 of taxable assessed value. Refer to the Debt Service Fund Description for further information. Ratings

General Obligation Bonds

$14,428,033 $17,272,299

General Obligation Bonds Franchise Revenue Bonds Capital Revenue Bonds/Loans

$8,095,000 $9,320,000

Water & Sewer Bonds Water & Sewer SRF Loans

Current Balance

Year End Balance

1997 Refunding Series 2005 A

$1,170,000

$595,000

1997 Refunding Series 2005 B

$2,860,000

$2,430,000

2006 Refunding Series 2013

$14,302,475

$14,247,299

TOTAL

$18,332,475 $17,272,299

$21,327,523

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 prudent compared to cash financing. The state of Florida has not imposed a legal debt limit on municipalities. The City, however, follows two self-imposed policies in relation to debt management. First, annual General Fund debt service expense is limited to 12.5% of the total General Fund budget. The General Fund expenditures for Fiscal Year 2014 are $100,317,593. The General Fund budgeted annual debt service is $3,695,695 or 3.7%, well below the self-imposed limit of 12.5%. Second, the amount of general obligation debt is limited to a maximum of 5% ($387,577,855) of the City’s taxable assessed value ($7,751,557,101). Even after the recently completed new issuance, the City’s outstanding general obligation debt for Fiscal Year 2014 of $17,272,299 represents only 0.23% of the City’s taxable assessed value. This leaves the City over 95.5% of the remaining percentage of debt capacity of the City’s self-imposed 5% limit.

Much like an individual’s credit rating, a bond rating is a measure of an organization’s credit worthiness. Coral Springs is one of just two cities in Florida (Boca Raton being the other) and 22 cities nationwide to have earned the highest rating from all three rating agencies on its general obligation bonds.

Rating Agency

GO Bond Rating

Moody’s Investor Service

Aaa

Standard and Poor’s

AAA

Fitch

AAA

Recent Issues and Activities In Fiscal Year 2013, market conditions provided an opportunity to refund the City’s outstanding 2006 GO Bonds and reduce interest costs for the City’s residents. The newly-refinanced debt was obtained at a 2.18% interest rate, replacing the original 4.2% rate. This $13,500,000 bond was originally issued in 2006 to fund the Mullins Master Plan project, which provided additional Public Safety Building space, a new fire station, and parking and access improvements to Mullins Park. The City is considering issuing a new $8-10 million GO Bond within 12-24 months to assist the financing of various public safety needs.

City of Coral Springs, Florida

Franchise Revenue Bonds

Capital Revenue Bonds/Notes/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 (CST), sales taxes, etc... The Series 2004 Franchise Revenue bond refunded the 1994, 1996, 1998 and 1999 Series Franchise Revenue Bonds. These bonds were issued to fund various Public Works projects, parks projects, as well as other major projects and infrastructure improvements.

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.

Franchise Revenue Bonds Refunding Series 2004

Current Balance

Year End Balance

$10,695,000

$9,320,000

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

Current Balance

Year End Balance

Capital Revenue Refunding Series 2008

$11,280,000

$10,055,000

Capital Revenue Series 2013

$4,679,582

$4,251,234

Phone Lease Agreement 2013

$2,311,998

$1,848,581

Taxable Capital Revenue (RZED) Series 2010

$5,426,316

$5,172,708

TOTAL

$23,697,896 $21,327,523

Recent Issues and Activities In Fiscal Year 2013, the City issued a $4.7 million loan (Capital Revenue Series 2013) to finance necessary capital enhancements and acquisitions for the General Fund. Terms of this financing are 10 years with repayments starting in Fiscal Year 2014. Another $20-25 million debt issuance is being considered within 12-24 months to finance the construction of a new Municipal Complex.

Fiscal Year 2014 Annual Budget

Water/Sewer Revenue Bonds/Loans The first phase of water utility improvements identified in the City’s Water and Wastewater System Master Plan (August 2006) were funded by the Water and Sewer Revenue Refunding Bond Series 2010. This $8.7 million bond was redeemed at maturity in Fiscal Year 2013. The City utilized low-interest loans from the Florida Department of Environmental Protection State Revolving Fund (SRF) to finance additional needs identified in this Master Plan. SRF loan funds are drawn as they are spent on approved projects. Repayment dates are based on the estimated completion dates of the projects. The City has seven outstanding SRF loans, all but one of which has been finalized. The Forest Hills Wellfield project is not yet complete and the loan amount will be finalized once all draws have been made. While the term for each of these loans is 20 years, the annual interest rate has varied from 2.50% to 3.06% depending on the market rate at the time the loan was executed. The interest rate formula is 60% of the market rate as established using the “Bond Buyer 20-Bond General Obligation Bond Index.”

Water/Sewer Loans

Current Balance $5,304,612

$5,089,753

SRF Loan: Raw Water Supply Wells

$1,706,259

$1,632,125

SRF Loan: Transmission, Distribution, Interconnects

$3,041,902

$2,922,627

SRF Loan: Source and Treatment

$1,087,483

$1,044,531

SRF Loan: Forest Hills Wellfield

$829,706

$2,285,235

SRF Loan: Lift Station 20A/20B Rehab

$450,649

$427,827

$1,046,756

$1,025,934

$13,467,366

$14,428,033

$8,480,000

$8,095,000

SRF Total Bank Loan Series 2012 Water/Sewer Total Loans

Capital Improvement Program (CIP) budgets adopted in Fiscal Years 2012 and 2013 included a total of $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. The CIP anticipated utilizing SRF loans to fund these projects. It was determined that similarly low interest rates could be obtained through other sources without adding the administrative burden required by the State Revolving Fund. 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%.

Year End Balance

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

SRF Loan: Sewer Rehab Phase II

Recent Issues and Activities

$21,947,366 $22,523,033

City of Coral Springs, Florida

Capital Improvement Program The Capital Improvement Program (CIP) is an economical and responsible financial plan to ensure quality public services today and in the future. The CIP is a separate budgeting process within the annual operating budget. Collectively, the CIP and the Five-Year Forecast serve as a road map to intelligently plan for the Cityâ&#x20AC;&#x2122;s future.

Capital expenditure Fiscal Years 2014-2019 of $135,481,049

Equipment Services Fund 24.2%

Fire Fund 4.7%

The capital expenditure for Fiscal Year 2014 is programmed at $13,960,688. This total breaks down as follows: Water and Sewer Fund Equipment Services Fund General Fund Fire Fund Charter School Fund Tree Trust Fund

$5,351,000 $3,447,585 $3,153,930 $1,202,920 $591,253 $214,000

Water and Sewer Fund 28.0%

The CIP procedure is used to plan, budget, and finance the purchase and/or construction of large capital infrastructure, facilities, equipment, and other fixed assets. The City uses this process to ensure these expensive, long-lived projects are aligned with its strategic direction and that the money is prudently spent. The capital item to be undertaken or purchased, the year in which it will be started, the anticipated capital outlay each year, the estimated impact on the operating budget, and the method of financing the project are all listed in the CIP summaries that follow this description. The six-year Capital Improvement Program includes Fiscal Year 2014 budget and expenditure projections for the next five years. The total capital plan for Fiscal Years 2014 through 2019 is $135,481,049.

Capital expenditure Fiscal Year 2014 of $13,960,688 Tree Trust 1.5% Equipment Services Fund 24.7%

Charter School Fund 4.3% Fire Fund 8.6%

Water and Sewer Fund 38.3% General Fund 22.6%

Tree Trust 0.2% Charter School Fund 0.9%

General Fund 42.0%

CIP Selection Process 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 2014 through 2019. Each department submitting a capital acquisition request completes a Project Description Form. The request includes the following information: project title, department/ division, linkage to strategic priority or initiatives, expected life of equipment (when applicable), additional operating cost, additional revenue or income, contingencies, project description, update, alternatives, impact on other departments, and a justification. 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. One of the key improvements to the process has been to link 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 2014 capital budget is linked to the Strategic Plan as it relates to the City Commissionâ&#x20AC;&#x2122;s five priorities. The CIP also takes into consideration department needs, the Comprehensive Plan Capital Improvement element, and the Water and Wastewater Master Plan.

Fiscal Year 2014 Annual Budget

Fleet Replacement Program contributions and expenses

This recurring source of money makes the fund self-sufficient. Existing assets are replaced on a life cycle replacement schedule.

Fiscal Year 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024

New equipment can be added through a new initiative if it can be shown to support the Strategic Plan.

Contributed Estimated Expenses Depreciation Interest $3,274,110 $2,568,785 $124,717 $7,745,591 $2,825,664 $113,105 $3,349,197 $2,995,203 $16,969 $3,627,996 $3,174,916 $10,228 $3,785,495 $3,365,410 $0 $4,189,539 $3,567,335 $0 $3,387,654 $3,781,375 $0 $4,038,068 $4,008,258 $0 $6,548,989 $4,248,753 $0 $3,143,852 $4,503,678 $0 $3,552,140 $4,773,899 $0

Year-End Balance $5,655,257 $848,435 $511,409 $68,557 ($351,527) ($973,731) ($580,009) ($609,820) ($2,910,055) ($1,550,229) ($328,470)

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 2014 funds’ operating budgets. • Capital improvements are programmed and scheduled based on the City’s projected financial ability to purchase and maintain the capital project. All projects are prioritized and ranked based on criteria including the strength of the linkage between the capital expenditure and the City’s strategic priorities. • General Fund debt service expenditures will not exceed 12.5% of the total annual General Fund budget. • Voter-approved general obligation debt will not exceed 5.0% of the City’s total taxable assessed valuation. CIP Project Categories: Capital projects are divided into one of three primary categories: 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.

The table on the left 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 2014, the City will invest nearly $3.3M 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 below shows the annual investment cost to replace the existing inventory of computers. 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.

Computer Replacement Program contributions and expenses Fiscal Year 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023

Planned Contributed Expenditures Depreciation $356,694 $319,000 $310,300 $345,694 $95,200 $362,979 $1,129,900 $381,128 $169,800 $400,184 $442,100 $420,193 $275,900 $441,203 $516,600 $463,263 $753,100 $486,426 $165,600 $510,747 $354,500 $536,285

City of Coral Springs, Florida

YearͲend Balance $1,010,861 $2,427,326 $2,695,105 $1,946,333 $2,176,717 $2,154,810 $2,320,113 $2,266,776 $2,000,102 $2,345,249 $2,527,034

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. 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-as-you-go” financing and involves dedicating budget surpluses that are generated in previous years to capital purchases. When the City equity finances some of its CIP, it reduces the amount of debt that needs to be issued. Florida Department of Environmental Protection (DEP) loan—this program provides low-interest loans for planning, designing, and constructing drinking water and wastewater projects. This program is also known as a State Revolving Fund (SRF) Loan. Grants—this funding source refers to giving of funds for a specific purpose. Funds may be granted from federal, state, or local sources, such as Community Development Block Grant (CDBG), Urban Area Security Initiative (UASI), Federal Emergency Management Administration (FEMA), Florida Department of Transportation, Florida Department of Environmental Protection, Justice Assistance Grant (JAG) Resource Recovery Board, Florida Department of Health, etc.

CIP funding sources— Fiscal Year 2014 Funding Source

Budget

Operating General Fund

$592,308

Fire Fund

$578,072

Equipment Services Fund

$3,274,110

Water and Sewer Fund

$1,269,000

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. 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, Betti Stradling Park attracts all ages with a Slide and and revenues. Glide playground, skate park, courts and fields. The total cost of each recommended project is identified as part of the capital budgeting process and associated operating expenses are included in the operating budget. In the CIP, the Project Description Form for each project identifies expected debt service costs, including interest rate and life expectancy assumptions, and operating and maintenance costs for new equipment. Fleet requests are accompanied by a Fleet Replacement Form identifying the vehicle type, quantity, replacement cost, vehicle identification numbers, model type, and specialty items necessary to put the vehicle in service. In addition, current status and condition of each vehicle is required as part of the justification submitted for review (e.g. mileage, life-to-date repair cost, etc).

Equity Financing General Fund

$1,225,800

Fire Fund

$400,000

Equipment Services Fund

$173,475

Facilities Reserve

$439,000

Grants Florida DOH

$210,098

CDBG

$503,592

Justice Assistance Grant

$17,548

FEMA AFG

$176,432

Transportation Enhancement

$140,000

Grant Dependent

$5,000

Charter School Fund

$591,253

Tree Trust Fund

$214,000

Renewal and Replacement Fund Total FY 2014 CIP

$4,151,000

The CIP Review Committee—made up of the City Manager, the department requesting the capital, and staff from the Budget office—discuss all capital requests with further justification, research, and analysis during the 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. In summary, the six-year CIP provides the necessary components of a sound Capital Improvement Program. The table to the left describes sources of financing the capital budget in Fiscal Year 2014. It is important to note that $12.9M or 92.5% of the capital expenditure in Fiscal Year 2014 will be funded by reserves, operating capital or equity and $1M or 7.5% will be funded via grants; therefore, the City will not be issuing debt to finance capital this year.

$13,960,688

Fiscal Year 2014 Annual Budget

Impact of CIP on the City’s Operating Budget CIP impact on the operating budget Fiscal Year 2014

Additional Operating Expenses Additional operating expenses include all additional costs associated with a capital project, including any non-routine expenditure (additional maintenance costs, utility cost, personnel costs, uniforms, supplies, etc.) offset by anticipated savings or new revenues generated by that project. For example, the addition of nine fleet items—two vehicles for Code Compliance, a van for the Crime Scene Investigations unit, two workmans and two pressure cleaners for beautification, one truck for Utilities, and one vehicle for parking enforcers— 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 $81,000 and the annual depreciation charges for the use of this equipment is projected at $22,414.

Operating Budget $156,536,037

CIP Impact $5,816,904

Capital Improvement Budget $13,960,688

General Fund

Operating Capital Operating capital is a funding source for capital requests, vehicles, and equipment that are relatively modest in cost, have a short life expectancy and/or are purchased annually or fairly regularly. Each fund allocates money to make appropriate purchases or capital enhancements, financed through recurring revenues. Projects funded via operating capital in Fiscal Year 2014 total $5,713,490.

Projects funded via General Fund operating capital FY 2014 Budget

Department

Project

CMO

Corporate Park Assessment Study

$40,000

Development Services

Traffic Calming

$10,000

Emergency Medical Services

Chest Compression Devices*

$8,100

Health and Fitness Program*

$31,308

Event Cross Promotion Parks and Recreation

$5,000

University Drive and/or Sample Entryway Signs

$40,000

Irrigation Pump Replacement

$18,000

Cypress Hall Renovations

$75,000

Replace Second Story Windows Parks and Recreation (Sportsplex/Tennis Center) Tennis Center Improvements

$25,000

3-Meter Platform Replacement

$55,000

Motor Pump Replacement— 3 pool sites

$15,000

Parks and Recreation (Aquatic Complex)

$9,900

Replacement Bikes for Substation Unit Police

Public Works PW—Transportation Human Resources

$5,000

Vehicle for Parking Enforcers

$25,000

Security Cameras at Parks

$50,000

Corporate Park Drainage Study

$35,000

Replace Security Gate at Westside

$25,000

Street Light Policy and Upgrades

$38,000

Guardrail Maintenance and Repair

$50,000

Storefront Sign at City Hall in the Mall

$20,000

Update Security System at City Hall in the Mall

$12,000

Total GF Operating Capital

This year’s capital will impact the City’s general operating fund by $592,308, as described in the “General Fund operating capital” table. Fire Fund The Fire Fund’s operating capital totals $578,072. This allocation will be used for on-going improvements and upkeep of fire stations, replacement of respiratory protection equipment for firefighters, replacement of portable radios used for emergency communications, purchase thermal imaging cameras for search and rescue operations, and on-going program to install traffic light controllers at major intersections to allow safe and quick access to emergency vehicles. Water and Sewer Fund The Water and Sewer Fund’s operating capital of $1,269,000 will be used for ongoing replacement of fire hydrants; replace portable generators used during power outages at lift stations; continue inspection, repair, and maintenance of water and wastewater valves ensuring all components of the sanitary system will perform as needed during times of emergencies; implementation of a GIS Asset management tool to create a database of all infrastructure assets and components of the Utility System, with associated maintenance requirements. In addition, a stormwater drainage study will be conducted in the Downtown area including evaluation of water quality and treatment requirements in preparation for the future development of the Downtown. Additionally, operating funds will be used to install isolation valves to the raw water main system in order to have a mechanism to isolate individual wells rather than shut down multiple raw water lines when conducting repair and maintenance.

$592,308

*City's portion of granted funds

City of Coral Springs, Florida

Impact of CIP on the City’s Operating Budget (continued) Equipment Services Fund In Fiscal Year 2014 the City is projecting a $3,274,110 operating capital expense in the Equipment Services Fund to replace vehicles and equipment that have exceeded their useful life (refer to Fleet Assets for more information).

Debt Service Debt service refers to the amount of interest and principal the City will pay on its outstanding debt during a fiscal year. In Fiscal Year 2013, the City borrowed $4.7M to finance capital improvements for the General Fund. The interest rate of this loan is 1.95% and the life is 10 years. In Fiscal Year 2014, the City has budgeted $519,600 in the General Fund to begin repayment of this loan. In addition, this debt is planned in the General Fund forecast for annual repayment through Fiscal Year 2023. The City has secured long-term financing from the Florida Department of Environmental Protection State Revolving Fund (SRF) loan program for 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. Over $15 million in financing has been obtained and many projects have been completed (i.e. 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 2014, debt service totaling $1,031,165 is allocated in the Water and Sewer Fund for repayment of existing SRF loans. In addition, the City will begin repayment of a $8.7M bank loan secured during last fiscal year to continue rehabilitation of booster stations and perform necessary improvements on the water and sewer system. The interest rate for this loan is 2.29%. Principal and interest repayment for Fiscal Year 2014 is programmed at $579,192.

Fleet replacement cost Fiscal Years 2014—2024 $8.0 $7.7

$7.0

$6.5

$6.0 $5.0 $4.0 $3.0 $2.0 $1.0 $0.0

$4.2 $3.3

$3.3

$3.6

$3.8

$4.0

$3.6

$3.4 $3.1

Fleet Assets Replacement of vehicles and fleet equipment is funded in the Equipment Services Fund. This internal services 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 costs, 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 perform repairs, thereby extending their useful life. This strategy has resulted in annual cost avoidance for vehicle replacement as well as 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 Services Fund.

Fiscal Year 2014 Annual Budget

Impact of CIP on the City’s Operating Budget (continued) Chargeback is a term used to describe the method to reimburse the Equipment Services Fund for the usage of an asset over its expected useful life (also known as funded depreciation) rather than borrowing money to buy the asset at the beginning of its useful life. Depreciation fees collected from departments are held in the Fleet Replacement Fund until the money is needed to purchase fleet items. The total chargeback allocation for Fiscal Year 2014 is $2,568,785 of which $1,885,333 impacts the General Fund, $214,748 is allocated to the Water and Sewer Fund, and $468,704 is charged to the Fire Fund.

FY 2014 Capital projects financed via grants Source of grant

CDBG

Project

Allocation

Housing rehabilitation

$223,169

85th Avenue south of Sample Road improvement

$116,000

Youth scholarships

$50,000

Senior recreational activities

$44,423

Pathways sidewalk demolition

$30,000

The table on the previous page shows projected annual investment cost to replace the City’s fleet assets for the next 10 years.

New sidewalk evaluation, report, and study

$25,000

Neighborhood partnership

$15,000

Vehicles maintenance expenses and gasoline cost 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 2014 totals $3,155,602. This represents a 5% increase from Fiscal Year 2013 allocation. The impact to the City’s general operating fund is $2,538,942. The Fire Fund’s allocation for Fiscal Year 2014 is $382,246, and the Water and Sewer Fund’s portion is $234,414.

Replace tasers

$12,548

JAG

FEMA (AFG)

Fla. DOH Transportation Enhancement

Grants

Traffic homicide investigations enhancement

$5,000

Health and fitness program

$125,232

Physical exams and health screenings

$51,200

Training mannequins Chest compression devices Downtown pathways construction

$173,648 $36,450 $140,000

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 2014, the City has been awarded $1,047,670 to assist with funding of necessary capital projects, as described on the table above. This year’s granted funds impact the City’s operating budget by supplementing 7.5% of the total capital expenditure for Fiscal Year 2014.

City of Coral Springs, Florida

Capital Improvement Summary by Fund Fund Name Fire Fund General Fund Tree Trust Water and Sewer Equipment Services Charter School Subtotal Public Art Total CIP

FY 2013 FY 2014 Budget Adopted 389,800 $1,202,920 11,571,865 $3,153,930 475,000 $214,000 7,961,000 $5,351,000 3,162,157 $3,447,585 645,653 $591,253 $24,205,475 $13,960,688 86,500 $24,291,975 $13,960,688

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Plan Plan Plan Plan Plan $4,339,899 $226,640 $264,214 $287,577 $64,000 $23,484,263 $10,264,366 $9,476,273 $5,516,050 $5,095,419 $0 $0 $0 $0 $0 $8,193,500 $5,264,000 $6,781,000 $6,869,000 $5,569,000 $7,914,341 $5,411,697 $7,427,996 $4,285,495 $4,189,539 $516,092 $30,000 $30,000 $20,000 $0 $44,448,095 $21,196,703 $23,979,483 $16,978,122 $14,917,958

Total Cost FY 2014-2019 $6,385,250 $56,990,301 $214,000 $38,027,500 $32,676,653 $1,187,345 $135,481,049

$44,448,095

$135,481,049

$21,196,703

$23,979,483

$16,978,122

$14,917,958

Children ages 5 to 15 participated in a zumba dancing event on July 10th at the Coral Springs Gymnasium, as part of the festivities the City organized to celebrate itâ&#x20AC;&#x2122;s 50th birthday.

Fiscal Year 2014 Annual Budget

CIP Budget by Funding Sourceâ&#x20AC;&#x201D;All Funds Funding Source Operating General Fund Fire Fund W&S Fund Equipment Services Fund Total Operating Equity Financing General Fund Fire Fund Equipment Services Fund Total Equity Financing Reserves General Fund Facilities Debt Service Fund Total Reserves

FY 2013 Budget

FY 2014 Adopted

FY 2015 Plan

FY 2016 Plan

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

Total Cost FY 2014-2019

$803,925 389,800 1,006,500 3,162,157 5,362,382

$592,308 578,072 1,269,000 3,274,110 5,713,490

$452,257 339,899 979,500 7,745,591 9,517,247

$159,313 226,640 646,000 3,349,197 4,381,150

$206,754 264,214 830,000 3,627,996 4,928,964

$143,195 287,577 1,296,000 3,785,495 5,512,267

$93,872 64,000 632,000 4,189,539 4,979,411

$1,647,699 $1,760,402 $5,652,500 $25,971,928 35,032,529

189,000 0 0 189,000

1,225,800 400,000 173,475 1,799,275

743,000 0 0 743,000

473,000 0 0 473,000

383,000 0 0 383,000

248,000 0 0 248,000

138,000 0 0 138,000

3,210,800 400,000 173,475 3,784,275

1,139,304 1,450,000 2,589,304

439,000 0 439,000

138,000 0 138,000

210,400 0 210,400

151,378 0 151,378

272,860 0 272,860

338,480 0 338,480

1,550,118 0 1,550,118

469,175 19,057 429,036 79,275

350,205 0 0 0 405,000 8,000 0 763,205

260,205 5,000 0 0 0 0 0 265,205

260,205 0 0 0 0 5,000 0 265,205

260,205 0 0 0 0 0 0 260,205

1,894,617 22,548 176,432 210,098 545,000 18,000 0 2,866,695

Grants CDBG Grant Justice Assistance Grant FEMA AFG Florida DOH Federal Transp. Enhancement Grant Dependent Resource Recovery Board Total Grants

0 1,539,861 2,536,404

503,592 17,548 176,432 210,098 140,000 5,000 0 1,052,670

Renewal and Replacement Total R&R Fund

2,554,500 2,554,500

4,151,000 4,151,000

5,533,000 5,533,000

3,597,000 3,597,000

3,500,000 3,500,000

3,889,000 3,889,000

2,763,000 2,763,000

23,433,000 23,433,000

Impact Fees Water and Sewer Fund Total Impact Fees

1,200,000 1,200,000

0 0

Debt Service Loan (General Fund) Revenue Bond (W&S) Public Safety (2006) GO Bond General Obligation Bond Total Debt Service

4,636,532 3,200,000 753,000 0 8,589,532

0 0 0 0 0

15,318,801 1,750,000 0 10,168,750 27,237,551

9,087,448 1,090,000 0 2,062,500 12,239,948

8,400,936 2,520,000 0 3,800,000 14,720,936

4,522,790 1,753,000 0 500,000 6,775,790

4,195,862 2,243,000 0 0 6,438,862

41,525,837 9,356,000 0 16,531,250 67,413,087

Other Funds Charter School Fund Total Charter School Fund

645,653 645,653

591,253 591,253

516,092 516,092

30,000 30,000

20,000 20,000

0 0

1,187,345 1,187,345

Tree Trust Fund Total Tree Trust Fund

475,000 475,000

214,000 214,000

0 0

214,000 214,000

Public Art Fund Total Public Art Fund

86,500 86,500

0 0

Road Impact Fund Total Road Impact Fund

63,700 63,700

0 0

$24,291,975 $13,960,688

$44,448,095

$21,196,703

$23,979,483

$16,978,122

$14,917,958

$135,481,049

Total CIP

City of Coral Springs, Florida

Major Capital Projects by Department Department/Fund

Capital Project City Hall South Relocation Lease

Housing Rehabilitation Development Services Royal Palm Entryway

FY 2014 Budget

Funding Source

$250,000 Equity financing $223,169 CDBG $175,000 Tree Trust Fund

Downtown Pathways Construction

$140,000 Federal Transportation Enhancement Grant

85th Ave. South of Sample Improvement

$116,000 CDBG

EMS

Health and Fitness Program*

$156,540 FEMA AFG (80%); General Fund operating capital (20%)

Parks and Recreation

Median Master Plan

$115,000 Equity financing

Information Services Parks and Recreation Public Works Equipment Services

Water and Sewer Fund

Fire Fund Charter School Fund

Interaction Voice Response (IVR) Service

$150,000 Equity financing

SharePoint

$105,000 Equity financing

Mullins Park Revitalization

$183,000 Equity financing

Air Conditioning Maintenance/Replacement

$300,000 Facilities Reserves

Equipment for Litter Removal Crew

$190,800 Equity financing

Vehicles and Equipment Replacement

$3,244,110 Equipment Fund operating capital

Rehabilitation of Mullins Booster Station

$1,500,000 W&S Renewal and Replacement Fund

Infiltration/Inflow Correction Program

$1,300,000 W&S Renewal and Replacement Fund

GIS/Asset Management Tool

$340,000 W&S operating capital

Security Improvements

$300,000 W&S Renewal and Replacement Fund

Rehabilitation of East Water Booster Station

$289,000 W&S Renewal and Replacement Fund

Lift Station Rehab Program

$126,000 W&S Renewal and Replacement Fund

Isolation Valves in Raw Water Mains

$100,000 W&S operating capital

Cast Iron Water System Model

$100,000 W&S Renewal and Replacement Fund

Water Storage Tanks and Clearwell Cleaning

$100,000 W&S Renewal and Replacement Fund

Fire Hydrant Replacement Program

$100,000 W&S operating capital

Design and Engineering for Fire Stations 43 and 95

$400,000 Fire Fund operating capital

Self Contained Breathing Apparatus

$356,500 Fire Fund operating capital

Training Mannequins*

$231,530 Florida DOH grant (75%); Fire Fund operating capital (25%)

Roof Replacement

$445,653 Charter School Fund

*includes granted funds and City's match

Fiscal Year 2014 Annual Budget

Major Capital Projects by Location Capital Projects Citywide Infiltration/inflow correction program Lift station rehabilitation program Health and fitness program Isolation valves in raw water mains Air Conditioning maintenance/replacement

GIS Asset management tool Housing rehabilitation Cast iron water system model Equipment for litter removal crew SharePoint

Interaction Voice Response (IVR) service Self contained breathing apparatus Fire hydrant replacement program Vehicles and equipment replacement Water storage tank and clearwell cleaning

Coral Springs Drive

Water Treatment Plant

East Water Booster Station

Medians landscape upgrades

Security improvements

Rehabilitation design

Fire Academy

Fire Station 43

Training mannequins

Design

Downtown

85th Avenue

Pathways construction

Improvements (South side of Sample Road)

Lakeview Drive Coral Springs Charter School

Medians landscape upgrades

Roof replacement

Coral Ridge Drive

Royal Palm Boulevard

Medians landscape upgrades

Entryway

Fire Station 95 Design

Mullins Park Park revitalization

City Hall South

Facility

Relocation lease

Street name

Booster station rehabilitation

City of Coral Springs, Florida

Capital project

General Fund CIP Summary by Funding Source Funding Source

FY 2014 Adopted

FY 2015 Plan

FY 2016 Plan

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

Total Cost FY 2014-2019

Operating—General Fund Aquatic Complex Development Services Emergency Medical Services Parks and Recreation Police Public Works Sportsplex/Tennis Transportation Human Resources Operating—General Fund Total

$70,000 10,000 39,408 138,000 80,000 98,000 34,900 50,000 32,000 592,308

$109,000 16,882 0 0 12,500 213,050 26,325 74,500 0 452,257

$22,500 23,763 0 0 0 38,050 8,000 67,000 0 159,313

$47,500 27,204 0 0 19,500 38,050 0 74,500 0 206,754

$7,500 30,645 0 0 0 38,050 0 67,000 0 143,195

$7,500 20,322 0 0 28,000 38,050 0 0 0 93,872

$264,000 128,816 39,408 138,000 140,000 463,250 69,225 333,000 32,000 1,647,699

Facilities Reserves Center For The Arts Public Works Facilities Reserves Total

93,000 346,000 439,000

0 138,000 138,000

0 210,400 210,400

0 151,378 151,378

0 272,860 272,860

0 338,480 338,480

93,000 1,457,118 1,550,118

CDBG Grant Aquatics- Cypress Pool Development Services Parks and Recreation Transportation CDBG Grant Total

34,423 268,169 60,000 141,000 503,592

45,000 210,205 95,000 0 350,205

0 210,205 50,000 0 260,205

79,423 1,319,194 355,000 141,000 1,894,617

17,548 17,548

0 0

5,000 5,000

0 0

22,548 22,548

FEMA AFG Grant Emergency Medical Services FEMA AFG Grant Total

125,232 125,232

0 0

125,232 125,232

Florida DOH Grant Emergency Medical Services Florida DOH Grant Total

36,450 36,450

0 0

36,450 36,450

General Obligation Bond Parks and Recreation Police General Obligation Bond Total

0 0 0

1,000,000 5,000,000 6,000,000

0 0 0

1,000,000 5,000,000 6,000,000

5,000 5,000

8,000 8,000

0 0

5,000 5,000

0 0

18,000 18,000

0 0 0 0 0 0 0 0 0 0 0 0 0 0

1,134,000 215,000 99,000 776,850 200,000 174,148 712,753 4,523,500 689,900 1,137,000 1,387,800 4,250,000 18,850 15,318,801

892,500 35,000 35,000 14,000 0 86,520 652,428 3,755,000 291,000 637,000 28,000 2,661,000 0 9,087,448

124,500 27,500 20,000 0 0 116,436 771,000 2,415,000 618,000 637,000 24,000 3,647,500 0 8,400,936

78,000 19,500 7,000 0 0 106,790 30,000 1,300,000 475,000 312,000 45,000 2,149,500 0 4,522,790

52,500 0 0 0 0 111,934 71,328 1,205,000 146,000 312,000 15,000 2,282,100 0 4,195,862

2,281,500 297,000 161,000 790,850 200,000 595,828 2,237,509 13,198,500 2,219,900 3,035,000 1,499,800 14,990,100 18,850 41,525,837

69,000 69,000

414,000 414,000

140,000 140,000

405,000 405,000

0 0

545,000 545,000

0 $0 250,000 255,000 393,000 45,000 282,800 1,225,800

15,000 $10,000 0 50,000 568,000 0 100,000 743,000

15,000 $0 0 60,000 398,000 0 0 473,000

15,000 $0 0 70,000 298,000 0 0 383,000

15,000 $0 0 0 203,000 30,000 0 248,000

0 $0 0 0 138,000 0 0 138,000

60,000 $10,000 250,000 435,000 1,998,000 75,000 382,800 3,210,800

$3,153,930

$23,484,263

$10,264,366

$9,476,273

$5,516,050

$5,095,419

$56,990,301

Justice Assistance Grant Police Justice Assistance Grant Total

Grant Dependent Sportsplex/Tennis 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 Human Resources Loan Total Operating—W&S Fund Development Services Operating—W&S Fund Total Federal Transp. Enhancement Grant Development Services Federal Transp. Enhancement Grant Total Equity Financing General Fund Aquatic Complex City Manager Development Services Information Services Parks and Recreation Police Public Works Equity Financing General Fund Total Total General Fund CIP

Fiscal Year 2014 Annual Budget

Revenue Trends As part of the Five-Year Forecast, we have made several assumptions about the future revenue growth that have a major impact on the resources that we can plan to use. The next two pages explain some of the analysis of major revenue sources.

Building permit revenues

Building permit revenues grew rapidly in the late 1990s and early 2000s due to the accelerated development prior to build-out that was fueled by both positive economic conditions and population growth. When 95% residential build-out was reached in 2001, as expected and forecasted, revenues dropped precipitously. Growth in building permit revenues picked up again in 2006 and 2007 following Hurricane Wilma. With hurricanerelated repairs completed, we do not expect the strong growth in building permit revenues from the past two years to continue. We do, however, expect some growth in building permit revenues as residents begin to renovate older homes.

$4.5 Millions

$4.0 $3.5 $3.0 $2.5

Year-End Estimate

$1.5 $1.0

Hurricane Related Repairs

Build-Out

$0.5

Budget Estimate

Projected

$2.0

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

$0.0

Building Permit Revenue

Half-cent sales tax revenues $10.0

Revenue from the half-cent sales tax have been declining in recent years due to the impact of the economic recession. In fact, the state of Florida urges caution, predicting slow growth in sales tax. Further, for the first time in its history, the population of the City has declined, which could affect the distribution formula for this revenue source. Therefore, we believe conservative projections of 5% annual growth are warranted.

Millions

$9.0 $8.0 Budget Estimate

2014

$5.0

Year-End Estimate

$6.0

2013

Projected

$7.0

$4.0 $3.0

2019

2018

2017

2016

2015

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

$2.0

1/2 Cent Sales Tax

State shared revenues $5.0 Millions

$4.5

The state shared revenues are comprised of revenues from the state sales tax (73.4%), the municipal fuel tax (26.6%), and the alternative fuel user decal fee (0.01%). The economic downturn has had a devastating impact on this revenue source in recent years. However, we have experienced an increase in local travel so we predict this revenue source will begin to slowly recover in 2013.

$4.0 Projected

$3.0 $2.5 $2.0

Budget Estimate

Year-End Estimate

$3.5

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

$1.5

State Shared Revenues

City of Coral Springs, Florida

Revenue Trends (continued) Communications services tax revenues In Fiscal Year 2001 the state mandated a transition to the communications services tax. Since then, there has been little growth in these revenues because of increased competition and the state taking an increasing share of these revenues. We are projecting this revenue will decline in FY 2013 then remain steady throughout the remainder of the five-year period. The spike in this revenue in FY 2009 was the result of a one-time audit adjustment.

$8.0 Millions

$7.5 $7.0 $6.5 $6.0

Budget Estimate

$4.0

2014

$4.5

Year-End Estimate

$5.0

2013

$5.5 Projected

$3.5 2019

2018

2017

2016

2015

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

$3.0

Communication Service Tax

Electric utility service tax revenues $10.0 Millions

$9.0 Year-End Estimate

Budget Estimate

$6.0

2014

$7.0

2013

Projected

$8.0

This tax is based on consumption of electricity. For that reason, the actual revenue has been declining the past few years as consumers reduced usage during the recessionary period. We expect moderate growth in the consumption of electricity as vacant residential and commercial properties become absorbed and normal activity begins again.

$5.0 $4.0 $3.0

2019

2018

2017

2016

2015

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

$2.0

Electric Utility Service Tax

Electric utility franchise fee revenues $11.0 Millions

$10.0 $9.0 $8.0

Projected

Year-End Estimate

Budget Estimate

2013

2014

$7.0 $6.0 $5.0 $4.0

Fiscal Year 2014 Annual Budget

Electric Franchise Fee

2019

2018

2017

2016

2015

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

$3.0 2002

This franchise fee is based on the total electric bill. The base rate accounts for only half of the typical customerâ&#x20AC;&#x2122;s electric bill with the remainder made up of the fuel surcharge, the conservation and environmental recovery charge, and an equipment depreciation charge. Florida Power & Light (FPL) has not increased the base rate since early in 2011. FPL has petitioned the Public Service Commission for a 16% rate increase over the next two years. The base rate increase will be partially offset by a decrease in the fuel surcharge. Although we do not expect the entire request to be granted, it is likely that a portion of the request will be approved thereby increasing the total electric bill which in turn translates to increased franchise fee revenue. In addition, the Department of Energy expects the consumption of electricity to grow by 2% over the coming year.

Five-Year Forecast Our success to date has been largely dependent upon planning ahead for the financial realities we project in coming years. We do so by utilizing our Five-Year Forecasting model. This tool allows us to peer into the near future to identify the deficits that might await us if we were to take no further action. The Five-Year Forecast is an integral part of planning the Cityâ&#x20AC;&#x2122;s future financial strategy. It is a strategy we use to determine the level of risk we face over the next few years, and our ability to pay for the services we provide if we take no action to increase revenues or decrease expenditures.

Using this tool helps keep us focused on long-term solutions rather than short-term â&#x20AC;&#x153;fixes,â&#x20AC;? which could lead to negative financial impacts in future years. As shown in the Five-Year Forecast chart, the City is presenting a balanced budget in Fiscal Year 2014. The recent agreement to revise the police pension produced short term savings. Moreover, the benefits of this strategy will continue into the remainder of the five-year forecast period, bringing the projected deficit in the future to a much more manageable figure.

Revenues are projected at conservative levels over the period and are compared to cost increase estimates in payroll, operating expenditures, and capital outlay. Since many of our expenditure increases are fixed and predictable, the main variables are the rate of increase in existing revenues and new programs or projects planned over the forecast period. Typically, future years show a deficit of revenues over expenditures. The purpose of this financial exercise is to conservatively quantify our financial outlook so we can adequately prepare in advance to meet these challenges. As we map out our financial and operating strategies, we use the model to determine the potential impact of decisions.

Five-Year Forecast: General Fund $0.0 $0.0 -$2.0 -$3.3 $ Millions

-$3.9 -$4.5

-$4.0

-$5.5 -$6.2

-$6.0

-$8.0 *In FY 2010, the projected deficit for FY 2015 was $11.6 million.

-$10.0 FY 2014

FY 2015

FY 2016

FY 2017

FY 2018

FY 2019

Remaining Deficit This chart is for planning purposes and illustrates the potential shortfalls the General Fund could face if no 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 FY 2014 Business Plan.

City of Coral Springs, Florida

Fiscal Year 2014 Annual Budget

Surplus/(Deficit)

Total Expenditures

Expenditures City Commission City Manager's Office Human Resources Financial Services Information Services City Attorney's Office Police Department Emergency Medical Services Development Services Public Works Parks and Recreation Aquatics Sportsplex Non-Departmental Interfund Transfers Capital Financing Miscellaneous

Total Revenues

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

Revenues

$93,232,329

$277,534 2,686,193 1,326,873 2,547,851 2,687,017 826,566 43,833,365 8,939,338 5,741,622 4,012,553 9,074,064 2,389,616 1,594,475 2,244,180 897,755 2,372,954 1,780,373

$93,232,329

$31,133,669 1,432,712 8,555,293 9,726,733 18,444,412 3,291,394 12,432,132 1,656,593 3,237,378 3,322,013

Actual Fiscal Year 2012

$100,317,589

$352,109 3,233,225 1,452,647 2,545,778 2,886,654 863,842 45,124,246 8,845,000 6,499,433 4,414,581 10,105,669 2,383,671 1,646,135 3,046,818 1,228,031 4,288,002 1,401,748

$100,317,589

$33,651,176 2,103,433 10,332,933 10,806,725 19,291,873 3,643,420 13,380,888 2,019,253 3,668,385 1,419,503

Projected Fiscal Year 2014

1.5%

8.8% 10.1% 6.6% 0.7% -3.6% 3.0% 1.6% -0.3% 1.9% 4.3% 2.5% 0.4% -1.0% 10.6% 28.0% -2.6% -27.0%

1.5%

3.8% 12.8% 7.5% 7.0% -1.5% -0.5% 5.7% 2.0% -11.6% -48.7%

($3,349,374)

$105,854,314

$368,152 3,338,024 1,502,613 2,637,204 2,977,353 890,533 46,949,805 9,178,653 6,734,849 4,548,045 10,432,423 2,457,627 1,694,046 3,537,596 1,084,752 5,760,661 1,761,978

$102,504,940

$34,660,711 2,208,605 10,736,335 11,025,555 19,848,517 3,788,683 14,095,805 2,081,965 3,049,261 1,009,503

Projected Fiscal Year 2015

5.5%

4.6% 3.2% 3.4% 3.6% 3.1% 3.1% 4.0% 3.8% 3.6% 3.0% 3.2% 3.1% 2.9% 16.1% -11.7% 34.3% 25.7%

2.2%

3.0% 5.0% 3.9% 2.0% 2.9% 4.0% 5.3% 3.1% -16.9% -28.9%

($3,919,230)

$110,363,296

$385,345 3,488,669 1,574,008 2,764,321 3,102,345 929,267 49,348,208 9,637,498 7,064,456 4,719,134 10,857,579 2,556,017 1,757,013 3,662,802 1,128,142 5,266,336 2,122,157

$106,444,066

$35,873,836 2,319,035 11,158,734 11,248,856 20,938,134 3,940,478 14,813,408 2,146,925 3,095,157 909,503

Projected Fiscal Year 2016

4.3%

4.7% 4.5% 4.8% 4.8% 4.2% 4.3% 5.1% 5.0% 4.9% 3.8% 4.1% 4.0% 3.7% 3.5% 4.0% -8.6% 20.4%

3.8%

3.5% 5.0% 3.9% 2.0% 5.5% 4.0% 5.1% 3.1% 1.5% -9.9%

($4,511,972)

$114,743,739

$403,791 3,647,797 1,649,626 2,899,258 3,234,248 970,090 51,894,645 10,124,021 7,414,457 4,899,464 11,307,233 2,659,823 1,823,243 3,793,610 1,173,268 5,266,886 1,582,280

$110,231,767

$37,308,790 2,434,987 11,601,067 11,476,720 21,474,299 4,099,117 15,571,767 2,214,215 3,141,303 909,503

Projected Fiscal Year 2017

4.0%

4.8% 4.6% 4.8% 4.9% 4.3% 4.4% 5.2% 5.0% 5.0% 3.8% 4.1% 4.1% 3.8% 3.6% 4.0% 0.0% -25.4%

3.6%

4.0% 5.0% 4.0% 2.0% 2.6% 4.0% 5.1% 3.1% 1.5% 0.0%

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

Note: This forecast is for planning purposes only and shows potential deficits if no positive action is taken, given known operational and capital needs and conservative projections of revenue.

$98,814,284

$323,618 2,935,995 1,362,884 2,528,838 2,995,514 839,014 44,411,871 8,875,165 6,375,954 4,234,257 9,860,570 2,373,105 1,662,820 2,754,093 959,675 4,400,788 1,920,122

$98,814,284

$32,428,839 1,864,900 9,614,259 10,102,079 19,588,728 3,661,531 12,658,085 1,979,940 4,148,629 2,767,293

Budget Fiscal Year 2013

General Fund Five-Year Forecast Summary Schedule

($5,495,606)

$119,956,882

$423,607 3,816,009 1,729,778 3,042,617 3,373,557 1,013,141 54,599,812 10,640,226 7,786,418 5,089,717 11,783,259 2,769,439 1,892,966 3,930,285 1,220,198 5,263,511 1,582,342

$114,461,276

$38,987,685 2,556,736 12,064,317 11,709,243 22,122,109 4,264,927 16,373,414 2,283,922 3,189,419 909,503

Projected Fiscal Year 2018

4.5%

4.9% 4.6% 4.9% 4.9% 4.3% 4.4% 5.2% 5.1% 5.0% 3.9% 4.2% 4.1% 3.8% 3.6% 4.0% -0.1% 0.0%

3.8%

4.5% 5.0% 4.0% 2.0% 3.0% 4.0% 5.1% 3.1% 1.5% 0.0%

($6,229,331)

$125,117,992

$444,922 3,993,956 1,814,801 3,195,051 3,520,811 1,058,574 57,475,279 11,188,284 8,182,046 5,290,638 12,287,701 2,885,298 1,966,430 4,073,101 1,269,006 4,889,755 1,582,337

$118,888,661

$40,742,131 2,684,573 12,549,517 11,946,521 22,802,066 4,438,252 17,221,052 2,356,135 3,238,911 909,503

Projected Fiscal Year 2019

4.3%

5.0% 4.7% 4.9% 5.0% 4.4% 4.5% 5.3% 5.2% 5.1% 3.9% 4.3% 4.2% 3.9% 3.6% 4.0% -7.1% 0.0%

3.9%

4.5% 5.0% 4.0% 2.0% 3.1% 4.1% 5.2% 3.2% 1.6% 0.0%

Business Plan Contents Introduction ............................................................................................................................................................................... 89 Market Environment ............................................................................................................................................................... 90 Overview ............................................................................................................................................................................ 90 Economic Analysis .......................................................................................................................................................... 90 Real Estate Trends ........................................................................................................................................................... 93 Economic Development ............................................................................................................................................... 93 Downtown Coral Springs ............................................................................................................................................. 94 Technology ........................................................................................................................................................................ 94 Legislative Issues ............................................................................................................................................................. 95 Emerging Issues ............................................................................................................................................................... 96 Demographic Trends ..................................................................................................................................................... 97 Service and Operations Strategy ......................................................................................................................................100 A Family-Friendly Community ...........................................................................................................................................101 New Initiatives ................................................................................................................................................................101 Ongoing Initiatives .......................................................................................................................................................102 A Thriving Business Community .......................................................................................................................................105 New Initiatives ................................................................................................................................................................105 Ongoing Initiatives .......................................................................................................................................................107 An Active, Healthy Community .........................................................................................................................................110 New Initiatives ................................................................................................................................................................110 Ongoing Initiatives .......................................................................................................................................................111 An Attractive Community ...................................................................................................................................................113 New Initiatives ................................................................................................................................................................113 Ongoing Initiatives .......................................................................................................................................................116 A Professional, High-Performing Organization ...........................................................................................................118 New Initiatives ................................................................................................................................................................118 Ongoing Initiatives .......................................................................................................................................................120 Financial Strategy ...................................................................................................................................................................122 Revenue Outlook...........................................................................................................................................................124 Five-Year Forecast .........................................................................................................................................................126 Managing Debt and Equity .......................................................................................................................................126 Future Debt .....................................................................................................................................................................127 Fiscal Year 2014 Capital Improvement Program ................................................................................................127 Solid Waste ......................................................................................................................................................................127 Water and Sewer ...........................................................................................................................................................128 Pension Status ................................................................................................................................................................129 Fire Fund ..........................................................................................................................................................................130 Measuring Results ..................................................................................................................................................................131 Quarterly Performance Review ................................................................................................................................131 Key Intended Outcome Analysis .............................................................................................................................131 Supplier and Partner Performance Data ...............................................................................................................131 Sustainability Indicators .............................................................................................................................................131 Composite Indicators...................................................................................................................................................137 Fiscal Year 2013 Initiative Summary .......................................................................................................................140 Fiscal Year 2014 Initiative Summary .......................................................................................................................148

City of Coral Springs, Florida

Fiscal Year 2014 Annual Budget

Introduction The Strategy Behind the Plan

Reading the Business 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 results in 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.

The Market Environment section is the result of an environmental scan performed prior to the strategic planning process and is updated annually. It is presented in its complete form in the Strategic Planning Workbook each year 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.

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.

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 respond to 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. The most important measure is the Composite Index, a carefully balanced indicator of the City’s overall success relative to past performance.

City of Coral Springs, Florida

Market Environment Overview In the Environmental Scan prepared for the Strategic Planning Workshop earlier this year, we advised guarded optimism regarding the state of the economy. Although economic indicators were moving in the right direction, economic growth had slowed perceptively in the latter half of 2012. In fact, one economist referred to 2012 as the year of lost momentum. Economists attributed this slow down to political factors rather than any structural changes in the economy itself. In recent months, however, the economy has shrugged off its sluggish attitude. All indicators point to an economic upturn that is accelerating. For example, with fifteen straight quarters of positive growth in GDP, the economic recovery appears well on its way. Other economic indicators such as the unemployment rate, growth in consumer spending and personal income, housing sales, and net exports are all moving in the right direction. In fact, the Federal Reserve is so confident of a sustained economic recovery that it has suspended its Quantitative Easing program. There are a number of factors propelling the economic recovery. First, there is once again robust population growth in the Miami-Fort Lauderdale-Pompano Beach Metropolitan Statistical Area (MSA). Population in South Florida grew by 1.6% in 2012 which was the fastest growth rate since 2002. Florida’s population grew by 1.2% in 2012. A growing population leads to increased demand for goods and services which, in turn, feeds a nascent economic recovery. Second, a growing population coupled with rising housing prices is contributing to an improved labor market. After six straight years of job losses, the construction sector is actually gaining jobs in 2013. Finally, as evidenced by the increase in the value of residential properties and the attraction of new businesses, the City’s initiatives designed to diversify the commercial tax base and lays the foundation for a stronger local economy appear to be taking root. Another factor making consumers and investors more comfortable in recent months has been the decreased talk of non-economic factors derailing the economic recovery. For example, talk of the “fiscal cliff,” uncertainty over the future of health care reform, anticipation of additional spending cuts from the Federal sequestration and tax uncertainty have been largely relegated to the back burner. As a result, consumer confidence among Floridians, as measured by the Conference Board, is at its highest point since April 2007. The strength of our strategic planning process has been our ability to balance the realities outlined in the Environmental Scan with the desire to continually improve our City. The

vision of the FY 2014 – 2015 Strategic Plan is to position the City to take advantage of the economic recovery’s increasing momentum. The City’s vision will be brought to life through a series of one-year action plans which are also known as the Business Plan. As the first of the two action plans, the Fiscal Year 2014 Business Plan contains numerous tangible initiatives the City will undertake to move the City closer to its vision of being the premier community in which to live, work, and raise a family.

Economic Analysis Overview After the economy slowed perceptively in 2012, the economy has started off strong in calendar year 2013. For example, 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 year 2011 started off slow (0.4% GDP growth in the first quarter) but finished strong (4.1% growth in fourth quarter) raising hopes that this strong growth would continue. Calendar year 2012, however, opened with a modest 2% growth in GDP the first quarter of the year finishing with a disappointing 0.4% in the fourth quarter causing one economist to refer to 2012 as the year of lost momentum. With a GDP of 1.8%, the first quarter of 2013 started off strong. While the remainder of the year is not expected to continue at this pace, GDP is still expected to grow by around 2% for the remainder of the year. As shown in the chart, Florida, which had been experiencing growth in GDP far above the national average in the early part of the decade, has suffered far worse during the recession than much of the rest of the country. While one pundit describes Florida’s economic growth as “more eye-watering than eyepopping” since the official beginning of the economic recovery, there appears to be a growing consensus among economists that Florida’s economy will grow by 2% in 2013, 2.7% in 2014, and 3.1% in 2015 until slowing to around 2.7% in 2016 . The growth in GDP for the Miami/Fort Lauderdale/Pompano Beach area has surpassed that of the rest of Florida during the recovery period and is approaching the national average. Consumer spending, which accounts for nearly 70% of real GDP, will ultimately drive economic growth. Consumer spending is expected to grow as the labor market heats. Given that consumers are still in shock from the recent recession, however, economists do not expect consumer spending to reach pre-recession levels for some time. The average growth in consumer spending is expected to grow between 2.5% to 3.0% per year from 2013-2016. By comparison, consumer spending grew by nearly 4% per year in the late 90’s and early 2000’s.

Fiscal Year 2014 Annual Budget

We often forget that we sit astride one of the largest economic engines in the country. The Miami/Fort Lauderdale/Pompano Beach MSA is the 11th largest in the country in terms of economic activity. Experts, therefore, are expecting strong economic growth in South Florida resulting from foreign investment, population growth, tourism, and the long awaited rebound in the construction industry. For example, Florida’s population grew by 1.2% in 2012 compared to 1.6% in South Florida. While this small percentage difference may not seem significant, nearly half of all of Florida’s new residents settled in the two counties of South Florida. Due to the expected growth in activity the City will adopt an optimistic yet cautious attitude toward the economy. This is an important distinction since it will guide our financial strategy of projecting a moderate growth philosophy while at the same time taking steps to protect ourselves if the economic recovery is not as strong as hoped.

Employment Florida’s unemployment rate has been falling consistently from its peak of 12.3% in March 2010 to 7.2% as of April 2013. This is considerably less than Florida’s unemployment rate just one year ago (8.8% in May 2012). The City of Coral Springs’ unemployment rate has fallen from 6.2% in 2012 to 5.1% currently. The recent decline in the state and regional unemployment rates is driven primarily by job growth in the construction sector. Secondarily, net in-migration is causing an increase in demand for goods and services. The Miami-Fort Lauderdale-Pompano Beach MSA has added more than 80,000 construction related jobs in the first five months of the year. Employment growth in the Miami/Fort Lauderdale/Pompano Beach MSA is expected to be the strongest in the construction sector followed by the professional and business services, and the health care and education sector. The Coral Springs

Largest Metropolitan Statistical Areas in terms of economic activity (i.e., Real GDP) 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.

New York City Los Angeles Chicago Washington D.C./Arlington, VA Houston Dallas/Fort Worth Philadelphia/Camden, NJ San Francisco/Oakland Boston Atlanta Miami/Fort Lauderdale/Pompano Beach Seattle/Tacoma Minneapolis/St. Paul Detroit Phoenix

City’s unemployment rate lowest since September 2008 12%

11.2%

10%

8.9% 8.5%

9.5%

10.5% 8.9%

8.8%

8.1%

8.5% 8.0%

7.6%

7.6% 7.2%

5.4%

5.1%

5.0%

3.3%

3.4%

6.2% 4.7%

5.1%

4.1%

3.3%

3.2%

2006

2007

2% 0%

2008

City of Coral Springs, Florida

2009

Coral Springs

2010

National

2011

2012

Apr-13

Florida

Economic Development Foundation will focus on recruiting emerging industries such as medical, information technology, health care, and education.

U.S. Treasuries interest rate yield curve 4.00% 3.50% 3.00%

Inflation From 2005 through 2008, the City struggled with the impact of inflation on its ability to purchase products and services. Inflation was especially troublesome in South Florida where the regional Consumer Price Index (CPI) was significantly higher than the national CPI. This has not been the case since 2009.

2.50% 2.00% 1.50% 1.00% 0.50% 0.00%

In 2009, the Miami-Fort Lauderdale metropolitan area CPI not only dipped below the national average, as shown in the following table, the area actually experienced deflation which has the potential to reduce economic activity by discouraging investment and spending. During 2012, prices for items in the apparel, communication, education, and energy categories declined. Prices for items in the food, housing, and medical care areas, on the other hand, increased. Economists are expecting low rates of inflation through the end of 2015. Nevertheless, the City does have a number of service contracts which provide for price increases linked to inflation which will cause the costs of those programs to increase over the next year.

Percent change in CPI National

MiamiDifference Ft. Lauderdale

2005

3.4%

4.7%

1.3%

2006

3.2%

4.9%

1.7%

2007

2.8%

4.2%

1.4%

2008

3.8%

4.6%

0.8%

2009

2.2%

-0.3%

-2.5%

2010

1.5%

0.6%

-0.9%

2011

3.2%

3.5%

0.3%

2012

1.7%

1.4%

-0.3%

Interest Rates • As shown in the U.S. Treasuries interest rate yield curve chart, compared to a year ago, current short-term interest rates on Treasuries continue to be near zero percent interest. However, Treasury securities with terms longer than 2 years have higher interest rates from a year ago as signified by the increased slope of the July 18, 2013 curve. At the longer range of the curve, interest rates for 30 year Treasury bonds have increased from 2.66% to 3.69%.

3 Month

6 Month

2 Year 7/9/2012

5 Year

10 Year

30 Year

7/8/2013

• The increase in longer-term rates, in comparison to a year ago, signals increased borrowing costs for the City to use long-term debt to finance, in part, its capital projects. Historically these rates are still considered in the low range. As the economy improves there will be increased inflationary pressure causing interest rates to rise higher. This is true of even short-term rates as the Fed switches its monetary policy from a full employment posture to one focusing more on promoting price stability. Energy • The U.S. Energy Information Administration (EIA) expects that the Brent crude oil spot price will average $102 per barrel over the second half of 2013, and $100 per barrel in 2014. This forecast assumes there are no disruptions to energy markets arising from the recent unrest in Egypt. • After increasing to $119 per barrel in early February 2013, the Brent crude oil spot price fell to a low of $97 per barrel in midApril and then recovered to an average of $103 per barrel in May and June, about the same as its average over the same two-month period last year. The Department of Energy, according to both the West Texas Intermediate (WTI) and Brent, expects the crude oil prices to make a sharp decrease in the year 2014. It is expected that the decrease in the crude oil prices will contribute to lowering the annual average regular gasoline retail price from $3.48 per gallon in 2013 to $3.37 per gallon in 2014. • Even though the U.S. cooling degree days during June averaged 4% higher than the previous 10 years, the projected overall temperatures during July and August is slightly below average. Due to these indicators, the EIA is projecting the average U.S. residential customer to consume about 3,212 kilowatt hours of electricity during the 2013 summer months. In addition, the EIA expects the residential retail sales of electricity to grow by 1.6% for this year.

Fiscal Year 2014 Annual Budget

Real Estate Trends After experiencing year after year of declining or low property values, the City is beginning to see an upswing in the local property market. For Fiscal Year 2013 the City saw a slight 1.68% increase in taxable assessed values and the outlook for Fiscal Year 2014 is even brighter. This increase in values means one of the City’s primary revenue sources, ad valorem taxes and assessments, will increase. Recovery The residential real estate market is experiencing a shortage of inventory; there are fewer homes and condos for sale, resulting in a sellers’ market. Buyers are competing with multiple offers and most properties are sold at or near their listing price, with many closing well above. This rising demand is supporting a steady and sustained increase in the median sale price of existing single-family homes in Broward County, to $255,000 as of May 2013. Likewise, the median sale price of condos increased to $108,000. The inventory of single-family homes for sale in Broward County dropped 28.2% during the past year. According to Charles Bonfiglio, president of the Greater Fort Lauderdale Realtors in a July 4, 2013 report, “[A]s prices rise and cross previous purchase thresholds, we are likely to see more people put their homes up for sale.” At the local level, Coral Springs sales prices for the second quarter of 2013 are $300,000 for single-family homes and $75,750 for condos.

foreclosures have shown a slight increase over the past 18 months. Many of the distressed properties are the result of existing properties converted to condominiums and sold at an inflated price. Vacancies Start to Fill Up The non-residential real estate cycle started its decline later than the housing market and is expected to follow the housing market to recovery. Vacancy is a good barometer for the economy and the City expects to begin filling up the empty spaces. This is particularly true for retail, with industrial to follow. The City recently attracted major businesses, especially at the University Drive and Wiles Road intersection, including Marshalls, Sports Authority, Taco Bell, Ulta Cosmetics, and Buffalo Wild Wings. Scheduled to open later in 2013 are BJ’s Warehouse, Dicks Sporting Goods, Buca Di Peppo, BJ’s Restaurant, Bravo Supermarket, and Monkey Joe’s. Nearly all of the “big box” spaces within the City have been filled and the Coral Square Mall has added 14 new tenants over the past year. There are a few projects on the horizon that may have a large impact on the City’s non-residential market in 2013. These include three potential large-scale development projects in the Corporate Park as well as one redevelopment project in close proximity to the Coral Square Mall. Business development continues to grow with 250 new occupational licenses issued since October 2012.

New Residential Development

Economic Development

In December 2012, the City Commission approved the first reading of an ordinance that will amend the land use on the former Broken Woods Golf Club to allow for 436 new residential units. City staff worked closely with the property owner to ensure that the maximum amount of buffering would be provided between the proposed development and those properties that currently abut the property. On the north parcel of Broken Woods, the developer has proposed 188 single-family, zero-lot line homes, while on the south parcel, 80 townhomes and 168 three-story, multi-family units are proposed. If approved by the regional and state review agencies, construction on this development could commence in late 2014.

For the upcoming fiscal year, the City has positioned itself to take advantage of the beginning of economic recovery. The Economic Development Foundation (EDF) will focus on its core services of business development, business services and workforce development. The EDF is taking steps to ensure that the City is set up for success in the future by utilizing the expertise of Board members and professional affiliations such as Florida Venture Capital Forum, International Shopping Center Council, NAIOP (National Association for Industrial and Office Parks) and ULI (Urban Land Institute) to be sure that all efforts are targeted and will provide a basis for increasing the long term commercial tax base.

Thirty-six new single family homes are planned on the La Placida site now called Daniela Springs. Sixteen homes in this development have received a certificate of occupancy, and another 18 are in the building permitting or construction process. The developer expects all homes to be purchased in 2013. Foreclosures Stabilizing The number of residential properties in some stage of foreclosure peaked at nearly 5,500 in May 2010. Since then the figure has dropped to 2,219 (245 real estate owned; 1,392 pre-foreclosure; 582 auction) - a 60% decrease. The City expects residential foreclosures will continue to decline during 2013 enabling a stabilization of the housing market. Non-residential

Over the past year, the City has worked with the EDF to increase the contribution the City provides to the EDF by 4%. The City worked with EDF to fund an economic development incentive account to better enable EDF to focus on attracting targeted industries, including medical services, information technology (IT), global IT, educational services, logistics and distribution, foreign trade opportunities in the import/export market as well as small manufacturing. The EDF will continue to focus on targeted industries to diversify the local employment base while attracting those industries that are growing locally and nationally.

City of Coral Springs, Florida

Median single-family home values

Downtown Coral Springs The Coral Springs Community Redevelopment Agency (CRA) continues to prepare the downtown area for private investment and redevelopment. Its initiatives are focused on infrastructure improvements, increasing opportunities for redevelopment in the downtown area, improving communication with business owners and residents of the downtown area, and reducing commercial vacancies.

The Sample Road and University Drive infrastructure improvement project is underway. The plan includes construction of right turn lanes, movement of all existing utilities underground, installation of new traffic light mast arms, enhancement of the pedestrian environment, installation of new bus shelters, improvement of landscaping, and creation of an area Source: Zillow.com Home Value Index- single-family homes only for public art at the four corners. Design of utility line burial has been completed, necessary easements the Downtown Pathways. When completed, the project will and rights-of-way have been identified for acquisition, and the connect the CRA with the Coral Springs Medical Center, Mullins construction manager has been hired. Coordination between Park, the Center for the Arts and various public and private the City, CRA and property owners continues to minimize the institutions. Continued collaboration with Broward County impacts this project will have on the adjacent property owners and our neighboring cities on transportation hubs will make it with respect to parking, parking lot configurations and access easier for people to travel to our downtown area. into these properties. The CRA area has been identified as a gateway hub by the The Broward College Coral Springs campus, located at the Broward County Metropolitan Planning Organization (MPO) northwest corner of Sample and University, opened at 3500 which allows the CRA area to receive future funding for transitUniversity Drive in October 2012. The opening of the collegeâ&#x20AC;&#x2122;s related improvements. Also, the CRA and City have been satellite center is the culmination of efforts that began in 2005 meeting with Broward County on a Neighborhood Transit with the University and College Partnership. Course offerings Center that will provide a location for buses, bikes, pedestrians include day, evening, and weekend classes focusing on degree and future transit to provide connections from the CRA to other and certificate programs that will provide skilled workers for destinations within Broward County and the South Florida industries targeted by the economic development plan for Region. the City. In 2013, registration for evening classes is already at capacity and the College is working toward full capacity for day and evening classes in 2014.

Technology

There was no new redevelopment within the CRA in 2012 primarily due to the continued economic slowdown. Many properties within the CRA have changed ownership, however, no property owners have come forward with new projects. The CRA is involved in several activities aimed at closer communication with current and prospective business owners and residents of the downtown area. A newly-designed website will allow visitors to learn about ongoing downtown plans as well as activities, events, and programs. In addition, the CRA is creating an electronic communication database of its constituents to maintain regular and frequent communication. The CRA continues to work closely with the Economic Development Foundation to identify potential businesses and show them the benefits of a downtown Coral Springs location. The City has undertaken numerous Business Plan initiatives to support the revitalization of the downtown area. Resurfacing of master parking along Sample Road and the ongoing commercial faĂ§ade program will help attract customers to downtown businesses. The annual BizArt event brought approximately 1,000 residents and visitors to the area in January 2013. Work continues on the implementation of

Information technology is a fundamental component of the Cityâ&#x20AC;&#x2122;s future. For citizens and businesses to compete and be successful in an ever-changing world, the City must provide easy-to-use, flexible, and seamless access to data, knowledge and services on demand while business requirements and technology continue to evolve. The City will continue to invest in technology to ensure we can continue to provide top-notch service to our customers. Yet, as the City looks for ways to reduce expenses, it is also important that all City departments use existing software more efficiently and effectively. Network Infrastructure The City will merge its voice and data network onto a single platform. This merger is expected to increase the quality of service because of alternate routing of both voice and data. There will be redundant connections in three locations, so no single site outage will impact service at other locations and service will be re-routed automatically using new and improved technology.

Fiscal Year 2014 Annual Budget

Key components of the new voice and data architecture include: replacing the existing phone system, servers, switches and routers, and the purchase of additional software licenses. It is anticipated the new platform will serve the City’s voice and data requirements for the next ten years. Enterprise Software Application Staff is planning to modernize the current enterprise software application (i.e., Sungard H.T.E.). The main goal of modernizing the ERP is to streamline the code, financial, budgeting, human resources, building, permitting, asset management, licensing, and public safety processes throughout the City. An improved enterprise software application will also provide self-service functionality for both citizens and staff. Other advantages of such a system is that it reduces redundant data entry, tracks activity and cost information associated with work orders, manages the collection of money from multiple locations with full audit trails, and produces flexible financial reports. A key advantage of this application is the capability to fully integrate asset management with the general ledger. Software Sustainability The City of Coral Springs has been using Microsoft Office Suite for the majority of business document creation and editing requirements since 1998. The majority of employees’ desktop computers were replaced in 2012. To ensure employees have the most up-to-date software versions, the City entered into an Enterprise Agreement with Microsoft and purchased the Software Assurance program for Microsoft Office, Exchange, and SQL. Software Assurance provides upgrades, training, and support. We are piloting SharePoint as a collaboration tool. The City also entered into an Enterprise License Agreement for the Geographic Information System (GIS) software which will allow many more employees to access and analyze geospatial data using ArcGIS. IT Standardization The Information Services department will apply best practices based on the ITIL approach. ITIL advocates that IT services must be aligned to the needs of the business and underpin the core business processes. ITIL provides guidance to organizations on how to use IT as a tool to facilitate business change, transformation and growth. The City’s initial projects will be IT change management, problem management, and incident management. Green Information Technology As part of our efforts toward creating a Green Technology environment, the City has invested in new SAN (storage area network) technologies. These new SAN devices will allow the City to consolidate its storage infrastructure into a smaller footprint while providing more storage to meet the City’s growing storage needs. This smaller footprint will result in lower energy consumption.

The City is also updating and increasing the virtual server network. Document Management/Imaging We are in the process of migrating to a state of the art document management/imaging system. This solution will enable us to attach documents to the database on the mainframe and give us a more robust search capability. It will also help with paper reduction. Strong Password Utilizing a strong password will help protect City systems and data from people who might try and gain access by guessing at passwords. In general, people choose passwords derived from (pet names, home towns, family members, etc.). These types of passwords are easily defeated by malicious hacking tools as they are common dictionary terms that do not contain special characters, numbers and/or both. In order to comply with current Criminal Justice Information Services (CJIS) security requirements and, from audit recommendations, the City has begun implementing a complex password policy for all departments.

Legislative Issues The City is most 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 A proposed bill, which was placed on the 2013 ballot, would allow the state to repeal the authority of local government to levy the Communication Service Tax (CST) and revise the state CST to be a uniform 10.65 percent, up from the current 9.17%, has died on the in the Finance & Tax Subcommittee Even though the bill was withdrawn in the 2013 legislative session, the city will continue to monitor the possibility that it will be reintroduce in next year session. School Security Following the aftermath of the Sandy Hook Elementary School tragedy, several bills were proposed in the State Legislature to address school security. School Safety (SB 1208) was introduced into session that allowed taxes collected on firearms and ammunition to go toward school-safety programs. This bill was withdrawn in the senate on May 03, 2013. However, similar legislation may be introduced in future sessions.

City of Coral Springs, Florida

Emerging Issues School Resource Officers The Cityâ&#x20AC;&#x2122;s actions regarding school resource officers depends on the outcome of the State legislative session. We are currently evaluating the need for additional officers within local schools and exploring a variety of options to staff these positions. Bike Lanes In our ongoing effort to make Coral Springs more bicyclefriendly, a study has been completed of 22 roadway segments to determine if they could be made more accessible for bicycles. The study found that 12 of these 22 segments have potential to incorporate bike lanes and wide outside lanes by either restriping to narrow existing lane widths or adding asphalt along the adjoining grass area. Future scheduled roadway resurfacing projects were cross-referenced with these segments so that we take advantage of those opportunities to implement the bicycle-friendly improvements. Recycling The Energy, Climate Change and Economic Security Act of 2008 established a statewide recycling goal of 75% by 2020. The City has completed a waste generation and composition analysis which established the baseline Coral Springs recycling rate as 10.65% through traditional measurement and 43.1% including wasteto-energy credit allowed by the State. In 2014, the City will introduce automated recycling cart collection for single family residences. To address commercial recycling, the City is establishing the baseline recycling rate for this sector. Staff will present the strategic plan to reach the 75% goal and discuss the benefits and challenges of creating a mandatory recycling ordinance. Areas of concern 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. Fats, Oils and Grease (FOG) The damage that fats, oils and grease cause to our Cityâ&#x20AC;&#x2122;s wastewater collection system has been studied and determined to be approximately $55,000 annually. However, there is insufficient data to warrant a code change mandating inspection and cleaning of grease traps at this time. Careful tracking of expenses associated with fats, oils and grease will be implemented and the need for code changes will be revisited. In the interim, the City will focus on education efforts.

Fiscal Year 2014 Annual Budget

Demographic Trends

Population age

American Community Survey

50,000 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0

The U.S. Census Bureau uses the American Community Survey (ACS) to provide various demographic and socioeconomic data previously provided by the long form of the Decennial Census (discontinued starting with the 2010 Decennial Census). The ACS collects 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.

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 19 and under

A number of trends are worth monitoring as they may indicate the need for a new mix of services. Some trends include the small increase in the proportion of residents over the age of 65, the decrease in proportion of school age residents, the growing number of multilingual residents, and the increasing number of people living below the poverty level. Population In 2011, Coral Springs, Florida had a total population of approximately 123,000 of which 62,000 (50 percent) were females and 61,000 (50 percent) males. The median age was 37.4 years. Twenty-eight percent of the population was under 18 years and 10 percent was 65 years and older. For people reporting one race alone or in combination with one or more other races, 71 percent were White; 22 percent were Black or African American; 1 percent were American Indian and Alaska Native; 6 percent were Asian; less than 0.5 percent were Native Hawaiian and Other Pacific Islander, and 2 percent were some other race. Twenty-one percent of the people in Coral Springs were Hispanic. Fifty- percent of the people in Coral Springs were White non-Hispanic. People of Hispanic origin may be of any race.

People of Hispanic origin may be of any race

20-44

45-64

65 and over

Households and Families In 2011 there were 41,000 households in Coral Springs. The average household size was 3.0 people. Families made up 79 percent of the households in Coral Springs. This figure includes both married-couple families (55 percent) and other families (24 percent). Of other families, 12 percent are female householder families with no husband present and own children under 18 years. Nonfamily households made up 21 percent of all households in Coral Springs. Most of the nonfamily households were people living alone, but some were composed of people living in households in which no one was related to the householder. In Coral Springs , 44 percent of all households have one or more people under the age of 18; 20 percent of all households have one or more people 65 years and over. Among persons 15 and older, 54 percent of males and 50 percent of females are currently married.

Families make up most households 70% 60%

30%

50% 25%

25%

23% 19%

20% 17%

18%

20%

21%

40%

24% 21%

18%

30% 20%

15%

10% 0%

10%

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

5% Married-couple families

Other families (single householder)

Nonfamily

0% 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

City of Coral Springs, Florida

Household trends

Language spoken at home

60%

100%

50%

80%

40% 30%

60%

20%

40%

10%

20%

0% 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Households with one or more people under 18 years Households with one or more people 65 years and over

English only

Spanish

Other Indo-European languages

Asian and Pacific Islander languages

Other languages

Nativity and Foreign Born Seventy-one percent of the people living in Coral Springs in 2011 were native residents of the United States. Thirty- percent of these residents were living in the state in which they were born. Twenty-nine percent of the people living in Coral Springs in 2011 were foreign born. Of the foreign born population, 55 percent were naturalized U.S. citizens, and 61 percent entered the country before the year 2000. Thirty-nine percent of the foreign born entered the country in 2000 or later. Foreign born residents of Coral Springs come from different parts of the world.

Geographic Mobility In 2011, 86 percent of the people at least one year old living in Coral Springs were living in the same residence one year earlier. Housing Characteristics In 2011, Coral Springs had a total of approximately 45,000 housing units, 9 percent of which were vacant. Of the total housing units, 54 percent were in single-unit structures, 45 percent were in multi-unit structures, and 1 percent were mobile homes. Thirty-six percent of the housing units were built since 1990. Occupied Housing Unit Characteristics

Place of birth

In 2011, Coral Springs had approximately 41,000 occupied housing units - 25,000 (62 percent) owner occupied and 16,000 (38 percent) renter occupied. Sixty-eight percent of householders of these units had moved in since 2000. Eightythree percent of the owner occupied units had a mortgage. One percent of the households did not have telephone service. Five percent had no vehicles available and another 21 percent had three or more.

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

Housing Costs 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Native

Foreign born

Language Among people at least five years old living in Coral Springs in 2011, 38 percent spoke a language other than English at home. Of those speaking a language other than English at home, 54 percent spoke Spanish and 46 percent spoke some other language; 34 percent 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.

The median monthly housing costs for mortgaged owners was $2,119, nonmortgaged owners $624, and renters $1,269. Fortyeight percent of owners with mortgages, 28 percent of owners without mortgages, and 66 percent of renters in Coral Springs spent 30 percent or more of household income on housing.

Housing 100%

96%

95%

94%

95%

93%

14%

12%

10%

11%

88%

90%

89%

95% 90% 85%

86%

80%

91%

75% 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Occupied housing units

Fiscal Year 2014 Annual Budget

Vacant housing units

Median household income

Educational attainment 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Percent high school graduate or higher

$90,000 $80,000 $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Percent bachelor's degree or higher

Education

Income

In 2011, 93 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, 34 percent had a bachelorâ&#x20AC;&#x2122;s degree or higher, 25 percent had some college but no degree. Seven percent were dropouts; they were not enrolled in school and had not graduated from high school.

The median income of households in Coral Springs was estimated at $57,839 for 2011, though the 5-year estimate was $70,610. Eight percent of households had income below $15,000 a year and 12 percent had income over $150,000 or more.

The total school enrollment in Coral Springs was approximately 38,000 in 2011. Nursery school and kindergarten enrollment was 2,800 and elementary or high school enrollment was approximately 27,000 children. College or graduate school enrollment was 7,800.

Poverty and Participation in Government Programs In 2011, 11 percent of Coral Springs residents were in poverty. Eighteen percent of related children under 18 were below the poverty level, compared with 13 percent of people 65 years old and over. Eight percent of all families and 23 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 2011 the threshold was $11,702 for a person 65 years and older living alone. The threshold for a family with two adults and two children was $22,811.

School enrollment (age 3 and older) 50.00% 40.00% 30.00% 20.00%

Population below poverty level

10.00% 0.00%

25% 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 20% Nursery school, preschool

Kindergarten

Elementary school (grades 1-8)

High school grade (grades 9-12)

15%

College or graduate school

10% 5%

Employment Status and Type of Employer In Coral Springs , 64 percent of the population 16 and over were employed; 27 percent were not currently in the labor force. Seventy-eight percent of the people employed were private wage and salary workers; 13 percent were federal, state, or local government workers; and 8 percent were self-employed in their own (not incorporated) business.

0% 2005

2006

2007

2008

2009

2010

2011

65 years and over

Related children under 18 years

All families

Families with female householder

Commuting to Work Eighty-two percent of Coral Springs workers drove to work alone in 2011, and 10 percent carpooled. Among those who commuted to work, it took them on average 29 minutes to get to work.

City of Coral Springs, Florida

Service and Operations Strategy This Business Plan covers the first year within a two-year Strategic Plan for Fiscal Years 2014 and 2015. 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 • A Professional, High-Performing Organization While the Strategic Plan sets out the vision, the Business Plan outlines tangible plans for making the vision a reality. In each of the priority areas, department directors have developed initiatives that will direct the way the City operates in order to address our five priorities and implement the vision expressed in the Strategic Plan. A Word About Existing Services and Ongoing Initiatives In some sections, we have highlighted initiatives that were in previous Business Plans that are still being implemented in Fiscal Year 2014. Generally, if an initiative is fully operational and integrated into our service package, it will not be mentioned. The emphasis is on multiyear implementation and the evolution of existing initiatives. For more detail about the services we provide and the performance measures we use to manage those services, please reference the departmental sections of the Annual Budget.

Our New Initiatives Initiatives are developed that will assist us in achieving our Key Intended Outcomes. We include those we feel are significant contributors to supporting our strategic priorities or put additional demands on our resources. In this way, we identify the most significant actions we plan to take next year. Fiscal Year 2014 will present new challenges. Adhering to our successful business model, we will be preparing for the new normal that is resulting from the slow 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 Corporate Park. In addition, since aesthetics and overall attractiveness of a community have been shown to be essential to draw new businesses and residents, a number of Business Plan initiatives will enhance the City’s appearance and overall safety. Wherever applicable, operating expenditures have been identified for the first year only. Capital expenditures also reflect only the first year of the project, and do not include capital carrying costs.

City of Coral Springs’ Business Model Citizen Input

Data Analysis

Strategic Plan Business Plan Budgets Output to Citizens

100

Fiscal Year 2014 Annual Budget

A Family-Friendly Community Fire Station 43 and 95 Design

New Initiatives

Lead Department: Fire

Park Security Cameras

Capital Outlay: $400,000

Lead Department: Police Capital Outlay: $50,000 This program’s goal is to enhance the resident’s perception of safety when enjoying recreational activities at city parks and to aid in criminal cases. To do so, the security system at various parks within the City will be evaluated. A site survey will be conducted at North Community Park, Betti Stradling, and the Dog Park to inspect the functionality of the existing security cameras. The City has been working with a consultant on testing all the cameras to develop a scope of work, specifications, and configuration required to achieve the devices’ optimal performance. Once all cameras are tested, the City will replace those no longer operational with a dome camera and associated mount with improved resolution features, video motion detection, and active tampering alarm.

Fire Station 43 was erected in 1988, before Hurricane Andrew. Fire Station 95 was built eighteen years ago in 1995. Both stations were constructed before the Coral Springs Fire Department became a career force, and were designed to house apparatus and gear, not full-time staff. The Department has since changed from a volunteer department (established in 1971) serving a developing suburban city to a full-time professional department in a city with a growing urban center. Additional missions brought on by 9/11 require the Fire Department to respond to emergencies not imagined when these stations were built. Natural disasters like the devastation wreaked on South Florida during the 2005 hurricane season, in which six named storms impacted the state, present a special challenge for ensuring our fire stations weather these storms and preserve our Department’s ability to respond. This project will initiate the architectural and engineering design to rebuild Station 43 and remodel Station 95 to meet today’s challenges. The new designs will 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.

FY 2014 Goal

FY 2015 Goal

2,600

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%

Number of students attending classes at Broward College at Coral Springs Academic Center

3,500

4,000

Coral Springs Charter School graduation rate

95%

200

TBD

Key Intended Outcomes City crime rate (crimes/100,000 residents—Calendar Year)

Ratings of Quality of Life (Resident and Business Surveys)

Coral Springs Charter School school grade Injury accidents at or near 15 major intersections in the City

City of Coral Springs, Florida

101

Fuel System for Emergency Power Generators

Crime Scene Investigator

Lead Department: Public Works Fleet

Lead Department: Police

Capital Outlay: $85,000 (Equipment Services Fund)

Operating Expenses: $48,000

The City needs to provide a mobile fuel supply for emergency generators and equipment in the event of power outage. To do so, the City will utilize a truck and a trailer, equipped with a 500 gallon fuel tank, for fueling emergency generators used to provide power for traffic lights, pumps, lift stations, raw water well sites and other critical facilities.

Capital Outlay: $30,000

The fueling system will allow portable generators to remain fully functional without interruption when providing back-up power supply for any of the City facilities during emergencies.

To increase the safety of Coral Springs neighborhoods and its residents, the Police Department will hire an additional Crime Scene Technician to maintain and oversee essential information, documentation, and evidence taken at an incident location. In addition, this employee will be trained to retrieve and process DNA evidence. This program will enhance citizens’ safety while increasing the efficiency of the Police Department.

This mobile fueling station will enhance safety and efficiency of emergency operations. The truck can also function as an asset to any mutual aid situation when fueling is crucial to public safety, such as ensuring the provision of water supply or pumping wastewater. The truck may also be used to tow other large items during non-emergency situations.

Ongoing Initiatives

Replace Pedestrian Footbridge on 87th Avenue

Lead Department: Public Works

Street Lighting Improvements (2012-2014)

Lead Department: Public Works

Capital Outlay: $38,000

Capital Outlay: $86,000

Each year, the City receives requests from residents regarding the installation of new street lights and upgrades existing ones. In previous years, the City has responded to citizen concerns with street lighting by focusing on reporting faulty street lights and trimming tree branches away from light fixtures. For example, in Fiscal Year 2013, the City trimmed 74 trees around street lights in nine sections of the City deemed inadequate from a customer satisfaction survey, improving the luminosity level by an average of 39%.

Located on 87th Avenue, south of Sample Road, the pedestrian footbridge (35’ x 8’) has been there for at least 34 years. Initially built by the Coral Ridge Properties, this bridge provides an alternative access to and from Forest Hills Elementary School. In recent years, the bridge has also been used by the school as an emergency exit egress. Due to the age of the bridge, the City ordered a complete inspection to evaluate its structure. The City consultant engineer recommended the bridge be replaced. City staff will begin the procurement process immediately and estimates construction of a replacement bridge will be completed during the school winter break in December 2013, to ensure the bridge is available for use by students without interruption. Meanwhile, the City has scheduled monthly inspections to ensure it is safe for anyone walking over the bridge. The new bridge will be built on concrete supports that will level the deck and prevent flood damage.

In Fiscal Year 2014, the City will continue its efforts to enhance safety in our neighborhoods. The City will conduct a study on existing street lights and develop a reference manual for the City, including suggested lighting enhancements. Based on the American Association of State Highway and Transportation Officials (AASHTO) and Illuminating Engineering Society North America (IESNA), the study will make recommendations regarding the illuminating level, uniformity, spacing, pole setback, and other layout details that will serve as a guide for the development of a street light policy.

The pedestrian footbridge on 87th Avenue provides convenient access to Forest Hills Elementary.

102

Fiscal Year 2014 Annual Budget

Playground Equipment Replacement Program (2012-2014)

Dangerous Intersection Safety Program (2012-2014) Lead Department: Police

Lead Department: Parks and Recreation

Operating Expenses: $97,400

Capital Outlay: $80,000

Seven cameras were installed at five intersections throughout the City at the end of Fiscal Year 2011 with the goal of preventing traffic accidents at those intersections. An additional camera was installed at the intersection of State Road 7 and Wiles Road (south bound approach) increasing the total to eight cameras at six intersections. The City is reviewing the possibility of installing an additional camera on the north bound approach of this intersection.

In Fiscal Year 2012, the Cityâ&#x20AC;&#x2122;s 33 neighborhood and community playgrounds were evaluated and placed on an upgrade and replacement schedule by priority, addressing those in critical need first. By creating a 15 year plan, the City is able to spread out the replacement cost, instead of financing all of the playground upgrades in one year. CDBG (Community Development Block Grant) funds also assist in this effort. In Fiscal Year 2014, Three Mountains and Jaycee Park are scheduled to be upgraded.

This safety program has been revised due to changes in state law that took effect July 1, 2013. Municipalities that utilize red light cameras are required to establish an independent magistrate, similar to the process used by Code Compliance, to allow motorists to contest a notice of violation (NOV). Under the new law, motorist receiving a red light camera ticket can contest the notice of violation in the new appeals system, without going to court. Violators will be given 60 days to pay the notice of violation or ask for a hearing in front of a Special Magistrate/ Hearing Officer. If the offender does not request the special hearing or pay the notice of violation within this time, a Uniform Traffic Citation (UTC) is issued and processed as a normal moving violation, under state law.

The Cypress Park playground was renovated to improve the safety and attractiveness of this popular play area.

In Coral Springs, accidents have declined at the six intersections being monitored for red light violations. This is mainly due to changes in driver behavior as motorists obey traffic signals to avoid tickets.

Public Safety Dispatch Equipment Upgrade (2013-2014) Lead Department: Police Capital Outlay: $5.5M Operating Expenses: Existing This projectâ&#x20AC;&#x2122;s goal is to replace the existing analog communication equipment with an improved technology system. The current communication system is more than 15 years old and critical components of the system are no longer supported by the manufacturer. A study was conducted to analyze the existing public safety radio system and the alternative solutions for the upgrade. This project provides an opportunity not only to upgrade the technology, but also to provide interoperability with other agencies, a necessary factor in coordinating large-scale emergency response.

City of Coral Springs, Florida

103

Public Safety Technology Upgrade (2013-2014) Lead Department: Police Operating Expenses: $66,000 Justice Assistance Grant: $5,000 This is an ongoing program to bring technology up to date for emergency responders who rely on state of the art software to deliver concise and reliable information when fighting crime in the community, conducting forensic analysis and investigations. In Fiscal Year 2014, the City will replace the application used by police officers to capture fingerprints of suspects with a high definition, digital software capable of doing this task without the use of ink. The LiveScan system captures forensic quality images during the booking process of suspects in a fast and reliable manner. The software guides the user through the process with on-screen prompts and graphical interface displays. It provides real-time image quality check, sequence verification, and auto-contrast functions ensuring high-quality prints and images that meet the ANSI/ NIST and FBI Image Quality Specification standards, allowing electronic interface with other law enforcement agencies. The current application utilized by the Police Department for tracking false alarms is obsolete and will not function after the implementation of One Solution public safety software (OSSI). The existing software will be replaced by CryWolf, a management solution that tracks false alarms, processes invoices, and collects payments. This application is capable of interacting with the Cityâ&#x20AC;&#x2122;s CAD and OSSI applications. CryWolf false alarm management solutions have helped hundreds of agencies reduce false alarms, increase fee and fine collections, and streamline false alarm administration. The Police Department will obtain Blue Team, a companion product for IAPro, currently used by the Office of Professional Standards, to handle citizensâ&#x20AC;&#x2122; complaints, administrative investigations, and incidents. Together, these applications will assist in identifying potential problems early on, so that proactive action can be taken. This software will allow police officers to enter data remotely, streamlining the flow of crucial information, such as vehicle crashes, vehicle pursuits, and early warning incidents. The City will use Justice Assistance Grant (JAG) funding to purchase software and hardware for traffic homicide investigations. The goal is to enhance procedures for measuring, scale diagramming, and photographing in order to record physical evidence and essential facts available only at the crash scene.

104

Fiscal Year 2014 Annual Budget

A Thriving Business Community The suggested site for building the new municipal complex is on the CRA-owned parcel on the southeast corner of the University/Sample intersection. The proposed site allows for the development of commercial space and entertainment venues. A mix of uses in and around the municipal complex would create a much-needed identifiable catalyst to draw people to the Downtown area providing a boost to commercial development. It would also enable the City to leverage vertical parking to avoid large stretches of surface parking.

New Initiatives Municipal Complex Lead Department: City Manager’s Office Operating Expenses: Existing The existing City Hall (North) was built in 1967. Since it was originally built as a real estate sales center, it was not designed to serve as a municipal complex. The City moved its operation to the site in 1976 and was intended as a temporary location. The facility is outdated and functionally obsolete. Among its many deficiencies includes a lack of energy efficiency, does not meet many modern ADA accessibility standards, significant security and life safety limitations, is not hurricane-resistant, and lacks sufficient parking and public meeting space. In short, the current structure can no longer service the needs of the community. For example, the City Commission Chambers can only accommodate 37 visitors which is wholly inadequate for a city with 125,000 residents. A 2007 study concluded that to accommodate the City’s operational needs for the next 25 years as well as to consolidate its operation into a single site, a structure of at least 65,000 square feet would be needed or roughly double the size of the current City Hall North structure. In addition, 250 parking spaces would be needed.

In April 2013 the Community Redevelopment Agency (CRA) approved a streetscape design to create an attractive, pedestrian-friendly core. In May 2013 the City and CRA asked the Urban Land Institute (ULI) to convene a Technical Assistance Panel (TAP) to provide advice on the redevelopment of the University – Sample area. The ULI Panel concluded that “the City is well-positioned to use the new City Hall to create the heart that residents want and will achieve their vision for Coral Springs – a small town with big city opportunities.” Among the TAP recommendations is to move ahead with a municipal complex on the southwest corner to further establish this area as the heart of Downtown Coral Springs and to instill confidence for private sector investment. In Fiscal Year 2014, the City will take the steps necessary to move this project along. For example, an architect will be selected to design the architectural and engineering aspects of the complex, a construction company will be selected, a comprehensive space plan will be developed, and financing options will be explored.

The City Commission Chambers in City Hall only seats 37 visitors.

Key Intended Outcomes Business rating of the image of the City (Business Survey) Net new taxable value as % of Total Taxable Assessed Value (BCPA) Coral Springs’ June unemployment rate Retail vacancy rate (CoStar Jan-Mar report)

City of Coral Springs, Florida

FY 2014 Goal

FY 2015 Goal

96%

—

above the average of six comparison cities below State

below State

105

Development Services Outreach Program

Corporate Park Drainage Study

Lead Department: Development Services

Lead Department: Public Works

Operating Expenses: $9,440

Capital Outlay: $35,000

As the economy strengthens, existing businesses will begin to thrive and expand, while new businesses will open. Homeowners will begin to reinvest in their properties. It is important to reach out to all the businesses and homeowners within the City in order to maintain our standards and aesthetics as these changes occur. Development Services in the past has implemented a number of outreach programs to inform the community about its different programs and regulations. In addition to re-invigorating the existing programs, this project will add a number of new elements. These include educating the residents and business owners about different codes and regulations, hosting workshops, updating the website and Owner-Builder handouts, providing pre-construction discussion, scheduling of pre-submittal meetings for Owner-Builders, and developing a list of local non-profit organizations who are willing to help residents who lack the means or ability to correct code violations. Through educating and reaching out to the community, the City hopes to increase the level of voluntary compliance with municipal and land development codes.

In Fiscal Year 2013, the City’s engineer evaluated the Westchester area due to flooding associated with Tropical Storm Isaac. In Fiscal Year 2014, the City will continue its efforts to improve the drainage in this neighborhood by conducting a study of the Corporate Park area. The Corporate Park has historically encountered flooding during and after significant rainfall. The general boundaries of the study include, south of Sample Road, north of Wiles Road, east of Coral Ridge Drive, and west of Sawgrass Expressway. The study will also include adjacent areas which are hydraulically connected to the Corporate Park. Through the study, the City is interested in verifying the performance of the existing stormwater system and determining the potential improvements that would be required for the future development.

Downtown Parking Study Lead Department: City Manager’s Office Capital Outlay: $50,000 The new development happening within the Downtown Community Redevelopment Area (CRA) should include on-site parking. However, in some instances, providing on-site parking may not be feasible or desirable. This initiative seeks to review existing parking conditions, inventory, utilization, and identify future parking needs to encourage redevelopment within the Downtown CRA. The analysis includes conducting a structure feasibility study for on-site parking within the Downtown area. In addition, a public parking improvement fund could be established to allow developers to contribute towards off-site parking improvements to satisfy their parking requirements.

Flooding is the most common and most expensive type of natural disaster in the U.S. and most homeowner’s policies do not cover flood damage.

Electronic Permitting Feasibility Study Lead Department: Development Services Operating Expenses: $5,000 Demand from the business and development communities is driving the need to change the City’s permitting process. Experts in these fields use on-line services in their daily lives and are pushing for electronic permitting, which streamlines the process while facilitating development in the community. Broward County has led the way in developing an E-permitting platform, embarking on a five phase plan to have all Building and Environmental services offered solely on-line. This initiative will explore the variety of E-permitting products that are currently available in the market, determine the needs of the Building Division, and define resources that would be needed to successfully implement the system.

The City envisions creating an active main street environment in the Downtown area in order to create a sense of place for residents.

106

Fiscal Year 2014 Annual Budget

Ongoing Initiatives

Sample Road Enhancement Study Lead Department: City Manager’s Office

NW Broward Consortium for Planning Transportation Improvements (2012-2014)

Capital Outlay: $15,000 The section of Sample Road within the Community Redevelopment Area (CRA) is a Broward County arterial roadway. This road consists of six travel lanes and a narrow median. Street lights are located within the medians in this segment. This study will evaluate and identify potential longterm functional and aesthetic improvements. Improvements may include sidewalks, bike lanes, accessible transportation stops, safe crossing areas, median reconstruction, lane narrowing, landscaped curb extensions, and relocation and replacement of street lights.

Lead Department: Development Services Operating Expenses: Existing The Broward Metropolitan Planning Organization’s 2035 LongRange Transportation Plan (LRTP) identified gateway hubs at two intersections: Sample Road/University Drive and Sample Road/State Road 7. Four cities in northwest Broward (Coral Springs, Margate, Coconut Creek and Parkland) are cooperating in developing plans and programs that will support transit services on the Sample Road corridor. The consortium will also develop transit supportive land use initiatives to promote the development of gateway hubs at or near these intersections. A primary directive of the planning consortium is to establish a transit connection, referred to as the “Educational Corridor,” that connects Pompano Beach to the Broward College campuses in Coconut Creek and the new campus in Downtown Coral Springs, utilizing State Road 7 and Sample Road. This initiative lays the groundwork for long-term transportation planning for the northwest portion of Broward County. This is a long-term effort to obtain federal, state and county funding for projects that enhance the downtown area and improve transit ridership. Planners from Coconut Creek, Margate, and Coral Springs continue to meet regarding this project.

2014-2015 Short-Range Transportation Improvement Plan

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Community Redevelopment Agency (CRA) Area

City of Coral Springs, Florida

107

Traffic Management (2010-2014)

Downtown Redevelopment (2013-2014)

Lead Department: Development Services

Lead Department: City Manager’s Office

Capital Outlay: $10,000

Partner: Community Redevelopment Agency (CRA)

The Transportation Improvement Plan for Fiscal Year 2014 is composed of various programs planned or underway with the goal of ensuring that acceptable levels of service and safe driving conditions are maintained in the City. The Traffic Management team, composed of representatives from Community Development, Public Works, Police, Fire, and Engineering, meets monthly to monitor traffic-related issues and proposed developments throughout the City and surrounding area.

Capital Outlay: $3.6M (Economic Recovery Zone funding)

Current projects include traffic calming, red light cameras, road resurfacing, intersection improvements and turn lanes, roadway widening, and pedestrian and bicycle infrastructure improvements.

The City and CRA have enumerated and prioritized the infrastructure improvements that will occur in the downtown area. These improvements include the installation of turn lanes on Sample Road, the redevelopment of NW 31st Court promenade, NW 32nd Street and NW 94th Avenue streetscaping, Sample Road median landscaping improvements, and matching walkway grants. Resurfacing University Drive is planned for Fiscal Year 2015 following the construction of turn lanes. These enhancements will provide pedestrian and bicycling connections which together will create a “sense of place” the residents/commercial owners have been seeking for the past several years.

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. The City will continue discussions of the anticipated gateway hub, amphitheater and other civic uses within the Downtown.

In Fiscal Year 2013, 33 streets were tested for traffic calming measures, and speed cushions were repaired or installed on three streets. The City also worked with the Turtle Run CDD on improvements to several streets in that area. In 2013 a new sidewalk was built on NW 38th Drive between University Drive and NW 85th Avenue. Broward County has begun the design of a roadway expansion project on Wiles Road from four to six lanes from Rock Island Road to State Road 7. This project will include bike lanes, wide sidewalks, and pedestrian lighting. Construction will begin in 2014.

Long-Range Transportation Improvement Plan

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STATE ROAD 7 (US 441)

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1. University Drive/Sample Road - Add SB, EB and WB right turn lanes 2. University Drive/Wiles Road - Add NB, SB, EB, and WB left turn lanes - Add NB and SB through lanes 3. Sample Road/Coral Springs Drive - Add EB and WB right turn lanes 4. Sample Road/Riverside Drive - Add EB right turn lanes Add NB and SB left turn lanes 5. Sample Road/NW 85th Avenue - Add NB and SB left turn lanes 6. Coral Hills Drive - Sample Road to NW 29th Street Widen to provide a 3-lane cross section 7. NW 33rd Street - Coral Hills Drive to NW 99th Way Widen to provide a 3-lane cross section 8. University Drive - Wiles Road to NW 40th Street Widen from 4 to 6 lanes 9. Wiles Road - University Drive to Riverside Drive Widen from 4 to 6 lanes 10. Multi-Modal Improvements (MPO) 11. Proposed Transit Center 12. Downtown Pathways 13. Future Sidewalks

DRIVE

RIVE RSID

" ) Completed A. University Drive/ Sample Road - Add NB and EB right turn lanes, Bus Bay and Sidewalk Improvements (Completed 2007) B. Sample Road/Sportsplex Drive, install traffic signal (Completed 2006)

Community Redevelopment Agency (CRA) Area

108

Fiscal Year 2014 Annual Budget

Economic Development Strategic Plan Implementation (2013-2014)

Job Outreach Database (2010-2014) Lead Department: Budget, Strategy and Communication

Lead Department: City Manager’s Office

Operating Expenses: Existing

Partner: Economic Development Foundation

In early Fiscal Year 2012 the website and database for the Coral Springs Outreach project was completed and the program was shared with school principals and guidance counselors. The program was expanded to include all job seekers, not just the student population.

Operating Expenses: Existing In Fiscal Year 2013, the City Manager’s Office, in partnership with the Economic Development Foundation (EDF), commissioned an Economic Strategic Plan to expand and diversify the commercial tax base through targeted strategies. This targeted approach focused on identifying specific industries that are establishing the future of the area and of the country, such as medical services and information technology (IT), global IT opportunities, educational services, logistics and distribution, foreign trade opportunities in the import/ export market as well as light manufacturing. The Economic Development Strategic Plan is expected to be completed between December 2013 and January 2014. Upon receipt of the final report, the recommendations will be prioritized for implementation.

The Coral Springs Outreach Project continued in Fiscal Year 2013 by expanding involvement to local businesses. Students are able to post their resume and search for job opportunities in the City. Employers benefit from the program by having a centralized place to advertise job opportunities and find local candidates for their workforce. This year, the Communications Department will promote the benefits of the Job Outreach Database with a focus on increasing participation.

During this year’s Strategic Planning workshop, there was strong emphasis on the need to intensify the City’s marketing strategy to attract new businesses into Coral Springs. While much of the groundwork will be completed in Fiscal Year 2013, Communications and Marketing staff will work closely with Economic Development Foundation (EDF) to assist in implementing the recommended strategy. Through launching a national ad campaign that targets industries identified in the EDF Strategic Plan, the City will work to build a robust business community creating a new vision for economic growth.

The City commemorated its 50th Anniversary with a 13 month-long celebration that will be remembered for years to come.

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An Active, Healthy Community Event Cross Promotion Pilot

New Initiatives

Lead Department: Parks and Recreation

Enhance Sports Commission Resources Lead Department: Parks and Recreation Operating Expenses: $20,000 additional In an effort to raise the profile of Coral Springs in the amateur sports community, the mission of the Sports Commission will be augmented to include the attraction of new athletic events, particularly signature events. The ultimate vision is to maximize the economic impact on the business community as well as promote the City as a destination that offers “Everything under the Sun.” This project will allow the Sports Commission to continue to fund existing events while providing financial incentives to attract new one. Additional Sports Commission volunteers with the required expertise will be recruited to assist with this effort.

Capital Outlay: $5,000 This pilot project will focus on promoting events. By installing television screens in areas where people are likely to congregate, the City will be able to increase the awareness of its events by informing both the participants and spectators. Providing a continuous loop of information, these screens can be updated much more quickly than traditional printed signs. Three television screens will be installed in the Aquatics Complex as a pilot project, later expanding to Parks and Recreation facilities, the Tennis Center, and the City Hall lobby.

Cypress Hall Renovation Lead Department: Parks and Recreation Capital Outlay: $75,000 In order attract and maintain customers, the City needs to keep a clean and up-to-date facility for the groups, citizens and visitors that utilize Cypress Hall. Cypress Hall is over 25 years old and in need of an upgrade. This project will renovate the kitchen area, meeting room, and restrooms, providing new cabinets, tile, flooring, and fresh paint. Under the Aquatic Complex Entryway initiative, the front entrance of this facility will be renovated to better reflect the world-class training and competition taking place inside.

FY 2014 Goal

FY 2015 Goal

—

96%

Youth volunteer hours (Volunteer Services report)

18,000

Athletic league participation

8,100

Sports Commission: Number of room nights

3,600

4,000

Number of riders on intracity bus routes

90,000

Key Intended Outcomes Resident rating of appearance of Parks and Recreation facilities (Resident Survey)

110

Fiscal Year 2014 Annual Budget

Ongoing Initiatives

Half-marathon and 5K Run/Walk (2013-2014) Lead Department: Parks and Recreation

50th Anniversary Celebration (2012-2014) Lead Department: Development Services Operating Expenses: $75,000 For Fiscal Year 2014, City staff will continue to work on the final events and promotional efforts for the City’s 50th Anniversary celebration. Signature events, held on the anniversary date of July 10, 2013, included Campapalooza, an attempt to break a Guinness World Book of Records for ZumbAtomic, and a giant Block Party extravaganza. The festivities continue with hosting Broward County’s Pioneer Day, staging an outdoor concert and will culminate with the Holiday Parade in December 2013.

Operating Expenses: $15,000 The City, in conjunction with In the Zone Event and Sports Management, will host a half marathon and 5K road race. With a great turnout of 1,400 participants at the inaugural event, held March 30, 2013, the City was encouraged to make this an annual event. The purpose of this event is to encourage healthy lifestyle choices while providing positive exposure to the City and local businesses.

Teen Political Forum (2009-2014) Lead Department: Human Resources

Downtown Pathways (2012-2014) Lead Department: Development Services Federal Transportation Enhancement Grant: $140,000 (FY 2014); $405,000 (FY 2015) CDBG: $30,000 The City will build a pathway east of Coral Springs Drive along Ben Geiger Drive (also known as NW 29 Street) and north along Coral Hills Drive to Sample Road, with a section of the pathway cutting across the southeast section of the Coral Springs Medical Center. This pathway will improve access to local social service agencies, schools, places of worship, and medical facilities. It will be suitable for pedestrians and bicyclists and provide direct access to Downtown.

Operating Expenses: Existing The Teen Political Forum gives our youth the opportunity to meet their elected officials in person, ask questions, and play an interactive role in the community. This year’s Forum was held on February 11, 2013, at Coral Springs Center for the Arts. With the City and the County officials in attendance, students were able to ask questions and receive answers right on the spot. The City plans to host this successful event again in Fiscal Year 2014.

Transportation Enhancement funding ($545,000) to construct the Downtown Pathway will become available in July 2014 and requires local funding as a match. The design of the project is estimated for completion by Fall 2013. In Fiscal Year 2013, staff worked with the Florida Department of Transportation in developing project timelines and completing Local Agency certification. Final design of the pathway, selection of a general contractor, and demolition of existing sidewalks ($30,000) will follow in Fiscal Year 2014.

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Multi-cultural Events (2005-2014)

Car Club (2007-2014)

Lead Department: Human Resources

Lead Department: Parks and Recreation

Operating Expenses: Existing

Each year, the City promotes a number of events to bring the community together. Through strengthening the diversity of the City, residents become more involved and attract people from different cities. In Fiscal Year 2014, the following events are programmed to encourage social interaction among members of our community:

The teen car club, Project CS, has been in existence since September 2007. It is one of the few car clubs in Broward County geared toward teens, teaching them leadership as well as technical skills. Teens meet regularly to restore cars that have been confiscated by the Coral Springs Police Department. For Fiscal Year 2014, the City will emphasize more of the social aspects of this club in order to get more teens involved. Support will be provided for the Club through meeting space, entry in car shows, and other local activities. The Club will continue to host a Car Show, displaying the results of their hard work, as well as other unique or show-worthy automobiles from the area, but also including lots of teen-specific fun and activities.

• Martin Luther King Day • WorldFest • Weekend of Peace Celebration • International Dinner Dance • CommuniTea • Workshops at the Family Success Center

A celebration of nations, WorldFest includes a spectacular array of multi-cultural entertainment, cuisine and culture that salutes the diverse population in the Coral Springs area.

112

Fiscal Year 2014 Annual Budget

An Attractive Community New Initiatives

Aquatic Complex Entryway Lead Department: Parks and Recreation

University Drive/Cardinal Road Gateway Park Lead Department: Parks and Recreation Capital Outlay: $500,000 (Allocated in prior years) Just north of the Cityâ&#x20AC;&#x2122;s Downtown area, on the west side of University Drive, lies a 40â&#x20AC;&#x2122; linear park that has been historically used as a bridle path. In Fiscal Year 2013, a conceptual plan was presented to the City Commission to redevelop the parcel of land into a gateway park. The proposed design will create a pedestrian-friendly, tree-lined walkway which will include lighting, enhanced landscaping, and improved street furniture. In addition, public art will be incorporated into the gateway park either as a permanent installation or on a rotating basis, similar to the Sculpture on Sample program. This project will create an enhanced linear pathway that will connect to the Downtown area.

Community Beautification Award Lead Department: Development Services Operating Expenses: $1,000 The Neighborhood and Environmental Committee (NEC) discussed the idea of a City-sponsored community beautification program that would recognize and award property owners for a well maintained, well landscaped yard. The NEC will work with the Coral Springs Garden Club to establish a program where property owners would be nominated and judges would select winners in several different categories. This type of program is popular in other communities such as Fort Lauderdale (WOW Program).

Capital Outlay: $120,000 (Allocated in FY 2013) A design development plan will be undertaken for the entrance to the Aquatics Complex. This plan will include aspects to welcome and delight visitors to this nationally recognized training center. New elements will include aesthetically pleasing items such as new planters, paving, landscaping, shades and lighting. The plan will renovate the front entrance and the parking areas of the Aquatics Complex.

Atlantic Boulevard Entryway Lead Departments: Development Services, Parks and Recreation Capital Outlay: $269,921 (Allocated in FY 2013) In Fiscal Year 2013, City staff worked with a consultant to design and implement an enhancement to the Royal Palm Boulevard entryway at the east end of the City. This initiative will build on that effort to similarly improve Atlantic Boulevard, creating a unique sense of arrival into the City at the major entryways. The design includes planting additional large shade trees, understory landscaping, seasonal plantings, decorative lighting, roadway pavers, and updated signs. Public art is also included in the overall design, and is planned for installation in the current fiscal year. Construction is expected to occur in Fiscal Year 2015.

Key Intended Outcomes

FY 2014 Goal

FY 2015 Goal

Ratings of cleanliness of City streets and public areas (Resident and Business Surveys)

(new Biz)

93%

Ratings of City efforts at maintaining quality of neighborhoods (Resident and Business Surveys)

(new Biz)

85%

Fuel consumed by City operations (diesel and unleaded)

TBD

Pounds of recycled materials per capita

110

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Capital Outlay: $190,800 (funded by the Solid Waste Contract)

The goal is to further improve service levels by reducing the “sweep” of the City to once every five days. To do so, the City will hire an additional crew including six part-time workers for litter collection and one full-time worker for administrative functions. This additional staff will contribute to removing more litter in a shorter amount of time.

The Litter Control Program was implemented in 2008 to increase the collection of litter. The team consists of four crew members working from three individual Workmans—a golf cart-type vehicle able to quickly traverse the public right-ofway to pick up litter.

Enhancing the program will expand the removal area to 164 miles of public right-of-way in just five working days. As a result, staff will collect an additional 360 cubic yards of litter per year, which represents a significant increase in employee productivity.

Over the last four years, a total of 948.55 cubic yards was collected from the public right-of-way. The crew has worked diligently in removing litter from approximately 73.46 miles of public right-of-way every 15 working days. Since the program began, citizen complaints regarding litter in the City have declined by 62%.

As an additional environmental benefit, this effort prevents litter from entering into the drainage systems and will lead to further reduction in customer complaints and overall improved aesthetics of the City.

Enhance Litter Removal Lead Department: Public Works Operating Expenses: $108,000 (funded by the Solid Waste Contract)

PROPOSED LITTER CONTROL PROGRAM

114

Fiscal Year 2014 Annual Budget

White Fly Remediation Grants

Enhance Recycling Program

Lead Department: Development Services

Lead Department: Public Works

Grants and Other Operating Expense: $35,000

Estimated Revenue: $300,000

Over the past several years, South Florida has been battling a number of pernicious landscape pests such as Ficus Whitefly and Rugose Spiraling Whitefly. These two pests have led to a significant decline in the appearance of many properties throughout the City. This project will expand the existing Neighborhood Partnership Program (NPP) to include grants for whitefly remediation for the most severely affected properties. The City will focus on small condominium associations and rental properties along arterial roadways to improve the overall aesthetics of the City.

On July 3, 2013, the Interlocal Agreement for Solid Waste expired for 26 cities in Broward County. Cities were faced with the challenge of finding a processing facility for residential recyclables after 16 years of sending material to a Waste Management facility. Several Cities began their own procurement process, including Hollywood, Fort Lauderdale, Deerfield Beach, and Southwest Ranches. After examining terms and conditions, the City opted to “piggy back” the City of Deerfield Beach’s contract. Although the market conditions do not forecast the same revenue rate of return per ton as the previous County contract, it is anticipated that the increased volume resulting from the distribution of 65 gallon residential recycling carts should increase tonnage by a minimum of 10%.

Utility Maintenance

In addition, recycling of yard waste and bulk items is predicted to achieve a recycling rate of 75% to 90% in January of 2014.

Lead Department: Public Works-Utilities Operating Expenses: $156,639 (Water and Sewer Fund) offset by savings in Contractual Services This initiative includes two components: • As part of the City Utilities Master Plan, approximately $7 million will be allocated for the rehabilitation of 30 of 50 lift stations, over the next six years. Performing preventive maintenance, including cleaning at least once a year, will contribute to the effectiveness of the operations at all lift stations. To do so, the City will hire an additional Service Worker who will inspect lift stations routinely as well as perform corrective measures in order to keep all lift stations operating at optimal conditions. Furthermore, this additional support will also contribute to the implementation of the Fats, Oils, and Grease (FOG) program in the near future.

This initiative is another step in the City’s quest towards reaching the 75% recycling goal by 2020. The City’s consultant charged with preparing a strategic recycling plan calculates the 2012 recycling rate of approximately 13% for single and multi-family residential, and commercial sectors based on the best available information. The State allows a credit of one ton per megawatt hour of energy produced for waste processes at a waste-to-energy facility. That means a credit of one half ton for every ton of municipal solid waste, or household garbage, processed at the waste-to-energy plant. When factoring in this variable, the City has an estimated 56% recycling rate for 2012. Reaching the 75% goal relies on implementing strategies including mandatory commercial recycling and organics recycling in the future. The feasibility of mandatory commercial recycling will be evaluated in 2014, while organics programs will be further studied in the years ahead.

• The second component of this program relates to establishing proactive maintenance of water, forcemain valves, and fire hydrants. The State Department of Environmental Protection (DEP) requires utilities to have a valve and hydrant “exercise” program. The City’s goal is to inspect, open and close the valves once per year to ensure reliability. To meet this requirement, the City will hire two Service Workers to perform testing of all 2,200 valves once per year, ensuring proper operations of the water system. The plan includes locating the valves, registering the location on a GIS system, perform and document preventive maintenance, and identifying valves that have reached their useful life for immediate replacement. In addition, this additional support will make possible testing and maintaining the existing 1,200 fire hydrants located within the City. Having this function performed by in-house staff will allow the City to cancel the existing contracted service.

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Ongoing Initiatives Mullins Park Revitalization—Phase III (2013-2014) Lead Department: Parks and Recreation Operating Expenses: $20,285 Capital Outlay: $183,000

Commercial Recycling Study Lead Department: Public Works Capital Outlay: $57,000 In conjunction with the State’s goal to reach a recycling rate of 75% by 2020, the City will conduct a study to develop a Commercial Recycling Ordinance that is feasible. With the help of an experienced consultant, the City will determine the best way to achieve the goal set by the State. The study will consist of the following components:

This project builds on the progress made to date to improve the overall aesthetic appearance of Mullins Park. A landscape conceptual plan has been adopted to improve park appearance and safety while easing the movement of traffic within the park. This next phase will focus on providing new and improving existing pathways, adding directional signage, installing new landscaping, replacing existing fencing with modern black vinyl fencing, obtaining lighting for pathways and the tot lot and replacing some of the damaged and worn amenities, such as benches, trash cans and signage. Art work will also be incorporated into the park to attract visitors. In addition, proper maintenance of these facilities will be undertaken to retain the value of these improvements.

• Assess the current state of commercial recycling • Document how recycling programs are currently implemented

CDBG Action Plan (2011-2014)

• Survey the community to determine the support for mandatory commercial recycling

Lead Department: Development Services

• Conduct focus groups for direct input

FY 2014 CDBG Allocation: $629,490

• Assist in technical writing of the ordinance

Each year, the City is required to complete an Action Plan as a part of the Community Development Block Grant (CDBG) program. The plan describes specific projects and activities that the City will undertake in the coming year to address priority needs identified in the five year plan. These priorities include providing a suitable living environment, decent and affordable housing, and expanded economic opportunities. The CDBG program is funded through the Department of Housing and Urban Development. The program primarily benefits lowto-moderate income City residents and focuses on low-tomoderate income neighborhoods. Following is a list of some of the projects contemplated in the 2013-2014 Action Plan.

• Create an educational campaign to inform businesses of the new ordinance

• Home Repair: $223,169 • NW 85th Avenue Phase II: $116,000 • Downtown Pathways- Sidewalk Demolition: $30,000 • Sidewalk Feasibility Study: $25,000 • Senior Recreational/Therapeutic Programs: $44,423 • Youth Scholarship Program: $50,000 • Planning and Administration: $125,898

116

Fiscal Year 2014 Annual Budget

Median Master Plan (2013-2014)

Hazardous Waste Collection

Lead Department: Parks and Recreation

Lead Department: Public Works

Capital Outlay: $115,000

Operating Expenses: $60,000 (offset by Solid Waste Special Assessment)

In 2012, with the assistance of a landscape architect, the City developed a median master plan to identify the current status of each median including an inventory of current plantings. The master plan recommended making improvements to the medians with an eye toward aesthetic appeal, reduced maintenance, and unified design. This project adds trees, shrubs, and sod to improve the appearance of the medians. In addition, the plan will create a more uniform look to the medians throughout the City. This year, upgrades will be focused on medians east of Coral Springs Drive.

Royal Palm Entryway Construction (2013-2014)

The Interlocal Agreement (ILA) with Broward County for household hazardous waste collection and distribution of recycled paint expired as of July 3, 2013. Broward County has provided in the past a drop off location for hazardous items one weekend of the year at one of their facilities. In addition, they have coordinated a one day waste collection event at City Hall South. The County has also provided for the past 15 years a recycled paint program to the municipalities participating in the Agreement, free of charge. The City will carry on its mission of further improving the living standards of its residents and the environment in which they live through the continuation of these services.

Lead Departments: Development Services and Public Works Capital Outlay: $643,926 (Allocated in FY 2013) In 2012, the City identified Royal Palm Boulevard as one of the entryways that needs aesthetic and landscape improvements in order to create a unique sense of arrival into our City. Working with a number of different entities, the City has received permission from the north side property owners, and contacted the Sunshine Water Control District to make the necessary enhancements. The design includes a meandering sidewalk on the north side of Royal Palm Boulevard, a retaining wall and decorative columns, landscaping with irrigation, landscape lighting, decorative paving, and pedestrian street lights. Royal Palm Boulevard will be curbed with improved drainage along the north side from the Cityâ&#x20AC;&#x2122;s east boundary to Riverside Drive, as well as completely resurfaced roadway in that area. Construction is planned for completion during the second quarter of Fiscal Year 2014.

Artistâ&#x20AC;&#x2122;s rendering of the Royal Palm Entryway design.

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A Professional, High-Performing Organization New Initiatives

SharePoint Implementation Lead Department: Information Services

Social Media Plan

Capital Outlay: $105,000

Lead Department: Budget, Strategy, and Communication Operating Expenses: Existing In 2009, after receiving a legal opinion from the Florida Attorney General, the City of Coral Springs began using social media as a communication tool. With more than 2,500 Facebook ‘likes’ and 1,300 Twitter ‘followers,’ social media continues to develop as a valuable tool for communicating with residents. During Fiscal Year 2014, Communications and Marketing will create a Social Media Plan that will identify ways to expand the use of this technology. The focus will be on driving traffic to the City’s website and social media outlets, using social media as an emergency management tool, building community pride and keeping residents updated on City news and events.

SharePoint is a business collaboration platform for the enterprise and the web. This application simplifies how people find and share information across boundaries, enabling better informed decisions. This platform will enhance collaboration and efficiency when managing data and information. Team members will be able to create, review, and manage documents and projects by using the team site. SharePoint’s capabilities will allow users to store information, keep common project workflows, version control, and content approval within a process. Access ability can be limited to users. This includes managing permissions to sites, lists, folders, documents, web applications and more. Relevant information can be centrally stored, maintained, and used by multiple users. Implementing this application will help employees centralize and effectively manage information such as schedules, documents, budgets, changes, public record requests, etc... SharePoint can be used to generate relevant interactive summary reports. Users always have accurate and up-to-date information on project tasks and status, making it easier for them to share, control, and reuse the information.

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Key Intended Outcomes

FY 2014 Goal

FY 2015 Goal

Satisfaction ratings with City communications (Resident and Business Surveys)

(Biz) 95%

(Res) 95%

Employee satisfaction rating (Employee Survey)

92%

Maintain AAA bond ratings

AAA

Ratings of value for tax dollars and fees (Resident and Business Surveys)

(Biz) 55%

(Res) 80%

Ratings of customer service (Resident and Business Surveys)

(Biz) 95%

(Res) 95%

Fiscal Year 2014 Annual Budget

Employee Wellness and Rewards Strategy

West Side Master Plan Lead Department: Public Works

Lead Department: Human Resources

Capital Outlay: $45,000 (Equipment Services Fund)

Operating Expenses: $35,000 (Health Fund)

In 2013, a consultant was hired to conduct a study to review the soundness of the structure of the maintenance building at the Westside Municipal Complex. The study included an evaluation of the main building to determine the necessary steps to make this critical facility hurricane resistant. This building is used to provide essential services during and after intense rainfall and storm events such as deployment of equipment to clear roads, repair vehicles and equipment for first responders, retrieve supplies stored at the warehouse, and fuel public safety vehicles.

The City of Coral Springs is committed to the well-being of its employees by offering a variety of programs that influence the adoption of better health standards. The level of interest in these programs remains scarce even when incentives are presented to encourage greater participation. In addition, during the annual health plan review, the growing concerns over low participation levels are matched with number of chronic health conditions. To address this concern, the City is planning to implement a Wellness Rewards Strategy with focus on healthy behaviors and wellness activities that promote lifestyle changes. It is expected that this new Wellness Rewards Strategy will increase employees’ participation in wellness programs which will result in a healthier environment contributing to a stronger culture of wellness. Different variables will be measured to gauge the success level of this new strategy.

During Fiscal Year 2014, the City will work with an architect to develop a conceptual site plan for the entire project, including floor plans, drainage impact and requirements, building elevations, and cost estimates. Hardening this facility will ensure continuity of operations and uninterrupted emergency services to the residents during times of excessive winds or storms.

Health and Wellness Program

The greatest challenge is to modify employee behavior in terms of making their health a top priority. In Fiscal Year 2014, the City will utilize an external consultant to evaluate the feasibility of establishing an onsite employee clinic to provide an integrated employee health program, including better understanding of health care services.

Lead Department: Fire Capital Outlay/City’s match: $45,508 (20% of total cost) FEMA Grant: $182,032 (80% of total cost) The Coral Springs Fire Department averages 36 emergency responses per day. Maximum exertion and stress usually occurs during the first 10 minutes of these calls and can take a toll on the responders. National statistics show that heart attacks or other sudden cardiac events are the biggest cause of on-duty fatalities. While firefighter and EMS personnel are quick to risk their lives to save others, they are less likely to take preventive measures to protect themselves from stress-related health problems. National Fire Protection Association (NFPA) Standard 1582, Standard on Comprehensive Occupational Medical Program for Fire Departments sets forth a comprehensive medical evaluation specific for firefighter workloads. This program will help achieve NFPA 1582 by identifying the specific health needs of each firefighter and providing action plans to address their issues. All rescue personnel will undergo comprehensive, rigorous annual medical screenings for early detection of any underlying adverse health problems. Training and education will be provided to encourage healthier habits and choices. A department-wide fitness program will be initiated to improve the health of the responders, increasing their efficiency, protecting them from injury, thereby reducing the Department’s operating costs.

Once implemented, the onsite clinic will deliver a variety of scalable services catering to City employees, their dependents and potentially local retirees. It has the potential to strategically impact employees’ wellness in a positive way, promoting better self-care, disease management (health coach), and prescription (Rx) compliance. In addition, an onsite clinic is expected to improve employee work attendance and reduce overall health care costs.

Explore Additional Grant Opportunities Lead Department: Budget, Strategy, and Communication Operating Expenses: $69,215 (Expected to be offset by grant revenues) Grants provide money and other resources to aid and assist the City in funding and completing projects that benefit the public. The City has occasionally used grants to fund projects and purchase equipment to improve the delivery of services and the quality of life within the City. Through research and collaboration, a grant writer will identify and analyze potential funding sources for a variety of projects. A full-time employee dedicated to grant writing and grant management will increase the amount of grant money the City applies for and brings in and better manage existing grants.

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City Branding Phase II—Implementation (20132014)

Ongoing Initiatives IT Infrastructure Modernization (2013-2014)

Lead Department: Budget, Strategy, and Communication

Lead Department: Information Services

Operating Expenses: $8,500

Capital Outlay: $2.9M

Capital Outlay: $60,000

This is an ongoing program to keep the City’s network infrastructure up to date ensuring that the City’s data system and network are secure, reliable, and meeting normal technology growth.

Last year, the City contracted with North Star Destination Strategies to develop a branding strategy as part of the City’s overall marketing effort to attract and retain both residents and businesses. Based on the Brand Action Report provided by the consultant, the City has developed a new logo and an action plan for brand implementation. Continuing from the previous year, Phase II of City Branding will allow staff to further implement the key elements and recommendations in the branding strategic action plan. For example, the replacement of the storefront sign at City Hall in the Mall will showcase the City’s new branding logo while improving the external appearance of our retail location. The City’s entryway signs will also be changed to reflect the new logo.

Some of the elements that will be upgraded to maintain a long-term network robustness and improve communications include: • Replacement of the current obsolete voice/telephone system to create a unified communications system that will integrate with business processes, ensuring information reaches recipients quickly for decision making. • Continue replacement of virtual host and data storage infrastructure with state-of-the-art hardware and software platforms. These system upgrades will facilitate disaster recovery, data protection, and back-up for all City departments. • Implementation of an Interactive Voice Response system for City departments. Also known as IVR, this technology allows users to interact with a database to acquire information from or enter data into the database, using a touch-tone telephone. This application will provide residents the ability to communicate with the City’s host system via a telephone keypad or by speech recognition. The user’s interaction with the database is predetermined by what the IVR system will allow the user access to. For example, this automated system can be utilized as an emergency notification tool to alert the general public about disasters, evacuation or escape measures, or any events occurring in their neighborhoods without having to speak directly to a person. IVR technology is also capable of gathering information, as in the case of telephone surveys in which the user is prompted to answer questions by pushing the numbers on a touchtone telephone. The City will use IVR to handle citizen calls received through the Help Desk and route to the appropriate departments. Callers will be able to make online payments for water service, building permits, license renewals, or schedule building inspections, using this interactive feature. • Upgrading the existing wi-fi infrastructure at the parks and City facilities. This will allow employees to access data and view attachments or documents remotely without having to return to their workstation. The locations included in wireless infrastructure are: City Hall North and South, Public Safety Building, Fire Training Center, Water Plant, North Community Park, Aquatics Center, Center for the Arts, Mullins Gymnasium and fields, Betti Stradling Park, Sartory Hall, Westside, Cypress Park, and the Tennis Center.

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Enterprise Software (2013-2014) Lead Department: Information Services Capital Outlay: $718,092 (allocated in FY 2013) 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 best alternative is to migrate to One Solution from SunGard. This application runs on a less expensive hardware system and is proven to be user friendly. It provides self-service functionality for both citizens and staff. A key advantage of this software is the capability to fully integrate asset management with the general ledger, allowing users to generate financial reports, track accounting activities and cost information associated with work orders, as well as managing the collection of money from multiple locations with full audit trails. The first implementation phase will include Code Compliance, Development Services Administration, Community Development, Building, all Finance related applications, Human Resources, and Budget. All other departments will follow after implementation of the first phase. Once all modules are in place, the City should experience increased staff productivity, reduced administrative costs, eliminate redundant data entry, quicker turnaround of Code cases, and enhanced payroll and human resources management.

Fiscal Year 2014 Annual Budget

Internal Auditor (2012-2014) Lead Departments: City Commission Operating Expenses: $100,000 The goal of this initiative is to contract an outside auditing firm to provide an independent and objective review of the Cityâ&#x20AC;&#x2122;s finances and operations. The firm will validate that internal controls are in place to safeguard assets, confirm that financial and other reports disclose information fairly and accurately, and make sure that City resources and public funds are being utilized effectively, and in compliance with all local, state, and federal laws and regulations. In March 2013, the City requested Letters of Interest from professional auditing firms for consideration. The City Commission conducted interviews in June and will award the contract in the last quarter of Fiscal Year 2013. An audit plan will be produced by the selected firm, based on input and requirements from the Commission, and this plan will guide their work. The City Commission has expressed interest in reviewing the following areas: cost savings, improving operational effectiveness, enhancing revenues, reliability/integrity of information, and safeguarding assets.

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Financial Strategy Introduction This year’s financial strategy is formulated with two primary goals in mind. First, the City will eliminate the use of reserves to support operating expenditures while maintaining the quality of service our residents have come to expect and minimizing the financial impact on our residents. Fiscal Year 2014 will be the first year since Fiscal Year 2010 that reserves will not be used to close the gap between revenues and expenditures in the General Fund operating budget. We have been able to minimize the effect on the taxpayer and balance the budget by • Keeping the operating millage rate the same, at $4.5697. • Decreasing the voter-approved debt service millage rate by 30% from $0.2915 to $0.2033 or $14.53 per typical singlefamily home. • Increasing water and sewer rates 3.5%, in accordance with the 2013 Water and Wastewater Rate Study, which is equivalent to $0.96 per month for the typical family. • Increasing the Fire Special Assessment Fee $3.26 or 2.3% for single-family homes. • Decreasing the residential Solid Waste Special Assessment from $227.16 to $220.92 per single-family household. • Raising user fees by 4.91%, or the rate of inflation over the past two years, in accordance with City Ordinance. The second goal of this financial strategy is to proactively prime the engine of economic growth by assisting existing and potential businesses by devoting resources to encourage the redevelopment of the City’s commercial areas such as the Corporate Park and the University Drive-Sample Road intersection. 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.

The strength of our Strategic Planning Process is its long-term approach to planning and financial management, with special emphasis on anticipating emerging issues, using forecasting tools to quantify their impacts, and then implementing sound practices to mitigate and/or take advantage of these opportunities. 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. Improving Financial Position During the depths of the recession, the City adopted a threepronged financial strategy which included the judicious use of reserves, adopting the rolled-back millage rate each year, and managing expenses. While that was an appropriate strategy for the time, the City rolled out a new financial strategy in Fiscal Year 2012 based on findings from the Environmental Scan as well as feedback received from recent rating agency surveillance exercises. The primary elements of the new financial strategy are to end the use of reserves to balance the General Fund budget, control growth in employee salaries and benefits, and invest in economic development as a means to diversity and expand the tax base. As a result of the steps taken in accordance with this financial strategy, the City is expecting to end Fiscal Year 2013 with a General Fund surplus in excess of $5 million without the use of reserves. The City expects to have reserves, assigned and unassigned, in excess of 24% in the General Fund at the end of Fiscal Year 2013.

No use of reserves in FY 2014 General Fund budget

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$4.50

$4.00

$3.55

$3.50 $ Millions

The City Commission has set the stage for this vision by incorporating a “Thriving Business Community” Strategic Priority in the 2014-2015 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 build on the financial strategy adopted last fiscal year by continuing to invest in economic development. In addition, the City will work to attract businesses and increase property values by investing in the curb appeal, safety, and educational resources of our community.

$3.00 $2.50 $2.00 $1.75

$1.65

$1.50

Budget

$1.00 $0.50

Actual

$0.00

$0.00 FY 2010

FY 2011

FY 2012

Original Strategy

Fiscal Year 2014 Annual Budget

Actual

FY 2013

$0.00 FY 2014

Achieve Structural Balance In Fiscal Year 2010 the City adopted a three-pronged financial strategy which included the use of reserves to bridge the gap between operating expenditures and slumping revenue receipts. The original plan called for the use of nearly $11 million in reserves between Fiscal Year 2010 and Fiscal Year 2013. In keeping with the financial strategy outlined above, however, we are able to adopt a balanced budget in Fiscal Year 2014 without the use of reserves, i.e., achieve a structurally balanced budget. In fact, while $1.75 million was budgeted from reserves in Fiscal Year 2013 we will not need to use any of those budgeted reserves to achieve a year-end balanced budget. Moreover, the City has been able to maintain its Stabilization Reserve at 17% of budgeted expenditures per financial policy in all years. The City has continued to fund vehicle and computer depreciation during the difficult recessionary period and will continue to do so on an annual basis to ensure we can replace our vehicles and technology when necessary, thereby avoiding the issuance of additional debt. The Fiscal Year 2013 budget does include a $250,000 contribution from the Law Enforcement Forfeiture Fund. State and federal law strictly defines the limited uses of police forfeiture funds. One defined legal use is the funding of School Resource Officers (SROs). The City has used nearly $5 million from the Forfeiture Fund for SRO salaries since Fiscal Year 2010. The $250,000 contribution budgeted in Fiscal Year 2014 is a decrease from the $900,000 used in the current fiscal year. Given the slow but steady improvement in the economy, it is unlikely the City will use Forfeiture Funds to offset SRO salaries in next year’s budget. Employee Compensation and Benefits An important element of the financial strategy is to slow the growth in employee compensation and benefits. In Fiscal Year 2012, all employees received a one-time, 4% cash performance incentive rather than a salary increase. Keeping base salaries unchanged for one year yielded a savings of nearly $2 million annually. This was followed by modest wage increases of 2% in Fiscal Year 2013 and Fiscal Year 2014. The City took proactive steps to bring its pension and employee health care costs in line with budgetary reality. For example, the City renegotiated its contract with the Fraternal Order of Police generating cost reductions in excess of $4 million per year through pension reform. The City also renegotiated its contract with its insurance carrier, CIGNA, in Fiscal Year 2012. As a result, actual employee health care costs dropped from $11.1 million in Fiscal Year 2011 to $10.9 FY 2012 million in Fiscal Year 2012. The City Total Taxable $7,354,960,847* is projecting its Assessed Value health care cost to be $10.8 million in Just (Market) $9,981,163,380 Fiscal Year 2013. Value

The City has two initiatives slated for Fiscal Year 2014 to further reduce its employee health care costs. First, the City is developing an on-site employee health clinic to assist employees in disease management and health coaching. Onsite clinics have been shown to significantly reduce employer health care costs. Second, employees currently pay just 4% of the health care premium. The City will examine ways to shift that burden in upcoming years to bring employee contributions more in line with similar organizations. Finally, according to the latest actuarial report, the City’s Other Post-Employment Benefit (OPEB) Trust Fund is overfunded. Therefore, the City did not need to budget an OPEB contribution in Fiscal Year 2013 or Fiscal Year 2014 to maintain an appropriate funding level. Increase Assessed Values 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 outlined in the Market Environment, the City has many efforts underway focused on improving new commercial development and redevelopment including the branding effort, the downtown infrastructure improvements, and offering economic incentives. The City will attract businesses, events, and residents by fighting crime, grime, and decline by investing in aesthetic improvements, public safety, and education. The City will partner with the Economic Development Foundation (EDF) to develop an Economic Development Strategic Plan to guide these development efforts. This shared vision will establish the framework for the direction and type of development/redevelopment we desire in the City. Ultimately, this investment will yield dividends in terms of enhanced property tax 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 Value increased 1.56% between Fiscal Year 2012 and Fiscal Year 2013 then increased 4.08% between Fiscal Year 2013 and Fiscal Year 2014. The City recently attracted major businesses, including Marshalls, Sports Authority, Taco Bell, Ulta Cosmetics, Auto Zone, BJ’s Brewhouse, Buca Di Beppo, Bravo Supermarket, Aldi Supermarket, Monkey Joe’s, and Buffalo Wild Wings. All of the “big box” retail spaces within the

FY 2013

% Increase

FY 2014

% Increase

$7,447,599,475

1.56%

$7,751,557,101

4.08%

$9,966,129,750

-0.15%

$10,450,884,630

4.86%

*Corrected figure as reported in July 2012 Taxable Value Report.

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City have been filled. BJ’s Warehouse (not affiliated with BJ’s Brewhouse) and Dicks Sporting Goods have started a large redevelopment project near the Coral Square Mall. The Coral Square Mall has added 14 new tenants over the past year and is approaching full occupancy. Business development continues to grow with 250 new business tax receipts issued since October 2012. The City currently has 6,500 active business tax receipts.

Upon receipt of the final report, the recommendations will be prioritized for implementation. The City has undertaken a number of other initiatives to expand and diversify its commercial base such as the creation of an economic development incentive account and launching a new City brand identity which is being used in a regional advertising campaign.

The Coral Springs Community Redevelopment Agency (CRA) continues to prepare the downtown area for private investment and redevelopment. Its initiatives are focused on infrastructure improvements, increasing opportunities for redevelopment in the downtown area, improving communication with business owners and residents of the downtown area, and reducing commercial vacancies.

Revenue Outlook

The City is investing nearly $4 million in infrastructure improvements in the Sample Road and University Drive area. The plan includes the redevelopment of NW 31st Court promenade including an “Art Walk.” In addition, NW 32nd Street and NW 94th Avenue will become “Main Street” using a streetscape design to create an attractive, pedestrian-friendly core. In May 2013 the City and CRA asked the Urban Land Institute (ULI) to convene a Technical Assistance Panel (TAP) to provide advice on the redevelopment of the University – Sample area. The ULI Panel concluded that “the City is well-positioned to use the new City Hall to create the heart that residents want and will achieve their vision for Coral Springs – a small town with big city opportunities.” Among the TAP recommendations is to move ahead with a municipal complex on the southwest corner to further establish this area as the heart of Downtown Coral Springs and to instill confidence for private sector investment. In Fiscal Year 2014, the City will take the steps necessary to bring this project to life. For example, the City is currently reviewing 16 proposals received for its Municipal Complex architect and engineering services RFP. Once the architect has been selected to design the architectural and engineering aspects of the complex, a construction company will be selected, a comprehensive space plan will be developed, and financing options will be evaluated. To address vacancies in the office, retail, and industrial sectors, in partnership with the Economic Development Foundation (EDF), the City has commissioned an Economic Development Strategic Plan to conduct an in-depth market analysis then provide short and long-term recommendations. The Economic Development Strategic Plan is underway and is expected to be completed in early calendar year 2014.

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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 the economy to grow at a modest rate during the coming year. However, rather than growth returning to normal levels quickly, the economy is expected to continue moving slowly but steadily upward. We have, therefore, adopted a moderate growth philosophy for Fiscal Year 2014 revenue estimates. To hedge against being too optimistic, we have adopted a contingency that is higher than we otherwise would intentionally to counterbalance this risk. Property Tax Revenue About one-third of the City’s General Fund revenue comes from property taxes. The remainder is derived from user fees, franchise fees, permits, licenses, state shared revenues, and other charges for service. Between Fiscal Year 2007 and Fiscal Year 2012 property tax revenue receipts have declined by more than $4 million which represents a 12% decrease. The reasons for this decline reflect the double whammy of property tax relief legislation and the economic recession. As mentioned previously, Total Taxable Assessed Values (TAV) increased by 1.56% in Fiscal Year 2013 and by 4.08% in Fiscal Year 2014. In addition, the City Commission raised the Ad Valorem millage to $4.5697 in Fiscal Year 2013 from $4.3939

Property tax revenue trend $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

FY 2008

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

FY 2014 Budget

Revenue $35,337,291 $33,678,537 $31,880,960 $31,302,051 $31,252,848 $31,142,750 $32,726,176 $33,651,176

Fiscal Year 2014 Annual Budget

in Fiscal Year 2012. This increase generates $1.2 million in revenue annually. The purpose of this tax increase was to enhance service levels rather than to pay for on-going expenses. As shown in the chart, the combination of these two factors has successfully reversed the decline in this revenue source.

Communication service tax revenue $6,400,000 $6,200,000 $6,000,000 $5,800,000 $5,600,000

Demand-Driven Revenue

$5,400,000

Since the economic recovery has been slower than expected, $5,200,000 some demand-driven revenues, such as sales tax and gas tax $5,000,000 revenue, are not expected to meet Fiscal Year 2013 budget $4,800,000 estimates. For example, we estimate half-cent sales tax FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY2013 revenue will be $100,000 (1.7%) below budget, reflecting consumers’ wait-and-see attitude on the economic recovery. Half-cent sales tax revenue Local option gas tax revenue is expected to be $200,000 $9,000,000 (10%) under budget, as the temporary spike in gas prices reduced consumer miles driven. Also, our summer recreation $8,000,000 fees will be nearly 13% less than anticipated because high $7,000,000 unemployment has made it financially impractical for some families to send their children to summer camp. Furthermore, $6,000,000 changes in legislation have caused the Communications $5,000,000 Service Tax revenue to be more than $400,000 (7.7%) below budget. Other revenue sources such as electric utility service $4,000,000 tax, emergency 911 revenue, landlord registration fees, and $3,000,000 code violation fine revenues are expected to come in above FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY2013 budget. In addition, the City received several one-time, unexpected revenues including a Wheelabrator Loyalty payment for renewing its waste disposal contract; distribution Finally, revenue from cell tower leases will decline by $440,000, of Resource Recovery Board reserves; transfer of surplus or 30%, due to the sale of four cell tower sites and the decision funds from closing the Volunteer Firefighter Pension; and the of several other lessees not to renew. assignment of four (out of 28) cellular tower leases. Overall, we As expected, building permit revenue has returned to preanticipate a Fiscal Year 2013 year-end surplus due to these oneHurricane Wilma levels. The number of building permits has time revenues and departments have been carefully managing declined from a high of over 22,000 in Fiscal Year 1999 to a expenses. projected 8,000 in Fiscal Year 2013. Barring another natural We believe revenues will increase by 1.5%, or $1.5 million, in disaster, we expect the number of building permits to stabilize Fiscal Year 2014. Much of the increase is due to a structural around 8,000 to 9,500 per year. We expect more residential change in the Solid Waste Franchise Fee calculation which is renovations due to the pent-up demand from the long expected to generate an additional $1.6 million per year (See recession and as more homeowners decide to renovate rather “Solid Waste, Recycling, and Resource Recovery” later in this than move. We have also seen a move toward renovation and section for more information). Further, the new waste hauler, restoration of commercial properties as developers begin to Waste Pro, will pay the City $350,000 per year to cover costs anticipate an economic rebound. Nevertheless, we expect associated with administering the new solid waste contract. building permit revenues to decrease by $100,000, or 4%, in In addition, the City has implemented a Landlord Registration Fiscal Year 2014. Program which will generate $300,000 in revenue per year and has increased user fees by 4.9% which is expected to generate approximately $200,000 in additional revenue. Finally, an Building permit revenue anticipated FPL rate increase is expected to generate an $4,500,000 additional $600,000 in Electric Utility Service Tax revenue. $4,000,000 We are expecting some demand-driven as well as nondemand-driven revenues to decline. For example, Communications Service Tax, Local Option Gas Tax, and Recycling Material Revenue will decrease significantly in Fiscal Year 2014. We are also expecting substantial decreases in three other revenues not linked to demand. First, interest income will fall by as much as $200,000 as investable fund balances decline and those investments earn lower rates of return. Second, court fine revenue is expected to drop by as much as $75,000.

$3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0

FY 2005

FY 2006

City of Coral Springs, Florida

FY 2007

FY 2008

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

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Managing Debt and Equity

Five-Year Forecast: General Fund $0.0 $0.0 -$2.0 -$3.3 $ Millions

-$3.9 -$4.5

-$4.0

-$5.5 -$6.2

-$6.0

-$8.0 *In FY 2010, the projected deficit for FY 2015 was $11.6 million.

In the past several years, the City has invested heavily in our parks and technology. We have also dedicated new resources to improving the aesthetic appeal of our facilities and the City at large. To enable staff to complete the projects that were already funded, both by cash and bond proceeds, neither an additional borrowing nor a significant appropriation of equity is included in the proposed budget.

-$10.0

As part of the City’s financial strategy that was put into place at the beginning of the recession, reserves were used over This chart is for planning purposes and illustrates the potential shortfalls the General Fund could several fiscal years to soften the impact face if no positive action is taken. By Florida law, the proposed budget must be balanced. Financial of declining revenues. The City has Strategies will be formulated to address future year shortfalls and will be included in the FY 2014 always maintained a contingency reserve Business Plan. of 17% of the general fund budget, but it is time to start replenishing the savings for another rainy day. Though several business arrangements, the City has received lump sum cash payments during Fiscal Our success to date has been largely dependent upon planning Year 2013 and we are allowing the majority of the unanticipated ahead for the financial realities we project in coming years. We revenue to remain as undesignated fund balance in order to do so by utilizing our Five-Year Forecasting model. This tool improve the City’s overall financial position. allows us to peer into the near future to identify the deficits that might await us if we were to take no further action. Direct Debt Per Capita The Five-Year Forecast is an integral part of planning the City’s One indicator of financial health, net direct bonded longfuture financial strategy. It is a strategy we use to determine the term debt per capita, has had a positive trend for the past 12 level of risk we face over the next few years, and our ability to years. This ratio measures the amount of long-term general pay for the services we provide if we take no action to increase obligation, franchise, and variable rate debt the City carries revenues or decrease expenditures. (excluding enterprise funds such as Water and Sewer and Center for the Arts funds). Prior to 1999, this ratio steadily Revenues are projected at conservative levels over the period increased—from $442 in 1992 to a high of $833 in 1998. Due and are compared to cost increase estimates in payroll, to our aggressive debt retirement and refunding policy, the operating expenditures, and capital outlay. Since many of City has been able to decrease this to $399 by Fiscal Year 2012, our expenditure increases are fixed and predictable, the which is considered low. The City will continue to retire or main variables are the rate of increase in existing revenues refund the City’s debt when market conditions are attractive, and new programs or projects planned over the forecast and will also continue our “pay-as-you-go” philosophy for period. Typically, future years show a deficit of revenues financing capital equipment replacement including vehicles over expenditures. The purpose of this financial exercise is and computers. to conservatively quantify our financial outlook so we can adequately prepare in advance to meet these challenges. As Future Debt Issuance we map out our financial and operating strategies, we use the model to determine the potential impact of decisions. Using The Fiscal Year 2014 budget does not include any new debt this tool helps keep us focused on long-term solutions rather issuance. Staff will continue to monitor outstanding bonds than short-term “fixes,” which could lead to negative financial for economically beneficial refunding opportunities. On the impacts in future years. horizon for upcoming fiscal years, the City will borrow to fund the new municipal complex and several public safety projects. As shown in the Five-Year Forecast chart, the City is presenting These projects will be budgeted in upcoming years when the a balanced budget in Fiscal Year 2014. The recent agreement details of the required capital improvements are more fully to revise the police pension produced short term savings. developed. Moreover, the benefits of this strategy will continue into the remainder of the five-year forecast period, bringing the projected deficit in the future to a much more manageable figure. FY 2014

FY 2015

FY 2016

FY 2017

FY 2018

FY 2019

Remaining Deficit

Five-Year Forecast

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Fiscal Year 2014 Annual Budget

Future Debt The City plans to borrow $20-25 million within the next 1224 months to finance the construction of a new Municipal Complex. We expect the debt service to be partially offset by reduced operating and maintenance costs associated with the current City Hall which was built in 1967. This debt would be secured by the City’s non-Ad Valorem revenues. The sale of the current City Hall North property will also be used to offset the cost of construction. In addition, the City is considering an $8-10 million public safety General Obligation Bond within the next 12-24 months. Possible projects include emergency dispatch radio equipment, fire station construction, 110 ft. aerial ladder truck (Fire Dept.), and the construction of a permanent Safety Town building.

Fiscal Year 2014 Capital Improvement Program The Capital Improvement Program (CIP) is a long-range plan for the timely replacement and maintenance of the City’s equipment and facilities. Financing options for recommended capital needs are examined to determine the best source for each potential project including; operating fund balances, capital reserves, grant revenue available for capital projects, outstanding debt, and rating agency criteria for borrowing. Capital requests and needs usually exceed available financing; therefore, projects must go through a priority funding exercise to discuss urgency-of-need criteria. Senior Staff evaluates all projects and recommends a list in order of importance. For example, projects that help comply with legal mandates or relate to public health or safety have the highest priority. Capital Projects that support the City’s goals and objectives, improve efficiency, maintain a standard of service, or support economic development, tend to have an intermediate priority. Due to limited funding, projects ranking in the lowest category must be re-scheduled for future consideration in the Capital Plan. The adopted capital expenditure for Fiscal Year 2014 is $13,960,688, of which $3.2 million is funding capital enhancements requested by General Fund departments, $5.4 million for improvements to the City’s water and wastewater infrastructure, $3.2 million for replacement of City vehicles that otherwise would be more costly to maintain, as well as performing minor repairs and preventive maintenance to the City’s fleet in order to extend it’s useful life. This annual strategy of prioritizing the complete fleet inventory and investing in preventive maintenance has saved the City additional replacement cost. Grant funds totaling $1 million will aid with financing capital spending in Fiscal Year 2014. In fact, granted contributions will supplement 7.5% of the total capital expenditure for this budget year. This funding assistance will be provided by various State, Federal, and Local sources such as the FEMA AFG (Assistant to Firefighters Grant), JAG (Justice Assistance Grant), CDBG, Florida Department of Health, and Transportation Enhancement grant.

Other financing sources for capital needs include operating capital supported by revenues, and equity. In Fiscal Year 2014, operating capital totaling $592,308 is budgeted in the General Fund, $578,072 is appropriated in the Fire Fund, $1,269,000 is included in the Utilities Fund, and $3,274,110 is allocated in the Equipment Services Fund. Capital expenses for the Charter School Fund are programmed at $591,253 and projects funded by the Tree Trust Fund total $214,000. In addition, the City plans to fund $1.8 million of this year’s capital acquisitions and improvements using equity.

Solid Waste Coral Springs is one of 26 partner cities that formed the Broward County Solid Waste Disposal District in 1986. The District and its governing board, the Resource Recovery Board (RRB), were established to oversee the construction, operation, and maintenance of a system for the disposal of solid waste generated within the district. The Interlocal Agreement (ILA) that formed the Broward County Solid Waste Disposal District expired July 3, 2013. The District, therefore, was dissolved on that date and member cities were free to pursue waste disposal service contracts as they saw fit. Coral Springs opted to send residential and commercial garbage to the waste-to-energy facilities operated by Wheelabrator, but will send yard waste and bulk trash to another company, Sun-Bergeron, who has committed to recover 75% of the material. Coral Springs’ waste hauling contract expires at the end of calendar year 2013, and the new hauler, WastePro, will utilize both disposal vendors. The City gained revenues through the disposition of the District’s assets. The RRB distributed $20 million of debt reserve to member cities to encourage single stream recycling. Coral Springs received $1,714,861 of this distribution to purchase single stream containers for its residents as well as to fund other related programs. Furthermore the County Commission released a portion of the remaining $40 million reserve and distributed it to member cities in proportion to the amount of waste contributed by each city. Coral Springs received $1,338,360, which was deposited into the General Fund reserve. The RRB and County had different views on the disposition of physical assets such as vehicles and land. There is uncertainty as to how these assets will be liquidated and distributed to the partner cities and the matter is the subject of litigation between the County and various cities, including Coral Springs. Solid Waste Tipping Fee With the retirement of the construction bond that was used to build the Wheelabrator plants, adjustments in District administration, and other austerity measures, tipping fees have decreased substantially the past two years. Tipping fees are simply the rate charged to dump one ton of garbage at the waste disposal site. Tipping fees dropped from $99.20 per ton in Fiscal Year 2011 to $41.48 per ton as of July 3, 2013. As a result, both residential and commercial customers realized significant rate savings while the City received increased franchise fees.

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Single Stream Recycling As mentioned previously, the RRB gave the City a $1.7 million grant to purchase single stream containers and fund other related programs. These new containers will be distributed during the winter of 2013, and the new hauling contractor, WastePro, will begin collections on January 1, 2014. Single stream recycling will help the City reach its goal of recycling 75% of its solid waste stream by 2020. The new recycling containers will be 65-gallon size which is larger than the recycling containers currently in use and the roll-out feature will be an added convenience for residents. Recyclable materials will be processed and marketed by Sun-Bergeron, under terms of a new 5-year agreement with the City. Recycling revenue budgeted for Fiscal Year 2014 is $260,000.

Water and Sewer

range of typical utility costs in the area and how the City fits within that range. Results indicate that the City is currently very comparable in cost to the other water and wastewater service providers in Broward County based upon their Fiscal Year 2013 rates, and will continue to remain comparable with the Fiscal Year 2014 recommended rate structure modifications. • Specific Miscellaneous Service Charges – The consultant assisted City staff in identifying the cost of providing miscellaneous services, such as, connection fees, service initiation charges, and meter testing. A cost-of-service template was created for each type of miscellaneous service to ensure the recipient of the benefit of a specific service bears the costs associated with providing that service. This template provided a consistent methodology for assigning the appropriate time and material costs necessary for providing each service.

In Fiscal Year 2013, the current monthly water and wastewater rates were examined by a consultant who recommended rate structure modifications as part of a multi-year financial management plan. City staff provided historical and budgeted financial information regarding the operation of the Utility as well as the Utility’s multiyear capital improvement program (CIP), including annual renewal and replacement requirements. In addition, the Utility’s current debt service obligations and covenants, promises made to bond holders or other lenders, net income coverage requirements, and policies were also part of the financial performance analysis of the Utility. Other key assumptions incorporated in the model include demands and customer growth, future borrowing, levels of operating reserves, earnings on invested funds, escalation rates for operating costs, etc.

• Impact Fees – Reviewed the City’s water and wastewater impact fees, including the fee level and the method of collection, and prepared a comparison of impact fees for Fiscal Year 2013 with other utility systems in Broward County. The study recommends adjusting the combined water and wastewater impact fee to $2,644 per ERC (equivalent residential connection), which would still be among the lowest within Broward County. In addition, changing the basis of collecting non-residential impact fees, from an acreage basis to meter size, will be a better measure of the potential demands of each new individual connection. The City Commission will consider the recommendation to increase impact fees in Fiscal Year 2014.

The principal components of the Study were:

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 has secured long-term financing from the Florida Department of Environmental Protection State Revolving Fund (SRF) loan program for 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 lowcost financing for these improvements over a term of 20 years. Nearly $19 million in financing has been obtained and many projects have been completed (i.e. 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 2014, debt service totaling $1,031,165 is allocated in the Water and Sewer Fund for repayment of existing SRF loans.

• Revenue Sufficiency Analysis – With help from City staff, various scenarios were developed to analyze and measure the sufficiency of the revenues provided by the current water and wastewater rates in each year of the ten-year projection period versus the projected annual cost requirements of the Utility System. As a result, a 3.5% annual rate adjustment has been recommended for Fiscal Year 2014-Fiscal Year 2018 to meet current and projected financial requirements including operating, debt service, and capital cost requirements as well as maintaining adequate operating reserves. The City Commission approved the recommended 3.5% rate adjustment. • Rate Structure Modifications – Developed modifications, as appropriate, to ensure that the City’s water and wastewater rates conform to accepted industry practice and reflect the appropriate distribution of system costs, while providing a price incentive to encourage water conservation and minimizing the financial burden to low volume users. • Comparative Rate Surveys – A residential rate survey was performed to compare the City’s current monthly water and wastewater bill for a typical single-family customer with other utility systems in Broward County. This analysis was conducted to better understand the current market

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Funding Infrastructure Improvements

In Fiscal Year 2014, the City will begin repayment of a $8.7M bank loan secured during last fiscal year to continue rehabilitation of booster stations and complete phase III improvements at the Water Treatment Plant. The interest rate for this loan is 2.29%. Principal and interest payments totaling $579,192 are budgeted in the Water and Sewer Fund. The 2010 Water and Sewer Refunding debt obligation retired in Fiscal Year 2013. The City will be able to devote some of the $2.7 million it had been using to pay this debt service to equity fund future capital projects. In fact, the City will finance $5.3M

Fiscal Year 2014 Annual Budget

of capital requirements in Fiscal Year 2014 using operating or reserves, thereby avoiding issuing new debt obligations. For example, the City will continue major capital projects such as the inflow and infiltration correction program, to prevent ground water from seeping into sewer lines, the ongoing rehabilitation of Booster Stations and lift stations, and security improvements at the Water Treatment plant.

Water and Sewer Fund forecasted debt service $5,000,000

Operating capital funds will be used to continue inspection, repair, and maintenance of water and wastewater valves ensuring all components of the distribution and sanitary collection system will perform as needed during times of emergencies; ongoing replacement of fire hydrants; replace portable generators used during power outages at lift stations; implementation of a GIS Asset management tool to create a database of all infrastructure assets and components of the Utility System, with associated maintenance requirements. Additionally, funding is in place to install isolation valves to the raw water main system in order to have a mechanism to isolate individual wells rather than shut down multiple raw water lines when conducting repair and maintenance.

Principal and Interest Payments

SRF Loans $4,500,000 $4,000,000 $3,500,000 $3,000,000

$1,482,909

$2,500,000

$1,254,916 $1,034,768

$2,000,000

$773,614 $579,192

$1,500,000 $1,000,000 $500,000

$1,031,165

$1,017,671

FY 2016

FY 2017

$1,017,671

$201,046

$0 FY 2013

FY 2014

FY 2015

FY 2018

Water and Sewer residential bill comparison

In preparation for the future development of the Downtown, a storm-water drainage study will be conducted in the Downtown area during Fiscal Year 2014. The study’s goal is to evaluate water quality and treatment requirements of the CRA area which will serve to expedite future project permitting and approvals. The analysis also includes an environmental review that will facilitate redevelopment of the CRA area.

Pension Status The City has paid 100% of the Annual Required Contribution (ARC) in Fiscal Year 2011, Fiscal Year 2012, and Fiscal Year 2013 and has budgeted 100% of the ARC in Fiscal Year 2014. Maintaining a full funding level helps ensure that a disproportionate burden for these benefits is not shifted to future years.

Davie Wilton Manors Southwest Ranches Weston Dania Beach Margate Parkland Oakland Park Hillsboro Beach Hollywood Sunrise Pembroke Park North Lauderdale Coconut Creek Cooper City LauderdaleͲbyͲtheͲSea Hallandale Beach Broward County Lighthouse Point Lauderdale Lakes West Park Tamarac Miramar Coral Springs (Proposed) Royal Utility Coral Springs (Current) Deerfield Beach NSID CSID Pompano Beach Lauderhill Fort Lauderdale Plantation Pembroke Pines

2011 ARC

2012 ARC

2013 ARC

2014 ARC (estimate)

Police Pension

$12,141,715

$10,503,449

$8,623,178

$8,500,000

Firefighters Pension

$2,336,777

$2,513,786

$2,319,904

$2,400,000

$493,067

$546,407

$500,000

$529,000

General Employees Pension (Closed Plan)

Revenue Bond

$3,307,200

$101.14 $89.66 $89.21 $89.21 $88.82 $82.71 $82.07 $81.86 $81.80 $75.67 $71.33 $69.64 $68.71 $65.66 $64.39 $61.76 $61.12 $58.49 $58.49 $58.49 $58.49 $58.27 $56.46 $55.80 $55.71 $54.84 $52.78 $50.96 $50.02 $49.84 $49.64 $49.41 $49.08 $48.31

* General Employees hired after 1986 are covered by a defined contribution plan. ** Police and Firefighter Pension ARC figures presented above are net of Chapter 175/185 monies.

City of Coral Springs, Florida

129

Fire Fund

Fire Assessment fee for single-family homes remains low

Coral Springs has one of the lowest fire assessment fees for a single-family home in the area, even with an increase of $3.26. The City pays the fire assessment fee on behalf of schools and houses of worship that are exempt from this assessment. This subsidy represents a $1,043,031 cost to the General Fund in Fiscal Year 2014. Since this is one of the categories of users which has experienced a growing number of calls for service over the past five years, the subsidy paid by the City’s General Fund will increase by 8.69% in Fiscal Year 2014.

$350

With the completion of Fire Station 71, 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. In Fiscal Year 2014, the City will begin planning for the renovation of the remaining two stations. The project will initiate the architectural and engineering design to rebuild Station 43 and remodel Station 95 to meet today’s challenges. The new designs will 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 2013, the Coral Springs Fire Department was awarded a FEMA Assistance to Firefighters Grant (AFG) to implement a Wellness and Fitness program, as well as purchase helmets for the dive team. The goal of these efforts will be to identify any health issues as early as possible, engage Department personnel in individualized treatment plans, and ultimately extend their lives and improve their quality of life. The Wellness program will implement physical exams and health screenings for every member of the Fire Department. One of the top firms in the country specializing in firefighter physicals will be contracted to provide NFPA 1582 approved, on site physicals. The Department hopes to make this an annual program.

$304.90

$300 $252.71

$250

$225.00

Coral Springs $189.00

$200

$175.00

$91.62 $141.36

$150

$134.00

$100 $50 $0

Grant Program

Programs/ Equipment

Grant Amount

City Match

Total Cost (est)

FL DOH EMS Matching Grant

2 Chest Compression Devices

$24,300

$8,100

$32,400

FEMA 2012 Assistance to Firefighters Grant

Wellness Program (physical exams)

$51,200

$12,800

$64,000

FEMA 2012 Assistance to Firefighters Grant

Fitness Program (assessment, counseling, training)

$125,232

$31,308

$156,540

FEMA 2012 Assistance to Firefighters Grant

Dive Helmets

$5,600

The Fitness program will involve the certification of peer fitness trainers, fitness assessments and counseling, as well as the purchase of exercise equipment. The Department will contract for the fitness assessments and counseling with the Coral Springs Fire Training Academy and implement this program during Fiscal Year 2014.

130

$175.50

Fiscal Year 2014 Annual Budget

$1,400

$7,000

Measuring Results Quarterly Performance Review Overview 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, a composite index 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 107 performance measures have been established to measure results achieved through services and programs provided by the City’s operating and support departments. Five of the performance measures double as Key Intended Outcomes (KIOs). Ten results are based on ratings from the residential survey. Five measures are not being reported this year. Four are dependent upon results of the business survey which was not conducted this year and one was supposed to be provided by a vendor. Of the available 102 results, 82 (80%) of the measures met their goals for Fiscal Year 2013 and 7 (7%) were within 95% of their goal. Thirteen goals, or 13% 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 seven strategic priorities. Performance goals for each KIO were developed as part of the City Commission’s Fiscal Years 20122013 Strategic Plan. As of the end of Fiscal Year 2013, 19 of those goals have been met, and three are not being reported this year since they are based on results of the business survey that was not conducted this year. Four goals for the year have not been achieved. The level of volunteer activity continues to be in a trough, which has affected two KIOs: the total number of volunteer hours and the number of teen volunteer hours.

The number of neighborhood partnerships fell short of goal by two. Due to a reorganization of the Development Services department, the position that oversees the neighborhood partnerships program was vacant for part of the year. Ratings for seven residential survey questions are used as Key Intended Outcomes. The Fiscal Year 2013 Business Plan included 63 initiatives. One was cancelled at the beginning of the year. Departments completed 51 and will continue working on 11 of them through Fiscal Year 2014. The initiatives that are still “in progress” include large-scale technology implementations and construction projects.

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. Trend charts will be included in future documents.

The number of youths in City-sponsored leadership opportunities did not meet its goal of 1,600 students. Increased participation in the youth mentoring program was not enough to offset the decline in youth participation in the Martin Luther King activities, which is the single largest youth leadership program sponsored by the City.

City of Coral Springs, Florida

131

Fiscal Year 2013 KIO Summary y FY 2012 Goal

FY 2012 Actual

FY 2013 Goal

FY 2013 Actual

CustomerͲInvolved Government (8) 1 Overall quality rating for City services and programs (Resident Survey) 2 Overall quality rating for City services by business owners (Business Survey)

—

N/R

95% 3

92%

— N/R

92%

95%

90% 42,000

N/A

90%

93% 3

38,943

40,000

35,114 2

—

N/R

88%

92% 3

88%

81%

—

N/R

90%

97%

75%

80%

75%

3 Number of volunteer hours aimed at enhancing the environment

1,500.0

2,196

1,500

1,800 3

4 City crime rate (crimes/100,000 residents—Calendar Year)

2,530.0

2,688.8

2,600

2,485.3 3

3 Employee satisfaction rating (Human Resources Survey) 4 Number of citizen volunteer hours donated to the City of Coral Springs 5 Overall rating of the City in terms of communicating with residents (Resident Survey) 6 Overall rating of the City in terms of communicating with businesses (Business Survey) 7 Customer service rating by residents (Resident Survey) 8 Customer service rating by businesses (Business Survey)

—

— N/R

—

95% 3

90%

— N/R

—

Neighborhood and Environmental Sustainability (6) 1 Percent of Code cases brought into voluntary compliance prior to admin./judicial process 2 Number of formal and informal neighborhood partnerships each year

5 Safety rating in neighborhood (Resident Survey) 6 Number of trees planted within the City

84% 3 13

—

N/R

92%

93% 3

1,750

1,185

1,000

1,221 3

Financial Health and Economic Development (3) 1 Maintain City bond ratings Moody Aaa, Fitch AAA, S&P AAA

Moody Aaa Moody Aaa Moody Aaa Fitch AAA

2 Residents' value rating (Resident Survey) 3 Non-residential value as a percent of total taxable value

Fitch AAA Fitch AAA

Moody Aaa Fitch AAA 3

S&P AAA

—

N/R

72%

S&P AAA 86% 3

20.0%

27.4%

20%

22.7% 3

Traffic, Mobility and Connectivity (2) 1 Number of linear feet of improved sidewalks, bike paths, and bike lanes 2 Number of riders on intracity bus routes

2,500

6,179

2,500

3,920 3

85,000

97,060

85,000

90,595 3

Youth Development and Family Values (3) 1 Number of youths involved in City sponsored leadership opportunities 2 Number of teen volunteer hours donated to the City of Coral Springs 3 Number of middle school after-school programs offered annually

2,000

1,446

1,600

1,404 2

20,000

18,473

18,500

15,693 2

—

N/R

90%

95% 3

—

N/R

93%

98% 3

3,000

1,995

Strength in Diversity (2) 1 Minority residents who feel that the City is a great place to live (Resident Survey) 2 Citizen rating of City Government for respecting religious and ethnic diversity (Resident Survey)

Excellence in Education (2) 1 Receive an "A" grade for Coral Springs Charter School (per FDOE) (added for 2013) Number of students attending courses offered by partnering institutes of higher 2 education

"A" grade

A 3

3,500

4,783 3

FY 2013 KIO Summary Met or exceeded goal 19 Did not meet goal 4 Not reported 3 26

132

Fiscal Year 2014 Annual Budget

3 2 N/R

Department Performance Measurements FY 2011 FY 2012 FY 2013 Year End Year End Year-End Goal Actual Actual Police (12) 1 Police department’s overall quality rating (Resident Survey) Top Box—Police department's overall quality rating 2 Percentage of customers who has contact with or know 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) Top Box—% of residents who feel Resident remains safe/becomes safer 4 Average Police response time from dispatch to arrival at scene 5 Stabilize the burglary rate at a 0% increase per 100,000 population-Cal. Yr 6 Maintain 0% increase in crime rate per 100,000 population-Cal. Yr. 7 Clearance rate for crimes (UCR Part I crimes) 8 Decrease the robbery rate per 100,000 population (Source: Uniform Crime Report)

95%

—

95%

95% 3 47%

48%

—

45%

43%

74%

—

75%

71%

4:45 -0.19% -3.70% 26.3%

4:47 28.18% 8.88% 27.1%

5:00 0% 0% 28%

8% 4:45 -10.40% -7.59% 30.4%

3 3 3 3

(new for FY 2013)

9 10

Traffic crashes per 1,000 citizens -Cal. Yr. Number of students that are awarded safe driving certificates at graduation (new for FY 2013)

33 3

149

114

120

126 3

92%

—

— N/R

81%

—

— N/R

88.8% 100.0%

93% 100%

90% 100%

91% 3 100% 3

0.00%

<1%

0.00% 3

0.00%

<1%

0.00% 3

8 days 8 5 99%

8 days 7 5 —

12 days 6 4 95%

Safety rating by businesses (Business Survey) (new for FY 2013)

Public Works (12) 1 Public Works department overall quality service rating (Resident Survey)

-13.3% 3

Satisfaction rating by businesses (Busines Survey)

Fire/EMS (9) 1 Average response time of eight minutes or less for 90% of emergency service calls 2 A minimum of fourteen firefighters on scene within ten minutes 90% of time for all structure fires 3 A maximum of customer complaints and/or public safety service professional complaints of less than one percent of the total call volume 4 Medical complaints filed by medical director and/or medical personnel at hospitals will be less than one per cent of the total call volume 5 Provide inspection report to customer within 12 days from date of inspection 6 At Fire Academy provide: Florida Firefighter Minimum Standards classes 7 and EMT classes 8 Fire department's overall quality rating (Resident Survey) Top Box—% Fire department's overall quality rating Percentage of customers who are satisfied with the quality of the emergency 9 paramedics (Business Survey— new for FY 2012)

-5% 30

(new beginning FY 2013)

—

3 4 5 6 7 8 9 10 11 12

Number of complaints from residential customers about Waste Management per 10,000 pickups Availability rate of all vehicles/equipment for all departments Facilities routine work orders completed within 15 working days Custodial services expenditures per square feet Percentage of hydrants out of service more than 20 days Pot hole repair response time Operating costs per lane mile for street sweeping Percent of Streets Division's available staff hours for preventive maint of City's infrastructure Average less than 9.79 mgd of wastewater flow on a quarterly basis Water usage per capita (for Coral Springs Water District) Percent of "unaccounted for" water

City of Coral Springs, Florida

6 days 8 4 99.7% 57%

3 3 3 3

— N/R

92% 33%

93%

—

93%

2.27

1.30

N/R N/R

97%

92%

97% 3

98% $1.24 0% 2 days $30

97% $1.24 0% 1.5 days $30

96% $1.61 <1% 3 days $30

31%

29%

25%

29.5% 3

6.90 94.09 8.5%

8.58 93.03 9.23%

<9.79 100 <10%

8.06 3 91.62 3 4.75% 3

Top Box—rating of department's quality service 2

FY 2013 Year End Actual

93% $1.27 0% 1 day $23

* 3 3 3 3

133

Department Performance Measurements (continued) FY 2011 FY 2012 FY 2013 Year End Year End Year-End Actual Actual Goal Development Services (14) 1 Community Development satisfaction rating 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 by the Zoning Division (DRC) 5 Comprehensive Plan consistency with Department of Community Affairs 6 Average number of days from the receipt of the resident's application for rehabilitation assistance to application approval (new for FY 2013) 7 Timeliness ratio of CDBG spending: annual CDBG allocation available by July 31 8 Number of formal and informal neighborhood partnerships each year (KIO) 9 Number of trees planted within the City (KIO) 10 Requested building inspections within one day 11 Percent of plan reviews completed within 15 days 12

99% 1.5 days 1 day 8 days Yes

Percent of code cases brought into voluntary compliance prior to admin/judicial process (KIO)

100% 1.5 days 1.3 days 9 days Yes

95% 2 days 2 days 8 days Yes

FY 2013 Year End Actual 97% 1.5 days 1.7 days 6.5 days Yes

3 3 3 3 3

45 days

39.5 days 3

1.49 15 2,118

1.47 15 1,185

1.50 15 1,000

100%

95%

2.02 13 1,221 3 100% 3

99%

90%

95% 3

71%

80%

75%

84% 3

89%

—

75%

84% 3

87%

—

(calculation method revised during FY 2012; FY 2011 and 2012 results adjusted)

13 14

Percent of survey respondents satisfied with City efforts at maintaining quality of their neighborhoods (Res Survey) Percent of survey respondents satisfied with City's efforts to reduce neighborhood blight (Business Survey)

Information Services (5) 1 Number of IS Development Projects implemented in accordance with City’s Business Plan and IS Work Program 2 Customer satisfaction rating from transaction survey of Information Services

28 projects

(switched from annual to transaction survey in FY 2010)

3 4 5

99%

Meet service level agreement regarding network availability (new beginning FY 2013) Meet service level agreement regarding application availability (new beginning FY 2013) Meet service level agreement regarding server availability (new beginning FY 2013)

Parks and Recreation-Parks (3) 1 Quality service rating for recreation/athletic facilities (Resident Survey) Top Box—rating of department's quality service 2 Customer service rating for parks & recreation staff (Resident Survey) Top Box—rating of customer service 3 Safety rating of neighborhood parks (Resident Survey) Top Box—rating of safety of neighborhood parks Parks and Recreation-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 (KIO)

134

99.1%

28 projects

Fiscal Year 2014 Annual Budget

15 projects

— N/R

24 projects

95%

99% 3

99.7% 98.0% 98.5%

100% 3 99.60% 3 100% 3

96% 3 38% 96% 3 29% 92% 3 26%

97%

—

94%

95%

—

94%

93%

—

92%

99% 61% 88,299

99% 63% 97,060

98% 60% 90,000

98% 3 68% 3 90,595 3

Department Performance Measurements (continued) FY 2011 FY 2012 FY 2013 Year End Year End Year-End Actual Actual Goal Parks and Recreation-Aquatics (8) 1 Combined cost recovery ratio for the Aquatic Complex 2 Combined cost recovery ratio for the Aquatic Services Division 3 Membership at Aquatic Complex and membership turnover 4 Cypress Pool average daily pool usage *Pool closed during first and second quarters 5 Mullins Pool average daily pool usage Customer service rating at Aquatics facility 6 7 Customer service rating at Cypress Park Pool 8 Customer service rating at Mullins Park Pool Parks and Recreation-Tennis Center (10) 1 Combined cost recovery ratio 2 Tennis lesson revenue 3 Customer service rating at Tennis Center 4 Membership turnover for 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 8 Number of hours of tennis court maintenance at neighborhood parks (new for FY 2013) 9

Number of service requests at neighborhood tennis courts (new for FY 2013)

Number of hours maintaining dog park (new for FY 2013)

Parks and Recreation-Sportsplex (1) 1 Revenue generated from Sportsplex activities Human Resources (11) Percentage of employees who agree with the statement â&#x20AC;&#x153;I would recommend 1 working for the City to a friend.â&#x20AC;? (KIO) 2 Employee engagement index (new beginning FY 2013) 3 Percentage of employees who feel Human Resources provides quality services 4 5 6 7 8 9 10 11

Percentage of employees that are satisfied with liaison services Percentage of employees that are satisfied with wellness activities Percentage of employees who believe benefits are in line with needs Sick hours per employee Respond to customer requests for service and information within 48 hrs and close service request within one week Percentage of minority applicants per recruitment 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) Quality of hire satisfaction (new beginning FY 2013)

City of Coral Springs, Florida

76% 70% 3,232 43% 311

81% 72% 4,951 38% 364

60% 50% 5,500 49% 205

107 98% 99% 99%

117 98% 98% 100%

120 92% 92% 92%

60% $335,176 97% 21% 91% 31 56

57% $292,859 94% 28% 79% 27 48

60% $320K 90% 30% 90% 25 60

200 25 325

$242,027

$230,659

90%

N/A

99% 96% 92% 88% 52.4 96% 100% 58%

90% 90% 91% 91% 60.4 96% 100% 59%

FY 2013 Year End Actual 84% 76% 3,868 33% 343

3 3 3 3

117 * 99% 3 100% 3 99% 3

2 2 3 2 2 3 3 2 24 3 389 3

55% $272,492 94% 21% 79% 36 139 129

$273K $180,433

90%

93% 3

95%

84% 2

97% 92% 91% 90% 48 100% 100% 45%

96% 92% 91% 80% 57.8 95% 96% 63%

* 3 3 2 2

* 3

90%

85% 2

90%

100% 3

135

Department Performance Measurements (continued) FY 2011 FY 2012 FY 2013 Year End Year End Year-End Actual Actual Goal Financial Services (8) 1 Internal customer satisfaction rating (Financial Services 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 (revised during FY 2012, prior years recalculated)

Number of repeat items in management letters prepared by the City’s external auditors (new for FY 2013)

Percentage of invoices paid within 30 days

6 7

Out of stock level of the total inventory at Central Stores Number of days lost from on the job injuries per 100 employees

98% 91%

91% 89%

95% 90%

95% 3 78% 2

2.79%

2.30%

3.20%

1.89% 3

0 3

99.8%

99.9%

99%

99.8% 3

2.9%

2.00%

2.25%

2.2% 3

35.2

49.9

29.5 3

47%

59.75% 3

(formerly in Human Resources)

Percentage of subrogation eligible dollars recovered (new beginning FY 2013)

Communications and Marketing (5) 1 Customer satisfaction with communications (internal survey) 2 3

Awareness of Coral Springs magazine by new residents (Resident Survey) Average number of unique page views on website (changed from "number of unique user sessions" for FY 2012)

4 5

97%

100%

94%

98% 3

87%

—

79%

84% 3

123,661

131,063

115,000

135,602 3

12 38

12 36

12 30

12 3 38 3

Number of episodes produced for "What's Happening" (formerly called "In the Loop") Number of new promotional/informational campaigns developed (Revised for FY 2009)

Budget and Strategic Planning (6) 1 Internal customer satisfaction rating (Financial Services Survey) 2

Process 100% of budget transfers within 24 hours of receipt

Facilitate or support cross-functional process improvement teams

Receive the GFOA Distinguished Budget Presentation award

Payroll regular salaries adopted budget verus actual, net of policy changes

Produce monthly financial statements within seven business days of period close

FY 2013 Year End Actual

95%

n/a

95%

97.9% 3

100%

100% 3

Yes

4 3 Yes 3

0.30%

Yes ±2%

0.4% 3

1 day

<7 days

1.3 3

3 Yes 1.6 days

Fiscal Year 2013 Results Met or exceeded goal 82 Within 95% of goal 7 Did not meet goal 13 Not reported 5 107

136

Fiscal Year 2014 Annual Budget

3 * 2 N/R

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 Values

Good

$9.0 $8.3

Billions $8.0

$7.7

$7.6

$7.0

$6.5

$6.2

$5.7

$6.0

$5.4

$5.2

$5.5

$5.4

Residential taxable assessed property values decreased drastically in Fiscal Years 2010 and 2011. The decrease is due to property tax legislation passed in January 2008 and is indicative of the national recession which began in 2008. Values remained steady for Fiscal Year 2012 and increased slightly in Fiscal Year 2013.

Source: Broward County Property Appraiser’s Office

$5.0 $4.0 $3.0 (Property values reflect calendar year rather than fiscal year.)

$2.0 $1.0 $0.0 FY 2004

FY 2005

FY 2006

FY 2007

FY 2008

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

Non-Residential Property Values The decrease in residential property values (see chart above) caused the increase in nonresidential as a percentage of total value. Nonresidential 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%.

Good

35% As a % of Total Property Values 30% 25%

27.9% 22.6%

22.1%

28.8%

27.4%

26.5%

21.9%

21.2%

20.1%

20%

19.7%

15% (Property values reflect calendar year rather than fiscal year.)

10% 5% 0% FY 2004

FY 2005

Crime Rate Incidents of major crimes per 100,000 population

3085.5 2731.4 2500.5 2,500

FY 2006

FY 2007

Good

3,500 3,000

2583.9

2530.1

2559.1

2688.8 2485.3

2469.4

2259.3

2,000

Source: City of Coral Springs Police Department and Florida Department of Law Enforcement Crime Report

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

Source: Broward County Property Appraiser’s Office

FY 2011

FY 2012

FY 2013

City of Coral Springs, Florida

FY 2008

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

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 new burglary reduction unit was formed to address the rise in burglaries. 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.

137

Customer Satisfaction 93%

93%

92%

80%

60%

40%

20%

92%

95%

Projected

95%

No survey conducted; used prior year result

93%

No survey conducted; used prior year result

100%

No survey conducted; used prior year result

The City has consistently received high ratings in customer satisfaction from our residents. The overall satisfaction rating decreased in Fiscal Year 2009, yet ratings for departments and services increased. Results from the 2011 and 2013 surveys show a steady return to historically high levels. The Residential Survey is being conducted every other year.

Good

Source: 2013 Resident Survey conducted by ETC Institute.

0% FY 2004

FY 2005

Volunteers in Government

FY 2006

FY 2007

519 458

463

479

494 454

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

Good

600

500

FY 2008

520

509

Members of our committees and boards are counted as volunteers for this indicator. The number of volunteers in government reached an all-time high of 540 for Fiscal Year 2013 due to participation in the Cityâ&#x20AC;&#x2122;s 50th Anniversary Committee and decennial Charter Review Committee.

540

463

400

300

200 Source: Database of Boards and Committees

100

0 FY 2004

FY 2005

FY 2006

FY 2007

FY 2008

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

Athletic League Participants Some of the activities offered by the Parks and Recreation Department are basketball, soccer, football, baseball, roller hockey, lacrosse, and cheerleading. Independent teams and programs, though not counted in this measure, also utilize City facilities. The decline in FY 2011 was due primarily to the number of participants moving from recreational leagues to more competitive travel leagues, whose participants are not included in this measure.

Good

14,000 12,000

11,624

11,150 10,151 9,500

10,000

8,763

8,500

8,158

7,792

8,000

8,711 8,105

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

4,000 2,000 0 FY 2004

FY 2005

Employee Satisfaction

FY 2006

FY 2007

FY 2008

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

Good

94%

95%

97%

95%

97% 90%

93%

93% Same result used for FY 2012 and 2013

91%

Survey conducted during Q4

100%

FY 2012

FY 2013

80%

60%

40%

20%

0% FY 2004

138

FY 2005

FY 2006

FY 2007

FY 2008

FY 2009

FY 2010

FY 2011

Source: City of Coral Springs Human Resources Department Employee Survey

All employees are surveyed annually by the Human Resources Department to determine overall job satisfaction. The decline in satisfaction for FY 2011 is likely due to increased employee work loads that began in FY 2009 and the wage freeze in FY 2010.

Fiscal Year 2014 Annual Budget

Employee Productivity

Good

12.0

It will take fewer than six full-time employees to generate one million dollars of revenue, down from 10.91 in Fiscal Year 1994.

Employees Per Million Dollars of Revenue 10.0 8.0

6.94

6.57

6.39

6.0

5.97

5.77

Source: Annual Budget 5.60

5.39

5.13

5.24

FY 2012

FY 2013

4.0 2.0 0.0 FY 2004

FY 2005

FY 2006

FY 2007

FY 2008

FY 2009

FY 2010

FY 2011

(Calculation includes full-time employees for all funds divided by Net Revenues)

School Overcrowding Overcrowding has continually decreased for Coral Springs schools since FY 2002. Enrollment and capacity numbers are provided by the Broward County School District.

Good

150% % Capacity Student Stations 125%

114%

112% 104% 96%

100%

95%

92%

93%

92%

Source: Broward County School Board

90%

75% 50%

(Percentages reflect academic year rather than fiscal year.)

25% 0% FY 2004

FY 2005

FY 2006

FY 2007

FY 2008

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

Accidents at Major Intersections The number of accidents at major intersections has been revised to track the number of injury accidents at or near intersections. A few changes were made to the original list of 16 intersections based on recent crash data. This measure is currently a Key Intended Outcome (KIO) and will be reported on a quarterly basis.

City of Coral Springs, Florida

139

Fiscal Year 2013 Initiative Summary Customer-Involved Government Initiative

Department(s)

City Hall Lighting and Entrance Public Works ADA Modifications

Update as of Fourth Quarter Fiscal Year 2013 Project has been cancelled due to decision to build new City Hall.

Enterprise Resource Program

Information Services Staff selected the ERP application, One Solution by Sungard. Implementation will begin with Code Compliance, business account management, building permits, Land Management and cash receipts. Staff is currently conducting the business process review portion of the ERP project with the selected vendor. The information gathered will allow the vendor to map the applications user interface to the varying business practices of each department. The idea is to streamline the way the City does business, and offer a more collaborative inter-departmental working relationship. City Charter Review City Attorneyâ&#x20AC;&#x2122;s Office Committee will present recommendations at a public meeting on September 24 and to the City Commission at the October 23 Workshop. Any proposed changes approved by the City Commission would be placed on the November 2014 ballot. IT Infrastructure Modernization Information Services Staff selected Cisco systems to replace the Network and Voice infrastructure throughout the City. In addition, wireless access will be enhanced to bring service to the major parks in Coral Springs. The implementation will begin with the City Hall location, followed by the Public Safety building and the Fire Training Center. The Cisco network and voice project is currently in the implementation and initial installation phase. Cisco technicians are onsite gathering the business use configuration information, and working on staging the new equipment at the proper locations to be installed. Downtown Planning Community CRA Workshop held on 1/14/13. Urban Land Institute presented TAP Development, CRA program to CRA. CRA agreed to fund the TAP at 2/25/13 meeting. CRA and CC agreed to move forward with City Hall Feasibility Study on City Hall South property. On 5/22-23, ULI TAP was held. City staff toured other city halls in the tri-county area. Walkability audit held on 5/14/13. Design and engineering has begun on roadway improvements for NW 31st CT, NW 32nd AVE, and NW 94th AVE. Building Division Customer Building We are performing pre-submittal meetings for homeowners. Service Enhancements Additional signage is being added to the lobby to inform the public of the meetings. Flyers have been generated and are available at the permit counter. The website has been updated and a section has been added with information about the meetings. We have performed roughly 25 meetings since May. We plan to call the homeowners who experienced the meetings and gather feedback on ways we can improve our service in the 4th quarter. Currently, our inspection surveys are still being performed. The monthly reports are generated and sent to PMG Associates. PMG is scheduled to deliver the report in August 2013. Street Lighting Improvements Public Works Street Light monitors and others have reported over 900 street light (ongoing) outages in FY 2013. Challenges still exist related to the heavy tree canopy affecting light output. A tree trimming program focused on street lights severely blocked by the canopy improved lighting lumen levels by 39%. Staff made a presentation to the NEC on June 27th and received support for complete tree removal in the most serious cases. A street light study and policy is budgeted for FY 14 to assess the gaps in neighborhood street lighting. Code Enforcement Rangers Code Compliance The Rangers performed 7,550 inspections with an 86% compliance (ongoing) rate this year. We have been actively recruiting additional Rangers to the unit. We added two new Rangers to our force. Web-Based Crime Reporting Police Web based crime reporting is finished and went live December 2012. Citizens are using this feature already.

140

Fiscal Year 2014 Annual Budget

Status Cancelled

In progress

Complete

In progress

Complete

Neighborhood and Environmental Sustainability Initiative

Department(s)

Update as of Fourth Quarter Fiscal Year 2013

Status

Burglary Enforcement and Reduction (BEAR) Unit

Police

Complete

Resurface Master Parking Lots

Public Works

Public Safety Technology Upgrades

Police

Public Art for 50th Anniversary

Community Development

Public Safety Communication System and Equipment Upgrade Study

Police

Single-Family Rental Registration Program

Code Compliance

It is estimated that residential burglaries within the City of Coral Springs have dropped approximately 26% compared to yearto-date. It is certain that the Bear Unit has had an effect on the lower burglary rate within the City. Proactive enforcement as well as educational measures will continue to keep the current trend moving in the right direction. The BEAR Unit has utilized the funds earmarked for the unit to make certain that they have the tools necessary to do their job. At this time the BEAR Unit has been properly equipped and is utilizing the funding it receives in a judicious manner. Resurfacing of parking lot and alley is substantially complete. Final striping to occur by Oct. 10th. We have identified a vendor (Vigilant Video) and have submitted a purchase order to buy a Mobile LPR System. We are still conducting research on fixed LPR’s for future consideration. Funding is an issue with these fixed LPR’s as they are very costly and we do not have funds budgeted at this time to purchase them. We still plan to replace our AFIS system in order to be compatible with BSO when they decide to upgrade their system. This is something that we must do once BSO decides that they are going to upgrade theirs. We have submitted purchase orders to buy the necessary forensic analysis equipment. We have also created a computer lab and secured space within the lab for the storage of this equipment and a work space for the detective responsible for this project. Having done so will greatly reduce the amount of time the detective will have to respond to the office provided to him by the Secret Service. The artwork “Color-Play” by Stephen Canneto was approved by the Public Art Committee on December 7 and approved by the City Commission on December 16. Artwork is almost completely fabricated. City staff procuring general contractor to complete concrete base and lightning. The City selected RCC Consultants, Inc. as our independent consulting firm. RCC was tasked with evaluating and analyzing our existing public safety radio system. The kick-off meeting took place at the Coral Springs Police Department on February 12, 2013. RCC met with police and fire personnel as well as a representative from our I.S. department. RCC also met with Margate Police Department personnel and Broward Sheriff ’s Office personnel. RCC delivered their draft report on March 15, 2013, followed by the final report on March 28, 2013. The final report was forwarded to Chief Pustizzi for review. RCC has offered to present the report to our City Commission if we desire. The Landlord Registration was expanded by Ordinance 2012115 in October 2012 to add a fee for all registrations and include single family residences in the original Ordinance 2011-122. Approximately 9,826 potential landlords were notified that the Ordinance had changed to include all rental property as well as changes to forms and a new $56 fee. The Registration begins in December 2012 and requires yearly registration. Staff continues to process Landlord Registration applications. The high volume of intake is estimated to be nearly 7,000 applications. Temporary staff has been hired to assist with the processing. After the extended deadline, staff will issue notices to properties who failed to register.

City of Coral Springs, Florida

Complete In Progress

Complete

141

Mullins Park Revitalization Phase II

Parks and Recreation The three new buildings in Mullins Park are complete. The four new electrical enclosures are complete. Interior renovations at Sartory Hall are completed. The new pathway is under construction and should be completed by the end of the year. The specifications for the new directional signs are complete and staff is working to put out a bid shortly. Royal Palm Entryway Public Works, All plans are 100% complete. Engineering plans for roadway Construction Community improvements are currently at Broward County Highway Division Development for plan approval, expected response in approximately 2 weeks. Some preliminary comments received from County and plans being revised or information added as requested at this time. City staff comments received and added to the current plans. Team meeting today to discuss plans, bid documents, budgets and schedule. Median Master Plan Phase I Parks and Recreation New landscaping was added on Coral Springs Dr south of Royal Palm Blvd and along Sample Road west of Coral Ridge Dr. The landscape architect is still working with the County to get approval for new irrigation on Coral Ridge Dr. from Atlantic Blvd. to C-14 canal. We installed 12 royal palm trees on the Royal Palm medians; they were transplanted from the Royal Palm Entryway site. They were scheduled to be removed as part of that project. We also worked on changing the irrigation system from Netafem System to mist heads on Wiles Road. The landscape architect has submitted plans to the County for irrigation on Coral Ridge Dr. south of Atlantic Blvd. Community Wildlife Habitat Community Mailing to eligible households delayed until August due to Designation Development complication involving the distribution of voucher and plants as reward of certifying. Park Facilities Maintenance Parks and Recreation All positions have been filled and all are doing excellent work. We Crew now have an electrician, plumber, carpenter and painter. They have all been saving the City money by avoiding using outside contractors. The electrician has been working in numerous parks. The plumber helped with the restroom renovations at Sartory Hall. The painter has been painting pavilions, Sartory Hall, restrooms and many other areas. The carpenter assisted with Sartory Hall repairs, restroom repairs and much, much, more. Water Saving Devices(ongoing) Public Works All facilities identified in the energy conservation grant study have had their plumbing fixtures retrofitted to the water conservation type. Tree Canopy Restoration Community Street tree subsidy program has been brought to a successful (ongoing) Development conclusion. The street tree subsidy program was awarded the Broward County Emerald Award. A final management report for the project has been delayed due to some last minute subsidy applications. Beginning April 1 no more subsidy applications will be accepted. Finalizing management report documenting the entire 7 year project. Research of GPS devices to be used to expand tree inventory is nearly complete. CDBG Action Plan (ongoing) Community The FY2012/2013 Action Plan was approved by HUD in Nov 2012. Development -NW 38th Drive and Water Service Line Project are under construction -Poinciana Park and Mullins Park Pathways were awarded to contractors at the May 17 Commission meeting -Three home repair projects were completed, four are under construction and near completion (these projects are being handled in house due to the delay of the HOME project) Inflow and Infiltration Program Public Works Contractor work status is as follows: (ongoing) 1. Pipe lining on 8â&#x20AC;? and 12â&#x20AC;? lines is complete. 2. Manhole repairs to frames, covers and coating is complete. 3. Lateral lining is on schedule for final completion by Sept. 30th.

142

Fiscal Year 2014 Annual Budget

Complete

In Progress

Complete

Community Pride Phase IV (ongoing)

Neighborhood Stabilization Program (NSP3) (ongoing)

Code Compliance Process Improvement (ongoing)

Parks and Recreation Completed three new Buildings at Mullins Park, now open to the Complete public. Completed the four new electrical enclosures at Mullins Park. Painted the exterior of the gymnasium. Completed Riverside Park drainage project and installed new landscaping, including over 150 trees planted at the park. Installed new volleyball stanchions at the Riverside Park volleyball courts. Completed the new decking and ramp by the Fern Glen Park restroom building reopened the restrooms to the public. Installed new playgrounds at North Community Park and Oakwood Park. We installed new lightning detectors at Mullins, Cypress, North Community and Turtle Run parks. Median landscaping improvements took place on Royal Palm Blvd with the installation of 12 new royal palm trees transplanted from the Royal Palm Entryway Site. Community Twelve (12) properties purchased and repairs completed. SixtyComplete Development three (63%) of the funds are expended. City Commission approved an amendment to NSP3 to expand the target area on June 5, 2013. This is an effort to expand the balance of the funds for low income category. Information Services An Organizational Review of the division was completed in FY 12. Complete The 5 month process provided 67 findings and recommendations to assist with the improvement process. These recommendations continue to be implemented and include processes, staffing and resources. Many of the findings are underway and some key changes include: 1. Code Officers switched from 4 10-hour days back to 5 8-hour shifts. Additional schedules were added on the weekends to increase coverage. 2. A Code Compliance Manager was named to oversee the division. 3. Updated forms and access to information. 4. Three (3) supervisors were hired (1-Code Compliance Support Supervisor and 2- Code Compliance Supervisors 5. Code Software selected and anticipate deployment in the fall. 6. Conducted interviews for three officers to staff weekend shift. Staff will focus on commercial/recreational vehicles. 7. Code staff is working with Development Services on Business Signage.

Financial Health and Economic Development Initiative City Branding Phase II

Economic Development Enhancements

Corporate Promotional Video Fire Academy Promotional Campaign

EMS Equipment: Time =Life

Department(s) Update as of Fourth Quarter Fiscal Year 2013 Communications and On February 27, 2013 the City Commission gave consensus to Marketing the City’s tagline, developed by North Star: “Everything Under the Sun.” North Star worked on the final creative phase of the branding project, which included logo development, look and the City’s Brand Action Plan. The City is rolling out newly branded materials. City Manager’s Office, -Will incorporate City’s re-branding efforts and Economic EDF Development Strategic Plan to revamp the EDF web site -Request for Proposals for Economic Development Strategic Plan issued and 10 responses received on April 17, 2013. Being reviewed by members of the Evaluation Team. -Building Permit Mitigation Ordinance approved by City Commission providing fee-based incentives to Qualified Targeted Industries. -City Commission approved Qualified Target Industry Tax Rebate Payment to Project Rock Solid as well as Building Permit Mitigation. Communications and The scope of the video project was outlined with Paul Cawley. The Marketing video will be complete by fiscl year end. Fire Contract for Ambit Marketing is complete. Security system is installed and operating. Academy was nominated for training center of the year award again. Trained over 2500 students this year. Working with City of Boca Raton and will be providing all of their in-service training. Fire All the Laryngoscope equipment (King Vision), and three Lucas Compression devices were received and put in service.

City of Coral Springs, Florida

Status Complete

Complete

Complete Complete

Complete

143

Water Rate Study

Public Works

Internal Auditor (ongoing)

City Commission

Commercial Facade Program

Community Development

In accordance with the study, the City Commission approved a 3.5% Complete rate increase for FY14. Revised scope of work approved by Commission. Will choose Complete between two firms at September 18th Commission meeting. -Preparing scope of services for bid documents Colonial Building. Complete -Convenience store was approved at 3/13/13 ARC meeting. The Architect is completing the construction drawings. -Coral Springs Diner- architect submitted the construction drawing at the end of June. Staff will review drawings and provide comments. -Colonial Building- Project went out to bid on May 14, due to addendums the closing was changed to July 10, 2013.

Traffic, Mobility, and Connectivity Initiative New Sidewalks at 38th Drive and 85th Avenue

Department(s) Public Works

Coral Hills Drive Sidewalk Design

Public Works

Roadway Resurfacing and Alley Public Works Improvements Right Turn Lane at Shadow Wood Boulevard and Riverside Drive Downtown Pathways Phase II (ongoing)

Public Works

Community Development

Northwest Broward Consortium Community for Planning Transportation Development Improvements (ongoing)

Traffic Management (ongoing)

Community Development

Red Light Camera Implementation (ongoing)

Police

144

Update as of Fourth Quarter Fiscal Year 2013 Sidewalk is completed. Pending items are roadway resurfacing and striping. Weather delays and underground conflicts with AT&T and FPL street lights have pushed substantial completion date to October 5, 2013. As of Sept. 12th, the scope has returned to the original design. Engineering was placed on hold for approximately 6 months pending new direction to add pedestrian lighting. Plans are approximately 80%. Funding for construction is programmed for FY15. Delays caused by concern over Engineering services during construction regarding adequate quality control over asphalt mix design and application have pushed award of bid to Oct. 16th. Due to delays associated with County permitting, project is scheduled for award at the September 16th City Commission meeting. Construction is 120 days after Notice to Proceed. Preliminary Phase submittal has been completed. Public meeting to review design proposal held on April 25. Draft Easement Agreement for Harbor Chase property is being reviewed by property owner. The City hosted a meeting on 11/12/12. Discussion centered on Complete Streets, Education Corridor, SR7 PD&E study, and Broward Countyâ&#x20AC;&#x2122;s Transit Development Plan. An Advisory Review Committee (ARC) met on March 4 to provide input for the Transit Development Plan where the Consortium will advocate for Premium Transit on Sample Road. Coconut Creek hosted the meeting of the Planning Consortium on 3/28/13. -TMT met on 11/20/12 and discussed response to Renaissance Charter School. Broward County installed directional arrows at Forest Hills Blvd. at NW 24 St; traffic studies on NW 7 St, NW 14 St, NW 17 ST, and NW 84 Ave from SE-SW Slice Meeting. -TMT met on 01/25/13, 02/22/13 and 03/29/13. Discussed Turtle Run License Agreement for removal of left turn lanes; appointment by the City to be the contact with Traffic Engineering; Renaissance Charter School circulation issues, pedestrian crossing at Center for the Arts; and various traffic studies requested by residents. Traffic calming studies were conducted on seven streets. Seven cameras were installed at five intersections throughout the City at the end of FY 2011, and went live September 15, 2011. Early indications are that the cameras have been effective in preventing traffic accidents at those intersections. Accidents at the 5 intersections have declined 17% from the same time period last year. The City has installed an additional camera at Wiles Road and State Road 7 and is exploring the possibility of installing an additional camera at this site to cover northbound traffic.

Fiscal Year 2014 Annual Budget

Status Complete

In Progress

Complete

Youth Development and Family Values Initiative 50th Anniversary Celebration

Department(s) Community Development

Half Marathon and 5K Run/Walk Sportsplex

Teen Political Forum (ongoing)

Human Resources

Senior Empowerment Program Parks and Recreation (ongoing)

Car Club (ongoing)

Parks and Recreation

Playground Equipment Replacement Program (ongoing)

Parks and Recreation

Teen Cookoff (ongoing)

Parks and Recreation

Update as of Fourth Quarter Fiscal Year 2013 BizArt, State of the City, and Family Fun Day, Car Show and Once Upon a Dream Musical were well received by the community. Appointed two committee members. Speakers Bureau and elementary schools field trip are in progress. City Hall décor to include bunting and medallion are in place. 50th Anniversary Street Indexing Signs have been installed along with Sponsor banners. Coral Springs Half Marathon/5K event on 3/30/13 was well received. The 50th Anniversary theme was represented with city booths at WorldFest and EarthFest, which promoted the upcoming events planned for the 50th Anniversary Celebration. Attendees received promotional items. The Tri-City Car Parade was coordinated through the efforts of Parkland, Tamarac and Coral Springs to unite all three cities in celebrating their 50th Anniversaries together. The new logo which incorporates the new branding was launched and included a “50th” logo to use moving forward. The website was updated to include the Birthday Party Booster opportunities for fundraising. Air Around the Clock signed on to become a Silver Presenting Sponsor. Street Indexing signage and intersection banner projects have been completed. The committee continues to meet twice monthly and is working on preparation for the July 10th events. The Half Marathon and 5K run were held on March 30, 2013. The event was very successful with 798 runners registered and 697 actually participating in the 5K and 602 runners registered and 531 participating in the Half Marathon. The event received great reviews from the runners and we have set March 29, 2014 as the date for next years event. Almost 300 high school students attended the 6th Annual Teen Political Forum at the C.S. Center for the Arts on February 11th. The student Steering Committee did a brilliant job of organizing the event, with minimal adult supervision. The high school students in attendance had an opportunity to address their local, county, school board and state elected officials and get answers to issues of interest to them. There are numerous trips planned throughout the year. The new Senior Bus is ready to go out to bid. The Seniors participated in several intergenerational programs with the teens, including computer classes and fitness programs. The Teen Car Show was held as part of the Family Fun Day in February. This years show went very well over 80 cars participated. Over $4,000 in revenue was generated from the event. Membership in the Teen Car Club is very low. Staff will work with the Youth and Family Committee to revamp the Car Club to make it more of a social club starting in September. The playgrounds are complete at North Community Park and Oakwood Park. The Poinciana Playground equipment is ready, contractor is working on securing the permit for installation. The playground equipment is here and ready to install as soon as the contractor provide the proper data for the permit. The Youth and Family Committee worked on the Teen Cook Off Event which took place in April. The Teen Cook Off had three teams compete. Food was donated by Whole Foods Market. Teams participating were Coral Glades High School, Taravella High School, and an independent team.

City of Coral Springs, Florida

Status Complete

Complete

In Progress

Complete

145

Strength in Diversity Initiative Mullins Park Water Tank Mural

Department(s) Coral Springs Museum of Art, Community Development

Biz Art Annual Event

Community Development

Family Success Center (ongoing)

Human Resources

CommuniTea (ongoing)

Human Resources

International Dinner Dance (ongoing)

Human Resources

Partnership Between MultiCultural Advisory Committee and One Planet United (ongoing) Weekend of Peace Celebration (ongoing)

Human Resources

Staff continues their partnership with One Planet United. Both groups continue to work closely as plans are being formulated to celebrate the International Day of Peace on September 21st.

Human Resources

WorldFest (ongoing)

Human Resources

Martin Luther King Program Enhancements (ongoing)

Human Resources

The International Day of Peace was celebrated on Friday, September Complete 21, 2012 with a Peace Celebration at the Peace Garden. This was followed by a Peace in Music concert at the Coral Springs Charter School, where students from a local music school entertained a general audience. This event was offered free of charge. The WorldFest Celebration held on April 7th was a success. The Complete weather was beautiful, attendance was better than expected and our vendors had a successful day. The international entertainment was enjoyed by all and met our goal of showcasing the diversity in our community. The Martin L. King, Jr. Celebration weekend was very successful. Complete Our keynote speaker, Joan Higginbotham, delighted luncheon and Community Celebration audiences with her inspirational words and messages. The Monday Leadership/Diversity Day drew about 200 students who spent the day in interactive workshops learning more about the life and works of Dr. King. The keynote speaker, Judge Ilona Holmes, captivated the students with her engaging speech.

146

Update as of Fourth Quarter Fiscal Year 2013 Final proposal approved by FAC on 12/17/12. City Commission approved. Work on the water tank began in February. Six artists completed the top portion of the artwork. The bottom was completed by public on Saturdays in Feb/March. Dedication held on 3/23/13. Over 1,000 people attended the BizArt event. Over 30 businesses participated in the event. Food trucks, live entertainment and a free trolley ride were part of the event. Staff continues to work cooperatively with the Family Success Center in promoting their services and programs. The Family Success Center will be represented at our WorldFest event to promote their programs and services. This annual event was held on Saturday, June 15th at the Coral Springs Marriott. Our theme is “A Touch of Gold”, selected to highlight the celebration of the City’s 50th Anniversary. 230 guests attended and were entertained by a “I Love Lucy” look-alike, an exhibition dance routine and a special tribute by the students of Fantel Music celebrating the City’s 50th Anniversary. Our Tea Sponsor, Whole Foods Market of Coral Springs, provided us with an interesting variety of international teas, while the Marriott catered the delicacies and desserts enjoyed by all. The diversity of guests who were present accomplished our goal of encouraging togetherness and appreciation of various cultures in our community. This event was Saturday, September 28th at the C.S. Marriott. Plans are underway to celebrate the country of Peru.

Fiscal Year 2014 Annual Budget

Status Complete

Complete

Complete Complete

Excellence in Education Initiative Cambridge Advanced Program at Coral Springs Charter School (ongoing)

Charter School Organizational Excellence (ongoing) Coral Springs Outreach Database (ongoing)

Broward College Campus in Coral Springs

Department(s) City Manager’s Office, Coral Springs Charter School

Update as of Fourth Quarter Fiscal Year 2013 The CAPS (Cambridge) programs is launched with great success and student growth. This year students at the high school had the opportunity of taking Cambridge General Paper, Chemistry, Biology, Marine Science, Environmental Management, Mathematics, Spanish, French, International History and Sociology. These courses all offer the opportunity to gain college credit and college readiness. This will be the first year that our students will take the Cambridge examinations in May/June. Students took 451 tests and 329 received passing grades; a 72.95% pass rate. Human Resources Coral Springs Charter School received an “A” grade from the state for the 9th consecutive year. Students are making great strides as compared to those at other Coral Springs schools. Communications and This is an ongoing initiative, with emphasis in the first quarter Marketing placed on encouraging businesses to sign up and post their open positions in the Outreach database. The website name was changed to workcoralsprings.org and the site went live on March 18, with newly installed software. City Manager’s Office, Classes at Broward College Coral Springs Academic Center began EDF, CRA in October. 4,391 students attended 220 classes at the Academic Center since the new campus opened.

City of Coral Springs, Florida

Status Complete

Complete

147

Fiscal Year 2014 Initiative Summary A Family-Friendly Community Park Security Cameras

Police

Fire Station 43 and 95 Design

Fire

Fuel System for Emergency Power Generators

Public Works Fleet

Replace Pedestrian Footbridge on 87th Avenue

Public Works

Crime Scene Investigator

Police

Street Lighting Improvements (ongoing)

Public Works

Playground Equipment Replacement Program (ongoing)

Parks and Recreation

Public Safety Dispatch Equipment Upgrade (ongoing)

Police

Dangerous Intersection Safety Program (ongoing)

Police

Public Safety Technology Upgrade (ongoing)

Police

A Thriving Business Community Municipal Complex

City Manager’s Office

Development Services Outreach Program

Development Services

Downtown Parking Study

City Manager’s Office

Corporate Park Drainage Study

Public Works

Electronic Permitting Feasibility Study

Development Services

Sample Road Enhancement Study

City Manager’s Office

NW Broward Consortium for Planning Transportation Improvements (ongoing)

Development Services

Traffic Management (ongoing)

Development Services

Downtown Redevelopment (ongoing)

City Manager’s Office

Economic Development Strategic Plan Implementation (ongoing)

City Manager’s Office

Job Outreach Database (ongoing)

Budget, Strategy and Communication

An Active, Healthy Community Enhance Sports Commission Resources

Parks and Recreation

Cypress Hall Renovation

Parks and Recreation

Event Cross Promotion Pilot

Parks and Recreation

50th Anniversary Celebration (ongoing)

Development Services

Downtown Pathways (ongoing)

Development Services

Half-marathon and 5K Run/Walk (ongoing)

Parks and Recreation

Teen Political Forum (ongoing)

Human Resources

Multi-cultural Events (ongoing)

Human Resources

Car Club (ongoing)

Parks and Recreation

148

Fiscal Year 2014 Annual Budget

An Attractive Community University Drive/Cardinal Road Gateway Park

Parks and Recreation

Community Beautification Award

Development Services

Aquatic Complex Entryway

Parks and Recreation

Atlantic Boulevard Entryway

Development Services, Parks and Recreation

Enhance Litter Removal

Public Works

White Fly Remediation Grants

Development Services

Utility Maintenance

Public Works-Utilities

Enhance Recycling Program

Public Works

Commercial Recycling Study

Public Works

Mullins Park Revitalizationâ&#x20AC;&#x201D;Phase III (ongoing)

Parks and Recreation

CDBG Action Plan (ongoing)

Development Services

Median Master Plan (ongoing)

Parks and Recreation

Royal Palm Entryway Construction (ongoing)

Development Services and Public Works

Hazardous Waste Collection (ongoing)

Public Works

A Professional, High-Performing Organization Social Media Plan

Budget, Strategy, and Communication

SharePoint Implementation

Information Services

West Side Master Plan

Public Works

Health and Wellness Program

Fire

Employee Wellness and Rewards Strategy

Human Resources

Explore Additional Grant Opportunities

Budget, Strategy, and Communication

IT Infrastructure Modernization (ongoing)

Information Services

City Branding Phase IIâ&#x20AC;&#x201D;Implementation (ongoing)

Budget, Strategy, and Communication

Enterprise Software (ongoing)

Information Services

Internal Auditor (ongoing)

City Commission

City of Coral Springs, Florida

149

150

Fiscal Year 2014 Annual Budget

Performance Budget Contents Performance Budget Overview .........................................................................................................................................154 Understanding Departmental Performance Budgets .....................................................................................154 Sample Performance Budget Page ..................................................................................................................................155 Department Performance Levels......................................................................................................................................157 City Commission............................................................................................................................................................158 City Managerâ&#x20AC;&#x2122;s Office ...................................................................................................................................................159 Human Resources .........................................................................................................................................................163 Financial Services ..........................................................................................................................................................167 Information Services ....................................................................................................................................................171 City Attorney ...................................................................................................................................................................174 Development Services ................................................................................................................................................176 Police .................................................................................................................................................................................182 Economic Development .............................................................................................................................................187 Fire/EMS ............................................................................................................................................................................188 Public Works ....................................................................................................................................................................194 Parks and Recreation....................................................................................................................................................204 Coral Springs Center for the Arts .............................................................................................................................214 Coral Springs Charter School ....................................................................................................................................216 Customer Requirements Analysis.....................................................................................................................................218 Overview ..........................................................................................................................................................................218 Residential Satisfaction Survey Results .................................................................................................................218 Business Satisfaction Survey Results ......................................................................................................................222 SWOT .................................................................................................................................................................................223 Workforce Analysis .......................................................................................................................................................224 Neighborhood Meetings ............................................................................................................................................225 CityHelpDesk Responses ............................................................................................................................................226 Benchmarking .........................................................................................................................................................................227 Process Improvement Teams .............................................................................................................................................230 Cross-Functional Teams ..............................................................................................................................................230 Special Department Teams ........................................................................................................................................231 Awards and Special Recognitions ....................................................................................................................................232

City of Coral Springs, Florida

151

Budget Process Map

January

February

March

Workbooks Compiled & “Hot Topics” Identified

Commission Workshop

April

May

June

Strategic Plan Resident / Business Survey (as scheduled)

Management SWOT Exercise

Final Draft Published

KIO’s Set

Business Plan Select Initiatives

Environmental Scan

Departmental Budget Packages Distributed for Business Plan, Staffing, Operating Budget, CIP & Replacement Programs

Operating Budget & Performance Measures Five-Year Forecast

Business Plan Workshop

Packages Returned Staffing & Capital CMO/Dept. Meetings

Line Item Review Performance Measures

Budget Client Feedback Quarterly PM Report

Quarterly PM Report

Capital Budget Fleet Process Review

152

Replacement Programs Distributed and Conduct Fleet Budget Meetings

Replacement Programs Updated Fixed Asset Inventory Distributed

Fiscal Year 2014 Annual Budget

New Capital Requests

Prioritize Capital Funding

July

August

September

Note: The Strategic Plan is a multi-year plan. In certain years the Business Plan Environmental Scan is the first element.

Business Plan Presentation

October

November

December

Elections

New Commission Orientation

City of Coral Springs Strategic Planning & Performance Measurement Process Map January 2013

Composite Index

Fund Summaries Balanced First Budget Hearing To Next Yearâ&#x20AC;&#x2122;s Quarterly PM

Proposed Budget Prepared

To Environmental Scan

Second Budget Hearing Quarterly PM Report

Quarterly PM Report

Adopted Budget Published

Budget Adopted

Budgeted Purchases

Proposed CIP Prepared

Fiscal Year Ends

City of Coral Springs, Florida

Fixed Asset Inventory Updated

153

Performance Budget Overview Understanding Departmental Performance Budgets The department’s budget is separated into the following components: Mission Statement—the statement must identify the particular purpose for the department and how it relates to the City’s overall mission. Core Processes—a listing of the fundamental business processes that the department is designed to provide. Outputs— indicate the volume, frequency or level of service provided. New Initiatives—new services or the removal of existing services as they relate to the Strategic Plan. A list of the new initiatives follows. Organization Charts—outline of program structure within the department. Program/Expenditure Summary—the budget for the department, summarized by program, if applicable, and by major category of expenditure: • Personal Services—salaries, overtime and other pay including vacation payment incentive, holiday pay, temporary wages. • Benefits—FICA, retirement contributions, health and other benefits. • Other Expenses—supplies, repairs, utilities, services and other costs. • Capital—departmental machinery and equipment under $5,000. Objectives and Performance Measures—the objectives focus on particular program accomplishments that will be attained within the current year. All objectives are measurable by the performance indicators supplied. Each performance measure includes explicit links showing how program objectives and their indicators are directly related to KIOs and strategic priorities that they support. A summary of all capital projects for each department indicating funding source and total project cost is also included in this section.

154

Fiscal Year 2014 Annual Budget

Sample Performance Budget Page Title

New Initiatives

Indicates the department.

Business Plan Initiatives for this department, if available.

Mission

Revenues and Expenditures

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

A summary of the budgeted departmental revenues and expenditures.

Core Processes and Outputs

Performance Linkage

A listing of the fundamental processes and the outputs for the department.

The Strategic Priority and Directional Statement that support the department’s performance measures.

Organization Chart

Performance Measures

An organization chart showing the breakdown of programs, divisions and personnel.

The actual historical performance and future goals for the department.

ditu E xp en

res by

torney City At itures: Expend mary m Sum Progra torney City At Total

Progra

m and





ry Catego

FY 2011 Actual 5 $781,55 55 $781,5

FY 2013 Budget

FY 2012 Actual

4 $839,01 14 $839,0

6 $826,56 66 $826,5

$515,38

8 $470,52 182,791

FY 2013 tual Est. Ac

FY 2014 Budget

3 $849,55 53 $849,5

2 $502,65 165,078 177,266 4,557 53 $849,5

Missio

m ge fro % Chan dget FY13 Bu 2.96% 2.96%

$24,828 8 $24,82

2 $863,84 42 $863,8

7 e 185,695 175,320 $474,38 ithin th 0 ry 135,864 ents w without 169,432 Catego 0 14 ary By e agreem 89,663 $839,0 Summ cts cts and ct complianc 6.00 Contra rsonal contra ra 26,566 48,073 e Pe nt $8 ar co prep s 55 sure 0.8% 6.00 Benefit $781,5 es e to en ew and , Expens 0.7% • Revi st time fram e. 6.00 Other ements 0 agre ienc % tion 0 20 en shor te 0.8 iga 6.0 y nv Lit el d an or inco oximat on % l ti nd pr ta 0.8 ta To ve ap is en Th view l repres ation. d/or re ely lega ty administr rsies and are an es. E's ve Ci and tim FTE's • Prep cts, and leas wide FT ion tal City ec tive mission and lic y l contro osecut % of To contra ide eff in lega mission’s po m ty ation Pr Ci n. e To prov the City Co m ipal Viol litigatio ents th the City Co ic to le es un ce pr nd M y. vi d g lit ha ad . sly re ion an rs and ial liabi ementin zealou the City Litigat y mat te office it ted to impl s and potent half of re statutor m t on be ise on is com izing exposu ral cour • Adv im d Fede an e of min at St ear in es. • App ng risk. inquiri to limiti . citizen oaches ond to s to staff • Resp ve appr update and ti s l n, en ga io le ev at t pr easure ministr ntinuing law g abou unsel n n ce M , City ad l mat ters of at ters. • Brin esent co and Co m anizatio on pr e ch si d iv is ar al rforma ing Org e Rese istrat P e in an Act. Comm mit tees in in at m re ty ip -Perform tu Ci ad ic FY 2011 ual Forfei ment/ • Part nal, High ent the ds and com es. Act oy nd es sio g pl ey ba es pr in ra ar em ti at torn Prof • Re s Goal a Cont ate in d oper City At Priority: A gned bo eir official du ivenes e Florid Particip sion an gic all assi th : Effect is th • te e m pe to ra rc m Ty ) St ning ty Co y enfo ment orders Ci el re e, r iv pertai su nc fo . ss ea es re M dina 100% eetings • Agg l servic tions, or nied by 99% ency m (resolu pa ide lega ate ag slation accom re: • Prov ments. bordin Measu ation of Legi quest when su r rt d he pa an ar re de d ot ission 1) Prep workdays of racts an Comm 10 s, cont d City l within solution • Atten materia nces. nces, re shion. backup ordina fa ordina y e 50 el ar d an • Prep ents in a tim lutions 0 reso docum ately 10 proxim are ap • Prep

torney City At

m ge fro $ Chan dget FY13 Bu

0 $495,72 185,570 182,552 0 42 $863,8

5.35% 1.52% -1.69% n/a 2.96%

$25,192 2,779 (3,143) 0 8 $24,82

0.00% n/a

0.00 n/a

6.00 0.7%



roces Core P

s es an

d Outp

uts





Cit y A

FY 2012 ual Act Goal

99%

100%



FY 2013 ual Act Goal

99%

FY 2014 Goal

99%

orney

6 r y City Atto6 (2502) rney City Atto rney City Atto nfilled) Deputy torney (u t City At an st si As utor ec os Pr al Municip ant e Assist Executiv cretary Legal Se

 n Litigatio Outside

nt) Equivale sitions r of Po ll-Time Numbe r of FTEs (Fu n Number be sio mber = Left Nu mber = Num rtment/Divi pa Right Nu mber = De Nu Center

City of Coral Springs, Florida

155

156

Fiscal Year 2014 Annual Budget

Department Performance Levels Each of the City’s departments develops a work plan and new initiatives based on the current Strategic Plan. The Business Plan summarizes the new initiatives and the Performance Budget summarizes the resources allocated to each department and the performance measures negotiated to define acceptable results. Included on the following pages are each department’s mission statement, core processes, outputs, organization chart, new initiatives, program/expenditure summary, objectives and performance measures. A summary table of revenues, expenditures and position counts by department for Fiscal Year 2014 is listed below.

Department Revenue, Expenditure and Position Summary for Fiscal Year 2014 Department City Commission City Manager's Office (MBO, C&M/Clerk) Human Resources Health Fund Financial Services General Insurance Fund* Information Services City Attorney Development Services Police Fire Fund ** Emergency Medical Services Public Works Water & Sewer Fund Solid Waste Fund Equipment Services Parks & Recreation*** C.S. Center For The Arts**** C.S. Charter School Fund Public Art Fund

Personal

Benefits

Operating

Capital

$124,906 1,920,679 894,251 101,527 1,455,257 107,667 1,416,127 495,720 3,867,269 23,732,456 8,448,187 5,478,517 1,504,504 1,995,528 0 809,750 5,585,611 0 0 0

$109,240 699,626 344,739 11,007,010 639,629 1,013,675 551,507 185,570 1,659,276 15,951,087 4,090,570 2,360,559 681,729 925,869 0 359,874 2,476,586 0 0 0

$117,963 612,920 213,657 1,739,560 450,892 2,190,037 919,020 182,552 957,888 5,423,413 1,326,014 1,005,923 2,228,348 9,425,185 3,106,900 2,263,978 6,045,628 55,000 9,739,197 96,500

$0 0 0 0 0 0 0 0 0 17,290 978,072 0 0 1,286,963 0 0 27,650 0 749,153 0

Total Other Expenditures $0 0 0 0 0 0 0 0 15,000 0 3,502,065 0 0 7,991,238 720,285 6,016,370 0 445,000 1,420,000 0

$352,109 3,233,225 1,452,647 12,848,097 2,545,778 3,311,379 2,886,654 863,842 6,499,433 45,124,246 18,344,908 8,844,999 4,414,581 21,624,783 3,827,185 9,449,972 14,135,475 500,000 11,908,350 96,500

Total Revenues $0 23,321 638,647 12,848,097 258,000 3,311,379 20,000 0 5,256,327 2,437,706 18,344,908 2,716,195 320,643 21,624,783 3,827,185 9,449,972 4,460,414 0 11,908,350 96,500

Total Positions 6.00 22.50 12.25 1.25 25.00 1.50 19.25 6.00 65.00 299.00 107.84 65.16 28.50 38.75 0.00 15.00 105.00 0.00 0.00 0.00

*Workers’ Compensation—Property—Casualty **Includes City of Parkland, Florida ***Parks & Recreation includes Sportsplex, Tennis and Aquatics ****Center for the Arts is now a division in the General Fund

City of Coral Springs, Florida

157

City Commission A Professional, High Performing Organization

Mission

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

To provide the Charter offices clear policy direction toward making the City of Coral Springs the premier community in which to live, work and raise a family. A Family-Friendly Community 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.

Core Processes • Provide policy direction for City operations.

A Thriving Business Community

• Promote public participation in government through regular and special City Commission meetings, public hearings and workshops.

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.

• Encourage partnerships with the private and nonprofit sectors to resolve local issues.

City Commission

An Attractive Community

Senior Office Asssistant

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.

Mayor (0100) 0

Vice-Mayor 1 (0100) 0

Commissioner 3 (0100) 0

Left Number = Number of Positions Right Number = Number of FTEs (Full-Time Equivalent) Center Number = Department/Division Number

Expenditures by Program and Category City Commission Expenditures: Program Summary City Commission Total Summary By Category Personal Benefits Other Expenses Total FTE's

158

FY 2011 Actual

FY 2012 Actual

FY 2013 Budget

FY 2013 Est. Actual

$255,208 $255,208

$277,534 $277,534

$323,618 $323,618

$271,867 $271,867

$85,587 76,003 93,618 $255,208

$95,768 86,885 94,881 $277,534

$106,860 90,433 126,325 $323,618

5.00

$ Change from FY13 Budget

% Change from FY13 Budget

$352,109 $352,109

$28,491 $28,491

8.80% 8.80%

$108,770 74,121 88,976 $271,867

$124,906 109,240 117,963 $352,109

$18,046 18,807 (8,362) $28,491

16.89% 20.80% -6.62% 8.80%

5.00

6.00

1.00

20.0%

Fiscal Year 2014 Annual Budget

FY 2014 Budget

City Manager’s Office Budget and Strategy

Mission

Monitor City’s financial condition and provide financial strategies to ensure fiscal solvency.

To provide support and systems that empower City departments to anticipate and meet customer expectations and carry out City Commission policy initiatives.

Prepare biennial/triennial Strategic Plan, annual Business Plan, annual budget document, and Capital Improvement Program.

Core Processes and Outputs

• Produce the City’s Business Plan, budget document and Capital Improvement Program.

City Manager’s Office Organize and mobilize City departments to address the seven priorities established by the City Commission.

• Process biennial/triennial Strategic Plan including the Environmental Scan, the SWOT Analysis and the Strategic Planning Workshop Presentation.

•Complete strategic activities for the City Commission’s five priority areas.

Maintain Performance Measurement System.

• Provide overall management of all City operations in a way that empowers employees to exceed customer expectations. • Provide effective communication between the City Commission, staff, residents and other customers. •Continue to attract quality businesses to the City of Coral Springs.

• Produce Departments’ Quarterly Performance Reports. Aggressively seek grants on behalf of the City and oversee administration of grant funding. Collaborate with Police and Fire pension boards, Charter School Advisory Committee, and other committees.

City Manager’s Oﬃce City Manager (Funded in 0501) Executive Assistant to City Manager Executive Assistant

Senior Office Assistant

Deputy City Manager (Funded in 0501)

Construction Project Manager (Funded in 0501)

Budget, Strategy, and Communications

Deputy City Manager* .5 (0501) .5

Director Budget, Strategy, Communications (Funded in 1901)

City Clerk's Office 5 (3501) 5

CRA Coordinator (Funded in 3200) Communications and Marketing 5 (0604) 5

Management and Budget Office 6 (1901) 6 Senior Financial Analyst (5)

Communications and Marketing Manager (Funded in 0604)

City Clerk (Funded in 3501)

Assistant City Clerk Records Mgmt Coordinator Senior Office Assistant Office Assistant

Creative Services Coordinator Editor and Producer Left Number = Number of Positions Broadcast Communications CoordinatorRight Number = Number of FTEs (Full-Time Equivalent) Center Number = Department/Division Number Writer/Media Relations Coordinator

City of Coral Springs, Florida

*0.5 position, shared with Water and Sewer Fund

159

Communications and Marketing

City Clerk

Communicate public information in an effective, creative manner.

Serve as Secretary of the City.

•Publish three editions of Coral Springs magazine, Annual State of the City Report, and other informational publications; • Provide writing, design, photography and other graphic services for print, digital and video formats. • Provide multimedia, video and photographic support, and produce public service announcements and programming for use by the broadcast media.

• Oversee City Commission agenda process which includes creation of bimonthly agendas, coordination of over 500 agenda memoranda, duplication and distribution of agenda material to interested parties, and continue to encourage the City’s “paperless agenda” environment. • Inform citizenry of public hearings by advertising pursuant to Florida law.

• Develop and manage the City’s web sites, including coralsprings.org and workcoralsprings.org.

• Manage codification and distribution to subscribers of the Municipal Code, both the general volume and Land Development Code.

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

• Provide public notice for approximately 300 public meetings annually.

• Provide special event promotion. Handle media relations.

Serve as the City’s records custodian by preserving the integrity of the City’s official records, which encompasses business transactions, law and policy making, and property matters.

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

• Maintain an historical database of over four million document images Citywide from 1963 to the present and respond to public records requests. • Maintain a database of public meetings via audio tapes, CD-ROMs and summaries of the meeting proceedings, and respond to more than 1,500 customer requests for information annually. • Provide for records disposal to the fullest extent permissible by Florida law, and the cost effective, legal maintenance of permanent records for all City departments. Serve as the director of municipal elections as required by the City Charter and Florida Statutes.

Revenues and Expenditures by Program and Category City Manager's Office Revenues: City Clerk Total

FY 2011 Actual

FY 2012 Actual

FY 2013 Budget

FY 2013 Est. Actual

FY 2014 Budget

$ Change from FY13 Budget

% Change from FY13 Budget

$8,095 $8,095

$11,930 $11,930

$7,234 $7,234

$21,251 $21,251

$23,321 $23,321

$16,087 $16,087

222.38% 222.38%

Expenditures: Program Summary Administration Management & Budget Office Communications and Marketing CRA City Clerk Total

$1,083,705 562,948 764,730 0 434,819 $2,846,202

$878,449 601,208 720,520 0 486,019 $2,686,196

$862,221 617,489 877,334 69,960 508,991 $2,935,995

$891,905 581,803 793,964 0 464,244 $2,731,916

$913,983 713,348 982,390 72,401 551,103 $3,233,225

$51,762 95,859 105,056 2,441 42,112 $297,230

6.00% 15.52% 11.97% 3.49% 8.27% 10.12%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,848,051 612,434 379,578 6,139 $2,846,202

$1,710,097 606,458 369,641 0 $2,686,196

$1,751,496 645,202 539,297 0 $2,935,995

$1,731,028 555,192 445,696 0 $2,731,916

$1,920,679 699,626 612,920 0 $3,233,225

$169,183 54,424 73,623 0 $297,230

9.66% 8.44% 13.65% n/a 10.12%

20.50 2.6%

22.50 2.8%

2.00

9.76%

n/a

FTE's % of Total Citywide FTE's

160

Fiscal Year 2014 Annual Budget

New Initiatives A Thriving Business Community Municipal Complex Downtown Parking Study Sample Road Enhancement Study A Professional, High-Performing Organization Social Media Plan Explore Additional Grant Opportunities

Performance Measures Budget and Strategic Planning Strategic Priority: A Professional, High-Performing Organization Measurement Type: Effectiveness Measure: 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

FY 2014 Goal 95%

FY 2011 Goal Actual 88% 95%

FY 2012 Goal Actual 95% 96%

FY 2013 Goal Actual 95% 98%

100%

Strategic Priority: A Professional, High-Performing Organization Measurement Type: Efficiency Measure: 4) Receive the GFOA Distinguished Budget Presentation award 5) Payroll regular salaries adopted budget versus actual, net of policy changes 6) Produce monthly financial statements within seven business days of period close

FY 2011 Goal Actual

FY 2012 Goal Actual

FY 2013 Goal Actual

FY 2014 Goal

Yes

±3%

-1.5%

±3%

0.3%

±2%

0.4%

±2%

<7 days

1.6 days

<7 days

1 day

<7 days

1 day

<7 days

Communications and Marketing Strategic Priority: A Professional, High-Performing Organization Measurement Type: Effectiveness Measure: 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 (changed from "number of unique user sessions" beginning FY 2012) 4) Number of episodes produced for What's Happening 5) Number of new promotional/informational campaigns developed

FY 2014 Goal

FY 2011 Goal Actual

FY 2012 Goal Actual

FY 2013 Goal Actual

94%

97%

94%

100%

94%

98%

—

79%

87%

—

79%

84%

—

105,000 12

123,661 12

115,000 12

131,063 12

115,000 12

135,602 12

115,000 12

City of Coral Springs, Florida

161

City Managerâ&#x20AC;&#x2122;s Office CIP by funding source

Funding Source Project Name Equity Financing General Fund Replace Chairs at the Commission Chambers Equity Financing General Fund Total Operating General Fund Corporate Park Assessment Study Operating General Fund Total Total City Manager's Office

FY 2013 Budget

FY 2014 Budget

FY 2015 Plan

FY 2016 Plan

FY 2017 Plan

FY 2018 Plan

FY 2019 Total Cost Plan FY 2014-2019

$0 0

$10,000 10,000

$0 0

$10,000 10,000

0 0

40,000 40,000

0 0

40,000 40,000

$40,000

$10,000

$50,000

A new Deputy City Manager, Jennifer Bramley, was hired in August 2013 to replace outgoing Deputy City Manager Rob Hernandez.

162

Fiscal Year 2014 Annual Budget

Human Resources Mission

Core Processes and Outputs

Human Resources

Recruitment

The Human Resources Department is committed to providing expertise in attracting, developing, and sustaining a high quality workforce committed to excellent service.

Recruit top talent by coordinating advertising, screening, interviewing, testing, selection, employee database management.

Health Fund

• Timely processing of job applications to identify the most qualified candidates.

To provide Coral Springs employees and their families with a competitive benefits package consisting of a comprehensive, yet cost effective program for health, life, and long-term disability benefits.

Employee Development Provide training and development opportunities in the areas of compliance, customer service, leadership development and other topics identified through needs analysis. • Offer training through a variety of methods including instructor-led, e-learning, webinars, forums, mentoring, shadowing, books, and articles. • Develop leadership training programs and other professional development options in support of the City’s succession planning process.

Human Resources

*Director of Human Resources (75% - 1000 / 25% - 8501)

Human Resources 7.25 (1000) 7.25 Human Resources Partner (1.5) Senior Human Resources Coordinator Pension Administrator Human Resources Analyst Senior Office Assistant

Community Relations (1001 & 1007) 5 Community Relations Manager

Health Fund 1.25 (8501) 1.25 Senior Human Resources Coordinator

Senior Community Relations Coordinator *Position split 75% Human Resources, Community Relations Coordinator 25% Health Fund. Senior Office Assistant Office Assistant

HR Support Specialist

**General Insurance Fund .5 (8801) .5 Human Resources Partner (.5) **1.5 total positions in General Insurance Fund. One position reports to Director of Financial Services; .5 reports to Director of Human Resources.

Left Number = Number of Positions Right Number = Number of FTEs (Full-Time Equivalent) Center Number = Department/Division Number

City of Coral Springs, Florida

163

Human Resources (continued) Compensation and Classification

Community Relations/Citizens Services/City Hall in the Mall

Support the development and maintenance of the Citywide broad band classification system, preparation and maintenance of classification specifications, preparation and maintenance of job descriptions, and completion of salary surveys.

• Act as a clearinghouse for citizen requests for information and service via the City’s Help Desk.

• Perform a comprehensive review of the City’s classification and compensation system to ensure competitive salaries to enable the City to hire and retain the best qualified employees. • Timely and accurate processing of payroll change authorizations. Compliance/Safety Coordinate Citywide safety programs. • Provide effective methods to ensure a safe work environment including safety training, committee meetings, library, events and programs. Employee Relations Partner with departments to provide guidance and consultation on human resource matters. • Develop, communicate and implement policies. • Discretely manage employee relations issues.

• Provide an added level of service and convenience by coordinating various new and existing City, county, state and federal programs and services at our City Hall in the Mall satellite location. • Human Resources staff serve as liaisons on the MLK Committee, Multicultural Advisory Committee, and the Customer-Involved Government Committee. • Plan and organize community, multi-cultural and educationrelated events, including the Martin Luther King, Jr. weekend Celebration, State of the City Reception, Unitown, Uniteens, Unikids, Teen Political Forum, National Day of Prayer, International Dinner Dance, Worldfest, and other ethnic festivals. Quality Feedback Initiatives Provide strategic direction and support for the City’s internal quality initiatives and coordinate the annual support services survey, organization survey, and department director/ supervisor 360-degree assessments. • Coordinate the City’s Sterling/Baldrige efforts including coordination of the Citywide survey.

• Effectively manage collective bargaining negotiations.

New Initiatives

Benefits Administration

A Professional, High-Performing Organization Employee Wellness and Rewards Strategy

• Administer Police and Fire retirement plans. • Provide administrative support for general employee retirement plan, self-insured comprehensive medical and dental plan, and fully insured vision plan. Ensure that the aggregate and specific reinsurance coverage is maintained. • Limit health care costs to less than the medical inflation rate. • Provide fully insured basic life insurance, employee paid supplemental group life, long-term disability coverage, and wellness programs to all eligible employees.

164

Fiscal Year 2014 Annual Budget

Revenues and Expenditures by Program and Category FY 2011 Actual

FY 2012 Actual

$584,165 $584,165

$586,751 $586,751

$628,515 $628,515

$647,927 $647,927

Expenditures: Program Summary Human Resources Community Relations City Hall In The Mall Total

$799,457 270,467 270,932 $1,340,856

$767,566 273,969 285,345 $1,326,880

$800,771 279,359 282,754 $1,362,884

Summary By Category Personal Benefits Other Expenses Capital Total

$893,133 304,371 143,352 0 $1,340,856

$863,444 313,122 148,184 2,130 $1,326,880

11.75 1.5%

11.25 1.4%

Human Resources Revenues: City Hall In The Mall Total

FTE's % of Total Citywide FTE's

Health Fund Revenues: Transfers Interest Income Recoveries Appropriated Retained Earnings Total

FY 2011 Actual

FY 2012 Actual

$9,735,428 22,189 1,036,440 0 $10,794,057

$11,350,581 30,032 1,244,749 0 $12,625,362

FY 2013 Budget

FY 2013 Est. Actual

FY 2014 Budget

$ Change from FY13 Budget

% Change from FY13 Budget

$638,647 $638,647

$10,132 $10,132

1.61% 1.61%

$779,145 269,853 289,165 $1,338,163

$837,984 285,483 329,180 $1,452,647

$37,213 6,124 46,426 $89,763

4.65% 2.19% 16.42% 6.59%

$842,502 323,690 196,692 0 $1,362,884

$864,793 287,178 182,995 3,197 $1,338,163

$894,251 344,739 213,657 0 $1,452,647

$51,749 21,049 16,965 0 $89,763

6.14% 6.50% 8.63% n/a 6.59%

11.25 1.4%

12.25 1.5%

1.00

8.89%

n/a

FY 2013 Budget

FY 2013 Est. Actual

FY 2014 Budget

$11,603,575 45,000 1,130,000 300,000 $13,078,575

$10,102,139 12,250 1,417,930 0 $11,532,319

$11,645,097 45,000 1,158,000 0 $12,848,097

$ Change from FY13 Budget

% Change from FY13 Budget

$41,522 0 28,000 (300,000) -$230,478

0.36% 0.00% 2.48% -100.00% -1.76%

Expenses: Program Summary Health-Dental Long Term Disability Life Insurance Total

$11,053,208 155,379 120,517 $11,329,104

$10,991,335 144,500 121,630 $11,257,465

$12,808,015 144,500 126,060 $13,078,575

$11,192,892 154,951 126,845 $11,474,688

$12,577,537 144,500 126,060 $12,848,097

($230,478) 0 0 ($230,478)

-1.80% 0.00% 0.00% -1.76%

Summary By Category Personal Benefits Other Expenses Total

$111,764 9,595,896 1,621,444 $11,329,104

$98,746 9,612,250 1,546,469 $11,257,465

$99,860 11,387,155 1,591,560 $13,078,575

$101,597 9,766,107 1,606,984 $11,474,688

$101,527 11,007,010 1,739,560 $12,848,097

$1,667 (380,145) 148,000 ($230,478)

1.67% -3.34% 9.30% -1.76%

1.25 0.2%

0.00 n/a

0.00% n/a

FTE's % of Total Citywide FTE's

City of Coral Springs, Florida

165

Performance measures Human Resources Strategic Priority: A Professional, High-Performing Organization Measurement Type: Effectiveness FY 2011 Goal Actual

Measure: 1) Employee engagement index (new beginning FY 2013) 2) Percentage of employees who feel Human Resources provides quality services 3) Percentage of employees that are satisfied with liaison services 4) Percentage of employees that are satisfied with wellness activities 5) Percentage of employees who believe benefits are in line with needs 6) Quality of hire satisfaction (new beginning FY 2013) 7) Sick hours per employee 8) Percentage of minority applicants per recruitment 9) 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 )

FY 2012 Goal Actual

FY 2013 Goal Actual

FY 2014 Goal

95%

84%

90%

97%

99%

97%

90%

97%

96%

95%

92%

96%

92%

90%

92%

91%

92%

91%

90%

88%

90%

91%

90%

80%

90%

60.4 59%

90% 48 45%

100% 57.8 63%

90% 48 45%

90%

85%

90%

40 40%

52.4 58%

48 45%

Strategic Priority: A Professional, High-Performing Organization Measurement Type: Efficiency FY 2011 Goal Actual 100% 96% 90% 100%

Measure: 10) Respond to customer requests within 48 hrs â&#x20AC;&#x201D;and close service request within one week

FY 2012 Goal Actual 100% 96% 90% 100%

FY 2013 Goal Actual 100% 95% 100% 96%

FY 2014 Goal 100% 100%

Human Resources CIP by funding source Funding Source Project Name Loan E-Learning Platform Update Conference Room Furniture Loan Total Operating General Fund Storefront Sign at City Hall in Mall Update Security System at City Hall in Mall Operating General Fund Total Total Human Resources

166

FY 2013 Budget

FY 2014 Budget

FY 2015 Plan

FY 2016 Plan

FY 2017 Plan

FY 2018 Plan

FY 2019 Total Cost Plan FY 2014-2019

$9,850 0 9,850

$0 0 0

$9,850 9,000 18,850

$0 0 0

$9,850 9,000 18,850

0 0 0

20,000 12,000 32,000

0 0 0

20,000 12,000 32,000

$32,000

$18,850

$50,850

Fiscal Year 2014 Annual Budget

Financial Services Mission

General Insurance Fund (Workers’ Compensation, Property and Casualty)

Financial Services

To oversee the City’s self-insurance program. The program provides general, professional, vehicle liability, workers’ compensation and property insurance. Its primary function is analyzing exposures and taking an active role in administering a quasi/self-insurance program.

To preserve the City’s strong financial condition by creating responsible financial strategies, effectively managing the City’s resources, and providing analysis and recommendations that ensure optimal economic outcomes.

Financial Services

Director of Financial Services (Funded in 1501) *General Insurance Fund 1 ( 8801 ) 1 Risk Management Coordinator Administration 3 ( 1501 ) 3 City Controller Senior Office Assistant

Accounting Services 7 ( 1601 ) 7

*1.5 total positions in General Insurance Fund. One position reports to Director of Financial Services; .5 reports to Director of Human Resources.

Revenue & Collection 6 ( 1602 ) 6

Purchasing 9 ( 1700 ) 9

Accountant ( 3 ) Senior Office Assistant ( 4 ) Administration Accounting Analyst Accounting Assistant 5 ( 1701 ) 5 Billing Operations Technician Payroll Coordinator Payroll Technician Purchasing Administrator Senior Accounting Assistant Purchasing Agent II ( 3 ) Senior Office Assistant

Left Number = Number of Positions Right Number = Number of FTEs (Full-Time Equivalent) Center Number = Department/Division Number

City of Coral Springs, Florida

Central Stores 4 ( 1702 ) 4 Central Stores Coordinator Purchasing Assistant ( 3 )

167

Financial Services (continued) Core Processes and Outputs

General Insurance Fund (Workers’ Compensation, Property and Casualty)

Financial Services

Administer and maintain City’s insurance programs for workers’ compensation, general, professional, vehicle liability and property insurance.

Provide financial policy, cash management, debt management, accounting, payroll, accounts payable, purchasing, central stores, risk management, and utility billing for the City. • Produce the City’s Comprehensive Annual Financial Report. • Process over 12,000 accounts payable checks and prepare over 26,000 payroll checks.

• Procure insurance coverages. • Review and respond to all claims and administer assistance to the City Attorney’s Office regarding claims management and settlement. • Receive and process all workers’ compensation claims.

• Reconcile and track over 50 different funds. • Process over 3,000 purchase orders. • Purchase over $32 million in goods and services.

• Coordinate and facilitate Safety Evaluation Committee meetings, reporting all incidents and accidents to the Committee.

• Monitor the budget through monthly financial reports. • Administer City’s risk management policies. • Refinance and restructure City’s outstanding debt. Monitor City’s financial condition and provide financial strategies to ensure fiscal solvency. Maintain all water and wastewater customer accounts. • Process over 146,000 utility bills including standby.

168

Fiscal Year 2014 Annual Budget

Revenues and Expenditures by Program and Category

Financial Services Revenues: Revenue and Collection Total

FY 2011 Actual

FY 2012 Actual

FY 2013 Budget

FY 2013 Est. Actual

FY 2014 Budget

$ Change from FY13 Budget

% Change from FY13 Budget

$92,854 $92,854

$247,215 $247,215

$225,000 $225,000

$298,210 $298,210

$258,000 $258,000

$33,000 $33,000

14.67% 14.67%

$305,349 105,343

$377,083 104,840

$567,325 0

$534,674 0

$573,486 0

$6,161 0

1.09% n/a

Expenditures: Program Summary Administration Museum Accounting Services Accounting Revenue and Collection Sub-Total Purchasing Administration Central Stores Sub-Total Total

620,683 487,621 $1,108,304

629,483 529,818 $1,159,301

577,598 519,076 $1,096,674

542,640 481,180 $1,023,820

575,481 520,784 $1,096,265

(2,117) 1,708 -$409

-0.37% 0.33% -0.04%

$649,457 244,226 $893,683 $2,412,679

$654,260 252,367 $906,627 $2,547,851

$578,463 286,376 $864,839 $2,528,838

$549,383 262,709 $812,092 $2,370,586

$585,985 290,042 $876,027 $2,545,778

$7,522 3,666 $11,188 $16,940

1.30% 1.28% 1.29% 0.67%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,481,360 702,884 228,435 0 $2,412,679

$1,546,718 791,643 206,099 3,391 $2,547,851

$1,438,891 640,667 449,280 0 $2,528,838

$1,442,407 555,713 372,466 0 $2,370,586

$1,455,257 639,629 450,892 0 $2,545,778

$16,366 (1,038) 1,612 0 $16,940

1.14% -0.16% 0.36% n/a 0.67%

25.50 3.3%

26.00 3.3%

25.00 3.1%

26.00 3.3%

25.00 3.1%

0.00 n/a

0.00% n/a

$ Change from FY13 Budget

% Change from FY13 Budget

FTE's % of Total Citywide FTE's

General Insurance Fund Revenues: Transfers Interest Income Recoveries Total

FY 2011 Actual

FY 2012 Actual

$2,700,573 32,793 300,795 $3,034,161

Expenses: Program Summary Workers' Compensation Property Casualty Total Summary By Category Personal Benefits Other Expenses Total FTE's % of Total Citywide FTE's

FY 2013 Budget

FY 2013 Est. Actual

FY 2014 Budget

$2,564,554 37,980 151,070 $2,753,603

$2,718,097 50,000 85,000 $2,853,097

$2,718,097 14,810 138,058 $2,870,964

$3,176,379 50,000 85,000 $3,311,379

$458,282 0 0 $458,282

16.86% 0.00% 0.00% 16.06%

$859,672 1,585,318 74,845 $2,519,835

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

$1,164,700 1,541,397 147,000 $2,853,097

$1,460,708 1,506,701 52,588 $3,019,997

$1,449,400 1,730,979 131,000 $3,311,379

$284,700 189,582 (16,000) $458,282

24.44% 12.30% -10.88% 16.06%

$80,904 537,241 1,901,690 $2,519,835

$90,091 871,161 2,021,824 $2,983,076

$106,633 740,327 2,006,137 $2,853,097

$91,741 797,095 2,131,161 $3,019,997

$107,667 1,013,675 2,190,037 $3,311,379

$1,034 273,348 183,900 $458,282

0.97% 36.92% 9.17% 16.06%

1.50 0.2%

0.00 n/a

0.00% n/a

City of Coral Springs, Florida

169

Performance Measures Financial Services Strategic Priority: A Professional, High-Performing Organization Measurement Type: Effectiveness Measure: 1) Internal customer satisfaction rating (Financial Services Internal Survey) 2) Percentage of purchase requisitions under $10,000 processed within 24 hours

FY 2014 Goal

FY 2011 Goal Actual

FY 2012 Goal Actual

FY 2013 Goal Actual

95%

98%

95%

91%

95%

92%

90%

91%

90%

89%

90%

78%

90%

Strategic Priority: A Professional, High-Performing Organization Measurement Type: Efficiency Measure: 3) Water billings past due more than 180 days as percentage of outstanding bills (revised during FY 2012, prior years recalculated)

FY 2011 Goal Actual

FY 2012 Goal Actual

FY 2013 Goal Actual

3.2%

2.3%

3.2%

1.9%

4) Number of repeat items in management letters prepared by the Cityâ&#x20AC;&#x2122;s external auditors (new beginning FY 2013) 5) Percentage of invoices paid within 30 days 6) Out of stock level of the total inventory at Central Stores 7) Number of days lost from on the job injuries per 100 employees (new for FY 2013; formerly in Human Resources) 8) Percentage of subrogation eligible dollars recovered (new beginning FY 2013)

170

2.8%

FY 2014 Goal

99%

99.9%

99%

99.8%

99%

1.75%

2.93%

1.75%

2.00%

2.25%

2.2%

2.50%

35.2

42.5

29.5

47%

60%

40%

Fiscal Year 2014 Annual Budget

Information Services Application Development and Integration

Mission To successfully integrate people, process and technology by fostering partnerships and consistently delivering solutions that serve as the foundation of City operations.

Core Processes and Outputs The Information Services department provides voice and data services to over 1,000 staff at 60 locations. The voice network includes over 400 wireless devices and over 900 wired devices, approximately half of which are related to PBX switches (Public Safety, City Hall, Center for the Arts and Tennis Center). The remaining lines provide basic telephone service (CENTREX) from AT&T. The data network consists of more than 850 desktop and laptop computers that can access a full suite of general purpose software tools, as well as 142 business applications and services. Elements of the data network consist of computing platforms, local area networks (LAN), and the wide area network (WAN). Computing platforms in the network include AS/400, file servers, and application servers. Access to a computing platform from most locations is accommodated via LAN, which, in turn, is interconnected to form the City’s WAN.

Develop and maintain business applications, integrating them with the production computing environment. •Maintain, administer, and upgrade three AS/400 computing systems and the 35 HTE integrated applications that are operational on this platform. •Maintain, administer, and upgrade nine NetWare and 53 NT (a Microsoft operating system) servers, and the 97 applications and services that are server based. Infrastructure Enhancement Plan, manage, and maintain a production environment (platforms, LANs, and WAN) in accordance with service level agreements related to security, reliability, availability, and performance of voice and data services. •Maintain, administer, and upgrade the City’s WAN, consisting of eight LANs, over 1,200 nodes, and 60 locations. Information Management Provide and support desktop access to general purpose software tools, business applications and data across multiple computing platforms, and external services, data, or applications.

Informa on Services Information Services Director of Information Services 19.25 (2001) 19.25 Senior Office Assistant Applications Administrator

GIS/Data Administrator

Network Administrator

Senior Programmer Analyst (2)

*Senior CADD and GIS Tech (.75)

Senior Programmer Analyst

Programmer Analyst

Senior Network Specialist (2)

Applications Administrator (Project Management)

Database Analyst *Position split 75% Information Services Div. 2001; 25% Public Works-Utilities-Adm. Div 6001

**Applications Analyst-Asset Mgmt. (.5) Programmer Analyst

Left Number = Number of Positions Right Number = Number of FTEs (Full-Time Equivalent) Center Number = Department/Division Number

Network Specialist (2) Production Support Specialist **Position split 50% Information Services Div. 2001; 50% Public Works-Utilities-Adm. Div 6001

City of Coral Springs, Florida

171

Information Services (continued) Project Management

•Maintain, administer, and upgrade four PBX systems and over 900 lines that comprise the City’s voice communications infrastructure in 51 separate locations.

Provide timely assistance and/or information required to satisfy customer requests and/or align their expectations to service delivery capabilities.

•Maintain, administer, and upgrade the City’s mobile computing environment and its 275 plus users from Police, Fire, Code Compliance, and Fleet Management.

•Execute the current department work program that includes over 80 projects.

•Maintain, administer, and upgrade the GIS and AutoCADD computing platforms and applications serving departmental needs City-wide. •Maintain, administer and provide information relative to the City’s library of plat maps, as-builts, and design drawings.

New Initiatives A Professional, High-Performing Organization SharePoint Implementation

Customer Service Provide “on demand” service and support for system and security administration, problem resolution or coordination, acquisition research and assistance, and information requests relative to tools, data, and applications. •Respond to over 8,100 requests for service per year.

Revenues and Expenditures by Program and Category Information Services Revenues: Information Services Total

FY 2011 Actual

FY 2012 Actual

FY 2013 Budget

FY 2013 Est. Actual

FY 2014 Budget

$ Change from FY13 Budget

% Change from FY13 Budget

$1,696 $1,696

9.27% 9.27%

$16,935 $16,935

$16,368 $16,368

$18,304 $18,304

$16,305 $16,305

$20,000 $20,000

Expenditures: Program Summary Computer Services Total

$2,533,073 $2,533,073

$2,687,017 $2,687,017

$2,995,514 $2,995,514

$2,714,483 $2,714,483

$2,886,654 $2,886,654

($108,860) ($108,860)

-3.63% -3.63%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,346,776 492,916 693,381 0 $2,533,073

$1,363,728 534,420 788,869 0 $2,687,017

$1,422,957 562,813 1,009,744 0 $2,995,514

$1,379,737 489,599 821,857 23,290 $2,714,483

$1,416,127 551,507 919,020 0 $2,886,654

($6,830) (11,306) (90,724) 0 ($108,860)

-0.48% -2.01% -8.98% n/a -3.63%

19.00 2.4%

19.50 2.4%

19.00 2.4%

19.25 2.4%

(0.25)

-1.28%

n/a

FTE's % of Total Citywide FTE's

172

Fiscal Year 2014 Annual Budget

Performance Measures Information Services Strategic Priority: A Professional, High-Performing Organization Measurement Type: Workload Measure: 1) Number of IS Development Projects implemented in accordance with Cityâ&#x20AC;&#x2122;s Business Plan and IS Work Program

FY 2011 Goal Actual 28

FY 2012 Goal Actual 20

FY 2013 Goal Actual 15

FY 2014 Goal

Strategic Priority: A Professional, High-Performing Organization Measurement Type: Effectiveness Measure: 2) Customer satisfaction rating from survey of Information Services (switched from annual to transaction survey in 2010) 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)

FY 2011 Goal Actual

FY 2012 Goal Actual

FY 2013 Goal Actual

91%

95%

95.0%

99.0%

95.0%

99.7%

100.0%

99.5%

98.0%

99.6%

98.0%

98.5%

100.0%

98.0%

99.1%

99%

FY 2014 Goal

Information Services CIP by funding source Funding Source Project Name Loan City Data Back-up and Recovery Server Replacement Network/Internet Infrastructure Desktop Computing Environment City Data Back-up and Recovery-Data Storage Email Retention and Anti-spam Filtering Loan Total Equity Financing General Fund SharePoint Interaction Voice Response (IVR) Service Equity Financing General Fund Total Total Information Services

FY 2013 Budget

FY 2014 Budget

FY 2015 Plan

FY 2016 Plan

FY 2017 Plan

FY 2018 Plan

FY 2019 Total Cost Plan FY 2014-2019

$245,707 0 0 0 0 0 245,707

$0 0 0 0 0 0 0

$245,000 69,600 120,000 0 245,707 32,446 712,753

$240,000 61,000 100,000 221,428 0 30,000 652,428

$240,000 501,000 0 0 0 30,000 771,000

$0 0 0 0 0 30,000 30,000

$0 71,328 0 0 0 0 71,328

$725,000 702,928 220,000 221,428 245,707 122,446 2,237,509

0 0 0

105,000 150,000 255,000

50,000 0 50,000

60,000 0 60,000

70,000 0 70,000

0 0 0

285,000 150,000 435,000

$255,000

$762,753

$712,428

$841,000

$30,000

$71,328

$2,672,509

City of Coral Springs, Florida

173

City Attorney Contracts

Mission To provide effective and timely legal representation and advice to the City Commission and City administration. This office zealously represents the City in legal controversies and is committed to implementing the City Commission’s policy of minimizing exposures and potential liability.

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

Core Processes and Outputs

• Advise on statutory matters and handle litigation. Research and Counsel

• Appear in State and Federal court on behalf of the City.

• Represent the City Commission, City administration, and all assigned boards and committees in all matters of law pertaining to their official duties.

• Respond to citizen inquiries.

• Provide legal services for City Commission and operating departments.

• Participate in and present continuing legal updates to staff.

• Bring about preventive approaches to limiting risk.

• Participate in employment/administrative matters. • Attend City Commission and subordinate agency meetings. • Aggressively enforce the Florida Contraband Forfeiture Act. • Prepare ordinances, resolutions, contracts and other documents in a timely fashion. • Prepare approximately 100 resolutions and 50 ordinances.

City A orney 6 (2502) 6 City Attorney Deputy City Attorney Assistant City Attorney (unfilled) Municipal Prosecutor Executive Assistant Legal Secretary Outside Litigation Left Number = Number of Positions Right Number = Number of FTEs (Full-Time Equivalent) Center Number = Department/Division Number

174

Fiscal Year 2014 Annual Budget

Expenditures by Program and Category City Attorney Expenditures: Program Summary City Attorney Total Summary By Category Personal Benefits Other Expenses Litigation Total FTE's % of Total Citywide FTE's

FY 2011 Actual

FY 2012 Actual

FY 2013 Budget

FY 2013 Est. Actual

$781,555 $781,555

$826,566 $826,566

$839,014 $839,014

$849,553 $849,553

$474,387 169,432 89,663 48,073 $781,555

$515,382 175,320 135,864 0 $826,566

$470,528 182,791 185,695 0 $839,014

6.00 0.8%

6.00 0.7%

FY 2014 Budget

$ Change from FY13 Budget

% Change from FY13 Budget

$863,842 $863,842

$24,828 $24,828

2.96% 2.96%

$502,652 165,078 177,266 4,557 $849,553

$495,720 185,570 182,552 0 $863,842

$25,192 2,779 (3,143) 0 $24,828

5.35% 1.52% -1.69% n/a 2.96%

6.00 0.8%

6.00 0.7%

0.00 n/a

0.00% n/a

Performance Measures City Attorney Strategic Priority: A Professional, High-Performing Organization Measurement Type: Effectiveness Measure: 1) Preparation of Legislation (resolutions, ordinance, orders) within 10 workdays of request when accompanied by backup material

FY 2011 Goal Actual

FY 2012 Goal Actual

FY 2013 Goal Actual

99%

100%

City of Coral Springs, Florida

100%

99%

FY 2014 Goal

99%

175

Development Services Community Development

Mission To plan and facilitate quality development and redevelopment, enhance citywide aesthetics through education by complying with local regulations, and provide professional services to the community.

Continue to provide technically sound and professional recommendations to the City Commission, along with the various boards and committees appointed by the City Commission. •Maintain the City’s recertification of its Comprehensive Plan.

Core Processes and Outputs

• Maintain department customer satisfaction rating at 95%.

Construction Management

•Incorporate the Public Art Program and Coral Springs Museum of Art to provide more comprehensive approach towards the arts.

Provide coordination for select City projects to ensure projects are completed on time and within budget. Provide coordination and support for economic development and private/public development partnerships.

Coordinate and implement neighborhood revitalization and enhancement efforts through continued coordination with residents and other government agencies. • Conduct three Slice of the Springs meetings and ensure 93% of attendees find the neighborhood meeting productive. • Collaborate on 15 neighborhood partnerships (formal and informal).

Development Services Director of Development Services 4 (3100) 4

Executive Assistant (Funded in 3100)

Development Services Coordinator (Funded in 3100)

Assistant Director of Development Services Funded in 3100

Code Compliance 22 (5403) 22

Engineering* (5901) / Const. Mgmt* (As needed)

Building 27 (5100 - 5304) 27

*Contractual Services

Code Compliance Manager

Community Development 12 (3001-3004) 12

Chief Building Official (Funded in 5101)

Dev. Serv. Administrator (Funded in 5101)

Senior Office Assistant Code Compliance Support Supervisor

Code Compliance Supervisor (2)

Planning & Zoning 4 (3001) 4

Neighborhood Services 8 (3004) 8

Permit Services Rep. (5) Structural 8 (5301) 8

Senior Office Assistant (2)

Code Compliance Officer (10)

Planning & Zoning Manager

Chief Planner

Tax Collection Specialist (2)

Inspector I

Landscape Inspector

Senior Planner

Principal Office Assistant (2)

Associate Planner

Transportation Planner

Deputy Bldg. Official/ Chief Structural Inspector

Office Assistant

Assistant Planner

Env. Coordinator / City Forester

Inspector II (4)

Comm. Dev. & Housing Administrator

Inspector I (3)

Left Number = Number of Positions Right Number = Number of FTEs (Full-Time Equivalent) Center Number = Department/Division Number

Neighborhood Coord. Assistant Museum Director

Electrical 4 (5302) 4

Chief Inspector Inspector II (3)

Plumbing 1 (5303) 1

Mechanical 2 (5304) 2

Chief Inspector

Assistant Planner

Inspector II

176

Fiscal Year 2014 Annual Budget

Sr. Permit Serv. Rep. (4)

Development Services (continued) Implement state and federal programs (CDBG, NSP, HOME, SHIP opportunities). • Screen applicants for home repair programs resulting in 55 grants being awarded each year. Collect and evaluate sustainability data.

Building Provide prompt, professional, and courteous customer service to the entire community for all plan reviews, building permits, and field inspections to ensure conformance of construction in the City with the Florida Building Codes. •Conduct plan reviews in 15 days or less 90% of the time.

• Monitor and observe the sustainability of the City through the Neighborhood and Environmental Committee. • Ensure the ecological integrity of environmentally sensitive lands through regular inspections, exotic species removal, and general preventive maintenance.

•Conduct approximately 21,000 building inspections. • Process 4,300 contractor license insurance information requests. • Schedule 5,000 residential inspection related appointments.

•Continue to monitor 1,500 volunteer hours per year dedicated towards enhancing the environment.

•Provide plan reviews and issue approximately 8,000 building permits.

• Support Sawgrass Nature Center in becoming an ecotourism destination through assistance in grant writing, media outreach, intergovernmental coordination, and material support where feasible.

•Complete requested inspections within one day 95% of the time.

Implement the objective of environmental monitoring and improving a sustainable urban forest, with specific emphasis on tree canopy replacement.

•Process 600 record requests.

Continue to provide accurate plan review to ensure compliance with land development regulations and architectural design guidelines in order to encourage an attractive and quality aesthetically pleasing community. •Administratively review 50 Development Review Committee and Architectural Review Committee projects. •Process 15 petitions for various land development actions. •Process 550 paint approval forms.

•Process approximately 2,600 open permit search requests within three business days. • Issue 20,000 notification postcards to permit holders and property owners. • Respond to 60,000 incoming calls for Building and Code Compliance divisions via the Customer Care Center. Code Compliance Respond to emergency complaints in a timely manner and to other citizen requests, questions, and complaints within 48 hours.

Assist the public (residential and commercial) with general zoning information and aesthetic issues.

Educate the public on the City’s Code of Ordinances in order to achieve compliance with the code to preserve and enhance aesthetics citywide.

• Maintain cycle time for new DRC plan reviews at eight days by the Zoning Division.

•Provide education to property owners and occupants on City codes and ordinances.

•Conduct 1,600 zoning inspections.

•Perform over 30,000 code compliance field inspections and neighborhood preservation inspections for approximately 11,000 cases.

•Maintain cycle time for sign permits and small permits at two days by the Zoning Division. • Continue to process designer and monument signs to increase the aesthetic appeal while staying business-focused. Provide technical support to various City departments, including the Community Redevelopment Agency effort in conjunction with Downtown Coral Springs.

•Coordinate and implement programs on code compliance issues in conjunction with other departments. •Promote voluntary compliance through collaboration with property owners, residents, business owners, and neighborhoods.

•Provide detailed analysis on current topics affecting the City, such as tracking properties in foreclosure on a monthly basis.

•Address and resolve problems on difficult cases, such as abandoned or nuisance properties, or those properties whose owners are financially distressed.

•Research and apply for various grants that support department objectives and improve mobility and connectivity within the City.

• Support volunteer Code Rangers partnered with Code Compliance Officers and administrative staff.

Oversee day-to-day operations of the Coral Springs Museum of Art.

• Collect illegal signs from our street rights-of-way. • Process 3,000 lien inquiries.

City of Coral Springs, Florida

177

Development Services (continued) Support business development in the City by working with business owners and outside agencies to educate business owners on laws, regulations, and ordinances, and by processing Business Tax applications in a timely manner.

New Initiatives A Thriving Business Community Development Services Outreach Program

• Process 6,200 business tax receipts.

Electronic Permitting Feasibility Study An Attractive Community

• Administer Landlord Registration Program and Neighborhood Preservation Program.

Community Beautification Award Atlantic Boulevard Entryway (with Parks and Recreation)

Engineering

White Fly Remediation Grants Provide engineering inspection on select City projects, right-ofway permits, and developer-provided infrastructure. • Assist City in administering recovery zoning bond funds. • Ensure NPDES and MS4 requirements are upheld and maintained on construction sites greater than one acre. • Issue approximately 125 driveway permits. • Provide approximately 300 engineering plan reviews. • Complete requested inspections within one day each. • Perform approximately 500 inspections.

Revenues and Expenditures by Program and Category

Development Services Revenues: Community Development Building Code Compliance* Engineering Total *Includes Business Tax revenue Expenditures: Program Summary Development Services Community Development

FY 2011 Actual

FY 2012 Actual

$93,272 2,439,084 2,067,594 0 $4,599,950

$92,822 2,298,646 2,381,152 (151) $4,772,469

FY 2013 Budget

FY 2013 Est. Actual

FY 2014 Budget

$ Change from FY13 Budget

% Change from FY13 Budget

$138,723 2,549,512 2,467,371 0 $5,155,606

$118,843 2,116,480 2,691,398 30 $4,926,751

$107,563 2,480,983 2,667,781 0 $5,256,327

($31,160) (68,529) 200,410 0 $100,721

-22.46% -2.69% 8.12% n/a 1.95%

$259,653 1,115,883

$270,432 1,096,996

$377,898 1,456,254

$333,343 1,271,654

$494,909 1,255,543

$117,011 (200,711)

30.96% -13.78%

Building Code Compliance Engineering Total

2,511,262 1,614,964 184,184 $5,685,946

2,478,616 1,731,910 163,668 $5,741,622

2,550,192 1,805,460 186,150 $6,375,954

2,353,898 1,571,654 185,984 $5,716,533

2,618,197 1,944,784 186,000 $6,499,433

68,005 139,324 (150) $123,479

2.67% 7.72% -0.08% 1.94%

Summary By Category Personal Benefits Other Expenses Capital Grants and Aids Total

$3,539,225 1,403,939 740,782 0 2,000 $5,685,946

$3,477,763 1,515,328 746,531 0 2,000 $5,741,622

$3,837,639 1,636,203 887,112 0 15,000 $6,375,954

$3,493,480 1,374,664 835,915 0 12,474 $5,716,533

$3,867,269 1,659,276 957,888 0 15,000 $6,499,433

$29,630 23,073 70,776 0 0 $123,479

0.77% 1.41% 7.98% n/a 0.00% 1.94%

60.00 7.6%

63.00 7.9%

60.00 7.6%

65.00 8.0%

2.00

3.17%

n/a

FTE's % of Total Citywide FTE's

178

Fiscal Year 2014 Annual Budget

Performance Measures Development Services Community Development Strategic Priority: A Professional, High-Performing Organization Measurement Type: Effectiveness Measure: 1) Department customer satisfaction rating

FY 2011 Goal Actual 95% 99%

FY 2012 Goal Actual 95% 100%

FY 2013 Goal Actual 95% 97%

FY 2014 Goal 95%

FY 2011 Goal Actual

FY 2012 Goal Actual

FY 2013 Goal Actual

FY 2014 Goal

2 days

1.5 days

2 days

1.5 days

2 days

1.5 days

2 days

1 day

2 days

1.3 days

2 days

1.7 days

2 days

8 days

9 days

8 days

6.5 days

8 days

Yes

Strategic Priority: A Thriving Business Community Measurement Type: Efficiency Measure: 2) Cycle time for small permits by the Zoning Division (Building Plan Review) 3) Cycle time for sign permits by the Zoning Division (Building Plan Review) 4) Cycle time for plan reviews (new and major/minor) by the Zoning Division (Development Review Committee) 5) Comprehensive Plan consistency with Department of Commnity Affairs (DCA) Strategic Priority: An Attractive Community Measurement Type: Effectiveness Measure: 6) Number of housing units rehabilitated using public financial assistance per $100,000 housing rehabilitation 7) Average number of days from the receipt of the resident's application for rehabilitation assistance to application approval (new for FY 2013)

FY 2011 Goal Actual

FY 2012 Goal Actual

FY 2013 Goal Actual

3.60

3.42

3.20

45 days

â&#x20AC;&#x201D; 39.5 days

FY 2014 Goal 3.60 45 days

Strategic Priority: An Attractive Community Measurement Type: Efficiency Measure: 8) Timeliness ratio of CDBG spending: annual CDBG allocation available by July 31 9) Number of trees planted within the City (KIO)

FY 2011 Goal Actual

FY 2012 Goal Actual

FY 2013 Goal Actual

1.50 2,000

1.50 1,750

1.50 1,000

1.49 2,118

1.47 1,185

2.02 1,221

FY 2014 Goal 1.50 1,000

Strategic Priority: An Attractive Community Measurement Type: Demand Measure: 10) Number of formal and informal neighborhood partnerships each year (KIO)

FY 2011 Goal Actual 15

FY 2012 Goal Actual 15

City of Coral Springs, Florida

FY 2013 Goal Actual 15

FY 2014 Goal 15

179

Performance Measures Building Measure: 1) Requested inspections completed within one day 2) Percent of plan reviews completed within 15 working days

FY 2011 Goal Actual 95% 100%

FY 2012 Goal Actual 95% 100%

FY 2013 Goal Actual 95% 100%

90%

99.1%

99%

95%

FY 2014 Goal 95% 90%

Code Compliance Measure: 1) Percent of code cases brought into voluntary compliance prior to administrative/judicial process (calculation method revised during FY 2012; FY 2011 and 2012 results adjusted) 2) Percent of survey respondents satisfied with City efforts at maintaining the quality of their neighborhoods (Resident Survey— revised for FY 2011 ) 3) Percent of survey respondents satisfied with the City's efforts to reduce neighborhood blight (Business Survey new for FY 2013) 4) Process business tax applications within 5 days 90% of the time (New for FY 2014)

FY 2011 Goal Actual

FY 2012 Goal Actual

FY 2013 Goal Actual

70%

71%

75%

80%

75%

84%

75%

70%

89%

—

75%

84%

—

87%

—

87%

—

90%

FY 2014 Goal

Construction Management Measure: 1) Build the following City construction projects within budget and on time:

180

FY 2011 Goal Actual

FY 2012 Goal Actual

FY 2013 Goal Actual

City Hall/City Hall South Building Demolition

—

Fire Station 43

—

Fire Station 95

—

Fiscal Year 2014 Annual Budget

FY 2014 Goal

Development Services CIP by funding source Funding Source Project Name

FY 2013 Budget

Loan Royal Palm Entryway Atlantic Boulevard Entryway Loan

$155,291 269,921 425,212

$0 0 0

$0 200,000 200,000

$0 0 0

$0 200,000 200,000

Operating-W&S Fund NPDES Permit and Revisions Operating-W&S Fund

69,000 69,000

414,000 414,000

CDBG Grant Housing Rehabilitation Neighborhood Partnership Pathways Sidewalk Demolition CDBG Grant

0 0 15,000 15,000

223,169 15,000 30,000 268,169

195,205 15,000 0 210,205

1,199,194 90,000 30,000 1,319,194

Operating General Fund Traffic Calming Operating General Fund

10,000 10,000

16,882 16,882

23,763 23,763

27,204 27,204

30,645 30,645

20,322 20,322

128,816 128,816

Equity Financing General Fund City Hall South Relocation Lease Equity Financing General Fund

0 0

250,000 250,000

0 0

250,000 250,000

Federal Transportation Enhancement Grant Downtown Pathways Construction Federal Transportation Enhancement Grant

0 0

140,000 140,000

405,000 405,000

0 0

545,000 545,000

$737,169

$901,087

$302,968

$306,409

$309,850

$299,527

$2,857,010

Total Development Services

FY 2014 Budget

FY 2015 Plan

FY 2016 Plan

City of Coral Springs, Florida

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

Total Cost FY 2014-2019

181

Police Mission

Core Processes and Outputs

To provide professional, high quality and effective police service in partnership with the community.

Administration Administer the financial, operational and capital budgets of the department. Manage the overall working of the Police Department to provide a safe and secure community environment. Provide public informational services. Identify specific training needs of department personnel.

Police Chief of Police 2 (4101) 2

Executive Assistant

Operations Deputy Chief (Funded in 4201) Executive Assistant (Funded in 4201)

Operational Support

Special Events* (4108)

Criminal Investigations

Special Operations

Senior Office Assistant (Funded in 4301)

Patrol Unit 109 (4201) 109

Law Enforcement Captain

Substation Unit 4 (4211) 4

Law Enforcement Officer (80)

Law Enforcement Sergeant (2)

Law Enforcement Sergeant

Investigator (10)

Tactical/Gang Unit 10 (4204) 10

Investigator (11)

Victim/Family Advocate (2)

Criminal Investigations Specialist (2)

Principal Office Assistant (2)

Law Enforcement Captain

Crime Analyst

Law Enforcement Sergeant

Principal Office Assistant (2)

Traffic Accident Investigator (9) Senior Office Assistant

Traffic Unit 10 (4202) 10

Law Enforcement Sergeant

Special Investigations 16 (4302) 16

Law Enforcement Captain

Law Enforcement Officer (4)

Law Enforcement Lieutenant (4) Law Enforcement Sergeant (12)

General Investigations 19 (4301) 19

Dive Team* (4114)

Law Enforcement Officer (8)

Bicycle Unit 6 (4209) 6

Crime Scene Investigation 11 (4305) 11

Crime SceneInvestigations Unit Supervisor

Motorcycle Officer (9) Law Enforcement Sergeant Law Enforcement Officer (5)

Latent Fingerprint Examiner Crime Scene Technician (6)

K-9 Unit 7 (4203) 7

Property Room Technician (3)

Law Enforcement Sergeant Law Enforcement Officer (6) BEAR Unit 7 (4212) 7

* No full-time staff assigned to these divisions

Law Enforcement Sergeant Law Enforcement Officer (6)

Humane Unit 3 (4205) 3

Humane Officer (3)

182

Fiscal Year 2014 Annual Budget

Left Number = Number of Positions Right Number = Number of FTEs (Full-Time Equivalent) Center Number = Department/Division Number

Investigations

Juvenile

Investigate property crimes such as burglaries, thefts etc., and violent crimes such as batteries, assaults, domestic violence, child abuse (physical, sexual, and neglect), elderly abuse, adult sex crimes, homicide, and aggravated battery.

Operate the School Resource Officer program and present educational program at all grade levels. Coordinate court-ordered community service hours program for juveniles and adults.

Patrol

New Initiatives

Receive, process, and dispatch both emergency and nonemergency calls for Police and Fire Rescue.

A Family-Friendly Community

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

Park Security Cameras Crime Scene Investigator

Support Functions Process all external and internal requests for reports and information. Coordinate fleet and facility maintenance.

Office of Professional Standards 2 (4102) 2

Administration Deputy Chief (Funded in 4110) Special Response Team* (4107)

Human Resources 5 (4104) 5

Vice and Intelligence 14 (4103) 14

Law Enforcement Sergeant

Human Resources Administrator

Investigator (12)

Background Investigator

Intelligence Analyst

HR Support Specialist

Community Services

Fiscal Management 5 (4110) 5

Communications 29 (4502) 29

Communications Administrator

Fiscal Accreditation Administrator

Principal Office Assistant (2)

Communications Technical Coordinator

Senior Office Assistant

Off-Duty Detail* (4109)

Communications Shift Supervisor (6)

Training 5 (4210) 5

Law Enforcement Sergeant

Volunteer Services 1 (4308) 1

Volunteer Services Coordinator

Principal Office Assistant (2)

Emergency Call Taker (2)

Emergency Management 1 (4115) 1

Emergency Management Coordinator

Law Enforcement Officer (2)

Central Records 7 (4501) 7

Records Supervisor Principal Office Assistant (4)

Range Master Principal Office Assistant

Senior Office Assistant

Deputy Police Chief

Telecommunicator (19)

Principal Office Assistant (Funded in 4303)

Law Enforcement Sergeant

Office Assistant (2) Building/Fleet 5 (4503) 4.63

Senior Fleet/Facilities Coordinator Fleet/Facilities Coordinator

Youth Liaison 19 (4303) 19

Law Enforcement Captain Law Enforcement Sergeant (2) Youth Liaison Officer (15)

Community Involvement 2 (4207) 2

Facilities Technician (2) Law Enforcement Officer

Building Custodian (0.63)

* No full-time staff assigned to these divisions

Community Involvement Coordinator School Crossing Guards* (4206)

City of Coral Springs, Florida

183

Revenues and Expenditures by Program and Category FY 2011 Actual

FY 2012 Actual

$ Change from FY13 Budget

% Change from FY13 Budget

$1,754,422 350,245 $2,104,667

$2,027,093 410,613 $2,437,706

$164,980 7,509 $172,489

8.86% 1.86% 7.61%

Expenditures: Program Summary Administration Office of the Chief Vice/Intelligence Human Resources Off-Duty Detail Communications Center Fiscal Management Special Response Team Sub-Total

$253,322 2,358,619 358,991 219,020 2,448,843 927,093 199,497 $6,765,385

$261,109 2,389,082 378,451 290,831 2,584,136 938,398 207,869 $7,049,876

($6,687) (29,333) 144 (19,423) 6,090 14,392 24,039 ($10,778)

-2.50% -1.21% 0.04% -6.26% 0.24% 1.56% 13.08% -0.15%

Administration-Community Services Youth Liaison* Emergency Management Community Involvement Training Volunteer Services Central Records Crossing Guards Building and Fleet Maintenance Sub-Total

3,331,414 88,880 364,402 845,416 137,959 463,281 445,555 536,241 $6,213,148

2,233,983 83,358 348,194 850,158 129,183 458,770 457,262 527,694 $5,088,602

3,311,159 86,225 362,269 829,413 138,375 461,774 445,555 553,741 $6,188,511

(20,255) (2,655) (2,133) (16,003) 416 (1,507) 0 17,500 ($24,637)

-0.61% -2.99% -0.59% -1.89% 0.30% -0.33% 0.00% 3.26% -0.40%

$11,722,034

$13,273,802

$11,853,987

$13,238,387

($35,415)

-0.27%

$261,962 $261,962

$273,947 $273,947

$275,976 $275,976

$290,460 $290,460

$260,091 $260,091

($15,885) ($15,885)

-5.76% -5.76%

Operations Support Patrol Unit Special Events Traffic Unit

$19,744,494 92,931 2,026,355

$19,161,706 96,856 1,980,567

$17,665,363 87,855 1,886,053

$17,379,283 125,578 1,797,159

$17,865,758 102,003 1,899,600

$200,395 14,148 13,547

1.13% 16.10% 0.72%

Sub-Total

Police Revenues: Office of the Chief Off-Duty Detail Total

Sub-total Administration Office of Professional Standards Office of Professional Standards Sub-Total

FY 2013 Budget

FY 2013 Est. Actual

FY 2014 Budget

$1,721,380 331,060 $2,052,440

$1,862,113 403,104 $2,265,217

$1,758,423 307,439 $2,065,862

$310,691 2,607,021 361,581 279,995 2,525,768 953,923 162,772 $7,201,751

$322,376 2,537,920 373,765 268,164 2,521,753 915,531 176,040 $7,115,549

$267,796 2,418,415 378,307 310,254 2,578,046 924,006 183,830 $7,060,654

2,301,676 75,441 334,897 844,094 127,597 440,513 378,793 500,609 $5,003,620

1,913,898 82,821 318,464 795,878 132,089 442,564 410,781 509,990 $4,606,485

$12,205,371

$21,863,780

$21,239,129

$19,639,271

$19,302,020

$19,867,361

$228,090

1.16%

Special Operations Tactical/Gang Unit Humane Unit K-9 Substation Unit Bicycle Unit BEAR Unit Sub-Total

$1,614,380 214,100 1,030,619 696,779 994,025 0 $4,549,903

$1,585,424 219,596 967,914 635,104 953,162 0 $4,361,200

$1,683,425 227,151 954,305 459,024 922,247 1,008,782 $5,254,934

$1,670,710 213,115 904,695 459,270 913,714 1,026,453 $5,187,957

$1,699,343 231,502 1,088,872 606,840 928,923 1,119,112 $5,674,592

$15,918 4,351 134,567 147,816 6,676 110,330 $419,658

0.95% 1.92% 14.10% 32.20% 0.72% 10.94% 7.99%

Criminal Investigations General Investigations Special Investigations Crime Scene Investigations Dive Team Sub-Total

$2,961,876 2,526,467 839,848 14,282 $6,342,473

$2,887,382 2,418,739 918,956 11,978 $6,237,055

$2,670,311 2,323,468 960,615 13,494 $5,967,888

$2,632,374 2,306,188 926,136 13,275 $5,877,973

$2,706,182 2,337,924 1,026,855 12,854 $6,083,815

$35,871 14,456 66,240 (640) $115,927

1.34% 0.62% 6.90% -4.74% 1.94%

Sub-Total Operations

$32,756,156

$31,837,384

$30,862,093

$30,367,950

$31,625,768

$763,675

2.47%

Total

$45,223,489

$43,833,365

$44,411,871

$42,512,397

$45,124,246

$712,375

1.60%

Summary By Category Personal* Benefits Other Expenses Capital Total

$21,476,308 18,959,272 4,764,541 23,368 $45,223,489

$21,445,712 17,545,629 4,834,222 7,802 $43,833,365

$23,346,389 15,820,984 5,240,055 4,443 $44,411,871

$22,322,272 14,890,861 5,164,863 134,401 $42,512,397

$23,732,456 15,951,087 5,423,413 17,290 $45,124,246

$386,067 130,103 183,358 12,847 $712,375

1.65% 0.82% 3.50% 289.15% 1.60%

295.00 294.63 37.6%

295.00 294.63 37.4%

298.00 297.63 37.2%

295.00 294.63 37.4%

299.00 298.63 36.7%

1.00 1.00

0.34% 0.33%

n/a

Positions FTE's % of Total Citywide FTE's

*SRO salaries covered by forfeiture funds: FY 2010—$1.0 mil; FY 2011—$1.25 mil; FY 2012—$1.5 mil; FY 2013—$900k; FY 2014—$250k

SRO salaries covered by forfeiture funds: FY 2010—1.0 mil; FY 2011—$1.25 mil; FY 2012—$1.5 mil; FY 2013—900k; FY 2014—$250k

184

Fiscal Year 2014 Annual Budget

Performance Measures Police Strategic Priority: A Family-Friendly Community Measurement Type: Effectiveness Measure: 1) Police Department's overall quality rating (Resident 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)

FY 2011 Goal Actual 93% 95% 45%

70%

49%

—

74%

—

2010

7) Clearance rate for crimes (Source: Uniform Crime Report)

—

FY 2013 Goal Actual 95% 95% 45%

75%

2011

5:10 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)

FY 2012 Goal Actual — —

4:45 2010 0% -4.56% 2010 0% -3.53% 2010

5:00

28%

26%

4:47

28% 2011

8.88% 2011

2010

71%

— 2013 5:00 2013 0% 2013 0% 2013

27%

4:45 2012 0% -10.4% 2012 0% -7.59% 2012

28%

30.4%

28% 2013

-13.3%

2012 -5%

2010

—

5:00

2011

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 (new beginning FY 2013)

43%

2012

2011

FY 2014 Goal —

2012

2013 35

—

149

—

114

120

126

130

2011

Strategic Priority: A Thriving Business Community Measurement Type: Effectiveness Measure: 11) Satisfaction rating by businesses (Business Survey) (new beginning FY 2013)

FY 2011 Goal Actual

FY 2012 Goal Actual

12) Safety rating by businesses (Business Survey) (new beginning FY 2013)

City of Coral Springs, Florida

FY 2013 Goal Actual

FY 2014 Goal

92%

—

93%

81%

—

83%

185

Police CIP by funding source Funding Source Project Name Loan Surveillance Equipment Morphotrak Latent Station Two-way Trunked Radio Repl License Plate Reader Computer/Hi-Tech Forensic Analysis Unit Handgun Replacement VIN Tracking Device Weapons Wireless Motor Kit Safety Town Improvements Taser Replacement Ruggedized Laptops EOC Improvements Intelligence Software Upgrades Ballistic Helmets Bicycle Replacements for Bike Unit CRT PC Replacement Lighting at Gun Range Ballistic Shields and Breaching Tools Communications Center Carpet Repl Seal Coating Driveways Communications Chair Repl Tactical (SRT) Vests TeleStaff Automated Emp. Mgmt System Total Station Replacement BearCat Enhancements Video Forensics System Rapid ID Devices Gym Equipment Replacement Office Furniture & Equipmt (BEAR Unit) Rubber Flooring at Public Safety Painting Public Safety Facilities Talon Robot Enhancements Prisoner Transport Van Replace Noritsu Dry Lab with Kodak Radar Gun Replacement Carpet Replacement Public Safety Radio Tower UPS Batteries 911 UPS Batteries Replacement Gas Masks and Filters Loan Total

FY 2013 Budget

FY 2014 Budget

FY 2015 Plan

FY 2016 Plan

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

Total Cost FY 2014-2019

$204,000 70,000 40,000 32,000 30,000 10,000 9,300 6,000 5,000 5,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 411,300

$0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

$0 0 40,000 0 6,000 10,000 0 6,500 5,000 5,000 10,000 12,000 15,000 20,000 11,000 10,800 0 7,100 0 18,000 45,000 0 98,000 80,000 15,000 35,000 7,500 12,000 5,000 15,000 20,000 15,000 50,000 45,000 20,000 40,000 11,000 0 0 0 689,900

$0 0 168,000 0 35,000 10,000 0 8,000 0 5,000 10,000 0 15,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5,000 0 0 20,000 0 0 0 0 5,000 0 10,000 0 291,000

$225,000 0 168,000 0 0 10,000 9,800 8,000 5,000 5,000 10,000 0 15,000 0 0 0 13,400 0 12,000 0 0 10,800 0 0 0 0 5,000 55,000 5,000 0 0 10,000 0 0 0 0 15,000 10,000 0 26,000 618,000

$0 100,000 168,000 32,000 71,000 0 0 8,000 0 0 10,000 0 0 0 0 0 0 0 0 18,000 0 0 0 0 0 0 10,000 0 5,000 0 38,000 10,000 0 0 0 0 5,000 0 0 0 475,000

$0 0 40,000 0 0 10,000 0 8,000 0 5,000 10,000 0 0 20,000 0 0 0 8,000 0 0 0 0 0 0 0 0 0 0 5,000 0 0 40,000 0 0 0 0 0 0 0 0 146,000

$225,000 100,000 584,000 32,000 112,000 40,000 9,800 38,500 10,000 20,000 50,000 12,000 45,000 40,000 11,000 10,800 13,400 15,100 12,000 36,000 45,000 10,800 98,000 80,000 15,000 35,000 22,500 67,000 25,000 15,000 58,000 95,000 50,000 45,000 20,000 40,000 36,000 10,000 10,000 26,000 2,219,900

12,500 12,000 6,225 0 0 0 30,725

0 0 0 5,000 25,000 50,000 80,000

12,500 0 0 0 0 0 12,500

0 0 0 0 0 0 0

12,500 0 7,000 0 0 0 19,500

0 0 0 0 0 0 0

0 28,000 0 0 0 0 28,000

25,000 28,000 7,000 5,000 25,000 50,000 140,000

9,057 0 9,057

12,548 5,000 17,548

0 0 0

0 5,000 5,000

0 0 0

12,548 10,000 22,548

Equity Financing General Fund Police Unit FF&E Livescan Equity Financing General Fund Total

0 0 0

20,000 25,000 45,000

0 0 0

0 30,000 30,000

0 0 0

20,000 55,000 75,000

General Obligation Bond Northwest County Radio Upgrade General Obligation Bond Total

0 0

5,000,000 5,000,000

0 0

5,000,000 5,000,000

$142,548

$5,702,400

$296,000

$637,500

$505,000

$174,000

$7,457,448

Operating General Fund AVL Security Display Replacement Gran Tex K-9 Tactical Vests Replcmt. Bikes for Substation Unit Vehicle for Parking Enforcers Security Cameras @ Parks Operating General Fund Total Justice Assistance Grant Taser Replacement Traffic Homicide Invest. Enhancement Justice Assistance Grant Total

Total Police

186

Fiscal Year 2014 Annual Budget

Economic Development Mission To expand and diversify the commercial tax base through targeted strategies which support the City’s quest to be the premier community in which to live, work, and raise a family.

Economic Development Deputy City Manager (Funded in 0501)

Core Processes and Outputs Promote absorption of existing vacant commercial, industrial and retail space by continuing to maintain and develop relationships with the top real estate experts in Broward County. Set the stage for new development as well as redevelopment while the economy improves and our proactive approach sparks opportunities in selected targeted industry sectors.

Center Number = Department/Division Number

• Complete Economic Development Strategic Plan. • Reduce vacancy rates in commercial, industrial, and retail sectors. • Assist, support, and grow business in Coral Springs. • Continue to increase local property values through key tenant improvement projects. Maximize the potential of the Coral Springs Corporate Park. Maintain a competitive business environment. Attract high-value industries and businesses. Implement Downtown infrastructure improvements on City Center planning as catalysts for Downtown Redevelopment.

City of Coral Springs, Florida

187

Fire/EMS Oversee the daily operations pertaining to Inspections, Prevention, Suppression, Emergency Medical Services (EMS), and Training.

Mission To assist the public in the protection of life and property by minimizing the impact of fires, medical emergencies, and other potential disasters or events that affect the community and environment.

• Respond to a projected 14,000 calls for service. • Provide contractual Fire/EMS service to the city of Parkland and provide Fire/EMS to unincorporated Broward County. • Attain 90% average response time of eight minutes or less for calls for service.

Core Processes and Outputs

Fire Suppression

Administration Perform the management and administration of the Fire Rescue Department budget, policies, and procedures providing department-wide leadership and direction.

Respond to all types of fire-related emergencies within the City. •  Maintain seven fire pumper engines and two ladder trucks. Training

• Oversee 161 career firefighters.

Oversee various comprehensive training for all fire suppression personnel.

Fire/EMS Fire Chief (Funded in 4601 and 4702) Senior Office Assistant (Funded in 4601 and 4702)

Administration 3.5 ( 4601 ) 3.5

Communication Services 1.84 ( 4602 ) 1.84

Deputy Fire Chief ( 0.5 ) Telecommunicator ( 0.69 ) Emergency Mgmt and Planning Chief Emergency Call Taker ( 1.15 ) Senior Office Assistant ( 0.5 ) Fire Equipment Technician ( 0.5 )

Suppression 92 ( 4801 ) 92

Emergency Medical Services 58 ( 4702 ) 58

Assistant Fire Chief ( 1.5 ) Chief Training Officer ( 0.5 )* Battalion Chief ( 1.5 ) Fire Captain ( 13.5 ) Rescue Lieutenant ( 16 ) Driver Engineer/Paramedic (19) Driver Engineer/EMT ( 5 ) Firefighter/Paramedic ( 34 ) Firefighter/EMT

EMS-Communication Services 6.16 ( 4703 ) 6.16

Deputy Fire Chief ( .5 ) Telecommunicator ( 2.31 ) Assistant Fire Chief ( 1.5 ) Emergency Call Taker ( 3.85 ) Battalion Chief ( 1.5 ) Fire Captain ( 16.5 ) Rescue Lieuteneant ( 14) Firefighter/Paramedic ( 16 ) Driver Engineer/Paramedic ( 6 ) Fire Equipment Technician ( 0 .5 ) Senior Office Assistant( 0.5 )

*Position split 50/50 with Division 4801 and Division 4805

Left Number = Number of Positions Right Number = Number of FTEs (Full-Time Equivalent) Center Number = Department/Division Number

188

Fiscal Year 2014 Annual Budget

EMS Training 1 ( 4705 ) 1 Assistant Chief Training Officer

Training 1.5 ( 4805 ) 1.5

Chief Training Officer ( 0.5 ) * Senior Office Assistant

Inspection 9 ( 4901 ) 9

Fire Marshal Fire Inspection Captain Fire Inspector II ( 6 ) Senior Office Assistant

Fire/EMS (continued) Fire Inspection

Fire/EMS Training Academy

The division performs approximately 6,400 annual fire safety inspections and approximately 5,600 re-inspections on all commercial and residential properties of three or more living units, and fire safety inspections in all public and private schools (including those located in Parkland).

Provide the highest quality training classes for paramedics and firefighters.

New Initiatives

• Perform approximately 1,100 permit inspections and review 1,300 plans.

A Family-Friendly Community

• Provide fire prevention activities, such as Safety Town and fire extinguisher demonstrations.

A Professional, High-Performing Organization

Fire Station 43 and 95 Design

Health and Wellness Program

• Conducted over 100 fire investigations to determine origin and cause. Emergency Medical Services Provide assistance and emergency medical care to victims of sudden illness or injury. • Provide dual-tier emergency medical service maintaining seven full-time units 24 hours a day (including Parkland). • Assure 24 hours a day, seven days a week operability of seven EMS rescue vehicles, three reserve rescue vehicles, and three reserve fire pumpers. • Provide contractual Fire/EMS service to the city of Parkland and provide Fire/EMS to unincorporated Broward County. Receive, process, and dispatch both emergency and nonemergency calls for Fire and Emergency Medical services.

City of Coral Springs, Florida

189

Revenues and Expenditures by Program and Category Fire/EMS Revenues: Fire Fund Special Assessment Intergovernmental Charges for Services Miscellaneous Revenues Fines and Forfeitures Partial Year Assessment Doubtful Accounts Other Financing Sources Unappropriated Fund Balance Interfund Transfers Sub-Total EMS-General Fund Emergency Medical Services Contract Services Sub-Total Total Revenues Expenditures: Program Summary Fire Fund Administration Communication Services Suppression Training Inspection Capital Capital Reserve (Budget Amendment) Debt Service Interfund Transfers Non-Departmental Sub-Total EMS-General Fund Emergency Medical Services Communication Services Contract Services Training Sub-Total Total Expenditures Summary By Category Fire Fund Personal Benefits Other Expenses Capital Training Non-Departmental Interfund Transfers Debt Service EMS-General Fund Personal Benefits Other Expenses Capital Sub-Total Total FTE's Fire EMS Total FTE's % of Total Citywide FTE's

190

FY 2011 Actual

FY 2012 Actual

FY 2013 Budget

FY 2013 Est. Actual

FY 2014 Budget

$8,807,061 4,927,600 1,872,109 71,426 34,138 0 0 6,225 0 0 $15,718,559

$9,319,912 5,135,476 1,881,705 62,661 70,545 0 0 15,161 0 0 $16,485,460

$9,728,904 5,324,469 2,023,073 172,500 53,000 25,938 0 0 0 0 $17,327,884

$9,904,003 5,323,341 1,980,275 15,170 6,526 7,938 (97) 0 0 0 $17,237,156

$10,356,868 5,413,774 2,016,809 477,000 54,000 26,457 0 0 0 0 $18,344,908

$627,964 89,305 (6,264) 304,500 1,000 519 0 0 0 0 $1,017,024

6.45% 1.68% -0.31% 176.52% 1.89% 2.00% n/a n/a n/a n/a 5.87%

$2,053,514 1,751 $2,055,265

$2,710,931 1,751 $2,712,682

$2,597,369 1,751 $2,599,120

$2,560,200 2,907 $2,563,107

$2,714,444 1,751 $2,716,195

$117,075 0 $117,075

4.51% 0.00% 4.50%

$17,773,824

$19,198,142

$19,927,004

$19,800,262

$21,061,103

$1,134,099

5.69%

$407,371 113,086 10,319,319 1,051,909 1,035,197 294,378 130,082 232,860 168,931 1,477,068 $15,230,201

$538,977 120,233 11,216,600 1,018,693 1,153,375 229,407 0 232,860 154,228 1,564,093 $16,228,465

$565,704 122,652 11,794,044 1,141,198 1,180,131 389,800 0 232,860 163,291 1,738,204 $17,327,884

$540,642 121,501 11,675,875 1,249,734 1,167,795 291,513 0 282,860 163,291 1,558,151 $17,051,362

$579,558 125,124 11,961,947 1,102,133 1,198,142 578,072 400,000 382,860 181,339 1,835,733 $18,344,908

$13,854 2,472 167,903 (39,065) 18,011 188,272 400,000 150,000 18,048 97,529 $1,017,024

2.45% 2.02% 1.42% -3.42% 1.53% 48.30% n/a 64.42% 11.05% 5.61% 5.87%

$7,552,445 378,712

$8,316,559 403,167

$8,044,773 386,895

180,008 $8,111,165

219,615 $8,939,341

$8,262,757 415,312 0 197,096 $8,875,165

191,900 $8,623,568

$8,223,784 423,851 0 197,364 $8,844,999

($38,973) 8,539 0 268 ($30,166)

-0.47% 2.06% n/a 0.14% -0.34%

$23,341,366

$25,167,806

$26,203,049

$25,674,930

$27,189,907

$986,858

3.77%

$7,910,495 2,980,383 984,096 294,378 1,051,909 1,477,068 168,931 232,860 $15,230,201

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

$8,286,067 4,103,496 1,272,968 389,800 1,141,198 1,738,204 163,291 232,860 $17,327,884

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

$8,448,187 4,090,570 1,326,014 978,072 1,102,133 1,835,733 181,339 382,860 $18,344,908

$162,120 (12,926) 53,046 588,272 (39,065) 97,529 18,048 150,000 $1,017,024

1.96% -0.31% 4.17% 150.92% -3.42% 5.61% 11.05% 64.42% 5.87%

$5,424,613 1,884,727 801,825 0 $8,111,165

$5,628,859 2,386,820 894,973 28,689 $8,939,341

$5,418,595 2,463,362 993,208 0 $8,875,165

$5,435,571 2,244,021 938,164 5,812 $8,623,568

$5,478,517 2,360,559 1,005,923 0 $8,844,999

$59,922 (102,803) 12,715 $0 ($30,166)

1.11% -4.17% 1.28% n/a -0.34%

$23,341,366

$25,167,806

$26,203,049

$25,674,930

$27,189,907

$986,858

3.77%

103.84 65.16 169.00 21.5%

107.84 65.16 173.00 21.6%

103.84 65.16 169.00 21.5%

107.84 65.16 173.00 21.3%

0.00 0.00 0.00

0.00% 0.00% 0.00%

n/a

Fiscal Year 2014 Annual Budget

$ Change from FY13 Budget

% Change from FY13 Budget

Performance Measures Fire/EMS Strategic Priority: A Family-Friendly Community Measurement Type: Efficiency Measure: 1) Maintain Fire Rescue quality standards: —Average response time of eight minutes or less for 90% of all Fire/EMS calls —A minimum of fourteen firefighters on scene within ten minutes 90% of time for all structural fires —A maximum of customer complaints and/or public safety service professional complaints of less than one percent of the total call volume —Medical complaints filed by medical director and/or medical personnel at hospitals will be less than one percent of total call volume

FY 2011 Goal Actual

FY 2012 Goal Actual

FY 2013 Goal Actual

FY 2014 Goal

90%

89%

90%

93%

90%

91%

90%

100%

90%

100%

90%

100%

90%

<1%

Strategic Priority: A Professional, High-Performing Organization Measurement Type: Effectiveness Measure: 2) Provide inspection report to customer within 12 days from date of inspection (revised for FY 2008) 3) Provide a minimum number of classes at the Fire Academy: —Florida Firefighter Minimum Standards classes —EMT classes —Specialty classes (new beginning FY2014) 4) Percentage of customers who are satisfied with the quality of the Fire Department (Resident Survey— revised for FY 2009 ) 5) Percentage of customers who are satisfied with the quality of the emergency paramedics (Business Survey— new beginning FY 2013 )

FY 2011 Goal Actual 12 8 days days

FY 2012 Goal Actual 12 8 days days

FY 2013 Goal Actual 12 6 days days

FY 2014 Goal 12 days

8 4

8 5

7 5

6 4

8 4

7 4 50

95%

99%

—

95%

99.7%

—

99%

—

99%

City of Coral Springs, Florida

191

EMS CIP by funding source Funding Source Project Name

FY 2013 Budget

FY 2014 Budget

FY 2015 Plan

FY 2016 Plan

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

Total Cost FY 2014-2019

Florida DOH Grant Chest Compression Devices Florida DOH Grant Total

$36,675 36,675

$36,450 36,450

$0 0

$36,450 36,450

Loan Portable Radio Equipment Nitrous Oxide Kits Auto Ventilation Units Lifepaks Suction Units Power Lift Stretchers Dive Rescue Equipment Stair Chairs Loan Total

29,400 0 0 0 0 0 0 0 29,400

0 0 0 0 0 0 0 0 0

28,000 39,140 0 56,000 14,008 22,000 15,000 0 174,148

28,840 0 0 57,680 0 0 0 0 86,520

29,706 0 0 59,411 0 0 0 27,319 116,436

30,597 0 0 61,193 0 0 15,000 0 106,790

31,515 0 17,390 63,029 0 0 0 0 111,934

148,658 39,140 17,390 297,313 14,008 22,000 30,000 27,319 595,828

Operating General Fund Chest Compression Devices Health and Fitness Program Operating General Fund Tota

12,225 0 12,225

8,100 31,308 39,408

0 0 0

8,100 31,308 39,408

FEMA AFG Grant Health and Fitness Program FEMA AFG Grant Total

0 0

125,232 125,232

0 0

125,232 125,232

$201,090

$174,148

$86,520

$116,436

$106,790

$111,934

$796,918

Total EMS

192

Fiscal Year 2014 Annual Budget

Fire Fund CIP by funding source Funding Source Project Name Operating-Fire Fund Fire Stations Painting & Improvements Tactical Rescue Training Equipment Traffic Pre-Emption Portable Radio Replacement Thermal Imagers Training Tracking Software Self Contained Breathing Apparatus Overhead Bay Door Replacement Training Mannequins Gas Meters Physical Exams and Health Screenings Flashover Replacement Dive Rescue Equipment Structure Burn Replacement Operating-Fire Fund Total

FY 2013 Budget

FY 2014 Budget

FY 2015 Plan

FY 2016 Plan

FY 2017 Plan

FY 2018 Plan

FY 2019 Total Cost Plan FY 2014-2019

$147,000 63,500 40,000 37,800 30,000 15,000 0 0 0 0 0 0 0 0 333,300

$38,090 0 20,000 37,800 30,000 15,000 356,500 0 57,882 0 12,800 10,000 0 0 578,072

$30,899 65,000 20,000 40,000 30,000 15,000 0 50,000 0 0 64,000 0 25,000 0 339,899

$34,040 0 20,000 40,000 30,000 15,000 0 0 0 9,600 64,000 0 0 14,000 226,640

$30,214 65,000 20,000 40,000 30,000 15,000 0 0 0 0 64,000 0 0 0 264,214

$118,577 0 20,000 40,000 30,000 15,000 0 0 0 0 64,000 0 0 0 287,577

$0 0 0 0 0 0 0 0 0 0 64,000 0 0 0 64,000

$251,820 130,000 100,000 197,800 150,000 75,000 356,500 50,000 57,882 9,600 332,800 10,000 25,000 14,000 1,760,402

General Obligation Bond Renovate Fire Station 95 Rebuild Fire Station 43 General Obligation Bond Total

0 0 0

1,500,000 2,500,000 4,000,000

0 0 0

1,500,000 2,500,000 4,000,000

Equity Financing Fire Fund Design & Eng. for Fire Stations 43 and 95 Equity Financing Fire Fund Total

0 0

400,000 400,000

0 0

400,000 400,000

FEMA AFG Grant Physical Exams and Health Screenings FEMA AFG Grant Total

0 0

51,200 51,200

0 0

51,200 51,200

Florida DOH Grant Training Mannequins Florida DOH Grant Total

0 0

173,648 173,648

0 0

173,648 173,648

$1,202,920 $4,339,899

$226,640

$264,214

$287,577

$64,000

$6,385,250

Total Fire Fund

City of Coral Springs, Florida

193

Public Works Mission

Core Processes and Outputs

Public Works

Public Works Administration

To support Coral Springs in becoming the premier community in which to live, work, and raise a family by providing quality facilities, infrastructure and customer-focused services to both internal and external customers.

Coordinate overall department management, administration, and budget.

Utilities

Oversee the contractual responsibilities of the solid waste franchise holder. Streets

To provide the City utilities service area with a reliable and safe water supply that is adequate for all customer needs including fire protection; and to ensure that wastewater is collected and disposed of properly in accordance with all regulations and standards as set forth by the Environmental Protection Agency, Florida Department of Environmental Protection, Broward County Health Department and the Broward County Environmental Protection Department.

Perform repair and maintenance of City-owned streets, bike paths and parking areas. •Maintain 95 miles of bike paths and sidewalks. •Maintain 224 miles of City streets. •Inspect 8 miles of state roads and 32 miles of county roads. •Resurface 5.4 miles of roadway.

Equipment Services

•Clean and maintain over 6,500 drains.

To support all departments of the City by maintaining and repairing all vehicles and equipment in a timely and costeffective manner.

Public Works Director of Public Works Funded in 5501

Administrative Services 3 ( 5501 ) 3

Project Technician (0.5 ) Civil Engineer (0.5)** Senior Office Assistant

Solid Waste Recycling ( 5502 )

Streets 21 ( 5601 ) 21

Facilities Management 4.5 ( 5801 ) 4.5

Streets Superintendent Facilities Technician Lead Worker ( 2 ) Electrician Senior Office Assistant Lead Worker Equipment Operator II ( 3 ) Carpenter Streets Technician ( 7 ) Project Technician ( 0.5 ) Project Technician Neighborhood Service Worker ( 5 ) Office Assistant

Equipment Maintenance 15 ( 5701 ) 15

Utilities 38.75 ( 6000-6005) 38.75

Fleet Superintendent Lead Mechanic Mechanic ( 11 ) Generator Technician Senior Office Assistant

Utilities Operation Mgr. (Funded in 6001)

*Position split 50% City Manager's Office Div. 0501; Utilities Adm. Div. 6001 **Position split 50% Public Works Adm. Div. 5501; 50% Utilities Adm. Div. 6001 ***Position split 25% Utilties Adm. Div. 6001; 75% Information Services Div. 2001

****Position split 50% Utilities Adm. Div. 6001; 50% Information Services Div. 2001

Left Number = Number of Positions Right Number = Number of FTEs (Full-Time Equivalent) Center Number = Department/Division Number

194

Administration 4.75 ( 6001 ) 4.75

Water Distribution 10 ( 6002 ) 10

Deputy City Manager ( 0.5 )* Civil Engineer (0.5)** Sr. CADD /GIS Tech. ( 0.25 )*** Apps. Analyst-Asset Mgmt. ( 0.5 )**** Senior Office Assistant Office Assistant

Utilities Lead Worker Water Conservation Technician Equipment Operator II Utilities Service Technician Utilities Locator Technician Utilities Service Worker ( 5 )

Water Treatment 15 ( 6003 ) 15

Wastewater Treatment* ( 6004 ) *No staff in this division

Wastewater Collection 9 ( 6005 ) 9 Utilities Coordinator Utilities Instrumentation Equipment Operator II ( 2 ) Lift Station Mechanic Video Inspection Technician Asset Management System Technician Utilities Service Worker ( 2 )

Fiscal Year 2014 Annual Budget

Chief Water Plant Operator Water Plant Maintenance Coordinator Utilities Mechanic ( 2 ) Senior Water Plant Operator ( 5 ) Water Plant Operator ( 5 ) Utilities Service Worker

Public Works (continued) Facilities

New Initiatives

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

A Family-Friendly Community Fuel System for Emergency Power Generators

•Maintain 662,170 square feet of City facilities.

Replace Pedestrian Footbridge on 87th Avenue A Thriving Business Community

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

Corporate Park Drainage Study An Attractive Community Enhance Litter Removal

•Produce an average of 5.8 million gallons per day of treated water.

Utility Maintenance

Equipment Services

Commercial Recycling Study

Repair and maintain all City vehicles including fire, police, and small engine equipment.

Enhance Recycling Program A Professional, High-Performing Organization West Side Master Plan

•Maintain 886 vehicles/equipment and 639 pieces of small engine equipment. Prepare specifications for new equipment and vehicle purchases. Provide specialized equipment installation for public safety vehicles. Repair and service motorcycles for the City of Margate.

A bike lane study was conducted to examine the potential of incorporating “on road” bike facilities, such as designated bike lanes and wide curbe lanes, within the City limits.

City of Coral Springs, Florida

195

Revenues and Expenditures by Program and Category FY 2011 Actual

FY 2012 Actual

$303,092 47,125 $350,217

$335,043 47,125 $382,168

$337,900 47,125 $385,025

$419,705 47,387 $467,092

$273,518 47,125 $320,643

($64,382) 0 ($64,382)

-19.05% 0.00% -16.72%

$252,790 27,267 $280,057

$269,207 19,862 $289,069

$327,023 37,460 $364,483

$343,909 31,630 $375,539

$376,351 128,175 $504,526

$49,328 90,715 $140,043

15.08% 242.16% 38.42%

Streets Facilities Management Total

$3,016,087 706,635 $4,002,779

$3,039,687 683,797 $4,012,553

$3,150,968 718,806 $4,234,257

$2,998,017 678,256 $4,051,812

$3,251,943 658,112 $4,414,581

$100,975 (60,694) $180,324

3.20% -8.44% 4.26%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,421,353 611,244 1,966,352 3,830 $4,002,779

$1,406,476 639,824 1,966,229 24 $4,012,553

$1,383,197 651,671 2,195,389 4,000 $4,234,257

$1,372,000 554,546 2,125,266 0 $4,051,812

$1,504,504 681,729 2,228,348 0 $4,414,581

$121,307 30,058 32,959 (4,000) $180,324

8.77% 4.61% 1.50% -100.00% 4.26%

27.00 3.4%

27.70 3.5%

28.50 3.5%

1.50

5.56%

n/a

Public Works Revenues: Administrative Services Streets Total Expenditures: Program Summary Administrative Services Solid Waste Recycling Sub-Total

Engineering Division transferred to Development Services in Fiscal Year 2006 FTE's 28.70 27.70 % of Total Citywide FTE's 3.6% 3.5%

Equipment Services Revenues: Fuel/Maint/Chargeback Transfers Parkland Fuel/Maintenance Charge Margate/Coconut Creek Fuel/Maint. Char FAU Fuel/Maintenance Charge Interest Income Appropriated Fund Balance Other Total

FY 2011 Actual

FY 2012 Actual

$5,105,042 125,267 4,434 592 116,107 3,822,033 65,300 $9,238,775

Expenses: Program Summary Equipment Maintenance Total Summary By Category Personal Benefits Other Expenses Depreciation Interfund Transfers Equipment Purchases Total FTE's % of Total Citywide FTE's

196

FY 2013 Budget

FY 2013 Est. Actual

FY 2014 Budget

$ Change from FY13 Budget

FY 2013 Budget

FY 2013 Est. Actual

FY 2014 Budget

$5,314,668 84,088 6,334 0 109,075 5,114,438 138,054 $10,766,657

$5,451,840 108,000 7,500 0 140,000 3,162,157 100,000 $8,969,497

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

$5,724,387 90,000 5,000 0 80,000 3,447,585 103,000 $9,449,972

$272,547 (18,000) (2,500) 0 (60,000) 285,428 3,000 $480,475

$9,068,012 $9,068,012

$10,608,010 $10,608,010

$8,969,497 $8,969,497

$7,750,682 $7,750,682

$9,449,972 $9,449,972

$480,475 $480,475

5.36% 5.36%

$701,322 312,084 1,982,794 2,249,779 2,000,000 1,822,033 $9,068,012

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

$803,086 359,356 2,198,415 2,446,483 0 3,162,157 $8,969,497

$767,562 354,659 2,157,239 2,446,483 0 2,024,740 $7,750,683

$809,750 359,874 2,263,978 2,568,785 173,475 3,274,110 $9,449,972

$6,664 518 65,563 122,302 173,475 111,953 $480,475

0.83% 0.14% 2.98% 5.00% n/a 3.54% 5.36%

15.00 1.9%

15.00 1.8%

0.00

0.00%

n/a

Fiscal Year 2014 Annual Budget

$ Change from FY13 Budget

% Change from FY13 Budget

% Change from FY13 Budget 5.00% -16.67% -33.33% n/a -42.86% 9.03% 3.00% 5.36%

Revenues and Expenditures by Program and Category Water and Sewer Fund Utilities Revenues: Water Wastewater Private Fire Line Fee Meter Sales Doubtful Accounts Backflow Recertification Adm. Fee Misc. Income Charges for Service Other Capitalization from Prior Year CIP Appropriated Fund Balance Interest Income Total Expenses: Program Summary Administration Water Distribution Water Treatment Wastewater Treatment Wastewater Collection Sub-Total Non-Departmental Total Summary By Category Personal Benefits Other Expenses Capital Sub-Total Non-Departmental Total FTE's % of Total Citywide FTE's

Solid Waste Fund Revenues: Program Summary Solid Waste Non Franchise Total Expenditures: Summary By Category Operating Expenses Interfund Transfer Total FTE's

FY 2011 Actual

FY 2012 Actual

$8,167,917 10,226,080 18,508 8,699 (24,201) 0 19,152 97,261 0 430,217 0 46,052 $18,989,685

$8,158,708 10,350,718 20,282 14,736 (34,005) 19,550 (5,783) 184,225 0 0 1,940,000 52,239 $20,700,670

$8,490,805 10,701,700 22,755 14,000 0 16,000 12,500 195,494 0 0 3,190,000 70,000 $22,713,254

200,937 68,146 $19,588,774

$7,896,688 11,837,157 23,438 12,000 0 18,000 11,000 181,500 0 0 1,600,000 45,000 $21,624,783

$477,263 829,474 2,467,023 5,279,144 1,030,928 $10,083,832

$537,639 870,944 2,337,574 5,492,397 1,103,487 $10,342,041

$651,985 903,577 2,745,257 6,422,686 1,099,189 $11,822,694

$529,226 810,121 2,445,239 5,128,042 1,033,771 $9,946,399

$680,029 1,019,999 2,813,892 6,615,366 1,235,259 $12,364,545

$6,403,440 $16,487,272

$9,096,504 $19,438,545

$10,890,560 $22,713,254

$9,642,375 $19,588,774

$9,260,238 $21,624,783

$1,667,838 741,669 7,668,231 344,251 $10,421,989

$1,783,057 828,300 7,717,409 740,823 $11,069,589

$1,826,319 845,256 9,133,483 1,024,136 $12,829,194

$1,767,428 835,923 7,341,899 697,948 $10,643,198

$1,995,528 925,869 9,425,185 1,286,963 $13,633,545

$6,065,283 $16,487,272

$8,368,956 $19,438,545

$9,884,060 $22,713,254

$8,945,576 $19,588,774

$7,991,238 $21,624,783

35.50 4.5%

35.00 4.4%

35.50 4.5%

38.75 4.8%

FY 2011 Actual

FY 2012 Actual

FY 2013 Budget

FY 2013 Est. Actual

FY 2013 Budget

$8,410,260 10,666,161 20,942 13,120 (23,898) 17,325 0 215,780 0

FY 2013 Est. Actual

$0 $0

$0 0 $0

0.00

FY 2014 Budget

$ Change from FY13 Budget ($594,117) 1,135,457 683 (2,000) 0 2,000 (1,500) (13,994) 0 0 (1,590,000) (25,000) ($1,088,471)

$28,044 116,422 68,635 192,680 136,070 $541,851 ($1,630,322) ($1,088,471)

$169,209 80,613 291,702 262,827 $804,351 ($1,892,822) ($1,088,471)

% Change from FY13 Budget -7.00% 10.61% 3.00% -14.29% n/a 12.50% -12.00% -7.16% n/a n/a -49.84% -35.71% -4.79%

4.30% 12.88% 2.50% 3.00% 12.38% 4.58% -14.97% -4.79%

9.27% 9.54% 3.19% 25.66% 6.27% -19.15% -4.79%

3.75

10.71%

n/a

$ Change from FY13 Budget

% Change from FY13 Budget

$3,827,185 $3,827,185

n/a n/a

$3,106,900 720,285 $3,827,185

n/a n/a n/a

0.00

n/a

City of Coral Springs, Florida

197

Performance Measures Public Works Strategic Priority: An Attractive Community Measurement Type: Effectiveness Measure: 1) Department’s overall quality service rating (Resident Survey) 2) Achieve a 90% customer satisfaction rating on janitorial services (New for FY2014)

FY 2011 Goal Actual 93%

93%

FY 2012 Goal Actual —

—

FY 2013 Goal Actual 93%

92%

FY 2014 Goal — 90%

Strategic Priority: An Attractive Community Measurement Type: Efficiency Measure: 3) Availability rate of all vehicles/equipment for all departments 4) Facilities routine work orders completed within 15 working days 5) Percent of hydrants inspected (New for FY2014) 6) Reduce infiltration and inflow by 100 gallons per day through repair program (New for FY2014) 7) Service 400 valves per year (New for FY2014) 8) Reduce lift station pump run time on rehabilitated facilities by 5% (New for FY2014) 9) Pot hole repair response time 10) Sweep 80 lane miles per quarter 75% of the time (New for FY2014) 11) Complete litter removal by workman crew of 149 miles of major and collector road rights-of-way in five working days 75% of the time (New for FY2014)

FY 2011 Goal Actual

FY 2012 Goal Actual

FY 2013 Goal Actual

FY 2014 Goal

90%

97%

93%

97%

93%

97%

94%

90%

98%

92%

97%

96%

93%

90% 100% -36,500 gal/year 400

3 days

2 days

3 days

1.5 days

3 days

1 day

3 days

-5%

75%

Strategic Priority: An Attractive Community Measurement Type: Workload Measure: 12) Percent of Streets Division’s available staff hours for preventive maintenance of City infrastructure

FY 2011 Goal Actual

FY 2012 Goal Actual

FY 2013 Goal Actual

35%

30%

25%

31%

29%

29.5%

FY 2014 Goal 25%

Strategic Priority: An Attractive Community Measurement Type: Demand Measure: 13) Average less than 9.79 mgd of wastewater flow on a quarterly basis 14) Water usage per capita (for Coral Springs Water District) 15) Percent of "unaccounted for" water

198

FY 2011 Goal Actual <9.79 100 gal/day <10%

6.9 94 gal/day 8.5%

FY 2012 Goal Actual <9.79 100 gal/day <10%

Fiscal Year 2014 Annual Budget

8.58 93 gal/day 9.23%

FY 2013 Goal Actual <9.79 100 gal/day <10%

8.06 91.6 gal/day 4.75%

FY 2014 Goal <9.79 100 gal/day <10%

Public Works CIP by funding source Funding Source Project Name Facilities Reserves Air Conditioning Maint/Replacement Miscellaneous Office Renovations Pressure Cleaning—CH North & South Interior Painting—CH North & South Repairs and Upgrades—EDF

FY 2013 Budget

FY 2014 Budget

$352,640 $15,000 $10,000 $8,000 $0

$300,000 $15,000 $10,000 $9,000 $12,000

Facilities Reserves Total $385,640 Loan Roof Replacement and Repair $325,000 Car Charging Station—NW Regional Library $0 Parks Sign Replacement $0 Drainage and Swale Improvements $0 Waste Transfer Station Improvements $0 Broward County Sign & Post Replacement $0 Speed Hump Repair and Restripe $0 Loan Total Operating General Fund Street Light Policy and Upgrades Drainage System Permit Renewal Replace Security Gate at Westside Exterior Painting—CH North & South Corporate Park Drainage Study Operating General Fund Total Equity Financing General Fund Wiles Rd. West End Beautification Equipment for Litter Removal Crew Commercial Recycling Feasibility Study Equity Financing General Fund Total

Total Public Works

FY 2015 Plan

FY 2016 Plan

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

$95,000 $15,000 $10,000 $6,000 $12,000

$167,400 $15,000 $10,000 $6,000 $12,000

$108,378 $15,000 $10,000 $6,000 $12,000

$229,860 $15,000 $10,000 $6,000 $12,000

$338,480 $0 $0 $0 $0

$1,239,118 $75,000 $50,000 $33,000 $60,000

$346,000

$138,000

$210,400

$151,378

$272,860

$338,480

$1,457,118

$0 $0 $0 $0 $0 $0 $0

$660,000 $15,000 $25,000 $50,000 $75,000 $300,000 $12,000

$300,000 $0 $25,000 $0 $0 $300,000 $12,000

$300,000 $0 $0 $0 $0 $0 $12,000

$1,860,000 $15,000 $75,000 $50,000 $75,000 $900,000 $60,000

$325,000

$1,137,000

$637,000

$312,000

$3,035,000

$20,000 $10,000 $0 $0 $0

$38,000 $0 $25,000 $0 $35,000

$30,000 $8,050 $25,000 $50,000 $100,000

$30,000 $8,050 $0 $0 $0

$188,000 $40,250 $50,000 $50,000 $135,000

$30,000

$98,000

$213,050

$38,050

$463,250

$25,000 $0 $0

$35,000 $190,800 $57,000

$100,000 $0 $0

$0 $0 $0

$135,000 $190,800 $57,000

$25,000

$282,800

$100,000

$382,800

$726,800

$1,588,050

$885,450

$826,428

$622,910

$688,530

$5,338,168

City of Coral Springs, Florida

Total Cost FY 2014-2019

199

Transportation CIP by funding source Funding Source Project Name

FY 2013 Budget

FY 2015 Plan

FY 2016 Plan

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

$0 0 0 0 0 0 0 0 0 0 0 0 0

$980,000 100,000 200,000 393,000 1,150,000 25,000 200,000 150,000 480,000 122,000 0 450,000 4,250,000

$838,000 0 0 393,000 0 25,000 310,000 423,000 222,000 0 0 450,000 2,661,000

$800,000 0 0 441,500 0 25,000 0 433,000 348,000 0 1,350,000 250,000 3,647,500

$815,000 0 0 441,500 0 25,000 0 342,000 276,000 0 0 250,000 2,149,500

$800,000 0 200,000 413,100 0 25,000 0 250,000 222,000 122,000 0 250,000 2,282,100

$4,233,000 100,000 400,000 2,082,100 1,150,000 125,000 510,000 1,598,000 1,548,000 244,000 1,350,000 1,650,000 14,990,100

30,000 7,500 37,500

50,000 0 50,000

67,000 7,500 74,500

67,000 0 67,000

67,000 7,500 74,500

67,000 0 67,000

0 0 0

318,000 15,000 333,000

0 0 0

25,000 116,000 141,000

0 0 0

25,000 116,000 141,000

$191,000

$4,324,500

$2,728,000

$3,722,000

$2,216,500

$15,464,100

Loan Road Resurfacing Program $906,000 Master Parking Lot Refurbishing 248,000 Resurface & Restripe Parking Lots 193,000 New Pedestrian & Bike Path Construction 89,000 Coral Hills Dr.Sidewalk, Lighting, & Drainage 50,000 Bus Shelters Repairs & Replacement 25,000 University Drive North Resurfacing 0 Alley Refurbishment Program 0 Existing Walkways Renovation 0 Computerized Survey of Roadway Conditions 0 110th Ave. Sidewalk & Drainage 0 Meadows and Dells Drainage Improvement 0 Loan Total 1,511,000 Operating General Fund Guardrail Maintenance and Repair Bridge Repairs Operating General Fund Total CDBG Grant New Sidewalk Evaluation, Report, and Study 85th Ave. South of Sample Improvement CDBG Grant Total Total Transportation

FY 2014 Budget

Total Cost FY 2014-2019

Equipment Services Fund CIP by funding source Funding Source Project Name General Obligation Bond West Side Complex Construction General Obligation Bond Total

FY 2013

FY 2014

FY 2015

FY 2016

FY 2017

FY 2018

FY 2019

Total Cost

Budget

Plan

FY 2014-2019

$0 0

Operating-Equipment Services Fund Vehicles and Equipment Replacement 3,101,410 3,244,110 Contingency for Equip Purchases 60,747 30,000 Operating-Equipment Services Fund Tota 3,162,157 3,274,110 Equity Financing Equipment Fund West Side Complex Master Plan Replacement of Inground Vehicle Lifts Emergency Power and Fueling System Westside Guard Dwelling Equity Financing Equipment Fund Total Total Equipment Services Fund

200

0 0 0 0 0

45,000 32,000 85,000 11,475 173,475

$168,750 $2,062,500 $3,800,000 168,750 2,062,500 3,800,000

$500,000 500,000

$0 $6,531,250 0 6,531,250

7,713,591 32,000 7,745,591

3,314,197 35,000 3,349,197

3,588,996 39,000 3,627,996

3,741,495 44,000 3,785,495

4,139,539 50,000 4,189,539

25,741,928 230,000 25,971,928

0 0 0 0 0

45,000 32,000 85,000 11,475 173,475

$3,447,585 $7,914,341 $5,411,697 $7,427,996 $4,285,495 $4,189,539 $32,676,653

Fiscal Year 2014 Annual Budget

Water and Sewer Fund CIP by funding source Funding Source Project Name

FY 2013 Budget

FY 2014 Budget

Renewal and Replacement Infiltration/Inflow Correction Program $1,000,000 $1,300,000 Spare Pumps and Replacement Pumps 100,000 85,000 Water Meter Replacement Program 50,000 53,000 Lift Station Rehab Program 0 126,000 Security Improvements 300,000 300,000 Rehab of Well 11R and Replacement of 18,19 & 20 0 0 Emerg. Generator Storage & Maintenance Bldg. 0 75,000 Emerg. Water Service Interconnect with C. Creek 154,500 50,000 New Transfer Pump Station at WTP 0 0 Wireless Metering Reading System 0 69,000 Rehabilitation of East Water Booster Station 0 289,000 Water Storage Tanks and Clearwell Cleaning 0 100,000 Upgrade Force Main for Lift Station 21-C 0 0 Force Main Integrity Evaluation 0 104,000 Cast Iron Water System Model 0 100,000 Rehabilitation of Mullins Booster Station 2,000,000 1,500,000 Renewal and Replacement Total 3,604,500 4,151,000

FY 2015 Plan

FY 2016 Plan

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

$1,000,000 $1,000,000 $1,000,000 $1,000,000 90,000 94,000 99,000 104,000 56,000 58,000 61,000 65,000 1,400,000 1,400,000 1,400,000 1,400,000 0 0 0 0 0 0 160,000 500,000 0 300,000 0 0 0 0 0 0 0 0 0 0 600,000 630,000 660,000 694,000 1,928,000 0 0 0 0 0 0 0 350,000 0 0 0 109,000 115,000 120,000 126,000 0 0 0 0 0 0 0 0 5,533,000 3,597,000 3,500,000 3,889,000

Total Cost FY 2014-2019

$0 109,000 68,000 1,400,000 0 500,000 0 0 261,000 0 0 292,000 0 133,000 0 0 2,763,000

$5,300,000 581,000 361,000 7,126,000 300,000 1,160,000 375,000 50,000 261,000 2,653,000 2,217,000 392,000 350,000 707,000 100,000 1,500,000 23,433,000

Revenue Bond Water Treatment Plant Improvements Galvanized Water Service Replacement Program Force Main System Improvements New Lift Station Near Coral Springs Hospital Cast Iron Water Main Replacement Revenue Bond Total

1,200,000 850,000 0 0 0 2,050,000

0 0 0 0 0 0

0 850,000 0 400,000 500,000 1,750,000

0 0 670,000 0 420,000 1,090,000

0 850,000 704,000 0 966,000 2,520,000

0 0 739,000 0 1,014,000 1,753,000

0 402,000 776,000 0 1,065,000 2,243,000

0 2,102,000 2,889,000 400,000 3,965,000 9,356,000

Impact Fees Downtown Water & Sewer Improvements Impact Fees Total

1,200,000 1,200,000

0 0

100,000 100,000 26,500 27,000 75,000 0 340,000 340,000 150,000 79,000 80,000 79,000 0 0 0 100,000 0 0 0 0 0 75,000 0 69,000 0 75,000 0 0 0 0 0 50,000 0 80,000 0 40,000 0 40,000 0 46,000 771,500 1,200,000

104,000 29,000 75,000 0 83,000 83,000 0 0 0 0 78,500 0 75,000 100,000 150,000 53,000 80,000 0 0 0 910,500

110,000 0 0 0 87,000 87,000 0 0 0 0 83,000 0 75,000 0 0 55,000 80,000 0 0 0 577,000

115,000 0 0 0 91,000 91,000 118,000 0 0 0 87,000 0 75,000 0 0 58,000 80,000 46,000 0 0 761,000

121,000 0 0 0 96,000 96,000 0 0 100,000 586,500 91,500 0 75,000 0 0 61,000 0 0 0 0 1,227,000

127,000 0 0 0 101,000 101,000 0 0 0 0 96,000 0 75,000 0 0 63,000 0 0 0 0 563,000

677,000 56,000 75,000 340,000 537,000 537,000 118,000 100,000 100,000 586,500 511,000 69,000 450,000 100,000 150,000 340,000 320,000 86,000 40,000 46,000 5,238,500

Operating-W&S Fund Fire Hydrant Replacement Program Broward County Water Conservation Prog FF&E for WTP GIS/Asset Management Tool Force Main Valve Repair/Repl. Program Water Main Valve Repair/Repl. Program Site Select./eval.â&#x20AC;&#x201D;3 new Raw Water Supply Wells Isolation Valves in Raw Water Mains Overall WTP Site Master Plan & Stormwater Mgmt P Painting WTP Replace Filter Beds Generator Fuel Transfer Piping Dead End Water Main Automatic Flushers Water Distribution System Model Corrosion Control Study CMMS Portable Emergency Generators for Lift Stations Triennial Eng Report Water & Wastewater Systems CRA Storm Water Study Cab & Chassis, 3/4 Ton with Utility Body Operating-W&S Fund Total Total Water and Sewer Fund

$5,351,000 $8,193,500 $5,264,000 $6,781,000 $6,869,000 $5,569,000 $38,027,500

City of Coral Springs, Florida

201

Summary of fleet purchases窶認Y 2014

Department/Fund Division/Program Name

Div #

Building/Fleet Maintenance

4503

Patrol

4201

General Investigations

4301

Special Investigations

4302

Crime Scene Investigations

4305

Traffic Unit

4202

K-9 Unit Youth Liaison Bicycle Unit Bear Unit Emergency Medical Service

4203 4303 4209 4212 4702

Suppression

4801

Administration

4601

Inspection

4901

Planning and Zoning

3001

Code Compliance

5403

Building- Plumbing

5303

Building- Structural Building- Electrical

5301 5302

Police

Fire/EMS

Development Services

202

Vehicle/Equipment Type

Year

Item ID

Admin Vehicle, Full Size Admin Vehicle, Full Size Admin Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Admin Vehicle, Full Size Admin Vehicle, Full Size Admin Vehicle, Full Size SUV, Expedition Admin Vehicle, Full Size Cargo Van, Full Size Cargo Van, Full Size Patrol Vehicle, Full Size Message Board with Radar Pickup, Crew Cab SUV, Pursuit, PPV Patrol Vehicle, Full Size Patrol Vehicle, Full Size SUV, Chevy Tahoe, PPV Rescue Transport Vehicle Pick up Truck 4x4 Extrication Tool Pick up Truck 4X4 *Ford Explorer Pick up Truck 4X4 *Admin Vehicle, Hybrid Ford Escape Ford Escape Ford Escape Ford Escape Ford Escape Ford Escape *Truck, Pickup 1/2 Ton Mini-EC

2004 2012 2005 2003 2003 2004 2004 2004 2004 2007 2005 2006 2006 2006 2006 2006 2006 2006 2006 2007 2007 2007 2007 2007 2004 2005 2005 2005 2004 2003 2014 2004 2004 2001 2009 2005 2007 2005 2007 2007 2009 2007 2006 2000 2007 2004 2014 2014 2000 2001 2004 2007

8044 8051 8052 8304 8305 9156 9175 9178 9184 9187 9193 9199 9201 9202 9204 9206 9207 9208 9210 9215 9216 9219 9220 9223 8029 8056 8057 9979 8036 9130 New 8308 8505 9995 8611 9195 9221 9981 7749 7707 n/a 7722 7701 7714 6103 6623 New New 6023 6012 6009 6006

Fiscal Year 2014 Annual Budget

Budget FY 2014 35,000 28,500 28,500 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 29,500 29,500 35,500 35,000 30,000 30,000 35,000 20,500 37,500 43,200 35,000 35,000 33,500 196,000 57,300 20,400 57,300 3,500 44,500 3,000 26,000 26,000 26,000 26,000 26,000 26,000 3,000

Project # 145001

145002

145003 145004 145005 145006 145007 145008 145009 145010 145011 145012 145013 145014 145015 145016 145017 145018 145019 145020 145021 145022 145023 145024

Summary of fleet purchases窶認Y 2014 Department/Fund Division/Program Name

Cypress Park

Mullins Park

North Community Park

Parks and Recreation

Neighborhood Parks

Landscape

Irrigation

Public Works

Div #

8101

8102

8103

8116

8118

8119

Sportsplex/Athletic Complex

7812

Tennis Center

8409

Streets

5601

Facilities

5801

Equipment Services Equipment Maintenance

5701

Wastewater Collection

6005

Water Distribution

6002

Water and Sewer Water Treatment

6003

Vehicle/Equipment Type

Year

Item ID

BallPro Pickup Truck, 1/2 Ton Mini-EC Workman with Dumpbed Workman with Dumpbed Workman with Dumpbed 5 Gang Reel Mower 5 Gang Rotary Mower Top Dresser Workman with Dumpbed Workman with Dumpbed Workman with Dumpbed Workman with Dumpbed Paint Machine/Walk behind Pickup Truck, 1/2 Ton Mini-EC Workman Chemical Sprayer *BallPro BallPro BallPro *Ball Pro *Ball Pro Workman with Dumpbed Truck, 1 Ton Dump Cab-Chassis Pickup, 3/4 Ton Pickup Truck, 3/4 Ton-EC Pickup Truck, 3/4 Ton EC Pressure Cleaner with Tank Pressure Cleaner with Tank Truck, 1Ton Cab-Chassis Directional Arrows Paint machine/Field Marker Paint machine/Field Marker SandPro Spreader *Pickup Truck, 3/4 Ton Workman w/Sprayer Attachment Pickup Truck, 1/2 Ton-EC Trailer 1 Ton Dump Truck, Cab-Chassis Truck, Pickup 1/2 Ton EC Backhoe Caterpillar *Truck, Dump 2 1/2 Ton Workman Curb builder with Trailer *Van, Utility *Truck, SUV *Light Tower *Light Tower Contingency Crane Truck Backhoe w/ Extended Boom Backhoe w/ Extended Boom 1 Ton Cab & Chassis w/utility body Truck, 3/4 Ton Utility Body Ford Escape *Generator, Utilities, 150 KW

2008 2004 2014 2005 2005 2006 2008 2002 2006 2014 2005 2006 2007 2001 2005 2009 2008 2004 2007 2006 2006 2005 2005 2003 2005 2014 2014 2005 2011 2009 2009 2008 2009 2004 2005 2004 2005 2007 2004 2002 2004 2006 2006 2005 2004 2003 2003 n/a 2005 1999 2002 2005 2001 2004 2004

1366 2008 NEW 1341 1342 1247 1246 2801 1285 NEW 1282 1283 1293 2201 1955 1941 1758 1757 1753 1761 1794 2269 2224 2219 2204 New New 2210 1185-1 1120 1119 1167 1180 2017 1154 2016 1109 4430 4003 4452 4432 1495 4479 4411 5701 5723 5724 n/a 3313 3330 3318 3314 3303 3501 Gen-72

Total Fleet Budget窶認Y 2014 *Equipment to be refurbished in FY 2014

City of Coral Springs, Florida

Budget FY 2014 20,000 24,000 24,000 24,000 24,000 55,000 55,000 25,000 24,000 24,000 24,000 24,000 5,700 24,000 40,000 1,500 20,000 20,000 1,800 1,800 24,000 46,500 27,000 27,000 27,000 12,500 12,500 48,500 6,210 4,500 4,500 20,000 5,700 1,500 40,000 24,000 8,000 46,500 32,000 110,000 2,500 14,000 13,300 1,000 3,000 2,500 2,500 30,000 65,200 90,000 90,000 65,200 46,000 26,000 1,000 $3,274,110

Project # 145025 145026 145027 145028 145029 145030 145031 145032 145033 145034 145035 145036 145037 145038 145039 145040 145041 145042 145043 145044 145045 145046 145047 145048 145049 145050 145051 145052 145053 145054 145055 145056 145057 145058 145059 145060 145061 145062 145063 145064 145065

203

Parks and Recreation Mission

Core Processes and Outputs

To serve as a sports and entertainment destination to the residents of Coral Springs and northwest Broward County by providing exceptional leisure opportunities, beautification of the City, and support in reaching the City Commission’s strategic priorities. We are focused on exceeding customer expectations through a philosophy of providing quality services, well-maintained facilities, and customer-friendly and attentive staff.

Maintenance Coordinate overall management of Parks and Recreation divisions. •Maintain quality athletic fields and courts for over 1,150 organized sports teams. •Maintain 49 parks totaling 765 acres including buildings, structures, landscaping, irrigation and equipment. • Maintain safe and clean tennis facilities at Tennis Center, Cypress Park Tennis Center, other City parks, and two middle schools. •Maintain ten pools, a 7,500 square foot fitness center, a fullservice swim shop, and three concession venues.

Parks and Recrea on Director of Parks & Recreation (Funded in 8102) Senior Office Assistant (Funded in 8116)

Aquatics Services 16 (8300's) 16

Aquatics Manager (Funded in 8303)

Cypress Pool 3 (8301) 3

Parks & Recreation Coordinator Parks & Recreation Associate (2)

Recreation & Sportsplex Tennis 8 (8200's) 8 1 (7810) 1 3 (8400's) 3

Assistant Director of Parks & Recreation (Funded in 7810)

Recreation Superintendent (Funded in 8208)

Sportsplex/ Tennis (7800's and 8400's)

Activity Center 1 (8204) 1

Sportsplex 1 (7810) 1

Parks 72 (8100's) 72 5 (7812) 5

Parks Superintendent (Funded in 8101)

Parks Administrator (Funded in 8117)

Parks & Rec Coordinator (Funded in 8205)

Cypress Park 11 (8101) 11 Parks & Rec Coordinator

Mullins Pool 2 (8302) 2

Parks & Recreation Associate (2) Aquatics Complex 11 (8303) 11

Recreation Service 5 (8205) 5

Senior Office Assistnat Parks & Rec Technician Principal Office Assistant Parks & Recreation Coordinator

Executive Assistant

Parks & Rec Coordinator (3) Office Assistant

Parks & Rec Associates (6)

Cypress Tennis 1 (8410) 1

Parks & Rec Coordinator

Summer Recreation 1 (8208) 1

Parks & Rec Coordinator Parks Lead Worker

Park Technician (2)

Transportation 1 (8209) 1

Parks & Rec Coordinator Parks Technician (2)

Maintenance Worker (6)

Parks Lead Worker Maintenance Worker (6)

North Community Park 9 (8103) 9

Parks Technician (2)

Bus Driver

Parks Lead Worker

Mullins Park 11 (8102) 11

Parks & Rec Coordinator

Parks Lead Worker Maintenance worker (5)

Neighborhood Park 16 (8116) 16

Gymnasium * (8210)

Parks & Rec Coordinator

*No Staff in this Division

Parks Technician (3)

Left Number = Number of Positions Right Number = Number of FTEs (Full-Time Equivalent) Center Number = Department/Division Number

204

Tennis Center 2 (8409) 2

Beautification 1 (8117) 1

Parks Lead Worker Maintenance Worker (10)

Athletics 5 (7812) 5 Parks & Rec Coordinator

Parks Technician

Maintenance Worker (2)

Parks Lead Worker

Fiscal Year 2014 Annual Budget

Landscape 15 (8118) 15 Parks & Rec Coordinator Arborist Parks Lead Worker Parks Technician (2) Maintenance Worker (10) Irrigation 8 (8119) 8 Parks & Rec Coordinator Parks Technician (2) Maintenance Worker (5) Environmentally Sensitive Land 1 (8121) 1

Parks & Rec Coordinator

Parks and Recreation (continued) Landscape and Irrigation

New Initiatives

Install, repair, and maintain irrigation systems, landscaping, and athletic turf in parks, medians, and all public buildings, facilities and grounds.

An Active, Healthy Community Enhance Sports Commission Resources Event Cross Promotion Pilot

Recreational Programming

Cypress Hall Renovation

Provide programming for seniors, teens, special needs populations, preschoolers, after-school, summer recreation, and at-risk youth among others. •Conduct 32,000 swim classes annually to over 4,000 participants through three different Learn to Swim programs.

An Attractive Community University Drive/Cardinal Road Gateway Park Aquatic Complex Entryway Atlantic Boulevard Entryway (with Development Services)

Administrative Services Manage new park construction and existing facility enhancements. Develop, implement, and monitor the budget and strategic plan for Parks and Recreation. City representative to sports groups, Kreul Classic, Sports Coalition Committee, and Sports Commission. Negotiate reciprocal use agreements with schools, both public and private. Prepare grants and inter-local, reciprocal use, and lease agreements. Revenue collection for permits, rentals, clinics, summer recreation and other programs. • Generate over $320,000 in tennis lesson revenue and over $450,000 in gross sales at the Swim Shop. Coordinate and secure sponsorships and advertising. Negotiate and administer contracts of third-party contractors providing a variety of services to facility customers. Scheduling Provide field and court permits for 19 City-recognized sports programs, independent leagues and organizations, and drop-in groups.

The City believes artificial turf fields are a great investment, allowing yearround play, reducing maintenance costs and water use, as well as avoiding pesticides and fertilizers.

•Accommodate over 4,000,000 park visitors to all sites. •Accommodate 500,000 Aquatic Complex participants and visitors. •Host 118,000 tennis players. Transportation Provide community and senior bus service.

City of Coral Springs, Florida

205

Revenues and Expenditures by Program and Category Parks and Recreation Revenues: Parks Cypress Park Mullins Park North Community Park Neighborhood Parks Sub-Total

FY 2011 Actual

FY 2012 Actual

FY 2013 Budget

FY 2013 Est. Actual

FY 2014 Budget

$ Change from FY13 Budget

% Change from FY13 Budget

$109,659 312,453 37,267 114,312 $573,691

$104,891 291,842 39,211 96,487 $532,431

$115,000 273,735 41,211 87,019 $516,965

$111,837 269,138 28,078 98,412 $507,465

$111,000 286,235 41,211 101,019 $539,465

($4,000) 12,500 0 14,000 $22,500

-3.48% 4.57% 0.00% 16.09% 4.35%

Recreation Mullins Activity Center $35,929 Recreation Center 18,966 Summer Recreation 611,434 Transportation Services* 170,480 Gymnasium 394,907 Sub-Total $1,231,716 *Includes Community Bus Program Revenues

$45,736 21,489 612,155 177,357 414,761 $1,271,498

$58,507 20,410 622,448 174,053 400,000 $1,275,418

$44,162 20,273 543,076 171,552 421,985 $1,201,048

$59,507 21,410 622,448 177,552 407,000 $1,287,917

$1,000 1,000 0 3,499 7,000 $12,499

1.71% 4.90% 0.00% 2.01% 1.75% 0.98%

$230,517 17,714 146,599 357,347 $752,177

$279,250 15,400 120,917 329,433 $745,000

$276,716 23,633 148,180 386,850 $835,379

$259,062 18,668 128,385 307,363 $713,478

$286,799 22,148 148,180 387,850 $844,977

$10,083 (1,485) 0 1,000 $9,598

3.64% -6.28% 0.00% 0.26% 1.15%

$158,996 68,873 1,456,013 $1,683,882

$153,307 66,662 1,506,124 $1,726,093

$147,640 69,091 1,471,586 $1,688,317

$140,846 73,067 1,653,434 $1,867,347

$153,513 75,950 1,558,592 $1,788,055

$5,873 6,859 87,006 $99,738

3.98% 9.93% 5.91% 5.91%

$4,241,466

$4,275,022

$4,316,079

$4,289,338

$4,460,414

$144,335

3.34%

$1,014,503 1,267,667 633,104 1,198,648 887,586 964,126 517,110 133,302 $6,616,046

$1,029,043 1,257,388 708,478 1,372,886 937,934 1,267,274 550,748 138,093 $7,261,844

$1,184,954 1,283,987 788,432 1,508,540 1,027,894 1,353,132 577,192 165,603 $7,889,734

$1,078,449 1,271,920 736,763 1,434,432 1,005,065 1,243,224 542,930 141,927 $7,454,710

$1,176,762 1,316,823 793,558 1,542,097 1,194,304 1,343,622 584,659 171,020 $8,122,845

($8,192) 32,836 5,126 33,557 166,410 (9,510) 7,467 5,417 $233,111

-0.69% 2.56% 0.65% 2.22% 16.19% -0.70% 1.29% 3.27% 2.95%

Recreation Activity Center Recreation Services Summer Recreations Transportation Services Gymnasium Sub-Total

$87,487 406,859 572,801 325,124 416,206 $1,808,477

$90,430 417,849 542,819 337,733 423,397 $1,812,228

$102,428 444,370 608,040 397,797 418,201 $1,970,836

$92,023 408,635 527,658 366,410 381,924 $1,776,650

$106,862 443,379 620,683 399,213 412,687 $1,982,824

$4,434 (991) 12,643 1,416 (5,514) $11,988

4.33% -0.22% 2.08% 0.36% -1.32% 0.61%

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

$308,584 439,902 223,393 622,550 $1,594,429

$327,151 470,436 215,303 581,586 $1,594,476

$331,629 463,150 240,374 627,667 $1,662,820

$321,763 464,681 221,483 566,583 $1,574,510

$340,110 466,609 225,159 614,257 $1,646,135

$8,481 3,459 (15,215) (13,410) ($16,685)

2.56% 0.75% -6.33% -2.14% -1.00%

Aquatics Services Cypress Pool Mullins Pool Aquatics Complex* Sub-Total

$286,667 213,343 1,924,534 $2,424,544

$282,340 243,715 1,863,560 $2,389,615

$308,853 254,063 1,810,189 $2,373,105

$279,083 209,863 1,970,136 $2,459,082

$311,038 256,575 1,816,058 $2,383,671

$2,185 2,512 5,869 $10,566

0.71% 0.99% 0.32% 0.45%

$12,443,496

$13,058,163

$13,896,495

$13,264,952

$14,135,475

$238,980

1.72%

Sportsplex/Tennis Sportsplex Athletic Complex Cypress Tennis Tennis Center Sub-Total Aquatics Services Cypress Pool Mullins Pool Aquatics Complex Sub-Total Total Revenues Expenditures: Program Summary Parks Cypress Park Mullins Park North Community Park Neighborhood Parks Beautification Landscape Irrigation Environmentally Sensitive Land Sub-Total *Included in Non-Departmental

Total Expenditures

206

Fiscal Year 2014 Annual Budget

Revenues and Expenditures by Program and Category Parks and Recreation (continued) Expenditures: Summary By Category Parks Personal Benefits Other Expenses Capital Sub-Total

FY 2011 Actual

FY 2012 Actual

FY 2013 Budget

FY 2013 Est. Actual

FY 2014 Budget

$ Change from FY13 Budget

% Change from FY13 Budget

$2,502,967 1,254,476 2,852,156 6,447 $6,616,046

$2,759,617 1,488,972 3,006,202 7,053 $7,261,844

$3,002,488 1,624,024 3,242,022 21,200 $7,889,734

$2,899,300 1,366,930 3,168,390 20,090 $7,454,710

$3,109,615 1,620,477 3,371,303 21,450 $8,122,845

$107,127 (3,547) 129,281 250 $233,111

3.57% -0.22% 3.99% 1.18% 2.95%

Recreation Personal Benefits Other Expenses Capital Sub-Total

$776,881 201,272 830,324 0 $1,808,477

$747,691 215,837 848,700 0 $1,812,228

$822,066 224,248 922,522 2,000 $1,970,836

$739,623 192,877 842,150 2,000 $1,776,650

$835,870 224,655 922,299 0 $1,982,824

$13,804 407 (223) (2,000) $11,988

1.68% 0.18% -0.02% -100.00% 0.61%

Sportsplex/Tennis Personal Benefits Other Expenses Capital Sub-Total

$600,672 215,318 778,439 0 $1,594,429

$598,161 233,055 763,260 0 $1,594,476

$630,465 239,494 786,661 6,200 $1,662,820

$582,258 206,895 775,562 9,795 $1,574,510

$623,153 236,628 780,154 6,200 $1,646,135

($7,312) (2,866) (6,507) 0 ($16,685)

-1.16% -1.20% -0.83% 0.00% -1.00%

Aquatic Services Personal Benefits Other Expenses* Capital Sub-Total

$998,741 351,639 1,074,164 0 $2,424,544

$940,066 377,011 1,072,538 0 $2,389,615

$1,001,763 395,132 976,210 0 $2,373,105

$968,001 335,157 1,155,924 0 $2,459,082

$1,016,973 394,826 971,872 0 $2,383,671

$15,210 (306) (4,338) 0 $10,566

1.52% -0.08% -0.44% n/a 0.45%

Total Expenditures

$12,443,496

$13,058,163

$13,896,495

$13,264,952

$14,135,475

$238,980

1.72%

Expenditures - All Divisions Summary By Category Personal Benefits Other Expenses* Capital Total Expenditures

$4,879,261 2,022,705 5,535,083 6,447 $12,443,496

$5,045,535 2,314,875 5,690,700 7,053 $13,058,163

$5,456,782 2,482,898 5,927,415 29,400 $13,896,495

$5,189,182 2,101,859 5,942,026 31,885 $13,264,952

$5,585,611 2,476,586 6,045,628 27,650 $14,135,475

$128,829 (6,312) 118,213 (1,750) $238,980

2.36% -0.25% 1.99% -5.95% 1.72%

68.00 8.00 9.00 16.00 101.00 12.8%

72.00 8.00 9.00 16.00 105.00 13.1%

72.00 8.00 9.00 16.00 105.00 12.9%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

n/a

*FY 2012 Inventory Value Adjustment - $270,086 FTE's Parks Recreation Sportsplex/Tennis Aquatic Services Total FTE's % of Total Citywide FTE's

63.00 8.00 9.00 16.00 96.00 12.2%

City of Coral Springs, Florida

207

Performance Measures Parks and Recreation Parks Strategic Priority: A Professional, High-Performing Organization Measurement Type: Effectiveness Measure: 1) Quality service rating for appearance of recreation/athletic facilities (Resident Survey) 2) Customer service rating for parks and recreation staff (Resident Survey) 3) Safety rating of neighborhood parks (Resident Survey)

FY 2011 Goal Actual

FY 2012 Goal Actual

FY 2013 Goal Actual

FY 2014 Goal

91%

98%

—

94%

96%

—

91%

95%

—

94%

96%

—

91%

93%

—

92%

—

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

FY 2011 Goal Actual 98% 99%

FY 2012 Goal Actual 98% 99%

FY 2013 Goal Actual 98% 98%

FY 2014 Goal 98%

FY 2011 Goal Actual 60% 61%

FY 2012 Goal Actual 60% 63%

FY 2013 Goal Actual 60% 68%

FY 2014 Goal 60%

FY 2011 Goal Actual 100,000 88,299

FY 2012 Goal Actual 85,000 97,060

FY 2013 Goal Actual 90,000 90,595

FY 2014 Goal 90,000

FY 2011 Goal Actual

FY 2012 Goal Actual

FY 2013 Goal Actual

FY 2014 Goal

55% 45%

60% 50%

Strategic Priority: A Professional, High-Performing Organization Measurement Type: Efficiency Measure: 2) Cost recovery ratio for the Recreation Division Strategic Priority: A Family-Friendly Community Measurement Type: Efficiency Measure: 3) Number of riders on community buses (KIO)

Aquatics Strategic Priority: A Professional, High-Performing Organization Measurement Type: Efficiency Measure: 1) The combined cost recovery for the Aquatic Services —Aquatic Complex —Aquatic Services Division

76% 70%

81% 72%

84% 76%

65% 50%

Strategic Priority: An Active, Healthy Community Measurement Type: Demand Measure: 2) Increase members and reduce member turnover: —Aquatic Complex membership —Aquatic Complex membership turnover —Cypress Pool average daily pool usage —Mullins Pool average daily pool usage

FY 2011 Goal Actual

FY 2012 Goal Actual

FY 2013 Goal Actual

5,800 49% 205 125

5,500 49% 205 120

5,965 43% 311 107

4,951 38% 364 117

3,868 33% 343 117

FY 2014 Goal 5,000 49% 250 120

Strategic Priority: A Professional, High-Performing Organization Measurement Type: Effectiveness Measure: 3) Maintain customer service ratings: —Aquatic facility —Cypress Park Pool —Mullins Park Pool

208

FY 2011 Goal Actual

FY 2012 Goal Actual

FY 2013 Goal Actual

92% 92% 92%

98% 99% 99%

Fiscal Year 2014 Annual Budget

98% 98% 100%

99% 100% 99%

FY 2014 Goal 92% 92% 92%

Performance Measures Sportsplex Strategic Priority: A Professional, High-Performing Organization Measurement Type: Efficiency Measure: 1) Revenue generated from Sportsplex concessionaires

FY 2011 Goal Actual $242 K $250 K

FY 2012 Goal Actual $255 K $231K

FY 2013 Goal Actual $273K $180K

FY 2014 Goal $180K

FY 2011 Goal Actual 60% 60% $320 K $335 K

FY 2012 Goal Actual 60% 57% $320 K $293K

FY 2013 Goal Actual 60% 55% $320K $272K

FY 2014 Goal 60% $320K

FY 2011 Goal Actual 90% 97% 30% 21%

FY 2012 Goal Actual 90% 94% 30% 28%

FY 2013 Goal Actual 90% 94% 30% 21%

FY 2014 Goal 90% 30%

90% 20 60

90% 25 60

79% 36 139

90% 25 50

325

389

325

Tennis Strategic Priority: A Professional, High-Performing Organization Measurement Type: Efficiency Measure: 1) Combined cost recovery ratio 2) Tennis lesson revenue Strategic Priority: An Active, Healthy Community Measurement Type: Effectiveness Measure: 3) Maintain customer service ratings at the Tennis Center 4) Membership turnover at the Tennis Center 5) Customer service rating for court maintenance at the Tennis Center 6) Number of tennis special events 7) Number of tennis teams 8) Number of hours maintaining dog park (new beginning FY 2013)

91% 31 56

City of Coral Springs, Florida

79% 27 48

209

Parks and Recreation CIP by funding source Funding Source Project Name

FY 2013 Budget

FY 2014 Budget

FY 2015 Plan

FY 2016 Plan

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

Total Cost FY 2014-2019

Loan Mullins Park Renovations Neighborhood Parks Renovations 3 Pick up Trucks Cypress Park Renovations North Community Park Renovations Paint Buildings Fencing Park Amenities Trailer for North Community Park Gym Sidewalks and Landscaping ESL Site Upgrades Pathway Lighting @ Mullins Field Renovationsâ&#x20AC;&#x201D;Mullins/Cypress Skateboard Park Equipment Replacement Fence Replacement Landscape Beautification Gymnasium Renovations Resurfacing Basketball/Tennis/Hockey Gymnasium Roof Storage Buildings at Cypress Park Irrigation Upgrades 2 Ball Pro Linear Park Renovations Light Fixture Replacement Program Little League Building Building Furniture Artificial Turf Fields Loan Total

$200,000 150,000 106,500 100,000 100,000 30,000 20,000 20,000 5,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 732,000

$0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

$125,000 200,000 81,000 125,000 50,000 10,000 20,000 25,000 7,500 30,000 80,000 250,000 150,000 300,000 100,000 50,000 100,000 100,000 200,000 150,000 175,000 40,000 125,000 500,000 0 30,000 1,500,000 4,523,500

$125,000 200,000 0 100,000 125,000 20,000 20,000 25,000 0 0 20,000 0 150,000 0 100,000 70,000 300,000 0 0 0 75,000 0 125,000 500,000 400,000 0 1,400,000 3,755,000

$125,000 200,000 0 100,000 50,000 0 20,000 25,000 0 0 75,000 0 0 0 100,000 70,000 120,000 225,000 0 0 150,000 0 125,000 1,000,000 0 30,000 0 2,415,000

$125,000 200,000 0 100,000 50,000 0 30,000 30,000 0 0 70,000 0 0 0 100,000 70,000 0 0 0 0 0 0 125,000 400,000 0 0 0 1,300,000

$200,000 200,000 0 100,000 100,000 0 40,000 40,000 0 0 0 0 0 0 100,000 50,000 0 225,000 0 0 0 0 125,000 0 0 25,000 0 1,205,000

$700,000 1,000,000 81,000 525,000 375,000 30,000 130,000 145,000 7,500 30,000 245,000 250,000 300,000 300,000 500,000 310,000 520,000 550,000 200,000 150,000 400,000 40,000 625,000 2,400,000 400,000 85,000 2,900,000 13,198,500

Equity Financing General Fund Mullins Park Revitalization Median Master Plan 15-year Playground Replacement Irrigation Equipment Splash Pad Systemâ&#x20AC;&#x201D;Betti Stradling Park Equity Financing General Fund Total

200,000 150,000 130,000 0 0 480,000

183,000 115,000 80,000 0 15,000 393,000

200,000 150,000 80,000 18,000 120,000 568,000

200,000 100,000 80,000 18,000 0 398,000

200,000 0 80,000 18,000 0 298,000

0 0 185,000 18,000 0 203,000

0 0 120,000 18,000 0 138,000

783,000 365,000 625,000 90,000 135,000 1,998,000

CDBG Grant Youth Recreation Scholarship Sr. Recreactional & Therapeutical Activity CDBG Grant Total

47,000 10,000 57,000

50,000 10,000 60,000

50,000 45,000 95,000

50,000 0 50,000

300,000 55,000 355,000

Operating General Fund Irrigation Equipment University Dr and/or Sample Entryway Sign Cypress Hall Renovations Event Cross Promotion Operating General Fund Total

10,000 0 0 0 10,000

18,000 40,000 75,000 5,000 138,000

0 0 0 0 0

18,000 40,000 75,000 5,000 138,000

0 0

1,000,000 1,000,000

0 0

1,000,000 1,000,000

General Obligation Bond Safety Town Building (Construction) General Obligation Bond Total Total Parks

210

$591,000 $6,186,500 $4,203,000 $2,763,000 $1,553,000 $1,393,000 $16,689,500

Fiscal Year 2014 Annual Budget

Parks and Recreation—Aquatic Complex CIP by funding source Funding Source Project Name

FY 2013 Budget

FY 2014 Budget

FY 2015 Plan

FY 2016 Plan

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

Total Cost FY 2014-2019

Loan 50-Meter Pool Upgrades Locker Room Upgrades Fitness Equipment Replacement Chemical Feeder Repl for 3 Pools Timing System Replacement Lane Line Replacement Canopy Program Play Feature Replacement Door Replacement Pool Heater Replacement—Mullins Lifeguard Chair Replacement Portable Shade Shelters Dryland Play Area Pool Vacuum—Mullins Dryland Training Area Deck Staining—Aquatics Enclosed Flume Slide Aquatic Complex Upgrades Filter Room Upgrade Pool Vacuum—Aquatics Fitness Center Expansion Pool Resurfacing—Cypress 25-Meter Pool Deck Upgrades Deck Staining—Cypress Funbrellas Replacement Diving Board Replacement Window Replacement Landscaping Program Support Meeting Room Bleacher Replacement Endless Pool Cooling/Misting System Mullins Park Pool Upgrades New 50 Meter Pool Pool Vacuum—Cypress 25-Meter Pool Cover Replacement Pool Resurfacing—Mullins Pool Covers Pool Heater Replacement Pool Furniture Replacement Pool Heater Repl—Cypress Spectator Seating Shade Prog Starting Block Replacement Loan Total

$75,000 40,000 17,250 15,000 10,000 10,000 9,500 6,500 6,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 189,250

$0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

$400,000 15,000 15,000 10,000 6,000 12,500 10,500 6,500 6,000 20,000 7,500 7,000 39,000 6,500 30,000 6,500 50,000 20,000 60,000 10,000 225,000 35,000 9,500 22,500 5,000 15,000 17,500 10,000 60,000 7,500 25,000 17,500 17,500 0 7,000 13,000 35,000 30,000 33,000 20,000 20,000 35,000 50,000 1,448,000

$0 15,000 30,000 10,000 6,000 0 10,500 7,500 6,000 20,000 7,500 7,000 7,500 0 0 0 0 0 60,000 0 0 0 0 0 0 6,500 0 0 0 0 0 0 0 700,000 0 0 0 15,000 34,000 0 20,000 0 0 962,500

$0 0 30,000 10,000 6,000 12,500 10,500 7,500 6,000 20,000 7,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7,000 0 0 0 0 0 0 0 0 0 0 0 0 35,000 0 20,000 0 0 172,000

$0 0 30,000 10,000 6,000 0 10,500 7,500 6,000 0 0 0 0 7,000 0 0 0 0 0 0 0 0 0 12,000 0 7,000 0 8,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 104,500

$0 0 30,000 10,000 0 0 12,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 52,500

$400,000 30,000 135,000 50,000 24,000 25,000 54,500 29,000 24,000 60,000 22,500 14,000 46,500 13,500 30,000 6,500 50,000 20,000 120,000 10,000 225,000 35,000 9,500 34,500 5,000 35,500 17,500 18,500 60,000 7,500 25,000 17,500 17,500 700,000 7,000 13,000 35,000 45,000 102,000 20,000 60,000 35,000 50,000 2,739,500

Operating General Fund Aquatic Entrance Plaza Patio Furniture Replacement Motor Pump Repl— 3 pool sites Wind Screen Replacement Fencing Replacement 50-Meter Pool Cover Replacement Lighting Program (Energy Efficient) 3-Meter Platform Replacement Painting Interior/Exterior Carpeting/Flooring/Fitness Center Security System Upgrades Operating General Fund Total

40,000 16,500 15,000 6,000 0 0 0 0 0 0 0 77,500

0 0 15,000 0 0 0 0 55,000 0 0 0 70,000

30,000 0 0 6,500 10,000 20,000 20,000 0 7,500 10,000 5,000 109,000

0 0 0 0 0 0 0 0 7,500 10,000 5,000 22,500

0 20,000 0 0 0 20,000 0 0 7,500 0 0 47,500

0 0 0 0 0 0 0 0 7,500 0 0 7,500

30,000 20,000 15,000 6,500 10,000 40,000 20,000 55,000 37,500 20,000 10,000 264,000

CDBG Grant Sr. Rec and Therapeutical Activity CDBG Grant Total

30,970 30,970

34,423 34,423

45,000 45,000

0 0

79,423 79,423

0 0

15,000 15,000

0 0

60,000 60,000

Equity Financing General Fund Motor Pump Repl— 3 pool sites Equity Financing General Fund Total Total Aquatic Complex

$104,423

$1,617,000

$1,000,000

City of Coral Springs, Florida

$234,500

$127,000

$60,000

$3,142,923

211

Parks and Recreation—Sportsplex CIP by funding source Funding Source Project Name Tree Trust Fund Landscape North Parcel Tree Trust Fund Total

FY 2013 Budget

FY 2014 Budget

FY 2015 Plan

FY 2016 Plan

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

Total Cost FY 2014-2019

$15,000 15,000

$14,000 14,000

$0 0

$14,000 14,000

5,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5,000

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

8,000 78,000 30,000 700,000 5,000 15,000 44,000 8,500 17,000 200,000 7,300 8,000 10,000 15,000 25,000 8,000 170,000 39,000 1,387,800

5,000 0 0 0 0 0 13,000 0 0 0 0 0 10,000 0 0 0 0 0 28,000

5,000 0 0 0 0 10,000 0 0 0 0 0 0 0 0 0 9,000 0 0 24,000

5,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 40,000 45,000

5,000 0 0 0 0 10,000 0 0 0 0 0 0 0 0 0 0 0 0 15,000

28,000 78,000 30,000 700,000 5,000 35,000 57,000 8,500 17,000 200,000 7,300 8,000 20,000 15,000 25,000 17,000 170,000 79,000 1,499,800

Grant Dependent Dog Park Exercise Equipment Grant Dependent Total

0 0

5,000 5,000

8,000 8,000

0 0

5,000 5,000

0 0

18,000 18,000

Operating General Fund Interior Painting—Clubhouse Tennis Center Improvements Replace Second Story Windows Exterior Painting—Athletics Carpet Replacement Exterior Painting—Clubhouse Operating General Fund Total

0 0 0 0 0 0 0

0 9,900 25,000 0 0 0 34,900

10,000 0 0 6,325 0 10,000 26,325

0 0 0 0 8,000 0 8,000

0 0 0 0 0 0 0

10,000 9,900 25,000 6,325 8,000 10,000 69,225

$53,900 $1,422,125

$36,000

$29,000

$45,000

$15,000

$1,601,025

Loan Fencing—Tennis Courts Resurfacing Track and Courts Renovate Baseball Infield Artificial Turf for Stadium Shade Shelters—Clubhouse Athletic Complex Equipment Paint/Recushion Courts-Tennis Ctr. Brick Paver Recondition Shade Shelters—Athletics Landscape North Parcel Shade Shelters—Tennis Courts Park and Aquatics Signage Paint Vynil Tennis Courts—Tennis Ctr. Replace Clubhouse Furniture Replace Kitchen Appliances Replace Windscreens and Nets Additional Tennis Courts Resurface Tennis Courts Loan Total

Total Parks and Recreation—Sportsplex

212

Fiscal Year 2014 Annual Budget

Tree Trust Fund CIP by funding source Funding Source Project Name Tree Trust Fund Landscape North Parcel* Master Tree Plan Royal Palm Entryway* Tree Trust Fund Total

FY 2013 Budget

$15,000 50,000 175,000

FY 2014 Budget

FY 2015 Plan

FY 2016 Plan

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

Total Cost FY 2014-2019

$14,000 25,000 175,000

$0 0 0

$14,000 25,000 175,000

$214,000

*funds not spent in FY 2013; re-allocated in FY 2014

City of Coral Springs, Florida

213

Coral Springs Center for the Arts Mission

Core Processes and Outputs

To provide a diverse schedule of programming for all residents, reduce the deficit of the venue, and deliver high quality customer service to all.

Coordinate event management and production. Program national tours. Provide theater and meeting room rentals. •Host 365 meetings. •Accommodate over 122,000 theater attendants. Facilitate Museum exhibitions, programming, and events. • Museum hosts 105 events and 190 classes. • Accommodate over 35,000 museum attendees. Box office services. Catering services and concessions.

Revenues and Expenses by Program and Category Center for the Arts Revenues: CIP Theater Subsidy Total

FY 2011 Actual

FY 2012 Actual

FY 2013 Budget

FY 2013 Est. Actual

FY 2014 Budget

$ Change from FY13 Budget

% Change from FY13 Budget

289,415 395,000 $684,415

0 0 $0

$578,446 $578,446

$440,016 $440,016

$445,000 $445,000

$448,933 $448,933

$500,000 $500,000

$55,000 $55,000

12.36% 12.36%

Summary By Category Operating Expenses $46,613 $45,016 $50,000 $28,933 PFM Operating Subsidy 395,000 395,000 395,000 420,000 Museum Operating Subsidy 0 0 0 0 Capital 136,833 0 0 0 $440,016 $445,000 $448,933 Total $578,446 Center for the Arts Fund eliminated in Fiscal Year 2012 and is now a division in the General Fund.

$55,000 445,000 0 0 $500,000

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

10.00% 12.66% n/a n/a 12.36%

Expenses: Program Summary Coral Springs Center For The Arts Total

214

Fiscal Year 2014 Annual Budget

n/a n/a n/a

Center for the Arts CIP by funding source Funding Source Project Name

FY 2013 Budget

Loan Assisted Listening Devices Carpeting (lobby and meeting rooms) Dimmer Lighting Package for Theater Elevator (second floor lift) HVAC into Kitchen Area Kitchen Remodel Lobby Benches/Stands New Hydraulic Lift Replace Concession Stand Replace Portable Bars Restroom Upgrades Roof Repair and Replacement Lobby/Courtyard Trash Cans Loan Total Facilities Reserves Replace (2) Stage Compressors Replace (3) Rooftop Lennox Units Facilities Reserves Total Total Center for the Arts

FY 2014 Budget

FY 2015 Plan

FY 2016 Plan

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

Total Cost FY 2014-2019

$0 0 0 0 0 0 0 0 0 0 0 0 0 0

$5,500 112,000 80,000 45,000 25,000 20,000 9,850 8,000 7,500 18,000 36,000 400,000 10,000 776,850

$0 0 0 0 0 0 0 0 0 0 14,000 0 0 14,000

$0 0 0 0 0 0 0 0 0 0 0 0 0 0

$5,500 112,000 80,000 45,000 25,000 20,000 9,850 8,000 7,500 18,000 50,000 400,000 10,000 790,850

0 0 0

45,000 48,000 93,000

0 0 0

45,000 48,000 93,000

$93,000

$776,850

$14,000

$883,850

The City continues to host the annual BizArt Festival in Downtown Coral Springs, allowing visitors to enjoy live bands, food trucks, local artists, and the Green Market.

City of Coral Springs, Florida

215

Coral Springs Charter School Mission

Core Processes and Outputs

To provide students with ample opportunity to achieve academic excellence and personal success.

Adhere to the Sterling Award for Organizational Performance Excellence criteria in secondary education, through exemplifying excellence in international finance, business, law, and entrepreneurship education.

To facilitate this learning process by providing a safe, challenging, entrepreneurial, and nurturing environment that instills a lifelong desire for learning and actively taking part in life’s opportunities.

Engage students, faculty, families, and community in a sustained learning process.

Revenues and Expenditures by Program and Category Charter School Revenues: Tuition Total

FY 2011 Actual

FY 2012 Actual

FY 2013 Budget

FY 2013 Est. Actual

$11,748,074 $11,748,074

$10,427,777 $10,427,777

$11,466,480 $11,466,480

$10,828,360 $10,828,360

Expenditures: Program Summary Charter School Total

$11,936,609 $11,936,609

$9,829,608 $9,829,608

$11,466,480 $11,466,480

Summary By Category Operating Expenses (CSUSA) Transfer to General Fund-Lease Capital Total

$10,081,410 1,420,000 435,199 $11,936,609

$7,904,079 1,420,000 505,524 $9,829,603

$9,198,327 1,420,000 848,153 $11,466,480

FY 2014 Budget

$ Change from FY13 Budget

% Change from FY13 Budget

$11,908,350 $11,908,350

$441,870 $441,870

3.85% 3.85%

$11,242,579 $11,242,579

$11,908,350 $11,908,350

$441,870 $441,870

3.85% 3.85%

$9,772,729 1,420,000 49,850 $11,242,579

$9,739,197 1,420,000 749,153 $11,908,350

$540,870 0 (99,000) $441,870

5.88% 0.00% -11.67% 3.85%

Performance Measures Charter School Strategic Priority: A Family-Friendly Community Measurement Type: Effectiveness FY 2011 Goal Actual

Measure: 1) School grade as reported by the Florida Department of Education

FY 2012 Goal Actual A

FY 2013 Goal Actual A

N/A

FY 2014 Goal A

The school grade is based primarily upon student achievement data from the FCAT 2.0, Algebra 1 end-of-course (EOC) assessments, and the (FAA). High school grades involve additional components on graduation, acceleration, and college readiness which are calculated near the end of the calendar year. Coral Springs Charter School's Strategic Plan includes all of the measures tracked each year. They are categorized within the school's four prioirty areas: Academic Achievement, Operational Performance, Culture of Excellence, and Financial Health.

2) Percent eligible for Bright Futures at the 75% level

38%

44.6%

38%

13.0%

35%

N/A

32%

3) Parents who agree that their children are safe in school 4) Staff who agree "I feel safe" (new for FY 2013) 5) Parents who agree “I would recommend the Charter School to a friend” 6) Satisfaction among ACE business partners 7) Staff engagement measure (new for FY 2013) 8) Student/teacher ratio for middle school 9) Student/teacher ratio for high school 10) Positive budgetary variance 11) Maintenance of Working Capital per Financial Policy Note: FY2013 results will be available in December 2013

92% —

98%/97% 100%

92% —

99% 99%

95% 95%

N/A N/A

95% 95%

92% 95% — 20/1 25/1 Yes Yes

98%/99% 98% 92.7% 21.5/1 20.7/1 Yes Yes

92% 95% — 20/1 25/1 Yes Yes

98% 93% 86% 21.36/1 21.52/1 Yes Yes

95% 95% 90% 22/1 25/1 Yes Yes

N/A N/A N/A N/A N/A Yes N/A

95% 95% 90% 22/1 25/1 Yes Yes

216

Fiscal Year 2014 Annual Budget

Charter School CIP by funding source Funding Source Project Name Charter School Fund Roof Replacement Air Conditioning Repair and Repl. Repair of Exterior Stucco Cracking Total Charter School Fund

FY 2013

FY 2014

FY 2015

FY 2016

FY 2017

FY 2018

FY 2019

Total Cost

Budget

Plan

FY 2014-2019

$445,653 130,000 70,000

$445,653 75,600 70,000

$386,092 30,000 100,000

$0 30,000 0

$0 20,000 0

$0 0 0

$831,745 185,600 170,000

$591,253

$516,092

$30,000

$20,000

$1,187,345

Students enrolled in the Ace Academy at Coral Springs Charter School frequently intern within various City departments.

City of Coral Springs, Florida

217

Customer Requirements Analysis Survey respondents by general location

Overview In an effort to closely align the City’s scarce resources with the needs and expectations of our residents, we use a number of “listening devices” to gather credible and useful data. This customer input is a critical piece of the Strategic Planning process. Our business model demands that we know our customers’ needs and expectations. Through citizen and business surveys, SWOT analyses, Slice of the Springs meetings and good, old-fashioned customer contact, we gain an understanding of our customers views.

Residential Satisfaction Survey Results Overview ETC Institute administered surveys to residents in the City of Coral Springs during February and March of 2013. The purpose of the surveys was to assess satisfaction with the quality of City services and to gather input about priorities for the community. Methodology A seven-page survey was mailed to a random sample of 3,000 households in the City of Coral Springs. Approximately seven days after the surveys were mailed, residents who received the survey were contacted by phone. Those who indicated that they had not returned the survey were given the option of completing it by phone or over the Internet. A total of 1,221 completed surveys (41% response rate). The results for the random sample of 1,221 households have a precision of at least +/-2.8% at the 95% level of confidence. There were no statistically significant differences in the results of the survey based on the method of administration (phone vs. mail). In order to understand how well services are being delivered in different areas of the City, ETC Institute geocoded the home address of respondents to the survey. The map shows the physical distribution of respondents to the resident survey based on the location of their home. A minimum of 200 surveys were completed in each of the six areas shown on the map. The results for each area have a precision of at least +/- 6.9% at the 95% level of confidence. In addition to conducting GIS mapping, the City had residents rate the quality of City services on a 5-point scale in 2011 and 2013 rather than a 4-point scale, which was used in previous years. The change in scale was done for two reasons: (1) to allow the City to compare its results to state and national averages that are maintained by ETC Institute and (2) to more critically evaluate the City’s performance over time. For trending purposes, ETC Institute compared the sum of the non-negative responses from 2009, 2011 and 2013.

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Source: ETC Institute 2013 Coral Springs Resident Satisfaction Survey

Trends The Composite Satisfaction Index is derived from the mean rating given for all major categories of city services that are assessed on the survey. The index is calculated by dividing the mean rating for the current year by the mean rating for the base-year (year 2009) and then multiplying the result by 100. The Composite Customer Satisfaction Index for the City of Coral Springs stayed the same from 2011 to 2013. When analyzing the long-term trend, the City improved 3 points from 100 in 2009 to 103 in 2013. The chart shows how the Composite Satisfaction Index for the City of Coral Springs, the State of Florida, and the United States have changed since 2009. While the results for the City of Coral Springs stayed the same, the Florida average declined by 1 point and the U.S. average improved by 2 points. Long-Term Trends Despite the number of decreases in non-negative ratings from 2011 to 2013, Coral Springs continues to show improvement long term. Of the 36 items rated in both 2009 and 2013, nonnegative ratings either improved or stayed the same in 30 areas. The significant increases and decreases among all of the items that were assessed from 2009 to 2013 are listed below; changes of 3% or more were considered significant.

Fiscal Year 2014 Annual Budget

Overall Composite Customer Satisfaction Index 2009 vs. 2011 vs. 2013

Short-Term Trends Although overall satisfaction stayed the same from 2011 to 2013, there were significant changes in non-negative ratings in some of the specific areas that were assessed on the survey. The significant increases and decreases among all of the items that were assessed from 2011 to 2013 on the survey are listed below; changes of 3% or more were considered significant. The significant short-term increases in non-negative ratings from 2011 to 2013 are: • City TV Channel 25/99’s show called “In the Loop” (+4%) • City Commission meetings on City TV Channel 25/99 (+3%) • The significant short-term decreases in non-negative ratings from 2011 to 2013 are listed below:

Coral Springs’s Ratings Stayed the Same From 2011 to 2013 While the Florida Average Declined

Source: ETC Institute 2013 City of Coral Springs Community Survey

The significant long-term increases in non-negative ratings from 2009 to 2013 are listed below:

• Adequacy of City street lighting (-6%) • Condition of neighborhood streets (-5%) • Enforcement of the exterior maintenance of residential property (-5%)

• City Commission meetings on City TV Channel 25/99 (+18%)

• Feeling of safety walking alone in your neighborhood after dark (-5%)

• City TV Channel 25/99’s show called “In the Loop” (+15%)

• Feeling of safety in business areas after dark (-4%)

• City TV Ch. 25 on Adv. Cable or 99 on ATT UVerse (+14%)

• City efforts maintaining quality of neighborhoods (-4%)

• Feeling of safety in business areas after dark (+9%)

• Feeling of safety walking alone in your neighborhood in general (-3%)

• How quickly police respond to emergencies (+8%) • City senior center (+7%)

• Enforcement of the exterior maintenance of commercial property (-3%)

• City’s website-CoralSprings.org (+7%)

• Code Enforcement Division Services (-3%)

• Coral Springs as a place to live (+7%) How Coral Springs Compares to Other Communities

• Coral Springs News Magazine (+6%) • Communication between City & residents (+6%) • Customer service by City employees (+6%) • City parks & recreation programs (+3%) • How quick EMS personnel respond to emergencies (+3%) • Code Enforcement Division Services (+3%) • Feeling of safety in business areas during daytime (+3%) • Condition of major City streets (+3%) • Customer service by parks & recreation staff (+3%) • As a place where City respects religious & ethnic diversity (+3%)

Overall Satisfaction The City of Coral Springs is setting the standard with regard to the overall quality of City services. Seventy-six percent (76%) of the residents surveyed in the City of Coral Springs were satisfied (ratings of 4 or 5 on a 5-point scale) with the overall quality of City services compared to a national average of just 57% and a Florida average of 60%. Satisfaction with Specific Areas The City of Coral Springs rated at or above the U.S. and Florida averages in 43 of the 44 areas that were assessed on the survey. The individual areas were Coral Springs was setting the standard for service delivery (rating 15% or more above the national average) among other U.S. communities are: • Coral Springs aquatic/pool facilities (+33%)

• Quality of services provided by City (+3%) • Public works (streets and drainage) (+29%) The only area that showed a significant long-term decrease in non-negative ratings from 2009 to 2013 was the feeling of safety in parks and recreation facilities (-3%).

• City communication with residents (26%) • Condition of major City streets (+23%)

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• How well the City is planning for the future (+22%)

Residential Survey Trends 2013

• Bulk trash pickup service (+22%) • Condition of neighborhood streets (+20%) • Availability of information about recreation programs (+19%) • Customer service provided by City employees (+19%)

2011

As a place to raise children

97% 96%

As a place to live

97% 97% 93% 95%

As a place to live no matter who you are

• As a City that is moving in the right direction (+17%)

92% 94%

As a City that is moving in the right direction

• Number of City parks (+17%) 92% 92%

As a place to work

• Availability of information about City services (+17%)

50%

• City efforts to inform residents about local issues (+17%)

60%

70%

80%

90%

100%

Source: ETC Institute 2013 City of Coral Springs Community Survey

• City parks and recreation programs (+16%) Major Findings • Outdoor athletic facilities/fields (+16%) • Walking and biking paths in the City (+16%) • Curbside recycling service (+16%) • Cleanliness of City streets and other public areas (+15%) The individual areas were Coral Springs was setting the standard for service delivery (rating 15% or more above the Florida average) among other Florida communities are listed below: • Coral Springs aquatic/pool facilities (+31%) • How well the City is planning for the future (+26%)

• Major City Services. The major city services that were rated best included: the quality of fire services (91%), the quality of emergency medical services (89%), the overall quality of City parks and recreation (84%) and the quality of police services (84%). Residents were least satisfied with code enforcement services (54%). • Services that residents thought should receive the most increase in emphasis over the next two years. The major city services that residents thought should be emphasized most over the next two years were: (1) police services, (2) maintaining the quality of neighborhoods in the City, and (3) the Code Enforcement Division services.

• City communication with residents (+20%) • Bulk trash pickup services (+20%)

Residential Survey Trends

• Availability of info about recreation programs (+17%)

2013

2011

• City parks and recreation programs (+16%) 96% Quality of life

• Quality of services provided by the City (+16%)

96%

• As a City that is moving in the right direction (+16%)

95% Quality of services provided by City 95%

• Outdoor athletic facilities/fields (+16%) • Quality of recreation programs for youth (+16%)

92% How well the City is planning for the future 92%

• Availability of information about City services (+16%) • City efforts to inform you about local issues (+16%)

86% Value for City taxes and fees 94%

50%

60%

70%

Source: ETC Institute 2013 City of Coral Springs Community Survey

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80%

90%

100%

• Public Safety Services. The public safety services that were rated best included: how quickly EMS personnel respond to emergencies (86%), how quickly fire personnel respond to emergencies (82%), and how quickly police respond to emergencies (81%). Residents were least satisfied with how often police officers patrol neighborhoods (48%). The public safety services that residents thought were most important to emphasize over the next two years were: (1) the City’s efforts to prevent crime and (2) how often police patrol neighborhoods.

Importance-Satisfaction Assessment Matrix

• Parks and Recreation Services. The areas of parks, recreation, and social services that were rated best included: the number of city parks (88%), the 5 Source: ETC Institute 2013 City of Coral Springs Community Survey maintenance of city parks (86%), outdoor athletic fields/facilities (85%) and the appearance of parks and recreation facilities (85%). Residents Other Findings were least satisfied with the City senior center (57%). The parks and recreation services that residents thought were • Eighty-three percent (83%) of residents reported they read most important to emphasize over the next two years were: the Coral Spring’s magazine “all of the time” or “sometimes;” (1) the maintenance of city parks, (2) walking and biking 15% reported they read the magazine “seldom” or “never” paths in the City and (3) the maintenance of parks and and 2% did not know. recreation facilities. • Forty-seven percent (47%) of those surveyed thought the • Solid Waste Services. Eighty-nine percent (89%) of the taxes they pay to the City of Coral Springs are just right; 29% residents surveyed who had an opinion were satisfied (rating of the residents thought the taxes they pay are too high, 1% of 4 or 5 on a 5-point scale) with residential trash collection thought taxes were too low, and the remaining 23% felt that services; 87% were satisfied with curbside recycling, and 81% while taxes remain high, the city is providing a higher level of were satisfied with the bulk trash pickup. service than expected. • City Communications. Seventy-three percent (73%) of the residents surveyed who had an opinion were satisfied (rating of 4 or 5 on a 5-point scale) with the quality of the City News Magazine; 73% were satisfied with the city’s website (coralsprings.org), and 70% were satisfied with the availability of information about city programs and services. • Infrastructure/Maintenance Services. The areas of maintenance that were rated best included: overall satisfaction with the condition of major City streets (82%) and the overall condition of neighborhood streets (79%). Residents were least satisfied with the adequacy of street lighting (63%). The areas of maintenance that residents thought were most important to emphasize over the next two years were: (1) adequacy of city street lighting, (2) cleanliness of streets and other public areas and (3) the condition of major City streets.

• The City services or facilities that were used most often were: the Coral Springs Center for Performing Arts (58%), police services (50%) and City Hall in the mall (47%). • The top four reasons residents indicated they originally made the decision to move to Coral Springs were: the nice neighborhoods (64%), the quality education system (56%), housing (55%) and the location (50%). • Sixty-one percent (61%) of residents, who had an opinion, were “very satisfied” or “satisfied” with the overall effectiveness of the City’s efforts to address public school issues; 26% were “neutral” and 13% were dissatisfied. • Nearly half (47%) of residents felt they had a good understanding of the important issues facing the City of Coral Springs; 34% did not and 19% did not know. • Sixty-three percent (63%) of residents think the City of Coral Springs is continually improving as a place to live; 23% disagreed and 14% did not know.

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Opportunities for Improvement

Business Satisfaction Survey Results

In order to help the City identify opportunities for improvement, ETC Institute conducted Importance-Satisfaction (I-S) Priorities Analysis. This analysis examined the importance that residents placed on each City service and the level of satisfaction with each service. By identifying services of high importance and low satisfaction, the analysis identified which services will have the most impact on overall satisfaction with City services over the next two years. If the City wants to improve its overall satisfaction rating, the City should prioritize improvements in services with the highest Importance Satisfaction (I-S) ratings. Based on the results of the Importance-Satisfaction (I-S) Priorities Analysis, ETC Institute recommends the following: Overall Priorities for the City by Major Category The first level of analysis reviewed the importance of and satisfaction with major categories of City services. This analysis was conducted to help set the overall priorities for the City. Based on the results of this analysis, the major services that are recommended as the top two opportunities for improvement over the next two years in order to raise the City’s overall satisfaction rating are listed below in descending order of the Importance-Satisfaction rating: • Efforts to Maintain Quality Neighborhoods • Code Enforcement Services Priorities within Departments/Specific Areas The second level of analysis reviewed the importance of and satisfaction of services within departments and specific service areas. This analysis was conducted to help departmental managers set priorities for their department. Based on the results of this analysis, the services that are recommended as the top priorities within each department over the next two years are listed below: • Public Safety: frequency of police patrols in neighborhoods • Parks and Recreation: none of the areas rated had an I-S rating above 0.10, so the City should sustain is current efforts.

Purpose and Methodology During the spring of 2012, ETC Institute administered a survey to businesses in the City of Coral Spring. The purpose of the survey was to gather feedback from Coral Springs business owners and senior managers to identify ways to improve the quality of City services. The survey was administered by phone to a random sample of 401 businesses in the City of Coral Springs. The overall results of the survey have a precision of at least +/-5.0% at the 95% level of confidence. Below is a description of the trends and recommendations for future improvement. For additional information, please see attached “2012 Business Survey Findings” charts. Analysis of Trends Overall satisfaction with City services has improved since 2008. Among 31 areas that were assessed in both 2008 and 2012, the City’s ratings improved in 20 areas, stayed the same in 3 areas, and decreased in 8 areas. City services that had significantly higher ratings in 2008 than 2012 included: Building Division Permits (+16%), Streets Drainage (+6%), Building Inspections (+6%), Occupational License Business Tax (+5%), and Building Division Call Center (+5%). City services that had significantly lower ratings in 2008 than 2012 included: Code Enforcement (-10%) and Zoning (-8%). Other notable findings: • Overall Satisfaction with Customer Service Has Increased Significantly. Although the combined percentage of businesses who rated the City’s customer service as “very good” or “good” remained unchanged at 97%, the percentage who gave “very good” ratings increased 21% from 40% in 2008 to 61% in 2012. • Businesses Are More Likely to Think the City is Exceeding Their Expectations. The percentage of businesses who indicated that the City exceeded their expectations increased by 20% from 26% in 2008 to 46% in 2012. Altogether, 95% of those surveyed indicated that the City either met or exceeded their expectations.

• Maintenance: adequacy of city street lighting Source: ETC Institute, City of Coral Springs 2013 Draft Residential Survey

Business Survey: Bottom line up front • Businesses have a very positive perception of the City • Overall Satisfaction with City services among businesses is high and has increased since 2008 • The City should continue to do things that will enhance the City’s image and help maintain low crime • The City should continue to enhance its ability to communicate with businesses electronically

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• Businesses Gave Better Ratings for City Taxes. The percentage of businesses that thought taxes were “higher” in Coral Springs that other communities decreased by 14% from 43% in 2008 to 29% in 2012. The percentage who thought taxes were the same or lower in Coral Springs than other communities increased by 22% from 29% in 2008 to 51% in 2012. Recommendations Based upon the overall results of the survey, ETC Institute recommends that the City invest in the following areas: • Public safety. Among the 17 major categories of City services, departments or programs that were assessed on the survey, businesses rated Fire Inspections, the Police Department and Emergency Paramedics as three of the top five City services most important to their organization. Businesses also reported that the low crime rate in Coral Springs’ was one of the most important reasons they decided to move to the City and was one of the most important factors in their decision to stay in the City for the next 10 years. Given the high priority that businesses place on public safety, the City should continue to invest in initiatives that will enhance public safety. • Code enforcement. Satisfaction ratings for code enforcement services were the lowest of the 17 major categories of City services, departments or programs assessed on the survey; satisfaction ratings for code enforcement also decreased significantly from 2008. In addition, code enforcement was one of the top five City services most important to businesses. For these reasons, the City should consider findings ways to improve code enforcement. One opportunity for improvement would be to improve business signage regulations. Business signage regulations had the highest dissatisfaction ratings of the 7 code enforcement services assessed on the survey; satisfaction with signage regulations also decreased significantly from 2008. In addition, when respondents were asked to identify specific reasons they were dissatisfied with code enforcement, many comments were related to signage regulations being too strict or a need for signage regulations to be more consistent. • Image of the City. The overall image of the City was the most important factor in businesses’ decision to move to the City and was the third most important reason that businesses indicated they would stay in the City for the next 10 years. Even though satisfaction ratings for the image and the appearance of the City were high, the City should continue enhancing the overall image of the City given how important it is to businesses. • City Website. Two-thirds (66%) of businesses had not used the City’s website for any business related function, however, 82% of businesses did report assessing the City’s website to get City-related information. These findings suggest that although businesses are visiting the City’s website, they are not utilizing the website. For this reason, the City should consider finding ways to improve awareness in the business community about the types of services offered on the City’s website.

SWOT During February and March 2013, 190 participants (63 volunteers—the majority serving on advisory boards and committees, 120 employees, and six “other”respondents) completed the SWOT exercise. Prior SWOT exercises included 130 participants in 2011, 138 participants in January 2009 ,and 56 respondents in April 2006. Each respondent was asked to rank five strengths, five weaknesses, five opportunities, and five threats to the community. The list of options came from prior SWOT exercises, the most recent Visioning event, and the branding research. Below is a summary of the top ranked issues for each category. Strengths • Safe community • Fiscally responsible • Good schools • Quality of life • Well-run City government Weaknesses • Speeding drivers • Crime/perception of crime • Difficult for businesses • Lack of Downtown / None of the options • Outdated City facilities Opportunities • Nightlife • Business development • Corporate Park • Economic development • Youth/teen programs Threats • Crime • Economic downturn • Reputation difficult to do business • Negligent landlords • Unemployment

Source: ETC Institute, City of Coral Springs 2012 Business Survey

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Conclusions/Actions

Workforce Analysis Employee Survey Results The latest organization survey was conducted during October of 2012. Participation in the survey was open to all full-time and part–time employees. For purposes of this analysis, fulltime and part-time results were combined for all questions. A total of 402 (337 full-time, 45 part-time, and 20 did not specify) employees completed surveys in 2012 – continuing to be one of the largest response rates since the City began administering employee satisfaction/engagement surveys. Overall employee satisfaction remains high at 93% (46% of which selected the top box score “strongly agree”), slightly up from the 2011 survey results but consistent with surveys conducted during the last several years. The average score for each category from the most recent survey are noted below: • Strategic Direction 93% • Equipment and Resources 90% • Leadership and Managerial Effectiveness 86%

Citywide survey results are in the process of being communicated, the preliminary results were shared at the senior management retreat in late February. Meetings have been scheduled with each Department Director to review their data in comparison to overall results during March. Multiple meetings will be held with both supervisory and non-supervisory employee groups during April. An expanded Citywide focus group is being scheduled to provide more in-depth feedback on the subject of employee recognition, any ideas generated will be brought forward for additional consideration. Human Resources A combined survey for all support service functions including Financial Services, Human Resources and Information Services was administered in September 2012. The human resources quality rating of 90% (40% of which selected the top box score “strongly agree”) was slightly lower than 2010 and 2011, but still a positive indicator of overall performance. Eighty-nine percent of employees were satisfied with the City’s benefits package, which is slightly lower than similar feedback received 2011.

• Work Environment 86%

Three other key department measures showed slight variability, but still remained high:

• Empowerment 85%

• Liaison Services 90% (top box strongly agree of 33%)

• Communication 84%

• Wellness Satisfaction 91% (top box strongly agree of 35%)

• Professional Development 85%

• Training Applicability 89% (top box strongly agree of 29%)

• Employee Recognition 77%

Future Staffing Needs

A new employee engagement index was created following the launch of the 2012 survey. The engagement index includes questions from five different categories and provides a comprehensive view of subjects that can directly impact employee engagement levels. The combined overall engagement rating is currently 87% which correlates well with the current level of employee satisfaction.

The City continues to monitor projected turnover from anticipated retirements among the police, fire and other City departments. Recruitment is ongoing for Law Enforcement Officers and Law Enforcement Trainees. Turnover not attributed to retirement continues to remain low and all vacancies continue to be re-evaluated prior to initiating recruitment processes. The City continues to carefully manage attrition levels and looks for new ways to re-organize employee groups more effectively to support operational demands.

The average scores for specific questions included on the engagement index are noted below: • Work Environment 84% • Empowerment 82% • Leadership and Managerial Effectiveness 96% • Professional Development 89% • Employee Recognition 81% Data Segmentation The survey results were segmented and reviewed for variations based on tenure, position level, work environment and employment status. No significant deviations were identified.

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Neighborhood Meetings All three Slice of the Springs meetings were held in Fiscal Year 2013. This year, each Slice meeting was also an opportunity to help commemorate the City’s 50th Anniversary. Historical displays and a chance for residents to share their Coral Springs story were part of these neighborhood meetings. Attendance continues to decline as residents have more opportunities to interact with staff, both in person and via the Help Desk portal. These three Slice meetings yielded an attendance of 132, compared to a high of 486 in Fiscal Year 2003. However 97% of the residents that do attend rate the meeting as productive and would recommend it to a neighbor. In addition, 29% of the attendees attended meetings for the first time so City staff was able to educate citizens on how the City operates.

With the exception of the whitefly issue, similar concerns continue to arise year after year. The City received many compliments this year about staff and City departments. The top five issues raised by Slice attendees are: • Code enforcement • Foreclosed and abandoned homes • Speeding, high traffic volume • Whitefly damage to ficus hedges/Condition of landscaping along corridors Slice meetings continue to provide an opportunity for residents to provide feedback to the City and suggest programs and activities for their neighborhoods by interfacing directly with staff members from multiple departments, sharing positive experiences, and learning safety tips and progress on projects happening in their community. The Slice meetings are taped and replayed on City TV 25 on Advanced Cable Communications, Channel 99 on AT&T U-Verse or streamed on-line from CoralSprings.org/citytv25.

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CityHelpDesk Responses The city has implemented an online HelpDesk, which collects comments, complaints, requests, and even compliments from residents and businesses. All the comments are assigned to an appropriate department, and are replied with an initial response within two business days, with a final resolution (or a timetable for a resolution) within one week. Trends in HelpDesk comments are later reported regularly to the City Manager’s Office to be used to identify areas of major concerns to our residents and businesses. This process allows us to determine areas of the City that is in need of process changes, customer service training, or realignment of resources. The top four categories—code enforcement, police, permit inquiries, and park facilities—make up more than half of the comments received through the CityHelpDesk. Following are the top categories reported in the system for Fiscal Year 2013: • Code Enforcement (30% of comments): homes in disrepair; landscape maintenance; trees and hedges; white fly infected plants; car, boat, commercial vehicle parking; and trash, litter and debris • Police (10% of comments): suspicious activity, information requests, and traffic issues

facilities saw an increase in the amount of comments they received. This could be due to a number of reasons. Since the release of mobile application in Fiscal Year 2012, the CityHelpDesk has been publicized allowing more citizens and businesses to submit their comments. In addition, there has been an increase in duplicate requests and follow up comments/ questions that have been submitted throughout the year. One of the reoccurring comments that impacted both the park facilities and the code enforcement was the White Fly issue. Over the past several years, the City has battled a number of landscape pests including the Ficus Whitefly and Rugose Spiraling Whitefly. While the numbers of vacant homes are decreasing, the lack of maintenance of the remaining vacant houses has increased plants affected with these pests. Even the households that have kept up their properties have come across a difficult time getting rid of the pests. This problem has also impacted the green scenery in certain parts of the City’s parks. In order to alleviate the current situation, the City has received a grant that will expand the existing Neighborhood Partnership Program to remediate the most severely affected properties. This will help the residents with maintaining their properties and maintain the aesthetics of the City.

• Requests regarding expired building permits (9% of comments) • Park facilities (9% of comments): request for information; park landscaping maintenance and improvement; tree issues; and park programs, camps, and leagues • Street maintenance (5% of comments): street drainage, debris on streets, and damaged traffic signs Overall, the number of total comments received through the CityHelpDesk has decreased by 157 compared to FIscal Year 2012. Despite the decrease, Code enforcement and Park

A screenshot of the City’s mobile application for the CityHelpDesk. You can directly leave a comment through the Report tab.

CityHelpDesk Responses: Comparison Chart 1000 900 Street Maintenance, 69 800 700

Park Facilities, 81 Expired Permits, 123

Park Facilities, 101

600 500

Street Maintenance, 59

Police Department Issues, 228

Expired Permits, 101 Police Department Issues, 121

400 300 200

Code Issues, 386

Code Issues, 348

100 0 FY 2012

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FY 2013

Fiscal Year 2014 Annual Budget

Benchmarking ICMA Overview

ICMA comparison: Median Income

Data from the International City/County Management Association (ICMA) Center for Performance Measurement are used to analyze the performance of the City of Coral Springs relative to other localities based upon uniform performance data reported through annual program templates (questionnaires). The most current data available is for Fiscal Year 2012. When the data were compiled, 165 local governments were members of the ICMA Center for Performance Measurement. Not all of the participating jurisdictions completed the templates for each program area, nor did they provide all of the requested data on any given template. In fact, 51 of the 165 were jurisdictions participating in the CPM 101 program and responded to only a limited number of questions. Therefore, there will be a different number of comparisons for every data point, given the availability.

$90,000

$80,000

$70,000

$60,000

$50,000

$40,000

$30,000

$20,000

$10,000

The following analysis compares Coral Springs with 13 other municipalities, though not all have necessarily provided any given data point. All have some demographic similarities; most notably, their population is between 92,302 and 165,521. Some among the subset are better matches than others.

ICMA comparison cities Bellevue, WA

Olathe, KS

Cedar Rapids, IA

Peoria, AZ

Columbia, MO

Portsmouth, VA

Elk Grove, CA

Savannah, GA

Fort Collins, CO

Sparks, NV

Fort Lauderdale, FL

Surprise, AZ

General The median household income for Coral Springs was $57,839, more than the mean of $56,657 and median of $51,446 for 12 comparison cities. Juveniles accounted for 28% of the population in the City of Coral Springs, above the mean of 25% and median of 24% for the 12 comparison cities. Total General Fund operating expenditures equaled $92 million in Coral Springs. The mean was $105 million for 13 comparison cities. Police With 2.6 police FTEs per 1,000 residents, Coral Springs ranked just above both the mean and the median of 1.8 for eight other comparison cities. For sworn staff only, Coral Springs had 1.8 FTEs per 1,000 residents, just above the mean of 1.32 and median of 1.41. In Fiscal Year 2012, a total of 71,445 police calls were received resulting in a police unit being dispatched. In comparison, the City received fewer dispatch callsâ&#x20AC;&#x201D;the mean between 11 comparison cities was 95,262 and median of 76,969. In addition, 582 dispatched police calls are received per 1,000 populations; the mean of 11 comparison cities was 749 and median of 632. Response time to top priority calls equaled 3.9 minutes for Coral Springs, almost 40 seconds faster than the mean of 4.3 minutes for 11 comparison cities.

Mc Allen, TX Of the 165 jurisdictions participating in the ICMA Center for Performance Measurement for 2012, Coral Springs compares itself to 13 other municipalities chosen because of demographic similarities such as overall population, percent youth population, and median household income. Almost all of the cities in the comparison group operate under a councilmanager form of government.

According to the Uniform Crime Report for 2012, Coral Springs experienced 2,485.3 crimes per 100,000 population. According to the 2013 residential survey, 97% felt safe walking alone in their neighborhood during the day (96% mean, 97% median); 98% felt safe walking alone in their neighborhood in a business area during the day (92% mean, 87% median); 88% felt safe walking alone in a business area after the dark (73% mean, 78% median).

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ICMA comparison: FTE per 1,000 - Number of sworn officers 2.0

1.8

1.6

1.4

1.2

1.0

Public Works Public Works includes street maintenance, facility maintenance, utilities management, and fleet repair and maintenance. Coral Springs ranked the lowest of the comparison cities for dollars spent per lane mile maintaining roadways, which is likely due to the success of the Cityâ&#x20AC;&#x2122;s roadway resurfacing plan, relatively young age of the infrastructure, and warm climate. Coral Springs repaired 100% of the potholes in need of repair within three days on average, just below the mean of two days for seven comparison cities.

0.8

0.6

0.4

0.2

0.0 City of Coral Springs, FL

City of Olathe, KSCity of Columbia, City of Cedar MO Rapids, IA

City of Fort Collins, CO

City of Peoria, AZ City of Sparks, City of Elk Grove, City of NV CA Savannah, GA

According to an annual survey for Fleet services, 100% of customers felt Coral Springs provided quality services. The mean was 98% and median 100% for two comparison cities. The Fleet Division services total of 669 vehicles and heavy equipment; the mean for other nine comparison cities was 547 and the median of 525.

ICMA comparison: Fleet rating for quality of services The traffic fatalities per 1,000 were 0.04, same as the mean and median of 0.04 for 10 comparison cities. The number of DUI arrests per 1,000 residents was much less than the other citiesâ&#x20AC;&#x201D; 0.2 compared to the mean of 3.0 and the median of 3.36 for 9 comparison cities. Coral Springs and five other comparison cities responded that they are accredited by their State agency or Commission on Accreditation for Law Enforcement Agencies (CALEA).

100%

95%

90%

85%

80%

75%

70%

65%

60%

55%

50% City of Coral Springs, FL

ICMA comparison: Dispatched police calls 250,000

200,000

150,000

100,000

50,000

0 City of City of Fort City of Elk Surprise, AZ Collins, CO Grove, CA

228

City of City of Coral City of City of Peoria, AZ Springs, FL Columbia, Sparks, NV MO

City of City of City of City of City of Bellevue, McAllen, TX Olathe, KS Savannah, Portsmouth, WA GA VA

Fiscal Year 2014 Annual Budget

City of Peoria, AZ

City of McAllen, TX

Parks and Recreation The Parks and Recreation Department manages 49 parks covering more than 700 acres patronized by more than four million visitors a year. Most of the cities in the comparison group had much lower population densities than Coral Springs. Thus, Coral Springs had fewer total acres of developed parks per 1,000 population (6.0), below the mean of 13 and near the median of 10 for 11 comparison cities. Almost all of Coral Springs park acreage is developed, compared to the mean of 77%. The comparison cities tend to have more undeveloped park acreage. In Coral Springs, the master plan designated open space rather than forested areas as park land. Much of the forested acreage was purchased as part of an Environmentally Sensitive Lands bond project during the 1990s.

ICMA comparison: Youth programs as percent of all recreation programs 100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

Segmenting the recreational market, on average the comparison cities identified 63% of recreation programs targeting youth. Coral Springs indicated 83%. For the City, the total number of participants in all aquatics program was 30,000. This was just above the mean of 29,104 and far greater than the median of 3,341 for 10 other comparison cities.

City of Coral City of Cedar City of Peoria, City of Springs, FL Rapids, IA AZ Savannah, GA

City of Olathe, KS

City of Surprise, AZ

City of Columbia, MO

City of Fort Collins, CO

City of Sparks, NV

City of City of McAllen, TX Portsmouth, VA

ICMA comparison: Employee turnover rate 12%

Human Resources 10%

At 2.9%, the Cityâ&#x20AC;&#x2122;s employee turnover rate is below the 4.4% mean and 4.0% median for nine comparison cities. As a percent of total salary, the total benefits excluding overtime in Coral Springs was 64%, above the mean of 48% and the median of 52% for six comparison cities. However, as a percent of total compensation, the total benefits including overtime in Coral Springs was 38%, slightly above the mean of 31% and median of 33%. Three of the organizations in the comparison group indicated the existence of a pay for performance or merit program.

0% City of Sparks, City of Coral NV Springs, FL

City of Bellevue, WA

City of Coral Springs, Florida

City of Elk Grove, CA

City of Fort Collins, CO

City of City of City of Peoria, City of Olathe, City of Savannah, GA Columbia, MO AZ KS Surprise, AZ

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Process Improvement Teams When the annual Environmental Scan indicates that customer requirements have significantly changed or when performance measures show that a service or delivery system needs improvement, a process improvement team is convened. If the issues are significant, the team will be a Cross-Functional Process Improvement Team with representatives from Financial Services, Information Services, Human Resources, the department that owns the process, and stakeholder departments.

Cross-Functional Teams

All City teams follow a six-step process improvement methodology. They refine the problem statement based on initial research and data gathering. The problem is analyzed through flow charting and reviewing more detailed data on the process. Additional data are collected as needed. Often data are stratified to gain insight. For instance, cycle time data might be put in subsets by time of day, day of week, and time of year. The team uses the data to form a hypothesis on what component(s) of a process is under-performing and how customers (often in a focus group) react to the hypothesis. More data are gathered to explore the best ideas. When the team is clear on “what is broken,” solutions are generated, in part by benchmarking. The best solutions are tested, refined and then implemented through an action plan. Stakeholders and customers are consulted in all phases. The team develops measures to monitor results and uses the results to develop further refinements. Cross-functional teams and departmental teams do research to improve performance. These team efforts may be part of a routine cycle of review, in reaction to stakeholder or customer input (complaint data), or because performance data suggests an improvement is needed.

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The City has benefited from the work of many cross-functional teams over the years. •

Garage Team

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Employee Health Benefits Team

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Customer Service Standards Team

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Police Vehicle Team

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Complaint Tracking Team

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Water Billing Team

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Time=Life Team

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Tennis Center Team

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Code Enforcement Team

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Strategic Planning/Budgeting Process Team

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Recreation Summer Hires Team

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Compensation and Classification Team

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Police False Alarm Team

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Fire Inspection Team

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Fire Response Time Team

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Aquatics Fitness Center Team

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Internal Review against Sterling Criteria

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Fleet Preventive Maintenance Team

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Building Division Plans Review Team

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Construction Project Management Team

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Student Leaders in Government Team

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Business Intelligence Team

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Online Requests and Complaints Team

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Police False Alarm Team II

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Visioning Team

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Citation System Improvement Team

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Boardwalk Replacement Team

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Police Report Writing Team

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Administrative Citation Team

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Payroll Revision Team

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Baldrige Application Writing Team

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iVantage HR System Implementation Team

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Utility Billing Team

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Neighborhood Stabilization Program Team

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Emergency Management Team (on-going)

Fiscal Year 2014 Annual Budget

Special Department Teams With continuous quality improvement as a core value, many process improvement teams are convened within departments. The City has gained impressive results through Special Department Teams over the years. •

Premier Fleet Team

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New Employee Orientation Team

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Juvenile Deferred Prosecution Team

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Northwest Regional Park Team

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Buckle Up Team

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Police Team

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Human Resources Employment Procedures Team

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Public Works Comprehensive Evaluation of Process

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Finance Comprehensive Evaluation of Process

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Permit Invoicing Team

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Occupational License Team

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Police Human Resources Team

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Code Enforcement Team

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Assistant Chief’s Team

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Project Coordinator Team

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Police Fleet and Facilities Team

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IS-GIS

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Integrated Financial Software Review Team

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EMS Data Improvement Team

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Urban Search and Rescue Team

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Flushing Program Team

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Water Pros

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Rape Agression Defense Team

The most recent effort was the Code Compliance department team. In April 2012 the City Manager launched an assessment of this department to identify opportunities for improvement. The recent economic recession led to aesthetic decline, putting pressure on Code Compliance. This team redesigned the management structure and duties of Code Compliance to improve the efficiency and improve moral in this department. Future efforts planned for Fiscal Year 2014 include fleet procurement, idling, and TRIM compliance.

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Fire Training Academy Team

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Tennis Maintenance Team

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Irrigation Team

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FCIC/NCIC Verification Team

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Human Resource Information Systems Team

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EMS Report Writing Team

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Help Desk Team

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Police Staff Inspection

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Economic Decision-Making Model Team

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Fire/EMS Committee

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Code Administrative Team

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Awards and Special Recognitions The City of Coral Springs is the first state or local government in the nation to receive the coveted Malcolm Baldrige National Quality Award, a Presidential honor that recognizes U.S. companies for organizational performance excellence. The City claimed the award the very first year it was available to non-profit organizations. Of 84 total applicants, Coral Springs was one of 13 non-profits to apply and one of only four to receive a site visit in its category. The award was presented at a ceremony in Washington, D.C. in April 2008.

Twice in past years, a governor’s panel has said Coral Springs is run better than most businesses. And twice those efforts have earned Coral Springs the Governor’s Sterling Award (1997, 2003), which recognizes leadership and management. The Governor’s Sterling Award is given to organizations and businesses in Florida that have successfully achieved performance excellence within their management and operations. Each winner undergoes a series of in-depth assessments and evaluations by Sterling examiners that analyze productivity and organizational performance. Coral Springs was the first municipality to be awarded this state sanctioned, Baldrige-based quality award.

In 2004, Coral Springs was the first city to win the Florida City of Excellence award. This prestigious award recognizes overall excellence in a city government. The program is designed to focus public attention on all the good things cities do to improve the quality of life in Florida and honor outstanding city leaders and cities for their excellent, innovative and highly praised programs. Cities are judged on a number of categories including: governance and administration, city leadership, intergovernmental cooperation, citizen outreach and involvement, technology, innovative programs and services, and fiscal management.

Wall Street’s three major rating agencies continue to uphold the City’s underlying bond rating, the rating of our bonds without insurance. The City’s general obligation bonds maintain the highest rating of ’AAA’. This is the highest financial honor bestowed on any municipality, and is earned by less than 1% of all cities in the nation. Over the years our ‘AAA’ rating has saved the City millions of dollars in interest costs.

The Coral Springs Police Department was awarded the 2010 Outstanding Achievement in Law Enforcement Volunteer Programs Award. Coral Springs was one of three agencies to receive the award out of a total of 45 agencies submitting applications. The International Association of Chiefs of Police and Science Applications International Corporation sponsor this annual award to recognize law enforcement agencies that have developed creative and effective volunteer programs. The award recognizes agencies that most exemplify the goals, concepts, and spirit of volunteerism in action. Past winners include Mesa, Arizona and San Antonio, Texas, which are both substantially larger cities than Coral Springs.

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For a second time, Coral Springs has ranked as the number one city in Florida in 2010 according to Money magazine’s list of the Top 100 best places to live across the nation. Coral Springs ranked 44th on the overall list and this is the third time the city has made the list. The cities were ranked on economic opportunity, income, job growth and affordability, quality of life, crime, quality of schools, arts and leisure, park space and stress-related ailments. The magazine highlighted the City’s array of leisure and sports facilities. Coral Springs also scored highly on safety and was recognized for its excellent public schools, racial diversity, attractive home prices and air quality index.

Each year, Neighborhoods, USA, a national non-profit organization committed to building and strengthening neighborhood organizations, recognizes a “Best Neighborhood Program of the Year”. In 2007, the City was honored for its Street Tree Subsidy Program which started the tree canopy restoration process in City neighborhoods after the damages from Hurricane Wilma.

For three years in a row, Coral Springs was recognized as one of the first-ever 100 Best Communities for Young People by America’s Promise – The Alliance for Youth. The award competition honors outstanding efforts on behalf of young people by multiple sectors of communities. The criteria for selection of the 100 Best Communities for Young People include community support of youth, resources youth receive, youth outcomes and community innovations in the areas of policy, practice and resources.

The American Heart Association has named the City a Start! Fit Friendly company for its health and wellness programming, earning the Association’s Gold recognition level. Organizations earning this level of award must offer a combination of fitness activities, nutrition training and promote a culture of wellness. City employees have access to many health and wellness resources, such as discounted gym memberships, Weight Watchers at Work, smoking cessation, yoga, exercise and weight loss contests and so much more.

The International City/County Management Association honored the City with its Certificate of Excellence for superior performance measurement programs and results. Only 14 jurisdictions in North America received this award, which is the highest level of recognition given by ICMA’s Center for Performance Measurement. This award pays special tribute to our efforts in identifying and reporting to the public key outcome measures, surveying of residents and employees, as well as the pervasiveness of performance measurement in our organization’s culture.

Tree City USA is a renowned national program administered locally by state foresters using four standards to evaluate a community’s commitment to their urban forest resource. The National Arbor Day Foundation, in cooperation with the U.S. Forest Service and the National Association of State Foresters, annually recognizes communities that effectively manage their public tree resources. Coral Springs has earned the Tree City USA recognition each year since 1985. In 2006 the City of Coral Springs earned the distinction of Sterling Tree City USA for earning the Tree City USA Growth Award more than 10 years in a row.

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Appendix Contents Budget Resolution .................................................................................................................................................................236 Budget Ordinance ..................................................................................................................................................................238 Financial Policies .....................................................................................................................................................................243 Fund Balance Overview .......................................................................................................................................................251 Fund Balance Summaries ...........................................................................................................................................252 General Fund Balance ..................................................................................................................................................252 Fire Fund Balance ..........................................................................................................................................................253 Water and Sewer Fund Balance................................................................................................................................254 Health Fund Balance ....................................................................................................................................................255 General Insurance Fund Balance .............................................................................................................................256 Equipment Services Fund Balance..........................................................................................................................257 Debt Service Fund Balance ........................................................................................................................................258 Debt Service Maturity Schedules ............................................................................................................................259 Staffing .......................................................................................................................................................................................270 Summary of Position Counts ....................................................................................................................................270 Total Positions By Department—Fiscal Year 2014 .............................................................................................270 Position Counts for all Departments and Divisions ..........................................................................................271 City Commission...................................................................................................................................................273 City Manager’s Office ..........................................................................................................................................273 Human Resources ................................................................................................................................................274 City Attorney..........................................................................................................................................................274 Financial Services .................................................................................................................................................275 Information Services ...........................................................................................................................................276 Development Services—Administration ....................................................................................................276 Development Services—Code Compliance...............................................................................................276 Development Services—Community Development ..............................................................................277 Development Services—Building..................................................................................................................277 Police ........................................................................................................................................................................278 Fire/EMS...................................................................................................................................................................281 Public Works...........................................................................................................................................................283 Equipment Services ............................................................................................................................................283 Utilities .....................................................................................................................................................................284 Parks and Recreation ..........................................................................................................................................285 Abbreviations and Acronyms.............................................................................................................................................287 Glossary of Terms....................................................................................................................................................................288 Index ...........................................................................................................................................................................................295

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Budget Resolution

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Budget Ordinance

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EXHIBIT “A” Annual Operating Budget

EXHIBIT “B” Capital Improvement Program

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

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

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

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

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will be documented as part of that process and adopted as part of the budget. When it becomes necessary for the City to draw funds from the stabilization account, wherein the balance drops below the target level of 17% of General Fund budgeted expenditures, the City will develop a plan to replenish the account to the minimum level from net revenue surpluses in subsequent fiscal year(s) until the balance is restored to the minimum level. Working Capital

The City shall designate an amount equal to two pay periods of salaries and benefits for Charter School employees as a reserve in the Charter School Fund. All defined-benefit retirement plans (General, Police, and Firefighters) will be financed in a manner that systematically funds liabilities at a minimum of 85% of the pension obligation per fund as determined by an annual independent actuarial report. Capital Reserves

The City shall include in the General Fund operating budget annually, a contingency account equal to 0.5% of the General Fund budgeted expenditures, less chargebacks, debt service, interfund transfers and capital expenditures. This contingency will expire at the end of each fiscal year and balances will not be brought forward. The City shall maintain a working capital reserve in the Fire Fund to ensure the continued operations in the event of a natural disaster or other emergency. The reserve will be greater than or equal to 17% of the Fire Fund operating budgeted expenditures less Training Division, non-departmental, chargebacks, debt service, interfund transfers, and capital. In addition, a contingency of at least $25,000 in the nondepartmental operating budget will be budgeted annually and will expire at the end of each fiscal year. In order to provide the resources necessary to ensure continued operations of the City’s water and sewer programs should a natural disaster or other emergency occur, the City shall maintain a working capital reserve. The reserve will be equal to a minimum of two months of the Water and Sewer operating budgeted expenditures less chargebacks, debt service, interfund transfers, and capital costs. The City shall maintain a reserve for the Property, Casualty, and Workers’ Compensation Insurance Fund of a minimum of 125% of the current year’s projected claims or the amount as determined by the biannual actuarial report. Risk Management and the City Attorney’s Office shall review and adjust on a quarterly basis the funding of the reserve. Adjustments to the reserves shall be reflected in the budget as current expense with an offsetting liability account. An independent actuarial report will be performed biennially on reserves to verify their adequacy. In addition, up to 20% of General Fund revenue in excess of expenditures, calculated annually, may be dedicated to support the insurance reserves as needed.

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

The City shall maintain an unreserved retained earnings balance in the Health Fund of an amount equal to or greater than 25% of total budgeted health claims.

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Use of Surpluses

Water and Sewer Fund surpluses shall be first used to fund minimum reserve requirements as identified in “Financial Reserve Policies,” with excess surpluses used to fund capital projects and economic development projects as follows:

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

• Renewal and Replacement Fund Projects. Funds may be used to contribute to the Renewal and Replacement Fund balance for future capital expenditures.

Any surpluses realized in the General Fund at year-end may be used first to meet reserve policies as set forth in the Stabilization Reserve Policies. Excess surplus will then be used for the following purposes:

• Capital Improvement Program (CIP) Projects. Excess surpluses may be used to pay cash for CIP items to avoid future debt service, or may be used to pay down existing debt.

Use of Surplus Policies

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

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

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

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

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

Reporting Performance

• Sustainability Index - Sets targets and measurable goals for a broad spectrum of green and environmental benchmarks.

Quarterly summaries of progress on KIOs and departmental performance measures will be published and distributed. A “State of the City” report shall be promulgated that summarizes the operational and financial performance of the City each fiscal year.

• Financial Trend Monitoring System—Systematic analysis of major financial indicators.

•Project Management—Several techniques are employed to manage processes citywide. For example, critical path methods and program evaluation review techniques are used in the budgeting process.

Decision Making and Analysis

Capital Improvement Program Policies

The City’s strategic/business planning and budgeting decisions are based on a number of advanced statistical, economic, and financial models. The specific tools used include:

Alignment

•Citizen Surveys—Based on sound statistical sampling methods, a survey of residents and business owners will be conducted to gather widespread customer satisfaction, quality perceptions, and other attitudinal information. •Citizen Focus Groups and Advisory Boards—Focus groups (such as Vision 20/20) and advisory boards (such as Financial Advisory Committee) are teams made up of citizens and City staff to address specific concerns and strategic priorities. More than two dozen such committees currently exist. • Master Planning—Specific functions and processes are included in written plans, such as the Utilities Master Plan or the Comprehensive Land Use Plan. •Ad Valorem Impact Model—This econometric model quantifies the impact of tax relief legislation and changes in the economy on ad valorem revenue. • SWOT Analysis - Strengths, Weaknesses, Opportunities, and Threats are gathered from staff, Advisory Committee members, and other members of the community. •Process Improvements—The Service Improvement Process, a ten-step model established by the City to guide crossfunctional teams through improvement cycles. Other tools include Pareto charts, “fishbone” diagrams, and statistical analysis. •Fiscal Impact Model—Allocation methodology which quantifies average and marginal revenues and the costs of new development by land use type. •Revenue Forecasting Model—Statistical time series analysis and tracking model of major revenue sources. •Performance Measurement System—Quarterly performance evaluations. •Capital Budgeting Tools—Present value payback, net present value analysis, and own/lease analysis. •Five-Year Financial Plan—Multiyear forecasting of revenues and expenditures.

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

Fiscal Year 2014 Annual Budget

Capital Replacement Programs—The City shall establish equipment replacement and maintenance needs for at least a ten-year period and will update this projection each year. From this projection a maintenance and replacement schedule shall be developed and implemented. Funding for these programs will be made through funded chargebacks to user departments and held in sinking funds created for the purpose of paying for future replacements. Additional funding may be obtained through year-end surpluses as identified in “Use of Surplus Policies.”

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

The following replacement programs have been established: Debt Issuance

•Ten-Year Fleet Replacement Program

When the City finances capital projects by issuing bonds, it shall amortize the debt over a term not to exceed the average useful life of the project(s) financed.

•Ten-Year Computer Replacement Program •Twenty-Year Facilities Maintenance Program

The City’s goal is to keep the average maturity of general obligation bonds at or below 12 years.

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

Capital improvements, equipment, and facility projects shall be classified into “pay-as-you-go” and “debt financing” classifications. Pay-as-you-go capital items will be $5,000 or less with short lives (less than four years) or replacement of existing equipment where depreciation has been paid to a sinking fund. Debt financing will be used for major, non-recurring items with a minimum of four years of useful life. The City may confine long-term borrowing to capital improvements and projects that have useful lives of four to 50 years. When appropriate, the City may use special assessment or selfsupporting bonds instead of general obligation bonds, so those benefiting from the improvements will bear all or part of the cost of the project financed. Debt Service Levels Annual General Fund debt service expense will be limited to 12.5% of the total General Fund budget. The City will limit its total outstanding debt to 5% of the total assessed valuation of taxable property. Bond Ratings

Maintenance

The City shall periodically review possible actions to maintain or improve its bond ratings by various rating agencies.

The City shall maintain all capital assets at a level adequate to protect the City’s investment and to minimize future maintenance and replacement costs.

The City shall maintain good communications with bond rating agencies about its financial condition.

Physical Inventory

The City shall follow a policy of “full disclosure” in its Comprehensive Annual Financial Report and bond prospectuses.

An annual inventory (see “Fixed-Asset Accounting Policies”) will be conducted to ensure that the replacement, maintenance, and Capital Improvement Program projections are accurate, and that sufficient internal control over capital items is exercised. See “Fixed-Assets Accounting Policies” in this section for further information on capital purchases.

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Revenue Policies Revenue Projections The City shall estimate its annual revenues by objective and analytical processes. The City shall maintain a diversified and stable revenue system to the extent provided by law to insulate it from short-run fluctuations in any one revenue source.

•Community Composition. Currently known as the “Growth Build-Out Model,” an as-needed review of all properties, absorption rates, and population will be compiled by MBO to estimate ad valorem tax revenues and building permit revenues. •Revenue Manual. A guide to the major revenue sources that indicates the source, calculation, legal requirements, and accounting guidelines. Updated biennially by MBO.

User Fees

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

The City shall recalculate the full cost of selected activities currently supported by user fees and charges to identify the impact of inflation and other cost increases periodically.

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

The City shall set fees and user charges for each enterprise fund, such as Water and Sewer, at a level that fully supports the total direct and indirect costs of operation, including the cost of depreciation.

Investment Policies

The City shall review the costs of services it provides for the potential implementation of user fees and charges on an annual basis. Reporting and Analysis To ensure compliance with revenue, reserve, and budget policies, the City shall prepare reports and analyses annually to monitor, project, and estimate revenues and expenditures, specifically:

Investment Management The City shall perform a cash flow analysis of all funds on a regular basis. Disbursement, collection, and deposit of all funds will be scheduled to ensure optimum cash availability. Where permitted by law, the City may pool cash from each respective fund for investment purposes. Investments shall be managed to optimize cash utilization to generate and enhance interest income opportunities.

•Five-Year Forecast of Revenues and Expenditures. A planning tool used by the Management and Budget Office (MBO) to forecast and project various funds (General, Fire, and Water and Sewer).

Investment Analysis

•Environmental Scan. A review of the local economy, land development trends, population trends, and customer expectations by the MBO as part of the Business Plan.

The City shall prepare quarterly investment portfolio reports containing the overall performance of the fund.

The City shall review its investment policies established for investing surplus and pension funds to account for changes in legislation and market conditions on an annual basis.

•Situational Analysis. Every two years, as part of the strategic planning process, an analysis of the demographic, legislative, and customer requirements is made. Part of the process includes a SWOT (Strengths—Weaknesses—Opportunities— Threats) analysis. •Financial Trend Monitoring System. A set of financial trends and ratios used as leading indicators and as a measurement of relative performance. This report is produced annually. •Composite Index. A set of ten indicators used to determine annual improvements published by the MBO in the Business Plan. •Impact Model. An economic decision-making model used to estimate the impact of tax reform and the changing economy on ad valorem revenue compiled by the MBO.

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Fiscal Year 2014 Annual Budget

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

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

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

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

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

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

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Monthly Depreciation

Accounting Division Responsibilities

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

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

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

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

Physical Inventory Annually, as part of the Capital Replacement Program budget process, a complete inventory of fixed assets will be distributed to every department and division. At that time, all items on the inventory must be physically verified by a representative and corrections or changes made on the inventory sheets, which will then be signed and returned with the capital purchase requests. Throughout the year, departments may be audited on a random basis on the accuracy of their physical inventory. In cases of gross inaccuracies (10% of the item counts/dollar value or more) future capital purchases may be deferred until the inaccuracies have been rectified. Fixed Assets Losses Lost or stolen assets should be reported on a property disposition form. Replacement of the asset is accomplished through a budget transfer from the appropriate risk fund to a capital purchase account in the fund where the asset is maintained. Voiding Fixed Assets Accounts Payable is responsible for notifying Accounting of any capital purchases voided and/or voided and reissued through the accounts payable system. The Accounts Payable staff must notify the fixed asset coordinator to correct the pending fixed asset record. Duplication of records in the pending fixed asset file will create an overstatement.

•Inform accounting of any unusual observations in the field. •Check all purchase orders for capital items. •Ensure that the item description accurately and concisely describes the item. Risk Management Responsibilities • Annually assess insurance coverage.

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

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

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Fiscal Year 2014 Annual Budget

Fund Balance Overview What is Fund Balance? Fund balance is the difference between assets and liabilities reported in a governmental fund at the end of the fiscal year. Fund balance tables for all major funds are on the following pages. How are Fund Balances Used? As described earlier in the “Use of Surpluses” section, the City reviews fund balances yearly to identify available surpluses. The surpluses become part of the City’s financial strategy to equity fund its capital projects, supplement the funding of depreciation, and to pay down outstanding debt. Coral Springs is proud to be among an elite group of cities that have been rated ‘AAA’ on Wall Street by all three rating agencies: Fitch Ratings, Moody’s Investors Service, and Standard and Poor’s. The City’s strong financial performance is due, in part, to the City’s long-term perspective and aggressive debt management.

We have used surpluses to retire expensive debt, provide adequate funding for pension funds, enhance the education resources of the City, and provide “pay-as-you-go” financing structures for its equipment and technology for future years. (See the Capital Improvement Program in the Budget Overview section for detailed information on replacement programs.) Prior to tax reform, it was evident surpluses would be decreasing at an increasing rate because the City had reached residential build-out and building/developmental-related revenues were expected to decline. To capitalize on these declining resources, surpluses were earmarked to provide a funding source for future capital expenditures. The City will eliminate the use of reserves to support operating expenditures while maintaining the quality of service our residents have come to expect. FY 2014 will be the first year since FY 2010 that reserves will not be budgeted to close the gap between revenues and expenditures in the General Fund operating budget. Although the City budgeted the use of $1.75 million from reserves in FY 2013, those reserves were not used.

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

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General Fund Balance

BEGINNING BALANCE AdjustmentÍ˛Conference Center and Library Use of Reserves REVISED BEGINNING BALANCE

FY 2009 Actual

FY 2010 Actual

FY 2011 Actual

FY 2012 Actual

FY 2013 Budget

FY 2013 Est. Actual

FY 2014 Budget

$29,890,457

$28,223,262

$28,586,406 3,696,419

$27,136,945

$22,478,339

$27,740,878

$29,890,457

$28,223,262

$32,282,825

$0 $27,136,945

($1,750,000) $20,728,339

$0 $22,478,339

($260,000) $27,480,878

REVENUE/ SOURCES Ad Valorem Taxes Franchise Fees Utility Taxes Intergovernmental Revenues License and Permits Charges for Services Fines and Forfeitures Interest/Other

31,947,040 10,599,427 8,938,082 21,829,080 3,587,086 10,085,912 1,209,998 2,877,087

31,378,077 9,722,320 9,544,390 24,097,694 3,534,351 10,534,100 1,436,705 3,987,514

31,512,835 9,628,384 9,551,411 20,739,745 3,513,777 11,043,505 1,347,025 3,492,630

31,133,669 9,988,006 9,726,733 20,650,091 3,291,395 12,465,697 1,244,202 3,240,126

34,293,739 9,614,259 10,162,079 19,588,728 3,661,531 12,658,085 1,979,940 4,205,921

32,726,176 10,229,175 10,170,739 22,667,879 3,031,511 12,948,144 1,368,085 9,061,224

35,754,609 10,332,934 10,831,725 19,291,874 3,643,420 13,380,888 2,019,253 4,552,890

TOTAL

91,073,712

94,235,150

90,829,312

91,739,919

96,164,282

102,202,933

99,807,593

General Government Public Safety Parks and Recreation Public Works Development Services Educational Programs Capital Outlay

13,189,705 49,241,011 12,165,593 4,106,033 5,518,275 511,958 296,532

12,787,291 53,498,220 12,015,759 4,436,305 5,598,476 553,810 0

13,266,871 55,172,389 12,433,758 4,443,501 5,659,393 499,419 0

13,829,067 54,709,921 12,907,757 4,695,473 5,712,416 914,722 0

19,604,673 52,432,036 13,896,495 4,234,257 6,375,954 566,942 803,925

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

20,128,270 53,719,245 14,135,475 4,414,581 6,499,433 578,281 592,308

TOTAL

85,029,107

88,889,861

91,475,331

92,769,356

97,914,282

92,109,488

100,067,593

6,044,605

5,345,289

(646,019)

(1,029,437)

(1,750,000)

604,386 (9,066,187) 0 (8,461,801)

0 (4,982,145) 0 (4,982,145)

98,667 (4,598,528) 0 (4,499,861)

0 (3,401,546) (227,623) (3,629,169)

EXPENDITURES/ USES

EXCESS/DEFICIENCY OF REVENUES OVER/UNDER EXPEND Operating Transfers In Operating Transfers Out Special Item Total Other Financing Sources

Use of Fund Balance Reserves

750,000

NET CHANGE IN FUND BALANCE

10,093,444

0 0 0 0

0 (4,830,905) 0 (4,830,905)

(260,000) 0 0 0 0

1,750,000

260,000 0

(1,667,196)

363,144

(5,145,880)

(4,658,606)

5,262,539

FUND BALANCE, END OF YEAR

$28,223,262

$28,586,406

$27,136,945

$22,478,339

$20,728,339

$27,740,878

$27,480,878

Nonspendable/Restricted/Committed/Assigned

26,162,745

27,500,218

27,136,945

22,478,339

20,728,339

27,740,878

27,480,878

2,060,516

1,086,188

$28,223,262

$28,586,406

Unassigned ENDING BALANCE

$27,136,945

$22,478,339

$20,728,339

$27,740,878

Fiscal Year 2013 Estimated Actual is preliminary and not final until audit is complete.

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Fiscal Year 2014 Annual Budget

$27,480,878

Fire Fund Balance FY 2009 Actual BEGINNING BALANCE

FY 2010 Actual

$1,732,527

$2,229,826

FY 2011 Actual $1,744,308

FY 2012 Actual $2,232,676

FY 2013 Budget

FY 2013 Est. Actual

$2,489,670

FY 2014 Budget $2,675,462

REVENUE/ SOURCES Intergovernmental NonͲAd Valorem Special Assessment Charges for Services Fines and Forfeitures Interest and Other Income Unappropriated Fund Balance

41,896 7,499,229 6,125,734 0 164,203 0

84,487 7,651,545 6,039,918 0 83,873

46,600 7,812,339 6,814,333 0 44,470

50,510 8,278,476 7,054,735 Ͳ350 47,370 0

53,000 9,754,842 7,347,542 0 172,500 0

53,170 8,792,351 7,256,998 0 15,144 0

54,000 10,383,325 7,430,583 0 77,000 400,000

13,831,062

13,859,823

14,717,742

15,430,741

17,327,884

16,117,662

18,344,908

Public Safety

13,984,745

14,387,810

14,866,901

15,995,356

17,327,884

16,768,601

18,344,908

TOTAL

13,984,745

14,387,810

14,866,901

15,995,356

17,327,884

16,768,601

18,344,908

EXCESS/DEFICIENCY OF REVENUES OVER EXPENDITURES

(153,683)

(527,987)

(149,159)

Ͳ564,615

(650,938)

Other Financing Sources: Operating Transfers In Operating Transfers Out Other Total Other Financing Sources

956,042 (305,060) 0 650,982

975,329 (932,860) 0 42,469

1,000,469 (362,942) 0 637,527

1,054,470 (232,860) 0 821,610

0 0 0 0

1,119,590 (282,860) 0 836,730

0 0 0 0

497,299

(485,518)

488,368

256,995

185,792

TOTAL EXPENDITURES/ USES

NET CHANGE IN FUND BALANCE

ENDING BALANCE

$2,229,826

$1,744,308

$2,232,676

$2,489,670

$2,675,462

500,000 1,411,135 318,693

0 1,744,308 0

0 2,232,676 0

0 2,489,670 0

0 2,675,462 0

$2,229,828

$1,744,308

$2,232,676

$2,489,670

$2,675,462

Components of Fund Balance: Capital Reserve Nonspendable/Restricted Unassigned ENDING BALANCE

Fiscal Year 2013 Estimated Actual is preliminary and not final until audit is complete.

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Water and Sewer Fund Balance BEGINNING BALANCE

FY 2009 Actual

FY 2010 Actual

FY 2011 Actual

FY 2012 Actual

FY 2013 Budget

FY 2013 Est. Actual

FY 2014 Budget

$28,339,787

$31,414,335

$32,284,552

$35,174,454

$37,634,922

$39,676,969

REVENUE/ SOURCES Charges for Services Appropriated Fund Balance

16,209,644 0

16,796,570 0

18,513,415 0

18,708,432 0

19,523,254 3,190,000

19,457,821 0

20,024,783 1,600,000

TOTAL

16,209,644

16,796,570

18,513,415

18,708,432

22,713,254

19,457,821

21,624,783

6,693,312 2,389,684 878,887 2,818,717

9,786,216 2,407,662 874,092 2,985,206

9,433,433 2,516,153 839,221 2,718,312

9,840,866 2,793,520 506,517 3,025,765

11,170,709 651,985 10,890,560 0

9,572,847 2,909,962 729,870 3,223,833

11,684,516 680,029 9,260,238 0

12,780,600

16,053,176

15,507,119

16,166,668

22,713,254

16,436,512

21,624,783

Non Operating Revenues (Expenses): Interest Income Interest Expense Amortization of bond issue costs Other

145,989 (554,110) (117,129) (916)

138,108 (341,039) (48,495) (1,452)

79,251 (260,931) (45,160) (500)

94,709 (317,033) (28,656) (585)

0 0 0 0

52,012 (607,456) (37,587) (896)

0 0 0 0

TOTAL

(526,166)

(252,878)

(227,340)

(251,565)

(593,927)

EXCESS/DEFICIENCY OF REVENUES OVER/UNDER EXPENSES

2,902,878

490,516

2,778,956

2,290,199

2,427,382

149,369 0 31,073 (8,772)

379,704 0 0 0

110,946 0 0 0

170,269 0 0 0

0 0

14,616 125,145 0 (50,000)

0 0

3,074,548

870,220

2,889,902

2,460,468

2,517,143

EXPENSES/ USES Operating Expenses: Operating and Program Costs Administration NonͲDepartmental Depreciation TOTAL

Other Financing Sources: Contributions from private source Capital Contributions Operating Transfers In Operating Transfers Out CHANGE IN NET ASSETS NET ASSETS (ACCUMULATED DEFICIT)/FUND BALANCE AT END OF YEAR

$31,414,335

$32,284,555

$35,174,454

$37,634,922

$40,026,920

$39,676,969

26,645,362 500,000 0 2,204,325 2,064,648

22,985,243 500,000 1,467,856 0 7,331,453

26,317,573 500,000 1,506,276 0 6,850,605

27,470,054 500,000 1,522,750 0 8,142,118

13,261,394 500,000 1,526,065 0 24,389,510

$31,414,335

$32,284,552

$35,174,454

$37,634,922

$39,676,969

Components of Net Assets Invested in capital assets, net of related debt Restricted for Renewal and Replacement Restricted for Impact Fees Restricted for Bond Reserves Unrestricted NET ASSETS (ACCUMULATED DEFICIT)/FUND BALANCE AT END OF YEAR

Significant changes in Net Assets are due primarily to the following: •

Fiscal Year 2009—Received $2.7 million from Broward County for square-one adjustment per Financial Strategy.

•

Fiscal Year 2011—Considerable savings resulted from reducing amount of wastewater sent to Broward County for treatment.

•

Fiscal Year 2012—Use of excess reserves to avoid incurring long-term debt to fund $2.2 million for capital purchases per Financial Strategy.

•

Fiscal Year 2013—Use of excess reserves to avoid incurring long-term debt to fund $3.2 million for capital purchases per Financial Strategy.

•

Fiscal Year 2014—Use of excess reserves to avoid incurring long-term debt to fund $4.5 million for capital purchases per Financial Strategy.

Fiscal Year 2013 Estimated Actual is preliminary and not final until audit is complete.

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Fiscal Year 2014 Annual Budget

Health Fund Balance FY 2009 Actual BEGINNING BALANCE

FY 2010 Actual

$2,782,791

$3,158,344

FY 2011 Actual $2,285,338

FY 2012 Actual $1,750,288

FY 2013 Budget

FY 2013 Est. Actual

$3,118,185

FY 2014 Budget $3,175,815

REVENUE/ SOURCES Interfund Transfers General Fund Water and Sewer Fund Equipment Services Fund Property/ Casualty Fund Fire Fund

6,982,482 385,999 168,855 15,830 1,129,074

7,015,342 395,764 178,640 17,864 1,226,508

7,807,034 439,283 185,613 18,561 1,284,937

9,109,253 510,225 216,961 21,696 1,492,446

9,225,015 519,646 219,597 23,364 1,615,953

7,723,579 519,646 219,597 23,364 1,615,953

9,308,330 555,212 214,921 21,493 1,545,141

454,975 16,231 463,132 43,371 120,654 0

500,890 28,296 485,907 24,793 48,717

522,377 11,540 481,740 20,783 22,189

565,281 38,159 497,021 144,288 30,032 0

572,000 20,000 538,000 0 45,000 300,000

632,420 23,172 518,810 243,528 12,249 0

600,000 20,000 538,000 0 45,000 0

9,780,603

9,922,721

10,794,057

12,625,362

13,078,575

11,532,319

12,848,097

Health Plan Life Ins/ Long Term Disability 8601

9,024,543 380,494 0

10,808,885 373,933 0

11,053,209 275,896 0

10,991,335 266,130 0

12,808,015 270,560 0

11,192,892 281,796 0

12,577,537 270,560 0

TOTAL

9,405,037

11,182,818

11,329,105

11,257,465

13,078,575

11,474,689

12,848,097

387,092

375,566

(873,004)

Other Revenue/ Recoveries Premium/ Retirees Terminated/ Cobra Employee w/ dependent Other Interest Income Appropriated Retained Earnings TOTAL EXPENSES/ USES

TRANSFERS Ͳ OTHERS CHANGE IN NET ASSETS

NET ASSETS, END OF YEAR NET ASSETS (ACCUMULATED DEFICIT)/FUND BALANCE AT END OF YEAR Financial Policies: Designated/Reserved Undesignated ENDING BALANCE

0 (535,048)

1,367,897

57,630

$3,158,344

$2,285,338

$1,750,288

$3,118,185

$3,175,815

$3,158,344

$2,285,338

$1,750,288

$3,118,185

$3,175,815

2,126,767 1,031,590

2,285,338 0

1,750,288 0

3,118,185 0

3,175,815 0

$3,158,344

$2,285,338

$1,750,288

$3,118,185

$3,175,815

Significant changes in Net Assets are due primarily to the following: •

In Fiscal Year 2010 & 2011—Increase in health care claims.

•

In Fiscal Year 2012—Decrease in health care claims and increase in health plan allocation fee. Fiscal Year 2013 Estimated Actual is preliminary and not final until audit is complete.

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General Insurance Fund Balance FY 2009 Actual BEGINNING BALANCE

FY 2010 Actual

FY 2011 Actual

FY 2012 Actual $1,293,006

FY 2013 Budget

FY 2013 Est. Actual

$1,063,533

FY 2014 Budget

$249,834

$182,865

$778,679

$914,499

1,944,062 703,865 19,273 1,807 302,871

1,726,250 530,866 20,804 1,950 290,566

1,824,940 544,956 20,210 1,631 308,836

1,746,255 501,790 20,381 1,698 294,430

1,847,892 529,995 21,282 1,806 317,122

2,177,938 601,162 26,138 1,888 369,253

86,619 11,681 176,534 108,799

36,969 486,346 29,369 55,902

43,570 232,495 24,730 32,794

81,672 39,445 29,953 37,980

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

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

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

3,355,511

3,179,022

3,034,162

2,753,604

2,853,097

2,870,964

3,311,379

Workers' Compensation Property Casualty

1,472,299 1,784,938 165,243

1,945,497 1,323,995 (686,284)

859,672 1,585,318 74,845

1,445,112 1,402,961 135,004

1,164,700 1,541,397 147,000

1,460,707 1,506,702 52,588

1,449,400 1,730,979 131,000

TOTAL

3,422,480

2,583,208

2,519,835

2,983,077

2,853,097

3,019,997

3,311,379

595,814

514,327

(229,473)

$182,865

$778,679

$1,293,006

$1,063,533

$914,499

0 182,865

0 778,679

0 1,293,006

0 1,063,533

0 914,499

$182,865

$778,679

$1,293,006

$1,063,533

$914,499

REVENUE/ SOURCES Interfund Transfers General Fund Water and Sewer Fund Equipment Services Fund Health Fund Fire Fund City Centre Fund Other Revenue/ Recoveries Motor Vehicle Workers' Compensation Other Interest Income TOTAL EXPENSES/ USES

CHANGE IN NET ASSETS

NET ASSETS, END OF YEAR Financial Policies: Designated/Reserved Undesignated ENDING BALANCE

(66,969)

Significant changes in Net Assets are due primarily to the following: •

In Fiscal Year 2010—Lower estimated claims liability per AMI actuarial report.

•

In Fiscal Year 2011—Large recovery of workers’ compensation claims.

•

In Fiscal Year 2012—Higher estimated Workers’ Compensation claims liability.

Fiscal Year 2013 Estimated Actual is preliminary and not final until audit is complete.

256

Fiscal Year 2014 Annual Budget

(149,034)

Equipment Services Fund Balance FY 2009 Actual BEGINNING BALANCE

$18,165,820

FY 2010 Actual

FY 2011 Actual

FY 2012 Actual

FY 2013 Budget

FY 2013 Est. Actual

FY 2014 Budget

$19,408,728

$20,156,474

$18,242,963

$15,531,807

$16,010,252

REVENUE/ SOURCES Charges For Services Interest Other Appropriated Fund Balance

5,075,751 378,804 29,089 0

5,314,837 215,448 29,131 0

5,105,042 116,106 130,293 0

5,314,668 109,075 90,422 0

5,567,340 140,000 100,000 3,162,157

5,451,840 30,453 177,099 0

5,819,387 80,000 103,000 3,447,585

TOTAL

5,483,644

5,559,416

5,351,441

5,514,165

8,969,497

5,659,392

9,449,972

EXPENDITURES/ USES Operating/Administration Depreciation Expense

2,569,517 2,204,685

2,596,824 2,407,087

2,969,527 2,373,512

3,210,729 2,305,811

6,523,014 2,446,483

3,352,023 2,360,822

6,881,187 2,568,785

TOTAL

4,774,202

5,003,911

5,343,039

5,516,540

8,969,497

5,712,845

9,449,972

GAIN (LOSS) ON EQUIP DISPOSED

101,832

83,188

28,084

123,008

127,606

EXCESS/DEFICIENCY OF REVENUES OVER/UNDER EXPEND

811,274

638,693

36,486

120,633

74,153

CAPITAL CONTRIBUTIONS TRANSFERS Ͳ OTHERS

422,863 8,771

109,053 0

50,003 (2,000,000)

382,200 (3,213,989)

0 0

504,460 (100,168)

0 0

1,242,908

747,746

(1,913,511)

(2,711,156)

478,445

7,922,189 12,234,285 $20,156,474

7,410,171 10,832,792 $18,242,963

7,922,189 7,609,618 $15,531,807

7,922,189 8,088,063 $16,010,252

CHANGE IN NET ASSETS

NET ASSETS Invested in capital assets, net of related debt Unrestricted NET ASSETS, END OF YEAR

8,771,207 10,637,521 $19,408,728

Significant changes in Net Assets are due primarily to the following: •

In Fiscal Year 2011—Allocated $2.0 million to avoid incurring long-term debt to fund capital purchases per Financial Stragegy.

•

In Fiscal Year 2012—Allocated $3,213,989 to avoid incurring long-term debt to fund capital purchases per Financial Stragegy. Fiscal Year 2013 Estimated Actual is preliminary and not final until audit is complete.

City of Coral Springs, Florida

257

Debt Service Fund Balance FY 2009 Actual BEGINNING BALANCE

$7,823,886

FY 2010 Actual $7,842,784

FY 2011 Actual $3,847,153

FY 2012 Actual $3,079,590

FY 2013 Budget $1,895,891

FY 2013 Est. Actual $1,895,891

FY 2014 Budget $184,642

REVENUE/ SOURCES Ad Valorem Taxes Interest Appropriated Fund Balance

1,671,274 325,606 0

1,429,219 83,106 0

1,277,185 82,811 0

2,065,981 172,086 0

2,062,241 3,248 1,700,000

2,081,501 214,258 0

1,497,097 9,516 800,000

TOTAL

1,996,880

1,512,325

1,359,996

2,238,067

3,765,489

2,295,759

2,306,613

General Government Principal Interest

2,650 3,888,217 2,066,878

2,650 3,480,000 1,993,675

2,650 3,590,000 1,970,828

2,650 3,934,983 2,064,069

3,250 4,076,701 1,945,203

2,650 4,354,871 1,986,474

3,249 4,891,439 1,540,480

TOTAL

5,957,745

5,476,325

5,563,478

6,001,702

6,025,154

6,343,995

6,435,168

(3,960,865)

(3,964,000)

(4,203,482)

(3,763,635)

(2,259,665)

(4,048,236)

(4,128,555)

0 518,217 0 3,979,760 (518,217) 3,979,760

0 0 0 3,440,144 0 3,440,144

0 0 0 3,435,919 0 3,435,919

0 0 0 2,579,936 0 2,579,936

0 0 0 3,959,663 0 3,959,663

14,302,475 0 (14,295,212) 4,029,724 (1,700,000) 2,336,987

0 0 0 4,128,555 0 4,128,555

(523,856)

(767,563)

(1,183,699)

EXPENDITURES/ USES

EXCESS/DEFICIENCY OF REVENUES OVER EXPENDITURES Other Financing Sources: Debt Proceeds Debt Proceeds Refunding Bonds Issued Payments to Refunded Bond Escrow Agent Operating Transfers In Operating Transfers Out Total Other Financing Sources NET CHANGE IN FUND BALANCE

18,898

1,699,998

(1,711,249)

ENDING BALANCE

$7,842,784

$7,318,929

$3,079,590

$1,895,891

$3,595,889

$184,642

4,371,008 0

3,847,153 0

3,079,590 0

1,895,891 0

184,642 0

$4,371,008

$3,847,153

$3,079,590

$1,895,891

$184,642

Components of Fund Balance: Restricted/Assigned Unassigned Contingency Account ENDING BALANCE

Significant changes in Fund Balance are due primarily to the following: •

In Fiscal Year 2008—Refunded 2001A and 2002B FIFC Capital Revenue Bonds totaling $44,770,000. The FIFC Bonds were refunded with proceeds from the Series 2008 Capital Revenue Refunding Bonds totaling $16,830,000 and the redemption of the City’s Guaranteed Investment Contracts totaling approximately $22,800,000. The appropriate payments of the City’s debt principal, interest and related costs were made from the City’s Debt Service Fund.

•

In Fiscal Year 2012—Appropriated fund balance was used to pay a portion of Franchise Revenue Bond Debt.

Fiscal Year 2013 Estimated Actual is preliminary and not final until audit is complete.

258

Fiscal Year 2014 Annual Budget

Debt Service Maturity Schedules Debt Service Maturity Schedules are tables detailing each periodic payment on the Cityâ&#x20AC;&#x2122;s current debt issues. A portion of each payment is for interest while the remaining amount is applied toward the principal balance. An ending balance is computed after each periodic payment, until the debt is paid off. These schedules are shown on the following pages. The City makes careful use of debt to finance major capital projects, such as new buildings, renovations, infrastructure improvements, and major equipment purchases. 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. Credit rating agencies Moodyâ&#x20AC;&#x2122;s and Fitch regularly assess the creditworthiness of the City of Coral Springs. After their Fiscal Year 2013 reviews, both agencies affirmed the Cityâ&#x20AC;&#x2122;s ratings at the highest levels. This status allows the City to make future borrowings and refinancings at the lowest available rates, saving millions of dollars in interest cost.

The City is considering building a new L.E.E.D. design municipal complex on 5.8 acres of public land in the downtown area to replace and consolidate operations currently located in various buildings. The City envisions this project as a catalyst for economic development in the downtown area.

City of Coral Springs, Florida

259

City of Coral Springs Fact Sheet on Outstanding Debt Revenue Bonds

Debt Service Maturity Schedules

Refunding (94;96;98;&99) Franchise Revenue Series 2004

Fiscal Year Par Value Dated T.I.C. 2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB

P - principal

260

$21,400,000.00 Oct. 28, 2004 3.5912% 1,290,000.00 468,556.25 1,758,556.25 12,025,000.00 1,330,000.00 428,243.75 1,758,243.75 10,695,000.00 1,375,000.00 385,018.75 1,760,018.75 9,320,000.00 1,420,000.00 338,612.50 1,758,612.50 7,900,000.00 1,470,000.00 288,912.50 1,758,912.50 6,430,000.00 1,525,000.00 237,462.50 1,762,462.50 4,905,000.00 1,575,000.00 184,087.50 1,759,087.50 3,330,000.00 1,635,000.00 126,993.75 1,761,993.75 1,695,000.00 1,695,000.00 65,681.25 1,760,681.25 0.00

I - interest

Capital Revenue Refunding Bonds Series 2008 $16,830,000.00 Aug. 14, 2008 3.8856% 1,140,000.00 525,862.50 1,665,862.50 12,460,000.00 1,180,000.00 485,962.50 1,665,962.50 11,280,000.00 1,225,000.00 444,662.50 1,669,662.50 10,055,000.00 1,275,000.00 401,787.50 1,676,787.50 8,780,000.00 1,325,000.00 357,162.50 1,682,162.50 7,455,000.00 1,375,000.00 304,162.50 1,679,162.50 6,080,000.00 1,430,000.00 249,162.50 1,679,162.50 4,650,000.00 1,490,000.00 191,962.50 1,681,962.50 3,160,000.00 1,550,000.00 132,362.50 1,682,362.50 1,610,000.00 1,610,000.00 68,425.00 1,678,425.00 0.00

DS - debt service

Taxable Capital Revenue Note Series (RZED Bonds) BB&T Series 2010 $5,913,000.00 Dec. 14, 2010 2.7998% 239,983.00 165,534.44 405,517.44 5,673,017.00 246,701.00 158,816.11 405,517.11 5,426,316.00 253,608.00 151,909.71 405,517.71 5,172,708.00 260,707.00 144,809.96 405,516.96 4,912,001.00 268,006.00 137,511.47 405,517.47 4,643,995.00 275,509.00 130,008.64 405,517.64 4,368,486.00 283,222.00 122,295.77 405,517.77 4,085,264.00 291,150.00 114,366.97 405,516.97 3,794,114.00 299,301.00 106,216.22 405,517.22 3,494,813.00 307,680.00 97,837.29 405,517.29 3,187,133.00 316,294.00 89,223.78 405,517.78 2,870,839.00 325,148.00 80,369.14 405,517.14 2,545,691.00

EB - ending balance

Capital Revenue Series 2013

Phone Lease Purch Agreement 2013

$4,679,582.00 July 05, 2013 1.9502%

$2,511,997.72 June 20, 2013 0.9979%

14,194.73 14,194.73 4,679,582.00 428,348.00 91,251.84 519,599.84 4,251,234.00 436,701.00 82,899.06 519,600.06 3,814,533.00 445,216.00 74,383.40 519,599.40 3,369,317.00 453,898.00 65,701.68 519,599.68 2,915,419.00 462,749.00 56,850.68 519,599.68 2,452,670.00 471,773.00 47,827.06 519,600.06 1,980,897.00 480,972.00 38,627.50 519,599.50 1,499,925.00 490,351.00 29,248.54 519,599.54 1,009,574.00 499,913.00 19,686.70 519,599.70 509,661.00 509,661.00 9,938.38 519,599.38 0.00

TP - total payment

Fiscal Year 2014 Annual Budget

200,000.00 0.00 200,000.00 2,311,997.72 463,416.62 10,339.77 473,756.39 1,848,581.10 455,270.58 18,485.81 473,756.39 1,393,310.52 459,823.28 13,933.11 473,756.39 933,487.24 464,421.51 9,334.87 473,756.38 469,065.73 469,065.73 4,690.66 473,756.39 0.00

City of Coral Springs Fact Sheet on Outstanding Debt Revenue Bonds

Debt Service Maturity Schedules

Fiscal Year Par Value Dated T.I.C. 2024

2025

2026

2027

2028

2029

2030

FY05-FY30

Refunding (94;96;98;&99) Franchise Revenue Series 2004

Capital Revenue Refunding Bonds Series 2008

$21,400,000.00 Oct. 28, 2004 3.5912%

$16,830,000.00 Aug. 14, 2008 3.8856%

P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS

$21,400,000.00 $6,709,707.81 $28,109,707.81

P - principal

I - interest

Taxable Capital Revenue Note Series (RZED Bonds) BB&T Series 2010

$16,830,000.00 $4,997,645.87 $21,827,645.87

DS - debt service

$5,913,000.00 Dec. 14, 2010 2.7998% 334,251.00 71,266.62 405,517.62 2,211,440.00 343,608.00 61,909.27 405,517.27 1,867,832.00 353,228.00 52,289.95 405,517.95 1,514,604.00 363,116.00 42,401.34 405,517.34 1,151,488.00 373,282.00 32,235.91 405,517.91 778,206.00 383,732.00 21,785.87 405,517.87 394,474.00 394,474.00 11,043.30 405,517.30 0.00 $5,913,000.00 $1,841,032.26 $7,754,032.26

EB - ending balance

City of Coral Springs, Florida

Capital Revenue Series 2013

Phone Lease Purch Agreement 2013

$4,679,582.00 July 05, 2013 1.9502%

$2,511,997.72 June 20, 2013 0.9979%

$4,679,582.00 $530,609.57 $5,210,191.57

$2,511,997.72 $56,784.22 $2,568,781.94

TP - total payment

261

City of Coral Springs Fact Sheet on Outstanding Debt General Obligation Bonds

Debt Service Maturity Schedules GO GO 94 Refunding Series 2003 A

Fiscal Year Par Value Dated T.I.C. 2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB

$3,080,000.00 May 1, 2003 2.5826% 335,000.00 20,400.00 355,400.00 345,000.00 345,000.00 10,350.00 355,350.00 0.00

P - principal

262

I - interest

G.O. 1998 AB Refunding Series 2005 A $4,705,000.00 July 6, 2005 3.2984% 530,000.00 80,412.50 610,412.50 1,725,000.00 555,000.00 61,862.50 616,862.50 1,170,000.00 575,000.00 42,437.50 617,437.50 595,000.00 595,000.00 22,312.50 617,312.50 0.00

DS - debt service

G.O. 1998 CD Refunding Series 2005 B $5,855,000.00 July 6, 2005 3.5803% 400,000.00 132,703.76 532,703.76 3,280,000.00 420,000.00 118,703.76 538,703.76 2,860,000.00 430,000.00 104,003.76 534,003.76 2,430,000.00 450,000.00 88,953.76 538,953.76 1,980,000.00 470,000.00 72,078.76 542,078.76 1,510,000.00 485,000.00 55,393.76 540,393.76 1,025,000.00 500,000.00 37,812.50 537,812.50 525,000.00 525,000.00 19,687.50 544,687.50 0.00

EB - ending balance

G.O. 2006 Refunding Series 2013 $14,302,475.00 Apr. 25, 2013 2.1800%

55,176.00 290,406.27 345,582.27 14,247,299.00 128,531.00 309,190.13 437,721.13 14,118,768.00 701,333.00 300,144.61 1,001,477.61 13,417,435.00 713,822.00 284,719.42 998,541.42 12,703,613.00 730,783.00 268,973.23 999,756.23 11,972,830.00 742,114.00 252,918.65 995,032.65 11,230,716.00 1,302,892.00 230,628.08 1,533,520.08 9,927,824.00 1,328,096.00 201,950.32 1,530,046.32 8,599,728.00 1,357,048.00 172,682.25 1,529,730.25 7,242,680.00

TP - total payment

Fiscal Year 2014 Annual Budget

General Obligation Sub Total $27,942,475.00

1,265,000.00 233,516.26 1,498,516.26 5,350,000.00 1,320,000.00 190,916.26 1,510,916.26 4,030,000.00 1,060,176.00 436,847.53 1,497,023.53 17,272,299.00 1,173,531.00 420,456.39 1,593,987.39 16,098,768.00 1,171,333.00 372,223.37 1,543,556.37 14,927,435.00 1,198,822.00 340,113.18 1,538,935.18 13,728,613.00 1,230,783.00 306,785.73 1,537,568.73 12,497,830.00 1,267,114.00 272,606.15 1,539,720.15 11,230,716.00 1,302,892.00 230,628.08 1,533,520.08 9,927,824.00 1,328,096.00 201,950.32 1,530,046.32 8,599,728.00 1,357,048.00 172,682.25 1,529,730.25 7,242,680.00

Debt Service Maturity Schedules GO GO 94 Refunding Series 2003 A

Fiscal Year Par Value Dated T.I.C. 2023

2024

2025

2026

2027

FY03-FY27

$3,080,000.00 May 1, 2003 2.5826% P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS

$3,080,000.00 $452,865.42 $3,532,865.42

P - principal

G.O. 1998 AB Refunding Series 2005 A $4,705,000.00 July 6, 2005 3.2984%

G.O. 1998 CD Refunding Series 2005 B $5,855,000.00 July 6, 2005 3.5803%

$4,705,000.00 $890,089.41 $5,595,089.41

I - interest

DS - debt service

$5,855,000.00 $1,521,955.86 $7,376,955.86

City of Coral Springs Fact Sheet on Outstanding Debt General Obligation Bonds G.O. 2006 Refunding Series 2013 $14,302,475.00 Apr. 25, 2013 2.1800% 1,389,632.00 142,743.43 1,532,375.43 5,853,048.00 1,415,726.00 112,165.03 1,527,891.03 4,437,322.00 1,450,388.00 80,924.39 1,531,312.39 2,986,934.00 1,479,744.00 48,985.95 1,528,729.95 1,507,190.00 1,507,190.00 16,428.37 1,523,618.37 0.00 $14,302,475.00 $2,712,860.13 $17,015,335.13

EB - ending balance

City of Coral Springs, Florida

General Obligation Sub Total $32,062,475.00

1,389,632.00 142,743.43 1,532,375.43 5,853,048.00 1,415,726.00 112,165.03 1,527,891.03 4,437,322.00 1,450,388.00 80,924.39 1,531,312.39 2,986,934.00 1,479,744.00 48,985.95 1,528,729.95 1,507,190.00 1,507,190.00 16,428.37 1,523,618.37 0.00 $32,062,475.00 $5,600,198.73 $37,799,479.15

TP - total payment

263

Debt Service Maturity Schedules

Fiscal Year Disbursable Amount + Capitalized Interest + Loan Service Fee * Authorized Loan Amount Repayment Begins 2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

SRF DW0603010 WTP Improvements $5,142,514 $289,016 $115,771 $5,431,530 OctͲ12 P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB

126,918 152,024 278,942 5,304,612 214,859 147,084 361,943 5,089,753 220,919 141,024 361,943 4,868,834 227,150 134,793 361,943 4,641,684 233,557 128,386 361,943 4,408,128 240,144 121,799 361,943 4,167,983 246,918 115,026 361,943 3,921,066 253,882 108,061 361,943 3,667,184 261,043 100,900 361,943 3,406,141 268,406 93,537 361,943 3,137,735 275,976 85,967 361,943 2,861,759

City of Coral Springs Fact Sheet on Outstanding Debt Water and Sewer State Revolving Fund Loan (SRF)

SRF SRF SRF DW0603020 DW0603030 DW061620 Wells Trans, Dist, Interconn Source and Treatment $1,809,728 $2,983,328 $1,119,826 $36,955 $68,813 $0 $40,013 $84,000 $34,348 $1,846,683 $3,052,141 $1,119,826 OctͲ11 AprͲ13 MarͲ13 46,653 51,351 98,004 1,794,216 93,771 10,240 32,343 49,489 41,937 29,434 143,260 52,176 61,777 1,706,259 3,041,902 1,087,483 74,133 119,275 42,952 47,091 84,043 32,951 121,224 203,318 75,902 1,632,125 2,922,627 1,044,531 76,216 122,626 44,276 45,008 80,692 31,627 121,224 203,318 75,902 1,555,909 2,800,001 1,000,255 78,357 126,071 45,641 42,867 77,247 30,261 121,224 203,318 75,902 1,477,552 2,673,930 954,614 80,559 129,613 47,048 40,666 73,705 28,854 121,224 203,318 75,902 1,396,993 2,544,317 907,566 82,822 133,254 48,499 38,402 70,063 27,403 203,318 75,902 121,224 1,314,171 2,411,063 859,067 85,149 136,998 49,995 36,076 66,320 25,908 121,224 203,318 75,902 1,229,022 2,274,065 809,072 87,541 140,847 51,536 33,683 62,471 24,366 121,224 203,318 75,902 1,141,481 2,133,218 757,536 90,001 144,804 53,125 31,224 58,514 22,777 121,224 203,318 75,902 704,411 1,051,481 1,988,414 92,529 148,872 54,763 28,695 54,446 21,139 121,224 203,318 75,902 958,952 1,839,542 649,648 95,129 153,055 56,452 26,096 50,263 19,451 203,318 75,902 121,224 863,823 1,686,487 593,196

SRF SRF DW061630 Drinking Water Forest Hills Wellfield Sub Totals $2,310,346 $13,365,742 $20,800 $415,584 $47,042 $321,174 $2,378,188 $13,828,368 DecͲ13 46,653 51,351 98,004 1,794,216 263,272 272,884 536,156 829,706 11,969,961 92,953 544,171 58,877 370,047 151,830 914,218 2,285,235 12,974,272 95,291 559,328 56,539 354,890 151,830 914,218 2,189,944 12,414,944 97,688 574,908 54,142 339,310 151,830 914,218 2,092,255 11,840,036 100,146 590,923 51,684 323,295 151,830 914,218 1,992,110 11,249,113 102,665 607,385 49,165 306,833 151,830 914,218 1,889,444 10,641,729 105,248 624,307 46,582 289,911 151,830 914,218 1,784,197 10,017,422 107,895 641,702 43,935 272,516 151,830 914,218 1,676,301 9,375,720 110,610 659,582 41,221 254,636 151,830 914,218 1,565,691 8,716,138 113,392 677,962 38,438 236,256 151,830 914,218 1,452,299 8,038,175 116,245 696,856 35,585 217,362 151,830 914,218 1,336,054 7,341,319

Note: Draws are made on State Revolving Fund loans as expenditures occur. The authorized loan amount is not received up front but is disbursed over the life of a project and finalized when all work is complete. The amounts shown for the only active project as this time, loan DW061630 Forest Hills Wellfield, are estimates and subject to change.

*A Loan Service Fee of 2% of the loan amount accrues interest from the effective date of the loan until six months before the first loan payment at which time it is capitalized. The fee and its accrued interest is paid in the first two loan payments. These amounts are not reflected in these debt service payments. P - principal

264

I - interest

DS - debt service

EB - ending balance

Fiscal Year 2014 Annual Budget

Debt Service Maturity Schedules

Fiscal Year Disbursable Amount + Capitalized Interest + Loan Service Fee * Authorized Loan Amount Repayment Begins 2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

FY12ͲFY33

P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS

City of Coral Springs Fact Sheet on Outstanding Debt Water and Sewer State Revolving Fund Loan (SRF)

SRF DW0603010 WTP Improvements $5,142,514 $289,016 $115,771 $5,431,530 OctͲ12 283,760 78,183 361,943 2,577,999 291,764 70,179 361,943 2,286,235 299,993 61,950 361,943 1,986,242 308,455 53,489 361,943 1,677,787 317,155 44,788 361,943 1,360,633 326,100 35,843 361,943 1,034,533 335,298 26,645 361,943 699,235 344,755 17,188 361,943 354,479 354,479 7,464 361,943 0

SRF SRF SRF SRF SRF DW0603020 DW0603030 DW061620 DW061630 Drinking Water Wells Trans, Dist, Interconn Source and Treatment Forest Hills Wellfield Sub Totals $1,809,728 $2,983,328 $1,119,826 $2,310,346 $13,365,742 $36,955 $68,813 $0 $20,800 $415,584 $40,013 $84,000 $34,348 $47,042 $321,174 $1,846,683 $3,052,141 $1,119,826 $2,378,188 $13,828,368 OctͲ11 AprͲ13 MarͲ13 DecͲ13 97,801 157,355 58,192 119,169 716,278 23,423 45,963 17,710 32,661 197,940 121,224 203,318 75,902 151,830 914,218 766,022 1,529,133 535,003 1,216,885 6,625,042 100,549 161,776 59,987 122,167 736,242 20,676 41,542 15,916 29,663 177,976 121,224 203,318 75,902 151,830 914,218 665,473 1,367,357 475,017 1,094,718 5,888,800 103,374 166,321 61,836 125,240 756,764 17,851 36,997 14,066 26,590 157,454 121,224 203,318 75,902 151,830 914,218 562,099 1,201,036 413,180 969,478 5,132,036 106,278 170,993 63,743 128,391 777,860 14,946 32,325 12,159 23,439 136,358 203,318 75,902 151,830 914,218 121,224 455,821 1,030,043 349,437 841,087 4,354,176 109,264 175,797 65,708 131,621 799,545 11,961 27,521 10,194 20,210 114,673 121,224 203,318 75,902 151,830 914,218 346,557 854,246 283,729 709,467 3,554,632 112,334 180,736 67,735 134,932 821,836 8,891 22,582 8,168 16,899 92,382 121,224 203,318 75,902 151,830 914,218 234,224 673,510 215,994 574,535 2,732,795 115,490 185,814 69,823 138,326 844,751 6,079 13,504 69,467 5,735 17,504 121,224 203,318 75,902 151,830 914,218 118,734 487,696 146,171 436,209 1,888,045 118,734 191,034 71,976 141,806 868,306 2,490 12,283 3,926 10,024 45,912 121,224 203,318 75,902 151,830 914,218 0 296,662 74,195 294,403 1,019,739 196,401 74,195 145,373 770,449 6,916 1,707 6,457 22,545 203,318 75,902 151,830 792,993 100,260 0 149,030 249,291 149,030 249,291 100,260 1,399 2,800 4,199 101,659 151,830 253,489 0 0 0 $ 5,431,530 $ 1,846,683 $ 3,052,141 $ 1,119,826 $ 2,378,188 $ 15,411,283 1,724,332 576,621 964,731 384,097 658,417 4,773,429 $ 7,155,862 $ 2,423,304 $ 4,016,872 $ 1,503,923 $ 3,036,605 $ 20,184,713

I - interest

DS - debt service

EB - ending balance

City of Coral Springs, Florida

265

City of Coral Springs Fact Sheet on Outstanding Debt Water and Sewer State Revolving Fund Loan (SRF)

Debt Service Maturity Schedules

Fiscal Year Disbursable Amount + Capitalized Interest + Loan Service Fee * Authorized Loan Amount Repayment Begins 2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB

SRF WW822020 Lift Station Rehab $525,646 $0 $10,513 $536,159 OctͲ09 20,629 14,297 34,926 515,530 21,045 13,880 34,926 494,485 21,622 13,304 34,926 472,863 22,214 12,712 34,926 450,649 22,822 12,104 34,926 427,827 23,447 11,479 34,926 404,380 24,089 10,836 34,926 380,291 24,749 10,177 34,926 355,542 25,427 9,499 34,926 330,115 26,123 8,803 34,926 303,992 26,838 8,087 34,926 277,154 27,573 7,352 34,926 249,580 28,328 6,597 34,926 221,252

SRF WW061610 Sewer Rehab II $1,037,813 $8,943 $20,756 $1,046,756 OctͲ13

1,046,756 20,822 26,797 47,619 1,025,934 42,534 25,993 68,527 983,400 43,629 24,898 68,527 939,771 44,753 23,774 68,527 895,017 45,907 22,621 68,527 849,111 47,089 21,438 68,527 802,021 48,302 20,225 68,527 753,719 49,547 18,980 68,527 704,172 50,823 17,704 68,527 653,349

SRF Waste Water Sub Totals $1,563,459 $8,943 $31,269 $1,582,915

21,622 13,304 34,926 472,863 22,214 12,712 34,926 1,497,405 43,644 38,900 82,545 1,453,761 65,981 37,472 103,453 1,387,780 67,719 35,734 103,453 1,320,061 69,502 33,950 103,453 1,250,559 71,333 32,120 103,453 1,179,226 73,212 30,240 103,453 1,106,014 75,141 28,312 103,453 1,030,873 77,120 26,332 103,453 953,752 79,152 24,301 103,453 874,601

266

I - interest

DS - debt service

EB - ending balance

Fiscal Year 2014 Annual Budget

Debt Service Maturity Schedules

Fiscal Year Disbursable Amount + Capitalized Interest + Loan Service Fee * Authorized Loan Amount Repayment Begins 2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

FY10ͲFY33

P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS

City of Coral Springs Fact Sheet on Outstanding Debt Water and Sewer State Revolving Fund Loan (SRF)

SRF WW822020 Lift Station Rehab $525,646 $0 $10,513 $536,159 OctͲ09 29,104 5,821 34,926 192,148 29,901 5,024 34,926 162,246 30,720 4,206 34,926 131,526 31,561 3,364 34,926 99,965 32,426 2,500 34,926 67,539 33,314 1,612 34,926 34,226 34,226 700 34,926 0

SRF SRF WW061610 Waste Water Sewer Rehab II Sub Totals $1,037,813 $1,563,459 $8,943 $8,943 $20,756 $31,269 $1,046,756 $1,582,915 OctͲ13 52,133 81,237 16,394 22,216 68,527 103,453 601,216 793,364 53,476 83,377 15,051 20,076 68,527 103,453 547,740 709,986 54,854 85,574 13,673 17,879 68,527 103,453 492,886 624,413 56,267 87,828 12,260 15,624 68,527 103,453 436,619 536,584 57,717 90,142 10,810 13,310 68,527 103,453 378,903 446,442 59,204 92,517 9,323 10,935 68,527 103,453 319,699 353,925 60,729 94,955 7,798 8,498 68,527 103,453 258,970 258,970 62,294 62,294 6,233 6,233 68,527 68,527 196,677 196,677 63,898 63,898 4,629 4,629 68,527 68,527 132,778 132,778 65,545 65,545 2,982 2,982 68,527 68,527 67,233 67,233 67,233 67,233 1,294 1,294 68,527 68,527 0 0 $ 536,159 $ 1,046,756 $ 1,582,915 162,355 302,877 465,231 $ 698,514 $ 1,349,632 $ 2,048,146

I - interest

DS - debt service

EB - ending balance

City of Coral Springs, Florida

267

City of Coral Springs Fact Sheet on Outstanding Debt Water and Sewer Revenue Bonds

Debt Service Maturity Schedules W/S 1998 Refunding Series 2010

Fiscal Year Par Value Dated 2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB

P - principal

268

I - interest

$8,735,000.00 Apr. 14, 2010 2,530,000.00 238,750.00 2,768,750.00 2,620,000.00 2,620,000.00 137,550.00 2,757,550.00 0.00

DS - debt service

W/S Series 2012 $8,745,000.00 Dec. 20, 2012

EB - ending balance

265,000.00 139,626.07 404,626.07 8,480,000.00 385,000.00 194,192.00 579,192.00 8,095,000.00 395,000.00 185,375.50 580,375.50 7,700,000.00 405,000.00 176,330.00 581,330.00 7,295,000.00 415,000.00 167,055.50 582,055.50 6,880,000.00 425,000.00 157,552.00 582,552.00 6,455,000.00 430,000.00 147,819.50 577,819.50 6,025,000.00 440,000.00 137,972.50 577,972.50 5,585,000.00 450,000.00 127,896.50 577,896.50 5,135,000.00

TP - total payment

Fiscal Year 2014 Annual Budget

Water & Sewer Bonds Sub Total $17,480,000.00 $2,530,000.00 $238,750.00 $2,768,750.00 $2,620,000.00 $2,885,000.00 $277,176.07 $3,162,176.07 $8,480,000.00 $385,000.00 $194,192.00 $579,192.00 $8,095,000.00 $395,000.00 $185,375.50 $580,375.50 $7,700,000.00 $405,000.00 $176,330.00 $581,330.00 $7,295,000.00 $415,000.00 $167,055.50 $582,055.50 $6,880,000.00 $425,000.00 $157,552.00 $582,552.00 $6,455,000.00 $430,000.00 $147,819.50 $577,819.50 $6,025,000.00 $440,000.00 $137,972.50 $577,972.50 $5,585,000.00 $450,000.00 $127,896.50 $577,896.50 $5,135,000.00

City of Coral Springs Fact Sheet on Outstanding Debt Water and Sewer Revenue Bonds

Debt Service Maturity Schedules W/S 1998 Refunding Series 2010

Fiscal Year Par Value Dated 2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

FY06-FY31

P - principal

$8,735,000.00 Apr. 14, 2010 P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS EB P I DS

I - interest

$8,735,000.00 $815,848.06 $9,550,848.06

DS - debt service

W/S Series 2012 $8,745,000.00 Dec. 20, 2012 465,000.00 117,591.50 582,591.50 4,670,000.00 475,000.00 106,943.00 581,943.00 4,195,000.00 485,000.00 96,065.50 581,065.50 3,710,000.00 495,000.00 84,959.00 579,959.00 3,215,000.00 505,000.00 73,623.50 578,623.50 2,710,000.00 520,000.00 62,059.00 582,059.00 2,190,000.00 530,000.00 50,151.00 580,151.00 1,660,000.00 540,000.00 38,014.00 578,014.00 1,120,000.00 555,000.00 25,648.00 580,648.00 565,000.00 565,000.00 12,938.50 577,938.50 0.00 $8,745,000.00 $2,101,812.57 $10,846,812.57

EB - ending balance

Water & Sewer Bonds Sub Total $17,480,000.00 $465,000.00 $117,591.50 $582,591.50 $4,670,000.00 $475,000.00 $106,943.00 $581,943.00 $4,195,000.00 $485,000.00 $96,065.50 $581,065.50 $3,710,000.00 $495,000.00 $84,959.00 $579,959.00 $3,215,000.00 $505,000.00 $73,623.50 $578,623.50 $2,710,000.00 $520,000.00 $62,059.00 $582,059.00 $2,190,000.00 $530,000.00 $50,151.00 $580,151.00 $1,660,000.00 $540,000.00 $38,014.00 $578,014.00 $1,120,000.00 $555,000.00 $25,648.00 $580,648.00 $565,000.00 $565,000.00 $12,938.50 $577,938.50 $0.00 $23,860,000.00 $2,875,721.39 $26,735,721.39

TP - total payment

City of Coral Springs, Florida

269

Staffing Summary of Position Counts FY 2011 Authorized Position FTE's 0 0.00

Department Name City Commission City Manager's Office

FY 2012 Authorized Position FTE's 0 0.00

FY 2013 Authorized Position FTE's 0 0.00

FY 2014 Authorized Position FTE's 1 1.00

Position Change # % 1.00 n/a

FTE Change # % 1.00 n/a

20.5

20.50

20.5

20.50

20.5

20.50

23.5

23.50

3.00

14.63%

3.00

14.63%

Human Resources

11.75

11.25

12.25

1.00

8.89%

1.00

8.89%

Financial Services

25.5

25.50

26.00

25.00

0.00

0.00%

0.00

0.00%

19.00

19.5

19.50

19.25

(0.25)

-1.28%

(0.25)

-1.28%

6.00

0.00

0.00%

0.00

0.00%

60.00

63.00

65.00

2.00

3.17%

2.00

3.17%

295

294.63

295

294.63

298

297.63

299

298.63

1.00

0.34%

1.00

0.34%

Information Services City Attorney Development Services Police Emergency Medical Services

65.16

0.00

0.00%

0.00

0.00%

Public Works

28.70

27.70

27.00

28.5

28.50

1.50

5.56%

1.50

5.56%

Parks and Recreation*

96.00

101

101.00

105

105.00

105

105.00

0.00

0.00%

0.00

0.00%

627.91

627.24

631.91

631.24

640.41

640.04

649.66

649.29

9.25

1.44%

9.25

1.45%

Total General Fund *Includes Sportsplex & Aquatics Fire Fund

103.84

107.84

0.00

0.00%

0.00

0.00%

Water and Sewer Fund

35.5

35.50

35.5

35.50

35.00

38.75

3.75

10.71%

3.75

10.71%

Health Fund

1.25

0.00

0.00%

0.00

0.00%

1.5

1.50

1.5

1.50

1.5

1.50

1.5

1.50

0.00

0.00%

0.00

0.00%

15 785

15.00 784.33

15 789

15.00 788.33

15 801

15.00 800.63

15 814

15.00 813.63

0.00 13.00

0.00% 1.62%

0.00 13.00

0.00% 1.62%

752

751.33

756

755.33

768

767.63

781

780.63

13.00

1.69%

13.00

1.69%

General Insurance Fund (WC, Property and Casualty) Equipment Services Fund Total Staff All Funds Including Parkland, FL (Budgeted Positions) Total Staff All Funds Excluding Parkland, FL (Budgeted Positions)

Total Positions By Department窶認iscal Year 2014 105.00

Parks and Recreation

82.25

Public Works/Water and Sewer/Equipment

173.00

Fire/EMS

Fire/EMS includes staff for City of Parkland, Fl. 299.00

Police 65.00

Development Services 6.00

City Attorney

19.25

Information Services Financial Services/General Insurance

26.50

Human Resources/Health

13.50 23.50

City Manager's Office 1.00

City Commission 0

270

100

125

150

175

Fiscal Year 2014 Annual Budget

200

225

250

275

300

325

350

Position Counts for all Departments and Divisions FY 2011 Authorized FTEs Position

Department Name

City Commission* Office Assistant

F/T TOTAL *5 City Commissioners not included in total

FY 2012 Authorized Position FTEs

FY 2013 Authorized Position FTEs

FY 2014 Authorized Position FTEs

Position Change # %

FTE Change # %

0 0

1 1

1.00 1.00

n/a n/a

1.00 1.00

n/a n/a

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

5.5 5 6 0 4 20.5

5.5 5 5 1 4 20.5

6.5 6 5 1 5 23.5

1.00 1.00 0.00 0.00 1.00 3.00

18.18% 20.00% 0.00% 0.00% 25.00% 14.63%

1.00 1.00 0.00 0.00 1.00 3.00

18.18% 20.00% 0.00% 0.00% 25.00% 14.63%

F/T F/T TOTAL

7.75 4 11.75

7.25 4 11.25

7.25 5 12.25

0.00 1.00 1.00

0.00% 25.00% 8.89%

0.00 1.00 1.00

0.00% 25.00% 8.89%

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

2.5 1 7 6 5 4 0 25.5

3 1 7 6 5 4 0 26

3 0 7 6 5 4 0 25

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

Information Services

F/T TOTAL

19 19

19.5 19.5

19.25 19.25

(0.25) (0.25)

-1.28% -1.28%

(0.25) (0.25)

-1.28% -1.28%

City Attorney

F/T TOTAL

6 6

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Development Services

F/T TOTAL

2 2

3 3

4 4

1.00 1.00

33.33% 33.33%

1.00 1.00

33.33% 33.33%

Engineering

F/T TOTAL

0 0

0.00 0.00

n/a n/a

0.00 0.00

n/a n/a

F/T F/T TOTAL

6 6 12

6 7 13

4 8 12

(2.00) 1.00 (1.00)

-33.33% 14.29% -7.69%

(2.00) 1.00 (1.00)

-33.33% 14.29% -7.69%

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

12 7.5 4 1 2 26.5

12 7 4 1 2 26

11 8 4 1 2 26

12 8 4 1 2 27

1.00 0.00 0.00 0.00 0.00 1.00

9.09% 0.00% 0.00% 0.00% 0.00% 3.85%

1.00 0.00 0.00 0.00 0.00 1.00

9.09% 0.00% 0.00% 0.00% 0.00% 3.85%

Code Enforcement

F/T TOTAL

19.5 19.5

20 20

21 21

22 22

1.00 1.00

4.76% 4.76%

1.00 1.00

4.76% 4.76%

Grand Total Development Services

F/T P/T TOTAL

60 0 60

63 0 63

65 0 65

2.00 0.00 2.00

3.17% n/a 3.17%

2.00 0.00 2.00

3.17% n/a 3.17%

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

2 2 14 5 5 116 10 5 3 2 6 5 4 1 0 19 16 19 1 10 9 7 29 4 1 294 1 295

2 2 14 5 5 116 10 5 3 2 6 5 4 1 0 19 16 19 1 10 9 7 29 4 0.63 294 0.63 294.63

2 2 14 5 5 116 10 5 3 2 6 5 4 1 0 19 16 19 1 10 9 7 29 4 1 294 1 295

2 2 14 5 5 116 10 5 3 2 6 5 4 1 0 19 16 19 1 10 9 7 29 4 0.63 294 0.63 294.63

2 2 14 5 5 113 10 5 3 2 6 5 3 1 7 18 16 19 1 10 10 7 29 4 1 297 1 298

2 2 14 5 5 113 10 5 3 2 6 5 3 1 7 18 16 19 1 10 10 7 29 4 0.63 297 0.63 297.63

2 2 14 5 5 110 10 6 3 2 6 5 4 1 7 19 16 19 1 11 10 7 29 4 1 298 1 299

2 2 14 5 5 110 10 6 3 2 6 5 4 1 7 19 16 19 1 11 10 7 29 4 0.63 298 0.63 298.63

0.00 0.00 0.00 0.00 0.00 (3.00) 0.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00

0.00% 0.00% 0.00% 0.00% 0.00% -2.65% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 33.33% 0.00% 0.00% 5.56% 0.00% 0.00% 0.00% 10.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.34% 0.00% 0.34%

0.00 0.00 0.00 0.00 0.00 (3.00) 0.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00

0.00% 0.00% 0.00% 0.00% 0.00% -2.65% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 33.33% 0.00% 0.00% 5.56% 0.00% 0.00% 0.00% 10.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.34% 0.00% 0.34%

City Manager's Office City Manager's Office Management & Budget Office Communications and Marketing CRA City Clerk

Human Resources Human Resources Community Relations/ City Hall in Mall Financial Services Administration Museum Accounting Revenue and Collection Purchasing Central Stores Financial Research and Analysis

Community Development Planning Neighborhood/Env.Services

Building Building-Administration Building-Structural Building-Electrical Building-Plumbing Building-Mechanical

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

City of Coral Springs, Florida

271

Position Counts for all Departments and Divisions (continued) FY 2011 Authorized Position

Department Name

EMS Emergency Medical Services Communication Services Training

FY 2012 Authorized Position FTEs

FTEs

FY 2013 Authorized Position FTEs

FY 2014 Authorized Position FTEs

Position Change # %

FTE Change # %

F/T F/T F/T TOTAL

58 6.16 1 65.16

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

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

1.5 21 5.5 28 1 29

1.5 21 5.5 28 0.7 28.7

1.5 20.5 5 27 1 28

1.5 20.5 5 27 0.7 27.7

1.5 20.5 5 27 0 27

3 21 4.5 28.5 0 28.5

1.50 0.50 (0.50) 1.50 0.00 1.50

100.00% 2.44% -10.00% 5.56% n/a 5.56%

1.50 0.50 (0.50) 1.50 0.00 1.50

100.00% 2.44% -10.00% 5.56% n/a 5.56%

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

9 11 7 13 1 1 13 8 63

10 11 8 14 1 1 15 8 68

11 11 9 16 1 1 15 8 72

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

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

1 5 1 1 8

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

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

1 5 1 2 9

1 5.0 1 2 9.00

1 5 1 2 9

1 5.0 1 2 9.00

1 5 1 2 9

1 5.0 1 2 9.00

1 5 1 2 9

1 5.0 1 2 9.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

F/T F/T F/T TOTAL

3 2 11 16 96

3 2 11 16 101

3 2 11 16 105

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

F/T P/T TOTAL

625.91 2 627.91

625.91 1.33 627.240

629.91 2 631.91

629.91 1.33 631.240

639.41 1 640.41

639.41 0.63 640.040

648.66 1 649.66

648.66 0.63 649.290

9.25 0.00 9.25

1.45% 0.00% 1.44%

9.25 0.00 9.25

1.45% 0.00% 1.45%

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

2.5 1.84 89.5 9 1 0 103.84

2.5 1.84 92.5 9 2 0 107.84

3.5 1.84 92 9 1.5 0 107.84

1.00 0.00 (0.50) 0.00 (0.50) 0.00 0.00

40.00% 0.00% -0.54% 0.00% -25.00% n/a 0.00%

1.00 0.00 (0.50) 0.00 (0.50) 0.00 0.00

40.00% 0.00% -0.54% 0.00% -25.00% n/a 0.00%

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

4.5 8 15 8 35.5

5 8 15 7 35

4.75 10 15 9 38.75

(0.25) 2.00 0.00 2.00 3.75

-5.00% 25.00% 0.00% 28.57% 10.71%

(0.25) 2.00 0.00 2.00 3.75

-5.00% 25.00% 0.00% 28.57% 10.71%

Health Fund

F/T TOTAL

1.25 1.25

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

General Insurance Fund Workers' Compensation, Property and Casualty

F/T TOTAL

1.5 1.5

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Equipment Services Equipment Maintenance

F/T TOTAL

15 15

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

F/T P/T 5 City Commissioners not included in total

783 2 785

783.00 1.33 784.330

787 2 789

787.00 1.33 788.330

800 1 801

800.00 0.63 800.630

813 1 814

813.00 0.63 813.630

13.00 0.00 13.00

1.63% 0.00% 1.62%

13.00 0.00 13.00

1.63% 0.00% 1.62%

Excludes Contractual for Fire & EMS

750 2 752

750.000 1.33 751.330

754 2 756

754.000 1.33 755.330

767 1 768

767.000 0.63 767.630

780 1 781

780.000 0.63 780.630

13.00 0.00 13.00

1.69% 0.00% 1.69%

13.00 0.00 13.00

1.69% 0.00% 1.69%

Public Works Administrative Services Streets Facilities Management

Parks and Recreation Parks Cypress Park Mullins Park North Community Park (31/35) Neighborhood Parks Beautification Environmentally Sensitive Land Landscape Irrigation Sub-Total Parks Recreation Activity Center Recreation Services Summer Recreation Transportation Sub-Total Recreation Sportsplex/Tennis Sportsplex Athletic Complex Cypress Tennis Tennis Center Sub-Total Sportsplex/Tennis Aquatics Cypress Pool Mullins Pool Aquatic Complex Sub-Total Aquatics Grand Total Parks & Recreation General Fund

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

Total Staff All Funds

272

F/T P/T

Fiscal Year 2014 Annual Budget

Detail of Positions by Department and Division City Commission Detail of Positions City Commission-0100 Full Time Senior Office Assistant* Grand Total City Commission *Add to staff FY 2014 Note: Mayor and Commissioners not included in total

Authorized Position FTEs

0 0

0.00 0.00

Authorized Position FTEs

0 0

0.00 0.00

Authorized Position FTEs

0 0

Authorized Position FTEs

0.00 0.00

1 1

1.00 1.00

Change # %

1.00 1.00

n/a 0.00%

Change #

1.00 1.00

n/a 0.00%

City Manager’s Office Detail of Positions CMO Administration—0501 Full Time City Manager Deputy City Manager* Executive Assistant to City Manager Construction Project Manager** Executive Assistant Senior Office Assistant Total Administration *Position split with Public Works Utilities-Admin-6001 **Add to Staff FY 2014

Authorized Position FTEs

Change # %

Change #

1 1.5 1 0 1 1 5.5

1.00 1.50 1.00 0.00 1.00 1.00 5.50

1 1.5 1 0 1 1 5.5

1.00 1.50 1.00 0.00 1.00 1.00 5.50

1 1.5 1 0 1 1 5.5

1.00 1.50 1.00 0.00 1.00 1.00 5.50

1 1.5 1 1 1 1 6.5

1.00 1.50 1.00 1.00 1.00 1.00 6.50

0.00 0.00 0.00 1.00 0.00 0.00 1.00

0.00% 0.00% 0.00% n/a 0.00% 0.00% 18.18%

0.00 0.00 0.00 1.00 0.00 0.00 1.00

0.00% 0.00% 0.00% n/a 0.00% 0.00% 18.18%

0 1 3 1 5

0.00 1.00 3.00 1.00 5.00

1 0 4 0 5

1.00 0.00 4.00 0.00 5.00

1 0 4 0 5

1.00 0.00 4.00 0.00 5.00

1 0 5 0 6

1.00 0.00 5.00 0.00 6.00

0.00 0.00 1.00 0.00 1.00

0.00% n/a 25.00% n/a 20.00%

0.00 0.00 1.00 0.00 1.00

0.00% n/a 25.00% n/a 20.00%

Communications and Marketing—0604 Full Time Director of Communications and Marketing Communications and Marketing Manager Communications Coordinator Editor and Producer Broadcast Communications Coordinator Creative Services Coordinator Writer/Media Relations Coordinator Total Communications and Marketing

1 0 1 1 1 1 1 6

1.00 0.00 1.00 1.00 1.00 1.00 1.00 6.00

0 1 0 1 1 1 1 5

0.00 1.00 0.00 1.00 1.00 1.00 1.00 5.00

0 1 0 1 1 1 1 5

0.00 1.00 0.00 1.00 1.00 1.00 1.00 5.00

0 1 0 1 1 1 1 5

0.00 1.00 0.00 1.00 1.00 1.00 1.00 5.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

Community Redevelopment Agency (CRA)—3200 Full Time CRA Coordinator Total Community Redevelopment Agency

0 0

0.00 0.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

1 0 1 0 1 0 1 4

1.00 0.00 1.00 0.00 1.00 0.00 1.00 4.00

1 1 0 1 0 0 1 4

1.00 1.00 0.00 1.00 0.00 0.00 1.00 4.00

1 1 0 1 0 0 1 4

1.00 1.00 0.00 1.00 0.00 0.00 1.00 4.00

1 1 0 1 0 1 1 5

1.00 1.00 0.00 1.00 0.00 1.00 1.00 5.00

0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00

0.00% 0.00% n/a 0.00% n/a n/a 0.00% 25.00%

0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00

0.00% 0.00% n/a 0.00% n/a n/a 0.00% 25.00%

20.5

20.50

20.5

20.50

20.5

20.50

23.5

3.00

14.63%

3.00

14.63%

Management & Budget Office—1901 Full Time Director of Budget, Strategy & Communications Budget and Strategic Planning Manager Senior Financial Analyst* Financial Analyst Total Management & Budget Office *Add to staff FY 2014

City Clerk—3501 Full Time City Clerk Assistant City Clerk Records Support Technician Records Management Coordinator Business Systems Analyst Principal Office Assistant* Senior Office Assistant Total City Clerk *Add to staff FY 2014 Grand Total City Manager's Office

City of Coral Springs, Florida

273

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

FY 2011 Authorized Position FTEs

FY 2012 Authorized Position FTEs

FY 2013 Authorized Position FTEs

FY 2014 Authorized Position FTEs

Position Change # %

FTE Change #

Human Resources—1000 Full Time Director of Human Resources* 0.25 Human Resources Partner** 0 Training Coordinator 1 Senior Human Resources Coordinator 1 Human Resources Coordinator 0.5 Pension Administrator 1 Human Resources Manager 1 Human Resources Analyst 0 Human Resources Technician 1 Senior Office Assistant 1 Human Resources Support Specialist 0 Principal Office Assistant 1 Total Human Resources 7.75 *Position split .75 Human Resources; .25 Health Fund **Position split 50/50 with General Liability Insurance Fund-8801

0.25 0.00 1.00 1.00 0.50 1.00 1.00 0.00 1.00 1.00 0.00 1.00 7.75

0.75 1.5 0 1 0 1 0 1 0 1 1 0 7.25

0.75 1.50 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 7.25

0.75 1.5 0 1 0 1 0 1 0 1 1 0 7.25

0.75 1.50 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 7.25

0.75 1.5 0 1 0 1 0 1 0 1 1 0 7.25

0.75 1.50 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 7.25

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

Community Relations—1001 and 1007 Full Time Community Relations Manager Senior Community Relations Coordinator Community Relations Coordinator Office Assistant Senior Office Assistant* Total Community Relations (Includes City Hall in the Mall) *Add to staff FY2014

1 1 0 1 1 4

1.00 1.00 0.00 1.00 1.00 4.00

1 1 0 1 1 4

1.00 1.00 0.00 1.00 1.00 4.00

1 1 1 1 0 4

1.00 1.00 1.00 1.00 0.00 4.00

1 1 1 1 1 5

1.00 1.00 1.00 1.00 1.00 5.00

0.00 0.00 0.00 0.00 1.00 1.00

0.00% 0.00% 0.00% 0.00% n/a 25.00%

0.00 0.00 0.00 0.00 1.00 1.00

0.00% 0.00% 0.00% 0.00% n/a 25.00%

0.25 1 1.25

0.25 1.00 1.25

0.25 1 1.25

0.25 1.00 1.25

0.25 1 1.25

0.25 1.00 1.25

0.25 1 1.25

0.25 1.00 1.25

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

13.0

13.00

12.5

12.50

12.5

12.50

13.5

13.50

1.00

8.00%

1.00

0.08

Health Fund—8501 Full Time Director of Human Resources* Senior Human Resources Coordinator Total Health Fund *Position split .75 Human Resources; .25 Health Fund Grand Total HR and Health Fund

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

Authorized Position FTEs

Change # %

Change #

1 1 2 0 1 1 6

1.00 1.00 2.00 0.00 1.00 1.00 6.00

1 1 2 0 1 1 6

1.00 1.00 2.00 0.00 1.00 1.00 6.00

1 1 1 1 1 1 6

1.00 1.00 1.00 1.00 1.00 1.00 6.00

1 1 1 1 2 0 6

1.00 1.00 1.00 1.00 2.00 0.00 6.00

0.00 0.00 0.00 0.00 1.00 (1.00) 0.00

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

0.00 0.00 0.00 0.00 1.00 (1.00) 0.00

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

General Insurance Fund—Property—8801* Full Time Human Resources Partner** 0.0 Human Resources Coordinator 0.5 Risk Management Coordinator 1.0 Sub-Total General Insurance Fund 1.50 *General Insurance Fund transferred from Financial Services **Position split 50/50 with Human Resources

0.00 0.50 1.00 1.50

0.5 0.0 1.0 1.50

0.50 0.00 1.00 1.50

0.5 0.0 1.0 1.50

0.50 0.00 1.00 1.50

0.5 0.0 1.0 1.50

0.50 0.00 1.00 1.50

0.00 0.00 0.00 0.00

0.00% n/a 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% n/a 0.00% 0.00%

Grand Total City Attorney and General Insurance

7.50

0.00

0.00%

0.00

0.00%

274

7.50

Fiscal Year 2014 Annual Budget

Detail of Positions by Department and Division (continued) Financial Services Detail of Positions Administration—1501 Full Time Director of Financial Services City Controller Senior Office Assistant Total Administration

FY 2011 Authorized Position FTEs

FY 2012 Authorized Position FTEs

FY 2013 Authorized Position FTEs

FY 2014 Authorized Position FTEs

Position Change # %

FTE Change #

0.5 1 1 2.5

0.50 1.00 1.00 2.50

1 1 1 3.0

1.00 1.00 1.00 3.00

1 1 1 3.0

1.00 1.00 1.00 3.00

1 1 1 3.0

1.00 1.00 1.00 3.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Museum—1502 Museum Director Total Museum

1 1

1.00 1.00

1 1

1.00 1.00

0 0

0.00 0.00

0 0

0.00 0.00

n/a n/a

0.00 0.00

n/a n/a

Accounting Services Accounting—1601 Full Time Accountant Accounting Analyst Payroll Coordinator Payroll Technician Senior Accounting Assistant Accounting Assistant Total Accounting

3 1 1 1 0 1 7

3.00 1.00 1.00 1.00 0.00 1.00 7.00

3 1 1 1 1 0 7

3.00 1.00 1.00 1.00 1.00 0.00 7.00

3 1 1 1 1 0 7

3.00 1.00 1.00 1.00 1.00 0.00 7.00

3 1 1 1 1 0 7

3.00 1.00 1.00 1.00 1.00 0.00 7.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

Revenue and Collection—1602 Full Time Senior Office Assistant Accounting Assistant Billing Operations Technician Total Revenue and Collection

4 1 1 6

4.00 1.00 1.00 6.00

4 1 1 6

4.00 1.00 1.00 6.00

4 1 1 6

4.00 1.00 1.00 6.00

4 1 1 6

4.00 1.00 1.00 6.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Total Accounting Services

13.00

0.00

0.00%

0.00

0.00%

Purchasing Administration—1701 Full Time Purchasing Administrator Purchasing Agent II Senior Office Assistant Sub-Total Administration

1 3 1 5

1.00 3.00 1.00 5.00

1 3 1 5

1.00 3.00 1.00 5.00

1 3 1 5

1.00 3.00 1.00 5.00

1 3 1 5

1.00 3.00 1.00 5.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Central Stores—1702 Full Time Central Stores Coordinator Purchasing Assistant Sub-Total Central Stores

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Total Purchasing Grand Total Financial Services

9.00

0.00

0.00%

0.00

0.00%

25.5

25.50

26.0

26.00

25.0

25.00

25.0

25.00

0.00

0.00%

0.00

0.00%

City of Coral Springs, Florida

275

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

FY 2011 Authorized Position FTEs

Computer System—2001 Full Time Director of Information Services Applications Administrator Network Administrator Senior Network Specialist Network Specialist* Database Analyst GIS Administrator Senior Programmer Analyst Programmer Analyst** Production Support Specialist Senior CADD/GIS Technician*** Applications Analyst**** Senior Office Assistant Principal Office Assistant***** Grand Total Information Services

1 2 1 2 3 0 1 3 3 1 1 0 0 1 19

FY 2012 Authorized Position FTEs

1.00 2.00 1.00 2.00 3.00 0.00 1.00 3.00 3.00 1.00 1.00 0.00 0.00 1.00 19.00

1 2 1 2 3 0 1 3 3 1 1 0 0 1 19

1.00 2.00 1.00 2.00 3.00 0.00 1.00 3.00 3.00 1.00 1.00 0.00 0.00 1.00 19.00

FY 2013 Authorized Position FTEs

1 2 1 2 3 0 1 3 3 1 1 0.5 0 1 19.5

1.00 2.00 1.00 2.00 3.00 0.00 1.00 3.00 3.00 1.00 1.00 0.50 0.00 1.00 19.50

FY 2014 Authorized Position FTEs

1 2 1 2 2 1 1 4 2 1 0.75 0.5 1 0 19.25

1.00 2.00 1.00 2.00 2.00 1.00 1.00 4.00 2.00 1.00 0.75 0.50 1.00 0.00 19.25

Position Change # %

0.00 0.00 0.00 0.00 (1.00) 1.00 0.00 1.00 (1.00) 0.00 (0.25) 0.00 1.00 (1.00) (0.25)

0.00% 0.00% 0.00% 0.00% -33.33% n/a 0.00% 33.33% -33.33% 0.00% -25.00% 0.00% n/a -100.00% -1.28%

FTE Change #

0.00 0.00 0.00 0.00 (1.00) 1.00 0.00 1.00 (1.00) 0.00 (0.25) 0.00 1.00 (1.00) (0.25)

0.00% 0.00% 0.00% 0.00% -33.33% n/a 0.00% 33.33% -33.33% 0.00% -25.00% 0.00% n/a -100.00% -1.28%

*Reclassify to Database Analyst **Reclassify to Senior Programmer Analyst ***Position split 75/25 with PWͲUtilitiesͲ6001; ****Position split 50/50 with PWͲUtilitiesͲ6001 *****Reclassify to Senior Office Assistant

Development Services—Administration Detail of Positions

FY 2011 Authorized Position FTEs

Administration—-3100 Full Time Director of Development Services Development Services Administrator** Assistant Dir. Of Community Development* Executive Assistant* Development Services Coordinator Total Administration * Transferred positions from Community Development 3001 **Position Transferred to Building 5101

1 0 0 0 1 2

FY 2012 Authorized Position FTEs

1.00 0.00 0.00 0.00 1.00 2.00

1 0 0 0 1 2

1.00 0.00 0.00 0.00 1.00 2.00

FY 2013 Authorized Position FTEs

1 1 0 0 1 3

FY 2014 Authorized Position FTEs

1.00 1.00 0.00 0.00 1.00 3.00

1 0 1 1 1 4

1.00 0.00 1.00 1.00 1.00 4.00

Position Change # %

0.00 (1.00) 1.00 1.00 0.00 1.00

0.00% -100.00% n/a n/a 0.00% 33.33%

FTE Change #

0.00 (1.00) 1.00 1.00 0.00 1.00

0.00% -100.00% n/a n/a 0.00% 33.33%

Development Services—Code Compliance Detail of Positions Code Compliance—5403 Full Time Code Compliance Manager Chief Code Enforcement Officer* Code Compliance Support Supervisor Code Enforcement Coordinator** Senior Code Enforcement Officer*** Code Compliance Officer Code Enforcement Officer*** Senior Office Assistant Principal Office Assistant**** Senior Tax Collection Specialist***** Tax Collection Specialist Inspector I Inspector II Office Assistant Code Compliance Supervisor Total Code Enforcement *Reclassified to Code Compliance Manager **Reclassified to Code Compliance Support Supervisor ***Reclassified to Code Compliance Officer ****Add to Staff FY 2014 *****Reclassified to Tax Collection Specialist

276

FY 2011 Authorized Position FTEs

0 1 0 1 1 0 9 1 1 1 1 0 1.50 2 0 19.50

0.00 1.00 0.00 1.00 1.00 0.00 9.00 1.00 1.00 1.00 1.00 0.00 1.50 2.00 0.00 19.50

FY 2012 Authorized Position FTEs

0 1 0 1 1 0 9 1 1 1 1 1.00 1.00 2 0 20.00

0.00 1.00 0.00 1.00 1.00 0.00 9.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 0.00 20.00

FY 2013 Authorized Position FTEs

0 1 0 1 1 0 9 2 1 1 1 1.00 0.00 1 2 21.00

0.00 1.00 0.00 1.00 1.00 0.00 9.00 2.00 1.00 1.00 1.00 1.00 0.00 1.00 2.00 21.00

FY 2014 Authorized Position FTEs

1 0 1 0 0 10 0 2 2 0 2 1.00 0.00 1 2 22.00

Fiscal Year 2014 Annual Budget

1.00 0.00 1.00 0.00 0.00 10.00 0.00 2.00 2.00 0.00 2.00 1.00 0.00 1.00 2.00 22.00

Position Change # %

1.00 (1.00) 1.00 (1.00) (1.00) 10.00 (9.00) 0.00 1.00 (1.00) 1.00 0.00 0.00 0.00 0.00 1.00

n/a -100.00% n/a -100.00% -100.00% n/a -100.00% 0.00% 100.00% -100.00% 100.00% 0.00% n/a 0.00% 0.00% 4.76%

FTE Change #

1.00 (1.00) 1.00 (1.00) (1.00) 10.00 (9.00) 0.00 1.00 (1.00) 1.00 0.00 0.00 0.00 0.00 1.00

n/a -100.00% n/a -100.00% -100.00% n/a -100.00% 0.00% 100.00% -100.00% 100.00% 0.00% n/a 0.00% 0.00% 4.76%

Detail of Positions by Department and Division (continued) Development Services—Community Development Detail of Positions

FY 2011 Authorized Position FTEs

Planning and Zoning—3001 Full Time Director of Community Development*/** Planning and Zoning Manager Landscape Inspector Assistant Planner Associate Planner Executive Assistant*** Sub-Total Planning *Position transferred to Development Services 3100 **Reclassify to Assistant Dir. of Community Development

1 1 1 1 1 1 6

FY 2012 Authorized Position FTEs

FY 2013 Authorized Position FTEs

FY 2014 Authorized Position FTEs

Position Change # %

FTE Change #

1.00 1.00 1.00 1.00 1.00 1.00 6.00

1 1 1 1 1 1 6

1.00 1.00 1.00 1.00 1.00 1.00 6.00

1 1 1 1 1 1 6

1.00 1.00 1.00 1.00 1.00 1.00 6.00

0 1 1 1 1 0 4

0.00 1.00 1.00 1.00 1.00 0.00 4.00

(1.00) 0.00 0.00 0.00 0.00 (1.00) (2.00)

-100.00% 0.00% 0.00% 0.00% 0.00% -100.00% -33.33%

(1.00) 0.00 0.00 0.00 0.00 (1.00) (2.00)

-100.00% 0.00% 0.00% 0.00% 0.00% -100.00% -33.33%

0.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 6.00

0 1 1 1 1 0 1 0 1 6

0.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 6.00

0 1 1 1 1 1 1 0 1 7

0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 7.00

1 1 1 1 1 1 0 1 1 8

1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 8.00

1.00 0.00 0.00 0.00 0.00 0.00 (1.00) 1.00 0.00 1.00

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

1.00 0.00 0.00 0.00 0.00 0.00 (1.00) 1.00 0.00 1.00

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

12.00

13.00

12.00

(1.00)

-7.69%

(1.00)

-7.69%

***Position transferred to Development Services 3100 Neighborhood/Environmental Services—3004 Full Time Community Development & Housing Administrator 0 Chief Planner 1 Transportation Planner 1 Environmental Coordinator/City Forester 1 Senior Planner 1 Museum Director 0 Community Development Coordinator* 1 Assistant Planner** 0 Neighborhood Coordinator Assistant 1 Sub-Total Neighborhood/Environmental Svcs 6 *Reclassify to Community Development & Housing Administrator **Add to staff FY 2014 Total Community Development 12

Development Services—Building Detail of Positions Building—Administrative Services— 5101 Full Time Chief Building Official Development Services Administrator* Senior Office Assistant Senior Permit Services Representative Permit Services Representative Total Administrative Services *Position transferred from Development Services 3100

FY 2011 Authorized Position FTEs

FY 2012 Authorized Position FTEs

FY 2013 Authorized Position FTEs

FY 2014 Authorized Position FTEs

Position Change # %

FTE Change #

1 1 1 8 1 12

1.00 1.00 1.00 8.00 1.00 12.00

1 1 1 4 5 12

1.00 1.00 1.00 4.00 5.00 12.00

1 0 1 4 5 11

1.00 0.00 1.00 4.00 5.00 11.00

1 1 1 4 5 12

1.00 1.00 1.00 4.00 5.00 12.00

0.00 1.00 0.00 0.00 0.00 1.00

0.00% n/a 0.00% 0.00% 0.00% 9.09%

0.00 1.00 0.00 0.00 0.00 1.00

0.00% n/a 0.00% 0.00% 0.00% 9.09%

1 4.5 2 7.5

1.00 4.50 2.00 7.50

1 3.0 3.0 7.0

1.00 3.00 3.00 7.00

1 4.0 3.0 8.0

1.00 4.00 3.00 8.00

1 4.0 3.0 8.0

1.00 4.00 3.00 8.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Electrical—5302 Full Time Chief Inspector Inspector II Total Electrical

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Plumbing—5303 Full Time Chief Inspector Total Plumbing

1 1.00

1.00 1.00

1 1.00

1.00 1.00

1 1.00

1.00 1.00

1 1.00

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Building—Inspection Structural—5301 Full Time Deputy Bldg Official/Chief Structural Insp. Inspector II Inspector I Total Structural

Mechanical—5304 Full Time Chief Inspector Inspector II Total Mechanical Total Inspection

14.5

14.50

14.0

14.00

15.0

15.00

15.0

15.00

0.00

0.00%

0.00

0.00%

Total Building Administration and Inspection

26.50

26.00

27.00

1.00

3.85%

1.00

3.85%

Grand Total Development Services

60.00

63.00

65.00

2.00

3.17%

2.00

3.17%

City of Coral Springs, Florida

277

Detail of Positions by Department and Division (continued) Police Detail of Positions

FY 2011 Authorized Position FTEs

FY 2012 Authorized Position FTEs

FY 2013 Authorized Position FTEs

FY 2014 Authorized Position FTEs

Position Change # %

FTE Change #

Police-Administration Office of the Chief—4101 Full Time Chief of Police Executive Assistant Total Office of the Chief

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Human Resources—4104 Full Time Human Resources Administrator Background Investigator Human Resources Support Specialist Principal Office Assistant Total Human Resources

1 1 0 3 5

1.00 1.00 0.00 3.00 5.00

1 1 1 2 5

1.00 1.00 1.00 2.00 5.00

1 1 1 2 5

1.00 1.00 1.00 2.00 5.00

1 1 1 2 5

1.00 1.00 1.00 2.00 5.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

Fiscal Management—4110 Full Time Deputy Police Chief Fiscal Accreditation Administrator Senior Office Assistant Principal Office Assistant Total Fiscal Management

1 1 1 2 5

1.00 1.00 1.00 2.00 5.00

1 1 1 2 5

1.00 1.00 1.00 2.00 5.00

1 1 1 2 5

1.00 1.00 1.00 2.00 5.00

1 1 1 2 5

1.00 1.00 1.00 2.00 5.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

Vice and Intelligence—4103 Full Time Law Enforcement Sergeant Investigator Intelligence Analyst Total Vice and Intelligence

1 12 1 14

1.00 12.00 1.00 14.00

1 12 1 14

1.00 12.00 1.00 14.00

1 12 1 14

1.00 12.00 1.00 14.00

1 12 1 14

1.00 12.00 1.00 14.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Communications Center—4502 Full Time Communications Administrator Telecommunicator Communications Technical Coordinator Communications Shift Supervisor Emergency Call Taker Total Communications Center

1 19 1 6 2 29

1.00 19.00 1.00 6.00 2.00 29.00

1 19 1 6 2 29

1.00 19.00 1.00 6.00 2.00 29.00

1 19 1 6 2 29

1.00 19.00 1.00 6.00 2.00 29.00

1 19 1 6 2 29

1.00 19.00 1.00 6.00 2.00 29.00

0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00

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

Sub-Total Administration

55.00

0.00

0.00%

0.00

0.00%

1 1 2 0 4

1.00 1.00 2.00 0.00 4.00

1 1 2 0 4

1.00 1.00 2.00 0.00 4.00

1 1 2 0 4

1.00 1.00 2.00 0.00 4.00

1 1 0 2 4

1.00 1.00 0.00 2.00 4.00

0.00 0.00 (2.00) 2.00 0.00

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

0.00 0.00 (2.00) 2.00 0.00

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

1 5

0.63 4.63

1 5

0.63 4.63

1 5

0.63 4.63

1 5

0.63 4.63

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Training Unit—4210 Full Time Law Enforcement Sergeant Law Enforcement Officer Range Master Principal Office Assistant Total Training Unit

1 2 1 1 5

1.00 2.00 1.00 1.00 5.00

1 2 1 1 5

1.00 2.00 1.00 1.00 5.00

1 2 1 1 5

1.00 2.00 1.00 1.00 5.00

1 2 1 1 5

1.00 2.00 1.00 1.00 5.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

Volunteer Services—4308 Full Time Volunteer Services Coordinator Total Volunteer Services

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Administration-Community Services Building/Fleet Maintenance—4503 Full Time Senior Fleet/Facilities Coordinator Fleet/Facilities Coordinator Custodian* Facilities Technician Sub-Total Building/Fleet maintenance *Reclassify to Facilities Technician Part Time Building Custodian Total Building/Fleet Maintenance

278

Fiscal Year 2014 Annual Budget

Detail of Positions by Department and Division (continued) Police (continued) Detail of Positions Administration-Community Services (continued) Central Records—4501 Full Time Records Supervisor Principal Office Assistant Police Service Aide Office Assistant Total Central Records

FY 2011 Authorized Position FTEs

FY 2012 Authorized Position FTEs

FY 2013 Authorized Position FTEs

FY 2014 Authorized Position FTEs

Position Change # %

FTE Change #

1 3 1 2 7

1.00 3.00 1.00 2.00 7.00

1 4 0 2 7

1.00 4.00 0.00 2.00 7.00

1 4 0 2 7

1.00 4.00 0.00 2.00 7.00

1 4 0 2 7

1.00 4.00 0.00 2.00 7.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% n/a 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% n/a 0.00% 0.00%

1 2 15 1 19

1.00 2.00 15.00 1.00 19.00

1 2 15 1 19

1.00 2.00 15.00 1.00 19.00

1 2 15 1 19

1.00 2.00 15.00 1.00 19.00

1 2 15 1 19

1.00 2.00 15.00 1.00 19.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

Community Involvement Unit—4207 Full Time Law Enforcement Officer Community Involvement Coordinator Total Community Involvement

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Emergency Management—4115 Full Time Emergency Management Technician Emergency Management Coordinator Total Emergency Management

1 0 1

1.00 0.00 1.00

0 1 1

0.00 1.00 1.00

0 1 1

0.00 1.00 1.00

0 1 1

0.00 1.00 1.00

0.00 0.00 0.00

n/a 0.00% 0.00%

0.00 0.00 0.00

n/a 0.00% 0.00%

Youth Liaison—4303 Full Time Law Enforcement Captain Law Enforcement Sergeant Youth Liaison Officer Principal Office Assistant Total Youth Liaison

Sub-Total Adm-Community Services

39.63

0.00

0.00%

0.00

0.00%

Total Administration

94.625

0.00

0.00%

0.00

0.00%

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

1 2 4 12 86 9 1 1 116

1.00 2.00 4.00 12.00 86.00 9.00 1.00 1.00 116.00

1 2 4 12 86 9 1 1 116

1.00 2.00 4.00 12.00 86.00 9.00 1.00 1.00 116.00

1 1 4 12 84 9 1 1 113

1.00 1.00 4.00 12.00 84.00 9.00 1.00 1.00 113.00

1 1 4 12 80 9 1 1 109

1.00 1.00 4.00 12.00 80.00 9.00 1.00 1.00 109.00

0.00 0.00 0.00 0.00 (4.00) 0.00 0.00 0.00 (4.00)

0.00% 0.00% 0.00% 0.00% -4.76% 0.00% 0.00% 0.00% -3.54%

0.00 0.00 0.00 0.00 (4.00) 0.00 0.00 0.00 (4.00)

0.00% 0.00% 0.00% 0.00% -4.76% 0.00% 0.00% 0.00% -3.54%

1 9 10

1.00 9.00 10.00

1 9 10

1.00 9.00 10.00

1 9 10

1.00 9.00 10.00

1 9 10

1.00 9.00 10.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

126

126.00

126

126.00

123

123.00

119

119.00

(4.00)

-3.25%

(4.00)

-3.25%

Office of Professional Standards—4102 Full Time Law Enforcement Sergeant (NB )* Senior Office Assistant Total Office of Professional Standards *Non-Bargaining. Operations Support Patrol Unit—4201 Full Time Deputy Police Chief Law Enforcement Captain Law Enforcement Lieutenant Law Enforcement Sergeant Law Enforcement Officer*/**/***/**** Traffic Accident Investigator Executive Assistant Senior Office Assistant Total Patrol Unit *Transfer two position to K-9 Unit 4203 **Transfer position to Substation Unit 4211 ***Transfer position to General Investigations Unit 4301 ****Reclassify position to Investigator Traffic Unit—4202 Full Time Law Enforcement Sergeant Motorcycle Officer Total Traffic Unit Sub-Total Operations-Support

City of Coral Springs, Florida

279

Detail of Positions by Department and Division (continued) Police (continued) Detail of Positions

FY 2011 Authorized

FY 2012 Authorized

FY 2013 Authorized

FY 2014 Authorized

Position Change

Position

FTEs

Position

FTEs

Position

FTEs

Position

FTEs

0 5 5

0.00 5.00 5.00

0 5 5

0.00 5.00 5.00

0 5 5

0.00 5.00 5.00

1 6 7

1.00 6.00 7.00

1.00 1.00 2.00

0 1 8 9

0.00 1.00 8.00 9.00

0 1 8 9

0.00 1.00 8.00 9.00

1 1 8 10

1.00 1.00 8.00 10.00

1 1 8 10

1.00 1.00 8.00 10.00

Humane Unit—4205 Full Time Humane Officer Total Humane Unit

3 3

3.00 3.00

3 3

3.00 3.00

3 3

3.00 3.00

3 3

Bicycle Unit—4209 Full Time Law Enforcement Sergeant Law Enforcement Officer Total Bicycle Unit

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

4 4

4.00 4.00

4 4

4.00 4.00

3 3

0 0 0

0.00 0.00 0.00

0 0 0

0.00 0.00 0.00

27.00

1 1 11 2 1 1 2 19

1.00 1.00 11.00 2.00 1.00 1.00 2.00 19.00

2 10 2 2 16

0 1 0 5 2 1 10

Special Operations K-9 Unit—4203 Full Time Law Enforcement Sergeant*/** Law Enforcement Officer** Total K-9 Unit * Reclassify to Law Enforcement Sergeant ** Transfer position from Patrol Unit 4201 Tactical/Gang Unit—4204 Full Time Law Enforcement Captain Law Enforcement Sergeant Law Enforcement Officer Total Tactical/Gang Unit

Substation Unit—4211 Full Time Law Enforcement Officer* Total Substation Unit * Transfer position from Patrol 4201

FTE Change #

n/a 20.00% 40.00%

1.00 1.00 2.00

n/a 20.00% 40.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

3.00 3.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

1 5 6

1.00 5.00 6.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

3.00 3.00

4 4

4.00 4.00

1.00 1.00

33.33% 33.33%

1.00 1.00

33.33% 33.33%

1 6 7

1.00 6.00 7.00

1 6 7

1.00 6.00 7.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

27.00

34.00

37.00

3.00

8.82%

3.00

8.82%

1 1 11 2 1 1 2 19

1.00 1.00 11.00 2.00 1.00 1.00 2.00 19.00

1 1 10 2 1 1 2 18

1.00 1.00 10.00 2.00 1.00 1.00 2.00 18.00

1 1 11 2 1 1 2 19

1.00 1.00 11.00 2.00 1.00 1.00 2.00 19.00

0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00

0.00% 0.00% 10.00% 0.00% 0.00% 0.00% 0.00% 5.56%

0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00

0.00% 0.00% 10.00% 0.00% 0.00% 0.00% 0.00% 5.56%

2.00 10.00 2.00 2.00 16.00

2 10 2 2 16

2.00 10.00 2.00 2.00 16.00

2 10 2 2 16

2.00 10.00 2.00 2.00 16.00

2 10 2 2 16

2.00 10.00 2.00 2.00 16.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 1.00 0.00 5.00 2.00 1.00 10.00

0 1 0 5 2 1 10

0.00 1.00 0.00 5.00 2.00 1.00 10.00

1 1 1 5 2 0 10

1.00 1.00 1.00 5.00 2.00 0.00 10.00

1 1 0 6 3 0 11

1.00 1.00 0.00 6.00 3.00 0.00 11.00

0.00 0.00 (1.00) 1.00 1.00 0.00 1.00

0.00% 0.00% -100.00% 20.00% 50.00% n/a 10.00%

0.00 0.00 (1.00) 1.00 1.00 0.00 1.00

0.00% 0.00% -100.00% 20.00% 50.00% n/a 10.00%

Burglary Enforcement and Reduction (BEAR) Unit4212 (New Division in Fiscal Year 2013) Full Time Law Enforcement Sergeant Law Enforcement Officer Total BEAR Unit Sub Total Special Operations Operations- Criminal Investigations General Investigations- 4301 Full Time Law Enforcement Captain Law Enforcement Sergeant Investigator* Criminal Investigations Specialist Crime Analyst Senior Office Assistant Principal Office Assistant Total General Investigations *Transfer from Patrol 4201 and reclassify to Investigator Special Investigations—4302 Law Enforcement Sergeant Investigator Victim/Family Advocate Principal Office Assistant Total Special Investigations Crime Scene Investigations - 4305 Unit Supervisor Latent Fingerprints Examiner Crime Lab Technician** Crime Scene Technician* Property Room Technician Principal Office Assistant Total Crime Scene Investigations *Add to Staff FY 2014 **Reclassify to Property Room Technician Sub-Total Operations-Investigations

45.00

44.00

46.00

2.00

4.55%

2.00

4.55%

Total Operations

198

198.00

198

198.00

201

201.00

202

202.00

1.00

0.50%

1.00

0.50%

Grand Total Police

295 294.625

299 298.625

1.00

0.34%

1.00

0.34%

280

295 294.625

298 297.625

Fiscal Year 2014 Annual Budget

Detail of Positions by Department and Division (continued) Fire/EMS Detail of Positions Administration—4601 Full Time Fire Chief* Deputy Fire Chief* Emergency Management & Planning Chief Fire Equipment Technician* Assistant to Fire Chief * Senior Office Assistant* Total Administration *Five positions split 50/50 with Fire-4601 and EMS-4702

FY 2011 Authorized Position FTEs

FY 2012 Authorized Position FTEs

FY 2013 Authorized Position FTEs

FY 2014 Authorized Position FTEs

Position Change # %

FTE Change #

0.5 0.5 0 0.5 0.5 0.5 2.5

0.50 0.50 0.00 0.50 0.50 0.50 2.50

0.5 0.5 1 0.5 0 1 3.5

0.50 0.50 1.00 0.50 0.00 1.00 3.50

0.5 0.5 1 0.5 0 1 3.5

0.50 0.50 1.00 0.50 0.00 1.00 3.50

0.5 0.5 1 0.5 0 1 3.5

0.50 0.50 1.00 0.50 0.00 1.00 3.50

0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

Communication Services—4602 Full Time Telecommunicator** 0.69 Emergency Call Taker* 1.15 Total Communication Services 1.84 *Five positions split 23/77 with Fire-4602 and EMS-4703 **Three positions split 23/77 with Fire-4602 and EMS-4703

0.69 1.15 1.84

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

1.5 1.5 13.5 16 19 5 32 0 1 89.50

1.50 1.50 13.50 16.00 19.00 5.00 32.00 0.00 1.00 89.50

1.5 1.5 13.5 16 19 5 31 0 1 88.50

1.50 1.50 13.50 16.00 19.00 5.00 31.00 0.00 1.00 88.50

1.5 1.5 13.5 16 19 5 34 0 1 91.50

1.50 1.50 13.50 16.00 19.00 5.00 34.00 0.00 1.00 91.50

1.5 1.5 13.5 16 19 5 34 0.5 1 92.00

1.50 1.50 13.50 16.00 19.00 5.00 34.00 0.50 1.00 92.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.00 0.50

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% n/a 0.00% 0.55%

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.00 0.50

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% n/a 0.00% 0.55%

1 0 1.00

1.00 0.00 1.00

1 0 1.00

1.00 0.00 1.00

1 1 2.00

1.00 1.00 2.00

0.5 1 1.50

0.50 1.00 1.50

(0.50) 0.00 (0.50)

-50.00% 0.00% -25.00%

(0.50) 0.00 (0.50)

-50.00% 0.00% -25.00%

Suppression—4801 Full Time Assistant Fire Chief* Battalion Chief* Captain (Fire)* Rescue Lieutenant Driver Engineer/Paramedic Driver Engineer/EMT Firefighter/Paramedic Chief Training Officer** Firefighter/EMT Total Suppression *Positions split 50/50 Fire-4801 and EMS-4702 **Position split 50/50 Fire-4801 and Training-4805 Training- 4805 Full Time Chief Training Officer* Senior Office Assistant Total Fire Training *Position split 50/50 Fire-4801 and Training-4805

City of Coral Springs, Florida

281

Detail of Positions by Department and Division (continued) Fire/EMS (continued) Detail of Positions

FY 2011 Authorized Position FTEs

Emergency Medical Service—4702 Full Time Fire Chief* Deputy Fire Chief* Assistant Fire Chief** Battalion Chief** Captain (Fire)** Rescue Lieutenant Firefighter/Paramedic Driver Engineer/Paramedic Fire Equipment Technician* Assistant to Fire Chief * Senior Office Assistant Total Emergency Medical Service *Five positions split 50/50 with Fire-4601 and EMS-4702 **12 positions split 50/50 with Fire-4801 and EMS-4702 EMS Communication Services—4703 Full Time Telecommunicator* Emergency Call Taker** Total Communication Services *Three positions split 23/77 with Fire-4602 and EMS-4703 **Five positions split 23/77 with Fire-4602 and EMS-4703 EMS Training—4705 Full Time Assistant Chief Training Officer Total EMS Training Total EMS Grand Total Fire and EMS

282

FY 2012 Authorized Position FTEs

FY 2013 Authorized Position FTEs

FY 2014 Authorized Position FTEs

Position Change # %

FTE Change #

0.5 0.5 1.5 1.5 16.5 14 16 6 0.5 0.5 0.5 58.00

0.50 0.50 1.50 1.50 16.50 14.00 16.00 6.00 0.50 0.50 0.50 58.00

0.5 0.5 1.5 1.5 16.5 14 16 6 0.5 0 1 58.00

0.50 0.50 1.50 1.50 16.50 14.00 16.00 6.00 0.50 0.00 1.00 58.00

0.5 0.5 1.5 1.5 16.5 14 16 6 0.5 0 1 58.00

0.50 0.50 1.50 1.50 16.50 14.00 16.00 6.00 0.50 0.00 1.00 58.00

0.5 0.5 1.5 1.5 16.5 14 16 6 0.5 0 1 58.00

0.50 0.50 1.50 1.50 16.50 14.00 16.00 6.00 0.50 0.00 1.00 58.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

2.31 3.85 6.16

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

1 1.00

1.00 1.00

1 1.00

1.00 1.00

1 1.00

1.00 1.00

1 1.00

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

65.16

0.00

0.00%

0.00

0.00%

169.00

173.00

0.00

0.00%

0.00

0.00%

Fiscal Year 2014 Annual Budget

Detail of Positions by Department and Division (continued) Public Works FY 2011 Authorized Detail of Positions Administrative Services—5501 Full Time Director of Public Works 1 1.00 Civil Engineer*** 0 0.00 PW Project Technician* 0.5 0.50 Senior Office Assistant** 0 0.00 Total Administrative Services 1.5 1.50 *Position split 50/50 between Admin-5501 and Facilities-5801 **Add to staff FY 2014 ***Position Split .50/.50 between Admin-5501 and W&S- 6001 Streets-5601 Full Time PW Project Technician 0 0.00 Streets Superintendent 1 1.00 Lead Worker** 2 2.00 Senior Office Assistant 1 1.00 Equipment Operator II 4 4.00 Streets Technician***/****/***** 9 9.00 Office Assistant* 0 0.00 Neighborhood Service Worker 4 4.00 Total Streets 21 21.00 *Add to staff FY 2014 **Reclassify position to PW Project Technician ***Reclassify position to Lead Worker ****Transferred position to Utilities-6005 *****Reclassify to Computer Analyst/Technician Facilities Management—5801 Full Time Utilities Engineer and Facilities Superintendent* 0 0.00 Facilities Superintendent 1 1.00 Facilities Technician 1 1.00 Electrician 1 1.00 Public Works Lead Worker 0 0.00 Carpenter 2 2.00 PW Project Technician** 0.5 0.50 Sub-Total Facilities Management 5.5 5.50 *Position split 50/50 between Admin-5501 and PW-Utilities Admin-6001 *Reclassify to Civil Engineer **Position split 50/50 between Facilities-5801 and Admin-5501 Part Time Custodian* 1 0.70 Total Facilities Management 6.5 6.200 * Eliminated part-time Custodian Total Public Works

28.700

FY 2012 Authorized

FY 2013 Authorized

FY 2014 Authorized

Position Change

FTE Change

1 0 0.5 0 1.5

1.00 0.00 0.50 0.00 1.50

1 0 0.5 0 1.5

1.00 0.00 0.50 0.00 1.50

1 0.5 0.5 1 3

1.00 0.50 0.50 1.00 3.00

0.00 0.50 0.00 1.00 1.50

0.00% n/a 0.00% n/a 100.00%

0.00 0.50 0.00 1.00 1.50

0.00% n/a 0.00% n/a 100.00%

0 1 2 1 4 8.5 0 4 20.5

0.00 1.00 2.00 1.00 4.00 8.50 0.00 4.00 20.50

0 1 2 1 3 8.5 0 5 20.5

0.00 1.00 2.00 1.00 3.00 8.50 0.00 5.00 20.50

1 1 2 1 3 7 1 5 21

1.00 1.00 2.00 1.00 3.00 7.00 1.00 5.00 21.00

1.00 0.00 0.00 0.00 0.00 (1.50) 1.00 0.00 0.50

n/a 0.00% 0.00% 0.00% 0.00% -17.65% n/a 0.00% 2.44%

1.00 0.00 0.00 0.00 0.00 (1.50) 1.00 0.00 0.50

n/a 0.00% 0.00% 0.00% 0.00% -17.65% n/a 0.00% 2.44%

0.5 0 1 1 1 1 0.5 5

0.50 0.00 1.00 1.00 1.00 1.00 0.50 5.00

0.5 0 1 1 1 1 0.5 5

0.50 0.00 1.00 1.00 1.00 1.00 0.50 5.00

0 0 1 1 1 1 0.5 4.5

0.00 0.00 1.00 1.00 1.00 1.00 0.50 4.50

(0.50) 0.00 0.00 0.00 0.00 0.00 0.00 (0.50)

-100.00% n/a 0.00% 0.00% 0.00% 0.00% 0.00% -10.00%

(0.50) 0.00 0.00 0.00 0.00 0.00 0.00 (0.50)

-100.00% n/a 0.00% 0.00% 0.00% 0.00% 0.00% -10.00%

1 6

0.70 5.700

0 5

0.00 5.000

0 4.5

0.00 4.500

0.00 (0.50)

n/a -10.00%

0.00 (0.50)

n/a -10.00%

27.700

27.000

28.5

28.500

1.50

5.56%

1.50

5.56%

Equipment Services Detail of Positions Equipment Maintenance—5701 Full Time Fleet Superintendent Lead Mechanic Generator Technician Mechanic/Fire-EVT Mechanic Senior Office Assistant Fleet Service Worker Total Equipment Services

FY 2011 Authorized Position FTEs

1 1 0 0 11 1 1 15

1.00 1.00 0.00 0.00 11.00 1.00 1.00 15.00

FY 2012 Authorized Position FTEs

1 1 1 0 10 1 1 15

1.00 1.00 1.00 0.00 10.00 1.00 1.00 15.00

FY 2013 Authorized Position FTEs

1 1 1 1 10 1 0 15

FY 2014 Authorized Position FTEs

1.00 1.00 1.00 1.00 10.00 1.00 0.00 15.00

City of Coral Springs, Florida

1 1 1 1 10 1 0 15

1.00 1.00 1.00 1.00 10.00 1.00 0.00 15.00

Position Change # %

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

FTE Change #

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

283

Detail of Positions by Department and Division (continued) Utilities Detail of Positions Administration—6001 Full Time Deputy City Manager* Civil Engineer** Project Manager Utilities Operations Manager Utilities Superintendent******* Applications Analyst***** Streets Technician***/**** Senior Office Assistant SR. CADD Tech/GIS Technician****** Office Assistant Sub-Total Administration *Position split 50/50 with City Manager's Office-0501 **Position split 50/50 with PW-Adm.-5501 ***Position transferred to Wastewater Collection-6005 ****Reclassify to Computer Analyst/Tech ***** Position split 50/50 with IS-2001 ******Position split 25/75 with IS-2001 *******Position reclassify to Util. Operations Mgr. Water Distribution—6002 Full Time Utilities Coordinator Water Conservation Technician Water Conservation Coordinator* Utilities Lead Worker Equipment Operator II Utilities Service Technician Utilities Backflow Technician Utilities Locator Technician Utilities Service Worker* Total Water Distribution *Add to staff FY 2014 *Reclassify to Water Conservation Technician Water Treatment—6003 Full Time Chief Water Plant Operator Water Plant Maintenance Coordinator Utilities Mechanic Senior Water Plant Operator Water Plant Operator* Utilities Service Worker Total Water Treatment *Reclassify position to Senior Water Plant Operator Wastewater Collection— 6005 Full Time Utilities Coordinator Utilities Instrumentation Equipment Operator II Video Inspection Technician Asset Management System Technician** Lift Station Mechanic Utilities Service Worker* Total Wastewater Collection *Add to staff FY 2014 **Position reclassified and transferred from PW-Streets5601 & PW-Utilities-6001 Total Utilities Grand Total Public Works, Equipment and Utilities

284

FY 2011 Authorized Position FTEs

FY 2012 Authorized Position FTEs

FY 2013 Authorized Position FTEs

FY 2014 Authorized Position FTEs

Position Change # %

FTE Change #

0.5 0 1 0 1 0 0 1 0 1 4.5

0.50 0.00 1.00 0.00 1.00 0.00 0.00 1.00 0.00 1.00 4.50

0.5 0.5 0 0 1 0 0.5 1 0 1 4.5

0.50 0.50 0.00 0.00 1.00 0.00 0.50 1.00 0.00 1.00 4.50

0.5 0.5 0 0 1 0.5 0.5 1 0 1 5

0.50 0.50 0.00 0.00 1.00 0.50 0.50 1.00 0.00 1.00 5.00

0.5 0.5 0 1 0 0.5 0 1 0.25 1 4.75

0.50 0.50 0.00 1.00 0.00 0.50 0.00 1.00 0.25 1.00 4.75

0.00 0.00 0.00 1.00 (1.00) 0.00 (0.50) 0.00 0.25 0.00 (0.25)

0.00% 0.00% n/a n/a -100.00% 0.00% -100.00% 0.00% n/a 0.00% -5.00%

0.00 0.00 0.00 1.00 (1.00) 0.00 (0.50) 0.00 0.25 0.00 (0.25)

0.00% 0.00% n/a n/a -100.00% 0.00% -100.00% 0.00% n/a 0.00% -5.00%

1 0 0 1 1 2 1 0 2 8

1.00 0.00 0.00 1.00 1.00 2.00 1.00 0.00 2.00 8.00

1 0 0 1 1 1 1 0 3 8

1.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 3.00 8.00

0 0 1 1 1 1 0 1 3 8

0.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 3.00 8.00

0 1 0 1 1 1 0 1 5 10

0.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 5.00 10.00

0.00 1.00 (1.00) 0.00 0.00 0.00 0.00 0.00 2.00 2.00

n/a n/a -100.00% 0.00% 0.00% 0.00% n/a 0.00% 66.67% 25.00%

0.00 1.00 (1.00) 0.00 0.00 0.00 0.00 0.00 2.00 2.00

n/a n/a -100.00% 0.00% 0.00% 0.00% n/a 0.00% 66.67% 25.00%

1 1 3 5 5 0 15

1.00 1.00 3.00 5.00 5.00 0.00 15.00

1 1 2 5 5 1 15

1.00 1.00 2.00 5.00 5.00 1.00 15.00

1 1 2 5 5 1 15

1.00 1.00 2.00 5.00 5.00 1.00 15.00

1 1 2 6 4 1 15

1.00 1.00 2.00 6.00 4.00 1.00 15.00

0.00 0.00 0.00 1.00 (1.00) 0.00 0.00

0.00% 0.00% 0.00% 20.00% -20.00% 0.00% 0.00%

0.00 0.00 0.00 1.00 (1.00) 0.00 0.00

0.00% 0.00% 0.00% 20.00% -20.00% 0.00% 0.00%

1 1 2 1 0 1 2 8

1.00 1.00 2.00 1.00 0.00 1.00 2.00 8.00

1 1 2 1 0 0 3 8

1.00 1.00 2.00 1.00 0.00 0.00 3.00 8.00

1 1 2 1 0 1 1 7

1.00 1.00 2.00 1.00 0.00 1.00 1.00 7.00

1 1 2 1 1 1 2 9

1.00 1.00 2.00 1.00 1.00 1.00 2.00 9.00

0.00 0.00 0.00 0.00 1.00 0.00 1.00 2.00

0.00% 0.00% 0.00% 0.00% n/a 0.00% 100.00% 28.57%

0.00 0.00 0.00 0.00 1.00 0.00 1.00 2.00

0.00% 0.00% 0.00% 0.00% n/a 0.00% 100.00% 28.57%

35.5

35.50

35.5

35.50

35.00

38.75

3.75

10.71%

3.75

10.71%

79.5

79.20

78.5

78.20

77.00

82.25

5.25

6.82%

5.25

6.82%

Fiscal Year 2014 Annual Budget

Detail of Positions by Department and Division (continued) Parks and Recreation Detail of Positions

FY 2011 Authorized Position FTEs

Parks— 8100 Cypress Park—8101 Full Time Parks Superintendent*/** 1 1.00 Parks and Recreation Coordinator 1 1.00 Parks Technician 1 1.00 Parks Lead Worker 1 1.00 Maintenance Worker 5 5.00 Sub-Total Cypress Park 9 9.00 *Position reclassify to Park Administrator & transfer to Beautification-8117 **Transfer reclassified position from Beautification 8117 Mullins Park—8102 Full Time Director of Parks and Recreation Parks and Recreation Coordinator Parks Technician Parks Lead Worker Maintenance Worker Sub-Total Mullins Park

FY 2012 Authorized Position FTEs

FY 2013 Authorized Position FTEs

FY 2014 Authorized Position FTEs

Position Change # %

FTE Change #

1 1 1 1 6 10

1.00 1.00 1.00 1.00 6.00 10.00

1 1 2 1 6 11

1.00 1.00 2.00 1.00 6.00 11.00

1 1 2 1 6 11

1.00 1.00 2.00 1.00 6.00 11.00

0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00

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

1 1 2 1 6 11

1.00 1.00 2.00 1.00 6.00 11.00

1 1 2 1 6 11

1.00 1.00 2.00 1.00 6.00 11.00

1 1 2 1 6 11

1.00 1.00 2.00 1.00 6.00 11.00

1 1 2 1 6 11

1.00 1.00 2.00 1.00 6.00 11.00

0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00

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

1 1 1 4 7

1.00 1.00 1.00 4.00 7.00

1 1 1 5 8

1.00 1.00 1.00 5.00 8.00

1 2 1 5 9

1.00 2.00 1.00 5.00 9.00

1 2 1 5 9

1.00 2.00 1.00 5.00 9.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

1 1 1 1 9 13

1.00 1.00 1.00 1.00 9.00 13.00

1 2 1 1 9 14

1.00 2.00 1.00 1.00 9.00 14.00

1 3 1 1 10 16

1.00 3.00 1.00 1.00 10.00 16.00

1 3 1 1 10 16

1.00 3.00 1.00 1.00 10.00 16.00

0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00

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

1 0 1

1.00 0.00 1.00

1 0 1

1.00 0.00 1.00

1 0 1

1.00 0.00 1.00

0 1 1

0.00 1.00 1.00

(1.00) 1.00 0.00

-100.00% n/a 0.00%

(1.00) 1.00 0.00

-100.00% n/a 0.00%

Landscape—8118 Full Time Parks and Recreation Coordinator Arborist Parks Technician Parks Lead Worker Maintenance Worker Sub-Total Landscape

1 0 1 1 10 13

1.00 0.00 1.00 1.00 10.00 13.00

1 1 2 1 10 15

1.00 1.00 2.00 1.00 10.00 15.00

1 1 2 1 10 15

1.00 1.00 2.00 1.00 10.00 15.00

1 1 2 1 10 15

1.00 1.00 2.00 1.00 10.00 15.00

0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00

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

Irrigation—8119 Full Time Parks and Recreation Coordinator Parks Technician Maintenance Worker Sub-Total Irrigation

1 2 5 8

1.00 2.00 5.00 8.00

1 2 5 8

1.00 2.00 5.00 8.00

1 2 5 8

1.00 2.00 5.00 8.00

1 2 5 8

1.00 2.00 5.00 8.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Environmentally Sensitive Land—8121 Full Time Parks and Recreation Coordinator Sub-Total ESL

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

0.00

0.00%

0.00

0.00%

North Community Park—8103 Full Time Parks and Recreation Coordinator Parks Technician Parks Lead Worker Maintenance Worker Sub-Total North Community Park Neighborhood Parks—8116 Full Time Parks and Recreation Coordinator Parks Technician Parks Lead Worker Senior Office Assistant Maintenance Worker Sub-Total Neighborhood Parks Beautification—8117 Full Time Parks and Recreation Coordinator* Parks Adminstrator** Sub-Total Beautification *Reclassify position and transfer to Cypress Park-8101 **Position transfer from Cypress Park 8101

Total Parks

63.00

68.00

72.00

Recreation—8200 Activity Center—8204 Full Time Parks and Recreation Coordinator Sub-Total Activity Center

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Recreation Services—8205 Full Time Parks and Recreation Coordinator Office Assistant Sub-Total Recreation Services

4 1 5

4.00 1.00 5.00

4 1 5

4.00 1.00 5.00

4 1 5

4.00 1.00 5.00

4 1 5

4.00 1.00 5.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

City of Coral Springs, Florida

285

Detail of Positions by Department and Division (continued) Parks and Recreation (continued) Detail of Positions Summer Recreation—8208 Full Time Recreation Superintendent Sub-Total Summer Recreation Transportation—8209 Bus Driver Sub-Total Transportation Total Recreation

FY 2011 Authorized Position FTEs

FY 2013 Authorized Position FTEs

FY 2014 Authorized Position FTEs

Position Change # %

FTE Change #

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

1 1 8

1.00 1.00 8.00

1 1 8

1.00 1.00 8.00

1 1 8

1.00 1.00 8.00

1 1 8

1.00 1.00 8.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

1.00 0.00 1.00

1 0 1

1.00 0.00 1.00

1 0 1

1.00 0.00 1.00

0 1 1

0.00 1.00 1.00

(1.00) 1.00 0.00

-100.00% n/a 0.00%

(1.00) 1.00 0.00

-100.00% n/a 0.00%

1.00 0.00 2.00 2.00 5.00

1 0 2 2 5

1.00 0.00 2.00 2.00 5.00

1 0 2 2 5

1.00 0.00 2.00 2.00 5.00

1 1 1 2 5

1.00 1.00 1.00 2.00 5.00

0.00 1.00 (1.00) 0.00 0.00

0.00% n/a -50.00% 0.00% 0.00%

0.00 1.00 (1.00) 0.00 0.00

0.00% n/a -50.00% 0.00% 0.00%

Sportsplex/Tennis Sportsplex—7810 Full Time Executive Director of Sportsplex* 1 Assistant Director of Parks and Recreation 0 Sub-Total Sportsplex 1 *Reclassify Position to Assistant Director of Parks and Recreation Athletics—7812 Parks and Recreation Coordinator Parks Lead Worker Parks Technician* Maintenance Worker Sub-Total Athletics *Reclassify to Parks Lead Worker Total Sportsplex/Athletics

FY 2012 Authorized Position FTEs

1 0 2 2 5 6

6.00

0.00

0.00%

0.00

0.00%

Tennis—8400 Cypress Tennis—8401 Executive Assistant Sub-Total Cypress Tennis

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Tennis Center—8409 Full Time Parks and Recreation Coordinator Parks Lead Worker Sub-Total Tennis Center

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Total Tennis Services

3.00

0.00

0.00%

0.00

0.00%

Total Sportsplex and Tennis

9.00

0.00

0.00%

0.00

0.00%

Aquatics—8300 Cypress Pool—8301 Full Time Parks and Recreation Coordinator Parks and Recreation Associate Principal Office Assistant Total Cypress Pool

1 2 0 3

1.00 2.00 0.00 3.00

1 1 1 3

1.00 1.00 1.00 3.00

1 2 0 3

1.00 2.00 0.00 3.00

1 2 0 3

1.00 2.00 0.00 3.00

0.00 0.00 0.00 0.00

0.00% 0.00% n/a 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% n/a 0.00%

Mullins Pool—8302 Full Time Parks and Recreation Associate Total Mullins Pool

2 2

2.00 2.00

2 2

2.00 2.00

2 2

2.00 2.00

2 2

2.00 2.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

1 0 1 1 7 0 1 11

1.00 0.00 1.00 1.00 7.00 0.00 1.00 11.00

1 0 1 1 7 0 1 11

1.00 0.00 1.00 1.00 7.00 0.00 1.00 11.00

1 0 1 1 6 1 1 11

1.00 0.00 1.00 1.00 6.00 1.00 1.00 11.00

0 1 1 1 6 1 1 11

0.00 1.00 1.00 1.00 6.00 1.00 1.00 11.00

(1.00) 1.00 0.00 0.00 0.00 0.00 0.00 0.00

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

(1.00) 1.00 0.00 0.00 0.00 0.00 0.00 0.00

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

16.00

0.00

Aquatic Complex—8303 Full Time Director of Aquatics* Aquatics Manager Parks and Recreation Coordinator Parks Technician Parks and Recreation Associate Principal Office Assistant Senior Office Assistant Total Aquatic Complex *Reclassify Position to Aquatics Manager Total Aquatics

16.00

101

101.00

105

Grand Total Parks and Recreation

96.00

Sub-Total Full-Time Staff Sub-Total Part-Time Staff

783 2

783.00 1.33

787 2

787.00 1.33

800 1

16.00

105.00

105

800.00 0.63

813 1

0.00%

0.00

0.00%

105.00

0.00

0.00%

0.00

0.00%

813.00 0.63

13.00 0.00

1.63% 0.00%

13.00 0.00

1.63% 0.00%

Total Staff (Including Parkland, FL)

785

784.33

789

788.33

801

800.63

814

813.63

13.00

1.62%

13.00

1.62%

Total Staff (Excluding Parkland, FL)

752

751.33

756

755.33

768

767.63

781

780.63

13.00

1.69%

13.00

1.69%

286

Fiscal Year 2014 Annual Budget

Abbreviations and Acronyms ACS AHP A/P ARC ARRA AS/400 AWS

American Community Survey All Hazards Preparedness* Accounts payable Architectural Review Committee American Recovery and Reinvestment Act The City’s mainframe/server* Alternative Water Supply

CADD CAFR CALEA

CPI CRA CSHS CSMART CSUSA

Computer assisted design and drafting Comprehensive Annual Financial Report* Commission on Accreditation for Law Enforcement Agencies Community Development Block Grant* Community Development Block Grant - Recovery Comprehensive Emergency Management Plan Community Emergency Response Team Capital Improvement Program* Communications and Marketing City Manager’s Office Certificate of Occupancy Consolidated Omnibus Budget Reconciliation Act of 1986 Consumer Price Index Community Redevelopment Agency Coral Springs High School Coral Springs Museum of Art Charter Schools USA

DEP DHS DOE DOR DOT

Florida Department of Environmental Protection* Department of Homeland Security U.S. Department of Energy Florida Department of Revenue U.S. Department of Transportation

EDF EECBG EMS EMT ESF ESL

Economic Development Foundation Energy Efficiency and Conservation Block Grant Emergency Medical Services Emergency Medical Technician Equipment Services Fund* Environmentally Sensitive Land

FCAT FDOT FEMA FF&E FICA FIFC FPL FRA F/T FTMS FTE FY

Florida Comprehensive Assessment Test Florida Department of Transportation Federal Emergency Management Administration* Furniture, fixtures, and equipment Federal Insurance Contributions Act Florida Intergovernmental Financing Commission* Florida Power and Light Financial Research and Analysis Division Full-time Financial Trend Monitoring System Full-time equivalent* Fiscal Year*

GAAP GASB GECO GFOA

Generally Accepted Accounting Principles Governmental Accounting Standards Board Green Environmentally Conscious Organization Government Finance Officers Association

CDBG CDBG-R CEMP CERT CIP C&M CMO CO COBRA

GIC GIS GMBA GO GPS

Guaranteed Investment Contract* Geographic Information Systems Government Management Budgetary Association General Obligation Global Positioning System

HERA HR HOA HRA HTE HUD

Housing and Economic Recovery Act Human Resources Homeowners’ association Health reimbursement account The City’s main data application vendor* U.S. Department of Housing and Urban Development

ICMA ILA IRD ISDN ISF ISP IT

International City/County Management Association Interlocal Agreement* Industrial Research Development Integrated Services Digital Network* Internal Service Fund* Internet service provider Information Technology

JAG KIO LAN LEED

Justice Assistance Grant Key Intended Outcome* Local area network Leadership in Energy and Environmental Design

MBO MGD MLK M-STARS

Management and Budget Office Million gallons per day Martin Luther King Municipal Short-term Auction Rate Securities*

NSP OPEB

Neighborhood Stabilization Program Other Post Employment Benefits

PBX PD PEG PFM PI P/I PM

Private branch exchange Police Department Public, educational and governmental television Professional Facilities Management Personal income Purchasing/Inventory Performance measure*

SFWMD SHIP SOH SRF SRT SWOT SYEP

South Florida Water Management District State Housing Initiative Partnership* Save Our Homes* State Revolving Fund* (loan program) Special Response Team Strengths-Weaknesses-Opportunities-Threats Summer Youth Employment Program

TIC TIF TRIM

True Interest Cost Tax Increment Financing* Truth in Millage*

UASI WAN

Urban Area Security Initiative* Wide Area Network

*defined in the Glossary of Terms

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Glossary of Terms Abatement A partial or complete waiver of taxes, service charges or fees imposed by the city for purposes of economic development incentives. Accrual Basis of Accounting A method of accounting where revenues are recorded when service is given and expenses are recognized when the benefit is received. Activity Based Costing Assembling and recording all elements of an activity that incur costs in order to determine the unit cost of the activity. Activities are specific services as performed by a program or division. Actuarial A person or methodology that makes determinations of required contributions to achieve future funding levels that addresses risk and time. Ad ValoremTax A tax levied on the assessed value of real estate and personal property. This tax is also known as property tax. Adopted Budget The proposed budget as initially formally approved by the City Commission. All Hazards Preparedness (AHP) A special department created for projects related to hazard mitigation and emergency preparedness. Amended Budget The adopted budget as formally adjusted by the City Commission. Amortization The reduction of debt through regular payments of principal and interest sufficient to retire the debt instrument at a predetermined date known as maturity. Appropriation A specific amount of money authorized by the City Commission for the purchase of goods or services. AS400 Midrange server built by IBM and designed for small businesses and departments in large enterprises and now redesigned so that it will work well in distributed networks with Web applications. Assessed Property Value The value set upon real estate or other property by the County Property Appraiser and the State as a basis for levying ad valorem taxes. Balanced Budget A budget in which planned funds or revenues available are equal to planned expenditures. Basis Point Equal to 1/100 of one percent. If interest rates rise from 7.50 percent to 7.75 percent, the difference is referred to as an increase of 25 basis points.

288

Benchmarking Determining the quality of products, services and practices by measuring critical factors (e.g., how fast, how reliable a product or service is) and comparing the results to those of highly regarded competitors. Bond Covenants A legally enforceable promise made to the bondholders from the issuer, generally in relation to the source of repayment funding. Bond Rating A measure of an organization’s creditworthiness. The primary bond rating services—Moody’s, Fitch, and Standard & Poor’s—perform credit analyses to determine the probability of an issuer of debt defaulting partially or fully. The City recently received Aaa, AAA, and AAA bond ratings from these rating agencies, respectively. Bonds A certificate of debt issued by an entity, guaranteeing payment of the original investment, plus interest, by a specified future date. Build-out That time in the life cycle of the city when no incorporated property remains undeveloped. All construction from this point forward is renovation, retrofitting or land cleared through the demolition of existing structures. Business Plan A written document outlining how City resources will be applied to achieve the objectives determined by the Strategic Plan. Business SWAT Team A special team put together to deal with a specific issue using particular analysis tools over a short period of time. Capital Equipment Physical plant and equipment with an expected life of five years or more. Capital Expenditure The approved budget for improvements to or acquisition of infrastructure, park development, building, construction or expansion, utility systems, streets or other physical structure with an estimated cost of $5,000 or more. Capital Improvement Plan (CIP) A plan for capital expenditures to be incurred each year over a five-year period. Essentially, the plan allows for a systematic evaluation of all potential projects, specifies funding sources for all approved projects, and serves as an economic development tool. The CIP is linked to the City’s Business and Strategic Plans. Capital Lease An agreement conveying the right to use property, plant or equipment usually for a stated period of time where the lessee assumes all the risks and rewards of ownership.

Fiscal Year 2014 Annual Budget

Capitalized Interest When interest cost is added to the cost of an asset and expensed over the useful life of the asset. Chargeback Term used to describe the method to reimburse the Equipment Services Fund for the usage of an asset over its expected useful life (also known as funded depreciation). Commercial Paper An unsecured promissory note that is issued for a specific amount, maturing on a specific day. Normally, the maximum maturity is 270 days, but the most common length is 30 days. Communications Services Tax Simplification Law A law created by Florida Legislature to combine communication services revenues with a two-tiered tax composed of State and local-option tax. Community Development Block Grant (CDBG) One of the longest-running programs of the U.S. Department of Housing and Urban Development that funds local community development activities such as affordable housing, antipoverty programs, and infrastructure development. Comprehensive Annual Financial Report (CAFR) This official annual report presents the status of the City’s finances in a standardized format. The CAFR is organized by fund and contains two basic types of information: a balance sheet that compares assets with liabilities and fund balance; and an operating statement that compares revenues and expenditures. Concurrency Operating or occurring at the same time This term is commonly used to refer to the provision of adequate public facilities at the time they are needed to support new development. Adequate roads, water and sewer facilities must be in place concurrent with the impact of new development. The City and County are currently working to add public schools to the list. Concurrency only provides for public facilities necessary to serve new development and does not alleviate existing shortfalls. Conference Center Fund This fund is managed and operated under a lease agreement between the City of Coral Springs and Marriott Hotels & Resorts. The agreement states the City is responsible for furniture, furnishings, fixtures and equipment on the premises. Contingency An appropriation of funds available to cover unforeseen events that occur during the fiscal year. These funds, if not used, lapse at year end. This is not the same as fund balance. Coral Springs Charter School Fund This fund accounts for the revenues and expenses incurred in the operation of the Coral Springs Charter School. Funds are received from the state and through grants to teach approximately 1,600 students in grades six through twelve.

Coral Springs Center for the Arts Fund This is an Enterprise Fund, managed under a contract with Professional Facilities Management, Inc., and financed through a transfer subsidy from the General Fund. It accounts for the management and operation of the multipurpose 1,456 seat Coral Springs Center for the Arts Theater and the Coral Springs Museum of Fine Art. Core Service A principal service or product delivered by a program or department that is necessary to the successful operation of the city. Often, core services are part of the mission of the program or department. Cross-Functional Team A team of employees from more than one department convened to analyze problems and create strategies for process improvement that have Citywide impact. Debt Service The payment of principal and interest on borrowed funds such as bonds and loans. Debt Service Fund The debt service fund is used to account for the accumulation of resources for, and the payment of, general long-term debt principal, interest, and related costs. Defeasance A provision that voids a bond when the borrower puts cash in escrow via a refunding bond issuance sufficient to service the borrower’s debt. When a bond issue is defeased the borrower sets aside cash to pay off the bonds, therefore the outstanding debt and cash offset each other on the balance sheet and are removed from the financial statements. Deficit The excess of liabilities over assets—or expenditures over revenues—in a fund over an accounting period. Depreciation The decrease in value of physical assets due to use and the passage of time. Designated Funds that have been identified for a specific purpose. This differs from reserved funds, in that there is no legal requirement for funds that have been designated. Distinguished Budget Presentation Program A voluntary program administered by the Government Finance Officers Association to encourage governments to publish efficiently organized and easily readable budget documents and to provide peer recognition and technical assistance to the fiscal officers preparing them. Encumbrances Obligations incurred in the form of orders, contracts and similar items that will become payable when goods are delivered or services rendered. Enterprise Fund A self supporting fund designed to account for activities supported by user charges: an example is the Water and Sewer Fund.

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Environmental System Research Institute Privately held company focused on GIS solutions, software, GIS development, and other professional services to assist businesses and governments with data analysis. Equipment Services Fund (ESF) An Internal Service Fund that accounts for the operating and maintenance costs of the City’s vehicles and major equipment. Fuel, maintenance and depreciation expenses are determined on a full recovery basis for each fleet asset type. Departments reimburse this fund for these costs through interfund transfers. Equity Financing A source of revenue that comes from surpluses that are generated in previous years. When the City Equity Finances some of its CIP it reduces the amount of debt that would have to be issued. Escrow Money or property held in the custody of a third party that is returned only after the fulfillment of specific conditions. Federal Emergency Management Administration (FEMA) Agency of the US government responsible for disaster mitigation, preparedness, response, and recovery planning. Feedback Loop When a portion of the output of a system returns to the input to maintain performance, adjust or control a system. In our case, we use this term to refer to the various performance measurements of outcomes and outputs that we analyze for continuous process improvement. This formula expresses the relationship: INPUTS  OUTPUTS + OUTCOMES Fiduciary Funds Funds used to report assets held in a trustee or agency capacity for others and which therefore cannot be used to support the government’s own programs. The fiduciary fund category includes pension trsut funds, investment trust funds, private-purpose trust funds, and agency funds. FIFC Debt service activity related to a bond series of the Florida Intergovernmental Financing Commission. Financial Trend Monitoring System A management tool that pulls together information from a government’s budgetary and financial reports, combines it with economic and demographic data, and creates a series of 22 financial indicators that, when plotted over time, can be used to monitor changes in financial condition and alert the government to future problems. Fines And Forfeitures Consists of a variety of fees, fines and forfeitures collected by the State Court System, including bail forfeitures, garnishments, legal defenders recoupment and juror/witness fees. Fire Fund A special revenue fund that provides for the Fire Department, consisting of administration, prevention, suppression, inspection and communications.

290

Fiscal Year (FY) Any period of 12 consecutive months designated as the budget year. The City’s budget year begins October 1st and ends September 30th. Fixed Asset Items owned by the City that cost a considerable amount and has a useful life exceeding two years—e.g., computers, furniture, equipment and vehicles. Fleet The vehicles owned and operated by the City. (See Rolling Stock) Forfeiture The automatic loss of property, including cash, as a penalty for breaking the law, or as compensation for losses resulting from illegal activities. Once property has been forfeited, the City may claim it, resulting in confiscation of the property. Franchise Bonds Bonds for the payment of which the City’s franchise revenues are pledged. Franchise Fee Charges to utilities for exclusive/non-exclusive rights to operate within municipal boundaries. Examples are electricity, telephone, cable television, and solid waste. Full-Time Equivalent Position A part-time position converted to the decimal equivalent of a full-time position based on 2,080 hours per year. Fund A set of interrelated accounts to record revenues and expenditures associated with a specific purpose. Fund Balance The difference between assets and liabilities reported in a governmental fund at the end of the fiscal year. Gainsharing A city program, similar to corporate profitsharing, where departments and employees who contribute to cost savings or revenue enhancements may share in the resulting gain. This Fiscal Year, up to 10% of retained earnings and unappropriated fund balances in specific funds may be shared with employees. General Fund A governmental fund established to account for resources and uses of general operating functions of City departments. Resources are, in the majority, provided by taxes. General Obligation Bonds Debt issued by municipalities that are backed by the full faith and credit of the issuer. Governmental Funds Funds generally used to account for tax-supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital projects funds, and permanent funds. Guaranteed Investment Contract (GIC) A contract that provides a guaranteed return on investments over a specific period of time.

Fiscal Year 2014 Annual Budget

Health and General Insurance Funds Internal service funds set up to account for the City’s insured general liability, property, workers’ compensation, life and employee medical benefits. Homestead Exemption Pursuant to the Florida State Constitution, the first $25,000 of assessed value of a home which the owner occupies as principal residence is exempt from the property tax. HTE The City’s main data application vendor. Also known as Sungard. Inflation A rise in price levels caused by an increase in available funds beyond the proportion of available goods. Infrastructure Public domain fixed assets including roads, bridges, curbs, gutters, sidewalks, drainage systems, lighting systems and other items that have value only to the city. Integrated Services Digital Network (ISDN) Or Isolated Subscriber Digital Network, is a telephone system network that integrates speech and data on the same lines, adding features that are not available in a classic (non-digital) telephone system. Interest Income Revenue associated with the City cash management activities of investing fund balances. Interfund Reimbursement (Transfers) Administrative fees charged to other City funds (e.g. Water & Sewer Fund) for the provision of administrative and other City services. Intergovernmental Revenue Revenue received from or through the Federal, State, or County government. These include Cigarette Tax, State Revenue Sharing, Alcoholic Beverage Tax, Sales Tax (5th cent), Rebate - Municipal Vehicles. Interlocal Agreement (ILA) A contractual agreement between two or more governmental entities.

Mandate A requirement from a higher level of government that a lower level of government perform a task in a particular way or to a particular standard. Market Rate Value The appraised value assigned to property by the County Property Appraiser. Typically, this value represents “Fair Market Value” less estimated selling expenses. Mill A taxation unit equal to one dollar of tax obligation for every $1,000 of assessed valuation of property. Millage The total tax obligation per $1,000 of assessed valuation of property. Modified Accrual Basis The basis of accounting under which revenues are recognized when measurable and available to pay liabilities and expenditures are recognized when the liability is incurred except for interest on long-term debt which is recognized when due, and the noncurrent portion of accrued vacation and sick leave which is recorded in general long-term debt. The General Fund, Fire/EMS Fund, and Debt Service Fund budgets are prepared on the modified accrual basis of accounting except that encumbrances are treated like expenditures. M-STAR The rate of interest to be borne by M-STARS (either or both of the Series 2002B and Series 2002C Bonds while they bear interest at the M-STARS Rate) during each auction period. In no event may the M-STARS Rate exceed the maximum M-STARS Rate. Municipal Code A collection of laws, rules and regulations that apply to the City and its citizens. Neighborhood Services Team A program comprised of various City department team members developed to promote and strengthen the stability, development, revitalization and preservation of Coral Springs’ neighborhoods through community-based problem solving, neighborhood services and public/private cooperation.

Internal Service Fund (ISF) A fund established to account for an entity which provides goods and services to other City entities and charges those entities for the goods and services provided.

Non-Departmental Referring to activities, revenues and expenditures that are not assigned to a department.

Key Intended Outcome (KIO) The principal outcome desired from a program or activity that forms a basis for the rationale for funding the activity. They are always expressed quantitatively to ensure that discreet measurements can be made to assess the effectiveness of the activity.

Operating Lease A lease that is paid out of current operating income rather than capitalized.

Linkage A system of interconnected parts or the act of linking. In our case, this refers to the relationships between the various performance measures, objectives, goals, and Key Intended Outcomes to ensure the entire organization is working together to achieve the City’s Mission.

Operating Budget A budget for general revenues and expenditures such as salaries, utilities, and supplies.

Ordinance A formal legislative enactment by the City that carries the full force and effect of the law within corporate boundaries of the City unless in conflict with any higher form of law, such as state or federal. Outcomes Quality performance measures of effectiveness and of achieving goals. (e.g., customer satisfaction, awareness level, etc.)

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Outputs Process performance measures of efficiency and productivity. (e.g., per capita expenditures, transactions per day, etc.) Pay-as-You-Go Financing A method of paying for capital projects that relies on current tax and grant revenues rather than on debt. Pension Fund The Pension Fund accounts for the accumulation of resources to be used for retirement benefit payments to the City’s employees. Per Capita A measurement of the proportion of some statistic to an individual resident determined by dividing the statistic by the current population. Performance Budget A budget wherein expenditures are based primarily upon measurable performance of activities and work programs. Performance Measure (PM) Data collected to determine how effective and/or efficient a program is in achieving its objectives. Performance Measurement System The City’s methodology for monitoring performance measures and Key Intended Outcomes. See Quarterly Performance Report. Permit Revenue Fees imposed on construction-related activities and for the acquisition of other nonbusiness permits (e.g. dog, bicycle). Potable Water Water that is fit to drink. Present Value The discounted value of a future amount of cash, assuming a given rate of interest, to take into account the time value of money. To put it another way, a dollar is worth a dollar today, but is worth less than today’s dollar tomorrow. Privatization An act of outsourcing a program or process to a non-governmental entity. Property Tax A tax levied on the assessed value of real and personal property. This tax is also known as ad valorem tax. Proprietary Fund Enterprise and internal service funds that are similar to corporate funds, in that they are related to assets, liabilities, equities, revenues, expenses and transfers determined by business or quasi-business activities. Public Art Fund This is a special revenue fund where Public Art fees are collected during the permitting process for new construction and renovations of existing structures. Revenues are collected only from those developers who choose not to purchase and maintain public art on their own property.

Public/Private Partnership A joint project conducted with resources of the city and a private organization, generally nonprofit. Examples in Coral Springs includes the efforts of the Economic Development Foundation and Civic, Cultural and Educational Foundation. Public Service Fee A fee levied on improvements to land made after January 1st in lieu of property taxes. Quarterly Performance Report A document that collects quarterly performance achievement in each of the Key Intended Outcomes and departmental performance measures. Refunding Paying off an outstanding bond issue by using money from the sale of a new bond offering. In other words, issuing more bonds to pay off existing bonds. Reserves A portion of the fund balance or retained earnings legally segregated for specific purposes. Residual Equity Transfers Nonrecurring or nonroutine transfers of equity between funds (e.g., contribution of enterprise fund or internal service fund capital by the general fund, subsequent return of all or part of such contribution to the general fund and transfers of residual balances of discontinued funds to the general fund or a debt service fund). Resolution A legislative act by the City with less legal formality than an ordinance. Retained Earnings An account in the equity section of the balance sheet reflecting the accumulated earnings of the Water & Sewer Fund, the Self-Insurance Funds, the Equipment Services Fund, or the City Centre Fund. Revenue Bonds Bonds whose principal and interest are payable exclusively from earnings of an enterprise fund. In addition to a pledge of revenues, such bonds sometimes contain a mortgage on the enterprise fund’s property. Rolled-Back Rate The operating millage rate required to raise the same ad valorem tax revenues as were levied in the prior year, exclusive of new construction, additions to structures, deletions and property added, i.e. annexations. Rolling Stock Wheeled vehicles in the City’s fleet. Sales Tax Tax imposed on the taxable sales of all final goods Save Our Homes (SOH) Approved amendment of the State’s Constitution, by Florida voters, in 1992 and put into effect in 1995. This amendment places a limitation of 3% on any annual assessment increases on Homestead Properties in Florida. Self Insurance Fund This internal service fund is used to centrally manage the employee health and life insurance benefit packages, the workers’ compensation program, and the City’s insurance coverage of real and personal property.

292

Fiscal Year 2014 Annual Budget

Special Assessment A compulsory levy made against certain properties to defray part or all of the cost of a specific improvement or service deemed to primarily benefit those properties. Special Revenue Fund A fund used to account for revenues legally restricted to expenditures for a particular purpose. An example is the Fire Rescue Fund. State Housing Initiatives Partnership (SHIP) A program that provides funds to local governments as an incentive to create partnerships that produce and preserve affordable homeownership and multifamily housing. Designed to serve very low, low, and moderate income families. State Revolving Fund (SRF) A low interest loan program from the Florida Department of Environmental Protection (DEP) for planning, designing, and constructing drinking water and wastewater projects. Sterling Award The Governor of the State of Florida created a program in 1993 to recognize Florida corporations for quality and organizational excellence. It is based on the criteria established for the national Malcolm Baldrige Award. Strategic Plan A document outlining long-term goals, critical issues and action plans which will increase the organization’s effectiveness in attaining its mission, priorities, goals and objectives. Strategic planning starts with examining the present, envisioning the future, choosing how to get there, and making it happen. Tax Increment Financing (TIF) A funding source used in blighted areas designated by the City for redevelopment. The public improvements required for the project is financed with the incremental taxes generated by the increase in the assessed valuation of the new development. Taxable Value The assessed value less homestead and other exemptions, if applicable. Total Quality Management (TQM) A management philosophy that emphasizes customer satisfaction, continual incremental improvement, teams and employee training as critical elements to an organization’s long-run success. Transport Fees The cost to provide ambulance transportation to patients from home to hospital. True Interest Cost (TIC) A method of calculating bids for new bond issues of municipal securities that takes into consideration the time value of money of the amount of interest adjusted by the amount of premium or discount bid over the life of the bonds. Trust and Agency Funds These funds are used to account for assets held by the City in a trustee capacity or as an agent for individuals, private organizations, other governments and/or other funds.

Truth in Millage (TRIM) The Florida Truth in Millage Act (TRIM) requires a specific method of tax rate calculation, form of notice, public hearing requirements and advertisement specifications prior to the adoption of a budget tax rate. The effect of TRIM is to inform taxpayers that their property taxes are changing (up or down), the cause (a change in the assessed value of their property and/or an increase in the proposed spending level) and how the proposed new tax rate compares to the rate that would generate the same property tax dollars as the current year (the “rolled-back” rate). Unappropriated Not obligated for specific purposes. (See Undesignated) Undesignated Without a specific purpose. (See Unappropriated) Unencumbered The portion of an allotment not yet expended or encumbered. Urban Area Security Initiative (UASI) A federal grant program that provides funding support for target-hardening activities to nonprofit organizations. The program seeks to promote coordination and collaboration in emergency preparedness activities among public and private community representatives, state and local government agencies, and Citizen Corps Councils. Useful Life The period of time that a fixed asset is able to be used. This can refer to a budgeted period of time for an equipment class or the actual amount of time for a particular item. User Fees Charges for expenses incurred when services are provided to an individual or groups and not the community at large. The key to effective utilization of user fees is being able to identify specific beneficiaries of services and then determine the full cost of the service they are consuming (e.g. building inspections). Fees are traditionally charged under the following circumstances: • Service is supplied to an individual or group • Benefits accrue to an individual or group • Service can be withheld from individuals who refuse to pay • Cost can be passed on to the ultimate beneficiary • Degree of utilization can be measured • Use of service is voluntary Utility Service Tax Taxes levied on consumer consumption of utility services provided in the City. The tax is levied as a percentage of gross receipts. Variable Rate A rate of interest subject to adjustment (e.g., the rate of interest specified may be a percentage of the prime rate on certain set dates.) Vision 2000 A committee of elected officials and residents that completed a long-range strategic plan for the City services in 1985 and 1993.

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Water & Sewer Fund (W&S) An enterprise fund established to account for the resources and uses of the Utilities function of the City and is prepared on the full accrual basis of accounting. The Utilities function consists of the provision of a clean water source and the proper disposal of wastewater. The Water & Sewer Fund is an enterprise fund and as such receives its revenues from charges levied for the provision of services to users. Wetlands Mitigation Any action required to reduce the impact of development on a wetland. Mitigation actions may include creation of new wetlands or improvement of existing wetlands. Mitigation may occur on the site of the development or at some other site. Working Capital A financial metric which represents operating liquidity available to a business. It is calculated as current assets minus current liabilities. Zero Lot Line A form of single family residential development in which one or more sides of the home rest directly on the property line. Sources: Bailey, Larry P.; Governmental GAAP Guide; Harcourt Brace; 1994. Bland, R; Budgeting-A Guide for Local Governments, ICMA, 1997. Government Finance Officers Association; Governmental Accounting, Auditing and Financial Reporting; GFOA, 1994. Websterâ&#x20AC;&#x2122;s II: New Riverside University Dictionary; Houghton Mifflin Company, 1994.

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Note: Departments and funds are bold to help the reader locate them easier.

Index A

Abbrevia ons and Acronyms 287 Ad Valorem Taxes 42 Millage rates 42 Opera ng Millage Rate Comparison 29 Tax Rate 29 Voter Approved Debt Service Millage Rate 29 Awards and Special Recogni ons 2

Calendar See “Budget Calendar” 28 Capital Improvement Program 72 Capital expenditure Fiscal Years 2014-2019 72 Capital Improvement Summaries All Funds by Funding Source 78, 79 General Fund by Funding Source 82 CIP funding sources 74 CIP Funding Sources 74 CIP Policies 246 Impact on Opera ng Budget 75 Major Capital Projects by Department 80 Major Capital Projects by Loca on 81 Center For The Arts/Theater/Museum CIP by funding source 215 Charts and Graphs 2014-2015 Short-Range Transporta on Improvement Plan 107 Accidents at Major Intersec ons 139 Appropriated Funds Budget 33 Athle c League Par cipants 138 Budget award 2 Budget Process Map 152 Building permit revenue 125 Building permit revenues 83 Capital expenditure 72 CIP funding sources 74 CIP impact on the opera ng budget 75 CityHelpDesk Responses: Comparison Chart 226 City’s unemployment rate lowest since September 2008 91 Combined Budget Summary 33 Communica on service tax revenue 125 Communica ons services tax revenues 84 Computer Rep. Program contribu ons and expenses 73 Crime Rate 137 Customer Sa sfac on 138 Debt Service Fund total expenditures 67 Debt Service Fund total revenues 67 Debt service millage rate 29 Department Revenue, Expenditure and Posi on Summary 157 Electric u lity franchise fee Revenues 84 Electric u lity service tax revenues 84 Employee Produc vity 139 Employee Sa sfac on 138 Fire Assessment fee for single-family homes remains low 130 Fire Assessment rate comparison 50 Fire Fund total expenditures 49 Fire Fund total revenues 48 Five-Year Forecast: General Fund 85, 126 Fleet replacement cost 76, 77 Franchise fees 43 Fund Structure Overview 34, 35

B Benchmarking 227 Budget Award 2 Calendar 28 Highlights 29 Major Policy Considera ons 32 Process Amending 27 Approving 27 Crea on 24 Environment 24 Format 26 Methodology 25 Monitoring 27 Review Process 25 Staﬀ 22 Where the Money Comes from by Source 38 Where the Money Goes by Line Item Category 38 Where the Money Goes by Type of Program 38 Budget Highlights 29 Budget in Brief 29 Budget Ordinance 238 Budget Process Overview 24 Budget Resolu on 236 Budget Summary Tables Coral Springs Charter School Fund 58 Debt Service Fund 66, 67 Equipment Services Fund 60, 61 Fire Fund 47 General Fund 39 General Insurance Fund 56, 57 Health Fund 54, 55 Pension Fund 63, 64, 65 Public Art Fund 59 Solid Waste Fund 65 Water and Sewer Fund 51 Building. See Development Services Business Plan Ini a ves. See Ini a ves Business Sa sfac on Survey Results 222

City of Coral Springs, Florida

295

FY 2014 Capital projects financed via grants 77 General Fund total expenditures 45 General Fund total revenues 42 Half-cent sales tax revenue 125 Half-cent sales tax revenues 83 ICMA comparison: Dispatched police calls 228 ICMA comparison: Employee turnover rate 229 ICMA comparison: Fleet ra ng for quality of services 228 ICMA comparison: FTE per 1,000 - Number of sworn officers 228 ICMA comparisons 227 ICMA comparison: Youth programs as percent of all recrea on programs 229 Long-Range Transporta on Improvement Plan 108 Major Capital Projects by Department 80, 81 Median single-family home values 94 Millage rates 42 Net budgeted expenditures 37 Net budgeted revenues 36 Non-Residen al Property Values 137 No use of reserves in FY 2014 General Fund budget 122 Opera ng millage rate 29 Opera ng millage rate comparison 29, 30, 31 Organiza on Chart 15 Percent change in CPI 92 Projects funded via General Fund opera ng capital 75 Property tax revenue trend 124 Residen al Property Values 137 Residen al Survey Trends 220 Revenue bond debt principal and interest payments for Fiscal Year 2012 68 School Overcrowding 139 SRF Loan 71 State shared revenues 83 Tax rate 29 Total Posi ons By Department 270 U.S. Treasuries interest rate yield curve 92 U lity service taxes 43 Volunteers in Government 138 Water and Sewer Fund forecasted debt service 129 Water and Sewer Fund total expenses 53 Water and Sewer Fund total revenues 52 Water and Sewer residen al bill comparison 129 Where the Money Comes from by Source 38 Where the Money Goes by Line Item-GF 38 Where the Money Goes by Type of Program 38 CIP funding sources 74 City A orney Core Processes and Outputs; Mission; Org Chart 174 Expenditures by Program/Category 175 New Ini a ves 174 Performance Measures 175 Staff 274 City Clerk Core Processes and Outputs 160 Mission; Org Chart 159 Staff 273

296

City Commission Core Processes 158 Expenditures by Program/Category 158 Mission; Org Chart 158 CityHelpDesk Responses 226 City Manager’s Le er 9 City Manager’s Office CIP by funding source 162 Core Processes and Outputs; Mission; Org Chart 159 New Ini a ves 161 Revenues and Expenditures by Program and Category 160 Staff 273 Code Enforcement. See Development Services Combined Budget Summary 33 Communica ons and Marke ng Core Processes and Outputs 160 Mission; Org Chart 159 Community Development. See Development Services Composite Indicators 137 Computer Repl Prog Contribu ons and Expenses 73 Coral Springs Awards and Special Recogni ons 232 Bond Ra ngs 16 Budget Ordinance 238 Budget Resolu on 236 City Manager’s Le er 9 Core Values 14 Demographics 16 Educa on 16 Fire Assessment Fee 16 History 18 Land Use 16 Net Budgeted Expenditures 37 Net Budgeted Revenues 36 Service Sta s cs 17 Solid Waste Fee 16 Staff Detail of Posi ons by Department and Division 273 Total City Staff 17 Total Posi ons By Department 270 Strategic Priori es 13 Tax Rate 16, 29 Coral Springs at a Glance 16 Coral Springs Center for the Arts Core Processes and Outputs; Mission 214 Revenues and Exp by Program/Category 214 Service Sta s cs 17 Coral Springs Charter School Core Processes and Outputs; Mission 216 Revenues and Exp by Program/Category 216 Service Sta s cs 17 Coral Springs Charter School Fund Budget Summary 58 Core Processes and Outputs City A orney 174 City Manager’s Office 159 Coral Springs Center for the Arts 214

Fiscal Year 2014 Annual Budget

Performance Measures 198 Revenue and Expense Summary Table 62 Revenues 61 Revenues and Exp by Program/Category 196 Staﬀ 283

Coral Springs Charter School 216 Development Services 176 Economic Development 187 EMS/Fire 188 Financial Services 167 General Insurance Fund 168 Human Resources 163 Informa on Services 171 Parks and Recrea on 204 Police 182 Public Works 194 Core Values 14 Cross-Func onal Teams 230 Customer Requirements Analysis 218

D Debt Management 69 Capital Revenue Bonds/Notes 70 Future Debt Issues 71 General Obliga on Debt 69 Revenue Bonds 70 Water/Sewer Revenue Bonds 71 Debt Management Policies 247 Debt Service Fund Budget Summary 66, 67 Fund Balance Table 258 Revenue and Exp Summary Table 68 Debt Service Maturity Schedules 259, 260 Capital Revenue Bond 261 Franchise Revenue Bond 260 General Obliga on Bonds 262, 263 State Revolving Fund Loan (SRF) 264, 265, 266, 267 Water and Sewer Revenue Bonds 268, 269 Debt Service Millage Rate 29 Demographic Trends 97 Department Performance Levels 157 Department Performance Measurements Summary 133 Department Revenue/Exp/Posi on Summary 157 Development Services CIP by funding source 181 Core Processes and Outputs; Mission; Org Chart 176 New Ini a ves 178 Performance Measures 179 Revenues and Exp by Program/Category 178 Staﬀ 276 Downtown Coral Springs 94

E Economic Analysis 90 Economic Development 93 Core Processes and Outputs; Mission; Org Chart 187 Emerging Issues 96 Equipment Services Fund Budget Summary 60, 61 Capital 200, 202, 203 CIP by funding Source/total project cost 200 Core Processes and Outputs; Mission; Org Chart 194 Expenses 62

Financial Condi on 31 Financial Services Core Processes and Outputs; Mission; Org Chart 167 Performance Measures 170 Revenues and Exp by Program/Category 169 Staﬀ 275 Financial Strategy 122 Fire Assessment Rate Comparison 50 Fire/EMS Capital Fire 193 CIP by funding source 192 Core Processes and Outputs; Mission; Org Chart 188 New Ini a ves 189 Performance Measures 191 Revenues and Exp by Program/Category 190 Service Sta s cs 17 Staﬀ 281 Fire Fund 130 Budget Summary 47 Capital 193 Descrip on 48 Expenditures 49 Fire Assessment Rate Comparison 50 Fire Fund revenue and exp summary 49 Fund Balance Table 253 Rate Schedule 48 Revenues 48 Fire Fund Balance Table 253 Fiscal Year 2013 Ini a ve Summary 140 Fiscal Year 2013 KIO Summary 132 Fiscal Year 2014 Capital Improvement Program 127 Five-Year Forecast 126 Five-Year Forecast-GF 85 Fixed-Assets Accoun ng Policies and Procedures 249 Fleet replacement cost 76 Fleet Replacement Program Contribu ons and Expenses 73 Franchise Fees 43 Full- me posi ons added in Fiscal Year 2014 30 Fund Balance Overview 251 Fund Balance Tables Debt Service Fund 258 Fire Fund 253 General Fund 252 General Insurance Fund 256 Health Fund 255 Water and Sewer Fund 254 Fund Budget Overview General Fund 42 Fund Structure Overview 34, 35 Future Debt 127

City of Coral Springs, Florida

297

G General Fund Capital Summary 82 Descrip on 42 Expenditures 44 Five-Year Forecast 86 Franchise fees 43 Fund Balance Table 252 Millage rates 42 Revenue and exp summary table 44 Revenues 42 U lity service taxes 43 General Insurance Fund Budget Summary 56, 57 Core Processes and Outputs 168 Fund Balance Table 256 Mission; Org Chart 167 Revenue and Expense Summary Table 57 Revenues and Expenses by Program/Category 169 Glossary of Terms 288

H Health Fund Budget Summary 54, 55 Fund Balance Table 255 Revenue and Expense Summary Table 55 Revenues and Expenses by Program/Category 165 Historical Advisory Commi ee 21 Mission Statement 21 History of Coral Springs 18 How To Use This Book 3 Human Resources CIP by funding source 162, 166 Core Processes and Outputs; Mission; Org Chart 163 New Ini a ves 164 Performance Measures 166 Revenues and Exp by Program/Category 165 Staﬀ 274

I Informa on Services CIP by funding source/total project cost 173 Core Processes and Outputs; Mission; Org Chart 171 Performance Measures 173 Revenues and Exp by Program/Category 172 Staﬀ 276 Ini a ves 50th Anniversary Celebra on 111 Aqua c Complex Entryway 113 Atlan c Boulevard Entryway 113 Car Club 112 CDBG Ac on Plan 116 City Branding Phase II—Implementa on 120 Commercial Recycling Study 116 Community Beau fica on Award 113 Corporate Park Drainage Study 106

298

Crime Scene Inves gator 102 Cypress Hall Renova on 110 Dangerous Intersec on Safety Program 103 Development Services Outreach Program 106 Downtown Parking Study 106 Downtown Pathways 111 Downtown Redevelopment 108 Economic Development Strategic Plan Implementa on 109 Electronic Permi ng Feasibility Study 106 Employee Wellness and Rewards Strategy 119 Enhance Li er Removal 114 Enhance Recycling Program 115 Enhance Sports Commission Resources 110 Enterprise So ware 120 Event Cross Promo on Pilot 110 Explore Addi onal Grant Opportuni es 119 Fire Sta on 43 and 95 Design 101 Fuel System for Emergency Power Generators 102 Half-marathon and 5K Run/Walk 111 Hazardous Waste Collec on 117 Health and Wellness Program 119 Ini a ve Summary- FY 2013 140 Ini a ve Summary- FY 2014 148 Internal Auditor 121 IT Infrastructure Moderniza on 120 Job Outreach Database 109 Median Master Plan 117 Mullins Park Revitaliza on—Phase III 116 Mul -cultural Events 112 Municipal Complex 105 NW Broward Consor um for Planning Transporta on Improvements 107 Park Security Cameras 101 Playground Equipment Replacement Program 103 Public Safety Dispatch Equipment Upgrade 103 Public Safety Technology Upgrade 104 Replace Pedestrian Footbridge on 87th Avenue 102 Royal Palm Entryway Construc on 117 Sample Road Enhancement Study 107 SharePoint Implementa on 118 Social Media Plan 118 Street Ligh ng Improvements (2012-2014) 102 Teen Poli cal Forum 111 Traﬃc Management 108 University Drive/Cardinal Road Gateway Park 113 U lity Maintenance 115 West Side Master Plan 119 White Fly Remedia on Grants 115 Investment Policies 248

K Key Intended Outcome Analysis 131 Key Tools 3

L Legisla ve Issues 95

Fiscal Year 2014 Annual Budget

M Major Capital Projects by Department 80, 81 Major Funds 34 Management and Budget Oﬃce 22 Managing Debt and Equity 126 Map, Strategic Plan and Perf Measurement Process 152 Market Environment 90 Measuring Results 131 Millage rates 29, 42 Mission City A orney 174 City Commission 158 City Manager’s Oﬃce 159 Coral Springs Center for the Arts 214 Coral Springs Charter School 216 Development Services 176 Economic Development 187 Financial Services 167 Fire/EMS 188 General Insurance Fund 167 Health Fund 163 Human Resources 163 Informa on Services 171 Parks and Recrea on 204 Police 182 Public Works 194 Equipment Services 194 U li es 194 Museum of Art Service Sta s cs 17

N Neighborhood Mee ngs 225 Net Budget See “Fund Structure Overview” 34, 35 Summary of net budgeted expenditures 37 Summary of net budgeted revenues 36 New Ini a ves. See Ini a ves

O Ongoing Ini a ves. See Ini a ves Opera ng millage rate 29 Ordinance 238 Organiza on Chart City A orney 174 City Commission 158 City Manager’s Oﬃce 159 Citywide 15 Development Services 176 Economic Development 187 Financial Services 167 General Insurance Fund 167 Fire/EMS 188 Human Resources 163 Health Fund 163 Informa on Services 171

Parks and Recrea on 204 Police 182 Public Works 194 Equipment Services 194 U li es 194 Organiza on of This Book 3 Outstanding Debt Capital Revenue Bond 261 Franchise Revenue Bond 260 General Obliga on Bonds 262, 263 State Revolving Fund Loan (SRF) 264, 265, 266, 267 Water and Sewer Revenue Bonds 268, 269

P Parks and Recrea on CIP by funding source 210 Core Processes and Outputs; Mission; Org Chart 204 New Ini a ves 205 Performance Measures 216 Revenues and Exp by Program/Category 206, 207 Service Sta s cs 17 Staff 285 Pension Fund Budget Summary 63, 64, 65 Pension Status 129 Performance Budget Overview 154 Performance Measurement Policies 245 Performance Measures City A orney 175 City Manager’s Office 161 Composite Indicators 137 Department Performance Measurements 133 Development Services 179 Financial Services 170 Fire/EMS 191 Fiscal Year 2013 KIO Summary 132 Human Resources 166 Informa on Services 173 Key Intended Outcomes 101, 105, 110, 113, 118 Parks and Recrea on 208, 216 Police 185 Public Works 198 Police CIP by funding source 186 Core Processes and Outputs; Mission; Org Chart 182 Performance Measures 185 Revenues and Exp by Program/Category 184 Service Sta s cs 17 Staff 278 Policies 243 Capital Improvement Program Policies 246 Debt Management Policies 247 Financial Reserve Policies 243 Fixed-Assets Accoun ng Policies and Procedures 249 Investment Policies 248 Performance Measurement Policies 245 Revenue Policies 248 Use of Surplus Policies 245

City of Coral Springs, Florida

299

Process Improvement Teams 230 Cross-Func onal Teams 230 Special Department Teams 231 Property Tax Millage Rate 16 Public Art Fund Budget Summary 59 Public Works CIP by funding source 199 Core Processes and Outputs; Mission; Org Chart 194 New Ini a ves 195 Performance Measures 198 Revenues and Exp by Program/Category 196 Service Sta s cs 17 Staﬀ 283

R Real Estate Trends 93 Recogni ons See “Awards and Special Recogni ons” 232 Replacement programs Computer Repl. Prog. contribu ons and expenses 73 Fleet Repl. Prog. contribu ons and expenses 73 Residen al Sa sfac on Survey Results 218 Resolu on See “Budget Resolu on” 236 Revenue/Expenditure/Posi on Summary 157 Revenue Outlook 124 Revenue Policies 248 Revenues and Exp by Program/Category Center for the Arts 214 Coral Springs Charter School 216 Development Services 178 Financial Services 169 Fire/EMS 190 General Insurance Fund 169 Health Fund 165 Human Resources 165 Informa on Services 172 Parks and Recrea on 206, 207 Police 184 Public Works 196 Revenue Trends 83

S Sample Performance Budget Page 155 Service and Opera ons Strategy 100 Service Sta s cs 17 Solid Waste 127 Special Department Teams 231 Special Recogni ons See “Awards and Special Recogni ons” 232 Staﬃng 270 Detail of Posi ons By Department 273 Summary of Posi on Counts 270 Total City Staﬀ 17 Total Posi ons By Department 270 State Revolving Fund Loan (SRF) 264, 265, 266, 267

300

Strategic Plan and Perf Measurement Process Map 152 Strategic Priori es 13 A Family-Friendly Community 101 An Ac ve, Healthy Community 110 An A rac ve Community 113 A Professional, High-Performing Organiza on 118 A Thriving Business Community 105 Summary Tables. See Budget Summary Tables Surplus Policies 245 Survey Results Business 222 Employee 224 Neighborhood Mee ngs 225 Residen al 218 SWOT 223 Sustainability Indicators 131 SWOT 223

T Table of Contents Main 4 Tables and Illustra ons 6 Technology 94 Total City Staﬀ 17 Transporta on CIP by funding source 200 Tree Trust Fund Capital 211, 212, 213 CIP by funding source/total project cost 211, 212, 213

U U li es Service Sta s cs 17 Staﬀ 284 U lity Service Taxes 43

V Voter-approved debt service millage rate 29

W Water and Sewer 128 Water and Sewer Fund Budget Summary 51 CIP by funding source 201 Descrip on 52 Expenses 52 Fund Balance Table 254 Revenue and Expense Summary Table 53 Revenues 52 Water and Sewer Fund revenue and exp summary 53 Water/wastewater bill 52 Workforce Analysis 224

Fiscal Year 2014 Annual Budget