Business Plan Fiscal Year 2014 by City of Coral Springs

CELEBRATING 50 YEARS OF EVERY THING UNDER THE SUN

Business Plan Fiscal Year 2014

To:

The Honorable City Commission

From:

Erdal Dönmez, City Manager

Subject:

City Commission Business Planning Workshop

Date:

July 24, 2013

Copy:

John J. Hearn. City Attorney Josephine Chavez, City Clerk

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 proposed Business Plan for Fiscal Year 2014, which is the first Business Plan 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 following Business Plan is our “community contract” for the coming fiscal year, we consider it the means to an ongoing dialogue with our residents. As the first of the two action plans, the FY 2014 Business Plan contains numerous tangible initiatives the City will undertake to move it closer to its vision of being the premier community in which to live, work, and raise a family. 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 I’m sure you 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 reducing spending; 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. CITY OF CORAL SPRINGS, FLORIDA • OFFICE OF THE CITY MANAGER 9551 W. Sample Rd. • Coral Springs, FL 33065 • 954-344-5906 • Fax 954-344-1043 • edonmez@coralsprings.org

In fact, the proactive actions taken by the City has 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 1,402 as of April 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 7.2%, as of April 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.

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

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 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 has 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 two points.

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

Balancing the Budget Without the Use of Reserves

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:

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

$4.00

$3.55

$3.50 $ Millions

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%.

$3.00 $2.50 $2.00 $1.75

$1.65

$1.50

Budget

$1.00

• 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.

$0.50

Actual

$0.00

$0.00 FY 2010

FY 2011

FY 2012

Original Strategy

FY 2013

$0.00 FY 2014

Actual

• 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 single-family homeowner. • As called for in the City Ordinance, user fees will increase by 4.9% which is the rate of inflaƟon over the past two years. • The residenƟal Solid Waste Assessment will decline from $227.16 in FY 2013 to $220.92, the lowest it’s been since FY 2007. • 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.

Key Initiatives for the Coming Year While the Business Plan includes economic data as well as the City’s budget process and methodology, most importantly it includes staff’s proposals for 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 28 new initiatives, as well as 25 ongoing initiatives, contained within the Business Plan 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 initiatives and ongoing initiatives contained within the Business Plan that supports this Strategic Priority include:

• Nineteen 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 Charter School remains highly rated. 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 initiatives and ongoing initiatives contained within the Business Plan that supports this Strategic Priority include:

• Encouraging business development and redevelopment by redesigning the Economic Development Foundation (EDF) web site, create an economic development strategic plan, and establish an economic incentive account. 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. • 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 initiatives and ongoing initiatives contained within the Business Plan that supports this Strategic Priority include:

• Focus on leisure, cultural, recreational, and sporting activities and events that infuse event dollars into the local economy. • We will continue to enjoy our many multi-cultural events with events throughout the year as well as celebrate the City’s 50th birthday. • 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 initiatives and ongoing initiatives contained within the Business Plan that supports this Strategic Priority include:

• Con nuing to address the aesthe c 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 con nue this year with fer lizing and tree trimming, as well as with plan ng 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 incen ves and exploring methods of encouraging recycling within the mul -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 initiatives and ongoing initiatives contained within the Business Plan that supports this Strategic Priority include:

• Con nuing to invest in our vital informa on technology infrastructure, which was cri cally behind industry standards. • Improve the communica on with our customers by developing a plan to more eﬀec vely u lize our various social media pla orms. 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!”

Respec ully Submi ed,

Erdal Dönmez City Manager

Fiscal Year 2014 Business Plan

The City of Coral Springs

Business Plan Fiscal Year 2014

To be the premier community in which to live, work, and raise a family.

City Commission Mayor Vincent M. Boccard Vice Mayor Tom Powers Commissioner Claudette Bruck Commissioner Dan Daley Commissioner Larry Vignola Business Planning Team Robert Goehrig, Director of Budget, Strategy and Communications 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

Senior Management Team Erdal Dรถnmez, City Manager John Hearn, City Attorney Susan Grant, Deputy City Manager Jennifer K. Bramley, Deputy City Manager Josephine Chavez, City Clerk Mark Curran, Fire Chief Rick Engle, Director of Parks and Recreation Robert Goehrig, Director of Budget, Strategy and Communications Melissa Heller, Director of Financial Services Susan Hess, Director of Development Services Curlie Matthews, Director of Information Services Richard Michaud, Director of Public Works Dale Pazdra, Director of Human Resources Anthony Pustizzi, Chief of Police

Cover design by Christine Parkinson Jahrsdoerfer

City of Coral Springs, Florida

Table of Contents Introduc on ..........................................................................................................................................9 Market Environment ...........................................................................................................................10 Overview ......................................................................................................................................10 Economic Analysis ........................................................................................................................10 Real Estate Trends ........................................................................................................................13 Economic Development ...............................................................................................................13 Downtown Coral Springs ..............................................................................................................14 Technology ...................................................................................................................................14 Legisla ve Issues ..........................................................................................................................15 Emerging Issues ............................................................................................................................16 Demographic Trends ....................................................................................................................17 Service and Opera ons Strategy ........................................................................................................21 A Family-Friendly Community .............................................................................................................22 New Ini a ves..............................................................................................................................22 Park Security Cameras...........................................................................................................22 Fire Sta on 43 and 95 Design................................................................................................22 Fuel System for Emergency Power Generators .....................................................................23 Replace Pedestrian Footbridge on 87th Avenue ...................................................................23 Crime Scene Inves gator.......................................................................................................23 Ongoing Ini a ves .......................................................................................................................23 Street Ligh ng Improvements (2012-2014) ..........................................................................23 Playground Equipment Replacement Program (2012-2014) .................................................24 Public Safety Dispatch Equipment Upgrade (2013-2014) .....................................................24 Public Safety Technology Upgrade (2013-2014)....................................................................25 A Thriving Business Community..........................................................................................................26 New Ini a ves..............................................................................................................................26 Municipal Complex ...............................................................................................................26 Lead Department: City Manager’s Oﬃce ............................................................................26 Opera ng Expenses: Exis ng ................................................................................................26 Development Services Outreach Program ............................................................................27 Downtown Parking Study ......................................................................................................27 Corporate Park Drainage Study .............................................................................................27 Electronic Permi ng Feasibility Study ..................................................................................27 Sample Road Enhancement Study ........................................................................................28 Ongoing Ini a ves .......................................................................................................................28 NW Broward Consor um for Planning Transporta on Improvements (2012-2014) ............28 Traﬃc Management (2010-2014)..........................................................................................29 Downtown Redevelopment (2013-2014) ..............................................................................29 Economic Development Strategic Plan Implementa on (2013-2014) ..................................30 Job Outreach Database (2010-2014).....................................................................................30 An Ac ve, Healthy Community ...........................................................................................................31 New Ini a ves..............................................................................................................................31 Enhance Sports Commission Resources ................................................................................31 Cypress Hall Renova on ........................................................................................................31 Event Cross Promo on Pilot ..................................................................................................31 Ongoing Ini a ves .......................................................................................................................32 50th Anniversary Celebra on (2012-2014) ...........................................................................32 Downtown Pathways (2012-2014) ........................................................................................32 Half-marathon and 5K Run/Walk (2013-2014) ......................................................................32 Teen Poli cal Forum (2009-2014) .........................................................................................32 Mul -cultural Events (2005-2014) ........................................................................................33

Fiscal Year 2014 Business Plan

An A rac ve Community....................................................................................................................34 New Ini a ves..............................................................................................................................34 University Drive/Cardinal Road Gateway Park ......................................................................34 Community Beau fica on Award .........................................................................................34 Aqua c Complex Entryway ...................................................................................................34 Atlan c Boulevard Entryway .................................................................................................34 Enhance Li er Removal.........................................................................................................35 PROPOSED LITTER CONTROL PROGRAM...............................................................................35 White Fly Remedia on Grants ..............................................................................................36 U lity Maintenance ..............................................................................................................36 Enhance Recycling Program ..................................................................................................36 Commercial Recycling Study ................................................................................................37 Ongoing Ini a ves .......................................................................................................................37 Mullins Park Revitaliza onâ&#x20AC;&#x201D;Phase III (2013-2014)...............................................................37 CDBG Ac on Plan (2011-2014) .............................................................................................37 Median Master Plan (2013-2014) .........................................................................................38 Royal Palm Entryway Construc on (2013-2014) ...................................................................38 Hazardous Waste Collec on .................................................................................................38 A Professional, High-Performing Organiza on ...................................................................................39 New Ini a ves..............................................................................................................................39 Social Media Plan ..................................................................................................................39 SharePoint Implementa on ..................................................................................................39 West Side Master Plan ..........................................................................................................40 Health and Wellness Program ...............................................................................................40 Employee Wellness and Rewards Strategy............................................................................40 Explore Addi onal Grant Opportuni es................................................................................40 Ongoing Ini a ves .......................................................................................................................41 IT Infrastructure Moderniza on (2013-2014) .......................................................................41 City Branding Phase IIâ&#x20AC;&#x201D;Implementa on (2013-2014)..........................................................41 Enterprise So ware (2013-2014) ..........................................................................................41 Internal Auditor (2012-2014) ................................................................................................42 Financial Strategy ................................................................................................................................43 Revenue Outlook ..........................................................................................................................45 Five-Year Forecast ........................................................................................................................47 Managing Debt and Equity ...........................................................................................................47 Future Debt ..................................................................................................................................48 Fiscal Year 2014 Capital Improvement Program...........................................................................48 Solid Waste ...................................................................................................................................48 Water and Sewer ..........................................................................................................................49 Pension Status ..............................................................................................................................50 Fire Fund ......................................................................................................................................51 Measuring Results ...............................................................................................................................53 Quarterly Performance Review ....................................................................................................53 Key Intended Outcome Analysis ...................................................................................................53 Supplier and Partner Performance Data ......................................................................................53 Sustainability Indicators ...............................................................................................................53 Composite Indicators ...................................................................................................................59 Fiscal Year 2013 Ini a ve Summary .............................................................................................62 Summary of Fiscal Year 2014 Ini a ves .......................................................................................70 Appendices ..........................................................................................................................................73

City of Coral Springs, Florida

Tables and Illustrations Market Environment Largest Metropolitan Sta s cal Areas in terms of economic ac vity (i.e., Real GDP) ................11 City’s unemployment rate lowest since September 2008 ............................................................11 Percent change in CPI ...................................................................................................................12 U.S. Treasuries interest rate yield curve .......................................................................................12 Median single-family home values ...............................................................................................14 People of Hispanic origin may be of any race ..............................................................................17 Popula on age .............................................................................................................................17 Families make up most households .............................................................................................17 Household trends .........................................................................................................................18 Place of birth ................................................................................................................................18 Language spoken at home ...........................................................................................................18 Housing ........................................................................................................................................18 Educa onal a ainment ................................................................................................................19 School enrollment (age 3 and older) ............................................................................................19 Median household income...........................................................................................................19 Popula on below poverty level....................................................................................................19 Service and Opera ons Strategy City of Coral Springs’ Business Model ..........................................................................................21 A Thriving Business Community Key Intended Outcomes ...............................................................................................................26 2014-2015 Short-Range Transporta on Improvement Plan ........................................................28 Long-Range Transporta on Improvement Plan............................................................................29 Financial Strategy Property tax revenue trend ..........................................................................................................45 Communica on service tax revenue ............................................................................................46 Half-cent sales tax revenue ..........................................................................................................46 Building permit revenue ...............................................................................................................46 Five-Year Forecast: General Fund ................................................................................................47 Water and Sewer Fund forecasted debt service ..........................................................................50 Water and Sewer residen al bill comparison...............................................................................50 Fire Assessment fee for single-family homes remains low ...........................................................51 Measuring Results Fiscal Year 2013 KIO Summary .....................................................................................................54 Department Performance Measurements ...................................................................................55 Appendices Staﬃng Changes ...........................................................................................................................74 Full- me posi ons added in Fiscal Year 2014 ..............................................................................74 Net full- me posi on changes per fiscal year ..............................................................................74 General Fund Summary................................................................................................................75 Fire Fund Summary ......................................................................................................................78 Water and Sewer Fund Summary.................................................................................................79 Health Fund Summary..................................................................................................................80 General Insurance Fund Summary ...............................................................................................81 CS Charter School Fund Summary ................................................................................................82 Public Art Fund Summary.............................................................................................................82 Equipment Services Fund Summary .............................................................................................83 Pension Fund Summary................................................................................................................84 Debt Service Fund Summary ........................................................................................................84 Major Capital Projects by Department .........................................................................................85 Major Capital Projects by Loca on .............................................................................................86

Fiscal Year 2014 Business Plan

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 Business Plan

Employment

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.

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. New York City 2. Los Angeles 3. Chicago 4. Washington D.C./Arlington, VA 5. Houston 6. Dallas/Fort Worth 7. Philadelphia/Camden, NJ 8. San Francisco/Oakland 9. Boston 10. Atlanta 11. Miami/Fort Lauderdale/Pompano Beach 12. Seattle/Tacoma 13. Minneapolis/St. Paul 14. Detroit 15. Phoenix

City’s Unemployment Rate Lowest City’s unemployment rate lowest since September Since September 2008 2008 12%

11.2%

10%

8.9% 8.5%

9.5% 8.8%

10.5% 8.9% 8.0%

7.6%

6% 4%

5.1% 3.3%

5.4%

7.6% 7.2%

6.2%

4.7%

3.4%

5.1%

4.1%

3.3%

3.2%

2006

2007

2% 0%

5.0%

8.1%

8.5%

2008

2009

Coral Springs

Source: Florida Agency for Workforce Innovation.

City of Coral Springs, Florida

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

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 Business Plan

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.

Economic Development

New Residential 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. 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

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. 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 SF Home Values

Downtown Coral Springs

Median single-family home values

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 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 college’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. 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 façade 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

Technology Information technology is a fundamental component of the City’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. Key components of the new voice and data architecture include: replacing the existing phone system, servers, switches

Fiscal Year 2014 Business Plan

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.

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.

The City is also updating and increasing the virtual server network.

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 Business Plan

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. 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.

Hispanic or Latino (oforigin any People of Hispanic mayrace) be of any race

Age Groups

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 19 and under

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 Families make households 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 (ageat5home and older) Language spoken

Household trends 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.

Place of birth

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

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 Business Plan

Vacant housing units

Educational attainment (age 25 and older) 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

Median household income

Median household income $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.

School enrollment (age 3 and older)

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%

Population below poverty level

40.00% 30.00%

Population below poverty level

20.00% 10.00%

25%

0.00% 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Nursery school, preschool

Kindergarten

Elementary school (grades 1-8)

High school grade (grades 9-12)

20% 15% 10%

College or graduate school

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.

2005

2006

2007

2008

2009

2010

2011

65 years and over

Related children under 18 years

All families

Families with female householder

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. 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

Fiscal Year 2014 Business Plan

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

City of Coral Springs, Florida

A Family-Friendly Community New Initiatives

Fire Station 43 and 95 Design 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

Fiscal Year 2014 Business Plan

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 situationwhen 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.

City of Coral Springs, Florida

Playground Equipment Replacement Program (2012-2014) Lead Department: Parks and Recreation

Dangerous Intersection Safety Program (2012-2014) Lead Department: Police Operating Expenses: $97,400

Capital Outlay: $80,000 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.

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. 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.

Fiscal Year 2014 Business Plan

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.

City of Coral Springs, Florida

A Thriving Business Community New Initiatives

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.

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 can only seat 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)

Fiscal Year 2014 Business Plan

FY 2014 Goal

FY 2015 Goal

96%

—

above the average of six comparison cities below State

below State

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.

City of Coral Springs, Florida

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

2013-2015 Short Range Transportation Improvement Plan

Fiscal Year 2014 Business Plan

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Created: May 2013

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.

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Community Redevelopment Agency (CRA) Area

City of Coral Springs, Florida

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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.

Fiscal Year 2014 Business Plan

An Active, Healthy Community New Initiatives

Event Cross Promotion Pilot

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.

Lead Department: Parks and Recreation 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)

City of Coral Springs, Florida

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.

Fiscal Year 2014 Business Plan

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.

City of Coral Springs, Florida

An Attractive Community New Initiatives

Aquatic Complex Entryway

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).

Lead Department: Parks and Recreation 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

Fiscal Year 2014 Business Plan

Enhance Litter Removal

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.

Lead Department: Public Works Operating Expenses: $108,000 (funded by the Solid Waste Contract)

hanced ter moval

PROPOSED LITTER CONTROL PROGRAM

City of Coral Springs, Florida

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.

Fiscal Year 2014 Business Plan

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: • Assess the current state of commercial recycling • Document how recycling programs are currently implemented

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.

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

City of Coral Springs, Florida

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.

Fiscal Year 2014 Business Plan

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.

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%

City of Coral Springs, Florida

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 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.

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. 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.

Fiscal Year 2014 Business Plan

Ongoing Initiatives

City Branding Phase II—Implementation (20132014)

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.

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.

City of Coral Springs, Florida

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.

Fiscal Year 2014 Business Plan

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.

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 $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.

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.

$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

City of Coral Springs, Florida

FY 2013

$0.00 FY 2014

Actual

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 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

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 FY 2013 million in Fiscal Year 2012. The City Total Taxable $7,354,960,847* $7,447,599,475 is projecting its Assessed Value health care cost to be $10.8 million in Just (Market) $9,981,163,380 $9,966,129,750 Fiscal Year 2013.

Value

*Corrected figure as reported in July 2012 Taxable Value Report.

Fiscal Year 2014 Business Plan

% Increase 1.56% -0.15%

FY 2014

% Increase $7,751,557,101 4.08% $10,450,884,630

4.86%

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.

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.

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 Property Tax Revenue $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

City of Coral Springs, Florida

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 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 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 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

Fiscal Year 2014 Business Plan

FY 2007

FY 2008

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

Progress In Managing Future Projected Deficits (September 2013) Five-Year Forecast:General Fund Five‐Year Forecast General Fund $0.0

Managing Debt and Equity

$0.0

-$2.0 $ Millions

-$3.3 -$4.0

-$3.9

-$4.5 -$5.5 -$6.2

-$6.0 -$8.0 *In FY 2010, the projected deficit for FY 2015 was $11.6 million.

-$10.0

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.

As part of the City’s financial strategy that was put into place at the beginning Remaining Deficit 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 This chart is for planning purposes and illustrates the potential shortfalls the General Fund could face if no positive face if no positive action is taken. By Floridabudget law, the proposed budget must be balanced. action is taken. By Florida law, the proposed will be balanced. Financial Strategies willFinancial be formulated toof declining revenues. The City has Strategies will be formulated address future shortfalls and be 2014 included in the FY 2014 address future to year shortfalls andyear will be included in will the FY Business Plan. always maintained a contingency reserve Business Plan. 1 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 we map out our financial and operating strategies, we use the Future Debt Issuance 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 As shown in the Five-Year Forecast chart, the City is presenting the new municipal complex and several public safety projects. a balanced budget in Fiscal Year 2014. The recent agreement These projects will be budgeted in upcoming years when the to revise the police pension produced short term savings. details of the required capital improvements are more fully Moreover, the benefits of this strategy will continue into developed. 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

Five-Year Forecast

City of Coral Springs, Florida

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.

Fiscal Year 2014 Business Plan

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

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

City of Coral Springs, Florida

Water and Sewer Fund Debt Service Water and Forecasted Sewer Fund forecasted debt service

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. 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

$5,000,000

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.

$4,500,000

$3,500,000 $3,000,000 $2,500,000

2011 ARC

Police Pension Firefighters Pension General Employees Pension (Closed Plan)

$546,407

$1,482,909

$773,614

$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

Water and Sewer residential bill comparison Davie Wilton Manors Southwest Ranches Weston Dania Beach Margate Parkland Oakland Park Hillsboro Beach Hollywood Sunrise Pembroke Park North Lauderdale Coconut Creek Cooper City Lauderdale‐by‐the‐Sea 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

$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

2013 ARC

$500,000

$529,000

* 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.

$1,254,916

$579,192

$1,500,000

2014 ARC (estimate) $12,141,715 $10,503,449 $8,623,178 $8,500,000 $2,336,777 $2,513,786 $2,319,904 $2,400,000 $493,067

2012 ARC

$1,034,768

$2,000,000

Water & Sewer Service 5,000 Gallons of Water

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.

Revenue Bond

$4,000,000

Fiscal Year 2013 Broward County Residential Monthly Bills

Pension Status

SRF Loans $3,307,200

Fiscal Year 2014 Business Plan

FY 2018

Fire Assessment Rate Comparison Single Family

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 $304.90

$300 $252.71

$250

$225.00

Coral Springs $189.00

$200

$175.50

$175.00

$91.62 $141.36

$150

$134.00

$100 $50 $0

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.

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

$1,400

$7,000

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.

City of Coral Springs, Florida

Fiscal Year 2014 Business Plan

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

Fiscal Year 2013 KIO Summary

Strategic Planning Cycle Fiscal Year 2012‐2013 Key Intended Outcomes (with 2013 Resident Survey and 2012 Business Survey Results) FY 2012 Goal

FY 2012 Actual

FY 2013 Goal

Customer‐Involved Government (8) 1 Overall quality rating for City services and programs (Resident Survey)

FY 2013 Actual 95% 

—

N/R

92%

95%

90% 42,000

N/A

90%

93% 

38,943

40,000

35,114 

—

N/R

88%

92% 

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 

4 City crime rate (crimes/100,000 residents—Calendar Year)

2,530.0

2,688.8

2,600

2,485.3 

—

N/R

92%

93% 

1,750

1,185

1,000

1,221 

2 Overall quality rating for City services by business owners (Business Survey) 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)

92% —

— N/R

—

— N/R 95% 

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%  13



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 

S&P AAA

—

N/R

72%

S&P AAA 86% 

20.0%

27.4%

20%

22.7% 

2,500

6,179

2,500

3,920 

85,000

97,060

85,000

90,595 

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

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 

20,000

18,473

18,500

15,693 

—

N/R

90%

95% 

—

N/R

93%

98% 

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 

3,500

4,783 

FY 2013 KIO Summary Met or exceeded goal 19 Did not meet goal 4 Not reported 3 26

Fiscal Year 2014 Business Plan

  N/R

Department Performance Measurements 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%  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%

   

(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 

149

114

120

126 

92%

—

— N/R

81%

—

— N/R

88.8% 100.0%

93% 100%

90% 100%

91%  100% 

0.00%

<1%

0.00% 

0.00%

<1%

0.00% 

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% 

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%

   

— N/R

92% 33%

93%

—

93%

2.27

1.30

97%

92%

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% 

6.90 94.09 8.5%

8.58 93.03 9.23%

<9.79 100 <10%

8.06  91.62  4.75% 

Top Box—rating of department's quality service 2

FY 2013 Year End Actual

N/R N/R 97%  93% $1.27 0% 1 day $23

*    

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

Percent of code cases brought into voluntary compliance prior to admin/judicial process (KIO)

99% 1.5 days 1 day 8 days Yes

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

    

45 days

39.5 days 

1.49 15 2,118

1.47 15 1,185

1.50 15 1,000

100%

95%

2.02 13 1,221  100% 

99%

90%

95% 

71%

80%

75%

84% 

89%

—

75%

84% 

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 (switched from annual to transaction survey in FY 2010)

3 4 5

99.1%

28 projects 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)

28 projects

Fiscal Year 2014 Business Plan

15 projects

— N/R

24 projects



95%

99% 

99.7% 98.0% 98.5%

100%  99.60%  100% 

96%  38% 96%  29% 92%  26%

97%

—

94%

95%

—

94%

93%

—

92%

99% 61% 88,299

99% 63% 97,060

98% 60% 90,000

98%  68%  90,595 

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 “I would recommend 1 working for the City to a friend.” (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

90%

99% 96% 92% 88% 52.4 96% 100% 58%

90% 90% 91% 91% 60.4 96% 100% 59%

97% 92% 91% 90% 48 100% 100% 45%

FY 2013 Year End Actual 84% 76% 3,868 33% 343

 

117 * 99%  100%  99% 

55% $272,492 94% 21% 79% 36 139 129

        24  389 

$273K $180,433

95%

 



93%  84%  96% 92% 91% 80% 57.8 95% 96% 63%

*    

* 

90%

85% 

90%

100% 

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)

98% 91%

91% 89%

95% 90%

95%  78% 

2.79%

2.30%

3.20%

1.89% 

0 

99.8%

99.9%

99%

99.8% 

2.9%

2.00%

2.25%

2.2% 

35.2

49.9

29.5 

47%

59.75% 

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 (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 4 5

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)

97%

100%

94%

98% 

87%

—

79%

84% 

123,661

131,063

115,000

135,602 

12 38

12 36

12 30

12  38 

95%

n/a

95%

97.9% 

100%

100% 

Yes

4  Yes 

0.30%

Yes ±2%

0.4% 

1 day

<7 days

1.3 

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

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

Fiscal Year 2014 Business Plan

 *  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 Value

Residential Property Values $9.0

$8.3

Billions

$8.0

Good

$7.7

$7.6

$7.0

$6.5

$6.2

$5.7

$6.0

$5.4

$5.2

$5.0

$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

$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 Percentage 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%.

35%

As a % of Total Property Values

30% 25%

Good

27.9% 22.6%

22.1%

21.2%

20.1%

20%

19.7%

28.8%

27.4%

26.5%

21.9%

Source: Broward County Property Appraiser’s Office

15% (Property values reflect calendar year rather than fiscal year.)

10% 5% 0%

FY 2004

FY 2005

FY 2006

FY 2007

FY 2008

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

Crime Rate Crime Rate

Good

3,500

Incidents of major crimes per 100,000 population

3085.5 3,000

2731.4 2500.5

2,500

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

FY 2011

FY 2012

FY 2013

City of Coral Springs, Florida

There was a decrease in incidents of major crimes per 100,000 population. The increase in FY 2012 was due to a 4% rise in the number of indexed crimes (3,271 from 3,145) coupled with a lower population number. The 2010 Census for Coral Springs was 4% less than prior estimates by BEBR. The 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.

Customer Satisfaction Survey Customer Satisfaction 93%

80%

60%

40%

20%

93%

92%

FY 2004

FY 2005

FY 2006

FY 2007

FY 2008

92%

95%

FY 2009

FY 2010

95%

FY 2011

FY 2012

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. FY 2013

Volunteers in Government

Good

600 500

458

463

479

463

454

494

519

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

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

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

10,000

9,500 8,500

8,000

8,763 7,792

8,158

8,105

8,711

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

4,000 2,000 0

FY 2004

FY 2005

FY 2006

FY 2007

FY 2008

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

Employee Satisfaction

Good

94%

95%

97%

95%

97% 90%

80%

93%

93% Same result used for FY 2012 and 2013

91%

Survey conducted during Q4

100%

FY 2012

FY 2013

60%

40%

20%

FY 2004

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 Business Plan

Employee Productivity Employee Productivity

Good It will take fewer than six full-time employees to generate one million dollars of revenue, down from 10.91 in Fiscal Year 1994.

12.0 Employees Per Million Dollars of Revenue 10.0 8.0

6.94

6.57

6.39

6.0

5.97

5.77

5.60

Source: Annual Budget 5.39

5.13

5.24

FY 2011

FY 2012

FY 2013

4.0 2.0 0.0

FY 2004

FY 2005

FY 2006

FY 2007

FY 2008

FY 2009

FY 2010

(Calculation includes full-time employees for all funds divided by Net Revenues)

School Overcrowding 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%

100%

96%

95%

92%

93%

92%

Source: Broward County School Board

90%

75% 50% 25% 0%

FY 2004

FY 2005

FY 2006

FY 2007

FY 2008

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

(Percentages reflect academic year rather than fiscal year.)

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

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.

Fiscal Year 2014 Business Plan

Status Cancelled

In progress

Complete

In progress

Complete

Neighborhood and Environmental Sustainability Initiative

Department(s)

Burglary Enforcement and Reduction (BEAR) Unit

Police

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

Update as of Fourth Quarter Fiscal Year 2013 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

Status Complete

Complete In Progress

Complete

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.

Fiscal Year 2014 Business Plan

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

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

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 Business Plan

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

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

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.

WorldFest (ongoing)

Human Resources

Martin Luther King Program Enhancements (ongoing)

Human Resources

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 Business Plan

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

Summary of Fiscal Year 2014 Initiatives 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

Fiscal Year 2014 Business Plan

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

Fiscal Year 2014 Business Plan

Appendices Staffing Changes.................................................................................................................................................................................... 74 General Fund Summary.......................................................................................................................................................................... 75 Fire Fund Summary................................................................................................................................................................................ 78 Water and Sewer Fund Summary........................................................................................................................................................... 79 Health Fund Summary........................................................................................................................................................................... 80 General Insurance Fund Summary.......................................................................................................................................................... 81 CS Charter School Fund Summary.......................................................................................................................................................... 82 Public Art Fund Summary...................................................................................................................................................................... 82 Equipment Services Fund Summary....................................................................................................................................................... 83 Pension Fund Summary......................................................................................................................................................................... 84 Debt Service Fund Summary.................................................................................................................................................................. 84 Major Capital Projects by Department.................................................................................................................................................... 85 Major Capital Projects by Location........................................................................................................................................................ 86

City of Coral Springs, Florida

Staffing Changes Full-time positions added in Fiscal Year 2014 General Fund: Additions: 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

Assistant Planner/Housing SpecialistDS/Community Development

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

Net Full Time Position Changes Per Fiscal Year *Construction Project Manager position added after Business Plan was adopted. Budget Amendment approved by Commission on December 4, 2013.

Net full-time position changes per fiscal year 50

Excludes Fire Staff for City of Parkland, Florida

40 29 30 20 10

13 8

13 5

7 4

0 -2 -10 -13

-20

-11

-8

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 Business Plan

General Fund Summary Moderate Growth Scenario General Fund Summary 8/9/2013

$4.5697

FY 2011 Actual Revenues General Operating Ad Valorem Taxes Solid Waste Assessment-FF

FY 2012 Actual

$4.5697

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 12/2/2013 at 4:53 PM

General Fund 9-6-13 Latest General Fund

GeneralSummary Fund Summary Moderate Growth Scenario General Fund (continued) 8/9/2013 $4.5697

FY 2011 Actual

FY 2013 Adopted Budget

FY 2014 Adopted Budget

FY 2013 Estimated Actual

$ 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

$4.5697

12/2/2013 at 4:53 PM

0 0 0 0 0 0 0

Fiscal Year 2014 Business Plan

General Fund 9-6-13 Latest General Fund

General Fund Summary Moderate Growth Scenario General Fund Summary (continued) 8/9/2013 $4.5697

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

$4.5697

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

12/2/2013 at 4:53 PM

627.91

631.91

640.41

City of Coral Springs, Florida

$6,905,355 640.41

$0 649.66

$0 9.25

n/a 1.44%

General Fund 9-6-13 Latest General Fund

of Revenues and Expenditures Fire FundStatement Summary Fire Fund Revenues: Non Ad Valorem Special Assessment Fees Non-Ad Valorem Special Assessment Fee Government Assessment Nonprofit Subsidy (Churches & Schools) Sub-Total Non Ad Valorem Special Assesment Fees Partial Year Assessment Intergovernmental Base Contract (Parkland) Base Contract (Broward County) Sub-Total Intergovernmental Charges for Services: Fire Inspection Services Fire Re-Inspection Fees Training Tuition Fees Training Miscellaneous Fees State Education Incentive Fund Off Duty Fire Rescue Service Plan Review Fees Sub-Total Charges for Services Fines and Forfeitures: Fire Inspection Fines False Alarm Recovery Sub-Total Fines and Forfeitures Other: Interest Income Miscellaneous Revenue Doubtful Accounts Safer Grant Appropriated Fund Balance Sub-Total Other 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

Prepared 12/2/2013 4:55 PM

FY 2013 Estimated Actual

FY 2014 Adopted Budget

FY 2011 Actual

FY 2012 Actual

FY 2013 Adopted Budget

$7,806,592 141,132 859,337 8,807,061 5,746

$8,265,442 156,715 897,755 9,319,912 13,034

$8,609,314 159,915 959,675 9,728,904 25,938

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

$9,131,007 182,830 1,043,031 10,356,868 26,457

$521,693 22,915 83,356 627,964 519

6.06% 14.33% 8.69% 6.45% 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

61,686 975 (15,041) 0 0 47,620

65,000 12,000 0 95,500 0 172,500

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

65,000 12,000 0 0 400,000 477,000

$15,718,559

$16,485,460

$17,327,884

$17,237,156

$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%

Fiscal Year 2014 Business Plan

$ Change From FY13 Budget

% Change From FY13 Budget

Fire Fund 7-8-13 latest Balanced Final

Water and Sewer Fund Summary Statement of Revenues and Expenses Water and Sewer Fund

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 2014 Adopted Budget

FY 2013 Estimated Actual

$ 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

Statement of Revenues and Expenses Health Fund Summary Health Fund 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 2014 Adopted Budget

FY 2011 Actual

FY 2013 Estimated Actual

Fiscal Year 2014 Business Plan

$ Change From FY13 Budget

% Change From FY13 Budget

Statement Fund of RevenuesSummary and Expenditures General Insurance General Insurance

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 2013 Estimated Actual

FY 2014 Adopted Budget

FY 2011 Actual

FY 2012 Actual

FY 2013 Adopted 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

Prepared 12/4/2013 2:49 PM

$ Change From FY13 Budget

0.00

% Change From FY13 Budget

0.00%

General Insurance Fund 6-7-13 latest

City of Coral Springs, Florida

CS Charter School Fund Summary Statement of Revenues and Expenditures Charter School Fund 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

Statement of Revenues and Expenses Public Art Fund Summary Public Art Fund FY 2011 Actual

FY 2012 Actual

FY 2013 Adopted Budget

FY 2013 Estimated Actual

$ % 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)

I-1

FY 2014 Adopted Budget

Fiscal Year 2014 Business Plan

of Revenues and Expenses EquipmentStatement Services FundFundSummary Equipment Services 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

City of Coral Springs, Florida

$9,449,972

Statement of Revenues and Expenses Pension Contributions

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

Debt Service Fund Summary

Statement of Revenue and Expenditures Debt Service Fund

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

$0.2033 FY 2014 Adopted Budget

n/a

FY 2013 Estimated Actual

$ Change from FY13 Budget

% Change from FY13 Budget

$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

($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 Prepared 12/4/2013 3:24 PM 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 Pension Fund

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 Business Plan

-100.00% 0.00% -94.01% n/a

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

City of Coral Springs, Florida

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

Fiscal Year 2014 Business Plan

Capital project