Fiscal Year 2015 Annual Budget Proposed by City of Coral Springs

AN N UAL BU D G E T Fiscal Year 2015 PROPOSED

City of Coral Springs, Florida

Annual Budget Fiscal Year 2015 To be the premier community in which to live, work, and raise a family.

City Attorney John Hearn, Commissioner Dan Daley, Vice Mayor Larry Vignola, Mayor Vincent Boccard, Commissioner Claudette Bruck, Commissioner Tom Powers, City Manager Erdal Dรถnmez Erdal Dรถnmez, City Manager Susan Grant, Deputy City Manager Jennifer K. Bramley, Deputy City Manager Robert Goehrig, Director of Budget, Strategy, and Communication Liliana Alvarez, Senior Financial Analyst Laurie Bishara, Senior Financial Analyst Chelsea Stahl, Senior Financial Analyst Sherri Toops, Senior Financial Analyst Kristin Holowicki, Grant Coordinator Vannelys Rivera, Budget Analyst Yanell Sanchez, Principal Office Assistant

Cover design by Christine Parkinson Jahrsdoerfer

Proposed September 12, 2014

Distinguished Budget Presentation Award

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to City of Coral Springs, Florida for its annual budget for the fiscal year beginning October 1, 2013. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

Fiscal Year 2015 Annual Budget

Table of Contents Distinguished Budget Presentation Award...............................................................................................................2 City Manager’s Letter.........................................................................................................................................................7 City of Coral Springs Organization Chart................................................................................................................ 10 Budget Highlights............................................................................................................................................................ 11 Combined Budget Summary....................................................................................................................................... 13 Management and Budget Office................................................................................................................................ 15 Fund Structure Overview.............................................................................................................................................. 16 Fund Budget Overviews................................................................................................................................................ 20 General Fund Budget Summary........................................................................................................................ 20 General Fund Description................................................................................................................................... 23 Fire Fund Budget Summary................................................................................................................................ 26 Fire Fund Description............................................................................................................................................ 27 Water and Sewer Fund Budget Summary...................................................................................................... 29 Water and Sewer Fund Description.................................................................................................................. 30 Health Fund Budget Summary.......................................................................................................................... 31 Health Fund Description...................................................................................................................................... 31 General Insurance Fund Budget Summary.................................................................................................. 32 General Insurance Fund Description.............................................................................................................. 32 Coral Springs Charter School Fund Budget Summary............................................................................. 33 Coral Springs Charter School Fund Description......................................................................................... 33 Public Art Fund Budget Summary.................................................................................................................... 34 Public Art Fund Description................................................................................................................................ 34 Equipment Services Fund Budget Summary................................................................................................ 35 Equipment Services Fund Description............................................................................................................ 36 Pension Fund Budget Summary........................................................................................................................ 37 Pension Fund Description.................................................................................................................................... 37 Solid Waste Fund Budget Summary................................................................................................................. 38 Solid Waste Fund Description............................................................................................................................. 38 Debt Service Fund Budget Summary.............................................................................................................. 39 Debt Service Fund Description.......................................................................................................................... 40 Capital Improvement Program................................................................................................................................... 41 Impact of CIP on the City’s Operating Budget.............................................................................................. 44 Capital Improvement Summary by Fund....................................................................................................... 47 CIP Budget by Funding Source—All Funds................................................................................................... 48 Major Capital Projects by Department............................................................................................................ 49 Major Capital Projects by Location................................................................................................................... 50 General Fund CIP Summary by Funding Source.......................................................................................... 51 Revenue Trends................................................................................................................................................................. 52 General Fund Five-Year Forecast................................................................................................................................. 54 Service and Operations Strategy................................................................................................................................ 57 A Family-Friendly Community..................................................................................................................................... 58 A Thriving Business Community................................................................................................................................. 62 An Active, Healthy Community................................................................................................................................... 67 An Attractive Community............................................................................................................................................. 70 An Innovative, High-Performing Organization..................................................................................................... 74

City of Coral Springs, Florida

Table of Contents (continued) Performance Budget Overview.................................................................................................................................. 77 Sample Performance Budget Page ........................................................................................................................... 80 City Attorney............................................................................................................................................................ 81 City Commission..................................................................................................................................................... 83 City Managerâ&#x20AC;&#x2122;s Office ............................................................................................................................................ 84 Development Services ......................................................................................................................................... 88 Financial Services ................................................................................................................................................... 94 Fire/EMS..................................................................................................................................................................... 97 Human Resources ................................................................................................................................................101 Information Services ...........................................................................................................................................105 Parks and Recreation ..........................................................................................................................................108 Police ........................................................................................................................................................................114 Public Works...........................................................................................................................................................118 Customer Requirements Analysis ...........................................................................................................................123

Fiscal Year 2015 Annual Budget

Tables and Illustrations City of Coral Springs Organization Chart................................................................................................................ 10 No change in the Coral Springs Operating millage rate.................................................................................... 11 Operating millage rate comparison Fiscal Year 2015.......................................................................................... 11 Voter-approved debt service millage rate.............................................................................................................. 11 Tax rate Fiscal Year 2015................................................................................................................................................. 11 Full-time additions for Fiscal Year 2015.................................................................................................................... 12 Net full-time position changes per fiscal year....................................................................................................... 12 Appropriated Funds Budget—Fiscal Year 2015.................................................................................................... 13 FY 2015 Budget Calendar.............................................................................................................................................. 14 MBO Staff............................................................................................................................................................................ 15 Major Funds........................................................................................................................................................................ 16 Fund structure overview............................................................................................................................................... 17 Summary of net budgeted revenues—Fiscal Year 2015.................................................................................... 18 Summary of net budgeted expenditures—Fiscal Year 2015............................................................................ 19 General Fund total revenues........................................................................................................................................ 23 General Fund total expenditures................................................................................................................................ 23 Millage rates....................................................................................................................................................................... 24 Franchise fees.................................................................................................................................................................... 24 Utility service taxes.......................................................................................................................................................... 24 General Fund non-departmental operating expenses...................................................................................... 25 Fire Fund total revenues................................................................................................................................................ 27 Fire Fund total expenditures........................................................................................................................................ 27 Fire Assessment rate comparison Fiscal Year 2015.............................................................................................. 28 Fire Assessment rate schedule ................................................................................................................................... 28 Water and Sewer Fund total revenues .................................................................................................................... 30 Water and Sewer Fund total expenses..................................................................................................................... 30 Water bill for average single-family residence...................................................................................................... 30 Ten-year fleet replacement cost................................................................................................................................. 36 Debt Service Fund revenues ....................................................................................................................................... 40 Allocation of Revenue Bonds and Other Debt Payments* for Fiscal Year 2015......................................... 40 Debt Service Fund expenditures................................................................................................................................ 40 Capital expenditure FY2015 ........................................................................................................................................ 41 Capital expenditure FY2015-2020............................................................................................................................. 41 Fleet Replacement Program contributions and expenses ............................................................................... 42 Computer Replacement Program contributions and expenses .................................................................... 42 CIP funding sources— Fiscal Year 2015................................................................................................................... 43 CIP impact on the operating budget Fiscal Year 2015........................................................................................ 44 FY 2015 Capital projects financed via grants......................................................................................................... 46 Major Capital Projects by Department..................................................................................................................... 49 Major Capital Projects by Location............................................................................................................................ 50 Ad Valorem taxes.............................................................................................................................................................. 52 State shared revenues.................................................................................................................................................... 52 Half-cent sales tax revenues......................................................................................................................................... 52 Electric utility service tax revenues........................................................................................................................... 53 Communications services tax revenues.................................................................................................................. 53 Electric utility franchise fee revenues....................................................................................................................... 53 General Fund Five Year Forecast ................................................................................................................................ 54 General Fund Five-Year Forecast Summary Schedule........................................................................................ 55 City of Coral Springs’ Business Model....................................................................................................................... 57 2015-2016 Short-Range Transportation Improvement Plan............................................................................ 64 Long-Range Transportation Improvement Plan................................................................................................... 65 NW 40th Street Bike Path Renovation Map............................................................................................................ 67 Budget Process Map........................................................................................................................................................ 78

City of Coral Springs, Florida

Tables and Illustrations (continued) Survey respondents by general location...............................................................................................................123 Overall Composite Customer Satisfaction Index 2009 vs. 2011 vs. 2013...................................................124 Residential Survey Trends...........................................................................................................................................125 Importance-Satisfaction Assessment Matrix.......................................................................................................126 Overall Quality of Services Provided by the City................................................................................................128 Business Survey: Bottom line up front...................................................................................................................128 Overall Ratings of Customer Service.......................................................................................................................128 Reasons Why Businesses Decide to Locate to Coral Springs..........................................................................129 Likelihood of recommending City as a business location to friends, family and co-workers ...........130 Overall Business Atmosphere Rating......................................................................................................................130 Best Ways for the City to Communicate with Businesses ...............................................................................130 Are Businesses Interested in Conducting Business with the City On-Line?..............................................131 Ratings of City Property Taxes Compared to Other Communities ..............................................................131 Ratings of City Property Taxes...................................................................................................................................131 Fiscal Year 2014 KIO Summary...................................................................................................................................135 Fiscal Year 2014 Initiative Summary........................................................................................................................136 Summary of Fiscal Year 2015 Initiatives.................................................................................................................143

Fiscal Year 2015 Annual Budget

City Manager’s Letter I am pleased to present to you the proposed budget for Fiscal Year 2015 which maintains the current millage rate, already one of the lowest in the County, while improving service levels. This is the second budget year supporting the 2014-2015 Strategic Plan. Although Fiscal Year 2014 was a busy and productive year, it was also a year punctuated with respites from the serious business of running the City with the City’s 50th Anniversary celebration. Staff, in conjunction with a group of dedicated volunteers, organized and promoted numerous fun-filled community events. Who can forget Campapalooza! This was our attempt to break the Guinness Book of World Records for the most kids taking part in a ZumbAtomic class at the same time. Although we didn’t quite make the record, 900 of Coral Springs finest gave it their best. Our celebrations started off with a half marathon and 5k run. Other events included the Broward Pioneer Days, an outdoor concert at Sportsplex, and a community block party on the actual date of the anniversary. We had a wonderful time at these events but, more importantly, these celebrations contributed to a feeling of pride among our residents. We did conduct a lot of business during the year too. The completion of the Royal Palm entryway and branding initiative as well as the delivery of the Economic Development Strategic Plan has announced the City is indeed open for business. The creation of a white fly remediation grant program to help restore white fly ravaged vegetation along our arterial roadways, increased number of litter removal crews, and an enhanced recycling program has signaled our intention to enhance the curb appeal of our City. Our residents are excited by the visual evidence of the downtown redevelopment, a reduction in the crime rate, and noticeable park improvements including the renovation of Sartory and Cypress Halls. These results, and more, top the list of the Fiscal Year 2014 accomplishments that will be featured in the forthcoming State of the City Report. The Fiscal Year 2015 Business Plan promises to deliver more of the same – world class service at reasonable rates. Although the lackluster, on-again-off-again, nature of the economic recovery has made it difficult to project revenues and expenditures, we are pleased to provide a number of new initiatives for your consideration and a balanced budget with no increase in the property tax rate. No Change in the Millage Rate We are recommending a balanced budget for Fiscal Year 2015 using a millage rate of $4.5697. While this millage rate is the same millage rate as the Fiscal Year 2014 millage rate, by Florida law it must be advertised as a 5.2% tax increase because it is higher than the Rolled-Back Rate (RBR) of $4.3439. As you are aware, the Rolled-Back Rate is the millage rate which will provide the same amount of property tax revenue in the new fiscal year as it received in the previous fiscal year. Reducing the current millage rate to the RBR would have resulted in $1.6 million less revenue than the current rate. Maintaining the existing rate enables us to continue to meet our residents’ most important needs and to add 26 new initiatives, included in the Business Plan. In addition to no change in the millage rate, other points from the Fiscal Year 2015 budget that are worth highlighting include: • Fiscal Year 2015 marks the third year in a row that Total Taxable Assessed Values have increased following five years of decline. • There will be no increase in the single-family Fire Assessment Fee. • Per contract, the residential Solid Waste Assessment will increase by the rate of inflation, 2.2%, from $220.92 in Fiscal Year 2014 to $225.84, or $4.92 per household. • The Debt Service Millage rate will increase by just $0.0005 or 0.2%. This represents an increase of $1.78 for the typical singlefamily homeowner. • There will be no increase in user fees such as building permits, fire inspections, or park fees.

City of Coral Springs, Florida

Overall we expect the typical single-family homesteaded homeowner to pay $22.10 more to the City in Fiscal Year 2015 than in Fiscal Year 2014. Furthermore, the typical non-homesteaded condominium owner will pay $44.49 more in Fiscal Year 2015. We will end Fiscal Year 2014 within budget across all funds. We are on track to meet or exceed 25 of our 26 Key Intended Outcomes which measure the overall success in meeting our customers’ needs and expectations. In fact, customer satisfaction is a cornerstone of our Business Model. It is worth mentioning the City of Coral Springs continues to set the standard with regard to the overall quality of City services and customer satisfaction. Our most recent residential survey conducted in the spring of 2013, for example, found that 95% of the residents surveyed were satisfied with the service provided by City employees. Moreover, 94% of the businesses surveyed in the 2014 business survey rated the City’s customer service as “very good” or “good.” These, and other, survey results will be explored in-depth in the upcoming Environmental Scan. Strategically Poised for Success 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. 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 continued long-term financial sustainability. Leaning on our Business Model informed by our Environmental Scan, the City developed a long-term financial strategy that articulated two primary goals. First, the City eliminated 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. While the use of reserves was an appropriate strategy during the depths of the recession, returning to structural balance is an important financial principal. In fact, the City ended the practice of using reserves to close the gap between revenues and expenditures in FY 2013. Our goal now is to slowly build those reserves to pre-recession levels. The second goal of the financial strategy is to proactively prime the engine of economic growth by implementing the Economic Development Strategic Plan. This plan is comprehensive in scope. It includes activities to support the redevelopment of the City’s commercial areas such as the Corporate Park, University Drive and Sample Road corridors, and Downtown Coral Springs. Growing and further diversifying the economic base will provide a more solid foundation that will foster development that enables the City to withstand future economic downturns. 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 2015 activities. The Business Plan and Annual Budget are our “community contracts” for the coming fiscal year and we consider these documents a means to an ongoing dialogue with our residents. Highlights of the 26 new initiatives, as well as 22 ongoing initiatives, contained within the Business Plan section of the proposed budget include: • Encouraging business development and redevelopment by implementing recommendations from the Economic Development Strategic Plan is a prominent feature of this Business Plan. We will continue to work closely with the Community Redevelopment Agency, Chamber of Commerce, and the business community to diversify the tax base and absorb vacant commercial space. 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. • Construction of the “Art Walk” along NW 31st Court began in August 2014 and will continue throughout Fiscal Year 2015. The Art Walk is an urban linear plaza that will provide public space for events and will create a sense of place for our residents, business owners, and visitors. • In Fiscal Year 2013, we began the process of developing a municipal complex in the downtown area to act as a catalyst for economic development. Significant steps were taken in Fiscal Year 2014 and in Fiscal Year 2015 we will continue moving this project forward. • Maintaining a safe community will remain a top priority. Not only will the highly successful “Make a Call, Make a Difference” and the Burglary Enforcement and Reduction (BEAR) programs continue, the City will add three new Law Enforcement Officers to bring the Patrol Unit to full strength.

Fiscal Year 2015 Annual Budget

• Continue efforts by the Police and Fire Departments to replace the existing analog-based public safety emergency dispatch equipment with state of the art technology. • The Fire Department will pilot an innovative public health treatment and prevention campaign known as mobile integrated health care, an expansion of the existing Community Paramedicine program. • Continuing to support educational excellence by fostering our alliance with Broward College and ensuring the Charter School remains highly rated. The Coral Springs Charter School has received an ‘A’ rating for ten consecutive years. • Make needed repairs and upgrades to our Parks and Recreation facilities including the Mullins Gymnasium, the Tennis Center, and the Aquatic Complex. • Continue the very successful 5K/half marathon. • Celebrate the twenty-fifth anniversary of the City’s Martin Luther King Jr. observance. • Work toward achieving the goal of recycling 75% of the waste stream by 2020 by offering recycling incentives and exploring methods of encouraging recycling within the multi-family and commercial sectors. • Continue to invest in our vital information technology infrastructure. • Improve the communication with our customers by gathering in-depth knowledge on the methods they most prefer to receive information from the City. • Implementing and upgrading Wi-Fi infrastructure at City facilities and parks. Our Employees Are the Reason for Our Success We have the best employee productivity ratios in the area and extremely high customer satisfaction rates. Once again, we are asking our employees to make the initiatives included in this year’s Business Plan a reality, often under difficult conditions/ circumstances. In fact, the initiatives funded in this proposed budget are over and above the work our employees do on a daily basis. We are deeply grateful for their commitment to public service, this community, and first rate customer service. We remain committed to excellence: providing excellent police and fire services; keeping our parks in first-rate condition; providing sound financial management; providing well-maintained streets and transportation; providing outstanding business opportunities and support; and providing superior service to our customers. We also remain committed to maintaining the training and equipment necessary to provide that level of service as well as to respond to emergencies within our boundaries. We know our residents have the right to take these things for granted. Please be assured that we never do! Our employees proudly serve the citizens of our wonderful City and remain committed to creating the premier community in which to live, work, and raise a family.

Respectfully Submitted,

Erdal Dönmez City Manager

City of Coral Springs, Florida

City of Coral Springs Organization Chart Citizens/ Customers

Citizens Advisory Committees and Boards

City Commission City Attorney

Internal Auditor

John J. Hearn jhearn@coralsprings.org

City Manager

Erdal Dönmez edonmez@coralsprings.org

Deputy City Manager Susan Grant sgrant@coralsprings.org

Financial Services

Director of Financial Services Melissa Heller mheller@coralsprings.org

*City Clerk’s Office

City Clerk Josephine Chavez jchavez@coralsprings.org

Information Services

Director of Information Services Curlie Matthews cmatthews@coralsprings.org

*Budget, Strategy, and Communications

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

*Management and

*Communications

Budget Office

and Marketing

Fire/EMS

Deputy City Manager

Jennifer K. Bramley jbramley@coralsprings.org

Development Services

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

Public Works

Fire Chief Frank Babinec fbabinec@coralsprings.org

Director of Public Works Rich Michaud rmichaud@coralsprings.org

Police

*Economic Development

Chief of Police Anthony Pustizzi apustizzi@coralsprings.org

*Community Redevelopment Agency

Economic Dev Manager position vacant

Parks and Recreation

Human Resources

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

Director of Human Resources Dale Pazdra dpazdra@coralsprings.org

Charter Offices Charter Offices

*Divisions of the City Manager’s Office

Fiscal Year 2015 Annual Budget

Budget Highlights

Tax rate Fiscal Year 2015

Introduction The Fiscal Year 2015 Annual Budget, which is being presented to the City Commission on September 12, 2014, is a numerical reflection of the Fiscal Year 2015 Business Plan. By allocating our resources in alignment with the City Commission’s five strategic priorities and departmental performance indicators, we believe this budget will successfully meet the challenges we have before us and set the stage for continued success in the future.

Budget in Brief The proposed operating net budget for Fiscal Year 2015 for all funds totals $161,821,110. This represents an increase of $5,285,073 or 3.3% more than the Fiscal Year 2014 net budget. The Fiscal Year 2015 budget is balanced, prudent and responsive to community needs as identified in the Fiscal Years 2014 - 2015 Strategic Plan. Some features of the Fiscal Year 2015 budget that deserve special attention are: • No change to the proposed operating millage rate of $4.5697. By retaining the current millage rate, the City will collect approximately $1.6 million additional property tax revenue than Fiscal Year 2014 budget. The average single-family homesteaded homeowner will pay an additional $15.40 in property taxes due to an increase in home values. • The voter-approved debt service millage rate will increase from $0.2033 to $0.2038, an increase of $0.0005 or 0.2%. • The combined general operating and debt service millage rate is $4.7735 per $1,000 of assessed value, an increase of $0.0005 or 0.01%. • The Fire Assessment fee for SingleFamily homes will remain at $141.36. • Water and Sewer rates will increase by 3.5%. An increase of $2 per month for the majority of residential customers. • The Solid Waste Special Assessment will be $225.84 for Single-Family homes. An increase of $4.92 or 2.2% from the previous year.

General Operating Millage

$4.5697

Debt Service Millage

$0.2038

Combined City Millage Rate

$4.7735

Operating Millage Rate-5.2% Increase No change in the Coral Springs Operating millage rate $6.0000 $5.0000 $4.0000

$4.3559 $4.3939

$4.5697 $4.5697 $4.5697

$3.8866

$3.8715 $3.8715 $3.8715 $3.3651 $3.3651

$3.0000 $2.0000 $1.0000 $0.0000 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

The operating millage rate will remain the same as in Fiscal Year 2014. Keeping the millage rate exactly the same, $4.5697, will be considered a 5.2% tax increase.

Operating Millage Rate Comparison – 5.2% Increase - $4.5697 Operating millage rate comparison Fiscal Year 2015 FY 2015 Proposed $8.0000 $7.0000 $6.0000 $5.0000 $4.0000 $3.0000 $2.0000 $1.0000 $0.0000

$7.4479

$6.7654 $5.9142 $6.0543 $5.6368 $6.2317

$5.2476 $5.0829 $4.5697 $4.1193

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

Voter-Approved Debtmillage Service Millage Voter-approved debt service rate Rate $1.0000 $0.8000 $0.6000 $0.4000

$0.3924 $0.2510

$0.2000

$0.2915 $0.2134

$0.1774

$0.1763

$0.2906 $0.2033

$0.2038

$0.0000 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

The debt millage rate will increase from $0.2033 to $0.2038 or 0.2% in Fiscal Year 2015.

City of Coral Springs, Florida

44 40

30 20 12

Business & Sports Marketing Specialist Senior Programmer Analyst Database Analyst

-2

-10 -13

-11

-8

Dept—Division

FY 2015

FY 2012

FY 2011

FY 2010

FY 2009

FY 2008

FY 2007

FY 2006

FY 2005

FY 2004

FY 2003

FY 2002

FY 2001

FY 2000

FY 1998

FY 1997

FY 1996

FY 1999

in the Fire Fund (Training Officer and Fire Inspector I), and two positions are split between the Fire Fund and the General Fund —Public Education Officer (62% Fire/38% General Fund; Data Analyst (50% Fire/50% General Fund). These staff are necessary to continue providing high quality services to our customers. They are linked to the implementation of new Business Plan initiatives that will augment public safety and wellness, while enhancing the City’s ability to attract economic development. Details of these new initiatives are described in the Business Plan section of this document.

Full-time additions for Fiscal Year 2015

Principal Office Assistant

• For Fiscal Year 2015, the number of full-time positions is 794 (excludes Fire/EMS services contract staff). This represents an addition of 14 full-time employees, offset by the conversion of three part-time positions to fulltime status. The table below lists each authorized new position for the upcoming budget year. Funding for this new staff is budgeted as follows: 10 are fully funded in the General Fund, two positions are funded 100%

Economic Development Manager

-20

Staffing

Position title

FY 2014

• With a General Obligation bond indebtedness of 0.21% of total taxable assessed value, the City is well below its debt policy limit of 5%.

Net full-time position changes per fiscalperyear Net Full-Time Position Changes Fiscal Year

FY 2013

• General Fund debt service for franchise and capital revenue bonds, as a percentage of total budget, will equal 4.5% in Fiscal Year 2015 as compared to 3.7% in the current year, well within the General Fund debt service policy limitation of 12.5% of total General Fund expenditures.

# of positions

CMO—Economic Development CMO—Communications & Marketing Information Services

1 1 1 1 1

• In Fiscal Year 2014, 13 additional full-time positions were authorized; ten were funded in the General Fund and three in the Water & Sewer Fund. In Fiscal Year 2013, there was a net change of thirteen additional full-time positions—nine added 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 or through attrition, in response to 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.

Principal Office Assistant

Dev Services—Code Compliance

Law Enforcement Officer

Police—Patrol

Public Education Officer*

Fire—Inspection/EMS

Capital Improvements

Data Analyst*

Fire—Administration/EMS

Training Officer

Fire—Training

Fire Inspector I

Fire—Inspection

Principal Office Assistant

EMS

• The City will invest $41,836,054 in Fiscal Year 2015 to address its capital needs. For more on capital, refer to the Capital Improvement Program section included in this document.

Total

*funding for these positions is split between Fire Fund and General Fund

Fiscal Year 2015 Annual Budget

Combined Budget Summary Appropriated Funds Budget—Fiscal Year 2015 GENERAL FUND CASH BALANCE BROUGHT FORWARD: ESTIMATED REVENUES Taxes: Millage Per $1,000 Ad Valorem Taxes $4.5697 Ad Valorem Taxes $0.2038 (Voted Debt) Solid Waste Assessment Fire Fund Special Assessment Sales and Use Taxes Franchise Fees Utility Service Taxes Licenses and Permits Intergovernmental Revenue Charges for Services Fines and Forfeitures Miscellaneous Revenues Other Financing Sources

$400,000

DEBT SERVICE FUND $0

CAPITAL PROJECTS FUND $1,165,327

PUBLIC ART FUND $195,500

SOLID WASTE FUND $185,004

$1,928,000

CHARTER SCHOOL FUND

FIRE FUND $0

$252,500

35,299,267 1,574,394 2,124,467

3,972,005 10,566,521

7,673,453 10,134,499 11,070,986 3,735,836 11,810,050 14,400,669 2,219,854 4,131,757 225,355

3,150 5,207,491

311,798 20,058,501

26,500

TOTAL REVENUES AND OTHER FUNDING SOURCES

$102,826,193

$6,785,035

$20,370,299

$26,500

$3,972,005

TOTAL ESTIMATED REVENUES AND BALANCES

$103,226,193

$6,785,035

$21,535,626

$222,000

$4,157,009

EXPENDITURES / EXPENSES General Governmental Services Education Public Safety Physical Environment Economic Environment Culture and Recreation Debt Service Capital Improvement Program (excluding Operating CIP) Other Financing Sources (Uses) TOTAL EXPENDITURES/EXPENSES Reserves TOTAL APPROPRIATED EXPENDITURES AND RESERVES

WATER & SEWER FUND

TOTAL BUDGET $4,126,331

$35,299,267 $1,574,394 $6,096,472 $10,566,521 $7,673,453 $10,134,499 $11,070,986 $3,735,836 $28,522,036 $37,351,870 $2,274,874 $4,544,955 $25,523,735

5,535,573 2,273,716 55,020 55,000 5,888

11,176,413

$20,720,735

$18,491,718

$11,176,413

$184,368,898

$22,648,735

$18,491,718

$11,428,913

$188,495,229

20,677,485 43,250

4,675,414 $103,226,193 $0

1,400 $6,785,035 $0

$21,535,626 $0

$222,000 $0

36,000 $4,157,009 $0

1,804,017 $22,648,735 $0

2,395,708 $18,491,718 $0

$11,428,913 $0

$14,364,474 $12,007,194 $71,972,558 $30,162,357 $704,514 $15,071,766 $13,764,201 $21,535,626 $8,912,539 $188,495,229 $0

$103,226,193

$6,785,035

$21,535,626

$222,000

$4,157,009

$22,648,735

$18,491,718

$11,428,913

$188,495,229

14,364,474 578,281 56,349,408 7,269,705 454,514 14,849,766 4,684,631

11,428,913 15,623,150 4,121,009

18,771,643 250,000

222,000 6,783,635

1,823,075

472,860

21,535,626

Note: Revenues (sources) and Expenses (uses) for Equipment Services, Health, and General Insurance funds are incorporated within all other appropriated funds included in this summary and thus, not listed separately.

Note: In accordance with standard budgeting practice, the main difference between the “Summary of Net Budgeted Revenues/Expenditures” on pages 18 and 19 and the “Fiscal Year 2015 Combined Budget Summary” on this page is that the latter does not include internal service funds to avoid double-counting interfund transfers (movement of money from one fund to another).

City of Coral Springs, Florida

FY 2015 Budget Calendar FY 2015 Budget Calendar Date

Meeting Description

4/4/14 and 4/7/14

Budget Training Sessions—2:00 p.m.

5/5/14

Departmental Budget requests due to the Budget office

5/7/14

Commission Strategic Planning Workshop—11:00 a.m.

5/12/14 - 5/30/14

Departmental Budget meetings with City manager’s Office

5/28/14

Commission Business Plan Preview Workshop—5:00 p.m.

6/12/14

Department Directors’ Business Plan Retreat

7/2/14

Commission Business Plan Workshop I—10:00 a.m.

7/23/14

Commission Business Plan Workshop II—5:15 p.m. (TRIM Notification prepared and submitted to City Commission) (Adopt Preliminary Assessment Resolutions)

9/12/14

First Public Budget Hearing—5:15 p.m.

9/17/14

Second Public Budget Hearing —6:30 p.m. (Adopt Operating Budget and Capital Improvement Program)

10/1/14

FY 2015 begins

Note: all Commission meetings and workshops are open to the public.

The Little Free Library program is a free book exchange that was established to promote literacy. These boxes are available at Coral Springs City Hall and at Mullins Park. For information on the program, visit the program’s web site at LittleFreeLibrary.org.

Fiscal Year 2015 Annual Budget

Management and Budget Office We are pleased to present this nationally recognized planning and budgeting document as one of the many services we provide to the City of Coral Springs. The Management and Budget Office (MBO) is a division of the City Manager’s Office and is responsible for managing and implementing several cross-functional processes within the City, including: Strategic Plan Business Plan Performance Measurement System Annual Budget Capital Improvement Program Performance Improvement Projects Grants Business SWAT Team Projects Program Analysis Financial Analysis Performance Benchmarking Operational Auditing Technical Assistance for Departments Our budgeting system meets all of the best practice recommendations of the National Advisory Council on State and Local Budgeting, as well as previous recommendations by the Government Finance Officers Association (GFOA). We have had the good fortune to receive the Government Finance Officers Association Distinguished Budget Presentation Award for twenty-three consecutive years. In past years, our Annual Budget has received “Special Performance Measures Recognition” from GFOA as well as “Outstanding as a Policy Document and Operations Guide.” In addition, our performance measurement and budgeting system has been cited as a “Best Practice” by the National Partnership for Reinventing Government. The Fitch Rating Agency uses our planning

system as a model for cities interested in achieving the distinction of an ‘AAA’ bond rating. Our Performance Measurement system was selected as a “Best Practice” by the American Quality and Productivity Center. We also received the International City/County Managers Association Center for Performance Measurement Certificate of Excellence. Our strategic planning, performance measurement, and budgeting efforts also contributed to the receipt of the 2007 Malcolm Baldrige National Quality Award. We are the first state or local government to receive the Baldrige Award. In addition, we also received the Florida Governor’s Sterling Award for Organizational Performance Excellence in 1997 and again in 2003. We are the first organization to win the Governor’s Sterling Award for the second time.

MBO Staff Robert Goehrig

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

rgoehrig@coralsprings.org

Liliana Alvarez

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

Laurie Bishara

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

Chelsea Stahl

For more information, please visit our web site, www.coralsprings.org, to download copies of our Strategic Plan, Business Plan, Annual Budget, Capital Improvement Plan, and other related documents and presentations.

Senior Financial Analyst (954) 344-5914

Thank You!

Senior Financial Analyst (954) 346-1723

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

cstahl@coralsprings.org

Sherri Toops

stoops@coralsprings.org

Kristin Holowicki Grant Coordinator (954) 344-5902

kholowicki@coralsprings.org

Vannelys Rivera Budget Analyst (954) 344-5928

vrivera@coralsprings.org

Yanell Sanchez

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

Pictured from left: Yanell Sanchez, Liliana Alvarez, Sherri Toops, Bob Goehrig, Chelsea Stahl, Kristin Holowicki, Vannelys Rivera, and Laurie Bishara

City of Coral Springs, Florida

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

Fund Structure Overview 325

FY 2015 Total Operating Budget and Capital $203,657,164

FY 2015 Net Operating Budget $161,821,110

General Fund $69,632,817

Enterprise Funds $22,519,710

Water and Sewer $18,362,701 Solid Waste Fund $4,157,009

Special Revenue Funds $22,429,668

Internal Services Funds $27,555,682

Fire $12,198,755 Charter School $10,008,913 Public Art $222,000

Insurance Funds $16,799,742 Equipment Services $10,755,940

Trust and Agency Funds $12,898,198 Pension $12,898,198

Capital Projects Funds $6,785,035 Debt Service $6,785,035

Major Funds Fund Name

Fund Type

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

General Fund*

City Operating Fund

Fire Fund*

Special Revenue Fund

Water and Sewer Fund*

Enterprise Fund

Solid Waste Fund*

Enterprise Fund

Health and General Insurance Funds*

Internal Service Funds

Coral Springs Charter School Fund*

Special Revenue Fund

Equipment Services Fund*

Internal Service Fund

Public Art Fund*

Special Revenue Fund

Pension Fund

Trust and Agency Fund

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

Debt Service Fund*

Debt Service Fund

Covers the revenues and payment of voter approved long-term general obligation debt and revenue bond debt

*Indicates appropriated funds in accordance with the Budget Ordinance.

Fiscal Year 2015 Annual Budget

FY 2015 Capital Budget $41,836,054

General Fund $21,735,626

Enterprise Funds $9,493,000

Water and Sewer $9,457,000 Solid Waste Fund $36,000

Special Revenue Funds $5,598,528

Internal Services Funds $5,008,900

Fire $5,478,528 Charter School $30,000 Public Art $90,000

Equipment Services $5,008,900

A pedestrian footbridge was replaced on 87th Avenue, South of Sample Road. This bridge provides an alternative access to and from Forest Hills Elementary School. The bridge has also been used by the school as an emergency exit egress.

City of Coral Springs, Florida

Summary of net budgeted revenues窶認iscal Year 2015 FY 2014 Amended Net Budget General Fund

Percent of Total

FY 2015 Proposed Net Budget

$94,689,974

60.5%

$97,769,413

Fire Fund

17,119,047

10.9%

Water and Sewer Fund

21,624,783

Percent of Total

Dollar Change

Percent Change

60.4% $3,079,439

3.3%

17,310,587

10.7%

191,540

1.1%

13.8%

22,648,735

14.0%

1,023,952

4.7%

1,338,000

0.9%

1,535,000

0.8%

197,000

14.7%

11,908,350

7.6%

11,428,913

7.1%

(479,437)

-4.0%

96,500

0.1%

222,000

0.1%

125,500

130.1%

Equipment Services Fund

3,725,585

2.4%

5,171,909

3.2%

1,446,324

38.8%

Solid Waste Fund

3,827,185

2.4%

4,157,009

2.6%

329,824

8.6%

Debt Service Fund

2,306,613

1.5%

1,577,544

1.0%

(729,069)

-31.6%

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

Total

$156,636,037

100.0%

$161,821,110

100.0% $5,185,073

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

Fiscal Year 2015 Net Budget - All Funds - Revenues $161,821,110 Fire Fund 10.7%

Debt Service Fund 1.0%

Other 1.0% Charter School Fund 7.1%

Water and Sewer Fund 14.0% General Fund 60.4% Equipment Services Fund 3.2% Solid Waste Fund 2.6%

Fiscal Year 2015 Annual Budget

3.3%

Summary of net budgeted expenditures窶認iscal Year 2015 FY 2014 Amended Net Budget General Fund

Percent of Total

FY 2015 Proposed Net Budget

Percent of Total

Dollar Change

$67,914,579

43.4%

$69,632,817

Fire Fund

11,873,782

7.6%

12,198,755

7.5%

324,973

2.7%

Water and Sewer Fund

17,811,641

11.4%

18,362,701

11.3%

551,060

3.1%

Health and General Insurance Funds

16,118,093

10.3%

16,799,742

10.4%

681,649

4.2%

C.S. Charter School Fund

10,488,350

6.7%

10,008,913

6.2%

(479,437)

-4.6%

96,500

0.1%

222,000

0.1%

125,500

130.1%

9,152,277

5.8%

10,755,940

6.6%

1,603,663

17.5%

13,638,747

8.7%

12,898,198

8.0%

(740,549)

-5.4%

Solid Waste Fund

3,106,900

2.0%

4,157,009

2.6%

1,050,109

33.8%

Debt Service Fund

6,435,168

4.1%

6,785,035

4.2%

349,867

5.4%

100.0% $5,185,073

3.3%

Public Art Fund Equipment Services Fund Pension Fund

Total

$156,636,037

100.0%

$161,821,110

43.0% $1,718,238

Percent Change 2.5%

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

Fiscal Year 2015 Net Budget - All Funds - Expenditures $161,821,110 Solid Waste Fund Equipment Services Fund 2.6% 6.6%

Water and Sewer Fund 11.3%

General Fund 43.0% Fire Fund 7.5%

Charter School Fund 6.2% Debt Service Fund & Public Art Fund 4.3% Pension Fund 8.0%

Insurance and Health Fund 10.4%

City of Coral Springs, Florida

Fund Budget Overviews General Fund Budget Summary FY 2012 Actual Revenues General Operating Ad Valorem Taxes Solid Waste Assessment-FF

FY 2013 Actual

$31,133,669 $32,726,175 1,432,712 1,827,073

FY 2014 Adopted Budget

FY 2015 Proposed Budget

$ % Change From Change From FY14 Budget FY14 Budget

$33,651,176 2,103,433

$35,299,267 2,124,467

$1,648,091 21,034

4.90% 1.00%

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

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

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

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

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

0 (190,739) (7,696) (198,435)

0.00% -6.83% -7.15% -1.92%

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

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

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

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

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

89,000 143,972 6,289 239,261

1.02% 7.51% 3.50% 2.21%

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

5,439,445 78,203 3,249,073 107,219 6,684,505 52,092 15,610,537

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

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

(400,000) 0 205,821 31,985 298,747 1,370 137,923

-7.41% 0.00% 5.81% 24.77% 4.05% 3.00% 0.84%

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

40,000 125,270 1,207,219 873,300 332,446 333,843 2,912,078 18,522,615

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

40,000 127,453 1,245,000 900,000 197,491 260,000 2,769,944 19,285,436

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

0 (2,451) 15,000 0 40,595 32,000 85,144 223,067

0.00% -1.92% 1.20% 0.00% 20.56% 12.31% 3.07% 1.16%

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

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

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

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

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

13,000 75,000 0 1,116 89,116

0.59% 49.95% 0.00% 15.94% 3.68%

Business Tax Subtotal Permits and Business Tax

1,160,987 3,291,395

1,088,179 3,258,019

1,218,600 3,643,420

1,221,900 3,735,836

3,300 92,416

0.27% 2.54%

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

104,891 291,842 39,211 96,487 45,736 21,489 612,155 52,087 414,761 153,307 66,662 1,506,124 294,650 329,433 120,917 4,149,752

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

111,000 286,235 41,211 101,019 59,507 21,410 622,448 50,099 407,000 153,513 75,950 1,558,592 308,947 387,850 148,180 4,332,961

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

8,325 21,468 3,091 7,577 4,463 1,606 (22,448) 3,757 30,525 11,514 5,696 141,894 26,234 29,090 11,113 283,905

7.50% 7.50% 7.50% 7.50% 7.50% 7.50% -3.61% 7.50% 7.50% 7.50% 7.50% 9.10% 8.49% 7.50% 7.50% 6.55%

Fiscal Year 2015 Annual Budget

General Fund Budget Summary (continued) FY 2014 Adopted Budget

FY 2015 Proposed Budget

$ % Change From Change From FY14 Budget FY14 Budget

FY 2012 Actual

FY 2013 Actual

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

1,802,824 0 1,432,545 3,235,369

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

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

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

120,477 250,000 78,969 449,446

6.00% n/a 5.00% 12.53%

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

758,840 586,750 1,136,280 2,578,547 102,646 0 1,751 5,164,814

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

915,047 638,647 1,206,735 2,604,000 94,414 0 1,751 5,460,594

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

(18,399) 9,428 (17,352) 78,120 2,832 231,801 0 286,429

-2.01% 1.48% -1.44% 3.00% 3.00% n/a 0.00% 5.25%

Subtotal - Charges For Services

12,549,935

12,851,219

13,380,889

14,400,669

1,019,780

7.62%

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

514,754 71,392 3,175 0 654,696 294,775 1,538,792

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

575,000 220,610 197,400 0 943,000 114,681 2,050,691

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

150,000 (13,544) 0 150,000 (185,000) 67,707 169,163

26.09% -6.14% 0.00% n/a -19.62% 59.04% 8.25%

Other Income: Interest Rents & Royalties/Cell Tower Lease Sale 50th Anniversary Sept 11 5K Event CRA Contribution Charter School Lease Auction Resource Recovery SW Disposal Rebate Solid Waste Disposal Agreement Volunteer Firefighter Pension Facility Rental Other Miscellaneous Subtotal

265,553 1,204,766 0 0 0 1,420,000 5,086 0 0 0 0 124,645 139,125 3,159,175

95,527 1,214,591 104,350 0 50,000 1,420,000 9,695 1,388,360 0 185,000 1,155,820 126,970 280,275 6,030,588

375,000 1,028,775 0 0 127,734 1,420,000 18,285 0 12,518 272,000 0 150,000 239,074 3,643,386

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

(67,500) 248,637 0 15,000 27,409 0 366 0 5,482 253,000 0 0 5,977 488,371

-18.00% 24.17% n/a n/a 21.46% 0.00% 2.00% n/a 43.79% 93.01% n/a 0.00% 2.50% 13.40%

89,910,319

95,830,106

98,898,090 102,600,838.2

3,702,748

3.74%

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

0 0 0 0 0 0 0

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

(100,000) (63,863) (720,285) 0 (150,000) 140,000 (894,148)

-100.00% -33.75% -100.00% n/a -60.00% 53.85% -58.84%

$100,417,593 $103,226,193

$2,808,600

2.80%

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

$93,232,332 $95,830,106

100,000 189,218 720,285 0 250,000 260,000 1,519,503

City of Coral Springs, Florida

General Fund Budget Summary (continued) FY 2015 Proposed Budget

$ % Change From Change From FY14 Budget FY14 Budget

FY 2013 Actual

$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

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

$352,109 3,333,225 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 90,452,989

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

$4,192 481,450 222,885 (67,703) 372,314 133,422 211,142 262,025 107,200 193,660 179,291 2,099,878

1.19% 14.44% 15.34% -2.66% 12.90% 15.45% 3.25% 0.58% 1.21% 4.39% 1.27% 2.32%

25,878 50,000 727,531 0 0 0 135,710 830,000 10,717 159,115 46,419 472,111 440,016 0 100,029 0 0 0 8,342 0 0 0 3,005,868

524,567 50,000 420,443 0 0 0 2,186 0 0 131,702 34,829 471,142 448,933 0 11,496 0 0 6,802 107,121 0 606,461 381,071 3,196,755

592,308 0 651,981 450,764 129,076 250,000 180,924 0 0 139,214 94,564 578,281 500,000 (300,000) 100,000 25,000 0 10,000 75,000 337,050 0 0 3,814,162

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

(392,308) 0 3,001 (764) (129,076) (50,000) (113,520) 0 0 6,961 (19,564) 0 25,000 300,000 0 0 264,456 0 (75,000) (337,050) 0 0 (517,864)

-66.23% n/a 0.46% -0.17% -100.00% -20.00% -62.74% n/a n/a 5.00% -20.69% 0.00% 5.00% -100.00% 0.00% 0.00% n/a 0.00% -100.00% -100.00% n/a n/a -13.58%

Fire Fund Govt. Assessment To Capital Fund Subtotal - Interfund Transfers

887,823 897,755 156,717 0 1,942,295

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

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

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

61,380 (47,223) 2,493 221,000 237,650

5.88% -4.53% 1.36% 119.46% 9.68%

Debt Service: Revenue Bond Rev Bonds - '04 (Refunding) Rev Bonds - '08 2010 Recovery Zone Bond 2013 Capital Revenue Note 2013 Lease Purchase Financing (Phone) 2014 Capital Improvement Loan Total Debt Service

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

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

827,159 1,569,663 405,517 519,600 373,756 0 3,695,695

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

706,811 7,125 0 0 0 275,000 988,936

85.45% 0.45% 0.00% 0.00% 0.00% n/a 26.76%

Total Non-Departmental

7,295,238

8,967,650

9,964,604

10,673,326

708,722

7.11%

$93,232,332 $93,413,481

$100,417,593

$103,226,193

$2,808,600

2.80%

Expenditures: Departmental City Commission City Manager Human Resources Financial Services Information Services City Attorney Development Services Police Emergency Medical Services Public Works Parks & Recreation Total Departmental Non-Departmental Operating Capital Conference Center Equipment Non-Departmental Operating Contingency Solid Waste Contingency Economic Development Incentive Market Adjustments Other Post Employment Benefits Inventory/Over/shortage CRA Special Assessment Tuition Reimbursement Charter School (Lease Expense) Center for the Arts EMS Pension Adjustment Internal Auditor City Hall Licensing/Maintenance City Hall South Rental Library/Grounds Parking lot Maint 50th Anniversary Microsoft Office License/ESRI Maintenan SQL Database License Computer Replacement Plan Subtotal - Non-Departmental Interfund Transfers: Property/Casualty Fire Fund (Nonprofit Subsidy Churches/Schools)

Grand Total - Expenditures Revenues in Excess of Expenditures Positions

FY 2014 Adopted Budget

FY 2012 Actual

$0 $2,416,625 631.91 640.41

$0 649.66

Fiscal Year 2015 Annual Budget

$0 659.77

$0 10.11

n/a 1.56%

General Fund Description The General Fund is the general operating fund of the City of Coral Springs. It provides for a broad spectrum of premier services such as beautiful parks and recreational facilities, public safety, code compliance, athletic programs, an attractive Aquatic Complex, public works, building plan review and inspections, emergency medical services, and more. Resources are, in the majority, provided by taxes. The General Fund budget is $103,226,193 for Fiscal Year 2015. This represents an increase of $2,808,600 or 2.8% from the Fiscal Year 2014 budget. This budget is adequate to finance the General Fund expenses and a portion of the Coral Springs Center for the Arts, Insurance, Debt Service, Equipment Services, and Pension fund expenses relative to the General Fund.

General Fund Total Revenues - $103,226,193 General Fund total revenuesâ&#x20AC;&#x201D;$103,226,193 Sales Tax 7.4% Fines and Forfeitures 2.2%

Misc. Revenues 4.0% Intergovernmental 11.5%

Charges for Services 14.0% Utility Taxes 10.7% Permits and Business Tax 3.6% Other 0.6% Franchise Fees/Solid Waste Assessment 11.8%

Ad Valorem Taxes 34.2%

General Fund Total Expenditures - $103,226,193 General Fund total expendituresâ&#x20AC;&#x201D;$103,226,193 Development Services 6.5% HR/CAO 2.6%

Emergency Medical Svc. 8.7% Financial Services 2.4%

Non-Departmental 10.2% 10.3%

Information Services 3.1% CMO/Commission 4.0% Police 44.0% Parks and Recreation 13.9%

Public Works 4.5%

City of Coral Springs, Florida

General Fund (continued) Millage rates Adopted Adopted Adopted Proposed Percent FY 2012 FY 2013 FY 2014 FY 2015 Change General Operating Voter-Approved

$4.3939 $0.2915

$4.5697 $0.2906

$4.5697 $0.2033

$4.5697 $0.2038

0.00% 0.24%

Total Millage

$4.6854

$4.8603

$4.7730

$4.7735

0.01%

Utility service taxes Type (% of Gross) Electricity (10%) Water (10%) Propane (10%) Total

FY 2013 Budgeted Receipts

Electricity (6%)

$7,080,475

$7,434,499

0.00%

1,929,730

2,790,739

2,600,000

-6.83%

Solid Waste Towing/Other Total

FY 2014 Budgeted Receipts

FY 2015 Budgeted Receipts

104,054

107,696

100,000

-7.15%

$10,332,934

$10,134,499

-1.92%

Percent Change

$8,711,000

$8,800,000

1.02%

1,878,459

1,916,028

2,060,000

7.51%

173,620

179,697

185,986

3.50%

$10,102,079,

$10,806,725

$11,045,986

2.21%

Percent Change

$9,114,259

FY 2015 Budgeted Receipts

$8,050,000

Franchise fees Type (% of Gross)

FY 2014 Budgeted Receipts

Fiscal Year 2015 Annual Budget

General Fund non-departmental operating expenses

FY 2014 Budget

Item Financial Quality Program

Cross Departmental

Special Projects Boards & Advisory Committees Grants

Events

Total

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

100,000 94,564 50,000 25,000 13,550 0 34,000 25,000 15,000 36,000 14,500 80,251 6,500 50,000 20,000 139,214 17,500 2,500 15,000 5,000 35,231 14,769 50,000 50,000 20,000 0 15,000 15,000 0 40,000

$983,579

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

$ Change

% Change

0 (19,564) 0 0 1,450 42,000 0 0 0 0 (6,000) 0 0 0 (20,000) 6,961 0 0 (5,000) 0 0 5,231 (15,000) 0 0 7,500 0 0 20,000 0

0.00% -20.69% 0.00% 0.00% 10.70% n/a 0.00% 0.00% 0.00% 0.00% -41.38% 0.00% 0.00% 0.00% -100.00% 5.00% 0.00% 0.00% -33.33% 0.00% 0.00% 35.42% -30.00% 0.00% 0.00% n/a 100.00% 0.00% n/a 0.00%

$1,001,157 $17,578

1.79%

City of Coral Springs, Florida

Statement of Revenues and Expenditures Fire Fund Budget Summary Fire Fund

Revenues: Non Ad Valorem Special Assessment Fees Non-Ad Valorem Special Assessment Fee Government Assessment Nonprofit Subsidy (Churches & Schools) Sub-Total Non Ad Valorem Special Assesment Fees Partial Year Assessment Intergovernmental Base Contract (Parkland) Base Contract (Broward County) Sub-Total Intergovernmental Charges for Services: Fire Inspection Services Fire Re-Inspection Fees Training Tuition Fees Training Miscellaneous Fees State Education Incentive Fund Off Duty Fire Rescue Service Plan Review Fees Sub-Total Charges for Services Fines and Forfeitures: Fire Inspection Fines False Alarm Recovery Sub-Total Fines and Forfeitures Other: Interest Income Miscellaneous Revenue Doubtful Accounts Safer Grant Appropriated Fund Balance Sub-Total Other 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 8/28/2014 3:22 PM

FY 2014 Adopted Budget

FY 2015 Preliminary Budget

$ Change From FY14 Budget

% Change From FY14 Budget

FY 2012 Actual

FY 2013 Actual

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

$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

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

$254,383 2,493 (47,223) 209,653 (20,570)

2.79% 1.36% -4.53% 2.02% -77.75%

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

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

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

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

122,927 (1,128) 121,799

2.28% -8.51% 2.25%

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

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

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

0 624 167,601 91,344 1,101 (6,007) 2,244 256,907

0.00% 2.00% 20.44% 70.81% 2.25% -14.65% 2.00% 12.74%

68,395 2,150 70,545

4,626 1,900 6,526

51,000 3,000 54,000

52,020 3,000 55,020

1,020 0 1,020

2.00% 0.00% 1.89%

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

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

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

50,000 5,000 0 0 0 55,000 $18,491,718

(15,000) (7,000) 0 0 (400,000) (422,000) $146,810

-23.08% -58.33% n/a n/a -100.00% -88.47% 0.80%

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

$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

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

($45,290) 44,380 173,584 307,365 176,207 656,246

-7.81% 35.47% 1.45% 27.89% 14.71% 4.38%

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

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

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

(291,342) (30,000) (5,000) 481 78,969 24,893 11,900 (210,099)

-50.40% -100.00% -4.76% 2.00% 5.00% 32.13% 60.10% -8.70%

0 154,228 154,228

0 163,291 163,291

400,000 181,339 581,339

0 192,002 192,002

(400,000) 10,663 (389,337)

-100.00% 5.88% -66.97%

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

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

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

0 0 0 90,000 90,000 (509,436)

0.00% 0.00% 0.00% 90.00% 23.51% -15.08%

$16,228,466

$17,051,363

$18,344,908

$18,491,718

$146,810

0.80%

$256,995 103.84

$185,793 107.84

$0 107.84

$0 109.98

$0 2.1

n/a 1.98%

Fire Fund Preliminary with DI, pension, health changes PRELIMINARY

Fiscal Year 2015 Annual Budget

Fire Fund Description The Fire Fund is a special revenue fund to provide fire protective services to the citizens of Coral Springs. The City of Coral Springs also has a contractual agreement with the city of Parkland, Florida, to provide fire/rescue services. The Fire Department is funded by a special assessment. The Emergency Medical Services (EMS) portion of the Fire Department is funded in the General Fund (refer to the General Fund revenues and expenditures for information on the EMS budget). The Fire Fund budget is $18,491,718 in Fiscal Year 2015. This represents an increase of $146,810 or 0.80% over the Fiscal Year 2014 adopted budget.

Fire Fund Total Revenues - $18,491,718 Fire Fund total revenuesâ&#x20AC;&#x201D;$18,491,718 Other 0.6% Charges for Services 12.3%

Intergovernmental 29.9% Special Assessment 57.2%

Fire Fund Total Expenditures - $18,491,718 Fire Fund total expendituresâ&#x20AC;&#x201D;$18,491,718 Training 7.6%

Debt Service 2.6%

Inspection 7.4% Interfund Transfer 1.0%

Non-Departmental 11.9%

Administration 2.9% Communication Services 1.0%

City of Coral Springs, Florida

Suppression 65.6%

Fire Fund (continued) Fire AssessmentFire rateAssessment comparisonRate FiscalComparison Year 2015 Fiscal Year 2015 $350 $300

$304.90 $260.08

$250

$225.00 $209.00

$200

$169.50

$175.00

$166.00 $141.36

$150

$134.00

$100 $50 $0

Fire Assessment rate schedule Adopted FY 2012

Property Use: Residential (per unit)

Adopted FY 2013

Adopted FY 2014

Proposed $ FY 2015 Change

% Change

Single-Family

$128.77

$138.10

$141.36

Multi-Family

$143.94

$160.59

$174.89

$186.40

$11.51

6.6%

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

$17.65

$17.61

$19.34

$19.98

$0.64

3.3%

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

$2.45 $22.33

$2.58 $22.95

$3.01 $23.05

$3.01 $21.47

$0 -$1.58

0% -6.7%

Fiscal Year 2015 Annual Budget

Water and Sewer Fund Budget Summary FY 2012 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 Appropriated Fund Balance Total Non-Operating Revenue Grand - Total Revenues Expenses Departmental Administration Water Distribution Wastewater Collection Water Treatment Total Departmental Non-Operating Wastewater Treatment Capital Administrative Services Revenue and Collection Non-Departmental Transfer To Renewal and Replacement Business Development Property/Casualty Computer Replacement Debt Service Lease Purchase Financing 2013 (Phone System) Revenue Bond-Series 2010 Revenue Bond-Series 2012 ($8.7M/2.29%/20 years) Revenue Bond-Series 2014 ($4.7M/2.75%/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 2015 Proposed Budget

FY 2014 Adopted Budget

FY 2013 Actual

$ Change From FY14 Budget

% Change From FY14 Budget

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

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

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

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

$276,384 414,300 703 360 180 330 5,445 697,702

3.50% 3.50% 3.00% 3.00% 1.00% 3.00% 3.00% 3.49%

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

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

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

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

250 (2,000) 0 328,000 326,250

1.00% n/a n/a 20.50% 19.83%

$20,700,671

$19,588,774

$21,624,783

$22,648,735

$1,023,952

4.74%

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

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

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

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

201,593 48,824 (3,865) 104,036 350,588

29.64% 4.79% -0.31% 3.70% 6.10%

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

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

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

(1,101,539) (30,000) 89,230 31,247 56,057 1,469,750 (37,476) 31,378 2,000

-16.65% -2.36% 6.00% 6.00% 15.10% 47.21% -13.04% 5.88% 11.49%

0 2,717,842 0 0

0 2,710,962 458,397 0

50,000 0 579,192 0

50,000 0 580,376 175,028

0 0 1,184 175,028

n/a n/a 0.20% 100.00%

0 143,937 0 0 14,406 0 0

147,716 47,400 82,143 30,810 12,636 33,220 7,265

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

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

0 0 0 1 0 (13,495) 0

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

$2,876,185

$3,530,548

$1,660,357

$1,823,075

$162,718

9.80%

14,588,904

14,770,417

15,875,604

16,548,968

673,364

4.24%

Grand Total - Expenses

$19,438,545

$19,588,774

$21,624,783

$22,648,735

$1,023,952

4.74%

Revenues in Excess of Expenses

$1,262,126

($0)

n/a

35.50

35.00

38.75

1.50

4.23%

Positions

City of Coral Springs, Florida

40.25

Water and Sewer Fund Description The Water and Sewer Fund, as an enterprise fund, must be selfsupporting through user fees charged for services. The purpose of the Water and Sewer Fund is to provide clean water and to safely dispose of wastewater for customers living in the Coral Springs water district; which is the area between Wiles Road and Royal Palm Boulevard. The Fiscal Year 2015 Water and Sewer Fund budget totals $22,648,735. This amount represents an increase of $1,023,952 or 4.7% from Fiscal Year 2014. This rise is primarily due to additional CIP funding resulting in a $1,469,750 increase in the transfer to the Renewal and Replacement Fund and added debt service of $175,028. In addition, departmental costs increased $350,588 as did other non-operating costs, by $130,125, but were offset by lower wastewater treatment costs of $1,101,539, reflecting a decrease in Broward County wastewater treatment charges.

Water bill for average single-family residence 2014 2015 $ Increase % Increase Average Average (Decrease) (Decrease) Bill Bill Water Wastewater Total Monthly Bill

$21.13 $36.59 $57.72

$21.87 $37.88 $59.75

$0.74 $1.29 $2.03

3.5% 3.5% 3.5%

Note: Rates are calculated using an average consumption of 5,000 gallons for a single family residence (including 10% utility tax on water). Rate increase will be in effect October 1, 2014.

Water and Sewer Fund Total Revenues - $22,648,735

Water and Sewer Fund total revenues â&#x20AC;&#x201D;$22,648,735 Other 1.3%

Water 36.1%

Reserves 8.5%

Wastewater 54.1%

Water and Sewer Total Expenditures - $22,648,735 Water and Sewer Fund total expenses â&#x20AC;&#x201D;$22,648,735 Wastewater Treatment 24.3%

Non-Operating 43.3% Wastewater Collection 5.4% Administration 3.9% Water Distribution 4.7% Water Treatment 12.9%

Fiscal Year 2015 Annual Budget

Capital 5.5%

Health Fund Budget Summary FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted Budget

FY 2015 Proposed Budget

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

$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

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

$252,618 31,058 56,797 2,133 3,565 346,171

2.71% 5.59% 3.68% 9.92% 1.66% 2.97%

30,032

12,249

45,000

35,000

(10,000)

-22.22%

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

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

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

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

60,000 0 52,000 120,000 232,000

10.00% 0.00% 9.67% n/a 20.03%

$12,625,362 $11,532,319 $12,848,097

$13,416,268

$568,171

4.42%

12,577,537 144,500 126,060

13,124,718 160,350 131,200

547,181 15,850 5,140

4.35% 10.97% 4.08%

Total Expenses

$11,257,465 $11,474,688 $12,848,097

$13,416,268

$568,171

4.42%

Revenues in Excess of Expenses

$1,367,897

$57,631

n/a

1.25

1.50

0.25

20.00%

Revenues Transfers: General Fund Water and Sewer Fund Fire Fund General Insurance Fund Equipment Services Subtotal Transfers Interest Income Recoveries: Premium/Retirees Terminated/Cobra Employees W/Dependent Other/Pharmacy Rebate Subtotal Recoveries

Total Revenues Expenses Health-Dental Long Term Disability Life Insurance

Positions

10,991,335 144,500 121,630

11,192,892 154,951 126,845

$ % Change From Change From FY14 Budget FY14 Budget

Health Fund Description The City provides insurance to employees in the areas of long-term disability, life insurance, and medical/dental insurance. The General, Water and Sewer, Fire, General Insurance, and Equipment Services funds are billed to cover premiums and claims, and to maintain an adequate reserve balance. Given the diversity of the Health Fund, the fund is categorized as health/dental, long-term disability, and life insurance to enhance accountability and budget control. The Fiscal Year 2015 Health Fund budget is $13,416,268. This represents an increase of $568,171 or 4.42% from the Fiscal Year 2014 adopted budget. 7/31/2014 8:39 AM

City of Coral Springs, Florida

General Insurance Fund Budget Summary FY 2012 Actual

FY 2013 Actual

$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

37,980

14,810

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

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

$2,753,604

$2,870,964

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

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

Total Expenses

$2,983,077

$3,019,997

Revenues in Excess of Expenses

($229,473) ($149,033)

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

Positions

1.50

FY 2014 Adopted Budget

FY 2015 $ % Proposed Change From Change From Budget FY14 Budget FY14 Budget

$2,177,938 $2,270,468 601,162 636,326 369,253 386,848 1,888 2,680 26,138 26,575 3,176,379 3,322,897

$92,530 35,164 17,595 792 437 146,518

4.25% 5.85% 4.76% 41.95% 1.67% 4.61%

50,000

25,000

(25,000)

-50.00%

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

0 0 0 0

0.00% 0.00% 0.00% 0.00%

$3,311,379 $3,432,897

$121,518

3.67%

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

32,000 89,118 400

2.21% 5.15% 0.31%

$3,311,379 $3,432,897

$121,518

3.67%

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

n/a

1.50

0.00

0.00%

General Insurance Fund Description The City is insured in the areas of general liability, property and auto liability, and workersâ&#x20AC;&#x2122; compensation. The General, Water and Sewer, Health, Fire, and Equipment Services funds are billed to cover premiums, claims, and to maintain an adequate reserve balance in the General Insurance Fund. Prepared 7/31/2014 11:51 AM

Given the diversity of the General Insurance Fund, the fund is categorized as workersâ&#x20AC;&#x2122; compensation, property/motor vehicle liability, and casualty/general claims to enhance accountability and budget control. The Fiscal Year 2015 General Insurance Fund budget totals $3,432,897. This represents an increase of $121,518 or 3.67% from the Fiscal Year 2014 adopted budget.

Fiscal Year 2015 Annual Budget

Coral Springs Statement Charter School Fund Budget Summary of Revenues and Expenditures Charter School Fund FY 2012 Actual

FY 2013 Actual

FY 2015 Proposed Budget

FY 2014 Adopted Budget

$ Change From FY14 Budget

% Change From FY14 Budget

Revenues Intergovernmental Other Revenue/ Miscellaneous Appropriation of Fund Balance

$10,274,572 101,787 0

$10,762,282 66,078 0

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

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

$359,590 (64,742) (774,284)

3.34% -62.29% -75.41%

Total Revenues

$10,376,359

$10,828,360

$11,908,350

$11,428,913

($479,437)

-4.03%

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

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

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

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

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

$137,216 0 (616,653)

1.41% 0.00% -82.31%

Total Expenditures

$9,829,603

$11,242,579

$11,908,350

$11,428,913

($479,437)

-4.03%

Revenues in Excess of Expenditures

$546,756

($414,219)

($0)

n/a

Coral Springs Charter School Fund Description Charter Schools USA (CSUSA), a professional education management company, operates the school on the Cityâ&#x20AC;&#x2122;s behalf. The Fiscal Year 2015 Charter School Fund budget is $11,428,913. This represents a decrease of $479,437, or 4.18% from the Fiscal Year 2014 adopted budget.

City of Coral Springs, Florida

Public Art Fund Budget Summary FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted Budget

FY 2015 Proposed Budget

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

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

$27,387 (4,912) 6,904 2,670 0 $32,049

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

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

$0 0 0 3,000 122,500 $125,500

0.00% n/a 0.00% n/a 167.81% 130.05%

Expenditures Operating Expenses Capital Total Expenditures

$11,222 65,140 $76,362

$121,591 0 $121,591

$76,500 20,000 $96,500

$132,000 90,000 $222,000

$55,500 70,000 $125,500

72.55% 350.00% 130.05%

($52,216)

($89,542)

n/a

Revenues in Excess of Expenditures

Public Art Fund Description The Public Art Fund is a special revenue fund utilized to account for the collection of Public Art fees, as well as operating expenditures to maintain all sculptures. No public tax money is used by this fund. Instead, Public Art Fees are fees charged to developers which are then used to purchase and maintain public art. The Fiscal Year 2015 budget for the Public Art Fund is $222,000, an increase of $125,500 or 130.05% from Fiscal Year 2014.

$ % Change From Change From FY14 Budget FY14 Budget

Fiscal Year 2015 Annual Budget

Equipment Services Fund Budget Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted Budget

FY 2015 Proposed Budget

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

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

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

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

$30,572 2,823 4,603

1.20% 1.20% 1.20%

1,716,564 228,037 372,671

1,795,572 204,524 446,387

1,885,333 214,748 468,704

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

94,267 10,737 23,435

5.00% 5.00% 5.00%

109,075 138,054

52,463 135,964

80,000 103,000

50,000 103,000

(30,000) 0

-37.50% 0.00%

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

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

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

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

(45,000) (1,500) 0 89,937

-50.00% -30.00% n/a 1.50%

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

0 2,024,740 2,024,740

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

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

85,034 1,437,790 1,522,824

49.02% 43.91% 44.17%

$10,766,657

$7,847,606

$9,449,972

$1,612,761

17.07%

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

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

$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

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

$19,634 10,520 (107,147) 128,439 51,446

2.42% 2.92% -4.73% 5.00% 0.86%

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

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

0 2,024,740 2,024,740

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

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

123,525 1,437,790 1,561,315

71.21% 43.91% 45.29%

$10,608,010

$7,750,682

$9,449,972

$1,612,761

17.07%

$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 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

$11,062,733

$ % Change From Change From FY14 Budget FY14 Budget

Equipment Services Fund Description The Equipment Services Fund is an internal service fund used to account for the purchase, operation, and maintenance costs of the City’s vehicles and other major equipment; such as mowers and emergency generators. The City’s fleet inventory includes emergency vehicles (patrol units, rescues, fire trucks), buses for recreation, trucks for Building, Code Compliance, and fire inspections, as well as vehicles for maintenance of streets and parks, and generators. In addition, other small equipment such as workmans, mowers, ballpros, tillers, paint machines, pressure cleaners, trailers, etc. are essential to maintain tennis and basketball courts, city buildings and sport fields in optimal condition. The Fiscal Year 2015 Equipment Services Fund proposed budget totals $11,062,733. This represents an increase of $1,612,761 or 17.1% from Fiscal Year 2014. As a self-sustaining fund, the Equipment Services Fund provides maintenance services to all applicable departments in the City on a cost reimbursement basis. Cost recovery is performed for depreciation, also known as chargeback, fuel, maintenance, and operating expenses. These expenses are budgeted and paid for by the Equipment Services Fund; therefore, monthly interfund transfers are processed to reimburse this fund. For example, depreciation or chargeback, is an operating expense to gradually pay for the use of all equipment assigned to each department. The amount of annual chargeback is calculated for each piece of equipment using a simple formula that takes the cost of the item divided by the expected life (i.e., straight-line depreciation). The result is the amount to allocate to the user department annually for the number of years the item will be in service (refer to interfund transfers for allocation by fund). Budgeting depreciation for capital assets allows the City to “pay-as-you-go” finance its vehicles, therefore avoiding debt. As illustrated on the “Ten-year fleet replacement cost” table, the average annual vehicle replacement cost for Fiscal Year 2015 through Fiscal Year 2025 is estimated to be $4.4 million.

Ten-year fleet replacement cost $7.0 $6.0

$6.2

$5.0

$5.5 $4.0

Millions

$4.7 $3.0

$4.1

$4.2 $3.7

$3.8

$4.1

$4.3

$4.4 $3.7

$2.0 $1.0 $0.0

Fiscal Year 2015 Annual Budget

Statement of Revenues and Expenses Pension Contributions Pension Fund Budget Summary 7/21/2014

FY 2015 Proposed Budget

FY 2012 Actual

FY 2013 Actual

FY 2014 Adjusted Budget

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

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

$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

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

($323,831) (449,562) 22,633 5,096 4,532 583

-2.77% -25.78% 15.12% 9.00% 44.29% 7.50%

Total Revenues

$15,434,539

$13,817,646

$13,638,747

$12,898,198

($740,549)

-5.43%

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

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

$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

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

($225,000) (600,000) 46,366 38,085 0 0

-2.65% -23.08% 3.09% 7.53% 0.00% 0.00%

Total Expenses

$15,434,539

$13,817,646

$13,638,747

$12,898,198

($740,549)

-5.43%

Revenues in Excess of Expenses

$ % Change From Change From FY14 Budget FY14 Budget

n/a

Pension Fund Description The Pension Fund accounts for the accumulation of resources to be used for benefit payments to retired City employees. The Fiscal Year 2015 Pension Fund budget is $12,898,198. This represents a decrease of $740,549 or 5.43% reduction from the Fiscal Year 2014 budget.

City of Coral Springs, Florida

Solid Waste Fund Budget Summary FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted Budget

FY 2015 Proposed Budget

$ % Change From Change From FY14 Budget FY14 Budget

Revenues Solid Waste Non Franchise

$3,827,185

$3,972,005

144,820

3.78%

Appropriated Fund Balance

185,004

n/a

Total Revenues

$3,827,185

$4,157,009

$329,824

8.62%

$3,106,900

$4,121,009

$1,014,109

32.64%

720,285

36,000

(684,285)

-95.00%

Total Expenses

$3,827,185

$4,157,009

$329,824

8.62%

Revenues in Excess of Expenses

n/a

Expenses Operating Expenses Interfund Transfer (to Capital)

Solid Waste Fund Description The Solid Waste Fund was established as an enterprise fund in Fiscal Year 2014. This fund includes the non-franchise portion of the Cityâ&#x20AC;&#x2122;s residential solid waste special assessment which covers the cost of hauler and disposal fees. In the first year of this fund, Fiscal Year 2014, only nine monthsâ&#x20AC;&#x2122; of expenditures were included, to coincide with the start of the Waste Pro contract on January 1, 2014. At this time, the City began paying for solid waste and disposal separately. The Fiscal Year 2015 Solid Waste Fund budget totals $4,157,009 which is an increase of $329,824 or 8.62% from Fiscal Year 2014.

Fiscal Year 2015 Annual Budget

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

$0.2038 FY 2015

FY 2012

FY 2013

FY 2014

Proposed

Change from Change from

Actual

Budget

FY14 Budget FY14 Budget

Revenues Ad Valorem Taxes

$2,065,981

$2,081,501

$1,497,097

$1,574,394

$77,297

5.16%

2,347,076

3,596,864

3,695,694

4,684,631

988,937

26.76%

Transfer from General Fund

232,860

282,860

382,860

472,860

90,000

23.51%

Transfer from Water & Sewer Fund

50,000

0.00%

Transfer from Capital Projects

100,000

1,250,000

1,700,000

800,000

Proceeds of Refund Bond

14,302,475

n/a

Lease Principal Contribution

78,170

n/a

Interest Rebate-Revenue Bond Series 2010

135,437

129,940

n/a

Other

(13,243)

(10,833)

n/a

49,886 $6,067,997

16,981 $22,327,959

9,517 $6,435,168

3,150 $6,785,035

(6,367) 349,867

-66.90% 5.44%

Transfer from Fire Fund

Appropriated Fund Balance

Interest Income*

Total Revenues

(800,000)

n/a -100.00%

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

Expenditures General Obligation Bond-2003A(Refunding)

$355,400

$355,350

n/a

General Obligation Bond-2005A (Refunding)

601,138

607,150

$617,438

606,156

(11,282)

-1.83%

General Obligation Bond-2005B (Refunding)

525,704

531,354

534,004

530,516

(3,488)

-0.65%

General Obligation Bond-2013 - (Refunding) Public Safety*

551,438

345,582

437,721

92,139

26.66%

1,250

1,249

1,750

501

40.11%

2,034,929

2,046,540

1,498,273

1,576,144

77,871

5.20%

Franchise Revenue Bond-2004 (Refunding in 2014)

1,758,556

1,758,244

1,760,019

1,666,830

(93,189)

-5.29%

Capital Revenue Bond-2008

1,665,863

1,665,963

1,669,663

1,676,788

7,125

0.43%

540,955

535,458

411,857

405,517

(6,340)

-1.54%

Lease Purchase Financing 2013***

278,170

473,756

0.00%

Capital Revenue Note 2013

14,195

519,600

0.00%

Capital Improvement Loan 2014****

275,000

n/a

Advance Refunding Escrow

14,339,237

n/a

3,965,374

18,591,266

4,834,895

5,017,491

182,596

3.78%

90.00%

General Obligation Bond-Other

Total General Obligation Bond

Capital Improvement Revenue Bond Series 2010**

Total Revenue Bonds Other Future Debt for Fire Aerial Truck

100,000

190,000

90,000

Interfund Transfer Budget Amendment

1,700,000

n/a

1,400

2,000

1,400

(600)

-30.00%

1,400

1,701,400

102,000

191,400

89,400

87.65%

$6,001,703

$22,339,206

$6,435,168

$6,785,035

349,867

5.44%

$66,294

($11,248)

n/a

Issuance Costs

Total Other Total Expenditures Revenues in Excess of Expenditures *General Obligation Bond 2006 refunding in FY 2013

**Capital Improvement Revenue Bond Series 2010 (aka Build America Bond) issued in December 2010 ***Lease Purchase Financing was initiated in June 2013 for phone system ****For initial phase of Municipal Complex funding expected FY2015

City of Coral Springs, Florida

Debt Service Fund Description The Debt Service Fund is used to account for the repayment of voter-approved long-term general obligation debt, as well as other long-term financing utilized by the City, including but not limited to franchise revenue bonds, capital revenue bonds and notes, lease purchase financing and bank loans. Ad valorem taxes are used to pay debt service on general obligation bonds; debt service obligations on all other financing is allocated to various City funds, per the table below. The Fiscal Year 2015 Debt Service Fund budget is $6,785,035. This represents an increase of $349,867 or 5.4% from the Fiscal Year 2014 budget primarily due to the estimated debt service on a new 2014 Capital Improvement Loan.

Debt Service Fund Revenues - $6,785,035

Debt Service Fund revenues - $6,785,035 Other 0.8%

Ad Valorem Taxes 23.2%

Debt Service Fund Expenditures - $6,785,035

Fire Fund 7.0%

Debt Service Fund expenditures - $6,785,035 Other 2.9% General Fund 69.0% General Obligation Bond 23.2%

Revenue Bond 73.9%

Allocation of Revenue Bonds and Other Debt Payments* for Fiscal Year 2015

General Fund Fire Fund

Franchise Revenue Bond 2014

Capital Revenue Bond 2008

$1,533,970

$1,576,788

$132,860

$100,000

Capital Improvement Bonds (RZED) 2010

Lease Purchase Financing 2013

$405,517

Water & Sewer Fund Total

$1,666,830

$1,676,788

$405,517

$373,756

$519,600

Capital Improvement Loan 2014

$275,000

Allocations by Fund (Principal & Interest)

$4,684,631

$50,000

$282,860

$50,000

$473,756

* Debt Payments on General Obligation Bonds are funded by ad valorem taxes.

Capital Revenue Note 2013

Fiscal Year 2015 Annual Budget

$519,600

$275,000

$5,017,491

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

Capital expenditure FY2015-2020 ($160,233,403)

The capital expenditure for Fiscal Year 2015 is programmed at $41,836,054. This total breaks down as follows: General Fund Water and Sewer Fund Fire Fund Equipment Service Fund Public Art Fund Solid Waste Fund Charter School Fund

$21,735,626 $9,457,000 $5,478,528 $5,008,900 $90,000 $36,000 $30,000

The CIP procedure is used to plan, budget, and finance the purchase and/or construction of large capital infrastructure, facilities, equipment, and other fixed assets. The City uses this process to ensure these expensive, long-lived projects are aligned with its strategic direction and that the money is prudently spent. The capital item to be undertaken or purchased, the year in which it will be started, the anticipated capital outlay each year, the estimated impact on the operating budget, and the method of financing the project are all listed in the CIP summaries that follow this description. The six-year Capital Improvement Program includes Fiscal Year 2015 budget and expenditure projections for the next five years. The total capital plan for Fiscal Years 2015 through 2020 is $160,233,403.

Capital expenditure FY2015 ($41,836,054)

CIP Selection Process The Capital Improvement Program provides detailed information for all CIP projects with capital outlays greater than $5,000 that the City plans to construct, improve, or purchase during Fiscal Years 2015 through 2020. Each department submitting a capital acquisition request completes a Project Description Form. The request includes the following information: project title, department/division, linkage to strategic priority or initiatives, expected life of equipment (when applicable), additional operating cost, additional revenue or income, contingencies, project description, update, alternatives, impact on other departments, and a justification. The CIP is updated annually to make adjustments for changing capital needs, changes in availability and cost of funds, and to add a year of programming to replace the year just completed. The CIP process begins in early January with an evaluation of the Capital budgeting process to determine if there are any changes that will make the process more user-friendly, efficient, or effective. Next, departments conduct a fixed assets inventory including an inventory of vehicles, computers, and printers. One of the key improvements to the process has been to link the Capital Improvement Program to the Strategic Plan. In the spring, capital requirements flowing from the adopted Strategic Plan and Business Plan are identified. Each project recommended for inclusion in the Fiscal Year 2015 capital budget is linked to the Strategic Plan as it relates to the City Commissionâ&#x20AC;&#x2122;s five priorities. The CIP also takes into consideration department needs, the Comprehensive Plan Capital Improvement element, and the Water and Wastewater Master Plan.

City of Coral Springs, Florida

Fleet Replacement Program contributions and expenses

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

Fiscal Year

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

Expenses $4,662,400 $6,216,468 $4,132,838 $3,709,227 $4,229,329 $3,783,134 $4,054,854 $5,537,658 $4,339,395 $3,691,822 $4,383,779

Contributed Depreciation $2,697,199 $2,899,489 $3,116,951 $3,350,722 $3,602,026 $3,872,178 $4,162,591 $4,474,786 $4,810,395 $5,171,174 $5,559,012

Intra Fund Transfer $0 $207,059 $217,412 $0 $0 $0 $0 $0 $0 $0 $0

Estimated Interest

Year-End Balance

$70,957 $52,015 $21,436 $13,666 $10,217 $4,046 $4,977 $6,104 $0 $247 $15,043

The following policy guidelines are used to define a capital expenditure and steer the management of the process: • A capital expenditure is defined as a major construction, expansion, purchase, or major repair/replacement of buildings, utility systems, streets, or other physical structures or property which has an estimated total cost of $5,000 or more and generally has an expected life of at least five years.

$5,201,498 $2,143,592 $1,366,552 $1,021,713 $404,627 $497,717 $610,431 ($446,337) $24,663 $1,504,262 $2,694,538

New equipment can be added through a new initiative if it can be shown to support the Strategic Plan. The table on the left shows the estimated replacement cost of the City’s fleet inventory for the next ten years with corresponding annual contributions required from department users of vehicles, in order to make “pay-as-yougo” fleet purchases. This annual contribution eliminates borrowing money to finance a vehicle’s replacement. In Fiscal Year 2015, the City will invest nearly $4.7M to replace vehicles and equipment that otherwise would be more costly to maintain.

Computer replacement: The Computer Replacement Program is used to purchase and maintain computer hardware (including scanners, laptops, and desktops) and software. This is also a self-sufficient, internal service fund. Existing computer technologies are replaced on a standardized replacement schedule that considers legacy as well as usage. The table below shows the annual investment cost to replace the existing inventory of computers.

• Capital items under $5,000 are generally included in the various Fiscal Year 2015 funds’ operating budgets.

Capital Projects Funding

• Capital improvements are programmed and scheduled based on the City’s projected financial ability to purchase and maintain the capital project. All projects are prioritized and ranked based on criteria including the strength of the linkage between the capital expenditure and the City’s strategic priorities.

General Fund, Fire Fund, and Water and Sewer Fund operating revenues—these appropriated revenues will generally be used to purchase modest, routine operating capital items.

• General Fund debt service expenditures will not exceed 12.5% of the total annual General Fund budget. • Voter-approved general obligation debt will not exceed 5.0% of the City’s total taxable assessed valuation. CIP Project Categories: Capital projects are divided into one of three primary categories: Capital improvement projects: The purchase, replacement, maintenance, and repair of infrastructure and fixed assets is budgeted and accomplished through the Capital Improvement Program. Fleet replacement: The entire inventory of vehicles and equipment is evaluated annually in order to prioritize replacement and repairs needed in the upcoming year, based on age, condition, maintenance cost, and expected life of each equipment. The Equipment Services Fund provides for the purchase, replacement, and maintenance of the City’s fleet and other large equipment (such as generators or tillers). This is an internal service fund in which departments are charged for the usage or depreciation of the equipment.

Funding for capital projects can be obtained from any of the following sources:

Franchise revenue bonds and capital revenue bonds—this consists of debt that is secured through the pledge of City General Fund franchise revenues and other non-ad valorem revenues. Water and Sewer revenue bonds—the Water and Sewer Fund is an enterprise fund supported by fees for service rather than by taxes. Revenue bonds are repaid with revenues generated from

Computer Replacement Program contributions and expenses Fiscal Year 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

Planned Contributed Expenditures Depreciation $428,450 362,945 $1,626,250 381,092 $479,200 400,147 $613,750 420,154 $641,050 441,162 $1,679,043 463,220 $370,450 486,381 $619,600 510,700 $526,350 536,235 $1,751,750 563,046 $391,500 591,199

Fiscal Year 2015 Annual Budget

Year-end Balance $2,361,821 $1,116,663 $1,037,610 $844,013 $644,125 ($571,698) ($455,768) ($564,668) ($554,784) ($1,743,487) (1,543,789)

this fund, not by contributions from the General Fund. Revenue bonds are obtained to increase plant capacity and modernize the Utility system. General obligation bonds—this funding source requires voter approval and is used to finance major capital projects with an expected life of 15 to 30 years. Debt retirement is achieved through a special ad valorem debt millage separate from the General Fund ad valorem operating millage. Variable-rate debt bonds and loans—this funding source will be used to purchase capital items through a financial institution with a contractual obligation specifying payment terms, including principal and interest to be paid over a period of time. Equity financing—this is generally known as “pay-as-you-go” financing and involves dedicating budget surpluses that are generated in previous years to capital purchases. When the City equity finances some of its CIP, it reduces the amount of debt that needs to be issued.

CIP funding sources— Fiscal Year 2015 Funding Source

Budget

Operating General Fund Fire Fund

$200,000 $286,730

Equipment Services Fund

$4,711,900

Water and Sewer Fund

$1,239,000

Equity Financing General Fund Equipment Services Fund Solid Waste Fund Facilities Reserve

$1,165,327 $297,000 $36,000 $886,500

General Obligation Bond

$12,450,000

General Fund Loan

$10,000,000

Grants CDBG Justice Assistance Grant

$501,421 $17,044

HOME Grant

$156,897

SHIP Grant

$561,360

Transportation Enhancement

$405,000

FLDOE Grant

$250,000

CFB Grant Grant Dependent Public Art Fund Charter School Fund

Grants—this funding source refers to giving of funds for a specific purpose. Funds may be granted from federal, state, or local sources, such as Community Development Block Grant (CDBG), Urban Area Security Initiative (UASI), Federal Emergency Management Administration (FEMA), Florida Department of Transportation, Florida Department of Environmental Protection, Justice Assistance Grant (JAG), Florida Department of Health, etc. Tax Incremental Financing (TIF)—this captures the future taxes of real estate improvements in a designated area to pay the present cost of these improvements. Prior to being included in the six-year Capital Improvement Program, each potential project is analyzed to determine its financial impact on operations, operating expenditures, and revenues. The total cost of each recommended project is identified as part of the capital budgeting process and associated operating expenses are included in the operating budget. In the CIP, the Project Description Form for each project identifies expected debt service costs, including interest rate and life expectancy assumptions, and operating and maintenance costs for new equipment. Fleet requests are accompanied by a Fleet Replacement Form identifying the vehicle type, quantity, replacement cost, vehicle identification numbers, model type, and specialty items necessary to put the vehicle in service. In addition, current status and condition of each vehicle is required as part of the justification submitted for review (e.g. mileage, life-to-date repair cost, etc). The CIP Review Committee—made up of the City Manager, the department requesting the capital, and staff from the Budget office—discuss all capital requests with further justification, research, and analysis during the meetings. If the need proves to be valid and the capital is part of the City’s overall strategic plan, the project is recommended for approval. The Senior Management Team reviews the entire list of proposed capital projects along with the funding sources and restraints. A final list of projects is recommended to the City Commission by this team for inclusion in the capital budget. In summary, the six-year CIP provides the necessary components of a sound Capital Improvement Program. The table to the left describes the sources of financing the capital budget in Fiscal Year 2015.

$22,077 $311,798 $90,000 $30,000

Renewal and Replacement Fund

$4,583,000

W & S Revenue Bond

$3,635,000

Total FY 2015 CIP

Florida Department of Environmental Protection (DEP) loan—this program provides low-interest loans for planning, designing, and constructing drinking water and wastewater projects. This program is also known as a State Revolving Fund (SRF) Loan.

$41,836,054

City of Coral Springs, Florida

Impact of CIP on the City’s Operating Budget CIP impact on the operating budget Fiscal Year 2015

Operating Expenses Additional operating expenses include all additional costs associated with a capital project, including any non-routine expenditure (additional maintenance costs, utility cost, personnel costs, uniforms, supplies, etc.) offset by anticipated savings or new revenues generated by that project. For example, the addition of four fleet items—one truck for Transportation, a van for Communications & Marketing, one truck for Utilities, and one vehicle for Fire Inspection—will have an impact on the City’s operating budget by increasing gasoline and maintenance costs. The additional fuel and maintenance cost for this new fleet is estimated at $7,796 and the annual depreciation charges for the use of this equipment is projected at $30,411. Some capital projects will be associated with the reduction of operating expenses. For example, the University Drive LED Street Light pilot project is anticipated to result in a 48% reduction in energy. This project is projected to save over $11,000 in energy costs and over $9,000 in maintenance annually, offsetting the FY2015 project cost of $20,000. The energy efficiency of new Fire Station buildings 43 and 95 are also anticipated to result in up to 20% lower utility costs.

Operating Capital Operating capital is a funding source for capital requests, vehicles, and equipment that are relatively modest in cost, have a short life expectancy and/or are purchased annually or fairly regularly. Each fund allocates money to make appropriate purchases or capital enhancements, financed through recurring revenues. In Fiscal Year 2015, the replacement of the existing Police and Fire public safety application software will be funded via operating capital as well as a $50,000 Art Walk contingency. This OSPS Software project cost is $150,000 and will replace the OSSI software that ran on the old analog radio system.

Operating Budget $161,821,110

CIP Impact $6,455,837

Capital Improvement Budget $41,836,054

General Fund This year’s capital will impact the City’s General Operating Fund by $200,000. Fire Fund The Fire Fund’s operating capital totals $286,730. This allocation will be used for on-going improvements and upkeep of fire stations, replacement of dive rescue and tactical rescue training equipment for firefighters, purchase of thermal imaging cameras for search and rescue operations, to provide uniform members with extensive wellness screening and physical exams as well as support the on-going program to install traffic light controllers at major intersections to allow safe and quick access to emergency vehicles. Water and Sewer Fund The Water and Sewer Fund’s operating capital of $1,239,000 will be used for ongoing inspection, repair, and maintenance of water and wastewater valves ensuring all components of the sanitary system will perform as needed during times of emergencies, ongoing replacement of fire hydrants, and replacement of portable generators used during power outages at lift stations. In order to maintain adequate water supply, the City will evaluate sites to upgrade or replace those wells identified as low producers of raw water. The City will also begin the development of a hydraulic model for the entire water transmission/distribution system providing the ability to more accurately determine where upgrades to the system are required and the relocation project of City facilities in Broward County right of way along the Wiles Road widening project corridor will be funded with operating capital in Fiscal Year 2015. Equipment Services Fund In Fiscal Year 2015 the City is projecting a $4,711,900 operating capital expense in the Equipment Services Fund to replace vehicles and equipment that have exceeded their useful life (refer to Fleet Assets for more information.)

Fiscal Year 2015 Annual Budget

Debt Service Debt service refers to the amount of interest and principal the City will pay on its outstanding debt during a fiscal year. In Fiscal Year 2015, the City will continue repayment of a $4.7 million loan to finance capital improvements in the General Fund. The total principal and interest payment for this loan in Fiscal Year 2015 is $519,600. In addition, debt service totaling $275,000 (interest only) is allocated for a new $10 million capital improvement loan which will be used for the first phase of the Municipal Complex in Fiscal Year 2015. The City has secured long-term financing from the Florida Department of Environmental Protection State Revolving Fund (SRF) loan program for improvements at the Water Treatment Plant as well as throughout the entire water and sewer system. The interest rate for this financing is 60% of the market rate, resulting in low-cost financing for these improvements over a term of 20 years. Nearly $15 million in SRF 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 2015, debt service totaling $1,017,671 is allocated in the Water and Sewer Fund for repayment of existing SRF loans. The City will continue repayment of a $8.7 million bank loan secured in Fiscal Year 2013 for the rehabilitation of booster stations and improvements on the water and sewer system. The interest rate for this loan is 2.29%. Principal and interest repayment for Fiscal Year 2015 is programmed at $580,376. In addition, the City will borrow $4.7 million to continue rehabilitation of booster stations and perform other necessary improvements to the water and sewer system.

Fleet Assets Replacement of vehicles and fleet equipment is funded in the Equipment Services Fund. This internal services fund provides for the operating and maintenance costs of the City’s vehicles and major equipment. Fuel, maintenance, and depreciation expenses are determined on a full-recovery basis for each fleet asset type. The allocated amount for each department in the City is budgeted taking into account the expected life of the vehicle/equipment, the type of equipment, fuel and maintenance costs, purchase price, and inflation. The City’s entire inventory of vehicles is inspected annually followed by a complete analysis of each fleet item, including mileage, life-to-date repair and maintenance cost, operational condition, and life expectancy. This evaluation helps prioritize replacements and repairs for inclusion in the upcoming budget year. As a result, some vehicles originally scheduled for replacement are found to be in good condition. Therefore, replacement is not necessary. Instead, funding is placed in the budget to perform repairs, thereby extending their useful life. This strategy has resulted in annual cost avoidance for vehicle replacement as well as savings to the General Fund, Fire Fund, and Water and Sewer Fund operating budgets by reducing the “chargeback” or annual allocation transfer to the Equipment Services Fund. Chargeback is a term used to describe the method to reimburse the Equipment Services Fund for the usage of an asset over its expected useful life (also known as funded depreciation) rather than borrowing money to buy the asset at the beginning of its useful life. Depreciation fees collected from departments are held in the Fleet Replacement Fund until the money is needed to purchase fleet items. The total chargeback allocation for Fiscal Year 2015 is $2,697,224 of which $1,979,600 impacts the General Fund, $225,485 is allocated to the Water and Sewer Fund, and $492,139 is charged to the Fire Fund. Vehicles maintenance expenses and gasoline cost are also funded by the Equipment Replacement Fund. This expense is also collected from all applicable departments via interfund transfers. The fuel and maintenance budget for Fiscal Year 2015 totals $3,193,600. This represents a 1.2% increase from Fiscal Year 2014 allocation. The impact to the City’s general operating fund is $2,569,514. The Fire Fund’s allocation for Fiscal Year 2015 is $386,849, and the Water and Sewer Fund’s portion is $237,237.

City of Coral Springs, Florida

Grants

FY 2015 Capital projects financed via grants

The City of Coral Springs is continually seeking grant opportunities to help finance projects that support its five strategic priorities and link to Business Plan initiatives. Grants from Federal, Local, and State sources are researched and applied for with the ultimate goal of funding specific projects that meet our customers’ needs, while lowering departmental operating costs. For Fiscal Year 2015, the City projects $2,225,597 in grants to assist with funding of necessary capital projects, as described on the table to the right. This year’s granted funds impact the City’s operating budget by supplementing 5.3% of the total capital expenditure for Fiscal Year 2015.

Source of grant

CDBG

JAG FLDOE Grant HOME Grant SHIP Grant CFB Grant Transportation Enhancement Grant Dependent

Project Existing Walkway Renovations Housing rehabilitation Commercial Facade Pedestrian Lighting for Forest Hills Blvd Youth scholarships Senior recreational activities 39th Street sidewalk design Neighborhood partnership Replace tasers Handgun Replacement Swat Weapons Safety Town Building Housing Rehabilitation Housing Rehabilitation Keep Coral Springs Beautiful Downtown pathways construction Fire Prevention & Safety Sportsplex Lake Dock Splash Pad

Fiscal Year 2015 Annual Budget

Allocation $126,000 $92,655 $80,000 $64,500 $50,000 $44,016 $29,250 $15,000 $10,000 $3,522 $3,522 $250,000 $156,897 $561,360 $22,077 $405,000 $91,798 $100,000 $120,000

Capital Improvement Summary by Fund Fund FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Total Cost Name Budget Proposed Plan Plan Plan Plan Plan FY 2015-2020 Fire Fund $1,202,920 $5,478,528 $450,040 $2,344,214 $323,577 $271,000 $288,000 $9,155,359 General Fund $3,153,930 $21,735,626 $17,135,293 $12,762,288 $6,975,439 $6,465,475 $6,591,782 $71,665,903 Public Art $0 $90,000 $50,000 $0 $0 $0 $0 $140,000 Tree Trust $214,000 $0 $0 $0 $0 $0 $0 $0 Water and Sewer $5,351,000 $9,457,000 $5,475,000 $6,517,000 $6,791,500 $7,213,000 $5,899,000 $41,352,500 Equipment Services $3,447,585 $5,008,900 $6,448,468 $8,132,838 $3,959,227 $4,479,329 $8,383,134 $36,411,896 Charter School $591,253 $30,000 $545,653 $516,092 $20,000 $30,000 $0 $1,141,745 Solid Waste $0 $36,000 $330,000 $0 $0 $0 $0 $366,000 Total CIP $13,960,688 $41,836,054 $30,434,454 $30,272,432 $18,069,743 $18,458,804 $21,161,916 $160,233,403

City of Coral Springs, Florida

CIP Budget by Funding Sourceâ&#x20AC;&#x201D;All Funds Funding Source

FY 2014 Budget

FY 2015 Proposed

FY 2016 Plan

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

Total Cost FY 2015-2020

Operating General Fund Fire Fund W&S Fund Equipment Services Fund Total Operating

$592,308 578,072 1,269,000 3,274,110 5,713,490

$200,000 286,730 1,239,000 4,711,900 6,437,630

$355,159 450,040 468,000 6,216,468 7,489,667

$678,239 2,344,214 527,000 4,132,838 7,682,291

$590,739 323,577 1,183,500 3,709,227 5,807,043

$378,239 271,000 513,000 4,229,329 5,391,568

$353,500 288,000 534,000 3,783,134 4,958,634

2,555,876 3,963,561 4,464,500 26,782,896 37,766,833

Equity Financing General Fund Fire Fund Solid Waste Fund Equipment Services Fund Total Equity Financing

1,225,800 400,000 0 173,475 1,799,275

1,165,327 0 36,000 297,000 1,498,327

595,900 0 330,000 232,000 1,157,900

1,204,500 0 0 4,000,000 5,204,500

623,000 0 0 250,000 873,000

489,328 0 0 250,000 739,328

673,000 0 0 4,600,000 5,273,000

4,751,055 0 366,000 9,629,000 14,746,055

439,000 439,000

886,500 886,500

503,900 503,900

484,878 484,878

586,360 586,360

650,480 650,480

562,000 562,000

3,674,118 3,674,118

Grants CDBG Grant Justice Assistance Grant SHIP Grant FLDOE Grant CFB Grant FEMA AFG Dept of Environ Protection Grant Florida DOH Federal Transp. Enhancement TAP Grant HOME Grant Grant Dependent Total Grants

503,592 17,548 0 0 0 176,432 0 210,098 140,000 0 0 5,000 1,052,670

501,421 17,044 561,360 250,000 22,077 0 0 0 405,000 0 156,897 311,798 2,225,597

1,114,155 0 561,360 0 0 0 115,000 76,108 0 0 156,897 0 2,023,520

551,855 0 561,360 0 0 0 0 0 0 0 156,897 0 1,270,112

202,655 0 561,360 0 0 0 0 0 0 270,000 156,897 0 1,190,912

326,405 0 561,360 0 0 0 0 0 0 0 156,897 0 1,044,662

455,555 0 561,360 0 0 0 0 0 0 0 156,897 0 1,173,812

3,152,046 17,044 3,368,160 250,000 22,077 0 115,000 76,108 405,000 270,000 941,382 311,798 8,928,615

Renewal and Replacement Total R&R Fund

4,151,000 4,151,000

4,583,000 4,583,000

3,917,000 3,917,000

3,470,000 3,470,000

3,855,000 3,855,000

4,457,000 4,457,000

3,165,000 3,165,000

23,447,000 23,447,000

Debt Service Loan (General Fund) Revenue Bond (W&S) General Obligation Bond Total Debt Service

0 0 0 0

10,000,000 3,635,000 12,450,000 26,085,000

13,641,814 1,090,000 0 14,731,814

9,124,559 2,520,000 0 11,644,559

3,984,428 1,753,000 0 5,737,428

3,902,766 2,243,000 0 6,145,766

3,829,470 2,200,000 0 6,029,470

44,483,037 13,441,000 12,450,000 70,374,037

Other Funds Charter School Fund Total Charter School Fund

591,253 591,253

30,000 30,000

545,653 545,653

516,092 516,092

20,000 20,000

30,000 30,000

0 0

1,141,745 1,141,745

Tree Trust Fund Total Tree Trust Fund

214,000 214,000

0 0

15,000 15,000

0 0

15,000 15,000

Public Art Fund Total Public Art Fund

0 0

90,000 90,000

50,000 50,000

0 0

140,000 140,000

$13,960,688

$41,836,054

$30,434,454

$30,272,432

$18,069,743

$18,458,804

$21,161,916

$160,233,403

Reserves General Fund Facilities Total Reserves

Total CIP

Fiscal Year 2015 Annual Budget

Major Capital Projects by Department Department/Fund

Capital Project

$405,000 Federal Transportation Grant

Housing Rehabilitation

$561,360 SHIP Grant $156,897 HOME Grant

Northwest County Radio Upgrade

Public Works

Parks & Recreation

$5,500,000 General Obligation Bond

Tactical (SRT) Vests

$105,000 Equity Financing General Fund

CSI Building Renovation and Expansion

$950,000 General Obligation Bond

Existing Walkways Renovtions

$126,000 CDBG Grant

Roof Replacment and Repair- Mullins Gym/Tennis Center

$425,000 Facilities Reserve

Splash Pad System for Betti Stradling Park

$120,000 Grant Dependent

Sportsplex Lake Dock *

$100,000 Grant Dependent

Safety Town Building City Manager Office Equipment Services

$900,000 General Obligation Bond ($650k) State Grant ($ 250k)

Municipal Complex Design

$1,850,000 General Fund Loan

Municipal Complex Construction

$8,150,000 General Fund Loan

Vehicles and Equipment Replacement

$4,662,400 Equipment Fund operating capital

Westside Complex Construction

Water and Sewer Fund

$200,000 Equity Financing

Infiltration/Inflow Correction Program

$1,000,000 W&S Renewal and Replacement Fund

Rehabilitation of East Water Booster Station

$1,928,000 W&S Renewal and Replacement Fund

Lift Station Rehab Program

$1,400,000 W&S Renewal and Replacement Fund

Force Main Integrity Evaluation

$109,000 W&S Renewal and Replacement Fund

Galvinized Water Service Replacement Program

$850,000 Revenue Bond

New Lift Station Near Coral Springs Hospital

$400,000 Revenue Bond

Cast Iron Water Main Replacement

$500,000 Revenue Bond

Lift Station Scada Installation

$585,000 Revenue Bond

West Booster Station

Center for the Arts Information Services

$1,300,000 Revenue Bond

Fire Hydrant Replacment Program

$104,000 W & S operating capital

Site Select/eval.- 3 new Raw Water Supply Wells

$118,000 W & S operating capital

Water Distribution Model

$100,000 W & S operating capital

Wiles Road Utilities Relocation

$312,000 W & S operating capital

Dump Truck WTP Fire Fund

Funding Source

Downtown Pathways Construction Housing Rehabilitation Police

FY 2015 Budget

$127,000 W & S operating capital

Rebuild Fire Station 43

$2,500,000 General Obligation Bond

Rebuild Fire Station 95

$2,600,000 $ General Obligation Bond

A/C Replacement

$275,000 Facilities Reserves

OSPS Software

$150,000 Operating General Fund

Virtual Infrastructure Growth

$245,000 Equity Financing General 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 Galvinized Water Service Replacement Program Fire hydrant replacement program Virtual Infrastructure Growth

Force Main Integrity Evaluation Housing rehabilitation OSPS Software Lift Station Scada Tactical (SRT) Vests

Northwest County Radio Upgrade Water Distribution Model Cast iron water system model Site Select/eval.- 3 new Raw Water Supply Wells Vehicles and equipment replacement

Center for the Arts

Water Treatment Plant

A/C Replacement

New Dump Truck Betti Stradling Park

Westside Complex

East Booster Station Rehabilitation Municipal Complex

Splash Pad Design- Central Stores

Design and Construction

Fire Station 43 Rebuild

West Booster Station Rehabilitation

Wiles Road Wiles Road Utilities Relocation

Sportsplex Lake Dock

Tennis Center

NW 40th St

Roof Replacement

Existing Walkway Renovations

Downtown

Coral Springs Medical Center

Pathways construction

New Lift Station

Public Safety Building CSI Building Renovation and Expansion

Mullins Gym Roof Replacement Fire Station 95

Safety Town

Rebuild

Rebuild Safety Town Building

Facility Street name Capital project

Fiscal Year 2015 Annual Budget

General Fund CIP Summary by Funding Source Funding Source Operatingâ&#x20AC;&#x201D;General Fund Aquatic Complex Development Services Emergency Medical Services Information Services Police Sportsplex/Tennis Transportation Financial Services Human Resources Operatingâ&#x20AC;&#x201D;General Fund Total Facilities Reserves Center For The Arts Public Works Facilities Reserves Total CDBG Grant Aquatics- Cypress Pool Development Services Parks and Recreation Public Works Transportation CDBG Grant Total Justice Assistance Grant Police Justice Assistance Grant Total General Obligation Bond Parks and Recreation Police General Obligation Bond Total Grant Dependent Parks and Recreation Sportsplex/Tennis Grant Dependent Total Loan Aquatic Complex Aquatics- Cypress Pool Aquatics- Mullins Center For The Arts Development Services Emergency Medical Services Information Services Parks and Recreation Police Public Works Sportsplex/Tennis Transportation Human Resources City Manager Loan Total Tree Trust Fund Center For The Arts Tree Trust Fund Total Federal Transp. Enhancement Grant Development Services Federal Transp. Enhancement Grant Total Equity Financing General Fund Aquatic Complex Aquatics- Mullins Center For The Arts City Manager Information Services Parks and Recreation Police Public Works Sportsplex/Tennis Transportation Equity Financing General Fund Total HOME Grant Development Services HOME Grant Total SHIP Grant Development Services SHIP Grant Total FLDOH/EMS Grant Emergency Medical Services FLDOH/EMS Grant Total CFB Grant Transportation CFB Grant Total Dept of Environ Protection Grant Transportation Dept of Environ Protection Grant Total TAP Grant Transportation TAP Grant Total FLDOE Grant Parks and Recreation FLDOE Grant Total Total General Fund CIP

FY 2015 Proposed

FY 2016 Plan

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

Total Cost FY 2015-2020

$0 50,000 0 150,000 0 0 0 0 0 200,000

$50,000 0 23,420 128,239 12,500 7,000 115,000 10,000 9,000 355,159

$50,000 0 0 128,239 50,000 0 450,000 0 0 678,239

$0 0 0 128,239 12,500 0 450,000 0 0 590,739

$0 0 0 128,239 0 0 250,000 0 0 378,239

$55,000 0 0 0 40,500 8,000 250,000 0 0 353,500

$155,000 50,000 23,420 662,956 115,500 15,000 1,515,000 10,000 9,000 2,555,876

275,000 611,500 886,500

0 503,900 503,900

55,000 429,878 484,878

44,500 541,860 586,360

0 650,480 650,480

0 562,000 562,000

374,500 3,299,618 3,674,118

32,016 187,655 62,000 64,500 155,250 501,421

35,000 107,655 60,000 430,000 481,500 1,114,155

35,000 107,655 60,000 0 349,200 551,855

35,000 107,655 60,000 0 0 202,655

35,000 107,655 60,000 0 123,750 326,405

35,000 107,655 60,000 0 252,900 455,555

207,016 725,930 362,000 494,500 1,362,600 3,152,046

17,044 17,044

0 0

17,044 17,044

900,000 6,450,000 7,350,000

0 0 0

900,000 6,450,000 7,350,000

120,000 100,000 220,000

0 0 0

120,000 100,000 220,000

0 0 0 0 0 0 0 0 0 0 0 0 0 10,000,000 10,000,000

2,263,000 100,000 47,000 215,000 415,432 134,008 542,324 4,515,000 703,400 324,250 1,422,500 2,950,050 9,850 0 13,641,814

277,500 89,500 20,000 152,000 38,100 114,705 190,000 3,725,000 463,600 417,000 108,000 3,529,154 0 0 9,124,559

170,000 44,500 12,000 80,000 29,670 90,008 150,000 1,515,000 277,400 92,000 95,000 1,428,850 0 0 3,984,428

170,000 32,500 0 261,000 24,050 125,098 495,750 985,000 181,000 92,000 59,000 1,477,368 0 0 3,902,766

160,000 67,500 52,000 210,000 24,050 63,029 105,000 1,160,000 91,000 92,000 121,000 1,683,891 0 0 3,829,470

3,040,500 334,000 131,000 918,000 531,302 526,848 1,483,074 11,900,000 1,716,400 1,017,250 1,805,500 11,069,313 9,850 10,000,000 44,483,037

0 0

15,000 15,000

0 0

15,000 15,000

405,000 405,000

0 0

405,000 405,000

120,000 35,000 65,000 30,000 315,000 121,000 195,000 98,500 134,000 51,827 1,165,327

40,000 0 0 0 301,000 204,000 0 37,900 13,000 0 595,900

40,000 0 0 0 741,000 404,000 0 9,500 0 10,000 1,204,500

40,000 0 0 0 200,000 303,000 30,000 10,000 40,000 0 623,000

40,000 0 0 0 271,328 158,000 0 10,000 0 10,000 489,328

40,000 0 0 0 250,000 163,000 185,000 10,000 25,000 0 673,000

320,000 35,000 65,000 30,000 2,078,328 1,353,000 410,000 175,900 212,000 71,827 4,751,055

156,897 156,897

941,382 941,382

561,360 561,360

3,368,160 3,368,160

0 0

76,108 76,108

0 0

76,108 76,108

22,077 22,077

0 0

22,077 22,077

115,000 115,000

0 0

115,000 115,000

0 0

270,000 270,000

0 0

270,000 270,000

250,000 250,000

0 0

250,000 250,000

$21,735,626

$17,135,293

$12,762,288

$6,975,439

$6,465,475

$6,591,782

$71,665,903

City of Coral Springs, Florida

Revenue Trends As part of the Five-Year Forecast, we have made several assumptions about the future revenue growth that have a major impact on the resources that we can plan to use. The next two pages explain some of the analysis of major revenue sources.

Ad Valorem taxes $50.00 $45.00

Ad Valorem Taxes Ad valorem taxes are levied against the taxable value of real and personal property. The City sets the rate (“millage”) for this tax each year prior to October 1, and this rate is applied to each property’s taxable assessed value as determined by the Broward County Property Appraiser. This revenue can grow through increases to the millage rate and/or taxable values. The City’s millage rate has not changed but values increased for Fiscal Year 2015 by 5.35% and are expected to continue growing as a result of City initiatives.

Millions

$40.00 $35.00

$10.00

Budget Estimate

$15.00

2015

$20.00

Year‐End Projetion

$25.00

2014

$30.00

$5.00

2020

2019

2018

2017

2016

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

$‐

Source: Broward County Tax Collector Distribution: Monthly EFT (electronic funds transfer)

Half-cent sales tax revenues 1/2 Cent Sales Tax The half-cent sales tax generates the largest amount of revenue for local governments among the state-shared revenue sources currently authorized. For Fiscal Year 2014, taxable sales in Florida finally exceeded the previous peak seen in Fiscal Year 2007. The State is forecasting increases to reflect the future strength in taxable sales related to tourism, motor vehicles, business purchases and household goods. Each city’s share is based on a percentage of population, so as other cities grow faster, this revenue for Coral Springs will not increase in line with the rest of the State.

$10.00 $9.00

Millions

$8.00 $7.00

$2.00

Budget Estimate

$3.00

2015

$4.00

Year‐End Projetion

$5.00

2014

$6.00

$1.00

2020

2019

2018

2017

2016

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

$‐

Source: Florida Department of Revenue Distribution: Monthly EFT (electronic funds transfer)

State shared revenues $4.50 $4.00

Shared Revenues

Millions State shared revenues are comprised of revenues from the state sales tax and the municipal fuel tax. As of January 1, 2014, cities will no longer receive revenues from the alternative fuel user decal fee, which the State estimates as an insignificant negative impact to local government of $0.2 million annually. As the economy recovers, the City predicts this revenue source will show gradual growth.

$3.50 $3.00

Budget Estimate

$1.00

2015

$1.50

Year‐End Projetion

$2.00

2014

$2.50

$0.50

2020

2019

2018

2017

2016

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

$‐

Source: Florida Department of Revenue Distribution: Monthly EFT (electronic funds transfer)

Fiscal Year 2015 Annual Budget

Revenue Trends (continued) Communications services tax revenues

Communication Service Tax

$8.00

Implemented in 2001, the communications services tax is imposed on retail sales of communications services, comprised of State and local portions. Coral Springs imposes a local tax rate of 5.22%. The State is forecasting a decline in this revenue for Fiscal Year 2015 and a reduced estimate of growth after that due to negative growth rates in wireless service and a forecasted annual decline in landlines. The City is expecting no growth in this revenue as technology changes and consumer preferences shift to services not subject to tax.

Millions

$7.00 $6.00

Budget Estimate

$2.00

Year‐End Projetion

$3.00

2015

$4.00

2014

$5.00

$1.00

2020

2019

2018

2017

2016

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

$‐

Source: Florida Department of Revenue Distribution: Monthly EFT (electronic funds transfer)

Electric utility service tax revenues Electricity Utility Service Tax $12.00

Millions $10.00

Year‐End Projetion

Budget Estimate

$4.00

2015

$6.00

2014

$8.00

$2.00

2020

2019

2018

2017

2016

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

$‐

The City levies a 10% utility services tax on all electric payments made within the City, through FPL (Florida Power & Light.) FPL charges are made up of a base rate and a fuel rate. The City receives no tax on fuel rate increases, only on the base rate. When fuel rates increase, there is no effect on this revenue. Because this tax is based on the consumption of electricity, the City expects moderate growth as vacant residential and commercial properties become absorbed and normal activity resumes after the recession.

Source: Florida Power & Light Distribution: Monthly EFT (electronic funds transfer)

Electric utility franchise fee revenues Electricity Franchise Fees (6%) $9.00 $8.00

Millions

$7.00 $6.00

Budget Estimate

$2.00

2015

$3.00

Year‐End Projetion

$4.00

2014

$5.00

$1.00

2020

2019

2018

2017

2016

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

$‐ 2003

The City authorizes FPL (Florida Power & Light) to provide electrical service in exchange for a franchise fee to reimburse the City for use of rights-of way and other public services. FPL bills each customer a portion of their total electric usage. As FPL rates increase and consumption of electricity grows, this revenue will increase. FPL has not had an increase to base rates since 2011 but has petitioned for an increase to build two nuclear power plants. Forecasts show a slow increase (1%) in the consumption of electricity over the coming year.

Source: Florida Power & Light Distribution: Monthly EFT (electronic funds transfer)

City of Coral Springs, Florida

General Fund Five-Year Forecast The General Fund Five-Year Forecast is an integral part of planning the City’s future fiscal position. It is an important tool used to determine a longer-range picture of the City’s financial horizon, as well as the level of risk we face over the next few years as current revenue growth does not keep pace with the growth in operational costs. This model is the framework to peer into the near future to identify the deficits that might await us if we were to take no further action. It helps City staff to conservatively quantify our financial outlook so we can adequately plan and be prepared to meet these challenges. As we map out our financial and operating strategies, we use the model to determine the potential impact of decisions, focusing on long-term solutions rather than short-term “fixes,” which could lead to negative financial impacts in future years. This financial outlook provides an opportunity to both avoid future budget problems and maintain financial stability. The forecast integrates projections of the major drivers of the City’s annual budget, new programs, and the anticipated revenues over the forecast period. Typically, future years show a deficit of revenues over expenditures.

Our success to date has been largely dependent upon planning ahead for the financial realities we project in coming years. The General Fund’s forecast continues to project minimal revenue growth and the need to hold the line on expenditures in order to maintain adequate working capital over the five-year period. The national and state economies are improving at a steady, but slow pace. However, local governments are still experiencing slowly recovering revenues, which will make it difficult to provide both essential services to the community and improvements needed for infrastructure. On the positive side, the General Fund’s beginning working capital will allow us to forecast another year of stable, though lean, operations. As shown in the chart below, the City is presenting a balanced budget for Fiscal Year 2015.

General Fund Five Year Forecast Remaining Deficit 0

$0.0

Millions

-1 -2

-$2.5

-3

-$3.3 -$3.9

-4

-$4.4

-5 -6

-$5.5 FY 2015

FY 2016

FY 2017

FY 2018

FY 2019

FY 2020

This chart is for planning purposes and illustrates the potential shortfalls the General Fund could face if no positive action is taken. By Florida law, the proposed budget must be balanced. Financial Strategies will be formulated to address future year shortfalls and will be included in the FY 2015 Business Plan.

Fiscal Year 2015 Annual Budget

General Fund Five-Year Forecast Summary Schedule Budget Fiscal Year 2013

City of Coral Springs, Florida

Revenues Ad Valorem Taxes Solid Waste Special Assessment Utility Franchise Fees Utility Service Taxes Intergovernmental Revenues Licenses and Permits Charges for Services Fines and Forfeitures Miscellaneous Interfund Transfers Total Revenues Expenditures City Commission City Manager's Office Human Resources Financial Services Information Services City Attorney's Office Police Department Emergency Medical Services Development Services Public Works Parks and Recreation Non-Departmental Interfund Transfers Capital Financing Miscellaneous Total Expenditures Surplus/(Deficit)

% 

$32,428,839 4.2% 1,864,900 29.7% 9,614,259 6.0% 10,102,079 4.7% 19,588,728 0.2% 3,661,531 -11.6% 12,658,085 8.4% 1,979,940 6.3% 4,148,629 2.9% 2,767,293 -51.1% $98,814,283

$323,618 2,935,995 1,362,884 2,528,838 2,995,514 839,014 44,411,871 8,875,165 6,375,953 4,234,257 13,896,495 1,654,188 2,059,580 4,400,788 1,920,122

Budget Fiscal Year 2014

$33,651,176 3.8% 2,103,433 12.8% 10,332,934 7.5% 10,806,725 7.0% 19,291,774 -1.5% 3,643,420 -0.5% 13,380,889 5.7% 2,019,353 2.0% 3,668,386 -11.6% 1,519,503 -45.1%

0.9% $100,417,593

8.4% 4.9% 2.4% 0.6% 12.2% -0.7% -5.2% 1.6% 2.9% 2.3% 47.8% -7.1% 6.0% 83.6% 0.2%

% 

Proposed Fiscal Year 2015

$35,299,267 4.9% 2,124,467 1.0% 10,134,499 -1.9% 11,045,986 2.2% 19,483,503 1.0% 3,735,836 2.5% 14,550,669 8.7% 2,069,855 2.5% 4,156,756 13.3% 625,355 -58.8%

1.6% $103,226,193

$352,109 8.8% 3,333,225 13.5% 1,452,647 6.6% 2,545,778 0.7% 2,886,654 -3.6% 863,842 3.0% 45,129,246 1.6% 8,878,189 0.0% 6,499,433 1.9% 4,439,581 4.8% 14,135,475 1.7% 1,697,671 2.6% 2,454,747 19.2% 4,283,003 -2.7% 1,465,993 -23.7%

% 

$356,301 3,814,675 1,675,532 2,478,075 3,258,968 997,264 45,386,271 8,952,200 6,710,576 4,608,241 14,314,766 1,593,012 2,692,397 4,884,631 1,503,285

Projected Fiscal Year 2016

$36,534,741 3.5% 2,145,712 1.0% 10,312,689 1.8% 11,269,696 2.0% 20,309,410 4.2% 3,884,449 4.0% 15,025,046 3.3% 2,133,362 3.1% 4,136,678 -0.5% 125,355 -80.0%

2.8% $105,877,138

1.2% 14.4% 15.3% -2.7% 12.9% 15.4% 0.6% 0.8% 3.2% 3.8% 1.3% -6.2% 9.7% 14.0% 2.5%

% 

Projected Fiscal Year 2017 $37,996,131 2,188,626 10,494,235 11,497,977 20,530,117 4,040,931 15,676,618 2,199,109 4,111,847 125,355

2.6% $108,860,947

$372,574 4.6% 3,978,342 4.3% 1,748,561 4.4% 2,591,828 4.6% 3,389,168 4.0% 1,038,438 4.1% 47,406,628 4.5% 9,377,272 4.7% 7,020,385 4.6% 4,771,525 3.5% 14,865,893 3.9% 1,654,814 3.9% 2,379,706 -11.6% 5,853,160 19.8% 1,888,524 25.6%

%  4.0% 2.0% 1.8% 2.0% 1.1% 4.0% 4.3% 3.1% -0.6% 0.0%

Projected Fiscal Year 2018 $39,515,976 2,232,398 10,679,204 11,730,925 20,871,769 4,204,490 16,474,463 2,267,177 4,089,242 125,355

2.8% $112,191,000

$390,014 4.7% 4,150,934 4.3% 1,825,687 4.4% 2,712,391 4.7% 3,526,298 4.0% 1,082,294 4.2% 49,166,637 3.7% 9,827,293 4.8% 7,348,757 4.7% 4,943,196 3.6% 15,447,179 3.9% 1,719,359 3.9% 2,476,840 4.1% 5,991,668 2.4% 1,551,486 -17.8%

%  4.0% 2.0% 1.8% 2.0% 1.7% 4.0% 5.1% 3.1% -0.5% 0.0%

Projected Fiscal Year 2019 $41,294,195 2,277,046 10,867,664 11,968,636 21,222,935 4,375,464 17,192,823 2,337,651 4,143,157 125,355

3.1% $115,804,927

$408,727 4.8% 4,333,079 4.4% 1,907,206 4.5% 2,840,288 4.7% 3,670,848 4.1% 1,128,466 4.3% 51,027,328 3.8% 10,304,069 4.9% 7,697,113 4.7% 5,123,861 3.7% 16,060,881 4.0% 1,786,778 3.9% 2,577,957 4.1% 5,988,293 -0.1% 1,264,650 -18.5%

$428,831 4,525,459 1,993,441 2,976,087 3,823,351 1,177,111 52,996,060 10,809,560 8,067,002 5,314,184 16,709,453 1,857,207 2,683,221 5,614,537 1,274,671

%  4.5% 2.0% 1.8% 2.0% 1.7% 4.1% 4.4% 3.1% 1.3% 0.0%

Projected Fiscal Year 2020 $43,152,434 2,322,587 11,059,682 12,211,211 21,583,888 4,554,208 17,947,346 2,410,618 4,198,647 125,355

4.5% 2.0% 1.8% 2.0% 1.7% 4.1% 4.4% 3.1% 1.3% 0.0%

3.2% $119,565,976

3.2%

4.9% 4.4% 4.5% 4.8% 4.2% 4.3% 3.9% 4.9% 4.8% 3.7% 4.0% 3.9% 4.1% -6.2% 0.8%

$450,457 4,728,815 2,084,744 3,120,409 3,984,388 1,228,399 55,080,833 11,345,894 8,460,113 5,514,887 17,395,578 1,930,789 2,792,802 5,614,537 1,285,147

5.0% 4.5% 4.6% 4.8% 4.2% 4.4% 3.9% 5.0% 4.9% 3.8% 4.1% 4.0% 4.1% 0.0% 0.8% 4.0%

$98,814,283

1.0% $100,417,593

1.6% $103,226,193

2.8% $108,336,817

5.0% $112,160,032

3.5% $116,119,543

3.5% $120,250,174

3.6% $125,017,791

($0)

($2,459,679)

($3,299,085)

($3,928,543)

($4,445,247)

($5,451,814)

Note: This forecast is for planning purposes only and shows potential deficits if no positive action is taken, given known operational and capital needs and conservative projections of revenue. Actual annual budgets will always be balanced, as required by State law. Projected deficits in this model should not be construed as actual shortfalls.

% 

Fiscal Year 2015 Annual Budget

Service and Operations Strategy This Business Plan covers the second 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 • An Innovative, High-Performing Organization While the Strategic Plan sets out the vision, the Business Plan outlines tangible plans for making the vision a reality. In each of the priority areas, department directors have developed initiatives that will direct the way the City operates in order to address our five priorities and implement the vision expressed in the Strategic Plan. A Word About Existing Services and Ongoing Initiatives In some sections, we have highlighted initiatives that were in previous Business Plans that are still being implemented in Fiscal Year 2015. 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 2015 will present new opportunities. Adhering to our successful business model, we will be looking forward to continued recovery from the Great Recession. This Business Plan includes several initiatives designed to proactively prime the engine of economic growth by assisting our existing business community and deploying resources to encourage redevelopment of commercial areas such as the Downtown. 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 Community Paramedicine Lead Department: Fire/EMS Estimated Revenue: $231,801 (General Fund) Operating Expenses: $337,560 (68.7% General Fund/31.3% Fire) Capital Outlay: Existing Alternative emergency medical services (EMS) models are necessary because of anticipated increases in service demand as a result of the Affordable Care Act (ACA) and expansion of Medicaid. EMS is considered an essential resource in achieving the “Triple Aim” of the Patient Protection Affordable Care Act (PPACA). The goals are to reduce the cost of health care delivery, improve the health of a population, and improve quality of care. The Coral Springs Fire Department is developing a Community Paramedicine program based on best practices from several agencies throughout the nation. Community Paramedicine is an innovative way to meet the demands of our customers while maintaining a high quality of service. As part of this innovative service model, the City will establish a mobile integrated health care unit using an existing ALS-equipped (advanced life support) vehicle staffed by one Coral Springs Fire Department paramedic and one registered nurse practitioner or physician’s assistant provided by the local hospital.

The rescue vehicle will be outfitted with an examination stretcher and will be stocked with ALS supplies and equipment, as well as all the supplies commonly found in the fast track area of the hospital emergency room (stitching, stapling, diagnostic equipment, soft casting, etc.). The vehicle will eventually carry mobile diagnostic equipment such as a portable radiology machine and portable scanning equipment. A state of the art communication system will allow providers to interact with medical direction via telemedicine. Services provided by the mobile integrated health care unit will include treatment of low severity medical issues, such as basic wound care, x-rays for possible fractures, pediatric fever, and flu-like symptoms. This innovative health care delivery initiative will establish the Coral Springs Fire Department as an active partner in residents’ health care management, with an expanding presence in all stages of treatment including prevention and follow up. To coordinate, implement and deliver the Community Paramedicine initiative, the Department will hire a Public Education Officer (PEO), who will also be called upon to support about 20 on-going educational programs. Some of these programs include Safety Town, Baby Safe Sleep, Choices (distracted driving prevention), Prom Scare, and child seat safety inspections. In addition, the PEO will implement new programs for senior citizens as well as raise public awareness through social media outlets. An existing part-time office assistant will be converted to full-time to support the program’s administrative needs.

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 2015 Annual Budget

Fire Stations 43 and 95

CSI Building Renovation

Lead Department: Fire/EMS

Lead Department: Police

Capital Outlay: $5.1 million

Capital Outlay: $950,000

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.

The CSI (Crime Scene Investigations) Unit is a specialized civilian unit of the Coral Springs Police Department, processing crime scenes, including the documentation and collection of evidence. The evidence collected is brought back to and housed in the CSI building, where further in-depth forensic examination is conducted. The CSI Unit also provides assistance to other agencies such as neighboring police departments, Broward Sheriff’s Office, and the State Fire Marshall’s Office.

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. The architectural and engineering designs have been completed to rebuild Station 43 and remodel Station 95 to meet today’s challenges. The new designs ensure these stations meet the recommended safety requirements for the staff who live in the stations and accommodate male and female firefighters with adequate sleeping and working areas to perform their jobs as emergency responders.

The CSI Unit is currently housed in a small, single-story building adjacent to the main, three-story Public Safety Building. This building has not been updated since its original construction in 2001, when it was built to accommodate a staff of eight. Since then, the volume of work has necessitated adding four additional Crime Scene Investigators. As a result of the increased staffing, additional work spaces were integrated into the office area. Likewise, existing workspaces were consolidated to accommodate equipment acquired due to advancements in forensic sciences.

The City plans to obtain a General Obligation Bond to finance the construction phase of these two Fire Stations. If the Bond issue is approved by voters on the November ballot, construction is planned to begin in Fiscal Year 2015.

Additional Patrol Officers

Such advancements, like those in DNA, have dictated the creation of dedicated areas to handle, document, process, and package evidence to lessen the potential for crosscontamination. The current building cannot accommodate these dedicated areas and staff cannot work on their cases simultaneously without the risk of cross-contamination. An expansion and renovation of the current building will provide dedicated evidence handling space and office space. The expansion will also accommodate the equipment needed to keep pace with technological advancements. The City plans to obtain a General Obligation Bond to finance the construction of a second floor to the current CSI building and renovate the existing space, to be voted on by residents in November 2014.

Lead Department: Police Operating Expenses: $261,408 Capital Outlay: $12,000 In December 2011, the Police Department formed the BEAR (Burglary Enforcement and Reduction) unit to address a rising burglary rate in our city. Seven officers were reallocated from existing manpower to staff the BEAR unit. Using proactive methods, such as analyzing crime statistics to determine times and locations where burglaries are likely to occur, educating residents on crime-prevention tactics, and conducting highvisibility patrols, this unit has effectively reduced the burglary rate. However, a void was left in the Operations Division when the BEAR unit was formed. Three officers were added in Fiscal Year 2013 to lessen the impact and three more are planned to be added in Fiscal Year 2015. This will return the Police Department to staffing levels that ensure an effective and efficient response to the City’s public safety needs.

City of Coral Springs, Florida

Ongoing Initiatives

Safety Town Lead Department: Parks and Recreation Appropriation (Grant) Funds: $250,000 (28% of total cost)

Drowning Prevention (2007-2015)

Capital Outlay: $650,000

Lead Departments: Fire/EMS, Communications and Marketing

During the school year, Safety Town hosts about 2,500 kindergarten children from public and private schools throughout Coral Springs teaching them fire safety, pedestrian and bicycle safety, how to cross the street safely, stranger danger and more. There is no charge for the school children.

Operating Expenses: Existing

Appropriations funds were received in 2014 to help offset the cost to replace the 18 year old “Safety Town” trailer with a concrete building. Replacement of the current trailer is necessary due to the wear and tear, roof issues and overall repair needed to make the trailer safe for the children who pass through on an almost daily basis. This building will be used to provide a comprehensive early childhood, hands-on safety education program designed to introduce all kinds of safety situations to children between the ages of 4 ½ and 6 ½.

University Drive LED Street Light Pilot Lead Department: Public Works

Drowning is a leading cause of death among kids and, in Florida, is the number one cause of death in children under age five. Too many families in and around Coral Springs have experienced this unimaginably horrible family tragedy. In a majority of the drowning deaths, the child has been seen five minutes or less before being missed and subsequently found in the pool. The City makes it a priority to heighten community awareness and focus on prevention efforts. The Coral Springs Fire Department, together with various local partners, administers a program called “Watch Your Kid, You’ll Be Glad You Did”. This effort coordinates with community groups to present educational sessions that raise community awareness and provide pool safety instruction. Multiple media approaches are employed to reach as many people as possible, including numerous public service announcements. The City will continue this effort, and will look for new and improved program enhancements for Fiscal Year 2015.

Capital Outlay: $20,000 Falling prices are spurring a global transition from older lamp technologies to the much-touted improved safety and efficiency of LED street lights. FDOT has initiated numerous pilot programs around the State, catching the attention of local communities. LED lighting provides a true, color-rendering, white light, compared to the yellowish glow of today’s high pressure sodium lamps. Proponents claim this white light improves vision for motorists and pedestrians, allowing for faster, easier recognition of movement along roadways, providing more reaction time. The white light may also promote a more lively, friendly atmosphere, making architecture appear more authentic. Some studies show LED lighting contributes to an enhanced feeling of safety, allowing people to recognize faces and colors more easily. LED lights have been shown to reduce energy consumption up to 50% and last longer, resulting in energy and maintenance savings. In order to verify the presumptive benefits of LED street lights, the City will retrofit 11 existing light fixtures on a section of University Drive, between 28th Street and 31st Street. After installation, message boards will be posted along University Drive to encourage public feedback and comment. An evaluation will be made to determine if the benefits of LED truly exist without jeopardizing mandated lighting standards.

Public Safety Dispatch Equipment Upgrade (2013-2015) Lead Department: Police Capital Outlay: $5.5M This project’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. The City plans to obtain a General Obligation Bond to finance the acquisition of the new dispatch equipment, to be voted on by residents in November 2014.

Fiscal Year 2015 Annual Budget

Public Safety Technology Upgrade (2013-2015)

Teen Political Forum (2008-2015)

Lead Department: Information Services

Lead Department: Human Resources

Capital Outlay: $150,000

Operating Expenses: $7,500

The City has 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. The City is in the process of migrating to a new enterprise software system because the system in place since the early 1990’s, SunGard’s H.T.E. AS/400 software, is no longer being developed and supported. Implementation of a replacement is occuring in phases.

The purpose of the Teen Political Forum is to have city and county elected officials enlighten students with their personal experiences in public office and address teen issues of interest, concluding with a Q & A from the student audience. This is a great educational opportunity for students to talk directly to their elected officials and feel that their voices are heard on topics that are significant to them. A Steering Committee, made up of select high school students, plans and implements the program, under the supervision of City staff, which further develops their leadership skills.

Currently the software being considered for the Police Department is OneSolution Public Safety (OSPS), which provides a Windows look and feel that is more user-friendly and runs on a less expensive hardware system. The contract negotiations for OSPS begin in August 2014 and are expected to be complete by the end of 2014. Information Services has determined that the processing capacity for OSPS currently exists in the City. The Police Department is scheduled to begin the upgrade in 2015 with full deployment expected by 2016.

Multi-cultural Events (1995-2015)

The event is open to all high school students who live in Coral Springs or who attend local high schools: Coral Springs High, Marjory Stoneman Douglas High, Coral Glades High, Coral Springs Charter, J. P. Taravella High and Coral Springs Christian Academy. Service hours are offered for attending the Forum. Students who are home-schooled or attend private schools and live in Coral Springs are also welcome. The 2014 event was attended by approximately 950 students. The City plans to host this successful event again in Fiscal Year 2015.

Lead Department: Human Resources Operating Expenses: Existing Each year, the City promotes a number of events and programs to strengthen the ethnic, religious and cultural bond within the community. By focusing on diversity and respect, we become stronger as an inclusive community and add value to our lives through understanding, acceptance and appreciation of others. These events and programs are designed to appeal to every segment of the population from students, teachers to families and businesses. In Fiscal Year 2015, the following events and programs will be held. • 25th Anniversary of the Martin Luther King, Jr. Celebration • Worldfest • National Day of Prayer • CommuniTea • Celebration of International Day of Peace • International Dinner Dance In addition, diversity/leadership programs will be conducted in elementary, middle and high schools to raise awareness and respect for different cultures, religions and disabilities, with special emphasis on anti-bullying.

City of Coral Springs, Florida

A Thriving Business Community New Initiatives

Economic Development Office

40-Year-Old Building Inspections Lead Department: Development Services Operating Expenses: Existing In January 2006, Broward County adopted a 40-Year-Old Building Safety Inspection Program, the goal of which is to minimize the public’s exposure to safety hazards caused by aging, dilapidated structures. This County program requires structural and electrical safety inspections to be conducted on large (3,500 square feet or larger) commercial and multi-family buildings that are 40 years old or more. Exempted from this program are single-family residences and duplexes, federal and state buildings, Broward County schools, and buildings under 3,500 square feet. The City Building Official receives a list of the buildings meeting this program’s criteria every year from Broward County and a Notice of Inspection letter is sent to each applicable property owner. The property owner has 90 days to submit structural and electrical safety inspection reports from an architect or engineer to the Building Division for review, incurring a $300.00 review fee. No additional staffing or expenses are expected in order to fully meet the requirements of this program. This initiative is being highlighted this year because as the City ages, the number of buildings subject to this Broward County requirement is increasing. In Fiscal Year 2013, 43 properties fell under the requirements of this program. In Fiscal Year 2014 an estimated 55 properties reached their 40 year anniversary, and in Fiscal Year 2015 another 44 buildings are expected to be subject to the County’s safety requirements.

Lead Department: City Manager’s Office Operating Expenses: $250,000 As a result of a previous initiative, a consulting firm developed an Economic Development Strategic Plan to work toward future economic prosperity for the City. A key component of this Plan is to establish an Economic Development Office within the City’s organizational structure, instead of outsourcing these efforts to the Economic Development Foundation. To ensure cross-departmental cooperation, proactive initiatives, and accountable management, the City will hire an Economic Development Manager, along with an administrative assistant. As part of the City Manager’s Office, this position will be charged with implementing the recommendations of the Economic Development Strategic Plan. Having this resource in-house will allow for better accountability, fiscal controls, and operational efficiencies.

Center for the Arts Improvements Lead Department: Public Works Capital Outlay: $340,000 As part of a four-year improvement plan, the City will begin necessary repairs and upgrades at the Coral Springs Center for the Arts. The Center provides the cultural lifeblood of the community, with approximately 200,000 people visiting the facility each year for the finest in music, dance, comedy and more. Improvements are needed in order to keep up with the demands of the variety of offerings. For Fiscal Year 2015, the City will replace the wheelchair lift between the second and third levels, replace the electrical panel and hydraulic stage lift, and expects to replace six air conditioning units.

Key Intended Outcomes Business rating of the image of the City (Business Survey)

96%

—

below State

Retail vacancy rate (CoStar Jan-Mar report)

FY 2015 Goal

above the average of six comparison cities

Net new taxable value as % of Total Taxable Assessed Value (BCPA) Coral Springs’ June unemployment rate

FY 2014 Goal

Fiscal Year 2015 Annual Budget

Enhance Fire Inspection Services

Business Tax Amnesty

Lead Department: Fire/EMS

Lead Department: Development Services

Operating Expense: $88,863

Operating Expenses: Existing

Capital Outlay: $36,000

Imposition of a local business tax provides revenue to support City services provided to those businesses. It also allows the City to be aware of the types and numbers of businesses operating in the City, which helps in planning for economic development and other needed services for the future. Chapter 10 of the Land Development Code, Section 1011(b), states that any business that operates without first obtaining a local business tax receipt is subject to a penalty of twenty-five percent (25%) of the business tax receipt amount for that year. It also states that a business that does not pay the required business tax within 150 days of the initial notice of tax due is subject to a penalty of $250 and additional administrative costs. These penalties mirror those found in Florida Statutes Chapter 205, Section 205.053.

In 1990, the Fire Inspection Division of the Coral Springs Fire Department employed four full-time inspectors to complete approximately 2,800 annual fire inspections, for an average of 700 inspections per inspector each year. Today, there are approximately 6,500 annual fire inspections to complete with only five fire inspectors to complete them, for an average of 1,300 inspections per inspector each year. In 2013, the Division did not complete all inspections, falling short by well over 1,000. Broward County fire code requires that all businesses are inspected by a certified fire inspector “no less than annually”. Over the years, the time it takes to inspect any given property has increased for a variety of reasons. There have been an increased number of violations due to aging buildings. Disengaged and economically-impacted business owners have been reluctant to voluntarily maintain their businesses and repair cited items in a timely manner. This causes multiple re-inspections, and required attendance at special magistrate hearings if the owners are non-compliant. Increased training requirements to meet new ISO goals have resulted in the fire inspectors spending less time in the field. To ensure that 100% of annual fire inspections are completed in a calendar year, a new fire inspector will be added to existing staff. This will provide a safer environment for our citizens and fire personnel. Completing fire inspections on schedule ensures: • Violations are cited sooner. • Violations are corrected in a timely manner. • Inspectors have time to be properly trained in plan review. • Inspectors are able to complete continuing education for required recertification hours. Interaction between fire inspectors and customers will be greatly improved with a regular inspection schedule of their business, allowing more time to fully explain violations. By educating the customer, we can promote proactive fire safety behavior, not just reactive.

Because these penalties add up quickly, the City will offer an amnesty program. The City previously offered an amnesty program in Fiscal Year 2010 and again in Fiscal Year 2011, which allowed first-time applicants to avoid the late fees and penalties. Only a small portion of the eligible businesses took advantage of the program. To increase participation levels, staff will reference businesses which have paid their County business tax, professions which are registered with the Florida Department of Business and Professional Regulation, and other resources to determine which businesses are eligible for the amnesty program. The City Commission will consider an ordinance and resolution to activate this amnesty program, which should be effective October 1, 2014. The amnesty period is expected to be one year, providing ample time to research eligible businesses, notify them of the program, and process their applications. Waiving these late fees and penalties for a limited time for businesses applying for a business tax receipt for the first time will ease the financial burden of late fees and penalties and allow the business to operate within the legal parameters set by the City.

Realtors’ Summit Lead Department: Economic Development Office Operating Expenses: Existing In order to promote the City and foster economic growth, an outreach program will be developed to ensure the real estate community has all the information it needs to adequately market the City of Coral Springs. The newly formed Economic Development Office will be tasked with building an alliance with commercial brokers to share the City’s Economic Development Strategic Plan and solicit input on how best to obtain the objectives.

City of Coral Springs, Florida

Ongoing Initiatives

To date, a great deal of progress has been made. Approximately 5.9 acres have been assembled to accommodate the Municipal Complex and associated uses on the south side of Sample Road. Existing buildings (City Hall South and bank drive-thru) have been demolished.

Municipal Complex (2007-2015) Lead Department: City Manager’s Office Operating Expenses: Existing The existing City Hall (North) was built in 1967. Because 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, intending to use it as a temporary location. The facility is outdated and functionally obsolete. Among its many deficiencies include a lack of energy efficiency, failure to meet many modern ADA accessibility standards, significant security and life safety limitations, not hurricane-resistant, and lack of sufficient parking and public meeting space. In short, the current structure does not meet the needs of the community. For example, the City Commission Chambers can only accommodate 37 visitors which is wholly inadequate for a city with nearly 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, roughly double the size of the current City Hall North structure. In addition, 250 parking spaces would be required.

In Fiscal Year 2014, the City took steps necessary to move this project forward. For example, an architect was selected to design the architectural and engineering aspects of the Complex, the City hired an in-house construction project manager to shepherd the project, a comprehensive space plan was developed, and financing options have been explored. The architect, Song & Associates, presented the Commission with their conceptual design for the Complex. The Commission approved the concept and recommended that Song & Associates be retained to complete the design and engineering. In Fiscal Year 2015, the conceptual design will progress into a schematic design, then into a design development phase, and finally, the design will be completed with construction documents. All necessary permits will be obtained, a contractor will be hired, and construction is scheduled to start by September 2015.

2015-2016 Short-Range Transportation Improvement Plan

2014-201 Short Ran Transporta Improvem Plan

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City Roadway Resurfacing Program Sidewalk/Pathway Improvements Mast Arm Installation w/Video Detection (Broward County) Wiles Road West End Beautification (2015) Downtown CRA Infrastructure Project (NW 31 Ct, Art Walk) Downtown Pathway (Transportation Enhancement Grant) Wiles Road - Rock Island Road to US 441 - Widen 4-6 lanes Coral Ridge Drive/Sawgrass Expressway - sidewalk connections, east-west 9 Bus Shelters 10 Entryway Improvements (Sidewalk, lighting, landscaping, and entry feature) 11 Alleyways Refurbishment Program 12 Regional Bike Trailhead (Broward County) 13 NW 110 Avenue Bike Lanes and Sidewalk (2017)

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Alleyways Refurbishment Program Bus Shelters City Roadway Resurfacing Program Sidewalk/Pathway Improvements Master Parking and Alleyway Resurfacing Right Turn Lane (Shadow Wood Blvd. westbound) Royal Palm Blvd. Entryway Improvement Lane Reduction (4 lanes to 2 lanes), Add Bike Lane Mast Arm Installation

Created: May 2014

Community Redevelopment Agency (CRA) Area

0.5

Miles

Completed 2014

Fiscal Year 2015 Annual Budget

0.25

#10121 ihouseh 5-6-5014

Traffic Management (2010-2015) Lead Department: Development Services Operating Expenses: Existing The Transportation Improvement Plan for Fiscal Year 2015 shows the efforts planned or underway to ensure that acceptable levels of service and safe driving conditions are maintained in the City. The Traffic Management Team meets monthly to address issues pertaining to the safe and efficient use of the roadway network. Projects include traffic calming, road widening, road resurfacing, turn lanes at intersections, as well as pedestrian and bicycle infrastructure improvements. In 2013, a new sidewalk on NW 38th Drive between University Drive and NW 85th Avenue was constructed. In Fiscal Year 2014 a new sidewalk is being built along NW 85th Avenue, NW 38th Street, and NW 84th Avenue between NW 38th Drive and NW 40th Street. Construction of the Downtown Pathway will begin in Fiscal Year 2014 and will be completed in Fiscal Year 2015 with the use of a Federal Transportation Enhancement grant. The City will work with the County on signal improvements to enhance mobility and connectivity at several of the City’s major intersections. This initiative will be funded and implemented by the County Public Works and Transportation Department. Broward County is planning several improvements including updated traffic signal synchronization and the installation of new mast arms with pedestrian countdown signals (see Short Range and Long Range Maps).

City staff will work with MPO (Metropolitan Planning Organization) staff to implement projects that improve regional connectivity, including the initiative to extend the Sawgrass Expressway east to I-95, and to ensure that federal funds for the Gateway Mobility Hub, located at Sample Road and University Drive, become available in 2016. City staff will work with the NW City Planners Consortium to secure funding through the MPO and Broward County to perform a “Congestion Management/ Livability Planning” effort along Sample Road as a precursor to developing premium transit service along that corridor. City staff will continue to monitor development within the Downtown LAC (Local Activity Center) to determine traffic impacts of new development and will monitor the proposed development within the “Wedge Area” of Parkland. Temporary speed humps within Community Development Block Grant (CDBG) areas have all been converted to permanent structures. In Fiscal Year 2015, $18,430 is budgeted to purchase replacement speed cushion parts, signage, and pavement markings to make the speed humps more visible. In Fiscal Year 2016, projected maintenance costs remain at $18,430, which includes the purchase of three additional replacement speed cushions. Replacement of speed cushions will be coordinated with the City’s roadway resurfacing program so replacement will occur after resurfacing. City staff will continue to respond to citizen requests for traffic calming by performing traffic studies to determine whether thresholds of speed and volume meet the criteria of the traffic calming program.

Long-Range Transportation Improvement Plan

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Future

1. University Drive/Sample Road - Add SB, EB and WB right turn lanes 2. University Drive/Wiles Road - Add NB, SB, EB, and WB left turn lanes - Add NB and SB through lanes 3. Sample Road/Coral Springs Drive - Add EB and WB right turn lanes 4. Sample Road/Riverside Drive - Add EB right turn lanes Add NB and SB left turn lanes 5. Sample Road/NW 85th Avenue - Add NB and SB left turn lanes 6. Coral Hills Drive - Sample Road to NW 29th Street Widen to provide a 3-lane cross section 7. NW 33rd Street - Coral Hills Drive to NW 99th Way Widen to provide a 3-lane cross section 8. University Drive - NW 40th Street to Sawgrass Widen from 4 to 6 lanes 9. Wiles Road - University Drive to Rock Island Road Widen from 4 to 6 lanes 10. Multi-Modal Improvements (2040 LRTP, Comp Plan) 11. Proposed Transit Center 12. Downtown Pathways 13. Future Sidewalks

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A. University Drive/ Sample Road - Add NB and EB right turn lanes, Bus Bay and Sidewalk Improvements (Completed 2007) B. Sample Road/Sportsplex Drive, install traffic signal (Completed 2006)

Community Redevelopment Agency (CRA) Area #10127 ihouseh 5-14-5014

City of Coral Springs, Florida

Downtown Redevelopment (2013-2015) Lead Department: City Manager’s Office Partner: Community Redevelopment Agency (CRA) Capital Outlay: $3.6M (Economic Recovery Zone funding) During Fiscal Year 2013, the City began to explore alternatives for the best use of the Downtown area in terms of public gathering opportunities, future activities, and the connectivity between the public and private spaces with the ultimate goal of creating a sustainable Downtown. As an on-going effort, the City will continue discussions of the anticipated gateway hub, amphitheater and other civic uses within the Downtown. The City and CRA have enumerated and prioritized the infrastructure improvements that will occur in the downtown area. These improvements include the installation of a turn lane 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 is planned for Fiscal Year 2015 following the construction of the turn lane. These enhancements will provide pedestrian and bicycling connections which together will create a “sense of place” the residents and commercial owners have been seeking for the past several years.

Electronic Permitting Feasibility Study (2014-2015) Lead Department: Development Services Operating Expenses: $5,000 Electronic permitting, or E-permitting, offers customers improved, simplified service while giving the Building Division the tools needed to better serve our diverse community. All permitting services are to be ultimately performed on-line under E-permitting, streamlining the process. 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 requesting E-permitting. The City would also benefit from the reduced need for office and storage space. All plans are submitted and archived electronically. Plan review is more efficient because multiple reviews can be conducted simultaneously. 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. The City began researching E-permitting products in Fiscal Year 2014, defining resources necessary to implement the system. In Fiscal Year 2015, we will continue to research alternative products on the market and work with Broward County as they develop their E-permitting process and platform.

Fiscal Year 2015 Annual Budget

An Active, Healthy Community New Initiatives

Mullins Gym Roof Replacement

NW 40th Street Bike Path Renovation Lead Department: Public Works Grant Funding (CDBG): $126,000 The NW 40th Street Bike Path Renovation project will inspect, study, design, and plan modifications to existing asphalt and pedestrian walkways. Maintaining the existing asphalt bike paths is costly and will continue to increase in the future as the asphalt gets older and breaks down due to dryness and root intrusion. This project will eliminate high maintenance costs of repairing asphalt bike paths and provide safe pathways for pedestrians and bicyclists. This Initiative will replace the existing asphalt sidewalks with concrete sidewalks and will include new bike paths along NW 40th Street between Riverside Drive and NW 76th Avenue.

Lead Department: Public Works Capital Outlay: $225,000 The Mullins Gymnasium is going on 15 years old and the original roof has numerous leaks. Many patches have been done, but as soon as one leak is fixed, another one opens up. If the leaks occur over the wood floor, the damage to the floor would cost hundreds of thousands of dollars to repair. It is important to replace the roof before it causes further damage. The City hosts over 45 tournaments and events each year at the Mullins Gymnasium, not to mention hundreds of classes and summer camps. Replacing the roof will ensure that the facility remains open, available and in top condition for our customers.

NW 40th Street Bike Path Renovation Map

FY 2014 Goal

FY 2015 Goal

â&#x20AC;&#x201D;

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

Tennis Center Lighting Improvements

Aquatic Complex 50 Meter Pool Design

Lead Department: Parks and Recreation

Operating Expenses: $50,000

Operating Expenses: $65,000

Courts 1 and 6 at the Tennis Center were designed for tournament level play and for television coverage. The fixtures on these courts are over 20 years old and light levels are far below the original design criteria. In order to attract top-level tournaments which include night play, it is necessary to replace the light fixtures to ensure correct lighting levels. Currently this facility is unable to host top level USTA and other tournaments which have night matches. Once this project is complete, the Tennis Center will be a viable facility to enhance the Cityâ&#x20AC;&#x2122;s amateur sports efforts.

The 50 meter pool at the Aquatics Complex is aging and has numerous issues that must be addressed. A number of cracks and leaks have developed, resulting in a significant loss of water. This leakage is costing an additional $10,000-$15,000 annually. The gutters are disintegrating and hydraulic problems have developed.

New Resident Outreach Lead Department: Communications and Marketing Operating Expenses: $30,000 Approximately 7,200 new residents (homeowners and renters) move to Coral Springs each year. By not having a communication outreach program for this group, the City is missing a valuable opportunity to deliver its message and encourage residents to be more active and involved. This program will target the new residents with a package mailed to their homes. It will introduce the elected officials, share information about City amenities and services, highlight volunteer opportunities, and communicate the Cityâ&#x20AC;&#x2122;s organizational values.

Additionally, this pool has a depth of four feet. New minimum standards for Olympic-size pools is five feet or deeper. This 50 meter pool, the mainstay of the Aquatics Center, may no longer qualify to host the national competitive events upon which this City prides itself. In order to prevent these issues from becoming health and safety hazards, and to continue attracting national, collegiate and Olympic swimmers and events, the City will develop design and engineering plans for the repair or replacement of this pool. Once designed, construction would be expected in Fiscal Year 2016.

Fiscal Year 2015 Annual Budget

Ongoing Initiatives Playground Equipment Replacement (2012-2015) Lead Department: Parks and Recreation Capital Outlay: $86,000 This program enacts a plan to ensure that playground equipment in all City parks is replaced every 15 years. There are currently 33 playgrounds throughout the City in neighborhood and Community parks. All playground equipment and surfaces are inspected regularly by maintenance staff and a certified playground inspector to assure continued safety, as well as to meet all the updated Americans with Disabilities Act requirements for playgrounds. Because playground equipment has a life expectancy of about 15 years, the City has created a schedule that provides for replacing the equipment over that time frame. This program allows better planning of the funding of the equipment. In Fiscal Year 2015, Kiwanis and Lakeview Parks are scheduled to be upgraded.

Half-marathon and 5K Run/Walk (2013-2015) Lead Department: Parks and Recreation

Downtown Pathway (2012-2015) Lead Department: Development Services

Operating Expenses: $15,000 The City, in conjunction with In the Zone Event and Sports Management and the Coral Springs Medical Center, has made the half marathon and 5K road race an annual event. With a turnout of 1,400 participants at the inaugural event, held March 30, 2013, and another great turnout at the second hosting on March 29, 2014, the City intends to continue this popular event. The purpose is to encourage active, healthy lifestyles while providing positive exposure to the City and local businesses.

Federal Transportation Enhancement Grant: $140,000 (FY 2014); $405,000 (FY 2015) In 2011, the MPO (Metropolitan Planning Organization), awarded the City a Transportation Enhancement grant for construction of the Downtown Pathway. This project will construct a pathway along Ben Geiger Drive (NW 29th Street) and Coral Hills Drive. It will include native landscaping, pedestrian lighting, and areas for public art. Design was completed and approved by FDOT (Florida Department of Transportation) in 2014. An agreement between FDOT and the City will be entered into to enable the City to begin construction. Prior to that agreement, the City will construct a portion of the Pathway within an easement provided by the Harbor Chase Assisted Living Facility, located on Ben Geiger Drive. Demolition of the existing asphalt sidewalk will be scheduled once the FDOT agreement is finalized.

City of Coral Springs, Florida

An Attractive Community New Initiatives

Humane Unit Building Design

ArtWalk at NW 31st Court Lead Department: Development Services Operating Capital: $50,000 Capital Outlay: $90,000 (Public Art Fund) The ArtWalk is a project with the CRA to transform an existing canal in the Downtown area into a linear urban plaza and make it accessible to the public. The plaza will provide an eastwest connection between the Downtown Pathway project, University Drive, and The Walk. This project will provide formal space for events, such as the Green Market and BizArt, and will include several locations for public art installations. As one of the initial steps toward the success of the Municipal Complex, the purpose of the ArtWalk is to serve as a catalyst for the redevelopment of Downtown. Design has been completed and a construction manager has been contracted. Funding has been allocated from a variety of sources, most notably the Recovery Zone Economic Development Bond. For Fiscal Year 2015, a street-scaped entryway will be created along NW 31st Court to highlight the southern boundary of the ArtWalk and concrete pads on which to install public art will be built. In subsequent years, the City will issue calls for artists to commission new art pieces and provide temporary display of artwork for years to come.

Lead Department: Police Operating Expenses: $30,000 The Humane Unit is a specialized civilian unit of the Coral Springs Police Department. The Unit consists of three members whose primary responsibility is to enforce the City ordinances, codes, and state statutes regarding animal issues. The members respond to citizen complaints regarding stray and injured animals and animal bites. They conduct all the care and feeding duties for impounded animals and supervise general maintenance of the retention facility. The Unit is housed at the Westside Complex, consisting of an office building, a portion of which is needed for cat cages, and an attached building to house dogs. The office area is a 10’x10’ room. This room holds all three members’ work stations and the space is not sufficient for this. The oldest area of the structure is the dog runs. This area consists of eight runs, which are not heated or air conditioned. Future added storage needs should be considered to store supplies such as dog food and other supplies to run the facility, such as cleaning and animal care items. Design of a new facility will take place in Fiscal Year 2015 with construction expected the following year.

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)

405,000

400,000

110

Pounds of recycled materials per capita

Fiscal Year 2015 Annual Budget

Code Lien Amnesty Program

Community Beautification Award (2014-2015)

Lead Department: Development Services

Estimated Revenue: $250,000

Operating Expenses: $1,000

Operating Expenses: $19,000

From 2001 to 2005, the Coral Springs Garden Club, along with the City of Coral Springs Neighborhood and Environmental Committee (NEC), sponsored the â&#x20AC;&#x153;Coral Springs Looking Goodâ&#x20AC;? beautification awards program. Residents and businesses were encouraged to nominate properties that make a particular effort to enhance their property through landscaping. After Hurricane Wilma in October 2005, the program was abandoned.

Chronically non-compliant properties have daily Code Compliance liens which can escalate to unreasonable amounts that far exceed the value of the property. Without an amnesty program, many property owners in this situation choose not to remedy the violations nor pay anything toward the lien amount. This perpetuates a negative impact on the noncompliant property and surrounding community. The amnesty program is expected to allow a sufficient period of time to provide notice to non-compliant properties and individuals with judgements, determine eligibility, and process applications. Waiving these late fees and penalties will only be allowed after the property owner has brought the property up to code. This amnesty program eases the financial burden of the lien while improving the overall aesthetics of the City.

Ongoing Initiatives Neighborhood Partnership Program (2014-2015) Lead Department: Development Services Grants and Other Operating Expenses: $35,000 South Florida has been hit hard over the past several years by a number of landscape pests such as Ficus Whitefly and Rugose Spiraling Whitefly. These two pests together have led to an overall decline in the aesthetic appearance of properties throughout the City. In 2014 there was no decline in whitefly activity and the mild winter gave the insect an opportunity to continue feeding and reproducing without any interruption. With no reason to believe that the whitefly problem will decrease in the near future, it has become necessary for the City to increase its efforts to provide additional grant funds. This project will continue to expand the existing Neighborhood Partnership Program (NPP) to include grants for whitefly remediation for the most severely affected properties. In an ongoing effort to improve the overall aesthetics of the City, there will be a focus on small condominium associations and rental properties along arterial roadways.

In May 2013, the NEC revitalized the program with a first round of nominations in early 2014. Seventeen properties were nominated and evaluated. Winners in each category were recognized at an awards banquet in May 2014. One new aspect of the beautification awards is that winners are given a sign to display for a limited time, advertising that they have won this award. By holding this event annually and incorporating the signs, awards, and media coverage, the intent is to encourage other residents and businesses to upgrade their properties to be eligible for future nominations and awards. This will lead to an overall improvement in the aesthetics of the City.

City of Coral Springs, Florida

Aquatic Complex Entrance (2013-2015)

CDBG Action Plan (2011-2015)

Lead Department: Parks and Recreation

Lead Department: Development Services

Capital Outlay: $120,000 (Allocated in FY 2013)

FY 2015 CDBG Allocation: $626,776

During Fiscal Year 2012 the Aquatic Complex underwent renovations and expansion of several areas within the facility. As a result of these upgrades it was determined that a new entrance plaza was needed to create an aesthetically pleasing and functional area when entering this facility. The design of this entrance is underway and includes 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.

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 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, providing decent and affordable housing, and expanding economic opportunities. The CDBG program is funded through the Department of Housing and Urban Development. The program primarily benefits low-to-moderate income City residents and focuses on low-to-moderate income neighborhoods. Following is a list of the projects proposed in the 2014-2015 Action Plan. • NW 40th Street Bike Path Renovation: $126,000 • Home Repair: $92,655 • Commercial Façade Program: $80,000 • Design Pedestrian Lighting for Forest Hills Blvd.: $64,500 • Youth Scholarship Program: $50,000 • Senior Recreational and Functional Training: $32,016 • NW 39th Street Improvements: $29,250 • Neighborhood Partnership: $15,000 • Senior Recreation and Therapeutic Program: $12,000

Re-Engage for Good (2013-2015)

• Planning and Administration: $125,355

Lead Department: Public Works Capital Outlay: $11,827 In 2012, the City of Coral Springs received a grant from the Community Foundation of Broward to capitalize on the time, talent and experience of retired or soon to retire baby boomers by engaging them in the work of community improvement and social change. The “Keep Coral Springs Beautiful” project was created to engage baby boomers in leading a group of volunteers in a litter removal program similar to Adopt A Street. The program assisted the City in meeting its goal of beautifying the community and positively impacting the environment. This project was a great success and resulted in 28 baby boomers engaged in volunteer work, 1,178 pounds of litter picked up and 121 volunteers participating. The City of Coral Springs was invited to apply for a second round of funding that was awarded in July 2014. The City proposed to enhance the current “Keep Coral Springs Beautiful” program by separating recyclable material in the litter that is collected and creating a Fundraising Team of Boomers to ensure sustainability of the program after the funding ends. The goal for the recycling component is to have a positive impact on the environment and teach valuable lessons to volunteers regarding the importance of recycling and how it affects the Earth.

Fiscal Year 2015 Annual Budget

Waste Transfer Station Improvements (2014-2015)

Atlantic Boulevard Entryway (2013-2015)

Lead Department: Public Works

Lead Departments: Development Services, Parks and Recreation

Capital Outlay: $36,000

Capital Outlay: $269,921 (Allocated in FY 2013)

The Waste Transfer Station, located at 126th Avenue and Wiles Road, accepts bulk trash, yard waste and source-separated recyclables during its operating hours on the weekends and designated holidays. On the first Saturday of every month, the transfer station also accepts paint, fluorescent light bulbs, and electronic equipment delivered to the station by residents. This is a free service for residents of Coral Springs.

In Fiscal Year 2014, a completely enhanced Royal Palm Boulevard entryway at the east end of the City was unveiled. 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 was installed in 2014 and is included in the overall design. Construction will take place in two phases, with phase one expected to occur in Fiscal Year 2015.

The purpose of this project is to make the facility more user friendly, which is being driven by the introduction of household hazardous waste collection in 2014, and the construction of a new private facility on the eastern boundary of the transfer station. The station currently is in poor condition and not organized in a manner conducive to safe and effective operations. A general upgrade is needed to create designated areas for the collection of hazardous waste. Traffic circulation patterns need to be improved. Security cameras are needed to monitor illegal dumping and unauthorized access by commercial vehicles. Design of these and other improvements will take place in Fiscal Year 2015, funded by the Solid Waste Fund.

City of Coral Springs, Florida

An Innovative, High-Performing Organization New Initiatives

Misdemeanor Diversion

Communications Survey Lead Department: Budget, Strategy, and Communication Operating Expenses: Existing In the ten years since the City conducted its last Communications Survey, the methods of communication have changed dramatically. The shift from print to digital communication has had a significant impact on the way people choose to receive their information. While we include questions on communication in the biennial resident and business surveys, the data from these surveys is not sufficient to develop an effective communications strategy. The breadth of the data gathered from a targeted Communications Survey that includes responses from both businesses and residents will allow us to allocate our advertising dollars in the areas that will have the greatest impact and reach. Several other cities are conducting similar surveys, and that comparative data will be a valuable tool in measuring our success in reaching our audience.

Lead Department: City Attorney’s Office Estimated Revenue: $150,000 Operating Expenses: $115,484 The City offers non-violent first time offenders an opportunity to participate in a Misdemeanor Diversion Program. The purpose is to rehabilitate first time offenders and mitigate the potential negative consequences on a person’s livelihood from the creation of a court case. When a defendant is issued a Notice to Appear in County Court for a qualifying offense, an information sheet is given to them outlining the program. The person must contact the City Attorney’s Office within three business days from the issuance of the Notice to Appear. The City Attorney’s Office reviews the case file and makes a final determination if the offender qualifies for the program. If so, defendants must attend a rehabilitative instructional program and pay a required fee. Upon successful completion of the program, the offender’s case will be closed and will not be filed in court.

Key Intended Outcomes

FY 2014 Goal

FY 2015 Goal

Satisfaction ratings with City communications (Resident and Business Surveys)

(Biz) 95%

(Res) 95%

Employee satisfaction rating (Employee Survey)

92%

Maintain AAA bond ratings

AAA

Ratings of value for tax dollars and fees (Resident and Business Surveys)

(Biz) 55%

(Res) 80%

Ratings of customer service (Resident and Business Surveys)

(Biz) 95%

(Res) 95%

Fiscal Year 2015 Annual Budget

Compensation Study

Network Support Lead Department: Information Services

Lead Department: Human Resources

Operating Expenses: $169,250

Operating Expenses: $40,000

The City has recently implemented numerous technology initiatives to improve productivity, efficiency, and stability of City technology services. As these efforts were occurring, many other technology projects had to be postponed. In order to maintain the new environment while properly managing the backlog of postponed projects, Information Services needs to add two additional Network Specialists to their staff.

In order to evaluate the overall competitiveness of the City’s compensation system, a consultant will be engaged to offer expertise regarding trends in compensation practices and policies, as well as classification and compensation theory and methodologies. The current broadbanding compensation system is 20 years old.

This additional staff will provide these immediate and necessary functions: • Dedicated support that provides instant response to critical issues. • Cross-trained staff to provide more dynamic support and trouble-shooting for end users. • Project-oriented focus on PC deployments, hardware inventory, and asset management. • Increased efficiency to better meet service level agreements and key intended outcomes. • Immediate support to Police and Fire with dedicated personnel experienced in Public Safety.

Realign Volunteer Services Lead Department: Human Resources Operating Expenses: Existing Since the inception of the City’s volunteer program 20 years ago, Volunteer Services has been a part of the Police Department. This worked well when the focus was to provide opportunities for residents interested in volunteering within the Police Department.

The City will look to develop a compensation philosophy and conduct a review of existing salary ranges. The ongoing maintenance process will be reviewed to ensure sustainability of the competitiveness and equitability of the implemented salary structure.

Statistical Analysis for Fire/EMS Lead Department: Fire/EMS Operating Expenses: $30,000 Fire; $30,000 EMS The Coral Springs Fire Department does more than just fight fires. Staff is responsible for EMS, inspections, investigations, prevention, training, emergency management, and other services that are important to the community. The Fire Department is required to track and report data to several agencies, some of which include the National Fire Incident Report System (NFIRS), EMSTARS, ISO, FEMA, and ICMA. In addition, we regularly report performance data to the City of Parkland. Adding a data analyst to the staff will enhance the Fire Department’s analysis of programs, services, systems, and performance. Benefits of creating this new position include improving resource allocation, gaining insights into problems, and identifying training needs.

However, the program has grown over the years and now includes volunteer opportunities throughout all City departments. With Volunteer Services having a similar role as Human Resources, i.e. recruitment and placement of volunteers in City departments, along with retention and recognition initiatives, it makes sense that Volunteer Services would realign with Human Resources. This move will increase awareness of City-wide volunteer assignments and streamline processes as well as having a more focused approach to attracting, retaining and motivating volunteers. Our “human resources” are vital to carrying out the City’s mission, and combining the efforts of paid and volunteer resources will strengthen our ability to achieve that goal.

City of Coral Springs, Florida

Ongoing Initiatives

Electronic Data Back-up and Storage (2013-2015) Lead Department: Information Services

Enterprise Software (2013-2015) Lead Department: Information Services Capital Outlay: Allocated in FY2014 In Fiscal Year 2013, the City began the planning phase to modernize the current enterprise software application (i.e., Sungard H.T.E.) or replace it with a different enterprise resource program (ERP). The goal is to streamline the financial, budgeting, human resources, building, permitting, asset management, Code Compliance, and licensing processes throughout the City. The Code Compliance and Business Tax divisions of Development Services were the first to transition in Fiscal Year 2014. OneSolution allows these divisions to more efficiently manage code compliance cases and business tax receipts and to share information easily City wide. Customers are able to access and submit code-related information online. OneSolution will also allow businesses to apply, renew, update, and pay for business tax receipts online. The Building division of Development Services will work on its transition in Fiscal Year 2015. Staff will have the ability to standardize permit pricing, automate permit invoicing and routing, enhance inspections scheduling and reports, and improve internal communication. The system will give residents and customers the ability to schedule inspections online. Also contemplated for Fiscal Year 2015 is the migration of all Finance related applications, Human Resources, and Budget. All other departments will follow after implementation of this phase.

Capital Outlay: $315,000 With the growing requirements to process data in a more efficient manner, the need for capacity continues to increase at a rapid rate. Information Services is required to provide this increased capacity on an annual basis. This project is to grow the data storage infrastructure based on increased departmental requirements. The current environment will support the City’s needs for 2014, but will not address the projected requirements for 2015 and beyond. Additionally, based on application changes and growth requirements by City departments, Information Technology will have to stay ahead of user demands. To accomplish this task, additional server hardware will be needed. This project will address that need as well as replace existing servers that are obsolete.

Stormwater Utility Fee Study (2014-2015) Lead Department: Public Works Capital Outlay: $70,000 Preliminary analysis is complete in establishing a stormwater utility fee assessment in the City of Coral Springs. At least 17 municipalities in Broward County currently have a stormwater utility fee assessment. The primary purpose of this assessment is to quantify the financial impact of stormwater runoff from each parcel within the City on the needs of the City’s stormwater management system. Parcels with high impervious ground coverage generate more stormwater runoff which must be handled by the City’s system. A numerical correlation of the impact of each parcel has been calculated. The funding from this Stormwater Utility would be used to manage and maintain the City’s existing stormwater management system and to construct improvements to address flooding issues. Results of the preliminary analysis (Phase 1 of 3) will be presented during early Fiscal Year 2015 to determine the feasibility of implementing a stormwater utility fee. If the City decides to proceed, the next two phases will include additional analysis to justify and defend the assessment calculations, and required legal documentation and procedures.

Fiscal Year 2015 Annual Budget

Performance Budget Overview Understanding Departmental Performance Budgets The department’s budget is separated into the following components: Mission Statement—the statement must identify the particular purpose for the department and how it relates to the City’s overall mission. Core Processes—a listing of the fundamental business processes that the department is designed to provide. Outputs— indicate the volume, frequency or level of service provided. New Initiatives—new services or the removal of existing services as they relate to the Strategic Plan. A list of the new initiatives follows. Organization Charts—outline of program structure within the department. Program/Expenditure Summary—the budget for the department, summarized by program, if applicable, and by major category of expenditure: • Personal Services—salaries, overtime and other pay including vacation payment incentive, holiday pay, temporary wages. • Benefits—FICA, retirement contributions, health and other benefits. • Other Expenses—supplies, repairs, utilities, services and other costs. • Capital—departmental machinery and equipment under $5,000. Objectives and Performance Measures—the objectives focus on particular program accomplishments that will be attained within the current year. All objectives are measurable by the performance indicators supplied. Each performance measure includes explicit links showing how program objectives and their indicators are directly related to KIOs and strategic priorities that they support. A summary of all capital projects for each department indicating funding source and total project cost is also included in this section.

City of Coral Springs, Florida

Budget Process Map

January

February

March

Workbooks Compiled & “Hot Topics” Identified

Commission Workshop

April

May

June

Strategic Plan Resident / Business Survey (as scheduled) Management SWOT Exercise

Final Draft Published

KIO’s Set

Business Plan Select Initiatives

Environmental Scan

Departmental Budget Packages Distributed for Business Plan, Staffing, Operating Budget, CIP & Replacement Programs

Operating Budget & Performance Measures

Quarterly PM Report

Budget Client Feedback

Five-Year Forecast

Packages Returned

CMO/Dept. Meetings

Business Plan Workshop

Staffing & Capital Line Item Review Performance Measures

Quarterly PM Report

Capital Budget Fleet Process Review

Replacement Programs Distributed and Conduct Fleet Budget Meetings

Replacement Programs Updated Fixed Asset Inventory Distributed

Fiscal Year 2015 Annual Budget

New Capital Requests

Prioritize Capital Funding

July

August

September

Note: The Strategic Plan is a multi-year plan. In certain years the Business Plan Environmental Scan is the first element.

Business Plan Presentation

October

November

December

Elections

New Commission Orientation

City of Coral Springs Strategic Planning & Performance Measurement Process Map January 2014

Composite Index

Fund Summaries Balanced First Budget Hearing To Next Yearâ&#x20AC;&#x2122;s Quarterly PM

Proposed Budget Prepared

To Environmental Scan

Second Budget Hearing Quarterly PM Report

Quarterly PM Report

Adopted Budget Published

Budget Adopted

Budgeted Purchases

Proposed CIP Prepared

Fiscal Year Ends

City of Coral Springs, Florida

Fixed Asset Inventory Updated

Sample Performance Budget Page jTitle

nNew Initiatives

Indicates the department.

Business Plan Initiatives for this department, if available.

kMission

oRevenues and Expenditures

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

A summary of the budgeted departmental revenues and expenditures.

lCore Processes and Outputs

pPerformance Linkage

A listing of the fundamental processes and the outputs for the department.

The Strategic Priority and Directional Statement that support the department’s performance measures.

mOrganization Chart

qPerformance Measures

An organization chart showing the breakdown of programs, divisions and personnel.

The actual historical performance and future goals for the department.

d E xp en

Missio

roc Core P

e ss e s a

nd O u

by Pro

gram

torney City At itures: Expend mary m Sum Progra torney At ty Ci l ta To ry Catego ary By Summ l Persona s Benefit es Expens Other n Litigatio Total

in the ts with out reemen e with s and ag complianc cts ntract Contra are co sure contract ep pr en and to e ew vi , am fr ents • Re e. st time agreem enienc shor te ely 20 0 inconv and oximat vendor is entation ew appr l repres inistration. Th d or revi ga d/ le an y an el m are es. versies y City ad and tim • Prep cts, and leas ution ec tive mission and lic l contro contra ide eff in lega mission’s po m n Prosec n. e City To prov the City Co m Violatio litigatio ents th to City Co lit y. unicipal M d handle advice alously repres enting the l liabi City. ion an rs and ia at em te ze nt tig pl at te ce Li of the m offi d to im res and po utor y behalf te at it on st m t su ise on l cour is com izing expo ra dv A de • im d Fe of min State an ear in es. risk. • App inquiri limiting citizen staff. ches to ond to sp approa Re dates to d • n, an entive gal up io le ev at pr tr ng t inui minis rs of law sel abou nt . g ad un co rs in t ty Co te Br Ci • presen e mat ch and l mat te ission, in and Resear istrativ Comm mit tees in al re Act. admin icipate e City m Forfeitu ment/ • Part and co ties. esent th raband employ ating • Repr gned boards a Cont ate in cial du d oper id ip an ic si or offi r rt Fl as on all thei • Pa missi rce the ning to ty Com y enfo pertai . es for Ci ressivel eetings • Agg l servic ency m ide lega ate ag in • Prov ments. rd bo and su other depart ission cts and Comm contra d City lutions, • Atten es. es, reso ion. nc na dinanc ely fash are ordi d 50 or • Prep ents in a tim tions an resolu docum ely 10 0 at im prox are ap • Prep

torney City At

itures

tegory and Ca FY 2012 Actual

FY 2011 Actual

7 $474,38 169,432 89,663 48,073 55 $781,5

2 $515,38 175,320 135,864 0 66 $826,5

6.00 0.8%

8 $470,52 182,791 185,695 0 14 $839,0 6.00 0.7%

2 $502,65 165,078 177,266 4,557 53 $849,5 6.00 0.8%

m ge fro % Chan dget FY13 Bu 2.96% 2.96%

$24,828 8 $24,82

2 $863,84 42 $863,8

3 $849,55 53 $849,5

4 $839,01 14 $839,0

6 $826,56 66 $826,5

5 $781,55 55 $781,5

FY 2013 tual Est. Ac

m ge fro $ Chan dget FY13 Bu

0 $495,72 185,570 182,552 0 42 $863,8

5.35% 1.52% -1.69% n/a 2.96%

$25,192 2,779 (3,143) 0 8 $24,82

0.00% n/a

0.00 n/a

6.00 0.7%

E's

FTE's wide FT tal City % of To

tputs

Cit y Att

ce M orman

easure

n anizatio ing Org erform FY 2011 ual High-P Act sional, ey es rn of to Pr Goal City At Priority: A eness Effectiv gic ) Strate ment Type: rs de re nce, or na Measu di 100% tions, or nied by 99% (resolu pa slation accom re: Measu ation of Legi quest when re ar of ep 1) Pr kdays 10 wor l within materia backup

Perf

orney

6 rney City Atto6 (2502)

rney City Atto rney City Atto nfilled) Deputy torney (u t City At Assistan osecutor Pr al ip Munic ant e Assist Executiv cretary Legal Se

m n Litigatio Outside

nt) Equivale sitions r of Po ll-Time Numbe r of FTEs (Fu n Number be sio mber = Left Nu mber = Num rtment/Divi pa Right Nu mber = De Nu Center

FY 2013 Budget

FY 2014 Budget

Fiscal Year 2015 Annual Budget

FY 2012 ual Act Goal 99%

100%

FY 2014 Goal

FY 2013 ual Act Goal 99%

99%

City Attorney Mission

Litigation and Municipal Violation Prosecution

To provide effective and timely legal representation and advice to the City Commission and City administration. This office zealously represents the City in legal controversies and is committed to implementing the City Commission’s policy of minimizing exposures and potential liability.

• Advise on statutory matters and handle litigation. • Appear in State and Federal court on behalf of the City. • Respond to citizen inquiries. • Bring about preventive approaches to limiting risk.

Core Processes and Outputs

• Participate in and present continuing legal updates to staff.

Research and Counsel

• Aggressively enforce the Florida Contraband Forfeiture Act.

• Represent the City Commission, City administration, and all assigned boards and committees in all matters of law pertaining to their official duties.

General Insurance Fund (Workers’ Compensation, Property and Casualty)

• Participate in employment/administrative matters.

• Provide legal services for City Commission and operating departments. • Attend City Commission and subordinate agency meetings.

• Procure insurance coverages.

• Prepare ordinances, resolutions, contracts and other documents in a timely fashion.

• Review and respond to all claims.

• Prepare approximately 100 resolutions and 50 ordinances.

• Receive and process all workers’ compensation claims.

Contracts • Review and prepare contracts and agreements within the shortest time frame to ensure contract compliance without vendor inconvenience. • Prepare and/or review approximately 200 agreements, contracts, and leases.

Administer and maintain City’s insurance programs for workers’ compensation, general, professional, vehicle liability, and property insurance.

• Coordinate and facilitate Safety Evaluation Committee meetings, reporting all incidents and accidents to the Committee. Risk Management • Administer City’s risk management policies.

New Initiatives A Professional, High-Performing Organization

City Attorney's Office

General Insurance Fund (8801) / 1

Risk Management Coordinator

City Attorney (2502) / 5.75

Misdemeanor Diversion

Outside Litigation

Deputy City Attorney Assistant City Attorney (0.75)* Municipal Prosecutor Executvie Assistant (2)

(Department/ Division Number) / Number of FTEs (Full-Time Equivalent) *Position split 75% City Attorney Div. 2502; 25% Water and Sewer Fund Div. 6001

City of Coral Springs, Florida

Revenues and Expenditures by Program and Category City Attorney Revenues: City Attorney Total

FY 2012 Actual

FY 2013 Actual

FY 2014 Budget

FY 2015 Budget

$ Change from % Change from FY14 Budget FY14 Budget

$0 $0

$150,000 $150,000

Expenditures: Program Summary City Attorney Total

$826,566 $826,566

$849,553 $849,553

$863,842 $863,842

$997,264 $997,264

$133,422 $133,422

15.45% 15.45%

Summary By Category Personal Benefits Other Expenses Litigation Total

$515,382 175,320 135,864 0 $826,566

$502,652 165,078 177,266 4,557 $849,553

$495,720 185,570 182,552 0 $863,842

$589,509 217,620 189,623 512 $997,264

$93,789 32,050 7,071 512 $133,422

18.92% 17.27% 3.87% n/a 15.45%

6.00

5.75

(0.25)

-4.2%

FTE's

General Insurance Fund Revenues: Transfers Interest Income Recoveries Total

FY 2012 Actual

FY 2013 Actual

FY 2014 Budget

$2,564,554 37,980 151,070 $2,753,603

$2,718,097 14,810 138,058 $2,870,964

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

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

$146,518 (25,000) 0 $121,518

4.61% -50.00% 0.00% 3.67%

Expenses: Program Summary Workers' Compensation Property Casualty Total

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

$1,460,708 1,506,701 52,588 $3,019,997

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

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

$32,000 89,118 400 $121,518

2.21% 5.15% 0.31% 3.67%

Summary By Category Personal Benefits Other Expenses Total

$90,091 871,161 2,021,824 $2,983,076

$91,741 797,095 2,131,161 $3,019,997

$107,667 1,013,675 2,190,037 $3,311,379

$114,691 1,016,601 2,301,605 $3,432,897

$7,024 2,926 111,568 $121,518

6.52% 0.29% 5.09% 3.67%

1.50

0.00

0.0%

FTE's

FY 2015 Budget

n/a n/a

$ Change from % Change from FY14 Budget FY14 Budget

Performance Measures City Attorney Strategic Priority: An Innovative, High-Performing Organization Measurement Type: Effectiveness FY 2013 Measure: Goal Actual 1) Preparation of Legislation (resolutions, ordinance, orders) within 10 workdays of request when accompanied by 99% 99% backup material 2) Number of days lost from on the job injuries per 100 49 29.5 employees (new for FY 2013; formerly in Human Resources) 3) Percentage of subrogation eligible dollars recovered 47% 60% (new beginning FY 2013)

Fiscal Year 2015 Annual Budget

FY 2014 Goal Projected

FY2015 Goal

99%

100%

99%

40%

45%

47%

City Commission Mission

A Professional, High Performing Organization

To provide the Charter offices clear policy direction toward making the City of Coral Springs the premier community in which to live, work and raise a family. A Family-Friendly Community Augment the quality of life that defines the hometown feel of our community by assuring public safety and good schools, promoting arts and culture, capitalizing on the strength in our diversity, and embracing our inclusive, welcoming nature. A Thriving Business Community Continue to provide fiscal benefit and economic stability to the City by encouraging and supporting economic development and redevelopment as well as expansion and retention of existing businesses.

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

Core Processes • Provide policy direction for City operations. • Promote public participation in government through regular and special City Commission meetings, public hearings and workshops. • Encourage partnerships with the private and nonprofit sectors to resolve local issues.

An Active, Healthy Community

City Commission 6 (0100) 1

Influence and support an environment that promotes active, healthy, and enriched lifestyles for residents of all ages. Focus on leisure, cultural, recreational, and sporting activities and events that infuse event dollars into the local economy.

Senior Office Asssistant

An Attractive Community Take proactive measures to preserve and enhance the community’s appearance and maintain of its vital infrastructure. Lead by example in the stewardship and conservation of natural resources.

Mayor (0100) 0

Vice-Mayor 1 (0100) 0

Commissioner 3 (0100) 0

Left Number = Number of Positions Right Number = Number of FTEs (Full-Time Equivalent) Center Number = Department/Division Number Left Number = Number of Positions Right Number = Number of FTE's (Full-Time Equivalent) Center Number = Department/Division Number

Revenues and Expenditures by Program and Category City Commission Expenditures: Program Summary City Commission Total

FY 2012 Actual

FY 2013 Actual

FY 2014 Budget

$277,534 $277,534

$271,867 $271,867

$352,109 $352,109

$356,301 $356,301

$4,192 $4,192

1.19% 1.19%

Summary By Category Personal Benefits Other Expenses Total

$95,768 86,885 94,881 $277,534

$108,770 74,121 88,976 $271,867

$124,906 109,240 117,963 $352,109

$128,448 110,248 117,605 $356,301

$3,542 1,008 (358) $4,192

2.84% 0.92% -0.30% 1.19%

5.00

6.00

0.00

0.0%

FTE's

FY 2015 Budget

City of Coral Springs, Florida

$ Change from % Change from FY14 Budget FY14 Budget

City Manager’s Office Mission

Management and Budget Office Monitor City’s financial condition and provide financial strategies to ensure fiscal solvency.

To provide support and systems that empower City departments to anticipate and meet customer expectations and carry out City Commission policy initiatives.

Prepare biennial/triennial Strategic Plan, annual Business Plan, annual budget document, and Capital Improvement Program.

Core Processes and Outputs

• Produce the City’s Business Plan, budget document and Capital Improvement Program.

City Manager’s Office Organize and mobilize City departments to address the seven priorities established by the City Commission.

• Process biennial/triennial Strategic Plan including the Environmental Scan, the SWOT Analysis and the Strategic Planning Workshop Presentation.

• Complete strategic activities for the City Commission’s five priority areas.

Maintain Performance Measurement System.

• Provide overall management of all City operations in a way that empowers employees to exceed customer expectations. • Provide effective communication between the City Commission, staff, residents and other customers.

• Produce Departments’ Quarterly Performance Reports. Aggressively seek grants on behalf of the City and oversee administration of grant funding. Collaborate with Police and Fire pension boards, Charter School Advisory Committee, and other committees.

• Continue to attract quality businesses to the City of Coral Springs. Chart Title

Manager's Office CityCity Manager’s Office

City Manager (0501) / 6.5 Executive Assistant to City Manager Executive Assistant (2)

Deputy City Manager* (0501)

Community Redevelopment Agency (3200) / 1

Budget, Strategy, and Communications

Deputy City Manager (0501)

Director Budget, Strategy, Communications (1901)

City Clerk's Office (3501) / 5

CRA Coordinator

Economic Development (0502) / 2

Communications and Marketing (0604) / 6

Communications and Marketing Manager

Management and Budget Office (1901) / 6

Senior Financial Analyst (4) Grant Coordinator

Economic Development Manager

City Clerk

Assistant City Clerk Records Mgmt. Coordinator Senior Office Assistant

Principal Office Assistant Creative Services Coordinator

Office Assistant

Editor/Producer Construction Project Manager (0501)

Broadcast Communications Coordinator Writer/Media Relations Coordinator Business/Sports Marketing Specialist

Fiscal Year 2015 Annual Budget

(Department/Division Number) / Number of FTEs (FullTime Equivalent) *Position split 50% City Manager's Office Div. 0501; 50% Water and Sewer Fund Div. 6001

Communications and Marketing

Economic Development

Communicate public information in an effective, creative manner.

Promote absorption of existing vacant commercial, industrial and retail space by continuing to maintain and develop relationships with the top real estate experts in Broward County. Set the stage for new development as well as redevelopment while the economy improves and our proactive approach sparks opportunities in selected targeted industry sectors.

• Publish three editions of Coral Springs magazine, Annual State of the City Report, and other informational publications. • Provide writing, design, photography and other graphic services for print, digital and video formats. • Provide multimedia, video and photographic support, and produce public service announcements and programming for use by the broadcast media. • Develop and manage the City’s web sites, including coralsprings.org and workcoralsprings.org.

• Complete Economic Development Strategic Plan. • Reduce vacancy rates in commercial, industrial, and retail sectors. • Assist, support, and grow business in Coral Springs.

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

• Continue to increase local property values through key tenant improvement projects.

• Provide special event promotion. Handle media relations.

Maximize the potential of the Coral Springs Corporate Park.

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

Maintain a competitive business environment.

City Clerk

Implement Downtown infrastructure improvements on City Center planning as catalysts for Downtown Redevelopment.

Serve as Secretary of the City. • Oversee City Commission agenda process which includes creation of bimonthly agendas, coordination of over 500 agenda memoranda, duplication and distribution of agenda material to interested parties, and continue to encourage the City’s “paperless agenda” environment. • Inform citizenry of public hearings by advertising pursuant to Florida law.

Attract high-value industries and businesses.

New Initiatives A Family-Friendly Community Drowning Prevention (ongoing) with Fire/EMS A Thriving Business Community

• Manage codification and distribution to subscribers of the Municipal Code, both the general volume and Land Development Code.

Economic Development Office

• Provide public notice for approximately 300 public meetings annually.

Municipal Complex (ongoing)

Serve as the City’s records custodian by preserving the integrity of the City’s official records, which encompasses business transactions, law and policy making, and property matters. • Maintain an historical database of over four million document images Citywide from 1963 to the present and respond to public records requests.

Realtors’ Summit

Downtown Redevelopment (ongoing) An Active, Healthy Community New Resident Outreach A Professional, High-Performing Organization Communications Survey

• Maintain a database of public meetings via audio tapes, CD-ROMs and summaries of the meeting proceedings, and respond to more than 1,500 customer requests for information annually. • Provide for records disposal to the fullest extent permissible by Florida law, and the cost effective, legal maintenance of permanent records for all City departments. Serve as the director of municipal elections as required by the City Charter and Florida Statutes.

City of Coral Springs, Florida

Revenues and Expenditures by Program and Category

City Manager's Office Revenues: City Clerk Total

FY 2012 Actual

FY 2013 Actual

FY 2014 Budget

FY 2015 Budget

$ Change from % Change from FY14 Budget FY14 Budget

$11,930 $11,930

$21,251 $21,251

$23,321 $23,321

$24,253 $24,253

$932 $932

4.00% 4.00%

Expenditures: Program Summary Administration Economic Development Management & Budget Office Communications &Marketing CRA City Clerk Total

$878,449 0 601,208 720,520 0 486,019 $2,686,196

$891,905 0 581,803 793,964 0 464,244 $2,731,916

$1,013,983 0 713,348 982,390 72,401 551,103 $3,333,225

$1,104,246 254,514 703,646 1,102,932 74,122 575,215 $3,814,675

$90,263 254,514 (9,702) 120,542 1,721 24,112 $481,450

8.90% n/a -1.36% 12.27% 2.38% 4.38% 14.44%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,710,097 606,458 369,641 0 $2,686,196

$1,731,028 555,192 445,696 0 $2,731,916

$2,005,679 714,626 612,920 0 $3,333,225

$2,254,056 829,837 723,282 7,500 $3,814,675

$248,377 115,211 110,362 7,500 $481,450

12.38% 16.12% 18.01% n/a 14.44%

20.50

23.50

26.50

3.00

12.8%

FTE's

Fiscal Year 2015 Annual Budget

Performance Measures Budget and Strategic Planning Strategic Priority: An Innovative, High-Performing Organization Measurement Type: Effectiveness FY 2013 Measure: Goal Actual 1) Internal customer satisfaction rating 95% 98% 2) Process 100% of budget transfers within 24 hours of receipt 100% 100% 3) Facilitate or support cross-functional process improvement teams 2 4 Strategic Priority: An Innovative, High-Performing Organization Measurement Type: Efficiency FY 2013 Measure: Goal Actual 4) Receive the GFOA Distinguished Budget Presentation award Yes Yes 5) Payroll regular salaries adopted budget versus actual, net ±2% 0.4% of policy changes 6) Produce monthly financial statements within seven <7 days 1 day business days of period close Communications and Marketing Strategic Priority: An Innovative, High-Performing Organization Measurement Type: Effectiveness FY 2013 Measure: Goal Actual 1) Customer satisfaction with communications (Internal Survey) 2) Awareness of Coral Springs magazine by new residents (Resident Survey) 3) Average number of unique page views on website 4) Number of episodes produced for What's Happening 5) Number of new promotional/informational campaigns developed

FY 2014 Goal Projected 95% 99%

FY2015 Goal 95%

100%

FY 2014 Goal Projected

FY2015 Goal

Yes

±2%

<7 days

2 days

<7 days

FY 2014 Goal Projected

FY2015 Goal

94%

98%

94%

98%

94%

79%

84%

—

79%

115,000 12

135,602 12

115,000 12

125,000 12

115,000 12

City Clerk's Office Strategic Priority: An Innovative, High-Performing Organization Measurement Type: Effectiveness FY 2013 Measure: Goal Actual 1) Percentage of agenda packages completed and 95% 100% distributed at least 5 days prior to the next City Commission meeting (new for FY 2013) 2) Number of hours of staff time per meeting spent 95 preparing summary minutes (new for FY 2013)

City of Coral Springs, Florida

FY 2014 Goal Projected

FY2015 Goal

95%

100%

95%

Development Services Mission

Coordinate and implement neighborhood revitalization and enhancement efforts through continued coordination with residents and other government agencies.

To plan and facilitate quality development and redevelopment, enhance citywide aesthetics through education by complying with local regulations, and provide professional services to the community.

• Conduct three Slice of the Springs meetings and ensure 93% of attendees find the neighborhood meeting productive. • Collaborate on 15 neighborhood partnerships (formal and informal).

Core Processes and Outputs

Implement state and federal programs (CDBG, NSP, HOME, SHIP opportunities).

Community Development

• Screen applicants for home repair programs resulting in 55 grants being awarded each year.

Continue to provide technically sound and professional recommendations to the City Commission, along with the various boards and committees appointed by the City Commission.

Continue to provide accurate plan review to ensure compliance with land development regulations and architectural design guidelines in order to encourage an attractive and quality aesthetically pleasing community.

• Maintain the City’s recertification of its Comprehensive Plan. • Maintain department customer satisfaction rating at 95%.

• Administratively review 50 Development Review Committee and Architectural Review Committee projects.

• Incorporate the Public Art Program and Coral Springs Museum of Art to provide more comprehensive approach towards the arts.

• Process 15 petitions for various land development actions.

Current Date 8/20/2014

• Process 550 paint approval forms.

Development Services

Development Services Director of Development Services (3100) / 4

Executive Assistant

Code Compliance

Development Services Coordinator

Assistant Director of Development Services (3100)

(5403) / 23

Engineering* (5901)

Building

/ Const. Mgmt* (As needed)

(5100 - 5304) / 27

*Contractual Services

Code Compliance Manager

Code Compliance Administrator

Code Compliance Supervisor (2)

Community Development (3001-3004) /12

Planning & Zoning (3001) / 4

Chief Building Official (5101)

Senior Office Assistant

Neighborhood Services (3004) / 8

Senior Office Assistant (2)

Code Compliance Officer (10)

Planning & Zoning Manager

Chief Planner

Tax Collection Specialist (2)

Inspector I

Associate Planner (2)

Senior Planner

Assistant Planner

Transportation Planner

Deputy Bldg. Official/ Chief Structural Inspector

Env. Coordinator / City Forester

Inspector II (5)

Comm. Dev. & Housing Administrator

Inspector I (2)

Office Assistant

Neighborhood Coord. Assistant

Electrical (5302) / 4

Chief Inspector Inspector II (3)

Plumbing

Mechanical

(5303) / 1

(5304) / 2

Chief Inspector

Museum Director Assistant Planner/Housing Admin. (Department/Division Number) / Number of FTEs (Full-Time Equivalent)

Inspector II

Sr. Permit Serv. Rep. (4) Permit Services Rep. (5)

Structural (5301) / 8

Principal Office Assistant (3)

Dev. Serv. Administrator (5101)

Fiscal Year 2015 Annual Budget

Development Services (continued) Assist the public (residential and commercial) with general zoning information and aesthetic issues. • Maintain cycle time for new DRC plan reviews at eight days by the Zoning Division.

• Provide plan reviews and issue approximately 8,000 building permits. • Complete requested inspections within one day 95% of the time.

• Conduct 1,600 zoning inspections.

• Process approximately 2,600 open permit search requests within three business days.

• Maintain cycle time for sign permits and small permits at two days by the Zoning Division.

• Process 600 record requests.

• Continue to process designer and monument signs to increase the aesthetic appeal while staying business-focused.

• Issue 20,000 notification postcards to permit holders and property owners.

Collect and evaluate sustainability data.

• Respond to 50,000 incoming calls for Building and Code Compliance divisions via the Customer Care Center.

• Monitor and observe the sustainability of the City through the Neighborhood and Environmental Committee.

Code Compliance

• Ensure the ecological integrity of environmentally sensitive lands through regular inspections, exotic species removal, and general preventive maintenance.

Respond to emergency complaints in a timely manner and to other citizen requests, questions, and complaints within 48 hours.

• Continue to monitor 1,500 volunteer hours per year dedicated towards enhancing the environment.

Educate the public on the City’s Code of Ordinances in order to achieve compliance with the code to preserve and enhance aesthetics citywide.

• Support Sawgrass Nature Center in becoming an ecotourism destination through assistance in grant writing, media outreach, intergovernmental coordination, and material support where feasible. Implement the objective of environmental monitoring and improving a sustainable urban forest, with specific emphasis on tree canopy replacement. Provide technical support to various City departments, including the Community Redevelopment Agency effort in conjunction with Downtown Coral Springs. • Provide detailed analysis on current topics affecting the City, such as tracking properties in foreclosure on a monthly basis. • Research and apply for various grants that support department objectives and improve mobility and connectivity within the City. Oversee day-to-day operations of the Coral Springs Museum of Art.

• Provide education to property owners and occupants on City codes and ordinances. • Coordinate and implement programs on code compliance issues in conjunction with other departments including Public Works and Police. • Perform over 30,000 code compliance/business tax field inspections, neighborhood preservation inspections, and abandoned property maintenance for approximately 11,000 cases. • Promote voluntary compliance through collaboration with property owners, residents, business owners, and neighborhoods. • Address and resolve problems on difficult cases, such as abandoned or nuisance properties, or those properties whose owners are financially distressed. • Support volunteer Code Rangers partnered with Code Compliance Officers and administrative staff.

Building

• Collect illegal signs from our street rights-of-way.

Provide prompt, professional, and courteous customer service to the entire community for all plan reviews, building permits, and field inspections to ensure conformance of construction in the City with the Florida Building Codes.

• Process 3,000 lien inquiries.

• Conduct plan reviews in 15 days or less 90% of the time.

Support business development in the City by working with business owners and outside agencies to educate business owners on laws, regulations, and ordinances, and by processing Business Tax applications in a timely manner.

• Conduct approximately 21,000 building inspections.

• Process 6,200 business tax receipts.

• Process 4,300 contractor license insurance information requests.

• Administer Landlord Registration Program and Neighborhood Preservation Program.

• Schedule 5,000 residential inspection related appointments.

City of Coral Springs, Florida

Development Services (continued) Engineering Provide engineering inspection on select City projects, right-ofway permits, and developer-provided infrastructure. • Assist City in administering recovery zoning bond funds. • Ensure NPDES and MS4 requirements are upheld and maintained on construction sites greater than one acre. • Issue approximately 125 driveway permits.

New Initiatives A Thriving Business Community 40-Year-Old Building Inspections Business Tax Amnesty Traffic Management (ongoing) Electronic Permitting Feasibility Study (ongoing)

• Provide approximately 300 engineering plan reviews. • Complete requested inspections within one day each. • Perform approximately 500 inspections.

An Active, Healthy Community Downtown Pathway (ongoing) An Attractive Community

Construction Management

ArtWalk at NW 31st Court

Provide support for select City projects to ensure projects are completed on time and within budget.

Code Lien Amnesty Program

Provide support for economic development and private/public development partnerships.

Neighborhood Partnership Program (ongoing)

• Assist City in administering recovery zoning bond funds. • Ensure NPDES and MS4 requirements are upheld and maintained on construction sites greater than one acre.

Community Beautification Award (ongoing)

CDBG Action Plan (ongoing) Atlantic Boulevard Entryway (ongoing) with Parks and Recreation

• Issue approximately 125 driveway permits. • Provide approximately 300 engineering plan reviews. • Complete requested inspections within one day each. • Perform approximately 500 driveway inspections.

Fiscal Year 2015 Annual Budget

Revenues and Expenditures by Program and Category

FY 2012 Actual

FY 2013 Actual

FY 2014 Budget

$92,822 2,298,646 2,381,152 (151) $4,772,469

$118,843 2,116,480 2,691,398 30 $4,926,751

$107,563 2,480,983 2,667,781 0 $5,256,327

$111,865 2,571,786 2,548,248 0 $5,231,899

$4,302 90,803 (119,533) 0 ($24,428)

4.00% 3.66% -4.48% n/a -0.46%

Expenditures: Program Summary Development Services Community Development Building Code Compliance Engineering Total

$270,432 1,096,996 2,478,616 1,731,910 163,668 $5,741,622

$333,343 1,271,654 2,353,898 1,571,654 185,984 $5,716,533

$494,909 1,255,543 2,618,197 1,944,784 186,000 $6,499,433

$506,430 1,267,023 2,661,464 2,010,938 264,720 $6,710,575

$11,521 11,480 43,267 66,154 78,720 $211,142

2.33% 0.91% 1.65% 3.40% 42.32% 3.25%

Summary By Category Personal Benefits Other Expenses Grants and Aids Total

$3,477,763 1,515,328 746,531 2,000 $5,741,622

$3,493,480 1,374,664 835,915 12,474 $5,716,533

$3,867,269 1,659,276 957,888 15,000 $6,499,433

$3,942,429 1,696,276 1,056,495 15,375 $6,710,575

$75,160 37,000 98,607 375 $211,142

1.94% 2.23% 10.29% 2.50% 3.25%

60.00

65.00

66.00

1.00

1.5%

Development Services Revenues: Community Development Building Code Compliance* Engineering Total *Includes Business Tax revenue

FTE's

City of Coral Springs, Florida

FY 2015 Budget

$ Change from % Change from FY14 Budget FY14 Budget

Performance Measures Development Services Community Development Strategic Priority: An Innovative, High-Performing Organization Measurement Type: Effectiveness FY 2013 Measure: Goal Actual 1) Department customer satisfaction rating (composite) 95% 97% Strategic Priority: A Thriving Business Community Measurement Type: Efficiency Measure: 2) Cycle time for small permits by the Zoning Division (Building Plan Review) 3) Cycle time for sign permits by the Zoning Division (Building Plan Review) 4) Cycle time for plan reviews (new and major/minor) by the Zoning Division (Development Review Committee) 5) Comprehensive Plan consistency with Department of Commnity Affairs (DCA) Strategic Priority: An Attractive Community Measurement Type: Effectiveness Measure: 6) Number of housing units rehabilitated using public financial assistance per $100,000 housing rehabilitation 7) Average number of days from the receipt of the resident's application for rehabilitation assistance to application approval (new for FY 2013) Strategic Priority: An Attractive Community Measurement Type: Efficiency Measure: 8) Timeliness ratio of CDBG spending: annual CDBG allocation available by July 31 9) Number of trees planted within the City

FY 2014 Goal Projected 95% 98%

FY2015 Goal 95%

FY 2013 Goal Actual

FY 2014 Goal Projected

FY2015 Goal

2 days

1.5 days

2 days

1.6 days

2 days

1.7 days

2 days

1.6 days

2 days

8 days

6.5 days

8 days

10.8 days

9 days

Yes

FY 2013 Goal Actual 3.60 45 days

â&#x20AC;&#x201D; 39.5 days

FY 2014 Goal Projected 3.60

2.70

2.90

45 days

36 days

45 days

FY 2013 Goal Actual

FY 2014 Goal Projected

1.50 1,000

2.02 1,221

1.52 650

Strategic Priority: An Attractive Community Measurement Type: Demand Measure: 10) Number of formal and informal neighborhood partnerships each year

FY 2013 Goal Actual 15

Fiscal Year 2015 Annual Budget

FY2015 Goal

FY 2014 Goal Projected 15

FY2015 Goal 1.50 1,000

FY2015 Goal 15

Performance Measures Building Measure: 1) Requested inspections completed within one day 2) Percent of plan reviews completed within 15 working days Code Compliance Measure: 1) Percent of code cases brought into voluntary compliance prior to administrative/judicial process 2) Percent of survey respondents satisfied with City efforts at maintaining the quality of their neighborhoods (Resident Survey) 3) Percent of survey respondents satisfied with the City's efforts to suuport quality neighborhoods (Business Survey - new for FY 2013 ) 4) Process new business tax applications within 5 business days 90% of the time (New for FY 2014 ) *Delayed reporting due to transition to ONESolution Construction Management Support Measure: 1) Build the following City construction projects within budget and on time:

FY 2013 Goal Actual 95% 100%

FY 2014 Goal Projected 95% 95%

90%

95%

FY2015 Goal 95% 90%

FY 2013 Goal Actual

FY 2014 Goal Projected

75%

84%

75%

84%

—

75%

—

87%

94%

—

90%

FY 2013 Goal Actual

FY 2014 Goal Projected

FY2015 Goal

City Hall/City Hall South Building Demolition

—

Yes

Fire Station 43

—

Yes

Fire Station 95

—

Yes

Safety Town

—

Yes

CSI Building

—

Yes

Municipal Complex

—

Yes

Atlantic Blvd Entryway

—

Yes

City of Coral Springs, Florida

Financial Services Mission

Core Processes and Outputs

Financial Services

To preserve the City’s strong financial condition by creating responsible financial strategies, effectively managing the City’s resources, and providing analysis and recommendations that ensure optimal economic outcomes.

Provide financial policy, cash management, debt management, accounting, payroll, accounts payable, purchasing, central stores, and utility billing for the City. • Produce the City’s Comprehensive Annual Financial Report. • Process over 12,000 accounts payable checks and prepare over 26,000 payroll checks. • Reconcile and track over 50 different funds. • Process over 3,000 purchase orders. • Purchase over $32 million in goods and services. • Monitor the budget through monthly financial reports. • Refinance and restructure City’s outstanding debt. Monitor City’s financial condition and provide financial strategies to ensure fiscal solvency. Maintain all water and wastewater customer accounts. • Process over 146,000 utility bills including standby.

Financial Services Financial Services

Director of Financial Services* (1501)

Administration (1501) / 2.25 City Controller (0.50)** Senior Office Assistant

Accounting Services (1601) / 7

Revenue & Collection (1602) / 6

Purchasing (1701-1702 ) / 9

Water Billing Representative ( 4 ) Accountant ( 3 ) Fin. Reporting & Compliance Admin Accounting Assistant Payroll Coordinator Billing Operations Technician Payroll Technician Senior Accounting Assistant

Administration (1701) / 5 Purchasing Administrator Purchasing Agent II ( 3 ) Senior Office Assistant Central Stores (1702) / 4

(Department/ Division Number) / Number of FTEs (FullTime Equivalent) *Position split 75% Financial Services Adm. Div. 1501; 25% Water and Sewer Fund Div. 6001 **Position split 50% Financial Services Adm. Div. 1501; 50% Water and Sewer Fund Div. 6001

Central Stores Coordinator Purchasing Assistant ( 3 )

Fiscal Year 2015 Annual Budget

Revenues and Expenditures by Program and Category

Financial Services Revenues: Revenue and Collection Total Expenditures: Program Summary Administration Museum * Accounting Utility Billing Sub-Total Purchasing Administration Central Stores Sub-Total

FY 2012 Actual

FY 2013 Actual

FY 2014 Budget

FY 2015 Budget

$ Change from % Change from FY14 Budget FY14 Budget

$247,215 $247,215

$298,210 $298,210

$258,000 $258,000

$268,320 $268,320

$10,320 $10,320

4.00% 4.00%

$377,083 104,840 629,483 529,818 $1,641,224

$534,674 0 541,140 481,180 $1,556,994

$573,486 0 575,481 520,784 $1,669,751

$468,620 0 576,699 542,333 $1,587,652

($104,866) 0 1,218 21,549 ($82,099)

-18.29% n/a 0.21% 4.14% -4.92%

$654,260 252,367 $906,627

$549,383 262,709 $812,092

$585,985 290,042 $876,027

$593,149 297,274 $890,423

$7,164 7,232 $14,396

1.22% 2.49% 1.64%

Total

$2,547,851

$2,369,086

$2,545,778

$2,478,075

($67,703)

-2.66%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,546,718 791,643 206,099 3,391 $2,547,851

$1,442,407 555,713 372,466 0 $2,370,586

$1,455,257 639,629 450,892 0 $2,545,778

$1,403,989 623,014 451,072 0 $2,478,075

($51,268) (16,615) 180 0 ($67,703)

-3.52% -2.60% 0.04% n/a -2.66%

26.00

25.00

24.25

(0.75)

-3.0%

FTE's *Transferred to Development Services

City of Coral Springs, Florida

Performance Measures Financial Services Strategic Priority: An Innovative, High-Performing Organization Measurement Type: Effectiveness FY 2013 Measure: Goal Actual 1) Internal customer satisfaction rating (Financial Services 95% 95% Internal Survey) 2) Percentage of purchase requisitions under $10,000 90% 78% processed within 24 hours Strategic Priority: An Innovative, High-Performing Organization Measurement Type: Efficiency FY 2013 Measure: Goal Actual 3) Water billings past due more than 180 days as percentage of outstanding bills 4) Number of repeat items in management letters prepared by the Cityâ&#x20AC;&#x2122;s external auditors (new beginning FY 2013) 5) Percentage of invoices paid within 30 days 6) Out of stock level of the total inventory at Central Stores

FY 2014 Goal Projected

FY2015 Goal

92%

â&#x20AC;&#x201D;

93%

90%

86%

88%

FY 2014 Goal Projected

FY2015 Goal

3.2%

1.9%

99%

99.8%

99%

2.25%

2.2%

2.50%

Fiscal Year 2015 Annual Budget

Fire/EMS Mission To preserve life and property through emergency medical services, fire suppression, risk reduction, public education, and community partnerships.

Oversee the daily operations pertaining to Inspections, Prevention, Suppression, Emergency Medical Services (EMS), and Training. • Provide contractual Fire/EMS service to the City of Parkland and provide Fire/EMS to unincorporated Broward County. • Provide automatic aid to the cities of Margate, Coconut Creek, and Tamarac. Provide additional mutual aid response in accordance with federal, state, and local agreements.

Core Processes and Outputs Administration Manage and administer the fire department’s budget, policies, and procedures while providing department-wide leadership and direction.

Commit to continuous involvement in major organizations and committees on a national, state and local level that affect the delivery of emergency services. Fire Suppression and Emergency Medical Services (EMS)

Responsible for the direction and development of approximately 400 members of the organization.

Respond to all types of fire-related emergencies within the City. Provide basic and advanced emergency medical care to victims of illness or injury.

• Personnel include nine fire administrative staff, 145 shift personnel, four fire academy administrative staff, 11 fire inspection staff, 100 emergency service instructors, and 140 Community Emergency Response Team (CERT) members.

• Respond to a projected 14,000 calls for service. • Maintain an average response time of 8 minutes or less at least 90% of the time.

Fire/EMS Fire Chief* (4601)

Administration* (4601 ) / 3.5

Communication Services* (4602 ) / 1.84

Suppression* (4801) / 91.52

Telecommunicator (0.69) Deputy Fire Chief (0.5) Division Chief Administration (0.5) Emergency Call Taker (1.15) Senior Office Assistant (1.0) Fire Equipment Technician (0.5) Data Analyst (0.5) *All positions are split 50% Fire Adm. Div. 4601; 50% EMS Div. 4702

Division Chief Fire (0.5)** Assistant Fire Chief (1.74) Battalion Chief (1.86) Fire Captain (18.6) Rescue Lieutenant (18.6) Driver Engineer/Paramedic (15.5) Driver Engineer/EMT (3.1)

*All positions are split 23% Comm. Svc. Div. 4602; 77% EMS Comm. Svc. Div 4703

Firefighter/Paramedic (31) Firefighter/EMT (0.62) *All positions are split 62% FireSuppression Div. 4801; 38% EMS Div. 4702 **Position split 50% Fire-Supression Div. 4801; Fire Training Div. 4805

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

Emergency Medical Services* (4702) / 60.9

EMS-Communication Services (4703) / 6.16

EMS Training (4705) / 1

Deputy Fire Chief (0.5)** Telecommunicator (2.31) Assistant Chief Training Officer Division Chief Administration (0.5)** Emergency Call Taker (3.85) Assistant Fire Chief (1.26) *All positions are split 77% EMS Comm. Svc. Div 4703; 23% Comm Svc. Div. 4602 Battalion Chief (1.14) Fire Captain (11.4) Rescue Lieuteneant (11.4) Firefighter/Paramedic (19) Firefighter/EMT (0.38) Driver Engineer/Paramedic (9.5) Driver Engineer/EMT (1.9) Fire Equipment Technician (0.5)** Public Education Officer (0.38) Data Analyst (0.5)** Training Inspection Senior Office Assistant(1.0)** (4805) / 2.5 (4901) / 10.62 Principal Office Assistant *All positions are split 38% EMS Div. 4702; 62% Fire-Supression Div. 4801 **Position split 50% EMS Div. 4702; 50% Fire Adm. Div. 4601

Division Chief Training Center (0.5) Fire Marshal Senior Office Assistant Fire Inspection Captain Training Officer Fire Inspector I Fire Inspector II (6) Public Edication Officer (0.62)* Senior Office Assistant *Position split 62% Fire-Inspection Div. 4901; 38% EMS Div. 4702

City of Coral Springs, Florida

Fire/EMS (continued) • Provide treatment and transport approximately 9,000 patients to area hospitals.

Fire Inspection

Continue to acquire and utilize state of the art equipment to ensure the highest level of care to the community

Perform approximately 6,400 annual fire inspections and approximately 5,600 re-inspections on all commercial properties and applicable multi-family residential units. Perform fire and life safety inspections of all public and private schools.

• Provide a Special Weapons and Tactics (SWAT) medic program to support local police departments.

Perform approximately 1,100 permit inspections and review approximately 1,300 sets of plans annually.

• Provide a specialty water rescue unit.

Provide annual fire safety and prevention education through Safety Town and various educational programs to the community. Provide hands-on fire extinguisher training to the public.

• Provide inter-facility transport services to the community.

• Maintain a ready fleet of apparatus consisting of 7 front line ALS transport units, 3 reserve ALS transport units, 5 front line advanced life support (ALS) pumpers, 2 ALS aerial apparatus, 3 reserve ALS pumpers, and 1 reserve ALS aerial apparatus. • Maintain a ready fleet of support service apparatus to include a mobile air support unit, a dive rescue boat, a special events cart, and an incident support trailer. Training Provide comprehensive training programs to enhance the skills of firefighters and their ability to deliver the highest level of service while safely responding to emergency incidents. Provide required medical, fire, and inspection related recertification training in accordance with national, state, and local regulations for members of the Coral Springs Fire Department.

Conduct fire investigations on all fire related incidents to determine origin and cause while working closely with local law enforcement and the Florida State Fire Marshal’s Office.

New Initiatives A Family-Friendly Community Community Paramedicine Fire Stations 43 and 95 Drowning Prevention (ongoing) with Communications and Marketing

Deliver entry level, recertification, and advanced level courses in fire, EMS, and technical rescue to Firefighters / EMS personnel nationally and internationally.

A Thriving Business Community

Provide various levels of training to military, federal, state, and local law enforcement personnel.

A Professional, High-Performing Organization

Enhance Fire Inspection Services

Statistical Analysis for Fire/EMS

Provide training and education to the residents and businesses within the community. Research and evaluate the newest technology and procedures in the fire and EMS fields to enhance the delivery of services to the public. Organize the Fire Explorer Program, a career development program geared towards high school students who are interested in a career in the fire-rescue profession.

Fiscal Year 2015 Annual Budget

Revenues and Expenditures by Program and Category Fire/EMS Revenues: Fire Fund Special Assessment Intergovernmental Charges for Services Miscellaneous Revenues Fines and Forfeitures Partial Year Assessment Sub-Total EMS-General Fund Emergency Medical Services Contract Services Sub-Total Total Revenues Expenditures: Program Summary Fire Fund Administration Communication Services Suppression Training Inspection Capital Debt Service Interfund Transfers Non-Departmental Sub-Total EMS-General Fund Emergency Medical Services Communication Services Training Sub-Total Total Expenditures Summary By Category Fire Fund Personal Benefits Other Expenses Capital Training Non-Departmental Interfund Transfers Debt Service EMS-General Fund Personal Benefits Other Expenses Capital Sub-Total Total FTE's Fire EMS Total FTE's

FY 2015 Budget

FY 2012 Actual

FY 2013 Actual

FY 2014 Budget

$ Change from % Change from FY14 Budget FY14 Budget

$9,319,912 5,135,476 1,898,873 47,620 70,545 13,034 $16,485,460

$9,904,003 5,323,341 1,980,275 15,072 6,526 7,938 $17,237,155

$10,356,868 5,413,774 2,016,809 477,000 54,000 26,457 $18,344,908

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

$209,653 121,799 256,907 (422,000) 1,020 (20,569) $146,810

2.02% 2.25% 12.74% -88.47% 1.89% -77.75% 0.80%

$2,710,931 1,751 $2,712,682

$2,125,224 2,907 $2,128,131

$2,714,444 1,751 $2,716,195

$3,027,838 1,751 $3,029,589

$313,394 0 $313,394

11.55% 0.00% 11.54%

$19,198,142 $19,365,286 $21,061,103

$21,521,307

$460,204

2.19%

$538,977 120,233 11,216,600 1,018,693 1,153,375 229,407 232,860 154,228 1,564,093 $16,228,465

$540,643 121,503 11,675,875 1,249,734 1,167,796 291,513 282,860 163,291 1,558,151 $17,051,366

$579,558 125,124 11,961,947 1,102,133 1,198,142 578,072 382,860 581,339 1,835,733 $18,344,908

$534,268 169,504 12,135,531 1,409,498 1,374,349 286,730 472,860 192,002 1,916,976 $18,491,718

($45,290) 44,380 173,584 307,365 176,207 (291,342) 90,000 (389,337) 81,243 $146,810

-7.81% 35.47% 1.45% 27.89% 14.71% -50.40% 23.51% -66.97% 4.43% 0.80%

$8,316,559 403,167 219,615 $8,939,341

$8,044,773 386,895 191,900 $8,623,568

$8,223,784 423,851 197,364 $8,844,999

$8,327,217 431,891 193,091 $8,952,199

$103,433 8,040 (4,273) $107,200

1.26% 1.90% -2.17% 1.21%

$25,167,806 $25,674,934 $27,189,907

$27,443,917

$254,010

0.93%

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

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

$8,448,187 4,090,570 1,326,014 978,072 1,102,133 1,835,733 181,339 382,860 $18,344,908

$8,995,325 3,721,483 1,496,844 286,730 1,409,498 1,916,976 192,002 472,860 $18,491,718

$547,138 (369,087) 170,830 (691,342) 307,365 81,243 10,663 90,000 $146,810

6.48% -9.02% 12.88% -70.68% 27.89% 4.43% 5.88% 23.51% 0.80%

$5,628,859 2,386,820 894,973 28,689 $8,939,341

$5,435,571 2,244,021 938,164 5,812 $8,623,568

$5,478,517 2,360,559 1,005,923 0 $8,844,999

$5,603,640 2,294,879 1,041,680 12,000 $8,952,199

$125,123 (65,680) 35,757 12,000 $107,200

2.28% -2.78% 3.55% n/a 1.21%

$25,167,806 $25,674,930 $27,189,907

$27,443,917

$254,010

0.93%

109.98 68.02 178.00

2.14 2.86 5.00

2.0% 4.4% 2.9%

103.84 65.16 169.00

107.84 65.16 173.00

City of Coral Springs, Florida

Performance Measures Fire/EMS Strategic Priority: A Family-Friendly Community Measurement Type: Efficiency Measure: 1) Maintain Fire Rescue quality standards: —Average response time of eight minutes or less for 90% of all Fire/EMS calls —A minimum of fourteen firefighters on scene within ten minutes 90% of time for all structural fires

FY 2014 Goal Projected

90%

91%

90%

100%

90%

Strategic Priority: An Innovative, High-Performing Organization Measurement Type: Effectiveness FY 2013 Measure: Goal Actual 12 6 2) Provide inspection report to customer within 12 days days days from date of inspection NEW 3) Perform annual fire inspections on all commercial properties and applicable multi-family residential units

FY 2014 Goal Projected 12 12 days days 6,400

NEW 4) Provide public education programs to residents ages 5-8 (goal is dependent on PEO initiative) 5) Provide a minimum number of classes at the Fire Academy: —Florida Firefighter Minimum Standards classes —EMT classes —Specialty classes (new beginning FY2014) —Paramedic class (new beginning FY2015) 6) Percentage of customers who are satisfied with the quality of the Fire Department (Resident Survey) 7) Percentage of customers who are satisfied with the quality of the emergency paramedics (Business Survey) NEW 8) Maintain Citizen Emergency Response Team (CERT) force

FY2015 Goal 12 days 6,400 4,000

6 4

8 4

7 4 50

7 4 50 1

95%

99.7%

—

99%

—

99%

97%

—

100

NEW 9) Maintain Fire Explorers program participation

100

FY2015 Goal

FY 2013 Goal Actual

Fiscal Year 2015 Annual Budget

Human Resources Mission

Core Processes and Outputs

Human Resources

Recruitment

The Human Resources Department is committed to providing expertise in attracting, developing, and sustaining a high quality workforce committed to excellent service.

Recruit top talent by coordinating advertising, screening, interviewing, testing, selection, employee database management.

Health Fund

• Timely processing of job applications to identify the most qualified candidates.

To provide Coral Springs employees and their families with a competitive benefits package consisting of a comprehensive, yet cost effective program for health, life, and long-term disability benefits.

Employee Development Provide training and development opportunities in the areas of compliance, customer service, leadership development and other topics identified through needs analysis. • Offer training through a variety of methods including instructor-led, e-learning, webinars, forums, mentoring, shadowing, books, and articles. • Develop leadership training programs and other professional development options in support of the City’s succession planning process.

Chart Title

Human Resource Human Resources

Director of Human Resources* (1000)

Human Resources

Community Relations

(1000) / 7

(1001) / 3

Senior Human Resources Coordinator

Community Relations Manager

Human Resources Partner (1.5)** Human Resources Analyst Pension Administrator

Community Relations Coordinator

HR Support Specialist

Office Assistant

Senior Office Assistant City Hall in the Mall

Volunteer Services

(1007) / 2

(1008) / 1

Senior Community Relations Coordinator

Volunteer Services Coordinator

Senior Office Assistant Health Fund

General Insurance Fund

(8501) / 1.5

(8801) / 0.5

Senior Human Resources Coordinator

Human Resources Partner (0.5)**

City of Coral Springs, Florida

(Department/ Division Number) / Number of FTEs (Full-Time Equivalent) *Position split 50% Human Resources Div.1000; 50% Health Fund Div. 8501 **Position split 50% Human Resources Div. 1000; 50* General Insurance Fund Div. 8801

101

Human Resources (continued) Compensation and Classification

Community Relations/Citizens Services/City Hall in the Mall

Support the development and maintenance of the Citywide broad band classification system, preparation and maintenance of classification specifications, preparation and maintenance of job descriptions, and completion of salary surveys.

• Act as a clearinghouse for citizen requests for information and service via the City’s Help Desk.

• Perform a comprehensive review of the City’s classification and compensation system to ensure competitive salaries to enable the City to hire and retain the best qualified employees. • Timely and accurate processing of payroll change authorizations. Compliance/Safety Coordinate Citywide safety programs. • Provide effective methods to ensure a safe work environment including safety training, committee meetings, library, events and programs. Employee Relations Partner with departments to provide guidance and consultation on human resource matters. • Develop, communicate and implement policies. • Discretely manage employee relations issues. • Effectively manage collective bargaining negotiations.

• Provide an added level of service and convenience by coordinating various new and existing city, county, state and federal programs and services at our City Hall in the Mall satellite location. • Human Resources staff serve as liaisons on the MLK Committee, Multicultural Advisory Committee, and the Customer-Involved Government Committee. • Plan and organize community, multi-cultural and educationrelated events, including the Martin Luther King, Jr. weekend Celebration, State of the City Reception, Unitown, Uniteens, Unikids, Teen Political Forum, National Day of Prayer, International Dinner Dance, Worldfest, and other ethnic festivals. Quality Feedback Initiatives Provide strategic direction and support for the City’s internal quality initiatives and coordinate the annual support services survey, organization survey, and department director/ supervisor 360-degree assessments. • Coordinate the City’s Sterling/Baldrige efforts including coordination of the Citywide survey.

Benefits Administration

New Initiatives

• Administer Police and Fire retirement plans.

A Family-Friendly Community

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

Multi-cultural Events (ongoing) Teen Political Forum (ongoing) A Professional, High-Performing Organization

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

Realign Volunteer Services

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

Compensation Study

102

Fiscal Year 2015 Annual Budget

Revenues and Expenditures by Program and Category

Human Resources Revenues: City Hall In The Mall Total Expenditures: Program Summary Human Resources Community Relations Volunteer Services* City Hall In The Mall Total

FY 2012 Actual

FY 2013 Actual

FY 2014 Budget

FY 2015 Budget

$587,518 $587,518

$647,927 $647,927

$638,647 $638,647

$648,075 $648,075

$9,428 $9,428

1.48% 1.48%

$767,566 273,969 0 285,345 $1,326,880

$779,145 269,853 0 289,165 $1,338,163

$837,984 285,483 0 329,180 $1,452,647

$898,036 281,895 148,850 346,751 $1,675,532

$60,052 (3,588) 148,850 17,571 $222,885

7.17% -1.26% n/a 5.34% 15.34%

$863,444 313,122 148,184 2,130 $1,326,880

$864,793 287,178 182,995 3,197 $1,338,163

$894,251 344,739 213,657 0 $1,452,647

$968,463 373,514 333,555 0 $1,675,532

$74,212 28,775 119,898 0 $222,885

8.30% 8.35% 56.12% n/a 15.34%

11.25

12.25

13.00

0.75

6.1%

$ Change from % Change from FY14 Budget FY14 Budget

*Division transferred from the Police Department Summary By Category Personal Benefits Other Expenses Capital Total FTE's

Health Fund Revenues: Transfers Interest Income Recoveries Total

FY 2012 Actual

FY 2013 Actual

FY 2014 Budget

FY 2015 Budget

$ Change from % Change from FY14 Budget FY14 Budget

$11,350,581 $10,102,139 $11,645,097 30,032 12,249 45,000 1,244,749 1,417,931 1,158,000 $12,625,362 $11,532,319 $12,848,097

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

$346,171 -10,000 232,000 $568,171

2.97% -22.22% 20.03% 4.42%

Expenses: Program Summary Health-Dental Long Term Disability Life Insurance Total

$10,991,335 $11,192,892 $12,577,537 144,500 154,951 144,500 121,630 126,845 126,060 $11,257,465 $11,474,688 $12,848,097

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

$547,181 15,850 5,140 $568,171

4.35% 10.97% 4.08% 4.42%

Summary By Category Personal Benefits Other Expenses Total

$98,746 $101,597 $101,527 9,612,250 9,766,107 11,007,010 1,739,560 1,546,469 1,606,984 $11,257,465 $11,474,688 $12,848,097

$135,707 11,430,531 1,850,030 $13,416,268

$34,180 423,521 110,470 $568,171

33.67% 3.85% 6.35% 4.42%

1.50

0.25

20.0%

FTE's

1.25

City of Coral Springs, Florida

103

Performance measures Human Resources Strategic Priority: An Innovative, High-Performing Organization Measurement Type: Effectiveness FY 2013 Measure: Goal Actual

FY 2014 Goal Projected

1) Percentage of employees who agree with the statement “I would recommend working for the City to a friend” 2) Employee engagement index (new beginning FY 2013) 3) Percentage of employees who feel Human Resources provides quality services 4) Percentage of employees that are satisfied with liaison services 5) Percentage of employees that are satisfied with wellness activities 6) Percentage of employees who believe benefits are in line with needs 7) Quality of hire satisfaction (new beginning FY 2013) 8) Sick hours per employee 9) Percentage of minority applicants per recruitment 10) Percentage of employees who agree with "I am satisfied with the access to training resources to assist in my professional development." (new beginning FY 2013 )

90%

93%

90%

95%

84%

90%

87%

90%

97%

96%

95%

90%

92%

90%

91%

90%

91%

90%

80%

90%

91%

90%

90% 48 45%

100% 57.8 63%

90% 48 45%

90% 50 63%

90% 48 45%

90%

85%

90%

80%

90%

Strategic Priority: An Innovative, High-Performing Organization Measurement Type: Efficiency FY 2013 Measure: Goal Actual 11) Respond to customer requests within 48 hrs 100% 95% 100% 96% —and close service request within one week

104

FY2015 Goal

Fiscal Year 2015 Annual Budget

FY 2014 Goal Projected 100% 95% 100% 98%

FY2015 Goal 100% 100%

Information Services Mission

Application Development and Integration

To successfully integrate people, process and technology by fostering partnerships and consistently delivering solutions that serve as the foundation of City operations.

Core Processes and Outputs The Information Services department provides voice and data services to over 1,000 staff at 35 locations. The voice network includes over 275 mobiles devices and over 900 wired devices, approximately half of which are related to CISCO VOIP service switches (Public Safety, City Hall, Center for the Arts and Tennis Center). The remaining lines provide basic telephone service (CENTREX) from AT&T. The data network consists of systems that can access a full suite of general purpose software tools, as well as 142 business applications and services. Elements of the data network consist of computing platforms, local area networks (LAN), the wide area network (WAN), and a wireless infrastructure.

Develop and maintain business applications, integrating them with the production computing environment. • Maintain, administer, and upgrade three AS/400 computing systems and the 35 HTE integrated applications that are operational on this platform. • Maintain, administer, and upgrade nine NetWare and 53 NT (a Microsoft operating system) servers, and the 97 applications and services that are server based. Infrastructure Management Plan, manage, and maintain a production environment (platforms, LANs, and WAN) in accordance with service level agreements related to security, reliability, availability, and performance of voice and data services. • Maintain and administer the City’s WAN, consisting of CISCO routers and switches at all City locations.

Computing platforms in the network include AS/400, file servers, and application servers. Access to a computing platform from most locations is accommodated via LAN, which, in turn, is interconnected to form the City’s WAN.

Information Services Information Services Director of Information Services (2001) / 21.25 Project Support Specialist Applications Administrator

Senior Programmer Analyst (3)

GIS/Data Administrator

Network Administrator

Senior CADD and GIS Tech (0.75)*

Senior Programmer Analyst (2)

Programmer Analyst

Senior Network Specialist (2)

Applications Administrator (Project Management)

Database Analyst (2) Applications Analyst-Asset Mgmt.(0.50)** Programmer Analyst Network Specialist (2) (Department/Division Number) / Number of FTEs (Full-Time Equivalent) *Position split 75% Information Services Div. 2001; 25% Public WorksUtilities-Adm. Div 6001 **Position split 50% Information Services Div. 2001; 50% Public WorksUtilities-Adm. Div 6001

Production Support Specialist

City of Coral Springs, Florida

105

Information Services (continued) Provide and support desktop access to general purpose software tools, business applications and data across multiple computing platforms, and external services, data, or applications. • Maintain and administer the fully integrated voice and data network that consists of over 900 voice and data drops. The network serves all City locations with technology from CISCO systems. • Maintain, administer, and upgrade the City’s mobile computing environment for Police, Fire, Code Compliance, and Fleet Management. • Maintain, administer, and upgrade the GIS and AutoCADD computing platforms and applications serving departmental needs City-wide. • Maintain, administer and provide information relative to the City’s library of plat maps, as-builts, and design drawings.

Customer Service Provide “on demand” service and support for system and security administration, problem resolution or coordination, acquisition research and assistance, and information requests relative to tools, data, and applications. • Respond to over 8,100 requests for service per year. Project Management Provide timely assistance and/or information required to satisfy customer requests and/or align their expectations to service delivery capabilities.

New Initiatives A Family-Friendly Community Public Safety Technology Upgrade (ongoing) A Professional, High-Performing Organization Network Support Enterprise Software (ongoing) Electronic Data Back-up and Storage (ongoing)

Performance Measures Information Services Strategic Priority: An Innovative, High-Performing Organization Measurement Type: Workload FY 2013 Measure: Goal Actual 1) Number of IS Development Projects implemented in accordance with City’s Business Plan and IS Work Program 15 24 Strategic Priority: An Innovative, High-Performing Organization Measurement Type: Effectiveness FY 2013 Measure: Goal Actual 2) Customer satisfaction rating from survey of Information 95.0% 99.0% Services 3) Meet service level agreement regarding network 99.7% 100.0% availability (new beginning FY 2013) 4) Meet service level agreement regarding application 98.0% 99.6% availability (new beginning FY 2013) 5) Meet service level agreement regarding server availability 98.5% 100.0% (new beginning FY 2013)

106

Fiscal Year 2015 Annual Budget

FY 2014 Goal Projected 10

FY 2014 Goal Projected

FY2015 Goal 8

FY2015 Goal

95%

99.5%

99.8%

99.5%

98%

98.5%

98%

Revenues and Expenditures by Program and Category

Information Services Revenues: Information Services Total

FY 2012 Actual

FY 2013 Actual

FY 2014 Budget

FY 2015 Budget

$ Change from % Change from FY14 Budget FY14 Budget

$16,368 $16,368

$16,305 $16,305

$20,000 $20,000

$19,800 $19,800

($200) ($200)

-1.00% -1.00%

Expenditures: Program Summary Computer Services Total

$2,687,017 $2,687,017

$2,714,483 $2,714,483

$2,886,654 $2,886,654

$3,258,968 $3,258,968

$372,314 $372,314

12.90% 12.90%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,363,728 534,420 788,869 0 $2,687,017

$1,379,737 489,599 821,857 23,290 $2,714,483

$1,416,127 551,507 919,020 0 $2,886,654

$1,594,540 620,230 1,044,198 0 $3,258,968

$178,413 68,723 125,178 0 $372,314

12.60% 12.46% 13.62% n/a 12.90%

19.00

19.25

21.25

2.00

10.4%

FTE's

City of Coral Springs, Florida

107

Parks and Recreation Mission

Core Processes and Outputs

To serve as a sports and entertainment destination to the residents of Coral Springs and northwest Broward County by providing exceptional leisure opportunities, beautification of the City, and support in reaching the City Commission’s strategic priorities. We are focused on exceeding customer expectations through a philosophy of providing quality services, well-maintained facilities, and customer-friendly and attentive staff.

Maintenance Coordinate overall management of Parks and Recreation divisions. • Maintain quality athletic fields and courts for over 1,150 organized sports teams. • Maintain 49 parks totaling 765 acres including buildings, structures, landscaping, irrigation and equipment. • Maintain safe and clean tennis facilities at Tennis Center, Cypress Park Tennis Center, other City parks, and two middle schools. • Maintain ten pools, a 7,500 square foot fitness center, a fullservice swim shop, and three concession venues.

Chart Title

Parks and Recreation Parks & Recreation

Director of Parks & Recreation (8102) Senior Office Assistant (8116)

Aquatics Services (8300's) / 16

Recreation & Sportsplex Tennis (8200's) / 8 - (7810) / 1 - (8400's) / 3

Aquatics Manager (8303)

Cypress Pool (8301) / 3

Parks & Recreation Coordinator Parks & Recreation Associate (2) Mullins Pool (8302) / 2

Parks & Recreation Associate (2) Aquatics Complex (8303) / 11

Assistant Director of Parks & Recreation (7810)

Recreation Superintendent (8208)

Parks & Rec Associates (6)

Sportsplex (7810) / 1

Recreation Service (8205) / 5

Executive Assistant

Parks & Rec Coordinator (4)

Tennis Center (8409) / 2

Parks & Rec Coordinator

Summer Recreation (8208) / 1

Parks Lead Worker

Principal Office Assistant

Parks & Rec Coordinator Park Technician (2)

Parks & Rec Coordinator Parks Technician (2)

Landscape (8118) / 15

Maintenance Worker (6) Parks Services Coordinator (2)

Parks Lead Worker Maintenance Worker (6)

North Community Park (8103) / 9 Parks & Rec Coordinator

Parks Lead Worker Maintenance worker (5)

Neighborhood Park (8116) / 16

Transportation (8209) / 1

Parks & Rec Coordinator

Maintenance Worker

Parks Technician (3)

Bus Driver

*No Staff in this Division

Parks & Rec Coordinator Maintenance Worker (2)

Fiscal Year 2015 Annual Budget

Parks Lead Worker Parks Technician (2) Maintenance Worker (10) Irrigation (8119) / 8 Parks Services Coordinator Parks Technician (2) Maintenance Worker (5) Environmentally Sensitive Land (8121) / 1

Parks Lead Worker Maintenance Worker (10)

Athletics (7812) / 5

Gymnasium* (8210)

108

Beautification (8117) / 1

Parks Lead Worker

Mullins Park (8102) / 11

Parks Technician (2)

Recreation Superintendent

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

Parks Administrator (8117)

Cypress Park (8101) / 11

Cypress Tennis (8401) / 1

Parks & Rec Coordinator

Aquatics Manager Parks & Rec Technician

Parks Superintendent (8101)

Sportsplex/ Tennis (7800's and 8400's)

Activity Center (8204) / 1

Office Assistant Parks & Recreation Coordinator

Parks (8100's) / 72 - (7812) / 5

Parks Technician Parks Lead Worker

Parks & Rec Coordinator

Parks and Recreation (continued) New Initiatives

Landscape and Irrigation Install, repair, and maintain irrigation systems, landscaping, and athletic turf in parks, medians, and all public buildings, facilities and grounds.

A Family-Friendly Community Safety Town An Active, Healthy Community

Recreational Programming Provide programming for seniors, teens, special needs populations, preschoolers, after-school, summer recreation, and at-risk youth among others. • Conduct 32,000 swim classes annually to over 4,000 participants through three different Learn to Swim programs.

Tennis Center Lighting Improvements Aquatic Center 50 Meter Pool Design Playground Equipment Replacement (ongoing) Half-marathon and 5K Run/Walk (ongoing) An Attractive Community

Administrative Services Manage new park construction and existing facility enhancements. Develop, implement, and monitor the budget and strategic plan for Parks and Recreation.

Aquatic Complex Entrance (ongoing) Atlantic Boulevard Entryway (ongoing) with Development Services

City representative to sports groups, Kreul Classic, Sports Coalition Committee, and Sports Commission. Negotiate reciprocal use agreements with schools, both public and private. Prepare grants and inter-local, reciprocal use, and lease agreements. Revenue collection for permits, rentals, clinics, summer recreation and other programs. • Generate over $320,000 in tennis lesson revenue and over $450,000 in gross sales at the Swim Shop. Coordinate and secure sponsorships and advertising. Negotiate and administer contracts of third-party contractors providing a variety of services to facility customers. Scheduling Provide field and court permits for 19 City-recognized sports programs, independent leagues and organizations, and drop-in groups. • Accommodate over 4,000,000 park visitors to all sites. • Accommodate 500,000 Aquatic Complex participants and visitors. • Host 118,000 tennis players. Transportation Provide community and senior bus service.

City of Coral Springs, Florida

109

Revenues and Expenditures by Program and Category Parks and Recreation Revenues: Parks Cypress Park Mullins Park North Community Park Neighborhood Parks Sub-Total

FY 2012 Actual

FY 2013 Actual

FY 2014 Budget

FY 2015 Budget

$ Change from % Change from FY14 Budget FY14 Budget

$104,891 291,842 39,211 96,487 $532,431

$111,837 269,138 28,078 98,412 $507,465

$111,000 286,235 41,211 101,019 $539,465

$119,325 307,703 44,302 108,596 $579,926

$8,325 21,468 3,091 7,577 $40,461

7.50% 7.50% 7.50% 7.50% 7.50%

Recreation Mullins Activity Center $45,736 Recreation Center 21,489 Summer Recreation 612,155 Transportation Services* 177,357 Gymnasium 414,761 Sub-Total $1,271,498 *Includes Community Bus Program Revenues

$44,162 20,273 543,076 171,552 421,985 $1,201,048

$59,507 21,410 622,448 177,552 407,000 $1,287,917

$63,970 23,016 600,000 178,858 437,525 $1,303,369

$4,463 1,606 (22,448) 1,306 30,525 $15,452

7.50% 7.50% -3.61% 0.74% 7.50% 1.20%

$279,250 15,400 120,917 329,433 $745,000

$259,062 18,668 128,385 307,363 $713,478

$286,799 22,148 148,180 387,850 $844,977

$307,711 27,470 159,293 416,940 $911,414

$20,912 5,322 11,113 29,090 $66,437

7.29% 24.03% 7.50% 7.50% 7.86%

$153,307 66,662 1,506,124 $1,726,093

$140,846 73,067 1,653,434 $1,867,347

$153,513 75,950 1,558,592 $1,788,055

$165,027 81,646 1,700,486 $1,947,159

$11,514 5,696 141,894 $159,104

7.50% 7.50% 9.10% 8.90%

$4,275,022

$4,289,338

$4,460,414

$4,741,868

$281,454

6.31%

Expenditures: Program Summary Parks Cypress Park Mullins Park North Community Park Neighborhood Parks Beautification Landscape Irrigation Environmentally Sensitive Land Sub-Total

$1,029,043 1,257,388 708,478 1,372,886 937,934 1,267,274 550,748 138,093 $7,261,844

$1,078,449 1,271,920 736,763 1,434,432 1,005,065 1,243,224 542,930 141,927 $7,454,710

$1,176,762 1,316,823 793,558 1,542,097 1,194,304 1,343,622 584,659 171,020 $8,122,845

$1,179,826 1,336,899 806,102 1,558,234 1,172,270 1,360,696 597,917 173,746 $8,185,690

$3,064 20,076 12,544 16,137 (22,034) 17,074 13,258 2,726 $62,845

0.26% 1.52% 1.58% 1.05% -1.84% 1.27% 2.27% 1.59% 0.77%

Recreation Activity Center Recreation Services Summer Recreations Transportation Services Gymnasium Sub-Total

$90,430 417,849 542,819 337,733 423,397 $1,812,228

$92,023 408,635 527,658 366,410 381,924 $1,776,650

$106,862 443,379 620,683 399,213 412,687 $1,982,824

$109,050 452,836 633,000 403,447 381,982 $1,980,315

$2,188 9,457 12,317 4,234 (30,705) ($2,509)

2.05% 2.13% 1.98% 1.06% -7.44% -0.13%

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

$327,151 470,436 215,303 581,586 $1,594,476

$321,763 464,681 221,483 566,583 $1,574,510

$340,110 466,609 225,159 614,257 $1,646,135

$276,317 514,848 224,126 654,065 $1,669,356

($63,793) 48,239 (1,033) 39,808 $23,221

-18.76% 10.34% -0.46% 6.48% 1.41%

Aquatics Services Cypress Pool Mullins Pool Aquatics Complex Sub-Total

$282,340 243,715 1,863,560 $2,389,615

$279,083 209,863 1,970,136 $2,459,082

$311,038 256,575 1,816,058 $2,383,671

$309,678 261,289 1,908,438 $2,479,405

($1,360) 4,714 92,380 $95,734

-0.44% 1.84% 5.09% 4.02%

$13,058,163

$13,264,952

$14,135,475

$14,314,766

Sportsplex/Tennis Sportsplex Athletic Complex Cypress Tennis Tennis Center Sub-Total Aquatics Services Cypress Pool Mullins Pool Aquatics Complex Sub-Total Total Revenues

Total Expenditures

110

Fiscal Year 2015 Annual Budget

$179,291

1.27%

Revenues and Expenditures by Program and Category Parks and Recreation (continued) Expenditures: Summary By Category Parks Personal Benefits Other Expenses Capital Sub-Total

FY 2012 Actual

FY 2013 Actual

FY 2014 Budget

$2,759,617 1,488,972 3,006,202 7,053 $7,261,844

$2,899,300 1,366,930 3,168,390 20,090 $7,454,710

$3,109,615 1,620,477 3,371,303 21,450 $8,122,845

$3,152,328 1,650,729 3,360,649 21,984 $8,185,690

$42,713 30,252 (10,654) 534 $62,845

1.37% 1.87% -0.32% 2.49% 0.77%

Recreation Personal Benefits Other Expenses Capital Sub-Total

$747,691 215,837 848,700 0 $1,812,228

$739,623 192,877 842,150 2,000 $1,776,650

$835,870 224,655 922,299 0 $1,982,824

$856,652 229,475 894,188 0 $1,980,315

$20,782 4,820 (28,111) 0 ($2,509)

2.49% 2.15% -3.05% n/a -0.13%

Sportsplex/Tennis Personal Benefits Other Expenses Capital Sub-Total

$598,161 233,055 763,260 0 $1,594,476

$582,258 206,895 775,562 9,795 $1,574,510

$623,153 236,628 780,154 6,200 $1,646,135

$607,649 233,832 821,520 6,355 $1,669,356

($15,504) (2,796) 41,366 155 $23,221

-2.49% -1.18% 5.30% 2.50% 1.41%

Aquatic Services Personal Benefits Other Expenses Capital Sub-Total

$940,066 377,011 1,072,538 0 $2,389,615

$968,001 335,157 1,155,924 0 $2,459,082

$1,016,973 394,826 971,872 0 $2,383,671

$1,020,426 398,418 1,060,561 0 $2,479,405

$3,453 3,592 88,689 0 $95,734

0.34% 0.91% 9.13% n/a 4.02%

Total Expenditures

$13,058,163

$13,264,952

$14,135,475

$14,314,766

$179,291

1.27%

Expenditures - All Divisions Summary By Category Personal Benefits Other Expenses Capital Total Expenditures

$5,045,535 $5,189,182 $5,585,611 2,314,875 2,101,859 2,476,586 5,690,700 5,942,026 6,045,628 7,053 31,885 27,650 $13,058,163 $13,264,952 $14,135,475

$5,637,055 2,512,454 6,136,918 28,339 $14,314,766

$51,444 35,868 91,290 689 $179,291

0.92% 1.45% 1.51% 2.49% 1.27%

72.00 8.00 9.00 16.00 105.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

FTE's Parks Recreation Sportsplex/Tennis Aquatic Services Total FTE's

68.00 8.00 9.00 16.00 101.00

72.00 8.00 9.00 16.00 105.00

City of Coral Springs, Florida

FY 2015 Budget

$ Change from % Change from FY14 Budget FY14 Budget

111

Performance Measures Parks and Recreation Parks Strategic Priority: An Innovative, High-Performing Organization Measurement Type: Effectiveness FY 2013 Measure: Goal Actual 1) Quality service rating for appearance of recreation/athletic facilities (Resident Survey) 94% 96% 2) Customer service rating for parks and recreation staff (Resident Survey) 94% 96% 3) Safety rating of neighborhood parks (Resident Survey) 92% 92% Recreation Strategic Priority: An Active, Healthy Community Measurement Type: Effectiveness

FY 2014 Goal Projected

FY2015 Goal

—

94%

— —

94% 92%

FY 2013 Goal Actual 98% 98%

FY 2014 Goal Projected 98% 98%

FY2015 Goal 98%

Strategic Priority: An Innovative, High-Performing Organization Measurement Type: Efficiency FY 2013 Measure: Goal Actual 2) Cost recovery ratio for the Recreation Division 60% 68%

FY 2014 Goal Projected 60% 60%

FY2015 Goal 60%

FY 2014 Goal Projected 90,000 90,000

FY2015 Goal 90,000

Measure: 1) Customer service rating of summer recreation program

Strategic Priority: A Family-Friendly Community Measurement Type: Demand Measure: 3) Number of riders on community buses (KIO)

112

FY 2013 Goal Actual 90,000 90,595

Fiscal Year 2015 Annual Budget

Performance Measures Aquatics Strategic Priority: An Innovative, High-Performing Organization Measurement Type: Efficiency FY 2013 Measure: Goal Actual 1) The combined cost recovery for the Aquatic Services —Aquatic Complex 60% 84% —Aquatic Services Division 50% 76% Strategic Priority: An Active, Healthy Community Measurement Type: Demand Measure: 2) Increase members and reduce member turnover: —Aquatic Complex membership —Aquatic Complex membership turnover —Cypress Pool average daily pool usage —Mullins Pool average daily pool usage

FY 2014 Goal Projected 65% 50%

65% 50%

FY 2013 Goal Actual

FY 2014 Goal Projected

5,500 49% 205 120

5,000 49% 250 120

3,868 33% 343 117

Strategic Priority: An Innovative, High-Performing Organization Measurement Type: Effectiveness FY 2013 Measure: Goal Actual 3) Maintain customer service ratings: —Aquatic facility 92% 99% —Cypress Park Pool 92% 100% —Mullins Park Pool 92% 99%

5,000 49% 250 120

FY 2014 Goal Projected 92% 92% 92%

92% 92% 92%

FY2015 Goal 65% 50%

FY2015 Goal 5,000 49% 250 120

FY2015 Goal 92% 92% 92%

Sportsplex Strategic Priority: An Innovative, High-Performing Organization Measurement Type: Efficiency FY 2013 Measure: Goal Actual 1) Revenue generated from Sportsplex concessionaires $180K $273K

FY 2014 Goal Projected $180K $180K

FY2015 Goal $198K

Tennis Strategic Priority: An Innovative, High-Performing Organization Measurement Type: Efficiency FY 2013 Measure: Goal Actual 1) Combined cost recovery ratio 60% 55% 2) Tennis lesson revenue $272K $320K

FY 2014 Goal Projected 60% 60% $320K $320K

FY2015 Goal 50% $300K

FY 2013 Goal Actual 90% 94% 30% 21%

FY 2014 Goal Projected — 90% 30%

FY2015 Goal 90% 30%

90% 25 60

90% 25 50

Strategic Priority: An Active, Healthy Community Measurement Type: Effectiveness Measure: 3) Maintain customer service ratings at the Tennis Center 4) Membership turnover at the Tennis Center 5) Customer service rating for court maintenance at the Tennis Center 6) Number of tennis special events 7) Number of tennis teams

79% 36 139

City of Coral Springs, Florida

— 25 50

90% 25 60

113

Police Mission

Core Processes and Outputs

To provide professional, high quality and effective police service in partnership with the community.

Administration Administer the financial, operational and capital budgets of the department. Manage the overall working of the Police Department to provide a safe and secure community environment. Provide public informational services. Identify specific training needs of department personnel.

Police Chief of Police (4101) / 2

Special Response Team* (4107)

Executive Assistant

Operations Deputy Chief (4201) Special Events* (4108)

Executive Assistant (4201)

Operational Support

Criminal Investigations

Special Operations

Senior Office Assistant (4301)

Patrol Unit (4201) / 113

General Investigations (4301) / 19

K-9 Unit (4203) / 6

Dive Team* (4114)

Special Investigations (4302) / 16

Law Enforcement Captain

Law Enforcement Sergeant

Law Enforcement Captain

Law Enforcement Sergeant (2)

Law Enforcement Lieutenant (4)

Law Enforcement Officer (5)

Law Enforcement Sergeant

Investigator (10)

Investigator (11)

Victim/Family Advocate (2)

Criminal Investigations Specialist (2)

Principal Office Assistant (2)

Law Enforcement Sergeant (12) Law Enforcement Officer (84)

Strategic Enforcement Team (4204) / 10

Traffic Accident Investigator (9) Senior Office Assistant

Law Enforcement Captain Law Enforcement Sergeant

Traffic Unit (4202) / 10

Law Enforcement Sergeant

Law Enforcement Officer (8)

Humane Unit (4205) / 3

Crime Analyst Principal Office Assistant (2) Crime Scene Investigation (4305) / 11

Crime Scene Investigations Unit Supervisor

Motorcycle Officer (9) Humane Officer (3)

Latent Fingerprint Examiner Crime Scene Technician (6)

Bicycle Unit (4209) / 6

Evidence Specialist (3)

Law Enforcement Sergeant Law Enforcement Officer (5)

Substation Unit (4211) / 4

Law Enforcement Officer (4) (Department/Division Number) / Number of FTEs (Full-Time Equivalent) * No full-time staff assigned to these divisions

BEAR Unit (4212) / 7

Law Enforcement Sergeant Law Enforcement Officer (6)

114

Fiscal Year 2015 Annual Budget

Investigations

Juvenile

Investigate property crimes such as burglaries, thefts etc., and violent crimes such as batteries, assaults, domestic violence, child abuse (physical, sexual, and neglect), elderly abuse, adult sex crimes, homicide, and aggravated battery.

Operate the School Resource Officer program and present educational program at all grade levels. Coordinate court-ordered community service hours program for juveniles and adults.

Patrol

New Initiatives

Receive, process, and dispatch both emergency and nonemergency calls for Police and Fire Rescue.

A Family-Friendly Community

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

Additional Patrol Officers

Support Functions

Public Safety Dispatch Equipment Upgrade (ongoing)

CSI Building Renovation

Process all external and internal requests for reports and information.

An Attractive Community Humane Unit Building Design

Coordinate fleet and facility maintenance.

Office of Professional Standards (4102) / 2

Administration Deputy Chief (Funded in 4110)

Vice and Intelligence (4103) / 14

Fiscal Management (4110) / 5

Communications (4502) / 29

Community Services

Human Resources (4104) / 5

Law Enforcement Sergeant Senior Office Assistant

Law Enforcement Sergeant

Human Resources Administrator

Communications Administrator

Deputy Police Chief

Investigator (12)

Background Investigator

Telecommunicator (19)

Fiscal Accreditation Administrator

Intelligence Analyst

HR Support Specialist

Communications Tech. Coordinator

Senior Office Assistant

Principal Office Assistant

Communications Shift Supervisor (6)

Principal Office Assistant (2)

Traffic Technician

Emergency Call Taker (2)

Off Duty Detail (4109)

Training (4210) / 5

Law Enforcement Sergeant Law Enforcement Officer (2)

Community Involvement (4207) / 2

Law Enforcement Officer

Emergency Management (4115) / 1

Central Records (4501) / 7

Emergency Management Coordinator

Community Involvement Coordinator

Records Supervisor Principal Office Assistant (4) Office Assistant (2)

Range Master Crime Lab Technician

Building/Fleet (4503) / 5

Senior Fleet/Facilities Coordinator Fleet/Facilities Coordinator Facilities Technician (2)

Youth Liaison (4303) / 19

School Crossing Guards* (4206)

Law Enforcement Captain Law Enforcement Sergeant (2) Youth Liaison Officer (15) Principal Office Assistant

P/T Custodian

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

City of Coral Springs, Florida

115

Revenues and Expenditures by Program and Category FY 2012 Actual

Police Revenues: Office of the Chief Off-Duty Detail Total

$1,721,380 331,060 $2,052,440

Expenditures: Program Summary Administration Office of the Chief $322,376 Vice/Intelligence 2,537,920 Human Resources 373,765 Off-Duty Detail 268,164 Communications Center 2,521,753 Fiscal Management 915,531 Special Response Team 176,040 Sub-Total $7,115,549 Administration-Community Services Youth Liaison 1,913,898 Emergency Management 82,821 Community Involvement 318,464 Training 795,878 Volunteer Services* 132,089 Central Records 442,564 Crossing Guards 410,781 Building and Fleet Maintenance 509,990 Sub-Total $4,606,485

FY 2013 Actual

FY 2014 Budget

$1,758,423 307,439 $2,065,862

$2,027,093 410,613 $2,437,706

Operations Patrol Unit Special Events Traffic Unit Sub-Total

$273,947 $273,947

$2,139,186 427,037 $2,566,223

$ Change from % Change from FY14 Budget FY14 Budget $112,093 16,424 $128,517

5.53% 4.00% 5.27%

3.07% 0.92% 1.52% 2.05% 1.01% 4.16% 2.88% 1.60%

$253,322 2,358,619 358,991 219,020 2,448,843 927,093 199,497 $6,765,385

$261,109 2,389,082 378,451 290,831 2,584,136 938,398 207,869 $7,049,876

$269,126 2,411,129 384,191 296,785 2,610,192 977,458 213,856 $7,162,737

$8,017 22,047 5,740 5,954 26,056 39,060 5,987 $112,861

2,233,983 83,358 348,194 850,158 129,183 458,770 457,262 527,694 $5,088,602

3,311,159 86,225 362,269 829,413 138,375 461,774 445,555 553,741 $6,188,511

3,322,675 90,167 254,959 816,286 0 488,953 438,872 547,723 $5,959,635

$11,516 3,942 (107,310) (13,127) (138,375) 27,179 (6,683) (6,018) ($228,876)

0.35% 4.57% -29.62% -1.58% -100.00% 5.89% -1.50% -1.09% -3.70%

($116,015)

-0.88%

Sub-total Administration $11,722,034 $11,853,987 *Division transferred to Human Resources in FY 2015 Office of Professional Standards Office of Professional Standards Sub-Total

FY 2015 Budget

$290,460 $290,460

$13,238,387

$13,122,372

$260,091 $260,091

$264,832 $264,832

$4,741 $4,741

1.82% 1.82%

$19,161,706 96,856 1,980,567 $21,239,129

$17,379,283 125,578 1,797,159 $19,302,020

$17,727,945 102,003 1,899,600 $19,729,548

$18,132,955 111,635 1,904,608 $20,149,198

$405,010 9,632 5,008 $419,650

2.28% 9.44% 0.26% 2.13%

Special Operations Strategic Enforcement Team Humane Unit K-9 Substation Unit Bicycle Unit BEAR Unit Sub-Total

$1,585,424 219,596 967,914 635,104 953,162 0 $4,361,200

$1,670,710 213,115 904,695 459,270 913,714 1,026,453 $5,187,957

$1,699,343 231,502 1,088,872 606,840 928,923 1,119,112 $5,674,592

$1,598,145 237,696 1,117,371 610,321 908,031 1,118,380 $5,589,944

($101,198) 6,194 28,499 3,481 (20,892) (732) ($84,648)

-5.96% 2.68% 2.62% 0.57% -2.25% -0.07% -1.49%

Criminal Investigations General Investigations Special Investigations Crime Scene Investigations Dive Team Sub-Total

$2,887,382 2,418,739 918,956 11,978 $6,237,055

$2,632,374 2,306,188 926,136 13,275 $5,877,973

$2,843,995 2,337,924 1,026,855 12,854 $6,221,628

$2,856,951 2,322,415 1,067,460 13,099 $6,259,925

$12,956 (15,509) 40,605 245 $38,297

0.46% -0.66% 3.95% 1.91% 0.62%

$31,837,384

$30,367,950

$31,625,768

$31,999,067

$373,299

1.18%

Total

$43,833,365

$42,512,397

$45,124,246

$45,386,271

$262,025

0.58%

Summary By Category Personal* Benefits Other Expenses Capital Total

$21,445,712 17,545,629 4,834,222 7,802 $43,833,365

$22,322,272 14,890,861 5,164,863 134,401 $42,512,397

$23,732,456 15,951,087 5,423,413 17,290 $45,124,246

$24,119,828 15,777,387 5,470,650 18,406 $45,386,271

$387,372 (173,700) 47,237 1,116 $262,025

1.63% -1.09% 0.87% 6.45% 0.58%

295.00 294.63

299.00 298.63

301.00 301.00

Sub-Total Operations

Positions FTE's

116

Fiscal Year 2015 Annual Budget

2.00 2.38

0.67% 0.80%

Performance Measures Police Strategic Priority: A Family-Friendly Community Measurement Type: Effectiveness Measure: 1) Police Department's overall quality rating (Resident Survey) 2) Percentage of customers who has contact with or knows their neighborhood officers (Resident Survey) 3) Percentage of residents who feel that Coral Springs has remained as safe or become a safer place to live (Resident Survey) 4) Average Police response time (from time of call to arrival)

FY 2013 Goal Actual 95% 95%

—

— —

45%

43%

75%

71%

—

4:45

5:00

2013

2012 5:00

5) Stabilize the burglary rate at a 0% increase adjusted for population (Source: Uniform Crime Report) 6) Maintain 0% increase in crime rate as adjusted for population (Source: Uniform Crime Report)

FY 2014 Goal Projected

2012 -10.4% 2012 0% -7.59% 2012 0%

7) Clearance rate for crimes (Source: Uniform Crime Report)

28%

8) Reduce or maintain percent change in number of robberies (Source: Uniform Crime Report) (new beginning FY 2013)

-5%

2013 -32.2% 2013 0% -8.33% 2013 0%

30.4%

28%

-13.3%

2012

2013

45% 75% 2014 5:00 2014 0% 2014 0% 2014

34.7%

29% 2014

26.9%

-5%

2014 35

120

126

130

262

135

2012 9) Traffic crashes per 1,000 citizens 10) Number of high school students that are awarded safe driving certificates at graduation (new beginning FY 2013)

4:31

FY2015 Goal 95%

2013

Strategic Priority: A Thriving Business Community Measurement Type: Effectiveness Measure: 11) Satisfaction rating by businesses (Business Survey) (new beginning FY 2013) 12) Safety rating by businesses (Business Survey) (new beginning FY 2013)

FY 2013 Goal Actual

FY 2014 Goal Projected

FY2015 Goal

—

93%

92%

—

83%

96%

—

City of Coral Springs, Florida

117

Public Works Mission

Core Processes and Outputs

Public Works

Public Works Administration

To support Coral Springs in becoming the premier community in which to live, work, and raise a family by providing quality facilities, infrastructure and customer-focused services to both internal and external customers.

Coordinate overall department management, administration, and budget.

Utilities

Oversee the contractual responsibilities of the solid waste franchise holder. Streets

To provide the City utilities service area with a reliable and safe water supply that is adequate for all customer needs including fire protection; and to ensure that wastewater is collected and disposed of properly in accordance with all regulations and standards as set forth by the Environmental Protection Agency, Florida Department of Environmental Protection, Broward County Health Department and the Broward County Environmental Protection Department.

Perform repair and maintenance of City-owned streets, bike paths and parking areas. • Maintain 96.5 miles of bike paths and sidewalks. • Maintain 224 center lane miles of City streets. • Inspect 8 miles of state roads and 32 miles of county roads. • Resurface 7 miles of roadway.

Equipment Services

• Clean and maintain over 6,500 drains.

To support all departments of the City by maintaining and repairing all vehicles and equipment in a timely and costeffective manner.

• Install 6,945 linear feet of new sidewalks.

Public Works Public Works Director of Public Works* (5501)

Administrative Services (5501) / 2.5 Project Technician (0.5 )** Civil Engineer (0.5)* Senior Office Assistant

*Position split 50% Public Works Div. 5501; 50% Utilities Adm. Div. 6001 **Position split 50% Public Works Div. 5501; 50% Facilities Mgmt. Div. 5801

Solid Waste Recycling (5502)

Streets (5601) / 21

Facilities Management (5801) / 4.5

Streets Superintendent Facilities Superintendent Lead Worker (2) Electrician Senior Office Assistant Facilities Technician Equipment Operator II (3) Carpenter Streets Technician (7) Project Technician (0.5) Project Technician Neighborhood Service Worker (5) Office Assistant

Equipment Maintenance (5701) / 15 Fleet Superintendent Lead Mechanic Mechanic (10) Mechanic/Fire-Evt Generator Technician Senior Office Assistant

Utilities (6001-6005) / 40.25 Utilities Operation Mgr. (6001)

Administration* (6001) / 6.25 Deputy City Manager (0.5)** Civil Engineer (0.5)*** Sr. CADD /GIS Tech. (0.25)**** Apps. Analyst-Asset Mgmt. (0.5)***** Senior Office Assistant Office Assistant

Water Distribution (6002) / 10

Water Treatment (6003) / 15

Field Operations Supervisor Water Conservation Coordinator Equipment Operator II Utilities Service Technician Utilities Locator Technician Utilities Service Worker (4)

Wastewater Treatment* ( 6004 ) *No staff in this division

Chief Water Plant Operator Utilities Maintenance Supervisor Utilities Mechanic (2) Senior Water Plant Operator (6) Water Plant Operator (4) Utilities Service Technician

Wastewater Collection (6005) / 9 Utilities Coordinator Utilities Instrumentation Equipment Operator II (2) Lift Station Mechanic Video Inspection Technician Asset Management System Technician Utilities Service Technician (1)

118

Fiscal Year 2015 Annual Budget

(Department/Division Number) / Number of FTEs (FullTime Equivalent) *Total FTE also includes the following position split: 50% Director of Public Works (5501), 25% Director of Financial Services (1501), 50% City Controller (1501), and 25% Assistant City Attorney (2502) **Position split 50% City Manager's Office Div. 0501; Utilities Adm. Div. 6001 ***Position split 50% Public Works Div. 5501; 50% Utilities Adm. Div. 6001 ****Position split 25% Utilities Adm. Div. 6001; 75% Information Services Div. 2001 *****Position split 50% Utilities Adm. Div. 6001; 50% Information Services Div. 2001

Public Works (continued) Facilities

New Initiatives

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

A Family-Friendly Community University Drive LED Street Light Pilot

• Maintain 662,170 square feet of City facilities.

A Thriving Business Community Utilities

Center for the Arts Improvements

Perform management, administration, and support for the daily operation of water treatment, water plant maintenance, water distribution, wastewater collection, and wastewater treatment. • Produce an average of 6.1 million gallons per day of treated water. Equipment Services

An Active, Healthy Community 40th Street Bike Path Renovation Mullins Gym Roof Replacement An Attractive Community Re-Engage for Good (ongoing)

Repair and maintain all City vehicles including fire, police, and small engine equipment. • Maintain more than 800 vehicles/equipment and over 400 pieces of small engine equipment.

Waste Transfer Station Improvements (ongoing) A Professional, High-Performing Organization Stormwater Utility Fee Study (ongoing)

Prepare specifications for new equipment and vehicle purchases. Provide specialized equipment installation for public safety vehicles. Repair and service motorcycles for the City of Margate.

City of Coral Springs, Florida

119

Revenues and Expenditures by Program and Category

Public Works Revenues: Administrative Services Streets Total

FY 2012 Actual

FY 2013 Actual

FY 2014 Budget

$335,043 47,125 $382,168

$419,705 47,387 $467,092

$273,518 47,125 $320,643

$311,600 48,303 $359,903

$38,082 1,178 $39,260

13.92% 2.50% 12.24%

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

$269,207 19,862 $289,069

$343,909 31,630 $375,539

$376,351 128,175 $504,526

$290,557 130,088 $420,645

($85,794) 1,913 ($83,881)

-22.80% 1.49% -16.63%

Streets Facilities Management Total

$3,039,687 683,797 $4,012,553

$2,998,017 678,256 $4,051,812

$3,251,943 658,112 $4,414,581

$3,339,895 847,701 $4,608,241

$87,952 189,589 $193,660

2.70% 28.81% 4.39%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,406,476 639,824 1,966,229 24 $4,012,553

$1,372,000 554,546 2,125,266 0 $4,051,812

$1,504,504 681,729 2,228,348 0 $4,414,581

$1,516,487 678,101 2,409,603 4,050 $4,608,241

$11,983 (3,628) 181,255 4,050 $193,660

0.80% -0.53% 8.13% n/a 4.39%

27.70

28.50

28.00

(0.50)

-1.8%

FTE's

FY 2012 Equipment Services Actual Revenues: Fuel/Maint/Chargeback Transfers $5,314,668 Fleet Services to other entities: City of Parkland 84,088 City of Margate/Coconut Creek 3,495 Interest Income 109,075 Appropriated Fund Balance 5,114,438 Auction 138,054 Total $10,763,818 Expenses: Program Summary Equipment Maintenance Total Summary By Category Personal Benefits Other Expenses Depreciation Interfund Transfers Equipment Purchases Total FTE's

120

FY 2015 Budget

$ Change from % Change from FY14 Budget FY14 Budget

FY 2013 Actual

FY 2014 Budget

$5,451,840

$5,724,387

$5,890,824

$166,437

2.91%

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

90,000 5,000 80,000 3,447,585 103,000 $9,449,972

45,000 3,500 50,000 4,970,409 103,000 $11,062,733

(45,000) (1,500) (30,000) 1,522,824 0 $1,612,761

-50.00% -30.00% -37.50% 44.17% 0.00% 17.07%

$10,608,010 $10,608,010

$7,750,682 $7,750,682

$9,449,972 $9,449,972

$11,062,733 $11,062,733

$1,612,761 $1,612,761

17.07% 17.07%

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

$767,562 354,659 2,157,239 2,446,483 0 2,024,740 $7,750,683

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

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

$19,634 10,520 (107,147) 128,439 123,525 1,437,790 $1,612,761

2.42% 2.92% -4.73% 5.00% 71.21% 43.91% 17.07%

15.00

0.00

0.00%

Fiscal Year 2015 Annual Budget

$ Change from % Change from FY14 Budget FY14 Budget

Revenues and Expenditures by Program and Category

Water and Sewer Fund FY 2012 FY 2013 FY 2014 Utilities Actual Actual Budget Revenues: $8,410,260 $7,896,688 Water $8,158,708 Wastewater 10,350,718 10,666,161 11,837,157 Private Fire Line Fee 20,282 20,942 23,438 Meter Sales 14,736 13,120 12,000 Backflow Recertification Adm. Fee 19,550 17,325 18,000 Misc. Income 16,389 96,459 11,000 Charges for Service 128,048 215,780 181,500 Appropriated Fund Balance 1,940,000 80,580 1,600,000 Interest Income 52,239 68,146 45,000 Total $20,700,670 $19,588,773 $21,624,783 Expenses: Program Summary Administration Water Distribution Water Treatment Wastewater Treatment Wastewater Collection Sub-Total Non-Departmental Total Summary By Category Personal Benefits Other Expenses Capital Sub-Total Non-Departmental Total FTE's

Solid Waste Fund Revenues: Program Summary Solid Waste Non Franchise Total Expenditures: Summary By Category Operating Expenses Interfund Transfers Total FTE's

FY 2015 Budget

$ Change from % Change from FY14 Budget FY14 Budget

$8,173,072 12,251,457 24,141 12,360 18,180 11,330 186,945 1,928,000 43,250 $22,648,735

$276,384 414,300 703 360 180 330 5,445 328,000 (1,750) $1,023,952

3.50% 3.50% 3.00% 3.00% 1.00% 3.00% 3.00% 20.50% -3.89% 4.74%

$680,029 1,019,999 2,813,892 6,615,366 1,235,259 $12,364,545

$881,622 1,068,823 2,917,928 5,513,827 1,231,394 $11,613,594

$201,593 48,824 104,036 (1,101,539) (3,865) ($750,951)

29.64% 4.79% 3.70% -16.65% -0.31% -6.07%

$9,096,507 $9,642,375 $9,260,238 $19,438,545 $19,588,774 $21,624,783

$11,035,141 $22,648,735

$1,774,903 $1,023,952

19.17% 4.74%

$1,995,528 925,869 9,425,185 17,963 $12,364,545

$2,144,838 994,637 8,455,708 18,411 $11,613,594

$149,310 68,768 (969,477) 448 ($750,951)

7.48% 7.43% -10.29% 2.49% -6.07%

$9,096,506 $9,642,375 $9,260,238 $19,438,547 $19,588,783 $21,624,783

$11,035,141 $22,648,735

$1,774,903 $1,023,952

19.17% 4.74%

40.25

1.50

3.87%

$537,639 870,944 2,337,571 5,492,397 1,103,487 $10,342,038

$1,783,057 828,300 7,717,409 13,275 $10,342,041

35.50

FY 2012 Actual

$529,226 810,121 2,445,239 5,128,042 1,033,771 $9,946,399

$1,767,428 835,923 7,341,899 1,158 $9,946,408

35.50

FY 2013 Actual

38.75

FY 2014 Budget

FY 2015 Budget

$ Change from % Change from FY14 Budget FY14 Budget

$0 $0

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

$4,157,009 $4,157,009

$329,824 $329,824

8.62% 8.62%

$0 0 $0

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

$4,121,009 36,000 $4,157,009

$1,014,109 (684,285) $329,824

32.64% -95.00% 8.62%

0.00

City of Coral Springs, Florida

0.00

n/a

121

Performance Measures Public Works Strategic Priority: An Attractive Community Measurement Type: Effectiveness Measure: 1) Department’s overall quality service rating (Resident Survey) 2) Achieve a 90% customer satisfaction rating on janitorial services (New for FY2014) Strategic Priority: An Attractive Community Measurement Type: Efficiency Measure: 3) Availability rate of all vehicles/equipment for all departments 4) Facilities routine work orders completed within 15 working days 5) Percent of hydrants inspected (New for FY2014) 6) Reduce total flow by 1,000 gallons per day in lift stations through I&I program (New for FY2015) 7) Service 400 valves per year (New for FY2014) 8) Pot hole repair response time 9) Perform 300 miles of street sweeping per year to meet NPDES standards (New for FY 2015) 10) Complete litter removal of 159 miles of road rights-ofway in five working days (New for FY2015) Strategic Priority: An Attractive Community Measurement Type: Workload Measure: 11) Inspect and clean 9,600 storm drains per year Strategic Priority: An Attractive Community Measurement Type: Demand Measure: 12) Number of times wastewater flow exceeds 9.79 mgd per month for three consecutive months (New for FY2015) 13) Water usage per capita (for Coral Springs Water District) 14) Percent of "unaccounted for" water

122

FY 2013 Goal Actual 93%

92%

FY 2014 Goal Projected —

—

90%

FY2015 Goal 92% 90%

FY2015 Goal

FY 2013 Goal Actual

FY 2014 Goal Projected

93%

97%

94%

95%

94%

96%

93%

90% 100%

95% 100%

90% 100% -365,000

3 days

1 day

400 3 days

500 2 days

750 3 days 300 5 days

FY 2013 Goal Actual

FY 2014 Goal Projected

FY2015 Goal 9600

FY 2013 Goal Actual

FY 2014 Goal Projected

FY2015 Goal

100 gal/day <10%

91.6 gal/day 4.75%

100 gal/day <10%

Fiscal Year 2015 Annual Budget

94 gal/day discontinue 5.74

<10%

Customer Requirements Analysis Overview

Survey respondents by general location

In an effort to closely align the City’s scarce resources with the needs and expectations of our residents, we use a number of “listening devices” to gather credible and useful data. This customer input is a critical piece of the Strategic Planning process. Our business model demands that we know our customers’ needs and expectations. Through citizen and business surveys, SWOT analyses, Slice of the Springs meetings and good, old-fashioned customer contact, we gain an understanding of our customers views.

Residential Satisfaction Survey Results Overview ETC Institute administered surveys to residents in the City of Coral Springs during February and March of 2013. The purpose of the surveys was to assess satisfaction with the quality of City services and to gather input about priorities for the community. Methodology A seven-page survey was mailed to a random sample of 3,000 households in the City of Coral Springs. Approximately seven days after the surveys were mailed, residents who received the survey were contacted by phone. Those who indicated that they had not returned the survey were given the option of completing it by phone or over the Internet. A total of 1,221 completed surveys (41% response rate). The results for the random sample of 1,221 households have a precision of at least +/-2.8% at the 95% level of confidence. There were no statistically significant differences in the results of the survey based on the method of administration (phone vs. mail). In order to understand how well services are being delivered in different areas of the City, ETC Institute geocoded the home address of respondents to the survey. The map shows the physical distribution of respondents to the resident survey based on the location of their home. A minimum of 200 surveys were completed in each of the six areas shown on the map. The results for each area have a precision of at least +/- 6.9% at the 95% level of confidence. In addition to conducting GIS mapping, the City had residents rate the quality of City services on a 5-point scale in 2011 and 2013 rather than a 4-point scale, which was used in previous years. The change in scale was done for two reasons: (1) to allow the City to compare its results to state and national averages that are maintained by ETC Institute and (2) to more critically evaluate the City’s performance over time. For trending purposes, ETC Institute compared the sum of the non-negative responses from 2009, 2011 and 2013.

Source: ETC Institute 2013 Coral Springs Resident Satisfaction Survey

Trends The Composite Satisfaction Index is derived from the mean rating given for all major categories of city services that are assessed on the survey. The index is calculated by dividing the mean rating for the current year by the mean rating for the base-year (year 2009) and then multiplying the result by 100. The Composite Customer Satisfaction Index for the City of Coral Springs stayed the same from 2011 to 2013. When analyzing the long-term trend, the City improved 3 points from 100 in 2009 to 103 in 2013. The chart shows how the Composite Satisfaction Index for the City of Coral Springs, the State of Florida, and the United States have changed since 2009. While the results for the City of Coral Springs stayed the same, the Florida average declined by 1 point and the U.S. average improved by 2 points. Long-Term Trends Despite the number of decreases in non-negative ratings from 2011 to 2013, Coral Springs continues to show improvement long term. Of the 36 items rated in both 2009 and 2013, nonnegative ratings either improved or stayed the same in 30 areas. The significant increases and decreases among all of the items that were assessed from 2009 to 2013 are listed below; changes of 3% or more were considered significant.

City of Coral Springs, Florida

123

Short-Term Trends

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

Although overall satisfaction stayed the same from 2011 to 2013, there were significant changes in non-negative ratings in some of the specific areas that were assessed on the survey. The significant increases and decreases among all of the items that were assessed from 2011 to 2013 on the survey are listed below; changes of 3% or more were considered significant. The significant short-term increases in non-negative ratings from 2011 to 2013 are: • City TV Channel 25/99’s show called “In the Loop” (+4%) • City Commission meetings on City TV Channel 25/99 (+3% The significant short-term decreases in non-negative ratings from 2011 to 2013 are listed below:

Coral Springs’s Ratings Stayed the Same From 2011 to 2013 While the Florida Average Declined Source: ETC Institute 2013 City of Coral Springs Community Survey

The significant long-term increases in non-negative ratings from 2009 to 2013 are listed below:

• Adequacy of City street lighting (-6%) • Condition of neighborhood streets (-5%) • Enforcement of the exterior maintenance of residential property (-5%)

• City Commission meetings on City TV Channel 25/99 (+18%)

• Feeling of safety walking alone in your neighborhood after dark (-5%)

• City TV Channel 25/99’s show called “In the Loop” (+15%)

• Feeling of safety in business areas after dark (-4%)

• City TV Ch. 25 on Adv. Cable or 99 on ATT UVerse (+14%)

• City efforts maintaining quality of neighborhoods (-4%)

• Feeling of safety in business areas after dark (+9%)

• Feeling of safety walking alone in your neighborhood in general (-3%)

• How quickly police respond to emergencies (+8%) • City senior center (+7%)

• Enforcement of the exterior maintenance of commercial property (-3%)

• City’s website-CoralSprings.org (+7%)

• Code Enforcement Division Services (-3%)

• Coral Springs as a place to live (+7%)

How Coral Springs Compares to Other Communities

• Coral Springs News Magazine (+6%) • Communication between City & residents (+6%) • Customer service by City employees (+6%) • City parks & recreation programs (+3%) • How quick EMS personnel respond to emergencies (+3%) • Code Enforcement Division Services (+3%) • Feeling of safety in business areas during daytime (+3%) • Condition of major City streets (+3%) • Customer service by parks & recreation staff (+3%) • As a place where City respects religious & ethnic diversity (+3%) • Quality of services provided by City (+3%) The only area that showed a significant long-term decrease in non-negative ratings from 2009 to 2013 was the feeling of safety in parks and recreation facilities (-3%).

124

Overall Satisfaction The City of Coral Springs is setting the standard with regard to the overall quality of City services. Seventy-six percent (76%) of the residents surveyed in the City of Coral Springs were satisfied (ratings of 4 or 5 on a 5-point scale) with the overall quality of City services compared to a national average of just 57% and a Florida average of 60%. Satisfaction with Specific Areas The City of Coral Springs rated at or above the U.S. and Florida averages in 43 of the 44 areas that were assessed on the survey. The individual areas were Coral Springs was setting the standard for service delivery (rating 15% or more above the national average) among other U.S. communities are: • Coral Springs aquatic/pool facilities (+33%) • Public works (streets and drainage) (+29%) • City communication with residents (26%) • Condition of major City streets (+23%)

Fiscal Year 2015 Annual Budget

Residential Survey Trends

• How well the City is planning for the future (+22%)

2013

• Bulk trash pickup service (+22%) • Condition of neighborhood streets (+20%) • Availability of information about recreation programs (+19%) • Customer service provided by City employees (+19%)

2011

As a place to raise children

97% 96%

As a place to live

97% 97% 93% 95%

As a place to live no matter who you are

• As a City that is moving in the right direction (+17%)

92% 94%

As a City that is moving in the right direction

• Number of City parks (+17%) • Availability of information about City services (+17%) • City efforts to inform residents about local issues (+17%)

92% 92%

As a place to work 50%

60%

70%

80%

90%

100%

Source: ETC Institute 2013 City of Coral Springs Community Survey

• City parks and recreation programs (+16%)

Major Findings

• Outdoor athletic facilities/fields (+16%) • Walking and biking paths in the City (+16%) • Curbside recycling service (+16%) • Cleanliness of City streets and other public areas (+15%) The individual areas were Coral Springs was setting the standard for service delivery (rating 15% or more above the Florida average) among other Florida communities are listed below: • Coral Springs aquatic/pool facilities (+31%) • How well the City is planning for the future (+26%)

• Major City Services. The major city services that were rated best included: the quality of fire services (91%), the quality of emergency medical services (89%), the overall quality of City parks and recreation (84%) and the quality of police services (84%). Residents were least satisfied with code enforcement services (54%). • Services that residents thought should receive the most increase in emphasis over the next two years. The major city services that residents thought should be emphasized most over the next two years were: (1) police services, (2) maintaining the quality of neighborhoods in the City, and (3) the Code Enforcement Division services.

• City communication with residents (+20%) • Bulk trash pickup services (+20%) • Availability of info about recreation programs (+17%)

Residential Survey Trends 2013

2011

• City parks and recreation programs (+16%) • Quality of services provided by the City (+16%) • As a City that is moving in the right direction (+16%)

96%

Quality of life

96%

95%

Quality of services provided by City

95%

• Outdoor athletic facilities/fields (+16%) • Quality of recreation programs for youth (+16%)

92%

How well the City is planning for the future

92%

• Availability of information about City services (+16%) • City efforts to inform you about local issues (+16%)

86%

Value for City taxes and fees

94%

50%

60%

70%

80%

90%

100%

Source: ETC Institute 2013 City of Coral Springs Community Survey

City of Coral Springs, Florida

125

• Public Safety Services. The public safety services that were rated best included: how quickly EMS personnel respond to emergencies (86%), how quickly fire personnel respond to emergencies (82%), and how quickly police respond to emergencies (81%). Residents were least satisfied with how often police officers patrol neighborhoods (48%). The public safety services that residents thought were most important to emphasize over the next two years were: (1) the City’s efforts to prevent crime and (2) how often police patrol neighborhoods.

Importance-Satisfaction Assessment Matrix

• Parks and Recreation Services. The areas of parks, recreation, and social services that were rated best included: the number of city parks (88%), the 5 Source: ETC Institute 2013 City of Coral Springs Community Survey maintenance of city parks (86%), outdoor athletic fields/facilities (85%) and the appearance of parks and recreation facilities (85%). Residents Other Findings were least satisfied with the City senior center (57%). The parks and recreation services that residents thought were • Eighty-three percent (83%) of residents reported they read most important to emphasize over the next two years were: the Coral Spring’s magazine “all of the time” or “sometimes;” (1) the maintenance of city parks, (2) walking and biking 15% reported they read the magazine “seldom” or “never” paths in the City and (3) the maintenance of parks and and 2% did not know. recreation facilities. • Forty-seven percent (47%) of those surveyed thought the • Solid Waste Services. Eighty-nine percent (89%) of the taxes they pay to the City of Coral Springs are just right; 29% residents surveyed who had an opinion were satisfied (rating of the residents thought the taxes they pay are too high, 1% of 4 or 5 on a 5-point scale) with residential trash collection thought taxes were too low, and the remaining 23% felt that services; 87% were satisfied with curbside recycling, and 81% while taxes remain high, the city is providing a higher level of were satisfied with the bulk trash pickup. service than expected. • City Communications. Seventy-three percent (73%) of the residents surveyed who had an opinion were satisfied (rating of 4 or 5 on a 5-point scale) with the quality of the City News Magazine; 73% were satisfied with the city’s website (coralsprings.org), and 70% were satisfied with the availability of information about city programs and services. • Infrastructure/Maintenance Services. The areas of maintenance that were rated best included: overall satisfaction with the condition of major City streets (82%) and the overall condition of neighborhood streets (79%). Residents were least satisfied with the adequacy of street lighting (63%). The areas of maintenance that residents thought were most important to emphasize over the next two years were: (1) adequacy of city street lighting, (2) cleanliness of streets and other public areas and (3) the condition of major City streets.

• The City services or facilities that were used most often were: the Coral Springs Center for Performing Arts (58%), police services (50%) and City Hall in the mall (47%). • The top four reasons residents indicated they originally made the decision to move to Coral Springs were: the nice neighborhoods (64%), the quality education system (56%), housing (55%) and the location (50%). • Sixty-one percent (61%) of residents, who had an opinion, were “very satisfied” or “satisfied” with the overall effectiveness of the City’s efforts to address public school issues; 26% were “neutral” and 13% were dissatisfied. • Nearly half (47%) of residents felt they had a good understanding of the important issues facing the City of Coral Springs; 34% did not and 19% did not know. • Sixty-three percent (63%) of residents think the City of Coral Springs is continually improving as a place to live; 23% disagreed and 14% did not know.

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Fiscal Year 2015 Annual Budget

Opportunities for Improvement

Priorities within Departments/Specific Areas

In order to help the City identify opportunities for improvement, ETC Institute conducted Importance-Satisfaction (I-S) Priorities Analysis. This analysis examined the importance that residents placed on each City service and the level of satisfaction with each service. By identifying services of high importance and low satisfaction, the analysis identified which services will have the most impact on overall satisfaction with City services over the next two years. If the City wants to improve its overall satisfaction rating, the City should prioritize improvements in services with the highest Importance Satisfaction (I-S) ratings.

The second level of analysis reviewed the importance of and satisfaction of services within departments and specific service areas. This analysis was conducted to help departmental managers set priorities for their department.

Based on the results of the Importance-Satisfaction (I-S) Priorities Analysis, ETC Institute recommends the following: Overall Priorities for the City by Major Category The first level of analysis reviewed the importance of and satisfaction with major categories of City services. This analysis was conducted to help set the overall priorities for the City. Based on the results of this analysis, the major services that are recommended as the top two opportunities for improvement over the next two years in order to raise the City’s overall satisfaction rating are listed below in descending order of the Importance-Satisfaction rating:

Based on the results of this analysis, the services that are recommended as the top priorities within each department over the next two years are listed below: • Public Safety: frequency of police patrols in neighborhoods • Parks and Recreation: none of the areas rated had an I-S rating above 0.10, so the City should sustain is current efforts. • Maintenance: adequacy of city street lighting Source: ETC Institute, City of Coral Springs 2013 Residential Survey

• Efforts to Maintain Quality Neighborhoods • Code Enforcement Services

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127

Business Survey Summary

Business Survey: Bottom line up front

Overview In an effort to closely align the City’s scarce resources with the needs and expectations of our residents, we use a number of “listening devices” to gather credible and useful data. This customer input is a critical piece of the Strategic Planning process. Our business model demands that we know our customers’ needs and expectations. Through citizen and business surveys, SWOT analyses, Slice of the Springs meetings and good, old-fashioned customer contact, we gain an understanding of our customers views. Purpose and Methodology During the spring of 2014, ETC Institute administered a survey to businesses in the City of Coral Springs. The purpose of the survey was to gather feedback from Coral Springs business owners and senior managers to identify ways improve the quality of City services. The survey was administered by phone to a random sample of 403 businesses in the City of Coral Springs. The overall results of the survey have a precision of at least +/-5.0% at the 95% level of confidence. Major Findings Overall Satisfaction with City Services Forty-one percent (41%) of the businesses surveyed felt the quality of City services was higher than their expectations; more than half (53%) of the businesses surveyed felt the quality of City services was meeting their expectations and only 6% felt the quality of City services was below their expectations.

Businesses have a very positive perception of the City Satisfaction improved in zoning and street maintenance, but decreased slightly in other areas The top two reasons businesses plan to stay in Coral Springs are: (1) the City’s positive image and (2) the City’s low crime low If the City wants to enhance overall satisfaction among businesses with City services, the City should emphasize improvements in (1) trash collection services and (2) code compliance.

Satisfaction with Specific City Services, Departments, or Programs Seventy-six percent (76%) or more of the businesses surveyed were “satisfied” or “neutral” with all 16 of the City services, departments or programs assessed on the survey. The City services, departments, or programs that businesses were most satisfied with, based upon the combined percent of businesses who were “very satisfied,” “satisfied” or “neutral” were: • Emergency Paramedics (97%) • Fire Inspection (97%) • Streets Maintenance (96%) • Police Department (96%)

Overall Quality of Services Provided by the City Overall Quality of Services Provided by the City

• Water Billing (94%)

By percentage of respondents (excluding don’t know/not sure)

8% 7%

Higher than your expectations

18% 20%

Most (94%) of the businesses surveyed rated the City’s customer service as “very good” or “good;” only 6% of businesses rated the City’s customer service as “poor.”

30% 32% 53% 50%

Expectations met

2014 2012 2008 2007

68% 69%

5% 4% 6% 5%

Below your expectations

Significantly below your expectations

Satisfaction with City Customer Service

11% 14%

Significantly higher than your expectations

1% 1% 1% 0% 94% 96% 94% 96%

Total: Higher/Meeting Expectations

20%

40%

60%

80%

100%

Overall Ratings of the City’s Customer Service Overall Ratings of Customer Service By percentage of respondents (excluding don’t know/not sure)

Very Good

40% 37% 37%

Good

2014 2012 2008

57%

Customer service ratings remain very high

5% 3% 3%

Poor

Very Poor

57% 61%

1% 0% 0%

94% 98% 97%

Total: Very Good/Good 0%

20%

(excluding don’t know/not sure)

128

Fiscal Year 2015 Annual Budget

40%

60%

80%

100%

Satisfaction with City Efforts to Improve Coral Springs Businesses were asked how satisfied they were with the City’s efforts to improve various aspects of the Coral Springs. The items that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses were: • Clean city streets and public areas (99%)

Reasons WhyWhy Businesses Decide to Locate to Coral Reasons Businesses Decide to Locate to Springs Coral Springs By percentage of business respondents who rated the item as a 3, 4 or 5 on a 5-point scale

Low crime rate Overall image of the City

Extremely Important (5)

Telecommunications/utilities/other infrastructure Attitude of local government toward business

• Work on road conditions (95%)

Very Important (4)

Access to Sawgrass Expressway

• Support quality neighborhoods (95%)

Important (3)

Level of taxation

• Support the availability of customer parking (91%) • Events bringing residents from surrounding towns (91%)

Quality of schools Proximity of important businesses

Satisfaction with City Codes and Regulations

The City codes and regulations that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses, were: • Paint color regulations (92%) • Trash disposal regulations (91%) • Requirements for proper business appearance maintenance (90%)

20%

40%

60%

80% 100%

Reasons for Moving to Coral Springs When asked to indicated which issues they felt were most important in their decision to locate their business in Coral Springs, the items that businesses identified as most important, based upon the combined percentage of “extremely important,” “very important” and “important” responses, were: • Low crime rate (91%)

• Business parking regulations (90%)

• Overall image of the City (88%)

Importance of City Services

• Telecommunications/utilities/other infrastructure (87%)

The three City services, departments, or programs that businesses felt were most important to their organization were:

• Attitude of local government toward business (86%)

• Police Department (40%)

• Access to Sawgrass Expressway (85%) Reasons Business Will Stay in Coral Springs for the Next 10 Years

• Fire Inspection (32%) • Trash Collection Service (29%)

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

Overall Perceptions of the City

• Low crime rate (32%)

Businesses were asked to indicate how satisfied they were with various items that may influence their perceptions of the City. The items that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses, were:

• Overall image of the City (29%) • Access to Sawgrass Expressway (29%)

• Overall quality of life (97%) • Overall image of the City (96%) • Overall feeling of safety (96%) Ratings of the Physical Appearance of the City Eighty percent (80%) of the businesses surveyed rated the physical appearance of the area where their business is located as “excellent” or “good;” 17% rated it as “average,” and only 3% rated it as “poor”

City of Coral Springs, Florida

129

How likely would you be to recommend Coral

Likelihood Cityto asfriends, a business Springs of asrecommending a business location family location to friends,and family and co-workers co-workers? By percentage of respondents

Very Likely 50% Likely 26%

• Attitude of employees (93%) • Stability of the City’s labor force (90%)

Do Not Know 1% Not Likely 5%

When asked to rate the labor pool in Coral Springs, the items that showed the highest positive ratings, based upon a combined percentage of “excellent,” “good” or “average” responses, were: • Productivity of the workforce (94%)

Somewhat Likely 14%

Not Likely At All 4%

Ratings of the Labor Pool in Coral Springs

• Availability of labor (90%) Only 9% would NOT recommend Coral Springs to others

Communication Use of the City’s Website Fifty-six percent (56%) of the businesses surveyed indicated their organization had not used the City’s website, 42% of businesses had used the City’s website and 2% did not remember.

A “Business Friendly” Community Likelihood of Recommending the City as a Business Location Most (90%) of the businesses surveyed were “very likely,” “likely” or “somewhat likely” to recommend Coral Springs as a business location to friends, family and coworkers; only 9% were “not likely” or “not likely at all” to recommend Coral Springs as a business location and 1% did not know.

Satisfaction with Various Communication Services The communication related services that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses, were:

Ratings of the City’s Business Atmosphere Compared to Two Years Ago

• City’s website: www.CoralSprings.org (99%)

Forty percent (40%) of the businesses surveyed felt the City’s business atmosphere was “better” compared to two years ago; nearly half (46%) of the businesses surveyed felt the City’s business atmosphere was the same compared to two years ago but felt it was “good,” 8% felt it was the same compared to two years ago but that it was “bad” and 6% felt it was “worse” compared to two years ago.

• www.csbizassist.org (96%)

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

40% 32% 27% 39%

Better

48%

60%

2014

9% 6% 4% 4%

No change, but poor

2012 2008 2007

6% 12% 9% 10%

Worse

86% 82% 87% 87%

Total: Better/No change, but good

20%

40%

• www.WorkCoralSprings.org (96%) Best Ways to Communicate With Businesses The top three ways that respondents felt it would best for the City to communicate with businesses were: direct mail (57%), emails (51%), and newsletters (37%).

Bestfor Ways for the City to Communicate Best Ways the City to Communicate with with Businesses Businesses By percentage of respondents

46% 50%

No change, but good

• www.businessENews.org (97%)

60%

80%

100%

Direct Mail Emails Newsletters Brochures City Webiste Personal calls Social Media Business Forums Workshops e HelpDesk City TV

57% 51% 37% 20% 20% 20% 15% 11% 10% 9% 7%

130

Fiscal Year 2015 Annual Budget

20%

Direct Mail and Email are the preferred methods of communication with the City 40%

60%

Overall Ratings of City Communication Seventy-eight percent (78%) of the businesses surveyed rated the City’s communication with businesses owners and managers as “very good” or “good;” 17% rated the City’s communication with business owners and managers as “poor” and 5% rated it as “very poor.”

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

29%

Higher

39%

43%

4% 6% 4% 6%

Lower

Conducting Business with the City Online

2014 2012 37%

More than half (53%) of the businesses surveyed were interested in conducting business with the City online; 41% were not interested and 6% were unsure. Of the businesses who were interested in conducting business with the City online, most (88%) were interested in applying for City permits online and most (88%) were interested in paying City bills online.

AreBusinesses Businesses Interested in Conducting Are Interested in Conducting Business Business with the City On-Line? with the City On-Line? By percentage of respondents

Yes 53%

33%

Don't Know/Unsure 6%

About the same

25%

10%

2007

31%

26%

21%

Don't know/ Not sure

2008

45%

20%

29%

30%

40%

50%

Property Taxes How Property Taxes Compare to Surrounding Communities Thirty-seven percent (37%) of businesses felt the City’s property taxes were “about the same” compared to surrounding communities; 33% felt property taxes were higher compared to surrounding communities, 4% felt they were lower and 26% did not know. Ratings of the Amount of Property Taxes

No 41%

Businesses were asked to indicate their agreement with various statements regarding the amount of property taxes they were paying in relation to the quality of City services they were receiving. The results are provided below: • 53% of the businesses surveyed felt property taxes were just right for the amount and quality of City services they were receiving. • 24% of businesses felt property taxes were too high for the quality of City services they were receiving. • 22% of businesses felt property taxes were high but felt the City was providing more services at a higher quality than expected. • 1% of businesses felt property taxes were too low for the amount and quality of City services they were receiving.

Ratings ofRatings City Property Taxes of City Property Taxes By percentage of respondents (excluding don’t know)

53% 57%

Property taxes are just right for the amount and quality of City services received

41% 42% 22% 19% 20%

Property taxes are high but, the City's is providing more services at a higher quality than expected

2008 2007

38% 26% 1% 0% 1% 1%

City of Coral Springs, Florida

2012

24% 24%

Property taxes are too high for the quality of services received

Property taxes are low for the amount and quality of City services received

2014 31%

20%

40%

60%

80%

100%

131

SWOT

Other Findings The City services, departments or programs that businesses used most often were: • Fire Inspection (81%), Street Maintenance (73%) and Street Drainage (72%). The City services, departments or programs that used least often were: the Planning (11%), Building Division Call Center (12%), Zoning (12%) and Community Development (12%). Three-fourths (75%) of businesses indicated that they had not taken advantage of the new sign regulations; 13% had taken advantage of the new regulations and 12% did not know. Sixty-five percent (65%) of the businesses surveyed reported that they would know who to call or where to go if they had a complaint or comment about City services, 34% did not and 1% were unsure. Businesses generally felt that City events had a positive impact on the City.

During February and March 2013, 190 participants (63 volunteers—the majority serving on advisory boards and committees, 120 employees, and six “other”respondents) completed the SWOT exercise. Prior SWOT exercises included 130 participants in 2011, 138 participants in January 2009 ,and 56 respondents in April 2006. Each respondent was asked to rank five strengths, five weaknesses, five opportunities, and five threats to the community. The list of options came from prior SWOT exercises, the most recent Visioning event, and the branding research. Below is a summary of the top ranked issues for each category. Strengths • Safe community • Fiscally responsible • Good schools

• When asked to rate the impact of various events on the City, eighty-nine percent (89%) of businesses felt the Festival of the Arts had a positive impact on the City, 87% felt the Holiday Parade had a positive impact on the City, 86% felt the Our Town event had a positive impact on the City, 85% felt the Green Market had a positive impact on the City and 78% felt the Kruel Classic had a positive impact on the City.

• Quality of life

Three-fourths (75%) of the businesses surveyed indicated they would support a City ordinance that requires businesses in Coral Springs to participate in a recycling program; 18% were not supportive and 7% were not sure.

• Crime/perception of crime

Nearly all (96%) of the businesses surveyed did not feel that they had workforce training needs that were not being met; only 1% did have workforce training needs that were not being met and 3% were not sure.

• Outdated City facilities

• Well-run City government Weaknesses • Speeding drivers

• Difficult for businesses • Lack of Downtown / None of the options

Opportunities • Nightlife • Business development • Corporate Park • Economic development • Youth/teen programs Threats • Crime • Economic downturn • Reputation difficult to do business • Negligent landlords • Unemployment

132

Fiscal Year 2015 Annual Budget

Neighborhood Meetings The City completed its nineteenth year of the “Slice of the Springs” Town Hall meetings. The meetings were held on November 21, 2013 (Southwest and Southeast), February 20, 2014 (Center West and Town Center) and March 13, 2014 (Northside and Northeast). The number of attendees at this year’s meetings (a total of approximately 195 in the entire meeting series) was a significant increase over the last couple years (total attendance was 132 in 2012-2013 and 142 in 2011-2012). This year, the Communications and Marketing Department sent out a pre-meeting survey to an extensive email list, which included previous years’ Slice meetings attendees as well as other residents. The survey included a question on the issues affecting the community, which helped City staff cater its presentation to the residents. Since this survey seems to have helped draw more attendees, staff will incorporate a survey prior to future Slice meetings. City staff from various departments presented on a number of important topics – Downtown development, new logo/ branding, new garbage contract, new businesses opening in the City, new artwork, Code Compliance, crime statistics, and Public Works improvements. Residents expressed their appreciation to City staff for maintaining a high quality of life in the City, while also expressing their specific concerns, some of which mirror previous years’ comments. The top concerns were: • Poor street lighting in certain areas • Speeding/traffic calming • Code compliance issues • Trash/litter in certain public areas

Attendees were also asked to fill out a survey to assess the meeting and express any additional concerns. Those concerns/ complaints were subsequently entered into the City’s Help Desk system, allowing the appropriate staff to address each case, assuring a timely response to the residents’ concerns. This process also helps to identify residents’ issues as the City prepares its annual Business Plan and budget. Meeting survey results show that 100% of attendees who completed the survey found the meeting to be “productive or very productive” and would recommend the meeting to other residents. Roughly one-third were first-time attendees. The attendees averaged 20 years as City residents. The Slice meetings are taped and replayed on CityTV on Advanced Cable Communications Channel 25 (Ch. 725 in HD) and Channel 99 on AT&T U-Verse. Meetings are also streamed online through the City’s Videos on Demand at www.coralsprings.org/vod. This year the Communications and Marketing Department streamed the Town Center/Center West and Northside/Northeast meetings live. Staff will research whether an interactive component could be implemented next year. Slice meetings continue to provide an opportunity for residents to interact directly with staff members from various City departments, including Police, Fire, Community Development, Code Compliance, Building, Public Works and Parks and Recreation. A follow-up letter was sent to the attendees, providing additional information, addressing outstanding issues not answered during the meeting and reinforcing important community information. It has always been a very important aspect of “Slice of the Springs” effort to have accountability in the follow-up, and staff continues to acknowledge the importance of addressing all concerns/ complaints voiced by the residents in the meeting.

• Whitefly infestation

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133

CityHelpDesk Responses The city has implemented an online HelpDesk, which collects comments, complaints, requests, and even compliments from residents and businesses. All the comments are assigned to an appropriate department, and are replied with an initial response within two business days, with a final resolution (or a timetable for a resolution) within one week. Trends in HelpDesk comments are later reported regularly to the City Manager’s Office to be used to identify areas of major concerns to our residents and businesses. This process allows us to determine areas of the City that is in need of process changes, customer service training, or realignment of resources. As of the third quarter of Fiscal Year 2014, the top five departments that received the most comments were: code compliance, trash pickup, police, permit inquiries, and park facilities. Some of the reoccurring comments/concerns were: • Code Compliance (20% of comments): landscape maintenance; trees and hedges; insects and rodents; dirty roofs; trash, litter and debris • Trash Pickup (16% of comments): initial confusion with trash pickup day as the City changed its service to WastePro, trashbins left outside, pickup running late, hazardous material pickup arrangements, trashbin size concerns • Police (9% of comments): redlight camera ticket inquiries; issues with neighbors – pets and noise; suspicious activity; speeding • Requests regarding expired building permits (9% of comments)

The overall amount of comments received through CityHelpDesk FYTD was 1,159. This is a significant increase of 62% when compared to FY2013. There are several factors that may have contributed to this upsurge of comments. In January 2014, the City switched from Waste Management to WastePro for trash pickup which generated an influx of comments. There has been a decrease in the number of comments Code Compliance receives which could be attributed to the decrease in the amount of abandoned and/or foreclosed homes in the City. Since the inception of the Make a Call, Make a Difference program police continue to receive complaints about suspicious activity, in turn, lowering the amount of burglaries that occur. Street maintenance saw an overall decrease in comments. The continuation of the Keep Coral Springs Beautiful project, funded by Community Foundation of Broward, has helped in improving the aesthetics of right of ways that had been heavily littered in the past resulting in a decrease in litter complaints. Comparison for FY2013 vs. FY2014 helpdesk responses (as of 6/30/14): • Code: 237 (significant decrease from 348) • Trash Pickup: 182 (not a category in 2013) • Police: 108 (decreased from 121) • Expired Permits: 108 (slight increase from 101) • Park Facilities: 63 (significant decrease from 101 = 62% decrease) • Street maintenance: 52 (decrease from 59)

• Park facilities (5% of comments): need for garbage and/or recycling bins; suspicious activity; issues with food or drinks not allowed in parks; lost and found; park maintenance; availability of mulch

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Fiscal Year 2015 Annual Budget

Fiscal Year 2014 KIO Summary Strategic Planning Cycle Fiscal Year 2014-2015 Key Intended Outcomes FY 2012 Actual

FY 2013 Actual

FY 2014 Goal

FY 2014 Qtr 1

FY 2014 Qtr 2

FY 2014 Qtr 3

FY 2014 YTD Actual

A Family-Friendly Community 2,688.8

2,485.3

2,600

N/A

2,278.2

—

2,278.2 

N/R

92%

—

— 

N/R

98%

—

4 Ratings of Quality of Life (Resident and Business Surveys)

(Biz) 96%

(Res) 96%

(Biz) 96%

N/A

97%

—

Number of students attending classes at Broward College 5 at Coral Springs Academic Center

not open

4,391

3,500

284

1,740

1,109

97%

98%

95%

N/A

1 City crime rate (crimes/100,000 residents—Calendar Year) Resident rating of City efforts to prevent crime 2 (Resident Survey) Resident rating of City Government for respecting religious and 3 ethnic diversity (Resident Survey)

6 Coral Springs Charter School graduation rate

—  97%  3,133 N/A N/A

7 Coral Springs Charter School school grade

8 Injury accidents at or near 15 major intersections in the City

—

200

A 

96%

N/R

96%

N/A

96%

—

CS 0.14% Comp avg 1.15%

N/A

A Thriving Business Community 9 Business rating of the image of the City (Business Survey)

96% 

—

0.15%

above the average of 6 comp cities

11 Coral Springs' June unemployment rate

7.1%

5.7%

below State

12 Retail vacancy rate (CoStar Jan-Mar report)

8.7%

8.0%

N/A

6.1%

—

6.1% 

N/R

96%

—

— 

18,318.5

15,693

1,089

4,327

4,079

Net New Taxable Value as % of Total Taxable Assessed Value 10 (BCPA)

N/A

CS 0.14% Comp avg 1.15%

5.0%

4.9%

N/A



An Active, Healthy Community 13

Resident rating of appearance of Parks and Recreation facilities (Resident Survey)

14 Youth volunteer hours (Volunteer Services report)

18,000

9,495

15 Athletic league participation

8,105

8,711

8,100

N/A

N/A N/A

16 Sports Commission: Number of room nights

3,149

4,325

3,600

N/A

N/A N/A

96,625

90,595

90,000

23,201

20,539

18,878

N/R

93%

93% (new)

N/A

99%

—

99% 

N/R

84%

85% (new)

N/A

95%

—

95% 

89,266

108,092

100,122

17 Number of riders on intracity bus routes

62,618

An Attractive Community Ratings of cleanliness of City streets and public areas (Resident and Business Surveys) Ratings of City efforts at maintaining quality of neighborhoods 19 (Resident and Business Surveys) 18

20 Fuel consumed by City operations (diesel and unleaded)

408,358 gal 407,253 gal

21 Pounds of recycled materials per capita

405,000

297,480

98.98

103.37

110

103.5

114.3

124.9

114.2

(Biz) 81%

(Res) 95%

(Biz) 81%

N/A

78%

—

93%

92%

N/A

N/A N/A

AAA

S&P AAA S&P AAA S&P AAA Fitch AAA Fitch AAA Fitch AAA AAA Moody's Aaa Moody's Aa Moody's Aa

S&P AAA Fitch AAA  Moody's Aa

A Professional, High-Performing Organization 22

Satisfaction ratings with City communications (Resident and Business Surveys)

23 Employee satisfaction rating (Employee Survey) 24

Maintain AAA bond ratings (Two required)

AAA

Ratings of value for tax dollars and fees (Resident and Business Surveys) 26 Ratings of customer service (Resident and Business Surveys) 25

78% *

(Biz) 57%

(Res) 86%

(Biz) 55%

N/A

76%

—

76% 

(Biz) 95%

(Res) 95%

(Biz) 95%

N/A

94%

—

94% *

FY 2014 KIO Q3 Summary Met or exceeded goal Within 95% of goal Likely to meet goal Not expected to meet goal Did not meet goal Not available

City of Coral Springs, Florida

12 2 6 1 1 4 26

 *

 N/A

135

136

Fiscal Year 2014 Initiative Summary

A Family-Friendly Community Initiative

1 Park Security Cameras 2014

Fiscal Year 2015 Annual Budget

2 Fire Station 43 and 95 Design 2014

Fuel System for Emergency Power Generators 2014

Replace Pedestrian Footbridge on 87th Avenue 2014

5 Crime Scene Investigator 2014 6

Street Lighting Improvements (2012-2014) Ongoing

Playground Equipment Replacement Program (2012-2014) Ongoing

Department(s)

Update as of the Third Quarter Fiscal Year 2014

Status

% Complete

Police

Dog Park is running well. North Community is awaiting a proposal. We will have that park finished before the end of the Fiscal Year. The cameras were upgraded at Betti Stradling. There is still an issue, but IT is working on it. The PO for Cypress has been cut and Security 101 has it in their project line-up. It should be completed by the end of July.

In Progress

60%

Fire

(1) Station 43 - The architect has been selected for the design of the station. The purchasing department is negotiating the terms of the contract at this time. We expect to send a referendum to the voters for a General Obligation Bond in November to finance the construction. If approved, the plan is to demolish the current property and build a new station similar to station 71 (the construction committee will be involved in the process). (2) Station 95 - The architect has been selected for the design of the station. The purchasing department is negotiating the terms of the contract at this time as well. We expect to send a referendum to the voters for a General Obligation Bond in November to finance the construction. If approved, the plan is to do a complete renovation of the existing building. If it turns out not to be feasible to renovate, we will look to demolish the current property and build a new station similar to station 71 (the construction committee will be involved in the process). (3) Station 109 - All the plans have been approved, and permits have been issued. The work has begun and is scheduled to be completed by January of next year. The construction committee has been involved, and most of (if not all) the request from the committee have been accommodated. There are regular construction meeting that the fire department is involved in. (4) Station 80 â&#x20AC;&#x201C; We have hired a company to evaluate the cracking issues we are having with the concrete driveways. The architect has been chosen and the contract is being negotiated.

In Progress

80%

In Progress

75%

In Progress

90%

Complete

100%

In Progress

75%

In Progress

65%

This project consists of a portable fueling system enabling a vehicle with trailer and 500 gallon diesel tank to move to various sites to fill generators in the field. Truck has been received. Trailer and tank due by August 1. The new steel footbridge was delivered and installed at the end of 87th Avenue on July 16th. Public Works The Streets crew will install concrete sidewalks and ramps leading to the footbridge. All of the work will be completed by the start of the new school year. In November 2013, we hired an additional Crime Scene Investigator, who has been a true asset Police to the Unit. This person has been trained to retrieve, document and process DNA evidence; increasing the efficiency of the Police Department. The Street Light Policy is expected to be completed by fiscal year end. To date, 636 street Public Works lights have been reported and repaired this fiscal year. The Jaycee Park playground has been completed and is in operation. The 3 Mt. Park playground has been removed because of safety issues. We expect the new equipment to be Parks and Recreation delivered and installed in July. Company is working on getting permit for installation and shipping the new equipment. Public Works Fleet

Public Safety Dispatch Equipment Upgrade (2013-2014) Ongoing

Police

Motorola has assured us that we will have this upgrade complete by September 30, 2014. All of the legalities concerning the acquisition of the structure and equipment at the Margate Tower site, including the lease, have been finalized. We have made a formal request to proceed with installation at the Coconut Creek County-owned site based on the last, favorable, structural tower analysis and expect a decision shortly. Computer installation/upgrades are in progress.

In Progress

50%

In Progress

80%

In Progress

95%

City of Coral Springs, Florida

Dangerous Intersection Safety Program (2012-2014) Ongoing

Police

The additional camera at the northbound approach at 441 and Wiles did NOT occur due to the video validation study showing a low number of violations at that approach. We began our Special Magistrate Program in January of 2014. We have had 14 hearings so far, all resulting in wins for the City. We have 3 more hearings scheduled so far in July and August. The program is running smoothly. A review the Q2 injury crashes during the same time period for intersections that have a red light camera in place indicated a very substantial drop when compared to numbers for the same locations in the previous year; injury crashes dropped from 17 in the second quarter of 2012-2013, to 7 in the same quarter this year â&#x20AC;&#x201C; a reduction of 59%.

Public Safety Technology Upgrade (2013-2014) Ongoing

Police

The THI software has been purchased and installed. Tasers and equipment are being ordered. We do not have all of the equipment as of yet.

137

138

A Thriving Business Community Initiative 11 Municipal Complex 2014

Development Services Outreach Program 2014

13 Downtown Parking Study 2014

Fiscal Year 2015 Annual Budget

14 Corporate Park Drainage Study 2014

Department(s)

Update as of the Third Quarter Fiscal Year 2014

Status

% Complete

City Manager's Office Phase 1 Complete

Complete

100%

Q3: The Building Division conducted 90 pre-submittal meetings. We continue to offer predesign, pre-construction and wrap-up meetings to all development projects. Furthermore, a Building representative participated in the Government Academy presentations. Code Compliance staff has met with 3 Community Associations to discuss questions and concerns within their community. Staff also participated in the Government Academy Development Services providing information to the code process. Staff is working with Marketing to develop an informational insert in the Business Tax renewals. The insert will contain information regarding Waste Pro, signage, online services, social media, job opportunities, etc. Renewals are sent in July. GOVNow is nearing completion and is expected to be unveiled in late June allowing public access to Code Compliance and Business Tax. A lite version is currently available online.

In Progress

75%

Received scope from Traffic Engineer and will commence study. Study will be complete before September 30.

In Progress

30%

Report scheduled for presentation to the Commission at the July workshop.

In Progress

90%

In Progress

75%

In Progress

20%

In Progress

75%

In Progress

75%

City Manager's Office Public Works

Electronic Permitting Feasibility Study 2014

Q3: ONESolution program is slated to launch in August 2014. Currently, the system is being configured by SunGard. Development Services We have had preliminary discussions on transitioning our faxable permit process online after ONESolution is launched. No target date has been established for online permitting implementation.

Sample Road Enhancement Study 2014

City Manager's Office Waiting to receive scope from Traffic Engineer. Study will be complete before September 30.

NW Broward Consortium for Q3: The Steering Committee of the Education Corridor Transit Study has met and made a 17 Planning Transportation Development Services recommendation for an engineering firm to conduct the study for the MPO. MPO approved Improvements (2012-2014) Ongoing the recommendation in June. Coral Springs will host the next meeting on July 1.

Traffic Management (2010-2014) Ongoing

Q3: A citizen spoke to the City Commission regarding drivers exiting the Ramblewood Plaza and making an illegal left turn onto Atlantic Blvd. Follow up with Broward County has begun to determine if a diverter should be placed in the median to prevent these left turns. A traffic Development Services study has been completed on NW 33 Street in Country Club West responding to a citizen complaint. Two speed cushions on Shadow Wood Boulevard were replaced in June. A new speed cushion on North Springs Way has been approved and will be installed in July.

Downtown Redevelopment (20132014) Ongoing

City Manager's Office Contract has been executed and project is in for permitting.

Complete

100%

City Manager's Office Strategic Recommendation approved by the City Commission.

Complete

100%

The Job Outreach Database is being promoted through our Social Media outlets and was Budget, Strategy and highlighted in the 2014 State of the City Report. We currently have 972 job seekers and 63 Communications employers registered in the database.

In Progress

75%

Economic Development Strategic 20 Plan Implementation (2013-2014) Ongoing 21

Job Outreach Database (2010-2014) Ongoing

An Active, Healthy Community Initiative 22

Enhance Sports Commission Resources 2014

Department(s)

Update as of the Third Quarter Fiscal Year 2014 Status All funds have been expended for this year. We did add 5 events that have not previously been funded. We are looking to fill a few vacant spots on the Commission and have advertised Parks and Recreation Complete for applicants. We are also working with the Ft. Lauderdale Sports section of the Convention Bureau to assist with promoting our facilities.

% Complete 100%

City of Coral Springs, Florida

23 Cypress Hall Renovation 2014

All work is completed except for the floor in the 2 restrooms and the new partitions in the restrooms. The Kitchen has new tile flooring, new doors, new cabinets and granite counter Parks and Recreation tops. The Hall as a new commercial grade wood laminated floor. The restrooms have been tiles, new lighting and new fixtures. Work should be completed in August.

In Progress

90%

24 Event Cross Promotion Pilot 2014

Waiting on Communications and I.S. to coordinate the installation of TV's at the Aquatic Parks and Recreation Complex and possibly the Gym. Parks and Recreation is ready to go at anytime to get this initiative completed.

In Progress

25%

Complete

100%

In Progress

75%

Complete

100%

Complete

100%

In Progress

65%

Complete

100%

The following 50th anniversary events occurred in Q3: Pioneer Day, the Signature Concert at Sportsplex featuring Bruce in the USA, Veteran’s Salute and the Holiday parade.

50th Anniversary Celebration (2012-2014) Ongoing

Development Services

Downtown Pathways (2012-2014) Ongoing

Q3: Ventas, the property owner of Harbor Chase, and the City have agreed upon the language Development Services for the Easement Agreement. Agreement has been sent to Ventas for signature. Agreement to go before the City Commission for consideration in July.

Half-marathon and 5K Run/Walk (2013-2014) Ongoing

Teen Political Forum (2009-2014) Ongoing

Multi-cultural Events (2005-2014) Ongoing

139

30 Car Club (2007-2014) Ongoing

Parks and Recreation Event went off on time and within budget. Already working on plans for next years event.

Human Resources

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 8th annual event was held on April 24th at the Center for the Arts. With the City and the County officials in attendance, students were able to ask questions, receive answers right on the spot and know that they can make a difference. This year’s event drew close to 900 students from our local high schools. A $1,000 cash prize was offered to the school with the greatest attendance as well as a Traveling Trophy, which were huge incentives to increasing attendance.

• Martin Luther King Day – January 2015 will mark the 25th Anniversary of the City’s MLK Celebration. The Committee plans to change up their program to make this event a memorable one. • WorldFest – will be held on Sunday, April 12th, 2015, at the Sportsplex. • Weekend of Peace Celebration – The Multi-Cultural Committee has started discussion of plans to celebrate the 2014 International Day of Peace. The traditional early morning breakfast event will be held on Friday, September 19th at the Peace Garden, in conjunction with local Human Resources schools who submit Pinwheels for Peace and entertainment. • International Dinner Dance – will be celebrated on Saturday, September 27th at the C.S. Marriott. The country of Greece will be highlighted this year and is sure to be a fun event, focusing on the cuisine, music and entertainment of this colorful country. • CommuniTea – no update at this time • Family Success Center – no updates at this time. Staff continues to work closely with the Family Success Center staff to assist our residents in need. All events and activities for the Car Club are completed for the year. The Car Club held its annual Car Show as part of the Family Fun Day that was held in February. This years event was Parks and Recreation held at the Downtown site and the turn out was more than double than when the event was held at Sportsplex. The feedback from the public was excellent.

140

An Attractive Community Initiative University Drive/Cardinal Road 31 Gateway Park 2014 Community Beautification Award 32 2014

Department(s) Parks and Recreation Development Services

33 Aquatic Complex Entryway 2014

Parks and Recreation

34 Atlantic Boulevard Entryway 2014

Development Services, Parks and Recreation

35 Enhance Litter Removal 2014

Fiscal Year 2015 Annual Budget

36 White Fly Remediation Grants 2014

37 Utility Maintenance 2014

Public Works

Development Services

Public Works Utilities

38 Enhance Recycling Program 2014

Public Works

39 Commercial Recycling Study 2014

Public Works

Mullins Park Revitalization—Phase III (2013-2014) Ongoing

CDBG Action Plan (2011-2014) Ongoing

Median Master Plan (2013-2014) Ongoing

Update as of the Third Quarter Fiscal Year 2014 Status This project has been put on hold due to the State wanting to widen University Dr. We are On Hold waiting to see how that would effect this project. Q3: The awards banquet was held on May 8th and representatives of all winners were present Complete to receive their awards. Contractor has been hired for the concrete work. Finalizing contract for the sails. Using Landscape Contractor that is on City Contract for landscape material. Plans are going to In Progress Building Department for permitting. We also need a DRC review. Contractor hopes to start concrete work by end of July and complete project by end of September. Q3: Staff continues to work w/RW Plaza owner to seek approval of obtaining a sign easement. He is out of the country until end of July but has asked for specific design of what sign would entail using only 2 parking spaces of his property. Staff will update the Commission at an In Progress upcoming workshop, as well as provide the ongoing business plan initiative anticipated for 2015. Labor and equipment are in service. The average cycle time for de-littering 159 miles of right Complete of way is 5.2 days. Q3: The City Commission approved changes to the grant policy, increasing the grant amount for multi-family properties from $2,000 to $5,000. The grant committee has met and recommended funding for 5 of the 7 pending applications. Four grant agreements are In Progress currently being reviewed by the City Attorney’s office and are scheduled for the July 16 City Commission meeting. A total of 22 lift station wet wells were cleaned, 682 water valves inspected, 522 dead end Complete water valves were exercised, and 742 fire hydrants were maintained. Recycling tonnages are up by approximately 100 tons per month when comparing the Complete months of December 2013 to May 2014. Report scheduled for presentation to the Commission at the July workshop.

% Complete 25% 100%

25%

100%

50%

100% 100%

In Progress

90%

The stamped asphalt pathway is completed. The contractor has been hired and is working on the 10 directional signs for the park. Signs should be installed in September. The Press Box is scheduled to be delivered any day. Contractor showed us pictures of it in their warehouse in Parks and Recreation Tampa. In addition we have completed all the black vinyl fencing on the basketball and tennis courts. Contract has been issued to install black vinyl fence on Aiello Football Field. Contractor is installing new ADA Sidewalk into Aiello Field.

In Progress

75%

Q3: NW 85th Avenue Construction and New Sidewalk Study are under construction. Commercial Façade- Colonial Building construction is underway; Andy Plaza Inc. (Coral Springs Diner) grant agreement was approved by the Commission on June 4th. The contractor received a notice to proceed on June 30, 2014. Development Services Five home repair projects funded by CDBG are underway. The Senior Programs and the Youth Scholarship programs are underway. FY2015 Annual Action Plan received a favorable recommendation at the Planning and Zoning Board meeting on June 9. The plan will go before the City Commission on July 16.

In Progress

50%

The Wiles Road medians are completed with the exception of sod on the eastern half of the road. Waiting on the weather to clear so we can get a sod delivery. Work should be completed Parks and Recreation in July. We are over 2/3rds complete on the installation of the new irrigation system on Coral Ridge Dr. south of Atlantic Blvd. City staff is installing the irrigation lines. The pump and all the boring work are completed. Expect to be completed in August.

In Progress

85%

Royal Palm Entryway Construction (2013-2014) Ongoing

Hazardous Waste Collection 2014 Ongoing

Development Services, Q3: Ribbon Cutting was held on Wednesday June 11th. Minor items still pending for 100% Public Works completion. Maintenance will be handled by the contractor for the first year. Public Works

Collection on the first day of the month at the Waste Transfer Station has averaged 200 users. A Monday collection event is scheduled for Labor Day.

Complete

100%

Complete

100%

City of Coral Springs, Florida

141

142

An Innovative, High-Performing Organization Initiative 45 Social Media Plan 2014

46 SharePoint Implementation 2014

47 West Side Master Plan 2014 48 Health and Wellness Program 2014

Fiscal Year 2015 Annual Budget

Employee Wellness and Rewards Strategy 2014

Department(s) Update as of the Third Quarter Fiscal Year 2014 Budget, Strategy and We are reviewing other municipal Social Media Plans, as well as plans that have been Communications developed by the Public Safety sector.

% Complete

In Progress

75%

Request System is now in production. All liaisons have been trained and over 100 requests have already been processed through the system. Needed enhancements have been Information Services identified and we are awaiting proposals for development of these additional features. Additionally, new sites will be proposed to the Steering Committee to decide the next phase of development.

In Progress

50%

Close out meeting is being scheduled with stakeholders with final report issued by fiscal year end.

In Progress

75%

All health screenings have been performed and we have had 10 fitness trainers go through the certification class. All of the work out equipment have been put in the stations.

In Progress

100%

In an effort to influence and promote a healthy lifestyle among employees the City has contracted with Five Points ICT Inc. to conduct a three (3) month “Pilot” Wellness program. The program was launched on May 1stwith with eighty-two participants. Each participant was issued a super-pedometer to track their steps. Those maintaining an average of 5000 steps per day are automatically entered into the weekly sneak rewards drawing. There are also several biometric checks that are required of all participants at the beginning and end of the program. Additional program credits may be earned for attending wellness lunch and learns, participating in the on-site blood draw, and viewing educational e-learning programs. The three month trial will conclude on July 31st, with awards given to the top three (3) teams. All that have achieved 4000 program credits will be entered into a drawing for three $200 gift cards. If deemed successful after the program evaluation, the program will roll out to all interested employees with the new fiscal year.

In Progress

75%

Complete

100%

In Progress

97%

Public Works Fire

Human Resources

Budget, Strategy and New full-time grant coordinator started on February 10th. Communications The staff along with the help CDW, have completed the wired network, voice network and IT Infrastructure Modernization (2013Information Services 90% of the wireless initiative. We expect to be completed with the wireless portion of this 51 2014) Ongoing project by the end of August 2014.

Status

Explore Additional Grant Opportunities 2014

City Branding Phase 52 II—Implementation (2013-2014) Ongoing

The City’s new brand continues to be implemented throughout the City. All departments, except Police and Fire, are now using their new businesses cards and letterhead, work on the Budget, Strategy and entryway sign at Royal Palm and Atlantic is near completion; we have started the process of Communications wrapping the City’s buses; and the City’s fleet is being rebranded as vehicles receive their preventive maintenance service.

Complete

100%

Enterprise Software (2013-2014) Ongoing

The first phase of the CryWolf False Alarm Billing software was implemented. The final testing of VineLight Fire Analysis Software has been completed which will be replacing NFIRS5Alive. Information Services The final testing of the Hiplink Paging Software has been completed. The first stages for the Financial and Payroll migration has been started and data cleanup has been assigned to various users.

In Progress

30%

Internal Auditor (2012-2014) Ongoing

Crowe Horwath has completed their Fuel and Fleet audit. Results will be presented to the City Commission at the August 27 Workshop.

In Progress

50%

City Commission

Summary of Fiscal Year 2015 Initiatives A Family-Friendly Community Community Paramedicine Fire Stations 43 and 95 Additional Patrol Officers CSI Building Renovation Safety Town University Drive LED Street Light Pilot Drowning Prevention (ongoing) Public Safety Dispatch Equipment Upgrade (ongoing) Public Safety Technology Upgrade (ongoing) Multi-cultural Events (ongoing) Teen Political Forum (ongoing)

Fire/EMS Fire/EMS Police Police Parks and Recreation Public Works Fire/EMS , Communications and Marketing Police Information Services Human Resources Human Resources

A Thriving Business Community 40-Year-Old Building Inspections Economic Development Office Center for the Arts Improvements Enhance Fire Inspection Services Business Tax Amnesty Realtors’ Summit Municipal Complex (ongoing) Traffic Management (ongoing) Downtown Redevelopment (ongoing) Electronic Permitting Feasibility Study (ongoing)

Community Development City Manager’s Office Public Works Fire/EMS Development Services Economic Development Office City Manager’s Office Development Services City Manager’s Office Development Services

An Active, Healthy Community NW 40th Street Bike Path Renovation Mullins Gym Roof Replacement Tennis Center Lighting Improvements New Resident Outreach Aquatic Center 50 Meter Pool Design Playground Equipment Replacement (ongoing) Half-marathon and 5K Run/Walk (ongoing) Downtown Pathway (ongoing)

Public Works Public Works Parks and Recreation Communications and Marketing Parks and Recreation Parks and Recreation Parks and Recreation Development Services

City of Coral Springs, Florida

143

An Attractive Community ArtWalk at NW 31st Court Humane Unit Building Design Code Lien Amnesty Program Neighborhood Partnership Program (ongoing) Community Beautification Award (ongoing) Aquatic Complex Entrance (ongoing) Re-Engage for Good (ongoing) CDBG Action Plan (ongoing) Waste Transfer Station Improvements (ongoing) Atlantic Boulevard Entryway (ongoing)

A Professional, High-Performing Organization Communications Survey Misdemeanor Diversion Network Support Realign Volunteer Services Compensation Study Statistical Analysis for Fire/EMS Enterprise Software (ongoing) Electronic Data Back-up and Storage (ongoing) Stormwater Utility Fee Study (ongoing)

144

Development Services Police Development Services Development Services Development Services Parks and Recreation Public Works Development Services Public Works Development Services, Parks and Recreation

Budget, Strategy, and Communication City Attorneyâ&#x20AC;&#x2122;s Office Information Services Human Resources Human Resources Fire/EMS Information Services Information Services Public Works

Fiscal Year 2015 Annual Budget