Proposed Fiscal Year 2015 Business Plan by City of Coral Springs

BUSINESS PLAN FISCAL YEAR 2015 PROPOSED

To:

The Honorable City Commission

From:

Erdal Dönmez, City Manager

Subject:

City Commission Business Planning Workshop

Date:

July 23, 2014

Copy:

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

I am pleased to present to you the proposed Business Plan 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, and final, Business Plan supporting the 20142015 Strategic Plan. Although Fiscal Year 2014 turned out to be a busy and productive year, it was also a year punctuated with respites from the serious business of running a City with fun-filled community celebrations of the City’s 50th Anniversary. Staff, in conjunction with a group of dedicated volunteers, organized and promoted numerous 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 community block party on the actual date of the anniversary, July 10, hosted the Broward Pioneer Days, staged an outdoor concert at Sportsplex, and many others. 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 intentions 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 $1.8 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.

CITY OF CORAL SPRINGS, FLORIDA • OFFICE OF THE CITY MANAGER 9551 W. Sample Rd. • Coral Springs, FL 33065 • 954-344-5906 • Fax 954-344-1043 • edonmez@coralsprings.org

In 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 residen al Solid Waste Assessment will increase by the rate of infla on, 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 single-family homeowner. • There will be NO increase in user fees such as building permits, fire inspec ons, or park fees. 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 24 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. The 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. While the following Business Plan is our “community contract” for the coming fiscal year, we consider it the means to an ongoing dialogue with our residents. Highlights of the 26 new initiatives, as well as 22 ongoing initiatives, contained within the Business Plan include:

• Encouraging business development and redevelopment by implemen ng recommenda ons from the economic development strategic plan is a prominent feature of this Business Plan. We will con nue 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 addi on, the City will work to a ract businesses and increase property values by inves ng in the curb appeal, safety, and educa onal resources of our community. • Construc on of the “Art Walk” along NW 31st Court will begin in August 2014 and con nue throughout FY 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 to meet. • In FY 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 FY 2014 to move this project along. In FY 2015 we will con nue 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 Reduc on (BEAR) programs con nue, the City will add three new Law Enforcement Officers to bring the Patrol Unit to full strength. • Con nue efforts by the Police and Fire Departments to replace the exis ng analog-based public safety emergency dispatch equipment with state of the art technology. • The Fire Department will pilot an innova ve public health treatment and preven on campaign known as Community Paramedicine. • Con nuing to support educa onal 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’ ra ng for ten consecu ve years. • Make needed repairs and upgrades to our Parks and Recrea on facili es including the Mullins Gymnasium, the Tennis Center, and the Aqua c Center. • Con nue the very successful 5K/half marathon. • Celebrate the twenty-fi h anniversary of the City’s Mar n Luther King Jr. observance. • Work toward achieving the goal of recycling 75% of the waste stream by 2020 by offering recycling incen ves and exploring methods of encouraging recycling within the mul -family and commercial sectors. • Con nue to invest in our vital informa on technology infrastructure. • Improve the communica on with our customers by gathering in-depth knowledge on the methods they most prefer to receive informa on from the City. • Implemen ng and upgrading Wi-Fi infrastructure at City facili es and parks. Our Employees Are the Reason for Our Success We rely on our employees to make this plan a reality. 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 in this plan a reality often under difficult conditions/circumstances. In fact, the initiatives outlined in this Business Plan 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.

Respec ully Submi ed,

Erdal Dönmez City Manager 3

Fiscal Year 2015 Business Plan

The City of Coral Springs

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

City Commission Mayor Vincent M. Boccard Vice Mayor Larry Vignola Commissioner Claudette Bruck Commissioner Dan Daley Commissioner Tom Powers Business Planning Team Robert Goehrig, Director of Budget, Strategy and Communications Liliana Alvarez, Senior Financial Analyst Laurie Bishara, Senior Financial Analyst Chelsea Stahl, Senior Financial Analyst Sherri Toops, Senior Financial Analyst Kristin Holowicki, Grant Coordinator Rita Radziwon, Budget Analyst Yanell Sanchez, Principal Office Assistant

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

Proposed July 23, 2014

Cover design by Christine Parkinson Jahrsdoerfer

City of Coral Springs, Florida

Table of Contents Introduc on ..........................................................................................................................................9 Market Environment ...........................................................................................................................10 Overview ......................................................................................................................................10 Real Estate Trends ........................................................................................................................12 Economic Development ...............................................................................................................13 Downtown Coral Springs ..............................................................................................................14 Workforce Analysis .......................................................................................................................14 Legisla ve Issues ..........................................................................................................................15 Emerging Issues ............................................................................................................................16 Demographic Trends ....................................................................................................................17 Business Survey Summary ..................................................................................................................21 Service and Opera ons Strategy ........................................................................................................27 A Family-Friendly Community .............................................................................................................28 New Ini a ves..............................................................................................................................28 Community Paramedicine .....................................................................................................28 Fire Sta ons 43 and 95 ..........................................................................................................29 Addi onal Patrol Officers ......................................................................................................29 CSI Building Renova on ........................................................................................................29 Safety Town ...........................................................................................................................30 University Drive LED Street Light Pilot ..................................................................................30 Ongoing Ini a ves .......................................................................................................................30 Drowning Preven on (2007-2015) ........................................................................................30 Public Safety Dispatch Equipment Upgrade (2013-2015) .....................................................30 Public Safety Technology Upgrade (2013-2015)....................................................................31 Mul -cultural Events (1995-2015) ........................................................................................31 Teen Poli cal Forum (2008-2015) .........................................................................................31 A Thriving Business Community..........................................................................................................32 New Ini a ves..............................................................................................................................32 40-Year-Old Building Inspec ons...........................................................................................32 Economic Development Office ..............................................................................................32 Center for the Arts Improvements ........................................................................................32 Enhance Fire Inspec on Services ..........................................................................................33 Business Tax Amnesty ...........................................................................................................33 Realtors’ Summit ...................................................................................................................33 Ongoing Ini a ves .......................................................................................................................34 Municipal Complex (2007-2015) ...........................................................................................34 Traffic Management (2010-2015)..........................................................................................35 Downtown Redevelopment (2013-2015) ..............................................................................36 Electronic Permi ng Feasibility Study (2014-2015) .............................................................36 An Ac ve, Healthy Community ...........................................................................................................37 New Ini a ves..............................................................................................................................37 NW 40th Street Bike Path Renova on ..................................................................................37 Mullins Gym Roof Replacement ............................................................................................37 Tennis Center Ligh ng Improvements...................................................................................38 New Resident Outreach ........................................................................................................38 Aqua c Center 50 Meter Pool Design ...................................................................................38 Ongoing Ini a ves .......................................................................................................................39 Playground Equipment Replacement (2012-2015) ...............................................................39 Half-marathon and 5K Run/Walk (2013-2015) ......................................................................39 Downtown Pathway (2012-2015)..........................................................................................39

Fiscal Year 2015 Business Plan

An A rac ve Community....................................................................................................................40 New Ini a ves..............................................................................................................................40 Art Walk ................................................................................................................................40 Humane Unit Building Design ...............................................................................................40 Code Lien Amnesty Program .................................................................................................41 Ongoing Ini a ves .......................................................................................................................41 Community Beau fica on Award (2014-2015).....................................................................41 Neighborhood Partnership Grants (2014-2015) ...................................................................41 Aqua c Complex Entrance (2013-2015)................................................................................42 Re-Engage for Good (2013-2015) ..........................................................................................42 CDBG Ac on Plan (2011-2015) .............................................................................................42 Waste Transfer Sta on Improvements (2014-2015) ............................................................43 Atlan c Boulevard Entryway (2013-2015).............................................................................43 An Innova ve, High-Performing Organiza on ....................................................................................44 New Ini a ves..............................................................................................................................44 Communica ons Survey........................................................................................................44 Misdemeanor Diversion ........................................................................................................44 Network Support...................................................................................................................45 Realign Volunteer Services ....................................................................................................45 Compensa on Study .............................................................................................................45 Sta s cal Analysis for Fire/EMS ............................................................................................45 Ongoing Ini a ves .......................................................................................................................46 Enterprise So ware (2013-2015) ..........................................................................................46 Electronic Data Back-up and Storage (2013-2015) ................................................................46 Stormwater U lity Fee Study (2014-2015)............................................................................46 Measuring Results ...............................................................................................................................47 Fiscal Year 2014 KIO Summary .....................................................................................................47 Fiscal Year 2014 Ini a ve Summary .............................................................................................48 Summary of Fiscal Year 2015 Ini a ves .......................................................................................55

City of Coral Springs, Florida

Tables and Illustrations Introduc on Market Environment Yield Curve May Indicate Future Economic Growth .....................................................................10 Business Environment is Healthy - Unemployment Rates Recovering .........................................11 Future is Uncertain - CPI Bears Watching .....................................................................................11 Recovery is not Robust - Percent Change in GDP Urges Cau on..................................................11 Median Single-Family Home Sales Prices in Broward County ......................................................12 Coral Springs Proper es in Some Stage of Foreclosure................................................................13 Popula on age .............................................................................................................................17 Popula on trends .........................................................................................................................17 Growing Hispanic Popula on .......................................................................................................17 Place of birth ................................................................................................................................18 Top 10 Ethnic Groups for Foreign Born Popula on ......................................................................18 Top 10 Ethnic Groups by First Ancestry Reported ........................................................................18 Language spoken at home ...........................................................................................................19 Housing ........................................................................................................................................19 Majority of housing units were built between 1970-1999 ...........................................................19 School enrollment (age 3 and older) ............................................................................................19 Commute me to work ................................................................................................................20 Income .........................................................................................................................................20 Popula on below poverty level....................................................................................................20 Business Survey Summary Overall Quality of Services Provided by the City ..........................................................................21 Business Survey: Bo om line up front .........................................................................................21 Overall Ra ngs of Customer Service ............................................................................................21 Reasons Why Businesses Decide to Locate to Coral Springs ........................................................22 Likelihood of recommending City as a business loca on to friends, family and co-workers ......23 Overall Business Atmosphere Ra ng............................................................................................23 Best Ways for the City to Communicate with Businesses ............................................................23 Are Businesses Interested in Conduc ng Business with the City On-Line? ..................................24 Ra ngs of City Property Taxes Compared to Other Communi es ...............................................24 Ra ngs of City Property Taxes ......................................................................................................24 Service and Opera ons Strategy City of Coral Springsâ&#x20AC;&#x2122; Business Model ..........................................................................................27 A Family-Friendly Community Key Intended Outcomes ...............................................................................................................28 A Thriving Business Community Key Intended Outcomes ...............................................................................................................32 2015-2016 Short-Range Transporta on Improvement Plan ........................................................34 Long-Range Transporta on Improvement Plan............................................................................35 An Ac ve, Healthy Community Key Intended Outcomes ...............................................................................................................37 An A rac ve Community Key Intended Outcomes ...............................................................................................................40 An Innova ve, High-Performing Organiza on Key Intended Outcomes ...............................................................................................................44

Fiscal Year 2015 Business Plan

Introduction The Strategy Behind the Plan The Business Plan outlines how City resources will be applied within our five priority areas to achieve the objectives determined by the Strategic Plan. This Business Plan represents the second year in the current strategic planning process. Our strategic planning delivers a mission and a set of strategic priorities that provide vision and direction for the City. While it has evolved over the years, true to the spirit of continuous improvement, it is still the linchpin in linking our day-to-day activities with the mission that we aspire to achieve. We often say the Business Plan gives “feet” to our priorities and Key Intended Outcomes, as well as establishes a structure for resource allocation. With the strategic priorities set—and appropriate outcomes identified—the operations of the City are reviewed and redeployed to bring the strategic vision to life. Specific initiatives are developed in response to the priorities identified in the Strategic Plan. This Business Plan is an outgrowth of the strategic priorities, capturing the City’s vision in a specific, directed, and quantifiable form. The Market Environment section is the result of an environmental scan performed prior to the strategic planning process. It is presented in its complete form in the Strategic Planning Workbook and then updated and summarized here in the Business Plan. We look at local demographic and economic market forces to identify emerging issues and items of concern to our residents. Direct customer feedback is solicited through surveys, focus groups, and town meetings, which becomes the basis for the Commission’s strategic planning. Our Service and Operations Strategy is organized by strategic priority to document the steps we are taking to achieve the intended outcomes for each of the priority areas. Key Intended Outcomes, set by the Commission, are the measurable results we intend to achieve.

City of Coral Springs, Florida

Market Environment Overview While the economy is growing slowly, it continues to gain steam and the momentum is expected to continue. The steady rise in the Index of Leading Economic Indicators and strong consumer demand, driven by increased employment and growth in disposable income, has convinced economists the economy will heat up in the second half of 2014. In fact, GDP is expected to grow by 3.3% in the second quarter of 2014 which is a welcome change from the 1.9% growth in GDP for all of 2013. In fact, economists are expecting GDP growth to be in the 3% range through 2017. Economic sentiment has improved to the point where all economic indicators are now pointing in a positive direction. The national unemployment rate fell to 6.1% in June which is the lowest rate since 2008 and inflation continues to trend below the Fed’s target rate of 2%. The consumer confidence index (1985 = 100) improved three points between May (82.2) and June (85.2) of this year to its highest level since January 2008. While consumer spending has averaged a 2.2% growth rate between 2009 and 2013, consumer spending grew by 3.3% in the first quarter of 2014. This trend of 3% plus growth is expected to continue through 2017. Even the U.S. Department of Energy is predicting that gasoline prices will decline “a few pennies” in 2015. In our previous Environmental Scan we cautioned that political and policy uncertainty at the national level had the potential to dampen the lackluster economic recovery which in turn could negatively impact the City’s financial health. During the past year, however, the Federal budget and debt ceiling agreement and the Federal Reserve’s decision to reduce its bond purchase program, known as Quantitative Easing, provided the market with a degree of comfort that a sustainable economic

recovery was not only possible but probable. The stock market responded with a 20% increase in the Dow over the past year. In fact, the stock market is up more than 150% since the low in March 2009. Perhaps due to the slow nature of this economic recovery, experts are cautious, sprinkling their growth forecasts with caveats. In recent congressional testimony, Federal Reserve Chair Janet Yellen said “although the economy continues to improve, the recovery is not yet complete.” The fly in the ointment is the recent tendency of employers to hire parttime and temporary employees rather than full-time help which limits income growth. Of most concern is the labor underutilization rate (commonly referred to as “U-6”). U-6 includes the unemployed who are looking for work as well as discouraged workers (i.e., those who have stopped looking for work). Nationally, this figure stands at 12.3% or nearly twice the unemployment rate. The number of discouraged workers in Florida remains stubbornly high due to the large number of workers previously employed in the construction industry who have not been able to secure employment since the housing bubble burst. Although most economists agree that business is basically healthy, we would be remiss if we ignored the potential dangers identified in the Environmental Scan. Therefore, the City will adopt an optimistic yet cautious attitude toward the economy. This is an important distinction because it will guide our financial strategy of projecting a moderate growth philosophy while at the same time taking steps to protect ourselves if the economic recovery is not as strong as hoped.

Yield Curve May Indicate Future Economic Growth 4.00% 3.50%

Historically, the yield curve has had some predictive power for the US economy. A flattening of the curve tends to foretell slower economic growth, while a greater curving, such as the 3/11/2014 data shows, may be a sign of future growth.

3.00% 2.50% 2.00% 1.50% 1.00% 0.50% 0.00% 3 Month

6 Month

1 Year

2 Year

3/12/12

3/11/13

5 Year

10 Year

3/11/14

Fiscal Year 2015 Business Plan

30 Year Source: US Department of Treasury, Daily Treasury Yield Curve Rates

Business Environment is Healthy - Unemployment Rates Recovering 12%

11.2%

10%

8.5%

10.5%

9.5%

8.9%

8.9% 8.8%

8.7% 8.1%

8.5%

7.6% 7.5%

7.6% 5.1%

5.0%

3.3%

3.4%

2% 0%

6.8%

5.4%

6.3% 5.7%

4.7%

4.6%

4.1% 3.3%

3.2%

2006

2007

2008

2009

2010

Coral Springs

2011

National

2012

2013

May-14

Florida

The unemployment rate fell to 6.1 percent in mid-2014, the lowest since September 2008 when the financial crisis struck full force. Consecutive months of job gains make it clear that the US economy is moving back to full health.

Source: FL Dept of Economic Opportunity - Labor Market Statistics

Recovery is not Robust - Percent Change in GDP Urges Caution 5.0% Bad weather hit much of the US in early 2014, providing a significant drag on the economy, but this was seen as a temporary contraction. Midway through 2014, the economy is still expanding according to The Conference Board Leading Economic Index for the US and may pick up in the second half of the year.

4.0% 3.0% 2.0% 1.0% 0.0% Ͳ1.0%

Q1 2012

Q2 2012

Q3 2012

Q4 2012

Q1 2013

Q2 2013

Q3 2013

Q4 2013

Q1 2014

Ͳ2.0% Source: US Bureau of Economic Analysis

Ͳ3.0%

Future is Uncertain - CPI Bears Watching 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% 2004

2005

2006

2007

2008

2009

2010

2011

2012

2013 AprͲ14

Ͳ1.0% MIA/FL

City of Coral Springs, Florida

The Fed has kept interest rates at historic lows. The focus has been to let the economy gather strength. Inflation, as indicated by the change in the CPI (Consumer Price Index), may become a concern if it exceeds the central bank’s 2 percent target. With an escalating situation in Iraq, a major world oil producer, inflation is expected to push higher in the coming months, posing a potential threat to the City’s ability to forecast and manage expenditures. Source: Bureau of Labor Statistics

In April 2014, cash sales in Broward accounted for 39% of all closed sales of single-family homes and 75% of all closed sales of townhouses/condos. These percentages indicate that investors (hedge funds, foreign investors, high net-worth buyers) still play a significant role in the market and, specifically, in the steady increase in sale prices over the past year.

Real Estate Trends For Fiscal Year 2015, the City’s total taxable assessed value increased 5.35%. This is the third year in a row that values have gone up, following a 4.08% increase last year and a 1.22% increase in the City’s first year of recovery. This increase in values means one of the City’s primary revenue sources, ad valorem taxes, will increase. However, compared to the surrounding municipalities, Coral Springs is lagging. The average increase for all of Broward County was 7.24%. and the City’s non-residential values have seen virtually no growth since 2009.

At the local level, Coral Springs median sales prices for the first quarter of 2014 were $320,000 for single-family homes and $86,000 for condos. New Residential Development In December 2012, the City Commission approved a change in land use on the former Broken Woods Golf Club to allow for 436 new residential units. City staff worked closely with the property owner to ensure that the maximum amount of buffering would be provided between the proposed development and those properties currently abutting the property. On the north parcel of Broken Woods, the developer has proposed 188 single-family, zero-lot line homes, while on the south parcel, 80 townhomes and 168 three-story, multi-family units are proposed. The developer is currently undergoing site plan review, and construction on this development could commence in late 2014.

Housing Recovery After several years of reduced inventory following the realestate market crash, the current residential real estate market in Broward County is experiencing an increased inventory. According to a FloridaRealtors® recent article, “In April, prices continued to rise, which has two effects on the market. One is that potential sellers are now becoming actual sellers, and secondly, fewer homes are underwater. Also, an uptick in inventory indicates an equal opportunity for buyers and sellers.” According to the Greater Fort Lauderdale Realtors® Monthly Market Summary for April 2014, there has been a 41.2% increase in inventory (active listings) in Broward County, compared to April 2013. Even as the inventory increases, the average percent of original price received for closed single-family sales remained very high at 95% of the listing price in April 2014, with a median 36 days on the market.

Thirty-six new single family homes have received their certificate of occupancy and have been purchased by new homeowners on the La Placida site now called Daniela Springs. Development of this site also included a pocket park along the north side of the project along La Placida Drive.

The median sale price of single-family homes in Broward County was $273,000 in April 2014, an increase of 9% from the year before. Likewise, the median sale price of condos increased to $120,000, over 14% higher than April 2013.

In summer of 2014, the owners of Coral Springs Country Club proposed building 255 high-rise units on the northern portion of the golf course property fronting Sample Road. The project will also include redevelopment of the golf course clubhouse, tennis courts, and parking. Construction is expected to begin in 2015.

Median Single-Family Home Sales Prices in Broward County $300,000 $280,000 $260,000 $240,000 $220,000 $200,000 $180,000 $160,000 $140,000 $120,000

Fiscal Year 2015 Business Plan

MayͲ14

JanͲ14

MarͲ14

NovͲ13

SepͲ13

JulͲ13

MayͲ13

MarͲ13

JanͲ13

SepͲ12

NovͲ12

JulͲ12

MayͲ12

JanͲ12

MarͲ12

NovͲ11

SepͲ11

JulͲ11

MayͲ11

MarͲ11

$100,000 Source: Greater Ft. Lauderdale Realtors Monthly Market Summary reports

Coral Springs Properties in Some Stage of Foreclosure p

5,000 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0

Source: CoreLogic RealQuest

Resolving Foreclosures

Economic Development

The number of residential properties in some stage of foreclosure peaked at nearly 5,500 in May 2010. Since then the figure has dropped to 2,017 as of April 2014 (394 real estate owned; 937 pre-foreclosure; 686 auction) - a 63% decrease. Specifically, the number of initial filings (lis pendens) has been steadily declining, while the number of final judgments (auctions) and REOs is increasing, as the cases move through the legal system. The City expects residential foreclosures will continue to decline during 2014, enabling a stabilization of the housing market.

The City of Coral Springs is embarking on a new path for economic development. Based on the findings and recommendations of a recently completed Economic Development Strategic Plan, the City will terminate its agreement with the Coral Springs Economic Development Foundation (EDF) and create an Economic Development Office as a City function.

Vacancies Start to Fill Up The non-residential real estate cycle started its decline later than the housing market and is expected to follow the housing market to recovery. Vacancy is a good barometer for the economy and the City expects to begin filling up the empty spaces. This is particularly true for retail, with industrial to follow. Over the last two years, the City has attracted major national and regional retailers including Marshalls, Sports Authority, Buca Di Peppo, BJ’s Brewhouse, Bravo Supermarket, and Brass Tap. Scheduled to open in summer 2014 are BJ’s Wholesale Club, and Dick’s Sporting Goods at the corner of Atlantic Boulevard and Riverside Drive. With the addition of SteinMart and Hobby Lobby, nearly all of the “big box” spaces within the City have been filled. There are a few projects on the horizon that may have a large impact on the City’s nonresidential market in 2014, including three potential largescale development projects in the Corporate Park. Business development continues to grow with 320 new business tax receipts issued since October 2013.

In keeping with its responsibility to establish strategic priorities and policies, the City contracted with Angelou Economics, Inc. in September 2013 to do a comprehensive assessment of the City’s current and projected economic environment. The assessment laid out a long term strategy to address the needs of the entire City to assure continued economic health and tax base expansion. On May 28, 2014 Angelou Economics presented its Strategic Recommendations Report to the City Commission. The recommendations were grouped into the following four priorities • Priority 1 Creating a culture for Coral Springs for the next 40 years • Priority 2 Create entrepreneurial opportunities • Priority 3 Develop target industry clusters by repositioning the Corporate Park as an asset to retain, attract, and recruit new employers • Priority 4 Bring economic development within the City government Angelou Economics recommended that economic development be transferred to the City in order to ensure the resources are available to develop and implement a detailed work plan. With this move, the City can assure greater fiscal controls and efficiencies in order to realize the recommendations and associated tasks set forth in the Strategic Plan. The agreement between the EDF and the City will be terminated as of September 30, 2014.

City of Coral Springs, Florida

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 function 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.

Downtown Coral Springs Downtown Coral Springs is within the Coral Springs Community Redevelopment Area (CRA) which contains approximately 136 acres within the vicinity of the Sample Road and University Drive intersection. The most prominent buildings dominating this area were originally built based on a suburban model, as stand-alone buildings. The goal now is to re-develop this area into a cross-connected, attractive, and vibrant downtown that serves as the functional and symbolic center of the City. The CRA works to achieve this goal by preparing the downtown area for private investment and redevelopment. The CRA’s redevelopment plan calls for converting the Downtown into a true destination that is walkable and makes visitors want to stay a while, providing a sense of place. Its initiatives are focused on infrastructure improvements, increasing opportunities for redevelopment in the downtown area, improving communication with business owners and residents of the downtown area, and reducing commercial vacancies.

Workforce Analysis The latest organization survey was conducted during December 2013. Participation in the survey was open to all fulltime and part-time employees. For purposes of this analysis, full-time and part-time results were combined for all questions. A total of 483 (437 full-time, 40 part-time, and 6 did not specify) employees completed surveys in 2013. This was one of the largest response rates since the City began administering employee satisfaction/engagement surveys. Overall employee satisfaction remains high at 95% (46% of which selected the top box score “strongly agree”), slightly up from the 2012 survey results but consistent with surveys conducted during the last several years. The average score for each category from the most recent survey are noted below: • Strategic Direction 95% • Equipment and Resources 90% • Leadership and Managerial Effectiveness 89% • Work Environment 90% • Empowerment 87% • Communication 86% • Professional Development 90%

Much of the groundwork has been laid. Broward College opened a satellite center at the northwest corner of Sample and University in October 2012. Many infrastructure improvements have been enumerated and prioritized, including right turn lanes, traffic light mast arms and bus shelters. In May 2013, the City and the CRA, working with the Urban Land Institute, convened a TAP (technical assistance panel) to discuss and give advice on the southwest quadrant of the Sample Road/ University Drive intersection. The TAP specifically addressed the placement of the new municipal complex, as well as housing, parking, redevelopment, and future land use for this area.

• Employee Recognition 81%

For Fiscal Year 2015, the City and the CRA will implement pivotal Business Plan initiatives, such as the Downtown Pathway and the Art Walk, to lay the foundation for future progress. The demolition of City Hall South in June 2014 continues the momentum toward a new Municipal Complex that will be a catalyst for the revitalization of Downtown Coral Springs.

• Work Environment 83%

Since the onset of the 2012 survey, the City has continued to monitor an internal employee engagement index. The engagement index includes questions from five different categories and provides a comprehensive view of subjects that are tied to employee engagement levels. The combined overall engagement rating remains at 87%, this correlates with the City’s consistently high employee satisfaction levels. The average scores for the categories within the engagement index are noted below:

• Empowerment 83% • Leadership and Managerial Effectiveness 96% • Professional Development 91% • Employee Recognition 84% Data Segmentation The survey results were segmented and reviewed for variations based on tenure, position level, work environment and employment status. No significant deviations were identified.

Fiscal Year 2015 Business Plan

Conclusions/Actions

Legislative Issues

Citywide survey results are communicated internally following a preview with the City Manager and senior management team. Meetings are facilitated annually by Human Resource Partners through each Department Director to share feedback from the current year and review survey trend data. Based on departmental feedback, Human Resources will facilitate employee focus groups as needed for employees to provide more in-depth feedback and opportunities for improvement. Human Resources A combined survey for all support service functions including Financial Services, Risk Management, Human Resources and Information Services was administered in September 2013. The human resources quality rating of 96% (41% of which selected the top box score “strongly agree”), continues to be a positive indicator of overall performance. Eight- one percent of employees were satisfied with the City’s benefits package, which is lower than similar feedback received 2012. Three other key department measures showed slight variability, but still remained high:

The City is most concerned about legislation that will weaken its home rule authority or impose mandates on the City without a corresponding funding source. The following issues reflect the legislative challenges that require attention of the City staff and clear direction to staff through the strategic and business plan. Communication Services Tax Revisions have been made to the definition of “information services” to clarify that such services which allow data to be generated, acquired, stored, processed, or retrieved and delivered by an electronic transmission to a purchaser where the primary purpose for the transaction is the processed data or information be excluded from the definition of “communication services” and are not subject to state and local communications services taxes. The bill has no fiscal impact on local governments and no direct economic impact on the private sector. The bill has been approved by the Governor on May 12, 2014 and is effective July 1, 2014. Local Government Pension Reform

• Liaison Services 92% (top box strongly agree of 39%) • Wellness Satisfaction (same for 2013) 91% (top box strongly agree of 32%) • Training Applicability 88 % (top box strongly agree of 21%) Future Staffing Needs The City continues to monitor projected turnover from anticipated retirements among the police, fire and other City departments. Recruitment is ongoing for Law Enforcement Officers and Law Enforcement Trainees. Turnover not attributed to retirement continues to remain low and all vacancies continue to be re-evaluated prior to initiating recruitment processes. The City continues to carefully manage attrition levels and looks for new ways to re-organize employee groups more effectively to support operational demands.

The proposed amendments specified how insurance premium tax revenues must be used in both police and firefighter pension plans. The pension reform sought to revise the legislation by requiring all firefighter pension plans to meet the requirement of Chapter 175, F.S. and police officer pensions to meet the requirements of Chapter 185, F.S. The reform also sought to increase the percentage of average final compensation from 2.0% to 2.75% and clarifies that a maximum of 300 overtime hours may be included for calculating municipal police plan benefits. In addition to, there were also proposed changes to the Florida Retirement System which included extending the vesting period for members enrolled in the pension plan from 8 years to 10 years. The bill also extends the disability vesting period for non-duty disability from 8 to 10 years. However, benefits of current members and retirees would not be affected by the provisions. Although the bill passed the Senate, it was not voted on in the House of Representative. The proposed provisions to the Florida Retirement System passed the House of Representative. However, it was not voted on in the Senate. Emergency Communication – E911 Fee Revisions have been made to the Emergency Communications Number E911 System to allow for collection of the E911 fee on prepaid phones. Under current law, the Emergency Communications Number E911 Act imposes a monthly fee of no more than $0.50 on voice communication services. The proposed revision sets the E911 fee at $0.40 per month, while retaining a cap of $0.50. The E911 fee funds costs incurred by local government to install and operate 911 systems as well as reimburse wireless providers for costs incurred to provide 911 or E911 services. The bill has been approved by the Governor on June 20, 2014 and is effective on July 1, 2014.

City of Coral Springs, Florida

Low Interest Energy Loans

Emerging Issues

The Department of Agriculture and Consumer Service (DACS) proposed energy bill, HB 7147, has been approved by the Governor on June 13, 2014 and will become effective on July 1, 2014. Among other things, the bill gives local governments, with populations over 100,000, the ability to access $193 million dollars in federal grants for renewable energy projects through the Qualified Energy Conservation Bond (QECB) program. Under the bill, the Department of Agriculture and Consumer Services will distribute issuance capacity to cities and counties based on the percentage of total state population. For instance, if a municipality has a population of 150,000 and the state has 1.5 million residents, then the state must allocate 10% of its QECB issuance capacity to the municipality. The bill gives authorization for DACS to post location and pricing information for alternative fuel and electric vehicle charging stations on its website. Furthermore, the bill also removes the Solar Rebate Program and the Florida Energy Star Residential HVAC Rebate Program, an incentive program aimed at encouraging homeowners and businesses to install solar energy systems.

Red Light Camera Program Implemented in 2012, the Cityâ&#x20AC;&#x2122;s Red Light Camera program was designed to deter drivers from running red lights and reduce serious collisions at dangerous intersections in the City. Since the installation of eight cameras at six intersections, the City has seen a decline in the number of accidents due to changes in driver behavior. A multitude of attempts were made throughout the 2014 Legislative Session to water down revenues collected from red light camera infractions and none of the bills were passed. Charter School Funding No legislation addressed the stability of Charter School funding. However, Public Education Capital Outlay (PECO) was given a more stable funding source by shifting a sales tax on electricity to gross receipts. Charter Schools received $75 million of the Stateâ&#x20AC;&#x2122;s PECO funds, $15 million less than the year before. The PECO program provides funding for capital outlay projects for schools that meet certain criteria set forth by state statute. Texting While Driving A bill that would have established texting and driving as a primary offense never received a hearing in the House or Senate as did a bill that would have banned all cell phone use by minors while operating a vehicle. However, a bill that would have deemed causing the death of a human or viable fetus while texting and driving a manslaughter offense did make it all the way to before the House and through one committee in the Senate only to fail. Commercial Recycling In 2008, the Florida Legislature first established a new statewide recycling goal of 75% to be achieved by 2020. With the help of an experienced consultant, the City conducted a survey of commercial businesses in Coral Springs to evaluate their recycling practices which resulted in the creation of a strategic plan. Commercial Recycling represents 19% of the total waste generated in the City. The baseline recycling rate for the commercial sector is 23%. Approximately 80% of currently disposed commercial waste is recyclable or compostable. To achieve the goal of achieving a 75% City-wide recycling rate by 2020, the City of Coral Springs will address the challenges that businesses face in implementing effective recycling efforts. Staff will continue to research the benefits of incentives versus mandates and the effect of education and outreach practices for local businesses.

Fiscal Year 2015 Business Plan

Demographic Trends

Population trends

American Community Survey

100% 90%

The U.S. Census Bureau’s Decennial Census provides actual counts of population and housing units every ten years, with the most recent one conducted in 2010. In 2014, the 2010 Decennial Census still remains the best source for reporting basic demographic data, such as population counts, age and race/ethnicity, along with housing unit counts, occupancy and tenure. While the Decennial Census Survey provided an array of other socioeconomic data in the past, that practice was discontinued after the 2000 Census and replaced in 2005 by an annual survey called the American Community Survey (ACS). While the ACS does provide more timely data, it has a reduced sample size and greater sampling error. The ACS collects annual survey information continuously nearly every day of the year through a questionnaire mailed to a sample of households, and then aggregates the results over a specific time period. The ACS data is provided as 1-year, 3-year and 5-year estimates. The 5-year estimate is considered the most reliable socio-economic/demographic dataset. The analysis below uses the best available data for each category, as sourced throughout. Where appropriate, trending was done using the 2000 Census data, along with the 2005-2009 ACS 5-year estimates (earliest 5-year estimates available from the ACS) and 2008-2012 ACS 5-year estimates (most recent estimates available from the ACS). A number of trends are worth monitoring as they may indicate the need for a new mix of services. Some trends include the increase in the proportion of residents over the age of 65, the decrease in proportion of school age residents, the rise in college students, and the growing number of multilingual residents. Population In the State of Florida, the most accurate municipal level population estimates in the intercensal years are produced by the University of Florida’s Bureau of Economic and Business Research (BEBR). According to the BEBR’s 2013 estimates, the City of Coral Springs had a population of 122,994, a slight increase over the 2010 Census estimate of 121,096. The 2010 Census reported the gender distribution as 52% female and 48% male. The median age was 36.5 years. Population under

Population age

7.0% 8.8%

6.0% 14.1%

80% 70%

28.4%

60%

7.9% 20.5%

28.1% 23.6%

50% 40%

24.9%

21.2%

21.4%

30% 20%

23.8%

20.8%

10% 0%

7.1%

6.9%

5.8%

1990

2000

2010

18 made up 27% of the City’s total population, while senior population (age 65 and over) made up only 8% of the City’s total population. While Coral Springs is a “young” community, especially when compared to Broward County and the United States, there has been some “aging” of the population over the past 20 years. Population under 18 years old has decreased its share of total population by roughly 14% since 1990, while the “baby boomers” group grew significantly – age group 50-64 increased its share of the population by over 130% since 1990. Race and Ethnicity The 1990-2000 comparison of the City’s racial/ethnic make-up shows an increasingly diverse community: This significant change over the past twenty years is best reflected in the growth of the minority population which reached 48% of the City’s total population in 2010, compared to only 13% in 1990. African-American (Non-Hispanic) population has grown considerably, from only 3.2% of the City’s total population in 1990 to 17.1% in 2010. While the minority population as a whole has increased in the past 20 years, it is the Hispanic population that has seen the greatest growth – its share of the City’s total population grew from 7.1% in 1990 to 23.5% in 2010, an increase of 231%.

Growing Hispanic Population Under 5 Age 65+ 5.8% 7.9%

Age 50-64 20.5%

100% Hispanic or Latino

90%

Age 5-17 20.8%

Non-Hispanic Other Non-Hispanic Black

80% 70% 60% 50% 40% 30%

Age 35-49 23.6%

Age 18-34 21.4%

Non-Hispanic White

20% 10% 0% 1990

City of Coral Springs, Florida

2000

2010

Households and Families

Top 10 Ethnic Groups for Foreign Born Population

The 2010 Census reported there were an estimated 41,814 households in the City, with the average household size of 2.9 people. Families made up 78% of the City’s households (higher than Broward County’s 63% and the nation’s 66%). This figure includes both married-couple families (55%) and “other” families – female householder, no husband present (17%) and male householder, no wife present (6%). Family households with children accounted for 40% of total households in Coral Springs (higher than Broward County’s 29% and the nation’s 30%). The average family size was 3.3 people. Most of the nonfamily households were people living alone. Nativity and Foreign Born The 2008-2012 ACS estimate reports that 73% of the people living in Coral Springs were native residents of the United States. Thirty percent of these residents were born in Florida. Twenty-seven percent of the people living in Coral Springs were foreign born. Of the foreign born population, 53 percent were naturalized U.S. citizens and 97.5 percent entered the country before the year 2010.

Total

% of Population

Jamaica

4,406

3.6%

Colombia

4,201

3.4%

Haiti

3,711

3.0%

Peru

1,669

1.4%

India

1,427

1.2%

Brazil

1,380

1.1%

Venezuela

1,161

0.9%

Trinidad and Tobago

1,094

0.9%

Dominican Republic

1,083

0.9%

Cuba

1,063

0.9%

Top 10 Ethnic Groups by First Ancestry Reported Total

% of Population

10,038

8.2%

Irish

7,670

6.3%

German

7,223

5.9%

Haitian

5,778

4.7%

Italian

Place of birth Percentage of Foreign Born

Percentage of Native Born

100% 90% 80% 70% 60% 50% 40% 30%

Jamaican

5,393

4.4%

American

4,824

3.9%

Russian

4,530

3.7%

English

4,116

3.4%

Polish

3,447

2.8%

French (except Basque)

1,847

1.5%

20% 10%

Geographic Mobility

0% 2000 Census

2005-2009 ACS Estimate

2008-2012 ACS Estimate

Eighty-five percent of the people at least one year old living in Coral Springs were living in the same residence one year earlier. Those who do move tend to stay in Broward County. Language

While foreign born residents of Coral Springs come from different parts of the world, a great majority (75%) were born in Latin America, 13 percent in Asia, and 8 percent in Europe. It is important to note that two of the top three ethnic groups for foreign born population are the West Indies’ countries of Jamaica and Haiti. Although foreign born population is dominated by Latin American nationalities, the most prevalent ancestry is still European, as noted in the table below.

Among people at least five years old living in Coral Springs, roughly one-third (34%) spoke a language other than English at home. One-fifth (20%) of residents over the age of five spoke Spanish, while 10 percent spoke an Indo-European language. One-third (33%) of those who spoke a language other than English at home reported that they did not speak English “very well”. The number of multilingual residents has increased, though the number and percentage that report they did not speak English “very well” has decreased since the early 2000’s.

Fiscal Year 2015 Business Plan

The 2008-2012 ACS provides additional characteristics of occupied housing units. Eighty-one percent of the owner occupied housing units had a mortgage. Roughly 2 percent of all occupied households did not have telephone service. Five percent had no vehicle available and 21 percent had three or more available.

Language spoken at home 100% 90% 80% Other languages

70%

Asian and Pacific Islander

60% 50%

Other Indo-European

40%

Spanish

30%

English only

Housing Costs The median monthly housing costs for mortgaged owners was $2,281, nonmortgaged owners $690, and renters $1,310. Fifty percent of owners with mortgages, 20 percent of owners without mortgages, and 62 percent of renters in Coral Springs spent 30 percent or more of household income on housing.

20% 10% 0% 2000 Census

2005-2009 ACS Estimate

2008-2012 ACS Estimate

Education

Housing Characteristics The 2010 Census reported a total count of 45,433 housing units in Coral Springs - 92 percent were occupied and 8 percent were vacant. Among the occupied housing units, 65 percent were owner-occupied and 35 percent were renter-occupied.

The total school enrollment in Coral Springs was approximately 39,000. Nursery school and kindergarten enrollment was 3,700 and elementary through high school enrollment was approximately 24,500 children. College or graduate school enrollment was 10,700.

Housing Percentage of Occupied

Ninety percent of people 25 years and over had at least a high school diploma or completed some level of college: 24 percent had a high school diploma only, 10 percent had an associate degree, 35 percent had a bachelorâ&#x20AC;&#x2122;s degree or higher, 23 percent had some college but no degree. Seven percent had not received their high school diploma.

Percentage of Vacant

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

School enrollment (age 3 and older) 50%

Percetage of Nursery School, Preschool

45% 40%

Percentage of Kindergarten

35% 30% 2000 Census

2005-2009 ACS Estimate

2010 Census

25%

2008-2012 ACS Estimate

20% 15%

According to the 2008-2012 ACS, close to 90% of all housing units in Coral Springs were built between 1970-1999, with the fairly similar share of units built in each of those three decades.

10% 5% 0% 2000 Census

Majority of housing units were built between 1970-1999

2005-2009 ACS Estimate

2008-2012 ACS Estimate

Percentage of Elementary School (Grades 1-8) Percentage of High School Grade (Grades 9-12) Percentage of College or Graduate School

Employment Status and Type of Employer 0% Built 2010 or later

10%

15%

20%

25%

30%

0.10%

Built 2000 to 2009

9.9%

Built 1990 to 1999

27.7%

Built 1980 to 1989

31.6%

Built 1970 to 1979 Built 1960 to 1969

35%

27.4%

In Coral Springs, 65 percent of the population 16 and over were employed; 26 percent were not currently in the labor force. Eighty-three percent of the people employed were private wage and salary workers; 11 percent were federal, state, or local government workers; and 6 percent were self-employed in their own (not incorporated) business.

2.6%

Built 1950-1959

0.4%

Built 1940 to 1949

0.0%

Built 1939 or earlier

0.3%

City of Coral Springs, Florida

Commuting to Work

Health Insurance

Eighty-one percent of Coral Springs workers drove to work alone, and nine percent carpooled. Among those who commuted to work, it took them on average 27 minutes to get to work. Nearly 40 percent of all workers in Coral Springs travel to work between 30-60 minutes.

During 2008-2012, among the civilian noninstitutionalized population in Coral Springs, 80 percent had health insurance coverage and 20 percent did not have health insurance coverage. For those under 18 years of age, 13 percent had no health insurance coverage.

Commute time to work

Poverty

0% 90+ minutes

10%

15%

20%

25%

30%

35%

40%

1.10%

60-89 minutes

6.1%

30-59 minutes

38.0%

15-29 minutes

32.1%

<15 minutes

Nine percent of Coral Springs residents had incomes below the poverty level during the 12 months before the ACS survey was conducted. Eight percent of people 65 years old and over were below the poverty level. Seven percent of all families were below the poverty level, 11 percent were related children under 18, and 18 percent of families with a female householder and no husband present had incomes below the poverty level. Poverty thresholds vary depending on the size of the family, number of children under 18, and age of the householder. For instance, in 2012 the threshold was $11,011 for a person 65 years and older living alone. The threshold for a family with two adults and two children was $23,283.

22.7%

Income The 2008-2012 ACS reported the median household income in Coral Springs at $68,255. Seven percent of households had income below $15,000 a year and 14 percent had income over $150,000 or more. The estimated median family income was $74,857.

Population below poverty level 20% 18% 16%

Income

65 years and over

14% $80,000 $70,000

12%

$74,857 $68,255 $62,353

$60,000 $51,603

$64,585

All Families

10% 8%

$53,046

$50,000

$40,000

$30,000

$20,000

Related children under 18 years Families with female householder

$10,000

2000 Census

$0 Median Household Income

Median Family Income

Fiscal Year 2015 Business Plan

2005-2009 2008-2012 ACS Estimate ACS Estimate

Business Survey Summary Overview

Business Survey: Bottom line up front

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.

• Businesses have a very positive perception of the City

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.

53% 50%

Expectations met

Significantly below your expectations

2014 2012 2008 2007

68% 69% 5% 4% 6% 5% 1% 1% 1% 0% 94% 96% 94% 96%

Total: Higher/Meeting Expectations

20%

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%)

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% 18% 20%

Below your expectations

• 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 City Customer Service

11% 14% 8% 7%

Higher than your expectations

• 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

• Water Billing (94%)

Overall Quality of Services Provided by the City Significantly higher than your expectations

• Satisfaction improved in zoning and street maintenance, but decreased slightly in other areas

40%

60%

80%

100%

Overall Ratings of Customer Service 57% 61%

Very Good

2014 2012 2008

40% 37% 37%

Good

57%

Customer service ratings remain very high

5% 3% 3%

Poor

1% 0% 0%

Very Poor

94% 98% 97%

Total: Very Good/Good 0%

20%

40%

60%

80%

100%

(excluding don’t know/not sure)

City of Coral Springs, Florida

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 Why Businesses Decide to Locate to Coral Springs 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

Important (3)

• Support quality neighborhoods (95%) 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%) • Access to Sawgrass Expressway (85%)

• Police Department (40%) 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”

Fiscal Year 2015 Business Plan

Likelihood of recommending City as a business location to friends, family and co-workers

Very Likely 50% Likely 26%

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%) • Attitude of employees (93%)

Somewhat Likely 14%

• Stability of the City s labor force (90%)

Do Not Know 1% Not Likely At All 4%

Ratings of the Labor Pool in Coral Springs

• Availability of labor (90%) Not Likely 5%

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%)

• www.businessENews.org (97%)

• 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%).

Overall Business Atmosphere Rating Best Ways for the City to Communicate with Businesses

40% 32% 27% 39%

Better

46% 50%

No change, but good

60% 48%

2014

9% 6% 4% 4%

No change, but poor

2012 2008

6% 12% 9% 10%

Worse

2007

86% 82% 87% 87%

Total: Better/No change, but good

20%

40%

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%

City of Coral Springs, Florida

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 City Property Taxes Compared to Other Communities 33% 29%

Higher

43% 39% 4% 6% 4% 6%

Lower

2014 2012

Conducting Business with the City Online

37% 45%

About the same

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.

Are Businesses Interested in Conducting Business with the City On-Line? Yes 53%

Don't Know/Unsure 6%

2008 2007

25% 31% 26% 21%

Don't know/ Not sure

29% 25%

10%

20%

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 of City Property Taxes 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

2014 31%

2012 2008

24% 24%

Property taxes are too high for the quality of services received

2007

38% 26%

Property taxes are low for the amount and quality of City services received

1% 0% 1% 1%

Fiscal Year 2015 Business Plan

20%

40%

60%

80%

100%

Other Findings The City services, departments or programs that businesses used most often were: â&#x20AC;˘ 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. â&#x20AC;˘ 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. 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. 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.

City of Coral Springs, Florida

Fiscal Year 2015 Business Plan

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 • A Professional, High-Performing Organization While the Strategic Plan sets out the vision, the Business Plan outlines tangible plans for making the vision a reality. In each of the priority areas, department directors have developed initiatives that will direct the way the City operates in order to address our five priorities and implement the vision expressed in the Strategic Plan. A Word About Existing Services and Ongoing Initiatives In some sections, we have highlighted initiatives that were in previous Business Plans that are still being implemented in Fiscal Year 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 Business Plan

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

Safety Town

Ongoing Initiatives

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 kids.

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 Business Plan

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

This is an ongoing program to bring technology up to date for emergency responders who rely on state of the art software to deliver concise and reliable information when fighting crime in the community, conducting forensic analysis and investigations. 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 this 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 process 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, which appeal to every segment of the population from students and teachers to families and businesses. • 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 Economic Development Office

New Initiatives

Lead Department: City Manager’s Office Operating Expenses: $250,000

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 falling under this program 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.

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) Net new taxable value as % of Total Taxable Assessed Value (BCPA) Coral Springs’ June unemployment rate Retail vacancy rate (CoStar Jan-Mar report)

Fiscal Year 2015 Business Plan

FY 2014 Goal

FY 2015 Goal

96%

—

above the average of six comparison cities below State

below State

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 (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. Fire inspections getting completed in a on schedule ensures: • Violations are cited sooner. • Violations are corrected in a timely manner.

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.

• 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.

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

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, bank drivethru) have been demolished.

Ongoing Initiatives Municipal Complex (2007-2015) Lead Department: City Managerâ&#x20AC;&#x2122;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 includes a lack of energy efficiency, failure to meet many modern ADA accessibility standards, significant security and life safety limitations, is not hurricane-resistant, and lacks sufficient parking and public meeting space. In short, the current structure 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 Cityâ&#x20AC;&#x2122;s operational needs for the next 25 years as well as to consolidate its operation into a single site, a structure of at least 65,000 square feet would be needed or roughly double the size of the current City Hall North structure. In addition, 250 parking spaces would be needed.

In 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

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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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Completed 2014 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

Community Redevelopment Agency (CRA) Area

Fiscal Year 2015 Business Plan

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 Broward 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 Broward County’s 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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Completed

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

Community Redevelopment Agency (CRA) Area

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 turn lanes on Sample Road, the redevelopment of NW 31st Court promenade, NW 32nd Street and NW 94th Avenue streetscaping, Sample Road median landscaping improvements, and matching walkway grants. Resurfacing University Drive is planned for Fiscal Year 2015 following the construction of turn lanes. These enhancements will provide pedestrian and bicycling connections which together will create a “sense of place” the residents/commercial owners have been seeking for the past several years.

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 pushing for 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 Business Plan

An Active, Healthy Community Mullins Gym Roof Replacement

New Initiatives

Lead Department: Public Works

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.

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. It is important to replace the roof before it causes any 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.

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 Center 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 developed 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

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.

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.

Fiscal Year 2015 Business Plan

Downtown Pathway (2012-2015)

Ongoing Initiatives

Lead Department: Development Services

Playground Equipment Replacement (2012-2015) Lead Department: Parks and Recreation Capital Outlay: $86,000 This program creates 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.

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.

Half-marathon and 5K Run/Walk (2013-2015) Lead Department: Parks and Recreation 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 great turnout of 1,400 participants at the inaugural event, held March 30, 2013, and a 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.

City of Coral Springs, Florida

An Attractive Community New Initiatives

Humane Unit Building Design Lead Department: Police

Art Walk

Operating Expenses: $30,000

Lead Department: Development Services Operating Capital: $50,000 The Art Walk is a project with Sunshine Water Control District to transform an existing canal in the Downtown area to create a linear urban plaza and make it accessible to the public. This plaza will provide an east-west 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. A street-scaped entryway will be created along NW 31st Court to highlight the southern boundary of the Art Walk. As one of the initial steps toward the success of the Municipal Complex project, the purpose of this project 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. A portion of the funding will be provided through the Public Art Fund to install concrete pads on which to install public art. 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.

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 animal issues such as 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. There is no designated break area, forcing staff to use the handicapped restroom as a break and storage area. The oldest area of the Humane structure is the dog runs. This area consists of eight runs, which are not heated or air conditioned. The Unit relies on the donation of blankets in cold weather to keep the dogs warm. The facility lacks an area to humanely euthanize animals. 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)

TBD

Pounds of recycled materials per capita

110

Fiscal Year 2015 Business Plan

Code Lien Amnesty Program

Ongoing Initiatives

Lead Department: Development Services

Community Beautification Award (2014-2015)

Estimated Revenue: $250,000 Operating Expenses: $19,000

Lead Department: Development Services

Chronically non-compliant properties have per diem 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.

Operating Expenses: $1,000

The amnesty period is expected to allow a sufficient period of time to provide notice to non-compliant properties and individuals with judgements, determine eligiblity, and process applications. Waiving these late fees and penalties will only be allowed after the offending property has been brought up to code. This amnesty program eases the financial burden of the lien while improving the overall aesthetics of the City.

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. 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 will be 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.

Neighborhood Partnership Grants (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.

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.

Re-Engage for Good (2013-2015)

• 40th Street Bike Path Renovation: $126,000

Lead Department: Public Works

• Home Repair: $92,655

Capital Outlay: $11,827

• Commercial Façade Program: $80,000

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.

• Design Pedestrian Lighting for Forest Hills Blvd.: $64,500 • Youth Scholarship Program: $50,000 • Senior Recreational and Functional Training: $34,016 • NW 39th Street Improvements: $29,250 • Neighborhood Partnership: $15,000 • Senior Recreation and Therapeutic Program: $10,000 • Planning and Administration: $125,355

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 Business Plan

Waste Transfer Station Improvements (2014-2015) Lead Department: Public Works Capital Outlay: $36,000 The Waste Transfer Station, located at 126th Avenue and Wiles Road, accepts bulk trash, yard trash 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. 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.

Atlantic Boulevard Entryway (2013-2015) Lead Departments: Development Services, Parks and Recreation Capital Outlay: $269,921 (Allocated in FY 2013) 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 is also included in the overall design. Construction will take place in two phases, with phase one expected to occur in Fiscal Year 2015.

City of Coral Springs, Florida

An Innovative, High-Performing Organization New Initiatives

Misdemeanor Diversion Lead Department: City Attorney’s Office

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.

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 Business Plan

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. The Data Analyst will enhance the Fire Department’s analysis of programs, services, systems, and performance. Benefits 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

Electronic Data Back-up and Storage (2013-2015)

Ongoing Initiatives

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 current path being pursued is a migration to OneSolution from SunGard. This application runs on a less expensive hardware system and is proven to be user friendly. It provides self-service functionality for both citizens and staff. A key advantage of this software is the capability to fully integrate asset management with the general ledger, allowing users to generate financial reports, track accounting activities and cost information associated with work orders, as well as managing the collection of money from multiple locations with full audit trails. The 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. Once all modules are in place, the City should experience increased staff productivity, reduced administrative costs, eliminate redundant data entry, quicker turnaround of Code cases, and enhanced payroll and human resources management.

Capital Outlay: $315,000 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. 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. 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 Business Plan

Fiscal Year 2014 KIO Summary y 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 3

N/R

92%

—

— 3

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

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)

— 3 97% 3 3,133

97%

98%

95%

N/A

N/A N/A

7 Coral Springs Charter School school grade

A 3

8 Injury accidents at or near 15 major intersections in the City

—

200

96%

N/R

96%

N/A

96%

—

N/A

CS 0.14% Comp avg 1.15%

6 Coral Springs Charter School graduation rate

A Thriving Business Community 9 Business rating of the image of the City (Business Survey) Net New Taxable Value as % of Total Taxable Assessed Value 10 (BCPA)

—

0.15%

above the average of 6 comp cities

N/A

below State

96% 3 CS 0.14% Comp avg 1.15%

11 Coral Springs' June unemployment rate

7.1%

5.7%

5.0%

4.9%

N/A

12 Retail vacancy rate (CoStar Jan-Mar report)

8.7%

8.0%

N/A

6.1%

—

6.1% 3

N/R

96%

—

— 3

18,318.5

15,693

18,000

1,089

4,327

4,079

8,105

8,711

8,100

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) 15 Athletic league participation 16 Sports Commission: Number of room nights 17 Number of riders on intracity bus routes

9,495 N/A N/A N/A N/A

3,149

4,325

3,600

N/A

96,625

90,595

90,000

23,201

20,539

18,878

N/R

93%

93% (new)

N/A

99%

—

99% 3

N/R

84%

85% (new)

N/A

95%

—

95% 3

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

89,266

108,092

100,122

98.98

103.37

110

103.5

114.3

124.9

(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 3 Moody's Aa

(Biz) 57%

(Res) 86%

(Biz) 55%

N/A

76%

—

76% 3

(Biz) 95%

(Res) 95%

(Biz) 95%

N/A

94%

—

94% *

405,000

297,480 114.2

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)

Ratings of value for tax dollars and fees (Resident and Business Surveys) 26 Ratings of customer service (Resident and Business Surveys) 25

City of Coral Springs, Florida

78% *

Fiscal Year 2015 Business Plan

Playground Equipment Replacement Parks and Recreation Program (2012-2014) Ongoing

Public Works

Street Lighting Improvements (2012-2014) Ongoing

Police

Public Works

Replace Pedestrian Footbridge on 87th Avenue 2014

5 Crime Scene Investigator 2014

Public Works Fleet

Fuel System for Emergency Power Generators 2014

Fire

Police

Department(s)

2 Fire Station 43 and 95 Design 2014

1 Park Security Cameras 2014

Initiative

A Family-Friendly Community

Fiscal Year 2014 Initiative Summary

In Progress

Complete

In Progress

(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. 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. 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 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 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 delivered and installed in July. Company is working on getting permit for installation and

In Progress

Status

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.

Update as of the Third Quarter Fiscal Year 2014

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% Complete

City of Coral Springs, Florida

Police

Public Safety Dispatch Equipment Upgrade (2013-2014) Ongoing

Dangerous Intersection Safety Program (2012-2014) Ongoing

Public Safety Technology Upgrade (2013-2014) Ongoing

In Progress

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%. 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.

In Progress

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.

95%

80%

50%

Fiscal Year 2015 Business Plan

Development Services Outreach Program 2014

Department(s)

Update as of the Third Quarter Fiscal Year 2014 Phase 1 Complete

City Manager's Office

Electronic Permitting Feasibility Study 2014

Sample Road Enhancement Study 2014

Budget, Strategy and Communications

Economic Development Strategic 20 Plan Implementation (2013-2014) Ongoing

Job Outreach Database (2010-2014) Ongoing

City Manager's Office

Downtown Redevelopment (20132014) Ongoing

City Manager's Office

Traffic Management (2010-2014) Ongoing

Complete

In Progress

Strategic Recommendation approved by the City Commission. The Job Outreach Database is being promoted through our Social Media outlets and was highlighted in the 2014 State of the City Report. We currently have 972 job seekers and 63 employers registered in the database.

Complete

In Progress

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 Development Services traffic 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. Contract has been executed and project is in for permitting.

In Progress

Complete

Status

NW Broward Consortium for Planning Q3: The Steering Committee of the Education Corridor Transit Study has met and made a 17 Transportation Improvements (2012- Development Services recommendation for an engineering firm to conduct the study for the MPO. MPO approved 2014) Ongoing the recommendation in June. Coral Springs will host the next meeting on July 1.

Waiting to receive scope from Traffic Engineer.

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.

Report scheduled for presentation to the Commission at the July workshop.

Received scope from Traffic Engineer and will commence study.

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.

City Manager's Office

14 Corporate Park Drainage Study 2014 Public Works

13 Downtown Parking Study 2014

11 Municipal Complex 2014

Initiative

A Thriving Business Community

75%

100%

75%

20%

75%

90%

30%

75%

100%

% Complete

City of Coral Springs, Florida

Parks and Recreation

Enhance Sports Commission Resources 2014

23 Cypress Hall Renovation 2014

24 Event Cross Promotion Pilot 2014

Parks and Recreation

Human Resources

Half-marathon and 5K Run/Walk (2013-2014) Ongoing

Teen Political Forum (2009-2014) Ongoing

Multi-cultural Events (2005-2014) Ongoing

Complete

In Progress

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 Complete 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 In Progress with local 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.

Event went off on time and within budget. Already working on plans for next years event.

Q3: Ventas, the property owner of Harbor Chase, and the City have agreed upon the Development Services language for the Easement Agreement. Agreement has been sent to Ventas for signature. Agreement is expected to go before the City Commission for consideration in July.

Downtown Pathways (2012-2014) Ongoing

Complete

In Progress

Waiting on Communications and I.S. to coordinate the installation of TV's at the Aquatic Complex and possibly the Gym. Parks and Recreation is ready to go at anytime to get this initiative completed.

During this quarter the following 50th anniversary events occurred: Pioneer Day, the Development Services Signature Concert at Sportsplex featuring Bruce in the USA, Veteran’s Salute and the Holiday parade.

In Progress

Complete

Status

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 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.

Update as of the Third Quarter Fiscal Year 2014 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 for applicants. We are also working with the Ft. Lauderdale Sports section of the Convention Bureau to assist with promoting our facilities.

50th Anniversary Celebration (2012-2014) Ongoing

Department(s)

An Active, Healthy Community

Initiative

65%

100%

75%

100%

25%

90%

100%

% Complete

Fiscal Year 2015 Business Plan

CDBG Action Plan (2011-2014) Ongoing

Complete

In Progress

Report scheduled for presentation to the Commission at the July workshop. The stamped asphalt pathway is completed except for the tenth mile markers. Weather permitting that should happen before the end of July. 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 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.

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. FY2014/2015 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.

Public Works

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 Parks and Recreation 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 In Progress Development Services present 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 Parks and Recreation 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 Development Services, sign would entail using only 2 parking spaces of his property. Staff will update the In Progress Parks and Recreation Commission at an 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 Public Works Complete right 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 Development Services 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 Public Works Utilities Complete water valves were exercised, and 742 fire hydrants were maintained. Recycling tonnages are up by approximately 100 tons per month when comparing the Public Works Complete months of December 2013 to May 2014.

Department(s)

Mullins Park Revitalization—Phase III Parks and Recreation (2013-2014) Ongoing

39 Commercial Recycling Study 2014

38 Enhance Recycling Program 2014

37 Utility Maintenance 2014

36 White Fly Remediation Grants 2014

35 Enhance Litter Removal 2014

34 Atlantic Boulevard Entryway 2014

33 Aquatic Complex Entryway 2014

Initiative University Drive/Cardinal Road 31 Gateway Park 2014 Community Beautification Award 32 2014

Parks and Recreation

An Attractive Community

30 Car Club (2007-2014) Ongoing

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 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.

50%

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25%

% Complete

100%

City of Coral Springs, Florida

Median Master Plan (2013-2014) Ongoing

Royal Palm Entryway Construction (2013-2014) Ongoing Hazardous Waste Collection 2014 44 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. Collection on the first day of the month at the Waste Transfer Station has averaged 200 Public Works users. A Monday collection event is scheduled for Labor Day.

Parks and Recreation

The Wiles Road medians are completed with the exception of sod on the eastern half of the road. We are waiting on the weather to clear so we can get a sod delivery. Work should be completed in July. We are over 2/3rds complete on the installation of the new irrigation system on Coral Ridge Dr. south of Atlantic Blvd.. Our City staff is installing the irrigation lines. The pump and all the boring work are completed. Expect to be completed in August. 95% 100%

Complete

85%

In Progress

Fiscal Year 2015 Business Plan Information Services

City Commission

Enterprise Software (2013-2014) Ongoing

Internal Auditor (2012-2014) Ongoing

IT Infrastructure Modernization (2013Information Services 2014) Ongoing

Budget, Strategy and Communications

Explore Additional Grant Opportunities 2014

City Branding Phase 52 II—Implementation (2013-2014) Ongoing

Human Resources

Fire

48 Health and Wellness Program 2014

Employee Wellness and Rewards Strategy 2014

Public Works

47 West Side Master Plan 2014

Information Services

46 SharePoint Implementation 2014

45 Social Media Plan 2014

Department(s) Budget, Strategy and Communications

In Progress

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. 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

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 entryway sign at Royal Palm and Atlantic is near completion; we have started the process of wrapping the City’s buses; and the City’s fleet is being rebranded as vehicles receive their preventive maintenance service.

Crowe Horwath has completed their Fuel and Fleet audit. Results will be presented to the City Commission at the August 27 Workshop.

In Progress

The staff along with the help CDW, have completed the wired network, voice network and 90% of the wireless initiative. We expect to be completed with the wireless portion of this project by the end of August 2014.

In Progress

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.

Complete

In Progress

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.

New full-time grant coordinator started on February 10th.

In Progress

Status

Close out meeting is being scheduled with stakeholders with final report issued by fiscal year end.

Update as of the Third Quarter Fiscal Year 2014 We are reviewing other municipal Social Media Plans, as well as plans that have been developed by the Public Safety sector. 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 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.

An Innovative, High-Performing Organization

Initiative

50%

30%

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% Complete

Summary of Fiscal Year 2015 Initiatives A Family-Friendly Community Community Paramedicine

Fire/EMS

Fire Stations 43 and 95

Fire/EMS

Additional Patrol Officers

Police

CSI Building Renovation

Police

Safety Town

Parks and Recreation

University Drive LED Street Light Pilot

Public Works

Drowning Prevention (ongoing)

Fire/EMS , Communications and Marketing

Public Safety Dispatch Equipment Upgrade (ongoing)

Police

Public Safety Technology Upgrade (ongoing)

Information Services

Multi-cultural Events (ongoing)

Human Resources

Teen Political Forum (ongoing)

Human Resources

A Thriving Business Community 40-Year-Old Building Inspections

Community Development

Economic Development Office

City Manager’s Office

Center for the Arts Improvements

Public Works

Enhance Fire Inspection Services

Fire/EMS

Business Tax Amnesty

Development Services

Realtors’ Summit

Economic Development Office

Municipal Complex (ongoing)

City Manager’s Office

Traffic Management (ongoing)

Development Services

Downtown Redevelopment (ongoing)

City Manager’s Office

Electronic Permitting Feasibility Study (ongoing)

Development Services

An Active, Healthy Community 40th Street Bike Path Renovation

Public Works

Mullins Gym Roof Replacement

Public Works

Tennis Center Lighting Improvements

Parks and Recreation

New Resident Outreach

Communications and Marketing

Aquatic Center 50 Meter Pool Design

Parks and Recreation

Playground Equipment Replacement (ongoing)

Parks and Recreation

Half-marathon and 5K Run/Walk (ongoing)

Parks and Recreation

Downtown Pathway (ongoing)

Development Services

City of Coral Springs, Florida

An Attractive Community Art Walk

Development Services

Humane Unit Building Design

Police

Code Lien Amnesty Program

Development Services

Community Beautification Award (ongoing)

Development Services

Neighborhood Partnership Grants (ongoing)

Development Services

Aquatic Complex Entrance (ongoing)

Parks and Recreation

Re-Engage for Good (ongoing)

Public Works

CDBG Action Plan (ongoing)

Development Services

Waste Transfer Station Improvements (ongoing)

Public Works

Atlantic Boulevard Entryway (ongoing)

Development Services, Parks and Recreation

A Professional, High-Performing Organization Communications Survey

Budget, Strategy, and Communication

Misdemeanor Diversion

City Attorneyâ&#x20AC;&#x2122;s Office

Network Support

Information Services

Realign Volunteer Services

Human Resources

Compensation Study

Human Resources

Statistical Analysis for Fire/EMS

Fire/EMS

Enterprise Software (ongoing)

Information Services

Electronic Data Back-up and Storage (ongoing)

Information Services

Stormwater Utility Fee Study (ongoing)

Public Works

Fiscal Year 2015 Business Plan