FY 2017 Adopted Budget Book by City of Coral Springs

FISCAL YEAR 2017 CITY OF CORAL SPRINGS, FLORIDA

ADOPTED

Fiscal Year 2017

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

Mayor Walter “Skip” Campbell

Vice Mayor Dan Daley

Commissioner Larry Vignola

City Manager Erdal Dönmez

Commissioner Lou Cimaglia

Commissioner Joy Carter

City Attorney John Hearn

Budget Development Team

Erdal Dönmez, City Manager Susan Grant, Deputy City Manager Jennifer K. Bramley, Deputy City Manager Catherine Givens, Director of Budget and Strategy Laurie Bishara, Senior Financial Analyst Vannelys Rivera, Senior Financial Analyst Chelsea Stahl, Senior Financial Analyst Sherri Toops, Senior Financial Analyst Kristin Holowicki, Grant Coordinator Karlens Direny, Principal Office Assistant

Cover design by Christine Parkinson Jahrsdoerfer

Adopted September 21, 2016

Distinguished Budget Presentation Award

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to City of Coral Springs, Florida for its annual budget for the fiscal year beginning October 1, 2015. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

Fiscal Year 2017 Annual Budget

How To Use This Book We’ve made every effort to make this book as easy as possible to read, but we understand just how difficult it can be to find what you’re looking for in such a complex document. To make your search easier, we’ve provided a number of tools to help you get what you need.

Organization of This Book The City of Coral Springs’ Annual Budget is made up of three separate books: The Annual Budget (this book), the Capital Improvement Program, and the Business Plan. This Annual Budget volume is divided into five sections: Introduction—This section contains the City Manager’s Letter, Mission, Strategic Priorities, Core Values, Citywide Organization Chart, and a few brief statistics about the City and its history. Pages 1-20. Budget Overview—This section contains the Budget Process Overview, Budget Highlights, Fund Structure Overview, Fund Summaries and Descriptions, Debt Management, Capital Improvement Program, and long-range planning tools. Pages 21-104. Business Plan—This section contains the current Market Environment, Service and Operations Strategy including ongoing and new initiatives, Financial Strategy, and results showing how well the City has performed in achieving strategic and departmental goals. Pages 105-186. Department Budgets—This section contains a description of each department’s mission, core processes and outputs, new initiatives, organization chart, revenue and expenditure summary, performance measures, and capital improvement projects. Pages 187-246. Appendix—This section includes the City’s Budget Resolution, Budget Ordinance, Financial Policies, Fund Balance, Debt Service Maturity Schedules, and staffing information. Pages 247-302.

Tables of Contents

Key Tools

A comprehensive Table of Contents is provided to help the reader locate information in this document. In addition, each subsequent section contains a table of contents directly behind the tab page to identify specific information about that section. Following the main Table of Contents is a list of Tables and Illustrations to highlight charts and graphs that contain essential information.

Strategic Priorities and Values...................13-14 Coral Springs Organization Chart...................15 Budget Highlights......................................... 27-30 Combined Budget Summary...........................31 Fund Structure Overview........................... 32-33

Abbreviations and Acronyms

Summary Net Budget..................................34-35

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

Fund Summaries & Descriptions...............37-71 Major Capital Projects.................................. 82-83

Glossary

General Fund Five-Year Forecast.........103-104

A concise description of the terminology used in this document that is either technical in nature or unique to the City of Coral Springs. Each term is given a short entry that clearly defines it within the context that we use the term.

Summary of new Initiatives...................145-146 FY 20167KIO Summary ................................... 154 Performance Measurements ................ 155-158 Composite Indicators .............................. 159-161

Index

FY 2017 Initiative Updates...................... 162-170

In the back of the book we are providing a useful index with pointers to important terms. Headings and subheadings with corresponding page locators are listed to help the reader quickly search and easily access information throughout this book. This tool can be used to search by specific topic, by alphabet, and by cross reference.

City of Coral Springs, Florida

Budget Process Map.................................188-189 Department Budgets...............................192-244 Staffing.................................................................. 273

Table of Contents Introduction...................................................................................................................................................................................3 How To Use This Book........................................................................................................................................................3 City Managerâ&#x20AC;&#x2122;s Letter.........................................................................................................................................................8 Strategic Priorities............................................................................................................................................................ 13 Core Values......................................................................................................................................................................... 14 City of Coral Springs Organization Chart................................................................................................................ 15 Coral Springs at a Glance............................................................................................................................................... 16 Service Statistics............................................................................................................................................................... 17 History of Coral Springs................................................................................................................................................. 18 Management and Budget Office................................................................................................................................ 20 Budget Overview ...................................................................................................................................................................... 21 Budget Process Overview............................................................................................................................................. 22 Budget Highlights............................................................................................................................................................ 27 Combined Budget Summary....................................................................................................................................... 31 Fund Structure Overview.............................................................................................................................................. 32 Fund Budget Overviews................................................................................................................................................ 37 General Fund Budget Summary........................................................................................................................ 37 General Fund Description................................................................................................................................... 40 Fire Fund Budget Summary................................................................................................................................ 46 Fire Fund Description............................................................................................................................................ 47 Water and Sewer Fund Budget Summary...................................................................................................... 50 Water and Sewer Fund Description.................................................................................................................. 51 Health Fund Budget Summary.......................................................................................................................... 53 Health Fund Description...................................................................................................................................... 54 General Insurance Fund Budget Summary.................................................................................................. 55 General Insurance Fund Description.............................................................................................................. 56 Coral Springs Charter School Fund Budget Summary............................................................................. 57 Coral Springs Charter School Fund Description......................................................................................... 57 Public Art Fund Budget Summary.................................................................................................................... 58 Public Art Fund Description................................................................................................................................ 58 Equipment Services Fund Budget Summary................................................................................................ 59 Equipment Services Fund Description............................................................................................................ 60 Pension Fund Budget Summary........................................................................................................................ 62 Pension Fund Description.................................................................................................................................... 62 Solid Waste Fund Budget Summary................................................................................................................. 64 Solid Waste Fund Description............................................................................................................................. 64 Debt Service Fund Budget Summary.............................................................................................................. 65 Debt Service Fund Description.......................................................................................................................... 66 Debt Service Schedule.......................................................................................................................................... 68 Debt Management................................................................................................................................................. 69 Debt Service Schedule - Water and Sewer Loans........................................................................................ 71 Capital Improvement Program................................................................................................................................... 72 Impact of CIP on the Operating Budget......................................................................................................... 76 Capital Improvement Summary by Fund....................................................................................................... 80 CIP Budget by Funding Source- All Funds..................................................................................................... 81 Major Capital Projects by Department............................................................................................................ 82 Major Capital Projects by Location................................................................................................................... 83 General Fund CIP Summary by Funding Source.......................................................................................... 84 CIP Project Descriptions- General Fund.......................................................................................................... 85 CIP Project Descriptions- Fire Fund.................................................................................................................. 94 CIP Project Descriptions- Water & Sewer Fund............................................................................................. 97 CIP Project Descriptions- Other Funds..........................................................................................................100 Revenue Trends...............................................................................................................................................................101 General Fund Five-Year Forecast...............................................................................................................................103

Fiscal Year 2017 Annual Budget

Table of Contents (continued) Business Plan.............................................................................................................................................................................105 Market Environment.....................................................................................................................................................107 Service and Operations Strategy..............................................................................................................................120 A Family-Friendly Community...................................................................................................................................121 A Thriving Business Community...............................................................................................................................127 An Active, Healthy Community.................................................................................................................................133 An Attractive Community...........................................................................................................................................137 An Innovative, High-Performing Organization...................................................................................................142 Financial Strategy...........................................................................................................................................................147 Measuring Results..........................................................................................................................................................153 Customer Requirements Analysis............................................................................................................................171 Process Improvement Teams.....................................................................................................................................184 Awards and Special Recognitions............................................................................................................................185 Department Budgets.............................................................................................................................................................187 Department Budgets Overview................................................................................................................................190 Sample Department Budgets Page.........................................................................................................................191 City Attorney...........................................................................................................................................................191 Department Budgets....................................................................................................................................................192 City Attorney...........................................................................................................................................................192 City Commission...................................................................................................................................................194 City Managerâ&#x20AC;&#x2122;s Office...........................................................................................................................................195 Development Services........................................................................................................................................200 Financial Services..................................................................................................................................................207 Fire/EMS....................................................................................................................................................................210 Human Resources.................................................................................................................................................216 Information Technology.....................................................................................................................................220 Parks and Recreation...........................................................................................................................................223 Police.........................................................................................................................................................................232 Public Works............................................................................................................................................................237 Appendix....................................................................................................................................................................................247 Millage Rate Resolution...............................................................................................................................................248 Budget Ordinance..........................................................................................................................................................250 Financial Policies.............................................................................................................................................................255 Fund Balance Overview...............................................................................................................................................263 Staffing...............................................................................................................................................................................272 Community Redevelopment Agency (CRA).........................................................................................................289 Abbreviations and Acronyms....................................................................................................................................291 Glossary of Terms...........................................................................................................................................................292 Index...................................................................................................................................................................................298

City of Coral Springs, Florida

Tables and Illustrations Introduction...................................................................................................................................................................................3 Key Tools.................................................................................................................................................................................3 Coral Springs at a Glance............................................................................................................................................... 16 Service Statistics............................................................................................................................................................... 17 The Budget Team............................................................................................................................................................. 20 Budget Overview ...................................................................................................................................................................... 21 FY 2017 Budget Calendar.............................................................................................................................................. 26 Coral Springs Operating millage rate ...................................................................................................................... 27 Operating millage rate comparison with other municipalities....................................................................... 27 Voter-approved debt service millage rate.............................................................................................................. 27 Tax Rate Fiscal Year 2017............................................................................................................................................... 27 Net full-time position changes per fiscal year....................................................................................................... 28 Full-time additions for Fiscal Year 2017.................................................................................................................... 28 Annual net operating budget and capital.............................................................................................................. 29 Appropriated Funds Budget—Fiscal Year 2017.................................................................................................... 31 Major Funds........................................................................................................................................................................ 32 Fund structure overview............................................................................................................................................... 32 Summary of net budgeted revenues —Fiscal Year 2017................................................................................... 34 Summary of net budgeted expenditures —Fiscal Year 2017........................................................................... 35 Where the money comes from by source (all funds) ......................................................................................... 36 Where the money goes by category (General Fund only)................................................................................ 36 Where the money goes by type of program (all funds)..................................................................................... 36 Millage rates, combined, historical............................................................................................................................ 40 General Fund total revenues—$111,881,119*....................................................................................... 40 Franchise fees.................................................................................................................................................................... 41 Utility service taxes.......................................................................................................................................................... 41 General Fund total expenditures—$111,881,119*.............................................................................................. 43 General Fund revenue and expenditure summary ............................................................................................. 44 General Fund non-departmental operating expenses...................................................................................... 45 Fire Assessment rate schedule ................................................................................................................................... 47 Fire Fund total revenues—$20,489,199*................................................................................................................. 47 Fire Assessment rate comparison Fiscal Year 2017.............................................................................................. 48 Fire Fund total expenditures—$20,489,199*......................................................................................................... 48 Fire Fund revenue and expense summary.............................................................................................................. 49 Water bill for average single-family residence...................................................................................................... 51 Water and Sewer Fund total revenues —$23,776,556....................................................................................... 51 Water and Sewer Fund revenue and expense summary................................................................................... 52 Water and Sewer Fund total expenditures —$23,776,556............................................................................... 52 Health Fund revenue and expense summary........................................................................................................ 54 General Insurance Fund revenue and expense summary................................................................................. 56 Equipment Service Fund revenue and expense summary............................................................................... 60 Ten-year fleet replacement cost................................................................................................................................. 61 Solid Waste Assessment................................................................................................................................................. 64 Allocation of Non-Voted Debt Service for Fiscal Year 2017............................................................................... 66 Debt Service Fund revenues - $10,240,655............................................................................................................ 66 Debt Service Fund expenditures - $10,240,655.................................................................................................... 67 Debt Service Schedule................................................................................................................................................... 68 Debt Management.......................................................................................................................................................... 69 Debt Service Schedule - Water and Sewer Loans................................................................................................. 71 Capital expenditure Fiscal Years 2017-2022 ($148,800,715)............................................................................. 72

Fiscal Year 2017 Annual Budget

Tables and Illustrations (continued) Capital expenditure Fiscal Year 2017 ($26,352,799)............................................................................................ 72 Fleet Replacement Program contributions and expenses................................................................................ 74 Computer Replacement Program contributions and expenses .................................................................... 74 CIP funding sources- Fiscal Year 2017....................................................................................................................... 75 CIP Operating Capital- Fiscal Year 2017.................................................................................................................... 77 CIP impact on the operating budget Fiscal Year 2017........................................................................................ 78 FY 2017 Capital projects financed via grants......................................................................................................... 79 Major Capital Projects by Department..................................................................................................................... 82 Major Capital Projects by Location............................................................................................................................ 83 General Fund Revenues...............................................................................................................................................101 General Fund Five Year Forecast ..............................................................................................................................103 Business Plan.............................................................................................................................................................................105 Percent Change in GDP................................................................................................................................................107 Unemployment Rates...................................................................................................................................................108 Change in CPI..................................................................................................................................................................108 Total Taxable Assessed Values...................................................................................................................................109 Demographic charts.....................................................................................................................................................116 City of Coral Springsâ&#x20AC;&#x2122; Business Model.....................................................................................................................120 Age Ranges of Community Paramedicine Patients...........................................................................................124 2016-2018 Short-Range Transportation Improvement Plan..........................................................................132 Long-Range Transportation Improvement Plan.................................................................................................132 Summary of Fiscal Year 2017 Initiatives.................................................................................................................145 Assessed Value Totals as billed* ...............................................................................................................................148 Five-Year Forecast: General Fund ............................................................................................................................150 Fire Assessment rate comparison Fiscal Year 2017............................................................................................151 Residential Solid Waste Assessment Rate.............................................................................................................152 Water and Sewer Fund forecasted debt service ................................................................................................152 Summary of Fiscal Year 2016 KIO Results..............................................................................................................154 Department Performance Measurements............................................................................................................155 Summary of Fiscal Year 2016 Initiative Updates.................................................................................................162 Survey respondents by general location...............................................................................................................171 Reasons Businesses Decide to Locate Here..........................................................................................................177 Overall Business Atmosphere Rating......................................................................................................................177 Best Ways for the City to Communicate with Businesses ...............................................................................178 Ratings of City Property Taxes Compared to Other Communities ..............................................................178 Ratings of City Property Taxes...................................................................................................................................179 SWOC Rankings .............................................................................................................................................................180 Ranking of first choices by all respondents..........................................................................................................181 Department Budgets.............................................................................................................................................................187 Budget Process Map......................................................................................................................................................188 Summary of Fleet Purchases 2017...........................................................................................................................245 Appendix....................................................................................................................................................................................247 Summary table of Position Counts..........................................................................................................................272 Number of budgeted positions By Departmentâ&#x20AC;&#x201D;Fiscal Year 2017............................................................272 Position Counts for all Departments and Divisions...........................................................................................273 Fiscal Year 2017 CRA Operating Budget................................................................................................................289

City of Coral Springs, Florida

City Manager’s Letter

To:

The Honorable Mayor and City Commissioners

From:

Erdal Dönmez, City Manager

Subject:

City Commission Business Planning Workshop

Date:

July 27, 2016

Copy:

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

Coral Springs is a city on the move and last year’s accomplishments offer a great sense of pride. Our vision is recognized and becoming today’s tangible reality as we have broken ground on our new municipal complex, Fire Stations 43 and 95, expansion and renovation of the Crime Scene Investigations building and Humane Unit Facility, and building a permanent structure for Safety Town. Earlier this year we held ribbon cutting ceremonies for the new turf fields at Cypress Park and the Downtown Pathway. Beautification programs, landscaping, signage and parks upgrades are all part of maintaining both a clean and attractive community for our residents. We boast the lowest crime rate in Broward County for a city our size, and 94% of our residents are satisfied with our efforts to prevent crime. For the second year in a row, six additional School Resource Officers join the existing 14 Officers serving fulltime at each of our 20 public schools, including Coral Springs Charter School, and offer a law enforcement presence to ensure the safety of our children. In April 2016, the Coral Springs Fire Department was awarded a Class 1 Fire Protection rating by ISO, an international standard setting organization. Out of the 48,632 rated organizations in the United States, we are now among only 178 that are rated as ISO Class 1. Out of the 600 rated organizations in Florida, we are among only 24 that are ISO Class 1. By providing the highest level of fire protection, our businesses may reap the benefits of lower insurance premiums. From Rendering to Reality Two-dimensional blueprints are now 3D structures. The ArtWalk kicked off the fiscal year with a grand opening: a new location for the community to gather for entertainment and events such as “Downtown in December”; “Unplugged”; several “Jazz Brunch” events and more than 55 vendors converging on the ArtWalk for the new Farmers’ Market twice a month from October to May. Critical Public Safety projects covered by the $12.45 million general obligation bond, approved by voters in November 2014, are well underway and should be completed this year. In December 2015, we installed new radio and communications equipment to move dispatch to a digital system, improve radio coverage, and ensure our police officers and firefighters have GPS capability to keep them and our citizens safe. Construction of Fire Stations 43 and 95 and the renovation of our Crime Scene Investigation building are currently underway. The construction of a permanent Safety Town, replacing the trailer where a lot of our kids learned how to “stop, drop and roll” is scheduled by end of year. Our residents are pleased by the visible improvements around town, such as a new entrance to the Aquatic Complex and our Downtown Pathway, creating a walking path between the Downtown area and the Center for the Arts. To make our parks more attractive and usable, the facilities are being renovated throughout the year. Cypress Park Basketball, North Community Park and several Neighborhood Parks are being renovated including fields, tennis courts, pools, gym floors and roofs. In addition, pickleball fans now have two courts at Riverside Park to work on their paddle skills.

Fiscal Year 2017 Annual Budget

The City is working diligently to attract new businesses, diversify the tax base, and increase property values by investing in the curb appeal, safety, and educational resources of our community. After establishing the Economic Development Office and initiating an aggressive outreach program we anticipate the construction of a Cleveland Clinic Family Health Center to begin in 2017. Other businesses that have celebrated their Grand Openings include: Lupin Pharmaceutical located in the Corporate Park; Lucky’s Market; Total Wine, filling a long-time vacancy at the Royal University Plaza; Pei Wei in the Cornerstone Plaza; and CVS on the corner of Sample and Coral Springs Drive. We have issued over 450 new business licenses and reviewed a long list of significant commercial redevelopment and relocation projects. These efforts will bring a fresh face to the business community and ensure that the unemployment rate for the City (3.8%) remains low compared with the State (4.5%) and Nation (5.0%). Growing and further diversifying the economic base will provide a more solid foundation to withstand future economic downturns. Strategic Plan for the Future The Strategic Plan defines a high-level vision that we expect to achieve in the two-years of the Plan. The vision of the FY 2016-2017 Strategic Plan is best defined by the following five Strategic Priorities: • A Family-Friendly Community • A Thriving Business Community • An Active, Healthy Community • An Attractive Community • An Innovative, High-Performing Organization The City of Coral Springs embodies the five high-level strategic priorities, which are made actionable through a series of one-year action plans, more commonly known as the Business Plan. I am pleased to present to you the proposed Business Plan for Fiscal Year 2017. While the following Business Plan is our “community contract” for the coming fiscal year, we consider it one of the means to an ongoing communication with our residents and businesses in which we seek feedback and suggestions. As the second of the two action plans, the FY 2017 Business Plan contains numerous tangible initiatives the City will undertake to move it closer to its vision of being the premier community in which to live, work, and raise a family. Impact of Maintaining the Current Millage Rate in 2017 We are proposing a balanced budget for Fiscal Year 2017 using a millage rate of $4.7982. Although this millage rate is the same millage rate as the FY 2016 millage rate, it must be advertised as a tax increase because it is higher than the rolled-back rate of $4.5037 mills. Additional points from the FY 2017 budget to highlight include: • No reserves will be used to balance the FY 2017 budget. • The Debt Service millage rate will slightly increase from $0.2933 to $0.2948 due to first full year of debt service on the Public Safety GO Bond. • Water rates will increase 3.5% per the 2013 Water and Wastewater Study, which equates to approximately $2.16 per month for the average single-family homeowner. • At $239.75, the residential Solid Waste Assessment remains lower than the FY2007 amount. • The Single-Family Fire Assessment Fee will increase by $8, from $147 to $155 per single-family household, remaining one of the lowest fire fees of local cities with full service fire departments. Overall, we expect the typical single-family homesteaded homeowner to pay $22 more to the City in FY 2017 than in FY 2016. We have seen a solid increase of 6.76% in taxable values over the past year. This is the fifth consecutive increase in taxable assessed values. Fitch Ratings has once again awarded the City a AAA bond rating, along with Standard and Poor’s which signals to the market the

City of Coral Springs, Florida

City of Coral Springs debt remains the lowest risk investment, thus, lower interest rates on any borrowing and lower payments on general obligation bonds. Excellent Service at Reasonable Rates We will end Fiscal Year 2016 within budget across all funds. We are on track to meet or exceed 20 of our 23 Key Intended Outcomes which measure the overall success in meeting our customers’ needs and expectations. Customer satisfaction is a cornerstone of our Business Model. The City of Coral Springs continues to set the standard with regard to the overall quality of City services and customer satisfaction. Our most recent residential survey conducted in the Spring of 2015, found 96% of the residents surveyed were satisfied with the service provided by City employees. Moreover, 94% of the businesses surveyed in the 2016 business survey rated the City’s customer service as “very good” or “good” and 78% of businesses and 68% of residents say they receive a good value for the money they pay in taxes.

Overall Ratings of the City’s Customer Overall Ratings of the City’s Customer Service Service By percentage of respondents (excluding don’t know/not sure)

61%

Very Good 40%

2014 2012

34%

37% 37%

Good

2008

57%

5% 3% 3%

Poor

Very Poor

2016

57% 61%

1% 0% 0%

94%

94% 98% 97%

Total: Very Good + Good 0%

20%

40%

60%

Fiscal Year 2017 Annual Budget

80%

100%

Customer service ratings remain very high

Key Initiatives for the Coming Year The FY2017 Business Plan includes economic data as well as issues specifically affecting City operations. This plan contains tangible initiatives proposed by staff and the City Commission tailored to addressing our residents’ and businesses’ needs and enhancing our community’s quality of life. These initiatives will serve as the guiding force behind the City’s Fiscal Year 2017 activities. Highlights of the new and ongoing initiatives, contained within the Business Plan include: A Family-Friendly Community The FY 2016-2017 Strategic Plan describes this Strategic Priority as augmenting the quality of life that defines the hometown feel of our community by assuring public safety and good schools, promoting arts and culture, capitalizing on the strength in our diversity, and embracing our inclusive welcoming nature. Highlights of the new initiatives and ongoing initiatives, contained within the Business Plan that support this Strategic Priority include: • Maintaining a safe community shall remain a top priority. The Police Department will continue existing programs, such as “Make a Call, Make a Difference“, the Burglary Enforcement and Reduction (BEAR) program, and will increase efforts to combat rising fraud and economic crime. • Rebuild Fire Stations 43 and 95. • Renovate and expand the Crime Scene Investigation building. • Host a virtual Slice of the Springs Meeting in an effort to encourage participation for an even wider resident audience in addition to the three in-person annual meetings. • Provide a lively, fun-filled space for events for all ages that will create a sense of place for our residents, business owners, and visitors along The Art Walk. • After launching a successful pilot program, the Fire Department will implement an innovative public health treatment option known as Mobile Integrated Healthcare, as part of the existing Community Risk Reduction program. A Thriving Business Community This Strategic Priority is one which encourages fiscal benefit and economic stability to the City by encouraging and supporting economic development and redevelopment as well as expansion and retention of existing businesses. Highlights of the new initiatives and ongoing initiatives, contained within the Business Plan that support this Strategic Priority include: • Encourage business development and redevelopment by implementing an Economic Development marketing campaign, “Business is Brighter”, to attract new and expanding business. • Implement recommendations from the economic development strategic plan and transitioning to Phase II of the Corporate Park Improvement District effort. • Install an automated water fill station to manage, track and charge trucked-out water for commercial entities. • In April 2016, a contract was awarded to Kaufman Lynn Construction, to build the municipal complex in the downtown area to act as a catalyst for economic development. Construction is expected to be completed by Fall of 2017. An Active, Healthy Community This Strategic Priority is best defined as one that influences and supports an environment that promotes active, healthy, and enriched lifestyles for residents of all ages. Focus on leisure, cultural, recreational, and sporting activities and events that infuse event dollars into the local economy. Highlights of the new initiatives and ongoing initiatives, contained within the Business Plan that support this Strategic Priority include: • Rebuild the 50-meter pool at the Aquatics Complex to increase its depth and remedy existing cracks, leaks and other deficiencies to attract additional national swim events. • Expand opportunities for seniors to attend continuing education classes, lifelong health and fitness classes, as well as area trips. • Renovate the soccer/football fields at Mullins Park and the soccer fields at North Community Park. • Resolve the Turtle Run Park north parking lot drainage issues.

City of Coral Springs, Florida

An Attractive Community Under this Strategic Priority the City will take proactive measures to preserve and enhance the community’s appearance and maintain its vital infrastructure as well as lead by example in the stewardship and conservation of natural resources. Highlights of the new initiatives and ongoing initiatives, contained within the Business Plan that support this Strategic Priority include: • Pilot electric vehicles and charging stations by adding two Nissan Leafs to the City’s fleet. • Display functional public art for social participation. • Offer a home repair grant program to elderly and low-income residents for use in improving the hurricane preparedness of their homes. • Address the aesthetic appeal of our neighborhoods focusing on NW 110th Ave and Meadows and Dells. • Continue inflow and infiltration rehabilitation to repair pipes which allow rain and ground water to infiltrate to wastewater for additional treatment. An Innovative, High-Performing Organization This Strategic Priority describes the City as an organization committed to ethical governance, adherence to Core Values, transparency, innovation, collaboration, and exceeding customer expectations by delivering high-quality programs and services that meet the needs of an increasingly diverse community. Highlights of the new initiatives and ongoing initiatives, contained within the Business Plan that support this Strategic Priority include: • Continue investment in our vital information technology infrastructure and maintain state-of-the-art security protection. • Digitize microfiche and microfilm documents to ensure accurate and timely document access. • Keep up with evolving video storage needs for communications and marketing as more work is produced in high-definition with 4K in the near future. Acknowledgements of Bringing Our Vision to Life Our sincere appreciation for the collaboration between the City, our residents and businesses. Through the City Commission’s partnership with the Community Redevelopment Agency, the Chamber of Commerce, and other stakeholders our driving force devotes our attention and resources to supporting and attracting businesses to our community. Thank you to our employees who make all of these accomplishments possible. We are deeply grateful for their dedication to public service, this community, and delivering first-rate customer service.

Respectfully Submitted,

Erdal Dönmez City Manager

Fiscal Year 2017 Annual Budget

Strategic Priorities A Family-Friendly Community Augment the quality of life that defines the hometown feel of our community by assuring public safety and good schools, promoting arts and culture, capitalizing on the strength in our diversity, and embracing our inclusive, welcoming nature.

A Thriving Business Community Continue to provide fiscal benefit and economic stability to the City by encouraging and supporting economic development and redevelopment as well as expansion and retention of existing businesses.

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

An Active, Healthy Community

An Innovative, High Performing Organization The City is committed to ethical governance, adherence to its Core Values, transparency, innovation, collaboration, and exceeding customer expectations by delivering highquality programs and services that meet the needs of an increasingly diverse community.

City of Coral Springs, Florida

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

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

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

• Measure organizational and employee successes based on customer satisfaction.

Continuous Improvement

• Solicit and listen intently to customer requirements and expectations.

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

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

• Plan for quality.

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

Empowered Employees • Empower the people closest to the customer, working individually or in teams, to continuously improve the organization’s quality and services. • Commit the entire organization to achieving total customer satisfaction. • Empower employees to make decisions based on their experience, skill, training and capability, rather than their position. • Share decision-making and allow employees to take authority and responsibility for the organization’s mission. • Encourage use of individual judgment; do what needs to be done.

• Make quality a never-ending effort. • Have customers define quality. • Let customer feedback drive quality improvements. • Focus on process improvements to increase quality. • Create a culture in which the right things are done the first time and every time.

Sustainability • Work toward efficient and cost-effective solutions to protect and conserve natural resources, maintain economic viability, and ensure a healthy and safe quality of life for current and future generations. • Commit to increasing green awareness in the community and reducing our own carbon footprint. • Balance environmental, economic, and social factors in decision making.

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

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

Leadership

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

• Establish an inspiring vision that creates a government that works better and costs less. • Create an atmosphere of innovation, risk-taking and tolerance for mistakes. • Recognize failure as the price paid for improvement. • Lead by example, by involvement and demonstrate commitment to quality, service and customers—“walk the talk.”

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

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

Fiscal Year 2017 Annual Budget

City of Coral Springs Organization Chart Citizens/ Customers

Citizens Advisory Committees and Boards

City Commission City Attorney

Internal Auditor

John J. Hearn jhearn@coralsprings.org

City Manager

Erdal Dönmez edonmez@coralsprings.org

Deputy City Manager Susan Grant sgrant@coralsprings.org

Financial Services

Director of Financial Services Melissa Heller mheller@coralsprings.org

Deputy City Manager

Fire/EMS

Fire Chief Frank Babinec fbabinec@coralsprings.org

Police

*City Clerk’s Office

City Clerk Debra Thomas dthomas@coralsprings.org

Information Technology

Director of Information Technology Curlie Matthews cmatthews@coralsprings.org

Chief of Police Anthony Pustizzi apustizzi@coralsprings.org

*Management and Budget Office Director of Budget and Strategy Catherine Givens cgivens@coralsprings.org

Jennifer K. Bramley jbramley@coralsprings.org

Development Services

*Community Redevelopment Agency

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

Public Works

Director of Public Works Rich Michaud rmichaud@coralsprings.org

Parks and Recreation

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

*Economic Development

Human Resources

Chief Economic Dev Officer Ana Barbosa abarbosa@coralsprings.org

Director of Human Resources Dale Pazdra dpazdra@coralsprings.org

*Communications and Marketing Director of Comm. and Marketing Liz Kolodney lkolodney@coralsprings.org

Charter Offices *Divisions of the City Manager’s Office

City of Coral Springs, Florida

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

Demographics Population per U.S. Census Bureau 1980 37,349 1990 78,864 2000 117,549 2010 121,096 2011* 121,651 2012* 122,681 2013* 122,994 2014* 123,618 2015* 124,282 2016* 126,264

Land Use Land area

23.94 sq. miles

Land use: % of Total Residential 50% Traffic circulation 17% Waterways 11% Commercial 8% Recreation/open space 7% Community facilities/schools/hospitals 4% Industrial 3% 100% Downtown LAC

1.0%

Developed 99% Undeveloped 1% 100% Source: 2016 City of Coral Springs GIS data

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

Economics

Median age

Office space Retail space Industrial space Assessed Taxable Property Valuation

36.5

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

41,814 $65,348

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

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

Hispanic or Latino (of any race)

23.49%

(2016 Tax Year per DR-420)

3.1 million sq. feet 8.1 million sq. feet 3.6 million sq. feet $9,057,650,131 % of Total

Principal taxpayers: Assessed Value

Coral-CS/LTD Associates Florida Power & Light Mid-America Apartments LP Spa the Grove LLC Sherwood Forest at Coral Springs Knickerbocker Properties Inc. ERP Operating LP Club Mira Lago Trust Cort City National Bank of Florida Alliance RT Limited Partnership

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

Education

Property tax millage rate (Fiscal Year 2017): General operating Voter-approved debt Total

For School Year 2015-2016

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

29 12 4 4 5

Number of students

30,809

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

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

1.33% 0.76% 0.70% 0.64% 0.57% 0.54% 0.45% 0.37% 0.36% 0.36%

Source: City of Coral Springs Fiscal Year 2015 CAFR.

$4.7982 $0.2948 $5.0930

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

Aa1 AAA AAA

Per capita debt (Fiscal Year 2017): General Obligation debt per capita

$213

Fiscal Year 2017 Net Adopted Budget: Fiscal Year 2017 Adopted Capital Budget:

$174,993,853 $26,352,799

Fire Assessment (single-family residence) Solid Waste Assessment

$155.00 $239.75

Fiscal Year 2017 Annual Budget

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

Center For The Arts/Theater/Museum *210 167,832 63,341 4:44 min.

Fire/EMS (for FY2016) Uniform strength (career and certified firefighters): Coral Springs (including Parkland) *165 Number of fire stations: Coral Springs 5 Parkland 3 Number of service calls (for Coral Springs): Fire 157 EMS 9,077 Other 3,764 Average response times (for Coral Springs): Fire 5:15 min. EMS 4:52 min. *Budgeted positions for FY2017

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

67,000 sq. ft. 1,471 seats 81 108,027 13,500 sq. ft. 267,377 123 205

Parks and Recreation Number of parks Number of acres Number of park patrons Number of sports teams Number of tennis patrons Number of Aquatic Complex visitors Number of swim classes Number of swim class participants

48 765 5,000,000 728 115,000 600,000 32,000 4,000

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

7,946 tons 224 miles 1,352 116 miles

Utility District Size Population served Customer accounts Miles of water lines Fire hydrants Number of wells Average daily water demand Daily water treatment capacity Permitted maximum day withdrawal Sewer lines / force mains Average daily sewer treatment Sewer reserve capacity

11.5 sq. miles 66,158 12,991 163 1,155 18 5.829 mgd 16 mgd 11.37 mgd 125.1/31.4 miles 8.41 mgd 9.79 mgd

Total City Staff Coral Springs Charter School Number of students (2016 School Year) Number of classrooms Number of teachers Grades

1,668 84 99 6 - 12

Full-time (includes city of Parkland fire staff) 836 Part-time 1 Subtotal 837 Temporary (excludes Summer Recreation) 290 Total 1,127

City of Coral Springs, Florida

History of Coral Springs Originally known as “the City in the Country,” Coral Springs is a premier South Florida community, known for its abundant parks, quality schools, numerous athletic programs, and attractive neighborhoods. Prior to its incorporation as a city in July 1963, the area that was to become Coral Springs was part of a huge tract of land acquired by Henry “Bud” Lyons between 1911 and 1939 that totaled over 20,000 acres of marshy wilderness in western Broward County. He cleared and drained the land to grow beans. Lyons died in 1952, leaving his vast land holdings to his family, who converted the land for ranching, bringing in 5,000 head of cattle. After a series of hurricanes flooded much of the southern portions of the state in 1947, Florida created the Central and Southern Florida Flood Control District (now the South Florida Water Management District) that built a network of canals and levees throughout South Florida. The canals helped to further drain the land that would become Coral Springs. After World War II there was a real estate boom in South Florida. Coral Ridge Properties, a land development firm, was started by James Hunt, Joseph Taravella, and Stephen Calder to develop communities in Broward County. By the late 1950s, they were running out of land to develop in the Fort Lauderdale area and were seeking opportunities further west. Land in the northwest corner of Broward County, now owned by Lena Lyons, perfectly suited Hunt’s vision for a master-planned community. On December 14, 1961, Coral Ridge Properties purchased 3,860 acres for $1 million. They moved three wooden shacks onto the land, along with five Coral Ridge Properties employees, which made the land eligible to incorporate as a city under Florida law. The City of Coral Springs was chartered on July 10, 1963. Additional land purchases from the Lyons family brought the total land in the City up to 5,000 acres. By 1964, a master plan was developed that projected a population of more than 50,000 residents living in small neighborhoods throughout the community. On July 22, 1964, the first land sale was held, selling 536 building lots for $1.6 million. Looking to give the new town a country flair, Hunt ordered the construction of the Covered Bridge that same year. It is now a Florida Heritage site. Employees from Coral Ridge Properties staffed the City administration, with Werner Buntemeyer holding the position of city manager from 1964 to 1974. In 1965, Coral Ridge Properties acquired an additional 5,000 acres from Lena Lyons, increasing the City to 16 square miles. From the very beginning, Coral Ridge Properties enacted strict landscaping and sign laws to create a beautiful and natural looking town. In May 1965, a second land sale was held, with television celebrity Johnny Carson on hand to help draw buyers. Johnny himself bought almost 55 acres of land. This time 1,100 lots were sold. Then the first residents began moving in, including Wilfred Neale II and Robert Fuller in The Hills in early 1965. Both became early city commissioners. Also in 1965, the City’s first employee was hired, Police Chief Richard Vedilago, who was assisted by a German Shepherd named “Sergeant Satan.” According to Stuart McIver, in 1966 Westinghouse Electric Corporation acquired Coral Ridge Properties so it could use the new City as an “urban laboratory to evaluate new products, such as a home utility center, home sewage disposal systems, an infrared heating system, full electric kitchens, and central air-conditioning and heating systems.” By 1967, the City had several hundred residents and held its first election. Lewie Mullins was elected mayor and Robert Fuller vicemayor. The remaining commissioners were Wilfred Neale, Peter Giordano, and Richard Hunt. The census of 1970 set Coral Springs’ population at 1,489, although the City Manager believed the actual number was closer to 3,750. In January 1970, the Broward County School Board voted to build the City’s first elementary school. Westinghouse opened its “Electra Center” designed to showcase state-of-the-art home systems. Some of these modern conveniences were built into model homes in the Electra Lab to allow visitors to experience motion-detecting lights, electric kitchens, and home security systems first hand. The volunteer Fire Department was also started in 1970. Early in 1971, the last large increase in property came with the purchase of the Remsberg Ranch on the north side of the City. The City was now 13,400 acres. In 1974, O. Benjamin Geiger was elected Mayor and began the task of making Coral Springs independent. This included establishing the City’s first ad valorem property tax, which at $4.0000 mils, was a huge increase to residents’ tax bills. Phillip Kelley was hired as the new City Manager, completing the break from Coral Ridge Properties. It was during this transition that the City’s codes and ordinances were created and the charter was modified to reflect the new vision for the City. The Commission wanted a professionally run City, so they chose a strong city manager form of government. The City grew at an incredible pace. Ten new public schools, a regional mall, shopping centers, and parks sprang up around the City during the 1970s. By 1980, the population had swelled to more than 37,000 people.

Fiscal Year 2017 Annual Budget

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

During the 1980s, growth continued to be the City’s greatest concern. By 1985, the population surpassed 50,000 and schools were overcrowded as young families poured into the neighborhoods. The realities of development - increasing traffic and crowding - provided a series of challenges for the City’s Planning office. The total property value passed the $1 billion mark in 1983 and the City, drawing on a strengthening financial position and debt service ratings, began planning bond referendums for community parks, a public safety facility, fire stations, and a community center. The nation took notice as the Honda Classic golf tournament moved to Eagle Trace Country Club in 1984. After 1986 when the Sawgrass Expressway was constructed, linking the City to the major transportation centers in Broward County, more and more corporate relocations and retailers were attracted to Coral Springs. The 1990s turned out to be a critical decade for the City. Only thirty years old, the City was nonetheless facing a staggering growth rate—which created a huge demand for City services. Between 1990 and 2000, the City’s population grew from 78,864 to 117,549 and the taxable value from $2.8 billion to $4.7 billion. By 1994, it became apparent that there was a need for better recreational and cultural programming for City residents, so several existing facilities were improved and new ones opened to serve the growing population. The Coral Springs City Centre was renovated to add an art museum and renamed the Coral Springs Center for the Arts. The Aquatic Complex was expanded and improved. The Sportsplex and Tennis Center were created to provide additional recreation opportunities. At the same time, City residents passed a $7.5 million bond referendum to purchase environmentally sensitive lands (now Red Lichen and Sandy Ridge Parks) to preserve the few wetlands left within city limits. The biggest change to City operations began in 1993 when a total quality management program was implemented, to completely overhaul operations and service delivery by becoming customer-focused and quality-oriented. The central feature of the program was a new business model that would take us from “government as usual” to a high-performance municipal corporation. The strategic and business planning system we use today—allocating resources strategically through data-driven decision making— was instituted in 1995. Numerous awards and recognition followed, but that wasn’t the only positive outcome of the City’s business model. When 95% of our residential property was developed in the late 1990s, we reached “build-out,” a time when growth-related revenues dropped precipitously. We were able to make the transition smoothly, without a significant change to our current operating millage rates. Sustaining our reputation for excellence becomes more challenging as the City ages. With no space left for new development, the City must leverage its strengths to encourage vibrant redevelopment. A recommitment to improving the aesthetics of the City was launched as the build-up to the City’s 50th Anniversary in July 2013. Future focus is on sparking interest in the Downtown area with a new Municipal Complex as a centerpiece.

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

City of Coral Springs, Florida

Management and Budget Office We are pleased to present this nationally recognized planning and budgeting document as one of the many services we provide to the City of Coral Springs. The Management and Budget Office (MBO) is a division of the City Manager’s Office and is responsible for managing and implementing several cross-functional processes within the City, including: Strategic Plan

Grants

Business Plan

Program Analysis

Performance Measurement System

Financial Analysis

Annual Budget

Performance Benchmarking

Capital Improvement Program

Operational Auditing

Performance Improvement Projects

Technical Assistance for Departments

Our budgeting system meets all of the best practice recommendations of the National Advisory Council on State and Local Budgeting, as well as previous recommendations by the Government Finance Officers Association (GFOA). We have had the good fortune to receive the Government Finance Officers Association Distinguished Budget Presentation Award for twenty-five consecutive years. In past years, our Annual Budget has received “Special Performance Measures Recognition” from GFOA as well as “Outstanding as a Policy Document and Operations Guide.” In addition, our performance measurement and budgeting system has been cited as a “Best Practice” by the National Partnership for Reinventing Government. The Fitch Rating Agency uses our planning system as a model for cities interested in achieving the distinction of an ‘AAA’ bond rating.

The Budget Team Catherine Givens

Director of Budget and Strategy (954) 344-5920

cgivens@coralsprings.org

Laurie Bishara

Senior Financial Analyst (954) 344-5938

lbishara@coralsprings.org

Vannelys Rivera

Senior Financial Analyst (954) 344-5928 vrivera@coralsprings.org

Chelsea Stahl

Senior Financial Analyst (954) 344-5914

Our Performance Measurement system was selected as a “Best Practice” by the American Quality and Productivity Center. We also received the Certificate of Excellence from the International City/County Managers Association Center for Performance Analytics.

cstahl@coralsprings.org

Our strategic planning, performance measurement, and budgeting efforts also contributed to the receipt of the 2007 Malcolm Baldrige National Quality Award. We are the first state or local government to receive the Baldrige Award. In addition, we also received the Florida Governor’s Sterling Award for Organizational Performance Excellence in 1997 and again in 2003. We are the first organization to win the Governor’s Sterling Award for the second time.

Senior Financial Analyst (954) 346-1723

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

Grant Coordinator (954) 344-5902

Thank You!

stoops@coralsprings.org

Kristin Holowicki kholowicki@coralsprings.org

Karlens Direny

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

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

Sherri Toops

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

Fiscal Year 2017 Annual Budget

Budget Overview Contents Budget Process Overview...................................................................................................................................................... 22 Budget Highlights..................................................................................................................................................................... 27 Combined Budget Summary................................................................................................................................................ 31 Fund Structure Overview....................................................................................................................................................... 32 Fund Budget Overviews......................................................................................................................................................... 37 General Fund Budget Summary................................................................................................................................. 37 General Fund Description............................................................................................................................................ 40 Fire Fund Budget Summary.......................................................................................................................................... 46 Fire Fund Description..................................................................................................................................................... 47 Water and Sewer Fund Budget Summary............................................................................................................... 50 Water and Sewer Fund Description........................................................................................................................... 51 Health Fund Budget Summary.................................................................................................................................... 53 Health Fund Description............................................................................................................................................... 54 General Insurance Fund Budget Summary............................................................................................................ 55 General Insurance Fund Description........................................................................................................................ 56 Coral Springs Charter School Fund Budget Summary...................................................................................... 57 Coral Springs Charter School Fund Description.................................................................................................. 57 Public Art Fund Budget Summary............................................................................................................................. 58 Public Art Fund Description......................................................................................................................................... 58 Equipment Services Fund Budget Summary......................................................................................................... 59 Equipment Services Fund Description..................................................................................................................... 60 Pension Fund Budget Summary................................................................................................................................. 62 Pension Fund Description............................................................................................................................................. 62 Solid Waste Fund Budget Summary.......................................................................................................................... 64 Solid Waste Fund Description...................................................................................................................................... 64 Debt Service Fund Budget Summary....................................................................................................................... 65 Debt Service Fund Description................................................................................................................................... 66 Debt Service Schedule................................................................................................................................................... 68 Debt Management.......................................................................................................................................................... 69 Debt Service Schedule - Water and Sewer Loans................................................................................................. 71 Capital Improvement Program............................................................................................................................................. 72 Impact of CIP on the Operating Budget.................................................................................................................. 76 Capital Improvement Summary by Fund................................................................................................................ 80 CIP Budget by Funding Source- All Funds.............................................................................................................. 81 Major Capital Projects by Department..................................................................................................................... 82 Major Capital Projects by Location............................................................................................................................ 83 General Fund CIP Summary by Funding Source................................................................................................... 84 CIP Project Descriptions- General Fund................................................................................................................... 85 CIP Project Descriptions- Fire Fund........................................................................................................................... 94 CIP Project Descriptions- Water & Sewer Fund...................................................................................................... 97 CIP Project Descriptions- Other Funds...................................................................................................................100 Revenue Trends........................................................................................................................................................................101 General Fund Five-Year Forecast........................................................................................................................................103

City of Coral Springs, Florida

Budget Process Overview The Budget Environment The nation’s economy has maintained a slow but steady growth with most economists expecting a modest increase for the next two years, remaining below the 3% GDP growth rate that is considered normal. Gross Domestic Product (GDP), the total dollar value of all goods and services produced in the United States during any given time period, is one of the primary indicators used to measure the health of the nation’s economy. While calendar years 2014 and 2015 showed growth above 2%, the annualized growth in real GDP through the second quarter of 2016 is closer to one percent, indicating that the American economy seems to be falling away from an assumed 2 percent growth trend. Most sources are predicting a tepid economy due to lagging uncertainties, the US election, and a depressing effect from overseas economies. In Florida, GDP growth is expected to continue eclipsing the national average. Florida’s gross domestic product, or overall economic output, grew 3.1 percent in 2015, beating the national growth rate of 2.4 percent -- the third-fastest rate among all large states. It is a growing consensus among economists that Florida’s economy is in recovery mode mostly as a result of solid job growth, declining unemployment, and higher consumer confidence. The City of Coral Springs, leaning on our business model and long-range financial planning, has been able to navigate the unpredictable, up-again-down-again economic recovery. Since the 2016-2017 Strategic Plan, the City has developed a comprehensive plan to encourage our economic growth. It embraces the implementation of the Economic Development Strategic Plan and includes activities to support the redevelopment of the City’s commercial areas. Growing and diversifying the economic base will provide the foundation that will enable the City to withstand future economic downturns. In addition, the City will continue working to attract businesses and increase property values by investing in the curb appeal, safety, and educational resources of our community.

How the Budget Was Created The Strategic Plan began with the City’s mission, strategic priorities, and Key Intended Outcomes developed in year one. Reviewed and updated biennially, the plan creates a shared vision for the future of the community. Strategic Priorities In 1997, the City Commission began a process of strategic planning designed to identify the issues that must be addressed to achieve our mission and that will persist over the lifetime of the Strategic Plan. These long-range policy issues developed by the City Commission in Fiscal Year 2015, emphasize the values of our customers: • A Family-Friendly Community • A Thriving Business Community

City Mission

• An Active, Healthy Community • An Attractive Community • An Innovative, High Performing Organization For each priority, an action plan is developed for implementing policy and operating measures. Through this process, the Business Plan was developed: • Commission Priority: Identify the vital issues. • Key Intended Outcomes (KIO): Identify desired results. • Initiatives: Allocate activities, resources, personnel, investment and time planned for the year to achieve each KIO.

Strategic Priorities

Key Intended Outcomes Department Performance Measures

• Performance Measures: Specific and measurable data indicating the effectiveness in meeting the KIOs. • By setting quality targets (Key Intended Outcomes) we are able to determine the resources necessary to meet them. The Business Plan section includes a matrix listing the KIOs and the departments that impact each.

Fiscal Year 2017 Annual Budget

Business Plan Just as in previous years, once the priorities and indicators are established, the operations of the City are reviewed and resources aligned to bring the strategic vision to life. Specific actions, programs, capital purchases, staffing requirements and funding levels are developed in response to the needs identified in the Strategic Plan. The Business Plan is an outgrowth of the strategic priorities, capturing the City’s vision in a quantifiable form, improving decision-making and resource allocation. Despite the reduction in revenues, initiatives in this year’s plan focus on economic development, as well as improving the look of the City. Our guiding principle is to focus our analysis efforts to continue to offer our customers the highest quality services possible. A benefit of using a business plan is that we can establish a direct link between costs, activities, and key drivers. We use this model to monitor our performance by: • Performing variance analysis using cost drivers. • Mapping the process that links budget items to activities. • Identifying value-added and non value-added activities. In developing the annual operating budget, departments analyze both existing and potential services in light of the strategic priorities. The Business Plan identifies added and removed services, which are then quantified in the line item budget. They reflect not only the strategic priorities as set by the City Commission, but also incorporate feedback from customer surveys and policy initiatives that contribute to the long-term financial health of the City. Departments set goals to meet the needs identified by the strategic priorities. To meet these goals, programs within the departments have specific objectives that are measured through process indicators. Staff’s individual objectives and performance measures are then linked to the program objectives. Each employee knows what the end result should be and how it contributes to the Strategic Plan. In this way, the budget becomes a tool for monitoring, rather than controlling, operating performance. The performance measures table included with each department’s summary is designed to show how the program objectives support the strategic priorities. Each performance measure is explicitly related to the Key Intended Outcome it supports and the strategic priorities it addresses. Our policy deployment model follows the illustrated path. It’s significant we view the process in this fashion, so we combine top-down and bottom-up input, tightly linking targets to the strategic plan.

Budget Methodology The budget methodology for the City of Coral Springs is a performance-based budgeting system. This type of budgeting system identifies a particular level of service performance for each type of service (program) and the resources needed to operate it, as well as describes the structure of the departments and the programs into which they are divided. The department’s budget is separated into the following components: Mission Statement—the statement identifies the specific purpose for the department and how it relates to the City’s overall mission. Core Processes and Outputs—a listing of the fundamental processes and the outputs for the department. New Initiatives—new services or the removal of existing services as they relate to the strategic plan. Objectives and Performance Measures—the objectives focus on particular program accomplishments that will be attained within the current year. All objectives are measurable by the performance indicators supplied. Each performance measure includes explicit links showing how program objectives and their indicators are directly related to KIOs and the strategic priorities they support. Organization Charts—outline of program structure within the department. Program/Expenditure Summary—the budget for the department, summarized by program, if applicable, and by major category of expenditure: • Personal Services—salaries, overtime and other pay including vacation payment incentive, holiday pay, temporary wages. • Benefits—FICA, retirement contributions, health and other benefits. • Other Expenses—supplies, repairs, utilities, services and other costs. • Operating Capital—departmental machinery and equipment under $5,000.

City of Coral Springs, Florida

Approach To The Budget Review Process Start-Up We begin by reviewing all current services in light of the Strategic Plan. Are current services sufficient or necessary? What are our customers’ needs and desires? Through resident and business surveys, SWOC (strengths, weaknesses, opportunities, Challenges) analysis, Slice of the Springs meetings, our customers’ input is a critical piece of the budget process. What new initiatives should be undertaken to meet constituent requirements or a changing market environment? Then we develop a list of recommended changes arising out of this analysis, forming the basis for the Business Plan. Beginning with each department’s mission statement, which is a driving force behind the department’s budget and should set the direction of the department, we develop a projected budget based on the previous year’s budget with any new initiatives appended, and any discontinued services removed. From there, goals and objectives are developed that relate to each other and to the department’s mission and the City’s Key Intended Outcomes as outlined in the Strategic Plan. Goals and objectives should be realistic, quantifiable, and include improvements to the efficiency and effectiveness of the department. Current goals and objectives may be used to establish a starting point for the future. In the spring, the Management and Budget Office (MBO) distributes to departments a target budget for the coming year, which is based on projections of current year expenditures, as well as the two prior years’ actual expenditures. Included in this target budget are budgeted line items for salaries and benefits (for example, pension and health plan allocations). Also included are the current year’s goals and objectives for the department. At the same time, Capital Replacement Program, Capital Improvement Program and physical inventory worksheets are distributed for department input. Verification of all numbers and assumptions made in these categories is carried out by departmental staff. Personnel changes such as retirements, projected salary increases or changes in hours worked are submitted to the Management and Budget Office. Methodology Given the slow and steady economic recovery, the budget process proceeded in two steps. First, MBO asked departments to develop a budget with the expectation of no new money. Second, the City Manager’s Office asked departments to identify cost savings and/or revenue enhancements resulting from service refinements. The service refinement exercise was not necessarily about cutting service, but about finding a different way of providing that service. Investments were considered if they would lead to enhanced productivity or reduced expenditures. While indiscriminate, across-the-board cuts are easy to implement and have the pretense of equity and fairness, these cuts do not consider customer (that is, residents’ and business’) needs and expectations. The City of Coral Springs’ business model, by contrast, has customer-driven excellence as its foundation. Our customer-driven excellence philosophy enables the City to address potential challenges strategically. It involves awareness of current and emerging customer needs, expectations and trends, which, in turn, leads to increasing levels of customer trust, value, and satisfaction. Operating Expenses The target budget will also contain operating expenses based on projections of the current year’s expenditures. Actual users of the supplies and services review their practices and habits involving daily expenditures for possible efficiencies. Departments review line item account codes for descriptive accuracy to determine if they reflect the actual types of expenditures. Lastly, Departments provide justification for any changes from the target budget based on information from current year expenditures or information obtained from other sources, such as trends in next year’s contracts or service costs provided by the Purchasing Division. Capital Expenses Departments also evaluate all existing equipment, facilities, and other capital items, to determine if useful life has been exceeded, or will be exceeded, in the coming budget year. They then identify all recommended capital expenditures from this evaluation of equipment. Vehicle life expectancy information is provided by the Public Works Department- Equipment Services Division. Other capital expenses, such as office equipment, are estimated with help from the Purchasing Division. Each department maintains a six-year Capital Improvement Program plan for its equipment needs and submits same to MBO for review, summarization and presentation to the City Commission for approval.

Fiscal Year 2017 Annual Budget

Business Plan Taking into account the market environment, customer expectations and emerging issues, the changes to service structure (discontinued services, new initiatives, etc...) are outlined and cross-referenced to the Strategic Plan. Citywide financial strategies are identified to address the long-term needs of the City in relation to emerging issues that have been identified through the strategic planning process. Anticipated results are identified and linked to Key Intended Outcomes for inclusion in the City’s performance measurement system. Based on the recommended projects and services, a preliminary budget is presented at the Business Plan workshop.

Budget Format A municipal budget document should provide sufficient, meaningful and useful information to elected officials, City staff, and to the public. To that end, we have developed a budget document that serves four primary functions: • Policy document • Financial plan • Operations guide • Communication device. Together, these budget elements define what the City of Coral Springs has done, what it plans to do, and how it will accomplish its objectives. The budget is a program- and performance-based plan that links prescribed organizational goals and objectives with the financial resources necessary to achieve them. Each of the budget’s programs represent a “product” of the City. Contained within each program are objectives and achievements. The program/performance budget is integrated with line item financial information to ensure optimal budget control. This program/performance budget enables the City Commission and the public to analyze the budget by priorities based on program goals and performance objectives rather than line item costs. In addition, this format provides information so that the City Commission and the public will have a better understanding of the allocation of resources among programs and the measurable work that each department will accomplish. The Proposed annual budget includes the following sections: Introduction, Budget Overview, Business Plan, and Department Budgets.

Approving The Budget During the summer months, recommended operating and capital improvement program budget documents are prepared and presented to the City Manager and forwarded to the City Commission for review during budget workshops which are open to the public. The City Commission either approves or makes changes to the recommended budget(s) and returns to staff for further study. Public hearings and final adoption of the budget occur in mid-September.

Monitoring The Budget The Budget staff is authorized to transfer funds within individual departments. Revisions that alter the total expenditures of any department within a fund must be approved by the City Manager. Actual expenditures and operating transfers out may not exceed budget appropriations at the individual fund level. Appropriations which are neither expended, encumbered, nor specifically designated to be carried over ,lapse at the end of the fiscal year.

City of Coral Springs, Florida

Amending The Budget If, during the course of the fiscal year, it becomes evident that a particular fund is unable to provide the required level of services to the community due to unexpected higher costs of providing the service, the budget may be amended. The Director of Budget and Strategy submits a request to amend the budget to the City Commission. The request contains a written explanation from the director(s) of the department(s) needing additional funds. The request also includes a proposal for financing the additional expenditures, such as appropriating from the fund balance/ retained earnings or submitting evidence of expected surplus from current year revenues. City Commission approval is required for budget amendments which alter the total adopted budget amount of any fund.

FY 2017 Budget Calendar FY 2017 Budget Calendar

Date

As of March 15, 2016

Description

Time

Location

04/04/2016

Budget Training Session I

2:30 p.m.

West Wing Conference

04/05/2016

Budget Training Session II

10:00 a.m.

West Wing Conference

04/06/2016

CC Strategic Planning Workshop*

11:00 a.m.

Mullins Hall

05/02/2016

Budget Package due to MBO

5:00 p.m.

Budget Office

03/31/2016

Budget Kickoff

05/09-05/20 Departmental Budget Meetings

2:00 p.m.

Individually scheduled

CMO Conference Room

05/25/2016

CC Business Plan Preview Workshop*

5:00 p.m.

Chambers

06/22/2016

CC Business Plan Workshop I*

5:00 p.m.

Chambers

07/27/2016

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

Chambers

09/14/2016

First Public Budget Hearing*

Chambers

09/21/2016

Second Public Budget Hearing* 6:30 p.m. Chambers  Adopt Operating Budget and Capital Improvement Program

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

West Wing Conference

Fiscal Year 2017 Annual Budget

5:15 p.m.

Budget Highlights

Tax Rate Fiscal Year 2017

Introduction

Debt Service Millage

$0.2948

Combined City Millage Rate

$5.0930

Coral Springs Operating millage rate $6.0000 $5.0000 $4.0000

$4.3559 $4.3939

$4.5697 $4.5697 $4.5697

$4.7982 $4.7982

$3.8866

$3.8715 $3.3651 $3.3651

$3.0000

Budget in Brief

$2.0000

The adopted operating net budget for Fiscal Year 2017 for all funds totals $174,993,853. This represents an increase of $8,487,054 or 5.1% more than the Fiscal Year 2016 net budget. The Fiscal Year 2017 budget is balanced, prudent and responsive to community needs as identified in the Fiscal Year 2016-2017 Strategic Plan and 2017 Business Plan.

$1.0000 $0.0000

FY 2016 Final Millage Rates

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017

Operating millage rate comparison with other municipalities $10 $9

$4.1193

Sunrise

$4.7982

Deerfield

$5.0819

$5.4865

• Operating millage rate will remain at $4.7982. Due to the increase in assessed values, the City will receive approximately $2.4 million additional property tax revenue.

$5.6368

$5.9000

• Total taxable assessed value increased 6.76% in the City of Coral Springs.

$6.0543

$6.1949

$8 $7.4479

Highlights of the Fiscal Year 2017 budget include:

$4.7982

Operating Millage Rate

$6.7654

The Fiscal Year 2017 Annual Budget, which was adopted on September 21, 2016, is a numerical reflection of the Fiscal Year 2017 Business Plan. By allocating our resources in alignment with the City Commission’s five strategic priorities and departmental performance indicators, we believe this budget will successfully meet the challenges we have before us and set the stage for continued success in the future.

General Operating Millage

$1 $0

Hollywood Miramar

Plantation Pembroke Pompano

Davie

Coral

Beach Pines Beach Springs Lauderdale • The voter-approved debt service millage rate will increase from $0.2933 When comparing Broward County cities with populations greater than 70,000, Coral Springs’ to $0.2948 an increase of $0.0015 or proposed operating millage rate continues to be one of the lowest of the 10 municipalities. 0.5%. This increase is due to Fiscal Year* Pompano Beach includes a separate EMS millage 2017 being the first full year of debt service on the $12.4 million Public Voter-Approved Debt Service Voter-approved debt service millage rateMillage Rate Safety G.O. Bond approved by voters in November of 2014. $1.0000

• The combined general operating and debt service millage rate is $5.0930 per $1,000 of assessed value, an increase of $0.0015 or 0.03%. • The Fire Assessment fee for singlefamily homes will increase by $8.00, from $147.00 to $155.00. Multi-family fee will increase by $9.25 per unit, from $186.00 to $195.25. Commercial, industrial and institutional properties will also see an increase in fire assessment rates.

$0.8000 $0.6000 $0.4000 $0.2915

$0.2000

$0.2134

$0.1774

$0.1763

$0.2933

$0.2906 $0.2033

$0.2948

$0.2038

$0.0000 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017

City of Coral Springs, Florida

• Water and Sewer rates will increase by 3.5%, an increase of $2.16 per month for the average residential customer.

Full-time additions for Fiscal Year 2017

• The Residential Solid Waste Special Assessment will increase by $5.00, from $234.75 to $239.75 per singlefamily home.

Position title

Dept—Division

# of positions

(1)Law Enforcement Sergeant

Police-General Investigations

(2)Investigator

Police-General Investigations

(3)Maintenance Worker

Parks-Landscape

• With a General Obligation bond indebtedness of 0.276% of total taxable assessed value, the City is well below its debt policy limit of 5%.

(4)Pension Analyst

Human Resources

(5)Lead Neighborhood Service Worker

Public Works-Streets

Staffing

(6)Community Paramedic

Fire-EMS

• General Fund debt service for franchise and capital revenue bonds, as a percentage of total budget, will equal 6.1% in Fiscal Year 2017 as compared to 6.4% in the current year, well within the General Fund debt service policy limitation of 12.5% of total General Fund expenditures.

• For Fiscal Year 2017 the number of full-time positions Total 6 is 803 (excludes Fire/EMS services contract staff). This represents an addition of six full-time employees, offset partially by the conversion of four part-time positions to full-time status. The table to the right shows the new authorized positions for the upcoming budget year. (1)The new Law enforcement Sergeant and (2)the Investigator positions will enhance the Economic crimes unit. In the past three years, economic crime has increased 34.7% and investigations are extensive and highly technical. The City plans to add these new positions to the Police Department to address this alarming trend. (3)Coral Springs employs a tree trimming crew that applies specialized attention and care to the City’s tree inventory, which is essential in limiting losses in the event of another hurricane. There has been frequent turnover of the part time employees, disrupting the crew’s productivity. For these reasons the City will convert two of the tree trimmer’s part-time positions to one full time Maintenance Worker to support the tree trimming crew. With a stable crew, more extensive work plans can be developed and implemented and more trees can be serviced. (4) A Pension part-time position will be converted to a full time Pension Analyst in order to deal with the level of complexity and ongoing demands to effectively manage two separate pension plans. (5) The Lead Neighborhood Service Worker will be converted from part time to a full time position. In addition to managing the span of control in the field, coordinating and supervising continuity throughout the work day, the Lead Neighborhood Service Worker will be able to continue service after the part time crew leaves for the day. (6) A permanent Community Paramedic position will be added in Fiscal Year 2017. In March 2015, the Coral Springs Fire Department launched a pilot of a Community Paramedic program, based on best practices from several agencies across the nation. The cost of this position, like other firefighter/ paramedics, will be split between the General Fund (EMS) and the Fire Fund. • In Fiscal Year 2016, the City added 3 full-time employees, from which two were converted from part-time status. The 3 positions were budgeted as follows: 1 in the General Fund, 1 in the Fire Fund, and 1 in the General Insurance Fund.

Net full-timeNetposition changes per fiscal year Full-Time Position Changes per Fiscal Year 50

40 29

30 20

13 8

0 -2

-10 -13

-11

-8

Fiscal Year 2017 Annual Budget

FY 2017

FY 2016

FY 2015

FY 2014

FY 2013

FY 2012

FY 2011

FY 2010

FY 2009

FY 2008

FY 2007

FY 2006

FY 2005

FY 2004

FY 2003

FY 2002

FY 2001

FY 2000

FY 1999

FY 1998

-20

Capital Improvements • In Fiscal Year 2017, the City will invest $26,352,799 in capital improvements and upkeep of City-owned facilities. For details of the projects planned for this year, refer to the Capital Improvement Program section included in this document.

Financial Condition The improving local and regional economy has begun to favorably impact the City’s financial outlook. The City’s unemployment rate (May 2016 3.8%) is expected to remain below the National (5.0%) and State (4.5%) rate and signs point toward moderate economic growth. Despite downward pressure on revenues due to residential build-out, tax relief legislation, and the lingering effects of the economic recession, our City continues to lead the nation in fiscal management and stability. The City’s healthy financial position can be attributed to our long-term financial planning that identifies emerging issues which may affect our ability to provide the level and type of service our customers expect. We were able to achieve a structural balance between expenditures and revenues for Fiscal Year 2017 by relying on sound financial practices, not reserves. Bond Ratings The City is proud to have earned the highest bond rating available from Standard and Poor’s (S&P) (AAA) and Fitch Ratings (AAA). The City also received the Aa1 rating from Moody’s Investors Service. The City’s goal is to maintain the AAA from S&P and Fitch while making the changes needed to earn the Aaa bond rating from Moody’s. Increasing fund balance is an important change the City can make to achieve this goal. Achieving AAA bond rating is important for our residents because it indicates to investors that the City is a low-risk investment which translates into lower interest rates and corresponding lower interest payments on general obligation bonds. Revenues The City’s intergovernmental, franchise, and other demand-driven revenues fluctuate with the economy. Most experts agree the economy will continue to grow at a modest rate in the near term. However, rather than growth returning to normal levels, the economy will move slowly but steadily upward. We have, therefore, adopted a more muted growth philosophy for Fiscal Year 2017 revenue estimates with a budgeted increase in revenues of about 3.7% overall, compared to 4.5% last year. Longer term, the City’s revenue growth is forecast to be slow and more closely approximate inflation, with current out-years’ forecasts exhibiting revenue growth under 3%. Fund balances are improving as a result of growth-related revenues, improved productivity, and prudent financial management policies. Those fund balances have been leveraged to avoid future debt service by equity financing capital purchases.

Annual net operating budget and capital

Net Operating Budget Capital Improvements (CIP) Total Financial Program

FY 2016 FY 2017 Budget Budget $166,506,799 $174,993,853 39,127,935 26,352,799 $205,634,734 $201,346,652

FY 2016 FY 2017 Net Operating Budget Budget Budget General Fund $71,444,599 $75,079,944 Special Revenue Funds Fire Fund 13,270,342 14,195,194 C.S. Charter School Fund 10,632,503 10,647,868 Public Art Fund 207,000 357,000 Enterprise Funds Water and Sewer Fund 16,988,178 19,128,376 Solid Waste Fund 4,291,174 4,331,688 Internal Service Funds Health and General Insurance Funds 17,771,875 18,854,360 Equipment Services Fund 9,520,887 9,942,672 Pension Fund 12,684,265 12,216,095 Debt Service Fund 9,695,976 10,240,655 Total Net Operating Budget $166,506,799 $174,993,853

City of Coral Springs, Florida

$ % Change Change $8,487,054 5.1% ($12,775,136) -32.6% ($4,288,082) -2.1%

$ Change $3,635,345

% Change 5.1%

$924,852 $15,365 $150,000

7.0% 0.1% 72.5%

$2,140,198 $40,514

12.6% 0.9%

$1,082,485 $421,785 ($468,170) $544,679 $8,487,054

6.1% 4.4% -3.7% 5.6% 5.1%

Major Policy Considerations Expecting the economic recovery to maintain its slow but steady progression, the City’s strategy is focusing its efforts on continuing to invest in the community, as well as providing high quality services to our residents, maintaining and improving our aging infrastructure and building up our reserves. Investing in the Community During the depths of the recession, the City adopted a three-pronged financial strategy. While this was an appropriate strategy for the time, a new financial strategy is necessary to place the City in the most advantageous position to embrace the economic recovery. Although the recession has officially ended, the return to pre-recession economic growth rates is not on the horizon. Since the fuel that powered the City’s economic engine (population growth and new construction) will not return to previous levels quickly, if at all, we must expect and plan for a new normal. The City Commission has set the stage for this vision by incorporating language in the 2016-2017 Strategic Plan directing the City to take a leadership role in creating its future by investing in our community. In partnership with the Economic Development Office, Community Redevelopment Agency, the Chamber of Commerce, and other stakeholders, the City will proactively prime the engine of economic growth by assisting our existing business community, devoting resources to encourage the redevelopment of the City’s commercial areas such as the Corporate Park, and investing in education. In addition, the City will work to attract businesses and increase property values by investing in the appearance and the safety of our community. Economic Development Strategy A key component to building a stronger, more vibrant future for the City of Coral Springs is the expansion of our commercial tax base. Over one-third of the City’s revenue comes from property taxes which are the City’s single largest revenue source. After several years of declining property values, the City’s Total Taxable Assessed Values have steadily increased over the past five years. The tax base is expected to continue to grow due to new commercial entities, such as Lupin Pharmaceuticals, and Cleveland Clinic, as well as key residential development projects currently underway. Upgrade Technology Infrastructure The City will continue to invest in tools that allow its employees to achieve high levels of productivity as well as provide customer service that is second to none. A state of the art technology infrastructure is a crucial element in allowing the City to meet its service delivery goals now and in the future. This objective must be balanced against the need to protect the confidentiality, integrity, and availability of information and at the same time control costs. It is also important that all City departments participate in the efforts to utilize technology in an efficient and effective manner.

Fiscal Year 2017 Annual Budget

Combined Budget Summary Appropriated Funds Budget—Fiscal Year 2017 CASH BALANCE BROUGHT FORWARD

Debt Service Fund

General Fund $0

Capital Projects Fund

$400,000

Public Art Fund

$752,434

Solid Waste Fund

$334,000

Water and Sewer Fund $0

Charter School Fund

Fire Fund

$1,597,793

FY 2017 Total Budget $0

$3,084,227

Revenues By Type: Taxes: Millage Per $1,000 Ad Valorem Taxes $4.7982 Ad Valorem Taxes $0.2948 (VOTED DEBT) Solid Waste Assessment Fire Fund Special Assessment Sales and Use Taxes Franchise Fees Utility Service Taxes Licenses and Permits Intergovernmental Revenue Charges for Services Fines and Forfeitures Miscellaneous Revenues Other Financing Sources

41,287,396 2,245,712 8,712,500 10,728,844 11,565,708 4,208,100 11,279,106 14,512,775 3,010,292 4,200,714 129,973

2,536,685

4,347,900

11,598,058

22,148,261 12,236 7,291,734

194,000 13,888,385

23,000

30,502

5,719,224 3,059,010 52,020 55,000 5,887

12,067,868

41,287,396 2,536,685 6,593,612 11,598,058 8,712,500 10,728,844 11,565,708 4,208,100 29,066,198 39,720,046 3,062,312 4,492,452 21,338,979

Total Revenues and Other Financing Sources

$111,881,119

$9,840,655 $14,082,385

$23,000

$4,347,900

$22,178,763

$20,489,199

$12,067,868 $194,910,889

Grand Total Revenues and Balances

$111,881,119 $10,240,655 $14,834,819

$357,000

$4,347,900

$23,776,556

$20,489,199

$12,067,868 $197,995,116

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

$16,004,492 545,000 59,639,423 7,618,515 442,617 15,547,348 6,860,269

4,347,900 10,240,655

5,223,455 111,881,119

10,240,655

357,000 14,834,819

14,834,819 0

$111,881,119 $10,240,655 $14,834,819

20,288,182 271,050

16,991,274

2,213,411

282,860

1,003,913

3,215,065

12,067,868

$16,004,492 12,612,868 76,630,697 32,254,597 713,667 15,904,348 19,597,195 14,834,819 9,442,433

357,000

4,347,900

23,776,556

20,489,199

12,067,868

197,995,116

$357,000

$4,347,900

$23,776,556

$20,489,199

$12,067,868 $197,995,116

Note: Revenues (sources) and Expenses (uses) for Equipment Services, Health, and General Insurance funds are incorporated within all other appropriated funds included in this summary and thus, not listed separately. Note: In accordance with standard budgeting practice, the main difference between the “Summary of Net Budgeted Revenues/Expenditures” on pages 30 and 31 and the “Fiscal Year 2017 Combined Budget Summary” on this page is that the latter does not include internal service funds to avoid double-counting interfund transfers (movement of money from one fund to another).

City of Coral Springs, Florida

Fund Structure Overview

325

FY 2017 Total Operating Budget and Capital $201,346,652

FY 2017 Net Operating Budget $174,993,853

General Fund $75,079,944

Special Revenue Funds $25,200,062

Internal Services Funds $28,797,032

Trust and Agency Funds $12,216,095

Water and Sewer $19,128,376

Fire $14,195,194

Insurance Funds $18,854,360

Pension $12,216,095

Solid Waste Fund $4,331,688

Charter School $ 10,647,868

Equipment Services $9,942,672

Enterprise Funds $23,460,064

Debt Service Fund $10,240,655 Debt Service $10,240,655

Public Art $357,000

Major Funds Fund Name

Fund Type

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

General Fund*

City Operating Fund

Fire Fund*

Special Revenue Fund

Water and Sewer Fund*

Enterprise Fund

Solid Waste Fund*

Enterprise Fund

Health and General Insurance Funds*

Internal Service Funds

Coral Springs Charter School Fund*

Special Revenue Fund

Equipment Services Fund*

Internal Service Fund

Public Art Fund*

Special Revenue Fund

Pension Fund

Trust and Agency Fund

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

Debt Service Fund*

Debt Service Fund

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

*Indicates appropriated funds in accordance with the Budget Ordinance.

Fiscal Year 2017 Annual Budget

Fund Structure Overview (continued)

FY 2017 Capital Budget $26,352,799

General Fund $15,334,819

Special Revenue Funds $645,500

Internal Services Funds $3,742,080

Water and Sewer $6,630,400

Fire $565,500

Equipment Services $3,742,080

Solid Waste Fund $0

Charter School $50,000

Enterprise Funds $6,630,400

Public Art $20,000

Tree Trust Fund $10,000

City of Coral Springs, Florida

Summary of net budgeted revenues â&#x20AC;&#x201D;Fiscal Year 2017 FY 2016 Adopted Net Budget General Fund

Percent of Total

FY 2017 Adopted Net Budget

Percent of Total

Dollar Change

Percent Change

$102,330,504

61.5%

$106,191,978

60.7%

$3,861,474

3.8%

Fire Fund

18,090,533

10.9%

19,160,749

10.9%

1,070,216

5.9%

Water and Sewer Fund

21,442,772

12.9%

23,776,556

13.6%

2,333,784

10.9%

1,735,000

1.0%

2,090,000

1.2%

355,000

20.5%

12,052,503

7.2%

12,067,868

6.9%

15,365

0.1%

207,000

0.1%

357,000

0.2%

150,000

72.5%

Equipment Services Fund

3,846,285

2.3%

3,954,275

2.3%

107,990

2.8%

Solid Waste Fund

4,306,918

2.6%

4,347,900

2.5%

40,982

1.0%

Debt Service Fund

2,495,284

1.5%

3,047,527

1.7%

552,243

22.1%

100.0% $174,993,853

100.0%

$8,487,054

5.1%

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

Total

$166,506,799

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

Fiscal Year 2017 Net Budget - All Funds - Revenues $174,993,853 Fire Fund 10.9%

Debt Service Fund 1.7%

Other 1.4% Charter School Fund 6.9%

Water and Sewer Fund 13.6% General Fund 60.7% Equipment Services Fund 2.3% Solid Waste Fund 2.5%

Fiscal Year 2017 Annual Budget

Summary of net budgeted expenditures â&#x20AC;&#x201D;Fiscal Year 2017 FY 2016 Adopted Net Budget General Fund

Percent of Total

FY 2017 Adopted Net Budget

Percent of Total

Dollar Change

Percent Change

$71,444,599

42.9%

$75,079,944

42.9%

$3,635,346

5.1%

Fire Fund

13,270,342

8.0%

14,195,194

8.1%

924,852

7.0%

Water and Sewer Fund

16,988,178

10.2%

19,128,376

10.9%

2,140,198

12.6%

Health and General Insurance Funds

17,771,875

10.7%

18,854,360

10.8%

1,082,485

6.1%

C.S. Charter School Fund

10,632,503

6.4%

10,647,868

6.1%

15,365

0.1%

207,000

0.1%

357,000

0.2%

150,000

72.5%

9,520,887

5.7%

9,942,672

5.7%

421,785

4.4%

12,684,265

7.6%

12,216,095

7.0%

(468,170)

-3.7%

Solid Waste Fund

4,291,174

2.6%

4,331,688

2.4%

40,514

0.9%

Debt Service Fund

9,695,976

5.8%

10,240,655

5.9%

544,679

5.6%

100.0%

$8,487,054

5.1%

Public Art Fund Equipment Services Fund Pension Fund

Total

$166,506,799

100.0%

$174,993,853

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

Fiscal Year 2017 Net Budget - All Funds - Expenditures $174,993,853 Solid Waste Fund 2.4%

Equipment Services Fund 5.7% Water and Sewer Fund 10.9%

General Fund 42.9%

Fire Fund 8.1%

Charter School Fund 6.1%

Debt Service Fund & Public Art Fund 6.1% Pension Fund 7.0%

Insurance and Health Fund 10.8%

City of Coral Springs, Florida

Where the money comes from by source (all funds) 10.8%

22.1%

2.3% 1.6%

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

1.5%

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

20.1% 9.2%

Where the money goes by type of program 4.4% 5.4% 5.8%

14.7% 2.1%

Where the money goes by type of program (all funds) 7.5%

4.8%

8.0% 6.4%

9.9%

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

8.0%

Where the money goes 0.4%by category (General Fund Only) 38.7% 16.3%

Where the money goes by category (General Fund only) 1.0%

6.1%

5.0% 0.5%

17.4% 46.3%

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

23.7%

Fiscal Year 2017 Annual Budget

General Fund Budget Summary FY 2014 Actual

FY 2015 Actual

FY 2016

FY 2017

Adopted Budget

Change From Change From FY16 Budget FY16 Budget

Revenues General Operating $33,847,000 2,138,469

$35,279,815 2,147,155

$38,909,404 2,245,712

$41,287,396 2,245,712

$2,377,992 $0

6.11% 0.00%

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

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

7,138,456 2,845,639 113,803 10,097,898

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

7,508,844 3,100,000 120,000 10,728,844

$74,345 $200,000 $19,000 $293,345

1.00% 6.90% 18.81% 2.81%

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

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

8,936,647 1,970,004 148,158 11,054,809

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

9,373,000 2,034,861 157,847 11,565,708

$273,000 ($66,339) ($34,649) $172,012

3.00% -3.16% -18.00% 1.51%

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

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

4,615,072 28,542 3,978,502 202,075 7,930,264 64,722 16,819,176

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

4,032,488 0 4,400,000 58,794 8,712,500 49,886 17,253,668

($767,512) ($25,000) $400,000 ($106,351) $462,500 $1,453 ($34,910)

-15.99% -100.00% 10.00% -64.40% 5.61% 3.00% -0.20%

Other Intergovernmental Revenues Miscellaneous Community Bus Program Revenues First Local Option Fuel Tax Second Local Option Fuel Tax Public Safety E911 Recycling Material Revenue Subtotal Other Intergovernmental Subtotal Intergovernmental

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

40,000 124,703 1,277,166 918,530 221,907 234,265 2,816,571 19,635,747

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

40,000 125,002 1,310,000 950,000 237,936 75,000 2,737,938 19,991,606

$0 $0 $50,000 $50,000 ($9,673) ($90,000) $327 ($34,583)

0.00% 0.00% 3.97% 5.56% -3.91% -54.55% 0.01% -0.17%

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

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

2,421,951 142,069 150,101 9,600 2,723,721

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

2,558,838 210,000 131,904 10,020 2,910,762

$217,088 $10,000 $0 ($49,980) $177,108

9.27% 5.00% 0.00% -83.30% 6.48%

Business Tax Subtotal Permits and Business Tax

1,165,913 3,511,763

1,075,826 3,799,547

1,271,900 4,005,554

1,297,338 4,208,100

$25,438 $202,546

2.00% 5.06%

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

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

119,747 323,938 31,927 107,025 43,800 18,032 536,992 40,215 472,227 125,568 66,046 1,739,190 380,385 336,667 120,273 4,462,032

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

124,141 320,130 46,087 112,979 44,676 18,393 547,732 56,029 462,747 128,079 67,317 1,582,005 348,718 433,775 165,725 4,458,533

$2,432 $6,275 $902 $2,213 ($30,571) ($5,083) ($44,268) $1,097 ($3,525) ($40,246) ($15,959) ($152,484) ($33,165) $28,500 $23,247 ($260,635)

2.00% 2.00% 2.00% 2.00% -40.63% -21.65% -7.48% 2.00% -0.76% -23.91% -19.16% -8.79% -8.68% 7.03% 16.32% -5.52%

Ad Valorem Taxes Solid Waste Assessment-FF

City of Coral Springs, Florida

General Fund Budget Summary (continued) FY 2014 Actual

FY 2016

FY 2017

Adopted Budget

Change From Change From FY16 Budget FY16 Budget

Charges for Services to other funds W&S Fund—Admin Services W&S Fund—Economic Development Fire Fund—Admin Services Subtotal - Charges for Services - Other Fund

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

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

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

2,200,109 271,050 1,797,982 4,269,141

$88,393 $11,050 $73,299 $172,742

4.19% 4.25% 4.25% 4.22%

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

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

1,191,976 758,891 1,110,986 2,212,473 85,110 0 1,751 5,361,187

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

957,799 930,924 1,406,963 2,400,000 87,663 0 1,751 5,785,101

12,964,154

13,859,999

14,306,464

14,512,775

($12,446) $202,574 $216,575 $0 ($12,500) ($100,000) $0 $294,204 $0 $206,311

-1.28% 27.81% 18.19% 0.00% -12.48% -100.00% 0.00% 5.36% n/a 1.44%

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

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

1,091,615 174,353 15,481 81,366 29,035 1,147,045 931,191 3,470,086

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

1,124,364 176,888 0 90,000 30,000 1,008,000 581,040 3,010,292

$224,364 $48,138 $0 $30,000 $0 $450,000 $55,040 $807,542

24.93% 37.39% n/a 50.00% 0.00% 80.65% 10.46% 36.66%

Other Income: Interest Rents & Royalties/Cell Tower Lease Sale Sept 11 5K Event CRA Contribution Charter School Lease

261,174 1,106,336 12,545 50,000 1,420,000

162,764 1,246,059 0 50,000 1,420,000

250,000 1,304,450 15,000 166,236 1,420,000

255,000 1,470,937 0 119,875 1,420,000

$5,000 $166,487 ($15,000) ($46,361) $0

2.00% 12.76% -100.00% -27.89% 0.00%

Auction ICMA-RC Agreement (Admin Fund) SW Disposal Rebate Solid Waste Disposal Agreement Facility Rental Other Miscellaneous Subtotal Other Income

12,673 0 22,620 572,650 138,815 421,979 4,021,807

16,203 3,333 21,401 372,952 150,638 353,219 3,796,569

19,024 25,000 19,500 525,000 150,000 300,000 4,194,210

19,404 25,000 23,164 410,082 150,638 306,614 4,200,714

$380 $0 $3,664 ($114,918) $638 $6,614 $6,504

2.00% 0.00% 18.79% -21.89% 0.43% 2.20% 0.16%

98,805,659

103,141,625

107,719,478.0

111,751,145

$4,031,667

3.74%

100,000 0 720,285 0 820,285

0 0 0 400,000 400,000

0 127,425 0 0 127,425

0 129,973 0 0 129,973

$0 $2,548 $0 $0 $2,548

n/a 2.00% n/a n/a 2.00%

$99,625,944

$103,541,625

$107,846,903

$111,881,119

$4,034,216

3.74%

Subtotal - Charges For Services

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

FY 2015 Actual

Fiscal Year 2017 Annual Budget

General Fund Budget Summary (continued) FY 2014 Actual

FY 2015 Actual

FY 2016

FY 2017

Adopted Budget

Change From Change From FY16 Budget FY16 Budget

Expenditures: Departmental City Commission City Manager Human Resources Financial Services Information Technology City Attorney Development Services Police Emergency Medical Services Public Works Parks and Recreation Total Departmental

$318,138 3,049,892 1,453,909 2,490,268

$320,070 3,507,908 1,664,726 2,461,598

$361,999 3,990,533 1,753,051 2,444,342

$370,614 $4,196,057 $1,983,626 $2,548,325

$8,615 $205,524 $230,575 $103,983

2.38% 5.15% 13.15% 4.25%

2,910,805 869,172 5,968,441 44,757,596 8,452,558 4,314,667 13,841,313 88,426,759

3,182,972 915,442 6,236,248 44,934,521 8,901,547 4,695,804 14,216,083 91,036,919

3,522,893 1,023,041 6,798,286 46,622,075 9,128,502 4,751,708 14,636,819 95,033,249

$3,655,547 $1,044,068 7,163,433 47,911,549 9,529,479 4,818,349 15,012,348 98,233,395

$132,654 $21,027 $365,147 $1,289,474 $400,977 $66,641 $375,529 $3,200,146

3.77% 2.06% 5.37% 2.77% 4.39% 1.40% 2.57% 3.37%

150,000 580,139 0 0 0 0 0

500,000 684,431 571,565 0 150,000 75,000 113,928 0 334,000 193,571 80,000 545,000 525,000 0 25,000 0 0 323,446 10,000 0 4,130,941

$327,000 $6,700 $99,065 $0 ($100,000) $0 $10,357 $0 $334,000 $40,087 $5,000 $30,000 $0 $0 ($75,000) $0 $0 $26,845 $0 $0 $704,054

189.02% 0.99% 20.97% n/a -40.00% 0.00% 10.00% n/a n/a 26.12% 6.67% 5.83% 0.00% n/a -75.00% n/a n/a 9.05% 0.00% n/a 20.55%

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

137,849 38,163 459,684 488,423 0 70,993 3,675 21,680 0 9,992 0 2,662,774

0 147,317 49,064 464,371 529,116 0 100,000 0 0 271,856 9,956 0 2,301,818

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

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

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

1,105,266 995,808 185,323 469,720 2,756,117

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

1,328,064 1,092,401 236,049 0 2,656,514

$70,722 $81,400 ($14,543) $0 $137,579

5.62% 8.05% -5.80% n/a 5.46%

Debt Service Revenue Bond Rev Bonds - '04 (Refunding) Rev Bonds - '08 2010 Recovery Zone Bond ($5.9M/20yr/2.79%) 2013 Capital Revenue Note ($4.7M/10yr/1.95%) 2013 Lease Purchase Financing (Phone) 2014 Municipal Complex Loan 2015 Municipal Complex Bond ($19.1M/20yr/3.5% 2015 Capital Revenue Note ($12M/10yr/3.5%) Subtotal Debt Service

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

1,533,970 1,576,788 405,517 519,600 373,756 250,000 0 0 4,659,631

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

1,453,095 1,433,899 390,513 490,973 353,164 234,395 1,176,529 1,327,700 6,860,269

($81,175) ($148,264) ($23,218) ($28,627) ($20,592) ($13,667) $380,279 ($72,300) ($7,564)

-5.29% -9.37% -5.61% -5.51% -5.51% -5.51% 47.76% -5.16% -0.11%

174,938 174,938

225,577 225,577

0 0

Miscellaneous Expenditures: Gainsharing Total Miscellaneous Expenditures Total Non-Departmental

446,725 529,542 0 0 126,564 0 0 (21,347)

n/a

9,788,154

9,943,143

12,813,654

13,647,724

$834,070

6.51%

Total Expenditures

$98,214,913

$100,980,062

$107,846,903

$111,881,119

$4,034,216

3.74%

Revenues in Excess of Expenditures

$1,411,031

$2,561,563

Number of FTE's

649.66

659.77

$0 659.65

City of Coral Springs, Florida

($0)

n/a

664.29

4.63

0.70%

General Fund Description The General Fund, as the main operating fund for the City of Coral Springs, provides for a broad spectrum of premier services including, public safety, beautiful parks and recreational facilities, code compliance, athletic programs, an attractive Aquatic Complex, public works, building plan review and inspections, emergency medical services, and more. The majority of resources are provided by taxes. The General Fund budget is $111,881,119 for Fiscal Year 2017. This represents an increase of $4,034,216 or 3.74% from the Fiscal Year 2016 budget. This budget is adequate to finance the General Fund expenses and a portion of the Coral Springs Center for the Arts, Insurance, Debt Service, Equipment Services, and pension expenses relative to the General Fund.

Fund Total Revenues - $111,881,119 GeneralGeneral Fund total revenues—$111,881,119 *

Revenues A summary of the Fiscal Year 2017 General Fund revenue by source is provided in the chart to the right. Major revenue sources for the General Fund Fiscal Year 2017 budget include:

Ad valorem taxes: $41,287,396

(36.9% of total revenues) Ad valorem taxes represent a levy on the assessed value of real and personal property. In Fiscal Year 2017, ad valorem taxes will account for 36.9% of total General Fund revenues.

Sales Tax 7.8% Fines and Forfeitures 2.7%

Charges for Services 13.0%

Misc. Revenues 3.8% Intergovernmental 10.1%

Utility Taxes 10.3%

Permits and Business Tax 3.8%

Franchise Fees/Solid Waste Assessment 11.6%

Other 0.1%

The general operating tax millage rate is $4.7982, no increase from Fiscal Year 2016. This is well below the state-imposed ten mill cap. The ad valorem revenue generated by the Fiscal Year 2017 tax millage rate is based on the July 1, 2016 assessed value provided by the Broward County Property Appraiser’s Office.

Ad Valorem Taxes 36.9%

* %’s may not add 100% due to rounding

Tax year 2016 gross taxable property value increased 6.76% to $9,057,650,131 at July 1. New additions, annexations, and construction added $15,411,840 or 0.17 % to the tax roll. The voter-approved debt service millage rate for Fiscal Year 2017 is $0.2948 per $1,000 of taxable assessed value levied on real and personal property. This represents an increase of $0.0015 or 0.51% over Fiscal Year 2016 budget. There is no legal debt millage limit established by the State of Florida for its municipalities, counties, or independent taxing districts. City policy does, however, limit annual General Fund debt service expense to 12.5% of the total General Fund budget. At 6.1%, the City is well within its General Fund debt service limitation policy.

Millage rates, combined, historical Adopted Adopted Adopted Adopted Percent FY 2014 FY 2015 FY 2016 FY 2017 Change

General Operating Voter-Approved

$4.5697 $0.2033

$4.5697 $0.2038

$4.7982 $0.2933

$4.7982 $0.2948

0.00% 0.51%

Total Millage

$4.7730

$4.7735

$5.0915

$5.0930

0.03%

Fiscal Year 2017 Annual Budget

Solid Waste Assessment:

$2,245,712

(2.0% of total revenues)

The City assesses residences for solid waste services.

Franchise fees

Franchise fees: $10,728,844

Type (% of Gross)

(9.6% of total revenues)

FY 2015 Budgeted Receipts

Electricity (6%)

$7,434,499

$7,508,844

1.00%

Franchise fees are charges to service providers for the right to operate within the municipal boundaries of the City. The “Franchise Fee” table presented on the following page, includes current franchise fee rates, projected Fiscal Year 2017 revenues, and percent change from the adopted Fiscal Year 2016 budget. For more details, see “Revenue Trends” in this section of the document.

Solid Waste

2,600,000

2,900,000

3,100,000

6.90%

100,000

101,000

120,000

18.81%

$10,134,499

$10,435,499

$10,728,844

2.81%

Utility service taxes: $11,565,708

Towing/Other Total

(10.3% of total revenues)

Electricity (10%)

The City charges a 10% utility service tax on all utility payments made in the City. As shown in the “Utilities service taxes” chart to the right, Fiscal Year 2017 utility service tax revenues are projected to increase by 1.51% or $172,012 from Fiscal Year 2016 budgeted revenue.

Water (10%)

(10.1% of total revenues)

FY 2017 Budgeted Receipts

Percent Change

Utility service taxes Type (% of Gross)

Intergovernmental revenue sharing:

FY 2016 Budgeted Receipts

Propane (10%) Total

FY 2015 Budgeted Receipts

FY 2016 Budgeted Receipts

FY 2017 Budgeted Receipts

Percent Change

$8,800,000

$9,100,000

$9,373,000

3.00%

2,060,000

2,101,200

2,034,861

-3.16%

185,986

192,496

$11,045,986

$11,393,696

157,847 -18.00% $11,565,708

1.51%

$11,279,106

Intergovernmental revenue sharing is provided to local municipalities by the state using a predetermined allocation methodology based, in part, on population. Anticipated revenues to be received in Fiscal Year 2017 are as follows:

Communications service tax

$4,032,488

State shared revenue

$4,400,000

First local option fuel tax

$1,310,000

Second local option fuel tax

$950,000

Recycling material revenue

$75,000

Public safety E911

Alcoholic beverage license

$58,794

Municipal rebate

$49,886

$237,936

The Communications service tax revenue is projected to decrease by $767,000 or 16%. The State shared revenue is estimated with a 10.0% increase or $400,000, while the First and Second local option fuel taxes are projected to increase $100,000 from Fiscal Year 2016. Revenue for recycling materials is expected to decrease by 54.5% and public safety E911 revenues are expected to decrease by 3.9%.

Sales tax:

(7.8% of total revenues)

$8,712,500

Also considered an intergovernmental revenue, half-cent sales tax may be used for municipal-wide programs, municipal-wide property tax or utility tax relief, or principal and interest payments on capital projects only. Sales tax revenue is expected to increase $462,500 or 5.61% over Fiscal Year 2016 budget.

City of Coral Springs, Florida

Permits and business tax:

$4,208,100

(3.8% of total revenues)

Building permit revenues are budgeted at $2,558,838, an increase of $217,088 or 9.27% from Fiscal Year 2016. This includes charges for permit and inspection services related to any construction, alteration, repair, or other activity required by the City Code and South Florida Building Code. After the steep decline in the number of building permit applications during Fiscal Years 2008 through 2013 with the majority of permits issued for homeowner renovations, we are projecting a moderate increase based on the economic recovery observed since 2014 bringing additional commercial and residential projects to our city. (Refer to Revenue Trends in this section for more information on building permits).. Building permits are 2.3% of total General Fund revenues. Business tax revenues are expected at $1,297,338, an increase of $25,348 or 2.0% over Fiscal Year 2016 budget. Formerly known as an “occupational license,” local governments are authorized to charge an annual “business tax” to businesses, professionals, and other for-profit enterprises for the privilege of operating a business within the City boundaries. Business tax revenues represent 1.16% of total revenues. Revenues received from rebillable overtime for building services and waste hauling permits are also included in this revenue category and account for another 0.1% of total revenues.

Charges for services—Parks & Recreation: (4.0% of total revenues)

$4,458,533

Parks and Recreation revenues are generated from user fees at the City’s parks, pools, and athletic facilities. Fiscal Year 2017 revenues are projected to decrease 5.52% or $260,635 driven in part by the shutdown for the pool renovation.

Charges for services—other funds:

$4,269,141

(3.8% of total revenues)

The transfer from the Water and Sewer Fund to the General Fund for administrative services is increasing by $88,393 or 4.19%. The transfer from the Fire Fund to the General Fund for indirect cost is increasing by $73,299, or 4.25%, in Fiscal Year 2017. These interfund transfers will fully reimburse the General Fund for the cost of administrative services related to Fire and the Utilities fund. In addition, a transfer in the amount of $271,050 is budgeted from the Water and Sewer Fund to the General Fund to support the recently created Economic Development Division. This inter-fund transfer is increasing by $11,050 or 4.25% over Fiscal Year 2016 budget.

Charges for services—other: (5.2% of total revenues)

$5,785,101

Charges for services rendered represent a fair method of recovering the cost of providing a service to an individual or group, not the community at large. These user fees are primarily related to planning, EMS, and general governmental services. Fiscal Year 2017 revenues are projected to increase 5.36% or $294,204 from the Fiscal Year 2016 budget. EMS interfacility transport fee and EMS Community Paramedicine fee revenues are expected to decrease by 56.20% or $12,500 and $100,000 respectively over Fiscal Year 2016. General Government and City Hall in the Mall revenues are expected to increase by $190,128 or 11.19% from Fiscal Year 2016 budget.

Fines and forfeitures: (2.7% of total revenues)

$3,010,292

Fines and forfeitures are revenues generated by enforcement and prosecution of municipal ordinances and state statutes. Fiscal Year 2017 revenues are projected to decrease $807,542 or 36.7% from Fiscal Year 2016.

Miscellaneous revenues: (3.8% of total revenues)

$4,200,714

The majority of the miscellaneous revenues include the Coral Springs Charter School lease, rents and royalties, interest earnings from fund balance, and the Solid Waste Disposal agreement. The Coral Springs Charter School lease revenue will remain the same ($1,420,000). This represents 1.3% of total General Fund revenues. Rents and royalties include telecommunication tower leases and facility rentals. Fiscal Year 2017 revenues are expected to be $1,470,937, an increase of $166,487 or 12.76% over Fiscal Year 2016.

Fiscal Year 2017 Annual Budget

Interest earnings are expected to be $255,000, an increase of $5,000 or 2.0%. They are generated by investment earnings on that portion of cash reserve investments attributable to the General Fund. Interest earnings represent 0.2% of total General Fund revenues. Other financing sources: $129,973

General Fund Total Expenditures - $111,881,119 General Fund total expenditures—$111,881,119* Development Services 6.4% HR/CAO 2.6%

Emergency Medical Svc. 8.4% Financial Services 2.3%

Non-Departmental 12.2%

(0.12% of total revenues) This revenue represents a Community Development Block Grant budgeted to be received in Fiscal Year 2017.

Information Services 3.3%

Expenditures

CMO/Commission 4.1%

The Fiscal Year 2017 General Fund budgeted expenditures total $111,881,119. This adopted budget represents an increase of $4,034,216 or 3.74% from the Fiscal Year 2016 budget of $107,846,903.

Police 42.9%

Parks and Recreation 13.4% Public Works 4.3%

A recap of departmental expenditures in the General Fund Budget includes:

* %’s may not add 100% due to rounding

City Commission: $370,614 (0.3% of total expenditures) The City Commission’s budget increased $8,615 or 2.4% from Fiscal Year 2016. The increase is primarily due to health allocation. City Manager: $4,190,515 (3.7% of total expenditures) The City Manager’s Office includes Administration, Economic Development, the Management and Budget Office, Communications and Marketing, City Clerk, and the CRA (Community Redevelopment Agency). The overall department increased by $199,982 or 5.0% in Fiscal Year 2017. The majority of the increase is attributed to an increase in health allocation and wages.

Human Resources: $1,983,626 (1.8% of total expenditures)

Human Resources’ budget increased $230,575 or 13.15% mainly due to health allocations and wages.

Financial Services: $2,548,325 (2.3% of total expenditures) Financial Services’ budget increased by $103,983 or 4.25% from Fiscal Year 2016 budget mainly driven by wages and health fund allocations.

Information Technology (IT): (3.7% of total expenditures)

$3,655,547

IT’s budget increased by $132,654 or 3.7%. The increase is mainly due to an increase wages and healthcare allocations as well as higher communication and service contract costs.

City Attorney: (0.9% of total expenditures)

$1,044,068

The City Attorney’s budget increased by $21,027 or 2.06%.

City of Coral Springs, Florida

Development Services—Administration, Code, Building, Community Development, and Engineering: (6.4% of total expenditures)

$7,163,433

Development Services includes the Administration Division, Code Compliance, Building Divisions, Community Development, and Engineering. The budget for this department increased by $365,147 or 6.4%.

Police: $47,911,549 (42.8% of total expenditures) The Police Department’s budget increased by $1,289,474 or 2.8% primarily due to increased wages and maintenance service contracts offset bay a decrease in the Police pension estimate for Fiscal Year 2017.

Emergency Medical Services (EMS): (8.5% of total expenditures)

$9,529,479

The EMS budget increased $400,977 or 4.4% primarily due to increased wages.

Public Works: $4,818,349 (4.3% of total expenditures) The Public Works budget increased by $66,641 or 1.4%, mainly due to budgeting additional funding for street lights. .

Parks and Recreation—includes Aquatics, Tennis, and Sportsplex: (13.4% of total expenditures)

$15,012,348

Parks and Recreation’s budget increased by $375,529 or 2.57%. This increase is mainly due to higher wages and increased vehicle depreciation chargebacks.

General Fund revenue and expenditure summary General Fund

FY 2013 Actual

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

Sources Revenues: Ad Valorem Taxes Solid Waste Assessment Sales and Use Taxes Franchise Fees Utility Service Taxes Licenses and Permits Intergovernmental Charges for Services Fines and Forfeitures Miscellaneous Revenues Other Financing Sources Appropriated Fund Balance Total Revenues

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

$33,847,000 $35,279,815 $38,909,282 $41,287,396 2,138,469 2,147,155 2,245,712 2,245,712 7,587,739 7,930,264 8,250,000 8,712,500 10,098,446 10,097,898 10,435,499 10,728,844 10,859,975 11,054,809 11,393,696 11,565,708 3,511,763 3,799,547 4,005,554 4,208,100 11,586,864 11,705,483 11,776,189 11,279,106 12,964,154 13,859,999 14,306,464 14,512,775 2,189,442 3,470,086 2,202,750 3,010,292 4,021,807 3,796,569 4,194,332 4,200,714 820,285 127,425 129,973 0 400,000 0 0 $99,625,944 $103,541,625 $107,846,903 $111,881,119

$2,378,114 $0 $462,500 $293,345 $172,012 $202,546 ($497,083) $206,311 $807,542 $6,382 $2,548 $0 $4,034,216

6.1% 0.0% 5.6% 2.8% 1.5% 5.1% -4.2% 1.4% 36.7% 0.2% 2.0% 0.0% 3.7%

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

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

$45,533,554 46,746,453 49,366,070 25,106,823 27,817,922 26,201,840 17,591,247 17,005,631 19,373,832 195,135 162,210 243,583 4,064,428 3,407,084 4,532,153 1,228,031 1,181,131 1,261,593 4,495,695 4,659,631 6,867,832 $98,214,913 $100,980,062 $107,846,903

$2,448,938 $312,633 $32,516 $324,705 $856,130 $66,857 ($7,564) $4,034,216

5.0% 1.2% 0.2% 133.3% 18.9% 5.3% -0.1% 3.7%

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

$2,182,164 640.41

$1,411,031 649.66

$2,561,563 659.77

$0 659.65

Fiscal Year 2017 Annual Budget

51,815,008 26,514,473 19,406,348 568,288 5,388,283 1,328,450 6,860,269 111,881,119 $0 664.29

$0 4.6

n/a 0.7%

Non-departmental: (3.7% of total expenditures)

$4,130,941

The non-departmental budget increased by $704,054 or 20.55%. The majority of the increased expenses were in the following areas: Capital Outlay and Microsoft Licensing.

Internal fund transfers: $2,656,514 (2.4% of total expenditures) The interfund transfers budget increased by $137,579 or 5.46%. The increase is mainly driven by higher Property and Casualty and Fire Fund Government Assessment transfers for Fiscal Year 2017.

Debt service: $6,860,269 (6.1% of total expenditures) Debt service consists of capital and franchise revenue bonds, including an Economic Recovery Zone Bond issued in December 2010. General Fund Debt Service will decrease $7,564 or -0.11% over the Fiscal Year 2016 budget. The amounts in 2017 reflect both, principal and interest payments estimated for the fiscal year.

General Fund non-departmental operating expenses Adopted FY 2016 Budget

Item Financial Quality Program

Cross Departmental

Special Projects Boards & Advisory Committees Grants

Events

Total

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

Adopted FY 2017 Budget

$ Change

% Change

25,000 80,000 70,000 25,000 15,000 41,000 34,000 0 20,000 40,000 8,700 60,000 6,500 40,000 0 193,571 17,500 2,500 10,000 3,000 35,231 15,000 35,000 52,500 22,000 7,500 0 15,000 15,000 54,000 40,000

(75,000) 5,000 20,000 0 0 41,000 0 0 0 4,000 200 (105,000) 0 (10,000) 0 40,087 0 0 0 (2,000) 0 0 0 2,500 2,000 0 0 0 0 54,000 0

-75.00% 6.67% 40.00% 0.00% 0.00% n/a 0.00% 0.00% 0.00% 11.11% 2.35% -130.84% 0.00% -20.00% n/a 27.42% 0.00% 0.00% 0.00% -40.00% 0.00% 0.00% 0.00% 5.00% 10.00% 0.00% 0.00% 0.00% 0.00% n/a 0.00%

$1,006,215 $983,002

-$23,213

-2.32%

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

City of Coral Springs, Florida

Fire Fund Budget Summary Fire Fund Revenues: Non Ad Valorem Special Assessment Fees Non-Ad Valorem Special Assessment Fee Government Assessment Nonprofit Subsidy (Churches & Schools) Sub-Total Non Ad Valorem Special Assessment Fees Partial Year Assessment Intergovernmental Base Contract (Parkland) Base Contract (Broward County) Sub-Total Intergovernmental Charges for Services: Fire Inspection Services Fire Re-Inspection Fees Training Tuition Fees Training Miscellaneous Fees State Education Incentive Fund Off Duty Fire Rescue Service Plan Review Fees Sub-Total Charges for Services Fines and Forfeitures: Fire Inspection Fines False Alarm Recovery Sub-Total Fines and Forfeitures Other: Interest Income Miscellaneous Revenue Doubtful Accounts Sub-Total Other Interfund Transfers Capital Reserve Sub-Total Interfund Transfers Grand Total - Revenues Expenditures: Departmental Administration Communication Service Suppression Training Inspection Total Departmental Non-Departmental C.I.P. Other Contractual (Wellness) OPEB Rate Consultant Contingency Assessment Collection Costs Microsoft Licensing Indirect Costs Economic Conditions Computer Replacement Program Sub-Total - Non-Departmental Interfund Transfers: Capital NEW: Transfer to Equip Replacement Fund Property Casualty Transfer Sub-Total - Interfund Transfers Bond Debt Service: Revenue Bond-'04 (Refunding) Revenue Bond-'08 2013 Lease Purchase Financing (Phone) Sub-Total - Debt Service Total Non-Departmental Grand Total - Expenditures Revenues in Excess of Expenditures

Prepared 10/25/2016 10:09 AM

FY 2014 Actual

FY 2015 Actual

FY2016 Adopted Budget

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

$9,592,940 185,323 995,808 10,774,072 3,751

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

$10,269,608 236,049 1,092,401 11,598,058 5,887

$776,065 (14,543) 81,400 842,922 0

8.17% -5.80% 8.05% 7.84% 0.00%

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

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

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

5,707,100 12,124 5,719,224

217,872 0 217,872

3.97% 0.00% 3.96%

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

979,929 13,411 1,208,312 582,626 74,668 50,278 153,031 3,062,255

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

834,462 31,836 1,688,532 294,736 50,000 45,000 114,444 3,059,010

(0) 0 81,943 (5,664) 0 0 0 76,279

0.00% 0.00% 5.10% -1.89% 0.00% 0.00% 0.00% 2.56%

10,511 4,300 14,811

6,050 700 6,750

52,020 0 52,020

0 0 0

0.00% n/a 0.00%

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

24,571 13,400 (3,600) 34,371

50,000 5,000 0 55,000

(0) 0 0 (0)

0.00% 0.00% n/a 0.00%

173,565 173,565

0 0

0 0 0

n/a n/a

$18,377,177

$19,416,772

$19,352,126

$20,489,199

$1,137,073

5.88%

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

$587,636 108,012 12,146,562 1,727,281 1,314,871 15,884,361

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

$694,080 166,292 12,883,761 1,922,733 1,324,408 16,991,274

$12,723 5,609 597,465 (15,122) 42,110 642,785

1.87% 3.49% 4.86% -0.78% 3.28% 3.93%

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

216,856 0 0 0 306,341 19,628 0 1,658,349 1,040 29,693 2,231,907

398,200 0 57,143 22,000 100,000 24,560 28,054 1,724,683 102,367 45,350 2,502,357

565,500 75,000 62,857 0 150,000 20,000 28,054 1,797,982 102,367 82,600 2,884,360

167,300 75,000 5,714 (22,000) 50,000 (4,560) 0 73,299 0 37,250 382,003

42.01% n/a 10.00% -100.00% 50.00% -18.57% 0.00% 4.25% 0.00% 82.14% 15.27%

756,500 0 181,339 937,839

765,500 0 192,002 957,502

218,420 218,420

0 100,000 230,705 330,705

0 100,000 12,285 112,285

n/a n/a 5.62% 51.41%

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

132,860 100,000 50,000 282,860 3,472,269

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

132,860 100,000 50,000 282,860 3,497,925

0 0 0 0 494,288

0.00% 0.00% 0.00% 0.00% 16.46%

$18,377,177

$19,356,630

$19,352,126

$20,489,199

$1,137,073

5.88%

$60,142

($0)

Fiscal Year 2017 Annual Budget

$ % Change From Change From FY16 Budget FY16 Budget

FY2017 Adopted Budget

($0)

Fire Fund LATEST with pension reduction

Fire Fund Description The Fire Fund is a special revenue fund to provide fire protective services to the citizens of Coral Springs. The City of Coral Springs also has a contractual agreement with the City of Parkland, Florida, to provide fire/rescue services. The Fire Department is funded by a special assessment. The Emergency Medical Services (EMS) portion of the Fire Department is funded in the General Fund (refer to the General Fund revenues and expenditures for information on the EMS budget). The Fire Fund budget is $20,489,199 in Fiscal Year 2017. This represents an increase of $1,137,073 or 5.88% over the Fiscal Year 2016 Fire Fund Total Revenues - $20,489,199 adopted budget.

Fire Fund total revenuesâ&#x20AC;&#x201D;$20,489,199*

Revenues

Other 0.5%

Major revenue sources for the Fire Fund for Fiscal Year 2017 budget include: Special Assessment: (56.6% of total revenues)

$11,603,945 Charges for Services 14.9%

The primary revenue source for the Fire Fund is a non-ad valorem special assessment which makes up 56.6% of total revenues. The assessment increased $842,922 or 7.83% from Fiscal Year 2016. A portion of this fire assessment fee is subsidized by the General Fund for churches and schools that are exempt from this assessment. The General Fund also covers the fire assessment fee for Intergovernmental government properties. The table below shows fire assessment fees are based on the type of property, not the value of that 27.9% property. Intergovernmental: $5,719,224 (27.9% of total revenues)

Special Assessment 56.6%

Intergovernmental revenues increased by $217,872 or 3.96% due to an increase in our contract with the City of Parkland for the delivery of Community Risk Reduction, Emergency Medical and Fire Protections Services. This partnership began in March 2004. A new five-year contract was renewed beginning October 1, 2016. Charges for services: (14.9% of total revenues)

$3,059,010

* %â&#x20AC;&#x2122;s may not add 100% due to rounding

Charges for services, also known as user fees, are fees charged for a city service that are provided to an individual or group, not the community at large, such as training, inspections, and plan reviews. Charges for services revenue increased by $76,279 or 2.56%, primarily due to training tuition and fees. This revenue is generated through firefighter training and certification programs offered at the Fire Training Academy to other cities and agencies in our area. Other: (0.5% of total revenues)

$107,020

Other revenue includes interest income and fines and forfeiture.

Fire Assessment rate schedule Adopted FY 2014

Adopted FY 2015

Adopted FY 2016

Single-Family

$141.36

$147.00

$155.00

$8.00

5.4%

Multi-Family

$174.89

$186.40

$186.00

$195.25

$9.25

5.0%

$19.34

$19.98

$19.78

$23.03

$3.25

16.4%

$3.01

$2.40

$2.98

$0.58

24.2%

$23.05

$21.47

$22.00

$22.50

$0.50

2.3%

Property Use:

Adopted FY 2017

$ Change

% Change

Residential (per unit)

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

City of Coral Springs, Florida

Fire Fund Total Expenditures - $20,489,199 Fire Fund total expenditures—$20,489,199*

Expenditures

The Fire Fund expenditures increased by $1,137,073 or 5.88% over the Fiscal Year 2016 adopted budget. The increase is primarily Debt Service attributable to operating expenditures and capital. 1.4% Training 9.4%

Major expenditures for the Fire Fund budget include: Suppression: (62.9% of total expenditures)

Inspection 6.5%

$12,883,761

Interfund Transfer

The Fire Suppression Division responds to all fire calls and other emergency1.6% situations. The Suppression Division is comprised of Assistant Fire Chiefs, Battalion Chiefs, Captains, Rescue Lieutenants, and Firefighter/Paramedics. These units not only provide fire service for the City of Coral Springs, but also for the neighboring City of Parkland. This partnership has improved emergency response times and has benefitted both cities. The overall suppression budget has increased $597,465 or 4.86% from Fiscal Year Non-Departmental 14.1%costs. 2016. This increase is primarily due to higher wages and vehicle depreciation Suppression Training: (9.4% of total expenditures)

62.9%

$1,922,733 Administration

The Fire Training Division is responsible for the certification of fire and emergency rescue personnel. The Training Division budget 3.4% decreased $15,122 or 0.78% from Fiscal Year 2016. This decrease is due toCommunication reductions Services in operating supplies and the movement of a 0.8% position to the suppression division. Inspection: $1,324,408 (6.5% of total expenditures)

* %’s may not add 100% due to rounding

Fire Department personnel conduct annual inspections of every business and multi-unit dwelling in the City as a preventive measure to identify fire hazards. Fire Inspection’s budget increased $42,110 or 3.28% from Fiscal Year 2016. This is due to higher wages and vehicle depreciation costs. Administration: (3.4% of total expenditures)

$694,080

Fire’s Administration budget increased $12,723 or 1.87%. This is due to slight increases to wages and operating expenses. Communication Services: (0.8% of total expenditures)

$166,292

The Communication Services Division consists of telecommunicators and emergency call takers. Expenses in this area increased $5,609 or 3.49% from Fiscal Year 2016. The cost of this division is split between the Fire Fund and EMS in the General Fund.

Fire Assessment Fee Comparison

Fire Assessment rate comparison Fiscal Yearfor book 2017 $400 $350 $300 $250 $200

$372.84

*ISO 1 Fire Departments $350.00

$261.28

$256.00 $225.00

$222.00

$150

$199.50

$189.00

$175.00

$100

$155.00

$134.00

$50 $0

*Miramar *Tamarac *Pembroke *Ft *Margate *Hollywood Sunrise Pines Lauderdale

Fiscal Year 2017 Annual Budget

Davie

*Deerfield Beach (BSO)

*Coral *Pompano Springs Beach

Fire Fund (continued) Non-departmental: $2,884,360 (14.1% of total expenditures) Non-departmental expenses increased by $382,003 or 15.27%. This increase is due primarily to additional operating capital projects and increased indirect costs and OPEB funding. The major Fiscal Year 2017 Fire non-departmental expenditures include the following: • $1,797,982 to cover indirect costs associated with various City departments • $150,000 dedicated to financial policy contingency and $102,367 to economic conditions • $20,000 for assessment collection costs • $82,600 for computer replacement • $62,857 for contributions to Other Post Employment Benefits (OPEB) • $28,054 for Microsoft licensing costs • $75,000 for wellness exams • $565,500 for capital outlay Interfund transfer: (1.6% of total expenditures)

$330,705

The cost of property/casualty insurance premiums increased $12,285 or 5.62% from Fiscal Year 2016. An interfund transfer in the amount of $100,000 will be used to repay the Equipment Services Fund. One million dollars was borrowed from the Equipment Services Fund in 2016 to help fund an unexpectedly high bid to construct Fire Stations 43 and 95. The entire amount will be repaid within 10 years. Debt service: (1.4% of total expenditures)

$282,860

Debt service is unchanged.

Fire Fund revenue and expense summary Sources Revenues: Fire Fund Special Assessment Intergovernmental Revenue Charges for Services Misc. Revenue/Interest Income Fines and Forfeitures Doubtful Accounts Partial Year Assessment Appropriated Fund Balance Capital Reserve Total Revenues

FY 2013 Actual

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$9,904,003 5,323,341 1,980,275 49,843 6,526 (34,771) 7,938 0 0 $17,237,155

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

$10,774,072 5,535,573 3,062,255 34,371 6,750 0 3,751 0 0 $19,416,772

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

$11,598,058 5,719,224 3,059,010 55,000 52,020 0 5,887 0 0 $20,489,199

$842,922 $217,872 $76,279 $0 $0 $0 $0 $0 $0 $1,137,073

7.8% 4.0% 2.6% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 5.9%

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

$8,192,083 4,087,738 1,207,642 309,865 1,249,734 0 1,558,150 163,291 282,860 $17,051,362

$8,565,326 4,091,250 1,368,726 213,344 1,273,670 0 1,644,162 937,839 282,860 $18,377,177

$9,334,121 3,415,320 1,407,639 216,856 1,727,281 0 2,015,051 957,502 282,860 $19,356,630

$9,372,107 3,624,346 1,414,181 398,200 1,937,855 0 2,104,157 218,420 282,860 $19,352,126

$9,829,275 3,653,390 1,585,876 565,500 1,922,733

$457,168 $29,044 $171,695 $167,300 ($15,122) $0 $214,703 $112,285 $0 $1,137,073

4.9% 0.8% 12.1% 42.0% -0.8% 0.0% 10.2% 51.4% 0.0% 5.9%

2,318,860 330,705 282,860 $20,489,199

City of Coral Springs, Florida

$ Change from FY16 Budget

% Change from FY16 Budget

Water and Sewer Fund Budget Summary $ Change From FY16 Budget

% Change From FY16 Budget

FY 2015 Actual

$8,140,432 11,797,667 22,679 5,895 21,500 8,412 263,600 20,260,186

$8,434,232 12,262,183 24,979 3,130 25,476 4,323 267,746 21,022,069

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

$8,755,199 13,124,068 25,611 10,000 18,913 10,000 204,470 22,148,261

$296,069 $443,809 $746 ($2,731) $551 ($1,330) $11,625 748,739

3.50% 3.50% 3.00% -21.45% 3.00% -11.74% 6.03% 3.50%

0 47,912 0 0 0 47,912

30,309 190 0 0 0 30,499

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

25,502 5,000 0 0 1,597,793 1,628,295

$252 ($13,000) $0 $0 $1,597,793 1,585,045

1.00% -72.22% 0.00% 0.00% 100.00% 3664.84%

$20,308,098

$21,052,568

$21,442,772

$23,776,556

$2,333,784

10.88%

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

849,464 903,403 2,483,906 1,178,791 5,415,564

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

1,049,980 1,119,212 1,241,049 3,037,385 6,447,626

54,280 30,168 85,853 33,718 204,019

5.45% 2.77% 7.43% 1.12% 3.27%

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

5,232,090 458,626 1,576,400 552,031 285,614 4,790,000 250,000 565,017 2,415

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

6,065,210 325,000 1,643,397 556,712 358,437 5,214,000 271,050 678,913 2,800

551,383 (233,000) 66,997 21,396 (177,119) 1,870,000 11,050 36,154 (17,376)

10.00% -41.76% 4.25% 4.00% -33.07% 55.92% 4.25% 5.62% -86.12%

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

50,000 0 579,622 252,698

50,000 0 581,330 564,132

50,000 0 582,056 563,683

0 0 726 (449)

0.00% 0.00% 0.12% -0.08%

359,107 120,249 201,750 75,846 34,846 68,028 139,145

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

361,943 121,225 203,318 75,902 34,926 68,528 151,830

0 1 0 0 1 1 0

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Subtotal Debt Service

$1,577,198

$1,881,291

$2,213,131

$2,213,411

$280

0.01%

Total Non-Operating

13,201,927

15,593,484

15,199,165

17,328,930

2,129,765

14.01%

$18,298,928

$21,009,048

$21,442,772

$23,776,556

$2,333,784

10.88%

$2,009,169

$43,520

n/a

38.75

40.25

40.50

0.00

0.00%

Revenues Operating Revenues Water Wastewater Private Fire Line Fee Meter Sales Backflow Recertification Adm. Fee Miscellaneous Income Charges for Service Total Operating Revenue Non-Operating Revenues Interest Income - Operating Interest Earnings-Revenue Bond Series 2012 Doubtful Accounts Capitalization from Prior Year CIP Appropriated Fund Balance Total Non-Operating Revenue Grand - Total Revenues Expenses Departmental Administration Water Distribution Wastewater Collection Water Treatment Total Departmental Non-Operating Wastewater Treatment Capital Administrative Services Revenue and Collection Non-Departmental Transfer To Renewal and Replacement Business Development Property/Casualty Computer Replacement Debt Service Lease Purchase Financing 2013 (Phone System) Revenue Bond-Series 2010 Revenue Bond-Series 2012 ($8.7M/2.29%/20 years) Revenue Bond-Series 2015 ($4.7M/2.002%/10 years) SRF Loans Water Plant Imp DW0603010 ($5.4M/2.57%/20 years) Wells & wellheads DW0603020 ($1.8M/2.79%/20 years) Transm. Dist, Interconnect DW0603030 ($3M/2.79%/2 Source & Treatment DW061620 ($1.1M/3.06%/20 years Lift Stations Rehab WW822020 Sewer Rehab WW06160 Forest Hills Wellfield DW061630

Grand Total - Expenses Revenues in Excess of Expenses Positions

FY 2017 Adopted Budget

FY 2016 Adopted Budget

FY 2014 Actual

Fiscal Year 2017 Annual Budget

$0 40.50

Water and Sewer Fund Description The Water and Sewer Fund, as an enterprise fund, must be self-supporting through user fees charged for services. The purpose of the Water and Sewer Fund is to provide clean water and to safely dispose of wastewater for customers living in the Coral Springs water district; which is the area between Wiles Road and Royal Palm Boulevard. The Fiscal Year 2017 Water and Sewer budget totals $23,776,556. This amount represents a increase of $2,333,784 or 10.88% from Fiscal Year 2016. This increase is primarily due to additional capital funding of $1,637,000,higher wastewater treatment costs of $551,383 and higher departmental costs of $204,019.

Water bill for average single-family residence 2016 2017 $ Increase % Increase Average Average (Decrease) (Decrease) Bill Bill Water Wastewater Total Monthly Bill

$22.64 $39.20 $61.84

$23.43 $40.57 $64.00

$0.79 $1.37 $2.16

3.5% 3.5% 3.5%

Note: Rates are calculated using an average consumption of 5,000 gallons for a single family residence (including 10% utility tax on water). Rate increase will be in effect October 1, 2016

Revenues The City will continue with the 3.5% annual rate adjustment recommended by the 2013 Water and Wastewater Study for Fiscal Years 2014-2018. One of the principal objectives of the study was to develop a multi-year plan of water and wastewater rate revenue increases that will satisfy annual operating, debt service, and capital cost requirements as well as maintain adequate operating reserves. The City Commission has approved the recommended 3.5% rate adjustment for FY2017.

Water and Sewer Fund Total Revenues - $23,776,556

Water and Sewer Fund total revenues â&#x20AC;&#x201D;$23,776,556

Other 8.0%

As illustrated in the table above, a typical single family residence in Coral Springs (consumption of 5,000 gallons per month) will notice an increase of $2.16 on the total monthly water bill. Major revenues for the Water and Sewer Fund include: Water: (36.8% of total revenue)

Water 36.8%

Wastewater 55.2%

$8,755,199

Revenue from the sale of water is estimated to increase by $296,069, or 3.5% compared to Fiscal Year 2016 budget This increase is due to the recommended 3.5% annual rate adjustment. Wastewater: (55.2% of total revenue) $ 13,124,068 The wastewater revenue consists of a base charge to the customer for sewage disposal and a volume-based charge based on the monthly water consumption. For Fiscal Year 2017, the rate to calculate the volumetric charge will be $3.96 per 1,000 gallons of water use. This represents a 3.5% annual rate adjustment. Appropriated fund balance (6.7% of total revenues) $ 1,597,793 The allocation of surplus or fund balance will increase by $1,597,793 or 100% compared to FY 2016. This increase is due to the financing of specific capital projects in order to maintain the Cityâ&#x20AC;&#x2122;s water and sewer infrastructure. Other (1.3% of total revenue) $ 299,496 Other miscellaneous revenues include meter sales, private fire line fee, administrative fee for backflow certification, and interest income from fund balance.

City of Coral Springs, Florida

Expenses The City has an aggressive plan to mitigate wastewater system inflow and infiltration problems, has aquired additional wastewater treatment reserve capacity, and has implemented measures to reduce operational costs. In Fiscal Year 2017 we will continue our efforts to control expenses and improve services to our customers.

Water and Sewer Fund Total Expenditures - $23,776,556 Water and Sewer Fund total expenditures â&#x20AC;&#x201D;$23,776,556

Non-Operating 46.0%

Major expenses in the Water and Sewer Fund Include:

Wastewater Treatment 25.5%

Administration: $ 1,049,980 or 4.4% of total expenses

Administration costs increased by $54,280 or 5.45%from the previous years budget. Water Distribution: $ 1,119,212 or 4.7% of total expenses The overall Water Distribution division is projected to increase by $30,168 or 2.7%.

Wastewater Collection 5.2% Capital 1.4%

Wastewater Collection: $1,241,049 or 5.2% of total expenses.

Administration 4.4% Water Treatment 12.8%

The budget in this division increased $85,853 or 7.43%

Water Distribution 4.7%

Water Treatment: $ 3,037,385 or 12.8% of total expenses Water treatment expenses increased by 33,718 or 1.12%. Wastewater Treatment: $6,065,210 or 25.5% Wastewater treatment costs are expected to increase $551,383 or 10% due to higher rainfall trends causing inflow and infiltation increasing the amount of water sent to Broward County for treatment. Capital: $ 325,000 or 1.4% of total expenses Operating capital funds will be used to continue inspection, repair, and maintenance of water and wastewater valves, ongoing replacement of fire hydrants, purchase of an additional water billing vehicle and installation of a water fill station within the City.

Water and Sewer Fund revenue and expense summary Water & Sewer

Sources Revenues: Water Wastewater Charges for Services Meter Sales Interest Income Appropriated Fund Balance Total Revenues

FY 2013 Actual

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

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

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

$8,434,232 12,262,183 322,524 3,130 30,499 0 $21,052,568

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

$8,755,199 13,124,068 258,994 10,000 30,502 1,597,793 $23,776,556

$296,069 $443,809 $11,592 ($2,731) ($12,748) $1,597,793 $2,333,784

3.5% 3.5% 4.7% -21.5% -29.5% 100.0% 10.9%

Uses Expenses: Personal Services Benefits Other Operating Operating Capital Debt Service Renewal and Replacement Insurance Other Non-Operating Total Expenses

$1,767,428 835,923 2,213,848 697,948 3,530,548 2,554,500 480,527 7,508,052 $19,588,774

$1,844,885 907,677 2,326,912 574,928 1,577,198 3,113,250 533,639 7,420,439 $18,298,928

$2,061,769 975,154 2,361,729 475,538 1,881,291 4,790,000 565,017 7,898,550 $21,009,048

$2,221,234 1,015,407 2,988,555 576,411 2,213,131 3,344,000 642,759 8,441,275 $21,442,772

$2,346,997 1,068,168 3,032,459 343,411 2,213,411 5,214,000 678,913 8,879,197 $23,776,556

$125,763 $52,761 $43,904 ($233,000) $280 $1,870,000 $36,154 $437,922 $2,333,784

5.7% 5.2% 1.5% -40.4% 0.0% 55.9% 5.6% 5.2% 10.9%

$0 35

$1,993,243 38.75

$43,520 40.25

$0 40.5

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

FY 2017 Budget

Fiscal Year 2017 Annual Budget

$ Change from FY16 Budget

$0 0.00

% Change from FY16 Budget

n/a 0.0%

Health Fund Budget Summary

Revenues Transfers: General Fund Water and Sewer Fund Fire Fund Solid Waste Fund General Insurance Fund Equipment Services Subtotal Transfers Interest Income Recoveries: Premium/Retirees Terminated/Cobra Employees W/Dependent Wellness Other/Pharmacy Rebate Subtotal Recoveries Total Revenues Expenses Health-Dental Contingency Long Term Disability Life Insurance Total Expenses Revenues in Excess of Expenses

Positions

FY 2017 Adopted Budget

FY 2014 Actual

FY 2015 Actual

FY 2016 Adopted Budget

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

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

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

$10,340,314 $626,307 $1,721,766 $11,598 $38,660 $231,961 12,970,606

$429,892 $17,661 $38,564 $326 $14,965 $6,537 $507,945

4.34% 2.90% 2.29% 2.89% 63.16% 2.90% 4.08%

17,160

15,074

20,000

0.00%

792,016 735,000 2,291 20,000 581,024 635,000 0 0 321,711 215,000 1,697,042 1,605,000 $13,703,384 $14,087,661

875,000 20,000 700,000 75,000 250,000 1,920,000 $14,910,606

$140,000 $0 $65,000 $75,000 $35,000 $315,000 $822,945

19.05% 0.00% 10.24% n/a 16.28% 19.63% 5.84%

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

14,556,406 35,000 180,000 139,200

$785,295 $10,000 $19,650 $8,000

5.70% 40.00% 12.25% 6.10%

$13,530,721 $14,087,661

$14,910,606

$822,945

5.84%

700,963 9,774 553,341 0 355,198 1,619,276 $13,281,532

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

13,236,295 0 163,073 131,353

$ % Change From Change From FY16 Budget FY16 Budget

$206,484

$172,663

n/a

1.25

1.50

2.25

0.75

n/a

City of Coral Springs, Florida

Health Fund Description The City provides insurance to employees in the areas of long-term disability, life insurance, and medical/dental insurance. The General, Water and Sewer, Fire, General Insurance, and Equipment Services funds are billed to cover premiums and claims, and to maintain an adequate reserve balance. Given the diversity of the Health Fund, the fund is categorized as health/dental, long-term disability, and life insurance to enhance accountability and budget control. The Fiscal Year 2017 Health Fund budget is $14,910,606. This represents an increase of $822,945 or 5.84% from the Fiscal Year 2016 adopted budget.

Revenues Interfund transfers: (87.0% of total revenues)

Expenses $12,970,606

Group health/dental program: (97.5% of total expenses)

$14,556,406

Interfund transfers from the General Fund, Water and Sewer, Fire, General Insurance, and Equipment Services funds increased by $507,945 or 4.1%. This revenue consists of recovering administrative cost for services regarding health, dental, life, and long-term disability insurance. This fee is calculated annually based on the number of full-time employees assigned to each Department and Fund.

This represents health and dental insurance costs for the City, which is self-insured. This expense increased $785,295 or 5.7% from Fiscal Year 2016. This is due to expected higher cost for medical claims.

Recoveries: (12.9% of total revenues)

This represents the cost to cover long-term disability for fulltime employees. This program has enabled the City to cap sick leave accruals at 480 hours per employee, while providing employees long-term disability coverage. This expense increased $19,650 or 12.3%.

Long-term disability: (1.2% of total expenses)

$1,920,000

Recoveries are premiums and other charges to employees, terminated employees, and retirees for the service of health insurance. Recoveries revenue increased by $315,000 or 19.6%. This increase is mainly due to projecting a 19% increase in retireeâ&#x20AC;&#x2122;s premiums, 10% increase in employeeâ&#x20AC;&#x2122;s contributions, 16% increase in pharmacy rebates and $75,000 for wellness rebates to be received from the Health Insurance company. Interest income: (0.1% of total revenues)

$180,000

Life insurance: (.9% of total expenses)

$139,200

The cost of life insurance has increased $8,000 or 6.1% from Fiscal Year 2016.. Contingency:

$20,000

$35,000

A contingency of $35,000 was budgeted to cover for differences in estimates versus actual payments. This expense increased $10,000 or 40.0%.

This income is an estimate of the interest earnings that will generate the fund balance during the fiscal year. Interest income for Fiscal Year 2017 is projected to remain the same as Fiscal Year 2016 budgeted income.

Health Fund revenue and expense summary Health Fund

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

FY 2013 Actual

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

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

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

$11,991,268 1,697,042 15,074 $13,703,384

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

$12,970,606 1,920,000 20,000 $14,910,606

$507,945 $315,000 $0 $822,945

4.1% 19.6% 0.0% 5.8%

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

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

$13,236,295 163,073 131,353 0 $13,530,721

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

$14,556,406 180,000 139,200 35,000 $14,910,606

$785,295 $19,650 $8,000 $10,000 $822,945

5.7% 12.3% 6.1% 40.0% 5.8%

$206,484 1.25

$172,663 1.5

$0 1.5

$0 2.25

$0 0.75

n/a 50.0%

$11,474,688 $57,631 1.25

Fiscal Year 2017 Annual Budget

$ Change from FY16 Budget

% Change from FY16 Budget

General Insurance Fund Budget Summary FY 2016 Adopted Budget

FY 2014 Actual

FY 2015 Actual

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

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

$2,270,469 636,326 386,848 2,680 26,575 0 3,322,898

Interest Income/Other

21,443

22,610

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

76,539 41,941 70,504 188,984

$3,269,614

$3,534,492

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

1,325,770 1,837,311 221,602

$2,709,737

$3,384,683

$559,877

$149,809

($0)

1.50

2.50

Recoveries: Motor Vehicle Property Damage Workers' Comp Subtotal Recoveries Total Revenues Expenses Workers' Compensation Property/Motor Vehicle Liability Casualty/General Claims Total Expenses Revenues in Excess of Expenses Positions

FY 2017 Adopted Budget

$ % Change From Change From FY16 Budget FY16 Budget

$2,457,333 $2,625,727 716,154 757,393 419,754 446,456 2,718 4,360 27,183 29,067 1,359 1,453 3,624,501 3,864,456

$168,393 $41,239 $26,702 $1,642 $1,884 1,359 $241,220

6.85% 5.76% 6.36% 60.41% 6.93% n/a 6.66%

25,000

0.00%

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

50,000 25,000 50,000 125,000

$0 $0 $40,000 $40,000

0.00% 0.00% 400.00% 47.06%

$3,734,501 $4,014,456

$279,955

7.50%

1,687,297 2,130,732 196,427

$161,100 $34,694 $84,161

10.56% 1.66% 74.97%

$3,734,501 $4,014,456

$279,955

7.50%

n/a

0.00

0.00%

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

City of Coral Springs, Florida

($0) 2.50

General Insurance Fund Description The City is insured in the areas of general liability, property and auto liability, and workers’ compensation. The General, Water and Sewer, Health, Fire, and Equipment Services funds are billed to cover premiums, claims, and to maintain an adequate reserve balance in the General Insurance Fund. Given the diversity of the General Insurance Fund, the fund is categorized as workers’ compensation, property/motor vehicle liability, and casualty/general claims to enhance accountability and budget control. The Fiscal Year 2017 General Insurance Fund budget totals $4,014,456. This represents an increase of $279,955 or 7.5% from the Fiscal Year 2016 adopted budget.

Revenues

Expenses

Interfund Transfers: (96% of total revenues)

$3,864,456

Workers’ compensation: (42.0% of total expenses)

Interfund transfer revenue consists of administrative fees charged to other funds for services related to workers’ compensation and property/casualty insurance. The fee for workers’ compensation is calculated proportionally using the number of full-time employees per fund. The annual cost of property/casualty is allocated among the General Fund, Fire Fund, and Water and Sewer Fund. The increase is primarily attributable to higher insurance premium costs in Fiscal Year 2017. Recoveries: (3.1% of total revenues)

$125,000

Workers’ compensation claims are estimated to increase by $161,000 or 10.6%. Property/motor vehicle liability: (53.1% of total expenses)

$2,130,732

This represents a $34,694 or 1.7% increase for property/motor vehicle liability due mainly to a rise in property insurance premium costs. Casualty/general claims: (4.9% of total expenses)

$196,427

Casualty/general claims are expected to increase by 75% from Fiscal Year 2016 budget.

Recoveries revenue consist of motor vehicle, property, and workers’ compensation recoveries. Total recoveries are projected to increase $40,000 or 47% in Fiscal Year 2017. Interest Income: (0.6% of total revenues)

$1,687,297

$25,000

Interest earnings from fund balance are projected to remain the same as Fiscal Year 2016.

General Insurance Fund revenue and expense summary General Insurance Fund

Sources Revenues: Interfund Transfers Recoveries Interest Income Total Revenues

FY 2013 Actual

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

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

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

$3,322,897 188,984 22,610 $3,534,491

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

$3,864,456 125,000 25,000 $4,014,456

$239,955 $40,000 $0 $279,955

6.6% 47.1% 0.0% 7.5%

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

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

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

$1,325,770 1,837,311 221,602 $3,384,683

$1,526,197 2,096,038 112,266 $3,734,501

$1,687,297 2,130,732 196,427 $4,014,456

$161,100 $34,694 $84,161 $279,955

10.6% 1.7% 75.0% 7.5%

($149,033) 1.5

$559,877 1.5

$149,808 1.5

$0 2.5

$0 0.0

n/a 0.0%

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

Fiscal Year 2017 Annual Budget

$ Change from FY16 Budget

% Change from FY16 Budget

of Revenues and Expenditures Coral SpringsStatement CharterCharter School Fund Budget Summary School Fund FY 2017 Adopted Budget

FY 2014 Actual

FY 2015 Actual

FY 2016 Adopted Budget

Revenues Intergovernmental Other Revenue/ Miscellaneous Appropriation of Fund Balance

$11,814,219 48,998 0

$12,120,478 52,322 0

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

$12,043,752 24,116 0

$263,230 $3,828 ($251,693)

2.23% 18.87% -100.00%

Total Revenues

$11,863,217

$12,172,800

$12,052,503

$12,067,868

$15,365

0.13%

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

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

$10,481,564 1,420,000 0

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

$10,597,868 1,420,000 50,000

($4,635) $0 $20,000

-0.04% 0.00% 66.67%

Total Expenditures

$12,251,013

$11,901,564

$12,052,503

$12,067,868

$15,365

0.13%

($387,796)

$271,236

n/a

Revenues in Excess of Expenditures

$ Change From FY16 Budget

% Change From FY16 Budget

Coral Springs Charter School Fund Description Charter Schools USA (CSUSA), a professional education management company, operates the school on the Cityâ&#x20AC;&#x2122;s behalf. The Fiscal Year 2017 Charter School Fund budget is $12,067,868. This represents an increase of $15,365, or 0.13% from the Fiscal Year 2016 adopted budget.

Revenues

Expenditures

Intergovernmental: $12,043,752 (99.8% of total revenues)

Operating expenditures CSUSA: (87.8% of total expenditures)

This revenue represents funds received from Broward County for students attending the Coral Springs Charter School. Based on the updated calculation by the state for the new school year, revenues increased $263,230 or 2.23% from Fiscal Year 2016.

This represents the funds needed to operate the Coral Springs Charter School. Total operating expenses decreased by $4,635 or 0.04%.

Other revenue: (0.2% of total revenues)

$24,116

A majority of this revenue represents funds received for interest income.

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

$10,597,868

$1,420,000

This represents a lease expense to repay the General Fund for all school-related expenses necessary to operate the Charter School including telephone, electricity, cable/satellite, water and sewer, waste disposal, pest control, building, and equipment repairs and maintenance. There is no change from the current year. Capital: $50,000 (0.4% of total expenditures) Capital expenditures will be used for air conditioning repairs.

City of Coral Springs, Florida

Public Art Fund Budget Summary FY 2014 Actual

FY 2015 Actual

FY 2016 Adopted Budget

FY 2017 Adopted Budget

$ % Change From Change From FY16 Budget FY16 Budget

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

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

$158,961 (2,759) 5,324 1,890 0 $163,416

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

$15,000 0 5,000 3,000 334,000 $357,000

$0 $0 $0 $0 $150,000 $150,000

0.00% n/a 0.00% 0.00% 81.52% 72.46%

Expenditures Operating Expenses Capital Total Expenditures

$46,864 20,000 $66,864

$122,387 20,355 $142,742

$187,000 20,000 $207,000

$37,000 320,000 $357,000

($150,000) $300,000 $150,000

-80.21% 1500.00% 72.46%

$22,823

$20,674

Revenues in Excess of Expenditures

n/a

Public Art Fund Description The Public Art Fund is a special revenue fund utilized to account for the collection of Public Art fees, as well as operating expenditures to maintain all sculptures. No public tax money is used by this fund. Instead, Public Art Fees are fees charged to developers which are then used to purchase and maintain public art. The Fiscal Year 2017 budget for the Public Art Fund totals $357,000, a increase of $150,000 or 72.46% from Fiscal Year 2016.

Revenues The only source of revenue for this fund is the Public Art fee receipts collected during the permitting process for new construction and renovations of existing structures. The fee only applies to structures in excess of 12,500 square feet, except residences on less than one acre. Revenues are collected only from those developers who choose not to purchase and maintain public art on their own property.

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

10/19/2016

1:30 PM

Fiscal Year 2017 Annual Budget

Statement of Revenues and Expenses Equipment Services Fund Equipment Services Fund Budget Summary FY 2017 Adopted Budget

FY 2016 Adopted Budget

$ % Change From Change From FY16 Budget FY16 Budget

FY 2014 Actual

FY 2015 Actual

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

$2,569,496 237,234 386,848

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

$2,401,856 $221,756 $361,609

($6,724) ($621) ($1,012)

-0.28% -0.28% -0.28%

1,885,333 214,748 468,704

1,979,580 225,453 492,136

2,262,929 284,710 448,752

$2,433,262 $310,824 $584,356

$170,333 $26,114 $135,604

7.53% 9.17% 30.22%

(2,397) 157,921

41,917 291,224

50,000 120,000

50,000 144,000

$0 $24,000

0.00% 20.00%

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

34,983 5,175 0 6,264,046

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

32,000 3,500 0 6,543,163

($13,000) $0 0 334,694

-28.89% 0.00% n/a 5.39%

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

0 3,237,402 3,237,402

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

181,435 3,543,340 3,724,775

($37,800) 134,790 96,990

-17.24% 3.95% 2.67%

$9,377,054

$9,501,448

$9,836,254

$431,684

4.39%

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

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

$756,592 362,685 1,977,731 2,697,224 5,794,232

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

$893,000 393,875 1,910,541 3,328,442 6,525,858

$35,107 $12,727 ($249,731) 332,051 130,154

4.09% 3.34% -11.56% 11.08% 2.04%

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

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

0 3,237,402 3,237,402

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

198,740 3,543,340 3,742,080

$166,740 134,790 301,530

521.06% 3.95% 8.76%

$9,377,054

$9,031,634

$9,836,254

$431,684

4.39%

$469,814

n/a

15.00

0.0%

Revenues Operating Revenues Fuel and Maintenance Transfers General Fund Water and Sewer Fund Fire Fund Vehicle Charge Back Transfers General Fund Water and Sewer Fund Fire Fund Miscellaneous Revenues Interest Income Auction Charges for Fleet Services City of Parkland City of Margate City of Coconut Creek Total Operating Revenue Non-Operating Revenues Appropriations from Fund Balance Financial Strategy Equipment Purchases Total Non-Operating Revenue Grand Total Revenues

Grand Total Expenses Revenues in Excess of Expenses Positions

City of Coral Springs, Florida

$10,267,938

Equipment Services Fund Description The Equipment Services Fund is an internal service fund used to account for the purchase, operation, and maintenance costs of the City’s vehicles and other major equipment; such as mowers and emergency generators. The City’s fleet inventory includes emergency vehicles (patrol units, rescues, fire trucks), buses for recreation, trucks for Building, Code Compliance, and fire inspections, as well as vehicles for maintenance of streets and parks, and generators. In addition, other small equipment such as workmans, mowers, ballpros, tillers, paint machines, pressure cleaners, trailers, etc. are essential to maintain tennis and basketball courts, city buildings and sport fields in optimal condition. The Fiscal Year 2017 Equipment Services Fund proposed budget totals $10,267,938. This represents a increase of $431,684 or 4.39% from Fiscal Year 2016. As a self-sustaining fund, the Equipment Services Fund provides maintenance services to all applicable departments in the City on a cost reimbursement basis. Cost recovery is performed for depreciation, also known as chargeback, fuel, maintenance, and operating expenses. These expenses are budgeted and paid for by the Equipment Services Fund; therefore, monthly interfund transfers are processed to reimburse this fund. For example, depreciation or chargeback, is an operating expense to gradually pay for the use of all equipment assigned to each department. The amount of annual chargeback is calculated for each piece of equipment using a simple formula that takes the cost of the item divided by the expected life (i.e., straight-line depreciation). The result is the amount to allocate to the user department annually for the number of years the item will be in service (refer to interfund transfers for allocation by fund). Budgeting depreciation for capital assets allows the City to “pay-as-you-go” finance its vehicles, therefore avoiding debt. As illustrated on the “Ten-year fleet replacement cost” table, the average annual vehicle replacement cost for Fiscal Year 2017 through Fiscal Year 2027 is estimated to be $4.7 million.

Equipment Service Fund revenue and expense summary Equipment Services Fund

FY 2013 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

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

$5,890,747 34,983 5,175 41,917 291,224 0 3,237,402 $9,501,448

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

$6,313,663 32,000 3,500 50,000 144,000 181,435 3,543,340 $10,267,938

$323,694 ($13,000) $0 $0 $24,000 ($37,800) $134,790 $431,684

5.4% -28.9% 0.0% 0.0% 20.0% -17.2% 4.0% 4.4%

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

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

$756,592 362,685 1,977,731 2,697,224 0 3,237,402 $9,031,634

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

$893,000 393,875 1,910,541 3,328,442 198,740 3,543,340 $10,267,938

$35,107 $12,727 ($249,731) $332,051 $166,740 $134,790 $431,684

4.1% 3.3% -11.6% 11.1% 521.1% 4.0% 4.4%

$96,924 15

$0 15

$469,814 15

$0 15

Sources Revenues: Interfund Transfers Parkland Maintenance Fee Margate Maintenance Fee Interest Other Approp Fund Balance (Fin. Strategy) Approp Fund Balance (Eqt Purchases Total Revenues

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

Uses Expenses: Personal Services Benefits Other Operating Vehicle Chargeback Interfund Transfers Equipment Purchases Total Expenses Rev. in Excess of Exp. Total full-time FTE's

FY 2014 Actual

Fiscal Year 2017 Annual Budget

$ Change from FY16 Budget

$0 0.0

% Change from FY16 Budget

n/a 0.0%

Revenues Major revenues in the Equipment Services Fund include: Interfund transfers: (61.5% of total revenues) $ 6,313,663 Departments are charged an annual administrative fee plus a proportional fuel, maintenance and replacement cost of their assigned vehicles and their share to operate the fleet division. Overall revenues increased by 4.39% from Fiscal Year 2016. This is mainly due to an inrease in vehicle chargebacks. For Fiscal Year 2017, interfund transfers into the Equipment Services Fund are allocated as follows: • Chargeback: General Fund: $ 2,433,262; Fire $ 584,356; Water and Sewer Fund $ 310,824. • Fuel and maintenance transfers: General Fund $ 2,401,856; Fire $ 361,609; Water and Sewer Fund $ 221,756 Appropriated Fund Balance: (36.3% of total revenues)$ 3,724,775 This revenue appropriation consists of $181,435 allocated for capital enhancements and $3,543,340 for replacement of vehicles and equipment. Miscellaneous Income: (2.2% of total revenues) $ 229,500 This source of revenue includes: • Return on investment or interest earnings on fund balance during the fiscal year. The projected interest for Fiscal Year 2017 is budgeted at $50,000, remaining at the same FY 2016 budgeted levels.

• Auction of vehicles is estimated at $144,000. This amount represents a $24,000 or 20.0% increase from the previous year’s budget.

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

$7.2

$7.1

$5.0

Millions

$4.0 $3.0

$5.5

$5.1 $4.1 $3.4

$3.8 $3.7

$4.6 $3.6

$3.5

$2.0 $1.0 $‐

City of Coral Springs, Florida

Pension Fund Budget Summary FY 2016 Adopted Budget

FY 2017 Adopted Budget

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

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

$10,811,298 1,098,975 210,741 3,161 64,238 17,929 9,753

($422,317) ($60,937) $9,750 $48 $1,478 $2,704 $1,104

-3.76% -5.25% 4.85% n/a 2.36% 17.76% 12.76%

$12,698,654

$12,898,198

$12,684,265

$12,216,095

($468,170)

-3.69%

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

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

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

7,664,000.00 1,600,000 1,621,442 592,362 204,285 529,000 5,006

($466,000) ($100,000) $59,839 $19,214 $18,571 $0 $206

-5.73% -5.88% 3.83% 3.35% 10.00% 0.00% 4.29%

$12,698,654

$12,898,198

$12,684,265

$12,216,095

($468,170)

-3.69%

n/a

FY 2014 Actual

FY 2015 Actual

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

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

Total Revenues Expenses Police Pension Sworn EMS/Fire Pension Certified ICMA(401)a - General Employees ICMA(401)a - Management OPEB General Employees Pension City Commission Pension Total Expenses Revenues in Excess of Expenses

$ % Change From Change From FY16 Budget FY16 Budget

Pension Fund Description The Pension Fund accounts for the accumulation of resources to be used for benefit payments to retired City employees. The Fiscal Year 2017 Pension Fund allocation is $12,216,095. This represents a decrease of $468,170 or 3.69% reduction from the Fiscal Year 2016 budget.

Revenues The $12,216,095 Pension budget has been allocated as follows: • $10,811,298 transfer from General Fund • $1,098,975 transfer from Fire Fund • $210,741 transfer from Water and Sewer Fund • $64,238 transfer from Equipment Services Fund • $17,929 transfer from Health Fund • $9,753 transfer from General Insurance Fund • $3,161 transfer from Solid Waste Fund

Fiscal Year 2017 Annual Budget

Expenses Police pension expense: (62.7% of total expenses)

$7,664,000

This represents a $466,000, or 5.7%, decrease from Fiscal Year 2016 budget. Since this is a defined benefit plan, it is necessary to maintain the appropriate funding levels for the pension’s obligation as determined by an actuary. EMS/Fire pension expense: (13.1% of total expenses)

$1,600,000

This defined benefit plan was established in 2005 for firefighters and paramedics. This represents a decrease of $100,000 or 5.8%. As a defined benefit plan, it is required to maintain the appropriate funding level for the pension’s obligation as determined by an actuary. Employee (ICMA) expense: (13.3% of total expenses)

$1,621,442

This represents a $59,839 or 3.83% increase from Fiscal Year 2016. This is a defined contribution plan available to full-time general employees. Management (ICMA) expense: (4.8% of total expenses)

$592,362

This represents a $19,214 or 3.35% increase from Fiscal Year 2016. This is a defined contribution plan, based on salary, available to managers and supervisors. General employee pension expense: (4.3% of total expenses)

$529,000

This is a single-employer defined benefit plan that was established in 1973 and was closed to new participants in 1988. This expense will remain the same in Fiscal Year 2017. OPEB $204,285 (1.7% of total expenses) This represents the City’s contribution to Other Post Employment Benefits (OPEB) provided to the City’s retired employees. These benefits principally involve health care benefits, but also may include life insurance, disability and/or other services. This expense increased $18,571 or 10% from Fiscal Year 2016. City Commission pension expense: (0.04% of total expenses)

$5,006

There is a slight increase of $206 or 4.3% from Fiscal Year 2016. This is a former Commission closed pension plan with only one remaining participant.

City of Coral Springs, Florida

Solid Waste Fund

Solid Waste Fund Budget Summary

FY 2017

FY 2014

FY 2015

FY 2016

Adopted Change From Change From

Actual

Budget

$3,908,538

$4,042,989

$3,908,538

FY16 Budget FY16 Budget

Revenues: $4,092,700 $4,347,900

$255,200

6.24%

(214,218)

n/a

$4,042,989

$4,306,918 $4,347,900

$40,982

0.95%

$2,995,990

$4,190,011

$4,174,480 $4,285,680

$111,200

2.66%

Personal Services

n/a

41,982

$42,658

676

1.6%

Benefits

n/a

18,956

$19,562

606

3.2%

720,285

36,000

71,500

(71,500)

n/a

$3,716,275

$4,226,011

$4,306,918 $4,347,900

$40,982

0.95%

$192,263

($183,022)

n/a

Solid Waste Non Franchise Appropriated Fund Balance

214,218

Expenditures: Operating Expenses

Interfund Transfer (to Capital)

Revenues in Excess of Expenditures # FTEs

0.00

0.75

0.00

Fund was createdFund in Fiscal Description Year 2014 Solid Waste The Solid Waste Fund was established as an enterprise fund in Fiscal Year 2014. This fund includes the non-franchise portion of the City’s residential solid waste special assessment which covers the cost of hauler and disposal fees. In the first year of this fund, Fiscal Year 2014, only nine months’ of expenditures were included, to coincide with the start of the Waste Pro contract on January 1, 2014. At that time, the City began paying for solid waste collection and disposal separately. Beginning with Fiscal Year 2016 a portion of the administrative expenses for the Solid Waste Coordinator and Litter Control are included in the fund. The Fiscal Year 2017 Solid Waste Fund budget totals $4,347,900 which is an increase of $40,982 or 0.95% from Fiscal Year 2016.

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

Expenses $4,347,900

Operating Expenses: (99% of total expenses)

The solid waste non-franchise revenue is collected as part of the City’s residential non-ad valorem special assessment on residents’ tax bill and distributed to the Solid Waste Fund to cover the cost of collection and disposal of solid waste.

Residential Solid Waste Assessment*

$4,285,680

This represents the cost for the waste hauler contract with Waste Pro and the cost of waste disposal paid to Sun Bergeron and Waste Pro.

2014

2015

2016

2017

$220.92

$225.84

$234.75

$239.75

*The residential solidShare\City waste assessment is included on the property taxBudget\Budgets\Fiscal bill issued each November. The assessment period is the upcomingWaste calendar year. T:\Division Administration\Management and Year 2017 Budget\Summaries\Solid

Fund_Final

Fiscal Year 2017 Annual Budget

Revenue and Expenditures Debt Service FundStatement Budget of Summary Debt Service Fund FY 2014 Actual

FY 2015 Actual

FY 2017 Adopted Budget

FY 2016 Budget

Change from Change from FY16 Budget FY16 Budget

Revenues $1,508,312 $1,573,553 $2,378,418 $ 2,536,685 $ 4,495,695 4,659,631 6,867,832 6,860,269 282,860 282,860 282,860 282,860 50,000 50,000 50,000 50,000 400,000 9,441,272 114,409 109,891 104,296 98,606 4,670 6,676 12,570 12,236 $ 15,897,217 $ 6,682,611 $ 9,695,976 $ 10,240,655 $

Ad Valorem Taxes Transfer from General Fund Transfer from Fire Fund Transfer from Water & Sewer Fund Appropriated Fund Balance Proceeds of Refund Bond Interest Rebate-Revenue Bond Series 2010 Interest Income

Total Revenues

158,267

(7,563) 400,000 (5,691) (334)

0% 0% 0% n/a -5% -3%

544,679

Expenditures General Obligation Bond-2005A (Refunding) General Obligation Bond-2005B (Refunding) General Obligation Bond-2013 - (Refunding) Public Safety General Obligation Bond-2015 Public Safety NEW General Obligation Bond-Other

Total General Obligation Bond Franchise Revenue Bond-2014 (Refunded 2004) Capital Revenue Bond-2015 (Refunded 2008) Capital Revenue (RZED) Bond Series 2010 Capital Revenue Note 2013 Lease Purchase Financing 2013* Capital Revenue Bond 2015B Municipal Complex-Phase 1 Loan 2014 Municipal Complex-Phase 2 Loan 2016 Advance Refunding Escrow Other - Trustee Fees

607,375 $ 606,156 $ $ 526,479 530,516 533,736 345,582 437,721 1,001,478 843,124 1,500 750 2,000 $ 1,480,936 $ 1,575,144 $ 2,380,338 $

$ 531,603 998,541 1,006,877 1,250 2,538,271 $

(2,133) (2,936) 163,752 (750)

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

1,670,680 $ 1,617,505 511,888 519,600 473,756 1,405,114 248,062 1,245,129 650 7,692,384 $

3,550 (64,658) (6,139) 5,114 448,879 -

10,000 $ 10,000 $

231,743 $ 1,666,830 $ 1,669,663 1,676,788 529,807 523,998 519,600 519,530 473,757 473,757 241,861 10,887,509 650 650 $ 14,312,729 $ 5,103,413 $

Total Revenue Bonds

157,933

386,746

0% 0% 19% -38% 7% 0% -4% -1% 0% 0% 0% 0% 56% 0% 0% 5%

Other Issuance Costs

$ $

Total Other Total Expenditures

35,253 $ 35,253 $

$15,828,918

Revenues in Excess of Expenditures

$68,299

681 $ 681 $ $6,679,238

$9,695,976 $ 10,240,655 $

$3,374 $

544,679 -

6% n/a

*Lease Purchase Financing was initiated in June 2013 for phone system

T:\Division Share\City Administration\Management and Budget\Budgets\Fiscal Year 2017 Budget\Summaries\Debt Service_Final_8‐2‐16

City of Coral Springs, Florida

Debt Service Fund Description The Debt Service Fund is used to account for the repayment of voter-approved long-term general obligation debt, as well as other long-term financing, utilized by the City, including but not limited to franchise revenue bonds, capital revenue bonds and notes, lease purchase financing and bank loans. Ad valorem taxes are used to pay debt service on general obligation bonds; debt service obligations on all other financing is allocated to various City funds. See the table “Allocation of Non-Voted Debt Service for Fiscal Year 2017.” The Fiscal Year 2017 Debt Service Fund budget is $10,240,655. This represents an increase of $544,679 or 6% from the Fiscal Year Debt Service Fund $10,240,655 2016 budget primarily due to paying the first full year of debt service on the new 2015 Public Safety GORevenues Bond and the- Phase 2 Municipal Complex financing.

Debt Service Fund revenues - $10,240,655

Revenues Revenue sources for the Debt Service Fund Fiscal Year 2017 budget include: • Ad valorem taxes: $2,536,685

Other, 5.5%

24.8% of total revenues

Ad valorem taxes represent a levy of $0.2948 per $1,000 of taxable assessed value on real and personal property. This debt service millage rate is calculated separately from the operating millage rate and covers the debt service on the City’s general obligation bonds (voted debt) only. There is no legal debt millage limit established by the state of Florida for municipalities, counties, or independent taxing districts. The City, however, complies with its self-imposed debt policy to limit its General Fund debt service expense to no more than 12.5% of the total General Fund budget and limit total outstanding General Obligation debt to 5% of the City’s total taxable assessed value. For more information, refer to ”Debt Management” later in this section. • Transfers from Other Funds: $7,193,129

Ad Valorem Taxes, 24.8% Fire Fund, 2.8%

General Fund, 67.0%

70.2% of total revenues

Transfers in from other funds are the debt service payments for which each fund bears responsibility for the non-voted outstanding debt, including franchise and capital revenue bonds, a recovery zone bond, and lease purchase financing.

Allocation of Non-Voted Debt Service for Fiscal Year 2017 Capital Capital Revenue Franchise Revenue Capital Revenue Note Revenue Bonds (RZED) 2010* Bond 2014 Bond 2015 2013 (C) (A) (D) (B)

General Fund $1,537,820 $1,517,505 $413,282 $519,600 Fire Fund

$132,860

$100,000

Water & Sewer Fund Allocations by Issuance

$1,670,680 $1,617,505

$413,282 $519,600

Lease Purchase Financing 2013 (E)

Capital Revenue Bond 2015B (F)

$373,756 $1,405,114

Municipal Complex Loan Ph. I 2014 (G)

Municipal Complex Loan Ph. 2 2016 (H)

Allocations by Fund

$248,062 $1,245,129 $7,260,269

$50,000

$282,860

$50,000

$473,756 $1,405,114

Appropriated Fund Balance

$248,062 $1,245,129 $7,593,129* ($400,000)

* RZED debt service shown net of interest rebate. Only the net expected RZED debt service ($511,888-$98,606) is allocated to the General Fund.

Fiscal Year 2017 Annual Budget

Debt Service Fund Expenditures - $10,240,655

Expenditures

Debt Service Fund expenditures - $10,240,655

The total GO (General Obligation) debt service is $2,537,021, or 24.8% of total expenditures. This debt service is for three voter-approved GO bonds funded by ad valorem taxes. • GO Refunding Bond Series 2005B This bond, issued July 6, 2005, matures October 1, 2018. Debt service totals $531,603 leaving a balance at yearend of $1,025,000. This bond refunded GO Series 1998 C&D, originally issued to fund North Community Park and Mullins Gymnasium.

Other 0.1%

General Obligation Bonds 24.8%

• GO Refunding Bond Series 2013 This bond, issued April 25, 2013, matures October 1, 2027. Debt service for the year is $998,541 leaving a balance of $12,703,613. Refunded at a 2.18% interest rate, replacing the original 4.2% rate, this bond was originally issued in 2006 to fund the Mullins Master Plan project, including additional Public Safety Building space, a new fire station, and parking and access improvements to Mullins Park.

Revenue Bonds/Loans 75.1%

• GO Bond Series 2015 Public Safety Approved by voters in November 2014, this $12.45 million bond was issued in January 2015 at a rate of 2.40% to fund high priority projects: Upgrade Public Safety communications, construct two new fire stations, construct a new Safety Town, and renovate the CSI building. Debt service will be $1,006,877 leaving a year-end balance of $11,227,518. Total debt service for the non-voted debt is $7,692,384, or 75.1% of total expenditures. These are payments for seven outstanding debt issuances plus the estimated debt service for Phase 2 of the Municipal Complex. (A) Franchise Revenue Bond Series 2014 The 2004 Franchise Bonds refunded in 2014 at a new rate of 1.7% to mature September 1, 2020. The 2004 bond had previously refunded the 1994, 1996, 1998 and 1999 Series, which were issued to fund Public Works projects, parks projects, as well as other major projects and infrastructure improvements. Debt service is $1,670,680; the balance at year-end will be $4,840,874. (B) Capital Revenue Bond Series 2015 Originally issued August 14, 2008 to refund two capital revenue bonds from the Florida Intergovernmental Financing Commission (FIFC 2001A and FIFC 2002B.) This debt was refunded in October 2015 at a 1.75% interest rate to mature September 1, 2021. Debt service is $1,617,505. The outstanding balance will be $6,203,000. (C) Capital Revenue (RZED) Bond Series 2010 As part of the 2009 Federal stimulus (American Recovery and Reinvestment Act), the City issued taxable Recovery Zone Economic Development (RZED) bonds, with a rebate of 45% of the taxable interest paid. Issued December 14, 2010 with a maturity date of April 1, 2030, the proceeds funded downtown improvements. Debt service net of the expected rebate is $413,282 and the year-end balance will be $4,368,486. (D) Capital Revenue Note 2013 Issued July 5, 2013 to mature September 1, 2023, this low interest rate debt (1.95%) funded the Fiscal Year 2013 Capital Improvement Plan. Debt service is $519,600, and the year-end outstanding balance will be $2,915,419. (E) Lease Purchase Financing 2013 A critical technology and infrastructure upgrade was funded with a lease purchase agreement dated June 20, 2013 with a maturity date of December 1, 2017. Debt service is $473,756, and the outstanding balance will be $462,439. (F) Capital Revenue Bond 2015B A $12 million bond was issued December 18, 2015 at a rate of 2.32% to fund three years’ of vital capital projects. Maturing September 1, 2025, debt service is $1,405,114. The outstanding balance will be $10,155,000. (G) Municipal Complex Loan (Phase I) 2014 Funding sufficient to meet the near-term cash flow needs of the municipal complex project was obtained on September 10, 2014 with a maturity date of September 1, 2024. Interest-only debt service is budgeted at $248,062. With no principal payments planned until Fiscal Year 2021, the outstanding balance will remain at $10,043,000. (H) Municipal Complex Loan (Phase 2) 2016 est. The remaining funding needed for the Municipal Complex project is expected to be issued in September 2016 with debt service of $1,245,129 (estimated) for Fiscal Year 2017.

City of Coral Springs, Florida

Debt Service Schedule Fiscal

1997 CD

2006

2015

Refunding

Public Safety

General Obligation Bonds TOTAL

Year Series 2005 B Series 2013 Series 2015 Par Value $5,855,000 $14,302,475 $12,450,000 $37,312,475 Source/Lender Issue Date July 6, 2005 April 25,2013 Jan 23, 2015 Due Date/Last Maturity 10/1/2018 10/1/2026 10/1/2029 Term (Yrs) T.I.C. 3.5803% 2.1800% 2.4000%

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2032

2033

2034

TOTAL TOTAL TOTAL

Capital

Lease/Pur.

Capital

Municipal

Revenue

(Phone System)

Revenue

Cmplx Loan

Refunding

(RZED)

Note

Agreement

Bond

Phase I

Phase II

2010

2013

2015 B

2014

(C)

(D)

(E)

(F)

(G)

2014 (A)

$9,441,272

2015 (B)

$7,780,000 Pinnacle

Sabadell June 3, 2014 Oct 14, 2015 9/1/2020 9/1/2021 1.7002%

1.7500%

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

$2,511,998 $12,089,000 $10,043,000 Key Bank Raymond James Raymond James

Dec 14, 2010 July 05, 2013 Jun 20, 2013 4/1/2030 9/1/2023 12/1/2017 2.7995%

1.9502%

2.4474%

Dec 18, 2015 9/1/2025 2.3200%

Sep 10, 2014 9/1/2024 2.4700%

2016 A (H)

2016 B (H)

$18,460,000

$3,770,000

BofA MrlLnch

Sep 14, 2016 9/1/2034

14-Sep-16 9/1/2026

2.781%

OTHER DEBT TOTAL

1,173,531 1,506,328 1,275,000 260,707 436,701 430,083 400,863 160,502 401,788 144,810 82,899 43,674

‐ 241,861

3,908,819 833,673

DS EB

530,516 1,980,000

437,722 14,118,768

$ 1,574,394 1,666,830 1,676,788 405,517 519,600 473,757

241,861 10,043,000

$ 36,838,917

P Int

470,000 63,736

701,333 300,145

1,665,143 1,532,236 1,419,000 268,006 445,216 440,608 791,000 ‐ 713,195 134,894 224,700 145,725 74,384 33,148 197,104 248,062

4,896,066 1,058,018

DS EB

533,736 1,510,000

1,001,478 13,417,435

P Int

485,000 46,603

713,822 284,719

DS EB

531,603 1,025,000

998,541 12,703,613

P Int

500,000 28,750

730,783 268,973

DS EB

528,750 525,000

999,756 11,972,830

P Int

525,000 9,844

742,114 252,919

DS EB

534,844 0

995,033 11,230,716

P Int

1,302,892 230,628

DS EB

1,533,520 9,927,824

P Int

1,328,096 201,950

DS EB

1,530,046 8,599,728

P I

1,357,048 172,682

DS EB

1,529,730 7,242,680

P I

1,389,632 142,743

DS EB

1,532,375 5,853,048

P I

1,415,726 112,165

DS EB

1,527,891 4,437,322

P I

1,450,388 80,924

DS EB

1,531,312 2,986,934

P I

1,479,744 48,986

DS EB

1,528,730 1,507,190

P I

1,507,190 16,428

DS EB

1,523,618 0

P I

16,098,768 493,810.00 349,314.28

843,124.28 $ 2,378,338 11,956,190.00 26,883,625 728,672 278,205

7,934,944

8,780,000 4,912,001 3,814,533 1,354,439

1,667,130 1,643,700 413,731 519,600 473,756 988,104 248,062 6,402,708 7,686,000 4,643,995 3,369,317 913,830 11,298,000 10,043,000

$ 4,742,491 $ 6,316,885 $ 52,937,685

‐ $ 5,954,084 18,460,000 3,770,000 $ 66,586,850

1,927,494 1,561,834 1,483,000 275,509 453,898 451,392 1,143,000 ‐ ‐ ‐ 609,527 108,846 134,505 137,774 65,702 22,365 262,114 248,062 889,669 76,330

1,006,877 $ 2,537,021 1,670,680 1,617,505 413,283 519,600 473,756 11,227,518 24,956,131 4,840,874 6,203,000 4,368,486 2,915,419 462,439

61,218,218 5,472,420 1,874,464

1,006,667 $ 2,535,173 1,667,305 1,617,553 412,822 519,600 473,756 1,405,596 248,062 923,000 79,190 10,481,358 22,979,188 3,255,864 4,694,000 4,085,264 2,452,670 ‐ 8,985,000 10,043,000 18,460,000 3,770,000

55,745,798

$ 7,346,884 $ 9,882,056 $ 78,724,986

2,031,182 1,614,862 1,539,000 291,150 471,773 505,146 55,350 82,145 121,198 47,827

1,197,000 ‐ ‐ ‐ 208,452 248,062 923,000 79,190

5,113,785 1,765,224

1,006,452 $ 2,536,328 1,670,212 1,621,145 412,348 519,600 9,717,290 20,948,006 1,641,002 3,155,000 3,794,114 1,980,897

1,405,452 248,062 923,000 79,190 7,788,000 10,043,000 18,460,000 3,770,000

50,632,013

2,085,298 1,641,002 1,566,000 299,301 480,972 454,454 27,897 55,213 112,560 38,628

1,225,000 ‐ ‐ ‐ 180,682 248,062 923,000 79,190

5,212,275 1,665,231

1,006,232 $ 2,539,752 1,668,899 1,621,213 411,861 519,600 8,934,884 18,862,708 ‐ 1,589,000 3,494,813 1,499,925

1,405,682 248,062 923,000 79,190 6,563,000 10,043,000 18,460,000 3,770,000

45,419,738

782,406 223,826

801,183 204,823

$ 6,879,009 $ 9,415,337 $ 71,580,019

$ 6,877,506 $ 9,417,258 $ 64,282,446

2,129,279 406,773

1,589,000 307,680 490,351 27,808 103,681 29,249

1,253,000 1,051,000 ‐ ‐ 152,262 248,062 923,000 79,190

4,691,031 1,563,251

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

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

1,405,262 1,299,062 923,000 79,190 5,310,000 8,992,000 18,460,000 3,770,000

40,728,707

2,177,460 358,046

316,294 499,913 94,553 19,687

1,282,000 2,755,000 ‐ ‐ 123,192 222,102 923,000 79,190

4,853,207 1,461,724

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

410,847 519,600 2,870,839 509,661

1,405,192 2,977,102 923,000 79,190 4,028,000 6,237,000 18,460,000 3,770,000

35,875,500

2,229,734 308,181

325,148 509,661 85,169 9,938

1,312,000 2,824,000 ‐ ‐ 93,450 154,054 923,000 79,190

4,970,809 1,344,801

1,005,540 $ 2,537,915 6,473,187 12,326,235

820,412 185,364

840,102 165,438

$ 6,254,282 $ 8,790,334 $ 57,462,136

$ 6,314,931 $ 8,850,437 $ 50,431,469

$ 6,315,610 $ 8,853,525 $ 43,230,926

410,317 519,599 2,545,691 ‐

1,405,450 2,978,054 923,000 79,190 2,716,000 3,413,000 18,460,000 3,770,000

30,904,691

2,275,990 257,198

334,251 75,523

1,342,000 3,413,000 ‐ ‐ 63,011 84,301 923,000 79,190

5,089,251 1,225,025

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

860,264 145,033

$ 6,314,276 $ 8,847,465 $ 35,865,685

409,774 2,211,440

1,405,011 3,497,301 923,000 79,190 1,374,000 ‐ 18,460,000 3,770,000

25,815,440

2,331,299 205,064

343,608 61,909

1,374,000 31,877

‐ 1,865,000 923,000 79,190

3,582,608 1,095,976

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

405,517 1,867,832

1,405,877 ‐

880,911 124,139

$ 4,678,584 $ 7,214,947 $ 29,951,778

923,000 1,944,190 18,460,000 1,905,000

22,232,832

2,381,796 151,730

353,228 52,290

‐ 1,905,000 923,000 40,958

2,258,228 1,016,247

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

405,518 1,514,604

923,000 1,945,958 18,460,000 ‐

19,974,604

2,430,892 97,263

363,116 42,401

1,935,000 923,000

2,298,116 965,401

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

405,517 1,151,488

2,858,000 16,525,000

17,676,488

945,870 58,400

373,282 32,236

2,030,000 826,250

2,403,282 858,486

1,004,270 $ 1,004,270 1,960,388 1,960,388

902,052 102,744

923,702 80,835

945,870 58,400

$ 3,274,475 $ 5,808,001 $ 25,311,754

$ 3,263,517 $ 5,791,672 $ 20,582,746

$ 3,261,768 $ 4,266,038 $ 17,233,594

405,518 778,206

2,856,250 14,495,000

15,273,206

968,571 35,426

383,732 21,786

2,130,000 724,750

2,513,732 746,536

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

968,571 35,426

$ 3,260,268 $ 4,264,265 $ 13,751,291

405,518 394,474

2,854,750 12,365,000

12,759,474

991,817 11,902

394,474 11,043

2,240,000 618,250

2,634,474 629,293

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

405,517 ‐

991,817 11,902

$ 93,470,475

$ 7,313,999 $ 9,851,020 $ 86,174,349

1,405,114 248,062 889,669 76,330 10,155,000 10,043,000 18,460,000 3,770,000

764,068 242,384

$ 8,332,422

5,368,633 1,945,367

1,976,943 1,585,010 1,509,000 283,222 462,749 462,439 1,170,000 ‐ ‐ ‐ 558,230 82,295 108,553 129,600 56,851 11,318 235,596 248,062 923,000 79,190

746,160 260,507

DEBT SERVICE FUND TOTAL

2.514%

128,531 309,191

DS EB

2031

Capital

Revenue

450,000 80,516

DS EB

2030

Capital

Revenue

P Int

DS EB

2029

Franchise

$ 3,263,767 $ 4,267,486 $ 10,125,000

2,858,250 10,125,000

10,125,000

P I

2,350,000 506,250

DS EB

2,856,250 7,775,000

7,775,000 $ 7,775,000

$ 2,856,250 $ 2,856,250

P I

2,465,000 388,750

DS EB

2,853,750 5,310,000

5,310,000 $ 5,310,000

P I

2,590,000 265,500

DS EB

2,855,500 2,720,000

2,720,000 $ 2,720,000

P I

2,720,000 136,000

DS EB

2,584,000 $0

P I DS

$ 5,855,000 $ 14,302,475 $ 12,450,000 $ 32,607,475 $ 1,521,956 $ 2,712,861 $ 2,468,339 $ 6,703,155 $ 7,376,956 $ 17,015,336 $ 14,918,339 $ 39,310,630

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

$17,155,000 $4,327,331 $21,482,331

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

$4,679,582 $530,611 $5,210,193

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

$12,089,000 $1,547,739 $13,636,739

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

$18,460,000 $13,585,419 $36,566,227

$ 2,853,750 $ 2,853,750

$ 2,855,500 $ 2,855,500

$ 2,584,000 $ 2,584,000 $ ‐

‐ $3,770,000 $750,808 $4,520,808

$84,062,852 $25,574,290 $109,637,141

This table displays a consolidated debt repayment schedule for the General Obligation Bonds as well as the other long-term debt issuances financed through the Debt Service Fund. The City also issues debt for water and sewer system improvements. This debt is financed through the Water & Sewer Fund, which is detailed on a separate schedule.

Fiscal Year 2017 Annual Budget

Debt Management The City of Coral Springs is not subject to a legally-imposed debt limit but makes careful use of debt to finance major capital projects, such as new buildings, renovations, infrastructure improvements, and major equipment purchases, per the self-imposed policies detailed below. The City will begin Fiscal Year 2017 with a combined outstanding net debt of $118,005,573 after issuing the remaining debt needed for Phase II of the Municipal Complex in September 2016. The City’s total combined debt at the end of the fiscal year, September 30, 2017, is anticipated to be $109,203,021. General Obligation Bonds $24,956,131 Franchise Revenue Bonds $4,840,874 Capital Revenue Bonds/Notes/Loans $56,377,344 Water/Sewer Loans $10,529,000 State Revolving Fund Loans (W&S) $12,499,672 $109,203,021 Debt Management Policies The City finances major capital equipment and facilities based on their expected economic lives. It is generally not prudent to spend operating cash on assets that have useful lives greater than five years. This is because capital assets are paid for gradually over their useful lives by an annual depreciation charge to the current accounting period. In addition, current relatively low interest rates make debt financing economical and wise compared to cash financing. The state of Florida has not imposed a legal debt limit on municipalities. The City, however, follows self-imposed guidelines and policies in relation to debt management (see Financial Policies in the Appendix for details.) Annual General Fund debt service expense is limited to 12.5% of the total General Fund budget. The General Fund expenditures for Fiscal Year 2017 are budgeted at $111,881,119. The General Fund net annual debt service will be $6,860,269, or 6.1%, well below the self-imposed limit of 12.5%. General obligation debt outstanding shall not exceed 5% of the City’s taxable assessed value. At July 1, the Broward County Property Appraiser’s office advised the City’s taxable assessed value to be $9,057,650,131. The 5% policy limit for outstanding general obligation debt would be $452,882,507. The City’s outstanding general obligation debt for Fiscal Year 2017 of $24,956,131 represents only 0.276% of the City’s taxable assessed value.

General Obligation Bonds General Obligation (GO) bonds allow municipalities to borrow money to pay for capital improvements and projects that benefit the entire community. Repayment of GO bonds is guaranteed by the “full faith and credit” of the City and the ability to raise taxes to pay the debt service via a separate voter approved debt levy. The current dedicated debt millage is $0.2948 per $1,000 of taxable assessed value. Refer to the Debt Service Fund Description for details of each outstanding General Obligation bond issuance. General Obligation Bonds Outstanding

Ratings Much like an individual’s credit rating, a bond rating is a measure of an organization’s credit worthiness. The higher the bond rating, the more favorable the interest rates that can be obtained. Coral Springs has the highest bond rating (triple A) from two of the three rating agencies.

Rating Agency

GO Bond Rating

Moody’s Investor Service

Aa1

Standard and Poor’s

AAA

Fitch

AAA

2005B Series

N. Community Park, Mullins Gym

2013 Series

Mullins Master Plan, Public Safety add’n

$12,703,613

2015 Series

PS Comm., 2 Fire Stations, Safety Town...

$11,227,518

TOTAL

$1,025,000

$24,956,131

Ad Valorem Millage Rate Charged for General Obligation Bonds

Debt Millage Rate

FY2012

FY2013

FY2014

FY2015

FY2016

FY2017

$0.2911

$0.2906

$0.2033

$0.2038

$0.2933

$0.2948

City of Coral Springs, Florida

Debt Management Franchise Revenue Bonds Franchise revenue bonds are secured by pledging specific franchise fee revenues. The 2004 Franchise Revenue bond was refunded in 2014 to take advantage of favorable interest rates. Franchise Revenue Bond Outstanding

(A)

2014 Refunding Series

Public Works, parks, infrastructure

$4,840,874

Capital Revenue Bonds/Notes/Loans Capital improvements, equipment, and facility projects are separated into “pay‐as‐you‐go” and “debt financing” classifications. Pay‐as‐you‐go projects are usually $5,000 or less with short lives (less than four years) or replacement of existing equipment where depreciation has been paid to a sinking fund. Debt financing is used for major, non‐recurring capital purchases with a minimum useful life of four years. When the City finances capital projects by issuing bonds or other debt, the policy is to amortize the debt over a term not to exceed the average useful life of the project(s) financed. Capital Revenue Bonds/Loans Outstanding

Recent Issues and Activities

(B)

Cap Rev Bond 2015

FIFC Refunding

$6,203,000

(C)

Cap Imprvmnt (RZED) 2010

Downtown Improvements

$4,368,486

(D)

Cap Rev Note 2013

Various Capital Projects

(E)

Lease/Purchase 2013

Phone System

(F)

Cap Rev Bond 2015B

Vital Capital Projects incl. 50 M Pool

$10,155,000

(G)

Cap Rev Note 2014

Municipal Complex Ph. 1

$10,043,000

(H)

Special Obligation Bond 2016A

Municipal Complex Ph. 2

$18,460,000

(H)

Special Obligation Bond 2016B

Municipal Complex Parking Garage

TOTAL

$2,915,419 $462,439

$3,770,000 $56,377,344

In 2014, the City enacted its financing strategy for the Municipal Complex to provide funding sufficient to meet project cash flow needs while minimizing interest and other expenses. A Phase 1 $10 million borrowing was executed initially with a Phase 2 borrowing once the total need was finalized. A portion of the debt associated with the parking garage was issued as taxable bonds in order to preserve the City’s flexibility in negotiating anticipated economic development initiatives.

Water/Sewer Debt Outstanding

Water/Sewer Revenue Bonds/Loans Much of the water utility improvements identified in the City’s Water and Wastewater System Master Plan (August 2006) were funded by low-interest loans from the Florida Department of Environmental Protection (DEP) State Revolving Fund (SRF). The City has seven outstanding SRF loans, each with a term of 20 years. The annual interest rate has varied from 2.50% to 3.06%. Capital Improvement Program (CIP) budgets adopted in Fiscal Years 2012 and 2013 included an additional $8.7 million in water and sewer system improvements, specifically a $6.7 million Phase 3 water plant improvement and a $2 million booster station rehabilitation. In December 2012, the City executed a 20 year bank loan of $8,745,000 at an interest rate of 2.29% to fund these improvements. In May 2015, the City issued $4,772,000 in new Water and Sewer Fund debt at a rate of 2.002% for additional capital projects including rehabilitation, replacement and improvement to the City’s water and sewer infrastructure.

SRF Loan: Lift Station 20A/20B Rehab

$355,542

SRF Loan: Sewer Rehab Phase II

$895,017

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

$4,408,128

SRF Loan: Raw Water Supply Wells

$1,396,993

SRF Loan: Transmission, Distribution, Interconnects

$2,544,317

SRF Loan: Source and Treatment SRF Loan: Forest Hills Wellfield SRF Total

$907,566 $1,992,110 $12,499,672

2012 Bank Loan

$6,880,000

2015 Bank Loan

$3,649,000

Water/Sewer Total Loans

Fiscal Year 2017 Annual Budget

$23,028,672

Debt Service Schedule - Water and Sewer Loans Water/Sewer Fiscal

Bank Loan

Year Series 2012 Par Value $ 8,745,000 Source/Lender SunTrust Issue Date Dec 20, 2012 Due Date/Last Maturity Term (Yrs) T.I.C. 2.2900%

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

Water/Sewer Bank Loan Series 2015

$ 4,772,000 US Bancorp

Water/Sewer

SRF

WW822020

WW061610

DW0603010

DW0603020

DW0603030

DW061620

DW0616130

Lift Station

Sewer

WTP

Wells,

Trans,

Source,

Water/Sewer

Forest

Rehab

Rehab II

Imprvmnts

Wellhds

Dist, Int

Treatment

Hills Wllfld

$ 536,159

$ 1,046,756

$ 5,431,530

$ 1,846,683

$ 3,052,141

$ 1,119,826

$ 2,378,188

FL DEP

SRF DEBT TOTAL

$ 15,411,283

Water & Sewer Fund TOTAL

$ 28,928,283

May 7, 2015

2.0020%

2.72%

2.56%

2.79%

3.06%

2.50%

P Int

395,000 185,376

170,000 30,253

23,447 11,479

42,534 25,993

220,919 141,024

76,216 45,008

122,626 80,692

44,276 31,627

95,291 56,539

625,309 392,362

1,190,309 607,990

DS EB

580,376 7,700,000

200,253 4,602,000

34,926 404,380

68,527 983,400

361,943 4,868,834

121,224 1,555,909

203,318 2,800,001

75,902 1,000,255

151,830 2,189,944

1,017,671 13,802,724

$ 1,798,299 $ 26,104,724

P Int

405,000 176,330

472,000 92,132

24,089 10,836

43,629 24,898

227,150 134,793

78,357 42,867

126,071 77,247

45,641 30,261

97,688 54,142

642,626 375,044

1,519,626 643,506

DS EB

581,330 7,295,000

564,132 4,130,000

34,926 380,291

68,527 939,771

361,943 4,641,684

121,224 1,477,552

203,318 2,673,930

75,902 954,614

151,830 2,092,255

1,017,671 13,160,097

$ 2,163,133 $ 24,585,097

P Int

415,000 167,056

481,000 82,683

24,749 10,177

44,753 23,774

233,557 128,386

80,559 40,666

129,613 73,705

47,048 28,854

100,146 51,684

660,425 357,246

1,556,425 606,984

DS EB

582,056 6,880,000

563,683 3,649,000

34,926 355,542

68,527 895,017

361,943 4,408,128

121,224 1,396,993

203,318 2,544,317

75,902 907,566

151,830 1,992,110

1,017,671 12,499,672

$ 2,163,409 $ 23,028,672

P Int

425,000 157,552

491,000 73,053

25,427 9,499

45,907 22,621

240,144 121,799

82,822 38,402

133,254 70,063

48,499 27,403

102,665 49,165

678,718 338,953

1,594,718 569,558

DS EB

582,552 6,455,000

564,053 3,158,000

34,926 330,115

68,527 849,111

361,943 4,167,983

121,224 1,314,171

203,318 2,411,063

75,902 859,067

151,830 1,889,444

1,017,671 11,820,954

$ 2,164,276 $ 21,433,954

P Int

430,000 147,820

500,000 63,223

26,123 8,803

47,089 21,438

246,918 115,026

85,149 36,076

136,998 66,320

49,995 25,908

105,248 46,582

697,519 320,152

1,627,519 531,194

DS EB

577,820 6,025,000

563,223 2,658,000

34,926 303,992

68,527 802,021

361,943 3,921,066

121,224 1,229,022

203,318 2,274,065

75,902 809,072

151,830 1,784,197

1,017,671 11,123,435

$ 2,158,713 $ 19,806,435

P Int

440,000 137,973

511,000 53,213

26,838 8,087

48,302 20,225

253,882 108,061

87,541 33,683

140,847 62,471

51,536 24,366

107,895 43,935

716,842 300,828

1,667,842 492,014

DS EB

577,973 5,585,000

564,213 2,147,000

34,926 277,154

68,527 753,719

361,943 3,667,184

121,224 1,141,481

203,318 2,133,218

75,902 757,536

151,830 1,676,301

1,017,671 10,406,593

$ 2,159,856 $ 18,138,593

P Int

450,000 127,897

521,000 42,983

27,573 7,352

49,547 18,980

261,043 100,900

90,001 31,224

144,804 58,514

53,125 22,777

110,610 41,221

736,702 280,968

1,707,702 451,848

DS EB

577,897 5,135,000

563,983 1,626,000

34,926 249,580

68,527 704,172

361,943 3,406,141

121,224 1,051,481

203,318 1,988,414

75,902 704,411

151,830 1,565,691

1,017,671 9,669,890

$ 2,159,550 $ 16,430,890

P I

465,000 117,592

531,000 32,553

28,328 6,597

50,823 17,704

268,406 93,537

92,529 28,695

148,872 54,446

54,763 21,139

113,392 38,438

757,114 260,557

1,753,114 410,701

DS EB

582,592 4,670,000

563,553 1,095,000

34,926 221,252

68,527 653,349

361,943 3,137,735

121,224 958,952

203,318 1,839,542

75,902 649,648

151,830 1,452,299

1,017,671 8,912,776

$ 2,163,815 $ 14,677,776

P I

475,000 106,943

542,000 21,922

29,104 5,821

52,133 16,394

275,976 85,967

95,129 26,096

153,055 50,263

56,452 19,451

116,245 35,585

778,093 239,578

1,795,093 368,443

DS EB

581,943 4,195,000

563,922 553,000

34,926 192,148

68,527 601,216

361,943 2,861,759

121,224 863,823

203,318 1,686,487

75,902 593,196

151,830 1,336,054

1,017,671 8,134,683

$ 2,163,536 $ 12,882,683

P I

485,000 96,066

553,000 11,071

29,901 5,024

53,476 15,051

283,760 78,183

97,801 23,423

157,355 45,963

58,192 17,710

119,169 32,661

799,655 218,016

1,837,655 325,153

DS EB

581,066 3,710,000

564,071 ‐

34,926 162,246

68,527 547,740

361,943 2,577,999

121,224 766,022

203,318 1,529,133

75,902 535,003

151,830 1,216,885

1,017,671 7,335,028

$ 2,162,807 $ 11,045,028

P I

495,000 84,959

30,720 4,206

54,854 13,673

291,764 70,179

100,549 20,676

161,776 41,542

59,987 15,916

122,167 29,663

821,816 195,855

1,316,816 280,814

DS EB

579,959 3,215,000

34,926 131,526

68,527 492,886

361,943 2,286,235

121,224 665,473

203,318 1,367,357

75,902 475,017

151,830 1,094,718

1,017,671 6,513,213

$ 1,597,630 $ 9,728,213

P I

505,000 73,624

31,561 3,364

56,267 12,260

299,993 61,950

103,374 17,851

166,321 36,997

61,836 14,066

125,240 26,590

844,592 173,078

1,349,592 246,702

DS EB

578,624 2,710,000

34,926 99,965

68,527 436,619

361,943 1,986,242

121,224 562,099

203,318 1,201,036

75,902 413,180

151,830 969,478

1,017,671 5,668,620

$ 1,596,294 $ 8,378,620

P I

520,000 62,059

32,426 2,500

57,717 10,810

308,455 53,489

106,278 14,946

170,993 32,325

63,743 12,159

128,391 23,439

868,002 149,669

1,388,002 211,728

DS EB

582,059 2,190,000

34,926 67,539

68,527 378,903

361,943 1,677,787

121,224 455,821

203,318 1,030,043

75,902 349,437

151,830 841,087

1,017,671 4,800,618

$ 1,599,730 $ 6,990,618

P I

530,000 50,151

33,314 1,612

59,204 9,323

317,155 44,788

109,264 11,961

175,797 27,521

65,708 10,194

131,621 20,210

892,062 125,609

1,422,062 175,760

DS EB

580,151 1,660,000

34,926 34,226

68,527 319,699

361,943 1,360,633

121,224 346,557

203,318 854,246

75,902 283,729

151,830 709,467

1,017,671 3,908,556

$ 1,597,822 $ 5,568,556 1,456,791 138,894

P I

540,000 38,014

34,226 700

60,729 7,798

326,100 35,843

112,334 8,891

180,736 22,582

67,735 8,168

134,932 16,899

916,791 100,880

DS EB

578,014 1,120,000

34,926 ‐

68,527 258,970

361,943 1,034,533

121,224 234,224

203,318 673,510

75,902 215,994

151,830 574,535

1,017,671 2,991,766

$ 1,595,685 $ 4,111,766

P I

555,000 25,648

62,294 6,233

335,298 26,645

115,490 5,735

185,814 17,504

69,823 6,079

138,326 13,504

907,044 75,701

1,462,044 101,349 $ 1,563,393 $ 2,649,721

DS EB

580,648 565,000

68,527 196,677

361,943 699,235

121,224 118,734

203,318 487,696

75,902 146,171

151,830 436,209

982,745 2,084,721

P I

565,000 12,939

63,898 4,629

344,755 17,188

118,734 2,490

191,034 12,283

71,976 3,926

141,806 10,024

932,204 50,541

1,497,204 63,480

DS EB

577,939 ‐

68,527 132,778

361,943 354,479

121,224 0

203,318 296,662

75,902 74,195

151,830 294,403

982,745 1,152,517

$ 1,560,684 $ 1,152,517

65,545 2,982

354,479 7,464

196,401 6,916

74,195 1,707

145,373 6,457

835,993 25,527

DS EB

68,527 67,233

361,943 0

203,318 100,260

75,902 0

151,830 149,030

861,520 316,524

$ 861,520 $ 316,524

P I

67,233 1,294

100,260 1,399

149,030 2,800

316,524 5,492

DS EB

68,527 0

101,659 (0)

151,830 322,016 (0) 0

$ 322,016 $ 0

P I

P I DS EB

TOTAL TOTAL TOTAL

P I DS

$8,745,000 $2,101,813 $10,846,813

$4,772,000 $503,085 $5,275,085

$536,159 $162,355 $698,514

$1,046,756 $302,877 $1,349,632

$5,431,530 $1,724,332 $7,155,862

$1,846,683 $576,621 $2,423,304

$3,052,141 $964,731 $4,016,872

$1,119,826 $384,097 $1,503,923

$2,378,188 $658,417 $3,036,605

$15,411,283 $4,773,429 $20,184,713

$28,928,283 $7,378,327 $36,306,610

This table displays a consolidatedT:\Division Share\City Administration\Management and Budget\Budgets\Fiscal Year 2017 Budget\Budget\Links\4 Appendix\Debt Service Schedules debt repayment schedule for the long-term debt issuances financed through the Water and Sewer Fund for water and sewer system improvements.

City of Coral Springs, Florida

Capital Improvement Program The Capital Improvement Program (CIP) is an economical and responsible financial plan to ensure quality public services today and in the future. The CIP is a separate budgeting process within the annual operating budget. Collectively, the CIP and the Five-Year Forecast serve as a road map to intelligently plan for the City’s future. The capital expenditures for Fiscal Year 2017 is programmed at $26,352,799.

General Fund Water and Sewer Equipment Service Fund Fire Fund Charter School Fund Public Art Fund Tree Trust Fund

$15,334,819 $,6,630,400 $3,742,080 $565,500 $50,000 $20,000 $10,000

Capital expenditure Fiscal Years 2017-2022 ($148,800,715) Capital Expenditures Fiscal Year 2017 ($148,800,715) Charter School 0.7%

Solid Waste 0.8%

Equipment Services 26.3%

General Fund 41.3%

Public Art 0.1%

Water and Sewer 26.3%

The CIP procedure is used to plan, budget, and finance the purchase and/or construction of large capital infrastructure, facilities, equipment, and other fixed assets. The City uses this process to ensure these expensive, long-lived projects are aligned with its strategic direction and that the money is prudently spent. The capital item to be undertaken or purchased, the year in which it will be started, the anticipated capital outlay each year, the estimated impact on the operating budget, and the method of financing the project are all listed in the CIP summaries that follow this description. The six-year Capital Improvement Program includes Fiscal Year 2017 budget and expenditure projections for the next five years. The total capital plan for Fiscal Years 2017 through 2022 is $148,800,715. The Capital Improvement Program provides detailed information for all CIP projects with capital outlays greater than $5,000 that the City plans to construct, improve, or purchase during Fiscal Years 2017 through 2022. The following policy guidelines are used to define a capital expenditure and steer the management of the process:

Fire Fund 4.6%

Capital expenditure Fiscal Year 2017 ($26,352,799) Capital Expenditures Fiscal Year 2017 ($26,352,799)

Equipment Services 14.2%

Fire Fund 2.1%

Water and Sewer 25.2%

General Fund 58.2%

Public Art 0.1%

• A capital expenditure is defined as a major construction, expansion, purchase, or major repair/replacement of buildings, utility systems, streets, or other physical structures or property which has an estimated total cost of $5,000 or more and generally has an expected life of at least five years. • Capital items under $5,000 are generally included in the various Fiscal Year 2016 funds’ operating budgets. • Capital improvements are programmed and scheduled based on the City’s projected financial ability to purchase and maintain the capital project. All projects are prioritized and ranked based on criteria including the strength of the linkage between the capital expenditure and the City’s strategic priorities. • General Fund debt service expenditures will not exceed 12.5% of the total annual General Fund budget. • Voter-approved general obligation debt outstanding will not exceed 5.0% of the City’s total taxable assessed valuation.

Fiscal Year 2017 Annual Budget

CIP Selection Process The CIP is updated annually to make adjustments for changing capital needs, changes in availability and cost of funds, and to add a year of programming to replace the year just completed. The CIP process begins in early January with an evaluation of the capital budgeting process to determine if there are any changes that will make the process more user-friendly, efficient, or effective. Next, departments conduct a fixed assets inventory including an inventory of vehicles, computers, and printers. Each department submitting a capital acquisition request must complete a Project Description Form (to the right). The request includes the following information: project title, department/division, linkage to strategic priority or initiatives, expected life of equipment (when applicable), additional operating cost/savings, additional revenue or income, contingencies, project description, project update, alternatives, impact on other departments, and a justification.

One of the key components in the CIP process has been the linkage of the Capital Improvement Program to the Strategic Plan. In the spring, capital requirements flowing from the adopted Strategic Plan and Business Plan are identified. Each project recommended for inclusion in the Fiscal Year 2017 capital budget is linked to the Strategic Plan as it relates to the City Commission’s five priorities. The CIP also takes into consideration department needs, the Comprehensive Plan Capital Improvement element, and the Water and Wastewater Master Plan. Prior to being included in the six-year Capital Improvement Program, each potential project is analyzed to determine its financial impact on operations, operating expenditures, and revenues. The total cost of each recommended project is identified as part of the capital budgeting process and associated operating expenses are included in the operating budget. In the CIP, the Project Description Form for each project identifies expected debt service costs, including interest rate and life expectancy assumptions, and operating and maintenance costs for new equipment. Fleet requests are accompanied by a Fleet Replacement Form (below) identifying the vehicle type, quantity, replacement cost, vehicle identification numbers, model type, and specialty items necessary to put the vehicle in service. In addition, current status and condition of each vehicle is required as part of the justification submitted for review (e.g. mileage, life-to-date repair cost, etc). The City evaluates each project recommended for inclusion in the Fiscal Year 2017 capital budget through a CIP project prioritization funding exercise. The goal of this exercise is to reduce subjectivity when comparing projects and ensure that projects are prioritized on a citywide perspective- balancing needs and budget with strategic priorities. The CIP Review Committee— made up of the City Manager, the department requesting the capital, and staff from the Budget office—discusses all capital requests with further justification, research, and analysis during the budget meetings. If the need proves to be valid and the capital is part of the City’s overall strategic plan, the project is recommended approval. The Senior Management Team reviews the entire list of proposed capital projects along with the funding sources and restraints. A final list of projects is recommended to the City Commission by this team for inclusion in the capital budget.

City of Coral Springs, Florida

for

CIP Project Categories Capital projects are divided into one of three primary categories: Capital improvement projects: The purchase, replacement, maintenance, and repair of infrastructure and fixed assets is budgeted and accomplished through the Capital Improvement Program. Fleet replacement: The entire inventory of vehicles and equipment is evaluated annually in order to prioritize replacement and repairs needed in the upcoming year, based on age, condition, maintenance cost, and expected life of each equipment. The Equipment Services Fund provides for the purchase, replacement, and maintenance of the City’s fleet and other large equipment (such as generators or tillers). This is an internal service fund in which departments are charged for the usage or depreciation of the equipment.

Computer Replacement Program contributions and expenses Planned Contributed Fiscal Year Expenditures Depreciation 2017 $1,013,350 $734,043 2018 $776,100 $787,445 2019 $889,120 $808,447 2020 $610,300 $830,499 2021 $1,190,000 $853,654 2022 $1,064,450 $877,967 2023 $739,600 $903,495 2024 $905,470 $930,300 2025 $510,085 $958,445 2026 $1,340,250 $987,997 2027 $1,080,800 $1,019,027

Year‐end Balance $1,002,954 $1,014,299 $933,626 $1,153,825 $817,479 $630,996 $794,892 $819,722 $1,268,082 $915,829 $854,056

This recurring source of money makes the fund self-sufficient. Existing assets are replaced on a life cycle replacement schedule. New equipment can be added through a new initiative if it can be shown to support the Strategic Plan. The table below shows the estimated replacement cost of the City’s fleet inventory for the next ten years with corresponding annual contributions required from department users of vehicles, in order to make “pay-as-you-go” fleet purchases. This annual contribution eliminates borrowing money to finance a vehicle’s replacement. In Fiscal Year 2017, the City will invest nearly $3.5M to replace vehicles and equipment that otherwise would be more costly to maintain. Computer replacement: The Computer Replacement Program is used to purchase and maintain computer hardware (including scanners, laptops, and desktops) and software. This is also a self-sufficient, internal service fund. Existing computer technologies are replaced on a standardized replacement schedule that considers legacy as well as usage. The table above shows the annual investment cost to replace the existing inventory of computers.

Fleet Replacement Program contributions and expenses Fiscal Year

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027

Expenses $3,543,340 $7,117,090 $4,087,419 $3,658,731 $3,774,069 $5,147,826 $3,600,982 $3,477,819 $5,523,774 $4,632,071 $7,179,313

Contributed Depreciation $3,328,442 $3,694,571 $3,879,299 $4,073,264 $4,276,927 $4,490,774 $4,715,312 $4,951,078 $5,198,632 $5,458,563 $5,731,492

Intra Fund Transfer $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $0

Estimated Interest $39,800 $39,049 $6,215 $5,196 $10,393 $16,525 $11,120 $23,375 $39,341 $37,483 $47,123

Fiscal Year 2017 Annual Budget

Year-End Balance $3,904,939 $621,469 $519,564 $1,039,293 $1,652,544 $1,112,017 $2,337,467 $3,934,101 $3,748,300 $4,712,275 $3,311,577

Capital Projects Funding Funding for capital projects can be obtained from any of the following sources: General Fund, Fire Fund, and Water and Sewer Fund operating revenues—these appropriated revenues will generally be used to purchase modest, routine operating capital items. Franchise revenue bonds and capital revenue bonds—this consists of debt that is secured through the pledge of City General Fund franchise revenues and other non-ad valorem revenues. Water and Sewer revenue bonds—the Water and Sewer Fund is an enterprise fund supported by fees for service rather than by taxes. Revenue bonds are repaid with revenues generated from this fund, not by contributions from the General Fund. Revenue bonds are obtained to increase plant capacity and modernize the Utility system.

CIP funding sources- Fiscal Year 2017 Funding Source

Budget

Operating General Fund

$500,000

Fire Fund

$565,500

Equipment Services Fund Water and Sewer Fund

$3,543,340 $325,000

Equity Financing General Fund

$752,434

Equipment Service Fund

$198,740

Water and Sewer Fund

$591,400

General Fund Loan

$10,154,919

Grants

General obligation bonds—this funding source requires voter approval and is used to finance major capital projects with an expected life of 15 to 30 years. Debt retirement is achieved through a special ad valorem debt millage separate from the General Fund ad valorem operating millage.

CDBG

$522,781

HOME Grant

$148,948

SHIP Grant

$591,737

Dept of Environ. Protection

$190,000

Variable-rate debt bonds and loans—this funding source will be used to purchase capital items through a financial institution with a contractual obligation specifying payment terms, including principal and interest to be paid over a period of time.

TAP Grant

$1,000,000

Grant Dependent

$1,494,000

Equity Financing— this is generally known as “pay-asyou-go” financing and involves dedicating budget surpluses that are generated in previous years to fund capital purchases. When the City equity finances some of its CIP, it reduces the amount of debt that needs to be issued.

Tree Trust Fund

$10,000

Public Art Fund

$20,000

Charter School Fund

$50,000

Facilities Reserve

$55,000

Impact Fees Renewal and Replacement Fund Total Fiscal Year 2017 CIP

$425,000 $5,214,000 $26,352,799

Florida Department of Environmental Protection (DEP) loan—this program provides low-interest loans for planning, designing, and constructing drinking water and wastewater projects. This program is also known as a State Revolving Fund (SRF) Loan. Grants—this funding source refers to giving of funds for a specific purpose. Funds may be granted from federal, state, or local sources, such as Community Development Block Grant (CDBG), Urban Area Security Initiative (UASI), Federal Emergency Management Administration (FEMA), Florida Department of Transportation, Florida Department of Environmental Protection, Justice Assistance Grant (JAG), Resource Recovery Board, Florida Department of Health, etc. Tax Incremental Financing (TIF)—this captures the future taxes of real estate improvements in a designated area to pay the present cost of these improvements. In summary, the six-year CIP provides the necessary components of a sound Capital Improvement Program. The table on the right lists the sources of financing for the capital budget in Fiscal Year 2017.

City of Coral Springs, Florida

Impact of CIP on the Operating Budget Operating Capital Operating capital is a funding source for capital requests, vehicles, and equipment that are relatively modest in cost, have a short life expectancy and/or are purchased annually or fairly regularly. Each fund allocated money to make appropriate purchases or enhancements, financed through recurring revenues. Projects funded through operating capital in Fiscal Year 2017 totals $4,933,840. Please see CIP Operating Capital- Fiscal Year 2017 table for individual project costs. General Fund The General Fund operating capital for Fiscal Year 2017 totals $500,000. The replacement of existing speed humps, guardrails, bus shelters and park amenities along with resurfacing of basketball courts and street lights and security upgrades will be included in the General Operating Capital. Also included will be the purchase of Trackit software for Development Services, video storage and Flexscan machines for the City Manager’s Office and CSI building roof replacement as well as taser replacements for the Police Department. The design of the Turtle Run Park Turn lane and the grant match for the dock at Riverside are also included in the General Fund Operating Capital. Fire Fund The Fire Funds operating capital for Fiscal Year 2017 totals $565,500. This allocation will be used for ongoing improvements and upkeep of the fire stations, replacement of Personal Protective Equipment and Tactical Rescue Training Equipment, Thermal Imagers, replacement of radios for CERT team, Honor Guard Uniforms, and flashover Replacement. These funds will also continue support the on-going program to install traffic light controllers at major intersections to allow safe and quick access to emergency vehicles as well as other projects listed in the CIP Operating Capital- Fiscal Year 2017 table. Water and Sewer Fund The Water and Sewer Fund’s operating capital of $325,000 will be used for ongoing replacement of fire hydrants, continued inspection, repair and maintenance of water and wastewater valves ensuring all components of the sanitary system will perform as needed during times of emergencies, installation of a new water fill station and new vehicle for Water Billing as well as other projects listed in the CIP Operating Capital -Fiscal Year 2017 table. Equipment Services Fund In Fiscal Year 2017, the City is projecting a $3,543,340 in operating capital expense in the Equipment Service Fund to replace vehicles and equipment that have exceeded their useful life (refer to Fleet Assets for more information).

CIP projects can affect the City’s operating budget by increasing expenditures and offset by anticipated savings or new revenues

Fiscal Year 2017 Annual Budget

CIP Operating Capital- Fiscal Year 2017 Fund

Budget

General Fund

Fund

Budget

Fire

Trackit Software

$50,000

Park Amenities

$4,337

Cooling Fans in Bay

$8,000

$65,000

Traffic Pre-Emption

$25,000

$ 21,475

Sparky Costume Replacement

Resurfacing Basketball/Tennis/Hockey

Dock at Riverside Park- Grant Match New Hire Phone/Computer

$3,700

Tactical Rescue Training Equipment

$65,000

$5,000

Replacement Radios for the CERT team

$18,000

Rear Entrance Gate

$15,000

Solar Lighting

$10,000

Flashover Replacement

$10,000

Taser Replacement

$22,658

Thermal Imagers

$34,000

Honor Guard Uniforms

$15,000

CSI Building- Roof Replacement

$105,000

Speed Hump Repair and Restripe

$25,000

Street Light Upgrades

Keyless Door Access

$5,000

Mobile Eyes Fire Inspection Services

$25,000

$15,000

Knox Box/ Switch Rekeying

$25,000

Guardrail Maintenance and Repair

$10,000

Handheld GPS Units

$17,500

Bus Shelters Repair and Replacement

$10,000

Fire Stations Painting & Improv.

$40,000

$10,000

Personal Protective Equipment

$200,000

Turtle Run Park Left Turn Lane- Design

Security System Upgrades

$ 7,830

Flex Scan Micro Fiche Digitzer

$60,000

Video Storage Solution

$80,000

Total General Fund Operating CIP

$500,000

Water & Sewer Fire Hydrant Replacement Prog.

$50,000

Broward Cty Water Conserv. Prog.

$29,000

Force Main Valve Repair/Repl Prog.

$45,000

Water Main Valve Repair/Repl Prog.

$45,000

Dead End Water Main Auto. Flusher

$20,000

CMMS

$85,000

New Water Billing Vehcile

$21,000

Water fill Station

$30,000

Total Water & Sewer Operating CIP

Parking lot resurfacing/restriping Forcible Entry Door Prop and Materials

$10,000 $9,000

Fire Station Surveillance Camera

$19,000

Knox Mast Key Retention

$20,000

Total Fire Operating CIP Total FY 2017 Operating Capital

$565,500 $4,933,840

$325,000

Equipment Fund Vehicle and Equip. Replacement

$3,543,340

Total Equipment Operating CIP

$3,543,340

City of Coral Springs, Florida

Impact of CIP on the City’s Operating Budget (continued) Operating Expenses

CIP impact on the operating budget Fiscal Year 2017

generated by the project. Major capital projects requested Reference for FY 2017 are comprised mainly of rehabilitation and improvements to the water and sewer facilities, virtual/ data center infrastructure improvements in the Information Technology department, Aquatic Complex and Mullins Gym renovations, air conditioning maintenance, walkway renovation, road resurfacing in the Public Works departments, replacement of equipment for the Fire and Police departments and the continued construction of the new Municipal Complex. These projects improve but do not expand the level of service the City provides. The operating impact, therefore, is either negligible or indeterminable at this time due to the early stage of the projects.

Operating Budget $174,993,852

CIP Impact $28,700

Capital Improvement Budget $26,352,799

The operating impacts of other CIP projects are measurable and have been included in the operating budget. For example, the implementation of EMS PulsePoint will require an increase of $8,000 in software maintenance. The Wiles Road & 441 Entry Improvements will increase landscaping and lighting electric costs by approximately $1,000 a year. The addition of new water billing vehicle, two new unmarked Police vehicles, Workman and two electric vehicles will result in an impact on the City’s operating budget by increasing gasoline/ electric and depreciation costs. The additional fuel and maintenance cost for this new fleet is estimated at $3,900 and the annual depreciation charge for the use of this equipment is projected at $22,800. Communications and Marketing’s new Video storage solution will require $16,000 per year in NAS storage costs and Development Services purchase of Track-it-Software will require $8,000 in software maintenance, both commencing Fiscal Year 2018. Some capital projects are associated with the reduction of operating expenses. For example, the parks light fixture replacement program will result in approximately $7,000 in cost savings by replacing exiting fixtures with new energy efficient lighting systems. For a full list of FY2016 CIP projects and related operating impact, please see CIP descriptions at the end of this section.

Debt Service Debt service refers to the amount of interest and principal the City will pay on its outstanding debt during a fiscal year. In Fiscal Year 2017, the City will continue repayment of a $4.7 million loan to finance capital improvements in the General Fund. The total principal and interest payment for this loan in Fiscal Year 2017 is $519,600. In FY2016, the City borrowed $12M to finance vital capital improvements for the General Fund. The total principal and interest payment for this loan in Fiscal Year 2017 is $1,405,114. The City has also budgeted debt service related to the Municipal Complex in FY 2017. Debt service totaling $248,062 (interest only) is budgeted for the repayment of a $10M loan for the first phase of the Municipal Complex. An additional $27M will be borrowed in FY 2016 to finance the construction phase of the Municipal Complex and debt service of $ 1,245,129 is budgeted in FY 2017 for this 20 year estimated 3.5% borrowing. The City has secured long term financing from the Florida Department of Environmental Protection State Revolving Fund (SRF) loan program for the improvements at the Water Treatment Plant as well as throughout the entire water and sewer system. The interest rate for this financing is 60% of the market rate, resulting in low-cost financing for these improvements over a term of 20 years. Approximately $15 million in SRF financing has been obtained and most of the projects completed (i.e. replacement of existing wells, construction of new raw water supply, and improvements at lift stations). In Fiscal Year 2017, debt service totaling $1,017,671 is allocated in the Water and Sewer fund for the repayment of exiting SRF loans. The City will also continue repayment of an $8.7 million bank loan secured in Fiscal Year 2013 for the rehabilitation of booster stations and improvements on the water and sewer system. The interest rate for this loan is 2.29%. Principal and interest repayment for Fiscal Year 2017 is programmed at $582,056. In 2015, the City borrowed an additional $4.7 million to continue rehabilitation of booster stations and perform other necessary improvements to the water and sewer system. In FY 2017, $563,683 is allocated for the repayment of this 2.002% 10 year loan.

Fiscal Year 2017 Annual Budget

Impact of CIP on the City’s Operating Budget (continued) Fleet Assets

Vehicle Chargeback

Replacement of vehicles and fleet equipment is funded in the Equipment Services Fund. This internal service fund provides for the operating and maintenance costs of the City’s vehicles and major equipment. Fuel, maintenance and depreciation expenses are determined on a full-recovery basis for each fleet asset type. The allocated amount for each department in the City is budgeted taking into account the expected life of the vehicle/equipment, the type of equipment, fuel and maintenance cost, purchase price, and inflation.

Fire Fund

General Fund

Water and Sewer

$310,824

$ 584,356

$2,433,262

The City’s entire inventory of vehicles is inspected annually followed by a complete analysis of each fleet item, including mileage, life-to-date repair and maintenance cost, operational condition and life expectancy. This evaluation helps prioritize replacements and repairs for inclusion in the upcoming budget year. As a result, some vehicles originally scheduled for replacement are found to be in good condition. Therefore, replacement is not necessary. Instead, funding is placed in the budget to fund repairs, thereby extending their useful life. This strategy has resulted in annual cost savings to the General Fund, Fire Fund, and Water and Sewer Fund operating budgets by reducing the “chargeback” or annual Vehicle Maintenance & Gas allocation transfer to the Equipment Service Fund. Fire Fund

General Fund

Water and Sewer

Chargeback is a term used to describe the method to reimburse $221,756 $ 361,609 the Equipment Service Fund for the usage of an asset over its expected useful life (also known as funded depreciation) rather than borrowing money to buy the asset at the beginning of its useful life. Depreciation fees collected from a department are held in the fleet $2,401,856 replacement fund until the money is needed to purchase fleet items. The total chargeback allocation for Fiscal Year 2017 is $ 3,328,442 of which $2,433,262 impacts the General Fund, $ 310,824 is allocated to the Water and Sewer Fund, and $ 584,356 is charged to the Fire Fund. FY 2017 Capital projects financed via grants Vehicle Maintenance expenses and gasoline costs are also funded by the Equipment Replacement Fund. This expense is also collected from all applicable departments via interfund transfers. The fuel and maintenance budget for Fiscal Year 2017 totals $ 2,985,221. The impact to the City’s general operating fund is $2,401,856. The Fire Fund allocation for Fiscal Year 2017 is $ 361,609, and the Water and Sewer Fund’s portion is $221,756.

Source of grant

CDBG

Grants The City of Coral Springs is continually seeking grant opportunities to help finance projects that support its five strategic priorities and link to Business Plan initiatives. Grants from Federal, Local, and State sources are researched and applied for with the ultimate goal of funding specific projects that meet our customers’ needs while lowering departmental operating costs. For Fiscal Year 2017, the City projects $3,947,466 in grants to assist with funding of necessary capital projects, as described in the table to the right. This year’s grant funds impact the City’s operating budget by supplementing 15% of the total capital expenditure for Fiscal Year 2017.

Project Housing Rehabilitation Pedestrian Lighting for Forest Hills Blvd Neighborhood Partnership Existing Walkways Renovation New Sidewalk Constrction Youth scholarships Senior recreational activities & TherapeuticalActivity

Allocation $74,760 $190,000 $15,000 $115,000 $30,000 $50,000 $48,021

HOME Grant

Housing Rehabilitation

$148,948

SHIP Grant

Housing Rehabilitation

$591,737

Department of Environmental Protection

Automatic Flushers

TAP Grant Grant Dependent

City of Coral Springs, Florida

40th Street Improvements NW 110th Ave Sidewalk & Drainage Improvements

$75,000 $115,000 $1,000,000

Residential Construction Mitigation

$194,000

NW 110th Ave Improvements

1,300,000

Capital Improvement Summary by Fund Fund Name Fire Fund General Fund Public Art Fund Tree Trust Fund Water and Sewer Fund Equipment Services Fund Charter School Fund Solid Waste Fund Total

10/19/2016

2:37 PM

FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

Adopted $565,500 $15,334,819 $20,000 $10,000 $6,630,400 $3,742,080 $50,000 $0 $26,352,799

Plan $923,000 $4,341,419 $20,000 $0 $7,042,500 $7,650,950 $535,653 $175,000 $20,688,522

Plan $4,691,000 $17,104,421 $20,000 $0 $6,582,000 $15,087,419 $516,092 $250,000 $44,250,932

Plan $208,000 $10,649,774 $20,000 $0 $5,849,000 $3,658,731 $0 $700,000 $21,085,505

Plan $221,000 $7,555,787 $20,000 $0 $7,242,000 $3,774,069 $0 $0 $18,812,856

Plan $181,000 $6,439,275 $0 $0 $5,842,000 $5,147,826 $0 $0 $17,610,101

Fiscal Year 2017 Annual Budget

Total Cost FY 2017-2022 $6,789,500 $61,425,495 $100,000 $10,000 $39,187,900 $39,061,075 $1,101,745 $1,125,000 $148,800,715

CIP Budget by Funding Source- All Funds Funding Source Operating General Fund Fire Fund W&S Fund Equipment Services Fund Total Operating

FY 2016 Budget

FY 2017 Adopted

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$173,000 398,200 558,000 3,408,550 4,537,750

$500,000 565,500 325,000 3,543,340 4,933,840

$503,829 423,000 1,244,500 7,117,090 9,288,419

$452,829 191,000 576,000 4,087,419 5,307,248

$406,329 208,000 484,000 3,658,731 4,757,060

$425,829 221,000 484,000 3,774,069 4,904,898

$426,829 181,000 484,000 5,147,826 6,239,655

2,715,645 1,789,500 3,597,500 27,328,475 35,431,120

103,000 0 71,500 32,000 206,500

752,434 0 591,400 0 198,740 1,542,574

450,000 0 0 175,000 32,000 657,000

0 0 0 250,000 0 250,000

0 0 0 700,000 0 700,000

0 0 0 0 0 0

1,202,434 0 591,400 1,125,000 230,740 3,149,574

0 0

55,000 55,000

330,000 330,000

Grants CDBG Grant Justice Assistance Grant SHIP Grant FEMA AFG Dept of Environ Protection Grant TAP Grant HOME Grant Grant Dependent Total Grants

509,703 14,900 561,360 357,300 130,000 0 148,948 320,000 2,042,211

522,781 0 591,737 0 190,000 1,000,000 148,948 1,494,000 3,947,466

335,760 0 591,737 0 0 0 148,948 224,000 1,300,445

485,760 0 591,737 0 0 0 148,948 194,000 1,420,445

667,760 0 591,737 0 0 0 148,948 194,000 1,602,445

689,760 0 591,737 0 0 0 148,949 194,000 1,624,446

3,187,581 0 3,550,422 0 190,000 1,000,000 893,689 2,494,000 11,315,692

Renewal and Replacement Renewal and Replacement Total R&R Fund

3,344,000 3,344,000

5,214,000 5,214,000

3,659,000 3,659,000

3,830,000 3,830,000

3,215,000 3,215,000

4,608,000 4,608,000

3,208,000 3,208,000

23,734,000 23,734,000

0 0

425,000 425,000

0 0

425,000 425,000

28,020,474 912,000 0 0 28,932,474

10,154,919 0 0 0 10,154,919

2,032,145 2,139,000 501,860 500,000 5,173,005

15,176,147 2,176,000 11,000,000 4,500,000 32,852,147

8,768,000 2,150,000 0 0 10,918,000

5,472,513 2,150,000 0 0 7,622,513

4,333,000 2,150,000 0 0 6,483,000

45,936,724 10,765,000 11,501,860 5,000,000 73,203,584

Other Funds Charter School Fund Total Charter School Fund

30,000 30,000

50,000 50,000

535,653 535,653

516,092 516,092

0 0

1,101,745 1,101,745

Tree Trust Fund Tree Trust Fund Total Tree Trust Fund

15,000 15,000

10,000 10,000

0 0

10,000 10,000

Public Art Fund Public Art Fund Total Public Art Fund

20,000 20,000

0 0

100,000 100,000

$39,127,935

$26,352,799

$20,688,522

$44,250,932

$21,085,505

$18,812,856

$17,610,101

$148,800,715

Equity Financing General Fund Fire Fund Water & Sewer Fund Solid Waste Fund Equipment Services Fund Total Equity Financing Reserves General Fund Facilities Total Reserves

Impact Fees Water and Sewer Fund Total Impact Fees Debt Service Loan (General Fund) Revenue Bond (W&S) Potential Loan (Westside Complex Potential Loan (Fire Fund) Total Debt Service

Total CIP

City of Coral Springs, Florida

Major Capital Projects by Department Department/Fund Aquatics

Development Services

Police

Public Works

Transportation

Capital Project

$195,000 General Fund Loan

Aquatic Complex Renovations

$300,000 General Fund Loan

Housing Rehabilitation

$148,948 HOME Grant

Housing Rehabilitation

$591,737 SHIP Grant

Residential Construction Mitigation

$194,000 Grant Dependent

CSI Roof Replacement

$105,000 General Fund Operating

Surveillance Equipment

$225,000 General Fund Loan

Corporate Park Drainage Improvements

$170,000 GenerL Fund Loan

Pedestrian Lighting for Forest Hills Blvd

$190,000 CDBG Grant

Roof Replacement

$135,000 General Fund Loan

40th Street Improvements

$646,296 General Fund Loan/Equity/ Dep Emerg Prot Grant

Existing Walkway Renovation

$115,000 CDBG Grant

Road Resurfacing Program

$201,000 General Fund Loan

NW 110th Ave Sidewalk & Drainage Improvements

City Manager Office Equipment Services

$100,000 General Fund Loan

Light Fixture Replacement Program

$500,000 General Fund Loan

Mullins Gym Interior Renovations

$100,000 General Fund Loan

Athletic Field Renovations

$100,000 Equiity General Fund

Neighborhood Park Renovations

$200,000 General Fund Loan

Municipal Complex Construction

$5,000,000 General Fund Loan

Vehicle and Equipment Replacement

$3,543,340 Equipment Fund Operating Capital

Infiltration/Inflow Correction Program

$1,500,000 Renewal and Replacement

Cast Iron Water Main Replacement

Fire Fund Center for the Arts

Information Technology

$280,000 General Fund Loan $2,985,000 General Fund Loan

15-year Playground Replacement

Lift Station Rehab Program Water and Sewer Fund

$500,000 Renewal and Replacement $1,180,000 Renewal and Replacement

Galvanized Water Service Replacement Program

$850,000 Renewal and Replacement

Force Main Integrity Evaluation

$704,000 Renewal and Replacement

Raw Water Well Replacement Program

$825,000 Renewal and Replacement/Impact Fees

Lift Station 21 C Rehabilitation

$591,400 General Fund Equity

Personal Protective Equipment (PPE)

$200,000 Operating Fire Fund

A/C Replacement

$110,000 Gneral Fund Loan

Roof Repair and Replacement

$225,000 General Fund Loan

Network/Internet Infrastructure

$275,000 General Fund Loan

Data Center Infrastructure

$501,000 General Fund Loan

Virtual Infrastructure Growth

$240,000 General Fund Loan

*Major capital projects listed are those $ 100,000 and greater

Funding Source

Dive Well Upgrades

Wiles Road & 441 Improvements

Parks & Recreation

FY 2017 Budget

Fiscal Year 2017 Annual Budget

Major Capital Projects by Location Capital Projects Citywide Infiltration/inflow correction program Lift Station Rehab Program Roof Replacement Program Galvanized Water Service Replacement Program Personal Protective Equipment (PPE) Data Center Infrastructure

Housing Rehabilitation SurveilLance Equipment Cast Iron Water Main Replacement Vehicle and Equipment Replacement Raw Water Well Replacement Program

Lift Station 21-C Corporate Park

Rehabilitation

Drainage Improvements

110th Ave Sidewalk & Drainage Improvements

Virtual Infrastructure Growth Network/Internet Infrastructure Existing Walkway Renovations Force Main Integrity Evaluation Residential Construction Mitigation

110th Ave Road Resurfacing Program Volunteer Park Playground Replacement

Center for the Arts Roof Repair & Replacement

Wiles Road

A/C Replacement

Improvements Public Safety Building

40th Street

CSI Roof Replacement

Improvements

Aquatic Center

Lions Park

Dive Well Upgrades

Neighborhood Park Renovations

Aquatic Complex Renovations

Municipal Complex Construction

Betti Stradling Park Neighborhood Park Renovations

Forest Hills Blvd Pedestrian Lighting

Countrywood Park Mullins Park Playground Replacement Athletic Field Renovations Light Fixture Replacement Program

Mullins Gym Riverside Park Neighborhood Park Renovations

Interior Renovations Facility Street name Capital project

City of Coral Springs, Florida

General Fund CIP Summary by Funding Source Funding Source Operating—General Fund Aquatic Complex Aquatics- Cypress Pool Aquatics- Mullins Center For The Arts Development Services Information Services Parks and Recreation Police Public Works Sportsplex/Tennis Transportation City Manager Operating—General Fund Total Equity Financing Emergency Medical Services Parks and Recreation Police Public Works Transportation Equity Financing Total CDBG Grant Aquatics- Cypress Pool Development Services Parks and Recreation Public Works Transportation CDBG Grant Total Grant Dependent Development Services Parks and Recreation Transportation Grant Dependent Total Loan Aquatic Complex Aquatics- Cypress Pool Aquatics- Mullins Center For The Arts Development Services Emergency Medical Services Information Services Parks and Recreation Police Public Works Sportsplex/Tennis Transportation City Manager Loan Total HOME Grant Development Services HOME Grant Total SHIP Grant Development Services SHIP Grant Total Dept of Environ Protection Grant Transportation Dept of Environ Protection Grant Total TAP Grant Transportation TAP Grant Total Facilities Reserve Public Works Facilities Reserve Total Total General Fund CIP

FY 2017 Adopted

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$0 0 0 0 50,000 3,700 90,812 127,658 40,000 0 40,000 147,830 500,000

$0 0 0 0 0 0 75,000 50,829 303,000 0 75,000 0 503,829

$81,000 7,000 7,000 10,000 0 0 63,000 37,829 55,000 92,000 100,000 0 452,829

$87,500 0 0 15,000 0 0 73,000 37,829 55,000 38,000 100,000 0 406,329

$75,000 0 0 5,000 0 0 88,000 55,829 55,000 47,000 100,000 0 425,829

$75,000 10,000 10,000 0 0 0 88,000 48,829 55,000 40,000 100,000 0 426,829

$318,500 17,000 17,000 30,000 50,000 3,700 477,812 358,803 563,000 217,000 515,000 147,830 2,715,645

19,000 218,500 103,638 50,000 361,296 752,434

0 0 450,000 0 0 450,000

0 0 0 0 0 0

19,000 218,500 553,638 50,000 361,296 1,202,434

33,000 89,760 65,021 190,000 145,000 522,781

33,000 89,760 63,000 0 150,000 335,760

33,000 89,760 63,000 0 300,000 485,760

35,000 89,760 63,000 0 480,000 667,760

35,000 89,760 65,000 500,000 689,760

202,000 538,560 382,021 190,000 1,875,000 3,187,581

194,000 0 1,300,000 1,494,000

194,000 30,000 0 224,000

194,000 0 0 194,000

1,164,000 30,000 1,300,000 2,494,000

547,500 0 0 469,200 0 108,319 1,016,000 900,000 424,000 353,900 0 1,336,000 5,000,000 10,154,919

35,000 0 0 5,000 0 76,305 390,000 667,000 251,000 261,000 26,840 320,000 0 2,032,145

1,105,500 105,000 40,000 344,100 385,762 112,390 915,756 5,322,000 822,139 796,000 1,447,500 3,770,000 10,000 15,176,147

205,000 52,500 25,000 14,500 0 72,000 1,190,000 3,475,000 396,000 438,000 65,000 2,835,000 0 8,768,000

160,000 59,500 30,000 4,500 0 129,000 1,025,000 1,505,000 107,000 365,480 107,000 1,980,033 0 5,472,513

120,000 0 20,000 0 0 73,000 1,045,000 1,200,000 0 360,000 10,000 1,505,000 0 4,333,000

2,173,000 217,000 115,000 837,300 385,762 571,014 5,581,756 13,069,000 2,000,139 2,574,380 1,656,340 11,746,033 5,010,000 45,936,724

148,948 148,948

148,949 148,949

893,689 893,689

591,737 591,737

3,550,422 3,550,422

115,000 115,000

0 0

115,000 115,000

1,000,000 1,000,000

0 0

1,000,000 1,000,000

55,000 55,000

330,000 330,000

$15,334,819

$4,341,419

$17,104,421

$10,649,774

$7,555,787

$6,439,275

$61,425,495

Fiscal Year 2017 Annual Budget

CIP Project Descriptions- General Fund FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

PROJECT NAME

Senior Fitness Program

Budget

STRATEGIC PRIORITY

An Active, Healthy Community

Project Cost

33,000 33,000 33,000 33,000 35,000 35,000 202,000

FUNDING SOURCE

CDBG Grant

Operating Impact

‐

DEPARTMENT DESCRIPTION

Aquatics

Total Project Cost

33,000 33,000 33,000 33,000 35,000 35,000 202,000

PROJECT NAME

Dive Well Upgrades

Budget

STRATEGIC PRIORITY

An Active, Healthy Community

Project Cost

195,000 ‐

‐

195,000

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT

Aquatics

Total Project Cost

195,000 ‐

‐

195,000

DESCRIPTION

This project is for the actual construction of the new Dive Well Gutters. The new gutters will be stainless steel and includes upgrades from the 5 and 7 meter platforms to new FINA Standards and replacement of 2 new spring diving boards.

PROJECT NAME

Fitness Equipment Repl‐Aquatics

Budget

STRATEGIC PRIORITY

An Active, Healthy Community

Project Cost

35,000 35,000 13,500 30,000 30,000 40,000 183,500

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT DESCRIPTION

Aquatics

Total Project Cost

35,000 35,000 13,500 30,000 30,000 40,000 183,500

PROJECT NAME

Pool Heater Replacement‐ Aquatics

Budget

STRATEGIC PRIORITY

An Active, Healthy Community

Project Cost

17,500 ‐

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT DESCRIPTION

Aquatics

Total Project Cost

17,500 ‐

PROJECT NAME

Aquatic Complex Renovations

Budget

STRATEGIC PRIORITY

An Active, Healthy Community

Project Cost

300,000 ‐

100,000 100,000 100,000 100,000 700,000

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT

Aquatics Total Project Cost 300,000 ‐ 100,000 100,000 100,000 100,000 700,000 This project is for upgrades to areas of the Aquatic Complex including canopies, door replacement, life guard chairs, portable shade shelters, deck staining, landscaping, bleacher replacement, windscreen replacement, fence replacement, concrete/asphalt work and other items.

DESCRIPTION

‐

Total

‐

This project is a Senior Fitness Program that is run through the Aquatic Complex and Sartory Hall.

FY 2017 Budget

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

FY 2022 Plan

‐

Total

‐

This project is for the ongoing replacement of Cardio- Fitness Equipment at the Aquatic Complex.

FY 2017 Budget

FY 2018 Plan

‐

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

17,500 35,000 35,000 20,000 125,000 ‐

‐

17,500 35,000 35,000 20,000 125,000

This project is for a six-year replacement program of Geo-Thermal heat pumps at the Aquatics Complex. 1 to 2 units will be replaced each year.

FY 2017 Budget

FY 2018 Plan

‐

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

‐

FY 2020 Plan

FY 2021 Plan

‐

FY 2021 Plan

FY 2022 Plan

‐

FY 2022 Plan

Total

‐

PROJECT NAME

Security System Upgrade

Budget

STRATEGIC PRIORITY

A family‐Friendly Community

Project Cost

7,830 ‐

‐

7,830

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

DEPARTMENT DESCRIPTION

City Manager's Office

Total Project Cost

7,830 ‐

‐

7,830

PROJECT NAME

Video Storage Solution

STRATEGIC PRIORITY

A Professional, High-Performing OrganizationProject Cost

80,000 ‐

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

DEPARTMENT DESCRIPTION

City Manager's Office

Total Project Cost

80,000 16,000 16,000 16,000 16,000 16,000 160,000

PROJECT NAME

Digitize microfilm/microfiche

STRATEGIC PRIORITY

A Professional, High-Performing OrganizationProject Cost

60,000 ‐

‐

60,000

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

DEPARTMENT DESCRIPTION

City Manager's Office

Total Project Cost

60,000 ‐

‐

60,000

Total

This project is for the purchase of a Q-Star Flash Cam 880SX security system to be placed in areas throughout the City that require surveillance.

Budget

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

FY 2022 Plan

‐

Total

80,000

16,000 16,000 16,000 16,000 16,000 80,000

This project is for the purchase of a new video storage system.

Budget

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

This project is for the purchase of a FlexScan machine and a computer that will digitize City Clerk's microfilm/microfiche.

City of Coral Springs, Florida

CIP Project Descriptions- General Fund (continued) FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

PROJECT NAME

Municipal Complex Construction

STRATEGIC PRIORITY

A Professional, High-Performing OrganizationProject Cost

5,000,000 ‐

‐

FUNDING SOURCE

General Fund Loan

‐

DEPARTMENT

City Manager's Office Total Project Cost 5,000,000 ‐ ‐ ‐ ‐ ‐ 5,000,000 This project represents remaining funds needed for the construction of the Municipal Complex. The project includes a five story building and a parking garage. Also included in this project is the culverting of the existing canal cutting through the site, all site improvements and landscaping.

DESCRIPTION

Budget

Operating Impact

FY 2017 Budget

‐

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

5,000,000

PROJECT NAME

Carpeting Lobby and Meeting Rooms

Budget

STRATEGIC PRIORITY

An Attractive Community

Project Cost

50,000 ‐

‐

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT DESCRIPTION

Center for the Arts

Total Project Cost

50,000 ‐

‐

PROJECT NAME

Restroom Upgrades

STRATEGIC PRIORITY

A Professional, High-Performing OrganizationProject Cost

84,200 ‐

‐

84,200

FUNDING SOURCE

General Fund Loan

‐

DEPARTMENT DESCRIPTION

Center for the Arts Total Project Cost 84,200 ‐ ‐ This project is to replace and upgrade the lobby bathrooms with new countertops and toilets.

‐

84,200

PROJECT NAME

Roof Repair and Replacement

Budget

STRATEGIC PRIORITY

An Attractive Community

Project Cost

FUNDING SOURCE

General Fund Loan

Operating Impact

DEPARTMENT DESCRIPTION

Center for the Arts

Total Project Cost

PROJECT NAME

A/C Replacement

STRATEGIC PRIORITY

A Professional, High-Performing OrganizationProject Cost

110,000 ‐

‐

110,000

FUNDING SOURCE

General Fund Loan

‐

DEPARTMENT

‐

110,000

DESCRIPTION

Center for the Arts Total Project Cost 110,000 ‐ ‐ This project is for the scheduled replacement of air conditioner units at the Center for the Arts.

PROJECT NAME

CDBG‐ Neighborhood Partnership Program

Budget

STRATEGIC PRIORITY

A Family-Friendly Community

Project Cost

15,000 15,000 15,000 15,000 15,000 15,000 90,000

FUNDING SOURCE

CDBG Grant

Operating Impact

‐

DEPARTMENT

Development Services

Total Project Cost

15,000 15,000 15,000 15,000 15,000 15,000 90,000

DESCRIPTION

Neighborhood Partnership Program (NPP) funds assist with providing outreach programs to neighborhoods within the Community Development Block Grant (CDBG) Target Area and provide the 50% matching funds required for the NPP. These funds can also be used to further the neighborhood involvement within the same qualified areas.

PROJECT NAME

Housing Rehabilitation‐ CDBG

Budget

STRATEGIC PRIORITY

A Family-Friendly Community

Project Cost

FUNDING SOURCE

CDBG Grant

Operating Impact

DEPARTMENT

Development Services

Total Project Cost

DESCRIPTION

The City’s rehabilitation program provides home repair assistance to homeowners who are experiencing conditions in and around their homes that pose a threat to their health, safety, and welfare. The housing rehabilitation program is limited to low-to moderate-income homeowners and is available on a first-come, first-served basis. The program encourages the purchase of energy efficient products and environmentally-friendly appliances.

PROJECT NAME

Housing Rehabilitation‐ RCMP

Budget

STRATEGIC PRIORITY

An Attractive Community

Project Cost

194,000 194,000 194,000 194,000 194,000 194,000 1,164,000

FUNDING SOURCE

Residential Construction Mitigation Grant

Operating Impact

‐

DEPARTMENT

Development Services

Total Project Cost

194,000 194,000 194,000 194,000 194,000 194,000 1,164,000

DESCRIPTION

The Residential Construction Mitigation program is a competitive grant provided by the State of Florida’s Division of Emergency Management through the Division’s Bureau of Mitigation. The program provides funding to local governments to support programs intended to improve hurricane preparedness to reduce loss from a hurricane for residential units through a home repair grant program. Funded activities include retrofits, inspections, and construction or modification of building components designed to increase a structure’s ability to withstand hurricane-

‐

Total

‐

50,000

‐

50,000

This project is to install new carpet in the lobby and backstage rooms.

Budget

Operating Impact

FY 2017 Budget

FY 2018 Plan

‐

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

225,000 ‐

‐

225,000 ‐

‐

Total

225,000 ‐ 225,000

This project is to replace the roof at the Center for the Arts.

Budget

Operating Impact

FY 2017 Budget

FY 2018 Plan

‐

FY 2018 Plan

‐

FY 2018 Plan

FY 2019 Plan

‐

FY 2019 Plan

FY 2020 Plan

‐

FY 2020 Plan

FY 2021 Plan

‐

FY 2021 Plan

FY 2022 Plan

Total

‐

FY 2022 Plan

Total

74,760 74,760 74,760 74,760 74,760 74,760 448,560 74,760 74,760 74,760 74,760 74,760 74,760 448,560

FY 2017 Budget

FY 2018 Plan

‐

Fiscal Year 2017 Annual Budget

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

FY 2022 Plan

‐

Total

‐

CIP Project Descriptions- General Fund (continued) PROJECT NAME STRATEGIC PRIORITY FUNDING SOURCE DEPARTMENT

Housing Rehabilitation‐ HOME A Family-Friendly Community

HOME Grant Development Services

Budget Project Cost Operating Impact Total Project Cost

FY 2017 Budget

FY 2018 Plan

148,948 ‐ 148,948

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

148,948 148,948 148,948 ‐ ‐ ‐ 148,948 148,948 148,948

148,948 ‐ 148,948

893,688 ‐ 893,688

DESCRIPTION

The City's housing rehabilitation program provides home repair assistance to homeowners who are experiencing conditions in and around their homes that pose a threat to their health, safety, and welfare. The housing rehabilitation program is limited to low-to moderate-income homeowners and is available on a first-come, first-served basis. The program encourages the purchase of energy efficient products and environmentally-friendly appliances.

PROJECT NAME

Track‐it‐Software

STRATEGIC PRIORITY

A Professional, High-Performing Organization Project Cost

FUNDING SOURCE

General Fund Equity

DEPARTMENT

Development Services Total Project Cost 50,000 8,000 8,000 8,000 8,000 8,000 90,000 This project is for the purchase of a new database system called Trakit. This system will standardize permit pricing, automate permit invoicing and routing, enhance inspection scheduling, document scanning, and improve communications.

DESCRIPTION

Budget

FY 2017 Budget

FY 2018 Plan

50,000 ‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

FY 2022 Plan

‐

Total

50,000

8,000 8,000 8,000 8,000 8,000 40,000

Operating Impact

FY 2017 Budget

FY 2018 Plan

A Family-Friendly Community

Budget Project Cost

591,737

FUNDING SOURCE

SHIP Grant

Operating Impact

‐

DEPARTMENT

Development Services

Total Project Cost

591,737 591,737 591,737 591,737 591,737 591,737 3,550,422

DESCRIPTION

PROJECT NAME STRATEGIC PRIORITY

Chest Compression Devices An Active, Healthy Community

Budget Project Cost

20,000

‐

FUNDING SOURCE

General Fund Loan/ Equity

Operating Impact

‐

DEPARTMENT DESCRIPTION

Emergency Medical Services Total Project Cost 20,000 ‐ ‐ ‐ ‐ ‐ This project is for the purchase of chest compression devices which have helped improve survivability in cardiac arrest patients.

PROJECT NAME STRATEGIC PRIORITY

Lifepaks An Active, Healthy Community

Budget Project Cost

FY 2017 Budget

FY 2018 Plan

70,000

FUNDING SOURCE

General Fund Loan/ Equity

Operating Impact

‐

DEPARTMENT

Emergency Medical Services Total Project Cost 70,000 76,305 70,000 72,000 73,000 73,000 434,305 This project is for the purchase of Lifepak 15 units which allows paramedics to view the electrical activity of the heart remotely, permitting diagnosis of cardiac‐related emergencies in the field.

PROJECT NAME STRATEGIC PRIORITY

Housing Rehabilitation‐ SHIP

DESCRIPTION

FY 2017 Budget

FY 2021 Plan

FY 2022 Plan

Total

591,737

591,737 591,737 591,737

591,737

3,550,422

‐

FY 2018 Plan

FY 2019 Plan

‐

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

20,000 20,000

FY 2022 Plan

Total

76,305

70,000 72,000 73,000

73,000

434,305

‐

FY 2019 Plan

FY 2020 Plan

‐

FY 2021 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

FY 2022 Plan

PROJECT NAME STRATEGIC PRIORITY

Pulse Point An Active, Healthy Community

Budget Project Cost

FUNDING SOURCE

General Fund Loan

Operating Impact

8,000 8,000 8,000 8,000 8,000 8,000 48,000

DEPARTMENT

Emergency Medical Services

Total Project Cost

18,000 8,000 8,000 8,000 8,000 8,000 58,000

DESCRIPTION

This project involves the implementation of PulsePoint as a platform designed to obtain community involvement in the management of cardiac arrest patients by engaging citizens trained in CPR, AED and defibrillation to put in place their lifesaving skills to sustain life until rescue units arrive on scene.

PROJECT NAME STRATEGIC PRIORITY

Stair Chairs An Active, Healthy Community

Budget Project Cost

27,319

‐

27,319

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT

Emergency Medical Services Total Project Cost 27,319 ‐ ‐ ‐ ‐ ‐ 27,319 This project is for the purchase of stair chairs which are used to facilitate the movement of patients from upper floors by means of stairway.

DESCRIPTION

10,000

FY 2017 Budget

‐

FY 2018 Plan

FY 2017 Budget

FY 2018 Plan

275,000

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

FY 2022 Plan

Total

10,000

Total

FY 2021 Plan

FY 2022 Plan

Total

120,000

150,000 250,000 250,000

250,000

1,295,000

‐

PROJECT NAME STRATEGIC PRIORITY

Network/Internet Infrastructure

FUNDING SOURCE

General Fund Loan

Operating Impact

DEPARTMENT

Information Technology

Total Project Cost

DESCRIPTION

This project is to replace and/or upgrade the network infrastructure to accommodate normal growth and obsolescence which will keep the City’s network infrastructure up to date to ensure that the City’s data systems are fast, secure, and reliable.

Budget A Professional, High-Performing Organization Project Cost

‐

275,000 120,000 150,000 250,000 250,000 250,000 1,295,000

City of Coral Springs, Florida

CIP Project Descriptions- General Fund (continued) PROJECT NAME STRATEGIC PRIORITY

Virtual Infrastructure Growth

Budget A Professional, High-Performing Organization Project Cost

FY 2017 Budget

FY 2018 Plan

240,000

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT

Information Technology

Total Project Cost

240,000 200,000 200,000 250,000 250,000 250,000 1,390,000

DESCRIPTION

This project is to grow the data storage infrastructure with based on increased departmental requirements.

PROJECT NAME STRATEGIC PRIORITY

Data Center Infrastructure

Budget A Professional, High-Performing Organization Project Cost

FY 2017 Budget

FY 2018 Plan

501,000

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT

Information Technology

Total Project Cost

501,000 70,000 71,328 550,000 70,000 70,000 1,332,328

DESCRIPTION

This project is for the purchase of additional data center infrastructure and server hardware replacement.

PROJECT NAME STRATEGIC PRIORITY

New Hire Phone/Computer

FUNDING SOURCE

General Fund Operating

DEPARTMENT

Information Technology

DESCRIPTION

This project is for the purchase of a new phone and computer for a Information Technology staff new hire.

PROJECT NAME STRATEGIC PRIORITY

Youth Recreation Scholarship An Active, Healthy Community

Budget Project Cost

FY 2017 Budget

FY 2018 Plan

50,000

FUNDING SOURCE

CDBG Grant

Operating Impact

‐

DEPARTMENT

Parks & Recreation

Total Project Cost

50,000 50,000 50,000 50,000 50,000 50,000 300,000

DESCRIPTION

This project offers many recreation programs to youth living in the City assisting families who are unable to utilize these services due to the cost. Scholarships will be offered to low- to moderate-income households to participate in the programs.

PROJECT NAME STRATEGIC PRIORITY FUNDING SOURCE DEPARTMENT

Budget A Professional, High-Performing Organization Project Cost

Senior Recreational & Therapeutic Activity A Family-Friendly Community

CDBG Grant Parks & Recreation

FY 2017 Budget

FY 2021 Plan

FY 2022 Plan

Total

200,000

200,000 250,000 250,000

250,000

1,390,000

‐

FY 2022 Plan

Total

70,000

71,328 550,000 70,000

70,000

1,332,328

‐

FY 2019 Plan

FY 2020 Plan

‐

FY 2021 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

FY 2022 Plan

Total

‐

3,700

Operating Impact

‐

Total Project Cost

3,700 ‐

‐

3,700

Budget Project Cost Operating Impact Total Project Cost

3,700

FY 2019 Plan

FY 2021 Plan

FY 2022 Plan

50,000

50,000 50,000 50,000

50,000

Total 300,000

‐

FY 2017 Budget

FY 2018 Plan

15,021 ‐ 15,021

13,000 ‐ 13,000

FY 2019 Plan

FY 2020 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

FY 2022 Plan

Total

13,000 13,000 13,000 ‐ ‐ ‐ 13,000 13,000 13,000

15,000 ‐ 15,000

82,021 ‐ 82,021

DESCRIPTION

This project offers opportunities for senior citizens to interact with each other during recreational activities through therapeutic and recreational programming.

PROJECT NAME STRATEGIC PRIORITY

Park Amenities An Attractive Community

Budget Project Cost

FY 2017 Budget

FY 2018 Plan

29,337

FUNDING SOURCE

General Fund Operating/ Equity

Operating Impact

‐

DEPARTMENT DESCRIPTION

Parks & Recreation

Total Project Cost

29,337 25,000 25,000 25,000 30,000 30,000 164,337

PROJECT NAME STRATEGIC PRIORITY

Athletic Field Renovations An Active, Healthy Community

Budget Project Cost

FY 2017 Budget

FY 2018 Plan

100,000

100,000 75,000 ‐

‐

375,000

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

DEPARTMENT

Parks & Recreation Total Project Cost 100,000 100,000 100,000 75,000 ‐ ‐ 375,000 This project is for the renovation of athletic fields at Mullins and North Community Parks. Removal of existing grass, laser grading of fields and installation of new grass are all part of this project.

DESCRIPTION

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

25,000

25,000 25,000 30,000

30,000

164,337

‐

This project will replace locks, signs, picnic tables, benches, grills, and trash receptacles for the various park sites throughout the City.

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

‐

FY 2020 Plan

FY 2021 Plan

‐

FY 2021 Plan

FY 2022 Plan

Total

PROJECT NAME STRATEGIC PRIORITY

Forest Glen Gym Partnership

Budget A Professional, High-Performing Organization Project Cost

70,000

‐

70,000

FUNDING SOURCE

General Fund Equity

Operating Impact

‐

DEPARTMENT

Parks & Recreation

Total Project Cost

70,000 ‐

‐

70,000

DESCRIPTION

This project is for the installation of Hardwood floors in the gymnasium at Forest Glen Middle School. The City will enter into a Lease Agreement with the Broward County School Board allowing us access to the Forest Glen Middle School Gym on Friday nights, Saturdays and Sundays. The City will be able to use the Gym for Basketball Tournament and other events at no additional costs.

Fiscal Year 2017 Annual Budget

Total

CIP Project Descriptions- General Fund (continued) FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

PROJECT NAME STRATEGIC PRIORITY

Workman with Dump bed

Budget A Professional, High-Performing Organization Project Cost

23,500

FUNDING SOURCE

General Fund Operating

3,357 3,357 3,357 3,357 3,357 3,357 20,142

DEPARTMENT

Parks & Recreation Total Project Cost 26,857 3,357 3,357 3,357 3,357 3,357 43,642 This project is for the purchase of a new Workman with Dump bed used to transport employees, equipment, supplies and materials throughout Cypress Park.

DESCRIPTION

Operating Impact

‐

FY 2017 Budget

FY 2018 Plan

100,000

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

Total

23,500

FY 2021 Plan

FY 2022 Plan

Total

150,000

140,000 45,000 245,000

245,000

925,000

‐

PROJECT NAME STRATEGIC PRIORITY

15 Year Playground Replacement Plan A Family-Friendly Community

Budget Project Cost

FUNDING SOURCE

General Fund Loan

Operating Impact

DEPARTMENT DESCRIPTION

Parks & Recreation

Total Project Cost

PROJECT NAME STRATEGIC PRIORITY

Neighborhood Parks Renovations An Attractive Community

Budget Project Cost

FY 2017 Budget

FY 2018 Plan

200,000

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT

Parks & Recreation

Total Project Cost

200,000 50,000 200,000 200,000 200,000 200,000 1,050,000

DESCRIPTION

This project is an on-going program to enhance our Neighborhood Parks. Funds requested will be used for upgrades to restrooms, pathways and shade covers as well as basketball backboards and bleacher replacements as well as other park related items needing upgrade/repair.

‐

100,000 150,000 140,000 45,000 245,000 245,000 925,000

This project represents the City's program to replace Park’s playgrounds on a 15-year cycle.

FY 2017 Budget

FY 2021 Plan

FY 2022 Plan

Total

50,000

200,000 200,000 200,000

200,000

1,050,000

‐

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

FY 2022 Plan

PROJECT NAME STRATEGIC PRIORITY

Light Fixture Replacement Program

Budget A Professional, High-Performing Organization Project Cost

500,000

FUNDING SOURCE

General Fund Loan

(7,000) (7,000) (7,000) (7,000) (7,000) (7,000) ‐

DEPARTMENT DESCRIPTION

Parks & Recreation Total Project Cost 493,000 (7,000) 993,000 393,000 (7,000) (7,000) 1,900,000 This project is for the replacement of light fixtures on the fields and courts at Mullins Park and Neighborhood Parks.

PROJECT NAME STRATEGIC PRIORITY

Gymnasium Renovations A Family-Friendly Community

Budget Project Cost

FUNDING SOURCE

General Fund Loan

Operating Impact

DEPARTMENT DESCRIPTION

Parks & Recreation

Total Project Cost

PROJECT NAME STRATEGIC PRIORITY

Resurfacing Basketball/ Tennis/ Roller Hockey Budget A Family-Friendly Community

Project Cost

FUNDING SOURCE

General Fund Operating

DEPARTMENT

Parks & Recreation

DESCRIPTION

This project is part of a continuous program to keep all basketball, tennis, and roller hockey facilities in top condition. The City will be putting down new sealers, color coating and painting new lines on the courts which will prevent water retention, cracking and deterioration of the asphalt.

PROJECT NAME STRATEGIC PRIORITY

Boat Dock Replacement Grant Matching Funds Budget An Active, Healthy Community Project Cost

21,475

‐

21,475

FUNDING SOURCE

General Fund Operating

‐

DEPARTMENT

Parks & Recreation Total Project Cost 21,475 ‐ ‐ ‐ ‐ ‐ 21,475 This project is the grant match for the Broward Boating Improvement Grant received for the replacement of the Boat Dock at Riverside Park. The Grant amount is $64,425 and the City must match 25% ($21,475).

DESCRIPTION

Operating Impact

FY 2017 Budget

100,000

‐

FY 2018 Plan

‐

100,000 ‐

1,000,000 400,000 ‐

FY 2019 Plan

FY 2020 Plan

‐

Total

1,900,000

FY 2021 Plan

FY 2022 Plan

Total

300,000 100,000 100,000

100,000

700,000

‐

300,000 100,000 100,000 100,000 700,000

This is a project to replace aging items in the gym. FY2017 items include replacement of backboards, bleachers and curtains as well as room

FY 2017 Budget

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

‐

100,000 125,000 ‐

‐

290,000

Operating Impact

‐

Total Project Cost

65,000 ‐

100,000 125,000 ‐

‐

290,000

Operating Impact

65,000

FY 2018 Plan

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

‐

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

PROJECT NAME STRATEGIC PRIORITY

CIP for New Hires‐ Vehicles

Budget A Professional, High-Performing Organization Project Cost

63,000

FUNDING SOURCE

General Fund Equity

Operating Impact

9,000 9,000 9,000 9,000 9,000 9,000 54,000

DEPARTMENT DESCRIPTION

Police Department

Total Project Cost

72,000 9,000 9,000 9,000 9,000 9,000 117,000

‐

Total

63,000

This project is for the purchase of two necessary vehciles for new Police hires.

City of Coral Springs, Florida

CIP Project Descriptions- General Fund (continued) FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

PROJECT NAME STRATEGIC PRIORITY

CIP for New Hires

Budget A Professional, High-Performing Organization Project Cost

40,638

‐

40,638

FUNDING SOURCE

General Fund Equity

Operating Impact

‐

DEPARTMENT DESCRIPTION

Police Department

Total Project Cost

40,638 ‐

‐

40,638

PROJECT NAME STRATEGIC PRIORITY

Computer/Hi‐Tech Forensic Analysis Unit

Budget A Professional, High-Performing Organization Project Cost

FY 2017 Budget

FY 2018 Plan

15,000

26,000

70,000 ‐

‐

111,000

FUNDING SOURCE

General Fund Loan

‐

DEPARTMENT

Police Department Total Project Cost 15,000 26,000 70,000 ‐ ‐ ‐ 111,000 This project is for the purchase of forensic analysis equipment to maximize efficiency in forensic examination of computers, digital data communications and digital storage devices used in hi‐tech criminal crimes.

DESCRIPTION

Total

This project is for the purchase of necessary capital items for new Police hires.

Operating Impact

FY 2019 Plan

‐

FY 2017 Budget

FY 2018 Plan

10,000

‐

10,000 5,000

‐

35,000

FUNDING SOURCE

General Fund Loan

‐

DEPARTMENT DESCRIPTION

Police Department Total Project Cost 10,000 10,000 ‐ This project is for the replacement of handguns for officers in the Police Department.

PROJECT NAME STRATEGIC PRIORITY

Replacement Gas Masks and Filters

FUNDING SOURCE

General Fund Loan

Operating Impact

DEPARTMENT DESCRIPTION

Police Department

Total Project Cost

PROJECT NAME STRATEGIC PRIORITY

Surveillance Equipment

Budget A Professional, High-Performing Organization Project Cost

225,000

‐

225,000

FUNDING SOURCE

General Fund Loan

‐

DEPARTMENT

Police Department Total Project Cost 225,000 ‐ ‐ ‐ ‐ ‐ 225,000 This project is for the replacement of technical support vehicles. This type of vehicle is used to conduct covert surveillance and undercover operations.

DESCRIPTION

26,000

FY 2018 Plan

FY 2019 Plan

‐

FY 2022 Plan

Total

Budget A Professional, High-Performing Organization Project Cost

FY 2017 Budget

FY 2021 Plan

FY 2022 Plan

Handgun Replacement

Budget A Professional, High-Performing Organization Project Cost

FY 2020 Plan

FY 2021 Plan

PROJECT NAME STRATEGIC PRIORITY

Operating Impact

FY 2019 Plan

FY 2020 Plan

10,000 5,000 ‐ FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

35,000

Total

‐

26,000

26,000 ‐

‐

26,000

‐

The funds requested will be used to purchase gas masks and filters for all team members.

Operating Impact

FY 2017 Budget

FY 2018 Plan

Fiscal Year 2017 Annual Budget

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

CIP Project Descriptions- General Fund (continued) PROJECT NAME STRATEGIC PRIORITY

TASER Replacement

Budget A Professional, High-Performing Organization Project Cost

FY 2017 Budget

FY 2018 Plan

65,658

42,829

FUNDING SOURCE

General Fund Loan/ General Fund Operating

‐

DEPARTMENT DESCRIPTION

Police Department Total Project Cost 65,658 42,829 42,829 42,829 10,000 10,000 214,145 This project is for the purchase of Tasers for the Police Department.

PROJECT NAME STRATEGIC PRIORITY

Security Cameras at Parks

Budget A Professional, High-Performing Organization Project Cost

25,000

‐

25,000

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT DESCRIPTION

Police Department

Total Project Cost

25,000 ‐

‐

25,000

PROJECT NAME

Body Cameras

STRATEGIC PRIORITY

A Professional, High-Performing Organization Project Cost

Operating Impact

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2021 Plan

FY 2022 Plan

Total

42,829 42,829 10,000

10,000

214,145

‐

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

This project is for the replacement of security cameras at parks throughout the City.

Budget

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

80,000 80,000 ‐

FY 2020 Plan

‐

FY 2021 Plan

FY 2022 Plan

‐

FUNDING SOURCE

General Fund Loan

DEPARTMENT DESCRIPTION

Police Department Total Project Cost 80,000 80,000 ‐ ‐ ‐ This project is for the funding of the body camera program to equip all law enforcement officers with body worn cameras.

‐

PROJECT NAME STRATEGIC PRIORITY

CSI Roof Replacement An Attractive Community

Budget Project Cost

105,000

Operating Impact

‐

Total

160,000 ‐

Operating Impact

FY 2017 Budget

FY 2018 Plan

‐

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

160,000

Total

‐

105,000

FUNDING SOURCE

General Fund Operating

DEPARTMENT

‐

105,000

DESCRIPTION

Police Department Total Project Cost 105,000 ‐ ‐ This project is for the replacement of the roof on the CSI portion of the Public Safety building.

PROJECT NAME STRATEGIC PRIORITY

Forest Hills Blvd Pedestrian Lighting An Attractive Community

Budget Project Cost

FY 2017 Budget

FY 2018 Plan

190,000

120,000

‐

310,000

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT

Public Works

Total Project Cost

190,000 120,000 ‐

‐

310,000

DESCRIPTION

This project is to enhance the quality of pedestrian lighting along Forest Hills Blvd by increasing natural surveillance and overall safety of the sidewalk and roadway.

‐

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

PROJECT NAME STRATEGIC PRIORITY

Air Conditioning Replacement

Budget A Professional, High-Performing Organization Project Cost

FY 2017 Budget

FY 2018 Plan

50,000

FUNDING SOURCE

General Fund Equity

Operating Impact

‐

DEPARTMENT

Public Works

Total Project Cost

50,000 120,000 100,000 150,000 204,480 225,000 849,480

DESCRIPTION

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

120,000

100,000 150,000 204,480

225,000

849,480

‐

This project is for the repair and replacement of air conditioning systems throughout the City, ensuring they are working efficiently and effectively.

PROJECT NAME STRATEGIC PRIORITY

Street Light Upgrades

Budget A Professional, High-Performing Organization Project Cost

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2021 Plan

FY 2022 Plan

21,400

Total

30,000

30,000 30,000 30,000

30,000

171,400

FUNDING SOURCE

General Fund Loan/ Operating

Operating Impact

‐

DEPARTMENT

Public Works

Total Project Cost

21,400 30,000 30,000 30,000 30,000 30,000 171,400

‐

DESCRIPTION

This project will implement the numerous request received from customers throughout the year to upgrade or add new street lighting. Work to be completed consists of various services required for new street lights such as surveying, easement dedication, and installation of conduit.

‐

FY 2020 Plan

‐

PROJECT NAME STRATEGIC PRIORITY

Roof Replacement

Budget A Professional, High-Performing Organization Project Cost

FY 2017 Budget

FY 2018 Plan

FY 2021 Plan

FY 2022 Plan

135,000

Total

240,000

200,000 190,000 125,000

75,000

965,000

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT

Public Works

Total Project Cost

135,000 240,000 200,000 190,000 125,000 75,000 965,000

‐

DESCRIPTION

This project is part of the City's Comprehensive Roof Management Program which schedules the maintenance, major repair or replacement of roofs in 35 locations throughout the City.

City of Coral Springs, Florida

FY 2019 Plan

FY 2020 Plan

‐

CIP Project Descriptions- General Fund (continued) FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

PROJECT NAME STRATEGIC PRIORITY

Corporate Park Drainage Improvements

Budget A Professional, High-Performing Organization Project Cost

170,000

‐

200,000 ‐

‐

370,000

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT

Public Works

Total Project Cost

170,000 ‐

200,000 ‐

‐

370,000

DESCRIPTION

This project is for stormwater improvements in the Corporate Park Area which has historically encounters issues during and after significant rainfall events.

PROJECT NAME STRATEGIC PRIORITY

University Dr. & Sample Rd LED Street Lights An Attractive Community

Budget Project Cost

32,500

‐

45,000 45,000 ‐

‐

122,500

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT

Public Works

Total Project Cost

32,500 ‐

45,000 45,000 ‐

‐

122,500

DESCRIPTION

This project is for the changeover from High Pressure Sodium to LED white lights on University Drive.

PROJECT NAME STRATEGIC PRIORITY

Electric Vehicle Charging Stations

Budget A Professional, High-Performing Organization Project Cost

FY 2017 Budget

FY 2018 Plan

10,000

15,000

13,000 20,000 ‐

FUNDING SOURCE

General Fund Loan/ Operating

Operating Impact

‐

DEPARTMENT DESCRIPTION

Public Works

Total Project Cost

10,000 15,000 13,000 20,250 250 250 58,000

PROJECT NAME STRATEGIC PRIORITY

Speed Hump Repair and Restripe

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

‐

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

‐

Total

58,000

250 250 250 ‐

This project is for the installment of electric car charging stations throughout the City.

FY 2017 Budget

FY 2018 Plan

A Family-Friendly Community

Budget Project Cost

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

25,000

Total

33,000

33,000 33,000 36,000

30,000

190,000

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT DESCRIPTION

Public Works

Total Project Cost

25,000 33,000 33,000 33,000 36,000 30,000 190,000

‐

PROJECT NAME STRATEGIC PRIORITY

Roof Preventive Maintenance & Repairs

Budget

Plan

Total

A Professional, High-Performing Organization Project Cost

55,000

55,000 55,000 55,000

55,000

330,000

FUNDING SOURCE

Facilities Reserve

Operating Impact

‐

DEPARTMENT

Public Works

Total Project Cost

55,000 55,000 55,000 55,000 55,000 55,000 330,000

DESCRIPTION

This project represents funding for preventative maintenance and roof repairs.

PROJECT NAME STRATEGIC PRIORITY

Existing Walkways Renovation

‐

This project is for the replacement of speed humps and for parts and striping of existing seed humps.

Budget

Plan

‐

FY 2017 Budget

FY 2018 Plan

FY 2021 Plan

FY 2022 Plan

An Attractive Community

115,000

Total

150,000

300,000 300,000 480,000

500,000

1,845,000

FUNDING SOURCE

CDBG Grant

Operating Impact

‐

DEPARTMENT

Transportation

Total Project Cost

115,000 150,000 300,000 300,000 480,000 500,000 1,845,000

‐

DESCRIPTION

This project will eliminate high maintenance costs of repairing asphalt bike paths and provide safer pathways for pedestrians and bicyclists. The plan includes replacing them with concrete sidewalks.

Fiscal Year 2017 Annual Budget

FY 2020 Plan

Plan

Budget Project Cost

FY 2019 Plan

Plan

‐

CIP Project Descriptions- General Fund (continued) PROJECT NAME STRATEGIC PRIORITY

New Sidewalk Construction

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

‐

90,000 475,000 35,033

100,000

730,033

‐

An Attractive Community

Budget Project Cost

30,000

FUNDING SOURCE

CDBG Grant

Operating Impact

‐

DEPARTMENT DESCRIPTION

Transportation

Total Project Cost

30,000 ‐

PROJECT NAME STRATEGIC PRIORITY

40th st improvements, Riverside to Woodside Budget An Attractive Community

Project Cost

646,296

‐

FUNDING SOURCE

General Fund Operating/ Equity/ Loan

Operating Impact

‐

500 500 500 500 500 2,500

DEPARTMENT DESCRIPTION

Transportation

Total Project Cost

646,296 500 500 200,500 500 500 848,796

PROJECT NAME STRATEGIC PRIORITY

NW 110th Sidewalk & Drainage Improvements Budget An Attractive Community

Project Cost

2,985,000

‐

2,985,000

FUNDING SOURCE

General Fund Loan/TAP

Operating Impact

‐

DEPARTMENT DESCRIPTION

Transportation

Total Project Cost

2,985,000 ‐

‐

2,985,000

PROJECT NAME STRATEGIC PRIORITY

Road Resurfacing Program

‐

90,000 475,000 35,033 100,000 730,033

This project is for the new construction of sidewalks within the City.

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

‐

FY 2020 Plan

FY 2021 Plan

200,000 ‐

FY 2022 Plan

‐

Total

846,296

This project is for the improvement of the asphalt path to ADA compliant sidewalk and improve drainage conditions on 40th Street.

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

This project consists of enhancements including improved drainage, sidewalks, curb, gutter and bike lanes from Sample to Wiles Road.

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

An Attractive Community

Budget Project Cost

201,000

‐

201,000

Total

FUNDING SOURCE

General Fund Loan

Operating Impact

‐

DEPARTMENT DESCRIPTION

Transportation

Total Project Cost

201,000 ‐

‐

201,000

PROJECT NAME STRATEGIC PRIORITY

Wiles Road & 441 Entry Improvements

This is an ongoing project to resurface City roads.

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

An Attractive Community

Budget Project Cost

280,000

FUNDING SOURCE

General Fund Loan

Operating Impact

1,000 1,000 1,000 1,000 1,000 1,000 6,000

DEPARTMENT

Transportation

Total Project Cost

281,000 1,000 1,000 1,000 1,000 1,000 286,000

DESCRIPTION

corner of 441 and Wiles, install a sidewalk with pedestrian lighting, and install enhanced landscaping. The City has $280,000 in funding towards the improvements.

‐

FY 2017 Budget

FY 2018 Plan

‐

Total

280,000

FY 2022 Plan

Total

‐

65,000 65,000 65,000

65,000

270,000

‐

Guardrail Maintenance and Repair

Budget A Professional, High-Performing Organization Project Cost

10,000

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

DEPARTMENT DESCRIPTION

Transportation

Total Project Cost

10,000 ‐

PROJECT NAME STRATEGIC PRIORITY

Bus Shelter Repair and Replacement

FY 2020 Plan

‐

FY 2021 Plan

PROJECT NAME STRATEGIC PRIORITY

FY 2019 Plan

‐

65,000 65,000 65,000 65,000 270,000

This project is for the ongoing replacement of guardrails throughout the City.

FY 2017 Budget

FY 2018 Plan

An Attractive Community

Budget Project Cost

10,000

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

DEPARTMENT

Transportation

Total Project Cost

10,000 10,000 25,000 25,000 25,000 25,000 120,000

DESCRIPTION

This project is for the installation of bus shelters at locations that meet Broward County Transit shelter criteria of 25 boardings per day, or as necessary to meet the needs of our community.

FY 2017 Budget

FY 2021 Plan

FY 2022 Plan

Total

10,000

25,000 25,000 25,000

25,000

120,000

‐

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

FY 2022 Plan

PROJECT NAME STRATEGIC PRIORITY

31 Ct & 94th Ave crosswalk, solar lighting

Budget A Professional, High-Performing Organization Project Cost

10,000

‐

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

100 500 500 500 500 2,100

DEPARTMENT DESCRIPTION

Transportation

Total Project Cost

10,000 100 500 500 500 500 12,100

PROJECT NAME STRATEGIC PRIORITY

Turtle Run Park turn lane

Budget A Professional, High-Performing Organization Project Cost

FY 2017 Budget

FY 2018 Plan

10,000

65,000

‐

75,000

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

DEPARTMENT

Transportation

Total Project Cost

10,000 65,000 ‐

‐

75,000

DESCRIPTION

This project is for the design and construction of a left turn lane on northbound Tortoise Way into Turtle Run Park.

‐

Total

10,000

This project is for the installation of the recommended solar lights for the designated crosswalk at 31st court and 94th Ave.

City of Coral Springs, Florida

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

CIP Project Descriptions- Fire Fund PROJECT NAME

Keyless Door Access

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organization

Project Cost

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

5,000 ‐

‐

5,000

Operating Impact ‐ ‐ Total Project Cost 5,000 ‐

‐ ‐

‐ 5,000

FUNDING SOURCE

Fire Operating

DEPARTMENT

Fire

DESCRIPTION

This project is to increase the level of security and access to several doors at the Regional Institute of Public Safety. The additional keyless door access points will provide for enhanced security and the ability to monitor who has gained access during a designated timeframe.

PROJECT NAME

Tactical Rescue Training Equipment

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organization

Project Cost

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

65,000

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

‐

65,000

FUNDING SOURCE

Fire Operating

Operating Impact ‐

‐

DEPARTMENT

Fire

Total Project Cost 65,000 ‐

‐

65,000

DESCRIPTION

The Fire Department is renewing its training in tactical rescue operations for both existing fire personnel and its area mutual aid departments. This training requires the use of specialized equipment for confined space operations, trench rescue, machinery extrication, collapse rescue, and high angle rescue. This equipment and training is required for Fire Department personnel to respond under OSHA (Occupational Safety and Health Administration) mandates (29 CFR 1910 & 1926) as the rescue resource for the City Utility. This program allows for regular replacement or upgrade of equipment in a managed fashion as it becomes worn out or unsafe after seven years.

PROJECT NAME

Flashover Replacement

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organization

Project Cost

FY 2017 Plan

FY 2018 Plan

10,000 ‐

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

‐

10,000 ‐

‐

20,000

FUNDING SOURCE

Fire Operating

Operating Impact ‐

‐

DEPARTMENT

Fire

Total Project Cost 10,000 ‐

‐

10,000 ‐

‐

20,000

DESCRIPTION

This project is to replace the current live fire flashover prop, additional steel, and a welder to conduct fabrication.

PROJECT NAME

Traffic Pre‐Emption

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organization

Project Cost

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

25,000 25,000 25,000 25,000 25,000 25,000 150,000

FUNDING SOURCE

Fire Operating

Operating Impact ‐

DEPARTMENT

Fire

Total Project Cost 25,000 25,000 25,000 25,000 25,000 25,000 150,000

DESCRIPTION

This project is for the installation of Opticom traffic light controllers at four major intersections within the City of Coral Springs. The Opticom unit receives a radio signal from approaching emergency vehicles, stops other vehicle traffic from all other directions, and allows the emergency unit to safely proceed through the intersection with minimum delay. This minimizes the time it takes for emergency vehicles to reach an emergency scene and assists the fire department in achieving response goals.

‐

Fiscal Year 2017 Annual Budget

‐

CIP Project Descriptions- Fire Fund (continued) PROJECT NAME

Fire Station Painting and Improvements

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organization

Project Cost

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

40,000 120,000 120,000 120,000 120,000 120,000 640,000

FUNDING SOURCE

Fire Operating

Operating Impact ‐

DEPARTMENT

Fire

Total Project Cost 40,000 120,000 120,000 120,000 120,000 120,000 640,000

DESCRIPTION

This project is for the routine, on-going repairs and maintenance of the fire stations.

PROJECT NAME

Thermal Imagers

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organization

Project Cost

FY 2017 Plan

‐

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

FY 2022 Plan

‐

Total

34,000 35,000 36,000 36,000 36,000 36,000 213,000

FUNDING SOURCE

Fire Operating

Operating Impact ‐

DEPARTMENT

Fire

Total Project Cost 34,000 35,000 36,000 36,000 36,000 36,000 213,000

DESCRIPTION

This project is for the replacement of three thermal imaging cameras used in rescue units for search and rescue operations.

PROJECT NAME

Rear Entrance Gate

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organization

Project Cost

FY 2017 Plan

‐

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

FY 2022 Plan

15,000

‐

Total 15,000

FUNDING SOURCE

Fire Operating

Operating Impact ‐

‐

DEPARTMENT

Fire

Total Project Cost 15,000 ‐

‐

15,000

This project will replace the current rear access gate to the property at the Regional Institute of Public Safety. The current gate is a double swinging DESCRIPTION/ JUSTIFI gate that has limited ability to provide security to the property during normal operating hours.

PROJECT NAME

Knox Master Key Retention

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organization

Project Cost

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

20,000

Total 20,000

FUNDING SOURCE

Fire Operating

Operating Impact ‐

‐

DEPARTMENT

Fire

Total Project Cost 20,000 ‐

‐

20,000

DESCRIPTION

This project is for the purchase of 20 units at $1,000 each. These are self contained units that retain a master key in each department vehicle. Firefighters enter their authorization PIN code and a Knox Master Key is released for service.

PROJECT NAME

Parking lot resurfacing/restriping

Budget

STRATEGIC PRIORITY An Attractive Community

Project Cost

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

10,000

FY 2022 Plan ‐

FUNDING SOURCE

Fire Operating

Operating Impact ‐

‐

DEPARTMENT

Fire

Total Project Cost 10,000 ‐

‐

DESCRIPTION

This project would allow for the resurfacing of the asphalt along with restriping all of the parking spaces.

PROJECT NAME

Cooling Fans in Bay

Budget

STRATEGIC PRIORITY An Active, Healthy Community

Project Cost

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

8,000

FY 2021 Plan

FY 2022 Plan

Total 10,000 10,000

Total

‐

8,000

FUNDING SOURCE

Fire Operating

Operating Impact ‐

‐

DEPARTMENT

Fire

Total Project Cost 8,000 ‐

‐

8,000

DESCRIPTION

This project would provide for the installation of large cooling fans inside the fire bays of the Regional Institute of Public Safety. This project includes all materials and the cost of installation.

PROJECT NAME

Forcible Entry Door Prop and Materials

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organization

Project Cost

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

9,000 ‐

‐

Total 9,000

FUNDING SOURCE

Fire Operating

Operating Impact

DEPARTMENT

Fire

Total Project Cost 9,000 ‐

DESCRIPTION

This project is for a forcible entry door prop that would be utilized to train our firefighters in the proper techniques of forcing different types of doors. The prop would provide firefighters with realistic forces that would be required to force entry on a locked door.

PROJECT NAME

Honor Guard Uniforms

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organization

Project Cost

‐

FY 2017 Plan

FY 2018 Plan

15,000 ‐

FY 2019 Plan

FY 2020 Plan

FY 2022 Plan

‐

FUNDING SOURCE

Fire Operating

Operating Impact ‐

DEPARTMENT

Fire

Total Project Cost 15,000 ‐

DESCRIPTION

This project is to replace the existing uniforms for the current and future members of the honor guard team.

City of Coral Springs, Florida

FY 2021 Plan

9,000

Total 15,000 ‐ 15,000

CIP Project Descriptions- Fire Fund (continued) PROJECT NAME

Fire Station Surveillance Camera Installation

STRATEGIC PRIORITY A Professional, High‐Performing Organization

Budget Project Cost

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

19,000

Total 19,000

FUNDING SOURCE

Fire Operating

Operating Impact ‐

‐

DEPARTMENT

Fire

Total Project Cost 19,000 ‐

‐

19,000

DESCRIPTION

This project is to upgrade the camera system at Fire Station 64 and install a camera system at Fire Station 80.

PROJECT NAME

Knox Box / Switch Rekeying

Budget

STRATEGIC PRIORITY A Family‐Friendly Community

Project Cost

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

25,000

Total 25,000

FUNDING SOURCE

Fire Operating

‐

DEPARTMENT

‐

25,000

DESCRIPTION

Fire Total Project Cost 25,000 ‐ This project is to rekey every Knox Box and every Knox Switch in the City.

PROJECT NAME

Sparky Costume Replacement

Operating Impact ‐

Budget

STRATEGIC PRIORITY A Family‐Friendly Community

Project Cost

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

5,000

Total 5,000

FUNDING SOURCE

Fire Operating

‐

DEPARTMENT

‐

5,000

DESCRIPTION

Fire Total Project Cost 5,000 ‐ This project is to replace our existing Sparky the Fire dog costume.

PROJECT NAME

Personal Protective Equipment (PPE)

Operating Impact ‐

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organization

Project Cost

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

200,000 200,000

Total 400,000

FUNDING SOURCE

Fire Operating

DEPARTMENT

Fire Total Project Cost 200,000 200,000 ‐ ‐ ‐ ‐ 400,000 This project is to provide a second set of firefighting personal protective equipment (PPE) to each firefighter and a primary set up PPE to each fire academy instructor that conducts live fire training.

DESCRIPTION

PROJECT NAME

Operating Impact ‐

Replacement Radios for the CERT Team

STRATEGIC PRIORITY A Professional, High‐Performing Organization

Budget Project Cost

FY 2017 Plan

‐

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

FY 2022 Plan

18,000

‐

Total 18,000

FUNDING SOURCE

Fire Operating

Operating Impact ‐

‐

DEPARTMENT DESCRIPTION

Fire

Total Project Cost 18,000 ‐

‐

18,000

PROJECT NAME

Mobile Eyes Fire Inspection Licenses

This is to replace fifty radios’ that are used by the CERT Team during special events as well as in the aftermath of a disaster.

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organization

Project Cost

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

25,000 18,000

Total 43,000

FUNDING SOURCE

Fire Operating

Operating Impact ‐

‐

DEPARTMENT DESCRIPTION

Fire

Total Project Cost 25,000 18,000 ‐

‐

43,000

PROJECT NAME

Handheld GPS Units

‐

This project is for software that has been written specifically for annual fire inspections

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organization

Project Cost

FY 2017 Plan

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

17,500 ‐

Total 17,500

FUNDING SOURCE

Fire Operating

Operating Impact ‐

‐

DEPARTMENT

Fire

Total Project Cost 17,500 ‐

‐

17,500

DESCRIPTION

This project is to outfit all response units, including the chief officer group, with handheld GPS units. These units would be instrumental in many phases of our operations, but specifically after a major disaster where the normal infrastructure could be lost or compromised.

Fiscal Year 2017 Annual Budget

CIP Project Descriptions- Water & Sewer Fund PROJECT NAME

Force Main System Improvements

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organizat Project Cost

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

704,000 739,000 776,000 750,000 750,000 750,000 3,719,000

FUNDING SOURCE

Renewal and Replacement

Operating Impact

DEPARTMENT

Utilities

Total Project Cost

DESCRIPTION

This project is intended to implement the recommendations generated by a study of the existing conditions of the sewer force mains in an effort to sustain a planned repair and replacement program.

PROJECT NAME

Galvanized Water Service Replacement

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organizat Project Cost

704,000 739,000 776,000 750,000 750,000

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

3,719,000

FY 2022 Plan

Total

850,000 850,000 402,000 450,000 450,000 450,000 3,002,000

FUNDING SOURCE

Renewal and Replacement

Operating Impact

DEPARTMENT

Utilities

Total Project Cost

DESCRIPTION

This project is part of an ongoing program to replace the existing galvanized water pipes throughout the City’s utility service area. In Fiscal Year 2017, the City is planning to use water and sewer renewal and replacement funds to perform maintenance and improvements to ensure proper flow of water and effective operation of galvanized water lines.

PROJECT NAME STRATEGIC PRIORITY FUNDING SOURCE DEPARTMENT DESCRIPTION

PROJECT NAME

850,000 850,000 402,000 450,000 450,000

3,002,000

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Budget Plan Plan Plan Plan Plan Fire Hydrant Replacement Program Budget Total A Professional, High‐Performing Organizat Project Cost 50,000 121,000 127,000 100,000 100,000 100,000 498,000 Water and Sewer‐ Operating Operating Impact ‐ Utilities Total Project Cost 50,000 121,000 127,000 100,000 100,000 498,000 This project will replace fire hydrants that are no longer serviceable or for which OEM parts are no longer available. This program is necessary to ensure adequate fire protection and maintain a good rating from the International Organization for Standardization (ISO). Water and Wastewater Pumps

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organizat Project Cost

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

50,000 104,000 109,000 100,000 100,000 100,000 463,000

FUNDING SOURCE

Renewal and Replacement

Operating Impact

DEPARTMENT

Utilities

Total Project Cost

DESCRIPTION

This project is to purchase pumps for the water plant and wastewater lift stations as well as other critical assets to reduce the risk of system failure when pumps are out for repairs. This project will also replace pumps that have reached their design life and are in need of major repairs to restore their capacity.

PROJECT NAME

Broward County Water Conservation Prog Budget

STRATEGIC PRIORITY An Active, Healthy Community

Project Cost

‐ 50,000 104,000 109,000 100,000 100,000 100,000 463,000

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

29,000 29,000 29,000 29,000 29,000 29,000 145,000

FUNDING SOURCE

Water and Sewer‐ Operating

DEPARTMENT

Utilities Total Project Cost 29,000 29,000 29,000 29,000 29,000 145,000 This project will allow the City to participate actively in water conservation efforts through a countywide water conservation program. This program includes a high visibility marketing campaign advocating water conservation and the availability of rebates and exchanges for high‐efficiency plumbing

DESCRIPTION

PROJECT NAME

Water Meter Replacement Program

‐

Operating Impact

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organizat Project Cost

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

30,000 65,000 68,000 65,000 58,000 58,000 286,000

FUNDING SOURCE

Renewal and Replacement

Operating Impact

DEPARTMENT

Utilities

Total Project Cost

DESCRIPTION

This project is an ongoing replacement of one to six inch water meters based on periodic testing. Meters that do not test out at 99% efficiency are placed in the replacement schedule. Meters range in cost from $110 to $6,000.

PROJECT NAME

Lift Station Rehab Program

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organizat Project Cost

‐ 30,000 65,000 68,000 65,000 58,000

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

286,000

FY 2022 Plan

Total

500,000 1,400,000 1,400,000 1,400,000 2,800,000 1,400,000 7,500,000

FUNDING SOURCE

Renewal and Replacement

Operating Impact

DEPARTMENT

Utilities

Total Project Cost

DESCRIPTION

This project is an ongoing annual rehabilitation of existing City sanitary lift stations. Improvements include replacement of pumps, wet wells, electrical controls and associated equipment, and control panels. These improvements ensure effective and efficient operation at lift stations.

PROJECT NAME

Raw Water Well Replacement

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organizat Project Cost

‐ 500,000 1,400,000 1,400,000 1,400,000 2,800,000

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

7,500,000

FY 2022 Plan

Total

825,000 500,000 500,000 500,000 500,000 500,000 2,825,000

FUNDING SOURCE

R & R/ Impact Fees

Operating Impact

DEPARTMENT

Utilities

Total Project Cost

‐

DESCRIPTION

This project is for the rehabilitation of three existing wells- 18, 19 and 20 which is required to restore them to their original design capacity and production.

825,000 500,000 500,000 500,000 500,000

City of Coral Springs, Florida

2,825,000

CIP Project Descriptions- Water & Sewer Fund (continued) PROJECT NAME

Infiltration/Inflow Correction Program

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organizat Project Cost

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

1,500,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,500,000

FUNDING SOURCE

Renewal and Replacement

Operating Impact

DEPARTMENT

Utilities

Total Project Cost

DESCRIPTION

This project is to prevent the inflow and infiltration of ground water into the sewer lines, which ultimately travels to a Broward County wastewater treatment facility where charges are incurred for treating ground water. The City will continue repairs of vitrified clay sanitary sewer lines, including, but not limited to joint testing/grouting, relining of defective/cracked main line and structural defective segments/laterals.

PROJECT NAME

Cast Iron Water Main replacement

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organizat Project Cost FUNDING SOURCE

Renewal and Replacement

Operating Impact

DEPARTMENT DESCRIPTION

Utilities

Total Project Cost

PROJECT NAME

Water Billing Vehicle

‐ 1,500,000 1,000,000 1,000,000 1,000,000 1,000,000

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

5,500,000

FY 2022 Plan

Total

1,180,000 1,014,000 1,065,000 1,000,000 1,000,000 1,000,000 5,259,000 ‐ 1,180,000 1,014,000 1,065,000 1,000,000 1,000,000

5,259,000

This project is for the removal and replacement of all cast iron water mains with ductile iron or polyvinyl chloride pipe.

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organizat Project Cost

FY 2017 Budget

FY 2018 Plan

21,000 ‐

FY 2019 Plan ‐

FY 2020 Plan ‐

FY 2021 Plan ‐

FY 2022 Plan ‐

Total 21,000

FUNDING SOURCE

Water and Sewer‐ Operating

Operating Impact

4,500 4,500 4,500 4,500 4,500 4,500 22,500

DEPARTMENT

Utilities

Total Project Cost

25,500 4,500 4,500 4,500 4,500

DESCRIPTION

This project is for the purchase of a new vehicle needed for water billing department to hang door reminders as well as help in the field.

PROJECT NAME

Force Main Valve Repair/Repl Program

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organizat Project Cost

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

43,500

FY 2022 Plan

Total

45,000 96,000 101,000 100,000 100,000 100,000 442,000

FUNDING SOURCE

Water and Sewer‐ Operating

DEPARTMENT

Utilities Total Project Cost 45,000 96,000 101,000 100,000 100,000 442,000 The Florida Department of Environmental Protection requires Utilities to have a valve exercise program. This project is the on going identification of valves in the system to incorporate into the GIS system and document the exercise program. Valves that have reached their useful life and/or no longer functional will be replaced.

DESCRIPTION

PROJECT NAME

Operating Impact

Water Main Valve Repair/Repl Program Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organizat Project Cost

‐

FY 2017 Budget

‐

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

FY 2022 Plan

Total

45,000 96,000 101,000 100,000 100,000 100,000 442,000

FUNDING SOURCE

Water and Sewer‐ Operating

Operating Impact

‐

DEPARTMENT

Utilities

Total Project Cost

45,000 96,000 101,000 100,000 100,000

DESCRIPTION

The Florida Department of Environmental Protection requires Utilities to have a valve exercise program. This project is the on going identification of valves in the system to incorporate into the GIS system and document the exercise program. Valves that have reached their useful life and/or no longer functional will be replaced.

PROJECT NAME

Dead End Water Main Automatic Flushers Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organizat Project Cost

FY 2017 Budget

‐

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐ 442,000

FY 2022 Plan

Total

95,000 75,000 75,000 75,000 75,000 75,000 395,000

FUNDING SOURCE

Water and Sewer‐ Operating/ DEP Grant Operating Impact

DEPARTMENT

Utilities Total Project Cost 95,000 75,000 75,000 75,000 75,000 395,000 This project is intended to continue the installation of automatic flushing systems at dead end streets to ensure water quality. The City has 117 flushers in the system acquired via a grant from the South Florida Water Management District. There are approximately 300 dead water mains in the system.

DESCRIPTION

PROJECT NAME

CMMS

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organizat Project Cost

‐

FY 2017 Budget

‐

FY 2018 Plan

‐

FY 2019 Plan

‐

FY 2020 Plan

85,000 61,000 63,000 ‐

‐

FY 2021 Plan ‐

‐

FY 2022 Plan

Total 209,000

FUNDING SOURCE

Water and Sewer‐ Operating

DEPARTMENT

Utilities Total Project Cost 85,000 61,000 63,000 ‐ ‐ 209,000 This project is intended to support the requirements of the Computerized Maintenance Management System (CMMS). The CMMS is an asset management program designed to achieve maximum life and usefulness of infrastructure improvements.

DESCRIPTION

Operating Impact

Fiscal Year 2017 Annual Budget

‐

CIP Project Descriptions- Water & Sewer Fund (continued) PROJECT NAME

Water Fill Station

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organizat Project Cost

FY 2017 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total

30,000 ‐

‐

30,000

30,000 ‐

‐

30,000

FUNDING SOURCE

Water and Sewer‐ Operating

Operating Impact

DEPARTMENT

Utilities

Total Project Cost

DESCRIPTION

This project is for the installation of a water fill station to sell bulk water to private companies and to minimize the use of fire hydrant meters. Companies that will use the water fill station are commercial water pressure cleaning and pest control. The water fill station will be installed on city t

PROJECT NAME

Lift Station 21C Rehabilitation

Budget

STRATEGIC PRIORITY A Professional, High‐Performing Organizat Project Cost

‐

FY 2017 Budget

FY 2018 Plan

591,400 ‐

FY 2019 Plan

‐

FY 2020 Plan

‐

FY 2021 Plan

‐

FY 2022 Plan

Total 591,400

FUNDING SOURCE

Water an Sewer ‐Equity

Operating Impact

‐

DEPARTMENT

Utilities

Total Project Cost

591,400 ‐

‐

591,400

DESCRIPTION

This project is to complete the redesign and reconstruction of Lift Station 21C located near the intersection of NW 31st Street and NW 101st Avenue.

City of Coral Springs, Florida

CIP Project Descriptions- Other Funds Equipment Service Fund FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

PROJECT NAME STRATEGIC PRIORITY FUNDING SOURCE DEPARTMENT DESCRIPTION

Budget Plan Plan Plan Plan Electric Cars‐ Two (2) Budget Innovative , high performing organizatio Project Cost 59,000 ‐ ‐ ‐ ‐ Equipment Service Fund Equity Operating Impact 8,429 8,429 8,429 8,429 8,429 Fleet Total Project Cost 67,429 8,429 8,429 8,429 8,429 This project is for the purchase of two (2) electric vehicles that will be added to the Equipment Services fleet.

PROJECT NAME STRATEGIC PRIORITY FUNDING SOURCE DEPARTMENT DESCRIPTION

Budget Westside Complex Budget Innovative , high performing organizatio Project Cost 139,740 Equipment Service Fund Equity Operating Impact ‐ Fleet Total Project Cost 139,740 This project is for phase two of Westside Complex compound.

PROJECT NAME STRATEGIC PRIORITY FUNDING SOURCE DEPARTMENT DESCRIPTION

Budget Plan Plan Plan Plan Replacement of Vehicles and Equipment Budget Innovative , high performing organizatio Project Cost 3,543,340 7,117,090 4,087,419 3,658,731 3,774,069 Equipment Service Fund Operating Operating Impact ‐ ‐ ‐ ‐ ‐ Fleet Total Project Cost 3,543,340 7,117,090 4,087,419 3,658,731 3,774,069 This project represents the vehicles and equipment scheduled for replacement in Fiscal Year 2017.

FY 2017

FY 2018 Plan

‐ ‐ ‐

FY 2017

FY 2019 Plan

‐ ‐ ‐

FY 2018

FY 2020 Plan

‐ ‐ ‐

FY 2019

FY 2022 Plan

‐ 8,429 8,429

FY 2021 Plan

‐ ‐ ‐

FY 2020

Total

59,000 ‐ 59,000

FY 2022 Plan

‐ ‐ ‐

FY 2021

Total

139,740 ‐ 139,740

FY 2022 Plan

5,147,826 ‐ 5,147,826

Total

27,328,475 ‐ 27,328,475

Charter School Fund FY 2017 PROJECT NAME STRATEGIC PRIORITY FUNDING SOURCE DEPARTMENT DESCRIPTION

Plan Air Conditioning Repair and Repl. Budget Innovative High Performing Organization Project Cost 50,000 Charter School Operating Impact ‐ Public Works Total Project Cost 50,000 This project is to replace air conditioning units at the Charter School.

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

20,000 ‐ 20,000

30,000 ‐ 30,000

‐ ‐ ‐

FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

Total

100,000 ‐ 100,000

Tree Trust Fund FY 2016 PROJECT NAME STRATEGIC PRIORITY FUNDING SOURCE DEPARTMENT DESCRIPTION

Budget Plan Plan Plan Plan Plan W. Atlantic Blvd Landscaping Budget Total An Attractive Community Project Cost 10,000 ‐ ‐ ‐ ‐ ‐ 10,000 Tree Trust Fund Operating Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ City Manager Total Project Cost 10,000 ‐ ‐ ‐ ‐ ‐ 10,000 This project is for the planting of thirteen (13) trees in the right of way on W. Atlantic Blvd as a mitigation for the Municipal Complex.

Public Art Fund FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Budget Plan Plan Plan Plan Plan PROJECT NAME Pad Construction Budget Total Project Cost 20,000 20,000 20,000 20,000 20,000 ‐ 100,000 STRATEGIC PRIORITY An Attractive Community FUNDING SOURCE Public Art Operating Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ DEPARTMENT Public Works Total Project Cost 20,000 20,000 20,000 20,000 20,000 ‐ 100,000 DESCRIPTION/ JUSTIFI This project is for the pouring of a cement slab for the display of artwork within the City.

100

Fiscal Year 2017 Annual Budget

Revenue Trends General Fund Revenues

% of General Fund

Fiscal Year 2017 Budget

% Change from FY16 Budget

Ad Valorem (Property) Taxes

36.9%

$41.3 million

6.1%

Electric Utility Service Tax

8.4%

$9.4 million

3.0%

Half-cent Sales Tax

7.8%

$8.7 million

5.6%

Electric Franchise Fee

6.7%

$7.5 million

1.0%

State Shared Revenues

3.9%

$4.4 million

10.0%

Communications Services Tax

3.9%

$4.0 million

-16.0%

Solid Waste Franchise Fees

4.8%

$5.3 million

3.9%

Charges for Service-Parks & Rec

4.0%

$4.5 million

-5.5%

Totals

76%

$85.1 million

0.7%

The primary source of revenue for the City is ad valorem property taxes, which comprises over one-third of $112 million total budgeted revenues for the General Fund. The remaining revenue comes from a wide variety of intergovernmental, franchise, and other demand-driven sources. The Fiscal Year 2017 Budget has an overall revenue increase of $4 million or 3.7%, the source of which is primarily Ad Valorem Taxes and Fines and Forfeitures (not shown). As part of the Five-Year Forecast, we have made several assumptions about future revenue growth that have a major impact on the resources that we can plan to use. Following is an explanation of some of these assumptions.

Total Fiscal Year 2017 Budget General Fund Revenues: $111,881,119 Ad Valorem Taxes

Source: Broward County Tax Collector Frequency: monthly, EFT

Ad Valorem Taxes $50.00 $45.00

Year-end Projection

$35.00 $30.00 $25.00 $20.00 $15.00 $10.00

Budget Estimate

$40.00

$ Millions

$5.00

2022

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

$‐ 2004

Ad valorem taxes are levied against the taxable value of real and personal property. The City sets the rate (“millage”) for this tax each year prior to October 1, and this rate is applied to each property’s taxable assessed value as determined by the Broward County Property Appraiser. This revenue can grow through increases to the millage rate and/or taxable values. The City’s millage rate will remain at 4.7982 while values are increasing 6.76% overall for Fiscal Year 2017 resulting in a 6.1% increase in this revenue. Future estimates include a conservative property value growth of 4% with no millage rate increase contemplated. Electric Utility Service Tax

Electric Utility Service Tax

Source: Florida Power & Light (FPL) Frequency: monthly, EFT

$10.00

Year-end Projection

$8.00

$6.00 $5.00 $4.00 $3.00 $2.00 $1.00

City of Coral Springs, Florida

2022

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

$‐ 2004

$ Millions

$7.00

Budget Estimate

$9.00

The City levies a 10% utility service tax on all electricity payments made within the City, through FPL. Electricity charges are made up of a base rate and a fuel rate. The City receives no tax on fuel rate increases, only on the base rate. When fuel rates increase, there is no effect on this revenue. Because this tax is based on the consumption of electricity, the City expects moderate growth as vacant residential and commercial properties become absorbed and normal activity resumes after the recession. This revenue is conservatively forecast to increase 2% annually.

101

Revenue Trends (continued) Half-cent Sales Tax

1/2 Cent Sales Tax

Source: Florida Department of Revenue Frequency: monthly, EFT

$10.00 $9.00

$7.00

$5.00 $4.00 $3.00 $2.00 $1.00

2022

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

$‐

Electric Franchise Fees (6%)

Electric Franchise Fee

$10.00

Source: Florida Power & Light (FPL) Frequency: monthly, EFT

$9.00 $8.00

$6.00 $5.00 $4.00 $3.00 $2.00

Budget Estimate

Year-end Projection

$7.00

$1.00

2022

2021

2020

2019

2018

2017

2016

2015

Communications Services Tax

$7.00 $6.00

$Millions

$5.00 $4.00 $3.00 $2.00 $1.00

State Shared Revenues

2022

2021

2020

2019

Shared Revenues

$6.00 $5.00

Budget Estimate

$7.00

$4.00 $3.00 $2.00 $1.00

Fiscal Year 2017 Annual Budget

2022

2021

2020

2019

2018

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

$‐ 2004

$ Millions

State shared revenues are comprised of revenues from the state sales tax and the municipal fuel tax. As of January 1, 2014, cities will no longer receive revenues from the alternative fuel user decal fee, which the State estimates as an insignificant negative impact to local government of $0.2 million annually. As the economy recovers, the City predicts this revenue source will grow. A conservative 2% is forecast due to the drag of lower gas prices on this blended revenue.

2017

$8.00

Year-end Projection

$9.00

2016

$10.00

Source: Florida Department of Revenue Frequency: monthly, EFT

102

2018

2015

2014

2013

2012

2008

2007

2006

2005

$‐

2004

Coral Springs imposes a local tax rate of 5.22% on retail sales of communications services. The State is forecasting a decline in this revenue due to negative growth rates in wireless service and annual declines in landlines. A refund claim of $525,000 to AT&T will be deducted over 15 months, further reducing this revenue. The City forecasts a 2% annual decline as technology changes and consumer preferences shift to services not subject to tax.

Budget Estimate

$8.00

Year-end Projection

$9.00

2017

Source: Florida Department of Revenue Frequency: monthly, EFT

2016

$10.00

2011

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

$‐

The City authorizes FPL to provide electrical service in exchange for a franchise fee to reimburse the City for use of rights-of-way and other public services. FPL bills each customer a portion of their total electric usage. As FPL rates increase and consumption of electricity grows, this revenue will increase. FPL reduced rates as of May 2015 due to lower natural gas costs but has petitioned for an increase to build two nuclear power plants. Forecasts show a slow increase (1%) in the consumption of electricity over the coming year.

2010

$ Millions

The half-cent sales tax generates the largest amount of revenue for local governments among the state-shared revenues currently authorized. Taxable sales in Fiscal Year 2015 finally exceeded the previous peak in Fiscal Year 2007. The State forecasts increases related to tourism, motor vehicles, business purchases, and household goods. Each city’s share is based on a percentage of County population, so as other cities grow faster, our revenue will not increase on the same trajectory, however we are forecasting a range of 3% to 4.5% growth over the next five years.

2009

$ Millions

$6.00

Budget Estimate

Year-end Projection

$8.00

General Fund Five-Year Forecast General Fund Five Year Forecast 0.0

Remaining Deficit

$0.0

-1.0 -2.0 -3.0

Millions

The General Fund FiveYear Forecast is an integral part of planning the City’s future fiscal position. It is an important tool used to determine a longerrange picture of the City’s financial horizon, as well as the level of risk we face over the next few years as current revenue growth does not keep pace with the growth in operational costs.

-$2.3 -$3.4

-4.0

-$5.1

-5.0 -6.0

-$6.8

This model is the -7.0 framework to peer into the -8.0 near future to identify the deficits that might await -$9.3 -9.0 us if we were to take no FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 action. It helps City staff -10.0 to conservatively quantify our financial outlook so This chart is for planning purposes and illustrates the potential shortfalls the General Fund could face if we can adequately plan no positive action is taken. By Florida law, the proposed budget must be balanced. Financial Strategies and be prepared to meet will be formulated to address future year shortfalls and will be included in the FY 2017 Business Plan. these challenges. As we map out our financial and operating strategies, we use the model to determine the potential impact of decisions, focusing on long-term solutions rather than short-term “fixes,” which could lead to negative financial impacts in future years. This financial outlook provides an opportunity to both avoid future budget problems and maintain financial stability. The forecast integrates projections of the major drivers of the City’s annual budget, new programs, and the anticipated revenues over the forecast period. Typically, future years show a deficit of revenues over expenditures. The General Fund’s forecast continues to project minimal revenue growth and the need to hold the line on expenditures in order to maintain adequate working capital over the five-year period. The national and state economies are improving at a steady, but slow pace. However, local governments are still experiencing slowly recovering revenues, which will make it difficult to provide both essential services to the community and improvements needed for infrastructure. On the positive side, the General Fund’s beginning working capital will allow us to forecast another year of stable, though lean, operations. As shown in the chart above, the City is presenting a balanced budget for Fiscal Year 2017. Our success to date has been largely dependent upon planning ahead for the financial realities we project in coming years.

City of Coral Springs, Florida

103

104

General Fund Five-Year Forecast Summary Actual Fiscal Year 2014 Revenues/Financing Sources Ad Valorem Taxes Solid Waste Special Assessment Utility Franchise Fees Utility Service Taxes Intergovernmental Revenues Licenses and Permits Charges for Services Fines and Forfeitures Miscellaneous Interfund Transfers

Fiscal Year 2017 Annual Budget

Total Revenues Expenditures/Financing Uses City Commission City Manager's Office Human Resources Financial Services Information Technology City Attorney's Office Police Department Emergency Medical Services Development Services Public Works Parks and Recreation Non-Departmental Interfund Transfers Capital Financing Miscellaneous

$33,847,000 2,138,469 10,098,445 10,859,975 19,174,603 3,511,763 12,964,154 2,189,442 4,021,807 820,285

Budget Fiscal Year 2015 $35,299,267 2,124,467 10,134,499 11,045,986 19,508,503 3,735,836 14,400,669 2,219,855 4,131,756 625,355

$99,625,945 $103,226,193

$318,138 3,049,892 1,453,909 2,490,268 2,910,805 869,172 44,757,596 8,452,558 5,968,441 4,314,667 13,841,313 2,216,049 2,454,747 4,942,420 174,938

$356,301 3,814,675 1,675,532 2,478,075 3,258,968 997,264 45,386,271 8,952,200 6,710,576 4,608,241 14,314,764 3,096,298 2,692,397 4,884,632 0

Total Expenditures

$98,214,913 $103,226,193

Surplus/(Deficit)

$1,411,031

%  4.9% 1.0% -1.9% 2.2% 1.0% 2.5% 7.6% 8.2% 13.4% -58.8%

Actual Fiscal Year 2015 $35,279,815 2,147,155 10,097,898 11,054,809 19,635,746 3,799,547 13,859,999 3,470,086 3,796,569 400,000

2.8% $103,541,625

Budget Fiscal Year 2016

% 

$38,909,404 10.3% 2,245,712 4.6% 10,435,499 3.3% 11,393,696 3.1% 20,026,189 2.0% 4,005,554 5.4% 14,306,464 3.2% 2,202,750 -36.5% 4,194,210 10.5% 127,425 n/a

Projected Fiscal Year 2017

% 

$41,287,396 2,245,712 10,728,844 11,565,708 19,991,606 4,208,100 14,512,775 3,010,292 4,200,714 129,973

6.1% 0.0% 2.8% 1.5% -0.2% 5.1% 1.4% 36.7% 0.2% 2.0%

Projected Fiscal Year 2018

% 

$42,827,595 3.7% 2,268,169 1.0% 10,850,432 1.1% 11,795,444 2.0% 20,399,788 2.0% 4,366,110 3.8% 15,014,674 3.5% 2,643,122 -12.2% 4,007,301 -4.6% 132,573 2.0%

Projected Fiscal Year 2019

% 

Projected Fiscal Year 2020

$44,540,699 2,268,169 10,957,737 12,029,758 20,783,164 4,531,502 15,535,855 2,728,857 3,917,020 135,224

4.0% 0.0% 1.0% 2.0% 1.9% 3.8% 3.5% 3.2% -2.3% 2.0%

$46,322,327 2,268,169 11,066,114 12,268,743 21,137,854 4,704,640 16,077,113 2,817,603 3,988,214 137,928

%  4.0% 0.0% 1.0% 2.0% 1.7% 3.8% 3.5% 3.3% 1.8% 2.0%

Projected Fiscal Year 2021

$50,102,229 2,268,169 11,286,131 12,757,830 21,792,034 5,048,832 17,223,233 3,004,561 4,008,950 143,501

4.0% 0.0% 1.0% 2.0% 1.6% 3.6% 3.5% 3.3% 0.3% 2.0%

2.9% $124,149,038

2.8%

$127,635,469

2.8%

4.7% 5.0% 5.1% 5.4% 4.6% 5.0% 4.4% 5.1% 5.3% 4.0% 4.4% 2.4% 5.9% -0.9% n/a

$445,044 5,064,375 2,278,210 3,136,075 4,358,385 1,261,805 56,836,799 11,566,318 8,784,226 5,628,925 17,756,647 3,631,637 3,338,462 6,828,593 0

4.8% 5.0% 5.2% 5.5% 4.6% 5.0% 4.5% 5.1% 5.4% 4.1% 4.4% 2.4% 5.9% -6.7% n/a

$467,056 5,319,996 2,396,920 3,309,529 4,562,740 1,325,308 59,423,907 12,167,206 9,260,430 5,863,002 18,554,821 3,720,230 3,536,945 6,989,241 0

4.9% 5.0% 5.2% 5.5% 4.7% 5.0% 4.6% 5.2% 5.4% 4.2% 4.5% 2.4% 5.9% 2.4% n/a

4.0%

$136,897,332

4.6%

$111,881,119

3.7%

$114,305,208

2.2%

$117,427,985

2.7%

$120,788,704

$320,070 3,507,908 1,664,726 2,461,598 3,182,972 915,442 44,934,521 8,901,547 6,236,248 4,695,804 14,216,083 2,847,116 2,286,397 4,809,631

$361,999 3,990,533 1,753,051 2,444,342 3,522,893 1,023,041 46,622,075 9,128,502 6,798,286 4,751,708 14,636,819 3,253,887 2,518,935 7,040,832 0

1.6% 4.6% 4.6% -1.4% 8.1% 2.6% 2.7% 2.0% 1.3% 3.1% 2.2% 5.1% -6.4% 44.1% n/a

370,614 4,190,515 1,873,135 2,548,325 3,655,547 1,044,068 48,022,040 9,529,479 7,168,975 4,818,349 15,012,348 3,630,941 2,656,514 7,360,269 0

2.4% 5.0% 6.9% 4.3% 3.8% 2.1% 3.0% 4.4% 5.5% 1.4% 2.6% 11.6% 5.5% 4.5% n/a

$387,398 4,380,300 1,960,970 2,675,578 3,809,372 1,091,308 49,933,829 9,969,196 7,519,067 4,998,382 15,617,628 3,562,134 2,811,617 7,838,334 0

4.5% 4.5% 4.7% 5.0% 4.2% 4.5% 4.0% 4.6% 4.9% 3.7% 4.0% -1.9% 5.8% 6.5% n/a

$405,330 4,595,409 2,060,656 2,819,782 3,982,383 1,145,012 52,101,140 10,469,658 7,915,403 5,197,405 16,290,924 3,463,766 2,976,529 7,387,459 0

4.6% 4.9% 5.1% 5.4% 4.5% 4.9% 4.3% 5.0% 5.3% 4.0% 4.3% -2.8% 5.9% -5.8% n/a

$424,509 4,823,015 2,166,268 2,973,063 4,165,169 1,201,778 54,399,121 11,001,281 8,336,527 5,407,333 17,003,010 3,546,191 3,151,909 7,318,957 0

2.8% $100,980,062

$107,846,903

4.5%

111,881,119

3.7%

$116,555,113

4.2%

$120,810,856

3.7%

$125,918,131

4.2% $130,915,504

$2,561,563

($0)

($5,129,426)

($6,766,465)

($2,249,905)

($3,382,871)

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

% 

4.0% 0.0% 1.0% 2.0% 1.5% 3.6% 3.5% 3.3% 0.3% 2.0%

4.5%

($0)

Projected Fiscal Year 2022

$48,175,220 2,268,169 11,175,575 12,510,866 21,458,733 4,872,538 16,639,283 2,909,466 3,998,501 140,687

$107,846,903

1.2% 14.4% 15.3% -2.7% 12.9% 15.4% 0.6% 1.2% 3.2% 4.4% 1.3% -3.9% 9.7% 13.9% n/a

% 

($9,261,863)

Business Plan Contents Introduction.............................................................................................................................................................................. 106 Market Environment..............................................................................................................................................................107 Service and Operations Strategy.......................................................................................................................................120 A Family-Friendly Community............................................................................................................................................121 New Initiatives.................................................................................................................................................................121 Ongoing Initiatives........................................................................................................................................................123 A Thriving Business Community........................................................................................................................................127 New Initiatives.................................................................................................................................................................127 Ongoing Initiatives........................................................................................................................................................129 An Active, Healthy Community..........................................................................................................................................133 New Initiatives.................................................................................................................................................................133 Ongoing Initiatives........................................................................................................................................................135 An Attractive Community....................................................................................................................................................137 New Initiatives.................................................................................................................................................................137 Ongoing Initiatives.......................................................................................................................................................140 An Innovative, High-Performing Organization.............................................................................................................142 New Initiatives.................................................................................................................................................................142 Ongoing Initiatives........................................................................................................................................................143 Financial Strategy....................................................................................................................................................................147 Revenue Outlook............................................................................................................................................................149 Managing Debt and Equity........................................................................................................................................149 Five-Year Forecast .........................................................................................................................................................150 Fiscal Year 2017 Capital Improvement Program.................................................................................................150 Fire Fund ...........................................................................................................................................................................151 Water and Sewer............................................................................................................................................................151 Solid Waste.......................................................................................................................................................................152 Measuring Results...................................................................................................................................................................153 Quarterly Performance Review.................................................................................................................................153 Key Intended Outcome Analysis..............................................................................................................................153 Initiative Analysis............................................................................................................................................................153 Supplier and Partner Performance Data................................................................................................................153 Sustainability Indicators..............................................................................................................................................153 Composite Indicators....................................................................................................................................................159 Fiscal Year 2016 Initiative Summary........................................................................................................................162 Customer Requirements Analysis.....................................................................................................................................171 Overview...........................................................................................................................................................................171 Residential Satisfaction Survey Results..................................................................................................................171 Business Survey Summary..........................................................................................................................................175 SWOC: Strengths, Weaknesses, Opportunities, and Challenges...................................................................180 Neighborhood Meetings.............................................................................................................................................182 Workforce Analysis .......................................................................................................................................................182 Process Improvement Teams..............................................................................................................................................184 Cross-Functional Teams...............................................................................................................................................184 Awards and Special Recognitions.....................................................................................................................................185

City of Coral Springs, Florida

105

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. The Financial Strategy provides a summary of the tactics we are employing to maintain our stable financial condition and continue our recovery from the lingering effects of the recent severe national recession. To monitor the success of the Business Plan, we use a number of measurements, as detailed in the Measuring Results section. We report survey results as part of the Customer Requirements Analysis, even though they are initially examined during the Commission’s strategic planning.

106

Fiscal Year 2017 Annual Budget

Market Environment Overview The City’s financial health and management remains positive as evidenced by our “AAA” bond rating with Fitch and Standard and Poor’s, and Aa1 rating with Moody’s rating agency. While only the Communication Services Tax revenue declined from the State of Florida Department of Revenue, expenses are increasing. The City is facing significant cost increases in various departments from the cost of technology to health care to public safety. Economists remain optimistic yet cautious going into years 2017 and 2018. Many market indicators predict moderate growth. Consumer confidence is holding at a fairly high level, supported by job and wage gains. Unemployment forecasts continue to decline. Many industries have amplified hiring at higher rates and average wage growth is gaining momentum this past year as the dollar has begun to appreciate from the first half of the year. In the Fiscal Year 2017 Business Plan, outlined here are the market conditions and trends impacting the City of Coral Springs.

Slow and steady economic expansion Gross Domestic Product, a universally-accepted measure of economic vitality, continued at a minimal 2.4% increase for the nation last year, the same rate of growth as the year previous. As of April 2016, The Conference Board is forecasting a minimal GDP growth of 1.6% for 2016, continuing at a modest 2.0% for 2017. Most sources are predicting a tepid economy due to lagging uncertainties, the upcoming US election, and a depressing effect from overseas economies. The City’s revenues are dependent on the state of the economy. As the economy picks up so does the City’s revenue. If the economy stagnates, on the other hand, so does a significant portion of the City’s revenue stream.

GDP

Percent Change from Preceding Period Percent Change in GDP

8.0% 6.0% 4.0% 2.0% 0.0% ‐2.0%

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

‐4.0% ‐6.0% ‐8.0% US

Florida

Region

City of Coral Springs, Florida Citation

107

Employment fully recovered The unemployment rate has returned to normal levels at the end of 2015 and is continuing even lower. At May 2016 the unemployment rate for the City was estimated at 3.8%, well ahead of the State (4.5%), and the nation (5.0%). According to Sean Snaith, Director of the University of Central Florida’s Institute for Economic Competitiveness, “It seems the labor market is not charging forward but rather cautiously advancing.” Slow wage growth has become the latest concern, giving most Americans the sense that they are not faring better, perhaps further dampening household spending.

Unemployment Rate Improving Unemployment Rates

12%

11.2%

10.5%

10%

8.9%

9.5%

8.5%

8.8%

8.9%

8.7% 8.1% 7.6% 7.5%

8.5%

7.6%

6% 4% 2% 0%

5.0% 3.4%

6.8%

5.4% 4.7%

5.7%

5.7% 5.7% 5.6% 5.50% 5.4%

4.1%

5.00% 4.50%

4.90% 3.8%

3.2%

2007

2008

2009

2010 Coral Springs

2011

2012 National

2013

2014

2015

YTD

Florida

Source: FL Dept of Economic Opportunity – LaborStatistics Market Statistics, as of May 20, 2016 Source: FL Dept of Economic Opportunity – Labor Market

As of May 20, 2016 Inflation muted to non-existent

The era of near-zero short-term interest rates ended when the Federal Reserve finally raised the Fed Funds rate 25 basis points in December 2015. Initial expectations were for there to be a total of four rate increases in 2016 but due to the slow economy, most experts forecast only one more adjustment in 2016. The Fed aims for a two percent inflation rate, which they believe supports price stability and maximum employment. A lower rate presents a higher risk of falling into deflation, which means prices and perhaps wages are falling. The Consumer Price Index (CPI) is one measure of inflation in the U.S. CPI fizzled out in 2015 and started CONSUMER PRICE INDEX ‐ All Urban Consumers out 2016 well below Fed targets, all but ensuring no further rate increases for the first half of 2016, maybe longer. 6.0%

Change in CPI

Miami Region

5.0%

4.0%

3.0%

2.0%

1.0%

0.0% 2005

2006

2007

2008

2009

2010

2011

‐1.0%

108

Series3 Fiscal YearSeries1 2017 Annual Budget

2012

2013

2014

2015

$12.0 $10.0

$9.06

$8.54

$8.13

$7.75

$7.47

$7.40

$7.55

$8.53

$4.0

$9.82

$6.0

$10.39

$8.0

$9.48

The City’s primary revenue source is ad valorem property taxes, which are based on assessed values. A majority of the City’s residential properties are protected by the Save Our Homes (SOH) cap, a Florida law that limits the increase on homesteaded property values to the lesser of the rate of inflation or 3%. Because inflation has been at historic lows, growth in this primary revenue has been restrained. In fact, for Fiscal Year 2017 homesteaded properties will be limited to a maximum SOH increase of 0.7%.

$ Billions

Real Estate Trends

Total Taxable Assessed Values Increased for Fifth Year In A Row Total Taxable Assessed Values

$2.0 $0.0

FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017

Growth in the commercial, retail and Total Taxable Assessed Values are recovering for the City but growth is restrained due to the high percentage of industrial sectors will be the primary TTAVs are the July 1 certified values on FL DOR’s Certified Taxable Value form (DR‐420) properties protected by Save Our Homes. Source: July 1 values from FL Department of Revenue form DR-420. driver of progress in the City for the coming year.

Housing Market Recovered • Broward County has seen a 9% decrease in active listings of single family homes, compared to February 2015; the inventory for condos increased by 8%. • Single-family home sellers enjoy a strong market. Data for February 2016 shows the average sales price remains very high at 94% of the listing price, with a median 62 days to contract. • Median sales prices in Coral Springs (Q1 2016) were $350,750 for single-family homes and $104,900 for condos, an increase of 6% and 22% from a year ago, respectively. In Broward County, median sales prices of single family homes reached $299,000 in February 2016, an increase of 5% from a year ago. • A 7% decrease in cash sales of single-family homes and condos in Broward County, February 2015 vs. February 2016, indicates a diminishing presence of investors in the market, further contributing to market stability. In February 2016, 33% of single-family home sales and 65% of a townhouse/condo sales were cash sales. • There has been an 82% decrease in foreclosures since 2010; roughly 1,000 in March 2016 down from a peak of 5,500 in May 2010. The number of cases in all phases of foreclosure (lis pendens, final judgments, and REOs) is declining.

New Residential Development in Progress • The former Broken Woods Golf Club will be the site of over 400 new residential units - 186 single-family, zero-lot line homes on the north parcel, 80 townhomes and 168 three-story, multi-family units on the south parcel. Construction is underway at the Reserve, the south parcel with multi-family units and townhomes. Building permits have been issued for model homes in Coral Lago, the north parcel where the single-family homes will be constructed. • Coral Springs Country Club will be home to 250 mid-rise units on the northern portion of the golf course property fronting Sample Road, including a new golf course clubhouse, redesign of two fairways/greens, and tennis courts. Construction is underway for the high rise units in Bainbridge Coral Springs, while site work for the clubhouse is scheduled to begin in the upcoming year.

Vibrant Commercial Activity • Major retailers and restaurants have recently opened, including Total Wine & More and Pei Wei. With the addition of Lucky’s Market, nearly all of the “big box” retail spaces within the City have been filled. • Cleveland Clinic Florida is expanding into Coral Springs and will build a new 74,000 square foot Family Health and Surgical Center. The facility will house a clinic with up to 40 exam rooms, an ambulatory surgery center with four operating suites, and several procedure rooms. • Business development continues to grow with 397 new business tax receipts issued since October 2015.

City of Coral Springs, Florida

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Economic Development The Economic Development Office directly impacts the City’s Thriving Business Strategic Priority. In order to make Coral Springs a community of choice, it must continue to tout the assets of Coral Springs, promote economic development initiatives, and create opportunities for new and expanding businesses. All economic development efforts are focused on encouraging and supporting development and redevelopment, as well as expansion and retention of existing businesses.

Complete an Economic Development Strategic Plan • Create action items that address the needs of the entire City to assure continued economic wellbeing and a diversified tax base. • Promote absorption of existing available commercial, industrial, and retail space. • Develop and maintain relationships with the top real estate experts in Broward County by continuing the annual Realtors’ Summit. • Provide support and assistance to developers, contractors, and business owners. Serve as a liaison with City departments, County and State agencies. Continue the Business Recognition and Appreciation initiative.

Implement the “Business is Brighter” Marketing Campaign • Efforts will be focused on implementing a marketing strategy developed in Fiscal Year 2016. Elements include a website that provides strategic marketing to site selectors and prospectors. Additionally, the website has the capability to search available commercial property within the City. • Social media marketing will be utilized to increase new lead generation and deliver value to businesses. Social media is an important tool to inform consumers about economic development opportunities. It can also provide an identity to the City, create relationships, and provide interaction with businesses and site selectors. • Conferences, trade shows, and other events and institutions will again be targeted to promote Coral Springs. A strategic partnership with other Broward County cities, and with financial institutions providing business assistance, will be fostered to leverage infrastructure and capital. Marketing materials will be developed for target industries and business lines. • Support will be given to the Chamber of Commerce Business Academy.

Promote an improvement district for the Corporate Park • One of the recommendations of the 2014 assessment completed by Angelou Economics is to reposition the Corporate Park as a key asset. The Economic Development Office will work to establish relationships with all Corporate Park businesses. Events will be planned, promoted, and hosted to discuss future plans and required actions.

110

Fiscal Year 2017 Annual Budget

Downtown Coral Springs Downtown Coral Springs is a vision of City leaders to create a sense of place for residents. Ground zero for this vision is in the vicinity of the intersection of University Drive and Sample Road. This location falls within a dependent special district known as the Coral Springs Community Redevelopment Area (CRA) which contains approximately 137 acres along the Sample Road corridor. Multiple efforts are underway to lay the foundation for progress in this area, many of which are moving from rendering to reality in the near future.

ArtWalk has successful inaugural year With a goal of creating a vibrant Downtown gathering place, the ArtWalk’s inaugural year was a resounding success. The event season included six events - three large and three small. On October 9, the ArtWalk Grand Opening featured the unveiling of Beyond, a 13-foot tall infinity glass sculpture, food trucks, live art and music, and drew more than 1,500 attendees. Downtown in December featured a two-story movie screen showing holiday shorts, an ice skating rink, carolers and ‘snow,’ and drew a crowd of 3,500. The last of the large ArtWalk events, UnPlugged, took place in February, with a crowd of more than 2,500. The smaller events were also well-received. The City partnered with the Chamber of Commerce to host Biz and Kidz Holiday Happening in November, and partnered with the CRA to host two Savor the Notes jazz brunch events that took place in conjunction with our Farmers’ Market.

Municipal Complex underway Groundbreaking was held in May 2016 on a multi-purpose, vibrant, and attractive municipal complex that will serve as the functional and symbolic center of the City. Significant parking capacity will be available in a 607 space parking garage, spurring other private investment and redevelopment. In the first quarter of Fiscal Year 2016, Song + Associates, an award winning architecture, planning and interior design firm, completed the design and engineering of the Complex. Boca Raton-based Kaufmann Lynn Construction was awarded the contract in April 2016 to build the 74,000 square-foot City Hall and 607 space parking garage. Construction is scheduled to start in June 2016. To support the infrastructure demands of the new Complex as well as anticipated future development, necessary water and sewer improvements, along with the installation of a new turn lane will require temporary road closures along Sample Road, currently scheduled for early 2017. Occupancy of the new Complex is expected for late 2017.

Building Momentum The new Downtown Pathway connects Downtown Coral Springs with various civic and cultural organizations along Ben Geiger and Coral Hills Drives. This 8-foot wide concrete sidewalk, tying into Mullins Park, includes new landscaping and pedestrian amenities, such as benches and trash receptacles. Construction has started at the former Broken Woods Golf Club location, with a multi-use development that includes single-family, multi-family, townhomes and a public park. Just south of Sample Road on University, Butters Construction and Development and the Bristol Group are in the middle of a $2 million dollar makeover for the University Place at City Center.

City of Coral Springs, Florida

111

Workforce Analysis According to our latest organization survey, overall employee satisfaction remains high at 94%, consistent with the last decade. These results highlight the fact the City provides an excellent work environment where employee recognition is linked to our core values and employees feel valued for their contributions. Employees continue to report high levels of satisfaction with their direct supervisor. When employees know what is expected of them, feel their opinion matters, and are supported in achieving their developmental goal, morale remains high and employee retention is strong. Additionally, employees have a strong sense of belonging and know how their job supports both department goals and the City’s strategic direction.

Sustaining Employee Engagement through Health/Wellness Initiatives The City continues to be committed to sustaining our workforce by offering onsite wellness programs and high quality employee benefits. During the last year a new wellness scorecard has been developed to help measure and monitor progress toward the achievement of overall wellness goals. To keep wellness engagement levels high, we continue to offer quarterly wellness challenges to promote teamwork and individual progress. To further strengthen the onsite support provided by our health coach, additional hours have been added to her schedule to provide more opportunities for personalized one-on-one health coaching sessions and stop-by-booths for the exchange of wellness information. As we look to the future, we will continue to reward healthy behaviors and seek inventive ways to engage our employees, such as expanding the scope of wellness education to include financial wellness which encourages employees to strive for overall well-being.

Proactively Growing Internal Talent The City has been proactively growing our talent pool for more than nine years resulting in several internal success stories that have turned succession plans into reality. More than fifty employees (both non-managers and managers) continue to participate in the program by attending in-house workshops, lectures and thought-provoking training programs that are classified as strategic learning events. Most recently, the City endorsed the creation of an employee led chapter of Toastmasters International. This program has shown great promise and participants are quickly improving their communication skills and increasing their confidence in public speaking. Mentoring relationships continue to grow, providing greater exposure to real-life work challenges and leadership issues outside of normal work assignments. The City remains committed to proactively growing future leaders and will continue to offer a variety of strategic learning opportunities to enable participants to succeed.

Expanding Recruitment and Selection Strategies To promote the City’s employment brand and positive work culture, three major initiatives will be implemented in the coming year. Soon the City will implement a new applicant management system by NEOGov, the leader in recruitment solutions within the public sector. NEOGov will improve the ease of applying for positions within the City and increase the quality of the applicant match through position specific screening questions. New channels for promoting and advertising career opportunities are being explored. Human Resources staff will be expanding our presence on LinkedIn and other social media platforms to attract a diverse workforce. With the support of the Communications and Marketing team, a new homegrown “Welcome” video is being produced. This organically led project will enable existing employees to share in their own words why they believe Coral Springs is the #1 employer of choice.

112

Fiscal Year 2017 Annual Budget

Technology The Cityâ&#x20AC;&#x2122;s ability to deliver services and to be transparent in its management of information resources is critical. City departments must have ready access to information to make sound business decisions. Ready access to data depends on information technology platforms that are state-of-the-art. Therefore, the City must invest in systems that meet current hardware and software standards and are easy to use. As a result, City staff will be more productive, thereby reducing the overall cost of service delivery.

Network Infrastructure Voice and data services are integrated onto a fully redundant fiber backbone network. This integration enables data to flow and to be available at a rate that exceeds past performance. The platform implemented by the Information Technology department includes both wired and wireless services. This network architecture ensures access to data across multiple locations as well as mobile connectivity for City staff and citizens. Future enhancements will increase data center performance and information availability through the increased use of virtual servers and data storage platforms.

Enterprise Software Application The deployment of an Enterprise Resource Planning (ERP) platform that enables data to be shared across departments is critical to the Cityâ&#x20AC;&#x2122;s ability to deliver services to its citizens in the most cost effective manner. The end goal is to implement software systems that satisfy the needs of departments while allowing the free flow of information. Success in deploying an ERP platform is dependent on the selection of software that can be fully integrated with the business functions of the majority of City departments. Where this objective cannot be fully met, the goal should be to provide a software interfaces that allow the transfer of information in a seamless manner. The City is currently exploring options for a fully integrated enterprise software solution and is in the process of hiring a consulting firm to assist with requirements, definitions, and vendor selection.

Software Sustainability The City continues to maintain a strong business relationship with SHI, the Microsoft reseller. Future changes and enhancements to the Microsoft suite of software products will be closely monitored as well as keeping current on software patches required to protect the City from data breaches. Maintenance of GIS data continues to be a major focus as this information impacts nearly all City departments. Staying current with software agreements (maintenance) ensures ongoing security and availability of applications and data.

IT Standardization With the full implementation of ITIL Change Management, the Information Technology (IT) department continues to take major steps forward in ensuring that upgrades to the data infrastructure does not impact departmental operations. The IT department incorporated a project management process that ensures technology based projects will be successfully implemented, tracked, and completed within budget, time, and resource objectives.

On-Line Services Software purchases or upgrades are reviewed based on an objective to increase the use of on-line services for conducting business with the City. Information Technologyâ&#x20AC;&#x2122;s Project Management division partners with departments in the evaluation of software programs to determine the extent to which web based service can be provided as a part of the implementation.

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Green Information Technology & Document Management/Imaging Information Technology continues to meet its objective of reducing hardware footprints while increasing the effectiveness of data center operations. Hardware that is purchased and deployed in the data center is evaluated on how well it performs and the energy efficiency that it produces. The implementation of the OnBase document management system enabled information to be readily available to City staff on demand. The challenge for the City comes from the volume of data that is being stored. As the volume grows, so does the cost to maintain it. The objective continues to be refining data retention requirements and the implementation of a program to delete transitory data and records that have satisfied retention requirements.

Process Improvement and Transparency in Development Services through TRAKiT The Development Services department is transitioning from its existing, antiquated application software solution (Sungard Naviline Select) and sunset OneSolution Community application to SUNGARD TRAKiT software. This effort will continue well into Fiscal Year 2017. TRAKiT will allow standardized permit pricing, automated permit invoicing and routing, enhanced inspection scheduling and resulting, complete document scanning, and greatly improved communication both internally and with customers. TRAKiT will augment and enhance customer service and streamline the Building divisionâ&#x20AC;&#x2122;s permitting process. For example, field inspectors will be able to enter inspection results from the field via tablets, speeding notification times for the Building staff as well as the customer. TRAKiT will also give customers the ability to schedule or cancel inspections, check contractor licensing, research property information and permit status online. For the Community Development division, TRAKiT will automate over 40 processes currently completed in the Division. It will improve the productivity of all processes and allow the public to view the status of this information online. It will also allow residents to view when meetings will occur for various land development actions within the City.

Public Safety Technology Initiatives The services provided by the Cityâ&#x20AC;&#x2122;s Police and Fire Departments are vital to the overall security of citizens and businesses. To this end, maintaining current technology for officer and firefighter safety is an important objective of the IT Department. A project is currently underway to implement a new public safety software platform by the end of December 2016. The selection process included an evaluation of software modules in use by the other agencies in the region, the methodology they used to determine vendor selection, and any issue related to the implementation of the new software platform.

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Legislative Issues The City is concerned about legislation that will weaken its home rule authority or impose mandates without a corresponding funding source. The following issues reflect legislative challenges that require attention and clear direction to staff through the Strategic and Business Plans. State Appropriations With an initial surplus expected in the State 2016-2017 budget, a host of special local funding requests were submitted to State legislators and the City of Coral Springs was no exception, submitting over $905,000 in appropriations requests for special projects. Many special requests, or appropriations, were granted, including one for the City. The final adopted pre-veto budget totaled approximately $82.3 billion, which represented a $4 billion (5%) increase from last year. $81.8 million was appropriated for local water projects. One $75,000 project for the City of Coral Springs was funded for installation of automatic flushing systems at dead end streets to ensure water quality. Minimum Wage Increase A bill was introduced in Florida’s 2016 legislative session to increase the minimum wage to an hourly rate of $15 effective January 1, 2017 but did not pass. The minimum wage for 2016 is $8.05 per hour. Supporters of the $15 minimum wage claim it will help the poor and stimulate economic activity. They argue such an amount is the basic standard by which someone can live comfortably. Opponents say such an increase will actually hurt the poor by limiting job opportunities. Florida adjusts the state minimum wage annually based on the Consumer Price Index as part of the Florida Minimum Wage Act. Until 2016, Florida’s rate had been increasing an average of fifteen cents per year since 2005 when Florida began indexing its minimum wage rate for adjustments due to inflation.

Emerging Issues Information Technology Maintenance The ever increasing and high cost of software maintenance is a common problem in almost all organizations, both in government and the private sector. The costs are rising dramatically and it has been estimated that today software maintenance accounts for more than 90% of the total cost of software, compared to about 50% a couple of decades ago. Maintenance costs are not only increasing every year in absolute terms, but also as a percentage of Information Technology budgets and overall operational budgets. The impact of this exponential escalation produces a challenge - forcing a decision between offsetting these costs against an already lean operating budget or increasing the department’s budget as a whole. Government organizations may need to look to the private sector for guidance. Recognizing that governments must follow certain policies, there remain approaches that can be borrowed from commercial best practices to reduce software maintenance costs. Broward County Surtax The State of Florida allows for two sales surtax options (as laid out in Florida Statute Section 212.055) to fund transportation and/or infrastructure projects in a County. Either option is limited to the first $5,000 of any taxable purchase. Broward County, along with cities representing 80% of the county population, approved the option to levy a one-penny sales tax – with a half-penny funding county and regional transportation projects, and a half-penny funding local government infrastructure improvements. Each tax generates the same level of revenue, but allows the funds to be used for different purposes. Voters must approve both ballot questions for the sales tax to pass. As of April 2016, the County and cities are working in cooperation to educate the public on both ballot questions in November.

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Demographic Trends Decennial Census and American Community Survey The U.S. Census Bureau’s Decennial Census provides actual counts of population and housing units every ten years, with the most recent one conducted in 2010. The 2010 Decennial Census still remains the best source for reporting basic demographic data, such as population counts, age and race/ethnicity, along with housing unit counts, occupancy and tenure. While the Decennial Census Survey provided an array of other socioeconomic data in the past, that practice was discontinued after the 2000 Census and replaced in 2005 by an annual survey called the American Community Survey (ACS). While the ACS does provide more timely data, it has a reduced sample size and greater sampling error. The ACS collects annual survey information continuously nearly every day of the year through a questionnaire mailed to a sample of households, and then aggregates the results over a specific time period. The ACS data is provided as 1-year, 3-year and 5-year estimates. The 5-year estimate is considered the most reliable socio-economic/demographic dataset. The analysis below uses the best available data for each category. Where appropriate, trending was done using the 2000 Census data, along with the 2005-2009 ACS 5-year estimates (earliest 5-year estimates available from the ACS) and 2010-2014 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 multi-lingual residents.

Age Distribution

Population age 2010 Census

Population In the State of Florida, the official 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 2015 estimates, the City of Coral Springs had a population of 124,282, an 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 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.

Under 5 Age 65+ 5.8% 7.9% Age 50-64 20.5%

Age 35-49 23.6%

Age 5-17 20.8%

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 age group 50-64 grew significantly, increasing its share of the population by 130% since 1990. This increase is due to the “baby boom” population entering this age cohort.

Age 18-34 21.4%

Data Source: 2010 Census

Population Trends

Population trends Under 5 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

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Age 5-17 7.0% 8.8% 28.4%

Decennial Census Age 18-34

Age 35-49

Age 50-64

6.0% 14.1% 28.1%

Age 65+ 7.9%

20.5% 23.6%

24.9%

21.2%

23.8%

20.8%

7.1%

6.9%

5.8%

1990

2000

2010

Fiscal Year 2017 Annual Budget Data Source: Decennial Census 1990, 2000 and 2010

21.4%

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. Black (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%. The latest estimate indicates 25% of the City’s population identifies as Hispanic. This diversification of the population is primarily due to the race/ ethnicity of the South Florida region.

Growing Hispanic Population

Households and Families

Growing Hispanic Population

The 2010 Census reported 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 are much higher is Coral Springs, accounting for 40% of total households (higher than Broward County’s 29% and the nation’s 30%). The average family size was 3.3 people. Most of the non-family households were people living alone.

100%

Hispanic or Latino

90%

Non-Hispanic Other Non-Hispanic Black

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

Non-Hispanic White

20% 10% 0% 1990 Census

2000 Census

2010-2014 ACS estimate

Data Source: Decennial Census 1990, 2000, and 2010‐2014 ACS Estimates

Nativity and Foreign Born The 2010-2014 ACS estimate reports that 72% of the people living in Coral Springs were native residents of the United States. Thirty-two percent of these residents were born in Florida. Twenty-eight percent of the people living in Coral Springs were foreign born. Of the foreign born population, 56 percent were naturalized U.S. citizens and 96 percent entered the country before the year 2010. While foreign born residents of Coral Springs come from different parts of the world, a great majority (78%) were born in the Caribbean and Latin America, 12 percent in Asia, and 6 percent in Europe. Of note, that two of the top three ethnic groups for foreign born population are the West Indian countries of Jamaica and Haiti.

Place of birth

Although foreign born population is dominated by Latin American nationalities, the most prevalent ancestry is still European. Geographic Mobility Eighty-three 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.

Place of birth Percentage of Native Born 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

21% 79%

2000 Census

Percentage of Foreign Born 25%

28%

75%

72%

2005-2009 ACS Estimate

2010-2014 ACS Estimate

City of Coral Springs, Florida Data Source: Decennial Census 2000 and ACS Estimates for 2005 -2009 and 2010-2014

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Language spoken at home

Language

Language spoken at home

Among people at least five years old living in Coral Springs, two-thirds (65%) speak only English and one-third (35%) spoke a language other than English at home. One-fifth (22%) of residents over the age of five spoke Spanish, while 11 percent spoke an Indo-European language.

100% 90% 80% 70%

Other languages

60%

Asian and Pacific Islander

50%

Other Indo-European

40%

Housing Characteristics

Spanish

30%

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 owneroccupied and 35 percent were renter-occupied.

English only

20% 10% 0% 2000 Census

2005-2009 2009-2013 2010-2014 ACS Estimate ACS Estimate ACS Estimate

The 2010-2014 ACS provides additional characteristics of occupied housing units. Seventy-nine percent of the owner occupied housing units had a mortgage. Two percent of all occupied households did not have telephone service. Five percent had no vehicle available and 20 percent had three or more available. According to the 2010-2014 ACS, close to 90% of all housing units in Coral Springs were built between 1970-1999, with a fairly similar share of units built in each of those three decades.

Majority of housing units were built Majority ofbetween 1970 and 1999 housing units were built between 1970-1999 0% Built 2010 or later

10%

15%

20%

25%

30%

0.0%

Built 2000 to 2009

10.3%

Built 1990 to 1999

26.3%

Built 1980 to 1989

32.4%

Built 1970 to 1979 Built 1960 to 1969

2.8% 0.6%

Built 1940 to 1949

0.2%

Built 1939 or earlier

0.5%

School Data Source: 2010‐2014 ACS 5‐year estimates

Ninety-two percent of people 25 years and over had at least a high school diploma or completed some level of college: 23 percent had a high school diploma only, 11 percent had an associate degree, 35 percent had a bachelor’s degree or higher, 23 percent had some college but no degree. Five percent had not received their high school diploma. The total school enrollment in Coral Springs was approximately 39,000. Nursery school and kindergarten enrollment was 4,100 and elementary through high school enrollment was almost 24,000 children. College or graduate school enrollment was 10,700.

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The median monthly housing costs for mortgaged owners was $2,178, nonmortgaged owners $681, and renters $1,295. Almost 50% of owners with mortgages, almost 20 percent of owners without mortgages, and 60 percent of renters in Coral Springs spent 30 percent or more of household income on housing.

26.8%

Built 1950-1959

Education

35%

Housing Costs

School enrollment

enrollment (age 3 and older)

50%

Percetage of Nursery School, Preschool

45% 40%

Percentage of Kindergarten

35% 30% 25%

Percentage of Elementary School (Grades 1-8)

20% 15%

Percentage of High School Grade (Grades 9-12)

10% 5% 0% 2000 Census

2005-2009 ACS Estimate

Fiscal Year 2017 Annual Budget

2010-2014 ACS Estimate

Percentage of College or Graduate School

Commute time to work

Employment Status and Type of Employer

Commute time to work 0%

10%

15%

20%

<15 minutes

25%

30%

35%

40%

21.2%

15-29 minutes

Eighty-two percent of the people employed were private wage and salary workers; 12 percent were federal, state, or local government workers; and 6 percent were self-employed in their own (not incorporated) business.

31.5%

30-59 minutes

40.5%

60-89 minutes 90+ minutes

In Coral Springs, 65 percent of the population 16 and over was employed; 26 percent were not currently in the labor force.

45%

5.7%

Commuting to Work Eighty-one percent of Coral Springs workers drove to work alone, and 10 percent carpooled. Among those who commuted to work, it took them on average 27 minutes to get to work. Fifty-three percent of all workers in Coral Springs travel to work in less than 30 minutes.

1.1%

Health Insurance Data Source: 2010‐2014 ACS 5‐year estimates During 2010-2014, among the civilian noninstitutionalized population in Coral Springs, 79 percent had health insurance coverage and 21 percent did not have health insurance coverage.

Income

Income Coral Springs

Broward County

$80,000 $70,000

Income

$60,000

The 2010-2014 ACS reported the median household income in Coral Springs at $66,271. 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 $71,854. A household consists of people who occupy a housing unit regardless of relationship, while family households have more than two related individuals living together.

$50,000

United States $71,854

$66,271

$61,958

$65,443

$51,574 $53,482

$40,000 $30,000 $20,000 $10,000 $0 Median Household Income

Population below poverty level

Median Family Income

Data Source: 2010-2014 ACS Estimates

Population below poverty level

Poverty

25.0%

Ten 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.

20.0%

65 years and over

15.0%

All Families

10.0%

Related children under 18 years Families with female householder

5.0% 0.0% 2000 Census

2010-2014 ACS Estimate

City of Coral Springs, Florida

Eight percent of all families were below the poverty level, 13 percent were related children under 18, and 20 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 2014 the threshold was $11,354 for a person 65 years and older living alone. The threshold for a family with two adults and two children was $24,008.

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Service and Service andOperations OperationsStrategy Strategy This Business Plan covers the second year within a two-year Strategic Plan for Fiscal Years 2016 and 2017. The five priorities identified by the City Commission for this strategic planning cycle set the agenda for this Business Plan, namely: • A Family-Friendly Community • A Thriving Business Community • An Active, Healthy Community • An Attractive Community • An Innovative, High-Performing Organization While the Strategic Plan sets out the vision, the Business Plan outlines tangible plans for making the vision a reality. In each of the priority areas, department directors have developed initiatives that will direct the way the City operates in order to address our five priorities and implement the vision expressed in the Strategic Plan.

Our New Initiatives Initiatives are developed that will assist us in achieving our Key Intended Outcomes. We include those we feel are significant contributors to supporting our strategic priorities or put additional demands on our resources. In this way, we identify the most significant actions we plan to take next year. Fiscal Year 2017 will see previous plans come to fruition. Adhering to our successful business model, we will be looking for a normalization of economic conditions. This Business Plan includes several initiatives designed to position ourselves for future economic growth by assisting our existing business community and deploying resources to encourage redevelopment of commercial areas such as the Downtown. Wherever applicable, operating expenditures have been identified for the first year only. Capital expenditures also reflect only the first year of the project, and do not include capital carrying costs.

A Word About Existing Services and Ongoing Initiatives In some sections, we have highlighted initiatives that were in previous Business Plans that are still being implemented in Fiscal Year 2017. Generally, if an initiative is fully operational and integrated into our service package, it will not be mentioned. The emphasis is on multiyear implementation and the evolution of existing initiatives. For more detail about the services we provide and the performance measures we use to manage those services, please reference the departmental sections of the Annual Budget.

City of Coral Springs’ Business Model Citizen Input

Data Analysis

Strategic Plan Business Plan Budgets Output to Citizens

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Fiscal Year 2017 Annual Budget

A Family-Friendly Community New Initiatives Host Virtual Slice of the Springs Meeting Lead Departments: Development Services, Communications & Marketing

Operating Expenses: Existing Funds

Since 1995, the City of Coral Springs has held a series of “Slice of the Springs” neighborhood meetings, conducted in different sections or slices of the City – Southeast/Southwest, Town Center/Center West and Northside/Northeast. At each Slice meeting, City staff comes to the neighborhood to provide an annual update to the community and to discuss relevant issues or concerns with the residents. The meetings are a chance for the residents to interact directly with staff members from all sectors of the City, including Police, Fire, Community Development, Code Compliance, Building, Public Works and Parks and Recreation. After a decrease in attendance in 2014-2015, the three-meeting series held in 2015-2016 saw a significant increase in attendance. The attendance was boosted by the advertising efforts of the City’s Communications and Marketing Department through the City’s social media platforms. In an effort to bring the meetings to an even wider resident audience, the Communications and Marketing and Development Services departments are considering offering the meetings in a virtual format, or videocast. Residents could continue to physically attend the Slice of the Springs meetings, but would also be offered the option to participate virtually. This format would allow residents to view the meeting from any computer or mobile device, and would allow for full participation, including the ability to ask questions of staff, remotely.

FY 2016 Goal

FY 2017 Goal

2,500

Resident rating of City efforts to prevent crime (Resident Survey)

—

92%

Resident rating of City Government for respecting religious and ethnic diversity (Resident Survey)

—

94%

(Biz) 96%

(Res) 96%

Coral Springs Charter School graduation rate

95%

Injury accidents at or near 14 major intersections in the City

175

165

Key Intended Outcomes City crime rate (crimes/100,000 residents—Calendar Year)

Ratings of Quality of Life (Resident and Business Surveys)

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New Event Programming Lead Department: Parks and Recreation Operating Expenses: $2,000 new plus Existing Funds The City will add two new special events to its familyfriendly programming - an annual Egg Hunt and a Founders’ Day event. The Egg Hunt was introduced in Fiscal Year 2016, and based on the initial success, the City plans to incorporate this event into regular annual programming. Funds are needed to purchase the eggs, the prizes, and to cover the expense of an off-duty police officer to assist with crowd control. A Founders’ Day celebration is also being introduced in Fiscal Year 2017 with plans to incorporate it as a regular event. On the City’s birthday, July 10, a celebration will be held at Cypress Pool. Current plans contemplate an evening program which will offer food, fun, and games for the entire family revolving around the water features.

License Plate Readers Lead Department: Police

Capital Outlay: $240,500 funded by UASI Grant

The City of Coral Springs Police Department was the recipient of automated license plate reader speed trailers funded through the Urban Areas Security Initiative (UASI) grant. Automated license plate readers are computer controlled high speed camera systems that capture an image of every license plate that comes into view. These cameras, along with the processing unit and proprietary software, allow officers to capture images of license plates and instantaneously compare them with millions of “hot list” records to identify vehicles of interest. This technology not only makes police work more efficient, it has been shown to increase arrests of car thieves and deter auto theft. These license plate readers will be stationed at entrance locations within the City.

Enhance Economic Crimes Staffing Lead Department: Police

Operating Expenses: $309,000

Capital Outlay: $70,000

In the past three years, economic crime has increased 34.7%. Investigating this type of crime requires special training and skill sets. These types of investigations are typically more complicated. Often, economic crimes are investigated over extended periods of time, sometimes years. Cases can involve multiple victims, banks, credit card companies, merchants, and cell phone providers. This environment is constantly changing and evolving. Currently the City has three detectives as well as one part-time civilian investigator and one full-time civilian investigator assigned to economic cases within the General Investigations Unit. Due to high case load, other detectives within this Unit are being assigned to economic cases. The City plans to add two new positions to the Police Department to address this alarming trend. An additional detective and a sergeant will be added to the Criminal Investigations division. The detective will help with the heavy case load, providing the expertise required for investigating economic crimes. The sergeant will provide close supervision, leadership, and mentoring of the economic crimes staff.

122

Fiscal Year 2017 Annual Budget

Ongoing Initiatives ArtWalk Events (2016-2017) Lead Department: Communications & Marketing, Parks and Recreation Operating Expenses: Existing Funds The ArtWalk successfully fulfilled its mission of creating a vibrant Downtown gathering place during its inaugural year. The event season included three large events – the ArtWalk Grand Opening, Downtown in December, and Unplugged. Three smaller events were also offered, and these were produced with the assistance of community partners. The Chamber of Commerce hosted Biz and Kidz Holiday Happening, and the CRA hosted two Savor the Notes jazz brunches that took place in conjunction with our Farmers’ Market. Funding for this initiative will provide for a similar event season next fiscal year, with a new event, Artober Fest, kicking off the season. This funding ensures a well-planned and coordinated effort, with support for public safety, setup, clean-up and advertising.

Body Worn Cameras Pilot (2016-2017) Lead Department: Police Capital Outlay: Allocated in FY2016 CIP Bond The Coral Springs Police Department has always been a leader with regard to progressive law enforcement, particularly in the area of technology. Over the past year, there have been a number of high profile incidents throughout the United States that have spurred the discussion of equipping all law enforcement officers with body worn cameras. Although police accountability and transparency have been the resounding arguments, there are a number of other benefits of body worn cameras, such as sensitive evidence collection, recording of spontaneous utterances, documentation to ensure accurate reports, stronger court/case presentation, enhanced training scenarios, and liability mitigation. Initially, approximately 12 patrol officers will be outfitted with body worn cameras so that the equipment and processes can be tested. Collaboration with the vendor and State Attorney’s Office will be necessary to develop procedures and controls.

Community Paramedic Program (2015-2017) Lead Department: Fire/EMS

Operating Expenses: $40,000 EMS/$60,000 Fire Fund

There is an increase in demand for health care services due to the Affordable Care Act, the expansion of Medicaid, and the aging population. EMS (Emergency Medical Services) is considered an essential resource in reducing the cost of health care delivery, improving the population’s health, and improving the quality of care. Increasingly, 911 emergency services are being accessed by individuals with low acuity medical issues, the chronically ill, those with no access to primary care, and those with behavioral health needs who find themselves in crisis with no other way to access appropriate care. Invariably, many of these patients are transported by rescue to a hospital’s ER even though it may not be the most appropriate way to meet their needs. In March 2015, the Coral Springs Fire Department launched a pilot of a Community Paramedic program, based on best practices from several agencies across the nation. An existing, experienced paramedic was temporarily moved from the traditional 24 hour on and 48 hour off, to an 8 hour a day, five days per week schedule to run the program. Based on the proven success of the interventions made to date, the City will create a permanent Community Paramedic position in Fiscal Year 2017. The cost of this position, like other firefighter/paramedics, will be split between the General Fund (EMS) and the Fire Fund.

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123

Age Ranges of Patients

Age Ranges of Community Paramedicine Patients 40

Number of Patients

35 30 25

20 14

15 10 5 0

7 3

0 ‐ 10 11 ‐ 20 21 ‐ 30 31 ‐ 40 41 ‐ 50 51 ‐60 61 ‐ 70 71 ‐80 81 ‐90 91 ‐ 100

This paramedic will continue the program on a permanent basis, conducting house visits to patients who traditionally have used the 911 system for non-medical emergencies, or as their primary source of healthcare. This paramedic will assist these patients in meeting their non-medical needs, helping them obtain resources directly, instead of through the already taxed 911 system. A community paramedic helps our citizens make better use of available emergency services and find solutions to problems that are not typically related to emergency medical care (transportation, follow up care, medication management, food, housing, utilities, etc.) These patients are being directly assisted or referred to agencies that can assist them.

Mobile Integrated Healthcare (2015-2017) Lead Department: Fire/EMS

Operating Expenditures: Existing Funds

A separate program under the Community Risk Reduction initiative is Mobile Integrated Healthcare, which utilizes an existing ALS-equipped (advanced life support) vehicle staffed by one Coral Springs Fire Department paramedic and one registered nurse practitioner provided by a partner hospital. The rescue vehicle is being outfitted with an examination table and will be stocked with ALS supplies and equipment, as well as all the supplies commonly found in the fast track area of the hospital emergency room (stitching, stapling, diagnostic equipment, soft casting, etc...) The vehicle will eventually carry mobile diagnostic equipment such as a portable radiology machine and portable scanning equipment. A state of the art communication system will allow providers to interact with medical direction via telemedicine. This rescue unit will bring mid-level medical care to our residents under a model of Assess, Treat, and Refer. Services provided will include treatment of low severity medical issues, such as basic wound care, x-rays for possible fractures, pediatric fever, and flu-like symptoms. The nurse practitioner in the mobile unit will be able to prescribe medication and provide referrals to specialists for follow up. Currently, the Mobile Integrated Heathcare (MIH) unit has been outfitted and is ready to be put in service. Next steps involve partnering with a local hospital to hire, train, and complete the credentialing of the nurse practitioner who will staff the MIH unit with one of our paramedics. 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.

Fire Stations 43 and 95 (2015-2017) Lead Department: Fire/EMS Capital Outlay: $5.1 million Voter-approved (Nov 2014) GO Bond ; $1 million Fire Fund reserves; $1 million Equipment Services Fund Fire Station 43 was erected in 1988, four years before Hurricane Andrew hit, and Fire Station 95 was built twenty years ago in 1995. Both stations were constructed before the Coral Springs Fire Department became a career force, and were only designed to house apparatus and gear, not full-time staff. The Fire Department long ago changed from a volunteer department to a full-time professional department in a city with a developing urban center. Additional missions brought on by changing demands require the Fire Department to respond to emergencies not imagined when these stations were built, such as acts of terrorism and mass casualty incidents. Natural disasters also present a special challenge for ensuring our fire stations weather these storms and preserve our Department’s ability to respond.

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Fiscal Year 2017 Annual Budget

In November 2014, voters approved a general obligation bond to finance the construction of replacements for these two fire stations. Bids were opened in February 2016 with the most responsive bidder being Kaufman Lynn Construction, Inc. of Boca Raton, Florida. Funding is being drawn from the Public Safety General Obligation Bond approved in November 2014, plus $1 million from Fire Fund reserves, and a $1 million internal loan from the Equipment Service Fund. Groundbreaking was held in June 2016 for the two new stations which are designed to 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.

Education Grants (2016-2017) Lead Department: City Manager’s Office

Operating Expenses: Existing Funds

To support and supplement the education efforts of the Broward County Schools, the City has committed resources to assist area students. For Fiscal Year 2016 the City provided financial assistance to qualifying students and/or local schools for SAT preparation. For Fiscal Year 2017 the City will review the success of last year’s effort and look for an improved method to encourage and sustain academic achievement.

CSI Building Renovation (2015-2017) Lead Department: Police

Capital Outlay: $950,000 Voter-approved (Nov 2014) GO Bond plus $265,000 allocated in CIP

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. 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. 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 cross-contamination. Renovation of the current building will accommodate these dedicated areas, allowing staff to work on their cases simultaneously without the risk of cross-contamination. This expansion will provide dedicated evidence handling space and office space, and will accommodate the equipment needed to keep pace with technological advancements. Voters approved a general obligation bond in November 2014 to finance the construction of a second floor to the current CSI building and renovate the existing space. Capital funds are being programmed to purchase furnishings and equipment.

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School Resource Officers (2015-2017) Lead Department: Police

Capital Outlay: $115,000 Equipment Fund

School Resource Officers (SROs) perform duties that promote positive relations between students and law enforcement officers, serve as liaison with school administrators, identify and prevent delinquent behavior, as well as other functions to create a safer school environment. The Broward County School Board only provides financial assistance for one SRO for every two elementary schools, requiring the SROs to split their time between two locations. The City will provide the funding necessary to allow an SRO to be present full time at each Coral Springs elementary school and equip them with vehicles.

Multi-cultural Events (1995-2017) Lead Department: Human Resources Operating Expenses: Existing Funds 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 and teachers to families and businesses. In Fiscal Year 2017 the City anticipates hosting the following events. • Martin Luther King, Jr. Celebration • WorldFest • CommuniTea • International Day of Peace • International Dinner Dance In addition, diversity/leadership programs, such as Uniteens and Unitown, will be conducted for middle and high school students to raise awareness and respect for different cultures, religions and disabilities, with special emphasis on anti-bullying.

Teen Political Forum (2008-2017) Lead Department: Human Resources

Operating Expenses: Existing Funds

The purpose of the Teen Political Forum is to have city and county elected officials enlighten students with their personal experiences and address teen issues of interest, concluding with a Q & A from the student audience. This is an opportunity for students to talk directly to elected officials and feel that their voices are heard. A Steering Committee, made up of select high school students plans and implements the program, with City staff supervision, which further develops their leadership skills. 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. Three years ago we introduced incentives to help attract attendees, with great success. The high school with the largest attendance at the event is offered a trophy as well as a $1,000 check donated by Waste Pro. Students are also treated to free food donated by local restaurants. This helped to attract around 1,700 students to the 2015 event and close to 1,500 students to the 2016 event.

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Fiscal Year 2017 Annual Budget

A Thriving Business Community New Initiatives TRAKiT Lead Department: Development Services

Capital Outlay: $50,000

The Development Services Department is transitioning to a new database system called TRAKiT, provided by Sungard. TRAKiT will standardize permit pricing, automate permit invoicing and routing, enhance inspection scheduling, document scanning, and improve communications. For example, field inspectors will be able to enter inspection results from the field via tablets, speeding notification times for the Building staff as well as the customer. TRAKiT will also give customers the ability to schedule or cancel inspections, check contractor licensing, research property information and permit status online. TRAKiT will greatly improve customer service and streamline the Building division’s processes. The Fire Department’s plan review and inspection processing will also fall within the scope of TRAKiT. With an adjunct software installation, called Bluebeam, electronic plan review will also be available. Customers will be able to submit their plans electronically. City staff will be able to collaborate on these plans with design and engineering professionals to mark up, add comments and measurements, with everyone working on the plans concurrently, greatly reducing plan review times. Electronic plan review not only makes the review process more efficient and saves space, it allows sharing of documents with other City departments. For example, the Police and Fire departments will be able to quickly access drawings and floor plans in crisis situations. TRAKiT will also be deployed in the Code Compliance and Business Tax division. This will allow efficient management of Code cases and business tax receipts, providing customers a means to apply, renew, update, pay for, and submit information online. For the Community Development Division, TRAKiT will automate over 40 processes currently completed in the Division. It will improve the productivity of all processes and allow the public to view the status of this information online. It will also allow for residents to view when meetings will occur for various land development actions within the City.

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

FY 2016 Goal

FY 2017 Goal

95%

—

Net new taxable value as % of Total Taxable Assessed Value (BCPA)

above the average of six comparison cities

Non-residential tax base growth

above the average of six comparison cities

Coral Springs’ June unemployment rate

below State

City of Coral Springs, Florida

127

“Business is Brighter” Campaign Lead Department: Economic Development Office Operating Expenses: Existing Funds The economic development marketing campaign is designed to attract new and expanding business, recruit and retain a talented workforce, and attract retail development. Commercialization of “Business is Brighter” campaign with advertisements, brochures, website, trade shows, publicity, special events, and direct mail is aimed at attracting new and expanding businesses. Creating an active on-line presence is crucial to innovate and to adapt to the new trends in online marketing communication. Additionally, the strategy and implementation of an economic development marketing campaign will include an approach to ensure retention and expansion of high-growth companies.

Chamber of Commerce Business Academy Lead Department: Economic Development Office

Operating Expenses: Existing Funds

Business owners that want to grow their business, network and exchange knowledge with each other can join the Chamber Business Academy. Presented by the City of Coral Springs and Atlantic Technical College, participants will have the opportunity to attend a variety of presentations and discussions. These include award-winning principles of high-quality customer service, obtaining higher level communication and human relations skills, as well as how to develop a customer mindset, and much more. A nominal fee will be charged to attend.

Corporate Park Improvement District - Ph. II Lead Department: Economic Development Office

Operating Expense: Existing Funds

The Economic Development Office (EDO) will continue to work to establish relationships with all the Corporate Park businesses. Events will be planned, promoted, and hosted to discuss future plans and required actions of the Corporate Park. The EDO will continue to meet with the involved parties to talk about their vision for the Corporate Park and start building a relationship. In addition, the EDO will lead educational efforts on Business Improvement Districts (BID) and how a BID can enhance the Corporate Park. The Economic Development Office retained Chen-Moore & Associates to complete the needs assessment and assessment methodology report. Staff has met with the newly created Corporate Park Association Board of Directors regularly since early 2016, coordinating discussions about the needs of the Corporate Park and potential methodologies of assessing. GSG Consultants has been retained to complete the assessment methodology. Discussions will be ongoing into Fiscal Year 2017.

Water Fill Station Lead Department: Public Works

Capital Outlay: $30,000 Water & Sewer Fund

Currently there are commercial businesses that tap into the City’s water system to fill large-volume tanks or trucks, such as pressure cleaning companies and pest control companies. These entities do so with the permission of the City, utilizing a fire hydrant meter. The use of hydrant meters at multiple hydrants by non-utility and fire personnel increases the risk of unreported damage to the fire hydrants and contamination to the City’s water distribution system. An automated water fill station will be installed on City property in Fiscal Year 2017 to manage, track, and charge for trucked-out water. Commercial entities will access the station using a reloadable swipe card and PIN number. Each time the station is used, all data including date, time, customer, volume, cost and more are automatically recorded. This simple to use, automated station will capture revenue for the City while reducing the risk of contamination to the water system.

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Fiscal Year 2017 Annual Budget

Ongoing Initiatives Economic Development Marketing Strategy (2016-2017) Lead Department: Economic Development Office

Operating Expenses: Existing Funds

An economic development marketing campaign will be implemented to foster growth in Coral Springs. The goals of the campaign will be to attract new and expanding business, recruit and retain a talented workforce, and attract retail development. Elements of the strategy will be the creation of an Economic Development official website, targeting conferences, trade shows, and events to promote the City, co-hosting Chamber of Commerce events, and increasing new lead generation through social media marketing outreach.

Downtown Water and Sewer Improvements (2016-2017) Lead Department: Public Works

Capital Outlay: $6.2 million Water & Sewer Fund

In preparation for development in the Downtown area, many water and sewer improvements are planned, some of which began in Fiscal Year 2016. In order to support the Municipal Complex, a new wastewater pump station, as well as water and sewer lines, will be installed on NW 94th Avenue from NW 31st Court to Sample Road. In addition, a new water main will go in on Coral Hills Drive south of Sample Road, and existing water and wastewater main lines along Sample Road from University Drive to Coral Hills Drive will be upgraded to replace aging infrastructure. These improvements need to be completed before completion of the new Municipal Complex to minimize costs and avoid disruption.

Downtown Redevelopment (2013-2017) Lead Department: City Manager’s Office

Partner: Community Redevelopment Agency (CRA)

Capital Outlay: $3.6 M (Economic Recovery Zone funding 2010) During Fiscal Year 2013, the City began to explore alternatives for the best use of the Downtown area in terms of public gathering opportunities, future activities, and the connectivity between the public and private spaces with the ultimate goal of creating a sustainable Downtown. As an on-going effort, the City will continue discussions of the anticipated gateway hub, entertainment options, and other civic uses within the Downtown. The City and CRA have enumerated and prioritized the infrastructure improvements that will occur in the downtown area in order to support future development. These improvements include the installation of a right turn lane from Sample Road to NW 94th Avenue (part of the Municipal Complex), the already completed redevelopment of NW 31st Court into the ArtWalk, potential streetscaping along NW 32nd Street and NW 94th Avenue, water and sewer upgrades, and future road resurfacing. The aim of the enhancements is to provide an infrastructure which will create a “sense of place” that residents and commercial owners have been seeking for the past several years.

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Municipal Complex (2007-2017) Lead Department: City Managerâ&#x20AC;&#x2122;s Office

Project Cost: $38 million

The existing City Hall was built in 1967. It was originally built as a real estate sales center, and not designed to serve as a municipal complex. The City moved its operation to the site in 1976, intending to use it as a temporary location. The facility is outdated and functionally obsolete. Among its many deficiencies include a lack of energy efficiency, failure to meet many modern ADA accessibility standards, significant security and life safety limitations, not hurricane-resistant, and lack of sufficient parking and public meeting space. Approximately 5.9 acres have been assembled to accommodate a new Municipal Complex and associated uses on the south side of Sample Road. Existing buildings (City Hall South and bank drive-thru) were demolished. Architectural firm, Song + Associates, designed the architectural and engineering aspects of the Complex, an in-house construction project manager was hired to shepherd the project, a comprehensive space plan was developed, and initial financing was secured in 2015. Song + Associates took the conceptual design into schematics, then into the design development phase. The Commission decided to increase the size of the garage to over 600 spaces by partnering with a developer. Construction drawings were finalized in early 2016. In April 2016, Boca Raton-based Kaufman Lynn Construction, one of the largest construction companies in South Florida, was awarded the contract to build the 74,000 square-foot City Hall and 607 space parking garage at the corner of Sample Road and NW 94 Avenue. Groundbreaking was held in May 2016. The remainder of the financing is expected to be obtained before the end of Fiscal Year 2016. Construction is expected to be completed by fall of 2017 with occupancy occurring before the end of the year. The Cityâ&#x20AC;&#x2122;s CRA (Community Redevelopment Agency) requested proposals for the Municipal Complex Commercial Development (Phase II and Phase III parcels), located directly southeast of where the new City Hall will be built, and received a proposal from Amera Urban Developers. If the proposal is approved by the CRA Board, the City intends to convey Phase II and Phase III parcels to the CRA and the CRA will grant Amera the right to develop both parcels. The CRA supports mixed uses, businesses that generate pedestrian traffic, high quality design that will enhance Downtown, and projects that are flexible to respond to future market evolution.

130

Fiscal Year 2017 Annual Budget

Traffic Management (2010-2017) Lead Department: Development Services

Capital Outlay: $25,000

The Transportation Improvement Plan for Fiscal Year 2017 shows the efforts planned or underway to ensure acceptable levels of service and safe driving conditions are maintained in the City. The City’s Traffic Management Team meets monthly to address issues pertaining to the safe and efficient use of the roadway network. Projects include traffic calming, road resurfacing, turn lanes at intersections, as well as pedestrian and bicycle infrastructure improvements. In Fiscal Year 2017, the City will work with Broward County on pedestrian signal improvements to enhance mobility and connectivity, including the installation of audible pedestrian detectors at three intersections with high levels of pedestrian activity. Another project involves installation of a solar powered pedestrian activated signal to replace the stop signs on NW 31st Court at NW 94th Avenue adjacent to the ArtWalk. Broward County is planning several improvements including updated traffic signal synchronization and the installation of new mast arms with pedestrian countdown signals. City staff will work with the Broward MPO (Metropolitan Planning Organization) on the following efforts: • Implement projects that improve regional connectivity, including the extension of the Sawgrass Expressway east to I-95 • Expand University Drive to 6 lanes north of NW 40th Street • Widen Wiles Road east of Riverside Drive to 6 lanes • Work towards ensuring federal funds for the Gateway Mobility Hub. City staff will work with the NW City Planners Consortium to secure funding through the MPO and Broward County to identify services connecting downtown Coral Springs and Broward College with other educational institutions and transit generators in Coconut Creek, Margate, and Pompano Beach. Staff will continue to monitor development within the Downtown LAC (Local Activity Center) to determine traffic impacts of new development and will monitor the ongoing development within the “Wedge” area of Parkland. Also in Fiscal Year 2017, $25,000 will be used to purchase replacement speed cushion parts, speed hump signage, and new thermoplastic used for advanced pavement markings and chevrons to make the speed humps more visible. Speed cushions will be replaced in coordination with roadway resurfacing in the following areas as funding allows: • NW 21st Street • NW 93rd Terrace

Realtors’ Summit (2015-2017) Lead Department: Economic Development Office (EDO) Operating Expenses: Existing Funds Realtors are an important economic force in the community. In order to promote the City and foster economic growth, an outreach program has been developed to ensure the real estate community has all the information it needs to enthusiastically market the City of Coral Springs. A real estate forum or similar platform will be held on an annual basis, in a concerted effort between EDO, the City Manager’s Office, and the Community Redevelopment Agency. The purpose of the forum is to strengthen the City of Coral Springs’ ties with all stakeholders to include commercial and residential realtors, business owners, and developers in order to make the City attractive for mutually beneficial economic development activities.

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2016-2018 Short-Range Transportation Improvement Plan

2016-2018 Short Range Transportation Improvement Plan

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FY 2017 BUDGET MAP SERIES Created: May 2016

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) C. Downtown Pathway (Completed 2016)

132

Fiscal Year 2017 Annual Budget

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An Active, Healthy Community New Initiatives Replacement Fund for Parks and Recreation Lead Department: Parks and Recreation

Operating Expenses: $152,000

In Fiscal Year 2017, at the request of the City Commission, the City is establishing a Parks and Recreation Replacement Plan. The Plan lists all major recreation components, such as artificial turf, pools, athletic fields, and provides an estimate for the remaining useful life of the components and their replacement cost. Using this information, the City calculates how much to set aside in the replacement plan to meet future repair and replacement needs. The Parks and Recreation Replacement Plan, similar to the Fleet Replacement Plan and Computer Replacement Plan, allows the City to use pay-as-you-go financing as a method of funding capital projects. This financing method uses current tax revenues to fund future replacement costs rather than requiring the issuance of additional debt.

Additional Senior Programming Lead Department: Parks and Recreation

Grant Funding (CDBG): $48,021

Operating Expenses: $3,000

With the aging of our general population, today’s mature resident is seeking opportunities for continued education and lifelong health and fitness. This has led to an increased demand on the City’s senior programming. Currently, the City offers a variety of health, fitness and education classes free of charge to Coral Springs seniors. We are one of the few cities that offers 100% free classes. Tai Chi, yoga, as well as a variety of other fitness classes are among the most popular offerings. Many of these classes reach capacity, with seniors signing up on a wait list to attend. The City receives an annual Community Development Block Grant (CDBG) from the federal government which partially funds these programs. Additional funding has been set aside in Fiscal Year 2017 in order to add new senior events, programs, or classes depending on need and interest. Ideas include adding more intergenerational classes, concerts, and lecture series. Funding will be used for the events, instructors, and supplies.

FY 2016 Goal

FY 2017 Goal

Resident rating of appearance of Parks and Recreation facilities (Resident Survey)

—

95%

Resident rating of range of activities at Parks and Recreation facilities (Resident Survey)

—

95%

8,100

Key Intended Outcomes

Athletic league participation

City of Coral Springs, Florida

133

Turtle Run Park Improvements Lead Department: Parks and Recreation

Capital Outlay: $100,000 FY2016 CIP Bond

The north parking lot at Turtle Run Park floods every time there is a heavy rain, forcing the closure of the lot, making the park unavailable, sometimes for several days. The parking lot was originally built by the Broward School District when this was the temporary home of Forest Glen Middle School during construction of the current school. A small swale was built on the north side of the parking lot and a large swale was installed on the west side. These swales are meant to hold water and drain within 48 hours, which is not happening. The City will regrade the swales and restore the drainage pipe and sidewalk so that the park can be accessed after heavy rains.

Athletic Field Renovations Lead Department: Parks and Recreation

Capital Outlay: $100,000

Many of the Cityâ&#x20AC;&#x2122;s athletic fields require renovations over the next few years. Patching has been done to the extent possible but after multiple patches, fields develop low spots, making them uneven, creating areas that hold water after rainstorms. Field renovation would involve removing the existing grass, grading the fields, then installing new sod. The Cityâ&#x20AC;&#x2122;s goal is to renovate an athletic field once every 10 years. Renovation provides for a smooth field that drains well, reducing the chance of injuries, and maximizing use by reducing the number of rainouts. These improvements also make the fields more attractive to tournaments, increasing local economic activity. The primary focus of the upcoming field renovations will be the soccer and football fields at Mullins Park and the soccer fields at North Community Park.

Court Resurfacing Lead Department: Parks and Recreation Capital Outlay: $65,000 Outdoor basketball, tennis, roller hockey, and skateboard surfaces require regular resurfacing, which involves laying a colored protective surface over the asphalt, then painting new lines. The color-coated sealer protects the asphalt and reduces slipping. It also prevents cracking and fills in low areas so water does not sit on the courts. Regular resurfacing prevents deterioration of the underlying asphalt, keeping the courts open, and extending their useful lives. Normally done every three or four years, this maintenance task has fallen behind due to the recession. In Fiscal Year 2017 the City will catch up on this important task, focusing on courts at Cypress Park, North Community Park, and several neighborhood parks, approximately 14 courts total.

Riverside Park Boat Dock Grant Lead Department: Parks and Recreation

Capital Outlay: $21,475 Grant Match

The City has been awarded a Broward Boating Improvement grant to renovate the existing boat dock at Riverside Park. The plan is to demolish both sides of the existing dock at the boat ramp on the C-14 canal at Riverside Park and replace the east side only, utilizing existing pylons. These docks were installed with the assistance of the Broward Boating Improvement Program over 25 years ago and the City has been maintaining them ever since. However, their condition has reached a critical point where small repairs are not enough to properly maintain the safety and intended use of this facility and a more comprehensive overhaul is required. The east and west sides of the boat ramp will be demolished and the east side only will be replaced. New structural supports, new composite decking and railings will be installed. A $64,425 grant from Broward County was awarded, with a required City match of $21,475.

134

Fiscal Year 2017 Annual Budget

Ongoing Initiatives City-wide Day of Service (2016-2017) Lead Department: Human Resources Operating Expenses: Existing Funds The City organized its first official Day of Service on March 18, 2016. Employees were encouraged to spend the morning participating in one of the following service projects. • Making lunch bags to distribute to children at Lyons Park • Making “no sew” pillows for WWII veterans traveling to their memorial in Washington, D.C. • Cleaning up litter on three streets in different areas of the City • Providing lawn and shrubbery clean-up for low income seniors • Establishing a food collection drive within employees’ neighborhoods while engaging high school students in the effort Due to the overwhelming response and success, the City will continue this initiative for Fiscal Year 2017. Once again, through community outreach efforts, City employees will engage others to make a positive contribution through existing community programs that can bring joy to our world while promoting goodwill throughout the City. Funds are used for event promotion materials, supplies, refreshments, t-shirts for volunteers, and any additional needs.

Aquatic Complex 50 Meter Pool (2016-2017) Lead Department: Parks and Recreation

Capital Outlay: $1,500,000 FY2016 CIP Bond

The Coral Springs Aquatic Complex was built in 1990 and the 50 meter pool was part of the initial construction. After over 25 years of use, components of the pool have deteriorated and require replacement. A number of cracks and leaks have developed, resulting in loss of water. Additionally, the current depth of the pool does not meet many aquatic sports governing bodies’ minimum depth requirements. These changes in depth requirements have occurred since the pool’s construction. The City hopes to attract more nationally recognized events with the planned improvements, which will extend the life of the pool for at least 25 years. With the upgrade of the pool, additional updates to the pump system and water lines will need to be made in order to handle the additional water in the pool. In an effort to minimize the pool’s closure, a design/build contract was executed with a Recreational Design and Construction, Inc. of Fort Lauderdale. Rather than procure architectural and engineering services and then request bids from construction firms separately, this design/build process saves time by requiring a joint proposal for the design of the project and cost of completion, on a turnkey basis. Timing of the work will be conscientiously scheduled to minimize disruption and service hours of this popular City amenity, with completion estimated by February 2017.

City of Coral Springs, Florida

135

Drowning Prevention/Water Safety (2007-2017) Lead Departments: Fire/EMS, Communications and Marketing

Operating Expenses: Existing Funds

Drowning is a leading cause of death among kids and, in Florida, is the number one cause of death in children under age four. Too many families in and around Coral Springs have experienced this unimaginably horrible family tragedy. In a majority of the drowning deaths, the child has been seen five minutes or less before being missed and subsequently found in the pool. The City makes it a priority to heighten community awareness and focus on prevention efforts. The Coral Springs Fire Department, together with various local partners, administers a program called “Watch Your Kid, You’ll Be Glad You Did”. This effort presents educational sessions to a wide range of community groups to raise awareness and provide pool safety instruction. The Police Department and Aquatics staff work together to support the message as part of their community outreach efforts. This past year the Coral Springs Regional Institute of Public Safety, together with our community partners, was able to develop and deliver our first drowning prevention program focused on high school students. This is another part of the City’s long range commitment to breaking down the known obstacles which keep the tragedy of drowning so prominent in our community As part of the Safety Town initiative, training devices have been obtained to allow residents to practice providing CPR and using AEDs (automated external defibrillators.) Training mannequins are brought to all outreach events to provide as many practice opportunities as possible. Many other programs, such as Sleep Safe and Car Seat Safety installations, are utilized to further. drowning prevention efforts.

136

Fiscal Year 2017 Annual Budget

An Attractive Community New Initiatives Piloting Electric Vehicles and Charging Stations Lead Department: Public Works

Capital Outlay: $58,000 Equipment Fund; $10,000 FY2016 CIP Bond

To support the Cityâ&#x20AC;&#x2122;s drive toward sustainability, two electric automobiles will be added to the fleet in Fiscal Year 2017. These vehicles will showcase efforts to reduce emissions and dependence on fossil fuels. In addition, these vehicles will help meet the Key Intended Outcome of reduced fuel consumption. One vehicle will be utilized by the internal mail service for daily pick-up and delivery to various parts of the community. The second electric vehicle will be displayed at City events and made available to City staff to give the community the opportunity to experience an electric vehicle. This exposure could potentially influence future purchases. For wider community application, the City will be installing an electric vehicle charging station at the Aquatic Complex and will also pursue installing electric vehicle charging stations at other central city-owned locations. Currently, the City is contemplating installing charging stations over the next few years at the Gymnasium, Aquatic Complex, Municipal Complex, and North Community Park. Depending on usage, further installations will be considered.

Turtle Run Park Left Turn Lane - Phase I Lead Department: Public Works

Capital Outlay: $10,000

A left turn lane will be designed on northbound Tortoise Way into the park. This turn will eliminate the need for motorists to make a dangerous U-turn at the intersection of Wiles Road and Tortoise Way in order to enter Turtle Run Park. An imminent County project to widen Wiles Road to six lanes will make this current U-turn practice even more dangerous. Design will take place in Fiscal Year 2017 with construction the following year.

Key Intended Outcomes

FY 2016 Goal

FY 2017 Goal

Ratings of litter collection on City streets (Resident and Business Surveys)

(Biz) 87%

(Res) 87%

â&#x20AC;&#x201D;

90%

Ratings of City efforts at maintaining quality of neighborhoods (Resident and Business Surveys)

(Biz) 85%

(Res) 85%

Fuel consumed by City operations (diesel and unleaded)

400,000

120

Ratings of condition/appearance of medians (Resident Survey)

Pounds of recycled materials per capita

City of Coral Springs, Florida

137

Interactive Public Art Lead Department: Development Services

Capital Outlay: $100,000 Public Art Fund

Recognizing that public art creates a unique sense of place and distinction, enjoyment and pride for all citizens and visitors to our community, the City has instituted a Public Art Program. The goal of this program is to create a stimulating environment that reflects or enhances the City’s heritage, diversity, and character through public artworks integrated in the architecture, infrastructure and landscape. For Fiscal Year 2017, this program will venture into a kind of creative place making, looking for an installation that will be a magnet for public participation. More than ever before, public artworks are stimulating and inviting active dialogue rather than just passive observation, fostering social interaction. The Public Art Committee will be tasked to find interactive artwork to engage with the public space in which works are sited. One stellar example is in Seattle. Jack Mackie’s “Dancers Series: Steps” created in 1982, inlaid into the sidewalk in bronze, eight sets of footsteps for dancing the lindy, tango, foxtrot, mambo and a few other dance. The City hopes to build a sense of place for the community around its public art, by growing and attracting activities that make it a multi-use destination.

Maintain and Protect City Trees Lead Department: Parks and Recreation

Operating Expenses: $28,000

The City invested heavily in restoring the tree canopy after the devastation wrought by Hurricane Wilma, trying to reach at least a 30% coverage citywide. At this level, additional benefits are realized, such as reduction of heat islands, increased rainfall interception, reduced flooding, and increased oxygen production. As the City’s tree canopy continues to grow and mature, the need for tree trimming is increasing. Proper maintenance of City trees will help them withstand future storms. The City employs a tree trimming crew that applies specialized attention and care to the City’s tree inventory, which is essential in limiting losses in the event of another hurricane. The City’s tree trimming crew currently consists of one full time arborist, one full time technician and four part time employees who each work 24 hours per week. There has been frequent turnover of the part time employees, disrupting the crew’s productivity. Replacements take several weeks to properly train on equipment, safety requirements, and procedures. The cohesion and work flow of the tree trimming crew is constantly interrupted. The City will convert two of the part-time positions to one full time tree trimmer. With a stable crew, more extensive work plans can be developed and implemented and more trees can be serviced.

Increase and Enhance Litter Control Lead Department: Public Works

Operating Expenses: Existing Funds

Capital Outlay: $11,500 offset by Waste Pro administrative fees Litter continues to be an environmental concern among City residents. In February 2008 the Streets division of Public Works implemented a litter control program which currently consists of six part-time crew members and one part-time Lead Neighborhood Service Worker, which oversees the crew. The crew operates from John Deer Gators, a golf cart type vehicle, to quickly traverse public right of ways to pick up litter. Over the last eight years a total of 1,897 cubic yards of litter has been collected. This crew can de-litter about 159 miles of public land in 5 working days. Thanks to this program, resident complaints about litter are down 80%.

138

Fiscal Year 2017 Annual Budget

For Fiscal Year 2017, the Lead Neighborhood Service Worker will be converted from a part time to a full time position and an additional Gator will be purchased for an additional route. This will expand litter removal to 170 miles of public land every 5 days. In addition to managing the span of control in the field, coordinating and supervising continuity throughout the work day, the Lead Neighborhood Service Worker will be able to continue service after the part time crew leaves for the day. This will ensure litter is being collected every day at full time status. Funding of this initiative will be offset by the increased revenues from an amendment to the Solid Waste Franchise agreement with Waste Pro.

NW 110th Avenue Bicycle and Pedestrian Project Lead Department: Development Services, Public Works Capital Outlay: $685,000; $1.0 M TAP Grant; $1.3 M Pending The need for infrastructure improvements along NW 110th Avenue has been requested by residents within the adjacent community, by the administrators and parents of children attending Coral Springs Elementary, and by local bicycle advocacy groups. A primary benefit of the NW 110th Avenue Project is the safety of neighborhood children that must utilize the existing substandard sidewalks to access the Coral Springs Elementary School located on the south end of NW 110th Avenue near Sample Road. At a City Commission workshop on January 23, 2013, Botek Thurlow Engineering presented a “Feasibility Study to Incorporate Bicycle Facilities on Existing Roadways”. NW 110th Avenue was identified as a roadway that could accommodate new bike lanes because there are no existing curbs, there is more than adequate existing right-of-way, and it is in an established area of the City which does not meet Americans with Disabilities Act (ADA) standards. The existing sidewalks are connected to the valley gutter and function as part of the drainage system with slopes that exceed the standards established by the ADA. Portions of the sidewalk flood during the rainy season. The NW 110th Avenue Bicycle and Pedestrian Project will promote a safer environment for local residents who utilize the corridor to attend school, access public transportation, and provide connections to local restaurants or other businesses within the area. This project also promotes a sustainable environment and improves the quality of life for area residents by promoting the use of alternate modes of transportation that will connect to the regional transportation network. Projects plans include • Narrow existing travel lanes to reduce speed • Build 4 foot bicycle lanes throughout the corridor • Construct a new 6 foot sidewalk separated from the roadway with new curbing • Remove speed humps and, after project completion, conduct new traffic studies to determine whether new speed humps are warranted • Plant native landscaping to enhance the pedestrian environment • Upgrade existing sub-standard sidewalks meet ADA standards. • Improve drainage to prevent flooding. CDBG funding has been used for a feasibility study and design. City staff applied for and was awarded a $1 million Federal Transportation Alternatives grant. Capital funds for road resurfacing and walkway renovation will be drawn to help implement this project.

City of Coral Springs, Florida

139

Coral Springs Water Quality Improvement Lead Department: Public Works

Grant Funding: $75,000

The City received an appropriation from the State to improve water quality within the City. Proposed improvements will consist of installing automatic flushing systems at dead end streets to ensure water quality. The automatic flushing devices regularly release small amounts of water to ensure water quality in dead end locations while minimizing the amount of potable water wasted through the exercise. These devices also save staff time required to manually flush the lines and decrease service disruptions, as the automatic flushers activate during the late hours.

Ongoing Initiatives CDBG Action Plan (2011-2017) Lead Department: Development Services

FY 2017 CDBG Allocation: $653,476

Each year, the City is required to complete an Action Plan as a part of the Community Development Block Grant (CDBG) program, provided through the Department of Housing and Urban Development. The plan describes specific projects and activities the City will undertake in the coming year to address priority needs identified in the 2015-2020 Consolidated Plan. These priorities include providing a suitable living environment, providing decent and affordable housing, and expanding economic opportunities. The City’s five-year Consolidated Plan approved for Fiscal Year 2017 provides the framework for the City to identify housing, homelessness, community and economic development needs and resources, and then tailor a strategic plan to meet those needs. The program allows the City to utilize grant funds for capital improvement projects in the City’s low- to moderate-income areas which otherwise would have to be paid through the City’s Capital Improvement Program and allows 15% of the funding for public services (senior and youth programs). The following projects are listed in the Fiscal Year 2016/2017 Action Plan: • Forest Hills Pedestrian Lighting: $190,000 • NW 29 Street Sidewalk Project: $115,000 • 114 Lane Sidewalk Project: $30,000 • Home Repair: $74,760 • Youth Scholarship Program: $50,000 • Senior Recreational and Functional Training: $33,000 • Senior Recreation and Therapeutic Program: $15,021 • Neighborhood Partnership Program: $15,000 • Planning and Administration: $130,695

140

Fiscal Year 2017 Annual Budget

Residential Construction Mitigation Grant (2016-2017) Lead Department: Development Services

Grant Funding: $194,000

The residential construction mitigation program is a competitive grant provided by the State of Florida’s Division of Emergency Management through the Division’s Bureau of Mitigation. The program provides funding to local governments to support programs intended to improve hurricane preparedness and reduce loss from a hurricane for residential units through a home repair grant program. Funded activities include retrofits, inspections, and construction or modification of building components designed to increase a structure’s ability to withstand hurricane-force winds. The City of Coral Springs has a waiting list of approximately 100 households. The primary concerns voiced by residents are leaking roofs and damaged windows. Many low- to moderate- income residents simply cannot afford the cost of these repairs. The price of roofing and windows continues to increase, and more residents require financial assistance to make these repairs. This program will work in conjunction with the City’s existing Home Repair program. The mitigation funds will be leveraged with other City programs, including SHIP, CDBG, and HOME by funding simultaneous mitigation retrofits on homes undergoing repairs. These funds will provide homeowners with needed repairs that will allow for insurance discounts for certain mitigation features. The additional funds will allow the City to assist more home repair applicants each year.

Inflow and Infiltration Rehabilitation (2012-2017) Lead Department: Public Works

Capital Outlay: $1,500,000 Water & Sewer Fund

The City will continue repairs of vitrified clay sanitary sewer lines that may be cracked or damaged, allowing rain and ground water to seep in (infiltrate). As this water enters the sewer system, it travels to a Broward County wastewater treatment facility where charges are incurred for treating the additional ground water, thus increasing our wastewater treatment costs paid to Broward County. This was recognized at the start of Fiscal Year 2016 as record consecutive days of rainfall resulted in higher than average Broward County treatment costs, further validating the need for continued rehabilitation throughout the City. Generally, the work includes joint grouting, relining of defective or cracked main line and structural defective segments of the sewer lines. Structural defects can cause collapsed pipes and interrupt service to our residents.

Meadows and Dells Stormwater Improvements (2014-2017) Lead Department: Public Works

Grant Funding: $245,000

There is an urgent need in The Meadows neighborhood, and The Dells neighborhood, to provide more storage of stormwater run-off during and after significant weather events. The City has received two appropriations totaling $245,000 from State legislative funding in Fiscal Year 2016 and Fiscal Year 2017 to install catch basins and drainage piping, and to grade swales. These enhancements will also increase the efficiency by which stormwater is removed, and increase the quality of the stormwater prior to discharge to receiving water bodies (the Sunshine Water Control District canals, the C-14 canal, and ultimately the Atlantic Ocean.) This project will re-establish swale storage and conveyance in the neighborhoods to eliminate standing water and provide flood mitigation for up to a 100 year, three day storm event. The plan is to have a system in place that is designed to take the full load of a three day storm without impacting the roadways (potentially impacting emergency services), providing flood mitigation for up to a 100 year three day storm event. These efforts will also have a positive environmental impact on the water quality of the region by reducing pollution runoff and recharging groundwater levels.

City of Coral Springs, Florida

141

An Innovative, High-Performing Organization New Initiatives Video Storage Solution Lead Department: Communications and Marketing

Capital Outlay: $80,000

Currently, Communications and Marketing has two computer storage systems that are not interconnected. The first system holds graphic projects and photos and all Communications and Marketing users are connected to this server. The second system, dedicated to video storage and video editing, is completely inadequate in terms of speed and space. This second system was purchased as a capital project three years ago. Since then, technology has changed, and all videotaping and editing is now done exclusively in HD (high definition), with plans in the near future to be editing in 4K. While this evolving technology produces amazingly sharp video content, it also creates a massive drain on processing speed and space. For example, to edit a show, recent projects need to be removed from the server to allow adequate space to work on the new project â&#x20AC;&#x201C; a very inefficient process because many of the recently edited shows still need to be accessible. Additionally, the system often freezes because the server cannot handle the processing required to render video. A new server will be faster, scalable, offer more storage, provide a backup solution, and consolidate the video editing processes into one piece of equipment (as opposed to the current configuration of multiple components), and as an added benefit, will allow all users to share all data on one server. The existing system requires regular maintenance by a trained technician. The new system can be managed in-house, by a member of the Communications and Marketing staff. This new video storage system will be installed in Fiscal Year 2017, and then migrated over to the new Municipal Complex.

â&#x20AC;&#x192; Key Intended Outcomes

FY 2016 Goal

FY 2017 Goal

Satisfaction ratings with City communications (Resident and Business Surveys)

(Biz) 81%

(Res) 95%

Employee satisfaction rating (Employee Survey)

92%

Maintain AAA bond ratings

AAA

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

(Biz) 65%

(Res) 75%

Ratings of customer service (Resident and Business Surveys)

(Biz) 95%

(Res) 95%

142

Fiscal Year 2017 Annual Budget

Digitize Microfiche, Microfilm Lead Department: City Clerk

Capital Outlay: $60,000

Prior to 2002, the City’s permanent retention documents were preserved on microfilm or microfiche, flat pieces of film with photographic images of the documents. Accessing and printing these documents in response to public record requests requires special equipment which is cumbersome, outdated, and unreliable. The City’s existing microfilm/microfiche reader/printer is so antiquated, replacement parts are no longer available. In order to preserve and access important City documents as mandated by Florida Statutes, the City must convert the photographic images to digital files. City Clerk will not only replace a film reader/printer, it will provide a conversion system for both microfilm and microfiche. Once the City’s files have been converted, the opportunity to contract with Broward municipalities to assist with their conversion needs may lead to a new revenue opportunity.

Sustaining Pension Administration Lead Department: Human Resources Operating Expenses: $34,000 When the Police Pension Plan Administrator was hired in 1991, only three retirees existed and there was no DROP Plan. Assets were approximately $10 million with one money manager. In 2004 the Firefighters Retirement Plan was established and the duties and responsibilities of supporting a second Plan and Board of Trustees were absorbed by the existing Pension Administrator. Today, there is still just this one full-time staff position assigned to administer two pension plans with combined assets exceeding $200 million, with 343 active members, 165 retirees, and 28 different money managers. The level of complexity and ongoing demands to effectively manage two separate pension plans has grown considerably, requiring additional resources to maintain accuracy and high quality pension processing. In order to relieve the administrative burden, the Board of Trustees could choose to hire an external administrator or the City can hire a second staff position and retain the current in-house Administrator position. The City believes retaining the Pension Administration function in-house is a strategic advantage. This ensures greater oversight of plan administration costs, keeping overhead expenses to a minimum. This also enables more favorable alignment of board governance with existing City business policies. One of the greatest advantages is the ability to influence positive relationships with all board vendors and represent the City in related negotiations for additional services. For Fiscal Year 2017, the City will add a new full-time Pension Analyst to perform highly critical administrative and complex plan administration responsibilities that are needed to effectively sustain both pension plans. The position will allow the City to better meet the unique requirements mandated by Chapter 175 and 185 pension plans. In addition, the City will be able to establish a fully cross-trained staff, achieving proactive succession planning within the pension function of Human Resources.

Ongoing Initiatives Misdemeanor Diversion (2015-2017) Lead Department: City Attorney’s Office

Operating Expenses: Existing Funds

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. To date, over 300 first time offenders have successfully completed the City’s Misdemeanor Diversion Program.

City of Coral Springs, Florida

143

Network Security (2015-2017) Lead Department: Information Technology

Operating Expenses: Existing Funds

As a result of a March 2015 security audit of the City’s network and data configurations, steps have been taken to increase the overall security of critical City information. The major step in the enhancements was the installation a next generation firewall (NGFW) in Fiscal Year 2016. The NGFW is a hardware and software based network security system that enables IT staff to monitor, detect, and block sophisticated computer attacks. The NGFW protects the City’s computer systems through a real-time threat prevention mechanism that analyzes data that enters or leaves the City’s network. As the threat landscape increases, it is imperative that the City’s IT Department maintain state-of-the-art protection mechanisms to ensure data integrity and network availability. Security incident monitoring will be the next step taken to ensure network and data security. For Fiscal Year 2017, a subscription based service will be considered to provide non-stop network monitoring, reviews of data traffic through the firewall, searching for anomalies that may pose a threat to the City’s data infrastructure.

Public Safety Technology Upgrade (2013-2017) Lead Department: Information Services

Capital Outlay: $150,000 allocated in FY2016

The City has an ongoing program to maintain state-of-the-art technology for emergency responders who rely on hardware and software systems to deliver concise and reliable information to keep the City and it’s citizens safe. Whether it is fighting crime in the community, conducting forensic analysis, or investigations, technology plays a critical role in the delivery of services to citizens. The City is in the process of migrating to a new enterprise software system to replace a software platform that has reached the end of its useful life and is at the end of vendor support. The software chosen for the Police and Fire Departments is OneSolution Public Safety (OSPS), which provides a Windows look and feel that is more user-friendly and runs on a less expensive hardware platform. This unified software will replace up to 30 independent software applications, which allows for more efficient software maintenance. OSPS will also integrate and enhance the useful life of the upgraded radio system and enables automatic vehicle locations service. The Police Department is scheduled to deploy the upgrade by December 2016.

Enterprise Software (2013-2017) Lead Department: Information Technology

Capital Outlay: $265,000 FY2016 CIP Bond

In Fiscal Year 2013, the City began the planning process to replace the software (HTE from SunGard) application used to support internal services departments. The goal is to streamline the financial, budgeting, human resources, asset management, and licensing processes throughout the City. Options being considered include employing a consulting firm to assist the City in preparing a formal RFP (request for proposals) that includes short and long term objectives for a new Enterprise Resource Planning (ERP) platform. A project team has been established and an RFP was published to begin the selection process for a consulting firm. This phase of the process has been completed and a firm has been chosen to assist in a needs analysis review, the development of the RFP, and vendor selection. The strategy will be to select the software provider that best matches the requirements of the City. Implementation of the new ERP platform will be a phased process involving Finance, Budget, Human Resources, Information Technology, and other departments that will be impacted. Considerable time and effort is needed to ensure the preservation of existing data and the uninterrupted functionality of these key internal services.

144

Fiscal Year 2017 Annual Budget

Summary of Fiscal Year 2017 Initiatives A Family-Friendly Community Host Virtual Slice of the Springs Meeting New Event Programming License Plate Readers Enhance Economic Crimes Staffing ArtWalk Events (ongoing) Body Worn Cameras Pilot (ongoing) Community Paramedic Program (ongoing) Mobile Integrated Healthcare (ongoing) Fire Stations 43 and 95 (ongoing) Education Grants (ongoing) CSI Building Renovation (ongoing) School Resource Officers (ongoing) Multi-cultural Events (ongoing) Teen Political Forum (ongoing)

Development Services/Comm&Mktg Parks and Recreation Police Police Comm&Mktg/Parks and Recreation Police Fire/EMS Fire/EMS Fire/EMS City Manager’s Office Police Police Human Resources Human Resources

A Thriving Business Community TRAKiT “Business is Brighter” Campaign Chamber of Commerce Business Academy Corporate Park Improvement District - Phase II Water Fill Station Economic Development Marketing Strategy (ongoing) Downtown Water & Sewer Improvements (ongoing) Downtown Redevelopment (ongoing) Municipal Complex (ongoing) Traffic Management (ongoing) Realtors’ Summit (ongoing)

Development Services Economic Development Office Economic Development Office Economic Development Office Public Works Economic Development Office Public Works City Manager’s Office/CRA City Manager’s Office Development Services Economic Development Office

An Active, Healthy Community Replacement Fund for Parks and Recreation Additional Senior Programming Turtle Run Park Improvements Athletic Field Renovations Court Resurfacing Riverside Park Boat Dock Grant City-wide Day of Service (ongoing) Aquatic Complex 50 Meter Pool (ongoing) Drowning Prevention/Water Safety (ongoing)

Parks and Recreation Parks and Recreation Parks and Recreation Parks and Recreation Parks and Recreation Parks and Recreation Human Resources Parks and Recreation Fire/EMS, Communications and Marketing City of Coral Springs, Florida

145

Summary of Fiscal Year 2017 Initiatives An Attractive Community Piloting Electric Vehicles and Charging Stations Turtle Run Park Left Turn Lane - Ph. I Interactive Public Art Maintain and Protect City Trees Increase and Enhance Litter Control NW 110th Avenue Bicycle and Pedestrian Project Coral Springs Water Quality Improvement CDBG Action Plan (ongoing) Residential Construction Mitigation Grant (ongoing) Infiltration and Inflow (ongoing) Meadows and Dells Stormwater Improvements (ongoing)

Public Works Public Works Development Services Parks and Recreation Public Works Development Services, Public Works Public Works Development Services Development Services Public Works Public Works

An Innovative, High-Performing Organization Video Storage Solution Digitize Microfiche, Microfilm Sustaining Pension Administration Misdemeanor Diversion (ongoing) Network Security (ongoing) Public Safety Technology Upgrade (ongoing) Enterprise Software (ongoing)

Communications and Marketing City Clerk Human Resources City Attorneyâ&#x20AC;&#x2122;s Office Information Technology Information Technology Information Technology

146

Fiscal Year 2017 Annual Budget

Financial Strategy Financial Strategy Introduction The improving local and regional economy has begun to favorably impact the City’s financial outlook. The City’s unemployment rate (May 2016 3.8%) is expected to remain below the National (5.0%) and State (4.5%) rate and signs point toward moderate economic growth. The City’s healthy financial position can be attributed to our long-term financial planning that identifies emerging issues which may affect our ability to provide the level and type of service our customers expect. We were able to achieve a structural balance between expenditures and revenues for Fiscal Year 2017 by relying on sound financial practices, not reserves. In fact, Fitch and Standard and Poor’s rating agencies recently affirmed the City’s credit rating as AAA, the highest bond rating an organization can earn. Structural balance has been achieved through: • Maintaining the same operating millage rate as FY2016 of $4.7982; • Increasing the Debt Service millage rate from $0.2933 to $0.2948, due to the first full year of debt service on the Public Safety GO Bond; • Increasing Water and Sewer rates 3.5%, in accordance with the 2013 Water and Wastewater Rate Study; • Increasing the Fire Special Assessment Fee from $147 to $155 per single-family household; • Increasing the residential Solid Waste Special Assessment from $234.75 to $239.75 per single-family household; • Health Fund expenditure increases are below medical inflation; • Zero growth in Pension Fund contributions. Use of Surpluses One important component of our long-term planning is utilizing all identified surpluses in all funds to pay for the following years needed capital items. Each year we carefully analyze all our funds to determine if any surpluses exist. Instead of leaving those funds idle, or spending them on on-going operating expenses which should be budgeted for, we invest them in needed capital improvements. As surpluses are declining it is more important than ever that future surpluses, beyond satisfying the appropriate financial reserve policy, be earmarked to provide a funding source for future capital expenditures, foregoing the need to borrow or issue additional debt, thereby avoiding future interest expense. A significant portion of the expected Fiscal Year 2016 surplus will be allocated to Financial Stabilization Reserves, while a portion will be dedicated to Capital Improvement Program Projects and Capital Replacement Programs.

FY 2015

$10.0000

FY 2016

$9.0000

$4.1193

$4.7982

$5.4865

$5.2470

$5.0819

$5.0829

$5.6368

$5.9000

$4.5697

$2.0000

$5.6368

$3.0000

$5.7500

$6.0543

$4.0000

$6.0543

$5.0000

$6.2745

$6.0000

$6.1949

$7.0000

$6.7654

$8.0000 $6.7654

In Fiscal Year 2016, the operating millage rate was increased to $4.7982 by a unanimous vote of the City Commission. This decision was based on the longterm financial well-being of the City to provide for priority capital needs and to supplement reserves. The additional tax revenue generated by the millage increase will be allocated toward debt service on $12 million in capital projects over the next three years such as the Aquatic Complex renovations (including repairing the 50 meter pool), replacing artificial turf fields in Cypress Park,

Operating Millage Remains One of the Lowest

$7.4479

The City incurs debt and other obligations to fund investments which help finance infrastructure and capital improvement projects.

$7.4479

Managing Debt

Operating Millage Rate Remains One of Lowest in the County

$1.0000 $0.0000

*Includes EMS millage

City of Coral Springs, Florida

147

a Gymnasium renovation project, security cameras in the parks, energy efficient field lighting, Center for the Arts roof repairs, interior improvements at the Center for the Arts, roadway resurfacing, pedestrian lighting on Forest Hills Boulevard, improvements at the Wiles Road and 441 intersection, forensic analysis equipment, and other police safety and investigative equipment. In Fiscal Year 2017, the City is proposing a balanced budget using the existing millage rate of $4.7982. Although the millage rate did not change from Fiscal Year 2016, it must be advertised as a tax increase because it is higher than the rolled-back rate of $4.5037 mills. In November 2016, Broward County will be voting on a Broward County Surtax. As most Broward municipalities are supporting an aging infrastructure and Broward County is in need of funding transportation projects, the surtax will address some major deferred infrastructure and maintenance projects. Depreciation Funding depreciation of vehicles, computers, and parks (turf fields and 50 meter aquatic pool) is another vital component of our financial strategy. This innovative “pay-as-you-go” approach allows the City to avoid debt service for vehicle replacement and for computer replacement. In 2017, the City set up a parks replacement plan for larger parks capital items such as the turf fields and 50 meter aquatic pool. The City will continue to fund vehicle, computer, and parks depreciation plans on an annual basis to ensure we can replace our vehicles, technology, and large park items when necessary, thereby avoiding the issuance of additional debt. Finally, we will continue to pursue strategies to diversify our revenue stream, particularly our property tax base. Attracting new business, growing and further diversifying the economic base will provide a more solid foundation that will foster development to better enable the City to withstand future economic downturns. Fostering Commercial Development A key component to building a stronger, more vibrant future for the City of Coral Springs is the expansion of our commercial tax base. Over one-third of the City’s revenue comes from property taxes which are the City’s single largest revenue source. Property taxes are determined by the assessed value of real property within the City limits. In other words, increasing assessed values is vital to increasing revenue. As shown in the table below, these efforts appear to be paying off. After several years of declining property values, the City’s Total Taxable Assessed Values, after Value Board adjustments, have steadily increased over the past five years. The tax base is expected to continue to grow due to new commercial entities as well as key residential development projects currently underway. • Lupin Pharmaceuticals has relocated a $13 million research center to the Corporate Park, expecting to employ 45 people. • Cleveland Clinic is investing $70 million to build a new 65,000 square foot Family Health Center in 2017. • Broward Health Coral Springs is expanding capacity with a $56 million construction of a three-story building. Two residential developments are currently being built. Coral Lago is a redevelopment of the former Broken Woods Golf Club and includes 186 single-family homes,168 multi-family units and 80 townhomes. The Country Club of Coral Springs is also undergoing a redevelopment including the construction of 250 apartments, a new clubhouse, tennis courts and modifications to the existing 18-hole golf course. Other businesses that have celebrated their Grand Openings include: Lucky’s Market, Total Wine, filling a long-time vacancy at the Royal University Plaza, Pei Wei in the Cornerstone Plaza, and CVS on the corner of Sample and Coral Springs Drive. The City is contributing as well with a voter-approved GO Bond to rebuild two fire stations and expand Public Safety CSI. A new Municipal Complex has broken ground that will serve as a catalyst for redevelopment of Downtown Coral Springs.

Fiscal Year 2012

Assessed Value Totals as billed* Collected Ad Valorem Revenue

Fiscal Year 2013

Fiscal Year 2014

Fiscal Year 2015

$7,314,462,946 $7,406,611,267 $7,672,193,557 $8,112,209,703

$31,133,669

Fiscal Year 2016

Fiscal Year 2017

$8,484,376,574

$9,057,650,131

+1.3%

+3.6%

+5.7%

+4.6%

+6.76%

$32,726,175 +5.1%

$33,847,000 +3.4%

$35,279,815 +4.2%

$38,909,404 Budget +10.3%

$41,287,396 Budget +6.1%

* Values as of October used for tax bills, which determines actual ad valorem revenues. For Fiscal Year 2017 the Assessed Value is as of July 2016.

148

Fiscal Year 2017 Annual Budget

Just as we leaned on these methods to exit the great recession on sound financial footing, we will rely on our Core Values and solid principles of financial management to guide our journey toward long-term financial sustainability. Moreover, this strategy will allow the City to continue to provide the same quality of services our customers have come to expect and preserve our community’s quality of life.

Revenue Outlook The City’s intergovernmental, franchise, and other demanddriven revenues fluctuate with the economy. As the City learned during the recession, a slumping economy leads to lower retail sales, which in turn, translate to lower sales tax revenue. Less traveling leads to lower fuel tax revenue. Declining economic growth leads to less construction, less renovation, fewer home improvements, and thus declining revenue. Positive economic growth, on the other hand, promises to reverse this trend.

General Fund Revenue

Fiscal Fiscal Year 2016 Year 2017 % Budget Budget Change

Ad Valorem (property) Taxes

$38.9 million

$41.3 million

6.1%

Electric Utility Service Tax

$9.1 million

$9.4 million

3.0%

Half-cent Sales Tax

$8.3 million

$8.7 million

5.6%

Electric Franchise Fee

$7.4 million

$7.5 million

1.0%

Solid Waste Franchise Fee

$5.2 million

$5.3 million

3.9%

Charges for ServiceParks & Rec

$4.7 million

$4.5 million

-5.5%

State Shared Revenues

$4.0 million

$4.4 million

10.0%

Most economists are expecting moderate economic growth Communication $4.8 million $4.0 million -16.0% to continue. We have, therefore, adopted a more muted Service Tax growth philosophy for Fiscal Year 2017 revenue estimates with a budgeted increase in revenues of about 3.7% overall, compared to 4.5% last year. Longer term, the City’s revenue growth is forecast to be slow and more closely approximate inflation, with current out-years’ forecasts exhibiting revenue growth under 3%. Property Tax Revenue The primary source of revenue for the City is ad valorem property taxes, which comprises over 37% of $112 million total budgeted revenues for the General Fund. The remainder of revenue comes from a wide variety of intergovernmental, franchise, and other demand-driven sources. Although the millage rate will not change, remaining at $4.7982, the City is expecting a 6.1% increase in property tax revenue due to the overall increase in property values. Homesteaded properties will be protected by the Save Our Homes legislation and will only see an assessed property value increase of 0.7% over last year. Other Major Revenues The Half-cent Sales Tax continues its respectable growth. This revenue grew 4.5% in Fiscal Year 2015 and is projected to grow 4.3% in Fiscal Year 2016, coming in $25,000 higher than budget, per current estimates. With improving economic conditions, we are forecasting a 5.6% growth to $8.7 million for Fiscal Year 2017. The State Shared Revenues similarly are providing a boost with an additional $400,000 or 10% more in the Fiscal Year 2017 budget. These gains will help offset the continued decline in the Communications Services Tax (CST) revenue, which looks to be -16% or $800,000 less than last year’s budget. Going forward, the State is estimating negative growth rates for wireless service and a decline in landlines, which we reflect with an annual 2% decline in this once vigorous revenue. With continuing low fuel prices, the electric franchise fees, which are based in part upon the fuel surcharge, are not expected to dramatically increase going forward, budgeted at only a 1% increase over last year. However a non-recurring revenue stream from Code Compliance activities is expected to offset these declines for Fiscal Year 2017. Overall, we anticipate Fiscal Year 2016 revenues to be nearly at 101% of budget estimates, allowing the year to end with a slight surplus. For Fiscal Year 2017, we anticipate a modest increase of 3.7% over last year’s total budgeted revenues.

Managing Debt and Equity As part of the City’s financial strategy that was put into place at the beginning of the recession, reserves were used over three fiscal years (Fiscal Years 2010, 2011 and 2012) to soften the impact of declining revenues. The City has always maintained a contingency reserve of 17% of the general fund budget, but in addition to building up our savings for another rainy day, we are working toward a more than adequate cushion of savings for known, large-scale future capital needs. Future Debt Issuance For Fiscal Year 2016 the operating millage rate was increased 5% to $4.7982 by a unanimous vote of the City Commission. The additional tax revenue generated by the millage increase is being allocated toward debt service on $12 million in vital capital

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projects over three years. The City will issue capital revenue bonds of approximately $27 million to provide the remaining funding needed to complete construction of the new municipal complex

Five-Year Forecast

Five-Year Forecast: General Fund 0.0

Remaining Deficit

$0.0

-1.0 -2.0

-$2.3

-3.0

Millions

The Five-Year Forecast is an integral part of planning the City’s future fiscal position. It is an important tool used to determine a longer-range picture of the City’s financial horizon, as well as the level of risk over the next few years as current revenue growth does not keep pace with operational costs. Our success to date has been largely dependent upon planning ahead for the financial realities we project in coming years.

-4.0 -5.0

-$3.4 -$5.1

-6.0 This model is the framework to peer into -$6.8 the near future to identify the deficits -7.0 that might await us if we were to take -8.0 no further action. It helps City staff to conservatively quantify our financial -$9.3 -9.0 outlook so we can adequately plan and FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 -10.0 be prepared to meet these challenges. As This chart is for planning purposes and illustrates the potential shortfalls the General Fund could face if no we map out our financial and operating positive action is taken. By Florida law, the proposed budget must be balanced. Financial Strategies will be formulated to address future year shortfalls and will be included in the Fiscal Year 2016 Business Plan. strategies, we use the model to determine the potential impact of decisions, focusing on long-term solutions rather than short-term “fixes,” which could lead to negative financial impacts in future years. This financial outlook provides an opportunity to both avoid future budget problems and maintain financial stability. The forecast integrates projections of the major drivers of the City’s annual budget, new programs, and the anticipated revenues over the forecast period. Typically, future years show a deficit of revenues over expenditures.

The forecast continues to project minimal revenue growth and the need to hold the line on expenditures in order to maintain adequate working capital over the five-year period. The national and state economies are improving at a steady, but slow pace. However, local governments are still experiencing slowly recovering revenues, which will make it difficult to provide both essential services to the community and improvements needed for infrastructure. On the positive side, the General Fund’s beginning working capital will allow us to forecast another year of stable, though lean, operations. As shown in the Five-Year Forecast chart, the City is presenting a balanced budget for Fiscal Year 2017.

Fiscal Year 2017 Capital Improvement Program The Capital Improvement Program (CIP) is a long-range plan for the timely replacement and maintenance of the City’s equipment and facilities. Financing options for capital needs are examined to determine the best source for each project including operating fund balances, capital reserves, grants, outstanding debt, and rating agency criteria for borrowing. Because submitted capital requests exceed available financing, decisions about which requests to fund in the upcoming year’s capital budget and which to schedule for future consideration were made based on a project prioritization funding exercise conducted by senior management. The highest priority projects are proposed for funding in the capital budget. Those are projects that satisfy a regulatory requirement, are tied to a new initiative, achieve the City’s strategic goals and objectives, maintain or improve a standard of service, contribute to the enhancement of aesthetic value, or maintenance programs that protect the City’s infrastructure. This evaluation resulted in adopted capital expenditures for Fiscal Year 2017 of $26.3 million, of which approximately $15.3 million is proposed for projects in the General Fund. In Fiscal Year 2016, a $12 million loan was secured to finance vital capital improvements to our parks, facilities, roadways, and other areas to be funded over a three year period. Debt service of $1.4 million is budgeted in Fiscal Year 2017 for this 10 year 2.32% loan. In September 2016, the remaining funding needed for the construction of the Municipal Complex is expected to be issued with estimated debt service of $1.2 million budgeted in Fiscal Year 2017.

150

Fiscal Year 2017 Annual Budget

The Water and Sewer Fund is budgeting $6.6 million in improvements to the water and wastewater infrastructure, the Fire Fund is budgeting $0.5 million in capital improvements and the Equipment Service Fund is budgeting $3.8 million for the replacement of vehicles in Fiscal Year 2017. This allocation also includes funding to perform repairs and preventive maintenance on vehicles and equipment to extend their useful life, the introduction of two electric vehicles to the City’s fleet as well as funding for the design phase of the Westside Maintenance Compound which is the headquarters for Public Works Street Division, Equipment Services Division and Central Stores. The City has applied for various federal, state and local grants such as CDBG (Community Development Block Grants), Department of Environmental Protection grants, and HOME/SHIP grants. These funds supplement $2.6 million of the total capital investment for the upcoming year. Other financing sources include operating capital supported by revenues, and equity. In Fiscal Year 2017, operating capital is estimated at $500,000 for the General Fund, $565,500 for the Fire Fund, $3,543,340 for the Equipment Services Fund and $325,000 for the Utilities Fund. Public Art Fund projects total $20,000, Charter School Fund projects total $50,000 and Tree Trust Fund projects total $10,000. Equity from the General Fund ($752,434), Water and Sewer ($591,400) and the Equipment Service Fund ($198,740) will be used for improvement and construction projects.

Fire Fund Three of the City’s five fire stations have been renovated or completely rebuilt to make them suitable for a full-time, professional department rather than a volunteer force. Architectural and engineering designs have been completed for the remaining two stations. The plan is to rebuild Stations 43 and 95 to meet today’s challenges. The new designs ensure these stations meet the recommended safety requirements for the staff who live in the stations and accommodate male and female firefighters with adequate sleeping and working areas to perform their jobs as emergency responders. Coral Springs voters approved in November 2014 a bond referendum for $12.45 million in general obligation bonds for public safety infrastructure. A portion, $5.1 million, will be used to finance the construction phase of these two fire stations. In March 2015, the Coral Springs Fire Department launched a pilot of a Community Paramedic program, based on best practices from several agencies across the nation. Based on the proven success of the interventions made to date, the City will create a permanent Community Paramedic position in Fiscal Year 2017.

Fire Assessment Fee Comparison

Fire Assessment rate comparison for book Fiscal Year 2017 $400 $350 $300 $250 $200

$372.84

*ISO 1 Fire Departments $350.00

$261.28

$256.00 $225.00

$150

$222.00

$199.50

$189.00

$175.00

$100

$155.00

$134.00

$50 $0

*Miramar *Tamarac *Pembroke *Ft *Margate *Hollywood Sunrise Pines Lauderdale

Coral Springs has one of the lowest fire assessment fees for a single-family home in the area.

Davie

*Deerfield Beach (BSO)

*Coral *Pompano Springs Beach

Water and Sewer The City’s water and sewer infrastructure requires ongoing repair and maintenance to ensure the safe, efficient operation of the utility. To meet these capital requirements, the City secured long-term financing from the Florida Department of Environmental Protection State Revolving Fund (SRF) for improvements at the Water Treatment Plant as well as throughout the entire system. The interest rate for this financing is 60% of the market rate, resulting in low-cost financing for a term of 20 years. Over $15 million in financing has been obtained for the replacement of existing wells, construction of new raw water supply wells, installation of wellheads and transmission lines, and improvements at lift stations. In Fiscal Year 2016, debt service totaling $1,017,671 is allocated in the Water and Sewer Fund for repayment of SRF loans. In Fiscal Year 2014, the City began repayment of an $8.7 million bank loan secured during 2012 to continue rehabilitation of booster stations and complete Phase III of water treatment plant improvements. The interest rate for this loan is 2.29% with a debt service of $582,056 for Fiscal Year 2017. In Fiscal Year 2015, the City secured a $4.7 million low interest bank loan to finance the continued rehabilitation of the East and West booster stations as well as other system improvements. The interest rate for this loan is 2.002% with a debt service of $563,683 which has been budgeted in Fiscal Year 2017.

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Operating capital funds will be used for ongoing inspection, repair, and maintenance of water and wastewater valves ensuring all components of the sanitary system will perform as needed during times of emergencies, ongoing replacement of fire hydrants, and installation of automatic flushing systems at dead end streets to ensure water quality. The City will also continue to support the requirements of the Computerized Maintenance Management system which is designed to achieve maximum life and usefulness of infrastructure improvements and actively participate in water conservation efforts through Broward County’s water conservation program. Additionally, the City will add new Water Billing vehicle to the fleet to better serve the needs of the Utility Division and will install a water fill station to sell bulk water to private companies and to minimize the use of fire hydrant meters.

Water and Sewer Fund forecasted debt service SRF

Revenue Bonds

$2,500,000 $1,145,462

$2,000,000

$1,145,739

$1,146,605

$1,141,043

$1,142,186

$1,141,880

$1,146,145

$1,145,865

$780,629

$1,500,000

$1,000,000

$500,000

$1,017,671

2016

2017

2018

2019

$1,017,671

$1,017,671 $1,017,671

$‐ 2015

2020

2021

2022

2023

Solid Waste A Solid Waste enterprise fund was established in Fiscal Year 2014 to collect the residential solid waste assessment and directly pay collection and disposal costs for residential waste and recycling. This process provides the City a clear picture of the costs involved. As of January 1, 2014 the City engaged Waste Pro as the City’s exclusive hauler of residential solid waste and recyclables, as well as commercial garbage hauler, ending a 15 year relationship with Waste Management. With this overhaul, residents continue to receive a low solid waste assessment, less than $20 per month, at $239.75 for 2017. Litter Control Litter continues to be an environmental concern among City residents. In February 2008 the Streets division of Public Works implemented a litter control program which currently consists of six part-time crew members and one part-time Lead Neighborhood Service Worker, which oversees the crew. The crew operates from John Deer Gators, a golf cart type vehicle, to quickly traverse public right of ways to pick up litter. Over the last eight years a total of 1,897 cubic yards of litter has been collected. This crew can de-litter about 159 miles of public land in 5 working days. Thanks to this program, resident complaints about litter are down 80%. For Fiscal Year 2017, the Lead Neighborhood Service Worker will be converted from a part time to a full time position and an additional Gator will be purchased for an additional route. This will expand litter removal to 170 miles of public land every 5 days. In addition to managing the span of control in the field, coordinating and supervising continuity throughout the work day, the Lead Neighborhood Service Worker will be able to continue service after the part time crew leaves for the day. This $300 will ensure litter is being collected every day at full time status. Funding of this $290 initiative will be offset by the increased $280 revenues from an amendment to the $270 Solid Waste Franchise agreement with Waste Pro. $260

Residential Solid Waste Assessment Rate Residential Solid Waste Assessment

$250

$243.00

$250.20 $239.75

$233.64

$240 $230

$246.72

$232.20

$234.75 $227.16

$226.32

$225.84

$220

$220.92

152

Fiscal Year 2017 Annual Budget

FY 2017

FY 2016

FY 2015

FY 2014

FY 2013

FY 2012

FY 2011

FY 2010

FY 2009

FY 2008

$200

FY 2007

$210

Measuring Results Measuring Results Quarterly Performance Review Overview The City has developed a performance measurement system to align department services and programs with the City Commission’s seven strategic priorities. The system enables departments to systematically measure results and make timely adjustments when results fall short of expected performance levels. Three components make up the system: a performance reporting program, composite indicators that measures the overall financial and service operation position, and the State of the City report. These elements play an important part in the City’s overall Business Plan and help keep the organization on target. Departmental Measures A total of 116 performance measures have been established to measure results achieved through services and programs provided by the City’s operating and support departments. Fourteen results are based on ratings from the resident and business surveys. Ten measures are marked “not reported” this year because they are dependent upon results of the resident survey which was not conducted this year. The resident survey is conducted every other year. Two measures are marked “not available” because of the transition to new systems (Fire and Human Resources). Of the available 104 results, 84 (81%) of the measures met or exceeded their goals for Fiscal Year 2016, eight (8%) were within 95% of their goals, and 12 goals (11%) were not achieved.

Key Intended Outcome Analysis Twenty-six Key Intended Outcomes (KIOs) have been established, all of which support at least one of the five strategic priorities. Performance goals for each KIO were developed as part of the City Commission’s Fiscal Years 2016-2017 Strategic Plan. As of the end of Fiscal Year 2016, 18 of those goals have been met and three were within a few percentage points of goal. Two goals for the year were not achieved: • Net new taxable value as a percentage of total taxable value was less than six comparison cities. • The non-residential tax base did not grow as robustly as our comparison cities.

Initiative Analysis The Fiscal Year 2016 Business Plan included 55 initiatives. Departments completed 27 initiatives and will continue working on 26 initiatives during the first few months of Fiscal Year 2017. Twenty-three of the initiatives that are still “in progress” are more than halfway complete. One initiative, the Stormwater Utility Fee Implementation, was placed on hold. Another, Franchise Fees for Residential C&D Waste, was discontinued.

Supplier and Partner Performance Data The City’s most important suppliers, partners, collaborators, and distributors are those that provide direct service to customers. A waste hauler picks up and processes trash and recycling. Professional Facilities Management operates the Coral Springs Center for the Arts. Charter Schools U.S.A. manages and staffs the City’s charter middle and high school. Advanced Cable Communications provides the infrastructure for television programming. Median mowing is accomplished through a group of contractors. Service standards are part of the contracts with these organizations; the standards spell out customer requirements and are discussed through periodic regularly scheduled meetings. For instance, City management meets quarterly with the principals of schools in the City to assess our partnership with them regarding athletic field use, after school programs, leadership development, etc.

Sustainability Indicators In Fiscal Year 2009, the City created a list of sustainability indicators to track a broad spectrum of green and sustainability benchmarks. The indicators of fuel use, electricity use, and paper consumption warrant the most attention because they impact not only our environment, but directly affect City expenditures as well. Some of the other indicators include linear feet of sidewalk improvements, number of trees planted, water consumption, and number of certified backyard habitats.

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Strategic Planning Cycle Fiscal Year 2016-2017 Key Intended Outcomes FY 2015 Actual

FY 2014 Actual

FY 2016 Actual

FY 2016 Goal

Notes

A Family-Friendly Community 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) 4 Ratings of Quality of Life (Resident and Business Surveys)

2,278.2

2,171.2

2,500

2,180.5 3

—

(Res) 94%

—

— 3

—

(Res) 98%

—

— 3

(Biz) 97%

(Res) 96%

(Biz) 96%

(Biz) 98% 3

5 Coral Springs Charter School graduation rate

98%

99.5%

95%

99.5% 3

6 Injury accidents at or near 14 major intersections in the City

139

133

175

97 3

96%

—

(Biz) 95%

(Biz) 97% 3

Met goal in FY2015, next survey in 2017 Met goal in FY2015, next survey in 2017

A Thriving Business Community 7 Business rating of the image of the City (Business Survey) 8 Net New Taxable Value as % of Total Taxable Assessed Value (BCPA)

CS 0.14% Comp avg 1.15%

CS 0.19% Comp avg 0.76%

9 Non-residential tax base growth 10 Coral Springs' June unemployment rate

above the average of 6 comp cities

CS 0.17% Comp avg 1.26%

above the average of 6 comp cities

CS 7.9% Comp avg 8.6%

5.0%

—

(Res) 97%

—

— 3

—

(Res) 95%

—

— 3

4.4% 3

below State

State was 4.9%

An Active, Healthy Community Resident rating of appearance of Parks and Recreation facilities (Resident Survey) Resident rating of range of activities at parks and recreation facilities 12 (Resident Survey)

13 Athletic league participation

8,475

8,713

—

(Res) 87%

(Biz) 87%

(Biz) 98% 3

(Res) 92%

(Res) 90%

(Res) 92% 3

8,100

7,976

Met goal in FY2015, next survey in 2017 Met goal in FY2015, next survey in 2017

An Attractive Community 14 15 16 17 18

NEW: Ratings of litter collection on City streets (Resident and Business Surveys) NEW: Rating of condition/appearance of medians (Resident Survey) Ratings of City efforts at maintaining quality of neighborhoods (Resident and Business Surveys) Fuel consumed by City operations (diesel and unleaded) Pounds of recycled materials per capita

95%

(Res) 84%

(Biz) 85%

(Biz) 96% 3

401,977 118.3

390,933 125

400,000 120

393,662 3 126 3

(Biz) 78%

(Res) 94%

(Biz) 81%

(Biz) 79% *

95%

93%

92%

94% 3

AAA

S&P AAA Fitch AAA 3 Moody's Aa1

An Innovative, High-Performing Organization 19

Satisfaction ratings with City communications (Resident and Business Surveys)

20 Employee satisfaction rating (Employee Survey) 21

Maintain AAA bond ratings (Two required)

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

S&P AAA S&P AAA Fitch AAA Fitch AAA Moody's Aa1 Moody's Aa1

23 Ratings of customer service (Resident and Business Surveys)

(Biz) 76%

(Res) 87%

(Biz) 65%

(Biz) 78% 3

(Biz) 94%

(Res) 95%

(Biz) 95%

(Biz) 94% *

FY 2016 KIO Summary Met or exceeded goal 18 Within 95% of goal 3 2 Did not meet goal 23

154

Fiscal Year 2017 Annual Budget

3 * 2

Met FY17 goal in FY15, next survey in 2017

Department Performance Measurements City Attorney and Risk Management (3) 1) Preparation of Legislation (resolutions, ordinance, orders) within 10 workdays of request when accompanied by backup material

FY 2014 Actual

FY 2015 Actual

Goal

FY 2016 Actual

97%

99%



2) Number of days lost from on the job injuries per 100 employees

27.53

95.85



3) Percentage of subrogation eligible dollars recovered

35%

52%

47%

66%



City Manager's Office Management and Budget Office (6) 1) Internal customer satisfaction rating 2) Process 100% of budget transfers within 24 hours of receipt 3) Facilitate or support cross-functional process improvement teams 4) Receive the GFOA Distinguished Budget Presentation award 5) Payroll regular salaries adopted budget versus actual, net of policy changes 6) Produce monthly financial statements within seven business days of period close

99% 100% 3 Yes -1.4%

98% 100% 3 Yes 0.9%

95% 100% 2 Yes ±2%

94% 100% 5 Yes 1.7%

*    

1 days

1 day

<7 days

1 day



100% — —

100% 88% 5,985

94% — 7,785

100% — 10,657

N/R

131



100%

95%

100%



2 hours

4 hours

2 hours



99% 1.9 days 1.9 days

95% 1.4 days 1.8 days

95% 2 days 2 days

99% 1 day 1.5 days

  

9 days

8 days

8.25 days

Yes



2.75

2.80

2.90

2.75

34 days

30 days

45 days

29 days



1.43 482 14

1.53 1,525 11

1.50 1,000 10

1.70 2,155 6

  

100% 98%

95% 90%

100% 94%

 

N/A

78%

75%

78%



—

84%

—

N/R

95%

—

87%

95%



— —

Yes —

Yes Yes

 

Communications and Marketing (4) 1) Customer satisfaction with communications (Internal Survey) 2) Awareness of Coral Springs magazine by new residents (Resident Survey) 3) NEW Number of followers on social media 4) REVISED Number of new promotional/informational campaigns produced for social media and City TV City Clerk's Office (2) 1) Percentage of agenda packages completed and distributed at least 5 days prior to the next City Commission meeting 2) Number of hours of staff time per meeting spent preparing summary minutes Development Services Community Development (10) 1) Department customer satisfaction rating (composite) 2) Cycle time for small permits by the Zoning Division (Building Plan Review) 3) Cycle time for sign permits by the Zoning Division (Building Plan Review) 4) Cycle time for plan reviews (new and major/minor) by the Zoning Division (Development Review Committee) 5) Comprehensive Plan consistency with Department of Community Affairs (DCA) 6) Number of housing units rehabilitated using public financial assistance per $100,000 housing rehabilitation 7) Average number of days from the receipt of the resident's application for rehabilitation assistance to application approval 8) Timeliness ratio of CDBG spending: annual CDBG allocation available by July 31 9) Number of trees planted within the City 10) Number of formal and informal neighborhood partnerships each year Building (2) 1) Requested inspections completed within one day 2) Percent of plan reviews completed within 15 working days Code Compliance (3) 1) Percent of code cases brought into voluntary compliance prior to administrative/judicial process 2) Percent of survey respondents satisfied with City efforts at maintaining the quality of their neighborhoods (Resident Survey) 3) Percent of survey respondents satisfied with the City's efforts to support quality neighborhoods (Business Survey) Construction Management Support (2) 1) Build the following City construction projects within budget and on time: Safety Town Humane Unit

City of Coral Springs, Florida

 

155

Department Performance Measurements (continued)

Financial Services (6) 1) Internal customer satisfaction rating (Financial Services Internal Survey) 2) Percentage of purchase requisitions under $10,000 processed within 24 hours 3) Water billings past due more than 180 days as percentage of outstanding bills 4) Number of repeat items in management letters prepared by the City's external auditors 5) Percentage of invoices paid within 30 days 6) Out of stock level of the total inventory at Central Stores Fire/EMS (13) 1) Maintain Fire Rescue quality standards: —Response time of eight minutes or less for 90% of all emergency Fire/EMS calls —A minimum of fourteen firefighters on scene within ten minutes 90% of time for all structural fires 2) Provide inspection report to customer within 12 days from date of inspection 3) Perform annual fire inspections on all commercial properties and applicable multi-family residential units (new beginning FY 2015) 4) Provide public education programs to residents ages 5-8 (new beginning FY 2015) 5) Provide a minimum number of classes at the Fire Academy: —Florida Firefighter Minimum Standards classes —EMT classes —Specialty classes —Paramedic class (new beginning FY2015) 6) Percentage of customers who are satisfied with the quality of the Fire Department (Resident Survey) 7) Percentage of customers who are satisfied with the quality of the emergency paramedics (Business Survey) 8) Maintain Citizen Emergency Response Team (CERT) force (new beginning FY 2015) 9) Maintain Fire Explorers program participation (new beginning FY 2015)

FY 2014 Actual

FY 2015 Actual

Goal

FY 2016 Actual

99% 86% 2%

95% 85% 1%

94% 88% 3%

97% 87% 1%

  



99% 2.50%

93% 3.80%

90% 2.50%

96% 1.90%

 

97%

90%

97%



100%

90%

98%



N/A

8,883

6,400

6,069

6,788

4,000

6,761



7 5 93

7 8 180 2

7 4 50 1

6 5 50 3

  

—

100%

—

N/R

97%

—

99%

97%

135

100

135





N/A: Delayed reporting due to transition to new software

Human Resources (11) 1) Percentage of employees who agree with the statement “I would recommend working for the City to a friend” 2) Employee engagement index 3) Percentage of employees who feel Human Resources provides quality services 4) Percentage of employees that are satisfied with liaison services 5) Percentage of employees that are satisfied with wellness activities 6) Percentage of employees who believe benefits are in line with needs 7) Quality of hire satisfaction 8) Sick hours per employee 9) Percentage of minority applicants per recruitment 10) Percentage of employees who agree with "I am satisfied with the access to training resources to assist in my professional development." 11) Respond to customer requests within 2 days —and complete service request within 7 business days* Information Services (5) 1) Number of IT Development Projects implemented in accordance with City’s Business Plan and IT Work Program 2) Customer satisfaction rating from survey of Information Technology 3) Meet service level agreement regarding network availability 4) Meet service level agreement regarding application availability 5) Meet service level agreement regarding server availability

156

95% 87% 98% 96% 92% 93% 100% 67.4 65%

93% 87% 97% 96% 91% 92% 96% 64.7 64%

92% 90% 92% 90% 90% 90% 90% 48 45%

94% 88% 96% 95% 95% 93% 100% 65.3 68%

 *       

85%

91%

90%

92%



97% 98%

95% 95%

transitioned to new app

87% 91%

N/A

13 98% 100.0% 100.0% 99.8%

17 99% 100.0% 100.0% 100.0%

8 95% 99.5% 98.0% 99.0%

7 99% 100.0% 99.9% 99.9%

    

Fiscal Year 2017 Annual Budget

Department Performance Measurements (continued) FY 2014 Actual

FY 2015 Actual

Goal

—

97%

—

N/R

— —

96% 93%

— —

N/R N/R

100% 68% 84,581

100% 66% 85,208

98% 60% 80,000

99% 66% 77,081

  *

85% 76%

84% 72%

65% 60%

79% 65%

 

3,517 49% 243 95

4,863 39% 253 N/A

4,000 49% 250 120

4,782 41% 255 130

   

98% 99% 99%

N/A N/A N/A

92% 92% 92%

  

Sportsplex (2) 1) Revenue generated from Sportsplex concessionaires 2) Sports Commission: Number of room nights

$226K 3943

$230K 3,404

$226K 3,600

$227K 3,454

 

Tennis (7) 1) Combined cost recovery ratio 2) Tennis lesson revenue 3) Maintain customer service ratings at the Tennis Center 4) Membership turnover at the Tennis Center 5) Customer service rating for court maintenance at the Tennis Center 6) Number of tennis special events 7) Number of tennis teams

56% $255K — 15% — 36 65

55% $288K 94% 19% 78% 36 93

50% $275K 90% 30% 85% 30 60

51% $309K 95% 21% 86% 42 89

      

Parks and Recreation Parks (3) 1) Quality service rating for appearance of recreation/athletic facilities (Resident Survey) 2) Customer service rating for parks and recreation staff (Resident Survey) 3) Safety rating of City parks (Resident Survey) Recreation (3) 1) Customer service rating of summer recreation program 2) Cost recovery ratio for the Recreation Division 3) Number of riders on community buses Aquatics (9) 1) The combined cost recovery for the Aquatic Services Division: —Aquatic Complex —Aquatic Services Division 2) Increase members and reduce member turnover: —Aquatic Complex membership —Aquatic Complex membership turnover —Cypress Pool average daily pool usage —Mullins Pool average daily pool usage 3) Maintain customer service ratings: —Aquatic facility —Cypress Park Pool —Mullins Park Pool

City of Coral Springs, Florida

FY 2016 Actual

157

Department Performance Measurements (continued)

Police (12) 1) Police Department's overall quality rating (Resident Survey) 2) Percentage of customers who has contact with or knows their neighborhood officers (Resident Survey) 3) Percentage of residents who feel that Coral Springs has remained as safe or become a safer place to live (Resident Survey) 4) Average Police response time (from time of call to arrival) 5) Stabilize the burglary rate at a 0% increase adjusted for population (Source: Uniform Crime Report) 6) Maintain 0% increase in crime rate as adjusted for population (Source: Uniform Crime Report) 7) Clearance rate for crimes (Source: Uniform Crime Report) 8) Reduce or maintain percent change in number of robberies (Source: Uniform Crime Report) (new beginning FY 2013) 9) Traffic crashes per 1,000 citizens 10) Number of high school students that are awarded safe driving certificates at graduation 11) Satisfaction rating by businesses (Business Survey) 12) Safety rating by businesses (Business Survey) Public Works (13) 1) Department’s overall quality service rating (Resident Survey) 2) Customer satisfaction rating on janitorial services 3) Availability rate of all vehicles/equipment for all departments 4) Facilities routine work orders completed within 15 working days 5) Percent of hydrants inspected

FY 2014 Actual

FY 2015 Actual

Goal

—

96%

—

N/R

—

43%

—

N/R

—

N/R

4:44



-14.0%



0.4%

35.7%



17.5%



—

79%

2013 4:31 2013 -32.2% 2013 -8.33% 2013 34.7% 2013 26.9% 2013 34

2014 5:00 2014 -9.2% 2014 -4.7% 2014 35.7% 2014 -42.4% 2014 31



262

321

200

304



92% 96%

— —

92% 92%

96% 96%

 

— 83% 93% 92% 100%

90% 93% 93% 93% 100%

— 90% 94% 90% 100%

— 100% 96% 99% 100%

N/R

1 million gallons/ year

160,000 gallons



1,000 1 day

1,200 1 day

 

4:55 0%

2015 2015 2015

0% 2015 30% 2015 0% 31

6) REVISED Reduce total flow by 1 million gallons per year in lift stations through I&I program compared to I&I 2011 base year 7) Service valves per year 8) Pot hole repair response time 9) Miles of street sweeping per year to meet NPDES standards (new beginning FY2015) 10) Complete litter removal of 159 miles of road rights-of-way in five working days 11) Inspect and clean storm drains per year (new beginning FY2015) 12) Number of times wastewater flow exceeds 9.79 mgd per month for three consecutive months (new beginning FY2015) 13) Percent of "unaccounted for" water

FY 2016 Actual

2015

   

1,122 <1 day

1,164 <1 day 978

850

1,151



6.6 days

4.3 days 19,770

5 days 15,000

5.9 days 18,007

 



5.68%

8.00%

<10%

6.12%



Fiscal Year 2016 Results Met or exceeded goal Within 95% of goal Did not meet goal

84 8 12 104

 * 

Not available Not reported

2 10

N/A N/R

116

158

Fiscal Year 2017 Annual Budget

Composite Indicators The following indicators were carefully chosen to give an overall representative snapshot of our financial and operating results. These measures correspond with the City’s mission and longtime focus areas: property values, safety, educational opportunity, customer satisfaction, recreation participation, community involvement, and employee productivity. Although we began tracking these results in 1994 as part of the Composite Index, for brevity we only show the post-2004 results.

Residential Property Value

Residential Property Values $9.0 $8.0

$8.3

Billions $7.6

$7.0 $6.0 $5.0

Good

$6.5 $5.7 $5.2

$7.7 $6.2 $5.4

$5.5

$5.4

$5.7

$6.1

$6.4

Source: Broward County Property Appraiser’s Office

$4.0 $3.0 (Property values reflect calendar year rather than fiscal year.)

$2.0 $1.0 $0.0

Residential property values are slowly increasing, inching closer to where they were 10 years ago. Residential taxable assessed property values decreased drastically in Fiscal Years 2010 and 2011 due to property tax legislation passed in January 2008. The national recession which began in 2008 also contributed to depressed values.

FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Non-residential Property Percentage Non-Residential Property Values There is an inverse relationship between residential and non-residential property values; an increase in residential property values (see chart above) means a decrease in non-residential as a percentage of total value. Non-residential includes commercial/industrial sites, as well as agricultural, institutional, government and miscellaneous real estate. As residential values improve, non-residential values should ease back to about 20%.

As a % of Total Property Values

Good Source: Broward County Property Appraiser’s Office

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

Crime Rate Crime Rate

Good Incidents of major crimes per 100,000 population

Source: City of Coral Springs Police Department and Florida Department of Law Enforcement Crime Report (Crime figures are calculated utilizing calendar year rather than fiscal year)

City of Coral Springs, Florida

There incidents of major crimes per 100,000 population was relatively flat from FY 2015 to FY 2016. The increase in FY 2012 was due to a 4% rise in the number of indexed crimes (3,271 from 3,145) coupled with a lower population number. The 2010 Census for Coral Springs was 4% less than prior estimates by BEBR. The rise in the crime rate from FY 2009 to FY 2010 was the result of a mathematical anomaly. While the number of crimes decreased during this period, the population upon which the ratio is based decreased at a faster rate.

159

Customer Satisfaction Survey Customer Satisfaction

Projected

No survey conducted; used prior year result

The City has consistently received high ratings in customer satisfaction from our residents. The overall satisfaction rating decreased in Fiscal Year 2009, yet ratings for departments and services increased. Results from the 2011, 2013, and 2015 surveys show a steady return to historically high levels. The Residential Survey is conducted every other year.

Good

Source: 2015 Resident Survey conducted by ETC Institute.

Volunteers in Government

Good

Source: Database of Boards and Committees

Members of City committees and boards are counted as volunteers for this indicator. The number of volunteers in government reached an all-time high of 540 for Fiscal Year 2013 due to participation in the Cityâ&#x20AC;&#x2122;s 50th Anniversary Committee and decennial Charter Review Committee. Three boards were dissolved during Fiscal Year 2014, causing a decrease in the number of volunteers that year. Fewer people participated on the Parent Education Advisory Committee during Fiscal Year 2015.

Athletic League Participants

Athletic League Participants Some of the activities offered by the Parks and Recreation Department are basketball, soccer, football, baseball, lacrosse, and cheerleading. Independent teams and programs, though not counted in this measure, also utilize City facilities. The recent declines are due primarily to the number of participants moving from recreational leagues to more competitive travel leagues, whose participants are not included in this measure.

Good

Source: City of Coral Springs Parks and Recreation Department

Employee Satisfaction

160

Same result used for FY 2012 and 2013

Survey conducted during Q4

Good All employees are surveyed annually by the Human Resources Department to determine overall job satisfaction. Employeesâ&#x20AC;&#x2122; ratings of satisfaction are consistently high. Source: City of Coral Springs Human Resources Department Employee Survey

Fiscal Year 2017 Annual Budget

Employee Productivity

Good It will take fewer than five full-time employees to generate one million dollars of revenue.

Employees Per Million Dollars of Revenue

Source: Annual Budget (Calculation includes full-time employees for all funds divided by Net Revenues)

School Overcrowding School Overcrowding Overcrowding has decreased for Coral Springs public schools since FY 2002. Enrollment and capacity numbers are provided by the Broward County School District.

Good % Capacity Student Stations

Source: Broward County School Board

(Percentages reflect academic year rather than fiscal year.)

City of Coral Springs, Florida

161

162

Fiscal Year 2016 Initiative Summary A Family-Friendly Community C Initiative

ArtWalk Event Programming

Fiscal Year 2017 Annual Budget

% Complete

Complete

100%

In Progress

90%

In Progress

90%

Complete

100%

Complete

100%

Complete

100%

Complete

100%

Cleveland Clinic has already allotted one registered nurse practitioner to provide services in that unit. She is currently undergoing clinical training in the emergency room setting as well as training on the patient data entry and billing system that will be used in the program. The next steps will be to relocate the nurse practitioner to the fire department setting, to finalize and purchase any needed equipment and supplies, determine the scope of services that will be In Progress provided, and complete the training of all the crews that will work in the MIH truck. The tentative date to begin providing services is November 1st, 2016. The program will run for two months and at the beginning of 2017 we will be announcing the formal roll out of the program.

70%

Update as of the Fourth Quarter Fiscal Year 2016

CMO/ Economic Development Office

There were six events planned for the ArtWalk this fiscal year - three large events and three smaller events. In the first quarter, three events took place on the ArtWalk - the Ground Breaking, on October 9, Biz and Kidz Holiday Happenings on November 21, and Downtown in December on December 12. This represents two of the three larger events and one smaller event. The turnout was excellent at all of the events, with several hundreds attending Biz and Kidz, and several thousand attending the Grand Opening and Downtown in December. The response from residents has been very positive. In the second quarter, the UnPlugged event was held at the ArtWalk, with thousands in attendance. This was the third and final ‘large’ event of the fiscal year. UnPlugged featured live art, music, food trucks and craft beer.

Boys and Girls Club Feasibility Study

CMO/Development Services

Body Worn Cameras Pilot

Police

West Side Complex Public Safety

Public Works

Community Spotlight Pilot

CMO

Education Grants

CMO

Community Paramedicine (ongoing)

Fire/EMS

Status

Department(s)

Mobile Integrated Healthcare (ongoing) Fire/EMS

Q4: Staff continues to research these city-owned properties as well as the school property (Hunt Elementary). Boys and Girls Club staff met with the Principal of Hunt Elementary and the Superintendent this quarter to discuss the possibility of using portions of the school and park area. Q3: CMO Staff met with two reps for the Boys and Girls Club to assess the property owned by the City along Riverside Drive. The reps preferred being adjacent to Hunt Elementary, using portions of the school and city park area (Lyons Park). Additional research including conducting some platting and title work will begin from this general discussion. Q2: City staff (CMO, Development Services, Parks & Recreation) met with Town of Davie staff to discuss potential locations/programs. Q1: Staff toured North Lauderdale facility with Boys & Girls Club staff. CMO will be coordinating meeting with BGC management to strategize next steps. Q4: We are approximately 7 weeks into the pilot program phase. Ay this time we are working with the State's Attorney Office on how to best send videos for case preparations. Based on the analytical information collected so far, we will begin to compile a workload assessment on a full deployment. Q3: The Coral Springs Police Department is working to conduct a pilot program of the body worn cameras. Administrative procedures are being finalized with regard to policy and evidence submission to the State's Attorney Office. Anticipated deployment and use of cameras by officers is expected in the near future. Q2: HB 93 was recently approved and put into effect. This addressed concerns regarding the use of body worn cameras and FS 943. The PD is working with the City Attorney’s Office to finalize an agreement so that a “pilot” program, which will consist of an initial roll out of approximately 12 cameras can be conducted. PD staff is also working with Finance Department to address bond money that has been allocated and what it can be utilized for regarding body camera program. Q3: The project scope update, schematic design, and phase 1 of design development has been completed. Approximately $140,000 is budgeted in FY 17 for continuation of schematics and site planning. The entire design contract is over $700k. Q2: A contract was awarded by the City Commission to Wolfberg Alvarez in the amount of $132,800 on Nov. 18th for preliminary design work to include a master plan update, schematic design, and design development for phase 1 (new Central Stores bldg). Six episodes of the video spotlight 'CloseUp' have been completed. Mayor Skip Campbell, Commissioner Larry Vignola, Vice Mayor Dan Daley, and Commissioner Joy Carter were interviewed for the first four episodes. The fifth was an interview with Commissioner Cimaglia. The sixth, and final interview, featured an interview with both Mayor Skip Campbell and City Manager Erdal Donmez. A total of 36 students from the City's high schools participated in a free SAT preparation class at the City gymnasium. The City held classes over five separate weekends at the gymnasium. Coral Springs High had 8, Douglas had 7, Taravella had 1, Coral Glades and Coral Springs Charter School had 10 each. An additional 12 students attended a makeup session during the third quarter, bringing the total attendance to 48. This program continues to gain volume as well as popularity within the community. The FD crews are calling on the Community Paramedic more often as her services are better known. (The program is ongoing and evolving daily)

City of Coral Springs, Florida

Fire Stations 43 and 95 (ongoing)

Fire/EMS

School Resource Officers (ongoing)

Police

CSI Building Renovation (ongoing)

Police

Safety Town (ongoing)

Parks and Recreation

Both temporary stations have been placed on the sites for use during construction. IT and city staff are working together In Progress to ensure connectivity during the transition (station alerting, phone, internet, city network connectivity, etc.) Q4: The City of Coral Springs is continuing efforts to place an SRO at every public school within the city. We are still actively recruiting for one SRO position. The School Board approved funding for the remaining six SROs. Q3: Currently, 5 of the 6 positions for Seasonal SROs have been filled and there is active recruitment to fill the final vacancy before the start of the 2016/2017 school year. Q2: All Seasonal SROs have now completed all required training, including the 40 hour School Resource Office class which was held in March. Complete Q1: After receiving notification that additional SRO positions on a part-time basis, similar to other local agencies, was not approved for the 2015/16 school year, funding was secured that would allow the Coral Springs Police Department to continue with its Seasonal School Resource Officer (SSRO) program. At this time, we have filled five of the six budgeted positions with retired law enforcement officers and are actively recruiting to fill the final vacancy. These efforts have greatly increased our departmentâ&#x20AC;&#x2122;s level of security at schools throughout the City of Coral Springs and allowed us to be more proactive with crime prevention/educational efforts. Q4: CSI renovation project will be finished at the end of October. The exterior is coming to a completion and the interior is in progress. The elevator will be installed in the coming weeks. Inspections and demobilization is expected to start October 3rd. In Progress Q2: The staff of the CSI Unit relocated to the main Public Safety building on February 9th. A temporary wall to provide entry to the temporary processing lab was constructed on March 16th and 17th. The demolition and actual construction started on March 24, 2016. The project should take 180 days. Building will be completed by end of September. All that is remaining is parking lot and landscaping on the exterior and finishing tile work, installing wood laminated flooring, and hanging interior doors. All work is scheduled to be completed In Progress by mid-September.

Multi-cultural Events (ongoing)

Human Resources

Q4: The Multi-Cultural Committee is hard at work with preparations for the 2016 International Dinner Dance. The country to be highlighted this year is Vietnam. We have a very eager group of local Vietnamese residents who have volunteered to assist with the decorations, catering, fashion show and entertainment. This popular event has been sold out since early July at 430 guests. This project will be 100% complete on September 24th, 2016. Q3: The CommuniTea event had to be cancelled due to poor response. However, the Multi-Cultural Committee hosted the 28th Annual National Day of Prayer at the Coral Springs Charter School with an attendance of over 400 people. 31 Houses of Worship attended with three schools offering entertainment for the even. Q2: The MLK Committee proudly announces that the MLK Monument was installed in front of the N.W. Regional Library on January 15, 2016, as planned. More than 350 people attended the Dedication Ceremony. In Progress Q1: Earlier, on September 21st, we hosted the Ground Breaking for the MLK Monument in conjunction with International Day of Peace. This was held at the N.W. Regional Library where hundreds of residents and young children participated in the Chalk4Peace project, co-hosted by United Way. This project is 100% complete. The MLK Celebration weekend has just been completed very successfully. On Thursday, January 14th, a Student Award Ceremony was held at the Center for the Arts where the winners of the Art & Literary Exhibits received their trophies. On Friday, the MLK Monument was unveiled and dedicated, followed by a Sponsor Reception at the Museum of Art. Lastly, on the King Holiday, we hosted a Diversity/Leadership Day for high school and middle school students. Approximately 200 students attended. The North Broward County Chapter of the Links partnered with us in this last program.

Teen Political Forum (ongoing)

Human Resources

Q3: A successful Teen Political Forum was held on April 11, 2016 at the Center for the Arts. It drew almost 1,500 high school students who had an opportunity to hear from and/or address a panel of 10 elected officials. J. P. Taravella won the Complete Traveling Trophy and the $1,000 check from Waste Pro for having the largest attendance. Q1-2: A Student Steering Committee has been working hard over the past few months to make this a success.

50%

100%

90%

95%

100%

163

164

A Thriving Business Community Initiative

Economic Development Marketing Strategy

Department(s)

Update as of the Fourth Quarter Fiscal Year 2016

Economic Development Office

Q4: The CoralSpringsEDO.com Economic Development Website is now live. Had a booth at ICSC Florida where the EDO marketed the "Business is Brighter" marketing campaign. Focused on the creation of the downtown, and current activities. Q3: The EDO attended the Florida Boost Conference and ICSC Vegas utilizing "Business is Brighter" marketing material. The website is content ready and will go live once new staff is trained. Q2: "Business is Brighter" branding campaign has begun with an ad in the Alliance Sourcebook. The partnership with the Chamber has been successful with 5 sold out Business Academy sessions. The website content is being reviewed and will be populated by the 3rd quarter. Q1: Website is currently being populated. Events in partnership with Chamber underway (Business Academy, Biz n'Kids).

Fiscal Year 2017 Annual Budget

Downtown Water & Sewer Improvements

Public Works

Corporate Park Improvement District

Economic Development Office

Business Tax Process Improvement

Development Services

Business Recognition and Appreciation Economic Development (ongoing) Office

Status

% Complete

Complete

100%

Q4: 94th Ave W&S line and City Hall Lift Station under Kaufman Lynn's scope; Sample Road W&S line replacement given direction to proceed at August 24th Workshop. Q3: Staff is conducting final review of budget, maintenance of traffic plan, and public outreach. Target is a September bid award with work to commence in January 2017. Q2: Design drawings are 90% complete, awaiting final approval from Broward County. Anticipated bid release in May. Complete Q1: The new City Hall Lift Station, as well as the water and sewer line on 94th Ave will be included under the Municipal Complex master bid. The replacement of the existing water and sewer lines on Sample Road in front of the existing City Hall, as well as the new right turn lane, will be bid separately under a Broward County permit. Construction activity should be underway in the spring. Q4: The second reading for the Corporate Park is scheduled for October 19, 2016. The EDO will present the findings of the Needs Assessment along with Assessment Methodology. The EDO and City Staff have met with the Corporate Park Association approximately 12 times since January 2016 to look at ways to improve the Corporate Park. Q3: There have been 2 out of 3 public forums led by Chen Moore as part of the Needs Assessment. Both meetings were In Progress attended by approximately 70 Corporate Park businesses. The EDO is working with Chen-Moore to complete the Needs Assessment and Methodology report. Staff continues to meet with the Corporate Park Board members regularly to ensure transparency engagement of the Needs Assessment process. Q2: Staff has held a series of meetings with representatives of the Corporate Park Property Owners Association. Staff will give the City Commission an update at its April 20, 2016 meeting. Q4: Staff continues to implement TRAKiT and is working with Communications and Marketing to develop a plan for educating the public on E-TRAKiT. Q3: The review process for new business tax receipts was evaluated in conjunction with the upcoming conversion to TRAKiT software: - An option for an upfront Zoning review of the business and location will be offered - For businesses that do not opt for the upfront review, Zoning review of new business tax applications will take place before the application is routed to other disciplines. - Businesses will have the option of submitting applications online once TRAKiT is implemented. Q1: After much research, discussion, and analysis at internal staff meetings, next steps involve: - An educational effort geared towards property managers and owners to inform them of changes - Amendment to Code as appropriate per CAO - An upfront Zoning review of the proposed business use instead of creating a new process of Certificate of Use resulting in additional fees - Considering implementing a new program (Opencounter.com) which provides 24/7 answers to customersâ&#x20AC;&#x2122; questions - Considering appointing a key contact person to assist customers through the process during office hours

100%

95%

In Progress

95%

Q4: The EDO along with EDAC members selected the businesses honored at the September 7, 2016 meeting. The group will ask the commission to recognized all business that applied at a City Commission meeting. In addition, will pick one business that has made the most significant impact and ask the Commission to make a presentation at that business. Q3: The Business Recognition program guidelines have been established. The July edition of "Under the Sun" magazine featured an article which talks about the City's intent to honor long-term businesses. The application and criteria has been In Progress posted on the City's website. Applications will be taken until August 31st. Q2: The Economic Development Office along with the Economic Development Advisory Committee will nominate long time businesses that demonstrate a commitment to the vitality of Corals Spring's business climate to be recognized at a City Commission meeting each year in September.

90%

Municipal Complex (ongoing)

City Manager’s Office

Downtown Redevelopment (ongoing)

City Manager’s Office

Realtors’ Summit (ongoing)

Economic Development Office

City of Coral Springs, Florida

Traffic Management (ongoing)

Development Services

40-Year-Old Building Inspections (ongoing)

Development Services

Electronic Permitting Feasibility Study (ongoing)

Development Services

The contract for construction was awarded to Kaufman Lynn, the notice to proceed was issued and construction has commenced. Q4: Bid documents are being prepared. Q3: The construction documents went out to bid at the beginning of August 2016. Q2: Construction drawings are complete for most of the infrastructure improvements. Q1: Artwalk is complete. Infrastructure improvements are currently being designed. Realtors Forum took place on February 26, 2016. It was very well attended.

Complete

100%

In Progress

50%

Complete

100%

Q4: The strategy for the timing/costs for closing Sample Road to install needed infrastructure for the Downtown has been presented to the Commission. TMT met on 7/22, 8/26, and 9/23. Issues discussed included alleyways off Sample Road, Turtle Run District proposals for roadway improvements, University Drive expansion north of NW 40th Street, and the Heron Bay up-lighting proposed project. Completed five Traffic Calming traffic studies. Q3: Issues discussed included NW 31 Court, Sawgrass Expressway expansion; Turtle Run Boulevard proposed improvements, alleyways on Sample Rd., and the Walk Safe Program. Completed five Traffic Calming studies. Complete Q2: TMT met on 1/27, 2/29, 3/8, 3/25, and 3/29. Issues discussed were NW 110 Ave. Coordination, NW 31 Ct., Heron Bay Blvd., Turtle Run CDD Projects, Center for the Arts Crosswalk, Alleyway pedestrian traffic, and the Sawgrass Expressway expansion. Performed 12 speed/volume traffic studies. Q1: TMT met on Oct. 23 and Nov. 20. Issues discussed were Turtle Run CDD proposed Tortoise Way Improvements, speed bumps on private property, alleyways, traffic calming maintenance issues and 2016 budget, MOT Reviews for small projects, NW 31 Court and the NW 110 Avenue project. Performed four speed/volume traffic studies. Q4: The Building Division received the 2016 list from Broward County which includes a total of 23 properties; property owners have been notified. Since Q3, four properties were taken to Special Magistrate, two have come into compliance. The Building Division will now be taking the non-compliant properties from 2014 to Special Magistrate in an effort to continue the process of bringing them into compliance. Q3: Since Q2 we have had 9 properties come into compliance. Overall out of the 280 buildings received between 2008 In Progress and 2015 we have a total of 17 that are non-compliant. Q2: Overall from 2008-2015, we have had approx. 94% compliance. The 4 non-compliant properties received between 2008 and 2013 are being taken before the Special Magistrate in April. The 7 non-compliant properties from 2014 have been sent 30-day courtesy notices, and the 9 non-compliant properties from 2015 were sent 30-day courtesy notices. Q4: Staff reviewed a demo from Project Docs to compare with Bluebeam and learned the differences. Staff will attend SunGard Conference in October and continue research next budget year. Q3: TRAKiT kick-off meeting on April 1 between City Staff and SunGard to review configuration and workbooks. June 24th: Staff completed all division module workbooks on time. Staff will begin working on eTRAKiT workbook in Q4. The public will use eTRAKiT to access permit, project, license, code, land, inspection information, request inspections, pay fees, upload plans, apply for some permits, file complaints, and much more online. Staff is also researching an electronic plan review software program offered to TRAKiT customers called Bluebeam. Customers will be able to submit their plans electronically. Q2: In March, the conversion process from Navaline to TRACKiT was initiated. Staff began reviewing permit codes and documenting permit processes. The goal is to transition the faxable permit process to an EPermit platform in 2017. Q1: In December, Staff attended a field visit at the city of Cape Coral. Staff received a demonstration about their online permitting process. Cape Coral staff presented best practices and shared some obstacles to look out for in developing an on-line platform.

Complete

100%

95%

100%

165

166 An Active, Healthy Community

Fiscal Year 2017 Annual Budget

Initiative

Department(s)

Expand Senior Programming

Parks and Recreation

AARP Network of Age-Friendly Communities

Parks and Recreation

Forest Hills Blvd. Pedestrian Lighting

Public Works

City Day of Service

Human Resources

On-Line Class Registration

Parks and Recreation

Cypress Park Artificial Turf Fields

Parks and Recreation

Aquatic Complex 50 Meter Pool (ongoing)

Parks and Recreation

Playground Equipment Replacement (ongoing)

Parks and Recreation

Downtown Pathway (ongoing)

Development Services

Drowning Prevention (ongoing)

Fire/EMS, Communications and Marketing

Status Update as of the Fourth Quarter Fiscal Year 2016 New programs offered this fiscal year included the Lecture Series, Technology classes, and French Classes. We held a Technology class where high school students taught the Seniors how to use the computers. We held two session of French Classes. We have had three lecture series with an average of 14 Seniors in attendance. In April there was Complete an Orchestra performing at the Charter School for the Seniors. We still have the regular classes funded thru the CDBG Grant Funds. Q4:Staff is attending a symposium at the end of September to get more information from other cities. The AARP representative reviewed the City Survey and said that it does not contain enough information for the recognition. This means we will have to do a separate survey to gather information. The symposium should provide us with a better idea of what work will need to be done for the survey. Staff is still not sure if the potential work load warrants going for the recognition. A final recommendation will be made following the symposium. Q1-3: Staff has completed its study of the program and is preparing a recommendation for the City Manager. Staff contacted several other Cities that are in the process of working with AARP to become an Age-Friendly Community. They Complete explained that it is time consuming to gather and track all the information. The steps to become an Age-Friendly Community as staff understands them are simple. You fill out the application and send it to AARP. You are then given the title of an Age Friendly Community. You then have 3 years to show AARP that you should keep the title. You must complete a Community Survey to determine what your residents want. Over the 3 year period you must implement several of those items in order to keep the status of an Age Friendly Community. The difficult part is that you are not able to take credit for any of the programs or upgrades that are currently being done or are in the works. Staff has not been able to determine how extensive the Survey needs to be. We will be gathering that information in the Q3. Q4: Final plan corrections being addressed by Miller Legg. Should be out to bid in September. Q3: Plans have been value engineered to fit within budget. Anticipate an October bid award. Q2: Consultant is revising his drawings to meet budget. Anticipated release for bid in May. In Progress Q1: The Consultant selected for the design, Miller Legg, has generated 2 versions of the construction plans which were rejected by staff. A new engineer assigned to the project is committed to revising the plans to the Cityâ&#x20AC;&#x2122;s satisfaction. - 94 participants in our City Wide Day of Service on March 18, 2016 - 500 non-perishable items collected for local families - 165 no sew pillows made for WWII Veterans going on the Honor Flight - 3 street clean ups estimated 250 pounds total of trash removed from these three streets. Complete - 1 house brought back to beauty before they were cited by Code Compliance (landscaping) - 160 lunch bags made for low income students and given away at Lions Park - Coloring Books, crayons and shoes were distributed to students at Lions Park - Food Collection in two neighborhoods by committee and five individual food drives in neighborhoods by teens On-line registration is now available for all classes offered at the Gymnasium. Over 25% of summer camp registrations were done on-line. In November we had 32 people register on line and in December we had 90 people register for Complete classes. Over 180 people signed up for programs on-line in Q2. The two artificial turf fields at Cypress Park fields have been completed and are currently in use. Complete Q4: Demolition of the existing 50 meter pool is underway. The new pool is ordered and should be on site within the next month. Everything is going to plan at this time. This is a two-year project. In Progress Q3: The Contractor (RDC) has been chosen. They are currently finalizing the plans and securing the necessary permits for the project. Work will begin the first week of August and completion is expected for early February. Both scheduled Playground Replacements have been completed. The new playgrounds at Forest Hills Park and Complete Whispering Oaks Park are in place and in use. Q4: Project completed. Final Invoices have been paid to contractors. Final reimbursement and close-out documents have been submitted to FDOT. Q3: Ribbon Cutting occurred on June 1, 2016. Final walk through on June 9. Complete Q2: Construction of the pathway has been completed. Landscaping and hardscape (lights, benches, and trash receptacles) will be installed in April. The program has expanded into a partnership with the Broward County Health Department and the Coral Springs Police Department. This quarter, the program has been expanded into the high schools. A real life demo, including a swimming pool, was performed in the gym for 11th and 12th grade students. The last demo was seen by over 1,000 students. This Complete program is reaching out to the students by offering lifeguard and water safety instructor scholarships. We are encouraging students to learn CPR by offering classes while the students are in school. (The program is ongoing and evolving daily)

% Complete

100%

60%

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An Attractive Community

City of Coral Springs, Florida

Initiative

Department(s)

Residential Construction Mitigation Grant

Development Services

Franchise Fees for Residential C&D Waste

Public Works

Pine Ridge Drive Resurfacing

Public Works

CDBG Action Plan (ongoing)

Development Services

Waste Transfer Station Improvements (ongoing)

Public Works

Meadows and Dells Stormwater Improvements (ongoing)

Public Works

Recycling Education Efforts (ongoing)

Public Works

Infiltration and Inflow (ongoing)

Public Works

Humane Unit Building (ongoing)

Police

Update as of the Fourth Quarter Fiscal Year 2016 Q4: Funds have been released to the City as of late July 2016, in the amount of $194,000. Staff is currently working on approving residents eligible for assistance. A re-bid for contractors and inspectors for this program will take place in November 2016. This is typically a multi-year process. Q3: The grant agreement was approved by the commission on June 1st, 2016. Staff is working to revise requirements regarding contractors and other policies to the home repair program. Stuff must re-bid for contractors and inspectors for this program. Q2: The City was awarded $194,000 and is awaiting the grant agreement in order to begin expending funds. A survey of other cities franchise fees has been completed. There is no universal approach as a mixture of exclusive, nonexclusive or open market/licensing systems are utilized. This initiative has been discontinued. Q4: The project has a substantial completion date of September 30th. Q3: The bid was awarded in June with work anticipated to begin in July. Contract term is 90 days. Q4: The Forest Hills pedestrian lighting project continues to be on hold. The project is set to begin before year-end. The Senior Programs and Youth Scholarship projects are near fully expending funds. The Home Repair activity funds are fully encumbered, however, scheduled expenditures are now expected to be met by December 2016 in order to fully expend additional funding sources in a timely manner. The City met the 1.5 timeliness ratio of expenditures required by the U.S. Department of HUD. Q4: Master Plan has been completed. Drainage design in progress. Q3: Engineering design for demolition, earthwork, and general construction consisting of drainage, concrete slabs, retaining walls, fencing, electrical upgrades, and landscaping is in progress. Q2: The rear alley and entry gate construction, for use by Waste Pro trucks, has been completed. An Engineering proposal for conceptual plan and stormwater design is pending. Q4: Public meeting to be held in September. Commission award scheduled for Oct. 5th. Q3: The Meadows and Dells Storm water improvement grants will be coordinated under 2 contracts. One as the drainage component of the 40th street sidewalk replacement, and the other as drainage improvements on 39th street. Both projects are expected to be awarded in the 1st quarter of FY 17. Q1-2: The City received a second grant raising the amount to $245k. Staff has assigned Engineers to incorporate the grant to fund the drainage components of the 40th street sidewalk, within the Meadows and Dells. Q4: Education is ongoing through Communications and Marketing. Q3: Waste Pro revised operational procedures at the Waste Transfer Station with a focus on recovered materials. A dramatic rise in scrap metal and cardboard recovery has been noted. The monthly collection of paint, fluorescent bulbs and electronics remains a popular service offered to residents. Q2: A Student Intern from Coral Springs Charter reviewed the Recycling Program at the school. She conducted student and employee surveys, performed site reconnaissance, documented current recycling efforts, secured additional recycling carts and stimulated participation. Provisions for recycling became a standard feature for new commercial developments and standard comments issued during the Development Review Process. Q1: Recycling information was included in an updated brochure mailed to all 28,500 residences that use the recycling carts. The city has included links to videos and other public information developed by the Cityâ&#x20AC;&#x2122;s processing contractor, Sun-Bergeron. The Incentive Program remains modestly popular and the Contractor, Waste Pro, agreed to reduce the cost by 37%. The City used 2 contractors during the fiscal year. Q4: LMK Lined 424 LF of laterals in Section 21C basin. Q3: City contractor lined 2,010 LF of sewer laterals. Q2: 4,035 linear feet of main sewer pipe were lined, and 1,004 linear feet of lateral lines were repaired for leaks. Q1: Miller Pipeline lined approximately 7,000 LF of main sewer line and LMK lined nearly 700 LF of laterals (the smaller pipe coming off the main lines). Q4: Construction is on time and on budget. Project is set to be completed at the end of October.

Status

% Complete

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35%

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27%

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167

168 An Innovative, High-Performing Organization

Initiative

Department(s)

APWA Accreditation in Public Works

Public Works

Fiscal Year 2017 Annual Budget

Health Plan Administrative Modifications

Human Resources

Coral Springs Regional Institute of Public Safety

Fire/EMS

Misdemeanor Diversion (ongoing)

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

Network Security (ongoing)

Information Technology

Compensation Study Phase II (ongoing) Human Resources

Status Update as of the Fourth Quarter Fiscal Year 2016 Q4: All division section narratives have been drafted and partially uploaded. Goal is to wrap up final details in October and schedule peer review in November. Q3: Staff is in final stages of uploading supporting documentation. Upcoming milestones are Agency peer review in In Progress November and site visit in winter 2017. Staff has completed first draft, and has received submittals from other key Departments. Target date is Aug. 1 Q4: The Benefits Focus Group was given a presentation on what to expect during open enrollment. Meetings with Benefits Insight are scheduled to prepare for these changes and establish a timeline for a smooth open enrollment period. Employees continue to use self service reporting of qualifying life events within Benefits Insight. Q3: The Benefits Insight program has been set up to interface with TASC to administer COBRA notifications. Employees are reminded through HR Staff interaction to update various life events through the system. Open enrollment planning for the upcoming period to be scheduled shortly. Q2: We are revising the Benefits Insight program to interface with other vendors as needed. Issues that have surfaced Complete during transition are being addressed as they are identified. Employees are reminded through HR Staff interaction to update various life events through the system. Q1: Open enrollment meetings included representatives from Cigna; Aon; Delta Dental; Humana Vision who presented an explanation of our benefits and individual consultations with employees. A demonstration with Benefits Insight was given with step-by-step instructions on how to use the automated system. HR representatives staffed computer lab sessions to assist employees with the online enrollment. New hires are signing up for their benefits online as well. The Coral Springs Regional Institute of Public Safety is accredited through the Council on Education Occupational Education (COE). The Title IV training program that the staff at CSRIPS must attend is about half completed. Once these classes are complete, the Institute will be eligible for the funds. For July and August: 40 people qualified for the program and 6 people completed it. For Q3, 69 people qualified for the program and 7 people completed it. For Q2, 73 people qualified for the program and 21 people completed it. For Q1, 70 people qualified for the program and 33 people completed it. Q4: With the successful completion of the NGFW, and the password policy enforcer, IT Security has begun the work associated with Network Access Control portion of this project. In addition, we have acquired the services of Dell Secure Works to monitor the firewall even logs, and deployed a forensic network client that will alert IT of any malicious activity on the top 100 most visible systems in the city. IT has also begun the testing and deployment of Next Generation End Point Protection - Cylance. Q2: The Next Generation Firewall (NGFW) platform by Palo Alto Networks has been mostly implemented by the infrastructure team, and the ForeScout NAC solution is partially implemented. With the core out approach, and application awareness, the NGFW environment will establish a stronger security posture for the protection of city technology assets. In addition, the installation of a Network Access Control (NAC) platform is underway to help protect and isolate possible threats aimed at the City's network. Q4: Part time staff structure changes have been implemented based on the recommendations from Evergreen consultant. We also implemented the annual Workforce Planning policy and processed the changes to classifications as requested by Department Directors. The development and transition to NEOGOV employment application platform is continuing according to our established timeline. Q3: Standard language regarding expectations to be included in job descriptions is being added. Draft job descriptions are going to be revised and maintained in the NEOGOV employment application solution. Q2: Standard language regarding expectations to be included in job descriptions was reviewed and finalized among HR staff members. We determined the most efficient strategy for obtaining department director input was to issue draft job descriptions to a few small departments. This process is expected to begin shortly. Q1:Study results were communicated to department heads along with memos issued to full time employees. Feedback from employees and supervisors was considered regarding proposed minimums/maximums along with hierarchal issues. The consultant adjusted the structure to allow for this consideration. Senior management reviewed the revisions and approved moving forward. Received draft job descriptions and researched other cities for template core values and emergency management expectations to be included.

% Complete

95%

100%

In Progress

90%

Complete

100%

In Progress

95%

In Progress

98%

Enterprise Software (ongoing)

City of Coral Springs, Florida

Information Technology

Q4: The Finance, Budgeting, Asset Management and Human Resources modules continue in the infantile status as we await the direction of the newly hired consultants, BerryDunn Consultants. The SunGard Implementation team for TRAKiT will complete the initial configuration of our new system. The initial testing and evaluation of our system by Power Users (key users of the system who will act as first level support for their various sections) will take place this quarter with on going tuning of the system happening simultaneously. Q3: The Finance, Budgeting, Asset management and Human Resources modules continue in a hold status as we await the direction of the newly hired consultants, BerryDunn Consultants. These consultants were chosen by a select group of Senior Staff from the impacted areas after interviewing 3 of a possible 10 submissions for the job. BerryDunn has In Progress experience with public sector organizations and a detailed process to success. Q2: Community Development staff and IT completed the arduous task of handwriting existing processes and practices of all functions moving to the TRAKiT application. With the processes mostly documented and turned over to SunGard/FIS the configuration of the TRAKiT system to be delivered in September begins. This job is done completely by SunGard/FIS. The Finance, Budgeting, Asset Management and Human Resources modules continue in a hold status as we await the direction from the key players in the various divisions. Q1: SunGard/FIS amendment has been approved to move OneSolution and Naviline Community modules to CRW TRAKiT application. Project plan kick-off is scheduled for 1/12/16 with SunGard/FIS.

25%

Information Technology

Q4: IT has procured the new backup application and associated hardware and licenses. The project is currently in the testing phase, and phase II will include an internal IT staff meeting to identify data retention requirements each application has along with the evaluation of each data set to be backed up. Additional future tasks related to this initiative are ongoing. Q3: The Infrastructure team is in the process of procuring a new backup server and new backup software solution. The new software solution has lower recurring costs, and the new hardware will allow for faster backups and restorations In Progress which is required for our ever growing data sets. Q2:The Infrastructure team deployed two new DFS replicated file servers to handle the growing and diverse storage requirements of the City. Along with full file system replication, the new DFS platform will prevent single point of failures resulting in data access from either of these new servers for all City data. The above task was completed as part of the ongoing Electronic Data Back-up and Storage initiative.

75%

Electronic Data Back-up and Storage (ongoing)

Stormwater Utility Fee Implementation Public Works (ongoing)

Initiative has been placed on hold indefinitely until direction from the City Commission.

Fuel and Energy Conservation (ongoing)

Q4: Emphasis the past quarter has been on upgrading the fuel management system which will allow improved tracking of vehicle miles per gallon and PM scheduling due to automatic recording of odometer readings. Q3: During the quarter, the procurement of new fuel management system was completed. The software implementation is 70% completed. The Vehicle/Equipment & User data base 100% completed. The Aims installation & software training is completed, Fleet staff is in the process of installing the Aims units, approximately 20% of the fleet is currently outfitted with the AIMS unit. The Westside fuel site infrastructure is underway and is expected to be completed by July 22nd 2016. The Utilities fuel site updates and installation of the Fuel Master equipment has been completed, beginning Monday July 18th this site is being used as a test location for the new fuel management system while all other sites are being updated. After the new fuel management system is operational Fleet staff will resume the evaluation process with Derive Systems to validate fuel reduction during idling: Idle RPM levels can be reduced by 10%, 20% or 30% by reprograming the vehicles ECM unit. Q2: Because of severe deficiencies with the current Gasboy Fuel Management System and the fact that repair parts are In Progress being phased out, it was determined that a new fuel management system could be used to accomplish much of what was in the previous telematics pilot program. Thus, a new fuel management software - Fuel Master - was examined and procured with Commission approval. The software allows for a more efficient and updated fueling system as well as give us real time accurate mileage readings. It will also allow the set up of timely PM that will identify fuel consumption issues. Q1: The 12 month pilot study based on hardware installed in 40 city vehicles (5 per department) has come to an end. Fleet is in process now of compiling data resulting from this program and will have a more in depth report next quarter. However, some preliminary lessons learned are: - It was noted not all departments idle equally. It was clear, however, that there is room for improvement to reduce idling. - The system alerts given when a vehicle has a diagnostic issue was very helpful. Alerts allowed Fleet to contact the department for vehicle repair before becoming a major issue. It also noted that occasional driver habits needed to be addressed and communication was given immediately to make vehicle operation more efficient.

Public Works

On Hold

90%

169

170 55

OSPS (ongoing)

Information Technology

Q4: Optional Modules selected, training scheduled. Finalized interface requirements and costs. Amendment 4 approved. Intermediate CAD and RMS audits complete. CAD and RMS Security training complete. Motorola Astro 25 configuration/test complete. CAD QA/AVL install & training/interfaces complete. RMS interface installation complete. Work in progress through end of September 2016, continue to work on CAD and RMS data build in preparation of data conversion and test. MFR Maintenance Training, MFR Audit, updates to CAD and RMS environments, final CAD audit review, MCT Train-the Trainer, Freedom Install, MFR Train-the Trainer and Mugshot training. Q3: The server and software installs for CAD and RMS is complete. Training schedules complete for all initial modules however optional modules training schedule pending. Initial CAD and RMS audits complete. CAD and RMS Maintenance Training complete. CAD and RMS SA work session complete. Working on data build in preparation of data migration. Finalizing interface requirements and costs unknown at initial execution.

In Progress

75%

Fiscal Year 2017 Annual Budget

Customer Requirements Analysis Overview In an effort to closely align the City’s scarce resources with the needs and expectations of our residents, we use a number of “listening devices” to gather credible and useful data. This customer input is a critical piece of the Strategic Planning process. Our business model demands that we know our customers’ needs and expectations. Through citizen and business surveys, SWOT analyses, Slice of the Springs meetings and good, old-fashioned customer contact, we gain an understanding of our customers views.

Residential Satisfaction Survey Results Overview ETC Institute administered surveys to residents in the City of Coral Springs during February and March of 2015. The purpose of the surveys was to assess satisfaction with the quality of City services and to gather input about priorities for the community. Methodology A seven-page survey was mailed to a random sample of households in the City of Coral Springs. Approximately seven days after the surveys were mailed, residents who received the survey were contacted by phone. Those who indicated that they had not returned the survey were given the option of completing it by phone or over the Internet. A total of 1,265 completed surveys. The results for the random sample of 1,265 households have a precision of at least +/-2.7% at the 95% level of confidence. There were no statistically significant differences in the results of the survey based on the method of administration (phone vs. mail).

Survey respondents by general location

In order to understand how well services are being delivered in different areas of the City, ETC Institute geocoded the home address of respondents to the survey. The map to the right shows the physical distribution of respondents to the resident survey based on the location of their home. A minimum of 200 surveys were completed in each of six areas of the City. The results for each area have a precision of at least +/-6.9% at the 95% level of confidence. Major Findings The major City services that were rated best included:

Source: ETC Institute 2015 Coral Springs Resident Satisfaction Survey

• fire services (100%) • emergency medical services (99%) • City parks and recreation programs (97%) • City parks (97%) • police services (96%) Residents were least satisfied with Code Compliance Division (78%). The major City services that residents thought should be emphasized most over the next two years were: (1) police services, (2) maintaining the quality of neighborhoods in the City, and (3) Code Compliance Division

City of Coral Springs, Florida

171

The public safety services that were rated best included: • how quickly EMS personnel respond to emergencies (100%) • how quickly fire personnel respond to emergencies (99%) • how quickly police respond to emergencies (97%) Residents were least satisfied with how often police officers patrol neighborhoods (77%). The public safety services that residents thought were most important to emphasize over the next two years were: (1) the City’s efforts to prevent crimes and (2) how often police patrol neighborhoods. The areas of parks and recreation that were rated best included: • the City’s aquatic/pool facilities (98%), • the number of City parks (98%), • the maintenance of city parks (98%) The quality of recreation programs for seniors (88%) was the lowest rated service in this category. The parks and recreation services that residents thought were most important to emphasize over the next two years were: (1) the maintenance of City parks, (2) walking and biking paths in the City and (3) the appearance of parks and recreation facilities. The solid waste services that were rated best included: • the City Waste Transfer Station (94%) • curbside recycling services (93%) Bulk trash pickup (88%) was the lowest rated service in this category. The City communication services that were rated best included: • the City’s website (97%) • the Coral Springs News Magazine (97%) City efforts to keep residents informed on local issues (91%) was the lowest rated item in this category. The areas of infrastructure/maintenance that were rated best included: • satisfaction with the condition of major City streets (94%) • the condition/appearance of medians (92%) • the condition of neighborhood streets (88%) Residents were least satisfied with the adequacy of street lighting in neighborhoods (74%). The areas of maintenance that residents thought were most important to emphasize over the next two years were: (1) adequacy of City street lighting in neighborhoods, (2) the condition of major City streets and (3) litter collection on City streets. How Coral Springs Compares to Other Communities Overall Satisfaction. The City of Coral Springs is setting the standard with regard to the overall quality of City services. Seventy-two percent (72%) of the residents surveyed in the City of Coral Springs were satisfied (ratings of 4 or 5 on a 5-point scale) with the overall quality of City services compared to a national average of just 57% and a Florida average of 58%.

172

Fiscal Year 2017 Annual Budget

Satisfaction with Specific Areas. The City of Coral Springs rated at or above the U.S. and Florida averages in 39 of the 43 areas that were assessed on the survey. The individual areas where Coral Springs was setting the standard for service delivery (rating 15% or more above the national average) among other U.S. communities are listed below: • Coral Springs aquatic/pool facilities (+29%) • Condition of major City streets (+23%) • How well the City is planning for the future (+21%) • Condition of neighborhood streets (+19%) • Bulk trash pick-up service (+18%) • Public works (streets and drainage) (+17%)

The City of Coral Springs rated at or above the U.S. and Florida averages in 39 of the 43 areas that were assessed on the survey

• City efforts to inform about local issues (+17%) • City communication with residents (+16%) • Number of City parks (+16%) • Outdoor athletic facilities/fields (+16%) • Availability of information about recreation programs (+15%) • Customer service provided by City employees (+15%) • Availability of information about City services (+15%) The individual areas where Coral Springs was setting the standard for service delivery (rating 15% or more above the Florida average) among other Florida communities are listed below: • How well the City is planning for the future (+27%) • Coral Springs aquatic/pool facilities (+26%) • City communication with residents (+20%) • Quality of recreation programs for youth (+19%) • As a place to raise children (+18%) • Bulk trash pick-up service (+16%) • As a place to work (+16%)

Coral Springs was setting the standard for service delivery (rating 15% or more above the Florida average) among other Florida communities

• Outdoor athletic facilities/fields (+16%) • City efforts to prevent crimes (+15%) • Availability of information about City services (+15%) • City efforts to inform about local issues (+15%) Other Findings • Eighty-three percent (83%) of residents reported they read the Coral Springs’ magazine “all the time” or “sometimes”; 15% reported they read the magazine “seldom” or “never” and 2% did not know. • Forty-five percent (45%) of those surveyed thought the taxes they pay to the City of Coral Springs are just right; 32% of the residents thought the taxes they pay are too high, 1% thought taxes were too low, and the remaining 21% felt that while taxes remain high, the city is providing a higher level of service than expected. • The City services or facilities that were used most often were: the Coral Springs Center for Performing Arts (59%), City Hall in the Mall (48%) and police services (45%).

City of Coral Springs, Florida

173

• The top four reasons residents indicated they originally made the decision to move to Coral Springs were: the nice neighborhoods (67%), housing (61%), the quality education system (59%) and the location (54%). • Fifty-five percent (55%) of residents, who had an opinion, were “very satisfied” or “satisfied” with the overall effectiveness of the City’s efforts to address public school issues; 29% were “neutral” and 16% were dissatisfied. • Nearly half (47%) of residents felt they had a good understanding of the important issues facing the City of Coral Springs; 32% did not; and 22% did not know. • Sixty-two percent (62%) of residents think the City of Coral Springs is continually improving as a place to live; 21% disagreed; and 16% did not know. Opportunities for Improvement In order to help the City identify opportunities for improvement, ETC Institute conducted Importance-Satisfaction Priorities Analysis. This analysis examined the importance that residents placed on each City service and the level of satisfaction with each service. By identifying services of high importance and low satisfaction, the analysis identified which services will have the most impact on overall satisfaction with City services over the next two years. If the City wants to improve its overall satisfaction rating, the City should prioritize improvements in services with the highest Importance Satisfaction (I-S) ratings. Based on the results of the Importance-Satisfaction (I-S) Priorities Analysis, ETC Institute recommends the following: Overall Priorities for the City by Major Category. The first level of analysis reviewed the importance of and satisfaction with major categories of City services. This analysis was conducted to help set the overall priorities for the City. Based on the results of this analysis, the major services that are recommended as the top two opportunities for improvement over the next two years in order to raise the City’s overall satisfaction rating are listed below in descending order of the Importance-Satisfaction rating: • Efforts to maintain quality neighborhoods • Code Compliance Division Priorities within Departments/Specific Areas. The second level of analysis reviewed the importance of and satisfaction of services within departments and specific service areas. This analysis was conducted to help departmental managers set priorities for their department. Based on the results of this analysis, the services that are recommended as the top priorities within each department over the next two years are listed below: • Public Safety: frequency of police patrols in neighborhoods and City efforts to prevent crimes • Parks and Recreation: quality of recreation programs for seniors • Maintenance: adequacy of city street lighting in neighborhoods

174

The major services recommended as the top two opportunities for improvement over the next two years in order to raise the City’s overall satisfaction rating are efforts to maintain quality neighborhoods and the Code Compliance Division The departmental services recommended as the top opportunities for improvement over the next two years in order to raise the City’s overall satisfaction rating are frequency of police patrols in neighborhoods and City efforts to prevent crimes quality of recreation programs for seniors adequacy of city street lighting in neighborhoods

Fiscal Year 2017 Annual Budget

Business Survey Summary

Business Survey: Bottom line up front

Overview

Businesses have a very positive perception of the City Satisfaction improved in zoning and street maintenance, but decreased slightly in other areas The top two reasons businesses plan to stay in Coral Springs are: (1) the City’s positive image and (2) the City’s low crime rate 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.

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, SWOC analyses, Slice of the Springs meetings and good, old-fashioned customer contact, we gain an understanding of our customers views. Purpose and Methodology During the spring of 2014, ETC Institute administered a survey to businesses in the City of Coral Springs. The purpose of the survey was to gather feedback from Coral Springs business owners and senior managers to identify ways to 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.

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%) • Water Billing (94%)

City of Coral Springs, Florida

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Satisfaction with City Customer Service 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.” 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. 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%) • Work on road conditions (95%) • Support quality neighborhoods (95%) • Support the availability of customer parking (91%) • Events bringing residents from surrounding towns (91%) 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%) • Business parking regulations (90%) Importance of City Services The three City services, departments, or programs that businesses felt were most important to their organization were: • Police Department (40%) • Fire Inspection (32%) • Trash Collection Service (29%) Overall Perceptions of the City 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 quality of life (97%) • Overall image of the City (96%) • Overall feeling of safety (96%)

176

Fiscal Year 2017 Annual Budget

Reasons Why Businesses Decide to Locate to

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.”

Reasons Businesses Decide to Locate Here Coral Springs By percentage of business respondents who rated the item as a 3, 4 or 5 on a 5-point scale

Low crime rate Overall image of the City

Extremely Important (5)

Telecommunications/utilities/other infrastructure

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:

Attitude of local government toward business

Very Important (4)

Access to Sawgrass Expressway

Important (3)

Level of taxation Quality of schools Proximity of important businesses

• Low crime rate (91%)

20%

40%

60%

80% 100%

• Overall image of the City (88%) • Telecommunications/utilities/other infrastructure (87%) • Attitude of local government toward business (86%) • Access to Sawgrass Expressway (85%)

Reasons Business Will Stay in Coral Springs for the Next 10 Years The top reasons businesses indicated that they would stay in Coral Springs for the next 10 years were: • Low crime rate (32%) • Overall image of the City (29%) • Access to Sawgrass Expressway (29%)

Overall Business Atmosphere Overall Business AtmosphereRating Rating

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. Ratings of the City’s Business Atmosphere Compared to Two Years Ago

By percentage of respondents (excluding don’t know/not sure)

40% 32% 27% 39%

Better

46% 50%

No change, but good

48%

60%

No change, but poor

2012 2008 2007

6% 12% 9% 10%

Worse

86% 82% 87% 87%

Total: Better/No change, but good

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.

City of Coral Springs, Florida

2014

9% 6% 4% 4%

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40%

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100%

177

Ratings of the Labor Pool in Coral Springs 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%) • Stability of the City’s labor force (90%) • Availability of labor (90%) Communication

BestBest Ways for for thethe City toto Communicate Ways City Communicatewith withBusinesses Businesses By percentage of respondents

Direct Mail Emails Newsletters Brochures City Webiste Personal calls Social Media Business Forums Workshops e HelpDesk City TV

Use of the City’s Website

57% 51% 37% 20% 20% 20% 15%

Direct Mail and Email are the preferred methods of communication with the City

11% 10% 9% 7%

20%

40%

60%

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. 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: • City’s website: www.CoralSprings.org (99%) • www.businessENews.org (97%) • www.csbizassist.org (96%) • 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 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.” Conducting Business with the City Online 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. Property Taxes

By percentage of respondents

29%

Higher

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.

33% 39%

43%

4% 6% 4% 6%

Lower

How Property Taxes Compare to Surrounding Communities

178

Ratings of City Property Taxes Compared Ratings of City Property Taxes to Other Communities Compared to Other Communities

2014 2012 37%

About the same

25%

21%

Don't know/ Not sure

26% 25%

Fiscal Year 2017 Annual Budget

10%

20%

45%

31%

29%

30%

40%

50%

2008 2007

Ratings of the Amount of Property Taxes 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.

RatingsRatings of CityofProperty Taxes City Property Taxes By percentage of respondents (excluding don’t know)

53% 57%

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

41% 42% 22% 19% 20%

Property taxes are high but, the City's is providing more services at a higher quality than expected

2012 2008

24% 24%

Property taxes are too high for the quality of services received

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

2014 31%

2007

38% 26% 1% 0% 1% 1%

20%

40%

60%

80%

100%

• 1% of businesses felt property taxes were too low for the amount and quality of City services they were receiving. Other Findings The City services, departments or programs that businesses used most often were: • Fire Inspection (81%), Street Maintenance (73%) and Street Drainage (72%). The City services, departments or programs that used least often were: the Planning (11%), Building Division Call Center (12%), Zoning (12%) and Community Development (12%). Three-fourths (75%) of businesses indicated that they had not taken advantage of the new sign regulations; 13% had taken advantage of the new regulations and 12% did not know. Sixty-five percent (65%) of the businesses surveyed reported that they would know who to call or where to go if they had a complaint or comment about City services, 34% did not and 1% were unsure. Businesses generally felt that City events had a positive impact on the City. • 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

179

SWOC: Strengths, Weaknesses, Opportunities, and Challenges The Challenges category was previously titled Threats. During February and March 2015, 120 participants (79 volunteers—the majority serving on advisory boards and committees, 39 employees, and two “other”respondents) completed the SWOC exercise. Prior SWOT exercises included 190 participants in 2013, 130 participants in 2011, 138 participants in 2009, and 56 respondents in 2006. Each respondent was asked to rank five strengths, five weaknesses, five opportunities, and five threats to the community. The list of options came from prior SWOT exercises, the most recent Visioning event, the Urban Land Institute report, the Economic Development Strategic Plan, and the branding research. Below is a summary of the top ranked issues for each category. The chart below shows which items volunteers and employees ranked the same and which they did not.

SWOC Rankings

SWOC Results

STRENGTHS

WEAKNESSES

Volunteers Response Employees 1 Good schools 1 2 Safe community (low crime rate) 2 3 Well-run City government 4 4 Parks and recreation facilities/programs 6 5 Quality of life 3 6 Family oriented 5 7 Accessible (close to major highways and airports) 11

Volunteers 1 2 3 4 5 6 7

Response Lack of Downtown Declining aesthetics Aging infrastructure Lack of high paying jobs Outdated City facilities Traffic congestion Not pedestrian friendly

Employees 1 7 2 6 3 8 5

Volunteers 1 2 3 4 5 6 7

Response Economic downturn Reputation difficult to do business Negligent landlords Crime State and Federal mandates without funding Traffic on major roads Natural disaster

Employees 1 5 3 2 4 7 6

Response New City Hall Economic development Business development Redevelopment Nightlife Higher education New revenue sources

Employees 4 1 5 2 8 10 6

CHALLENGES

OPPORTUNITIES

Best practice research suggests using the findings in the following way:

Challenges/Threats (be responsive)

Opportunities (take advantage)

Strengths (leverage strengths)

Use strengths to reduce or block threats

Exploit opportunities by using strengths

Weaknesses (manage weaknesses)

Eliminate weaknesses to reduce impact of threats

Exploit opportunities to support reduction of weaknesses

Example “exploit opportunities by using strengths”:

Strengths (leverage strengths)

Opportunities (take advantage)

Good schools, Safe community, Well-run City government, Quality of life, Parks & Rec facilities/programs

Economic Development, Redevelopment, Business development...

180

Fiscal Year 2017 Annual Budget

Ranking of first choices by all respondents Below is a comparison chart of the first choices selected by all respondents. Highlighted in blue are the top choices in 2015 and 2013.

2015 STRENGTHS

2013 STRENGTHS

2015 WEAKNESSES

2013 WEAKNESSES

Safe community

1 Safe community

Lack of Downtown

1 Lack of Downtown

Good schools

2 Fiscally responsible

Lack of high paying jobs

2 Crime/perception of crime

Quality of life

3 Good schools

Declining aesthetics

3 Vacant storefronts

Family oriented

4 Quality of life

Outdated City facilities

4 Outdated City facilities

Well-run City government

5 Well-run City government

Traffic congestion

5 Declining aesthetics

2015 OPPORTUNITIES

2013 OPPORTUNITIES

2015 CHALLENGES

2013 THREATS

New City Hall

1 Nightlife

Crime

1 Crime

Economic development

2 Business development

Economic downturn

2 Economic downturn

Business development

3 Redevelopment

Unfunded State and Federal mandates

3 Reputation difficult to do business

Redevelopment

4 New revenue sources

Negligent landlords

4 Negligent landlords

Corporate Park

5 Economic development

Reputation difficult to do 5 Natural disaster business

City of Coral Springs, Florida

181

Neighborhood Meetings The City completed its twentieth year of the “Slice of the Springs” Town Hall Meetings during Fiscal Year 2015. City staff from various departments presented on a number of important topics including: General Obligation Bond Projects, Downtown development, Municipal Complex status and crime statistics among other topics. Attendance continues to decline as residents have more opportunities to interact with staff, both in person and via the Help Desk portal. These three Slice meetings yielded an attendance of 130, compared to a high of 486 in Fiscal Year 2003. However 100% of the residents that do attend rate the meeting as productive and would recommend it to a neighbor. In addition, 22% of the attendees attended meetings for the first time so City staff was able to educate citizens on how the City operates. Residents expressed their appreciation to City staff for maintaining high quality of life in the city, while also expressing their specific concerns, some of which mirror previous years’ comments. The top five issues raised by Slice attendees are: • Speeding, high traffic volume • Poor street lightning in certain areas • New housing units development and its effect on school enrollment • Code compliance issues • Street maintenance

Residents expressed their appreciation to City staff for maintaining high quality of life in the city, while also expressing their specific concerns

Slice meetings continue to provide an opportunity for residents to interact directly with City staff from multiple departments, to raise their concerns and suggest programs and activities for their neighborhoods. A follow up letter was sent to the attendees covering outstanding issues from the meetings and also to acknowledge how important is for City staff to address all concerns/complaints voiced by the residents during the sessions. The Slice meetings are taped and replayed on City TV 25, 25.2 or 725 on Advanced Cable Communications, via Channel 99 on AT&T U-Verse or can be streamed on-line from CoralSprings.org/live.

Workforce Analysis Employee Survey Results The latest organization survey was conducted during December 2014. Participation in the survey was open to all full-time and part-time employees. For purposes of this analysis, full-time and part-time results were combined for all questions. A total of 551 (481 full-time, 51 part-time, and 19 did not specify) employees completed surveys in 2014. This was one of the largest response rates since the City began administering employee satisfaction/engagement surveys. Overall employee satisfaction remains high at 93% (57% of which selected the top box score “strongly agree”), 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 94% • Equipment and Resources 91% • Leadership and Managerial Effectiveness 89%

Overall employee satisfaction remains high at 93% —57% of which selected the top box score “strongly agree”

• Work Environment 88% • Empowerment 87% • Communication 87% • Professional Development 89% • Employee Recognition 78%

182

Fiscal Year 2017 Annual Budget

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: • Work Environment 82% • Empowerment 84% • Leadership and Managerial Effectiveness 95% • Professional Development 91% • Employee Recognition 83% 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. Conclusions/Actions 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 July 2014. The human resources quality rating of 98% (45% of which selected the top box score “strongly agree”), continues to be a positive indicator of overall performance. Ninety three percent of employees were satisfied with the City’s benefits package, which is higher than similar feedback received 2013. Three other key department measures showed slight variability, but still remained high: • Liaison Services 96% (top box strongly agree of 45%) • Wellness Satisfaction 92% (top box strongly agree of 37%) • Training Applicability 94 % (top box strongly agree of 30%) Future Staffing Needs Human Resources initiates workforce planning discussions prior to the annual budget process to proactively request data that will help project 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

City of Coral Springs, Florida

183

Process Improvement Teams When the annual Environmental Scan indicates that customer requirements have significantly changed or when performance measures show that a service or delivery system needs improvement, a process improvement team is convened. If the issues are significant, the team will be a Cross-Functional Process Improvement Team with representatives from Financial Services, Information Services, Human Resources, the department that owns the process, and stakeholder departments.

Cross-Functional Teams

All City teams follow a six-step process improvement methodology. They refine the problem statement based on initial research and data gathering. The problem is analyzed through flow charting and reviewing more detailed data on the process. Additional data are collected as needed. Often data are stratified to gain insight. For instance, cycle time data might be put in subsets by time of day, day of week, and time of year. The team uses the data to form a hypothesis on what component(s) of a process is under-performing and how customers (often in a focus group) react to the hypothesis. More data are gathered to explore the best ideas. When the team is clear on “what is broken,” solutions are generated, in part by benchmarking. The best solutions are tested, refined and then implemented through an action plan. Stakeholders and customers are consulted in all phases. The team develops measures to monitor results and uses the results to develop further refinements.

• Complaint Tracking Team

Cross-functional teams and departmental teams do research to improve performance. These team efforts may be part of a routine cycle of review, in reaction to stakeholder or customer input (complaint data), or because performance data suggests an improvement is needed.

The City has benefited from the work of many cross-functional teams over the years. • Garage Team • Employee Health Benefits Team • Customer Service Standards Team • Police Vehicle Team • Water Billing Team • Time=Life Team • Tennis Center Team • Code Enforcement Team • Strategic Planning/Budgeting Process Team • Recreation Summer Hires Team • Compensation and Classification Team • Police False Alarm Team • Fire Inspection Team • Fire Response Time Team • Aquatics Fitness Center Team • Internal Review against Sterling Criteria • Fleet Preventive Maintenance Team • Building Division Plans Review Team • Construction Project Management Team • Student Leaders in Government Team • Business Intelligence Team • Online Requests and Complaints Team • Police False Alarm Team II • Visioning Team • Citation System Improvement Team • Boardwalk Replacement Team • Police Report Writing Team • Administrative Citation Team • Payroll Revision Team • Baldrige Application Writing Team • iVantage HR System Implementation Team • Utility Billing Team • Neighborhood Stabilization Program Team • Emergency Management Team (on-going) • Events Team • Fire Department Strategic Planning Team • Business Tax Committee

184

Fiscal Year 2017 Annual Budget

Awards and Special Recognitions The City of Coral Springs is the first state or local government in the nation to receive the coveted Malcolm Baldrige National Quality Award, a Presidential honor that recognizes U.S. companies for organizational performance excellence. The City claimed the award in 2007, the very first year it was available to non-profit organizations. Of 84 total applicants, Coral Springs was one of 13 non-profits to apply and one of only four to receive a site visit in its category. All of the applicants were evaluated rigorously by an independent board of examiners in seven areas: leadership; strategic planning; customer and market focus; measurement, analysis and knowledge management; workforce focus; process management; and results. The award was presented at a ceremony in Washington, D.C. in April 2008. Twice in past years, a governor’s panel has said Coral Springs is run better than most businesses. And twice those efforts have earned Coral Springs the Governor’s Sterling Award (1997, 2003), which recognizes leadership and management. The Governor’s Sterling Award is given to organizations and businesses in Florida that have successfully achieved performance excellence within their management and operations. Each winner undergoes a series of in-depth assessments and evaluations by Sterling examiners that analyze productivity and organizational performance. Coral Springs was the first municipality to be awarded this state sanctioned, Baldrige-based quality award.

In 2004, Coral Springs was the first city to win the Florida City of Excellence award. This prestigious award recognizes overall excellence in a city government. The program is designed to focus public attention on all the good things cities do to improve the quality of life in Florida and honor outstanding city leaders and cities for their excellent, innovative and highly praised programs. Cities are judged on a number of categories including: governance and administration, city leadership, intergovernmental cooperation, citizen outreach and involvement, technology, innovative programs and services, and fiscal management.

Wall Street’s three major rating agencies continue to uphold the City’s underlying bond rating, the rating of our bonds without insurance. The City’s general obligation bonds maintain the highest rating of ’AAA’ from Standard and Poors (S&P) and was re-affirmed by Fitch in 2015. The city also has an affirmed “Aa1” rating from Moody’s. These high ratings demonstrate our city very strong capacity to meet its financial commitments, and are earned only by a few cities in the nation. Over the years our High Grade ratings have saved the City millions of dollars in interest costs.

In 2016, the Coral Springs Police Department, received once again the “Law Enforcement Accreditation with Excellence” awarded by the Commission on Accreditation for Law Enforcement Agencies, Inc., (CALEA®). Our City Police first became accredited in November 1988. The Department has to comply with national and state standards, every three years, in order to maintain its’ accredited status. To be awarded with “Excellence” is an additional honor that shows a superlative performance within these accreditation programs. The purpose of CALEA’s Accreditation Programs is to improve the delivery of public safety services, primarily by: maintaining a body of standards, developed by public safety practitioners, covering a wide range of up-to-date public safety initiatives; establishing and administering an accreditation process; and recognizing professional excellence. The program has become the Gold Standard for an agency to voluntarily demonstrate their commitment to excellence in law enforcement.

City of Coral Springs, Florida

185

In 2012, and for the third time, Coral Springs has made the Money magazine’s list of the Top 100 best places to live across the nation. The cities were ranked on economic opportunity, income, job growth and affordability, quality of life, crime, quality of schools, arts and leisure, park space and stress-related ailments. The city has ranked as the number one city in Florida twice, more recent in 2010, being 44th on the overall list. The magazine highlighted the City’s array of leisure and sports facilities. Coral Springs also scored highly on safety and was recognized for its excellent public schools, racial diversity, attractive home prices and air quality index.

Coral Springs Regional Institute of Public Safety, previously known as Coral Springs Fire Academy, is a three-time winner of this celebrated award for its ability to bring about realistic, innovative and cost effective training programs to Florida and abroad. The Fire Service Awards are coordinated through the Bureau of Fire Standards and Training (BFST) by State Fire Marshal’s Office annually and are sponsored by the Fire Training Director’s Association among other Fire Service related organizations. The Institute mission is to achieve student success by creating and sustaining a dynamic teaching and learning environment. As a public fire academy accredited to offer certificate programs, the entire curriculum is developed and presented in compliance with all local, state and federal standards. In 2016, the Coral Springs Fire Department was awarded a Class 1 Fire Protection rating by the insurance industry advisory company ISO. The classification by Insurance Services Office, Inc. (ISO), known as the Public Protection Classification (PPC) program, assesses the fire-protection efforts in a particular community. Out of the 48,632 rated organizations in the United States, Coral Springs Fire is now among only 178 that are rated as ISO CLASS 1. ISO collects information on municipal fire-protection efforts in communities throughout the United States. Class 1 represents superior property fire protection. The program provides an objective, countrywide standard that helps fire departments in planning and budgeting for facilities, equipment, and training.

The International City/County Management Association honored the City with its Certificate of Excellence for its performance management efforts with a Certificate of Excellence from the ICMA Center for Performance Analytics™. Only 33 jurisdictions in North America received this award, which is the highest level of recognition given by ICMA’s Center for Performance Measurement. Criteria for the Certificate of Excellence include: Use of performance data in strategic planning and operational decision-making; Sharing of performance measurement knowledge with other local governments through presentations, site visits, and other networking; Commitment to tracking and reporting to the public key outcomes ; Surveying of the both residents and local government employees.

Tree City USA is a renowned national program administered locally by state foresters using four standards to evaluate a community’s commitment to their urban forest resource. The National Arbor Day Foundation, in cooperation with the U.S. Forest Service and the National Association of State Foresters, annually recognizes communities that effectively manage their public tree resources. Coral Springs has earned the Tree City USA recognition each year since 1985. In 2006 the City of Coral Springs earned the distinction of Sterling Tree City USA for earning the Tree City USA Growth Award more than 10 years in a row.

186

Fiscal Year 2017 Annual Budget

Department Budgets Contents Department Budgets Overview ........................................................................................................................................190 Understanding Departmental Performance Budgets .....................................................................................190 Sample Department Budgets Page .................................................................................................................................191 Department Budgets ............................................................................................................................................................192 City Attorney ...................................................................................................................................................................192 City Commission............................................................................................................................................................194 City Managerâ&#x20AC;&#x2122;s Office ...................................................................................................................................................195 Development Services ................................................................................................................................................200 Financial Services ..........................................................................................................................................................207 Fire/EMS ............................................................................................................................................................................210 Human Resources .........................................................................................................................................................216 Information Technology .............................................................................................................................................220 Parks and Recreation....................................................................................................................................................223 Police .................................................................................................................................................................................232 Public Works ....................................................................................................................................................................237

City of Coral Springs, Florida

187

Budget Process Map

January

February

March

Workbooks Compiled & “Hot Topics” Identified

Commission Workshop

April

May

June

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

Final Draft Published

KIO’s Set

Business Plan Select Initiatives

Environmental Scan

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

Operating Budget & Performance Measures

Quarterly PM Report

Budget Client Feedback

Five-Year Forecast

Packages Returned

CMO/Dept. Meetings

Business Plan Workshop

Staffing & Capital Line Item Review Performance Measures

Quarterly PM Report

Capital Budget Fleet Process Review

188

Replacement Programs Distributed and Conduct Fleet Budget Meetings

Replacement Programs Updated Fixed Asset Inventory Distributed

Fiscal Year 2017 Annual Budget

New Capital Requests

Prioritize Capital Funding

July

August

September

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

Business Plan Presentation

October

November

December

Elections

New Commission Orientation

City of Coral Springs Strategic Planning & Performance Measurement Process Map January January 2016

Composite Index

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

Proposed Budget Prepared

To Environmental Scan

Second Budget Hearing Quarterly PM Report

Quarterly PM Report

Adopted Budget Published

Budget Adopted

Budgeted Purchases

Proposed CIP Prepared

Fiscal Year Ends

City of Coral Springs, Florida

Fixed Asset Inventory Updated

189

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

190

Fiscal Year 2017 Annual Budget

Sample Department Budgets Page jTitle

oRevenues and Expenditures

Indicates the department.

A summary of the budgeted departmental revenues and expenditures.

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

lCore Processes and Outputs

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

qPerformance Measures

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

The actual historical performance and future goals for the department.

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

nNew Initiatives Business Plan Initiatives for this department, if available.

torney City At es: Revenu torney City At Total

j k

City At

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cts cts ntracts, e contra ce. Contra ents, co prepar agreem w and nvenien ely 20 0 • Revie t vendor inco oximat w appr withou vie re or ution are and/ n Prosec • Prep ion. l Violatio le litigat unicipa d hand e City. n and M lf of th at ters an Litigatio tory m on beha on statu l cour t e ra vis de Fe • Ad ate and St k. in es. ar iting ris inquiri • Appe staff. es to lim citizen proach dates to ond to tive ap • Resp legal up t preven inuing nt rs. ou te co ab t at g • Brin rative m d presen ist an re Ac t. in in itu e t/adm cipat nd Forfe oymen • Parti y) ntraba in empl d Casualt rida Co cipate er ty an e the Flo • Parti enforc ion, Prop s’ at ely ns siv pe es m worker ty ms for • Aggr kers’ Co er ra or op og (W pr pr and nce nce Fund liabilit y, ’s insura l Insura tain City sional, vehicle Genera d main l, profes ister an Admin ation, genera ns compe e. s. verage insuranc rance co ims. claims. ure insu gs, ation cla d to all • Proc meetin mpens respon mittee rkers’ co w and . ion Com s all wo • Revie es oc pr Evaluat e Committee Safety ive and th te ce to ita Re ts • and facil and acciden ts dinate • Coor ng all inciden reporti licies. ent ent po em em ag ag k man Risk Man City ’s ris inister • Adm

0 $587,58 212,935 111,142 3,782 9 $915,43 5.75

0 $507,07 183,104 178,498 500 2 $869,17 6.00

FTE's

79 $3,176,3 21,443 71,792 14 $3,269,6

orney City Att Deputy

FY 2016 Budget

FY 2015 Actual

FY 2014 Actual

98 $3,322,8 22,610 188,984 92 $3,534,4

7 $108,97 589,290 0 2,011,47 37 9,7 ,70 $2 1.50

2 $135,66 570,521 0 2,678,50 83 $3,384,6

9 $136,59 1 1,018,87 1 2,579,03 01 $3,734,5

ge from % Chan dget FY16 Bu

ge from $ Chan dget FY16 Bu

6.62% 0.00% 47.06% 7.50%

5 0 40,000 ,95 79 5

$239,95

10.56% 1.66% 74.97% 7.50%

0 $161,10 34,694 84,161 5 $279,95

97 $1,687,2 2 2,130,73 196,427 56 4,4 ,01 $4

97 $1,526,1 8 2,096,03 112,266 01 4,5 $3,73

0.0%

0.00

56 $3,864,4 25,000 125,000 56 $4,014,4

01 $3,624,5 25,000 85,000 01 $3,734,5

70 $1,325,7 1 1,837,31 221,602 83 4,6 $3,38

30 $1,060,5 5 1,812,37 ) (163,168 37 $2,709,7

FY 2017 Budget

2.38% 2.86% 0.06% 4.14% 2.06%

$14,468 6,431 106 22 $21,027

4 $622,09 231,590 189,830 554 68 $1,044,0 5.75

6 $607,62 225,159 189,724 532 41 $1,023,0 5.75

2.06% 2.06%

$21,027 $21,027

68 $1,044,0 68 $1,044,0

41 $1,023,0 41 $1,023,0

9 $915,43 9 $915,43

2 $869,17 2 $869,17

0.00% 0.00%

$0 $0

$30,000 $30,000

$29,035 $29,035

$18,453 $18,453

nd ance Fu l Insur Genera : es Revenu io and Co s iss ch m fer ar ds m ar eytor Trans Rese orn )* ina y Att ord e City Co ned bo Income CitCo ey (0.75 ty nt pume Dege esent th and all assig of law Interest y Attorn n, • Repr inatorRisk Mana ries 75)* Assistant Cit istratio s in all mat ters s. nt Coord Recove orney (0. admin nageme tie t City Att tor cial du Risk Ma mmittee Assistan Total l Prosecu and co g to their offi ipa nic t Mu in tor sistan City es: nt) pertain Risk As l Prosecu ices for departments. ary Expens Equivale Div. 60 01 Municipa al serv tant (2) 88 01 m Summ sation ll-Tim e erating ide leg r Fund ve Assis nd Div. Progra Es (Fu er t**(2) d Sewe ura nce Fu Executi • Prov ission and op Compen alent) er of. FT Partntan 6001Wa ter an d Eq/uiv Nu mb ie Assis Workers' im eer) neral Ins nd Div utves ; 25 % ll-Tmb Comm Reso ecurc ission an gs. r Fu (FuNu 50 * Ge weDiv . 2502 Esion Seey Human Ex FTvis Comm perty 10 00 ; of Di andorn v. tin ty er Pro Di ter Ci ee nt/ mb Att es m Wa ty nd / Nu me ; 25% % y 02 75 Ci man Reso urc mber) • At te inate agency (D ep art Casualt on Nu Div. 25n split Hu tions, Divisi orn ey *Pos itio n sp lit 50 % subord , resolu a ment/ City Att Total itio (D epart split 75% nances ents in **Pos ry are ordi other docum pliance nces. *Pos ition Catego • Prep ordina ct com ary By cts and Summ contra and 50 re ns contra su tio n. en l fashio 0 resolu Persona frame to timely ately 10 st time Benefits nses proxim shor te ap e e th ar pe in • Prep ts with Other Ex ses. reemen Total and ag and lea

unsel

FY 2016 Budget

FY 2015 Actual

FY 2014 Actual

ge from % Chan dget FY16 Bu

ge from $ Chan dget FY16 Bu

FY 2017 Budget

4 $130,22 0 1,034,94 2 2,849,29 56 $4,014,4

-4.67% 1.58% 10.48% 7.50%

($6,375) 16,069 270,261 5 $279,95

0.0%

0.00

2.50

1.50

FTE's

New In

itiative

ing Orga er form High -P ng) vative, (ongoi An Inno version eanor Di Misdem

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g formin gh-Per tive, Hi torney Innova City At Priority: An ness c fective Strategi ent Type: Ef m re orders) Measu nance, ns, ordi solutio nied by tion (re compa re: Measu ation of Legisla est when ac ar requ 1) Prep r 100 days of juries pe 10 work within e job in material lost from on th backup ys vered rs reco ber of da lla m do Nu e 2) eligibl ees ogation employ of subr ge ta en 3) Perc

Perform

City of Coral Springs, Florida

FY2015 tual Ac Goal 99% 49 47%

99% 37 52%

FY2016 tual Ac

Goal

99% 49 47%

FY2017 Goal

q 99%

95.85

66%

99% 49 47%

191

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

Core Processes and Outputs

City Attorney's Office City Attorney's Office

Research and Counsel General Insurance Fund • Represent the City Commission, City (8801) / 1 administration, and all assigned boards and committees in all matters of law pertaining to their official duties.

City Attorney General Insurance (2502) /Fund 5.75 (8801) / 2.5

Outside Litigation City Attorney (2502) / 5.75

Risk Management Coordinator Deputy City Attorney • Provide legal services for City Commission Risk Management Coordinator and operating departments.

Deputy City Attorney

• Attend City Commission and subordinate agency meetings.

Assistant City Attorney (0.75)*

Risk Assistant Municipal Prosecutor

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

Executvie Assistant (2) Human Resources Partner **

• Prepare approximately 100 resolutions and 50 ordinances.

Outside Litigation

Municipal Prosecutor Executive Assistant (2)

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

(Department/ Division Number) / Number of FTEs (Full-Time Equivalen *Position split 75% City Attorney Div. 2502; 25% Water and Sewer Fund **Position split 50% Human Resources Div. 1000; 50* General Insuran

Contracts

• Review and prepare contracts and agreements within the shortest time frame to ensure contract compliance without vendor inconvenience. • Prepare and/or review approximately 200 agreements, contracts, and leases. Litigation and Municipal Violation Prosecution • Advise on statutory matters and handle litigation. • Appear in State and Federal court on behalf of the City. • Respond to citizen inquiries. • Bring about preventive approaches to limiting risk. • Participate in and present continuing legal updates to staff. • Participate in employment/administrative matters. • Aggressively enforce the Florida Contraband Forfeiture Act. General Insurance Fund (Workers’ Compensation, Property and Casualty)

Administer and maintain City’s insurance programs for workers’ compensation, general, professional, vehicle liability, and property insurance. • Procure insurance coverages. • Review and respond to all claims. • Receive and process all workers’ compensation claims. • Coordinate and facilitate Safety Evaluation Committee meetings, reporting all incidents and accidents to the Committee. Risk Management • Administer City’s risk management policies.

192

New Initiatives An Innovative, High-Performing Organization Misdemeanor Diversion (ongoing)

Fiscal Year 2017 Annual Budget

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

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$18,453 $18,453

$29,035 $29,035

$30,000 $30,000

$0 $0

0.00% 0.00%

Expenditures: Program Summary City Attorney Total

$869,172 $869,172

$915,439 $915,439

$1,023,041 $1,023,041

$1,044,068 $1,044,068

$21,027 $21,027

2.06% 2.06%

Summary By Category Personal Benefits Other Expenses Litigation Total

$507,070 183,104 178,498 500 $869,172

$587,580 212,935 111,142 3,782 $915,439

$607,626 225,159 189,724 532 $1,023,041

$622,094 231,590 189,830 554 $1,044,068

$14,468 6,431 106 22 $21,027

2.38% 2.86% 0.06% 4.14% 2.06%

6.00

5.75

0.00

0.0%

FTE's

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

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

$3,322,898 22,610 188,984 $3,534,492

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

Expenses: Program Summary Workers' Compensation Property Casualty Total

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

$1,325,770 1,837,311 221,602 $3,384,683

Summary By Category Personal Benefits Other Expenses Total

$108,977 589,290 2,011,470 $2,709,737 1.50

General Insurance Fund Revenues: Transfers Interest Income Recoveries Total

FTE's

$ Change from FY16 Budget

% Change from FY16 Budget

$3,864,456 25,000 125,000 $4,014,456

$239,955 0 40,000 $279,955

6.62% 0.00% 47.06% 7.50%

$1,526,197 2,096,038 112,266 $3,734,501

$1,687,297 2,130,732 196,427 $4,014,456

$161,100 34,694 84,161 $279,955

10.56% 1.66% 74.97% 7.50%

$135,662 570,521 2,678,500 $3,384,683

$136,599 1,018,871 2,579,031 $3,734,501

$130,224 1,034,940 2,849,292 $4,014,456

($6,375) 16,069 270,261 $279,955

-4.67% 1.58% 10.48% 7.50%

1.50

2.50

0.00

0.0%

Performance Measures City Attorney Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 1) Preparation of Legislation (resolutions, ordinance, orders) within 10 workdays of request when accompanied by backup material 2) Number of days lost from on the job injuries per 100 employees 3) Percentage of subrogation eligible dollars recovered

FY2015 Goal Actual

Goal

99%

95.85

47%

52%

47%

66%

47%

City of Coral Springs, Florida

FY2016 Actual

FY2017 Goal

193

City Commission

Mission To provide the Charter offices clear policy direction toward making the City of Coral Springs the premier community in which to live, work and raise a family.

City Commission 6 (0100) 1

A Family-Friendly Community

Executive Asssistant to the City Commission

Augment the quality of life that defines the hometown feel of our community by assuring public safety and good schools, promoting arts and culture, capitalizing on the strength in our diversity, and embracing our inclusive, welcoming nature.

Mayor (0100) 0

Vice-Mayor 1 (0100) 0

Commissioner 3 (0100) 0

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

An Active, Healthy Community

Influence and support an environment that promotes active, healthy, and enriched lifestyles for residents of all ages. Focus on leisure, cultural, recreational, and sporting activities and events that infuse event dollars into the local economy. An Attractive Community Take proactive measures to preserve and enhance the community’s appearance and maintain its vital infrastructure. Lead by example in the stewardship and conservation of natural resources. An Innovative, High Performing Organization The City is committed to ethical governance, adherence to its Core Values, transparency, innovation, collaboration, and exceeding customer expectations by delivering high-quality programs and services that meet the needs of an increasingly diverse community.

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

Revenues and Expenditures by Program and Category City Commission Expenditures: Program Summary City Commission Total Summary By Category Personal Benefits Other Expenses Total FTE's

194

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$318,138 $318,138

$320,071 $320,071

$361,999 $361,999

$370,614 $370,614

$8,615 $8,615

2.38% 2.38%

$124,728 108,902 84,508 $318,138

$127,542 111,038 81,491 $320,071

$131,423 113,589 116,987 $361,999

$135,419 117,670 117,525 $370,614

$3,996 4,081 538 $8,615

3.04% 3.59% 0.46% 2.38%

6.00

0.00

0.0%

Fiscal Year 2017 Annual Budget

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

Core Processes and Outputs City Manager’s Office Organize and mobilize City departments to address the five priorities established by the City Commission. • Complete strategic activities for the City Commission’s five priority areas. • Provide overall management of all City operations in a way that empowers employees to exceed customer expectations. • Provide effective communication between the City Commission, staff, residents and other customers. • Continue to attract quality businesses to the City of Coral Springs. Management and Budget Office Monitor City’s financial condition and provide financial strategies to ensure fiscal solvency. • Monitor the budget through monthly financial reports. Prepare biennial/triennial Strategic Plan, annual Business Plan, annual budget document, and Capital Improvement Program. • Produce the City’s Business Plan, budget document and Capital Improvement Program. • Process biennial/triennial Strategic Plan including the Environmental Scan, the SWOC Analysis and the Strategic Planning Workshop Presentation. • Maintain Performance Measurement System. • Aggressively seek grants on behalf of the City and oversee administration of grant funding. Chart Title • Collaborate with Police and Fire pension boards, Charter School Advisory Committee, and other committees. City Manager's Office

City Manager’s Office City Manager (0501) / 6.5

(Department/Division Number) / Number of FTEs (Full-Time Equivalent) *Position split 50% City Manager's Office Div. 0501; 50% Water and Sewer Fund Div. 6001 **Position split 91% CRA Div. 3200; 0.09% Economic Development Div. 0502

Assistant to City Manager

Executive Assistant

Deputy City Manager* (0501) Community Redevelopment Agency (3200) / 0.91

CRA Administrator**

Economic Development (0502) / 2.09

Chief Economic Development Officer Economic Development Coordinator

CMO Management Analyst

Deputy City Manager (0501)

City Clerk's Office (3501) / 5

Budget and Strategy (1901) / 6

Communications and Marketing (0604) / 6

City Clerk

Director Budget and Strategy

Director Communications and Marketing

Assistant City Clerk

Senior Financial Analyst (4)

Creative Services Coordinator (1)

Grant Coordinator

Communications Services Coordinator

Records Mgmt. Coordinator (2) Public Records Specialist

Senior Videographer/Editor

CRA Administrator**

Broadcast Communications Coordinator

Construction Project Manager (0501)

Writer/Media Relations Coordinator

City of Coral Springs, Florida

195

City Manager’s Office (continued) Communications and Marketing Communicate public information in an effective, creative manner. • Publish three editions of Coral Springs magazine, Annual State of the City Report, and other informational publications. • Provide writing, design, photography and other graphic services for print, digital and video formats. • Provide multimedia, video and photographic support, and produce public service announcements and programming for use by the broadcast media. • Develop and manage the City’s social media accounts and websites, including coralsprings.org and workcoralsprings.org.

New Initiatives A Family-Friendly Community Host Virtual Slice of the Springs Meeting with Development Services ArtWalk Events (ongoing) with Parks and Recreation Education Grants (ongoing) A Thriving Business Community

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

“Business is Brighter” Campaign

• Provide special event promotion. Handle media relations.

Chamber of Commerce Business Academy

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

Corporate Park Improvement District - Phase II Economic Development Marketing Strategy (ongoing)

Serve as Secretary of the City. • Oversee City Commission agenda process which includes creation of bimonthly agendas, coordination of over 500 agenda memoranda, duplication and distribution of agenda material to interested parties, and continue to encourage the City’s “paperless agenda” environment. • Inform citizenry of public hearings by advertising pursuant to Florida law. Provide public notice for approximately 300 public meetings annually. • Manage codification and distribution to subscribers of the Municipal Code, both the general volume and Land Development Code. • Attend and prepare minute summaries for advisory boards and committees. Serve as the City’s records custodian by preserving the integrity of the City’s official records, which encompasses business transactions, law and policy making, and property matters.

Downtown Redevelopment (ongoing) Municipal Complex (ongoing) Realtors’ Summit (ongoing) An Active, Healthy Community Drowning Prevention/Water Safety (ongoing) with Fire/EMS An Innovative, High-Performing Organization Video Storage Solution Digitize Microfiche, Microfilm

• Maintain an historical database of over five million document images Citywide from 1963 to the present and respond to public records requests. • Maintain a database of public meetings via audio tapes, CD-ROMs and summaries of the meeting proceedings, and respond to more than 1,500 customer requests for information annually. • Provide for records disposal to the fullest extent permissible by Florida law, and the cost effective, legal maintenance of permanent records for all City departments. Serve as the director of municipal elections as required by the City Charter and Florida Statutes. Economic Development Promote absorption of existing vacant commercial, industrial and retail space by continuing to maintain and develop relationships with the top real estate experts in Broward County. Set the stage for new development as well as redevelopment while the economy improves and our proactive approach sparks opportunities in selected targeted industry sectors. • Complete Economic Development Strategic Plan. • Reduce vacancy rates in commercial, industrial, and retail sectors. • Assist, support, and grow business in Coral Springs. • Continue to increase local property values through key tenant improvement projects. Maximize the potential of the Coral Springs Corporate Park. Maintain a competitive business environment. Attract high-value industries and businesses. Implement Downtown infrastructure improvements on City Center planning as catalysts for Downtown Redevelopment.

196

Fiscal Year 2017 Annual Budget

Revenues and Expenditures by Program and Category

City Manager's Office Revenues: City Clerk Total

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$19,140 $19,140

$22,905 $22,905

$28,892 $28,892

$22,256 $22,256

($6,636) ($6,636)

-22.97% -22.97%

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

$973,688 0 620,539 925,161 0 530,504 $3,049,892

$1,101,599 168,230 646,988 1,032,582 74,122 558,507 $3,582,028

$1,153,664 266,411 704,539 1,107,887 77,131 680,901 $3,990,533

$1,184,864 292,617 709,081 1,168,565 69,875 771,055 $4,196,057

$31,200 26,206 4,542 60,678 (7,256) 90,154 $205,524

2.70% 9.84% 0.64% 5.48% -9.41% 13.24% 5.15%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,843,959 666,780 527,617 11,536 $3,049,892

$2,146,768 802,493 607,918 24,849 $3,582,028

$2,324,720 853,283 812,530 0 $3,990,533

$2,451,402 881,177 863,478 0 $4,196,057

$126,682 27,894 50,948 0 $205,524

5.45% 3.27% 6.27% n/a 5.15%

23.50

26.50

0.00

0.0%

FTE's

City of Coral Springs, Florida

197

Performance Measures Management and Budget Office Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 1) Internal customer satisfaction rating 2) Process 100% of budget transfers within 24 hours of receipt 3) Facilitate or support cross-functional process improvement teams Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 4) Receive the GFOA Distinguished Budget Presentation award 5) Payroll regular salaries adopted budget versus actual, net of policy changes 6) Produce monthly financial statements within seven business days of period close

Communications and Marketing Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 1) Customer satisfaction with communications (Internal Survey) 2) Awareness of Coral Springs magazine by new residents (Resident Survey) 3) NEW Number of followers on social media 4) REVISED Number of new promotional/informational campaigns produced for social media and City TV

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

198

FY2015 Goal Actual 95% 98%

Goal 95%

FY2016 Actual 94%

100%

FY2016 Actual

FY2017 Goal 95%

FY2015 Goal Actual

Goal

FY2017 Goal

Yes

±2%

1.7%

±2%

<7 days

1 day

<7 days

1 day

<7 days

FY2017 Goal

FY2015 Goal Actual

Goal

FY2016 Actual

94%

100%

94%

100%

95%

79%

88%

—

85%

5,985

7,785

10,657

9,300

131

FY2015 Goal Actual

Goal

FY2016 Actual

95%

100%

95%

100%

95%

4 hours

2 hours

4 hours

2 hours

4 hours

Fiscal Year 2017 Annual Budget

FY2017 Goal

City Managerâ&#x20AC;&#x2122;s Office CIP by funding source Funding Source Project Name Loan Mailing/Postage Machine Municipal Complex Construction Municipal Complex Design Loan Total Operating General Fund Security System Upgrades Video Storage Solution Flex Scan Micro Fiche Digitizer Operating General Fund Total

FY 2016 Budget

FY 2017 Adopted

$0 $22,000,000 $0 $22,000,000

$0 $5,000,000 $0 $5,000,000

$0 $0 $0 $0

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

$0 $0 $0 $0

$10,000 $5,000,000 $0 $5,010,000

$7,830 $80,000 $60,000 $147,830

$0 $0 $0 $0

$7,830 $80,000 $60,000 $147,830

$22,000,000

$5,147,830

$10,000

$5,157,830

Total City Manager's Office

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

Tree Trust Fund CIP by funding source Funding Source Project Name

FY 2016 Budget

FY 2017 Adopted

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

Tree Trust Fund W Atlantic Blvd. Tree Trust Fund Total

$0 $0

$10,000 $10,000

$0 $0

$10,000 $10,000

Tree Trust Fund Total

$10,000

City of Coral Springs, Florida

199

Development Services Mission To plan and facilitate quality development and redevelopment, enhance citywide aesthetics through education by complying with local regulations, and provide professional services to the community while incorporating the latest technology.

Core Processes and Outputs Community Development Continue to provide technically sound and professional recommendations to the City Commission, along with the various boards and committees appointed by the City Commission. • Maintain the City’s recertification of its Comprehensive Plan. • Maintain department customer satisfaction rating at 95%. Coordinate and implement neighborhood revitalization and enhancement efforts through continued coordination with residents and other government agencies. • Conduct three Slice of the Springs meetings and ensure 93% of attendees find the neighborhood meeting productive. • Collaborate on 10 neighborhood partnerships (formal and informal). Implement state and federal programs (CDBG, RCMP, HOME, SHIP opportunities). • Screen applicants for home repair programs resulting in 30 grants being awarded each year. Continue to provide accurate plan review to ensure compliance with land development regulations and architectural design guidelines in order to encourage an attractive and quality aesthetically pleasing community. • Administratively review 50 Development Review Committee and Architectural Review Committee projects. • Process 15 petitions for various land development actions. • Process 600 paint approval forms. Development Services Development Services Director of Development Services (3100) / 4

Assistant Director of Development Services (3100) / 4

Executive Assistant

Code Compliance (5403) / 23

Code Compliance Manager

Code Compliance Administrator

Senior Office Assistant (2) Code Support Specialist Principal Office Assistant (4) Office Assistant

Code Compliance Supervisor (2)

Code Compliance Officer (11)

Development Services Coordinator

Community Development (3001-3004) /12

Planning & Zoning (3001) / 4

Neighborhood Services (3004) / 8

Planning & Zoning Manager

Chief Planner

Engineering* (5901) / City Engineer

Senior Planner

Associate Planner

Transportation Planner

Assistant Planner

Env. Coordinator / City Forester Comm. Dev. & Housing Coordinator Neighborhood Coord. Assistant

Building (5100 - 5304) / 27

Chief Building Official (5101) / 12

Assistant Bulding Official (5301)

Senior Office Assistant

Structural (5301) / 8

Electrical (5302) / 4

Museum Director Assistant Planner/Housing Specialist

Chief Inspector Electrical Inspector

Chief Inspector Inspector II (3)

Inspector II (4) Inspector I Plumbing (5303) / 1

Chief Inspector

Mechanical (5304) / 2

Chief Inspector Inspector II

Building Serv. Administrator (5101)

Lead Permit Rep Sr. Permit Serv. Rep. (2) (Department/Division Number) / Number of FTEs (Full-Time Equivalent)

200

Permit Services Rep. (6)*

Fiscal Year 2017 Annual Budget

*Three positions are contractual

Development Services (continued) Assist the public (residential and commercial) with general zoning information and aesthetic issues. • Maintain cycle time for new DRC plan reviews at eight days by the Zoning Division. • Conduct 2,000 zoning inspections. • Maintain cycle time for sign permits and small permits at two days by the Zoning Division. • Continue to process designer and monument signs to increase the aesthetic appeal while staying business-focused. Collect and evaluate sustainability data. • Monitor and observe the sustainability of the City through the Neighborhood and Environmental Committee. • Ensure the ecological integrity of environmentally sensitive lands through regular inspections, exotic species removal, and general preventive maintenance. • Support Sawgrass Nature Center in becoming an ecotourism destination through assistance in grant writing, media outreach, intergovernmental coordination, and material support where feasible. • Implement the objective of environmental monitoring and improving a sustainable urban forest, with specific emphasis on tree canopy replacement. Provide technical support to various City departments, including the Community Redevelopment Agency effort in conjunction with Downtown Coral Springs. Provide detailed analysis on current topics affecting the City, such as tracking properties in foreclosure on a monthly basis. • Research and apply for various grants that support department objectives and improve mobility and connectivity within the City. Oversee operations of the Coral Springs Museum of Art and the Public Art Program. Building Provide prompt, professional, and courteous customer service to the entire community for all plan reviews, building permits, and field inspections to ensure conformance of construction in the City with the Florida Building Codes. • Conduct plan reviews in 15 days or less 90% of the time. • Conduct approximately 21,000 building inspections. • Process 4,300 contractor license insurance information requests. • Schedule 5,000 residential inspection related appointments. • Provide plan reviews and issue approximately 9,000 building permits. • Complete requested inspections within one day 95% of the time. • Process approximately 3,000 open permit search requests within three business days. • Process 600 record requests. • Issue 20,000 notification postcards to permit holders and property owners. • Respond to 40,000 incoming calls for Building division via the Customer Care Center. Code Compliance Respond to citizen requests, questions, emergencies, and complaints within 48 hours. Educate the public on the City’s Code of Ordinances in order to achieve compliance with the code to preserve and enhance aesthetics citywide. • Provide education to property owners and occupants on City codes and ordinances. • Coordinate and implement programs on code compliance issues in conjunction with other departments including Public Works, Police, and Fire. • Promote voluntary compliance through collaboration with property owners, residents, business owners, and neighborhoods. • Perform over 30,000 code compliance/business tax field inspections, neighborhood preservation inspections, and abandoned property maintenance for approximately 11,000 cases. • Address and resolve problems on difficult cases, such as abandoned or nuisance properties, or those properties whose owners are financially distressed.

City of Coral Springs, Florida

201

Development Services (continued) • Support volunteer Code Rangers partnered with Code Compliance Officers and administrative staff.

New Initiatives

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

A Family-Friendly Community

• Process 4,000 lien inquiries. • Follow-up on 600 Public Stuff inquiries from residents and business owners. Support business development in the City by working with business owners and outside agencies to educate business owners on laws, regulations, and ordinances, and by processing Business Tax applications in a timely manner. • Process 6,200 business tax receipts. • Administer Landlord Registration Program and Neighborhood Preservation Program.

Host Virtual Slice of the Springs Meeting with Communications and Marketing A Thriving Business Community TRAKiT Traffic Management (ongoing) An Attractive Community Interactive Public Art

Engineering

NW 110th Avenue Bicycle and Pedestrian Project with Public Works

Provide engineering inspection on select City projects, right-of-way permits, and developer-provided infrastructure.

CDBG Action Plan (ongoing)

• Ensure NPDES and MS4 requirements are upheld and maintained on construction sites greater than one acre.

Residential Construction Mitigation Grant (ongoing)

• Issue approximately 125 driveway permits. • Provide approximately 300 engineering plan reviews. • Complete requested inspections within one day each. • Perform approximately 500 inspections. • Construction Management support for City projects.

202

Fiscal Year 2017 Annual Budget

Revenues and Expenditures by Program and Category Development Services Revenues: Community Development Building Code Compliance* Total

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$127,307 2,398,923 2,632,249 $5,158,479

$133,540 2,779,210 3,507,187 $6,419,937

$135,200 2,793,154 2,700,900 $5,629,254

$105,000 2,907,447 3,210,432 $6,222,879

($30,200) 114,293 509,532 $593,625

-22.34% 4.09% 18.87% 10.55%

$474,227 1,069,817

$501,007 1,058,936

$521,254 1,265,438

$548,881 1,297,771

27,627.00 32,333

5.30% 2.56%

2,410,043 1,828,354 186,000 $5,968,441

2,489,031 1,953,814 233,459 $6,236,247

2,718,823 2,028,051 264,720 $6,798,286

2,800,166 2,198,395 318,220 $7,163,433

81,343 170,344 53,500 $365,147

2.99% 8.40% 20.21% 5.37%

$3,451,181 1,603,445 894,896 0 18,919 $5,968,441

$3,584,084 1,649,373 979,471 16,453 6,866 $6,236,247

$3,959,752 1,740,373 1,082,171 0 15,990 $6,798,286

$4,234,038 1,796,935 1,115,783 0 16,677 $7,163,433

$274,286 56,562 33,612 0 687 $365,147

6.93% 3.25% 3.11% n/a 4.30% 5.37%

65.00

66.00

0.00

0.0%

*Includes Business Tax revenue Expenditures: Program Summary Development Services Community Development Building Code Compliance Engineering Total Summary By Category Personal Benefits Other Expenses Capital Grants and Aids Total FTE's

City of Coral Springs, Florida

203

Performance Measures Development Services Community Development Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 1) Department customer satisfaction rating (composite) Strategic Priority: A Thriving Business Community Measurement Type: Efficiency Measure: 2) Cycle time for small permits by the Zoning Division (Building Plan Review) 3) Cycle time for sign permits by the Zoning Division (Building Plan Review) 4) Cycle time for plan reviews (new and major/minor) by the Zoning Division (Development Review Committee) 5) Comprehensive Plan consistency with Department of Community Affairs (DCA) Strategic Priority: An Attractive Community Measurement Type: Effectiveness Measure: 6) Number of housing units rehabilitated using public financial assistance per $100,000 housing rehabilitation 7) Average number of days from the receipt of the resident's application for rehabilitation assistance to application approval Strategic Priority: An Attractive Community Measurement Type: Efficiency Measure: 8) Timeliness ratio of CDBG spending: annual CDBG allocation available by July 31 9) Number of trees planted within the City Strategic Priority: An Attractive Community Measurement Type: Demand Measure: 10) Number of formal and informal neighborhood partnerships each year

204

FY2015 Goal Actual 95% 95%

Goal 95%

FY2016 Actual 99%

FY2017 Goal 95%

FY2015 Goal Actual

Goal

FY2016 Actual

FY2017 Goal

2 days

1.4 days

2 days

1 day

2 days

1.8 days

2 days

1.5 days

2 days

9 days

8 days

8.25 days

8 days

Yes

FY2016 Actual

FY2015 Goal Actual

Goal

2.90

2.80

2.90

2.75

2.90

45 days

30 days

45 days

29 days

45 days

FY2015 Goal Actual

FY2016 Goal

Actual

FY2017 Goal

1.50

1.53

1.50

1.7

1.50

1,000

1,525

1,000

2,155

1,000

FY2015 Goal Actual 15

Fiscal Year 2017 Annual Budget

Goal 10

FY2016 Actual 6

FY2017 Goal 10

Performance Measures Building Measure: 1) Requested inspections completed within one day

FY2015 Goal Actual 95% 100%

Goal 95%

2) Percent of plan reviews completed within 15 working days

90%

Code Compliance Measure: 1) Percent of code cases brought into voluntary compliance prior to administrative/judicial process 2) Percent of survey respondents satisfied with City efforts at maintaining the quality of their neighborhoods (Resident Survey) 3) Percent of survey respondents satisfied with the City's efforts to support quality neighborhoods (Business Survey) Construction Management Support Measure: 1) Build the following City construction projects within budget and on time: Safety Town Humane Unit Fire Station 43 Fire Station 95 CSI Building City Hall Building Demolition Municipal Complex

98%

FY2016 Actual 100% 94%

FY2017 Goal 95% 90%

FY2015 Goal Actual

Goal

FY2016 Actual

75%

78%

75%

77.6%

75%

85%

84%

—

85%

—

87%

95%

—

FY2015 Goal Actual

Goal

Yes — — — — — —

Yes Yes — — — — —

No — — — — — —

City of Coral Springs, Florida

FY2016 Actual Yes Yes — — — — —

FY2017 Goal

FY2017 Goal — — Yes Yes Yes Yes Yes

205

Development Services CIP by funding source Funding Source Project Name CDBG Grant Neighborhood Partnership Housing Rehabilitation- CDBG Commercial Faรงade CDBG Grant Grant Dependent Residential Construction Mitigation Grant Grant Dependent Loan Atlantic Boulevard Entryway Loan Operating General Fund Trackit Software Operating General Fund HOME Grant Housing Rehabilitation-HOME HOME Grant SHIP Grant Housing Rehabilitation-SHIP SHIP Grant Total Development Services

206

FY 2016 Budget

FY 2017 Adopted

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$0 $49,134 $0 $49,134

$15,000 $74,760 $0 $89,760

$90,000 $448,560 $0 $538,560

$200,000 $200,000

$194,000 $194,000

$1,164,000 $1,164,000

$0 $0

$385,762 $385,762

$0 $0

$385,762 $385,762

$0 $0

$50,000 $50,000

$0 $0

$50,000 $50,000

$148,948 $148,948

$148,949 $148,949

$893,689 $893,689

$561,360 $561,360

$591,737 $591,737

$3,550,422 $3,550,422

$959,442

$1,074,445

$1,024,445

$1,410,207

$1,024,445

$1,024,446

$6,582,433

Fiscal Year 2017 Annual Budget

Financial Services Mission Financial Services To preserve the City’s strong financial condition by creating responsible financial strategies, effectively managing the City’s resources, and providing analysis and recommendations that ensure optimal economic outcomes. Center for the Arts To provide a diverse schedule of programming for all residents, reduce the deficit of the venue, and deliver high quality customer service to all.

Core Processes and Outputs Financial Services Provide financial policy, cash management, debt management, accounting, payroll, accounts payable, purchasing, central stores, and utility billing for the City. • Produce the City’s Comprehensive Annual Financial Report. • Process over 8,000 accounts payable checks and prepare over 30,000 payroll checks. • Reconcile and track over 40 different funds. • Process over 2,500 purchase orders. • Purchase over $32 million in goods and services. • Refinance and restructure City’s outstanding debt. Monitor City’s financial condition and provide financial strategies to ensure fiscal solvency. Maintain all water and wastewater customer accounts. • Process over 150,000 utility bills including standby.

Financial Services

Financial Services Director of Financial Services* (1501)

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

Accounting Services (1601) / 7

Revenue & Collection (1602) / 6

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

(Departm ent/ Division Num ber) / Num ber of FTEs (FullTim e Equivalent) *Pos ition s plit 75% Financial Services Adm . Div. 1501; 25% Water and Sewer Fund Div. 6001 **Pos ition s plit 50% Financial Services Adm . Div. 1501; 50% Water and Sewer Fund Div. 6001

City of Coral Springs, Florida

Purchasing (1701-1702 ) / 9 Administration (1701) / 5 Purchasing Administrator Purchasing Agent II ( 3 ) Senior Office Assistant Central Stores (1702) / 4 Central Stores Coordinator Purchasing Assistant ( 3 )

207

Financial Services (continued) Center for the Arts Coordinate event management and production. Program national tours. Provide theater and meeting room rentals. • Host 365 meetings. • Accommodate over 122,000 theater attendants. Facilitate Museum exhibitions, programming, and events. • Museum hosts 105 events and 190 classes. • Accommodate over 35,000 museum attendees. Box Office services. Catering services and concessions.

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

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$336,200 $336,200

$384,190 $384,190

$304,053 $304,053

$399,557 $399,557

$95,504 $95,504

31.41% 31.41%

$546,028 525,109 521,832 $1,592,969

$438,450 553,141 530,874 $1,522,465

$478,140 633,835 535,316 $1,647,291

$480,088 682,447 556,712 $1,719,247

$1,948 48,612 21,396 $71,956

0.41% 7.67% 4.00% 4.37%

$579,292 318,007 $897,299

$586,485 352,648 $939,133

$512,290 284,761 $797,051

$531,129 297,949 $829,078

$18,839 13,188 $32,027

3.68% 4.63% 4.02%

Total

$2,490,268

$2,461,598

$2,444,342

$2,548,325

$103,983

4.25%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,441,036 631,992 413,268 3,972 $2,490,268

$1,394,770 618,414 446,360 2,054 $2,461,598

$1,448,742 639,790 355,810 0 $2,444,342

$1,537,598 665,595 345,132 0 $2,548,325

$88,856 25,805 (10,678) 0 $103,983

6.13% 4.03% -3.00% n/a 4.25%

25.00

24.25

FTE's

208

Fiscal Year 2017 Annual Budget

0.00

0.0%

Performance Measures Financial Services Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 1) Internal customer satisfaction rating (Financial Services Internal Survey) 2) Percentage of purchase requisitions under $10,000 processed within 24 hours Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure:

FY2016 Actual

FY2017 Goal

FY2015 Goal Actual

Goal

93%

95%

94%

97%

94%

88%

85%

88%

87%

88%

FY2015 Goal Actual

Goal

FY2016 Actual

FY2017 Goal

3) Water billings past due more than 180 days as percentage of outstanding bills

4) Number of repeat items in management letters prepared by the City's external auditors

99%

93%

90%

96%

90%

2.50%

3.8%

2.50%

1.9%

2.50%

5) Percentage of invoices paid within 30 days 6) Out of stock level of the total inventory at Central Stores

City of Coral Springs, Florida

209

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

Core Processes and Outputs Administration Manage and administer the fire department’s budget, policies, and procedures while providing department-wide leadership and direction. Responsible for the direction and development of approximately 400 members of the organization. • Personnel include nine full-time fire administrative staff, 147 shift personnel, five fire academy administrative staff, 10 full-time fire inspection staff, 100 emergency service instructors, and 140 Community Emergency Response Team (CERT) members. Oversee the daily operations pertaining to Inspections, Prevention, Suppression, Emergency Medical Services (EMS), and Training. • Provide contractual Fire/EMS service to the City of Parkland and provide Fire/EMS to unincorporated Broward County. • Provide automatic aid to the cities of Margate, Coconut Creek, and Tamarac. Provide additional mutual aid response in accordance with federal, state, and local agreements. Commit to continuous involvement in major organizations and committees on a national, state and local level that affect the delivery of emergency services.

Fire/EMS Fire/EMS Fire Chief* (4601)

Administration* (4601 ) / 4.5

Communication Services* (4602 ) / 1.84

Deputy Fire Chief (0.5) Telecommunicator (0.69) Division Chief Administration (1.0) Emergency Call Taker (1.15) Senior Office Assistant (1.0) Executive Assistant (0.5) Fire Equipment Technician (0.5) *All positions are split 23% Comm. Data Analyst (0.5) *All positions are split 50% Fire Adm. Div. 4601; 50% EMS Div. 4702

Svc. Div. 4602; 77% EMS Comm. Svc. Div 4703

Suppression* (4801) / 92.38 Assistant Fire Chief (1.86) Battalion Chief (1.86) Fire Captain (18.6) Rescue Lieutenant (18.6) Driver Engineer/Paramedic (16.12) Chief Training Officer (0.62) Community Paramedic (0.62) Driver Engineer/EMT (2.48) Firefighter/Paramedic (31) Firefighter/EMT (0.62) *All positions are split 62% FireSuppression Div. 4801; 38% EMS Div. 4702 **Position split 50% Fire-Supression Div. 4801; Fire Training Div. 4805

(Department/Division Number) / Number of FTEs (Full-Time Equivalent)

Emergency Medical Services* (4702) / 61.5 Deputy Fire Chief (0.5)** Division Chief Administration (1.0)** Chief Training Officer (.38) Assistant Fire Chief (1.14) Battalion Chief (1.14) Fire Captain (11.4) Rescue Lieuteneant (11.4) Firefighter/Paramedic (19) Community Paramedic (0.38) Firefighter/EMT (0.38) Driver Engineer/Paramedic (10.26) Driver Engineer/EMT (1.14) Fire Equipment Technician (0.5)** Public Education Officer (0.38) Data Analyst (0.5)** Senior Office Assistant(1.0)** Executive Assistant (0.5)**

EMS-Communication Services (4703) / 6.16 Telecommunicator (2.31) Emergency Call Taker (3.85)

EMS Training (4705) / 1 Assistant Chief Training Officer

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

*All positions are split 38% EMS Div. 4702; 62% Fire-Supression Div. 4801 **Position split 50% EMS Div. 4702; 50% Fire Adm. Div. 4601

Training (4805) / 3

Inspection (4901) / 9.62

Division Chief (Training Center) Fire Marshal Senior Office Assistant Fire Inspection Captain Accreditation & Compliance Admin Fire Inspection Lieutenant Fire Inspector II (5) Public Edication Officer (0.62)* Senior Office Assistant *Position split 62% Fire-Inspection Div. 4901; 38% EMS Div. 4702

210

Fiscal Year 2017 Annual Budget

Fire/EMS (continued) Fire Suppression and Emergency Medical Services (EMS) Respond to all types of fire-related emergencies within the City. Provide basic and advanced emergency medical care to victims of illness or injury.

New Initiatives A Family-Friendly Community

• Respond to a projected 15,000 calls for service.

Community Paramedic Program (ongoing)

• Maintain an average response time of 8 minutes or less at least 90% of the time to emergency incidents.

Mobile Integrated Healthcare (ongoing)

• Provide treatment and transport approximately 9,000 patients to area hospitals.

Fire Stations 43 and 95 (ongoing) An Active, Healthy Community

• Provide inter-facility transport services to the community. Continue to acquire and utilize state of the art equipment to ensure the highest level of care to the community

Drowning Prevention/Water Safety (ongoing) with Communications and Marketing

• Provide a Special Weapons and Tactics (SWAT) medic program to support local police departments. • Provide a specialty water rescue unit. • Maintain a ready fleet of apparatus consisting of 7 front line ALS transport units, 3 reserve ALS transport units, 6 front line advanced life support (ALS) pumpers, 1 ALS aerial apparatus, 2 reserve ALS pumpers, and 2 reserve ALS aerial apparatus. • Maintain a ready fleet of support service apparatus to include a mobile air support unit, a dive rescue boat, a special events cart, and an incident support trailer. Training Provide comprehensive training programs to enhance the skills of firefighters and their ability to deliver the highest level of service while safely responding to emergency incidents. Provide required medical, fire, and inspection related recertification training in accordance with national, state, and local regulations for members of the Coral Springs Fire Department. Deliver entry level, recertification, and advanced level courses in fire, EMS, and technical rescue to Firefighters / EMS personnel nationally and internationally. Provide various levels of training to military, federal, state, and local law enforcement personnel. Provide training and education to the residents and businesses within the community. Research and evaluate the newest technology and procedures in the fire and EMS fields to enhance the delivery of services to the public. Organize the Fire Explorer Program, a career development program geared towards high school students who are interested in a career in the fire-rescue profession. Fire Inspection Perform approximately 6,400 annual fire inspections and approximately 5,600 re-inspections on all commercial properties and applicable multi-family residential units. Perform fire and life safety inspections of all public and private schools. Perform approximately 1,100 permit inspections and review approximately 1,300 sets of plans annually. Provide annual fire safety and prevention education through Safety Town and various educational programs to the community. Provide hands-on fire extinguisher training to the public. Conduct fire investigations on all fire related incidents to determine origin and cause while working closely with local law enforcement and the Florida State Fire Marshal’s Office.

City of Coral Springs, Florida

211

Revenues and Expenditures by Program and Category Fire/EMS Revenues: Fire Fund Fire Fund Special Assessment Intergovernmental Revenue Charges for Services Miscellaneous Revenues Fines and Forfeitures Partial Year Assessment Appropriated Fund Balance Capital Reserve Sub-Total EMS-General Fund Emergency Medical Services Contract Services Training Sub-Total Total Revenues Expenditures: Program Summary Fire Fund Administration Communication Services Suppression Training Inspection Capital Debt Service Interfund Transfers Non-Departmental Sub-Total EMS-General Fund Emergency Medical Services Communication Services Training Sub-Total Total Expenditures Summary by Category Fire Fund Personal Services Benefits Other Operating Expenses Capital Training Non-Departmental Interfund Transfers Debt Service EMS-General Fund Personal Benefits Other Expenses Capital Sub-Total Total FTE's Fire EMS Total FTE's

212

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

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

$10,774,072 5,535,573 3,062,255 34,371 6,750 3,751 0 0 $19,416,772

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

$11,598,058 5,719,224 3,059,010 55,000 52,020 5,887 0 0 $20,489,199

$842,922 217,872 76,279 0 0 0 $0 $0 $1,137,073

7.84% 3.96% 2.56% 0.00% 0.00% 0.00% n/a n/a 5.88%

$1,896,929 1,750 (750) $1,897,929

$2,318,301 1,751 0 $2,320,052

$2,618,663 1,751 0 $2,620,414

$2,509,133 1,751 0 $2,510,884

($109,530) 0 0 ($109,530)

-4.18% 0.00% n/a -4.18%

$20,275,106

$21,736,824

$21,972,540

$23,000,083

$514,542 108,378 12,164,048 1,273,670 1,238,334 213,344 282,860 937,839 1,644,162 $18,377,177

$587,636 108,012 12,146,562 1,727,281 1,314,871 216,856 282,860 957,502 2,015,051 $19,356,630

$681,357 160,683 12,286,296 1,937,855 1,282,298 398,200 282,860 218,420 2,104,157 $19,352,126

$694,080 166,292 12,883,761 1,922,733 1,324,408 565,500 282,860 330,705 2,318,860 $20,489,199

$12,723 5,609 597,465 (15,122) 42,110 167,300 0 112,285 214,703 $1,137,073

1.87% 3.49% 4.86% -0.78% 3.28% 42.01% 0.00% 51.41% 10.20% 5.88%

$7,876,509 363,525 212,524 $8,452,558

$8,325,264 362,028 214,252 $8,901,544

$8,509,693 427,562 191,247 $9,128,502

$8,891,096 446,549 191,834 $9,529,479

$381,403 18,987 587 $400,977

4.48% 4.44% 0.31% 4.39%

$26,829,735

$28,258,174

$28,480,628

$30,018,678

$1,538,050

5.40%

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

$9,334,121 3,415,320 1,407,639 216,856 1,727,281 2,015,051 957,502 282,860 $19,356,630

$9,372,107 3,624,346 1,414,181 398,200 1,937,855 2,104,157 218,420 282,860 $19,352,126

$9,829,275 3,653,390 1,585,876 565,500 1,922,733 2,318,860 330,705 282,860 $20,489,199

$457,168 29,044 171,695 167,300 (15,122) 214,703 112,285 0 $1,137,073

4.88% 0.80% 12.14% 42.01% -0.78% 10.20% 51.41% 0.00% 5.88%

$5,502,135 1,952,071 998,352 0 $8,452,558

$5,675,957 2,106,466 1,094,699 24,422 $8,901,544

$5,830,218 2,237,639 1,048,165 12,480 $9,128,502

$6,143,154 2,299,245 1,074,064 13,016 $9,529,479

$312,936 61,606 25,899 536 $400,977

5.37% 2.75% 2.47% 4.29% 4.39%

$26,829,735

$28,258,174

$28,480,628

$30,018,678

$1,538,050

5.40%

107.84 65.16 173.00

109.98 68.02 178.00

111.10 67.90 179.00

111.34 68.66 180.00

0.24 0.76 1.00

0.2% 1.1% 0.6%

Fiscal Year 2017 Annual Budget

$1,027,543

4.68%

Performance Measures Fire/EMS Strategic Priority: A Family-Friendly Community Measurement Type: Efficiency Measure: 1) Maintain Fire Rescue quality standards: —Response time of eight minutes or less for 90% of all emergency Fire/EMS calls —A minimum of fourteen firefighters on scene within ten minutes 90% of time for all structural fires Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 2) Provide inspection report to customer within 12 days from date of inspection (revised FY 2017) 3) Perform annual fire inspections on all commercial properties and applicable multi-family residential units (new beginning FY 2015) 4) Provide public education programs to residents ages 5-8 (new beginning FY 2015) 5) Provide a minimum number of classes at the Fire Academy: —Florida Firefighter Minimum Standards classes —EMT classes —Specialty classes —Paramedic class (new beginning FY2015) 6) Percentage of customers who are satisfied with the quality of the Fire Department (Resident Survey) 7) Percentage of customers who are satisfied with the quality of the emergency paramedics (Business Survey) 8) Maintain Citizen Emergency Response Team (CERT) force (new beginning FY 2015) 9) Maintain Fire Explorers program participation (new beginning FY 2015)

Goal

90%

97%

90%

97%

90%

100%

90%

98%

90%

FY2015 Goal Actual

Goal

N/A

95%

6,400

8,883

6,400

6,069

6,400

4,000

6,788

4,000

6,761

4,000

7 4 50 1

7 8 180 2

7 4 50 1

6 5 50 3

7 4 50 1

99%

99.5%

—

95%

—

99%

97%

—

100

135

100

135

100

City of Coral Springs, Florida

FY2016 Actual

FY2017 Goal

FY2015 Goal Actual

FY2016 Actual

FY2017 Goal

213

EMS CIP by funding source Funding Source Project Name Equity Financing Chest Compression Devices Lifepaks Pulse Point Equity Financing Total Loan Chest Compression Devices Dive Rescue Equipment Lifepaks Power Lift Stretchers Stair Chairs Auto Ventilation Units Portable Radio Equipment Suction Units Mobile Integrated Healthcare Loan Total EMS Total

214

FY 2016 Budget

FY 2017 Adopted

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$80,000

$6,000 $3,000 $10,000 $19,000

$0 $0 $0 $0

$6,000 $3,000 $10,000 $19,000

$0 $0 $0 $0 $0 $0 $0 $30,000 $30,000

$14,000 $0 $67,000 $0 $27,319 $0 $0 $0 $0 $108,319

$0 $0 $76,305 $0 $0 $0 $0 $0 $0 $76,305

$0 $25,000 $70,000 $0 $0 $17,390 $0 $0 $0 $112,390

$0 $0 $72,000 $0 $0 $0 $0 $0 $0 $72,000

$0 $0 $73,000 $40,000 $0 $0 $0 $16,000 $0 $129,000

$0 $0 $73,000 $0 $0 $0 $0 $0 $0 $73,000

$14,000 $25,000 $431,305 $40,000 $27,319 $17,390 $0 $16,000 $0 $571,014

$124,000

$127,319

$76,305

$112,390

$72,000

$129,000

$73,000

$590,014

$14,000 $66,000

Fiscal Year 2017 Annual Budget

Fire CIP by funding source Funding Source Project Name Operating-Fire Fund Dive Rescue Equipment Tactical Rescue Training Equipment Traffic Pre-Emption Portable Radio Replacement Thermal Imagers Structure Burn Replacement Gas Meters Flashover Replacement Fire Stations Painting & Improvements Cooling Fans in Bay Sparky Costume Replacement Replacement Radios for the CERT Team Rear Entrance Gate Honor Guard Uniforms Keyless Door Access MobileEyes Fire Inspection Licenses Knox Box/ Switch Rekeying Handheld GPS Units Personal Protective Equipment (PPE) Parking lot resurfacing/restriping Forcible Entry Door Prop and Materials Fire Station Surveillance Camera Installation Knox Mast Key Retention Operating-Fire Fund Total Potential Loan Academy 3rd Floor Potential Loan Total Fire Total

FY 2016 Budget

FY 2017 Adopted

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$0 $0 $0 $0 $398,200

$0 $65,000 $25,000 $0 $34,000 $0 $0 $10,000 $40,000 $8,000 $5,000 $18,000 $15,000 $15,000 $5,000 $25,000 $25,000 $17,500 $200,000 $10,000 $9,000 $19,000 $20,000 $565,500

$25,000 $0 $25,000 $0 $35,000 $0 $0 $0 $120,000 $0 $0 $0 $0 $0 $0 $18,000 $0 $0 $200,000 $0 $0 $0 $0 $423,000

$0 $0 $25,000 $0 $36,000 $0 $10,000 $0 $120,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $191,000

$0 $0 $25,000 $0 $36,000 $17,000 $0 $10,000 $120,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $208,000

$0 $0 $25,000 $40,000 $36,000 $0 $0 $0 $120,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $221,000

$0 $0 $25,000 $0 $36,000 $0 $0 $0 $120,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $181,000

$25,000 $65,000 $150,000 $40,000 $213,000 $17,000 $10,000 $20,000 $640,000 $8,000 $5,000 $18,000 $15,000 $15,000 $5,000 $43,000 $25,000 $17,500 $400,000 $10,000 $9,000 $19,000 $20,000 $1,789,500

$0 $0 $755,500

$0 $0 $565,500

$500,000 $500,000 $923,000

$4,500,000 $4,500,000 $4,691,000

$0 $0 $208,000

$0 $0 $221,000

$0 $0 $181,000

$5,000,000 $5,000,000 $6,789,500

$40,000 $0 $25,000 $0 $33,000 $17,000 $10,000 $0 $40,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

City of Coral Springs, Florida

215

Human Resources Chart Title

Mission

Human Resources Human Resources

Human Resources The Human Resources Department is committed to providing expertise in attracting, developing, and sustaining a high quality workforce committed to excellent service.

Department

Director of Human Resources* (1000)

Human Resources

Community Relations

(1000) / 9.25

(1001) / 2

Health Fund To provide Coral Springs employees and their families with a competitive benefits package consisting of a comprehensive, yet cost effective program for health, life, and long-term disability benefits.

Core Processes and Outputs Recruitment Recruit top talent by coordinating advertising, screening, interviewing, testing, selection, employee database management. • Timely processing of job applications to identify the most qualified candidates.

Human Resources Coordinator

Community Relations Manager

Human Resources Manager (2) Human Resources Partner (0.5)** Human Resources Analyst

Community Relations Coordinator

Pension Administrator Pension Analyst HR Technician Project Support Specialist Volunteer Services

City Hall in the Mall

(1008) / 1

(1007) / 2

Volunteer Services Coordinator

Passport Services Supervisor Senior Office Assistant

Health Fund

General Insurance Fund

(8501) / 2.25*

(8801) / 0.5

Employee Development Provide training and development opportunities in the areas of compliance, customer service, leadership development and other topics identified through needs analysis.

Human Resources Coordinator Employee Benefits Program Manager

Human Resources Partner (0.5)**

(Department/ Division Number) / Number of FTEs (Full-Time Equivalent) *Position split 75% Human Resources Div.1000; 25% Health Fund Div. 8501 **Position split 50% Human Resources Div. 1000; 50* General Insurance Fund Div. 8801

• Offer training through a variety of methods including instructor-led, e-learning, webinars, forums, mentoring, shadowing, books, and articles. • Develop leadership training programs and other professional development options in support of the City’s succession planning process. Compensation and Classification Support the development and maintenance of the Citywide broad band classification system, preparation and maintenance of classification specifications, preparation and maintenance of job descriptions, and completion of salary surveys. • Perform a comprehensive review of the City’s classification and compensation system to ensure competitive salaries to enable the City to hire and retain the best qualified employees. • Timely and accurate processing of payroll change authorizations. Compliance/Safety Coordinate Citywide safety programs. • Provide effective methods to ensure a safe work environment including safety training, committee meetings, library, events and programs.

216

Fiscal Year 2017 Annual Budget

Human Resources (continued) Employee Relations Partner with departments to provide guidance and consultation on human resource matters.

New Initiatives A Family-Friendly Community

• Develop, communicate and implement policies.

Multi-cultural Events (ongoing)

• Discretely manage employee relations issues. • Effectively manage collective bargaining negotiations.

Teen Political Forum (ongoing) An Active, Healthy Community

Benefits Administration

City-wide Day of Service (ongoing)

• Administer Police and Fire retirement plans. • Provide administrative support for general employee retirement plan, self-insured comprehensive medical and dental plan, and fully insured vision plan. Ensure that the aggregate and specific reinsurance coverage is maintained.

An Innovative, High-Performing Organization Sustaining Pension Administration

• Limit health care costs to less than the medical inflation rate. • Provide fully insured basic life insurance, employee paid supplemental group life, long-term disability coverage, and wellness programs to all eligible employees. Community Relations/Citizens Services/City Hall in the Mall • Act as a clearinghouse for citizen requests for information and service via the City’s Help Desk. • Provide an added level of service and convenience by coordinating various new and existing city, county, state and federal programs and services at our City Hall in the Mall satellite location. • Human Resources staff serve as liaisons on the MLK Committee, Multicultural Advisory Committee, and the Customer-Involved Government Committee. • Plan and organize community, multi-cultural and education-related events, including the Martin Luther King, Jr. weekend Celebration, State of the City Reception, Unitown, Uniteens, Unikids, Teen Political Forum, National Day of Prayer, International Dinner Dance, Worldfest, and other ethnic festivals. Quality Feedback Initiatives Provide strategic direction and support for the City’s internal quality initiatives and coordinate the annual support services survey, organization survey, and department director/supervisor 360-degree assessments. • Coordinate the City’s Sterling/Baldrige efforts including coordination of the Citywide survey.

City of Coral Springs, Florida

217

Revenues and Expenditures by Program and Category

Human Resources Revenues: City Hall In The Mall Total Expenditures: Program Summary Human Resources Community Relations Volunteer Services* City Hall In The Mall Total

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$668,151 $668,151

$758,891 $758,891

$728,350 $728,350

$930,924 $930,924

$202,574 $202,574

27.81% 27.81%

$839,714

$894,933

$945,401

$1,180,378

234,977

24.85%

279,697 0 334,498 $1,453,909

281,345 128,805 359,641 $1,664,724

291,483 153,388 362,779 $1,753,051

233,769 153,972 415,507 $1,983,626

(57,714) 584 52,728 $230,575

-19.80% 0.38% 14.53% 13.15%

$905,079 348,150 200,680 0 $1,453,909

$975,971 374,216 311,363 3,174 $1,664,724

$1,004,506 385,120 363,425 0 $1,753,051

$1,213,799 447,294 319,533 3,000 $1,983,626

$209,293 62,174 (43,892) 3,000 $230,575

20.84% 16.14% -12.08% n/a 13.15%

12.25

13.00

14.25

1.25

9.6%

$ Change from FY16 Budget

% Change from FY16 Budget

*Division transferred from the Police Department Summary By Category Personal Benefits Other Expenses Capital Total FTE's

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

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

$11,991,268 15,074 1,697,042 $13,703,384

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

$12,970,606 20,000 1,920,000 $14,910,606

$507,945 0 315,000 $822,945

4.08% 0.00% 19.63% 5.84%

Expenses: Program Summary Health-Dental Long Term Disability Contingency Life Insurance Total

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

$13,236,295 163,073 0 131,353 $13,530,721

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

$14,556,406 180,000 35,000 139,200 $14,910,606

$785,295 19,650 10,000 8,000 $822,945

5.70% 12.25% 40.00% 6.10% 5.84%

Summary By Category Personal Benefits Other Expenses Total

$102,913 11,258,552 1,713,583 $13,075,048

$135,862 11,685,711 1,709,147 $13,530,720

$139,684 12,036,092 1,911,885 $14,087,661

$194,125 12,587,262 2,129,219 $14,910,606

$54,441 551,170 217,334 $822,945

38.97% 4.58% 11.37% 5.84%

1.25

1.50

2.25

0.75

50.0%

Health Fund Revenues: Transfers Interest Income Recoveries Total

FTE's

218

Fiscal Year 2017 Annual Budget

Performance measures Human Resources Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 1) Percentage of employees who agree with the statement “I would recommend working for the City to a friend” 2) Employee engagement index 3) Percentage of employees who feel Human Resources provides quality services 4) Percentage of employees that are satisfied with liaison services 5) Percentage of employees that are satisfied with wellness activities 6) Percentage of employees who believe benefits are in line with needs 7) Quality of hire satisfaction 8) Sick hours per employee 9) Percentage of minority applicants per recruitment 10) Percentage of employees who agree with "I am satisfied with the access to training resources to assist in my professional development." Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 11) Respond to customer requests within 2 days —and complete service request within 7 business days*

FY2016 Actual

FY2015 Goal Actual

Goal

90%

93%

92%

94%

90%

87%

90%

88%

90%

97%

92%

96%

95%

90%

96%

90%

95%

90%

91%

90%

93%

90%

92%

90%

88%

90%

90% 48 45%

96% 64.7 64%

90% 48 45%

100% 65.3 68%

90% 48 45%

90%

91%

90%

92%

90%

FY2015 Goal Actual 100% 95% 100% 95%

FY2016 Actual transitioned 87% to new app 91% Goal

FY2017 Goal

FY2017 Goal 95% 95%

*Complete is defined as either resolved or assigning it to another platform (such as Code or Track EZ) with a new case number.

City of Coral Springs, Florida

219

Information Technology Mission To successfully integrate people, process and technology by fostering partnerships and consistently delivering solutions that serve as the foundation of City operations.

Core Processes and Outputs The Information Technology department provides voice and data services to over 1,000 staff at 35 locations. The voice network includes over 275 mobiles devices and over 900 wired devices, approximately half of which are related to CISCO VOIP service switches (Public Safety, City Hall, Center for the Arts and Tennis Center). The remaining lines provide basic telephone service (CENTREX) from AT&T. The data network consists of systems that can access a full suite of general purpose software tools, as well as 142 business applications and services. Elements of the data network consist of computing platforms, local area networks (LAN), the wide area network (WAN), and a wireless infrastructure. Computing platforms in the network include AS/400, file servers, and application servers. Access to a computing platform from most locations is accommodated via LAN, which, in turn, is interconnected to form the City’s WAN. Application Development and Integration Develop and maintain business applications, integrating them with the production computing environment. • Maintain, administer, and upgrade three AS/400 computing systems and the 35 HTE integrated applications that are operational on this platform. • Maintain, administer, and upgrade nine NetWare and 53 NT (a Microsoft operating system) servers, and the 97 applications and services that are server based.

Information Technology Information Technology Director of Information Technology (2001) / 21.5 IT Business Analyst IT Project Manager

Applications Manager

Solutions/Systems Analyst

Application Support

GIS Support

Infrastructure Manager

Network Data Center Operations

Solutions/Systems Analyst

GIS/Security Admin.

Programmer Analyst (2)

IT Support Specialist (0.75)*

Network Engineer

Programmer Analyst

Network Analyst (4) Applications Analyst (0.75)*

(Department/Div ision Number) / Number of FTEs (Full-Time Equiv alent) *Position split 75% Information Technology Div . 2001; 25% Public Works-Utilities-Adm. Div 6001

220

Database Analsyt

Fiscal Year 2017 Annual Budget

Service Center Support Team IT Support Specialist (3)

Information Technology (continued) Infrastructure Management Plan, manage, and maintain a production environment (platforms, LANs, and WAN) in accordance with service level agreements related to security, reliability, availability, and performance of voice and data services.

New Initiatives An Innovative, High-Performing Organization Network Security (ongoing)

• Maintain and administer the City’s WAN, consisting of CISCO routers and switches at all City locations.

Public Safety Technology Upgrade (ongoing)

Provide and support desktop access to general purpose software tools, business applications and data across multiple computing platforms, and external services, data, or applications.

Enterprise Software (ongoing)

• Maintain and administer the fully integrated voice and data network that consists of over 900 voice and data drops. The network serves all City locations with technology from CISCO systems. • Maintain, administer, and upgrade the City’s mobile computing environment for Police, Fire, Code Compliance, and Fleet Management. • Maintain, administer, and upgrade the GIS and AutoCADD computing platforms and applications serving departmental needs City-wide. • Maintain, administer and provide information relative to the City’s library of plat maps, as-builts, and design drawings. Customer Service Provide “on demand” service and support for system and security administration, problem resolution or coordination, acquisition research and assistance, and information requests relative to tools, data, and applications. • Respond to over 8,100 requests for service per year. Project Management Provide timely assistance and/or information required to satisfy customer requests and/or align their expectations to service delivery capabilities.

Performance Measures Information Technology Strategic Priority: An Innovative, High-Performing Measurement Type: Workload Measure: 1) Number of IT Development Projects implemented in accordance with City’s Business Plan and IT Work Program Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 2) Customer satisfaction rating from survey of Information Technology 3) Meet service level agreement regarding network availability 4) Meet service level agreement regarding application availability 5) Meet service level agreement regarding server availability

FY2015 Goal Actual 8

Goal

FY2016 Actual

FY2015 Goal Actual

Goal

95%

99%

95%

99%

95%

99.5%

100%

99.5%

100%

99.5%

98%

100%

98%

99.9%

98%

100%

99%

99.9%

99%

City of Coral Springs, Florida

FY2016 Actual

FY2017 Goal

221

Revenues and Expenditures by Program and Category

Information Technology Revenues: Information Technology Total

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$9,334 $9,334

$137 $137

$0 $0

Expenditures: Program Summary Computer Services Total

$2,910,805 $2,910,805

$3,182,973 $3,182,973

$3,522,893 $3,522,893

$3,655,547 $3,655,547

$132,654 $132,654

3.77% 3.77%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,458,315 559,322 801,420 91,748 $2,910,805

$1,544,804 611,962 1,026,207 0 $3,182,973

$1,732,945 656,662 1,133,286 0 $3,522,893

$1,804,231 677,531 1,173,785 0 $3,655,547

$71,286 20,869 40,499 0 $132,654

4.11% 3.18% 3.57% n/a 3.77%

19.25

21.25

21.50

0.00

0.0%

FTE's

n/a n/a

Information Technology CIP by funding source Funding Source Project Name Loan Desktop Computing Environment Email Retention and Anti-spam Filtering Network/Internet Infrastructure SharePoint Virtual Infrastructure Growth Computer Training Lab Uptime Monitoring Data Center Infrastructure Finance/HR ERP System and OSPS Dell Secure Works Loan Total Operating General Fund New Hire Phone/Computer Operating General Fund Total Information Services Total

222

FY 2017 Adopted

FY 2016 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$0 $0 $0 $0 $240,000 $0 $0 $61,000 $425,000 $0 $1,111,000

$0 $0 $275,000 $0 $240,000 $0 $0 $501,000 $0 $0 $1,016,000

$0 $0 $120,000 $0 $200,000 $0 $0 $70,000 $0 $0 $390,000

$221,428 $63,000 $150,000 $50,000 $200,000 $50,000 $65,000 $71,328 $0 $45,000 $915,756

$0 $30,000 $250,000 $60,000 $250,000 $0 $0 $550,000 $0 $50,000 $1,190,000

$250,000 $30,000 $250,000 $70,000 $250,000 $0 $50,000 $70,000 $0 $55,000 $1,025,000

$250,000 $30,000 $250,000 $70,000 $250,000 $75,000 $50,000 $70,000 $0 $0 $1,045,000

$721,428 $153,000 $1,295,000 $250,000 $1,390,000 $125,000 $165,000 $1,332,328 $0 $150,000 $5,581,756

$150,000

$3,700 $3,700

$0 $0

$3,700 $3,700

$1,261,000

$1,019,700

$390,000

$915,756

$1,190,000

$1,025,000

$1,045,000

$5,585,456

Fiscal Year 2017 Annual Budget

Parks and Recreation Mission To serve as a sports and entertainment destination to the residents of Coral Springs and northwest Broward County by providing exceptional leisure opportunities, beautification of the City, and support in reaching the City Commissionâ&#x20AC;&#x2122;s strategic priorities. We are focused on exceeding customer expectations through a philosophy of providing quality services, well-maintained facilities, and customer-friendly and attentive staff.

Chart Title

Parks and Recreation Parks & Recreation Director of Parks & Recreation (8102) Senior Office Assistant (8116)

Aquatics Services (8300's) / 16

Recreation & Sportsplex Tennis (8200's) / 8 - (7810) / 1 - (8400's) / 3

Cypress Pool (8301) / 3

Aquatics Administrator Parks & Recreation Associate (2) Mullins Pool (8302) / 2

Parks & Recreation Associate (2) Aquatics Complex (8303) / 11

Parks & Recreation Coordinator Parks & Rec Associates (5) Team Swimwear District Supervisor Parks & Rec Technician

Assistant Director of Parks & Recreation (7810)

Recreation Superintendent (8208)

Sportsplex (7810) / 1

Recreation Service (8205) / 5

Executive Assistant

Parks & Rec Coordinator (4)

Tennis Center (8409) / 2

Parks & Rec Coordinator

Summer Recreation (8208) / 1

Parks Lead Worker

Parks & Rec Coordinator Park Technician (2)

Parks & Rec Coordinator Parks Technician (2)

Beautification (8117) / 1 Landscape (8118) / 16

Parks Lead Worker Maintenance Worker (6)

Mullins Park (8102) / 11

Parks Services Coordinator (2)

Parks Lead Worker Maintenance Worker (6)

North Community Park (8103) / 9 Parks & Rec Coordinator Parks Technician (2)

Parks Lead Worker Maintenance worker (5)

Neighborhood Park (8116) / 15

Recreation Superintendent Transportation (8209) / 1

Parks & Rec Coordinator Parks Technician (2)

Bus Driver

*No Staff in this Division

Parks & Rec Coordinator Maintenance Worker (2)

City of Coral Springs, Florida

Parks Lead Worker (3) Parks Technician Maintenance Worker (10) Irrigation (8119) / 8 Parks Services Coordinator Parks Technician (1) Maintenance Worker (6) Environmentally Sensitive Land (8121) / 2

Parks Lead Worker Maintenance Worker (10)

Athletics (7812) / 5

Gymnasium* (8210) (Department/Division Number) / Number of FTEs (Full-Time Equivalent)

Parks Administrator (8117)

Cypress Park (8101) / 11

Cypress Tennis (8401) / 1

Parks & Rec Coordinator

Principal Office Assistant (2) Maintenance Worker

Parks Administrator (8101)

Sportsplex/ Tennis (7800's and 8400's)

Activity Center (8204) / 1

Prin. Office Assistant

Parks (8100's) / 73 - (7812) / 5

Parks & Rec Coordinator Parks Technician

Parks Technician Parks Lead Worker

223

Parks and Recreation (continued) Core Processes and Outputs Maintenance Coordinate overall management of Parks and Recreation divisions. • Maintain quality athletic fields and courts for over 1,150 organized sports teams. • Maintain 49 parks totaling 765 acres including buildings, structures, landscaping, irrigation and equipment. • Maintain safe and clean tennis facilities at Tennis Center, Cypress Park Tennis Center, other City parks, and two middle schools. • Maintain ten pools, a 7,500 square foot fitness center, a full-service swim shop, and three concession venues.

New Initiatives A Family-Friendly Community New Event Programming ArtWalk Events (ongoing) with Communications and Marketing An Active, Healthy Community Replacement Fund for Parks and Recreation Additional Senior Programming Turtle Run Park Improvements Athletic Field Renovations

Landscape and Irrigation Install, repair, and maintain irrigation systems, landscaping, and athletic turf in parks, medians, and all public buildings, facilities and grounds.

Court Resurfacing Riverside Park Boat Dock Grant Aquatic Complex 50 Meter Pool (ongoing)

Recreational Programming Provide programming for seniors, teens, special needs populations, preschoolers, after-school, summer recreation, and at-risk youth among others.

An Attractive Community Maintain and Protect City Trees

• Conduct 32,000 swim classes annually to over 4,000 participants through three different Learn to Swim programs. Administrative Services Manage new park construction and existing facility enhancements. Develop, implement, and monitor the budget and strategic plan for Parks and Recreation. City representative to sports groups, Kreul Classic, Sports Coalition Committee, and Sports Commission. Negotiate reciprocal use agreements with schools, both public and private. Prepare grants and inter-local, reciprocal use, and lease agreements. Revenue collection for permits, rentals, clinics, summer recreation and other programs. • Generate over $320,000 in tennis lesson revenue and over $450,000 in gross sales at the Swim Shop. Coordinate and secure sponsorships and advertising. Negotiate and administer contracts of third-party contractors providing a variety of services to facility customers. Scheduling Provide field and court permits for 19 City-recognized sports programs, independent leagues and organizations, and drop-in groups. • Accommodate over 4,000,000 park visitors to all sites. • Accommodate 500,000 Aquatic Complex participants and visitors. • Host 118,000 tennis players. Transportation Provide community and senior bus service.

224

Fiscal Year 2017 Annual Budget

Revenues and Expenditures by Program and Category Parks and Recreation Revenues: Parks Cypress Park Mullins Park North Community Park Neighborhood Parks Sub-Total

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$117,835 286,149 33,692 112,583 $550,259

$119,747 323,939 31,928 107,025 $582,639

$121,709 313,855 45,185 110,766 $591,515

$124,141 320,130 46,087 112,979 $603,337

$2,432 6,275 902 2,213 $11,822

2.00% 2.00% 2.00% 2.00% 2.00%

Recreation Mullins Activity Center $45,110 Recreation Center 16,141 Summer Recreation 525,870 Transportation Services* 164,750 Gymnasium 468,083 Sub-Total $1,219,954 *Includes Community Bus Program Revenues

$43,800 18,032 536,992 164,918 472,227 $1,235,969

$75,247 23,476 612,000 179,934 446,272 $1,336,929

$44,676 18,393 547,732 181,031 462,747 $1,254,579

($30,571) (5,083) (64,268) 1,097 16,475 ($82,350)

-40.63% -21.65% -10.50% 0.61% 3.69% -6.16%

$338,281 30,661 109,868 304,820 $783,630

$349,931 30,454 120,273 336,667 $837,325

$313,864 28,019 162,478 425,275 $929,636

$320,140 28,578 165,725 433,775 $948,218

$6,276 559 3,247 8,500 $18,582

2.00% 2.00% 2.00% 2.00% 2.00%

$133,006 72,167 1,704,323 $1,909,496

$125,568 66,046 1,739,191 $1,930,805

$168,325 83,276 1,734,489 $1,986,090

$128,079 67,317 1,582,005 $1,777,401

($40,246) (15,959) (152,484) ($208,689)

-23.91% -19.16% -8.79% -10.51%

$4,463,339

$4,586,738

$4,844,170

$4,583,535

($260,635)

-5.38%

Expenditures: Program Summary Parks Cypress Park Mullins Park North Community Park Neighborhood Parks Beautification Landscape Irrigation Environmentally Sensitive Land Sub-Total

$1,179,826 1,336,899 806,102 1,558,234 1,172,270 1,360,696 597,917 173,746 $8,185,690

$1,174,671 1,420,000 777,100 1,509,774 1,133,568 1,275,759 576,887 158,853 $8,026,612

$1,189,844 1,361,657 805,682 1,532,818 1,175,805 1,425,207 607,345 234,794 $8,333,152

$1,289,942 1,425,781 838,853 1,587,117 1,229,488 1,484,576 627,996 238,676 $8,722,429

$100,098 64,124 33,171 54,299 53,683 59,369 20,651 3,882 $389,277

8.41% 4.71% 4.12% 3.54% 4.57% 4.17% 3.40% 1.65% 4.67%

Recreation Activity Center Recreation Services Summer Recreation Transportation Services Gymnasium Sub-Total

$109,050 452,836 633,000 403,447 381,982 $1,980,315

$106,802 434,694 503,563 380,924 454,876 $1,880,859

$124,990 466,751 650,563 422,746 405,000 $2,070,050

$127,315 485,808 594,625 406,813 387,574 $2,002,135

$2,325 19,057 (55,938) (15,933) (17,426) ($67,915)

1.86% 4.08% -8.60% -3.77% -4.30% -3.28%

Sportsplex/Tennis Sportsplex Athletic Complex Cypress Tennis Tennis Center Sub-Total

$276,317 514,848 224,126 654,065 $1,669,356

$260,108 496,386 199,356 658,954 $1,614,804

$278,871 531,831 227,417 664,233 $1,702,352

$279,717 538,237 230,327 673,067 $1,721,348

$846 6,406 2,910 8,834 $18,996

0.30% 1.20% 1.28% 1.33% 1.12%

Aquatics Services Cypress Pool Mullins Pool Aquatics Complex Sub-Total

$309,678 261,289 1,908,438 $2,479,405

$323,768 272,394 2,097,662 $2,693,824

$318,395 268,079 1,944,791 $2,531,265

$397,758 264,706 1,903,972 $2,566,436

$79,363 (3,373) (40,819) $35,171

24.93% -1.26% -2.10% 1.39%

$14,314,766

$14,216,099

$14,636,819

$15,012,348

Sportsplex/Tennis Sportsplex Athletic Complex Cypress Tennis Tennis Center Sub-Total Aquatics Services Cypress Pool Mullins Pool Aquatics Complex Sub-Total Total Revenues

Total Expenditures

City of Coral Springs, Florida

$375,529

2.57%

225

Revenues and Expenditures by Program and Category Parks and Recreation (continued) Expenditures: Summary By Category Parks Personal Benefits Other Expenses Capital Sub-Total

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$3,152,328 1,650,729 3,360,649 21,984 $8,185,690

$2,992,121 1,631,446 3,365,825 37,220 $8,026,612

$3,190,570 1,697,860 3,421,861 22,861 $8,333,152

$3,291,516 1,777,671 3,629,402 23,840 $8,722,429

$100,946 79,811 207,541 979 $389,277

3.16% 4.70% 6.07% 4.28% 4.67%

$856,652 229,475 894,188 0 $1,980,315

$721,923 219,843 937,701 1,392 $1,880,859

$888,566 237,241 944,243 0 $2,070,050

$852,441 246,473 903,221 0 $2,002,135

($36,125) 9,232 (41,022) 0 ($67,915)

-4.07% 3.89% -4.34% n/a -3.28%

Personal Benefits Other Expenses Capital Sub-Total

$607,649 233,832 821,520 6,355 $1,669,356

$575,082 231,303 802,104 6,315 $1,614,804

$628,389 242,712 824,642 6,609 $1,702,352

$640,543 246,734 827,178 6,893 $1,721,348

$12,154 4,022 2,536 284 $18,996

1.93% 1.66% 0.31% 4.30% 1.12%

Aquatic Services Personal Benefits Other Expenses Capital Sub-Total

$1,020,426 398,418 1,060,561 0 $2,479,405

$1,040,591 395,843 1,255,932 1,458 $2,693,824

$1,057,288 408,809 1,065,168 0 $2,531,265

$1,052,724 409,997 1,103,715 0 $2,566,436

($4,564) 1,188 38,547 0 $35,171

-0.43% 0.29% 3.62% n/a 1.39%

$14,314,766

$14,216,099

$14,636,819

$15,012,348

$375,529

2.57%

$5,637,055 2,512,454 6,136,918 28,339 $14,314,766

$5,329,717 2,478,435 6,361,562 46,385 $14,216,099

$5,789,813 2,586,622 6,255,914 29,470 $14,661,819

$5,837,224 2,680,875 6,463,516 30,733 $15,012,348

$47,411 94,253 207,602 1,263 $350,529

0.82% 3.64% 3.32% 4.29% 2.39%

72.00 8.00 9.00 16.00 105.00

73.00 8.00 9.00 16.00 106.00

1.00 0.00 0.00 0.00 1.00

1.39% 0.00% 0.00% 0.00% 0.95%

Recreation Personal Benefits Other Expenses Capital Sub-Total Sportsplex/Tennis

Total Expenditures Expenditures - All Divisions Summary By Category Personal Benefits Other Expenses Capital Total Expenditures

FTE's Parks Recreation Sportsplex/Tennis Aquatic Services Total FTE's

226

Fiscal Year 2017 Annual Budget

Performance Measures Parks and Recreation Parks Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 1) Quality service rating for appearance of recreation/athletic facilities (Resident Survey) 2) Customer service rating for parks and recreation staff (Resident Survey) 3) Safety rating of City parks (Resident Survey) Recreation Strategic Priority: An Active, Healthy Community Measurement Type: Effectiveness Measure: 1) Customer service rating of summer recreation program

FY2015 Goal Actual

Goal

FY2016 Actual

FY2017 Goal

96%

97%

—

95%

94%

96%

—

95%

92%

93%

—

90%

FY2015 Goal Actual 98% 100%

Goal 98%

FY2016 Actual 99%

FY2017 Goal 95%

FY2015 Goal Actual 60% 66%

Goal 60%

FY2016 Actual 66%

FY2017 Goal 60%

FY2016 Goal Actual 80,000 77,081

FY2017 Goal 80,000

Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 2) Cost recovery ratio for the Recreation Division Strategic Priority: A Family-Friendly Community Measurement Type: Demand Measure: 3) Number of riders on community buses

FY2015 Goal Actual 90,000 85,208

City of Coral Springs, Florida

227

Performance Measures Aquatics Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 1) The combined cost recovery for the Aquatic Services —Aquatic Complex —Aquatic Services Division Strategic Priority: An Active, Healthy Community Measurement Type: Demand Measure: 2) Increase members and reduce member turnover: —Aquatic Complex membership —Aquatic Complex membership turnover —Cypress Pool average daily pool usage —Mullins Pool average daily pool usage Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 3) Maintain customer service ratings: —Aquatic facility —Cypress Park Pool —Mullins Park Pool Sportsplex Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 1) Revenue generated from Sportsplex concessionaires Strategic Priority: A Thriving Business Community Measurement Type: Effectiveness Measure: 2) Sports Commission: Number of room nights Tennis Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 1) Combined cost recovery ratio 2) Tennis lesson revenue Strategic Priority: An Active, Healthy Community Measurement Type: Effectiveness Measure: 3) Maintain customer service ratings at the Tennis Center 4) Membership turnover at the Tennis Center 5) Customer service rating for court maintenance at the Tennis Center 6) Number of tennis special events 7) Number of tennis teams

228

FY2015 Goal Actual

Goal

65% 50%

65% 60%

84% 72%

FY2016 Actual 79% 65%

FY2016 Actual

FY2015 Goal Actual

Goal

5,000 49% 250 120

4,000 49% 250 120

4,863 39% 253 N/A

FY2015 Goal Actual

Goal

92% 92% 92%

N/A N/A N/A

4,782 41% 255 130

FY2016 Actual 92% 92% 92%

FY2017 Goal 65% 60%

FY2017 Goal 4,000 50% 250 120

FY2017 Goal 90% 90% 90%

FY2015 Goal Actual $198K $230K

FY2016 Goal Actual $226K $227K

FY2017 Goal $226K

FY2015 Goal Actual 4,000 3,404

FY2016 Goal Actual 3,600 3,454

FY2017 Goal 3,600

FY2015 Goal Actual 50% 55% $300K $288K

FY2016 Goal Actual 50% 51% $275K $309K

FY2017 Goal 50% $275K

FY2015 Goal Actual 90% 94% 30% 19%

Goal 90% 30%

FY2016 Actual 95% 21%

FY2017 Goal 90% 30%

90%

78%

85%

86%

90%

25 60

36 93

30 60

42 89

30 60

Fiscal Year 2017 Annual Budget

Parks and Recreation CIP by funding source Funding Source Project Name CDBG Grant Youth Recreation Scholarship Sr. Recreational and Therapeutical Activity CDBG Grant Total Equity Financing Park Amenities Turtle Run Drainage Athletic Field Renovations Forest Glen Middle School Gym Partnership Workman w Dumpbed- Cypress Equity Financing Total Grant Dependent Splash Pad Systemâ&#x20AC;&#x201D;Betti Stradling Park Grant Dependent Total Loan 15-year Playground Replacement Artificial Turf Fields Building Furniture Cypress Park Renovations ESL Site Upgrades Fence Replacement Gym Sidewalks and Landscaping Irrigation Upgrades Linear Park Renovations Little League Building MIR 5000 Irrigation System Mullins Park Renovations Mullins Park Revitalization Neighborhood Parks Renovations North Community Park Renovations Paint Buildings Pathway Lighting @ Mullins Resurfacing Basketball/Tennis/Hockey Skateboard Park Equipment Replacement Storage Buildings at Cypress Park Landscape Beautification Light Fixture Replacement Program Median Master Plan Mullins Gym Interior Renovations Athletic Field Renovations Sherwood Forest Park Roadway Renovations Pro Force Debris Blower Topdresser 1 Ton Cab & Chassis Loan Total Operating General Fund Fence Replacement Fencing Park Amenities Resurfacing Basketball/Tennis/Hockey Irrigation Equipment Dock at Riverside Park- Grant Match Operating General Fund Total Parks Total

FY 2017 Adopted

FY 2016 Budget

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$50,000 $12,569 $62,569

$50,000 $15,021 $65,021

$50,000 $13,000 $63,000

$50,000 $15,000 $65,000

$300,000 $82,021 $382,021

$0 $0 $0 $0 $0

$25,000 $0 $100,000 $70,000 $23,500 $218,500

$0 $0 $0 $0 $0 $0

$25,000 $0 $100,000 $70,000 $23,500 $218,500

$120,000 $120,000

$0 $0

$30,000 $30,000

$0 $0

$30,000 $30,000

$150,000 $850,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

$100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

$150,000 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0

$140,000 $1,500,000 $25,000 $100,000 $75,000 $40,000 $30,000 $75,000 $125,000 $600,000 $5,000

$45,000 $1,500,000 $0 $100,000 $50,000 $100,000 $0 $75,000 $125,000 $0 $10,000

$245,000 $0 $30,000 $100,000 $50,000 $100,000 $0 $75,000 $125,000 $0 $10,000

$245,000 $0 $0 $100,000 $50,000 $50,000 $0 $75,000 $100,000 $0 $10,000

$925,000 $3,000,000 $55,000 $400,000 $225,000 $390,000 $30,000 $300,000 $475,000 $600,000 $35,000

$0 $0 0

$0 $0 200,000

$0 $0 50,000

$50,000 $100,000 200,000

$100,000 $100,000 200,000

$100,000 $50,000 200,000

$350,000 $300,000 1,050,000

$0 $0 $0

$0 $0 $0 $0 $0 $0 $0 $500,000 $0 $100,000 $0 $0 $0 $0 $0 900,000

$0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $0 $240,000 $16,000 $11,000 $0 667,000

$100,000 $15,000 $200,000 $100,000 $100,000 $150,000 $70,000 $1,000,000 $75,000 $300,000 $100,000 $0 $0 $0 $47,000 5,322,000

$100,000 $0 $0 $125,000 $100,000 $0 $70,000 $400,000 $75,000 $100,000 $100,000 $0 $0 $0 $0 3,475,000

$100,000 $25,000 $0 $0 $0 $0 $70,000 $0 $50,000 $100,000 $75,000 $0 $0 $0 $0 1,505,000

$50,000 $0 $0 $0 $0 $0 $70,000 $0 $0 $100,000 $0 $0 $0 $0 $0 1,200,000

$350,000 $40,000 $200,000 $225,000 $300,000 $150,000 $280,000 $1,900,000 $200,000 $700,000 $275,000 $240,000 $16,000 $11,000 $47,000 13,069,000

$0 $0 $4,337 $65,000 $0 $21,475 $90,812

$50,000 $0 $25,000 $0 $0 $0 $75,000

$0 $20,000 $25,000 $0 $18,000 $0 $63,000

$0 $30,000 $25,000 $0 $18,000 $0 $73,000

$0 $40,000 $30,000 $0 $18,000 $0 $88,000

$50,000 $130,000 $139,337 $65,000 $72,000 $21,475 $477,812

$1,182,569

$1,274,333

$835,000

$5,448,000

$3,611,000

$1,656,000

$1,353,000

$14,177,333

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 1,000,000

$0 $0 $0 $0

City of Coral Springs, Florida

229

Parks and Recreation-Aquatics CIP by funding source

Funding Source Project Name CDBG Grant Sr. Rec and Therapeutical Activity CDBG Grant Total Loan 25-Meter Pool Cover Replacement Cooling/Misting System Deck Staining—Cypress Dive Well Upgrades Dryland Training Area Enclosed Flume Slide Filter Room Upgrade Fitness Center Expansion Fitness Equipment Replacement Funbrellas Replacement Locker Room Upgrades Play Feature Replacement Pool Furniture Replacement Spectator Seating Shade Prog Starting Block Replacement Window Replacement 50-Meter Pool Cover Replacement Patio Furniture Replacement Carpeting/Flooring/Fitness Center Lighting Program (Energy Efficient) Support Meeting Room Endless Pool Painting Interior/Exterior Pool Resurfacing—Cypress Pool Heater Replacement Pool Heater Replacement—Mullins Pool Heater Repl—Cypress Pool Covers- Cypress New 50 Meter Pool Upgrades Scoreboard Replacement Pool Covers- Mullins Aquatic Complex Renovations Event Parking Lot Upgrades Stairway Renovations Steam room renovations Loan Total Operating General Fund Chemical Feeder Repl for 3 Pools Fitness Equipment Replacement Lane Line Replacement Motor Pump Repl— 3 pool sites Timing System Replacement Pool Vacuum—Aquatics Pool Vacuum—Cypress Pool Vacuum—Mullins Operating General Fund Total Aquatics Total

230

FY 2016 Budget

FY 2017 Adopted

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$33,000 $33,000

$35,000 $35,000

$202,000 $202,000

$0 $0 $0 $0 $0 $160,000 $0 $0 $56,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,500,000 $0 $0 $0 $0 $0 $0 $1,716,000

$0 $0 $0 $195,000 $0 $0 $0 $0 $35,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $17,500 $0 $0 $0 $0 $0 $0 $300,000 $0 $0 $0 $547,500

$0 $0 $0 $0 $0 $0 $0 $0 $35,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $60,000 $0 $0 $0 $0 $7,500 $20,000 $0 $0 $0 $0 $0 $10,000 $0 $0 $0 $0 $0 $35,000 $25,000 $25,000 $0 $0 $0 $0 $100,000 $0

$0 $0 $12,000 $0 $0 $0 $0 $0 $0 $5,000 $0 $7,500 $0 $0 $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $35,000 $25,000 $25,000 $15,000 $0 $0 $0 $100,000 $0

$35,000

$13,000 $17,500 $22,500 $0 $30,000 $0 $60,000 $225,000 $0 $5,000 $15,000 $7,500 $0 $35,000 $65,000 $17,500 $30,000 $20,000 $10,000 $20,000 $60,000 $25,000 $30,000 $35,000 $17,500 $20,000 $25,000 $15,000 $0 $35,000 $15,000 $100,000 $250,000 $10,000 $20,000 $1,250,500

$282,500

$249,500

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $20,000 $20,000 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $140,000

$13,000 $17,500 $34,500 $195,000 $30,000 $0 $120,000 $225,000 $70,000 $10,000 $15,000 $22,500 $20,000 $35,000 $65,000 $17,500 $30,000 $20,000 $20,000 $45,000 $60,000 $25,000 $30,000 $35,000 $125,000 $90,000 $75,000 $30,000 $0 $35,000 $15,000 $700,000 $250,000 $10,000 $20,000 $2,505,000

$0 $0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0 $0 $0

$10,000 $13,500 $12,500 $15,000 $10,000 $20,000 $7,000 $7,000 $95,000

$10,000 $30,000 $12,500 $15,000 $10,000 $10,000 $0 $0 $87,500

$10,000 $30,000 $0 $15,000 $10,000 $10,000 $0 $0 $75,000

$0 $40,000 $0 $15,000 $10,000 $10,000 $10,000 $10,000 $95,000

$30,000 $113,500 $25,000 $60,000 $40,000 $50,000 $17,000 $17,000 $352,500

$1,749,000

$580,500

$68,000

$1,378,500

$403,000

$359,500

$270,000

$3,059,500

Fiscal Year 2017 Annual Budget

Parks and Recreation- Sportsplex CIP by funding source

Funding Source Project Name Loan Additional Tennis Courts Artificial Turf Fields Brick Paver Recondition Exterior Painting—Athletics Exterior Painting—Clubhouse Interior Painting—Clubhouse Landscape North Parcel Replace Clubhouse Furniture Resurface Tennis Courts Resurfacing Track and Courts Shade Shelters—Athletics Shade Shelters—Clubhouse Shade Shelters—Tennis Courts Renovate Baseball Infield Replace Kitchen Appliances Paint/Recushion Courts-Tennis Ctr. Athletic Complex Park Amenities Replace Windows- Phase II Replace light fixtures on stadium court Laser Grade Clay Workman w Dumpbed- Sportsplex Loan Total Operating General Fund Dog Park Exercise Equipment Fencing—Tennis Courts Tennis Center Improvements Tennis Center Renovations Operating General Fund Total Sportsplex Total

FY 2016 Budget

FY 2017 Adopted

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

$170,000 $700,000 $8,500 $7,000 $10,000 $10,000 $200,000 $17,000 $40,000 $25,000 $17,000 $0 $8,000 $30,000 $15,000 $25,000 $30,000 $25,000 $75,000

$0 $0 $0 $0 $0 $0 $0 $0 $0 $60,000 $0 $5,000 $0 $0 $0 $0 $0 $0 $0

$0 $0 $9,000 $8,000 $12,000 $0 $0 $0 $0 $0 $0 $0 $8,000 $0 $0 $0 $30,000 $0 $0

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

$170,000 $700,000 $17,500 $15,000 $22,000 $20,000 $200,000 $17,000 $40,000 $85,000 $17,000 $5,000 $16,000 $30,000 $15,000 $25,000 $60,000 $25,000 $75,000

$0 $0 $0

$26,840 $26,840

$35,000 $0 $1,447,500

$0 $0 $65,000

$40,000 $0 $107,000

$0 $0 $10,000

$75,000 $26,840 $1,656,340

$0 $0 $13,000 $0 $13,000

$0 $0 $0 $0 $0

$8,000 $25,000 $9,000 $50,000 $92,000

$0 $8,000 $0 $30,000 $38,000

$9,000 $8,000 $0 $30,000 $47,000

$0 $10,000 $0 $30,000 $40,000

$17,000 $51,000 $9,000 $140,000 $217,000

$13,000

$26,840

$1,539,500

$103,000

$154,000

$50,000

$1,873,340

City of Coral Springs, Florida

231

Police Mission To provide professional, high quality and effective police service in partnership with the community.

Core Processes and Outputs Administration Administer the financial, operational and capital budgets of the department. Manage the overall working of the Police Department to provide a safe and secure community environment. Provide public informational services. Identify specific training needs of department personnel.

Police Chief of Police (4101) / 2

SWAT* (4107)

Executive Assistant

Operations Deputy Chief (4201) Special Events* (4108)

Executive Assistant (4201)

Operational Support

Criminal Investigations

Special Operations

Senior Office Assistant (4301)

Patrol Unit (4201) / 113

General Investigations (4301) / 21

K-9 Unit (4203) / 6

Dive Team* (4114)

Special Investigations (4302) / 17

Law Enforcement Captain

Law Enforcement Sergeant

Law Enforcement Captain

Law Enforcement Sergeant (2)

Law Enforcement Lieutenant (4)

Law Enforcement Officer (5)

Law Enforcement Sergeant (2)

Investigator (11)

Investigator (12)

Victim/Family Advocate (2)

Criminal Investigations Specialist

Principal Office Assistant (2)

Law Enforcement Sergeant (12) Law Enforcement Officer (84)

Strategic Enforcement Team (4204) / 10

Traffic Accident Investigator (9) Senior Office Assistant

Law Enforcement Captain Law Enforcement Sergeant

Traffic Unit (4202) / 10

Law Enforcement Sergeant

Law Enforcement Officer (8)

Humane Unit (4205) / 3

Senior Crimes Analyst Crime Analyst Principal Office Assistant (2) Crime Scene Investigation (4305) / 12

Motorcycle Officer (9) Humane Officer (3)

Crime Scene Investigations Unit Supervisor Latent Fingerprint Examiner

Bicycle Unit (4209) / 6

Crime Scene Technician (6) Law Enforcement Sergeant Law Enforcement Officer (5)

Evidence Specialist (3) Crime Lab Technician

Street Intelligence Unit (4211) / 4

Law Enforcement Officer (4) (Department/Division Number) / Number of FTEs (Full-Time Equivalent) * No full-time staff assigned to these divisions

BEAR Unit (4212) / 7

Law Enforcement Sergeant Law Enforcement Officer (6)

232

Fiscal Year 2017 Annual Budget

Investigations

New Initiatives

Investigate property crimes such as burglaries, thefts etc., and violent crimes such as batteries, assaults, domestic violence, child abuse (physical, sexual, and neglect), elderly abuse, adult sex crimes, homicide, and aggravated battery.

A Family-Friendly Community License Plate Readers Enhance Economic Crimes Staffing

Patrol Receive, process, and dispatch both emergency and non-emergency calls for Police and Fire Rescue.

Body Worn Cameras Pilot (ongoing)

â&#x20AC;˘ Respond to 170,000 projected calls for service and incident response.

School Resource Officers (ongoing)

CSI Building Renovation (ongoing)

Support Functions Process all external and internal requests for reports and information. Coordinate fleet and facility maintenance. Juvenile Operate the School Resource Officer program and present educational program at all grade levels. Coordinate court-ordered community service hours program for juveniles and adults.

Office of Professional Standards (4102) / 3

Administration Deputy Chief (Funded in 4110)

Vice and Intelligence (4103) / 14

Fiscal Management (4110) / 4

Communications (4502) / 29

Community Services

Human Resources (4104) / 4

Law Enforcement Sergeant Police Accreditation Coordinator Senior Office Assistant

Law Enforcement Sergeant

Background Investigator

Communications Administrator

Deputy Police Chief

Investigator (12)

HR Support Specialist (2)

Telecommunicator (19)

Police Fiscal and Procurement Coordinator

Intelligence Analyst

Principal Office Assistant

Communications Tech. Coordinator

Senior Office Assistant (2)

Communications Shift Supervisor (6) Emergency Call Taker (2)

Off Duty Detail* (4109)

Training (4210) / 4

Law Enforcement Sergeant Law Enforcement Officer (2)

Community Involvement (4207) / 2

Law Enforcement Officer

Emergency Management (4115) / 1

Central Records (4501) / 7

Emergency Management Coordinator

Community Involvement Specialist

Records Supervisor Principal Office Assistant (4) Office Assistant (2)

Range Master Building/Fleet (4503) / 4.625

Senior Fleet/Facilities Coordinator Fleet/Facilities Coordinator Facilities Technician (2)

Youth Liaison (4303) / 18

School Crossing Guards* (4206)

Law Enforcement Captain Law Enforcement Sergeant (2) Youth Liaison Officer (14) Principal Office Assistant

Custodian (0.625)

(Department/Division Number) / Number of FTEs (Full-Time Equivalent) *No full-time staff assigned to these divisions

City of Coral Springs, Florida

233

Revenues and Expenditures by Program and Category Police Revenues: Office of the Chief Off-Duty Detail Total

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$2,158,534 346,987 $2,505,521

$2,390,586 408,623 $2,799,209

$2,177,210 427,037 $2,604,247

$2,689,551 424,966 $3,114,517

Expenditures: Program Summary Administration Office of the Chief Vice/Intelligence Human Resources Off-Duty Detail Communications Center Fiscal Management SWAT Sub-Total Administration-Community Services Youth Liaison Emergency Management Community Involvement Training Volunteer Services* Central Records Crossing Guards Building and Fleet Maintenance Sub-Total

$ Change from FY16 Budget

% Change from FY16 Budget

$512,341 (2,071) $510,270

23.53% -0.48% 19.59%

$257,897 2,453,717 374,115 307,906 2,512,658 955,719 222,082 $7,084,094

$277,499 2,444,457 381,480 356,380 2,527,335 999,550 190,327 $7,177,028

$294,324 2,462,081 395,754 308,655 2,653,824 989,635 261,047 $7,365,320

$286,560 2,537,737 309,548 321,927 2,894,465 950,764 265,697 $7,566,698

($7,764) 75,656 (86,206) 13,272 240,641 (38,871) 4,650 $201,378

-2.64% 3.07% -21.78% 4.30% 9.07% -3.93% 1.78% 2.73%

3,062,530 82,027 354,291 784,396 133,538 457,739 431,295 558,351 $5,864,167

3,329,703 86,238 228,935 804,096 1,728 479,172 423,051 512,443 $5,865,366

3,484,173 90,988 240,512 760,238 0 519,754 455,815 573,641 $6,125,121

3,539,159 94,150 248,035 801,621 0 561,723 445,815 585,934 $6,276,437

$54,986 3,162 7,523 41,383 0 41,969 (10,000) 12,293 $151,316

1.58% 3.48% 3.13% 5.44% n/a 8.07% -2.19% 2.14% 2.47%

Sub-total Administration $12,948,261 *Division transferred to Human Resources in FY 2015 Office of Professional Standards Office of Professional Standards $257,866 Sub-Total $257,866 Operations Patrol Unit $17,684,127 Special Events 134,562 Traffic Unit 1,877,535 Sub-Total $19,696,224

$13,042,394

$13,490,441

$13,843,135

$352,694

2.61%

$261,974 $261,974

$269,345 $269,345

$346,873 $346,873

$77,528 $77,528

28.78% 28.78%

$17,848,172 128,687 1,871,384 $19,848,243

$18,572,434 145,006 1,912,889 $20,630,329

$18,832,549 150,838 1,930,796 $20,914,183

$260,115 5,832 17,907 $283,854

1.40% 4.02% 0.94% 1.38%

Special Operations Strategic Enforcement Team Humane Unit K-9 Street Intelligence Unit Bicycle Unit BEAR Unit Sub-Total

$1,622,881 226,890 1,195,361 614,593 913,876 1,122,640 $5,696,241

$1,596,580 227,363 1,124,746 570,420 855,498 1,132,348 $5,506,955

$1,690,574 257,907 1,155,770 588,111 872,118 1,150,769 $5,715,249

$1,697,771 259,605 1,165,155 600,836 928,508 1,192,127 $5,844,002

$7,197 1,698 9,385 12,725 56,390 41,358 $128,753

0.43% 0.66% 0.81% 2.16% 6.47% 3.59% 2.25%

Criminal Investigations General Investigations Special Investigations Crime Scene Investigations Dive Team Sub-Total

$2,800,175 2,341,031 1,007,429 10,369 $6,159,004

$2,817,329 2,393,752 1,053,082 10,797 $6,274,960

$2,956,502 2,381,497 1,165,235 13,477 $6,516,711

$3,254,163 2,505,011 1,190,414 13,768 $6,963,356

$297,661 123,514 25,179 291 $446,645

10.07% 5.19% 2.16% 2.16% 6.85%

Sub-Total Operations Total Summary By Category Personal Benefits Other Expenses Capital Total Positions FTE's

234

$31,551,469

$31,630,158

$32,862,289

$33,721,541

$859,252

2.61%

$44,757,596

$44,934,526

$46,622,075

$47,911,549

$1,289,474

2.77%

$23,568,210 15,935,518 5,215,785 38,083 $44,757,596 299.00 298.63

$23,930,698 15,747,625 5,237,980 18,223 $44,934,526 301.00 300.63

$25,058,911 15,974,078 5,565,197 23,889 $46,622,075 301.00 300.63

$26,222,528 15,836,317 5,827,788 24,916 $47,911,549 302.00 301.63

$1,163,617 (137,761) 262,591 1,027 $1,289,474 1.00 1.00

4.64% -0.86% 4.72% 4.30% 2.77% 0.33% 0.33%

Fiscal Year 2017 Annual Budget

Performance Measures Police Strategic Priority: A Family-Friendly Community Measurement Type: Effectiveness Measure: 1) Police Department's overall quality rating (Resident Survey) 2) Percentage of customers who has contact with or knows their neighborhood officers (Resident Survey) 3) Percentage of residents who feel that Coral Springs has remained as safe or become a safer place to live (Resident Survey)

FY2015 Goal Actual

Goal

FY2017 Goal

95%

96%

—

95%

45%

43%

—

45%

75%

79%

—

75%

5:00

4:55

2014 4) Average Police response time (from time of call to arrival) 5) Stabilize the burglary rate at a 0% increase adjusted for population (Source: Uniform Crime Report) 6) Maintain 0% increase in crime rate as adjusted for population (Source: Uniform Crime Report)

FY2016 Actual

5:00

2015

2014 0%

2015 -9.2%

2014 0% 29%

-4.7%

8) Reduce or maintain percent change in number of robberies (Source: Uniform Crime Report)

-5%

9) Traffic crashes per 1,000 citizens 10) Number of high school students that are awarded safe driving certificates at graduation

0.4% 2015

35.7%

30%

-42.4%

135

321

2014

-13.98% 2015

2014 7) Clearance rate for crimes (Source: Uniform Crime Report)

4:44

2015

35.7%

2016 5:00 2016 0% 2016 0% 2016 30% 2016

17.5%

2016 31

200

304

200

2014

2015

Strategic Priority: A Thriving Business Community Measurement Type: Effectiveness Measure: 11) Satisfaction rating by businesses (Business Survey) 12) Safety rating by businesses (Business Survey)

FY2015 Goal Actual — — —

—

City of Coral Springs, Florida

Goal 92% 92%

FY2016 Actual 96% 96%

FY2017 Goal — —

235

Police CIP by funding source Funding Source Project Name Command Bus CIP for New Police Hires- Vehicles CIP for New Police Hires- Other Northwest County Radio Upgrade CSI Building Renovation and Expansion Handgun Replacement Taser Replacement SWAT Weapons/Handguns 911 UPS Batteries AVL Security Display Replacement Ballistic Helmets Ballistic Shields and Breaching Tools Bicycle Replacements for Bike Unit Communications Chair Repl Computer/Hi-Tech Forensic Analysis Unit CRT PC Replacement EOC Improvements Handgun Replacement Intelligence Software Upgrades License Plate Reader Lighting at Gun Range Livescan Morphotrak Latent Station Painting Public Safety Facilities Prisoner Transport Van Radar Gun Replacement Replcmt. Bikes for Substation Unit Replacement Gas Masks and Filters Rubber Flooring at Public Safety Ruggedized Laptops Seal Coating Driveways Surveillance Equipment Tactical (SRT) Vests Taser Replacement Total Station Replacement Video Forensics System VIN Tracking Device Wireless Motor Kit Gran Tex Safety Town Improvements K-9 Tactical Vests Security Cameras @ Parks BearCat Enhancements Rapid ID Devices Emergency Management Director Vehicle Carpet Replacement Public Safety SWAT Weapons Obstacle Course Imaging Processing Equipment PSB 2nd Floor UPS Batteries/Capacitors PPE Gear 3M FR-64 Canisters SRO Vehicles- 3 Explorer Traffic Accident Investigator Vehicle Combat Gauze FF&E for CSI Building Traffic Homicide Invest Enhancement Parking Enforcement Vehicle Administrative Lieutenant Vehicle Economic Crimes Detective Vehicle Economic Crimes Sergeant Vehicle Body Cameras Force Field Equipment KeyTrack Fleet Management TCATS M-Vac System-Forensic Evidence Vacuum SET- Ballistic Vests Social Media Manager Vehicle Communications Center Carpet Repl Gym Equipment Replacement Radio Tower UPS Batteries Taser Replacement CSI Building- Roof Replacement Police Total

236

FY 2016 Budget

$0 $0 $0 $0 $0 $0 $0 $0 $0 $5,100 $0 $0 $17,100 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $63,774 $0 $0 $0 $0 $0 $165,000 $150,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

FY 2017 Adopted $0 $63,000 $40,638 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $15,000 $0 $0 $10,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $26,000 $0 $0 $0 $225,000 $0 $43,000 $0 $0 $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $80,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $22,658 $105,000

FY 2018 Plan $450,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $26,000 $0 $0 $10,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $125,000 $0 $0 $0 $0 $0 $0 $0 $0 $80,000 $0 $0 $0 $0 $0 $0 $18,000 $0 $0 $32,829 $0

$415,874

$655,296

$751,829

$0 $4,900 $10,000

FY 2019 Plan

FY 2020 Plan

$0 $0 $0 $0 $0 $0 $0 $0 $8,000 $8,000 $0 $12,000 $10,800 $10,800 $70,000 $0 $15,000 $0 $20,000 $32,000 $0 $30,000 $100,000 $7,500 $45,000 $0 $0 $0 $20,000 $0 $45,000 $0 $0 $10,000 $15,000 $7,500 $9,800 $5,000 $0 $5,000 $7,000 $0 $20,000 $12,000 $30,000 $15,000 $8,000 $10,000 $0 $0 $15,000 $0 $28,000 $15,000 $0 $0 $28,000 $28,000 $28,000 $28,000 $0 $0 $13,500 $0 $25,239 $0 $25,000 $0 $5,000 $0 $32,829 $0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $15,000 $10,000 $0 $0 $0 $0 $0 $10,000 $0 $40,000 $5,000 $0 $0 $0 $0 $0 $120,000 $10,000 $0 $5,000 $0 $0 $28,000 $0 $0 $0 $0 $55,000 $0 $5,000 $8,000 $0 $30,000 $10,000 $0 $0 $0 $0 $0 $5,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $15,000 $0 $0 $5,000 $0 $32,829 $0

$0 $0 $0 $0 $0 $0 $0 $0 $10,000 $8,000 $0 $0 $0 $0 $0 $0 $0 $5,000 $0 $0 $8,000 $0 $0 $10,000 $0 $0 $0 $0 $38,000 $0 $0 $0 $0 $0 $0 $10,000 $0 $0 $0 $5,000 $0 $0 $0 $0 $0 $0 $8,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,000 $0 $0 $0 $0 $18,000 $5,000 $0 $32,829 $0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $16,000 $32,829 $0

Total Cost FY 2017-2022 $450,000 $63,000 $40,638 $0 $0 $0 $0 $0 $18,000 $16,000 $25,000 $12,000 $10,800 $10,800 $111,000 $0 $30,000 $35,000 $20,000 $32,000 $8,000 $30,000 $100,000 $27,500 $45,000 $40,000 $5,000 $26,000 $58,000 $0 $45,000 $225,000 $120,000 $73,000 $15,000 $22,500 $9,800 $5,000 $28,000 $10,000 $7,000 $25,000 $20,000 $67,000 $30,000 $20,000 $24,000 $10,000 $30,000 $10,000 $15,000 $125,000 $28,000 $15,000 $0 $5,000 $28,000 $28,000 $28,000 $28,000 $160,000 $0 $18,500 $0 $25,239 $15,000 $25,000 $36,000 $15,000 $16,000 $186,803 $105,000

$859,968

$433,829

$162,829

$48,829

$2,912,580

Fiscal Year 2017 Annual Budget

FY 2021 Plan

FY 2022 Plan

Public Works Mission Public Works To support Coral Springs in becoming the premier community in which to live, work, and raise a family by providing quality facilities, infrastructure and customer-focused services to both internal and external customers. Utilities To provide the City utilities service area with a reliable and safe water supply that is adequate for all customer needs including fire protection; and to ensure that wastewater is collected and disposed of properly in accordance with all regulations and standards as set forth by the Environmental Protection Agency, Florida Department of Environmental Protection, Broward County Health Department and the Broward County Environmental Protection Department. Equipment Services To support all departments of the City by maintaining and repairing all vehicles and equipment in a timely and cost-effective manner.

PublicWorks Works Public

Director of Public Works* (5501)

Administrative Services (5501) / 2

Solid Waste Recycling (5502) / 0.75

Streets (5601) / 21.75

Facilities Management (5801) / 5

Public Works Analyst (0.5 )** Public Works Analyst (0.5) Streets Superintendent Facilities Superintendent Senior Office Assistant PW Project Tech. (0.25)*** Lead Worker (2) Electrician Senior Office Assistant Facilities Technician Equipment Operator II (4) Lead Custodian Streets Technician (6) AC Technician PW Project Tech. (0.75) *Position split 50% Public Works Div. 5501; 50% Utilities Adm. Div. 6001 Lead Neighboorhood Service Worker **Position split 50% Public Works Div. 5501; Neighborhood Service Worker (5) 50% Facilities Mgmt. Div. 5502 Office Assistant ***Position split 25% Public Works Div. 5502; 75% Streets Div. 5601

Equipment Maintenance (5701) / 15

Utilities (6001-6005) / 40.5

Fleet Superintendent Fleet Analyst Service Writer Lead Mechanic Mechanic (9) Administration* Mechanic/Fire-Evt (6001) / 7.5 Generator Technician Senior Office Assistant Deputy City Manager (0.5)** Director of Financial Services (0.25) Director of Public Works (0.50) Assistant City Attorney (0.25) City Controller (0.50) Utilities Operations Manager Civil Engineer IT Support Specialist (0.25)**** Applications Analyst (0.25)***** Asset Mgmt. System Technician Project Support Specialist Office Assistant Wastewater Collection (6005) / 8 Utilities Coordinator Sr. Utilities Instrumentation Technician Equipment Operator II (2) Utilities Mechanic Video Inspection Technician Utilities Service Technician Utilities Electrician

City of Coral Springs, Florida

Utilities Operation Mgr. (6001)

Water Distribution (6002) / 9

Water Treatment (6003) / 16

Field Operations Supervisor Water Conservation Coordinator PW Lead Worker Utilities Service Technician (3) Utilities Locator Technician Utilities Service Worker (2)

Wastewater Treatment* ( 6004 )

Chief Water Plant Operator Utilities Maintenance Specialist *No staff in this division Utilities Mechanic (3) Senior Water Plant Operator (9) Water Plant Operator (1) Utilities Service Technician

(Department/Division Number) / Number of FTEs (FullTime Equivalent) *Total FTE also includes the following position split: 50% Director of Public Works (5501), 25% Director of Financial Services (1501), 50% City Controller (1501), and 25% Assistant City Attorney (2502) **Position split 50% City Manager's Office Div. 0501; Utilities Adm. Div. 6001 ***Position split 50% Public Works Div. 5501; 50% Utilities Adm. Div. 6001 ****Position split 25% Utilities Adm. Div. 6001; 75% Information Technology Div. 2001 *****Position split 50% Utilities Adm. Div. 6001; 50% Information Technology Div. 2001

237

Public Works (continued) Core Processes and Outputs Public Works Administration

New Initiatives A Thriving Business Community

Coordinate overall department management, administration, and budget.

Water Fill Station

Oversee the contractual responsibilities of the solid waste franchise holder.

Downtown Water & Sewer Improvements (ongoing)

Streets Perform repair and maintenance of City-owned streets, bike paths and parking areas. • Maintain 96.5 miles of bike paths and sidewalks.

An Attractive Community Piloting Electric Vehicles and Charging Stations

• Maintain 224 center lane miles of City streets.

Turtle Run Park Left Turn Lane - Ph. I

• Inspect 8 miles of state roads and 32 miles of county roads.

NW 110th Avenue Bicycle and Pedestrian Project with Development Services

• Clean and maintain over 6,500 drains.

Increase and Enhance Litter Control

Facilities Perform in-house or contract for maintenance, repair, and minor construction of all City buildings. • Maintain 662,170 square feet of City facilities. Utilities

Coral Springs Water Quality Improvement Infiltration and Inflow (ongoing) Meadows and Dells Stormwater Improvements (ongoing)

Perform management, administration, and support for the daily operation of water treatment, water plant maintenance, water distribution, wastewater collection, and wastewater treatment. • Produce an average of 5.84 million gallons per day of treated water. Equipment Services Repair and maintain all City vehicles including fire, police, and small engine equipment. • Maintain more than 812 vehicles/equipment and 450 pieces of small engine equipment. Prepare specifications for new equipment and vehicle purchases. Provide specialized equipment installation for public safety vehicles. Repair and service motorcycles for the City of Margate.

238

Fiscal Year 2017 Annual Budget

Revenues and Expenditures by Program and Category

Public Works Revenues: Administrative Services Streets Total

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$188,858 45,607 $234,465

$258,866 49,684 $308,550

$185,500 48,000 $233,500

$108,184 49,777 $157,961

($77,316) 1,777 ($75,539)

-41.68% 3.70% -32.35%

$337,227 82,057 $419,284

$295,668 54,497 $350,165

$262,257 152,743 $415,000

$287,489 61,309 $348,798

25,232 (91,434) ($66,202)

9.62% -59.86% -15.95%

Streets Facilities Management Total

$3,273,590 621,793 $4,314,667

$3,551,565 794,073 $4,695,803

$3,528,357 808,351 $4,751,708

$3,738,749 730,802 $4,818,349

210,392.00 (77,549) $66,641

5.96% -9.59% 1.40%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,520,867 682,091 2,109,709 2,000 $4,314,667

$1,497,962 675,932 2,510,964 10,945 $4,695,803

$1,502,414 651,954 2,593,128 4,212 $4,751,708

$1,613,521 732,316 2,466,443 6,069 $4,818,349

$111,107 80,362 (126,685) 1,857 $66,641

7.40% 12.33% -4.89% 44.09% 1.40%

28.50

28.00

27.75

28.75

1.00

3.6%

$ Change from FY16 Budget

% Change from FY16 Budget

Expenditures: Program Summary Administrative Services Solid Waste Recycling Sub-Total

FTE's

Equipment Services Revenues: Fuel/Maint/Chargeback Transfers Fleet Services to other entities: City of Parkland City of Margate/Coconut Creek Interest Income Appropriated Fund Balance Auction Total

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$5,724,387

$5,890,747

$5,989,969

$6,313,663

$323,694

5.40%

43,226 2,333 (2,397) 3,451,584 157,921 $9,377,054

34,983 5,175 41,917 3,237,402 291,224 $9,501,448

45,000 3,500 50,000 3,627,785 120,000 $9,836,254

32,000 3,500 50,000 3,722,625 144,000 $10,265,788

(13,000) 0 0 94,840 24,000 $429,534

-28.89% 0.00% 0.00% 2.61% 20.00% 4.37%

Expenses: Program Summary Equipment Maintenance Total

$9,377,054 $9,377,054

$9,031,634 $9,031,634

$9,836,254 $9,836,254

$10,265,788 $10,265,788

$429,534 $429,534

4.37% 4.37%

Summary By Category Personal Benefits Other Expenses Depreciation Interfund Transfers Equipment Purchases Total

$776,631 360,462 2,083,241 2,568,785 173,475 3,414,461 $9,377,054

$756,592 362,685 1,977,731 2,697,224 0 3,237,402 $9,031,634

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

$893,000 393,875 1,910,541 3,328,442 198,740 3,541,190 $10,265,788

$35,107 12,727 (249,731) 332,051 166,740 132,640 $429,534

4.09% 3.34% -11.56% 11.08% 521.06% 3.89% 4.37%

15.00

0.00

0.00%

FTE's

City of Coral Springs, Florida

239

Revenues and Expenditures by Program and Category

Water and Sewer Fund Utilities Revenues: Water Wastewater Private Fire Line Fee Meter Sales Backflow Recertification Adm. Fee Misc. Income Charges for Service Appropriated Fund Balance Interest Income Total Expenses: Program Summary Administration Water Distribution Water Treatment Wastewater Treatment Wastewater Collection Sub-Total Non-Departmental Total Summary By Category Personal Benefits Other Expenses Capital Sub-Total Non-Departmental Total FTE's

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$8,140,432 11,797,667 22,679 5,895 21,500 0 271,742 0 32,256 $20,292,171

$8,434,232 12,262,183 24,979 3,130 25,476 4,323 267,746 0 30,499 $21,052,568

$8,459,130 12,680,259 24,865 12,731 18,362 11,330 192,845 0 43,250 $21,442,772

$8,755,199 13,124,068 25,611 10,000 18,913 10,000 204,470 1,597,793 30,502 $23,776,556

$296,069 443,809 746 (2,731) 551 (1,330) 11,625 1,597,793 (12,748) $2,333,784

3.50% 3.50% 3.00% -21.45% 3.00% -11.74% 6.03% n/a -29.48% 10.88%

$567,984 906,178 2,467,958 4,883,673 1,154,883 $9,980,676

$849,464 903,403 1,178,791 5,232,090 2,483,906 $10,647,654

$995,700 1,089,044 3,003,667 5,513,827 1,155,196 $11,757,434

$1,049,980 1,119,212 3,037,385 6,065,210 1,241,049 $12,512,836

$54,280 30,168 33,718 551,383 85,853 $755,402

5.45% 2.77% 1.12% 10.00% 7.43% 6.42%

$8,318,251 $18,298,927

$10,361,394 $21,009,048

$9,685,338 $21,442,772

$11,263,720 $23,776,556

$1,578,382 $2,333,784

16.30% 10.88%

$1,844,885 907,677 2,326,913 574,928 $5,654,403

$2,061,769 975,154 2,378,641 475,538 $5,891,102

$2,221,234 1,015,407 2,988,555 576,411 $6,801,607

$2,346,999 1,068,168 3,032,461 343,411 $6,791,039

$125,765 52,761 43,906 (233,000) ($10,568)

5.66% 5.20% 1.47% -40.42% -0.16%

$12,644,525 $18,298,930

$15,117,946 $21,009,048

$14,641,165 $21,442,772

$16,985,517 $23,776,556

$2,344,352 $2,333,784

16.01% 10.88%

38.75

40.25

40.50

0.00

0.00%

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

Total

$3,908,538 0 $3,908,538

$4,042,989 0 $4,042,989

$4,092,700 214,218 $4,306,918

$4,347,900 0 $4,347,900

$255,200 (214,218) $40,982

6.24% -100.00% 0.95%

Expenditures: Summary By Category Personal Benefits Operating Expenses Interfund Transfers Total

$0 0 2,995,990 720,285 $3,716,275

$0 0 4,190,011 36,000 $4,226,011

$41,982 18,956 4,174,480 71,500 $4,306,918

$42,658 19,562 4,285,680 0 $4,347,900

$676 606 111,200 (71,500) $40,982

1.61% 3.20% 2.66% -100.00% 0.95%

0.00

0.75

Solid Waste Fund Revenues: Program Summary Solid Waste Non Franchise

Appropriated Fund Balance

FTE's

240

Fiscal Year 2017 Annual Budget

$ Change from FY16 Budget

0.00

% Change from FY16 Budget

0.0%

Performance Measures Public Works Strategic Priority: An Attractive Community Measurement Type: Effectiveness Measure: 1) Department’s overall quality service rating (Resident Survey) 2) Customer satisfaction rating on janitorial services Strategic Priority: An Attractive Community Measurement Type: Efficiency Measure: 3) Availability rate of all vehicles/equipment for all departments 4) Facilities routine work orders completed within 15 working days 5) Percent of hydrants inspected 6) REVISED Reduce total flow by 1 million gallons per year in lift stations through I&I program compared to I&I 2011 base year 7) Service valves per year 8) Pot hole repair response time 9) Miles of street sweeping per year to meet NPDES standards (new beginning FY2015) 10) Complete litter removal of 159 miles of road rights-ofway in five working days (new beginning FY2015) Strategic Priority: An Attractive Community Measurement Type: Workload Measure: 11) Inspect and clean storm drains per year (new beginning FY2015) Strategic Priority: An Attractive Community Measurement Type: Demand Measure: 12) Number of times wastewater flow exceeds 9.79 mgd per month for three consecutive months (new beginning FY2015) 13) Percent of "unaccounted for" water

FY2015 Goal Actual

Goal

FY2016 Actual

FY2017 Goal

92%

90%

—

90%

93%

90%

100%

90%

FY2015 Goal Actual

Goal

FY2016 Actual

94%

93%

94%

96%

94%

90%

93%

90%

99%

90%

100%

1,200 1 day

100% 1 million gallons/ year 1,000 2 days

FY2017 Goal

750 3 days

1,164 <1 day

100% 1 million gallons/ year 1,000 1 day

300

978

850

1,151

1,000

5 days

4.3 days

5 days

5.9 days

5 days

FY2015 Goal Actual

Goal

9,600

19,770

FY2015 Goal Actual

FY2016 Actual

15,000

Goal

160,000 gallons

18,007

FY2016 Actual

FY2017 Goal 14,000

FY2017 Goal

<10%

8.00%

<10%

6.12%

<10%

City of Coral Springs, Florida

241

Public Works CIP by funding source Funding Source Project Name CDBG Grant Pedestrian Lighting for Forest Hills Blvd CDBG Grant Total Equity Financing Air Conditioning Maint/Replacement Equity Financing Total Loan Air Conditioning Maint/Replacement Speed Hump Repair and Restripe Street Light Upgrades Roof Replacement Corporate Park Drainage Improvements University Dr. LED Street Light Pilot Program Broward College Asphalt Repair Forest Hills Blv Light conversion to LED Corporate Sign Improvements Electric Car Charging Stations PD Radio Tower Emergency Power Re-wiring Canal Bank Beautification Loan Total Operating General Fund Air Conditioning Maint/Replacement Speed Hump Repair and Restripe Street Light Upgrades Drainage and Swale Improvements Pedestrian Lighting for Forest Hills Blvd Operating General Fund Total Equity Solid Waste Fund Waste Transfer Station Improvements Equity Solid Waste Fund Total Facilities Reserve Roof Repairs Facilities Reserve Total Public Works Total

FY 2016 Budget

FY 2017 Adopted

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$190,000 $190,000

$0 $0

$50,000 $50,000

$0 $0

$50,000 $50,000

$0 $0 $6,400 $135,000 $170,000 $32,500 $0 $0 $0 $10,000 $0 $0 $353,900

$0 $0 $0 $240,000 $0 $0 $0 $0 $0 $15,000 $6,000 $0 $261,000

$100,000 $33,000 $0 $200,000 $200,000 $45,000 $65,000 $54,000 $30,000 $13,000 $0 $56,000 $796,000

$150,000 $33,000 $0 $190,000 $0 $45,000 $0 $0 $20,000 $0 $0 $438,000

$204,480 $36,000 $0 $125,000 $0 $0 $0 $0 $0 $0 $0 $0 $365,480

$225,000 $30,000 $0 $75,000 $0 $0 $0 $0 $30,000 $0 $0 $0 $360,000

$679,480 $132,000 $6,400 $965,000 $370,000 $122,500 $65,000 $54,000 $60,000 $58,000 $6,000 $56,000 $2,574,380

$0 $25,000 $15,000 $0 $0 $40,000

$120,000 $33,000 $30,000 $0 $120,000 $303,000

$0 $0 $30,000 $25,000 $0 $55,000

$120,000 $58,000 $165,000 $100,000 $120,000 $563,000

$71,500 $71,500

$0 $0

$175,000 $175,000

$250,000 $250,000

$700,000 $700,000

$0 $0

$1,125,000 $1,125,000

$55,000 $55,000

$330,000 $330,000

$688,900

$794,000

$1,156,000

$1,248,000

$475,480

$470,000

$4,832,380

$365,000 $365,000

$150,000 $40,000 $50,000 $30,000 $0 $0 $0 $0 $0 $0 $355,000

$0 $0 $0

$800,500

$190,000 $190,000

Equipment Services CIP by funding source Funding Source

FY 2016

FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

Total Cost

Project Name Operating-Equipment Services Fund Contingency for Equip Purchases Vehicles and Equipment Replacement Operating-Equipment Services Fund Total Equity Financing Equipment Fund Replacement of Inground Vehicle Lifts West Side Complex Construction Two Electric Vehicles Equity Financing Equipment Fund Total Potential Loan West Side Complex Construction Potential Loan Total Total

Budget

Adopted

Plan

FY 2017-2022

$35,000 $3,373,550 $3,408,550

$39,000 $3,504,340 $3,543,340

$44,000 $7,073,090 $7,117,090

$50,000 $4,037,419 $4,087,419

$53,000 $3,605,731 $3,658,731

$56,000 $3,718,069 $3,774,069

$60,000 $5,087,826 $5,147,826

$302,000 $27,026,475 $27,328,475

$32,000 $0 $0 $32,000

$0 $139,740 $59,000 $198,740

$32,000 $0 $0 $32,000

$0 $0 $0 $0

$32,000 $139,740 $59,000 $230,740

$0 $0 $3,440,550

$0 $0 $3,742,080

$501,860 $501,860 $7,650,950

$11,000,000 $11,000,000 $15,087,419

$0 $0 $3,658,731

$0 $0 $3,774,069

$0 $0 $5,147,826

$11,501,860 $11,501,860 $39,061,075

242

Fiscal Year 2017 Annual Budget

Transportation CIP by funding source

Funding Source Project Name CDBG Grant Existing Walkways Renovation New Sidewalk Construction CDBG Grant Total Equity Financing 40th Street Improvements, Riverside to Woodside Equity Financing Total Grant Dependent NW 110th Ave Sidewalk & Drainage Improvements Grant Dependent Total Loan Alley Refurbishment Program Master Parking Lot Refurbishing Resurface & Restripe Parking Lots Road Resurfacing Program University Drive North Resurfacing Roadway Evaluation and Management software Westchester Elem & Royal Palm Blvd crosswalk Wiles Road and 441 Entry Improvements Coral Hills Drive Sidewalk and Drainage New Sidewalk Construction 40th Street Sidewalk Meadows and Dells Drainage Improvement40th Street Improvements, Riverside to Woodside NW 110th Ave Sidewalk & Drainage Improvements University Drive Interconnectivity Project 39th St Sidewalk & Drainage Improvements Loan Total Operating General Fund Bridge Repairs Guardrail Maintenance and Repair Bus Shelters Repairs & Replacement Keep Coral Springs Beautiful- Re-engage for good NW 39th Street- Existing Walkway Renovations 31 Ct & 94th Ave Crosswalk, solar lighting Turtle Run Park Left Turn Lane- Design Operating General Fund Total CFB Grant Keep Coral Springs Beautiful- Re-engage for good CFB Grant Total Dept of Environ Protection Grant Meadows and Dells Drainage Improvement 40th Street Improvements, Riverside to Woodside Dept of Environ Protection Grant Total TAP Grant NW 39th Street- Existing Walkway Renovations NW 110th Ave Sidewalk & Drainage Improvements TAP Grant Total Transportation Total

FY 2016 Budget

FY 2017 Adopted

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$115,000 $30,000 $145,000

$150,000 $0 $150,000

$300,000 $0 $300,000

$480,000 $0 $480,000

$500,000 $0 $500,000

$1,845,000 $30,000 $1,875,000

$0 $0

$361,296 $361,296

$0 $0

$361,296 $361,296

$0 $0

$1,300,000 $1,300,000

$0 $0

$1,300,000 $1,300,000

$0 $0 $0 $850,000 $0 $0 $0 $0 $0 $110,000 $0 $0

$0 $0 $0 $201,000 $0 $0 $0 $280,000 $0 $0 $0 $0 $170,000 $685,000 $0 $0 $1,336,000

$0 $0 $0 $320,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $320,000

$210,000 $50,000 $200,000 $800,000 $250,000 $0 $20,000 $0 $350,000 $90,000 $0 $300,000 $0 $0 $1,500,000 $0 $3,770,000

$170,000 $50,000 $115,000 $800,000 $0 $0 $100,000 $0 $350,000 $475,000 $0 $425,000 $200,000 $0 $0 $150,000 $2,835,000

$300,000 $50,000 $120,000 $800,000 $350,000 $0 $0 $0 $100,000 $35,033 $0 $225,000 $0 $0 $0 $0 $1,980,033

$300,000 $50,000 $125,000 $800,000 $0 $100,000 $0 $0 $0 $100,000 $0 $30,000 $0 $0 $0 $0 $1,505,000

$980,000 $200,000 $560,000 $3,721,000 $600,000 $100,000 $120,000 $280,000 $800,000 $700,033 $0 $980,000 $370,000 $685,000 $1,500,000 $150,000 $11,746,033

$10,000

$0 $10,000 $10,000 $0 $0 $10,000 $10,000 $40,000

$0 $0 $10,000 $0 $0 $0 $65,000 $75,000

$10,000 $65,000 $25,000 $0 $0 $0 $0 $100,000

$40,000 $270,000 $120,000 $0 $0 $10,000 $75,000 $515,000

$0 $0

$130,000 $130,000

$0 $115,000 $115,000

$0 $0 $0

$0 $115,000 $115,000

$0 $0 $0

$0 $1,000,000 $1,000,000

$0 $0 $0

$0 $1,000,000 $1,000,000

$1,100,000

$4,297,296

$545,000

$4,170,000

$3,235,000

$2,560,033

$2,105,000

$16,912,329

$0 $0 $960,000 $0 $0 $0 $10,000 $0

City of Coral Springs, Florida

243

Water and Sewer CIP by funding source Funding Source Project Name Equity Financing Lift Station 21C Rehabilitation Equity Financing Total Renewal and Replacement Infiltration/Inflow Correction Program Spare Pumps and Replacement Pumps Water Meter Replacement Program Lift Station Rehab Program Galvanized Water Service Replacement Program New Transfer Pump Station at WTP Force Main System Improvements Cast Iron Water Main Replacement Water Storage Tanks and Clearwell Cleaning Force Main Integrity Evaluation Raw Water Well Replacement Program Water and Wastewater Pumps Renewal and Replacement Total Revenue Bond Lift Station Rehab Program Force Main System Improvements Revenue Bond Total Impact Fees Raw Water Well Replacement Program Impact Fees Total Operating-W&S Fund Fire Hydrant Replacement Program Broward County Water Conservation Prog FF&E for WTP Force Main Valve Repair/Repl. Program Water Main Valve Repair/Repl. Program Site Select./eval.â&#x20AC;&#x201D;3 new Raw Water Supply Wells Overall WTP Site Master Plan & Stormwater Mgmt Plan Painting WTP Dead End Water Main Automatic Flushers Water Distribution System Model CMMS Portable Emergency Generators for Lift Stations Triennial Eng Report Water & Wastewater Systems Dump Truck WTP SUV (small) Gator New Vehicle-water billing 1/2 Ton Pickup Water fill Station Operating-W&S Fund Total Dept of Environ Protection Grant Automatic Flushers Dept of Environ Protection Grant Total Total

244

FY 2016 Budget

FY 2017 Adopted

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$0 $0

$591,400 $591,400

$0 $0

$591,400 $591,400

$1,000,000 $94,000 $0 $500,000 $0 $0 $348,000 $0 $115,000 $0 $0 $3,344,000

$1,500,000 $0 $30,000 $500,000 $850,000 $0 $704,000 $1,180,000 $0 $0 $400,000 $50,000 $5,214,000

$1,000,000 $0 $65,000 $0 $850,000 $0 $0 $1,014,000 $0 $126,000 $500,000 $104,000 $3,659,000

$1,000,000 $0 $68,000 $0 $402,000 $261,000 $0 $1,065,000 $292,000 $133,000 $500,000 $109,000 $3,830,000

$1,000,000 $0 $65,000 $0 $450,000 $0 $0 $1,000,000 $0 $100,000 $500,000 $100,000 $3,215,000

$1,000,000 $0 $58,000 $1,400,000 $450,000 $0 $0 $1,000,000 $0 $100,000 $500,000 $100,000 $4,608,000

$1,000,000 $0 $58,000 $0 $450,000 $0 $0 $1,000,000 $0 $100,000 $500,000 $100,000 $3,208,000

$6,500,000 $0 $344,000 $1,900,000 $3,452,000 $261,000 $704,000 $6,259,000 $292,000 $559,000 $2,900,000 $563,000 $23,734,000

$0 $670,000 $912,000

$0 $0 $0

$1,400,000 $739,000 $2,139,000

$1,400,000 $776,000 $2,176,000

$1,400,000 $750,000 $2,150,000

$7,000,000 $3,765,000 $10,765,000

$0 $0

$425,000 $425,000

$0 $0

$425,000 $425,000

$110,000 $29,000 $0 $87,000 $87,000 $0 $0 $0 $75,000 $0 $55,000 $80,000 $0 $0 $26,000 $9,000

$558,000

$50,000 $29,000 $0 $45,000 $45,000 $0 $0 $0 $20,000 $0 $85,000 $0 $0 $0 $0 $0 $21,000 $30,000 $325,000

$121,000 $29,000 $0 $96,000 $96,000 $0 $100,000 $586,500 $75,000 $0 $61,000 $80,000 $0 $0 $0 $0 $0 $0 $1,244,500

$127,000 $29,000 $0 $101,000 $101,000 $0 $0 $0 $75,000 $0 $63,000 $80,000 $0 $0 $0 $0 $0 $0 $576,000

$100,000 $29,000 $0 $100,000 $100,000 $0 $0 $0 $75,000 $0 $0 $80,000 $0 $0 $0 $0 $0 $0 $484,000

$598,000 $174,000 $0 $542,000 $542,000 $0 $100,000 $586,500 $395,000 $0 $209,000 $400,000 $0 $0 $0 $0 $21,000 $30,000 $3,597,500

$0 $0 $4,814,000

$75,000 $75,000 $6,630,400

$0 $0 $7,042,500

$0 $0 $6,582,000

$0 $0 $5,849,000

$0 $0 $7,242,000

$0 $0 $5,842,000

$75,000 $75,000 $39,187,900

Fiscal Year 2017 Annual Budget

Summary of Fleet Purchases 2017

Department/Fund

Division/Program Name Special Response Team

Div # 4107

Patrol

4201

Strategic Enforcement Training

4204 4210

General Investigations

4301

Youth Liaison

4303

Crime Scene Investigation Emergency Medical Service Suppression

4305 4702 4801

Inspections

4901

Building Code Compliance

5302 5403

North Community Park

8103

Mullins Park

8102

Neighborhood Parks

8116

Beautification/ Landscape

8118

Sportsplex

8409

Cypress Park

8101

Public Works

Streets

5601

Equipment Services

Equipment Maintenance

5701

Utilities

Wastewater Collection

6005

Police

Fire/EMS

Development Services

Parks & Recreation

Vehicle/Equipment Type Trailer Patrol Vehicle, Full Sive SUV Patrol Vehicle, Full Sive SUV Patrol Vehicle, Full Sive SUV Patrol Vehicle, Full Sive SUV Patrol Vehicle, Full Sive SUV Patrol Vehicle, Full Sive SUV Patrol Vehicle, Full Sive SUV Patrol Vehicle, Full Sive SUV Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Admin. Vehicle (Charger) Admin- SUV (GMC Arcadia) Workman-replace w Gator Admin- SUV (Chevey Traverse) Admin Vehicle, Impala Admin Vehicle, Charger Admin Vehicle, Camry Admin Vehicle, Impala Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size SUV -Full Size Rescue Transport Vehicle Truck, Pumper Van, Mini replace with 3/4 Ton HD PU Ford Escape Truck, Pickup 1/2 Ton Mini-EC Truck, Pickup 1/2 Ton Mini-EC replace with Escape Mower, Zero Turn Truck, Pickup 3/4 Ton EC-replace with Cargo Van Pickup Truck, 3/4 Ton EC Mower, Zero Turn Mower, Zero Turn Mower, Reel Master Aerifier( Dump Trailer) Workman w dump bed Sod Cutter Pickup Truck, 1/2 Ton Mini Mower, Reel Master Pickup Truck, 1/2 Ton Mini Pressure Cleaner & Trailer Pressure Cleaner & Trailer Workman w canopy replace with Gator * Showmobile-Stage Mower, Zero Turn *Front End Loader w box blade

Year 2005 2009 2009 2009 2009 2009 2009 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 2011 2011 2011 2011 2011 2013 2003 2010 2007 2011 2005 2007 2007 2007 NEW NEW NEW 2005 2010 2007 2010 2010 2007 2005 2009 2008 2007 2010 2009 2010 2010 2010 2012 2008 2010 2010 2005 2005 2010 2007 2009 2006

Item ID 8504 9245 9246 9249 9251 9252 9255 9268 9270 9271 9273 9274 9275 9276 9277 9280 9281 9282 9283 9284 9287 9295 9299 9303 9307 8079 9901 8069 8901 9977 8055 8061 8062 8063 NEW NEW NEW 9978 7754 7727 7704 7746 6006 6602 1952 2012 2202 1229 1289 1957 1281 1269 1259 2273 1796 2276 1809 1810 1164 1173 1351 2100

Adopted Budget FY 2017 11,000 39,500 39,500 39,500 39,500 39,500 39,500 39,500 39,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 29,000 30,000 9,000 29,000 33,000 29,000 31,500 33,000 35,500 35,500 35,500 30,000 220,000 767,390 40,000 25,500 21,000 25,500 18,400 34,000 31,300 18,400 18,400 56,000 10,350 22,800 4,700 21,000 56,000 21,000 8,500 8,500 12,500 5,000 18,400 2,500

Concrete Mixer Loader Truck, Dump 2 1/2 Ton Van, Mini 7- Passenger Van, Mini 7-Passenger * Light Tower * Generator, 65 KW * Generator, 65 KW Contingency

2009 2005 2004 2008 2008 2005 2006 2007 N/A

1492 4462 4432 5707 5708 5725 Gen-17 Gen-76 N/A

5,500 238,000 55,000 29,500 29,500 1,200 3,000 3,000 39,000

Vacuum Jet Sewer Truck Vactor

2006

3002

$382,000

Total Fleet Budgetâ&#x20AC;&#x201D;FY 2017

3,543,340

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246

Fiscal Year 2017 Annual Budget

Appendix Contents Millage Rate Resolution........................................................................................................................................................248 Budget Ordinance...................................................................................................................................................................250 Financial Policies......................................................................................................................................................................255 Fund Balance Overview........................................................................................................................................................263 General Fund Balance...................................................................................................................................................264 Fire Fund Balance...........................................................................................................................................................266 Water and Sewer Fund Balance................................................................................................................................267 Health Fund Balance.....................................................................................................................................................268 General Insurance Fund Balance..............................................................................................................................269 Equipment Services Fund Balance...........................................................................................................................270 Debt Service Fund Balance.........................................................................................................................................271 Staffing........................................................................................................................................................................................272 Summary table of Position Counts..........................................................................................................................272 Number of budgeted positions By Department—Fiscal Year 2017............................................................272 Position Counts for all Departments and Divisions...........................................................................................273 City Commission...................................................................................................................................................275 City Manager’s Office...........................................................................................................................................275 Human Resources.................................................................................................................................................276 City Attorney...........................................................................................................................................................276 Financial Services..................................................................................................................................................277 Information Technology.....................................................................................................................................278 Development Services—Administration.....................................................................................................278 Development Services—Code Compliance................................................................................................278 Development Services—Community Development...............................................................................279 Development Services—Building..................................................................................................................279 Police.........................................................................................................................................................................280 Fire/EMS....................................................................................................................................................................283 Public Works............................................................................................................................................................285 Equipment Services.............................................................................................................................................285 Solid Waste..............................................................................................................................................................285 Utilities......................................................................................................................................................................286 Parks and Recreation...........................................................................................................................................287 Community Redevelopment Agency (CRA)..................................................................................................................289 Abbreviations and Acronyms..............................................................................................................................................291 Glossary of Terms.....................................................................................................................................................................292 Index............................................................................................................................................................................................298

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Millage Rate Resolution RESOLUTION 2016-032 A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF CORAL SPRINGS ADOPTING, CERTIFYING, AND LEVYING A MILLAGE RATE OF $4.7982 ON TANGIBLE PERSONAL PROPERTY AND ASSESSED REAL PROPERTY LOCATED WITHIN THE MUNICIPAL LIMITS OF THE CITY OF CORAL SPRINGS, FLORIDA AND ESTABLISHING A DEBT SERVICE MILLAGE RATE OF $0.2948, FOR FISCAL YEAR 2016-2017; PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, the City Commission of the City of Coral Springs under the laws of Florida, is authorized to levy ad valorem taxes to support the operation of its local government; and WHEREAS, pursuant to law, the City has conducted public hearings and workshops in review of its proposed General Fund budget, as well as the proposed millage rate to balance said budget; and WHEREAS, the citizens of the City of Coral Springs previously approved General Obligation Bonds in 1979, 1986, 1994, 1995, 1998, 2006 and 2014 for public improvements; and WHEREAS, a budget has been prepared estimating General Fund expenditures of $111,881,119 and General Fund revenues of $111,881,119 of the City of Coral Springs, Florida, for the ensuing year, with detailed information, including revenue to be derived from sources other than ad valorem levy, and the City Manager has made a recommendation as to the amount necessary to be appropriated for the ensuing year; and WHEREAS, pursuant to Chapter 200, Florida Statutes, a method is prescribed for fixing the millage for the purpose of establishing the basis for the collection of said funds; and WHEREAS, the City Commission has simultaneously determined that a $4.7982 mill ad valorem tax on tangible personal property and assessed real property will produce revenues in a total amount of $41,287,396 to provide for its General Operating Budget and the City

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Fiscal Year 2017 Annual Budget Page 1 of 2

Millage Rate Resolution (continued)

City of Coral Springs, Florida

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Budget Ordinance

250

Fiscal Year 2017 Annual Budget

Budget Ordinance (continued)

City of Coral Springs, Florida

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Budget Ordinance (continued)

252

Fiscal Year 2017 Annual Budget

Budget Ordinance (continued)

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Budget Ordinance (continued) EXHIBIT “A” Annual Operating Budget

EXHIBIT “B” Capital Improvement Program

254

Fiscal Year 2017 Annual Budget

Financial Policies Operating Budget Policies

• The City Commission will be provided with interim budget reports comparing actual versus budgeted revenue and expense activity.

Accounting Basis The General, Fire, Coral Springs Charter School, and Debt Service fund budgets are prepared on a modified accrual basis of accounting except that encumbrances are treated as the equivalent of expenditures, as opposed to a reservation of fund balance. Under the modified accrual basis of accounting, revenues are recognized in the accounting period in which they become both measurable and available to finance expenditures of the fiscal period. Expenditures are recorded when a liability is incurred, as under accrual accounting. Debt service expenditures, as well as expenditures related to compensated absences and claims and judgments, are recorded only when payment is due, using the current financial resources measurement focus of accounting. At year-end, open encumbrance balances lapse. The budgets for the proprietary funds and internal service funds are prepared on the full accrual basis of accounting. These funds include Water and Sewer, Health and General Insurance, and Equipment Services. Under the full accrual basis, revenues are recorded when earned (for example, water user fees are recognized as revenue when the bills are prepared) and expenses are reported when a liability is incurred, regardless of the timing of related cash flows, using the economic resources measurement focus of accounting. The differences between the budget basis and the full accrual basis of accounting include: (1) budgeting the full amount of capital expenditures as expense rather than depreciating them, (2) not budgeting interest earnings on restricted funds and impact fees, and (3) presenting debt service expense net of restricted investment proceeds. Guidelines The Comprehensive Annual Financial Report (CAFR) presents the status of the City’s finances on a basis consistent with Generally Accepted Accounting Principles (GAAP) (that is, the governmental funds use the modified accrual basis of accounting while the proprietary funds use the full accrual basis). In order to provide a meaningful comparison of actual results with the budget, the CAFR presents the City’s operations on a GAAP basis and also shows fund expenditures and revenues on a budget basis for the General, Debt Service and proprietary funds. • The City is required to prepare a balanced budget in which current revenues will be sufficient to support current expenditures. • The budget process and format shall be performance-based and focused on goals, objectives, and performance indicators. • The budget will provide adequate funding for maintenance and replacement of capital plant and equipment.

• The City shall establish and maintain a standard of accounting practices. Planning The City will annually prepare a Five-Year Forecast. The forecast will include estimated operating costs and revenues of future capital improvements, such as new parks and public works facilities, included in the capital budget.

Reserve Policies On an annual basis, after the year-end audit has been completed, staff shall produce a schedule of all fund surpluses and deficits, with projections of reserve requirements and a plan for the use of an excess surplus for the current year in accordance with “Use of Stabilization Reserve Policy” and “Use of Surplus Policy.” This document will be used not only to ensure compliance with stated policies, but also to analyze the total reserve and surplus picture to ensure that the policies as provided do not inadvertently create adverse effects. The Director of Financial Services may make changes to any policies in “Use of Stabilization Reserve Policy” and “Use of Surplus Policy” based on needs identified in the analysis. Stabilization Funds Maintaining a Financial Stabilization Account is a necessity for sound financial management and fiscal accountability. In accordance with the Governmental Accounting Standards Board Statement 54, the City Commission has the authority to establish a Financial Stabilization Account that will be designated as Committed Fund Balance. The stabilization account provides the City with a “rainy day” fund for use in unforeseen, unbudgeted emergency situations, such as sustained declines in real estate values of more than 10% and/or property tax collections that decline by more than 5%; 1.5% decline in revenues or 1.5% increase in spending requirements imposed by the state or federal government or vital to maintaining day to day operations of the City (e.g. gas, electricity); unreimbursable natural disaster expenditures or emergency infrastructure failures costing greater than $1,500,000; or unforeseen litigation in excess of $1,000,000. The target level for the Financial Stabilization Account is 17% of General Fund budgeted expenditures. The recognition of the need to utilize the stabilization account must be established by the City Commission or the City Manager. If established by the City Manager, the specific need must be reported to the City Commission at its next meeting. A budget amendment must be approved by the City Commission. When such a need is recognized as part of the budget process, the need and amount

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Financial Policies (continued) will be documented as part of that process and adopted as part of the budget. When it becomes necessary for the City to draw funds from the stabilization account, wherein the balance drops below the target level of 17% of General Fund budgeted expenditures, the City will develop a plan to replenish the account to the minimum level from net revenue surpluses in subsequent fiscal year(s) until the balance is restored to the minimum level. Working Capital The City shall include in the General Fund operating budget annually, a contingency account equal to 0.5% of the General Fund budgeted expenditures, less chargebacks, debt service, interfund transfers and capital expenditures. This contingency will expire at the end of each fiscal year and balances will not be brought forward. The City shall maintain a working capital reserve in the Fire Fund to ensure the continued operations in the event of a natural disaster or other emergency. The reserve will be greater than or equal to 17% of the Fire Fund operating budgeted expenditures less Training Division, non-departmental, chargebacks, debt service, interfund transfers, and capital. In addition, a contingency of at least $25,000 in the nondepartmental operating budget will be budgeted annually and will expire at the end of each fiscal year. In order to provide the resources necessary to ensure continued operations of the City’s water and sewer programs should a natural disaster or other emergency occur, the City shall maintain a working capital reserve. The reserve will be equal to a minimum of two months of the Water and Sewer operating budgeted expenditures less chargebacks, debt service, interfund transfers, and capital costs. The City shall maintain a reserve for the Property, Casualty, and Workers’ Compensation Insurance Fund of a minimum of 125% of the current year’s projected claims or the amount as determined by the biannual actuarial report. Risk Management and the City Attorney’s Office shall review and adjust on a quarterly basis the funding of the reserve. Adjustments to the reserves shall be reflected in the budget as current expense with an offsetting liability account. An independent actuarial report will be performed biennially on reserves to verify their adequacy. In addition, up to 20% of General Fund revenue in excess of expenditures, calculated annually, may be dedicated to support the insurance reserves as needed. The City shall maintain an unreserved retained earnings balance in the Health Fund of an amount equal to or greater than 25% of total budgeted health claims. The City shall designate an amount equal to two pay periods of salaries and benefits for Charter School employees as a reserve in the Charter School Fund.

256

All defined-benefit retirement plans (General, Police, and Firefighters) will be financed in a manner that systematically funds liabilities at a minimum of 85% of the pension obligation per fund as determined by an annual independent actuarial report. Capital Reserves The City shall maintain a capital reserve balance in the Water and Sewer Fund of the lesser of 15% of the budgeted annual operation and maintenance expense or the prior year’s depreciation expense. The City shall establish a capital reserve balance in the Capital Projects Fund for unanticipated expenses for the maintenance of buildings and replacement of related equipment of 0.5% of the total annual General Fund expenditures, less debt service, interfund transfers, chargebacks, non-departmental expenditures, and capital expenditures. The purpose of this fund is to pay for new Business Plan initiatives of a capital nature that are adopted midterm, high-profile projects that go over budget, or emergency repairs not included in the annual operating budget or Capital Improvement Program. This fund is maintained at this level from year to year for this purpose. The City may transfer up to 20% of the General Fund revenue in excess of expenditures, determined annually, into the Computer Replacement Program or any other program for the purpose of creating a perpetual funding method for replacing the City’s equipment. Prior to any funds being transferred, a ten-year funding projection shall be made to determine appropriate balance requirements. The City shall designate 50% of the Charter School’s operating surplus to fund major facilities repair and maintenance in the Charter School Fund. An additional 10% of Charter School Fund operating surplus shall be designated for technology replacement. The City shall maintain a Library Reserve for the maintenance and improvement of the Northwest Regional Library grounds and other library-related projects. The City shall maintain a Tree Trust Fund for the purpose of replacing or maintaining the City’s tree canopy.

Use of Surplus Policies Use of Surpluses It is the intent of the City to use all surpluses generated to accomplish three goals: meeting reserve policies, avoidance of future debt, and reduction of outstanding debt. Any surpluses realized in the General Fund at year-end may be used first to meet reserve policies as set forth in the

Fiscal Year 2017 Annual Budget

Financial Policies (continued) Stabilization Reserve Policies. Excess surplus will then be used for the following purposes: • Gainsharing. This program provides for two uses of “yearend net favorable variances” (i.e., surplus) as a reward to employees. The first portion is a pro-rata distribution of 10% of the surplus as calculated by policy. This distribution is dependent on economic conditions and is at the discretion of the City Manager. The City may set aside an additional 10% of the surplus to be used for capital purchases or new programs. • Capital Replacement Programs. After General Fund and Insurance Fund reserves have been met, excess reserves may be set aside to provide the cash necessary to implement capital replacement programs (the vehicle replacement, computer replacement, and facility maintenance programs). Prior to any funds being transferred, a ten-year funding projection shall be made to determine appropriate balance requirements. • Retirement or Refinancing of Existing Debt. Any excess surplus remaining after reserve policies have been met and replacement programs are fully funded over a ten-year period may be used to pay principal on existing revenue bonds or any other existing debt. • Cash Payments for Capital Improvement Program Projects. Using cash to purchase capital items will reduce the future debt burden of the City. This strategy may be combined with debt retirement to reduce future debt service. • Pension Funds. From time to time the City may use excess surplus funds to contribute to any of its pension funds to increase its funding level to policy standards. • OPEB Trust. The City may transfer up to 20% of excess surplus funds to its Other Post-Employment Benefit Trust to bring that trust to the level determined by the actuary. • Trust Funds. After all other needs have been satisfied, excess surpluses may be transferred to trust funds that have been established to care for the environment or City facilities, such as the Environmentally Sensitive Land and Tree Trust funds. • Community Redevelopment Agency. After all other needs have been satisfied, excess surpluses may be transferred to the Community Redevelopment Agency that has been established to provide for infrastructure and public facility needs. Water and Sewer Fund surpluses shall be first used to fund minimum reserve requirements as identified in “Financial Reserve Policies,” with excess surpluses used to fund capital projects and economic development projects as follows: • Renewal and Replacement Fund Projects. Funds may be used to contribute to the Renewal and Replacement Fund balance for future capital expenditures.

• Capital Improvement Program (CIP) Projects. Excess surpluses may be used to pay cash for CIP items to avoid future debt service, or may be used to pay down existing debt. • Business Development Reserve. A reserve for economic development incentives, projects, and programs may be established to provide funding for future community redevelopment and business development. Equipment Services, Debt Service, and Insurance fund surpluses will be held in the fund generating the surplus to first contribute to meeting the reserve policies in “Financial Reserve Policies.” Excess surpluses may be used to pay down debt, pay cash for CIP items, provide General Fund operating support, or to reduce interfund transfers from the General Fund.

Performance Measurement Policies Establishing Performance Requirements Every two years, the City shall create a Strategic Plan that identifies the strategic priorities for the following two years, with three to five corresponding Key Intended Outcomes (KIOs) that measure appropriate results for each priority. Annually, each department, in concert with the City Manager’s Office, shall develop departmental performance measures that directly support the successful achievement of KIOs. Goals should be related to core processes of the department and should reflect customer needs. The measures should be a mix of different types, including effectiveness, efficiency, demand and workload. Measures should have sufficiently aggressive “stretch” goals to ensure continuous improvement. Workload—Measures the quantity of activity for a department (such as number of calls responded to). Demand—Measures the amount of service opportunities (such as total number of calls). Efficiency—Measures the relationship between output and service cost (such as average cost of response to service call). Effectiveness—Measures the impact of an activity (such as percent of people who feel safe). Department directors shall establish performance measures for each division or program within their department to monitor and project program performance. These measures must be linked to the objectives they support. Supervisors shall negotiate fair and aggressive performance measures for each employee that directly support program objectives, departmental measures, and KIOs as part of the Incentive Pay System annual review.

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Financial Policies (continued) Reporting Performance Quarterly summaries of progress on KIOs and departmental performance measures will be published. A “State of the City” report shall be promulgated that summarizes the operational and financial performance of the City each fiscal year. Decision Making and Analysis The City’s strategic/business planning and budgeting decisions are based on a number of advanced statistical, economic, and financial models. The specific tools used include: • Citizen Surveys—Based on sound statistical sampling methods, a survey of residents and business owners will be conducted to gather widespread customer satisfaction, quality perceptions, and other attitudinal information. • Citizen Focus Groups and Advisory Boards—Focus groups (such as Vision 20/20) and advisory boards (such as Financial Advisory Committee) are teams made up of citizens and City staff to address specific concerns and strategic priorities. More than two dozen such committees currently exist. • Master Planning—Specific functions and processes are included in written plans, such as the Utilities Master Plan or the Comprehensive Land Use Plan. • Ad Valorem Impact Model—This econometric model quantifies the impact of tax relief legislation and changes in the economy on ad valorem revenue. • SWOC Analysis - Strengths, Weaknesses, Opportunities, and Challenges are gathered from staff, Advisory Committee members, and other members of the community. • Process Improvements—The Service Improvement Process, a ten-step model established by the City to guide crossfunctional teams through improvement cycles. Other tools include Pareto charts, “fishbone” diagrams, and statistical analysis. • Fiscal Impact Model—Allocation methodology which quantifies average and marginal revenues and the costs of new development by land use type. • Revenue Forecasting Model—Statistical time series analysis and tracking model of major revenue sources. • Performance Measurement System—Quarterly performance evaluations. • Capital Budgeting Tools—Present value payback, net present value analysis, and own/lease analysis. • Five-Year Financial Plan—Multiyear forecasting of revenues and expenditures.

258

• Ten-Year Fleet Replacement Plan—Equipment replacement model covering useful life of all vehicle classes. • Sustainability Index - Sets targets and measurable goals for a broad spectrum of green and environmental benchmarks. • Project Management—Several techniques are employed to manage processes citywide. For example, critical path methods and program evaluation review techniques are used in the budgeting process.

Capital Improvement Program Policies Alignment The City shall coordinate the development of the Capital Improvement Program with the development of the Strategic Plan, Business Plan, and Operating Budget, as well as ensuring compliance with the Comprehensive Plan’s Capital Improvement element. Future operating expenditures and revenues associated with new capital improvement will be projected and included in operating budget Five-Year Forecasts. Project Selection All capital projects submitted for approval must be justified in terms of how the project supports the achievement of the City’s strategic priorities and Key Intended Outcomes. Projects are prioritized and approved based on the relevance of the project to the City’s Strategic Plan and the impact on the end customer. Approval for inclusion in the adopted budget is granted through two separate mechanisms. For items under $100,000, approval will be granted or withheld at the departmental budget meeting with the City Manager’s Office. Items in excess of $100,000 will be discussed in a budget workshop held annually for the senior management team. Capital Budget The City shall adopt an annual capital budget based on the Capital Improvement Program. Future capital expenditures necessitated by changes in population, real estate development, or economic base will be calculated and included in capital budget projections. Staff will identify the estimated costs and funding sources for each capital project proposal before it is submitted to the City Commission for approval. The City shall make all capital improvements in accordance with an adopted Capital Improvement Program and capital budget. The City will determine and use the most prudent financial methods for acquisitions of new capital equipment and projects, based on its financial resources and market conditions at the time of acquisition.

Fiscal Year 2017 Annual Budget

Financial Policies (continued) Capital Replacement Programs—The City shall establish equipment replacement and maintenance needs for at least a ten-year period and will update this projection each year. From this projection a maintenance and replacement schedule shall be developed and implemented. Funding for these programs will be made through funded chargebacks to user departments and held in sinking funds created for the purpose of paying for future replacements. Additional funding may be obtained through year-end surpluses as identified in “Use of Surplus Policies.”

Physical Inventory

The following replacement programs have been established:

Debt Management Policies

• Ten-Year Fleet Replacement Program

An annual inventory (see “Fixed-Asset Accounting Policies”) will be conducted to ensure that the replacement, maintenance, and Capital Improvement Program projections are accurate, and that sufficient internal control over capital items is exercised. See “Fixed-Assets Accounting Policies” in this section for further information on capital purchases.

• Ten-Year Computer Replacement Program

Market Review

• Ten & Twenty-five Year Parks Replacement Program

The City shall review its outstanding debt annually for the purpose of determining if the financial marketplace will afford the City the opportunity to refund an issue and lessen its debt service costs. To consider the possibility of refunding of an issue, a present value savings of three percent over the life of the respective issue, at a minimum, must be attainable.

Project Management All projects will be considered active once the fiscal year has begun with an appropriately adopted Capital Improvement Program budget in place. Projects will be initiated by the responsible department, which shall follow appropriate procurement policies and procedures. Projects funded with bonds, loans, or short-term notes will continue until the project is finished and closed on the general ledger. Projects funded by cash will expire at year-end, with no funding rolled forward unless approved by the Director of Financial Services. Projects finished under budget will be closed and excess funds will be placed in fund balance for unrestricted use. Unrestricted, excess funds shall be used to fund future capital projects, new Business Plan initiatives adopted midterm, overbudget projects, or to refund financial instruments. Projects that will exceed budget must have a revised budget and request for additional funding submitted to the Budget Office at the earliest possible time. Additional funding may be identified through savings in other capital projects at the discretion of the Budget Director, or through Commission action, as appropriate to the procurement code. Maintenance The City shall maintain all capital assets at a level adequate to protect the City’s investment and to minimize future maintenance and replacement costs.

Debt Issuance When the City finances capital projects by issuing bonds, it shall amortize the debt over a term not to exceed the average useful life of the project(s) financed. The City’s goal is to keep the average maturity of general obligation bonds at or below 12 years. Capital improvements, equipment, and facility projects shall be classified into “pay-as-you-go” and “debt financing” classifications. Pay-as-you-go capital items will be $5,000 or less with short lives (less than four years) or replacement of existing equipment where depreciation has been paid to a sinking fund. Debt financing will be used for major, non-recurring items with a minimum of four years of useful life. The City may confine long-term borrowing to capital improvements and projects that have useful lives of four to 50 years. When appropriate, the City may use special assessment or selfsupporting bonds instead of general obligation bonds, so those benefiting from the improvements will bear all or part of the cost of the project financed. Debt Service Levels Annual General Fund debt service expense will be limited to 12.5% of the total General Fund budget. The City will limit its total outstanding General Obligation (GO) debt to 5% of the total assessed valuation of taxable property.

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Financial Policies (continued) Bond Ratings The City shall periodically review possible actions to maintain or improve its bond ratings by various rating agencies. The City shall maintain good communications with bond rating agencies about its financial condition. The City shall follow a policy of “full disclosure” in its Comprehensive Annual Financial Report and bond prospectuses.

Revenue Policies Revenue Projections The City shall estimate its annual revenues by objective and analytical processes. The City shall maintain a diversified and stable revenue system to the extent provided by law to insulate it from short-run fluctuations in any one revenue source. User Fees The City shall recalculate the full cost of selected activities currently supported by user fees and charges to identify the impact of inflation and other cost increases periodically. The City shall set fees and user charges for each enterprise fund, such as Water and Sewer, at a level that fully supports the total direct and indirect costs of operation, including the cost of depreciation. The City shall review the costs of services it provides for the potential implementation of user fees and charges on an annual basis. Reporting and Analysis To ensure compliance with revenue, reserve, and budget policies, the City shall prepare reports and analyses annually to monitor, project, and estimate revenues and expenditures, specifically: • Five-Year Forecast of Revenues and Expenditures. A planning tool used by the Management and Budget Office (MBO) to forecast and project various funds (General, Fire, and Water and Sewer). • Environmental Scan. A review of the local economy, land development trends, population trends, and customer expectations by the MBO as part of the Business Plan.

260

• Situational Analysis. Every two years, as part of the strategic planning process, an analysis of the demographic, legislative, and customer requirements is made. Part of the process includes a SWOC (Strengths—Weaknesses—Opportunities— Challenges) analysis. • Composite Indicators. A set of ten indicators used to determine annual improvements published by the MBO in the Business Plan. • Impact Model. An economic decision-making model used to estimate the impact of tax reform and the changing economy on ad valorem revenue compiled by the MBO. • Community Composition. Currently known as the “Growth Build-Out Model,” an as-needed review of all properties, absorption rates, and population will be compiled by MBO to estimate ad valorem tax revenues and building permit revenues. •Revenue Manual. A guide to the major revenue sources that indicates the source, calculation, legal requirements, and accounting guidelines. Updated periodically by MBO. • Reserve Analysis. The Controller will annually review the reserve levels and produce a report that indicates up-to-date reserve levels as compared to policy goals. • Investment Portfolio Reports. A quarterly report designed to track and analyze the performance of our investment portfolio.

Investment Policies Investment Management The City shall perform a cash flow analysis of all funds on a regular basis. Disbursement, collection, and deposit of all funds will be scheduled to ensure optimum cash availability. Where permitted by law, the City may pool cash from each respective fund for investment purposes. Investments shall be managed to optimize cash utilization to generate and enhance interest income opportunities. Investment Analysis The City shall review its investment policies established for investing surplus and pension funds to account for changes in legislation and market conditions on an annual basis. The City shall prepare quarterly investment portfolio reports containing the overall performance of the fund.

Fiscal Year 2017 Annual Budget

Financial Policies (continued) Fixed-Assets Accounting Policies and Procedures Definition of a Fixed Asset A fixed asset is any tangible property owned by the City that is worth more than $1,000 and has an expected useful life of two years or more. Fixed assets include equipment, computers, furniture and vehicles. All vehicles are attributed to the Equipment Services Fund where depreciation is calculated. Once purchased, all capital items are maintained in the physical inventory and Capital Replacement Program until disposed. Purchasing Fixed Assets Capital items (fixed assets) shall be identified for purchase through three methods: 1.

New. Through a new initiative in the Business Plan that justifies the feasibility of a project or program requiring the purchase.

Replacement. Through the Capital Replacement Programs for items already in inventory that require replacement. Justification of the continued necessity for the item and an analysis of the functionality of the existing property are required through this program.

Emergency. Ad hoc needs are addressed through special amendments to the budget, gainsharing funds, or through maintenance reserves.

The procedures for purchasing fixed assets are: • Capital items must be approved for inclusion in the adopted budget as outlined in Capital Improvement Program policies. • Once the identified items are approved in the budget resolution and ordinance, departments must contact the Department of Financial Services to ensure that the funding for their project is available before initiating the purchasing sequence (such as bond proceeds secured, or account and project numbers established). • Through the purchasing inventory module, departments initiate the purchase requisition and electronically record the receipt of an asset from a 6X-XX account. The Purchasing Division creates the purchase order for the item, ensuring that the first line of the item description contains a specific, identifiable description of the asset being acquired. For capital items only, multiple accounts for payment are not appropriate. Whenever possible, budget transfers should be made prior to initiating the requisition. • Once the item has been ordered and received, departments enter the receiving report electronically and forward any invoices to Accounts Payable. The capitalization and subsequent addition to inventory is made on the payment date.

• The Accounts Payable Division processes payment for these purchases once received. Because of the program interface capability, purchase information such as the purchase order number, asset description, acquisition date, cost center, purchase price and expense code migrate from the purchasing inventory module to the fixed asset pending item file in the fixed asset module when the item is paid in the accounts payable module. Year-End Procedures At year-end, the Accounting Division reconciles expenditures per activity listings of capital accounts to the fixed-asset maintenance file, adjusting any differences identified. Capital purchases using multiple account numbers other than 6X-XX that should have been recorded as a capital purchase should be verified via the purchase order on the purchasing inventory side, printed and adjusted to balance the fixed assets records. Disposition Forms/Transfers All interdepartmental transfers of inventory with a value of $750 or greater must be reported on a property disposition form. The transfer form identifies fixed assets transferred to their new assigned locations. The information on the disposition form is recorded and verified in the fixed asset records. The completed inventory transfer form must be signed by the transferring department director and fixed asset coordinator before an asset can be physically moved from one location to the next. The white copy goes to Central Stores, yellow copy to the originating department and pink copy to Accounting. The department/division disposing of an asset likewise completes a property disposition form, signed by the department head. The form is routed to Finance and upon approval of the fixed asset coordinator transferred to Central Stores to be held for auction, used as a trade-in at time of purchasing replacement, or disposed of, depending on the condition of the asset. Disposition forms require the following information by the time of the auction: • City of Coral Springs asset tag number • Quantity • Asset description • Serial number • Condition and disposition • Dollar amount On an as-needed basis, the City auctions assets that have salvage or resale value by using an online offsite auction service Central Stores Division completes the disposition forms for assets sold and sends the information to Accounting where the fixed asset coordinator updates the asset register.

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Financial Policies (continued) Monthly Depreciation

Accounting Division Responsibilities

For capital assets purchased, Accounting uses the fixed asset module depreciation program to compute the depreciation annually.

• Review of pending fixed asset file. • Coordinate tagging and inventory controls. • Maintain additions, deletions and transfers.

Inventory Tagging Using the fixed asset pending item file, Central Stores tags new assets and completes paperwork needed to update the fixed asset records. Information includes asset tag number, serial number, asset type, location code, and department/division number. Metal tags are used on outdoor equipment (such as hand-held communication devices) and paper tags for indoor equipment (such as computers, chairs and office equipment). Tags that become damaged or illegible should be identified by department staff and reported to Central Stores for a new asset tag.

• Update fixed asset system and record depreciation annually. • Work in conjunction with Central Stores and City departments to conduct annual physical inventory of fixed assets. • Make any adjustments of asset records. • Prepare Comprehensive Annual Financial Report fixed asset schedules and reconcile schedule balance to fixed asset records. Purchasing/Central Stores Responsibilities • Identify the item locations, tag the asset, and submit necessary paperwork to Accounting Division.

Physical Inventory Annually, as part of the Capital Replacement Program budget process, a complete inventory of fixed assets will be distributed to every department and division. At that time, all items on the inventory must be physically verified by a representative and corrections or changes made on the inventory sheets, which will then be signed and returned with the capital purchase requests. Throughout the year, departments may be audited on a random basis on the accuracy of their physical inventory. In cases of gross inaccuracies (10% of the item counts/dollar value or more) future capital purchases may be deferred until the inaccuracies have been rectified. Fixed Assets Losses Lost or stolen assets should be reported on a property disposition form. Replacement of the asset is accomplished through a budget transfer from the appropriate risk fund to a capital purchase account in the fund where the asset is maintained. Voiding Fixed Assets Accounts Payable is responsible for notifying Accounting of any capital purchases voided and/or voided and reissued through the accounts payable system. The Accounts Payable staff must notify the fixed asset coordinator to correct the pending fixed asset record. Duplication of records in the pending fixed asset file will create an overstatement.

• Inform accounting of any unusual observations in the field. • Check all purchase orders for capital items. • Ensure that the item description accurately and concisely describes the item. Risk Management Responsibilities • Annually assess insurance coverage.

Department Responsibilities • Justify need for capital purchases through the budgeting process. • Obtain the correct account number and ascertain that funding is available. • Project managers are responsible for coding and using the correct project numbers and account numbers on every requisition for all capital purchases (using 6X-XX accounts). • Conduct an annual physical inventory of fixed assets (subject to audit). • Prepare property disposition forms when assets are moved, removed from inventory, lost, or stolen.

Project Accounting A project is a specific grouping of activities aimed at achieving a defined goal. Projects are set up in the accounting software application with an assigned account number for all expenditures associated with the project and are identified with a five digit project number assigned by Accounting.

262

Fiscal Year 2017 Annual Budget

Fund Balance Overview What is Fund Balance? Fund balance is the difference between assets and liabilities reported in a governmental fund at the end of the fiscal year. Fund balance tables for all major funds are presented on the following pages.

How are Fund Balances Used? City staff reviews fund balances yearly to identify available surpluses. The surpluses become part of the City’s financial strategy to equity fund capital projects, supplement the funding of depreciation, and to pay down outstanding debt. Coral Springs is proud to be among an elite group of cities that are currently rated ‘AAA’ by Standard and Poor’s and Fitch and Aa1 by Moddy’s Investors Service. The City’s strong financial performance is due, in part, to the City’s long-term perspective and aggressive debt management. Prior to build-out, the City—through its growth management, strategic planning, and cost containment measures—had been able to generate reserves that were reinvested back into the community. The goal of the City has been to use surplus reserves in ways that positively affect the financial Five-Year Forecast by reducing long-term obligations, while avoiding property tax increases.

We have used surpluses to retire expensive debt, provide adequate funding for pension funds, enhance the education resources of the City, and provide “pay-as-you-go” financing structures for its equipment and technology upgrades. (See the Capital Improvement Program in the Budget Overview section for detailed information on replacement programs.) Prior to tax reform, it was evident surpluses would be decreasing at an increasing rate because the City had reached residential build-out and building/developmental-related revenues were expected to decline. To capitalize on these declining resources, surpluses were earmarked to provide a funding source for future capital expenditures. Although the City budgeted the use of $1.75 million from reserves in FY 2013, those reserves were not used. The allocation of reserves is intended to support operating expenditures required to maintain the quality of service our residents have come to expect. FY 2017 is the fourth year since FY 2010 that reserves have not being budgeted to close the gap between revenues and expenditures in the General Fund operating budget.

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General Fund Balance FY 2012 Actual BEGINNING BALANCE Adjustment (Conference Center and Library) Use of Reserves REVISED BEGINNING BALANCE REVENUE/SOURCES Ad Valorem Taxes Franchise Fees Utility Taxes Intergovernmental Revenues License and Permits Charges for Services Fines and Forfeitures Interest/Other SUB TOTAL REVENUES Appropriations from fund balance TOTAL REVENUE/SOURCES

FY 2013 Actual

FY 2014 Actual

$27,136,945 $22,478,338

$22,187,147

$21,222,176

$27,136,945 $22,478,338

$22,187,147

$21,222,176

31,133,669 9,988,006 9,726,733 20,650,091 3,291,395 12,465,697 1,244,202 3,240,123 91,739,916

32,726,176 10,229,175 10,170,739 22,667,879 3,031,511 12,948,144 1,368,085 4,572,491 97,714,200

33,847,000 12,236,915 10,859,975 21,094,024 3,349,483 13,090,654 1,744,986 4,358,604 100,581,641

91,739,916

97,714,200

EXPENDITURES/USES General Government Public Safety Parks and Recreation Public Works Development Services Educational Programs Capital Outlay TOTAL EXPENDITURES/USES

13,829,067 54,709,919 12,907,757 4,695,473 5,712,416 914,722 0 92,769,354

EXCESS (DEFICIENCY) OF REVENUES OVER EXPENDITURES Other Financing Sources (Uses) Transfers In Transfers Out Special Item Total Other Financing Sources (Uses) NET CHANGE IN FUND BALANCE FUND BALANCE END OF YEAR Total Assets Liabiliities Deferred Inflows of resources Subtotal Fund balance Nonspendable Inventory Long-term note receivable Prepaid Items Advances to other funds Restricted Landfill Parks Committed Stabilization Fund Assigned Computer Replacement Program Facilities Replacement Subsequent years' expenditures Capital Projects Unassigned ENDING BALANCE

264

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$25,547,249 $25,547,249

38,909,404 12,681,211 11,418,696 20,001,189 4,005,554 14,306,464 2,202,750 4,321,635 107,846,903

41,287,396 12,974,556 11,565,708 19,991,606 4,208,100 14,512,775 3,010,292 4,330,687 111,881,119

100,581,641

35,279,815 12,245,054 11,054,809 24,699,065 3,652,702 14,657,823 2,511,975 4,336,617 108,437,860 0 108,437,860

107,846,903

111,881,119

13,331,804 53,544,362 13,547,342 5,066,860 5,687,335 931,783 0 92,109,486

13,799,474 55,363,578 14,143,371 4,722,294 5,945,559 1,051,065 0 95,025,341

14,886,437 56,030,431 14,203,964 5,103,911 6,201,882 1,225,680 0 97,652,305

25,221,513 55,750,577 14,636,819 4,751,708 6,798,286 515,000 173,000 107,846,903

26,400,961 57,441,028 15,012,348 4,818,349 7,163,433 545,000 500,000 111,881,119

(1,029,438)

5,604,714

5,556,300

10,785,555

0 (3,401,546) (227,623) (3,629,169)

0 (4,830,905) (1,065,000) (5,895,905)

820,285 (5,906,556) (1,435,000) (6,521,271)

0 (6,460,482) 0 (6,460,482)

(4,658,607)

(291,191)

(964,971)

4,325,073

$22,478,338 $22,187,147

$21,222,176

$25,547,249

$28,438,904 $33,444,994 $ 31,764,537 $ 35,537,958 5,960,566 9,934,492 8,500,963 7,918,567 0 1,323,355 2,041,398 2,072,142 $22,478,338 $22,187,147 $21,222,176 $25,547,249 1,139,347 2,500,000 0 0

1,033,162 1,435,000 0 0

1,075,825 0 0 0

1,138,336 0 0 0

23,000 81,945

23,820 81,945

24,153 81,945

16,798,428

17,053,991

17,548,453

18,333,974

538,512 1,397,106 0 0 0

1,355,098 1,204,951 0 0 0

1,426,266 665,867 0 400,000 0

1,882,094 542,357 0 0 3,544,390

$22,478,338 $22,187,147

$21,222,176

$25,547,249

Fiscal Year 2017 Annual Budget

General Fund Balance (continued) Discussion of changes in Fund Balance: At the end of FY 2012, fund balance for the General Fund was $22,478,338 or 24% of General Fund expenditures. Of this balance, $105,000 was restricted by specific legal requirements, $16,798,428 was committed to the City’s stabilization fund, $538,512 assigned to the Computer Replacement Program, $1,397,106 to the Facilities Replacement Plan, and $3.6M was classified as nonspendable. Fund balance decreased mainly due to a decline in net assets. Charges for services increased by $1.1M (mainly due to an increase in ambulance transport fees and increase in lien search fees). Operational expenses exceeded revenues by $1M. At the end of FY 2013, fund balance for the General Fund was $22,187,147 or 24% of total general Fund expenditures. Of this balance, $17,053,991 has been committed to the City’s stabilization fund, $1,355,098 has been assigned to the Computers Replacement Program, $1,204,951 to the Facilities Plan, and $2,468,000 is classified as nonspendable. Changes are mainly due to a $1.6M increase in property tax revenue, $2M increase in intergovernmentral revenue, and $1.3M increase in other income (primarily to the receipt of excess funds from the volunteer firefighter’s pension fund of $1.2M). Expenditures decreased $660K or 0.7% over the prior fiscal year. In FY 2014, fund balance for the General Fund was $21,222,176 or 22% of total General Fund Expenditures. Of this balance, $105,000 is restricted by specific legal requirements, $17,548,000 has been committed to the City’s stabilization fund, $1,426,000 has been assigned to the compter replacement program, $666,000 has been assigned to facilities replacement, $400,000 has been assigned to capital projects, and $1,076,000 is classified as nonspendable. The General Fund fund balance decreased by approximately $965,000 from FY 2013. Revenues

increased due to a $1.1 million increase in property tax revenue and $2M increase in franchise tax revenue. This was offset by a decrease of $1.6M in intergovernmental revenue. This decrease in intergovernmental revenue is primarily due to a one time distribution of $1.4M received in fiscal year 2013 from the Resource Recovery Board. Expenditures increased $2.9M or 3.2% over the prior fiscal period. In FY 2015, fund balance for the General Fund was $25,547,249 or 22% of total General Fund Expenditures. Of this balance, $106,000 is restricted by specific legal requirements, $18,333,974 has been committed to the City’s stabilization fund, $1,882,094 has been assigned to the computer replacement program, $542,357 has been assigned to facilities replacement, and $1,138,336 has been classified as nonspendable. The General Fund balance has increased by approximateley $4.3M. Revenues increased $2.2M primarily due to a Miscellaneous Fines (Code Citations/Liens) increase of $3.4M offset by a decrease in Intergovernmental Revenues ($679k) as well as a decrease in expenditures of $1.9M In FY 2016, there were no funds budgeted to be allocated from fund balance. The increase of 4.4% in total revenues and related expenditures also assumes that the city will be at 100% of budget at the end of 2015. Fund balance at the end of September 2016 will be reported after the audit is complete and CAFR finalized In FY 2017, there were no funds budgeted to be allocated from fund balance. The increase of 3.7% in total revenues assumes that the city revenues and expenditures will be at 100% of budget at the end of 2017.

General Fund 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 ‐ FY 2011

FY 2012

FY 2013

FY 2014

City of Coral Springs, Florida

FY 2015

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Fire Fund Balance BEGINNING BALANCE Use of Reserves REVISED BEGINNING BALANCE REVENUE/SOURCES Intergovernmental Non-Ad Valorem Special Assessment Charges for Services Interest and Other Income SUB TOTAL REVENUES Appropriations from fund balance TOTAL REVENUE/SOURCES

FY 2012 Actual

FY 2013 Actual

FY 2014 Actual

FY 2015 Actual

$2,232,676 $2,232,676

FY 2016 Budget

FY 2017 Budget

$2,489,670

$2,675,464

$2,501,899

$2,562,042

$2,489,670

$2,675,464

$2,501,899

$2,562,042

50,510 8,278,476 7,054,735 47,019 15,430,740

53,170 8,792,351 7,256,998 15,146 16,117,665

58,581 9,365,347 7,517,732 36,741 16,978,401

74,668 9,596,691 8,529,911 34,371 18,235,641

52,020 10,761,023 8,484,083 55,000 19,352,126

52,020 11,603,945 8,778,234 55,000 20,489,199

15,430,740

16,117,665

16,978,401

18,235,641

19,352,126

20,489,199

15,995,356

16,768,601

17,338,467

19,352,126

20,489,199

15,995,356

16,768,601

17,338,467

18,120,825 187,444 18,308,269

19,352,126

20,489,199

EXCESS (DEFICIENCY) OF REVENUES OVER EXPENDITURES

(564,616)

(650,936)

(360,066)

(72,628)

Other Financing Sources (Uses) Transfers In Transfers Out Total Other Financing Sources (Uses)

1,054,470 (232,860) 821,610

1,119,590 (282,860) 836,730

1,225,861 (1,039,360) 186,501

1,181,131 (1,048,360) 132,771

256,994

185,794

(173,565)

60,143

$2,489,670

$2,675,464

$2,501,899

$2,562,042

2,489,670 0

2,675,464 0

2,501,899 0

2,562,042 0

$2,489,670

$2,675,464

$2,501,899

$2,562,042

EXPENDITURES/USES Public Safety Capital Outlay TOTAL EXPENDITURES/USES

NET CHANGE IN FUND BALANCE FUND BALANCE END OF YEAR Nonspendable/Restricted Unassigned ENDING BALANCE

Discussion of changes in Fund Balance: For FY 2010-FY 2013, the entire fund balance in the Fire fund is restricted for fire safety per the City’s Financial Policies. This capital reserve will ensure continued operations in the event of a natural disaster or other emergency. The reserve equals to 17% of operating expenditures less Training Division, non-departmental expenses, chargebacks, debt service, capital, and inter-fund transfers. For FY 2014 and FY 2015, the restricted amount is an estimate until year-end figures are audited and the CAFR is finalized. The net change in fund balance of $256,994 in FY 2012 was mainly due to an increase in non-ad valorem special assessment revenue as well as additional 3.5% of income for charges for services. In addition, interfund transfers increased by 28.9% or $184K. In FY 2013, the increase of $185,794 was due primarily to a 6.2% increase in nonad valorem special assessment revenue and savings in operational expenses. For FY 2014, the decrease of $173,565 was primarily due to an $400,000 appropriation from capital reserves to pay for the design phase of two new Fire Stations. In FY 2015, there was a $60,143 increase in fund balance. In FY 2016, it was not necessary to allocate any portion of fund balance to cover expenses. Fund balance at the end of September 2016 will be reported after the audit is complete and CAFR finalized

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Fire Fund 2,800,000 2,700,000 2,600,000 2,500,000 2,400,000 2,300,000 2,200,000 2,100,000 2,000,000 FY 2011

Fiscal Year 2017 Annual Budget

FY 2012

FY 2013

FY 2014

FY 2015

Water and Sewer Fund Balance FY 2012 Actual BEGINNING BALANCE Use of Reserves Adjustment- GASB Statement 65 REVISED BEGINNING BALANCE

FY 2013 Actual

$35,174,454 $37,634,922 0 0 0 (475,099) $35,174,454 $37,159,823

REVENUE/SOURCES Charges for Services Appropriations from fund balance TOTAL REVENUE/SOURCES

18,708,432 0 18,708,432

19,457,821 0 19,457,821

EXPENSES/USES Operating Expenses: Operating and Program Costs Administration Non-Departmental Depreciation TOTAL OPERATING EXPENSES/USES

9,840,866 2,793,520 506,517 3,025,765 16,166,668

Non Operating Revenues (Expenses) Investment Income Interest Expense Bond and Loan Issuance Costs Other (Trustee fees/disposal of capital assets) TOTAL NON OPERATING REV (EXP)

94,709 (304,046) (41,643) (585) (251,565)

EXCESS (DEFICIENCY) OF REVENUES OVER EXPENSES

2,290,199

Other Financing Sources (Uses) Contributions from private source Capital Contributions Transfers Out Total Other Financing Sources (Uses) CHANGE IN NET POSITION

FY 2014 Actual $39,676,969 0 0 $39,676,969

FY 2016 Budget

FY 2017 Budget

$42,076,819 $45,150,398 $45,150,398 0 (1,597,793) 0 0 0 $42,076,819 $45,150,398 $43,552,605

20,259,916

21,022,068 0 21,022,068

21,442,772 0 21,442,772

22,178,763 1,597,793 23,776,556

9,572,847 2,909,962 729,870 3,223,832 16,436,511

9,732,913 3,044,374 985,467 3,302,148 17,064,902

10,101,383 3,458,755 922,596 3,580,130 18,062,864

10,761,734 995,700 9,685,338 0 21,442,772

11,462,856 1,049,980 11,263,720 0 23,776,556

52,015 (583,489) (61,554) (897) (593,925)

58,921 (569,654) (49,334)

59,246 (436,163) (44,766) (980) (422,663)

2,634,947

2,536,541

2,427,385

20,259,916

FY 2015 Acutal

(560,067)

0 170,269 0 170,269

14,616 125,145 (50,000) 89,761

3,690 2,963 (241,750) (235,097)

587,038 0 (50,000) 537,038

2,460,468

2,517,146

2,399,850

3,073,579

FUND BALANCE END OF YEAR

$37,634,922 $39,676,969

$42,076,819

$45,150,398

$43,552,605

NET ASSETS/POSITION Net investment in capital assets Restricted (Renewal & Replacement) Restricted (Impact Fees) Unrestricted NET POSITION END OF YEAR

27,470,054 29,435,866 500,000 500,000 1,522,750 1,526,065 8,142,118 8,215,038 $37,634,922 $39,676,969

30,980,127 0 1,531,532 9,565,160 $42,076,819

31,352,457 0 1,644,867 12,153,074 $45,150,398 $45,150,398

$43,552,605

Discussion of changes in Fund Balance or Net Position: In FY 2012, the increase in fund balance was due primarily to a 3% increase in water and sewer rates implemented in October 2011, offset by a decrease in consumption of 1.9% and a $685K increase in operating, program, and administrative costs, including a 4% increase in wastewater treatment charges paid to Broward County. In FY 2013, increases in fund balance were due to reduced operating and program costs. For example, the actual charges for wastewater treatment were 79.8% from the estimated budget, resulting in a $1.3M cost savings. In addition, a 3% rate increase was implemented at the beginning of this fiscal year for water and sewer customers. In FY 2014, increase in fund balance was primarily due reduced wastewater treatment costs which was 73.8% of the estimated budget, resulting in a $1.8M cost savings. In FY 2015, the increase in fund balance is primarily due to $1,928,000 budgeted to equity finance capital projects in which no portion of this was used as well as lower than budgeted departmental expenditures. In FY 2016, it was not necessary to allocate any portion of fund balance to cover expenses. In FY 2017, $1,597,793 was budgeted from fund balance to equity finance capital projects.

Water and Sewer Fund 50,000,000 45,000,000 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 ‐ FY 2011

City of Coral Springs, Florida

FY 2012

FY 2013

FY 2014

FY 2015

267

Health Fund Balance BEGINNING BALANCE/NET POSITION REVENUE/SOURCES Operating Revenue Charges for Services General Fund Water and Sewer Fund Equipment Services Fund Solid Waste Fund Property/Casualty Insurance Fund Fire Fund Other Revenue Total Operating Revenue

FY 2012 Actual

FY 2013 Actual

$1,750,288

$3,118,183

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$3,175,813

$3,382,303

$3,554,966

9,910,422 608,646 225,424 11,272 23,695 1,683,202 215,000 12,677,661

10,340,314 626,307 231,961 11,598 38,660 1,721,766 250,000 13,220,606

9,109,253 510,225 216,961 0 21,696 1,492,446 144,288 11,494,869

7,723,579 519,646 219,597 0 23,364 1,615,953 243,528 10,345,667

9,308,329 555,212 214,921 0 21,493 1,545,141 355,198 12,000,294

9,560,948 586,270 23,626 0 218,486 1,601,938 321,711 12,312,979

Non Operating Revenue Premium/Retirees Terminated/Cobra Employee W/Dependent Wellness Interest Income Total Non Operating Revenue

565,281 38,159 497,021 0 30,032 1,130,493

632,420 23,172 518,810 0 12,249 1,186,651

700,963 9,774 553,341 0 17,160 1,281,238

792,016 2,291 581,024 0 15,074 1,390,405

735,000 20,000 635,000 20,000 1,410,000

875,000 20,000 700,000 75,000 20,000 1,690,000

TOTAL REVENUE/SOURCES

12,625,362

11,532,318

13,281,532

13,703,384

14,087,661

14,910,606

EXPENSES/USES Health Plan Contingency Life Ins/ Long Term Disability TOTAL EXPENSES/USES

10,991,337 0 266,130 11,257,467

11,192,892 0 281,796 11,474,688

12,785,588 0 289,460 13,075,048

13,236,295 0 294,426 13,530,721

13,771,111 25,000 291,550 14,087,661

14,556,406 35,000 319,200 14,910,606

TRANSFERS - OTHERS

1,367,895

57,630

206,484

172,663

FUND BALANCE END OF YEAR

$3,118,183

$3,175,813

$3,382,297

$3,554,966

NET ASSETS/POSITION Designated/Reserved Undesignated/Unreserved NET POSITION END OF YEAR

0 3,118,186 $3,118,186

0 3,175,813 $3,175,813

0 3,382,303 $3,382,303

0 3,554,966 $3,554,966

$3,848,986

$3,817,610

$4,258,732

$4,242,497

$37,073 $9,669 $684,058 $730,800

$3,733 $10,804 $627,260 $641,797

$317,369 $10,692 $548,368 $876,429

$39,924 $11,059 $636,549 $687,531

CHANGE IN NET POSITION

Total Assets Net position end of year includes: Accounts payable & accrued Liabilities Compensated absences Accrued liabilities for estimated claims Total Liabilities

Discussion of changes in Fund Balance or Net Position: The fund balance/net position shown for each year complies with the City’s financial policy of maintaining unreserved retained earnings balance in the Health Fund of an amount equal to or greater than 25% of total budgeted health claims. In FY 2012, contributions from all funds were increased to cover expected increases in health costs, based on prior year’s actuals. This resulted in additional $1.7M income into the Health Fund via inter-fund transfers. However, medical claims and life insurance costs declined by 0.64%, also contributing to the increase in fund balance. In FY 2013, a small change in fund balance of $58K was due to a combined $217K cost increase in health, long-term disability and life insurance and a reduction in inter-fund transfers for services to other funds totaling $1.1M. This decrease is offset by additional revenue receipts for pharmacy rebates. In FY 2014, the fund balance increased $206,484 due to higher recovery revenue receipts during the year including pharmacy rebates. In FY 2015, the fund balance increased $172,663 mainly driven by the increase in pharmacy rebates and premium recoveries.

268

Health Fund 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 ‐ FY 2011

Fiscal Year 2017 Annual Budget

FY 2012

FY 2013

FY 2014

FY 2015

General Insurance Fund Balance BEGINNING BALANCE

FY 2012 Actual

FY 2013 Actual

$1,293,006

$1,063,533

FY 2014 Actual $914,499

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$1,474,375

$1,624,184

REVENUE/ SOURCES Operating Revenue Charges for Services General Fund Water and Sewer Fund Equipment Services Fund Health Fund Solid Waste Fire Fund Total Operating Revenue

1,746,255 501,790 20,381 1,698 0 294,430 2,564,554

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

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

2,270,469 636,326 26,575 2,680 0 386,848 3,322,898

2,457,333 716,154 27,183 2,718 1,359 419,754 3,624,501

2,625,727 757,393 29,067 4,360 1,453 446,456 3,864,456

Non Operating Revenue Motor Vehicle Workers' Compensation Other Interest Income Total Non Operating revenue

81,672 39,445 29,953 37,980 189,050

65,427 50,029 22,601 14,810 152,867

22,476 30,866 18,450 21,443 93,235

76,539 70,504 41,941 22,610 211,594

50,000 10,000 25,000 25,000 110,000

50,000 50,000 25,000 25,000 150,000

TOTAL REVENUE/SOURCES

2,753,604

2,870,964

3,269,614

3,534,492

3,734,501

4,014,456

EXPENSES/USES Workers' Compensation Property Casualty TOTAL EXPENSES/USES

1,445,112 1,402,961 135,004 2,983,077

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

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

1,325,770 1,837,311 221,602 3,384,683

1,526,197 2,096,038 112,266 3,734,501

1,687,297 2,130,732 196,427 4,014,456

CHANGE IN NET POSITION

(229,473)

(149,034)

559,876

149,809

$1,474,375

$1,624,184

FUND BALANCE END OF YEAR NET ASSETS/POSITION Designated/Reserved Undesignated/Unrestricted NET POSITION END OF YEAR

$1,063,533

0 1,063,533 $1,063,533

$914,499

0 914,499 $914,499

0 1,474,375

0 1,624,184

$1,474,375

$1,624,184

$4,142,677 $4,426,236 $4,642,165 $32,802 $37,719 $25,098 $5,343 $5,558 $5,692 $3,041,000 $3,469,000 $3,137,000 $3,079,145 $3,512,277 $3,167,790 Discussion of changes in Fund Balance or Net Position: The unrestricted fund balance listed above for the General Insurance Fund is undesignated after setting aside reserves for the minimum of 125% of each year’s projected claims (for Property, Casualty, and Worker’s Compensation) or 1,800,000 the amount as determined by the biannual actuarial report. 1,600,000 In FY 2012, worker’s compensation expenses increased by 68% compared to the 1,400,000 previous year. This resulted in a reduction in fund balance of $585K, offset by a 1,200,000 7.4% decline in excess liability and property insurance costs. 1,000,000 In FY 2013, overall expenses increased by only $35K primarily due to higher property insurance costs. Revenues declined by $114K due to a reduction in 800,000 recoveries for worker’s compensation. 600,000 In FY 2014, the fund balance increased $559,876 due to less worker’s 400,000 compensation claims and lower estimated claims liability per AMI actuarial report. 200,000 In FY2015, the fund balance increased $149,809 due to higher recoveries and ‐ lower worker’s compensation claims.

$5,128,649 $15,531 $932 $3,488,000 $3,504,464

Total Assets Accounts payable and accrued liabilities Compensated absences Accrued liability for estimated claims

FY 2011

City of Coral Springs, Florida

0 1,624,184 $1,624,184

General Insurance

FY 2012

FY 2013

FY 2014

FY 2015

269

Equipment Services Fund Balance FY 2012 Actual BEGINNING BALANCE/NET POSITION OPERATING REVENUE/SOURCES Charges for Services Other (Auction) SUB TOTAL REVENUES

FY 2013 Actual

$18,242,963 $15,531,809

FY 2014 Actual $16,010,253

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$11,347,100

$18,587,061

5,314,668 90,422 5,405,090

5,451,840 177,099 5,628,939

5,724,387 43,160 5,767,547

5,890,776 40,157 5,930,933

6,038,469 120,000 6,158,469

6,349,163 144,000 6,493,163

109,079

30,451

123,008 232,087

127,606 158,057

(13,396) (13,396)

41,918 0 184,821 226,739

50,000 3,627,785

50,000 3,724,775

3,677,785

3,774,775

TOTAL REVENUE/SOURCES

5,637,177

5,786,996

5,754,151

6,157,672

9,836,254

10,267,938

EXPENDITURES/USES Operating/Administration Depreciation Expense TOTAL OPERATING EXPENSES/USES

3,210,729 2,305,811 5,516,540

3,352,023 2,360,822 5,712,845

3,231,925 2,542,498 5,774,423

2,823,778 2,638,684 5,462,462

6,839,863 2,996,391 9,836,254

6,939,496 3,328,442 10,267,938

120,637

74,151

(20,272)

695,210

241,274

148,302

(40,544)

1,390,420

Other Financing Sources/Uses Capital Contributions Transfers In Transfers Out Total Other Financing Sources/Uses

382,198 0 (3,213,989) -2,831,791

504,460 0 (100,167) 404,293

837,544 191,750 (5,672,175) (4,642,881)

1,343,051 5,498,700 (297,000) 6,544,751

CHANGE IN NET POSITION

(2,711,154)

478,444

(4,663,153)

7,239,961

FUND BALANCE END OF YEAR

$15,531,809 $16,010,253

$11,347,100

$18,587,061

NET ASSETS/POSITION Net investment in capital assets Unrestricted NET POSITION END OF YEAR

7,337,535 7,427,178 8,194,274 8,583,075 $15,531,809 $16,010,253

9,145,526 2,201,574 $11,347,100

10,957,120 7,629,941 $18,587,061

$18,587,061

Non Operating Revenues Investment Income Appropriation from fund balance Gain on disposal of capital assets Total Non Operating Revenues

INCOME (LOSS) BEFORE CONTRIBUTIONS AND TRANSFERS EXCESS/DEFICIENCY OF REVENUES OVER EXPENSES

Discussion of changes in Fund Balance or Net Position: In FY 2012, the net change in position was primarily due to a $3.2M transfer to the Capital Fund to support the City’s financial strategy. This borrowing was processed internally with the goal of replenish the funds back to the Equipment Services Fund as soon as possible, ensuring this fund has sufficient resources to replace City own vehicles and fleet equipment as scheduled. In FY 2013, the fund balance increased due to capital contributions. In FY 2014, the fund balance decreased due to the transfer of $5.4M to the Capital Fund. This borrowing was processed internally to be replaced in FY 2015. In FY 2015, the fund balance increased due to the transfer of $5.4M from the Capital Fund. This represents the replacement of the FY2015 borrowing.

Equipment Services 20,000,000 18,000,000 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 ‐ FY 2011

270

Fiscal Year 2017 Annual Budget

FY 2012

FY 2013

FY 2014

FY 2015

Debt Service Fund Balance BEGINNING BALANCE Budgeted Reserves Use of Reserves REVISED BEGINNING BALANCE REVENUE/SOURCES Ad Valorem Taxes Intergovernmental Interest and Other SUB TOTAL REVENUES Other Financing Sources Interest Rebate Appropriations from fund balance Inter-fund transfers for Debt Service From General Fund From Fire Fund From Water and Sewer Fund Subtotal Other Financing Sources

FY 2014 Actual

FY 2016 Budget

FY 2015 Actual

FY 2017 Budget

FY 2012 Actual

FY 2013 Actual

$3,079,590

$1,895,891

$184,636

$252,937

256,311

$3,079,590

$1,895,891

$184,636

$252,937

$256,311

2,378,418

2,536,685

12,570 2,390,988

12,236 2,548,921

104,296

98,606

2,065,981

2,081,501

1,508,312

172,086 2,238,067

214,252 2,295,753

119,079 1,627,391

1,573,553 109,891 6,676 1,690,120

6,867,832 282,860 50,000 7,304,988

TOTAL REVENUE SOURCES

2,238,067

2,295,753

1,627,391

1,690,120

9,695,976

9,840,656

EXPENDITURES/USES General Government Principal Interest TOTAL EXPENDITURES/USES

2,650 3,934,983 2,064,069 6,001,702

2,650 4,354,871 1,986,474 6,343,995

2,150 3,416,439 1,522,819 4,941,408

1,400 5,082,350 1,595,487 6,679,237

12,650 7,076,209 2,607,117 9,695,976

11,900 7,296,127 2,932,629 10,240,656

(3,763,635)

(4,048,242)

(3,314,017)

(4,989,117)

2,579,936 2,579,936

14,302,475 (14,295,212) 4,029,724 (1,700,000) 2,336,987

9,441,272 (10,887,509) 4,828,555 3,382,318

4,992,491 4,992,491

(1,183,699)

(1,711,255)

68,301

EXCESS (DEFICIENCY) OF REVENUES OVER EXPENDITURES Other Financing Sources (Uses) Refunding Bonds Issued Payment to Refunded Bond Escrow Agent Transfers In Transfers Out Total Other Financing Sources (Uses) NET CHANGE IN FUND BALANCE FUND BALANCE END OF YEAR Restricted for Bond Reserves Assigned to Debt Service Undesignated ENDING BALANCE

3,374

6,860,269 282,860 50,000 7,291,735

$1,895,891

$184,636

$252,937

$256,311

0 1,895,891 0

0 184,636 0

0 252,937 0

0 256,311 0

$1,895,891

$184,636

$252,937

$256,311

Discussion of changes in Fund Balance: FY 2012: A portion of reserves was used to pay a portion of the Franchise Revenue Bond debt service. FY 2013: Fund balance decreased by $1.7M due to transferring cash reserves ($1,450,000 to the Capital Fund and $250,000 to the Tree Preservation Trust Fund) for capital improvement projects. During this year, the series 2004 Franchise Revenue bond was refunded.

Debt Service 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 ‐ FY 2011

City of Coral Springs, Florida

FY 2012

FY 2013

FY 2014

FY 2015

271

Staffing Summary table of Position Counts FY 2014 Authorized Position FTE's 1 1.00

Department Name City Commission City Manager's Office Human Resources Financial Services Information Technology City Attorney Development Services Police Emergency Medical Services

FY 2015 Authorized Position FTE's 1 1.00

FY 2016 Authorized Position FTE's 1.00 1.00

FY 2017 Authorized Position FTE's 1.00 1.00

Position Change # % 0.00 n/a

FTE Change # 0.00

% 0.00%

23.5

23.50

26.5

26.50

0.00

n/a

0.00

0.00%

12.25

13.00

14.25

1.25

n/a

1.25

9.62%

25.00

24.25

0.00

n/a

0.00

0.00%

19.25

21.25

21.50

0.00

n/a

0.00

0.00%

6.00

5.75

0.00

n/a

0.00

0.00%

65.00

66.00

0.00

n/a

0.00

0.00%

299

298.63

301

300.63

301.00

300.63

302.00

301.63

1.00

n/a

1.00

0.33%

65.16

68.02

67.90

68.66

0.76

n/a

0.76

1.12%

Public Works

28.5

28.50

28.00

27.75

28.75

1.00

n/a

1.00

3.57%

Parks and Recreation*

105

105.00

105

105.00

106.00

1.00

n/a

1.00

0.95%

649.66

649.29

659.77

659.40

659.65

659.28

664.66

664.29

5.01

n/a

5.01

0.76%

107.84

109.98

111.10

111.34

0.24

n/a

0.24

0.22%

38.75

40.25

40.50

0.00

n/a

0.00

0.00%

1.25

1.50

2.25

0.75

n/a

0.75

50.00%

General Insurance Fund (WC, Property and Casualty)

1.5

1.50

2.50

0.00

n/a

0.00

0.00%

Equipment Services Fund

15.00

0.00

n/a

0.00

0.00%

0.00

0.75

0.00

n/a

0.00

n/a

814

813.63

828.00

827.63

831.00

830.63

837.00

836.63

6.00

n/a

6.00

Total General Fund *Includes Sportsplex & Aquatics Fire Fund Water and Sewer Fund Health Fund

Solid Waste Fund Total Staff All Funds Including Parkland, FL

0.72%

Changes in Staffing Levels For Fiscal Year 2017, the number of full-time equivalent increased by 6. This increase is offset by the conversion of four part-time positions to full-time status. Funding for the additional positions is budgeted as follows: five were budgeted in the General Fund, and one is split between Fire Fund and EMS (General Fund). These additional staff members are necessary to continue providing high quality services to our customers. Details of the new authorized positions are included in the Budget in Brief section and details of the new initiatives associated with these staff are described in the Business Plan section of this document.

Number of budgeted positions By Department—Fiscal Year 2017 Total Positions By Department ‐ Fiscal Year 2016 City Commission

1.00

City Manager's Office

26.50

Human Resources/Health

16.5

Financial Services

24.25

Information Technology

21.50

City Attorney/General Insurance

8.25

Development Services

66.00

Police

302.00

Fire/EMS*

180.00

Public Works/Water and Sewer/Equipment/Waste

85.00

Parks and Recreation

106.00

272

100

125

150

175

Fiscal Year 2017 Annual Budget

200

225

250

275

300

325

350

Position Counts for all Departments and Divisions FY 2014 Authorized Position FTEs

Department Name City Commission* Exec. Assistant to City Commission

F/T TOTAL *5 City Commissioners not included in total

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

Position Change # %

FTE Change # %

1 1

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

F/T F/T F/T F/T F/T F/T TOTAL

6.5 6 5 1 5 0 23.50

6.5 6 6 1 5 2 26.50

6.5 6 6 0.91 5 2.09 26.50

0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

F/T F/T F/T TOTAL

7.25 5 0 12.25

7 5 1 13.00

9.25 4 1 14.25

2.25 (1.00) 0.00 1.25

32.14% -20.00% 0.00% 9.62%

2.25 (1.00) 0.00 1.25

32.14% -20.00% 0.00% 9.62%

F/T F/T F/T F/T F/T TOTAL

3 7 6 5 4 25.00

2.25 7 6 5 4 24.25

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Information Technology

F/T TOTAL

19.25 19.25

21.25 21.25

21.5 21.5

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

City Attorney

F/T TOTAL

6 6.00

5.75 5.75

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Development Services

F/T TOTAL

4 4.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Engineering

F/T TOTAL

0 0

0.00 0.00

n/a n/a

0.00 0.00

n/a n/a

F/T F/T TOTAL

4 8 12.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

F/T F/T F/T F/T F/T TOTAL

12 8 4 1 2 27.00

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Code Compliance

F/T TOTAL

22 22.00

23 23.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Grand Total Development Services

F/T TOTAL

65 65.00

66 66.00

66.00 66.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T P/T F/T P/T TOTAL

2 2 14 5 5 110 10 6 0 3 2 6 5 4 1 7 19 16 19 1 11 10 7 29 4 1 298 1 299.00

2 2 14 5 5 110 10 6 0 3 2 6 5 4 1 7 19 16 19 1 11 10 7 29 4 0.63 298 0.63 298.63

2 2 14 5 5 113 10 6 0 3 2 6 5 4 1 7 19 16 19 0 11 10 7 29 4 1 300 1 301.00

2 2 14 5 5 113 10 6 0 3 2 6 5 4 1 7 19 16 19 0 11 10 7 29 4 0.63 300 0.63 300.63

2 2 14 5 5 113 10 6 0 3 2 6 5 4 1 7 19 16 19 0 11 10 7 29 4 1 300 1 301.00

2 2 14 5 5 113 10 6 0 3 2 6 5 4 1 7 19 16 19 0 11 10 7 29 4 0.63 300 0.63 300.63

2 2 14 4 5 114 10 6 0 3 2 6 4 4 1 7 21 16 18 0 12 10 7 29 4 1 301 1 302.00

2 2 14 4 5 114 10 6 0 3 2 6 4 4 1 7 21 16 18 0 12 10 7 29 4.00 0.63 301 0.63 301.63

0.00 0.00 0.00 (1.00) 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 (1.00) 0.00 0.00 0.00 2.00 0.00 (1.00) 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00

0.00% 0.00% 0.00% -20.00% 0.00% 0.88% 0.00% 0.00% n/a 0.00% 0.00% 0.00% -20.00% 0.00% 0.00% 0.00% 10.53% 0.00% -5.26% n/a 9.09% 0.00% 0.00% 0.00% 0.00% 0.00% 0.34% 0.00% 0.33%

0.00 0.00 0.00 (1.00) 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 (1.00) 0.00 0.00 0.00 2.00 0.00 (1.00) 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00

0.00% 0.00% 0.00% -20.00% 0.00% 0.88% 0.00% 0.00% n/a 0.00% 0.00% 0.00% -20.00% 0.00% 0.00% 0.00% 10.53% 0.00% -5.26% n/a 9.09% 0.00% 0.00% 0.00% 0.00% 0.00% 0.34% 0.00% 0.33%

City Manager's Office City Manager's Office Management & Budget Office Communications and Marketing CRA City Clerk Economic Development Human Resources Human Resources Comm. Relations/City Hall in Mall Volunteer Services Financial Services Administration Accounting Revenue and Collection Purchasing Central Stores

Community Development Planning Neighborhood/Env.Services Building Building-Administration Building-Structural Building-Electrical Building-Plumbing Building-Mechanical

Police Office of the Chief Office of Professional Standards Vice and Intelligence Human Resources Fiscal Management Patrol Unit Traffic Unit K-9 Unit Tactical Unit Humane Unit Community Involvement Bicycle Unit Training Unit Street Intelligence Unit Emergency Management BEAR Unit General Investigations Special Investigations Youth Liaison Volunteer Services Crime Scene Investigations Strategic Enforcement Team Central Records Communications Center Building/Fleet Maintenance

City of Coral Springs, Florida

273

Position Counts for all Departments and Divisions (continued) FY 2014 Authorized Position FTEs

Department Name EMS Emergency Medical Services Communication Services Training Public Works Administrative Services Streets Facilities Management

Parks and Recreation Parks Cypress Park Mullins Park North Community Park (31/35) Neighborhood Parks Beautification Environmentally Sensitive Land Landscape Irrigation

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

Position Change # %

FTE Change # %

F/T F/T F/T TOTAL

58 6.16 1 65.16

60.9 6.16 1 68.02

60.7 6.16 1 67.9

61.5 6.16 1 68.66

0.76 0.00 0.00 0.76

1.25% 0.00% 0.00% 1.12%

0.76 0.00 0.00 0.76

1.25% 0.00% 0.00% 1.12%

F/T F/T F/T F/T P/T TOTAL

3 21 4.5 28.5 0 28.50

2.5 21 4.5 28 0 28.00

2 20.75 5 27.75 0 27.75

2 21.75 5 28.75 0 28.75

0.00 1.00 0.00 1.00 0.00 1.00

0.00% 4.82% 0.00% 3.60% n/a 3.57%

0.00 1.00 0.00 1.00 0.00 1.00

0.00% 4.82% 0.00% 3.60% n/a 3.57%

11 11 9 16 1 1 15 8

11 11 9 15 1 2 16 8

0.00 0.00 0.00 (1.00) 0.00 1.00 1.00 0.00

0.00% 0.00% 0.00% -6.25% 0.00% 100.00% 6.67% 0.00%

0.00 0.00 0.00 (1.00) 0.00 1.00 1.00 0.00

0.00% 0.00% 0.00% -6.25% 0.00% 100.00% 6.67% 0.00%

72.00

73.00

1.00

1.39%

1.00

1.39%

F/T F/T F/T F/T F/T F/T F/T F/T

Sub-Total Parks Recreation Activity Center Recreation Services Summer Recreation Transportation Sub-Total Recreation

F/T F/T F/T F/T

1 5 1 1 8.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

Sportsplex/Tennis Sportsplex Athletic Complex Cypress Tennis Tennis Center Sub-Total Sportsplex/Tennis

F/T F/T F/T F/T

1 5 1 2 9.00

1 5.0 1 2 9.00

1 5 1 2 9.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

F/T F/T F/T TOTAL

3 2 11 16.00 105.00

3 2 11 16.00 106.00

0.00 0.00 0.00 0.00 1.00

0.00% 0.00% 0.00% 0.00% 0.95%

0.00 0.00 0.00 0.00 1.00

0.00% 0.00% 0.00% 0.00% 0.95%

F/T P/T TOTAL

648.66 1 649.66

648.66 0.63 649.290

658.77 1 659.77

658.77 0.625 659.40

658.65 1 659.65

658.65 0.625 659.28

663.66 1 664.66

663.66 0.625 664.29

5.01 0.00 5.01

0.76% 0.00% 0.76%

5.01 0.00 5.01

0.76% 0.00% 0.76%

F/T F/T F/T F/T F/T TOTAL

3.5 1.84 92 9 1.5 107.84

3.5 1.84 91.52 10.62 2.5 109.98

4.5 1.84 91.64 9.62 3.5 111.1

4.5 1.84 91.76 9.62 3.62 111.34

0.00 0.00 0.12 0.00 0.12 0.24

0.00% 0.00% 0.13% 0.00% 3.43% 0.22%

0.00 0.00 0.12 0.00 0.12 0.24

0.00% 0.00% 0.13% 0.00% 3.43% 0.22%

F/T F/T F/T F/T TOTAL

4.75 10 15 9 38.75

6.25 10 15 9 40.25

7.5 10 15 8 40.50

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

Health Fund

F/T TOTAL

1.25 1.25

1.5 1.50

2.25 2.25

0.75 0.75

50.00% 50.00%

0.75 0.75

50.00% 50.00%

General Insurance Fund Workers' Compensation, Property and Casualty

F/T TOTAL

1.5 1.50

2.5 2.50

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Equipment Services Equipment Maintenance

F/T TOTAL

15 15.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Solid Waste Fund Solid Waste

F/T TOTAL

0 0.00

0.75 0.75

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

813 1 814

813.00 0.63 813.63

827 1 828

827.00 0.63 827.63

830 1 831

830.00 0.63 830.63

836 1 837

836.00 0.63 836.63

6.00 0.00 6.00

0.72% 0.00% 0.72%

6.00 0.00 6.00

0.72% 0.00% 0.72%

Aquatics Cypress Pool Mullins Pool Aquatic Complex Sub-Total Aquatics Grand Total Parks & Recreation General Fund

Fire Administration Communication Services Suppression Inspection Training Water and Sewerâ&#x20AC;&#x201D;Utilities Administration Water Distribution Water Treatment Wastewater Collection

Total Staff All Funds F/T P/T 5 City Commissioners not included in total

274

Fiscal Year 2017 Annual Budget

Detail of Positions by Department and Division City Commission Detail of Positions City Commission-0100 Full Time Executive Assistant to the City Commission* Grand Total City Commission Note: Mayor and Commissioners not included in total *Reclassified from Senior Office Assistant

FY 2014 Authorized Position FTEs

1 1

1.00 1.00

FY 2015 Authorized Position FTEs

1 1

1.00 1.00

FY 2016 Authorized Position FTEs

1 1

1.00 1.00

FY 2017 Authorized Position FTEs

1 1

1.00 1.00

Position Change # %

0.00 0.00

0.00% 0.00%

FTE Change #

0.00 0.00

0.00% 0.00%

City Manager’s Office City Manager's Office Detail of Positions

FY 2014 Authorized Position FTEs

CMO Administration—0501 Full Time City Manager 1 Deputy City Manager* 1.5 Assistant to the City Manager** 1 Construction Project Manager 1 Executive Assistant 1 Senior Office Assistant*** 1 Total Administration 6.5 *Position split 50/50 with Public Works Utilities-Admin-6001 **Reclassified from Executive Assistant to City Manager ***Reclassified to Executive Assistant

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

Position Change # %

FTE Change #

1.00 1.50 1.00 1.00 1.00 1.00 6.50

1 1.5 1 1 2 0 6.5

1.00 1.50 1.00 1.00 1.00 1.00 6.50

1 1.5 1 1 2 0 6.5

1.00 1.50 1.00 1.00 2.00 0.00 6.50

1 1.5 1 1 2 0 6.5

1.00 1.50 1.00 1.00 2.00 0.00 6.50

0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00

1 0 1 2

1.00 0.00 1.00 2.00

1 0.09 1 2.09

1.00 0.09 1.00 2.09

1 0.09 1 2.09

1.00 0.09 1.00 2.09

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Communications and Marketing—0604 Full Time Director of Communications and Marketing* 1 Senior Videographer/Editor 1 Broadcast Communications Coordinator 1 Communications Coordinator ** 1 Writer/Media Relations Coordinator 1 Total Communications and Marketing 5 *Reclassified from Communications and Marketing Manager **Reclassified from Creative Services Coordinator (1 position)

1.00 1.00 1.00 1.00 1.00 5.00

1 1 1 2 1 6

1.00 1.00 1.00 2.00 1.00 6.00

1 1 1 2 1 6

1.00 1.00 1.00 2.00 1.00 6.00

1 1 1 2 1 6

1.00 1.00 1.00 2.00 1.00 6.00

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Community Redevelopment Agency (CRA)—3200 Full Time CRA Administrator*/** Total Community Redevelopment Agency *Reclassified from CRA Coordinator **Split position 0.09/0.91 with Division 0502

1 1

1.00 1.00

1 1

1.00 1.00

0.91 0.91

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

1 1 1 1 1 5 23.5

1.00 1.00 1.00 1.00 1.00 5.00 23.5

1 1 1 1 1 5 26.5

1.00 1.00 1.00 1.00 1.00 5.00 26.50

1 1 1 1 1 5 26.5

1.00 1.00 1.00 1.00 1.00 5.00 26.5

1 1 2 0 1 5 26.5

1.00 1.00 1.00 1.00 1.00 5.00 26.50

0.00 0.00 1.00 (1.00) 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Economic Development—0502 Full Time Chief Economic Development Officer* CRA Administrator* * Principal Office Assistant Total Economic Development *Reclassified from Economic Development Manager **Split position 0.09/.91 with Division 3200

0 0 0 0

Management & Budget Office—1901 Full Time Director of Budget & Strategy* 1 Senior Financial Analyst 5 Total Management & Budget Office 6 **Reclassified from Director of Budget, Strategy & Communications

City Clerk—3501 Full Time City Clerk Assistant City Clerk Records Management Coordinator Principal Office Assistant** Public Records Specialist* Total City Clerk Grand Total City Manager's Office *Reclassified from Senior Office Assistant **Reclassified to Records Managent Coordinator

City of Coral Springs, Florida

275

Detail of Positions by Department and Division (continued) Human Resources Detail of Positions

FY 2014 Authorized Position FTEs

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

Human Resources—1000 Full Time Director of Human Resources* 0.75 0.75 0.5 0.50 0.5 0.50 Human Resources Partner** 1.5 1.50 1.5 1.50 1.5 1.50 Human Resources Manager****** 0 0.00 0 0.00 0.00 0.00 Human Resources Coordinator***** 1 1.00 1 1.00 1 1.00 Pension Administrator 1 1.00 1 1.00 1 1.00 Human Resources Analyst 1 1.00 1 1.00 1 1.00 Pension Analyst 0 0.00 0 0.00 0 0.00 Project Support Specialist*** 1 1.00 1 1.00 1 1.00 Human Resources Technician**** 1 1.00 1 1.00 1 1.00 Total Human Resources 7.25 7.25 7 7.00 7 7.00 * Position split 75/25 with Health Fund-8501 ** Position split 50/50 with General Liability Insurance Fund-8801 *** Reclassified from Senior Office Assistant **** Reclassified from Human Resource Support Specialist ***** Reclassified from Senior Human Resource Technician ****** Reclassified from Police Human Resource Administrator and Reclassification from Human Resource Partner. Community Relations—1001 and 1007 Full Time Community Relations Manager Passport Services Supervisor * Community Relations Coordinator Office Assistant** Senior Office Assistant Total Community Relations (Includes City Hall in the Mall) * Reclassified from Senior Community Relations Coordinator * Reclassified to the Health Fund

Position Change # %

FTE Change #

0.75 0.5 2.00 1 1 1 1 1 1 9.25

0.75 0.50 2.00 1.00 1.00 1.00 1.00 1.00 1.00 9.25

0.25 (1.00) 2.00 0.00 0.00 0.00 1.00 0.00 0.00 2.25

50.00% -66.67% n/a 0.00% 0.00% 0.00% n/a 0.00% 0.00% 32.14%

0.25 (1.00) 2.00 0.00 0.00 0.00 1.00 0.00 0.00 2.25

50.00% -66.67% n/a 0.00% 0.00% 0.00% n/a 0.00% 0.00% 32.14%

1 1 1 1 1 5

1.00 1.00 1.00 1.00 1.00 5.00

1 1 1 1 1 5

1.00 1.00 1.00 1.00 1.00 5.00

1 1 1 1 1 5

1.00 1.00 1.00 1.00 1.00 5.00

1 1 1 0 1 4

1.00 1.00 1.00 0.00 1.00 4.00

0.00 0.00 0.00 (1.00) 0.00 (1.00)

0.00% 0.00% 0.00% -100.00% 0.00% -20.00%

0.00 0.00 0.00 (1.00) 0.00 (1.00)

0.00% 0.00% 0.00% -100.00% 0.00% -20.00%

0 0

0.00 0.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Health Fund—8501 Full Time Director of Human Resources* 0.25 Employee Benefits Program Manager** 0 Senior Human Resources Coordinator 1 Total Health Fund 1.25 *Position split 25/75 with Human Resources-1000 ** Reclassified from Human Resource-Senior Office Assistant

0.25 0.00 1.00 1.25

0.5 0 1 1.5

0.50 0.00 1.00 1.50

0.5 0 1 1.5

0.50 0.00 1.00 1.50

0.25 1 1 2.25

0.25 1.00 1.00 2.25

(0.25) 1.00 0.00 0.75

-50.00% n/a 0.00% 50.00%

(0.25) 1.00 0.00 0.75

-50.00% n/a 0.00% 50.00%

13.50

14.5

14.50

14.5

14.50

16.5

16.50

2.00

13.79%

2.00

13.79%

Volunteer Services—1008 Full Time Volunteer Services Coordinator Total Volunteer Services

Grand Total HR and Health Fund

13.5

City Attorney Detail of Positions

FY 2014 Authorized Position FTEs

City Attorney—2502 Full Time City Attorney 1 1.00 Deputy City Attorney 1 1.00 Assistant City Attorney* 1 1.00 Municipal Prosecutor 1 1.00 Executive Assistant 2 2.00 6 6.00 Grand Total City Attorney *Position split .75 City Attorney; .25 Public Works Utilities-Admin-6001

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

Position Change # %

FTE Change #

1 1 0.75 1 2 5.75

1.00 1.00 0.75 1.00 2.00 5.75

1 1 0.75 1 2 5.75

1.00 1.00 0.75 1.00 2.00 5.75

1 1 0.75 1 2 5.75

1.00 1.00 0.75 1.00 2.00 5.75

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

General Insurance Fund—Property—8801* Full Time Human Resources Partner** 0.5 Risk Assistant 0.0 Risk Management Coordinator 1.0 Sub-Total General Insurance Fund 1.50 *General Insurance Fund transferred from Financial Services **Position split 50/50 with Human Resources

0.50 0.00 1.00 1.50

0.5 0 1 1.5

0.50 0.00 1.00 1.50

0.5 1 1 2.5

0.50 1.00 1.00 2.50

0.5 1 1 2.5

0.50 1.00 1.00 2.50

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Grand Total City Attorney and General Insurance

7.50

7.25

8.25

0.00

0.00%

0.00

0.00%

276

7.50

Fiscal Year 2017 Annual Budget

Detail of Positions by Department and Division (continued) Financial Services Detail of Positions

FY 2014 Authorized Position FTEs

Administration—1501 Full Time Director of Financial Services* 1 1.00 City Controller** 1 1.00 Senior Office Assistant 1 1.00 Total Administration 3.0 3.00 *Position split .75 Financial Services; .25 Public Works Utilities-Admin-6001 **Position split 50/50 with Public Works Utilities-Admin-6001 Accounting Services Accounting—1601 Full Time Senior Accountant* Fin. Reporting & Compliance Admin. Payroll Coordinator Payroll Technician Senior Accounting Assistant Total Accounting * Reclassified from Accountant

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

Position Change # %

FTE Change #

0.75 0.5 1 2.25

0.75 0.50 1.00 2.25

0.75 0.5 1 2.25

0.75 0.50 1.00 2.25

0.75 0.5 1 2.25

0.75 0.50 1.00 2.25

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

3 0 1 1 1 7

3.00 0.00 1.00 1.00 1.00 7.00

3 1 1 1 1 7

3.00 1.00 1.00 1.00 1.00 7.00

3 1 1 1 1 7

3.00 1.00 1.00 1.00 1.00 7.00

3 1 1 1 1 7

3.00 1.00 1.00 1.00 1.00 7.00

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

4 1 1 6

4.00 1.00 1.00 6.00

4 1 1 6

4.00 1.00 1.00 6.00

4 1 1 6

4.00 1.00 1.00 6.00

4 1 1 6

4.00 1.00 1.00 6.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Total Accounting Services

13.00

0.00

0.00%

0.00

0.00%

Purchasing Administration—1701 Full Time Purchasing Administrator Purchasing Agent II Senior Office Assistant Sub-Total Administration

1 3 1 5

1.00 3.00 1.00 5.00

1 3 1 5

1.00 3.00 1.00 5.00

1 3 1 5

1.00 3.00 1.00 5.00

1 3 1 5

1.00 3.00 1.00 5.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Central Stores—1702 Full Time Central Stores Coordinator Purchasing Assistant Sub-Total Central Stores

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Revenue and Collection—1602 Full Time Water Billing Representative Accounting Assistant Billing Operations Technician Total Revenue and Collection

Total Purchasing Grand Total Financial Services

9.00

0.00

0.00%

0.00

0.00%

25.0

25.00

24.25

0.00

0.00%

0.00

0.00%

City of Coral Springs, Florida

277

Detail of Positions by Department and Division (continued) Information Technology Detail of Positions Information Technology- 2001 Full Time Director of Information Technology Applications Administrator*/** Network Administrator*** Senior Network Specialist****/***** Network Specialist****/***** Applications Manager Infrastructure Manager Network Analyst Solutions/Systems Analyst********** IT Security Analyst Network Engineer IT Support Specialist******** Database Analyst****** GIS/Security Administrator IT Project Manager Senior Programmer Analyst**/****/******* Programmer Analyst Production Support Specialist***** IT Business Analyst********* Senior CADD/GIS Technician***** Applications Analyst******** Project Suppport Specialist Grand Total Information Technology

FY 2014 Authorized Position FTEs

1 2 1 2 2 0 0 0 0 0 0 0 1 1 0 4 2 1 0 0.75 0.5 0 19.25

FY 2015 Authorized Position FTEs

1.00 2.00 1.00 2.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 4.00 2.00 1.00 0.00 0.75 0.50 0.00 19.25

1 2 1 2 2 0 0 0 0 0 0 0 2 1 1 4 2 1 0 0.75 0.5 1 21.25

1.00 2.00 1.00 2.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 4.00 2.00 1.00 0.00 0.75 0.50 1.00 21.25

FY 2016 Authorized Position FTEs

1 0 0 0 0 1 1 4 2 0 1 3.75 1 1 1 1 2 0 0 0 0.75 1 21.5

FY 2017 Authorized Position FTEs

1.00 0.00 0.00 0.00 0.00 1.00 1.00 4.00 2.00 0.00 1.00 3.75 1.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.75 1.00 21.50

1 0 0 0 0 1 1 4 1 1 1 3.75 1 1 1 0 3 0 1 0 0.75 0 21.5

1.00 0.00 0.00 0.00 0.00 1.00 1.00 4.00 1.00 1.00 1.00 3.75 1.00 1.00 1.00 0.00 3.00 0.00 1.00 0.00 0.75 0.00 21.50

Position Change # %

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 (1.00) 1.00 0.00 0.00 0.00 0.00 0.00 (1.00) 1.00 0.00 1.00 0.00 0.00 (1.00) 0.00

0.00% n/a n/a n/a n/a 0.00% 0.00% 0.00% -50.00% n/a 0.00% 0.00% 0.00% 0.00% 0.00% -100.00% 50.00% n/a n/a n/a 0.00% -100.00% 0.00%

FTE Change #

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 (1.00) 1.00 0.00 0.00 0.00 0.00 0.00 (1.00) 1.00 0.00 1.00 0.00 0.00 (1.00) 0.00

0.00% n/a n/a n/a n/a 0.00% 0.00% 0.00% -50.00% n/a 0.00% 0.00% 0.00% 0.00% 0.00% -100.00% 50.00% n/a n/a n/a 0.00% -100.00% 0.00%

*Reclassified to Applications Manager **Reclassified to Solutions/Systems Analyst ***Reclassified to Infrastructure Manager ****Reclassified to Network Analyst *****Reclassified to IT Support Specialist ******One position reclassified to Network Engineer *******Reclassified to Programmer Analyst ********Position split .75 Information Technology; .25 Public Works Utilities‐Admin‐6001 *********Reclassified from Project Support Specialist **********Reclassifies to IT Security Analyst

Development Services—Administration Detail of Positions Administration—-3100 Full Time Director of Development Services Assistant Dir. of Development Services Executive Assistant Development Services Coordinator Total Administration

FY 2014 Authorized Position FTEs

1 1 1 1 4

FY 2015 Authorized Position FTEs

1.00 1.00 1.00 1.00 4.00

1 1 1 1 4

1.00 1.00 1.00 1.00 4.00

FY 2016 Authorized Position FTEs

1 1 1 1 4

1.00 1.00 1.00 1.00 4.00

FY 2017 Authorized Position FTEs

1 1 1 1 4

1.00 1.00 1.00 1.00 4.00

Position Change # %

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

FTE Change #

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

Development Services—Code Compliance Detail of Positions Code Compliance—5403 Full Time Code Compliance Manager Code Compliance Administrator Code Compliance Supervisor Code Support Specialist** Code Compliance Officer Senior Office Assistant Principal Office Assistant Tax Collection Specialist* Inspector I*** Office Assistant Total Code Compliance

278

FY 2014 Authorized Position FTEs

1 1 2 0 10 2 2 2 1.00 1 22.00

1.00 1.00 2.00 0.00 10.00 2.00 2.00 2.00 1.00 1.00 22.00

FY 2015 Authorized Position FTEs

1 1 2 0 10 2 3 2 1 1 23

1.00 1.00 2.00 0.00 10.00 2.00 3.00 2.00 1.00 1.00 23.00

FY 2016 Authorized Position FTEs

1 1 2 0 10 2 4 1 1 1 23

1.00 1.00 2.00 0.00 10.00 2.00 4.00 1.00 1.00 1.00 23.00

Fiscal Year 2017 Annual Budget

FY 2017 Authorized Position FTEs

1 1 2 1 11 2 4 0 0 1 23

1.00 1.00 2.00 1.00 11.00 2.00 4.00 0.00 0.00 1.00 23.00

Position Change # %

0.00 0.00 0.00 1.00 1.00 0.00 0.00 (1.00) (1.00) 0.00 0.00

0.00% 0.00% 0.00% n/a 10.00% 0.00% 0.00% -100.00% -100.00% 0.00% 0.00%

FTE Change #

0.00 0.00 0.00 1.00 1.00 0.00 0.00 (1.00) (1.00) 0.00 0.00

0.00% 0.00% 0.00% n/a 10.00% 0.00% 0.00% -100.00% -100.00% 0.00% 0.00%

Detail of Positions by Department and Division (continued) Development Services—Community Development Detail of Positions

FY 2014 Authorized Position FTEs

Planning and Zoning—3001 Full Time Planning and Zoning Manager Assistant Planner Senior Planner* Associate Planner Total Planning * Reclassified from Associate Planner

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

Position Change # %

FTE Change #

1 1 0 1 4

1.00 1.00 0.00 1.00 4.00

1 1 0 2 4

1.00 1.00 0.00 2.00 4.00

1 1 0 2 4

1.00 1.00 0.00 2.00 4.00

1 1 1 1 4

1.00 1.00 1.00 1.00 4.00

0.00 0.00 1.00 (1.00) 0.00

0.00% 0.00% n/a -50.00% 0.00%

0.00 0.00 1.00 (1.00) 0.00

0.00% 0.00% n/a -50.00% 0.00%

1 1 1 1 1 1 1 0 1 8

1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 8.00

1 1 1 1 1 1 1 0 1 8

1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 8.00

1 1 1 1 1 1 1 0 1 8

1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 8.00

1 1 1 1 1 1 0 1 1 8

1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 8.00

0.00 0.00 0.00 0.00 0.00 0.00 (1.00) 1.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00 (1.00) 1.00 0.00 0.00

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

12.00

0.00

Neighborhood/Environmental Services—3004 Full Time Community Development & Housing Administrator Chief Planner Transportation Planner Environmental Coordinator/City Forester Senior Planner Museum Director Assistant Planner* Housing Specialist Neighborhood Coordinator Assistant Sub-Total Neighborhood/Environmental Svcs * Reclassified to Housing Specialist Total Community Development

FY 2015 Authorized Position FTEs

0.00%

0.00

0.00%

Development Services—Building Detail of Positions Building—Administrative Services— 5101 Full Time Chief Building Official Development Services Administrator*** Building Services Administrator Senior Office Assistant Senior Permit Services Representative* Lead Permit Service Representatitve Permit Services Representative** Total Administrative Services *One position reclassified to Lead Permit Services Rep. **3 positions are contractual ***Reclassified to Building Services Administrator

FY 2014 Authorized Position FTEs

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

Position Change # %

FTE Change #

1 1 0 1 4 0 5 12

1.00 1.00 0.00 1.00 4.00 0.00 5.00 12.00

1 1 0 1 4 0 5 12

1.00 1.00 0.00 1.00 4.00 0.00 5.00 12.00

1 1 0 1 3 1 5 12

1.00 1.00 0.00 1.00 3.00 1.00 5.00 12.00

1 0 1 1 2 1 6 12

1.00 0.00 1.00 1.00 2.00 1.00 6.00 12.00

0.00 (1.00) 1.00 0.00 (1.00) 0.00 1.00 0.00

0.00% -100.00% n/a 0.00% -33.33% 0.00% 20.00% 0.00%

0.00 (1.00) 1.00 0.00 (1.00) 0.00 1.00 0.00

0.00% -100.00% n/a 0.00% -33.33% 0.00% 20.00% 0.00%

1 0 0 0 4.0 3.0 8.0

1.00 0.00 0.00 0.00 4.00 3.00 8.00

1 0 0 0 5 2 8

1.00 0.00 0.00 0.00 5.00 2.00 8.00

1 0 0 1 5 1 8

1.00 0.00 0.00 1.00 5.00 1.00 8.00

0 1 1 1 4 1 8

0.00 1.00 1.00 1.00 4.00 1.00 8.00

(1.00) 1.00 1.00 0.00 (1.00) 0.00 0.00

-100.00% n/a n/a 0.00% -20.00% 0.00% 0.00%

(1.00) 1.00 1.00 0.00 (1.00) 0.00 0.00

-100.00% n/a n/a 0.00% -20.00% 0.00% 0.00%

Electrical—5302 Full Time Chief Inspector Inspector II Total Electrical

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Plumbing—5303 Full Time Chief Inspector Total Plumbing

1 1.00

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Building—Inspection Structural—5301 Full Time Deputy Building Official** Assistant Building Official*** Chief Inspector Electrical Inspector I Inspector II Inspector I* Total Structural *One position reclassified to Electrical Inspector I ** Reclassified to Chief Inspector *** Reclassified from Inspector ll

Mechanical—5304 Full Time Chief Inspector Inspector II Total Mechanical Total Inspection

15.0

15.00

0.00

0.00%

0.00

0.00%

Total Building Administration and Inspection

27.00

0.00

0.00%

0.00

0.00%

Grand Total Development Services

65.00

66.00

0.00

0.00%

0.00

0.00%

City of Coral Springs, Florida

279

Detail of Positions by Department and Division (continued) Police Detail of Positions Police-Administration Office of the Chief—4101 Full Time Chief of Police Executive Assistant Total Office of the Chief

FY 2014 Authorized Position FTEs

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

Position Change # %

FTE Change #

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

1 1 1 0 2 5

1.00 1.00 1.00 0.00 2.00 5.00

1 1 1 1 1 5

1.00 1.00 1.00 1.00 1.00 5.00

1 1 1 0 2 5

1.00 1.00 1.00 0.00 2.00 5.00

0 1 2 0 1 4

0.00 1.00 2.00 0.00 1.00 4.00

(1.00) 0.00 1.00 0.00 (1.00) (1.00)

-100.00% 0.00% 100.00% n/a -50.00% -20.00%

(1.00) 0.00 1.00 0.00 (1.00) (1.00)

-100.00% 0.00% 100.00% n/a -50.00% -20.00%

1 1 0 1 2 5

1.00 1.00 0.00 1.00 2.00 5.00

1 1 0 1 2 5

1.00 1.00 0.00 1.00 2.00 5.00

1 1 0 1 2 5

1.00 1.00 0.00 1.00 2.00 5.00

1 1 1 2 0 5

1.00 1.00 1.00 2.00 0.00 5.00

0.00 0.00 1.00 1.00 (2.00) 0.00

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

0.00 0.00 1.00 1.00 (2.00) 0.00

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

Vice and Intelligence—4103 Full Time Law Enforcement Sergeant Investigator Intelligence Analyst Total Vice and Intelligence

1 12 1 14

1.00 12.00 1.00 14.00

1 12 1 14

1.00 12.00 1.00 14.00

1 12 1 14

1.00 12.00 1.00 14.00

1 12 1 14

1.00 12.00 1.00 14.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Communications Center—4502 Full Time Communications Administrator Telecommunicator Communications Technical Coordinator Communications Shift Supervisor Emergency Call Taker Total Communications Center

1 19 1 6 2 29

1.00 19.00 1.00 6.00 2.00 29.00

1 19 1 6 2 29

1.00 19.00 1.00 6.00 2.00 29.00

1 19 1 6 2 29

1.00 19.00 1.00 6.00 2.00 29.00

1 19 1 6 2 29

1.00 19.00 1.00 6.00 2.00 29.00

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Sub-Total Administration

55.00

54.00

(1.00)

-1.82%

(1.00)

-1.82%

Administration-Community Services Building/Fleet Maintenance—4503 Full Time Senior Fleet/Facilities Coordinator Fleet/Facilities Coordinator Custodian* Facilities Technician Sub-Total Building/Fleet maintenance

1 1 0 2 4

1.00 1.00 0.00 2.00 4.00

1 1 0 2 4

1.00 1.00 0.00 2.00 4.00

1 1 0 2 4

1.00 1.00 0.00 2.00 4.00

1 1 0 2 4

1.00 1.00 0.00 2.00 4.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% n/a 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% n/a 0.00% 0.00%

Part Time Building Custodian Total Building/Fleet Maintenance

1 5

0.63 4.63

1 5

0.63 4.63

1 5

0.63 4.63

1 5

0.63 4.63

0.00 0.00

0.00% 0.00%

(0.38) (0.38)

-60.00% -8.11%

1 2 1 1 5

1.00 2.00 1.00 1.00 5.00

1 2 1 1 5

1.00 2.00 1.00 1.00 5.00

1 2 1 0 4

1.00 2.00 1.00 0.00 4.00

1 2 1 0 4

1.00 2.00 1.00 0.00 4.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% n/a 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% n/a 0.00%

Human Resources—4104 Full Time Human Resources Administrator** Background Investigator Human Resources Support Specialist Traffic Technician* Principal Office Assistant*** Total Human Resources *Reclassified to Principal Office Assistant ** Reclassified to Human Resource Division ***Reclass to HR Support Specialist Fiscal Management—4110 Full Time Deputy Police Chief Fiscal and Procurement Coordinator Accreditation Coordinator Senior Office Assistant Principal Office Assistant* Total Fiscal Management *Reclassifies to Senior Office Assistant

Training Unit—4210 Full Time Law Enforcement Sergeant Law Enforcement Officer Range Master Crime Lab Technician* Total Training Unit *Position transferred to Div 4305

280

Fiscal Year 2017 Annual Budget

Detail of Positions by Department and Division (continued) Police (continued) Detail of Positions Administration-Community Services (continued) Central Records—4501 Full Time Records Supervisor Principal Office Assistant Senior Office Assistant Office Assistant Total Central Records

FY 2014 Authorized Position FTEs

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

Position Change # %

FTE Change #

1 4 0 2 7

1.00 4.00 0.00 2.00 7.00

1 4 0 2 7

1.00 4.00 0.00 2.00 7.00

1 4 0 2 7

1.00 4.00 0.00 2.00 7.00

1 3 1 2 7

1.00 3.00 1.00 2.00 7.00

0.00 (1.00) 1.00 0.00 0.00

0.00% -25.00% n/a 0.00% 0.00%

0.00 (1.00) 1.00 0.00 0.00

0.00% -25.00% n/a 0.00% 0.00%

1 2 15 0 1 19

1.00 2.00 15.00 0.00 1.00 19.00

1 2 15 0 1 19

1.00 2.00 15.00 0.00 1.00 19.00

1 2 14 0 1 18

1.00 2.00 14.00 0.00 1.00 18.00

1 2 14 1 0 18

1.00 2.00 14.00 1.00 0.00 18.00

0.00 0.00 0.00 1.00 (1.00) 0.00

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

0.00 0.00 0.00 1.00 (1.00) 0.00

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

Community Involvement Unit—4207 Full Time Law Enforcement Officer Community Involvement Coordinator Total Community Involvement

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Emergency Management—4115 Full Time Emergency Management Coordinator Total Emergency Management

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Youth Liaison—4303 Full Time Law Enforcement Captain Law Enforcement Sergeant Youth Liaison Officer* Senior Office Assistant Principal Office Assistant** Total Youth Liaison *One position transferred to Div 4201 ** Reclassified to Senior Office Assistant

Sub-Total Adm-Community Services

39.63

38.63

36.63

0.00

0.00%

(0.38)

-1.02%

Total Administration

94.625

93.63

91.63

90.63

(1.00)

-1.09%

(1.38)

-1.50%

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

1 1 4 12 80 9 0 1 1 109

1.00 1.00 4.00 12.00 80.00 9.00 0.00 1.00 1.00 109.00

1 1 4 12 84 9 0 1 1 113

1.00 1.00 4.00 12.00 84.00 9.00 0.00 1.00 1.00 113.00

1 1 4 12 84 9 0 1 1 113

1.00 1.00 4.00 12.00 84.00 9.00 0.00 1.00 1.00 113.00

1 1 4 12 84 9 1 1 1 114

1.00 1.00 4.00 12.00 84.00 9.00 1.00 1.00 1.00 114.00

0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% n/a 0.00% 0.00% 0.88%

0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% n/a 0.00% 0.00% 0.88%

1 9 10

1.00 9.00 10.00

1 9 10

1.00 9.00 10.00

1 9 10

1.00 9.00 10.00

1 9 10

1.00 9.00 10.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

119

119.00

123

123.00

123

123.00

124

124.00

1.00

0.81%

1.00

0.81%

Office of Professional Standards—4102 Full Time Law Enforcement Sergeant (NB)* Senior Office Assistant Total Office of Professional Standards *Non-Bargaining. Operations Support Patrol Unit—4201 Full Time Deputy Police Chief Law Enforcement Captain Law Enforcement Lieutenant Law Enforcement Sergeant Law Enforcement Officer*/** Traffic Accident Investigator Investigator Executive Assistant Senior Office Assistant Total Patrol Unit *Transferred position from Div 4303 **Transferred position to Div 4302 Traffic Unit—4202 Full Time Law Enforcement Sergeant Motorcycle Officer Total Traffic Unit Sub-Total Operations-Support

City of Coral Springs, Florida

281

Detail of Positions by Department and Division (continued) Police (continued) Detail of Positions Special Operations K-9 Unit—4203 Full Time Law Enforcement Sergeant Law Enforcement Officer Total K-9 Unit

FY 2014 Authorized Position FTEs

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

Position Change # %

FTE Change #

1 6 7

1.00 6.00 7.00

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

1 1 8 10

1.00 1.00 8.00 10.00

1 1 8 10

1.00 1.00 8.00 10.00

1 1 8 10

1.00 1.00 8.00 10.00

1 1 8 10

1.00 1.00 8.00 10.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Humane Unit—4205 Full Time Humane Officer Total Humane Unit

3 3

3.00 3.00

3 3

3.00 3.00

3 3

3.00 3.00

3 3

3.00 3.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Bicycle Unit—4209 Full Time Law Enforcement Sergeant Law Enforcement Officer Total Bicycle Unit

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Substation Unit—4211 Full Time Law Enforcement Officer Total Substation Unit

4 4

4.00 4.00

4 4

4.00 4.00

4 4

4.00 4.00

4 4

4.00 4.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Burglary Enforcement and Reduction (BEAR) Unit- 4212 Full Time Law Enforcement Sergeant Law Enforcement Officer Total BEAR Unit

1 6 7

1.00 6.00 7.00

1 6 7

1.00 6.00 7.00

1 6 7

1.00 6.00 7.00

1 6 7

1.00 6.00 7.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

37.00

36.00

0.00

0.00%

0.00

0.00%

1 1 11 2 1 0 1 2 19

1.00 1.00 11.00 2.00 1.00 0.00 1.00 2.00 19.00

1 1 11 2 1 0 1 2 19

1.00 1.00 11.00 2.00 1.00 0.00 1.00 2.00 19.00

1 1 11 2 1 0 1 2 19

1.00 1.00 11.00 2.00 1.00 0.00 1.00 2.00 19.00

1 2 12 1 1 1 1 2 21

1.00 2.00 12.00 1.00 1.00 1.00 1.00 2.00 21.00

0.00 1.00 1.00 (1.00) 0.00 1.00 0.00 0.00 2.00

0.00% 100.00% 9.09% -50.00% 0.00% n/a 0.00% 0.00% 10.53%

0.00 1.00 1.00 (1.00) 0.00 1.00 0.00 0.00 2.00

0.00% 100.00% 9.09% -50.00% 0.00% n/a 0.00% 0.00% 10.53%

Special Investigations—4302 Law Enforcement Sergeant Investigator* Victim/Family Advocate Principal Office Assistant Total Special Investigations *Transferred position from Div 4201

2 10 2 2 16

2.00 10.00 2.00 2.00 16.00

2 10 2 2 16

2.00 10.00 2.00 2.00 16.00

2 11 2 2 17

2.00 11.00 2.00 2.00 17.00

2 10 2 2 16

2.00 10.00 2.00 2.00 16.00

0.00 (1.00) 0.00 0.00 (1.00)

0.00% -9.09% 0.00% 0.00% -5.88%

0.00 (1.00) 0.00 0.00 (1.00)

0.00% -9.09% 0.00% 0.00% -5.88%

Crime Scene Investigations - 4305 Unit Supervisor Latent Fingerprints Examiner Crime Lab Technician* Crime Scene Technician Evidence Specialist Principal Office Assistant Total Crime Scene Investigations *Position transferred from Div. 4210

1 1 0 6 0 0 11

1.00 1.00 0.00 6.00 0.00 0.00 11.00

1 1 0 6 3 0 11

1.00 1.00 0.00 6.00 3.00 0.00 11.00

1 1 1 6 3 0 12

1.00 1.00 1.00 6.00 3.00 0.00 12.00

1 1 1 6 3 0 12

1.00 1.00 1.00 6.00 3.00 0.00 12.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

Strategic Enforcement Team—4204 Full Time Law Enforcement Captain Law Enforcement Sergeant Law Enforcement Officer Total Strategic Enforcement Team

Sub Total Special Operations Operations- Criminal Investigations General Investigations- 4301 Full Time Law Enforcement Captain Law Enforcement Sergeant Investigator Criminal Investigations Specialist Crime Analyst Senior Crimes Analyst* Senior Office Assistant Principal Office Assistant Total General Investigations * Reclassified from Criminal Investigations Specialist

Sub-Total Operations-Investigations

46.00

48.00

49.00

1.00

2.08%

1.00

2.08%

Total Operations

202

202.00

205

205.00

207

207.00

209

209.00

2.00

0.97%

2.00

0.97%

Grand Total Police

299

298.625

301

300.63

301

302

301.63

1.00

0.33%

0.63

0.21%

282

300.63

Fiscal Year 2017 Annual Budget

Detail of Positions by Department and Division (continued) Fire/EMS Detail of Positions

FY 2014 Authorized Position FTEs

FY 2015 Authorized Position FTEs

Fire Administration—4601 Full Time Fire Chief* 0.5 0.50 Deputy Fire Chief* 0.5 0.50 Emergency Management & Planning Chief** 1 1.00 Division Fire Chief*/**** 0 0.00 Fire Equipment Technician* 0.5 0.50 Excecutive Office Assistant*/*** 0 0.00 Senior Office Assistant* 1 1.00 Data Analyst* 0 0.00 Total Administration 3.5 3.50 *Positions split 50/50 with Fire-4601 and EMS-4702 **Reclassified to Division Fire Chief ***Reclassified from Principal Office Asst./Transferred position from EMS-4702 ****Reclassified from Firefighter/Paramedic/ Transferred to Div 4601 Communication Services—4602 Full Time Telecommunicator* Emergency Call Taker** Total Communication Services *Positions split 23/77 with Fire-4602 and EMS-4703 **Positions split 23/77 with Fire-4602 and EMS-4703 Suppression—4801 Full Time Assistant Fire Chief* Battalion Chief* Captain (Fire)* Rescue Lieutenant* Driver Engineer/Paramedic* Driver Engineer/EMT Firefighter/Paramedic Division Chief Fire Training Center** Communty Paramedic Firefighter/EMT Total Suppression *Positions split 62/38 with Fire-4801 and EMS-4702 **Position split 50/50 Fire-4801 and Training-4805

Training- 4805 Full Time Division Chief Training Center* Chief Training Officer** Accreditation & Compliance Administrator*** Senior Office Assistant Total Fire Training *Position split 50/50 Fire-4801 and Training-4805 **Reclassified from Training Officer ***FY16 Add to Staff

FY 2017 Authorized Position FTEs

Position Change # %

FTE Change #

0.5 0.5 0.5 0 0.5 0 1 0.5 3.5

0.50 0.50 0.50 0.00 0.50 0.00 1.00 0.50 3.50

0.5 0.5 0 1 0.5 0.5 1 0.5 4.5

0.50 0.50 0.00 1.00 0.50 0.50 1.00 0.50 4.50

0.5 0.5 0 1 0.5 0.5 1 0.5 4.5

0.50 0.50 0.00 1.00 0.50 0.50 1.00 0.50 4.50

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

0.69 1.15 1.84

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

1.5 1.5 13.5 16 19 5 34 0.5 0 1 92.00

1.50 1.50 13.50 16.00 19.00 5.00 34.00 0.50 0.00 1.00 92.00

1.74 1.86 18.6 18.6 15.5 3.1 31 0.5 0 0.62 91.52

1.74 1.86 18.60 18.60 15.50 3.10 31.00 0.50 0.00 0.62 91.52

1.86 1.86 18.6 18.6 16.12 2.48 31 0.5 0 0.62 91.64

1.86 1.86 18.60 18.60 16.12 2.48 31.00 0.50 0.00 0.62 91.64

1.86 1.86 18.6 18.6 16.74 1.86 31 0 0.62 0.62 91.76

1.86 1.86 18.60 18.60 16.74 1.86 31.00 0.00 0.62 0.62 91.76

0.00 0.00 0.00 0.00 0.62 (0.62) 0.00 (0.50) 0.62 0.00 0.12

0.00% 0.00% 0.00% 0.00% 3.85% -25.00% 0.00% -100.00% n/a 0.00% 0.13%

0.00 0.00 0.00 0.00 0.62 (0.62) 0.00 (0.50) 0.62 0.00 0.12

0.00% 0.00% 0.00% 0.00% 3.85% -25.00% 0.00% -100.00% n/a 0.00% 0.13%

0.5 0 0 1 1.50

0.50 0.00 0.00 1.00 1.50

0.5 1 0 1 2.50

0.50 1.00 0.00 1.00 2.50

0.5 1 1 1 3.50

0.50 1.00 1.00 1.00 3.50

1 0.62 1 1 3.62

1.00 0.62 1.00 1.00 3.62

0.50 (0.38) 0.00 0.00 0.12

100.00% -38.00% 0.00% 0.00% 3.43%

0.50 (0.38) 0.00 0.00 0.12

100.00% -38.00% 0.00% 0.00% 3.43%

1.00 1.00 6.00 0.00 0.00 1.00 9.00

1 1 7 0.62 0 1 10.62

1.00 1.00 7.00 0.62 0.00 1.00 10.62

1 1 6 0.62 0 1 9.62

1.00 1.00 6.00 0.62 0.00 1.00 9.62

1 1 5 0.62 1 1 9.62

1.00 1.00 5.00 0.62 1.00 1.00 9.62

0.00 0.00 (1.00) 0.00 1.00 0.00 0.00

0.00% 0.00% -16.67% 0.00% n/a 0.00% 0.00%

0.00 0.00 (1.00) 0.00 1.00 0.00 0.00

0.00% 0.00% -16.67% 0.00% n/a 0.00% 0.00%

0.24

0.22%

0.24

0.22%

Inspection-4901 Full Time Fire Marshal Fire Inspection Captain Fire Inspector II* Public Education Officer** Fire Inspection Lieutenant*** Senior Office Assistant Total Inspection *One position converted into Firefighter/Paramedic **Position split 62/38 with Inspection-4901 and EMS-4702 *** Reclassified from Fire Inspector ll Total Fire

FY 2016 Authorized Position FTEs

1 1 6 0 0 1 9

107.84

109.98

111.10

City of Coral Springs, Florida

111.34

283

Detail of Positions by Department and Division (continued) Fire/EMS (continued) Detail of Positions

FY 2014 Authorized Position FTEs

Emergency Medical Service—4702 Full Time Fire Chief* 0.5 Deputy Fire Chief* 0.5 Division Fire Chief* 0 Assistant Fire Chief** 1.5 Battalion Chief** 1.5 Emergency Management & Planning Chief**** 0 Community Paramedic 0 Chief Training Officer** 0 Captain (Fire)** 16.5 Rescue Lieutenant** 14 Firefighter/EMT 0 Firefighter/Paramedic**/**** 16 Driver Engineer/EMT**/****** 0 Driver Engineer/Paramedic** 6 Fire Equipment Technician* 0.5 Public Education Officer*** 0 Data Analyst* 0 Senior Office Assistant* 1 Principal Office Assistant***** 0 Executive Assistant* 0 Total Emergency Medical Service 58.00 *Position split 50/50 with EMS-4702 and Fire-4601 **Position split 38/62 with EMS-4702 and Fire-4801 ***Position split 38/62 with EMS-4702 and Inspection-4901 ****1 position reclassified to Division Fire Chief *****Reclassified to Executive Assistant ******Reclass to Driver Engineer/Paramedic EMS Communication Services—4703 Full Time Telecommunicator* Emergency Call Taker* Total Communication Services *Positions split 23/77 with Fire-4602 and EMS-4703 EMS Training—4705 Full Time Assistant Chief Training Officer Total EMS Training Total EMS Grand Total Fire and EMS

284

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

Position Change # %

FTE Change #

0.50 0.50 0.00 1.50 1.50 0.00 0.00 0.00 16.50 14.00 0.00 16.00 0.00 6.00 0.50 0.00 0.00 1.00 0.00 0.00 58.00

0.5 0.5 0 1.26 1.14 0.5 0 0 11.4 11.4 0.38 19 1.9 9.5 0.5 0.38 0.5 1 1 0 60.86

0.50 0.50 0.00 1.26 1.14 0.50 0.00 0.00 11.40 11.40 0.38 19.00 1.90 9.50 0.50 0.38 0.50 1.00 1.00 0.00 60.86

0.5 0.5 1 1.14 1.14 0 0 0 11.4 11.4 0.38 19 1.52 9.88 0.5 0.38 0.5 1 0 0.5 60.74

0.50 0.50 1.00 1.14 1.14 0.00 0.00 0.00 11.40 11.40 0.38 19.00 1.52 9.88 0.50 0.38 0.50 1.00 0.00 0.50 60.74

0.5 0.5 1 1.14 1.14 0 0.38 0.38 11.4 11.4 0.38 19 1.14 10.26 0.5 0.38 0.5 1 0 0.5 61.50

0.50 0.50 1.00 1.14 1.14 0.00 0.38 0.38 11.40 11.40 0.38 19.00 1.14 10.26 0.50 0.38 0.50 1.00 0.00 0.50 61.50

0.00 0.00 0.00 0.00 0.00 0.00 0.38 0.38 0.00 0.00 0.00 0.00 (0.38) 0.38 0.00 0.00 0.00 0.00 0.00 0.00 0.76

0.00% 0.00% 0.00% 0.00% 0.00% n/a n/a n/a 0.00% 0.00% 0.00% 0.00% -25.00% 3.85% 0.00% 0.00% 0.00% 0.00% n/a 0.00% 1.25%

0.00 0.00 0.00 0.00 0.00 0.00 0.38 0.38 0.00 0.00 0.00 0.00 (0.38) 0.38 0.00 0.00 0.00 0.00 0.00 0.00 0.76

0.00% 0.00% 0.00% 0.00% 0.00% n/a n/a n/a 0.00% 0.00% 0.00% 0.00% -25.00% 3.85% 0.00% 0.00% 0.00% 0.00% n/a 0.00% 1.25%

2.31 3.85 6.16

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

1 1.00

1.00 1.00

1 1.00

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

65.16

68.02

67.90

68.66

0.76

1.12%

0.76

1.12%

173.00

178.00

179.00

180.00

1.00

0.56%

1.00

0.56%

Fiscal Year 2017 Annual Budget

Detail of Positions by Department and Division (continued) Public Works Detail of Positions

FY 2014 Authorized Position FTEs

Administrative Services—5501 Full Time Director of Public Works 1 1.00 Civil Engineer* 0.5 0.50 PW Analyst** 0 0.00 Senior Office Assistant 1 1.00 Total Administrative Services 3 3.00 *Position no longer split Admin-5501. Charged fully to Utilities- 6001 **Position split 50/50 with Solid Waste Fund-5502 Streets-5601 Full Time PW Project Technician* Streets Superintendent Lead Worker Lead Neighborhood Service Worker Senior Office Assistant Equipment Operator II Streets Technician Office Assistant Neighborhood Service Worker Total Streets *Position split 75/25 with Solid Waste Fund-5502

1 1 2 0 1 3 7 1 5 21

1.00 1.00 2.00 0.00 1.00 3.00 7.00 1.00 5.00 21.00

Facilities Management—5801 Full Time Facilities Superintendent 0 0.00 Facilities Technician 1 1.00 Electrician 1 1.00 A/C Technician* 0 0.00 Carpenter** 1 1.00 Lead Custodian 0 0.00 PW Analyst** 0 0.00 Sub-Total Facilities Management 4.5 4.50 *FY 16 Add to Staff *Position no longer split with Facilities-5801. Charged 50/50 PW Admin-5501 **Reclassified to Lead Custodian and SW-5502 Total Facilities Management Total Public Works

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

Position Change # %

FTE Change #

0.5 0.5 0.5 1 2.5

0.50 0.50 0.50 1.00 2.50

0.5 0 0.5 1 2

0.50 0.00 0.50 1.00 2.00

0.5 0 0.5 1 2

0.50 0.00 0.50 1.00 2.00

0.00 0.00 0.00 0.00 0.00

0.00% n/a 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% n/a 0.00% 0.00% 0.00%

1 1 2 0 1 3 7 1 5 21

1.00 1.00 2.00 0.00 1.00 3.00 7.00 1.00 5.00 21.00

0.75 1 2 0 1 3 7 1 5 20.75

0.75 1.00 2.00 0.00 1.00 3.00 7.00 1.00 5.00 20.75

0.75 1 2 1 1 4 6 1 5 21.75

0.75 1.00 2.00 1.00 1.00 4.00 6.00 1.00 5.00 21.75

0.00 0.00 0.00 1.00 0.00 1.00 (1.00) 0.00 0.00 1.00

0.00% 0.00% 0.00% n/a 0.00% 33.33% -14.29% 0.00% 0.00% 4.82%

0.00 0.00 0.00 1.00 0.00 1.00 (1.00) 0.00 0.00 1.00

0.00% 0.00% 0.00% n/a 0.00% 33.33% -14.29% 0.00% 0.00% 4.82%

1 1 1 0 1 0 0.5 4.5

1.00 1.00 1.00 0.00 1.00 0.00 0.50 4.50

1 1 1 1 1 0 0 5

1.00 1.00 1.00 1.00 1.00 0.00 0.00 5.00

1 1 1 1 0 1 0 5

1.00 1.00 1.00 1.00 0.00 1.00 0.00 5.00

0.00 0.00 0.00 0.00 (1.00) 1.00 0.00 0.00

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

0.00 0.00 0.00 0.00 (1.00) 1.00 0.00 0.00

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

4.5

4.500

4.5

4.50

5.000

5.00

0.00

0.00%

0.00

0.00%

28.5

28.500

28.00

27.75

28.75

1.00

3.60%

1.00

3.60%

Equipment Services Detail of Positions

FY 2014 Authorized Position FTEs

Equipment Maintenance—5701 Full Time Fleet Superintendent Lead Mechanic Generator Technician Mechanic/Fire-EVT Fleet Analyst Service Writer** Mechanic* Senior Office Assistant Total Equipment Services *One position reclassified to Mechanic/Fire-EVT **Reclassified to Fleet Analyst Service Writer

1 1 1 1 0 10 1 15

1.00 1.00 1.00 1.00 0.00 10.00 1.00 15.00

FY 2015 Authorized Position FTEs

1 1 1 1 0 10 1 15

1.00 1.00 1.00 1.00 0.00 10.00 1.00 15.00

FY 2016 Authorized Position FTEs

1 1 1 2 0 9 1 15

1.00 1.00 1.00 2.00 0.00 9.00 1.00 15.00

FY 2017 Authorized Position FTEs

1 1 1 1 1 9 1 15

1.00 1.00 1.00 1.00 1.00 9.00 1.00 15.00

Position Change # %

0.00 0.00 0.00 (1.00) 1.00 0.00 0.00 0.00

FTE Change #

0.00% 0.00% 0.00% -50.00% n/a 0.00% 0.00% 0.00%

0.00 0.00 0.00 (1.00) 1.00 0.00 0.00 0.00

0.00% 0.00% 0.00% -50.00% n/a 0.00% 0.00% 0.00%

Solid Waste Detail of Positions

FY 2014 Authorized Position FTEs

Solid Waste (Fund 410)— 5502 Full Time Public Works Analyst* PW Project Technician** Total Equipment Services *Position split 50/50 with Public Works Admin Div. 5501 **Position split 75/25 with Public Works Streets Div. 5601

0 0 0

0 0 0.00

FY 2015 Authorized Position FTEs

0 0 0

0 0 0.00

FY 2016 Authorized Position FTEs

0.5 0.25 0.75

0.50 0.25 0.75

City of Coral Springs, Florida

FY 2017 Authorized Position FTEs

0.5 0.25 0.75

0.50 0.25 0.75

Position Change # %

0.00 0.00 0.00

0.00% 0.00% 0.00%

FTE Change #

0.00 0.00 0.00

0.00% 0.00% 0.00%

285

Detail of Positions by Department and Division (continued) Utilities Detail of Positions

FY 2014 Authorized Position FTEs

FY 2015 Authorized Position FTEs

Administration—6001 Full Time Deputy City Manager* 0.5 0.50 0.5 Director of Financial Services** 0 0.00 0.25 Director of Public Works*** 0 0.00 0.5 0.5 0.50 0.5 Civil Engineer*** Utilities Operations Manager 1 1.00 1 Asset Management System Technician******** 0 0.00 0 Applications Analyst***** 0.5 0.50 0.5 Senior Office Assistant********* 1 1.00 1 Project Support Specialist 0 0.00 0 SR. CADD Tech/GIS Technician******** 0.25 0.25 0.25 IT Support Specialist***** 0 0.00 0 Assistant City Attorney****** 0 0.00 0.25 City Controller******* 0 0.00 0.5 Office Assistant 1 1.00 1 Sub-Total Administration 4.75 4.75 6.25 *Position split 50/50 with City Manager's Office-0501 **Position split .25 Utilities-Admin-6001; .75 Financial Svc.-1501 ***Position no longer split PW Admin-5501. Charged fully to Utilities Admin-6001 *****Position split .25 Utilities-Admin-6001; .75 IT-2001 ******Position split .25 Utilities-Admin-6001; .75 City Attorney-2502 *******Position split 50/50 with Financial Services-1501 ********Reclassified to IT Support Specialist ********Position transferred from Wastewater Collection Div. 6005 *********Reclassified to Project Support Specialist Water Distribution—6002 Full Time Water Conservation Coordinator Field Operations Supervisor Equipment Operator II* PW Lead Worker Utilities Service Technician Utilities Locator Technician Utilities Service Worker** Utilities Mechanic*** Utilities Electrician**** Total Water Distribution *Reclassified to PW Lead Worker **One position reclassified to Utilities Electrician *** Reclassified from Utilities Service Worker ****Transfer to Div.6005

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

Position Change # %

FTE Change #

0.50 0.25 0.50 0.50 1.00 0.00 0.50 1.00 0.00 0.25 0.00 0.25 0.50 1.00 6.25

0.5 0.25 0.5 1 1 1 0.25 1 0 0 0.25 0.25 0.5 1 7.5

0.50 0.25 0.50 1.00 1.00 1.00 0.25 1.00 0.00 0.00 0.25 0.25 0.50 1.00 7.50

0.5 0.25 0.5 1 1 1 0.25 0 1 0 0.25 0.25 0.5 1 7.5

0.50 0.25 0.50 1.00 1.00 1.00 0.25 0.00 1.00 0.00 0.25 0.25 0.50 1.00 7.50

0.00 0.00 0.00 0.00 0.00 0.00 0.00 (1.00) 1.00 0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00 0.00 (1.00) 1.00 0.00 0.00 0.00 0.00 0.00 0.00

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

0 0 1 0 1 1 5 0 0 10

0.00 0.00 1.00 0.00 1.00 1.00 5.00 0.00 0.00 10.00

1 1 1 0 2 1 4 0 0 10

1.00 1.00 1.00 0.00 2.00 1.00 4.00 0.00 0.00 10.00

1 1 0 1 2 1 3 0 1 10

1.00 1.00 0.00 1.00 2.00 1.00 3.00 0.00 1.00 10.00

1 1 0 1 3 1 2 1 0 10

1.00 1.00 0.00 1.00 2.00 1.00 2.00 1.00 1.00 10.00

0.00 0.00 0.00 0.00 1.00 0.00 (1.00) 1.00 (1.00) 0.00

0.00% 0.00% n/a 0.00% 50.00% 0.00% -33.33% n/a -100.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00 (1.00) 1.00 0.00 0.00

0.00% 0.00% n/a 0.00% 0.00% 0.00% -33.33% n/a 0.00% 0.00%

1 0 0 2 6 4 0 15

1.00 0.00 0.00 2.00 6.00 4.00 0.00 15.00

1 1 0 2 6 4 1 15

1.00 1.00 0.00 2.00 6.00 4.00 1.00 15.00

1 1 0 2 7 3 1 15

1.00 1.00 0.00 2.00 7.00 3.00 1.00 15.00

1 0 1 2 9 1 1 15

1.00 0.00 1.00 2.00 9.00 1.00 1.00 15.00

0.00 (1.00) 1.00 0.00 2.00 (2.00) 0.00 0.00

0.00% -100.00% n/a 0.00% 28.57% -66.67% 0.00% 0.00%

0.00 (1.00) 1.00 0.00 2.00 (2.00) 0.00 0.00

0.00% -100.00% n/a 0.00% 28.57% -66.67% 0.00% 0.00%

1 1 0 2 1 1 1 0 2 0 9

1.00 1.00 0.00 2.00 1.00 1.00 1.00 0.00 2.00 0.00 9.00

1 1 0 2 1 1 1 0 1 1 9

1.00 1.00 0.00 2.00 1.00 1.00 1.00 0.00 1.00 1.00 9.00

1 0 1 2 1 0 0 1 1 1 8

1.00 0.00 1.00 2.00 1.00 0.00 0.00 1.00 1.00 1.00 8.00

1 0 1 2 1 0 0 1 1 1 8

1.00 0.00 1.00 2.00 1.00 0.00 0.00 1.00 1.00 1.00 8.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

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

Total Utilities

38.75

40.25

40.50

0.00

0.00%

0.00

0.00%

Grand Total Public Works, Equipment and Utilities

82.25

83.25

84.00

85.00

Water Treatment—6003 Full Time Chief Water Plant Operator Utilities Maintenance Supervisor*** Utilities Maintenance Specialist Utilities Mechanic Senior Water Plant Operator** Water Plant Operator* Utilities Service Technician Total Water Treatment *One position reclassified to Senior Water Plant Operator ** Reclassified (2) from Water Plant Operator *** Reclassified to Utilities MaintenanceSpecialist Wastewater Collection— 6005 Full Time Utilities Coordinator Utilities Instrumentation* Senior Utilities Instrumentation Technician Equipment Operator II Video Inspection Technician Asset Management System Technician** Lift Station Mechanic*** Utilities Mechanic Utilities Electrician Utilities Service Technician**** Total Wastewater Collection *Reclassified to Sr Utilities Instrumentation Tech **Position transferred to Utilities Admin Div 6001 ***Reclassified to Utilities Mechanic ****Reclassified from Utilities Service Worker

286

Fiscal Year 2017 Annual Budget

0.01

Detail of Positions by Department and Division (continued) Parks and Recreation Detail of Positions Parks— 8100 Cypress Park—8101 Full Time Parks Superintendent* Parks Administrator Parks and Recreation Coordinator Parks Technician Parks Lead Worker Maintenance Worker Sub-Total Cypress Park * Reclassified to Parks Administrator

FY 2014 Authorized Position FTEs

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

Position Change # %

FTE Change #

1 0 1 2 1 6 11

1.00 0.00 1.00 2.00 1.00 6.00 11.00

1 0 1 2 1 6 11

1.00 0.00 1.00 2.00 1.00 6.00 11.00

1 0 1 2 1 6 11

1.00 0.00 1.00 2.00 1.00 6.00 11.00

0 1 1 2 1 6 11

0.00 1.00 1.00 2.00 1.00 6.00 11.00

(1.00) 1.00 0.00 0.00 0.00 0.00 0.00

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

(1.00) 1.00 0.00 0.00 0.00 0.00 0.00

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

1 1 2 1 6 11

1.00 1.00 2.00 1.00 6.00 11.00

1 1 2 1 6 11

1.00 1.00 2.00 1.00 6.00 11.00

1 1 2 1 6 11

1.00 1.00 2.00 1.00 6.00 11.00

1 1 2 1 6 11

1.00 1.00 2.00 1.00 6.00 11.00

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

1 2 1 5 9

1.00 2.00 1.00 5.00 9.00

1 2 1 5 9

1.00 2.00 1.00 5.00 9.00

1 2 1 5 9

1.00 2.00 1.00 5.00 9.00

1 2 1 5 9

1.00 2.00 1.00 5.00 9.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

1 3 1 1 10 16

1.00 3.00 1.00 1.00 10.00 16.00

1 3 1 1 10 16

1.00 3.00 1.00 1.00 10.00 16.00

1 2 1 1 10 15

1.00 2.00 1.00 1.00 10.00 15.00

1 2 1 1 10 15

1.00 2.00 1.00 1.00 10.00 15.00

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Beautification—8117 Full Time Maintenance Worker Parks Adminstrator Sub-Total Beautification

0 1 1

0.00 1.00 1.00

0 1 1

0.00 1.00 1.00

0.00 1 1

0.00 1.00 1.00

1 1 2

1.00 1.00 2.00

1.00 0.00 1.00

n/a 0.00% 100.00%

1.00 0.00 1.00

n/a 0.00% 100.00%

Landscape—8118 Full Time Parks Services Coordinator Parks Technician Parks Lead Worker Maintenance Worker** Sub-Total Landscape

0 2 1 10 15

0.00 2.00 1.00 10.00 15.00

2 1 3 9 15

2.00 1.00 3.00 9.00 15.00

2 1 3 9 15

2.00 1.00 3.00 9.00 15.00

2 1 3 9 15

2.00 1.00 3.00 9.00 15.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0 2 5 8

0.00 2.00 5.00 8.00

1 2 5 8

1.00 2.00 5.00 8.00

1 1 6 8

1.00 1.00 6.00 8.00

1 1 6 8

1.00 1.00 6.00 8.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

1 0 1

1.00 0.00 1.00

1 0 1

1.00 0.00 1.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

72.00

73.00

1.00

1.39%

1.00

1.39%

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Mullins Park—8102 Full Time Director of Parks and Recreation Parks and Recreation Coordinator Parks Technician Parks Lead Worker Maintenance Worker Sub-Total Mullins Park North Community Park—8103 Full Time Parks and Recreation Coordinator Parks Technician Parks Lead Worker Maintenance Worker Sub-Total North Community Park Neighborhood Parks—8116 Full Time Parks and Recreation Coordinator Parks Technician* Parks Lead Worker Senior Office Assistant Maintenance Worker Sub-Total Neighborhood Parks *One position transferred to Div 8121

Irrigation—8119 Full Time Parks Services Coordinator Parks Technician* Maintenance Worker Sub-Total Irrigation *One position reclassified to Maintenance Worker Environmentally Sensitive Land—8121 Full Time Parks and Recreation Coordinator Parks Technician* Sub-Total ESL *Position transferred from Div. 8116 Total Parks Recreation—8200 Activity Center—8204 Full Time Parks and Recreation Coordinator Sub-Total Activity Center

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Detail of Positions by Department and Division (continued) Parks and Recreation (continued) Detail of Positions

FY 2014 Authorized Position FTEs

FY 2015 Authorized Position FTEs

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

Position Change # %

FTE Change #

Recreation Services—8205 Full Time Parks and Recreation Coordinator Principle Office Assistant Sub-Total Recreation Services

4 0 5

4.00 0.00 5.00

4 1 5

4.00 1.00 5.00

4 1 5

4.00 1.00 5.00

4 1 5

4.00 1.00 5.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Summer Recreation—8208 Full Time Recreation Superintendent Sub-Total Summer Recreation

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

1 1 8

1.00 1.00 8.00

1 1 8

1.00 1.00 8.00

1 1 8

1.00 1.00 8.00

1 1 8

1.00 1.00 8.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Sportsplex/Tennis Sportsplex—7810 Full Time Assistant Director of Parks and Recreation Sub-Total Sportsplex

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Athletics—7812 Parks and Recreation Coordinator Parks Lead Worker Parks Technician Maintenance Worker Sub-Total Athletics

1 1 1 2 5

1.00 1.00 1.00 2.00 5.00

1 1 1 2 5

1.00 1.00 1.00 2.00 5.00

1 1 1 2 5

1.00 1.00 1.00 2.00 5.00

1 1 1 2 5

1.00 1.00 1.00 2.00 5.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

Total Sportsplex/Athletics

6.00

0.00

0.00%

0.00

0.00%

Tennis—8400 Cypress Tennis—8401 Executive Assistant Sub-Total Cypress Tennis

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Tennis Center—8409 Full Time Parks and Recreation Coordinator Parks Lead Worker Sub-Total Tennis Center Total Tennis Services

1 1 2 3

1.00 1.00 2.00 3.00

1 1 2 3

1.00 1.00 2.00 3.00

1 1 2 3

1.00 1.00 2.00 3.00

1 1 2 3

1.00 1.00 2.00 3.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Total Sportsplex and Tennis

9.00

0.00

0.00%

0.00

0.00%

Aquatics—8300 Cypress Pool—8301 Full Time Parks and Recreation Coordinator Parks & Recreation Coordinator Parks and Recreation Associate Total Cypress Pool

1 0 2 3

1.00 0.00 2.00 3.00

1 0 2 3

1.00 0.00 2.00 3.00

1 0 2 3

1.00 0.00 2.00 3.00

0 1 2 3

0.00 1.00 2.00 3.00

(1.00) 1.00 0.00 0.00

-100.00% n/a 0.00% 0.00%

(1.00) 1.00 0.00 0.00

-100.00% n/a 0.00% 0.00%

Mullins Pool—8302 Full Time Parks and Recreation Associate Total Mullins Pool

2 2

2.00 2.00

2 2

2.00 2.00

2 2

2.00 2.00

2 2

2.00 2.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

1 0 1 1 6 1 0 11

1.00 0.00 1.00 1.00 6.00 1.00 0.00 11.00

1 0 1 1 5 2 1 11

1.00 0.00 1.00 1.00 5.00 2.00 1.00 11.00

1 0 1 1 5 2 1 11

1.00 0.00 1.00 1.00 5.00 2.00 1.00 11.00

0 1 1 1 5 2 1 11

0.00 1.00 1.00 1.00 5.00 2.00 1.00 11.00

(1.00) 1.00 0.00 0.00 0.00 0.00 0.00 0.00

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

(1.00) 1.00 0.00 0.00 0.00 0.00 0.00 0.00

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

Transportation—8209 Bus Driver Sub-Total Transportation Total Recreation

Aquatic Complex—8303 Full Time Aquatics Manager* Team Swimwear District Supervisor Parks and Recreation Coordinator Parks and Recreation Technician Parks and Recreation Associate Principal Office Assistant Maintenance Worker Total Aquatic Complex * Reclassified to Team Swimwear District Supervisor Total Aquatics Grand Total Parks and Recreation Sub-Total Full-Time Staff Sub-Total Part-Time Staff Total Staff (Including Parkland, FL)

288

16 105 813 1 814

16.00 105.00 813.00 0.63 813.63

16 105 827 1 828

16.00 105.00 827.00 0.63 827.63

16 105.00 830 1 831

16.00 105.00

16 106.00

16.00 106.00

0.00 1.00

0.00% 0.95%

0.00 1.00

830.00 0.63 830.63

836 1 837.000

836.00 0.63 836.63

6.00 0.00 6.00

0.72% 0.00% 0.72%

6.00 (0.38) 5.63

Fiscal Year 2017 Annual Budget

0.00% 0.95% 0.72% -59.52% 0.68%

Community Redevelopment Agency (CRA) The City Commission established the Coral Springs Community Redevelopment Agency (CRA) on November 6, 2001. As a dependent special district covered by Chapter 189, Florida Statutes, the CRA must provide budget information for the City Commission’s review and the proposed budget of the dependent special district must be contained within the general budget of the local governing authority to which it is dependent and be clearly stated as the budget of the dependent district. The budget adopted by the CRA’s Board of Directors on August 22, 2016, identifies the estimated revenues to be received by the CRA during Fiscal Year 2017 (October 1, 2016 through September 30, 2017). It also includes the CRA’s estimated operating expenses for the same period. As detailed in the CRA’s 2017 Business Plan, the CRA will work with the City on the completion of the new Municipal Complex, the 600-space parking garage, and eastbound right turn lane on Sample Road at NW 94th Avenue estimated to be completed in October 2017. In addition, the CRA will work with the City in an outreach effort to help mitigate the impact to businesses within the CRA during the water and sewer line replacements on Sample Road. Now that these major projects in the Downtown core area are underway, the CRA is focusing its efforts on attracting and accelerating the much needed private mixed-use residential and commercial development in our designated downtown. As part of this effort, the CRA will negotiate further agreements for the development of the Municipal Complex Commercial Development (Phase II and Phase III Parcels). Also, revising the zoning regulations for Downtown will facilitate redevelopment and provide the regulatory framework to help create a more urban feel in our Downtown with a lively mix that includes both commercial and residential developments. City of Coral Springs - Community Redevelopment Agency (CRA) Fiscal Year 2017 Proposed Operating Budget

Fiscal Year 2017 CRA Operating Budget Revenues: 1.0 Tax Increment Revenue

1.1 City of Coral Springs - tax increment based on approved millage rate:

$ 193,647.00

1.2 North Broward Hospital District - tax increment based on recommended millage rate:

58,217.00

1.3 Broward County tax increment - based on recommended millage rate:

20,120.00

1.4 Children Services Council of Broward County (CSCBC) - tax increment based on recommended millage rate:

19,703.00

1.5 Interest Earnings projection:

1,000.00

1.6 Prior Year Rev/Exp Adjustment:

1.7 Transfer from the CRA Trust Fund for RZEDB Contribution Payment: **

1.8 Transfer from the CRA Trust Fund for projects:

65,000.00

$ 357,687.00

Expenditures: 1.0 Administrative 1.1 - 1.2 Salaries: CRA Project Coordinator staff position - includes performance merit raise: 1.3 Benefits - FICA, ICMA,Disability,Health,Life Insurance, Workers' Comp:

46,485.00

23,390.00

45,000.00

1.4 Benefits - car allowance: 1.5 CRA Legal Counsel - based on monthly retainer of $3,500 and annual reimbursable expenses at $3,000: 2.0 Professional Services 2.1 Architectural/Urban Planning:

6,000.00

2.2 Engineering:

6,000.00

2.3 Appraisals:

3,000.00

2.4 CRA Financial Audit - per agreement:

13,200.00

2.5 Marketing & Promotion - initiatives to promote CRA projects & Downtown awareness:

10,871.00

(ex. Merchants Asso., Giveaways, event booth, Downtown Branding, Colleteral, Web, etc.) 2.6 Other Professional Services:

8,000.00

2.7 Economic Development initiatives - CRA Matching Grant:

35,000.00

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Community Redevelopment Agency (CRA) - (continued) City of Coral Springs - Community Redevelopment Agency (CRA) Fiscal Year 2017 Proposed Operating Budget

Expenditures (continued): 3.0 Operating Expenses 3.1 Advertisements - Board Vacancy, Calendar, Annual Report, Award Applications Misc.:

1,000.00

3.2 Meeting Expenses - CRA Board meetings, Merchants Meetings, Downtown Zoning District meetings, misc. meeting:

2,500.00

3.3 Office Supplies - various office supplies:

500.00

3.4 Postage - mailings:

250.00

3.5 Printing & Publishing - stationary, letterheads, etc.:

400.00

3.6 Special Events - CRA-Downtown Community Events Promotional (Downtown Event $4,500 / Coral Springs Art Festival $2,500):

7,000.00

3.7 Membership(s) - (ex. FRA $495, IEDC $345, ULA $100, Chamber $265, ICSC $50, Association of Children Museum $290):

1,545.00

3.8 CRA Consultants-Lobbyist:

1,000.00 4,888.00

3.9 General Liability Insurance for CRA:

3.10.1 Property Maintenance - Events:

200.00

3.10.2 Property Maintenance - Water for events base+use:

500.00

3.11 DEO Special District Fee:

175.00

3.12 Communication Cost - cell phone allowance:

600.00

3.13 Payment to Children Services Council of Broward County (CSCBC) - as per ILA: 3.14 Travel, Meals, Lodging (Ex. FRA & ICSC Conference 2017; FRA Classes; Vicinity travel):

19,703.00

2,900.00

3.15 Registration/Educational (Ex. FRA & ICSC Conference 2016; local conferences, summits, events):

2,580.00

65,000.00

50,000.00

4.0 Capital Outlay 4.1 Capital Outlay - Interactive Sign & ArtWalk Enhancements: **

Exact balance of operations fund remaining at the end of FY 2016 will be appropriated to this project 5.0 Additional Expenses 5.1 Loan Interest Payment:

5.2 RZEDB Debt Service Contribution - Build America Bonds:

$ 357,687.00 ** Note: Chapter 163 (7) (d) F.S. authorizes on the last day of the fiscal year of the CRA, any remaning funds to be "Appropriated to a specific redevelopment project pursuant to an approved community redevelopment plan which project will be completed within 3 years from the date of such appropriation."

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290

Fiscal Year 2017 Annual Budget

Abbreviations and Acronyms ACS A/P ARC ARRA AS/400

American Community Survey Accounts payable Architectural Review Committee American Recovery and Reinvestment Act The City’s mainframe/server*

CADD CAFR CALEA CDBG CERT CIP C&M CMO CO CPI CRA CSHS CSMART CSUSA

Computer assisted design and drafting Comprehensive Annual Financial Report* Commission on Accreditation for Law Enforcement Agencies Community Development Block Grant* Community Emergency Response Team Capital Improvement Program* Communications and Marketing City Manager’s Office Certificate of Occupancy Consumer Price Index Community Redevelopment Agency Coral Springs High School Coral Springs Museum of Art Charter Schools USA

DEP DOE DOR DOT

Florida Department of Environmental Protection U.S. Department of Energy Florida Department of Revenue U.S. Department of Transportation

EDF EMS ESF ESL

Economic Development Foundation Emergency Medical Services Equipment Services Fund* Environmentally Sensitive Land

FDOT Florida Department of Transportation FEMA Federal Emergency Management Administration* FF&E Furniture, fixtures, and equipment FICA Federal Insurance Contributions Act FIFC Florida Intergovernmental Financing Commission* FPL Florida Power and Light F/T Full-time FTMS Financial Trend Monitoring System FTE Full-time equivalent* FY Fiscal Year* GAAP GASB GFOA GIS GMBA GO

Generally Accepted Accounting Principles Governmental Accounting Standards Board Government Finance Officers Association Geographic Information Systems Government Management Budgetary Association General Obligation

HR HTE HUD

Human Resources The City’s main data application vendor* U.S. Department of Housing and Urban Development

ICMA

International City/County Management Association

IRD ISF ISP IT

Industrial Research Development Internal Service Fund* Internet service provider Information Technology

JAG KIO LAN

Justice Assistance Grant Key Intended Outcome* Local area network

MBO MGD MLK M-STARS

Management and Budget Office Million gallons per day Martin Luther King Municipal Short-term Auction Rate Securities*

NEC OPEB

Neighborhood Stabilization Comittee Other Post Employment Benefits

PD Police Department PFM Professional Facilities Management P/I Purchasing/Inventory PM Performance measure* SFWMD South Florida Water Management District SRF State Revolving Fund* (loan program) SRT Special Response Team SWOC Strengths-Weaknesses-Opportunities-Challenges SWOT Strengths-Weaknesses-Opportunities-Threats SYEP Summer Youth Employment Program TIF TQM TRIM

Tax Increment Financing* Total Quality Management Truth in Millage*

UASI WAN

Urban Area Security Initiative* Wide Area Network

*defined in the Glossary of Terms

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Glossary of Terms Accrual Basis of Accounting A method of accounting where revenues are recorded when service is given and expenses are recognized when the benefit is received.

Bonds A certificate of debt issued by an entity, guaranteeing payment of the original investment, plus interest, by a specified future date.

Actuarial A person or methodology that makes determinations of required contributions to achieve future funding levels that addresses risk and time.

Build-out That time in the life cycle of the city when no incorporated property remains undeveloped. All construction from this point forward is renovation, retrofitting or land cleared through the demolition of existing structures.

Ad ValoremTax A tax levied on the assessed value of real estate and personal property. This tax is also known as property tax. Adopted Budget The proposed budget as initially formally approved by the City Commission. Amended Budget The adopted budget as formally adjusted by the City Commission. Amortization The reduction of debt through regular payments of principal and interest sufficient to retire the debt instrument at a predetermined date known as maturity. Appropriation A specific amount of money authorized by the City Commission for the purchase of goods or services. AS400 Midrange server built by IBM and designed for small businesses and departments in large enterprises and now redesigned so that it will work well in distributed networks with Web applications. Assessed Property Value The value set upon real estate or other property by the County Property Appraiser and the State as a basis for levying ad valorem taxes. Balanced Budget A budget in which planned funds or revenues available are equal to planned expenditures. Basis Point Equal to 1/100 of one percent. If interest rates rise from 7.50 percent to 7.75 percent, the difference is referred to as an increase of 25 basis points. Benchmarking Determining the quality of products, services and practices by measuring critical factors (e.g., how fast, how reliable a product or service is) and comparing the results to those of highly regarded competitors. Bond Covenants A legally enforceable promise made to the bondholders from the issuer, generally in relation to the source of repayment funding. Bond Rating A measure of an organization’s credit-worthiness. The primary bond rating services—Moody’s, Fitch, and Standard & Poor’s—perform credit analyses to determine the probability of an issuer of debt defaulting partially or fully.

292

Business Plan A written document outlining how City resources will be applied to achieve the objectives determined by the Strategic Plan. Business SWAT Team A special team put together to deal with a specific issue using particular analysis tools over a short period of time. Capital Equipment Physical plant and equipment with an expected life of five years or more. Capital Expenditure The approved budget for improvements to or acquisition of infrastructure, park development, building, construction or expansion, utility systems, streets or other physical structure with an estimated cost of $5,000 or more. Capital Improvement Plan (CIP) A plan for capital expenditures to be incurred each year over a five-year period. Essentially, the plan allows for a systematic evaluation of all potential projects, specifies funding sources for all approved projects, and serves as an economic development tool. The CIP is linked to the City’s Business and Strategic Plans. Capital Lease An agreement conveying the right to use property, plant or equipment usually for a stated period of time where the lessee assumes all the risks and rewards of ownership. Capitalized Interest When interest cost is added to the cost of an asset and expensed over the useful life of the asset. Chargeback Term used to describe the method to reimburse the Equipment Services Fund for the usage of an asset over its expected useful life (also known as funded depreciation). Communications Services Tax Simplification Law A law created by Florida Legislature to combine communication services revenues with a two-tiered tax composed of State and local-option tax. Community Development Block Grant (CDBG) One of the longest-running programs of the U.S. Department of Housing and Urban Development that funds local community development activities such as affordable housing, antipoverty programs, and infrastructure development.

Fiscal Year 2017 Annual Budget

Glossary of Terms (continued) Community Redevelopment Agency (CRA) A dependent special district covered by Chapter 189, Florida Statutes responsible for carrying out community redevelopment activities and projects in the community redevelopment area of the City of Coral Springs Comprehensive Annual Financial Report (CAFR) This official annual report presents the status of the City’s finances in a standardized format. The CAFR is organized by fund and contains two basic types of information: a balance sheet that compares assets with liabilities and fund balance; and an operating statement that compares revenues and expenditures. Contingency An appropriation of funds available to cover unforeseen events that occur during the fiscal year. These funds, if not used, lapse at year end. This is not the same as fund balance. Coral Springs Charter School Fund This fund accounts for the revenues and expenses incurred in the operation of the Coral Springs Charter School. Funds are received from the state and through grants to teach approximately 1,600 students in grades six through twelve. Core Service A principal service or product delivered by a program or department that is necessary to the successful operation of the city. Often, core services are part of the mission of the program or department. Cross-Functional Team A team of employees from more than one department convened to analyze problems and create strategies for process improvement that have Citywide impact. Debt Service The payment of principal and interest on borrowed funds such as bonds and loans. Debt Service Fund The debt service fund is used to account for the accumulation of resources for, and the payment of, general long-term debt principal, interest, and related costs. Defeasance A provision that voids a bond when the borrower puts cash in escrow via a refunding bond issuance sufficient to service the borrower’s debt. When a bond issue is defeased the borrower sets aside cash to pay off the bonds, therefore the outstanding debt and cash offset each other on the balance sheet and are removed from the financial statements. Deficit The excess of liabilities over assets—or expenditures over revenues—in a fund over an accounting period. Depreciation The decrease in value of physical assets due to use and the passage of time.

Designated Funds that have been identified for a specific purpose. This differs from reserved funds, in that there is no legal requirement for funds that have been designated. Distinguished Budget Presentation Program A voluntary program administered by the Government Finance Officers Association to encourage governments to publish efficiently organized and easily readable budget documents and to provide peer recognition and technical assistance to the fiscal officers preparing them. Encumbrances Obligations incurred in the form of orders, contracts and similar items that will become payable when goods are delivered or services rendered. Enterprise Fund A self supporting fund designed to account for activities supported by user charges: an example is the Water and Sewer Fund. Equipment Services Fund (ESF) An Internal Service Fund that accounts for the operating and maintenance costs of the City’s vehicles and major equipment. Fuel, maintenance and depreciation expenses are determined on a full recovery basis for each fleet asset type. Departments reimburse this fund for these costs through interfund transfers. Equity Financing A source of revenue that comes from surpluses that are generated in previous years. When the City Equity Finances some of its CIP it reduces the amount of debt that would have to be issued. Escrow Money or property held in the custody of a third party that is returned only after the fulfillment of specific conditions. Federal Emergency Management Administration (FEMA) Agency of the US government responsible for disaster mitigation, preparedness, response, and recovery planning. Fiduciary Funds Funds used to report assets held in a trustee or agency capacity for others and which therefore cannot be used to support the government’s own programs. The fiduciary fund category includes pension trsut funds, investment trust funds, private-purpose trust funds, and agency funds. Florida Intergovernmental Financing Commission (FIFC) Debt service activity related to a bond series of the Florida Intergovernmental Financing Commission. Financial Trend Monitoring System A management tool that pulls together information from a government’s budgetary and financial reports, combines it with economic and demographic data, and creates a series of 22 financial indicators that, when plotted over time, can be used to monitor changes in financial condition and alert the government to future problems.

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Glossary of Terms (continued) Fines And Forfeitures Consists of a variety of fees, fines and forfeitures collected by the State Court System, including bail forfeitures, garnishments, legal defenders recoupment and juror/witness fees. Fire Fund A special revenue fund that provides for the Fire Department, consisting of administration, prevention, suppression, inspection and communications. Fiscal Year (FY) Any period of 12 consecutive months designated as the budget year. The City’s budget year begins October 1st and ends September 30th.

Governmental Funds Funds generally used to account for tax-supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital projects funds, and permanent funds. Health and General Insurance Funds Internal service funds set up to account for the City’s insured general liability, property, workers’ compensation, life and employee medical benefits.

Fixed Asset Items owned by the City that cost a considerable amount and has a useful life exceeding two years—e.g., computers, furniture, equipment and vehicles.

Homestead Exemption Pursuant to the Florida State Constitution, the first $25,000 of assessed value of a home which the owner occupies as principal residence is exempt from the property tax.

Fleet The vehicles owned and operated by the City. (See Rolling Stock)

HTE The City’s main data application vendor. Also known as Sungard.

Forfeiture The automatic loss of property, including cash, as a penalty for breaking the law, or as compensation for losses resulting from illegal activities. Once property has been forfeited, the City may claim it, resulting in confiscation of the property.

Inflation A rise in price levels caused by an increase in available funds beyond the proportion of available goods.

Franchise Bonds Bonds for the payment of which the City’s franchise revenues are pledged. Franchise Fee Charges to utilities for exclusive/non-exclusive rights to operate within municipal boundaries. Examples are electricity, telephone, cable television, and solid waste. Full-Time Equivalent Position A part-time position converted to the decimal equivalent of a full-time position based on 2,080 hours per year. Fund A set of interrelated accounts to record revenues and expenditures associated with a specific purpose. Fund Balance The difference between assets and liabilities reported in a governmental fund at the end of the fiscal year. Gainsharing A city program, similar to corporate profitsharing, where departments and employees who contribute to cost savings or revenue enhancements may share in the resulting gain. This Fiscal Year, up to 10% of retained earnings and unappropriated fund balances in specific funds may be shared with employees. General Fund A governmental fund established to account for resources and uses of general operating functions of City departments. Resources are, in the majority, provided by taxes. General Obligation Bonds Debt issued by municipalities that are backed by the full faith and credit of the issuer.

294

Infrastructure Public domain fixed assets including roads, bridges, curbs, gutters, sidewalks, drainage systems, lighting systems and other items that have value only to the city. Interest Income Revenue associated with the City cash management activities of investing fund balances. Interfund Reimbursement (Transfers) Administrative fees charged to other City funds (e.g. Water & Sewer Fund) for the provision of administrative and other City services. Intergovernmental Revenue Revenue received from or through the Federal, State, or County government. These include Cigarette Tax, State Revenue Sharing, Alcoholic Beverage Tax, Sales Tax (5th cent), Rebate - Municipal Vehicles. Internal Service Fund (ISF) A fund established to account for an entity which provides goods and services to other City entities and charges those entities for the goods and services provided. Key Intended Outcome (KIO) The principal outcome desired from a program or activity that forms a basis for the rationale for funding the activity. They are always expressed quantitatively to ensure that discreet measurements can be made to assess the effectiveness of the activity. Linkage A system of interconnected parts or the act of linking. In our case, this refers to the relationships between the various performance measures, objectives, goals, and Key Intended Outcomes to ensure the entire organization is working together to achieve the City’s Mission.

Fiscal Year 2017 Annual Budget

Glossary of Terms (continued) Mandate A requirement from a higher level of government that a lower level of government perform a task in a particular way or to a particular standard.

Outcomes Quality performance measures of effectiveness and of achieving goals. (e.g., customer satisfaction, awareness level, etc.)

Market Rate Value The appraised value assigned to property by the County Property Appraiser. Typically, this value represents “Fair Market Value” less estimated selling expenses. Mill A taxation unit equal to one dollar of tax obligation for every $1,000 of assessed valuation of property.

Outputs Process performance measures of efficiency and productivity. (e.g., per capita expenditures, transactions per day, etc.)

Millage The total tax obligation per $1,000 of assessed valuation of property. Modified Accrual Basis The basis of accounting under which revenues are recognized when measurable and available to pay liabilities and expenditures are recognized when the liability is incurred except for interest on long-term debt which is recognized when due, and the noncurrent portion of accrued vacation and sick leave which is recorded in general long-term debt. The General Fund, Fire/EMS Fund, and Debt Service Fund budgets are prepared on the modified accrual basis of accounting except that encumbrances are treated like expenditures. M-STAR The rate of interest to be borne by M-STARS (either or both of the Series 2002B and Series 2002C Bonds while they bear interest at the M-STARS Rate) during each auction period. In no event may the M-STARS Rate exceed the maximum M-STARS Rate. Municipal Code A collection of laws, rules and regulations that apply to the City and its citizens. Neighborhood Services Team A program comprised of various City department team members developed to promote and strengthen the stability, development, revitalization and preservation of Coral Springs’ neighborhoods through community-based problem solving, neighborhood services and public/private cooperation. Non-Departmental Referring to activities, revenues and expenditures that are not assigned to a department. Operating Budget A budget for general revenues and expenditures such as salaries, utilities, and supplies. Operating Lease A lease that is paid out of current operating income rather than capitalized. Ordinance A formal legislative enactment by the City that carries the full force and effect of the law within corporate boundaries of the City unless in conflict with any higher form of law, such as state or federal.

Pay-as-You-Go Financing A method of paying for capital projects that relies on current tax and grant revenues rather than on debt. Pension Fund The Pension Fund accounts for the accumulation of resources to be used for retirement benefit payments to the City’s employees. Per Capita A measurement of the proportion of some statistic to an individual resident determined by dividing the statistic by the current population. Performance Budget A budget wherein expenditures are based primarily upon measurable performance of activities and work programs. Performance Measure (PM) Data collected to determine how effective and/or efficient a program is in achieving its objectives. Performance Measurement System The City’s methodology for monitoring performance measures and Key Intended Outcomes. See Quarterly Performance Report. Permit Revenue Fees imposed on construction-related activities and for the acquisition of other nonbusiness permits (e.g. dog, bicycle). Potable Water Water that is fit to drink. Present Value The discounted value of a future amount of cash, assuming a given rate of interest, to take into account the time value of money. To put it another way, a dollar is worth a dollar today, but is worth less than today’s dollar tomorrow. Property Tax A tax levied on the assessed value of real and personal property. This tax is also known as ad valorem tax. Proprietary Fund Enterprise and internal service funds that are similar to corporate funds, in that they are related to assets, liabilities, equities, revenues, expenses and transfers determined by business or quasi-business activities.

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Glossary of Terms (continued) Public Art Fund This is a special revenue fund where Public Art fees are collected during the permitting process for new construction and renovations of existing structures. Revenues are collected only from those developers who choose not to purchase and maintain public art on their own property. Public/Private Partnership A joint project conducted with resources of the city and a private organization, generally nonprofit. Examples in Coral Springs includes the efforts of the Economic Development Foundation and Civic, Cultural and Educational Foundation. Quarterly Performance Report A document that collects quarterly performance achievement in each of the Key Intended Outcomes and departmental performance measures. Refunding Paying off an outstanding bond issue by using money from the sale of a new bond offering. In other words, issuing more bonds to pay off existing bonds. Reserves A portion of the fund balance or retained earnings legally segregated for specific purposes. Resolution A legislative act by the City with less legal formality than an ordinance. Retained Earnings An account in the equity section of the balance sheet reflecting the accumulated earnings of the Water & Sewer Fund, the Self-Insurance Funds, the Equipment Services Fund, or the City Centre Fund. Revenue Bonds Bonds whose principal and interest are payable exclusively from earnings of an enterprise fund. In addition to a pledge of revenues, such bonds sometimes contain a mortgage on the enterprise fund’s property. Rolled-Back Rate The operating millage rate required to raise the same ad valorem tax revenues as were levied in the prior year, exclusive of new construction, additions to structures, deletions and property added, i.e. annexations. Rolling Stock Wheeled vehicles in the City’s fleet. Sales Tax Tax imposed on the taxable sales of all final goods Self Insurance Fund This internal service fund is used to centrally manage the employee health and life insurance benefit packages, the workers’ compensation program, and the City’s insurance coverage of real and personal property. Special Assessment A compulsory levy made against certain properties to defray part or all of the cost of a specific improvement or service deemed to primarily benefit those properties.

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Special Revenue Fund A fund used to account for revenues legally restricted to expenditures for a particular purpose. An example is the Fire Rescue Fund. State Revolving Fund (SRF) A low interest loan program from the Florida Department of Environmental Protection (DEP) for planning, designing, and constructing drinking water and wastewater projects. Sterling Award The Governor of the State of Florida created a program in 1993 to recognize Florida corporations for quality and organizational excellence. It is based on the criteria established for the national Malcolm Baldrige Award. Structurally Balanced Budget: A budget that supports financial sustainability for multiple years in the future. Strategic Plan A document outlining long-term goals, critical issues and action plans which will increase the organization’s effectiveness in attaining its mission, priorities, goals and objectives. Strategic planning starts with examining the present, envisioning the future, choosing how to get there, and making it happen. Tax Increment Financing (TIF) A funding source used in blighted areas designated by the City for redevelopment. The public improvements required for the project is financed with the incremental taxes generated by the increase in the assessed valuation of the new development. Taxable Value The assessed value less homestead and other exemptions, if applicable. Total Quality Management (TQM) A management philosophy that emphasizes customer satisfaction, continual incremental improvement, teams and employee training as critical elements to an organization’s long-run success. Transport Fees The cost to provide ambulance transportation to patients from home to hospital. Trust and Agency Funds These funds are used to account for assets held by the City in a trustee capacity or as an agent for individuals, private organizations, other governments and/or other funds. Truth in Millage (TRIM) The Florida Truth in Millage Act (TRIM) requires a specific method of tax rate calculation, form of notice, public hearing requirements and advertisement specifications prior to the adoption of a budget tax rate. The effect of TRIM is to inform taxpayers that their property taxes are changing (up or down), the cause (a change in the

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Glossary of Terms (continued) assessed value of their property and/or an increase in the proposed spending level) and how the proposed new tax rate compares to the rate that would generate the same property tax dollars as the current year (the “rolled-back” rate). Unappropriated Not obligated for specific purposes. (See Undesignated) Undesignated Without a specific purpose. (See Unappropriated) Unencumbered The portion of an allotment not yet expended or encumbered. Urban Area Security Initiative (UASI) A federal grant program that provides funding support for target-hardening activities to nonprofit organizations. The program seeks to promote coordination and collaboration in emergency preparedness activities among public and private community representatives, state and local government agencies, and Citizen Corps Councils. Useful Life The period of time that a fixed asset is able to be used. This can refer to a budgeted period of time for an equipment class or the actual amount of time for a particular item.

Utility Service Tax Taxes levied on consumer consumption of utility services provided in the City. The tax is levied as a percentage of gross receipts. Variable Rate A rate of interest subject to adjustment (e.g., the rate of interest specified may be a percentage of the prime rate on certain set dates.) Water & Sewer Fund (W&S) An enterprise fund established to account for the resources and uses of the Utilities function of the City and is prepared on the full accrual basis of accounting. The Utilities function consists of the provision of a clean water source and the proper disposal of wastewater. The Water & Sewer Fund is an enterprise fund and as such receives its revenues from charges levied for the provision of services to users. Wetlands Mitigation Any action required to reduce the impact of development on a wetland. Mitigation actions may include creation of new wetlands or improvement of existing wetlands. Mitigation may occur on the site of the development or at some other site. Working Capital A financial metric which represents operating liquidity available to a business. It is calculated as current assets minus current liabilities.

User Fees Charges for expenses incurred when services are provided to an individual or groups and not the community at large. The key to effective utilization of user fees is being able to identify specific beneficiaries of services and then determine the full cost of the service they are consuming (e.g. building inspections). Fees are traditionally charged under the following circumstances: • Service is supplied to an individual or group • Benefits accrue to an individual or group • Service can be withheld from individuals who refuse to pay • Cost can be passed on to the ultimate beneficiary • Degree of utilization can be measured • Use of service is voluntary

Sources: Bailey, Larry P.; Governmental GAAP Guide; Harcourt Brace; 1994. Bland, R; Budgeting-A Guide for Local Governments, ICMA, 1997. Government Finance Officers Association; Governmental Accounting, Auditing and Financial Reporting; GFOA, 1994. Webster’s II: New Riverside University Dictionary; Houghton Mifflin Company, 1994.

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Index

Note: Departments and funds are bold to help the reader locate them easier.

A Abbreviations and Acronyms 291 Ad Valorem Taxes 40 Millage rates 40 Operating Millage Rate Comparison 27 Tax Rate 27 Voter Approved Debt Service Millage Rate 27 Awards and Special Recognitions 2, 185

B Bond ratings 16 Budget Award 2 Calendar 26 Highlights 27 Major Policy Considerations 30 Process Amending 26 Approving 25 Creation 22 Environment 22 Format 25 Methodology 23 Monitoring 25 Review Process 24 Where the Money Comes from by Source 36 Where the Money Goes by Line Item Category 36 Where the Money Goes by Type of Program 36 Budget and Strategic Planning Performance Measures 198 Budget Highlights 27 Budget in Brief 27 Budget Ordinance 250 Budget Process Map 188 Budget Process Overview 22 Budget Resolution 248 Budget Summary Tables Coral Springs Charter School Fund 57 Debt Service Fund 65 Equipment Services Fund 59 Fire Fund 46 General Fund 37 General Insurance Fund 55 Pension Fund 62 Public Art Fund 58 Solid Waste Fund 64 Water and Sewer Fund 50 Building. See Development Services Business Plan Initiatives. See Initiatives

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C Calendar See “Budget Calendar” 26 Capital Improvement Program 72 Capital Improvement Summaries All Funds by Funding Source 81 General Fund by Funding Source 84 Summary by Fund 80 CIP Funding Sources 75 CIP Policies 258 Impact on Operating Budget 76 Major Capital Projects by Department 82 Major Capital Projects by Location 83 Center for the Arts Service Statistics 17 Charts and Graphs Appropriated Funds Budget 31 Budget Process Map 188 Capital expenditure 72 Capital Improvement Summary by Fund 80 CIP Budget by Funding Source- All Funds 81 Combined Budget Summary 31 Computer Rep. Program contributions and expenses 74 Debt Service Fund total expenditures 67 Debt Service Fund total revenues 66 Debt service millage rate 27 Debt Service Schedule 68, 69, 70, 71 Electric Franchise Fee Revenues 102 Electric Utility Service Tax Revenues 101 Fire Assessment rate comparison 48, 151 Fire Fund total expenditures 48 Fire Fund total revenues 47 Five-Year Forecast: General Fund 103, 150 Fleet replacement cost 79 Franchise fees 41 Fund Structure Overview 32, 33 General Fund CIP Summary by Funding Source 84 General Fund total expenditures 43 General Fund total revenues 40 Half-cent sales tax 102 Major Capital Projects by Department 82 Major Capital Projects by Location 83 Millage rates 40 Operating millage rate 27 Operating millage rate comparison 27 State Shared Revenues 102 Tax rate 27 Total Positions By Department 272 Utility service taxes 41 Water and Sewer Fund total revenues 51, 52 Where the Money Comes from by Source 36 Where the Money Goes by Line Item-GF 36 Where the Money Goes by Type of Program 36

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Index (continued) City Organization Chart 15 City Attorney Core Processes and Outputs 192 Core Processes and Outputs; Mission; Org Chart 192 Performance Measures 193 Revenues and Expenditures by Program and Category 193 Staff 276 City Clerk Core Processes and Outputs 196 Mission; Org Chart 195 Revenues and Expenditures by Program and Category 197 Staff 275 City Commission Core Processes and Outputs; Mission; Org Chart 194 Revenues and Expenditures by Program and Category 194 City Manager’s Office CIP by funding source 199 Core Processes and Outputs; Mission; Org Chart 195, 196 Revenues and Expenditures by Program and Category 197 Staff 275 Code Enforcement. See Development Services Combined Budget Summary 31 Communications and Marketing Core Processes and Outputs 196 Mission; Org Chart 195 Community Development. See Development Services Composite Index 159 Computer Repl Prog Contributions and Expenses 74 Coral Springs Awards and Special Recognitions 185 Bond Ratings 16 Budget Ordinance 250 Budget Resolution 248 Core Values 14 Demographics 16 Education 16 Fire Assessment Fee 16 Land Use 16 Service Statistics 17 Solid Waste Fee 16 Staff Detail of Positions by Department and Division 275 Total City Staff 17 Total Positions By Department 272 Strategic Priorities 13 Tax Rate 16, 27 Coral Springs at a Glance 16 Coral Springs Charter School Fund Budget Summary 57

Core Processes and Outputs City Attorney 192 City Commission 194 EMS/Fire 210 Financial Services 207 General Insurance Fund 192 Information Technology 220 Parks and Recreation 223 Police 232 Public Works 237 Core Values 14 Cross-Functional Teams 184

D Debt Management Policies 259 Debt Service Fund Budget Summary 65 Expenditures 67 Fund Balance Table 271 Revenues 66 Debt Service Millage Rate 27, 66 Debt Service Schedule 68, 69, 70, 71 Demographic Trends 116 Departmental Performance Budgets 190 Department Performance Measurements Summary 155 Development Services CIP by funding source 206 Core Processes and Outputs; Mission; Org Chart 200 Performance Measures 204 Revenues and Expenditures by Program and Category 203 Staff 278

E Equipment Services Fund Budget Summary 59 Capital 242 Core Processes and Outputs; Mission; Org Chart 238 Performance Measures 241 Staff 285

F Financial Condition 29 Financial Policies 255 Financial Services Core Processes and Outputs; Mission; Org Chart 207 Performance Measures 209 Revenues and Expenditures by Program and Category 208 Staff 277 Financial Strategy 147 Fire Assessment Rate Comparison 48, 151

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Index (continued) Fire Assessment (single-family residence) 16 Fire/EMS Core Processes and Outputs; Mission; Org Chart 210 EMS CIP by funding source 214 Fire CIP by funding source 215 New Initiatives 211 Performance Measures 213 Revenues and Expenditures by Program and Category 212 Service Statistics 17 Staff 283 Fire Fund Budget Summary 46 CIP by Funding Source 215 Description 47 Expenditures 48 Fire Assessment Rate Comparison 48, 151 Fund Balance Table 266 Rate Schedule 47 Revenues 47 Fire Fund Balance Table 266 Five-Year Forecast-GF 103 Fixed-Assets Accounting Policies and Procedures 261 Fleet Purchases Summary 245 Franchise fees 41 Full-time positions added in Fiscal Year 2017 28 Fund Balance Overview 263 Fund Balance Tables Debt Service Fund 271 Equipment Services 270 Fire Fund 266 General Fund 264 General Insurance Fund 269 Health Fund 268 Water and Sewer Fund 267 Fund Budget Overview General Fund 40 Fund Structure Overview 32, 33

G General Fund Description 40 Expenditures 43 Five-Year Forecast 104 Franchise fees 41 Fund Balance Table 264 Millage rates 40 Revenue and exp summary table 44 Revenues 40 Utility service taxes 41 General Insurance Fund Budget Summary 55

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Expenses 56 Fund Balance Table 269 Revenue and Expense Summary Table 56 Revenues 56 Glossary of Terms 292

H Health Fund Budget Summary 53 Expenses 54 Fund Balance Table 268 Revenues 54 How To Use This Book 3 Human Resources Core Processes and Outputs; Mission; Org Chart 216 Performance Measures 219 Revenues and Expenditures by Program and Category 218 Staff 276

I Information Technology CIP by funding source 222 Core Processes and Outputs; Mission; Org Chart 220 Performance Measures 221 Revenues and Expenditures by Program and Category 222 Staff 278 Initiatives Summary of Fiscal Year 2016 Initiatives 145, 146 Investment Policies 260

K Key Intended Outcome Analysis 153 Key Tools 3

M Major Capital Projects by Department 82 Major Funds 32 Management and Budget Office 20 Map, Strategic Plan and Perf Measurement Process 188 Market Environment 107 Millage Rate Resolution 248 Millage rates 27, 40 Mission City Commission 194 Financial Services 207 Fire/EMS 210 General Insurance Fund 192 Health Fund 216 Information Technology 220

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Index (continued) Parks and Recreation 223 Police 232 Public Works 237 Equipment Services 237 Utilities 237 Museum of Art Service Statistics 17

N Net Budget See “Fund Structure Overview” 32, 33 New Initiatives. See Initiatives

O Ongoing Initiatives. See Initiatives Operating millage rate 27 Ordinance 250 Organization Chart City Attorney 192 General Insurance Fund 192 City Commission 194 City Manager’s Office Management and Budget Office 195 Financial Services 207 Fire/EMS 210 Human Resources Health Fund 216 Information Technology 220 Parks and Recreation 223 Police 232 Public Works 237 Equipment Services 237 Utilities 237 Organization of This Book 3

P Parks and Recreation CIP by funding source- Aquatics 230 CIP by funding source- Parks and Recreation 229 CIP by funding source- Sportsplex 231 CIP by funding source- Tree Trust Fund 199 Core Processes and Outputs; Mission; Org Chart 223 Performance Measures 227 Revenues and Expenditures by Program and Category 225 Service Statistics 17 Staff 287 Pension Fund Budget Summary 62 Expenses 63 Revenues 62 Performance Budget Overview 190 Performance Measurement Policies 257

Performance Measures City Attorney 193 City Manager’s Office 198 Development Services 204 Financial Services 209 Fire/EMS 213 Human Resources 219 Information Technology 221 Parks and Recreation 227 Police 235 Public Works 241 Police CIP by funding source 236 Core Processes and Outputs; Mission; Org Chart 232 Performance Measures 235 Revenues and Expenditures by Program and Category 234 Service Statistics 17 Staff 280 Policies Capital Improvement Program Policies 258 Debt Management Policies 259 Financial Reserve Policies 255 Fixed-Assets Accounting Policies and Procedures 261 Investment Policies 260 Operating Budget Policies 255 Performance Measurement Policies 257 Revenue Policies 260 Use of Surplus Policies 256 Policy Considerations 30 Process Improvement Teams 184 Cross-Functional Teams 184 Property Tax Millage Rate 16 Public Art Fund Budget Summary 58 Expenditures 58 Revenues 58 Public Works CIP by funding source- Equipment Services 242 CIP by funding source- Public Works 242 CIP by funding source- Transportation 243 Core Processes and Outputs; Mission; Org Chart 237 Performance Measures 241 Revenues and Expenditures by Program and Category 239 Service Statistics 17 Staff 285

Q Quarterly Performance Review 153

R Recognitions See “Awards and Special Recognitions” 185

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Index (continued) Replacement programs Computer Repl. Prog. contributions and expenses 74 Resolution See “Budget Resolution” 248 Revenue Policies 260 Revenues and Expenditures by Program and Category City Attorney 193 City Commission 194 City Manager’s Office 197 Development Services 203 Financial Services 208 Fire/EMS 212 Health Fund 218 Human Resource 218 Information Technology 222 Parks and Recreation 225 Police 234 Public Works 239 Revenue Trends 101

V Voter-approved debt service millage rate 27

W Water and Sewer Fund Budget Summary 50 CIP by funding source 244 Description 51 Expenses 52 Fund Balance Table 267 Revenues 51 Water/wastewater bill 51

S Sample Performance Budget Page 191 Service Statistics 17 Solid Waste Assessment 16 Solid Waste Fund Expenses 64 Revenues 64 Special Recognitions See “Awards and Special Recognitions” 185 Staffing 272 Detail of Positions By Department 275 Summary of Position Counts 272 Total City Staff 17 Total Positions By Department 272 Strategic Priorities 13 Summary Tables. See Budget Summary Tables Surplus Policies 256 Sustainability Index 153

T Table of Contents Main 4 Tables and Illustrations 6 Total City Staff 17 Tree Trust Fund CIP by funding source 199

U Utilities Service Statistics 17 Staff 286 Utility Service Taxes 41

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ANNUAL BUDGE T CITY OF CORAL SPRINGS, FLORIDA 9551 West Sample Road Coral Springs, Florida 33065 CoralSprings.org â&#x20AC;¢ 954-344-1000