Fy2017 Proposed Business Plan by City of Coral Springs

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.

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

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 have created opportunities such as successfully recruiting Hoerbiger which will result in a capital investment of $50M and 420 new jobs and the anticipated construction of a Cleveland Clinic Family Health Center 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 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%

2016

57% 61%

2014 2012

34%

37% 37%

Good

2008

57%

5% 3% 3%

Poor

1% 0% 0%

Very Poor

94%

94% 98% 97%

Total: Very Good + Good 0%

20%

40%

60%

80%

Customer service ratings remain very high

100%

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. 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 Business Plan

The City of Coral Springs

Business Plan Fiscal Year 2017

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

City Commission Mayor Walter “Skip” Campbell Vice Mayor Dan Daley Commissioner Larry Vignola Commissioner Joy Carter Commissioner Lou Cimaglia Business Planning Team 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

Senior Management Team Erdal Dönmez, City Manager John Hearn, City Attorney Susan Grant, Deputy City Manager Jennifer K. Bramley, Deputy City Manager Debra Thomas, City Clerk Frank Babinec, Fire Chief Rick Engle, Director of Parks and Recreation Catherine Givens, Director of Budget and Strategy Melissa Heller, Director of Financial Services Liz Kolodney, Director of Communications & Marketing Susan Hess Krisman, Director of Development Services Curlie Matthews, Director of Information Technology Richard Michaud, Director of Public Works Dale Pazdra, Director of Human Resources Anthony Pustizzi, Chief of Police

Proposed July 27, 2016

Cover design by Christine Parkinson Jahrsdoerfer

City of Coral Springs, Florida

Table of Contents Introduction.........................................................................................................................................11 Market Environment............................................................................................................................12 Overview.......................................................................................................................................12 Real Estate Trends.........................................................................................................................14 Economic Development................................................................................................................15 Downtown Coral Springs...............................................................................................................16 Technology....................................................................................................................................18 Legislative Issues...........................................................................................................................20 Demographic Trends.....................................................................................................................21 Business Survey Summary.............................................................................................................25 Service and Operations Strategy.........................................................................................................30 A Family-Friendly Community..............................................................................................................31 New Initiatives...............................................................................................................................31 Host Virtual Slice of the Springs Meeting...............................................................................31 New Event Programming.......................................................................................................31 License Plate Readers.............................................................................................................31 Enhance Economic Crimes Staffing........................................................................................32 Ongoing Initiatives........................................................................................................................32 ArtWalk Events (2016-2017)..................................................................................................32 Body Worn Cameras Pilot (2016-2017)..................................................................................32 Community Paramedic Program (2015-2017)........................................................................33 Mobile Integrated Healthcare (2015-2017)...........................................................................33 Fire Stations 43 and 95 (2015-2017)......................................................................................34 Education Grants (2016-2017)...............................................................................................34 CSI Building Renovation (2015-2017).....................................................................................34 School Resource Officers (2015-2017)...................................................................................35 Multi-cultural Events (1995-2017).........................................................................................35 Teen Political Forum (2008-2017)..........................................................................................35 A Thriving Business Community...........................................................................................................36 New Initiatives...............................................................................................................................36 TRAKiT....................................................................................................................................36 “Business is Brighter” Campaign............................................................................................36 Chamber of Commerce Business Academy............................................................................37 Corporate Park Improvement District - Ph. II.........................................................................37 Water Fill Station....................................................................................................................37 Ongoing Initiatives........................................................................................................................37 Economic Development Marketing Strategy (2016-2017).....................................................37 Downtown Water and Sewer Improvements (2016-2017)....................................................37 Downtown Redevelopment (2013-2017)...............................................................................38 Municipal Complex (2007-2017)............................................................................................38 Traffic Management (2010-2017)..........................................................................................39 Realtors’ Summit (2015-2017)...............................................................................................39 An Active, Healthy Community............................................................................................................40 New Initiatives...............................................................................................................................40 Replacement Fund for Parks and Recreation.........................................................................40 Additional Senior Programming.............................................................................................40 Turtle Run Park Improvements..............................................................................................41 Athletic Field Renovations......................................................................................................41 Court Resurfacing...................................................................................................................41 Riverside Park Boat Dock Grant . ...........................................................................................41

Fiscal Year 2017 Business Plan

Ongoing Initiatives........................................................................................................................41 City-wide Day of Service (2016-2017)....................................................................................41 Aquatic Complex 50 Meter Pool (2016-2017)........................................................................42 Drowning Prevention/Water Safety (2007-2017)...................................................................42 An Attractive Community.....................................................................................................................43 New Initiatives...............................................................................................................................43 Piloting Electric Vehicles and Charging Stations.....................................................................43 Turtle Run Park Left Turn Lane - Phase I.................................................................................43 Interactive Public Art..............................................................................................................43 Maintain and Protect City Trees.............................................................................................44 NW 110th Avenue Bicycle and Pedestrian Project.................................................................44 Increase and Enhance Litter Control......................................................................................45 Coral Springs Water Quality Improvement............................................................................45 Ongoing Initiatives........................................................................................................................45 CDBG Action Plan (2011-2017)..............................................................................................45 Residential Construction Mitigation Grant (2016-2017)........................................................46 Inflow and Infiltration Rehabilitation (2012-2017)................................................................46 Meadows and Dells Stormwater Improvements (2014-2017)...............................................46 An Innovative, High-Performing Organization.....................................................................................47 New Initiatives...............................................................................................................................47 Video Storage Solution...........................................................................................................47 Digitize Microfiche, Microfilm................................................................................................47 Sustaining Pension Administration.........................................................................................48 Ongoing Initiatives........................................................................................................................48 Misdemeanor Diversion (2015-2017)....................................................................................48 Network Security (2015-2017)...............................................................................................48 Public Safety Technology Upgrade (2013-2017).....................................................................49 Enterprise Software (2013-2017)...........................................................................................49

City of Coral Springs, Florida

Tables and Illustrations Market Environment Percent Change in GDP.................................................................................................................12 Unemployment Rates....................................................................................................................13 Change in CPI................................................................................................................................13 Total Taxable Assessed Values.......................................................................................................14 Demographic charts......................................................................................................................21 Overall ratings of customer service...............................................................................................25 Overall perceptions of Coral Springs.............................................................................................26 Reasons Businesses Decide to Locate Here...................................................................................27 Overall Business Atmosphere Rating.............................................................................................27 Best Ways for the City to Communicate with Businesses ............................................................28 Ratings of City Property Taxes Compared to Other Communities . ..............................................28 Ratings of City Property Taxes.......................................................................................................29 Service and Operations Strategy City of Coral Springsâ&#x20AC;&#x2122; Business Model...........................................................................................30 Community Paramedicine Interventions per Month....................................................................33 Age Ranges of Community Paramedicine Patients........................................................................33 Summary of Fiscal Year 2017 Initiatives........................................................................................50 Summary of Fiscal Year 2016 KIO Results......................................................................................52 Summary of Fiscal Year 2016 Initiative Updates...........................................................................53

Fiscal Year 2017 Business Plan

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

City of Coral Springs, Florida

Market Environment 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 an 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

8.0%

Percent Change from Preceding Period Percent Change in GDP

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

Citation U.S. Bureau of Economic Analysis:

US: “Table 1.1.1 Percent Change from Preceding Period in Real GDP,” (accessed March 31, 2016) FL: “GDP by State, Real GDP in Chained Dollars” (accessed March 15, 2016) Region: “GDP by Metropolitan Area, Real GDP in Chained Dollars, Miami‐Ft. Lauderdale‐W. Palm Beach MSA” (accessed March 15, 2016)

Fiscal Year 2017 Business Plan

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%

8.5%

7.6%

6% 4% 2% 0%

5.0% 3.4%

7.6% 7.5%

6.8%

5.4% 4.7%

5.7% 5.7% 5.6% 5.50%

5.7%

5.4% 4.1%

4.90% 3.8%

3.2%

2007

5.00% 4.50%

2008

2009

2010

2011

Coral Springs

2012

2013

National

2014

2015

YTD

Florida

Source: FL Dept of Economic Opportunity – Labor Market Statistics

Inflation muted non-existent As of May 20,to 2016

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 out 2016 well below Fed targets, all but ensuring no further rate increases for the first half of 2016, maybe longer.

CONSUMER PRICE INDEX ‐ All Urban Consumers

6.0%

Change in CPI

Miami Region

5.0%

4.0%

3.0%

2.0%

1.0%

0.0% 2005 ‐1.0%

2006

2007

2008

2009

2010

2011

City of Coral Springs, Florida Series1

Series3

2012

2013

2014

2015

Total Taxable Assessed Values

$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%.

$12.0

$ Billions

Real Estate Trends

Total Taxable Assessed Values Increased for Fifth Year In A Row

$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 industrial sectors will be the primary TTAVs are the July 1 certified values on FL DOR’s Certified Taxable Value form (DR‐420) driver high percentage of properties protected by Save Our Homes. Used July 1 Values from FL DOR of progress in the City for the coming year. 420 form.

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 during summer 2016.

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 in 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.

Fiscal Year 2017 Business Plan

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 well-being 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.

City of Coral Springs, Florida

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.

Fiscal Year 2017 Business Plan

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 wellbeing.

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.

City of Coral Springs, Florida

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.

Fiscal Year 2017 Business Plan

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.

City of Coral Springs, Florida

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. The County and cities are working in cooperation to educate the public on the benefits of approving both ballot questions in November.

Fiscal Year 2017 Business Plan

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. Population

Population trends

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. 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.

Under 5 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

Age 5-17 7.0% 8.8% 28.4%

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% 1990

6.9% 2000

5.8% 2010

21.4%

Data Source: Decennial Census 1990, 2000 and 2010

Age Distribution

Population age

2010 Census Under 5 Age 65+ 5.8% 7.9%

Age 50-64 20.5%

Age 35-49 23.6%

Age 5-17 20.8%

Age 18-34 21.4%

Data Source: 2010 Census

City of Coral Springs, Florida

Growing Hispanic Population Growing Hispanic Population

Race and Ethnicity The 1990-2000 comparison of the City’s racial/ethnic make-up shows an increasingly diverse community:

100%

Hispanic or Latino

90%

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.

80%

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.

30%

Non-Hispanic Other Non-Hispanic Black

70% 60% 50% 40%

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

Households and Families 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.

Place of birth Place of birth

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. Although foreign born population is dominated by Latin American nationalities, the most prevalent ancestry is still European.

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

Data Source: Decennial Census 2000 and ACS Estimates for 2005 -2009 and 2010-2014

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.

Fiscal Year 2017 Business Plan

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%

Housing Characteristics

40%

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

30%

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.

Majority of housing units were built Majority of housing units were built between 1970 and 1999 between 1970-1999 0% Built 2010 or later

10%

15%

20%

25%

30%

Spanish English only

20% 10% 0% 2000 Census

2005-2009 2009-2013 2010-2014 ACS Estimate ACS Estimate ACS Estimate

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.

0.0%

Built 2000 to 2009

Housing Costs

10.3%

Built 1990 to 1999

26.3%

Built 1980 to 1989

32.4%

Built 1970 to 1979 Built 1960 to 1969

35%

Other Indo-European

26.8% 2.8%

Built 1950-1959

0.6%

Built 1940 to 1949

0.2%

Built 1939 or earlier

0.5%

Data Source: 2010‐2014 ACS 5‐year estimates

The median monthly housing costs for mortgaged owners was $2,178, non-mortgaged 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.

School enrollment School enrollment (age 3 and older)

Education 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.

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

City of Coral Springs, Florida

2005-2009 ACS Estimate

2010-2014 ACS Estimate

Percentage of College or Graduate School

Employment Status and Type of Employer In Coral Springs, 65 percent of the population 16 and over was employed; 26 percent were not currently in the labor force. 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.

Commute time to work

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.

10%

<15 minutes

15%

20%

25%

30%

15-29 minutes

Income

Income Coral Springs

Broward County

$80,000 $70,000 $60,000 $50,000

40.5% 5.7% 1.1%

Data Source: 2010‐2014 ACS 5‐year estimates

Income United States $71,854

$66,271

90+ minutes

45%

31.5%

60-89 minutes

During 2010-2014, among the civilian non-institutionalized population in Coral Springs, 79 percent had health insurance coverage and 21 percent did not have health insurance coverage.

40%

21.2%

30-59 minutes

Health Insurance

35%

$61,958

$65,443

$51,574 $53,482

$40,000 $30,000

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.

$20,000 $10,000 $0 Median Household Income

Median Family Income

Data Source: 2010-2014 ACS Estimates

Population below poverty level

Poverty 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. 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.

25.0% 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

Fiscal Year 2017 Business Plan

2010-2014 ACS Estimate

Business Survey Summary

Business Survey: Bottom line up front

Overview

Perceptions of the City are very positive and continue to improve

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.

Overall satisfaction with City services remains high and stayed about the same 93% of businesses would recommend Coral Springs as a place to do business The top two reasons businesses plan to stay in Coral Springs are: (1) the City’s low crime rate and (2) access to Sawgrass Expressway

Purpose and Methodology During the spring of 2016, ETC Institute administered a survey to businesses in the City of Coral Springs. The purpose of the survey was to gather feedback from Coral Springs business owners and senior managers to identify ways improve the quality of City services. The survey was administered by phone to a random sample of 305 businesses in the City of Coral Springs. The overall results of the survey have a precision of at least +/-5.6% at the 95% level of confidence.

Major Findings Overall Satisfaction with City Services

96% of businesses were satisfied with the quality of City services

Thirty-six percent (36%) of the businesses surveyed felt the quality of City services was higher than their expectations; more than half (60%) of the businesses surveyed felt the quality of City services was meeting their expectations and only 4% 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 (100%) • Police Department (98%) • Fire Inspection (98%)

Overall Ratings of the City’s Customer Serviceservice Overall ratings of customer

• Streets Maintenance (95%) • Street Drainage (90%)

By percentage of respondents (excluding don’t know/not sure)

61%

Very Good

Satisfaction with City Customer Service

40%

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.”

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%

City of Coral Springs, Florida

20%

40%

60%

80%

Customer service ratings remain very high

100%

Satisfaction with City Efforts to Improve Coral Springs Businesses were asked how satisfied they were with the City’s efforts to improve various aspects of the Coral Springs. 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%) • Litter collection on city streets (98%) • City efforts at maintaining the quality of neighborhoods (96%) • Work on road conditions (94%) • Provide lighting in commercial areas (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: • Requirements for proper business appearance maintenance (93%) • Trash disposal regulations (93%) • Landscaping codes (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 (38%) • Fire Inspection (29%) • Emergency Paramedics (19%)

Current Perceptions Coral Springs Overall perceptions of Coralof Springs by percentages of respondents who rated the item as a 1 to 5 on a 5-point scale

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 (98%) • Overall image of the City (96%)

56%

33%

Overall quality of life

55%

34%

Overall feeling of safety

54%

34%

Quality of new development in the City

• Overall feeling of safety (96%)

Quality of public education

Ratings of the Physical Appearance of the City Eighty-five percent (85%) of the businesses surveyed rated the physical appearance of the area where their business is located as “excellent” or “good;” 13% rated it as “average,” and only 2% rated it as “poor.”

Overall image of the City

Very Satisfied (5)

Fiscal Year 2017 Business Plan

44%

40% Satisfied (4)

32%

20%

38%

15%

Neutral (3)

Dissatisfied (1/2)

Reasons Why Businesses Decide to Locate to

Reasons BusinessesCoral Decide to Locate Here Springs

Reasons for Moving to Coral Springs When asked to indicated which issues they felt were most important in their decision to locate their business in Coral Springs, the items that businesses identified as most important, based upon the combined percentage of “extremely important,” “very important” and “important” responses, were: • Low crime rate (95%)

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 Attitude of local government toward business

Extremely Important (5) Very Important (4)

Access to Sawgrass Expressway

Important (3)

Telecommunications/utilities/other infrastructure

• Overall image of the City (95%)

Proximity of important businesses

• Attitude of local government toward business (91%) • Access to Sawgrass Expressway (90%)

Level of taxation Quality of schools

• Telecommunications/utilities/other infrastructure (90%)

20%

40%

60%

80% 100%

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 (31%) • Access to Sawgrass Expressway (25%) • Proximity of important businesses (18%) A “Business Friendly” Community Likelihood of Recommending the City as a Business Location Most (92%) 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 7% were “not likely” or “not likely at all” to recommend Coral Springs as a business location and 2% did not know (does not equal 100% due to rounding). Ratings of the City’s Business Atmosphere Compared to Two Years Ago Nearly half (48%) of the businesses surveyed felt the City’s business atmosphere was “better” compared to two years ago; 42% 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 “poor” and 4% felt it was “worse” compared to two years ago.

Overall Business Atmosphere Rating

Overall Business Atmosphere Rating By percentage of respondents (excluding don’t know/not sure)

90%

86% 82% 87%

Total Positive 48%

40% 32% 27%

Better

2014

46% 50% 60%

2012

2008

9% 6% 4%

No change, but poor

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:

2016

42%

No change, but good

6% 12% 9%

Worse 0%

20%

40%

60%

80%

100%

• Productivity of the workforce (95%) • Stability of the City’s labor force (93%) • Attitude of employees (92%)

City of Coral Springs, Florida

Best Ways for the City to Communicate

Communication

Best Ways for the City to Communicate with with Businesses Businesses By percentage of respondents

Use of the City’s Website Forty-eight percent (48%) of the businesses surveyed indicated their organization had used the City’s website, 47% of businesses had not used the City’s website and 5% 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 (96%)

Emails Direct Mail Personal calls Social Media Newsletters City Website Brochures Business Forums City TV Workshops e HelpDesk

58% 53% 29% 21% 19% 13% 9%

Email and Direct Mail are the preferred methods of communication with the City

5% 4% 4% 4%

20%

40%

60%

• Under the Sun magazine (92%) • www.WorkCoralSprings.org (89%) Best Ways to Communicate With Businesses The top three ways that respondents felt it would best for the City to communicate with businesses were: emails (58%), direct mail (53%), and personal calls (29%). Overall Ratings of City Communication Seventy-nine percent (79%) of the businesses surveyed rated the City’s communication with businesses owners and managers as “very good” or “good;” 14% rated the City’s communication with business owners and managers as “poor” and 7% rated it as “very poor.” Conducting Business with the City Online Nearly half (49%) of the businesses surveyed were interested in conducting business with the City online; 42% were not interested and 10% were unsure (does not equal 100% due to rounding). Of the businesses who were interested in conducting business with the City online, most (91%) were interested in applying for City permits online and most (93%) were interested in paying City bills online.

Property Taxes How Property Taxes Compare to Surrounding Communities Thirty-six percent (36%) of businesses felt the City’s property taxes were “about the same” compared to surrounding communities; 35% felt property taxes were higher compared to surrounding communities, 3% felt they were lower and 26% did not know.

Ratings of Property City Property Taxes Compared Ratings of City Taxes Compared to Other to Other Communities Communities By percentage of respondents

36% 37%

About the same 25%

45%

35%

Higher

29%

2016

33%

2014

43%

2012

4% 6% 4%

Lower

2008 26%

Don't know/ Not sure

21%

Fiscal Year 2017 Business Plan

10%

20%

26%

29%

30%

40%

50%

Ratings of City Property Taxes Ratings of City Property Taxes

Ratings of the Amount of Property Taxes

By percentage of respondents (excluding don’t know)

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: • 58% of the businesses surveyed felt property taxes were just right for the amount and quality of City services they were receiving. • 22% of businesses felt property taxes were too high for the quality of City services they were receiving. • 17% of businesses felt property taxes were high but felt the City was providing more services at a higher quality than expected.

58%

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

53% 57% 41%

17%

Property taxes are high but, the City's is providing more services at a higher quality than expected

22% 19% 20%

2014 2012

22%

Property taxes are too high for the quality of services received

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

2016

2008

24% 24% 38%

1% 0% 1%

20%

40%

60%

80%

100%

• 4% 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 (71%) • Trash Collection Services (54%) • Water Billing (47%) • the Police Department (46%)

Two-thirds (67%) 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, 30% did not and 3% were unsure.

Businesses generally felt that City events had a positive impact on the City: • 89% of businesses felt the Festival of the Arts had a positive impact on the City • 89% felt the Half Marathon/Race for Women’s Wellness had a positive impact on the City • 88% felt the Farmer’s Market had a positive impact on the City • 86% felt the Holiday Parade had a positive impact on the City • 84% felt the Our Town event had a positive impact on the City • 79% felt the Kruel Classic had a positive impact on the City

Over half (54%) of the businesses surveyed indicated they presently have a recycling program; 41% do not have a recycling program, and 5% 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

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

Fiscal Year 2017 Business Plan

A Family-Friendly Community New Initiatives

New Event Programming

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.

Lead Department: Parks and Recreation Operating Expenses: $2,000 new plus Existing Funds The City will add two new special events to its family-friendly 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.

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)

City of Coral Springs, Florida

Enhance Economic Crimes Staffing Lead Department: Police

Ongoing Initiatives ArtWalk Events (2016-2017)

Operating Expenses: $309,000

Lead Department: Communications & Marketing, Parks and Recreation

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, 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.

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 â&#x20AC;&#x201C; 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 bunches that took place in conjunction with our Farmersâ&#x20AC;&#x2122; 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, set-up, 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 Attorneyâ&#x20AC;&#x2122;s Office will be necessary to develop procedures and controls.

Fiscal Year 2017 Business Plan

Community Paramedicine Number of Incidents per Month

Community Paramedicine Interventions per Month 25

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 nonmedical needs, helping them obtain resources directly, instead of through the already taxed 911 system.

20 15

15 10

11 8

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.

5 0

Community Paramedic Program (2015-2017)

Mobile Integrated Healthcare (2015-2017)

Lead Department: Fire/EMS Operating Expenses: $40,000 EMS/$60,000 Fire Fund

Lead Department: Fire/EMS

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.

Operating Expenditures: Existing Funds

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.

Number of Patients

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 Age hour a day, five days per week schedule to run the program. Based on the proven success of the 40 interventions made to date, the City will create a permanent Community Paramedic position 35 in Fiscal Year 2017. The cost of this position, 30 like other firefighter/paramedics, will be split between the General Fund (EMS) and the Fire 25 Fund.

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.

Age Ranges of Patients

Ranges of Community Paramedicine Patients 38

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

City of Coral Springs, Florida

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. 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 $213,744 allocated in FY 2015 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 crosscontamination. Renovation of the current building will accommodate these dedicated areas, allowing staff to work on their cases simultaneously without the risk of crosscontamination. 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.

Fiscal Year 2017 Business Plan

School Resource Officers (2015-2017)

Teen Political Forum (2008-2017)

Lead Department: Police

Lead Department: Human Resources

Capital Outlay: $115,000 Equipment Fund

Operating Expenses: Existing Funds

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 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 a great 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, under the supervision of City staff, which further develops their leadership skills.

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.

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.

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 antibullying.

City of Coral Springs, Florida

A Thriving Business Community New Initiatives

For example, the Police and Fire departments will be able to quickly access drawings and floor plans in crisis situations.

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.

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.

“Business is Brighter” Campaign Lead Department: Economic Development 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.

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

Fiscal Year 2017 Business Plan

Chamber of Commerce Business Academy

Water Fill Station

Lead Department: Economic Development

Lead Department: Public Works

Operating Expenses: Existing Funds

Capital Outlay: $30,000 Water & Sewer Fund

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.

Currently there are commercial businesses that tap into the Cityâ&#x20AC;&#x2122;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 Cityâ&#x20AC;&#x2122;s water distribution system.

Corporate Park Improvement District - Ph. II Lead Department: Economic Development Office Operating Expense: Existing Funds The Economic Development Office 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 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.

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.

Ongoing Initiatives Economic Development Marketing Strategy (20162017) 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, cohosting Chamber of Commerce events, and increasing new lead generation through social media marketing outreach.

Downtown Water and Sewer Improvements (20162017) 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.

City of Coral Springs, Florida

Downtown Redevelopment (2013-2017)

Municipal Complex (2007-2017)

Lead Department: City Manager’s Office

Partner: Community Redevelopment Agency (CRA)

Project Cost: $38 million

Capital Outlay: $3.6 M (Economic Recovery Zone funding 2010)

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.

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.

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 City’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.

Fiscal Year 2017 Business Plan

Traffic Management (2010-2017)

Realtors’ Summit (2015-2017)

Lead Department: Development Services

Lead Department: Economic Development Office (EDO)

Capital Outlay: $25,000

Operating Expenses: Existing Funds

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.

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.

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

City of Coral Springs, Florida

An Active, Healthy Community New Initiatives

Additional Senior Programming

Replacement Fund for Parks and Recreation Lead Department: Parks and Recreation

Lead Department: Parks and Recreation Grant Funding (CDBG): $48,021 Operating Expenses: $3,000

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-asyou-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.

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

Fiscal Year 2017 Business Plan

Turtle Run Park Improvements

Riverside Park Boat Dock Grant

Lead Department: Parks and Recreation

Capital Outlay: $100,000 FY2016 CIP Bond

Capital Outlay: $21,475 Grant Match

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.

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.

Athletic Field Renovations Lead Department: Parks and Recreation Capital Outlay: $100,000 Many of the City’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 City’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

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

Lead Department: Parks and Recreation

• Providing lawn and shrubbery clean-up for low income seniors

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.

• 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.

City of Coral Springs, Florida

Aquatic Complex 50 Meter Pool (2016-2017)

Drowning Prevention/Water Safety (2007-2017)

Lead Department: Parks and Recreation

Lead Departments: Fire/EMS, Communications and Marketing

Capital Outlay: $1,500,000 FY2016 CIP Bond

Operating Expenses: Existing Funds

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.

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.

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.

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.

Fiscal Year 2017 Business Plan

An Attractive Community New Initiatives

Turtle Run Park Left Turn Lane - Phase I

Piloting Electric Vehicles and Charging Stations Lead Department: Public Works Capital Outlay: $58,000 Equipment Fund;$10,000 FY2016 CIP Bond To support the City’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.

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.

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.

Key Intended Outcomes

FY 2016 Goal

FY 2017 Goal

Ratings of litter collection on City streets (Resident and Business Surveys)

(Biz) 87%

(Res) 87%

—

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

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.

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.

Fiscal Year 2017 Business Plan

Increase and Enhance Litter Control

Ongoing Initiatives

Lead Department: Public Works

CDBG Action Plan (2011-2017)

Operating Expenses: Existing Funds Capital Outlay: $11,500 offset by Waste Pro administrative fees

Lead Department: Development Services

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%.

FY 2017 CDBG Allocation: $653,476

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.

Coral Springs Water Quality Improvement

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

Lead Department: Public Works

• Youth Scholarship Program: $50,000

Grant Funding: $75,000 The City received a 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.

• Senior Recreational and Functional Training: $33,000 • Senior Recreation and Therapeutic Program: $15,021 • Neighborhood Partnership Program: $15,000 • Planning and Administration: $130,695

City of Coral Springs, Florida

Residential Construction Mitigation Grant (20162017)

Meadows and Dells Stormwater Improvements (2014-2017)

Lead Department: Development Services

Lead Department: Public Works

Grant Funding: $194,000

Grant Funding: $245,000

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.

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.)

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 moderateincome 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.

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 3 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.

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.

Fiscal Year 2017 Business Plan

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 – 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 & Marketing staff. This new video storage system will be installed in Fiscal Year 2017, and then migrated over to the new Municipal Complex.

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.

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%

City of Coral Springs, Florida

Sustaining Pension Administration

Ongoing Initiatives

Lead Department: Human Resources

Misdemeanor Diversion (2015-2017)

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 fulltime 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.

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.

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 takes 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 nonstop network monitoring, reviews of data traffic through the firewall, searching for anomalies that may pose a threat to the City’s data infrastructure.

Fiscal Year 2017 Business Plan

Public Safety Technology Upgrade (2013-2017)

Enterprise Software (2013-2017)

Lead Department: Information Services

Lead Department: Information Technology

Capital Outlay: $150,000 allocated in FY2016

Capital Outlay: $265,000 FY2016 CIP Bond

The City has an ongoing program to maintain state-ofthe-art technology for emergency responders who rely on hardware and software systems to deliver concise and reliable information to keep the City and itâ&#x20AC;&#x2122;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.

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.

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.

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.

City of Coral Springs, Florida

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

Fiscal Year 2017 Business Plan

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 NW 110th Avenue Bicycle and Pedestrian Project Increase and Enhance Litter Control 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 Development Services, Public Works Public Works Public Works Development Services Development Serivces 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

City of Coral Springs, Florida

Strategic Planning Cycle Fiscal Year 2016-2017 Key Intended Outcomes

FY 2014 Actual

FY 2015 Actual

FY 2016 as of Q3

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)

2,278.2

2,171.2

2,500

2,180.5 

—

(Res) 94%

—

— 

—

(Res) 98%

—

—  (Biz) 98% 

(Biz) 97%

(Res) 96%

(Biz) 96%

5 Coral Springs Charter School graduation rate

98%

99.5%

95%

N/A

6 Injury accidents at or near 14 major intersections in the City

139

133

175

96%

—

4 Ratings of Quality of Life (Resident and Business Surveys)

Met goal in FY2015, next survey in 2017 Met goal in FY2015, next survey in 2017 Published after summer FYTD as of June 30

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

(Biz) 95%

(Biz) 97% 

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%



N/A

5.0%

—

(Res) 97%

—

— 

—

(Res) 95%

—

— 

below State



Available in July

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

8,100

N/A

8,475

8,713

—

(Res) 87%

(Biz) 87%

(Biz) 98% 

(Res) 92%

—

— N/A

Met goal in FY2015, next survey in 2017 Met goal in FY2015, next survey in 2017 Available Q4

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% 

401,977 118.3

390,933 125

400,000 120

290,250 131

(Biz) 78%

(Res) 94%

(Biz) 81%

(Biz) 79% *

95%

93%

92%

New KIO for 2016-2017, next survey in 2017

FYTD as of June 30 Year-end projection

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)

N/A

AAA

(Biz) 76%

(Res) 87%

(Biz) 65%

(Biz) 78% 

(Biz) 94%

(Res) 95%

(Biz) 95%

(Biz) 94% *

FY 2016 KIO Summary 12 Met or exceeded goal 2 Within 95% of goal 6 Likely to meet goal 2 Did not meet goal 1 Not available 23

Available Q4

S&P AAA Fitch AAA  Moody's Aa1

Fiscal Year 2017 Business Plan

 *  N/A

City of Coral Springs, Florida

Update as of the Third Quarter Fiscal Year 2016

Status

Fire/EMS

In Progress

This program continues to gain volume as well as popularity within the community. The FD crews are calling on the In Progress Community Paramedic more often as her services are better known. (Since the program is ongoing and evolving daily)

Both temporary stations have been placed on the sites for use during construction. IT and city staff are working together to ensure connectivity during the transition (station alerting, phone, internet, city network connectivity, etc.)

Fire/EMS

7 Community Paramedicine (ongoing)

Complete

9 Fire Stations 43 and 95 (ongoing)

CMO

6 Education Grants

In Progress

CMO

5 Community Spotlight Pilot

Complete

In Progress

The MIH program is progressing well as expected. The MIH vehicle was “wrapped” with its decals.

Public Works

4 West Side Complex Public Safety

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). Four of the six episodes of the video spotlight 'CloseUp' have been shot and edited. Mayor Skip Campbell, Commissioner Larry Vignola, Vice Mayor Dan Daley, and Commissioner Joy Carter have been interviewed. In the final quarter, the series will conclude with an interview with Commissioner Cimaglia, and a wrap up interview with Mayor Campbell. 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 School 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.

In Progress

8 Mobile Integrated Healthcare (ongoing) Fire/EMS

Police

CMO/Development Services

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.

There are 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 CMO/ Economic Development smaller event. The turnout was excellent at all of the events, with several hundreds attending Biz and Kidz, and several Complete Office 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.

Department(s)

3 Body Worn Cameras Pilot

2 Boys and Girls Club Feasibility Study

1 ArtWalk Event Programming

Initiative

A Family-Friendly Community

45%

70%

95%

100%

75%

100%

50%

100%

% Complete

Fiscal Year 2017 Business Plan

Police

Parks and Recreation

Human Resources

10 School Resource Officers (ongoing)

11 CSI Building Renovation (ongoing)

12 Safety Town (ongoing)

13 Multi-cultural Events (ongoing)

14 Teen Political Forum (ongoing)

In Progress

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. 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 In Progress 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. 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 Complete the 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.

The new Safety Town Building is approximately 75% complete. The stucco work is complete, the interior sprinkler system is installed and the roof tiles are ready to be installed. Work is underway in the interior of the building and also outdoor sidewalks and parking. Completion is expected by the end of August or early September.

Q3: The City of Coral Springs is continuing efforts to place an SRO at every public school within the city. 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. Q1: After receiving notification that additional SRO positions on a part-time basis, similar to other local agencies, was In Progress 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. Q3: The building construction is on schedule with completion anticipated for September. Q2: The staff of the CSI Unit relocated to the main Public Safety building on February 9th. A temporary wall to provide In Progress 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.

100%

90%

75%

70%

90%

City of Coral Springs, Florida

City Manager’s Office City Manager’s Office Economic Development Office

21 Downtown Redevelopment (ongoing)

22 Realtors’ Summit (ongoing)

Business Recognition and Appreciation Economic Development (ongoing)

20 Municipal Complex (ongoing)

Development Services

18 Business Tax Process Improvement

Public Works

Downtown Water & Sewer Improvements

Economic Development Office

Economic Development Marketing Strategy

17 Corporate Park Improvement District

Department(s)

Initiative

A Thriving Business Community

Realtors Forum took place on February 26, 2016. It was very well attended.

Complete

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 posted on the City's website. Applications will be taken until August 31st. In Progress 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. The contract for construction was awarded to Kaufman Lynn, the notice to proceed was issued and construction has In Progress commenced. Q3: The construction documents will be out to bid at the beginning of August, 2016. Q2: Construction drawings are complete for most of the infrastructure improvements. In Progress Q1: Artwalk is complete. Infrastructure improvements are currently being designed.

100%

50%

65%

50%

75%

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. Efforts in Q4 will focus on developing a plan for publicizing E-TRAKiT, an educational plan for property owners and managers, and updating and streamlining application forms and website information. In Progress 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 customers’ questions - Considering appointing a key contact person to assist customers through the process during office hours

40%

80%

% Complete

50%

In Progress

Status

In Progress

Update as of the Third Quarter Fiscal Year 2016 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). 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 release for bid in May. 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. Q3: There have been 2 out of 3 public forums led by Chen Moore as part of the Needs Assessment. Both meetings were 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.

Fiscal Year 2017 Business Plan

Electronic Permitting Feasibility Study (ongoing)

40-Year-Old Building Inspections (ongoing)

23 Traffic Management (ongoing)

Development Services

Q3: TRAKiT kick-off meeting on April 1 between City Staff & SunGard to review configuration & 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. In Progress 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.

30%

95%

Q3: Since Q2 we have had 9 properties come into compliance. Overall out of the 280 buildings received between 2008 and 2015 we have a total of 17 that are non-compliant. The 2016 list of 40 Year properties has not yet been received from the County. 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 will be sent 30-day courtesy notices shortly.

In Progress

75%

Q3: Issues discussed included NW 31 Court, Sawgrass Expressway expansion; Turtle Run Boulevard proposed improvements, Alleyways on Sample Rd., and the Walk Safe Program. Five Traffic Calming traffic studies were completed. 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 In Progress expansion. Twelve speed/volume traffic studies were performed. 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. Four speed/volume traffic studies were performed.

City of Coral Springs, Florida

Parks and Recreation

Playground Equipment Replacement (ongoing)

Fire/EMS, Communications and Marketing

Parks and Recreation

Aquatic Complex 50 Meter Pool (ongoing)

35 Drowning Prevention (ongoing)

Parks and Recreation

31 Cypress Park Artificial Turf Fields

Development Services

Parks and Recreation

30 On-Line Class Registration

34 Downtown Pathway (ongoing)

Human Resources

29 City Day of Service

Parks and Recreation

Public Works

AARP Network of Age-Friendly Communities

Parks and Recreation

Department(s)

28 Forest Hills Blvd. Pedestrian Lighting

26 Expand Senior Programming

Initiative

An Active, Healthy Community

Complete

Status

- 94 participants in our City Wide Day of Service on March 18, 2016 - 500 non-perishable items collected for local f - 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. - 1 house brought back to beauty before they were cited by Code Compliance (overgrown shrubs trimmed, weeds pulled; mulch in, etc.) - 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 coordinated by committee and 5 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 classes. Over 180 people signed up for programs on-line in Q2. The 2 artificial turf fields at Cypress Park fields have been completed and are currently in use. The Contractor (RDC) has been chosen and hired to do the work. They are currently finalizing all 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 Whispering Oaks Park are in place and in use. Q3: Ribbon Cutting occurred on June 1, 2016. Final walk through on June 9. Final invoices will be paid in Q4. 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 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)

In Progress

Complete

In Progress

Complete

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.

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 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 In Progress 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 3rd Quarter.

Update as of the Third 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 an Orchestra performing at the Charter School for the Seniors. We still have the regular classes funded thru the CDBG Grant Funds.

95%

83%

100%

30%

100%

40%

75%

100%

% Complete

Fiscal Year 2017 Business Plan Public Works

Public Works

Police

43 Infiltration and Inflow (ongoing)

44 Humane Unit Building (ongoing)

Public Works

Meadows and Dells Stormwater Improvements (ongoing)

42 Recycling Education Efforts (ongoing)

Public Works

Waste Transfer Station Improvements (ongoing)

Development Services

39 CDBG Action Plan (ongoing)

Public Works

Franchise Fees for Residential C&D Waste

37 Public Works

Development Services

Residential Construction Mitigation Grant

38 Pine Ridge Drive Resurfacing

Department(s)

Initiative

An Attractive Community

The City has 2 contractors presently working in the City. 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). The walls are up and the slab has been poured. Everything is on time with no issues.

In Progress

35%

75%

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 In Progress developments and became 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%.

50%

12%

50%

25%

In Progress

25%

% Complete

In Progress

The bid was awarded in June with work anticipated to begin in July. Contract term is 90 days. Q3: The Forest Hills pedestrian lighting project continues to be on hold. Plans are to begin the project in 2016. The Senior Programs and Youth Scholarship projects will be fully expended by the end of July 2016. The Home Repair activity funds are encumbered and scheduled to be expended by August 2016. It is expected that the 1.5 timeliness ratio of expenditures required by U.S. Department of HUD will be met. 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. 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.

A survey of other cities franchise fees has been completed. There is no universal approach as a mixture of exclusive, nonOn Hold exclusive or open market/licensing systems are utilized. This initiative has been deferred until further notice.

Status Update as of the Third Quarter Fiscal Year 2016 Q3: The grant agreement was approved by the commission on June 1st, 2016. Funds have not yet been released. Staff is working to revise requirements regarding contractors and other policies to the home repair program. Stuff must re-bid In Progress 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.

City of Coral Springs, Florida

Information Technology

49 Network Security (ongoing)

51 Enterprise Software (ongoing)

Information Technology

50 Compensation Study Phase II (ongoing) Human Resources

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

Fire/EMS

Coral Springs Regional Institute of Public Safety

48 Misdemeanor Diversion (ongoing)

Human Resources

Health Plan Administrative Modifications

Public Works

Department(s)

45 APWA Accreditation in Public Works

Initiative

An Innovative, High-Performing Organization

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. The experience with public sector organizations and the detailed process to success laid out by BerryDunn won them the job. This quarter, the 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 configuring 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. 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 PM Tammy Passwater.

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 Q3, 69 persons qualified for the program and 7 persons completed it. For Q2, 73 persons qualified for the program and 21 persons completed it. For Q1, 70 persons qualified for the program and 33 persons completed it. 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. Both of these projects are expected to be completed this coming quarter. 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 hierarchial 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.

In Progress

32%

85%

75%

90%

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 during transition are being addressed as they are identified. Employees are reminded through HR Staff interaction to In Progress 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.

% Complete 85%

Status In Progress

Update as of the Third Quarter Fiscal Year 2016 Staff is in final stages of uploading supporting documentation. Upcoming milestones are Agency peer review in 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

Fiscal Year 2017 Business Plan

Fuel and Energy Conservation (ongoing)

55 OSPS (ongoing)

Information Technology

Public Works

Stormwater Utility Fee Implementation Public Works (ongoing)

Information Technology

Electronic Data Back-up and Storage (ongoing)

30%

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 In Progress 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.

75%

On Hold

65%

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 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 In Progress 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. The system is expected to be in operation by the end of the 3rd quarter. 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. More specifics on this will be forthcoming next quarter. - 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.

Initiative has been placed on hold indefinitely until direction from the City Commission.

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 which is required for our ever growing data sets. Additional future tasks related to this initiative are ongoing. Q2:The Infrastructure team deployed two new DFS replicated file servers to handle the growing and diverse storage In Progress 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. Additional future tasks related to this initiative are ongoing.